ACTION PLAN EUREGA PROJECT - BORDER, MIDLANDS & WESTERN - Interreg Europe
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
BORDER, MIDLANDS
& WESTERN
ACTION PLAN
EUREGA PROJECT
European Union | European Regional Development Fund
EUropean REgions of GAstronomy
building resilience and creating economic growth
The Action Plan aims to impact: oInvestment for Growth and Jobs programme o European Territorial Cooperation programme o X Other regional development policy instrument Name of the policy instrument addressed: Border, Midland and West Regional Operational Programme (Ireland). The third Regional Operational Programme (ROP) for the Border, Midland and Western (BMW) Region is a funding package of €320 million from the European Regional Development Fund (ERDF) and the Irish exchequer, invested in the region between 2014 and 2020. EU legislation sets out the objectives for the ERDF and identified 11 Thematic Objectives to facilitate Member States in adopting a common approach to the design of their Regional Operational Programmes. For the period, 2014 and 2020, the BMW Region is classified as a ‘more developed’ region with the BMW Regional Operational Programme focusing on a limited number of priorities including the NWRA target priority: Enhancing the competitiveness of SMEs, to which €58m was allocated. As the EUREGA Action Plan is emerging at the end of the current Operational Programme, we have carefully prepared our Action Plan in the context of our region’s changed status as a ‘region in transition’ and to seek to influence the next Operational Programme 2021- 2027.
CONTENTS
ACTION 1 A recommendation to have specific supports dedicated
to food sector/gastronomy businesses in the
next Operational Programme (2021-2027)
1. Background ............................................................................................................................................................. 8
2. Action .............................................................................................................................................................................. 12
3. Players Involved ............................................................................................................................................... 13
4. Timeframe ............................................................................................................................................................. 14
5. Costs & Funding ............................................................................................................................................ 14
6. Monitoring And Evaluation Process ................................................................................ 15
ACTION 2 Develop a Roadmap of Supports for Agri-Food
Businesses to grow, innovate and become sustainable
1. Background ............................................................................................................................................................. 18
2. Action .............................................................................................................................................................................. 18
3. Players Involved ............................................................................................................................................... 20
4. Timeframe ............................................................................................................................................................. 21
5. Costs & Funding ............................................................................................................................................ 21
6. Monitoring And Evaluation Process ................................................................................ 21
ACTION 3 Develop a specific Agri-food supply chain strategy
for the region
1. Background ............................................................................................................................................................. 24
2. Action .............................................................................................................................................................................. 25
3. Players Involved ............................................................................................................................................... 26
4. Timeframe ............................................................................................................................................................. 27
5. Costs & Funding ............................................................................................................................................ 27
6. Monitoring And Evaluation Process ................................................................................ 28
3
EUREGA PROJECT
DETAILS OF THE ACTIONS ENVISAGED
General Background
Small and Medium Enterprises constitute the vast majority of food businesses across the island of
Ireland. A failure on their part to manufacture, distribute and sell safe food products will lead to a loss
in consumer confidence and a subsequent loss of market share. The Agri-food sector’s special position
within the Irish economy and the potential for the sector to grow further, as well as its particular
vulnerability to Brexit, is reflected in the adoption of the Food Wise 2025 Strategy, a 10 year plan for
the sector. The Strategy reflects the importance of a deep understanding of what consumers, often
in distant markets, really want, and ensuring Irish farmers and food companies are aware of those
needs. The Strategy also highlights the importance of communicating key messages about what makes
Irish food unique to the international market. Food Wise 2025 has identified ambitious and challenging
growth projections for the industry over ten years.
SMEs are the backbone of the European economy, representing 99% of all businesses, 67% of all jobs
in private sector, 59% of the value added to the EU economy and 85% of all new created jobs. However,
only 25% of EU SMEs had been involved in exports (13% out of the EU). As an example, in 2016 there
were 51,574 SMEs (under 250 persons) registered in the seven-county Western Region, and only 50
larger enterprises1 Between 2008 and 2016 there was a 4.3% decline in the number of active enterprise
in the Western Region, compared with 3.9% growth in the Rest of State (all other counties). Despite
the fact that recent years have seen some recovery in enterprise numbers, all counties in the Western
Region have fewer enterprises now than they did in 2008.
NWRA’s Action plan is focused on the critical supports
needed and our action choices are based upon:
I. Needs Analysis of the Region: based on Regional diagnosis, including current world events
II. Learning experiences and Best Practice Projects undertaken during the programme
III. Creating added value for Gastronomy and food sector SME’s
IV. Promoting regional growth and internationalisation
The main objective of EUREGA is to create stronger and more resilient regions by protecting and
stimulating gastronomy as part of their cultural heritage and also by identifying new opportunities for
economic development. During Phase 1 of the EUREGA project, PP5 (Northern and Western Regional
Assembly) was successful in influencing the Regional Spatial & Economic Strategy (RSES) for the
Northern and Western Region of Ireland by having Gastronomy and the food industry recognised as a
vital sector and economic driver in the region.
The RSES provides a high-level growth framework for
the Northern and Western Region for the next 12 years.
