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Wexford County Council
Supporting Enterprise, Local
Development and Economic
Growth
Economic Workplan
2013-2014
Report of the Director of Economic
Development
September 2013
Economic Section, Wexford County Council
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Table of Contents
Section 1 - Introduction and Context ................................................................................................................. 4
1.1 Director’s Introduction ................................................................................................................................. 4
1.2 Local Government in Transition .................................................................................................................. 5
1.3 Action Plan for Jobs ............................................................................................................................................ 6
1.4 Local Authorities Supporting Enterprise ............................................................................................................ 7
1.5 Reform of Local Government: ............................................................................................................................ 8
1.6 A Vision for County Wexford .............................................................................................................................. 9
1.7 Wexford County Council Economic Workplan 2013-2014............................................................................. 10
Section 2 - Wexford County Council - Economic Development Section Work plan 2013-2014......................... 11
2.1
Enterprise Infrastructure .............................................................................................................................. 11
2.1.1
Industrial Space and Business Parks ................................................................................................. 11
2.1.2
Provision of Broadband ........................................................................................................................ 12
2.1.3
Provision of Natural Gas ...................................................................................................................... 12
2.1.4
Upgrade of Electricity Supply .............................................................................................................. 12
2.1.5
Port Development ................................................................................................................................. 12
2.1.6
University of the South East ................................................................................................................ 13
2.1.7
Regional Airport .................................................................................................................................... 13
2.2
Tourism Development .................................................................................................................................. 13
2.2.1
Tourism Infrastructure & Built Environment ....................................................................................... 13
2.2.2
Motor Home Tourism............................................................................................................................ 14
2.2.3
Visit Wexford Tourism Ltd................................................................................................................... 14
2.2.4
Tourism Development: Public Realm ................................................................................................ 15
2.2.5
Branding County Wexford................................................................................................................... 15
2.2.6
Tourism Product Development ........................................................................................................... 16
2.2.7
Financial Support for Festivals and Events ....................................................................................... 16
2.2.8
Johnstown Castle & Gardens .............................................................................................................. 17
2.3
Financial Incentives by Local Authorities ................................................................................................... 17
2.4
Economic Promotion .................................................................................................................................... 17
2.5
Service Enhancements/Integration............................................................................................................. 18
2.6
Business Networking ................................................................................................................................... 18
2.7
Collaborative Ventures ................................................................................................................................ 19
2.8
Research & Innovation ................................................................................................................................ 20
2.9
Labour Activation Measures by Local Authority ........................................................................................ 20
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2.10
Policies & Strategy Development ............................................................................................................... 21
2.11-2.15
Other Areas of Activity...................................................................................................................... 21
Section 3: Monitoring, Evaluation and Reporting of Progress........................................................................... 22
Section 4: New Structures................................................................................................................................ 23
4.1 Local Enterprise Offices (LEOs).................................................................................................................. 23
4.2 Socio-Economic Committees (SEC’s) ............................................................................................................. 27
Appendices ...................................................................................................................................................... 28
Appendix 1 - Action Plan for Jobs 2013 – Progress Report ................................................................................ 28
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Section 1 - Introduction and Context
1.1 Director’s Introduction
Cathaoirleach and Each Member of Wexford County Council:
It has been a consistent priority of the Council that we do all we can to promote economic
development. This is obviously of crucial importance in the current economic context and with high
and persistent unemployment and economic recession.
I am therefore proposing for the
consideration of Members a new economic work plan for this year and next. This is the latest in a
succession of such plans championed by the Council beginning with the Wexford Enterprise Initiative
Report and most recently the “Positioning Wexford for the Upturn” Plan. This proposal will replace
previous plans when adopted.
The Government has placed a very high priority on economic development and has explicitly
signalled a key role for local government in its “Action Plan for Jobs 2012” and subsequent. This plan
is specifically formulated to address our emerging role in national policy and to reflect our reporting
requirements under it.
Previous plans have placed a heavy emphasis on the objectives with an inter-agency focus. The
current proposal however is focused entirely on Wexford County Council actions which can be
delivered by the Council’s own Economic Development Team with a high degree of certainty. Now,
more than ever, our citizens require focused and targeted interventions that can have immediate
results in our local economy. We will of course continue to work closely with all other relevant
agencies where appropriate.
The plan has a short focus of two years because we are entering a time of significant change in local
government with the abolition of the town local authorities, the merging of County Enterprise Boards
into local government and the formation of new socio-economic committees to replace existing CDB
structures at the interface of local government and local development. As these new structures are
integrated I would anticipate a review of our economic planning in the second half of 2014 where the
incoming Council can establish its agenda.
I would envisage regular reports to Council on progress to implement the plan. These reports will be
detailed and will focus on progress to achieve each individual action. Some of the actions planned for
2013 have already been achieved but are included here to inform Members and to tie in to reporting
on economic development at national level. In tandem with these reports I propose to circulate twice
yearly a comprehensive report on the economic profile of the county with illustration of key trends that
will inform Members of the emerging status of the Wexford economy. The first report will be in
October 2013.
This plan aims to maximise the impact we can have on growth in our county given the resources and
measures available to us at this time. I recommend its adoption by the Council.
Tony Larkin,
Director of Services, Housing & Economic Development.
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1.2 Local Government in Transition
Local Government today is a sector in transition. According to a recent review of the year in Local
Government, “2012 was notable both in terms of structural changes proposed and in terms of policy
decisions on a range of reforms that will shape the Local Government landscape in the coming years”
(Administration vol. 60, no. 4 (2013): 21). These include the decision to establish Irish Water,
proposals outlined in Putting People First to enhance Local Government functions and reform its
structures and a decision to introduce a Local Property Tax. The Sectoral Strategy on Enterprise and
Jobs envisages a broad, enhanced role for local government acting as a local “engine for growth”.
In examining how Local Government can contribute to enterprise and job creation in future, it is
important to understand the very substantial role already played by Local Authorities in this area.
Although their remit is narrow in an international context, Irish Local Authorities still retain quite broad
powers to positively influence their local community and to support enterprise and employment
initiatives.
Irish local government functions include:
• a strong representative role; as a provider of local services
• acting as an agent of central government
• a role as a local regulator
• Local Authorities are also responsible for state capital investment in housing and water
services, and for provision and improvement of local facilities, roads, urban / village
enhancement schemes, and other infrastructure, including rural broadband.
Local Authorities retain functions essential for the promotion of economic development in a local area.
Such functions include the physical planning remit to make towns and counties more attractive places
to live, work and invest; the capacity to directly invest in roads, water, recreation, enterprise, tourism,
heritage and cultural assets. Importantly, Local Authorities can acquire land/property in order to
perform any of their functions.
