Comhairle Ceantair an Iúir, Mhúrn agus an Dúin , Mourne and Down District Council

Straitéis Chultúir, Ealaíon agus Oidhreachta Culture, Arts and Heritage Strategy 2020—2025 Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 2

Contents

Foreword 03 Introduction 04 The Purpose of this Strategy 05 Value of Culture, Arts and Heritage 08 The Strategic Context 14 Our Current Culture, Arts and Heritage Offering 18 The Research – What Did You Say? 25 Key Insights 29 The Big Challenges and Bigger Opportunities 37 The Vision 41 2022: Our Year of Ambition 42 Delivery 43 Next Steps 44 Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 3

Réamhrá Foreword

Tá lúcháir orm Straitéis Chultúir, I am delighted to present our Ealaíon agus Oidhreachta de chuid Culture, Arts and Heritage Strategy Chomhairle Ceantair an Iúir, Mhúrn for Newry, Mourne and Down for agus an Dúin a chur i láthair don the next five years. chéad chúig bliana eile.

Tá traidisiún saibhir agus iomráiteach drámaíochta agus chomhdhála a bheas This region has a rich and celebrated This investment aims to provide a ag an cheantar seo i dtaca le cultúr, na aitheanta go hidirnáisiúnta. tradition when it comes to our culture, greater range of arts and cultural healaíona agus oidhreacht. Dá bhrí sin, arts and heritage. Therefore, it is vital to activity and events for local residents, tá sé rí–thábhachtach straitéis a bheith Is í an aidhm a bheas leis an infheistíocht have a strategy that sets out a blueprint complement the fantastic arts and againn a leagann amach treoirphlean chun seo ná réimse níos leithne imeachtaí to guide and inform how we will work cultural offering already in place in muidinne a threorú agus a chur ar an eolas ealaíona agus cultúir a chur ar fáil do together in order to enhance these Down Arts Centre and generate a huge maidir le comhoibriú chun na hearnálacha chónaitheoirí áitiúla; cur leis an soláthar sectors whilst supporting our economic economic impact for local business and Cllr Charlie Casey áirithe sin a fheabhsú agus tacú le fás iontach ealaíona agus cultúir atá ann growth and social outcomes. the wider district. Chairperson geilleagrach agus torthaí sóisialta. faoi láthair i dTeach Éigse an Dúin; agus Newry, Mourne tionchar ollmhór geilleagrach a chumadh This strategy does not exist in isolation In addition to driving the growth and and Down District Tá an straitéis seo ann chun an do ghnóthaí áitiúla agus don cheantar and complements our Economic development of our arts centres, this Council Straitéis Athghiniúna Gheilleagrach máguaird. Regeneration and Investment Strategy strategy aims to introduce programmes agus Infheistíochta agus an Straitéis and our Tourism Strategy. It also of support for the numerous voluntary Turasóireachta a chomhlánú. Baineann sí Chomh maith le fás agus forbairt ár connects with and supports the and amateur groups that have played le agus tugann sí tacaíocht do na cuspóirí dtithe éigse a spreagadh, tá aidhm ag an strategic objectives within the current an essential role in delivering culture, straitéiseacha laistigh den Phlean Pobail straitéis seo cláir tacaíochta a thabhairt Community Plan and the strategic arts and heritage activities across this agus do na cuspóirí straitéiseacha a bheas isteach don iliomad grúpaí deonacha priorities that will be included in our region for many years. sa Phlean Corparáideach don tréimhse agus amaitéaracha a raibh ról lárnach acu forthcoming Corporate Plan for 2019 2019–2023. maidir le himeachtaí cultúir, ealaíona agus –2023. I welcome the development of this oidhreachta a chur ar fáil ar fud an réigiúin strategy and I look forward to seeing Tá Comhairle Ceantair an Iúir, Mhúrn seo leis na cianta. Newry, Mourne and Down District the growth and enhancement of the agus an Dúin ag forbairt mholtaí Council is currently progressing arts, culture and heritage offering uaillmhianacha faoi láthair maidir le Cuirim fáilte roimh fhorbairt na ambitious proposals to invest £10 across the district over the next five hinfheistíocht £10 milliún i dtionscadal straitéise seo agus tá mé ag tnúth le million into redeveloping Newry years. athfhorbartha chun halla Bhaile an Iúir leathnú soláthair ealaíona, cultúir agus Town Hall and the Sean Hollywood agus Teach Éigse Sheáin Uí Chuileannáin oidhreachta fud fad an cheantair sa chéad Arts Centre into an internationally– a chur chun cinn mar shaoráid ealaíona, chúig bliana eile. recognised arts, theatre and conference facility. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 4

Our District is Unique

In our mountains, forests and coastline; throughout our rural landscapes, dotted with monuments and castles; in the chords of our music and awe–inspiring art; and in the vibrancy and enthusiasm of our people – this region is celebrated for our rich culture, arts and heritage.

From our myths and legends and This strategy sets outs a the tales of our past through blueprint to guide and inform to the modern expression of how we will work together to our culture, we are known enhance our arts, culture and and celebrated through the heritage sectors, with the aim stories, music and art that has of supporting our economic been handed down from one growth and social outcomes. generation to the next. This is a living document that will serve as a planning We are inspired by the beauty of tool to provide a clear set of our places. Our diverse culture priorities for the development and heritage defines our sense of arts, culture and heritage of being and our connection to programmes and initiatives this region. across the district over the next five years. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 5

The Purpose of this Strategy Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 6

Definitions and Scope Culture, arts and heritage form an intrinsic part of our everyday lives. There are many definitions covering each of these terms:

Our The Our Culture Arts Heritage

...is about who we are, our ...are how we express our ...connects our lives today way of life, our cumulative culture through various means, to the past through our knowledge, our behaviours, including performing arts stories, buildings and places, beliefs and values, and how and drama, visual arts, music, monuments and ruins, these are passed on from one dance, craft and creative artefacts, our natural heritage, generation to the next. industries, media and film, and through the traditions and festivals and events, and our memories handed down from language and literature. one generation to the next. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 7