Our sustainable growth tactic is to focus on ‘People and
Places’ - those key elements are inimitable ingredients that
inspire our passion for the Northern and Western Region.
Framing this with five clear ambitions to be Vibrant, Natural,
Connected, Inclusive and Competitive.
1
CSO (2018), Business Demography 2016
4
BORDER, MIDLANDS AND WESTERN ACTION PLAN
As a result of the stakeholder meetings and
learning outcomes from the EUREGA project,
the Regional Spatial and Economic Strategy will now
include a Regional Policy Objective (RPO 4.23) which states
“To create a stronger and more resilient region by protecting and
stimulating gastronomy as part of our cultural heritage and also by
identifying new opportunities for economic development.”
and RPO 4.24 which states
“ To support the growth of the Regions agrifood industry,
and its SME’s. This includes the expansion of the sector where
already established in rural area’s, as well as in small towns,
and villages, where expansion should be supported.”
The EUREGA project has influenced ‘Growth Ambition 1 - Vibrant Region’, which acknowledges the key
role that the agrifood industry and specifically gastronomy can have upon the economic vibrancy of the
region and the health & well-being of society. By having this recognition within the RSES now means
that the suite of development plans and Local Economic and Community Plans (LECPs) across the 9
constituent local authorities must now include this policy direction. Furthermore, key state agencies
and sectoral bodies must consider this within their strategies and programmes.
This Action Plan has been developed in the context of increased scrutiny of the current system of food
production, distribution and consumption in terms of environmental, social, health and economic
impacts. In her TED talk: A Global Food Crisis May Only be a Decade Away, Sara Menker outlines that
in 10 years, there will be a drastic shortage of calories by 2027: a 214 trillion calorie deficit. She further
notes that: “We could have a tipping point in global food and agriculture if surging demand surpasses
the agricultural system’s structural capacity to produce food.” Menker’s propositions are substantiated
by a number of organisations: a recent study in Biosciences suggests that food production will need
to increase between 25 percent and 70 percent to meet 2050 food demand: feeding 10 Billion people
sustainably by 2050 requires closing 3 essential gaps, identified as: food gap, land-gap and GHG
mitigation gap2.
The problem however, is that many food production, food tech & agri-tech techniques are not performing
well enough to meet the multiple challenges of a changing climate: growing world population, the
requirement for low carbon emissions, better European food security or the need to reverse rural
depopulation as Europe becomes more urbanized. The World Economic Forum clearly highlights the
opportunity for a concerted approach. “Global food systems today are riddled with inefficiency and
ineffectiveness.” For example, nearly one-third of global food production – 1.3 billion tonnes of food
are lost along the supply chain or wasted by consumers and retailers3.
It is in this context that NWRA EUREGA Action Plan articulates three actions that are designed to build
the capacity of the SME sector through regional convergence of gastronomy leaders focusing on food
and regional identity. By connecting the strengths of its food economy, with the support of these actions,
the NWRA aims to address Priority 3: SME Support, Promotion and Capability Development of the BMW
ROP: Interventions under investment priority 3(d) focus on stimulating SMEs to focus on and invest in
key business development areas to drive the growth and productivity of SMEs and ensure the capacity
and capabilities needed to compete and exploit business opportunities in global markets, including
green enterprises and eco-innovation. Further, the Northern and Western Regional Assembly through
the EUREGA project aims to influence the Operational Programme 2021-2027 with aim of aligning
the Growth Framework of the RSES with the ERDF support measures that will be outlined in the next
Operational Programme: Action 1 aims to change the strategic focus of the Operational Programme
2021-2027 by ring-fencing a portion of budget to be specifically allocated to supporting SMEs in the
Agri-Food Sector.
2
https://www.wri.org/blog/2018/12/how-sustainably-feed-10-billion-people-2050-21-charts
3
https://www.weforum.org/projects/strengthening-global-food-systems
5
EUREGA PROJECT
ACTION 1 A recommendation to
have specific supports
dedicated to food
sector/gastronomy
businesses in the next
Operational Programme
(2021-2027)
ACTION 1 A recommendation to have specific
supports dedicated to food
sector/gastronomy businesses in the
next Operational Programme
(2021-2027)
1 | BACKGROUND
2015 saw the publication of the Irish Sustainable, Healthy Agri-food Research Plan (SHARP) in which the
government set out the guiding principles for the future development of the agrifood sector: maintaining
strong collective focus, producing safe, high quality nutritious food and effective, competitive and
sustainable practices.
2017 profiling showed that the agri-food sector was and is one of Ireland’s most important indigenous
manufacturing sectors, accounting for employment of around 167,500 people. Including almost 700
food and drinks firms throughout the country and exports of food and seafood to more than 160
countries worldwide, economic activity in the agriculture and food sector produces a far bigger return
than equivalent activity in other traded sectors of the economy. That is because agri-food companies’
source 74% of raw materials and services from Irish suppliers, compared to 43% for all manufacturing
companies. Current best available figures show the agri-food sector making a significant contribution to
employment providing between 10% and 14% of total employment highlighting the importance of the
agri-food sector to the economy especially in rural areas.
