UK City of Culture 2013
Derry ~ Londonderry
Invitation to tender for the provision of integrated marketing and
communication services
Culture Company 2013 Ltd
Building 71, Ebrington,
St Columbs Road,
Derry~Londonderry,
BT47 1JY
August 2012
____________________________________________________________________
Contents
Contents
Page
Part 1
Context and summary of the brief
3
Part 2
The Requirement
8
Part 3
Instructions to Tenderers
12
Part 4
Lead Organisation Information
18
Part 5
Account Team Information
25
Part 6
Methodology & Cost Proposal
26
Part 7
Stage 1 - Assessment
28
Part 8
Stage 2 - Evaluation
31
Stage 3 - Evaluation
32
Part 9
Declarations
9.1
Collusive Tendering Certificate
9.2
Equality of Opportunity
9.3
Fair Employment
9.4
Freedom of Information
9.5
Non-submittal of tender form
9.6
Submission Checklist
34
Annex 1
Background Information
41
Annex 2
Key City Of Culture Events
48
Annex 3
Partnership Resources
56
Annex 4
One Marketing Strategy
59
2
____________________________________________________________________
Part 1
CONTEXT AND SUMMARY OF
THE BRIEF
Derry~Londonderry, a transformational journey of change
and discovery
In 2013 Derry~Londonderry will make history when it becomes the first ever UK City of
Culture. This is a unique moment in the life of the city, of Northern Ireland and the UK. It will
be a transformational year which will leave a legacy of a changing city with a new story, new
jobs, volunteers, infrastructure, businesses, re-imagined communities and a vibrant,
international city.
To help on this journey we require additional integrated marketing and communications
support. . This will be an exciting and challenging brief and we need the best creative
minds, with commanding networks, to help us deliver. Here are five reasons why 2013 is
important in the life of the city and why we would invite you to respond to this opportunity.
First UK City of Culture
Launched by Department of Culture Media and Sport (DCMS) in 2010, to build on the
success of the European Capital of Culture legacy from Liverpool and Glasgow, the first UK
City of Culture competition was awarded to Derry~Londonderry in 2013.
Derry~Londonderry must set the benchmark for the UK cities that follow in 2017 and
beyond. It is essential that during 2012 – 2014 that relationships and regional partnerships
throughout the UK are established to showcase the exemplar and learning from City of
Culture 2013.
3
____________________________________________________________________
A Model for Regeneration through Culture
2013 is a game-changing moment in the city’s fortunes and image and a catalyst for
culturally led regeneration.
£35m infrastructure investment and £16m Cultural programming investment has been
secured to enable an estimated one million visitors to come to the city in 2013. It is in this
context that we share the legacy of placing culture at the heart of the physical and
community development of a city and share this knowledge with sector stakeholders in NI,
ROI and UK.
It’s Good for Business
Stimulating the cultural and creative sector during 2013 will demonstrate the power of culture
as a growth sector within the city and region. Telling the story of entrepreneurship, sharing
this with business and professional networks and creating opportunities to reconnect is an
opportunity with the key economic regions of the UK and Derry~Londonderry
A platform to partner with the UK corporate sector, City of Culture provides a unique and
creative opportunity to spotlight corporate partners before an estimated live audience of 1.36
million people – and much more via print, broadcast and online media.
For businesses within the city, tourism revenue is expected to increase significantly.
Liverpool’s European Capital of Culture year in 2008 attracted 9.7m additional visitors and
£753m in additional revenue to the local economy. The tourism sector in the city is poised for
growth and will benefit from many new compelling reasons to experience and visit the city.
The city has a target to double its visitor numbers during 2013 and re-position
Derry~Londonderry as a must-see cultural destination in the UK gateway and access
markets that link to Belfast and City of Derry Airport.
Community Building through Culture
Hosting the UK City of Culture is the next chapter in the transformation of the region.
The journey over the past two decades has seen many positive images: the ceasefires; the
Peace Process; the moment when Bono held aloft the arms of Nobel winners John Hume
and David Trimble; David Cameron’s public apology on the Saville enquiry findings; the
Queen being hosted in Dublin by the Irish President.
We are also familiar with less positive images and are keen to shift negative public
perceptions outside of the region.
We want the legacy of 2013 to be an exemplar of community building through culture.
It’s on the International Calendar
With the London Olympics in 2012 and the Commonwealth games in Glasgow in 2014, the
UK City of Culture will have international significance on these islands.
4
____________________________________________________________________
Derry~Londonerry played host to the Peace One Day concert on the 21st June, one of the
opening events of the Cultural Olympiad and there will be a handover from the London 2012
Festival to Derry~Londonderry 2013 on the 9th September this year and on to Glasgow in
2014.
As a regional city of over 106,000 people it punches above its weight in terms of
connections. To date activating this cultural, business and family network of diaspora has
happened organically with an ambition during 2013 to make this a central campaigning
element of reaching and stimulating new networks. It is believed that grabbing this
international attention through networks and media is an opportunity waiting to be exploited
during 2013. This is prioritised as the UK and USA east coast markets with large ex-pat
communities of Irish and Ulster Scot Communities
History says, Don’t hope
on this side of the grave.
But then, once in a lifetime
the longed for tidal wave
of justice can rise up,
and hope and history rhyme.
So hope for a great sea-change
on the far side of revenge.
Believe that a further shore
is reachable from here.
Believe in miracles
and cures and healing wells.
From The Cure at Troy by Seamus Heaney (1991)
The Brief
Derry~Londonderry is a city on the cusp of greatness. After many years of turmoil the city is
enjoying the dividend of the peace process and undergoing a renaissance, transforming
physically and culturally. Being designated UK City of Culture for 2013 enables the city to
accelerate the pace of change and provides a new story for the city to tell to the world.
We have already begun a programme of unparalleled cultural activity, which will result in
2013 being an extraordinary year in an extraordinary place.
2013 also marks the building of the walls by the City of London livery companies and the
potential for the renewal of relationships with London.
The Cultural programme for 2013 is already substantially developed and will feature a
calendar full of big ‘cultural brands’ including the Turner Prize, London Symphony Orchestra,
Royal National Ballet, Lumiere, Hofesh Shechter.
The unfolding story of our physical renaissance is spectacular. The new Peace Bridge and
the former military base at Ebrington have been formally recognised in national awards as
being truly stand out quality.
The City is part of Project Kelvin with the fastest transatlantic digital links and is, courtesy of
Culture Company 2013’s principal partner, BT, now 100% superfast broadband enabled, the
first Irish, or UK, city to be so.
5
____________________________________________________________________
The City intends to grow its digital capacity adding to the range of global companies who
already do business here including Seagate, DuPont, All State, Fujitsu and First Source.
The City has been rapidly developing its tourism offer and its exceptional assets including
the most complete walled city in Europe, its peace making history and the lively youth culture
make it a ‘cultural powerhouse’.
The purpose of the City Of Culture designation is to accelerate the change in the City’s
fortunes by driving a step change in the economy, principally through the tourism and
creative media sectors. It is the ambition of the Culture Company to deliver a world class
programme that will more than double the day trippers and overnight visitors to the city.
Culture Company 2013 Ltd has been set up to manage and deliver the UK City of Culture
2013 programme. This has been substantially developed to include more than 130
separate projects and events. (Annex 1 contains a comprehensive background to DerryLondonderry,s UK City Of Culture status)
Culture Company are commissioning and directly delivering a number of these and the
remainder will be delivered through partner organisations with advice and/or direct support
from Culture Company.
There are 16 high profile events of international significance such as the Turner Prize and
Fleadh Cheoil na hÉireann (Annex 2 contains a list and description of key events – this list
may change as event details are fully confirmed). These are across all cultural forms
including music, dance, drama and visual arts and are predicted to attract audiences from
10,000 to 400,000.
The Culture Company anticipates that the bulk of visitors from outside the island of Ireland
will come from the UK, with Europe providing a small but significant percentage, especially
visitors from Germany, France, and Spain, as well as from Scandinavian countries with a
Celtic heritage.
A key target audience for the Culture Company are the Irish & Ulster Scots diaspora, people
living outside Ireland who can trace their roots back to Ireland and in particular the North
West of Ireland. 2013 also sees a campaign within the Republic of Ireland targeting the
diaspora, in a programme known as ‘The Gathering’.
Culture Company needs to start raising the profile of the cultural programme for
Derry~Londonderry in 2013 across the UK and Republic of Ireland. (US/Canada being taken
care of by existing plans and activity). The overarching marketing and communication
objectives for 2013 year are to:





Dramatically increase awareness of Derry~Londonderry’s designation as the first
ever UK City of Culture across UK and ROI in partnership with sponsoring agencies;
This includes telling the legacy achievements of 2013 in the area of cultural
regeneration, community engagement, business benefit and perception change,
Raise the awareness and generate a UK and ROI audience for 15 landmark events
within the programme. In addition, and where appropriate, repurpose the programme
to create campaignable ideas;
Use culture as leverage into the national news agenda to promote all aspects of the
new City story, including challenging negative perceptions and building a positive
media profile of the City as a place for culture, visiting and business; This will help reposition the city and change perceptions.
Engage with the Irish and Ulster Scots (in particular from the North West of Ireland)
diaspora in the UK
Build an overwhelming desire to visit the city and discover its new story;
6
____________________________________________________________________
7
____________________________________________________________________
Part 2
The Requirements
Culture Company requires an integrated marketing and communications partner to develop
and deliver an integrated marketing and communication programme targeting the UK, NI and
Republic of Ireland (ROI) to support the overall aims and objectives of Derry~Londonderry’s
bid and promote the 2013 programme. This integrated service will link to the ONE City
Marketing plan and provide added value resources to ensure the awareness and promotion
of the 2013 opportunity is maximised. (Annex 3 outlines the main partnership resources that
exist while Annex 4 includes the ONE marketing strategy for 2013) The 2013 programme
presents an immediate opportunity to grow new tourism business to the region, particularly
from those segments most interested in cultural and events activity. The NI and ROI activity
will be based on a call off arrangement to ensure alignment of resources with partner
marketing activity.
The required services include the following and will need alignment with agencies and
partnership resources (as outlined in Annex 3).
1. Integrated marketing and communication services for NI, ROI and the UK to support
the overall objectives for City of Culture 2013.
2. Consumer advertising and promotion programmes in the NI, ROI and UK market to
raise awareness of the key events for 2013 aligned with the Tourism Consumer
marketing campaigns of NITB and Tourism Ireland, This will also raise awareness of
the 16 international cultural elements of the 2013 programme and provided a focused
audience growth from the cultural audiences with an interest in events and arts.
3. Development of a Strategic, PR and Events programme in the UK and Ireland.
Leading an innovative and creative approach to tell Derry~Londonderry’s new story
and highlight the great cultural sea change currently happening in the city to assist in
changing target audience perceptions. This will include a project plan for delivery,
budget options and outcome targets in relation to positive media placements. This
activity will be aligned with the proactive programmes of NITB and Tourism Ireland to
promote the 2013 programme and its’ legacy. There is also an ambition to host a
series of cultural engagement events to assist with partnership and audience
awareness. (minimum six)
4. Supporting the 2013 programme, acting as the city’s media desk in the UK to assist
with processing media queries and providing media relations support.
5. Development of an innovative digital media plan to support the Strategic Marketing
and Communications Plan for the City of Culture,
6. Providing support to assist 2013 commercial and sponsorship partners to align their
programmes to support Culture Company in the UK market
7. Evaluation of the campaign within UK, NI and ROI
8. Work alongside the executive and marketing team of the Culture Company and
partner agencies to design and implement and innovative and creative strategy and
campaign plan to meet the stated objectives.
8
____________________________________________________________________
9. Integrating 2013 activity with those of other agencies marketing communications
campaigns that will be carrying a City Of Culture message, principally Northern
Ireland Tourist Board, Tourism Ireland and Derry City Council.
10. Provide strategic input and networking into the wider marketing communications and
stakeholder programme.
In addition there may be ad hoc pieces of work requiring a call off against a set of defined
daily rates.
Definitions
In this document, the following terms and expressions shall have the following meanings:
City
Derry~Londonderry
Culture Company
Culture Company 2013 Ltd
Integrated Marcoms Partner
The Tenderer appointed
Lead Organisation
The organisation nominated by the Tendering party or
parties to act as the Lead Organisation for the delivery
of the Services, (which organisation must play a key
role in the delivery of the Services).
Tendering Parties
The organisation(s) or individual(s) as appropriate who
individually or jointly submit the Tender
Account Manager
The individual nominated to lead the Account Team
and provide the main point of contact for the Culture
Company
Services
The services to be delivered as specified in these
Instructions
Culture Company recognises the value of organisations forming partnerships and
collaborations in order to deliver the aims and objectives of this tender.
The Lead Organisation has to demonstrate the following financial and operational
experience:
 Three years in business operation
 Three years of audited accounts with an average turnover within this period of
greater than £1 million
 “Satisfactory” (as detailed in Section 7) financial and economic information
The Account Team must demonstrate they have the following experience from the last 3
years:
9
____________________________________________________________________







Case studies of two strategic marketing and communication strategies that were
developed and delivered to raise the profile of a city/region, service or product across
the UK from a consumer and/or stakeholder perspective
A case study of one campaign in the cultural or creative sector with a specific focus
on awareness, or audience generation,
Demonstration of excellent networks and relationships with opinion formers,
Demonstration of excellent relationships/contacts with national broadcasters, editors,
journalists and feature writers across all city sectors of tourism, investment and
culture,
Demonstration of innovative use of digital media to support client strategies and
plans.
Experience of working with a multi-agency and partnership agenda and
requirements.
Demonstrably show how campaigns have been evaluated
Tender Application Process Stages

Tender submission
Stage 1 – Short Listing
 Achieving a satisfactory financial and economic rating as per section 7
 Demonstrating appropriate case studies, strategic thinking and creativity
 Demonstration of suitable project and client management, resources and networks
Stage 2 - Evaluation of Methodology

