North Kildare Strategic Plan

Our Vision for SuccessStrategic Plan 2012-2015

North Kildare Chamber

NorthKildareChamber_StrategicPlan2012b.indd 1 19/04/2012 17:47

Our Vision:To�make�County�Kildare�the�location�of�choice�for�existing�and�potential�business�enterprises.


Message from the President 2

Who We Are 4

About Kildare 6

Vision 8

Methodology 10

What we heard from the Business Community 12

In 2015 we will be able to say... 14

Theme 1 – Marketing, tourism and promotion 16

Theme 2 – Business and IT 18

Theme 3 – Lifestyle and culture 20

Theme 4 – Optimising existing and emerging distinctive capabilities 22

Theme 5 – Services to business 24

Theme 6 – Education and research 26

Theme 7 – North Kildare Chamber focused action plan 28

Recommended organisation structure 32

Reviewing the plan 34

Funding the chamber 35

Acknowledgements 36

Appendix: Table of actions for the chamber 38

Contents 1

www.northkildarechamber.ie


It gives me great pleasure to introduce this strategic plan. Because the plan was developed through engagement with the wider Kildare business community, we feel that it represents the true voice of Kildare business. It is not just a strategic plan for North Kildare Chamber, but our collective vision for the future. I look forward with enthusiasm to playing my role in implementing the plan during my presidency.

This plan builds on the decision of the Naas Chamber toevolve into the North Kildare Chamber in order to position itself as a more inclusive organisation representing the business community in Kildare, and not just those located in Naas. Our 2012 to 2015 plan is visionary, practical and focuses on a small number of clear and measureable projects. It also provides for the creation of a county-wide, umbrella organisation so that some of the more substantial projects may be realised. Working with this umbrella group of business organisations and local authorities, the North Kildare Chamber looks forward to seizing the opportunities identified in this strategic plan.

During the planning process it was acknowledged byall participants that outstanding work is already beingdone through a network of voluntary and localauthority teams. However, their impact is being somewhat diluted as a consequence of the fragmented

Message from the Presidentapproach being adopted at present, which leads to the wasteful duplication of resources. To address this, we arechampioning the development of a comprehensive Kildareweb-portal to become a single resource for all businesses,communities and individuals who are interested inleveraging the outstanding resources that we alreadyhave in Kildare. This project has already commenced inconjunction with Kildare County Council and KildareLeader Partnership.

At a challenging time for our country, we need the business community to take a leadership role in our society. The passion and commitment of those who participated in this project and of others, has contributed to the growth, development and sense of identity in the county. The strategic plan builds on these strengths and

identifies opportunities to create a better future for everybody who chooses to live and work in Kildare.

The success of the plan is in our hands: yours and mine. Chamber members, as well as

others in the county, will all have their part to play. Their work will be supported by the small, dedicated full-time team in the chamber office. And I can assure you that I will work tirelessly with the board and the sub-committees in providing the correct framework to assist the team in achieving the goals and objectives contained in the plan.

“�At�a�challenging�time�for�our�Country,�we�need�the�business�community�to�take�a�leadership�role�in�our�society.”

We are all deservedly proud of our county and thepositive impact it has on Irish and overseas communities. It delivers tremendous satisfaction to all of us whether weare working in the North Kildare area, living in it, or both.

We all have a responsibility to continue to build on thecontributions and energies of the proud Kildare peoplewho went before us. This plan will provide us with a framework with which to deliver continued success for Kildare and for generations to come.

Thank you, in anticipation, for your help in the successful execution of the strategic plan. It is worth reiterating that this plan is not built exclusively for the North Kildare Chamber, rather it is a plan to ensure that Kildare becomes the best place in which to live, work and do business.

Eilis Quinlan, North Kildare Chamber of Commerce, President 2012

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Eilis QuinlanNorth Kildare Chamber PresidentQuinlan & Co Accountants

Mark GrahamNorth Kildare Chamber Treasurer Graham and Co Accountants

Len ReganNorth Kildare Chamber Vice-President Kildare TV

Allan ShineDirector of Membership Services

Edel McCabeNaas Racecourse

Sean MurrayNorth Kildare Chamber Secretary Naas Credit Union

Board Members:

Committee Members:

Anthony O’DeaGreen IT

Deirdre RocheBank of Ireland

Noel DempseyDooley Insurances

Corena O’BrienGardner HRM

Gerry O’HaganBord na Móna

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North Kildare Chamber is a representative organisation for business, supporting diverse enterprises across the county. At present we have in excess of 200 members, including retailers, accountants, racecourses, printers, craft enterprises and financial institutions, from micro-SMEs to large multinationals. Over the duration of this strategic plan, it is our ambition to double our membership to over 400. This expansion will contribute towards the funding of the additional staff we plan to recruit. These will include an IT and marketing executive, who will work alongside our Director of Membership Services, and additional support staff to work with our voluntary committees in providing outstanding value to our members. In turn, this will allow our members to grow their own businesses and increase the number of people they employ.

What does the plan mean for the chamber?

The first six themes in the plan focus on realising the vision for the project – To Make Kildare the Location of Choice for Business and Potential Business Enterprises. Theme seven pertains to supporting the growth of the North Kildare Chamber over the next three years. This will be vital if we are to fulfil our ambitions to deliver on the plan.

The objective agreed for the chamber over the lifetime of the plan is two-fold: to continue to grow the chamber membership while providing an outstanding service thereto; and “to put on the county jersey”. In order to achieve the latter, the chamber will join a

Who we arewider team comprising businesses, leisure providers and local government representatives who will work together cohesively to deliver the vision outlined in the strategic plan. We have already begun to build this umbrella body, which, we believe, will assist in the achievement of the goals outlined in the first six themes in the plan.

The seventh theme – dedicated to building on our already successful chamber – is broken into five key work streams:

• Networking• Education• Lobbying• Membership• Finance

The delivery of each work stream will be supported bya volunteer committee, which will work on achievingthe objectives outlined in each area.

We look forward with confidence to a stronger chamber, playing its part in creating a stronger business community and a stronger Kildare in the years ahead.

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“�Kildare�offers�a�wealth�of�attractions�for�visitors,�supported�by�a�network�of�hotels�and�resorts�un-paralleled�in�the�country.”


Kildare is a county that has seen rapid growth and changeover the last ten years during which time the population has nearly doubled. The latest census figures, from June2011, put the population at 209,622. During that ten-year period there has been significant investment in infrastructure – the motorway network now connects the county to the South and West, making Kildare a viable distribution hub.

There has also been an expansion, fuelled by population growth, in the housing stock over that period. The increase in population has ensured manpower for Kildare-based employers, but has also created so-called dormitory towns as many of the new residents commute to work in Dublin and elsewhere.

Kildare is fortunate to have attracted some of thebest employers in the world to sit alongsideworld-class, indigenous employers. Between them, they provide rewarding and enjoyable working environments.Our employer base is diverse; we have a vibrant, world-classequine industry; first-rate employers such as Pfizer, Bord na Móna and Newbridge Silverware; our electronics industry deserves special mention – the location of the European manufacturing headquarters of both Intel and Hewlett Packard in Kildare has earned Kildare the nickname ‘the Silicon Valley of Europe’.

Let’s look at the retail sector in County Kildare. Large supermarket distribution centres are located in NaasNewbridge and Kilcock; some of Europe’s most glamorousboutiques are in Naas; the county has high-quality shoppingmalls in its main towns – Maynooth has Manor Mills, Kildare town has Kildare Village Outlet Shopping and Newbridge has Whitewater.

About KildareThe Irish Defence Forces’ largest military base, its command headquarters, and its training centre are located at the Curragh.

Major pizza-making, soft drinks and frozen foodenterprises are located in Naas. Kildare is the centre of the Irish horse industry. It has more stud farms than any other county in Ireland and three important racecourses: Naas, Punchestown (near Naas) and Ireland’s leading course for flat racing, the Curragh. Kildare is also home to the state-owned Irish National Stud farm, an international equestrian centre in Kill and Goffs, the leading equine auction centre. Most of Ireland’s prominent show-jumping competitors live in,or come from, County Kildare, particularly the areas ofKilcock and Sallins. Several prominent internationalbreeders have substantial stud farms in Kildare, including many from the Arab world. Kildare offers a wealth of attractions for visitors, supported by a network of hotels and resorts and self-catering accommodation.

Sport is a passion for Kildare people and they have the facilities to play and enjoy many sports: excellent golf courses, some world-renowned, are dotted all over the county; great racecourses as befits the ‘Thoroughbred County’; vibrant rugby and soccer clubs; and the GAA club network within every village in the county.Each summer, this passion galvanises the entire county around the ‘Lillywhites’, Kildare’s senior Gaelic football team.

We are very proud of our county, what it offers and what it stands for. This plan endeavours to build a better future for all the communities and residents in Kildare.

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Vision

�To�make�County�Kildare�the�location�of�choice�for�existing�and�potential�business�enterprises

Mission:Our mission is to work with businesses, community groups, central and local government to provide information, support and the framework that will enable businesses and their employees reach their potential in Kildare.

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Our Values

Professional

Inclusive

Practical and Focused Leadership

Energetic

Voluntary Ethos

Respect and Integrity

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1. Marketing, Tourism and Promotion

2. Business & IT

3. Lifestyle and Culture

4. Optimising Distinctive Capabilities

5. Services to Business

6. Education and Research

North Kildare Chamber is the largest not-for-profi t businessorganisation in Kildare. One of the fastest growing chambers outside Dublin in 2012, it currently represents over 200 businesses. To help the organisation prepare for continued growth, the chamber identifi ed the need for a strategic plan that would provide a clear, concise roadmap for the next three years. Such a plan had to be developed with the input of chamber members in such a way that core member services were maintained during the consultation process.

A simple planThe plan needed to provide a clear set of guidelines and actions for the sub-committees and directors of the chamber.The plan was to be developed using the followingguiding principles:• The consultation process should make use of the existing

structure of the chamber, while extending the reach to other business and community representatives

• It should be volunteer-led• It should be deeply consultative in nature• It should be comprehensive, addressing all areas of

business life in Kildare• The output should be easy to comprehend and the

actions should be deliverable within an acceptable timescale, the output should be measureable

How it all started In October 2011, the Chamber acknowledged that there was a need for a strategic plan. In November 2011, a steering committee was established to oversee the planning process.The chamber invited the following individuals to form the steering group for the formulation of the three-year plan: Allan Shine, Chamber Member Services Executive; Eilis Quinlan, Principal at Quinlan & Co; Len Regan, CEO Kildare TV; Sean Murray, General Manager of Naas Credit Union; Dave Cagney, Pfi zer site leader, Newbridge; Gerry O’Hagan,

MethodologyDirector Marketing & Communications, Bord na Mona; Maureen Bergin, Retail Director Kildare Village The team appointed Pinta, specialists in the area of strategic planning. In defi ning the scope of the strategic plan, the steering group chose to focus on creating a framework to allow Kildare to become the location of choice for existing and potential businesses.

The planning process began with a series of workshops with chamber members and other business organisations throughout the county. These workshops threw up many ideas and aspirations for Kildare. It seemed there was a real desire to create a strategic plan that would be truly representative of all businesses in the county. The need to eradicate the duplication of effort on certain projects in the county was also strongly named. The core areas upon which the plan would be built were identifi ed as follows:


The initial workshop was attended by 74 people from 65 different businesses, 77% of those volunteered to participate in the work groups to further develop the plan. Six work group committees were established to further refine and distil the themes from the workshop, each of which had a leader appointed whose role it would be to manage and facilitate the workgroup committee sessions.

• Marketing, Tourism Weldon Mather, and Promotion WM Consultancy

• Business & IT Len Regan, Kildare TV

• Lifestyle and Culture Lucina Russell, Kildare County Council

• Optimizing Distinctive Eilis Quinlan, Capabilities Quinlan & Co. Accountants

• Services to Business Allan Shine, Chamber Member Services Executive

• Education and Research Dave Cagney, Pfizer

Each committee worked together over a four-weekperiod and completed, in a number of meetings, the component of the plan with which it was tasked. Pinta consolidated the inputs from the six work groups and developed a draft summary for review. This draft was presented to the steering group, who reviewed each of the component parts and completed a capacity analysis to ensure each objective could be completed within the time period as outlined by the work group. It was agreed by the steering committee that the team needed to develop a focused plan to support the growth of the chamber specifically – theme seven of this strategic plan deals with this area.

