1. science
2. medicine

Business Plan
2014-15
Contents
Page
Foreword
4
Introduction
5
Promoting Equality, Tackling Poverty and Social Exclusion
6
Priority Deliverables 2014-15
11
DCAL Objectives and Targets 2014-15
13
Resources
19
Planned Activities 2014-15
20
Monitoring Performance
29
Annex A – Linkages to PfG
30
Annex B – Examples of Deliverables
31
Annex C – DCAL in Numbers
32
Annex D – Digital Transformation ‘16 by 16’ Projects
33
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Réamhrá
Tá RCEF tiomanta do leas a bhaint as cultúr, ealaíona agus fóillíocht le
comhionannas a chur chun cinn agus le dul i ngleic le bochtaineacht agus le
heisiamh sóisialta. Le bliain anuas, tá dul chun cinn maith déanta ag RCEF agus ag a
cuid comhlachtaí ar neamhthuilleamaí maidir le soláthar a bhunathrú chun
feabhais ionas go n-infheistítear an oiread acmhainne poiblí agus is féidir sna
heochair-réimsí tosaíochta sin ar bhealach a bhainfidh amach athrú buan agus
lánbhrí don oiread daoine agus is féidir, go háirithe dóibh siúd is mó atá faoi
mhíbhuntáiste.
Creideann RCEF go tréan in uasmhéadú an leasa shóisialta agus eacnamaíochta a sholáthraítear trí chlásail
shóisialta a chuimsítear inár gconarthaí soláthair agus inár gcomhaontuithe maoiniú deontas. Leanfaimid den
nuáil sa réimse seo lena chinntiú go soláthraíonn gach infheistíocht de chuid RCEF leas feabhsaithe,
inbhuanaithe, dírithe orthu siúd ar mó a ngá.
Bhí trí bhuaicphointe ar leith ann ón bhliain seo caite. Mheall ceiliúrthaí Chathair an Chultúir na céadta mílte
duine go Doire agus thug na meáin sárthaispeántas de Dhoire ar fud na cruinne. Tá RCEF dírithe ar thógáil ar
oidhreacht na sárócáide sin anois, rud a chinnteoidh go leanfaidh na buntáistí ar aghaidh ar feadh i bhfad. I
Lúnasa, tháinig breis agus 7,000 iomaitheoir ó 65 tír go Béal Feirste do Chluichí Domhanda Póilíní agus Lucht
Dóiteáin. Fógraíodh go raibh na Cluichí ar na ‘Cluichí ab fhearr agus ba chairdiúla riamh’. Rinneadh dul chun
cinn maith maidir le Clár na Staidiamaí Réigiúnacha. Tá neart oibre déanta ag Cnoc an Fhéich anois agus tá dul
chun cinn maith déanta ag obair thábhachtach ullmhúcháin maidir le Páirc Mhic Asmaínt agus Páirc Windsor.
Beidh buntáistí tábhachtacha sóisialta i gceist leis na trí staidiam sin ag céim na tógála agus níos faide ar
aghaidh, agus is áiseanna den chéad scoth a bheidh iontu a mbeidh gach duine ábalta sult a bhaint astu.
Mar aon leis na buaicphointí sin, bhí gach réimse gnó agus comhlacht ar neamhthuilleamaí de chuid RCEF
gnóthach ag seachadadh réimse spreagúil tionscadal agus clár cultúir, ealaíon agus fóillíochta a chuaigh chun
tairbhe do gach cuid den tsochaí agus tá i bhfad níos mó ná sin déanta acu le comhionannas a chur chun cinn,
le dul i ngleic le bochtaineacht agus le heisiamh sóisialta, agus le cur leis an gheilleagar.
Leanúint ar aghaidh ar an turas sin an téama a bheidh ann don bhliain atá romhainn. Beidh béim faoi leith ar
chultúr, ealaíona agus fóillíocht a dhéanamh níos inrochtana. Ina theannta sin, tabharfar tacaíocht dár
bhféiniúlacht chultúrtha, d’fhoghlaim ar feadh an tsaoil agus do shármhaitheas i soláthar seirbhíse agus
cuirfear na nithe sin uile chun cinn. Tá cláir agus tionscadail spreagúla agus nuálacha le tosú trasna réimse
iomlán oibríochtaí RCEF. Is tábhachtach go dtabharfar fócas úr straitéiseach dár gcuid oibre maidir le
comhionannas a chur chun cinn, dul i ngleic le bochtaineacht agus le heisiamh sóisialta agus beidh soláthar,
tacaíocht, forbairt chomhpháirtíochta, comhroinnt eolais agus líonrú mar chuid di. I measc na dtionscadal
iomráiteach a bhfuil mise ag súil go mór lena sholáthar tá: oifig úr RCEF a oscailt san iarthuaisceart le tógáil ar
oidhreacht Chathair an Chultúir, níos mó dul chun cinn a dhéanamh leis na staidiamaí réigiúnacha, taisclann
dhigiteach úrscothach a fhorbairt ag PRONI le taifid leictreonacha a chaomhnú don chéad ghlúin eile, clár
píolótach trasphobail spórt a sholáthar faoi Le Chéile: Pobal Aontaithe a Thógáil, infheistíochtaí breise lenár
dtionscail chruthaitheacha agus iascaigh intíre a fhorbairt, agus tiomantas leanúnach le tacú lenár dteangacha
agus lenár n-oidhreacht chultúrtha agus iad a chur chun cinn.
Lenár gcuspóirí uaillmhianacha a bhaint amach go rathúil leanfar den obair ar chúl stáitse lena chinntiú go
ndéanann RCEF breis forbartha ar chomhpháirtíochtaí, go bhfeabhsaíonn sí a cuid próiseas, agus go ninfheistíonn sí ina cuid daoine.
Carál Ní Chuilín
An tAire Cultúir, Ealaíon & Fóillíochta
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Foreword
DCAL is committed to harnessing culture, arts and leisure to promote
equality and tackle poverty and social exclusion. Over the course of the last
year, DCAL and its arm’s length bodies have made good progress
transforming delivery so that as much public resource as possible is invested
in these key priority areas in a way which will bring about lasting and
meaningful change to as many people as possible, but in particular to those
who are most disadvantaged.
DCAL believes strongly in maximising the social and economic returns that are delivered through
social clauses which are included in our procurement contracts and grant funding agreements. We
will continue to innovate in this area to ensure that all of DCAL’s investments deliver enhanced,
sustainable and targeted benefits to those most in need.
There were three particular highlights from the last year. The City of Culture celebrations brought
hundreds of thousands of people to Derry and the city was showcased by media across the world.
DCAL is now focused on building the legacy of this outstanding event, ensuring that benefits continue
for a long time to come. In August, over 7,000 competitors from 65 countries descended on Belfast
for the World Police and Fire Games. The Games were declared the ‘best and friendliest Games ever’.
Good progress was made in the Regional Stadium Programme. Work is well advanced at Ravenhill
and important preparatory work has progressed well in respect of Casement Park and Windsor Park.
All three stadium projects will incorporate important social benefits at the construction stage and
beyond, as well as providing world class facilities for everyone to enjoy.
In addition to these highlights, all DCAL business areas and arm’s length bodies have been busy
delivering an exciting range of culture, arts and leisure projects and programmes which have
benefitted all sections of society and have done much to promote equality, tackle poverty and social
inclusion, and contribute to the economy.
