Startup City Outcomes

8/13/2019 Startup City Outcomes

1/98

1STARTUP CITY

STARTUP CITYOutcomes from the co-creation

event to redesign city supportsfor enterprise in Dublin

November 2013


2/98

2

The StudioDublin City CouncilCivic OfcesWood QuayDublin 8Ireland

T: (01) 222 6880

www.dublincity.ie

www.dccstudio.wordpress.com

Twitter: @DCCStudio

Report designed by Luke Dolan

Startup City was a co-creation event. By

taking part participants acknowledged that

the solutions and proposals could be used

by Dublin City Council and our partners to

support startups in the city. The results of the

event are being published under the Creative

Commons Share Alike License.
http://www.dublincity.ie/YourCouncil/AbouttheCouncil/CouncilDepartments/Thestudio/TheStudio/Pages/TheStudio.aspxhttp://dccstudio.wordpress.com/http://dccstudio.wordpress.com/http://www.dublincity.ie/YourCouncil/AbouttheCouncil/CouncilDepartments/Thestudio/TheStudio/Pages/TheStudio.aspx


3/98

3STARTUP CITY

CONTENTS

Startup City - A Summary

Partners

Participants

Themes & Analysis

Theme 1: Enhancing Dublins Startup EcosystemTheme 2: Purchasing PowerTheme 3: Prototyped in DublinTheme 4: Show Me the Money

Theme 5: Once Upon a Time in DublinTheme 6: Enterprise Spaces & PlacesTheme 7: Developing Markets & Holding Events in DublinTheme 8: Making Food Easy

Dublin Agencies Priorities 2014

Participant Feedback

Appendices

Guest SpeakersStartup Panel

Judging PanelStartup City ContributorsBusiness ParticipantsWeb Links

5

6

11

13

1422

30

36

42

50

58

66

74

76

78

78

80

8284

88

96


4/98

4

How can Dublin effectivelyencourage, support and

create opportunities forthe citys startups andentrepreneurs?

How can the city systems andresources be used to developnew business ideas?

By sharing our experiencesand skills can we quicklydesign initiatives that will

make a real difference?


5/98

5STARTUP CITY

WHAT?

Startup City was a co-creation event whereparticipants from various sectors and backgroundsworked collaboratively and intensively to generateviable responses to eight disparate challengesfacing those who wish to start a business in

Dublin. At the culmination of the event theparticipants presented their concepts to a panelchaired by the Dublin City Manager. The eventwas organised by The Studio (DCC), Dublin CityEnterprise Board (DCEB) and the Digital Hub inpartnership with The Institute without Boundaries(IwB) Toronto.

WHEN & WHERE?

Startup City took place in the Digital Hub overthree days from the 3rd until the 5th of July 2013.

WHY NOW?

Irish enterprise support in Dublin is changing.Dublin City Council, like other local authorities,now has a new role in this area. The City Councilwill be working more closely with the, soon tobe established, Local Enterprise Ofces (LEO)and the Digital Hub as well as other enterpriseagencies and organisations. This is a new topicfor DCC and we welcomed the opportunity tocollectively examine how best we could use cityresources and assets to make a real difference tothe early years of local businesses.

WHO

Over eighty participants, speakers, advisors andthe panel members brought a range of expertiseto the event. We were lucky to have the generousparticipation of twenty small companies as wellas representatives from enterprise agenciesand boards, DCC, Irish and Canadian academicfaculty and students, city business and tradeorganisations

Startup City - A Summary

HOW?

Startup City used a unique co-creation processsometimes called a charrette. This is an intensive,collaborative experience that brings together allrelevant parties to develop innovative solutions tocomplex issues. IWB has developed expertise in theuse of this methodology.

In developing ideas during the course of thecharrette, teams were asked to nd ways that thecity can realistically contribute to the success of startups, identify new options to make Dublin the easiestplace to create a startup and develop ways to trial orprototype the concepts and service improvements.

AND NOW

This document is a summary of all the proposalsand includes feedback and commitments from thecity and its partners.


6/98

6

Partners

THE STUDIO, DUBLIN CITY COUNCILwww.dublincity.ie

Dublin City Council is the municipal authority for the City of Dublin.It employs 5,600 staff and provides over 500 services to DublinCity and the wider Dublin region. These services include, planning,housing, roads, water, culture, recreational and emergency services.In 2013, it had a combined budget of 811.6 million. The City Councilwill be taking an increasing role in enterprise with the establishmentof the Local Enterprise Ofces and a closer working relationship withthe Digital Hub.

The Studio is an innovation team operating within Dublin CityCouncil. The unit is a multidisciplinary team that works withcustomers, staff and partners to improve the quality of our services.We do this by bringing people together to test new ideas andprototype new ways of working.

INSTITUTE WITHOUT BOUNDARIES

www.institutewithoutboundaries.com

The Institute without Boundaries at George Brown College isa Toronto-based studio that works towards collaborative designaction and seeks to achieve social, ecological and economicinnovation. Founded in 2002, the Institute consists of a post-graduate program that teaches interdisciplinary design strategyto professionals from diverse backgrounds, a research divisionthat develops projects around curriculum projects, and a commercialdivision that delivers professional design consultation based onInstitute methods. In 2009 we began the City Systems Project, aholistic approach to understanding both the tangibleand intangible systems that make up a city.
http://www.dublincity.ie/YourCouncil/AbouttheCouncil/CouncilDepartments/Thestudio/TheStudio/Pages/TheStudio.aspxhttp://www.institutewithoutboundaries.com/http://www.institutewithoutboundaries.com/http://www.dublincity.ie/YourCouncil/AbouttheCouncil/CouncilDepartments/Thestudio/TheStudio/Pages/TheStudio.aspx


7/98

7STARTUP CITY

DUBLIN CITY ENTERPRISE BOARDwww.dceb.ie

Dublin City Enterprise Board is a State Agency established in 1993by the Department of Jobs, Enterprise & Innovation. It supportsthe creation and promotion of an enterprise culture, promotionof the knowledge economy, start-up businesses and micro-enterprise development (up to 10 employees) in the Dublin Cityarea. It strengthens the sustainability of local economies to provideemployment within their own communities. The main servicesavailable from the DCEB include: nancial assistance support foreligible businesses; start your own business courses; business

mentoring; business training modules; management developmentprogrammes; various business support networks including onefor startups; Women in Business; Food Businesses and PLATOprogramme for developing businesses.

THE DIGITAL HUB

www.thedigitalhub.com

The Digital Hub is a cluster of digital content and technologyenterprises, located on a campus of 7 buildings in the heart of theLiberties area of Dublin City. The Digital Hub fosters innovation,technological development and creativity in a supportive,entrepreneurial environment. Resident digital media andtechnology businesses enjoy excellent infrastructure and support,as well as ample opportunities for collaboration, networking andknowledge-sharing. The Digital Hub is managed by the Digital HubDevelopment Agency, which is the state agency set up in 2003 bythe Irish government. It is the job of the Digital Hub DevelopmentAgency to run The Digital Hub and to roll out its enterprise and

social development strategy.
http://www.dceb.ie/http://www.thedigitalhub.com/http://www.thedigitalhub.com/http://www.dceb.ie/


8/98

8

A co-creation event to redesign citysupports for enterprise


9/98

9STARTUP CITY


10/98


11/98

11STARTUP CITY

Participants

Over 80 people worked in total in the various teamsover the 2 day event.

Participants were split up into 8 teams comprisinga mix of staff from Dublin City Council, the Institutewithout Boundaries, the Enterprise Boards, andvarious entrepreneurs, startups, and representativesfrom small businesses and other interested parties.Each team was assisted by a facilitator and avisualiser.

1-3 expert advisors were also available to assist

each team for an hour each day.

PARTICIPANTS NUMBER %

Startups / Businesses 19 23.4

Dublin City Council Staff 20 24.7

Institute without Boundaries 10 12.3

City Enterprise Board Staff 7 8.6

Enterprise Bodies 11 13.5

Digital Hub Reps 2 2.4

Other Parties 13 16

5

10

15

20DCC

Staff

DCEB

Staff

IwB

DigitalHub

EnterpriseBodies

Startups/Businesses

Other

Parties

Numbe

rofParticipants

24.7%

12.3%

8.6%

13.5%

2.4%

23.4%

16.0%


12/98

12Photo courtesy of Michelle Hotchin


13/98

13STARTUP CITY

Themes & Analysis

PROPOSED IDEAS

The proposals made by the various teamsduring Startup City have been analysed andprioritised by staff from Dublin City Council,Dublin City Enterprise Board and the DigitalHub. The ideas are detailed below andfollowed by a feasibility analysis that includesthe following metrics:

Financing plan:whether there is fundingavailable or needs to be generated, whetherpublic or private funding is needed andwhether the total cost of implementing the ideawould be high or low.