This document is a plan built by the peopleof Kildare for the people of Kildare, to assist us in delivering on our mission and vision, while staying true to our values.

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What we heard from the Kildare Business Community

There needs to be a central repository or a virtual location that has all support mechanisms in place for businesses in Kildare i.e one county website.

Kildare needs one comprehensive events guide including all events, attractions and promotions that are taking place across the county.

Develop a brochure for perspective employees or businesses moving to Kildare outlining the unique, distinctive capabilities.

Think Horse – Think Kildare

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Kildare Should be the Silicon Valley of Ireland and all surrounding businesses will prosper.

Establish a Kildare brand that is promoting the county and attracting visitors and businesses from Ireland and overseas.

Create a job and education expo for Kildare students and businesses to learn about all intern, study and employment opportunities.

Kildare needs to have a Kildare ambassador programme in place promoting and attracting businesses to Kildare.

A greater link or relationship should be in place with NUI Maynooth and other educational facilities in the county and the Kildare business community.


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1. Marketing, Tourism and Promotion Kildare has done an outstanding job in promoting itself as a location in which to live and work by

communicating with excellence key messages to all stakeholders highlighting its unique attributes to customers and businesses using one comprehensive online portal and new media platforms.

5. Services to Business Kildare has developed a communication and resource framework that enables all businesses in

Kildare to work together to allow them reach their potential.

6. Education and Research Kildare has done an outstanding job in partnering with educational institutions ensuring that

the students and graduates are meeting the needs of the community within Kildare and that businesses are utilising the resources from the educational sector to provide employment and enriched communities throughout the county.

4. Optimising Existing and Emerging Distinctive Capabilities Kildare has maximised the impact of its distinctive capabilities by a. Being acknowledged as a worldwide centre of excellence for the equine industry b. Being acknowledged as the best location for establishing a distribution hub in Ireland c. Being recognised as a location that promotes its unique tourist amenities with excellence d. Being recognised as a location that promotes a multi-lingual resource pool for businesses

3. Lifestyle and Culture Kildare has become recognised as an outstanding place to live or visit as a consequence of a

cohesive programme highlighting events, activities and attractions for individuals, families and businesses.

2. Business and IT Kildare has been tremendously successful in supporting businesses and communities by utilising

its existing business success stories as a resource and by creating an outstanding IT infrastructure through innovation which is a key selling point for the county.

In 2015 we will be able to say:

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Key Projects/Outcomes Outcome Sought 2012 2013 2014 Responsibility

1. Create a plan for developing a single marketing, information and promotion resource portal

A single, virtual location where businesses andindividuals can gain access to informationregarding support and assistance in respectof Kildare

• Development of a project plan with timelines in co-operation with Kildare County Council

• Single online portal in place

• Create a mobile portal for smartphones • Annual customer satisfaction survey in place Project Team and Kildare County Council

2. Develop and put in place a directory of high-net-worth individuals or philanthropic funds that could support business, enterprise or educational programmes in the county

Create new programmes to supportand promote business enterprise andeducational initiatives

• Develop framework for the directory linking to Tourism Ireland’s “The Gathering 2013” project

• Identify a dedicated resource to support the project

• Draft directory in place Marketing, Tourism and Promotion Committee

3. Partner with other counties/communities in Ireland and overseas to identify best practice with regard to creating great environments for people to live and work in

Kildare is attracting business from outside thecounty/country by mimicking the successof other locations in Ireland and abroad

• Identify best practice within Ireland

• Identify best practice overseas • Review and evaluate success of promotion initiatives

Marketing, Tourism and Promotion Committee

4. Develop a rewards programme for residents and visitors to promote businesses in Kildare

Kildare businesses and individuals have nationalexposure via the rewards scheme and are benefiting from such partnership

• Develop a project plan and resource model to support the development and implementation of a rewards programme

• Pilot rewards programme within two locations within the county

• Evaluate programme Roll out to all locations in the county


5. Develop a process to maximise the reach and profile of the strategic plan and to provide updates to each shareholder group on a quarterly basis

Kildare‘s strategic plan has the maximumexposure both within the countyand nationally

• Work with the media group in developing a roll-out strategy for the strategic plan. Populate a steering group to review the plan on a quarterly basis

• 4 quarterly updates • Annual Forum of Stakeholders to

review the plan

• Commence work on the development of the next phase of the strategic planning process

Strategic Plan Steering Committee

6. Develop a social media strategy for businesses and enterprises located in Kildare to promote their offering to residents and visitors alike

Kildare has a social media strategy inplace assisting businesses and individualsto network successfully

• Develop a project plan and resource model to support the development and implementation of a social media strategy

• Pilot social media strategy with 3 sectors • Extend social media strategy to all sectors Marketing, Tourism and Promotion Committee

ThEME 1

Marketing and Promotion

2015 OutcomeKildare has done an outstanding job in promoting itself as a location in which to live and work by communicating with excellence key messages to all stakeholders. The key messages, highlighting its unique attributes to customers and businesses, were transmitted using one comprehensive, online portal in conjunction with new media platforms.

In order to achieve this, the following key projects have been identified:1. Develop a single marketing, information and promotion resource hub for residents, visitors, and new and potential businesses. This project will be completed in co-operation with Kildare County Council and the Kildare Leader Programme

2. Create a directory of high-net-worth individuals and philanthropic funds as a resource for business enterprises or educational programmes in the county seeking financial support


4. Evaluate the opportunity of developing a rewards programme for residents and visitors to encourage loyalty to Kildare businesses



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1. Create a plan for developing a single marketing, information and promotion resource portal

A single, virtual location where businesses andindividuals can gain access to informationregarding support and assistance in respectof Kildare

• Development of a project plan with timelines in co-operation with Kildare County Council

• Single online portal in place

• Create a mobile portal for smartphones • Annual customer satisfaction survey in place Project Team and Kildare County Council

2. Develop and put in place a directory of high-net-worth individuals or philanthropic funds that could support business, enterprise or educational programmes in the county

Create new programmes to supportand promote business enterprise andeducational initiatives

• Develop framework for the directory linking to Tourism Ireland’s “The Gathering 2013” project

• Identify a dedicated resource to support the project

• Draft directory in place Marketing, Tourism and Promotion Committee


Kildare is attracting business from outside thecounty/country by mimicking the successof other locations in Ireland and abroad

• Identify best practice within Ireland

• Identify best practice overseas • Review and evaluate success of promotion initiatives


4. Develop a rewards programme for residents and visitors to promote businesses in Kildare

Kildare businesses and individuals have nationalexposure via the rewards scheme and are benefiting from such partnership

• Develop a project plan and resource model to support the development and implementation of a rewards programme

• Pilot rewards programme within two locations within the county

• Evaluate programme Roll out to all locations in the county



Kildare‘s strategic plan has the maximumexposure both within the countyand nationally

• Work with the media group in developing a roll-out strategy for the strategic plan. Populate a steering group to review the plan on a quarterly basis

• 4 quarterly updates • Annual Forum of Stakeholders to

review the plan

• Commence work on the development of the next phase of the strategic planning process

Strategic Plan Steering Committee


Kildare has a social media strategy inplace assisting businesses and individualsto network successfully

• Develop a project plan and resource model to support the development and implementation of a social media strategy

• Pilot social media strategy with 3 sectors • Extend social media strategy to all sectors Marketing, Tourism and Promotion Committee

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1. Create a directory and map of broadband providers including a table of desirable performance levels within the county so that an optimum service is provided county-wide

Business in Kildare are aware of what broadband providers are available to them in their area and can get optimal services in more locations.

• Contact all broadband providers and develop a directory of the offering, performance and penetration levels of each provider

• Publish Directory

• Update the directory and map • Update the directory and map Business and IT Committee

2. Create a mentoring network that will assist businesses in leveraging the expertise that already exists within successful enterprises and government resources in the county. This will be done in co-operation with the Kildare Volunteer Bureau, Kildare Enterprise Board and Kildare Leader Partnership

Businesses are leveraging the expertise that already exists within successful enterprises and government resources in the county.

• Pilot the mentor programme in the hospitality and IT sectors

• Evaluate pilot and roll out the programme to retail, start-ups, and manufacturing businesses

• Roll out to all business Marketing, Tourism and Promotion Committee in conjunction with Kildare Volunteer Bureau

3. Replicate the Naas wi-fi project across as many locations as possible within the county to ensure that Kildare derives a competitive advantage from assuming a leadership position with respect to free, public wi-fi for urban areas

Kildare is recognised as a leader in the area of provision of free Public Town Wi-Fi.

• Evaluation of Naas wi-fi project. Develop costings and proposed funding model to roll out to other selected pilot locations

• Roll out to two additional towns within Kildare and map the return on the investment

• Roll out to remaining locations where possible

Business and IT Committee

4. Incorporate a Kildare Business Directory into the portal project as outlined in the Marketing, Tourism and Promotion theme

There is one source where all Kildare Businesses are listed with contact details including web link.

• Develop project plan with the Marketing, Tourism and Promotions Committee to complete the business directory in conjunction with Kildare County Enterprise Board and Kildare County Council.

• Promote Business Directory concept to businesses and enterprises

• Evaluate the return on listings from businesses

Business and IT Committee, Kildare Enterprise Board, Kildare County Council

5. Develop a resource and networking calendar to promote collaboration and the sharing of best practices between enterprises in the county

Businesses in Kildare have access to the best practice through a series of forums and education resources.

• Develop a calendar of networking events.

• Develop a proposal for recognition of best practice within enterprises in Kildare

• Publish best practise case studies from enterprises within the county

• Review networking calendar based on feedback from participants


6. Work with existing volunteer groups to solicit their support in delivering key project 2, outlined earlier in this section

Kildare businesses have a mentoring network to contact for all business needs.

• Partner with the “Silver Surfers”, Age Action group and others to feed into mentoring network

• Evaluate requirements and assess expertise within voluntary groups to increase mentor network

• Review Mentor programme Business and IT Committee, Kildare Volunteer Bureau

7. Establish an Irish Silicon Valley project plan which will use the ‘Blue Chip’ companies already in Kildare to attract established and start-up enterprises to Kildare.

Kildare establishes itself as the preferred location for ICT businesses and as a great location to situate an existing or start-up business within this sector.

• Develop project plan and solicit support from the ICT sector and government agencies defining success criteria timelines and a resource plan

• Publish project plan and strategy for Irish Silicon Valley project

• Execute Phase I of Silicon Valley project plan • Evaluate plan and adjust as appropriate Business and IT Committee

8.��Create a brand identity that can be used by individuals and businesses to promote their products and services to residents and visitors.

Kildare has established a clear identity and market offering embracing brand ambassadors in each key sector.

• Develop a project plan and solicit support from Kildare Fáilte

• Launch the New Kildare brand identity

• Appoint Brand Ambassadors • Host Kildare Economic Forum utilising new brand collateral

Business and IT Committee, Kildare Fáilte

9.��Assist Government agencies in attracting business to Kildare by developing tools derived from the business community such as successful case studies and compelling reasons to locate to Kildare

Government Agencies have in place compelling examples and case studies showcasing Kildare to potential businesses in Ireland and Overseas.

• Develop the methodology to identify the case studies and compelling reasons to locate in Kildare

• Case studies in place for each employment sector in the county

• Evaluate with government agencies the impact and relevance of case studies in attracting new business


Theme 2

Business and IT

2015 OutcomeKildare has been tremendously successful in supporting businesses and communities by utilising its existing business success stories and by creating an outstanding IT infrastructure through innovation, a key selling point for the county. In order to achieve this, the following key projects have been identified:1. Create a directory and map of broadband providers including a table of desirable performance levels within the county so that an optimum service is provided county- wide. Communicate with broadband providers to identify barriers to establishing

high speed connectivity in the county and work to remove these barriers and improve speeds and access

2. Create a mentoring network that will assist businesses in leveraging the expertise that already exists within successful enterprises and government resources in the county. This will be done in co-operation with the Kildare Volunteer Bureau, Kildare Enterprise Board and Kildare Leader Partnership

3. Replicate the Naas wi-fi project across as many locations as possible within the county to ensure that Kildare derives a competitive advantage from assuming a leadership position with respect to free, public wi-fi for urban areas and integrate marketing and

tourism campaigns through this network





8. Create a brand identity that can be used by individuals and businesses to promote their products and services to residents and visitors.

