Sectoral Opportunities 9ï Bio-economy 10ï -Food 10ï -energy 12ï 13ï Traded Services (excluding ICT) 15ï
†Services & Software 16ï 18ï Realising Future Potential: Enhancing the Business Environment 21ï and Strategic Capacity 21ï
Entrepreneurship 22ï Quality of life 24ï and R&d 25ï and Education 27ï Infrastructures 28ï Priority Actions 32ï
Development of the Gateway 32ï Agency Collaboration 32ï Innovative Capacity 33ï Entrepreneurship 33ï Development 34ï
Infrastructures 34ï 36 FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST ii FORFÃ S REGIONAL COMPETITIVENESS AGENDA:
REALISING POTENTIAL: SOUTHEAST 1 1. Background & Context Ireland is facing unprecedented challenges against the backdrop of a world recession,
and is now operating within tough budgetary conditions and fiscal constraints. We have seen already the impacts in terms of a decline in economic activity and increases in unemployment.
The more recent downturn in employment is marked particularly in both the construction and manufacturing sectors and has greater implications for the regions outside of the Greater
The Government†s'Building the Smart Economy'document identifies the fundamental importance of returning to export-led growth.
we create an environment that is conducive to attracting foreign direct investment (FDI stimulating entrepreneurship and enabling companies to grow
and serve global markets from an Irish base In this context, Forfã¡s, together with the development agencies, has developed a suite of
RCAS take an enterprise perspective, recognising that enterprise is a key driver for regional growth and national economic development.
The document does not seek to suggest how immediate term issues might be addressed as these are being addressed through other
prioritise and make strategic investments now that pump-prime the potential of each of the regions to position them as contributors to Ireland†s national growth when this downward
and priorities for regional enterprise development 1 East (Mideast & Dublin), Border, Midlands, West, Midwest, Southwest, Southeast
Highlight opportunities to build on each region†s distinctive strengths ï¿Identify barriers to achieving objectives
Identify infrastructure priorities relevant to future enterprise needs within the regions The RCAS take a broader interpretation of infrastructures to include †softer†factors such as
Desk-based research and one-to-one consultations with a range of stakeholders were undertaken to outline the current status of the region and highlight opportunities and
challenges specific to it. A regionally based workshop was held to identify the areas where the region can build from its strengths to realise its potential over the coming years.
region†s assets and to address barriers to enterprise development Report Structure The report outlines
Global Drivers of Change that impact on enterprise needs ï¿The Competitiveness Factors that provided the framework for analysis
Realising Future Potential †Identifying areas of opportunity ï¿Sectors and activities at firm level
Business environment factors ï¿Priority Actions FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST 3
It is never easy to predict how enterprise is likely to evolve over a given time, and within the
context of the current economic downturn, it is even more challenging. Having said that there are a number of global drivers that will continue to have implications for how
environment and factors of competitiveness Globalisation: The pace and extent of global competition has intensified significantly over
recent years. Globalisation enables companies to reach new untapped markets. The supply chain is increasingly disaggregated
market are facing international competition (e g. in retail, pharmacy, supermarkets. People are also more mobile and high-value talent is scarce relative to global demand.
People can and will choose where they want to live and work. Quality of life factors take on a new
continue to be, a key enabler for the remote delivery of services. Increased convergence of
provide end solutions to customers. Changes in business models, the convergence of formerly discrete sectors and increased mergers & acquisition (M&a) activity call for a work-force with
multi-disciplinary skills and a flexible and problem-solving attitude Rising Concerns About the Environment: The increased focus on environmental (and energy
related) issues presents opportunities for companies to innovate with alternative sources of energy, new solutions and services.
Consumers will drive all companies to reconsider aspects of their business from an environmental perspective.
For companies, this involves considering their own production and business processes, carbon footprint, materials and waste
Shift Toward Services: Services contribute a higher proportion to GDP in developed economies driven by consumer demand, increased disposable incomes and a demand for
†personalised†solutions. Within the business to business (B2b) sector, companies are responding to the disaggregated supply chain model,
and providing services which had been formerly managed †in-houseâ€, including e g. laboratory and testing services, R&d, logistics
supply chain management, and customer technical support. Manufacturing firms are †bundling†services with their products to provide a more tailored and higher value solution to
their customers. Competitively priced, high-speed resilient broadband networks and services are now a basic requirement to underpin future economic development
The Importance of Dynamic Urban areas: Ireland†s economic structure is shifting towards a higher proportion of services exports, balanced with a core of high-value added
3 Forfã¡s (2008) Sharing our Future, IBM (2008) Drivers of Change, Enterprise Strategy Group (2004
Ahead of the Curve FORFà S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST 4 manufacturing activities †although this is more immediately apparent in the city of Dublin
and to a lesser extent in the urban centres of Cork, Limerick, Galway and Waterford International evidence shows that high-value added services are attracted primarily to urban
areas, and that today, internationally, cities are competing with cities for enterprise investment. It also points to the fact that urban areas play a key role in driving the
development of their hinterlands, and successful regions have a dynamic and vibrant city at their core.