Process simplicity:aspects such as thenumber of stakeholders that need to beconsulted, the number of system componentsand the technical constraints to implement the

idea.

System adoption:how disruptive the changewould be to the system.

Implementation rate:the length of time neededto implement the idea (short/medium/long

term).

Readiness:how complete or incomplete theidea is and how quickly can a project bestarted.

Rea

di

ness

FinancingPla

n

Sy

stemA

do

ption

Imp

lem

en

tationRate Proce

ssSim

pli

cit

y

Rea

di

ness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Process

Simp

licit

y

Rea

di

ness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Process

Simp

licit

yLESSFEASIB

LE

MOREFEASIBLE

For the feasibility analysis we adapted a tooldeveloped by our partners in the Institutewithout Boundaries.

DCC FEEDBACK

Feedback from Dublin City Councilon proposed ideas is highlighted

with a blue line

DCEB FEEDBACK

Feedback from the Dublin CityEnterprise Board on proposedideas is highlighted with a red

line


14/98

14

Enhancing Dublins Startup

Ecosystem.

CHALLENGE

Dublin has had a lot of success in generating a diversity

of entrepreneurial activities. Many public and privateorganisations support and contribute to their early stagedevelopment. While successful companies emerge,could these tacit and implicit supports be more effective?From London to Tel Aviv, other cities are competing withDublin as locations for young companies. What mustDublin do differently to better support and encourage athriving mix of start-ups and small businesses, and theneeds of the hundreds of small scale manufacturers-foodproducers, furniture and craft makers, printers, jewellers,

light engineering business, etc? How can the city assist inestablishing these creative quarters?

The City Council is one of many potential contributors tothis ecosystem. Through its policies and practises, it caninuence what business set up, where they locate, and theirday to day operational experiences etc. The City has a rangeof resources, assets and skills. The City Council is nowdirectly supporting the new Local Enterprise Ofces (LEO)and has a greater role with the Digital Hub.

What additional contributions could the City make, sothat Dublin becomes the best place in the world to start a

business?


15/98

15STARTUP CITY

TEAM

Facilitator: Pauline RiordanDCC, The Studio

Visualiser: Sylvia RichmondIwB

Advisers: Ali GrehanDCC, City Architect

Joanne Hession QED Training

Participants: Robert HughesDCC, Ofce of the Economy & International Relations

Ruth FlynnDigital Hub

Anne LinaneDCC, Libraries

Evanne Kilmurray Inner City Enterprise

Liam BarryDCEB

Caoimhe SmythPrimal Food

Cillian McDonaldDCC, Planning

Photo courtesy of Michelle Hotchin


16/98

16

FINAL PRESENTATIONView online
http://www.slideshare.net/DCCStudio/group-1-ecosystem-final-presentationhttp://www.slideshare.net/DCCStudio/group-1-ecosystem-final-presentation


17/98


18/98

18

INTRODUCTION

This theme explored what Dublin could do toenhance an enterprise ecosystem supporting a mixof startups and small businesses. There are a largenumber of support agencies, training programmes,networks, funding options available, etc. for

businesses in Dublin, but it is not always apparentwhich agency an entrepreneur should approachto access support. It is clear that some excellentservices are provided city wide; the key is tosimplify and communicate what is already availableto the entrepreneur and allow them to focus onestablishing and growing a successful business.

The enterprise support environment in Irelandis changing with the establishment of the LocalEnterprise Ofces to replace the County and CityEnterprise Boards. There is now an opportunityfor the relevant agencies to redesign business

support processes and to create a uid system thatwill make accessing services easier. This teamproposed a new business platform to take on the

role of communication and coordination between thevarious business support agencies. Start Dublinaims to provide both a seamless experience forthe user and better use of resources by leveragingexisting city assets.

PROPOSAL

This group proposed three ideas:

1. Start Dublin platform

An online Start Dublin platform is proposed toaddress the need for a one stop service that isdesigned around user needs. The Start Dublinwebsite would provide simple, relevant and multi-lingual information to point the way to the mostappropriate supports for all types of enterprise atevery stage of the business development process.A fully integrated social media service would allow

entrepreneurs to engage with the LEO and eachother and to reach outside Dublin to homes andofces globally. It is proposed to use online toolsto achieve cost savings with training videos andmentoring sessions via webinar and Skype byboth Start Dublin mentors and presentations byentrepreneurs themselves.

In addition to an online service, an ofine or face-to-face service would be provided. A centrallylocated headquarters with an on-street location andopen door policy could allow people to drop by and

discuss their business with a member of staff. Thereis an opportunity to tap into existing city resourcesby using city libraries to expand Start Dublins eco-system to a network of one-stop shops throughout

Read

iness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Pr

oces

sSimp

licit

y

the city. Dublin City Libraries have staff that arealready trained in information dissemination andthey have the potential to become local businessinformation hubs for the promotion of entrepreneurialspirit within communities.

FEASIBILITY

This idea would require information mappingexercise and the development of a technicalsolution. A lot of information and supports aredelivered by national providers and there is aneed to divide both streams so as not to duplicateresources and efforts.

Financing plan: 1/5 It is estimated that stafngand translation services will be required to run theonline platform. Development costs also need to

be factored in.

Process simplicity: 1/5 A scoping exercisewould be required. The idea builds on existingsupports but the team would need to assess theIT skills required to run an online platform, theenterprise training for library staff required andany other additional issues.

System adoption: 2/5The website for Startupadvice and information, including 6 leadingproviders, would build on existing informationfrom Business Directory already published by

DCEB & DCC websites.

Implementation rate: 2/5 Medium term.

Readiness: 1/5 IT training will required as wellas training for library staff.


19/98


20/98

20

3. 2014 Year of Enterprise

The imminent establishment of the Dublin LEO willintegrate business supports with Dublin City Councilfor the rst time. This new LEO will bring togetherthe skills and resources of the local authorities,Enterprise Boards, the Digital Hub and Enterprise

Ireland. There is a timely opportunity for theseagencies to work together to explore how Dublinsenterprise support systems might be redesigned tobetter serve the customer and to share resources.This is a theme shared by the current Lord Mayor topromote Dublin as a centre for business.

It is proposed to designate 2014 as Year ofEnterprise for Dublin, which would see the roll-out ofthe different layers of the Start Dublin platform. Theyear would start in January with the launch of theStart Dublin website, new central headquarters andthe city libraries as local business information hubs.

There would be a series of events throughout theyear designed to offer support to the entrepreneurat each stage of their journey, culminating in aproposed Start Dublin Innovation Festival, whichwould build on Dublin City Councils existingInnovation Dublin initiative. Start Dublin could playa central role in coordinating and communicating thisinnovative project.

FEASIBILITY

Financing plan: 1/5 Partners would need todedicate staff time and resources to manage aseries of events during the year in addition to theonline platform.

Process simplicity: 2/5 Coordination andmanagement would be required with otheragencies and startups and SMEs.

System adoption: 2/5 The proposal could beundertaken relatively easily by the LEO and thelibraries allowing a realistic timeframe.

Implementation rate: 3/5 It could be achievablein the medium term (e.g. if it is to be launched in

January 2015).

Readiness: 1/5 There would be insufcient timeto get the proposal ready for January 2014.

Read

iness

FinancingPlan

Sy

stemA

do

pti

on

Imp

lem

en

tationRate Process

Simp

licit

y

DCEB FEEDBACK2014 would be too soon to plan this series ofevents but should be considered for 2015. Oncethe LEO is established this will be reviewed.


21/98

21STARTUP CITY



22/98

22

Purchasing Power.

CHALLENGE

Dublin City Council, other public sector bodies, semi-

state agencies, utility companies, etc. spend signicantamounts annually on purchasing goods and services.Together with the purchasing power of the manymultinationals established in the Dublin region, there is alarge market for small businesses and startups to tap into,through selling and potentially using these companies ororganisations as references if exporting.

However, many suppliers of these goods and servicescomplain that it is difcult for them to compete in this space

as existing procurement processes and procedures in effectdiscourage small businesses and startups from applyingsuccessfully. Conversely, internal purchasers also complain

that existing corporate practices make it difcult for them toselect small recently established agile companies even whenthe goods or services offered are competitively priced.Irish public bodies have to operate within European and Irishprocurement laws. Within those constraints is there potentialfor public bodies and small companies to develop moremutually benecial supplier/purchaser relationships? What

areas could be targeted? How can the procurement processbe simplied? How could the city test these solutions and setan example for others?


