Draft Legacy Plan July 2013

Draft Legacy Plan - July 2013

2013~2023

Draft Legacy Plan - July 2013

2013 ~2023

Index Section 1

City of Culture – Our Journey

Section 2

Legacy - It’s Up to You 7

Section 3

The Story So Far 12

Section 4

Legacy Objectives and Themes 20

Section 5

Our Legacy Programme and Activities 24

Section 6

Partnership Working and Legacy Delivery

39

Section 7

Consultation and Engagement

45

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Appendices: Appendix I

Draft Benefits Realisation Matrix

Appendix II

Draft Strategic Business Case for Investment

Appendix III

Emerging Legacy Initiatives

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Section 1

The aim of the Legacy Plan is to:

City of Culture ~ Our Journey The purpose of this Plan is to outline the prospects for sustained benefit accruing from UK City of Culture 2013.

Derry~Londonderry has had a wonderful year so far. The success of the 2013 programme continues to raise expectations of the City of Culture’s legacy.

1. Ensure that we capture the economic and social returns of City of Culture 2013 to support the One Plan

2. Outline an indicative thematic approach to future opportunities for the city

3. Create activity and interventions to achieve economic growth

4. Capitalise on and sustain the community pride evident this year

5. Support sport, health and well-being 6. Further develop community engagement and active participation

The actual programme for 2013 is huge, and has outstripped the official programme, thanks to the enthusiastic support and participation of local people. It has relied on major contributions from a wide range of supportive partners, including the public, private, community and voluntary sectors.

The physical transformation of the city, prior to 2013, created a wonderful canvas for some outstanding events. The first of these – the Clipper Round the World Yacht Race in July 2012 – made great use of our rejuvenated riverside and Ebrington Square. Month after month we have seen local people reclaiming the civic space and participating in and enjoying culture, arts, sports and leisure on an unprecedented scale.

This Plan is a consultation document. It must also convince our key partners to stay with the City as it pursues the objectives set out in the One Plan. While the One Plan envisaged £500m of capital investment within its timescale, and a doubling of our tourism revenue by 2020, the success of the City of Culture year should not be measured solely in economic terms.

The sporting component of the programme has led to increased interest, and propensity to engage, in physical activity; this provides a platform to deliver health and well-being outcomes. The cultural programme has provided many educational opportunities. The boost to the City’s overall sense of well-being has been palpable and priceless.

7. Source resources to support the City’s cultural ambitions.

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“

We will continue to work with our partners to ensure as much active participation as possible.

Our measurement of success and progress is grounded in the Step Change indicators set out in the City’s original bid to be the UK City of Culture 2013. These are connected to the One Plan targets, designed to accelerate employment and skills development, increase civic pride, change perceptions and ensure that the most disadvantaged communities can participate in and benefit from 2013.

Addressing disadvantage and promoting equality of opportunity must continue to be a focus of any legacy initiative, building sustainable change in this area.

This Draft Plan maps out a proposed approach to Legacy in years 2014 to 2017, but our strategy continues to 2023, spanning a tenyear period up to European City of Culture, when we hope to evaluate the full benefit of the project.

At this point it would be impossible to give detailed plans for the next 10 years. We want to have some flexibility, with an opportunity to review, respond and re-shape the Plan as we move forward. This Draft Plan provides an outline of our overall approach, taking a thematic approach over the early legacy years.

This will enable us to complete our Strategic Business Case for Investment.

The Draft Plan has been produced by Derry City Council. However, Legacy is being created by a wide range of organisations and individuals. We will continue to work with our partners to ensure as much active participation in shaping legacy as possible.

In drawing up this plan, we need to temper ambition with reality. The success of 2013 – with its explosion of cultural activity – demonstrates what the City is capable of and can be confident of delivering. There is huge potential for sustainable growth and legacy.

We have a ‘window of opportunity’, but it is time-limited. Continued investment is needed to ensure that the successes to date are consolidated and lead to economic improvement.

The success of an event or programme does not necessarily mean that it can provide a sustainable legacy. What we must strive to do is to capture the spirit of our journey so far and match this to the longer-term aspirations outlined in the One Plan.

Section 2

Legacy ~ It’s Up to You! Building legacy is the job of everyone involved in the City of Culture project so far: not just the public sector partners but also all the community and commercial partners in the city.

There is a key role for the Executive in supporting legacy. We are urging all departments to consider how they might support it, and to respond positively and imaginatively to this document. It is essential that plans are put in place for 2014 and beyond. 2013 has been an outstanding success so far. With commitment to, and support for, the concept of Legacy, we can raise it to another level.

City of Culture Bid Our 2010 bid document reminds us of where we have come from and focuses us on where we want to go.

“The legacy of being City of Culture 2013 is life- and placechanging for Derry~Londonderry, drawing us from a turbulent disputed past to a shared, respectful future as a childfriendly, European City.”1

1 UK City of Culture Bid, 2010

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In July 2010, Derry~Londonderry was awarded the inaugural title of UK City of Culture 2013. This accolade carried with it the responsibility of delivering a world-class cultural programme, with significant social and economic benefits, which would contribute towards a lasting legacy.

Our City was poised for change at that time.

Since then, the delivery of the City of Culture programme has unleashed an amazing surge of creative energy – both individual and collective – across the city and region.

Derry~Londonderry in 2013 is a place of hope, optimism, determination, inquiry, history and joy. The challenge is to ensure that we maximise and sustain the transformational effects of the City of Culture designation through next year and beyond.

The One Plan The City of Culture is one strand of Derry~Londonderry’s Regeneration Plan. The Plan’s mission is:

“To deliver renewal – economic, physical and social, building a stronger and more vibrant economy with increased prosperity for our City and region in ways which ensure that opportunities and benefits from regeneration are targeted towards the most deprived groups in our communities.”2

Derry City Council is committed to delivering change to the most disadvantaged people in our communities. Its Audit of Inequalities (2012) identified the functional areas for fulfilling its Section 75 duties. These will help the Council to define key strategic actions within the Legacy Plan.

City of Culture 2013 is a strategic intervention as part of the One Plan. Its aim was to be a driver for new capital investment, and a growth in tourism and the creative industries.

The mission was to build confidence and skills in our young people and a stronger, more cohesive community.

The City continues to face the challenge of economic and social deprivation on its journey of transformation. Further investment in culture and tourism has been identified as key to addressing issues of inequality and stimulating the local economy.

Five Step Changes were identified in the Bid Document (2010), supporting Derry~Londonderry’s case for City of Culture designation. These Steps Changes will remain the key pillars of the Legacy Plan:

The partners who support City of Culture 2013 have outlined what they expect a Legacy framework to deliver. They will share ownership of and commitment to the Legacy Plan. Ultimately, Derry City Council will own the Plan and be responsible for overseeing its implementation.

The importance of maximising legacy opportunities has been firmly embedded in the Council’s structures and organisational plans. The City of Culture is designated as a ‘Special Project’ which will be supported by a Legacy Team, made up of staff from a range of disciplines within Council. Legacy actions will be cross-departmental, requiring multiagency support and delivery.

