Maxim kazmin-Fotolia I CONTENTS Executive Summary 1 Benefits of conventional broadband and ultra-fast broadband 1 The goals of the Digital Agenda for Europe 1 Ability of different
Typical maximum achievable speeds for various wireless solutions 33 1 EXECUTIVE SUMMARY The goals of the Digital Agenda for Europe (DAE),
and also as a function of labour costs that vary among the Member States. In any event, upgrading existing digital cable is substantially less expensive than deploying new fibre-based telecommunications networks, thanks to the benefits of sharing existing coaxial cable to multiple customer premises.
to be clear as regards promotion of broadband. The Europe 2020 strategy, and its flagship initiative Digital Agenda for Europe, seek to:
and WIK-Consult20 suggests that companies adopting broadband-based processes improve their employees'labour productivity by 5%on average in the manufacturing sector,
The effects of broadband deployment on output and employment: a crosssectional analysis of U s. data;
even though it implicitly recognises a number of net benefits that tended to be ignored in previous work.
since they will be obvious to the experts and uninteresting to other readers. $0 $100 $200 $300 $400 $500 $600 2006 2007 2008 2009 2010 USD billion Broadband Bonus Quality-adjusted
and also as a function of labour costs that vary among the Member States. In any event, upgrading existing digital cable is substantially less expensive than deploying new fibre-based telecommunications networks, thanks to the benefits of sharing existing coaxial cable to multiple customer premises.
Fibre Hub Active digital equipment 55.5.3.1 Upgrade of traditional broadcast cable networks to enable broadband communications Considerable work is needed to enable a traditional cable network to deliver broadband connectivity;
which do not require carrying out civil works (digging, burying new fibre), for example in cases where surplus fibre is available.
The upgrade will tend to be more expensive in those cases where civil works are required;
76 based in part on earlier nonpublic work by Pantelis Koutroumpis, represents one of the few studies of the costs of achieving DAE goals that explicitly considers technologies other than FTTX.
the long term potential to increase the upstream bandwidth available with cable is underrated significantly by most experts (see Section 5. 3. 4). 78 Note, incidentally,
The effects of broadband deployment on output and employment: a cross-sectional analysis of U s. data, in:
Our special thanks go to the seven experts who were interviewed for the elaboration of the recommendations for policy actions:
2 Executive Summary...4 1. Introduction...7 1. 1 Background and context...7 1. 2 Scope of the report...
School Staff Professional Development...18 3. 4 Area 4: Research...21 3. 5 Area 5:
44 4 Executive Summary Education is considered to be one of the most important factors for ensuring competitiveness
This set of 60 recommendations was developed during the'Up-Scaling Creative Classrooms in Europe'(SCALE CCR) project and based on several consultations (two expert workshops and seven in depth expert interviews
the areas that were perceived as the most relevant for mainstreaming ICT-ELI across Europe were School Staff Professional Development, Infrastructure and Assessment.
5 Support curriculum development that allows teachers to work in small autonomous and interdisciplinary teams;
School staff professional development Teachers are key agents for change and the importance of professional development has been emphasized.
School Staff Professional Development relates to several other areas (e g. Organisation and leadership, Connectedness, Infrastructure.
Infrastructure is also highly related to other areas, such as School Staff Professional Development and Connectedness. There is still a need to narrow digital divides
and ICT skills (e g. through in service training, peer-learning and informal and non-formal learning), as lifelong learners themselves.
Built on work undertaken in previous phases of the SCALE CCR project (Bocconi et al. 2012;
School Staff Professional Development; Research; Organisation; Connectedness; and Infrastructure. Chapter 4 draws general conclusions on the policy recommendations.
Annex 2 lists the participants of the two expert workshops held in Seville and Hong kong.
Seven semi-structured interviews with European experts and practitioners were conducted to further develop the initial set of policy recommendations for mainstreaming ICT-ELI with sustained and systemic impact.