Why do we need a Strategy? Our Community and Audiences

This strategy sets out a vision of where we want our Our district has a rich and broad culture, have shone a light back onto the district they arts, culture and heritage offering to be in five years’ heritage and arts offering that is intrinsic call home. The positive work of these groups time and how we propose to work in partnership to this region and the people who live and enables us to preserve our community with our stakeholders to get there. work here. In , Newry, Crotlieve, history and identity and to promote social the Mournes, Slieve Croob, Rowallane and cohesion and understanding. Downpatrick, there is a rich and unique This document is not an end cultural life that is protected, celebrated and Such groups deliver activity with limited point: it is a new beginning and enhanced through groups and individuals resources, but they reach and engage a huge who are passionate about the communities number of participants and audiences in a foundation upon which the that they are part of and do so much to every townland, village, and urban centre Council’s investment and support of enrich. throughout the district.

annual programmes and activities In our community choirs, drama groups, craft The cumulative impact of the various can be based. collectives, pipe bands, local branches of the activities and programmes delivered either Comhaltas, community arts groups, heritage within Council venues or throughout the groups, tour guides and local ambassadors, district by passionate and committed Over the next five years, this strategy will evolve Ulster Scots groups, Feis committees, individuals and groups generates a tangible and be subject to measurement and review against school groups and the numerous voluntary economic return. key indicators of specific and time–bound progress. organisations, there is passion, vibrancy, A fundamental element of this strategy will be commitment and diversity that should be There are, however, wider intangible returns the formation of a new Arts and Culture Forum, championed and celebrated. The work of associated with the health and well–being composed of key individuals and organisations those individuals and groups goes so far to of our citizens, the sense of place and that represent the different parts of the sector. This develop awareness, reach new audiences, educational attainment of our young people Forum will act as the voice of the sector and will be cultivate talent and make a powerful and the inclusion and cohesion of our engaged to sense–check and inform the Council’s contribution to wider society. communities. Those are the areas where the progress against the delivery of this strategy. potential for returns from the development It is often from within these groups that of our arts, culture and heritage offering our world–class music, dance and art is through this strategy is greatest. Those cultivated. It is from our dance schools, intangible returns are presented in more orchestra, theatre groups and art classes that detail on the next page. some of our most talented young people have come. Those people have gone on to grace the world stage and, as a consequence, Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 8

Value of Culture, Arts and Heritage Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 9

A wide range of studies have shown that participation in culture, arts and heritage enhances people’s lives, helps to build diverse communities and combats isolation and exclusion. It improves children’s prospects, it can boost the economy and it improves the international standing of a local area.

The following summarises just some of the evidence that investment in culture, arts and heritage adds value to health and well–being, community cohesion, education and the economy. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 10

There are numerous pieces of Engagement in Those who had attended a cultural place or research that evidence the arts activities offer event in the previous 12 months were holistic Studies have found that positive impact visiting historical sites benefits almost 60% that the arts, culture and had a statistically including physical, heritage can have on the significant impact on more likely to report good mental and social physical, mental and social well–being similar well–being. health compared to those well–being of older people. to attending arts or cultural events. who had not.

People who take part in the arts are Can Digging Make You Happy? 38% Health and Studies of the impact of archaeological more likely to report excavation on the well–being of students and community groups have identified that good health according participant well–being improved in relation to to the Cultural Well–being the ‘physicality’, ‘connectivity’, ‘satisfaction’ and Learning Alliance. ‘social dynamics’ gained through excavation.

Participation in drama involves consideration of a character’s Social isolation is associated motivation and behaviour. This with health risks in a similar way improves the ability of pupils to There is strong evidence that to smoking and obesity. Older understand other perspectives. participation in the arts can individuals who are more socially contribute to community cohesion, isolated are more likely to report poor health. Arts projects have reduce social exclusion and been seen to reduce isolation isolation, and/or make communities Artists enjoy among participants by up to feel safer and stronger. higher job Participating in or attending cultural places or events has satisfaction than a positive impact on well– 80% other employees. being. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 11

The arts can help Participation in Learning through arts and culture arts activities is can improve attainment in Maths break down associated with and English and barriers improvements in develop skills between different young people’s social groups. cognitive abilities and behaviour and transferable that lead children to do better in school. skills.

aBc Society and Community Education

Participation in the arts creates more engaged citizens. Young people who There is strong evidence that engage with the arts in A cohort study demonstrated that students participation in the arts can school are twice as likely to participating in an arts programme had contribute to community cohesion, volunteer and reduce social exclusion and significantly higher isolation, and make communities grades in academic feel safer and stronger. 20% more likely to vote than subjects such as English, other young adults. Maths and Science. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 12

The cultural and creative industries are the fastest growing industry in the UK. In 2017 the sector generated 42% of all spending by overseas Investment by visitors to the UK involved public sector engagement with arts and culture. in the arts and £130 billion the historic Gross Value Added (GVA) environment contributes up £1 £4 world-wide, representing 7% of the UK economy. to £4 to the local economy for every £1 spent.

Working with a creative company leads to increased innovation in SMEs beyond the creative Economic industries.

In 2011, the arts sector in the Participants in amateur Arts and culture Republic of Ireland contributed arts activities increase contribute to local economies by attracting their employment visitors, creating potential through jobs and developing skills development and skills, attracting and €307 million retaining businesses and networking. in taxes. And state–funded arts revitalising places. practitioners and organisations generated a turnover equivalent to more than twice what they received in grant aid. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 13

Well designed arts and cultural venues add considerable value to the built environment by attracting visitors, generating increased activity, and helping to create places where people want to live.

