RSF REGIONAL STRATEGIC FRAMEWORK FOR THE CENTRAL BORDER REGION - ICBAN
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Regional Strategic Framework for the Central Border Region 2013-2027 RSF
Foreword 4 5. A People Centred and Inclusive Region 28-30
page page
2 3
1. Introduction 6-10 5.1 The Rationale for this Objective 28
1.1 The Purpose of the 5.2 Relationship to Europe 2020 Strategy 28
Regional Strategic Framework (RSF) 6-8
5.3 Opportunities for the People Centred
1.2 The Key Ambitions and Aims 8-9 and Inclusive Region Objective 28-29
1.3 The Vision and Objectives 5.4 Outcomes from the People Centred
of the Regional Strategic Framework 9-10 and Inclusive Region Objective 30
1.4 A Long-Term Framework 10 6. A Sustainable Region 32-33
1.5 Structure of This Document 10 6.1 Rationale for this Objective 32
2. The Strategic Context 6.2 Relationship to Europe 2020 Strategy 32
for the Central Border Region 12-14
6.3 Opportunities for
2.1 The RSF and the Policies and Sustainable Region Objective 32-33
Strategies of Ireland and Northern Ireland 12
6.4 Outcomes for the
2.2 The RSF and the Europe 2020 Strategy 12 Sustainable Region Objective 33
2.3 The RSF and Local Strategies 13 7. An Accessible and Connected Region 34-36
2.4 Outcomes from the Regional 7.1 Rationale for this Objective 34-35
Strategic Framework 14
7.2 Relationship to Europe 2020 Strategy 35
3. A Profile of the Central Border Region 16-22
7.3 Priorities for the Accessible
3.1 Key Demographic and Economic Statistics 17-20 and Connected Region Objective 35-36
3.2 Implications of Census Data 20 7.4 Outcomes of the Accessible
and Connected Region Objective 36
3.3 The Characteristics of the Region 21-22
8. Managing and Delivering the
3.4 Actions to Develop the
Regional Strategic Framework 38-39
Central Border Region 22
8.1 Moving Towards Implementation 38
4. A Smart and Internationally
Competitive Region 24-26 8.2 Structure Considerations 38
4.1 The Rationale for this Objective 24 8.3 Responsibilities 39
4.2 Relationship to Europe 2020 Strategy 24 8.4 Key Principles Underpinning Implementation 39
4.3 Opportunities for Smart and Internationally 8.5 Engagement with other Regions 39
Competitive Region Objective 24-26
4.4 Outcomes from the Smart and Internationally
Competitive Region Objective 26
Disclaimer
The RSF is a non-statutory document. As such it respects both the plans of the European Union and the two Governments of Ireland and Northern Ireland and
the plans, policies and priorities of the local authorities and other key stakeholders in the Central Border Region. The RSF is intended to complement those
plans and strategies and does not in any way supersede or dilute their authority or relevance. Nothing in this Regional Strategic Framework will interfere with
the responsibility of individual local authorities and other area stakeholders to plan and implement strategies for their own areas of responsibility, or their ability
to apply for EU and national funds in their own right. Instead, it proposes to act as a framework for regional cross-border cooperation, within the context of the
National Spatial Strategy for Republic of Ireland, the Regional Development Strategy for Northern Ireland and Europe 2020.
Foreword
We commend to you the Regional We will all be aware that our Border Finally we would wish to acknowledge
page page
Strategic Framework (RSF) for the Region faces challenges in the and thank the efforts of those who
4 Central Border Region of Ireland
/ Northern Ireland. This is the first
such formal initiative of this type
times ahead but there are also many
opportunities which can be realised
too. The period this plan covers, up
have made this possible. This
includes all who have inputted into
the development and consultation
5
developed for the area. to 2027, is quite the unknown. It is processes and especially the Spatial
because of this that we have sought Planning Steering Committee members
This Framework has been shaped
to be flexible in setting out such a for all their support and guidance to the
through an 18-month long development
Framework approach, which can be Management Board in overseeing this.
process as part of an overall Spatial
amended and adapted as times and
Planning Initiative. Key to this has Thank you also to KPMG and their
circumstances change.
been a Data Capture initiative, known consultancy team for all their work
as DataCENTRAL, which has drawn Our ultimate aim is that the Region on the project. It is very important
on the statistical information from can become a more competitive and to also acknowledge the Special
both jurisdictions. The governments resilient area, that it will be transformed EU Programmes Body and the
of Ireland and Northern Ireland have and that it will have a significant role to governments of Ireland and Northern
given the Region the opportunity play in the renewal of both the island Ireland who have provided the
through this funded initiative to help of Ireland and the EU. The document funding for this initiative, under the EU
set out a strategic way forward for captures these ambitions and the INTERREG IVA Programme.
the redevelopment of the area. This means to achieve them.
Framework is the Region’s response to
Many have been involved in the
helping realise the ambitions and hopes
development of the RSF. We now
of the people in our Region, and those
commit this document for the Region,
served by our Region.
