Creative Communities Interim Review
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Pillar 2 of the Creative Ireland Programme
Creative
Communities
Interim Review
A Government of Ireland Initiative
Tionscnamh de chuid Rialtas na hÉireann
creativeireland.gov.ie
Contents
Executive summary 2 6. Key observations 46
a) Strengths 46
Acknowledgements 4 b) Areas of enhancement 48
Part I – Context Part III – Conclusions
and recommendations
1. Background to
Creative Communities 8 7. Conclusions and recommendations 50
2. Creativity in public policy 10
3. The Creative Communities Part IV – Appendices
implementation framework 12
Appendix 1: Summary data on Creative
4. Interim Review objectives 16 Communities projects and initiatives 54
Appendix 2: Membership of the
Part II – Review of progress Interim Review Working Group 58
5. Overview 18 Appendix 3: Creative Ireland Coordinators’
meeting, December 2019:
a) Culture and Creativity Summary feedback 59
Strategies – delivery and focus 20
Appendix 4: Analysis of evaluative
— COVER: Cruinniú na nÓg, Joe Caslin, Rua Red / Photo by Mark Stedman
b) Creativity as a strategy surveys carried out with Coordinators
for wellbeing 22 and Directors of Services within
c) Creativity as a strategy local authorities 64
for social cohesion 26
d) Creativity as a strategy
for economic development 30
e) Delivery across
the local authority 34
f) Supporting innovation
within the local authority 38
g) Developing new partnerships and
resources for the local authority 42
02 Creative Ireland — Creative Communities Interim Review 03 Executive Summary
Executive Summary
— Wexford – Bilingual Singing Workshop
The local government sector provides a wide
range of services ranging from infrastructure;
planning; housing; economic and community
development; and environment, emergency,
recreation, and amenity services.
The 31 local authorities also have an strategy is managed through a cross- The review concluded that Creative The strong public relations, communication
extensive track record of community cutting Culture and Creativity Team with a Communities has substantially enhanced and support from the Creative Ireland
engagement through inter alia the arts, designated Creative Ireland Coordinator. the reach of local authorities, increasing Programme at national level is valued
culture, heritage, and library services Just as each local authority area has impact and visibility, and creating by local government. In return, the
which are fundamental to developing a distinct attributes, the 31 local strategies opportunities for communities through Department of Culture, Heritage and the
wider creative economy and society. The within Creative Communities enable 2,658 projects across Ireland in 2018 and Gaeltacht benefits from the experience
Creative Communities initiative therefore tailoring and targeting of programmes 2019 alone which would not be supported and insights of an extensive and cross-
seeks to harness this potential, through to meet local needs and potential. by other funding streams. Exchequer sectoral network across the country
partnership between the Creative Led by the Creative Ireland funding, and the integrated national–local through the Creative Communities initiative.
Ireland Programme in the Department Programme and the County and City model have been important catalysts in The review nonetheless recognises the
of Culture, Heritage and the Gaeltacht Management Association, this interim the initiative, enabling local authorities need for greater awareness of the positive
and Ireland’s local authorities, to deploy review examined the effectiveness to date to strengthen pride of place and a sense outcomes of creative engagement in
creativity as a strategy for wellbeing, of Creative Communities in embedding of belonging that helps to make our cities local development; working innovatively
social cohesion and economic success. creativity within public policy at local level, and counties more attractive places to live across key policies such as climate action,
The partnership is built around a and in engaging creativity as a strategy for and work. Creative Communities has also heritage, youth, local government, urban,
common framework, within which each wellbeing, social cohesion and economic demonstrated a capacity to enable local rural and community development and
local authority developed a 2018–2022 development. The review also explored authority and national community response community health and wellbeing. This
Culture and Creativity Strategy, following how delivery in collaboration with local in supporting community health and will be achieved through more proactive
local public consultation. Delivery of this authorities could be optimised in the future. wellbeing through creative engagement. communication with key stakeholders
04 Creative Ireland — Creative Communities Interim Review 05 Executive Summary
across both local government and from architecture, archives, the arts,
relevant Government departments, and community, enterprise and environmental
enhanced collaboration between existing development, heritage, information
networks in areas of policy alignment. and communication technologies, Irish
The Creative Communities initiative language, libraries, planning, tourism
has delivered notable successes in and more. Bringing together this level
engaging creativity as a strategy for of technical expertise affords a local
wellbeing, social cohesion and economic authority a level of insight, resources
development in what has been a relatively and functionalisation which few other
short timeframe. These successes public or private sector organisations
can be strengthened through clearer can match. Where they work well, these
targeting of the programme and, again, teams can harness the potential of Creative
communication has an important role to Communities to deliver on strategic
play in this regard. Concerns nonetheless priorities for each local authority.
remain that strategic development and In seeking to optimise future delivery,
momentum will be difficult to sustain in the interim review group makes a number
the absence of early clarity regarding of recommendations that encompass:
the post-2022 future of this initiative. 1. Consolidating the cross-cutting role
The review makes clear that and potential of the Culture and
Creative Communities has brought Creativity Teams;
about new areas of delivery working 2. Enhancing communication to achieve
across the local authority, as well as better understanding of creativity and
supporting local authority innovation its value in supporting wellbeing, social
and new partnership development. cohesion and economic success;
Within local government, a critical 3. Aligning additional financial resources
success factor to date is the designation in delivering further targeted, The review concluded that
of the Creative Ireland Coordinator collaborative and sustainable Creative Communities has
from within each local authority to programmes across local communities; substantially enhanced
lead the programme of their Culture 4. Monitoring and evaluation to support
and Creativity Team. It is nonetheless investment strategies at local level; and
the reach of local
— Creative Ireland Kerry, The Welcoming Project, Brandon Bay
recognised that this approach also places 5. Delivering clarity regarding the future authorities, increasing
additional responsibilities on certain of Creative Communities beyond 2022. impact and visibility, and
staff and this challenge highlights the creating opportunities for
value of underpinning the mechanism
through which Creative Communities
communities through 2,658
enables local authorities to engage projects across Ireland in
administrative and/or programme support. 2018 and 2019 alone which
Another successful innovation of would not be supported by
Creative Communities lies in the agility and
make-up of the Culture and Creativity
other funding streams.
