Strategy Waterford FINAL FINAL

Vision 2011
Linking Waterford
and its Partners
Prepared by the
Strategy Waterford Task Force
January 2002
Strategy
Waterford
Strategy
Waterford

Foreword
The Tánaiste and Minister for Enterprise, Trade and
Employment established the Strategy Waterford taskforce in
April 2001 to provide a vision and strategy for Waterford
and its economic zone over the next decade. The context
for the taskforce was the relative under-performance of
Waterford’s economy compared to other centres, the
objectives of the National Development Plan and its allied
National Spatial Strategy, and the need to provide a human
and physical infrastructure commensurate with the
information and knowledge era of which we are now a part.
One of the core objectives of the task force was to provide
Waterford and the surrounding area with a basis to develop
critical mass to sustain its own long-term development.
The South-East region is linked to other regions in Ireland
and into the global economy, which is becoming more open
especially in a European Union context. Such openness
requires a local response that will sustain a quality of life in
our region. This strategy document creates the
architecture for the international competitiveness of the
region. It will allow industrial clustering to take place and
facilitate the region in the use of its resources. Considering
the unpredictability of economic trends and the recent
changes in markets, this strategy is timely.
I would like to thank the Tánaiste for giving us the
opportunity to appraise and examine Waterford’s
performance and prepare a strategy for its future.
The process of preparation of this document has taken
over six months, but we feel it is time well spent and has
resulted in a comprehensive analysis and an exciting vision
that clearly identifies the opportunities ahead.
The Strategy Waterford task force was dedicated and
committed in delivering their remit, holding more than sixty
meetings over six months. I would like to acknowledge the
dedication and commitment of all twelve members of the
task force drawn from business, trade union, education,
local Government and community representatives. I would
also like to acknowledge the numerous individuals and
organisations for their assistance and support in developing
Strategy Waterford.
I look forward to all the partners in the Waterford Economic
Zone building and developing a cohesive, all-inclusive
regional approach to enable this vision become a
significant counterbalance to other locations in the country
and thus increase our level of competitiveness.
Nicky Fewer
Chairperson, Strategy Waterford
January 2002
i

1
Contents
Foreword (i)
Vision 2011 2
Executive Summary 4
1. Introduction 7
2 Waterford: a Regional Gateway 9
3. Spatial Development: Economic Zones
& Population Projections 12
4. Developing Enterprise 15
4.1 Advanced Sectors 17
4.2 Public, Health and Education 18
4.3 Local Service Businesses 19
4.4 Traditional Manufacturing 20
4.5 General Enterprise Supports 21
5. Developing Education,
Training and Research 22
5.1 Higher Education Institutions 23
5.2 Continuous Training and Education 25
5.3 Research 25
5.4 Industry-Education Linkage 26
5.5 Primary and Secondary Level 27
6. Building a Sustainable
Infrastructure 28
6.1 Transportation 29
6.2 Energy 31
6.3 Environmental Services 31
6.4 Telecommunications 32
6.5 Land and Property 32
7. Improving Quality of Life 34
7.1 Branding and Promotion 35
7.2 A City for Our Children 36
7.3 A Vibrant City Centre 36
7.4 Sports for All 38
7.5 Arts and Heritage 39
8. Strategy Implementation 41
8.1 Implementation Bodies 41
8.2 Short-term Implementation Actions 42
APPENDICES
Appendix I
Strategy Waterford Task Force Members 43
Appendix II
Details of Meetings 44
Appendix III
Bibliography 45

“This marks the beginning of a new
and exciting era for Waterford and the
Waterford Economic Zone,” said the
Mayor of Waterford at the opening of
Waterford’s new pedestrian bridge
linking the North and South Quays.
The Mayor recalled the Vision that
Waterford had established 10 years
ago.
“Waterford as a Regional Gateway will
provide critical mass for economic
development in Waterford City, its
economic zone and the region and will
contribute to the sustainability and
spread of development. It will result in
an improvement in the disposable
income of its people and their quality
of life, and improve the educational
and developmental opportunities of all
its citizens”
This Vision has been truly vindicated
and it is worth briefly recalling the
milestones of the journey we took,
added the Mayor:
“Our City and region has lifted itself
out of a relative economic under
performance. We have achieved a high
level of collaboration, together with
our partners in the Region that has
enabled us to deliver the policies and
initiatives outlined in the National
Development Plan and National Spatial
Strategy. What has been achieved is an
excellent example of spatially balanced
and sustainable development. This
waterfront development, the whole
ambience of the area, the cultural
experience now available have been
installed and integrated with a thriving
commercial life. These and other
developments have energised the
region that is now a competitive, strong
and effective counter balance to other
regions of the country.
Ten years ago with the National
Development Plan 2000-2006, we set
out a strategy to extract the maximum
value from the potential for Waterford
and to prepare for improved access
corridors to be provided under the
National Development Plan. The
identified potential related to:
• Conserving and sustainably
developing Waterford’s unique
compact human scale and associated
attractiveness for people in terms of
living, shopping and leisure.
• Seeking out and enabling
opportunities such as the North Quays
and other strategic commercial and
residential infill opportunities which
allowed Waterford to respond to a 21st
century market but conserving its
unique scale.
• Capitalising on the newly enhanced
strategic positioning of Waterford and
the South-East region between
Waterford and Cork, the West, the Mid-
West and nationally strategic corridors
to the UK and EU.
• The strong network of towns and a
spirit of co-operation between
administrative authorities, which
deliver on the capacity for
development of strategic sites like
Belview.
Looking across at the almost
completed North Quays, this
development,
embracing
tourism and the venue and
conference centre, has been a
catalyst for the creation of a
vibrant river based city
centre providing a buzzing
environment, and an
exciting place to live and
work. With its strong
links to the other
developments up river
in New Ross and in the
estuary, it offers not
only a unique
lifestyle but also
unites the region
along its waterways.
In terms of
access, which
was a major
Visi

ion 2011
concern 10 years ago there is
now a motorway from Dublin to
Waterford, the completed bypass
bridge and the third bridge down
river serving an expanded City.
Transportation
improvements
include the intra region commuter
services and the express 90-minute
train service to Dublin. Of specific
importance has been the successful
development of the South-Eastern
Airport, which now serves the UK and
mainland Europe with a passenger
throughput of 400,000 passengers per
annum.
The University of the South-East has
established itself as a unique educational
facility supporting research and
development programmes for industry.
Together with the University, the
development of the Research and
Technology Park located beside the
University campus has helped to underpin
the successful research and development
programmes already in place. A centre of
excellence in healthcare has been developed
at Waterford Regional Hospital, providing
specialised care for the Region and its
further development as a teaching hospital
complements the advances made through its
collaboration with the University and its
partners.
The consolidation of the biotechnical,
pharmaceutical and the healthcare sector,
the expansion of the information technology
sector and the further development of
traditional industries in manufacturing has
created a demand for a highly educated and
progressive workforce to complement an
enhanced skilled and semi-skilled talented
human resource. The South-East is now the
national shipping gateway to Europe and
with all the ports in the South-East
operating in a cohesive and synergistic
manner. This important shipping link is of
vital importance to the country at large. The
facilities of the region have been expanded
to provide the efficiencies required in
logistics whether they be in passenger,
container, bulk or roll-on roll-off form.
Associated with our success we have
catered for the requirements for an
increased population for not only the city
but also the Region. Planning and the
installation of services and infrastructure in
Waterford is now based on the critical mass
required to support an economic zone in the
sense of the gateway and hub principles
which was outlined in the National Spatial
Strategy and is defined in catchment terms
as being within a 30-40 minute drive from a
major centre. The Waterford Economic
Zone can now boast a population of 300,000
people and Waterford City a population of
over 70,000.
The City has been developed as a family
focused city with numerous activities for
children. The National Museum of Ireland’s
Childrens Museum and the Science Centre
has made a major contribution to how we
relate to children’s issues and integrate them
in our City’s policy.
However, the real benefit emerges from the
significant growth in the number of
amenities for children and the many groups
focusing and working with our children.
The principle of support and collaboration
has underpinned
the successful
development of all the centres and has
strengthened the region. Could it have been
achieved without the enthusiasm and co-
operation of our neighbours?
The answer is no. In adopting the principles
of a gateway and hubs and learning from the
success of the initial South-East Regional
Information Society Strategy (SEISS)
programme for developing the broadband
network, the importance of working
together to achieve a cohesive region must
be acknowledged in an area previously
fraught with inter county competition.
The region has used its assets sensibly,
capitalised on the opportunities available,
and, on the basis of partnership has become
a region which is competitive, commercial
and readily embraces change.”
This vision can move towards reality. The
potential for economic, social and
physical development is here in Waterford.
With the National Development Plan’s
programmed investment to be realised
over the next five years, there is a unique
opportunity for Waterford, its surrounding
economic zone and all partners, to reflect
on, prepare for and initiate, a programme
to develop its full potential. The key
opportunities for moving forward are
identified and this report is part of the
building of consensus around what could
be done. Additionally there is the
opportunity for the State to participate and
support this exciting transformation.