in the hope that key stakeholders, from
all sectors, will play an involved role
in working together to implement the
stated ambitions and aims. Setting up
the necessary effective implementation
structures will be the next key stage to Cllr Pat Treanor Cllr Jim Cavanagh
be embarked upon. ICBAN Chair ICBAN Chair
2013/2014 2012/2013
Introduction
1
Coleraine
The Central Border Region of The Region also openly acknowledges 1.1 The Purpose of the Regional
page page
Ireland / Northern Ireland has a its challenges. It has not escaped Strategic Framework (RSF)
6 7
Londonderry/
Letterkenny Derry
population of just under 660,000 the current recession, resulting in job
This Regional Strategic Framework Ballymena
people currently (2011 Censuses) losses, emigration and a certain loss
(RSF) is a Framework for the
and is expected to grow to over of confidence. With more public and Magherafelt
development of the Region, for the
750,000 by 2022. It accounts for private services being centralised in
period up to 2027. The approach Antrim
1/5 of the land area of the island of larger towns and cities, or increasingly Donegal
embraces the opportunities that Cookstown
Ireland and 1/10 of its population. being delivered online, there is a
regional thinking might create. It also
Omagh Central
need for stakeholders to find new Lough Belfast
Border Region
The area has many strengths and sets out the challenges being faced and Neagh
ways for the Region to sustain a
assets. It has an outstanding natural the actions required to tackle those. Dungannon
range of local public and private Gateway
environment and a strong cultural
services. There is a need to further The RSF is linked to a number of Enniskillen
heritage. The area offers a high
improve connectivity infrastructure other key plans and strategies. As a Hub
quality of life, which both residents
through investments, which will regional strategy for development it
and visitors greatly value. It has many Armagh
improve access to services and allow fits within the context of the spatial Sligo
entrepreneurial and internationally
businesses to operate competitively, development plans of the two Monaghan
competitive businesses distributed Newry
on a local, national and international governments on the island of Ireland; Clones
right across the area. There is a
level. On a variety of economic and i.e., the National Spatial Strategy Ballinamore
network of County and market towns
social indicators the Central Border for Ireland and the Northern Ireland Cavan
complemented by smaller villages Carrick-on-Shannon
Region is disadvantaged compared to Regional Development Strategy. It Dundalk
and hamlets, which give the Region
other regions of Ireland and Northern offers a sub-regional context to the
much of its distinctiveness. It also has
Ireland and there is therefore a need ‘Framework for Co-operation - Spatial
excellent and committed third level
to address this inequality of economic Strategies of Northern Ireland and the
educational institutions which are active
and social outcomes between the Republic of Ireland’ which has been
in training and retraining and engaged
Central Border Region and other agreed between the two governments.
with local industry. The Region has the
regions and also to address persistent It also complies fully with the EU
potential to develop further its unique
inequalities within the Region. 2020 Strategy and offers a means
tourism offering of coastline, lakes,
of implementing EU 2020 policies
inland waterways and hills, to the The area has a real potential and
at the regional cross-border level.
benefit of both residents and visitors. desire to become more competitive
economically and socially, not just
The Central Border Region is a rural
with other regions on the island,
area, with a high quality landscape
but also internationally. This is the
supporting natural agricultural and
first coherent Framework that has
forestry products. These features make
been developed for the Region and
the area unique on the island of Ireland
it is pioneering as the first such
and create distinctive opportunities,
regional cross-border initiative of
and challenges. In particular, it is
this type on the island of Ireland.
essential that this Regional Strategic
Framework (RSF) is sustainable
in a rural area and also that the
Strategic Framework sustains and
supports the distinctive rural nature
of the Region while providing it with
guidance and direction on additional
economic and social opportunities.
Introduction
1
The diagram below illustrates how The RSF represents an affirmation 1.2 The Key Ambitions and Aims By working together with a joint 1.3 The Vision and Objectives of the
page page
the RSF balances the influences of the commonalities of local strategy and agenda the Region Regional Strategic Framework
8 9
The key ambitions of the Regional
of EU and national policies with authorities in working together in an can realise opportunities which
Strategic Framework reflect the The Regional Strategic Framework
the opportunities and challenges essentially rural cross-border region. would not otherwise be available
challenges and opportunities sets out a series of opportunities
which are distinct to the region, to it. It can, for example:
An additional local authority - at local / regional, national and priorities for the Region over
as expressed both in the existing
Magherafelt District Council - is and international levels: • Gain critical mass, by working the period to 2027 which, taken
plans, strategies and priorities
seeking to join ICBAN with effect from together and sharing resources on together and if well implemented,
of the Local Authority Areas • To develop and deliver strategic
autumn 2013. While the analysis in a cross-border basis, for example will lead to the area becoming more
which make up the Region and responses to the key identified
this Regional Strategic Framework in providing innovation support to confident in itself and in its future.
in the stakeholder consultation needs, which will enable the
is based on data and the views of local businesses or by encouraging
processes which contributed to Region to develop and grow The Vision for the Central
the existing 10 member authorities, joint purchasing and trade between
the development of the RSF. economically and socially Border Region is of:
Magherafelt District Council will businesses in the Region;
This Regional Strategic Framework be involved in the implementation • To influence the Governments of ‘A sustainable region that delivers
• Tackle issues arising from the
is an integrated approach to regional of the Strategic Framework. Ireland and Northern Ireland on the best quality of life for its people
presence of the Border, such
development within the Central Border their investment priorities for the and makes a distinctive contribution
Funded by the EU INTERREG IVA as the weaknesses in the
Region. What sets this document Region, by providing an evidence to economic and social renewal
Programme under a Spatial Planning roads, telecoms and energy
apart from other approaches is: base to justify investments and growth on the island’
Initiative, the document commands infrastructure in the vicinity; and
• It is regional the support of both governments, • To address the inequalities in It is proposed to organise the
• Make the case to the two
through the Department for economic and social outcomes work to realise the Vision under
• It is cross-border, and Governments and the EU
Environment, Community and Local between the Central Border Region the four objectives of a smart and
for investment in the area on
• It is a non-statutory approach. Government (Republic of Ireland) and other regions of Ireland and internationally competitive region, a
a consistent and evidence-
and the Department for Regional Northern Ireland and the inequalities people centred and inclusive region, a
This document has been driven by 10 informed basis.
Development (Northern Ireland). which persist within the Region sustainable region and an accessible
local authorities from both sides of the
itself, by contributing to the The implementation of the Framework and connected region. These four
Ireland / Northern Ireland border in the The two governments have together
balanced development of the area will require effective cooperation objectives are derived from the
Central Border Region, working through provided this opportunity to create
between the authorities and other internationally recognised principles
their partnership organisation and a framework for development in this • To identify opportunities for local
stakeholders in the Central Border of sustainable development which
Cross-Border Group, the Irish Central cross-border area. The RSF responds authorities and other stakeholders
Region, policy and decision makers seek to promote regional development
Border Area Network Ltd. (ICBAN). to this opportunity in developing to work together to realise
in both national governments and without undermining or eroding the
a Vision that will inform and effect opportunities and to respond to
those responsible for the allocation natural and built assets of the Region
policy change, and which will seek to the challenges facing the area.
of resources to the area. The to the detriment of future generations.
replace the concept of a peripheral This is particularly important in
implementation of the Framework is
people with one of a region that can a cross-border Region where
considered in more detail in Section 8.
make a distinctive contribution to the existence of the Border may
National regeneration and growth of the island make it more difficult to work The Framework is, therefore, based
Vision
Resources
Advocacy
Spatial economy. In this way, the Regional together across different legal around developing a common strategic
Strategy
for Ireland Strategic Framework can be seen and organisational structures. vision and advocating the case for
as an important local cross-border investment. As a result of obtaining
implementation arrangement for a • To play a more involved role
Framework for the financial and other resources
NI Regional variety of Governmental strategies and as an EU region, by not being
Co-operation
Development necessary to make the vision into
Spatial priorities such as the National Spatial peripheral in either a geographic or
Strategies of Strategy a reality, the Central Border Region
Strategy, the Regional Development participative sense. There is a desire
NI and ROI Regional will become more prosperous and
Strategy for Northern Ireland, the to embrace the learning potential
Strategic offer a better future to its citizens,
Framework Action for Jobs Strategy and the within the EU through networking
as illustrated in the diagram right.
