Development plan · Cork County Council
Cork County Development Plan 2022–2028 – Volume One: Main Policy Material
The council's development plan written statement: its strategy, policies, objectives and development standards. Variations adopted since are not in this text.
Cork County Council · 2022–2028 · 564 pages
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- 191 CONTENTS Contents 9.1 Introduction 192 9.2 Reinventing the Town Centre 192 9.3 The Town Centre First Approach 194 9.4 People Centred and Liveable Town Centres 194 9.5 Retail 197 9.6 Retail Hierarchy for the County 198 9.7 Locating Retail Development 200 9.8 Retail Impact Assessment 201 9.9 Requirement for Future Retail – Metropolitan Area 201 9.10 Requirement for Future Retail – Non-Metropolitan Area 201 9.11 Approach to Retail Types 202 9.12 Retail and Transport 205 9.13 Design and Innovation 206 9.14 Shopfronts and Signage 206
- 192 9.1 Introduction 9.1.1 Town centres are at the heart of our communities and play a vital role in developing our county to its full potential. Cork has a collection of some of the strongest, most colourful and vibrant towns and villages in the country. All fulfil an important service, commercial and social role for their hinterlands while many are synonymous as tourist destinations of national and international renown. Town centres are dynamic environments, and it is important that they reinvent themselves in order to ensure they continue to be attractive and liveable places. New and evolving expectations now exist in terms of value, service, entertainment and experience. Placemaking is a vital component of improving our town centres. 9.1.2 The retail sector is a key element of the economy in terms of employment, economic activity and maintaining the vitality of our towns. The last number of years has seen some significant changes in the retailing environment in Ireland (see later section on retail). This sector continues to be challenged. Successful town centres have shown that there is a need to look beyond retail to a mixed offer which considers and embraces: • residential • office • leisure • green space • amenities and social infrastructure • connectivity • night-time uses • themed or temporary uses • destinations and tourism • safety • urban realm 9.1.3 Tackling vacancy remains a particular challenge for town centres and will be a key component in maintaining their vitality and viability and overall attractiveness. This Plan seeks to manage change, provide additional retail choice and to ensure vibrant, dynamic and diverse town centres continue to remain and flourish at the heart of our communities. 9.2 Reinventing the Town Centre 9.2.1 The broad aim of this chapter is to support and further develop the role of town centres in their evolution as inclusive, diverse and attractive service, recreational and living centres for residents and visitors alike. Creativity and innovation will be promoted which contribute to the personality of individual town centres and respects their existing character. 9.2.2 The last number of years has seen a reinvention of the role of the town centre with a renewed focus on public realm improvement, the availability of new funding streams, town centre management, enhanced business supports, etc. Project ACT has seen the initiation of formalised town teams for each town across Cork County Council’s eight Municipal Districts with the support of Elected Members. These town teams have a targeted focus of rebuilding the economy and community life in each area. 9.2.3 Creating Places for People: The RIAI Town and Village Toolkit and the Town Centre Toolkit available from the Scottish government are excellent resources/examples on how to nurture people focused and sustainable town centres. Town Centres can capitalise on our continuing dependency on physical social interaction for our wellbeing however, in many cases they need to improve what they offer to encourage us to want to spend time there with other people. The Scottish Toolkit breaks this down into three distinct but intertwined themes - Active, Attractive and Accessible. Active places attract people. Attractive places encourage them to spend more time there. And Accessible places are easy to get to. The most successful initiatives will be the ones that are multi-faceted and take elements from two or three of these themes. GO TO CONTENTS
- 193 Figure 9.1 Themes and Key Principles for Successful Town Centres Active Attractive Accessible Putting people first • Designing spaces around people rather than vehicles. • Focusing on quality and amenity of public space. • Designing around how people can flexibly use spaces. • Focusing active uses where people are and want to be. Making the most of existing assets • Identifying and building upon the existing and physical strengths and physical assets of the town centre. Testing for good public spaces • Do they feel safe and usable at all times of day and night? • Do they provide shelter and respond to climate conditions? • Can social interaction be encouraged on a formal and informal basis? • Can spaces provide amenity and interest? • Can streets and spaces be used by people of all ages and abilities. Town centre first • Locating buildings and services such as colleges, clinics, offices, schools and leisure facilities in town centres generates footfall and supports other activities. • More housing in town centres supports local businesses and makes town