Synopsis: Entrepreneurship:

Social Innovation Whitepaper Social Innovation to answer Society†s Challenges  2014 Frost & Sullivan www. frost. com2

2. THE SOCIAL INNOVATION OPPORTUNITY...13 A. SO WHAT IS SOCIAL INNOVATION?..13 B. HOW BIG IS THE OPPORTUNITY?..

14 C. WHAT DOES IT TAKE TO DELIVER IT?..16 I. COMPANY VISION/ETHOS...17 II.

EFFECTIVE STAKEHOLDER MANAGEMENT...18 IV. COLLABORATION...18 V. CONVERGENCE AND INTEGRATION...19 D. WHO ARE THE STAKEHOLDERS?..

19 3. THE AREAS THAT ARE POISED FOR GROWTH...20 4. CONCLUSION...21 Social Innovation to answer Society†s Challenges

asymmetry, and new business models that threaten to disrupt or even collapse individual companies or even entire industries, leaders find it

in urban environments entirely dependent on vulnerable power grids? In Transport, will we empower our increasingly urbanised global population

human and society challenges, with new business models, products and services that make sense for corporations and benefit each global citizen

B. TOP 12 GLOBAL MEGA TRENDS The best way to plot the course for this future innovation need is to star t

and opportunities for society as a whole BRICS=Brazil, Russia, India, China, and South africa; Gen Y=Generation Y

world with their far-reaching impacts on businesses, societies, economies cultures, and personal lives Mega Trend Impact on Society

$2. 2 trillion opportunity in 2020 Bricks and Clicks In the US alone, on-line retail sales will rise from 4%in 2011 to 18%by 2020

investment and government support Smart is the New Green Smart products with intelligent sensing technology are being integrated with

environments, optimizing operations, and improving efficiency. We will see over 15 smart global cities in 2020 and 26 by 2025

empowerment will usher in new opportunities, signalling the advent of customized applications and innovative technologies. Geo socialization will result

Next-generation business models are reshaping the landscape of the business environment. The â€oevalue for Many†concept implies producing

and selling to mass markets in developing countries or leveraging the market globally for maximum value delivery

artificial intelligence, will open new business models and opportunities for growth. Future convergence will be defined as convergence of products (Eg

Companies will now look at new economies â€oebeyond BRIC€ and new hotspots for their business operations

need for sustainability and efficiency means massive innovation opportunities are opening for the deployment of smart technology for energy management

expectations and basic needs, we can quickly see huge opportunities for innovation to meet these societal challenges.

the need for business model innovation and-in par ticular-the need to harmonise multiple types of innovation to address complex and interlinked

Meanwhile, developing economies will contribute around 65%to 70%of global growth in the next 10 years and the 40 largest urban Mega Regions

will account for 66%of global economic activity and about 85%of global technological and scientific innovation

investment with each city becoming a unique customer with untapped opportunities in key industries such as mobility.

Par tnerships between city governments, solution providers (businesses), and academia will become the working model for most future city projects.

Green products and services will be enhanced increasingly or even replaced by smar t products and services, with intelligent sensing

technology and internet connectivity driving better optimisation. Enabled by the internet of things (Iot), machine to machine (M2m) communication

and over 80 billion connected devices globally, digital intelligence will be the key driver of efficiency and sustainability across a vast array of

Smart Governance, Transportation and Smart Energy driving investment growth in this space The pace of smart city market development will depend on how quickly

Powering the global economic growth, urbanisation and expanding populations in a sustainable manner is one of the biggest challenges and

and business models for the future, including resurgence in nuclear power, newly exploited fuels such as shale gas and

Gas has become a game changer for the world†s energy demands and has increased the outlook for production across a wide variety of industries

from railroads, shipping, local economies, and farming. In the US for example, shale gas will increase from 22.8%in 2010 to 46%in 2035 in the

to present significant opportunities for players that can successfully address the dominant issues of safety and security

and manage demand more effectively which results in cleaner, reliable and smarter energy With these possibilities in mind, the European union (EU) is currently

With smarter energy services, smart buildings and homes will become a mainstream reality in 2 to 3 years, driven by the convergence of green and

smart technology and the deployment of service-based business models based on energy savings The creation of such smar t buildings with energy management systems

models of the future which will lead to new mobility business models and some exciting new products and solutions.

services such as multi-modal mobility are already available in an effor t to tackle the urbanisation challenges of congestion and pollution

Therefore, companies that look at cities as customers and position themselves as par tners and solution providers to cities will benefit from

new business and investment opportunities. Concepts like bike and car sharing, integrated door-to-door transport solutions, inter-modality, smart

The role of technology will increase in delivering smart mobility services as we see more intelligent transport networks, integrated fare structures

For example, built-in mobile hotspots will enable services such as internet radio, video streaming, web browsing and access to

be a driver of economic growth. In fact, investments in high speed rail have been estimated to have potential to add 2 to 3%to countries†GDP

growth through wealth and job creation. It will also augment growth in multi-modal freight logistics offering what is essentially a more sustainable

provision environments, the developing regions will drive new business models tailored to meeting specific patient needs in novel and cost

means defining both the opportunities for future advancement, and also the social challenges they will present

opportunity for our growing cities to operate far more efficiently than they do today using interconnected sensors and data analytics;

smart grids and demand response to tackle our need to use energy more efficiently Put simply, the Social Innovators will be those that can directly address the

stakeholders in our global future In the second half of this Whitepaper we will go on to define Social

surrounding the size of the Social Innovation opportunity, what it takes to deliver it successfully, the business models of the future, the stakeholders

and the areas and sectors that are poised for the highest growth 3 Power Patients proactively make use of Google

2. THE SOCIAL INNOVATION OPPORTUNITY A. SO WHAT IS SOCIAL INNOVATION The global imperative to innovate

has many stakeholders †companies, social enterprises, governments NGOS, charities and public sector organisations to name but a few.

par ticular focus on education, entrepreneurship and health Meanwhile other interpretations focus more on the business value of

markets with profitable business models. A number of companies have developed multiple products and solutions around this theme of growth

solutions driven by the †value-for-many†business model to bring affordable essentials to par ts of society that would traditionally not be able to afford

and business models including finance. †Social Innovation to answer Society†s Challenges  2014 Frost & Sullivan www. frost. com14

This is done through communication with stakeholders and integrating those expectations into its management and business value creation with a strong focus on technology deployment and

innovation to answer the challenges of society. It is committed to sustainable and profitable growth while delivering solutions that address

products and business models, including finance. Sectors that were seen as separated in the past are converging into new products and services

to provide innovations that will help provide breakthrough changes for society In our definition of Social Innovation, Frost & Sullivan believes it is this key

new business models to bring about real positive change to the lives of individuals and societies, delivering shared value,

B. HOW BIG IS THE OPPORTUNITY Many observers are reluctant to put a financial value to the Social

have seen in the past, these levels of growth bring both huge opportunities and multiple challenges for society.

multiple stakeholders, the initiative focuses on energy and transportation infrastructure and the application of autonomous

opportunity to drive growth, transformation and societal impact in these industries, the success will be driven by technology deployment

information analytics, new business models and integrated service-oriented solutions In our research to size the global Social Innovation opportunity, Frost &

Sullivan has quantified Social Innovation as accounting for around 5%of the $40 trillion that these industries contribute to GDP in 2020.

Innovation investment need of over $2 trillion in 2020 alone †a significant economic opportunity from even a conservative angle

But new challenges require new measurements, and the future will require new ways of quantifying Social Innovation in addition to measuring market

environment, more time, less stress, and more safety to the end-user. This is what will really tip the scales in favour of Social Innovation †when

New Business models in Traditional Industries â€oehitachi brings the service based Train concept to drive business model innovation in

the rail industry†Hitachi has won a landmark project in the UK to deliver rolling stock and maintenance

services to the Intercity Express Programme (IEP) for 27.5 years. The vision is to transform a rolling stock

investment The project includes a total of 866 railway cars (electric and bi-mode) using proven

environment; less energy use and track damage; greater safety; and TSI (and RGS compliance To drive its UK and

environment and society, they will see the value of investing in it This is where the profitable growth will come for those companies that

information, infrastructure, technology and new business models. And this is all with the backdrop of a $2 trillion Social Innovation opportunity

C. WHAT DOES IT TAKE TO DELIVER IT Under the definition that Social Innovation aims to achieve a sustainable

to build human and social capital. The key characteristics of delivering Social Innovation include the co-ordination and mediation between the

different groups of stakeholders involved. There is also increased involve -ment from the society (users, patients, citizens etc.

