A R T S Culture HERITAGE
MASTER PLAN October 2002
Table of Contents
ARTS
ARTS Culture
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Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .I List of Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .II Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .III 1.0 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 1.1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 1.2 Project Rationale and Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 1.3 Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 1.4 Research Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 1.5 Project Scope and Limitations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 2.0 The Region of Waterloo: A Unique and Diversified Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 2.1 Development History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 2.2 Geography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 2.3 Corporate Entity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 2.4 Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 2.5 Ethnic Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 2.6 Local Cultural Heritage Activities and Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 2.7 Arts and Culture in a Two-Tier Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 3.0 The Importance and Impact of Cultural Heritage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 3.1 Value of Cultural Heritage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 3.2 Public Art and Beauty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 3.3 Loss of Heritage in the Suburban Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 3.4 Livable Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 3.5 Proposed Tourism Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 3.6 Economic Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 4.0 Integrating Cultural Heritage Planning with Municipal and Regional Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 4.1 Heritage Policy and Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 4.2 Heritage Programming and Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 4.3 Arts and Culture Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 4.4 Arts and Culture Programming and Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 4.5 Related Regional Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 5.0 Research Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 5.1 Needs and Gaps in Service Delivery, Programming, and Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 5.2 Common Themes and Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 5.3 Key Survey Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 6.0 Role of the Region of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 6.1 Statement of Intent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 6.2 Guiding Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 6.3 Fulfilling the Regional Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 7.0 Goals, Recommendations, and Implementation Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 7.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 7.2 Goals, Recommendations, and Implementation Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 7.3 Goals, Recommendations, and Strategies for Future Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
I
List of Appendices Appendix 1:
Research Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
Appendix 2:
Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
Appendix 3:
Advisory Committee Terms of Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Appendix 4:
List of Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Appendix 5
Sample Survey Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
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Appendix 6A & B: Region of Waterloo within Southern Ontario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 Appendix 7A:
Regional Density—c.1890 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
Appendix 7B:
Regional Density—1970 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
Appendix 7C:
Regional Density—2000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
Appendix 8:
Heritage Designated Properties in the Region of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
Appendix 9:
Natural Heritage in the Region of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
Appendix 10:
Built Heritage, Natural Heritage and History of the Region and Subregions of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Appendix 11A:
Selection of Cultural Heritage Facilities in the Region of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
Appendix 11B:
Selection of Cultural Heritage Facilities in the Region of Waterloo (detail) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45
Appendix 12:
Some Significant Dates in the Development of Cultural Heritage Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46
Appendix 13:
Summary of Findings from Interviews, Meetings, Community Consultations and Surveys . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47
Appendix 14:
Profile of Select Cultural Heritage Organizations in the Region of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48
Appendix 15:
Demographics of Survey Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51
Appendix 16:
Select Survey Responses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54
Appendix 17:
Economic Impact (Assessing the Local Economic Impact of the Arts: A Handbook, 1997) . . . . . . . . . . . . . . . . . . . . . . . . . . . .58
Appendix 18:
Region of Waterloo - Contributions to Arts, Culture and Heritage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59
Appendix 19:
Summary of Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60
Appendix 20:
Goals, Recommendations and Strategies for Future Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68
Appendix 21:
Community Services Committee Report P-01-069 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73
Appendix 22:
Summary of Township Resources and Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .74
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W
aterloo region, with its attractive natural features, rich ethnic diversity, vibrant countryside and rural communities, world class educational institutions, and thriving technology sector, is regarded by many as one of North American’s most livable communities. Yet to remain such a desirable place in which to live, work, play, and do business requires careful planing and attention to those one-of-a-kind features that best define the area and contribute to its overall vitality. Key, in this regard, are the region’s many arts, culture, and heritage assets which provide an important link to the past, help to contextualize the present, and offer insight on what the future may bring. Recognizing that arts, culture, and heritage are essential components of the community’s unique appeal, the Region has long played an active role in arts, culture and heritage programming and service delivery. Indeed, since its formation in 1973, the corporation has been an outspoken advocate and supporter of such activities and, at present, contributes approximatelt $3 million per year to local arts, culture, and heritage initiatives/organizations. This is on top of the roughly $14 million spent each year by the region’s seven area municipalities, including township spending for the delivery of rural library services. In an effort to maximize the social, environmental, and economic benefit of the community’s arts, culture, and heritage resources, Regional Council committed to the development of an Arts, Culture, and Heritage Master Plan (Plan). Completion of this Plan is consistent with the Corporate Strategic Plan and the Region’s Growth Management Strategy Initiative. As originally described in Community Services Committee Report P-01-069, this Plan is a strategic, action-oriented document that, among other things: • identifies the gaps in the current framework of arts, culture, and heritage service delivery; • identifies and defines projects and strategies by which the Region, alone or in partnership, can increase community support for region-wide arts, culture, and heritage endeavours; and • identifies and endeavours to foster and strengthen the partnerships required for the effective and efficient involvement of the Region in arts, culture, and heritage activity and programming.
To complete the necessary research and writing of this document, Regional Council retained the services of NetGain Partners Incorporated (NetGain), an arts, culture, and heritage consulting firm. Council also appointed a Project Advisory Committee (Advisory Committee) to help oversee the initiative and provide input and feedback on the exercise. Committee members were selected for their expertise and represented a broad cross-section of the arts, culture, and heritage community. Over a nine-month period commencing October 1, 2001, Regional staff, NetGain, and the Advisory Committee engaged in an extensive research and planning process which involved: • a detailed literature review; • a series of one-on-one interviews and focus groups; • two community consultation sessions attended by arts, culture, and heritage professionals; • a public forum or ‘town hall’ open to the community at large; • a public opinion and facility use survey; • attendance at relevant meetings; and • a review of the suggestions made by the Advisory Committee. This process generated a vast amount of information on the current state of arts, culture, and heritage programming and activity within the region. Perhaps the first finding was that the phrase “cultural heritage” is often used to describe all the tangible and intangible aspects of what are typically associated with the terms arts, culture, and heritage. Consequently, the words “arts, culture, and heritage” and “cultural heritage” are used interchangeably throughout this Plan. Also of note was a finding that confirmed what many had already suspected, that Waterloo Region is home to a tremendous diversity of cultural heritage attractions and assets which both compliment and reflect its healthy economy, unique geography, settlement history, and population. Indeed, both the urban and rural municipalities play host to a number of resources and events which contribute to thier unique characterand sense of place. This bodes well for the Region as it endeavours to better showcase and support those assets that already exist within the community.