However, drilling down into the 2017 Irish figures indicates the profusion of the main commodities: milk,
cattle, pigs, sheep and cereals and fertilisers, highlighting the dominance of the traditional agricultural
products in these figures. In addition, what the figures didn’t indicate was any significant increase in
jobs in the sector: 167,500 to 172,800, a mere 5,300 increase compared to say the might of the pharma/
biopharma industry. Nor did it highlight any significant uptake of technology in the sector.
A recent Bord Bia report: Navigating change, Bord Bia’s Covid-19
response plan4, has noted the following:
• We must address the immediate industry challenges of COVID-19 and equip the
food [and drinks] sector to navigate the economic impact
• There is a need to adequately equip our members and stakeholders to adapt for now
and evolve for the future.
• Our food industry can only bounce back after any recession if primary producers
continue to produce quality basic foodstuffs
4
https://www.bordbia.ie/globalassets/bordbia2020/industry/covid/covid-pdfs/bord-bia-covid-19-response-plan.pdf
8
BORDER, MIDLANDS AND WESTERN ACTION PLAN
The importance of Food Tourism
There is widespread acceptance that gastronomic tourism is a growing sector within the overall food
and tourism markets5. Food culture, historically considered commonplace, has developed into a new
association between food/gastronomy and culture/heritage that is fast becoming a major selling point in
the tourism sector. The Irish artisan food sector and food tourism generally are clearly becoming more
and more significant for the Irish economy. Their rise in importance has been driven by environmental
awareness, localism and a desire for historical rootedness.
The World Tourism Organisation (WTO) states that
“food tourism includes in its discourse ethical and sustainable values based
on the territory, the landscape, the sea, local culture, local products, authenticity, which is
something it has in common with current trends of cultural consumption”6 .
Linked to this are a number of interrelated domestic trends in food production and consumption
in Ireland including the rise of the ‘slow food’ movement and other alternative food networks and
initiatives, a growing interest in ‘green’ and sustainable consumerism, the development of cookery
schools, dedicated food festivals and the expansion of organic farming which is particularly strong in
our region. Taken together, these have been described as amounting to a ‘revolution in Irish food’7.
For its part, 1 Increase the availability of great Irish food and drink
Fáilte Ireland, experiences across the country and across every day-part. In
this regard, we will seek to collaborate with relevant agencies to
through its Food underpin the quality and sustainable practices of the Irish food
and Drink Strategy and drink sector.
2018 – 20238 Increase the capability of Irish food & beverage operators to
2
seeks to: deliver a world class offering that is consistent and profitable.
3 Intensify efforts to ensure Irish food and drink features more
prominently in the collective marketing and sales efforts of
Ireland’s tourism industry (state agencies and private sector).
5
Failte Ireland (2017). Food Tourism in Ireland. Retrieved from: http://www.failteireland.ie/In-Your-Sector/Food-Tourism-in-Ireland.aspx
6
World Tourism Organization (2012). Global Report on Food Tourism. Madrid: UNWTO
7
Teagasc (2017). Artisan Food Industry in Ireland. Retrieved from:
https://www.teagasc.ie/rural-economy/rural-development/artisan-food/artisan-food-industry-in-ireland/.
8
http://www.failteireland.ie/FailteIreland/media/WebsiteStructure/Documents/Publications/FI-Food-Strategy-Document.pdf
9
EUREGA PROJECTMany of the food networks in the north and west region are participating in the Fáilte Ireland Food
Tourism Building World Class Networks programme. There is no dedicated source of funding to support
the emerging network plans and given the devastation of Covid-19 on the sector, funding is going to be
a long-standing challenge. Also of note, Taste the Island was launched in September 2019 as a 3-year
Fáilte Ireland led campaign promoting the island of Ireland’s extensive catalogue of food and drink
experiences to domestic and international visitors, creating opportunities for Irish businesses to attract
higher numbers of visitors outside of the already busy summer months.
Digitisation
As farmers and food producers adapt to a rapidly changing environment and volatile product markets
and pricing, advanced food production, food security and farming practices are essential to meeting
food and feed demands while remaining environmentally neutral. Consumer trends, climate changes
and population growth are impacting on crop performances and farming practices all over the world.
There is no doubt that the Irish food and agricultural sectors are on the brink of disruptive change:
the transition from analogue business and production models to digital is creating challenges and
opportunities across all industry sub-sectors: production, distribution, ordering, delivery etc. both
domestically and internationally. Many traditional food and agri businesses are finding it difficult to
navigate the digital marketplace and worry about investment without guaranteed return. Producers lack
trust in data management systems, access by third parties and are unclear about the terms that govern
their data including who owns their data. Many food producers and agricultural stakeholders require
improved digital skills and knowledge and are frustrated by the unreliability of telecommunications
connectivity and the inadequate services currently supporting the adoption of digital technology.
In terms of these trends as they relate to Agri-tech & Agri food, there is no doubt that the future
agricultural workforce will look different to what it does today. New technologies such as the internet
of things (IoT), artificial intelligence, robotics and big data have the potential to lead to unprecedented
innovations in agriculture: the appearance and adoption of state of the art technologies can boost the
creation of new business models based on data produced by different technologies.
