ACTIVITY PLAN

174 TRUST DUNCAIRN CENTRE FOR ARTS AND CULTURE

20 OCTOBER 2010

turning complex problems into simple solutions

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WHEREWEARENOW
174Trust DuncairnPresbyterianChurchandNorthBelfast Audiences Activities

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INVOLVINGPEOPLE
StrategicFit OverviewofActivities FitwithHeritageLotteryAims ManagementoftheProject Impacton174Trust SummaryBudget

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ACTIONPLAN APPENDICES
ListofPotentialStakeholders DraftJobDescriptionforProjectCoordinator

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1.1.1

Where We Are Now

174 Trust
174 Trust was established in 1993 as a social justice organisation founded on Christian values. Originally operating from premises at 174 Antrim Road, the Trust relocated to its current buildings in the Duncairn Complex in the Halls and Manse of the former Duncairn Presbyterian Church. The church building was built in 1862 at the height of a major revival in Northern Ireland. Substantially extended later in the century, the complex grew with the construction of the Sinclair Memorial Hall in 1914. The complex continued to serve as a focus for a congregation until 1986 when it had shrunk to such a size that the church was closed down. By the early 1990s the church was in poor condition and was then used as a second-hand furniture warehouse. At that stage it did not form part of the Trusts premises. Since its foundation, the Trust has sought to work with local people, helping them to identify and meet local needs. It provides an inclusive, non-threatening and safe environment for individuals and groups to access programmes and to be involved in a wide range of life enriching activities. As an interdenominational and non sectarian Christian community development organisation, the Trust has had a strong community relations ethos since its inception. Its work is focused on some of the most deprived parts of North Belfast including the communities of New Lodge, Lower Shankill, Lower Cliftonville and the Shore Road area. In practice, people attend events in the premises from a much wider area although the Trust concentrates its pro-active work in this smaller area. The Trust is going through a process of change and wishes to extend its good relations and other activities, meeting a wider range of social needs, modelling social justice and the development of arts and culture on a shared space basis. The former Presbyterian Church building which is the largest building in the Duncairn complex is in very poor condition although it is an important listed building which should be saved for the future. This activity plan seeks to set out how the building will be used when developed. The 174 Trust is a charitable trust registered with Inland Revenue (charity number: XN62669A/AR). The Trust has recently developed a new strategic plan which is currently in draft form. Its vision is: A strong, just and peaceful society that respects the dignity of every person.

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Its mission is: To follow Christs example by restoring hope, promoting justice and building peace.

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In its new five year Strategy, the Trust sets out its work under 4 strategic aims: To bring hope restoring hope to people we serve. To promote justice promoting justice, advocacy and support for the disadvantaged. To build peace building peace between peoples and communities. To provide leadership providing leadership for the development of a strong, just and peaceful society.

Under each of these aims The Trust highlights how it works with users at present and how it intends to work with them in future through a series of detailed objectives. These include: Provision of facilities to enable the delivery of projects by the Trust and others. Development of programmes to meet identified need. Capacity building initiatives to empower local people. Practical acts of kindness. Creating opportunities for shared dialogue, understanding of faith, culture, tradition and heritage. exploration and

Respecting and celebrating human rights of all people and communities. Valuing and supporting strangers irrespective of their identity. Providing opportunities to promote reconciliation and sustainable peace building. Building and developing networks that work towards sustainable peace. Developing and growing capacity of the leadership within 174 Trust to be a resource for the community and to provide leadership.

The Trust works with a very wide range of people at present and these are listed in detail in section 1.4.1.

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1.2.1

Duncairn Presbyterian Church and North Belfast

In 1861 the site currently occupied by the Duncairn Complex was a large field at the top of the New Lodge Road. Much of what we now know as the New Lodge community did not exist, with the lower end of the New Lodge Road being taken up the infantry barracks although Leppers' Mill was already providing employment in Leppers Street and there was considerable housing development to the eastern side of North Queen Street. A major revival or religious movement swept over Ulster in 1859. One of many outcomes across Northern Ireland was the establishment of a small meeting on a weekly basis in a house in Harding Street in the Lower New Lodge area. One of the leaders was Thomas Sinclair (Junior) of Hopefield House. His father, Thomas Sinclair (Senior), had for more than 20 years run a Sabbath School in Hopefield and as a result of the enthusiasm of this meeting suggested developing a new church. The sanction of the Belfast Presbytery was sought and led to agreement in 1860 to build the new church on the Duncairn Demesne on the current site on the Antrim Road. Building started in 1860 and by February 1862 the first minister of Duncairn was installed. Originally a T shaped church, the building was enlarged in 1871 by opening up the wall of the nave to form several arches and in 1884 a similar extension was made on the north side of the nave making it again symmetrical and able to accommodate 950 people. Over time the seating capacity of the church was reduced by the installation of an organ and later pews were removed to make a central space for observance of the sacraments including baptism. In 1914 work was started to erect a lecture hall on the site which came to be known as the Sinclair Memorial Hall. This building and the Manse, which was built concurrently with the church but enlarged in 1875, has formed the home for 174 Trust for over 15 years. The history of the building has been well documented, with a significant historical record being produced in 1962 to mark the centenary of the building. A list of the elders and committee of this time show the church as a thriving congregation both materially and spiritually. However, the seeds of the decline were perhaps evident in the addresses of some of the elders and committee who now included people travelling in from Jordanstown, Glengormley, Lisburn, Greenisland and Bangor, although the majority still lived in the surrounding area. During the 1970s and 1980s, the complexion of the area changed considerably with a substantial exodus of Protestant members of the community to outlying districts such as Newtownabbey, Carrickfergus, Lisburn, Bangor and Antrim. In common with many inner city churches, the faithful of the congregation continued to travel into the city during some of the most difficult parts of the Troubles although eventually Williamson Consulting