The functions of Local Authorities are also reflected in the nature
of properties/lands held. These range from: social housing,
housing regeneration projects, landfill and civic amenity sites,
community and leisure centres, fire stations, roads, civic offices,
market buildings, multi-storey car parks, parks and open spaces,
heritage sites and buildings, libraries, art galleries, enterprise
incubation units, one-stop shops, town centre development,
industrial and economic development, water and sewage
installations, halting sites, bridges, river amenities, piers & harbours.
In addition, under the Local Government Act, 2001, Local Authorities have a general power of
“competence” to promote their local area as follows:
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This is generally achieved through the development of economic strategies for local areas, including
branding of towns and cities as part of tailored investment or tourism strategies. Local authorities
generally acquire land/sites to facilitate urban renewal/development in accordance with the objectives
of statutory development plans.
On an ongoing basis, the purchase and sale of land under Section 183 of the Planning &
Development Act is a significant part of a local authority’s statutory duty as a planning and
development authority. Local Authorities can make strategic land investments in local communities
e.g. site assembly for future town centre regeneration, or in order to positively influence private sector
investment.
In 2001, the Twentieth Amendment of the Constitution of Ireland provided Constitutional recognition
for local government for the first time. According to Article 28 A: “The State recognises the role of
local government in providing a forum for the democratic representation of local communities, in
exercising and performing at local level powers and functions conferred by law and in promoting by its
initiatives the interests of such communities.”
Constitutional recognition offers a framework in which the functions and roles of local government can
be enhanced over time, in line with the needs of local communities. The central “place-making” role,
whereby local authorities are involved in planning local communities around the needs of citizens
helps to explain why they also have such an important role to play in enterprise and job creation.
1.3 Action Plan for Jobs
The Action Plan for Jobs 2012 set out over 270 separate actions with
delivery spanning all Government Departments and involving a range
of state and non-state actors. The Government has committed to
updating its Action Plans for Jobs (ACJ) on an annual basis.
Section 6.5 of the Action Plan refers to local government’s role as
follows:
“On 27 September 2012, the Minister for Environment, Community
and Local Government, Phil Hogan published a Sectoral Strategy on Jobs, Supporting Economic
Recovery and Jobs – Locally. The document complemented the broader government plan, and
highlights the existing contribution by local authorities to jobs and enterprise.”
The Strategy further:
• underpinned local government’s pro-active stance in supporting enterprise and economic
development
• acknowledged that “the role of local government is fundamental to enterprise support and
economic development at local level”
• highlighted the broad range of activities where local government actively drives the local
economic agenda; and
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•
concluded that: “local government support on the ground is critical to the success of initiatives
ranging from support for FDI and micro-enterprises, to rural broadband or major investment in
wind farms and the green economy...”
1.4 Local Authorities Supporting Enterprise
In support of the sectoral action plan in 2012, the County & City
Managers Association (CCMA) published a report which
identified over 2,000 separate local activities in 2011 which had
a positive impact on local development, economic recovery and
enterprise. The Report on 2011 activities was a first attempt to
map the broad range of enterprise supports delivered by local
authorities and link them to the Action Plan for Jobs. The
Report was accompanied by a searchable database detailing
actions at individual local authority level. The database gave a
“snapshot” of the full range of enterprise activities carried out by
the local government sector at a given time.
Under a renewed Action Plan for Jobs 2013, the CCMA is required to produce an update reviewing
“actions/projects/activities undertaken by Local Authorities which can be seen to contribute to local
development, enterprise support and economic growth...” (Action 226).
In line with this requirement, the CCMA has produced Local Authority Support for Enterprise &
Economic Development, a Report on Activities for 2012. This update report briefly reviews activity in
local government during 2012 based on new material submitted by each County and City Councils.
The added value from this report is as follows:
• The extent of local government’s role in this area is often undervalued and may not be fully
understood by all stakeholders. The focus of the analysis is to link local authority actions to
positive outcomes for businesses, employment and local communities.
• The secondary purpose is to showcase the experience and unique capability of local
authorities in the area of economic development.
The 2012 Report provides summary analysis of current levels of activity and enterprise and business
supports provided by local authorities using the baseline data from each county / city council for 2012.
The main output is the National Database which has been refreshed since last year, taking into
account a range of positive actions identified by local authorities for the year 2012. It is intended to
publish and circulate the final formatted database for use by local authorities and to help share
examples of innovation at local level.
Case studies cited in the CCMA report can help to inform Local Action Plans and to identify individual
projects which can be replicated elsewhere or extended nationally.
Each local authority is also asked to publish locally its individual “Template”, giving a “helicopter view”
of some of the main actions taken in support of enterprise and economic development.
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1.5 Reform of Local Government:
“Putting People First”- Action Programme for Effective Local Government was published on 16
October 2012 following Government approval setting out Government policy for reforms across all the
main areas of local government. The Programme reflects principles of international bodies such as
OECD and the Council of Europe and is informed by recent national reports such as the Local
Government Efficiency Review (LGER), the report of the Local Development/Local Government
Steering Group, by previous work on local government reform, and by wide consultation. The reform
programme takes account of the prevailing economic circumstances in which both administrative and
political elements of the public service at all levels are undertaking radical restructuring and change.
The Action Programme will implement the most far-reaching changes since the present system of
local government began in the 1890s. It sets out the reforms the Government has approved in all of
the main areas of local government–its structures, functions, resources, operational arrangements
and governance.
Amongst these there will be a stronger role for local government in promoting economic development
because of the economic impact of its functions generally, its links with enterprise, its local knowledge
and leadership, economic initiatives by many local authorities, and its new local development and
enterprise functions.
Economic Development and Job Creation:
There will be an enhanced role in economic development and enterprise support.
• A new dedicated strategic policy Committee for economic development will be created in each
local authority and a specific director of services for economic development will be created in
many local authorities.
• Local economic development strategies will be adopted as part of the City and County
development plan.
• Local authorities will build on the over 2,000 initiatives already in train to develop innovative
best practice approaches for mainstream application across the local government sector.
• New local enterprise offices (LEO’s) will be integrated with local authority business support
units to create a one-stop-shop for business support.
• here will be closer alignment of local and community development supports with local
government.
Local authorities will take on the local micro-enterprise support service through local enterprise offices
(LEOs) integrating the functions of City and County enterprise boards and local authority business
support units to improve and build on existing structures to sustain and create jobs.
Local authorities have shown strong support for the national action plan for Jobs through their own
sectoral strategy supporting economic recovery and jobs locally. This is being developed further. To
date, over 2,000 separate local initiatives have been reported. These involve direct actions by local
authorities, and actions taken in collaboration with other bodies, business, community or voluntary
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groups. Other reforms to strengthen the economic development functions of local authorities will
include:
The establishment of a dedicated strategic policy Committee in each local authority and in the case of
areas with designated gateways and hubs, a specific director of services for economic development;
Formulation of regional spatial and economic strategies by the regional assemblies; a systematic and
proactive approach to ensure that general functions and services support enterprise and economic
development; and intensifying those actions in the sectoral strategy that require the involvement and
collaboration of local government.