On the other hand, research findings also unveiled a number of gaps, including a need for new and/or additional facilities and services. Among the more frequently cited needs and gaps were those listed in Table ES-A below.
Table ES-A Most Frequently Cited Needs and Gaps increased awareness of the importance of arts, culture, and heritage; improved marketing and promotion of existing activities and events, especially those for families and youth; better transportation and signage to cultural heritage sites and facilities; human resources, including volunteers, to work for and with cultural heritage organizations; and a clearly articulated and communicated identity for the region as a whole, one that highlights and celebrates the richness and diversity of its cultural heritage.
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The research also found there was a great deal of ambiguity within the community as to what the Region currently funds and supports. Primary research revealed that most people associate the Region with heritage activities but not with arts and culture. Very few of those interviewed, for example, knew that the Region administers the township libraries or provides grants to established arts groups or administers the township libraries which are funded by township residents. However, when prompted to identify what the Region could do to better support local cultural heritage initiatives, there was very little ambiguity. In fact, the majority of the responses were similar to those listed in Table ES-B.
Table ES-B Proposed Roles for the Region of Waterloo help organizations to work together more effectively; educate the public on the merits of cultural heritage initiatives; facilitate support for youth, senior, and multicultural projects; research, evaluate, and collect statistics and feedback on arts, culture and heritage activities; ensure policies are followed and enforced to protect heritage resources; provide stable and streamlined funding; help recognize, identify, and promote the cultural diversity that exists in the community; develop a region-wide marketing initiative for arts, culture, and heritage; address the long-term need for suitable and affordable accommodation; improve public transportation to and from arts, culture, and heritage destinations; assist arts, culture, and heritage organizations to improve their relationships with the media; provide a single source of arts, culture, and heritage information; and enter into partnerships to create more livable downtown areas.
By drawing from the research and building upon the existing cultural heritage policies and plans of the Region and area municipalities, the following Statement of Intent was developed. It is envisioned that this Statement will serve as starting point for Regional Council and staff to formulate a shared vision or mission with respect to the corporation’s delivery of cultural heritage services within the community.
5. Accessibility Maximize accessibility to arts, culture, and heritage opportunities and information. Recommendations and strategies for each of the goals in which it was proposed the Region take a lead role are presented below. Based on consultations with Regional staff, these strategies were organized into two categories, namely:
Arts, culture, and heritage initiatives make a significant contribution to the well-being and quality of life of the residents of Waterloo Region. They reflect and enhance the community’s unique identity and diversity, contribute to economic vitality, and shape future growth. Accordingly, the Region of Waterloo, alone or in partnership, will identify, protect, promote, and invest in existing resources; implement strategies to support existing and additional arts, culture, and heritage initiatives; and ensure their long-term prosperity and sustainability.
Year 1 Strategies: Strategies that could be implemented using existing staff and resources and/or would require new, but relatively small allocations of money. These strategies are either already in progress or could commence in the first year of the implementation phase of the Plan.
At the heart of this Plan are the goals, recommendations, and strategies proposed for implementation over the next five years. As can be seen on the pages that follow, the recommendations and strategies were categorized under the following goal areas. 1. Community Identity and Character Develop a stronger cultural heritage identity for the region, one that celebrates its diversity, the character of its multiple towns and cities and the differing traditions of their founders; its natural features; and the richness of its arts, culture and heritage assets. 2. Education and Awareness Build a stronger foundation for arts, culture, and heritage within the community. 3. Coordination and Partnership Formation Encourage a greater degree of collaboration across all sectors and disciplines. 4. Resources Support opportunities for the development and sustainability of existing arts, culture, and heritage organizations.
Year 2 - 5 Strategies: Strategies that are dependent on the allocation of additional resources and which could or should be implemented during years two through five. Most, if not all, of these strategies would require the addition of at least one full time staff member. A third set of recommendations and strategies also emerged from the exercise. However, they are not presented within the body of this Plan. Unlike those described above, the third set of recommendations and strategies would require, for effective implementation, the full and equal participation of several partners and community stakeholders and should not necessarily be lead by the Region. Hence it is difficult to estimate or specifically recommend when such strategies should be pursued. Given their importance, however, they are included in the appendicies and should be explored by the Cultural Heritage Advisory Committee proposed for establishment under Goal 3 of this Plan. This Cultural Heritage Advisory Committee should be established to co-ordinate municipal activities and funding, and to facilitate cooperation between area governments and organizations, and others interested and involved in cultural heritage.
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Goal 1: Community Identity and Character
Develop a stronger cultural heritage identify for the region, one that celebrates its diversity, the character of its multiple towns and cities, and the differing traditions of their founders; its natural features; and the richness of its arts, culture, and heritage assets.
Recommendation 1.1 Promote a greater understanding of the region as a unique place (history, architecture, character, and unique visual and natural features) and a greater respect for the diverse features that define it. Coordinate participation in province-wide heritage promotions, such as ‘Doors Open’, beginning in 2003.
Lead: Regional staff Partners: Area municipalities, Ontario Heritage Foundation (OHF), heritage organizations Cost: $1,500 per annum to register; share of $15,000 for coordination and promotion
1.1.2
Investigate and support the creation and use of walkway and cycling trails between cultural heritage attractions.
Lead: Cycling Master Plan Advisory Committee Partners: Cultural heritage organizations Cost: Implementation costs to be determined
1.1.3
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
1.1.1
Establish a Regional facility that will serve to preserve and promote the region’s unique cultural heritage. This could include an archive, a museum, and other space for public use.
Lead: Regional staff Partners: Regional Council, the community Cost: $4 million minimum capital (already allocated in Region’s budget p r o j e c tions for 2007-2009); actual capital cost and operating costs to be determined
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Recommendation 1.2 Protect existing cultural and natural heritage assets throughout the region.
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
1.2.1
Encourage the creation of heritage corridors.
Lead: Regional staff Partners: Area municipalities Cost: $50,000 - $100,000 per annum
1.2.2
Implement the identification and protection of sites of regional heritage significance.
Lead: Area municipalities Partners: Developers, property owners Cost: Regional staff time (additional costs to be determined)
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Goal 2: Education and Awarness
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Build a stronger foundation for arts, culture, and heritage within the community.
Recommendation 2.1 Enhance the profile and public awareness of the benefits that arts, culture, and heritage organizations and activities bring to the community. Emphasize the relevance and benefits of arts, culture and heritage to everyday life through existing Regional publications, programs, and/or events.
Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, area municipalities, destination marketing organizations and industry stakeholders, Canada’s Technology Triangle (CTT) Cost: No additional cost 2.1.2
Adopt a Regional public art policy and funding formula.
Lead: Regional staff Partners: Area municipalities, cultural heritage organizations, Arts and Culture Advisory Committee (ACAC), Cultural Development Committee (CDC), WRAF Cost: $50,000 per annum in proposed budget allocation
2.1.3
Expand the scope and circulation of Regional publications such Events and Exhibits.
2.1.4
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
2.1.1
Support efforts to establish additional and improved signage to identify arts, culture, and heritage destinations.
Lead: Regional staff Partners: OHF, cultural heritage organizations, area municipalities, WRAF, Waterloo Region Heritage Foundation, Heritage Planning Advisory Committee (HPAC) Cost: $100/sign (total cost to be determined based on requirements)
2.1.5
Expand the artist in residence program at the Regional Municipality.
Lead: Regional staff Partners: Cultural heritage organizations, Ontario Arts Council (OAC), WRAC, Canada Council for the Arts (CCA) Cost: Regional staff time; $5,000
Lead: Regional staff Partners: Cultural heritage organizations, Waterloo Regional Arts Council (WRAC), local media, private businesses, academic institutions Cost: Additional mailing and printing costs
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YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
Recommendation 2.2 Facilitate greater youth involvement in programs and events of arts, culture, and heritage organizations. 2.2.1
Promote more youth and family oriented programs that develop skills and interests in arts, culture, and heritage.
Lead: Cultural heritage organizations, including Doon Heritage Crossroads, Joseph Schneider Haus and McDougall Cottage Partners: Area Municipalitites, Public and separate school boards, libraries, WRAC Cost: Staff resources; additional costs to be determined
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
Recommendation 2.3 Provide opportunities to bring together those who work within and outside cultural heritage organizations to encourage the exchange of information. 2.3.1
Provide more opportunities for cross-jurisdictional and crossdisciplinary workshops in partnership with arts, culture and heritage organizations.
Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, libraries, private businesses, WRAC, Grand River Conservation Authority (GRCA) Cost: Staff resources (additional costs to be determined)
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Goal 3: Coordination and Partnership Formation
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To encourage a greater degree of collaboration across all sectors and disciplines.
3.1.1
Assist with establishing and updating a "one-stop" shopping website with arts, culture and heritage information
Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, tourism and economic development organizations, WRAC Cost: Staff resources
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
Recommendation 3.1 Integrate various promotional activities including economic development, tourism, and the Region's Growth Management Strategy with arts, culture, and heritage efforts.
Recommendation 3.2 Encourage non-profit and public and private sectors to share resources and expertise. Encourage collaboration, joint ventures, and partnerships.
Lead: WRAF, Partners: WRHF, Cultural heritage organizations, WRAC Cost: No additional cost
3.2.2
Establish a Cultural Heritage Advisory Committee to coordinate
inter-municipal activities. Lead: Regional staff Partners: Regional Council, area municipalities, cultural heritage organizations Cost: Staff resources
3.2.3
YEAR 2-5 STRATEGIES
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3.2.1
Encourage and coordinate the sharing of skills, expertise, and information among cultural heritage organizations in the area municipalities.
Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations Cost: Staff resources 3.2.4
Provide opportunities to showcase local talent.
Lead: WRAC Partners: Cultural heritage organizations, Grand River Transit, local media, private businesses Cost: Staff resources (other costs to be determined)
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Goal 4: Resources Support opportunities for the development and sustainability of existing arts, culture, and heritage organizations.
Recommendation 4.1 Coordinate policies, clarify guidelines, and streamline funding among the Region and its constituent municipalities to maximize operating support for arts, culture, and heritage organizations and promote the existing Regional funding sources (WRAF, WRHC, WRAC). Approach senior levels of government such as the Department of Canadian Heritage and the Ontario Ministry of Culture to increase funding for the support, promotion and preservation of cultural heritage in the region.
Lead: Regional Council Partners: Regional staff Cost: No additional cost
4.1.2
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
4.1.1
Increase Regional support for arts, culture, and heritage organizations that have a region-wide scope.
Lead: Regional Council Partners: WRAC, WRAF, WRHF, area municipalities Cost: Increase on current allocations to WRAF and WRHF
4.1.3
Contribute additional funds to the WRHF and the WRAF specifically for training and professional development of staff and volunteers.
Lead: Regional Council Partners: Cultural heritage organizations, WRAF, WRHF, WRAC Cost: $10,000 to WRAF and WRHF per annum
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Recommendation 4.2 Ensure that the cultural heritage sector has access to appropriate resources, including staff, volunteers, and funding.
YEAR 2-5 STRATEGIES
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4.2.1
Provide dedicated staff resources to develop and implement arts, culture, and heritage actions and initiatives at the Region.
Lead: Regional Council Partners: WRAC Cost: $55,000 per annum
4.2.2
Provide an annual budget to support studies and research in cultural heritage issues by Regional staff and others.
Lead: Regional Council Partners: Regional staff, area municipalities Cost: $20,000 per annum
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Goal 5: Accessibility To maximize accessibility to arts, culture, and heritage opportunities and information. Recommendation 5.1 Ensure that effective and accurate information for marketing and research purposes is readily accessible. 5.1.1
Maintain and periodically update a region-wide list of designated properties under the Ontario Heritage Act and properties listed as architecturally and/or historically significant.
YEAR 1 STRATEGIES
5.1.2
Maintain and continue to update a region-wide list of archaeological resources as part of the Archaeological Master Plan.
Lead: Regional staff Partners: Cultural heritage organizations, area municipalities, LACACs, HPAC Cost: Allocated within current budget
5.1.3
Assist with the inventory of the nationally significant features of the Grand River.
Lead: Regional staff Partners: Grand River Conservation Authority (GRCA) Cost: Staff resources
YEAR 2-5 STRATEGIES
Lead: Heritage Planning Advisory Committee (HPAC) Partners: Cultural heritage organizations, area municipalities, LACACs Cost: No additional cost
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5.2.1
Consider transportation routes and schedules to accommodate arts, culture and heritage facilities and events, especially those outside peak public transit hours.