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numbers declined to such an extent that the church closed its doors in 1986. During the late 1980s the building declined substantially, being used as a furniture warehouse and not maintained. A combination of vandalism, general wear and tear and old age took its toll and left it in very poor condition. In the early 1990s, the 174 Trust purchased the church buildings, taking on the Manse and Halls as its premises, with long term plans to restore and develop the church. 1.2.4 The church is a significant landmark and has been an important building for many who have lived in the area over the last 148 years. It was designed by prominent architect William Barre who was also responsible for the Albert Clock, Ulster Hall and Danesfort House, which is now the US Consulate. It is one of the few shared spaces in this highly segregated and divided part of North Belfast. Its Presbyterian heritage and close proximity to both Clifton House and Clifton Cemetery (the last resting place of Mary Anne McCracken and her brother Henry Joy McCracken, famous for his role in the United Irishmen, as well as many other historically important residents of Belfast) provides an opportunity to retell the story of a time when Catholic and Dissenter were politically united. In the 1790s, North Belfast was the epicentre of United Irish support. In May 1795 McArtt's Fort on the Cavehill in North Belfast was the location for meetings of a number of prominent United Irishmen, including Russell, Neilson, Simms and McCracken, who made a solemn obligation never to desist until we have subverted the authority of England over our country and asserted our independence. As the Commander of the United Irishmen in the area, Henry Joy McCracken took part in manoeuvres in North Belfast and was passively supported by his sister Mary Anne McCracken who founded the Poor House at Clifton Street, which continues to be a major landmark in the area. She, along with other members of her Presbyterian community, campaigned against slavery and was an outspoken defender of destitute women and children. The Presbyterian community in North Belfast was also significant in the development of Belfasts industrial revolution and the opening of Duncairn Presbyterian Church in 1862 was symptomatic of that era of confidence. Thomas Sinclair was a prominent figure in the Ulster Liberal Party, which remained heir to the memory of the United Irishmen although gradually, by the time of his death in 1914, memories of the old United Irish aspiration to a brotherhood of affection between Protestant, Catholic and Dissenter had all but vanished. Clearly times have changed considerably. However, remembering and celebrating this time, through this building is an appropriate reminder of its founding community and can play a part in addressing common political and social aspirations and tackling the significant deprivation and social exclusion experienced in the area. Williamson Consulting

1.2.5

As indicated earlier, the church is in very poor condition requiring major refurbishment. The intention is that it will be completely reroofed, restoring the hardwood panelled ceiling, reinstating some stained glass windows that have been in storage and repairing and retaining others where possible. The potential to involve local people and artists in working together, to design appropriate replacements in some cases or to work on features such as mosaics, dcor and guide booklets, will be an opportunity to reinforce the aspirations for the building. Stone work will be repaired where necessary and the exterior will be restored to its original appearance. The intention is that the building will provide a feeling of space but be highly functional, offering a welcoming and inspiring facility to celebrate arts, culture and develop improved relationships. The elements of the proposed Centre for Arts and Culture will include: A ground floor cafe. A tourist information point/display area. Exhibition space. A multi-purpose room of approximately 52 sq. metres. 3 offices totalling just over 100 sq. metres. A link lobby area which will connect the church building to the existing halls and Manse. A first floor theatre seating 167 people.

The building will be designed so that the central area is full height, providing a spacious entrance and exhibition area and plenty of circulation space making this area suitable for a range of possible activities. The building will allow space for a small bookshop and reading area, performance space for music, drama and other activities and flexible space for a range of alternative purposes. In addition, office/workshop space will provide rental income from both permanent tenants and occasional use. 1.2.6 Duncairn Church has been a core feature of the Lower Antrim area for nearly 150 years. It is an attractive building which is important in creating the streetscape of the area and adding variety to an area which is otherwise dominated by terraced housing and retail frontage. Many local people probably no longer identify with it as a church as it has not performed this role for them for many years. However, there is a very strong connection to the church from other places, including overseas. A range of partner churches in Northern Ireland and in the U.S.A., both Presbyterian and Catholic, have visited the area and are enthusiastic about the initiative. On a Williamson Consulting

regular basis, Presbyterians from other countries visit the 174 Trust keen to view the church and with memories of their own involvement or the involvement of parents or other relatives. Many of these, and many who have not yet visited the church, are likely to be visitors in the future. Not only will this increase interest in the church but it will draw people from other parts of the world into North Belfast, providing support and the development of a more economically sustainable and socially viable community. The work of 174 Trust has drawn a number of VIP guests and other visitors to the complex over many years including Irish President Mary McAleese, Taoiseach Bertie Ahern, Labour Leadership contender David Milliband and Senator Paul Calvert, President of the Australian Senate. These visitors have endorsed and supported the peace building efforts of 174 Trust and are supportive of the refurbishment and reuse of the former church building. 1.2.7 The plans for the building, briefly described in section 1.2.5, have not changed significantly since the first round application to the Heritage Lottery Fund. The only addition to the plans has been a single storey lobby or link building creating a glass fronted connection between the church and the other 174 Trust buildings, namely the former manse and the Sinclair Memorial Halls. This will increase utilisation of the facility and enable it to be more flexible and therefore more suitable for a range of activities. While this document forms the activity plan for the building, the work involved in carrying this out only forms a small part of the lengthy process undertaken by 174 Trust and others in reaching the point at which a viable proposal for the building was possible. Over many years, local organisations, arts groups and other bodies have been consulted about the possible use of the building. In 1996 this led to a proposal for an Irish Cultural Centre which planned to utilise the building to mirror the activities in a similar facility in a former church in West Belfast. Ultimately this proposal failed, although the potential for the building to be used in this way remained active. In 2003 the McCracken Cultural Society (Cumann Culturtha Mhic Reachtain) proposed a 100 year lease on the building and put forward a bid for funding to develop the facility. This proposal was successful. However, members of the McCracken Cultural Society soon realised that the work involved in developing a facility of this kind was diverting them from their core purpose of delivering a successful Summer School and encouraging participation in a wide range of Irish cultural activities. Consequently, the Society pulled out of this proposal but remained supportive of doing something similar with 174 Trust. 174 Trusts work on developing the building has been ongoing since that time.