9. Assist Government agencies in attracting business to Kildare by developing tools derived from the business community such as successful case studies and compelling reasons to locate to Kildare

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1. Create a directory and map of broadband providers including a table of desirable performance levels within the county so that an optimum service is provided county-wide

Business in Kildare are aware of what broadband providers are available to them in their area and can get optimal services in more locations.

• Contact all broadband providers and develop a directory of the offering, performance and penetration levels of each provider

• Publish Directory

• Update the directory and map • Update the directory and map Business and IT Committee

2. Create a mentoring network that will assist businesses in leveraging the expertise that already exists within successful enterprises and government resources in the county. This will be done in co-operation with the Kildare Volunteer Bureau and Kildare Enterprise Board

Businesses are leveraging the expertise that already exists within successful enterprises and government resources in the county.

• Pilot the mentor programme in the hospitality and IT sectors

• Evaluate pilot and roll out the programme to retail, start-ups, and manufacturing businesses

• Roll out to all business Marketing, Tourism and Promotion Committee in conjunction with Kildare Volunteer Bureau

3. Replicate the Naas wi-fi project across as many locations as possible within the county to ensure that Kildare derives a competitive advantage from assuming a leadership position with respect to free, public wi-fi for urban areas

Kildare is recognised as a leader in the area of provision of free Public Town Wi-Fi.

• Evaluation of Naas wi-fi project. Develop costings and proposed funding model to roll out to other selected pilot locations

• Roll out to two additional towns within Kildare and map the return on the investment

• Roll out to remaining locations where possible



There is one source where all Kildare Businesses are listed with contact details including web link.

• Develop project plan with the Marketing, Tourism and Promotions Committee to complete the business directory in conjunction with Kildare County Enterprise Board and Kildare County Council.

• Promote Business Directory concept to businesses and enterprises

• Evaluate the return on listings from businesses

Business and IT Committee, Kildare Enterprise Board, Kildare County Council


Businesses in Kildare have access to the best practice through a series of forums and education resources.

• Develop a calendar of networking events.

• Develop a proposal for recognition of best practice within enterprises in Kildare

• Publish best practise case studies from enterprises within the county

• Review networking calendar based on feedback from participants



Kildare businesses have a mentoring network to contact for all business needs.

• Partner with the “Silver Surfers”, Age Action group and others to feed into mentoring network

• Evaluate requirements and assess expertise within voluntary groups to increase mentor network

• Review Mentor programme Business and IT Committee, Kildare Volunteer Bureau


Kildare establishes itself as the preferred location for ICT businesses and as a great location to situate an existing or start-up business within this sector.

• Develop project plan and solicit support from the ICT sector and government agencies defining success criteria timelines and a resource plan

• Publish project plan and strategy for Irish Silicon Valley project

• Execute Phase I of Silicon Valley project plan • Evaluate plan and adjust as appropriate Business and IT Committee

8.��Create a brand identity that can be used by individuals and businesses to promote their products and services to residents and visitors.

Kildare has established a clear identity and market offering embracing brand ambassadors in each key sector.

• Develop a project plan and solicit support from Kildare Fáilte

• Launch the New Kildare brand identity

• Appoint Brand Ambassadors • Host Kildare Economic Forum utilising new brand collateral

Business and IT Committee, Kildare Fáilte

9.��Assist Government agencies in attracting business to Kildare by developing tools derived from the business community such as successful case studies and compelling reasons to locate to Kildare

Government Agencies have in place compelling examples and case studies showcasing Kildare to potential businesses in Ireland and Overseas.

• Develop the methodology to identify the case studies and compelling reasons to locate in Kildare

• Case studies in place for each employment sector in the county

• Evaluate with government agencies the impact and relevance of case studies in attracting new business


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1.��Develop one comprehensive events calendar for Kildare outlining events, attractions and promotions within the county, updated on a monthly basis

There is one source for ‘what’s on’ in Kildare (digital and hard copy).

• Partner with Kildare Fáilte in developing this guide

• Develop a marketing strategy to promote the guide to all communities within the county

• Launch online guide

• Evaluate the success and awareness of the guide

• Evaluate the requirement for a print version

• Develop a guide for family activities as part of the offering

Evaluate satisfaction levels of the guide in terms of reach and quality of information

Lifestyle and Culture Committee, Kildare Fáilte

2. Develop a programme to create outstanding guides for all major towns and tourist attractions within Kildare

Each town in Kildare has a free map available inall businesses to showcase their town to visitors

• Evaluate offerings within other locations in Ireland and overseas to identify best practice

• Revise existing offering to incorporate best practice

• Launch new guides for all major towns in Kildare

Evaluate the concept of developing an app to support the guide being accessible via smartphone


3. Evaluate the potential for a “Kildare for a day” tour service, leveraging the attractions with cross-marketing opportunities for Kildare businesses

Kildare offers an outstanding day out via the“Kildare for a day” programme

• Evaluate Kildare for a day concept and develop business plan inclusive of financials

• If evaluation is positive, pilot the programme Review the programme if in place Lifestyle and Culture Committee

4. Further augment the existing Heritage Week and Culture Night initiatives in Kildare with the support of Kildare Fáilte

These initiatives highlight the county’s arts,crafts, cultural and heritage amenities

• Continue to monitor participation from heritage and cultural sector. Monitor audience for attendance and participation

Lifestyle and Culture Committee, Kildare Fáilte, County Heritage Officer, County Arts Officer

5. Evaluate the potential for development of a culinary trail in Kildare based on successful initiatives in other locations

There is a county-wide culinary trail that isattracting visitors from all over Ireland

• Identify successful initiatives in other locations

• Evaluate culinary trail concept and secure funding

• If evaluation is positive, pilot the programme Review the programme if in place Lifestyle and Culture Committee, Kildare Fáilte, Bord Bia

6. Liaise with NUI Maynooth, Tallaght IT and Carlow IT to promote greater linkages and use of their facilities with the business community

Maximise synergies between NUI Maynooth,Tallaght IT and Kildare businesses.

• Work with NUI Maynooth and Tallaght IT in developing a project plan

• Launch initiative Review the outcome of the initiative based on agreed success criteria.

NUI Maynooth, Lifestyle and Culture Committee, Tallaght IT

7. Work proactively with Groupon and other discount providers in developing a targeted initiative to support businesses within the county

Maximise the return derived from discountprogrammes to businesses residents and visitorsto the county

• Evaluate the existing operators providing discount programmes

• Develop partnership with selected provider to promote a bespoke Kildare offering

• Launch partnership with appropriate marketing support

Evaluate the partnership and impact of the programme

Lifestyle and Culture Committee

8. Partner with the Turf Club/ HRI and other racecourses to develop community-based initiatives to maximise the impact of the events within Kildare

Business communities in Kildare are benefitting from events held at the racecourses in the county

• Work with the Turf Club and racecourse owners to promote linkages with their respective communities to increase the attractiveness of their offering

• Develop a marketing strategy to promote the offerings

• Launch annual festival guide Review and launch annual festival guide Turf Club, HRI, Lifestyle and Culture Committee

ThEME 3

Lifestyle and Culture

2015 OutcomeKildare has become recognised as an outstanding place to live or visit as a consequence of a cohesive programme highlighting events, activities and attractions for individuals, families and businesses

In order to achieve this, the following key projects have been identified:1. Develop one comprehensive events calendar for Kildare outlining events,

attractions and promotions within the county, updated on a monthly basis in co-operation with Kildare Fáilte

2. Develop a programme to create outstanding guides for all major towns and tourist attractions within Kildare in association with Kildare Fáilte

3. Evaluate the potential for a “Kildare for a day” tour service, leveraging the attractions in Kildare with cross-marketing opportunities for Kildare businesses



6. Liaise with NUI Maynooth to promote greater linkages and use of their facilities with the business community


8. Partner with the Turf Club/Horse Racing Ireland and other racecourses to develop community-based initiatives to maximise the impact of the events within Kildare

20



1.��Develop one comprehensive events calendar for Kildare outlining events, attractions and promotions within the county, updated on a monthly basis

There is one source for ‘what’s on’ in Kildare (digital and hard copy).

• Partner with Kildare Fáilte in developing this guide

• Develop a marketing strategy to promote the guide to all communities within the county

• Launch online guide

• Evaluate the success and awareness of the guide

• Evaluate the requirement for a print version

• Develop a guide for family activities as part of the offering

Evaluate satisfaction levels of the guide in terms of reach and quality of information


2. Develop a programme to create outstanding guides for all major towns and tourist attractions within Kildare

Each town in Kildare has a free map available inall businesses to showcase their town to visitors

• Evaluate offerings within other locations in Ireland and overseas to identify best practice

• Revise existing offering to incorporate best practice

• Launch new guides for all major towns in Kildare

Evaluate the concept of developing an app to support the guide being accessible via smartphone


3. Evaluate the potential for a “Kildare for a day” tour service, leveraging the attractions with cross-marketing opportunities for Kildare businesses

Kildare offers an outstanding day out via the“Kildare for a day” programme

• Evaluate Kildare for a day concept and develop business plan inclusive of financials

• If evaluation is positive, pilot the programme Review the programme if in place Lifestyle and Culture Committee


These initiatives highlight the county’s arts,crafts, cultural and heritage amenities

• Continue to monitor participation from heritage and cultural sector. Monitor audience for attendance and participation

Lifestyle and Culture Committee, Kildare Fáilte, County Heritage Officer, County Arts Officer


There is a county-wide culinary trail that isattracting visitors from all over Ireland

• Identify successful initiatives in other locations

• Evaluate culinary trail concept and secure funding

• If evaluation is positive, pilot the programme Review the programme if in place Lifestyle and Culture Committee, Kildare Fáilte, Bord Bia

6. Liaise with NUI Maynooth, Tallaght IT and Carlow IT to promote greater linkages and use of their facilities with the business community

Maximise synergies between NUI Maynooth,Tallaght IT and Kildare businesses.

• Work with NUI Maynooth and Tallaght IT in developing a project plan

• Launch initiative Review the outcome of the initiative based on agreed success criteria.

NUI Maynooth, Lifestyle and Culture Committee, Tallaght IT


Maximise the return derived from discountprogrammes to businesses residents and visitorsto the county

• Evaluate the existing operators providing discount programmes

• Develop partnership with selected provider to promote a bespoke Kildare offering

• Launch partnership with appropriate marketing support

Evaluate the partnership and impact of the programme

Lifestyle and Culture Committee

8. Partner with the Turf Club/ HRI and other racecourses to develop community-based initiatives to maximise the impact of the events within Kildare

Business communities in Kildare are benefitting from events held at the racecourses in the county

• Work with the Turf Club and racecourse owners to promote linkages with their respective communities to increase the attractiveness of their offering

• Develop a marketing strategy to promote the offerings

• Launch annual festival guide Review and launch annual festival guide Turf Club, HRI, Lifestyle and Culture Committee

21




1. Develop an equine centre of excellence, the “University of the Horse”, in Kildare to cover all equine disciplines

Kildare is recognised as the international centreof excellence for the horse and a centre for horse-related activitiesfor every person and budget

• Develop a strategy to establish Kildare as the centre for equine expertise

• Launch of strategy

• Evaluate the potential of a county-wide showpiece involving all aspects of the equine industry over a designated week

• Evaluate the success of the strategy with all stakeholders

Distinctive Capabilities Committee, Kildare Equine Group, Kildare Fáilte

2. Create a campaign promoting Kildare as the ideal location that displays the advantages of locating logistics and distribution centres in Kildare, including transportation services

Kildare is the location of choice in Ireland for logistics and distribution centres.