School Staff Professional Development; Research; Organisation and Leadership; Connectedness; and Infrastructure (Figure 2). CCR multidimensional concept 7 areas of policy recommendations Figure 2:
but they were merged into School Staff Professional Development area; Leadership and Values and Organisation have been merged into Organisation and Leadership area of policy recommendations.
experts; teachers; trainers; technology providers and developers; researchers. The method of sampling used was a purposive, non-probability sampling,
For instance, the need for more innovative Education and Training has been confirmed by the work of the ICT cluster,
School Staff Professional Development; 18 http://europa. eu/legislation summaries/education training youth/general framework/ef0016 en. htm 19 http://ec. europa. eu/digital-agenda/en/08-mainstreaming-e-learning
%)Curriculum development that allows teachers to work in small autonomous and interdisciplinary teams (62.4%)has proved to be a very effective mechanism for empowering teachers to act as agents of change rather than objects of change
& Punie, 2013) teachers work in autonomous multidisciplinary teams of five to thirteen members, each team being responsible for three or four classes.
and avoid teachers'workload. 148 67.5 2. Promoting curriculum development that leaves room for teachers to work in small autonomous and interdisciplinary teams,
In addition, these types of assessment can cover both individual and collaborative efforts and creative group work (e g. on projects.
School Staff Professional Development In a snapshot: There was a consensus among the stakeholders involved in the development
school staff professional development is a crucial factor. The data analysis of the online consultation (Table 5) also confirms the importance of the School Staff Professional Development for mainstreaming ICT-ELI as the statements in this area were evaluated the highest compared to other areas (see more in Section 3. 8). Policy
-and decision-makers should recognise the key role of teachers, among other stakeholders, in guiding and implementing ICT-ELI
and following innovative practice development of the field should become part of both initial teacher education and in service training.
School Staff Professional Development policy recommendations Policy-and decision-makers could empower teachers to play the role of agents of change by:
and ICT skills (e g. through in service training, peer-learning and informal and nonformal learning), as lifelong learners themselves. 136 80.1 15.
and invest in continuous professional development provisions that empower school staff to take the ownership of innovation.
experts and parents-giving the sense of being a part of something larger than oneself. Policy-and decision-makers should design
Investing in structures, such as national and/or transnational inter-linked portals, to aggregate learning opportunities on a large scale (e g. learning resources for School Staff Professional Development) and exchange knowledge
5. 65 47.8 Connectedness 5. 58 45.4 Content and curricula 5. 52 39.2 Research 5. 52 37.2 As seen from the table, School Staff Professional Development,
More than 6 out of 10 respondents evaluated all recommendations for School Staff Professional Development very high.
which belong to the cluster School Staff Professional Development (13,14, 15,16, 17), three from the cluster Organisation and Leadership (29,30, 31), one from Infrastructure (57) and one from Research (21).
and ICT skills (e g. through in service training, peer-learning and informal and nonformal learning), as lifelong learners themselves. 80.1 136 57.
For instance, only digitally-competent teachers (see School Staff Professional Development) are able to use ICT infrastructure efficiently for innovating teaching and learning practices.
School Staff Professional Development; Research; Organisation; Connectedness and Infrastructure. 4. Policy actions are needed (at local, regional, national,
extensive consultation with stakeholders, semi-structured interviews with education experts and practitioners and a number of case reports of ongoing ICT-ELI in Europe and Asia.
Promoting curriculum development that leaves room for teachers to work in small autonomous and interdisciplinary teams,
please write them down. 7. The following recommendations refer to School Staff Professional Development. Please evaluate how relevant is each of the recommendations for further developing and mainstreaming ICT-ELI.
and ICT skills (e g. through in service training, peer-learning and informal and nonformal learning), as lifelong learners themselves.
If you have additional policy recommendations concerning School Staff Professional Development please write them down. 8. The following recommendations refer to research.
Investing in structures, such as national and/or transnational inter-linked portals, to aggregate learning opportunities on a large scale (e g. learning resources for School Staff Professional Development) and exchange knowledge
Hanyang Cyber University, South korea Kampei Hayashi Japan Society for the Promotion of Science Panagiotis Kampylis JRC-IPTS Paul Kelley Science+Technology in Learning, United kingdom
and avoid teachers`workload. 1. 4 2. 7 6. 1 5. 4 16.9 21.6 45.9 67.5 Promoting curriculum development that leaves room for teachers to work
School staff professional development policy recommendations-frequency distribution(%)1 2 3 4 5 6 7 Cumulative (6 and 7) Investing significantly in updating Continuous
and ICT skills (e g. through in service training, peer-learning and informal and non-formal learning), as lifelong learners themselves..