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In 1995 the 174 Trust purchased the complex, using the manse and halls as a base for its activities and with a view to the future development of the church. The Trust has worked closely with the McCracken Cultural Society and others to develop the thinking and plans for the space. A number of meetings with relevant stakeholders, including a facilitated planning meeting in December 2008 involving New Lodge Arts and the Belfast Welcome Centre, looked in detail at arts and tourism uses. A wide range of other organisations have been consulted and fed their views into the development of the current plans for the building. During summer 2010, the consultants have spoken to a range of organisations currently utilising 174 Trust buildings or stakeholders who have a relationship with the Trust. This has shown great support for the project and has influenced the contents of the activity plan, set out in detail in Section 3. As an organisation, 174 Trust has had a policy of listening to the community, users groups and other influencers and has had strong community presence in the area for many years. This approach has enabled it to understand local needs and to seek to address these through the delivery of initiatives and the provision of space for activities. The development of the former Presbyterian Church is a logical next step.

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1.3.1

Audiences
The Duncairn Complex is located at the heart of one of the most deprived communities in Northern Ireland. The recently completed Northern Ireland Multiple Deprivation Measures 2010 set out a rank of multiple deprivation measure where 1 is the most deprived and 890 is the least deprived Super Output Area. A significant proportion of the 5% most deprived wards lie around Duncairn Complex including: Crumlin 2 ranked 7th most deprived Crumlin 1 22nd most deprived Duncairn 1 19th New Lodge 1 5th New Lodge 2 14th New Lodge 3 15th Shankill 1 18th Shankill 2 6th Waterworks 1 21st

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As can be seen, deprivation spreads across both Catholic and Protestant communities of New Lodge, Shankill, Lower Cliftonville and Duncairn. The area is deeply segregated, even within apparently single identity communities, and spaces for shared activities are exceptionally few. The Duncairn Complex has proved to be one neutral venue where local Protestants and Catholics have been able to mix for many years and benefit from the same opportunities and services. 174 Trust has proactively worked on a range of good relations projects, particularly between young people in the Lower Shankill and New Lodge areas. This area remains the core catchment for the Duncairn Complex although it should be noted that an arts, cultural and community resource such as the proposed church building is likely to attract users from a much wider area. The neighbouring council wards of New Lodge, Waterworks, Duncairn and the Lower Shankill area all have communities which are more than 90% single identity and, without facilities of this kind, people may have no opportunity to meet with those who come from a different background. Such isolation usually breeds fear and suspicion and fuels sectarian tensions. 1.3.2 Currently the Duncairn Complex is used by around 800 people every week involved in a very wide range of activities which are considered in more detail in section 1.4. These include people of all ages, from different religious and ethnic backgrounds and with a wide a range of needs. The facility also currently houses the McCracken Cultural Societys Summer School which is gaining international recognition and currently attracts people from as far away as Australia and the USA. This operates within the existing church halls although the accommodation constrains development of the Societys work and is not always suitable for the purposes intended. This work will be relocated into the church building providing opportunity for the Cultural Societys work to grow, but also positively impacting on the availability of space within the rest of the complex and allow other activities for the community to grow. Over the last few years 174 Trust has worked with a range of potential stakeholders to look at how the facility might develop and grow in future. As already mentioned the McCracken Cultural Society is keen to extend its work and sees itself as a major user of the church building. The Summer School would be relocated into this building and would develop into a two week international festival. In addition, McCracken intends to develop a Halloween festival and year round weekly events and monthly concerts. McCracken intends to use the building two to three times per week for language classes, youth activities and other meetings. Currently some of these are undertaken in its own premises at 156 Antrim Road but this is found to be much too small and limits the number who can participate in Williamson Consulting

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these activities which show growing demand. A range of other existing users of the Complex have expressed an interest in the development of the facility. For instance: Sure Start which works with parents and toddlers is keen to develop drama and music therapy opportunities. Pathways, which works with young people who are being provided with alternative education out of schools, has been working on a drama project to address confidence building, literacy numeracy and other social issues and would benefit from better space to undertake these activities. Speech Matters (Stroke Association) is considering drama therapies as a means of facilitating the rehabilitation of people who have suffered from strokes.

Consultation with disability organisations shows that there is enthusiasm for having a building which is inclusive and where every user is valued for whom they are. The arts are seen as an important way of enabling people to express themselves and to gain confidence. In particular, a cafe facility is seen as a potential location where adults with learning disabilities could play a part in running this business, working with local people and others in the provision of refreshments. 1.3.4 It is recognised that the Centre for Arts and Culture needs to be designed and utilised in a way that maximises any potential to involve all sections of the community. It is 174 Trusts wish that the building will be inclusive, supportive and welcoming to all. Creating awareness of different and shared cultures is a key aspect of this. The area has seen a substantial growth in interest in the Irish language with the establishment of two Irish primary schools in the immediate area and the success of the McCracken Summer School. People from the Protestant/Unionist community have shown interest in being exposed to Irish culture in a non threatening manner and in having the opportunity to display and discuss their own culture and history. The hall within the Duncairn Complex has accommodated shared cultural musical events in the past and this work will be developed within the church building. Furthermore, North Belfast is an area where interest in local history is at its highest. The work of the Glenravel History Project and others has created awareness of the importance of many historical buildings and locations in the area. The redevelopment of the church building provides an opportunity to showcase some of this history and to provide a shared location for access to heritage and historical information in both communities.