23/98

23STARTUP CITY

TEAM

Facilitator: Deirdre Ni RaghallaighDCC, The Studio

Visualiser: Apostolo ZenoIwB

Advisers: Joan MulvihillIIA

Anne LannonDCC, Procurement Section

Participants: Aisling Doyle DCEB

Paul Byrne Optophonic

Jason Roe ParkYa

Ron Immink Small Business Can

Dr. Zvi Weinstein Town Planner


24/98

24

http://www.slideshare.net/DCCStudio/purchasing-power-24831852http://www.slideshare.net/DCCStudio/purchasing-power-24831852


25/98

25STARTUP CITY


26/98

26


27/98

27STARTUP CITY

INTRODUCTION

Procurement is essentially the acquisition of goodsand services at the best possible cost to meetthe needs of the purchaser in terms of quality andquantity.

This team investigated ways in which SMEs couldbe included more in tenders for goods and servicesthat are issued by public bodies. Current reform toprocurement regulations (e.g. grouping large tenderstogether across local authorities or other publicsector bodies to achieve efciencies and discountsthrough bulk purchasing) means that SMEs maynd it even more difcult to sell to public bodies,and additionally, that public bodies may nd it moredifcult to source goods and services from smallcompanies. Obstacles which inhibit SMEs fromparticipating in public tenders include:

1. The time and cost associated with preparingtenders (approx 4500 - 5000). Note that thissame cost is also borne by the public bodyspending time in preparing and assessing the

tender.

2. Inability to get a foot in the door: due tounfamiliarity with new companies, public bodiesmay continually seek quotes from the samesuppliers for goods and services.

3. Public bodies may be unaware of the new goodsand services that SMEs have to offer.

4. The standard conditions that public bodiesinclude in tenders, e.g. insurance, public liability,requirements regarding nances and experience

etc.

PROPOSAL

The team essentially proposed 3 ideas. Theseincluded more exible use of existing procurementprovisions, increasing the communication (ordialogue) between the different parties involved

in procurement, and recommendations on howsmall rms could come together to improve theiropportunities to win public contracts.

1. Utilising Existing ProcurementPractice/ More Flexible Options

Changes to procurement practice could includemeasures to ensure a more level playing eld forcompanies pitching for tenders, i.e:

a) Breaking down some larger tender sums into

smaller packages of under20,000 so that SMEsmay qualify to be included in the tender and that

several rms now undertake the work rather than asingle large supplier.

b) Imposing less onerous conditions andqualication criteria, e.g. is the level of experienceand / or insurance cover really necessary?

c) Looking for more open solutions: public bodiescould tender out for innovative solutions to issues

/ challenges, rather than deciding how the issue /challenge is to be addressed.

FEASIBILITY

Financing plan: 3/5 Staff time would be requiredto research the feasibility of the above but littleadditional training required.

Process simplicity: 3/5 Legal advice wouldhave to be sought to ensure that the proposedsolutions are workable and compliant.

System adoption: 4/5 More research andconsultation is required prior to adopting such asystem.

Implementation rate: 3/5 The proposals couldtake a long time to develop.

Readiness: 2/5 Further research is required.

Read

iness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Process

Simp

licit

y


28/98

28

2. Improving Dialogue

To improve communication or dialogue, anetworking event could be set up that could berun by the city and attended by SMEs, buyers,procurement sections, LEO, Digital Hub etc. Theevent would be a two-way process: it would allow

public bodies to advertise what goods or servicesthey will be procuring in the next year that SMEscould prepare for, and for SMEs to showcase goodsand services for potential sale to public bodies.The public bodies could also provide informationon purchasing plans for the years and feedback onoverall tender responses. A key principle would beto build new relationships between the public bodiesand Dublins small companies. The alternative is thatDCC will lose contact with city suppliers and ratepayers because of national procurement rules.

FEASIBILITY

Financing plan: 4/5 Costs would mostlyconstitute staff time.

Process simplicity: 3/5 The process could berelatively straightforward to undertake.

System adoption: 4/5 The proposal could beeasily adopted.

Implementation rate: 4/5 Once agreement is

reached with the various bodies considered, thesystem could be implemented in the medium

term.

Readiness: 4/5 In-house consultation andagreement would be required with the relevantprocuring bodies, departments and divisions.

Read

iness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Proce

ssSim

pli

cit

y

DCC FEEDBACK

Dublin City Councils Finance Department hasconsidered this proposal and will investigate howto encourage greater small rm involvement,particularly in the lower thresholds under12,500 (ex VAT) (one quote needed) and under

25,000 (ex VAT) (three quotes needed). Thisscale was considered crucial by small rmsparticipating. Within the type of products andservices procured by the City Council there islimited scope for competitive dialogue. At presentsmall rms should consider registering on E-Hub(http://www.e-hub.com/pages/home.asp) andon etenders (www.etenders.gov.ie) which wouldallow them to get alerts when procurementopportunities arise across the public sector.The Central Procurement Unit is examining thepotential of the Quick Quotes facility on etenderswhich should make it easier for small rms toquote and become aware of opportunities acrossthe public sector.

In the interim the councils ProcurementSection is looking at improving the informationpublished in the DCC website on procurementand the business linkages publications. Theprocurement section is commencing purchasertraining for purchasers across the counciland will incorporate the issue of appropriatequalifying criteria (insurances, turnover, years ofexperience) that can adversely impact on small

rms. The City Council has already amendedsome of these criteria in recent procurementsbecause of changing market circumstances.However it should be noted that the changes thatthe City Council can make are determined largelyby sectoral, national and European frameworksand regulations.

DCEB FEEDBACK

In terms of software, there are a few precedents.

DCEB uses an online purchasing tool, developedby a client company called SourceDogg.comand Cork City Council uses the Irish provider ofprocurement software Keelvar.


29/98


30/98

30

Prototyped in Dublin: Using

the City to Test Products &

Services.

CHALLENGE

Companies in Dublin are developing a wide range of

applications, products and services for a worldwide market.Products as diverse as street furniture, intelligent sensors,low carbon lighting, green building technologies, playequipment, corporate applications or new city initiativesneed real world testing. What if Dublin City Council and otherpublic and private organisations in Dublin could facilitateprototyping for high potential products or services developedin this region, for later sale worldwide? Whats the best wayfor these companies to approach these organisations withtheir business ideas? What would need to be considered

in evaluating proposals to prototype them? How can thisprocess be open and transparent being mindful of thenancial and staff constraints of these organisations?

How would reference sites be provided and who would beresponsible for monitoring these ideas and managing costs?


31/98

31STARTUP CITY

TEAM

Facilitator: Monica ContrerasIwB

Visualiser: Amy WestIADT

Advisers: eresa DillonPolar Produce

om LeahyDCC, Environment & Engineering

Participants: Siobhan Maher DCC, Public Realm Ofcer

om Stewart Open Learning Ireland

Mark Bennett DCC, Ofce of Economy & International Relations

Conor Quinn Bikesnug

Frank Hughes Architect

Simon GeraghtyDotdash



32/98

32

http://www.slideshare.net/DCCStudio/group-3-prototyped-in-dublinhttp://www.slideshare.net/DCCStudio/group-3-prototyped-in-dublin


33/98

33STARTUP CITY


34/98

34

INTRODUCTION

This team investigated how Dublin could becomethe global city of choice to prototype new productsand services. Key for a city in achieving this aimis transparency, public participation and opendata. San Jose, Barcelona and the Philippines are

examples where partnerships were forged betweenbusinesses, educational institutes and cities tocreate testbeds to launch products and services.Dublin has many advantages that would make it anideal city for prototyping, including: a diverse andcompact urban environment, a city with a strongenterprise culture, the European headquarters forsome of the worlds largest IT multi-nationals, anda young multilingual workforce with a friendly socialenvironment. Dublins unique strengths include itsmany state and semi-state properties and spaces,local expertise, open data and public wi, andpartnerships between academia, government and

business such as the Creative Dublin Alliance.The teams goal was to leverage the existingresources in Dublin to support a thriving prototypingecosystem.

PROPOSAL

This team proposed that a single agency orPrototype Dublin Ofce (part of InnovationDublin?) be set up which could act as an interface

and dynamo between entrepreneurs / industryand the city and its partners, to provide spaces,properties, training , mentoring, expertise, funding,etc. for the fast prototyping of ideas. The Ofcecould be part of Dublin City Council and couldcoordinate information, gather data, supportevents, provide professional support and allocateresources to ideas being prototyped. It could alsooffer guidance on issues like health & safety, publicprocurement etc.