The RCAS acknowledge the importance of gateways and their role as drivers of regional economic development,
and the need for strategic planning and development to optimise the inter-relationship between gateways and their immediate hinterlands
cost, but in terms of access to skills and talent, access to markets and customers (whether physical or virtual), an innovative capacity and capability and a dynamic environment offering
an attractive quality of life †basically a good place to work, live and to do business In this context it is important that a location
or region provides a competitive environment that stimulates entrepreneurship, enables companies to grow and evolve, and attracts and
retains foreign investment. The following factors of competitiveness were developed to facilitate analysis of the regions,
incorporating a suite of both quantitative and qualitative indicators4 Competitiveness Factors Enterprise Dynamic assessing the enterprise structure, employment and GVA, the contribution
from agency supported enterprises, and sectoral diversity and/or clustering Skills & Education an analysis of the skills, educational attainment and education resources
Innovation research and development investment and activity, collaborations and inter -linkages between HEIS and firms, between firms and customers
Economic Infrastructures transport and broadband infrastructures †recent investments and ongoing infrastructure needs Quality of life based on factors relevant to the attraction of mobile investment and
labour/talent Leadership and Strategic Capacity outlining relevant organisations and indications of locally driven initiatives
and outcomes 4 Forfã¡s, DOEHLG & Fitzpatrick Associates (2006) Implementing the NSS: Gateway Investment Priorities
Study; NCC (2009) Our Cities: Drivers of National Competitiveness; Fitzpatrick Associates (2009 Preparation of a Gateway Development Index (Stages 1&2
FORFà S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST 5 3. The Southeast Region Today †A Summary
Enterprise Dynamic Factors of Competitiveness FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST 6 Enterprise Dynamic
The Southeast region exhibited strong employment growth over the period 1998-2008 and not unlike other regions in Ireland, this growth was driven by considerable expansion within
New investments in recent years, particularly in the Lifesciences sector, have boosted manufacturing employment and have helped to offset decline in the more established
region in support of increased levels of entrepreneurship, for example the collaborative regional Spirit of Enterprise initiative7.
The higher education institutes in the region have also adopted a proactive approach with industry in terms of applied research, while incubation
and enterprise centres throughout the region are providing valuable supports to small firms Skills & Regional Innovation Capacity
6 Enterprise Ireland defines a †High Potential Start Up†as a company which is:
investments in the electricity network are required to satisfy future demands, and the broadband offering in the region needs to be improved to support future enterprise potential
Quality of life Quality of life could be discussed from many different perspectives, and is in itself a subjective concept.
However, from an enterprise development position there is recognition that a high quality of life that is inclusive and accommodating of diversity is an important
attracting knowledge intensive internationally mobile Foreign Direct Investment (FDI A variety of lifestyle choices can be accommodated in the diverse physical landscape and
environment and landscape and further development of cultural and recreational assets 8 The absence of a university within the region has been cited as a key regional deficit and a formal
urban development to the facilitation of enterprise development through stimulating networking, agency collaboration and targeted regional initiatives.
and perhaps also a missed opportunity to work with this distinctive diversity through a more
The Spirit of Enterprise Forum indicates an ability within the region to act collaboratively Conclusion
Recent infrastructure investments in the region are welcomed, and will enhance the physical access and connectivity of the region, both nationally and internationally.