Teams as the driving force of this initiative.
These teams comprise a significant
range and level of expertise in every local
authority and can include professionals
06 Creative Ireland — Creative Communities Interim Review 07 Executive Summary
Acknowledgements
This interim review of Creative Communities
has been developed with the support of a
number of partners and individuals.
Part I
The Creative Ireland Programme would
like to acknowledge the early guidance and
support for the interim review, received
and the Director and representatives
of the Creative Ireland Programme in
February 2020. It was this meeting, which
Context
from Jackie Maguire, Chief Executive, established the joint approach to the
Meath County Council and former Chair interim review of Creative Communities.
of the County and City Management The interim review process was guided
Association (CCMA), Ann Doherty, Chief by Co-Chairs, Tania Banotti, Director of the
Executive, Cork City Council and Chair Creative Ireland Programme and Daniel
of the CCMA Economic, Enterprise, McLoughlin, on behalf of the CCMA. The
Community and Culture (EECC) Committee Co-Chairs would like to acknowledge
and Daniel McLoughlin, Chief Executive, the members of the interim review
South Dublin County Council and member working group for their contribution in
of the CCMA-EECC Committee. the development of the process, their
The Creative Ireland Programme diligence in reviewing documentation
would like to extend thanks to the Local and the insights they brought to bear.
Government Management Association The Co-chairs would also like to extend
for their support in facilitating engagement their gratitude to the 31 Coordinators and
with the CCMA-EECC committee, 23 Directors of Services from Ireland’s
particularly Marina Duffy and Mary Local Government Sector who took the
O’Shaughnessy. The Creative Ireland time to share their work, their experience
Programme also wishes to acknowledge and their perspectives on the effectiveness
the openness and engagement of the of the Creative Communities initiative.
CCMA-EECC committee members in M.CO Projects provided valuable
their meeting with Katherine Licken, research and policy development support
Secretary General of the Department in the establishment, development and
of Culture, Heritage and the Gaeltacht drafting of this interim review.
08 Creative Ireland — Creative Communities Interim Review 09 Context
01 Background to The Creative Ireland Programme evolved directly
from the success of the Ireland 2016 Centenary
Creative Communities
Programme, where it was recognised that one of
its most successful elements was the community
engagement led by local authorities.
Feedback from local authorities following
the Centenary Programme saw a desire
to harness the creativity and collaborative
potential of the approach, and the Creative
Communities partnership was designed
to deliver this in a sustainable way.
The ambition for Creative Communities
is embedded within the establishment of
the Creative Ireland Programme, as set out
in December 2016. The Creative Ireland
Programme commits to collaboration;
between central and local government,
between culture and industry, between
artists and policy makers, and seeks to place
creativity at the centre of public policy.
Local authorities are the lead agencies
in local development and play a key
Local authorities are leadership role across infrastructure,
— Left: Shop Talk, Leitrim. Above: IGS Workshop
the lead agencies in local place-making, enterprise, culture,
community development, tourism and
development and play
the environment. Working collaboratively
a key leadership role therefore, the Creative Communities pillar
across infrastructure, in the Creative Ireland Programme seeks
place-making, enterprise, to harness the potential this provides to
deploy creativity as a strategy for wellbeing,
culture, community
social cohesion and economic success.
development, tourism
and the environment.
10 Creative Ireland — Creative Communities Interim Review 11 Context
02 Creativity in The Creative Ireland Programme defines
'creativity' as a set of innate abilities and
Creative Ireland Programme has worked with
various Departments and agencies to make
learned skills; the capacity of individuals significant progress in embedding creativity
Public Policy and organisations to transcend accepted
ideas and norms and by drawing on
in public policy and delivering on the ambition
of Government. Working collaboratively, the
imagination to create new ideas that Creative Ireland Programme has focused
bring additional value to human activity. on both supporting direct engagement with
Creativity is embedded in the new creativity (e.g., on education, institutions,
Programme for Government (June 2020), industry) as well as creativity as a way of
which commits to: engaging with broader societal issues (e.g.,
The Creative Ireland Programme is an all-of-Government — Support ongoing implementation of
the Creative Ireland programme;
mental health, social marginalisation, rural
isolation, poverty, isolation of the aged,
programme. Its work is overseen by a Senior Officials — Support Creative Ireland in their
‘Engaging the Public on Climate Change
individuals with disabilities or special needs,
migrant integration, intercultural dialogue,
Group, chaired by the Secretary General at the through the Cultural and Creative
Sectors’ initiative;
climate action, biodiversity loss). The range
of programme delivery includes, for example,
Department of the Taoiseach, and it is based at the — Implement the Audio-visual Action Plan;
— Expand Creative Schools, ensuring
collaboration with the:
— Department of Education and Skills,
Department of Culture, Heritage and the Gaeltacht. every child in Ireland has access to
tuition and participation in art, music,
Department of Children and Youth
Affairs and the Arts Council on the
drama and coding. Ensure it continues implementation of the Creative
beyond the life of Creative Ireland Youth Plan. The implementation of
and to work with the Department of the Plan includes initiatives such as
Education to achieve this. 300+Creative Schools across the
— Further collaboration between local country at any one time;
authorities and local arts organisations — Department of Foreign Affairs and
through Creative Communities. Trade in the development of Global
— Development of a Digital Creative Ireland, the Government’s strategy
Industries Roadmap. for doubling the scope and impact of
The Programme for Government Ireland’s global footprint and how Irish
additionally commits to work to ensure that culture can contribute to the reputation
local authorities are sufficiently supported of Ireland overseas;
to allow the fulfilment of long-term strategic — Department of Communications,
cultural and arts planning at a local level. Climate Action and Environment
in leveraging the role culture and
Culture 2025 is the national policy creativity can play in relation to public
framework that defines the scope and sets engagement on climate change;
the direction of Government policy for the — Department of Health, Healthy Ireland
whole cultural sector. It recognises that the and the HSE in relation to health and
Creative Ireland Programme will continue to wellbeing; and
— Department of Social Protection in
— Galway Circus
be the primary implementation framework for
the promotion and strengthening of culture relation to the Social Welfare Scheme
and creativity throughout Ireland. Since for Professional Artists on Jobseekers
its establishment in December 2016, the Allowance.
