Regional Spatial and Economic Strategy for the Southern Region

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   Southern Regional Assembly | RSES111 • Tourism (Wild Atlantic Way, Ireland’s Ancient East and Ireland’s Hidden Heartland’s initiatives) • IDA Ireland’s regional enterprise development (Winning: Foreign Direct Investment 2015- 19), Enterprise Ireland (Regional Enterprise Development Fund) and actions under the South- West, Mid-West and South-East Regional Enterprise Plans (REPs). The RSES supports the REPs in the development of the Region’s innovation hubs and industry clusters across sectors of agri-food, tourism, design and craft, specialised engineering, the knowledge economy, global business services, the green economy and marine which have significant potential to diversify and develop our rural Region. In addition, the RSES supports Údarás na Gaeltachta’s work in providing supports for enterprise, start-ups and support innovation in Gaeltacht areas. The drive for economic initiatives at a local level is critical. The retail sector is a key rural sector for services, regeneration of town and village centres, enterprise and employment creation. RPO 48 Innovation Hubs and Centres of Excellence It is an objective to develop innovation hubs and centres of excellence (with particular opportunities for innovation in agri-food, agritech, marine research, creative industries, knowledge economy etc.) as local drivers for growth. RPO 49 Innovation in Rural areas It is an objective to support innovation, enterprise start-ups and competitiveness of our rural Region. RPO 50 Diversification It is an objective to further develop a diverse base of smart economic specialisms across the rural Region, including innovation and diversification in agriculture (agri-Tech, food and beverage), the marine (ports, fisheries and the wider blue economy potential), forestry, peatlands, renewable energy, tourism (leverage the opportunities from the Wild Atlantic Way, Ireland’s Ancient East and Ireland’s Hidden Heartlands brands), social enterprise, circular economy, knowledge economy, global business services, fin-tech, specialised engineering, heritage, arts and culture, design and craft industries as dynamic divers for the rural economy.

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   Southern Regional Assembly | RSES112 4.6 | Portfolio approach - Sector development opportunities This section identifies sectoral opportunities within the Region. Enterprise 2025 Renewed sets out a portfolio approach to sector development – recognising that sectors contribute in different ways in the economy, delivering added value, export growth and quality employment throughout Ireland (Figure 4.2). Particular industries have place-specific needs, such as proximity to high-energy services infrastructure, water capacity, availability of employees, and proximity to public transport, access to international markets through airports and ports, and serviced lands. These issues should be considered by local authorities through zoning in CDPs and objectives in LECPs. Opportunities also arise in the Region through public private partnerships (PPP). This is demonstrated by cluster development led by industry, and property solutions, for instance the proposed works at North Quays in Waterford’s Strategic Development Zone, or Shannon Group. It is important given the rapid evolution of the economy that our Region has the capacity to adapt to emerging trends. This includes emerging technologies such as artificial intelligence, machine learning, robotics, virtual reality. The REPs identify the following current sectoral opportunities. New sectors are constantly emerging and therefore the Region should be flexible to allow adaption to emerging sectors. The Mid-West Region’s REP identifies potential growth in industries such as future mobility (e.g. connected and autonomous vehicles), film, sportstech, and the logistics industry. The South West REP states that the maritime and the marine is a growth sector and selling point for the Region, reaching into a range of areas including enterprise and entrepreneurship, tourism, technology, and sustainability, among others. Over the first and second calls under the REDF, the South-East secured funding of over €10 million across six projects covering various emerging sectors such as 3D manufacturing, design innovation and the bio-economy. The RSES encourages future iterations of the REPs to identify sectoral opportunities as they emerge. There will be benefit in a holistic approach with the Regional Skills Fora in ensuring that employers and the education and training system work together to meet the emerging skills needs of their regions. As we live through the fourth industrial revolution (referred to as Industry 4.0), what the future of work will look like remains unknown. It is impossible to predict with certainty the cross-sectoral impact of technology on industry enterprise. Innovations in technology capabilities will affect all areas of work. Augmented Reality (AR) and Virtual Reality (VR) have already started to fundamentally change the retail industry and 3D printing is now used by retailers to deliver customised products. As we seek to build an innovative and smart economy, our Region’s enterprise strengths should be examined with an assessment of the Industry 4.0 risk and opportunity. The RSES supports enterprise transitions to Industry 4.0 and equipping people