Draft 3 / Cultural Strategy Galway City & County/ Sept’15
SHARED SPACE: TOWARDS A CULTURAL STRATEGY FOR GALWAY DISCUSSION DRAFT _____________________________________________________________________
A shared space on changing sand forces no violent supremacy, rather encourages a mutual sympathy for the life that feeds from the recurring tide. Michael D Higgins Poet and President of Ireland (Galway resident)
___________________________________________________________ Culture is at the heart of life in Galway: it is pivotal to all aspects of our development as a city and county. Our ambition is to design, drive and deliver a strategy that transforms Galway into a working model of cultural sustainability, community participation, best practice and world class cultural and creative experiences.
PART 1. THE ROLE OF CULTURE IN GALWAY _____________________________________________________________________ INTRODUCTION: The vision for this strategy is to build a model of cultural excellence for Galway; a model of excellence in cultural curation, artistic innovation and provision, community participation, social inclusion, economic sustainability and environmental responsibility. This model will lead to an improved quality of life and the lasting legacy of pride of place. The interests of Galway’s people are at the heart of this vision. What do we mean when we say that we want to transform Galway into a working model of cultural sustainability and best practice? Galway will transform itself in the next ten years - building on the long-term relationships that embrace community and diversity - finding room for all aspects of cultural identity and expression.
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We will collaborate with people locally, nationally and internationally to take what is best about Galway and make it better. We will create partnerships that help us to fill the gaps in our infrastructure, our service provision, our collaborative practices, our online digital presence. We will excite and inspire our community and build consensus and understanding through cooperation, dialogue and participation in the arts and culture. We will harness the inspiration and creative flow that exists in Galway and deliver it to new audiences and participants. Studies1 show that access to and participation in the arts and culture is good for everyone’s health; we know that being outside and engaged in physical activity produces healthier populations; we know that participation in decision making processes instills greater connectivity. We want to bring these opportunities to as many people as possible and in so doing create a model for Galway that everyone can be proud of. In summary this strategy seeks: To highlight the benefits (including heath and well-being) of culture for the citizens of Galway To guarantee that these citizens, permanent and temporary, young and old, have access to the resources they need to freely pursue their cultural interests and identity (whether sport, heritage, arts, history, crafts, food) at all stages of their lives. To contribute to a carefully constructed economic environment that fosters employment opportunities for the cultural and creative sectors. To foster cultural and creative innovation in all its forms through an understanding of the cultural needs and priorities in Galway. To consider technology and its contributions to the local economy, to plurality and to citizenship-building. To recommend coherent and practical delivery mechanisms to drive the cultural implementation plan including infrastructural development. To protect and enhance Galway’s distinctive cultural heritage including its unique Irish language culture.
This strategy sets out a ten-year vision for Galway 2016 - 2025. The vision will be delivered with a broad range of partners and collaborators in three, three-year cycles, with built-in additional review and evaluation pauses. The goal of this strategy is to highlight the contribution of culture to the sustainable development of Galway. In this pursuit, everybody matters.
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O' Neill Mark (2010) Cultural attendance and public mental health – from research to practice. Journal of Public Mental Health 9 (4) 22 - 29 Bygren LO, Johansson S-E, Konlaan BB, Grjibovski AM, Wilkinson AM & Sjöström M (2009a) Attending cultural events and cancer mortality: a Swedish cohort study. Arts & Health 1 (1) 64–73. Hyyppä MT, Mäki J, Impivaara O & Aromaa A (2006) Leisure participation predicts survival: a population-based study in Finland. Health Promotion International 21 (1) 5–12.
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CONTEXT This is the first cultural strategy devised for Galway. It has come about as a result of a long held recognition by the two local authorities, Galway City and County, of - the pivotal role culture played in the past and plays in its present and its future; - an understanding of the connection between culture and local sustainable development and - research into the potential growth of the cultural and wider creative industry sectors2. This strategy is evolving as Galway bids for European Capital of Culture 20203. The bid represents an opportunity to reflect on the uniqueness of Galway culture - its richness, vitality and diversity - and its place and role in a shared European culture. The bid also presents an unprecedented opportunity to re- imagine and create a world-class showcase of cultural excellence. The definition of culture being used in this document is inclusive of the following: landscape; the natural and built environment; material culture; cultural heritage; documentary and archival heritage; architecture; design; cultural infrastructure; language; history; folklore; all artistic expression; sport; craft; food; traditions; traditional skills, memory; beliefs and values. It is a broad definition and as such, the detailed actions relating to specific areas of cultural expression within this plan, will be represented in the actions. This strategy is a strategy for Galway that is to be shared with the whole city and county. It will support emerging and established creatives and cultural players and offer opportunities for growth, employment, improved population health, increased participation and engagement, increased fun and enjoyment, increased knowledge and learning and an increased sense of ownership and involvement in the life of the city and county. Strategic Context: While this is the first over-arching cultural strategy, there have been, and are, specific sectoral plans and strategies that address artforms, artists, arts organisations, architecture, creative communities, cultural heritage, the built and natural environment, bio-diversity, sports, leisure activities, recreational spaces and services and the role of the city and county in the engagement of citizens, residents and visitors with their specific actions. The Cultural Sustainability Strategy is part of a broad strategic approach that is putting culture at the very centre of our framework for local development. The strategy reflects the policies set out in the City and 2
Galway City and County: High Level Overviews and Sectoral Review Summaries, 2015,Whitaker Institute, NUI Galway 3 Each year since 1985 the European Union designates one or more cities as a European Capital of Culture. Chosen cities and their regions are expected to present an innovative year-long cultural programme that highlights the richness and diversity of cultures in Europe but also to create a lasting legacy for the designation.