Innovation opportunity by 2020†3. Live Example Innovative Delivery Models â€oethe Coca-cola Approach to Delivering Essential Medicine

create the same demand and value that consumers wanted from Coca-cola. By collaborating with local

The B2s perspective is created by a complete stakeholder focus and is a core element of Social Innovation.

environment, business ethics, etc. more than the traditional factors such as purely maximising profit, benefits and experience.

Future-thinking companies are going to orient themselves more towards the B2s model Business models which are scalable, replicable and cost effective because

of existing distribution network and structures are also advantageous in creating successful B2s outcomes. Likewise the focus on †value for manyâ€

EFFECTIVE STAKEHOLDER MANAGEMENT The long-term success of Social Innovation lies with the proactive engagement of local stakeholders and beneficiaries.

Crucial to this success is the ability to understand the local impact of global mega trends and

models tend to involve multiple stakeholder groups and the successful social innovators will be those that can bring integrated solutions to deliver

clear value and benefits to the multiple interconnected local stakeholders Successful Social Innovations tend to occur within a cross sector context

where different stakeholders from different sectors of society, government or industry work together towards common goals and hence share

collaborative working between the multiple stakeholders. Projects are often large and complex, meaning that smooth delivery of innovative

There are also many emerging opportunities for IT and mobile services m-services) to play a role in collaboration by enabling stakeholders to

work competently, effectively and efficiently, with par tners, anytime and anywhere. The trend is towards a business environment in which

communications †both real-time and non-real time †are integrated to optimise stakeholder processes and increase productivity

One example is Cisco and Schlumberger who have worked together to develop a †First Mile Wireless for Drilling (FMWD€) solution for the oil and

gas industry to enable full collaboration and data sharing to deliver joint service. Another is †Nemid††a unique digital identity developed for

Danish citizens to access government services and private services such as internet banking and postal services

many†business models, which in turn play a significant role in the emerging Business to Society (B2s) model

business model is an excellent example of this, which uses collective bargaining over the internet to bring down the

prices of services, thereby offering unmatched discount deals in the market for everyone Another popular †value for

many†business model is that of sharing and renting. Car sharing schemes such as Zipcar and other sharing

business models such as Parkatmyhouse. com help people find and rent cars and assets at an affordable rate

many†business models are increasingly encouraging individuals to radically prioritise access over ownership, and choose sharing, renting, swapping

circular economy where there is no wastage and every product and service is reusable Social Innovation to answer Society†s Challenges

D. WHO ARE THE STAKEHOLDERS Social Innovation at its best delivers value to the full spectrum of

stakeholders: Positive transformational change to communities; accelerated advancement for Governments; enhanced efficiency and sustainability to

Key Stakeholders for Social Innovation â€oeability to deliver integrated, converged and connected solutions is a critical

economic growth Communities Communities/users /patients/citizens: increased ownership, engagement and interest Corporations Looking at long-run

Multi-Stakeholder Models â€oeclinics Set up Overseas Using NHS Brand †The Department of health DH) and the UK Trade and

Investment department (UKTI have put together a scheme where the NHS establishes overseas clinics Moorfields Eye Hospital

already profits from running clinics in the middle East, an example the government thinks the NHS could follow

•Extra investments generated outside the UK to improve services at local hospitals in the UK

•New forms of care delivery Patients will receive NHS standard healthcare services outside the UK

Government •NHS reputation can help generate extra income abroad Profit making hospital branches •Revenues can help close the NHS

funding gap Solution Provider •Opportunity for the NHS brand to use its expertise to sell services

outside the UK Corporations •Expansion of the private health sector to provide universal and

affordable access creates opportunities for companies in India, China and other growing economies Source Frost & Sullivan

Source: Frost & Sullivan Social Innovation to answer Society†s Challenges  2014 Frost & Sullivan www. frost. com20

Examples of Government Initiatives in Specific Regions & Countries 3. THE AREAS THAT ARE POISED FOR GROWTH

So where is need the †and hence the opportunity †most compelling The simple answer is wherever society†s challenges are converging and can

investment from cure to prevention and diagnostics in healthcare o There is a need to deliver value for many through new business models

such as mobility solutions like car sharing that prioritise access over ownership; or Xaas †anything as a service †models that are

another for investment and business o There is an opportunity for technology convergence (such as digital intelligence, internet of everything and data analytics in buildings, homes

grids, water networks, hospitals, cities, factories and transport systems 6. Live Example Sustainability, Industrial Growth & Urban

opportunity for innovative solutions to support industrial growth while improving the quality of life for citizens. In

The WPA business model allows the consortium to own operate and maintain all water infrastructure and allows

High Growth Opportunity Areas for Social Innovation â€oeopportunities will be greatest for companies that can bring together

meet growing human challenges, with new business models, products and services that make sense for corporations and benefit each global citizen

In this paper, we have explored how Social Innovation answers this question across the massive industries such as Healthcare, Energy

Transportation, and ICT, through new business models, superior products and novel services aligned with the key mega trends driving the future

We have explored how Social Innovation is positioned ideally to meet the rapidly changing core needs of both individual citizens and whole societies

business models, integrating superior products and creative services into total solutions as a service. This new breed of innovators will also strike

a balance between profit for stakeholders and improved lives for individual citizens, focusing on progress both for business and our global society.

hear t through Social Innovation †a $2 trillion opportunity by 2020 Social Innovation to answer Society†s Challenges

emerging businesses and the investment community from more than 40 offices on six continents. To join our Growth Par tnership,

innovation that addresses the global challenges and related growth opportunities that will make orbreak today†s market participants.

Global 1000, emerging businesses, the public sector and the investment community. Is your organization prepared for the next profound wave of industry convergence, disruptive technologies, increasingcompetitive

intensity, Mega Trends, breakthrough best practices, changing customer dynamics and emerging economies For information regarding permission, write

Joint Committee on Jobs, Enterprise and Innovation Straitã is Forbartha Eacnamaã ochta an Oirdheiscirt 2013-2023

Plant the SEEDS †Grow the Economy JEI ***Table of contents Acknowledgments 5 Chairman†s Foreword 7

3. 3 Fostering FDI growth and developing an enterprise environment 64 3. 4 Supporting the SME Sector 70

4. 4 Financial and International Trading Services 85 4. 5 Bio Technology and the Green Economy 87

4. 6 Creative Industries and the ICT sector 90 4. 7 Social Economy and Economic Self reliance 95

5. Appendices 101 5. 1 Membership of the Joint Committee 101 5. 2 List of consultation meetings and submissions 102

In September 2012, on foot of a proposal from Senator David Cullinane, the Joint Committee on Jobs, Enterprise and Innovation agreed to appoint Senator Cullinane as a rapporteur for the Committee in the preparation of a report on the development of a strategy

State Agencies and stakeholders to monitoring the progress being made on the ongoing implementation of the recommendations contained in this report as well as other policy initiatives

Joint Committee on Jobs, Enterprise and Innovation September 2013 Rapporteur†s Introduction (Senator David Cullinane

and thank the members of the Joint Committee on Jobs, Enterprise and Innovation for their support and input into the preparation of this report.

It is hoped that this strategy will build on the work of the Minister for Jobs, Enterprise and Innovation,

The region is placed well in the areas of Health, Life sciences & Medical Devices, Financial & Internationally Traded Services, Tourism, Culture & the Arts, Agribusiness, Food Production & Technology, Engineering, Mobile Technologies, Software

Development & Digital Media and Biotechnology & the Green Economy We need a joining up of local and national policy.

and that brings together representatives of the key stakeholders, with clear lines of work through subcommittee structures

innovation and entrepreneurship and allow the region to flourish and grow 1 Executive Summary 1. 1 Introduction and rationale for the report

This Action Plan arises from the Joint Committee on Jobs Enterprise and Innovation, whose members agreed in October 2012 that the unemployment crisis in the Southeast Region merits particular attention.