with the necessary skills to adjust and adapt to technology changes and disruptions, while creating an enterprise ecosystem that promotes innovation and entrepreneurship in emerging opportunities. Figure 4.2 | Enterprise 2025 Renewed Sectoral Cohorts SOURCE | DBEI (2018) Enterprise 2025 Renewed See section on differentiating Ireland on the global stage to enhance attractiveness for investment Supporting enterprises – tailored to lifecycle, scale and capability Changing external forces, the increasing interconnectedness in a globalised environment, the ability of enterprises to internationalise at an early stage of their lifecycle, and the fact that entrepreneurs are making location choices from the outset mean that policy distinctions based on ownership are becoming increasingly blurred. In Ireland, the challenges facing Irish owned enterprises are also relevant especially to the smaller foreign owned IDA Ireland supported client companies that are located throughout the regions. IDA Ireland has extended its suite of offerings, tailored to the needs of these entities. Building on existing strengths and seeking out new opportunities - clustering, collaboration and connections We will take a portfolio approach to sectoral development – deepening resilience Enterprise 2025 set out a portfolio approach to sector development – recognising that sectors contribute in different ways in the economy, delivering value added, export growth and quality employment throughout Ireland (Figure iii). Since Enterprise 2025 was published employment has increased across all sectors of the economy. Figure iii | Sectoral cohorts Education Services Healthcare Services Creative industries & Design Green Technologies & Environmental Services Marine and Maritime Professional services Personal services Business services (locally traded) Tourism & Hospitality Retail & Wholesale Construction Transport, logistics and distribution Primary production Building on strengths Realising un-tapped potential Transforming employment intensive sectors Competitive other services and activities ICT Health Life Services International Financial Services Agri Food Internationally Traded Services Engineering/Industrial products Source: DBEI analysis

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   Southern Regional Assembly | RSES113 Case Study: Connected and Autonomous Vehicles (CAV) Sector The emerging CAV sector provides a good example of how our Region is a global technology hub of choice when it comes to next generation of business and technology for connected mobility. For example, Jaguar Land Rover has an established major engineering research centre in Shannon. IDA Ireland, Enterprise Ireland, ITS Ireland, Science Foundation Ireland, the Department of Transport, Tourism and Sport, LERO, and Insight established a CAV steering group to explore the business opportunities of this technology for Ireland. The CAV forum serves as a central platform to bring together stakeholders from across industry, academia & research, transport authorities and support agencies to discuss the topic of connected and autonomous vehicles and help build a CAV value proposition for Ireland. A key objective is to identify Ireland’s current CAV products and services and develop a shared vision of how best to position Ireland to capture potential opportunities, thereby leading to new investment, employment creation and growth of Irish exports. RPO 51 Economic Clusters and Ecosystems It is an objective to identify and pursue opportunities for enterprise growth, innovation and diversity within our Regions’ sectors of strength, including the potential of enterprise ecosystems in sectors identified in the Regional Enterprise Plans (REPs) and their successors. RPO 52 Multinational Corporation (MNC) and Indigenous Industry Connections It is an objective to encourage multinational corporations and indigenous industry connections, e.g. the Global Sourcing Initiative, trade missions to Ireland and peer networks for lean initiatives. TOURISM The Region has significant share of Ireland’s premier tourism resources – both natural and man-made. We have the largest number and widest variety of tourism beds, from five-star castles to hostels. The Region hosts the three main tourism areas developed by Fáilte Ireland: The Wild Atlantic Way, Ireland’s Hidden Heartlands, and Ireland’s Ancient East as well as the Munster Vales brand, which is developed jointly by four local authorities. These provide a framework for local areas to develop corresponding tourism propositions. A successful tourism sector creates significant benefits for many other sectors such as agriculture, food and drinks, transport and retail. The RSES supports the Department of Rural and Community Development’s Action Plan for Rural Development (APRD) which seeks to increase tourist numbers to rural Ireland, support sustainable jobs through targeted rural tourism initiatives, develop activity tourism and leverage natural and built heritage assets. The development of urban tourism is key to growing the tourism sector of the economy. Good quality international connectivity provides opportunities in the growing market of city breaks. The cities and towns of the Region host significant assets in the cathedrals, art galleries, museums, theatres and major annual festivals and sporting events. SW Urban and Rural Tourism Assets Examples of attractions in South West include, inter alia, the Wild Atlantic