Entrepreneurs / industry would submit applications

to the Prototype Dublin Ofce in a fast streamlinedonline process where ideas can be quicklyuploaded, validated and assessed. Ideas developedto prototyping stage would be tested and evaluatedand where successful showcased during theannual Innovation Dublin Festival, and a proposedprototyping website and prototyping festival,innovation awards, pop-up labs, design clinics etc.

The Ofce could also be used by the city to launchcompetitive callouts to industry and universities topropose solutions to specic urban challenges oropportunities, and could run monthly Ideas Clinics

with networking events and mentoring facilities togrow a prototype community in Dublin. The Ofcespartners would include universities, think tanks,industry labs, professional associations.


35/98

35STARTUP CITY

Financing plan: 2/5 The Prototype Dublin Ofcewould require staff to run and manage it isunclear how this would be funded and supported.

Process simplicity: 2/5 The Ofce may bedifcult to set up, and would require buy-infrom large sections within Dublin City Council,universities, industry etc. The criteria foraccepting ideas to be prototyped would have tobe considered carefully.

It may difcult to calculate the resources requiredto support a prototype which raises the questionof how much time and staff resources should acity council be expected or be allowed to provide.

Also, responsibility for monitoring the idea duringprototyping stages and insurances would need tobe agreed. Complex legal issues may need to be

addressed.

System adoption: 3/5 The structure of theOfce would also need consideration - wouldstaff be seconded to assist with ideas, and whoshould pay for this service? Who would approvestaff time and nancial resources for ideas?

Implementation rate: 2/5 The Ofce could takea long time to set up: medium to long-term. Moreresearch would be required into how it wouldfunction, legal issues regarding state aid etc. It

could be implemented as a prototype itself.

Readiness: 2/5 The Ofce would require a lotmore research before being set up.

Read

iness

FinancingPlan

Sy

stemA

do

pti

on

Imp

lem

en

tationRate Process

Simp

licit

y

DCC FEEDBACK

DCC is interested in scoping this concept further.Staff with experience in prototyping and SmartCity Project collaborators have been askedto assess this concept and report back to themanagement team within 3 months.


36/98

36

Show Me the Money: Finding

New Models of Funding &

Financing for Startups.

CHALLENGE

There is a complex system of nancial support and funding

available for startup businesses dependent on tradingstatus, sector, location etc. The range of grants and fundingstreams can be confusing due to differing eligibility criteria,terms and conditions etc. The systems can be slow to reactto emerging sectors and market demands. There may begaps and overlaps in funding streams. The range of fundingsupport is inhibited by government policies (eg. perhaps notsupporting certain sectors), and it is said has a one size tsall approach. Funding support is often said to be designedaround the needs of the funders, as much as the needs of

the early stage businesses. Given that nancial resources areconstrained in the short term, can existing funding be betteraligned to address some of these priorities and gaps? Within

current constraints how could Dublin develop additionalsustainable funding models that would make a real differenceto the early years of a company in Dublin? Are other citiesusing models that Dublin could explore?


37/98

37STARTUP CITY

TEAM

Facilitator: Arlene EtchenIwB

Visualiser: Emmet FarrellIADT

Advisers: Greg SwiftDCEB

Deirdre MurphyDCC, Rates Noeleen McAddenDCC, Rates

Participants: Ailish Smyth DCC, Ofce of the Economy & International Relations

Brendan Goss Digital Hub

Audrey Hughes Principal HR

John Bourke Col Lab

Marion Walsh DCEB

Justin PurcellBallyfermot Partenership

Jonathon WeinbergDCC, Planning



38/98

38

http://www.slideshare.net/DCCStudio/group-4-show-me-the-moneyhttp://www.slideshare.net/DCCStudio/group-4-show-me-the-money


39/98


40/98

40

INTRODUCTION

This theme examined how Dublin could realignexisting funding mechanisms and develop additionalmodels where there are gaps that could make areal difference to the early years of a company inDublin. The funding landscape today is generally

derived from savings, borrowings, micro-nancing,grants, venture capital, funds (like ICE fund), taxbreaks etc, however the team explored futurefunding mechanisms which could potentiallyinclude corporate funds, securitization of assets,crowdfunding, peer review of other companies etc. Itwas agreed that it is difcult for start-ups to accessfunding, and funders generally tend to lean towardsstart-ups with comprehensive business plans in theareas of technology, tourism, manufacturing andinfrastructure. These industries have a much widerarray and variety of funding sources than artists,designers, craftsmen etc, due to their ability to scale

and access international markets. Entrepreneursmay be apprehensive and confused about funding:they may be nervous (like the funders) due to thenancial crisis and may not know how to navigatethe funding system.

Three key areas emerged:

1. Lack of available funds

2. Confusion about how to access fundinginformation

3. The need to better prepare entrepreneurs forstarting and running a business

PROPOSAL

A signicant Dublin Startup Fund could be set upas a partnership between Dublin City Council, BlueChip Businesses, Banks, EU Funding Sourcesand Citizens etc., called the Dublin IDEA Fund(Innovating Developing Educating Accelerating).The new fund and programme would align withDublins Economic Plan, deliver free and accessiblementoring to ensure the success of startups,

enhance partnerships between the public andprivate sectors, and provide funding for startups.The fund would be accessible from a new onlinewebsite and portal called Support Dublin andwould provide a one-stop shop for startups toeasily access funding from the Dublin IDEA Fundin addition to being a gateway to accessing fundingfrom other sources. It could be based on the award-winning gov.uk website and supplemented by anapp. for increased accessibility. LEO staff would alsobe available for face-to-face consultations to guideand explain the various funding options available.

The Dublin IDEA Fund would be nanced fromcorporate social responsibility contributions andgrants from organisations like Diageo, Facebook,


41/98

41STARTUP CITY

Google, banks etc. by leveraging the brand equityand integrity of Dublin City Council. It could alsotap into sources from the EU (eg. Horizion Fund).Additional funding could also come from citizensthrough a crowdfunding platform co-hosted byDublin City Council (similar to seedups.com). Thisfunding model would engage Dubliners in supportingtheir local business community by investing smallsums of money in businesses they want to support.

Features of the fund could include:

50 million Fund

Feasibility Grants

A low interest loan available in tiered increments

A quick funding cycle (6 application periods)

Criteria for Entry:Applicants for the Dublin IDEA Fund would be

obliged to participate in a Dublin Startup mentorprogram to be run by the new LEO together withindustry members, some of whom may come fromthe organisations supporting the fund. Advice wouldbe provided to assist startups develop business andfeasibility plans and to help them apply for funding.

To qualify for entry, applicants must:

Be a startup company (small company in theearly years of development)

Undertake mandatory mentoring (for a minimumof 12 sessions over a year)

Have a scalable project Address a relevant market

Startups who participate in the program may berequested to provide mentoring to other startupsonce their business is successfully launched.

Benets

The Dublin IDEA Fund would increase the numberand quality of startups, employment, innovation andentrepreneurship in the city, attract new business

and enhance Dublins reputation as a Startup City.For Dublin City Council and the LEO, the fundwould promote new collaborations, enhanced brandidentity, promote government policy, increase ratesrevenue, etc.

For sponsors, investors, partners, the fund wouldprovide a positive brand identity, a return oninvestment, new collaborations and an increasedsense of goodwill and philanthropy in the business

community.

For the entrepreneur, the fund would be easy toaccess, address gaps in the system and increasetheir success rate.

FEASIBILITY

Financing plan: 1/5 A 50M fund would requiresignicant commitment and resources from boththe public and private sectors.

Process simplicity: 4/5 Existing models could

be used as templates.

System adoption: 4/5 It would be administeredindependently.

Implementation rate: 2/5 It could be set upwithin one year if nance is secured.

Readiness: 1/5 A lot more research into thisfund would be required and would require lengthydiscussions.

Read

iness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Process

Simp

licit

y

DCEB FEEDBACK

Finance is an issue for many Startups. The newLEO, with DCEBs experience of being a provider

of funding for 20 years, would lead on this idea.It would set up a steering group, and lead ondevelopment of a Dublin City Fund for Startups.

Local funding models already exist in Cavanand Dun Laoghaire and they can be researchedand maybe serve as a model for Dublin. DCChas some experience from the Dublin CityEnterprise Ulster Bank Support Fund January2011. Enterprise Ireland would need also to beconsulted.

Micro Finance Ireland manages local fund alreadyand perhaps could manage the new Dublin fund.


42/98

42

Once Upon a Time in Dublin

Telling Our Startup Story.

CHALLENGE

Many entrepreneurs chose to locate in cities or regions where

they feel the best supports or markets are available in orderfor their company to succeed. These cities or regions fromacross the globe are vying with each other to attract andretain high potential entrepreneurs. Silicon Valley, CambridgeMassachusetts, Tel Aviv, London, Chile and others areseen as particularly successful in communicating theirrespective offers. What is the story that Dublin would like tocommunicate and to whom? What more can Dublin do tocompete with these cities or regions?