• Drive an economic renaissance, transforming levels of prosperity in our City and wider region • Deliver Step Changes in equality, good relations and social cohesion through culturally-led regeneration • Build a sustainable cultural environment which will nourish and enhance a unique, world-class experience • Unleash talent to build a proud, ambitious, creative and connected community • Tell the world our new story.

This approach will allow Derry City Council – on behalf of all delivery partners – to provide regular reports to the One Plan Interdepartmental Group and to the Strategy Board. The Ilex Regeneration Team will be part of the Group and will continue to monitor the impact in disadvantaged communities.

2 The One Plan

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The Promises The bid document also set out a number of guiding principles designed to inform our approach, direct our work and ensure that we are at all times focused on our priorities:1. We pledge to bring the opportunity for cultural engagement to every citizen in our city (100%). We will promote and support that engagement at all levels in new and creative ways so that no citizen will be left untouched by the programme of cultural opportunities and activities we will offer during 2013 2. Our young people will be our priority.

We plan to make 2013 a special year that will capture the involvement of our young people in the creative aspects of our culture and in cultural creation 3. We will reach out to the world by forming and operating a series of new networks as set out in our programme that will bring the message of the cultural vibrancy of our city to new audiences in the region, the Island, the UK and the world 4. We will use the platform of UK City of Culture:

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• to add synergy to our Joyous Celebrations and Purposeful Inquiry and endow the city with a unique patrimony of cultural diversity and heritage that has endured and evolved over four centuries and established a unique and lasting relationship; and • to reconnect with the global Derry~Londonderry diaspora who are spread throughout the world by using the enhanced connective technologies now available to us

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5. We place a high value on “partnership working”. We have formed, will work with and will perfect a wide range of partnerships that form part of our planned transformation and legacy 6. In building and sustaining our transformation, we set ourselves the twin targets of achieving both economic and social success for our people 7. We are committed to excellence and will put in place an organisation which has the artistic leadership, financial management, resources, autonomy, empowerment, programme management and governance necessary for success 8. We will seek to learn from the previous experience of Liverpool – as European Capital of Culture – and the London Cultural Olympiad.

The rationale for seeking the UK City of Culture 2013 award had three main components: Socio-economic Benefits – the city faces some of the most entrenched socioeconomic problems and challenges in the region (which is also underperforming). The award has the potential to create significant socio-economic benefits in terms of skills and employment, health and well-being, and social inclusion.

Economic Benefits – City of Culture status has the potential to deliver significant economic benefits. It is suggested that the City of Culture intervention – including preparation, 2013 Year and Legacy – will result in 2,800 net additional workplace jobs. 2,300 of these will be for residents, including almost 1,000 from the most deprived wards.

Cultural Benefits – the award has the potential to deliver major cultural benefits in terms of the creation of new cultural partnerships in the City and beyond; increased culture and arts audiences; and increased broadcast and intellectual property opportunities.

In monetary terms it is anticipated that £98m in additional wages will be realised by 2020.

The City of Culture bid document outlined a number of key economic and social impacts.

Key Economic & Social Impacts

Economic

Social

High levels of job creation

Improve the qualified skills base

Increased tourism

Improve the volunteer base in the city

High levels of Gross Value Added (GVA) created in the NI economy

Improve perceptions of the city

Reduced unemployment

Improve wireless provision in deprived areas

Growth in creative industries

Increase self-esteem

These are referenced in the Draft Benefits Realisation Matrix (Appendix I) and included as part of the Draft Strategic Business Case for Investment (Appendix II) which is being prepared alongside this Draft Legacy Plan.

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Section 3

The Story So Far More than 400 events and programmes are being supported in the 2013 Cultural Programme. Most of them are in the city, although others are taking place elsewhere in Northern Ireland.

High-profile events have brought thousands of locals and visitors onto the streets and into local venues. Ilex has reported that overall satisfaction with the City of Culture 2013 programme is high. A survey carried out in July found that 8 out of 10 people had attended at least one City of Culture event.3 Month after month we are fulfilling our pledge that no citizen will be left untouched by the programme of cultural opportunities and activities offered during 2013.

Halfway through the Year, the city is ‘buzzing’.

It looks good and feels great:

The Cultural Story • 38,000 onlookers lined the banks of the Foyle in June during the two-day Return of Colmcille pageant • In May, 37,500 music fans attended BBC Radio 1’s free Big Weekend (45% of tickets went to local people) • More than 5,000 ‘Annies’ converged on Ebrington Square in March to break the Guinness World Record for the biggest choreographed song and dance routine ever performed. This was the first of many community mass-participation initiatives • Also in March, more than 4,000 young people took part in the ‘Humdinger!’ children’s literature festival – including 500 pupils from St Joseph’s and St Cecilia’s schools • The city hosted the Orange Order’s flagship Twelfth of July parade, with the Order’s Grand Masters in Ireland, England and Scotland joining 60 lodges and 40 bands

• Music City Day, on June 21st, transformed Derry~Londonderry into a vast openair stage for professional and amateur performers

• 125 local artists have exhibited their work in the London Street Gallery which has had more than 3,000 visitors since it opened in April

• The Royal Ballet and London Symphony Orchestra both sold out their performances

• The Shirt Factory Project, with resident artist Rita Duffy, has welcomed 1,000 visitors since it opened at the end of May

• January’s opening concert, Sons and Daughters, broke red button viewing figures on BBC NI • 200 recorded interviews have been digitalised under the BT Portrait of a City project, and free digital training has been delivered to 56 people in eight community groups • £300k has been committed to supporting around 130 projects under the Spotlight on Communities programme • 500 volunteers have registered to help deliver City of Culture events. More than 900 volunteers helped with the Return of Colmcille

• 250 people visited the Picturing Derry Exhibition on its opening day and 500 on its closing day • 41% of the attendees at ten events surveyed were from outside the city; 22% of the local people surveyed at these events came from the city’s most deprived areas.

• In 2012, the Clipper Homecoming Festival showcased the City’s potential to host international events. It exceeded all expectations in terms of attendance and media interest, and boosted civic pride.

3 Preliminary Findings: City of Culture 2013, Ilex URC

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The Business Opportunity Story

The sense of family we had with the musicians and dancers – making art together – that’s the power of bringing art to a place and of connecting people. You discover more similarities than differences.

Hofesh Schechter: Artistic Director – Hofesh Schechter Company

The Economy and Skills Story • Derry Visitor and Convention Bureau reports that average hotel occupancy in 2013 is up by more than a quarter on last year • The total number of hotel rooms sold in the city in May (approx. 16,000) was 32% higher than in the same month last year. According to DVCB, it was the largest number of hotel rooms ever sold in the city in a single month • The city will host more than 30 highprofile regional, national and international conferences this year, with 6,000 delegates and an anticipated economic impact of more than £4.5m. Many local organisations were instrumental in attracting and hosting these conferences • Since 1st February, 7,000 references to the City of Culture have been tracked in local and national media. The total AVE4 is c.£41.9m, with an audience reach of 1,131,694,031 • The collaborative budget for marketing the city and events exceeds £2m; it is the largest, dedicated promotional budget Derry~Londonderry has ever had for local and international markets

• Events such as Political Mother: Derry~Londonderry Uncut (which employed young, local musicians) and the ongoing Music Promise are already building skills and nurturing talent within the city

• Derry City Council continues to roll out its City of Culture Business Opportunities Programme • The Programme’s overall aim is to provide a ‘One Stop Shop’ for local SMEs so that they can take advantage of opportunities arising from City of Culture • Specialist training, mentoring and business development programmes are being delivered to build the capabilities of existing businesses, provide support to individuals with innovative ideas, assist new business starts and stimulate business growth

• Businesses registered on the Programme are supported through a range of workshops, masterclasses, networking events and one-to-one mentoring, alongside signposting to local support agencies • The project was initiated in September 2012 and is valued at c.£940k. It is partfunded by Invest Northern Ireland and the European Regional Development Fund, under the Sustainable Competitiveness Programme for Northern Ireland.