Place Making

Rural Touring Although involves communities directly in all aspects of delivery and has been shown to have a 29% profound effect on community of the audience at rural touring Well managed outdoor arts events development, social capacity events are first time attenders, attract a demographically diverse and volunteer activity. they attract loyal, regular attenders, audience that is representative of playing an important role in the local population, contribute rebalancing rural inequality for to pride of place and encourage those interested in culture. community cohesion. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 14

The Strategic Context Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 15

This strategy does not exist in a vacuum and is intended to connect with and support the strategic objectives that are included in the Council’s forthcoming Corporate Plan (2019 to 2023) and within the current Community Plan.

This strategy also aims to support the delivery of Council priorities in terms of improving the local economy, increasing employment and supporting good relations and community engagement.

An ambitious vision for the arts, culture and heritage cannot be delivered by the Council alone. We have developed the priorities and vision detailed within this strategy after a comprehensive consultation with a wide range of individuals, groups and key stakeholders from within the sector. Without the input and collective partnership of these stakeholders, the scale of ambition and change we want to achieve would be impossible. In a wider context, a number of bodies and Departments have produced strategies, priorities and frameworks, which we have taken cognisance of in this strategy (see Appendix 1). Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 16

Consultation – Getting Your Views

To gain a clear understanding of the priority areas and critical feedback of key stakeholders and the local community, a wide–ranging and comprehensive consultation and research We consulted with a wide range of Some 14 Sector and community–based organisations and stakeholders. Their consultation focus groups were held across exercise was undertaken as part of the process of feedback helped us to gain a 360–degree two full days and evenings in Newry and developing this strategy, which included: view of the challenges and opportunities Downpatrick, to provide opportunities for the development of arts, culture and for different culture, arts and heritage heritage in Newry, Mourne and Down. genres and arts and crafts practitioners to engage in the development of the • A comprehensive audit of our existing arts, A review of all available audience, plan. This included separate focus–group culture and heritage offering. finance and evaluation data from all sessions on the following: emerging • A review of relevant local, national and venues and museums was undertaken artists and professional performing arts international plans and policies and engagement and a summary socio–economic profile encompassing music; theatre and dance; with the key Government agencies with was developed. A strategic review of the creative industries (including cinematic overall responsibility for the development internal and external environment was and crafts enterprises); dance and music and promotion of arts, culture and heritage in then undertaken through a SWOT analysis including stage schools; visual arts Northern Ireland. with staff and key stakeholders at all focus and literature; arts and cultural venues • An online public survey to identify key themes group sessions. (Council, community and private venues and a wider vision for arts, culture and heritage used for arts and heritage); arts for in the district. Individual consultation sessions were older people and arts for young people; • Focus groups and workshops with artists, held with: Council staff aligned to each festivals/community festivals; amateur performers, community stakeholders and of the Council arts venues and museums arts including drama societies; historical representatives from private sector businesses and those engaged in festivals; elected societies, neighbourhood renewal and rural and Government agencies. members; statutory organisations; the communities; and local businesses. Council’s CEO and Director of Service; cross departmental staff; other neighbouring For those who were unable to attend these councils, including Ards and North Down sessions, a series of one–to–one meetings Borough Council and Louth County Council; and telephone consultations were also and the Arts Council of Northern Ireland. conducted. A questionnaire was shared with key stakeholders who were unable to attend the focus groups. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 17

On the basis of this in–depth consultation and engagement process and the desk top review on audiences and activity, a paper was produced on the emerging priority themes and potential actions under each. A public engagement e–survey was then sent to all those consulted as well as to the general public through the Council’s community database to seek feedback on the emerging themes and actions for the culture, arts and heritage strategy and the views that people had about a vision for the strategy. This public engagement survey was completed by 93 key stakeholders and informed the development of the final draft strategy. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 18

Our Current Culture, Arts and Heritage Offering Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 19

To create a vision and plot a course to achieving that vision we need to know where we are starting from and what our arts, culture and heritage offering looks like today. The following is an overview of our existing service provision. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 20

Arts and Entertainment

Down Arts Centre in Downpatrick: Newry Town Hall: a 470–seat Sean Hollywood Arts Centre: a Warrenpoint Town Hall: a 365– a 164–seat auditorium, a visual auditorium, which hosted 15 live 130–seat auditorium with fixed seat auditorium with removable arts gallery, an artist’s workshop performances between June and seating, a visual arts gallery, a seating and two meeting rooms and two workshop/meeting September 2018, with a large rehearsal room and two workshop/ that present live theatre and spaces that present live theatre, number of productions by local meeting spaces, which host live music, almost exclusively by local music and comedy and attract groups and commercial promoters. theatre and music shows, mainly voluntary groups. It presented four local professional and voluntary 23 different groups and promoters by local groups. It presented 16 performances between June and performance groups as well hired the venue in 2017/18. The performances between June and September 2018. Seven different as curated exhibitions and a building’s fabric has recently September 2018. 23 different groups and promoters hired the wide range of arts classes and undergone significant renovation, groups and promoters hired the venue in 2017/18. It is also used workshops. It presents 50 one– and the Council is currently venue in 2017/18. on an ongoing basis for non–arts day workshops and 106 classes progressing visionary proposals focused community services. from June to September and 22 for the creation of a multi–million live performances on Fridays and pound investment in Newry Town Saturdays. Hall and the Sean Hollywood Arts Centre to integrate and develop the centres as an internationally– recognised theatre and conference offering. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 21

Arts and Entertainment at other Venues

In the summer months, an entertainment The Great Hall at the Downshire Estate in programme is provided as part of the Downpatrick is used mainly by voluntary Newcastle Summer Season in various groups for events such as concerts, musicals, buildings in and around Newcastle. Over and pantomimes, etc. Other spaces used 5,000 visitors attend each year and the for events include the Annesley Hall responses to customer surveys are very in Newcastle, the Old Court Chapel in positive from both repeat and new visitors to Strangford and the Lodge Business and the district. Cultural Centre in Castlewellan. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 22

