Arts & Heritage Plan for the City of Ottawa. Arts and Heritage Plan - Introduction

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1 Arts & Heritage Plan Arts and Heritage Plan - Introduction The Arts and Heritage Plan is a vision, a blueprint and a community building initiative. It s creative, practical and urgent. It asks the question, what do we want Ottawa s cultural identity to be, answers creative, rich in heritage and unique, and goes on in systematic detail to define how to make it happen. Over the past year, the Arts Plan and the Heritage Plan followed different developmental paths to meet at this juncture. A vital common thread for both, however, was extensive consultation with the community. Many voices were heard contradictory, questioning, supportive, amateur, expert, volunteer, professional and everything in between and many things were said. It seems appropriate, then, that this introduction to the Arts and Heritage Plan echoes some of those voices. They stand out as the essential component, the spirit, the generative force, that makes these pages a living, transformative document. Not just a bureaucratic exercise, but a community's vision. Some of those comments, italicized below, can be our guide to revealing the shared strengths and challenges of the Arts and Heritage Plan, the diversity it represents and the linkages and synergies it conveys. "Art celebrates diversity, the spiritual. It takes the spiritual into public discourse without risk or conflict. Heritage complements the arts. Art is diversity within space. Heritage is identity over time." How do the Arts and Heritage components of the Plan complement each other? Some would say that the arts are about constant reinvention of the present and heritage is the contemporary use of the past. 1 Others see time as a circle and all things inextricably linked. The Department of Canadian Heritage defines the relationship between culture and heritage as a continuum that flows from creation through production, distribution and use to selection, preservation, interpretation, inspiration and re-use and back again to creation. 1 B. Graham, G. J. Ashworth and J.E. Tunbridge. A Geography of Heritage: Power, Culture and Economy. London: Oxford, 2000 April 2003 Page i

2 Arts & Heritage Plan Creation Inspiration & Re-use Production Culture Interpretation Heritage Distribution Preservation Use Selection The Arts and Heritage Plan links these different yet interdependent zones of cultural activity by recognizing the city s rich heritage and its vibrant creative community as assets while acknowledging the common challenges of ensuring adequate investment, increasing capacity and improving access. "Ottawa's funding, compared to other municipalities, is inadequate for the arts and heritage. Federal and provincial partnerships are available but to tap into those, we need equity on the City s side. The City needs to boost its own funding before demanding more from federal or provincial sources." As articulated above, solutions aren't simple. The Arts and Heritage Plan, while focusing on a long term vision, makes sense of Ottawa s multi-faceted cultural landscape as it currently stands. The Plan develops a Page ii April 2003

3 Arts & Heritage Plan rational approach to a complex dynamic of strengths and weaknesses, opportunities and threats, by proposing carefully considered strategic directions, policies and actions that demand immediate attention as well as those that require medium or long term effort. The Arts Plan zeroes in on three key strategies that will unlock Ottawa s development as a creative city: invest and spark investment in the local arts; increase access for artist, audience and community to new and improved space and place; and get the word out. Without these pivotal strategies reaching fulfillment, says the Arts Plan, the status quo rules. And, with Ottawa at the bottom of the list of major Canadian cities in providing cultural funding, Ottawa s artists packing up and leaving to find work elsewhere, and local arts facilities woefully inadequate and crammed to the rafters, the status quo is unacceptable. The Heritage Plan assigns a major responsibility for heritage stewardship to the City, articulating the community s expectation that the City will lead as well as work in partnership with other levels of government, community organizations, individuals and the private sector to fulfill the objectives of the Plan. Heritage preservation, presentation and promotion must be core municipal functions. The Heritage Plan goes on to define strategic directions for Ottawa s heritage initiatives identify, collect and preserve; research, interpret and promote; and build capacity and charts a detailed action plan for maximizing Ottawa s heritage resources, in partnership with the community and other government sectors. "Heritage buildings should be used for housing or cultural activities they re what make Ottawa interesting." "If spaces and facilities are improved, then all other actions for the arts will fall into place." "There is great need in the community for conservation support to house and care for collections." New and improved spaces are critical to all Plan actions. Ottawa's population will push past the million mark over the next 20 years. If cultural facilities are going to keep up, action must start now. The Arts Plan identifies a critical need for more spaces for local artists to work and present their work. Spaces traditionally available in schools are being priced out of reach for amateur groups; professional spaces don't meet evolving industry standards for attracting revenue generating audience numbers. The Heritage Plan sounds the alarm 's Archives, in jeopardy without a permanent home, built heritage resources requiring restoration, and collections stored in inadequate facilities. The Plans meet over the need to identify, collect, preserve, protect and showcase Ottawa's artistic and heritage treasures before it's too late. April 2003 Page iii

4 Arts & Heritage Plan "We need market research. What does the audience want? What are they willing to pay? What prevents them from consuming and paying for art that exists now?" "Tourists should be informed of local activities. Get them involved - they become ambassadors when they go home." "We need to connect the community to arts and heritage information." The Arts and Heritage Plan stresses the vital need to "get the word out" in both arts and heritage sectors. The Heritage Plan recommends building a Heritage Gateway, a facility to tell Ottawa s story as a whole and promote a distributed network of unique local heritage sites. The Arts and Heritage Plan proposes going virtual with local arts and heritage websites and an e-commerce program to encourage residents and visitors to participate in the local arts and heritage scene. There is rich opportunity here for sharing resources and developing partnerships among arts and heritage groups, as well as the municipal and private sector, for the benefit of all. "We need to do the right things now." Communities and cultural organizations everywhere are struggling, sometimes desperately, to support arts and heritage. Still, there's some good news. Toronto and Halifax are planning towards the development of municipal museums. The Royal Ontario Museum, the Art Gallery of Ontario, the George R. Gardiner Museum of Ceramic Art, the Canadian Opera Company, the National Ballet of Canada are all engaged in capital development projects. Locally, examples such as The School of Dance, the Nepean Museum and La Nouvelle Scène generate hope. They are all testaments to the power of groups of determined people to generate public and private sector momentum, find funding and support, and turn visions into reality. The Ottawa 20/20 Arts and Heritage Plan can act as the same sort of beacon. It can be an inspiration, a call to action, a guide and a roadmap to navigate adverse trends and a challenging environment and provide Ottawa with the cultural identity its people want and deserve. "Where do we start?" You already have. So, please, read on. * Comments were collected from focus groups, public consultations and correspondence. Page iv April 2003

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7 (Strategic Directions and Policy Statements Approved Unanimously by Ottawa City Council April 23, 2003) April 2003

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9 Table of Contents Chapter One Introduction Executive Summary Role of the Arts Plan Structure of the Arts Plan Ottawa s Growth Management Plans Supporting Plans and Policies Guiding Principles How the Guiding Principles are Addressed in the Arts Plan Interpretation and Implementation of the Arts Plan Support and Resources for Arts Plan Implementation Three Financial Levers for the Arts Plan Chapter Two Strategic Direction Vision and Mission Arts Plan Flowchart The Five Strategic Directions..29 Strategic Direction One: Broaden Public Access to the Local Arts Strategic Direction Two: Keep Ottawa s Artists Here Strategic Direction Three: Build Creative Capacity Strategic Direction Four: Revitalize Public Places and Natural Spaces Through the Arts Strategic Direction Five: Realize Economic Potential of Local Cultural Sector The Ten Strategies and Policy Statements The Three Essential Strategies and Policy Statements The Seven Unlocked Strategies and Policy Statements The Short-Term (1 to 5 Year) Actions Strategic Direction One Broaden Public Access to the Local Arts Strategic Direction Two Keep Ottawa s Artists Here Strategic Direction Three Build Creative Capacity Strategic Direction Four Revitalize Public Places and Natural Spaces Through the Arts Strategic Direction Five Realize Economic Potential Facility Development Direction Indicators of Overall Facility Need Literary, Media (Film/Video) and Performing Arts Space Visual Arts Space Facility Development Recommendations April 2003 Page 3

10 Chapter Three The Five-Year Plan The Five-year Action Plan Short-Term Actions by Priority Existing Momentum for Short-Term Actions A Sampling of Medium-Term (5 to 10 Year) Actions by Strategic Direction PROGRESS MEASUREMENT A Sampling of Progress Measures Related to Specific Actions...78 Page 4 April 2003

11 Chapter One Introduction 1.1 Executive Summary The Ottawa 20/20 Arts Plan aims to build and sustain Ottawa as a creative city. Implementation of the Arts Plan will reap robust economic and quality-of-life impacts that benefit all Ottawans. A creative city is a competitive city in the global marketplace, and a tolerant, attractive home for diverse residents. A creative city must be able to sustain a concentration of artists, creative people, cultural organizations and creative industries within its boundaries. A recent report entitled Competing on Creativity informs us that: The most successful city-regions are the ones that have a social environment that is open to creativity and diversity of all sorts. The ability to attract creative people in arts and culture fields and to be open to diverse groups of people of different ethnic, racial and lifestyle groups provides distinct advantages to regions in generating innovations, growing and attracting high-technology industries, and spurring economic growth. 1 The Ottawa 20/20 Arts Plan has itself been developed using a creative and collaborative cultural planning process. Like other growth management plans, this Plan defines a 20-year vision and identifies strategies, policy statements and actions for implementation over the next five years. The Five Strategic Directions The five strategic directions represent 20-year goals. The City will work together with community partners, artists of all disciplines, other levels of government and the private sector to: 1. Broaden Public Access to the Local Arts Broaden public access to the excellence and diversity of Ottawa s local arts sector. 1 Competing on Creativity: Placing Ontario s Cities in North American Context. A report prepared for the Ontario Ministry of Enterprise, Opportunity and Innovation and the Institute for Competitiveness and Prosperity. M. Gertler, R. Florida, G. Gates and T. Vinodrai. November 2002, page ii (executive summary). April 2003 Page 5

12 2. Keep Ottawa s Artists Here Keep Ottawa s artists here and attract others to join them. 3. Build Creative Capacity Build creative capacity and contribute to the health and well-being of Ottawa s communities, sectors (public/private), neighbourhoods, children and youth. 4. Revitalize Public Places and Natural Spaces Through the Arts Employ the arts to help develop Ottawa s public spaces, rural and natural spaces, neighbourhoods, main streets, and town centres as vital, active, environmentally-sound and attractive people-friendly places. 5. Realize Economic Potential of Local Cultural Sector Facilitate the realization of the local cultural sector s full economic impact. The Ten Strategies and Policy Statements The Arts Plan s ten strategies and policy statements provide the means through which to achieve the five long-term strategic directions. They are grouped into two categories the essential three key strategies and the unlocked strategies. The Three Essential Strategies and Policy Statements Strategies One to Three represent the essential key to achieving all subsequent strategies. Actions within these three policy areas require immediate attention if Ottawa is to be a creative and competitive city in Invest and Spark Investment in the Local Arts The City will increase per capita arts funding annually until Ottawa s per capita arts funding is competitive with the six other large Canadian cities. The City will also work with partners to develop and sustain municipal, corporate and other public investment in the local arts sector in order to provide adequate and diversified support and resources. (This joint HRSS/EPS Committee-amended policy statement was approved unanimously by Ottawa City Council on April 23, 2003). Page 6 April 2003

13 Increase Access for Artist, Audience and Community to New and Improved Space and Place The City will spearhead a partnered drive aimed at greater access for Ottawa artists, audiences and community to a new and improved network of well-linked, adequately distributed and appropriatelysupported venues for the local arts. 15 recommendations related to long-term arts facility development direction are also included within the Arts Plan. Get the Word Out The City will engage in partnered efforts that make it easy for residents and visitors to access information about Ottawa s dynamic local arts scene. Adoption of these three strategies/policy statements and delivery of their related actions will unlock the rest of the Arts Plan, and begin to allow for delivery in the remaining strategic areas. The Seven Unlocked Strategies and Policy Statements Strategies Four to Ten are key to Ottawa s development as a creative city, and can be unlocked only if Strategies One to Three have reached fruition. Collect, Protect and Showcase Ottawa s Artistic Treasures The City will develop a strengthened and more cohesive approach to the collection, protection, preservation and showcasing of Ottawa s irreplaceable artistic heritage. Foster the Creation, Development and Presentation of Local Artistic Work The City will work with partners to increase opportunities for Ottawa artists to work and to present their work. Foster Diverse, Creative Community Activity The City will strengthen and support multidisciplinary community arts programs and will develop a multisectoral support system aimed at building creative capacity within Ottawa s distinct and diverse April 2003 Page 7

14 communities (race, ethnicity, language, first nations, special needs, disability, low-income, homeless, gender). Strengthen Local Arts Education and Training Programs The City will engage in partnered efforts to educate and train people of all ages in the arts, and to strengthen the role of the arts in Ottawa s diverse educational system. Nurture Public Art in Ottawa s Neighbourhoods, Public Spaces and Natural Places The City will develop and implement a comprehensive municipal public art policy that results in: 1. the integration of permanent, site-specific works of art into municipal buildings, natural places, public spaces and structures; and 2. expanded partnered efforts to integrate public art into all major, new and re-development projects in Ottawa. Establish a Vibrant Focus for Arts and Culture in Community Cores The City will spark and sustain urban and neighbourhood revitalization through the partnered development and nurturing of arts and cultural districts. Support the Integration of Ottawa Artists with Arts Industry The City will engage in partnered efforts to develop, sustain and advocate for Ottawa s local artistic and creative talent as a workforce for local industry. The Five Year Action Plan The five-year action plan consists of 25 actions for implementation over a five-year period. Five of these are deemed to be urgent actions that require immediate launching into an initial implementation stage. They are: 1. Develop and sustain adequate municipal arts grants investment; 2. Develop and sustain new municipal spaces for the local arts; 3. Develop and sustain a cultural capital funding program aimed at improving existing local arts space; 4. Establish a municipal, cultural capital reserve fund for new arts facility development; and 5. Mount a local, arts marketing campaign. Page 8 April 2003

15 Three Financial Levers for the Arts Plan It would be irresponsible to come forward with a growth management plan that had no suggestion nor recommendation around financial support and leverage. In other North American cities, investment plans that combine government dollars, private sector support and a percentage allocation from a hotel tax revenue stream have resulted in realistic and successful financing for the arts. These three financing levers have established an investment portfolio that then sparks further revenue from other sources such as individual donations, earned revenues, foundation support, fundraising etc. In this way, cities have been able to deliver on the significant municipal economic and quality-of-life impacts that result from creative, cultural activity. Government Dollars Municipal, provincial and federal funding should work together for the benefit of local citizens. Currently, Ottawa ranks last out of the six largest Canadian cities in its municipal arts grants funding support. Provincial and federal funding to Ottawa s local arts sector then follows suit. In major Canadian cities where municipal investment is higher, provincial and federal investment is also higher. The City must lead the way in the investment area if it expects other funders and sectors to come on board. Private Sector Support A recent fundraising feasibility study (McMeekin Leffler, November 2001) determined that there is untapped capacity in the corporate sector in Ottawa to support the local arts, but that this can be accessed only if the City itself begins to address the need for increased base municipal arts funding. Hotel Tax One source of arts funding that is increasingly common among North American cities is a municipal hotel occupancy tax. There is recognition that arts events, arts institutions and large arts festivals fill the hotels and the hotel occupancy tax revenues go back, in part, to support these institutions and festivals. Given the current demands on Ottawa s civic budget, it is essential that new, creative sources of funding for the arts, such as a hotel tax, be pursued so that Ottawa can begin to approach the arts funding levels of comparable, competitive North American cities. April 2003 Page 9

16 1.2 Role of the Arts Plan The Arts Plan stands alongside the Heritage Plan within the context of a cultural blueprint for Ottawa s future - the Ottawa 20/20 Arts and Heritage Plan. The Arts Plan: a) identifies essential strategic directions for Ottawa as it embarks upon its course for the future; b) provides a 20-year strategic vision, strategies and policy statements, a five-year action plan and longterm facility development direction; c) aims to stabilize, harmonize and raise public awareness of the value of artistic endeavours their benefits and impacts; d) aims to increase the role of the local arts in the economic, environmental and social development of the city; e) leads to the development of policy and action in areas such as arts development, public art, community arts, arts education, arts facility development, supplementary funding mechanisms, cultural industry, cultural tourism and cultural marketing; f) is meant to be reviewed and renewed for relevancy, direction and action every five years. Building A Creative City A creative city must be able to sustain a concentration of artists, creative people, arts organizations and creative industries within its boundaries. According to a recent study of Canadian cities that employs Richard Florida s creativity index as a measurement tool, Ottawa ranks 6 th across the country in its concentration of creative people. The study indicates that one in every seven Ottawa residents belongs to the creative class. Using this measurement as a starting point, the Arts Plan aims to spark and support the building of Ottawa as a creative city, a city that: encourages all of us to develop and use our creativity, seek innovative approaches and embrace new ideas; keeps our local literary, media, performing and visual artists here and attracts others to join them; stimulates interaction and encounter across discipline, cultural background and profession; and sparks increased collaboration between art and technology, art and community, art and nature. Page 10 April 2003

17 Across the Country Canada s Creative City Network A rapid change has occurred in public cultural policy across the country. Cities are now driving local cultural development through a cultural planning process, for it is at the local level where individual creators live and work, where connections with citizens are made, and where social and economic impacts are most directly felt. Canada s Creative City Network (a network of Canadian cities and towns), with the support of Canadian Heritage, is moving this agenda nationwide. A considerable body of international research indicates that the arts contribute substantially to a city s long-term growth and viability. If appropriately supported, the local arts can make an essential contribution to local quality of life through health outcomes, social cohesion, urban revitalization and environmental preservation; and to the local economy both as an industry and perhaps, more importantly, by creating a culture of creativity and innovation. Around the world, the arts are collectively being recognized as a starburst with deep and broad impact and benefit to cities as a common thread that builds community by connecting people to place and to each other. Besides anchoring communities, growing the economy, and increasing jobs, the arts give communities a sense of identity and shared pride. The Ottawa 20/20 Arts Plan has been developed using a creative and collaborative, cultural planning process a community development model of planning that brings together a diversity of residents, sectors and agencies to develop and share ideas, to select priority areas for action, and to chart a practical course for their application. 1.3 Structure of the Arts Plan Organization of the Arts Plan The Arts Plan sets forward: 1. a vision and mission; 2. five long-term (20 year) strategic directions (goals); 3. ten long-term strategies and related policy statements; 4. focused, long-term facility development direction for the arts; short-term (one to five year) actions in order of priority; 6. a sampling of medium-term (five to ten year) actions that serve as a starting point for review, renewal and focus for the Arts Plan from 2006 onward; and April 2003 Page 11

18 7. tools for progress measurement. The Arts Continuum Artistic activity within a city exists along the following continuum: Leisure/ Recreational Arts (A) Amateur Arts (B) Emerging Arts (C) Professional, Not-For- Profit Arts (D) Arts Industry (E) The continuum illustrates the broad scope and impact of the arts within a city. All pieces of the continuum are inter-related; and specific pieces of the continuum are connected to various functions/sectors within the municipal framework. Leisure and recreational art focus on art as a hobby and aim for social well-being, through the improvement of skills, techniques and self-knowledge. Professional artists are most often employed to provide instruction within this realm. Amateur artistic activity is most often led by a professional artist; however, participants do not view their involvement as a profession. Amateur pursuits aim for a combination of artistic and social results, and usually culminate with a public presentation of work at the community, non-professional level. The emerging artist is in a developmental mode as he/she moves towards full professional status. Focus is most often on advanced/post-graduate training and development, as well as creation/production/performance of significant bodies of work. The professional artist has completed training or apprenticeship in the chosen discipline, is dedicated to the practice of the art, receives payment for artistic work, has received professional public exposure and enjoys peer recognition. Unlike other professional activity within a city, a large portion of fully-professional artistic activity continues to exist within not-for-profit frameworks and structures. Arts industry is commercial in nature, and sometimes links with entertainment activity. This arts continuum can be viewed as a tool that allows a city to then focus in on priorities. Leisure and amateur pieces of the continuum contribute to audience development, community health and well-being, and increased appreciation of the creative process. The arts industry piece leads to innovation and Page 12 April 2003

19 competitiveness within the world economy. The professional, not-for-profit piece, however, remains the key to unlocking the entire continuum, for it is the local, professional artist that: 1. creates and presents the work that puts Ottawa on the creative map; 2. teaches our children and youth (within schools and training institutions etc.); 3. leads our amateur arts organizations and community arts projects/programs; 4. mentors our emerging artists; and 5. provides the talent base for our arts industry (e.g. film and television, publishing etc.). Scope of the Arts in a City Artistic activity includes disciplinary, multi-disciplinary and inter-disciplinary work in the literary, media, performing, and visual arts. It includes new media and multi-media. It includes creation, production, presentation, distribution and dissemination activities. It includes arts education, arts instruction, art collection, community arts, public art, arts training, arts facilities/venues and arts service programs. Artists include actors, artistic directors, choreographers, composers, conductors, dancers, filmmakers, multi-media artists, musicians, painters, performance artists, playwrights, poets, printmakers, sculptors, singers, songwriters, spoken word artists, video artists, and writers among others. The people that surround artists include audiences, consumers, critics, distributors, educators, entrepreneurs, participants, patrons, presenters, producers, students, volunteers and administrators. Strong links exist to heritage, urban design and planning, economic development, libraries, health, recreation, and social services. The Context for Ottawa s Local Arts Sector As the nation s capital, Ottawa has strong potential to become a cultural centre of excellence. Being alongside the national scene, Ottawa s vibrant local arts sector is faced both with unique opportunities and unique challenges. Being positioned directly on a provincial border, Ottawa has the exciting and very real opportunity to partner with Gatineau. As a bilingual city, Ottawa carries with it a dual service mandate and responsibility. Ottawa is a leading centre of Franco-Ontarian cultural activity. April 2003 Page 13