1.6 A Vision for County Wexford
The Wexford County Development Board’s (2010) document
“Positioning Wexford for the Upturn-Towards Sustainable Growth and
Development” defines its vision for the county as “Green-SmartSustainable”. The Plan supports this vision and the strategies and
objectives in the Plan seek to develop a county:
• Where people want to live, work and play
• Which offers high quality sustainable employment opportunities
and residential developments
• With high quality urban and rural environments supported by
excellent sustainable physical and social infrastructure
• Which values its natural environment, built and cultural heritage
• Which offers visitors a range of high quality experiences
The strategic aims for achieving this vision are underpinned by the objectives of the Wexford County
Development Plan 2013-2019 which are to:
• Promote the balanced and sustainable development of the urban and rural areas of the county
for a range of residential, services and employment opportunities.
• Broaden and strengthen the economic base of the county by encouraging the sustainable
growth of employment, enterprise and economic activity, and in particular facilitate innovation
and enterprise in indigenous industries.
• Continue to develop the role of tourism and the development of a high quality and diverse
tourism product throughout the county in a balanced and sustainable manner.
• Develop an integrated Transport Plan for the county which will deliver local transport links,
provide safe and efficient road and rail access within the county and to other regions. This, in
turn, will facilitate improved public transport provision and reduce the distance that people
need to travel to work, school, services and recreational facilities.
• Promote the development of viable and vibrant town and village centres across the county that
provide shopping services of appropriate scale to serve their communities and rural
hinterlands, while supporting and enhancing the scale, mix and attractiveness of the retail offer
in the Hub of Wexford Town and the Larger Towns of New Ross, Enniscorthy and Gorey.
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•
•
•
•
•
•
•
•
•
•
Facilitate the provision of high quality housing in a range of locations to meet the needs of the
county’s population, with particular emphasis on facilitating access to housing to suit different
household and tenure needs in a sustainable manner and in appropriate locations.
Protect and enhance the county’s rural assets and recognise the housing, employment, social
and recreational needs of those living and working in rural areas.
Protect, conserve and enhance the county’s built, natural and cultural environment through
promoting awareness, and good quality urban and rural design.
Protect and develop the county’s water and wastewater infrastructure, integrating their
provision with the county’s overall land use strategies whilst having regard to environmental
responsibilities and complying with European and national legislation.
Facilitate the provision of, and improvements to, social and recreational infrastructure and
provide access to new and existing community facilities throughout the county for all its
residents.
Promote the balanced and sustainable development of the urban and rural areas of the county
for a range of residential, services and employment opportunities.
Protect and enhance the county’s unique natural heritage and biodiversity, while promoting
and developing its cultural, educational and eco-tourism potential in a sustainable manner.
Manage the challenges of climate change including flooding and sea level rise.
Develop an integrated and coherent Green
Infrastructure Strategy for the county which will
allow for the protection, provision and
management of the county’s green spaces, in
tandem with plans for growth and development.
Harness the county’s natural resources in a
manner that is compatible with the sensitivity of
rural areas, the existing quality of life, and the
protection and enhancement of the county’s
natural heritage and biodiversity.
1.7 Wexford County Council Economic Workplan 2013-2014
The newly formed Economic Development Section of Wexford County Council has formulated the
following specific actions to support enterprise, local development and economic growth in Co.
Wexford, which are the responsibility of the Director of Economic Development for implementation
and which progress will be reported to the members of the County Council, and be incorporated into
the local government sectoral strategy to promote employment and support local enterprise.
Additionally, there are a range of other local authority activities/actions that will be implemented in
other sections of the County Council under the responsibility of other Directors of Services, which will
be reported to the Members of the Council in the monthly reports. The Economic Development
section will incorporate these actions with the enterprise specific actions as presented in this report to
compile the Wexford County Council submission to the National Action Plan for Jobs annually.
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Section 2 - Wexford County Council - Economic Development Section Work plan
2013-2014
This work plan contains a number of actions to be delivered in the period 2013-2014 under the
following 15 main enterprise supporting measures:
2.1
Enterprise Infrastructure
2.1.1 Industrial Space and Business Parks
Wexford County Council has undertaken a review of industrial lands and business parks in County
Wexford which has highlighted a need for increased serviced lands to be provided throughout the
County.
Action 1: Wexford County Council will develop a portfolio of both public and privately owned “ready
to go” sites at business parks in the following strategic locations throughout County Wexford:
• Wexford town
• New Ross
• Enniscorthy
• Gorey
• Rosslare
• Taghmon
The delivery of action 1 will require capital resources of circa €1m in order to acquire additional lands
and to provide/extend required services to these strategic sites.
Action 2: Wexford County Council will strategically manage its industrial land banks and utilise
proceeds from the sale of lands at Blackstoops, Enniscorthy, and the disposal of circa 65 acres of
unzoned lands at Edermine, Enniscorthy to develop the strategic sites outlined in Action 1.
Action 3: To formulate development plans for the identified business parks (listed below) and to
promote the availability of sites to enterprises.
• Wexford town
• New Ross
• Enniscorthy
• Gorey
• Rosslare
• Taghmon
Action 4: Wexford County Council will create a live database of available industrial and business
facilities in County Wexford and to promote these on-line through the www.wexfordmeansbusiness.ie
website, in association with IDA Ireland and Enterprise Ireland.
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A review of industrial lands in Co. Wexford has identified that the IDA Industrial Park, Drinagh,
Wexford is almost fully utilised, and thereby needs to be expanded with immediate effect.
Action 5: Wexford County Council will support IDA Ireland to acquire adjoining lands at the IDA
Industrial Park, Drinagh, Wexford to cater for the natural expansion of this industrial park and to
service the needs of the “Hub” status of Wexford town.
2.1.2 Provision of Broadband
Wexford County Council is co-ordinating the Broadband Fibre Network Rollout in County Wexford
with Eircom and have targeted upgrades to all four County Wexford towns as follows:
• Wexford
• Enniscorthy
• Gorey
• New Ross
This upgrade will provide improved broadband speeds of up to 70 Mbs in all four towns.
Action 6: Wexford County Council will co-ordinate the upgrade of the fibre network with Eircom in the
four County Wexford towns to improve the level of broadband provision.
2.1.3 Provision of Natural Gas
Wexford County Council is engaged with Bord Gais Networks for the delivery of the linkup to the
Natural Gas pipeline into County Wexford, firstly by extending the pipeline under the River Barrow to
connect the new Great Island generating station and secondly by further extended the pipeline along
the road network from Great Island to Wexford town via Taghmon.
Action 7: Wexford County Council will promote the extension of the natural gas pipeline into County
Wexford at Great Island, Campile and the further extension of the pipeline to Wexford town.