7-very relevant 50 Breakdowns according to the background of experts Table 19: Content and curricula policy recommendations according to the background background teacher/trainer researcher policy/decisionmaker other m (sd) n m (sd) n m (sd) n m (sd
) 21 Promoting curriculum development that leaves room for teachers to work in small autonomous and interdisciplinary teams,
and update (e g. through in service training, peer-learning and informal and nonformal learning) their digital competence and ICT skills,
and update (e g. through in service training, peer-learning and informal and nonformal learning) their digital competence and ICT skills,
School Staff Professional Development; Research; Organisation and Leadership; Connectedness; and Infrastructure. The number and variety of the recommendations provided depict the complexity of ICT-ELI
and challenges in Member States iv Acknowledgments This report would not have been possible without the input of the Observatory's extensive network of ehealth experts and the support of numerous colleagues at the World health organization headquarters, regional,
Sincere thanks are due to over 800 ehealth experts in 114 countries worldwide who assisted with the design, implementation,
Special thanks to Mark Spohr for his generous contribution to this work and who drafted this report.
iv Executive summary...5 9 A note on terminology 11 information systems in the literature 13 2. 1 Maturity and adoption models...
income group 74 References 74 Executive summary 5 Information and communication technologies (ICTS) have great potential to improve health in both developed and developing countries by enhancing access to health information and making health services more efficient;
Executive summary Executive summary 6 This, the final report in the Global Observatory for ehealth Series
In fact, these systems require abundant resources including skilled labour, technological, and financial means, all of which can be difficult to procure in low-income settings.
In fact there is a general level of confusion over the difference in the health sector in most countries due to overall lack of clarity by policy-makers, health professionals, and consultants;
mechanisms to develop the capacity of health workers; and options to ensure the continuity and sustainability of the effort.
and strengthen capacity through training to use, work with, and develop effective ICTS. It is useful to design a communication strategy with the ICT project to ensure that everyone understands what is being done
Although the lessons discovered from the work of the Gates Foundation and infodev were drawn all from developing countries with the goal of providing guidance on
what works and how many of these lessons apply equally to developed countries. 4 http://www. asksource. info/res library/ict infodev. htm Patient information systems in the literature 17 2. 3 Benefits of electronic
Benefits included increase in immunization rates, improved data collection, increased staff productivity, increased visitor satisfaction with services, improved communication, quality of care, access
and more efficient use of staff time. Some of the disadvantages noted were: time-consuming data entry, slow access of data and decreased quality of patient-doctor interaction.
and accurately guide low-skilled health care workers through the diagnosis and treatment of patients following national protocols.
The systems were used for patient registration, HIV care, paediatric patient management, radiology, pharmaceutical and laboratory work.
The success of this programme was demonstrated by improved quality of care and a high level of acceptance by clinical workers.
It is essential that their individual patient information be available at all points of care and all sites for analysis. In order for this to work,
and human resources development are critical components within systems, and must be addressed. Analysis of survey results 21 3 3. 1 Survey methodology Results of the second global survey on ehealth are presented within the context of three classifications:
paper-based reporting at higher levels of the health system is more cumbersome (labour-intensive) and prone to error.
and representative data from local facilities is crucial to this work. Regional or district offices are involved often in immediate short-term operational planning for the facilities
which includes allocating human resources and materials and supplies for the operation of local facilities. Monitoring and evaluation activities are integral to that management.
Defining standards is a complex and labour intensive task. Fortunately, many international organizations have taken up the work of developing
and maintaining standards. This gives countries access to well researched and defined standards that they can adopt and modify,
a great deal of work is being done in this area. ISO TC 215 and CEN/TC 251 ISO's Technical Committee (TC) 215 on health informatics works on health information and communications technology to facilitate interoperability of health data.
TC 215 consists of eight working groups dealing with various aspects of electronic health records. These include:
The Comité Européen de Normalisation (CEN) TC 251 on health informatics works on standardization in the field of health information and communications technology in the European union.
CEN TC 251 works closely with the ISO TC 215 to develop standards as well. Over the past few years these standards have addressed a wide range of interoperability issues for patient information
implementation, and evaluation of their ehealth strategies. 11 4. 2 Framework for action Both the survey and literature reveal the pressing need for investment in human resources and ICT infrastructure.