Way, Irelands Ancient East, Ireland’s Maritime Paradise, Cork City (English Market, Cork City Goal, and Shandon),Blarney Castle, Kinsale, Fota Wildlife Park, Spike Island (2017 European No 1 Tourist Attraction), Midleton Distillery, Cobh Heritage Centre, Doneraile Park, Munster Vales, Blackwater Valley, Ring of Kerry, Dingle Peninsula, Killarney National Park, Muckross House, Killarney, Blennerville Museum, Kerry County Museum in Tralee, UNESCO site of Skellig Michael, proposed UNESCO site at Valentia Island Cable Station, festivals, mountain ranges, extensive coastline and blue and green flag beaches, peninsulas and islands. MW Urban and Rural Tourism Assets Example of attractions in the Mid-West include, inter alia, the promotion of Ireland’s Lakelands, the Shannon Estuary and its islands as tourism and recreation destination, greenways, blueways, effective placemaking, Munster Vales, the Burren, Cliffs of Moher, West Clare NST tourism route, Loop Head, Bunratty, Holy Island, Lough Derg, Shannon Estuary Way, festivals (e.g. Willie Clancy Festival), Limerick City St. Johns Castle. It is an objective to support utilisation and realisation of the Mid-West’s existing and emerging tourism assets. SE Urban and Rural Tourism Example of attractions in the South-East include, inter alia, the promotion of Ireland’s Ancient East, the Munster Vales, the sustainable development of Blueways along the Rivers Barrow and Suir, existing Greenways such as the Déise Greenway and planned greenway extensions and the many visitor attractions in the South- East, with Top 10 (by visitor numbers): Rock of Cashel, Kilkenny Castle, House of Waterford Crystal, Nicholas Mosse pottery, JF Kennedy Arboretum, Bishop’s Palace, Waterford, Castlecomer Discovery Park, Cahir Castle , Wells House and Gardens, Altamount Gardens Carlow (Fáilte Ireland Visitor Attraction Survey 2014). Specific Sectors: Tourism, Retail, Low Carbon Economy, Social Enterprise, Marine.

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   Southern Regional Assembly | RSES114 The Department of Transport, Tourism and Sport’s Policy Document People, Place and Policy Growing Tourism to 2025 makes a number of policy proposals that are relevant: • Targeting high growth potential areas; • Incorporate Cultural and Sports-based Offerings; • Respecting Brand Architecture and the Environment; • Need to optimise Air and Sea Connections; • Need to facilitate inter-modal transport transfers; • Support for Cross-Border Tourism. Fáilte Ireland’s Strategy, Tourism Development & Innovation: A Strategy for Investment 2016-22, recognises that a flourishing tourism industry is vital for Ireland’s economic well-being and continued recovery. The promotion of enhanced transport networks including public transport services is essential to attract and enable ease of movement around the Region by tourists and visitors. Improvements are needed at key arrival points such as ferry ports with better public transport connections and to the existing road and rail networks/services to remove bottlenecks and improve connectedness to and between key tourism destinations. The identification of strategic corridors will assist in the development of the network between our cities, towns and rural areas. RPO 53 Tourism It is an objective to: a. Enhance provision of tourism and leisure amenity to cater for increased population in the Region including recreation, entertainment, cultural, catering, accommodation, transport and water infrastructure inter alia; b. Promote activity tourism subject to subject to appropriate site selection and environmental assessment processes; c. Sustainably develop the road network and public transport services and facilities for improved visitor access, longer dwell times due to improved connectivity to ports and airports and tourism growth; d. Sustainably develop walking and cycling trails opening greater accessibility to the marine and countryside environment by sustainable modes and promote the sustainable designation and delivery of Greenway and Blueway Corridors. e. Facilitate appropriate tourism development and in particular a National Greenways, Blueways and Peatways Strategy, prioritising sustainable projects that achieve maximum impact and connectivity at national and regional level; f. Identify and map catchment areas concerning Culture, Heritage and Tourism of regional significance/scale. Such catchments should have the potential to deliver small-scale economic development and using wider local services such as Post Offices and local public transport. g. Support the relevant authorities in the development of specific monitoring protocols for visitor pressure to ensure that tourism activities are maintained within sustainable limits for the European sites in the Region. RPO 54 Tourism and the Environment Development of new or enhanced tourism infrastructure and facilities should include an assessment of the environmental sensitivities of the area including an Environmental Impact Assessment (EIA); Appropriate Assessment (AA) and Strategic Flood Risk Assessment (SFRA) if required in order to avoid adverse impacts on the receiving environment. Where such tourism infrastructure or facilities are developed, the managing authority/agency should ensure that effective monitoring protocols are put in place to monitor and assess the ongoing effect of tourism on sensitive features with particular focus on natural, archaeological and built heritage assets.

