Arts and Culture Panel Meeting
April 20, 2017| 6:00PM to 8:30PM
Alderlea, 40 Elizabeth Street, Brampton
Agenda
2
Time Activity
6:00PM Welcome and agenda overview
6:05PM Review of project milestones and purpose of today’s session
6:15PM Presentation: findings of research and benchmarking study and opportunity
for questions and feedback (Greg Baeker and Jon Beale, MDB Insight)
7:00PM Connecting the dots: review of the Panel’s vision, service improvements at
the City, MDB’s recommendations
7:10PM Roundtable Panel discussion and report back: developing final
recommendations to Council
8:20PM Summary and wrap up
8:30PM Adjourn
Recap: Panel’s Mandate
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(1) To advise on the appropriate role of the
municipality in arts and culture; and
(2) To make recommendations for the development of
the City’s Cultural Master Plan
Recap: Milestones
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Timing Milestone
Q2 2016
Panel established by Council resolution
First Panel meeting – vision developed
Budget approved by Council
Q3 2016
Scope of work for research study developed
New leadership in Culture Division
RFP released
Community outreach
Q4 2016 Consultant retained and research study began
Culture Division aligned with Economic Development
Q1 2017 Focus group with MDB Insight
Q2 2017
Draft report from MDB Insight and development of Panel’s
recommendations to Council
Final report from MDB Insight
Report to Committee of Council and Council (May 2017)
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Panel’s Vision
Describe a thriving cultural community in Brampton in 2025
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Think BIG
Places to Connect
Cultural Awareness:
Networking and Communications
Strong and Supportive
Cultural Ecosystem
Experiences to Engage and Unite
Be Proud
Recap: Scope of Study
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• REVIEW of Brampton’s current demographics, cultural planning
context, and creative economy analysis
• CASE STUDIES of comparable cities that have transformed
themselves through arts and culture
• BEST PRACTICES related to successfully structuring and
supporting arts and culture activities in municipalities
• RECOMMENDATIONS on how Brampton may leverage its current
cultural assets
• FACTORS that help define what a thriving, successful cultural
community looks like
Recap: MDB’s Work Plan
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Project Initiation
•Work Plan
•Project Charter
•Project Launch
Phase 1 – Current State
•Background review
•Analysis of Brampton’s creative economy
•Focus group with Arts and Culture Panel and Council (present and discuss findings to date; identify critical cultural issues in Brampton to inform case studies/best practices)
Phase 2 – Industry Research
•Case Studies
•Best practices
Phase 3 - Reporting
•Recommendations
•Key performance indicators
•Draft report
•Presentation for feedback
•Final report
Purpose of Today’s Session
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1. Receive findings of MDB’s research study
2. Provide feedback for finalization of MDB’s
report
3. Discuss MDB’s findings and develop final
recommendations for Council:
o Role of the municipality in arts and culture
o Development of the Cultural Master Plan
Presented byPresented byPresented byPresented by
Arts and Culture Research and Benchmarking StudyArts and Culture Panel Presentation
April 20, 2017Dr. Greg Baeker, Director Cultural Development
Jon Beale, Senior Development Analyst
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Agenda
Planning Context
Case Studies and Best Practices
Recommendations
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Purpose of the Research and Benchmarking
Study
To provide recommendations on the role of the
municipality in arts and culture in the city - issues of
governance
To provide advice to Council on how best to undertake and
focus the development of Brampton’s forthcoming Cultural
Master Plan
– Provides a substantial base of information and analysis to
support cultural development and the Master Plan
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Project Approach
Phase III: Reporting
• Recommendations
• Key Performance Indicators
• Draft Report
• Presentations and Feedback
• Final Report
Phase II: Industry
Research
• Case Studies
• Best Practices
Phase I: Current
State
• Background Review
• Brampton's Creative Economy Analysis
• Focus Group with the Arts and Culture Panel
Nov – Jan Jan - Feb Mar - Apr
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Table of Contents
1. Planning Context– Trends in Cultural Planning Today
– Arts and Culture Planning in Brampton
– Cultural Economy Analysis
2. Engagement Findings
3. Case Studies & Best Practices
4. Strategic Implications– Recommendations
– Key Performance Indicators
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Planning Context