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County Development Plans, Corporate Plans and Economic Sustainability Strategies, and will contribute to Local Economic and Community Plans; the Historic Assets Strategy and the emerging Tourism Sustainability Strategy and Branding Policy.4 The foundation for the Economic Sustainability Strategy is the Galway City and County Economic Baseline Study, commissioned by both Galway City Council and Galway Council and carried out by The Whitaker Institute in NUI Galway.
The Report was a crucial instrument in identifying a number of sectoral strategies and action plans to be developed . Each one of these individual sectoral strategies, of which this Cultural Sustainability Strategy is one, are now being finalised in a coordinated and integrated process, with a focus on priority actions, aimed at effectively and efficiently delivering desired outcomes. So as to realise the vision described in its Corporate plans of continuing to make Galway an attractive, vibrant and proud city and county in which to live work and visit, the City and County Councils and their partners will focus on strategies and actions in three inter-related categories: PEOPLE – workforce, quality of life and social issues PLACE – physical environment (infrastructure, amenities, buildings and planning) PROCESS – ease of doing businesses (city processes, programmes and procedures) Use of the term “sustainability strategy” instead of “ development strategy” reflects firstly that sustainability focuses on long-term conditions and outcomes. The approach identifies and coordinates near and long-term strategies and actions that can help ensure success over time. The application of a comprehensive “sustainability lens” also acknowledges that efforts to ensure and enhance economic vitality must be approached and implemented in conjunction with the environmental, social and cultural qualities that are the foundation of Galway's long term health and quality of life.
European Context: Also informing this strategy is Culture 21 – Agenda 21 for Culture, which has led out internationally on principles of sustainable cultural development at a local level. Galway has become a member of the Pilot Cities Europe 2015 – 2017 Programme, participating in the Culture in Sustainable Cities – Learning with Culture 21 Actions in Europe5 initiative. The programme aims to address gaps in effective evaluation, peerlearning and the dissemination of existing intelligence by providing opportunities for participation in a learning process, on the basis of the principles and actions included in Culture 21 Actions and on the experience and expertise of Culture Action Europe.
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See Appendix x for a full list of current City and County Council Plans and Strategies. 5 The “Culture 21 Actions” toolkit providing guidance for cities aiming to evaluate, design and implement cultural policies contributing to sustainable development was adopted at the first United Cities and Local Governments’ Culture Summit, held in Bilbao on 18-20 March 2015 under the title “Culture and Sustainable Cities”.
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The methodology for this strategy has research, mapping and consultation as its baseline, reflecting at all times the priorities and key policy areas agreed by those consulted.6 ABOUT GALWAY. Galway has a population of 250,653 (Central Statistics Office 2011 Census); Galway County’s population is 175,124 while the City has a population of 75,529. The County County Galway possesses a strong community identity and has a rich and diverse cultural heritage. This identity is expressed in many ways: in the language that people speak, the arts and crafts they practice, the festivals they celebrate, the games they play, the jobs and occupations that provide their livelihood, the buildings they create and the location in which they live. The County’s sense of place and the many strands of its cultural inheritance have been substantially maintained despite the social changes of recent times and an increasingly multi-ethnic society County Galway is richly endowed with a variety of landscape types ranging from the quartzite mountain ranges and blanket bogs of Conamara to the fertile patchwork of farmland in east Galway and the bare karst pavements of the Oileáin Árann and South Galway. Human interaction with the natural heritage has produced a great variety of characteristic landscapes and landscape features. The natural diversity of the landscapes of the County coupled with built and cultural heritage features such as the archaeological monuments, stonewalls, hedgerows, woodlands, field patterns, settlements and buildings has given the County its distinctive character. The increasing development pressure of recent years has caused changes in the national landscape which are unprecedented in scale and nature, and has led to the Government setting out guidelines for landscape appraisal. This assessment of the landscape is to ensure that “the environment and heritage generally are maintained in a sustainable manner, while at the same time enabling a proactive approach to development”. The architectural heritage of Galway is a unique and special resource. Our architectural heritage consists not only of great artistic achievements of the past, but also the everyday works of craftsmanship of the past. Structures and places have over time acquired character and special interest through their continued existence and familiarity. In a changing world they provide an anchor. All of their parts have been tested by our climate, and those that have survived the ravages of time and of constant use, have acquired value. The presence of the National University of Ireland Galway, Galway Mayo Institute of Technology, the Marine Institute and Teagasc Research Centre in the West of Ireland are widely recognised as significant academic assets to the region and these institutions are acknowledged as instrumental catalysts for economic activity in County Galway. Strategic partnerships between these higher educational and research institutions and wider industry whereby knowledge and resources are shared can assist in addressing social challenges and drive economic growth. 3 See Appendix 1
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The City Galway City has a young population with almost sixty percent aged between 15 – 44 - thirty per cent in the 15 – 24 category. There are over 40,000 pupils and students in primary, secondary, further and third-level colleges across Galway including 26,000 students who attend the two third level institutions, the National University of Galway (NUIG) and Galway and Mayo Institute of Technology (GMIT). The city has a high level of education with over forty per cent achieving 3rd level qualifications (5% higher than the highest in the UK – Bristol). The further development of the city as a gateway is linked to continuing investment and innovation in education through its third level institutions and the effective linkages these institutions have with enterprise and research and development. Galway is a multi-cultural city with 19.4 per cent of its population recorded as nonIrish in the 2011 census (CSO) compared to the national average of 12 per cent. Galway is best known as a creative city, recognised nationally and internationally as the cultural capital of the west by its outstanding annual calendar of world-class festivals, arts and cultural events and through the commitment of its artistic and cultural organisations and communities. The physical backdrop of the historic medieval city and the natural beauty that is integral to it make it an even more memorable place. From the 1970s on, a significant part of the cultural infrastructure of the city took on a singular but necessary pop-up ethos. Funding was scarce and artists, makers, producers, actors began converting spaces – warehouses, garages, car-parks, fields – into ad hoc cultural spaces, gardens, galleries, theatres and performance venues. It was a form of guerilla art fare – a festival or flexible response to the accommodation of creativity. When money became available and following extensive consultation, two new theatres were built in the 1990s. In the early 2000s a new museum was designed on an iconic city centre site at the Spanish Arch to replace the older, more modest version. In 2010, a new Art House Cinema was designed and begun. A number of new pieces of cultural infrastructure have been identified through a wide focus group and consultation framework. City and County The support and development of community and cultural infrastructure is of central importance to Galway for several reasons: it contributes to economic and social progress; it helps to integrate communities and establish community and cultural networks; it enhances the quality of life and well being of its citizens – permanent and temporary - and it attracts significant inward investment. The tourism industry benefits enormously from a thriving community, arts, heritage and culture sector, particularly from the annual programme of internationally recognised festivals that makes such a positive contribution to the local economy. This is reflected in the emerging City and County Tourism Sustainability Strategies.