Further investment will be required to enhance future economic development potential FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL:
Sectoral Opportunities This section considers the assets of the region, and how they might be harnessed to further
develop the enterprise base. The challenge over the next decade (faced by the entire country), is to shift economic growth toward export oriented sectors and activities and to
stimulate employment opportunities in particular The areas outlined below were highlighted during the regionally based workshop9 and one-to
-one consultation, informed by employment trends and the existing enterprise base. The outline for each sector that follows demonstrates the suite of assets that provide a platform
for attracting investment from foreign and indigenous companies, stimulating entrepreneurship and enabling companies based in the region to grow and target
international markets. The sectors considered for the Southeast are10 ï¿The Bioeconomy †incorporating ï¿
ICT †Services ï¿Internationally Traded Services (excl. ICT ï¿Lifesciences While the listing above suggests discrete sectors with potential, a key characteristic of global
enterprise trends is increased the blurring of sectoral boundaries-where advances in science engineering and ICT drive previously separate sectors to collaborate
and develop new and more valuable products and services. Examples include: ICT and Healthcare (remote
diagnostics, bioinformatics; Food and Pharmaceuticals (pharming, nutraceuticals, functional foods); ) Med Tech & Pharmaceuticals (combination products, regenerative medicine
9`A workshop for key economic stakeholders was held in Kilkenny on 9th june 2009 10 The sectors listed should not be considered an exhaustive listing,
The Bio-economy In its long term strategy, Towards 2030 Teagasc†s Role in Transforming Ireland†s Agri
Services ï¿Energy and Bio-processing We consider the potential for the Southeast specifically as it relates to Agri-Food and Bio
led by market demands. Today, many people are focused more on a healthier lifestyle and on †wellness. †This has resulted in a growing demand for lifestyle related products such as health
enhancing functional foods (e g. cholesterol reducing products. Agribusiness also plays a significant role as part of a wider †bio-economyâ€,
agri-environmental products and services, as well as energy and bio-processing) 12 The agriculture and food industry is Ireland†s largest indigenous sector,
third party services and materials-higher than any other agency supported sector13. Teagasc predicts that the sector is likely to become even more important in the coming years
The map overleaf highlights some of the enterprise and research strengths of the agribusiness sector (particularly food in this instance) in the South
wider Bio-economy 13 Although this does not take into account contributions toward corporation tax Significant Future Potential
wider Bio-economy FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST 11 As with many other sectors of the economy, agribusiness faces difficult trading conditions
today. Commodity prices are low for agricultural goods with strong competition arising from low cost production locations.
Demand for food products in the UK, a key market, has fallen due to lower aggregate demand conditions
and a weaker Sterling which makes Irish imports to the UK less attractive Figure 2:
Agri-Food Sector †Enterprise and Research Activity Realising Potential Companies operating in the sector need to move to higher value activities,
Alignment of research with near term development opportunities in the region, i e ensure that areas being researched can be exploited in the region
the identification and exploitation of opportunities in the area (in co-operation with Enterprise Ireland and CEB€ s,
and other enterprise support bodies ï¿Continuation of EI€ s role in enterprise development for firms operating in the sector
particularly in the areas of productivity improvement and market/product diversification FORFÃ S REGIONAL COMPETITIVENESS AGENDA:
REALISING POTENTIAL: SOUTHEAST 12 ï¿Support from regional and local authorities for the development of the bioeconomy in
Growth is driven principally by a growing demand for energy and a move to cleaner sources of energy production as the costs of carbon and other
which every region has an opportunity to benefit, albeit to differing degrees Key Assets The Southeast has fewer natural advantages in the renewable energy sector than other
includes expertise from its Rural Development and Information and Communications Technology Departments. The Centre is involved in all areas of sustainable energy with
and enterprise'with a focus on environmental technologies, including Envirocore, which is focused on the 14 Driven by the Southeast Regional Authority and overseen by a multi-disciplinary steering committee
monitoring and high value commodity products from biomass, and Geocore which includes expertise in civil engineering, construction, architecture and technologists to
for the built environment ï¿Teagasc has its national headquarters in the Southeast,(at Oak Park,
and develop opportunities in this area. Existing frameworks which have been developed (e g. the Bioenergy Implementation Plan steering group) can be
advanced to deliver practical initiatives in the utilisation of environmental goods and services in the region.
identified will be required for the successful realisation of opportunities From a usage point of view, more efficient and sustainable generation and consumption of
positive spillovers into other aspects of the region†s economy and society, such as quality of
the region for inward investment The †Sunny South-East†has established an reputation for tourism, particularly domestic
weakens demand for foreign holidays among Irish holidaymakers. The Southeast has a number of high profile cultural events which act as a further draw for visitors to the region
Improve transport services to and within the region through actions to address issues relating to road, rail, sea and air services
Realising Potential Some challenges need to be addressed to enhance the contribution of tourism to the region†s
economy Access: Ongoing road improvement projects such as the M9 and M8 will greatly enhance access to the south-East.
