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NEW CHALLENGES NEW OPPORTUNITIES Report of the Border, Midland and Western Regional Foresight exercise 2005-2025
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Acknowledgements The Border, Midland and Western Regional Assembly would like to thank the Chairperson, the Steering Committee, the members of the thematic panels and the consultees across the region for all their work and valuable input into the Foresight process. The Regional Assembly is also grateful to those who contributed towards the production of the final report, including Professor Michael Cuddy, Department of Economics, NUI Galway, Aileen Shaw, Galway University Foundation and the Irish Regions Office, Brussels. Gratitude is also expressed to CM International Consultants and Günther Clar for their role in facilitating the process and providing drafts for the final report.
Funded by EU Structural Funds under the Innovative Actions Programme EUROPEAN UNION STUCTURAL FUNDS
Designed and Printed by Brunswick Press Ltd
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List of Abbreviations Foreword Introduction
chapter one
i ii iii
1
Articulating an ambitious and realistic future for the BMW Region 1.1 Why a BMW Regional Foresight and why now? 1.2 The Foresight Process 1.3 The Vision for the Region 1.4 Overview of the report
chapter two
Contents
1 2 2 3 3
2
The BMW Region today: A brief profile 2.1 Overview 2.2 The Social Environment 2.3 The Economic Environment 2.4 Key Challenges 2.5 Strengths, Weaknesses, Opportunities and Threats (SWOT) of the Region
chapter three
3
What forces will drive the development of the BMW Region? 3.1 Global Trends 3.2 Key reports and Policies 3.3 Selected Policy Driving Forces
chapter four
5 6 7 7 7 8
11 12 13 16
4
Where do we want to be in 2025? A vision for the BMW Region 4.1 A vision for the BMW Region 4.2 The Five Components 4.3 Cross-cutting Themes
19 20 21 22
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chapter five
5
What will drive the region forward? 5.1 Introduction 5.2 The Objectives and Measures
chapter six
25 26 27
6
Investing now: Priority Initiatives 6.1 The Rationale for Priority Initiatives
39 40
7
chapter seven
Contents
Making it Happen: Implementation and Monitoring 7.1 Introduction 7.2 Implementation 7.3 Monitoring and Review 7.4 Selected Performance Indicators
Annexes Annex A: Annex B: Annex C: Annex D: Annex E:
A-E
The Foresight Process Participation in the Foresight Process A Profile of the BMW Region Delivery of Effective Regional Policy Regional Planning Guidelines: Critical Enabling Investment Priorities for the Border, Midland and West Regions
List of Figures Figure 1. A Map of the BMW Region Figure 2. The Strategic Vision, Components and Cross-cutting Themes Figure 3. The 10 Strategic Objectives Figure 4. A Map of the BMW Region Figure 5. Regional Unemployment Rates 1995 – 2004 Figure 6. Male and Female Participation Rates in % to Leaving Certificate Level 1998 Figure 7. Visitor Numbers 2000-03 Combined Increase/Decrease (%)
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47 48 48 49 49
54 56 58 64 66
6 20 26 58 60 61 62
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List of Abbreviations
ADSL
Asymetric Digital Subscriber Line
AIT
Athlone Institute of Technology
BMW
Border, Midland and Western
CAP
Common Agricultural Policy
CSO
Central Statistics Office
DKIT
Dundalk Institute of Technology
ESF
European Social Fund
FDI
Foreign Direct Investment
GDP
Gross Domestic Product
GMIT
Galway, Mayo, Institute of Technology
GVA
Gross Value Added
ICT
Information and Communication Technology
IoT
Institute of Technology
LYIT
Letterkenny Institute of Technology
MANs
Metropolitan Area Networks
NAPS
National Anti-Poverty Strategy
NDP
National Development Plan
NESC
National Economic and Social Council
NSS
National Spatial Strategy
NUIG
National University of Ireland, Galway
NUTS
Nomenclature of Territorial Units for Statistics
OECD
Organisation for Economic Cooperation and Development
OP
Operational Programme
RAGs
Regional Aid Guidelines
R&D
Research and Development
RPG
Regional Planning Guidelines
RTDI
Research, Technological Development and Innovation
S&E
Southern and Eastern
SME
Small and Medium Enterprises
SWOT
Strengths, Weaknesses, Opportunities and Threats
TTI
Technology Transfer Initiative
VEC
Vocational Education Committee
WCED
World Commission on Environment and Development
WDC
Western Development Commission
WRC
Western Rail Corridor
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Foreword
Recent years have seen an increased interest in regional development issues and in the objective of achieving a greater spatial balance throughout Ireland. At national policy level, this has been reflected in the key strategic objective of the National Development Plan 2000 – 2006 of achieving more balanced regional development. It is also expressed clearly in the National Spatial Strategy 2002 -2020, which aims to support a better spatial distribution of economic growth and which, for this purpose, sets out a range of measures that act at the national, regional and local levels. The Border, Midland and Western (BMW) Regional Foresight exercise has involved a broad partnership and participatory approach. It brought together those persons and organisations whose actions are most likely to shape the development of the BMW Region over the next 20 years. It has encompassed the public and private sectors, national, regional and local agencies, regional and local authorities, 3rd level institutions, business people and business representatives. A central objective has been to articulate a coherent, future-oriented strategic vision and associated investment priorities for the BMW Region, which reflects the informed views of key decision makers whose views and actions will determine the future growth trajectory of the region. The Foresight exercise has built upon existing plans and strategies which have been prepared at EU, national and regional levels, and which affect in a significant way the development of the region. It transforms these plans and strategies into a coherent development framework for the BMW Region. In doing so it has identified a series of key investment priorities which, if put in place in a timely, effective and efficient manner, will provide strong foundations for the growth of the region in the medium and long-term. The Foresight exercise has provided an insightful approach to regional development through which a deeper understanding of the external and internal challenges which face the Region at the present time and, those it will face in future years, has been attained. It has also identified the opportunities that arise from adapting to these challenges. It has, in particular, recognised the benefits that can accrue to the development of the BMW Region by the adoption of common goals and shared analysis across organisational boundaries. The Foresight exercise demonstrates clearly how organisations, which determine the development of the region, can achieve far more than the sum of their parts by working closely together rather than apart. Looking forward, it provides a framework through which this can be achieved. I would like to acknowledge the dedication and commitment of the many people who have participated in the Regional Foresight exercise. These include, especially my colleagues on the Steering Committee, the chairpersons and members of the four thematic panels, the consultants to the Exercise, CM International and the secretariat support provided by the staff of the BMW Regional Assembly. The BMW Region has made significant progress in realising its development potential over the past decade in particular. It is, today, at the threshold of a major new constellation of opportunities. These hold the prospect of a BMW Region which is innovative, knowledge-driven, competitive and which enjoys a quality of life for its citizens that is among the highest in the world. The strategic direction and investment priorities set out in this report can play a vital part in achieving a real prospect of significant advances in the prosperity of people in the BMW Region in future years if they are pursued with commitment and vigour by the organisations and people within the region who have worked so assiduously and professionally to fashion them. John Travers Chairman Foresight Steering Committee
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Introduction
It gives me particular pleasure as Chairperson of the Border, Midland and Western Regional Assembly to welcome the publication of the report of the BMW Regional Foresight exercise. For the first time, a strategic vision and objectives for the BMW Region have been set out with the endorsement of a wide range of stakeholders that can influence the direction of future planning and investment in the region. The foresight exercise was a very timely one, coming as our current National Development programmes reach their conclusion and negotiations are commencing on new investment programmes. It also follows the recent publication of the Regional Planning Guidelines and several other significant policy and strategy reports. As the report title suggests, there are substantial challenges confronting the BMW Region over the next 20 years, but also immense opportunities that the region must grasp in order to fulfil its potential. The report sets out both long-term measures and immediate priority proposals that must be delivered in order to reach the strategic objectives that have been identified. The process undertaken during the exercise ensured a high degree of participation and a new focus on the region’s potential as an innovative, knowledge-based region capable of competing internationally and providing a high quality of life for its citizens. Particular attention was given to ensuring that the actions taken are sustainable and that there is equality of opportunity for all in the region. There is clearly a need for an enhanced role for local and regional bodies, in particular the Regional Assembly itself, in determining and delivering on the BMW Region’s development needs. The report highlights the need for effective governance and delivery of regional policy with more coherent spatially sensitive policies required from our national authorities.
‘The foresight exercise was a very timely one, coming as our current National Development programmes reach their conclusion and negotiations are commencing on new investment programmes
’
I would like to thank all of those who participated in the exercise and in particular the Steering Committee chaired by Mr. John Travers, the chairpersons and members of the four thematic panels, those who made submissions and my colleagues on the Regional Assembly for their input. The ten strategic objectives for the BMW Region set out in this report are specific, achievable and actionable and it is now up to the Regional Assembly to take a lead in ensuring their delivery and their inclusion in the investment plans of local, regional and national authorities going forward. Cllr. Connie Hanniffy Chairperson BMW Regional Assembly
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chapter one
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Articulating an ambitious and realistic future for the BMW Region
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Chapter 1 Articulating an ambitious and realistic future for the BMW Region
1.1 Why a BMW Regional Foresight and why now? 1.2 The Foresight Process 1.3 The Vision for the Region 1.4 Overview of the report
‘During the Foresight process, it was acknowledged that whilst the BMW Region has made considerable progress over
1.1
Why a BMW Regional Foresight and why now?
This report presents the strategy articulated through the Border, Midland and Western (BMW) Regional Foresight process, which took place from March to December 2004. The Foresight exercise presented people in the BMW Region with a unique opportunity to express their vision and investment priorities for the region in 2025. It brought together a range of stakeholders from public and private bodies at local, regional and national levels and used future-oriented visioning techniques to identify ambitious and realistic priorities for the region for the next twenty years. The delivery of these priorities will be essential to achieving a way of life and standard of living of which people in the region can be proud. The Foresight process and this strategy document are timely as they coincide with the onset of a new post 2006 funding period. The current National Development Plan (NDP), under which the BMW Region was granted higher rates of Structural Funds assistance, draws to an end in 2006. Whilst the level of EU funding will be significantly reduced in the next programming period, the focus on the specific development priorities of the region should be continued and sustained. This imminent and significant change in the State/EU support environment provides a powerful incentive for the region to articulate its priorities and to map out a vision for the future. During the Foresight process, it was acknowledged that whilst the BMW Region has made considerable progress over the last ten years, it still faces a number of structural difficulties and barriers which constrain the region’s capability to achieve its full potential. The participants in the process examined innovative ways in which these barriers could be overcome and the inherent strengths and opportunities maximised, so that the region can achieve its true potential by 2025.
the last ten years, it still faces a number of structural difficulties and barriers which constrain the region’s capability to achieve its full potential
’
1.2
The Foresight Process
The process that was used in identifying the strategy set out in this report was Regional Foresight, which is a structured, participatory approach to regional planning on the part of the key decisionmakers and influencers who will determine the development projectory of the region in future years. It is long-term in its outlook, takes global and other driving forces into account and uses methods such as expert panels and scenarios1 to identify future challenges and opportunities for the region. It is a technique advocated widely, particularly by the European Commission who describes it as follows: “(regional foresight). . . can play a catalytic role in the establishment of initiatives and framework conditions conducive to innovation (in the broadest sense). Regional foresight may be used to monitor performance and suggest improvements and changes in the course of implementation. It contributes to the strengthening of regional identity, not least in the transition to post-industrial, knowledge-based regional economies. Regional foresight also plays an important role in the reform of the European governance.”2
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“Scenarios” represent descriptions of possible futures.
2
E U Commission (2002), Practical Guide to Regional Foresight in Ireland, p.V.
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It is also widely regarded as an important means of overcoming certain difficulties that traditional and other futuristic planning methods have in dealing with longer-term perspectives as it brings awareness of long-term challenges and opportunities into more immediate decision-making. The BMW Regional Assembly, in conjunction with a range of regional and national players, decided to embark on a regional foresight process in order to develop key strategic investment priorities based on an in-depth knowledge of the region and its challenges and opportunities in a manner which was visionary and long-term, but also grounded and integrated into current structures and decision-making processes. The objectives of the process included preparing a commonly agreed development programme with the policy-making and implementation bodies in the region; involving all relevant stakeholders in the future development of the region and enabling a deeper understanding of roles, challenges and opportunities facing the region and the benefits from working together. The challenge also was to ensure that practical proposals could be made to Government, which would build on the considerable investment taking place under the current NDP to ensure that the region will be suitably positioned in the future. The process took place in the BMW Region from February to December
An innovative, knowledge-based and competitive region, with a high quality environment, first class infrastructure, visionary leadership and a quality of life for its citizens that is among the highest in the world This twenty year strategic over-arching vision for social and economic advancement in the BMW Region, is based on a clear acknowledgement that the region must adapt and respond to the current and future challenges presented by regional, national and global economic forces and changes. The vision is composed of five fundamental components, which emerged from the four panels. These are: v A region where entrepreneurship, learning and knowledge are the cornerstones of prosperity v A region with internationally competitive businesses and a business environment conducive to investment v A region where infrastructure networks provide access to 21st Century resources v A region where sustainable communities enjoy a high quality environment v A region with visionary leaders and effective regional management.
2004 and was structured through a broadly-based steering group with regional, national and international expertise to oversee the process and a series of four expert panels, dealing with each of the four themes that were identified as central to the BMW Region. These broad-based themes which are in line with EU and national objectives, were endorsed by the Steering Committee as critical and relevant to the region and also provided a useful structure on which to build the exercise. They were quality of life, innovation, competitiveness and knowledge. The membership of the panels was chosen on the basis of their broad-based representative nature and
Following on from these five components, a series of ten objectives were identified, each with corresponding measures, which require implementation over the course of the strategy. The objectives cover the four thematic areas of quality of life, innovation, knowledge and competitiveness and many overlap across the different themes. In addition to these measures, a number of strategic priority projects were pinpointed as requiring immediate investment in order to provide the enabling infrastructure for the implementation of the overall strategy.
their contribution to the future development of the region. The expert panels met on four separate occasions, during which they analysed trends and articulated priorities for the region under each of the themes. The
1.4
Steering Committee also played a central role in driving the process and
The strategy contained in this report is a synthesis of the work of the panels, consultations and Steering Committee completed over the last twelve months and provides a vision and a series of measures and projects for the region to 2025. The first three chapters provide the background and framework for the strategy. Chapter 2 provides a brief overview of the region and its key social and economic features, (with a more detailed profile contained in Annex B). The third chapter identifies the driving forces and trends that have been identified during the Foresight process and the principle underlying policies, strategies and reviews that operate at global, EU, national, regional and local levels. Their implications of these for the BMW Region are briefly outlined.
contributed to the strategy as laid out in this report. Part of the process also included wide-scale consultation with relevant stakeholders at local, regional and national levels. The process was facilitated by CM International Consultants and co-ordinated by the BMW Regional Assembly. The strategy as set out in this report is not only the culmination of the work that took place during the process, it also builds on the analysis and conclusions set out in a wide range of local, regional, national and EU policies, strategies and reviews. It lays out a coherent framework with an overall vision and investment priorities for the region for the next twenty years.
1.3
The Vision for the Region
During the Foresight process, the panels and Steering Committee identified a number of important elements of their vision for the region in 2025. This vision emerged from the joint work of the four thematic panels. The overall vision for the region in 2025 was expressed as:
Overview of the report
The second part of the document (chapters 4-7) outline the strategy as identified during the Foresight process, with chapter 4 setting out a vision, with its five components and the cross-cutting themes. The fifth chapter provides an overview of the ten strategic objectives and their accompanying measures, which will drive the vision forward over the life of the strategy. A description and rationale for ten priority projects are contained in the sixth chapter and the final chapter outlines the monitoring and implementation strategy.
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chapter two
2
The BMW Region today: A brief profile
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Chapter 2 The BMW Region today: A brief profile
2.1 Overview
2.1
2.2 The Social Environment 2.3 The Economic Environment 2.4 Key Challenges 2.5 Strengths, Weaknesses, Opportunities and Threats (SWOT) of the Region
Overview
The BMW Region3 covers a large and diverse area of Ireland. It comprises of thirteen counties in total including the six border counties of Donegal, Sligo, Leitrim, Cavan, Monaghan and Louth; the three western counties of Galway, Mayo and Roscommon and the four midland counties of Laois, Offaly, Longford and Westmeath. The Region accounts for some 47% of the land area of Ireland, 26.5% of the population and contributes some 19% of the GDP of the country. Figure 1. A Map of the BMW Region
Map of the BMW Region
‘The BMW Region is characterised by a high quality environment with low levels of pollution, clean air and water, as well as miles Border Regional Authority
of clean beaches on the Western seaboard
’
Midland Regional Authority West Regional Authority
Although the region is predominantly rural with a low population density, there is a strong and developing network of small, medium and larger sized towns, including Sligo, Letterkenny, Dundalk, Cavan, Monaghan, Portlaoise, Longford, Castlebar and the Midland Triangle towns of Athlone, Mullingar and Tullamore and the city of Galway. Such urban centres have established a strong portfolio of Foreign Direct Investment (FDI) and indigenous industries capable of significant future growth.
