Presentation to the Urbact Summer School in Trinity College Dublin giving an overview of Dublin and initiatives that are supporting start ups and entrepreneurs. Focus is on an Activating Dublin initiative supporting tech start ups #bestplacetostart. Full report and press release are available here: http://bit.ly/175r82i

1. Activating Dublin
Urbact Summer School, August 2013
An introduction to Dublin:
Supporting Tech Start ups #bestplacetostart
Jamie.cudden@dublincity.ie @jcudden

2. 1
Dublin Region
The Dublin City Region is the
administrative and political
capital of Ireland and home to
an estimated 1.2m people
accounting for almost 28% of
Ireland‟s population
Ireland‟s population is 4.2 million
(2006)
Dublin accounts for 39% of
national economic output (47%
for the GDA) , 2012
•Dublin City Council

3. 2
Background
“The Dublin city region accounts
for four out of every ten jobs,
just under half of all goods and
services produced and nearly
half of Ireland‟s tax revenue.
Ireland needs a strong Dublin.”

4. 3
Dublin – International Comparisons
•Dublin is a small city in the international scale and we
certainly outperformed in relation to our size.
•Mercer Quality of living (2012) places Dublin in the top
quartile of global cities (35th)
•The capital of a small island – open economy that is outward
looking –
•2nd most globalised country in the world (Ernst & Young,
2012)
•A hub for US investment: Since 1990 there
has been more capital investment
(189 billion) into Ireland compared to
the BRICS combined.

5. 4
Difficult times since 2007…..
•Property bubble
•Banking Bailout
•EU / IMF rescue programme
•Austerity programmes
•Unemployment
•Collapse in GDP
•Change in government
•Economy stabilising 2012-2013

6. 5
Unemployment challenge
• - Unemployment in Dublin has increased from about 4% in 2006 to over
13% in 2012.....now 11% in 2013
• - Over 120,000 jobs lost in the Dublin Region.
• - The construction sector has been particularly badly effected
• - In 2006 the construction industry in Ireland represented 24% of
national GDP employing 1 in 7 people.
14.7%
13.1%
0
2
4
6
8
10
12
14
16
%Unemployment
Unemployment
State
Dublin
626.8
503.8
200
250
300
350
400
450
500
550
600
650
Employment000's
Dublin Employment

7. 6
• Dublin was the 50th richest city by GDP per capita ($52,100) out of 300 largest global metros
(2011/12), Brookings Metro Monitor, 2012.
• Dublin was one of the worst economic performers 279th out of the top 300 largest global
metros in 2011
http://www.brookings.edu/research/interactives/global-metro-monitor-3

8. 7
Dublin ranked
overall the fourth
most prosperous
city in the
2012/13 UN
prosperity index
Report:
http://www.unhabitat.org/pmss/listItemDetails.aspx?publicati
onID=3387
News Article: http://www.irishtimes.com/news/dublin-
ranked-fourth-most-prosperous-city-in-un-index-1.1313782

9. 8
Dublin 13th friendliest place in world (Cork 20th and Kilkenny 9th , Conde
Nast traveler survey, 2013
“Ireland‟s most famous metropolis is also among its kindliest. This “big, bustling
city with great museums” is “full of history and likeable people.” “The friendliest
natives I have ever encountered,” gushed one visitor, “the gift of Irish gab lives!”
Another Dublin enthusiast noted that every local they came across had “a smile
in their voice and a joke at the ready.” With “so much to see and do” and, of
course, “wonderful pubs,” “inviting” Dublin “should be on everyone‟s bucket list.”
http://www.cntraveler.com/daily-traveler/2013/07/world-travel-dublin-auckland-
cork-friendly-unfriendly-cities_slideshow_item7_8

10. 9
Best things about Dublin
(as identified by people that live here)
•“Vibrant international city with a small town feel”
•“Dublin has a buzz that others city's don't have”
•“That it has the diversity and energy of a young and vibrant
21st century city”
•“Compact city where you can see a city, a fishing harbour
and the mountains all in one day”
• “It‟s nice and compact so that where ever you go you‟ll
always know someone nearby.”
•“Lots of interesting people means lots of interesting events
and venues, and because of it‟s size you hear about them
and can get to them easily.”
* www.yourdublinyourvoice.ie

11. 10

12. 11
Foreign Direct Investment
•Dublin has one of the best track records for FDI in
Europe. Voted the ‘Best to Invest’ European Metro
in 2012 and third best in 2013.
•The Economist Intelligence Unit ranked Dublin
number one in having the best “human capital” in
the world.