As well as large scale infrastructural investments, access for the tourism market can also be improved through innovative initiatives using local facilities, such
in order to maintain the quality of the local environment Product: Fáilte Ireland†s strategy for the region is multifaceted based on a brand, building
by stakeholders and tourism promoters for the successful exploitation of particular market segments, especially domestic holidaymakers
Internationally Traded Services (excluding ICT) 16 Today, a wide variety of services are traded internationally, including such activities as
finance, insurance, computer-related activities, R&d, advertising, marketing, accounting and consultancy. In addition, there is an increasing level of services activity taking place within
manufacturing firms †the so-called †servicisation†of manufacturing. Moreover, globalisation along with the enabling technologies that underpin it,
more complex business models. Increasingly, multinational companies seek to maintain competitive advantage by out-sourcing, moving selected business processes to more economic
generated a raft of new mobile investment activity in global business services (& global business services centres) to manage more complex global corporate structures and activities
such as shared services, customer support & customer management, business process outsourcing, supply-chain/procurement, IT operations, human resources and
finance/transaction processing In Ireland, services that are traded internationally currently account for 43%of Irish exports
This is expected to rise to 50%by the end of the present decade17 Key Assets
Moreover, services growth (excluding the public sector) contributed significantly less in terms of employment creation in the Southeast (38%)than it did nationally (50%)over the past 10
internationally traded services has been far more rapid. Employment levels in agency supported firms (typically internationally trading) almost quadrupled over the 1998 †2008
investments by overseas companies into the region such as AOL (Carphone Warehouse Sunlife Financial, State street, PFPC, Equifax and Citi,
and customer/technical support services The region has built a sizeable portfolio of international financial services (IFS) companies
16 ICT Software & Services are considered separately below 17 Forfã¡s (2008) Catching the Wave †A Services Strategy for Ireland
FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST 16 of these companies were attracted to the region because of its close proximity to Dublin, the
international services sector Future business investment within the region in international and financial services will require advanced, high quality and competitively priced broadband infrastructure and access
to data centre capacity Foreign language skills will become increasingly important. However, the limited demand for language skills by the existing cohort of companies can result in reduced retention of
graduates with such skills and perhaps reduced interest in acquiring language skills. A focus on innovative ways to promote language training
ICT †Services & Software A new environment has emerged for software companies globally in what has been called
†The New Software Economy†19. This new context sees a number of trends that provide both
opportunities and challenges for software companies, and for small and medium sized companies and start-ups in particular.
19 Enterprise Ireland (2009) Best Connected-Software from Ireland-A strategy for development of the
Vendors responding to these demands by embracing new delivery and pricing models such as software as a service (Saas), infrastructure as a service (Iaas), platform as a
and software on demand ï¿The emergence of the networked value chain, a distributed business model where
different value adding activities are carried out where they can be done most efficiently and cost-effectively
The application of software technologies (such as Services Oriented Architecture †SOA Open source, Web 2. 0 and Mash-ups) are continuing to drive the development of new
applications and business models These trends are reflected through the phenomenon of †cloud computing††a now widely used
multiple customers using internet technologies. The pay-as-you-go, subscription pricing of cloud computing can enable companies (with perhaps vast IT systems built up over years) to
cut capital expenditure ON IT while maintaining high quality IT services ICT Impacts All Sectors: ICT today is more than an enabling technology.
it changes the way services are delivered e g. remote learning or healthcare and diagnostics simulation (training), virtual reality (architecture and design;
it provides opportunities for new converged products and customised digital content (e g. ipod, blackberry); and it
of four Centres of Research and Enterprise (CORE within the Institute. Gamecore is focused on industry relevant research under a number of
the recent investment by Unum, a US insurance company who have established a software development centre in Carlow.
Communications Services. The TSSG€ s main area of research is communications software services and it has developed strong expertise in the areas of distributed systems and service
oriented architecture With 160 active staff and students, the TSSG is a significant pool of specialist expertise within
the Southeast (and is itself a significant employer. The Group promotes a trans-disciplinary approach, combining mainly engineering, computing and business,
accounting services; Hasf6 †interactive radio; IMS-Stream †Voip solutions Realising Potential The Institutes of Technology in the region have adopted a focused approach in the area of
The TSSG€ s deepening expertise in the area of future internet infrastructure and services and
and FDI enterprise potential Lifesciences Globally the Lifesciences sector is facing significant developments. Aging demographics and
high growth opportunities. There is also a greater focus on enhanced efficacy of treatments and cost within increasingly pressurised health systems.