Northern Ireland Economic Strategy. and engaging, as well as securing A More
Local investments for key initiatives and Prosperous
Authorities’ Europe Central Border
Plans, 2020
projects. This will help implement Region
Strategies the aims of EU 2020 Strategy and in
and Priorities
particular cross-border programmes
such as INTERREG. This RSF
Border Regional can assist in suggesting and
Authority
Planning identifying potential opportunities
Guidelines for further consideration and
development by stakeholders.
Introduction
1
As a result each of the themes 1.4 A Long-Term Framework • Sections 4, 5, 6 and 7
page is related to a particular type deal in turn with the four page
10 11
These changes will not be achieved
of asset found in the area, as objectives of the RSF; and
overnight. There are three distinct
shown in the diagram below.
time phases which overlap with • Section 8 deals with the
A smart and internationally the implementation phase, each management, monitoring and
competitive region; with differing challenges. evaluation of the Framework.
Development of intellectual,
The table summarises the different This document is complemented
education and innovation support
time periods in the Framework, by a number of more detailed
and enterprise assets
their funding context and the Supporting Documents and information
A people centred implications for the types of activities resources which are available from
and inclusive region; which can be undertaken. www.icban.com. These include
Development of people, skills DataCENTRAL, a substantial
See Table below.
and organisational assets statistical analysis and profile of
1.5 Structure of This Document the Central Border Region and:
A sustainable region;
Development and protection This document is structured as follows: • A review of the main strategies and
of natural assets, and policies relevant to the Framework;
• Section 2 is concerned with the
An accessible and connected region; strategic context of the Framework; • A survey of European Best
Development of physical assets. Practice Case Studies relevant
• Section 3 provides a short to the Framework;
The Framework must not become profile or the Region, identifies
a rigid straitjacket. It will need to its key characteristics and the • A detailed review of the
be flexed and updated as new actions required to further the infrastructure needs of the
opportunities and challenges arise. In development of the area; Central Border Region.
addition, the Framework is strategic
in nature and does not set rigid
targets; instead it provides a context Period Challenges Funding Appropriate
or skeleton in which more detailed Context Activities
operational plans and project pipelines
can be developed from time to time. Up to 2015 The short term which Difficult - EU cross- Preparatory actions,
is principally about border funding is capacity building,
preparing for the major largely committed. building awareness of
activity and building the Local authority and the needs of the Region.
capacity of the Region national budgets under Project pipelines /
considerable fiscal design.
A Smart & A People pressure.
Internationally Centred &
Competitive Inclusive 2015 - 2020 The medium term The next EU More strategic and more
Region Intellectual, Region which is more strategic Programming Period ambitious projects,
People,
Educational, their Skills & and ambitious in its will be 2014-2020, capital projects, projects
Enterprise Organisational nature, building on the and funding should be reflecting EU priorities
Assets Assets use of national and EU available from 2015. and projects building
funds for border region National fiscal new regional strengths
development (including pressures may ease for the future.
Development Development the INTERREG V slightly.
& Protection & Protection and Horizon 2020
of Natural of Natural Programmes) and
An Assets Assets national funds.
Accessible A
& Connected Sustainable 2020 - 2027 The longer term which New EU Programmes More aspirational
Region Region is concerned with may be available. projects, completing and
realising the benefits of National fiscal policies building upon projects
the investments made may ease further. commenced in the
in the earlier period. previous periods.
The Strategic Context for
the Central Border Region
2
This Section sets out the strategic been of critical importance. As a result 2.2 The RSF and the Europe 2.3 The RSF and Local Strategies In Northern Ireland the long awaited The RSF provides a framework for
page page
context for the Central Border the RSF represents a balancing of key 2020 Strategy reform of local government under the the development of such shared
12 13
Local authorities in Northern Ireland
Region and how it is intended top-down policy considerations with Review of Public Administration (RPA) perspectives and the development
Europe 2020 is the European and local authorities and a range
to work together to achieve an understanding of the distinctive is now expected to be implemented of joint strategies and initiatives. The
Union’s main strategy for putting of other bodies in the Republic of
the vision. It is built on: opportunities and challenges which in 2015. This will reduce the number convergence of functions in relation to
Europe’s economy back on the Ireland have been responsible for
the Central Border Region represents. of local authorities in Northern Ireland economic development will enable the
• An understanding of the path to growth and to make the EU developing plans and strategies to
from 26 to 11 and extend Council’s Councils in the Region to deliver many
relationships between the RSF The Department of the Environment, a smart, sustainable and inclusive develop their areas in appropriate
remit to include planning and most of the actions identified under the RSF.
and key national, regional and Community and Local Government economy. These three mutually ways. Those plans, strategies and
aspects of economic development
EU plans and strategies; in Ireland and the Department for reinforcing priorities are intended to priorities are an important input However, further more detailed
and regeneration. At the same time
Regional Development in Northern help the EU and the Member States to the RSF, providing a bottom- work is required to identify the full
• A review of the impending local authorities in Northern Ireland
Ireland have agreed a ‘Framework to deliver high levels of employment, up complement to the top-down potential of joint working by Councils
impact of local government are to be given a general power of
for Co-operation - Spatial Strategies productivity and social cohesion. perspectives which arise from EU and to realise cross-border development
reform in both ROI and NI; competence to promote the well-
of Northern Ireland and the Republic Governmental strategies and priorities. opportunities and priorities.