• Create the “Kildare Logistics” brand, which highlights the infrastructure and location advantages of Kildare

• Create case studies of successful logistics operations in Kildare and share outputs with IDA and EI

• Material is distributed to every agency promoting Kildare as a location of business

Distinctive Capability Committee

3. Develop a comprehensive strategy to promote Kildare’s unique tourist amenities in Ireland and overseas

Kildare is the location of choice in Ireland for logistics and distribution centres Kildare has a military history centre in theCurragh Camp and is attracting tourists fromIreland and overseas Each town has a weekly farmers market Kildare is attracting pilgrimage tourists from all over the world

• Identify and select the towns and villages to showcase and gather the appropriate information on them

• Promote existing museum with appropriate material

• Identify key promoters

• Engage with Tourism Ireland and Fáilte Ireland. Introduce a military genealogy service as part of the museum service

• Promote and list a market in each town

• Develop a digital strategy to promote unique tourist activities within the county leveraging natural resources

Distinctive Capability Committee, Kildare Fáilte

4. Develop a business plan to promote greater usage of the business park network within the county.

The Kildare Business Enterprise Centres areat full capacity.

• Complete audit of business parks to determine occupancy levels

• Pilot promotional campaign to promote greater occupancy within Clane and Athy business park complexes

• Evaluate pilot and provide directory of vacant facilities within business parks

• Support the drive for greater occupancy with a targeted promotional campaign

• Business plan in place to maximise occupancy of business parks

Distinctive Capability Committee, Enterprise Boards

5. To work with event promoters to maximise support to, and cooperation between, the events and the business community

The businesses in Kildare are supportive andco-promoted with events held throughoutthe county

• Work with local authorities and event promoters to maximise the benefit to the community from events held in the county

• Talk to County Council planners

• Look for interested parties to compile a list of local services available

• Survey event companies to determine their satisfaction levels with the interaction and support of the business community

Distinctive Capability Committee, Kildare County Council

6. Develop a strategy to promote Kildare as a location that promotes a multi lingual resource pool for businesses as a competitive advantage

Kildare is the centre of the excellence for learning Chinese, Indian, Arabic etc Culture and language for Irish and foreign students.

• Contact the embassies and Department of Education and engage with them to evaluate this initiative

• Complete feasibility plan to support initiative.

• Evaluate feasibility plan and pilot process in identified locations


7. Evaluate potential of developing a car based tourism initiative leveraging Mondello and the Gordon Bennett Trail.

A comprehensive programme of events is heldannually, leveraging Mondello Park and the Gordon Bennett Route

• Evaluate the potential programme with Mondello and other interested parties around the county

• Carry out a feasibility study of the potential of promoting Kildare as the motor tourist destination in Ireland


8. Creating a marketing pack on how Kildare can be a place to locate your renewable energy business.

Kildare is the location of choice for the renewable energy sector

• Consider a feasibility study to develop a centre of excellence for renewable energy


2015 OutcomeKildare has maximised the impact of its distinctive capabilities by: a. Being acknowledged as a worldwide centre of excellence for the equine industryb. Being acknowledged as the best location for establishing a distribution hub in Irelandc. Being recognised as a location that promotes its tourist amenities with excellenced. Being recognised as a location that promotes a multi-lingual resource pool for businesses

In order to achieve this, the following key projects have been identified:1. Develop an equine centre of excellence, the “University of the Horse”, in Kildare to

cover all disciplines of equine life


3. Develop a comprehensive strategy to promote Kildare’s unique tourist amenities in

Ireland and overseas in association with Kildare Fáilte 4. Develop a business plan to promote greater usage of the business park network within

the county 5. To work with event promoters to maximise support to, and cooperation between, the

events and the business community 6. Develop a strategy to promote Kildare as a location that promotes a multi lingual

resource pool for businesses as a competitive advantage 7. Evaluate the potential of developing a car-based tourism initiative leveraging

Mondello Park and the Gordon Bennett route

8. Create a marketing pack on Kildare as the ideal place to locate a renewable energy business

ThEME 4

Optimising Existing and Emerging Distinctive Capabilities

event promoters to maximise support to, and cooperationbetween, the events and the business community

22



1. Develop an equine centre of excellence, the “University of the Horse”, in Kildare to cover all equine disciplines

Kildare is recognised as the international centreof excellence for the horse and a centre for horse-related activitiesfor every person and budget

• Develop a strategy to establish Kildare as the centre for equine expertise

• Launch of strategy

• Evaluate the potential of a county-wide showpiece involving all aspects of the equine industry over a designated week

• Evaluate the success of the strategy with all stakeholders

Distinctive Capabilities Committee, Kildare Equine Group, Kildare Fáilte


Kildare is the location of choice in Ireland for logistics and distribution centres.

• Create the “Kildare Logistics” brand, which highlights the infrastructure and location advantages of Kildare

• Create case studies of successful logistics operations in Kildare and share outputs with IDA and EI

• Material is distributed to every agency promoting Kildare as a location of business


3. Develop a comprehensive strategy to promote Kildare’s unique tourist amenities in Ireland and overseas

Kildare is the location of choice in Ireland for logistics and distribution centres Kildare has a military history centre in theCurragh Camp and is attracting tourists fromIreland and overseas Each town has a weekly farmers market Kildare is attracting pilgrimage tourists from all over the world

• Identify and select the towns and villages to showcase and gather the appropriate information on them

• Promote existing museum with appropriate material

• Identify key promoters

• Engage with Tourism Ireland and Fáilte Ireland. Introduce a military genealogy service as part of the museum service

• Promote and list a market in each town

• Develop a digital strategy to promote unique tourist activities within the county leveraging natural resources

Distinctive Capability Committee, Kildare Fáilte

4. Develop a business plan to promote greater usage of the business park network within the county.

The Kildare Business Enterprise Centres areat full capacity.

• Complete audit of business parks to determine occupancy levels

• Pilot promotional campaign to promote greater occupancy within Clane and Athy business park complexes

• Evaluate pilot and provide directory of vacant facilities within business parks

• Support the drive for greater occupancy with a targeted promotional campaign

• Business plan in place to maximise occupancy of business parks

Distinctive Capability Committee, Enterprise Boards

5. To work with event promoters to maximise support to, and cooperation between, the events and the business community

The businesses in Kildare are supportive andco-promoted with events held throughoutthe county

• Work with local authorities and event promoters to maximise the benefit to the community from events held in the county

• Talk to County Council planners

• Look for interested parties to compile a list of local services available

• Survey event companies to determine their satisfaction levels with the interaction and support of the business community

Distinctive Capability Committee, Kildare County Council

6. Develop a strategy to promote Kildare as a location that promotes a multi lingual resource pool for businesses as a competitive advantage

Kildare is the centre of the excellence for learning Chinese, Indian, Arabic etc Culture and language for Irish and foreign students.

• Contact the embassies and Department of Education and engage with them to evaluate this initiative

• Complete feasibility plan to support initiative.

• Evaluate feasibility plan and pilot process in identified locations


7. Evaluate potential of developing a car based tourism initiative leveraging Mondello and the Gordon Bennett Trail.

A comprehensive programme of events is heldannually, leveraging Mondello Park and the Gordon Bennett Route

• Evaluate the potential programme with Mondello and other interested parties around the county

• Carry out a feasibility study of the potential of promoting Kildare as the motor tourist destination in Ireland


8. Creating a marketing pack on how Kildare can be a place to locate your renewable energy business.

Kildare is the location of choice for the renewable energy sector

• Consider a feasibility study to develop a centre of excellence for renewable energy


23



Key Project/outcomes Outcome Sought 2012 2013 2014 Responsibility

1. Create a feasibility study to develop an incubation hub for Kildare start-up businesses to support concept-to-completion projects

A start-up campus with associated support infrastructure for new businesses within the county has been established

• Carry out assessment of best practice incubation hubs in Ireland and overseas

• Carry out feasibility study in association with government and local authority agencies

• If feasibility is positive, develop a business plan and resource and finding model

• Review of outcome of project vs business plan Services to Business Committee

2. Work with the local authorities to maximise the return from commercial rates to ensure that the business community can derive a transparent return from its contribution

A higher proportion of commercial rates areutilised by the local authorities in the promotion of enterprise withineach community

• Evaluate the success of the Naas project • Develop submissions for other town councils

• Extend the project to other locations throughout the County

• Evaluate the project from the business community and local authority perspective

Services to Business Committee

3. Develop a communication strategy with all key stakeholders allowing them to track the progress of the strategic plan and input, adapt or modify the plan based on their requirements

An effective communication process existsto review the plan and to communicate updatesto all interested parties on a quarterly basis

• Develop communication strategy • Host annual review forum

• Update plan and host annual forum • Update plan and host annual forum • Track stakeholder satisfaction levels


4. Evaluate the potential for combined procurement projects for businesses in Kildare with key suppliers eg broadband providers, so as to benefit from economies of scale

Businesses in Kildare are benefitting fromcombined procurement and now have aconsolidated spend process

• Identify key service suppliers • Develop combined procurement project and

resources

• Review project and update as appropriate Services to Business Committee

5. Develop a pilot to hold an annual work andeducation expo in Kildare showcasing all Kildare education institutes and businesses promoting real and potential career opportunities

An annual forum is held to align the businessrequirements with the educational resourcesand labour pool

• Pilot annual forum with key businesses and educational institutions attending

• Review pilot and modify if appropriate • Review pilot and modify if appropriate Services to Business Committee

6. Carry out annual needs analyses within the business community in the county. Feed key results into the strategic planning process and circulate to the local authorities

The strategic plan is a living document representing the requirements of businesses and individuals within the county

• Carry out survey • Develop a series of education modules and

information evenings based on the outputs

• Develop a series of education modules and information evenings based on the outputs



7.�� Explore models for the use of vacant retail and commercial space in Co. Kildare to maximise occupancy within our high streets and commercial properties

The development of a strategy to increase occupancy has created a sense of vibrancy in vacant retail/commercial space

• Examine models in other counties and countries where arts, crafts, artisan food suppliers have displayed goods and/or used vacant space

• Explore legal agreements that can be put in place to protect all parties

• Develop an occupancy index to track progress • Track progress via occupancy index Services to Business Committee

ThEME 5

Services to Business

2015 OutcomeKildare has developed a communication and resource framework that enables all businesses in Kildare to gain from each other, allowing them reach their potential.

In order to achieve this, the following key projects have been identified:1. Carry out a feasibility study to develop an incubation hub for Kildare start-up

businesses to support concept-to-completion projects

2. Work with the local authorities to ensure that the business community can derive a transparent return from its contribution (commercial rates)

3. Develop a communication strategy with all key stakeholders allowing them to track the progress of the strategic plan and input, adapt or modify the plan based on their requirements, while also testing satisfaction levels from all stakeholders


5. Develop a pilot to hold an annual work and education expo in Kildare showcasing all Kildare education institutes and businesses with real or potential career opportunities


7. Explore models for the use of vacant retail and commercial space in Co. Kildare to maximise occupancy within our high streets and commercial properties

24


Key Project/outcomes Outcome Sought 2012 2013 2014 Responsibility

1. Create a feasibility study to develop an incubation hub for Kildare start-up businesses to support concept-to-completion projects

A start-up campus with associated support infrastructure for new businesses within the county has been established

• Carry out assessment of best practice incubation hubs in Ireland and overseas

• Carry out feasibility study in association with government and local authority agencies

• If feasibility is positive, develop a business plan and resource and finding model

• Review of outcome of project vs business plan Services to Business Committee

2. Work with the local authorities to maximise the return from commercial rates to ensure that the business community can derive a transparent return from its contribution

A higher proportion of commercial rates areutilised by the local authorities in the promotion of enterprise withineach community

• Evaluate the success of the Naas project • Develop submissions for other town councils

• Extend the project to other locations throughout the County

• Evaluate the project from the business community and local authority perspective


3. Develop a communication strategy with all key stakeholders allowing them to track the progress of the strategic plan and input, adapt or modify the plan based on their requirements

An effective communication process existsto review the plan and to communicate updatesto all interested parties on a quarterly basis

• Develop communication strategy • Host annual review forum

• Update plan and host annual forum • Update plan and host annual forum • Track stakeholder satisfaction levels



Businesses in Kildare are benefitting fromcombined procurement and now have aconsolidated spend process

• Identify key service suppliers • Develop combined procurement project and

resources

• Review project and update as appropriate Services to Business Committee

5. Develop a pilot to hold an annual work andeducation expo in Kildare showcasing all Kildare education institutes and businesses promoting real and potential career opportunities