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1.4
1.4.1

Activities
174 Trust sets out to identify and meet local needs and to provide space for other organisations to meet local needs in an inclusive and non threatening environment. Over a number of years the Trust has developed the Duncairn Complex into a neutral and safe space for individuals and groups from all sections of the community to access programmes. The Trust carries out a range of local community based work including: An 18 place pre-school playgroup. A Parent and Toddler Group 18 place after school club. A disability project with clubs running on 3 nights per week for young children, teens and adults. 2 young carers projects and advocacy support. Connect Youth Project working with at risk young people from the Lower Shankill and New Lodge.

All of these projects are open to the whole community, although some are pro-actively run as good relations activities seeking to increase understanding and respect for other communities, beliefs and cultures. Increasingly the growing minority ethnic community also forms part of this and developing respect of a range of new traditions will play a part in this work. 174 Trust works with a wide range of other stakeholder organisations, including a number of faith based organisations, and provides a regional focus by developing its model of faith based community development and community relations work in an area of high social deprivation. 174 Trust actively seeks to spread awareness of this model and encourages other faith based organisations to tackle these challenges. The Director and Good Relations Officer work with a number of initiatives aimed at bringing nationalists and unionists together. These include the North Belfast Conflict Transformation Forum and the Presbyterian Churches (Preparing Youth for Peace). The Director is also involved in conflict resolution work with former Republican and Loyalist combatants from Belfast and Derry/Londonderry. Its community relations work is financial supported through the International Fund for Irelands Community Bridges Programme. Within the Duncairn Complex, the 174 Trust provides space and encouragement to a range of organisations seeking to meet the needs of the community in general. Currently these include:

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Alcoholics Anonymous and Al Anon. Pathways alternative education initiative for young people who cannot attend school. Speech Matters providing therapy and support for stroke victims. Headway providing therapy and support of victims of head trauma. Naiscoil Mhic Reachtain Irish language nursery school. Sure Start Parents and Toddlers Group. Seniors Saturday Social runs a Tea Dance on Saturday evenings for around 100 older people. A number of Christian groups have use of the facility English as a Second Language classes. Asbergers Support Group for parents. Asbergers Youth Club. Belfast Amateur Boxing Club. The McCracken Cultural Society.

174 Trust engages with a wide range of stakeholders, including its existing user groups and delivery partners, on an ongoing basis. Feedback is a continuous informal process facilitating organisations to articulate their needs and enabling 174 Trust, in discussion with the local community, to reflect to these organisations and to its own staff local needs, wishes and aspirations. A range of user groups were consulted as a part of this activity plan process and many highlighted the importance of having a suitable neutral location where they could deliver their services. A number indicated that the current space had limitations, particularly for activities such as drama or arts, which would eventually relocate into the Centre for Arts and Culture. User groups are generally very happy with their relationship with 174 Trust and with the location of the Complex. Without exception, all felt that the development of the church would improve the facility for them, even if it only meant occasional access to large activity spaces and the availability of a cafe on site. Over many years 174 Trust has informally worked with a very wide range of stakeholders including those who use the Centre and others who may participate in activities in future. This very wide range of contacts offers a basis for developing a comprehensive programme in the church, once refurbished. However, 174 Trusts priority has been, and will continue to be, Williamson Consulting

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to ensure that local people achieve maximum benefit from its services. To this end it plans to involve a very wide range of people at all stages, prioritising local residents, in its future plans. The detailed action plan set out in section 3 indicates how 174 Trust will ensure that local people and all sections of the community benefit from the new facility.

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2.
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2.1.1

Involving People
Strategic Fit
The 174 Trust is a social justice organisation founded on Christian values. It recognises that social justice requires confidence, skills and resources. Its work with local people has always sought to identify local needs in partnership with the community and to seek ways to address these needs. The Trusts mission, as set out in its new strategic plan and the principles laid out there, require it to work in collaboration and partnership, to bring hope and encourage tolerance and respect. Each of its four strategic aims can be addressed to some extent within the proposed plans: The refurbishment of this building, which has lain vacant for many years, will bring some hope to the area as it improves peoples understanding of the value of their area and their heritage and creates a venue where they can participate in positive activities. By creating opportunities for those who may previously have been excluded from, or reluctant to participate in, arts, cultural or community activities, the Centre will promote justice and create opportunities as intended. 174 Trust has been involved in peace building work for many years. An important role for the refurbished church will be to provide opportunities to share history and culture, thereby increasing understanding of difference and playing a part in building peace. The Trust seeks to provide leadership and has already demonstrated this in many ways. Its recognition of the difficulties facing inner city communities in North Belfast and the provision of a venue to express needs, build confidence and develop leadership will play a key part in achieving this aim.

Each of these aims has a number of specific objectives that can and will be addressed through the refurbished church: The provision of additional facilities and space will enable the delivery of a wider range of services and activities. The arts and cultural programme within the building will create the opportunity for capacity building and provide a focal point for the local community.

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The programme offers opportunities for people to hear the voice of others and consider their perspective, to explore and understand different expressions of faith, culture, tradition and heritage and hopefully lead to greater respect for all. Through arts, history and cultural programmes dialogue, in and between local communities and in and between communities of faith, will be increased. The refurbishment of the remaining unusable building on the Duncairn Complex will provide an important focus for the community and will enable 174 Trust to demonstrate its leadership in addressing local issues and create a model for the community and the wider faith community.

2.1.2

The principles and policies set out by 174 Trust in its constitution and new strategic plan will guide the delivery of the church refurbishment project and ultimately influence how it is run and managed. These principles and policies will include: The need to fully involve local people and other users in designing a programme of activity and in the operation of the building. The need to promote respect for diversity in all aspects of programming and to ensure that the programmes reflect and respect all cultures and belief systems in the area. Understanding where the community has come from will play a part in influencing how it takes forward a positive and shared future. An inclusive approach will ensure all users, irrespective of their religious or political identity; disability or other factor will be able to play a key role in the development of programmes, in participating in projects and influencing the operation of the Centre.