3
A more detailed profile of the region is contained in Annex C.
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The BMW Region is characterised by a high quality environment with low levels of pollution, clean air and water, as well as miles of clean beaches on the Western seaboard. The Region’s low population density is reflected in the fact that there are few congestion problems outside its main urban centres. The population of 1.03 million (2002) is, however, forecast to increase by 229,261 in 2020 based on current demographic trends and by 321,806 based on the suggested increases in the gateways and hubs under the National Spatial Strategy (NSS). Much of the recent increase in population has been concentrated in the main population centres. This trend is likely to continue, and implies continuing pressures on environmental resources, water supplies and sewerage systems.
2.2
The Social Environment
The social environment of the BMW Region demonstrates a strong history of both community and privately led social, economic and cultural activities. The last twenty years, for example, has seen a proliferation of community development organisations, working at local and county levels, which have provided a wide range of supports in areas such as employability, training, affordable and accessible childcare facilities, family services, personal development and youth work. There has also been a shift towards greater integration of community and social services through the County Development Board process, which has attempted to link relevant organisations and provide greater coherence and integration between services. While this social partnership approach has achieved a great deal of success, there remain significant gaps in service provision in the BMW Region. These include areas such as childcare, supports for children with special needs, youth services, drug programmes outside cities, sports and recreational facilities and many aspects of healthcare service such as care for the elderly and psychological services.
2.3
The Economic Environment
The economy of the BMW Region is currently in a period of transition, with a marked change from a reliance on agriculture sectors to a greater role for the value-added manufacturing and services sectors. Employment in agriculture decreased by 19% from 1999 to 2003 and during the same period it increased by 38% in the services sector. These changes have been accompanied by growth in employment rates, associated falling unemployment rates and significant increases in economic activity as measured by regional Gross Value Added.
While the BMW Region falls behind national averages in several economic indicators, other trends suggest a more positive picture for future competitiveness. The region has, for example, a relatively well educated workforce, with a high proportion of young people participating in formal education up to leaving certificate, and a high number continuing on to third level education. This is supported by a well-developed primary, secondary and tertiary educational infrastructure. Other positive trends include emerging evidence of potential cluster4 development in areas such as: Galway Sligo Monaghan/Cavan Donegal Midlands
Life sciences, ICT Tool making, medical devices Furniture making, food Seafood Life sciences
Similarly, tourism is a sector that has substantial potential to grow within the BMW Region, based on its outstanding natural beauty, as well as the availability of a wide range of outdoor activities, cultural and heritage facilities (including its Gaeltacht areas and unique island communities), and a range of hospitality provisions for visitors. The tourism sector, however, is not evenly spread throughout the region, with Galway and the Western Seaboard accounting for the largest proportion of visitors. Strengthening the competitiveness and innovation capacity of the BMW Region further, will inevitably require modern physical infrastructure. In comparison with more prosperous regions, the BMW Region has a relatively weak infrastructure. In this respect, the current NDP is doing much to improve roads, water, sewerage, energy and broadband infrastructure in the region. Future emphasis will, however, need to be placed on relieving congestion around the major intercity routes, improving important NorthSouth road and rail linkages, rolling out broadband access to all rural areas, and harnessing the potential of air and sea ports.
2.4
Key Challenges
In summary, the key challenges facing the BMW Region in moving forward are strengthening its economic competitiveness while maintaining the quality of life and vibrant community assets that currently define the region. In order to achieve this goal, innovation and knowledge capacity must be underpinned and the region’s infrastructure must be enhanced.
Despite these trends, the BMW Region continues to lag behind the Southern and Eastern Region (S&E), as evidenced in a number of important indicators of economic competitiveness, including: company start-ups and expansions, productivity levels and product innovation. The low levels of innovative activity reported amongst the company base is both exacerbated by low graduate retention rates (‘brain drain’), and deficiencies in the region’s innovation and knowledge transfer infrastructure. Critical areas here are the lack of large scale research institutions in the region (with the notable exceptions of the research being undertaken in various faculties in NUIG and in the Marine Institute), low levels of industry/third level linkages, and few private research associations.
4
Michael Porter (1998 On Competition, Harvard Business Review Books) defines clusters as: geographic concentrations of inter-connected companies and institutions in a particular field. Clusters encompass an array of linked industries and other entities important to competition. They include, for example, suppliers of specialized inputs such as components, machinery, and services, and providers of specialized infrastructure…Many clusters include governmental and other institutions - such as universities, standard-setting agencies, think tanks, vocational training providers, and trade associations - that provide specialized training, education, information, research, and technical support.
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2.5
Strengths, Weaknesses, Opportunities and Threats (SWOT) of the Region
STRENGTHS
WEAKNESSES
• High quality and scenic environment (both land and sea), low population density
• A weak urban structure, generally poor physical infrastructure and lack of efficient access to the main cities and ports
• Well developed network of towns and villages
• Higher dependency rates than S&E Region
• Access to a well educated, skilled and flexible workforce
• A limited industrial or services base with Gross Value Added across all sectors lower than the national average
• High quality of life attributes and positive external image • Poor agricultural land and weak agricultural structures • Lack of congestion generally resulting in less pressure on the physical infrastructure and high quality affordable housing stock
• Below average levels of start-ups and new products development
• High number of school-leavers attending third level education
• Poor graduate retention and consequent ‘brain drain’
• Many areas of high cultural merit including Gaeltacht and Island Communities
• Gaps in the provision of social, health, cultural and leisure facilities
• Vibrant community and voluntary sectors involved in service provision and impacting on all aspects of life in the Region
• Some lack of cohesion and collaboration between State and community sectors in the provision of social services • Insufficient affordable and accessible childcare facilities
• Diverse tradition of Arts, Heritage and Culture • Increasing level of investment in the region’s infrastructure in recent years • Strong educational infrastructure, including one university and five Institutes of Technology (IoTs)
OPPORTUNITIES • Further potential for enterprise development in ICT, tourism, internationally traded services and life sciences and medical devices
• Loss of jobs through economic restructuring, particularly in agri-food sectors and low tech sectors
• NUI Galway and five IoTs with specialist expertise, which could bring substantial benefits to enterprise in the region
• Competition from the rapidly growing economy of the eastern part of the country, in particular the Greater Dublin Area
• County and Regional Strategies on Waste, Water and Housing developed to provide future direction
• Loss of EU Structural Funds and lower preferential aids rates for the region
• Full implementation of the NSS and RPGs could bring more balanced regional development to the region
• Few R&D oriented companies and a relatively small share of national third-level infrastructure and industry linkages could hamper ability to compete in knowledge economy
• Potential to develop an internationally recognised cluster e.g. in the medical devices sector
THREATS
• Lack of sufficient high-skilled employment opportunities to retain people in or attract people to the region
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chapter three
3
What forces will drive the development of the BMW Region?
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Chapter 3 What forces will drive the development of the BMW Region?
3.1 Global Trends 3.2 Key Reports and Policies 3.3 Selected Policy Driving Forces
A number of factors will drive change in the BMW Region over the next 20 years. These consist of both global trends and EU, national and regional policies and strategies. Global trends provide the backdrop to change within the BMW Region. The challenge will be to harness such trends for the development of the region. The BMW Region will need to ensure that future investment policies are targeted at those development opportunities which have been identified through strategic processes such as the Foresight exercise.
3.1
Global Trends
3.1.1 Effects of globalisation Globalisation is recognised as a major influencing factor on the future shape of the economy, society and environment. Aided by economic liberalisation and the rapid acceleration of technological change, it has enabled greater access to global markets; increased economic growth; the development of new products, services and technologies; greater consumer choice and demand; improved living standards; increased international travel and cross-cultural understanding.
‘Increasingly, it is argued that regional success will be defined by the ability to create, share and use knowledge to generate wealth and improve quality of life for
’
people
3.1.2 Demographic change The UN estimates that by 2050 there will be more people over 60 in the world than children under 15. Alongside this process of population ageing, forecasts suggest that declining fertility levels in Europe indicate that unless levels of migration increase substantially, low or negative population growth can be expected in coming decades (although some variation is likely to be evident between countries). The ‘greying’ of the population is not yet as evident in Ireland, where there is still a steady increase in the population and a relatively high proportion of younger people than in our EU counterparts. 3.1.3 Increasing pace of innovation and technological change It is generally accepted that the pace at which new innovations are introduced is increasing. This, in part, is linked to increased global competition and consumer demand. Technological change is a central element of the innovation process. In the future, the focus of cutting-edge science and technology is increasingly moving towards convergence of key technologies such as nanotechnology, biotechnology, information technology and cognitive science. 3.1.4 Changes in attitudes to work, relationships and organisations The world of work is changing rapidly, with traditional large organisations giving way to smaller, more flexible and responsive enterprises. This is evident in the growing use of outsourcing and a sharpened focus on core business activities. It can also be seen in changing work hierarchies with employees increasingly viewed as partners in the enterprise. 3.1.5 Transition to a knowledge economy The decline in traditional sectors and an increase in the role of services has led to enormous changes in the make-up of the economy. Knowledge is becoming an integral part of the economy
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due to the effect of global forces on production. Increasingly, it is argued
towards sustainable energy production, energy efficiency in industry
that regional success will be defined by the ability to create, share and use
and construction, investment in public transport, the commencement
knowledge to generate wealth and improve quality of life for people.
of emission trading and the emphasis on enhancement of carbon sinks, in particular forestry. While the WTO Agreements are leading to
3.1.6 Increasing value given by society to the quality of life and living
increased trade liberalisation worldwide and are of particular relevance
Quality of life is a critical influence on the well-being of a region: socially,
to agriculture, leading to pressures for reduced subsidisation and removal
environmentally and economically. The growing importance of quality
of trade barriers.
of life issues across developed countries is being driven by a number of trends, notably increasing leisure time and affluence, the imminent ageing
3.2.2 European Policy
population and issues of health and safety. The importance of quality of
The composition of the European Union has undergone dramatic
life and living is also evident in related trends towards sustainability and
changes in the last two years, with the enlargement of the Union from
the protection of the environment.
15 to 25 countries in May 2004 and the planned extension to 27 in 2007. Enlargement has brought many new challenges and opportunities to
3.1.7 Rural pressures and policy changes
the EU, including the need for cohesion policy to provide extra supports
Contradictory pressures on rural space are increasingly changing the
for the new member states. The BMW Region will move from its current
shape of rural economies and societies. Key trends at work here include
position of receiving priority support under Objective One and will be
the increasing use of rural space for multi-functions such as tourism,
designated significantly reduced rates of Structural Funds assistance in
recreation, environmental conservation, forestry, bio-mass and housing.
the next programming period.
Such developments present significant opportunities for rural regions. Other trends, however, present particular challenges to the vitality and
There are two over-arching EU policy drivers that will impact on the
skills base of the rural areas and notably out-migration of the young. In
BMW Region over the medium term. The Lisbon Strategy (2000) is
addition, the pressures on EU rural areas are being further exacerbated
a commitment to bring about economic, social and environmental
by continued reduction in farm incomes and food industry rationalisation
renewal in the EU. In March 2000, the European Council in Lisbon set
following changes to CAP.
out a ten-year strategy to make the EU the world’s most dynamic and competitive economy. Under the strategy, it is envisaged that a stronger
3.1.8 Changes in governance patterns
economic base will drive job creation alongside social and environmental
A number of international trends characterise governance structures
policies that ensure sustainable development and social inclusion. The
in advanced western economies, ranging from decentralisation and devolution, the shift from government to governance itself, and integrated policy coordination or joined up policy making across and between different levels of governance. Each of these governance approaches can increase the sensitivity of policy to regional needs. Devolution and decentralisation are, of course, based on the assumption that regional and local decision-makers have a better understanding of policy issues related to the regional economy, compared to central government departments. This also calls for greater citizen involvement and a move towards more deliberative democracy in which the participation of communities plays a central role.5
3.2
Gothenburg Declaration (2001) sets out the principles of a sustainable development strategy for the EU, requiring that economic growth supports social progress and respects the environment. Under EU Competition Policy, the EU regulates areas, which could lead to an unfair distortion of competition in a free and open market place. The regulations cover areas such as monopolies, cartels, merger control and state aids. There is a large body of legislation and policy on competition and state aids in particular. The regulation of state aids for regions are outlined in the Regional Aid Guidelines (RAGs), which stipulate a number of precise conditions under which regional aid can be granted. There is a more favourable allowable aid rate for regions lagging behind (Art. 87 (3) (a)), which will no longer apply to the BMW Region post 2006.
Key Reports and Policies
Investment represents a key dimension of change that will shape the
EU Regional Policy emphasises the importance of greater cohesion for
future of the BMW Region. Here, a number of important areas stand
competitiveness in the enlarged EU. The new EU Regional Policy aims to
out, including: education, telecommunications, energy, access to
address both competitiveness and cohesion and will support three key
infrastructure and investment promotion. To a certain extent these can
objectives:
be seen in a range of existing strategies and policy documents. The remainder of this section outlines the critical policies and reports that
v Convergence (objective 1);
have informed the development of this Regional Foresight exercise.
v Competitiveness and employment (objective 2); v European territorial cooperation (objective 3).
3.2.1 Global Issues Two global agreements are of particular relevance as policy drivers with
Some of the implications in the changes in EU Regional Policy for the
regional implications, namely the Kyoto Protocol on Climate Change
BMW Region include the imminent loss of Objective One status, the
and World Trade Organisation (WTO) Agreements.
The Kyoto
significant reduction in structural funds receipts due to enlargement and
Protocol on Climate Change is already having an impact on the push
the emphasis on thematic rather than sectorial supports. Key foci for the
5
I n deliberative democracy, the democratic process is seen as the discussion of problems, conflicts and claims of need or interest, where through open dialogue proposals and arguments are tested and challenged. It challenges the model of democracy based solely on the aggregation of individual preferences through a voting system.
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future will be on innovation and the knowledge economy, environment
The National Spatial Strategy (NSS) (2002), reinforced by the Regional
and risk prevention, and accessibility and services of general economic
Planning Guidelines (RPG), provides a 20 year planning framework within
interest, with the ESF focusing on education, employment and social
which regional and county spatial planning can take place in the BMW
support and labour supply.
Region. It suggests an urban hierarchy in the region, but requires targeted investment in infrastructure and economic supports to strengthen selected
EU Agriculture and Rural Development Policy focuses on strengthening rural development and ensuring a competitive agriculture and a high quality environment. The mid-term review of the Common Agricultural Policy (CAP) (2003) led to agreement on fundamental changes to the CAP including the decoupling of direct payments through a shift from product to producer support by the introduction of a single, area-based payment per farm and reductions in the levels of payments through modulation. These have implications for the future competitiveness of agriculture in
regional gateways and hubs and to provide access to advantageous locations for inward investment. The Enterprise Strategy Group report (2004) ‘Ahead of the Curve’ encourages participation in lifelong learning and achieving distinction in the quality of graduates from the Irish higher education system. It has many implications for the BMW Region, including the necessity for strong emphasis on knowledge and skills levels, attraction of new inward investment, introduction of initiatives to build up marketing capabilities
the BMW Region necessitating an increased emphasis on environment
in firms, enhancement of research and technological development
and land management and on the need to strengthen initiatives in
capacity and the need to support the development of regionally based
support of viable rural communities.
high-technology clusters. In response to the Enterprise Strategy Group’s proposals, the Irish Government published an Action Plan addressing
EU Research and Innovation (RTDI) Policy plans to raise the EU’s
each of the report’s recommendations.
research and innovation budgets and to increase and leverage national and regional funding for research and innovation. The main implications
The Tourism Policy Review Group’s report (2004) sets a vision for
for the BMW Region are an increased emphasis and support for research
Irish Tourism recognising the regional significance of tourism and
and innovation actions and knowledge-based initiatives in order to
reinforcing themes that are of relevance to the BMW Region, such as
enhance the region’s competitiveness within the European Research and
product and service innovation, quality standards, positive brand image
Innovation Area.
and competitiveness for the tourism sector and the need for continuous human resource development and the promotion of professional tourism
EU Fisheries Policy currently focuses on four main areas: the conservation and management of marine resources, relations and agreements with non-member countries and international organisations, structural measures, and the common market organisation for fishery products. All of these have implications for the sea fisheries sector in the BMW Region with increased restrictions on fishing quotas, and given that this sector
career paths. The Irish Action Plan for Increasing R&D to 2010 recommends a broad range of actions of relevance to the BMW Region to support the achievement of these targets, addressing also framework conditions and the business environment for Research, Technological Development and Innovation (RTDI) and embedding the culture of Research and
operates in peripheral coastal areas, supports for ongoing investment and
Development (R&D) in SMEs by up-skilling the RTI capability of employees
diversification (e.g. to aquaculture) must be tailored to meet these areas’
via training in RTDI Management and other educational courses. It also
long-term needs.
has implications for public investment in the region in terms of improving innovation performance, RTDI capacity and industrial and academic
3.2.3 National Policy, Strategies and Reports
linkages.