To ensure that the Agri sector and food supply chain can take full
advantage of these technologies, it will be crucial to build an innovation
ecosystem through which start-ups, entrepreneurs and SMEs can develop
technology applications which are adapted to real needs: advanced digital
technologies could provide a range of possible solutions in areas such as:
• Advances in food product development
• New Nutritional analyses, micro & microbiome testing solutions
• Food security measures: supply and tracking
• Remote measurement of soil conditions
• Better water management
• Environmental signal analysis
• Livestock and crop monitoring: insight into likely future crop patterns or
animal health and welfare.
• Improvements in information flows up and downstream in agri-food & production chains
• Technical, business and eco-system related services for the agrifood robotic domain
10
BORDER, MIDLANDS AND WESTERN ACTION PLANOn a national level, it must be acknowledged In the report, key challenges curtailing growth
that there is a risk that underutilisation of new prospects included: availability of labour (43%),
technologies and data may put Ireland’s agrifood trade wars and tariffs (37%), operational costs
sector at a global disadvantage: Australia, Latin such as energy, insurance and rates (28%),
America and the US have already initiated large volatile commodity prices (21%) and embracing
scale strategies aimed at the transformation and the sustainability agenda (17%). It’s fair to say
digitisation of their food networks.9 that the Covid-19 pandemic was not expected by
the respondents.
From a European perspective, the OECD report:
OECD-FAO Agricultural Outlook 2019-202810 There is no denying that the impact of Covid-19 on
notes that the demand for agricultural and food this sector, in Ireland, has been and will continue
products will grow by 15% over the coming to be dramatic. Many businesses are in lockdown
decade but that rising food production and and struggling to maintain liquidity. The world
processing comes with higher greenhouse gas post-Covid remains largely an unknown thing
emissions: there are now mounting pressures on and what is not clear is how it will emerge, both
agriculture and food producers to reduce their economically and societally. Whether Covid-19
carbon footprint to help mitigate climate change. is a one-off occurrence or zoophages outbreaks
Concurrently, in December 2019, a PwC poll continue to be a phenomenon, there is no doubt
showed that over 80% of Irish Food SME’s were that SME’s need to be ready for potential further
expecting to grow revenue in 2020. disruptions. ‘Pivot’ has become the new model.
9
Precision to Decision project (P2D) Australia, USDA National Institute of Food and Agriculture: Fresh from the
Field Catalyze transformative discoveries, education, and engagement to address agricultural challenges
10
https://read.oecd-ilibrary.org/agriculture-and-food/oecd-fao-agricultural-outlook-2019-2028_agr_outlook-2019-en
11
EUREGA PROJECT2 | ACTION
Although the Irish Government has introduced a number of supports for SMEs during the Covid-19 crisis
such as: Credit Guarantee Schemes, Business Continuity Schemes, etc11. none of these are specifically
focused on SME’s in the Food/Agri sector or on food tourism12 . When we consider that the OECD report
SME and Entrepreneurship Policy in Ireland 2019 highlighted that innovation intensity in the food sector
is lower than expected, it becomes clear, if not imperative, that the SME’s in the Agri/Tech/Food sector
require further specialised, ring-fenced supports.
Consequently, what the NWRA is proposing is a specific, ring-fenced set of supports for Food Sector/
Gastronomy businesses in the next Operational Programme (2021-2027), to enable SME’s in this
sector initiate, strengthen, diversify and grow their Agri/Food/Gastronomy products and services.
These supports will be aligned with the objectives of social and economic cohesion policy within the
European Union and provide for measures that are consistent with European policies and the regulations
of the Structural Funds. These supports must align to any implementation of an integrated approach
for the development of the SME’s of the region and accelerate an integrated impact on the different
sectors of development.
Our inspiration for Action 1 is also validated through
good practice in our EUREGA partner region:
I. Hungarian Partner Best Practice: Apple Orchard in Derecske which illustrated the problems
that they had in first identifying and then procuring financial supports and investments
for their project.
II. Many partners spoke about the difficulty in securing funding: some felt that being evaluated
in conjunction with all other sectors such as ICT and Pharma etc. delivered a disadvantage to
the lower TRL based industries such as food / gastronomy products and services.
III. The success of the Irish ‘Food Academy’ programme which is a dedicated training and mentoring
programme for food start-ups, delivered by the Local Enterprise Offices which has delivered
>300 businesses and >1,130 jobs since its inception in 2013. Growth requires investment and
the Local Enterprise Offices have been prolific in allocating funding support to food
manufacturing companies. However, they are precluded from support food service/food
tourism projects for whom there is no clear funding for growth development path.
11
https://dbei.gov.ie/en/What-We-Do/Supports-for-SMEs/COVID-19-supports/
12
As yet, 6.5.2020
12
BORDER, MIDLANDS AND WESTERN ACTION PLAN3 | PLAYERS INVOLVED
The Department of Business, Enterprise and Innovation is responsible for implementing and
developing Government policy in the areas of enterprise, innovation, the regulation of business and
the protection of workers. It leads on the creation and maintenance of high quality and sustainable
full employment across all regions of the country by championing enterprise and innovation across
government, by supporting a competitive business base to incentivise work, enterprise, trade,
innovation and investment and by promoting fair and competitive markets as well as best business
practice through the regulatory and enforcement work of the Department, its offices and its agencies.