The key deliverables arising from Business Opportunities Programme are outlined in the table below:

• World Host training has been delivered to more than 2,000 people, including 560 young people at risk of becoming NEETs5

40 new business starts

Supported through Programme

50 business events

Supported through Programme

2,000 people

Attendees at Programme events

• 32 people are also participating in Pathways to Success targeting NEETs

40 mentors

Recruited through the Programme

123 businesses

Involved in mentoring sessions

236 businesses

Registered for business support

Oppshop tender alert

Established

150 tenders

Posted on Oppshop

650 businesses

Accessing the Oppshop Portal

• A job brokerage skills intervention programme is currently available to companies who are experiencing skills deficits

452 attendees

City’s first Enterprise Week

11 new Products/Services

Enterprise Week

2 new businesses

Enterprise Week

21 jobs

Get Started for 2013 Programme

• 40 trainees have taken part in the HARTE Programme for hospitality

100 members & 5 events

City of Culture Business Club

90+ businesses/ venues

Profiled in Clipper Trails

• Social clauses are proactively placed in capital work projects with 29 full-time job apprenticeships created through this scheme.

25,000 flyers

Promotion for Clipper Trail

17 local craft producers

Profiled in Craft in the City Guide

LegenDerry Food Guide Programme

Mentoring Support/Business Opportunities

30 restaurants, 22 cafés and 4 food suppliers

LegenDerry Food Guide with Online Promotion

• 29 people have completed an Intermediate Labour Market programme to support employment opportunities with City of Culture

4 Advertising Value Equivalent 5 Not in Education, Employment or Training

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The Regeneration Story Derry~Londonderry is looking better than ever before. Millions of pounds worth of infrastructural investment has transformed the city, creating a perfect backdrop for the City of Culture programme and contributing hugely to the success of its public events.

From the outset, it was clear that not only was the Peace Bridge symbolic of the city’s transformation, it also contributed enormously to the success of major events.

The Clipper Round the World Yacht Race homecoming and the Peace One Day events both made great use of the Bridge and the transformed public realm along the riverside.

Marine infrastructure investment has improved access for river craft and played a major role in the success of Clipper, the New Year’s Eve event, the Return of Colmcille pageant and the Triathlon.

The upgraded rail network has also benefited the city, as have new Park and Stride/Ride facilities around the city. The completion of a network of walkways and cycle-paths has got unprecedented numbers of people walking and cycling. The new paths played a significant role in the Walled City Marathon and other community events and activities.

In the run-up to UK City of Culture, more than £100m was invested in infrastructure.

Infrastructure projects include: • Investment in the railway (£27m) • Construction of the Peace Bridge (£14.5m) • Transformation of Ebrington Square (£7.2m) • Public realm improvements (£16m) • Restoration of the Guildhall and Harbour House (£9.5m) • Investment in Greenways (£1.3m)

Culture and Leisure projects include:

Private sector investment projects include:

• City Dressing and Dereliction Improvement Scheme (£0.64m)

• Construction of the Venue 2013 (£4.6m)

• The Premier Inn (£6m), creating 65 new jobs

• Cultural Capital Fund, for refurbishment of venues throughout the Derry City Council area (£3m)

• City Hotel refurbishment (£0.5m)

• Creative Hub at Ebrington, soon to become the home of the Turner Prize Exhibition (£2.5m)

• 17-bedroom Boutique Hotel (undisclosed sum)

• City Lighting Strategy (£1.4m) • Secured investment for the Maritime Museum (£2.5m project, partial funding secured from Heritage Lottery Fund) • Marine Leisure investment for Foyle Marina (€1.7m) • Events pontoons (£185k).

• Development of the St Columb’s Park Riverside events space (c.£300k) • Refurbishment of St Columb’s Park House (c.£960k)

• Holiday Inn (£12m, under proposal)

• Best Western White Horse Hotel (£1.2m) • St Columb’s Hall (undisclosed sum) • ReStore programme (joint public/private) (c.£0.5m).

• Committed investment for the multipurpose leisure facility at St Columb’s Park (£12m).

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SYNC - Music Promise in the Community is here to ignite the wonder, enthusiasm and talent in the city through cooperation, creativity and most of all a joy of life which only young people can bring.

Glenn Rosborough: Music Educator – SYNC (Stimulating Youth, Nurturing Creativity)

The Community Story Social and Community impact was given a high priority in the planning and delivery of the 2013 programme. This was to ensure that consideration of social need was evident throughout the year. Successes so far include:

• Through the Neighbourhood Renewal Partnerships funding was provided by Department of Social Development (DSD) for four community participation and engagement officers

• More than 80% of the programme is free of charge

• The Music Promise community initiative, SYNC, focuses on young people who have not had an opportunity to develop their musical skills. It runs four nights a week, using 30 registered music tutors throughout the city. More than 450 young people have taken part

• Affordable ticketing has resulted in ticket prices for shows being up to 66% lower than other regions

• BT Portrait of a City project is delivering archiving and IT skills in various communities across the city • The Big Lottery Fund and the Arts Council of Northern Ireland, in partnership with Culture Company 2013, announce a £1.35m ‘Culture for All’ Programme, bringing people together through community-based arts and culture activities • A community access resource is working with Disability Action and the Public Health Authority to make the Cultural Programme more accessible to marginalised groups • 27 students are taking part in a ‘buddy scheme’ to support young adults with learning disabilities

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• There are more than 500 Culture Crew Volunteers • 20 sporting projects have been supported through the 2013 Programme • New initiatives such as “City of HortiCulture” have attracted people of all ages, creating new interests and skills.

These interim findings indicate a broadly positive picture demonstrating progress towards the anticipated Step Changes.

Challenges remain with regard to private sector investment and attendance at paid events by those living in deprived areas. The Draft Strategic Business Case reflects these issues and the additional activity needed to meet the targets as set out in the original plan.

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The Draft Strategic Business Case broadly acknowledges the achievements to date and outlines the legacy targets and objectives needed to ensure the city maintains a positive momentum:

Draft Legacy Plan SMART Objectives

Benefit

Section 4

Legacy Objectives and Themes

Tackling Poverty, Reducing Social Exclusion

The City of Culture Bid Document and subsequent business cases outlined a number of Step Changes, key benefits and targets that would be realised during and after 2013. The Legacy Plan will be fundamental in delivering these post-2013 targets.