centres more vibrant. Business and enterprise are key • Shops, supermarkets, offices and businesses are big attractors of people. • Town centres offer premises, footfall, accessibility and opportunities for interaction – so they can be great locations for entrepreneurs, social enterprises and small businesses. • Collaborating for success: businesses working together can often improve and market their town centre far more than they could individually. Re-using empty buildings • Often, the best solution for empty property is to use it to re-invigorate town centres, because that can make it more attractive to potential investors. Encouraging landlords to bring empty buildings back into use can therefore be very worthwhile in terms of both their wider impact and their own potential future. • Improving the most prominent derelict buildings or streets may often be the best use of scarce public resources for town centre improvements Supporting music, arts, sport and culture • Investing in sporting and cultural events attracts footfall, increases spend, boosts local pride and bring communities together. • Year-long events programmes attract local residents as well as visitors. • Cinemas, theatres, music and other venues provide hubs for community activity and draw trade for other businesses. Prioritising pedestrians • Ensuring that the movement of people on foot comes first. Considering all users • Ensuring town centres are accessible for everyone. Encompassing all movement modes • Taking an integrated approach to the movement network, including all modes and interchange. Balancing different needs • Balancing the personal, commercial and operational movement needs that the town serves. A bespoke parking offer • Providing a bespoke parking offer which is less about volume of spaces and more about a range of users and uses to encourage and support flexible economic activity. Source: Town Centre Toolkit (Scottish Government, 2015) 9.2.4 There are many elements which contribute to creation of successful town centres. It is important to have a vision for each individual town centre and to deliver this through co-ordinated action(s). At a county level the opportunity exists to brand our overall town centres for their particular qualities and unique and individual selling points and to promote them as destinations to visit, invest and live in. 9.2.5 The biggest single asset of any town centre is the energy of its people as this generates town centre activity and civic pride. That is why it is so important that everyone involved in decisions about a town centre collaborates for the good of its future. Even in times of limited budgets and resources, something can always be done to improve a place by working together on a common vision. The council will continue leadership and ongoing collaboration with other stakeholders to address the changing town centre environments. GO TO CONTENTS
- 194 9.2.6 In 2019 Fáilte Ireland launched a ‘Destination Towns’ initiative. This scheme provides funding to Councils to enhance public spaces such as squares, streetscapes and markets in a way that will engage tourists and enhance their experience in key towns. Bantry was the first town in Cork to benefit from funding through this scheme. It is hoped that more towns in Cork will be able to benefit from such funding into the future 9.3 The Town Centre First Approach 9.3.1 The Town Centre first approach recognises town centres’ role at the core of community and economic life. The approach prioritises a Town Centres First collaborative and strategic approach to the regeneration of our villages and towns, using the Collaborative Town Centre Health Check (CTCHC) framework to gather data and lead actions. The Government has indicated that it is committed to this approach and it is anticipated that further policy at a national level will be developed in this area over the lifetime of the Plan. Cork County Council already has the benefit of the preparation of Urban Capacity Studies for 10 of our towns which is an important start in developing a future vision for our town centres. 9.3.2 At its simplest the principle asks that the public sector put the health of town centres at the heart of proportionate and best value decision making; that it adopts a collaborative approach which supports a longer-term vision and plan for each town centre. 9.3.3 This will mean that, where practical and beneficial, public services like education, health and government offices should be located in town centres, adding to the overall mix of facilities, amenities and activities which are on offer and attracting in different types of footfall. The principle therefore focuses considerations around the potential impacts of relocating public services to a town centre’s long-term health and vitality. It is about open, measured and transparent decision making that takes account of medium to longer-term impacts on town centres. It also recognises that town centre locations are not always suitable, but requests that the rationale for locating elsewhere is evidenced and transparent. 