While geographic inequalities in the economy are recognised by the State; there is a continued prioritisation of the urban centres.

and grow the regional economy Stakeholder consultation meetings were held in each of the five counties.

The Joint Committee invited key witnesses from the region to a special sitting of the committee to discuss specific solutions

and interventions necessary to help grow the regional economy The report is divided into five chapters, an executive summary, a profile of the Southeast, key development areas,

This report placed a particular emphasis on adding to the sum of research that already exists by consulting directly with the widest possible range of stakeholders in the region

and opportunities that exist in the Southeast and inform the short, medium, and long-term proposals that form the basis of this Economic Development Strategy

These involve policy support at local, regional and national level and varying levels of State investment in both the short and long term.

For the Southeast to succeed in generating economic growth and creating employment, a sense of shared purpose to create real regional cohesion is a prerequisite.

Implementation of a long term Economic Development Strategy for the Southeast that supports a new model for the region based on sustainability, meeting the needs of enterprise, an alignment of national,

To ensure that the Southeast has at least the same IDA Investment Aid as the BMW region as part of the Regional Aid Guidelines for 2014 †2020

Investment in the roll out of Dark Fibre Network (Broadband) in the region Investment in the regional Airport to allow for expansion of the runway and the opening of opportunities to access new markets and supporting growth in tourism

Supporting tourism as a key driver of economic growth through a coordinated and integrated regional strategy and the development of a strategic tourism vision

The Development of the Southeast as a world leader in Food including production, processing, ingredients and technology.

business and entrepreneurship producing industry-ready graduates and new innovation models that drive the economic development of the region

Create greater awareness of skills development and learning opportunities in the region through local information campaigns, open days and exhibitions

Create greater opportunities for engagement with employers in the important areas of training, re-skilling and up-skilling

The development of a pilot strategy in the region to ensure a greater emphasis on Creativity, Innovation and Entrepreneurship in secondary schools through competitions and enterprise modules

The development of a second level schools programme focused on developing social enterprise projects and link to the existing School Enterprise Programme

Infrastructural development Key Proposals The development of a regional Transport Hub that aligns road, rail and port infrastructure,

providing appropriate broadband requirements allowing for enterprise development and expansion at the site The development of Dunmore East Harbour and Port, Kilmore Quay and Helvick Harbour to support the fishing industry

The IDA to secure provision of new Foreign Direct Investment (FDI) and high value jobs to the region through increased site visits, marketing, branding and enabling clustering of industries

and property solutions to support the development of key sectors such as Agribusiness, ICT, Life-sciences and Internationally traded services

To ensure that the Southeast has at least the same IDA Investment Aid as the BMW region as part of the Regional Aid Guidelines for 2014 †2020

Developing an Enterprise Environment Key Proposals The development of a Marketing Programme for Waterford and Rosslare Ports

Supporting expanding the role of Local Enterprise Offices (LEOS) to include businesses with more than 10 employees

and to take in tourism and food enterprises in line with regional enterprise strategies Development of a regional strategy aimed at getting more women into business,

Supporting the Small and Medium Enterprise (SME) Sector Key Proposals A government initiative to prioritise job retention through a job retention fund

Examine the use of tax credits for multinational corporations which source locally produced materials as opposed to importing to increase spin out opportunities in the SME sector in the region,

The continued support of the Import X initiative of the Enterprise Boards of the Southeast which help substitute domestic goods or services for imported ones

Prioritise the review of the prompt payments legislation as called for by Irish Small and Medium Enterprises (ISME

The development of a strategy to position the Southeast to take advantage of targets envisaged in Harvest 2020 with an emphasis on milk expansion, beef expansion, Food SME expansion and increased direct labour opportunities

The development of a Science Group (Department of agriculture, Department of the Environment, Local authorities, Teagasc, Environmental protection agency (EPA), Water catchment region, Irish Water and Waterford and Carlow Institutes) to ensure full compliance

and measuring the economic value of festivals and tourism generally To develop Eco-tourism in the region and specifically the opening and operation of the world class Mount Congreve gardens as a major tourist attraction

A strategy to assist companies in the life sciences sector in dealing with such challenges as expiry of patents, the costs of Research and development, global over-capacity in some areas and greater competition from Asia and the Far east

Support stronger linkages between third level institutes and enterprises in this sector such as the Pharmaceutical and Molecular Biotechnology Research Centre (PMBRC), Carlow Institute of technologies Industrial Design and Product Development

Financial and Internationally Traded Services Key Proposals Development of a Regional High Level CEO Group in the sector, led by the financial services sector and supported by the IDA and local authorities through the Socio Economic Committees

and enterprises in this sector and the existing third level institutes to ensure suitable course development and a steady supply of appropriately skilled graduates

Bio Technology and the Green Economy Key Proposals Develop a green economic strategy for the Southeast region,

to explore enterprise opportunities in green services, renewable energy and clean-tech industries Support the development of a regional renewable energy cluster policy to make recommendations on the requirements of third and fourth level institutes, research and development agencies and infrastructural requirements

Develop a regional branding and strategy and market the Southeast as a Green Economy region with support from Government departments and relevant agencies

An investment in wind power industry and wave energy to take advantage of the regions geographical strengths

new business start-ups and entrepreneurship arising out of the third level sector The development of a creative industries plan supported by Enterprise Ireland, the Business and Innovation Centre, County and City Enterprise Boards and the third level sector in the region

Such a plan would include specific targets for growing employment in key sectors such as digital media, gaming, mobile technologies and ICT in health care, agribusiness and eco-innovation well as goals

A regional plan aimed at getting businesses online by matching local businesses with local web designers to develop sophisticated online business presences that move beyond a static website to ones that are interactive with potential customers,

Targets set to bring more creative clusters to the Southeast allowing entrepreneurs to share the costs of office space as well as creating a communal creative environment

A regional focus on the Enterprise Ireland (EI) Competitive Start Fund, targeting new local enterprises to apply for this funding and business aid

A bridging of potential skills gaps in the creative sector at both undergraduate and post graduate levels

Social Economy and Economic Self reliance Key Proposals The development of a pilot †Programme for Economic Self Reliance†in the region whose aim would be to create ten jobs in every community and a regional network of micro-economies

The Southeast Economic Development Forum should establish a sub group tasked with mobilising and coordinating the resources available, pilot a variety of enterprise projects across the five counties for replication across the region,

remove barriers to progress, establish a culture of shared learning and of best practice and foster linkages with third level institutes and the sector

The holding of information sessions in each county in the region to build awareness of the social economy and social enterprises

The development of a pilot Social Enterprise Business Training Programme for community groups in the region

Jobs, Enterprise and Innovation; Environment, Community and Local government; and Social Protection in partnership with local government.

It would drive and implement an integrated regional strategy, although all government departments would input the forum†s work as required

Jobs, Enterprise and Innovation; Environment, Community and Local government and a senior regional Seirbhã sã Oideachais Leanunaigh agus Scileanna (SOLAS) representative through the Department of Social Protection

The proposed forum would take in senior representatives from the IDA and Enterprise Ireland, the Institutes of Technology,

and City and County Managers and local government more generally In order to prevent the forum from becoming unwieldy,

Align the services, policies and plans of all agencies and service-providers to such a strategy and a joining of national, regional and local policy

Regional and sub-regional job creation targets to be set for Enterprise Ireland, the IDA and other Enterprise Support Agencies

Financial and Internationally Traded Services Mobile Technologies, Software Development and Digital Media Bio Technology and the Green Economy

2. Profile of the Southeast †Strengths and Weaknesses The Southeast Regional area comprises the following units of primary local government:

and priorities for regional enterprise development DKM Economic Consultants. An Economic Profile of Carlow, February 2009.

However during the most recent economic downturn the region has seen a significant drop in construction and manufacturing.