Lead: Regional Staff - Grand River Transit Partners: Cultural heritage organizations, area municipalities Cost: No additional cost
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
Recommendation 5.2 Integrate the priorities of arts, culture, and heritage organizations into public transit planning.
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1.0 Introduction 1.1 Purpose
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rts, culture, and heritage resources need to be recognized, valued, and broadly supported in order to maximize their social, environmental, and economic benefit to the community at large. Accordingly, the Region of Waterloo (Region) has committed to the development of this Arts, Culture and Heritage Master Plan (Plan) which is intended to help stabilize, harmonize, and raise the profile of cultural heritage endeavors through systematic planning. Preparation of this Plan continues and builds upon the Region’s longstanding commitment to arts, culture, and heritage initiatives within the community, and is consistent with the Region’s Growth Management Strategy.
1.2 Project Rationale and Administration Arts, culture, and heritage resources are a fundamental basis for community, social, and personal development. They are also essential contributors to quality of life and provide a unique opportunity to participate in and develop an internationally competitive economic sector. In order to ensure that the region shares in these many benefits, Regional Council, in the corporate strategic plan, entitled: Directions: Strategic Directions for the Regional Municipality of Waterloo, identified the need to “define and develop a Region-wide Arts, Heritage and Cultural Strategy.” In accordance with this direction, staff prepared and presented Report P-01-069 to Community Services Committee (CSC) on May 8, 2001. According to this Report, the Plan was to be a strategic, action oriented document that, when complete, would: • identify the gaps within the current framework of arts, culture, and heritage service delivery and presents several options for Regional involvement, including possible activity and programming; • identify and define projects and strategies by which the Region, alone or in partnership, could increase community support for region-wide arts, culture and heritage endeavors; and • identify partnerships required for the effective and efficient involvement of the Region in arts, culture and heritage activity and programming.
As a guiding principle, this Plan is intended to build upon existing Regional initiatives and area municipal plans, reports, and policies. Hence, inter-municipal cooperation and interagency communication were strongly emphasized throughout the planning process.
motion, and development. This Plan is intended to build upon this existing foundation, while at the same time, targeting some of the needs and gaps which presently exist within the system of service delivery.
Development of the Plan was overseen by a Council appointed Project Advisory Committee (Advisory Committee) consisting of professionals from arts, culture, and heritage sectors and organizations throughout the region. The Advisory Committee was supervised by and reported to Council through staff in the Region’s Planning, Housing, and Community Services Department. Please see Appendix 2 and Appendix 3 respectively for a listing of the Advisory Committee members and the Advisory Committee - Terms of Reference.
1.2.2 Combination of Arts, Culture, and Heritage
1.2.1 Connection to Area Municipal Plans and Policy The preparation and adoption of an Arts, Culture, and Heritage Master Plan by the Region of Waterloo is consistent with recommendations contained in area municipal cultural plans and policies. Kitchener’s Culture Plan, for example, suggests that “local and regional governments might join together with the Waterloo Regional Arts Council (WRAC), the Kitchener Public Library (KPL), interested businesses, the universities and colleges, and local media, to build and maintain a continually updated database” of facilities and resources. The City of Waterloo’s Cultural Master Plan calls for: …the Regional Municipality of Waterloo to be more involved in the funding of cultural opportunities of regional significance. Simply stated, the problem is one of a lack of coordination of efforts to ensure that all resources are being managed and channeled in a way that their potential is maximized… for the benefit of all residents of the larger community. The City of Cambridge Municipal Arts and Culture Policy states that the enhancement of arts and cultural opportunities in Cambridge is “dependent upon partnerships and a shared commitment to the growth and development of artistic endeavors in the community.” The Region itself also has several policies and legislative documents in place to support cultural heritage protection, pro-
The Region has demonstrated both leadership and foresight by stipulating that arts, culture, and heritage issues be integrated within this Plan. Indeed, when combined, arts, culture, and heritage not only define a region’s unique sense of identity, they also contribute to its quality of life and produce both social and economic benefits. Moreover, educational, leisure, and entertainment opportunities afforded through proper stewardship of arts, culture, and heritage resources provide a compelling reason for residents and businesses to stay and for tourists to visit. Increasingly, there is an international trend to combine arts, culture, and heritage activities for the purpose of defining cultural expression and developing policies for their preservation and protection. The United Nations Educational, Scientific, and Cultural Organization (UNESCO) has had definitions and policies for built heritage and heritage sites for decades. In the last ten years, it has identified the need for a definition of oral and intangible culture and heritage. To quote: …the totality of tradition-based creations of a cultural community, expressed by a group or individuals and recognized as reflecting the expectations of a community. Its forms are, among others, language, literature, music, dance, games, mythology, rituals, customs, handicrafts, architecture and other arts. In addition to these examples, account will also be taken of traditional forms of communication and information. Source: www.unesco.org
Appreciation for arts, culture and heritage can be encouraged at an early age.
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The World Bank has also recognized the importance of broadening its working definition of cultural heritage. The recent announcement of the Bank’s partnership with the J. Paul Getty Trust contains the following definition and description of the role of cultural heritage: Cultural heritage consists of those aspects of the past that people preserve, cultivate, study, and pass on to the next generation. Those achievements are embodied in material of ‘built’ forms–sites, buildings, land-use, monuments, art, and objects–and in non-material forms like social practices and language. Cultural heritage can provide people with opportunities to orient themselves in relation to the past and in relation to one another. It can be a source of great conflict and of powerful social cohesion. As such, it is a potent force that should not be ignored in any attempt to promote sustainable development. Source: www.worldbank.org
Surprisingly, the literature review revealed that many municipalities and regions still separate heritage programming from arts and culture endeavors in their planning and policy making activities. As a result, they often lose the opportunity to identify and encourage common interests and promote their assets in an integrated fashion. Many of the plans studied as part of the literature review were also found to offer very general recommendations that would be difficult to implement. On the other hand, several Plans incorporated activities, such as tourism and urban design, which this Plan touches upon, but does not explore in much depth. Please see Appendix 19 for a comparison of the components addressed in several similar plans.
is on cultural continuity from the past, through the present and into the future, with the recognition that culture is organic and evolving. Source: Cultural Heritage and Development Action Network: Working Group Meeting, January 26-27, 1998, at The World Bank, Washington D.C.