12 Creative Ireland — Creative Communities Interim Review 13 Context
03 The Creative Communities While Creative Communities is the primary
pillar supporting partnerships with the
Local authorities have the expertise and
experience to evolve delivery of Creative
31 local authorities, it is clear that the Communities. They have flexibility in their
Implementation Framework other four pillars of the Programme align
with the work and ambition of each and
individual Culture and Creativity Strategies
to best meet the needs in their area. This
every local authority wherein elements of approach is underpinned by the principles
youth, infrastructure, industry and external guiding Creative Communities:
reputation are also central to place-making. — To encourage increased participation in
creative and cultural activities locally;
Strategic Approach — Ensure that resources and delivery
The Creative Ireland Programme In early 2017, following the launch of the
Creative Ireland Programme, extensive
mechanisms coalesce to bring about
longer term change across the culture
comprises five pillars at national level public consultation took place in every city
and county across Ireland to explore how
and creative sectors;
— To increase collaboration across
Government could build on success of the the local authority structures;
partnership and programming that had — Support capacity building and recognise
been central to the Ireland 2016 Centenary and build upon each team member's
Programme. This consultation, supported role, experience and function;
by the Creative Ireland Programme, led to — Promote the value creativity and
Pillar 1 the development of a five-year Culture and culture offers to society including the
Creative Youth Creativity Strategy for each local authority transformative effect it can have on the
area. The strategies are unique to each local lives of individuals and communities in
authority, reflecting the breadth of cultural helping to address societal challenges
Pillar 2 and creative work being undertaken in each (e.g., in the areas of education, health
Creative Communities area, the vision and values of each local and wellbeing); and
authority and their strategic priorities. — Support and complement existing
A Memorandum of Understanding local authority plans such as the
Pillar 3
between the Department of Culture, Local Economic and Community Plan,
Creative and Cultural Infrastructure Heritage and the Gaeltacht and County Development Plan and various
Department of Housing, Planning and Local sectoral plans and strategies.
Pillar 4 Government agreed to jointly invest in
projects and initiatives implementing these Creative Communities is now supported
Creative Industries
Culture and Creativity Strategies across the by both Departments through a three year
31 local authorities. This support recognises SLA 2020 –2022 with each local authority.
Pillar 5 that culture and creativity are essential
Global Reputation to sustaining and developing vibrant
communities and places throughout Ireland.
14 Creative Ireland — Creative Communities Interim Review 15 Context
Local Coordination and Delivery The Teams working within the local Programme Funding Recognising that the Culture and
Within each local authority, delivery of their authority are generally made up local Under their Memorandum of Understanding, Creativity Teams and the Creative Ireland
Culture and Creativity Strategy is led by a authority officials including Arts the Department of Culture, Heritage and Coordinators come from within the existing
Director of Services. A designated Creative Officers, Heritage Officers, Librarians, the Gaeltacht and the Department of staff of each local authority, an element of
Ireland Coordinator, appointed from within Community Development, Irish Housing, Planning and Local Government annual programme funding can be used
each local authority by the respective Chief Language Officers, representatives of commit to providing funding via the to engage administrative support on a
Executive, acts as the primary contact for the Local Enterprise Office (LEO) and/ Creative Ireland Programme (noting that temporary basis and for related travel costs.
the purposes of the Programme. Delivery or Economic Development Sections, such funding is subject to normal annual In coordinating the Programme
is managed through a Culture and Creativity and often include Planners, Archivists, budgetary and estimates processes). at national level, the Creative Ireland
Team established as a cross-cutting Conservation Officers and representatives Over 2018 and 2019, exchequer current Programme officials provide for:
project team within each local authority. from other sections within the local funding of €6.55 million was made — Quarterly meetings for Culture and
The purpose of the Team is to: authority. Some local authorities also available to local authorities to enable Creativity Teams and Coordinators
— Enable a shift in how the creative include members of cultural and/or them to implement their strategies. to share learnings, highlight new
and cultural sector is valued within community organisations in their Teams. These figures yield a sum of €96,775 opportunities;
and across local authorities by using per annum made available to support an — Communications and public information
innovative approaches to project annual programme in each local authority. on the Creative Ireland Programme
development; While this funding is provided at the website www.creativeireland.gov.ie
— Drive cross-collaborative actions same rate for all 31 local authorities, with a dedicated section for each local
to support change and positive additional funding is provided by the authority, digital platforms, press
outcomes locally; Department of Culture, Heritage and and PR support and incorporation of
— Be innovative and take risks – try new the Gaeltacht for Cruinniú na nÓg, Creative Communities initiatives into
projects and new ways of working; Local authorities are comprising €15,000 per annum for twenty national and regional media campaigns.