There are a large number of national programmes, strategies, policies and sectorial reviews that have significant implications for the BMW
The Technology Foresight Ireland (1999) report recommended that
Region. Some of them are Government endorsed national policy and
Government policies should be more proactive in the creation of an
others are national policy proposals, strategies or reports, which have not
environment conducive to technological innovation.
been officially endorsed as official Government policy, but nonetheless
relevance to the BMW Region is the need to generate increased regional
represent the policy strategies and proposals of various bodies.
participation in the technology investment that is taking place.
The National Development Plan (NDP) sets out the Government’s €57bn (€18bn in the BMW Region) investment plan for the period 2000-2006. The NDP aims to address some of the significant infrastructure deficits in the region and support human resource development and the productive sector. During the Mid-Term Review of the NDP, significant under spend in the BMW Region in critical areas such as RTDI, National Roads and Public Transport was reported and these will need to be addressed during the next phase of the NDP in order to narrow the existing regional disparities.
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Of particular
Through the Information Society Commission (ISC), the Irish Government has been proactive in promoting the growth of a knowledge-based society. The BMW Region requires a specific focus on addressing its IT infrastructural needs, as well as measures to ensure that the full benefits of ICT can be exploited by all sectors of society and the economy. The report of the OECD Review of Higher Education (2004) sets out an agenda of significant structural, institutional and strategic changes and suggests an increased role for the IoTs in applied research and innovation
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and the placing of higher education more centrally in the economic development of the BMW Region. The Task Force on Lifelong Learning (2002) suggests a greater emphasis of lifelong learning overall and a focus on educational attainment for all sections of society. The delivery of these within the BMW Region poses particular challenges and will require innovative approaches and increased resources if they are to be achieved. The Agri-vision 2015 Group Report (2004) makes recommendations regarding the Government’s role in relation to the agriculture and food industry: to facilitate a market-driven agriculture and food industry, provide for environmental and social goods, stimulate rural development and to continue to regulate for food safety, animal welfare and environmental protection. These are all relevant to the BMW Region. The White Paper on Rural Development (1999) stresses the important continuing role of agriculture and introduces a range of rural development policy objectives, including rural proofing. This is of relevance to the predominantly rural BMW Region and requires continued support for area-based initiatives in order to retain a viable rural economy as part of the regional and national economy. The ten year National Anti-Poverty Strategy (2002) contains a global poverty target to reduce consistent poverty to below 2% by 2007.6 The NAPS requires focused support to address deprivation in the BMW Region in childcare, crime prevention, youth services, services to unemployed, community development/family support and equality as well as continued support for measures addressing educational disadvantage. Making Ireland’s Development Sustainable (2002) has many implications for the BMW Region, including its emphasis on sustainable land use, settlement strategies, energy, transport, water and wastewater usage and the need to support sustainable communities. The National Health Strategy and Quality and Fairness: A Health System for You (2001) sets out key objectives for the health service. In particular the BMW Region requires a health service that provides equitable access and the optimum level of service at local as well as regional level. The report of the National Task Force on Medical Staffing ‘Hanly Report’ (2003) sets out a series of principles regarding the future organisation of acute hospital services. It emphasises the need to provide a full range of specialist services appropriate to a region and to designate suitable roles for each type of hospital; local, regional or national. This could lead to more difficult access to acute hospital care for people living in remote and rural areas of the BMW Region. The Strategic Rail Review (2003) evaluated Ireland’s long-term rail requirements and suggested an investment strategy which would require an investment of €8.5bn over twenty years. It was the first comprehensive review of the railways in Ireland and recommended up-grading of most rail services, increased frequency of services, shortening of journey times and the improvement of quality on all radial intercity routes. Whilst the report found many positive arguments in favour of the Western Rail Corridor (WRC) and the Mullingar-Athlone rail link, it did not recommend including them in the immediate investment plan on economic grounds. The basis for this analysis, however, was criticised by many groups in the
6
C onsistent poverty is measured in NAPS as households who are experiencing enforced basic deprivation and whose income is less than 60 per cent of mean household income.
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region. A report (McCann) on the re-opening of the WRC is currently being considered by Government. The report concluded that a strong case could be made for the restoration of the line. 3.2.4 Regional Strategies Whilst there is no one specific agency charged with the development of regional policy, there are a number of agencies that develop plans and strategies with certain regional objectives. These include bodies such as the Regional Authorities, the BMW Regional Assembly, the Western Development Commission (WDC), Enterprise Ireland, FÁS, the Fisheries Boards, the Regional Tourism Authorities, Udaras na Gaeltachta, the IoTs and the Universities. The reports outlined below are samples of reports or strategies produced at a regional level in the BMW Region. The Regional Planning Guidelines (RPGs) are designed to implement the NSS by establishing a framework at regional level to further co-ordinate and integrate the development plans of the planning authorities in each region. They were adopted during 2003 by each Regional Authority and form a framework for development in each Regional Authority area. The Audit of Innovation Report (2004), commissioned by the BMW Regional Assembly, makes recommendations for significant improvement in the region’s innovation systems. The report recommends the promotion of innovation and entrepreneurship in the BMW Region, increasing the number of ICT and other high-tech companies in the region and access to and uptake of venture capital. It also recommends up-skilling and human resource development and an increase in the number of companies undertaking R&D and a strengthening of the research and innovation capacity of the third level sector and the building of regional clusters and networks. 3.2.5 County Policy Various policies are continually drafted by local authorities on a wide range of issues and the Strategic Policy Committees (SPCs) play a crucial role in the formulation of county policy on a wide range of areas of direct relevance to the local authority. Each local authority is at varying stages in the drafting and implementation of their City and County Development Plans designed to stimulate investment and development in a coherent manner and to adopt land use strategies which make the most efficient use of resources and service utilities, promote the sustainable development of towns and villages, provide essential infrastructure and the zoning of adequate lands for commercial, industrial, housing and other uses. The City and County Development Strategies (2002), drawn up by each of the fourteen City and County Development Boards in the BMW Region, have a ten year timeframe and implementation/monitoring mechanisms. At regional level, it is important that focus is retained on the coordination of public service delivery with increasing levels of integration among agencies and participation on regional groupings. Various other county-based bodies (e.g. Vocational Education Committees (VECs), County Enterprise Boards, LEADER Groups, Partnership Companies, County Childcare Committees, etc.) also produce strategies in relation to their area of activity.
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3.3 Summary of Critical Policy Drivers and their Key Implications The table below outlines the critical policy drivers and some of their key implications as identified by the thematic panels at the start of the Foresight process. The list summarises a number of the key issues raised and is not exhaustive.
Critical Policy Drivers EU and Global Kyoto Protocol on Climate Change World Trade Organisation (WTO) Agreements EU Enlargement Lisbon Strategy
v Increased trade liberalisation and global competition v An increased emphasis on sustainability across all sectors of society and the economy, including sustainable communities v New EU thematic focus on competitiveness, innovation and knowledge economy
Gothenberg Declaration
v Ongoing transformation of traditional sectors to continue
EU Competition Policy
v Focus on competitive agriculture and food industry, with increased emphasis on multi-functionality of agri-rural areas
EU Regional Policy EU Agriculture and Rural Development Policy EU Research and Innovation (RTDI) Policy EU Fisheries Policy National National Development Plan (NDP) National Spatial Strategy (NSS) Enterprise Strategy Group report OECD Review of Higher Education Tourism Policy Review Group’s report Irish Action Plan for Increasing R&D to 2010 National Anti-Poverty Strategy (NAPS) Making Ireland’s Development Sustainable White Paper on Rural Development Task Force on Lifelong Learning Information Society Commission (ISC) National Health Strategy Technology Foresight Ireland Strategic Rail Review report of the Agri-vision 2015 Group
v Reduced employment in the sea fisheries sector due to quota restrictions v Dynamic changes taking place require new approaches to rural development and a strengthening of rural linkages within the broader regional economy v Investment in transport infrastructure (roads and public transport) and telecommunications to increase access both within and externally for the BMW Region v Increased emphasis on balanced regional development as a national priority v Increased emphasis on spatial balance of social, economic and physical development and population growth between the regions v Enhancement of competitiveness of Irish industry through increased skills, marketing expertise, research and innovation and focused supports v An expanded role for the education system in the economic development of regions v Further increases in visitor numbers anticipated, arising from investment in product and service innovation, increased access and focused marketing strategies v Continued focus on addressing social exclusion and targeting tailored supports
Regional
v More flexible and agile government and greater citizen involvement in the development process
Regional Planning Guidelines (RPGs)
v Increased emphasis on renewable energy
Audit of Innovation report
v Raising skills levels and increasing lifelong learning to be a priority
Strategies of regional bodies County/Local
v Concerns for the provision of social infrastructure (especially education and health services) on an accessible, equitable basis
County Development Strategies
v National focus on ICT and bio-technology niches arising from Technology Foresight
County Development Plans
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Key Implications
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chapter four
4
Where do we want to be in 2025? A vision for the BMW Region
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Chapter 4 Where do we want to be in 2025? A vision for the BMW Region
4.1 A vision for the BMW Region 4.2 The Five Components
4.1
A vision for the BMW Region
During the Foresight process, a vision of the BMW Region in 2025 emerged as:
4.3 Cross-cutting Themes
An innovative, knowledge-based and competitive region, with a high quality environment, first class infrastructure, visionary leadership and a quality of life for its citizens that is among the highest in the world.
The vision emerged from the four panels and implies a careful balancing of quality of life; competitiveness; innovation and knowledge, the four main themes around which the Foresight process was organised. From these four panels, five main components were identified as essential means by which the vision can be achieved.
‘An innovative, knowledge based and competitive region, with a high quality
The five components will provide a focus for the BMW Region to construct a new, desirable future while anticipating, responding to and embracing the challenges facing the BMW Region in an increasingly globalised and changing economy and society. Whilst these five components were identified as essential means to achieving the vision, two cross-cutting themes of equality of opportunity and sustainability constantly surfaced during the Foresight process as important principles to be adhered to across all components and measures.
Figure 2. The Strategic Vision, Components and Cross-cutting Themes
environment, first class infrastructure, visionary leadership and a quality of life for its citizens that is among the
’
highest in the world
High quality environment for sustainable communities
VISION
Internationally competitive business environment
EQ
21st Century Infrastructure Networks
Visionary and effective regional management
Entrepreneurship and knowledge as cornerstones of prosperity
UAL IT
Y O F O P P O RT U
NI T
Y
SUST A I N A B I LT Y
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4.2
The Five Components
The five components, which form the basis of the vision for the BMW Region are distinctive to the region for a number of important reasons:
Component 3. A region where infrastructure networks provide access to 21st century resources The BMW Region cannot hope to exploit the global knowledge-based
v These components represent a consensus view of the region’s
economy until universal access to information sources and distribution
possibilities and opportunities rather than emerging as a result of a
channels is provided equitably across the population and used fully
more traditional ‘top down’ policy process.
for business, public services and education and learning. Integrated
v They emphasise the economic and social opportunities for knowledge-
infrastructures, such as Broadband Metropolitan Area Networks (MANs),
based economies through increasing diversity and creativity but
and an efficient transport infrastructure that allow remote access and
within the framework of strong and sustainable communities that
networked connectivity to knowledge will be a key enabling factor for the
value the region’s social cohesion.
region.
v They reflect the values and aspirations held within the region alongside a shared understanding of the challenges facing the BMW
The BMW Region requires a telecommunications and energy
Region.
infrastructure suitable for the 21st century and an integrated network of telecommunications, road, rail and air services serving the region.
Each component is detailed below and the means through which they can be achieved are outlined in the next chapter through a series of objectives
Infrastructure investments already being implemented in the region need
and measures.
to be completed and a new strategic approach adopted across all areas and all communication media without ignoring the equally important
Component 1. A region where entrepreneurship, learning and
social, educational and health infrastructure requirements of the region.
knowledge are the cornerstones of prosperity Knowledge and learning are already becoming an increasingly integral part of the BMW Region’s economy, as economic activity shifts toward
Component 4. A region where sustainable communities enjoy a high quality environment
knowledge and services as a result of global and national economic forces.
The BMW Region has significant competitive advantages in its high
If the BMW Region is to absorb, exchange and use the knowledge that
quality environment and its strong urban and rural communities that
is available in a new knowledge-based global environment, the region
must be maintained and innovative ways found to embrace major global
must overcome its current low capacity to promote enterprise and exploit
challenges such as the changing prospects for agriculture and rural
innovation and fill the gaps in the region’s “high level skills”. The role of
economies, waste management and long-term demographic change.
the third level sector and its linkages with industry, therefore, become crucial in such a knowledge based economy. Entrepreneurship, learning and knowledge must be the cornerstones of the prosperity of the BMW Region of the future.
The BMW Region must grasp the opportunity to create value from its clean environment, vibrant urban and rural communities and a culturally active population and at the same time achieve economic growth without adverse social and environmental impacts.
Component 2. A region with internationally competitive businesses
Investment in social infrastructure (urban and rural) is required if the long-
and a business environment conducive to investment
term social health of the region and its urban and rural communities is to be ensured. A high and sustainable quality of life in the BMW Region will
The BMW Region competes with other regions and countries to attract and
act as a magnet for incomers or returnees, many of whom will bring with
retain the best economic assets and the brightest and most skilled people.
them new skills and talents leading to the formation of thriving multi-
The BMW Region must aim to be recognised as a globally competitive location from which to do business and achieve a status as a net exporter of low weight/high value products and services to a global market place.
cultural communities across the region. These can invigorate the region’s workforce and provide a permanent base for success.
Building on its specialist firms, institutions and business supports, the
Component 5. A region with visionary leaders and effective regional
region can create strong linkages and networks in key high value sectors,
management7
through networking at local, national and international levels. The region must also build new strengths (e.g. in ICT, life sciences and internationally traded services) and attributes that recognise and exploit global trends such as those towards health consciousness and the desire of a globally ageing population for high quality leisure.
Policy makers must be attuned to recognising and addressing regional and local needs.
Post-2006 close coordination with European and
national policies will be even more important at the regional level and may require a greater coordination of public policy functions between different levels of government and, perhaps also, between different
The BMW Region needs to attract the best companies (foreign and
institutions and organisations. Regional bodies must be able to ‘proof’ the
indigenous) in the world to develop or locate there and enable the
national policies according to the needs of the region, assess the potential
region’s businesses to use knowledge to compete on a global basis.
impact of national and regional investment programmes and projects and monitor and evaluate the efficiency of public service delivery.
7
A further explanation on the delivery of more effective regional policy is contained in Annex D.
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1. Encourage sustainable land-use strategies, renewable energy
Regional policy makers need to demonstrate effective governance and
and use of public transport.
leadership by conforming to high standards of public, administration
2. Promote economic and social development, which will meet
and democratic accountability in the delivery of policy.
the needs of current and future generations.
The design of spatially sensitive policy at the regional level requires policy
3. Retain existing river catchment management and water quality
makers to engage with stakeholders, for example, foreign owned and
upgrade schemes.
indigenous business, universities, third level institutes and the voluntary sector in order to identify existing policy priorities and emerging
4. Build on the image and promote the region as a safe, clean and
opportunities and to agree upon a shared vision. Integrating and co-
green region to live, work in and visit.
ordinating approaches to policy, where regional problems and issues span more than one policy area is an added challenge and policy makers need
5. Implement the Regional Waste Management Strategies with
to show an ability to respond to these challenges by delivering creative
an emphasis on sustainable waste management programmes.
solutions adapted to the diverse needs of the people in the region. 4.3.2 Equality of Opportunity
4.3
Cross-cutting Themes
During the Foresight process, the following cross-cutting themes emerged as being central to all elements of the strategy and are thus included here as horizontal principles, to be integrated into the implementation of all measures:
Equality of opportunity was also identified during the Foresight process as a key horizontal issue in order to ensure that everyone in the region benefits from economic and social progress. It is essential to achieving a high quality of life for the citizens of the BMW Region. Full accessibility to employment and educational opportunities as well as social, cultural and leisure amenities were prioritised.
(i) Sustainability; (ii) Equality of opportunity.