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Fáilte Ireland’s Wild Atlantic Way initiative presents Galway with great opportunities for the further development of the tourism cultural offer. Two sites in the county are designated as signature discovery sites – one in Derrigimlagh near Clifden, and the other at Killary Harbour (South). Galway City will be a key orientaton point along the route.
THE UNIQUE ROLE OF THE GAELTACHT. The Galway Gaeltacht had a total population of 48,907 in 2011, and has a higher proportion of Irish speaking inhabitants (75.2%) than all other Gaeltacht areas in the country combined (69.5%). Galway is unique in Ireland in having a city that has almost half its area with Gaeltacht status. Over the past ten years there has been a growth in the amount of Irish speakers living and working in the city and county due mainly to the growth of the communications industry as lead by TG4 (the national Irish language television station) , the development of the Irish Department of NUIG, Áras na Gaeilge and gaelscoilenna (Irish language schools). The Irish language and linguistic heritage is an intrinsic part of the cultural experience and life of the Galway for many years with cultural and social institutions such as Gaillimh le Gaeilge, Taibhdhearc na Gaillimhe, Áras na Gael, playing a lead role in the cultural promotion of the language. Agencies such as Údaras na Gaeltachta, Pobail, Ealaín na Gaeltachta, Muinteras amongst others, provide much of the important infrastructure - culturally and economically for the language to thrive. It is recognised that this living heritage makes a very important contribution to the uniqueness and identity of Galway and enriches it as a place to live and visit. Government policy in relation to Irish is to increase on an incremental basis the use and knowledge of Irish as a community language 7.
GALWAY | STRENGTHS. Galway is perched on the edge of the Atlantic, surrounded by beauty – the unique Karst limestone landscape of the Burren to the south, the iconic Connemara landscape - coast, bogland and mountain - to the north and the celebrated Galway Bay, guarded by the prehistoric stone forts and the holy wells and oratories of the Aran islands, to the west and Inis Bofin further north. To the east lies arable land and a network of lakes and rivers, great houses, castles and large estates, thatched houses, vernacular buildings and a rich ecclesiastical heritage. Throughout its history, from the earliest tool makers of the Mesolithic period through its hey day as the west coast’s most important medieval and post-medieval centre of trade and ambition, and on to its current status of cultural capital of the west coast - its fortunes have ebbed and flowed. For nearly ten millennia Galway was primarily accessed through the super highway that is the Atlantic – a route that 7
20-Year Strategy For the Irish Language 2010 – 2030 (2010) Dublin, http://www.ahg.gov.ie/20YearStrategyfortheIrishlanguage2010-2030
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could carry people, goods and vessels anywhere in the world – and through the Corrib and Shannon rivers and Lough Derg and the lakelands. The city and county developed a unique cultural pattern of life, a response to the confluence of place, natural beauty, language, necessity, invention and available resources, establishing a rich oral and written tradition, an innate aesthetic that translated into a wide variety of archaeological monuments, vernacular buildings such as the thatched cottage, richly patterned and coloured textiles and costumes, traditional crafts and vernacular buildings. Up from this grew a singular cultural identity that inspired hundreds of artists, writers, poets, historians, folklorists, traditional musicians, singers, dancers, designers, cooks and chefs, street performers, creators of spectacles, makers, producers, innovators, directors, big time dreamers and ready and willing participants and audiences. From the mid nineteenth century, when tourism and touring became a past-time of the wealthy and adventurous – a visit to the west of Ireland was a must-do inclusion in the itinerary. This is reflected in the valuable artworks, heritage sites and monuments, Irish language culture, iconic poetry and plays, songs and concertos, short stories, long novels, food production and vernacular buildings that we are known for throughout the world. Over a period of a thousand years Galway continually adapted to its given circumstances – economically, socially and culturally. Most recently, an economic and cultural lull in the 1970s resulted in an unexpected creative explosion that has sustained, grown and developed into a series of internationally known arts and cultural organisations and festivals – such as Galway International Arts Festival, Druid Theatre, The Galway Film Fleadh (the only film festival in Ireland that nominates to the Oscars Short Film category), Cúirt International Festival of Literature, Baboró International Arts Festival for Children, Clifden Arts Week, Cruinniú na mBád and Macnas – all of whom have helped to make Galway an internationally recognised cultural destination. The Galway Races, Connacht Rugby and the Ballinasloe Horse Fair are three more international cultural brands that have marked Galway out on the world map. The recent designation of Galway City Of Film by UNESCO and Galway’s membership of the UNESCO Creative Cities Network has added greatly also to the cultural cachet of the city. The main strengths of the city and county can be summarised as follows: Cultural Players: Galway has a significant community of emerging artists, particularly in the visual art sector, with over 300 documented artists8 living and working in the city and county. Galway has a very high sports profile nationally and internationally leading out with Connaught Rugby, The Galway Races and the GAA County football, hurling and camogie teams. The Galway Sports Partnership9, which is an
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With membership of Visual Artists Ireland. 100 members of Galway Print Studios; 25 members of Artspace Studios; 25 members of Engage Studios and 200 members of Gallery 126 artist run gallery. Source ADAPT proposal 2012 (unpublished).