9.3.4 Locating Public Services in Town Centres Offers a Number of Benefits Because it: • provides ready access to joined up public services; • generates regular footfall which can support local businesses; • supports the town centre’s role as civic and social centre – and the stronger the attachment that people feel with their local town centre, the more they will use it; and • can make them more accessible to all, as well as lessen reliance on the car. 9.4 People Centred and Liveable Town Centres 9.4.1 The vision outlined in the National Planning Framework (NPF) for towns and villages is that they must become more attractive and ‘liveable’ and offer a quality of life that more people are willing to choose in the years ahead. In order to do this we need to continue to invest in and plan our town centres as people focused places. 9.4.2 This is further emphasised in the Regional Spatial and Economic Strategy (RSES) for the South West which highlights the need to revitalise our urban areas and spaces through creative and regenerative place-making, to deliver on compact growth and housing need, and provide new vitality for city and town centres. 9.4.3 National Strategic Outcome 1 of the NPF (Compact Growth) promotes infill development, integrated transport and regeneration and revitalisation of urban areas towards a more sustainable future. 9.4.4 To secure the delivery of its objectives the NPF is already supporting local authorities through the Urban Regeneration and Development Fund and Rural Regeneration and Development Fund. This is complemented by the Town and Village Renewal Scheme targeted at bringing vacant and derelict buildings back into use and promoting residential occupancy. 9.4.5 For people to want to live in towns there needs to be a vision of towns as high quality, inclusive places for people of all ages and abilities particularly children and families. A town centre which is attractive to children will be a successful place for all. Good public realm and street design, green infrastructure and public amenities that support people of all ages and abilities are a vital part of re-imagining our towns for contemporary needs. Creating biodiverse, healthy places can aid well-being and mitigate negative effects of loneliness and isolation. (See also Chapter 3 Settlements and Placemaking, Chapter 14 Green Infrastructure and Recreation and Chapter 15 Biodiversity and Environment) 9.4.6 Work patterns have also changed and towns offer a unique potential to accommodate innovation hubs and remote working and co-working models. In imagining towns as places that foster employment, small business and innovation, they can again become attractive places to younger generations. Our towns have the potential to be working environments that are at the forefront of the digital revolution. (See also Chapter 8 Economic Development) 9.4.7 The 2021 report of the Night-Time Economy Taskforce presented to the Department of Tourism, Culture, Arts and Gaeltacht, Sport and Media outlines a vision and a series of recommendations to be considered in relation to the enhancement of the Night Time Economy sector. Further consideration will be given to the recommendations in this report over the lifetime of the plan. GO TO CONTENTS
- 195 Placemaking, Mobility and other town centre strategy 9.4.8 Issues affecting the public realms of our town centres could be resolved by preparing public realm strategies and targeting subsequent actions for their improvement. Spin off or isolated strategies could be either included in overall public realm strategies or included separately in relation to topics such as signage/advertisements, public lighting or wirescape, etc. or for example a specific strategy relating to the implications of retail needs within an historic fabric context. Improvements to town centres and the public realm should contain proposals to include elements of green infrastructure (street trees, green areas, permeable surfaces, etc) and have to the forefront considerations which are based on the creation of resilient and climate adaptable places. (See also Chapter 3 Settlements and Placemaking, Chapter 14 Green Infrastructure and Recreation and Chapter 15 Biodiversity and Environment) 9.4.9 In other circumstances or where there is more complexity the Council may need to determine whether an urban framework approach is appropriate for a town centre. Where there are key strategic sites of significant scale close to or adjoining town centres, they should be targeted for renewal using whatever appropriate mechanisms are available. Many of these opportunities have already been highlighted at settlement level in Volumes Three, Four and Five of this Plan. 9.4.10 Mobility in town centres has a major impact in how they function with the challenge to strike a balance between providing sufficient car access and parking to underpin their vitality and viability, while ensuring that traffic and parking do not result in a car dominant environment. Combining Transportation and Public Realm Enhancement planning is essential if we are to create more attractive and people-friendly town centres. The Council has already had some notable success in relation to progressing such projects. 9.4.11 In relation to ‘Smarter Travel’ town centres often offer the competitive advantage of being more closely aligned with public transport and are locations in which many different types of activities should continue to be encouraged. This aligns with the Town Centre First Approach. (See also Chapter 12 Transport and Mobility) Residential Use in Town Centres 9.4.12 Residential use in town centres continues to be an essential ingredient in supporting town centre shops and services, achieving passive supervision, activity beyond business hours and maintaining vibrancy. Upper floor residential uses are also a key feature of town centres as they can be located within the core of the town centre, complementing commercial uses at ground level. 