20 As it becomes an increasingly diverse city, Ottawa s policies and programs must reflect and address the diversity of citizen. Ottawa is also geographically diverse, and carries with it a dual urban and rural nature. 1.4 Ottawa s Growth Management Plans The Arts and Heritage Plan has been prepared within the broader context of the Ottawa 20/20 initiative, a two-year planning process that is preparing the City to better manage the growth and change that it will experience over the next 20 years. The goal of the Ottawa 20/20 initiative is sustainable development. The basic premise of sustainable development is that social, environmental, cultural and economic issues must be kept in balance if the city is to grow in a way that serves its residents while being responsible to future generations, both locally and globally. It is a small-steps process and it represents a cultural change for both the City administration and Ottawa residents. The Arts and Heritage Plan is one among five growth management plans to be completed by the spring of Taken together, the five growth management plans provide long-term strategic direction and form a comprehensive blueprint for the future of Ottawa and its communities. The development of each growth management plan has been associated with a consultation process, during which public comments were gathered as a basis for refining the plan. The five plans complement each other and work together towards the same goals. The linkages and relationships between them are clearly identified in each plan. Besides the Arts and Heritage Plan, the City s growth management plans are: Economic Strategy Includes plans for key Ottawa business markets: the export sector, the local market and the rural sector; Environmental Strategy Addresses the need to protect and strengthen local ecological features and processes, and to reduce the city s environmental impact at the global levels; Human Services Plan Focuses on the provision of community services, such as health, recreation, social services, arts and heritage, libraries, housing and emergency protection; and Official Plan Manages the physical development of Ottawa. With these other growth management plans in place, the Arts and Heritage Plan can focus on Ottawa s cultural development. It is important to interpret the Arts and Heritage Plan in the context of the overall Ottawa 20/20 initiative, which provides a comprehensive framework for managing growth in the City. Page 14 April 2003

21 1.5 Supporting Plans and Policies Several supporting plans and policies have been or are being developed in order to take the Ottawa 20/20 Arts Plan momentum another step forward. These plans and policies are meant to set out infrastructure and program strategies, policies, process and procedure that are supportive of the strategic and policy directions contained within the Arts Plan itself. Supporting plans and policies include: Arts Awards Policy (2005)* Arts and Heritage Marketing Strategy (2004) Arts Funding Policy and Framework (Council-approved 2002) Arts Investment Plan and Strategy (2003) (financial and human investment) Arts Facility Strategy (2004) Community Arts Policy (2005) Creative City Network Lexicon (2003) in collaboration with the Creative City Network Murals Policy (2003) Partnership Policy and Framework for Festivals, Fairs and Special Events (Council-approved 2002) People Services Allocation and Pricing Policy (2003) People Services Community Infrastructure Plan (2003) (includes arts facilities) Visual Art Policy (2004) (art acquisition and purchase, collections management, conservation, exhibitions, galleries, and public art) *year in brackets represents date of completion April 2003 Page 15

22 1.6 Guiding Principles In the spring of 2002, Ottawa conducted a series of public consultations designed to help establish the principles that would guide the City s growth. The Charting a Course consultations produced seven guiding principles that were endorsed by City Council in June 2002 and have become the backbone of the Ottawa 20/20 initiative. This set of principles has guided the preparation of all five growth management plans within the City of Ottawa and will also guide the municipality s day-to-day decision-making in the long-term. The seven principles and accompanying objectives are equally important and must be balanced when making decisions. The seven principles are: A Responsible and Responsive City Accountability The City demonstrates leadership by following through and sticking to its decisions and by conducting on-going strategic monitoring and making appropriate adjustments. Fiscal Responsibility The City does not spend more than it can afford. It looks for innovative ways to fund and deliver services and makes efficient use of its infrastructure and resources. Conduct an Open and Participatory Process The City conducts business in a broad and open way that makes it easy for everyone to participate and collaborate. Partnerships The City works with other levels of government, the private sector and communitybased organizations to achieve objectives. Public Awareness The City educates the public about important issues in order to raise awareness and understanding to enable the public to make knowledgeable choices. A Caring and Inclusive City Personal Safety and Security All people feel safe in their homes and communities. Access to the Basics All people have access to adequate income, food, clothing, housing, transportation, health services and recreation. Citizen Engagement Everyone has the opportunity to fully participate in the life of their community. Diversity The people of Ottawa respect and celebrate cultural and social diversity, and have access to services that are responsive to special and differing needs. Seniors Seniors have access to community services that respond to their needs. Page 16 April 2003

23 A Creative City Rich in Heritage, Unique in Identity A Proud City The people of Ottawa are proud of their city and treasure its identity as a wonderful place to live. A Capital City We cherish the city s amenities, recognizing that as Canada s capital city, we have a rich variety of things to do. Being the nation s capital brings us tourists, gives us the national cultural perspective and a window to the world. Vibrant Local Arts and Heritage Local arts and heritage give us community vitality; a path to creativity and innovation; and a sense of who we are. Culture in Every Community Culture is present in every community through libraries, local museums and archives, the preservation of our heritage buildings, opportunities for artistic expression, and places that present and connect local arts to people. Distinct Rural Countryside Ottawa s rural areas are distinct from the urban areas its rural landscapes, villages and heritage are valued by all. A Green and Environmentally Sensitive City A Green City Ottawa preserves natural habitats and has a network of green spaces. Trees are an important way of maintaining environmental integrity. Development in Harmony with the Environment Using land wisely, development builds within the current urban boundary and avoids outward sprawl. A Focus on Walking, Cycling and Transit Ottawa implements policies that favour walking, cycling and public transit over the use of private motor vehicles, thereby facilitating the use of modes of transportation that are socially accessible, environmentally healthy and economically feasible. Clean Air, Water and Earth All people work to improve the quality of the natural environment; limit noise and light pollution; and protect natural resources and agricultural lands. A City of Distinct, Liveable Communities A Sense of Community All communities look right and feel right. They have an identity that defines them and fosters pride and belonging among residents. Complete Communities Ottawa s communities have a variety of housing choices, employment, parks and a wide range of services and facilities accessible by walking, cycling and transit. Easy Mobility Communities are easy to get around and barrier-free for the disabled. There are wide sidewalks and recreational pathways; there is frequent, accessible transit service. Beauty Ottawa s communities are pleasing to the eye. They are interesting, clean, and benefit from an abundance of trees. April 2003 Page 17

24 An Innovative City Where Prosperity is Shared Among All Strong Export-based Economic Generators Ottawa develops and supports local innovators to create a critical mass of knowledge and experience that attracts venture capital, more talent, and spins off new companies. Strong Local Business Ottawa s local businesses thrive in an environment that provides opportunities for entrepreneurship, tourism and commerce. Strong Rural Economy All people recognize and support the special role of agriculture, rural businesses and tourism in our economy. Connecting People to Opportunities Citizens have access to quality training, information, education and community services that provide support to overcome barriers; increase employment; reduce poverty; and create opportunities to participate in the community. Connecting Businesses to a Skilled Workforce Ottawa s skilled workforce attracts businesses to our city that in turn provide quality jobs. A Healthy and Active City Recreation and Sport Citizens have the opportunity to participate in a broad range of recreational pursuits; personal fitness and sport activities. Community Facilities Recreation, arts and heritage facilities are provided to meet both local and citywide needs. Accessibility Citizens have access to affordable and barrier-free facilities, programs and services. Health Protection and Promotion Citizens have access to community based social and health promotion services. These seven principles align themselves well with the Arts Plan s adoption of a long-term interdisciplinary approach that considers and partners with economy, environment, education, equity, aesthetics, ethics and civic vitality, as it works to help in the building of a healthy and sustainable city of the future. 1.7 How the Guiding Principles are Addressed in the Arts Plan Each of the five growth management plans addresses the guiding principles from its unique perspective. The arts component of the Arts and Heritage Plan addresses the principles from a creative perspective. The following strategies outline how the Arts Plan contributes to each principle. Page 18 April 2003

25 A Caring and Inclusive City Arts Plan contributes to citizen engagement, diversity and access to the basics. Foster Diverse, Creative Community Activity Foster the Creation, Development and Presentation of Local Artistic Work Strengthen Arts Education and Training Programs Invest and Spark Investment in the Local Arts A Creative City, Rich in Heritage, Unique in Identity Arts Plan contributes to proud city, capital city, vibrant local arts and heritage, culture in every community, and distinct rural countrysides. Invest and Spark Investment in the Local Arts Increase Access to New and Improved Space and Place for the Local Arts Increase Opportunities for Ottawa Artists to Work and to Present Their Work Get the Word Out Nurture Public Art in Ottawa s Neighbourhoods, Public Spaces and Natural Places Foster Diverse, Creative Community Activity Strengthen Arts Education and Training Programs Collect, Protect and Showcase Ottawa s Local Artistic Treasures A Green and Environmentally-Sensitive City Arts Plan contributes to preservation of greenspace and development that respects the environment. Increase Access to New and Improved Space and Place Increase Opportunities for Ottawa Artists to Work Nurture Public Art in Ottawa s Neighbourhoods, Public Spaces and Natural Places A City of Distinct, Liveable Communities Arts Plan contributes to complete communities, a sense of community and beauty. Increase Access to New and Improved Space and Place for the Local Arts Nurture Public Art in Ottawa s Neighbourhoods, Public Spaces and Natural Places Establish a Vibrant Focus for Arts and Culture in Community Cores April 2003 Page 19

26 An Innovative City Where Prosperity is Shared Among All Arts Plan contributes to strong export-based economic generators, strong local business and connecting people to opportunities. Invest and Spark Investment in the Local Arts Get the Word Out Increase Opportunities for Ottawa Artists to Work and to Present Their Work Support the Integration of Ottawa s Artists with Arts Industry A Responsible and Responsive City Arts Plan contributes to partnerships and public awareness. Invest and Spark Investment in the Local Arts Get the Word Out A Healthy and Active City Arts Plan contributes to community facilities, accessibility and recreation and sport. Increase Access to New and Improved Space and Place for the Local Arts Strengthen Local Arts Education and Training Programs 1.8 Interpretation and Implementation of the Arts Plan The Arts Plan protects and builds upon current arts services and programs that, through extensive consultation, citizens have told us they value. The Plan aims to encourage and provide opportunity over the next 20 years for new creators, new forms, new partners, new audiences, new alliances, new participants, new ways of operating, new resources and new sources of support. A Fully Partnered Approach The City affirms its capacity as a leader in nurturing and sustaining the local arts. Most local artistic activity is delivered by expert community partners. The City aims to spark and support this activity, as well as connect it to other sectors, other partners and other audiences for development purposes. The City affirms its commitment to public service and its intent to work collaboratively and co-operatively with Ottawa s artists, arts sector, arts advisory committees and bodies, arts councils, arts service Page 20 April 2003

27 organizations, internal and external stakeholders, other community sectors, and other public service providers. In keeping with this approach, the Arts Plan has been prepared in full collaboration with Ottawa s arts advisory committee, arts community, and diverse stakeholders, as well as with advice from community leaders and municipal staff of various sectors. Role of the City The City currently defines its role in the arts as that of: a) grant-maker creating partnerships with citizens and community organizations to deliver services, programs and products that have public purpose; b) planner assisting the community of Ottawa to plan and implement shared visions through policy development; c) developer helping to move the community towards empowerment and sustainability; d) initiator sparking and assisting catalytic projects that advance the arts and serve the community in pivotal ways; e) convener - addressing issues or matters important to the community and bringing people together to discuss and act upon matters of mutual concern; f) researcher - enhancing knowledge and understanding and ensuring informed decision-making; g) communicator - disseminating information about the role and impact of the arts as well as information about programs or projects; h) partner working alongside artists, community, other sectors, other funders and other public service providers; i) keeper preserving and holding important collections in trust for the people of Ottawa; and j) deliverer delivering arts programs and services in order to fill community gaps. April 2003 Page 21

28 The City refers to City Council, advisory committees and municipal staff situated within Corporate Services, Development Services, Emergency and Protective Services, Human Resources, the Ottawa Public Library, People Services and Transportation, Utilities and Public Works. Key branches within these departments that relate to the Arts Plan include but are not limited to Business Development Branch (DS); City Clerk (CS); Communications and Marketing (CS); Community Services (PS); Innovation, Development and Partnerships (PS); Planning, Environment and Infrastructure (DS); Real Property and Asset Management (CS); and Transit Services (TUPW). 1.9 Support and Resources for Arts Plan Implementation Currently, there are insufficient resources and mechanisms in place to implement the Ottawa 20/20 Arts Plan and to ensure consistency in leadership, approach and delivery. It is only over the past ten years that Canadian cities have begun to drive local cultural development, and as such, municipal arts leadership and arts service delivery are inconsistent across the City of Ottawa. There is no question that new financial, human and material resources will be required for Arts Plan implementation. The Arts Plan has been developed collaboratively in order to build awareness as well as ownership of the priority actions among various municipal branches, departments, community organizations and diverse sectors. The intent is that this ownership can then translate into new partners, new resources and new opportunities. Corporate Strategic Plan It is anticipated that a Corporate Strategic Plan will be developed in to provide internal administrative and organizational processes required to support the Ottawa 20/20 Plans and supporting strategies. Link with the Financial Planning Process It is in City Council s approval of its annual budget and its long-term financial plan that commitment to Arts Plan strategic directions will be realized. In 2004, justification for annual budget submissions will begin to reflect contributions made to the strategic directions contained in the Ottawa 20/20 plans. Attention will be paid to ensuring that the long-term capital program is also aligned with policies included in the plans. Page 22 April 2003

29 Long Range Financial Plan The City of Ottawa Long Range Financial Plan: First Steps, completed in October 2002, covers the period The document sets out short-term ( ) and long-term ( ) capital forecasts. The short-term forecast details projects that are either now underway or anticipated in the short-term. The long-term forecast offers spending estimates by grouping related projects together in spending envelopes. The First Steps document was prepared prior to the completion of the five growth management plans. Its purpose was to provide comprehensive financial information and forecast for the new City. The forecast was based on current commitments and practices. The preparation of the Second Steps document will start shortly after the approval of the Ottawa 20/20 growth plans and will reflect the strategic choices contained in the plans. Updating of the long-range financial plan capital forecast will take place in 2004, and the results will be considered in the 2005 budget development process. Annual Corporate Budgetary Process The annual corporate budgetary process sets the amounts of money that will actually be spent by specific departments on policy initiatives, programs and projects as the growth management plans are implemented. Ottawa 20/20 principles and priorities will be considered at several stages of the budget development process, by staff, senior management, and Council. During the process, the community will have the opportunity to get involved and influence budget decisions. Specific initiatives involving new money and new policy direction will be reported back to Committee and Council for approval. Staff will seek direction and budget through subsequent reports to Committee and Council. April 2003 Page 23

30 1.10 Three Financial Levers for the Arts Plan It would be irresponsible to come forward with a growth management plan that had no suggestion nor recommendation around financial support and leverage. The following three potential financial levers could work together successfully to support Arts Plan implementation. These levers would establish an investment portfolio that could then spark further revenue from other financial sources such as individual donations, earned revenues, foundation support, fundraising, and additional support from other sectors. In other North American cities, investment plans that combine government dollars, private sector support and a percentage allocation from a hotel tax revenue stream have resulted in realistic and successful financing for the arts. These financing plans have been able to deliver on the significant municipal economic and quality-of-life impacts that result from local creative, cultural activity. Government Dollars Municipal, provincial and federal government funding should work together for the benefit of local citizens. Municipal Per-Capita The City of Ottawa s 2001 total arts grants budget represented a $3.37 per-capita investment. In 2002, the per-capita was $3.48. These levels fall short of all other major Canadian cities. Based on a recent percapita comparison of municipal cultural grants spending, Ottawa was ranked last out of the six largest Canadian cities in its arts grants funding support. Provincial and Federal Government Funding Recent research into arts grant allocations at other levels of government has unearthed some interesting results related to overall funds being disbursed to Ottawa s local arts sector from these sources. As the City of Ottawa lags behind in its support of the local arts sector, funds disbursed to Ottawa artists from the provincial and federal government follow suit at a low level. An interesting correlation between municipal, provincial and federal funding exists. In major Canadian cities where municipal investment in the arts is higher, provincial and federal investments in the arts are also higher. Municipal funding leverages provincial and federal funding, by contributing to the Page 24 April 2003

31 development of a vibrant, local arts community. This arts community and activity, in turn, have stronger bases from which to apply to other peer-assessed government funding programs. The City must lead the way in the investment area if it expects other funders and sectors to come on board. Doubling of the current municipal per-capita investment over five years would represent significant movement towards an adequate, comparable, and competitive funding scenario. Private Sector Support A recent fundraising feasibility study (McMeekin Leffler, November 2001) determined that there is untapped capacity in the corporate sector in Ottawa to support the local arts, but that this can be accessed only if the City itself begins to address the need for increased base municipal arts funding. Private sector support of arts facility development is strong in other cities across the country. In Ottawa, the following economic clusters and market-sector industries have the potential to come on board as facility development partners if the City provides the seed support: 1. Telecommunications equipment cluster 2. Micro-electronics/semiconductors cluster 3. Software and communication cluster 4. Professional services cluster 5. Construction industry 6. Finance, insurance and real estate industries Hotel Tax When civic financing of the arts sector is examined in other cities, it is apparent that funding of arts and culture comes from dedicated funding sources beyond general revenues and property taxes. If our percapita funding of the arts is to approach levels in comparable North American cities, it is essential that these alternative funding sources be established. Often, these new, revenue-raising mechanisms require additional municipal powers. One common source of arts funding is a municipal hotel occupancy tax, a tax that is increasingly common among North American cities. There is recognition that arts events, arts institutions and large arts festivals fill the hotels and the hotel occupancy tax revenues go back, in part, to support these institutions and festivals. April 2003 Page 25

32 In Chicago, for example, there is a municipal hotel operators occupation tax, equal to one percent of gross receipts, that is dedicated to the promotion of cultural tourism and conventions. This tax generates millions of dollars of civic arts funding every year. In Vancouver, the municipal hotel tax provided over $8 million in revenue in 1998, a portion of which was dedicated to the arts. Montreal has a hotel tax, a portion of which is dedicated to local cultural organizations. In San Diego, California, $5.6 million was distributed to the arts sector in 1995 through a hotel/motel tax. In Columbus, Ohio, 20% of the total hotel tax levy was allocated to the arts (1995 stats). In Greater Miami/Dade County, Florida, 25% of a hotel tax was granted to local cultural organizations (1995 stats). Given the current demands on Ottawa s civic budget, it is essential that new, creative sources of funding for the arts be pursued, so that Ottawa can begin to approach the arts funding levels of comparable, competitive North American cities. Page 26 April 2003

33 Chapter Two Strategic Direction 2.1 Vision and Mission Arts Plan Vision: In Ottawa will be a creative city. 2. Ottawa will be known internationally as a creative city. 3. All Ottawans will understand the benefit, impact and power that result from being a creative city. 4. Public and private sector plans, policies, and programs will integrate the arts into all aspects of local life. 5. All residents will have access to a flourishing arts scene that sparks all people to be creative, addresses community needs, makes neighbourhoods more liveable and adds vibrancy to main streets. 6. The arts will be an essential part of every child s education, life and lifelong learning. 7. Artists of all disciplines and traditions will be inspired to create and present in Ottawa; and will comfortably live and work here. 8. Ottawa s arts organizations will have the strength and stability to realize their goals. 9. Ottawa s cultural and creative sectors will be strong players in the economy, increasing innovation and competitiveness in all sectors. 10. Tourists and talent will flock to Ottawa for its dynamic arts scene a mirror of Ottawa s unique identity as national and local artistic showcase. To Foster Ottawa s Creativity. Achievement of this mission will help to: 1. Break significant barriers, and effect dramatic, positive change in the community-at-large, using a creative, collaborative process; 2. Dramatically improve the benefits of the arts to the lives of all Ottawans, and to the visitors we welcome everyday; 3. Dramatically improve the profile and sustainability of Ottawa s local arts sector; April 2003 Page 27

34 4. Develop a healthy symbiosis between Ottawa s local and national arts scenes; 5. Develop a healthy symbiosis between Ottawa s arts sector and other community sectors. 2.2 Arts Plan Flowchart This flowchart provides a summary snapshot of Arts Plan strategic directions, strategies, policy statements and actions. Highest priority actions are in bold. STRATEGIC DIRECTION STRATEGY POLICY STATEMENT Broaden Invest and Spark The City will increase per capita arts Public Access Investment funding annually until Ottawa s per capita arts funding is competitive with the six other large Canadian cities. The City will also work with partners to develop and sustain municipal, corporate and other public investment in the local arts sector in order to provide adequate and diversified support and resources. (Joint HRSS/EPS Committee-amended policy statement approved unanimously by Ottawa City Council on April 23, 2003). Keep Ottawa s Artists Here Increase Access to New and Improved Space and Place Get the Word Out Collect, Protect / Showcase Artistic Treasures Foster Creation, Development, Presentation of Work The City will spearhead a partnered drive aimed at greater access for Ottawa artists, audiences and community to a new and improved network of well-linked, adequately distributed and appropriatelysupported venues for the local arts. The City will engage in partnered efforts that make it easy for residents and visitors to access information about Ottawa s dynamic local arts scene. The City will develop a strengthened and more cohesive approach to the collection, protection, preservation and showcasing of Ottawa s irreplaceable local artistic heritage. The City will work with partners to increase opportunities for Ottawa artists to work and to present their work. ONE-TO-FIVE YEAR ACTIONS 1. Adequate Municipal Arts Grants Investment 2. Private Sector Partnership Campaign 3. Advocacy at Other Government Levels 4. Arts Volunteer Program 5. New Municipal Spaces for the Arts 6. Cultural Capital Funding Program (for existing space) 7. Cultural Capital Reserve Fund (for new space) 8. Local Arts Marketing Campaign 9. One-Stop Physical Kiosks/Community Box-Office 10. Website/E-Ticket Program 11. Collect and Document Ottawa s Local Arts 12. Maintain and Preserve Ottawa s Local Arts Collections 13. Opportunities for Local Artists to Present Work 14. In-Kind Support to Young Artistic Talent/Emerging Arts 15. Arts Awards Program Page 28 April 2003