Executive Summary
The Tánaiste and Minister for Enterprise Trade and
Employment set up the Strategy Waterford taskforce in
April 2001 with the objective of developing a vision and
strategy for Waterford and its economic zone for the next
10 years. The taskforce identified the blockages to the
development of Waterford and makes recommendations on
how to make Waterford attractive both for inward
investment and as a centre for indigenous enterprise.
Waterford is well placed to become an attractive location for
development in the course of the next decade. Significant
developments have taken place over the past number of
years that provide Waterford and its economic zone with an
excellent base on which to build in future years. These
include the development of the Port at Belview, the
attraction of significant new industries such as Genzyme,
the ongoing development of the IDA industrial and
technology parks and the commencement of development
along the North Quays. The area also boasts an excellent
tourism infrastructure with some of the country’s finest golf
courses, excellent restaurants, hotels and other
accommodation.
In the educational sector, Waterford Institute of Technology
(WIT) has established itself as one of the leading third level
institutes in the country with researchers operating at the
forefront of emerging communications and other
technologies. Successful regions in the future will be the
ones that continually innovate, reinvent, discover, retrain
and re-equip. People are central to this. With WIT, there is
an existing dynamic for innovation but it needs
strengthening of its research capacity, which will require
state support.
Infrastructurally, the region has benefited from increased
investment in roads and rail and is set to benefit further
under the current National Development Plan (NDP). Due
to its compact nature, Waterford offers an excellent quality
of life to its citizens with amenities, shopping and leisure
facilities being within easy walking distance for many
citizens.
These factors place Waterford in a strong position to attract
major Government decentralisation projects such as the
siting of a Government Department in the region.
The opportunity is there to develop Waterford into an
attractive location for enterprise, tourism, arts, culture, and
sporting, educational and commercial projects. To
capitalise on this opportunity a number of constraints in
key areas such as transport, telecommunications,
commercial infrastructure, and the educational sector must
be addressed.
Waterford: a Regional Gateway
Strategy Waterford measured Waterford against the vital
factors that effect an area’s economic success as outlined
by the National Spatial Strategy (NSS) including
entrepreneurship, enthusiasm, population, focal point,
education, labour force and cultural and social dimensions.
The development agenda of the past on why Waterford
under performs relative to other regional gateways was
examined. It is realised that the key to successful
implementation of the strategy is collaborating between all
the political and administrative forces in the South-East.
4

Spatial Development: Economic Zones &
Population Projections
Waterford City has a large economic zone within a short
commuting distance. This zone provides the economic
rationale for the city’s future development. With
infrastructural improvements planned over the next
decade, commute times will be greatly improved and the
economic zone will expand. Strategy Waterford sees the
Waterford economic zone including Clonmel, Dungarvan,
Kilkenny, Tramore and Wexford. Waterford’s economic zone
of influence has currently a population of 117, 600 and is
projected to grow to 300,000 by 2011.
Waterford City will greatly expand both northwards and
westwards within the area covered by the new Waterford
City Bypass and the Outer Ring Road. The current
population of 54, 500 is projected to rise to 70, 400 by
2011 with an aim to grow to a city of 100,000 people.
The Drivers of Economic Development
To comply with the terms of reference set by the Tánaiste it
was necessary to identify key economic drivers. Within
each of these, key issues for development are identified
and used as the basis for recommendations. Strategy
Waterford identified four drivers for economic development
in the Waterford economic zone. The economic drivers
identified are:
• Developing Enterprise
• Developing Education, Training and Research
• Building a Sustainable Infrastructure
• Improving Quality of Life
If the recommendations under each of these economic
drivers are accepted and implemented, Waterford will
perform at a higher level than is current. However, this
does not detract from the existing performance of the city
and region but adds a significant dimension to its emergent
and latent potential.
The key recommendations under each economic driver are
summarised below. The context and rationale for these
recommendations are provided in the relevant chapter.
Developing Enterprise
• Put in place the conditions where 18,000 new jobs can
be created in the Waterford Economic Zone over the
next 10 years.
• Focus job creation in the advanced sectors, the public
sector, health and education, retail, tourism and e-
business.
Developing Education, Training and Research
• Create an independent University of the South-East.
• Develop structures and expand continuing education
and training facilities.
5

Building a Sustainable Infrastructure
• Improve the access corridors particularly the motorway
to Dublin earlier than 2007.
• Develop and expand the South-East Regional Airport.
• Upgrade and improve the rail and bus services to, from
and in Waterford.
• Combine the ports of Waterford, New Ross and
Rosslare.
• Develop advanced broadband services in accordance
with SEISS recommendations.
• Develop the North Quays and integrate into the city
centre.
• Develop WIT and WRH facilities.
• Provide a third bridge within Waterford City to balance
development and facilitate transport movement.
Improving Quality of Life
• Brand and promote Waterford.
• Develop Waterford City as a City for Children
incorporating a National Children’s Museum and
Science Centre.
Strategy Implementation
The Strategy Waterford report envisages Waterford as a
dynamic and vibrant centre driving the growth of its region.
To achieve the objectives and vision laid out in this report
requires a concerted change to meet an acceleration of
development and growth into the future. For this to occur a
continuous monitoring and advocacy for implementation is
necessary. Strategy Waterford recommends the swift
formation of a Forum with an executive office to support its
work. In addition, a process of communication and
consultation is needed to achieve consensus, raise
awareness of the strategic developmental issues the region
faces, and the future risks if no action or co-operation is
possible.
Conclusion
Strategy Waterford’s approach is based on the principle of
collaboration with partners in the South-East region, which
in turn acts as a foundation for many of the key
recommendations in the report. Waterford is gearing up
with the progress on the M9 motorway, the building of new
neighbourhoods and the ongoing development of the
Belview port. These are just a few of the many exciting
changes that are taking place in the Waterford Economic
Zone. Addressing the four economic drivers for future
development will provide Waterford and its economic zone
with a critical mass capability and with the ability to achieve
sustainable growth. What are at stake are regional
development and the balanced growth of Ireland.
To achieve the targets set under each economic driver in
the report will require the commitment of Government and
its agencies, regional partners, local business, and all the
citizens of Waterford and its economic zone.
6

1.1 Background
The Tánaiste and Minister for Enterprise, Trade and
Employment announced her intention to establish the
Strategy Waterford task force in February 2001 with the
objective of developing a vision and strategy for Waterford
and its economic region for the next 10 years. The Tánaiste
was conscious of the fact that in recent years Waterford
has under performed and has not been competitive in
attracting and developing modern high tech industries for
the following reasons:
• Few high-tech jobs
• A high level of low and semi-skilled employment
• Poor road, rail and air access
• Low educational participation
1.2 Terms of Reference
The task force was developed to establish a vision for the
city as a thriving centre for high tech manufacturing and
service industries and to make recommendations on the
steps required at local, regional and national level to
achieve this. The vision was to examine the development of
Waterford over the next decade and make
recommendations as to the steps necessary to achieve this
vision with particular emphasis on:
• The identification of significant blockages on the
development of the city and recommendations as to
how such blockages can be overcome.
• The identification of local and regional resources that
can be harnessed and developed to make Waterford
attractive both for inward investment and as a centre
for large scale modern indigenous enterprise.
• The formulation of a strategy that will harness the
active support of the entire community for the
promotion of quality employment in Waterford in
conjunction with the development agencies.
1.3 Methodology
The methodology employed by Strategy Waterford was
determined by the terms of reference and objectives. These
set a clear remit to establish a vision for the Waterford area
that is strategic in nature.
Task Force & Working Sub Groups
The task force prepared a vision statement and then set
about developing a strategy that looked at desired future
states, what the current situation was and recommended
both long and short term actions to close all gaps
identified. Working sub groups were established for
enterprise and employment, education, training and
research, infrastructure and quality of life. Full task force
meetings occurred on average every two weeks, while
working sub-group meetings occurred as required.
(See appendix II).
Waterford City Development Board
Much good work has been completed by local development
agencies that have prepared their own plans. In addition,
Waterford City Development Board provided a good
information base for the project.
7
Introduction1.

This allowed the task force to concentrate on strategy
development and on the identification of key national
policies that would provide direction for the process.
National Policy
The Taskforce undertook a detailed review of national
initiatives in the areas of enterprise, education and
infrastructure as well as development policy related to
quality of life such as that relating to health and children.
The National Development Plan and the National Spatial
Plan were examined.
Population Projections & Employment Targets
The group used the offices of NGM Market Research who
prepared background analysis on the population and
enterprise situation in the city and its surrounding area.
NGM also used previously prepared population projections
to examine different scenarios of population growth and the
potential effect on employment, infrastructure and housing.
NGM prepared population and enterprise position papers,
which are available upon request.
Submissions & Consultations
Submissions were invited and received from a number of
key organisations in the City and region. Consultations took
place throughout the process at task force and working sub
group level, as well as by the chairperson and project
manager.
Drafting & Report Writing
Report drafting formed a major part of the consultation and
development process providing the basis for discussion at
working sub group and task force level. A drafting sub-
committee developed the report.
Project Management
As the scope of the methodology outlines above, the
development of the Strategy Waterford plan involved a
detailed and comprehensive programme of research,
consultation and strategy development. In order to
complete this programme in a well-managed period, by
mid July it was apparent that a full-time resource would be
required. For this purpose, Úna Parsons of U.P. Solutions
offered her services and fulfilled the project management
and overall report-writing role.
8

The vision for 2011 is that Waterford, as a Regional
Gateway will provide critical mass for economic
development in Waterford City, its economic zone and the
Region and will contribute to the sustainability and spread
of development. It will result in an improvement in the
disposable income of its people and their quality of life, and
improve the educational and development opportunities of
all its citizens.
Waterford City will develop as a thriving, attractive
knowledge based enterprise and tourism based regional
economy centred on and driven by:
• A compact and river centred city of 70,000.
• Partnership between local authorities and business
communities.
• Belview and the South-East ports as a major driver and
naturally strategic link in the logistics chain between
Ireland and the rest of the world.
• A beautiful family centred city with attractions for all
age groups.
• Drawing upon the strength of surrounding areas,
particularly strong centres like Clonmel, Dungarvan,
Kilkenny, Tramore and Wexford.
In the National Development Plan, the Government plans
for a more balanced regional development. The National
Spatial Strategy outlines a key and major role for regional
gateways as engines for growth, powering national
competitiveness whilst diffusing growth within their
respective zones of economic influence. Gateways are
described as centres that have a strategic location relative
to a surrounding area. They possess a good social and
economic infrastructure, support services, and have the
ability to energise their surrounding zones of influence
through, for example, good transport links, which enable
the gateway and other centres of various sizes and rural
areas to play complementary roles. Waterford has been
designated the regional gateway for the South-East,
providing the levels of economic support and services
required by both inward and local investment to locate and
grow in the major towns and cities of the region.
2.1 Waterford as a Regional Gateway
Waterford, as a regional gateway, in a national context, is a
natural setting for sustained economic and social
development. It has all of the features of a regional
gateway albeit many of these need to be further developed.
The National Spatial Strategy identifies the factors that
underpin a gateway. How Waterford compares against
these factors are detailed as follows:
9
Waterford: A Regional Gateway2.