9.4.13 In many towns there are sites capable of delivering additional housing and commercial uses and these have been highlighted in the settlement chapters of the Plan. Chapter 3 Settlements and Placemaking and Chapter 4 Housing provides more detail in relation to the potential for residential development in town centres. Opportunities to provide further guidance in this area will be given consideration over the lifetime of the Plan. Vibrancy and Diversity 9.4.14 Town centres are successful and appealing when they give the local community and the visitor an experience which is differentiated and rooted in the towns heritage and character. It is important therefore to support local people to lead initiatives that will draw footfall and make the town centre vibrant. 9.4.15 The ongoing popularity of farmers markets is something that will be encouraged and facilitated. Such markets serve as gathering places for people and help grow and connect urban and rural economies. It is also important to enhance a sense of place by supporting niche traders, local food producers and local artists. While the introduction of international retailers is welcomed they also have the potential to erode the distinctive character of a town. Independent retailers are an important part of the retail profile and create a sense of diversity and add uniqueness to the retail environment. This diversity is something that is still to be found in many Cork towns and it is important that it is supported. 9.4.16 In order to maintain the attractive characteristics of our town centres applications for new development/changes of use within the town centre will need to ensure proposals will not detract from the amenity, vitality and character of the area. Town centres increasingly need to focus on being desirable places to live which includes the consideration of a vibrant after hours economy (particularly in larger settlements or those with a tourism function) including 24 hours access to appropriate facilities. The Town Centre Health Check collaborative approach may identify a need in some towns to prepare specific leisure strategies including place-specific strategy for certain uses (e.g. pubs/bars/restaurants, and various entertainment venues) and the council will support such initiatives where appropriate. In the meantime, where the evening economy is promoted it should avoid being detrimental to the amenity of residents. Safeguards regarding the hours of operation, control of litter and odour may be imposed as conditions to development. In cases where there is a proliferation of uses which threaten the vibrancy and mixed use character of the town centre they will be discouraged. GO TO CONTENTS
- 196 County Development Plan Objective TCR 9-1: Town Centres a) Maintain, strengthen and reinvent the role of town centres as dynamic, attractive, resilient, inclusive, cultural and creative environments and enhance their mixed-use character by encouraging the retention and development of general office, retail, housing, office-based industry, community, civic and entertainment uses. b) To recognise and support the important role that independent retailers play in contributing to diverse and vibrant centres in County Cork. c) Town Centres First - Promote the town centre as the optimal place to locate key community institutions and public services and through Active Town Centre and Land Management work with relevant stakeholders to achieve this. d) Encourage and promote innovation and creativity within town centres in relation to the use of streets, public spaces, vacant buildings and derelict sites for different public activities, public art and events. The provision of external seating and tables shall be encouraged where it can be accommodated satisfactorily. e) Sustain, promote and manage the key role that diverse and vibrant town centres have to play in the tourism product of the county. f) Encourage a ‘Town Teams’ approach to guide stakeholders in the holistic management and revitalisation of town centres across the county. g) Support proposals for development involving evening and night time commercial, retail, cultural, food and beverage or entertainment uses within, or immediately adjacent to, the defined town centres or local service centre, where it can be demonstrated that the development will enhance the character and function of the area; this may include extended opening hours, proposals for outdoor dining and event space as well as proposals for greater utilization of existing heritage assets. h) Encourage, promote and facilitate the development of country/farmers markets in town centres devoted to the sale of local agricultural and craft produce and support their role as visitor attractions which add to the vibrancy and vitality of towns. i) Encourage the development of a stakeholder led vision for town centres including preparation of targeted public realm strategies and other strategies in a general and specific sense for individual towns over the lifetime of the Plan, particularly where a need has been identified. j) Encourage and prioritise an urban framework approach for those town centres which are experiencing unique challenges such as heritage constraints, traffic and transportation issues, etc. Vacancy and Regeneration 9.4.17 Vacant units provide opportunities for retailers to locate in town centres and add to the overall diversity of retailer representation and are a function of the economic cycle. Where excessive levels of vacancy are evident however it can be indicative of the relative ill-health of a town centre or retail core. 9.4.18 The Urban Capacity Study prepared as a background document to this Plan highlighted that the level of vacancy of some Cork towns is of particular concern. In order to counteract vacancy, it is proposed to develop an overall strategy to tackle the issue in town centres. 