Human resources for implementation and training are the greatest cost of patient information systems. Free open-source software enables the development of sustainable local human resources for the implementation and maintenance of health information systems by drawing on a community of developers and users
all of whom share advances. Each project can benefit from the efforts of the community and,
Further, it can leverage the investment in trained human resources for maximum benefit. A major and well recognized obstacle to the adoption of patient information systems, particularly in developing countries, is the lack of skilled health informatics professionals.
study how the program works and adapt it (freedom 1; redistribute (adapted) copies to others (freedom 2;
collaborating centres and professional associations. Over 50 experts worldwide were involved in the process. Collaborative efforts extended to other WHO programmes as well as international organizations,
such as the International Telecommunications Union (ITU) and Organisation for Economic Co-Operation and Development (OECD). An online forum to discuss the survey instrument
For this reason many regional offices had to assign staff to assist in coordinating the survey process with countries in their respective region.
Their responsibilities included finding experts in all of the areas addressed by the survey, and organizing and hosting a full-day meeting where the survey could be completed collectively by the entire group.
and now consists of over 800 ehealth experts. Limitations Member States were limited to one response per country;
Every effort was made to select the best national experts to complete the instrument; however, it is not possible to determine
Tina Sommer-President European Small Business Alliance 1. Introduction Small Business and the EU The importance of micro companies 91.8%micro<10 employees 6
. 9%small<50 employees 1. 1%medium<250 employees 0. 2%large>250 employees 6 7 8 9 2. Small
In other words, even if you are self-employed without any staff, you may call yourself an enterprise. The second,
1. Staff head count; 2. Annual turnover; 3. Annual balance sheet. If you are an enterprise with no more than 250 employees,
an annual turnover below € 50 million or a balance sheet total below € 43 million,
meaning less than 10 employees. This group of businesses is accountable for more than two thirds of the EU's workforce.
91.8%micro<10 employees 6. 9%small<50 employees 1. 1%medium<250 employees 0. 2%large>250 employees 1
An obligation on a business, stemming from EU legislation can be perfectly manageable for a company of 200 employees,
1. Employment, 75%of citizens between 20-64 years old should have a job. 2. Innovation,
It helps businesses to adapt to the ongoing changes of the labour market. Therefore, unemployment will be decreased
and production will be increased. 3. Benefits from the EU 16 17 3. 1. 2 Using Existing Tools EU 2020 uses already existing tools
growth and employment to boost the Single Market. External Policy Tools: The European commission ensures that SMES have the same share in competition by fining large companies that do not obey EU rules. 3. 2 Single Market Act Made Simple The Internal Market has been at the heart of the European project since its origin.
to hire new employees or to launch new products. Public Procurement Public Procurement is the purchase of goods, work or services by a government or a public agency.
Through the Single Market Act, the European commission aims to improve access to public procurement for SME's by simplifying the process
and to bring social progress, employment and a positive outcome for the environment. Indeed, the Single Market can offer many advantages for your business.
resource-efficiency and employment in order to ensure that reforms being pursued in these sectors are held successfully. 18 19 3. 3 Small Business Act Made Simple In June 2008,
Directive on reduced VAT rates for labour-intensive services Revision of the-already existing-Late Payments Directive 20 21 In February 2011, the European commission presented its Small Business Act Review.
and a single set of rules regarding a Common Consolidated Corporate Tax base should facilitate it in the future for SMES to trade cross-border. 4. Promotion of entrepreneurship,
job creation and inclusive growth The Commission will present a set of policy recommendations throughout 2011,
The funding covers exchange of experience, recruitment of experienced researchers and to help organise workshops and conferences.
Your business will also get help with staff secondment and the participation of experienced researchers. http://cordis. europa. eu/fp7/people/industry-academia en. html 2. Marie Curie Initial Training Networks (ITN) offers the opportunity
The European commission issues calls for project proposals, experts and competitive calls on the FP7 website. http://cordis. europa. eu/fp7/dc/index. cfm.
convergence, regional competitiveness and employment and European Territorial Cooperation. SMES can benefit from different funding possibilities targeting the above objectives.
In particular, its aim is to contribute to the growth of the job market. The European commission in cooperation with the Member States agree on Operational Programmes.
meaning national public administrations, NGOS and social partners, involved in the sector of employment and social inclusion. http://ec. europa. eu/employment social/emplweb/esf projects 117/search. cfm Regarding the convergence objective,
catid=45&langid=en 4. 3. 2 Regional Competitiveness and Employment This objective aims at boosting the growth of employment.
Social Fund (ESF) ESF under the Regional Competitiveness and Employment Objective supports the adaption of enterprises and workers through lifelong learning as well as innovation within organisations.