2.1.4 Upgrade of Electricity Supply
Wexford County Council is engaged with Eirgrid for the delivery of The Grid Link Project, a major
development being proposed by EirGrid and is part of the Grid25 programme to upgrade the
transmission grid. This €500m million investment consists of the development of a 400kV overhead
power line linking Co. Cork and Co. Kildare via Co. Wexford.
Action 8: Wexford County Council will promote the delivery of the Grid Link Project and assist in the
route selection for this major upgrade of the electricity supply network in County Wexford.
2.1.5 Port Development
A new National Ports Policy has been launched by the Minister of Transport, Tourism and Sport. This
policy categorises Rosslare Europort under Tier 2, ‘Ports of National Significance’. Further, a
comprehensive review of the current and future role of Rosslare Europort is expected to be published
shortly.
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New Ross Port has been categorized under Tier 3, ‘Ports of Regional Significance’ and will be placed
within a local authority-led governance structure with the local authority taking a shareholding in the
port.
Action 9: Wexford County Council will support the creation of an independent port authority with a
mandate to develop the range and extent of business activity at Rosslare Europort.
Action 10: Wexford County Council will support the new National Ports Policy in relation to New
Ross Port.
2.1.6 University of the South East
The Minister for Education and Skills has instructed the HEA to begin to implement recommendations
that will result in the consolidation of three groups of Institutes of Technology, progressing
them towards
attaining
Technological
University
status.
The
three
are:
• Dublin Institute of Technology, Institute of Technology Tallaght and Institute of Technology
Blanchardstown
•
Cork
Institute
of
Technology
and
Institute
of
Technology
Tralee
•
Waterford
Institute
of
Technology
and
Carlow
Institute
of
Technology
The next stage for each of the groups will be the preparation of a plan to meet the criteria for
Technological University status. The plans will be evaluated by an expert independent international
panel that will decide if groups meet the agreed criteria in the proposed timetable and can therefore
proceed to the final stage.
Action 11: Wexford County Council will support Waterford and Carlow Institutes of Technology to
obtain Technological University status and to create a multi campus university of the South East, with
a significant Campus in Wexford.
2.1.7 Regional Airport
The operation of a functioning regional airport is an important transport infrastructure for the
enterprise development of both Co. Wexford and the South East region. The transportation link
between the regional airport in Waterford and Co. Wexford will be greatly enhanced with the advent
of the N25 New Ross By-Pass and new bridge crossing of the River Barrow.
Action 12: Wexford County Council will support Waterford Regional Airport to maintain and expand
its airport operations and services.
2.2
Tourism Development
2.2.1 Tourism Infrastructure & Built Environment
Wexford County Council plays a key role in developing and managing the tourism fabric of County
Wexford. This role includes the provision of access and maintenance of our natural assets including
beaches, coasts, harbours and marinas, to the protection and development of our built environment
including parks, playgrounds, cultural and heritage facilities and the public realm.
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Action 13: Wexford County Council will continue to invest in and redevelop key tourism assets
across the County to ensure our tourism offering remains competitive and relevant. Under this plan,
priority has been given to the completion of works at Enniscorthy Castle, The Irish National Heritage
Park, Hook Head Lighthouse and the National 1798 Rebellion Centre. Plans have also been agreed
for enhanced visitor parking and access to Vinegar Hill, which will be developed in 2014/15.
Action14: Wexford County Council will support the operation of tourism facilities under the Local
Authority remit. This support includes human resources in conjunction with regular grant allocations.
Wexford County Council will continue to review operating structures and grant allocations in align with
this commitment. Key tourism assets under this remit include:
- Irish National Heritage Park
- The National 1798 Centre
- Enniscorthy Castle
- Hook Head Lighthouse
- Duncannon Fort
- Kilmore Quay Marina
- New Ross Marina
2.2.2 Motor Home Tourism
Motor home tourism has been identified as an area of opportunity within County Wexford. Currently
there are in excess of 12,000 motor homes registered on the island of Ireland. A further 6,800 motor
homes (estimated figure based on 2012 information from Ferry Companies) entering the country via
Rosslare Europort per annum.
Action 15: Wexford County Council will examine the development of dedicated motor home parking
and associated service points at various locations across the County, and seek support from Failte
Ireland and other tourist support organizations.
2.2.3 Visit Wexford Tourism Ltd.
Wexford County Council and Failte Ireland established Visit Wexford Tourism Ltd in 2010, as a
collaborative partnership between private tourism interests, local government, the tourism authorities
and the local development sector. The principle aim of the group is the promotion of tourism at
county, regional and national level.
Its activities include marketing and promotion, online presence and social media strategy, product
development, public relations, providing a point of contact for tourism where relevant and any other
activity that the group deems appropriate to fulfill its purpose. Wexford County Council specifically
provides leadership and executive support functions to the group.
Action 16: Wexford County Council will continue to provide leadership and executive support
functions to Visit Wexford Tourism Ltd. In addition, Wexford County Council will continue to provide
grant support to Visit Wexford Tourism Ltd. in partnership with other stakeholders.
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Action 17: Visit Wexford Tourism Ltd, supported by Wexford County Council and Failte Ireland will
undertake a review of progress to date and develop their 2014/15 Action Plan.
2.2.4 Tourism Development: Public Realm
The public realm of County Wexford is particularly important from a tourism and visitor perspective.
Visitors to the County and passing through the County should readily and easily have visual cues to
Wexfords tourism offering.
Action 18: Wexford County Council will enhance the county tourism and visitor signage, including:
a)
The completion of the installation of Welcome Signage at key entry routes into the County.
Namely, at Bunclody approaching Enniscorthy, at Rosslare Harbour, at Gorey approaching Camolin
and upon entering New Ross town.
b)
Business & conference tourism saw in excess of 5,000 delegates visit County Wexford
between February and June 2013. Wexford County Council will organize a pilot local signage
programme aimed at promoting and welcoming visiting conferences working in collaboration with key
conference providers in County Wexford.
c)
Tourism signage and way-finding will be reviewed across the County with a view to removing
outdated and irrelevant signage, thus enhancing the visitor experience.
2.2.5 Branding County Wexford
Wexford County Council working with Failte Ireland and Visit Wexford Tourism Ltd. have developed a
brand for Wexford, Wexford So Old, So New. Wexford County Council is committed to promoting this
brand.
Action 19: In 2013, Wexford County Council will seek to protect the brand identity of ‘Wexford So Old
So New’, by trade marking it and proactively managing use of the brand by partner and other
organisations.
Visit Wexford Tourism Ltd. identified the development of an online presence for the County as a key
priority. As part of the development of an online presence, Wexford County Council agreed to
develop, host and maintain the operation and security of the website www.visitwexford.ie
Action 20: Wexford County Council will continue to host and maintain the Visit Wexford Website at
www.visitwexford.ie A review of the website is currently underway and it is expected that further
enhancements will be made during 2014, supported by Wexford County Council.