The region is performing well in areas such as Life sciences, Medical Devices, Finance and Internationally Traded Services and Engineering

but is the region with the lowest employment in the Services sector The Southeast (22.7%)had the second-highest highest percentage of persons employed in Industry

•ICT services industries These growth sectors are owned dominated by foreign firms. footnoteref: 13 13: Source::

This underpins the need for a national and regional focus on economic development and enterprise support

A recurring theme across the consultation meetings that inform this document is the vital role of education in building the economy

/Of importance will be the role of third level educational providers in the region in producing graduates with enterprise focused skills,

ITC Institutional Review 2005 †2010/Personal communication Carlow ITC LIT Tipperary (formerly Tipperary Institute

Built Environment, Business & Humanities, Science, Engineering, & IT University of the Southeast The creation of a Technological University of the Southeast is a key requirement for the economic development and enhancement of the human capital capacity of the Southeast.

A Technological University must conduct its activities as part of the global community supporting the flow of people, ideas and business into the Region.

The Need for an Open Innovation Model to drive economic development in the Southeast June 2013 presented by Willie Donnelly WIT to the Joint Oireachtas Committee on Jobs, Enterprise and Innovation

s report highlighted Waterford IT€ s relative strength among ITS nationally in terms of enterprise-relevant skills development, research and linkages

The re-designation of these ITS as a technological university will greatly enhance the attractiveness of the region for inward investment

Government investment in science and technology mostly goes to universities and the resultant high-potential start-ups stay near the universities

Waterford City and County Councils point out that numerous reports published regarding the re-designation of WIT as a university have highlighted that this deficit in infrastructureâ impacts negatively on the region†s economy.

and to retain them in the local economy and also the ability of WIT to attract R&d funding

and early-stage ventures with the support needed to achieve success in national and international markets

and grounded in enterprise and embedded in the needs of the community. It would have the autonomy

and to make the necessary targeted investment to support a ten-year regional economic development plan

A technological university must build on the strengths of the region and support economic development in key target areas such as Health, Life sciences and Medical Devices, Financial and International Trading Services, Tourism, Arts

and Bio Technology and the Green Economy Improving Educational Attainment In the consultations, WIT€ s Dr. à heagartaigh spoke to changing the culture of the region

A strong, sustainable FET sector has the potential to offer vocational and practical skills opportunities †to develop practical accreditation in an area, to reskill,

In an environment where educational attainment is low, the Further Education sector can provide an ideal stepping stone to a learner, with the potential of supporting them from a low skills level right up through the qualifications system

Learning opportunities should, where possible, include practical, work experience opportunities Collaboration between providers will likewise result in better outcomes for learners.

The PA Consulting report on the first round of Labour market Activation Measures found that the most successful projects were those with a high level of collaboration.

Create greater awareness of skills development and learning opportunities in the area This is particularly important

when the services are in a State of flux with FÃ S training services and former VEC activities now moving under the remit of new ETBS.

Likewise, there may be low levels of awareness about the role and function of the new Intreo services.

An information campaign locally could highlight the range of further education and training opportunities in the area and who to contact.

Past consultations with learners and feedback through AONTAS Information Referral Service highlights the need for greater levels of awareness about training and education opportunities for adults

Create greater opportunities for engagement with employers Under the new legislation, each ETB will have an employer†s representative.

where opportunities are established for employers locally to engage with all education stakeholders (from primary right through to FET and third level

St Catherine†s Community Services Centre in Carlow highlighted the importance of this work for vulnerable and disadvantaged people.

or accessing educational opportunities It would make sense to develop a single best practise pre-development

and appropriate activation measures to address the unacceptable low literacy levels in Irish society is cost-effective to the individual, their family, society and the economy

It is vital that better opportunities for adults to develop literacy and/or numeracy in a meaningful and appropriate context are provided.

business and entrepreneurship producing industry-ready graduates and new innovation models that drive the economic development of the region

Create greater awareness of skills development and learning opportunities in the region through local information campaigns, open days and exhibitions

Create greater opportunities for engagement with employers in the important areas of training, re-skilling and up-skilling

The development of a pilot strategy in the region to ensure a greater emphasis on Creativity, Innovation and Entrepreneurship in secondary schools through competitions and enterprise modules

The development of a second level schools programme focused on developing social enterprise projects and link to the existing School Enterprise Programme

3. 2 Infrastructural development In order to be able to compete with other regions and develop to its potential,

It is important that a full cost benefit analysis of all infrastructural investment is carried out

This report is clearly setting out the need for strategic investment in key infrastructural projects that are a regional priority.

and Government must target investment where it is needed most The region and Waterford are fully accessible with the necessary infrastructure in place,

While Waterford has a number of property solutions including strategic investment sites suitable for a range of industries,

Enterprise agencies in partnership with local authorities need to ensure provision of property solutions suitable and available for Foreign Direct Investment.

The IDA and Enterprise Ireland should then be mandated to bring forward plans to develop suitable sites and properties

and the scope for enterprise development in the vicinity of the port in that context Rosslare is the largest Roll-on Roll off (Roro)

Both ports offer services in the higher-value unitised sectors Lolo (Lift on/Lift off) in Waterford

This limits the ability to adequately benchmark its performance A number of studies (including the High Level Review of the State Commercial Ports, 2003,

The Minister for Jobs, Enterprise and Innovation announced in June 2012 that he had requested the Competition Authority to carry out a study of the ports sector in Ireland.

The Competition Authority is expected to publish the results of this market study in 2013 Its outcome will inform future Government policy on competition in the ports sector

A number of contributors to the consultation process pointed to an unacceptable incompatibility between the port and the railway.

a total of 15%over the two years reflecting the sharp downturn in the economy over that period.

Any business model for Rosslare Europort and its business stakeholders needs to track emerging trends and respond to them appropriately so as to ensure timely investments are made

Wexford has the opportunity to market its potential business, tourism and logistics opportunities through this key transport infrastructure located in the county

Tourism-Rosslare is the first point of entry for car passengers who pass through Wexford on their way to their holiday destination.

and to maximise new business opportunities that may emerge from recent increased airport security and baggage restrictions.

and level of expertise in the logistics industry can be built upon to create further business opportunities and exploit emerging trends.

while simultaneously investing in shore-side infrastructure to be in a position to grasp emerging business opportunities

Changes in the Shipping and Logistics Markets †Changes in the market place outlined above will require a shift in the business model for Rosslare Port.

It will also require further investment at the port such as the deepening of the Port to cater for larger ships travelling longer distances.

and the associated loss of revenue to the Port, may put this necessary investment at risk

what Wexford has to offer in terms of tourism and business opportunities. Rosslare Europort, the ferry companies and the access route to the Port could play a part in marketing the message

and keep ahead of trends in the market place requires a long term investment plan and the finance to underpin it

New Business model †A shared vision and action plan is needed across all key stakeholders on the appropriate business model for the Port

and the priority capital investments to underpin it Strategy for Port Hinterland †A clear and agreed strategy is needed for how best to exploit the port hinterland to the benefit of County Wexford and the Southeast region and the scope for enterprise and tourism development in that context.

This strategy should include the improvement of the road network to the Port Ownership of the Port †The creation of an independent port authority for

to bring together the various stakeholders to share information; resources and develop an holistic package and marketing brand for the county.

There are opportunities for the ferry companies to maximise visitor numbers with the increasing perceived hassle of airports from recent baggage and security measures.

Small actions already undertaken at local level include the development of gateway visuals in the county on access routes to and from the Port as well as the provision of video and other information about Wexford on ferry services

The port offers both Lolo (Lift on/Lift off) and bulk services In terms of Lolo traffic, the port is the smallest of the three Lolo ports, handling approx. 8%of total Lolo traffic in 2011 (IMDO, 2012a.

Operating Profit (â †000 963 -247 -236 Profit after Interest and Tax (â †000

-975 -574 -440 Employees 15 38 **35 ***2000 was the first full financial year as a commercial port company

which has resulted in a consolidation of routes and services, particularly in the Lolo sector The long term international trend in ports

The economic downturn has accelerated this process. Port traffic has gravitated increasingly towards the larger ports in recent years to avail of capacity and economies of scale,

These trends present obvious opportunities for development at some ports and challenges for others Waterford Chamber said that the decline of the port,

s, 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. footnoteref:

24 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. 24: Forfã¡s. Regional Competitive Agenda.