35 STRATEGIC DIRECTION STRATEGY POLICY STATEMENT Build Creative Capacity Revitalize Public Spaces and Natural Places Realize Economic Potential Foster Diverse, Creative Community Activity Strengthen Local Arts Education and Training Programs Nurture Public Art Vibrant Focus for Arts in Community Cores Integration of Ottawa s Artists with Local Arts Industry The City will strengthen and support multidisciplinary community arts programs and will develop a multisectoral support system aimed at building creative capacity within Ottawa s distinct and diverse communities. The City will engage in partnered efforts to educate and train people of all ages in the arts, and to strengthen the role of the arts in Ottawa s diverse educational system. The City will develop and implement a comprehensive municipal public art policy that results in: a) the integration of permanent, site-specific works of art into municipal buildings, natural places, public spaces and structures; and b) expanded partnered efforts to integrate public art into all major, new and redevelopment projects in Ottawa. The City will spark and sustain urban and neighbourhood revitalization through the partnered development and nurturing of arts and cultural districts. The City will engage in partnered efforts to develop, sustain and advocate for Ottawa s local artistic and creative talent as a workforce for local industry. ONE-TO-FIVE YEAR ACTIONS 16. Seed Funding Program for Artistic Activity in Distinct and Diverse Communities 17. Arts Programs for Specific Communities 18. Agenda for Arts Education Improvement 19. Lifelong Learning and Training in the Arts 20. Adequate and Appropriate Mechanisms for Funding Public Art 21. Public Art Master Location Plan 22. Central Arts and Theatre District 23. Rural, Suburban and Urban Artistic Villages and Clusters 24. Creative Cultural Talent/Employer Database 25. One-Stop Shops to Support Local Arts Industry 2.3 The Five Strategic Directions The Arts Plan s five strategic directions represent long-term (20 year) goals. 1. Broaden Public Access to the Local Arts Broaden public access to the excellence and diversity of Ottawa s local arts sector. 2. Keep Ottawa s Artists Here Keep Ottawa s artists here and attract others to join them. April 2003 Page 29

36 3. Build Creative Capacity Build creative capacity and contribute to the health and well-being of Ottawa s communities, sectors (public/private), neighbourhoods, children and youth. 4. Revitalize Public Places and Natural Spaces Through the Arts Employ the arts to help develop Ottawa s public spaces, rural and natural spaces, neighbourhoods, main streets, and town centres as vital, active, environmentally-sound and attractive people-friendly places. 5. Realize Economic Potential of Local Cultural Sector Facilitate the realization of the local cultural sector s full economic impact. Strategic Direction One: Broaden Public Access to the Local Arts A healthy and sustainable local arts sector translates into substantial individual and collective benefit for Ottawa s residents. Ottawa s local arts sector has excellent potential, strong promise and committed people to carry it forward. Currently, however, inadequacies in the sector s infrastructure limit the ability of arts organizations to deliver services to the public. Key portions of the local arts sector lack the resources that allow for sound financial management, competitive salaries to retain talent, fundraising, long-range planning, board development, marketing, facility development, professional development, technical assistance programs, and basic technology. Ottawa is lagging behind the rest of the country when it comes to municipal investment and infrastructure for the local arts. Strategic Direction One aims to ensure that residents of Ottawa can benefit from a vibrant and sustainable local arts sector in Broad public access means affordable ticket prices, reasonable tuition and participation fees, safe and accessible venues, easy access to information, and opportunities to learn about Ottawa s artistic heritage. In order for the local arts sector to deliver within these areas, comprehensive strategies around municipal funding, facilities, marketing and collecting are required. Page 30 April 2003

37 Strategic Direction Two: Keep Ottawa s Artists Here Local artists are municipal taxpayers, valuable community members, and active neighbourhood residents. They contribute substantially to a city s creativity, innovation, health, well-being and economic viability. Currently, many artists in all disciplines (literary, media, performing and visual arts) are leaving Ottawa and bringing their talent to those Canadian centres that have greater infrastructure and support for the local arts sector. These cities are receiving the economic and social impact and benefit produced by the artistic talent that grew up and began to develop in Ottawa. Strategic Direction Two aims to keep Ottawa s artists here so that they can contribute to the development of their neighbourhoods, their disciplines, the city and its residents. Safe environments in which artists are able to take risks, to experiment, to explore and to create new work are needed. Strategies that focus on increasing opportunities for Ottawa artists to work and to present their work are required. Strategic Direction Three: Build Creative Capacity Creativity is about new ideas, and the discipline of developing, sharing and applying them. The creative process can help to break barriers, broaden linear thought and impart invaluable life skills. The creativity of children, youth, adults and seniors can be developed through practice and exposure to the arts and to practicing artists. Currently, programs that aim to develop creative capacity in communities, neighbourhoods, children and youth do exist in Ottawa. There are local, not-for-profit arts organizations delivering programs that are focused in the areas of arts education, arts training, and community arts. Other arts organizations include outreach and education components within their overall operations. The City of Ottawa itself directly delivers capacity-building programs through its Community Arts Program, instructional arts programs and artist-in-residence scenarios. The Ottawa Public Library offers writer-in-residence programs, writing contests and seminars that build creative capacity in the literary arts. The seeds for the development of significant creative capacity are present in Ottawa. In order to achieve substantial results, however, attention and resources must be focused on this area in a co-ordinated manner and with an integrated approach. April 2003 Page 31

38 Strategic Direction Three aims to bring together local health, education, childcare, libraries, recreation and arts sectors to continue important work in this area, and to connect the arts more intimately with community and individual development. Strategies around diversity, distinct communities, lifelong learning, special needs, arts education and arts training are required. Strategic Direction Four: Revitalize Public Places and Natural Spaces Through the Arts Cities often position the arts at the center of urban, suburban, and rural revitalization efforts. The arts have been employed throughout North America, and around the world, to beautify and animate particular areas, helping to make communities and neighbourhoods more liveable and vital. Tangible results have included enhanced property values, safer and more attractive geographic areas, an extension of the hours during which an area is active, increased employment and housing for artists, and increased arts activities for residents and visitors. A vibrant focus on the arts can also be established and maintained in natural and rural areas, contributing in a meaningful way to an area s environmental integrity. Creative green environments and gardens, land art, art pathways that follow existing green corridors and aim to provide unique environments for local art discovery and natural site-specific art can all contribute to the preservation of public greenspace. Currently, public art activity (integration of permanent, site-specific works of art into buildings, natural places, public spaces and structures; commissioned through a community design process that includes artists, architects, citizens and city planners) exists in Ottawa through a percent-for-art attachment to new municipal development. The development and implementation of a new, comprehensive municipal policy that harmonizes existing municipal percent-for-art policies and establishes purpose, process and funding sources for local public art is recommended. As the owner of many public places, public works and buildings, the City should set an example of leadership for the community in the provision of public art for City locations and facilities. In addition, the City should encourage other public and private sector owners and developers to include art as a public component of their developments. Various urban and neighbourhood revitalization initiatives that bring the concept of artistic villages/clusters into specific geographic areas and neighbourhoods are underway in Ottawa. These initiatives have been sparked by private sector/community partnerships. A more supportive and nurturing municipal approach, however, would help to lead these initiatives towards fruition. Page 32 April 2003

39 Strategic Direction Four aims to bring the local arts to the table as a key player and contributor to the enrichment of the public landscape, and to the development of a diverse, stimulating and ecologicallysound environment that enriches the lives of the city s residents and visitors. The arts can contribute significantly to city planning, design, environmental management and local revitalization efforts. Focused strategies around public art and arts/cultural districts are recommended at this time. Strategic Direction Five: Realize Economic Potential of Local Cultural Sector Links between creativity, diversity, talent and technology are now driving the economic growth of Canada's city-regions. Public policies at all three levels of government that support immigration and settlement, as well as nurturing the arts and creativity, have played a vital role in creating the preconditions for successful urban economic development. City-regions in Canada that are leading centres of arts and immigration are also blossoming as centres of technology-based industry. The two most striking features they share are a thriving arts scene (reflected statistically by high numbers of artists, writers and other "bohemians") and a highly diverse, tolerant social character -- reflected by, among other things, high numbers of immigrants. These two features appear to attract, and galvanize the people who are crucial to economic success: 1. creative workers, engineers and scientists who develop new products and industrial processes; and 2. creative businesspeople, financiers and other workers who play lead roles in the game of starting new businesses as well as improving the old. A city with artists attracts: 1. other artists and creative talent; 2. a well-educated workforce; 3. small business and entrepreneurs; 4. tourists; 5. academics; and 6. tech startups and design firms who, in turn, drive economic growth in the new age. The cultural sector in Ottawa is beginning to be recognized as an emerging and valuable component of the local economy a seed cluster. This sector is growing in importance in the world economy, and is firmly linked to local arts and cultural development. It includes artists of all disciplines as well as others working April 2003 Page 33

40 in creative professions and industries, the not-for-profit arts sector, the arts education sector and arts industries that produce or distribute products, content and services rooted in the arts. Strategic Direction Five aims to capitalize on the links between culture, creativity and innovation. It focuses on developing, sustaining and advocating for Ottawa s local cultural industry, and the creative talent/workforce that supports it. Strategies around linking talent with employer, and developing one-stop industry support shops are recommended. 2.4 The Ten Strategies and Policy Statements The Arts Plan s ten strategies and policy statements provide the means through which to achieve the five long-term strategic directions. The strategies are designed to link and partner with other specific growth management and supporting plans including the Economic Strategy, the Environmental Management Strategy, the Heritage Plan, the Human Services Plan, the Official Plan, and the Talent Plan. Links are noted below. Arts Plan strategies and policy statements are grouped into two categories the essential three key strategies and the unlocked strategies The Three Essential Strategies and Policy Statements The Three Essential Strategies 1. Invest and Spark Investment in the Local Arts HSP Partnerships 2. Increase Access for Artist, Audience and Community to New and Improved Space and Place HSP Community Places and Spaces OP Schools and Community Facilities OP Managing Growth Within the Urban Area EMS and Greenspace Master Plan 3. Get the Word Out ES Promote Ottawa to the World HP Get the Word Out = Link to: Strategies One to Three represent the essential key to achieving all subsequent strategies. Actions within these three policy areas require immediate attention if Ottawa is to be a creative and competitive city in Strategy One: Invest and Spark Investment in the Local Arts Investment in the arts is an investment in people. The rate of return is high. EMS Environmental Strategy ES Economic Strategy HP Heritage Plan HSP Human Services Plan OP Official Plan Much of Ottawa s local artistic activity is delivered by expert, not-for-profit community partners - artists and arts organizations. The City, through an arms-length, peer-assessed, arts funding program, provides Page 34 April 2003

41 three-year operating, annual operating, project and individual artist A and B grants to the local, not-forprofit arts sector who, in turn, delivers arts programming, service and activity to local residents. By providing a small percentage of a local organization s overall budget, the City then reaps the full quality-oflife and economic benefits that result from that organization s total operation and operating budget. Municipal government funding is used to spark and leverage private sector funding, other government funding, earned revenue and fundraising income. The City s contribution represents the initial lever that organizations and collectives use in order to begin building a full operating or project budget that combines diverse sources of revenue. Once the City has developed an arts grants per-capita investment that maintains an ongoing comparable and competitive standing with other major Canadian cities, it can then take on an increased role in the areas of encouragement, incentive, reward, penalty and advocacy related to investment in Ottawa s local arts by other sectors and government levels. Significant work in the area of local arts investment in Ottawa is required. Policy Statement One: The City will increase per capita arts funding annually until Ottawa s per capita arts funding is competitive with the six other large Canadian cities. The City will also work with partners to develop and sustain municipal, corporate and other public investment in the local arts sector in order to provide adequate and diversified support and resources. (This joint HRSS/EPS Committee-amended policy statement was approved unanimously by Ottawa City Council on April 23, 2003). Action aimed at improving the current financial and human investment in the local arts is required over the next five years, e.g. adequate municipal arts grants investment, private sector investment incentives, advocacy at other government levels and further volunteer development. Strategy Two: Increase Access for Artist, Audience and Community to New and Improved Space and Place Art spaces are, at root, civic spaces. Appropriate arts facilities are essential for quality of life and key to the economic health of any city. Ottawa, as a national capital, is privileged to serve as the home for national cultural institutions with national mandates. There is a distinct gap, however, in the local cultural physical infrastructure. For the most part, local artistic initiatives do not have access to the national spaces. Cost and availability are large barriers. April 2003 Page 35

42 There is a legitimate need for more accessible, flexible and affordable local venues throughout the city aimed at both local artist and audience for the purposes of creation, performance, rehearsal, storage, conservation, screening, presentation and exhibition. Ottawa is home to various local arts venues (both City-owned and community-owned). Most of these venues are operating at capacity and are in serious need of building improvement, and redevelopment to meet existing needs and minimum standards. Health and safety, security, accessibility, and professional standards are all issues that need to be addressed. Neighbourhood-specific space issues also need greater attention. Needs are different based on geography. Policy Statement Two: The City will spearhead a partnered drive aimed at greater access for Ottawa artists, audiences and community to a new and improved network of well-linked, adequately distributed and appropriatelysupported venues for the local arts. Action around the improvement of existing local arts venues, increased access to other appropriate venues, and the development and funding of new venues is required within the next five years. Strategy Three: Get the Word Out Residents of and visitors to Ottawa must work very hard to become local arts customers. The lack of a full and co-ordinated approach to information, marketing and promotion of the local arts scene blocks potential clients/customers from accessing local products. A very sophisticated information, communication and marketing system that focuses on the offerings of national cultural institutions located in Ottawa is in place. This provides competition for the local arts scene, as local arts organizations try to get the word out about their own high-quality offerings. Marketing attracts audience (residents and visitors) and promotes the unique, quality work being produced by Ottawa artists of all disciplines living in the city. Policy Statement Three: The City will engage in partnered efforts that make it easy for residents and visitors to access information about Ottawa s dynamic local arts scene. Action around local arts marketing and promotion is required within the next five years. Page 36 April 2003

43 Adoption of Strategies One to Three and delivery of their related actions will unlock the rest of the Arts Plan, and begin to allow for delivery in the remaining strategic areas The Seven Unlocked Strategies and Policy Statements Strategies Four to Ten are key to Ottawa s development as a creative city, and can be unlocked only if Strategies One to Three have reached fruition. Strategy Four: Collect, Protect and Showcase Ottawa s Artistic Treasures The artistic heritage of a city is challenging, and yet crucial to preserve. The collection, documentation, and preservation of artistic work within all artistic disciplines leads to the development of a historical continuum for the arts in a city. Collections connect local residents and contemporary working artists with the past, and spark new ideas and new work. Collections also represent sound investments and significant assets that increase in value over time. Techniques and styles of playing music are sometimes known only to aging masters. Dance is oftentimes not documented, but exists only in performance. Site-specific art decays over time. And yet it is this artistic heritage that not only defines who we have been, but identifies who we are and predicts who we will be. Preservation of a city s literary, media, performing and visual arts can be accomplished through apprenticeship, collection, documentation and conservation. Archival records that document The Seven Unlocked Strategies 4. Collect, Protect and Showcase Ottawa s Artistic Treasures HP Identify, Collect and Preserve 5. Foster the Creation, Development and Presentation of Local Artistic Work HSP Employment and Lifelong Learning 6. Foster Diverse, Creative Community Activity HSP Diversity - Aboriginal Peoples Disabled 7. Strengthen Local Arts Education and Training Programs ES Invest in People and Place HSP Employment and Lifelong Learning 8. Nurture Public Art in Ottawa s Neighbourhoods, Public Spaces and Natural Places OP Design Strategy for Ottawa /General Design Criteria EMS and Greenspace Master Plan 9. Establish a Vibrant Focus for Arts and Culture in Community Cores OP Building Liveable Communities OP - Managing Growth Within the Urban Area OP - Mainstreets - Central Area HSP Communities 10. Support the Integration of Ottawa Artists with Arts Industry ES Support and Strengthen Economic Activity TP Web-based Work Information Network HSP Employment and Lifelong Learning = Link to: EMS Environmental Management Strategy ES Economic Strategy HP Heritage Plan HSP Human Services Plan OP Official Plan TP Talent Plan April 2003 Page 37

44 the process and infrastructure leading to the development of local artistic work also preserves important historical context. The City s Corporate Art Collection currently holds, maintains and preserves 1,710 pieces of work by local, visual artists in trust for the people of Ottawa. Initiatives aimed at showcasing recent acquisitions and works from this collection (public exhibitions, display of works in public spaces of municipal buildings etc.) are ongoing. The Ottawa Art Gallery manages the 1,600-piece, municipally-owned Firestone Art Collection for the City. The Ottawa Public Library has and continues to be committed to the collection, preservation and promotion of Ottawa s literary heritage. It works to provide continuous access to the works of Ottawa writers, past and present, fiction and non-fiction. Some local, arts organizations attempt to collect and document local work within a specific discipline that is connected to their mandate. In addition, organizations are becoming more and more aware of the value and need to preserve those records and documents that are significant to their history and current operation. Policy Statement Four: The City will take a strengthened and more cohesive approach to the collection, protection, preservation and showcasing of Ottawa s irreplaceable local artistic heritage. Action around comprehensive planning, support and resources that allow for the active and professional collection, documentation, maintenance and preservation of Ottawa s local art in all disciplines is required in the next five years. Strategy Five: Foster the Creation, Development and Presentation of Local, Artistic Work Art begins with artists. Ottawa s local artists of all disciplines are currently the biggest subsidizers and funders of local art. In order to foster the creation and development of local artistic work in all disciplines, the core needs of local artists working in the literary, media, performing and visual arts must be addressed. Many local artists are leaving Ottawa because they cannot find work within their profession. There are greater employment opportunities in Canadian centres that have developed stronger infrastructure around the local arts. Page 38 April 2003

45 Opportunities for artists to work are the key to fostering the creation and development of local artistic work. Employment opportunities will keep local artists in Ottawa, allowing them to raise their families here, care for their extended families here, and contribute to community and city development. The following two basic principles must be adhered to when action attached to this strategy is developed and implemented: 1. The City must ensure that local artists of all disciplines are fully engaged in the development and evaluation of programs and plans that will affect them; and 2. The City must lead by example, and adhere to existing artist payment and working condition policies (e.g. Canadian Artists Representation/Le front des artistes canadiens, Actors Equity, Musicians Union, Writers Union etc.) that set out guidelines for employing, contracting and compensating professional artists in all disciplines. Policy Statement Five: The City will work with partners to increase opportunities for Ottawa artists to work and to present their work. Action is required in the next five years aimed at: 1. supporting and encouraging organizations and initiatives of all kinds to present and program the work of local artists; 2. providing in-kind support to young artistic talent and emerging arts organizations; and 3. recognizing and rewarding artistic accomplishment and innovation in a concrete and meaningful manner. Strategy Six: Foster Diverse, Creative Community Activity Participatory, creative activity contributes significantly to the health and well-being of individuals and communities. It is also an effective agent for building positive social change as well as creative capacity. As Ottawa continues to become more diverse in its makeup, the arts offer increasingly important ways to enlarge understanding, forge connections and mitigate tensions that may play out on city streets, in the workplace, and in our schools. Diversity means variety. A society in which all individuals have the opportunity to be engaged in community life, and to contribute their ideas and time for the good of the whole is a society in which all individuals are respected and accepted for who they are. April 2003 Page 39

46 Creativity and diversity go hand in hand, for it is often the encounter and interaction between differing, dissimilar ideas that spark creative work. In order to foster diverse, creative community activity, the creative capacity of distinct, underserved and sometimes marginalized communities (race, ethnicity, language, first nations, special needs, disability, low-income, homeless, gender) must be developed. Programs that partner local artists in the literary, media, performing and visual arts with Ottawa s diverse and distinct communities serve to: a) encourage use of the creative process; b) teach life skills; c) strengthen peer, mentor and family relationships; d) increase self esteem; e) ensure public access to arts opportunities that reflect the diversity of citizen; and f) pave the way for greater collaboration, understanding and respect. Policy Statement Six: The City will strengthen and support multidisciplinary community arts programs and will develop a multi-sectoral support system aimed at building creative capacity within Ottawa s distinct and diverse communities (race, ethnicity, language, first nations, special needs, disability, low-income, homeless, gender). Action around the support of artistic activity in distinct and diverse communities, as well as the delivery of arts programs for specific communities is required within the next five years. The support of artistic activity in distinct communities is not meant to ghettoize nor give special long-term status to specific work. Instead, this temporary support is intended to provide opportunity to specific artistic traditions and artists whose work has not been easily folded into mainstream funding programs. This opportunity to catch up will allow for development as well as smooth transition into general, overall support programs. Strategy Seven: Strengthen Local Arts Education and Training Programs Creativity is developed through practice and exposure to the arts and to practising artists. Arts education represents a key to the creative literacy required to function in the new millennium - a literacy that requires us to communicate using a complex combination of text, spoken word, music and moving images. Arts education encompasses arts instruction, training, mentorship, apprenticeship, internship, professional development, awareness and outreach. Page 40 April 2003