Wexford County Council is engaged in a collaborative exercise lead by Wexford Local Development
and supported by Failte Ireland to further enhance and package the range of tourism trails on offer
within the County, through the creation of a brand identity. This brand, once complete will provide a
coherent look and feel to the collective trail products.
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Action 21: Wexford County Council will support a collaborative branding exercise (lead by Wexford
Local Development and supported by Failte Ireland) in order to produce guidelines to inform a
coherent look and feel to trail products across the County. This brand identity will provide guidance on
brochure, map, signage, online content and promotional material design. Wexford County Council
support is both in terms of human resources and a grant allocation of 25% of project costs, with
balance of funding secured through LEADER Funding via Wexford Local Development.
2.2.6 Tourism Product Development
Wexford County Council is the principle authority in terms of planning and development for the
County. As such, we will continue to work collaboratively with the tourism sector, particularly via Visit
Wexford Tourism Ltd., in supporting the development of new tourism products. This support will be
coherent with our current Development Plans, policies and practices.
Action 22: Wexford County Council will continue to support the development of a ‘Trails Product’
working in conjunction with partner organisations under Visit Wexford Tourism Ltd. This work will
include development, coordination, marketing and promotion of a variety of trail products. Specifically
in 2013, the following products will be progressed:
a) Launch and promotion of ‘The Emigrant Trail’, including JFK Trust, New Ross Town Council,
OPW and Failte Ireland
b) Enniscorthy Town Council and Wexford County Council, working with the local Pugin society
will launch and promote ‘The Pugin Trail’.
c) Development of a trail linking famous Irish Polar Explorers, lead by Louth County Museum and
working with partner groups across the Country; promoting Wexford’s Robert McClure.
d) Development and launch of the Heritage Trail, working with Wexford Local Development.
Wexford County Council will consider similar proposals in the context of new trails being progressed
by partner organisations.
2.2.7 Financial Support for Festivals and Events
The festival and event scene in Wexford County provides a myriad of activity for both locals and
visitors alike to engage in throughout the calendar year. In terms of tourism, Wexford County Council
is committed to supporting festivals and events that bring increased numbers of visitors into the
County and that provide an increased spend for the tourism industry. The Council will proactively
work with Failte Ireland to increase the number of overseas visitors to County Wexford.
Action 23: Wexford County Council will continue to support key festivals and events across the
County and throughout the calendar year, having particular regard to those that bring enhanced
economic value to the tourism sector and attract overseas visitors to the County.
Human resources along with dedicated grant funding will be included.
16 | P a g e
2.2.8 Johnstown Castle & Gardens
Teagasc own and operate the Johnstown Castle Estate. Over the past number of years, Teagasc
supported by partner groups have undertaken significant predevelopment work to determine how they
might enhance the visitor experience at Johnstown Castle. Specifically this work has examined
opening the Castle to visitors, bringing the social history to life, further development of the natural
gardens, landscapes and scientific heritage on-site.
Action 24: Wexford County Council will support and lend expertise to the development of Johnstown
Castle Estate & Gardens from a cultural, heritage and tourism perspective.
2.3
Financial Incentives by Local Authorities
Revised Development Contribution Guidelines were published for public consultation on 27 June,
2012. The guidelines seek to ensure that planning authorities include the following in their
development contribution schemes:
• reduced rates of development contributions or waivers for development in town centre to
support town centre development;
• waivers in the case of change-of-use permissions, where change-of-use does not lead to the
need for new or upgraded infrastructure/services;
• reduced rates of development contributions for businesses grant-aided or supported by
IDA/Enterprise Ireland or other local authority or state supported local development agencies,
as well as reduced rates for developments that would progress the Government’s Action Plan
for Jobs;
• provision to charge only the net additional development in cases of redevelopment projects
and
• waivers for broadband provision and sustainable energy infrastructure.
Action 25: Wexford County Council will undertake a Review of the Council’s Planning Development
Contribution Scheme
2.4
Economic Promotion
Wexford County Council will undertake to promote County Wexford as a premier location for
business.
Action 26: Wexford County Council will produce a regular business e-zine for circulation to members
of the Wexford Business Network that reports/promotes positive economic developments, activities
and events in Co. Wexford.
Action 27: Wexford County Council will develop and maintain a specific enterprise development
website for the promotion of economic activities in Co. Wexford.
Wexford County Council will support the promotion of technology and innovative type industries in
Co. Wexford.
17 | P a g e
Action 28: Wexford County Council will support Innovation Wexford in the hosting of the “Techovate”
Conference in Wexford Town.
The local government sector avails of a number of shared procurement mechanisms in place at
national and regional level. A new governance structure is currently being put in place, comprising of
a lead procurement local authority, specialist procurement units and regional procurement coordinators. Government initiatives in relation to procurement is reshaping the way the State and
business engages in relation to acquisition of goods and services.
Wexford County Council will provide information to locally based businesses on these new
procurement procedures and work with them to achieve pre-qualifying criteria for the award of public
contracts.
Action 29: Wexford County Council will host and promote a public procurement seminar for Co.
Wexford based enterprises interested in bidding for public contracts, with the support of the
appropriate enterprise support agencies.
2.5
Service Enhancements/Integration
Wexford County Council is committed to the delivery of the enhanced role of local authorities in
economic development and job creation as presented in “Putting People First”.
Action 30: Wexford County Council will establish the Wexford Local Enterprise Office (LEO) in
County Hall, Carricklawn which will act as a “one stop shop” to deliver enterprise supports to the
micro enterprise sector through the local government system throughout Co. Wexford.
Action 31: Wexford County Council will set up the Wexford Socio-Economic Committee (SEC) with
responsibility for the co-ordination, governance, planning and oversight of all publically funded local
and community development interventions at local level.
Action 32: Wexford County Council will create an electronic based dedicated Business Information
Service to assist Wexford based enterprises through Wexford Public Libraries.
2.6
Business Networking
Wexford County Council would like to support the establishment of a network of business interests
both from within and outside the County Wexford for the development and promotion of Wexford
based economic and enterprise issues.
Action 33: Wexford County Council will establish the Wexford Business Network with the following
aims:
• Opportunity for business networking & generating investment in County Wexford
• Platform to promote positive economic development through quarterly business E-Zine
18 | P a g e
•
Forum
to
get
business
related
issues
discussed
&
addressed
• Opportunity to engage with the officers of the new LEO and Economic Development Units of
Wexford County Council
Action 34: Wexford County Council will support the Wexford Business Network to host events to
discuss and promote Issues of relevance to Co Wexford businesses and network members.