The table below outlines the Step Changes deliverable over the longer term:

Step Changes - City of Culture Bid 2010

Theme 1

Deliver Step Changes in equality, good relations and social cohesion through culturally-led regeneration

Economic Renaissance/ Prosperity

Drive an economic renaissance transforming levels of prosperity in our City and wider region

3

Sustainable Cultural Environment

Build a sustainable cultural environment which will nourish and enhance a unique world class experience

4

Creative and Connected Community

Unleash talent to build a proud, ambitious, creative connected community

Improved Reputation

Tell the world our new story.

5

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Social

Equality/Good Relations/ Social Cohesion

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Improved Perceptions of the City

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Enhanced Community Relations

Indicator

2014 Target

2020 Target

Legacy Plan Impact Target

39,000 (2010)

40,350 - an additional 1,350 residents employed

41,300 - an additional 2,300 residents employed

An additional 950 residents employed

Decrease % of residents in 10% most deprived area of Derry who have never attended a cultural event/festival (2009)

unknown

An additional 1,600 workplace jobs

An additional 2,800 workplace jobs

Increase by an additional 1,200 workplace jobs

Increase % that disagree with statement 'I'm embarrassed to bring people to this area' [1st decile 2009]

63.27%

Decrease to 60%

Decrease to 55%

Decrease by 5%

Increase % that are satisfied (very or fairly) with their local neighbourhood as a place to live [1st decile 2009]

62.70%

Decrease to 59%

Decrease to 54%

Decrease by 5%

Create new net additional jobs for individuals in bottom half of most deprived areas

Baseline

Increase % that rate the Derry Arts and Culture activities as excellent or very good.[1st decile 2009]

9.7%

Increase to 12%

Increase to 18%

Increase by 6%

Increase % that agree with statement 'Derry is a place where people from different backgrounds get on well together'[1st decile 2009] ('Definitely agree' or 'Tend to agree')

43.75%

Increase to 46%

Increase to 48%

Increase by 2%

Increase % that feel relations between Protestants and Catholics are BETTER than they were 5 years ago. [1st decile 2012]

57.80%

Increase to 60%

Increase to 62%

Increase by 2%

Alignment with Step Changes

1 - Deliver Step Changes in equality, good relations and social cohesion through culturally led regeneration

1 - Deliver Step Changes in equality, good relations and social cohesion through culturally led regeneration 5 - Tell the world our new story‌

1 - Deliver Step Changes in equality, good relations and social cohesion through culturally led regeneration

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Benefit

Increase in GVA

Indicator

57.80%

Baseline

£392m (2010)

£433m - an additional £41m

2020 Target

£490m - an additional £98m

Legacy Plan Impact Target

Increase by an additional £57m

An additional 1,600 workplace jobs

An additional 2,800 workplace jobs

Increase by an additional 1,200 workplace jobs

40,350 - an additional 1,350 residents employed

41,300 - an additional 2,300 residents employed

An additional 950 residents employed

Increase number 142,000 of overnight (2009) visitors to Derry

An additional 223,000 overnight visitors

280,000 - an additional 138,000 overnight visitors

An additional 57,000 overnight visitors

Increase overnight visitor spend in Derry

£67.7m - an additional £39.8m

£56.9m - an additional £29m

An additional £29m based on original baseline

Increase number of workplace unknown jobs Training and Employment Opportunities

2014 Target

Increase number of local residents in employment

39,000 (2010)

£27.9m (2005)

Alignment with Step Changes 2 - Drive an economic renaissance transforming levels of prosperity in our City and wider region 3 - Build a sustainable cultural environment which will nourish and enhance a unique world class experience

2 - Drive an economic renaissance transforming levels of prosperity in our City and wider region 4 - Unleash talent to build a proud, ambitious, creative, connected community

2 - Drive an economic renaissance transforming levels of prosperity in our City and wider region

Tourism Increase % that give any time as a volunteer or as an organiser for any 35.30% charities /clubs/ organisations?

[1st decile, 2009]

Increase to 37%

Increase to 39%

Increase by 2%

3 - Build a sustainable cultural environment which will nourish and enhance a unique world class experience

Decrease the % of residents that 4 - Unleash talent to feel education Improving build a proud, ambitious, Reduce to Reduce to Reduce by 2% 22.60% is not very Educational creative connected 20% 18% The objectives above are initial draft objectives which will be refined and revised in light of the City of important in outcomes community their life (1st Culture’s performance against 2014 targets and the developing draft Legacy Plan.

Decile 2009)

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To help achieve these targets, interventions are being considered under five emerging themes. These themes set the framework for legacy activities and programmes which encourage additional investment and collaborative working across public, private, community and voluntary sectors:

Growing our Digital Economy is one of the eleven catalyst programmes identified in the One Plan. The Creative Economy will be one of the most important elements in our economic regeneration.

Theme 1: Celebration City

The City will aim to sustain, increase and broaden the demographic profile of audiences at cultural events and to increase attendances at paid events.

These are year-long themes which combine the city’s collective strengths. They create a focus on activity and profile and build upon collaborative and partnership working.

Theme 2: Culture Connecting Communities This theme examines the extent of neighbourhood and community engagement in the 2013 programme, with the primary objectives of tackling disadvantage and ensuring that culture touches the lives of every citizen during 2013.

Particular communities have had strong engagement and have found platforms to showcase their talent and creativity.

Various forms of engagement have already increased confidence and skills. There will be an opportunity to extend some of this programming beyond 2013.

Theme 3: Creative Economy The City has embraced digital technology not only in the development of capital infrastructure but in its application to all forms of creative art. There is a strong desire to take advantage of this investment and of the newly established networks and relationships, so that new and sustainable employment can be created for the city.

Theme 4: Cultural Tourism

Local venues, events, producers and artists will all need a sustainable and renewing customer base, drawn locally, regionally and internationally.

There is a strong expectation that the City will continue to develop a world-class visitor experience befitting of a ‘must see’ European city destination.

Theme 5: Telling a New Story Derry~Londonderry has an unprecedented opportunity to promote itself and the region as a serious option for location and investment.

In practical terms, the city needs to be marketed as a prime location/destination for investors, conference organisers, tourists, students, returning migrants and large-scale event organisers (particularly mobile, highvalue events). The city must be promoted as an attractive place for business and industry, therefore existing structures and supports should be reorganized to make this happen.

The city has much to offer to potential investors. Its strong proposition will be articulated at a sub-regional level. It will be championed jointly by the public and private sectors and will support both indigenous and foreign direct investors.

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“

Theme 1: Celebration City 2014-2017

If you ask any of the musicians, they will all tell you the same: it’s been amazing to be a part of one of the things that’s very seldom come to Derry. It’s incredible. You kind of realise just how lucky you are to be doing this right on your own doorstep.

Participant: Political Mother: Derry~Londonderry Uncut

Section 5

Our Legacy Programmes and Activities The priority for the City is to develop a sustainable legacy, building on the significant investment in City of Culture 2013. To do so, we will need to broaden and deepen our approach to the One Plan.

It is our intention to continue on this learning journey through sustained investment in our communities, physical and social regeneration, education, digital economy and cultural tourism product.