The theme for the year ahead will be to continue this journey. There will be particular emphasis on
making culture, arts and leisure more accessible, promoting and supporting our cultural identity,
lifelong learning, and excellence in service delivery. Exciting and innovative programmes and projects
are set to come on-stream across the entire field of DCAL’s operations. Importantly, a new strategic
focus will be brought to our work in promoting equality, tackling poverty and social exclusion which
will involve delivery, advocacy, partnership development, knowledge sharing and networking.
Specific high profile projects I am looking forward to delivering include the opening of a new DCAL
office in the North West to build on City of Culture legacy, further progress with the regional
stadiums, a state of the art digital repository at PRONI to preserve electronic records for the next
generation, delivery of a pilot cross-community sports programme under the Together Building a
United Community, further investments to develop our creative industries and inland fisheries, and
continued commitment to promoting and supporting our languages and cultural identity.
In order to successfully deliver our ambitious objectives work will continue behind the scenes to
ensure that DCAL further develops partnerships, enhances its processes, and invests in its people.
Carál Ní Chuilín
Minister of Culture, Arts & Leisure
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Introduction
The Department of Culture, Arts and Leisure (DCAL) is a department for the economy and equality.
The Department is dedicated to fully harnessing the transformative power of the creative and
cultural sectors to deliver wider social and economic change.
Through culture, arts and leisure, DCAL and its arm’s length bodies will continue to deliver innovative
programmes aimed at improving the economy and the environment; enhancing education, health
and wellbeing; and promoting social inclusion across society.
All of DCAL’s activities support the overarching Departmental objective of promoting equality,
tackling poverty and social exclusion. This is underlined in the DCAL Mission Statement.
DCAL’s Mission Statement
“To promote social and economic equality, and to tackle poverty and social exclusion
…through systematically promoting a sustainable economic model;
…proactively targeting meaningful resources at sectors of greatest
inequality, within areas of greatest objective need;
…in the wider context of effectively developing tangible opportunities
and measurable outcomes for securing excellence and equality across
culture, arts and leisure;
…and a confident, creative, informed and healthy society in this part of
Ireland”.
Statement on Key Inequalities in NI – Equality Commission of NI (2007)
DCAL’s Business Plan for 2014-15 sets out what we aim to achieve over the twelve months from
1 April 2014 to 31 March 2015.
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Promoting Equality and Tackling Poverty and Social
Exclusion
Background
The Department’s Mission Statement and top priority highlights that DCAL is not merely about
culture, arts and leisure in isolation. These areas are important facets of sustainable economic
growth, as well as vital tools for the promotion of equality.
The creative and cultural sectors are increasingly recognised across the world as important drivers of
wider economic and social innovation. They can act as catalysts and enablers of positive societal
change – helping individuals and communities to overcome barriers to realising their potential.
“Culture can offer new approaches both in terms of tackling what are sometimes referred to
as ‘social problems’, for which current approaches are deemed inadequate. Policy areas in
which culture has successfully helped in this respect include urban regeneration, social
cohesion, crime prevention, health and the fight against pollution.”
EU Council Policy Handbook on the Potential of Culture for Local,
Regional and National Development (April 2012).
Strategic Context
It is therefore the Department’s goal to be a key contributor to the economy, to tackling social
disadvantage, and to building a united community. DCAL believes that this goal will be best achieved
through proactively targeting meaningful resources at Promoting social and economic Equality, and
Tackling Poverty and Social Exclusion. This approach - known as PETPSE - is embedded in all the
work which the Department undertakes and these considerations are placed first and foremost when
framing policy and allocating resources.
The DCAL Mission Statement promotes a common purpose and coherent message across the
Department and its arm’s length bodies (ALBs) and supported organisations within the wider DCAL
‘Family’. Promoting equality and tackling poverty and social exclusion is unequivocally the starting
point of all policy, funding and delivery considerations. This will help to maximise the impact and
reach of interventions aimed at making a real difference to people’s lives across the north of Ireland.
This strategic objective is reinforced and guided by statutory and public policy obligations.
Statutory Requirements
The Department’s commitment to promoting equality and tackling poverty and social exclusion
(PETPSE) is underpinned and enabled by transformative legislation enshrined in Section 75 of the NI
Act 1998. This drives an equality agenda and requires proactive change to promote equality of
opportunity and good relations. DCAL is fully committed to this proactive approach and to fulfilling
these statutory obligations. However it is not possible to strategically tackle inequalities without
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tactically targeting the realities of poverty and social exclusion – such as the difficult financial and
social realities in which many people and communities find themselves in this part of Ireland.
The impacts and consequences of inequalities on the lives of individuals, families and
communities are very real; “…they act as profound and persistent barriers to equality
of opportunity. These barriers are exacerbated by poverty and socio-economic
disadvantage. And although neither of these finds expression in equality legislation
they cannot be absent from the framing of public policy or from the decision-making of
public authorities. At the very least, they act as major obstacles to achieving equality
of opportunity for those categories that the law recognises.”
Statement on Key Inequalities in NI – Equality Commission of NI (2007)
Public Policy Obligations – Programme for Government
The NI Executive has detailed in its Programme for Government (PfG) its primary focus on growing
the economy and proactively changing patterns of social disadvantage.
“Equality is an important issue for the Executive and society alike. Inequalities do exist
and we will work hard to eliminate these. Our policies and programmes will be
designed in ways that ensure we can address inequality and unfairness and create
conditions that support inclusion and equality of opportunity.”
“…we are committed to growing a sustainable economy and investing in the future;
tackling disadvantage; improving health and wellbeing; protecting our people and the
environment; building a strong and shared community and; delivering high quality
services. Equality of opportunity and sustainability are our underpinning principles.”
Programme for Government (PfG) 2011-15
The PfG also identifies five strategic, interconnected and inter-dependent priorities:





Growing a sustainable economy and investing in the future;
Creating opportunities, tackling disadvantage and improving health and wellbeing;
Protecting our people and the environment and creating safer communities;
Building a strong and shared community;
Delivering high quality and efficient public services.
DCAL has responsibility for a diverse portfolio ranging across arts and creativity, museums, libraries,
sport, inland waterways and inland fisheries, linguistic diversity and public records. The Department
plays an important and cross-cutting role within Government and works with a wide range of social
partners to make a real difference to the lives of people and communities across the north of Ireland.
DCAL and its ALBs are therefore well placed to support the delivery of PfG priorities.
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NI Economic Strategy
The NI Executive’s Economic Strategy highlights the relevance and importance of DCAL’s role as a
Department for the Economy and Equality.
“We are determined that the wealth and prosperity we are seeking will be used to help
reduce poverty, promote equality and tackle existing patterns of disadvantage and
division….the most immediate and effective way out of deprivation is through
employment and our collective actions will promote equality by increasing
opportunities and addressing barriers to employment that impact individuals and
communities.”
NI Economic Strategy 2012-2030
NI draft Innovation Strategy
DCAL’s commitment to developing new and novel approaches, including the use of social clauses, to
tackling poverty and social exclusion is supported by the NI Executive’s draft Innovation Strategy.
This strategy recognises that the NI Executive is faced with complex challenges which span multiple
social and economic boundaries. It states that increased creativity and innovation is required to
effectively address these problems. The strategy notes that this can be supported by changed
attitudes and behaviour towards collaboration, and the openness towards and use of new ideas,
innovation and risk taking.
“Increased innovation is also required in the public sector. In addition to becoming
more innovative in how it operates, whether as a customer, or as a partner to drive
change, it can play a powerful role in encouraging innovation. Through procurement
and policy development to address societal challenges, it can also incentivise
innovation in companies and its suppliers.”
NI Innovation Strategy.