All SMES with less than 250 employees in all 27 EU countries are eligible. The regions under both the Convergence and Competitiveness objectives are eligible,
SME employees can develop their skills to match the continuous challenges stemming from evolving working environments.
EURES http://ec. europa. eu/eures/home. jsp? lang=en This is a portal comprising of more than 850 advisers providing information,
advice and services such as job matching of job seekers and employers. European Business and Innovation Centre Network (EBN) http://www. ebn. be This is a nongovernmental, pan-European network of more than 200 Business and Innovation Centres and similar organisations.
It is an umbrella organization providing assistance and expert advice to its members. European E-business Support Network Portal (ebsn) http://ec. europa. eu/enterprise/sectors/ict/ebsn/index en. htm ebsn is established a network by the Commission
RESEARCH & INNOVATION STRATEGY for the Midwest Region of Ireland 2014-2018 Contents List of Tables & Figures 2 Foreword 3 Executive Summary 4 CHAPTER 1
Targets & Targets set out in the National Reform Programme 15 Table 3. 1%Breakdown of Enterprises & Employees in the Midwest Region 21 Table 3 2 Midwest Employment by
Sector Q1 2012, based on FÁS Regional Labour market Bulletin 2012 & CSO Figures 21 Table 3. 3 Number of Phd Graduates Midwest Region
and entrepreneurship and to achieve higher levels of employment right across Europe. Ireland is embracing a new chapter in its development;
Oliver Garry Cathaoirleach of the Midwest Regional Authority 4 Executive Summary Introduction Research and innovation (R&i) are the cornerstones of national and regional economic growth.
and ultimately contributing to business and employment growth. Greater collaboration amongst the actors involved in research
This is evident from increased levels of unemployment Gross Value Added (GVA) which is below the national average and low numbers Of high Potential Start-ups in the Region.
and sets out the actions required to progress cluster development in the Midwest Region such as conducting the relevant research in advance of the development of a cluster, the employment of a dedicated Cluster Facilitator and the establishment of a formal monitoring framework.
Given the extensive work already being undertaken to promote research and innovation in the Region, and the aim of this Strategy to increase innovation through greater collaboration,
The scoreboard bases the assessment on indicators such as firm investments, finance & support, intellectual assets and outputs and employment in knowledge-intensive activities5.
This analysis recognises that Ireland's innovation strengths are in human resources and economic effects while our weaknesses relate to finance and support,
Availability of skilled Labour flexibility and adaptability of workforce Attitudes to globalisation Investment incentives These global and European rankings present a snapshot of the current economic and social climate
Inclusive growth, fostering a high-employment economy and delivering economic, social and territorial cohesion. Investing in research, innovation and entrepreneurship is at the heart of Europe 2020 and a crucial part of Europe's response to the economic crisis.
& Targets set out in the National Reform Programme 16 2. 2. 2 National Action Plan for Jobs The irish Government Strategy for Job creation and the
and to remove the barriers to employment creation across the economy. The Action Plan for Jobs 2014 identifies building competitive advantage through innovation as a key priority for stimulating The irish economy over the next five years. 2. 2. 3 Forfás
The Plan aims to ensure the creation of highly productive knowledge-based employment and to offer a competitive proposition to potential investors by virtue of its skills and research and development assets.
Forfás Innovation Works Report 2004 Report of the Research Prioritisation Steering Group 2011 National Smart Specialisation Strategy National Level Midwest Regional Planning
The Regional Indicators Report 2013 indicates that the Midwest Region has an employment rate of 62.9%(based on population in the 20-64 age cohort.
and enterprise activity and to expand the employment base in the Midwest Region. 3. 1 Infrastructural Connectivity The Midwest Region has global trading links and excellent connectivity to international markets via Shannon International airport
Large enterprises(>250 employees) account for less than 1%of the total active enterprises; however, they account for 20%of total employees in enterprises.
Large enterprises and foreign direct investment (FDI) are both a significant economic contributor and employer in the Midwest Region. 21 Research & Innovation Strategy for the Midwest Region of Ireland
2014-2018 11 Limerick/Shannon Gateway and Ennis Hub as identified in the National Spatial Strategy & Midwest Regional Planning Guidelines 12 Source:
Higher education Authority<12 10-49 50-249 250+%Breakdown of Enterprises & Employees 0%20%40%60%80%100%Enterprises Employees Table
3. 1%Breakdown of Enterprises & Employees in the Midwest Region Source: CSO Business Demography 2011 & MWRA Analysis CSO figures from Q1 2012 indicate that industry was the largest employer in the Midwest Region,
employing 16%of the total workforce, with a further 14%employed in the wholesale and retail sector.
