in association with

Municipal Cultural Plan

Project Overview

St. John’s Anglican Church – Guild Hall November 29, 2010

Visioning Forum

City of Peterborough, Municipal Cultural Plan

Agenda

City of Peterborough, Municipal Cultural Plan

• Introduction• Emerging Cultural Drivers for

Change

Municipal Cultural Planning

What it’s about:• economic development through culture• creating livable and sustainable municipalities• vibrant downtowns and healthy neighbourhoods

Source: Ontario Municipal Culture Plan Website, 2010

Culture Planning & City-Building

PHASE 2PHASE 1 PHASE 3

Project Kick-Off

Stakeholder Interviews

Public Kick-OffForum

Visioning ForumAnd Public Open

House

Present Final

Culture Plan

DraftReviewForum

ACHDWorkshop

September 2010 February 2011October 2010 July 2011

Consultation Phases and Timelines

in association with

St. John’s Anglican Church – Guild Hall November 29, 2010

Visioning Forum

Emerging Cultural Drivers for change

City of Peterborough, Municipal Cultural PlanCity of PeterboroughMunicipal Cultural Plan

11 emerging Cultural Drivers for Change

• illustrate key factors or forces that will shape the conversation and direction of the Cultural Plan

• understand internal and external factors that influence the City’s current and future leadership role

• drivers are unique and timely opportunities as well as significant constraints

Post-Secondary Institutions“There is a disconnect between Post- Secondary

Institutions, the City, and the downtown. This relationship needs to be enhanced and groups need

to work together towards one common goal.”

“There are no art or art history programs at the university or college, so no students or instructors in the community to provide mentorship, leadership or

critical mass”

“We need better cooperation between artistic and university communities.”

Post-secondary InstitutionsOpportunity: To better capture the opportunity that post-secondary institutions can play in city- building.

Post-secondary Institutions2 post-secondary institutions – a key asset for city-building and cultural development

16% of City’s population are full-time students at Trent University and Sir SandfordFleming College (2006 Census). 9% of Peterborough County and City (2006 Census)

at Trent: 3.4% Fine and Applied Arts31.5% Social Sciences 19.7% Humanities 18.1% Education

at Fleming: no fine arts programs yes Museum Management & Curatorship and Collections Conservation & Management. 75% of classes held at the Peterborough Museum and Archives.

Partnership examples:

• The Innovation Cluster at Trent University

• Downtown Youth Space2008: from Feasibility study for a dedicated downtown youth space - partnership between Sir Sandford Fleming College, City staff, and 10 local youth

Cultural Assets

“Peterborough is a microcosm of all the good things”

“Peterborough has many hidden jewels…We need to celebrate”

“There are no municipal tools to enforce the preservation of our built heritage: more

regulation is required”

Cultural AssetsOpportunity: To conserve and build upon the breadth of cultural assets that exists within the community.

Cultural Assetsterm ’culture‘ is broadly defined by the community. “What they think of when describing Culture in Peterborough” (from Public Kick-Off)

20% Music and Performance

14% History and Heritage

12% Public Space and Recreation

11% Architecture

10% Visual ArtsPeterborough (2007):

42 heritage, education, and umbrella organizations

142 not-for-profit organizations

100s of professional cultural workers

350+ local businesses involved in cultural activity

City lost the Peterborough Arts Umbrella

Greater public awareness is a required in order to build effective strategies

Water

“One of the key features of Peterborough is its relationship to water”

“Healthy ecosystems need to be part of the definition of culture”

“The waterfront is part of our culture, but there are few areas for people to go and

enjoy it”

WaterOpportunity: To recognize Peterborough’s historical, emotional, and physical connection to the water.

Water134 lakes

49 public access points

43 marinas

Trent-Severn waterway is a national historic site

Lift lock is the highest lift lock in the world

First Nations (9,000 BC) → transportation → to industry → to leisure

25% of visitors motivated by a water-based experience (to Peterborough + Kawarthas)

cottagers, boating, fishing, festivals,… everyday life

Quality of life

“Access to culture needs to be a priority – making space and

working at the community level”

“Build spaces in public parks for dance, yoga, tai chi, musical performance ”

“Environmental and cultural sustainability are merged”

Opportunity: To maintain and improve quality of life – for residents and visitors – by building on the city’s cultural assets.

Quality of life

Quality of lifeCities across Canada are leveraging and nurturing their cultural resources as a foundational element of quality of life

Ontario Arts Council, 2010 survey: ‘The Arts and the Quality of Life: The Attitudes of Ontarians’

95% of Ontarians indicated that the arts enrich the quality of their lives

89% of Ontarians indicated that if their community lost its arts activities, people living there would lose something of value

Peterborough has many people and organizations dedicated to:improving quality of life → opportunities for greater collaboration (cultural organizations, social agencies, and the private and public sectors)

access at the neighbourhood level, includes:• public transit… language barriers… cultural opportunities… services and programs

Sports

“Every sport is here as a result of the location and landscape”

“Got to get sport into the semantics of culture”“Build bike lanes, outdoor

exercise equipment around the city”

“Sport is the central part of culture in Peterborough”

“There is a perception that sport and culture are in competition”

SportsOpportunity: To recognize and nurture sports (spectator and recreational) as part of the cultural life of the city.

SportsThere is a rich tradition of spectator and recreational sport within the community: • The Peterborough Petes are a championship team. Oldest continuous franchise in the Ontario and

Canadian Hockey Leagues• The Peterborough Sr. Lakers are a Major Series Lacrosse Team. Recently won the Ron Man Cup (2010)• Peterborough’s Girls Hockey Association celebrates 30 years of female hockey• The Peterborough and District Sports Hall of Fame

Arenas and sports venues have a large role in delivering cultural events(e.g. Cats, Jesus Christ Superstar, and Hairspray… off-Broadway musicals and theatre events).

need to address the perception that sports and culture are competing interests involves cooperation

Downtown“Downtown is where the art is

happening but the audience lives outside the downtown –is there an insularity here?”