47 Various types of arts education and training programs are currently being delivered in Ottawa. Attention must be paid and support must be given to those organizations and venues that are ensuring appropriate delivery of these programs by professional arts educators and practising artists. Policy Statement Seven: The City will engage in partnered efforts to educate and train people of all ages in the arts, and to strengthen the role of the arts in Ottawa s diverse educational system (preschools/child care centres, public and private elementary, middle and secondary schools, arts-specialized secondary schools, post-secondary institutions, continuing education programs; and other forms of extracurricular arts programs/training offered through school boards, arts organizations, the Ottawa Public Library and the City). A focused and comprehensive approach to local arts education improvement aimed at strengthening and encouraging lifelong learning and training in the arts is required in Ottawa within the next five years. Strategy Eight: Nurture Public Art In Ottawa s Neighbourhoods, Public Spaces and Natural Places Public art can be defined as the integration of permanent, site-specific works of art into buildings, natural places, public spaces and structures through a community design process that includes artists, architects, city planners and citizens. Public art locations can range from neighbourhood recreation centres to police and fire stations to parking garages to hospitals to corporate offices to parks and natural areas. Some public art pieces are subtle surprises, while others are bold artistic statements. Private sector public art projects typically seek artist commissions that add distinction, identity, artistic profile and a marketing edge to their developments. Community public art fosters collaborations between artists and communities on projects that build community pride, cohesion and identity. Community members contribute their ideas, their problems and their favourite sites, while artists contribute their design skills, their art-making experience and their intuitive connection to place. Art and design are intrinsically linked. Public art contributes to creativity, innovation and design excellence in the built and natural environments, as well as adding distinction, identity and artistic profile to civic places. April 2003 Page 41

48 Policy Statement Eight: The City will develop and implement a comprehensive municipal public art policy that results in: a) the integration of permanent, site-specific works of art into municipal buildings, natural places, public spaces and structures; and b) expanded partnered efforts to integrate public art into all major, new and redevelopment projects in Ottawa. Action around adequate and appropriate mechanisms for funding public art, as well as the partnered development of a public art master location plan (a plan for locating art in public places) in Ottawa is required within the next five years. Strategy Nine: Establish a Vibrant Focus for Arts and Culture in Ottawa s Community Cores In many cities around the world, the arts have been employed to reinvigorate our community cores and main streets with vitality and civic pride. An arts or cultural district is a well-recognized, labeled, mixed-use area of a city in which a high concentration of cultural facilities and programs serves as the anchor of attraction. Arts districts, however, do more than provide new spaces in which artists may produce their work and citizens may enjoy cultural activities. Arts districts spur economic activity, resulting in a significant number of new jobs, an enhanced tax base, increased tourism, enhanced property values, and increased business interaction in the area. Arts and cultural districts can be found around the world in towns, small communities, suburban areas and major urban centres. Policy Statement Nine: The City will spark and sustain urban and neighbourhood revitalization through the partnered development and nurturing of arts and cultural districts. Action around the nurturing and support of the central Arts and Theatre District (branded since 1997 through the partnered work of Downtown Rideau and the Ottawa Arts Court Foundation), and the development of rural, suburban and urban artistic villages and clusters (several areas show existing momentum in this regard) is required. Page 42 April 2003

49 Strategy Ten: Support the Integration of Ottawa Artists with Arts Industry Professional artists of all disciplines serve as the talent base for arts industry. Arts industries produce and distribute products, content and services that are rooted in the arts, e.g. broadcasting, film and television, graphic design, music recording, publishing, website design etc. The local arts industry is a valued component of the local creative sector, an essential piece of the local arts scene and a growing contributor to the local economy. The local arts industry is as competitive as its talent base. Efforts to recognize and develop Ottawa s local artistic and creative talent are required. A broader approach with all local industry can also be undertaken. Advocacy initiatives that encourage local industry to shop for and buy creative talent locally, while marketing and exporting their products and services internationally are recommended. Local, cultural creative talent can contribute in a major way both to the innovative development and the creative marketing of product. Policy Statement Ten: The City will engage in partnered efforts to develop, sustain and advocate for Ottawa s local artistic and creative talent as a workforce for local industry. Action around the maintenance and promotion of a creative, cultural talent/employer database, as well as the development of one-stop shops that serve the local arts industry are required within the next five years. 2.5 The Short-Term (1 to 5 Year) Actions Strategic Direction One Broaden Public Access to the Local Arts Strategy One Invest and Spark Investment in the Local Arts Policy Statement: The City will increase per capita arts funding annually until Ottawa s per capita arts funding is competitive with the six other large Canadian cities. The City will also work with partners to develop and sustain municipal, corporate and other public investment in the local arts sector in order to provide adequate and diversified support and resources. (Joint HRSS-EPS Committee-amended policy statement approved unanimously by Ottawa City Council on April 23, 2003) April 2003 Page 43

50 Action (Urgent Priority Immediate) 1. Develop and Sustain Adequate Municipal Arts Grants Investment Develop and sustain a municipal arts grants per-capita investment that maintains an ongoing and competitive standing with other major Canadian cities. Action (High Priority Short Term 3 to 5 Years) 2. Mount Private Sector Partnership Campaign Mount a partnership campaign aimed at private sector support of the local arts sector that includes awareness, education, incentive and recognition initiatives. Action (High/Medium Priority Short Term 1 to 5 Years) 3. Facilitate Advocacy at Other Levels of Government Co-ordinate and facilitate advocacy for the collective local arts sector at other levels of government in order to create a coherent, holistic and improved local arts funding picture. 4. Develop Arts Volunteer Program Work with the City s Volunteer Secretariat and other volunteer agencies to develop an arts volunteer recruitment and recognition program that fosters citizen engagement and helps to establish a sustainable and experienced volunteer base for the local arts sector. Strategy Two Increase Access for Artist, Audience and Community to New and Improved Space and Place Policy Statement: The City will spearhead a partnered drive aimed at greater access for Ottawa artists, audiences and community to a new and improved network of well-linked, adequately distributed and appropriatelysupported venues for the local arts. Action (Urgent Priority Immediate) 1. Develop and Sustain New Municipal Spaces for the Arts* Develop and sustain new indoor, outdoor and natural municipal spaces for the local arts through an integrated, long-term set of actions that focus on developing municipal arts places and incorporating arts space into all, new appropriate municipal initiatives. 2. Develop and Sustain Cultural Capital Funding Program Aimed at Improving Existing Local Arts Space Develop and sustain a cultural capital funding program that supports the maintenance, conservation, improvement, retrofitting and redevelopment of existing local indoor, outdoor and natural arts space, both City and community-owned. 3. Establish Municipal, Cultural Capital Reserve Fund for New Arts Facility Development Establish a municipal, cultural capital reserve fund that supports new local arts facility development (indoor, outdoor and natural space) and is funded through development charges as well as other sources. * see Section 2.6 (Facility Development Direction) for more detailed strategic work in this area Page 44 April 2003

51 * see Section 2.6 (Facility Development Direction) for more detailed strategic work in this area Strategy Three Get the Word Out Policy Statement: The City will engage in partnered efforts that make it easy for residents and visitors to access information about Ottawa s dynamic local arts scene. Action (Urgent Priority Immediate) 1. Mount Local Arts Marketing Campaign Mount an aggressive, local arts marketing campaign aimed at residents to include a high-profile annual arts season launch, earned media initiatives, a co-ordinated advertising approach, contributions to relevant, existing external websites and a promotional campaign that takes local arts info to the streets (billboards, transit ads etc.) Action (High Priority Short Term 1 to 3 Years) 2. Set Up One-Stop Physical Kiosks that Promote Local Arts Set up one-stop shops (physical manned kiosks in high-traffic centres of commerce / shopping centres) incorporating a community box-office, an info phone-line, video and visual promotion and a weekly bulletin that provides access to information about everything happening within Ottawa s local arts scene. Action (High/Medium Priority - Short Term 1 to 5 Years) 3. Design, Maintain and Promote Local Arts Website and E-Commerce Program Design, maintain and promote a vibrant and interesting website that provides one-stop electronic access to comprehensive information on the local arts, including an e-commerce program, visuals and related links. Strategy Four Collect, Protect and Showcase Ottawa s Local Artistic Treasures Policy Statement: The City will develop a strengthened and more cohesive approach to the collection, protection, preservation and showcasing of Ottawa s irreplaceable local artistic heritage. Action (High Priority Short Term 3 to 5 Years) 1. Collect and Document Ottawa s Local Arts Allocate resources that allow for the active and professional collection and documentation of Ottawa s local artistic work. April 2003 Page 45

52 2. Maintain and Preserve Ottawa s Local Art Collections Develop and allocate resources to a comprehensive program that meets the professional standards required for the responsible maintenance and preservation of Ottawa s local arts collections, held in trust for the people of Ottawa. Strategic Direction Two Keep Ottawa s Artists Here Strategy Five Foster the Creation, Development and Presentation of Local Artistic Work in All Disciplines Policy Statement: The City will work with partners to increase opportunities for Ottawa artists to work and to present their work. Action (High Priority Short Term 1 to 3 Years) 1. Increase Opportunities for Local Artists to Present Their Work Provide adequate support to organizations and initiatives that present/program the work of local artists in all disciplines, encourage others to do so, and allocate appropriate resources to direct local municipal exhibition and presentation initiatives. 2. Provide In-Kind Support to Young Artistic Talent and Emerging Arts Organizations Develop a program that provides in-kind assistance (e.g. space, technical services, equipment, administrative services) to young artists and emerging arts organizations for the purpose of facilitating creative work. Action (High/Medium Priority Short Term 1 to 5 Years) 3. Co-ordinate and Implement Comprehensive Arts Awards Program Work with partners to co-ordinate and implement a comprehensive awards program for local artists and arts administrators that recognizes and rewards accomplishment and innovation by discipline in a concrete and meaningful way. Strategic Direction Three Build Creative Capacity Strategy Six Foster Diverse, Creative Community Activity Policy Statement: The City will strengthen and support multidisciplinary community arts programs and will develop a multisectoral support system aimed at building creative capacity within Ottawa s distinct and diverse communities (race, ethnicity, language, first nations, special needs, disability, low income, homeless, gender). Page 46 April 2003

53 Action (High Priority Short Term 3 to 5 Years) 1. Establish Seed Funding Program That Supports Artistic Activity in Distinct and Diverse Communities Establish a seed funding program aimed at supporting the artistic work, activity and initiatives of artists and groups from distinct and diverse communities (race, ethnicity, language, first nations, special needs, gender). 2. Support Arts Programs for Specific Communities Allocate adequate resources to community arts programs that bring instructional opportunities and collaborative projects in all arts disciplines to people with special needs, to youth; and to marginalized individuals and communities including low income audiences and the homeless. Strategy Seven Strengthen Local Arts Education and Training Programs Policy Statement: The City will engage in partnered efforts to educate and train people of all ages in the arts, and to strengthen the role of the arts in Ottawa s diverse educational system (preschools/child care centres, public and private elementary, middle and secondary schools, arts-specialized secondary schools, post-secondary institutions, continuing education programs; and other forms of extra-curricular arts programs/training offered through school boards, arts organizations, the Ottawa Public Library and the City). Action (High Priority Short Term 3 to 5 Years) 1. Develop Agenda for Arts Education Improvement Work with partners to develop and sustain an agenda for arts education and training improvement, to include both school and community-based work. 2. Strengthen and Encourage Lifelong Learning and Training in the Arts Strengthen and encourage the development of opportunities for lifelong learning in the arts from early childhood education programs to professional development for artists, arts professionals and teachers to arts instruction for seniors. Strategic Direction Four Revitalize Public Places and Natural Spaces Through the Arts Strategy Eight Nurture Public Art in Ottawa s Neighbourhoods, Public Spaces and Natural Places Policy Statement: The City will develop and implement a comprehensive municipal public art policy that results in: a) the integration of permanent, site-specific works of art into municipal buildings, natural places, public spaces and structures; and b) expanded partnered efforts to integrate public art into all major, new and redevelopment projects in Ottawa. April 2003 Page 47

54 Action (High Priority Short Term 1 to 3 Years) 1. Develop Adequate and Appropriate Mechanisms for Funding Public Art Designate 2% percent of the City s annual capital budget (all civic building and other infrastructure projects) to the integration of public art into buildings, natural places, public spaces and structures, and to its subsequent maintenance and conservation. Action (High/Medium Priority Short Term 3 to 5 Years) 2. Develop Public Art Master Location Plan Develop a public art master location plan (a plan for locating art in public places) for Ottawa, in collaboration with the National Capital Commission, Parks Canada, the City of Gatineau and other relevant players. Strategy Nine Establish a Vibrant Focus for Arts and Culture in Ottawa s Community Cores Policy Statement: The City will spark and sustain urban and neighbourhood revitalization through the partnered development and nurturing of arts and cultural districts. Action (High Priority Short Term 1 to 3 Years) 1. Nurture and Support the Central Arts and Theatre District Work with the private sector and community partners to nurture and support the development of Ottawa s arts and theatre district (branded since 1997) into a critical mass of professional arts activity and venues in the central downtown core. 2. Develop Rural, Suburban and Urban Artistic Villages and Clusters Partner with the private sector and local communities to develop rural, suburban and urban artistic villages and clusters that encourage public interaction, attract tourists, integrate with business in the area, revitalize neighbourhoods, and provide affordable and accessible space for creative work. Strategic Direction Five Realize Economic Potential Strategy Ten Support the Integration of Ottawa s Artists with Local Arts Industry Policy Statement: The City will engage in partnered efforts to develop, sustain and advocate for Ottawa s local artistic and creative talent as a workforce for local industry. Page 48 April 2003

55 Action (High Priority Short Term 3 to 5 Years) 1. Maintain and Promote Creative, Cultural Talent/Employer Database Work with partners to develop, maintain and promote a database of local artistic, creative talent and local arts industry players (e.g. publishing, music recording, graphic design, film and television production, animation, fashion etc.) for the purpose of linking talent with employer. 2. Develop One-Stop Shops That Serve Local Arts Industry Support and encourage the development of one-stop shops and resource centres (e.g. film office, festival and event one-stop shop) that serve local arts industry players and contribute to the branding of Ottawa as a creative city. 2.6 Facility Development Direction This section of the Arts Plan provides more focus and attention to the area of arts facility development and relates to Policy Statement Two: Policy Statement Two: The City will spearhead a partnered drive aimed at greater access for Ottawa artists, audiences and community to a new and improved network of well-linked, adequately distributed and appropriatelysupported venues for the local arts Indicators of Overall Facility Need Over the last fifteen years, many studies and reports have exposed the significant lack of facilities for the local arts in Ottawa, and recommended the need for immediate attention to this area. Report examples include, among others: 1. Towards a More Complete Culture - Ekos Report (1988); 2. City of Ottawa Cultural Facility Strategy (1993); 3. Health and Vitality of the Arts Sector Report Statistics Canada (1996); and 4. The Arts are Alive RMOC Arts Task Force (1999). Recent Arts Plan consultations and the 2002 Arts Plan Facility Inventory/Study have confirmed, once again, that there is a chronic shortage of local art spaces in Ottawa. There continue to be major gaps in the existence and availability of space in which Ottawa artists of all disciplines can create, instruct and present and in which the public can access these activities. April 2003 Page 49

56 The 2002 Arts Plan Facility Inventory/Study indicates that: 1. 91% of existing local arts facilities are at capacity; 2. All existing local arts venues require renovations to their aging spaces, upgrading to meet minimum safety and design standards, and increased space to accommodate existing activity; 3. Most existing local arts facilities were not designed for artistic purposes; 4. In addition to the clear need for creation and presentation space for the local performing, literary, and visual arts; there are significant gaps in the availability of storage space, conservation space, training/instruction space, rehearsal space, meeting space, administrative space, and production support space in these areas; 5. Space for film/video production and screening is emerging as a priority need as this sector develops; 6. Inexpensive studio space (live/work space) for visual artists is required; and 7. Attention to health and safety, security, accessibility and minimum professional standards is needed Literary, Media (Film/Video) and Performing Arts Space Existing Space Theatres National cultural institutions are usually too expensive for local organizations to rent, and are most often not available at appropriate times due to their in-house, nationally-mandated programming. The National Arts Centre s Fourth Stage provides some access to rental space for very, very small productions, e.g. oneperson shows, singer-songwriter presentations, literary readings, storytelling events etc. High school auditoria are now prohibitively expensive for local organizations to access. Rental rates have increased by 40 percent. The few groups that are still able to afford these spaces complain of restrictive schedules, substandard technical and acoustic qualities, and poor maintenance. Churches are being used very frequently for musical performances, because there is no purpose-built, local facility in Ottawa to accommodate the work of symphony orchestras, choral ensembles, chamber music ensembles, choirs and other vocal/instrumental ensembles. In church settings extreme heat and frequent street noise are encountered, acoustics are not ideal, seating is often uncomfortable, sight lines are not good, recording (television and radio) capabilities are limited, merchandising possibilities are narrow, dressing rooms do not exist, and there are usually insufficient parking spaces, coatrooms, and washrooms for patron use. Page 50 April 2003

57 There are four municipal theatres in the city: 1. Arts Court Theatre (130 seats in a former courthouse in the central area serving a large community of literary, media and performing artists); 2. Centrepointe Theatre (967 seats in a purpose-built facility in former Nepean); 3. Orleans Theatre (225 seats in the former Cumberland Council Chambers with no backstage, no stage house, no box office, no dressing rooms and no production support space); and 4. Ron Maslin Playhouse (a purpose-built 350-seat theatre in former Kanata operated by Kanata Theatre as the resident company). There are two community-owned and operated theatres that present local professional work: 1. Great Canadian Theatre Company (GCTC) (a 230-seat theatre established in the 1970s in a converted garage that continues to have no backstage, no dressing rooms, a small front lobby and very small administrative space); and 2. La Nouvelle Scène (a 152-seat theatre that opened in 1998, also in a converted garage, housing four local, professional resident theatre companies). The Great Canadian Theatre Company has outgrown its space, and desperately requires expanded facilities. There is also one community-owned and operated theatre that presents solely local amateur work: 1. Ottawa Little Theatre (a 510-seat theatre in the central area, that is at full capacity with the activities of its one resident company). Of the approximate combined 12,000 theatre seats that exist in the Ottawa-Gatineau area, only 2,500 are located in facilities that are dedicated to the development and presentation of work by the local arts sector. Instructional and Rehearsal Space for the Performing Arts Instructional and rehearsal space for the performing arts is provided at the Nepean Creative Arts Centre and, to some extent, at Arts Court. No other municipally-owned facility in the City is dedicated fully to this purpose. Several not-for-profit performing arts education providers offer formal instruction and training programs in dance, music and theatre. These occur in community-owned or school facilities, primarily in the downtown, through funding partnerships with the City, and other levels of government. These arts education organizations (e.g. Ottawa School of Speech and Drama, The School of Dance etc.) provide essential training and instructional opportunities to local residents, and deserve stable municipal recognition and support. April 2003 Page 51

58 Spaces for Screening and Film/Video Production Work SAW Video and the Independent Filmmakers Co-operative of Ottawa (IFCO) combined have approximately six film and video editing suites and two 50-person screening areas with one (Club SAW) being used additionally for live web-casting and an array of art performances. Both organizations are running beyond their ideal capacity. The Bytowne Cinema is used for major feature film screenings. Ottawa Public Libraries Literary readings and some screenings are held in those local Ottawa Public Libraries that have appropriate space available for this activity. Community Centres Those community centres that have properly-designed dance studios, music instruction rooms, and small performance/rehearsal areas are used for performing arts activity. Access to spaces on a stable, ongoing and oftentimes intensive basis (e.g. theatre requires three to six week rehearsal periods) however is rare; and this greatly limits use of space within multi-purpose community facilities. Support for Current Facility Initiatives Theatres for Literary, Media (Film/Video) and Performing Arts The largest gap in Ottawa s literary, media and performing arts space is seen in the lack of theatres and facilities that make the creation, development and presentation of local work as performed by local artists the priority. Support for the following five existing and/or legacy initiatives in Ottawa would address this serious gap. These five projects have existing momentum, have been identified for development, and require seed leveraging support from the City of Ottawa in order to succeed. They include: 1. an 800-seat festival/concert hall with acoustics specifically for music in the downtown core (Ottawa Chamber Music Society); 2. a 260-seat venue dedicated to local, professional theatre in the central area (Great Canadian Theatre Company); 3. a 400-seat venue dedicated to local, professional dance, film/video, literary work, theatre and multidisciplinary initiatives (Arts Court redevelopment); 4. a 600-seat performance venue in the east end (within the planned East End Arts Facility); and Page 52 April 2003