43/98

43STARTUP CITY

TEAM

Facilitator: Ruth DowlingDCC, The Studio

Visualiser: Kelsey McColganIwB

Advisers: Luigi FerraraIwB

David Brennan Dublin City Business Association Noeleen McAddenDCC, Rates

Participants: Jamie Cudden DCC, Activating Dublin

Billy Linehan DCEB

Carol Cregg SEDA College Languages

Aibhe Roche Extreme Ireland / Irish Whiskey Museum

Alison HackettWriter

Noreen OHare Consultant

David OrtfordTolka Partnership Killian OHigginsThomas Street Business Association



44/98

44

http://www.slideshare.net/DCCStudio/group-5-telling-our-startup-storyhttp://www.slideshare.net/DCCStudio/group-5-telling-our-startup-story


45/98

45STARTUP CITY


46/98

46

INTRODUCTION

The teams challenge was to determine the storyDublin wanted to communicate and to whom; a storythat encourages its indigenous population to becomeentrepreneurs and to start up their own business. Itshould also sell Dublin as one of the most attractive

cities in the world for foreign entrepreneurs to startand grow their own business. Dublin needs to beable to articulate its successes and strengths. Thiscan be delivered with the development of a strongbrand that is underpinned by a suite of actions thatdelivers on its promise.

The group identied some of the key attributes thatmake for a vibrant and successful start up eco-system. While the city certainly has some strongassets there are many areas that require attention.The group felt that while Dublin could benet froma stronger visible brand the key emphasis should

be on the actual actions that are delivered on theground. The city has to works towards a vision ofmaking Dublin one of the best cities to start up in.To achieve this, a suite of priority actions need tobe delivered to enhance the overall ecosystemexperience.

As a city, Dublin is attracting not only startups butinternational companies: Ireland is ranked number1 to do business in Europe (Forbes, 2011). It hasmany of the components of a successful startup ecosystem, for example it is home to 3 of the

top 8 accelerators in Europe and a large base ofmultinational companies who have their Europeanheadquarters here. It is a business friendly city, thatcreates and attracts talented people and is an ideallocation to access the EU and global market.

Research with startups revealed that Dublin hassome great benets, from the availability of taxincentives to the speed of setting up a company.However, while the city may be good in someareas, other areas were found to be lacking. Thegroup identied a suite of priority actions that couldaddress the gaps.

It was proposed that a brand for Dublin City wouldbe a living and growing brand, but that additionally, itwould be honest and realistic.

An ideal ecosystem for start ups was analysedconsisting of 6 elements that would enhanceDublins brand: vibrancy; super-connectivity; talent;prototyping; cohesion of business support; andfunding. It was felt that Dublin is already strong inthe rst 3 elements:


47/98

47STARTUP CITY

1. Vibrancy

Dublin is a great place to live and work in. It is acosmopolitan, international city with a small townfeel; it is compact and walkable; people are friendlyand there is a culture of openness; and it is famousfor its energy and buzz.

2. Super-Connectivity

Because of Dublins size, and as the capital of asmall country, it is easy to meet people and connect.The citys extensive network of cafes and bars makeit ideal for hangouts and meetups. Dublin is super

connected at both a local and international level.One of our strengths is networking, another areaof advantage is the global Irish diaspora and theopportunity to connect and use this extensiveresource. Being the second most globalisedcountry in the world and having most of the majorglobal companies here (8 of the top 10 global ICTCorporations are located in Ireland according to IDA,2012) creates a multitude of opportunities for wouldbe entrepreneurs and startups.

3. Talent

In Dublin there is access to a well educatedworkforce with a rich and diverse range ofnationalities and linguistic skills: Dublin is thecity with the best Human Capital, (Economist

Intelligence Unit 2012). International companiescite the access to talent, both home-grown andinternational, as one of the key reasons why they

have located in Dublin.

PROPOSAL

In addition to the 3 elements described: vibrancy,super-connectivity, and talent, it was deemed thatthe following additional 3 areas require improvementto fully develop Dublins Startup ecosystem:

4. Prototyping(also see Theme 2 for similar

proposal and feedback)

Startups need to be able to test their solutions:while Dublin is an ideal size to do so, thereneeds to be better engagement and networking.Prototyping opportunities should be advertised.A City Prototyping Ofcer should be appointedwho will have the ability to link ideas. It is alsosuggested that a prototyping competition would beheld which addresses commercialisation and would

demonstrate internationally that Dublin is a city ofinnovation.

The remaining 2 elements are explored as part ofthe teams proposal.

5. Cohesion of Business Support(see alsoTheme 1 for similar idea and feedback)

Multiple agencies are involved in supporting new

businesses and at times it may be confusing anddifcult for startups to navigate their way throughthe system. As the Dublin City Enterprise Board iscoming into the remit of Dublin City Council with anew Local Enterprise Ofce (LEO) being created,there is an opportunity to map and review all theexisting supports available for startups across allsectors.

All agencies would need to agree and promote a

single support structure. A single online portal couldbe developed and potentially managed by startupstelling their story online through blogs and providing

support through skills exchange.

FEASIBILITY

Financing plan: 4/5 Existing staff and resourcescould be used to review and redesign existingsupport structures and identify gaps. AdditionalIT staff would be required to set up and managethe online portal and moderate blogs. See alsoTheme 1.

Process simplicity: 4/5 A review of businesssupports is required; however any proposedredesign of existing services may take time andconsultation. See also Theme 1.

System adoption: 2/5 Agencies would have toagree to any redesigns of support. AdditionalIT skills would be required. LEO services arepredetermined by Enterprise Ireland.

Implementation rate: 4/5 A review of businesssupports could take a number of months to

undertake.

READINESS: 2/5 The number of bodiesinvolved makes this a complex project.


48/98

48

6. Cohesive Story

The group suggested a three- year strategyand selected a number of priority actions that ifimplemented could enhance the start up ecosystemand Dublins brand of being one of the best start upcities in the world. The starting point is focused on

effective communication and ensuring that Dublin istelling its story today.

The developing of a specic brand

Communicating Dublins existing strengths, is thebrand for the city in 2013, but this needs to be builtupon to make Dublin the city of choice for startupsby 2016. Success stories are already happeningin Dublin and the city should showcase these nowwhile working on opportunities for improvement andshowcasing more in the future.

This could be delivered under the banner of the

already established Innovation Dublin brand.There are many effective, low cost actions that cansupport the Dublin startup brand such as a coherentcommunication campaign through blogging, showcase events, articles, etc.

A detailed programme for the 3 areas to bedeveloped under the strategy is illustrated belowtogether with a timeline:

Read

iness

FinancingPlan

Sy

stemA

do

pti

on

Imp

lem

en

tationRate Process

Simp

licit

y

DCEB FEEDBACK

The LEO would lead on the review of servicesand mapping (also part of Theme 1).All LEOsin Ireland will share national LEO websitedescribing the common services on offer.


49/98

49STARTUP CITY

The suggested brand for Dublin is .in Dubline.g. started up in Dublin, imagined in Dublin,created in Dublin, prototyped in Dublin, etc.

The brand could be launched to coincide with aninternational competition for startups, which wouldinclude a startup pack with funding and mentoring.However the brand is only meaningful if theexperience and reality on the ground

FEASIBILITY

Financing plan: 3/5 Branding may need tobe undertaken by external consultants. Highpotential cost.

Process simplicity: 3/5- City branding is alreadytaking place in Dublin, however a commonapproach may be difcult to secure.

System adoption: 4/5 Success would dependon how cohesively the story is told and how wellthe brand is adopted and used.

Implementation rate: 4/5 The branding processcould commence immediately, but could bedesigned to change over time.

Readiness: 4/5 Branding could commence

immediately.

DCEB FEEDBACK

DCC has done signicant work on branding withcity partners and Activating Dublin. The Chamberof Commerce is also progressing work in thisarea. The LEO would collaborate with input andsupport.

All LEOs will share a national website describingcommon services, a mapping of which would beled by the Dublin LEO (See also Theme 1).

Read

iness

FinancingPlan

Sy

stemA

do

pti

on

Imp

lem

en

tationRate Process

Simp

licit

y


50/98

50

Enterprise Spaces & Places:

Spaces to Help Grow and

Support Small Companies.