City of Culture contains many interventions, such as Music Promise and the Digital Book of Kells, which will have impact beyond 2013.

Nurturing creative talents will require context and practical support. One proposal was for a series of creative hubs which would provide a means of reaching and engaging ‘hard to reach’ citizens across the community. We are not there yet but finding new ways of making opportunities more easily accessible – especially to young people – remains a strategic priority.

The proposed development of a thematic approach to Legacy Years provides a focus for investment. However, we do not intend to restrict or limit the City’s ambition and innovative strength to themes; these simply provide a core focus for each year of legacy.

As we build, we will continue the 2013 spirit of celebration and opportunity by making music.

The City’s investment in communities, audiences, infrastructure and business development must be preserved and developed in our post-2013 Legacy Plan.

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A number of projects and initiatives are being developed through discussion with stakeholders. These will be refined during the Consultation and Engagement programme currently underway (see Emerging Legacy Initiatives, Appendix III).

Our proposed thematic approach for 20142017 sets the scene for the immediate Legacy years. During this period we will work with the community and all our stakeholders to determine whether this is the best approach for Legacy, and to develop themes or alternative proposals for 2017 or beyond.

Creativity and Learning 2015

City of Music 2014

The educational targets outlined in the One Plan can be significantly bolstered by verbal arts events and programmes, and by digital learning opportunities. Planning to celebrate creativity and ideas could encompass everything from the visual arts and digital education, to the transformative effect which physical regeneration has had on the city.

As a guiding framework, we are proposing to designate Derry~Londonderry as City of Music 2014 to capitalise on the huge public recognition we have gained from 2013. It is essential that we find ways to support and nurture talent.

Sons and Daughters, Other Voices, Music City, Walled City Festival, the Jazz Festival, One Big Weekend, the marching bands of the Twelfth of July celebrations and the Fleadh Cheoil na hÉireann have given national and international recognition to our core musical strength.

Successful events have been complemented by the Music Promise.

City of Music 2014 will build on the 2013 projects and events. We can develop further by engaging with existing city and community festivals and encouraging everyone to make music a core theme. Programming in formal venues will also reflect this unifying approach.

Other core strengths lie in visual, verbal and digital arts creativity. Resources are still being developed in these key areas. There is a desire to see a regional centre for the visual arts, as well as new venues for arts practice.

We have a great and compelling story to tell and people around the world are interested in hearing it. We can build new festivals around ideas, conversation and debate, creating events that will attract international visitors and contributors.

This ‘creativity’ theme could link with growth of the University, our innovation in non- traditional learning environments, and the visual, verbal and oratorical skills of our people.

We could host a year-long series of exhibitions, shows, debates, conversations, festivals, event and plays which would be “Made in Derry” – not on the scale of the City of Culture set pieces, but combining resources to present a unified whole.

We remain committed to each Legacy Year being inclusive and reflective of the diverse programme established in 2013.

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“ Maritime City 2016

Opportunity Bids

Derry has a rich maritime heritage that has shaped the development and direction of the city for centuries. It has been at the heart of the city’s economic and social evolution.

It is too early to commit ourselves to bids for designations and events in the future.

However, plans to secure the Clipper Round the World Yacht Race for 2014 and 2016 are at an advanced stage. A number of other suggestions have emerged during the consultation process.

Maritime City will explore the impact of the river Foyle on the history of Derry~Londonderry and its people. It will celebrate the river’s significance for communities across the globe. The planned development of the Maritime Museum on the Ebrington site will help us reconnect with the Derry~Londonderry family across the world.

The Foyle can also be used as a ‘stage’ for water-based sporting and cultural events.

As with each legacy theme, there will be a strong emphasis on community engagement and participation.

Community Choices 2017 We remain committed to experimenting and learning how best to deliver Legacy outcomes, continually refining and adjusting delivery while maintaining a clear focus on the social and economic impacts which we and our partners strive to achieve.

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For me, there’s much more music per square mile in this city [Derry~Londonderry] than there is in London. What strikes me is that there’s a real hunger from these kids to be involved in music. When you walk in the room, it might appear like chaos, but they’re really engaged: there’s something exciting going on.

Neil Cowley: PRSF – Musician in Residence, City of Culture 2013, on working with SYNC

What will we experience during early legacy activity?

If the city wishes to be considered for the European Capital of Culture 2023 designation, a bid would need to be resourced, researched and submitted in 2016.

Music has undoubtedly been one of the most popular and outstanding elements of the Cultural Programme. Throughout 2014, a series of large and small-scale events will continue the music theme.

Opportunities will be provided for showcasing emerging musical talent. Venues, cafés and bars will be encouraged to drive their businesses by providing platforms for local musicians.

The Fleadh Cheoil na hÉireann award has been made for 2014. The Fleadh promoters may however wish to consider a bid for the return of the event in subsequent years.

Subject to funding, two key music events will be programmed into the city’s calendar. Music will, of course, be central to other events as well.

March will see an expanded and improved St Patrick’s Day Spring Festival, displaying the talents of children and young people who have benefited from Music Promise.

World, European and All-Ireland Pipe Band Championships could be bid for in future years.

A family-orientated event is being considered for early in the New Year to give citizens an idea of what they can look forward to in the twelve months ahead. Plans are also underway for a music festival in February which will set the tone for the coming year and assist in driving visitor numbers.

In late spring, the long-running, internationally-acclaimed Jazz Festival will take place with an exciting new format.

This approach - providing a focus for 2014 to 2017 - will be underpinned by Legacy Themes that are critical to the City’s transformation.

The City has committed finance to planning for major events, and envisages that a highlysimplified approach will work best.

We are currently working through the Events Strategy, commissioned by the Council, to identify a longer term investment plan for supporting events.

A number of ‘Big Sings’ are planned, based on the popularity of community singing in 2013 and the ‘Annies’ world record achievement.

A major outdoor music event is being planned for the summer. It may combine with a showcase event or stand alone. It is also envisaged that Music Trails will be introduced as a way of engaging the business community.

The city will also host a range of sporting activities, possibly including a half and a full marathon, a triathlon and junior events as part of the annual programme.

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“

I’ve got a new lease of life; there’s always a buzz about the place. I feel useful and positive. That feeling of being left on the scrap heap is gone.

Sheila Kearney (Retired): Currently working as a Volunteer with Fleadh Cheoil na hÉireann

August presents an opportunity for a traditional music follow-up to this year’s Fleadh, while the very popular CultureTECH festival – which combines all things digital with a strong, musical offering – will return in September. The Cultural Night concept will be developed to include Gallery and Museum Days, and these will be promoted as a distinct visitor experience.

October will be about combining the performing arts with a strong musical theme, and creating a Halloween Festival event which will keep visitors entertained with concerts, plays and shopping opportunities over a long weekend.

A new event – the Music City Awards – will showcase local talent and bring key music industry personnel to the city in November.

The year will draw to a close with the music, lights, shopping and entertainment traditionally associated with Christmas.

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“

It’s great to see young people having fun, in a stimulating learning environment, equipped for the 21st century. They enjoy new experiences, discovering and improving their musical talents. Only positive things can come out of this.