Delivering Social Change
The Delivering Social Change (DSC) framework was set up by the NI Executive to tackle poverty and
social exclusion. It aims to deliver a sustained reduction in poverty and associated issues across all
ages and to improve health, wellbeing and life opportunities, particularly for children and young
people, thereby breaking the long term cycle of multi-generational problems.
In the Executive’s commitment to deliver change where it is most needed, a number of key causes
contributing to the continuation of poverty and deprivation were identified. These included problems
with literacy and numeracy; the need for parenting support and early intervention for children; and
the lack of employment opportunities, coupled with local community dereliction.
The approach represents a new level of joined-up working by Ministers and officials across Executive
departments to drive through initiatives which have a genuine impact on the ground. DSC also
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provides an outline framework for future social policy interventions in the next Programme for
Government. The Executive is seeking to increasingly mainstream this approach across departments
and to encourage the use of existing budgets to address social disadvantage. DCAL’s priority focus on
PETPSE therefore aligns with this and is helping to spearhead this longer term objective. The remit
and work of the Department and its ALBs can clearly contribute significantly to the Delivering Social
Change agenda.
A PETPSE Delivery Framework
The Department’s Mission Statement and top priority of promoting equality and tackling poverty and
social exclusion (PETPSE) represent an enhanced level of joined-up working by DCAL and its social
partners. To advance this agenda, the Department will stimulate the development and delivery of
ambitious thematic interventions. These areas are:

Education
DCAL supported programmes enhance education and life-long learning outcomes. They
support families and individuals of all ages, and add value to the work of teachers, schools
and alternative education providers. Initiatives developed and promoted within this strand
will directly map across and support DSC and PfG priorities such as numeracy and literacy;
early intervention, shared education, and family support. DCAL plays an important role in
providing educational opportunities for people who have not availed of formal education
pathways. The Department aims to build a culture of aspiration amongst young people by
using cultural experiences to light a lifelong spark and interest in learning.

The Economy
DCAL already supports thousands of jobs in the creative and cultural sector. This work strand
will maximise the impact and reach of DCAL initiatives helping more individuals increase their
chances of securing meaningful employment across the economy. It will support skills
development, work experience, direct support to companies and social enterprises, and
increasingly involve the use of social clauses in grant-aid and procurement to deliver new
jobs and skills for young people and the long-term unemployed. DCAL will also continue to
support the broader economy through contributing to the tourism offering and supporting
the creative industries sector.

Health and Wellbeing
Health and Wellbeing initiatives across the DCAL Family will support healthy lifestyles, boost
confidence and self-esteem and help to tackle major societal challenges such as mental
health, active ageing, and suicide prevention. These will map across and support key PfG
priorities and the work and goals of multiple areas of government and wider social partners.
Cultural and leisure activity can have a wide range of health and wellbeing impacts, from
helping directly with someone’s health by engaging in physical activity through to mental
health and social cohesion benefits which arise through engagement in cultural and leisure
activities with others.

Social Inclusion
Social Inclusion initiatives across the DCAL Family will reach out to and support those
experiencing or at risk of social isolation and alienation. They will help more people,
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particularly from disadvantaged backgrounds and communities, to participate fully in the
economic, social and cultural life of this part of Ireland. DCAL is committed to helping to cut
away the very roots of social exclusion to address the causes that damage individuals and
communities. DCAL will support culture, arts and leisure based interventions which will help
build communities, foster participation and promote inclusivity, including providing cultural
opportunities to those who may be excluded because of disability or other limiting
conditions.
Strategic planning and funding
The PETPSE priority and associated thematic approach will shape the development of Departmental
and ALB business plans and budgets and provide a tangible sense of cohesion and connectivity across
the work of the DCAL Family. This will also enable the Department to proactively stimulate and
develop collaborative opportunities between ALBs and with wider social partners and stakeholders.
The DCAL Mission Statement and the PETPSE thematic framework links directly to Departmental
statutory and public policy obligations. These underpinning objectives will therefore inform
Departmental consideration of all programme and budget proposals and subsequent allocation of
funding to organisations and initiatives which most effectively tackle key causes and consequences of
poverty and deprivation. The PETPSE approach will also guide and support the Department in bidding
for additional funds and in reallocating internal budgets, if and when such scenarios emerge, to
existing and new culture, arts and leisure based projects, initiatives and collaborative opportunities
which can have a genuine and positive impact on promoting equality and tackling poverty and social
exclusion.
10 | P a g e
Priority Deliverables 2014-15
Promoting Equality and Tackling Poverty and Social Exclusion (PETPSE) underpins all DCAL objectives
and targets for 2014-15. These include specific key commitments for DCAL listed in the Programme
for Government:
PfG deliverables 2011-15
o
To develop sports stadiums as agreed with the IFA, GAA and Ulster Rugby
o
To host the World Police and Fire Games in 2013 (successfully hosted in Aug 2013)
o
To support 200 projects through the Creative Industries Innovation Fund
DCAL also has an important role in relation to a number of other PfG key commitments including:
o
To deliver a range of measures to tackle poverty and social exclusion, including through the
Delivering Social Change delivery framework (OFMDFM)
o
To provide financial and other support across government to ensure the success of City of
Culture 2013 (OFMDFM)
o
To include social clauses in public procurement contracts (DFP)
In addition to its PfG commitments, DCAL has a number of other key Departmental deliverables for
2014-15. The full list of priority deliverables is:
o
Advancing the PETPSE agenda
o
Supporting the Together: Building a United Community strategy
o
Delivering the Regional Stadiums Programme
o
Supporting the creative industries
o
Delivering the City of Culture legacy
o
Use of social clauses in procurement
o
Making culture, arts and leisure more accessible
o
Promoting and supporting our cultural identity
o
Promoting and supporting lifelong learning
o
Delivering excellent service in the areas of public records, fisheries and inland waterways
o
Enhancing north-south Links
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Overview
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DCAL Objectives and Targets 2014-15
In 2014-15, DCAL will be delivering services and programmes across the entire field of culture, arts
and leisure. These range in scale from the multi million pound investment in regional stadiums down
to lower levels of support to organisations, groups and individuals. Much of this vital work is
delivered by DCAL’s Arm’s Length Bodies (ALBs) and the business plans of these organisations contain
targets which outline in detail what will be achieved on the ground. A selection of ALB deliverables
are highlighted in Annex B.
DCAL’s Business Plan takes a strategic overview of all of this work and rather than replicate the
targets in the business plans of our ALBs, the following activities as the most important components
of DCAL’s activities for the period 2014-15. These will be routinely monitored at Board level.
Mechanisms are in place to ensure that all of the work across the entire DCAL ‘Family’ is monitored
at the most appropriate level.
As shown in the graphic on page 12, DCAL’s strategic activities are arranged into four main sections.
The most important of these sections relates to priority deliverables and delivery is supported by
working in partnership, internal processes, and organisational learning and growth and human
resources. Each section contains a number of key targets, and these are listed below.