1. Waterford has a long tradition of manufacturing
entrepreneurship in industries such as crystal,
engineering, food processing, and craft. In fact, it is
difficult to think of another region that has established
itself as an international industrial brand.
The industrial development of Waterford has advanced
with proud association to many national and
international companies that act as advocates for
Waterford as a location. However, there is a need to
accelerate a balance between traditional industries and
advanced manufacturing and professional services.
2. Waterford has a strong civic enthusiasm for
development. This is evident in planning cycle times,
in the provision of land for development, and in the
provision of civic amenities in advance of other centres
and Government policy. In addition, the energy,
environmental and information infrastructures needed
to support enterprise have a central base in the city for
the region. This civic enthusiasm has been held back
by the inability to influence counties which directly
border the city and in which many of its people live.
3. The population of the city and the region supports
Waterford city as a gateway. The population of the city
borough is understated by its definition. This is
recognised at national level and by business. The
population of many towns within a half a hour
commuting time and the significant population living
adjacent to the city also support this assertion.
4. The groundwork for developing Waterford as a regional
gateway is in place but needs further development.
Waterford can be viewed as a focal point between two
other gateways, Cork and Limerick, and to the central
node of Dublin. In addition, Waterford City is a centre
for transport by bus, rail, sea, and air. Added to this
are social and environmental resources that have
substantial capacity. Many of these resources are not
capable of being used to their full potential due to
inadequate infrastructure. For example, traffic to the
port from other regions is hindered by the quality of
the roads. This is especially true of Waterford’s access
north that is severely constrained by the poor state of
the road to Dublin.
5. Waterford has many centuries of tradition as a place of
education excellence. This is reflected in many fine
primary and second level schools in the region.
Indeed, higher education history has links to teacher
training and ecclesiastical learning. Today, further and
higher education in the city is renowned for that which
has been achieved on limited resources.
6. Waterford’s labour force has contributed to long-term
and sustained presence of national and international
companies. From an economic perspective, this
workforce has maintained presence in sectors that,
due to their sensitivity to high labour costs, may not
have continued in operation without the innovation,
flexibility, and commitment of the workforce. A key
strength of Waterford’s economy is its people.
However, Waterford’s workforce remains largely semi-
skilled - a major challenge for the future.
10

7. Waterford City and its region have a strong cultural and
social dimension. This provides a focus for quality of
life for many different groups. For example, the city
has three golf courses within walking distance of the
city centre, an emerging regional sports centre, and
countless other amenities. Recent additions to the
cultural life of the city include the Waterford Treasures
Museum, the Municipal Art Gallery, an expansion to
the Theatre Royal and Forum venues, and the
emergence of a strong emphasis on children by artistic
groups. There is limited national and local investment
into arts and culture in Waterford City when compared
with other regional gateways.
2.2 Past blockages - Future opportunities
Waterford’s under performing economy relative to other
regional gateways can be attributed to many factors. Most
of these are detailed in this report in the context of the
economic drivers of future development. Several
developmental gaps such as infrastructure, especially, road
infrastructure, and a relative lack of higher education
facilities have to be explained, at least in part, by the
parlous state of the nations finances up until recently.
The lack of collaborative and common agendas, both
politically and economically, between the towns and cities
of the region inhibited development and growth.
The absence of strategic planning on an inclusive basis has
meant that the South-East as a whole has not exploited its
potential as a gateway region. However, this is the past
and Waterford is now ready to develop its future
opportunities.
2.3 Partnering is Key
Strategy Waterford envisages Waterford as a place to
achieve regional counter-balance to Dublin in employment
and enterprise. In the last 10 years, major growth in
housing and services in Waterford City and its functioning
area has taken place. Strategy Waterford aims to build on
this with an integrated approach to further develop its
economy. This approach endorses collaboration with
partners in the South-East region and recognises the
benefits of partnership in many of its key
recommendations. A key strength of the region is the
strong and connected network of urban areas. To achieve
its potential, the region needs Waterford City to attain
further critical mass to act as a hub for the development
activities of other centres of population in the region.
Without Waterford achieving critical mass, the linked urban
and rural areas are unlikely to develop to their natural
potential. Intense collaboration between political and
administrative forces in the South-East is key to
implementing this strategy.
11

Economic Zones & Population Projections
Although initial submissions and the terms of reference
focus on Waterford City, Strategy Waterford made a
decision to examine Waterford City and its hinterland.
There were a number of reasons for this:
1. There are approximately 32,000 persons employed in
Waterford City enterprises, yet only 57% of this
workforce live inside the city boundary (Waterford City
Development Board, February 2001).
2. Waterford City has tended to suffer due to
misperceptions about the size of the city and how it is
reported in statistical terms. The unique geography of
the South-East region means that Waterford City as the
largest urban area in the region has at least seven
towns with populations in excess of 5,000, within forty-
five minutes drive.
3. Finally and perhaps most importantly the group
recognises that for the City to approach this strategy
independently of its neighbours would be impractical
and not reflective of the scope and impact that a well-
constructed development strategy could have on the
City, its environs and the region.
3.1 Waterford Economic Zone 2001
Today, a half hour commute covers approximately 15-20
miles radiating from Waterford City including parts of East
County Waterford, South Kilkenny, South West Wexford and
South Tipperary. This is the current zone of influence of
Waterford City. Strategy Waterford has termed Waterford
City and its catchment area as the “Waterford Economic
Zone” (WEZ).
3.2 Waterford Economic Zone 2011
With the infrastructural improvements planned over the
next decade, commute times will be greatly improved
throughout the region. This will considerably improve
access to Waterford City and throughout the region. A half
hour commute from Waterford City should extend to
Dungarvan and Kilkenny City and forty minutes should link
to Wexford town.
12
Spatial Development3.
Map 1: Waterford
Economic Zone 2001
Map 2: Waterford
Economic Zone 2011

13
1996
2001
2011
20-30 min. commute
20-30 min. commute
30-40 min. commute
109,400
117,600
300,000
49,500
54,500
70,400
Year Radius of Waterford
Economic Zone
Table 1: Population Projections
Population of Waterford
Economic Zone
Population of Waterford
City (including environs)
3.3 Population Projections
The Waterford City population (including environs) is
currently 54,500 and is fast developing critical mass. It has
grown by 10% from 49,500 in 1996. The population of the
Waterford Economic Zone is currently 117,600. Waterford
City and East County Waterford are primarily responsible for
this growth (Cassidy 2001: p. 12).
The recent CSO population projections (CSO June 2001)
predict that the State population will grow by 0.94 million to
4.56 million in 2031. They predict that unless intervention
takes place Dublin will grow by 56% and that the South-
East will grow by 0.7%. This prediction does not take into
account the likely impact of future specific policy initiatives,
such as the National Spatial Strategy aimed at better
balancing National population growth from Dublin to
particular gateways.
Gateways have a strategic role to play in terms of creating
complementary business conditions to already successful
areas like Dublin and to create the assembly of “pull”
factors and the better spread of investment and wealth
throughout the country. The indications are, in the context
of the emerging National Spatial Strategy and its
consultation paper published in September 2001, that for
gateways to have the type of critical mass to be seen as
credible alternatives to Dublin they will require an urban
population of the size of 100,000 set within a wider
catchment of some multiples of this.
Strategy Waterford foresees population growth for Waterford
City and Environs increasing from 54,500 to 70,400 over
the next decade. To achieve this vigorous growth, the
blockages to economic development and the
recommendations identified in the upcoming chapters
need to be progressed. Strategy Waterford foresees the
potential for substantial population growth in the Waterford
Economic Zone rising to 300,000 by 2011.
Waterford City & Environs
Urban Towns & Centres
(including Carrick-on-Suir, Clonmel,
Dungarvan, Kilkenny City, New Ross,
Tramore & Wexford)
Rural Areas
TOTAL WEZ
49,496
67,502
n/a
54,500
68,852
136,248
259,600
70,400
81,000
148,600
300,000
29%
18%
9%
15%
1996
Census
2001
Estimate
2011
Predictions
% Growth
2001-2011
Table 2: 2011 Population Projections
(30-40 minute commute)

3.4 Surrounding Hubs
Strategy Waterford foresees the parallel growth of the urban
centres around Waterford City.
The National Spatial Strategy endorses this and suggests
that medium sized towns will not only support and benefit
from the national and international roles of gateways but, in
turn, will relate in a similar reciprocal way to the smaller
towns and rural areas within their own areas of influence.
To underpin this “hub” role, an integral part of the NSS will
also be to set out how a limited number of medium sized
towns, well linked to gateways, could be developed and
would best support the development of smaller towns and
rural areas in contributing and benefiting from national
economic development.
Strategy Waterford suggest that Clonmel, Dungarvan,
Kilkenny and Wexford would be developed as hubs which
in turn would benefit the smaller towns in the Waterford
Economic Zone e.g. Carrick-on-Suir, New Ross,
Thomastown and Tramore. In particular, Strategy Waterford
supports the idea of preparing more detailed Regional
Planning Guidelines under the provisions of the Planning
and Development Act 2000 in response to the emerging
National Spatial Strategy. Such regional guidelines would
establish more clearly a framework for development within
the overall South-East region.
3.5 Spatial Development of Waterford City
Strategy Waterford envisages that Waterford City &
environs will develop as a dynamic yet compact human-
scale city, within the boundaries of the New Waterford
City Bypass and the Outer Ring Road. It will encompass
various types of development and land-use such as
residential, employment, social facilities, commercial,
amenity areas and transport facilities, within an area
from Mount Congreve to Snowhill and from the Airport
to the outer ring. Strategy Waterford supports the
emergence of an integrated Planning and Land-Use Study
for Waterford City and its environs to establish a more
detailed framework for strategic planning. This will require
further amplification at the regional level.
Waterford City 2001
Waterford City 2011
Satellite Towns & Villages
(Tramore, Dunmore East, Slieverue and Kilmacow)
14
Map 3: Potential Growth of the Regional
Gateway and surrounding hubs
Map 4: Spatial Development of
Waterford City & Environs