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   Southern Regional Assembly | RSES115 RPO 55 Retail It is an objective to: a. Improve the physical appearance, vitality and vibrancy of city centre, town centre and village locations through collaboration between Planning Authorities and Retail Traders Associations in regeneration / public realm projects and other measures; b. Ensure that retail development is focussed on urban and village centres with the application of a sequential approach to consideration of retail development which does not fall into this category; c. Prepare Retail Strategies in accordance with the Retail Planning Guidelines including Joint Retail Strategies where applicable. Proposed public realm or urban regeneration projects should be assessed for potential impacts on the receiving environment including capacity of existing services at project level. Where public realm or urban regeneration projects would significantly increase shopper/visitor numbers, planning authorities should ensure that projects include sustainable management of increased demand for access to city/town centre locations. RETAIL Retail is a key part of the regional economy employing significant numbers and is central to the life and vitality of our cities, towns and village centres. Retail plays a central role in placemaking and creating attractive liveable environments, enabling strong mixed-use urban cores and facilitating regeneration. The retail landscape is constantly changing and in recent years the trend to online shopping has had profound negative impact on our cities, towns and villages. There is a need to adapt to the continuous development of shopping habits and retail, including a significantly improved customer experience of visiting settlement centres. This is a significant planning challenge to provide alternative and attractive uses within our cities, towns and villages. The location of much of the retail activity in our urban and village centres is supported by the Guidelines on Retail Planning 2012 and the principles of compact growth. Retail can be a catalyst for the renewal of city, town and village centres, supported by initiatives such as town centre health checks to identify potential improvements to the public realm and streetscapes. The RSES supports investment in placemaking and improving the public realm to provide more attractive and vibrant urban centre and village locations which support retail activity and the wider commercial economy of our settlements. It also recognises the importance of the tourism sector, with retail services contributing to the attractiveness for tourists and tourist visitors increasing footfall and increased vibrancy. As a Smart Region, the RSES champions innovation in the retail sector in response to changing patterns of activity, including online retail. The retail business model is evolving in a digital direction and retail should be a central part of any digital strategy. A Smart city or town centre should attract consumers by offering a unique retail experience and this experience should evolve in line with data collected around shopping preferences and behaviour. The RSES supports mechanisms to support traditional retailers in the transition to technology led, experiential retail models. The RSES supports the full implementation of the Retail Planning Guidelines to ensure that retail development is focussed on urban and village centres with the application of a sequential approach for retail development. In urban areas extending across local authority boundaries, development plans and local area plans must be informed by joint or multi-authority retail strategies.