The following principles will contribute to this horizontal objective: 1. Continue to target multi-faceted supports towards disadvantaged
4.3.1 Sustainability
groups, such as travellers, lone parents, migrants, long term unemployed
The notion of sustainability8 was discussed in all of the thematic panels in
and those experiencing special physical or educational needs.
its environmental, social and economic meaning. Whilst it was recognised that economic or social development should not impinge negatively on
2. Expand support programmes for e-inclusion and general education and training opportunities for disadvantaged groups.
the environment, it was also emphasised that a careful balance should be struck between the generation of economic prosperity and the need for preservation. Some of the principles that should be adhered to under the theme of
3. Support volunteering and training of community leaders through strengthening the activities of the voluntary sector. 4. Increase opportunities for deliberative democracy and civil engagement in local and regional development.
sustainability include:
8
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S ustainability is defined as meeting present needs without compromising the ability of future generations to meet their needs, World Commission on the Environment and Development (1987) Our Common Future.
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chapter five
5
What will drive the region forward?
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Chapter 5 What will drive the region forward?
5.1 Introduction
5.1
5.2 The Objectives and Measures
Introduction
The previous chapter identified a vision for the BMW Region and five essential components. This chapter outlines the strategic objectives, which have been identified as necessary in order to achieve the vision. They were identified and developed through the work of the four thematic panels. Investment in support of the priority areas must be both broad-based and sustained throughout the twenty year period to 2025 in order to maximise the region’s contribution to economic growth and competitiveness. Failure to invest will significantly damage the prospects of achieving the desirable future set out in the vision for the BMW Region, compromising its ability to respond to the opportunities and challenges of the global economy of the future. Ultimately, successful achievement of the objectives will depend on the level of commitment by the relevant agencies and Government Departments. A co-ordinated approach to the delivery of investment at local, regional and national levels will be essential in ensuring effective implementation.
‘Investment in support of the priority areas must be both broad-based and
Each objective is accompanied by a corresponding set of more detailed measures.
Figure 3. The 10 Strategic Objectives
sustained throughout
Place third level institutions at the heart of region’s future prosperity
the twenty year period to 2025 in order to maximise the region’s contribution to economic growth and competitiveness
’
Invest to make the region’s high quality environment sustainable
Invest in physical infrastructure to maximise knowledge capital
Build on clusters & concentrate investment
An innovative, knowledge-based and competive region, with a high quality environment, first class infrastructure, visionary leadership and a quality of life for its citizens that is among the highest in the world
Invest in community & social capital to ensure sustainability
26
Create an innovation & entrepreneurial culture
Invest in leading edge business support
Invest in infrastructure that builds on the NSS
Strengthen regional leadership
Invest in attracting, developing & retaining skills
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5.2
The Objectives and Measures
The Knowledge Objective
Measures
Place third level institutions at the heart of the region’s
Measure 1.1:
future prosperity
Enhance the role of third level Institutes in the life of the BMW Region
Knowledge, learning and education are key drivers of a modern global economy. The existing network of third level institutions is a key knowledge asset for the BMW Region and must receive adequate investment and be encouraged to develop so that these important institutions can occupy their full role at the heart of the region’s strategic vision for the future.
1. Invest in the Institutes’ capacity for graduate output linked with strategic skills requirements 2. Invest in industrial liaison, technology transfer and business incubation facilities 3. Employ professionally competent innovation officers (e.g. Technology Transfer Initiative (TTI), NUIG) 4. Increase the capacity of IoTs in Applied Research.
The ability of the Higher Education sector to respond flexibly to economic and social change is critical to the supply of appropriate skills for the effective functioning of the regional economy. A failure to invest and to develop the sector and its institutions will lead to damaging weaknesses in the region’s capacity to build a knowledge-based economy and to interact with industry to provide the skills and innovation that will underpin the region’s economy of the future.
5. Provide sustained support for Enterprise Platform-type programmes 6. Incentivise graduate entrepreneurship, spin-outs from IoTs and business incubators in IoTs Measure 1.2: Build the BMW Region’s Research Capacity 1. Invest in the region’s research and technology transfer infrastructures 2. Support collaborative RTDI investments 3. Support the establishment of national institutions as magnets of attraction in the BMW Region (e.g. Marine Institute in Galway) 4. Introduce a stronger spatial dimension into national R&D programmes and strategies 5. Support programmes to retain and attract top researchers in the region
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The Innovation Objective
Measures
Create an innovation and entrepreneurial culture
Measure 2.1:
throughout education; institutions; businesses
Provide innovation funding in the region
and communities
1. Increase the availability of seed capital and venture capital funding to support
Regions with a strong culture and tradition of innovation and entrepreneurship are found at the
business start-up and expansion 2. Support the provision of high technology property facilities and schemes
top of global ‘league tables’ of economic and social
3. Ensure significant innovation funding is available for the BMW Region
prosperity. Players in the BMW Region must overcome
4. Establish a formal linkage with ‘Business Angels’ willing to invest in start-up ventures
a number of significant weaknesses in innovation
5. Introduce regionally differentiated tax incentives
through investment in assets but also through engineering a ‘culture shift’ that demonstrates the value that society places on the flexibility, creativity and application that is embodied in innovation and
Measure 2.2: Promote an innovation culture throughout the BMW Region 1. Introduce creativity skills training into the primary and secondary level curriculum
entrepreneurship.
2. Increase SME innovation capacity through mechanisms such as teaching company The global economy of the 21 Century will require
schemes, graduate placement programmes, experienced technical manager scheme
individuals, businesses and institutions that are able
or R&D voucher scheme
st
to develop and employ new and profitable methods of working as a matter of course. The BMW Region must become innovative and entrepreneurial in its economic activities and in its approach to living and learning.
3. Promote a continuous and systematic approach to knowledge, innovation and R&D in enterprises 4. Build a Centre for creative learning within the BMW Region linked with traditional creative arts and modern digital media facilities Measure 2.3: Promote entrepreneurship throughout the BMW Region 1. Invest in widespread enterprise education at all levels (including business skills, planning and risk taking) 2. Extend placement opportunities in industry for undergraduate courses 3. Provide incentives to enterprising academics and graduates using schemes such as spinout support and enterprise scholarships 4. Support a comprehensive mentoring programme that will bring experienced business people into wider contact with the general population, notably young people
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The Clustering Objective
Measures
Improve the critical mass and impact of investment by building
Measure 3.1:
on existing clusters of activity and concentrating investment
Strengthen partnerships and networks across the region
effectively
1. Provide supports for network activities - RTDI Networks, Business to Business and Business to Institutes networks as well as North-South
The BMW Region is a large area with relatively low population densities. The lack of ‘critical mass’ in the region can result in resources being spread too thinly in a way that is sub-optimal in
partnerships and networks 2. Build links with institutions outside the region and internationally
its impact, and, while allowing a share of investment for everyone
3. Promote greater levels of networking between the multinational
across the region, provides little strategic focus. There is a need in
business sector and the region’s SMEs through the promotion of
the region to concentrate the use of investment resources effectively
mentoring, networking and spinout activities
and to build on existing concentrations of activity and assets in a way that will achieve maximum impact from the investment in the
Measure 3.2:
region.
Adopt a sector focus and achieve a concentration of industry and investment
Clusters stimulate higher growth through raising productivity, improving linkages with the third level sector, increasing capacity for innovation and stimulating new business formation. There is a potential for some internationally significant clusters in Ireland and a number of smaller national and regional concentrations of similar industries. Strong internationally focused business clusters based around the BMW Region’s key emerging sectoral strengths
1. Develop a cluster policy for the BMW Region 2. Pilot a cluster for one sector initially that has the capacity to attract and create intermediate and subsidiary industries and the build up of third level linkages and research and training 3. A networking/clustering approach should be used to build regional strengths in the life sciences, ICT and international services
need to be developed and supported by networking and associated development activity.
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The Spatial Investment Objective
Measures
Invest in infrastructure that builds on the National Spatial
Measure 4.1:
Strategy
Further develop the NSS at a regional level
The National Spatial Strategy (NSS) and the corresponding Regional Planning Guidelines (RPGs) provide an important opportunity for the BMW Region and the investment needed to deliver the NSS is crucial for the region’s future. Failure to implement the NSS will place the BMW Region in a poor competitive position with
1. Prioritise all future infrastructure investments in order to achieve the objectives of the NSS 2. Prepare investment plans and targets for the designated gateways and hubs and other areas in accordance with the RPGs 3. Focus sectoral strategies around identified gateways and hubs
inadequate access to the global economy. Measure 4.2: Infrastructural development should take place in a way that supports the implementation of the NSS. Firstly, ‘infrastructure’ must be defined in the widest possible terms encompassing housing, education, cultural and communication infrastructures and, secondly, investment at a spatial level below that of the NSS should be carried out in the region’s towns, villages and communities allowing more equitable access to infrastructure to be achieved.
Build on the potential of strategic corridors 1. Develop strategies to exploit the economic and social benefits of the strategic transport and communication corridors 2. Invest in cross-border and inter-gateways infrastructure linkages e.g. gas, roads, broadband, electricity 3. Support strategies for integrated service provision along the Border e.g. waste management, healthcare
The NSS also offers the potential for strategic economic corridors
Measure 4.3:
and strengthened infrastructure linkages with Northern Ireland.
Update and deliver infrastructure programmes 1. Deliver on the infrastructure investment commitments in the current NDP 2000-2006 2. Prioritise and address the region’s road infrastructure deficits and these have been identified by the BMW Regional Assembly as comprising of key national primary and secondary routes that link urban centres and designated gateways and hubs 3. Address deficits in public transport provision and re-open the Western Rail Corridor and the Athlone-Mullingar rail link, introduce commuter services to Galway, increase frequency and quality of rail and bus services within the region and explore new opportunities for rail freight transport 4. Extend the natural gas network strategically within the region, rectify deficiencies in the electricity grid and incentivise increased electricity generation from wind and other sources 5. Provide universal broadband access to the BMW Region utilising innovative approaches, where necessary 6. Invest in the region’s airports to enable them to increase their capacity for domestic and international passenger services and freight
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The Leadership Objective
Measures
Strengthen regional leadership and implementation of
Measure 5.1:
investment
Introduce defined regional budgets
In order to drive the Strategic vision forward, the BMW Region must make the best, most effective investment decisions for the region. To do this there must be a strengthened regional leadership and more effective regional management of
1. Introduce regional budgets of all major capital investment budgets of national agencies 2. Ensure that national policies and strategies are regionally/spatially differentiated
investment. In particular, national policies and programmes need to be translated into appropriate policies for the BMW
Measure 5.2:
Region and additional resources obtained through the
Develop policy development structures for the BMW Region
mobilisation of excellent information and supporting policy
1. Develop the regional policy capacity of the BMW Regional Assembly in order
arguments.
to enable a greater input from within the region into economic planning
The BMW Region is itself a recent construction and requires strengthening in its delivery of policy. A failure to achieve this would represent a missed opportunity and will risk wasted investment and a lack of regional ‘voice’ at an EU and national level, significantly in the post-2006 environment.
While
2. Build strategic linkages with representative groups within the region such as Local Authorities, Regional Authorities and the WDC in order to formulate coherent regional policy proposals 3. Seek the strengthening of regional policy capacity within national Government
requiring national level cooperation this priority can only be effectively achieved through leadership from within the BMW
Measure 5.3:
Region.
Monitoring and Analysis 1. Introduce a system of regional targets for major investment programmes with regional interests engaged in the monitoring of their success 2. Introduce regional indicators into the measurement of competitiveness and the innovation performance of the Irish economy 3. The regional impact of all major national programmes should be assessed at programme planning stage 4. Develop a region level project appraisal capacity Measure 5.4: Leadership and Civic Engagement 1. Increase opportunities for ‘deliberative democracy’ and civic engagement in local and regional development 2. Support volunteering and training of community leaders through supporting the activities of the voluntary sector 3. Increase the opportunities for mobility between the public and private sectors
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The Skills Objective
Measures
Invest in attracting and retaining skills
Measure 6.1: Raise overall skill levels
Economic success increasingly depends on an adaptive
1. Identify future skills needs and address skills gaps
education sector and a skilled labour force that has the capacity
2. Implement the ‘One Step Up’ initiative9 in the BMW Region
to embrace change, retain flexibility, develop intellectual property and promote knowledge intensive economic
3. Provide incentives to attract skilled workers to the BMW Region
activity. In order to avail of the opportunity to share in global
4. Attract foreign students to study in the region’s institutions and remain in
economic success, the BMW Region must, over the long term,
the region
prioritise the acquisition of new skills and continual re-skilling by investing in its people throughout their lives in informal
Measure 6.2:
and work based environments as well as in more structured
Make the BMW Region an attractive region in which to work
educational institutions. Where new skills are required rapidly,
1. Promote a better work-life balance through flexible employment
the region will need to introduce people with those skills into
policies and enabling infrastructure
its communities and use its traditional cultural attributes and assets as a key feature. This is particularly critical in a number
2. Invest in childcare facilities and services
of areas in the region, which are noted as having especially high
3. Provide employment opportunities throughout the region
levels of unemployment due to recent job losses in traditional industries (e.g. Ballinasloe, Donegal, Border Region).
Measure 6.3: Support lifelong learning within the BMW Region
The BMW Region risks falling behind the rest of Ireland and losing
1. Provide additional funding for part-time and flexible training programmes
out to international competition if it does not, over the long term, improve skills levels throughout the region’s businesses
2. Develop access programmes for lower income groups
and institutions and identify and fill regional skills gaps notably
3. Provide incentives to both employers and employees to avail of skills
in science, engineering and languages.
development programmes 4. Introduce accreditation for all learning programmes 5. Increase the range and accessibility of course provision (e.g. through e-learning and outreach centres)
9
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T he Enterprise Strategy Group report Ahead of the Curve recommended the introduction of formalised approaches to lifelong learning and policy interventions to ensure that the low-skilled are not left behind in order to meet the demand for skilled workers, one of which is the One Step Up Initiative, which aims to upskill employees to the next level.
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The Business Support Objective
Measures
Invest in leading edge business support
Measure 7.1: Improve business support provision
To increase employment in manufacturing and international
1. P rovide tailored business supports and mentoring services tailored to sectoral needs
traded services, more emphasis must be placed on improving the productivity, flexibility and added-value impact of the region’s business sector. This is necessary to create a dynamic in the enterprise sector for self-sustaining growth in the knowledgebased global economy of the future. Knowledge-intensive and mobile investment is attracted not just by financial incentives, but also by a business friendly and efficient operating environment, with good education facilities, quality access infrastructure and
2. Retain regionally-differentiated incentives in the BMW Region 3. S upport programmes that improve third level/business linkages on a ‘first stop shop’ basis 4. Introduce promotional campaigns to increase company start-ups in the region
pro-business public policy.
Measure 7.2: Foreign direct investment and cross border opportunities
The BMW Region already benefits from a range of support
1. M aintain target of 50% of Greenfield job creation from foreign direct investment in the BMW Region
measures and agencies, but provision needs to be strengthened to match the range of provision offered in leading regions across the world. Tourism is the world’s largest service industry. The BMW Region has many assets including its unspoilt environment on which to build its competitive tourism sector. The region is particularly well endowed with rich natural resources and their
2. C ontinue to develop an environment conducive to high value-added manufacturing and internationally traded service companies 3. E ncourage the provision of a portfolio of advanced units and serviced sites with enabling infrastructure10
commercial potential should be exploited in a way which is
4. P rovide integrated business supports through business networks and other means
sustainable and non harmful to the environment.
5. Exploit the opportunities for cross-border trade and investment Measure 7.3: Develop the BMW Region’s tourism potential 1. Exploit the commercial potential of tourism assets in State ownership 2. S upport tourism products that exploit the region’s natural environment and develop green tourism as a niche product for the region 3. C ontinue to invest in attractors and clusters of attractors that have the capacity to increase the number of visitors to the region 4. D evelop world class outdoor activity products e.g. walking, cycling, golf, equestrian and water sports and cultural products 5. U se co-operative marketing and new technologies in order to implement focused marketing campaigns Measure 7.4: Develop Enterprises around the region’s natural resources 1. Continue to provide supports for on-farm investment 2. E xploit new commercial opportunities in the agri-food, forestry and fisheries sectors, particularly in higher value added products 3. Promote the production of energy through renewable sources 4. S upport alternative land use strategies e.g. biomass (grown fuel), organic production, forestry and agri-based tourism
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O ne means of achieving this would be the designation of a small number of key regional locations with accelerated capital allowance.
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The Environmental Objective
Measures
Invest to make the region’s high quality environment
Measure 8.1:
sustainable
Enhance the natural and built environment
The environment of the BMW Region is already a favourable feature of the region and can be expected to play an even greater part in ensuring its competitiveness, quality of life and prosperity over the next 20 years. By investing in a number of key areas the region can ensure that the position is sustained and the opportunities from the BMW environment are realised.