Legacy Programmes

Lead Partner Funding

There are two major dimensions to the legacy potential of City of Culture 2013’s educational programmes. These are Music and Creativity and Learning.

Programme leadership will be required to design and maintain key standards and guarantee the quality of support needed by benefiting communities. A number of agencies have provided support directly to communities this year. A competitive process, with defined criteria, would be essential for selecting and supporting this coordination role.

In order to continue the valued work arising from 2013, it is proposed that some programmes could and should be mainstreamed; this is the preferred approach to sustaining value. It is also recognised that lead agencies which have originated, developed and led Music and Creative Learning programmes will need to be supported.

If funding can be identified, we would aim to support the lead partners in designing and delivering consistent learning opportunities.

This might be achieved in a number of ways:

Community Delivery Partners A number of communities, who were identified in the One Plan as the most deprived, have been prioritised within the work of the Culture Company, Derry City Council and Ilex. It is proposed that a funding mechanism might be developed through which these communities could bid for continued access to learning programmes.

The actions which would be required include the identification of funding support, agreement of application criteria and a robust monitoring and evaluation approach. These will be explored further in the section for funding.

David Dryden: Educator, Music Promise

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Theme 2: Culture Connecting Communities The ambition of 2013 is to tackle disadvantage and ensure that culture touches the life of every citizen during the year. To support this approach, a number of interventions are already planned to bring citizens closer to culture post-2013.

Community Engagement

Community Hubs

The Department of Social Development is funding neighbourhood cultural animators for two years. This provides an excellent opportunity to extend a dedicated intervention programme up to Review of Public Administration. The Department has also funded four Community Engagement Support workers for the Neighbourhood Renewal Areas to help engage disadvantaged communities in the cultural, social and economic opportunities presented by the City of Culture. The funding will run to April 2015.

Derry City Council is currently working in partnership with DSD, reviewing its network of community centres, many of which are very sub-standard. The aim is to re-invent the community centre as a hub where the aspirations contained in the One Plan can be supported by a range of interventions supporting health, well-being and education.

Following monthly consultations, potential Legacy activities have been mapped from the 2013 programme. A complete set of projects, which will target disadvantaged areas, is in development. The projects – some new, some returning – will vary from arts and music to education and sports (see Appendix III).

Current projects such as SYNC and BT Portrait of a City are evidence of the distinct and positive impact which cultural programmes can have on the community at ground level.

The Legacy consultations and workshops have also shown that there is no shortage of ideas; the challenge for us will be to manage these with the community resources available.

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The Council aims to provide a better context for sustaining and building the cultural programmes which were developed and enthusiastically endorsed by local people.

We will seek to develop partnerships which can provide resources to transform these facilities into key, community assets, nurturing legacy and supporting the One Plan ambitions.

It is hoped that the new facilities will provide cultural, sporting and educational opportunities. We also, however, need to look at how we can integrate learning into our existing community services. We will seek assistance from the Education and Skills Authority, DEL, DENI and others, to support innovation in learning, both inside the classroom and in other community settings.

This initiative has already been scoped as part of the Draft Legacy Plan, and the new Community Hub Scheme has been given high priority. Initial proposals would provide an opportunity to create cultural and educational spaces, and introduce preventive health care initiatives, in communities where they were most needed. It is proposed to invest £3.1m with funding secured from a range of partners.

Social Investment Fund The Social Investment Fund provides an opportunity to further develop the successful partnership working which already occurs across all sectors here so that we can build on the Legacy. It could be used to support an integrated approach to enhancing economic growth, employability and the sustainability of communities.

The aim of the programme is to reduce poverty, unemployment and physical deterioration through strategic, area-based interventions of a significant scale; to build pathways to employment; to tackle systemic issues linked to deprivation; to increase community services and address dereliction.

Total funding of £80m is available across nine zones – including the Derry City Council area – up to 31st March 2016. Derry’s Steering Group has submitted and supported projects focusing on early intervention work, training and employability opportunities, social enterprise support and new play, sport and leisure infrastructure.

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“

... work space for artists and craftspeople in the basement of the church, a performance/exhibition space in the church itself and a school of traditional music in the manse.

Community and Regeneration Infrastructure Following the success of the investment in public realm infrastructure, there may be an opportunity to continue this work throughout the city. This could include: • Continued improvement of the public realm along the Strand Road to Sackville Street • Refurbishment of Harbour Square, incorporating the Factory Girls sculpture (subject to planning), may cost up to £500k • £2m Walled City public realm scheme to enhance the minor streets within the Walls, such as Magazine Street, Pump Street, Society Street, London Street and Artillery Street • Improvements to the Barrack Street/Lecky Road flyover and the area underneath • Continuation of the Queen’s Quay riverside pathway improvements, hopefully as far as Daisyfield and possibly costing over £2m • Roll-out of the ReStore approach to other areas of the city, probably starting with Carlisle Road but eventually including other city centre areas as well. We are also exploring the possibility of using the same approach in disadvantaged areas such as Creggan and the Bogside

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• Adaption of the multi-purpose leisure facility at St Columb’s Park as an events venue with a seating capacity of up to 2,000 • Museum of Free Derry – DSD is providing part-funding for the museum’s redevelopment project. The main funder is NITB • Cultúrlann – the cultural organisation, An Gaeláras, intends to acquire and refurbish the old Third Derry Presbyterian Church and manse adjacent to the Cultúrlann building. It plans to create work space for artists and craftspeople in the basement of the church, a performance/exhibition space in the church itself and a school of traditional music in the manse. The buildings are listed, so it is hoped that NIEA can assist this project.

The Council is currently working on its capital investment strategy which we hope will allow for new community and leisure facilities in the period 2015-2023.

Sport and Well-being Our development programmes are intended to extend and maximise access to sports, thereby encouraging talent and healthy lifestyles. The level of community participation to date in 2013 sporting events has been significant.

Derry City Council is committed to working with grassroots sports clubs, encouraging ‘hard to reach groups’ – and young women in particular – to become involved. As part of our review of community facilities, we intend to create space for physical activity programmes such as exercise, boxing and football, providing people with a community focus. In association with partners such as the Loughs Agency and Foyle Port, we continue to extend access to water-based leisure pursuits, providing a solid foundation for Maritime City.

Many of our facilities are currently below standard but we are aiming for a new start. It is hoped that we will be able to incorporate community space for educational opportunities, such as fitness and homework clubs, into our new facilities and to engage more directly with the formal education sector.

A number of very successful sporting events have taken place during 2013. There has also been a considerable ‘step-up’ in the scale of events, including the Walled City Marathon and Half-Marathon, the Liam Ball Triathlon and Children’s Triathlon, cycling and walking – as well as in existing programmes such as the Foyle Cup. Derry City Council is investing in local parks, and citizens are using the greenways as never before. The potential benefits to public health are considerable.

Opportunities clearly exist to capitalise on the feel-good factor and increase overall participation. Many of the events have led to discussions with a diverse range of stakeholders about broadening the range of sports development activities.

This will form the basis of an overall sports development strategy for the city, linked to the One Plan by advancing the Early Intervention catalyst.

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“

... provide opportunities for young people, aged between 16 and 24, to find an accredited pathway in the creative industries.