Drawing from New Brunswick’s Cultural Policy, the following definitions elaborate on the individual components of cultural heritage above: Art is anything that results from a process of human creation/invention of an original idea with aesthetic content. The arts are usually defined as including the visual arts, the literary arts, music, theatre, dance, performance, media arts, craft and multidisciplinary arts. Culture is a broad concept that comprises many spheres of activity. In its broadest sense, it can be defined as the way of life of a people. In fact, it incorporates all the traits and elements that distinguish a given society as it evolves over time; including its identity and its vision of the world. It also includes its values, beliefs, customs, language, way of life, and traditions. Culture permits members of a group to relate to each other and to the world, to communicate and develop their creative potential.
1.3 Definitions
Intangible aspects include beliefs, ideas, customs, language, religion, stories, and many others. Given the overlap in meaning and similar terminology, the phrases ‘arts, culture and heritage’ and ‘cultural heritage’ are used interchangeably throughout this document. The following are some additional terms that are used within this Plan: • Region - Regional Municipality of Waterloo, the corporate body of the Region of Waterloo • region - the geographic entity which includes the munici palities of Cambridge, Kitchener, Waterloo, North Dumfries, Wellesley, Wilmot, and Woolwich • ROPP - Regional Official Policies Plan • ACAC - Arts Culture Advisory Committee • CAC - Cultural Advisory Committee • CCA - Canada Council for the Arts • CDC - Cultural Development Committee • CHRB - Candian Heritage Rivers Board • CTC - Central Transit Corridor • CTT - Canada’s Technology Triangle • CURA - Community-University Research Alliance • GRCA - Grand River Conservation Authority • HPAC - Heritage Planning Advisory Committee • LACAC - Local Architectural Conservation Advisory Committee • LRT - Light Rail Transit • OAC - Ontario Arts Council • OCAF - Ontario Cultural Attractions Fund • OHF - Ontario Heritage Foundation • WRAC - Waterloo Regional Arts Council • WRAF - Waterloo Regional Arts Foundation • WRHF - Waterloo Regional Heritage Foundation
1.4 Research Method
At the first meeting of the Advisory Committee, it was agreed that the phrase “cultural heritage,” as defined below, would adequately encompass all activities typically associated with the terms arts, culture, and heritage.
"Learning about your community makes living in the community more special." - Community consultation participant
Cultural heritage encompasses material culture, in the form of objects, structures, sites and landscapes, natural heritage and infrastructure as well as living (or expressive) culture as evidenced in forms such as visual arts, crafts, performing arts, literary arts, oral tradition and language. The emphasis
Heritage refers to the tangible and intangible aspects of our natural and cultural past, from prehistory to the present. Tangible aspects include buildings and structures, archaeological sites, cultural landscapes, cemeteries, sacred places, monuments, artifacts, specimens, and collections.
This Plan was developed in consultation with the public, area municipal staff, political representatives, and a host of cultural heritage professionals and organizations. The information upon which the goals, recommendations, and strategies are based was obtained by way of a diversified research method involving: • a review of master plans and related documents (literature review) from other jurisdictions;
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• interviews and focus groups with 39 stakeholders, including government officials, representing some 28 different organizations involved in arts, culture, or heritage; • consultations with those directly involved in cultural heritage organizations; • a public forum that gave members of the general public an opportunity to express concerns and interests about cultural development issues; • a survey sent to approximately 4,500 patrons of select arts, culture, and heritage organizations throughout the region. Please see Appendix 5 for a sample survey form; • attendance at meetings including Kitchener’s Arts and Culture Committee, Waterloo’s Cultural Development Committee, Business After Hours (Cambridge Chamber of Commerce), Waterloo Youth Council; and input and suggestions made by the Advisory Committee. This research method helped to ensure a representative sampling of opinion, both geographically and by sector of activity. Further details on the research method and participants of the research process can be found in Appendices 1 and 4.
• The Plan was developed while several service delivery options and agents, such as those involving tourism, were in the process of transition. This limited the ability to formulate recommendations based on an established service delivery scenario. • The schedule and budget for the project imposed limits on the sample size for the research process, therefore, the research findings should not be considered representative of the region’s entire arts, culture, and heritage sector. • In some cases, umbrella agencies were approached in order to obtain input from their constituent members. As these agencies represent a wide range of interest groups and opinions, their input may not be wholly reflective of the interests of all their members. • The originally proposed regional inventory of cultural heritage assets was found to have been completed by the Waterloo Regional Arts Council (WRAC). An inventory of heritage designated properties is being finalized by Regional staff.
• The research and data contained in this Plan generally reflect year 2001 and year 2002 conditions. • A number of other facets contribute to arts, culture, and heritage, such as natural heritage, many of which are not fully embellished in this plan and could be explored in the future. • The Region is ready to move beyond its previously held role within arts, culture, and heritage and this plan provides a general framework for a more action orientated role to be implemented in the years to come.
1.5 Project Scope and Limitations A number of challenges and limitations were encountered in the process of completing this Plan. While no doubt minor in scope, several of these challenges and limitations had an impact upon the research process and, consequently, may have affected the recommendations emerging from the exercise. These challenges and limitations included the following: • Since the Region of Waterloo is one of the first regional, or upper-tier governments, to initiate such a project, there were few precedents upon which to draw for direction. • The conclusions and recommendations within the Plan are based on the input and feedback collected during the research process and endeavor to address the full range of comments and opinions expressed regarding needs, gaps, and proposed Regional roles. However, all erroneous comments, incorrect statements, and inaccurate feedback recorded were removed prior to assessment. The Mennonite community continues to celebrate their tradition of communal barn raisings.