59 5. a permanent, outdoor amphitheatre to support existing summer theatre, dance and literary arts in Strathcona Park (Odyssey Theatre). In addition to performance space, these five projects would aim to include round-the-clock access to space for rehearsal, production support, storage, meetings and administrative work. Expansion plans are also underway at Centrepointe Theatre in order to respond to the demand for rehearsal and performance space, and to upgrade dressing room and production support areas. La Nouvelle Scène has embarked upon the third phase of its renovation (work on the exterior of the building). Ottawa Public Libraries and Community Centres Opportunities for arts use of Ottawa Public Library and community centre space should be encouraged and incorporated into the development of future multi-purpose community facilities and Ottawa Public Libraries Visual Arts Space Existing Space Galleries and Exhibition Space Public, artist-run, and some community-operated galleries support the local, not-for-profit visual arts sector. Eight, Small Municipal Galleries The City operates a network of eight, small municipal galleries and exhibition spaces either directly or with community partners. The following two galleries exclusively exhibit the work of professional artists, with a mandate that includes the presentation of local, professional work: 1. Karsh Masson Art Gallery (relocated to the former Caricature Museum in the Byward Market on lease); 2. Ottawa City Hall Art Gallery (at 110 Laurier Avenue West). The remaining six municipal galleries exhibit the work of both local amateur and professional artists: 3. Atrium Gallery (at Ben Franklin Place in former Nepean); 4. Centrepointe Theatre Lobby Gallery (at Ben Franklin Place in former Nepean); 5. Cumberland Art Gallery (located in the Orleans Client Service Centre); 6. Foyer Gallery (at the Nepean Visual Arts Centre, Nepean Sportsplex); 7. Gloucester Art Gallery (located in the Place d Orléans Shopping Mall); and April 2003 Page 53

60 8. Kanata Civic Art Gallery (located in the John G. Mlacak Community Centre). Several other small exhibition spaces also exist. Some exhibition spaces were lost with the sale of former municipal buildings. These have been replaced, but only on a temporary (rent or lease) basis. The Ottawa Art Gallery The Ottawa Art Gallery (OAG) is designated as a municipal art gallery and is managed at arms length by a Board of Directors and professional curatorial staff. The OAG is funded in part by the City of Ottawa; is mandated to acquire, present, interpret, and disseminate contemporary art for the benefit of the local arts community; and also manages the Firestone Art Collection on the City s behalf. The Ottawa Art Gallery has outgrown its space at Arts Court. Conditions for proper storage and conservation of artwork do not exist in this location. Basement vaults are inadequate for this purpose. In addition, constraints around the configuration of the building and the size of the exhibition space severely limit the Gallery s potential. Artist-Run Centres Gallery 101 and SAW Gallery are Ottawa s two artist-run centres. They receive some funding through the City s peer-assessed Arts Funding Program. Instructional and Training Space for the Visual Arts Formal visual arts instructional space, with appropriate lighting, space configuration, equipment, and ventilation can be found in the following City locations: 1. Don Gamble Multi-Purpose Community Complex (in the St. Laurent area); 2. Nepean Visual Arts Centre (housed in the Nepean Sportsplex); 3. Ottawa School of Art (35 George Street in the Byward Market); and 4. Visual Arts Centre Orleans (in the east end). The City/NCC lease of the Ottawa School of Art building expires in This lease must be renewed, or another location must be sought. There is a need for proper visual arts instructional space in the west end. Page 54 April 2003

61 Multi-purpose space is sometimes used for basic arts and crafts programs; however, this kind of space lacks the appropriate lighting, storage, ventilation and equipment access that is required for more formal visual art training and instruction. Pottery Facilities The Gloucester Pottery School, currently housed at the Cyrville Community Centre, must relocate as it has outgrown its space. There are pottery studios located at three other municipal community centres (Glebe, McNabb, and Ottawa South), as well as the Nepean Visual Arts Centre. Studio Space Stafford Studios, located beside the Nepean Creative Arts Centre, is the only municipally-owned studio space for visual artists. It comprises 8 visual art studios. The Enriched Bread Artists Co-operative operates 21 community-owned and operated visual arts studios within one location on Gladstone Avenue. As new municipal developments proceed, opportunities to include studio space in other community facilities must be pursued. Live/Work Space There is a need for inexpensive studio space in which visual artists can work. In Canadian cities such as Vancouver, Montreal and Toronto, artist live/work space has been developed in municipal, rent-geared-toincome settings. Specially-designed live-work space combines affordable living space with creative work space that has proper ventilation, toxic disposal, proper lighting and accessibility. This allows visual artists to live and work in the same location safely. Storage and Conservation Space Adequate storage and conservation space is required for both the 1,710-piece City s Fine Art Collection (valued at $4 million) and the 1,600-piece Firestone Art Collection (valued at $11 million) owned by the City of Ottawa and managed by the Ottawa Art Gallery. In community centres, storage for visual art/pottery materials and works-in-progress is very limited. April 2003 Page 55

62 Support for Current Facility Initiatives Support for the following existing and/or legacy initiatives would go a long way to meeting basic needs in the local, visual arts sector. These five projects have existing momentum, have been identified for development, and require seed leveraging support from the City of Ottawa in order to succeed. They include: 1. Visual arts space in the new Central Ottawa Public Library/Arts and Heritage Complex to include exhibition, conservation, storage, collections management, administrative and meeting space; 2. Visual arts space in the planned East End Arts Facility to accommodate introductory to advanced visual arts instruction, as well as both permanent and temporary exhibition space; 3. Renewal of lease or relocation of Ottawa School of Art providing introductory to advanced visual art instruction in all media, pre-professional training and permanent exhibition space in the central area; 4. Exhibition and collection space in the new South Central District Ottawa Public Library development; and 5. Visual arts space within Lansdowne Park redevelopment. Ottawa Public Libraries and Community Centres Opportunities for visual arts use of Ottawa Public Library and community centre space should be encouraged and incorporated into the development of future multi-purpose community facilities and Ottawa Public Libraries Facility Development Recommendations New Places 1. Support and seed the funding of five existing and/or legacy new theatre initiatives in Ottawa. 2. Encourage, support and seed the funding of new professional visual arts space within the new Ottawa Public Central Library/Arts and Heritage Centre Complex. 3. Encourage, support and seed the funding of five existing and/or legacy visual arts space initiatives in Ottawa. 4. Implement a pilot project in collaboration with the City s Housing Branch to develop Ottawa s first municipal artist live-work scenario. 5. Incorporate dedicated arts space into the development of future multi-purpose community facilities and Ottawa Public Libraries. 6. Build and develop all new arts facilities based on principles of environmental and social sustainability. Page 56 April 2003

63 Funding of New Places 7. Create incentives for new capital local arts development by providing developers with zoning and other incentives for inclusion of arts space within new and redevelopment. 8. Establish a municipal, cultural capital reserve fund that supports and seeds new local arts facility development (indoor, outdoor and natural space) and is funded through development charges as well as other sources. Improvement of Existing Places 9. Further develop and sustain the existing cultural capital funding program that supports the maintenance, conservation, improvement, retrofitting and redevelopment of existing local indoor, outdoor and natural arts space, both City and community-owned. Access to Existing Places 10. Ensure that the City s facility allocations policy is equitable, fair and open to the use of municipal facilities for local, not-for-profit artistic initiatives. 11. Develop a rental subsidy program that assists local arts organizations with the cost of renting existing local spaces to include schools and national spaces. 12. Transform, where possible, under-used existing community centres into community-based cultural centres dedicated to providing accessible arts opportunities for all Ottawans (south, central, east and west as needed). 13. Lease unused and under-used City-owned land and buildings at affordable rates to community organizations and collectives for arts use. 14. Work with the local real estate sector to local under-used industrial buildings and partner with developers on the conversion of this space into live/work space for artists. 15. Partner with local school boards and other government departments such as Public Works, National Capital Commission etc. to locate unused buildings and venues for arts use. April 2003 Page 57

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65 Chapter Three The Five-Year Plan 3.1 The Five-Year Action Plan The Five-Year Action Plan consists of twenty-five actions for implementation over a five-year period. These actions include: five urgent actions that require immediate launching into an initial implementation stage; six high priority actions for implementation within a one to three year timeframe; nine high priority actions for implementation within three to five years; and five high/medium priority actions for implementation over a one to five year span. As previously outlined, all actions relate back to Arts Plan policy statements, strategies and strategic directions. Much information was collected during Arts Plan focus group work in December 2002 related to existing momentum, leadership, allies, obstacles, support and opportunities for each priority action. This information has been collated, and will be referenced and employed as Arts Plan implementation commences. April 2003 Page 59

66 3.1.1 Short-Term Actions by Priority ACTION URGENT PRIORITY Develop and sustain adequate municipal arts grants investment Develop and sustain new municipal spaces for the local arts Develop and sustain cultural capital funding program aimed at improving existing local arts space RELATED STRATEGY IMMEDIATE TIMELINE Invest and Spark Investment Increase Access to New and Improved Space and Place Increase Access to New and Improved Space and Place RELATED STRATEGIC DIRECTION LEADERSHIP IMPACT Broaden Public Access Broaden Public Access Broaden Public Access City City/Community/ Other Partners City Increased local artistic activity and work Artists stay and create in Ottawa Leveraged funding from other sectors/government levels Increased capacity of local arts sector Increased opportunity for artistic activity and community/audience participation Increased opportunity for artists to create and present their work Increased opportunity for artistic activity and community/audience participation Increased opportunity for artists to create and present their work Increased accessibility for seniors and special needs constituents Increased compliance with health and safety standards Access to equipment, space and technology that meets professional standards Page 60 April 2003

67 ACTION Establish municipal, cultural capital reserve fund for new arts facility development Mount local arts marketing campaign RELATED STRATEGY Increase Access to New and Improved Space and Place Get the Word Out RELATED STRATEGIC DIRECTION LEADERSHIP IMPACT Broaden Public Access Broaden Public Access City City/Community/ Other Partners Reserve funds for arts facility development Increased opportunity for artistic activity and community/audience participation Increased opportunity for artists to create and present their work Increased awareness of local arts activity Increased attendance at local arts events Increased capacity of local arts sector HIGH PRIORITY Increase opportunities for local artists to present their work Provide in-kind support to young artistic talent and emerging arts organizations 1 TO 3 YEAR TIMELINE Foster Creation, Development and Presentation of Artistic Work Foster Creation, Development and Presentation of Artistic Work Keep Ottawa s Artists Here Keep Ottawa s Artists Here City/Community/ Other Partners City Increased artistic activity and community/audience participation Increased presentation and creation of artistic work Artists stay and create in Ottawa Increased capacity of local arts sector Encouraged development of new artists and arts organizations Increased artistic activity and community/audience participation Increased presentation and creation of artistic work Artists stay and create in Ottawa Increased capacity of local arts sector April 2003 Page 61

68 ACTION Set up one-stop shops to promote local arts Develop adequate and appropriate mechanisms for funding public art Nurture and support the central arts and theatre district Develop rural, suburban and urban artistic villages and clusters RELATED STRATEGY Get the Word Out Nurture Public Art in Neighbourhoods, Public Spaces and Natural Places Establish a Vibrant Focus for Arts and Culture in Community Cores Establish a Vibrant Focus for Arts/Culture in Community Cores RELATED STRATEGIC DIRECTION LEADERSHIP IMPACT Broaden Public Access Revitalize Public Spaces and Natural Places Revitalize Public Spaces and Natural Places Revitalize Public Spaces and Natural Places City/Community/ Other Partners City City/Community/ Other Partners City/Community/ Other Partners Easy access to information by residents and visitors Increased awareness of local arts activity Increased attendance at local arts events Increased capacity of local arts sector Attractive and interesting neighbourhoods with unique identity Increased public art in all communities Increased creativity within City design Increased visits to the downtown core by residents and visitors Revitalized downtown core Increased forum for the exchange of creative ideas Increased collaboration and partnerships Increased forum for the exchange of creative ideas Increased visits by residents and visitors Increased collaboration and partnerships Revitalized neighbourhoods Affordable and accessible space for creative work in every community Page 62 April 2003

69 ACTION HIGH PRIORITY Mount private sector partnership campaign Establish seed funding program that supports artistic activity in distinct and diverse communities Support arts programs for specific communities Develop agenda for arts education improvement RELATED STRATEGY 3 TO 5 YEAR TIMELINE Invest and Spark Investment Foster Diverse, Creative Community Activity Foster Diverse, Creative Community Activity Strengthen Local Arts Education and Training Programs RELATED STRATEGIC DIRECTION LEADERSHIP IMPACT Broaden Public Access Build Creative Capacity Build Creative Capacity Build Creative Capacity City/Community/ Other Partners City/Community City/Community City/Community/ Other Partners Increased interaction between business and the arts Increased local artistic activity and work Artists stay and create in Ottawa Leveraged funding from other sectors/government levels Increased capacity of local arts sector Increased support to distinct communities Increased diversity in artistic activity, voice and expression Increased local artistic activity and work Artists stay and create in Ottawa Increased support to specific communities Increased diversity in artistic activity, voice and expression Equal opportunity and accessibility for all communities Increased education and appreciation of the arts Increased self-esteem and confidence in children Developed skills in creativity and expression April 2003 Page 63

70 ACTION Strengthen and encourage lifelong learning and training in the arts Maintain and promote creative cultural talent/employer database Develop one-stop shops that serve local arts industry Collect and document Ottawa s local arts Maintain and preserve Ottawa s local artistic collections RELATED STRATEGY Strengthen Local Arts Education and Training Programs Support Integration of Ottawa s Artists with Local Arts Industry Support Integration of Ottawa s Artists/ Local Arts Industry Collect, Protect and Showcase Ottawa s Local Artistic Treasures Collect, Protect and Showcase Ottawa s Local Artistic Treasures RELATED STRATEGIC DIRECTION LEADERSHIP IMPACT Build Creative Capacity Realize Full Economic Potential Realize Full Economic Potential Broaden Public Access Broaden Public Access City/Community/ Other Partners City/Community/ Other Partners City/Community/ Other Partners City/Community City/Community Increased education and appreciation of the arts Developed skills in creativity and expression Increased quality of the arts in Ottawa Increased arts audience, participants and supporters Employment opportunities for local artists Increased capacity of local arts sector Increased creativity and innovation in business Increased integration between industry and professional artists Easy access to information by the arts community Increased capacity of the local arts sector Preservation of our artistic heritage Increased ability to tell the stories of Ottawa Increased opportunity to learn from the past Preservation of our artistic heritage Increased ability to tell the stories of Ottawa Increased opportunity to learn from the past Maintained value of art collections Page 64 April 2003

71 ACTION HIGH/MEDIUM PRIORITY Develop arts volunteer program Facilitate advocacy at other levels of government Design, maintain and promote local arts website and e- commerce program Co-ordinate and implement comprehensive arts awards program Develop public art master location plan RELATED STRATEGY 1 TO 5 YEAR TIMELINE Invest and Spark Investment Invest and Spark Investment Get the Word Out Foster Creation, Development, Presentation of Local Artistic Work Nurture Public Art in Neighbourhoods, Public Spaces and Natural Places RELATED STRATEGIC DIRECTION LEADERSHIP IMPACT Broaden Public Access Broaden Public Access Broaden Public Access Keep Ottawa s Artists Here Revitalize Public Spaces and Natural Places City/Community/ Volunteer Secretariat/ Other Partners City/Community/ Other Partners City/Community/ Other Partners City/Community/ Other Partners City/Community/ Other Partners Encouraged participation and loyalty to the arts sector Increased resources for local arts organizations Increased awareness of local arts activity Leveraged funding from other sectors/government levels Artists stay and create in Ottawa Increased capacity of local arts sector Increased local artistic activity and work Easy and central access to information and tickets by residents and visitors Increased awareness of local arts activity Increased attendance at local arts events Increased capacity of local arts sector Awarded recognition and value to Ottawa s artists and administrators Increased visibility of local arts sector accomplishments Increased awareness of local arts activity Attractive and interesting neighbourhoods with unique identity Increased public art in all communities Increased creativity within City design April 2003 Page 65

72 A very active prioritization campaign was carried out in the community, in order to put order and timeline around the Arts Plan s 25 actions. The above chart represents the final results of the collaborative and comprehensive prioritization work carried out at four active, well-attended arts plan public consultations (January 2003) hosted by Ottawa s Arts Advisory Committee. It also takes into account the input and feedback received electronically, by phone and by mail related to this collaborative community prioritization exercise, as well as expert advice from community leaders and municipal staff. This chart treats leadership in a very broad manner. The order in which leaders are listed is not meant to reflect any form of leadership ranking. Much information was collected during Arts Plan focus group work in December 2002 related to specific leaders, allies and partners for each priority action. The notion of seeking unlikely partners arose throughout these focus groups. As work begins on Arts Plan implementation, a collaborative approach to determining specific leadership as well as seeking unlikely partners will be undertaken for each action. City includes City Council, City advisory committees, City departments, the Ottawa Public Library and City staff. Community includes Ottawa artists, Ottawa arts community, and other local community stakeholders. Other Partners includes other government funders and agencies, the private sector, and other related parties. Page 66 April 2003

73 3.1.2 Existing Momentum for Short-Term Actions All Arts Plan actions have existing momentum. The following chart details some of the momentum that is already in place. Ongoing activities related to specific actions will continue. The implementation of a specific Arts Plan action represents the attachment of new and focussed energy to an area of activity. ACTION Adequate Municipal Arts Grants Investment New Municipal Spaces for the Local Arts EXISTING MOMENTUM AND OPPORTUNITIES Ongoing delivery of arts funding programs to community Evaluation of pilot year arts funding framework and policy (2002) Recent cross-country per-capita research and comparison Increasing recognition of need by Mayor and Councillors Arts Vote campaigns (arts council initiatives attached to political campaigns and elections) Upcoming municipal elections (2003) Feasibility study for East End Arts Facility complete East End Arts Facility development capital budget approval (within 5 years) Centrepointe Theatre renovation/expansion capital budget approval (within 5 years) Arts Court/60 Waller redevelopment capital budget approval (5 to 10 years) Odyssey Theatre venue plan for Strathcona Park Outdoor amphitheatres capital budget approval (5 to 10 years) Ottawa Art Gallery feasibility study related to need for increased square footage and venue underway Central arts and heritage centre (within central library complex) capital budget approval (5 to 10 years) Great Canadian Theatre Company - expansion La Nouvelle Scène third phase of building development The School of Dance redevelopment and expansion Ottawa School of Art redevelopment Festival Performing Arts Concert Hall central area initiative South Central District Library incorporation of exhibition and literary spaces within this new funded development John McRae Youth Centre Barrhaven area Other various arts spaces in suburban areas Potential partnership with Rideau Ward s Baxter Conservation Centre for summer natural creative retreat/professional development/arts training initiative Live-work space for artists attached to affordable housing strategy April 2003 Page 67

74 ACTION EXISTING MOMENTUM AND OPPORTUNITIES Cultural Capital Funding Program Cultural Capital Funding Program established budget of $50,000 for Aimed at Improving Existing Local 2002, $50,000 for 2003, $200,000 for 2004 Arts Space Community need has shown itself in increased capital funding program applications La Nouvelle Scène - $184,000 approved in 2003 for third phase of building development Municipal capital dollars for building improvements approved within capital budget (5 to 10 years) Capital funding programs at other levels of government and Trillium Foundation Municipal, Cultural Capital Reserve Approval by City Council to take private bill to Province of Ontario Fund for New Arts Facility aimed at altering Development Act in order to allow use of Development development charges for cultural facility development Cultural capital reserve fund initiated in capital budget Local Arts Marketing Campaign Join the Crowd- local arts awareness campaign 2002 Expanded Join the Crowd campaign 2003 Development of arts and heritage marketing plan 2003 Existing marketing programs and initiatives implemented by various arts organizations Arts and heritage directory Transart program (poetry on transit) Cultures in Transit project Central arts and theatre district (Downtown Rideau) Best practice in other international cities City s new calendar of events Branding of Ottawa underway Pageantry initiative launched in Ottawa (OTCA) Opportunities for Local Artists to Present their Work Development of service agreements for arts organizations mandated to partner with the City (2003) encourage increased opportunities for local artists Local festivals and events continue and encourage increased opportunities for local artists Municipal galleries and performing arts venues continue and encourage increased opportunities for local artists National cultural institutions continue and encourage increased opportunities for local artists Impresarios and producers continue and encourage increased opportunities for local artists Ottawa Public Library continue and encourage increased support of local writers through author readings Page 68 April 2003

75 ACTION In-Kind Support for Young Artistic Talent and Emerging Arts Organizations Set Up One-Stop Physical Kiosks That Promote the Local Arts Adequate and Appropriate Mechanisms for Funding Public Art Nurture and Support the Central Arts and Theatre District Develop Rural, Suburban and Urban Artistic Villages and Clusters EXISTING MOMENTUM AND OPPORTUNITIES Existing adhoc municipal in-kind support for the arts sector Recognition around importance of emerging artists and young artistic talent Former City of Ottawa program that provided visual artists with access to products, scrap and waste materials from local industries Offer of space in Byward Market Building Festival initiative in 2002 National Arts Centre offer of collaboration Cultural tourism on the rise latest studies indicate tourists are looking for the local cultural scene art on the street in the neighbourhood etc. OTCA initiatives NCC Capital Info-Centre initiatives Development of comprehensive municipal visual art policy that harmonizes and expands upon pre-amalgamation policies, including public art (2003) Ongoing delivery of City of Ottawa s existing public art program (1% for art, commissions) Other kinds of municipal reserve funds exist as funding mechanisms Increasing awareness around the need for conservation/rehabilitation of public art projects Official Plan recognition of public art Increased focus on creativity, innovation and design excellence within municipal design objectives City s Downtown Urban Design Strategy Municipal capital funding approved for Arts Court redevelopment (5 to 10 years) Downtown Rideau (Rideau Street BIA) branding as Arts and Theatre District since 1997 Critical mass of professional arts activity at Arts Court Arts Court Future Search energetic and successful Land at 60 Waller available for development Enormous success and measured impact of downtown cultural districts world-wide Various neighbourhood revitalization efforts underway Hintonburg Community Association has established a committee to promote a quartier des artistes Preston Street Renewal (Great Canadian Theatre Company expansion, Enriched Bread Artist Studios, un-used industrial warehouses in the area, new O-Train stop as the link to an artistic, bohemian district) King Edward Avenue Renewal Barrhaven Youth Centre/John McCrae School April 2003 Page 69