There is a clear relationship between being of their communities, and
• An analysis of the needs of the of Ireland’. The Framework for
the objectives of the Regional A key factor influencing the Regional from 2015 will take on the role of In both jurisdictions the Regional
Region, based on the analysis in Co-operation examines the key
Strategic Framework and the drivers Strategic Framework is local community planning for the first Strategic Framework can, itself, be an
the Statistical Profile supporting planning challenges faced in the
of the Europe 2020 Strategy. Government reform, which is on the time. Significant functions in relation important input to the development
document, as well as commentary two jurisdictions and identifies
agenda in both of the jurisdictions to regeneration, local tourism and of community planning processes.
on the response required. the potential for non-statutory
Regional Related Europe which make up the Central Border business support will be transferred
collaboration in spatial planning to
2.1 The RSF and the Policies mutual benefit. This RSF is an early Strategic 2020 Drivers Region. The development of the RSF to the Northern Ireland Councils.
and Strategies of Ireland example of the type of co-operation Framework is particularly timely as developments
The proposed new local government
and Northern Ireland Objectives in the role of local authorities on both
envisaged in the Framework for Co- boundaries in Northern Ireland after
sides of the border are producing a
The Regional Strategic Framework operation at the level of a region. 2015 are shown in the map below.
A smart and Smart Growth convergence of functions and roles.
has been funded by the INTERREG The Framework for Co-operation
internationally Although the implementation of the
IVA Programme, the Irish Government described this form of working together competitive region The Action Plan for Jobs, the
new arrangements is more advanced
and the Northern Ireland Executive, as Level 2 Co-operation where local development of County Action Plans,
A people-centred Inclusive Growth in the Republic of Ireland than in
as an important step towards the authorities North and South are the Alignment Report and the new
and inclusive Northern Ireland, during the period
full implementation of the National emphasis on local employment
‘responsible for achieving national region of this Framework Councils in the
Spatial Strategy for Ireland and the actions on local employment actions
and regional spatial planning Central Border Region will have the
Regional Development Strategy A sustainable Sustainable Growth as set out in the ‘Putting People First
objectives through the delivery region
opportunity to learn from each other’s
for Northern Ireland and in making Action Plan’, are all tending to give
of local plans, programmes and approaches and to share strategic
an important contribution to the An accessible and Smart Growth in local authorities in the Republic of
projects that are well integrated and operational perspectives around
realisation of the Europe 2020 connected region relation to telecoms Ireland a stronger and more strategic
in a cross-border context’. an enhanced range of issues and
Strategy on the island of Ireland. provision. economic development remit.
functions including the potential
It is not intended that the RSF will Inclusive Growth in
The National Spatial Strategy and Under Putting People First the for joint initiatives around common
supersede any of these key plans and relation to improved
the Regional Development Strategy Border Region will be subsumed needs and priorities in Emergency
strategies. Instead, it proposes to act access to local and
are the key spatial policies of the two into a new Connaught Ulster services; Arts, Heritage and Culture; CAUSEWAY COAST &
as a framework for regional cross- regional services. GLENS DISTRICT
Governments, which themselves are Regional Assembly which will be Recreation services; Tourism; and
border cooperation, within the context Sustainable Growth
reflections of wider policies, such as responsible for articulating the Environmental and Technical services
of the NSS & RDS and the Europe 2020 in relation to
the National Recovery Plan for Ireland promoting the switch development needs of the Border MID & EAST
strategy and the particular plans and DERRY &
ANTRIM DISTRICT
and the Programme for Government to more sustainable Counties. These new arrangements STRABANE
strategies of the local authorities which DISTRICT
for Northern Ireland. The principles of transport modes. will have considerable implications
make up the Central Border Region. ANTRIM &
NEWTOWNABBEY BELFAST
these documents and of the Europe for spatial, economic and social MID ULSTER DISTRICT DISTRICT
2020 Strategy, together with the infrastructure in the Border Region. DISTRICT
NORTH
identified needs of the Central Border FERMANAGH &
DOWN &
ARDS
LISBURN &
Region, have been among the principal Smart
OMAGH DISTRICT
CASTLEREAGH
DISTRICT
building blocks of the Regional Growth DISTRICT
Strategic Framework. In addition the
ARMAGH, BANBRIDGE &
Border Regional Authority’s Regional CRAIGAVON DISTRICT
Planning Guidelines and the existing
plans, strategies and priorities of the NEWRY, MOURNE &
local authorities in the area and the Sustainable Inclusive DOWN DISTRICT
Growth Growth
extensive stakeholder consultation
processes, which contributed to the
development of the RSF, have also
The Strategic Context for
the Central Border Region
2
2.4 Outcomes from the Regional
page page
Strategic Framework
14 It is intended that the Regional
Strategic Framework will provide a
• The Central Border Region
participates in a range of European
15
structure, skeleton or scaffolding on networks covering smart, inclusive
which more detailed plans will be and sustainable growth, to
developed from time to time over the learn from other regions and to
period to 2027. In this sense the RSF share its experience with other
should be seen as a living document rural cross-border areas;
and not as a prescriptive plan.
• The Region has a much greater
This has the advantage of maintaining sense of its own identity
relevance as circumstances change and has shared pride in that
over time and new opportunities or identity with its citizens;
new challenges emerge. This also
• Greater success as a Region
means that it is not possible to predict
in drawing down EU and
in quantitative terms the impact which
national funds; and
the RSF will have - this will depend on
the priorities selected from time to time • The local authorities of the Region,
and the financial and other resources the Government Departments which
which will be allocated to them. engage with the Region, regional
stakeholders and citizens of the area
However some of the potential impacts
all see a more confident, outwardly
can be described qualitatively. In
focused, sustainable and coherent
relation to the four objectives of a
Region making a distinctive
smart and internationally competitive
contribution to economic renewal
region, a people centred and inclusive
and growth on the island of Ireland
region, a sustainable region and an
and offering the best possible
accessible and connected region,
quality of life to its residents.
the potential impacts of the Regional
Strategic Framework are given in
the appropriate later Sections (see
Sections 4.4, 5.4, 6.4 and 7.4).