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2.2.1

Overview of Activities
The ground floor of the Centre for Arts and Culture will have a central full height exhibition area which will greet visitors coming through the main entrance. This will lead through to a Tourist Information Point and Welcome Area which will also provide information on the building and access to information on the history of North Belfast and other points of interest to visitors. The rear of the ground floor will provide a cafe area able to accommodate around 50 people inside the building with a further outside area with the capacity to accommodate an additional 25 - 30 people. The remaining ground floor space will be taken up with office accommodation/activity rooms. The upper floor of the building provides a Williamson Consulting

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theatre space, further offices and an additional exhibition space. elements in detail are:

The

Theatre this is to the rear of the building on the first floor and can accommodate 167 people. It is expected to be utilised for a very wide range of activities including formal drama, dance, talks, seminars and other activities. Cafe this occupies an area of around 165 sq. metres and can accommodate approximately 50 covers plus a further 25 - 30 outside spaces in good weather. There are very few cafes or restaurants in the area and none are open in the evening. Consideration is currently being given to running the cafe in conjunction with an organisation which works with adults with learning disabilities, with a view to providing employment and work experience. Tourist Information Point this occupies a space of approximately 33 sq. metres but could be extended into the exhibition area for specific purposes. It is expected that this will also be used as a means of providing orientation information for visitors to the facility and perhaps to incorporate ticket sales or other activities. Discussions with the Belfast Welcome Centre in late 2009 suggested that they would be keen to facilitate staffing this, although no firm agreement has yet been made. It is likely, however, that it would become a tourist information centre for North Belfast as a whole and perhaps a place where visitors to the area could discover a little about its history and culture. This would have the added benefit of bringing people into the building. Exhibition space the ground floor exhibition space provides approximately 48 sq. metres which could be laid out in a range of different ways depending on needs at any point in time. It is thought that, although there is some overlap between this and the tourist information space, it is likely that the two will work closely together. The exhibition space will be used for range of different exhibitions and is likely to have both historical information and arts provision. There is a very active historical association working in North Belfast and a range of active arts bodies. 174 Trust will work with these organisations and others to ensure that the exhibition space remains current, attractive and popular. The ground floor includes a multi-purpose room of approximately 52 sq. metres which is likely to be available to organisations for training, drama or arts activities or other compatible work.

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Ground floor office the remaining ground floor space provides an office of approximately 37 sq metres which could be let to obtain income to support the facility. Reading area - a small reading area of approximately 40 sq. metres is available on the first floor. This could be used in a range of ways, as overspill from the cafe, as an area where people can consider information provided at the Tourist Information Point or to relax in between activities or a theatre visit. This area may also be made available for further exhibition space or may be used as a meeting space for training or arts activities. It could also double up as a green room or be used by the theatre at times. First floor offices 2 first floor offices, of 39 sq. metres and 51 sq. metres respectively, occupy the sides of the main church building on first floor level. Again, they provide an opportunity to rent space out for income to support the sustainability of the venture. The nature of the building and the planned layout creates substantial circulation space, with the lobby accounting for approximately 120 sq. metres, excluding the tourist information area or exhibition space. Circulation space is extremely important in a building of this kind as it can provide a significant amount of additional display space which can be used to show historical artefacts or information, information about the building, exhibitions of arts or crafts or other similar purpose.

2.2.2

It is as yet too early to develop a detailed programme of activities, or indeed detailed objectives for the project, as considerable work needs to be done before it is ready for occupation. However, some broad aims can be established at this stage. These include: To provide a focus for the community in the area and a venue for a wide range of activities which will improve community capacity, confidence and relationships. To have a facility where a wide range of arts, cultural and historic activity takes place and fosters the development of better understanding of different cultures and heritage and a shared acceptance of diversity. To have a sustainable building that can generate adequate income to cover its costs and is well utilised 365 days a year. To encourage peoples involvement in activities involving art, culture or heritage leading to improved quality of life, greater social inclusion and a sense of confidence.

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2.2.3

The action plan in section 3 sets out a range of ways in which the local community will be engaged. The development of specific programming will require the involvement of a range of stakeholders. A number of organisations have already indicated a willingness to play a part in the development of programming and in use of the building. The economic appraisal for the project, which was updated in December 2009, reinforced the need for a cross community venue in the area and endorsed the importance of the different project components. Perhaps most importantly, the appraisal registered the desire by a range of organisations to participate in the project through performance and other work. These organisations included: Blackbird Theatre demand for use of the theatre on weekdays for two hours per evening involving two groups of 40 children. Aisling Ghearr, based at Culturlann Theatre in West Belfast, have expressed an interest in putting on plays in the proposed centre and estimated 4 6 plays per year attracting around 1,000 people. They have also indicated an interest in showing Irish language/cultural documentaries approximately 6 - 10 times annually. McCracken Cultural Society has indicated that they would run an international two week Summer School and a number of other smaller events throughout the year. In addition, they would run weekly events year round, possibly two to three times per week, including language classes, and would run monthly concerts. LArche has indicated that it would be interested in running international gatherings once or twice per year in a venue of this kind. Other users who have previously expressed an interest include Conradh na Gaeilge, Greater New Lodge Festival Office, Pearses Gaelic Athletic Club and Greater New Lodge Community Forum.

Pilot projects, run by the Trust in the Sinclair Hall during 2009 to gauge the level of interest in the facilities, showed a very positive response. These included the New Lodge Talent Show, Diwali and Samhain festival events and the Lewis Scottish Psalm Singers, filling the facilities to capacity. The New Lodge Arts Group also expressed an interest and was involved in initial discussions with the architect during 2008. A number of organisations have indicated an interest in office space in the building including An Ceathru Posili who expressed an interest in leasing space for an Irish language bookshop. It is possible that this could also be broadened out to include an Ulster Scots focus. It is probable that users of Williamson Consulting

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the office space would be organisations with an interest in culture, media or other similarly compatible activities.

