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NEX-GENCULTURAL PLANNING
A. ADAIR & ASSOCIATES / CAM CONSULTING OTTAWA CULTURAL SUMMIT
JANUARY 17 2019
1
THE CONTINUUM OF CULTURAL PLANNING 1980 TO 2015
1980s and early 1990s, cultural
planning became prominent
globally, with roots in the US, UK, Europe and
Australia
Canada became immersed in
cultural planning in the 1990s
The vision of earlier culture plans made the case for the
value of culture to the city.
Plans and policies led to
investment in culture.
From: development
and excellence to authenticity and vitality in
plans developed in mid-2000’s
2
FOLLOWING THE CONTINUUM OF
A CITY PLANNING MODEL
The First City: Privileges its own self-interest as an enterprise. Interactions are transactional.
The Second City: The city prioritizes partnerships, while maintaining top-down control.
The Third City: Relationships matter, as well as transactions. The city becomes more responsive to the authentic needs and well-being of communities.
The Fourth City: open, ecological, inclusive, and equitable. recognizes its responsibility to Indigenous voices
3
ADAPTEDFROMCreativeCityMaking MN,USA
1ST GENERATION CULTURE PLANS
FOL L OWI N G 1 ST C I TY / 2 N D C I TY PL A N N I N G A PPROAC HC U LTU RE A S E C ON OMI C DRI VE R
planning and investing in community featurespublic art &
events festivals cultural centers revitalizing downtowns
attracting tourists,
preserving historic buildings
emphasis on cultural industry
policy focus on transactional relationship with community(attendance, sales)
4
FOC U S OF C AN ADI AN C U LTU RE P LAN S
1ST GE N E RAT ION 2 0 0 3 - 2 0 13
5
24 CULTURE PLANS
(CANADIAN) AUTHENTICITY
CRITERIA
OTTAWA’S RE N E W E D AC TI O N PL AN 2 0 1 3 - 2 0 1 8
RATE S W E L L F O R AU THE N TI C I TY
THE CHANGING CONTEXT
INFLUENCESIT’S A
MATTER OF WHEN, NOT
IF
• information and communication technologies
• local and regional Indigenous Knowledges embedded in how intangible heritage, land management, neighbourhood regeneration and cultural contributions are interpreted
• new migration
• the economic uncertainty
• globalisation
• environmental challenges
• challenge for cities is how to maintain a sense of the local and specific in a rapidly globalizing world
8
MODEL : CULT UR E A S A N
IN T EGRAL ELEMEN T OF S US TAIN ABIL IT Y
• UNESCO conventions,
• UNDP reports, the work of the United Nations Special Rapporteur in the field of Cultural Rights,
• AGENDA 21 for Culture
• the agreements of the Global Taskforce of Local and Regional Governments,
• the drafts of the Post-2015 Sustainable Development Goals,
• #culture2015goal global campaign.
9
SUSTAINABIL ITY MODEL FOR CITIES
Economic Health
Cultural Vitality
Environmental Responsibility
Social Equity
AGENDA 21 INTERNATIONAL FRAMEWORK FOR
2ND GENERATI ON CULTURAL PLANNI NG
To harness the role of cities and local governments as authorities in the development and implementationof policies with, and for, citizens.
To provide an international framework supported by commitments and actions that are both achievable and measurable.
To highlight the interdependent relationship between citizenship, culture, and sustainable development.