15
Developing Enterprise4.
Key Recommendations
s Put in place the conditions where 18,000 new jobs can be created in the waterford
Economic Zone over the next 10 years
s Focus job creation in the advanced sectors, the public sector, health and education,
retail, tourism and e-business

Strategy Waterford’s vision is that Waterford becomes a
location for high quality, high value jobs while also ensuring
that the full potential of existing enterprise is achieved. This
will entail a significant drive to retrain and up-skill all
employees. Waterford will become the model for the most
ambitious programme for the provision of mass retraining
opportunities boasting the highest trained workforce in
Europe. A significant increase in presence in the advanced
sectors of high technology manufacturing (biotechnology,
pharmaceutical, healthcare and information
communications technology (ICT)) and internationally
traded services, both indigenous and foreign owned is
required. While recommending the increased presence in
advanced sectors, Strategy Waterford also recocognises,
the potential for continued growth by export oriented firms
in the key of optical, glass, engineering and food sectors.
The following statistics are the wealth indicators for the
South East region or the Waterford Economic Zone. The
South East region is indicative of the WEZ.
• When comparing Waterford City to other cities it is
evident that the labour force is largely semi-skilled.
23% of the labour force in the Waterford Economic
Zone in made up of employers, managers and higher
and lower professionals. This compares to Dublin
30%, Galway 38% and Cork 27%.
• The disposable income per capita in the South-East is
much less than the other gateway regions in the
country: South-East 88.2, West 93.4, South-West 95.8,
Mid-West 99.1, Dublin 116.1.
• The Gross Value Added (GVA) per person employed in
the South-East is one of the lowest of the gateway
regions.
• The out of state tourism revenue in the South-East is
much less than the other gateway regions in the
country in 2000: South-East €227.8m, West
€426.5m, Mid-West €268.2m, South-West €575.5m,
Dublin €872.3m (Department of Tourism, Sport and
Recreation).
• Persons living outside the city occupy four out of every
ten jobs in Waterford City. The jobs in Waterford City
support a population of over 100,000. For example,
45% of Bausch & Lomb employees commute from
outside the City. The size of the labour force drawn
from the towns surrounding the Waterford Economic
Zone demonstrates the interdependence of the region
for its growth on Waterford City and vice versa.
• The South-East does not provide sufficient graduate
entry jobs. According to the Higher Educations
Authority’s (HEA) first destination report, only 3% of all
1999 primary degree graduates got employment in the
South-East. This compared with 60% working in the
East of the Country, 11% in the South West, and 9% in
the West. According to a WIT/IDA survey of WIT
graduates 1988-1998, over 52% currently worked
outside the South-East region with 38% working in the
Dublin area. A majority expressed an interest in
working in the South-East.
Strategy Waterford believes that employment growth of 41%
can be achieved giving an additional 18,000 jobs in the
Waterford Economic Zone (15-20 mile radius) over the next
decade. Strategy Waterford projects growth in a number of
sectors.
16

• The 2001 actual and 2011 projections based on the NGM Enterprise
Position paper (Cassidy, 2001)
Notes:
• Advanced Sectors include the high tech sectors of biotechnology,
pharmaceutical, healthcare, ICT and internationally traded services.
• Local service businesses include retail, commerce, finance, personal
services, tourism, construction, transport and catering
4.1 Advanced Sectors
Context:
• In 1996 manufacturing based employment accounted
for 27% (10,137 jobs) of employment in the Waterford
Economic Zone, but in the year 2001 manufacturing
industries accounted for over 13,500 jobs, which
represents 29% of employment. A heavy reliance on
manufacturing and particularly traditional manufacturing
(which accounts for 22% of employment) is considered
a weakness due to movement of both global and
national (e.g. Dublin area, Cork and Galway) developed
economies to advanced manufacturing and service-
based employment (Cassidy, 2001).
• Local service businesses accounted for the majority of
employment growth between 1996 and 2001 in retail,
commerce, finance, personal services, construction,
transport and catering. Most of these enterprises are
small and employ clerical, administrative and low-skilled
catering employees. At this level, they are similar to the
manufacturing sector in that there is a general low level
of professional, technical and high-skilled employment.
• In the Waterford Economic Zone, only 8% of
employment (in 15 enterprises) is in the advanced
sectors, comprising almost 3,500 jobs.
• Only 15% (500 jobs) of advanced sector jobs have been
created by new enterprises established in the past 10
years. 85% of advanced sector jobs were created in
enterprises established before 1990.
• In the past 10 years, only one enterprise (AOL)
employing more than 250 employees was established.
The recent announcements of Genzyme Corporation
establishing a plant in Waterford and the official opening
of Nypro Waterford Ltd with the creation of 480 and 400
jobs respectively over the next four to five years is
welcomed. These are both good examples of advanced
manufacturing facilities.
• Only 26% of employment in agency firms supported by
IDA, Enterprise Ireland or Enterprise Boards in 2000 in
the South-East region were in the advanced sectors.
This compared with 47% in the South-West, 52% in the
West, 55% in the Mid-West and 63% in Dublin (Forfás).
17
Labour Force
Total Employed
Total Employed
-Excluding Agriculture
45,390
37,659
51,923
47,145
43,300
67,768
64,371
61,200
15,845
17,226
17,900
1996 2001
Actual
2011
Projections
Numeric
Change
2001-2011
30%
36%
41%
% Change
2001-2011
Table 3: Labour Force Projections for waterford
Economic Zone
Advanced Sectors
Public Sector, Health
Local Service Businesses
Traditional Manufacturing
Total
8%
16%
51%
25%
100%
12%
20%
53%
15%
100%
111%
74%
46%
-13%
41%
3,900
5,200
10,200
-1,400
17,900
and Education
% of
employment
2001
% of
employment
2011
% Increase
2001-2011
Numeric Increase/
Decrease
2001-2011
Table 4: Employment targets in Waterford
Economic Zone

• Enterprise Ireland recognises the need to establish
regional development hubs for high-technology
industries, the main objective being the generation of an
initial mass of high-potential start-up companies, which
would be strong Research & Development and export
performers. In the cases of Internationally Traded
Services (ITS) sector, Enterprise Ireland has advocated
the construction of a number of high quality, highly
wired office facilities know as Webworks to address two
critical problems: -
• The difficulty of seeding the growth of new technologies
in the regions
• The difficulties associated with rapid growth in such
companies
Webworks will provide high-class office facilities and a
management structure for technology-based companies. A
key element of the concept is that the Webworks
environment should be conducive to networking among the
companies, and that it should promote mutual learning and
sharing. In general, each Webworks will concentrate on a
broad technology area, housing companies in one of these
four sectors: Informatics, eBusiness, Health Science or
Digital Media.
Recommendations:
Strategy Waterford recognises that the key job creation
opportunity is in the advanced sector areas. The main
obstacles to new investment in these areas are the poor
road access to Dublin, the underdeveloped regional airport,
poor telecommunications in the region and the lack of a
university and research facilities. Strategy Waterford
recommends theses deficits be addressed urgently (see
recommendations in sections 5 and 6).
Strategy Waterford recommends that the roll out of the
Webworks initiative be started as early as possible.
Enterprise Ireland is currently awaiting approval from the
Department of Enterprise Trade and Employment for roll
out of the Webworks initiative.
Strategy Waterford recommends the creation of incentives to
develop knowledge-intensive businesses modelled on the
International Financial Services Centre (IFSC) for the North
Quays. Strategy Waterford sets a target of 1000 jobs to be
created in this area.
Given the very low presence of internationally traded service
activity in Waterford, consideration should be given to
offering financial support to locally traded service start ups
and expansions, provided that these jobs are high
technology in nature, e.g. contract software development. In
particular, financial assistance should be made available to
Dublin based companies expanding outside the Greater
Dublin area.
Strategy Waterford recommends that the Belview Industrial
Zone be developed as a Strategic Development Zone (SDZ)
thus facilitating quick start-ups for future investors. The IDA
has already applied to have Belview Industrial Zone
designated.
4.2 Public Sector, Health and Education
Context:
• Government departments and agencies with a national
function located in Waterford City include the Southern
& Eastern Regional Assembly (8 staff) and the Land
Registry (170 staff). The IDA Information,
Communications & Technology (ICT) and Engineering
sections are planning to decentralise to Waterford City in
the near future.
18