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This new body represents a merger of Galway City Sports Partnership and County Galway Sports Partnership.
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initiative of the Irish Sports Council, co-ordinates and promotes the development of sport at local level. Growth in cultural entrepreneurship and start-ups in food and gastronomy can be seen through the Food Festival, the Growing Galway Food initiative, Farmers Markets, two Michilin Star restaurants, Food from the Edge platform and the European Region of Gastronomy Bid and other food promoting agencies working in the Food sector in Galway. Galway City and County Age Friendly Alliance is playing a key role in promoting cultural engagement of a diverse older population and offers a key way of linking up with national initiatives such as Age & Opportunity’s Bealtaine Festival, which celebrates creativity as people age. The Coderdojo phenomonen, the Youth Academy in NUIG and youth led organisations such as Foróige, Comhairle na nÓg, Áit Éile and young designers/makers/gaming/ICT innovators are a growing constituency in Galway and creating new models of engagement Druid Theatre, GIAF, Macnas and Baboró are all developing an educational and cultural legacy through their contribution to undergraduate and postgraduate learning programmes and residencies in NUIG10 Cultural Economy: Galway is a world class cultural destination capable of hosting major international events such as the Volvo Ocean Race, the Tall Ships Festival and the Galway International Arts Festival. Galway has a well developed tourism infrastructure significantly enhanced by the recently implemented Fáilte Ireland Wild Atlantic Way initiative Galway has an audio-visual, television and film sector that is worth over €72 million to the local economy. There are over 600 people employed in the sector many of whom are based in the cluster of audio visual companies in Connemara. Employment in this sector is growing by 24.5% annually. Galway has a UNESCO City of Film designation – one of five in the world – which is a recognition of both the film heritage and the training, education and content delivery services provided by the sector in Galway.11 Incubation units, start-ups and innovation co-operatives are emerging in Galway featuring ICT, digital technologies, media and gaming companies and are being informed by agencies such as the Insight institute in NUIG and Portershed. There is evidence of cross-sectoral collaboration and connections with this new generation. The Creative Industries in the west generate €534 million and account for 3.4% of employment in Galway. The Made in Galway initiative was established to develop a brand to showcase locally produced Galway based goods and services. It represents 10
Druid has the Druid Academy Programme; GIAF have their Selected Programme and Baboró advises on the Children and Creativity undergraduate degree. Macnas does a 12 week module on BA in Drama, Theatre & Performance Studies. 11 The designation of Galway as a permanent Unesco City of Film is recognition of the value of Irish filmmakers – directors, writers, producers, the Galway Film Centre, the Galway Film Fleadh, Bord Scannán na hÉireann/the Irish Film Board and TG4 – to the cultural fabric of Galway,
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the work of over 200 businesses and provides a web-based directory and support structure for a wide range of craft and food producers in Galway city and county There are 162 design and craft businesses in Galway with the greatest concentration in textile making, wood-working and jewellery. The towns and villages of the county are a network of places of local importance, distinctiveness and pride Environment: Galway is recognised internationally as a place people want to live in, work in and visit and engenders a huge sense of pride of place amongst its inhabitants, both urban and rural. Galway is known for its three world famous landscapes – Galway Bay and the Aran Islands, Connemara and the Burren. Galway has the largest population of Gaeltacht areas in the State, all of which represent a rich and unique source of culture – language, music, literature, artworks, crafts, skills, traditions, dance, oral history. The Irish language is a considerable asset and is worth in the region of €136m to the County’s economy, with €59m accruing to the city . An Taibhdhearc is the National Irish Language Theatre and plays an important role in the commissioning and presentation of existing and new work in the Irish language. Galway has the largest population of inhabited islands in the country and these hold unique communities with strong traditions and heritage as well as outstanding areas of beauty. Galway has a high number of forest parks in the city and county providing green spaces and environmental education to local and visiting populations. Connemara National Park provides a variety of facilities for over 170,000 visitors annually. Cultural Management: Galway has a massive cultural profile and reputation led chiefly by the internationally recognised flagship organisations mentioned earlier Galway City and County Library service provides a valued, varied and accessible annual programme of cultural events, catering for every sector of the local and visiting population in each of its centres. The city libraries alone had over 300,000 visitors in 2014. Galway is part of the UNESCO Creative Cities Network Galway is a member of the Culture21 Pilot Cities Programme and a candidate for the European Capital of Culture 2020. Galway has over eighty-three festivals in its annual festival programme. These events include: beach racing at Omey Island; Criunniu na mBad in Kinvara; the Lady Gregory Autumn Gathering; the Galway Food Festival; Oyster Festivals; Clifden Community Arts Week; Inis Bofin Arts Festival; Connemara Sea Week and Bog Week; Féile na gCloch on Inis Oírr; Loughrea and Athenry Medieval Festivals and Sugar beat in Tuam. Cultural Heritage: Galway is rich in cultural heritage both in the built and natural environment. The City has retained its medieval fabric and scale and presents a walkable city with a coherent core. The county offers a huge diversity of landscapes,
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sites and monuments (the Western Forts in County Galway have been nominated by State party for inclusion as part of group of western Stone Forts to World Heritage Site tentative list) and biodiversity Galway City Museum has one of the highest visitor numbers in the country for non-fee paying attractions outside the capital with over 160,000 visitors annually Galway has a thriving indigenous boat building industry that showcases boats for sea, river and lake Education: In Galway city alone there are 40,000 pupils and students engaged in Education with 26,000 students enrolled in third level education. The population of 20-24 year olds is twice the national average. The National University of Ireland Galway, Galway-Mayo Institute of Technology, Galway Technical Institute amongst others offer a wide range of undergraduate, post-graduate and short-term courses for those interested in pursuing a career in the creative sectors. NUIG has developed a three year Creative Momentum programme that aims to support the creative industry sector in Europe’s northern edge. A new Creative Enterprise course for aspiring creative entrepreneurs has been developed by Galway Mayo Institute of Technology, to provide them with the knowledge, skills and opportunity to develop and test their ideas for a new creative product or service12. Galway is a centre for marine research and development for both marine and fresh water with institutions such as the Martin Ryan Institute in NUIG and the Marine Institute leading the way in the field.