9.4.19 Where particularly high vacancy rates exist proposals for new retail development outside of the designated town centre need to be supported by an assessment of vacant floorspace within a town centre and a statement demonstrating that it was not possible or practical to provide that retail floorspace required by the developer within the town centre area. 9.4.20 In those town centres where vacancy is a particular issue the council will encourage the re-occupation or re-use of such units. Particular care needs to be taken when renovating buildings of heritage value. See Chapter 16 Built and Cultural Heritage. Where this is not feasible the council may consider the return of more peripheral town centre areas to residential or other appropriate uses in order to consolidate the retail core of the town or promote the use of upper floors for residential/commercial use. GO TO CONTENTS
- 197 County Development Plan Objective TCR 9-2: Vacancy and Regeneration a) Develop a strategy to reduce vacancy in town centres during the lifetime of the Plan by utilising measures which seek to manage and ease overall vacancy. Aim to reduce the amount of vacant floorspace within core retail areas by 50% in the short term, half of which should be occupied by retail use and the remainder by non-retail uses or retail services. b) Monitor vacancy levels in town centres during the lifetime of the Plan and to take appropriate actions to address the issue as necessary. c) Promote the appropriate revitalisation of vacant and derelict properties and to facilitate the adaptation of existing property in town centre areas for retail, residential and other town centre activities. To encourage the merging of buildings to create larger commercial footprints where this is appropriate within context of the town. d) Promote the use of upper floors of existing buildings for residential and office use, where new development can positively contribute to the commercial vitality of the town centre. e) In more peripheral or edge town centre locations which are experiencing significant vacancy issues the Council will encourage the redevelopment of vacant/underutilised commercial premises to facilitate residential use. f) Support the regeneration of town centres by encouraging the sensitive redevelopment of key sites identified at settlement level. g) In relation to Derelict Sites the council will endeavour to use all mechanisms available to it as appropriate in order to maximize the potential of such lands. 9.5 Retail 9.5.1 The last number of years has seen some significant changes in the retailing environment in Ireland. Developments in online retailing and other new and evolving retail forms continue to change the retail landscape into the future. Size requirements for physical stores have changed, particularly for international retailers who often seek larger sized units the requirements of which can be challenging to provide for in historic town centres. 9.5.2 The last decade has led to a very significant slowdown in the physical development of the retail sector. However, sectors such as convenience remain notably strong. The convenience sector by its nature will continue to attract a demand in line with population increase albeit at a slower rate. Some comparison retailers also continue to expand and invest in Ireland but in general the comparison sector has suffered a decline, as has the demand for retail warehousing. 9.5.3 Retailing is an important activity of town centres and contributes to much of their vitality. Securing the continued vitality of town centres is a key aim of this Plan and will be advanced by policies which generally favour retailing in town centres. The county hosts a considerable retail profile, which is primarily located within the metropolitan area and main towns. 9.5.4 In a market disrupted by continued changes in consumer behaviour, investing in the consumer experience is anticipated to be the key to success in securing resiliency in retail into the future. In-store experiences have the potential to be complemented by parallel investment in our town centres including public realm with the overall ambition to make our towns more liveable and attractive places. 9.5.5 This plan has been prepared at a time where much uncertainty exists in relation to the future of the retail environment. The pandemic has brought unprecedented uncertainty, complexity and change to the industry whilst the full economic impacts of Brexit are also yet to be observed. 9.5.6 The pandemic led to a surge in demand for online shopping over a matter of just a few months and post pandemic it is unclear what the long term impact will be on our shopping patterns. All of these factors as well as others make it particularly challenging to make predictions for the long-term effects. New and emerging forms of retailing and the fallout from prevailing economic circumstances will determine floorspace requirements into the future. Policy Context - Retail Planning Guidelines for Planning Authorities 2012 9.5.7 In 2012 the Minister for the Environment, Community and Local Government introduced the new Retail Planning Guidelines. These Guidelines have been taken into account in the preparation of the Plan and have five key policy objectives: • Ensuring that retail development is plan-led; • Promote town centre vitality through a sequential approach to development; GO TO CONTENTS