This level of national public sector jobs is comparatively
low towards other regional gateways. For example, Cork
has 385 employed in the Central Statistics Office and
Limerick has 550 employed in the Revenue Department.
• There is an opportunity for the state to underscore its
commitment to regional development by decentralising.
Waterford needs a critical mass of service positions to
support its economic role as a regional gateway.
Government departments are an essential part in the
development of a region.
• The development of Waterford Regional Hospital (WRH)
has been impeded by the spreading of services too
thinly across the region and the lack of partnership to
develop critical mass in health care in the region. WRH
currently employs over 1,500 staff and is one of the
biggest economic drivers in the area. For every
additional bed in the hospital, three new staff positions
are created.
* Currently WIT employs 620 staff for a student population
of 6,500. This is a comparatively low staff to student
ratio.
Recommendations:
Public Sector:
Strategy Waterford recommends that in excess of 1,200
state supported jobs be located in Waterford City.
A major Government department should be decentralised
to the City. Strategy Waterford also recommends that for
any new department or agency being set up, Waterford
should be looked at favourably.
Health:
Strategy Waterford recommends that the health services in
Waterford City be expanded and believes that 1,000 jobs
could be created over the next decade. Waterford Regional
Hospital should grow into a state of the art national hospital
with capability of doing advanced surgical and treatment
procedures and research. Its growth should be prioritised
for the region as a whole. With the addition of the facilities
and services recommended in the infrastructure section
(section 6), employment in this sector will be greatly
enhanced.
Education:
Strategy Waterford believes that 1,000 jobs could be
supported in further and higher education by the end of
the next decade. These jobs will be based on the
implementation of the recommendations in the education
section (section 5). These jobs would include academic
(teaching and research) and administration posts.
4.3 Local Service Businesses
Context:
• According to an analysis of secondary employment
associated with manufacturing industry, there are about
94 indirect service jobs created per 100 direct
manufacturing jobs (Forfás, 1997). The ratio is likely to
be higher for advanced sector jobs.
• In an economic study carried out on its behalf, Bord
Fáilte estimates that fifty-one jobs are sustained for
every €1.27 million in the out-of-state tourist
expenditure. Thirty-six jobs are sustained for every
€1.27 million in domestic tourist expenditure.
19

• There is a need for additional large tourism products to
be developed in the Waterford region. The Waterford
Tourism Plan prepared in 1996 recommended that
Waterford Holidays Ltd should be established as a
subsidiary to Waterford Tourism Ltd to oversee the
implementation of product development and marketing
strategy. This recommendation should now be
implemented.
• Waterford City is a major retail and shopping location for
the region. However, it lacks a specialist dimension.
The 1996 Tourism Plan for Waterford made
recommendations to capitalise fully on Waterford’s
potential as a destination for visiting shoppers. These
included extended opening hours, foreign exchange
facilities and the further training of front desk staff in
foreign language skills.
Recommendations:
Strategy Waterford recommends that a body be established
that supports, encourages and develops new tourism
products in the overall region. The focus of this body will be
to develop attractions that complement and build on
existing tourist enterprises in the region. Some ideas are
listed in the arts and heritage recommendations in section
7.5. Strategy Waterford believes that 1,000 jobs could be
created in this area.
Strategy Waterford recommends the establishment of a task
force for developing retail in the Waterford City. The
objective of such a task force would be to develop a
strategy for further enhancement of the city’s retail potential
which could lead to significant employment opportunities.
The work of the task force might incorporate an evaluation
of a specific set of incentives and targeting approaches for
the location of more international retail investment in the
city. The Town Centre Management network or the
Business Improvement District Scheme may be models
worth considering. This network brings businesses and
communities from both the public and private sector to
work together, thus increasing competitive advantage and
brightening the future for themselves and others in the
heart of the town centres. Strategy Waterford believes that
1,000 jobs could be created in this area.
4.4 Traditional manufacturing
Context:
• While accepting that employment in traditional
manufacturing is likely to decline to some extent,
Strategy Waterford recommends that Enterprise Ireland
continue to support these sectors, with a particular
focus on improving competitiveness.
• Waterford has a strong tradition in the food processing
producing a wide range of dairy, meat and seafood
goods.
• The Waterford Economic Zone has a long tradition of
glass manufacture principally in high quality crystal
products and functional glassware. There is currently a
feasibility study underway to develop a National Glass
Centre of Ireland in Waterford and thus stimulate the
development of a variety of glass enterprises in the area.
Recommendations:
With the consumer trend moving toward speciality and
convenience foods, Strategy Waterford recommends that this
area should be targeted for development e.g. ready
prepared foods and sub-supply to the service sector.
Strategy Waterford recommends the glass enterprise sector
be developed further.
20

4.5 General Enterprise Supports
Context:
• The South-East Information Society Strategy (SEISS)
report launched in July, assessed levels of awareness in
the South-East. Some of its findings included: only 18%
of the sample has heard of the expression the
“Information Society”, 33% of organisations in the
South-East do not have a PC, almost 8 in 10
organisations with PCs have e-mail and Internet access,
28% of those with no PCs stated that they wished to
computerise. There is tremendous opportunity to
develop the knowledge economy and e-business in the
region.
• Enterprise Ireland has an ongoing programme that
assists local communities to develop enterprise centres.
While the level of support is fairly small (22.5% up to
€127,000 for new centres), it is generally provided in
conjunction with support from County Enterprise
Boards, Local Authorities, Leader companies and others.
Nonetheless, given the recent rapid escalation in
building costs, it is increasingly difficult for local
communities to raise the balance of finance. While
originally aimed solely at manufacturing projects, in
recent years new centres have been constructed so that
they are suitable for both manufacturing and high
technology service activity.
• Enterprise Ireland launched its ‘Into the Regions’
initiative in June this year which was targeted at Dublin
based companies considering expansion, the objective
being to persuade them to consider undertaking that
expansion in a regional location. This event was part of
an ongoing initiative aimed at achieving more balanced
regional development. While having no direct relevance
to high technology start-ups, such expansions can
generate a critical mass of highly skilled employees in
regional locations, which can in turn spawn new start
ups.
Recommendations:
Strategy Waterford recommends that the South-East
Information Society Strategy (SEISS) recommendations be
implemented as soon as possible. These include the
development of a Regional Portal to promote the region as
a whole, basic ICT training, an awareness campaign
regarding the information society, development of an
incubator unit and the region to become a test bed for pilot
versions of the national e-Broker development.
Strategy Waterford recommends that the capital grant
allocation for the Community Enterprise Scheme be
increased to 50% to a maximum of €634,870 from a
current level of 22.5% to €127,000 maximum.
Strategy Waterford recommends that additional promotional
campaigns, targeted at Dublin based companies considering
expansion, be held regularly. This initiative should involve
the key players in the City.
21

22
Developing Education, Training & Research5.
Key Recommendations
s Create an Independent University of the South-East
s Develop structures and expand continuing education and training facilities

Education, training and research are central to the
economic success of any region - the South-East is no
exception. The South-East lags behind other regions in
participation in education, funding of education, and in
opportunities in further and higher education. In particular,
the higher education deficit in the region will be further
emphasised in an Irish economy requiring knowledge
workers and intellectual capital to fuel its continued growth.
5.1 Higher Education Institutions
Context:
• Waterford city has only one third level Institution
compared to two in all other national gateways (5,436
students from the South-East (including Tipperary North
Riding) were studying in Universities outside the region
in 1995/1996 according to the HEA).
• Waterford and the South-East have lower rates of
participation in higher education than competing
regions.
• The number studying at degree level in Waterford is
much less than in other regional gateways which has a
major multiplier in the local economy and in attracting
new industries. This includes students who start on a
degree (ab initio) and students in the final year of add-
on degrees. The numbers studying at degree level in
Waterford is 20%, or less, that of other gateways (WIT:
2,244, University of Limerick: 6,452, NUI, Galway:
6,431, and UCC: 8,408 - HEA, 1999).
• The range of higher education opportunities in the
South-East is restricted when compared to other
National Gateway regions in many disciplines and at
degree and postgraduate level.
• In 1997/1998, using Department of Education and
Science figures, the number of full-time students in
Waterford was well below other gateways (Waterford,
4,744; Cork 14,882; Limerick, 10,942 and Galway,
11,183).
• Capital investment in Waterford in higher education is
significantly and cumulatively less than other gateways.
• Current operational spending in higher education in
Waterford is below other gateways that have two
Institutions. HEA figures for University of Limerick, and
NUI, Galway current budgets in 1995/1996 were
€39.36 million and €43.17 million respectively. This is
an annual budget loss to the South-East.
• The cost per student in Waterford Institute of Technology
was €3,705 in 1998-1999 and is the lowest of all
Institutes of Technology on an ongoing basis. The
highest cost per student in the Institute of Technology
sector is €6,117. This investment loss is compounded
over time (Office of the Comptroller and Auditor
General).
• The educational governance of Waterford Institute of
Technology limits its development. Its governance is
linked to a vocational system developed for technician
training in the 1970s with very little scope for developing
its human and physical infrastructure. The institution is
managed on the basis of a teaching institution - there
are little budgets for research, most academic staff time
is spent teaching which reduces their output for
research, and no research promotional opportunities are
available. For example, there are no professional posts
in the system. Its lack of university status and research
funding in turn limit its private sector attractiveness and
ability to attract donors.
23

• Waterford Regional hospital in conjunction with its
education partners provides teaching in some medical,
health science and nursing disciplines. Optimal patient
care is provided in an environment that attracts the best
trainees to hospital posts. This is possible when the
academic and other supporting structures are in place.
However, research and teaching, especially at
postgraduate level, is limited by the lack of a faculty
structure at the hospital.
Recommendations:
The key recommendation of Strategy Waterford is to
establish an independent University of the South-East in
Waterford City with specialist campuses in other parts of the
region.
This University should be governed using the established
models and ideas of the autonomous, independent
university. A HEA Steering Committee in 1995
recommended the expansion of degree places at the then
Waterford Regional Technical College. The Government in
1997 endorsed this expansion. However, the structures
and funding have not been put in place to meet these
targets and the current national governance system for
Institutes of Technology makes this unlikely to happen thus
requiring a new approach. Waterford Institute of
Technology has been operating as a university-type
institution without the funding or governance structures
appropriate to such an institution. It also has a tradition
spanning 30 years with a unique range of degree
programmes and number of degree places when compared
to like institutions. Therefore, instead of creating a new
stand-alone facility, Strategy Waterford recommends that
Waterford Institute of Technology becomes an independent
regional university for the South-East. The University would
embrace a regional partnering structure and have specialist
faculty and campuses in Kilkenny City and Wexford town
initially. The University should define itself as a composite
University encompassing all disciplines and higher
education levels.
Specific targets for fulltime students in the Waterford
campuses are as follows:
Strong linkage between degree and non-degree
programmes in the University should be maintained to
ensure ease of transfer between courses and to optimise
opportunities for students. The University should seek
specific linkage to the Institute of Technology, Carlow,
Tipperary Institute, and the new Institute in Wexford as
appropriate to co-ordinate regional policy in higher
education. The notion of a strategic partnership is apt to
describe a co-operative model for regional higher education
into the future.
Waterford Regional Hospital should be facilitated and funded
to create, with its educational partners, a faculty of medical,
health science and nursing.
Currently, Waterford Regional Hospital is a designated
medical undergraduate teaching hospital of the Royal
College of Surgeon’s in Ireland (RCSI), and for
postgraduate teaching, is affiliated to a number of
professional bodies including the RCSI. However, without a
medical faculty its growth is impeded particularly in its
ability to conduct and become a leading research
institution. The development of this faculty would be
complementary to a University of the South-East. Indeed,
the development of health sciences and nursing at
Waterford Institute of Technology would be supported and
fast tracked in such a context.
24
Apprentices
Non degree
Ab initio degree
Post graduate (masters & PhD)
TOTAL
870
3,250
2,244
127
6,491
1,000
4,000
5,000
500
10,500
1,200
5,000
8,000
800
15,000
2001Students/Year 2006 2011
Table 5: Projected student numbers in Waterford campuses
of the South East University