WHERE ARE WE NOW? | CHALLENGES & OPPORTUNITIES. Known as a type of Shangri-la within the corporate sector that engages with Galway, it is a difficult place to leave. However, it must re-imagine itself if it is to continue to evolve, maintain and secure sustainability under the shadow of fundamental changes in the economic, social and environmental frameworks; it must respond to a rapidly changing world, a rapidly changing cultural framework driven by new technologies; a rapidly changing community which is strengthened by its youth population, but made more fragile as a result. The implementation of a sustainable cultural strategy needs investment – in terms of funding and manpower and existing resources. One of the areas requiring significant monetary investment during the lifetime of this ten-year strategy is cultural infrastructure – both physical infrastructure – buildings - and collaborative infrastructure – and physical and virtual cultural hubs. In terms of buildings, a 12
The title of the course is Creative Enterprise and provides a range of new venture skills including project management, marketing and digital media skills required for a modern creative business. A major feature of the programme is development of a full business plan for a creative enterprise. The participants will also work collaboratively in the ‘Creative Hub’ based at the Centre for Creative Arts and Media (CCAM).
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number of key cultural deficits are identified below. These proposed additions to the cultural stock of Galway are all needed and will certainly enhance the cultural offer of the city and county. However, before any of them proceed they will require feasibility studies, cost-benefit analysis, planning permissions and extensive consultation. Some of the proposals are further on than others in terms of their conceptual development and rationale. This programme of work will require a prioritisation filter in terms of available funding, a ‘shovel ready’ status, permissions, operational considerations and costs, consultation and consensus - and this will apply to all development proposals – whether they are large-scale civic spaces, innovation hubs or small-scale community centres. Consideration must also be given to the creation and management of realistic and effective support for shared practices, collaborations and networking opportunities within the arts, community arts, sport, amenity, heritage, built and natural environment and creative industry communities. In some instances this will include buildings – production space/workshops/gallery space/rehearsal space/shop front/meeting rooms/outdoor space/facilities – and in others, virtual space/digital platforms/on-line community space/improved websites/improved social media platforms/online markets. All of this infrastructure comes at a cost – and this must be clearly defined and detailed before commitments are given.
The west of Ireland has been deeply marked by emigration from the eighteenth century to the present decade continually losing a high percentage of its young people to the growing Irish Diaspora and to careers and lives in other countries across the planet. Conversely, in the last two decades it has also been enriched by a wave of immigration into the area. This strategy takes full cognisance of this and proposes a series of objectives that has a role to play in the reversal of emigration and that has, at all times, the best interests of the entire population, but particularly, the young people, as a watermark. In the last thirty years, Galway has become home to the largest number of individuals employed in the creative sector within the Western Region of Ireland – employment is at a rate of one in every 33 jobs. Collectively the creative industry sector accounts for 31 per cent of total direct employment as well as 21 per cent of turnover. Future growth prospects for the western region’s creative sector is potentially strong. If a high growth scenario was implemented including support for networking, formal networks for specific sub-sectors and the implementation of an export promotion strategy, by 2020 the sector could generate a forecasted €650m in direct sales and directly employ close to 30,000 people13. The Challenges and Opportunities the city and county face in cultural terms revolve around the following areas: Cultural Players: A recognition of the contribution historians, archivists, archaeologists, architects, designers, artists, writers, performance artists, dancers, directors, 13
Galway City and County: High Level Overviews and Sectoral Review Summaries, 2015,Whitaker Institute, NUI Galway
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makers, growers, cultural managers, producers make to Galway life and to provide supports for them to live, work and develop sustainable careers here Working with the above cultural players - facilitate and encourage greater individual and collective participation in Galway’s cultural life Establish learning and knowledge transfer networks and community fora to explore ideas, collaborations and networks as well as learning and development. Create and manage realistic and effective support for shared practices, collaborations and networking opportunities within the arts, culture, heritage and creative industry communities Collaborate with the cultural sector to develop training/CPD/mentoring programmes and opportunities that will have capacity building for the future as a goal Cultural Infrastructure: Increased physical arts and culture infrastructure, specifically: high quality gallery/exhibition space; new civic and community library space including cultural facilities; flexible performance space; concert/acoustic music space; new dedicated Archives repository; dedicated creative community led spaces and area residency programmes artist/cultural heritage/language-led collaborative spaces/hubs/residencies (across all art-forms - including film/media) increased profile on cultural heritage and extended museum quarter dedicated cultural space(s) for children and young people Establish a creative hub model underpinned by a co-operative approach that encourages participation, co-curation and sharing of resources Increase cultural services and supports for children and young people Greater use of the Historic Assets Register (and the Re-use of Architectural Buildings) for the re-use of historic buildings in towns and villages for cultural purposes Under initiatives such as the ECOC led Small Towns/Big Ideas platform – look into the revitalisation of the community centre model with democratic curatorial/programming policies Use good planning tools and innovative approaches to introduce more creative uses of Public Realm spaces Look at developing and implementing a properly managed Vacant Spaces Scheme (in conjunction with Historic Assets Register; Local Authority lists, NAMA etc) Cultural Economy: An improved cohesive digital platform and online presence for the citya and county’s cultural offer and services and improved online communities/communication for participants and users The need for increased international partnerships which will carry Galway abroad and increase learning, cultural and economic opportunities at home