There are also some cross-cutting
impacts which do not fall easily
under the four objectives, or are the
cumulative effect of all of the actions
taken under the Framework. Those
cross cutting impacts include:
A Profile of the
Central Border Region
3
This Section provides a short profile The difficulties in using non-Census 3.1 Key Demographic and
page page
of the Central Border Region. data are set out in detail in the Economic Statistics
16 Much more detailed information
is available in DataCENTRAL, the
wider Central Border Regional
Central Border Region Data Profile
but essentially they relate to the use
of different statistical definitions and
The ten existing member Council areas
of the Central Border Region, together
Population projections1 suggest
that the Region’s total population
The Region is predominantly rural in
nature, characterised by a dispersed
17
with the inclusion of an additional local will grow to 754,218 by 2016 and to population and distance from major
Data Profile, which is one of the different time periods on each side
authority - Magherafelt District Council 804,818 by 2022. This would represent urban centres. Approximately one third
principal outputs of the ICBAN of the Border. The challenge which
- which is seeking to join ICBAN a 12% rate of population change of the population live in settlements
Spatial Planning Initiative, of the Regional Strategic Framework
with effect from autumn 2013, had a over the decade to 2022, which is a over 1,500 population, and two
which this Regional Strategic has identified in working with non-
population of approximately 700,000 in slightly lower rate of growth than was thirds in small settlements and open
Framework is also an output. census data sources is a constraint
2011 and that population had increased experienced in the decade to 2011. countryside. This makes the region
on border regional development
The analysis of the Region has had by 18% since the 1991 Census. This rate of projected population quite ‘rural’ - with all the associated
which has also been noted by other
the advantage of being able to draw growth would be well in excess of the challenges for ‘critical mass’ and the
organisations active in cross-border County Donegal accounted
on the recent results of the 2011 projected Northern Ireland population cost of services provision. There are
development, such as CAWT and for just under ¼ of the total
Censuses. (The Census is held every growth over the period (6.9%) but in excess of 50 villages of over 1,000
the ICLRD. It is important that work regional population.
10 years in Northern Ireland and every below the projected Republic of population, with a greater number of
to improve cross-border data sets
5 years in the Republic of Ireland). With the exceptions of Armagh, Ireland average growth (17.2%). small villages and hamlets of less than
from sources other than the censuses
Cookstown, Dungannon and 1,000 population.
The Census information enables continues to remove this constraint The table below shows the key
on cross-border development. Magherafelt, the population density
comparisons to be made with demographic statistics for the The Region’s economy is dominated
is quite low across the Region and
earlier periods. However, statistical Central Border Region, taken by small businesses. Of an estimated
well below the average population
comparisons on a cross-border from the 2011 Censuses. 33,769 VAT or PAYE registered
densities for both the Republic of
basis using data from sources other businesses in the Region, just 29 have
Ireland and Northern Ireland.
than the Censuses is difficult. more than 250 employees and just 374
have more than 50 employees. 91% of 1
all businesses employ fewer than 10 Data on the population
persons. projections is provided
in the Statistical Analysis
Supporting Document
Area Population Population Population Population Population Population Population Population, Population
1991 2001 / 2011* Change Change Change Densities / Change and Population
2002* 1991- 2001/02 1991-2011 person per Density
2001/02% -2011% % km2**
Cavan 52,796 56,546 73,183 7.1% 29.4% 38.6% 39.4
Donegal 128,117 137,575 161,137 7.4% 17.1% 25.8% 33.8
Leitrim 25,301 25,799 31,798 2.0% 23.3% 25.7% 21.2
Monaghan 51,293 52,593 60,483 2.5% 15.0% 17.9% 47.5
Sligo 54,756 58,200 65,393 6.3% 12.4% 19.4% 36.5 * Source: 2011 Census
Armagh 51,817 54,263 59,340 4.7% 9.4% 14.5% 89.5
(CSO and NISRA)
Cookstown 31,082 32,577 37,013 4.8% 13.6% 19.1% 72.3 ** Source: NI Data: http://
Dungannon 45,448 47,735 57,852 5.0% 21.2% 27.3% 75.8 www.nisra.gov.uk/
Fermanagh 54,033 57,527 61,805 6.5% 7.4% 14.4% 37.3 demography/default.asp3.
Magherafelt 36,290 39,780 45,038 9.6% 13.2% 24.1% 78.6 htm; 2011 data
Omagh 45,809 47,953 51,356 4.7% 7.1% 12.1% 47.2 ROI Data: http://www.cso.
Region 576,742 610,548 704,398 5.5% 13.3% 18.1% 42.7 ie/px/pxeirestat/Statire/
ROI 3,525,719 3,917,203 4,588,252 11.1% 17.1% 30.1% 67.0 SelectVarVal/saveselections.
Northern Ireland 1,577,836 1,685,267 1,810,863 6.8% 7.5% 14.8% 133.1 asp; 2011 data
A Profile of the
Central Border Region
3
The table below shows the size The increase in the rates of These are all traditional economic This is a consequence of many In the Central Border Region there In summary, just over 20,000 people
page distribution of VAT or PAYE unemployment is particularly notable sectors and their status in this Region young people needing to leave the has been significant progress from are employed in agriculture in the page
18 Registered Businesses in the
Central Border Region.
in relation to the Counties in the
Republic of Ireland. The following
two charts show, respectively,
reflects the need to consider how to
modernise the employment structure
of the area. Census data also shows
region to attain employment and
qualifications. Although past trends
have shown that people will come
secondary to tertiary in the past
10 years as employment in the
tertiary sector grew from 60.6% to.
Region. The Construction industry
employs over 24,000 people and
over 33,000 people are employed in
19
In the period between the 2001 and
the numbers in employment and that despite strong outputs in terms of back if opportunities are presented. 68.9%, while employment in the manufacturing, a reduction of just over
the 2011 Censuses, the Central Border
unemployment in the Central educational attainment in local schools, secondary sector declined from 7% on the previous 10 years. In Retail
Region experienced both an increase There are three general sectors of
Border Region in 2001 and 2011. many of the Region’s graduates leave 30.2% of all employment to 23.4%. there are over 40,000 people employed.
in the overall numbers in employment employment: the Primary Sector
for university and later employment. There are over 800 traded services
and an increase in the overall numbers Key sectors for employment in the which includes agriculture, forestry However, employment in the
Despite a significant improvement firms, which comprises ‘Finance/
in unemployment. This apparently Region include Agriculture, Forestry and fishing; the Secondary Sector secondary sector in the Region
compared to previous census results, Insurance’, and ‘Property/Real Estate’,
contradictory result arises from the & Fishing; Mining & Quarrying; which includes manufacturing remains above both the Ireland and
the Region remains characterised and employs over 16,000 people.