A reduction in travel time (to two hours) on Dublin-Waterford services An increased level of service on the Limerick-Waterford route

Development of freight services in the region, serving port facilities at Waterford and Rosslare Waterford Regional Airport

and has concentrated on developing services to the UK and to Europe. The airport also carries out activities including:

when Aer Arann withdrew its services from Waterford to London Southend, London Luton and Manchester at the start of this year.

â€oewaterford 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 accommodate larger jet aircraft (c. â 20m government funding is currently on hold

Further development of tourism-related opportunities will require a specific focus-in conjunction with Fá

ilte Ireland and other relevant stakeholders. †Colin Buchanan Consultants published results of a survey of businesses in their Waterford Airport Economic Impact Assessment in February 2010

Passenger services activity is on a strong upward trend in line with UK tourist visits to the

Colin Buchanan is of the view that Waterford Airport is key to the economy of the Southeast region

The extension and widening of the airport†s runway and the upgrading of Waterford Airport to accommodate larger jet airplanes would expand opportunities in the aviation market to increase services to British and continental European destinations.

and airport support services and would also enhance the region†s attractiveness from an FDI perspective

This requires investment in the roll out of dark fibre broadband network across the region and the introduction of a pilot scheme that provides State financial support in key towns in each of the counties in the region in

that around 20,000 Irish enterprises do not have internet access and that some 21%of Irish adults have used never the Internet.

particularly in relation to the SME/enterprise sector is considered by them to be a serious challenge. footnoteref:

and facilitate a range of telecoms products and services in these areas in the Southeast. footnoteref:

Personal communication Handover to E-net has been completed for all of these towns Table 14. Phase I MANS:

Department of Communication, Energy and Natural resources. http://www. dcenr. gov. ie/Communications/Communications+Development/Metropolitan+Area+Networks/MANS+Phase+I. htm

DCENR. http://www. dcenr. gov. ie/Communications/Communications+Development/Metropolitan+Area+Networks/Phase+II+Towns. htm

The IDA Ireland has two key strategic investment sites available servicing the Southeast which are located at Knockhouse in Waterford and Belview in South Kilkenny

The economic opportunity for agriculture and agribusiness in the region with the ending of the EU milk quota in 2015 will bring enormous opportunities.

and allowing for enterprise development and expansion at the site Knockhouse This important IDA Ireland site is 45 acres of land adjacent to Genzyme at Knockhouse on the Old Kilmeaden Road in Waterford.

This valuable site provides excellent opportunities for the IDA to attract FDI investment to the region

providing appropriate broadband requirements allowing for enterprise development and expansion at the site The development of Dunmore East Harbour and Port, Kilmore Quay and Helvick Harbour to support the fishing industry

3. 3 Fostering FDI growth and developing an enterprise environment Fostering FDI Growth A recurring theme in the consultations for this report,

from local authorities to enterprise agencies to politicians and business people, is frustration at the lack of an Industrial Development Authority base in the Southeast

and Enterprise Ireland client companies in 2012,76%were in Dublin and Cork, 10%in Galway, 6%in Louth, 5%in Limerick,

and sub-regional job creation targets for the IDA, Enterprise Ireland, and other Enterprise Support Agencies

The establishment of high level CEO Groups in key sectors such as Agribusiness, Food Production, Medical Devices, Engineering and Internationally traded services offers opportunities to ensure maximum regional collaboration

, the development of mutual supportive policies and actions and greater clustering Regional Aid for the Southeast

Regional Aid, also known as investment aid, is paid in the form of grants by the industrial development agencies to businesses in order to support new investment and new employment in productive projects in Europe's most disadvantaged regions

This Map was drawn up by the Department of Jobs, Enterprise and Innovation in accordance with the European Commission†s Regional Aid Guidelines 2007-2013

The Regional Aid Guidelines 2014-2020 were adopted after extensive consultations by the Commission with many stakeholders and with the European parliament, the Committee of Regions and the European Economic and Social Committee

and that the Southeast is at least on par with the Border, Midlands and Western (BMW) region as regards IDA Investment aid

PQ response Tuesday, 25 june 2013 (Minister for Jobs, Enterprise and Innovation Table 16. BORDER, MIDLANDS and WEST REGION

%Lower aid rates apply to Large Investment Projects (i e.>>â 50 million Developing an enterprise environment

The National Asset management Agency (NAMA) was established in December 2009 by the Government to address the serious problems which arose in the banking sector as the result of excessive property lending

The City and County Enterprise Boards across the Southeast are funded co by The irish Government and EU Structural Funds.

They concentrate on micro-enterprises, those businesses employing 10 people or fewer. They are positioned uniquely to understand local needs

The Waterford City and County Enterprise Board representatives welcomed the introduction of a new network of Local Enterprise Offices.

and give local government an enhanced role in economic development and enterprise support Although others questioned the capability of local authorities to engage in this kind of work,

They also emphasised that in general there needs to be greater integration and collaboration between the Department of Jobs, Enterprise and Innovation and the Department of education

Another proposal that emerged from the consultations in this area of enterprise development is that the remit for LEOS needs to be expanded to include businesses with more than 10 employees

and to take in tourism and food enterprises Carlow County Council expressed the view that linking the various enterprise centres across the region should be a priority as part of an alignment of enterprise offerings,

as all agencies spending public money should be collaborating and sharing to avoid duplication Indeed, the expertise held by large exporting companies across the region should be leveraged by presuming on their goodwill

and prevent duplication of services. An interesting initiative in this regard is South Tipperary County Council†s County Data Hub (southtipperaryinfo. ie),

and making it more accessible and in delivering information that is relevant to the services they provide throughout the county

Increasing the number of female entrepreneurs is a target of Enterprise Ireland. Enhancing the role

EI€ s already mentioned Competitive Start Fund has begun to offer specific opportunities for female entrepreneurs.

and property solutions to support the development of key sectors such as Agribusiness, ICT, Life-sciences and Internationally traded services

To ensure that the Southeast sub region has at least the same IDA Investment Aid as the BMW region as part of the Regional Aid Guidelines for 2014 †2020

Developing an Enterprise Environment Key Proposals The development of a Marketing Programme for Waterford and Rosslare Ports

Supporting expanding the role of Local Enterprise Offices (LEOS) to include businesses with more than 10 employees

and to take in tourism and food enterprises in line with regional enterprise strategies Development of a Regional strategy aimed at getting more women into business,

Small and Medium Enterprises make up over 99%of businesses in the enterprise economy in Ireland

Since 2008, Ireland has seen a marked decline in its business environment, reflected in the number of layoffs and the collapse in private sector investment in the economy.

A key component of any job creation plan in such an environment has to be the prioritising of job retention policies.

Struggling small and medium enterprises in particular could benefit from an initiative in this regard There are 55,914 people currently unemployed in the Southeast region, according to CSO figures,

administered by the Department of Jobs, Enterprise and Innovation and the Department of Social Protection,

For smaller enterprises in particular, commercial rates are a real obstacle. Businesses should pay rates for the services provided by the State,

but those rates should be reflective of the size and scale of a business, and should be affordable.

components and services by foreign-owned organisations located in Ireland. Reports show the programme was successful for a short period,

This ties in with the Import X initiative already under way in the Southeast, progressed by the City and County Enterprise Boards,

to encourage companies in the region to explore sourcing goods or services from local companies as an alternative to importing from abroad

Waterford City and County Enterprise Boards also had an interesting proposal that local companies trading into FDI companies should be considered exporters

but many of these contracts are lost to Irish companies as under EU law the tenders have to be open to competition from all EU States.

currently available via Enterprise Ireland only to limited companies, should be made more widely available and offer better value for money,

whereby senior representatives of large â€oeparent†companies offer specialist expertise and advice, networking opportunities and business development training to SMES.

Examine the use of tax credits for multinational corporations which source locally produced materials as opposed to importing to increase spin out opportunities in the SME sector in the region, subject to European State aid conditions

The continued support of the Import X initiative of the Enterprise Boards of the Southeast which help substitute domestic goods or services for imported ones

In the consultations, Kilkenny County Council outlined the economic opportunity for agriculture and agribusiness in the Southeast that the ending of the EU milk quota in 2015 will bring.