Heritage Centres

Down County Museum was founded in 1981 and is Newry and Mourne Museum at Bagenal’s Castle: Bagenal’s Entry to both museums is housed in the County Goal of Down, which opened in Castle comprises a sixteenth century fortified house and free, and they both receive 1796. It has a collection of over 12,000 objects and 50,000 adjoining nineteenth century warehouse. It houses Newry very positive reviews and photographs and has 10 exhibition galleries. The central and Mourne Museum and Newry Visitor Information Centre. feedback from new and Governor’s Residence building houses a permanent The Museum’s diverse collections include material relating to repeat visitors. Down County exhibition entitled ‘Down Through Time’, which features prehistory, Newry’s Cistercian foundations, Ulster’s Gaelic order Museum has achieved four– over 1,100 items that range from prehistoric times to and the building of a merchant town and the first summit star grading through Tourism the present day. Visitors can experience the original gaol level canal in the British Isles. Visitors can also discover the NI’s Quality Grading Scheme cells, and the museum’s collections focus on County history of the ‘Gap of the North’, the historic mountain pass for Visitor Attractions. Both Down’s distinctive history, including early Christian between Ulster and Leinster located to the south of Newry. museums are also accredited heritage, farming and fishing and the history of the gaol One of the main exhibitions, ‘A Border Town’s Experience of the on the Museums, Libraries alongside regular temporary exhibitions. The museum’s 20th Century’, examines local attitudes to major political and and Archives Accreditation education programme offers tailored visits and activities economic events of the 20th century. There are also permanent Scheme. for community groups and primary schools and its online exhibitions on farming, fishing and folklore in the Mournes and learning resource supports Key Stage 3 students to South Armagh. The museum’s education programme includes understand changes in from 1900 to the lessons for schools around six main topics and a loan box service 1920s in a national and international context. that also supports reminiscence activity in the community, including in healthcare settings. The Reside Collection is an online database provided by the museum that supports the study of local history and genealogy. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 23

Built and Natural Heritage Festivals and events

Newry, Mourne and Down contains 17 Grade A, 83 Culture, arts and heritage have a key role to play in Grade B+ and 1,327 Grade B listed buildings. The Royal delivering the Council’s Tourism Strategy. A key strength Society for the Encouragement of Arts, Manufactures and identified in that strategy is the district’s extensive range Commerce (RSA) index places the district third in a league of tourism events and festivals, particularly those with a table of NI local authority areas in terms of historic built strong artistic and cultural focus that serve to highlight environment assets and activities around those assets. the region’s unique heritage. The district scored highest in historic built environment assets and in activity in parks and open spaces. Tourism is a key pillar of the Council’s Corporate Plan and Economic Strategy, and a crucial component in realising The Department for Communities’ Historic Environment the potential of the district’s tourism offering is the Division has identified 41 historic sites and monuments success of the events and festivals that are run, hosted within the district that are state care. or funded by the Council. In the 2019/20 financial year, 39 events and festivals will take place in the district, Newry, Mourne and Down is ranked third out of the including the showpiece Giant Adventures Programme of eleven local authority areas for its landscape and natural major events that take place annually. heritage assets and activities with 84,000km2 of Areas of Outstanding Beauty, 13,000km2 of Special Conservation The economic impact of the district’s main tourism Areas, 16,000km2 of Sites of Special Scientific interest and events in 2018/19 was close to £10 million, emphasising 443 ancient trees. the importance of their continued success to the local economy. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 24

Voluntary and Amateur Groups

The strong provision in, and passion for, arts district. It was found that the Council’s knowledge and cultural activity has been driven by a wide of, and its interaction and engagement with, this range of groups and individuals based in the local wide variety of groups is limited, and an opportunity communities across the district. therefore exists to build closer partnerships with key providers. The quality of, and community support for, our district’s amateur groups has meant they have From the research undertaken, it is evident that 40% played an essential role in providing arts, heritage of the arts and culture offering that was delivered by and cultural activities out in local communities and the 235 organisations was mostly centred in Newry, in Council venues, particularly in Newry Town Hall Newcastle and Downpatrick. and the Sean Hollywood Arts Centre, for more than 75 years. From the research undertaken as part of the development of this strategy, it appears that, That strong and diverse arts and cultural offering, although numerous parts of the district potentially driven by groups and individuals within local have a strong arts, culture or heritage offering, the communities, means there is a critical mass of visibility of the activities that are taking place is advocates and champions that are actively engaging limited, and this is particularly the case in more rural audiences and participants across the district. An areas. audit undertaken in 2016 identified 235 unique organisations providing 434 different arts, culture and heritage programmes and activities across the Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 25

The Research — What Did You Say?

The following are the key themes and comments that were raised by a wide range of stakeholders and consultation participants in the development of this strategy: Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 26

Advocacy and Strength Audience Engagement Collaboration of Our Offering and Accessibility

• The sector’s voice isn’t loud • Our strength is our heritage in the • We have to stop arts, culture and enough. arts and culture right across the heritage being seen as elitist. district. • Nobody is championing the arts in • We need to do more to connect this area. • We have so many assets: natural people to our arts, heritage and and built heritage, venues and cultural assets. • The Arts Committee was good but culture. was abandoned following RPA – it • Bottom up thinking is needed should be reformed. • Our tourism sector has a role for – how do we support the local arts and heritage, focusing on groups reach out to the wider • Arts organisations don’t have authenticity and epic moments. community? the opportunities to meet and collaborate. • Fantastic events run and supported • We need to widen the reach of the by the Council like Footsteps in the local arts centres. • Partnerships should be a priority. Forest and Wake the Giant. • Get on board with local businesses and venues to work together and make it happen.