13. 12
Dublin Attracting Foreign Attract Investment...

14. 13
Dublin Attracting Foreign Attract Investment...

15. 14
Source: Frontline Ventures Ireland Tech Start Up Guide
Dublin Attracting Foreign Attract Investment...

16. 15
Some Recent Coverage
“Emerging Tech: Dublin one of 9
International Startup Hubs to
Watch”
“New Silicon Valley on the
emerald isle”
“Ireland best country to invest in
Western Europe. Dublin
third best metro”

17. 16
New Alliances: City Leadership Alliance
Local Government:
Lord Mayor & Chair of DRA,
City & County Manager
&
Economic Development
State Agencies :
IDA & EI
Business :
CEO & President, Dublin
Chamber , & Individuals from
the Creative & Knowledge
sectors
Higher Education
Institutions:
Presidents / Vice-President
DCU, UCD, TCD, DIT
See: www.creativedublinalliance.ie

18. 17
-Activating Dublin is a new initiative (2012-13) established with the support of McKinsey &Co
-An alliance led by Business (Dublin Chamber of Commerce) and the city (Dublin City Council)
where private, public, and social sectors act together to deliver „action‟ based projects that will
make Dublin more competitive internationally. Activating Dublin has the potential to deliver a net
increase of 40,000 jobs by 2020, along with a potential value add of EUR6-8bn and a global
reputation as one of the world‟s best city regions in which to live, work, and visit (McKinsey, 2013).

19. 18
Digital Initiatives underway....
Online / eCommerce
 Partners best practice first of
its kind globally
 20 Pilot companies going
through 6 workshops
 Develop „playbook‟
 Results guiding gov‟t trading
online voucher scheme
This pilot scheme will, I
believe, provide the model for the
introduction of a new Business Online
Voucher for all SMEs to the value of
€2,500. The target is an increase of
2,000 in the number of businesses
trading online, creating 3,200 jobs.
- Minister Richard Bruton TD
The Irish Independent (2 May 2013)
Tech Startup / Innovation
 In-depth workshops
 Draft report on strengths &
assets aimed at realising full
potential
 Next Steps
 Business case testing
 Work with key players
to develop
implementation plan
 Pilot initiatives or drive
implementation process
Cash-flow & ePayments
 Developing a toolkit:
 Rapid Diagnostic for
company specific
business case
 Feeds into personalised
implementation guide
 Campaign to change B2B
behaviour
 Use toolkit as part of a
wider awareness
campaign

20. Activating Dublin: #bestplacetostart
A report on maximising the potential of the Tech
Startup ecosystem in Dublin
Full Report: http://www.dubchamber.ie/docs/newsletters/best-place-to-start-activating-dublin-tech-startup-report.pdf
*Selection of slides from the main report

21. 20
Process of report development
Working
Group
Initiative themes
- Coordination
- Facilitation
- Regulation
Report
Initiative
Workshops
Working
Group
The initial assessment by McKinsey & Co included:
 Conducting a baseline of Dublin‟s position on key
indicators and benchmarking against comparator
cities, and
 Consultations with more than 100 diverse multi-sector
stakeholders from public, private, and social sectors to
identify key themes for future regional development
Based on these finding a Working Group was set-up with
specific experience in the area of startups. Building upon the
original analysis and the experience of the group the three
key themes to address were identified:
 Coordination
 Facilitation
 Regulation
Separate themed workshops were conducted by the theme
leaders drawing on expertise and knowledge along these
lines.
The group also engaged internationally with those in the
startup community to find best practice.
Based on this work the Steering Group has compiled the
following report with recommendations and a delivery model
to implement the recommendations.
Activating Dublin
consultation & analysis
Activating
Dublin Steering
Committee

22. 21
Dublin has the startup „assets‟ necessary to
be a world class tech startup hub
TOP 8 EUROPEAN STARTUP
ACCELERATORS AND INCUBATORS
RANKED
Seedcamp Pan European
Startupbootcamp Tetuan Valley (Spain)
Startupbootcamp Eindhoven
Springboard London / Cambridge
Openfund Athens
NDRC Launchpad Dublin
Propeller Venture
Accelerator Fund
Dublin
Startupbootcamp
(HealthXL)
Dublin
Source: Independent Study commissioned by
TechCocktail - http://tech.co/top-8-european-startup-
accelerators-and-incubators-ranked-seedcamp-and-
startup-bootcamp-top-the-rankings-2011-06
Venture Capital – Investments as % of GDP (2012)
http://www.evca.eu/uploadedfiles/home/knowledge_center/evca_research/2012_Pan-European_PE&VC_Activity.pdf
In the EU, Ireland is ranked first by the World Bank for
ease of starting a business and consistently in Forbes’
top list of 'Best Countries for Business' report.