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An understanding of the positive impact of increased legibility, visibility and coherent packaging (branding) of Galway’s cultural assets on all approaches to and in the city and county and online14 Identification and support for the formation of Creative hubs in both rural and urban communities – that encourage co-operation and shared practices a- across all areas of cultural expression from allotments to visual arts galleries. Introduce cross-sectoral approaches to tourism for those involved in producing, marketing, packaging and creating a better visitor experience (e.g. looking at defined areas – villages, towns, quarters - in terms of the heritage, arts, architecture, recreational and hospitality offer) Realistic and effective support for creative industry start-ups and co-operatives (hubs) (see City and County Economic Strategies and LECP’s) Managing change in the urban and rural areas of the city and county so as to maintain the special character and culture Community: The identification of effective and innovative cultural services that support greater population mental and physical health Better understanding of the needs of children, young people and youth culture and increasing supports and services to support them Provision, participation and engagement with the aging population through working with organisations such as Galway City and County Age Friendly Alliance15 to provide support for cultural initiatives New opportunities for intergenerational engagement in cultural activities Better understanding of intercultural issues Increased participation levels in all aspects of the city and county’s cultural life Evaluation of current consultation practises by local authorities and future potential role of initiatives such as Speak Outs and Meet Ups developed as part of the ECOC bid process Greater support for online communities across the full range of cultural expression and a tie-in with digital frameworks and branding platforms Cultural Management: The management of all aspects of culture in the city including the commitment to the Pilot Cities programme of work Building on the Unesco City of Film designation investigate realistic measures that will support employment and development of both the city and county’s existing film/media/tv infrastructure Support Galway’s bid for the European Capital of Culture 2020; the bid for EU Youth Capital 2019 and Galway’s bid for the 2018 Region Of Gastronomy16 designation The provision of effective cultural platforms for discussions on issues such as funding, access, development, markets, collaboration, climate change effect issues amongst others 14
With reference to the emerging Tourism and Branding Strategies Galway City and County Age Friendly Alliance, Strategy 2014 – 2019, http://agefriendlyireland.ie/wpcontent/uploads/2014/07/AF-Strategy-Report-Proof.pdf 16 This award aims to contribute to a better quality of life in European regions by highlighting distinctive food cultures, educating for better health and sustainability and stimulating gastronomic innovation 15
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Increased learning - cultural, social and economic – from increased European and international partnerships A clearer understanding of the importance of the Irish language as part of the identity of the city and county Environment: Provide cultivated and maintained green spaces and green programmes (such as the ECOC proposed project of re-wilding the city) that support the need for greater connectivity and understanding between children and nature, people with disabilities and nature, older people and the general population and nature Create intergenerational green spaces where older people can connect with children and young people Greater safe use of the sea and the rivers and lakes for outdoor pursuits Increased legibility and visibility (signage and branding) promoting the culture of Galway both on approaches to, throughout the county, in the city and online Improved access for disabled to all sites of cultural interest The development of a Cultural Impact Assessment tool
PART 2: THE VISION FOR CULTURE
Vision Statement: Culture is at the heart of life in Galway. Culture is pivotal to all aspects of our development as a city and region. Our ambition is to drive and deliver a strategy that transforms Galway into a working model of cultural sustainability, community participation, best practice and world class cultural and creative experiences. PRIORITIES. The vision for this strategy is guided by the principles governing the Galway City and County Development Plans, Corporate Plans and those guiding the Local Economic and Community Plans, and is built on a number of priorities that have become evident during the initial consultation, mapping and research phase. Each of the areas outlined below have been highlighted through focus group activity, through participation in the wide-reaching ECOC bid consultation process, through individual consultations and have been corroborated by current national and international thinking. Each priority will be reflected in the strategic aims and built into the objectives and actions agreed for each of these.
Children & Youth - understanding needs and making provision Health & wellbeing – finding ways to improve people’s physical/mental health Hubs and collectives –providing a framework for an improved infrastructure
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Participation – providing more/new opportunities for real engagement Social inclusion & access – mitigating barriers to access Excellence – looking at training and best practice models to raise standards Digital Platforms – providing leadership in online communication Our Environment – finding new ways to address climate change
PART 3: STRATEGIC AREAS
STRATEGIC AREAS 1. Citizenship & Cultural Rights Galway City Council and Galway County Council’s local strategies and plans should help citizens to exercise their rights to determine freely their identity, develop and exercise their creative abilities, recognise and accept foreign cultural expressions, and to take part in collective decision-making in all facets of community life. These local plans should recognise citizens as the main actors in local cultural life. 2. Cultural Heritage. Galway’s natural, built and creative environments shape who we are and where we come from. Our landscapes, habitats, ecosystems, monuments, material culture, language, traditions, beliefs, folklore, music and dance all line up to make up our individual and collective identities. We will work in partnership with communities, organisations, agencies and individuals to safeguard all of these enriching and inspiring aspects of our lives and our shared histories. 3. Culture - Environment and Place. This strategy will address Galway’s cultural infrastructural deficit. It will facilitate the establishment and strengthening of emerging and established creative hubs and networks. It will support public realm works that improve the look and feel of the city and county and that favour the health and wellbeing of the population. It will seek to develop a sustainable model to reuse existing redundant infrastructure and buildings . The strategy, in recognition of the connection between culture and environmental sustainability (e.g. concerns about climate change, resilience, risk-prevention, the sustainable use of resources, and awareness raising about the richness and fragility of ecosystems) will research and develop Strategic Cultural Impact assessment tools for all civic developments. These assessments will reflect the concerns, knowledge, traditions and practices of people and communities and will contribute to project sustainability. 4. Culture - Education & Excellence.