creating opportunities for smaller companies to position themselves within the global supply chain with innovative, technology intensive solutions, partnering opportunities, shared
revenue deals and licensing. Multinational companies in the sector are tending to focus on activities where they have strengths and to outsource non-core activities (such as late stage
growth in a variety of sub-supply and services activities serving the life sciences sector e g
formulation development and clinical trials supply services Some of the major life-sciences companies undertake infirm research and development
21 Using enterprise agency supported companies as a proxy (Forfã¡s, Annual Employment Survey, 2008
Lifesciences Sector †Enterprise and Research Activity Realising Potential The development of the life sciences sector in the Southeast should be considered in the
s (2009) Health Life sciences in Ireland-An Enterprise Outlook FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL:
Business Environment The region has many of the building blocks in place to attract investment from foreign and
indigenous firms. But as the ways of doing business are changing, so too are the needs of
Ireland†s ambition as outlined in the Smart Economy, the business environment needs to continuously evolve to meet these changing needs †to provide a dynamic environment that is
supportive of early start ups and entrepreneurial activities, that stimulates company engagement in innovation and R&d and that ensures that companies have access to the high
regional stakeholders to act cohesively-in support of key enterprise sectors/activities with potential for growth,
are good examples of where the regional stakeholders have acted collaboratively to achieve certain regional goals-for instance, the co-ordination and roll out of the MANS project, or
the organisation of'Enterprise Week'which is coordinated through the Spirit of Enterprise Forum There is an opportunity through the existing regional authority and/or Spirit of Enterprise
Forum to provide strong leadership and a space for constructive debate on overarching strategic issues, not least the accelerated development of Waterford City as the regional
The regional stakeholders also need to consider the unique urban configuration within the region and how the other strong centres in the Southeast along with the Gateway
Stimulating Entrepreneurship Whereas mobile investment tends to be attracted to the larger urban areas, there is potential within the region to create competitive environments to attract a concentration of new
company start-ups in the hub towns and other locations. As an increasing number of people
face unemployment, many are stimulated to develop their own businesses and consider entrepreneurship as a realistic option.
The region needs to ensure that it facilitates ease of access to the †right†information at the right time
and the local authorities in the region, the enterprise agencies and education institutes can work together to ensure that all the elements are in place and
services such as reception, secretariat, accounting, HR, facilities management etc ï¿Car parking and/or effective public transport networks
Spirit of Enterprise Forum The Spirit of Enterprise Forum is integrated an, interactive group of all interested parties
involved in the promotion and encouragement of enterprise and entrepreneurship in the South -East region.
The Forum recognises that a critical element to the success of the Southeast developing as an entrepreneurial region is to have co-operation, dialogue and common regional
goals with and between the Regional Authority, Enterprise Support Agencies, Higher education Institutions, Primary and Post-Primary Teaching, Research Organisations, Entrepreneurs
and the WIT Centre for Entrepreneurship. The Forum meets every quarter and one of its key
achievements, now in its third year, has been the establishment of a Spirit of Enterprise Week
a week of intensive advice, inspiration and training to stimulate entrepreneurship and business growth, that includes a variety of events that are coordinated throughout the Southeast region
Facilitated networking, introductions and access to shared learning opportunities (e g through business networks, workshops, seminars
The GEM entrepreneurship report contains some positive indicators for the Southeast Region Of particular note is that the region generates the highest rate of early stage
entrepreneurship of all the regions in Ireland23. It is estimated that the rate of new firm formation is second only to Dublin.
harnessing the entrepreneurship capabilities within this cohort to stimulate new business start-ups is required The region has a range of support structures and
services in place for entrepreneurship and business development, including EI, CEBS, SEBIC, SEEPP Local Development Partnerships and the HEIS24.
The Spirit of Enterprise initiative (see box above) is particular to the south-East Region Adopting a cross-regional partnership approach,
the Spirit of Enterprise Forum has co -ordinated a'Make Business Happen'conference and'Enterprise Week'.
'The initiative has introduced a coherent approach to enterprise and entrepreneurship development within the region that can be built upon
Also, Waterford City Development Board along with the enterprise agencies has developed a website to provide a †one-stop†information portal for businesses.
It is a good example of what can be done locally and incorporates an excellent †which agency can help me†chart
SEEPP †Southeast Enterprise Platform Program Ideagen Ideagen is new initiative involving a collaboration between four HEIS in the
Enterprise Forum, in partnership with EI The initiative seeks to stimulate the next wave of research collaborations
ventures with high-growth potential in an open environment FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL:
SOUTHEAST 24 Figure 4 below. Consideration should be given to developing a region-wide approach of this
Map of Enterprise Agencies from †waterfordbusinessinfo. ie†website Enhancing Quality of life The Southeast has many positive quality of life attributes,
its high quality natural environment and the range of very accessible cultural and recreational amenities across the region.
the key considerations from an enterprise development perspective suggest a broadly based interpretation based in the main on inclusiveness and diversity.
However, there are some opportunities for strengthening the quality of life proposition of the region The fragmented and competitive urban structure in the region with the associated lack of
continually enhancing the city's built environment streetscapes, public spaces, transport and communications networks etc. through careful
Innovation is about translating ideas into high-value products and services. There are many sources of innovation, including end customers, firms with complementary products and/or
services, and research institutes Figure 5 †Activities that Stimulate Innovation Source: Based on Edquist (2005) †Systems of Innovation-Perspectives & Challenges†in
Fagerberg et al (2005) The Oxford Handbook of Innovation Provision of R&d & New Knowledge Networking &
Entrepreneurship /Intrapreneurship Customer Demand & Feedback New Market Formation Competence Building Skills and Education Provision of
Consultancy Services Financing & Commercialisation Institutional Supports & Regulation FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL:
SOUTHEAST 26 The entire †innovation system†involves a number of elements, each of which is important in
Innovative thinking and creativity is stimulated in an environment that is dynamic interactive and collaborative ï¿Enablers and supports provided by government facilitate innovation and range from
establishing the †right†fiscal, IP and regulatory environment, to supporting education and training, to providing funding for R&d initiatives
of supports available through the enterprise agencies and elsewhere including company network supports, industry-led research platforms, innovation vouchers, and skillnets
rather than direct competition in the same †spaceâ€), or even a lack of awareness of the
and services they produce, the processes they employ to create them, and the strategies they employ to market and sell.