2.3
2.3.1

Fit with Heritage Lottery Aims

The Centre for Arts and Culture expects to fulfil the Heritage Lottery Funds aims in relation to both participation and learning. In relation to learning it will do this in the following way: Enabling people to learn about their own and others heritage is fundamental to this project. 174 Trust has demonstrated a desire to undertake good relations work which improves peoples understanding of those who are different and creates a shared understanding of the way forward. The Trust has previously provided opportunities for people to experience other cultures and to develop an understanding of the history of the area and these will continue to be key planks in the development of a programme for the church. Working with local history projects and others, the 174 Trust will include interpretative information on the heritage and history of the area within the new building. The Trust has been involved in producing small publications in relation to North Belfast, its history and the Trusts role and will develop further material in future. This will include a leaflet for those visiting the church, setting it in the context of a wider North Belfast heritage and history. Much of the programme within the refurbished church will create opportunities for people to experience information, culture and arts which they have not to date had access to. A number of the organisations that work with 174 Trust intend to provide opportunities for people to learn about arts, participate in drama or extend their knowledge of Irish language, Ulster Scots culture or other key areas. Through a range of workshops and other activities, people will gain new and increased skills. The project, through its architecture and artefacts including memorial tablets, stained glass windows, etc., will tell the story of people who worshipped there, those who lived in the area and those who made a major contribution to local and national history. It will provide a link to the two main cultural traditions in the area as well as connections with earlier history and the modern day.

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2.3.2

174 Trust will support the Heritage Lottery Funds participation aims in the following ways: To date, the Trust have been involved in actively consulting a very wide range of potential and existing stakeholders to ensure that decisions made in developing the church reflect wider need and wishes. This work will continue. The Trust will develop a group of volunteer guides who will work with Trust staff in ensuring that the opportunities presented by the church are maximised and that those visiting understand what they can do and what else there is to see in the area. It is likely that many of the volunteer guides will be older people who may be difficult to engage in other ways. The Trust intends to run a series of events shortly after the opening of the new facility to engage a range of different organisations and individuals. This is set out in detail in section 3. In addition, the Trust will establish a Programme Reference Group which will bring together key players to ensure that the programme for the facility reflects wider interests and needs. Many of the organisations that will deliver elements of the programme or undertake activities in the church have already got a substantial number of users. A number, such as the McCracken Cultural Society, currently have inadequate space to allow them to provide opportunities to as many people as they would like to. The church will open this provision up to a wider audience. 174 Trust will, both through programming and in how the facility is managed, seek to ensure the widest possible range of participation, including people who do not traditionally access such activities.

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2.4
2.4.1

Management of the Project

The following organisational structure sets out how 174 Trust is currently managed and how any staff employed in the new Centre for Arts and Culture will be managed. Trustees

Management Committee

Director

Deputy Director

174 Project Coordinators (4) All other 174 staff 2.4.2

Centre Project Coordinator

Overall management of the 174 Trust and all its projects, including the Centre, at a strategic and policy level will continue to be by the Director. Through the Deputy Director, a Project Co-ordinator will take responsibility for all aspects of management of the Centre. He or she will be supported by the Deputy Director and other members of staff within 174 Trust. However, responsibility for stakeholder engagement, programming, letting and use and the long term maintenance and viability of the facility will rest with the Project Co-ordinator. The job description for the Project Co-ordinator is set out in appendix 3.3. This post, which may eventually be called the Centre Manager, will be initially awarded on a three year contract with a salary of 26,000 per annum. The key elements of this role will include: Facilitating the programme development/advisory group. Working with a wide range of stakeholders and users. Ensuring that the facility is well utilised. Seeking to achieve financial sustainability. Williamson Consulting

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Delivering a varied programme of events and activities which attract a wide range and a significant number of people, including from the local area. Ensuring that the programme reflects the broadest possible interest range and adequately represents the two main traditions.

In addition, a Project Manager will be employed during the pre-construction and refurbishment phases of the project to ensure that the project is appropriately managed at all stages of construction work. This post will be a half-time post at 15,000 per annum (30,000 pro rata). 2.4.4 The Centre will offer a wide range of opportunities for volunteers, both in running the Centre and in delivering programmes. 174 Trust intends to train a number of volunteer guides who will act as hosts, provide information on the church, and ideally the surrounding area, and will support the promotion of information and heritage, history, and tourism. A wide range of volunteers are already involved in working with 174 Trusts user groups, with young people, with people who have disabilities and with older people. This work is likely to continue and grow. The Trust recognises that many potential barriers to engaging people in the project exist. These take many forms including physical barriers, confidence barriers, religious or cultural barriers and perceptions. The Trust is keen to ensure that the widest possible range of people are involved in the project and to this end it will: Ensure that the Centre is as physically accessible as possible. Provide a programme which reflects a very wide range of interests and needs and does not appear to favour or support any particular perspective. Operate the building in such a way as to make everyone welcome and to facilitate casual drop in and informal attendance. Ensure that those working in the building understand the key issues in relation to making all sections of the community welcome and are able to demonstrate this in their day to day work. Create a culture of respect for diversity and for all people irrespective of their background, beliefs, abilities, etc. Maintain a decor, exhibition content and physical appearance which attracts a wide range of participants, particularly those who would not naturally access such provision, and ensure that all arts and cultural Williamson Consulting

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activities are accessible irrespective of individuals experience in these areas. 2.4.6 The Trust will measure success in engaging people in a range of ways including: Numbers of local residents utilising the facility on a regular basis. Profile of audiences at different events. Profile of people using the coffee shop, exhibition area and tourist information point. Monitoring of use by user groups will include a regular audit of participant numbers and profile to ensure that all sections are fully represented and have an opportunity to benefit from the facility. Occasional surveys of users and casual visitors to seek views on the facility and will determine how anything could be done better to maximise usage.