CHALLENGE

Dublin has a range of enterprise spaces run by the public

and private sectors that serve companies through their earlyyears. Many of these are currently operating at capacity.Startups in food manufacturing, makers and business supportservices in particular are reporting difculty in locatingsuitable premises for startup and subsequent stages. Givenexisting constraints, where, why and how can these spacesbe provided? What new resources and facilities do theyrequire to keep apace with evolving sectoral changes? Howcan the information and research needs of these enterprisesbe supported over the next decades? Many would like to

convert premises, particularly the upper stories of formercommercial buildings into live-work units. In practice howevercomplex regulations on planning, re safety, rates and others

can deter those considering this option. Could the city makeit simpler for small scale manufacturers to set up shop inthe city? A new Incubation Hub is proposed as part of thenew City Library complex in Parnell Square how should itfunction?


51/98

51STARTUP CITY

TEAM

Facilitator: Andrea Di Marco Strategic Designer

Visualiser: Graeme KondrossIwB

Advisers: Joanne Hession QED Training

oby Scott Know Innovation Jim KeoghanDCC, Planning

Participants: Mainard Gallagher CEB Admin

Kevin Loaec Reinventing the Wallet

Jeremy Wales DCC, The Studio

Mary Baker Rathmines Community Partnership

Anne MoloneyRyan Academy

Catherine ByrneSWIC

Sean Purcell DCC, Ofce of Economy & International Relations


52/98

52

http://www.slideshare.net/DCCStudio/group-6-enterprise-spaces-and-placeshttp://www.slideshare.net/DCCStudio/group-6-enterprise-spaces-and-places


53/98

53STARTUP CITY


54/98

54

INTRODUCTION

This team examined how spaces and places inthe city could be better used to support startups,existing small businesses and the local community.Business can take place in many different locations:from working at home or a live-work unit, to a caf,

hot-desking in an ofce or working in an enterprisespace or dedicated workplace. The type of spacesneeded could vary at different times and coulddepend on many factors: sectoral interests (catering,IT, light engineering, food manufacturing, medical,professional etc), timespan (short-term hot-deskingto long-term leasing of premises up to 3 years),cost, size (for an individual or group) and location(on-street / off-street presence) etc. These spacesmay also need support: e.g. IT, conference, meeting,networking and mentoring facilities.

The key spatial issues for these user groups include:

More diverse enterprise space required (exiblelease lengths, exible space to expand andcontract where required, special sectoralrequirements, size and location etc)

Costs for these spaces: leasing, tout, supportfacilities and services (mentoring, advertising

etc)

Difculties in trying to nd these spaces

Inadequate networking and communicationbetween startups themselves, between startupsand potential buyers / markets, and between thedifferent enterprise hubs that operate in the city.

PROPOSAL

The group proposed 3 solutions that would bemanaged by the new LEO:

1. An online platform to map enterprisespace

An online platform could be provided with a

database that geo-locates available enterprisespace in the city specically for short-term lets (e.g.1 month for pop-up shops to 6 months or more). Thiswould provide information on length of lease, size,location, support facilities, tout condition (includingany discounts available if some tout work could beundertaken by the startups themselves), etc. Thisplatform would also geo-locate meeting / conferencerooms available in the city for startups to book invarious premises (businesses, enterprise units,universities, hotels, local authorities etc).

A discussion board would also be set up wherebystartups could tell the stories behind setting uptheir business for others to use and learn from. Thiswould assist in creating an online entrepreneurial

community that could easily exchange informationetc. Unlike similar platforms such as boards.ie, allposters would have to be afliated to the LEO toensure that they are bona de Startups or smallbusinesses. The site would also be moderated bythe LEO.

FEASIBILITY

Financing plan: 2/5 The principal cost is stafftime to update website, communicate withproperty owners and moderate discussions.

Process simplicity: 3/5 Setting up andmanaging website for property and discussionforums, communicating to property owners thata website is available to advertise short-term letscommunicating to start-ups that such a websiteexists.

System adoption: 4/5 IT and communicationskills required.

Implementation rate: 4/5 Short term set-uppossible for discussion forums (1-2 months),medium term set-up for property advertisements(3-4 months). The property site would be veryattractive. There are already forums existing forstartups.

Readiness:4/5 Related websites already

exist that could be used as a template for thisproposal. Staff resources required. Needs to tinto strategy of new LEO if a priority.

Read

iness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Process

Simp

licit

y


55/98

55STARTUP CITY

Implementation rate: 1/5 Long-term. It may takeseveral months or a year to set up.

Readiness: 1/5 It would require a lot ofresources to set up, advertise, manage etc.

Read

iness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Process

Simp

licit

y

DCEB FEEDBACK

The DCC Guide to Enterprise in Dublin Citycurrently has a section on enterprise space butneeds to be updated .

This proposal could be considered with the work

on the Startup Dublin platform (see Theme 1).The discussion forum/board would be referredto the Startup Dublin platform steering group fordevelopment.

2. SAS (Startup-AccommodationScheme):

Local authorities currently lease accommodationin private residential developments to rent out totenants on Rent Supplement, in a system called

RAS (Rental Accommodation Scheme). The LocalAuthority benets by acquiring reduced long-term leases on these properties, and creates amore balanced socio-economic mix of residentialunits throughout the city. Could a similar system(SAS Startup Accommodation Scheme) be setup whereby local authorities lease enterprise /vacant ofce spaces in developments to rent out/ sublet to startups / small businesses on shortterm lets throughout the city? The local authoritycould manage the leasing of units to startups itselfor subcontract the service out to a third party.To increase the socio-economic benets of this

scheme, it could also be envisaged that startupscould also offer free mentoring, classes, use ofequipment etc to local communities to further reducetheir rents for the enterprise spaces.

FEASIBILITY

Financing plan: 2/5 Local authorities maybe reluctant to take out long term leases onpremises. There would be costs associated withmanaging this system, together with providing

ancillary resources, e.g. IT for shared useamongst businesses.

Process simplicity: 1/5 There may be difcultiesnd suitable properties: owners may not beinterested in providing properties for shortterm lets. There is probably more expertson enterprise spaces in other managementagencies and the private sector than in the localauthorities.

System adoption: 2/5 It may require some more

research to investigate its feasibility and if therewould be interest in such a system.

DCC FEEDBACK

Dublin City Council has a strategic interest infacilitating a range of spaces for startups and forthose wishing to scale their business. However,

DCC does not have existing property that wouldmeet these requirements. Other public andprivate bodies have more expertise in this area.There is a need for more cooperation betweenoperators or enterprise space.


56/98

56

3. Launch Day:

Launching a new business can be a lonely anddaunting prospect, and publicity and advertisingcosts to attract new clients and customers canbe prohibitive. It is proposed that a Launch Daycould be held e.g. every 3 months that could rotate

between the larger enterprise centres in Dublin,e.g. Fumbally Exchange, Liffey Trust, Pearse St.Enterprise Centre, etc (including the Wood QuayVenue in the Civic Ofces). This would give startupsor existing small businesses launching a newservice or product, a forum to promote and pitchtheir work to new markets such as fellow startups,and the established business community. Publicsector bodies could also attend the launch days toinvestigate new suppliers / consultants that theycould possibly support. Private companies may beinterested in sponsoring the event.

Consideration could also be given to requestingthat all companies pitching their work at the launchdays could bring other businesses to network at theevent. As part of the lease agreement, there couldbe a down-tools policy (e.g. from 4pm on a Friday) toensure that all startups take part in the event wherepossible. The media could also be invited to attendand provide free supplements in their newspaperswith proles of the various businesses or productsbeing launched, thus providing the startups with freemedia exposure. The Launch Day would circulateevery 3 months from Enterprise Centre to Enterprise

Centre to provide new markets, a cross-fertilisationof ideas, and new networking opportunities.

FEASIBILITY

Financing plan: 5/5 The launch day itself wouldrequire very little costs, just staff time to organise.

Process simplicity: 3/5 The format would needto be agreed with all the enterprise centres.The event could be organised each time bya representative from the LEO, or could beundertaken separately by each enterprise unit.Startups would have to be informed of the launch

day. The media would have to be informed andinvited to attend, and requested to write articles

on it.

System adoption: 4/5 There would be no majorchanges to the current working of any enterpriseunit. Independent enterprise centres need to besold on the idea and what is in it for them, theirclients and how it meets their objectives.

Implementation rate: 4/5 It could beimplemented in the short-term.

Readiness: 4/5 The idea is relatively simple.

Read

iness

FinancingPlan

Sy

stemA

do

ption

Imple

men

tationRate Process

Simp

lici

ty

DCEB FEEDBACK

Many networking opportunities like First Tuesdayand Bizcamp already exist in the city. The LEO

would promote new networking opportunitiesthrough the Startup platform.

Small businesses at an early stage ofdevelopment are engaged in piloting theirproducts and services. This concept mayneed further development because launchingof products or services too early to a wideraudience may damage their future prospects.