1. Implement existing legislation to maintain natural habitats, support national parks and wildlife reserves and protect and enhance heritage sites and field monuments 2. Implement river catchment management and water quality upgrade schemes 3. Introduce a promotional campaign to build on the region’s natural environment image as a clean and safe region to live in and visit
Existing legislation needs to be effectively implemented to maintain natural habitats, support national parks and wildlife reserves, protect waterways and enhance heritage sites and field monuments and existing strategies, such as in waste
4. Implement the Regional Waste Management Strategies with an emphasis on sustainable waste management programmes 5. Maintain the viability of the region’s city, towns and villages through improving the quality of their design and maintenance
management need to be achieved. Similarly the quality and richness of the built environment needs to the promoted and maintained, which will lead to a higher quality of life for people living and working in the region’s cities, towns and villages.
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The Community Objective
Measures
Invest in the region’s communities and social capital in
Measure 9.1:
order to ensure their sustainability
Build local social capital
The importance of the social fabric to communities of the region is crucial to its identity, prosperity and cohesion. To ensure the long-term social sustainability of the region and its communities, continued and strategic investment in social and community infrastructure is required.
1. Provide strategic supports for community-based services and amenities, which are integrated and cohesive 2. Provide specific support programmes for Gaeltacht, Island-based and Border communities 3. Implement the Regional Sports Centres initiatives and ensure its implementation in all Gateways and Hubs
The BMW Region is already facing pressure on health and
4. Continue supports for innovative social economy activities
childcare services. During some of the panel discussions of the Foresight process, it was highlighted that the need for caring
Measure 9.2:
will become greater as the demographics of the region change
Support rural communities
and that action is needed to promote and support caring as a profession. There is also a need for a shift in policy to favour preventative care and generally improve access to healthcare
1. Innovative approaches to the provision of viable rural services 2. Support area-based partnership (e.g. LEADER) programmes that generate economic activity and employment in rural areas
services. Despite the region’s relative prosperity, there is an ever-
Measure 9.3:
continuing need to target specific supports towards a number of
Targeted supports
potentially socially excluded groups and to ensure that everyone has an opportunity to share in the region’s prosperity. With the increase in migrant communities in the region, embracing multi-cultural diversity is an important opportunity which has the potential to enrich the social fabric.
1. Continue to target multi-faceted supports towards disadvantaged groups, such as travellers, lone parents, migrants, long term unemployed and those experiencing special physical or educational needs 2. Support programmes for e-inclusion and general education and training opportunities for disadvantaged groups 3. Provide a comprehensive childcare service, subsidised for low income families Measure 9.4: Embrace multi-cultural diversity 1. Introduce multi-cultural awareness programmes into the school curriculum and promote civic engagement with all of the region’s communities 2. Attract skilled workers to the region and exploit the potential of ethnic and cultural diversity as a source of social, economic and technological innovations
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The Social AND Knowledge Infrastructure objective
Measures
Invest in the physical infrastructure that will maximise the
Measure 10.1:
social and knowledge capital of the BMW Region
New approaches to infrastructure design and delivery
If the BMW Region is to fulfil its ambitions as a knowledge-based region, new facilities are required that will facilitate distance learning, outreach opportunities and e-inclusion programmes. This will also require investments in early childhood education facilities and access, improved resourcing at the primary level and investing in the region’s physical stock of schools. The success of such a holistic approach will depend on the support
1. Develop new approaches to infrastructure provision that allow different partnership models to be explored for the implementation of infrastructure projects 2. Apply new approaches to social infrastructure provision (public-private, public-community e.g. childcare, community transport) 3. Continue to invest in urban and village renewal and enhancement schemes
and endorsement of State agencies and existing plans to invest in ICT in schools will need to be carried through as a pre-requisite
Measure 10.2:
action.
Social infrastructure investment programme 1. Improve planning and design of housing development and increase the provision of special needs housing 2. Improve access and quality of healthcare services 3. Invest in community-based services such as childcare, supports for children with special needs, youth services, drug programmes, sports and recreational activities and services such as care for the elderly, hospices, respite care and psychological services. Measure 10.3: Education infrastructure investment 1. Invest in Community-based Higher and Further Education outreach facilities and networks based around investment in technology and facilities, building upon the existing facilities supported by Lionra and by the BMW Assembly 2. Invest in first and second level education so that all can benefit from the knowledge society 3. Invest in ICT in all schools
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6
chapter six
Investing now: Priority Initiatives
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Chapter 6 Investing now: Priority Initiatives
6.1 The Rationale for Priority Initiatives
6.1
The Rationale for Priority Initiatives
This section sets out ten priority initiatives which if implemented in the short term, will provide the foundation for the implementation of this BMW Regional Foresight strategy over the next twenty years. During the Foresight process a vision and framework for the next twenty years was articulated. It was nevertheless also recognised that there is also a need to implement a number of priority initiatives over a shorter time frame (five years). Ten specific initiatives or projects were selected as the immediate priorities, to be implemented by 2010. The priority initiatives selected: v will make the greatest contribution to the achievement of the overall strategic objectives of the Regional Foresight Strategy v are of significant scale v are considered to be the most critical enabling actions v are of immediate importance to the region
‘They will provide much of the enabling infrastructure and building blocks upon which the overall Foresight strategy can
’
be achieved
Whilst they will lead to the attainment of the objectives of the strategy, they are broad-ranging and cut across the various themes. They will provide much of the enabling infrastructure and building blocks upon which the overall Foresight strategy can be achieved. They include both the completion of projects identified under the NDP, some strategies/initiatives which have been already agreed and some new initiatives. The important factor is that their implementation takes place in the immediate term and that they are given special priority in investment decisions relating to the BMW Region. Although they are presented in this chapter as distinct initiatives, the actions under them are inter-related and contribute to the overall attainment of the vision for the region as defined in the Foresight strategy. The ten priority initiatives are as follows: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
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Deliver on NDP Road Infrastructure Projects in the BMW Region Implement the NSS as a Spatial Planning Framework Provide Universal Broadband Access Invest in Critical Public Transport Infrastructure Invest in International Access to the BMW Region Develop Clusters of Excellence Invest in Flagship Tourism Projects Invest in the Region’s Childcare Infrastructure and Services Invest to raise the Region’s Skills and Knowledge Capacity Raise the Research and Innovation Capacity of the IoTs
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Priority Project no. 1:
Priority Project no. 2:
Deliver on Key NDP Road Infrastructure Projects
Implement the NSS as a Spatial Planning Framework
The stock and quality of public physical infrastructure is one of the key
The focused implementation of the NSS is an imperative to achieving
determinants of the long-term growth and competitiveness of a region’s
balanced regional economic development. The NSS should be the
economy. Weak infrastructure acts as a barrier to regional economic
cornerstone for all spatial and regional planning. What is required is a
development and regions will only attract enterprise if they have the
commitment at all levels of Government to implement it fully and to
facilities and infrastructure to enable them to compete globally. In
integrate the strategy into all national, regional and local planning.
particular, an efficient transport infrastructure is required in order for the region to become more competitive.
The BMW Region suffers from the lack of significant growth centres of ‘urban scale’. In a resource-constrained environment, a solid foundation
The Irish Government through the Department of Transport and
of key locations and enabling infrastructure that will serve as a basis
the National Roads Authority must accelerate the delivery of the
for broader regional success over the twenty years of the NSS and the
infrastructure investment commitments in the current NDP 2000-
Regional Foresight strategy is vital.
2006 and address the region’s road infrastructure deficits, which have been identified by the BMW Regional Assembly as comprising
It is essential that the NSS and the Regional Planning Guidelines
of key national primary and secondary routes that link urban centres
(RPGs) are fully implemented to produce a small number of first class
and designated gateways and hubs.
business locations with first class infrastructure.
In an environment conducive to private sector investment, this will require
The NSS emphasises the important role played by effective, transport,
investment ahead of demand in some key locations. It is essential that all
telecommunications, energy and other linkages in making places
road programmes should relate to the NSS as a strategic instrument for
attractive for investment and growth. Furthermore, the development
guiding future investment and the development of roads is an essential
of strong urban structures combined with effective rural development
feature of the NSS. This requires a greater emphasis on the road network
strategies would ensure that the BMW Region becomes more sustainable
connecting the gateways and hubs within the BMW Region.
in the long term.
It is also essential that strategic cross-radial corridors (national secondary
The successful development of the gateway locations and hubs is therefore
routes) should be allocated a new degree of priority and that a higher
crucial to provide the BMW Region with locations of scale that will possess
Level of Service (LoS) is required on all roadways between gateways and
the population base, skills, business services, infrastructure and existing
hubs. These routes would serve as essential linking points between the
enterprise base necessary to attract and secure inward investment against
BMW and S&E Regions in a north-south direction.
similar competing locations internationally. Prioritising the development of the gateways and hubs in each region will put in place the foundation
North-South linkages should also be considered in prioritising road
stones for successful enterprise development across the BMW Region.
schemes and whilst considerable progress has been made on the M1 Dublin-Belfast route, the N16 between Sligo and Enniskillen and the N3
The RPGs adopted by the Regional Authorities for the Border, Midland
Cavan/Enniskillen linkage should be improved. (see table below)
and Western Regions set out the critical enabling investments required
Border Region
Midland Region
West Region
National Primary
Extend N3 northwards to Belturbet Bypass N4 Carrick-on-Shannon Sligo Inner-relief road (underway) N2 Monaghan Bypass and C’blayney to Clontibret Bypass Complete N15 Sligo - Bundoran N16 Sligo to A4 (Enniskillen) link
N5 Longford Bypass N4 Edgeworthstown Bypass N6 Dublin - Galway motorway
N6 Dublin - Galway motorway (underway) N5 Strokestown - Swinford, including Ballaghaderreen and Charlestown Bypasses N17 Claregalway and Tuam Bypasses and Collooney Charlestown
National Secondary
N53/N16 Dundalk - Sligo route N55 Cavan to Athlone link
N52/N80 Midland Triangle Gateway linkages: N52 Mullingar - Tullamore N80 Tullamore - Portlaoise - Killeshin N55 Athlone - Cavan N62 Longford/Athlone/Birr
N61 Athlone - Sligo N60 Athlone - Castlebar N26 Ballina - Castlebar and link to Knock N18 Galway - Ennis (Shannon)
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in order to fully implement the NSS11. Failure to focus on the designated gateways and hubs as centres of population and economic growth, complemented by other urban development centres and prioritisation of key infrastructural links could result in the failure of the region to reach its full potential. Priority Project no. 3: Provide Universal Broadband Access The universal availability of high-speed always-on internet access is crucial for the economic development of the BMW Region, from innovation, competitiveness, knowledge/learning and quality of life perspectives. Broadband enables businesses, communities, service providers and individuals to take full advantage of on-line services. Broadband brings the world to your fingertips, reduces peripherality and opens up new business opportunities and provides a positive environment for investment. Universal broadband access must be provided throughout the BMW Region within the next three years, utilising innovative approaches, where necessary. In order to compete effectively for mobile investment and enhance the competitiveness of the region’s businesses, the BMW Region must make broadband available throughout the region at a competitive price and telecommunications infrastructure must be at least on a par with other regions. Where the private sector fails to deliver, further public sector intervention will be required. Metropolitan Area Networks (MANs) have been rolled-out by local authorities in the region in the main population centres with further phases planned. The opportunities presented by these MANs should be further exploited by both the public and private sectors. All users should have access to a minimum Asymetric Digital Subscriber Line (ADSL) standard initially and this is considered the minimum to promote e-commerce in the BMW Region. Wireless technologies should be deployed for the remainder of the region, through initiatives such as the Group Broadband Scheme. The Group Broadband Scheme has been launched to enable community organisations in smaller towns and villages to work in partnership with broadband internet service providers. Demand for services such as on-line booking, and video conferencing, is growing. However, in order to fully exploit its potential, increased resources must be deployed in order to stimulate usage for service provision, education, marketing and retailing and access to information etc. Priority Project no. 4: Invest in Critical Public Transport Infrastructure A comprehensive and well-functioning public transport infrastructure is of critical importance in the achievement of regional balance and diffusion of employment opportunities. Despite the investment and progress achieved to date, public transport in the BMW Region is deficient in many respects. Major investment is now needed. This includes the provision of effective and efficient rail and bus services throughout the region. Rail
access to the region is currently weak, with rail routes only operating from Dublin to a number of towns in the region, no north-south linkages and virtually no commuter services. It is essential that rail linkages in the region are improved, including the introduction of commuter services in the gateway towns, upgrading the current inter-city routes, re-opening the WRC and the Mullingar-Athlone rail link as immediate priorities and increasing the frequency and quality of bus services in the region. The WRC links the three designated urban gateways of Sligo, Galway and Limerick, via the designated hubs of Tuam and Ennis. The re-opening of the WRC would also facilitate ease of access to regional airports at Sligo and Galway and the International airports at Shannon and Knock. The WRC is also an important element in the development of an economic corridor linking the North-West and the South-West. An economic impact analysis carried out on behalf of the BMW Regional Assembly found that the WRC would have significant and positive impacts on the economy of the BMW Region. The capital investment in the WRC would stimulate the economy in the short-run (five years) through the construction sector. As the facility becomes available it would have permanent impacts through the increased movement of people and goods. Certain sectors such as tourism will receive a major boost, as access to consumers will be greatly increased. There is a strong case for the re-opening of the WRC and the AthloneMullingar lines on social, sustainability, transport planning and spatial balance grounds. Public infrastructure is crucial in supporting the objective of balanced regional development, one of the key priorities of the NDP. The anticipated growth in the population of the gateways, hubs and other urban centres along the routes will ensure their viability. Failure to re-open the routes will damage the growth potential of the designated gateways and hubs and necessitate further road investment to counter congestion. Priority Project no. 5: Invest in International Access to the BMW Region International and internal access are critical from both tourism and business development perspectives. The services to and from the region’s airports should be improved, including charter flights. New services to the UK and European destinations should be developed to facilitate business traffic. Further investment in the BMW Region’s airports is essential, recognising their strategic role as gateways for business and tourism. Knock International airport is Ireland’s fourth international airport and is currently the fastest growing airport in Ireland in terms of passenger throughput (55% growth in 2004). Currently, Knock International Airport offers a range of flights to over 20 destinations including scheduled services to Dublin, London (Stansted and Gatwick), Manchester, Birmingham and
11
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Liverpool. Knock airport has runway capacity and other facilities suitable
development of appropriately scaled visitor attractions and a new focus
for large jet aircraft and freight carriers. The development of freight
on the green/sustainable tourism niche.
facilities at Knock should also be advanced. It is essential that investment in major tourist attractors and clusters Shannon and Dublin airports whilst outside the region, provide critical
of attractors takes place that has the capacity to significantly increase
access to important transatlantic and European hubs and the public
the number of visitors to the region.
transport and road linkages to these airports from the region are crucial. Similarly Belfast and Derry airports provide important access for the Border
While there are many existing tourism attractions in the BMW Region,
counties in the region.
it is imperative that new flagship attractions and clusters of attractions are developed of significant scale to have a major regional impact. Fáilte
Galway Airport also provides services to Irish, UK and French (Brittany)
Ireland and the Regional Tourism Authorities should immediately identify
destinations and is becoming increasingly important for increasing ‘short
and promote at least three additional attractors in the BMW Region.
break’ visitor numbers and for facilitating the increase in transnational
These should be strategically located in order to spread the benefits of
business activities. Other regional airports at Sligo and Donegal (Carrickfin)
tourism and increase the opportunities for employment, particularly in
also provide important connections with the potential for further UK
rural areas. Examples include the re-opening of the Ulster Canal (A cross-
services.
border project), and Lough Key (to commence in 2005).
Priority Project no. 6:
There are also opportunities to develop low intensity green/sustainable
Develop Clusters of Excellence
tourism projects as magnets of attraction in the in the BMW Region and these should be supported. This would give the BMW Region a stronger
Going forward the BMW Region recognises that knowledge-intensive and
market presence, generate additional revenue for the region and
mobile investment will be attracted not so much by financial incentives,
stimulate greater private sector investment in ancillary services. It would
as by a business friendly and efficient operating environment, with
be complemented by increased international access, particularly through
good education facilities, quality access infrastructure and pro-business
expansion of direct air access to the region.
public policy, conducive to high value added, knowledge-based and Internationally Traded Service Companies. These must become our
Widening the regional spread of tourism growth should remain a central
competitive advantages.
objective of tourism policy. Failure to develop additional attractions of scale will contribute to further reductions in the BMW Region’s share of
It is essential that clusters of excellence are developed that have the
visitors and revenue.
capacity to attract and create intermediate and subsidiary industries and that third level research and training linkages in biopharma, ICT
Priority Project no. 8:
and international services are put in place and integrated business
Invest in the Region’s Childcare Infrastructure and Services
supports through ‘cluster hubs’ and other means are provided. The growth in the number of people in employment and particularly the A cluster is a critical mass of companies able to benefit from pools of
rising female labour force participation rate in the BMW Region means that
skilled personnel, knowledge and specialised support with growing
the lack of accessible, affordable, quality childcare services has become
interdependencies between the actors involved.
a significant issue for many working families. Lack of childcare services for socially disadvantaged communities often impedes those seeking to
This requires the development of clusters of excellence in which
return to work or improve their skills and qualifications.
technology companies, education and research activities, venture capital providers and so forth, network to create a climate of innovation and
The limited availability of childcare places and its relatively high cost has a
entrepreneurship. Our objective is to be at the leading edge of the global
detrimental effect on female labour force participation in the workplace.
economy in a number of competencies/industry niches.