- 198 • Securing competitiveness in the retail sector by actively enabling good quality development proposals in suitable locations; • Facilitating a shift towards increased access to retailing by public transport, cycling and walking in accordance with Smarter Travel; and • Delivering quality urban design outcomes. 9.5.8 The Guidelines also provide national level policy guidance in relation to retailing, objectives for retail policy, specific retail formats and issue advice in relation to the location of new retail development which have been taken into account in the preparation of this chapter. Joint Retail Study for Metropolitan Cork 9.5.9 A Draft Joint Retail Strategy and Study is in the process of being prepared, however, it was not completed in time to be included in this Plan. It is expected that this study will be concluded within 12 months of the adoption of both City and County Development Plans and once finalised will inform a variation to the Cork County Development Plan. 9.6 Retail Hierarchy for the County 9.6.1 Central to the retail strategy for County Cork is the retail hierarchy which will form the basis for determining the appropriate quantum and location of new development. The Guidelines recognise that the classification in such hierarchies is often indicative and that specific retail functions provided by each tier overlap in many respects. In general however, these locations represent the most appropriate centres for retail and other appropriate activities due to their existing infrastructure and proximity to significant catchment populations. 9.6.2 The retail hierarchy for the county has in part been informed by the 2013 Joint Retail Strategy for the Metropolitan Area. The full hierarchy for the County, general retail function and individual objectives for each level is set out in Table 9-1. Outside the Metropolitan Area the Main Towns of the County are generally grouped according to the size of their town and catchment population. Mallow and Clonakilty are identified as Key Towns in the RSES and on this basis have an enhanced role within the overall retail hierarchy. 9.6.3 The planning system needs to continue to play its part in ensuring an effective range of choice for the consumer. Such choice will be provided for within the hierarchy. County Development Plan Objective TCR 9-3: Retail Hierarchy Facilitate a competitive and healthy environment for the retailing industry into the future which provides for adequate choice in appropriate locations whilst ensuring that future growth in retail floorspace is broadly with the identified Retail Hierarchy set out in Table 9-1. Table 9-1 Retail Network/Hierarchy and Objectives (set within County and Metropolitan Context) Type Locations General Retail Function and Policy Objective Metropolitan Cork City Centre Principal urban centre in the county and region. Centre for high order comparison shopping and functions of a specialist nature. TCR 9-4: Recognise Cork City Centre as the primary retail centre, particularly for higher order comparison goods, and to promote and enhance Cork City Centre in order to sustain its competitiveness. GO TO CONTENTS
- 199 Table 9-1 Retail Network/Hierarchy and Objectives (set within County and Metropolitan Context) Key Towns Mallow Clonakilty Key Towns performing an important regional retail function, particularly comparison, beyond their immediate catchment. Convenience retail at a level to support own catchment. Comparison with no upper limit provided location and other normal planning considerations are acceptable. Planned retail parks can be considered where a justification is evident and any adverse effects on the town centre can be avoided. TCR 9-5: Support and develop the role of Mallow and Clonakilty as important retail centres in the North and West of the County while ensuring the vitality and vibrancy of their town centres is retained and enhanced. Sub-Regional/ Large Metropolitan Towns Ballincollig Carrigaline Cobh and Midleton Perform an important sub county retail role and generally include a good range of convenience provision and a varied provision of comparison offer. Such towns generally serve a large rural catchment. Preference for retail park developments to locate in or adjacent to the Town Centres, to ensure the potential for linked trips and commercial synergy. Cautious approach to proposals for edge/ out of town retail warehouse developments. TCR 9-6: Support the vitality and viability of the metropolitan towns and to ensure that such centres provide an appropriate range of retail and non-retail functions to serve the needs of the community and respective catchment areas, with an emphasis on convenience and appropriate comparison shopping. Sub-Regional/ Metropolitan Cork District Centres (existing and proposed) Existing: Blackpool Douglas Mahon Point Wilton Proposed Ballyvolane Cork -Docklands Hollyhill Districts –Established centres generally characterised by