This concept may suit certain sectors more thanothers and it was successful in other cities, eg.

Tech startup days in Chicago, Techstars demoday.


57/98


58/98

58

Developing Markets and

Holding Events in Dublin.

CHALLENGE

Many successful Irish and International household brands

rst started selling their products on market stalls. Marketsare particularly attractive to the food, craft and fashionsectors due to the low cost of entry. Dublin City Councilsupports a range of private market activities on parks, streetsand other locations across the City and wishes to refurbishthe old City Markets building on Marys Lane, Dublin 1. Newindoor markets have developed in a number of locations.What further opportunities could be developed by marketsacross Dublin? Many markets operate in tandem with eventsor festivals in the city. How can the city encourage more

of these activities? How can all the regulations be easilyaddressed: health & safety, licensing, insurances, roadclosures etc.?


59/98

59STARTUP CITY

TEAM

Facilitator: Susan Butler Service Designer

Visualiser: Camille BleyouIwB

Advisers: James BurkeConsultant

Coiln OReilly DCC, CRA Jim KeoganDCC, Planning

Participants: Simon ORafferty Design researcher

Graham Clarke Kooky Dough

Dick Gleeson DCC, Planning

David Fitzgerald Scapegoat Design

Paul Haycock Paul Haycock & Associates.


60/98

60

http://www.slideshare.net/DCCStudio/group-7-developing-markets-and-holding-events-in-dublinhttp://www.slideshare.net/DCCStudio/group-7-developing-markets-and-holding-events-in-dublin


61/98

61STARTUP CITY


62/98

62

INTRODUCTION

Many startups use markets as a space to test theirproducts and the effectiveness of their marketingand business plans. Compared to selling productsdirectly from shops etc, selling from markets isa relatively easy and low risk process and gets

feedback quickly. Markets could be used to selleverything from food, clothing, jewellery, arts andcrafts, household items etc.

There may be high costs for some stall-holdersto start up and to set up in the better markets inDublin. There may be a lot of bureaucracy, byelawsand regulations to set up markets, which could besimplied and made more readily accessible, e.g.regarding licenses, health & safety issues, parking,deliveries, noise, litter & waste management,cleaning etc. There may be different issues toconsider depending on the type of products for sale,

whether the markets are indoor or outdoor, or if theyare held in the early morning, night-time, seasonally,all year round or just for special events.

In addition to guidance and regulations about settingup individual stalls in a market, there is currently noguidance on how these individual stalls should becurated and grouped collectively together to createa quality market experience. The quality of all thestalls collectively in different markets in the city canvary hugely many can be interesting and havea well curated mix of complementary but different

stalls that would attract a mix of regular customersand tourists. Others may feature too many similartype stalls and not enough staple items to attractregular shoppers. Key features of successfulmarkets should consider the local and tradercommunity, variety and quality of produce, value, theoverall atmosphere and entertainment, and exibilityof space.

This teams mission was to create a vibrant marketculture by making starting out easy, through amarketing campaign, improving the applicationprocess, improving the quality of the market eventsgenerally and providing incubator units for startups.


63/98

63STARTUP CITY

PROPOSAL

It is proposed to develop a citywide markets andevents charter, provide more information on settingup markets with a simplied application processes,and set up an incubation and mentoring programmefor startups.

1. Markets & Events Charter

Currently, there is no strategic plan for how marketsor events should happen in the city, i.e. where andwhen they should happen, what size or type theyshould be, who should run them etc. Setting up astrategic plan and charter for markets generallythroughout the city would support startups byallowing them to test the sale of products. It maycontribute to the success of existing markets byincreasing their size and quality with the additionof new stalls thus creating a critical mass as newshopping destinations for regulars and tourists alike.The charter would recognise the value and roleof markets in the city, its economic benets, etc.It could also link into other areas such as DublinsPublic Realm Strategy, cultural events, greenpolicies etc. The information could be accessed froma new website and app InStall, which could alsomap existing market areas and provide details ofproducts, traders and opening times etc.

FEASIBILITY

Financing plan: 3/5 Designing a strategic planor a charter for markets in the city would notrequire any nancial resources apart from stafftime. The only question to resolve would be whowould manage and staff the website.

Process simplicity: 4/5 Input would be requiredfrom Dublin City Council, BIDS, street traders,existing market premises, the Gardai etc toformulate the plan and charter. Setting up newmarket spaces or re-instating previous markets

e.g. in the proposed refurbishment of the CityMarket off Capel St. may require planningpermission, consultation with local residents andbusiness communities, etc. The website wouldhave to be constantly updated regarding currenttraders, products for sale etc.

System adoption: 4/5 Designing a strategic planor a charter for markets would not be difcult toadopt however the implementation may be moreproblematic (e.g. existing stall holders wouldneed to agree, etc.). The system could be trialledinitially on a small scale.

Implementation rate: 3/5 The website may beset up relatively easily.

Readiness: 4/5 Work could commence in theshort-term, however there may be a lengthyconsultation process with the local resident andbusiness communities.

Read

iness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Process

Simp

licit

y


64/98

64

2. More accessible guidance on settingup stalls and simplied application

procedure

The InStall website could provide downloadableguidance and regulations for markets and otherinformation for more specic types of markets, e.g.

food. Advice for individual stalls as well as advice onhow to curate markets generally could be provided.The site could also map and provide information onexisting markets in the city for tourists. A marketingcampaign would be launched to advertise theexistence of the site.

Features of the website could include:

Stall booking A simple streamlined processcould be developed whereby applications toreserve stalls or spaces can be submitted online

and persons could select and pre-book stalls orspaces similar to booking seats in a cinema.

A quality mark / star rating system Marketsthat agree to best quality guidelines could beawarded a quality assurance mark. This wouldencourage markets to continuously strive forhigher standards and assure customers thatbest practice is being followed.

FEASIBILITY

Financing plan: 2/5 The partners will requireresources to draw up the quality guidance andregulations and to develop and manage thewebsite. There are a variety of public and privatemarket operators in the city.

Process simplicity: 3/5 There would be a needfor consultation with relevant stakeholders toagree on the guidelines. Designing and managingthe website would require IT skills.

System adoption: 4/5 The website could be

easily incorporated as part of existing websitesincluding www.dublincity.ie.

Implementation rate: 3/5 Medium term: theconsultation would take a few months as well asthe development of the website.

Readiness: 3/5 The process would not becomplicated.

Read

iness

FinancingPlan

Sy

stemA

do

pti

on

Imp

lem

en

tationRate Process

Simp

licit

y


65/98

65STARTUP CITY

3. Incubation and mentoring programmefor Startups

A percentage of all stalls / spaces (e.g. 10%) inmarkets could be allocated for startup businessesonly on short-term contracts (e.g. 3-9 months),thereby allowing them to test and prototype

their products. This initiative would be similar toincubation units in technology centres. Mentoringadvice from fellow stall-holders, industry experts etccould also be provided for e.g. 6 months, on areassuch as product development, branding, nancialand marketing skills, how to operate a market etc.

Such a system would allow startups access tomarkets immediately rather than remaining onwaiting lists, and allow new products and ideas to besold at existing markets thus preventing them frombecoming stale.

FEASIBILITY

Financing plan: 3/5 There is a need to explorewhether private operators would facilitate this,what incentive would they have? The cost ofmentoring would also have to be factored in.

Process simplicity: 3/5 Input would be requiredfrom Dublin City Council, market operators,BIDS, street traders, existing market premises,etc. Some traders may not necessarily welcome

competition from new traders in their areas.

System adoption: 5/5 The mentoring servicesalready exist

Implementation rate: 3/5 Overall, the proposalcould be developed relatively quickly. Someaspects need to be taken into account e.g.existing letting agreements may have to expirebefore a percentage of stall space could beallocated for startups.

Readiness: 3/5 The system would require someconsultation and agreement.

Read

iness

FinancingPlan

Sy

stemA

do

pti

on

Imp

lem

en

tationRate Process

Simp

licit

y

DCEB FEEDBACK

The LEO would provide business advice viaexperienced business mentors. It would also runStart Your Own Business training programme formarket stall holders.


66/98

66

Making Food Easy.

CHALLENGE

Food is an important part of the experience of living in

and visiting the city. The food chain and the different foodchannels (production, manufacturing, etc.) are a revenuesource for a large number of businesses in Dublin City.

Those setting up a cafe or restaurant comment about themyriad of regulations encountered from multiple agenciesincluding the City Council. These regulations includeeverything from food hygiene, re safety, drinks licenses,signage and advertising, to permits for pavement tables andchairs. How could the city make these interactions easier for

new food outlets?