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Leading Trends in Cultural Development
Evolving Government Roles
– Shift from a traditional “planner-provider-deliverer” model to an
increasingly collaborative “enabler-convener-catalyst-broker” model
Whole City Approaches
– Call for a balancing of attention to downtowns and neighbourhoods
Culture as the Fourth Pillar of Sustainability
– Social, economic, environmental, and cultural
– Adopting a ‘cultural lens’ on planning and decision-making
Cultural Resources
– A more comprehensive vision of cultural resources or assets
– Connections and synergies across the range of cultural assets
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Arts and Culture Planning in Brampton
Ample evidence that the City recognizes the importance of arts and culture in advancing its plans and priorities
– This despite never having developed a comprehensive Cultural
Master Plan
Momentum building towards more urbanization and ‘game-changing’ opportunities (reflected in the updated Strategic Plan)
A review of relevant City planning and policy documents highlights four areas where arts and culture are tied to broader City ambitions:
– Advancing economic development
– Improving community well-being and quality of life
– Creating a destination for attracting tourists and visitors
– Enhancing the brand and reputation of the city
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Cultural Economy Analysis
Top arts and culture occupations (2011):
Graphic designers and illustrators (630 people employed)
Authors and writers (230 people employed)
Interior designers and interior decorators (200 people
employed)
Top arts and culture industries were (2011):
Newspaper, periodical, book and directory publishers (740 people employed)
Motion picture and video industries (615 people employed)
Other information services (290 people employed)
Employment
in arts and
culture
occupations
grew by 47%
between
2001 and
2011
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33%
25%
9%
13%
20%
0%
5%
10%
15%
20%
25%
30%
35%
Creation Production Manufacturing Distribution SupportServices
Cultural Economy Analysis
Total of 1,240 cultural enterprises (those with and without employees) within Brampton’s creative chain (2015)
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Case Studies and Best Practices
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Case Studies
Gold Coast, Australia
Oakland, California, USA
Surrey, British Columbia, Canada
Selection Criteria
A population between 400,000 and 1 million people, with strong projected population growth
Located near a larger metropolitan area that acts as an arts and culture hub for the region
High and growing levels of ethnocultural diversity
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Gold Coast – Context
Undergone a rapid transformation over the past 60 years
Once considered a ‘cultural wasteland’
– Now recognized to be having a
cultural revolution with the city
‘punching well above its weight’
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Gold Coast – Story of Change
Commitment by Council to improve the city’s reputation and take an aggressive approach to diversifying the economy
– Arts and culture identified as one of five priority areas
– Centred on economic development, cultural tourism, and contributions to the
city’s liveability and reputation
City slated to host the 2018 Commonwealth Games
– Has accelerated arts and culture development and investment
– Includes construction of a Cultural Precinct (a $365 million legacy investment)
Growing critical mass in the ‘creative community’ that pressured government to reinvent the city’s cultural identity
City finalized its ten-year Culture Strategy in 2013
– Commitment to play a ‘facilitator’ role to grow the arts and culture sector and
not the more traditional ‘programmer’ role
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Gold Coast – Key Takeaways
Culture Strategy was a critical component in operationalizing interest in the arts and culture into a City priority
– Including a diverse group of committees inside the City together with the wider
community in the planning process also supported a smooth transition into
implementation
A focus on artist development and opportunity was essential
– Enable artists to create and be ambitious and innovative, and brokering
partnerships has helped to build a long-term sustainability for the sector
Leveraging investments and commitments to the 2018 Commonwealth Games
– Accelerated the growth and prioritization of the arts and culture
Governance administered through the City’s Arts and Culture Unit (six staff)
– Work closely with the Arts Center to create the new Cultural Precinct
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Oakland – Context
Widely recognized as one of the most vibrant arts and culture communities in the United States
