Governance of Innovation and Regions Ireland: the Shannon Experience

1
Governance of Innovation and RegionsIreland the
Shannon Experience

• Dr. Brid Quinn
• Department of Politics Public Administration
• University of Limerick
• e-mail Brid.Quinn_at_ul.ie

2
Conceptual Framework

• Regional development is framed by governance
  structures and mechanisms
• Innovation is circumscribed by the principles,
  practices and processes which underpin collective
  action in the region
• the governance approach increases the salience of
  the local and regional levels as the site of
  intersection of horizontal and vertical networks
• analyses of governance identify
• changes in the controlling and co-ordination
  roles of the state
• the augmentation of hierarchical and market
  mechanisms of governing with the networking
  approach.

3
Ireland

• strong central government with subordinate local
  authorities answerable to and financially
  dependent on the centre
• persistent lack of effective regional structures
• EU induced changes including creation of regional
  structures
• NOW a more regionalised focus in Irish policies
  and provision
• Only 2 dedicated regional development agencies
  currently exist Udaras na Gaeltachta Shannon
  Development

4
Ireland - context

• Late industrialisation
• Uneven development
• Significant development policies - economic,
  education, industry
• Partnership as a modus operandi at national and
  sub-national levels
• National Innovation Strategy evolved differently
  and later in Ireland
• Governance of innovation in Ireland involves
  policy-makers, advisors and implementing
  organisations
• Total RD spending in 2006 was up 14 on 2005

5
Irelands uneven development

• GDP per capita (PPS) 2000 2004
• EU 27 100
• Ireland 132.3 141.4
• BMW region 91.5 101.1
• SE region 147.0 156.5
• EU-15 115.2 113.2

6
The Shannon region

• 10,000 square kilometres spanning counties Clare,
  Limerick, North Tipperary, South Offaly and North
  Kerry,
• which collectively have a population of over
  450,000 people.

7
Shannon Development

• Shannon Airport - a location for entrpreneurial
  innovation since 1939
• 1959 Shannon Free Airport Development Company
  (SFADCO) incorporated as a legal liability
  company
• 1960s - SD
• identified the economic sectors which had the
  greatest potential for growth,
• harnessed the resources of the region
• attracted investors and employers to the zone
• 1968 the remit of SFADCO was broadened to include
  regional industrial development

8
Changing focus

• late 1970s - debate about the impact of the
  Shannon zones continuing growth on the rest of
  the region and the Shannon zones dependence on
  foreign industry
• reallocation of tasks between SFADCO and the
  Industrial Development Authority (IDA)
• 2007 restructuring - S Ds enterprise support
  functions were re-allocated to the national
  agencies Enterprise Ireland (indigenous industry)
  and IDA (exogenous industry).

9
Current Goals of Shannon Development

• To enable the more developed areas of the Shannon
  Region achieve their full development potential.
• To ensure that the potential of the less
  developed areas of the Shannon Region is
  realised.
• To create demand for the Shannon Airport Gateway
  (Annual Report 2006).

10
Shannon Developments multi-faceted role

• two-strand approach,
• enhancing the regions economic environmen
• nurturing innovation
• RIS and RIS programmes
• prepared the Mid-West Regional Authoritys
  Development Plan
• leader in the Southern and Eastern Regional
  Innovative Action Programme during the NDP
  2000-2006

11
Recent activities

• co-directing the Atlantic Gateways initiative
  with the Department of the Environment, Heritage
  and Local Government
• continuing expansion of the Shannon Development
  Knowledge Network
• collaborating with local authorities to improve
  connectivity
• implementing the E-towns concept
• property initiatives, tourism development
  operations and ongoing employment creation
• At the end of 2006 - 20,530 people in S D
  assisted companies

12
Significant factors in SD success

• SD not only a regional economic development body,
  but also plays a role in policy development and
  innovation strategies
• SD places emphasis on learning, innovation and
  supporting experimentation
• SD adjusted its approach to reflect changing
  international, national and regional trends and
  priorities and to respond to technological change

13
Shannon Developments contribution to the region

• Formal/informal
• Sectoral
• LINKAGES
• Regional/local/national/
• international

Capacity LEARNING Application
Adaptation
Vision LEADERSHIP Action
People Reflection
14
Issues

• Role
• complexity of linkages
• potential for duplication overlap
• remoteness from people
• transparency
• SD vis a vis formal democratic institutions
• Threats - Shannon Airport routes loss of
  industrial function

15
Conclusions

• Shannon Development has atypical status in
  Irelands governing structures
• both a part of and apart from formal governance
  structures
• freedom to do things differently
• Shannon Development has served as a responsive
  laboratory for industrialisation and innovation
  adapting to changes in the development paradigm
• Its impact has been both tangible and intangible
• Continuity, Adaptability, innovation , networking