Exports have been the key growth sector in the national economy and County Wexford hosts award
winning exporting companies whose experience can inform and promote other county based
companies in exporting. A study was conducted in late 2012 to investigate the products exported,
areas and sectors of export within the county. This research will be updated in 2013. It is further
proposed that a Wexford Exporting Network ‘Wexporters’ be established to promote exporting within
the county. This to be completed in collaboration with Enterprise Ireland, County Enterprise Board,
Chamber of Commerce and relevant exporting associations.
Action 35: Wexford County Council will establish a Wexford Exporting Network with the aim of
promoting exporting from County Wexford, and to support this exporting network by compiling and
maintaining an updated database on Exporting within County Wexford.
2.7
Collaborative Ventures
Wexford County Council was centrally involved in the setting up of the Enniscorthy Enterprise &
Technology Centre as recommended by Wexford Enterprise Initiative in 2000. The Council would
now link to develop its strategic alliance with the Enniscorthy Enterprise & Technology Centre with the
objective of providing increased incubation space for new business start-ups.
Action 36: Wexford County Council will develop incubation unit space specifically for new business
start-ups in collaboration with Enniscorthy Enterprise & Technology Centre and Wexford Enterprise
Centre.
The proposed abolition of milk quotas in 2015 will provide substantial potential for Ireland to increase
its national milk production and also increase the capacity of the Irish dairy processing sector. This
first requirement to achieve this is an increase in dairy farm stocking levels, which may have local
environmental impacts and will have to be in accordance with the Good Agricultural Practice
Regulations.
Action 37: Wexford County Council in association with Teagasc, IFA, and ICMSA will develop a
programme to highlight/outline for County Wexford dairy farmers the environmental impact and farm
infrastructural requirements to prepare and plan for a potential substantial increase in dairy herd
stocking numbers, in order to maximise the potential of the abolition of milk quotas in 2015.
19 | P a g e
Wexford County Council would like to develop its strategic relationship with Enterprise Ireland to
further promote the range enterprise supports of Enterprise Ireland that are available to Co. Wexford
based enterprises, especially with regard to exporting activity.
Action 38: Wexford County Council will host an Enterprise Ireland Regional Seminar/workshop in
County Hall, Wexford on exporting for businesses to assist/promote businesses to export their
products/services and outline the range of enterprise supports available from Enterprise Ireland.
The “Model” County of Wexford is synonymous with model farming and the production of and
processing of fine foods. Wexford County Council would like to support and promote the expansion of
a network of food producers in County Wexford, and to promote Wexford as a food brand.
Action 39: Wexford County Council will support County Wexford Food Producers to promote the
Wexford Food Brand and to expand the network of food producers in Co. Wexford.
2.8
Research & Innovation
Relevant and up to date information, intelligence and research is key to economic development into
the future. Further, allowing public access to this information is crucial to promote and support
economic development. Wexford County Council gathers a variety of economic related information
which it will compile, promote and disseminate on a regular basis.
Action 40: Wexford County Council will gather, compile and disseminate economic information in an
accurate and timely manner to support economic development in County Wexford.
2.9
Labour Activation Measures by Local Authority
The government has introduced a number of fixed term employment programmes such as Job
Bridge, Graduate Placement Programme and the Redundant Apprentice Placement Scheme to
provide access for people to workplace opportunities and work experience.
Action 41: Wexford County Council will identify work placement opportunities within Wexford Local
Authorities for people eligible for fixed term employment programmes.
‘GATEWAY’ is a new labour activation scheme being funded by the Government under ‘Pathways to
Work’, the Governments overall labour market activation strategy. The scheme will provide 3,000 new
placements for the long-term unemployed on a new Local Authority Social Employment Scheme. This
intervention will fulfil the obligation in Pathways to Work and the Action Plan for Jobs which sets out
specific commitments to widen and deepen the way in which local authorities support activation and
labour market training schemes.
The aim of the scheme is to provide short-term work opportunities for the longer-term unemployed
and to support local authorities to fulfil commitments in respect of the activation agenda.
20 | P a g e
Over the last number of months, officials from the Department of Social Protection, the Department of
the Environment, Community and Local Government and the CCMA have been working together to
develop an operational framework for the new Scheme. Trade Unions and other stakeholders have
been engaged in the preparatory work.
Wexford Borough Council is one of 13 local authorities selected to take part in the initial pilot phase of
the scheme.
Action 42: Wexford County Council will identify work placement opportunities within Wexford Local
Authorities for people eligible for the ‘GATEWAY’ labour activation scheme.
2.10 Policies & Strategy Development
The Action Programme for Effective Local Government will require local authorities to formulate local
economic development strategies that will be adopted as part of the City and County Development
Plan.
Action 43: Wexford County Council will prepare a local economic development strategy to be
adopted as part of the Wexford County Development Plan.
2.11-2.15
2.11
2.12
2.13
2.14
2.15
Other Areas of Activity
Infrastructure Development
Expenditure on Recreation/Amenity Facilities
Provision of Recreation & Amenity Facilities
Other Measures to Create and Entrepreneurial Environment
Developing Employment Initiatives within the Community
Actions/activities for delivery under measures 2.10-2.15 may be implemented in other sections of the
County Council under the responsibility of other Directors of Services, which will be reported to the
Members of the Council in the monthly reports to Council. The Economic Development section will
incorporate these actions with the enterprise specific actions as presented in this report to compile
the Wexford County Council submission to the National Action Plan for Jobs annually.
Examples of some of these activities/actions would include the following :
Roads Infrastructure
Town & Village Renewals
Housing Infrastructure
Water & Sanitary Infrastructure
LEO programme of Enterprise Supports
Support to Community Projects
Development & Local Area Plans
21 | P a g e
Business Rates Incentive Scheme
Supports to festivals/Events
Mapalerter Texting Service
Provision of Recreation Amenities
Environmental Initiatives
Shopfronts Improvements Scheme
Arts Programme
Efficiency Review Group
Action 44: Wexford County Council will coordinate the compiling of all Council enterprise actions and
activities for reporting to the National Action Plan for Jobs.
Section 3: Monitoring, Evaluation and Reporting of Progress
Action 45: The Director of Economic Development will present regular progress reports on this
Economic Development Workplan to the Economic and Social Strategic Policy Committee of Wexford
County Council. These reports will then be considered at a full meeting of Wexford County Council.
The Director of Economic Development will also co-ordinate Wexford County Council’s report on
economic measures as per the attached enterprise template for inputting/reporting to the National
Action Plan for Jobs (see Appendix 1).
22 | P a g e
Section 4: New Structures
4.1 Local Enterprise Offices (LEOs)
As part of the Action Plan for Jobs, the government also decided
to replace County and City Enterprise Boards (CEBs) with Local
Enterprise Offices (LEOs) which will act as “one stop shops” to
deliver enterprise supports through the local government system.
The CCMA welcome the decision of the Government in this regard
and the CCMA are centrally involved in the implementation
process and are committed to ensuring their establishment in
2013. In terms of local authority actions for this and following
years, implementation of the Governments decision in 2012 to
establish LEOs will be a key priority for all local authorities.