Long struggled with economic volatility, high crime rates, and disinvestment
A magnet for artists looking for an affordable community to live and work
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Oakland – Story of Change
Growth of arts and culture driven largely by grassroots, informal movements rather than something that emerged out of a centralized strategy
The City of Oakland recognizes that its story of arts and culture is centred on artists and arts and cultural organizations
– Focuses efforts on being a facilitator and trusted intermediary to build
relationships
Cultural Funding Program is the main support mechanismfor the sector, providing more than $900,000 annually in grants
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Oakland – Key Takeaways
A focus on playing a strong facilitation role rather than presenter,
producer, or venue provider has built a vibrant, self-generating
arts and culture community
– Ability to distribute funding to a more distributed, grass-roots arts and culture
sector in a variety of neighbourhoods has been important
Proximity to the much larger and more expensive City of San
Francisco allowed Oakland to attract a large number of artists and
arts organizations
– This influx and the economic challenges facing the city encouraged ambition
and initiative that catalyzed major changes within the community
Governance administered through the City’s Cultural Affairs Unit
(5 staff)
– Arts Commission that operates in an advisory role
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Surrey – Context
One of the highest levels of ethnocultural diversity in Canada and is one of the fastest-growing big cities
Had the reputation as a sprawling suburb of Vancouver plagued by gangs, drugs, and crime
Transforming its reputation from an ‘unfocused cluster of suburbs’ into one of BC’s next great metropolitan centres
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City of Surrey, British Columbia, Canada
A pivotal moment in 2002 as the City prepared to host the BC Festival of the Arts
– Difficulty finding arts and culture spaces to act as venues for the event
Designated a ‘Cultural Capital’ of Canada in 2008
– Awarded $2 million to Surrey to invest in projects that celebrated diversity,
which was invested in new arts and culture initiatives
City recognizes the important roles that arts and culture play in enhancing urbanization
– Contributes to a high quality of life that helps attract the new residents and
businesses to help it achiever its growth ambitions
– Significant investment in cultural infrastructure (Culture Centre, Library, Art
Gallery, public art), programming, grants, and festivals
– 2012 Cultural Plan and ‘Cultural Corridor’ initiative
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Surrey – Key Takeaways
Recognition as a Cultural Capital of Canada was firmly grounded in the strengths of the city’s ethnocultural diversity
– Embracing this diversity as a stimulant and catalyst for creativity and artistic
development was seen as a defining feature of the City’s bid
Linking arts and culture to sustainable urbanization and attracting residents, business, and investment were central to fulfilling the City’s vision for its future economy
– Arts and culture seen to play a vital role in the urbanization and invigoration of
Surrey
– Led to major capital and program investments that have done a great deal to
increase the profile of the sector
Governance administered through the City’s Arts Services Unit (100 staff)
– Arts Council hosts events, runs the Newton Culture Centre, and works with
the City
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Best Practices
Eight best practice themes
Highlight innovative and successful principles and practices in cities furthering arts and culture development
Lessons that can be applied in Brampton
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Best Practices
Best Practice Theme Jurisdiction Highlighted Example
Supporting cultural development in
neighbourhoods Coquitlam, British
Columbia Neighbourhood Nights 125 Block Party Challenge
Building collaboration between arts and
culture stakeholders
Orillia, Ontario Richmond Hill,
Ontario
Cultural Roundtable and issue-based forums
Creative Industries Symposium and Cultural Summit
Supporting arts and culture
entrepreneurs to invigorate under-
utilized neighbourhoods/spaces
Tacoma, Washington, USA
Spaceworks program
Enhancing communications on arts and
culture activities and opportunities Ottawa Valley,
Ontario Ottawa Valley Cultural Portal
Developing and formalizing cultural
districts
Paducah, Kentucky, USA
London, Ontario
Paducah Cultural District Music, Entertainment and
Cultural District
Cultural leadership governance models Oshawa, Ontario Cultural Leadership Council
Increasing the accessibility and
affordability of cultural spaces Oakland,
California, USA ‘Keeping Safe – Oakland’