— Build on existing in-house expertise the lead agencies in local seven local authorities, and €75,000 per — An online portal captures information
and strategies to offer real strategic annum for each of the four Dublin local on each initiative supported by the
development and play
support for culture and creativity to authorities in recognition of their greater Creative Ireland Programme and
thrive through the Creative Ireland a key leadership role population size. Over 2018 and 2019, consequently enables an overview
Programme; across infrastructure, these partnerships with local authorities of the number, breadth and scope of
— Focus on diversity and inclusivity place-making, enterprise, enabled by Creative Communities, yielded initiatives taking place. (Appendix 1
and enable harder to reach 2,658 projects delivered across all five sets out a summary of projects and
culture, community
communities to participate; and pillars of the Creative Ireland Programme. initiatives implemented in 2018–2019).
— Provide a unified voice within local development, tourism
authority structures for the creativity and the environment.
and culture sector.
16 Creative Ireland — Creative Communities Interim Review 17 Review of Progress
04 Interim Review
Objectives
The purposes of this
Interim Review were:
a) Review the experiences and effectiveness of the Culture
and Creativity Teams to enable local authorities to:
— Embed creativity in public policy across Local Government Part II
Review of
— Engage creativity as a strategy for wellbeing, social
cohesion and economic development
b) Map good practice through case studies.
c) Consider the strategic approach to Pillar 2 – Creative
Progress
Communities, and explore how delivery in collaboration
with local authorities could be optimised in the future.18 Creative Ireland — Creative Communities Interim Review 19 Review of Progress
05 Overview
— The Folklore Collection, Michael Fortune
The interim review sought to assess the
effectiveness of the Creative Communities
initiative and, within that, to identify strengths
of the programme and areas for enhancement.
This was achieved through a workshop The first set of case studies explored effective strategy for wellbeing and social — Delivering across the local authority;
with Creative Ireland Coordinators in alignment of Creative Communities with the cohesion, than for economic development. — Supporting innovation within the local
December 2019, and follow-up surveys in ambition of the Creative Ireland Programme However, further analysis demonstrates authority; and
June 2020 with these Coordinators and to engage creativity as a strategy for: that significantly less emphasis has been — Developing new partnerships and
with local authority Directors of Service placed by local authorities on utilising resources for the local authority.
chairing the Culture and Creativity Teams. — Wellbeing; Creative Communities to target economic
The workshop and surveys also sought — Social cohesion; and development to date, and there is The feedback from local authorities makes
feedback in relation to implementation — Economic development. therefore less evidence against which clear that the approach and framework
of the local authorities’ 2018 –2022 to assess its effectiveness in this regard. of Creative Communities has brought
Culture and Creativity Strategies, and The feedback from local authorities As set out in Section 2 above, the about much closer collaboration between
the alignment the Creative Communities reflects a strong consensus that Creative Creative Ireland Programme has become cultural and creative disciplines at local
initiative has achieved with the ambitions Communities has been an effective strategy an important contributor to public authority level and, in many cases, the
of the Creative Ireland Programme. in helping to address those challenges. policy at national level. The second set collaboration and impact extends further
The survey of Coordinators When analysed across the three facets of of case studies considered how Creative across the local authority and its partners.
additionally sought to identify two case this ambition (wellbeing, social cohesion Communities might help to embed A summary of the survey feedback
study projects from within each local and economic development), the responses creativity within public policy at local is set out within this section, below,
authority. These case studies provided initially suggest that the majority of level. In line with the ethos and ambition with a number of the case studies also
insights into how Creative Communities both local authority Coordinators and of the Creative Ireland Programme, included for illustrative purposes.
delivers for local government. Directors regard creativity as a more these case studies focused on:20 Creative Ireland — Creative Communities Interim Review 21 Review of Progress
05a Culture and Creativity
Strategies – delivery and focus
Over 90% of Coordinators estimated — Closer alignment with wellbeing, social
that delivery of priorities in their local cohesion and economic development;
authority’s strategy has been progressed by — The impacts of COVID-19 necessitating
50% or more. The majority of Coordinators a major re-think with a greater focus
consider both the values and the priorities on supporting local communities
of their strategy to be relevant. However, a and stimulating local economies.
significant number (25%) believe that some — The need for local authorities to
refocusing is warranted, particularly in prioritise longer term projects or
relation to priorities. Where Coordinators take account of the local authority’s
identified that the values and/or priorities role in other initiatives such as
of strategies were only partly relevant, Creative Youth; and
this assessment was based on a number — The need for a stronger emphasis
of considerations, including: on diversity.
Over 90% of Coordinators
estimated that delivery
of priorities in their local
authority’s strategy has
Coordinators rating
been progressed by 50%
or more. The majority of
Coordinators consider
both the values and
91% 9% the priorities of their
Progressed by
more than 50%
Progressed by
less than 50%
strategy to be relevant.22 Creative Ireland — Creative Communities Interim Review 23 Review of Progress
05b Creativity as a
strategy for wellbeing
— Mobile Music Machine
The majority of local authorities rated creativity as either effective or
highly effective in helping to promote wellbeing. For Coordinators (n=31)
these ratings total 81% with 58% of respondents rating it effective and 23%
rating it highly effective. For Directors (n=23) the ratings total 78.5% with
56.5% of respondents rating it as effective and 22% rating it highly effective.
Coordinators rating
Case Studies
In Waterford, Focus Ireland tenants
81% 0% The majority of local
worked closely with artists, gardeners
Effective / highly effective Not a focus of work authorities rated creativity and local organisations to create a new
as either effective or highly garden space to be used by residents and
19% 0% effective in helping to visitors. In Clare, the ‘Cultural Companions’
Somewhat effective Not effective promote wellbeing. initiative worked in partnership with Age
& Opportunity to create opportunities
for substantial numbers to attend
cultural events, helping to combat
social isolation among older people.
Directors rating An intergenerational choir project in
Donegal demonstrates how creativity
can be used as a strategy for individual
78.5% 0% and community wellbeing. The project
Effective / highly effective Not a focus of work is led by the Social Inclusion Unit of
Donegal County Council and the
support through Creative Communities
21.5% 0% has helped the choir to become firmly
Somewhat effective Not effective
established. Louth County Council engaged
creativity as a strategy for individual and
community wellbeing with older men.