Evaluation of methodology as per section 8.
Stage 3 - Campaign Plans and Costs

Evaluation of proposed campaign plans and costs as per section 8.
Culture Company is a company limited by guarantee. It is owned by, and its Board of
Directors is accountable to, Derry City Council. Culture Company is based at Building 71,
Ebrington, St Columbs Road, Derry~Londonderry BT47 1JY.
You are invited to supply a proposal to deliver this service by the 9th of November 2012 at
12 noon. Your response should include:1. A submission to include relevant case studies & experience along with demonstration
of suitable networks
2. A proposal outlining your innovative and creative strategy, exploiting both online and
offline platforms, for delivering on the stated objectives, to include key activities,
major milestones and a top level breakdown of estimated costs.
3. Your methodology for developing and executing the integrated marketing and
communications strategy and plans in partnership with other agencies
4. Your proposals for evaluation and client management
10
____________________________________________________________________
5. Your schedule of daily charge rates for members of the account team for call-off
services for ad-hoc requirements. Please note that a fee will be agreed in advance
for any call-off work on the basis of the individual fees by grade as requested at 6.2
below.
6. Under this procurement the successful tendering party is required to actively
participate in the achievement of social policy objectives relating to recruitment and
supply chain initiatives. They will provide support to local companies and/or the
unemployed or economically inactive for the purposes of upskilling in marketing and
communications.
Culture Company is committed to the promotion of equality and sustainability in all
procurements undertaken as part of 2013 and the Culture Company request that
contractors uphold their aspirations to the commitment of the implementation of social
clauses in procurement. For contractors this means that they will seek:
To Encourage Skills Development for the Unemployed and Economically Inactive
(assistance is available from Derry City Councils Kickstart to work programme):
Main Contracts to include:
Proposals for the provision of Apprenticeships , Provision of placements, Work
Experience, Work Taster Programmes and the sharing of knowledge and
expertise with the local community
To Encourage SMEs and SEEs involvement in the delivery of the contract:
Main Contracts to include:
Proposals for the involvement of SMEs and SEEs in the initial tender
process/potential supply chain to help build capacity.
The budget for activity in the England,Wales,Scotland is in the range from £250k to 500k
with a potential for a further £250k available pending confirmation of further collaborative
funding and the range for call off activity within Northern Ireland and Republic of Ireland is in
the range £100k to £200k. Therefore the minimum budget spend overall is projected at
£250k and the maximum at £950,000 (pending confirmation of collaborative partner funding).
Please note that we reserve the right to work with other Agencies.
Please also note that submissions for Stage 1-3 should be submitted in sealed
envelopes with each envelope clearly marked with the appropriate evaluation stage.
11
____________________________________________________________________
Part 3
Instructions to Tenderers
3.1
Invitation to Submit Tenders
Culture Company invites tenders from suitably experienced companies to carry out a
programme of work.
The information provided will be assessed by Culture Company under the evaluation criteria
outlined in Parts 7 and 8 of this document.
The questions may be transferred to a word processor to facilitate a written response.
During the evaluation process, should further clarification be required on any information
provided by the tenders, failure to respond to any such request within a specified time-limit
may invalidate a received tender.
3.2
Explanation of Documents/Queries during the Tender Period/Registration of
Intent to Tender.
It is the responsibility of prospective tenderers to obtain for themselves at their own expense
any additional information necessary for the preparation of their tender.
Tenderers are advised to ensure that they are fully familiar with the nature and extent of the
obligations to be accepted by them if their application is accepted.
Should any tenderer be in doubt as to the interpretation of any part of the tender documents,
the relevant Culture Company personnel shall endeavour to answer written enquiries. All
queries must be submitted in writing to arrive with the Integrated Marcoms Partner
Procurement Manager, not later than 12:00 Noon 12th October 2012 by post or email
to: info@cityofculture2013.com
Integrated Marcoms Partner
Culture Company 2013 Ltd
Building 71, Ebrington,
Limavady Road,
Derry~Londonderry,
BT47 1JY
Email: info@cityofculture2013.com
All copies of written queries received, together with written replies will be sent to all
tenderers not later than 2 weeks before the date of return of tenders, i.e. 26thh October
2012. If possible, all responses will also be posted on City of Culture 2013 website as
follows: www.cityofculture2013.com
In order to ensure receipt of written replies, all prospective tenderers are therefore requested
to register their intent to tender in writing by post, or email (i.e. info@cityofculture2013.com),
not later than 12:00 Noon 12th October 2012, including full contact details and indicating
tenders will be submitted. It is not mandatory to express an interest in this project however it
12
____________________________________________________________________
is advisable to ensure your company is provided with answers to any clarification questions
received.
No representation, explanation or statement made to a tenderer, or anyone else, by or on
behalf of the Culture Company, as to the meaning of any of the tender documents, or
otherwise in clarification as aforesaid, shall bind the Culture Company in exercise of its
power and duties under any subsequent contract(s).
3.3
Accuracy of Tender / Information to be provided
Tenders must be submitted for the supply of all services, in the form outlined in these
Instructions. Culture Company recognises the potential for organisations forming
partnerships and collaborations in order to deliver the aims and objectives of this tender.
Culture Company may reject any tender that is not in adherence to the above.
3.4
Submission of Tender Documents
Tender submissions and completed Form of Tender(s) should be forwarded, by registered
post or delivered by hand and a receipt obtained to:
Tender for the provision of an Integrated Marcoms Partner
Culture Company 2013 Ltd
Building 71, Ebrington,
St Columbs Road,
Derry~Londonderry,
BT47 1JY
So as to arrive no later than 12:00 Noon on 9th November 2012
Please provide five copies of your tender submission for tender panel review purposes and a
soft version on a memory stick.
Please also note that submissions for Stage 1-3 should be submitted in sealed
envelopes with each envelope clearly marked with the appropriate evaluation stage.
No UNAUTHORISED alteration or addition should be made to any Tender Form(s) or to any
other of the Contract Documents.
IF ANY SUCH ALTERATION OR ADDITION IS MADE OR IF THESE INSTRUCTIONS
ARE NOT FULLY COMPLIED WITH THE TENDER MAY BE REJECTED.
All documents requiring a signature shall be signed:
(a) Where the Lead Organisation is an individual, by that individual
(b) Where the Lead Organisation is a partnership by the two duly authorised partners
(c) Where the Lead Organisation is a company, by persons duly authorised for that
purpose.
Returned documents shall be submitted strictly in accordance with these tender instructions.
Failure to complete any part of the documents may incur rejection of the tender. Tenderers
must ensure that all requested documentation is returned with the completed tender.
13
____________________________________________________________________
No name or mark, including any franking machine slogan, is to be placed on the envelope to
indicate in any way the identity of the sender.
Tenderers or any representatives thereof will not be permitted to be present when the
tenders are opened.
All proposals should be quoted in pounds sterling and shall be exclusive of VAT.
The title of the tender should be included on any return.
3.5
Cost of the Tender
The costs quoted in the tender pricing section shall remain fixed for the duration of the
contract.
3.6
Period of Acceptance
The tenderer is required to hold their tender open for acceptance for a period of six calendar
months from the closing date for the submission of tenders.
3.7
Tender Evaluation
Tenders will be assessed in two stages. Details of how this tender will be scored are outlined
in sections 7 and 8 of this document.
The successful Tenderer will be that which has been assessed to have submitted the most
economically advantageous tender.
Culture Company is not required to accept any tender and may wish to award the contract
as a whole, or individual aspect/s, depending on the strength of the successful team.
3.8
Identification of omissions
The information given in these Instructions for tenderers is given in good faith for the
guidance of tenderers, but if there are any inaccuracies or omissions Culture Company
accept no liability and request the Account Manager to identify these as early as possible.
3.9
Tender Validation Pitch
Tenderers are put on notice that they may be invited to make a presentation at no charge to
Culture Company.
Presentations are provisionally scheduled for week commencing 19th November 2012.
Proposed key team personnel shall be required to attend including the Lead Organisation
and a representative of each of the specialisms within the Account team.
3.10
Contract Commencement Date
It is envisaged that appointment of the Integrated Marcoms Partner will be made at the end
of November 2012 but appointment may be delayed beyond this date. Culture Company will
endeavour to achieve this timescale but cannot guarantee this commencement date and
cannot accept any liability if this contract date is not achieved. The successful applicant
should be prepared to defer the start date as necessary.
14
____________________________________________________________________
3.11
Late Submissions
Tenders submitted after the closing date and time of Noon 9th November 2012 will not be
accepted irrespective of the circumstances.
3.12
Expenses and Losses/ Preparation of Tender
Culture Company shall not be responsible for, or pay for, any expenses or losses that may
be incurred by any tenderer in preparing their tender proposals.
It is the responsibility of prospective tenderers to obtain for themselves, at their own
expense, any additional information necessary for the preparation of their tenders.
3.13
Confidentiality
All information supplied by the Culture Company in connection with this invitation to tender
shall be treated as confidential by prospective tenderers, except that such information may
be disclosed so far as is necessary for the purpose of obtaining sureties, guarantees and
quotations necessary for the preparation and submission of the tender.
3.14
Ownership of Tender Documents
These documents are, and shall remain, the property of the Culture Company and shall be
returned with the tender. If no tender is to be submitted, the documents shall be returned
pursuant to the Culture Company’s Invitation to Tender.
3.15
Insurances
The Integrated Marcoms Partner shall effect and maintain insurance necessary to cover
their potential liabilities. This must include, but is not limited to, the following insurances:
 Public Liability (Minimum £10m)
 Employers liability (Minimum £5m)
 Professional indemnity (Minimum £1m)
3.16
Format of Tenders
Those interested in tendering for this project should submit a tender document comprising of
the information requested in Parts 4,5,6,and 9 of this document.
3.17
Termination
Either Party may terminate the appointment by notifying the other Party if the other Party has
done one of the following or its equivalent in any jurisdiction:
If the other Party is an individual and has
 presented his petition for bankruptcy,
 had a bankruptcy order made against him,
 had a receiver appointed over his assets or
 made an arrangement with his creditors
If the other Party is a company or partnership and has
 had a winding-up order made against it,
15
____________________________________________________________________
 had a provisional liquidator appointed to it,
 passed a resolution for winding appointed to it,
 passed a resolution for winding-up (other than in order to amalgamate or
reconstruct),
 had an administration order made against it,
 had a receiver, receiver and manger, or administrative receiver appointed over the
whole or a substantial part of its undertaking or assets or
 made an arrangement with its creditors.
The Culture Company may terminate the Integrated Marcoms Partner’s obligation to provide
the Services by notifying the Partner if:
 the Culture Company no longer requires the services or
 the Integrated Marcoms Partner has substantially failed to comply with his obligations
and has not put, or cannot put, the default right within four weeks of a notification by
the Employer or caused signification reputational damage to the Culture Company
through the delivery of the Services
The Culture Company may terminate the Integrated Marcoms Partner’s obligation to provide
the Services by notifying the Integrated Marcoms Partner if any event occurs which




stops the Integrated Marcoms Partner completing the services or
stops the Integrated Marcoms Partner completing the services within a reasonable
timeframe and is forecast to materially risk the success of the programme
neither Partner could prevent and
an experienced Integrated Marcoms Partner would have judged at the Contract
Date to have such a small chance of occurring that it would have been unreasonable
for him/her to have allowed for it.
3.18 Procedures on termination
On termination
 the Integrated Marcoms Partner shall perform no further work in connection with the
Services,
 the Culture Company may complete the services and may use any material to which
he has title,
 the Culture Company may require the Integrated Marcoms Partner to assign the
benefit of any sub-consultancy or other contract related to performance of this
contract to the Culture Company and
 the Partners continue to comply with the constraints and obligations in this contract
on
 the use of material prepared, or obtained by, the Integrated Marcoms Partner and
publicising the services.
3.19
Offer and Acceptance of Contract
Prior to the expiry of the tender validity period as defined in Clause 3.6 Culture Company
will send to the successful tenderer a letter of provisional acceptance of tender. This letter
will make clear that the execution of the contract will be subject to a minimum mandatory
standstill period of 10 calendar days, from the day after the date of letter of provisional
acceptance.
At the same time, Culture Company will notify each unsuccessful tenderer.
16
____________________________________________________________________
At the end of the standstill period, unless Culture Company notifies the successful tenderer
that there has been judicial interruption in the form of an order by the court of competent
jurisdiction that the execution and/or implementation of the contract should be suspended
pending a full hearing of the matter by a court of competent jurisdiction, Culture Company
will execute the contract documentation.
If judicial interruption takes place Culture Company will execute the contract documentation
only following the conclusion of the Court proceedings (including any appeals) in favour of
Culture Company . If the Court proceedings are concluded against Culture Company , no
contract shall be entered into or executed.
3.20
2010 Bribery Act
The Integrated Marcoms Partner shall:
comply with all applicable laws, statutes, regulations, and codes relating to anti-bribery
and anti-corruption including but not limited to the Bribery Act 2010 (Relevant
Requirements);
not engage in any activity, practice or conduct which would constitute an offence under
sections 1, 2 or 6 of the Bribery Act 2010 if such activity, practice or conduct had been
carried out in the UK;
have and shall maintain in place throughout the term of this agreement its own policies
and procedures, including but not limited to adequate procedures under the Bribery
Act 2010, to ensure compliance with the Relevant Requirements and clause 1.1(b),
and will enforce them where appropriate;
promptly report to the company any request or demand for any undue financial or
other advantage of any kind received by the Integrated Marcoms partner in connection
with the performance of this agreement;
immediately notify the company (in writing) if a foreign public official becomes an
officer or employee of the Integrated Marcoms Partner or acquires a direct or indirect
interest in the Integrated Marcoms Partner (and the Integrated Marcoms warrants that
it has no foreign public officials as officers, employees or direct or indirect owners at
the date of this agreement);
within 3 months of the date of award of this contract, and annually thereafter, certify to
the company in writing signed by an officer of the agency, compliance with this clause
1 of the Bribery Act 2010 by the Integrated Marcoms parnter and all persons
associated with it under clause 1.2 of the Bribery Act 2010. The Integrated Marcoms
Partner shall provide such supporting evidence of compliance as the company may
reasonably request.
17
____________________________________________________________________
Part 4
Lead Organisation Information
This part of the tender document is to be
completed by the Lead Organisation
4.1
Contact details
Organisation
Address
Postcode
Tel no.
Fax no.
Email
Website
4.2
Status and formation/registration
Please indicate organisation/company status (tick as appropriate)
Sole trader
Private Ltd/Company
Public Ltd/Company
Partnership
Government body
Other (please specify)
Formation/registration.
Formation / Registration
Date
Company Registration No
18
____________________________________________________________________
4.3
Partners/Directors; staff and main contact details
Provide details of all partners/directors and key personnel in the organisation and their
qualifications/professional membership/experience relevant to this brief. Please also
indicate who will be directly involved in this project at the various stages.
Name
Qualifications/professional
memberships/
relevant experience
Length of
service
Direct
involvement
in related
projects?
Please provide details of number and type of staff
Type of staff
Number currently employed
Please name a sole point of contact within your company who will be responsible for this
project.
Name
Address
Postcode
Position
Tel no.
Mobile
Email
4.4 Financial Details
Who is the person responsible for financial matters in your organisation?
Name
Address
19
____________________________________________________________________
Postcode
Position
Tel no.
Mobile
Email
Provide confirmation that neither the Lead Organisation, nor any member of the Account
Team, has been subject to a winding up, or other insolvency proceedings, whether voluntary
or by creditors, or has had a receiver or administrator appointed to its undertaking or any
part, or entered into any form or arrangement with creditors.
Neither this company nor any member of our Account team has been subject to a winding
up, or other insolvency proceedings, as detailed above:
Signed ………………………………………………………………
Position…………………………………………………
(Tenderers who do not sign the above declaration will be excluded)
Provide name and address of Company’s Bankers and a letter of good financial standing
from the Company’s bankers.
4.5 Insurances
Please provide details of all insurances held by the organisation. Photocopied evidence
should be supplied with your submission. Should the required levels of cover not be in
place, evidence that the required levels can be obtained should be provided.
Insurance type
Value
Expires
Public Liability (Minimum £10m)
Employers liability (Minimum £5m)
Professional indemnity
Specialist/ Other
Provide details of any current or past insurance claims or litigation associated with your
organisation in the last 5 years.
20
____________________________________________________________________
4.6 Health & Safety
Provide a copy of your Company’s current Health and Safety Policy and details of any inhouse or externally certified Health and Safety Management System operated by the
company including the person responsible and registration details.
System
Registration No
Date of Registration
Person Responsible
Address
Postcode
Position
Tel no.
Email
Provide details of any accidents/incidents reported by your organisation to the HSE within
the past five years.
Have any formal notices (improvements or prohibitions) or legal proceedings been issued
against your organisation by the HSE in the last five years, if so please provide details?
4.7 Quality Management Systems
Provide details of any in-house, or externally certified , Quality Management System
operated by the company including person responsible and registration details.
21
____________________________________________________________________
System
Registration No
Date of Registration
Person Responsible
Address
Postcode
Position
Tel no.
Email
4.8 Environmental Management Systems
Provide details of any in-house or externally certified Environmental Management System
operated by the company including person responsible and registration details.
System
Registration No
Date of Registration
Person Responsible
Address
Postcode
Position
Tel no.
Email
4.9 Fair Employment / Equal Opportunities
Does your company comply with or undertake to comply fully with legislation in Northern
Ireland on:
(a)
Fair Employment
YES
NO
Please enclose details of your firm’s policy and procedures in respect of Fair Employment.
(b)
Equal Opportunities
22
____________________________________________________________________
YES
NO
Please enclose details of your firm’s policy and procedures in respect of Equal
Opportunities.
(c)
Section 75
YES
NO
Please enclose details of your firm’s policy and procedures in respect of Section 75.
4.10
Membership of Professional Bodies
Provide details of any Professional Bodies of which the Organisation is a member.
Professional Body
4.11
Membership Details and Registration No
Constitution of Integrated Marcoms Partner
Please detail the constitution of the delivery Integrated Marcoms Partner, specifying the
Parties involved, the relevant ownership / shareholding percentage of each Party and the
legal structure to be adopted e.g. Sole trader, partnership, joint venture, special purpose
vehicle or other as appropriate.
4.12
Financial and Economic Information
Please provide details as specified below:
A. Please indicate the annual turnover of each Tendering Party (including the Lead
Organisation) in each of the last 3 financial years Please also indicate the amount of
turnover for Integrated Marcoms services, which are of a similar type to the Services
being tendered. If this information is not available an explanation should be provided.
Year
Overall Turnover (£’000)
23
Turnover (£’000) in respect
of Integrated Marcoms
element if different to
overall Turnover
____________________________________________________________________
Lead Organisation Information
B. Please enclose a set of the last 2 audited annual reports and accounts for the Lead
Organisation, including draft accounts for the last financial year if audited versions
are not yet available. If the audited accounts included are for a financial year ending
more than 10 months ago, please confirm that the current trading position is similar
to that shown in the submitted accounts, providing evidence to verify this (e.g.
management accounts).
C. If the audited accounts referred to above do not include a cashflow statement, please
provide a statement of the cashflow for the Lead Organisation for the most recent
year of trading along with a forecast of the organisation’s cashflow for the current
year and a bank letter confirming the current cash and credit facility position.
D. Please provide details (1 page of less) of all acquisitions, mergers, disposals and
major new business activities that have occurred in the last 5 years or are pending
(to the extent that this is not already provided above).
E. Are there any contingent liabilities or losses that are relevant to the overall financial
performance of the organisation whether stated in the audited accounts of the Lead
Organisation or otherwise? If so, provide details (including cross-references to the
accounts if applicable).
F. Please provide details of any outstanding legal or financial claims against the Lead
Organisation (to the extent that this is not already provided in the audited annual
reports and accounts referred to above)
G. Please provide a statement that the organisation has not been subject to a financial
investigation by an accredited regulatory authority (to the extent that this is not
already provided in the audited annual reports and accounts referred to above).
Where applicable please provide details.
H. Please provide details of any significant post balance sheet events, if not apparent
from the most recent accounts for the organisation.
I.
If the Lead Organisation has a Dun and Bradstreet (or similar) credit rating please
provide details of the most recent available rating.
24
____________________________________________________________________
Part 5
Account Team Information
5.1
Account Team Structure
A proposed Account Team structure should be submitted which clearly outlines the duties
and responsibilities of key persons and lines of communication across all disciplines within
the Account Team.
Please provide a diagram showing the structure of your team, clearly identifying the
proposed account manager.
5.2
Experience and Expertise of Account Team
Please list 3 case studies in the last three years of similar, or larger scale that demonstrate:







Case studies of two strategic marketing and communication strategies that were
developed and delivered to raise the profile of a city/region, service or product across
the UK from a consumer and/or stakeholder perspective
A case study of one campaign in the cultural or creative sector with a specific focus
on awareness, or audience generation,
Demonstration of excellent networks and relationships with opinion formers,
Demonstration of excellent relationships/contacts with national broadcasters, editors,
journalists and feature writers across all city sectors of tourism, investment and
culture,
Demonstration of innovative use of digital media to support client strategies and
plans.
Experience of working with a multi-agency and partnership agenda and
requirements.
Demonstrably show how campaigns have been evaluated
Each case study to be no more than 2 A4 pages.
Case studies to include the following as a minimum:

Description of project

Members of the Account team involved

Outline the partnerships

Start date and completion

Challenges

Outcomes

Impacts

Added Value

Learning and growth
25
____________________________________________________________________
Part 6
Methodology, Plan and Cost Proposal
6.1
Methodology & Plan
Please provide a methodology for the delivery of the project outlining how the team proposes
to manage and carry out the project based on the objectives below:





Dramatically increase awareness of Derry~Londonderry’s designation as the first
ever UK City of Culture across UK and ROI in partnership with sponsoring agencies;
This includes telling the legacy achievements of 2013 in the area of cultural
regeneration, community engagement, business benefit and perception change,
Raise the awareness and generate a UK and ROI audience for 15 landmark events
within the programme. In addition, and where appropriate, repurpose the programme
to create campaignable ideas;
Use culture as leverage into the national news agenda to promote all aspects of the
new City story, including challenging negative perceptions and building a positive
media profile of the City as a place for culture, visiting and business; This will help reposition the city and change perceptions.
Engage with the Irish and Ulster Scots (in particular from the North West of Ireland)
diaspora in the UK
Build an overwhelming desire to visit the city and discover its new story;
Please include your proposed methodology for the delivery of the following:
1. Project management and quality assurance systems
2. Client Management
3. Crisis management of negative news stories
Please include in your proposed campaign plans:4. An outline of your innovative and creative strategic approach
5. An outline execution plan detailing, key milestones, proposed media, PR and online
elements and timings (as outlined in the requirements in Part 2)
6. A top level breakdown of proposed costs
7. Evaluation of the impact of the activity
6.2
Cost
Fixed cost element
Tenderers should provide a fixed cost proposal, meeting the requirements as outlined in Part
2 – The Requirement, that would cover:


Detailed development of an innovative and creative campaign strategy
An outline execution plan detailing key milestones, proposed media, PR and online
elements and timing.
Costs for implementation of the aspects of the campaign covering Great Britain
26
____________________________________________________________________
Proposals should include options for marketing activity in the GB market of £250k -£500k
and £750k, should the additional collaborative partnership funding of £250k be secured.
Call-off element
For the remaining NI and ROI campaign elements (budget between £100k – £200k) and
any other potential services required such as (the list below is indicative of the types of work
that might be requested but is not exhaustive):






PR Activity
Media Buying
Event Management
Digital Services
Campaign Development
Studio and creative time
Strategic advice and input
Tenderers should provide a daily rate for each grade of staff proposed for the Account team,
Grade of staff
Daily Rate £
As noted in Part 2 - The Brief, above, a fee will be agreed in advance for any call-off work on
the basis of the individual fees by grade as requested above.
27
____________________________________________________________________
Part 7
Stage 1 Assessment
Assessment of Financial
Standing & Operational
Experience
7.1
Instructions
Tenders will be assessed in two stages.
7.2
Stage 1 – Financial Information and Experience/Expertise Assessment
Stage 1 of the assessment process includes a mandatory pass/fail assessment of the
financial situation of the Lead Organisation. Should the Lead Organisation fail this
assessment on any of the 3 criteria set out below, the tender submission will not be
considered further and the Tenderer will be eliminated from the competition.
Pass/Fail
Criteria
Period in Business:
Greater than 3yrs
Average Turnover Last 2 years > £1M
“Satisfactory” Rating achieved in respect of its response to
Section 4.12
The Culture Company may review the materiality of any concerns relating to the response to
Section 4.12 and may seek clarification from the Lead Organisation in order to reach a
decision as to whether the economic and financial standing of the Lead Organisation is
satisfactory.
Unsatisfactory is defined as: where the economic and financial standing of the Lead
Organisation poses a risk to delivery of the Services. Risk to the delivery of the Services
shall be assessed by a review of the Lead Organisation’s accounting information (whether
contained in audited annual accounts or otherwise).
Should the Lead organisation pass this assessment the experience and expertise of the
Account Team will be scored. Scoring criteria is used with an indicated total minimum
score to be achieved by the Account Team.
28
____________________________________________________________________
It is a requirement that a minimum score of 60 must be achieved for the Account
Team. Failure to meet the minimum overall score of 60 results in the submission not
being scored and therefore not considered further.
Relevant Experience and Expertise of Account Team
TOTAL
Maximum
Achievable
100
100 %
Minimum Score to progress to stage 2
Mandatory
Minimum
60
60 %
Experience and Expertise of Account Team
Marks
Experience in:
1. Case studies of two strategic marketing and communication
strategies that were developed and delivered to raise the profile of
a city/region, service or product across the UK from a consumer
and/or stakeholder perspective
20
2. A case study of one campaign in the cultural or creative sector
with a specific focus on awareness, or audience generation,
15
3. Demonstration of excellent networks and relationships with
opinion formers,
10
4. Demonstration of excellent relationships/contacts with national
broadcasters, editors, journalists and feature writers across all city
sectors of tourism, investment and culture,
5. Demonstration of innovative use of digital media to support client
strategies and plans.
6. Experience of working with a multi-agency and partnership
agenda and requirements
7. Demonstrably show how campaigns have been evaluated
20
15
10
10
Total % = Total Marks/100
Unless otherwise stated the Account Team Experience will be scored as follows:Band
5
Scoring Basis
Fully detailed evidence provided,
very minor concerns on detail,
relevance, accuracy or complexity
Marking out
of 10
9-10
29
Marking out
of 15
13-15
Marking out
of 20
17-20
____________________________________________________________________
4
3
2
1
Detailed evidence provided, some
minor concerns on detail,
relevance, accuracy or complexity
Reasonable evidence provided,
lacking in detail, relevance,
accuracy or
complexity
Limited evidence provided,
significant concerns on detail,
relevance, accuracy or complexity
Little or no evidence provided,
very significant concerns on detail,
relevance, accuracy or complexity
30
7-8
9-12
13-16
5-6
8-11
9-12
3-4
4-7
5-8
1-2
1-3
1-4
____________________________________________________________________
Part 8
Stage 2 Evaluation
Assessment of Methodology
Tenders for those parties that pass the Stage 1 Assessment will be scored as follows:
Methodology
Total Stage 2 Evaluation Score
Score (Out of)
40
40
Minimum Score to progress to stage 2
8.1
25
The methodology & plan will be scored on the following basis:
Element
1. Project management and quality assurance systems
2. Client Management
3. Crisis management of negative news stories
Score
10
20
10
Unless otherwise stated, the methodology will be scored as follows:
Band
5
4
3
2
1
Scoring Basis
Fully detailed evidence provided, very minor
concerns on detail, relevance, accuracy or
complexity
Detailed evidence provided, some minor
concerns on detail, relevance, accuracy or
complexity
Reasonable evidence provided, lacking in
detail, relevance, accuracy or complexity
Limited evidence provided, significant
concerns on detail, relevance, accuracy or
complexity
Little or no evidence provided, very
significant concerns on detail, relevance,
accuracy or complexity
31
Marking out
of 10
9-10
Marking
out of 20
17-20
7-8
13-16
5-6
9-12
3-4
5-8
1-2
1-4
____________________________________________________________________
Stage 3 Evaluation
Assessment of Campaign
plans and costs
Tenders for those parties that pass the Stage 2 Assessment will be scored as follows:
Campaign Plans and Presentation
Costs
Total Stage 3 Evaluation Score
8.2
Score (Out of)
60
100
160
Weighting
60%
40%
100%
Campaign Plans and Presentation
Element
1. An outline of your innovative and creative strategic approach
2. An outline execution plan detailing key milestones, proposed
media, PR and online elements and timing (as outlined in
Part 2)
3. Evaluation of the impact of the activity
Unless otherwise stated, the methodology will be scored as follows:
Band
5
4
3
2
1
Scoring Basis
Fully detailed evidence provided, very minor
concerns on detail, relevance, accuracy or
complexity
Detailed evidence provided, some minor
concerns on detail, relevance, accuracy or
complexity
Reasonable evidence provided, lacking in
detail, relevance, accuracy or complexity
Limited evidence provided, significant
concerns on detail, relevance, accuracy or
complexity
Little or no evidence provided, very
significant concerns on detail, relevance,
accuracy or complexity
32
Marking
out of 20
17-20
13-16
9-12
5-8
1-4
Score
20
20
20
____________________________________________________________________
8.2
Assessment of cost
You should provide a top level break down of proposed costs into key expenditure areas (as
an example but not limited to Client Management, Online, PR, Press Advertising, Radio)
Cost will be scored as follows:
The fixed cost element of tenders will be assigned a score on the basis of a sliding scale.
All tenders will be scored against the lowest proposed fixed cost with full marks (i.e. 100)
being awarded to the party having submitted the lowest fixed cost tender.
A proportionate percentage reduction in available marks will be made for every percentage
that a tender is above the lowest proposed fixed cost, e.g. if a tender is 10% higher, 10% of
the available marks will be deducted giving a cost for this element of 90.
Total % Cost Score = (Total Marks/100)*40%
8.2
Most Economically Advantageous Tender
The most economically advantageous tender will be that receiving the highest stage 3
evaluation tender score.
33
____________________________________________________________________
Part 9
Declarations to be completed
by Lead Organisation &
Submissions Checklist
9.1
Collusive Tendering Certificate
We certify that this is a bona fide tender and that we have not fixed or adjusted the amount
of the tender by or under or in accordance with any agreement or arrangement with any
other person. We also clarify that we have not done and we undertake that we will not do
any time before the hour and date specified for the return of this tender, any of the following
acts:
1. Communicating to a person other than the person calling for these tenders, the amount
or approximate amount of the proposed tender, except where the disclosure, in
confidence, of the appropriate amount of the tender was necessary to obtain premium
quotations required for the preparation of tender.
2. Entering into any agreement or arrangement with any other person that he shall refrain
from tendering or as to the amount of any tender to be submitted.
3. Offering or paying or giving or agreeing to pay or give any sum of money or valuable
consideration, directly or indirectly to any person for doing or having done or causing to
be done, in relation to any other tender or proposed tender for the said work, any act or
thing of any sort described above.
In this certificate the word ‘person’ including any persons and anybody or association,
corporation or unincorporated and ‘any agreement or arrangement’ included any such
transaction formal or informal and whether legally binding or not.
Signed by:
___________________
Signature
______________________________
Name in block letters
Position in Organisation:
_______________________________________
Date:
________________________________________________________
On Behalf of: _________________________________________________
(name of organisation)
Address:
_____________________________________________________
____________________________________________________________
Note: To be signed by the Account Manager on behalf of the entire Account team and
to be returned with tender submission.
34
____________________________________________________________________
9.2
Declaration of Commitment to Promoting Equality of Opportunity and
Good Relations
Preamble
Under Section 75 of the Northern Ireland Act 1998 Culture Company must have due regard
to the need to promote equality of opportunity:
 Between persons of different religious belief, political opinion, racial group,
age, marital status, or sexual orientation;

Between men and women generally;

Between persons with a disability and persons without;