Providing funding and support for the
arts and culture community
Vancouver, British Columbia
Regina, Saskatchewan
Cultural Grants Program Community Partner Grant
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Supporting Cultural Development in Neighbourhoods
City of Coquitlam’s “Neighbourhood Nights” program and “125 Block Party Challenge”
Key Takeaways
Rotating regular events that prioritize new neighbourhoods each week and help mobilize neighbourhoods to come together
Tying these events to arts and cultural activities helps to draw out artists and artisans from across the city who might not otherwise be connected with larger events
Ensure that major risks in hosting a block party are minimized (e.g. free Special Event Liability Insurance coverage)
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Building Collaboration between Arts and Culture
Stakeholders
Key Takeaways
Annual events to bring stakeholders together to collaborate, network, and share information are critical to building and maintaining momentum for arts and culture
Issue-based forums empower arts and culture stakeholders to come together to direct change, mobilize resources, and generate buy-in
City of Orillia “Cultural Roundtable” and issue-based forums
City of Richmond Hill events “Creative Industries Symposium” and “Cultural Summit”
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Supporting Arts and Culture Entrepreneurs to
Invigorate Under-Utilized Neighbourhoods/Spaces
City of Tacoma “Spaceworks” program
Key Takeaways
An example of an incentive structure that can help direct arts and culture businesses to certain areas of the city
Leveraged being situated near a larger city facing issues associated with high levels of growth to attract new creative entrepreneurs looking for more freedom and flexibility
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Developing an Effective Cultural Leadership
Governance Model
City of Oshawa Cultural Leadership Council
Key Takeaways
Expanded mandate that gives members a direct stake in the success of arts and culture
Focused on guiding arts and culture implementation, creation of partnerships, generating buy-in, and mobilizing resources
Broad representation to include groups such as youth, artists, ethnocultural organizations in addition to City staff and cultural organizations
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Recommendations
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Recommendations
Prioritize the City’s arts and culture role as a facilitator, partner, and promoter
– Centred on the City’s role to create a self-generating arts and culture community where artists and arts and cultural organizations feel
empowered to lead, and where government can broker partnerships
to help build a long-term sustainability for the sector
Continue with plans to create a Cultural Master Plan and develop clear terms of reference
– Have the Cultural Services Unit work directly with the arts and culture
community through the development and approval of the Plan
– As part of the Plan, consider the need for an arm’s length entity to direct
the sector
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Recommendations
Develop a Steering Committee to guide the development of the Cultural Master Plan and ensure that there is broad community and stakeholder representation
Create a clear and consistent definition of what the City of Brampton considers ‘arts and culture'
– Consider using the Cultural Resource Framework as a base
– Consult with other City departments to seek their input to this definition and to engage them in an early phase of the planning process
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Recommendations
Convene a cross-departmental meeting with department heads and senior staff to review the findings from the Research and Benchmarking Study
– Contribute to building shared understanding across departments to assist
in the development and implementation of the Cultural Master Plan
– Consider creating a senior staff working group to support and contribute to
developing the Plan
Make the Research and Benchmarking Study report available as a public resource document at the outset of the Cultural Master Plan process
– Helps to build a shared level of understanding across all stakeholders to
raise the level of discussion and engagement in the planning process
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Thank You
Dr. Greg Baeker, Director of Cultural Development
1-855-367-3535, ext. 228
Jon Beale, Senior Development Analyst
1-855-367-3535, ext. 233
Connecting the Dots
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Developing recommendations
MDB’s Research
Changes at the City
Panel’s Vision
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In your Vision, you asked us to
Think
BIG
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We’ve made Culture a Priority.