Enterprise Ireland (EI) Enterprise Ireland is the government organisation responsible for the
development and growth of Irish enterprises in world markets. They work in partnership with Irish
enterprises to help them start, grow, innovate and win export sales in global markets. In this way, we
support sustainable economic growth, regional development and secure employment. They also carry
responsibility for food sector Foreign Direct Investment,
Local Enterprise Offices (LEO) Currently play a leadership role in developing business skills within
the local sector and encouraging entrepreneurial thinking. Appropriately, their training and advisory
sessions are focused on developing the capability of entrepreneurs and their staff to achieve their goals
by providing practical need - based programmes.
Local Development Companies (Leader etc.) Local Development Companies (LDCs) are multi-sectoral
partnerships that deliver community and rural development, labour market activation, social inclusion,
climate action and social enterprise services. In supporting disadvantaged individuals and communities,
LDCs are not-for-profit, volunteer-led organisations who provide a national service through locally
based services. Their ethos is bottom-up, taking a holistic view of the individual and the community.
Their services are integrated so employment supports, enterprise grants, social inclusion, training, well-
being and environmental supports are available under one roof.
Teagasc, the Agriculture and Food Development Authority is the national body providing integrated
research, advisory and training services to the agriculture and food industry and rural communities
Bord Bia The role of Bord Bia, the Irish Food Board, is to act as a link between Irish food, drink and
horticulture suppliers and existing and potential customers throughout the world. Their objective is to
develop markets for Irish suppliers and to bring the taste of Irish food to more tables world-wide.
BIM (Bord Iascaigh Mhara Irish Fisheries Board): BIM’s mission is to support and enable an increase
in value creation of a sustainable Irish seafood sector across the supply chain, from catch to consumer.
BIM’s vision is to lead the Irish Seafood sector through effective support and deep expertise so that
Ireland becomes the international leader in high value differentiated products that satisfy the growing
demand for healthy, safe, responsibly and sustainably produced seafood.
Fáilte Ireland As Fáilte Ireland seeks to grow the value of Irish tourism over the next 10 years, Ireland’s
food and beverage offering has a significant role to play in delivering great visitor experiences, increasing
dwell time around the country and growing spend.
Education and Training Boards (ETBs) Established in July 2013, Education and Training Boards provide
education and training services to thousands of people across Ireland every year. Working closely
with local agencies, they respond to specific user needs regarding appropriate education and training
packages: vocational training, Post Leaving Certificate (PLC) courses, and many industry specific training
courses in the food and hospitality sectors.
Bia Innovator Campus A multi-million food innovation hub based in Galway which aims to transform
the food entrepreneurship landscape in the West of Ireland and create 360 jobs over 40 businesses
13
EUREGA PROJECT4 | TIMEFRAME
ACTIVITY TIMEFRAME OUTPUTS RELATED ACTIVITIES
Consultation with June to August Contact stakeholders Discuss current and potential
relevant stakeholders 2020 and identification of programmes of supports
based on regional current supports. with stakeholders
analysis and learning
outcomes from the
project
Drafting of the August to Draft recommendation Inclusion of report in agenda
recommended September report and potential item at Operational Meeting
supporting actions 2020 submission paper /
list and consequent white paper
submission
Design and submit September Design and publish Submission to the DBEI
to October submission in print and any other public
2020 and online consultations deemed
relevant.
5 | COSTS & FUNDING
ACTION FUNDING SOURCE
€5,000 Market Analysis Report Regional Administration budget /
Central Government funds
€500 design fees
€10,000 Administration and travel costs, costs of
networking and other cooperation activities for the
involved agents and actors.
NWRA Staff time and travel expenses
Ring-fenced provision of supports € > 5 million BMW Regional Operational
Programme 2021-2027
14
BORDER, MIDLANDS AND WESTERN ACTION PLAN6 | MONITORING and EVALUATION PROCESS
The progress of Action 1 of phase 2 of the EUREGA project will be monitored through Quarterly Meetings
with Regional Stakeholders sharing inputs and progress reviews. This will directly feed into the monitoring
tool. Activities and targets will also be reviewed in light of opportunities that emerge, prevailing regional
circumstances, proposed policy improvements, etc. Opportunities to further influence /improve policy
from ROP perspective and at national, regional and local level will be discussed, and actions agreed as
appropriate.
15
EUREGA PROJECTACTION 2 Develop a Roadmap
of Supports for
Agri-Food Businesses
to grow, innovate and
become sustainableACTION 2 Develop a Roadmap of Supports
for Agri-Food Businesses to grow,
innovate and become sustainable
1 | BACKGROUND
In Ireland, a relatively small number of agencies are involved in delivery of policy support to SMEs and
entrepreneurs, often under the purview of the DBEI. Enterprise Ireland supports high potential start-
ups and SMEs in manufacturing and tradeable services with exporting potential. The 31 Local Enterprise
Offices (LEOs) are the first stop for start-ups and micro-enterprises, and also support larger SMEs on
some programmes. Other key agencies include Teagasc (agrifood research and innovation, support for
primary agriculture sector), Fáilte Ireland (tourism sector), Bord Biá (food sector), Bord Iascaigh Mhara
(seafood sector), LEADER programme (rural development supports including Agri diversification and
rural tourism), InterTradeIreland (ITI), Microfinance Ireland .