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2.0 The Region of Waterloo: A Unique and Diversified Community 2.1 Development History
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he region’s history is closely associated with the Grand River that transects the community and includes several important tributaries such as the Nith River, Speed River, and the Conestoga River systems. Indeed, the Grand River was the highway to the interior of the province used by native travelers for millennia before the arrival of European settlers. The political boundaries of the region were first established following the War of Independence in the United States of America (USA). Joseph Brant, the native leader that assisted the British in the war, and likely prevented the loss of Canada to the USA, was granted all the lands on either side of the Grand River for six miles from source to mouth. The boundaries of the original land “grant” can still be easily read in the pattern of township lines and is evident on the map of heritage designated properties in Appendix 8. From 1810 to 1850, the German Land Company established a unique land development pattern through the acquisition of large blocks of land. The company was set up in Pennsylvania, USA by subscription for the purpose of acquiring lands for the emigration and resettlement of a significant Mennonite population that chose to leave Pennsylvania for the new territory. The Grand River was a focus for settlement along its entire length, particularly at points where changing grade or intersecting tributaries afforded the opportunity for waterpower. This was the case for communities such as Galt, Preston, and St. Jacobs. In fact, the presence of rivers in the region is so strong that most of the municipalities that make up the region can be described as river communities. The significance of the Grand River is evidenced by its 1994 national designation as a Canadian Heritage River, the first river in a highly settled area to receive this status from the Canadian Heritage Rivers Board (CHRB). While deciding on the designation, it was found that the Grand River watershed met two of the three eligibility criteria as set out by the CHRB, namely: human heritage and outdoor recreation. The River’s human heritage is associated with its rich cultural mosaic, First Nations, industrial history, adaptations to fluctuating river flows, and famous people. Under the outdoor recreation criteria, the Grand River satisfied requirements including the presence of trails and corridors,
natural appreciation and scenic beauty, water sports, hunting and fishing, and heritage appreciation. The Grand River and its associated cultural heritage is both a local and national asset. The Grand River Conservation Authority (GRCA) prepared The Grand Strategy for Managing the Grand River as a Canadian Heritage River to assist in the coordinated and cooperative management of this valuable resource. Further information about the evolution of the region and its natural heritage features are included in Appendices 7A, 7B, 7C, 9 and 10.
2.2 Geography The Region of Waterloo is nestled in the center of the southwestern Ontario peninsula. In just over an hours drive in most directions you can reach one of the Great Lakes. This location has shaped the geology of the region. During past periods of glaciation, the major ice lobes from the Great Lakes basin met in Waterloo Region depositing aggregates that created moraines, eskers, and drumlins; hills that harbour significant stores of fresh groundwater. Extensive plains form some of the best agricultural land in the province, and the Grand River and its tributaries tie our communities together in a common watershed. Historically, towns and villages were established and prospered on the associated agricultural production. The Region now boasts a healthy environment with a balance of land uses including environmentally protected areas, agriculture, urban development and industry. One of the more distinctive aspects of Waterloo Region is its organic road patterns. Some of the original surveys did not use a conventional grid system, but rather, attempted to provide access to a source of surface water for each 350 acre parcel of land. As these surveys had no defined road allowances, roads developed as an informal network, as needs arose. This pattern of development has provided the region with unique spatial characteristics and many scenic roads.
2.3 Corporate Entity The Region, as a corporate entity, was established in 1973 from the former County of Waterloo and a small section of the County of Wentworth (please see Appendix 6A). It includes the
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three urban areas of Cambridge, Kitchener, Waterloo, and the four rural townships of North Dumfries, Wellesley, Wilmot, and Woolwich (Appendix 6B). At present, the region has a population of slightly more than 460,000 and covers a geographic area of 1,382 km2. Since its formation, the Region of Waterloo has been a strong supporter of cultural heritage initiatives and programs. At present, the corporation operates three cultural heritage sites: Doon Heritage Crossroads/Waterloo Region Curatorial Centre, Joseph Schneider Haus, and McDougall Cottage. The Region is also responsible for the operation and administration of the township libraries and helps fund and operate a number of cultural heritage committees and foundations. For a more indepth account of the Regions current involvement and spending, please refer to Chapter 4.0: Integrating Cultural Heritage Planning with Municipal and Regional Initiatives.
2.4 Economy The region has a long history of industry and economic innovation. From its grass-roots beginnings of agricultural production, textile manufacturing, pottery and cabinetry making, the region has become a highly competitive player in the international marketplace. Indeed, over the past 20 years, the region has established a niche in the areas of automotive parts assembly and production, insurance and financial services, agri-food technology, and advanced manufacturing and research. More recently, and perhaps more significantly, the region has developed into a sophisticated high-tech industrial centre. As a result of the University of Waterloo’s past and present research in the fields of computer science and mathematics, the advent of the Research in Motion - Blackberry pager, and COM DEV’s involvement with CanadARM, the region has acquired a critical mass of innovation that continues to attracts new enterprise. This is particularly important when one considers that a “community’s economic fortunes are, increasingly, tied to the location preferences of highly mobile knowledge-workers who form the intellectual backbone of the new economy” (National Governors Association for Best Practices, The Role of the Arts in Economic Development, 2001). As revealed in a 1998 KPMG survey of more than 1,200
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high-tech knowledge-workers, “community quality of life,” which includes lifestyle, environmental quality, a vibrant music and arts scene, and natural and outdoor amenities; are the second most important factor – just below salary – in new job selection (Ibid.). Other noteworthy statistics about the region, as highlighted in Canada’s Technology Triangle’s (CTT) Waterloo Region Fact Sheet, include the following: • The regional annual estimated Gross Domestic Product of over $16 billion is larger than that of New Brunswick as well as the provinces of Prince Edward Island, Newfoundland, and Labrador combined. • The region contributions $900 million more annually in provincial and federal taxes than it receives by way of provincial and federal transfers. • In the year 2000, the region exported $8.9 billion in goods and services to 104 countries world-wide. Revenues in the high-tech sector alone are estimated to exceed $6 billion. • The region’s population growth rate between 1996 and 2001 was 8%, almost double the Canadian average, with the largest number of residents between the ages of 30 and 39. • Waterloo Region is now the 10th largest Census Metropolitan Area (CMA) in Canada and the 5th largest in Ontario (Source: Statistics Canada, 2001 Census).
2.5 Ethnic Diversity The region’s early settlement pattern and multicultural immigration trends have contributed to its tremendous ethnic diversity. According to the 1996 Census, the region is home to more than sixty identified linguistic groups. The Census also revealed that the mother tongue for over 21% of the population is a language other than English. This includes large numbers of French, Chinese, German, Polish, Portuguese, Romanian, Spanish, and Vietnamese speaking people. Many of these linguistic groups are made up of different nationalities, sometimes as many as twenty. Each nationality contributes its own history, ethos, literature, and uniqueness to the community. This diversity of cultures helps to account for the unique
architectural styles found through the region, including the Scottish stone work characteristic of parts of Cambridge and the Berlin Vernacular and Mennonite Georgian architectural styling more typical of Kitchener, Waterloo, and the townships. The region’s ethnic diversity is, no doubt, also responsible for the continued success and popularity of the many cultural celebrations and festivals which occur throughout the year.