23. 22
Appendix 4 – Enterprise Supports in Dublin
Source: Presentation by Joanne Hession, QED on “Dublin, the best city in the world to start a business” (2013)

24. 23
Dublin‟s thriving Start Up Eco-System
IXDA
Craft
Refresh
UXPA
Tech P.Dublin
Beta
Python
meetups
Ruby
meetups
Node.js
Angels / Mentors / VCs …. banks
Incubators / Accelerators
Multinationals
IDA / EI / Enterprise Boards
* At the core of a
startup founding
team there are three
roles:
Developer, Designer
& Business/ Sales
people
Space
Legal
Accounting
Comms &
networks
There are over 20
informal gatherings of
developers, designers,
etc. on a weekly or
monthly basis in Dublin.
Dubstarts
Universities
Adapted from Eamon Leonard’s
contribution at workshop

25. 24
The biggest web summit outside of the US

26. 25
But in the international benchmarks.....
Global Genome Report: data-driven ranking of the World's Top 20 Startup
Ecosystems . Q: Why is Dublin not featured here?
Cities were evaluated based on eight criteria, including the performance of companies
located there and access to talent. Besides Tel Aviv and London at number seven, North
American cities dominated the top 10 in the study, which was paid for by Telefonica.

27. 26
Mission
Objectives
Prize
Opportunities
Strengths
 Dublin recognised as the #1 EU hub for tech innovation where companies will start
up, scale faster, live longer and go further;
 double the domestic rate of aspiration to start a business;
 sustain Dublin‟s thriving startup ecosystem; and
 create at a minimum 2,800 jobs and contribute €200 million p.a. to the Dublin economy.
 Thriving organic ecosystem (NB: don‟t try to control)
 Supportive base of international companies (eg Google,
HP, PayPal, Intel, FB..) & investment promotion (IDA & EI).
 Multiple high quality innovation centres available to
startups (e.g. 3 of 8 Top European Accelerators).
 Pro-business climate.
Make Dublin the best place to
start a tech business
Increase the number & quality of
startups, growth rate, employment
and overall economic contribution
of Dublin‟s tech startup community.
This can be achieved through the
targeting of domestic
entrepreneurs & spin-
outs, international
entrepreneurs, and scaling
startups.
 Coordination | Greater coordination of the
marketing, outreach and promotion of Dublin as the best
place to start (targeting domestic & international
entrepreneurs).
 Facilitation | Foster a more accessible and interconnected
cluster eco-system (making it easier to start and providing
the right environment to grow & scale).
 Regulation | Enhance a pro-startup regulatory
environment and visa regime.
Executive Summary

28. 27
Our recommendations
1. We believe that there should be a
single strategy for Dublin as the
best tech startup city, backed up
by the resources & accountability
to deliver that strategy through
coordination across government
agencies, local government and
the other members of the startup
ecosystem.
2. We have identified three key
strategy areas around our themes
of coordination, services and
regulatory supports.
3. We have scoped six further
recommendations to turbocharge
our Tech Startup City.
Our recommendations are broken down into one overarching
recommendation and six further recommendations that are
grouped around three themes:

29. 28
Our recommendations
Provide coherent
coordination, marketing, outrea
ch and promotion to tell a one
city story
Ensure the regulatory
environment is pro-startup and
is viewed as open to
international startups
Promote a
coherent story for
the city to attract
high quality
startups
Support
stakeholders to
build linkages and
create new high
int‟l profile
activities
Improve & clarify
current regulations
that support
startups in Ireland
Develop a new
streamlined visa
process for
international
startups &
investors
Help startups find the services they
need so they can focus on starting &
growing their businesses (e.g. office
space, legal, accounting..)
Provide one-stop
portal to help
startups in search
of supports &
services
Identify & address
gaps in Dublin‟s
cluster linkages to
maximise growth
& scaling in the
cluster
Make Dublin the best place to start a tech
business. This requires a single regional strategy
and the tools, resources & people to deliver it.
Governing mission/
overarching recommendation
Key Strategy Area
Deliverables
1
2 3 4 5 6 7
Strategy objectives
Coordination Facilitation Regulation