Priority Deliverables
Advancing the PETPSE Agenda
1
Throughout 2014-15, DCAL will enhance a strategic focus on promoting equality and tackling
poverty and social exclusion by:
a) Identifying at least 2 DCAL Innovation Action Zones areas outside of the North West of
Ireland and begin project activity (budget dependent) to focus and maximise the impact of
creative and cultural approaches in areas of high deprivation;
b) Delivering at least 6 DCAL road-shows to raise awareness of the value and potential of
the culture, arts and leisure sectors to address economic and social disadvantage;
c) strengthening the focus of the DCAL Learning Forum on tackling social disadvantage and
convening at least 6 meetings of the Forum, including the annual Learning Awards ceremony,
to stimulate networking and knowledge sharing across the DCAL ‘Family’ and with wider
social partners;
d) developing a communication and community engagement plan which will include:
i) Supporting development of at least 2 video profiles per arm’s length body to
showcase innovative initiatives enhancing Education; The Economy; Health and
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Wellbeing; and Social Inclusion;
ii) launching a development and delivery programme for PETPSE Champions within
DCAL branches and divisions;
iii) enhancing collaborative working with wider social partners by facilitating at least
6 briefing sessions for DCAL staff from community or voluntary organisations
working in areas of high deprivation;
e) Launching an information and engagement programme for the new 11 Shadow Local
Government Councils elected in May 2014 to enhance understanding of the contribution
the DCAL ‘Family’ can make to community planning and tackling social and economic
disadvantage;
f) PRONI will continue to support the Inquiry into Historical Institutional Abuse and it
will continue to take a positive approach to requests for personal information.
Together Building a United Community
2
To progress the provision of education, heritage and community facilities at Casement Park,
Ravenhill and Windsor Park in line with project timescales.
3
By 31 March 2015, to develop and deliver a pilot cross-community sports programme.
Delivering the Regional Stadium Programme
4
By September 2014 to complete work on Ravenhill on budget.
5
Throughout 2014-15, construction work on Windsor Park and Casement Park to progress in
line with plans.
6
Throughout 2014-15, the three stadium projects to deliver social clauses in line with project
contracts.
Supporting the creative industries
7
By 31 March 2015, to fund a further 50 projects under the Creative Industries Innovation
Fund, bringing the total number of supported projects to 200.
8
By 31 March 2015, to deliver the following creative industries sectoral initiatives: an allIreland creative industries conference in Derry, Creativity Month in March 2015, and
strategic oversight of Generator NI.
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Delivering the City of Culture legacy
9
By May 2014 DCAL will establish a Departmental office in Derry and a Cultural Oversight
Group to support development and coordination of cultural based approaches to tackling
poverty and social exclusion across the North West of Ireland.
10
In 2014-15 DCAL will create, support and oversee a new delivery body responsible for
cultural based approaches to tackling economic and social challenges in the North West.
11
By 31 March 2015, to redevelop the Showgrounds/Daisyfield playing pitches in Derry and
deliver the North Coast Sports Village in Coleraine.
Making culture, arts and leisure more accessible
12
By 31 March 2017, to increase the proportion of people in the 20% most deprived areas
participating in the arts or attending arts events from 75% to 81%. [Three year target].
13
By 31 March 2017, to increase the proportion of people in the 20% most deprived areas
attending museums from 42% to 48%. [Three year target].
14
By 31 March 2017, to increase the proportion of people in the 20% most deprived areas
participating in sport from 46% to 52%. [Three year target].
15
By 31 March 2017, to increase the proportion of people in the 20% most deprived areas
using a public library from 30% to 36%. [Three year target].
Note: the above four targets are three year targets as the survey data required to measure progress
is not sensitive enough to detect annual changes. Periodic monitoring to March 2017 will include the
monitoring of specific programmes and projects aimed at increasing accessibility.
16
By 31 March 2015, to attract 17,760 visits to PRONI and 13.5 million page views on the
PRONI website.
Promoting and supporting our cultural identity
17
18
By 31 March 2015, to have in place:
a)
Draft proposals for an Irish Language Act;
b)
A strategy to enhance and protect the development of the Irish language; and
c)
A strategy to enhance and develop the Ulster-Scots language, heritage and culture.
Throughout 2014-15, to facilitate progress towards the achievement of key milestones in the
Gaeltacht Quarter Action Plan:
a)
Agree and establish a formal programme management structure by 30 April 2014;
b)
Start the Handball building project by 30 April 2014;
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c)
Secure agreement to the Lionra Uladh Project Business Case from the various
funders by 30 September 2014;
d)
To contribute to the refurbishment of the Cumann Chluain Árd educational
community facility by 31 March 2015;
e)
Develop a business case for the Spórtlann Project by 30 September 2014.
19
By 30 September 2014, an Ulster-Scots Hub and Visitor Centre to open in Cathedral Quarter
Belfast.
20
The Ulster-Scots and Irish Language academies to be progressed by 31 March 2015.
21
By 31 March 2015, to promote good relations through the Cultural Awareness Strategy by
supporting 25 events delivered by Grand Lodge of Ireland and the Gaelic Athletic
Association.
22
Throughout 2014-15, all relevant business areas and ALBs to support the delivery and
coordinated promotion of appropriate exhibitions, events and inclusive community
engagement initiatives with regard to significant anniversaries within the Decade of
Centenaries, including the First World War.
Promoting and supporting lifelong learning
23
24
Through all arm’s length bodies, to make available opportunities for lifelong learning for
everyone, including:
a)
15,000 children to participate in LNI’s Summer Reading Challenge;
b)
300 adult reader development activities;
c)
80,000 participants on organised learning visits to museums;
d)
1,600 participants at Armagh Observatory and Planetarium STEAM events.
PRONI will host 40 organised learning visits from community groups.
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Promoting and supporting excellence in service delivery
25
By 31 March 2015, PRONI to develop a repository to preserve digital records for the next
generation.
26
By 31 March 2015, PRONI to publish on line at least one additional or expanded digital
application.
27
By 31 March 2015, PRONI to address positively all Freedom of Information requests for
conflict related information.
28
By 31 March 2015, PRONI will review the Public Use of the Record (Management and Fees)
Rules (NI) 2009 and bring forward proposals to update them.
29
By 31 March 2015, Inland Fisheries Group to implement new salmon conservation legislation.
30
Throughout 2014-15, to provide expert assistance to at least 10 councils, community groups,
government departments or developers to develop place making proposals which specifically
promote equality and/or tackle poverty and social exclusion.
Use of social clauses in procurement
31
Throughout 2014-15 to include social clauses in public procurement contracts for supplies,
services and construction and, where appropriate, social benefits in grant funded
programmes.
Enhancing north-south links
32
By 31 March 2015, to support an all-Ireland Líofa campaign.
33
By 31 March 2015, to develop a scoping study for an all-Ireland electronic licensing project
for the angling sector in partnership with the Loughs Agency and Inland Fisheries Ireland.
34
By 31 March 2015, through Waterways Ireland, to develop and implement a prioritised
management, maintenance and infrastructure upgrade programme.
17 | P a g e
Working in Partnership
35
By 31 March 2015, to have completed the review of DCAL ALBs and identified opportunities
to improve efficiency and effectiveness through shared services and enhanced engagement.
36
Throughout 2014-15, to contribute fully to the Programme for Government, the NI Economic
Strategy, the NI Draft Innovation Strategy, Delivering Social Change, Together Building a
United Community and to all other cross-departmental initiatives of relevance to DCAL.
37
Throughout 2014-15, to further develop strategic alliances with external organisations to
enhance delivery of culture, arts and leisure.
Internal Processes
38
To achieve overall satisfactory assurance rating from DCAL Internal Audit for the 2014-15
year for inclusion in governance statement, supported by appropriate assurances from ALBs
through the assurance process throughout the 2014-15 year.
39
By 31 March 2015, to have achieved between 99-100% spend against budget to ensure
maximum delivery of Departmental priorities.
40
Throughout 2014-15, to maximise the opportunities in the 2015-16 budget exercise and
secure a budget settlement to ensure DCAL can contribute to deliver and build on the
achievement of its key priorities.
41
By 31 March 2015 to work with NI Direct to complete a detailed scoping and business case
exercise in relation to the online provision of fishing licences and permits, with a view to
implementing an online platform by 31 March 2016.
