Creating Space for Change

RESEARCH & EVALUATION SUMMARY PRESENTATIONJULY 2021

PREPARED BY

Introduction

Together with our partners, Leeds 2023 aims to play an active role in the city and region’s recovery, building confidence and lasting economic, social and health benefits.

Leeds 2023 is one element in the ongoing process of change of the city and wider West Yorkshire region.

It is a city transformation programme with a strong focus on co-creation, participation and addressing social inequalities.

The BriefThis brief is to commission Leeds 2023 main Evaluation Partner to work with us and create a robust and comprehensive Research and Evaluation framework with a programme of monitoring and evaluation activity that demonstrates the change and difference that our year of culture makes.

We require our Evaluation Partner to develop a holistic and detailed Evaluation and Research Framework with a roadmap for reviewing Leeds 2023 pre, during and post year of culture.

Our approach to commissioning the component parts of the evaluation is iterative and phased, according to our needs, capacity, and resources

Alignment of framework:

• Strategic Plan

• Digital Roadmap

• Commissioned BOP economic impact scoping

• Audience insights commissioned research

• Marketing & Comms plan

• Participation & Engagement plan

• Stakeholder and partner consultation

• Evaluation of previous UK and European years of culture

• Academic and policy research

Strategic Objectives

To unlock opportunities for everyone to live their best life by participating in creative activity

To boost engagement in culture from all people, including those who face barriers because of their

experience or circumstances.

With our partners, to play an active role in the city and region’s recovery, building confidence and lasting

economic, social and health benefits

To lead and showcase cultural transformation

To create a diverse, inclusive and values drivenorganisation that can effectively deliver Leeds 2023

and its legacy.

Digital fully embedded & integrated across Artistic,Operational and Communication functions and

ambitions of Leeds 2023.Best Practice model for a Digital City of Culture

Leeds 2023 Context

VALUES

CompassionateBold

ConfidentInventive

MISSION

Deliver a transformational year of creative experiences, connecting and benefiting people now and

into the future

VISION

A thriving Leeds where creativity fuels

opportunities for everyone

Measure & analyse:

Impact of Leeds 2023 on intended and different

beneficiaries, neighbourhoods,

community and other organisations in the City.

Evaluation activity toPromote reputation and identity of city

and region :

Demonstrating how culture, in itsbroadest sense, transforms lives

(economic/social)

Pre Requisite for framework

• We are clear on what themes we are measuring and purpose

• We understand who the evaluation is for and with whom we are co-designing it

• We are embedding objectives, KPI’s and desired outcomes

• Will require strong leadership & internal capacity to facilitate the process

• Must demonstrate value for money

• Iterative, scaleable Identify and optimise internal and external (objective) capacity and expertise

DRAFT Principles for Leeds 2023 Research, evaluation and impact work

Growth in the cultural and creative economy:

recovery and economic impact and growth of the city and region

Skills DevelopmentAttracting & Retaining Talent

Cultural transformation, vibrancy & sustainability:

engagement, access and participation: addressing

inequalities, including social value, health, wellbeing and digital

co-production; a carbon neutral year of culture

Identity, Perception and Place:

including celebrating heritage and hidden stories

profile for culture - nationally and internationally; shift in perceptions; civic pride; better understanding of

our history and heritage

A values and inclusive led organisation:

Diversity, inclusivity and sustainability through governance,

management and processesbest practice model for digital year

of culture

Driving the visitor economy

increase in numbers/length of stays for regional/national/international tourists; growth of visitor economy

Children and young people

creative education programme; voice and agency

Overarching Themes for evaluation

Approach to architecture

Leeds 2023

Impact and Legacy

Key questions

People

Who is collecting the qualitative

and quantitative data

Process

How does the data get captured & analysed inc

when

Systems

CRM capabilities

Digital Asset collection

Leeds23-ResearchandEvalFramework

CULTURAL IMPACT &

LEGACY STUDY

RESPONSIBLE FOR DELIVERING

THE STRATEGY & INCLUSION IN

MASTER EVAL REPORT

QUALITATIVE&QUANTITATIVEFIELDWORKCOLLECTION

LEEDS 2023 IMPACT & EVALUATION PARTNER

RESPONSIBLE FOR DEVELOPMENT OF FRAMEWORK, DELIVERY PLAN & FINAL EVALU ATION REPORT

ACCOUNTABLE LEAD - ASP

SUPPORTED BY R & E ADVISORY GROUP

REGULAR DATA INSIGHT ANALYSIS FOR PROGRAMME

DEVELOPMENT AND REPORTING

RESPONSIBILITY OF DATA MANAGER

ECONOMIC IMPACT

STUDY STRAND

RESPONSIBLE FOR DELIVERING

THE STRATEGY & INCLUSION IN

MASTER EVAL REPORT

SOCIAL VALUE IMPACT

STUDY STRAND

RESPONSIBLE FOR DELIVERING

THE STRATEGY & INCLUSION IN

MASTER EVAL REPORT

RESEARCH & EVALUATION OPERATING FRAMEWORK

COLLABORATION /VIK POTENTIAL –ADAPTABLE TO OPPORTUNITY

CRM & QUAL COLLECTION SYSTEM

DM owns the data eco systemSets up the target data model with partner

06 RECOMMENDATIONS

1. Governance

a. Adopt Evaluation Framework

b. Establish R& E Advisory Group & TOR

c. Agree timeline, delivery responsibilities & budgets

d. Continue oversight including regular review of insights and

analysis as standing agenda item

e. Agree legacy and repository for data and outputs - pro actively

establish LEEDS 23 programme as accessible research

repository

f. Commit to longitudinal research including securing resources

2. Creative Programme and Marketing

a. Adopt and use the Quantitative and Qualitative frameworks for

gathering information

b. Ensure creative teams and freelancers are trained and briefed

to gather and “deposit” data collected

c. Design projects that enable responses to central key themes

both online and through physical programme

d. Commit to co-designing and participatory evaluation

approaches with organisations and communities

e. Align existing Programme engagement plan with wider

Research and evaluation plan

3. People & Skills Alignment & Recruitment

a. Further Develop internal and external capacity Roles,

Responsibilities and JD’s

b. Identify training needs for identified staff and volunteers and

allocate training budget for fieldwork including applying

insights to creative programme development

c. Explore relationships and opportunities with HEI partners and

establish both research pathways and internship opportunities

4. Process, Systems and Data

a. Procure CRM Systems

b. Establish Target Data Model for application across all fieldwork

(external, internal, creative and marketing teams)

c. Agree an ‘in principle’ data sharing approach with Leeds

Inspired and Visit Leeds

d. Data security policies and procedures should be implemented,

consistent with the data use outlined in the Digital Roadmap

12

Draft TimelinePhase Detail When

Phase 1 – - Sign off Evaluation Framework- Undertake Audience Research - Negotiate and confirm activity with identified strategic partners (VIK)- Appoint CRM supplier - Appoint Lead Research and Evaluation Partner- Appoint Data Manager - Establish the R & E advisory group

End of June July to SeptJuly July August/SeptSeptSept

Phase 2 - - Establish Theory of Change model, Baselines and KPI’s - Develop Detailed Plan for delivery - Commission economic impact and social value agencies/partners- Staff training for Fieldwork

July to DecemberOct/NovNovOct to Dec

Phase 3 - - Live period (established and approved timetable by with Research and Evaluation partner)

Jan 2022 to March 2024

Phase 4 - Final Evaluation Report Dec 2024

Creating Space for Change

Leeds 2023 Research and Evaluation Framework 2021- 2024