Entrepreneurship is also obviously an important factor, including community initiatives and others as well as the traditional understanding of the entrepreneur as an individual.

and the role of State enterprise development bodies are all key factors here There should be a shift in emphasis in enterprise development to agencies that will focus on local indigenous enterprises

and assist in developing the optimum potential that lies in local and regional production, processing, branding and marketing

As with other areas of enterprise, great potential lies in clustering and networking, where small local enterprises combine their activities in areas such as research and development, local and regional branding,

and marketing in order to maximise their potential One of the major problems facing The irish agri-food sector is the role that the EU€ s regulatory system has played.

therefore, that a collaborative strategy across the region is developed to position the Southeast to take advantage of the targets envisaged in Harvest 2020, with an emphasis on milk expansion, beef expansion, food SME expansion and increased direct labour opportunities

Milk and beef production are vital cogs in the Southeast economy and the region has the potential to be a world leader in all aspects of the industry,

and county enterprise boards whereby six CEOS of prominent food companies in Kilkenny have been consulted to strategise around milk production and the development of small food companies into successful exporters,

a Science Group, involving the Department of agriculture, the Department of the Environment, Local authorities, Teagasc, the EPA, Water catchment region,

The restoration of bass quota to the Southeast fleet would provide much needed opportunities to the fishermen in the region

and the fact that the global demand for seafood is forecast to increase greatly over the coming decades,

Following a review in June 2012 it was determined by the Department of Communications, Energy and Natural resources that eel fishing would not be reopened for the foreseeable future.

The development of a strategy to position the Southeast to take advantage of targets envisaged in Harvest 2020 with an emphasis on milk expansion, beef expansion, Food SME expansion and increased direct labour opportunities

The development of a Science Group (Department of agriculture, Department of the Environment, Local authorities, Teagasc, EPA, Water catchment region, Irish Water and Waterford and Carlow Institutes) to ensure full compliance with the Water Framework Directive

so it is little wonder that tourism plays such an important role in the economy of the Southeast

however, because of its dependence on the domestic and British market, the Southeast has been particularly hard hit by the economic downturn, with sharp falls in visitor numbers

Such a strategy will require a level of combined effort among stakeholders across the region and recognition that a rising tide lifts all boats

although they may be in competition with one another, the development of a successful branding and marketing strategy for their locality and the region in general will bring economic benefits to all

and measuring the economic value of festivals and tourism generally, in terms of economic activity generated and jobs created

This strategy will entail convincing Tourism Ireland of the benefit of marketing the Southeast to overseas markets as a distinct brand

and measuring the economic value of festivals and tourism generally To develop Eco-tourism in the region and specifically the opening and operation of the world class Mount Congreve gardens as a major tourist attraction

The strength of these industries offer opportunity for expansion into innovative enterprises, such as Pharma Assist,

Cheaper overseas competition will increasingly threaten this sector in Ireland as many drugs are imminently due to fall out of patent

as well as the costs of Research and development, global overcapacity in some areas and greater competition from Asia and the Far east

A strategy to assist companies in the life sciences sector in dealing with such challenges as expiry of patents, the costs of Research and development, global over-capacity in some areas and greater competition from Asia and the Far east

Support stronger linkages between third level institutes and enterprises in this sector such as the Pharmaceutical and Molecular Biotechnology Research Centre (PMBRC), Carlow Institute of technologies Industrial Design and Product Development

4. 4 Financial and International Trading Services The improved road infrastructure, broadband and the research and graduate output in the Southeast has the potential for job creation in such areas as Cloud computing, e-games, international and financial services, e-commerce and other content businesses

Kilkenny City in particular has attracted significant investment from leading financial services companies such as State street International, Bank of Ireland and Taxback. com

State street International is a leading global provider of fund administration services who first established in Kilkenny in 2001 and now employ over 400 people at two locations in the city

Taxback. com, a multinational corporation providing specialist tax return services to private and corporate clients across 100 countries first located their global headquarters in Kilkenny in 2003

and enterprises in this sector and the existing third level institutes to ensure suitable course development and a steady supply of appropriately skilled graduates

4. 5 Bio Technology and the Green Economy Any economic development plan for Southeast must trade on the green and clean credentials of the region, with its good weather, fertile landscape, low density of population, lack of traffic,

There has been significant investment in the water supply and waste water treatment systems in the region, providing significant capacity for environmentally responsible industrial expansion.

Indeed, the region has a tremendous opportunity to position itself as the best practice agricultural and environmental management model in the country by leveraging this forward-thinking focus on the treatment

A green economic strategy for the Southeast would explore enterprise opportunities in green services, renewable energy and clean-tech industries

Carlow County Council in particular is focusing efforts in its forward planning on new opportunities in the area of renewable energy and the cleantech sector.

road and rail links to exploit opportunities in renewable energy supply chains, such as assembling wind turbines and foundations for proposed wind farms in the Midlands

Indeed, there should also be investment in the wind power industry and wave energy to take advantage of the Southeast†s geographical strengths

There also other opportunities in this sector for former construction workers, particularly in terms of retro-fitting homes and businesses to make them more energy efficient

to explore enterprise opportunities in green services, renewable energy and Clean-tech industries Support the development of a regional renewable energy cluster policy to make recommendations on the requirements of third and fourth level institutes, research and development agencies and infrastructural requirements

Develop a regional branding and strategy and market the Southeast as a Green Economy region with support from Government departments and relevant agencies

An investment in wind power industry and wave energy to take advantage of the regions geographical strengths

new business start-ups and entrepreneurship arising out of the third level sector. The potential of the creative and cultural industries in the Southeast is an important element of the development strategy for the region

The IT has prioritised its research activity in target areas such as ICT, mobile networks and services and pharmaceutical science

excellence through the creation of an integrated environment where entrepreneurs, business start-ups, researchers and students are located co

Further strengthening and investment in the research and innovation infrastructure capacity within the Southeast region is critical.

A critical mass of expertise in key target sectors such as Digital Technology, Games, Mobile Technology and ICT for agriculture, Eco-innovation and ICT for Health care Services will help attract industry

The general creative sector offers employment and business opportunities not found in other economic sectors as in many cases the opportunities suit small scale start-ups,

where investment is in technology and people rather than building industrial units Specifically, there are opportunities in creative industries such as:

music, through performance and production; drama; comedy; games development; fashion; design both in interior, furniture, crafts and general design;

computer software products and services Also in this sector are the traditional media stalwarts such as photography, print covering newspapers and magazines, radio, TV and book publishing and retail,

Taken together, the creative and cultural sector is a vital element of any regional economy.

but there are also positive spinoffs for the local tourists and services sectors Other examples of creative and cultural projects would include the â 5 million Kilmacthomas Workhouse project,

driven a by a combination of the Waterford County Enterprise Board and the owners of the site and

Such a strategy would also include an assessment of capacity for the sector, taking in broadband access and speeds, the readiness of the region for the rollout of 4g services,

to the number of graduates ready to enter digital, media and web-based enterprises In particular, Enterprise Ireland, the Business and Innovation Centre, County Enterprise and Development Boards and the third level sector in the region should be tasked with developing a creative industries strategy

The strategy should also include specific targets for growing employment in key sectors such as digital media, gaming, mobile technologies and ICT in health care, agribusiness and eco-innovation,

and internet companies who could deliver the necessary services for business to develop sophisticated online business presences that move beyond a static website to ones that are interactive with potential customers,

Dublin†s Digital Hub and Fumbally Exchange both offer low cost models of cluster-based hubs that should be considered for the Southeast for entrepreneurs who can share the costs of office space as well as creating a communal creative environment

5) There is within the enterprise agencies a series of successful funding and investment strategies for business development in Ireland, including Enterprise Ireland†s High Potential Start up (HPSU) fund.

Tom Cusack, EI€ s HPSU manager, estimated last year that there would be between 2, 500 and 3,

and target new local enterprises to apply for this funding and business aid Alongside this there is the work of the county enterprise boards in helping people start new business ventures.