Organisational Learning and Growth and Human Resources
42
By 31 March 2015, to roll-out the DCAL Leadership Programme to all staff.
43
To secure IiP re-accreditation by April 2014.
44
By 31 March 2015 to achieve an average sickness absence rate of 6.5 days sickness absence
per employee.
18 | P a g e
Resources
The 2010 Comprehensive Spending Review (CSR), which heralded Government spending cuts
amongst the most severe in a generation, sets the context for DCAL’s spending plans in the period
2011-15.
At the start of 2014-15, the final year in the CSR period, pressures on DCAL’s budget continue to be
acute, and look set to remain this way even into the next CSR period. The DCAL Board continues to
regularly monitor spend across all business areas to ensure that resources are optimally allocated,
and in particular that identified priorities are sufficiently resourced.
DCAL’s Corporate Plan 2011-15 indicated that current expenditure to be made in 2014-15 would be
£104.25 million and capital investment to be made in 2014-15 would be £77.56 million.
Opening Allocations
The opening allocations for 2014-15 are:
Spending Area
Arts
Museums
Libraries NI
Sport (including regional stadiums)
Cultural Policy
Inland Fisheries and Waterways
North/South Body – Languages
North/South Body – Waterways Ireland
Public Record Office
Total
Current Expenditure
2014-15
Capital Investment
2014-15
£m
16.63
18.98
33.86
13.58
0.93
6.17
£m
6.38
5.23
4.55
106.31
£m
0.25
0.49
2.60
86.64
0.00
0.04
0.00
0.25
0.06
90.33
19 | P a g e
Planned Activities 2014-15
This section describes in greater detail the areas of work being taken forward across DCAL and its
arm’s length bodies.
Stadiums
It is expected that construction work will be underway at Casement Park and Windsor Park in 201415 and construction and the fit-out of the Educational and Heritage Centre will be completed at
Ravenhill in the autumn. DCAL recognises that the Stadium Development Programme is not just
about sport and the benefits associated with sport. It is also about maximising social opportunities
around major capital investments. The contracts for Ravenhill, Windsor Park and Casement Park
embed social clauses and strategies to ensure wider social, economic and community returns,
ranging from job opportunities for the long term unemployed and apprenticeships for young people
looking for work experience in the construction industry to the provision of community facilities.
The Ulster Council of the Gaelic Athletic Association, the Ulster Branch of the Irish Rugby Football
Union and the Irish Football Association have each been allocated £1.5m over a 3-year period
through DCAL’s Promoting Equality, Tackling Poverty & Social Exclusion through Sport Programme to
implement a series of educational and outreach programmes aimed at promoting equality and
tackling poverty. The three sports are working in areas and with sectors that have previously not
participated in rugby, soccer or GAA.
The Executive agreed [in 2010] that funding for sub-regional stadia would be a priority in the next
Comprehensive Spending Review period. DCAL will undertake preliminary work on the shape and
form of a programme in this area. Progress on the programme is dependent on Executive funding.
Sport
In the year ahead DCAL will aim to progress delivery of the remaining outstanding Sport Matters
targets. DCAL will support Sport NI in the ongoing delivery of the Active People strategic priority. The
Activ8, Active Communities and Active Schools programmes will continue to encourage lifelong and
sustained participation in sport and physical recreation. These programmes will be targeted at
deprived communities and under-represented groups. The Awards for Sport programme will
prioritise assistance to clubs and organisations based in areas of high social need.
DCAL will take forward a signature sports programme in interface areas to impact positively in terms
of the priorities of the Executive’s Together: Building a United Community strategy. Support for our
talented able-bodied and disabled athletes will continue and athletes supported through this
investment will undertake volunteer days, in particular in areas of greatest need. A strategy for the
development of association football at sub-regional level is being developed.
Projects and programmes will be delivered to maximise benefits for areas of greatest need. For
example, Sport NI’s Coaching Education initiative will specifically seek to increase the number of
people from areas of greatest need attending the Sport NI Coach Education Workshops, whilst Sport
20 | P a g e
NI’s Club Leaders Programme will target the development of business skills in sports clubs in areas of
greatest social need. With regard to boxing, DCAL will continue to work with the boxing fraternity to
establish a far-reaching developmental strategy for the sport and to back this up with much needed
immediate investment through the Boxing Investment Programme. DCAL will also take forward the
legacy from the 2012 Olympic and Paralympic Games and the World Police and Fire Games 2013.
Libraries
Libraries NI will continue to prioritise its resources to encourage new users from areas of social
deprivation to make use of the wide range of facilities and activities on offer, whilst at the same time
provide a service for everyone.
The needs of those in rural communities will continue to be at the forefront of Libraries NI’s outreach
programme and a Mobile Library Strategy will be implemented. In 2014-15 the successful Health in
Mind programme will be extended and 180 sessions will be delivered.
The delivery of improved IT services will continue to be one of the primary strands of the work of
libraries both through the roll-out of the £28 million e2 project and through a continued focus on the
delivery of Got IT? sessions to address digital exclusion issues for those in disadvantaged
communities.
Collaborative work with partnership organisations continues to form a significant strand of Libraries
NI’s programme of work in the coming year. This work will include engagement with PRONI, National
Museums, NI Museums Council, Foras na Gaelige, Ulster Scots Agency, Arts Council and other
agencies and groups. This engagement will result in the delivery of educational talks, exhibitions,
promotional reading, local access to the arts and resource sharing. All of these are key to supporting
and promoting our cultural heritage.
Museums
In 2014-15, there will continue to be an increased focus on the ability of our museums and other
‘heritage’ offerings such as the Armagh Observatory and Planetarium to engage with, and help, those
living in poverty or need.
In the forthcoming year NMNI, with the support of DCAL, will continue to develop innovative
outreach work programmes. In addition NMNI will develop affordable opportunities for school
children to attend museums and a further strand of NMNI’s work will centre on lifelong learning.
There will also be a focus on facilitating the increase of access to collections.
In 2014-15, NMNI will create employment opportunities by the creation of volunteering
opportunities and internships. In addition NMNI will create work placements for people through
Steps to Work, student work experience placements and NEET placements. There will also be
apprenticeship opportunities in traditional skills. It is expected that around 60 people will benefit
from these opportunities.
At a local level, the NI Museums Council will recruit and train 10 people from diverse backgrounds to
use museum collections as a tool to connect communities with their heritage. Promotion of the
21 | P a g e
STEM agenda will continue to be a priority throughout the museum sector, the Armagh Planetarium
and W5.
Inland Fisheries
In 2014-15, DCAL Inland Fisheries Group (IFG) will expand its community outreach programme, in
particular in encouraging and supporting young people, women, people with disabilities and socially
excluded groups to participate in angling.
IFG will contribute to the delivery of the Sport NI Strategic Review of Angling and progress work on
an all-Ireland licensing system in partnership with the Loughs Agency and Inland Fisheries Ireland. IFG
will also participate in joint marketing initiatives promoting the All-Ireland angling product. It will
also work towards increasing the social and economic benefits of recreational angling and
commercial fishing and will develop Fishery Management Plans for Lough Neagh and Lough Erne.
The conservation and protection of fisheries remains a key cornerstone of IFG’s strategy. IFG will
implement and monitor new salmon conservation legislation to protect stocks including the
introduction of mandatory catch and release for salmon angling and a cessation of commercial
salmon netting. IFG will roll out a new programme to strengthen its enforcement activities including
funding for private water bailiffs.
Public Record Office
PRONI’s key deliverable in 2014-15 will be a digital repository to preserve electronic records so that
they are available for the next generation. This groundbreaking work is being achieved by an inhouse team which is linked into international expertise.