Region’s increased population over Manufacturing; Construction, Retail/ and construction; and the Tertiary Northern Ireland averages, while
by a high proportion of persons with
the period and an increased level Wholesale and Hotels & Restaurants. Sector also known as the service employment in the tertiary sector The main public sector employers are in
No Qualifications and that relatively
of labour market participation. sector, which typifies modern remains just below the respective health, education, central government
low proportions of residents hold
and progressive economies. regional and national averages. departments (and their agencies) and
Degree level qualifications or above.
Size Distribution of VAT 30%
or PAYE Registered Number of Employees Numbers in Employment
25% and Unemployment
Businesses. 100 - Total 2001 - 2011
Area 0-4 5-9 10 - 19* 20 - 49 50 - 99 250+*
249 Firms
20% Rates of Unemployed
Cavan 2,813 144 67 27 5 3,056
Donegal 5,072 - 175 53 -
15%
5,649
Leitrim 1,240 - 23 12 -
Graph
1,330 10%
Monaghan 2,382 - 71 36 - 2,641
2001/02
5%
Sligo 2,260 105 67 22 4 2,458 2011
Armagh 2,570 330 140 75 20 15 0 3,150 0
Armagh Cookstown Dungannon Fermanagh Magherafelt Omagh NI Cavan Donegal Leitrim Monaghan Sligo ROI
Cookstown 1,835 265 100 50 15 5 0 2,270
Dungannon 2,685 355 155 80 30 15 5 3,325 Change of Employment
Employment Sector 2001 / 2002 Employment Sector 2011
Fermanagh 3,575 360 135 75 30 10 5 4,190 Sectors for Central Border
Area Primary Secondary Tertiary Primary Secondary Tertiary Region 2001 - 2011
Omagh 2,630 315 120 65 10 10 5 3,155 No % No % No % No % No % No %
Magherafelt 2,085 265 95 60 25 10 5 2,545 Cavan 3,367 15.0% 6,821 30.4% 11,065 49.4% 3,381 12.4% 5,973 21.9% 16,438 60.2%
Region 31,037 994 808 345 29 33,769 Donegal 4,042 8.4% 13,741 28.4% 27,909 57.7% 4,036 7.6% 8,344 15.7% 38,103 71.5%
Rep of Ireland 177,547 9,769 5,215 2,441 459 195,431 Leitrim 1,275 12.8% 2,672 26.7% 5,454 54.6% 1,215 10.1% 1,914 16.0% 8,140 68.0%
Northern Ireland 51,560 8,915 4,085 2,190 660 345 200 67,955 Monaghan 2,856 13.5% 6,326 30.0% 10,693 50.7% 2,860 12.4% 5,109 22.2% 13,915 60.5%
Sligo 1,928 8.1% 6,023 25.2% 14,589 61.0% 1,770 7.0% 4,498 17.7% 17,572 69.1%
Numbers in Employment 60,000 Armagh 1,348 6.0% 5,752 25.8% 14,372 64.4% 1,340 5.0% 5,906 22.2% 18,223 68.5%
and Unemployment Cookstown 809 6.5% 4,037 32.6% 7,109 57.4% 819 5.1% 4,806 30.0% 9,711 60.7%
2001 - 2011 50,000
Dungannon 1,175 6.4% 5,862 31.8% 10,819 58.6% 1,286 5.0% 7,928 30.9% 15,439 60.2%
Employed Fermanagh 1,674 7.3% 6,439 28.3% 13,776 60.5% 1,474 5.3% 6,226 22.6% 18,688 67.8%
40,000
Magherafelt 968 5.8% 5,961 36.1% 9,065 55.0% 1,765 3.8% 6,358 31.8% 12,175 60.9%
Graph
30,000 Omagh 1,200 6.4% 4,715 25.3% 12,047 64.7% 1,239 5.7% 5,109 23.6% 14,454 66.7%
2001/02
Region 20,642 9.1% 68,349 30.2% 136,898 60.6% 20,185 7.6% 62,171 23.4% 182,858 68.9%
2011 20,000
Rep of Ireland 97,281 5.9% 411,495 25.1% 1031283 62.8% 94,247 5.2% 302,227 16.7% 1,309,575 72.5%
10,000 Northern 20,724 3.0% 166,462 24.2% 469,205 68.3% 17,822 2.2% 153,403 19.3% 587,567 73.9%
Ireland
0 Cavan Donegal Leitrim Monaghan Sligo Armagh Cookstown Dungannon Fermanagh Magherafelt OmaghA Profile of the
Central Border Region
3
the county/district councils, together Economic Activity • There is a strong economic 3.3 The Characteristics • Many successful businesses are • Public Sector administration
page employing over 85,000 people. development rationale for page
of the Region located in the Region with strengths employment base is also important
20 21
• The relative increase in
improved Broadband and Mobile in manufacturing in general and economically to the area; therefore
3.2 Implications of Census Data unemployment indicates the need Drawing upon the Census and
Phone coverage outside the in particular sectors such as any challenges to this need to be
for sustained action to support other data used in the Statistical
ICBAN commissioned a review of the main population centres. engineering, furniture, food and carefully managed in the interests
job creation locally in order to Profile and the Central Border
implications of the Census data for the wood processing. There are also of the area’s economy also;
prevent further disadvantage. • There is a need to identify key Region Data Profile, DataCENTRAL,
Region and for each of its constituent some strong companies in traded
regional Commercial Centres some of the key characteristics of • There is an important issue
Council areas2. Among the conclusions • There is a need for more effective services and pharmaceuticals. There
and to take measures to the Region can be identified; connected to net out-migration
of that review were the following; interventions to reduce the is, however, a need to enhance
reinforce their status to the of skilled labour and which needs
growing problem of long-term • The Central Border Region is the representation of knowledge-
Demography wider benefit of the Region. concerted support - especially
unemployment across the region. predominantly a rural area; the intensive service sectors, such
affecting young people - the
• The low rate of urbanisation Education and Skills largest town has a population as Professional, Scientific and
• The low rate of youth unemployment so-called ‘brain drain’;
implies continued importance of 21,000; many smaller towns Technical activities and Information
coupled with the high proportion • There is a need to focus on
of safeguarding commercial are faced with challenges to and Communication while still • Tourism represents a particularly
of young people under 16 Provision of Training for Green
centres in villages and dispersed the public and private services acting to protect the Region’s important source for economic
reflects the significant outward Energy, Creative Economy Sectors
communities as local service which they provide; strengths in manufacturing development in the Region,
migration of younger people. and wider Entrepreneurship Skills.