High value-added sectors such as professional, financial and IT activities accounted for 12%of the Region's employment (See Table 3. 2). Employment by broad economic sector, Q1 2012 Industry Wholesale
%4. 1%3. 6%3. 0%Table 3. 2 Midwest Employment by Sector Q1 2012,
based on FÁS Regional Labour market Bulletin 2012 & CSO Figures 22 The available data indicates that
while the FDI sector is of vital importance to the growth of exports and high-end employment, the economy of the Region
is also highly dependent on the indigenous SME sector for growth and employment. Therefore while it is important for the Region to improve collaboration and innovation amongst large-scale and FDI industries
from Higher education Institutes in the Midwest who secure employment in the Region is an indicator of academic and business performance.
can provide up to 80%of the cost of research work to develop new and improved products, processes or services,
job creation and profitability in a company. 26 3. 5. 3 High Potential Start ups High Potential Start-ups (HPSUS) are start-up businesses developing an innovative product
High potential start-ups are major contributors to job creation and economic prosperity. HPSU activity in the Midwest Region has been low in recent years.
engineers and support staff, including 135 graduates from many disciplines including Chemistry, Biochemistry, Physics, and Engineering with 200 industry partnerships and customers globally and approximately 30 researchers in residence from some of these companies.
Additionally the Charles Parsons Initiative (CPI) consolidates the work and expertise of several UL-based research centres focused on sustainable forms of energy,
This base is a significant asset in terms to the potential for future economic growth and the progression of employment-related development in the Region.
and staff than is possible by any individual institution acting alone. Collaborative action is key to ensuring economies of scale across the Consortium.
which in turn will lead to job creation. Funding has been provided to establish industry-led technology centres. The centres are a joint initiative between Enterprise Ireland and IDA Ireland
Through the provision of funding, training & support, infrastructure & accommodation and the development of linkages and networks, EI support sustainable economic growth, regional development and secure employment. 4. 4. 2
They also provide employee training and up-skilling space and information for businesses on the state supports and services that are available to them.
However, further work and collaboration is required if the Region is to reach its full potential.
The implementation of smart specialisation policies ensures the promotion of knowledge spill over and technological diversifi cation in the region.
The personal choices of entrepreneurs and their executives can have a signifi cant impact on locational choice.
c) Data pertaining to employment, turnover and exports in the Region from the Central Statistics Offi ce and;
To work with businesses in the identified sectors to establish the barriers to business expansion and research & innovation in the Region;
To work in coordination with key stakeholders in the Region e g. local authorities, Higher education Institutes and business support agencies such as Enterprise Ireland to ensure that funding is focused on removing the identified barriers to development;
To monitor the impact of analysis and investment, particularly in the areas of employment, productivity, the commercialisation of research outputs and the establishment of new related industries,
Clusters therefore build strong competitive companies with the capacity to work with innovation in an international arena.
Survival Job creation Salary levels Tax+23%+35%+19%+34%Figure 5. 3 Survey of new firms locating in clusters in Sweden (Source:
Cluster Development Energy Cork is driven an industry cluster pursuing coordinated actions to strengthen enterprise and employment within the energy sector in the Cork region.
To work with Innovate Limerick Ltd . and the Local authorities in the Midwest to develop a calendar of open innovation events in the Region throughout the year such as open forums
The yearlong festival built on the success of previous events that have been organised through the work of the Alliance since 2009.
and expansion. 46 Better Communications Good communication and a high level of awareness of the available supports is a key component of the promotion of business development and innovation in a region.
To work with Innovate Limerick Ltd. to provide incentives to cultivate Limerick as a‘Start-up City';
It is recommended that these agencies continue to work to raise awareness and increase up-take of the supports that are available to businesses in the Region.
It is recommended also that they work in collaboration with Innovate Limerick Ltd. to develop a suitable Investor Forum Programme for the Region.
however, that the LEOS work in close co-operation with the HEIS in the Region who have both experience
and expertise in this area to ensure that the work of the LEO complements the existing role of the HEIS in accessing EU funding under a variety of programmes.
One of the objectives of the LECPS is the promotion of economic development in the functional area of the local authority.
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