5.2 Continuous Training and Education
Context:
• The workforce in the South-East remains largely semi-
skilled. For example, only 22.9% of the Waterford
workforce had reached leaving certificate standard in
1996 (CSO).
• Waterford and the South-East have lower rates of
participation in further education than competing
regions.
• The workforce has the challenge of adapting to a more
knowledge-based economy.
Recommendations:
Due to the lower participation in education and training and
skill profile of the workforce of Waterford and the Region,
Strategy Waterford recommends the creation of a School of
Continuing Education in Waterford Institute of Technology
and an expansion to Units within FÁS to address a
significant further and higher education and training gap in
the region.
The Waterford Institute of Technology School of Continuing
Education would focus on access and participation at third
level especially in providing people with access to degree
and sub-degree qualifications across all faculties. To
deliver this, a school with a cross-disciplinary group of
academics and associated guidance and administrative
staff is needed. In addition, to achieve parity of access,
financial budgets are needed for distance learning and to
support access for socially excluded individuals and
groups.
Within an expanded FÁS, specific areas that need to be
addressed include basic training, re-skilling, multi-skilling
and up-skilling. As an incentive to encourage participation,
all programmes, where possible, should carry certification.
This expansion in FÁS should be mirrored by the VEC in
the Post Leaving Certificate and further education markets.
A combined policy group should be established to co-
ordinate and plan for continuing learning needs and
provision (including continuing professional development) in
Waterford. This group should be representative of the main
training and education bodies and should work closely with
the new School and expanded Units in FÁS.
Additional training programmes and facilities should be
provided in ICT, biotechnology, and financial services to
meet the demands of new industries. This initiative will
require investment in laboratories and extra staff for further
education providers in the city.
5.3 Research
Context:
• Due to the absence of a large-scale research
infrastructure in the South-East, its economy is losing
major research revenue from national and international
research initiatives. For example, in cycle 1 and cycle 2
of the HEA’s Programme for Research in Third Level
Institutions the South-East received less than 0.5% of
the £203 million allocated. This is only one such
example.
• The number of postgraduates in the South-East is low
when compared to competing regions and when
combined with less degree students represent a regional
knowledge creation gap.
• The availability of economic data at regional level is
uneven which can impede the formulation and creation
of policy at regional level and the input of regional data
into national policy. Regional economic analysis
capability is provided in other gateways.
25

Recommendations:
The Strategy Waterford group recommends a Government
decentralisation of some of its research institutions to
Waterford City and the region. This will aid in the creation
of a critical mass of researchers in the region.
Strategy Waterford envisages the creation of at least four
international centres of research excellence to be set-up by
2006 employing 200 staff and to double this by 2011 - 400
staff and at least eight centres.
The targets set for postgraduates are associated with strong
research centres. These can only happen in a university
context with the associated academic promotional
opportunities.
Areas that could be identified as potential centres include
the health sector, especially if a faculty of medical, health
science and nursing were to be created at WRH and WIT.
Information and communication technologies provide
another layer of opportunity building on Waterford Institute
of Technology’s TSSG (Telecommunications Systems and
Software) research group. The biotechnology and
pharmaceutical sector could provide other potential
research centres. Many targets within the business sector
exist including economic research bodies, financial
services, and additional development of the recently
announced centre for marketing studies. Indeed, huge
opportunities in the arts and humanities exist to add to the
regional strengths in this area. Finally, engineering has a
strong regional industrial tradition and therefore research
centres could target design, manufacture and glass/optics
sectors.
The creation of a centre for regional economy research at
Waterford Institute of Technology.
A centre for regional economy research is needed in the
South-East. This centre would concentrate on producing
statistical data and sectoral reports on the region. A
funded centre for a period of five years is suggested with a
review after this period. The creation of this centre would
also link to the implementation of Strategy Waterford’s
recommendations as the region’s economy would be
analysed on a comparative and ongoing basis providing a
benchmark on which to assess its performance.
5.4 Industry-Education Linkage
Context:
• The education governance of Waterford Institute of
Technology’s limits its ability to develop higher-level
research and development and innovation linkage to
Industry.
• There is a deficit of continuing professional development
opportunities in the region.
Recommendations:
The creation of a new university campus technology park
concentrating on research and development and innovation.
The location of national and international research and
development facilities in the new park would further
underpin the research recommendations outlined earlier.
26

The implementation of this recommendation may require
the development of incentives to locate research and
development in this new campus technology park. This
would specifically link industry and third level research in
the region. The park could be located in the new WIT
Carriganore Campus.
The strengthening of innovation in education across courses,
with industry, and in business set-up should be further
supported. Building on existing and developing facilities, an
integrated innovation and enterprise strategy should be
developed and implemented in Waterford Institute of
Technology. Given the need to provide for increased high
potential start-ups in the region, this initiative requires
funding to develop and implement.
The building of a graduate business school to facilitate
management development and business graduate education
in the region. This school would support the continuous
professional development needs of managers. A graduate
business school would require a structure and funding to
support its activities.
The provision of an industry-education unit within Waterford
Institute of Technology to grow graduate and student industry
interaction including more work placement.
5.5 Primary and Secondary Level
Context:
• Waterford city has some excellent primary and
secondary schools that act as a major incentive for
people to re-locate to the city from other regions.
• The national issues affecting primary and secondary
education also prevail in Waterford and the South-East
including funding issues, and access for disadvantage
groups.
Recommendations:
Strategy Waterford provides its support to the emerging
primary and secondary education strategy of the City
Development Board.
27

28
Building a Sustainable Infrastructure6.
Key Recommendations
s Improve the access corridors particularly the motorway to Dublin earlier than 2007
s Develop and expand the South-East Regional Airport
s Upgrade and improve the rail and bus services to, from and in Waterford
s Combine the ports of waterford, New Ross and Rosslare
s Develop advanced broadband services in accordance with SEISS recommendations
s Develop the North Quays and integrate into the city centre
s Develop WIT and WRH facilities
s Provide a third bridge within Waterford City to balance development and facilitate
transport movement

Strategy Waterford’s vision is for an excellent road, air, rail
and sea network ensuring easy and fast access within the
region and nationally. Access to Waterford City is vital to
encourage investment and enterprise development region-
wide. Sufficient electrical and gas infrastructure is essential
to ensure adequate supply for all current and future
customers. Strategy Waterford’s vision is for first class
environmental services that are essential for urban
development and for the health and safety of the
population. Strategy Waterford fully supports investment in
broadband infrastructure that will enable the South-East to
become a more dynamic, innovative knowledge-based
society. Strategy Waterford’s vision is that sufficient land
and property is available to enable Waterford City cater for
the population, employment and commercial life it
envisages as it becomes one of the counter balances to
Dublin as a major gateway. A vibrant commercial and retail
life in the city along with first class hotel and conference
facilities is key.
6.1 Transportation
Context:
• Government investment in roads as outlined in the
National Development Plan (NDP) 2000-2006 is to be
welcomed.
• Waterford Corporation has commissioned a major
Planning, Land Use and Transportation Study (PLUTS),
which will be complete by 2002.
• The South-East Regional Airport provides a vital link in
the communications chain in the region.
• The excellent strategic location of Waterford port to
Ireland’s industrial bases and the continental markets,
the deep-sea access, planned road networks (under the
NDP) and existing rail access, make a compelling case
for the further development of this national asset.
Recommendations:
ROAD NETWORK
• Strategy Waterford recommends that the N9 National
Primary Route (Waterford to Dublin) is built to motorway
standard and that the inferior portion, the Southern
Section (49 km from Waterford to Paulstown), be
completed earlier than 2007.
• The Waterford City Bypass and the Outer Ring Road get
started and are completed as soon as possible.
• Access corridors adjacent to Waterford City along the
National Primary roads between Waterford City and the
nearest towns, Carrick-on-Suir, New Ross and
Kilmacthomas are built to dual carriageway standard.
• Strategic and spatial development considerations
suggest that to fully develop the city’s potential a third
river crossing within Waterford City may be required to
balance development and facilitate transport movement.
• Strategy Waterford believes that ‘Park and Ride’ facilities
should be provided around the city in order to contribute
to the viability of public transport options and to reduce
private car congestion in the city’s streets and suburbs.
29