76 ACTION Mount Private Sector Partnership Campaign Seed Funding Program that Supports Artistic Activity in Distinct and Diverse Communities Support Arts Programs for Specific Communities EXISTING MOMENTUM AND OPPORTUNITIES Community discussion around St. Joseph Boulevard revitalization in Orleans Interest in Manotick/North Gower Link to heritage movements underway to preserve heritage buildings and encourage their subsequent use Results of Mayor s fundraising feasibility study Mayor s Blue Ribbon Panel Strong models of incentive/penalty-type programs aimed at corporate sector in other major cities Business Development Branch, Development Services Council for Business and the Arts Recognition of business supporting the arts arts councils and Festival Network Municipal arts funding program Existing community arts programs that work with artists from distinct communities Equity and Diversity municipal advisory committee Increase in local artistic work from culturally diverse groups and artists Models of inclusive and targeted funding programs at other levels of government Ongoing delivery of community arts programs by City of Ottawa and various local arts organizations Special needs arts initiatives Homeless youth artistic initiatives (partnership with Operation Go- Home and Gloucester Arts Council) Youth-at-risk artistic projects (Youth Services Bureau) Writing project for young women with eating disorders (Gloucester Arts Council) Arts initiatives for young single parents Arts Studio for artists living with mental illness (partnership with Canadian Mental Health Association, Family Service Centre, Ottawa s Community Arts Program) Ottawa Youth Cabinet, Youth Services Federal Department of Justice Child and Youth Health Network Best practice in other North American cities (e.g. Toronto s Sketch art studio for homeless youth, Toronto s Spiral Garden art program for children with special needs) Page 70 April 2003

77 ACTION Develop Agenda for Arts Education Improvement Strengthen and Encourage Lifelong Learning and Training in the Arts Maintain and Promote Cultural Creative Talent/Employer Database Develop One-Stop Shops that Serve Local Arts Industry EXISTING MOMENTUM AND OPPORTUNITIES Artists in schools programs Catalyst local arts education umbrella organization Local specialized arts schools and training institutions National cultural institution education initiatives Arts Smarts School Board arts advisory committee New Program Development Division in City s Community Services Universities and colleges Ongoing delivery of instructional arts leisure programs by City of Ottawa and community partners Artists in schools programs University, college and high school programs Education and outreach initiatives of local arts organizations Ottawa Public Library and community centre cultural programming Arts leadership training program Community arts animation team Professional development, apprenticeship and mentoring activities Parks and recreation activity Embassies, cultural attachés Childcare, early childhood education Seniors programs Cultural Human Resources Council Talent Gallery Ottawa Centre for Research and Innovation Database Talent Works Talent Agents and Unions for Various Arts Disciplines Film and Animation Database City s Artist Registry Artist membership in local arts organizations Arts service and discipline-specific umbrella organizations Launching of Ottawa-Gatineau Film Office in 2003 a not-for-profit corporation that works at providing a film-friendly face for Ottawa (external marketing) and a forum for industry and stakeholder collaboration (local development) Festival Network umbrella organization for local festivals and events (a not-for-profit industry) New partnership program for Festivals, Fairs and Events; and continuing discussion around development of a one-stop municipal shop for festivals and events (funding, logistics, advice, in-kind support, marketing) April 2003 Page 71

78 ACTION Facilitate Advocacy at Other Levels of Government Develop Arts Volunteer Program Design, Maintain and Promote Local Arts Website and E- Commerce Program Collect and Document Ottawa s Local Arts EXISTING MOMENTUM AND OPPORTUNITIES Local arts councils Ottawa Trillium Foundation Arts Working Group Former intergovernmental forum of arts funders in Ottawa (need to resurrect) Proximity to federal MPs, and federal government Provincial elections Volunteer Sector Secretariat Existing volunteer base for the arts in Ottawa Model volunteer programs among specific arts/festival organizations in Ottawa Established volunteer networks Community Foundation/United Way work in this area Volunteer Ottawa and Volunteer Canada University/high school programs of placement Volunteer awards (city and province) National Survey of Giving, Volunteering and Participating indicates that 28% of all volunteer hours in Ottawa focus on arts, culture and recreation (highest of all sectors) Feasibility study and business case complete for e-ticketing and community box-office program Development of e-commerce program / community box office announced for 2003 implementation Ottawa Hydro financial contribution to this project Existing e-ticket programs with various local groups Ottawa.com, Ottawa.ca and OTCA portal initiatives underway Artengine and other new media initiatives Ottawa Plus 2003 visual art acquisition budget - $82,000, increase to this in capital budget (5 to 10 years) Management of corporate art collection by City s Public Art Program ongoing Management of City of Ottawa s Firestone Collection by Ottawa Art Gallery ongoing Introduction of new collections management software 2003 Ottawa Public Library particularly the Ottawa Room University music library collections Canadian Musical Heritage Society Archives of various local arts organizations Local film and video libraries Page 72 April 2003

79 ACTION Maintain and Preserve Ottawa s Local Artistic Collections Co-ordinate and Implement Comprehensive Arts Awards Program Develop Public Art Master Location Plan EXISTING MOMENTUM AND OPPORTUNITIES Management of corporate art collection by City s Public Art Program ongoing Management of City of Ottawa s Firestone Collection by Ottawa Art Gallery ongoing Ottawa Public Library collections University music library collections Local film and video libraries Ottawa Book Awards Council for the Arts Tolgesy Award New City of Ottawa Yousuf and Malak Karsh Award City of Ottawa Volunteer Awards Other awards programs in Ottawa Development of comprehensive visual art policy that harmonizes and expands upon pre-amalgamation policies, including public art 2003 Development of NCC commemorations study Ongoing delivery of City of Ottawa s existing public art program (percent for art, commissions) Parks Canada initiatives Intended revision to federal percent for art program Focus on heritage preservation, commemorations City s Downtown Urban Design Strategy New focus on design and design objectives in Official Plan April 2003 Page 73

80 3.2 A Sampling of Medium-Term (5 to 10 Year) Actions by Strategic Direction STRATEGIC DIRECTION STRATEGY ACTION BROADEN PUBLIC ACCESS Invest and Spark Investment Work with other cities in Ontario to advance the development of supplementary sources of revenue for the local arts. Work with Canadian Conference of the Arts and local education sector to ensure that local arts administrators and managers have access to current training and professional development opportunities (funding, fundraising etc.). KEEP OTTAWA S ARTISTS HERE BUILD CREATIVE CAPACITY REVITALIZE PUBLIC SPACES AND NATURAL PLACES Increase Access to New and Improved Space and Place Get the Word Out Collect, Protect and Showcase Ottawa s Artistic Treasures Foster Creation, Development and Presentation of Local Work Foster Diverse, Creative Community Activity Strengthen Local Arts Education and Training Programs Nurture Public Art in Public Spaces and Natural Places Provide incentives to private developers to incorporate arts space into new development. Mount a cultural tourism marketing campaign that partners local and national arts activity, in collaboration with OTCA and other partners. Nurture the continuum of local arts history by sparking, supporting and mounting historic exhibitions, performances, readings and screenings of Ottawa s local artistic heritage. Work with partners to encourage apprenticeship and other forms of instruction that pass artistic repertoire, techniques and traditions on to future generations. Develop artist residency awards that recognize professional artists for their work and provide them with appropriate and affordable spaces for its creation (e.g. rent-free occupancy of a city-owned live/work studio for a period of three years). Reach out respectfully to Ottawa s distinct communities, shine the light on their creative work, and encourage their participation in local arts initiatives. Establish a mentoring and professional development program that trains interested local, emerging artists for community creative work. Further develop and support arts leadership training programs and initiatives; helping young people to see the arts field as a valid career opportunity. Provide incentives to developers for integration of public art into private development. Page 74 April 2003

81 STRATEGIC DIRECTION STRATEGY ACTION Establish a Vibrant Focus for Arts and Culture in Community Cores Commit to an adequate allowance for public art conservation, and link this function to life-cycle maintenance. Promote existing arts facilities and venues as gathering places and promote the architecture of encounter (inclusion of cafés, courtyards and other people-friendly gathering places within existing arts venues, other existing municipal venues and new development). REALIZE FULL ECONOMIC POTENTIAL RESPONSIBLE AND RESPONSIVE PRINCIPLE Support Integration of Ottawa Artists with Local Arts Industry Move Towards Full Arms- Length Status for the Arts in Ottawa. In collaboration with the education sector, develop and support training programs specific to cultural creative workforce development. Mount an annual, municipal ideas forum that: brings together an eclectic collection of forward-thinkers including artists, scientists, technologists, businesspeople, politicians, writers, planners, architects, designers etc.; encourages interaction and encounter across discipline, profession and sector; and aims to sustain a capacity for idealism, a forum for the high ground of ideas and opportunities to develop, share and apply them. Undertake a feasibility study on the establishment, by charter, of a fully arms-length city agency (Ottawa Arts Commission), similar to existing local economic development agencies, that is mandated to work in the areas of arts development, arts education, arts facility development, arts funding, arts industry, civic art collections, civic art facilities, civic galleries, community arts, public art and preservation/conservation. The Arts Plan will be reviewed and renewed for relevancy every five years. This sampling of medium-term (five to ten year) actions emanated from focus groups held in December They will provide a starting-point for development of a Five-to-Ten Year Arts Action Plan. 3.3 Progress Measurement The Annual Report Card The implementation of the five growth management plans will be strengthened through an integrated program of monitoring and reporting on performance that results in an annual Report Card. The City will April 2003 Page 75

82 implement a monitoring program consisting of indicators, targets, surveys and research to assess changing conditions and performance related to the five plans. Report Cards will be issued on an annual basis for an audience of individual citizens, community groups, private sector interests, and agencies within the City of Ottawa itself. The Report Card should be a powerful catalyst for collaborative action on all growth and development-related issues such as land use, the state of the economy, the environment, social and cultural issues. Arts Plan Progress Indicators In addition to the annual Report Card, the Arts Plan will develop its own comprehensive progress indicators using a two-pronged measurement system. This system will be aimed at: 1. measuring Ottawa s overall creativity through the following screen: a) State of the City: measuring investment in the arts; b) State of the Citizen: charting progress within the realm of public education and awareness; c) State of Activity: monitoring the accessibility, opportunity and end product related to both citizen and artist activity; and tracking participation, partnerships and audience rates; and 2. ensuring the City is moving ahead within the approved action plan for the upcoming year. Municipal staff will consult and collaborate with the local arts sector, other stakeholders and peers in other municipalities (Creative City Network) to build consensus related to the development of municipal arts progress indicators. The aim is to develop and adopt a system of progress measurement that will be employed in a consistent manner on a nation-wide basis. Some examples of credible creativity measurement include: State of the City: Bohemian Index (Richard Florida): Funding Municipal arts grants per-capita spending Facilities Arts facility service ratio per-capita State of the Citizen: Perception Accessibility/affordability of the arts (survey) Page 76 April 2003

83 Awareness Awareness of local arts events, programs, services (survey) Education State Of Activity: Participation Number of hours devoted to arts instruction in schools Attendance at arts events, exhibitions, performances, etc. Number of participants registered in recreational and leisure arts instructional programs. Number of individuals volunteering for local arts organizations. Local Artist Activity Number of exhibitions, performances, readings, screenings, festivals, etc. involving local artists Number of local arts organizations and collectives (professional, emerging, amateur, industry/commercial) Partnerships Number of partnerships involving the local arts and the community (public/private). April 2003 Page 77

84 3.3.1 A Sampling of Progress Measures Related to Specific Actions Action Develop and Sustain Adequate Municipal Arts Grants Investment Develop and Sustain New Municipal Spaces for the Arts Cultural Capital Funding Program Aimed at Improving Existing Local Arts Space Municipal, Cultural Capital Reserve Fund for New Arts Facility Development Local Arts Marketing Campaign Opportunities for Local Artists to Present their Work In-Kind Support for Young Artistic Talent and Emerging Arts Organizations Adequate and Appropriate Mechanisms for Funding Public Art Nurture and Support the Central Arts and Theatre District Develop Rural, Suburban and Urban Artistic Villages and Clusters Measures Municipal arts grants per-capita spending Arts facility per-capita service ratio Cultural capital funding dollars for existing local arts space Cultural capital funding dollars for new arts facility development Awareness of the local arts (community survey) Number of exhibitions, performances, readings, screenings, festivals, fairs, etc. that present local artists Value of in-kind investment to young artistic talent and emerging organizations Public art investment per municipal capital project Number of new spaces for creative work in the downtown core Number of new spaces for creative work in rural, suburban and urban areas Page 78 April 2003

85 Heritage Plan eritage is a legacy inherited from the past, valued in the present, which it helps interpret, and safeguarded for the future, which it helps shape. April 2003 (Strategic Directions and Policy Statements Approved Unanimously by Ottawa City Council, April 23, 2003)

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87 Acknowledgements his Plan is the result of input from many community-based heritage groups and interested individuals who took the time to meet with consultants during the research phase, to participate in public consultations, and to provide thoughtful comments on both the Discussion Paper and the draft Heritage Plan. Thanks in particular to the following Working Group Members who provided support and direction throughout the project: Paule Doucet Borys Gengalo Hagit Hadaya Kelly Harrison Dan Hoffman Catherine Lindquist Rich McDonald Don Pedro Payne Carolyn Quinn Deborah Scott John Taylor Colin Varley

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89 Heritage Plan Table of Contents Acknowledgements... i Chapter 1 Introduction...1 Executive Summary The Role of the Heritage Plan Structure of the Heritage Plan Ottawa s Growth Management Plans Supporting Plans The Guiding Principles How the Guiding Principles are Addressed in the Heritage Plan... 7 A Caring and Inclusive City... 7 A Creative City, Rich in Heritage, Unique in Identity... 8 A Green and Environmentally Sensitive City... 8 A City of Distinct, Livable Communities... 9 An Innovative City Where Prosperity is Shared Among All... 9 A Healthy, Active City... 9 A Responsible and Responsive City The Challenge Ahead The Quest for Community Heritage Trends The Case for Heritage Planning Economic Impact Public Trust and Stewardship The Intelligent and Competitive Community Pride and Promotion Heritage Framework What is Heritage? Vision Interpretation and Implementation of the Heritage Plan Role of the City and the Community in Implementation Approval Policy Statements and Actions Performance Measures Review and Update April 2003 Page i

90 Heritage Plan Chapter 2 Strategic Directions Identify, Collect and Preserve Collect and Preserve Ottawa s Rich Documentary and Material Heritage Identify and Protect Archaeological and Built Heritage Resources, Streetscapes, Public and Symbolic Civic Places and Cultural Landscapes Performance Measures Research, Interpret and Promote Increase Knowledge and Convey Information about Local History and Heritage to a Large, Diversified Community Through a Variety of Means Promote Local Heritage Assets and Programming as a Part of the City s Marketing and Tourism Strategies Performance Measures Build Capacity Foster Citizen Participation and Engagement in Local Heritage Preservation and Interpretation Provide Adequate Financial, Human and Other Resources to Effectively Collect, Preserve, Research, and Interpret Ottawa s Rich History and Heritage Performance Measures...61 Page ii April 2003

91 Heritage Plan Chapter 1 Introduction Executive Summary The Ottawa 20/20 planning process, and the concurrent development of this Heritage Plan, has provided an opportunity to reflect upon current activity in local heritage preservation, interpretation and celebration. Like other growth plans, this Plan defines a 20-year vision and identifies strategies, policy statements and actions that the City and its partners in the heritage community will implement over the next 5 years and beyond. The City will lead as well as work in partnership with other levels of government, community organizations, individuals and the private sector to: Identify, Collect and Preserve Collect and preserve Ottawa s rich documentary and material heritage. Identify and protect archaeological and built heritage resources, cultural heritage landscapes, streetscapes, cemeteries and burial grounds, and public and symbolic civic places. Research, Interpret and Promote Increase knowledge and convey information about local history and heritage to a large and diversified community through a variety of means. Promote local heritage assets and programming as a part of the city s marketing and tourism strategies. Build Capacity Foster citizen participation and engagement in local heritage preservation and interpretation. Provide adequate financial, human and other resources to effectively collect, preserve, research and interpret Ottawa s rich history and heritage. A number of urgent issues are identified in the Plan, including the need for the City to: Move the City Archives Main Branch from 111 Sussex Drive to an interim or permanent facility by the end of April 2003 Page 1

92 Heritage Plan Provide the necessary resources to appraise and process a backlog of 78,000 boxes of dormant corporate records. Develop a Museums Strategy to achieve the City s vision with respect to the preservation and interpretation of local heritage through museums. Inventory the contents of Fairfields, complete a narrative history of the home and property, assess the current state of the home, and determine the feasibility of renovating and developing the site for interpretive use. Maintain a separate budget for maintenance and restoration of City-owned heritage buildings within the Real Property Asset Management program with a base level of $1 million/year, and a graduated increase of funds. The heritage community views the Ottawa 2020 process as a new commitment by the City to invest in local heritage. Many local museums and community-based heritage organizations receive a significant proportion of their funding from the City. Current levels of funding provided by the City are inadequate to maintain existing heritage facilities and programs, let alone introduce new, bold initiatives. Therefore, it will be necessary for the City and its community partners to collaborate to identify new sources of funding, including a potential increase in municipal budgets, earned revenue and fundraising, that may be directed towards heritage preservation, interpretation and celebration. This Plan identifies the need for two major new facilities: Ottawa s Heritage Gateway and the Preservation Centre. Both of these facilities are long-term projects. As none of the existing museums has a city-wide mandate, the Heritage Gateway will be a place where people can research, learn about and become involved in the history of Ottawa. It will provide much needed exhibition space and a focal point for heritage programming. It will serve to celebrate the history of Ottawa as a whole and promote the existing network of local archives, museums and historic sites. The Preservation Centre will provide storage and conservation facilities for City-owned and, potentially, community-owned collections as well as opportunities for collections-based programming. New programs to document, interpret, educate and celebrate local heritage are introduced, including: Comprehensive artifact collection plans and archival documentation plans, and an integrated, proactive collecting strategy for both artifacts and archival material Curriculum-based educational programs, such as an innovative program called Open Minds that allows students and teachers to use heritage resources as laboratories for an intensive week-long experience, and Heritage Fairs, which feature student-developed heritage projects competing at local, regional and national levels Page 2 April 2003

93 Heritage Plan More innovative and collaborative programming in areas such as events, exhibitions, tours, lectures, theatre, and virtual presentations An effective marketing plan and promotional tools including a heritage calendar and a comprehensive website about local history and heritage in Ottawa 1.2 The Role of the Heritage Plan The Ottawa 20/20 planning process is committed to sustainable development that will balance the need for a clean and safe environment and human health with the need for cultural and social development and economic growth. It emphasizes the crucial importance of civic life itself, of having a city that people want to live in during the next twenty years. Consistent with this vision, this Heritage Plan maps out the challenges and opportunities to be faced and the actions required to ensure the care, development and utilization of heritage resources. It acknowledges the intrinsic value of preserving and interpreting heritage resources and it recognizes their educational value and capacity for encouraging community involvement and development. The care of and investment in heritage resources, facilities and programs is also a sign of the City s commitment to livability and to the role museums, archives, historic sites, built heritage, cultural heritage landscapes, natural heritage, archaeological resources, educational and interpretive programs and events can play in social, educational and economic development. Indeed, one of the 20/20 principles states that Ottawa is a creative city, rich in heritage, unique in identity. However, many residents, and certainly visitors, usually point to national cultural institutions and to Ottawa s place as Canada s capital. Yet throughout the newly amalgamated city are a wealth of local facilities and resources including four City-owned museums, a City Archives, six non-profit museums and archives that the City funds, 88 heritage resources such as buildings, bridges and gates that the City owns, many rural and urban heritage events, archaeological sites as well several heritage locations whose potential is not yet realized. The Heritage Plan addresses all of these local facilities and resources that together provide citizens and tourists with a range of unique cultural and educational experiences and opportunities. 1.3 Structure of the Heritage Plan This Plan is organized into two chapters, the Introduction and Strategic Directions. Information about the current situation, challenges, new facilities, policy statements and actions is included in the chapter on April 2003 Page 3

94 Heritage Plan Strategic Directions. The document is organized by strategic direction, rather than by function, so it is necessary to look in several places to find all references each aspect of heritage. The City Archives, for example is mentioned under Identify, Collect and Preserve, Research, Interpret and Promote, and Build Capacity. 1.4 Ottawa s Growth Management Plans The Arts and Heritage Plan has been prepared within the broader context of the Ottawa 20/20 initiative, a two-year planning process that will prepare the City to better manage the growth and change that it will experience over the next 20 years. The goal of the Ottawa 20/20 initiative is sustainable development. The basic premise of sustainable development is that social, cultural, environmental and economic issues must be kept in balance if the city is to grow in a way that serves its residents while being responsible to future generations, both locally and globally. It is a small-steps process and a cultural change for both the City administration and Ottawa residents. The Arts and Heritage Plan is one of five growth management plans to be introduced in the spring of Taken together, the five growth management plans provide long-term strategic direction and form a comprehensive blueprint for the future of Ottawa and its communities. The development of each growth management plan has been associated with a consultation process, during which public comments were gathered as a basis for refining the plan. The five plans complement each other and will work together towards the same goals. The linkages and relationships between them are clearly identified in each plan and in the Wrap-Up Report. Besides the Arts and Heritage Plan, the City s growth management plans are: The Official Plan Focuses on the land use, community design, transportation and infrastructure policies necessary to direct the physical development of the city. Human Services Plan Focuses on the provision of community services, such as health, recreation, social services, arts and heritage, libraries, housing and emergency protection. It is supported by the Affordable Housing Strategy, the Community Infrastructure Plan, the Talent Plan and other human services plans. Economic Strategy Includes plans for key Ottawa business markets: the export sector, the local market and the rural sector. Page 4 April 2003