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   Southern Regional Assembly | RSES116 RPO 56 Low Carbon Economy a. The RSES recognises the urgency to transition to a low carbon future and it is therefore an objective to accelerate the transition towards low carbon economy and circular economy through mechanisms such as the Climate Action Competitive Fund; b. It is an objective to develop enterprises that create and employ green technologies; c. Local authorities should ensure that the development of green industry and technologies incorporates careful consideration of potential environmental impacts at project level including the capacity of receiving environment and existing infrastructure to serve new industries; d. Local authorities shall include objectives in statutory land use plans to promote energy conservation, energy efficiency and the use of renewable energy sources in existing buildings, including retro fitting of energy efficiency measures in the existing building stock, energy efficiency in traditional buildings and initiatives to achieve Nearly Zero-Energy Buildings (NZEB) standards in line with the Energy Performance of Buildings Directive (EPBD). e. It is an objective to support investments in energy efficiency of existing commercial and public building stock with a target of all public buildings and at least one-third of total commercial premises upgraded to BER Rating ‘B’. Local authorities shall report annually on energy usage in all public buildings and will achieve a target of 33% improvement in energy efficiency in all buildings in accordance with the National Energy Efficiency Action Plan (NEEAP). LOW CARBON (CIRCULAR) ECONOMY The transition to a low carbon future (see also Chapter 5) will also see entire sectors of the economy undergo radical changes and create new types of enterprises and jobs. Our Region has enormous potential for renewable energy as well as becoming a global leader in the bio-economy. This will require investment in new skills, as well as appropriate assistance and incentives to enable enterprise to make the transition. BIO-ECONOMY The NPF highlights the potential of the bio-economy in promoting a more efficient use of renewable resources and supporting economic development and employment in rural Ireland. The National Policy Statement on the Bio-economy (March 2018) mandated the establishment of an interdepartmental bio-economy implementation group to take forward a number of major actions, in close collaboration with bio-economy industries and other partners. RPO 57 National Policy Statement on Bio-economy It is an objective to support the National Policy Statement on Bio-economy (2018), subject to the implementation of mitigation measures outlined in the SEA and AA undertaken where necessary and the exploration of opportunities in the circular resource-efficient economy including undertaking a bio-economy feasibility study for the Region to identify areas of potential growth (including opportunities presented in the EU Bio-economy Strategy updated in 2018 for urban bio-economies and piloting circular bio economy cities) to inform investment in line with the national transition objective to a low carbon climate resilient and circular economy. RPO 58 Bio-economy and Rural Areas It is an objective to facilitate the development of the rural economy through supporting a sustainable and economically efficient agricultural and food sector, together the bioeconomy, subject to required environmental assessment processes where necessary and balanced with while at the same time noting the importance of maintaining and protecting the natural landscape.

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   Southern Regional Assembly | RSES117 SOCIAL ENTERPRISE Social Enterprise is enterprise that achieves social, societal or environmental impact, rather than solely maximising profit. It pursues its objectives by trading through the provision of goods and/or services, and by reinvesting surpluses into achieving social objectives1. Social enterprises make a valuable contribution through job creation, the delivery of services such as homecare, childcare, employment activation, retail, hospitality and catering, environmental services, and social housing. They are innovative, entrepreneurial and are increasingly utilising new technologies and creative approaches to address social, societal or environmental challenges. Through the National Social Enterprise Policy for Ireland, the objective is for social enterprise in Ireland to grow. Implementation of the policy will open new opportunities to address social and environmental challenges, contribute to the revitalisation of local communities throughout the country, and support many of those most vulnerable in society. 1 National Social Enterprise Policy for Ireland 2019-2022 Case Study: Tipperary, the Low Carbon Energy Transition and the Bio-economy Tipperary County Council has long recognised the importance of the low carbon energy transition, both to the quality of lives of citizens and the opportunities it brings in terms of rural economic growth and development. The partnership approach of Tipperary County Council, Tipperary Energy Agency (TEA), Limerick Institute of Technology (LIT), business and communities was formalised in 2017 with the establishment of ‘Sustainable Tipp’. This partnership has led to some key achievements and initiatives, including: • The Council is the leading local authority and one of the leading public bodies in meeting energy efficiency targets, having exceeded the 33% 2020 target in 2017. • The Council has met and exceeded national targets for energy efficiency in public buildings, is the owner of the largest solar installation in the country and has switched 90% of its heat use from fossil fuels to renewable combined heat and power; • Tipperary is home to Cloughjordan eco-village and Templederry community owned wind farm; • TEA is leading research and delivering exemplar community initiatives such as ‘Superhomes’, ‘Better Energy Communities’, ‘Insulate Tipp’ etc.; Gurteen College, through micro-generation of wind and solar PV and energy efficiency measures, has reduced its energy demand in heating and electricity by half. Tipperary is at the heart of the global bio-economy opportunity and is designated as a ‘European Model Demonstrator Region’. The location of the National Bio-Economy Campus is at Lisheen, Co. Tipperary. This National Campus was developed through the Irish Bio-economy Foundation bringing together relevant stakeholders, including universities, private enterprise and is supported through Enterprise Ireland. The campus will have a range of facilities which will enable industry, entrepreneurs and researchers to scale technologies that convert Ireland’s natural resources (including residues) to products of high value for use in a wide variety of sectors including food ingredients, feed ingredients, pharmaceuticals, natural chemicals, biodegradable plastics and more. RPO 59 National Bio-economy Hub in Lisheen It is an objective to support the sustainable development of the Lisheen Bio-economy Hub site into a significant economic and employment driver with the potential to significantly contribute towards meeting Ireland’s climate change targets as a strategic site of European significance. Such initiatives as the Lisheen site shall be subject to robust environmental assessment including Flood Risk Assessment (if required) and satisfy AA requirements so as to AA requirements and avoid adverse effects on the integrity of European Sites. RPO 60 Social Enterprise It is an objective to: develop social enterprises and the circular economy within local communities to benefit environmental protection, employment generation and community development.