2.5
2.5.1

Impact on 174 Trust

The economic appraisal for the project, updated in December 2009, suggests that it is likely to have running costs of around 65,000 per annum, including staff costs. The potential income from the Centre when fully operational suggests that combining rental of office and work space, income from the cafe facilities and income from performance and other similar areas will generate an overall annual return of around 46,000 per annum. This is detailed in section 2.6. It is clear therefore that based on these figures there is likely to be a shortfall of around 20,000 per annum. This of course ignores any potential grants which may be available to support the development of arts and cultural activities in the area. 174 Trust recognises that the Centre will not provide additional income for the Trusts main activities. However, 174 Trust would intend that the Centre is able to cover its costs on an ongoing basis and to this end will seek to identify ongoing small scale funding to support activities. Funding will be sought for the Project Co-ordinator post for the first three years and therefore the Centre will be able to cover its initial running costs, subject to this being available. The Trust does not expect the Centre to generate sufficient income to wholly support its running costs in the longer term. 174 Trust will continue to operate on the basis on which it currently runs, seeking funding for a range of activities to meet local needs. The new Centre should neither reduce nor increase the sustainability of the Trust as a whole and it Williamson Consulting

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is essential that the building is structured in such a way as to avoid reliance on 174s existing marginal budget. The availability of the Centre for Arts and Culture and the range of activities taking place within it are likely to have a positive impact on the work of 174 Trust in general. The Centre will provide an opportunity for some existing activities to be relocated there, freeing up other space for use by existing and new organisations.

2.6
2.6.1

Summary Budget
The following table summarises the costs associated with the Activity Plan. It should be noted that around 2,000 of this cost relates to 174 Trust staff time for staff who are not employed directly by the Centre. It is possible that some of this work could be taken over by the Project Coordinator, once in post. Activity Design Workshop
Open Day for local community Schools Day Youth Day Disability Event Local History Series Genealogy Event Drama Launch Art Exhibition Music Night Leaflet about the church Train team of volunteer guides Programme advisory group Promotion to the wider church Totals

Total Cost 900 450 700 500 500 900 300 2,000 600 700 1,800 900
500 10,750

Oct. 10

Month 1-2

Month 3

Month 4-6

900 450 700 500 500 900 300 2,000 600 700 1,800 900
500 1,400 5,150 1,800 2,400

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3.
Activity Description

Action Plan
Audience Benefits for People Better use of space, more user friendly building, address potential problems before they arise Resources Costs in Project Budget 800 Timetable Targets & Success Measures Best possible design features Method of Evaluation Views of user groups P 50 50 Meeting HLF Aims (L/P)

Design Workshop

Potential users, particularly arts, drama, cultural, history groups

Architects time input Presentation Refreshments Venue

October 2010

Open Day for local community

Shankill, New Lodge, Cliftonville, Shore Road, residents

Help local people to see building as a local resource, minimise barriers to use

174 staff time Other volunteer guides Refreshments

300 50 100

Within 1 month of completion

500 local visitors Positive feedback

Record visitor numbers Feedback interviews

L&P

Schools Day

All local schools, focusing on drama groups, clubs or classes

Start process of considering how schools would use the building and consider fit with curriculum and extracurricular activities

174 staff time Teachers involved in planning event Transport for children Refreshments Materials

200

Within 3 months of completion

200 100 200

10 schools participating 300 pupils attending Further queries about use

Visitor record

Record of further contact with schools

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Activity Description Youth Day

Audience

Benefits for People Provide a venue for youth arts and cultural activities

Resources

Costs in Project Budget 200 50 50 200

Timetable

Targets & Success Measures No. of youth clubs and young people attending Interest in use of facility

Method of Evaluation Record visitor numbers Feedback from clubs

Meeting HLF Aims (L/P)

Members and leaders of youth clubs in North Belfast

174 staff time Other volunteers Refreshments Artists for demonstration sessions

Within 3 months of completion

Disability Event

For representatives of disability groups

Ensure appropriate consideration given to all aspects of disability and minimise any potential barriers to participation at a later stage

174 staff time Disability organisations time Transport Refreshments Programme content

200

Within 6 months of completion

200 100

Range and number of organisations represented Number of participants Feedback on potential use of building No. of participants Feedback from participants Desire for more such events

Record of participants Further enquiries Views on accessibility and suitability

Local History Series

Local people, historical societies

Opportunity for sharing of historical perspectives of the area and to place the church building in the history of the area

Historian Publicity costs Materials

600 (6 x 100) 200 300

Within 6 months of completion

Event records Feedback Enquiries L&P

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Activity Description Genealogy Event

Audience

Benefits for People Show case the records available within the wider church and other North Belfast resources

Resources

Costs in Project Budget 100 200

Timetable

Targets & Success Measures Level of attendance Outcomes for participant organisations

Method of Evaluation Record visitor numbers and feedback Feedback from organisations

Meeting HLF Aims (L/P)

Partner with Presbyterian Historical Society and genealogy organisations

PHS resources Staff time to coordinate and promote

Within 6 months of opening

Drama Launch

Local people, drama societies, potential users

Local community get access to a well know play which has not been performed in North Belfast

Cost of buying in production Staff time to organise and promote

2,000 (although part if not all will be recouped through ticket sales)

Within 2 months of launch

Level of attendance Profile of audiences (wide demographic)

Ticket sales Feedback from audience sample

L&P

Art Exhibition

For local people and local art clubs

Opportunity to show case local arts and crafts, including schools in North Belfast

Small display materials cost Staff time to organise and run

200 400

Within 3 months of opening

Number/range of organisations participating Range of art

Review of organisations and members Visual

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Activity Description Music Night

Audience

Benefits for People Good relations opportunity sharing music from shared traditions and different traditions