The rate in the BMW Region (less than 50%), while rising steadily in recent years, is still well below the rate for males (c. 70%). The funding of
This is necessary to create a dynamic in the enterprise sector for self-
childcare provision has considerable benefits to offer with regard to equal
sustaining growth in the knowledge-based global economy of the future.
opportunities, social inclusion, quality of life and economic growth.
Priority Project no. 7:
Accessible, high-quality, affordable childcare must be provided
Invest in Flagship Tourism Projects in the Region
throughout the region in a way which is equitable and encourages equality of opportunity, using a range of grants, tax-based relief and
In spite of the BMW Region’s unspoilt natural environment, varied
appropriate fees structures.
landscapes and waterways and rich cultural heritage, tourism remains largely underdeveloped in many parts. There is considerable scope to
A comprehensive strategy has been put in place through the Equal
expand the tourism product base within the BMW Region through the
Opportunities Childcare Programme under the NDP 2000-2006 with
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significant resources made available (€440m nationally) for both capital
The report of the Enterprise Strategy Group ‘Ahead of the Curve’ launched
provision for new childcare places in community-based and private
in July 2004, places very strong emphasis on Ireland’s need to significantly
facilities, and also to subsidise the staffing costs of community-based
increase our skills base at all levels and become knowledge intensive if
facilities in disadvantaged areas. The programme also supports County
we are to remain competitive in a global environment that is increasingly
Childcare Committees, National Voluntary Childcare Organisations and
challenging. It states that ‘knowledge creation and diffusion are at the
Innovative Childcare Projects.
core of economic activity’. The report acknowledges that while Ireland has a strong record of commitment to education generally, participation
However, the level of demand far exceeds the funding available and
in continual/adult learning in Ireland is particularly low. It recommends
in spite of an increase of c. 8,000 funded childcare places in the BMW
(p. 74) the introduction of formalised approaches to lifelong learning and
Region between 2000 and 2004, many areas do not yet have adequate
policy interventions to ensure that the low-skilled are not left behind in
childcare provision. Equally, many of the existing providers do not offer
order to meet the demand for skilled workers.
full-time, year-round services. In particular, gaps in childcare provision in the midland counties of Laois and Offaly and in a number of other towns
This approach has the potential for implementation most effectively at
throughout the region have been identified.
the regional and local levels where most interactions currently take place and where the needs of individuals and businesses are best understood. A
Affordability and accessibility are key issues in childcare provision in the region and the current grant structure does not address anomalies in relation to fees structure, which are not linked to parents’ income or the taxation system. Childcare costs in Ireland are the among the highest in the EU and the average Irish family spends about 20% of its income on full-time crèche childcare, compared to 12% of the income of families in the rest of Europe (NESC 2005). Priority Project no. 9: Invest to Raise the Region’s Skills and Knowledge Capacity of the Workforce The BMW Region’s economic success will depend to a large extent on knowledge and innovation in order to make the necessary transition to higher value activities that require knowledge and skills based on design, R&D, valued added manufacturing, technical support, shared services, and e-business.
business-led approach can lead to a more adaptive and responsive higher education sector. Priority Project no. 10: Raise the Research and Innovation Capacity of the Institutes of Technology The BMW Region, if it is to become fully integrated with the European Research Area, must significantly raise its research and commercialisation capacity by investing in focused, market-led applied research infrastructure and facilities that address the specific needs of enterprise in the region. NUIG already hosts several internationally significant research centres and is engaged in a wide range of collaborative basic and applied projects with industry. The university intends to expand its commercialisation of research through IP, spin-off companies and licensing. NUIG has identified the following areas as its priorities for research into the future: v Biomedical Engineering Science
The Regional Foresight exercise clearly identified the raising of the overall
v Marine Science
skills levels across the BMW Region as one of the key investment priorities
v Human Rights
for the region into the future. Supports for lifelong learning, up-skilling
v Environmental Change
of the workforce and flexible training programs as well as continued
v Digital Enterprise
investment in education and training infrastructure at every level, are
v Human Settlement
critical if the BMW Region is to increase its capacity and attractiveness as a
v Rural Development
knowledge/learning region.
v Irish Studies Each IoT should be supported to significantly increase its applied
The ‘One Step-up’ initiative should be introduced as a matter of
research capabilities and infrastructure, based on existing strengths
priority in the BMW Region, with a particular emphasis on future
and linked with the current and emerging enterprise portfolio of its
skills needs, particularly in areas of very high unemployment (such as
catchment area.
east Galway and Co. Donegal). Each institute should have full-time integrated Research Department with
44
This will require engagement with employers, the labour force and
the capability to collaborate with other research institutions and with the
education institutions, and, as recommended in the Enterprise Strategy
private sector to deliver product and productivity gains. This will require
Group’s report, particular attention must be paid to people in low skills
investment in facilities and equipment of a world-class standard, staffed
occupations and with low qualifications. Incentives must be provided
by research professionals with adequate operating budgets within a pro-
to employers to facilitate this initiative, with all courses culminating
business operating structure. The success of such an approach is already
in recognised qualifications. It will also require investment in lifelong
demonstrated by NUIG which has a proven track record of collaboration
learning facilities and further education infrastructure.
with industry.
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Some of the current specialisations of each of the IoTs are listed below12 In recent years however, there have been a number of individual initiatives to increase the research capacity of the IoTs, including an Enterprise Ireland Applied Research Enhancement Scheme, launched in 2004, which provides funding for research and enhanced industry linkages for the institutes in the BMW Region.
12
Institutes & St Angela’s College
Specialisations
Athlone
Biopolymer and bio-molecular research Applied software research Bioserv
Dundalk
Smooth Tissue Research Software Technology Digital Multimedia Renewable Energy
Galway/Mayo
Product Design (incl. furniture) ICT Applications Energy Efficiency
Letterkenny
Electronic production and innovation technology Marine bio-technology
St. Angela’s
Food Science and Technology Special Needs Education
Sligo
Environmental Science Mechanical and Manufacturing Engineering
T his list is of the current specialisations, which may change over the next twenty years in line with external and global changes.
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7
chapter seven
Making it Happen: Implementation and Monitoring
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Chapter 7 Making it Happen: Implementation and Monitoring
7.1 Introduction
7.1
7.2 Implementation 7.3 Monitoring and Review 7.4 Selected Performance Indicators
Introduction
The BMW Regional Foresight strategy has benefited from the participation of many individuals and institutions, whose continued support will be crucial to future success of the BMW Region. The process involved a collaborative approach of many agencies throughout the region and culminated in the adoption of this strategy by the Regional Assembly. It is essential that this collaboration and partnership built up throughout the process continues in its implementation and monitoring. Whilst the BMW Regional Assembly will promote the delivery of the strategy and monitoring its achievements over the coming years, it is crucial that it does so with the cooperation of a range of national, regional and local executive agencies. In addition to this, it is recognised that in order to develop and implement coherent regionallydifferentiated policies across a range of Government strategies and programmes and monitor their impact on the region, more effective regional policy delivery is required.
‘…it is recognised that in order to develop and implement
7.2 Implementation
coherent regionallydifferentiated policies across a range of Government strategies and programmes and monitor their impact on the region, more effective regional policy delivery is required
The arrangements for the Implementation, Monitoring and Review of the Foresight strategy are set out in this chapter as well as the key requirements for more effective regional policy delivery overall.
’
The Foresight strategy that emerges from the exercise is intended to provide an over-arching framework within which the implementation of a wide range of strategies and programmes can take place. The implementation of the measures contained in the strategy will require the coordinated efforts of: v v v v v v
Local and Regional Authorities Regional and Local Development Bodies Government Departments and Agencies Providers of Physical and Social Infrastructure The Private Sector Community-based organisations and the general public
Most responsibility for implementation of specific measures within the Foresight strategy will rest with the various public and semi-state organisations responsible for the provision of social, economic and physical infrastructure, as well as education institutions. Of immediate importance is the incorporation of the strategic investment priorities identified in this strategy into the national investment framework documents that will be prepared for the purpose of EU funded programmes 2007-2013, and into the multi-annual capital envelopes of Departments and state bodies. This will be pursued by the Regional Assembly with key Government Departments as part of the planning process for the 2007-2013 period.
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7.3
Monitoring and Review
Committee for the Foresight exercise and will consider the ongoing
Monitoring the progress of this long-term strategy will need to be undertaken on a frequent basis. As part of this process, a wide range
validity of the agreed strategies and priority investments in the context of evolving global trends and policy drivers, thus ensuring that the strategic
of headline indicators will be defined. These will be drawn from the
visions remain relevant over time. Indeed, it will be important that the
key thematic areas of knowledge, quality of life, competitiveness and
strategic direction set out in this document is not ‘set in stone’, if it is to
innovation. Such indicators will be adapted to provide a clear picture of the
remain relevant over the long-term.
BMW Region, and allow a ‘headline’ view of the region and its progress. An indicative list of headline indicators is provided in the following section.
7.4
Selected Performance Indicators
This headline monitoring will be further complemented by structured
The following indicative performance indicators have been devised for
evaluation of individual actions, undertaken by the responsible
each of the measures in the Regional Foresight strategy. They set out
institutions, and fed back into the wider BMW Assembly-led monitoring
the achievements to be sought in each priority area and will be used to
process. This will help to ensure a micro (Priority Action) monitoring of
measure the extent to which the strategic objectives of each priority have
the strategy’s progress.
been achieved. These indicators are not intended to be exhaustive, but
A further component of the monitoring process will be periodic (three year
rather to provide an outline framework for the regular monitoring and
intervals) review of the strategy. This will be undertaken by the Regional
periodic review of the achievement of the overall Foresight strategy for
Assembly in conjunction with a Review Group analogous to the Steering
the BMW Region.
Objective
Measures
Indicative Performance Indicators
Knowledge Objective Place third level institutions at the heart of the region’s future prosperity
1.1 Enhance the role of third level institutes in the life of the BMW Region
Each IoT to have applied research capability in three specialisations within five years
1.2 Build the BMW Region’s research capacity
Two additional national research institutions based in the BMW Region by 2010
2.1 Innovation funding
A BMW Region innovation fund in place for the 2007-2013 programme period
2.2 Promote an innovation culture throughout the BMW Region
Double the rate of R&D-active companies over the lifetime of the Foresight strategy
2.3 Promote entrepreneurship throughout the BMW Region
Increase the rate of business start-up to the national average by 2015
Clustering Objective Improve the critical mass and impact of investment by building on existing clusters of activity and concentrating investment effectively
3.1 Strengthen partnerships and networks across the BMW Region
Three business-led networks in place supported by the enterprise agencies
3.2 Adopt a sector focus and achieve a clustering of industry and investment
One internationally significant business cluster located within the BMW Region
Spatial Investment Objective Invest in infrastructure that builds on the NSS
4.1 Further develop the NSS at a regional level
Gateways and hubs reach their projected population targets to 2020
4.2 Build on the potential of strategic economic corridors (including cross-border infrastructure corridors)
Implementation strategies for three strategic development corridors in place
4.3 Update and deliver infrastructure programmes
All inter-urban routes and routes linking gateways upgraded by 2010
Innovation Objective Create an innovation and entrepreneurial culture throughout education; institutions; businesses and communities
Universal broadband availability within three years
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Indicative Performance Indicators
Objective
Measures
Leadership Objective Strengthen regional leadership and implementation of investment
5.1 Defined regional budgets
Defined regional budgets for EU/national funding in place for 2007-2013 programme period
5.2 Develop policy development structures for the BMW Region
Regional policy unit established within the Department of Environment, Heritage and Local Government by 2010
5.3 Monitoring and analysis
Monitoring system for competitiveness and innovation available at NUTS II level from 2006 onwards
6.1 Raise overall skill levels
One Step-up initiative available to all workers
6.2 Make the BMW Region attractive to work in
Family-friendly work practices made available to all employees by 2010
Skills Objective Invest in attracting and retaining skills
Regional unemployment rates no higher than national average
Business Support Objective Invest in leading edge business support
6.3 Support lifelong learning within the BMW Region
Increased rate of participation in lifelong learning
7.1 Improve business support provision
Regionally differentiated incentives and grants available
7.2 Foreign direct investment and cross-border opportunities
50% of jobs created in Greenfield FDI investments located in the BMW Region
7.3 Develop the BMW Region’s tourism potential
Three new major attractors and one internationally significant green/sustainable tourism attraction 30% of overseas visitors and revenue for the BMW Region
7.4 Develop enterprises around natural resources
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20% of the region’s land in alternative usage e.g. organic farming, farm forestry, conservation area or bio-mass
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Indicative Performance Indicators
Objective
Measures
Environmental Objective Invest to make the region’s high quality environment sustainable
8.1 Enhance the natural and built environment
Compliance with national and EU environmental requirements
Community Objective Invest in the region’s communities and social capital in order to ensure their sustainability
9.1 Support rural communities
Rural population levels stabilised
9.2 Targeted supports for social inclusion
A comprehensive, accessible, affordable childcare service, with double the places available by 2015
9.3 Embrace multi-cultural diversity
Multi-cultural awareness programmes available in all schools
10.1 New approaches to infrastructure design and delivery
Increased usage of public-community partnership for infrastructure delivery e.g. community broadband, rural transport services, social housing
10.2 Social infrastructure investment programme
Substantially reduce local authority housing lists by 2010
10.3 Education infrastructure investment
Ten resourced outreach centres for further education in place by 2010
Social and Knowledge Infrastructure Objective Invest in the physical infrastructure that will maximise the social and knowledge capital of the BMW Region
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Annexes
Annex A:
A-E
The Foresight Process
Annex B: Participation in the Foresight Process Annex C:
A Profile of the BMW Region
Annex D: Delivery of Effective Regional Policy Annex E: Regional Planning Guidelines: Critical Enabling Investment Priorities for the Border, Midland and West Regions
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Annex A The Foresight Process
The term ‘Regional Foresight’ is used to describe a structured approach to regional planning that is long-term in its outlook (20 years) and uses expert panels and scenarios to identify future challenges and opportunities. Regional Foresight involves the participation of major actors such as local government, state development agencies, universities, industry and private organisations in systematically forecasting long-term trends and social needs in the development of the regional economy with the aim of identifying the investment priorities with the highest potential for contributing to economic and social development. Regional Foresight enables participants to reach a common view as to the region’s long-term direction as well as a strategy for preparing for its realisation in the short-term. Foresight approaches respond to difficulties that traditional planning methods have in dealing with longer-term prospects. Although usually associated with economic, sectoral and technological planning, foresight methods are also applicable to social and societal themes and to vision building exercises. The objectives of the Foresight process in the BMW Region were outlined at the outset as follows: The Foresight process will identify key strategic development investment priorities for the region that are based on an in-depth knowledge of the development potential of the region, long-term challenges and opportunities, expert input and inter-organisational collaboration that will position the region for the long term by:
1. Preparing a commonly agreed development programme with the policy-making and implementation bodies in the region 2. Involving all relevant stakeholders in the future development of the region 3. Enabling a deeper understanding of roles, challenges and opportunities facing the region and the benefits from working together The BMW Regional Foresight exercise was designed around a series of expert panels, addressing the following themes: v The knowledge economy and up-skilling the labour force v The business environment and competitiveness (including physical infrastructure) v Innovation, research and information technology v Quality of life, spatial issues, the provision of social infrastructure, rural regeneration, tourism
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These themes were identified for their broad-based nature, and are consistent with the priority issues identified in the European Commission’s recent report on the Future of Structural and Cohesion Policy13. The BMW Foresight process has been overseen by a Steering Group comprising key institutions operating in the region. The Steering Group’s role has been to guide the Foresight process and consider findings on a regular basis. Each panel met on four occasions at different locations within the BMW Region (Tullamore, Carrick-on-Shannon, Athlone, and Mullingar). These meetings produced stimulating discussion and debate. The early work of the panels focused on identifying local and global trends (panels 1), considering strategic challenges and developing scenarios for the future of the region (panels 2). The purpose of the scenarios was to stimulate discussion on a desirable future for the BMW Region under each thematic heading, and assist in planning the strategic responses necessary to address the challenges and realise a more favourable scenario for the region. In order to ‘test’ the emerging scenarios with a wider audience, a series of regional and national consultations were carried out. These aimed to gather views, ideas and preferences to inform the shape and content of the BMW Regional Strategy. Workshops were undertaken with a range of business and policy organisations (see annex for a full list of consultees), and were supplemented by invitations to submit electronic feedback through the BMW Regional Assembly website14. Each consultation sought views on the following questions:
1. Is this a desirable future for the BMW Region? 2. How would you summarise the policy developments implicit in this scenario that will allow it to become a reality? 3. Which of these policy developments needs to be given priority? 4. What factors may prevent the scenario from being realised?