• The arts are a lifeline monitor. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 27

Financial Pressures Council Support of the Sector

• Internal and external funding constraints are really biting. • It’s great the Council is enthusiastic about arts, culture and heritage. • The method of obtaining funding is not a level playing field. • The Council is not prioritising the arts due to a lack of • Small businesses and crafts people have to make their own understanding of the benefits – seen and unseen – of the way. I do not rely on the government for any assistance as it arts on economic and social well–being, and the health doesn’t exist. and well–being of communities. • There are so many opportunities for funding partnerships • The arts are valuable to the district’s social and economic out there – we need to actively hunt these opportunities. goals. • The main threat is lack of funding and inequality of access, • Project organisers are the experts, not the Council. NMDDC particularly for those whose life would be most enhanced therefore need to support the district’s arts groups. by opportunities to engage. • The arts are a statutory duty but here they are actually run • We need to work with the Arts Council and the main by the amateur community. Belfast–based partnership organisations to seek support and outreach. • The Council has no strategy or enthusiasm for what the arts groups offer to people of Newry, Mourne and Down. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 28

Council Arts • We need to free up our arts centres Marketing and Heritage Venues to be run as modern, vibrant, creative hubs that are attractive to new audiences.

• Can the facilities be better run through • A strength is the relationship • We have missed a lot of interesting another kind of structure? between the museums and local opportunities because we didn’t historical societies. know about them. • Hire charges are unrealistic. • You have to really go looking for • We present one event per month (with • We need to attract more big what’s on. a peak audience of 70) followed by productions to Newry whilst building discussions but the room hire fee was the capacity and support of our • We can achieve our vision through doubled so it’s becoming unsustainable. amateur groups that have been the coordinated planning of what is beating heart of the arts in Newry for on and how and to whom it is • There’s very strong participation in the past 30 years. communicated. heritage sector (especially the museums) but the sector is under–resourced and • The work the museum delivers is so • We don’t have enough data on under–appreciated. important to promoting good mental audiences. health, and the community connection • Down Arts Centre puts on a fantastic • This area needs a funded online to our past and place. theatre programme and workshops – it ticketing system and a proper should be replicated in our other centres • Why don’t we host more big database. – to reach new audiences and get more conferences in the city? The Town Hall • The websites are out of date. people to experience the arts. is an amazing venue. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 29

Key Insights

A significant volume of research, surveys, workshops and consultation has been undertaken in the past eight years, which has helped to build a clear picture of the challenges and opportunities now facing us. The key findings and emerging themes of this work to date are summarised in this section. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 30

1 Our Residents – Accessing the Arts, Culture and Heritage

• In research undertaken by the Council in • Whilst Newry, Mourne and Down’s 178,000 2018, based on face–to–face interviews with residents are dispersed across the third largest 15% 764 residents across the district, just 15% council area in Northern Ireland, an opportunity of respondents had attended or participated of respondents said they had attended or exists to provide greater outreach and in an arts, heritage or culture activity or participated in an arts, heritage or culture activity accessibility to arts, cultural and heritage based event in the past 12 months. or event in the past 12 months. initiatives and programmes in partnerships with local communities and the voluntary sector. • Respondents with a higher average household income and those with a higher level of • The proportion of young people under 16 years 64% educational attainment were more likely to of age account for 23% of the population in the of respondents said they needed more engage in an arts, heritage or culture activity or district, which is a higher proportion than that information about events and activities. event. in other council areas of NI. Conversely, over–65s account for 14% of the population of the district. • Respondents were asked what would motivate them to engage, with 64% saying that they • Priority groups for audience development include 16% needed more information about events and families, those in more rural areas and our older of respondents said that online booking for activities; 40% saying that they needed events population. events would motivate them. and activities that were more relevant to them and their families; and 16% saying that online booking for events at Council–managed facilities would motivate them.

• Although numerous parts of district appear to have a limited arts, culture or heritage offering, particularly in more rural areas , there is actually a wide range of arts and cultural based activity taking place, with the visibility of this activity often limited. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 31

2 Our Arts Centres

• Although over 133,000 residents and visitors • Although Down Arts Centre does have access attended events and activities in our arts to limited audience data, its box office system 133,000 centres in an average year, an imbalance exists is dated and not fit–for–purpose. There is an residents and visitors attended events and across the district in terms of the provision and opportunity to appraise and modernise the activities in an average year. programming in our main arts centres in Newry marketing and promotion of our venues and and Downpatrick. vastly improve online accessibility to tickets and, as a result, the data on audience insight. • A review of audience information from 40% Down Arts Centre shows that it continues to • The lack of timely and accurate information on of respondents said they needed events and outperform other similar sized venues across financial performance and audiences is a major activities more relevant to them and their Northern Ireland, attracting people with a challenge in the future management and growth families. 45–minute drive time to the venue, including of our arts venues within the district. significant numbers from Belfast. • Research into opportunities to increase our local • Down Arts Centre invests similar amounts in its residents’ motivation to engage with the arts programme to comparable venues in the North highlighted that 64% said that they needed more and South of Ireland, but the Sean Hollywood information about events and activities; 40% said Arts Centre, Newry Town Hall and Warrenpoint they needed events and activities that were more Town Hall are under programmed because of relevant to them and their families; and 16% their comparably small programming budget. said that online booking for events at Council– managed facilities would motivate them. It is • A lack of a modern box–office system has had a clear that opportunities exist to review and considerable negative impact on residents’ ability enhance the marketing infrastructure, resource to purchase tickets online and the venues’ ability capacity and marketing budgets available to to promote events and access timely audience promote our arts centres and to encourage data. Through a critical analysis of the research greater audience participation. undertaken, it is clear that Newry Town Hall and the Sean Hollywood Arts Centre are one of the only regional arts centres across Northern Ireland without a box–office ticketing system, which is a significant disadvantage when it comes to growing new audiences and attracting touring productions. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 32

3 Investment in Theatre Provision in Newry

• The Council is currently progressing ambitious outputs. How can we achieve those objectives proposals to invest £10 million in the whilst creating a modern theatre and arts facility £10 million redevelopment of Newry Town Hall and the that protects the rich built and cultural heritage proposed investment in the redevelopment Sean Hollywood Arts Centre to transform them that is intrinsic to Newry Town Hall and realises of Newry Town Hall. into an internationally recognised arts, theatre the full economic benefits that this new facility and conference facility that will attract new will provide? How can we provide a modern, audiences to Newry, provide a greater depth of innovative and vibrant arts centre with leading arts and cultural activity and events for local technical provision and audience growth targets residents and generate huge economic impacts that is attractive to touring productions of for local business and the wider district. relevant scale?