67/98

67STARTUP CITY

TEAM

Facilitator: ara Whelan Civic Works

Visualiser: Chris PandolfiIwB

Advisers: Gary iernan Ubode

Chris Wood DCEB

Participants: Pauline Logan DCEB

Aidan McDonnell Synergy Stocktaking

Catriona Lawlor Ryan Academy

Anna Young Accents Food


68/98

68

http://www.slideshare.net/DCCStudio/group-8-making-food-easyhttp://www.slideshare.net/DCCStudio/group-8-making-food-easy


69/98

69STARTUP CITY


70/98


71/98

71STARTUP CITY


72/98

72

Read

iness

FinancingPlan

Sy

stemA

do

ption

Imp

lem

en

tationRate Pro

cess

Simp

licit

y

FEASIBILITY

Financing plan: 3/5 Staff costs would berequired to set up the restaurant courses,create and manage the website, etc. Externalconsultants might also be needed.

Process simplicity: 3/5 Consultants might beneeded to help set up the system. Bord Bia andthe Dublin Food Chain (supported by DCEB)already offer services, this is not a core area ofsupport for Enterprise Ireland.

System adoption: 3/5 There is a need toresearch available resources at the moment.If the relevant expertise was sought, then theprocesses of running courses, setting up awebsite etc. could be relatively simple.

Implementation rate: 4/5 The courses could

be developed in the short-term, the website maytake longer to set up and design.

Readiness: 3/5 No obstacles are envisaged tosetting this up except for stafng issues and thelack of funding from Enterprise Ireland stafng.

INTRODUCTION

This team looked at how it could be made easier toopen a restaurant in Dublin. According to researchfrom Your Dublin your Voice, eating out is themain reason why people visit Dublin city centre, yetDublin has only 10 restaurants per 10,000 people,

compared to other cities which average about 23.

Further research revealed that the averagerestaurant is expected to lose 30,000 to 80,000in its rst year of operation, and 60% of restaurantswill fail within the rst 3 years. The cost of setting upa restaurant could range from 11,000 to 74,000before the cost of installing xtures and ttings.

Anyone planning to open a restaurant in Dublinwill need to engage with multiple agencies andhave to deal with a myriad of regulations, fromadvertisement regulations, re regulations, health

& safety issues, permits for pavement tables andchairs, etc. The process is complicated, confusingand time-consuming. It is easy to miss a particularagent or permit.

The benets to the city if these obstacles wereovercome could include more restaurants openingin the city (thus reducing the number of vacant unitsin the city), an increased rates base for Dublin CityCouncil, regeneration of the city centre due to spin-off benets to other businesses, increased footfalland tourism etc.

PROPOSAL

A dedicated sector in the new Local EnterpriseOfce (LEO) could be set up to provide trainingcourses, mentoring, networking opportunities etc.for businesses in the restaurant sector. Ideally amember of staff would have expertise the restaurantsector and could be assisted by industry experts formentoring purposes.

A website could also be set up that would givean overview of the entire process of setting up arestaurant which could include information such aseducational resources (e.g. DCEB courses), health& safety issues, statutory bodies to liaise with, aprocess map with timelines etc. In addition, peeradvice from fellow restauranteurs could be givenwho had been through the process, e.g. pitfalls etc.


73/98

73STARTUP CITY

DCEB FEEDBACK

DCEB already supports the Dublin Food Chain,which covers all Dublin. However, this is not acore area that Enterprise Ireland would supportso there could be issues with funding. Bord Biaoffers food programmes and training to Dublin

businesses- the rst step would be to researchwhat is already available.

The LEO would provide business advice viaexperienced business mentors and have foodexperts on a mentor panel; they would also run aStart Your Own Business training programme formarket stall holders. The website could be linkedto the StartUp Dublin Platform.


74/98

74

Dublin Agencies Priorities 2014

COMMITMENT LEAD AGENCY OTHER

To further investigate the Startup Dublin

Platform/portal by setting up a steeringgroup.

Dublin City Enterprise Board Dublin City Council

DCC will scope in detail and cost a cityprototyping ofce.

Dublin City Council, The Studio Assistance from others welcome.Should build on experience of BetaProjects, Digital Dublin Agenda,The Studio and Dublins Smart Cityprojects

DCC will investigate how to increase accessto DCC purchasing for small rms throughpurchaser training and promoting use ofe-quotes and other tools to make vendors

aware of opportunities below 25,000.

Dublin City Council FinanceDepartment

The LEO will investigate potential ofnetworking event on purchasing forsmall rms

Dublin City Libraries will investigate theopportunity offered by the new City Libraryproject to support start-ups in Dublin throughthat project and existing branch network.

Dublin City Council - Libraries Dublin City Enterprise Board

To nd new models of funding and nancefor startups.

Dublin City Enterprise Board

Telling the story on Dublin startups Facilitated by the Ofce ofEconomy and International

Relations

Cohesive branding messagewith local and national

enterprise agencies, universities,businesses and InnovationDublin

Agree brand narrative and list

brand success stories - commonslidedeck to be used globally

DCC will work with other public andprivate agencies to promote thestartup story within our internationalassociations and with our partners/sister cities. Key emphasis onpotential investor cities - SanJose, Barcelona, Guadalajara, St.Petersburg

LEO will proved and Start Your OwnBusiness training programmes for Advicefor market stall holders as required.


To explore with enterprise operators and

other interested parties how Dublin couldincrease the supply and range of enterprisespace in the city.

Dublin City Council through

the Ofce of Economy andInternational Relations


Digital HubActivating DublinInnovation hubs in the city


75/98

75STARTUP CITY

THEMES TIMESCALE COMMENT

1,5,6,8 After establishment of LEO in 2014 This is a complex project given the range of national

and local groups and schemes and will need to takecognisance of national projects in this space.

3,5 By March 2014 A Dublin City Council lead group will scope outhow ofce could function, legal issues, costs andreport to Dublin City Council Management Team fordecision.

2 By early 2014 Procurement operates within existing national andEuropeanFrameworks.

1,6 The design of the new library will be detailedin 2014

Dublin City Libraries is interested in exploring furtherhow it can support enterprise though its existingnetwork of branches and utilising the opportunity ofthe planned central library in Parnell Square.

4 Dependent on start date for LEO in 2014 To set up a steering group and lead on explorationand development of a Dublin City fund for start-upsbased on similar models, (Cavan, Dun Laoghaire,Micronance Ireland).

5 It will depend on establishing an agreedbrand narrative, developing Eurgate.eu asinformation and network portal agreeing oncommon slidedeck and milestone eventsduring the year

Delivering on some of the other initiatives willcontribute to a more cohesive and convincingstartup experience. Using 2014 events will also help.

Innovation 2.0 - It will be proposed that Dublin isnominated innovation & startup EU capital

Innovation Global Conference on startupsplanned with Luminary awards (June 2014)

Joint promotion event on Dublin as startup hubwith EI in January through Silicon Valley RadioProject

Innovation Dublin at One Young World GlobalSummit highlighting youth innovation (October2014)

Web Summit Dublin - Innovation Dublin B startsin Dublin Event

Eurgate - Dublin as startup gateway to Europe:Mexico-Dublin business event (May 2014)

Brand AT - EU project

8 2014

1,6 Designing Growth - a co-creation event

began work on enterprise spaces inNovember 2013

Accelerator spaces in Digital Masterplan

To facilitate a conversation between public and

private creators of enterprise space


76/98


77/98

77STARTUP CITY

Having more time for networking, sharing ideasand have breaks from the process.

Tere should have been more opportunities toengage with some of the other working groupsas many people would have liked to offer their

perspective. Tere could have been a session thatwould give people an opportunity to move across the

groups in some way.

The prociency and familiarity with the topicof the group leaders. Some people felt thatperhaps group leaders were not familiar enoughwith the tools and the local situation.

If you want to stay true to the process peopleneed more training/time to learn the approach....

and identified Group Leaders need to be moreproficient...ie they need more time learning the

process.

The location. Have a location with breakoutrooms, food light and ventilation for the duration

of the event.

We needed some quieter breakout rooms so thateveryone could hear.

Have more participants from the private sectorand include their details in the booklet.

If it is an event concerning startups, please try toget more startup owners. I was the only one in my

group.

Follow up after event. Maintain goodcommunication about progress.

Would suggest that the timetable for follow

through from Te Studio be announced at end ofpresentations so everyone knows what to expectas an acknowledgement for the input. Te worst

possible outcome is the communications black holewith no communication which can diminish trust.

Have a way to capture the ideas that came upand could not be included in the presentation.

One of my concerns was that a lot of

Documents

Startup City Outcomes