Their project is set out, hereunder.24 Creative Ireland — Creative Communities Interim Review 25 Review of Progress
CASE STUDY — WELLBEING
Louth County Council
Everyman
What outcomes / benefits did the How did the project deliver
project deliver in relation to wellbeing? these benefits / outcomes?
This project provided 25 older men This project embraced the six values
(55–80) with a weekly creative outlet set out in Louth’s Cultural and Creativity
for 9 months. Involving song/story, it Strategy: Collaboration, Inclusivity,
engaged them through involvement in Empowerment, Participation, Community
every step of the project from writing and Communication.
song/stories to the final performance The provision of a Cultural Communities
of a song cycle they created in An Táin fund, a key action of Louth’s strategy,
Arts Centre. It provided a platform enabled the project to be supported
for the men to work with professional and developed. In essence, this project
local artists and perform at a very high used cultural conversations with artists/
standard as a result. Following the success facilitators to promote culture-led
of the project, some of the participants development within the community.
went on the following year to take part There were three workshops held at
in the Abbey Theatre’s 5x5 project. the start of the project which contributed
In terms of wellbeing results, all those to the social engagement of the group and
who participated took part in writing shone a light on the issue participants faced
sessions, which they found beneficial in their daily lives. Older people often find
and (in their own words) ‘like ‘therapy themselves excluded from certain creative
sessions’. This led to open chats with activities, but through these dedicated
Older people often find
the facilitators which they felt gave them facilitated sessions, positivity and wellness themselves excluded
‘headspace’, particularly as they were not within their lives was enhanced. from certain creative
‘of the generation used to opening up’. There was added value when a spin-off activities, but through
The participants had never been project was subsequently accepted by the
exposed previously to anything similar Abbey Theatre for further development.
these dedicated facilitated
and they collectively benefitted from the sessions, positivity and
camaraderie and social connections that wellness within their
evolved over the period. For individuals, it lives was enhanced.
targeted social isolation and it has increased
their own level of participation in creativity
as well as attendance at cultural activities.26 Creative Ireland — Creative Communities Interim Review 27 Review of Progress
05c Creativity as a strategy
for social cohesion
— Laois County Council, Get to Know Laois
An equal amount (74%) of local authority Coordinators (n=31) and
Directors (n=23) rated creativity as an effective or highly effective strategy
in helping to promote social cohesion. It is notable however that a higher
proportion of directors (22%) rated creativity as a highly effective strategy
compared with coordinators (16%) in this regard. Across both cohorts,
26% rated creativity as somewhat effective as a strategy for social cohesion.
Coordinators rating
Case Studies
In Limerick, the Creative Ireland Programme In many respects, these projects of social
74% 0% enabled three arts organisations to work cohesion are also projects of place-making,
Effective / highly effective Not a focus of work
together in a project which integrates young where local people own shared experiences
people from differing parts of the city, who that are as important to identity and vitality
26% 0% would otherwise be unlikely to socialise as shared infrastructure. The same is also
Somewhat effective Not effective together. Creative Rathdangan in Kildare true of ‘Lost Palace of Lixnaw’, where Kerry
provided a cultural platform to explore and County Council brought a rural community
document the changing context around together through exploration of local
Bord na Móna’s withdrawal from the area heritage. The project ‘Get to know Laois’
and the challenges and opportunities that also leveraged local assets but, in this case,
Directors rating this transition would bring. by introducing the culture and heritage of
Laois to people who were new to the area.
74% 0%
Effective / highly effective Not a focus of work
26% 0%
Somewhat effective Not effective28 Creative Ireland — Creative Communities Interim Review 29 Review of Progress
CASE STUDY — SOCIAL COHESION
Laois County Council
Get to Know Laois
What outcomes / benefits did The 100 participants in total (a blend of 5. The feedback from all participants This type of initiative solely for new
the project deliver in relation to social families and individuals) communicated their was of excitement and interest in the communities would not have been
cohesion? — This is an ongoing project enjoyment of the excursions in terms of: excursions and the delight to see other considered and/or designed by any
focusing on introducing new communities 1. Meeting native Irish people to talk parts of Laois, getting to know more individual current Culture and Creativity
to Laois, in particular those coming from to on a range of subjects; their about the county, building up a picture Team member within their own working
diverse international backgrounds. The backgrounds, how they came to Ireland, of the county and its people, feeling remits. By coming together and working
initiative is a positive statement within the reasons for coming, life within the more integrated, less isolated, doing as a single team, it enabled the opportunity
the county and proactively responds Direct Provision Centre (DPC) and something that was different to the to identify and target specific groups and
to the challenges around wellbeing and emergency accommodation, and their growing monotony of their days without also integrate the key roles and assets of
integrating new communities into the desire to work and put down roots; status clarification, employment and team members. Delivering the project was
fabric of Laois society. 2. They were interested in seeing their culture, family and friends. also enabled by partnership with Laois
Starting in 2019, the project focused more of the county and these bus Asylum Migration and Integration Service
on excursions for residents from two tours to cultural and heritage sites How did the project deliver these and the insight, expertise, knowledge
Direct Provision Centres and one enabled a broader understanding of benefits / outcomes? — The Laois Culture and connections their support worker
emergency accommodation centre in the geography and landscape of the and Creativity Strategy 2018–2022 aims had with new communities, as well as the
the county; proactively welcoming new county, as well as the history of Laois, to provide opportunities for everyone in managers of the DPCs and emergency
communities to Laois and introducing its past and contemporary culture; the county to become involved in creativity accommodation.
them to the treasure trove of arts, heritage 3. Many of the participants would not have and culture through a programme of The current reality of COVID-19 is a
and tourist attractions in the county. It travelled outside Abbeyleix, Portlaoise participation and engagement. This enabled deterrent to collective excursions/activities
also acted as a networking opportunity or Mountrath since their arrival in the the Culture and Creativity Team to plan at this point, and the Laois Culture and
for people of Middle Eastern, Asian, county. People with children in the and design an initiative targeting new Creativity Team is actively looking at other
African and Central American origins school system seemed more integrated communities to Co Laois. pathways for these communities to benefit
to meet with each other and share their than those who had come alone without In addition, the theme of ‘A Sense of from the initiative, through working directly
experiences of being in Laois and also other family members; Place’ in the strategy encompasses a diverse with local community groups in the towns
their experience of the asylum service. 4. Due to limited proficiency in the English range of components that contribute to with DPCs and emergency accommodation.