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Learning is key to successful development. This strategy will look at blended learning models17 for Galway that support training at both the individual and community level; contribute to learning opportunities for all age groups and provide access to models of best practice and continuing professional development. It will support learning in a wider European /international context and strengthen and support partnerships to make this possible. It will also help to develop education & outreach programmes attached to cultural hubs and networks. 5. Culture and Economy. Ireland is evolving into a creative knowledge economy. Galway has met this challenge, in particular with regard to the strong growth in exports attributed to the medical devices sector and the ICT services in recent years. Galway also attracts inward foreign investment and has a strong entrepreneurial culture, track record of innovativeness and capacity for business networking. This cultural strategy, which is fostered in the City and County’s Economic Sustainability Strategies in tandem with the City and County Development Plans, will support creative economy sector incubation, knowledge transfer, design and production. 6. Culture - Health and Wellbeing. A great number of studies18 have shown the benefits of cultural activity to population health – this activity includes sport, walking, reading, participating, attending, producing, making. The benefits to both the mind and the body come from the mental and physical exercise involved in these pursuits. In relation to sport in Galway, it plays a huge role in the cultural lives of its citizens offering a wide variety of team and individual sports and activities to people in all corners of the county and city, on land and on water. This strategy will ensure that more of the local population – both visiting and resident – will be offered opportunities to engage in cultural activity in a meaningful and measurable way. 7. Culture: Information & Knowledge. Increasing opportunities to access information and participate in knowledge generation is a cultural process that is a part of the basic conditions of sustainable development. This strategy will identify improved ways to access and use ICT for cultural communication, presentation and production with reference to copyright, copyleft and open source and European and international co-operation networks.
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Learning models that combine the best of online materials with international, national and local experts in hub/community/group workshops 18 O' Neill Mark (2010) Cultural attendance and public mental health – from research to practice. Journal of Public Mental Health 9 (4) 22 - 29 Bygren LO, Johansson S-E, Konlaan BB, Grjibovski AM, Wilkinson AM & Sjöström M (2009a) Attending cultural events and cancer mortality: a Swedish cohort study. Arts & Health 1 (1) 64–73. Hyyppä MT, Mäki J, Impivaara O & Aromaa A (2006) Leisure participation predicts survival: a population-based study in Finland. Health Promotion International 21 (1) 5–12.
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PART 4: STRATEGIC AIMS & OBJECTIVES
STRATEGIC AIMS 1. Citizenship & Cultural Rights Development of a framework for cultural citizenship - as expressed in the development and management of this cultural strategy 2. Cultural Heritage Work in partnership with communities, organisations, agencies and individuals to safeguard and enhance our cultural heritage. 3. Environment & Place To ensure an integrated approach to cultural development – including environmental, social and economic factors – with sustainability at its core 4. Education &Excellence Encourage and support training initiatives, access to models of best practice and European learning partnerships for the artistic/creative communities. 5.Economy Support measures for artists, creative economy sector incubation, knowledge transfer, design and production 6. Health & Wellbeing Based on current research - ensure that more of the local population – both visiting and resident - are offered opportunities to engage in health improving art & cultural activity 7. Information & Knowledge Improve ways to access and use ICT for cultural communication, presentation and production with reference to copyright, copyleft, open source and European and international co-operation networks SAMPLE OBJECTIVES AND ACTIONS: Strategic Aim 1 Citizenship & Cultural Rights Development of a framework for cultural citizenship
Objectives A. Facilitate greater access to and engagement with a cultural framework through targeted participation and inclusion measures
Strategic Aim 2 Cultural Heritage Work in partnership with communities, organisations, agencies and individuals to safeguard and enhance our cultural heritage.
B. Improve engagement with the public through more open and effective consultation processes
Objectives A. Using an improved management framework protect, preserve, maintain and where appropriate, enhance and develop, our natural and built environments, our material culture and our cultural heritage.
C. Through the relevant agencies, focus on children and young people to improve provision and access to more child/youth/older people friendly cultural sites (play, socialising and learning - indoor and outdoor) and programmes/activities
B. Strengthen the development of the Irish language in Galway through innovative approaches that highlight its role and relevance in the cultural DNA of the west
C. Develop projects and programmes of work with other cultural heritage sites along the European western Atlantic seaboard
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Strategic Aim 3 3 CULTURE – EDUCATION AND EXCELLENCE. Encourage and support training initiatives, access to models of best practice, the development of creative entrepreneurship toolkits and European learning partnerships for the artistic/creative community
Objectives A. Identify and support European mobility projects, international residencies, access to areas of artistic excellence and curatorial exchange programmes for artists and cultural workers
Strategic Aim 4 ENVIRONMENT AND PLACE. To ensure an integrated approach to cultural development – including environmental, social and economic factors – with sustainability at its core.
Objectives A. Develop a cultural infrastructure Framework plan that addresses the need for new cultural venues and creative hubs that includes the public realm
Strategic Aim 5 CULTURE – ECONOMY Supporting measures for the creative economy, incubations and start-ups, knowledge transfer, design and production.
Objectives A. Develop creative/innovative spaces and hubs for individuals, companies and start-up businesses involved in the creative economy sector using a multi-disciplinary approach.