“Any night of the week there will be a band playing”

“Build cultural hubs around major cultural venues” “Want to see tax incentives

for restoring, renovating, and living in downtown

properties”“Create a downtown space for

youth to share and explore culture”

DowntownOpportunity: To ensure that Downtown continues to thrive as the cultural centre of the city by protecting and leveraging the unique and existing assets of the city’s core.

Downtownrich inventory of heritage buildings, unique streetscapes, theatres, art

galleries, community art organizations, music venues, cafes, restaurants…

clustering of facilities → a draw for local residents, artists, musicians, and tourists.Streets such as George Street and Hunter Street • valued for their uniqueness, heritage, pedestrian-scale• seen as good models for other downtown streetscapes• need protection in policy

Growth needs to be focused and strategically directed• risk of ‘spreading too thinly’ and not realizing the benefits of a critical mass of

people and activities

The Central Area Master Plan → to “stimulate creativity”, “capture opportunity”, and “direct priority” within the downtown core.

Plan Alignment“Municipal Cultural Plan should be developed in

coordination with the City’s Official Plan, Sustainability Plan, Little Lake Master Plan,

Central Area Master Plan, and…”

“Integrating culture in all aspects of municipal decision-making”

“This is an opportunity to link city building and place-making initiatives

with social initiatives”

Plan AlignmentOpportunity: To align existing and proposed policy frameworks to embrace a shared city vision.

Plan Alignmentnumber of planning policies and initiatives (exist or underway): • the Central Area Master Plan (2009)• the Little Lake Master Plan (March 2010)• Official Plan (planned for 2010/2011)• Integrated Community Sustainability Plan (RFP issued May 2010)

inconsistencies (perceived or real) → present a challenge for • achieving and communicating a shared vision for Peterborough • ensuring that the city grows in a manner that supports cultural, economic, social,

and environmental sustainability.

opportunity for the Municipal Cultural Plan to consolidate key recommendations under the banner of the cultural vision.

Demographic Responsiveness“Greatest untapped

resources is the good will of young

people”

“Art programs for everyone, including programs specifically tailored to

marginalized groups”

“Build welcoming spaces regardless of language, cultural

background”

“We need neighbourhoods that

encourage multi-generational events”

“Young people are not accessing theatre because it is too expensive”

Demographic ResponsivenessOpportunity: To recognize and respond to the diverse needs, values, and backgrounds of communities in Peterborough.

Demographic Responsivenessan “urban” shift → moving to Peterborough from urban centres: Toronto and Durham9.8% foreign born residents

3.5% visible minorities

25-35 old are the fastest growing age group. A cohort that most municipalities are competing to attract to their local workforce

different set of barriers and opportunities for: youth, seniors, first nations, new immigrants, low income, and those with special needs

Organizations… Peterborough Partnership Council on Immigrant Integration, New Canadians Centre, Community Living Peterborough, Peterborough & District United Way, Peterborough Social Research Council, the Nogojiwanong Native Friendship Centre, Youth Council … can play a key role

Economic Impact

“The value of arts as an economic driver is not understood”

“We need to research and develop a business case showing the return on investment in culture”

“The cultural sector is an opportunity to make more jobs”

Economic ImpactOpportunity: To measure and understand the economic impact of culture so that resources can be strategically leveraged towards the city’s economic development.

Economic ImpactThe economic value of arts and → is not well understood

Culture perceived as a ’cost‘ rather than an ‘investment’

Measuring and understanding the economic impact of culture can help to inform decision-making for culture and city building objectives

Regional Context

“Peterborough is blessed and cursed by its isolation -we die or thrive by our own

critical mass.”

“Peterborough has a large catchment area

and is a cultural beacon.”

“The city is at a tipping point competing for talent. How do

we make Peterborough a more desirable place to live?”

“We are seeing some migration from the GTA to Peterborough because it is

more affordable to live here. But this needs to be better

marketed.”

Regional ContextOpportunity: To capitalize on opportunities and address challenges that Peterborough faces given its geographic location and regional context.

Regional Context350,000 people - Greater Peterborough market draw

Highway 407 – potential impacts need to be further understood

competition within the region for attracting creative industries and professionals

Peterborough has much to offer… post-secondary institutions, theatres, art galleries, live music venues, range of culinary options... How will these opportunities be leveraged in the future?

Leadership

“The City has to be seen as a facilitator of a way of life, not just a provider of services”

“Need to create a paradigm of co-operation.”

“Our school boards are becoming more community-oriented.”

LeadershipOpportunity: For Peterborough to be a leader in facilitating culture by reflecting best practices.

LeadershipPeterborough’s legacy:• one of the first communities to start generating hydro electrical power, • Sir Sanford Fleming of Peterborough: inventor of universal standard time• William Robertson Davies: essayist, novelist, journalist, and playwright,

editor of the Peterborough Examiner (1940-1955) • once at the forefront of protecting its heritage buildings and there are

over 70 designated heritage sites throughout the city, three of which are recognized as National Historic Sites

Peterborough’s opportunity:• to re-emerge as a leader in heritage conservation• To build on a sense of pride → Municipal Cultural Plan

in association with

St. John’s Anglican Church – Guild Hall November 29, 2010

Visioning Forum

Emerging Cultural Drivers for change

City of Peterborough, Municipal Cultural PlanCity of PeterboroughMunicipal Cultural Plan