Theme 3: Creative Economy Throughout 2013 there has been a strong focus on the creative economy, with a desire to build upon existing networks and relationships. Tech City, for example, supports and nurtures new digital companies and promotes Derry~Londonderry to international companies, but to a London audience in particular.

With the development of digital innovation, the city is poised to act as a pilot project, with potential also for developing and extending the FabLab concept into local communities.

Derry~Londonderry benefited from BT being its core City of Culture sponsor. The company’s superfast broadband project means the city is the first in these islands to be 100% broadband enabled.

Ten years ago, Derry City Council was the first local authority in Northern Ireland to invest in city-centre Wi-Fi infrastructure. This offered free, unlimited ‘walled garden’ access to public services, and provided citizens with opportunities to work, talk and play while on the move.

We continue to be at the fore of broadband development. We have successfully bid for £3m from DCMS’s6 Urban Broadband Fund to upgrade and enhance access to ultrafast connectivity.

With additional funding from the SuperConnected Cities Programme, the Council intends to extend its Wireless City footprint to other parts of the city and enhance network capacity to meet future demand.

Improved broadband infrastructure can help accelerate economic growth, increase competitiveness, drive innovation, improve productivity and create employment. As technology evolves and bandwidth increases, the scope for broadband to bring about structural change in the economy also grows, as it affects more and more sectors and activities.

In line with the City’s digital vision, Wi-Fi will be provided in public buildings and spaces.

This will be a useful promotional tool for the Council, will revitalize under-utilized public spaces, encourage visitors to stay longer, and promote greater vibrancy and liveability within the city.

This investment offers opportunities for new ways of working, innovation, community empowerment, enhanced public services and access to international markets. It provides the infrastructure needed by business sectors such as tourism, energy, life sciences and business services – all of which can help transform the city’s economic fortunes and address the Digital Agenda for Europe 2020 targets.

A voucher scheme covering the cost of ultrafast connectivity will also benefit businesses. The extended availability of Wi-Fi services will enhance the experience of all who live in, work in and visit Derry~Londonderry.

DSD is aiming to step up the use of Urban Development Grants to promote private sector investment in property development.

Five substantial projects are already being considered.

Fort George is a key development site for the City. It will accommodate the new £12m North West Regional Science Park, which could create up to 265 jobs. There is potential for further development on the Park if the first phase proves successful. The Science Park will be ready in early 2015, and there is already advanced interest in the site.

The Arts Council is also in the early stages of considering a Creative Apprenticeship Scheme in 2014. Subject to DEL approval it will provide opportunities for young people, aged between 16 and 24, to find an accredited pathway in the creative industries.

It is expected that a number of the new apprenticeships will be allocated to the city.

In addition the Arts Council has already considered a series of legacy projects including the extension of the Children’s Music Promise, interventions to support the visual arts along with opportunities to increase funding for the community arts in Derry.

6 Department of Culture, Media and Sport

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Theme 4: Cultural Tourism There is a strong expectation that the City will continue to develop a world class visitor experience befitting a ‘must-see’ European city destination.

The City of Culture model has demonstrated clearly the immediate, economic impact of investment in cultural programmes. So far the City’s experience has been very positive.

The original economic ambitions of the One Plan were written in very different economic times and the contents of our original bid reflected this. Nevertheless, subsequent economic returns to the city – in terms of jobs and physical investment – have been wholly positive.

• In addition to growth in the tourism economy7, more than 40 new small businesses have developed, primarily in the retail, catering and hospitality sectors8 • The City of Culture designation attracted at least one FDI project. A number of other projects are under active consideration • More than 1,180 jobs9 have been created by the One Plan vision during the bid, run-up and implementation of the City of Culture project

There has been significant investment in public realm, cultural and arts venue infrastructure, heritage buildings and transport leading up to and during 2013. The city now boasts a rich base of cultural venues and there is an opportunity to develop the temporary gallery provision at Ebrington, the Shirt Factory at Patrick Street and the London Street Gallery.

New physical legacy opportunities have emerged during 2013, including the proposed Academy of Traditional Music, the delivery of and proposed extension to the lighting strategy, the old Waterside Railway Station at Duke Street and the Investment House at Ebrington.

One of the City’s longer-term ambitions is to have a major regional gallery space for contemporary art; it may be considered within the footprint of the Ebrington/Waterside Railway Station location.

• The hotel sector had its best month ever in May; Foyleside Shopping Centre experienced an 18% increase in footfall on Music City Day (17% of vehicles using the centre’s car park were from ROI); and the Millennium Forum reports that it has been having its best year ever.

One of the most hotly-debated issues during the City of Culture Legacy consultation was the need for bigger and more ambitious venues.

The city has benefited from the temporary provision of The Venue 2013, which is being dismantled early next year.

It was originally envisaged that a substantial event space would be included as part of a new leisure provision in St Columb’s Park. The new facility will seat up to 2,000 people and will go some way towards assessing the need and demand for a larger venue. Work on this new facility will begin soon and be completed early in 2015.

Ebrington Square has worked very well as an events space. With improved on-site parking, more on-site facilities and more buildings to be occupied in 2014, the Square will be open to a much wider range of possibilities.

The new-look Guildhall is proving very successful as a visitor attraction, venue and conference location. The recent renovation of the building has contributed to the development of ‘cafe culture’ in the city centre.

The nearby Harbour House, and the planned Maritime Museum and Creative Hub at Ebrington, will increase visitor interest in the city centre.

7 The commissioning of a STEAM report is being considered as a Legacy action 8 Source – Londonderry Chamber of Commerce 9 Estimated still to be confirmed

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Section 6

Partnership Working and Legacy Delivery More than 60 workshops and meetings have been held to discuss Legacy. Derry City Council is establishing a Legacy Working Group to help elected Members manage the financial requirements of the Legacy Programme. Council will consider a core fund to support the programme for Legacy.

It is envisaged that a number of other partners may also provide support – possibly through a ‘challenge fund’ – to build on the 2013 programme.

A number of additional themes may emerge from the Legacy planning process. Subject to agreement by a range of partners and appropriate criteria, these could be supported by the allocation of available funds.

It should be noted that the public will have high expectations after 2013. The City’s 2014 programme must build on this year’s success and Council will be challenged to find funding to support the growth potential of the events programme.

Theme 5: Telling a New Story Derry City Council will take a lead role in promoting the City and region as a preferred location for visitors and investors.

During 2013, City partners identified an investment gap in marketing through the One Marketing Plan. This plan advocates leadership and collaborative initiatives to raise the international profile of the city in key investment, tourism and education sectors.

The City Partners will implement the initiatives outlined in the One Marketing Plan to achieve growth in key sectors and identify collaborative opportunities for telling the city’s new story to a global audience.

The City is determined to retain the international profile achieved during 2013; increase visitor numbers; boost civic pride; grow the local economy; and create jobs for the city and region.

“

In my business of showcasing the city, the city is also showcasing my new business. We now have the media spotlight on us all the time.

Joanne Doherty: Founder of Piece Makers

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Pathways to Impact Structures

Funding

It is important to put 2013 in context. The City of Culture 2013 project was intended to be a vehicle for the City to support and ‘fast track’ the economic and social development objectives of the One Plan.