PRONI records are vital to understanding the history of individuals and communities here; they are
important across these islands and internationally. Throughout 2014-15, PRONI will continue to
respond positively and sensitively to requests for personal information, and to support the Inquiry
into Historical Institutional Abuse. It will release NI Department and NIO files from 1985 and 1986,
and will facilitate CAIN (Conflict Archive on the INternet) in making material selected from these files
freely available online.
PRONI will seek to maximise access to its archival and architectural assets, promoting their use in the
creative industries, education, research, genealogy, community development, the arts and other
fields. By March 31 2015, it aims to attract 17,760 visits to PRONI and 13.5 million page views on the
PRONI website.
Building on the growing volume of digital material published online since 2010, PRONI will develop a
rolling programme to accelerate the digitisation of name-rich sources which are of significant public
interest. It will also publish selected World War 1 materials on-line. Following the purchase in 201314 of important political, estate and family papers of the Marquesses of Londonderry, PRONI will
promote understanding of this collection by expanding the catalogue and through a programme of
events.
22 | P a g e
Social Clauses
These are requirements within procurement contracts which allow the contract to provide added
social value. DCAL, as a public authority, is specifically committed to the investment of public
resources in a way which promotes sustainable economic development, maximises social returns and
targets socio-economic inequalities. DCAL’s public finances will be expended in ways that effectively
target objective social need and demonstrate DCAL’s statutory duty to promote equality of
opportunity under s.75(1) of the NI Act 1998, both in relation to the attendant (i) general statutory
duty and (ii) specific procedural duties.
By its nature, strategic spend – which covers high value goods, services, and construction projects –
offers the greatest opportunity for delivering social benefits. Through careful planning and
management, significant social benefits are achievable even from smaller value contracts. DCAL and
its ALBs are committed to seeking to secure social returns from all contracts and where social
considerations/clauses are not incorporated in any contract there must be strong justification. The
use of social clauses will also be extended into grant funded programmes and projects.
Architecture and the Built Environment
The Ministerial Advisory Group (MAG) for Architecture and the Built Environment will continue to
provide advice to the Minister on the implementation and development of the policy. The priorities
for 2014-15 will include advising councils and government departments on achieving excellence in
design; community planning; civic stewardship; place making; sustainable development; conserving
the built and natural heritage; promoting quality places and landscapes; and improving the urban
environment.
Arts
DCAL is currently working on developing an Arts and Culture Strategy on the potential of the arts and
culture sector as a driver for the achievement of broader social and economic goals such as social
inclusion and cohesion, urban regeneration, tourism, inward investment, employment, development
of high added value creative industries, education and health.
In 2014-15, a Creative Employment Scheme will be introduced aimed at encouraging young talented
people not in education, employment or training to develop their skills and obtain employment in
the creative sector; communities will be supported to develop public artworks through the ‘Building
Peace through the Arts: Re-Imaging Programme’; an arts and mental health initiative will be piloted
with the Public Health Agency in areas of high-risk aimed at reducing the level of suicide and selfharming; and the successful Test Drive the Arts initiative will continue to offer opportunities to
experience the arts for people who could not otherwise avail of the opportunity.
Other programmes which will be delivered in 2014-15 include The Arts and Older People programme,
support for over 70 community-based projects and extending the Test Drive the Arts initiative from a
baseline of 10,000 to 20,000 offering people who could not otherwise avail of the opportunity to
attend an arts event, to those areas deemed to be ‘cold spots’ for the arts, particularly rural areas.
23 | P a g e
DCAL will continue to support NI Screen in its delivery of benefits to those living in deprived areas
through initiatives such as the After School Film Clubs, the Creative Learning Centres, Belfast Film
Festival and Digital Film Archive.
Líofa
DCAL will continue to promote Líofa in 2014-15 and expect the number of participants to pass
10,000. The Bursary Scheme will be repeated in 2014-15 and support will be offered for up to 100
individuals to enhance their linguistic development in the Donegal Gaeltacht. A Líofa website will be
launched in 2014-15 and a significant advertising campaign profiling the diversity and inclusiveness of
the Irish Language will be delivered.
Gaeltacht Quarter
In 2014-15, officials will continue to work on achieving the actions in the Gaeltacht Quarter Action
Plan, including the completion of the Handball Building project, facilitating the Líonra Uladh project
and completing a business case for the Spórtlann Project.
Irish Language and Ulster Scots Language, Heritage and Culture Strategies
The key objective for 2014-15 will be to establish the structures for implementing the Strategy to
Enhance and Protect the Development of the Irish Language and the Strategy to Enhance and
Develop the Ulster Scots Language, Heritage and Culture. This will require cross departmental cooperation with DCAL in the lead.
Foras na Gaeilge
In 2014-15 Foras na Gaeilge will support six lead organisations in specific operational areas including
education, awareness raising, support and networks, community and economic development, and
opportunities for use of Irish. The lead organisations will come together with Foras na Gaeilge in a
Partnership Forum and, in addition, a Language Development Forum will be established.
Ulster-Scots Agency
The Ulster-Scots Agency, from their new headquarters, will continue to promote the study,
conservation and development of Ulster-Scots. Amongst the work the Agency will be taking forward
will be two major east-west showcases in Scotland, the east-west twinning of two primary schools,
and developing a WW1 themed exhibition in Co Cavan. There will also be development of a
North/South/East/West Bruce Heritage Trail and other activities relating to the commemoration of
WW1.
24 | P a g e
Ministerial Advisory Group – Ulster-Scots Academy (MAGUS)
In 2014-15 the MAGUS will work to progress the creation of an Ulster Scots Academy by end March
2015. The MAGUS will also lead implementation of the new Ulster-Scots Hub and Visitors Centre in
Cathedral Quarter Belfast, the opening of which is planned for September 2014.
The MAGUS will continue to support research and development activity throughout the year into
Ulster-Scots history, heritage and culture, particularly through strategic partnerships with key
research, public sector and community organisations.
Sign Language Partnership Group
The Sign Language Partnership Group will continue its contribution to tackling the high rates of
inequality, poverty and social exclusion among the Deaf community. Particular priorities for 2014-15
will be building capacity to enable all public services to become accessible to Deaf people and
building capacity to have sign language recognised officially as a ‘’linguistic and cultural minority’’
language in order to develop policy to ensure continued provision of funding and services for the
Deaf community.
Cultural Awareness Strategy
In 2014-15 DCAL will continue to work with the Gaelic Athletic Association (GAA) and The Grand
Orange Lodge of Ireland (GOLI) to deliver the objectives of the Cultural Awareness Strategy. This
includes an outreach and engagement programme that enables both organisations to jointly reach
out to all sections of the community with the aim of reducing distrust and misunderstanding by
building understanding of each others’ cultural traditions and contributing towards a shared and
better future. Targets for 2014-15 will be agreed with both organisations following an assessment of
2013-14 outcomes.
Waterways
In partnership with government departments, local authorities and the voluntary and community
sector, DCAL will continue to maintain and develop the recreational and navigational potential of our
inland waterways. This will include the promotion of the facilities at DCAL’s inland waterways sites
for a range of activities including walking, jogging, canoeing and cycling to all sections of the
community free of charge.
In 2014-15, Waterways Ireland will be developing and implementing a prioritised management and
maintenance programme for the waterways, focussing on the areas and times of greatest use. A
prioritised programme of infrastructural upgrade and restoration will also be delivered.