The second half of the Regional Foresight process asked the panels to consider the feedback from the consultation, agree the key priority themes for each panel area, and specify in each case the policies that would enable these to be achieved (panels 3). The panels were then asked to agree a final report and recommendations (panels 4). Following the completion of the panel meetings, the results were then synthesised. The resulting strategy document was discussed and refined at several Steering Committee meetings. Further discussions were also held with national level organisations. The final output from this process is a strategy document containing strategic visions for the region, as well as investment priorities and priority projects. The following diagram outlines the sequence of the Regional Foresight process.
BMW Region - Regional Foresight Process
Panels 1&2
Consultation
Analysis & review of scenarios & pathways
Scenarios for each time Feb - April
May & June
13
E uropean Commission (2004) ‘Cohesion Policy: the 2007 Watershed’, Inforegio, Factsheet.
14
A lthough limited success was obtained through this mechanism.
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Panels 3&4
Strategy Planning
July - Oct
Post-Approval
Implementation planning
Oct - Dec
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Annex B Participation in the Foresight Process
1. List of Organisations and Individuals who were consulted BMW Regional Assembly
2. Submissions Received Midlands and East Regional Tourism Ireland West Tourism, North West Tourism
IDA Clients North West (6) EI Clients North West (5)
3. M embership of the Panels and Steering Committee
IDA Clients North East (5)
Competitive Region Panel
EI Clients North East (5)
Ms. Caroline Brady
Border Regional Authority
IDA Clients West/Midlands (6)
Mr. Seamus Bree
Enterprise Ireland (Chair)
EI Clients West (1)
Mr. Maurice Buckley
System Label
Udaras na Gaeltachta
Ms. Liz Cassidy
Time Design Ltd.
Dept. of Environment, Heritage and Local Government
Mr. Brendan Coady
Bank of Ireland
Dept. of Finance
Mr. Frank Conlon
IDA (Chair)
Dept. of Education and Science
Ms. Ann Flynn
Roscommon County Enterprise Board
Dept. of Enterprise, Trade and Employment
Mr. Joe Greaney
WESTBIC
Dept. of the Taoiseach
Mr. Peter Maxwell
Eircom
Chambers of Commerce Ireland
Mr. Pat McAdam
Bose
IBEC
Mr. Dermot O’Doherty
Intertrade Ireland
ISME
Mr. Liam Scollan
Knock International Airport
County Enterprise Boards (5)
Mr. Jim Ward
Envision Marketing
County Development Boards (6)
Ms. Emer Ward
Sligo IT
County Managers (8)
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Directors of ITs and President, NUI Galway
Innovating Region Panel
Derry Chamber of Commerce
Mr. Alex Campbell
GMAC Technology
North West Business Forum
Mr. Dermot Clohessy
IDA (Chair)
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Mr. Terry Casey
Galway-Mayo IT
Quality of Life Region Panel
Mr. Padraig de Burca
NUI Galway
Mr. Michael Curran
Louth County Council
Prof. Gerard Hurley
NUI Galway
Mr. Tom Daly
North Western Health Board
Mr. Jim Mc Govern
West Regional Authority
Dr. Marian Fitzgibbon
Athlone IT
Mr. Nick Mernagh
Enterprise Ireland
Mr. Gerry Gunning
Irish Farm Centre
Ms. Irene Monaghan
Dundalk IT
Mr. John Laffan
Spatial Planning Unit
Ms. Deirdre NicCarthaigh
Heinz Corporation
Ms. Ann McGuinness
Westmeath County Council (Chair)
Mr. Máirtín O’Conghaile
Udaras na Gaeltachta
Ms. Gaye Moynihan
Donegal County Council
Mr. John Power
Aerogen (Irl) Ltd.
Ms. Patricia Murphy-Byrne
Roscommon County Partnership
Mr. Simon Stephens
Letterkenny IT
Mr. John O’Neill
Organic Centre
Ms. Yvonne Shields
Marine Institute
Mr. Michael Tunney
Donegal County Enterprise Board
Mr. John Whiriskey
Teagasc
Knowledge Region Panel
Steering Committee Mr. John Travers
Chair
Ms. Helena Acheson
FORFAS
Mr. Seamus Bree
Enterprise Ireland
Mr. Tony Barrett
FAS
Mr. Dermot Clohessy
IDA
Ms. Jacinta Barrins
NUI Galway
Mr. Gerry Finn
BMW Regional Assembly
Mr. Packie Commins
NUI Galway
Mr. Colm Hackett
Enterprise Ireland
Mr. Barry Egan
Enterprise Ireland
Mr. Sean Hannick
Council for the West
Mr. Sean Henry
Fermanagh College
Cllr. Connie Hanniffy
BMW Regional Assembly
Ms. Nuala Keher
Lionra
Ms. Ann McGuinness
Westmeath County Council
Mr. Denis McFadden
Letterkenny IT
Dr. Pat O’Hara
Western Development Commission
Ms. Celine McHugh
IDA
Dr. Richard Thorn
Sligo IT
Mr. Jack Nash
SIPTU
Prof. Ciaran Ó Catháin
Athlone IT
Mr. Seamus O’Grady
NUI Galway
Ms. Monica O’Malley
Longford Community Resources Ltd.
Mr. Jim Stone
Midland Regional Authority
Dr. Richard Thorn
Sligo IT (Chair)
Mr. Eugene Toolan
St. Angela’s College
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Annex C A Profile of the BMW Region
1.
Overview
The purpose of this section is to profile the BMW Region as it currently stands and to highlight the achievements, some challenges and the main factors that will affect the development of the region in the future. It gives a brief overview of the region’s topography; its environment; demographics and population projections; infrastructure; the regional economy and the role of various sectors; innovation and R&D; the educational infrastructure, social inclusion and community development indicators and a brief section on regional governance. Figure 4. A Map of the BMW Region
Map of the BMW Region
Border Regional Authority Midland Regional Authority West Regional Authority
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2.
Introduction to the Region
3.
Topography, Agriculture and Environment
The BMW Region covers a large and diverse area comprising of thirteen
The landscape of the region is diverse, ranging from the Atlantic coastlines,
counties in total including the six border counties of Donegal, Sligo,
with their many island communities and mountainous hinterlands, to the
Leitrim, Cavan, Monaghan and Louth; the three western counties of
rolling hill lands and lakes of the border counties, the waterways and
Galway, Mayo and Roscommon and the four midland counties of Laois,
lakes around the River Shannon from Athlone to Cavan and including the
Offaly, Longford and Westmeath. The region accounts for 47% of the land
extensive peatlands of central Ireland.
area of Ireland, 26.5% of the population and contributes to 19% of the Farming continues to make a considerable economic and social
GDP of the country.
contribution to the region but the nature of the agricultural land varies, Although the region is predominantly rural with a low population density,
from some poor quality rugged land along the western seaboard to large
there is now a strong and developing network of medium and larger sized
peatlands in the midlands, and some plains suitable for tillage in the
towns, including Sligo, Letterkenny, Dundalk, Cavan, Castlebar and the Midland Triangle towns of Athlone, Mullingar and Tullamore and the city of Galway. The NSS recognises and calls for a strengthening of the urban networks in order to bring about more balanced regional development and to act as a counter balance to the Greater Dublin Area (GDA). Five of the gateways under the NSS (Galway, Sligo, Letterkenny, Dundalk and the Midland Triangle of Athlone, Mullingar and Tullamore) are located in the region as well as four of the hubs (Tuam, Cavan, Monaghan, Castlebar - Ballina).
dependence on cattle and sheep grazing with less tillage and large dairy farms compared to the S&E Region. The environmental quality of the region is high quality and due to the low population density, the region is relatively unspoilt with little congestion outside the main urban centres. The level of industrial pollution is very low due to the lack of heavy industry and the region is generally noted for its clean air and water. The western seaboard in particular is renowned for the clean Atlantic oceans and unspoilt beaches. There are currently 29 Blue Flag beaches in the BMW Region, located in the counties of Galway, Mayo, Sligo and Donegal.
Table 1. Regional Socio-Economic Indicators
Population (000s)
midlands and in Co. Louth. The BMW Region is characterised by a higher
Year
State
BMW
S&E
2002
3917.3
1038.0
2879.3
Despite this, there are a number of pressures and challenges facing the environment of the region. These include: •
Labour Force (000s)
2005
1990.5
512.2
1478.3
Unemployment Rate*
2004
4.4%
4.6%
4.3%
Contamination of some water supplies, particularly group based water schemes in rural areas
•
The need to control and limit the use of nitrates and phosphates in agriculture and the need to meet the commitments under
100
91.8
103.0
the Nitrates Directive •
The inadequacy of some sewerage systems
•
Pressure on environmental resources through increased
Disposable Income per capita (state = 100)
2002
GVA per capita (state = 100)
2002
100
69.1
111.1
4. Regional Demographic Issues and Population Projections
GVA per capita (EU25 = 100)
2002
133
91.9
147.8
The population of the BMW Region is 1.03 million in an area of 32,481
No. of Universities
2005
construction both in rural and urban areas.
square km (32.1 persons per square km)15. This means that the BMW 7
1
6
Region is still relatively uncongested and has a low population density. However, the last census (2002) showed population growth in all counties of the region since 1996.
*March to May 2004 At NUTS III level, the Border Region is the largest region with 41.7% of The economy of the region has improved in recent years with Gross Value
the BMW Region’s population, the Western Region has 36.6% and the
Added (GVA) levels increasing steadily in the last five years. Under the
Midlands Region is the smallest with 21.7%.
current Structural Funds programming period (2000-2006), the BMW Region was designated with Objective One status and hence receives
The principal increases in population in the region have been around the
additional Structural Funds and a more favourable State Aids regime. It
main population centres such as Galway, Letterkenny, Sligo, Castlebar,
is clear, however, that the BMW Region will lose this status post-2006 and
Ballina, Longford and many midland towns16. There have been decreases
will fall into the Competitiveness and Employment Priority (similar to the
in population in more peripheral rural areas, particularly evident in north
current Objective 2 category).
Mayo and west Donegal.
15
T his compares to the population of the S&E Region of 2.87 million.
16
W hich could be considered part of the Greater Dublin Area (GDA) commuter belt.
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The CSO in consultation with the Department of the Environment,
The nature of employment has changed in the region, with a significant
Heritage and Local Government has prepared regional population
fall in the numbers employed in agriculture and a large increase in those
projections to 2020, (which projects a State population of 4.4. million).
employed in construction. Employment has increased in the services
Various regional population projections are given based on different
sector by 37.8% with increases in all sub sectors in particular in the Hotels
variants of inter-regional migration. The first variant shown in the table
and Restaurants sector (22%) and Financial and Other Business Services
below is based on current demographic trends under which the overall
(70.6%).
projected increase for the BMW Region by 2020 from its 2002 level is 55,914. The second variant shows the potential impact of the NSS and provides regional projections if the gateways and hubs were to grow to the levels of population suggestion by the NSS. Under this scenario, the population increase forecasted for the BMW Region in 2020 is 291,806. These projections are detailed in the table below.
505,654
The BMW Regional economy is in a state of transition, with a marked change from a reliance on agriculture sectors to a greater role for the hightech and services sectors.
reliance on the forestry, fishing and agriculture sectors and a lower prevalence of high value ICT and pharmachem companies. Whilst there
73,120
16.91
Total Increase
%
“Economic Growth” 2020 Population
are no large internationally recognised clusters in the region, there are a Total Increase
2002 Population
“Recent Trends” 2020 Population
Current Demographic Trends and Impact of the NSS Variants
432,534
The BMW Regional Economy and Sectoral Analysis
In comparison to the S&E Region, however, there is still a much greater
Table 2. P rojected Population Increases 2002-2020:
Border
6.
550,000 117,466
number of potential clusters and similar companies located in physical %
27.16
Midland
225,363
300,866
75,503
33.50
330,000 104,637
46.43
West
380,297
460,935
80,638
21.20
480,000
99,703
26.22
BMW
1,038,194 1,267,455 229,261
22.08
1,360,000 321,806
31.00
proximity to each other. These include inter alia: Galway
Medical devices, Pharmachem, ICT, Biotechnology
Sligo
Tool making, medical devices
Monaghan/Cavan
Furniture making, food
Donegal
Seafood
Midlands
Pharmachem
v Foreign direct investment The multinational sector is very important to the growth of the regional economy. In the BMW Region, over 27,000 people are employed in IDAsupported companies. There are already a number of key regional sectoral
Source: CSO (2004) Regional Population Levels and the Implications of the NSS
strengths, which can be built on and many good examples of successful
5.
innovative indigenous companies spread throughout the region in sectors
Labour Force and Employment
The BMW Region has experienced consistent employment growth during the last five years, with the principal growth in 2000 and 2001. Between 1999 and 2003, employment increased overall by 17.7% in the BMW Region (as compared with 12.6% nationally). The area which experienced the highest growth in employment was the West Region and the lowest in the Border Region.
ranging from electronics to food to agricultural machinery to precision tool making. v Research and Innovation The BMW Audit of Innovation (2004) assessed the research and innovation performance and capacity of the BMW Region. It highlights the fact that the structure of industry in the region is still largely traditional. It found
The rate of unemployment has also been falling in the region in the last eight years, with a slight increase in 2002. The unemployment rate, however, is slightly higher than in the S&E Region (4.6% vs 4.3%), but still represents a figure significantly lower than the current EU average (9.1%).
a low incidence of ICT, high potential start-up and internationally traded service companies. It also acknowledges that there are some innovative indigenous businesses located in the region and a growing base of foreign-owned companies in high value sectors. Table 3. Large High Tech Companies in Ireland
Figure 5. Regional Unemployment Rates 1995-2004 Region 14% 12% 10% 8% 6% 4% 2% 1995
1996
1997
1998
1999
2000
2001
2002
2003
BMW
Source: Adapted from NDP/CSF Socio-economic Indicators, 2004
60
2004
S&E
Pharmaceutical and Chemical
ICT
Total
Border
3
2.7%
6
7.4%
9
4.6%
Midland
1
0.9%
2
2.5%
3
1.7%
West
6
5.4%
1
1.2%
7
3.6%
BMW Region
10
9.0%
9
11.1%
19
9.9%
S&E Region
101
91.0%
72
88.9%
173
90.1%
Total
111
100%
81
100%
192
100%
Source: Top 1000 companies published by the Irish Times and Business and Finance
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The report found that the rates of company start-up and expansion,
v Third Level Educational Infrastructure
productivity levels, introduction of new products and size were all below the national average. A survey of 215 firms found that only 53% in the
The BMW Region has one university, NUIG, and five IoTs – Galway-Mayo
BMW Region were innovation-active (broadly-defined) compared with
Institute of Technology (GMIT), Athlone Institute of Technology (AIT),
79% for the S&E Region. A significant proportion of companies do not
Institute of Technology Sligo (IT Sligo), Letterkenny Institute of Technology
employ any graduate staff, which can be seen as a key determinant of
(LYIT) and Dundalk Institute of Technology (DKIT). In addition, St. Angela’s
innovation absorption capacity.
College in Sligo is a College of Further Education, specialising in domestic science and in the near future, nursing. GMIT, unlike the other IoTs, is
Overall, there are few large-scale research institutions in the region,
adjacent to a university and has three campuses – Galway, Letterfrack and
with the notable exceptions of the research being undertaken in various
Castlebar.
facilities in NUIG and in the Marine Institute. The Audit highlighted that there is considerable scope for improvement in the third level sector’s
There is an anomaly in the centre of the BMW Region: counties Laois,
contribution to innovation and technology transfer.
Offaly, Leitrim, Roscommon, Longford, Cavan and Monaghan have no third level institutions, but much of this area is within commuting range of
7.
Educational Attainment and Infrastructure
an IoT in another county judged by time, not distance. DKIT is extending
The BMW Region has a relatively well educated workforce, with a high proportion of young people participating in formal education up to leaving certificate and a high number continuing on to third level education. The region is well served with primary, secondary and tertiary educational infrastructure as well as possibilities for lifelong learning. At primary level, teacher pupil ratios are lower than in the S&E Region, particularly in the Greater Dublin Area. Figure 6. Male and Female Participation Rates in % to Leaving Certificate Level 1998
its sphere of influence into Cavan and Monaghan. Laois and Offaly are to some extent served by Athlone and Carlow IoTs, and Leitrim by IT Sligo. Líonra, (the Regional Higher Education Network for the BMW Region) is taking some steps to alleviate this problem by bringing education to all counties on an outreach basis. v Educational Institutions and Research Despite a relatively well developed educational infrastructure in the region, the levels of third level/industry linkages are relatively low and there are consequently low levels of collaborative R&D. Due to a number of factors, including poor absorption capacity, the BMW Region received only 12.6%
Dublin
(€80.4m) of research funding for the third level sector between 2000 and
Mid East
2002 (BMW Audit of Innovation 2004). Third level institutions in the BMW
National Average
Region only secured 8.5% of State national funding for industry-related
West
Female
South East
research during this period (ibid.).