And, in operational terms, there are many programmes across various government departments and
agencies. The sheer number of supports available can cause confusion in SME’s. Increasing awareness
of the supports available to SME’s, at each stage of the SME journey: from ideation to commercialisation
is a key step in providing SME’s with the essential tools and resources they need to make business
decisions.
2 | ACTION
Current state of the art regarding supporting SME’s in the area of food economy suggest that the sector
must be protected, promoted and strengthened. There are a lot of supports available from different
public sector agencies around Ireland. A businesses eligibility for support depends on their size and if
they are primary producer or value added. Other factors such as level of innovation and potential for
market reach or export are also considered. This Roadmap will give businesses in the Agri-food sector a
comprehensive overview of all the supports available from different agencies and which apply to them.
The road map will be available in print, but primarily online so it can be updated as new programmes
of support come on stream.
The Roadmap will be used as a support tool for business mentors (appointed through the LEO and EI) to
help explain the different stages of business growth and support available. The tool will also encourage
businesses to innovate and avail of supports for innovation through all available mechanisms. This tool
will tie into the overall objectives of supporting nascent, start-up and established SME’s to avail of the
supports and finance required for sustainability, internationalisation and growth-oriented actions.
18
BORDER, MIDLANDS AND WESTERN ACTION PLANOur inspiration for Action 2 is from:
I. An Idea from our Finnish Partner Best Practice: REKO, Local Foods Sales and Distribution model.
This model uses online communication tools to match producers and their products in a local
supply chain, allowing for the development of personal relationships, increased consumer
confidence in the quality and heritage of their purchases and,
II. Hungarian Partner Best Practice: Apple Orchard in Derecske which illustrated the problems
that they had in first identifying and then procuring financial supports and investments
for their project.
Combining the availability of online communication and structures with the articulation of the
supports available to SME’s, this Action takes the problems and solutions of both the Best Practices
and develops a challenge response toolkit. The development of this toolkit will also indicate support
‘blackspots’: areas where supports for the food sector are not as strong as for other sectors, these
findings will be presented to National Authorities for consideration and inclusion in National Policy
and Strategy.
19
EUREGA PROJECT3 | PLAYERS INVOLVED
Stakeholders involved in the consultation and
preparation of this Action are:
Local Enterprise Offices (LEO) Currently play a leadership role in developing business skills within
the local sector and encouraging entrepreneurial thinking. Appropriately, their training and advisory
sessions are focused on developing the capability of entrepreneurs and their staff to achieve their goals
by providing practical need - based programmes.
Enterprise Ireland (EI) Enterprise Ireland is the government organisation responsible for the
development and growth of Irish enterprises in world markets. They work in partnership with Irish
enterprises to help them start, grow, innovate and win export sales in global markets. In this way, we
support sustainable economic growth, regional development and secure employment.
Teagasc, the Agriculture and Food Development Authority is the national body providing integrated
research, advisory and training services to the agriculture and food industry and rural communities
Bord Bia The role of Bord Bia, the Irish Food Board, is to act as a link between Irish food, drink and
horticulture suppliers and existing and potential customers throughout the world. Their objective is to
develop markets for Irish suppliers and to bring the taste of Irish food to more tables world-wide.
BIM (Bord Iascaigh Mhara – Irish Fisheries Board) BIM’s mission is to support and enable an increase
in value creation of a sustainable Irish seafood sector across the supply chain, from catch to consumer.
BIM’s vision is to lead the Irish Seafood sector through effective support and deep expertise so that
Ireland becomes the international leader in high value differentiated products that satisfy the growing
demand for healthy, safe, responsibly and sustainably produced seafood.
Local Development Companies (Leader etc.) Local Development Companies (LDCs) are multi-sectoral
partnerships that deliver community and rural development, labour market activation, social inclusion,
climate action and social enterprise services. In supporting disadvantaged individuals and communities,
LDCs are not-for-profit, volunteer-led organisations who provide a national service through locally-
based services. Their ethos is bottom-up, taking a holistic view of the individual and the community.
Their services are integrated so employment supports, enterprise grants, social inclusion, training, well-
being and environmental supports are available under one roof.
20
BORDER, MIDLANDS AND WESTERN ACTION PLAN4 | TIMEFRAME
ACTIVITY TIMEFRAME OUTPUTS RELATED ACTIVITIES
Consultation with Feb 2020 - Contact stakeholders Update existing information
relevant stakeholders Mar 2020 and inform them of gathered through the
based on regional the roadmap and regional analysis and through
analysis and learning information required stakeholder meetings
outcomes from the
project
Draft Roadmap with Discuss current and new
Populate Roadmap Bia Innovator Campus programmes of supports
with relevant support and relevant with stakeholders
programmes and
mechanisms
from each
Design and Publish June 2020 Contract agency to Disseminate roadmap
onwards design and publish among stakeholders
road map in print and businesses in the
and online agri-food sector
5 | COSTS & FUNDING
ACTION FUNDING SOURCE
€1,000 Roadmap Development Costs Regional Administration budget /
Central Government funds
€3,000 design fees
BMW Regional Operational
€20,000 Administration and travel costs, costs of
Programme 2021-2027
networking and other cooperation activities for the
involved agents and actors.