2.6 Local Cultural Heritage Activities and Resources Cultural heritage is comprised of both tangible and intangible forms of human expression. As suggested in the definition found in Section 1.3, cultural heritage includes performing arts, visual arts, festivals, rural and urban industry, and oral and literary traditions. Using these endeavors as a guide, Appendix 12 offers a partial listing of some of the more noteworthy cultural heritage events and occurrences that have transpired within the region. The research which precipitated the writing of this Plan confirmed what many already suspected: Waterloo Region is home to a tremendous array of performing and visual arts organizations, multicultural groups, large and small performance facilities, galleries, museums, parks, natural sites and recreational facilities (Appendix 11A and 11B). Both rural and urban areas are well served with libraries, readings, and other literary events. Among the more interesting facts obtained via the research concerned existing cultural heritage organizations, their programming activities, and their associated administration. In particular, it was found that the majority of the cultural heritage organizations within the region possess the following characteristics: • Annual budgets range from under $100,000 to $7 million; combined budgets exceed $17 million. • Most organizations have 0-5 paid staff (or full-time equivalents); only 4 organizations employ more than 10 individuals. • Almost all organizations rely on the support of volunteers; some have as few as 10 while others have as many as 500. • Volunteer roles include almost all aspects of operations, including board membership, advisory council, administration, and fundraising.
• Many organizations have a membership that ranges from 100 to as many as 3,000 members. • Annual attendance ranges from 100 to 200,000 people. Please refer to Appendix 14 for a more detailed breakdown of the various organizational profiles. As those who live in the region well know, German traditions and festivals, such as Oktoberfest, are still quite prevalent, a fact that can be attributed to the early 19th century German Land Company settlement activities. However, Anglo Celtic traditions are also prevalent, especially in the south and the east. The Mennonite population, particularly the Old Order Mennonites located in the north and west areas of the region, are a very unique cultural community which exists within the area and which continues to retain the religion, customs, and lifestyle of their 19th century forefathers. However, the Mennonites are increasingly experiencing pressures and challenges to their traditional lifestyle. As much of this population relies on horse-drawn vehicles as their primary mode of transportation, they require housing and employment to be located in close proximity to one another. Otherwise, they face significant travel times and conflicts with conventional truck and automobile traffic. Unfortunately, such needs often conflict with conventional planning policies which require a separation of uses, particularly industry and housing. By limiting the ability to establish new industries and other uses on
The west Montrose 'Kissing Bridge' is Ontario's last remaining covered bridge.
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small parcels of land, the rural lifestyle so fundamental to the Mennonite culture will no doubt lead them to seek housing and employment in other less urbanized municipalities. As is noted in the Research Findings (Section 5.2.1), it was suggested in the community consultations that there need to be strategies developed to preserve the unique Old Order Mennonite cultural population, their traditions, and their culture. The recent Ontario Municipal Board ruling in support of the ‘Mennonite Cluster’ concept will do much to preserve the unique lifestyle of the Mennonite population. The region further benefits from the cultural facilities, programming, and services offered by way of the University of Waterloo, Wilfrid Laurier University, and Conestoga College. Each of these institutions is home to a broad range of cultural groups, associations, and faculties which, when combined, make a significant contribution to the character of the region. To showcase local talent, the universities support and maintain theatres, museums, and arts galleries, as well as host seasonal concert series; University and College sponsored lectures and literary events, conferences and speaking engagements, design charettes, environmental planning initiatives, and research studies/papers are additional endeavors that help to showcase and enhance the region’s cultural heritage assets.
2.7 Arts and Culture in a Two-Tier Framework In developing an Arts, Culture, and Heritage Master Plan for the region, one must be aware of the governance history and framework within which such a document will be implemented and operate. The current system is a two-tier framework based on a reformed County system whereby there are two levels of government – the area municipal or lower tier, and the Regional or upper tier. Since 1973, the role of each level of government has been evolving. The area municipalities have traditionally provided recreational services and supported a variety of cultural activities and services. Each of the area municipalities support, directly or indirectly, libraries, art galleries, arts centres, and cultural heritage activities and programs.
The Region has seen its role expand over the years with grants to various agencies and the direct operation of heritage sites. Recently, increased Regional support has been expressed for five key regional arts organizations, including the expansion of the grant program for the Waterloo Regional Heritage Foundation (WRHF), the K-W Symphony Orchestra, KitchenerWaterloo Opera, the Kitchener-Waterloo Philharmonic Choir, and the Waterloo Regional Arts Council (WRAC). The creation of the Waterloo Regional Arts Foundation (WRAF), as well as the acquisition and operation of McDougall Cottage are further indicators of increased and expanded support for cultural heritage activities at the Region.
"[Culture] is the lifeblood of the community."
As the current governance arrangement will continue for the foreseeable future, it would be in the interests of all, that an appropriate form of cooperation and coordination take place. Scheduling, financial support, promotion, publicity, and adequate facilities are areas wherein there should be a level of coordination and cooperation both at the inter-municipal level and among all of the cultural heritage organizations and groups within the community. Although this Plan speaks largely to the work and role of the Region of Waterloo, it must be recognized that much is being done and will continue to be done at the local level. Consequently, it is recommended (please see Strategy 3.2.2) that some form of Cultural Heritage Avisory Committee or body on cultural heritage be established to coordinate municipal activities and funding, and to facilitate cooperation between area governments, organizations, and others interested and involved in cultural heritage.
-Community consultation participant
Given the current activities of the area municipalities and the Region, it might be argued that the multiplicity of local governments provides much needed support to the arts community. However, it could also be argued that coordination and support might be hindered by the presence of multiple governing bodies which can create confusion and misunderstanding within the community.
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3.0 The Importance and Impact of Cultural Heritage 3.1 Value of Cultural Heritage
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he value of cultural heritage to our collective well-being is often underestimated and frequently misunderstood. Cultural heritage enriches our daily experience and broadens our minds with present-day and historic contexts, approaches, and solutions; it enlightens and educates about the past and the present; and it suggests innovative ideas and alternate approaches for the future. Our cultural heritage locates us in place and time, serves as a form of public art, and teaches us about our origins. Among the elements that best define a community’s unique identity and help to root its residents in their particular place include: • heritage structures; • cultural landscapes; • natural heritage features; and • arts, crafts, and traditional means of expression such as storytelling and the passing on of myths and legends across generations. In all cases, these unique elements of the environment are finite and, in many cases, fragile. It is particularly important today, as more and more communities throughout North America take on a generic, ‘anytime, anyplace’ appearance, to retain those elements of the environment that provide a link to the past. Regrettably, commercial retail chains typically insist on a unified corporate image, suburban developments often rely on stock plans, and industrial design is frequently off-the-shelf and pre-engineered. Only occasionally do new institutional buildings or other building types allow for creative and artistic composition. Even more rarely is this new expression rooted in the materials or geography of the place. One need only compare the building design characteristics of Galt’s city centre with those of Highway 24 to understand the difference between traditional built form and new commercial development. An often over-looked advantage of heritage conservation is the environmental benefit that it produces. Preserving built heritage, in addition to the social benefits it generates, represents
a significant saving of the invested time, energy, and material that went into building the structure. Through demolition, much of this investment is lost to the landfill.