As part of a radical reform of the system of supports for micro and small enterprises, aimed at
delivering a world-class service, the first-stop shop service will be delivered through a network of 31
LEOs across the country. Among the improved services delivered will be:
• Mentoring programmes overseen by Enterprise Ireland
• Training and management development programmes overseen by Enterprise Ireland
• Pathway into the range of Enterprise Ireland supports for high-growth companies with
ambitions to export
• Advice on and access to a range of services from across Government, including Revenue,
Credit Review Office, the Companies Registration Office
• Companies with over 10 employees operating exclusively in the domestic market, which
currently in most cases are not supported by the State, will be eligible for supports under the
new system
• Access to the range of support services – including planning and licensing – offered by the
Business Support units of Local Authorities
• Access to the various training services offered by SOLAS
• Access to the Microfinance Ireland Loan Fund
As part of the reforms the County and City Enterprise Boards – 35 separate legal entities – will be
dissolved. This initiative forms a key part of the Government’s programme of public service reform
and agency rationalisation.
The LEOs will draw and build on the successful County Enterprise Board (CEB) model which
supports 33,000 jobs across the country, and support 900 new projects per annum as well as
approximately 25,000 training participants. However it will bring together for the first time in a
structured and coherent manner the skills, experience and resources of Enterprise Ireland, the CEBs
and the Local Authorities to micro and small businesses.
23 | P a g e
Enterprise Ireland will negotiate Service Level Agreements with all Local Authorities, which will set out
budgets and project evaluation methods as well as a series of demanding metrics and targets for the
delivery of services by the LEOs, including the numbers of jobs and businesses to be supported.
These reforms provide for:
• businesses employing more than 10 people operating in the domestic market which previously
couldn’t access supports will now be targeted
• Enterprise Ireland’s Centre of Excellence for Micro and Small Business will have a central role
in setting policies for the LEOs, which reflect international best practice and ensuring, through
a robust performance management system, that they are delivered
• joined-up Government will ensure that the business support services currently provided by
three separate bodies will now be brought together in one place where they will be easily
accessible to business-people.
The LEO will deliver tailored supports to the micro and small business sector to the highest
standards, benchmarked by Enterprise Ireland through its Centre of Excellence and delivered in
partnership with the Local Authorities. Support to micro and small business transcends beyond grant
aid and financial support - it is also about making the operating environment at local level conducive
and responsive to entrepreneurship and enterprise growth and development. Local Authorities have
great potential to be a vibrant partner for the development of micro and small business – they are
already very innovative in providing space for start-ups, opening up procurement opportunities,
supporting the marketing of local producers, offering incentives, streamlining access to planning and
licensing. Going forward the LEO will provide the impetus for Local Authorities to deepen and embed
the culture of “think small business first” into their work and the broader services that they provide.
The current role of the County and City Enterprise Boards (CEBs) is to support the microenterprise sector (i.e. businesses with 10 employees or less) in the start-up and expansion phases.
The CEBs are the principal deliverers of State support to the micro-enterprise sector in Ireland and
they provide targeted supports – both financial and non-financial – to the micro-enterprise sector to
enable businesses in that sector to not alone survive the economic downturn but to grow and to
create sustainable employment within their local area. Currently, there are 35 CEBs who are all
separate legal entities with their own Boards and Chief Executive Officers.
Enterprise Ireland’s remit covers the stimulation and development of start-ups that have the
potential to employ more than 10 people and to achieve €1 million in exports. Such start-ups are
typically highly innovative and are in a position to sell globally from their earliest stage. Enterprise
Ireland also provides tailored support for established Irish companies focused on growth in
international markets.
The Local Authorities play an important role in supporting economic development and enterprise
promotion at local level through economic planning and development and the provision of local
services and infrastructure. Their Business Support Units act as a point of contact for businesses in
relation to obtaining information on, and access to, the range of local services provided by a Local
24 | P a g e
Authority such as water, waste, infrastructure etc. and also on matters such as planning, building,
business rates, licensing etc. Some Business Development Units also provide more general
enterprise support functions and have a good working relationship with the CEBs in their locality.
The Government Decision of April 2012 provides for the dissolution of the 35 CEBs as separate
legal entities and the transfer of their functions to Enterprise Ireland. These functions will be
delivered at local level on behalf of Enterprise Ireland by a network of Local Enterprise Offices
(LEOs). These LEOs will not have any separate individual legal standing but will be business units
within a Local Authority reporting ultimately to the County Manager as with other Units within a Local
Authority. The LEO will be staffed by the combined resources of the staff of the former CEB and the
staff of the Business Support Unit of the Local Authority. The staff of the former CEB will work in the
LEO for a minimum period of three years in order that their particular enterprise skills and
competencies be utilised to preserve and embed a culture of enterprise in the new structure.
Under the terms of the Service Level Agreement Enterprise Ireland will have a significant oversight
role in the activities of the LEO and, through its Centre of Excellence, Enterprise Ireland will ensure
the appropriate matching and linking of national policy and programmes with local policies and
programmes.
The Centre of Excellence will also carry out the following functions;
• Review and Benchmarking of the services and supports available from each LEO to promote
best practice across the network
• Development of standardised financial and non-financial support instruments
• Work in conjunction with LEOs to design and deliver appropriate national training and
management development programmes at local level including a common approach to
mentoring
• Develop and maintain a National Website designed specifically for micro-enterprise
incorporating online self-assessment tools, signposting to other State services, benchmarking,
how-to guides etc.
• LEO Staff will receive training organised by the Centre of Excellence
• Carry out audit and spot checks of expenditure including Evaluation and Approvals Committee
approvals
• Management of Metrics and Targets for each LEO
• Research of International Best Practice in micro-enterprise support
• Measurement monitoring of customer/entrepreneur experience/satisfaction
• Management of the client transfer mechanism from LEO to EI portfolio
• Development and roll out of various competitive funds
The types of LEO Metrics and Targets which have been developed for each LEO include;
• Sustain and Increase Employment of Client companies: Number of jobs sustained and
increased in client companies
• Number of Start Ups Supported (Financial/Non-Financial Support)
25 | P a g e
•
•
•
•
•
•
•
•
•
•
Financial supports provided - Number of feasibility grants approved, number of priming grants
approved, number of expansion grants approved
Number of joint initiatives run with other LEOs
Number of national approved training initiatives run e.g. SYOB, Accelerate
Economic Impact (as defined by increases in sales, exports, employment and economic
expenditure) only related to Forfás accepted client recognition methodology. Annual uniform
client data collection to be introduced.
Number of clients transferred to Enterprise Ireland and vice versa with clear protocols
established and proactively utilised.
No. of business plans assessed
Number of LEO Clients availing of EI Services such as Innovation Vouchers.