• This significant investment is part of the wider • In our research and consultation, those are Newry City Centre Regeneration Plan that is the main areas of opportunity that have been being progressed alongside the Belfast Region identified in the development of the theatre and City Deal. conference facilities at Newry Town Hall and the Sean Hollywood Arts Centre. • Through the reimagining and redevelopment of Newry Town Hall and the Sean Hollywood Arts Centre, we have a collective opportunity to appraise how we deliver our services to meet our customers’ needs.

• There are key questions that need to be addressed. How can we support the dedicated voluntary and amateur groups that have driven the development of the arts in Newry over numerous decades in terms of building their capacity? We are seeking to provide access to state–of–the–art theatre facilities and support the growth and development of productions and Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 33

4 Arts Provision Outside the District

• There are four other venues that have 30 minute Belfast drive time catchment areas that overlap with that of Newry, namely the Market Place Theatre, Armagh, Iontas Theatre, Castleblayney, An Tain Island Arts Centre, Arts Centre, Dundalk, and, to a lesser extent, Lisburn Portico, Portaferry Droichead Arts Centre, Drogheda. Downpatrick • Down Arts Centre shares a substantial portion of its 30 minute drive time catchment with the Island Arts Centre, Lisburn, Portico in Portaferry and other venues in Belfast.

The Market Place Armagh

Iontas Theatre, Newry Castleblayney 30 minute drive time

An Tain Arts Centre, Dundalk

Droichead Arts Centre, Drogheda Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 34

5 Our Museums and Built Heritage

• Our museums continue to reach new audiences. • Our museums can contribute to community One of the most popular initiatives to engage new cohesion, and a reduction in social exclusion 40% first–time visitors to Bagenal’s Castle during audiences was led by the Northern Ireland Museums and isolation; and can help understanding and Council in 2018 and delivered in partnership locally connections between different social groups. Late Shift event. by the Newry and Mourne Museum at Bagenal’s Our museums already deliver a huge volume Castle. The Late Shift was a series of after–dark of intangible benefits to our local communities events for adults in museums across NI. The event at through their education programmes and Bagenal’s Castle had one of the highest satisfaction initiatives such as the Loan Box service, and the 85% ratings and a higher than average number of first– Reside Collection of local history and genealogy. of respondents said the Late Shift event time visitors at 40%. 85% said the event changed changed their perception of Newry and their perception of the museum, higher than in any • It is clear that an opportunity exists to increase Mourne museum. of the other participating museums. Similarly, the our outreach to local communities, to engage and percentage who said that they had been encouraged grow our audiences and to deliver an enhanced to find out more about local history was higher health and well–being programme through our for Bagenal’s Castle than any other participating museum and heritage services. museum. The programme shows the potential for changing perceptions of arts, culture and heritage in • Outside our museums, research indicates that the district. whilst we have a very strong built heritage offering, more opportunity exists to activate • Our museums provide a high–quality visitor and animate these assets so that more visitors experience, receive very positive reviews from and local communities can become involved visitors, offer excellent education programmes for and experience the rich cultural heritage of this local school groups and have a strong connection district. to our local communities and historical societies. However, according to research, the proportion of • In a similar way to our museums, the built and our local residents who have visited one of our two industrial heritage of our district can provide museums is lower than the corresponding figure for practical benefits to local communities and rich the other districts of NI. experiences for our visitors through an increased connection to our place and people and insights • Through the development of programmes such as gained through past narratives. Enhanced access the Museum Lates, opportunities exist to reach out to our heritage assets can support community and grow new audiences, improve the level of visitor well–being, civic pride and community cohesion engagement, and, as a consequence, significantly and development. increase the number of repeat visits. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 35

6 Arts and Cultural Tourism Events

• Visitor satisfaction, civic pride and huge Green Festival in Rostrevor. The Ulster Pipe Band 1. Headline events and major festivals need to economic impact is generated for our district Championships and Ulster Fleadh were also evolve and grow over time to maintain audience through the delivery of the Council’s £1.2 million hosted in the district in 2018 and 2019, providing interest, engage local businesses and meet an annual events programme. The economic economic returns and a growth in visitor increasing need to attract new visitors from impact of the district’s main tourism events in numbers to the district. outside of Northern Ireland to visit and stay in 2018/19 was close to £10 million, emphasising the district. the importance of their continued success to the • More recently established festivals, such as the local economy. Of the visitors who attended our DownTime festival in Downpatrick, Iúr Cinn 2. A clear understanding and delineation is major events in 2018/19, 39% came from outside Fleadh in Newry, GI Jive and Reivers Festival in required between the different levels of tourism, the district, including 11% from outside Northern Killkeel also serve to attract new visitors, engage cultural based tourism and community events Ireland. Of the visitors who came from outside new audiences and generate civic pride in, and that are hosted across the district each year, Northern Ireland, the vast majority had travelled economic impacts for, local communities. These including: from the Republic of Ireland, highlighting the cultural and arts–based festivals and events are importance of the district’s proximity to the of a scale where there is growth potential and A. The several large–scale Council–hosted border. Furthermore, 42% of visitors said that the potential to attract visitors from outside of signature festivals and events. their perception of the area had improved as a the district to stay longer and spend more whilst B. The festivals and events that are hosted by result of the event that they attended. they’re here. dedicated voluntary committees, which have the growth potential to attract visitors from • Major festivals and events play a very significant • In addition to the Council’s major headline outside of the district and encourage them role in helping to animate our region, in festivals and those well–established tourism to stay longer whilst they are here. generating growth in visitor numbers and in festivals and events run by volunteer committees C. The numerous smaller–scale community– engaging tourists and local residents in our and artists, there are a huge number of based events that help to encourage unique cultural heritage and inspirational places. community–led festivals and events hosted community engagement and generate civic in towns and villages across the district at key pride. • In addition to the several major festivals hosted times of the year, such as Easter, Midsummer, by the Council, such as the Festival of Flight, Halloween and Christmas. 3. Clear recommendations on Council support Footsteps in the Forest, Wake the Giant and the mechanisms for these three tiers of festivals annual Saint Patrick’s Day parade celebrations, • Whilst it is clear that there is a huge depth and and events need to be developed, including the district is home to a wide range of well– breadth of cultural and arts focused tourism and considerations for multi–annual funding and established arts and cultural festivals that community events held right across the district capacity building/mentoring support for the have been grown and developed by dedicated each year, several ongoing challenges exist to the dedicated voluntary committees and artists that committees of volunteers and artists, such as the future growth and development of our events run some of our best cultural and arts–based SOMA festival in Castlewellan and the Fiddler’s programme: tourism events across the district. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 36