Between persons with dependants and persons without.
In addition the Culture Company must also have regard to the desirability of promoting good
relations between persons of different religious belief, political opinion or racial group.
The Culture Company is committed to fulfilling these obligations and is keen to not only
ensure that suppliers of goods and services, contractors undertaking work on behalf of the
Culture Company. And groups who receive support from the Culture Company do not act in
any way that would contravene the Culture Company’s statutory equality duties but also that
they help promote equality of opportunity and good relations within their own area and
organisation.
It is therefore a condition of any offer to grant aid/support or contract for goods or services
that the Chief Executive, Managing Director or other authorised person signs, on behalf of
their organisation, the declaration below. This declaration will confirm that the organisation
is committed to promoting equality of opportunity and good relations and will not act in any
way that will undermine Culture Company’s commitment to fulfil its statutory obligations.
The Culture Company will not enter into any contract or provide support/grant aid to
any organisation which does not sign the Declaration of Commitment to the
Promotion of Equality of Opportunity and Good Relations.
35
____________________________________________________________________
Declaration of Commitment to Promoting Equality of Opportunity and Good Relations
(continued)
We (insert name of organisation): …………………………………………………………
recognise Culture Company’s duty to have due regard to the need to promote equality of
opportunity:

Between persons of different religious belief, political opinion, racial group, age,
marital status or sexual orientation

Between men and women generally

Between persons with a disability and persons without

Between persons with dependants and persons without
And to have regard to the desirability of promoting good relations between persons of
different religious belief, political opinion and racial group.
We undertake not to act in any way that would contravene the Culture Company’s
statutory obligations and are committed to promoting good relations and equality of
opportunity in all out activities (including in the recruitment, promotion and training of
all our staff).
Signed by:
___________________
Signature
______________________________
Name in block letters
Position in Organisation:
_______________________________________
Date:
________________________________________________________
On Behalf of: _________________________________________________
(name of organisation)
Address:
_____________________________________________________
_____________________________________________________________
Note: to be signed by the Lead Organisation on behalf of the entire Account Team
and to be returned with tender submission.
36
____________________________________________________________________
9.3
Fair Employment Declaration
Fair Employment and Treatment (Northern Ireland) Order 1998
1.
Article 64 of the Fair Employment and Treatment (NI) Order 1998 (“the Order”)
provided inter alia that a public authority shall not accept an offer to execute any work
or supply any goods or services where the offer is made by an unqualified person in
response to an invitation by the public authority to submit offers. Article 64 also
provides that the public authority shall take all such steps as are reasonable to
secure that no work is executed or goods or services supplied for the purposes of
such contracts as are mentioned above by an unqualified person.
2.
An unqualified person is either an employer who, having been in default if the
circumstances specified in Article 62(1) of the Order, has been served with a notice
by the Fair Employment Commission stating that he is not qualified for the purposes
of Articles 64-66 of the Order or an employer who, by reason of connection with an
employer on whom has been served a notice to that effect, has also been served
with such a notice.
3.
Mindful of its obligations under the Order, CULTURE COMPANY has decided that it
shall be a condition of tendering that a contractor shall not be an unqualified person
for the purposes of Articles 64-66 of the Order.
4.
Contractors are, therefore, asked to complete and return the attached
Declaration/Undertaking, with their quotation/tender, to confirm that they are not
unqualified persons and to undertake that no work shall be executed or goods or
services supplied by an unqualified person for the purposes of any contract with a
Council to which Article 64 of the Order applies.
I/We ______________________________________
hereby declare that I am/we are
not an unqualified person for the purposes of the Fair Employment and Treatment (Northern
Ireland) Order 1998. I/We undertake that no work shall be executed or good or services
supplied by any unqualified person for the purposes of any contract with the CULTURE
COMPANY to which Section 64 of the Order applies.
Signed by:
___________________
Signature
______________________________
Name in block letters
Position in Organisation:
_______________________________________
Date:
________________________________________________________
On Behalf of: _________________________________________________
(name of organisation)
Address:
_____________________________________________________
_____________________________________________________________
Note: to be signed by the Lead Organisation on behalf of the entire Account Team
and to be returned with tender submission.
37
____________________________________________________________________
9.4
Freedom Of Information
Culture Company is subject to the provisions of the Freedom of Information Act 2000.
Should any tenderer consider that any of the information supplied by them is either
commercially sensitive or confidential in nature, this should be highlighted and the reasons
for its sensitivity specified. In such cases, the relevant material will, in response to FOI
requests, be examined in light of the exemptions provided for in the FOI Act.
Tenderers should be aware that the information provided in the completed tender and
contractual documents could be disclosed in response to a request under the Freedom of
Information Act. No information provided by Tenderers will be accepted “in confidence” and
Culture Company accepts no liability for loss as a result of any information disclosed in
response to a request under the Freedom of Information Act.
Culture Company has no discretion whether or not to disclose information in response to a
request under the Freedom of Information Act, unless an exemption applies. Disclosure
decisions will be taken by appropriate individuals in Culture Company having due regard to
the exemptions available and the Public Interest. Tenderers are required to highlight
information that they include in the tender documents, which they consider to be
commercially sensitive or confidential in nature, and should state the precise reasons, why
that view is taken. In particular, issues concerning trade secrets and commercial sensitivity
should be highlighted. Tenderers are advised against recording unnecessary information.
In accordance with the Lord Chancellors code of Organisation on the discharge of public
functions, Culture Company will not accept any contractual term that purports to restrict the
disclosure of information held by Culture Company in respect of the contract or tender
exercise save as permitted by the Freedom of Information Act. The decision whether to
disclose information rests solely with Culture Company.
Culture Company will consult with tenderers, where it is considered appropriate, in relation to
the release of controversial information. Tenderers will be notified by the Culture Company
of any disclosure of information relating to them.
38
____________________________________________________________________
9.5
Non-Submittal of Tender Form
Please fax this form by the closing date of 9th November 2012 if your organisation has
registered your intent to tender, but is subsequently unable to return a tender.
FAO:
NAME
ADDRESS
E-mail
Tender – ‘Integrated Marcoms Partner – City of Culture’
Organisation: ___________________________________________________________
Our company is unable to return a tender submission for this project for the following reason:
Unable to submit in timescale
Unable to complete work within required programme
Other (please specify below)
……………………………………………………………………………………………..
……………………………………………………………………………………………..
……………………………………………………………………………………………..
Signed: ……………………………………………………………………………………
For or on Behalf of: ………………………………………………………………………
Address: …………………………………………………………………………………..
…………………………………………………………………………………..
…………………………………………………………………………………..
…………………………………………………………………………………..
Position in Company: ……………………………………………. Date: ..…………….
Note: to be signed by the Lead Organisation on behalf of the entire Account Team
and to be returned with tender submission.
39
____________________________________________________________________
9.6
Submission Checklist
Before submitting your tender please ensure that you have:
Lead Organisation Information
(i)
Provided for the Lead Organisation
1. Contact Details
2. Status and formation/registration
3. Partners/Directors; staff and main contact details
4. Financial Details
5. Insurances
6. Health and Safety
7. Quality Management Systems
8. Environmental Management Systems
9. Fair employment/Equal Opportunities
10. Membership of Professional Bodies
11. Constitution of Integrated Marcoms Partner
12. Financial and Economic Information
Experience and Expertise Assessment
(ii)
Provided for the Account Team and Account Manager respectively:
1. Account Team structure
2. Account Team experience and expertise
3. Account Team Capacity to deliver
Methodology
(iii)
Methodology as requested in Part 6
Cost Assessment
(iv)
Value proposal as requested in Part 6
Declarations
(v)
Signed declarations as requested
(vi)
Enclosed this document in its entirety
To whom the tenders should be addressed:
Tender for the provision of an Integrated Marcoms Partner
Culture Company 2013 Ltd
Building 71, Ebrington,
Limavady Road,
Derry~Londonderry,
BT47 1JY
So as to arrive no later than 12:00 Noon 9th November 2012
40
____________________________________________________________________
Annex
1
Background and Reference Material
Derry~Londonderry, located in the North West of Northern Ireland and on the border with the
Republic of Ireland, is setting out on a journey of unprecedented regeneration in which art
and culture is seen not as a marginal concern but as being at the heart of a deep and
purposeful transformation of a city with a troubled history.
The city, already regarded as the powerhouse for the cultural revival of Northern Ireland,
intends to be recognised internationally as a location where culture, broadly defined and of
the very highest quality and reach, is the DNA in positive and profound change and where
art is common currency amongst its citizens, including the most youthful population on the
island of Ireland. Young people are in consequence the most important priority in all future
developments - the city intends for example to become one of UNICEF's designated Child
Friendly Communities and Derry~Londonderry was recently short-listed for European Youth
Capital 2013.
With the recent inauguration of the transatlantic Project Kelvin (www.hiberniaatlantic.com),
and BT’s £3 Million investment of fibre broadband Derry is one of the most digitallyconnected cities in Europe presaging a flourishing of next-generation creative, learning and
knowledge in the years to come. We are seeking to optimise the rich range of local and
transnational cultural opportunities centred on material culture that now present themselves
in the next 5 years and beyond, as the city moves from a phase of conflict to a 'New Story' a period of compelling, determined and globally-connected investigation and re-imagination
of histories, of identities and of civic and civil space, through the arts and arts processes.
The city from the late 1960s was the crucible of 'The Troubles'. However in spite of, or
arguably because of, this difficult context throughout this period, Derry-Londonderry created
and presented art of international significance – Derry has presented at least one of the
visual artists shortlisted for the Turner Prize each year since 1984 - and acted as a cultural
laboratory or melting pot, led most notably by the Orchard Gallery and the Field Day Theatre
Organisation, in the past and the Verbal Arts Centre, Playhouse, the Nerve Centre and Void,
amongst others, in the present. There is a strong tradition of investigation, experimentation
and innovation in communities, amongst artists and in the city's diverse cultural sector in
order to negotiate highly charged and complex contexts, requiring new capacities and
expertise and the need for close engagement with publics which continues to the present
day, out of which new forms of art organisation, production, distribution and experience will
continue to emerge.
The city is undergoing a remarkable period of rebuilding its hardware and software. An
investment programme in buildings, infrastructure, facilities and the public realm is valued in
excess of £100 million and includes the restoration of key civic buildings, an extensive public
art programme, the creation of a creative and digital industries hub at the former military
base at Fort George and the development of an art and cultural hub at the other former
military base at Ebrington, which will present an internationally-significant new model of a
41
____________________________________________________________________
twenty-first century cultural hub connecting contemporary art organisation to site specific
working, memory building and archive creation and the re-reading of received cultural and
socio-political narratives.
This will augment the city's existing and highly distinctive cultural sector including the Void
Gallery (www.derryvoid.com ), CCA Gallery (www.cca-derry-londonderrt.org ), Nerve Centre
(www.nerve-centre.org.uk ), Verbal Arts Centre (www.verbalartscentre.co.uk ), Culturlann Ui
Chanain (www.culturlann-doire.ie), Waterside Theatre (www.watersidetheatre.com)
Millennium Forum (www.millenniumforum.co.uk) and the Playhouse Theatre
(www.derryplayhouse.co.uk ) many of which have recently been refurbished or rebuilt and
look forward with a new sense of energy, purpose and confidence.
A key priority of Ilex in the next 5 years will be the development of Ebrington, the 26 acre
former military barracks on the East bank of the River Foyle (www.ilex-urc.com) The site,
with its impressive Parade Ground, larger in scale than Trafalgar Square, and the extensive
suite of listed buildings grouped around it, is robust and beautiful and of outstanding
architectural importance. As of June 2011 it is now linked for the first time to the Walled City
opposite by a new £13.5 million pedestrian bridge designed by Wilkinson Eyre Architects,
effectively creating an expanded city centre and a new shared space in a location of
previous division. Simultaneously the city launched Mute Meadow, a hauntingly beautiful
£800,000 new public art work for Ebrington and the riverside created by Vong Phaophanit
and Claire Obussier, currently the largest art commission on the island of Ireland, signalling
the planned future occupation of the site for civilian use and cultural purposes.
With the first stage, Ebrington Square, already opened in February 2012 and having hosted
the Peace One Day and Clipper concerts, our aspiration is to create at Ebrington an inspiring
world-class arts and cultural hub for the city's 110,000 residents and for visitors to the city
including galleries for contemporary art, for maritime history and the city archives, facilities
for artists and makers, outdoor and indoor performance spaces, learning spaces and other
public and private sector facilities, overseen with strong curation and leadership. The overall
focus will be on visual arts and material culture, radiating out to other disciplines. Importantly
our thinking is not restricted simply to the built aspects of the site. Ebrington has a wider
purpose.
The development will be a 'hybrid', consisting of 'soft' animation measures and 'hard'
physical developments; the 'soft' measures will be rooted in innovative cultural organisation
and ideas and it will be imperative that these influence the physical shape of provision,
rather than vice versa. The 'soft' approaches need to follow the grain of the rich array of
existing arts and culture activities in the city and its hinterland and also its rich, contested
cultural identities as well as injecting new energy and aspiration.
Though 'peripheral', if viewed from the centre, Derry represents another kind of 'centre' on
the Atlantic seaboard of North West Ireland, whose reach, uniquely, crosses an international
frontier with Donegal, in the Irish Republic. This duality, externally and internally, is at the
centre of the identity issues which Ebrington is being designed to investigate, display and
disseminate. Also, because of its history the context occupies a central position (actually and
potentially) in discourse and organisation internationally, around the role of art in conflict and
post-conflict situations which means that, while geographically peripheral, the City and
Ebrington are actually central to new emerging forms of organisation which will engage a
variety of publics in a setting which is deeply rooted in place yet with international reach.
42
____________________________________________________________________
The Winning Bid
The core team that conceived and produced the bid was a combination of three
organisations: Culture Company, Ilex Urban Regeneration Company and Strategic
Investment Board Northern Ireland Ltd. Read more about them at:
www.derrycity.gov.uk
www.ilex-urc.com
www.sibni.org
The Bid team mobilised a powerful local, national and international constituency of support
and goodwill. Crucially, the Bid had and has the full support of the First and deputy First
Ministers and the Northern Ireland Executive as a Northern Ireland Bid. It has the active
support of An Taoiseach Enda Kenny. It had the active support of the US Economic Envoy
to Ireland. It has the active support of a very wide range of individuals and organisations in
all walks of cultural life and in many international locations. And most importantly it mobilised
the support of the people of Derry~Londonderry.
A summary of the winning bid, and an archive of the movement of support that the bid was
comprised of, and the most recent news about progress towards delivery of the year is
available at the bid website – http://www.cityofculture2013.com
The film that the team commissioned, and that was a key part of the team’s final
presentation to the jury, is available at http://www.nerve-centre.org.uk. The Panel which
evaluated the bid was chaired by Phil Redmond, who was Artistic Director and Vice-Chair of
the Culture Company for Liverpool’s 2008 European Capital of Culture. His vision statement
for what the UK City of Culture means, or stands for, can be found at:
http://www.culture.gov.uk/images/publications/PhilRedmond-VisionStatement.pdf
The Panel concluded that the Derry~Londonderry bid was fully deserving of the accolade
and opportunity offered by becoming UK City of Culture 2013. The Panel identified key
strengths in the bid including:

The very strong cultural programme that not only drew strength from the city’s past
and place in history, but also did not seek to avoid but to address its past conflicts as
a source of inspiration;

The strength of the passion and commitment of the city and its supporters, including
evidence of engagement of the private sector and all political parties and
Communities in supporting the bid;