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   Southern Regional Assembly | RSES118 4.7 | Placemaking for enterprise development This section identifies the main components of placemaking for enterprise development and guiding principles for investment priorities. Placemaking is our opportunity to create conditions necessary for sustaining jobs and regional competitive advantages, while increasing the attractiveness of the Region as a location to work, live and invest. Quality of life is an essential component of placemaking and this is discussed in further detail in Chapter 7. It is important to consider the features that enterprises look for in a location. A Health Place Audit (HPA) to ensure better placemaking will be developed with input from the Department of Business, Enterprise & Innovation, IDA Ireland, Enterprise Ireland and other relevant stakeholders to use for an audit of places. This consists of a ‘check-list’ of elements required to attract enterprise. This will assist in determining whether a specific place has the features that make it attractive and enterprise development friendly, identifying problems and informing where intervention is required. This will help establish a stronger evidence base to target future funding efforts. Good Practice Example: Limerick 2030 – An Economic and Spatial Plan Limerick 2030 – An Economic and Spatial Plan has resulted in a significant transformation of Limerick City through the economic, social and physical investment. This has been accelerated by the establishment of the Limerick Twenty Thirty Strategic Development DAC (Designated Activity Company) to deliver a city and countywide programme of investment. It is the biggest single Irish commercial property development programme undertaken outside of Dublin. Over €1 billion is being invested in enterprise and investment infrastructure. Innovate Limerick acts as the delivery mechanism for strategic Limerick 2030 projects. One of its core objectives is to work with stakeholders to develop Limerick’s business ecosystem and position Limerick City and County as one of the most attractive locations to start and grow a business. Innovate Limerick has attracted Troy International Film Studios to Limerick City and it has developed the Innovation Hub and ENGINE, which provides office solutions for start-up and accelerating businesses. Limerick 2030 provides an excellent platform to promote even more active urban development and land management actions that focus on the development of under-utilised, brownfield, vacant and public lands. RPO 61 Health Place Audit (HPA) for Place-making It is an objective to promote the use of Health Place Audits (HPA) for placemaking and develop projects that ensure the creation of an attractive, enterprise development friendly, liveable, well-designed, high quality places that are home to a diverse enterprise base mix and integrated communities that enjoy a high quality of life and wellbeing.