AIRPORT FACILITY
• Strategy Waterford recommends that capital funding of
€6.6m requested under the NDP be approved and
released as early as possible. These funds are needed to
install necessary safety equipment and to strengthen the
shoulders and lengthen the runway.
• South-East Regional Airport is designated a Public
Service Obligation (PSO) route.
• Capital funding is required to install services and to
upgrade the airport road.
• Government clarity is required regarding the future of
regional airports in terms of Government support
RAIL NETWORK: PASSENGER
• In addition to the existing train service from Waterford
City and Dublin an express train be provided that would
operate between Waterford City and Dublin reducing
journey time to 90 minutes.
• Consideration should be given to the possibilities of
promoting the development of centres like
Clonmel/Dungarvan/Kilkenny/Tramore/Wexford in
concert with Waterford in a spatially focused way, which
would support the possibility of using existing rail and
bus networks to create an intra regional commuter
service through the villages and towns of the zone.
• The existing rail service between Waterford and Limerick
be promoted, facilitating better access between regional
gateways and enhancing the tourist/passenger rail
options. Strategy Waterford also recommends that
‘passing loop’ facilities be provided to accommodate
faster and more frequent freight and passenger services
on the single-track line.
• The rail network from Dublin to Waterford via the east
coast through Wexford and Arklow be upgraded and
promoted.
RAIL NETWORK: FREIGHT
• Strategy Waterford recommends that the Belview
Industrial Zone be rail linked.
• Irish Rail is urged to realign the Waterford-Rosslare track
at Belview Port. This will enable greater capacity and
improve safety.
• Strategy Waterford recommends that for a minimum
capital investment by the State there is a serious
prospect of transferring much heavy road freight to rail
freight and relieving stresses on the road network.
SEAPORT
• To enable the economic realisation of the potential of
Waterford Port, several infrastructural deficits need
attention. These key projects include additional Lo-Lo
facilities, new wharfage for bulk traffic, and a bulk
liquids terminal and port access improvements. Strategy
Waterford recommend that capital funding of €48.6m
requested under the NDP be approved and released as
early as possible.
• Strategy Waterford recommends the creation of
structure in the South-East that would synergistically
combine the ports of Waterford, New Ross and
Rosslare.
30

BUS NETWORK
• Strategy Waterford recommends that the commuter bus
service be extended to all areas in the Waterford
Economic Zone, which will provide a real alternative to
the private car. This service should be developed to feed
into the rail services.
6.2 Energy
Context:
• Supply needs to cater for potential investors who are
heavy power users of electricity.
• While the City is well served by natural gas supply, there
is a need to extend supply to the industrial zone at
Belview.
Recommendations:
ELECTRICITY SUPPLY
• Strategy Waterford recommends that the planned
infrastructure investment (110kv stations) by Electricity
Supply Board be built with haste. This will facilitate
potential investors to the region who are heavy power
users so that they look favourably on the region.
• Strategy Waterford recommends that all heavy users of
electricity should look to installing combined heat and
power (CHP) plants.
GAS NETWORK
• Bord Gáis is encouraged to commit investment now in
advance of customer demand at the Belview Industrial
Zone.
• Bord Gáis is encouraged to address immediately the
capacity problem at the IDA Northern Estate.
6.3 Environmental Services
Context:
• Given the current investment and those planned in the
NDP, the waste water treatment to Waterford City will be
sufficient to meet current and future demands.
• An alternative source of potable water supply should be
developed urgently to augment the existing supply.
• There is insufficient water supply at Belview Industrial
Zone to cater for major industrial development.
• Waterford City and County are seriously deficient in
modern waste facilities.
Recommendations:
• Strategy Waterford recommends that the capital funding
to provide the necessary water supply at Belview
Industrial Zone be made available.
31

• The development of an alternative source of water
supply is essential for the longer-term expansion and
development of the city. Strategy Waterford urges that
this project proceeds swiftly.
• Strategy Waterford recommends that the regional waste
strategy plan being prepared in conjunction with the
other local authorities in the South-East Region be
progressed swiftly.
6.4 Telecommunications
Context:
• The South-East Region lags behind other Regions in
exploiting the use of Information and Communication
Technology.
• Although the current backbone network is considered
adequate to meet the needs for “conventional”
communications services for the next several years,
advanced broadband services are very limited due to
broadband infrastructural deficiencies. This is curtailing
the region and will hamper its development. If negative
economic consequences are to be avoided in the
region’s longer-term development, investment in
broadband infrastructure is urgently required.
Recommendations:
• Strategy Waterford endorses the SEISS recommendation
to develop for and with the local authorities in the region
a means of accelerating a roll out of improved access
and telecommunication infrastructure meeting the needs
of public and private demand.
6.5 Land and Property
Context:
• Housing will be developed within the area surrounded
by the Waterford City Bypass and the Outer Ring Road.
There is currently zoned land for 18,000 houses in the
City Borough and the Environs. The locations identified
for these houses are seriously deficient in roads, water
and sewerage.
• The industrial parks at the Waterford Industrial
Estate (320 acres), Waterford Technology Park (70
acres) and Belview Industrial zone (approx. 500 acres)
are the main locations for industrial development around
Waterford City.
• The WRH and WIT have increasing demands for
facilities.
• Waterford Corporation’s Development Plan policy is to
maintain and strengthen the role of the City Centre as a
primary shopping area for the city and region.
• There are no five star hotels in the Waterford Economic
Zone.
• There are limited conference facilities in the Waterford
Economic Zone.
Recommendations:
RESIDENTIAL
• Strategy Waterford recommends that where local
infrastructure is weak, the grant level under the Serviced
Land Initiative Scheme (provision for roads, surface
water, water and sewers) be increased to 100% from
40% in order to deliver the housing sites necessary for a
growing city such as Waterford. Strategy Waterford
recommends that land be serviced for an additional
18,000 new houses. This is based on our population
projections over the next decade.
INDUSTRIAL
• Strategy Waterford recommends that Belview Industrial
Zone be serviced with electricity, gas and water in
advance of customer demand and that it is designated a
Strategic Development Zone as soon as possible. A fully
serviced industrial land bank in Belview is essential for
the creation of jobs and to attract Foreign Direct
Investment (FDI).
EDUCATION RESEARCH AND HEALTH FACILITIES
• Strategy Waterford recommends that the identified and
acknowledged infrastructure deficits at WIT be
developed with speed.
• Waterford Regional Hospital needs the following facilities
and services:
32

• Speedy delivery and implementation of €254m
improvements in WRH under the NDP. This will deliver
an additional 200 beds and supply much needed
services.
• WRH urgently needs a radiotherapy centre, a regional
breast centre, a colorectal surgery centre, a stand alone
oncology unit, a rheumatology unit, a urological services
centre, development of a heavy duty rehabilitation unit
and additional day surgery facilities with capability of
doing advanced surgical and medical procedures, in
their widest context, and research.
• Additional services for old people are needed in
Waterford City. “Step down” facilities are required which
in turn will reduce the pressure on WRH. Elderly day
hospital and day centres are also needed.
• Strategy Waterford recommends that funds be made
available to build a lecture theatre at WRH. This will
provide training facilities for medical staff.
RETAIL, COMMERCIAL AND OFFICE SPACE
• Strategy Waterford recommends that the North Quay
proposals for retail, commercial and amenity
development be implemented.
• It is recommended that a regeneration study for
commercial, residential, retail, office and car park space
in the existing urban centre of Waterford City be carried
out. This should dovetail with the retail task force.
• Multi-story car parks at strategic locations in the City are
urgently required. Strategy Waterford’s vision is that the
car parks on the quayside be removed and replaced
with multi-story car parks strategically located.
HOTEL AND CONFERENCE FACILITIES
• Strategy Waterford recommends that the North Quay
proposals for hotel and conference facilities including a
venue building be implemented.
• Strategy Waterford’s vision is that with the development
of the Waterford Economic Zone a five star hotel will be
encouraged to locate in Waterford City.
33

34
Improving Quality of Life7.
Key Recommendations
s Brand and promote Waterford
s Develop Waterford City as a City for Children incorporating a National Children’s
Museum and Science Centre

Strategy Waterford’s vision is to develop Waterford so that
its quality of life experience is dynamic, vibrant and
uplifting to all its citizens and visitors. It will be a
multicultural and welcoming city. Our objective is to make
Waterford City and its hinterland a more appealing place to
live, work, visit and do business thereby attracting further
investment and enterprise growth to the City. We recognise
that the City needs to develop to make it a more attractive
place and create a high quality urban appearance.
Waterford has a lot to offer and is now ready to unlock its
true potential.
Waterford City is located in the “Sunny South-East” where
its climate is one of the best in Ireland. The City is
surrounded by a wonderful variety of unspoilt countryside,
attractive villages and fishing ports. There are delightful
gems to visit ranging from magnificent coastal cliff walks
and hidden coves to beautiful beaches, ancient
monuments, castles, churches, stately homes, lovely
gardens and beautiful hills and river valleys. Waterford City
is Ireland’s oldest city, founded by Viking raiders in AD914.
It has a significant archaeological heritage, which provides
a valuable cultural, educational and tourism resource.
7.1 Branding and Promotion
Context:
• There is a general lack of awareness both locally,
nationally and internationally of many of the events and
amenities in Waterford City and the surrounding region.
In recent years, an initiative by Waterford Tourism and
Marketing was instigated to promote the area. They have
been very progressive being the first location in the
country to advertise on both National radio and TV. This
initiative has provided an overall framework for
marketing the city, outside specific event public
relations, and should be further supported.
• First time visitors often say they are surprised at what
Waterford has to offer. Others say there is not enough
happening to make them want to stay longer or return
again. There is much opportunity to develop the visitor
and tourist trade significantly in the region.
• Internationally Waterford’s brand relates to crystal and
this works in its favour in attracting people to the area.
• Recently Waterford City has attracted two major
international events, the Walled Town Conference in
2003 and the Tall Ships Event in 2005. These events
represent a unique opportunity to market and promote
the City.
Recommendations:
Strategy Waterford recommends that all Waterford citizens
actively promote their city with pride. Strategy Waterford
recommends a stronger promotion of cultural, sporting and
social life of the city. They propose 50% matched funding
to support the local activity of Waterford Tourism and
Marketing to implement a five-year marketing programme.
All citizens need to be involved in promoting Waterford.
An integrated approach is needed for promoting cultural,
sporting and social events in the city on a national level.
Specific emphasis needs to be placed on national public
relations rather than just local promotions.
Strategy Waterford recommend that a single body in
Waterford is responsible to maintain an up-to-date
information pack that is available to all potential investors
and people who plan to locate to the area.
35