Questionnaires were used to collect language, the ability to understand creative placemaking. The Get to know
feedback and the evidence makes clear factual information on heritage was Laois initiative leveraged the wider potential
that the experience contributed greatly to evident and the need for Creative Laois of culture – including language, food,
their sense of wellbeing. Feedback through to include ‘making, doing, creating’ architecture, heritage, storytelling, and
direct conversations with participants activities in future phases has been nature – to deliver a purposeful programme
reflected this as well as feedback from built in to 2020 planning; and for new communities.
the project partners, the Laois Asylum
Migration and Integration Service.30 Creative Ireland — Creative Communities Interim Review 31 Review of Progress
05d Creativity as a strategy for Case Studies
In Galway City, the ‘Designer Makers’ project
offered an opportunity for new creative
economic development partnerships between Galway City’s
strong creative community and the city’s
equally strong IDA-supported multinational
companies. The IDA regional office, Galway
LEO and the Creative Ireland Coordinator
worked together to deliver the project.
Mayo County Council invested in
Based on their experience of the Creative Communities initiative, the a ‘Ireland’s Edge – Awakening Creativity’
highest proportion of both local authority Coordinators (45%) and Directors conference as part of the ‘Other Voices’
(52%) rated creativity as somewhat effective in helping to promote economic music festival Ballina. The investment
development. Almost 40% of Directors (n=23), however, rated creativity as through Mayo’s Creative Ireland
an effective or highly effective strategy for economic development, compared Programme, helped to secure additional
with less than 33% of Coordinators (n=31) who viewed it in this regard. support and sponsorship which enabled this
event to be staged twice in Ballina, bringing
visitors and international profile to the area.
The Creative Ireland County Cork
Coordinators rating
Pop-up Shop Scheme benefited a range of
groups in getting projects off the ground
by enabling temporary retail opportunities.
33% 19% With an initial focus on creating a
Effective / highly effective Not a focus of work
— ‘Designer Makers’ project, Galway City
direct economic return for designers,
craftspersons and artists involved, there
45% 3% are indirect benefits in driving additional
Somewhat effective Not effective footfall and spending in local towns.
In Leitirm, ‘Small Sparks’ saw Leitrim
County Council’s Arts Office and Local
Enterprise Office create opportunities
for local businesses to collaborate with
Directors rating artists in order to promote innovation
and creativity within their companies.
40% 4%
Effective / highly effective Not a focus of work
52% 4%
Somewhat effective Not effective32 Creative Ireland — Creative Communities Interim Review 33 Review of Progress
CASE STUDY — ECONOMIC DEVELOPMENT
Longford County Council
Still Voices Film Festival,
Ballymahon
What outcomes / benefits did the ow did the project deliver
H
project deliver in relation to economic these benefits / outcomes?
development? — Still Voices has become — The framework of Longford’s Cultural
one of Ireland’s premier short film and Creativity Team enabled Still Voices
festivals. What started as a small one- to transition from a community project
night showcase for local filmmakers, has to an economic project, partnering
grown to a weekend festival, screening with the Local Enterprise Office, and
the best of both Irish and international the Local Authority Town Team.
short films and generating employment — This led to the development of a new
for creatives in Longford and the region. strategy and business plan to create a
The festival also contributes to the wider roadmap for the future of the festival.
economies of Longford and Westmeath,
attracting clientele for bars, restaurants
and accommodation providers.
The festival has also established a
strategic partnership with Athlone IT,
providing a platform for undergraduate and What started as a small
postgraduate programmes across animation one-night showcase for
and illustration, and supporting the skills
development agenda in the midlands.
local filmmakers, has grown
The increasing profile of the film to a weekend festival,
festival continues to grow Longford’s screening the best of both
profile as a destination and a location for Irish and international
film production. Sill Voices is now part of
Film Network Ireland (Ireland’s largest
short films and generating
independent Film Networking platform) employment for creatives
which sees Ballymahon contributing to in Longford and the region.
the national dialogue on film in Ireland.34 Creative Ireland — Creative Communities Interim Review 35 Review of Progress
05e Delivering across
the local authority
The majority of both Coordinators (71%) and Directors (91%)
— Archi-fest, Wexford
agreed or strongly agreed that the Creative Communities initiative
has seen the programme deliver across the local authority.
Coordinators rating
Case Studies
Many local authorities identified that
71% 3% A number of local
the cross-cutting framework of Creative
Agree / strongly agree Strongly disagree authorities instigated Communities and the development
festivals that brought and delivery of the 5 year Cultural and
16% 10% together various Creativity Strategy supported integrated
delivery across the local authority. Laois
Neither agree / disagree Disagree competencies, disciplines
County Council’s ‘All-Ireland Pollinator
and sections within Plan’ worked across two directorates in
the local authority. generating community engagement around
biodiversity loss and climate changes,
Directors rating through delivery of a creative project.