30. 29
The lack of coordination between Dublin‟s startup centres & key players
may lead to a lost opportunity
Strengths
▪ Supportive base of
international companies &
investment promotion
▪ Multiple high quality
incubation/innovation
centres available to
startups
▪ Pro-business climate
Gaps
▪ A distinct lack of one story
for Dublin
▪ Treatment of each area as
a cluster in own right rather
than part of a Dublin cluster
▪ Making pro-startup policies
more clear, concise on
regulation and being a
world leader on approach to
immigration & visa process

31. 30
Taskforce to aggregate and support the use of material about
Dublin‟s startup cluster – Key participants
Innovation clusters and companies
Government Agencies
HEIs
Coordination
Outreach &
business
development
PR &
Marketing
Link
agencies, HEIs
, hubs and
companies
together
Better organise
regional
outreach
Publicise
success
internationally
2

32. 31
Initial proposals to support stakeholders to build linkages and
create new high international profile activities
Celebrating
Success
Startup
Billboard
Startup
Festival
Engaging
the MNCs
Startup
Ecosystem
Fund
Dublin Mentor
Panel
Incubator-
MNC spinout
support
International
Spotlight
Coordinate
data on
cluster, publish
Made in Dublin
„Booker‟ Prize
for startups
Empowering
existing
community
Startup Dublin
Survey
Dublin Startup
CEO Forum
Dublin Startup
Association
Attracting
New startups
Startup
Apprenticeship
scheme
Crowdfunding
site for Dublin
startups
Flagship
Project
MASS
Challenge
• 125 Global
finalist relocate
to Dublin during
4 month
accelerator
period
3

33. 32
9 of the top 10 Global Software Leaders are in Dublin and
8 of the top 10 US companies are here
5
PwC‟s Global 100
Software Leaders
1 Microsoft
2 IBM
3 Oracle
4 SAP
5 Ericsson
6 Symantec
7 HP
8 EMC (excl. VMware)
9 CA Technologies
10 Adobe
Source: Data was compiled by the Global Software
Business Strategies Group at IDC.
Fortune 500
US Companies 2013
1 Apple
2 AT&T
3 HP
4 Verizon
5 IBM
6 Microsoft
7 Amazon.com
8 Dell
9 Intel
10 Google
 Dublin‟s Multinational Companies can offer huge potential for startups;
 Greater engagement is an important cluster element to develop as there is recognition
from the tech MNCs that startups are a critical part of their „digital community‟,
 Mapping Dublin‟s multinational landscape and how it links with the community will be a
critical part of understanding the cluster‟s gaps.
 The IDA‟s Landscape project offers an important tool in this work -
http://www.idaireland.com/app/landscape/
In Dublin
in Ireland

34. 33
Example nodes in the Dublin Cluster (current & potential future ones)
with their transport links – how do they connect?
5
Heuston Quarter/Digital Hub
DIT Grangegorman
Docklands
Luas
Luas
DART
Centres for
Science, Engineering &
Tech
Co-working space
Meet-up spots
Accelerator/Incubator
Dublin bike locations
current and planned
20 minute rule:
• Barrow Street to
Digital Hub
Car 11min /peak 20+min
Bike 12min

35. 34
People with good
skills are available
Existence of
informal networks
between cluster
participants
Access
to/availability of
customers
Availability of
capital
Availability of other
required resources
(e.g. space)
Availability of
mentors and serial
entrepreneurs for
companies
Access to HEIs for
research/ transfer
of knowledge
Reputation
(location
recognised as a
cluster)
Anchor
organisations, who
define the cluster
Linkages to
suppliers and
advancements
Proximity (e.g.
Silicon Valley‟s 20
minute rule)
Components of a cluster5

36. 35
 The eastern sector contains multiple economic sectors that are now embedded in the Docklands
Quarter – the primary ones being in the financial, legal and digital spheres.
 The western sector contains Digital Hub, St James‟s medical campus, Heuston Station and DIT at
Grangegorman.
 These character area nodes constitute a strategic economic arc and counterpoint to Docklands
and as a „Gateway‟ enjoy major links outwards to the city region and inwards to the central city.
Dublin City Council should seek to address the policies and objectives set out in the Development Plan
and where necessary complete the supporting research by the end of 2013 / start of 2014.
Follow up study to see what gaps exist in the linkages across the
Dublin cluster
 This links to the Dublin City Development Plan
 RE12 To promote flexible buildings that facilitate work
clusters and affordable work spaces that develop in
proximity to each other so as to allow skilled self-
employed workers operate independently and also in
co.
 RE22 (ii) To consolidate employment provision in the
city by incentivising and facilitating the high quality
redevelopment of obsolete office stock in the city
 REO11 To identify and map the existing and potential
clusters in the city region and identify effective
supports to optimise the clustering benefits
 RE22 (ii) To consolidate employment provision in the
city by incentivising and facilitating the high quality
redevelopment of obsolete office stock in the city
5a