7 Support and Coordination Across Government

• Culture, arts and heritage activity needs to be groups that are responsible for the unique and further co–ordinated with cross–sector agencies rich arts and cultural offering of this district. 1,600+ arts–based programmes delivered. and focused and developed to make a greater contribution to social development. • Through the development of this strategy, and in close consultation with key partners across • In 2016/17, over 1,600 arts-based programmes Government and the heritage sector, it is clear and initiatives were delivered in the Newry, that opportunities should be progressed for Mourne and Down District by organisations greater engagement between the Council, that were in receipt of funding from the Arts the Historic Environment Division of DfC, and Council of Northern Ireland (ACNI). Of those Tourism NI to unlock the potential that our activities, 17% were delivered by regularly funded built heritage presents. The recently published organisations based in Newry, Mourne and Down Prospectus for Change: A Strategic Framework whilst 75% were delivered by regularly funded to Unlock the Potential of Heritage–led Tourism organisations based in Belfast. in Northern Ireland sets out key priorities and a roadmap and vision for the growth of heritage • In response to ACNI’s Challenge Fund, Newry, tourism in Northern Ireland over the next five Mourne and Down District Council (NMDDC) years. developed a series of events designed to increase community engagement. Those events were linked to the tourism strategy theme of telling the stories, myths and legends of the district. ACNI funding represented 14% of the total £1.07million budge for that programme of events in 2015/16.

• Opportunities exist for closer engagement and collaboration between the Council and ACNI to establish mechanisms for greater support and funding of regional arts–based programmes and initiatives outside the major urban centre of Belfast. This is particularly the case for considering future support of key local artists and Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 37

The Big Challenges and Bigger Opportunities Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 38

In addition to the strengths and opportunities for enhancement of services and the development of the arts, culture and heritage sector in Newry, Mourne and Down, wider challenges and opportunities exist that will have an influence over the ability to develop and deliver a vision for the sector here. Some of these macro–scale challenges are highlighted overleaf. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 39

Resource and Budget

The greatest challenge within central and local • Groups and individuals need support in order to champion and avail of increased financial support from Government. There is government and across the private and voluntary a need to support those groups and individuals that bring arts, sectors is that of available resource in people and culture and heritage activities and programmes to our residents. There is a need to make arts, culture and heritage more accessible budget. Budgetary pressure on our health and to all. education sectors grows year–on–year, and there • There is a need to champion, advocate for and support groups to is a continuing need to support the growth of new address funding shortfalls and to gain greater recognition for these jobs within industry, micro–businesses and SMEs. groups in terms of their work to deliver programmes to a wide range of audiences and participants across regional and rural areas.

• Arts, culture and heritage are central to the delivery of our tourism strategy and forthcoming economic strategy for the district. • The strategy has been produced at a time when Brexit More opportunities are needed to enable the private sector to negotiations are ongoing and uncertainty exists as to the link effectively with arts, cultural and heritage initiatives and nature and precise details of the UK’s planned exit from the programmes and with stakeholders in the sector in order to create EU. In addition, uncertainty exists in Northern Ireland with new ways of sustainably developing our local economy and the absence of the NI Assembly and the lack of an agreed communities. Programme for Government with set priorities.

• The Newry City Centre Regeneration Project, which includes the • At this uncertain time, the arts, culture and heritage sector has major investment in theatre and conference facilities in Newry a critical role to play in supporting and strengthening health, demonstrates how capital investment in the arts, culture and education and our economy. heritage through a major capital scheme has an important and direct link to regeneration outcomes of our urban areas. • The Council currently invests £2.5 million per annum in delivering arts, culture and heritage programmes and activities within our museums, arts centres and through our tourism events. But outside of Council–delivered activities, a huge number of groups and individuals are responsible for engaging audiences and participants in a wide range of arts, culture and heritage activities on a daily basis. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 40

Accessibility and Equality of Opportunity

Engagement with, and accessibility to, the arts, culture and heritage is limited for large sections of our location population.

• There are groups of people living across the district whose At the most fundamental level is the premise access to arts, culture and heritage is affected by socio- economic issues such as deprivation, negative perceptions of that the opportunity to engage in and experience the sector, and physical proximity to Council venues. Those the arts, culture and heritage should be open groups affected include older people, people with disabilities, rural communities, and younger people. to all, regardless of a person’s socio–economic background, educational attainment, physical • Rural venues for the promotion of culture and arts can be costly to run and the necessary infrastructure that is available location or any other factors that may otherwise for rural outreach programmes can be limited. Other factors restrict accessibility and equality of opportunity. that limit accessibility need to be considered also, including ticket prices and the cost of participating in culture, arts and heritage activities.

• There is a need to create outreach opportunities and to bring the arts, culture and heritage to life within our local communities and, in doing so, create economic, educational and health benefits for our people. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 41

The sector contributes to our district’s community The cohesion and to supporting a happy and healthy society and provides a catalyst for economic growth by attracting new audiences and visitors to our Vision district.