11
RES PON DIN G TO T HE CHAN GIN G CON T EXT
FOCUS 1st Generation Culture Plans 2nd Generation Culture Plans
CivicRole EconomicDriver CityandCommunityBuilder
Geographic Downtown NeighbourhoodsOrganizational Large mainstream Anchor organizations Emerging informal organizations
Organizational level Provincial/National Local organizations
Cultural Eurocentric Diverse cultures/Indigenous Equity Elitist Democratic/InclusiveCreative Replicate
DisciplinebasedEnvironment
Create/innovateInterdisciplinaryEcological
Economic Affluent Underserved communitiesFinancing Strategy Revenue/Operating/Mis-capitalization
Grants/Donations
ChangeCapitalSocialImpactinvesting
Funding Major traditional arts organizationsProjectfunding
Equitable funding strategyFlexible funding
Organizational board & staff
Largely white, male, affluent, socially connected and influential
Culturally diverse, financially diverse, representative of the community
Access For those who can afford it For all Space Major performing & visual arts centres &
museumsCommunity based flexible & inexpensive to use
Heritage Built Heritage Intangible Heritage12
2ND GENERATION CULTURAL PLANNING
THINKING & OBSERVATIONS TO DATE
13
PLANNING APPROACH
Alignment with a City’s strategic plans, policies and strategies
Inter-cultural / Indigenous frameworks
Measurement, Evaluation and Learning (MEL) framework
Iterative research
Engagement vs. Consultation
14
VALUES
15
inclusion
access
creation
interconnection
NEWFOCUSAREAS
AREA FOCUS
CivicRole City and Community Builder
Geographic NeighbourhoodsOrganizational Emerging informal organizations
Organizational level Local organizations
Cultural Diverse cultures/Indigenous Equity Democratic/InclusiveCreative Create/innovate
InterdisciplinaryEcological
Economic Underserved communitiesInvestmentStrategy Change Capital
Economic Security Funding /Grants Equitable funding strategy
Flexible Organizational board & staff
Culturally diverse, financially diverse, representative of the community
Access For all Space Community based flexible & inexpensive to use
Heritage Intangible Heritage16
CHAIN OF INFLUENCE
Changing context& changing communities
Cultural sector response
Cultural planning, policy & investment
17
CHARACT ERIS T ICS AN D OPERAT IN G
PRIN CIPLES
PLAY A STRONG
CIVIC ROLE
Demonstrate effective
leadership and governance.
Are rooted in local needs.
Live with the land.
Develop community
agency.
Build competence &
capability. Build social
capital.
Champion artistic quality.
Champion diversity
Provide challenge.
Are open and reflective.
18
CHALLENGE FOR THE CUTURAL SECTOR & FOR CULTURAL PLANNING
• Understanding and responding appropriately and respectfully to the unique combination of cultural variables and dimensions of their communities.
• Having the capital and adaptive capacity to respond to shifts in the cultural sector and the communities in which they work.
19
RESPONDING TO THE
CHALLENGE
WHAT ARE WE SEEING?
20
FINANCING CHANGE
Investment capital to help arts organizations adapt their programming, operations and finances in ways that improve their long-term health
21
CHANGE CAPITAL
Non profit Finance Fund nonprofitfinancefund.org
INVESTMENT STRATEGIES
• Arts Impact Fund
• Upstart Co-Lab
• Exponential Creativity Ventures
• Inclusive Creative Economy Fund
• Culture Seeds
• Arts Amplified
• Culture Bank
• Social Enterprise Fund
22
CULTURE AS CITY -COMMUNITY BUILDER
• Cultural Infrastructure Plans
• London’s Creative Enterprise Zones
• Toronto’s Centre for Social Innovation (CSI)
• UK Studiomakers
• The Creative Land Trust
• Cleveland, a community development corporation worked with a local arts intermediary to reverse a population decline in the city’s north Collinwood neighbourhood and rebuild a central commercial corridor.
23
COMMUNITY CULTURAL
ASSETS
CASE STUDY
• HIGHLIGHTS
• When controlled for race, ethnicity, and economic status, the presence of a significant concentration of cultural assets in neighborhoods marked by concentrated disadvantage significantly corresponds with:
• 3 to 5% decrease in individuals suffering from diabetes, hypertension, or obesity
• 14% decrease in cases of child abuse and neglect
• 25% decline in teen pregnancies
• 18% increase in kids scoring in the top stratum on English and math exams
• 18% decrease in the felony crime rate
24New York Study/University of Pennsylvania
CULTURAL INVESTMENT
RESPONSE TO
CHANGING COMMUNITY
• Major foundations—including Ford, Mellon and Walton— boosting diversity at the highest level of arts organizations a priority,
• Canada Council funding streams
• Andy Warhol Foundation for the Visual Arts. this year’s recipients have focused on artistic engagement with political and social issues
• decentralizing cultural art spaces into neighborhoods
• Surdna Foundation’s Artists and Social Change grants
• ArtPlace Creative Placemaking Fund
• Replacing ‘meta-structures’ with more organic, grassroots-directed, flexible spaces
25
2 ND GENER AT ION CULT UR A L PLA NNING
TOOL
US IN G T HE CULT URE V ITALIT Y LEN S
Presenceof Culture
Support for Culture
Participationin Culture
26
Adapted from Urban Institute’s Arts and Culture Indicators Project
Cultural resources come out of communities rather than merely resources that are brought to communities