a large convenience/comparison anchor, a range of low order comparison outlets, local retail facilities, ancillary specialist convenience outlets, community and social facilities. Primarily to serve their catchments Preference for retail park developments to locate in or adjacent to District Centres, to ensure the potential for linked trips and commercial synergy. Cautious approach to proposals for edge/ out of town retail warehouse developments. TCR 9-7: Support the vitality and viability of District Centres to ensure that such centres provide an appropriate range of retail and non-retail functions to serve the needs of the community and respective catchment areas. Sub-Regional/ Ring Towns/ Large County Towns Ring Towns: Youghal Macroom Bandon Fermoy Kinsale Larger Towns: Mitchelstown Charleville Skibbereen Bantry Kanturk. Ring and Larger County Towns which generally perform important sub-county retailing functions and include some of the major retailing chains, particularly convenience. In general, these have a population in excess of 5,000 or are designated as Ring Towns in consecutive plans. Cautious approach to out-ofcentre retail warehousing. TCR 9-8: Support the vitality and viability of the Ring and Larger towns and to ensure that such centres provide an appropriate range of retail and non-retail functions to serve the needs of the community and respective catchment areas. GO TO CONTENTS
- 200 Table 9-1 Retail Network/Hierarchy and Objectives (set within County and Metropolitan Context) Smaller Metropolitan Towns Carrigtwohill Glanmire Passage West Blarney Monard Small towns within the metropolitan area which perform an important retail role for their catchment. Cautious approach to oout-ofcentre retail warehousing. TCR 9-9: Strengthen and consolidate the retail role and function of the smaller metropolitan towns and to provide retail development in accordance with their planned population growth to serve their local catchments. Smaller County Towns Millstreet Castletownbere Dunmanway Newmarket Schull Buttevant Smaller County towns generally with a population of 1500 or less. Often, they provide basic convenience shopping, either in small supermarkets or convenience shops. Comparison shopping is often small scale e.g. hardware, retail pharmacies and clothes shops. Cautious approach to out-ofcentre retail warehousing. TCR 9-10: To support the vitality and viability of the Smaller County Towns and to ensure that such centres provide an appropriate range of retail and non-retail functions to serve the needs of the community and respective catchment areas. Neighbourhood Centres and Large Villages centres Unnamed Neighbourhood centres and large villages provide important top up and day to day shopping and retail service requirements. Typically characterised by an appropriately scaled convenience offer and ancillary retail services and serve a small, localised catchment population. The day to day shopping needs of workforce populations will be taken into consideration in assessing the appropriate scale for future retail developments in major employment centres subject to the other policies and objectives set out in this Plan. It is not appropriate to over provide in such locations in order to draw customers in from other areas where it could impact adversely on the vitality and viability of existing town centres and to undermine the retail hierarchy. TCR 9-11: To support, promote and protect neighbourhood centres and large village centres and which play an important role in local shopping for residents and provide a range of essential day to day services and facilities. A range of uses will be encouraged at neighbourhood centres that serve local needs. Local parks, civic spaces and community facilities are encouraged in the immediate vicinity of neighbourhood centres. For a neighbourhood centre to be successful it needs to be strongly linked to surrounding residential developments, with good access for pedestrians and cyclists. Village and Local Retail Facilities Unnamed Local retail facilities which provide a valuable role in the communities they serve. TCR 9-12: To support, promote and protect villages, local centres, and corner shops which provide an important retail service at the local level. 9.7 Locating Retail Development 9.7.1 In line with the Retail Planning Guidelines the preferred location for retail development is within town centres and particularly ‘primary’ areas. The ‘primary’ areas of town centres will consist of core retail areas and appropriate contiguous opportunity sites. 9.7.2 Development proposals in other locations must demonstrate compliance with the sequential approach (as outlined in the Retail Planning Guidelines) before they can be approved. 9.7.3 Consideration should be given to the location and design of town centre supermarkets in order to best channel footfall and activity that can be used to benefit the town centre as a whole. Ideally, the aim would be to make the most of that, while mitigating their impact on other retailers, also ensuring that their scale and parking areas are designed in such a way GO TO CONTENTS
Source Cork County Council: Cork County Development Plan 2022–2028 – Volume One: Main Policy Material (2022–2028) · Licence the publisher's termsText read from the publisher’s PDF; tables, maps and drawings do not survive as text, and page numbers are the PDF’s (its first page is 1). Check the original before relying on a passage.