Male
Mid West
Unlike other European regions, there are very few private research
South West Border
associations in the BMW Region, but there is one major State research
Midland
institute, headquartered in the BMW Region, the Marine Institute, which is 50
60
70
80
90
100
Source: HEA Enrolment Statistics as produced in the BMW Audit of Innovation, 2004
now based in Galway, having moved from its headquarters in Dublin.
8.
Tourism
Irish tourism is arguably the most successful sector of Irish owned v Lifelong Learning
enterprise, yet its contribution as a major source of foreign earnings and as a powerful instrument of national and regional development has
There are numerous lifelong learning opportunities in the BMW Region,
not been fully acknowledged and recognised. Employment in tourism
with the Vocational Education Committees (VECs) providing education
in Ireland grew by more than 70% between 1990 and 2002 and today
and training in each county. In the second quarter of 2003, the Quarterly
stands at over 140,000 jobs. Over that same period, employment growth
National Household Survey included questions on lifelong learning which
in the economy in general was lower at 50%. Today the sector employs
related to learning in the previous twelve months. The results highlighted
more people than the totals employed in either Irish-owned or foreign-
that persons most likely to have received formal education were still
owned manufacturing industry. Each million euro of out-of-state tourism
those in the younger age groups, specifically 15-24, and single persons
spend supports 30 jobs and each million euro of domestic tourism spend
with no children. The proportion of persons currently in receipt of formal
supports 23 jobs.
education varied across the regions from 14.3% in the Midland Region to almost 17% in the West Region. In the BMW Region 15% (124,900) of
The BMW Region in particular is an area of outstanding natural beauty
adults were in receipt of formal education as compared with just over
and has much to offer tourists in terms of landscapes, outdoor activities,
16.4% nationally (514,600).
culture and heritage and hospitality. The nature of tourism, however, is
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changing and in recent years the pattern of Irish tourism has moved to a greater emphasis on shorter city breaks and less on long stay activity based holidays in rural areas. The following table outlines the changes in visitor numbers nationally and in the three tourism authority areas in the BMW Region. Figure 7. Visitor Numbers 2000-03 Combined Increase/Decrease (%) -0.05%
0.00%
Ireland
-5.00%
West
North West
Midlands East
-10.00%
-8.72%
-11.59%
-15.00% -20.00%
-21.19%
-25.00%
Source: Fáilte Ireland
Tourism in the BMW Region is, however, not evenly spread, with Galway and the western seaboard accounting for the largest visitor numbers. Successful initiatives such as the Green Box, initiated by the Western Development Tourism Programme, have sought to promote rural ecobased tourism in traditionally under-developed tourism areas.
9.
Infrastructure in the Region
The infrastructural base of the BMW Region is relatively weak (notably in comparison to the S&E Region) particularly in comparison with other relatively prosperous EU Regions. However, under the current NDP, many measures are being undertaken to alleviate the infrastructural deficits and particularly in the area of roads and broadband, much progress has already been made. 9.1 The Roads Network The BMW Region is well served with an extensive roads network. Ireland is
9.2 Public Transport The BMW Region is served by an extensive bus network, both by Bus Eireann, the national network and by a number of smaller private companies who operate on certain routes. Bus Eireann has regional depots at Galway, Athlone, Sligo and Dundalk. Whilst most towns and some larger villages are served by some form of bus service, they are often infrequent and do not necessarily facilitate those travelling to work or education. The transport needs of those living in rural areas have been highlighted and in some cases rural transport initiatives have been implemented to assist people in rural areas without access to a car. They are often of a voluntary and a pilot nature and have not been mainstreamed in all rural areas in the region. The principal rail linkages in the region are the intercity routes from Dublin to Galway, Ballina, Belfast and Sligo, with both Portlaoise and Portarlington served by the Dublin - Cork line. The towns along these routes are relatively well served, but similar to the roads network, there are no North-South linkages in the western part of the country. The re-opening of the Western Rail Corridor which is a former rail network from Limerick to Galway and north to Sligo, was considered by a Government-appointed Working Group. A report (McCann) on the reopening of the WRC is currently being considered by Government. The report concluded that a strong case could be made for the restoration of the line on a phased basis and that a comprehensive examination be made of the potential for rail freight in the context of developing the WRC. 9.3 Broadband Infrastructure Ireland lags behind most EU countries in terms of broadband access and connections and this is particularly true in the BMW Region. Of the Government’s €65m national investment in the Metropolitan Area Networks (MANs), eleven towns are based in the BMW Region which include growth centres identified in the NSS such as Galway, Letterkenny, Athlone and Sligo. While this major investment is to be welcomed, the rural areas of the BMW Region are still mostly without a reliable, cost effective, always-on broadband service and it will be a number of years before all towns in the region are provided with a broadband service.
noted as having more kms of road per head of population than any other EU country. Ireland’s network of public roads extends for 92,300km. The network comprises national roads (5,400km), regional roads (10,600km) and local roads (76,300km). There are 26 km of road per 1,000 population; roughly twice as much as in Belgium, France or Denmark, and over three times as much as in the Netherlands, Italy or Spain. The quality of the roads network, however, in the BMW Region requires considerable improvement, particularly in congested areas around the major inter-city routes. The National Roads Authority (NRA) is responsible for the roll-out of national primary and secondary routes under the NDP. Their roads programme for 2004 included provision for nineteen new national roads schemes, of which nine were in the BMW Region. The NSS has identified a number of gateways and hubs in the region and
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The Group Broadband Scheme commenced roll-out in 2004 and is aimed at providing broadband to rural towns with less than 1,500 inhabitants and to date thirty projects have been approved, of which eighteen are in the BMW Region. 9.4 Air and Sea Transport The region is well served by three regional airports at Galway, Sligo and Donegal and an international airport at Knock, which is a crucial piece of infrastructure for the region. The upgrading of airport facilities is underway in all of these with the support of the Regional Airports measure in the Regional OP. Air access is considered increasingly important for both indigenous industry and inward investment, as well as for direct access to the region by tourists.
has suggested strategic transport corridors, which would improve the
The region has commercial harbours in Galway, Westport, Sligo, Drogheda, Dundalk and Greenore. However, much of the freight traffic from the
linkages between these towns and act as catalysts for development.
region passes through Dublin port.
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9.5 Environmental Infrastructure There has been significant investment in recent years in the region’s environmental infrastructure, including water and waste water treatment facilities, urban renewal, and both public and private investment in waste facilities, with a growing emphasis on more sustainable waste management practices following the adoption of regional waste management plans in 2002. Investment has also been taking place in the upgrading of rural water services.
10.
Social Inclusion and Community Development
Ireland has a strong history of community led social, economic and cultural activities and Ireland is seen as a good model within the EU of innovative initiatives which increase social inclusion through community participation. The last twenty years have seen a proliferation of community development organisations, working at local and county levels, which have provided a wide range of supports in areas such as employability, training, childcare, family services, personal development and youth work. This form of community development in Ireland has been unique, a successful adoption of the national partnership model applied at a local level, with local voluntary organisations providing supports and services in a partnership arrangement with statutory bodies.
enterprise boards, LEADER groups, partnership companies and county childcare committees. There are also a few agencies with a specific regional remit, such as the Western Development Commission (WDC), which is a statutory body engaged in promoting regional development initiatives, policy development and managing an investment fund for the seven-county catchment area. Of particular relevance to this exercise is the role of the BMW Regional Assembly that was established in 1999 following the Government’s decision to divide Ireland into two regions for structural funds purposes. The primary responsibility of the Assembly is to fulfil the managing authority functions for the BMW Regional OP under the National Development Plan 2000-2006, and to monitor the impact of EU and national investment programmes on the BMW Region. The Assembly also develops policies for the development of the region and reviews national policies from the region’s perspective.
This social partnership model, which relies heavily on community and voluntary activity, is employed not only in the area of social inclusion oriented community development but also in the spheres of arts, cultural and sporting amenities. This is partly due to the history of weak service provision and the traditionally strong reliance on the community found in many sporting and cultural organisations. Whilst this reliance on the community and voluntary sector has been lauded for its encouragement of active participation and its effectiveness in service delivery, it has also meant that there are some gaps in service provision. In the BMW Region, there are a number of deficiencies in areas such as childcare, supports for children with special needs, youth services, drug programmes outside the major cities, sports and recreational activities and many aspects of the health care service such as care for the elderly and psychological services.
11.
Regional Governance
Policy making in Ireland is highly centralised in national institutions and many national agencies with regional and local offices largely operate on the basis of policies agreed nationally. There has been some strengthening of local Government in recent years, following the adoption of the Local Government Act (1991), Better Local Government (1996) and the publication of the report of the Task Force on the Integration of Local Government and Local Development (1998). Local and regional administration includes local and regional authorities, regional assemblies, city and county development boards, regional tourism authorities, Udaras na Gaeltachta, vocational education committees, regional fisheries boards, harbour authorities, county
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Annex D Delivery of Effective Regional Policy
Effective formulation and delivery of regional policy makes good national policy. There is a need for stronger regional and spatially-driven policies and a movement away from a one size fits all, spatially blind national outlook, which does not necessarily suit the differing needs of regions. In order to bring this about, the following measures must be in place.
Regional Differentiation in Policy-Making The Foresight process highlighted the lack of regional differentiation in policy-making across a range of Government schemes and strategies as an obstacle to regional development. The Government should ensure that national policies and strategies are regionally/spatially differentiated and that all public agencies integrate regional issues into their planning and policy processes in order to make national policy work in the regions. There should also be a continuation of Regional Operational Programmes in Ireland, with clear regional differentiation in each. Other instruments of regional policy are tax incentive schemes, which can be used to create a positive fiscal environment for investment.
Regional Ring-fencing of EU and Exchequer Funding Regional ring-fencing should be introduced in all major capital investment budgets of Government Departments and national agencies. Multi-annual capital envelopes that are currently under negotiation with the Department of Finance should be subject to a ring-fencing clause for the BMW Region. Ring-fenced funds should be managed in an integrated manner so that transfers between investment programmes to offset shortfalls can take place. This would help to ensure that essential infrastructure and other projects in the region could proceed and that the regional split introduced in the current NDP is retained. The regional prioritisation of projects should be administered on the basis of NUTS II and NUTS III regions.
Setting and Monitoring of Regional Targets In order to ensure that regional policy-making and its impact is monitored in a more systematic and structured manner, procedures are needed for the monitoring of all significant programmes and policies that impact on the region. Implementing Departments and Agencies responsible for individual investment programmes and initiatives should develop a system of regional targets for major investment programmes with regional interests engaged in the monitoring of their success. This will help to ensure a greater regional impact and that strategies will be sensitive to the needs of different regions e.g. the IDA’s target of 50% of Greenfield job creation in the BMW Region.
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The Government and its agencies should also introduce regional indicators into the measurement of competitiveness and the innovation performance of the Irish economy. In addition, a new regional level evaluation system will need to be devised that can adequately assess the cost/benefit impact of regional investments. An important initiative in this regard is the construction of a Social Accounting Matrix (Input-Output type) model for the BMW Region, which provides a valuable economic impact analysis tool.
Increase Regional Input into Programme Planning Regional interests should play a greater role in the drafting and implementation of future EU co-funded programmes and that these programmes should be managed regionally in partnership with Government. The case for the BMW Region to remain as an ‘objective one’ region with a suitable transitional arrangement post-2006, as currently applies in the S&E Region is also made. The BMW Regional Assembly aspires to gaining greater influence over the allocation of resources in the BMW Region and, consequently, requests a greater input into investment priority processes and proposals affecting the region.
Strengthen Regional Policy-Making within Government It is essential that the Government develops greater regional policy development capacity and it is proposed that a Regional Policy Unit be established within the Department of Environment, Heritage and Local Government, linked with the existing Local Government Policy and Spatial Planning Units, with a cross-Departmental remit.
Strengthen Policy Development Capacity within the BMW Region The regional policy capacity of institutions within the BMW Region should be developed in order to enable a greater input from within the region into economic planning. In order to do this, the Regional Assembly must build strategic linkages with representative groups within the region in order to formulate coherent regional policy proposals. A regional level project appraisal capacity must also be developed.
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Annex E Regional Planning Guidelines: Critical Enabling Investment Priorities for the Border, Midland and West Regions
Critical Investment Priorities
Midland Region
Border Region
West Region
Road
N52 link between Tullamore and Mullingar
National Primary route development N2 and N3
N6 eastwards from Galway
N80 link between Tullamore and Portlaoise
Improvement N55 Cavan and Athlone, N16 Sligo Enniskillen
Reinforcing linkages between N55/N62 Longford/Athlone/Birr
Development of road link between Dundalk and Sligo via Cavan and Monaghan provide crucial east-west link
Galway City Outer by-pass
N6 Dublin - Galway
Upgrading of N18 Galway/Ennis/ Shannon/Limerick and N17 N5 Westport - Dublin N26 Castlebar/Ballina N61 Athlone - Boyle and N60 Roscommon - Castlebar N59 Galway - Ballina N84 Galway - Castlebar
Rail and Bus and Air access
Reinstating the rail link between Athlone and Mullingar; Upgrading of existing linkage between Athlone - Tullamore Portarlington
Re-open the Western Rail Corridor
Improve service between Galway/ Dublin, Ballina/Dublin routes
Development of rail link Dublin to Navan and upgrading of existing Kingscourt rail infrastructure
Reopening of Collooney (Co. Sligo) to Ennis line of Western Rail Corridor
Improvement of bus services throughout region
Improve service to and from Knock Airport as alternative to Dublin/Shannon/Cork and also services at Galway and Shannon airports Provision of Quality Bus Corridors in Galway Gateway and other urban areas
Telecommunications
Connect broadband MAN in gateway and principle towns with fibre optic cable
Broadband (and wireless) - all key towns to have a comparable level of service and resilience
Provision of ASDL service to all regions. Roll out of broadband facilities in remaining hubs of Castlebar and Tuam Wireless infrastructure to fill areas unable to be serviced by other methods
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Critical Investment Priorities
Midland Region
Energy
Border Region
West Region
Development and upgrading of energy infrastructure (gas and electricity) on all island basis. Strengthening of energy networks in West, North West, Border and North Eastern areas in particular
Improvements in infrastructure for gas and electricity in particular a 220kV line in Mayo, upgrading Connemara/Westport area Extend gas grid to towns >3,000; Corrib Gas Field: Development of necessary onshore facilities to enable the potential of the gas field Encourage renewable energy
Education and Industry
Development of AIT as key driver in the region of skills, education, innovation and development through focused investment in pharmaceuticals, medical technology, ICT and other high tech sectors
Strengthening of academic and industry links (and improving access) through provision of modular and outreach based provision across the region Continued support for IoTs in relation to development of core competencies e.g. DKIT: Business; St. Angela’s College Sligo: Nursing
Further development of GMIT and NUIG key role in building of innovation capacity and linkages with the indigenous sector. Need to spread the benefits of research activity throughout the region Build critical mass to enhance development of FDI and provide supporting infrastructure Provide employment opportunities in key towns in the region
Land Development and Use
Targeted land service measure in terms of water services, access investments, telecommunications, energy to release key serviced land in gateway and principle towns i.e. Athlone, Tullamore, Mullingar, Portlaoise and Longford
Special Investment Programmes (prioritise development of gateways and hubs): Urban and Village Renewal, Non National Roads, Special tax designations, culture and recreation
Servicing of land for housing, commercial and large-scale developments of regional significance including Strategic Development Corridor and other key developments Development of deep water port at Ros a Mhil
Water and Waste Management
Tourism
Implementation of Regional Waste Management Plan
Targeted investment to continue development of regional and national scale visitor attractions including regional parks, heritage sites, etc. Development of full potential of canal and lake harbour areas in region through targeted investment Midlands Waterway Navigation Ring (MWNR)
Special Investment Programmes (prioritise development of gateways and hubs): water and waste water, waste management
Implementation of Connaught Waste Management Plan
Improve connectivity between visitor attractions through integrated air, rail and road service around the region
Stronger marketing of tourism facilities in the west. Investment in appropriate infrastructure to support the development of the tourism sector
Emphasis on heritage and landscape
Continuation of work on Mutton Island Water Treatment Plant and Castlebar Environs Sewerage scheme
Promotion of cultural tourism in the Gaeltacht Concerted action to develop tourism sector in County of Roscommon Development of major tourism attractors to have regional impact
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