Organizational Changes at City Hall
Retained Cultural Planning Expertise
Engaging Panel as Community Leaders
Funding for Master Plan
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Changes To Date at the City
September 2016
New leadership in Culture Division with a future ready mindset
• Focus on progress over process
• Agility, speed, responsiveness
• Rally behind common purpose
• Making Brampton a player on the global stage
November 2016
Culture portfolio realigned with Economic Development Division
Establishment of Cultural Services Unit
• Culture
• Theatres
• Tourism
• Festivals & Special Events
2017
Focus on City as facilitator and partner for community success, less emphasis on City-led programming, e.g.:
• Review of Community Grants Program
• Dedicated support services for community events
• Co-production opportunities with Theatres
• Expanding the City’s gallery program
• Developing Indoor Market
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Cultural Awareness:
Networking and Communication
Places to Connect
Strong and Supportive
Cultural Ecosystem
Experiences to Engage and Unite
Here are the Visionary areas of focus that are important
to you:
Based on their research, here is how MDB suggests
these areas can be moved forward…
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Places to Connect
Examples of ways this can be achieved…
• Increasing the accessibility and affordability of cultural spaces (e.g. Keeping Safe – Oakland, CA)
• Supporting cultural entrepreneurs to invigorate underused spaces (e.g. Spaceworks program, Tacoma, WA)
• Developing and formalizing cultural districts (e.g. Pudacah Cultural District, Pudacah, KT; Music
Entertainment and Cultural District, London, ON)
MDB’s Key Advice
Develop affordable space for
artists and organizations, making
Brampton an attractive location in
the GTA for creative production
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Cultural Awareness:
Networking and Communications
Examples of ways this can be achieved…
• Enhancing communication on arts and culture activities and opportunities (e.g. Cultural Portal, Ottawa
Valley, ON)
• Building collaboration between arts and culture stakeholders (e.g. Cultural Roundtable, Orillia, ON)
• Cultural leadership governance models (e.g. Cultural Leadership Council, Oshawa, ON)
MDB’s Key Advice
Prioritize the City’s role as
facilitator, enabling artist
development and opportunity
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Strong and Supportive
Cultural Ecosystem
Examples of ways this can be achieved…
• Providing funding and support for the arts and culture community (e.g. Cultural Grants Program,
Vancouver, BC, and Community Partner Grant, Regina, SK)
• Cultural leadership governance models (e.g. Cultural Leadership Council, Oshawa, ON)
• Developing and formalizing cultural districts (e.g. Pudacah Cultural District, Pudacah, KT; Music
Entertainment and Cultural District, London, ON)
MDB’s Key Advice
Link culture with sustainable
urbanization; attracting
residents, business and
investment
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Experiences
to Engage
and Unite
Examples of ways this can be achieved…
• Supporting cultural development in neighbourhoods (e.g. Neighbourhood Nights,125
Block Party Challenge, Colquitlam, BC)
• Building collaboration between arts and culture stakeholders (e.g. Cultural Roundtable,
Orillia, ON)
MDB’s Key Advice
Embrace our ethno cultural
diversity as a unique strength
and catalyst for creativity
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Be Proud
Building connections and relationships
Supporting community pride and attachment
Strong foundation for a culturally vibrant city
Discussion and Report Back
Roundtables | 30 minutes
Assign a recorder and a presenter for your table
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Discussion Tool for Developing Recommendations
1. MDB’s Recommended Role for the City of Brampton
in Culture: Facilitator, Partner, Promoter
a. What do you see as the benefits of the City playing this role?
b. Do you see any risks? If so, how could they be mitigated?
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Discussion Tool for Developing Recommendations
2. Staying Engaged with the City
Part of the City’s responsibility in playing a facilitator, partner and
promoter role is having regular engagement with the cultural
community.
a. How often would you like to have formal touchpoints with the
City?
b. What should these touchpoints look like?
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Discussion Tool for Developing Recommendations
3. Beginning Work on the Cultural Master Plan
As a member of the Arts and Culture Panel, we value your interest
and commitment to the future of culture in Brampton.
a. Would you like to be involved in the development of the
Cultural Master Plan?
b. How would you like to be involved?
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• Based on discussion and recommendations developed
today, staff will prepare a report to Council
• Committee of Council – May 17, 2017
• Council – May 24, 2017
• Appreciation event: May 26, 2017 VIP Reception@ Rose
Theatre Season Reveal
• Anticipated Cultural Master Plan launch – September
2017
Summary of Next Steps