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   Southern Regional Assembly | RSES119 Guiding principles to identify locations for strategic employment development The following provide guiding principles for location of employment development and underpin the settlement strategy in Chapter 3. Local authorities, through their development plans and LECPs, should apply same principles. The MASPs have identified some of these in the metropolitan areas. Selection Criteria Planning to accommodate strategic employment growth at regional, metropolitan and local level should consider: • Location of technology and innovation poles (IoTs and universities) as key strategic sites for highpotential growth of economic activity; • Current employment location, density of workers, land-take and resource/infrastructure dependency, including town centres, business parks, industrial estates and significant single enterprises; • Locations for expansion of existing enterprises; • Locations for new enterprises, based on availability of employees/customers, land, tied to resources, dependent on the availability of different types of infrastructure (e.g. telecoms, power, water, roads, airport, port etc.) or dependent on skills availability; • Locations for potential relocation of enterprises that may be better suited to alternative locations and where such a move, if facilitated, would release urban land for more efficient purposes that would be of benefit to the regeneration and development of the urban area as a whole, particularly in metropolitan areas and large towns; • Within large urban areas locations where significant job location can be catered for through infrastructure servicing and proximity to transport interchanges, particularly public transport; • Environmental considerations including but not limited to designated European Sites, Flood Risk, Biodiversity, Cultural Heritage and landscape; • An assessment of the phasing of development in association with the planned delivery of water and waste water services, extension or provision of public bus services to the location and provision of new or improved cycling and walking connectivity from existing residential areas. • areas which would address employment blackspots/legacies; • support existing sectoral and location-based strengths and synergies with existing employers • availability of ‘ready to go’ property solutions; • local ambition; • Potential for rail borne freight. Guiding principles for investment prioritisation in placemaking for enterprise development • Local authorities, REPs, and LECPs, in their preparation of projects to bid for funds, should give due regard to factors already identified as enablers of enterprise development, such as the availability of human capital, proximity to a third level institution, transport infrastructure; broadband infrastructure, and a diverse local sectoral mix; • Capacity of places - having regard to implications of commuting on quality of life; • Consider our cities development with a focus on public transport networks and sites such as Strategic Development Zones to densify the existing footprint; • Align to national strategy and approach for data centres – right location for use and energy demand; • Opportunity for health and wellbeing sector with new hospitals; • Support the emergence of international schools for incoming talent; • Focus on densification of existing built urban footprint around existing public transport; • Give due regard to enhanced functioning of global services centres and advanced manufacturing centres; • Identify and prioritise locations considering capacity, analysis of assets, with a vision for the city and the Region, and not just population size; • Explore a ‘second site’ strategy for MNCs in outlying locations; • Location-specific sectors to be developed more clearly– energy, marine, greenways, blueways, and peat lands.

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    Southern Regional Assembly | RSES120 RPO 62 Locations for Employment Development It is an objective to: a. Ensure employment locations follow the hierarchy identified in Chapter 3, and ensure they are built fit-for-purpose. This includes the provision of access to utilities, connectivity, and other enterprise development factors; b. Identify future locations for strategic employment development having regard to accessibility by sustainable transport modes and environmental constraints. c. Support a positive presumption in favour of locating appropriate employment where it would address unemployment blackspots, support sectoral and location-based strengths and synergies with existing employers, take advantage of ‘ready to go’ property solutions and local ambition. Funding initiatives including the Regional Enterprise Development Fund (REDF), the REPs and RSF are in place to stimulate greater interaction and collaboration between local and regional stakeholders. The competitive REDF provides opportunities by harnessing existing strengths such as technologies and innovation poles, stimulating multi-disciplinary approaches to facilitate growth of emerging industries, enhancing collaboration, innovation and entrepreneurship, and under-utilised assets. It stimulates the bottom-up approach of local and regional stakeholders to prepare projects and compete for funds. See Chapter 9 for further detail. Enhancing our competitiveness and building resilience in our Region Our competitiveness reflects our capacity to sustain economic growth. This is driven by productivity which is underpinned by investments in skills, innovation, entrepreneurship, trade and infrastructure. Resilience is our preparedness and capacity to weather external shocks. Both features, competitiveness and resilience, are underpinned by skills development, innovation capacity, trade and competition, and infrastructure investment. Future Jobs Ireland places a strong focus on increasing productivity and boosting participation rates to take advantage of technological changes. It also ensures that we enhance skills as we move to the low-carbon economy. Future Jobs Ireland will focus on five pillars: • embracing innovation and technological change • improving SME productivity • enhancing skills and developing and attracting talent • increasing participation in the labour force • transitioning to a low carbon economy The RSES recognises that SMEs are the backbone of local communities. They play a key role in economic resilience through generating employment and contributing to innovation. However, Future Jobs Ireland states that productivity has declined and identifies deliverables and targets to tackle this issue. Components required to develop resilient and competitive economic growth Skills & Talent Infrastructure International Trade Innovation Entrepreneurship Enterprise Development Resilient & competitive economic growth

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