An annual forum is held to align the businessrequirements with the educational resourcesand labour pool

• Pilot annual forum with key businesses and educational institutions attending

• Review pilot and modify if appropriate • Review pilot and modify if appropriate Services to Business Committee


The strategic plan is a living document representing the requirements of businesses and individuals within the county

• Carry out survey • Develop a series of education modules and

information evenings based on the outputs




7.�� Explore models for the use of vacant retail and commercial space in Co. Kildare to maximise occupancy within our high streets and commercial properties

The development of a strategy to increase occupancy has created a sense of vibrancy in vacant retail/commercial space

• Examine models in other counties and countries where arts, crafts, artisan food suppliers have displayed goods and/or used vacant space

• Explore legal agreements that can be put in place to protect all parties

• Develop an occupancy index to track progress • Track progress via occupancy index Services to Business Committee

25



Key Project Outcome Sought 2012 2013 2014 Responsibility

1. Provide data to businesses in Kildare onpopulation and demographic trends to assistthem in planning for the future

Businesses in Kildare are fully aware of thepopulation of their town and county and canaccess up-to-date information at one source

• Gather the appropriate census data from the Central Statistics Office and make it available through the online portal

• Update the data • Update the data Education and Research Committee

2. Develop a job register and intern opportunityregister from companies in Kildare andcommunicate this to Solas and educational institutions

Students in Kildare are fully aware of thejob and studying opportunities that areavailable to them and are incentivised tostudy and work in Kildare

• Partner with Solas and identify the educational institutes that will feed into the register

• Develop the register and have it available through the online portal

• Update the register on a quarterly basis and review with Solas and selected institutes

• Update the register and review with Solas and selected institutes

Solas, Education and Research Committee,NUIM and other education institutes

3. Host annual job and careers expo for targeted second-level schools hosted by the businesscommunity in Kildare

Combined job and education fair to be heldin Kildare to showcase Kildare companies andeducation institutes

• Establish a Kildare enterprise opportunity showcase in Punchestown exhibition centre or another suitable Kildare venue. This will provide information on career opportunities - target transition year students

• Pilot the expo and develop the marketing and promotional material to publicise the event

• Evaluate the pilot and review the lessons learned

• If the pilot is positive, expand the reach of the event and increase number of companies and students attending

• Review promotional process of event and compare to years 1 and 2

Education and Research Committee, Kildare Enterprise Board, Education institutes

4. Establish links with industry advisory boards to assist second and third level institutions in meeting the changing requirements of businesses.

NUI Maynooth and neighbouring universities offer elite courses for specific industry sectors producing the types of students who will become entrepreneurs and develop indigenousbusinesses

• Identify the advisory boards to link with and develop criteria for success

• Develop a framework to maximise the input of businesses to the advisory boards

• Review the framework and adjust as appropriate

• Develop a rhythm of meetings with the advisory board

• Review relationship and success criteria and adjust as appropriate

Education and Research Committee

5. Proactively promote the national Springboard Scheme within Kildare to assist unemployed people to re-skill

The Kildare workforce has the opportunityto be re-skilled and educated

• Liaise with the Springboard programme to promote this initiative in Kildare

• Local paper and poster campaign targeting retraining opportunities for unemployed

• Load all relevant Springboard information to the online portal

• Track number of unemployed people and re-employment numbers

Springboard Agency, Education and Research Committee

6.� Develop an education portal outliningopportunities for further education as part of the county portal project

Existing and emerging companies inKildare are and encouraged toeducate their workforce

• Develop a project plan and solicit help from the education institutes, Solas and other agencies to define success criteria, timelines and resource plan

• Execute Phase I of the project plan and review the processes and systems

• Review the overall project plan and modify as appropriate


7. Evaluate the potential of replicating the Smart city model in Kildare

Kildare is the location for new businesses to start and grow

• Carry out a feasibility study to develop this initiative in Kildare and solicit assistance from the IDA and or IBM


8. Develop a recruitment programme to attract skilled retired people to become mentors for new businesses

A life coaching/mentoring service is available as part of the incubation hub to businesses in Kildare

• Develop a recruitment process to attract skilled retired people in Kildare in conjunction with the Kildare Volunteer Bureau and other agencies

• Engage with the mentoring network programme to develop success criteria and needs

• Review the process and modify if appropriate

• Expand the recruitment process and track the progress and numbers of mentors

Education and Research Committee, Kildare Volunteer Bureau

9. Evaluate the potential of developing a business skills certification programme within Kildare

All businesses can contact the chamber for skills development and receive accredited certification

• Develop a needs analysis and feasibility case for this programme

• Engage with Solas, FETAC and other agencies to explore this opportunity

• If feasible, develop the criteria required to customise a certification programme


10. Work with Kildare Enterprise Board in expanding the Kildare Business Awards to identify role models and mentors

Kildare businesses are recognised forachieving excellence

• Carry out an assessment of the current awards and selection processes

• Agree a partnership with the Kildare Enterprise board to maximise the input into the selection process

• Review the partnership and adjust as appropriate

• Review the partnership Education and Research Committee

ThEME 6

Education and Research

2015 OutcomeKildare has done an outstanding job in partnering with educational institutions to ensure that students and graduates are meeting the needs of the business community within Kildare and that businesses are utilising the resources of the educational sector to provide employment and enriched communities throughout the county.

In order to achieve this, the following key projects have been identified:1. Provide data to businesses in Kildare on population and demographic trends to assist

them in planning for the future 2. Develop a job register and internship opportunity register for companies in Kildare and communicate this to Solas and educational institutions

3. Host an annual careers expo for targeted second-level schools hosted by the business community in Kildare

4.� Establish links with industry advisory boards to assist second- and third-level institutions in meeting the changing requirements of businesses

5. Proactively promote the national Springboard scheme within Kildare to assist unemployed people to re-skill

6. Develop an education portal outlining opportunities for further education as part of the county portal project

7. Evaluate the potential of replicating the SMART city model in Kildare

8.� Develop a recruitment programme to attract skilled, retired people to become mentors for new businesses



26



1. Provide data to businesses in Kildare onpopulation and demographic trends to assistthem in planning for the future

Businesses in Kildare are fully aware of thepopulation of their town and county and canaccess up-to-date information at one source

• Gather the appropriate census data from the Central Statistics Office and make it available through the online portal

• Update the data • Update the data Education and Research Committee

2. Develop a job register and intern opportunityregister from companies in Kildare andcommunicate this to Solas and educational institutions

Students in Kildare are fully aware of thejob and studying opportunities that areavailable to them and are incentivised tostudy and work in Kildare

• Partner with Solas and identify the educational institutes that will feed into the register

• Develop the register and have it available through the online portal

• Update the register on a quarterly basis and review with Solas and selected institutes

• Update the register and review with Solas and selected institutes

Solas, Education and Research Committee,NUIM and other education institutes

3. Host annual job and careers expo for targeted second-level schools hosted by the businesscommunity in Kildare

Combined job and education fair to be heldin Kildare to showcase Kildare companies andeducation institutes

• Establish a Kildare enterprise opportunity showcase in Punchestown exhibition centre or another suitable Kildare venue. This will provide information on career opportunities - target transition year students

• Pilot the expo and develop the marketing and promotional material to publicise the event

• Evaluate the pilot and review the lessons learned

• If the pilot is positive, expand the reach of the event and increase number of companies and students attending

• Review promotional process of event and compare to years 1 and 2

Education and Research Committee, Kildare Enterprise Board, Education institutes

4. Establish links with industry advisory boards to assist second and third level institutions in meeting the changing requirements of businesses.

NUI Maynooth and neighbouring universities offer elite courses for specific industry sectors producing the types of students who will become entrepreneurs and develop indigenousbusinesses

• Identify the advisory boards to link with and develop criteria for success

• Develop a framework to maximise the input of businesses to the advisory boards

• Review the framework and adjust as appropriate

• Develop a rhythm of meetings with the advisory board

• Review relationship and success criteria and adjust as appropriate


5. Proactively promote the national Springboard Scheme within Kildare to assist unemployed people to re-skill

The Kildare workforce has the opportunityto be re-skilled and educated

• Liaise with the Springboard programme to promote this initiative in Kildare

• Local paper and poster campaign targeting retraining opportunities for unemployed

• Load all relevant Springboard information to the online portal

• Track number of unemployed people and re-employment numbers

Springboard Agency, Education and Research Committee

6.� Develop an education portal outliningopportunities for further education as part of the county portal project

Existing and emerging companies inKildare are and encouraged toeducate their workforce

• Develop a project plan and solicit help from the education institutes, Solas and other agencies to define success criteria, timelines and resource plan

• Execute Phase I of the project plan and review the processes and systems

• Review the overall project plan and modify as appropriate


7. Evaluate the potential of replicating the Smart city model in Kildare

Kildare is the location for new businesses to start and grow

• Carry out a feasibility study to develop this initiative in Kildare and solicit assistance from the IDA and or IBM


8. Develop a recruitment programme to attract skilled retired people to become mentors for new businesses

A life coaching/mentoring service is available as part of the incubation hub to businesses in Kildare

• Develop a recruitment process to attract skilled retired people in Kildare in conjunction with the Kildare Volunteer Bureau and other agencies

• Engage with the mentoring network programme to develop success criteria and needs

• Review the process and modify if appropriate

• Expand the recruitment process and track the progress and numbers of mentors

Education and Research Committee, Kildare Volunteer Bureau


All businesses can contact the chamber for skills development and receive accredited certification

• Develop a needs analysis and feasibility case for this programme

• Engage with Solas, FETAC and other agencies to explore this opportunity

• If feasible, develop the criteria required to customise a certification programme



Kildare businesses are recognised forachieving excellence

• Carry out an assessment of the current awards and selection processes

• Agree a partnership with the Kildare Enterprise board to maximise the input into the selection process

• Review the partnership and adjust as appropriate

• Review the partnership Education and Research Committee

27



ThEME 7

North Kildare Chamber Focused Action Plan

Introduction The plan for Kildare is focussed on the delivery of a comprehensive strategy to allow Kildare reach its potential as a place to live and work. This plan cannot be delivered exclusively by North Kildare Chamber but will require the efforts of a cohesive team representing all the business and government representative bodies in the county.

It is, however, envisaged that as a subset of this strategy that there is a clear role for North Kildare Chamber to continue to represent the needs of its members in delivering on its vision of creating a network and business framework for success. This segment of the document will provide a roadmap for the chamber to ensure it meets the current and future requirements of its membership. This section of the document focuses on 5 key areas:

1. Networking

2. Education

3. Lobbying

4. Membership

5. Finance

In this plan, a key recommendation is to develop a resource model to deliver on all aspects of the plan. During the formulation it became clear that the current structure of a single CEO would not be sufficient to deliver on the targets outlined in this plan. In developing the plan, two separate human resource requirements were identified: the first was a resource to assist with membership services, the second was to assist in the areas of marketing and IT. The responsibilities for each of these roles are outlined in the document. A key requirement is for the management committee is to develop a funding model and to justify the requirement for these positions within the chamber.

28


1. Networking The chamber provides a structured, supportive environment

in which existing and potential members can get together to network, learn valuable new skills and develop the strong personal relationships that lead to generating new business opportunities for all.

5. Finance and resources The Chamber has put in place appropriate financial and

resource structures and reporting processes which match best-in-class financial management and which have allowed us to support the growing needs of our association.

4. Membership North Kildare Chamber is recognised as the number one

business community body in Kildare with a growing membership across all business sectors.

3. Lobbying The Chamber’s Policy Group has formed strong relationships

with the local authorities, politicians and financial institutions in the county, this group represents the Kildare business community by acting as a voice to represent its needs.

2. Education The chamber has successfully partnered with educational

bodies to establish itself as a leading training provider for businesses in Kildare.

In 2015 we will be able to say:

29


OutcomeThe Chamber provides a structured, supportive environment in which existing and potential members can get together to network, learn valuable new skills and develop the strong personal relationships that lead to generating new business opportunities.

Key Projects1. Develop an annual calendar of networking events

for the chamber (digital and hard copy) to to be distributed to existing and potential members.