Resources

Costs in Project Budget 200 500

Timetable

Targets & Success Measures Both main traditions represented Quality of music Audience profile

Method of Evaluation Programme content

Meeting HLF Aims (L/P)

Musicians and audience from both traditions

Staff time Payments to musicians

Within 6 months of opening

L&P Analysis of participants

Leaflet about church for Visitors setting out points of interest and connections with local places/events

Visitors and Tourists

Make the building and the areas history more accessible. Point to other tourism/visitor attractions in North Belfast. Wider economic benefit to the area Social and skills development for local people, particularly older people. Link to the building for a wider constituent group

Cost of preparing leaflet Staff time Production and printing costs

500 300 1,000

Ready for opening of Centre

Impact on visitor numbers Impact on visits to other attractions in North Belfast

Record visitor numbers and reasons for visits Feedback from other organisations

Training a team of volunteer guides

Visitors/tourists

Staff time Basic training materials In-house guide for volunteers

500 200 200

Ready for opening of the Centre

Number and range of volunteers Feedback from visitors Volunteer satisfaction

Volunteer records visitor feedback in range of ways Feedback from volunteers on 6 monthly basis

L&P

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Activity Description Establish a programme advisory group

Audience

Benefits for People Maximise use of the building, greater cooperation between users, maximise income and impact

Resources

Costs in Project Budget

Timetable

Targets & Success Measures Quality of feedback and participation by group members Quality and diversity of programme

Method of Evaluation Records of meetings Feedback from member organisations Programme content

Meeting HLF Aims (L/P)

174 Trust, Cumann Culturtha Mhic Reachtain, arts, culture and drama groups, historical societies, disability organisations, good relations

Advisory Group members time Staff time to organise and act on outcomes

500

12 months before anticipated opening date

Promoting the facility to the wider church family

Church members across Northern Ireland and overseas

Maintain church links with the building and its history Widest possible user group Potential income source to benefit local people

Article in Evangelical Alliance magazine and other publications Director speaking at other churches on Sundays Promotion through Presbyterian Church in USA

Directors time

Ongoing

Level of interest from church members Number of overseas visitors

Visitor records

L&P

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4.
4.1

Appendices
List of Potential Stakeholders
North Belfast News Pobal Irish Language Umbrella Group Ogham Gallery Forbairt Feirste Blackbird Theatre Aisling Ghearr (Irish Language Drama Group) Conradh na Gaelige Greater New Lodge Festival office Pearses Gaelic Athletic Club Greater New lodge Community Forum Glenravel History Society Presbyterian Historical Society McCracken Cultural Society Ulster Scots Agency Ultach NITB Belfast Visitor and Convention Bureau Linenhall Library

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4.2

Draft Job Description for Project Coordinator

Employer: Responsible to: Reporting to: Based at: 174 Trust The Director 174 Trust The Deputy Director 174 Trust Centre for Arts and Culture, Duncairn Complex, Antrim Road, Belfast

Purpose of Job: The management of the Centre to ensure that it is managed in line with 174 policies and priorities, its use is maximised, programming reflects a range of cultures and views, participation reflects a wide user profile and the facility generates adequate income to cover its costs. Key Activities General Management Take overall responsibility for the day to day management of the facility Manage any staff employed within the Centre, ensuring that they appropriately briefed, instructed, trained and appraised to be effective in their work. Provide any support needed by staff to ensure good employment practice and motivated staff. Maintain all staff records, ensuring confidentiality and restricted access as agreed with the Chief Executive. Maintain records of all staff leave/absenteeism and advise the Chief Executive where patterns of absenteeism fall outside agreed standards. Monitor the condition of the building and advise the Deputy Director in relation to any maintenance issues Seek to minimise running costs by carefully monitoring energy and materials usage and seek means to operate the Centre efficiently Liaise with those who rent parts of the building on a casual or long term basis. Ensure that appropriate leases or agreements are put in place. Ensure that users understand the conditions of use and revise these as appropriate when required. Seek to ensure that utilisation of the Centre is maximised.

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Order and maintain supplies of goods and materials as required, in line with 174 Trusts purchasing policies.

Programmes Develop a high quality programme of activities, exhibitions and events to attract a wide range of users Work closely with the Programme Advisory Group to seek their advice and support in formulating and delivering the programme Liaise with external statutory and other key bodies to ensure awareness of trends, opportunities and funding and work closely with the deputy Director to maximise any available opportunities and to develop sound stakeholder relationships.

Promotion Promote the Centre to a wide range of potential user groups, communities and individuals Ensure that the Centre is run and portrayed in a way which makes it welcoming to all, irrespective of their identity, religion, politics, ethnic origin, gender, disability or any other factor Regularly review the profile of participants to ensure that appropriate action is taken in a timely fashion to address any barriers to participation

Sustainability Ensure that all efforts are made to attract grant support for events, exhibitions and activities which meet the overall objectives of the Centre and 174 Trust Keep all financial and other records necessary to demonstrate probity and accountability for use of all resources

Reporting As required by the Trustees and Directors, provide regular reports on the operation of the Centre, including putting forward recommendations for improvement Deputise for the Director or Deputy Director when required

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Other Duties Carry out any other reasonable duties required by the Deputy Director to ensure the effective operation of the Centre

Terms of Appointment Salary: Term of Contract: 26,000 p.a. Initially for 3 years but potentially permanent subject to funding and financial constraints 37.5 hours, flexible to suit the operation of the Centre. Any work outside these hours will be reimbursed by way of time off in lieu or overtime payment as appropriate 20 days paid holidays plus statutory holidays, rising to 25 days after five years service.

Hours of Work:

Holidays:

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122 Pond Park Road, Lisburn, County Antrim, BT28 9AE Tel: (028) 9266 8688 Fax: (028) 9266 8688 E mail: info@williamsonconsulting.co.uk Website: www.williamsonconsulting.co.uk