7.2 A City for Our Children
Context:
• Already Waterford has child focused arts activities
including the Waterford Spraoi festival, the Hullabaloo
International Festival for Children, Little Red Kettle,
Waterford Youth Drama, Waterford Larks children’s
choir, Really Youthful Theatre Company and Garter Lane
Colourdee Art Classes.
• The creation of the Waterford and Suir Valley Railway, a
narrow gauge tourist railway along the banks of the River
Suir between Kilmeaden and the Quays in Waterford
City is currently underway. There are ambitious plans for
it to be developed as a linear park incorporating a period
railway experience, a public walkway and cycle-paths, a
marina, access to Mount Congreve, picnic areas, a
regatta, public art and some key environmental projects.
• Waterford City lacks playground facilities for children.
There is only one public playground in the People’s Park
for the City’s 6,000+ children under 10 years old.
Recommendations:
Strategy Waterford’s vision is that Waterford City becomes a
fun place for children to live and to visit. Strategy Waterford
envisages building on the current children’s activities in a
number of ways, for example, expanding and developing
existing children’s and youth theatre in the City. To initiate
this proposal it is hoped to enlist the advice of the children
of Waterford in what they would like to have in their City.
Waterford Corporation has recently applied to the National
Children’s Strategy that the city is chosen as a pilot for
upcoming programmes, for example, providing additional
playground facilities.
Strategy Waterford recommends that a National Children’s
Museum and an Interactive Science Centre be developed in
Waterford City possibly located on the North Quays.
Establishing a National Children’s Museum in Waterford
would copperfasten the city as a place for children. In
tandem with this, an interactive science centre, primarily
focused at children could be developed. In July 2000, the
Irish Council for Science, Technology and Innovation
published a report recommending that Ireland establish a
Science Centre. Strategy Waterford believes Waterford
would be an ideal location for such an enterprise and have
recommended this to the Office of Science and Technology
in the Department of Enterprise and Employment. It is only
through children that Irish society can develop a renewed
interest in science.
7.3 A Vibrant City Centre
Context:
• According to a survey on attitudes to tourism in
Waterford (Lansdowne Market Research Ltd. 2001),
Waterford scores well on scenery and relaxation, good
weather, beaches, safety and ease of access. The City’s
relative tourist weaknesses emerge more in the people
oriented attractions. Amongst these lower levels of
perception are festivals and events, liveliness and fun,
shops and restaurants, accommodation and history and
culture.
• Up to recently, Waterford City’s urban landscape was
underdeveloped and lacked vibrancy and vitality. The
recent Waterford Regeneration Plan delivered projects
that transformed the face of the City including;
Waterford Museum of Treasures at the Granary, the
Municipal Marinas, the extension of the Theatre Royal,
schemes of pedestrianisation and street furniture and
36

the award winning urban design scheme at John
Robert’s Square. Waterford’s major project for the
Millennium was the spectacular William Vincent Wallace
Plaza, an innovative and architecturally striking
performance space with a stunning outdoor stage set on
the riverside.
• Waterford Corporation’s Urban Renewal Plan 2001-2006
outlines for further exciting changes in the urban design
of Waterford City. These include developing a sequence
of spaces in the City Centre and linking them by a
network of pedestrian routes and highlighting the entry
points through the City Walls, as gateways to the City
Centre.
• The Waterford City Draft Development Plan 2001-2006
contains for a number of projects that will greatly
enhance the quality of life in the City. These include: a
high quality city market in a central location that would
provide an outlet and showcase for high quality craft,
specialist food and other goods; redevelopment of the
city library; provision of new urban parks, playing fields
and children’s play areas and redevelopment of the
People’s Park; development of the Regional Sport
Centre; riverside walks along the River Suir and Johns
River; a planned programme of tree planting in the older
parts of the city; redevelopment of the North & South
quays and providing additional public art works within
the city.
Recommendations:
Strategy Waterford recommends that the North and South
Quays be redeveloped into a spectacular vibrant extension to
the inner city centre. There is an opportunity to create an
exciting new urban waterfront design linking the existing
city on the south side to the new city on the north side with
a new pedestrian footbridge and a third motor bridge.
Strategy Waterford’s vision is that the unsightly car parks
are removed from the south quayside and the whole area
becomes an attractive riverside amenity area including
floating and riverside restaurants & bars, quayside boats,
ferries & cruises, shopping kiosks, retail carts selling arts
and crafts, walkways, a sculpture trail and park areas.
The North Quays consist of derelict wharves that became
obsolete with the development of the new Port of Waterford
at Belview. This presents an opportunity for development,
to create a dynamic transformation of the area, which is
appropriate to its city centre location. The Development
Vision adopted by Waterford City Council in 1998 proposed
a venue building, a hotel and marina, residential, office and
retail buildings, a cruise liner docking station, public
spaces and pedestrian links and a passenger ferry to the
South Quays. The OPW completed a further study early in
2001 that is yet unpublished.
Strategy Waterford recommends that the North Quays
development be initiated as soon as possible. It also
recommends that there will be a one-way system of traffic
around the quays between the two city motor bridges and a
pedestrian footbridge linking near the Clock Tower on the
South Quays.
37

7.4 Sports for All
Context:
• There are more than 100 sports clubs in the City across
a wide range of sports. Waterford is strong in such
sports as basketball, athletics, swimming, golf and has a
very large numbers of both GAA and soccer clubs.
• Waterford is a gateway city and as such should have a
major sports centre. The current Waterford Regional
Sports Centre (WRSC) is underdeveloped. The need and
the demand for a multi-purpose community-based
facility are very evident.
• A wide range of marine activities is currently undertaken
throughout the region including: sea angling;
windsurfing; sailing; canoeing; board sailing; dinghy
sailing; diving; whale/dolphin watching; cruising and
boating; jet skiing; bird watching; visiting nature reserves
and trips to the beach/seaside. Visiting cruise liners
represent a growing tourism activity in the area.
• The recently launched report ‘Options for Marine Leisure
Development in Waterford Estuary’ recommends that the
estuary would be an ideal location for the development
of a ‘mini cruising ground’ if provided with a range of
infrastructural facilities. Dunmore East, Waterford City
and New Ross are the three key locations for marina
development with enhancements to facilities at
Ballyhack, Carrick-on-Suir, Duncannon, Arthurstown
and Cheekpoint. An earlier report ‘National Canals and
Waterways Strategy’ (1992) also promotes the
development of marine and waterways activities in the
region.
• The current planning laws are prohibitive in terms of
supporting development along our rivers and are
preventing us capitalising on this natural amenity.
Recommendations:
Strategy Waterford recommends that the Waterford Regional
Sport Centre in Waterford City be developed into a first class
sports complex. Strategy Waterford recommends that the
necessary funding (€5.71m shortfall) be approved and
released to ensure immediate development of this project. It
will also be a key facility for the development of children in
the City for Children.
A major sports complex would be of huge benefit to the
region. The present facility needs to be upgraded to a
multi-purpose community-based sports complex that caters
for many different sports with access open to all. The
addition of an international size indoor sports hall with
spectator seating, an indoor Astro-turf facility, a Gym that
includes a cardio-vascular room, a weights room, an
aerobics studio, an activity-based crèche and full changing
facilities and the development of available grass to more
pitches, with an exterior bounded by a walking/jogging
paths would make the WRSC a Sports Complex for the
whole region.
Strategy Waterford recommends that water/maritime leisure
and tourism activities be actively developed around
Waterford City and throughout the South-East Region
capitalising on the adjacent Three Sisters rivers (the Barrow,
the Nore and the Suir), the Waterford Estuary and the
coastline of counties Waterford and Wexford. Planning
access to the regional waterways should be opened up.
Development would involve partnership with all the
surrounding towns and villages. The ‘Future New Ross’
group have already indicated interest in developing this
recommendation.
Strategy Waterford recommend the building of a 50-metre
swimming pool in the City possibly as a joint initiative by
WIT and Waterford Corporation or as an extension to the
existing Waterford Crystal/Corporation facilities.
38

7.5 Arts and Heritage
Context:
• Waterford’s culture is highly developed in the music and
theatre art forms. WIT Music school is nationally
recognised as a centre for music performance. Theatre
is thriving in Waterford City. The Theatre Royal with its
beautiful Victorian, horseshoe-shaped theatre is one of
three theatres in the city and is a particular gem. The
City boasts being home to the internationally renowned
Red Kettle Theatre Company.
• The newly opened ‘South’ in Tramore, a state-of-the-art
entertainment venue promises to become a major venue
for the South of Ireland.
• The Spraoi Festival over the August bank holiday
weekend has developed into a major International event
over the last ten years. The Waterford International
Festival of Light Opera is unique and is one of the
longest running festivals in the country now in its
43rd year.
• The Visual Arts are under represented in the City outside
of Garter Lane Arts Centre, the Dyehouse Gallery,
Waterford Healing Arts Trust and the recently opened
Municipal Art Gallery at Greyfriars. Garter Lane One is
currently undergoing major renovations to develop eight
artists’ studios and gallery space. The Festival Art
Exhibition trail started this year, as part of the fringe of
the Light Opera festival is a welcome addition. The newly
opened Bishopsrock Studios in Dunmore East hold
frequent painting weekends.
• Film production and promotion is emerging as an art
form and enterprise in Waterford City. Waterford
Corporation has commissioned a study to look at
existing activity and make recommendations to develop
both the commercial and artistic potential.
• With six towers and long stretches of town wall,
Waterford boasts the largest collection of medieval
defensive towers and walls in Ireland. Reginald’s Tower
stands on the apex on what is known as the Viking
Triangle - the historic quarter of the City. The South-East
of Ireland is very rich in historic monuments from the
Norman period. Kilkenny and Lismore are recognised as
key national heritage locations.
39

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