2. Create a framework to consult and survey existing and silent members to access their networking requirements.

3. Create a framework to gather the satisfaction levels of attendees of all networking events hosted by the chamber.

4. Develop a social media strategy to maximise the reach of the chamber and optimise the existing connections through LinkedIn, Twitter and Facebook.

5. Evaluate expanding network events to other towns in Kildare i.e Athy and Leixlip and identify the resources required to deliver these events.

6. Develop a budget for annual networking events to help the chamber deliver targeted events and forecast any potential revenues.

7. Establish an annual list of targeted speakers for the chamber to attract members and the business community of Kildare to attend.

8. Create a networking attendees database to track attendances, category of attendees, member vs non-member attendees toto be used as market research to attract sponsors and to share with the media

9. Select case studies from networking events to highlight the benefits of the events to existing and prospective members.

ThEME 1: Networking

OutcomeThe chamber has successfully partnered with educational bodies in establishing itself a leading training provider for businesses in Kildare.

Key Projects 1. Evaluate partnering with Kildare education

institutes to deliver the training and education programmes in the county.

2. Evaluate possibility of developing North Kildare Chamber business skills accreditation programme.

3. Create a framework to conduct a training needs analysis per sector.

4. Develop the selection criteria for identifying third party training vendors to deliver training programmes.

5. Publish a bi-annual education and training brochure displaying all scheduled events and seminars.

6. Create a satisfaction evaluation system to gather the satisfaction levels of attendees of all training events hosted by the chamber.

7. Develop a marketing strategy around an annual conference and all training and education seminars.

8. Create a financial model for training programmes to generate targeted revenues.

9. Develop a chamber mentoring programme to provide mentoring for all business sectors.

10. Develop a funding model to support training needs.

OutcomeThe Chamber’s Policy Group has formed strong relationships with the local authorities, politicians and financial institutions in the in the county. This group represents the Kildare business community by acting as a voice to represent their needs.

Key Projects1. Develop a Policy Group to support the Chamber

CEO and President to influence key business issues. 2. Establish a greater presence on local authority

committees that require business community representation.

3. Strengthen relationships with local politicians and schedule rhythm of meetings to voice the needs of the chamber members.

4. Partner with other business representative groups in the county to create shared thinking and learning.

5. Create better linkages with the Kildare financial institutions to support the needs of the chamber membership.

6. Establish a media group to Establish a media group to gain publicity for business-related issues pursuing and publishing businesses issues.

7. Build a partnership relationship with town councils in Kildare with respect to the dispersal of rates revenue within the communities.

ThEME 2: Education ThEME 3: Lobbying 30


OutcomeNorth Kildare Chamber is recognised as the number one business community body in Kildare with a growing membership across all business sectors.

Key Projects1. Re-structure the membership model to include a

revised categorisation of members and financial model to increase membership revenues.

2. Develop a recruitment process to attract members from all key sectors within the county and its bordering localities.

3. Develop a tracking, renewing and retention mechanism for the chamber to measure membership trends.

4. Complete the chamber membership database to display business sectors and populate all fields within the database.

5. Complete the non-member database to include these businesses on any chamber communications.

6. Develop digital and hard copy marketing and promotional material for the chamber to attract members.

7. Identify candidates to sit on Membership Committee for the chamber who will act as Chamber ambassadors to attract new members.

ThEME 4: Membership ThEME 5: Financial Excellence

OutcomeThe Chamber has put in place appropriate financial and resource structures and reporting processes which match best-in-class financial management that has allowed us to support the growing needs of our association. The funding initiatives to support the plan are outlined later in this document.

Key Projects1. Create financial planning and reporting processes

that provide the CEO with the appropriate budgets to deliver the strategy for the Chamber.

2. Develop the Key Performance Indicators (KPIs) for the chamber to optimise the delivery of the strategy.

3. Create a framework for the development of an accurate profit and loss statement for the next three years.

4. Identify a hit list of sponsors for the chamber and budget for targeted sponsorship revenues.

5. Identify the revenue streams for the chamber and assign revenue targets for each.

6. Develop an appropriate resource and funding model to assist the CEO deliver on all aspects of the plan.

31



Recommended Organisation Structure

Executive Committee

Management Committee CEO

Member Services

ExecutiveMarketing / IT

ExecutiveNetworking Committee

Policy Group

Membership Committee

Finance Committee

32


Reviewing the Plan The Executive Committee of the Chamber will complete a comprehensive review with each of the committees. This review will include an assessment of progress versus milestones, an analysis of the relevance of each of the targets and the inclusion of new targets as deemed appropriate by the Executive Committee.

This process will be carried out on an annual basis with each committee completing an annual report for submission to the Annual General Meeting of the chamber. The board of the chamber will complete an annual review in association with the committee chairs and review, adapt or modify the document as appropriate.


Funding the Chamber

Revenue Generation • We have assumed that the current membership rates

will remain constant for the duration of the plan – a new category of Corporate membership will be introduced later in 2012 that will apply to organisations who employ in excess of 250 employees.

• We have anticipated that we will deliver a greater level of training over the duration of the plan, this will be accessible to members and non-members and we have assumed increased profitability due to an increased level of activity in this area.

• We will target doubling our membership numbers over the duration of the plan to in excess of 400 members. This will be delivered by stratifying the potential members within the county into key sectors and targeting those sectors with a bespoke marketing campaign which will demonstrate the value of participation in the chamber to each sector.

• We will continue to provide additional services for our members and in turn will increase the return we derive from business lunches and our annual awards night as a consequence of the increased number of members becoming active in the chamber.

Additional Costs • We are budgeting for the employment of an

additional resource at the mid-year point in 2012 to assume responsibility for the IT/Marketing position as outlined in the plan. This appointment stems from our projection to employ another Services to Members Executive in early 2013.

• We have assumed that all other costs have been flexed to reflect a greater number of employees and cost of living increases.

A detailed set of financial information for the period 2012 to 2015 has been compiled for the chamber to support the achievement of the targets outlined in Theme 7 of the plan. A portion of this information is confidential but the primary initiatives contained in thefigures are as follows:

35



36


We would like to offer our sincere gratitude to the many people and bodies who helped in the collation and production of this North Kildare Chamber Strategy document. Kildare Leader partnership and Kildare County Council for their support throughout this project.

Acknowledgements

1. Business and IT Workgroup Leader: Len Regan, Kildare TV

Nigel Bannister Hewlett Packard

Eoin Moore Ted Johnsons

MJ Smyth IT Monkey

Aongus O’Dowd Aongus O’Dowd Energy

Thomas Maguire Maguire Associates

2. Marketing, Tourism and Promotion Workgroup Leader: Weldon Mather, WM Consultancy

Patrick Crawford Purple Spaghetti

Laura Prior Kilashee House

Kathleen Delahan Patient School of Motoring

David Clinton Trickey Tricksters

Michael Mullally Newbridge Chamber

Eoin McKeown www.eoinymac.com

Trevor Hull Kildare at a Click

3. Lifestyle and Culture Workgroup Leader: Lucina Russell, Kildare County Arts Officer

Seamus Brady Eco kem

Stella Johnson Ted Johnsons

Hazel Williams Riverbank Arts Centre

Nicola Dunne KCC / ARAS Arts and Health

Maureen Bergin Kildare Village

Noel Dempsey Dooley Insurance

Arthur Hennessey Financial Adviser

4. Optimising Distinctive Capabilities Workgroup Leader: Eilis Quinlan

Ted Murray Clane Project Centre

Dermot Bolger Jacksons Cleaners

Niall Farrell Patrick J. Farrell & Co

Mary Clinton Trickey Tricksters

Ann Benson Forever Living

Eoghan Doyle Kildare County Council

6. Education and Research Workgroup leader: Dave Cagney

Eoin Moore Ted Johnsons

Adrian Geissel Adecsys

Anthony O’Dea Green IT

Paul McGrane Hewlett Packard

Allan Shine North Kildare Chamber

John Behan ITT Dublin

5. Services to Business Workgroup leader: Allan Shine

Nigel Bannister Hewlett Packard

Robbie Duff Acorn Locksmiths

Mary Keane County Kildare Leader Partnership

Anthony O’Dea Green IT

Vince Doherty Adikat

The volunteers who participated on the six workgroups:

The Management Committee: Eilis Quinlan, Len Regan, Sean Murray, Allan Shine

Thanks also go to:Design: Printcomp, 01 4978511

Printing: XM Solutions, Railway House, The Waterways, Sallins, Co Kildare, 045 855 660

Proof Reader: Eilish Rafferty, 087 9174360

This project received grant aid from Cill Dara Ar Aghaidh which is financed by the Irish Government under the Rural Development Programme Ireland 2007-2013 and by the European Agricultural Fund for Rural Development: Europe investing in Rural Areas.

37



1. Develop an annual networking events calendar in a Digital and hard copy.

Existing and potential members are fully aware of all scheduled networking events and attendances are increased vs previous years.

• Develop list of networking events for the Chamber. • Identify printer / designer to develop the calendar.

• Review schedule of events and venues and publish new calendar.


CEO Networking Committee Marketing IT Co-Ordinator

2. Create a framework to consult with membership to calibrate networking requirements.

The Chamber is fully aware of the networking needs of its membership and develops a programme of events to match them.

• Develop a survey/consultation process to communicate to event attendees and members.

• Design calendar of events from survey outcome.

• Conduct survey and review calendar as appropriate. • Conduct survey and review calendar as appropriate. CEO Networking Committee

3. Create a framework to gather the satisfaction levels of attendees of all networking events hosted by the Chamber.

The Chamber is measuring the satisfaction levels of its members and is using its members to promote and attract new members.

• Implement Net Promoter Score process to the Chambers feedback system.

• Publish the Chambers Net Promoter Score.

• Continue net Promoter Score process. • Publish the Chambers Net Promoter Score. • Benchmark the Chambers NPS against other chamber and

business associations.



CEO Networking Committee

4. Develop a social media strategy to maximise the reach of the Chamber and optimise the existing connections through LinkedIn, Twitter and Facebook.

North Kildare Chamber is vibrant on all social platforms and has the ultimate engagement with its members.

• Develop a strategy and resource / placement to deliver the social media strategy.

• Address a resource in the resource plan to implement this.

• Review Strategy and refine as appropriate. • Investigate other social platforms.

• Review Strategy and refine as appropriate. Social media / IT Resource Networking Committee


North Kildare Chamber has networking events in all large towns in Kildare and has seen membership growth as a result.

• Evaluate the chambers membership base in Leixlip and surrounding areas.

• Select Leixlip members to assist in networking events.

• Identify potential venues to host networking events. • Evaluate Athy membership base.

• Identify other towns in the county to expand Chambers network

CEO Networking Committee.

6. Develop a budget for annual networking events to help the Chamber assign the appropriate funding to deliver targeted events and forecast any potential revenues.

The Chamber is deriving profits from all networking events hosted.

• Build a budget around the costs and potential revenues for each networking event scheduled.

• Review and update budgets. • Review and update budgets. CEO Networking Finance Committee.

7. Establish an annual list of targeted speakers for the Chamber to attract members and the business community of Kildare to attend.

The Chamber is attracting high profile key note speakers for its networking events.

• Calibrate the wishes of the membership from the surveys conducted and build a targeted list of speakers.

• Approach the selected speakers and plan events.• Incorporate events into calendar.

• Review list of targeted speakers and update annual calendar.

• Review list of targeted speakers and update annual calendar. CEO Networking Committee

8. Create a networking attendees database to track attendances, category of attendees, member vs non-member attendees to showcase to potential sponsors and media.

The Chamber is partnering with multiple sponsors delivering large network events.

• Develop database for all networking events. • Develop Chamber Sponsorship Deck to approach sponsors with

details of Chamber assets. • Maintain and update database. • Approach sponsors with the database and deck.

• Networking events are self-financing by partnering with sponsors.

• Maintain and update database and deck. • Approach sponsors with the database and deck.

• Maintain and update database. • Approach sponsors with the database and deck.

Networking Committee, Marketing / IT Co-ordinator., Membership services co-ordinator.

9. Develop case studies from networking events to highlight the benefits of the events to existing and prospective members.

The Chamber has an outstanding set of marketing collateral to attract and retain members.

• Develop a plan and resource model to develop case studies. • Create digital case studies and integrate into all marketing platforms.