A number of local authorities also
instigated festivals that brought together
91% 0% various competencies, disciplines and
Agree / strongly agree Strongly disagree sections within the local authority. For
example, Wexford County Council
established Archi-Fest as an exhibition
4.5% 4.5% and public talks that explored the role
Neither agree / disagree Disagree
that architecture and design plays in
everyday lives and delivered across
libraries, arts and archives, housing and
community sections of the local authority.36 Creative Ireland — Creative Communities Interim Review 37 Review of Progress
CASE STUDY — DELIVERING ACROSS THE LOCAL AUTHORITY
Sligo County Council
Reimagining Sligo
What benefits or outcomes did the How did the project deliver these
project deliver across the local authority? benefits / outcomes? — A project team
In the process of planning for this major was established to ensure that the project
international conference to explore reaches across multiple service areas
imaginative interventions in the built within the local authority. Twenty-five
heritage, contemporary environment people were consulted from within the
and public spaces of our towns and local authority, in addition to relevant
cities, Sligo County Council is working external stakeholders.
across architecture, arts, heritage, spatial An initial ‘day of enquiry’ workshop
planning, environment and economic resulted in a draft report that informed
development sections. The conference the basis of the approach and themes
will support the local authority and local important to the local authority in the
citizens to re-imagine Sligo and its future delivery of the initiative.
development alongside international
and national thinkers and practitioners
in culture and regeneration.
Planning for the conference (scheduled
to take place in 2021) has provided Sligo’s The conference will support
Culture and Creativity Team with the
opportunity to go beyond the normal, i.e.
the local authority and
the organisation of projects and events, and local citizens to re-imagine
adopt a more strategic approach that builds Sligo and its future
capacity to sustain creative placemaking. development alongside
In so doing, this approach is assessing
the cultural and creative resources
international and national
available to the local authority, in order thinkers and practitioners
to optimise their impact and effectiveness in culture and regeneration.
in local development.38 Creative Ireland — Creative Communities Interim Review 39 Review of Progress
— Cruinniú na nÓg, Joe Caslin, Rua Red / Photo by Mark Stedman
05f Supporting innovation
within the local authority
The majority of both Coordinators (74%) and Directors (78%) either
agree or strongly agree that delivery of the Creative Ireland Programme
within their local authority has seen the programme support innovation
within the local authority.
Coordinators rating
Case Studies
In Fingal, the ‘STEM Saturday’ initiative to be foregrounded. It generated a sense of
74% 0% brought together the IT department, positivity and pride in relation to physical
Agree / strongly agree Strongly disagree
Building Facilities, Events Section, Libraries planning, in particular. South Dublin County
Section and the Culture and Creativity Council brought together the arts and
26% 0% Team in developing taster sessions for library services with the Civic Theatre and
Neither agree / disagree Disagree young people to become involved in STEM Rua Red Gallery and others in developing
activities; accessing the talent within the and delivering a project to meet the needs
local authority to support a wider need. of the early-years age range in the area. In
‘Kerry County Council’s Architecture’ Monaghan, the local authority leveraged
Kerry benefitted from a new approach to a national/international project (‘Ireland
Directors rating collaboration within the local authority at Venice’) to build wider dialogue and
which enabled the open and forward-facing ambition for the future of small towns
vision and ambition of the council in Ireland, as set out hereunder.
78% 0%
Agree / strongly agree Strongly disagree
22% 0%
Neither agree / disagree Disagree40 Creative Ireland — Creative Communities Interim Review 41 Review of Progress
CASE STUDY — INNOVATING WITHIN THE LOCAL AUTHORITY
Monaghan County Council
Free Market
What innovative benefits, outcomes An integrated approach by the local
or new achievements did the project authority, that now includes the Culture
deliver within the local authority? and Creativity Team in all future
This project supports two priorities of consultations around future planning,
Monaghan’s Cultural and Creativity has created a nurturing and learning
Strategy; namely ‘Our People and Place’ environment, allowing for a framework of
and ‘Creative Space and Place’. knowledge management, incorporating new
These priorities allowed for information and experiences to deliver on
research in identifying supports and the priorities of Monaghan County Council.
investment required for the cultural and
creative sector. The knowledge gained How did the project achieve these
from this research was presented to benefits / outcomes? — After initial
management team by the Culture and resistance to the project, the research,
Creativity Team. Management recognised exhibitions and activities demonstrated
that in the process of interrogating a by the project brought together local
complex problem, creativity was an authority management, planners, engineers
engaging way to find solutions. and members of the Culture and Creativity
This project opened up dialogue and Team for a common goal of ensuring
discussion across the local authority on the that when investigating or planning
importance and possible future of small developments, creative solutions and
market towns in Ireland. It recognised creative ideas were part of the process.
the diverse make up and approach of the The benefits were enabled by the
Culture and Creativity Team. Innovation establishment of an integrated Cultural
requires open channels of communication and Creativity Team at senior level,
and the Culture and Creativity Team within the local authority, in terms of both
led and managed this openness with capital and programme developments.
external and internal voices, allowing
for all views to be considered and fed
into future planning processes around
— Photo by Paul Tierney
the development of creative spaces.42 Creative Ireland — Creative Communities Interim Review 43 Review of Progress
— The Follies Trust visit to Ballycumber, Creative Ireland, Offaly
05g Developing new partnerships
and resources for the local
authority
The vast majority of both Coordinators (87%) and Directors (91%)
either agree or strongly agree that delivery of the Creative Ireland
Programme has seen the programme support the development of new
partnerships and resources both in the local authority and with third parties.
Coordinators rating
The Creative Communities initiative and Donegal County Council developed
enabled a number of new partnerships. partnerships with neighbouring local
87% 0% Mayo County Council partnered with the authorities (and with a different jurisdiction
Agree / strongly agree Strongly disagree
private sector in digitising almost 70-years in the case of Donegal) in seeking to
of photographs from the archive of The grow audiences for cultural projects.