No. of Micro-Finance/Loan guarantee applications assessed and recommended to MFI.
No. of job approvals/commitments
Cost per job following grant approval (uniform methodology and process to be agreed).
The types of Local Authority Metrics and Targets (complementary to the LEO targets) which have
been developed include;
• Business Information and Advice:
o Number of LA-led business information sessions advising on Public Procurement
Procedures (and number of participants)
o Number of business users fora for public sector to engage with local business (and number
of participants) – to include advice and information on energy efficiency, waste
management, planning & sustainable development
• Entrepreneurship Support Services:
o Number of economic promotion events / enterprise initiatives by local authority; to include
promotional material, online promotion, publications, DVDs, seminars and conferences
• Enterprise Support Services:
o Number of businesses availing of Rates Payment Plans (and associated employment)
o Number of networks or collaborative structures supported which focus on
entrepreneurship, economic development, employment generation and support, or
addressing job losses (at local, regional, national or international level)
• Local Enterprise Development Services: Enterprise Infrastructure:
o New investment in enterprise facilities/services for entrepreneurs/information resources
o Number of incubation/innovation centres, community enterprise centres, business parks
maintained (to include joint investment/match funding with EI/IDA/community/business)
o Number of initiatives to support key infrastructures such as broadband, further
education/training, tourism, culture/heritage
o Amount of zoned land (ha.) for business / employment / commercial / industrial uses
• Labour Market Activation:
o Number of placements completed p.a. under all Labour Activation programmes
26 | P a g e
4.2 Socio-Economic Committees (SEC’s)
A key element of the reform agenda, and a significant change at local level, is the establishment of
Socio-Economic Committees (SECs) within each local authority area. SECs will be formed as publicprivate partnerships of socio-economic interests and will comprise representatives of local authorities
and other State agencies, local and community interests, civil society and economic and social
partners. Over time, it is proposed that SECs will be vested with
responsibility for the co-ordination, governance, planning and
oversight of all publicly funded local and community
development interventions at local level. The aim is to bring
greater co-ordination on an area-basis to publicly-funded
programmes and to oversee administration efficiencies across
the local development landscape, while drawing on the capacity
of local government and the experience, perspective and
expertise of local and community actors in the relevant local
authority area in programme delivery.
Local authorities will be given a stronger remit in local economic and enterprise development. In
addition to the role of LEOs within each local authority area, Putting People First envisages that local
authorities will be the primary local governance vehicle responsible for economic development and
job creation locally. In this regard, local authorities will continue to promote/support economic activity,
investment and job creation; ensure that their mainstream functions and services (e.g. planning,
infrastructure, environment, rating, etc.) generally support enterprise and economic development;
provide strategic leadership, co-ordination and mobilisation of efforts of relevant organisations in
respect of the administrative area; and promote labour activation measures.
SECs will also be the means through which a broad range of economic, employment and enterprise
supports will be channeled into local authority areas. These supports will range from employment
activation measures; to community development supports to increase people’s work readiness and
employment prospects; and to local development micro-enterprise supports aimed at ensuring the
sustainable development of rural areas. Although LEOs and local authorities will have primary
responsibility for promoting economic activity and delivering micro-enterprise supports at local level,
the various local and community development economic and enterprise supports will be co-ordinated
by SECs, but in a manner that ensures stronger co-ordination of publicly funded supports.
There is a need to ensure the effective co-ordination of all publicly funded economic and enterprise
supports, a streamlining of the various structures delivering such supports at local level and
procedures for sharing information and preventing overlap and duplication. Accordingly,
arrangements will be put in place to ensure full co-operation, co-ordination and collaboration between
the relevant policy-making and decision-making structures. Such arrangements will seek to secure
complementarity between the micro-enterprise supports provided through LEOs, the economic and
enterprise development remit of local authorities generally, and the micro-enterprise supports
delivered by local action groups through LEADER and/or other Community-led local development
methodologies.
27 | P a g e
NO INCREASE/ REDUCTION IN
COMMERCIAL RATES DURING
2012
NO INCREASE IN WATER
CHARGES DURING 2012
REDUCTION IN CAR PARKING
CHARGES FOR BUSY PERIODS
/ HOLIDAYS
OTHER MEASURES
EXPENDITURE ON CAPITAL
INFRASTRUCTURE: TOTAL
CAPITAL INVESTMENT 2012
IN RESPECT OF ROADS &
WATER SERVICES
1.1
1.2
1.5
1.6
1.3
Financial Measures /
Incentives by LA to support
Economic Recovery and
Jobs
1
AREA OF SUPPORT AND SPECIFIC ACTION
1.17
1.23
1.17
1.17
Action Plan
for Jobs
2012
Appendix 1 - Action Plan for Jobs 2013 – Progress Report
Link to
County / City Council Name
DETAILS
28 | P a g e
LOCAL
AUTHORITY
€
OTHER
FUNDING
(DETAIL
SOURCE) €
TIMEFRAM
E FOR
DELIVERY
IMPACT
OF
ACTIVIT
Y
Source of Funding (Provide breakdown of cost by source)
TOTAL COST OF
IMPLEMENTATION €
Appendices
Provision of Recreation &
Amenity Facilities
Expenditure on
Recreation/ Amenity
Facilities
Total Revenue Expenditure on
parks & recreation 2012
Total Revenue expenditure for
Recreation & Amenities
Services Division 2012
Enterprise Infrastructure:
Infrastructure
Development
6.1
6.2
6.3
6.4
5.6
6
5.1
5.2
5.4
5.5
2.5
2.6
2.7
2.8
2.9
3.0
3.1
5
2.2
2.3
2.4
2
7.8.2
1.41
29 | P a g e
Other measures to create
an entrepreneurial
environment
Financial Support for
festivals and events:
10.1
10.2
10.3
10.4
10
9.2
9.1
9.0
8.9
8.8
8.7
8.6
8.5
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7.8
7.9
8.0
8.1
8.2
8.3
6.5
6.6
7
30 | P a g e
Creation of Networking
Opportunities/ Structures
Research & Innovation
Economic Promotion
Establish Collaborative
Structures
Service Enhancements/
Integration
16.1
16.2
16.3
16.4
16.5
16.6
16.7
13
13.1
13.2
13.3
13.4
13.5
13.6
13.7
15
15.1
15.2
16
12.1
12.2
12.3
12.4
12
11.4
11.1
11.2
11.3
10.5
11
31 | P a g e
Excluding national strategies, please identify any other local strategies / plans put in place that support economic
development:
19.2
32 | P a g e
Has your LA developed a Local Jobs Action Plan? Yes / No.
19.1
Policies & Strategy
Development
Developing employment
initiatives within the
community
Labour Activation
Measures implemented by
the local authority
19.
18.1
18.2
18.3
18.4
18.5
18.5
17.1
17.2
18
17

to the file - Wexford County Council

Transcription

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