The substantial potential step changes that the awarding of UK City of Culture 2013
would achieve by helping create a new narrative about the city and its past, and the
potential of the community benefits including helping heal past wounds, the social
benefits and the economic benefits;
43
____________________________________________________________________

The holistic nature of the bid which was strong on the cultural, economic and social
aspects and impacts, including the very strong regeneration focus and links to the
Regeneration Plan for the city (including the new physical developments in the city
such as Ebrington Barracks and the Peace Bridge);

The opportunities offered by the links to London related to the 400th Anniversary of
the building of the city wall and to the large Diaspora linked to the North West of the
Island of Ireland;

The impressive level of detail that the city has already gone into in planning for 2013
including getting funding commitments in place (in both public and private sectors);

The considerable thought that has been given to the marketing plan for the city
leading up to and in 2013 and the strong support of marketing and promotion
agencies in Northern Ireland and the Republic of Ireland;

The interesting use of the opportunities offered by digital technologies in the city
during 2013.
The Panel which evaluated the bid, in concert with DCMS, will play an ongoing mentoring
role as Culture Company 2013 moves into implementation and delivery mode.
Strategic Direction
The distinctive strategic approach underlying the bid is about creating the conditions for
citizens and visitors to transform themselves from passive consumers into active participants
in culture, by providing examples of that transformation here, and from elsewhere, and
communicating that transformation locally and internationally.
Culture, as in City of Culture, should be essentially an investment in communities, of place
and of interest and also in their interaction. That is where the added value lies and the
measurable step change can take place, including investment targeted to areas of most
need. The ultimate beneficiary is not the arts but the community.
Many arts festivals operate on the basis of ‘feeding the centre’, hoping for value to trickle out
to the social, political and geographical edges. This model will ‘feed’ the edges first and have
value flow into the centre, in the course of which new forms of value and validation will be
created, ‘feeding’ both edge and centre in the year 2013, with the legacy being the
continuing interaction of edge and centre and, in effect, the transformation of ‘cultural edge’
to ‘cultural centre’. This process embodies participation and, crucially, the ownership that is
necessary for the step change to take place and for the sustainability of that legacy. This
dynamic ownership will generate new forms of organisation, experience and participation,
alongside – not instead of – existing forms of organisation, experience and consumption,
essential to the distinctiveness of our offer. This will also create symmetry between the
cultural edges and the cultural centre – a parity of esteem – rather than the usual, inherited
pattern of asymmetrical cultural relationships.
44
____________________________________________________________________
Therefore UK City of Culture 2013 will be based on a reciprocal model – exchange,
dialogue, participation of citizens and visitors – working in relation to the rhetorical model of
culture – which doesn’t expect an ‘answer’. 2013 here will embody a fusing of those models
and should set the scene for the future.
This approach is not an arbitrary position. It reflects forward thinking in the particular sociocultural context of Derry~Londonderry. It chimes with the depth and vision of thinking that
has underpinned the huge inclusive effort that has produced the new draft Regeneration
Plan for Derry~Londonderry – “One City, One Plan, One Voice”, which was launched on 16
September 2010 by the deputy First Minister, Martin McGuinness and the Minister for Social
Development, Alex Attwood, and which is available at www.ilex-urc.com.
Culture Company 2013’s structures will be driven by this distinctive strategic approach whilst
keeping in mind the practicalities of the administrative realities in which Culture Company
2013 will function, most notably the need for governance that adds value to the Company
whilst providing the quality of oversight and accountability that investors and stakeholders
expect.
45
____________________________________________________________________
Governance Arrangements
Culture Company 2013 has a Board of fifteen non-executive Directors.
The Board will work with the Chief Executive and the executive team to provide an
appropriate level of strategic direction, governance and stewardship consistent with the
delivery of the Company's objectives.
The Brand
Our year as City of Culture will be a time of joyous celebration, a game changer for the city.
The yearlong programme will be based on four elements: Unlocking Creativity, Creative
Connections, Digital Dialogue and Creating a New Story. Culture Company 2013 is
committed to delivering real change and to developing a cultural economy for the city.
Derry~Londonderry is a place on the cusp of change, rising from conflict to greatness. It is a
city of bridges both real and metaphorical.
Core Values/Step Changes
Equality: We will deliver equality, good relations and social cohesion. Through culturally led
regeneration
Hope: Local Economic prosperity. We will drive an economic renaissance transforming
levels of prosperity in our city and wider region
Ambition: The City’s cultural offering. We will build a sustainable cultural environment which
will nourish and enhance a unique world class experience
Passion: The opportunities available to our citizens to unleash and give expression to their
talent. We will unleash talent to build a proud, ambitious, creative, connected community
Confidence and Purpose: The ability of our communities to creatively connect globally. We
will tell the world our new story.
Our Logo
Overview
Our new logo is an evolution of our campaign logo, the Awen, into the city’s most iconic new
structure, the Peace Bridge. We felt it vital to retain the essence of the Awen, a Celtic
symbol representing inspiration, spirituality and creativity. And to this end, the colouring of
the logo has been retained as has the three-stranded theme.
The Peace Bridge, in keeping with our mission, helps the city tell its new story – in this case,
telling the story through the brand. Internationally, the bridge has already become a
recognised symbol of our new city and connectedness. And, we believe there is no more
fitting image with which we could welcome and attract the world to our Derry-Londonderry.
The logo apart, our brand and aspirations remain unchanged, and we are committed to
serving the narrative that inspired them.
46
____________________________________________________________________
The full City of Culture 2013 design guidelines are available at
http://www.cityofculture2013.com/Get-Involved/Brand-Downloads.aspx .
47
____________________________________________________________________
Annex
2
Key City Of Culture Events
2013 will be a year of joyous celebration and purposeful enquiry for the city and many events
and programmes of all sizes are planned. The list below outlines events and programmes
currently in the public domain and represents a fraction of the full programme. Where an
estimated audience size is available this has been indicated.
A preview of events has been announced in May 2012 and the full programme will be
announced in October 2012.
Event Outlines
Jazz Festival
May 2013
The City of Derry Jazz and Big Band Festival is to be held in May 2013 with over 200 events
playing across 70 venues throughout the historic walled city.
(http://www.cityofderryjazzfestival.com)
PORTRAIT OF A CITY
Throughout 2013 and beyond
Portrait of a City will be one of the largest personal history projects ever undertaken
by a city, allowing our citizens to explore and celebrate the shared heritage of
Derry~Londonderry – and tell our new story to the world. This city-wide project will
provide digital skills to young and old, enabling them to capture the stories of their
community through digital photography, archive film and video/audio recordings.
Culture Company 2013 will work with these local partners in libraries, community
centres and schools to organise short training courses in digital archiving skills. By
collecting together old photographs, personal artefacts and other archive material,
and recording the stories behind these images of the past, each community will build
a “digital memory-bank” that will leave an important legacy for future generations.
Throughout 2013, these images and stories will be shared online and brought to life
through innovative art projects. The project will result in an exhibition on a huge
scale, touching every neighbourhood. The city itself will become an extraordinary
gallery, and the curators of this exhibition will be the people of Derry~Londonderry.
48
____________________________________________________________________
THE MUSIC PROMISE
Throughout 2013 and beyond
The Music Promise is a year-long programme of inspiring learning experiences for
children and young people in Derry~Londonderry. We want to give every child in the
city an opportunity to play and sing. There’ll be lessons, sessions, plenty of new kit
and lots of performances, both in and out of school.
We’re prioritising some groups: our youngest children, those with special educational
needs and disabilities, children with exceptional talent, and young people who
haven’t been involved in music-making before. Because that’s where music learning
can make the biggest impact. We’re building new musical partnerships and inviting
local and global musicians to play and perform with our children. And we’re
promoting training for music teachers.
The Promise is our commitment to music learning. We want to put it centre stage in
the city in 2013 and set the scene for generations to come.
FIELD DAY THEATRE COMPANY
November 2012 & throughout 2013
Playwright Brian Friel and actor/director Stephen Rea founded Field Day in 1980 in
search of a new audience, one that was different from the regular audience for
metropolitan theatre. They came upon it straight away in Derry. Friel’s critically
acclaimed “Translations” was the first of fourteen Field Day plays to show at the
Guildhall before travelling throughout Ireland and the world.
As a prelude to the celebrations of Derry 2013, Field Day is returning to the city in
November 2012 in partnership with The Playhouse Theatre. “Farewell”, a short new
play by the young, up-and-coming Antrim writer Clare Dwyer-Hogg, will be directed
and led by Stephen Rea. Dwyer-Hogg (inset) writes in a clear and sparse style and,
in continuity with Field Day plays past, she pitches her voice to the contemporary
local audience while addressing universal themes—in this instance, death and
betrayal.
Preparations are also advancing for a new Field Day play to premiere in Derry in
2013 by a world-renowned writer/director/actor. In conjunction with the new theatre
productions Field Day will also publish a special issue of the distinguished Field Day
Review dedicated to the political, artistic, literary and historical culture of Derry and
the Irish northwest. Field Day Archive, currently held at the National Library of
Ireland, will be exhibited at the Verbal Arts Centre.
49
____________________________________________________________________
POLITICAL MOTHER:
DERRY~LONDONDERRY UNCUT
March 2013
“Effortlessly hip, endlessly energetic, exhilarating, sexy and loud enough to burst
your ear drums” Daily Telegraph
Hofesh Shechter is recognised as one of the UK’s most exciting contemporary
artists, with his eponymous company touring worldwide to critical acclaim. A former
drummer in a rock band, Shechter is renowned for creating the musical scores for
his dance creations with his raw, atmospheric music, complementing his Company’s
unique physicality.
“Political Mother” brings the atmosphere of a rock concert, brimming with the gritty
and emotional complexity of Shechter’s extraordinary dance work, to treat audiences
to an experience like no other.
“Political Mother: Derry Londonderry UnCut” has been specially commissioned by
Culture Company 2013 and the London International Festival of Theatre (LIFT).
Drawing upon Derry’s rich musical culture, it will feature a live band of more than 30
musicians, including young musicians from the city alongside the international
musicians and 16 dancers of the Hofesh Shechter Company. This ‘gig’ marks the
beginning of a longer-term partnership between the company, LIFT and artists from
Derry~Londonderry.
On the same day audiences will also discover local dance groups performing work
they have created with dancers from the Company in response to “Political Mother”
at sites throughout the city.
THE RETURN OF COLM CILLE
JUNE 9 2013
The Return of Colm Cille will be a large-scale public event taking place on 9 June,
the saint's feast day, in various sites on both sides of the River Foyle. Written by
award-winning author and screenwriter, Frank Cottrell-Boyce, and featuring the
people of Derry~Londonderry as performers and participants, the Return of Colm
Cille will use drama, colour, music and performance to create a unique celebration of
the city's founding father.
“Astounding stories began to grow up around the brilliant, contradictory figure of
Colm Cille long before he died. the Return of colm cille imagines one of the great
turning points in his life when - distraught because of the death of thousands of men
in the Battle of the Books - he flees into exile. we imagine the battle.we imagine the
sadness of his departure and the memories and stories he left behind - stories of the
50
____________________________________________________________________
baby that shone, of the Loch Ness monster, of the astonishing book. And finally we
imagine his triumphant return.” Frank Cottrell-Boyce
Frank Cottrell-Boyce is a children's novelist and screenwriter. He won the 2004
Carnegie Medal for his book “Millions”, which was filmed by Danny Boyle. His other
books include “Cosmic” and the official sequel to “Chitty Chitty Bang Bang”. His
screenplays include “Hilary and Jackie”, “Welcome to Sarajevo” and “24 Hour Party
People”. He is part of Danny Boyle's creative team behind the 2012 Olympics
Opening Ceremony.
FOUR CENTURIES OF SONG
JUNE 9 2013
Culture Company 2013 has commissioned a new oratorio to mark the association
between St Columb’s Cathedral, Derry’s oldest and most historic building, and the
saint. “Columba Canticles” was composed by Laurence Roman on an award-winning
poem by Sam Burnside.
“Columba Canticles” captures the convergence of cultures and traditions, comprising
the choirs of the universities of Ulster and Aberdeen directed by Shaun Ryan, and
accompanied by London’s Southbank Sinfonia. Paul Mealor, Director of the
Aberdeen Choir, will be present to see his composition “Ubi Caritas” performed – a
work commissioned by the Duke and Duchess of Cambridge for their wedding. Other
internationally-renowned composers will also contribute pieces for the evening.
The performance will launch an annual choral music competition and celebrate the
400th anniversary of the Promise Chalice being sent from London. It will also mark
the completion of the entire restoration of the ancient Cathedral and its ongoing
contribution to the cultural life of the city.
MUSIC CITY!
June 21 2013
Derry is renowned worldwide as a city of song, a city with a rich musical heritage and
incredible musicians and a city with unrivalled musical talent.
Music City! will put a call out for all amateur and professional musicians to perform
on the streets of Derry on Friday June 21, the summer solstice and longest day of
the year. Music City! coincides with Fete De La Musique, a one-day
music festival that originated in France in the 1980s and now takes place in 120
countries throughout the world.
51
____________________________________________________________________
Music City! will see the city host a huge music festival with hundreds of free musical
performances across the city’s streets, squares, neighbourhoods, venues, churches,
offices and workplaces. This day-long celebration of music
of all genres – including Rock, Pop, Traditional, Jazz, Electronic, Classical, Opera
and World Music – will shine a spotlight on thousands of musicians of all ages in
what promises to be one of the most memorable days of 2013.
AT SIXES AND SEVENS
July 3 2013
To mark the 400th anniversary of the unique relationship between
Derry~Londonderry and the City of London, a new cantata has been commissioned
from two of the world’s leading creators in words and music.
“At Sixes and Sevens” will consist of five sections written by the Pulitzer-prizewinning
Northern Irish poet Paul Muldoon and the composer Mark-Anthony Turnage. The
work will be interspersed with four further sections devised by communities in
Derry~Londonderry and London. The world premiere will be given on July 3, 2013
simultaneously in the two guildhalls of London and Derry~Londonderry, linked live
using technology. “At Sixes and Sevens” will be performed by Camerata Ireland, the
London Symphony Orchestra, soloists, choirs and specially-formed community
ensembles.
Commissioned by The Honourable The Irish Society, the project has been
instrumental in setting up a unique partnership involving Camerata Ireland with Barry
Douglas, the Verbal Arts Centre, St Cecilia’s College, Wall2Wall Music,
Barbican/Guildhall Creative Learning, the London Symphony Orchestra and the City
of London Festival. These cultural relationships, the work itself and the
establishment of local community ensembles, which will remain after the
performance, are the significant legacies of the project.
FLEADH CHEOIL NA hÉIREANN
August 11 - 18 2013
Comhaltas Ceoltoiri Éireann is bringing Fleadh Cheoil na hÉireann, the biggest
festival of Irish culture anywhere in the world, to the city in 2013. This will be an
event of truly historical significance with the Fleadh taking place north of the border
for the first time since its foundation in 1951.
Over the course of eight days - from August 11 to 18 - the city will play host to over
300,000 visitors as traditional music takes over the streets with sessions, fun-days,
pageants, marching bands, competitions, ceil. bands, concerts and singing. Drama,
exhibitions and the arts are also all part of this unsurpassed celebration of Irish
52
____________________________________________________________________
culture.
Derry will be transformed into one massive performance space, and music will echo
from every street and alley as the city becomes a Mecca for the cream of traditional
talent.
THE CONQUEST OF HAPPINESS
Summer 2013
Prime Cut Productions (Northern ireland), East-west center (Bosnia–Herzegovina)
and Mladinsko theatre (Slovenia) present “the conquest of Happiness”.
“The Conquest of Happiness” is a unique theatre event which will have its world
premiere in Derry~Londonderry in the summer of 2013 before its presentation in
Belfast, Mostar, Sarajevo and Ljubljana. An international cast of artists from Northern
Ireland, Republic of Ireland, Bosnia - Herzegovina and Slovenia will explore through
music, dance and drama, the illusive and tantalizing possibility of happiness in our
increasingly unhappy world.
Can we be happy? The piece is inspired by Bertrand Russell’s famous essay on
happiness. Think big because it will be a multi-artform, large-scale, open-air event,
which will be supported by a community chorus in every city in which it will be
presented. This work will be led by internationally-acclaimed director Haris Pasovic
whose recent work “Sarajevo Red Line Project” illustrated in the most
heartbreakingly-poetic way how art can help people transcend the horrifying legacy
of war.
HOLLYOAKS COMES TO TOWN
The cast and crew of Hollyoaks are delighted to be supporting and participating in
the 2013 UK City of Culture celebrations in Derry~Londonderry.
Working alongside NI Screen to deliver something special, Hollyoaks’ audiences can
expect to see a presence in the city that will also aim to allow participation from the
young people of this great cultural capital.
OTHER VOICES
For almost a decade now, the hallowed, humble, crumbling walls of the 200-year-old
St James Church in Dingle on the most south-westerly tip of Ireland, have played
host to Other Voices each December. It has grown from a tiny musical seed into a
53
____________________________________________________________________
living, breathing and ever-evolving musical adventure.
More than 250 acts have made the musical pilgrimage, bringing with them a diversity
of musical styles and influences that can rarely be found at any other music
gathering. Following its very successful two-night celebration of music
and literature in New York City in 2011, Other Voices is spreading its wings again.
Joining in the UK City of Culture celebrations, Other Voices is taking flight to connect
Dingle to the City of Derry and the City of London.
Over 2012 and 2013, this will involve a series of wonderful musical events,
collaborations, happenings and performances, intimate musical and literary
conversations, connected to each other and enabled, platformed and transmitted to
the world by the most cutting-edge technologies. The invitation to travel North and
East, and to connect with London and Derry, offers the portrait of a brilliant possibility
not just to connect with each other, but to send a mighty message from the edge of
Europe to London and the world.
THE TURNER PRIZE
October 2013 - January 2014
The Turner Prize is the UK's foremost award for contemporary art. Now in its 29th
year, the Turner Prize will be presented in Derry-Londonderry in 2013, as part of the
UK City of Culture programme. This will be the first time the prize has been held
outside England and the second time it has been shown at a venue outside Tate,
following its success at BALTIC, Gateshead in 2011.
The Turner Prize was inaugurated in 1984 to celebrate new developments in
contemporary art. It is awarded each year
to a British artist under fifty for an outstanding exhibition or presentation of their work
in the preceding twelve months.
Nominations are invited each year, and it is judged by an independent jury. The four
shortlisted artists present their work in an exhibition before the winner is announced
in December.
Over recent decades the Turner Prize has played a significant role in provoking
debate about visual art and promoting
public interest in contemporary British art. It has become widely recognised as one of
the most important and prestigious awards for the visual arts in Europe.
54
____________________________________________________________________
HALLOWEEN FESTIVAL
October 2012
Europe’s greatest Hallowe’en festival returns in October 2013 with its biggest and best
programme of family events yet, leading up to the spectacular carnival parade and fireworks
display on October 31st. (est audience 100,000)
LUMIERE
November 2013
A huge festival of light across four days featuring installations by 65 artists and
including the wrapping of Derry’s two cathedrals in high resolution images from the
Book of Kells. By far the biggest festival of light on the island.
55
____________________________________________________________________
Annex 3 - Resources and Partnerships for
Marketing and Communications
1.0 A Strategy for Growth
The Marketing and Communication Strategy 2012-2015 for Derry~Londonderry is to
assist with positioning the city for growth. It has identified the 2013 year as a stepchange initiative to help improve the city’s ability to:
 Target best prospects for growth
 Increase the marketing platforms to the consumer
 Increase the city’s presence on international sales platforms
 Improve the city’s perception through improved integrated communications
Within the UK Market it has identified a range of priority segments for growth
including:
 Short break visitors interested in culture and activity
 Irish and Ulster Scots Diaspora
 Tour and Coach Operators
 Business Associations
 Media and stakeholders
The measurement of success through the Marketing and Communications Strategy
include:
 A perception change of the city in the UK market
 An increase in visitor numbers from the UK to the region
 An increase in FDI jobs and projects
2.0 Partnerships and Resources
To achieve growth there is a need for a strong partnership and resource plan to
ensure that campaign alignment, economies of scale and shared resources are
maximised.
Sector
Partnerships
All Sectors
The co-ordination of the city ONE marketing plan will be led by
Derry City Council in partnership with Ilex, Culture Company,
Invest Northern Ireland, Northern Ireland Tourist board, Tourism
Ireland, Chamber of Commerce and Derry Visitor and Convention
Bureau
City Campaigns
The collaborative actions for consumer and city campaigns to
raise awareness will be led by Derry City Council in partnership
and Media
with the relevant agencies. The priority partners are Tourism
Ireland, Northern Ireland Tourist Board and Culture Company.
Sector
Tourism
Partnerships
The International partner for Tourism is Tourism Ireland for the
56
____________________________________________________________________
Investment
Culture
UK and International markets. The Northern Ireland and ROI
partnership is Northern Ireland Tourist Board and the local
delivery partner for all tourism support is Derry Visitor and
Convention Bureau. Culture Company is integral to the
partnership for delivery for events and initiatives.
The International partner for Investment is Invest Northern Ireland
and local partners are Derry City Council and Chamber of
Commerce
The national and regional partners for culture are Department for
Culture, Media and Sport (UK), Department of Culture and
Leisure (NI), Arts Council (NI) and Culture Company.
There will be a range of marketing resources that already exist as shared resources
for consideration and development with the partners. These include:
Area
Resource Options
Consumer
NITB and Tourism Ireland both plan to include the 2013 message
Advertising
and profile in their national campaigns in the UK through Tourism
(above the line)
Ireland and in the NI & ROI markets. The NI & ROI markets are
managed in partnership with NITB. Derry City Council and
Culture Company are key partners in these programmes.
On-line
NITB and Tourism Ireland both have active on-line teams who
will support content and initiatives from the 2013 year. Culture
Company has a commissioned social media partner and a series
of initiatives for mobile cultural applications.
Print
NITB and Tourism Ireland will have print media plans for 2012
and 2013 to which the City and Event media plans can add value.
Culture Company has also secured a print partnership agreement
with Johnson Press to assist with awareness in the NI and UK
market place.
eDM and Social
NITB, Tourism Ireland, Derry City Council and Culture Company
all have consumer databases for access and co-ordination. All
Media Activity
stakeholders have active social media plans which require to be
aligned and co-ordinated.
Trade & CoIn addition to the Consumer Advertising Campaigns there are
operative Activity opportunities for partnership and co-operative activity with trade
and partners to assist with driving business. This is primarily for
tourism through Tourism Ireland. Derry City Council and Culture
Company are key partners in these programmes.
Trade Promotion All trade platforms for sales and links for investment and tourism,
will be attended by a City representative.
Area
PR
Broadcast
Resource Options
Tourism Ireland, NITB and INI all have regular news releases and
media visits that will include the new city story message.
Culture Company have already secured a number of series in
57
____________________________________________________________________
Events
relation to 2013 through BBC. The city will also be featured in the
Sky network as part of the Clipper documentary programme
which includes the City.
The Culture Company have a number of launches and events
planned for 2012 and 2013 to assist with profiling the 2013
opportunity. These are in the USA, Europe, UK and Ireland.
It is within this existing activity and resource plan that the 2013 bespoke marketing
and communications activity will add value and growth.
58
Annex 4 Derry~Londonderry
One Marketing Strategy
Draft Version 5.3
07/09/12
Contents
Section One – Introduction ................................................................................................................................................................................................................................................61
Section Two – Context and Background.......................................................................................................................................................................................................................62
One Plan ................................................................................................................................................................................................................................................................................62
Objectives and targets.....................................................................................................................................................................................................................................................64
Significance of 2012 / 2013 / 2014...........................................................................................................................................................................................................................65
Strategic Partners .............................................................................................................................................................................................................................................................66
Economy – Local / National / International ..........................................................................................................................................................................................................67
Quality of Life in Derry~Londonderry .....................................................................................................................................................................................................................68
The Challenge and Barriers to Growth ....................................................................................................................................................................................................................69
Section Three – Positioning Derry~Londonderry ...................................................................................................................................................................................................71
Current Perceptions & Brand Derry..........................................................................................................................................................................................................................71
Priority Sectors and Markets .......................................................................................................................................................................................................................................73
Section Four – Marketing & Communications Plan .................................................................................................................................................................................................78
Strategic Partners Plans .................................................................................................................................................................................................................................................78
What is Missing ..................................................................................................................................................................................................................................................................80
Major Projects & Campaigns (including Short Term Interventions)...........................................................................................................................................................81
Roles and Responsibilities ............................................................................................................................................................................................................................................84
Key Performance Indicators .........................................................................................................................................................................................................................................85
60
Section One – Introduction
The City of Derry has evolved and developed significantly over the last 20 years and as with the rest of Northern Ireland, the city is having to work hard to
catch up and make up for lost ground during “the Troubles”. Northern Ireland is in the middle of one of the most significant years, particularly from a tourism
and destination marketing perspective through NI 2012. The developments and projects that are part of this enable Northern Ireland to take centre stage and
have already created significant domestic, national and international awareness.
Derry~Londonderry is in a truly unique position during 2012, 2013 and 2014 to change the story and message of Derry. Already in 2012, the city has
successfully hosted the Peace One Day Global Truce 2012 concert at Ebrington Square and the Clipper Festival. Both of these events have been widely
recognised as helping transform the reputation and civic pride in Derry~Londonderry.
There are many players all working hard, but independently to promote the city and its wider region. Work has been completed in recent years to understand
and develop the brand for Derry~ Londonderry and there is an ambition and drive to create a cohesive marketing environment and strategy. While the top of
mind associations (Ipsos MORI Research 2009) are the friendliness of its people, its history and the walls, there is also a very strong association with the
divided nature of the city and the recent history of the troubles. The NI Visitor Attitude Survey 2011 confirms that the feeling of authenticity, welcome and
sense of place are key strengths but also recognises that there is a need to improve the feeling of being somewhere modern, vibrant and exciting.
Derry City Council are taking the lead in developing the marketing for Derry~Londonderry as the city starts to move confidently forward, transforming the city,
wider region and economy and taking its place as a European Capital City.
This strategy document is part of the process of developing one integrated and cohesive marketing strategy and plan for Derry~Londonderry, it is not the end,
it is merely the beginning of the process. This strategy promotes the strengths of Derry~Londonderry as a destination for people to visit, work, study, play and
invest.
61
Section Two – Context and Background
The City of Derry’s strategic location in the North West of Ireland has defined its place in history as the key city in the North West region. Derry~Londonderry
is UK City of Culture 2013, the region is home to a number of world-class businesses set in a unique landscape of a small compact city surrounded by a
beautiful rural and coastal landscape. 2013 is a monumental and unique opportunity for Derry~Londonderry to utilise the award of UK City of Culture to
reposition its image and significantly transform the awareness and perception of the city and surrounding area. The impact of this will be felt wider than the
immediate beneficiaries of the tourism industry but will also enhance the inward investment and student opportunity.
The City has a population of 110,000, with approximately 40% under the age of 25, making it one of the youngest cities in Ireland. With a further 330,000 in
the region, this area has a strong potential to capitalise on its location and create a sustainable economic future.
This plan has been developed based on analysis of desk research and consultations with the main stakeholders in the region. The plan is and will be a living
document that will evolve and develop over the period of the next 18-24 months.
One Plan
The One Regeneration Plan for Derry~Londonderry was launched in June 2011, following an 18 month process. The plan sets out the Vision of a
Competitive, Connected, Creative and Caring city that is aiming to transform Derry~Londonderry. The plan establishes the potential for a region that is
attractive and appealing to both visitors and investors. This is underpinned by a number of key measures which include:







Embedding sustainability;
Change patterns through growing the local economy;
Build genuine partnership;
Focus on people, particularly the youth;
Tackle root causes;
Implement targeted actions;
Change how Derry~Londonderry does business.
62
Ultimately the One Plan sets out to enable transformation and create a step change (captured in the diagram below).
Figure 1 One Plan - The Step Change
To achieve this step change by 2020, delivering £500m of additional Gross Value Added to the local economy, 12,900 additional jobs and telling the new
story of Derry~Londonderry requires the development of a “One Plan” marketing strategy that unites the city and region and the various stakeholders and
partner organisations.
Culture has emerged as part of the transformative engine for the city that can deliver jobs, improve life chances, build new audiences, unleash talent and
instill confidence. As part of the regeneration planning process the “Marketing the Derry Opportunity” group identified a series of interventions to assist with
improving perception changing demand patterns for the city and integrated resources. The interventions aimed to build upon improving knowledge of the
city’s markets and customers, to grow the experience of locals, visitors and investors, to achieve distinctiveness of the brand areas of economy, culture,
vibrancy, people and location and to improve performance in marketing across the city. Many of these interventions and initiatives are considered as part of
the Integrated Marketing Strategy.
63
Objectives and targets
The key aim of the marketing strategy and plan is to capitalise on the opportunities presented by 2013. The key objectives are to support the delivery of the
One Plan Regeneration and Programme for Government targets for visitor numbers and spend; to support the delivery of the City of Culture objectives to
change perceptions and increase civic pride and to deliver new jobs. NOTE: Baseline figures and targets are in line with One Plan Regeneration
Objective
Measure
Baseline
Target 2015
Drive Visitor Numbers
Total Visitor Numbers
500,000
650,000 visitors
Overnight Visitor Numbers
165,700
228,700
Drive Tourism Economic Return
Visitor Spend
£30million
£40million spend
Underpin Civic Pride
% of population proud of the changes
and progress in the city
No baseline exists at present
60%
Change perceptions of
Derry~Londonderry (and
contribute to changing
perceptions of Northern Ireland)
Positive PR generated
£500,000 on civic events
£2.0 million with 60% outside of
Northern Ireland
Derry~Londonderry brand awareness
4.2 (VAS 2012)
Achieve 4.5 out of 5
100,000 unique visitors to city
website per annum
200,000 unique visits to city websites
per annum
30,000 facebook followers across city
platforms
100,000 facebook followers across
city platforms
10,000 database membership
20,000 database membership
Drive new jobs
Number of new jobs created
433 per annum
500 per annum
Drive Economic Activity
Average economic activity rate
62.4%
64%
64
Significance of 2012 / 2013 / 2014
The 3 year period of 2102 – 2014 provides a unique, not to be missed opportunity to leverage the significant events that are being held in Derry~Londonderry
to promote the destination. During 2012 the City can build on the awareness from NI2012, maximise the offering with not just Clipper, but also the Peace One
Day concert, the Peace Camp and use this as a launchpad into 2013 when Derry~Londonderry, uniquely is the first UK City of Culture. 2014 then becomes
the year to harness and really convert the awareness of the city into long term deliverables through increased tourism (contributing towards the NI Executive
goal of doubling tourism revenue by 2020), increased economic activity, increased inward investment and a strong dynamic student population and Diaspora.
In addition to providing the opportunity to maximise the positive messaging to our audiences in different markets and segments, this period also provides a
significant opportunity to develop and in-still civic pride in the people of Derry, the wider North West region and potentially across the whole domestic
audience of Northern Ireland.
Transformative Opportunities Include


