• Review and update case studies.

• Review and update case studies. CEO, Membership Services Resource Networking Committee

Appendix: Table of Actions for the Chamber1.

NET

WO

RKIN

G38



1. Develop an annual networking events calendar in a Digital and hard copy.

Existing and potential members are fully aware of all scheduled networking events and attendances are increased vs previous years.

• Develop list of networking events for the Chamber. • Identify printer / designer to develop the calendar.



CEO Networking Committee Marketing IT Co-Ordinator

2. Create a framework to consult with membership to calibrate networking requirements.

The Chamber is fully aware of the networking needs of its membership and develops a programme of events to match them.

• Develop a survey/consultation process to communicate to event attendees and members.

• Design calendar of events from survey outcome.

• Conduct survey and review calendar as appropriate. • Conduct survey and review calendar as appropriate. CEO Networking Committee

3. Create a framework to gather the satisfaction levels of attendees of all networking events hosted by the Chamber.

The Chamber is measuring the satisfaction levels of its members and is using its members to promote and attract new members.

• Implement Net Promoter Score process to the Chambers feedback system.






CEO Networking Committee

4. Develop a social media strategy to maximise the reach of the Chamber and optimise the existing connections through LinkedIn, Twitter and Facebook.

North Kildare Chamber is vibrant on all social platforms and has the ultimate engagement with its members.

• Develop a strategy and resource / placement to deliver the social media strategy.

• Address a resource in the resource plan to implement this.

• Review Strategy and refine as appropriate. • Investigate other social platforms.

• Review Strategy and refine as appropriate. Social media / IT Resource Networking Committee


North Kildare Chamber has networking events in all large towns in Kildare and has seen membership growth as a result.

• Evaluate the chambers membership base in Leixlip and surrounding areas.

• Select Leixlip members to assist in networking events.

• Identify potential venues to host networking events. • Evaluate Athy membership base.

• Identify other towns in the county to expand Chambers network

CEO Networking Committee.

6. Develop a budget for annual networking events to help the Chamber assign the appropriate funding to deliver targeted events and forecast any potential revenues.

The Chamber is deriving profits from all networking events hosted.

• Build a budget around the costs and potential revenues for each networking event scheduled.

• Review and update budgets. • Review and update budgets. CEO Networking Finance Committee.

7. Establish an annual list of targeted speakers for the Chamber to attract members and the business community of Kildare to attend.

The Chamber is attracting high profile key note speakers for its networking events.

• Calibrate the wishes of the membership from the surveys conducted and build a targeted list of speakers.

• Approach the selected speakers and plan events.• Incorporate events into calendar.

• Review list of targeted speakers and update annual calendar.

• Review list of targeted speakers and update annual calendar. CEO Networking Committee

8. Create a networking attendees database to track attendances, category of attendees, member vs non-member attendees to showcase to potential sponsors and media.

The Chamber is partnering with multiple sponsors delivering large network events.

• Develop database for all networking events. • Develop Chamber Sponsorship Deck to approach sponsors with

details of Chamber assets. • Maintain and update database. • Approach sponsors with the database and deck.

• Networking events are self-financing by partnering with sponsors.

• Maintain and update database and deck. • Approach sponsors with the database and deck.

• Maintain and update database. • Approach sponsors with the database and deck.

Networking Committee, Marketing / IT Co-ordinator., Membership services co-ordinator.

9. Develop case studies from networking events to highlight the benefits of the events to existing and prospective members.

The Chamber has an outstanding set of marketing collateral to attract and retain members.

• Develop a plan and resource model to develop case studies. • Create digital case studies and integrate into all marketing platforms.

• Review and update case studies.

• Review and update case studies. CEO, Membership Services Resource Networking Committee

39



Appendix: Table of Actions for the Chamber

2. E

DUCA

TIO

N Key Project Outcome Sought 2012 2013 2014 Responsibility

1. Evaluate partnering with Kildare education institutes to deliver the training and education programmes in the county.

The Chamber is co-hosting training programmes with several education institutes across the county offering its members with multiple training solutions.

• Develop selection criteria for educational partners. • Select educational partners. • Evaluate the training seminars.

• Review partnerships and refine as appropriate. • Expand the number of education partners. Education committee


North Kildare Chamber is issuing its members with a business skills accreditation that is recognised Nationwide.

• Evaluate this possibility and what the requirements are to make this happen.

• If successful, develop certification programme. Education Committee

3.� Create a framework to consult and survey existing members to conduct a training needs analysis per sector.

The Chamber is fully aware of the training and education needs and demands of its members.

• Develop the survey to conduct and publish to all members. • Calibrate the survey output and build training programmes

to match the needs of the members.

• Conduct survey and update training schedule. • Conduct survey and update training schedule. CEO and Education Committee


The Chamber has partnered with the best in class training vendors by developing the criteria to attract recognised vendors.

• Build the criteria and publish via multiple media platforms. • Evaluate the vendors by member satisfaction survey.

• Review the criteria and expand vendor partners. • Review the criteria and expand vendor partners. CEO and Education Committee

5. Publish bi-annual education and training brochure displaying all scheduled events and seminars.

All members are fully aware of the schedule of training programmes the Chamber is offering.

• Develop schedule of events and publish on website and all media/communication platforms.

• Review schedule and revise as appropriate. • Investigate other communication platforms.


Education Committee, marketing and IT co-ordinator.

6. Create a satisfaction framework to gather the satisfaction levels of attendees of all training events hosted by the Chamber.

The Chamber is measuring the satisfaction levels of its members and is using its members to promote its training and education events.

• Implement Net Promoter Score (member loyalty and satisfaction programme) process to the Chambers feedback system.


• Continue net Promoter Score process. • Publish the Chambers Net Promoter Score.


Education and networking Committee, Membership services co-ordinator.

7.� Develop marketing and promotion strategy around annual conference and all training and education seminars.

The Annual conference and training events has the increased attendances year on year.

• Develop Marketing strategy. • Review Strategy and update. • Review Strategy and update. Education committee


Training and Education events are considerable revenue streams for the Chamber and are profitable events.

• Develop cost benefit analysis and build appropriate model to maximise return.

• Review Model and update as appropriate. • Review Model and update as appropriate Education and Finance Committee

9. Develop a Chamber mentoring programme to provide mentoring for all business sectors.

The Chamber has experienced high calibre mentors to assist its members.

• Develop a recruitment process with other volunteer bodies in the county to attract mentors.

• Develop a database of mentors to publish. • Develop a mentoring model.

• Review recruitment process and update database. • Review the mentoring model.

• Review recruitment process and update database. Education Committee and Kildare Volunteer Bureau.

10. Develop funding model to support training needs. Local authorities and government agencies are assisting in the delivery of the training needs.

• Complete a training needs analysis of members training requirements.

• Submit applications for funding to government and local authorities.

• Pilot 2 education modules for members.

• Publish prospectus for members for 2013. • Publish prospectus for members for 2014. Membership services co-ordinator and Education Committee

40



1. Evaluate partnering with Kildare education institutes to deliver the training and education programmes in the county.

The Chamber is co-hosting training programmes with several education institutes across the county offering its members with multiple training solutions.

• Develop selection criteria for educational partners. • Select educational partners. • Evaluate the training seminars.

• Review partnerships and refine as appropriate. • Expand the number of education partners. Education committee


North Kildare Chamber is issuing its members with a business skills accreditation that is recognised Nationwide.

• Evaluate this possibility and what the requirements are to make this happen.

• If successful, develop certification programme. Education Committee

3.� Create a framework to consult and survey existing members to conduct a training needs analysis per sector.

The Chamber is fully aware of the training and education needs and demands of its members.

• Develop the survey to conduct and publish to all members. • Calibrate the survey output and build training programmes

to match the needs of the members.

• Conduct survey and update training schedule. • Conduct survey and update training schedule. CEO and Education Committee


The Chamber has partnered with the best in class training vendors by developing the criteria to attract recognised vendors.

• Build the criteria and publish via multiple media platforms. • Evaluate the vendors by member satisfaction survey.

• Review the criteria and expand vendor partners. • Review the criteria and expand vendor partners. CEO and Education Committee

5. Publish bi-annual education and training brochure displaying all scheduled events and seminars.

All members are fully aware of the schedule of training programmes the Chamber is offering.

• Develop schedule of events and publish on website and all media/communication platforms.



Education Committee, marketing and IT co-ordinator.

6. Create a satisfaction framework to gather the satisfaction levels of attendees of all training events hosted by the Chamber.

The Chamber is measuring the satisfaction levels of its members and is using its members to promote its training and education events.

• Implement Net Promoter Score (member loyalty and satisfaction programme) process to the Chambers feedback system.




Education and networking Committee, Membership services co-ordinator.

7.� Develop marketing and promotion strategy around annual conference and all training and education seminars.

The Annual conference and training events has the increased attendances year on year.

• Develop Marketing strategy. • Review Strategy and update. • Review Strategy and update. Education committee


Training and Education events are considerable revenue streams for the Chamber and are profitable events.

• Develop cost benefit analysis and build appropriate model to maximise return.

• Review Model and update as appropriate. • Review Model and update as appropriate Education and Finance Committee

9. Develop a Chamber mentoring programme to provide mentoring for all business sectors.

The Chamber has experienced high calibre mentors to assist its members.

• Develop a recruitment process with other volunteer bodies in the county to attract mentors.

• Develop a database of mentors to publish. • Develop a mentoring model.

• Review recruitment process and update database. • Review the mentoring model.

• Review recruitment process and update database. Education Committee and Kildare Volunteer Bureau.

10. Develop funding model to support training needs. Local authorities and government agencies are assisting in the delivery of the training needs.

• Complete a training needs analysis of members training requirements.

• Submit applications for funding to government and local authorities.

• Pilot 2 education modules for members.

• Publish prospectus for members for 2013. • Publish prospectus for members for 2014. Membership services co-ordinator and Education Committee

41



3. LO

BByI

NG Key Project Outcome Sought 2012 2013 2014 Responsibility

1. Develop a Policy Group to support the Chamber CEO and President with respect to key business issues.

Kildare Chamber has a partnership with local government committees relating to local business issues through the policy group.

• Identify members to participate on the action group. • Meet with the local authorities and other business groups

to establish relationships.

• Review group participants and target other possibilities. • Review group participants and target other possibilities. Executive Board Policy Action Group

2. Establish a greater presence on local authority committees that require business community representation.

The Chamber is fully aware of all key policy decisions and has key input into same.

• Arrange to meet with committees and establish the parameters of the engagement.

• Establish a rhythm of meetings with each committee. Policy Group

3. Strenghten relationships with local politicians and schedule rhythm of meetings to voice the needs of the chamber members.

The Policy Group has a strong relationship with Kildare politicians and conveys that to its members.

• Identify the politicians to engage with and schedule a meeting with them to indicate the Chambers strategy.

• Review engagement process. • Schedule a rhythm of meetings with each public

representative.

• Review engagement process. • Schedule a rhythm of meetings with each public representative.

Policy Group

4. Partner with other business representative groups in the county to create share thinking and learning.

The Chamber is partnered with other business association groups within the county to share thinking and learning.

• Identify other bodies to engage with. • Contact them and schedule a rhythm of meetings with each.

• Schedule a rhythm of meetings with each • Schedule a rhythm of meetings with each Policy Group

5. Create better linkages with the Kildare Financial institutions to support the needs of the Chamber membership.

The Chamber can act on behalf of members in regard to common business interests.

• Target the development of relationships with key financial institutions.

• Build on the relationships. • Review the chambers financial institution network with respect to meeting the requirements of its members.

Policy Group Finance Committee

6. Establish a media group to gain their support in pursuing and publishing businesses issues.

The membership is fully aware of the activities of the Chamber and its Policy Group by regular communications through opinion papers and press releases.

• Meet with the local media and identify what their requirements are to have a successful partnership.

• Develop a framework to develop opinion pieces/press releases to the membership and business community on relevant business issues.

• Regular press releases are scheduled by the Chamber.

• Review the media relationships. • Review the media relationships. Networking Policy Group CEO

7. Build a partnership relationship with town councils in Kildare with respect to the dispersal of rates revenue within the communities

Partnership in place with the Chamber and Town Councils with respect to the dispersal of rates revenues.