NWRA Staff time and travel expenses
6 | MONITORING AND EVALUATION PROCESS
The progress of Action 2 of phase 2 of the EUREGA project will be monitored through Quarterly Meetings
with Regional Stakeholders sharing inputs and progress reviews. This will directly feed into the monitoring
tool. Activities and targets will also be reviewed in light of opportunities that emerge, prevailing regional
circumstances, proposed policy improvements, etc. Opportunities to further influence /improve policy
from ROP perspective and at national, regional and local level will be discussed, and actions agreed as
appropriate.
21
EUREGA PROJECTACTION 3 Develop a specific
Agri-food supply chain
strategy for the regionACTION 3 Develop a specific
Agri-food supply chain
strategy for the region
1 | BACKGROUND
It is increasingly accepted that supply chains in all forms face increasing volatility across a range of
business parameters from energy cost, to raw material availability and currency exchange rates. Agri-
food supply chains which include all steps involved in production, manufacturing and distribution of
food until its final consumption, not only share these general risks but also face their own unique
vulnerabilities due to the limited shelf life of food, and variability in quality and availability of raw
materials such as organic products and there is evidence that these vulnerabilities may become more
pronounced in future. For example, the COVID-19 crisis, and its disruption of the supply chain, has
highlighted to the world the need to ensure that supply chains at a local, regional and national are
reviewed for risk exposure and resilience. Resilience is understood as referring to the ability of an entity
or system to react to disruptions (both foreseeable and unforeseeable) in such a way that core function
is maintained.
Whilst the ENRD’s Thematic Working Group on ‘Smart and Competitive Rural Areas’ in 2016 produced a
report and factsheet on ‘Smart agri-food supply chains’ 13 which advocated a strategic approach to the
whole agri-food supply chain, this has not yet translated into a cohesive national or regional strategy.
Perhaps as a result of the economic crisis in 2008, Ireland’s smart specialisation strategy, when it has
focused on food/drink, has targeted the use of technological developments in food production chains
such as dairy, R&D infrastructures, strengthening IP framework, brokering partnerships between firms
and research institutes, and by reducing barriers for SMEs to engage in RD&I. What it has not done is
focus on the supply chain issues for food and drink services at the local and regional levels that Covid-19
has highlighted.
In the context of RIS3, Ireland’s specialisation strategy, agri-food is perhaps, confusingly considered in
the same sectoral category as ICT, Health Life Sciences, Financial Services and Internationally traded
Services14. Smart specialisation is a process in which regional and national administrations identify
activities to concentrate investments for knowledge-intensive growth & is a new policy approach to
regional development and regional innovation strategy planning, introducing integrated, place-based
evolutionary process grounded in Entrepreneurial Discovery Process (EDP). It builds on national/
regional assets, strengths, potentials, capacities, critical mass and expertise.
13
https://enrd.ec.europa.eu/sites/enrd/files/factsheet_supply-chains.pdf
14
https://www.researchgate.net/publication/319103819_Irish_Regional_Policy_Development_Addressing_Interstices_Through_Cluster_
Analysis
24
BORDER, MIDLANDS AND WESTERN ACTION PLANThe development of a practical Agri-food supply chain strategy for
the Northern and Western Region of Ireland would feed into smart
specialisation improvements in the region and not only ensure productivity
improvements but assess risk mitigation strategies for future disruptions
and articulate potential technological and infrastructural applications for
same. Items covered could include:
I. Local and short supply chain policy: robustness, resilience and sustainability
II. Identifying the business critical components of supply chain
III. Multi-service locations
IV. Technological Applications for Supply Chain and their promotion
2 | ACTION
The development of a well-structured strategy for Supply Chain
Management in the Northern and Western Region of Ireland, accounting
for the uniqueness of the region in geography, SME profiles and current
infrastructure. The action will be developed as follows:
I. Market Research on the profile of the area: Current supply chains in the Agri/Gastronomy
sector, major players and systems, bottlenecks and constraints, human capital, policy and ROP
II. Stakeholder Input: Participatory workshops with all stakeholders, consultations and
interviews, SME survey
III. Development of the strategy: Best practice models, changes to policy new
implementation models
IV. Widespread communication and dissemination of the Strategy: Print and
online publication, media
V. Monitoring and Evaluation process: Assessment of the efficacy of the strategy.
Our inspiration for Action 3 is rooted in EUREGA partner regions:
I. Dutch Partner project: Brabant Culinary School: This project highlighted the success
possible from a local, supported project: Through this project, gastronomy business gained
more knowledge about regional sourcing and increased the percentage of regional products
in their menu. This led to a more sustainable food consumption
II. A Catalonian Best Practice project: Welcome to the Farm, which highlighted the model of
short supply chains and their application to experiential tourism
III. The Romanian project: Sibiu Three Farmers Markets which notes that the project is
supported by regulations that actively promote the local producers.