hubs. It also offers the potential to sectors by interventions which both in terms of attracting
promote the region on the basis Employment and Industrial Base • There is a need to retain or protect and diversify the sector; visitors (overseas and domestic)
of the attractions of rural living. attract back graduates through and providing a significant
• There is an opportunity to number of job opportunities;
measures to attract experienced
• The relatively low population translate agricultural employment
and qualified workers who
density suggests a need for more strength into higher value-added
could relocate and contribute to
integrated service provision and opportunities e.g. in Agri-Food
generating growth businesses.
effective public transport solutions. or Farm-based Businesses. This Characteristics and
region has key resources to advance • There is a need for a Regional skills Characteristic of Central Border Region Required Actions
• The above-average proportion of Required Actions
this and should seek to increase audit to assess supply and demand • Rurality of Central Border Region • Exploit opportunities for development of agri-food and forestry sectors
2
older persons indicates a strong
cross-Council projects to this end. of skills within regional labour force.
This is an edited potential demand for older person’s • Challenge to service projection in smaller centres • R
einforce role of major towns and villages as centres of provision of public and private
presentation of the findings services, disability services and • The area’s manufacturing strengths • There is an opportunity to promote • High quality environment services to their rural areas by experimenting with new models of service delivery
in an ICBAN study ‘Policy care, and niche retail outlets, and range across the region but there is a strong local Entrepreneurial • Significant renewable energy opportunities • Protect the Region’s environment as a major economic asset and for its own sake
Implications of Cenus a need for additional resourcing to clearly potential for a Manufacturing culture throughout the Region at • R
ealise renewable energy opportunities in areas such as wind, wave, tidal,
2011 for Central Border enable retention of rural provision. Corridor to be promoted in the the level of secondary and tertiary biomass etc. and the infrastructure required to export it from the Region
Region’, May 2013 Region which would provide a base education and for the promotion of
• The combination of a high proportion • D
ependence on manufacturing • Support innovation in existing businesses to maintain their competitive advantage
for further growth and collaboration. linkages between local businesses
of younger people and relatively and traditional sectors • A
lign 3rd level colleges and enterprise support
and education/training providers.
low levels of urbanisation reflects • The development of the Tertiary • R
elatively high proportion of employment organisations to establish new businesses
a need for the continued retention (Service) Sector lags behind that in Other in public sector • A
lign the educational and innovation resources of the Region around an agreed set
of rural education provision. both jurisdictions; there is both a • L
ow level of representation of of priority sectors to diversify and modernise economy
• Reduced household sizes and
need and an opportunity to develop knowledge based industries
• The reduction in the population of substantially increased numbers
this sector through collaborative,
working age reflects strong outward of households will require • Loss of young people through emigration • P
rovide incentives to those who wish to start a new
cross-border approaches.
migration following post-primary additional resources to maintain business as an alternative to emigration
• Relatively high levels of deprivation
education and a need to improve • There is a need to link training existing service level provision. • Provide incentives for existing emigrants to return to the Region to start a business
the retention or attraction back and business support to • Strong and distinctive cultural heritage
• The high proportion working from • Develop a strategic region-wide approach to retaining people with knowledge and skills
of young qualified individuals. encourage start-ups and growth
home across the region reflects the • A
ddress relative economic and social disadvantage of the Central
in 21st Century industries focused
urgency of improved connectivity Border Region and the inequalities within the area
around hubs of high capacity
and mobile/ broadband access. • Support those who are out of the labour market in gaining employment
telecommunications infrastructure.
• There is a need for additional • Foster a sense of regional identity and pride by developing the Region’s cultural heritage
resources to safeguard rural service
• R
elatively distant from main cities, • Improve key strategic roads to improve access to employment
provision and to deal with isolation
ports, airports, Universities etc. and markets and to ports and airports.
and lack of access to services.
• High proportion of businesses are in rural areas • Improvement of strategic ports within the Region
• Importance of tourism • Improve fixed and mobile broadband provision
• Develop the tourism assets of the RegionA Profile of the
Central Border Region
3
• Deprivation issues need to be 3.4 Actions to Develop the • Ensure that the growth of the Region
page acknowledged, appreciated and page
Central Border Region is inclusive in its character, offering a
22 also addressed. All of the Counties
within the Southern Central Border
Region are deprived relative to the
From the list of characteristics set
out above and from other information
range of opportunities to everyone,
addressing inequalities and
recognising the unique challenges
23
provided it is possible to identify
national average, with the exception of a rural cross-border area;
the actions required to further the
of Sligo. Overall, the Border Region
development of the Region. • Build on environmental strengths
is the most disadvantaged region
by investing in and developing
of the Republic of Ireland; and.- As Section 2 demonstrated, there
expertise in renewable energy,
is a strong alignment between the
• The Northern Ireland Multiple energy conservation and
economic policy aims of the EU, the
Deprivation Measure 2010 (NIMDM) sustainable development; and
Irish Government and the Northern
is the official measure of spatial
Ireland Executive, as expressed • Improving the ability of the Central
deprivation in Northern Ireland. On
in their policy documents and in Border Region to connect with other
this measure none of the Districts
their Spatial Planning policies. regions and its internal connections.
in the Northern part of the Central
Border Region are highly deprived, Combining those insights with the These can be summarised as actions
although Fermanagh is the 4th most analysis of this Section suggests that to develop new sources of competitive
deprived District in Northern Ireland the priorities for the Regional Strategic advantage for the Central Border
in terms of the extent of deprivation Framework are actions to: Region and as a result to make a major
and the 9th most deprived in terms contribution to the realisation of EU,
of income, while Omagh is the 7th • Build new economic strengths for
Irish Government and Northern Ireland
most deprived District in terms the Region based on innovation, its
Executive policies and priorities.
of the extent of deprivation. tradition of entrepreneurship and its
endowment of strong internationally
competitive businesses;A Smart and Internationally
Competitive Region
4
The first of the four objectives is that A study3 by Professors Bradley and Economic and business growth must Best Practice Case Studies for • Slim iii, under which three regions in The RSF provides an opportunity to
page the Smart and Internationally page
the Region should become smart Best, undertaken for the Centre for be supported by effective skills and north-mid Sweden are collaborating address a range of issues under the
24 and internationally competitive.