• Build on the Naas Rates project and review its impact on members and the Community.

• Extend the Naas Rates project model to two other locations.

• Roll out the project model across the county. • Review the Project.

CEO Policy group

Appendix: Table of Actions for the Chamber42



1. Develop a Policy Group to support the Chamber CEO and President with respect to key business issues.

Kildare Chamber has a partnership with local government committees relating to local business issues through the policy group.

• Identify members to participate on the action group. • Meet with the local authorities and other business groups

to establish relationships.

• Review group participants and target other possibilities. • Review group participants and target other possibilities. Executive Board Policy Action Group

2. Establish a greater presence on local authority committees that require business community representation.

The Chamber is fully aware of all key policy decisions and has key input into same.

• Arrange to meet with committees and establish the parameters of the engagement.

• Establish a rhythm of meetings with each committee. Policy Group

3. Strenghten relationships with local politicians and schedule rhythm of meetings to voice the needs of the chamber members.

The Policy Group has a strong relationship with Kildare politicians and conveys that to its members.

• Identify the politicians to engage with and schedule a meeting with them to indicate the Chambers strategy.

• Review engagement process. • Schedule a rhythm of meetings with each public

representative.

• Review engagement process. • Schedule a rhythm of meetings with each public representative.

Policy Group

4. Partner with other business representative groups in the county to create share thinking and learning.

The Chamber is partnered with other business association groups within the county to share thinking and learning.

• Identify other bodies to engage with. • Contact them and schedule a rhythm of meetings with each.

• Schedule a rhythm of meetings with each • Schedule a rhythm of meetings with each Policy Group

5. Create better linkages with the Kildare Financial institutions to support the needs of the Chamber membership.

The Chamber can act on behalf of members in regard to common business interests.

• Target the development of relationships with key financial institutions.

• Build on the relationships. • Review the chambers financial institution network with respect to meeting the requirements of its members.

Policy Group Finance Committee

6. Establish a media group to gain their support in pursuing and publishing businesses issues.

The membership is fully aware of the activities of the Chamber and its Policy Group by regular communications through opinion papers and press releases.

• Meet with the local media and identify what their requirements are to have a successful partnership.

• Develop a framework to develop opinion pieces/press releases to the membership and business community on relevant business issues.

• Regular press releases are scheduled by the Chamber.

• Review the media relationships. • Review the media relationships. Networking Policy Group CEO

7. Build a partnership relationship with town councils in Kildare with respect to the dispersal of rates revenue within the communities

Partnership in place with the Chamber and Town Councils with respect to the dispersal of rates revenues.

• Build on the Naas Rates project and review its impact on members and the Community.

• Extend the Naas Rates project model to two other locations.

• Roll out the project model across the county. • Review the Project.

CEO Policy group

43



4. M

EMBE

RSh

IP Key Project Outcome Sought 2012 2013 2014 Responsibility

1.� Re-structure the membership model to include a revised categorisation of members and financial model to increase membership revenues.

The Chambers membership has grown by 10% year on year. • Review current membership model and evaluate restructuring the model.

• Review new model and update as appropriate. • Review model and update as appropriate. Executive Committee Membership Committee


The Chamber has members from large multinationals to sole traders across all sectors.

• Develop the recruitment process targeting members in 2 key sectors. (Hospitality & Retail)

• Identify resource to assist in recruitment drive.

• Review the process and update as appropriate. • Target 2 more key sectors (multi nationals & FMCG)

• Review the process and update as appropriate. • Target final 2 sectors.

Membership Committee Membership Services Co-ordinator

3. Develop a tracking, renewing and retention mechanism for the Chamber to measure membership trends.

Membership trends are available for potential sponsors, media, local authorities and membership.

• Develop the database to build and capture the trends. • Publish the trends to all interested parties.

• Review the trends and update databases. • Review the trends and update databases. Membership Committee Marketing IT Co-ordinator Membership Services Co-ordinator

4. Complete the Chamber membership database to display business sectors and populate all fields within the database.

The Chamber has a database that includes all appropriate fields of membership information.

• Refine the current database and gather all appropriate information from members.

• Update database quarterly.

• Update database quarterly. • Update database quarterly. Membership Committee Membership Services Co-ordinator

5. Complete the Non-Member database to include these businesses on any Chamber Communications

The Chamber is targeting business from the non-member database to become members and attend Chamber events.

• Compile a list of business from Kildare.ie and populate the database.

• Target 10 businesses to contact per month to become members.

• Update database quarterly. • Target 15 businesses to contact per month

to become members.


to become members.

CEO and Membership Committee Membership Services Co-ordinator

6. Develop Digital and Hard copy marketing and promotional material for the Chamber to attract members.

The Chamber is attracting new members with a best in class digital and print promotional material.

• Gather Testimonials and case studies from current members to include in material.

• Select the designer/printer. • Issue materials to the interested parties.

• Issue materials to the interested parties. • Review and update the materials. Membership Committee, Marketing IT Co-ordinator Membership Services Co-ordinator

7. Identify candidates to sit on Membership Committee for the Chamber that will act as Chamber ambassadors to attract new members and sponsors.

Chamber Ambassadors are attracting 2 new members a month to the Chamber.

• Identify the chamber ambassadors. • Furnish the ambassadors with the promotional

material and support they require. • Provide targets for each ambassador.

• Review the ambassadors vs their targets • Expand network of Chamber ambassadors

• Review the ambassadors vs their targets Management Committee CEO




1.� Re-structure the membership model to include a revised categorisation of members and financial model to increase membership revenues.

The Chambers membership has grown by 10% year on year. • Review current membership model and evaluate restructuring the model.

• Review new model and update as appropriate. • Review model and update as appropriate. Executive Committee Membership Committee


The Chamber has members from large multinationals to sole traders across all sectors.

• Develop the recruitment process targeting members in 2 key sectors. (Hospitality & Retail)

• Identify resource to assist in recruitment drive.

• Review the process and update as appropriate. • Target 2 more key sectors (multi nationals & FMCG)

• Review the process and update as appropriate. • Target final 2 sectors.

Membership Committee Membership Services Co-ordinator

3. Develop a tracking, renewing and retention mechanism for the Chamber to measure membership trends.

Membership trends are available for potential sponsors, media, local authorities and membership.

• Develop the database to build and capture the trends. • Publish the trends to all interested parties.

• Review the trends and update databases. • Review the trends and update databases. Membership Committee Marketing IT Co-ordinator Membership Services Co-ordinator

4. Complete the Chamber membership database to display business sectors and populate all fields within the database.

The Chamber has a database that includes all appropriate fields of membership information.

• Refine the current database and gather all appropriate information from members.

• Update database quarterly.

• Update database quarterly. • Update database quarterly. Membership Committee Membership Services Co-ordinator

5. Complete the Non-Member database to include these businesses on any Chamber Communications

The Chamber is targeting business from the non-member database to become members and attend Chamber events.

• Compile a list of business from Kildare.ie and populate the database.

• Target 10 businesses to contact per month to become members.


to become members.


to become members.

CEO and Membership Committee Membership Services Co-ordinator

6. Develop Digital and Hard copy marketing and promotional material for the Chamber to attract members.

The Chamber is attracting new members with a best in class digital and print promotional material.

• Gather Testimonials and case studies from current members to include in material.

• Select the designer/printer. • Issue materials to the interested parties.

• Issue materials to the interested parties. • Review and update the materials. Membership Committee, Marketing IT Co-ordinator Membership Services Co-ordinator

7. Identify candidates to sit on Membership Committee for the Chamber that will act as Chamber ambassadors to attract new members and sponsors.

Chamber Ambassadors are attracting 2 new members a month to the Chamber.

• Identify the chamber ambassadors. • Furnish the ambassadors with the promotional

material and support they require. • Provide targets for each ambassador.

• Review the ambassadors vs their targets • Expand network of Chamber ambassadors

• Review the ambassadors vs their targets Management Committee CEO

45



5. F

INAN

CIAL

ExC

ELLE

NCE Key Project Outcome Sought 2012 2013 2014 Responsibility

1. Create financial planning and reporting processes that provide the CEO with the appropriate budgets to deliver the strategy for the Chamber.

The Chamber has the budgets and reporting processes In place to enable growth and suitable forecasting.

• Build Chamber 3 year budget with appropriate forecasting. • Review budget vs actual • Review budget vs actual Finance Committee

2. Develop the Key Performance Indicators (KPI’s) for the Chamber to optimise the delivery of the Strategy.

Key performance indicators are in place to measure the successful implementation of the strategic plan.

• Identify the KPI’s and assign responsibility to each. • Quarterly review of KPI’s.

• Review KPI’s • Review KPI’s Finance Committee

3.� Create a framework for the development of an accurate profit and loss statement for the next three years

An accurate profit and loss statement is published regularly. • Provide the auditors with the appropriate information. Finance Committee Auditors

4. Identify a list of targeted sponsors for the chamber to approach and include targeted sponsorship revenues.

The Chamber is attracting high profile sponsors to partner with for Chamber events.

• Create a list of sponsors and furnish them with promotional materials targeting 10K per year.

• Consult with potential sponsors to gather their requirements.

• Update list of targeted sponsors and schedule meetings. • Target 20K per year.


Finance Committee Networking Committee

5. Identify the revenue streams for the Chamber and assign revenue targets for each.

The chamber is exploring all potential revenue streams and has increased revenues as a result.

• Document existing revenues and assign targets to grow each line item.

• Identify new revenue opportunities and assign targets.

• Review all streams and adjust targets. • Review all streams and adjust targets. Finance Committee.


The Chamber is resourced with the correct team to deliver the Strategic plan.

• Carry out a review of the requirements on skill sets to deliver on all aspects of the plan.

• Develop a funding model to support the employment of resources for the plan.

• Review the resource model based on the needs of the Chamber.

• Examine sources of funding.

•Review the resource model based on the needs of the Chamber. • Examine sources of funding.

Management Committee




1. Create financial planning and reporting processes that provide the CEO with the appropriate budgets to deliver the strategy for the Chamber.

The Chamber has the budgets and reporting processes In place to enable growth and suitable forecasting.

• Build Chamber 3 year budget with appropriate forecasting. • Review budget vs actual • Review budget vs actual Finance Committee

2. Develop the Key Performance Indicators (KPI’s) for the Chamber to optimise the delivery of the Strategy.

Key performance indicators are in place to measure the successful implementation of the strategic plan.

• Identify the KPI’s and assign responsibility to each. • Quarterly review of KPI’s.

• Review KPI’s • Review KPI’s Finance Committee

3.� Create a framework for the development of an accurate profit and loss statement for the next three years

An accurate profit and loss statement is published regularly. • Provide the auditors with the appropriate information. Finance Committee Auditors

4. Identify a list of targeted sponsors for the chamber to approach and include targeted sponsorship revenues.

The Chamber is attracting high profile sponsors to partner with for Chamber events.

• Create a list of sponsors and furnish them with promotional materials targeting 10K per year.

• Consult with potential sponsors to gather their requirements.



Finance Committee Networking Committee

5. Identify the revenue streams for the Chamber and assign revenue targets for each.

The chamber is exploring all potential revenue streams and has increased revenues as a result.

• Document existing revenues and assign targets to grow each line item.

• Identify new revenue opportunities and assign targets.

• Review all streams and adjust targets. • Review all streams and adjust targets. Finance Committee.


The Chamber is resourced with the correct team to deliver the Strategic plan.

• Carry out a review of the requirements on skill sets to deliver on all aspects of the plan.

• Develop a funding model to support the employment of resources for the plan.

• Review the resource model based on the needs of the Chamber.

• Examine sources of funding.

•Review the resource model based on the needs of the Chamber. • Examine sources of funding.

Management Committee

47



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County KildareLEADER PARTNERSHIP


Our Mission:Our�mission�is�to�work�with�businesses,�community�groups�and�central�and�local�government�to�provide�information,�support�and�the�framework�that�will�enable�businesses�and�their�employees�reach�their�potential�in�Kildare.�


North Kildare Chamber Osprey Business CampusDevoy QuarterNaasCo. Kildare



North Kildare Strategic Plan

Documents

Transcript of North Kildare Strategic Plan