We leverage new inward investment through our arts, culture and heritage whilst preserving our In 2025, Newry, Mourne and personal sense of being and our connection to the Down has a rich cultural life place we call home. that is celebrated and protected By 2022, all our citizens and visitors enjoy a diverse for future generations. Our and inspiring arts and theatre programme in our vibrant and innovative theatre and conference culture, arts and heritage creates centre at Newry Town Hall and in Down Arts Centre. economic impact in our urban Our voluntary and amateur groups have access to state–of–the–art theatre facilities and are supported centres and brings benefits to in their growth and development to inspire new all our rural communities across participants and continue to promote the rich cultural the district. heritage of this district to new audiences. All our citizens across the district can access a diverse and engaging arts and culture outreach programme delivered within our local communities. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 42

20 Our Year of Ambition 22 2022: Our Year of Ambition is a A new Flagship International Festival has An exciting heritage activation celebratory year of arts, culture been commissioned as part of Our Year programme is delivered annually, of Ambition to celebrate our world–class inspiring the creation of new, and heritage in our district. A music, dance and art. The festival shines commercially sustainable visitor year–long programme of cultural a light on our orchestra in residence and experiences that animate our heritage and arts initiatives, events and on our talented young people who grace sites and bring to life the stories, myths activities will be delivered across the world stage. and legends of our district.

the entire district. This programme Our arts, culture and heritage sector In addition to our flagship tourism will be codesigned by the Council delivers measurable health and well– events, a series of indigenous cultural and our community choirs, being benefits to our citizens. It supports and arts–based festivals and events have drama groups, craft collectives, the sense of place and educational engaged new audiences, generated civic attainment of our young people and pride and economic impact into local pipe bands, local branches of the the inclusion and cohesion of our communities by attracting international Comhaltas, community arts groups, communities. visitors from outside of the district to heritage groups, tour guides and stay longer and spend more. local ambassadors, Ulster–Scots Our museums deliver a diverse and inspiring annual programme of Our Arts and Culture Forum is at the groups, Feis committees, school exhibitions and events that have reached heart of it all and is the voice of the groups and all the numerous new audiences and attracted more sector that sense–checks and informs the voluntary organisations that visitors to come to the district. Council’s progress against the delivery of demonstrate their passion, vibrancy, this strategy. commitment and diversity on a daily basis. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 43

Delivery The key themes of this strategy are the foundations upon which subsequent delivery plans, programmes, initiatives and grant schemes will be created and delivered over the next five years.

Our Our Our Our Our Sector Arts and Audiences Capacity Residents Heritage and and Centres Growth Visitors

Strengthen and Reimagine and grow Develop bigger and Develop skills, Bringing our arts and support our culture, our arts venues and broader audiences excellence and cultural heritage to arts and heritage museums. across the district. opportunities in the life for residents and sector. arts, culture and visitors. heritage sector. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 44

Next Steps A significant volume of research, surveys, workshops and consultations have been undertaken in the development of this draft strategy over a number of years. In this document, we have outlined the baseline of where we are today, detailed the immediate and long-term challenges we face and set out an ambitious vision of transformation for reimaging our arts, culture and heritage offering in 2025. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 45

In September 2019, we will open a 12–week consultation on this draft strategy to give you, our citizens and stakeholders, an opportunity to tell us what you think.

This consultation will help us refine and affirm the strategic direction of this blueprint and will inform the action plans, resources, and investment that will be required to help us collectively reach our vision for the development and growth of the sector over the next five years. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 46

Development of our arts Development of our heritage facilities, including: centres, including: • Newry Town Hall • Newry and Mourne Museum • Sean Hollywood Arts Centre at Bagenal’s Castle • Warrenpoint Town Hall • Down County Museum Areas included in the • Down Arts Centre scope of this strategy Growth of audiences and the Working in partnership participation of our citizens with key stakeholders to in arts, culture and heritage As the definition of each term is wide, for the protect, enhance and promote programmes and activities: purposes of this plan the following specific our built heritage throughout • Within our heritage and arts areas have been included within the scope of this strategy: the district. centres; and through • outreach programmes within Development and growth of our communities tourism festivals and events that promote and enhance Advocacy and support of the the arts, culture and heritage individuals and groups who of this district. deliver arts, culture and heritage programmes and activities to our Support of key individuals and citizens throughout the district. groups who promote the arts and culture of this district to international audiences. Culture, Arts and Heritage Draft Strategy www.newrymournedown.org 47

Infrastructure or programme Programmes and activities development of Arts to develop, promote and Facilities or Heritage Centres protect our natural and built that are not operated or heritage that are currently managed by the Council. delivered through Landscape Areas not included in the Partnerships and/or Area of scope of this strategy Development or funding of Outstanding Natural Beauty public art in civic spaces. (AONB) Management bodies.

The following areas do not fall within the Direct funding or Development or support scope of this strategy, either because there are management of state–care of groups, activities and existing programmes or activities in place that address their development or because the areas heritage assets, monuments programmes focused listed on the previous page have been deemed and buildings. exclusively on either to be the key priority areas that the Council should focus on in developing our Arts, Culture community engagement, and Heritage offering within the district.* sports and leisure or economic development and business start–ups or growth.

* Note – these specific areas of focus have been identified through a comprehensive stakeholder engagement exercise that was undertaken as part of the development of this strategy. Ag freastal ar an Dún agus Ard Mhacha Theas Serving Down and South Armagh

T: 0300 013 2233 (Council) Oifig an Iúir Oifig Dhún Pádraig Newry Office Downpatrick Office T: 0300 200 7830 (Planning) O’Hagan House Downshire Civic Centre E: [email protected] Monaghan Row Downshire Estate, Ardglass Road www.newrymournedown.org Newry BT35 8DJ Downpatrick BT30 6GQ