Peace One Day Concert – June 2012
Clipper Round the World Yacht Race – July 2012
Public Realm & Infrastructure investment along the River Front – July 2012
Launch of 2013 City of Culture programme – October 2012
Commencement of build for North West Regional Sports Campus – October 2012
Opening of the Premier Inn Hotel – December 2012
Vital Venue agreement and build – December 2012
Improvement in market, event and lighting experience for Christmas 2012 and New Year 2013
400th anniversary of City Walls – 2013
Sons & Daughters Opening Concert 2013 – January 2013
Guildhall re-opening April 2013
Colmcille Pageant – 09th June 2013
Music City Day – 21st June 2013
At Sixes and Sevens – July 2013
Fleadh Cheoil na hEireann – August 2013
Turner Prize – October 2013
Hallowe’en Carnival – October 2013
Lumiere – December 2013
65
Strategic Partners
The number of stakeholders engaged in marketing and communicating about Derry and its opportunities is significant and each has its own strategy,
objectives, targets and messaging. The partners include:
 Derry City Council
 Ilex
 City of Culture 2013
 Derry Visitor & Convention Bureau
 Northern Ireland Tourist Board
 Tourism Ireland
 Londonderry Chamber
 Invest Northern Ireland
 City Centre Initiative
 University of Ulster
 Arts Council of Northern Ireland
It is also important to recognise the partnership at a regional level in the wider North West with both Donegal County Council and Failte Ireland.
This quite simply creates an opportunity for inconsistent messaging, creating confusion among consumers and business whether located in
Derry~Londonderry, Belfast or outside of Ireland. The stakeholders all have varying levels of marketing capability and resource and this strategy sets out what
is currently missing in the stakeholder marketing activity if Derry is to fully capitalise on the unique opportunity that we have right now.
What is currently clear from the consultation is an agreement between stakeholders of the need for greater co-operative working and partnership with an aim
to create a unified plan and appropriate delivery organisations. It is also clear that there is a level of urgency needed to deliver on this as opportunities to
present Derry~Londonderry to our key audiences and markets are passing us by every day.
There is an urgent need to harness resource - time, people, knowledge and budget.
Derry~Londonderry must stop missing growth opportunities based on the current lack of resource.
The new story of Derry needs told loudly and clearly with one consistent and unified voice.
66
The national and international media interest in Derry is regularly focussed on the negative. This undermines the many strong and positive news
stories such as the success of Clipper 2012, the potential of City of Culture and clearly demonstrates how vulnerable the position is with the
media and as a result the image of Derry throughout the rest of the island, across GB and indeed further afield.
Economy – Local / National / International
The local and global economy has and continues to experience significant turbulence and re-balancing. Derry’s location and status as the regional capital for
the North West region and the importance of cross-border trade adds to the complicated picture.
The official GDP data currently indicates that the UK is back in ‘recession’ and while the official data is often revised, particularly over a period of time, it may
transpire that the current ‘recession’ never actually occurred. Nonetheless, if one takes the data at face value the implication is that average growth in 2012
will now be lower than the consensus had expected with Bank of Ireland forecasting GDP to rise by 0.4% this year and that requires a pick up later in the year
to achieve.
The fiscal balance in the city of Derry is estimated at minus £1.1bn in 2010 (One Plan). The city sits at, or near the bottom, of the league table of UK urban
areas in a range of economic measures. With sustained pressure on public finances, this deficit needs addressed and this highlights the absolute necessity
for the step change.
Underlying this, the tourism market for Northern Ireland has performed well in recent years. Although levels of tourism within the North West have consistently
been lower than other parts of Northern Ireland with just over 165,700 trips to Derry~Londonderry in 2009.





In 2011, GB and overseas visitors to NI increased by 4% (+60,000) to 1.5 million during January to December 2011. Spend increased more
significantly (+20%; +£61m) to reach £368m.
GB visitors remained unchanged compared with 2010; the increase in visitors was driven by Europe (+19%) and Other Overseas (+21%). Holiday
visitors showed no change in 2011.
In the domestic market, the staycation trend is still evident with 1.9 million overnight domestic trips taken by NI residents in NI during JanuaryDecember 2011, generating £171 million in spend. During 2011, NI residents took an estimated 2.3 million tourism day trips within NI, spending an
estimated £55 million.
In 2011, the average hotel occupancy across NI was 59% compared to Derry at 61.3%
Most significantly in leisure tourism Derry performs above average compared to the rest of NI with 59% of visitors staying overnight against 42%
across NI. Similarly Derry attracts a much higher percentage of visitors from GB and beyond at 47% compared to the NI average of 26%.
67
The inward investment market has been fairly limited in recent years, although there have been some important developments and announcements in recent
months. During 2012 Londonderry became the only city in the UK or Ireland entirely hooked up with superfast fibre-optic broadband, thanks to a £3.7m
project led by BT. In a pioneering move, Derry also became the first wi-fi connected city centre back in 2008, with free access to all those living in, working or
visiting the Walled City. The area of coverage has now increased to include the new waterfront area. Plans are now afoot to expand this free wireless project.
Over the last couple of years there have been 20 digital start-up businesses and in May 2012, US company Kainos announced that it was opening an office in
Derry 60 jobs to the city. There is also a strong track record of existing investors including Allstate, AXA, Firstsource, HML, Rigney Dolphin and Seagate.
There are also positive stories to tell in the cities other priority sectors, including creative, financial systems and business processing and life sciences.
Across all sectors the market also benefits from a strong University presence creating a high quality workforce for the future. In total there are 30,000 students
in higher or further education across the city and region’s further/higher education institutions.
So, while there are many economic challenges still to be faced, the Derry~Londonderry product continues to be enhanced, creating opportunities for
transformation and step change.
The NI Programme for Government 2011-2015 indicates its top priority as the development of a vibrant economy that transforms society whilst dealing with
deprivation and poverty that has affected some communities and regions for generations. This approach will proactively change the patterns of social
disadvantage and work towards creating balanced sub regional growth and at the same time recognise the importance of Belfast and Derry~Londonderry as
key drivers of regional economic growth.
Quality of Life in Derry~Londonderry
While the One Plan, clearly identifies the significant challenges for Derry being at or close to the bottom of the table in a range of UK measures, it is also clear
that the quality of life on offer help’s reinforce Derry’s attractiveness across the different sectors of visit, work, invest, study and play.
The award of Derry~Londonderry as UK Capital of Culture 2013, recognises the city’s rich and diverse cultural capabilities and talents. Derry~Londonderry
has plans to invest more than £200m in its infrastructure to create a national cultural treasure at Ebrington and pursue World Heritage Status for the City
Walls. The year of culture will ultimately create over 3,000 jobs, double visitor numbers and reach out to communities across Northern Ireland, the UK,
Republic of Ireland and the nine million Diaspora worldwide.
Add to this the stunning location of a city nestled on a river estuary surrounded by dramatic coastlines, miles of beaches, hills and mountains. With world
class golf, water sports, angling, horse riding, and hill walking and County Donegal this is an attractive location to live. The asset of one of the oldest set of
walls surrounding a city makes this a vibrant and historic place to live or visit.
68
The Challenge and Barriers to Growth
To achieve the transformation and step change in Derry~Londonderry as set out in the One Plan requires an aggressive and assertive marketing approach.
There is neither the room nor the time to let the opportunity pass, rather the marketing opportunity needs to be grasped now and moved aggressively forward.
Growth Strategy
Targeting our
best prospects
Marketing to
consumer
• Target resources to those segments and markets where we have best opportunity for success
• Key markets will be NI, ROI, GB, direct access Europe, N America
• Suite of integrated messaging and communications working with strategic partners to get the
message out
• Need to create communications that demonstrates once in a lifetime urgency to visit, meet, study,
work in Derry
• Increase platform of activities to maximise the opportunities presented by 2013 and beyond.
Increasing
international
sales presence
• Maximise presence at international partner activities over next 18 months
• Consistent and shared messaging by all partners
• One Voice
Integrated
communications
While there are significant opportunities to
change the perception and marketing of Derry,
there are a number of barriers which could
undermine the achievement of a growth
strategy. A number of key barriers include, but
are not limited to:

Historically there has been limited
conference and exhibition space but
this is being partially addressed
through the Vital Venues and NW
Regional Campus;

The night-time economy while viewed
as strong among the student
population is still viewed as an area
needing development, however being
awarded Purple Flag status in 2011,
recognises that Derry is managing its
night time experience and this can
help overcome any negative public
perceptions that may exist.

Limited flight capacity and suitable
flight times at City of Derry airport and
distance from main international
airports in Belfast and Dublin.
However it is important to note that
Derry appears to attract a higher
percentage of touring visitors reflected
in 63% arriving via ROI sea and air
ports compared to the NI average of
32%

Limit on student numbers at Magee
Campus of University of Ulster.

Dining experience in the city. 69
Strengths
•
•
•
•
•
•
•
•
•
•
•
•
Strong direction to drive investment levels in the city to deliver One
Plan
Increasing investment in infrastructure and tourism product
Strong calendar of large scale events in 2012-2013
UK City of Culture 2013
Recent positive PR and exposure of NI as a destination
Connected city with 100% fibre-optic broadband
Unique product in Ireland as Walled City (signature destination)
Young population – 40% under 25
Quality of life and lifestyle choice for skilled workers
Proven track record in FDI
Strong creative and cultural hub offering
High academic achievement at school and FE.
Opportunity
•
•
•
•
•
•
•
•
•
•
Leverage the City of Culture 2013 to step change perception.
Use the linkage with Hon Irish Society and the City of London to
access major influencers and decision makers
Increased awareness as a Cultural Hub with City Of Culture
Encourage stakeholders to market with one unified voice across all
sectors.
Utilise Digital Derry and cultural hub to change awareness and
perception of Derry through digital medium.
Rapid changes in ICT / telcos sector
Suitable data centre services
Maximise growing civic pride locally and with diaspora.
The Gathering in ROI during 2013
Focus on events tourism.
Weaknesses
•
•
•
•
•
•
•
•
•
Low positive awareness in target markets.
Perceptions over security.
Exchange rate of Sterling vs. Euro
Remote location in North West of island.
Limited direct access at City of Derry airport
Current marketing investment not unified across stakeholders
Current opportunity is time bound
Insufficient IT graduates for longer term sector growth.
Legacy plans for 2014 and beyond after UK City of Culture
Threats
•
•
•
•
•
•
•
•
Economic situation across main markets and impact of changing
Euro
Increasing ease of access elsewhere in island of Ireland
Ongoing media portrayal of Derry and terrorist threat
The Gathering in ROI during 2013 and large marketing investment
by Failte Ireland
Increasing global oil prices in coming years is likely to drive up the
cost of travel.
Increased competitiveness of other locations
Failure to realise regeneration plans.
Challenge of raising adequate funding for One Plan.
70
Section Three – Positioning Derry~Londonderry
Current Perceptions & Brand Derry
Ipsos MORI completed a perceptions of Derry~Londonderry report in December 2009. While there has been an evolution since then, the fundamentals of the
report and how people perceive Derry is still applicable, however the perception is changing with the addition of the Peace Bridge and the recent investment
in the river infrastructure. It is recognised that there is a need to update this perception survey.
Culture
Buzz
Troubles
Walls
Shopping
Friendly People
Divided City
River
&
Water
History
Small
Hinterland
Top of Mind Associations

The most important associations with L/Derry are the friendliness of its people, its history and the walls – these three aspects form the core of Derry’s
identity as it is perceived by the interviewed stakeholders.

Other things people closely associate with Derry are the divided nature of the city and the Troubles in general.
71

A positive keyword frequently mentioned is ‘buzzing’ – this was often used to describe the general atmosphere in the city and its vibrancy.

Other top of mind associations are linked to Derry’s cultural offerings, Derry’s location as a gateway to the ‘hinterland’ and the River Foyle.
Quite simply the aspiration for the Derry~Londonderry brand is for the city to be a European Capital Experience. This connects all the elements of the 5
themes around People, Culture, Location, Vibrancy and Economy. Importantly this is not a strapline, but the notion reflects the importance of the
experience and it must be to the standard of a European capital, but on a scale appropriate for Derry.
Confidently Moving On
European Capital Experience
People
Culture
Location
Vibrancy
Economy
Entrepreneurial and
progressive
Friendly
Walls
Access
Good nightlife
Youthful
Cultural activity
Remote
Can do attitude
Irish culture
Always something
happening
Thinking of the
Future
Home to arts
Gateway to the
North West
Hungry for
opportunity
History - both old and
recent stories
Coastal region
Connection to
Causeway Coast
Great festivals
A city dynamic by day
and night
Developing
knowledge based
companies
To deliver this European
capital experience is a
progressive challenge which
will benefit everyone whether
they live, work, rest, invest,
play or study in the city.
This doesn’t mean the city
needs to be London or Dublin
or indeed Belfast for that
matter, but it clearly sets the
aspirations in a wider
European context and reflects
the opportunity for maximising
City of Culture status in 2013.
Competitiveness
72
Priority Sectors and Markets
The priority sectors for this growth strategy are:
Tourism
Leisure (short breaks, touring and events)
Business (conference and meetings)
Cruise
Investment
Software and digital
Creative
Financial systems and business processes
Life sciences
Retail
It is important to note that while there is a desire to grow the student economy and it is critical to the development of the city, the current limitation on capacity
means that in real terms this strategy does not need to address the student as a priority sector. However, there is a need to work increasingly closely with the
University to ensure that the city is marketed with one voice and that the University embraces the shared messaging of Derry~Londonderry. The strategy
recognises the great importance of the university experience in Derry and the need to retain their talents and skills to service and support the growth of the
Derry~Londonderry sub regional economy.
In recent years both NITB and Tourism Ireland have undertaken significant research into customer segments. The following table illustrates the segment
breakdown for both leisure and business tourism. It is important to note that this is not an exact science and there will be cross-over between segments and
markets, but this does demonstrate where the main potential for Derry~Londonderry lies.
73
Tourism Consumer Segments
Kid’s Rule
Young & Lively
Culture Breakers
Who
Family
Young and free travelling as
couples or group
Young and free, ABC1, urban
based couples or groups
Age
Couple in 30 and 40’s kids under
16
16-26
25-44
Where
NI, ROI (Greater Dublin(
NI, ROI (Greater Dublin)
City based GB
Diaspora
International tour groups
Unplanned visitors to Ireland
Who / Intermediaries
Couples, families
Tour and coach operators
Couples, small groups
Where
ROI, GB, North America, Australia
GB, Europe, North America
Europe, North America
74
Business Events
Who
Where
National and International
associations
Corporate meetings sourced via
intermediaries
Delegate size 50-400
Delegate size 25-100
GB and key European
GB
Cruise
Who
Cruise lines
Where
GB, Europe & US
Unique location enabling access
to wider NW region. Key stop in
UK & Ireland schedules
75
Investment / FDI
GB
US
Proposition
Digitally connected, young well qualified
labour market, competitively priced office
space
Digitally connected, young well qualified
labour market, competitively priced office
space
Audience / sector
Large financial and professional services
organisations based in London or SE England
Global financial, ICT sector, Life Sciences,
Contact centre and shared services
Key intermediaries
Hon Irish Society, INI, UKTI, City Ambassadors,
property agents
INI, UKTI, City Ambassadors,
Vibrant, forward looking city and region with a
positive can do attitude. Digitally connected,
young, well educated population.
Great place to study, live, work and visit with
real civic pride.
A dynamic city with an entrepreneurial
approach, focussed on building a strong
regional economy.
Building civic pride and participation in the life
of the city through City of Culture 2013.
Where
Local
Proposition
Encouraging the people of Derry~Londonderry to step up to the mark and transform the city and
region.
76
As part of the process of market and segment selection limited financial resources mean that we need to pick and choose the activity and markets where we
carry out our marketing carefully. The majority of marketing resource will be directed towards those markets that deliver maximum return on investment, ie in
the tourism sector the resource will be directed towards markets closer to home. However there will be opportunities for the Derry~Londonderry brand to
focus on emerging segments, markets and sectors.
To ensure ongoing cohesion between strategic partners, a senior marketing group will be established. This team will aim to meet quarterly and share and
agree marketing plans and activity. The purpose of this is to ensure that there is cohesion and that “team Derry” is speaking with one voice. Equally the group
can agree activity and opportunities that require additional investment. Potentially there are 3 types of activity:
1. The majority of marketing activity will be focussed purely on delivery for each organisation.
2. Some marketing activity will have the potential to be co-operative, where more than one organisation funds the activity.
3. Some activity will have the potential to be funded totally or primarily by one organisation, but there is an opportunity and role for a “team Derry” multisector approach.
To assist with the planning and agreement on marketing activity and whether it is co-operative or requires a “team Derry” approach, a simple marketing
investment model will be developed. This model will assist in enabling a comparison between activity on a ‘like for like’ basis and ensure that we take into
account a range of different factors. The kinds of criteria included will be: priority of sector; whether impact will be short (less than 12 months), medium (1-3
years) or long term (3 years plus); whether the market is short or long haul; cross-sectoral impact and reach of activity; likelihood of generating direct
economic impact or jobs.
77
Section Four – Marketing & Communications Plan
The marketing plan has been developed in line with the overall objective of creating a step change in the marketing of Derry~Londonderry and not duplicating
the marketing effort of strategic partners whether they are local organisations such as the Culture Company and Derry Visitor & Convention Bureau or
national / international such NITB, INI and Tourism Ireland. The key consideration and driver is to:





Drive perception change, by raising the profile and positive awareness of Derry~Londonderry
Drive tourism traffic over the 18 month period from September 2012 – March 2014
Maximise awareness of Derry~Londonderry as an FDI and investment location
Ultimately drive jobs and generate economic impact
Underpin civic pride
Strategic Partners Plans
The key stakeholders all have their own marketing and communications strategy and plans. This following table provides a summary of the key drivers,
activities, markets and issues for each of these along with any relevant comment.
Tourism
Derry City Council –
The focus is NI & ROI with
initiatives for GB and USA
Strategic Lead for
Derry~Londonderry
Marketing (marketing budget
£300k for 2012/13).
Investment promotional
budget to be added.
NITB
Marketing budget approx
£4m (£1.9m on advertising)
Tourism Ireland
ni2012 has started the
process of changing the
perception of NI
ni2012 provided TI with an
opportunity to create
Key Activities
Consumer focus campaigns
for events & culture
Trade investment roadshows
Markets
NI, ROI, GB
City roadshows (trade,
tourism, culture, diaspora and
media)
Communication initiatives
Diaspora events
Raise awareness of ni2012,
2013
Europe, USA
Market product of short
breaks
Differentiate NI by putting it at
the heart of all campaigns
Domestic NI and ROI
London, Europe & USA
NI
Milwaukee, USA
Domestic NI and ROI
GB, North America, mainland
Europe
Issue / Position
Drive audience for events and
short breaks.
Generate trade connections and
raising awareness.
Generate trade connections and
raising awareness.
Drive consumer bookings
Ensure NITB takes
Derry~Londonderry 2013 as key
message to build on success of
ni2012
Maximise Derry product and
packaging with City of culture
Ensure TI understands the
marketing proposition for
78
Marketing budget 2012
approx €40.4m
DVCB
Trade Marketing budget
approx £110k
City of Culture 2013
Marketing budget approx
£1.6m across 2012 and 2013
Invest Northern Ireland
stand-out, increase
consumer interest and
position NI as a “mustsee” destination
TI has identified GB, US,
Germany and France as
the markets with greatest
potential and where it will
focus its resource.
DVCB has a limited
marketing budget, but
maximises its partnership
approach with NITB and
Tourism Ireland
The City of Culture focus
is on marketing their
events and the 2013 year.
£460k on partnership
marketing and £700k on
programme
communications.
State that they promote all
of NI and no specific
location.
Derry~Londonderry in 2013
Promote city breaks and
opportunities in Scotland
Develop business tourism
strategy
Promote distinctive iconic
experiences that differentiate
NI
Sales platforms for trade
GB,
GB
Maximise Derry product and
packaging with City of culture
Inclusion of Derry product
North America
GB, mainland Europe, North
America, Australia and
Developing markets (Gulf,
India, China, Japan)
NI, ROI, GB
Maximise the sales platform
opportunities during the unique
year of 2013.
Partner campaigns both
advertising and PR
Events platforms
ROI, UK and mainland
Europe
US
Ensure appropriate product
packaged with City of Culture
Maximise sales platform
opportunity.
Sector focussed campaigns
GB, North America
Sales platforms – partner with
Hon Irish Society
GB
Ensure INI recognise the
specific product and messaging
for Derry
Ensure focus maintained on
Derry~Londonderry and not
absorbed into wider NI
message
Sales missions (both generic
and sectoral)
Mainland Europe, North
America and BRIC
Tactical marketing including
all leisure, conference and
cruise sectors.
79
What is Missing
The marketing by stakeholders and strategic partners illustrates some of the activity taking place over the next 18 months. However and critically there are a
number of elements missing from the programme.
These include:










Strategic campaign to raise positive awareness of Derry within NI and ROI markets. This campaign needs to transform opinions of Derry as a place to
lice, work, study, invest and visit.
Strategic level of engagement internationally based on target markets and best potential.
Sufficient level of co-operative consumer facing campaigns in direct access locations in GB and mainland Europe. There is an opportunity to partner
with Tourism Ireland and carriers (both air and sea) to create strong consumer led programmes. These would enable both awareness raising
alongside tactical price led promotions.
Significantly enhance the presence of team Derry at B2B sales platforms created by Tourism Ireland and INI. These platforms create an opportunity
to engage with intermediaries who will influence and drive both tourism and FDI. The Derry presence should be by senior staff or representatives of
the city to ensure that maximum benefit is achieved.
Selling the place of Derry~Londonderry. The majority of marketing activity is tactical and is not focussed on changing perception and awareness of
the destination. It is key that enhanced marketing which is focussed on the place as against specific product is incorporated into future activity.
Consistent voice and messaging of the new story. As there are a range of organisations and people involved in the marketing, communications and
sales across the different sectors, there needs to be one clear voice with consistent messages. As an example University of Ulster teams recruiting
for students in Asia should have a clear understanding of the Derry~Londonderry proposition and product. This will ensure that there is consistency
with an INI or Tourism Ireland messaging in Asia.
Strategic plan of communication. While some stakeholders are clear on the need to work in partnership with all the other organisations representing
Derry, there is still much to be done to ensure that all partners buy-in to the need for sharing marketing platforms, carry the one Derry~Londonderry
message and ultimately all aim to step change the marketing of Derry.
Measurement of campaigns to transform and deliver positive perception change.
Building the marketing skill base of the Derry~Londonderry team.
Optimising attendance at events and transforming these to become City roadshow events with partners.
80
Major Projects & Campaigns (including Short Term Interventions)
Detailed activity plans will be developed bringing together stakeholder and strategic partner activity and these will be detailed in the appendices. (Most plans
have not been fully developed and shared at this stage. 2013 plans will be indicative.) However the key marketing activities will include:






PR and media campaign (incl social media)
Integrated consumer campaigns (above and below the line)
Digital marketing
Direct marketing and promotions
Sales activity (including exhibitions and sales missions).
Fam and press trips.
The key short term interventions that are required as a matter of urgency are:
Priority Interventions – Sept 2012 to Dec 2013
Activity
Brand Derry~Londonderry campaign
in NI and ROI
Output
Inspirational campaigns that change
perception of the city and create
interest.
Co-operative campaign – GB and
mainland Europe
Inspirational and motivational price
led campaigns
Undertake increased presence at
sales missions and roadshows in GB,
Europe, North America
Team Derry~Londonderry presence
at key opportunities with Tourism
Ireland
Purpose
Increased awareness of
Derry~Londonderry as a destination
and what is on offer in particular
during City of Culture 2013.
Drive visitors to book and visit now
Additional resource requirements
£450,000
Increased awareness with trade,
consumers in marketplace of
Derry~Londonderry message.
£30,000
£750,000
81
Presence by senior
Derry~Londonderry executives at
Invest NI trade and sales missions
Team Derry~Londonderry presence
at key missions in US, Asia and
Middle East
Create awareness of region and
potential for business development
£40,000
Digital and social media campaign
Inspirational and challenging digital
and social media campaigns.
£200,000
City Dressing
Branding of the city on major arterial
routes and in the city centre for major
events.
Measurement of performance of
campaigns and activities.
Create awareness of region and
challenge negative imagery and
messaging.
Build civic and visitor pride and
experience.
Improve future city marketing
£150,000
Research
Roadshow
Brandmasterclasses
Influence product, place and
experience to be on-brand.
Deliver the promise of
Derry~Londonderry.
£300,000
£80,000
£25,000
There has been much made of the need to tell the new story and speak with one voice. This necessitates creating a toolkit. This is required as a matter of
urgency.
Toolkit for Telling the New Story
Activity
Output
Purpose
Additional resource requirements
Storybook
Inspirational and motivational toolkit
explaining the new story
Ensure all stakeholders and partners
understand and know the story
£5,000
Updated guide on city brand
Guide and explanation of visual
expression for city brand.
Consistency of expression
£5,000
Imagery resources
Updated suite of modern, positive
images
Reinforce and consistent image of
Derry
£20,000
Copy and guides
Range of written copy that
demonstrates new style and
messages
Sets a standard and allows key
partners to use key messages.
£3,000
82
Digital stories
Stories of the city and people.
Support each of the themes and
sectors. Provide real stories and
make it easy to understand the Derry
story.
£10,000
Website
Further develop portal website
Deliver new story and consistent
messaging. Link to all partner sites.
£10,000
New Stories
Ongoing update and collation of new
stories.
Keeping content and messaging
fresh.
£3,000
Presentation and collateral
Presentation template
Generic ads (print and digital)
Stand design rules and pop-ups
Factsheets and key facts / stories for
each sector
Case studies and email sign-off
Increase usage of on-brand collateral
material.
Ensure partners and ambassadors
have up to date messages and
stories.
£13,000
The emphasis across the marketing will be on:







Cost effective methods of getting the message out, particularly PR
Enhanced e-marketing activities, including further web developments and social media marketing
A focus on greater exploitation of our city Ambassador programme as a means of deploying a powerful network of advocates for the region
A focus on the closer markets, NI (Greater Belfast), Dublin, Scotland, North of England and to a lesser extent, the South East of England to generate
critical mass for our activities and target the largest and most accessible markets
A concerted sales driven effort to increase business tourism and event based tourism stays as a means of generating direct economic benefit for the
city-region but also in order to generate opportunities for the promotion of the city as an investment location, place of study and short break
destination.
The development of campaigns each year aimed at “turning up the volume” on our activities during times of opportunity or, in the field of business and
leisure tourism, times when the city is quieter.
Carefully selecting bespoke activities overseas where partnership approaches to funding the activity and / or the potential outcomes offer very high
levels of ROI
83
Roles and Responsibilities
Derry City Council is the lead agency for the ONE Marketing Strategy. The management and monitoring role of the programme will be progressed as follows:
Derry City Council
Strategic Partnership
Strategic lead and responsible for the management and monitoring of the ONE Marketing Plan is Derry City Council.
A strategic marketing partnership is in place to support the plan and includes Derry City Council, Ilex, Culture Company, NITB,
Tourism Ireland and Invest Northern Ireland, Chamber of Commerce and Derry Visitor and Convention Bureau.
The partnership and collaborative arrangements for delivery will be reviewed by sector and by agreed by partners. Based on current roles the following are an
outline of the collaborative delivery methods.
Sector
Partnerships
Brand and Media
Management
The perception and brand actions from the One Plan will be led by Derry City Council in partnership with the strategic agencies.
City Campaigns and
Media
The collaborative actions for consumer and city campaigns to raise awareness will be led by Derry City Council in partnership with the
relevant agencies. The priority partners are Tourism Ireland, Northern Ireland Tourist Board and Culture Company.
Tourism
The International partner for Tourism is Tourism Ireland for the UK and International markets. The Northern Ireland and ROI
partnership is Northern Ireland Tourist Board and the local delivery partner for all tourism trade and business support is Derry Visitor
and Convention Bureau. Culture Company and City Centre Initiative is integral to the partnership for delivery for events and
initiatives.
Investment
The International partner for Investment is Invest Northern Ireland and local partners are Derry City Council and Chamber of
Commerce
Culture
The national and regional partners for culture are Department for Culture, Media and Sport (UK), Department of Culture and Leisure
(NI), Arts Council (NI) and Culture Company.
84
Key Performance Indicators
To ensure effective monitoring of performance and achievement of objectives (Section 2, Page 6) a range of performance indicators are recommended.
Ideally these should be benchmarked against competitor destinations. In some case it may take 12 months to establish the current baseline as some of these
indicators have not previously been recorded.
Indicator
Brand & Media
Place
Experience
Product
Progress
Tracker
Value For
money
Collaboration
Legacy
+ Media
Coverage
international
+ Media
Coverage
NI/ROI
PR Equivalent
Value
Audience
Reach/value
Campaign
enquiries
generated
Rebate Value
% Savings
Baseline
collaborative
fund
perception rating
& ranking
Digital
Tourism
Investment
Culture
Education
Customer
satisfaction
Satisfaction rate
(VAS).
Satisfaction and
recommendation
rate
Event
attendance
satisfaction
Number of
events
Event
attendance and
enquiries
Satisfaction
Regional
Audience
Awareness rate
% positive
referral rate
New Business
opening
Student
enquiries for
courses at third
level
Civic pride &
interest indicator
Linger indicator
Unique Visitors
Social Media
Interaction
Reach
Business value
in-progress
Visitor enquiries
Accommodation
bookings
Business leads
generated
Cost per unique
visitor
Cost per sales
lead (trade and
business
tourism)
Cost per sales
lead
Cost per person
attending
Cost per student
enquiry
% Savings
% partnership
activity
Overnight stays
& international
visitors
% partnership
activity
Increase in new
business startups and job
created
% partnership
activity
New event
business and
repeat
culture/leisure
business
% partnership
activity
Growth in
student enquiries
Satisfaction rates
International
students
On-line value
and CRM
Multi-visit
agenda for retail,
culture and
leisure
% Economic
activity
85
86