13% 0% Western People (the largest newspaper Such integrated audience research and
Neither agree / disagree Disagree in Connacht). The ‘Follies of Offaly’ development projects could prove to be
project created partnerships with private of immense value in seeking to support
landowners and local heritage groups in development of event-based and evening
preserving important elements of Offaly’s economies in a post-COVID context.
built heritage. Galway County Council
Directors rating
91% 0%
Agree / strongly agree Strongly disagree
9% 0%
Neither agree / disagree Disagree44 Creative Ireland — Creative Communities Interim Review 45 Review of Progress
CASE STUDY — GENERATING NEW PARTNERSHIPS
AND/OR NEW RESOURCES FOR THE LOCAL AUTHORITY
Meath County Council
Kells Creative Placemaking
What new partnerships, resources How did the project deliver these
and/or other benefits did the project benefits / outcomes? — It falls under
deliver for the local authority? Meath Culture & Creative Strategy
Kells Creative Placemaking – The Bigger 2018 –2022 – Strategic theme – Enhancing
Picture Project aims to reconcile the our local cultural and creative infrastructure.
sustainable management and conservation The Creative Communities approach
of Kells’ built heritage with the cultural, and funding both strengthened and
economic and social requirements of enhanced elements of the festival in Kells,
its contemporary environment. The and assisted with the ongoing Printworks
strategy seeks to develop an integrated Restoration Project, helping to unlock
network of arts initiatives, cultural additional funding.
facilities and bespoke dedicated spaces
for artists and the creative industries.
‘Kells Creative Placemaking’ is
a project of Meath County Council’s
Cultural and Creativity Strategy which This partnership approach
established new partnerships involving has already unlocked
the Arts Council, the Heritage Council,
the National Print Museum, the local
funding of €1m to conserve
authority and the local community. and regenerate a former
This partnership approach has already Courthouse and former
unlocked funding of €1m to conserve Sawmills to meet local needs
and regenerate a former Courthouse
and former Sawmills to meet these local
and ambition, through the
needs and ambition, through the Rural Rural Regeneration and
Regeneration and Development Fund. Development Fund.46 Creative Ireland — Creative Communities Interim Review 47 Key observations
06 Key observations
6a Strengths in between other local authority service helping to reduce social isolation by building on work that has been ongoing
The workshop and the surveys of local programmes whilst validating and adding targeting hard-to-reach groups. for many years, the new approaches have
authority Coordinators and Directors value to local authority services in the The capacity of Creative Communities undoubtedly brought added value. The
revealed a number of key strengths. Many community (e.g., libraries). to bring communities together and instil Culture and Creativity Teams are the
elements of the Creative Communities The funding structure (100% grant) pride of place is difficult to quantify; key strength of the Creative Communities
initiative underpin local authority service and scale of Creative Communities have however, this was evident during the initiative. The cross-cutting composition
programmes in terms of tourism, social proven an important enabler particularly in COVID-19 response when Creative of the Culture and Creativity Teams
inclusion, economic development, and providing support to creative enterprises/ Communities mobilised creative facilitates a collaborative approach
community development. Creativity has operators in local communities that may initiatives to form a very important across local authority departments in
enhanced the reach of a local authority, be beyond the reach of many national part of local authority and national terms of project design, evaluation and
increasing its impact and visibility, and initiatives. The funding is considered community response in supporting outcome. More joined-up, group working
strengthening working relationships an important additional resource community health and wellbeing. represents a significant change in working
with the community. Creative Communities enabling local authorities to leverage In terms of embedding creativity in practice for the cultural sections, and
is serving to highlight a local authorities’ creativity in supporting collaborative public policy at local level, Culture and more strategic relationships now exist
creative assets, establishing creativity at community engagement, and providing Creativity Strategies are increasingly with other local authority sections. This is
the heart of a local authority’s development local authorities the opportunity to support referenced in many Corporate Plans, County helping embed the Creative Communities
and using creativity to examine new ways new or larger scale creative community Development Plans and Local Economic initiative into the local authority
of creating a better future. This positive, initiatives that would not ordinarily have and Community Plans. As the local pillar structure, enhancing project outcomes.
creative representation is enabling a citizen access to these resources. Accordingly, of an all-of-Government programme, A direct relationship between the
pride of place and sense of belonging that in Creative Communities provides the freedom creativity is increasingly being seen as more Culture and Creativity Teams in local
turn is creating a positive image and profile for local authorities to take risks, to explore than just a cultural issue; it is at the heart authorities and the Creative Ireland
for the local authority area making it a more and ultimately to extend the reach that of strategic development and change. The Programme in the Department of Culture,
attractive place to live and work. would not otherwise be possible. introduction of service level agreements, Heritage and the Gaeltacht including
The interdisciplinary focus of Creative This in turn has become vital in resourcing delivery of the Culture and regular quarterly meetings is a significant
Communities, whereby the cross-cutting supporting projects throughout the Creativity Strategies, has brought about positive development for relationships.
nature of Culture and Creativity Team community bringing together creative a more strategic perspective to how The provision and maintenance of a
across several service sections of the practitioners and citizens to give equal culture and creativity can be utilised as bespoke, online portal by the Creative
local authority, provides communities opportunity to all citizens to become an enabling tool for economic development, Ireland Programme to support promotional
and citizens the opportunities to engage involved in exploring creativity in a service delivery and social cohesion. and financial elements of individual local
and collaborate more broadly; to work very broad range of areas which would As the Creative Ireland Programme authority initiatives is a key resource.
on creative projects from grassroots level not be supported by other funding is an all-of-Government initiative, this Strong public relations, communication
by facilitating access to all types of creative streams. Creative Communities has opens doors to conversations within the and support from the Creative Ireland
activity. This flexibility means that Creative facilitated local authorities to support more local authority that might not otherwise Programme at national level is crucial
Communities initiatives can reach the spaces communities from diverse backgrounds get started. While a lot of the success is because there is significant value in theYou can also read