95 Heritage Plan Environmental Strategy focuses on the responsible management of all aspects of the City s environment. It will set the direction and establish a comprehensive approach to create sound environmental management in City practices and policies. There will also be a Corporate Strategic Plan that provides a coherent administrative framework for implementing the Ottawa 20/20 initiative and its associated growth management plans. The Corporate Strategic Plan will be released after completion of the other growth management plans. 1.5 Supporting Plans Several supporting plans will be developed in coming years to provide more specific direction on important issues than is desirable in the Heritage Plan itself. The Official Plan is a complementary plan in that heritage issues that are also land use issues are detailed in the Official Plan. To date, proposed supporting plans include: Museums Strategy To be conducted in 2003, the Museums Strategy will recommend means to achieve the City s objectives in terms of the presentation of local heritage through museums and develop a model for a local museums network. Marketing Plan To be conducted in 2003, the Marketing Plan will address cultural heritage tourism and recommend specific approaches to marketing and publicity for heritage programs, events and facilities. Master Plans A number of site-specific plans are required to clarify the long-term vision, mandate, governance, programs, human resources, capital and operating budgets, and funding sources. In some cases, plans were drafted years ago but the resources were never allocated by Council so the work was never completed; existing plans need to be revisited, the vision reconfirmed, current costing estimated and funds allocated. Feasibility Studies Once the overall strategy has been accepted, feasibility studies are required for all proposed heritage facilities and for major restoration projects at existing facilities. Feasibility studies will address issues such as: vision, mandate, governance, architectural concept, programs, human resources, capital and operating budgets, and funding sources. Collections and Documentation Plans Collections Plans are required for each museum. The City Archives must develop an Institutional Documentation Plan for civic government records, and Community Documentation Plans for the numerous communities that make up Ottawa. These plans will encourage a proactive approach to collecting by detailing acquisition criteria and identifying gaps in collections. April 2003 Page 5

96 Heritage Plan Fundraising Strategy Collectively, the City and its partners must identify and tap into new sources of funding that may be directed towards local heritage facilities, programs and events, including other levels of government, foundations, corporations, individuals, and earned revenue. Disaster Preparedness and Recovery Plans Whether managed by the City or the community, collections are subject to potential loss due to a variety of threats. Plans must be prepared or renewed to mitigate those losses. 1.6 The Guiding Principles In the spring of 2002, Ottawa conducted a series of public consultations designed to help establish the principles that would guide the city s growth. The Charting a Course consultations produced seven guiding principles that were endorsed by City Council in June 2002 and have become the backbone of the Ottawa 20/20 initiative. This set of principles has guided the preparation of all five growth management plans within the City of Ottawa and will also guide the municipality s day-to-day decision-making in the long-term. The seven principles and accompanying objectives are equally important and must be balanced when making decisions. The goal is one of sustainable development: to accommodate growth and change without undermining the environmental or social systems on which we depend. Thus, social, cultural, environmental and economic issues must be kept in balance to make a liveable, prosperous city. The principles are: A Caring and Inclusive City universal access to adequate income, food, clothing, transportation, health services and recreation; safety and security; equal opportunity to fully participate in community life; respect for cultural and social diversity; access to services that are responsive to special and differing needs. A Creative City, Rich in Heritage, Unique in Identity being proud of what we have and who we are both as the nation s capital and as a city with a particular history; a vibrant downtown, local arts and heritage; community vitality, creativity and innovation; culture that is present in all the city s communities; a distinct rural countryside. Green and Environmentally-Sensitive City preserving and enhancing natural habitats, urban woodlands and rural forests, and the network of green spaces; developments that respect the environment and use land wisely; a focus on walking, cycling and transit; improving the quality of the air, water and soil; and protecting natural resources and agricultural lands. Page 6 April 2003

97 Heritage Plan A City of Distinct, Liveable Communities communities with identity; communities that have a variety of housing choices, employment, parks, services and facilities accessible by walking, cycling or transit; communities that are accessible to the disabled. An Innovative City where prosperity is shared among all creating a critical mass of knowledge and experience that attracts venture capital and talent and spins off new companies; a supportive environment for the creation of strong local businesses and a strong rural economy; connecting people to opportunities. Responsible and Responsive City accountability, conducting on-going strategic monitoring and making appropriate adjustments; fiscal responsibility meaning the City makes efficient use of its infrastructure and resources; an open and participatory process that is welcoming and easy for everyone to participate in; partnerships with other levels of government, the private sector and community-based organizations; public education to raise awareness and understanding of key issues and choices. A Healthy and Active City communities that are designed in ways that promote the health of all residents; a focus on prevention by getting people to participate in physical activities; the provision of parklands, recreational pathways, beaches, playgrounds, arenas, swimming pools, and gymnasiums; a clean and safe water supply; treatment of stormwater; and the safety of contaminated soils/sites. 1.7 How the Guiding Principles are Addressed in the Heritage Plan Each of the five growth management plans addresses the guiding principles from its unique perspective. The Heritage Plan addresses the principles from a heritage perspective. The following points outline how the Heritage Plan responds to each principle. As noted above, one principle overtly applies to heritage. However, the commitment to heritage preservation, presentation and promotion also relates to other principles in policy and practical terms and in overlapping ways. Here are some crucial considerations and possibilities that also serve as a preliminary introduction to the plan s policies and actions. A Caring and Inclusive City Heritage events, programs and facilities encourage participation by the city s entire and diverse population. The City and its community partners will continue to develop initiatives that target the educational and cultural needs of specific groups and constituents. April 2003 Page 7

98 Heritage Plan The City and its partners will continue to work towards the identification and removal of barriers faced by persons with disabilities in heritage facilities. Heritage organizations and facilities serve as forums and meeting places for citizen engagement and discourse. The City and its partners will develop strategies to foster the engagement of migrants and immigrants to Ottawa in local heritage. Heritage operations will be committed to cultural diversity in their staffing practices. Heritage programs and facilities will measure and recognize the significant contributions of volunteers. A Creative City, Rich in Heritage, Unique in Identity By fostering citizen engagement and increasing available resources, the City and its community partners will have the capacity to effectively collect, preserve, research and present Ottawa s rich history and heritage. Supporting the City Archives program and initiatives, and investing in a state of the art archival storage facility, ensures the long-term preservation and presentation of Ottawa s rich urban and rural documentary heritage. Strengthening and expanding the network of City and community museums, historic sites, programs and events will provide critical collection, preservation and interpretation functions essential to preserving local heritage and identity. The designation, preservation and commemoration of built heritage, natural heritage, burial grounds and cemeteries, archaeological resources, cultural heritage landscapes, and streetscapes reinforce Ottawa s sense of place. Heritage research and innovative interpretive and educational programs foster creativity by supporting artists, local historians, community-based heritage projects and performances. A Green and Environmentally Sensitive City Natural heritage conservation will be linked to the care of cultural heritage landscapes and to the maintenance and development of green spaces. Heritage facilities and properties add to the network of green spaces. Page 8 April 2003

99 Heritage Plan Walking and bicycle trails and public transit routes to heritage events and facilities will be developed. Encouraging the reuse of heritage properties rather than new construction reduces the amount of building materials sent to local landfills. A City of Distinct, Livable Communities The preservation and presentation of local cultural and natural heritage is recognized as one of the fundamental strategies to maintain a city of distinct, attractive and livable communities. Communities themselves are the sources and sites of heritage programs as evidenced in their streetscapes, built environment, natural heritage, sacred spaces and green areas. Heritage programs and facilities will work more effectively with local schools, health centres, social agencies and community organizations. Through such means as community design plans and complete communities initiatives, the City will strive to ensure that all areas, wards and neighbourhoods have adequate facilities or venues to accommodate and showcase local heritage. An Innovative City Where Prosperity is Shared Among All A healthy heritage infrastructure contributes to creating an environment that attracts businesses and workers to Ottawa. Heritage preservation and presentation is a key component of the city s tourism strategy and other economic initiatives. An understanding of heritage and history acquired through exposure to heritage programming provides an appreciation of the role and importance of invention and innovation. A Healthy, Active City Heritage sites, programming and events encourage walking and other physical activity. Heritage facilities and sites and public libraries provide healthy and creative environments for specific groups, such as seniors, children and the disabled. April 2003 Page 9

100 Heritage Plan A Responsible and Responsive City Heritage activities operate through a collaborative network of programs and facilities throughout the city. The Plan calls for the delivery of heritage activities in partnership with other levels of government, community-based organizations, and the private sector. The City conducts public consultations and supports a Heritage Advisory Committee and a Local Architectural Conservation Advisory Committee to provide for citizen input on its policies, plans and practices. Easy and affordable access to facilities and sites is a priority. All programs and facilities are fiscally accountable and subject to regular review and evaluation to assess cost effectiveness and their value to citizens. 1.8 The Challenge Ahead The Heritage Plan was developed through a lengthy series of public consultations, interviews, an environmental scan, research into best practices and through an initial review of current heritage services, facilities and programs. The principal contributor was a Working Group that consisted of a diverse group of citizens. The Council of Heritage Organizations of Ottawa/ Conseil des organismes du patrimoine d Ottawa (CHOO/COPO) was also consulted as was the City s Heritage Advisory Committee (HAC), members of the Local Architectural Conservation Advisory Committee (LACAC), as well as many individuals with long-standing involvement in heritage activities and other community organizations. The Ottawa 20/20 process also held consultations that included significant input about heritage. It is very clear that people care about heritage. Long-time residents, such as seniors, voiced fears about losing their community identity, while more recent residents expressed the desire to understand the history of their new community. Other residents, including newcomers, spoke about the need to make heritage programs and places more accessible. They expressed interest in documenting their contributions to the development of Ottawa as a culturally diverse community. Together these voices are an expression of Ottawa s dramatically changing demographics. Page 10 April 2003

101 Heritage Plan The Quest for Community A particular challenge then for heritage facilities and activities is also a challenge faced by other City services and programs. There is a need to encourage and facilitate a sense of community while at the same time respect increasing diversity. This is a complex task but also a civic responsibility. Despite their best of efforts at planning, it can often be elusive as cities continue to grow. The words of Lucy Lippard, whose work has been at the forefront of many significant community-based arts and heritage projects, may serve to further explain and meet this challenge: Community doesn't mean understanding everything about everybody and resolving all the differences; it means knowing how to work within differences as they change and evolve. 1 Since 1996, 39 percent of the city s population growth has been through immigration. Although Ottawa s population is still predominantly Canadian, or of European ancestry, recent growth has been through immigration from countries as disparate as China, Somalia, India, Lebanon, Iran and Vietnam. Heritage programs and events need to be aware of these changing demographics and ensure their continued relevance to a more culturally diverse community. Preserving, displaying and interpreting heritage is one way of giving form and meaning to community. It is the City Archives and its partners that care for the city s documentary heritage. It is museums like the Billings Estate Museum and the proposed Gammon House, a worker s home, which together show what community was like in another era. It is the city s Francophone history and the many heritage events such as Bytown Days and Doors Open Ottawa. It is the Osgoode Township Museum and other rural community museums run by volunteers. It is Ottawa s archaeological sites and cemeteries that tell stories about the legacies of various individuals and communities. Urban and architectural historian Dolores Hayden puts it this way: The urban landscape is not a text to be read, but a repository of environmental memory far richer than any verbal codes. An evocative public program using multiple sites in the urban landscape itself, can build upon place memory in all of its complexity, to bring local history, buildings and natural features to urban audiences with a new immediacy as part of daily life. 2 Her observations also apply to the rural dimension of Ottawa. Just as heritage is tied to the idea of community it is also a form of social capital. This asset is generally defined as networks, alliances or trust relations to enable cooperation for mutual benefit. A heritage group 1 Lucy Leppard. The Lure of the Local. New York: New Press, 1997, p Dolores Hayden. The Power of Place: Urban Landscapes as Public History. Cambridge/MIT Press, 1996, pp April 2003 Page 11

102 Heritage Plan or facility requires social capital to function organizationally but it is also a site for creation, learning and community-building. Social capital is thus the glue that binds communities and as such has significant ramifications for planning and policy making pertaining to heritage and other sectors and resources. Therefore, the Heritage Plan reflects the importance of both community and social capital in its analysis, strategies, policy statements and actions Heritage Trends The Plan also recognizes that there are trends within the heritage sector itself that must be addressed and in some cases incorporated. Some trends also speak to issues of community, to matters of social capital. First, and consistent with Ottawa s intentions, many cities, large and small, are taking greater responsibility for heritage. Amalgamations are a factor along with declining provincial or federal responsibility as the case may be. The heritage community is responding in many ways, evidenced, for example, by the workshop Municipal Primer, held at the 2002 Conference of the Ontario Museums Association, which was about working more effectively with municipal governments. Second, museums and other heritage organizations and facilities are increasingly speaking the language of collaboration. Many have moved beyond statements of intent and are seeking out or have established various kinds of partnerships within and beyond the heritage sector. These are more than cooperative ventures, such as travelling exhibitions, which are a long-standing practice. Collaborations are often comprehensive and multiyear and they may involve many community partners, government, non-profit or the private sector. They apply to many areas, such as documentation, conservation, public programs, education and cultural tourism. A local example is the collaboration between the Ottawa Public Library and the City Archives. Third, new technologies and technological applications continue to hold great sway in the heritage sector. Yet the extent to which museums and other heritage organizations have actually technologized is open to question. There are certainly sources of support, such as the Canadian Heritage Information Network (CHIN), and many large institutions are digitizing their collections and making substantial use of interactive media in their displays and web-based programs. But the impact on small and mid-sized organizations is considerably less, owing to labour costs, such as software design and web expertise and operations. Fourth, exhibitions and displays are becoming less collections-based and more theme-driven. Many heritage professionals, including curators, attribute this shift to technological changes and opportunities and Page 12 April 2003

103 Heritage Plan to the view that visitors want more multi-sensory and relevant experiences. Yet for many museums and other heritage facilities financial constraints are often a factor in making the shift. Finally, it appears nevertheless that heritage and heritage activities are still publicly perceived in traditional terms. As innovative as heritage programming has become, it is as the custodians of heritage and experts in the field that heritage organizations are viewed. Ottawa s museums are the most visited facilities, next to public libraries, and are considered to be trustworthy sources of information. A separate technical report has been prepared that documents these trends in considerable detail. 1.9 The Case for Heritage Planning Investing in heritage is fiscally sound and community wise. A city that cares about its citizens is a city that nurtures its cultural assets, realizes their economic potential, and supports the creative aspirations of its population. Substantial financial and human investment have significant economic impact, establish public trust, help a city become an intelligent community and result in civic pride and promotion Economic Impact Investment in arts and heritage has a multiplier effect. Cultural activities, such as blockbuster exhibitions and community-wide heritage events, generate significant spending on goods and services throughout a city. The impact on hotels, restaurants and retail business is considerable and consumers are both residents and tourists. Countless studies have demonstrated the dollars generated in selected cities across North America and Europe. Canadian cities such as Québec, Victoria and Halifax have successfully capitalized on their rich history and heritage. Museums have become an important component of downtown revitalization efforts internationally. With hundreds of thousands of visitors annually, museums contribute enormously to local economies. In Ottawa, museums draw 4 million visitors a year; tourism generates approximately $1 billion in economic activity in the region, and accounts for 20,000 jobs. 3 Museums can become national and international attractions; they also attract suburban and regional audiences. Eighty percent of the 6 million annual visitors to Ottawa are Canadian and 60 percent of those are from Ontario. The number of repeat visitors is very high, suggesting that a strong local history museum or Heritage Gateway would become a destination. 3 Ottawa Tourism and Convention Authority. April 2003 Page 13

104 Heritage Plan Heritage properties have particular economic impact as demonstrated by the recent efforts of many cities that have encouraged or spearheaded the renovation of historic buildings and areas. Historic resources may be considered a means rather than an end. Historic preservation is a vehicle to achieve a wide range of important goals: economic development, downtown revitalization, neighbourhood reinvestment, tourism attraction and community building. Investing in heritage properties and facilities makes them attractive for public and private partnerships and for wider community use. Heritage properties and areas yield specific economic benefit but all arts and heritage facilities, historic buildings, as well as parkland and other public spaces have great value in themselves as real estate. Economic upheavals, such as the current and dramatic stock market decline, consistently demonstrate that tangible assets maintain the greatest value over time. As cities continue to grow, land and buildings will become even more valuable and their usage more contentious. It is, therefore, in a city s strategic and financial interest to have appreciating property assets and these include heritage buildings, facilities and open spaces Public Trust and Stewardship Heritage buildings, facilities and collections can provide a city with substantial financial assets yet they ultimately belong to the public. They help tell us where we came from and who we are thus providing citizens with a sense of place and continuity. Some of Ottawa s heritage resources are also significant environmental and recreational resources. The lands surrounding heritage properties provide valuable greenspace and make Ottawa a more livable city. The City, therefore, has a responsibility to engage in stewardship and invest in heritage as an expression of the public s trust. This applies to the maintenance of buildings and public spaces, to the support of programs and facilities and to the custodianship of its holdings. And in situations when it is advantageous to lease, develop or sell assets it must be in the public interest and the particular programs or organizations in question should not be compromised. The City owns four museums and the City Archives, for which it has two fundamental public trust responsibilities: stewardship and public service. The City has a responsibility to acquire, document and conserve its collections in accordance with professional standards for the benefit of the public today, and for future generations. The City also has a responsibility to provide access to these collections, both intellectual and physical, to provide opportunities for citizens to learn from them. 4 4 Canadian Museums Association. Ethics Guidelines, Page 14 April 2003

105 Heritage Plan The City will work in partnership with individuals and local heritage organizations to facilitate and enable the development of community-based initiatives by providing advice, guidance and financial support. This responsibility extends to community archives, museums and historic sites The Intelligent and Competitive Community For a city to be a desirable destination for living, working and visiting, it must have optimal amenities and services in every sector, including arts and heritage. Only when all are present can a city truly be an intelligent community, as writer Peter Katz emphasizes. 5 Ottawa is blessed with a number of national cultural institutions and organizations that contribute significantly to the cultural life of the city. However, their mandate is national, not local, and the local should not be neglected. A recent study by the Canada West Foundation confirms the vital contribution and importance of culture to community life and what people expect of a city. For example, urban centres with enhanced cultural amenities attract more skilled workers and capital, and their citizens enjoy greater health and well-being. There is enhanced community affiliation and social cohesion and an understanding that arts and heritage contribute to the revitalization of urban life. The arts and heritage contribute to a city s overall liveability and compensate for perceived or actual weaknesses in the quality of place. 6 Recognizing the value of culture in human and community terms also underscores other attributes of heritage and heritage resources including: Their intrinsic value Their capacity for encouraging citizen engagement and celebration Their capacity for working with other community service providers, such as libraries and social agencies Their capacity for developing educational linkages with schools, daycares and other learning environments Their capacity for bridging generations and cultures 5 Peter Katz. "The 70 Percent Place." Government Technology. May 2000, pp. 8-9, Jason J. Azmier, Culture and Economic Competitiveness: An Emerging Role for the Arts in Canada: A Western Cities Project Discussion Paper. Canada West Foundation, March April 2003 Page 15

106 Heritage Plan Pride and Promotion Local investment in arts and heritage enables citizens to have a sense of pride and confidence in their city. Any city, large or small, is recognized not only by what facilities and institutions it has but what it does with these resources. This was certainly the case with Doors Open Ottawa which in its first year attracted over 60,000 visits. In Ottawa s case, residents and visitors will understandably also point to the presence of national institutions. But as prominent as they are, none are appropriate to communicate or present the city s heritage. It is the visibility and support of local museums, archives and heritage programs that ultimately instil a sense of pride and connection to place Heritage Framework What is Heritage? The Heritage Plan Working Group understands that heritage is a legacy inherited from the past, valued in the present, which it helps interpret, and safeguarded for the future, which it helps shape. It provides a collective identity, a sense of the common good, and defines individual and community ways of life, values and beliefs. Natural and cultural heritage take many tangible (built heritage, cemeteries, garbage dumps, middens, places, spaces, geology, landscapes, gardens, plants, written records, music, dance, arts, literature, artifact collections, food, clothing...) and intangible forms (experiences, oral tradition, customs and stories, spirituality ). Heritage brings people together in collectives and organizations to be imagined, constructed and expressed in many ways, a reflection of a community to itself and to visitors, through books, festivals, events, exhibitions, etc. Heritage is also a cultural industry that requires public policy and legislation, enterprise, innovation, and communication Vision Ottawa s sense of place is defined by local heritage as well as by its identity as the nation s capital. Preservation, presentation and promotion of local heritage promote local identity, civic pride, and citizen engagement, and contribute to Ottawa being a liveable, sustainable and vibrant city. The appreciation of local heritage reinforces Ottawa s perception of itself as a city of villages, distinct neighbourhoods and rural enclaves. Heritage also has the potential to address community development, contribute to social cohesion, foster an understanding of cultural diversity, and provide a sense of belonging for all. Page 16 April 2003