25
EUREGA PROJECT3 | PLAYERS INVOLVED
Local Enterprise Offices (LEO) Currently play a leadership role in developing business skills within
the local sector and encouraging entrepreneurial thinking. Appropriately, their training and advisory
sessions are focused on developing the capability of entrepreneurs and their staff to achieve their goals
by providing practical need - based programmes.
Enterprise Ireland (EI) Enterprise Ireland is the government organisation responsible for the
development and growth of Irish enterprises in world markets. They work in partnership with Irish
enterprises to help them start, grow, innovate and win export sales in global markets. In this way, they
support sustainable economic growth, regional development and secure employment.
The Department of Business, Enterprise and Innovation is responsible for implementing and
developing Government policy in the areas of enterprise, innovation, the regulation of business and
the protection of workers. It leads on the creation and maintenance of high quality and sustainable
full employment across all regions of the country by championing enterprise and innovation across
government, by supporting a competitive business base to incentivise work, enterprise, trade,
innovation and investment and by promoting fair and competitive markets as well as best business
practice through the regulatory and enforcement work of the Department, its offices and its agencies.
Bord Bia The role of Bord Bia, the Irish Food Board, is to act as a link between Irish food, drink and
horticulture suppliers and existing and potential customers throughout the world. Their objective is to
develop markets for Irish suppliers and to bring the taste of Irish food to more tables world-wide.
BIM (Bord Iascaigh Mhara – Irish Fisheries Board) BIM’s mission is to support and enable an increase
in value creation of a sustainable Irish seafood sector across the supply chain, from catch to consumer.
BIM’s vision is to lead the Irish Seafood sector through effective support and deep expertise so that
Ireland becomes the international leader in high value differentiated products that satisfy the growing
demand for healthy, safe, responsibly and sustainably produced seafood.
Teagasc, the Agriculture and Food Development Authority is the national body providing integrated
research, advisory and training services to the agriculture and food industry and rural communities.
Local Development Companies (Leader etc.) Local Development Companies (LDCs) are multi-sectoral
partnerships that deliver community and rural development, labour market activation, social inclusion,
climate action and social enterprise services. In supporting disadvantaged individuals and communities,
LDCs are not-for-profit, volunteer-led organisations who provide a national service through locally-
based services. Their ethos is bottom-up, taking a holistic view of the individual and the community.
Their services are integrated so employment supports, enterprise grants, social inclusion, training, well-
being and environmental supports are available under one roof.
26
BORDER, MIDLANDS AND WESTERN ACTION PLAN4 | TIMEFRAME
ACTIVITY TIMEFRAME OUTPUTS RELATED ACTIVITIES
Market Research 3 months CMarket Report and Update existing information
on the profile of the recommendations gathered through the
area: Current supply regional analysis and
chains in the Agri/ through stakeholder
Gastronomy sector, meetings
major players and
systems, bottlenecks
and constraints
Stakeholder Input: 3 months Draft Strategy Conducting three
Participatory participation workshops
workshops with with stakeholders
all stakeholders,
consultations and
interviews
Development of 2 months Contract agency to Pilot action
the strategy: Best design and publish
practice models, road map in print
changes to policy, and online
new implementation
models
Widespread 1 month Strategy report Quantified
communication and dissemination
dissemination of the reach
Strategy: Print and
online publication,
media
Monitoring and 2 months (1 1 interim and 1 Stakeholder consultations
Evaluation process: month each) final evaluation of
Assessment of the the efficacy of
efficacy of the the strategy
strategy.
5 | COSTS & FUNDING
ACTION FUNDING SOURCE
€10,000: specific activities to be identified in the Regional Administration budget /
implementation of a public tender. Central Government funds
NWRA Staff time and travel expenses
27
EUREGA PROJECT6 | MONITORING AND EVALUATION PROCESS
The progress of Action 3 of phase 2 of the EUREGA project will be monitored through Quarterly Meetings
with Regional Stakeholders sharing inputs and progress reviews. This will directly feed into the monitoring
tool. Activities and targets will also be reviewed in light of opportunities that emerge, prevailing regional
circumstances, proposed policy improvements, etc. Opportunities to further influence /improve policy
from ROP perspective and at national, regional and local level will be discussed, and actions agreed as
appropriate.
Date: ............................................................. Signature: ..........................................................................................................................................................
Stamp of the organisation (if available):
28
BORDER, MIDLANDS AND WESTERN ACTION PLANNOTES
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
...............................................................................................................................................................................................................................................................................
29
EUREGA PROJECTNOTES ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ............................................................................................................................................................................................................................................................................... ...............................................................................................................................................................................................................................................................................
Project: EUREGA
Partner organisation: NWRA (Northern and Western
Regional Assembly)
Other partner
organisations involved
(if relevant):
Country: Ireland
NUTS2 region: Border, Midlands and Western
Contact person: Brendan Mooney
Email address: bmooney@nwra.ieYou can also read