37. 36
Accelerator program that will
encourage new high risk startups
in strategic areas such gaming
and cloud computing
„Lobby‟
Relatively advanced companies
paying subsidized rents
„Core space‟
“Mature” startups preparing to
spin out of the cluster into
surrounding office space
„Top floor‟
Investigate if there is a private sector business case for a building
as an icon for the startup community which would provide easy
access to a range of startup needs.
5b
Example: Cambridge Innovation Center
(Boston/Cambridge) http://cic.us/
• Accountants
• Solicitor
• Real estate agent
• Incubators/accelerators
• Administrative support
• Angels & mentors
„Service support centre‟

38. 37
Implementation timeline and plan
Promote a coherent
story for the city to
attract high quality
startups
Support
stakeholders to
build linkages and
create new high int‟l
profile activities
Improve & clarify
current regulations
that support
startups in Ireland
Develop a new
streamlined visa
process for
international
startups & investors
Provide one-stop
portal to support
startups in search of
services
Identify & address
gaps in Dublin‟s
cluster linkages to
maximise network
effects
Other recommendations
2
3
4
Create a unit/organisation
whose aim is to help
Dublin become the most
dynamic place for tech
startups
Overarching recommendation
5
6
7
Conduct a pilot study to
separately promote
Dublin as a startup
City.
Develop business
cases to support 14
individual initiatives
Develop a business
case and funding
model and outsource
operation of portal
Complete research of
Dublin‟s cluster and how
it is defined. Business
case for co-location
space for private sector
development.
Engage with
D/JELR to get
agreement for
pilot of improved
visa procedures
Engage with
central/local
government and
agencies to action
initiatives
Action Resources
Timeline
Engage with DCC and
agencies on
establishing a Dublin
startup unit.
Address funding model
in discussions, believe
that any exec. Should
sit within DCC and
balance of resources
provided pro bono.
Activating Dublin to
fund pilot. Discuss
funding as part of
planning for expansion
of project
Address funding model
in individual business
cases.
Funding should be
provided through
central government
and self financing for
any new processes.
Resources provided by
DCC.
Address funding model
in business case,
believe it can be self
financing.
No incremental
resources envisaged.
Sep Oct Nov Dec I Jan Feb Mar Apr May Jun Jul Aug
Unit established and resourced by end June 2014.
Look to address sector data issues by Dec 2013.
14 business cases
delivered
Business case by end Dec/ Portal online
by June 2014
Initial scoping &
report
Representations
made
Engage with DJEI &
D/Justice and action
accepted into APJ
Initial pilot
1
Work on addressing
identified gaps

39. 38
A changing role for the city council in the start up space
*selected slides – full background and presentation
available here:
http://www.dublincity.ie/YOURCOUNCIL/ABOUTTHECOUNCIL/COUNCILDEPART
MENTS/THESTUDIO/THESTUDIO/Pages/StartupCity.aspx

40. 39

41. 40

42. 41
Thematic Areas Identified for the Start up City Event:
1. ENHANCING DUBLIN’S STARTUP ECOSYSTEM - ONCE
UPON A TIME IN DUBLIN – “TELLING OUR STARTUP
STORY”
2. PURCHASING POWER / PROCUREMENT
3. PROTOTYPED IN DUBLIN: USING THE CITY TO TEST
PRODUCTS AND SERVICES
4. SHOW ME THE MONEY.....FINDING NEW MODELS OF
FUNDING AND FINANCING FOR STARTUPS
5. DEVELOPING MARKETS AND HOLDING EVENTS IN
DUBLIN
6. MAKING FOOD EASY
7. ENTERPRISE SPACES AND PLACES: SPACES TO HELP
GROW AND SUPPORT SMALL COMPANIES
Further Information here:
http://www.dublincity.ie/YOURCOUNCIL/ABOUTTHECOUNCIL/COUNCILDEPARTMENTS/THESTUDIO/THESTUDIO/P
ages/StartupCity.aspx