107 Heritage Plan In 2020 Ottawans will appreciate the significance of local heritage. Young and old alike, whether Ottawa-born or newcomers to the city, will learn about and value local heritage. Visitors to Ottawa will see the city as more than the nation s capital, as a vibrant city with a distinct local identity. The City of Ottawa Archives will have a permanent home, with adequate space and necessary environmental controls. A network of institutional and corporate archives will assist the City in preserving Ottawa s documentary heritage. Ottawa s Heritage Gateway and Preservation Centre will be established and flourish as focal points for heritage preservation and interpretation for residents and tourists. Ottawa s museum network will foster a collaborative environment for the preservation and interpretation of local heritage. Significant heritage resources will be preserved and promoted effectively for the benefit of residents and tourists. Ottawa s heritage organizations will have the strength and stability to realize their goals. Ottawa s heritage sector will be recognized as contributing significantly to the economic, environmental, social and cultural life of the city Interpretation and Implementation of the Heritage Plan Role of the City and the Community in Implementation Heritage stewardship is a dynamic process that acknowledges that each generation has a responsibility to care for non-renewable heritage resources and hand them on intact to future generations. It benefits both present and future generations. The community expects that the City will be the principal steward of Ottawa s history and heritage, meaning that: Heritage preservation, presentation and promotion is a core municipal function. The City will lead by example in the preservation, presentation and promotion of local heritage. April 2003 Page 17

108 Heritage Plan The City will foster the development of the local heritage sector through the creation of policy and legislation, the provision of advice, funding and facilities, the protection of resources, demonstration of best practices, and program delivery. The City is responsible to the people of Ottawa and works in partnership with individuals, entrepreneurs, local heritage organizations and businesses facilitating and enabling the development of community-based initiatives. There is a large and diverse group of community-based heritage organizations, including the Council of Heritage Organizations of Ottawa / Conseil des organismes du patrimoine d Ottawa (CHOO/COPO), Consortium Expomédiatour, advisory committees and boards, community museums and archives, Friends groups, cultural heritage organizations, historical, archaeological and genealogical societies, thematic organizations such as the Ottawa Workers Heritage and Poets Pathway Committees, and Heritage Ottawa. Collectively, these organizations preserve, present and promote local heritage through museums and archives and related programming, such as exhibitions, virtual productions, educational programs, public events, walking tours, and publications. They are responsible to their members and accountable to their supporters and clients. In many cases, the City of Ottawa numbers among their supporters. Non-profit heritage organizations provide a collective voice to community members, who have the right and capacity to challenge public policies, programs and legislation, and to advocate for understanding and change. However, the vast majority of heritage resources (family homes / businesses / heirlooms / personal collections / knowledge / traditions) rest with individual community members, who are committed to their preservation and transmission within their families and communities. The broader community also includes other levels of government, a wide range of organizations and the business sector. The City and the Community recognize that there are areas of mutual interest and benefit as well as spheres in which each operates independently. The City and the Community recognize that the sharing of ideas, perspectives and experiences is essential to the development of public policy and legislation and the establishment of priorities for heritage preservation, presentation and promotion. Dialogue between the two will be open, respectful and cooperative Approval The Ottawa 20/20 plans lay out the guiding principles, strategic directions and related policies that will be followed by the City over time. Approval of a plan denotes approval in principle. When Council approves a growth management plan, it endorses the strategic direction and related policies of the plans but specific actions must be approved on an individual basis and will be subject to budgeting and program availability. Moreover, it is important to realize that because many of the commitments made in the Page 18 April 2003

109 Heritage Plan Heritage Plan can only be implemented with the co-operation of a wide variety of actors outside the municipal administration, Plan commitments should not be interpreted as being specifically or solely the responsibility of the City to provide, finance or otherwise implement Policy Statements and Actions The strategic directions in this Plan are linked to policy statements and proposed actions that will be used to guide annual work plans subject to Council approval. The use of the word will in this Plan indicates a commitment to action on the part of the City but should not be construed as a commitment to proceed with all of these undertakings immediately. These commitments will be undertaken in a phased manner, as determined by Council, and subject to budgeting and program availability. The Plan identifies actions as urgent, high or medium priority, and indicates whether they are intended to be initiated in the short-term (1-2 years), medium-term (3-5 years), or long-term (10 years or more). Some high priority actions may not be initiated for years, and some medium priority actions may be initiated sooner, subject to available resources Performance Measures There are several professionally recognized performance measures for heritage that are particularly applicable to the plan such as those outlined in the provincial government s museum standards and the Ontario Heritage Act. However, there has been no comprehensive quantitative or qualitative evaluation of heritage services currently provided by the City of Ottawa, or its community partners, and no public survey of local heritage-related needs. The performance measures outlined below are therefore an initial and necessary set of indicators. As evaluation becomes more the norm, and as targets are set, more specific measures will be introduced. Additional performance measures are included under each strategic direction below. For the purposes of the City s annual Report Card, the Heritage Plan has identified the following three performance measures as being key underlying indicators: Our capacity to preserve, present and promote community heritage is improved (measured by the presence or absence of the necessary policies, plans, funding, facilities and programs). The loss of community heritage is minimized (measured by what was successfully saved over the year versus what was lost). April 2003 Page 19

110 Heritage Plan Public support and participation in heritage programs is increasing (measured by voluntarism, donation levels, engagement of various cultural groups and attendance at all heritage facilities, museums and heritage events) Review and Update This Plan is seen as an important first step in identifying heritage strategies and actions. However, the Plan must be reviewed and updated in 5 years in order to remain relevant and useful. Page 20 April 2003

111 Heritage Plan Chapter 2 Strategic Directions The commitment to concepts and principles and a blueprint for action require attention to resource realities and specific direction. Here are three fundamental strategic directions and associated strategies that are the essentials of the Heritage Plan and that bear upon the detailed contents which follow: Identify, Collect and Preserve Collect and preserve Ottawa s rich documentary and material heritage. Identify and protect archaeological and built heritage resources, and cultural heritage landscapes, streetscapes, cemeteries and burial grounds, public and symbolic civic places. Research, Interpret and Promote Increase knowledge and convey information about local history and heritage to a large, diversified community through a variety of means Promote local heritage assets and programming as a part of the city s marketing and tourism strategies Build Capacity Foster citizen participation and engagement in local heritage preservation and interpretation. Provide adequate financial, human and other resources to effectively collect, preserve, research and interpret Ottawa s rich history and heritage. 2.1 Identify, Collect and Preserve Identification, collection and preservation of Ottawa s documentary and material history, built heritage, archaeological resources, cultural heritage landscapes, cemeteries and burial grounds, are core heritage functions. Documentary records, including civic government, corporate and organizational records, personal papers, diaries and letters, rare books, maps and plans, documentary art, microfilms, films, photographs, and oral recordings are primary sources that are used to research and interpret local history. Material history objects, or artifacts, are tangible evidence of times past. As well as serving as reminders of where we have come from as a society, museum and archival collections provide inspiration for future April 2003 Page 21

112 Heritage Plan creation and innovation. Designation and preservation of cultural heritage resources such as buildings, structures, sites, archaeological resources, rural and urban cultural heritage landscapes, areas and environments protect Ottawa s unique heritage environment and are discussed in some detail in the Official Plan but are also addressed in the Heritage Plan Collect and Preserve Ottawa s Rich Documentary and Material Heritage Current Situation The City owns the City Archives, and four municipal museums with collection and preservation mandates, and provides core operational funding to an additional six community-based non-profit museums. They will be discussed individually because the majority of the City s heritage-related financial and human resources are committed to these facilities, and a number of them face pressing concerns: City of Ottawa Archives Working in partnership with community-based archival and genealogical societies, the City Archives is a foundation for local heritage preservation and programming. The City Archives identifies, acquires, organizes, preserves, describes and makes publicly accessible textual and electronic civic government records, rare books, historical publications, maps, plans, microfilms, films, photographs, postcards, documentary art, and corporate memorabilia. These materials provide the best evidence of municipal functions, business transactions, acquired assets and rights, and civic accomplishments, or contain information that may be used for research purposes by the community at large. The City Archives encompasses the corporate records of the 12 former municipalities, the Ottawa Public Library, Police Services and OC Transpo. The City Archives also collects community-generated records and papers created by individuals and organizations that enhance our understanding of the history and evolution of Ottawa. Prior to amalgamation municipal archives were traditionally under-funded. Only three of the previous municipalities had an active archives program. The former City of Gloucester Archives and the Rideau Township Archives have been integrated into the new City of Ottawa Archives as satellite branches. However, the Gloucester Branch is not readily accessible to the public for research purposes and has inadequate storage facilities. With amalgamation, the City inherited 78,000 boxes of dormant corporate records that must be appraised and processed. Extensive plans must be developed to guide the acquisition process for both corporate and community records. Automated collections management, a conservation assessment and integrated disaster plan are required. Page 22 April 2003

113 Heritage Plan Following amalgamation, the City sold the building that houses the City Archives resulting in the need for the City Archives Main Branch to move from its temporary quarters in the old Ottawa City Hall at 111 Sussex Drive to another interim facility or a new permanent facility by the end of The current primary facility is too small to allow the City Archives to meet its city-wide mandate and provide adequate storage. In addition to storage at 111 Sussex, dormant and archival records and artifacts of the former municipalities are stored in a commercial records centre and at the Rideau and Gloucester branches, Diefenbunker, Ben Franklin Place, and a number of local museums. Preliminary planning for the new City Archives is underway. Requirements are being defined and potential locations identified. Archival holdings will be consolidated to provide adequate care and access to the collections and reduce the ongoing requirement for leased space. In order to meet its city-wide mandate and consolidate the majority of archival holdings, the new facility requires approximately 35,000 m 2 space, including: environmentally controlled storage that will allow consolidated holdings; office spaces that meet corporate standards; records processing space; basic conservation facilities; publicly accessible reference room; exhibition space; space for partner organizations and volunteers; and adequate parking. The new City Archives facility must allow for continued growth of the collection. There is also a need to conduct a study of the feasibility of raising funds within the community to complement the City s allocation towards the new facility. Although some archives within the city have developed educational materials, to date the City Archives has given interpretation little attention. No curriculum-based educational programs have been developed; the City Archives has no virtual presence; there is little public programming such as genealogy workshops or publications; and few public exhibitions have been developed. Corporate and Institutional Archives The work of the City Archives is complemented by many institutional and community-based archives maintained by businesses, educational institutions, churches and cultural organizations. These organizations provide valuable services to the community by preserving and making accessible their historical records to the public. Since these organizations face many of the same challenges as the City Archives and heritage organizations generally, the City has a role to play in encouraging and supporting them through appropriate means. None of these archives currently receive sustaining funding from the City. Ottawa Public Library The Ottawa Public Library, particularly through its Ottawa Room, is a key player in the collection, preservation and promotion of knowledge about local history and heritage. Since 1955, the Ottawa Public Library s Ottawa Room has been committed to the preservation of all published works, past and present on the history of Ottawa and the Ottawa valley. Four branches of the Ottawa Public Library are housed in buildings that predate 1935, and the Carp Branch boasts a reading heritage garden. The Ottawa Public April 2003 Page 23

114 Heritage Plan Library is dedicated to the collection, preservation and promotion of local literary heritage, with over 33 access points to its many collections in addition to public readings of local authors and local historians, and seminars of local interest. The Ottawa Public Library also offers expertise and convenient access to indispensable local resources across multiple media for the individual collection of genealogical information, and delivers programs in response to the growing interest in genealogy. There is potential for fruitful collaboration between the Ottawa Public Library, the City Archives, and City-owned Museums and well as community-based heritage organizations to improve public access to heritage resources. City-owned Museums The City owns four museums: Billings Estate Museum, Cumberland Heritage Village Museum, the Gloucester Museum and Pinhey s Point Historic Site. These museums are managed by the Museum Services Unit, Community Services Branch, People Services, and share three full-time and two part-time staff (Manager for Museums, Collections Officer, Education/Interpretation Officer, and a part-time Customer Service Clerk and Project Superintendent), as well as site-dedicated seasonal staff. Cumberland Heritage Village is currently managed under contract by Serco Facilities Management Inc. Billings Estate Museum The Billings Estate Museum interprets the social history of the Billings family from 1812 to 1975, the evolution of the Billings lands from 1812 to the present, and the settlement and development of Billings Bridge prior to its annexation by the City of Ottawa in The nearly 3.4-hectare site at 2100 Cabot Street includes the 1829 Billings main house, gatehouse, ice house, smokehouse and one of the city s oldest cemeteries. The collection, most of which is stored off-site at 172 Guigues Street, includes 3,500 artifacts, 3,500 books, 9,000 documents, and 4,000 archaeological specimens. Although this is the best of the storage facilities for city-owned collections, it does not have adequate environmental controls and is prone to severe temperature and humidity fluctuations. The estate was declared a National Historic Site in 1985 and has been designated as a heritage property under Part IV of the Ontario Heritage Act by the City of Ottawa. Portions of the collection have also been designated under the Canadian Cultural Property Export Review Board. Gloucester Museum Located at 4550 Bank Street in the South Gloucester Community Centre, the Gloucester Museum was founded by the Gloucester Historical Society in The City of Gloucester acquired the Gloucester Museum collections from the Gloucester Historical Society in December of The museum has a very small exhibition gallery on-site, which for the second year featured a photography exhibition. In the past, the museum also developed outreach exhibitions such as In Focus, 150 years in Gloucester. Page 24 April 2003

115 Heritage Plan Cumberland Heritage Village Museum Cumberland Heritage Village Museum, the 24-hectare bilingual living history museum east of Cumberland on Old Montreal Road, founded in 1976, explores Franco-Ontarian rural and village life in the lower Ottawa Valley between 1890 and The land has been designated under Part IV of the Ontario Heritage Act. The museum contains 27 buildings, including a one-room schoolhouse, a train station, a church, several 19 th century farmhouses, an operating sawmill, a picnic shelter, bandstand, and more than 25,000 artifacts. The collection focuses on changes brought about by industrialization, such as electricity, gas engines and tractors, cars and trucks. The collection is stored both on-site and at two off-site locations. The museum offers curriculum-based educational programs and seasonal special events and operates a facility rental program. Pinhey s Point Historic Site Pinhey s Point Historic Site, located at 270 Pinhey s Point Rd in the former Kanata, includes the Pinhey main house, historic barn, several outbuildings, extant ruins, and nearly 36 hectares of recreational and waterfront parklands. The City of Kanata acquired the property in 1990 from the Pinhey s Point Foundation. A Heritage Easement Agreement between the City and the Ontario Heritage Foundation ensures the heritage elements at the site are protected and preserved. Several studies have been commissioned over the years, but no clear vision has been confirmed, nor capital funds allocated. The site is open seasonally and offers tours, children s programs, special events and limited facility rentals. City-funded, Community-owned Museums In addition to the four museums that the City owns and operates, the City also provides funding to six nonprofit museums and archives. Their mandates, programs and facilities complement those of the City of Ottawa. Other museums in the city are also eligible for funding, but do not currently apply, or recently applied for project funding for the first time. Most museums are currently housed in rented facilities, although they have different rental arrangements. There is no consistency among museums in governance structures, funding structures, quality of exhibitions and programs, admission fees, etc. Bytown Museum The Bytown Museum, owned and operated by the Historical Society of Ottawa, opened in 1917 and was incorporated as a non-profit organization in June of Now located in the federally-owned former commissariat building at the Ottawa Locks, the focus of the museum is Lt. Colonel John By, the builder of the Rideau Canal, and the growth and development of Bytown and the City of Ottawa. The collection of 14,560 artifacts includes items of historic significance to Lt. Colonel By, to the development of Bytown and early Ottawa. The museum has a collection of art and an important archival collection of approximately April 2003 Page 25

116 Heritage Plan 10,000-12,000 items, the majority of which is stored off-site in a rented facility. The archival collection is being transferred to the City. Diefenbunker, Canada s Cold War Museum The four-storey underground bunker built on the Carp Road during the Cold War to house Canada s government in the event of a nuclear attack has found new life as Diefenbunker, Canada s Cold War Museum. The City of Ottawa owns the property, but the bunker and surrounding land belongs to the museum corporation. A National Historic Site, the most important surviving Cold War site in Canada, the Diefenbunker opened as a museum in June The museum has a small collection of artifacts, the most significant of which is the bunker itself. Goulbourn Township Museum The Goulbourn Township Museum, located in the former Township Hall at 2064 Huntley Road in Stittsville, was established in 1990 by the Goulbourn Township Historical Society. The museum has approximately 3,500 artifacts, 1,000 photographs, original documents, tax collector s roll, and birth, death and marriage registers. Nepean Museum The Nepean Museum, in a City-owned building at 16 Rowley Avenue, established in 1983, is owned and operated by Nepean Museum Incorporated. The museum features a permanent exhibition about the history of Nepean, highlighting a small portion of its collection of 20,000 artifacts, and temporary exhibitions that change every two months. The museum offers courses for adults and children, outreach programs, educational kits, collection tours, and advice on artifacts. Osgoode Township Historical Society and Museum Founded in 1972, the Osgoode Township Historical Society and Museum is located in a city-owned building in the Village of Vernon at 7814 Lawrence Street. The extensive collection of artifacts and archives reflects many aspects of rural life in the former Township. The Historical Society and Museum offers a range of programs, including special events such as Heritage Day, Pioneer Day, public lectures and more than 100 publications, and is in the process of developing educational programs. Research and acquisition of relevant artifacts and archival materials are significant ongoing activities. Watson s Mill Built on the Rideau River at Manotick in 1860, Watson s Mill, is a 19th century working gristmill owned by the Rideau Valley Conservation Authority (RVCA) and managed by Watson's Mill Manotick Inc. (WMMI), a non-profit group established in Interpretation focuses on the mill, its equipment and Page 26 April 2003

117 Heritage Plan operations, and the stories of the people who established it. Many community events take place in and around the mill, including a market, Dickinson's Days, Old Fashioned Christmas, and fundraising events Challenges Faced by Local Museums For several years limited resources have been available to municipal museums. Following amalgamation, the new City did not allocate adequate human or financial resources to its museums to maintain the heritage properties, preserve the artifact collections, or interpret them to minimal professional standards. The current list of outstanding building repairs indicates that Real Property Asset Management (RPAM) life cycle budgets are inadequate to maintain heritage buildings that house museums. Museums lack clear vision, goals and objectives. Each museum has a different relationship to the community, through an Advisory Board, Friends, Historical Society, or Foundation. Of the four museums, only Cumberland has the governance structure needed to qualify for a small provincial Community Museum Operating Grant. The museums do not have a common Collections Policy, guidelines and procedures, or follow professional standards and practices in acquisition, documentation, care, use, loans and disposition. Some important artifact collections are held by local heritage organizations, while others are in national institutions. No institution currently has a city-wide mandate for collection and preservation of artifacts, comparable to the City Archives broad collecting mandate. Integrated collections management software is urgently needed to manage collections. There is insufficient and inadequate storage for museum artifacts, and disaster recovery plans need to be reviewed or, in some cases, developed. The quality of exhibitions and programming varies considerably from site to site, and generally does not realize the sites potential to attract and engage volunteers and visitors. The museums have limited virtual presence. Few curriculum-based educational programs have been developed using museum holdings. Generally the potential for earned income has not been realized, and needs to be reviewed and a strategy developed. The museums need a plan to make the most effective use of the marketing dollars available to them. The Gloucester Museum suffers from unusually low attendance, lack of exhibition and programming space, and inadequate and unsuitable storage space that does not meet basic preservation standards. The museum is housed a non-purpose built facility that bears no relationship to the collection, its preservation or interpretation, and conducts little active programming. The Pinhey s Point Foundation is responsible for the preservation and interpretation of the collection at Pinhey s and requires professional curatorial advice and assistance. Household items, furniture and books relating to the Pinhey family are stored in the house year round without proper climate and pest control and security. The size of the collection is not known, nor is it insured. The home itself, the City s responsibility, is in urgent need of maintenance. The site has enormous potential but currently lacks a clear direction and April 2003 Page 27

118 Heritage Plan is under-utilized. Many activities are extremely weather-dependent, there is no contingency for outdoor events, and the interior space has not been well developed for programming. Because the site is out of the way, it requires a compelling vision and active programming to encourage visitation. Challenges at Cumberland include inadequate collections storage facilities. A recent flood in the off-site Tompkins facility seriously damaged much of the collection and underlines the urgent need for proper storage facilities. There are inadequate resources to effectively animate the buildings and site as a whole and to offer visitors interactive opportunities. Cumberland has engaged in various planning exercises but needs to review and update existing plans, to reach consensus concerning the vision for the site and its governance structure, and receive a significant allocation of funding to survive. The lack of public transportation to both Cumberland and Pinhey s presents challenges in terms of staffing, volunteer recruitment and visitation. Many of the issues faced by City-owned museums are also faced by non-profit museums. Although they house and maintain invaluable community assets, non-profit museums generally lack adequate storage space, collections management tools and disaster recovery plans. Non-profit museums generally have few professional staff and lack the resources required to develop curriculum-based educational programs and marketing materials. Some non-profit museums are finding volunteer recruitment and retention to be a challenge. Current volunteers have a wealth of knowledge and expertise that will be impossible to replace. There is a need for a thorough review of existing museums and the development of a number of new heritage facilities. A complete review was beyond the terms of reference for this plan and has been identified as an urgent priority and will be addressed in The City s Museum Services Unit clearly does not have adequate resources to meet its present mandate, let alone consider adopting an expanded citywide mandate, comparable to that of the City Archives. The introduction of comprehensive Collection Plans and an integrated, proactive collecting strategy is critical. These plans will ensure that valuable evidence of local history is preserved, not destroyed through deterioration, ignorance or neglect New Heritage Facilities This Plan identifies the need for two major new facilities: Ottawa s Heritage Gateway and the Preservation Centre. Both of these facilities are long-term projects which are meant to address gaps at the city-wide level. As 2005 is the 150 th Anniversary of Bytown s name change to Ottawa and its incorporation as a City, perhaps an appropriate legacy would be to initiate the Heritage Gateway. Page 28 April 2003

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