will also rely on the region†s ability to stimulate entrepreneurship and promote entrepreneurial thinking. The capacity to innovate is at the heart of that ability and the
As in the rest of the economy, the Southeast is facing a major skills deployment issue over
High levels of skills where demand has reduced significantly, and ï¿High levels of skilled unemployed
such as FÃ S and the enterprise support agencies, and other interested stakeholders representing business, local authority and
community interests Skills related labour market interventions at both national and regional level will need to realise the following aims
and in adjacent regions) in producing graduates with enterprise focused skills, oriented towards sectors which are growing
and including UL, FÃ S, Enterprise Ireland IDA the VECS, and the City and County
opportunities across the Midwest. TÃ snua translated as New Start) is a response to the
and other stakeholders. Initiatives such as the North West Cross-Border Workforce Development Forum can be important tools in identifying how
customers, international management, and building new markets, ease of access is paramount (both physical and electronic), regardless of what sector and/or activity a
The opportunity for SMES to improve business productivity, tap into new markets and to innovate in new service delivery
The development agencies contend that the future needs of enterprise require investment in Next Generation Networks and have identified specific targets in their response to
Access to next generation infrastructure and services in all the gateways of at least 12mbps uncontended, symmetric service for premises and homes by 2012
Access to next generation infrastructure and services in all the hubs and county towns of at least 12mbps uncontended, symmetric service for premises and homes by 2015
Rail services in the region are underdeveloped due to a combination of interrelated factors including time-tabling issues, lack of demand and limitations due to existing track
infrastructure. While improvements have been achieved †for example enhanced commuter services to Dublin (from Carlow and Wexford especially) and the introduction of an early
morning service on the Waterford-Dublin inter-city line, services overall remain infrequent and journey times too long
FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST 30 Key enhancements are required in the following areas
Development of freight services in the region, serving port facilities at Waterford and Rosslare Air
on developing services to the UK and to Europe. The airport also carries out a wide range of
Waterford Airport can play an important role in offering alternative and convenient services to business travellers into the UK and other European Hubs,
Future expansion of services will require implementation of critically important infrastructure developments including a runway extension to
development of tourism-related opportunities will require a specific focus-in conjunction with Fáilte Ireland and other relevant stakeholders
Utilities Electricity According to Eirgrid, the national electricity infrastructure provider, electricity demand in the Southeast is expected to increase by over 45%by 2025.
To facilitate this demand, Eirgrid has suggested that the following investments in the South-East†s electricity grid are
necessary ï¿An investment of approximately â 830m to upgrade approximately 490 km of the
existing network and to build new infrastructure 27 Iarnrã d à ireann have announced recently the commencement at the end of November 2009 of a new
express train from Waterford City to Dublin (Monday to Saturday) departing at 7: 10am and arriving in
minutes on existing services due to operational improvements arising from introduction of new fleet 28 BMW Regional Assembly (2009) Maximising the Economic Impact of Airports in the BMW Region
Substantial investment in the region†s water and waste water infrastructure has been undertaken in recent years through the individual local authorities.
Continued investment in water services under the current NDP aims to address remaining capacity shortages
In the recent Forfã¡s (2008) assessment of water and waste water services from an enterprise
perspective, a number of issues were highlighted for the Southeast, including an insufficiency of water treatment capacity in Waterford as of 2008,
s (2008) Assessment of Water and Waste Water Services for Enterprise FORFÃ S REGIONAL COMPETITIVENESS AGENDA:
Many of the suggested actions below will serve to address a number of the opportunities and
level, with the relevant regional stakeholders acting collaboratively, and others that require a national response.
to initiate and support enterprise related regionally based initiatives The following are considered priority areas for action in relation to the Southeast
Business models are being transformed whereby open innovation (across companies) is becoming a reality; smaller technology intensive companies have a range of options for targeting their end customers
including entering into licensing and/or revenue sharing arrangements with larger global companies. As companies increasingly network, the enterprise development agencies in the
Southeast can also enhance their collaborative actions to facilitate companies in this environment ï¿The enterprise development focused Spirit of Enterprise Forum is a significant initiative
with potential to provide leadership and a cohesive approach to supporting enterprise development in the region.