There are numerous start up models that could be rolled out across the region such as the Start up Boot Camp,

which is an international venture capital-driven programme that has been used in Dublin but which could be replicated in the Southeast

while in Carlow there are degrees in Computer games Development, Software Development, Computer systems Management and Communications, Media & Public relations.

At Postgraduate level Waterford IT has masters†programmes in Arts and Heritage Management, Business Entrepreneurship, a range of computing options as well as in Innovative Technologies

and creates an environment where the colleges could assess the potential to develop further offerings in the creative sector

new business start-ups and entrepreneurship arising out of the third level sector •The development of a creative industries Strategy supported by Enterprise Ireland, the Business and Innovation Centre, County and City Enterprise Boards and the third level sector in the region

•Such a plan would include specific targets for growing employment in key sectors such as digital media, gaming, mobile technologies and ICT in health care, agribusiness and eco-innovation as goals

with potential customers, allowing feedback and promotion using social media and other online marketing tools Local and other actions

•Targets set to bring more creative clusters to the Southeast allowing entrepreneurs to share the costs of office space as well as creating a communal creative environment

targeting new local enterprises to apply for this funding and business aid •A bridging of potential skills gaps in the creative sector at both undergraduate and post graduate levels

4. 7 Social Economy and Economic Self reliance Community Enterprise Community Enterprise is an important sector

which needs to be supported by local and national Government. It has the potential to create new and sustainable jobs and a new culture of entrepreneurship throughout the Southeast region

Community Enterprise is a collaborative concept involving State agencies, community enterprise groups with the capacity to leverage

and create new job opportunities at local level Community Enterprise empowers local business people, professionals, farmers,

craftspeople and others to identify and create new job opportunities at local level Communities Creating Jobs (CCJ),

a unique initiative to create jobs in communities across the country, currently taking place independent of State agencies addressed the Joint Committee hearing

CCJ is a movement of ordinary people across the country determined to do something positive about the twin evils of unemployment and youth emigration

To that end, it has pledged to create at least ten jobs in every participating community and 20,000 countrywide by the end of 2016.

Their mission is to develop a voluntary community enterprise resource organisation with capacity to collaborate with public,

private and community sectors in helping community enterprise groups and individuals create jobs (social and private) at local level

They operate by sharing ideas, experiences, solutions, funding sources, replicable projects, site visits, enabling tools and other relevant information free of charge

and sources funding for investment in these start-ups CCJ is currently organising new groups across the length and breadth of the country.

and value of a strategy for economic self-reliance in the region, fostering a spirit of †doing it for ourselves†and expanding opportunities in the social economy and social enterprise sectors

whose aim would be to create ten jobs in every community and a regional network of micro-economies

and coordinating the resources available, pilot a variety of enterprise projects across the five counties for replication across the region,

such as reaching economy of scale and making a business more viable Because cooperatives are owned and democratically controlled by their members,

and services in areas that are not profitable for private enterprise The beauty of cooperatives is that they can be applied to most business and community activity

•6th lowest in EU27 in terms of number of cooperative enterprises •10th lowest in EU27 in terms of cooperative employees

They are also often the only provider of services in rural communities given that traditional companies often find it too costly to invest in these areas

The owners of a cooperative are not external shareholders for whom there is a profit motivation;

they are the people who use the services on a day-to-day basis. For example, a dairy co-op is owned by the farmers who produce the milk;

a credit union is owned by its customers; a child care co-op is owned by the parents of the children

and/or by the care workers providing the service; a fishery co-op is owned by the people who catch the fish

Community Employment schemes often deliver co-op type services, such as meals on wheels, housing maintenance for elderly people and after school care.

they can form a not-for-profit cooperative to deliver something that they collectively need

5. Will members commit capital and business volume and are resources available The biggest impediment to establishing a co-op is people†s lack of knowledge and fear of the steps involved.

Developing the Social Economy The social economy is also an important and often misunderstood sector.

It offers the potential to create sustainable jobs and enterprise in the region. However, it needs to be supported properly through national and local government intervention

The Ballybeg Community Project in Waterford offers an example of innovation in terms of social enterprise via their successful horticultural project,

which has benefited both participants and the wider community. They have been prevented from building on this work,

They believe there is little evidence in Government of recognition of the value of social enterprise, of its positive impact on communities in terms of social mobility and health.

as part of a major expansion of social enterprise culture To this end, we recommend the holding of information sessions in each county in the region to build awareness of the social economy and social enterprise and the development of a pilot Social Enterprise Business Training Programme for community

groups in the region Social Economy and Economic Self reliance Key Proposals The development of a pilot †Programme for Economic Self Reliance†in the region whose aim would be to create ten jobs in every community and a regional network of micro-economies

The Southeast Economic Development Forum should establish a sub group tasked with mobilising and coordinating the resources available, pilot a variety of enterprise projects across the five counties for replication across the region,

remove barriers to progress, establish a culture of shared learning and of best practice and foster linkages with third level institutes and the sector

The Southeast Economic Development Forum should actively support the development of the cooperative sector in the region by publishing a five-step simple plan to establishing a co-op,

The holding of information sessions in each county in the region to build awareness of the social economy and social enterprises

The development of a pilot Social Enterprise Business Training Programme for community groups in the region

JOINT COMMITTEE ON JOBS, ENTERPRISE AND INNOVATION 31st DAIL Chairman: Damien English (FG Deputies: Dara Calleary (FF) footnoteref:

Waterford City and County Enterprise Boards Ciarã¡n Cullen, CEO, Waterford City Enterprise Board Anike Tyrrell, CEO, Waterford County Enterprise Board

Waterford City and County Councils Michael Walsh, Waterford City manager Denis Mccarthy, Waterford County Manager Lar Power, Waterford City council Director of Service, Housing, Community Services and Enterprise

Waterford City Chamber of commerce Orm Kenny, Chamber President Graham Doyle, Chamber Vice president, CEO, Waterford Airport Derek O'Byrne, Chamber Director, Waterford Institute of technology

Waterford City Family Resource Centre Anne Goodwin, St. Brigid†s Family Resource Centre, Waterford Heather Kiely, Sacred Heart Family Resource Centre, Waterfordâ

Bernie O†Brien (Director of Services Kieran Comerford (Carlow Enterprise Board CEO Carlow VEC Marian Duffy (Adult education Officer, Carlow VEC

Shane Rooney (Guidance Counsellor, Carlow Adult Educational guidance and Information Service Markita Mulvey (Principal, Carlow VEC

St Catherine†s Community Services Centre Niall Morris Wexford 15 march 2013â Wexford Local Development Brian Kehoe

Wexford County Enterprise Board Tom Banville Wexford County Council Tony Larkin (Deputy County Manager Padraig O†Gorman (County Economic Development Officer

Tipperary South Riding County Enterprise Board Ita Horan (CEO Waterford 25 march 2013 Waterford Women†s Centre

Enterprise Ireland Enda Mcdonald Brian Fives Waterford City council Michael Walsh (City manager Tourism Projects James Doherty

Waterford City and County Managers and Director of Services Talk Talk Waterford Redundant Workers†Association

Overseas investment/Foreign Direct Investment (FDI The Southeast has 63 multinational companies across several business sectors:

Biopharma, Diversified Engineering & Clean Tech, Content Ind, Consumer and Business Services, Financial services, ICT and Medical Technology

Business Services 1 Chemicals 0 Cleantech 0 Cloud computing 0 Construction 0 Consumer goods 9 Emerging Business

Industrial Products and Services 16 Information and Communications technology (ICT)--Hardware 4 Information and Communications technology (ICT)--Software

Content Ind, Consumer and Business Services 459 7 79 1 97 3 0 0 0

IDA (personal communication), April 2013 Figure 6. Sectoral employment breakdown by county Source: IDA (personal communication), April 2013

FDI Companies in the Southeast Table 21. FDI Companies in the Southeast listed on IDA website

Business Services 1 company Company Sector (s Product Nationality Address Ubiqus Ireland Ltd Ph:++35351852510

Business Services Transcription including summaries & abstracts of conferences France Top Floor 12 Broadstreet Waterford

Funds Services and back office administration United states IDA Business Park Drinagh Co Wexford Citi Hedge fund Services (Ireland), Limited

Ph: 622 2000 Website: http://www. citiservices. com Financial services Offers hedge fund administration services to the European market

United states Waterford Technology Park Butlerstown, Cork Road Waterford State street International (Ireland) Ltd Ph:++35318538300 018538970kk

Funds services and administration United states Kilkenny Business & Technology Park Ring road Kilkenny Sun Life Information Services Irl.