Strategic Aims 6 CULTURE – HEALTH AND WELLBEING
B. Work with artists, cultural players and educational institutions to build participative informal learning platforms around new skills, entrepreneurship and creativity with hard-to-reach communities
C. Create a local platform, using models of best practice and international standards of excellence that will bring together all the key players in the field of culture, education and life-long learning
B. Increase shared services across heritage and arts provision – particularly in areas such as recording, conservation, storage, archiving - for collection based institutions such as the Museum, Library and Archives Services
B. Investigate sharing/pairing of artists/creatives with industry/multi-national campuses to promote the benefits of collaborative practice.
A. Provide support to cultural institutions and agencies to carry
C. Establish programmes that explicitly recognise the connections between culture and environmental sustainability (climate change, the sustainable use of resources, fragility of ecosystems, good cultural planning to include a Cultural Impact Assessment process)
C. . Support the digital/online presence of craft workers, designers, artists and all those working in the creative industry sector.
Objectives B. Develop, with the creative sector, capacity building
C. Develop, on a pilot basis, one directed
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Ensure that more of the local population – both visiting and resident - are offered opportunities to engage in health improving cultural activity
Strategic Aim 7 CULTURE – INFORMATION AND KNOWLEDGE Improve ways to access and use ICT for cultural communication, presentation and production with reference to copyright, copyleft open source and European and international co-operation networks.
out programmes with communities with high levels of poverty and exclusion (proven link between cultural activity and improved health)
Objectives A . Develop policies that guarantee access to free and plural information (copyright, copyleft and open source), as well as measures to guarantee that information is harnessed to promote citizens’ rights to participate in cultural life.
programmes for social services and other health workers that improves health and well-being among staff and service users
B. The relationship between grassroots cultural processes and social innovation is analysed regularly.
health and culture initiative, with the local and national HSE.
C. Develop policies and programmes that allow people active in the cultural sector to participate in international cooperation networks.
Capacity building: The Cultural Strategy addresses capacity building for the life of the strategy and beyond through the following measures: Develop creative/innovative spaces and hubs for individuals, companies and start-up businesses involved in the creative economy sector using a multidisciplinary approach. Address the deficit in cultural infrastructure through a ten-year building programme that implements a cultural infrastructure framework plan addressing the need for new cultural venues and creative hubs that includes the public realm Increase shared services across heritage and arts provision – particularly in areas such as recording, conservation, storage, archiving - for collection based institutions such as the Museum and Library Services Investigate sharing/pairing of artists/creatives with industry/multi-national campuses to promote the benefits of collaborative practice. Support the digital/online presence of cultural heritage organisations, craft workers, designers, artists, producers and makers and all those working in the creative industry sector.
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Develop, with the cultural heritage and creative sectors, capacity building programmes for social services and other health workers that improves health and well-being among staff and service users Using an improved management framework - protect, preserve, maintain and where appropriate, enhance and develop, our natural and built environments, our material culture and our cultural heritage. Identify and support European mobility projects, international residencies, access to areas of excellence and curatorial exchange programmes for cultural workers Work with artists, heritage organisations, cultural players and educational institutions to build participative informal learning platforms around new skills, entrepreneurship and creativity with hard-to-reach communities Create a local platform, using models of best practice and international standards of excellence that will bring together all the key players in the field of culture, education and life-long learning
PART 5 : GOVERNANCE & IMPLEMENTATION
GOVERNANCE The governance and implementation instruments designed for this ten-year strategy will reflect the multiplicity of responsibilities included in it – consultation/management /funding/partnerships/collaborations/ local, regional, national and international dimensions/ monitoring and evaluation. It will include key performance indicators for its successful and measurable delivery. It will be informed by participation in the Pilot Cities Programme19 and the governance structure may take the form of a Cultural Council – the details of which will emerge as part of the wider consultation process. The roll-out of the strategy will include the development of a Charter of Cultural Rights for citizens and outline the role of a management agency for cultural development in Galway dealing with all aspects of arts, culture, heritage, the Irish language and expressions of creativity. It will include a toolkit for the development of a Cultural Impact Assessment process which will be used to assess the impact on the cultural life and rights of citizens of significant developments of any scale planned for Galway. IMPLEMENTATION
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The programme aims to address gaps in effective evaluation, peer-learning and the dissemination of existing intelligence by providing opportunities for participation in a learning process, on the basis of the principles and actions included in Culture 21 Actions and on the experience and expertise of Culture Action Europe
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There will be a series of Implementation Plans (incorporating indicators and reviews) over the ten-year life of the Cultural Policy and Strategy: I 2016 – 2018 II 2019 – 2021 III 2022 – 2025
EVALUATION. The evaluation and performance framework for this cultural strategy is under development. It will reflect the Council’s performance management process and take into account the key performance indicators that will be built into every action/initiative and each cycle of the implementation plans. FINANCIAL MODEL/FUNDING AND RESOURCE STRATEGY. A carefully constructed financial basis will underpin the strategy development and actions outlined in this document. Galway City and County Council’s will identify the funding partners and delivery partners/mechanisms that will assist with the realisation of the strategy and will include the following: -Local Authority annual budgets and targeted grant schemes. -Central government funding through: Department of Arts, Heritage & the Gaeltacht (including Arts and Heritage Council funding) Galway City and County Council’s own funds (capital) EU Structural Funds/Creative Europe Fáilte Ireland through the Wild Atlantic Way Galway’s Corporate Sector Local Business networks EU Programme Funding Other National, regional and local stakeholders and partners Philanthropy -National and local Grant schemes.
6 APPENDIX 1. METHODOLOGY. Research & Mapping SWOT Analysis Consultation Focus Groups Draft internal strategy framework document with Strategic Aims & Objectives
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Review and re-draft Consultation Initial Actions Financial planning Implementation cycles (3 year) Delivery Mechanisms/Devolved Responsibility Action Plans