The Forum can be the vehicle to drive many of the priority actions set out here
ï¿Ongoing and structured communications between the enterprise agencies and the HEIS in terms of innovation, technology transfer, skills needs etc) is required †focused on a
clear agenda, objectives and actions ï¿Working across the community of multinational and indigenous firms, the agencies can
there are opportunities for convergence (e g. medical devices and ICT; agribusiness and environment/life sciences), working with the relevant industry associations and the
HEIS ï¿Promote interaction between indigenous SMES and MNCS in the region-for example include relevant indigenous companies as demonstration sites on inward investment
itineraries and encourage joint overseas and indigenous company participation in trade missions ï¿Further engagement will be required to advance specific actions to achieve the
potential of opportunity sectors in the region. The formation of small, sectorally focused teams under a regional umbrella-possibly the Spirit of Enterprise Forum-to
further explore specific opportunities in identified sectors could be most effective Building Innovative Capacity It is important that a broadly based approach to supporting innovation is adapted to reflect
its diverse nature and sources; specific actions may include the following ï¿Encourage an innovative mindset in the region through the promotion of examples of
and stimulate innovative practices in business-facing services Development Agencies, Local authorities ï¿Consider how best to enable companies to access technologies and research from HEIS
Stimulating Entrepreneurship The relatively high level of early stage entrepreneurial activity in the Southeast offers
potential for future enterprise growth in the region and needs to be nurtured in a supportive
environment ï¿Provide clarity on the availability of business supports to potential entrepreneurs, the role of each regionally based agency and key contacts
potential business start-up opportunities and to further develop innovative and entrepreneurial capacity (e g. IP negotiations, developing business plans, identification
of sources of finance, mentoring ï¿Recognising the resources of potential entrepreneurs from the farming community, and
given the business opportunities that are arising in the agribusiness/environmental sectors, ensure optimal co-ordination of supports from relevant agencies such as
required †through collaborative actions (enterprise agencies, industry & HEIS), course development etc ï¿Develop a specific collaborative regional initiative on upskilling and reskilling
High quality and pervasive broadband is a fundamental enterprise and quality of life requirement. National efforts will have to be made to overcome these issues in the
earliest opportunity ï¿N11 (Arklow/Rathnew; Enniscorthy Bypass ï¿N25 (New Ross Bypass ï¿N24 (various improvement schemes along N24 route) 30
Continue with planned investments in water and waste water infrastructure to ensure forecast deficits in key centres do not arise
minutes on existing services due to operational improvements arising from introduction of new fleet FORFÃ S REGIONAL COMPETITIVENESS AGENDA:
Existing Enterprise Agencies, Initiatives and Supports32 The enterprise development agencies play a key role in stimulating the development of new
businesses, facilitating the expansion of existing companies, and targeting new foreign direct investment through a broad range of initiatives.
In conjunction with Forfã¡s they influence policy by providing on-the-ground information about the real issues facing business (in areas
such as infrastructures, education and regulatory environment The agencies work together to market and promote Ireland internationally as a †good place to
Enterprise Ireland Enterprise Ireland†s core objective is to drive export growth by creating and growing
internationally competitive businesses and facilitating entrepreneurship throughout the country. They have offices and representatives established in a range of locations throughout
the country and their regional headquarters is based in Shannon. They also have a range of
Stimulate and support entrepreneurship ï¿Stimulate investment in R&d and innovation †through financial supports, Intellectual
Property advice, Techsource (technology acquisition ï¿Support company expansions and investment in capital and productivity initiatives
ï¿Provide supports for training and management development ï¿Facilitate companies to participate in trade missions across the world,
Enterprise Ireland Activity in the Southeast Region The Enterprise Ireland client base in the Southeast (in 2008) employs over 17,000 people
accounts for approximately 8%of total employment in the region, and is dominated by firms 32 This overview represents a selection of existing agencies,
Enterprise Ireland has supported the development of 15 Community Enterprise Centres across the region, with one in Carlow, two in Kilkenny, seven in Waterford, three in Wexford and
for established and nascent entrepreneurs about EI and other enterprise supports at a local level.