25 | P a g e
All-Ireland Working
DCAL will continue to look for opportunities to strengthen north-south co-operation across its range
of activities. The list of current and recent projects involving north-south collaboration is too long to
list in its entirety but the following examples illustrate how collaborative activities are to be found
right across DCAL and its ALBs:













Provision of services to athletes and coaches
Active Flag initiative promoting sports
participation
Support of all-Ireland sports governing bodies
Irish Pages promoting Irish writing
Kid’s Own Publishing initiative
National Chamber Choir
Irish Language Broadcasting Fund
Cross-border mobile library
All-Ireland library card
North-South annual library conference
Dialogues Through Literature reading groups
project
NMNI and Tourism Ireland partnership
Ulster American Folk Park schools programme
linking with the curriculum in the south








NMNI collection loans to institutions in the
south
Armagh Observatory cross- border primary
sector teacher training workshops
Armagh Planetarium portable star dome
PRONI participation with Universities
Historians Ireland and with the Open
University Ireland
PRONI participation in The Gathering and
presentation on County Monaghan Records
PRONI exhibitions and presentations to
audiences in the south
PRONI Director is ex-officio member of the
Irish Manuscripts Commission
Inland Fisheries Group liaison with the
Department of Communication, Energy and
Natural Resources, Inland Fisheries Ireland
and the Loughs Agency
City of Culture Legacy
At the end of 2013, DCAL secured over £2m to promote the positive continuance of key benefits,
partnerships and momentum from the City of Culture after December 2013 and to invest in the
development of modern sports facilities. Supported projects will include strategic investment to
sports facility development, music projects, digital projects, literacy skills projects, community
projects delivered under Community Cultural Strategies developed for neighbourhood renewal areas.
In addition a creative voucher scheme, which includes a focus on stimulating new creative
collaborations in the North West, will be piloted and expansion of the Nerve Centre’s Fab Lab with a
wider North West emphasis will be supported.
DCAL intends to make a bid to the Executive for funding for the 2014-15 financial year to support
ongoing and new interventions which maximise City of Culture benefits across the North West of
Ireland in tackling poverty, social exclusion and inequality.
Capital funding will also be provided in respect of Daisyfield sports pitches and ancillary facilities in
Derry. The funding will support the provision of digital and creative industries skills, coaching, and
opportunities aimed at talented young people and athletes to develop their skills. These
opportunities will be open to all communities and young people will be able to learn and excel
together.
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Together: Building a United Community
The Executive’s Strategy document Together: Building a United Community (TBUC) represents a key
building block in the implementation of the Programme for Government 2011-2015 and reflects the
Executive’s commitment to improving community relations and building a united and shared society.
DCAL has secured significant capital funding under the TBUC initiative in respect of the Regional
Stadiums Programme. This investment will help fund the construction work and in addition will help
provide new education, heritage and community facilities at Ravenhill, Casement Park and Windsor
Park which, building on existing cross-community initiatives rolled out by the three sport governing
bodies, will help support initiatives which will contribute to building a united community.
DCAL is currently developing a programme which will be aimed at 11-16 year olds and will involve
local sports clubs and resources partnering up and providing cross-community sporting activities and
facilities. The programme will also provide a vehicle for engagement with other stakeholders,
including the sport governing bodies, PSNI, district councils, local community organisations and the
wider culture, arts and leisure base.
Programmes and activities will be concentrated in Action Zones and will be tailored to deliver the
maximum opportunities for young people to become more active, healthier, and more creative and
to provide them with skills and learning opportunities that will increase their future employability
chances and allow them to participate fully in economic, social and cultural life, thereby removing
the barriers to societal engagement with a focus on women, disabled people and other marginalised
groups.
DCAL Learning Strategy
The key aim of the DCAL Learning Strategy is to contribute to and support the creativity and lifelong
learning agenda. The Department and its ALBs provide a wide range of lifelong learning opportunities
from informal skills development to those linked to the curriculum and STEM/STEAM agenda using
its unique culture, arts and leisure resource.
The DCAL Learning Forum meets regularly and is representative of all the ALBs. It provides a means
to share and disseminate good practice, information and ideas and to promote effective links and
working partnerships between other organisations. In the summer of 2013 DCAL hosted its first
annual Learning Awards to celebrate the work of the ALBs.
In 2014-15 the Strategy, while continuing to promote quality assurance and high quality learning, will
focus more fervently on promoting social inclusion. In addition, the Learning Forum will become
increasingly more widely based to involve other agencies, DCAL officials, government departments
and representatives from the community and voluntary sectors. The Strategy will build on the work
of linking with higher education in procuring placements for graduates within DCAL’s ALBs to work on
specific educational projects. Further, the 2014 Learning Awards with be held to celebrate and
recognise specific projects across the ALBs which have focussed on addressing social exclusion.
27 | P a g e
Other Issues
Review of Arm’s Length Bodies
The review is expected to be completed early in 2014 and will provide an analysis and
recommendations for future delivery options for each ALB. In addition the review team will examine
the potential for shared services across our ALBs.
EU Engagement
DCAL takes a co-ordinated and proactive approach to maximising EU funding opportunities, with a
focus on providing support for our delivery bodies and third party funded organisations to access
funding directly. This approach involves identifying funding opportunities, aligning policy and
objectives with the availability of funding, and building networks of contacts to ensure DCAL has
visibility in the EU landscape. DCAL is currently developing an EU Balanced Scorecard which will help
enhance EU engagement.
Research
The DCAL Research Programme 2014-15 has been developed in order to align with the overarching
Departmental aim. Research projects are centred around themes that are linked to promoting
equality and tackling poverty and social exclusion. The programme aims to strengthen the link that
exists between research, policy development and service delivery within DCAL and to enhance the
evidence base for the impact DCAL has on promoting equality and tackling poverty and social
exclusion. Research publications are available on the DCAL Research and Statistics website.
Digital Transformation – ‘16 by 16’
Under the Programme for Government commitment to improve online access to government
services, DCAL is signed up to the digital transformation initiative ‘16 by 16’. This initiative covers key
citizen services across government, one of which - the provision of fishing licences and permits – falls
under DCAL’s responsibility. Over the course of 2014-15, DCAL’s Inland Fisheries Group will be
working with the NI Direct team to complete a detailed scoping and business case exercise in relation
to online provision of its fishing licences and permits, with a view to implementing an online platform
by March 2016. Further information on the ’16 by 16’ initiative can be found in Annex D.
Availability of Funding
At the time of writing (February 2014), the budget for 2014-15 has not yet been finalised and all of
the planned activities outlined in this section (and those reflected in our targets) are ultimately
subject to resources being available.
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Monitoring Performance
An internal monitoring paper, detailing progress (on a red-amber-green scale) against all targets in
DCAL’s Business Plan is produced quarterly. The monitoring paper is made up of returns completed
by each business area in DCAL. Each target in the monitoring paper is clearly defined, is accompanied
by key actions, and is assigned to a lead official.
The monitoring paper is forwarded to the Departmental Board for scrutiny. The Board examines in
detail progress against each target and if necessary seek clarification on progress from the relevant
Director. In cases where the Board has concerns about the delivery of a target, the Board can request
that a formal report is provided by the relevant business area. In cases where there are serious
concerns about target delivery, the Board can directly intervene to ensure that the target is met.
Progress against the measures and targets listed in DCAL’s Business Plan will be reported on in the
DCAL Resource Accounts for the Year Ended 31 March 2015, to be published in July 2015.