Ltd Ph:++35351333300 Fax:++353 51 333310 Website: http://www. sunlife. ie Financial services Software development and customer support

Industrial Products and Services 16 companies in the Southeast CIL Precision Limited Ph:++3535854205 Fax:+

Industrial Products and Services Engineered Fabrications United states Industrial Estate Cappoquin Co. Waterford De Laval Limited

Industrial Products and Services Process Control systems Sweden Unit 6 Shamrock Business Park Carlow G-ELIT Prazisionswerkzeuge Gmbh

Industrial Products and Services Design Cutting tools, Wire Drawing Tools Germany Waterford Industrial park Cork Road Waterford

Industrial Products and Services Process Control Equipment United states Unit 24-26 Waterford Industrial Estate Cork Road

Industrial Products and Services Compressor & Turbine wheels for turbo charges United states Unit 411 Waterford Industrial Estate

Industrial Products and Services Tail Lifts Belgium Waterford Road Clonmel Co. Tipperary Hydro-Hoist Limited

Industrial Products and Services Hydraulic equipment United kingdom O'brien Road Carlow IMOFA Ltd Ph:++353599141332 Fax:+

Industrial Products and Services Motors & Fans Netherlands Strawhall Industrial Estate Strawhall Carlow Irish Driver-Harris Company Limited

Industrial Products and Services Electrical cables United states Millbanks Rosbercon New Ross Parker Snap-Tite Ph:++353539141566

Industrial Products and Services Precision Couplings, Valves & Hose United states Whitemills Industrial Estate Wexford Readymix Cine

Industrial Products and Services Concrete Products Mexico Dunmore Co. Kilkenny Reflexite Ph:++35351358132 Fax:++35351358047

Industrial Products and Services Reflective Film United states Unit 5 Cleaboy Business Park, Old Kilmeaden Road

Industrial Products and Services Aluminium Accessories Netherlands Fairfield Enniscorthy Co Wexford Sulzer Pump Solutions Ireland Ltd

Industrial Products and Services Submersible Pumps and Components Switzerland Clonard Road Wexford Taylor Made Glass and Systems Limited

Industrial Products and Services Curved tempered safety glass, sidebody & rooflights United states Railway Road Templemore Co Tipperary

Industrial Products and Services Paint Spray Cabins, Industrial Heating and Ventilation Equipment, Hydraulic systems Netherlands Strawhall

The Southeast†s number of overseas-based pharmaceutical and life sciences companies account for a significant amount of export income to the economy

Companies based in the Southeast account for a significant amount of export income to The irish economy

CT Services 180 Citi Financial services 250 Unum Software 200 Coca cola Beverages 100 5. 2 Indigenous Businesses in the Southeast

Number of Enterprises in the Southeast, 2010 Business Demography NACE Rev 2 by County, Employment Size, Statistical

Active Enterprises (Number 2, 276 Persons Engaged (Number 11,422 Employees (Number 10,007 Under 10 Active Enterprises (Number

2, 059 Persons Engaged (Number 4, 280 Employees (Number 2, 909 10-19 Active Enterprises (Number

Persons Engaged (Number Employees (Number 20-49 Active Enterprises (Number 73 Persons Engaged (Number 2, 148

Employees (Number 2, 139 50-249 Active Enterprises (Number 31 Persons Engaged (Number 2, 820

Employees (Number 2, 819 250 and over Active Enterprises (Number Persons Engaged (Number Employees (Number

Kilkenny All persons engaged size classes Active Enterprises (Number 3, 491 Persons Engaged (Number 16,580

Employees (Number 14,272 Under 10 Active Enterprises (Number 3, 199 Persons Engaged (Number 6, 343

Employees (Number 4, 101 10-19 Active Enterprises (Number Persons Engaged (Number Employees (Number 20-49

Active Enterprises (Number 87 Persons Engaged (Number 2, 615 Employees (Number 2, 606 50-249

Active Enterprises (Number 32 Persons Engaged (Number 2, 700 Employees (Number 2, 700 250 and over

Active Enterprises (Number Persons Engaged (Number Employees (Number Waterford All persons engaged size classes Active Enterprises (Number

4, 317 Persons Engaged (Number 27,417 Employees (Number 24,610 Under 10 Active Enterprises (Number 3, 904

Persons Engaged (Number 8, 213 Employees (Number 5, 507 10-19 Active Enterprises (Number 246

Persons Engaged (Number 3, 257 Employees (Number 3, 183 20-49 Active Enterprises (Number 104

Persons Engaged (Number 3, 046 Employees (Number 3, 023 50-249 Active Enterprises (Number 47

Persons Engaged (Number 4, 531 Employees (Number 4, 527 250 and over Active Enterprises (Number

16 Persons Engaged (Number 8, 370 Employees (Number 8, 370 Wexford All persons engaged size classes

Active Enterprises (Number 6, 035 Persons Engaged (Number 27,355 Employees (Number 23,451 Under 10 Active Enterprises (Number

5, 518 Persons Engaged (Number 11,177 Employees (Number 7, 395 10-19 Active Enterprises (Number

313 Persons Engaged (Number 4, 134 Employees (Number 4, 038 20-49 Active Enterprises (Number

143 Persons Engaged (Number 4, 186 Employees (Number 4, 163 50-249 Active Enterprises (Number

55 Persons Engaged (Number 5, 271 Employees (Number 5, 268 250 and over Active Enterprises (Number

6 Persons Engaged (Number 2, 587 Employees (Number 2, 587 Tipperary All persons engaged size classes

Active Enterprises (Number 6, 254 Persons Engaged (Number 29,480 Employees (Number 25,113 Under 10 Active Enterprises (Number

5, 714 Persons Engaged (Number 12,044 Employees (Number 7, 851 10-19 Active Enterprises (Number

338 Persons Engaged (Number 4, 409 Employees (Number 4, 259 20-49 Active Enterprises (Number

131 Persons Engaged (Number 3, 816 Employees (Number 3, 795 50-249 Active Enterprises (Number

60 Persons Engaged (Number 5, 249 Employees (Number 5, 248 250 and over Active Enterprises (Number

11 Persons Engaged (Number 3, 962 Employees (Number 3, 960 Source: CSO Business Demography. http://www. cso. ie/px/pxeirestat/Statire/Selectvarval/saveselections. asp

Note: North/South Tipperary not available separately Note: The geographical breakdown given is an approximation.

which an enterprise is registered for Revenue purposes, rather than where the business actually operates from,

In particular, where an enterprise has local units in several counties, but one head office where all employment is registered,

Enterprises with Unknown supplied generally have registered Revenue addresses outside of the Republic of ireland. However, the employees registered with these addresses are working in the Republic of ireland

International Business Services: Citi Hedge fund Services, Glanbia Shared Services Engineering: Radley Engineering, Shanley Engineering, Powerflow

Food: Cappoquin Poultry, Flahavans, Dawn Meats and Meadow Fresh foods Creative Industries: Nemeton Television Production Another example is Clonmel, the administrative capital of South Tipperary,

where a number of major pharmaceutical companies are located, including Guidant, Clonmel Healthcare and Merck, Sharpe and Dohme.

The QNHS only provides an aggregate measure of unemployment for the economy as a whole and does not measure unemployment in each economic sector

which are essential to delivering the high quality infrastructure required to support a growing competitive economy focused on attracting foreign direct investment

Enterprise Ireland EPA Environmental protection agency ETB Educational Training Board Fà S Foras à iseanna Saothair FDI

Foreign Direct Investment FET Further Education and Training FETAC Further Education and Training Awards Council

Irish Small and Medium Enterprises MAN Metropolian Area Networks MNCS Multinational Companies NALA National Adult Literacy Association

Small and Medium Enterprises SOLAS Seirbhã sã Oideachais Leanunaigh agus Scileanna TEN-T Trans European Network-Transport

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