IDA is responsible for the attraction and development of foreign investment in Ireland. It is focused on securing investment from new and existing clients in the areas Of high End
Rubber and Plastic Products 3 %Nonmetallic Mineral Products 13 %Basic and Fabricated Metal Products 13
9%ICT Services 3 %Business and Other Services 5 %Food, Drink, Agri 38 %Wood and Wood
Products 3 %Chemicals and Chemical Products 2 %FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST
Manufacturing, Global Services and Research, Development and Innovation. Key sectors include Life sciences, ICT, Engineering, Financial services, International Services, Digital
Media and Consumer Brands. The IDA is focused also on emerging areas such as Clean Technology, Convergence and Services Innovation-areas that offer exciting new investment
opportunities The IDA attracts overseas and inward investment by ï¿Focusing on business sectors that are matched closely with the emerging needs of the
economy and that can operate competitively in global markets from an Irish base ï¿Building links between international businesses and third level education, academic and
research centres to ensure the necessary skills and research and development capabilities are in place ï¿Pursuing Ireland†s policy of becoming a knowledge-based economy by actively building
world-leading clusters of knowledge-based activities ï¿Compiling up-to-date statistics and facts for research into industry, the economy and
foreign direct investment in Ireland The IDA also provides serviced sites, preplanning approval and buildings (buildings are
provided by the private sector on IDA serviced sites. The IDA is developing a limited number
of larger scale strategic sites that are intended to service utility intensive enterprise activity e g. bio/pharma manufacturing, data intensive services
Recent major IDA project announcements in the Southeast region Company Sector/Activity Estimated Job Numbers
Glaxosmithkline Pharma 50 Merck Carlow Pharma 170 Servier Pharma 155 Merck Clonmel Pharma 120 Genzyme Bio Tech 170
Equifax ICT Services 180 Citi Financial services 250 Unum Software 200 Coca cola Beverages 100 FORFÃ S REGIONAL COMPETITIVENESS AGENDA:
for attracting high value foreign direct investment to the region based on its particular strengths and competencies and leveraging complementary strengths and competencies in
economic mission seeks to encourage new investment and employment opportunities in Gaeltacht areas The Gaeltacht covers parts of counties Donegal, Mayo, Galway and Kerry †along the western
%ICT Services 10 %Financial services 6 %Wood and Wood Products 3 %FORFÃ S REGIONAL COMPETITIVENESS AGENDA:
Attracting high value investments (especially in high technology services), both indigenous and from overseas, to the Gaeltacht
Providing attractive property solutions for enterprise development in the Gaeltacht ï¿Working to upgrade services and infrastructure (physical access and
telecommunications) †especially where Industrial Estates and Business Parks are located ï¿Initiatives to strengthen the competencies and qualifications of the workforce
Initiatives in support of entrepreneurship and early stage start-up companies, including provision of incubation facilities
In providing supports to both FDI and indigenous enterprise investments, Ã darã¡s operates within the same regional aid framework as EI and IDA and offers a similar suite of supports to
enterprise as the other national agencies, in some instances effectively acting as an †agentâ€
more recent Enterprise Stabilisation Fund Science Foundation Ireland Science Foundation Ireland (SFI) is the state agency that promotes investment in basic
research, particularly in the science and engineering that underpin the fields of biotechnology, information and communications technologies (ICT), and energy efficient
nationally significant economic importance through strategic investments in the people, ideas and partnerships essential to outstanding research in strategic areas. †Specific functions in
City and County Enterprise Boards (CEBS The Southeast has six CEBS. The CEBS support the start-up & development of local business in
Through the CEB Co-ordination Unit based in Enterprise Ireland regional headquarters in Shannon the CEBS are developing a closer working relationship with Enterprise Ireland
through for example the extension of the EI First Flight Programme to eligible CEB clients ready to begin exporting or already exporting overseas and the Enterprisestart initiative
Inclusion programme and LEADER and they provide a range of enterprise supports to SMES and
These goals cover areas such as services for jobseekers and the unemployed, workforce development, labour market policy, social
Secondly, it supports enterprise development in Irish tourism, promoting best practice in operations, quality and standards and facilitating investment in tourism infrastructure
Thirdly, it builds human resource capability in the industry, investing in training provision and standards across the publicly supported educational system, through a training network of
Regional support for people and enterprises is provided at a local level through the office of
region is to liaise with Industry stakeholders to provide support in developing businesses capability and standards to support business goals, service standards, profitability and long
They primarily facilitate an enterprise-led approach to training and development and also aim to address the lack of investment in Human Resource
Development by business by tackling some of the real and perceived barriers to training Skillnets is funded under the National Training Fund through the Department of Enterprise
Trade and Employment FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL: SOUTHEAST 43 Appendix 2 IDA Business & Technological Parks
It is key to stimulating enterprise investment, concentration and well-planned structured growth within a region
including a services infrastructure to suit both manufacturing and international services sectors. There is also a fully operational crã che facility
international services clients. Wexford town is situated 144km south of Dublin and 70km from Waterford Regional Airport
available) and Greenfield sites to suit both manufacturing and international services sectors Belview and Knockhouse Strategic Sites
All main services are in the immediate vicinity FORFÃ S REGIONAL COMPETITIVENESS AGENDA: REALISING POTENTIAL:
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