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Annex A – Linkages to the PfG
Schematic Representation of DCAL and the Programme for Government
1
PfG
Priorities
Growing a
sustainable
economy and
investing in
the future
Key
Commitments
Support 200
projects through
the Creative
Industries
Innovation Fund
Provide financial
support to
City of Culture 2013
Building
Blocks
[policies/plans/
strategies]
2
Creating
opportunities
tackling
disadvantage
and improving
health and
wellbeing
3
Protecting our
people, the
environment
and creating
safer
communities
Deliver a range of
measures to
tackle poverty
and social
exclusion through
the Delivering
Social Change
delivery
framework
4
5
Building a
strong and
shared
community
Delivering high
quality and
efficient
public services
Develop sports
stadiums as
agreed with the
IFA, GAA and
Ulster Rugby
Include Social
Clauses in
public
procurement
contracts
Host the World
Police and Fire
Games 2013
Creative Industries
Salmon and Eel
Annual Funding
Modernisation of
Innovation Fund
Management Plans
Programme (Arts)
Public Library
World Police and
Strategy for Sport
Service
Fire Games 2013
and Physical
Recreation
- DCAL leads
Arts and Older
People Strategy
Strategy for the
Irish Language
Strategy for
Ulster Scots
Language, Heritage
and Culture
Northern Ireland
Museums Policy
Building
Economic Strategy
Blocks
[policies/plans/ Investment Strategy
strategies]
- DCAL
contributes
Equality and Good
Strategy
Relations
NI Direct
Strategy
Water Framework
Programme
Review of Public
Health and
Directive
Volunteering
Administration
Social Care
Strategy
Cohesion, Sharing
Development
Bamford Review
Neighbourhood
and Integration
Strategy
Tourism Strategy
10 Year Strategy for
Children and
Young People
Older Peoples'
Strategy
Racial Equality
Strategy
Gender Equality
Strategy
Sexual Orientation
Action Plan
Renewal
Strategy
Corporate
Governance
Code
Science, Technology,
Engineering
Investing for Health
Sustainable
Development
Strategy
Principles
Biodiversity
Social Inclusion
Regional
Success through
Underpinning
Anti-Poverty and
EQUALITY OF OPPORTUNITY
SUSTAINABILITY
30 | P a g e
Annex B – Examples of Deliverables
A selection of smaller scale deliverables for 2014-15
Activ8 – 20% of the 350 participating schools to be from the areas of greatest need
116 Active Communities Coaches to be supported
230 grassroot community sport projects
At least 10 primary schools to host the ‘5 Star Challenge’ in partnership with Disability Sport
30 improved community boxing facilities
Coach Education Workshops for 1,200 people, to include 275 from areas of greatest need
World class athletes to provide volunteer days, particularly in areas of greatest need
180 Health in Mind sessions
Regular Rhythm and Rhyme sessions in 85% of libraries
2,500 Got IT sessions
9,000 visits to museums for school children from the most deprived areas
STEAM/STEM programmes at museums for 10,000 people
Museums on the Move collection awareness sessions in local libraries and community centres
30 volunteering opportunities, 12 school-age work experience placements, 5 placements for
undergraduates and unemployed graduates; 15 placements for unemployed people
Support for sign language projects
Support for the Líofa initiative
Provide 100 places on the Gaeltacht Bursary Scheme
Invest in key waterway locations to enhance recreational use of our waterways
At least 6 roadshows raising awareness of the value and potential of culture, arts and leisure to address
economic and social disadvantage
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Annex C - DCAL in Numbers
1
£329 million
estimated Gross Value Added (GVA) for the creative industries sector .
£110 million
budget for the Regional Stadium Programme
13 million
page views on PRONI website in the last year
904,086
visits have taken place in NMNI museums in the last year .
404,110
visits to 8,192 performances of arts events in 2012 at 31 ticketed festivals and venues, equating
3
to just over 1.25m tickets sold worth just over £18.5m .
302,386
people were active users of libraries at 31 March 2012 .
25,211
angling licences were issued by DCAL in 2011. There were also 18,530 DCAL permits sold .
7,065
athletes took part in the WPFG in 2013. There were also 3,339 volunteers, with 220 of them from
6
Neighbourhood Renewal Areas .
7,000
young people had access to music learning and participation through The Music Promise, Musical
7
Pathways project for 3-8yr olds through the City of Culture .
5,121
new visitors registered in PRONI in 2012-13 with 16,619 visits from new and existing visitors .
6,577
people are registered with the Líofa challenge .
1,804
rod licences were checked in DCAL PAE waters. In total, there were 91 illegal fishing nets seized
5
with a total length of 48,699 metres .
539
grants were paid out to individuals, clubs and organisations by Sport NI in 2012-13 .
302
businesses received a total of over £5 million through the Creative Industries Innovation Fund,
11
which aims to stimulate innovation, R&D and creativity .
250
people from areas of greatest need attended Coach Education Workshops in the last year
229
extended schools were involved in FilmClub in 2012-13 .
90%
of adults have engaged in culture, arts and leisure in the last year .
70
opportunities for employment for the long-term unemployed and 47 apprenticeship
opportunities will be created over a three year period from 2013-2016 through the building of
14
the three stadiums .
59
medals have been won by Sport NI funded athletes aged 16 or over in Commonwealth, European,
15
World and Olympic/Paralympic level in the last 12 months .
20%
of attendees at City of Culture events were resident in the top 10% of deprived areas in NI .
4
schools on average visited a National Museums Northern Ireland museum every day in 2012-13
16
with 1,529 visiting in the whole year .
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
2
4
5
8
9
10
12
13
7
Creative Industries Economic Estimates for Northern Ireland
National Museums NI Annual Report and Accounts 2012-13
Audience Review 2013
Libraries NI Annual Report and Accounts 2011-12
Digest of statistics for Salmon and Inland Fisheries in the DCAL Jurisdiction 2013
Work Police and Fire Games Evaluation report
City of Culture Evaluation report
Digest of statistics for the Public Record Office 2012/13
Líofa database accessed on 28/05/2014.
Sport Northern Ireland
Arts Council Northern Ireland
Northern Ireland Screen
Engagement in culture, arts and leisure, 2007/08-2012/13
The Integrated Supply Team Contracts (Stadiums)
Sport Northern Ireland Business Plan 2013-14
National Museums Northern Ireland
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Annex D – Digital Transformation – ‘16 by 16’
Projects
Potential ’16 by 16’ Projects
Department
Service Area
NIO
Electoral Register
DFP
Rates Collection Payments
DOE
Driving Licence Applications
DOJ
Access NI
DOJ
Legal Aid Applications
DOJ
Prison Visit Booking
DFP
Rates Rebate
DE
ESA Application for Free School Meals
DE
ESA Transfer and Open Enrolment
DRD
Roads – Employer and Public Liability Claims
DEL
Careers Appointment Service
DOJ
NICtS Fine Payments
DCAL
Fishing Licences/Permits
DE
ESA Free School Transport Applications
DARD
Grants and Subsidies (CAP Single Application Form)
DOJ
NICtS Fixed Penalties
DRD
Blue Badge
DFP
GRO Registration of Births, Deaths and Marriages
DOE
NIEA Visitor Attraction Booking
DARD
Forestry – Camping/Caravan Site Booking
PPS
Victims’ Expenses
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Feedback
If you have any comments on any aspect of our Business Plan, please send them to:
The Department of Culture, Arts and Leisure,
Causeway Exchange, 1-7 Bedford Street, Belfast BT2 7EG
Or email them to:
corporate@dcalni.gov.uk
This document is available in a large text version. Requests can be made by calling +44 028 90
515202 or by the above email.
This document is also available on DCAL’s website at:
www.dcalni.gov.uk
Lumiere, City of Culture, November 2013
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