The Central Border Region has a
relatively specialised economy, as
Cross Border Studies and funded by the
INTERREG IVA Programme, concluded:
employability programmes. There
therefore is a need to create the
right enabling environment. Long-
Competitive Region Objective
It is useful to examine the experience
of other regions which have had to
through the SLIM project to develop
smart, sustainable and inclusive
regional growth. The project involves
Smart and Internationally Competitive
Objective, including the following; 25
“If regions such as the Irish border • Advancing the modernisation
shown by the balance of employment. term strategies need leadership, confront some of the issues facing 15 clusters and four universities
region are to prosper, other than of traditional manufacturing 4
It is focused on manufacturing, time and resources to deliver the Central Border Region. A Best and national authorities. The
by depending on transfers from and service sectors. Legislation to provide for
particularly processing of wood tangible results. This RSF approach Practice Case Studies Supporting regions concerned cover 60,000
more developed regions, then they Special Economic Planning
and food and light engineering, mirrors the economic restructuring Paper is available from www.icban. square kilometres, but are sparsely • Embracing opportunities in new
must build on and strengthen their Zones was approved
the construction sector, retail and advocated in both Northern Ireland com It sets out a series of examples populated, with around 820,000 emerging higher value added
productive base. And the existing by the Northern Ireland
wholesale distribution and tourism. and the Republic of Ireland. of initiatives which are all relatively people. They are undergoing areas, such as information and
productive base - good, bad or Assembly in June 2013.
Public service employment is also straightforward but draw their best long-term structural change, from knowledge-based sectors.
indifferent is where you must start”. 4.2 Relationship to Europe A study is required to
important to the area. By contrast practice status from the fact that the traditional industries such as pulp,
2020 Strategy • Alignment of the third level consider their possible
the proportion of employment in Fortunately the Central Border Region regions concerned have organised paper, steel and engineering, towards
educational resources of role in the Central Border
knowledge-intensive sectors is lower. has a strong base of locally owned and Activities undertaken under this themselves to address their identified knowledge-based industries. The
the Region around the key Region and to consider
externally owned companies serving objective align with the Smart Growth issues. There is the opportunity SLIM (Systematic Leadership
There are many successful and identified sectors (of Advanced whether and how such
local, national and international markets. component of the Europe 2020 Strategy to learn from these best practice and Innovative Management)
internationally competitive businesses Engineering and Manufacturing, Zones could be operated
These businesses are already smart under which EU Programmes can examples and then develop customised project aim is to be a learning
in the Region, particularly in sectors Agri-food development, Green on a cross-border basis.
and internationally competitive. The support activities such as technology regional approaches to the issues. platform to stimulate business
such as engineering and food and wood Technologies, Creative Media
task is to underpin the competitive development, innovation support, innovation. Among its benefits is
processing and these provide a basis for The Best Practice Case Studies Industries and Tradable services),
advantages of those businesses and improving access to information and a higher growth rate among the
growth and development. The skills and relevant to this objective are: drawing on EU Smart Growth
to develop more such businesses able communications technologies, and the participating companies. The project
educational attainment in the Region best practice examples such
to compete in these markets. This development of entrepreneurship. • The Pius-Check programme in includes around 700 companies,
require attention and there is a challenge as Pius-Check and Slim III.
will require more concerted action by the German North Rhine-Westphalia with 60,000 employees, gathered
in the out-migration of many highly 4.3 Opportunities for Smart and
the Region’s business and enterprise region, provides targeted support in 15 clusters. The companies • Cluster Development Initiatives
skilled and highly qualified workers. Internationally Competitive
support organisations and by its third to SMEs to identify savings in the are encouraged to participate in creating sectoral ‘knowledge
Region Objective
4.1 The Rationale for this Objective level educational institutions, which production cycle and to improve networking activities and research networks’, which bring synergies
3 are already strongly engaged. Both in The RSF provides a framework their efficiency and competitiveness. projects in order to develop new to operations in marketing, product
The Central Border Region, like all
Cross-Border Economic the Republic of Ireland and in Northern within which opportunities to take A consultancy approach is used products and services and increase development, new learning, and
regions, operates in an increasingly
Renewal - Rethinking Ireland local authorities are gaining new forward the four objectives can be to work with companies to identify employment. The clusters cover management approaches. These
globalised economy in which
Regional Policy in Ireland’, powers to generate economic growth identified, funded, implemented and new ways of working, with each everything from IT and services clusters can create competitive
companies and consumers can
John Bradley and Michael and employment in their areas and evaluated over the period to 2027. ‘audit’ costing between €10,000 sectors to traditional industries. advantages through development of
purchase goods and services from a
Best, published by the there is scope for them to work together and €15,000. Since the programme supply chains and joint procurement.
wide range of suppliers around the It is not appropriate to identify specific
Centre for Cross-Border to implement joint initiatives and to commenced in 2000, more than 500
world. This means that the Central projects to be carried out over this • Create a modern business
Studies March 2012 better address problems which are audits have been undertaken and
Border Region is in competition for time period. Instead ICBAN will support infrastructure (Green
common on both sides of the border. over 40% of the companies audited
investment with areas which have bring together the local authorities Tech Business Parks, Centres of
much lower labour and production More generally, there is a need of the region and other stakeholders made savings which they regarded Excellence, Special Economic
costs. At the same time, locally based to manage an evolution from a to identify projects which can be as ‘notable’. The EU recently Planning Zones4, Masterplanning of
companies which previously served traditional economic system which implemented to achieve the four identified the Pius-Check programme Brownfield Development Sites etc.)
local markets on the basis of low dominates in the Region, towards objectives over the time-frame to 2027. as a good practice case study. all contributing in distinctive ways
cost or proximity to the customer, higher value added industries. This to overall excellence in business
are facing increased competition and development must not mean that support across the Region.
will have to be more innovative, more traditional industries are isolated to
flexible or offer better service than their any extent but rather that the impact
competitors. In short, the Region needs of technologies etc. is fully realised
to find new competitive advantages to help reinvigorate these sectors.
to sustain and develop both externally
owned and indigenous companies.You can also read