Derry City Council has already committed £2m for legacy projects in 2014-16. It is envisaged that this will provide a basis for seeking support from a range of other partners: those who were engaged this year, and those best placed to support 2013 projects which have obvious economic and social benefits.

It is important that there is a relationship with government departments. The One Plan Interdepartmental Group offers an ongoing means of providing direct support on implementation.

Derry City Council and Ilex are jointly responsible for the One Plan. Arrangements are well advanced for expanding and integrating Ilex staff who are leading the 2013 monitoring and evaluation process. This will have the benefit of aligning the One Plan and 2013 Legacy project, as well as providing the resources needed to support Legacy.

The existing machinery of the Strategy Board and Interdepartmental Working Group could channel bids to key departmental partners for assistance in fulfilling the Legacy-building ambition.

2014 is the start of the new EU budget period 2014-2020. It presents a timely opportunity to build upon the success of the UK City of Culture and to exploit the potential presented by the European Commission - for leveraging additional funding. It also provides an opportunity to provide knowledge and develop new partnerships across Europe and beyond.

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Under the umbrella of Europe 2020 - the EU’s growth strategy for the coming decade - there are several flagship funding programmes, targeting priorities such as innovation, the digital economy, employment, youth, industrial policy, poverty and resource efficiency.

Creative Europe, for example, is the European Commission’s £1.8bn flagship programme for the cultural and creative industries including cinema, TV, culture, music, performing arts, heritage and related areas. European funding may create significant Legacy opportunities.

Finance permitting, it is suggested that a ‘Challenge Fund’ might be established.

This would be open to bids from partner delivery agencies who have been involved in developing projects with demonstrable merit.

1

2013 Legacy Projects

Challenge Fund

3

Engagement

2

Lead Organisation

Community Delivery Partners

4

Clearly, not every project assisted this year will have a long-term life. Criteria will need to be established to ensure that selection processes are fair and objective.

There are many competing interests and it is important, therefore, to keep engagement and decision-making separate. It is proposed that instead of establishing one group, we might continue to consult a number of reference groups as our plans evolve and develop. This process might follow the simplified approach used during the consultation phase.

There are already a number of mechanisms and structures in the city, so it is proposed to keep future arrangements simple and welldefined. Existing structures include:

2013 ~ 2023

The One Plan Strategy Group is a broad-based body with community, political and business membership. It is responsible for the direction of the City Strategy.

• One Plan Strategy Group • Interdepartmental Working Group

Partnership Working

• Acorn Trust – a charitable trust set up by Culture Company to capture finances/ physical resources left from the 2013 project and reinvest them for the City’s benefit.

One important element of the City of Culture legacy is the number of groups established to assist with delivery. The Infrastructure Group, for example, has been very effective in doing so.

• Derry City Council

The Council already manages a DCAL programme – the Community Festivals Fund.

This requires the Council to manage and provide support from DCAL to community organisations. This model, although small in scale, has been running very successfully for a number of years. As a ready mechanism, this approach might be used to support immediate and direct access to funds for communities planning to sustain 2013 events.

Draft Legacy Plan July 2013

Derry City Council has established a Legacy Working Group made up of elected Members and Officers.

The Interdepartmental Working Group has representation from most of the Departments which are relevant to the One Plan. It could be expanded further to ensure that all the key areas of interest are represented by it.

Derry City Council is well placed to support two key aspects of legacy: new and existing large scale events, and administration of support for community partners.

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In addition, the Council manages and distributes funds from a wide range of grant sources.

Post-2013, it is intended to give this group a new role. This group could be useful in the longer term for bringing about movement on issues important for future economic growth.

It is also a support for integration of RPA functions. Membership of this group includes: Derry City Council, DSD, Ilex, NIEA, Planning Service and DRD. Relationships with a wide range of stakeholders across the city and region are already wellestablished. We will continue to work with these groups and organisations to maximise 2013’s legacy potential. Examples include cultural venues, the City Marketing Group, the Hotel Federation, North West Neighbourhood Renewal, Derry Visitor and Convention Bureau and the Cultural Partnership Forum.

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“

Management Arrangements

The team will liaise with key partners and ensure that good communications are maintained.

Communication

Resources

It is proposed that there will be named contact for managing the flow of information about Legacy plans to all interested parties.

Council will provide resources for the events and activities it leads. It will assist other organisations to identify the resources needed for capturing legacy.

Additional liaison will occur with existing bodies including the Cultural Partnership Forum, Neighbourhood Renewal organisations and the Strategy Board.

How will it be Done?

Derry City Council will create a Legacy Team drawn from all the relevant disciplines within the organisation. The work of this group will be managed by the Strategic Director for Development and will be subject to Members’ oversight via the Legacy Working Group.

The Legacy Team, with the assistance of Council management, will coordinate both the programmes and delivery mechanisms. The Team will liaise with key partners and ensure that good communications are maintained.

Project management disciplines will be adhered to in terms of managing both activity and resources. Council has well-developed processes for managing projects of a significant scale.

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It is clear that resources are unlikely to be available at the level experienced this year.

Council, however, will assist organisations to make bids and will develop a business case which should provide a platform for garnering resources from other potential funders.

How will Quality be Maintained?

Management arrangements reflect partnership-working within the city and the relationship to the One Plan. They ensure that Legacy is central to sustaining momentum and that the City partners continue to work collaboratively.

Interdepartmental Working Group One Plan Strategy Board City Marketing Group

City Legacy Group (to be established)

Mainstreaming Legacy The proposed management structure will assist with mainstreaming Legacy within Derry City Council, as outlined below.

Our preparedness to be selective will determine our ability to produce a set of projects and programmes which will complement the excellence achieved so far.

Legacy Working Group

We must be strategic in our approach and recognise that we cannot support every project or idea.

DCC Management

The management of resources will require robust criteria and selection processes to be established. The Council will aim to assist and support as far as possible.

City Infrastructure Group

Derry City Council will establish an internal team and will identify relevant delivery partners in the community, private and cultural sectors.

In addition, Council will engage professional resources where required, to assist in delivery.

Legacy Delivery Team/Partners

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Section 7

Consultation and Engagement Consultation with stakeholders and communities has already begun. In addition to many community and engagement meetings, a Legacy Conference was held in July 2013. It gave individuals and communities a chance to contribute ideas and feedback as part of the legacy debate and was attended by more than 150 people.

The feedback and ideas facility will continue until the end of September 2013, and can be accessed at www.derrycity.gov.uk/legacy.

A further update on the Draft Legacy Plan will be published early in September to encourage additional debate and discussion. This will also help to share and shape Legacy ideas and programmes as part of the Plan.

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“

Derry~Londonderry is looking better than ever before. Millions of pounds worth of infrastructural investment has transformed the city, creating a perfect backdrop for the City of Culture programme and contributing hugely to the success of its public events.

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Draft Legacy Plan - July 2013

2013~2023 This document is available upon request in a number of formats including large print, Braille, PDF, audio cassette and minority languages.

For further information on alternative formats please contact: telephone (028) 7136 5151 textphone: (028) 7137 6646 or email: equality@derrycity.gov.uk