3.2 Public Art and Beauty Heritage restoration and conservation can be two of the most effective ways by which a community can enhance the beauty and aesthetics of its environment. In the 19th and early 20th centuries, celebrated and successful citizens used construction and built forms as a means of showcasing their accomplishments. During these periods, architecture was respected as the ‘queen of the arts’. Ornamentation, decoration, sculpture, materiality, and composition were all key elements of the Craft and the Revival styles, which, in many ways, served as a form of public art. The appeal and attractiveness of the region’s historic neighbourhoods and heritage districts is often attributed to the detail, craftsmanship, and design of the buildings which were erected at the time. Such an attention to detail is rarely found in new residential or commercial construction. In recognition of the contribution made by these special architectural and landscape features, Regional staff, in formulating the corporation’s public arts policy, placed such components on equal footing with other, more typical forms of art, such as sculpture and painting. As suggested above, public art adds to the attractiveness of public spaces and helps to humanize and enhance the environment in which people live. For this reason, the Region and three of its constituent municipalities have taken steps to prepare and/or implement public art polices as described below: • Region of Waterloo - $50,000 per annum contribution to Public Art Reserve Fund. • City of Kitchener - 1% of budget of all civic building construction or renovation projects to a maximum of $300,000. • City of Waterloo - 1% of the budget for civic building construction or renovation projects over one million dollars to a maximum of $150,000. • City of Cambridge (proposed) - 1% new construction projects over $250,000.
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of public art and working in partnership with the municipalities to promote commissioning, the Region can ensure that its character and appeal as a place that values cultural expression in its most modern and traditional forms is retained and celebrated.
3.3 Loss of Heritage in the Suburban Age Between 1996 and 2001, the region’s population growth rate was approximately 8%, almost double the Canadian average for the same time period (Source: Statistics Canada, 2001 Census). Since the 1950’s, this expansion has resulted in a largely suburban and automobile oriented form of development. With expansion have come large tracts of suburban housing, commercial shopping centres and strip malls, industrial parks, parking lots, and all manner of streets, roads, and highways. Market forces have also contributed to the decline of urban centres as viable commercial and institutional centres, the lack of density to support public transit, a deterioration of pedestrian environments and facilities, and the deterioration and/or loss of heritage landmarks and landscapes. Moreover, this approach to development has contributed to rising levels of smog and other forms of air pollution. Hand-in-hand with the trend towards greater automobile dependency has been the development of big box shopping malls, or ‘power centres’, and the increased commercialization of historic communities and structures. In order to compete with more automobile-oriented destinations, property owners within many historic districts and city centres are finding it necessary to provide a similar level of vehicular convenience. This often requires the alteration and/or removal of historic structures or landscapes to make way for additional parking. Back or side doors become front doors and traditional street walls and facades are lost. The end result is a trend towards more generic automobile oriented design. The ongoing debate over the adaptive reuse or demolition of the former Forsythe Shirt Factory in downtown Kitchener serves as a good example of how market forces can pose challenges to the preservation of unique historic landmarks.
By embracing both the architectural and streetscape benefits
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3.4 Livable Community
3.5 Proposed Tourism Strategy
The livable communities concept has slowly but surely been gaining popularity since it was first conceived almost twentyfive years ago. According to this concept, amenities such as parks and open space, urban design, arts and culture, and natural resources, are not luxuries but rather wise investment tools that can contribute to and enhance the revitalization of urban city centres. Lester Thurow, the noted economist from the Massachusetts Institute of Technology (MIT), observes that the wealth of tomorrow will be incubated in regional city centres where there is density, diversity, and a concentration of creativity. Creative districts within these centres blend education, software, technology, and research with food, culture, arts, and entertainment. From that mix comes the innovation and ideas that create wealth in the future. In today’s ‘new economy’, Partners for Livable Communities, a US-based research organization, is active in examining the relationship between amenities, creativity, technology, and e-commerce to the globally competitive region. If their findings parallel those of Professor Richard Florida of Carnegie Mellon University, they, too, will no doubt conclude that a direct relationship exists between the ability of a region to attract hightech workers and the health of its cultural community.
The first recommendation contained in the recently released report by Wayne Hussey Consulting Inc., entitled Tourism Strategy for the Cities of Kitchener and Waterloo (April, 2002) reads as follows: “that a region wide planning process be designed and initiated to facilitate a long term Tourism Asset Strategy.” Since these assets include natural features as well as arts, culture, and heritage attractions, there is clearly a link between cultural heritage and tourism and, by extension, a role for the Region of Waterloo. However, given the present uncertainties concerning tourism promotion and destination marketing, it is unclear and premature to suggest what role the Region might best play in some future service delivery scenario.
The Region of Waterloo, with its world class educational institutions, rich cultural life, and growing technology sector, is ideally positioned to build upon its current reputation as one of North America’s most livable communities. However, to do so, the Region needs to continue to attract and, more importantly, retain the most sought-after knowledge and high-tech workers. As suggested in Section 2.4, the key to doing so is to give careful attention to, encourage, and support the quality of life amenities, such as arts and culture, that such workers increasingly expect and demand. Initiatives such as Canada’s Technology Triangle (CTT), the non-profit, privatepublic economic development agency marketing the cities of Cambridge, Kitchener, Waterloo as well as the Region, can do much to advance this goal. One measure of success for CTT, and other economic development entities, will be an increase in the number of university and college graduates that choose to live and work in the region.
3.6 Economic Impact In 1997, the Ontario Arts Council (OAC) commissioned Informetrica Ltd., a respected economic research firm, to calculate the economic impact of the arts in Ontario (please see Appendix 17). This study entitled, Assessing the Local Economic Impact of the Arts: A Handbook, was updated in February, 2002 at which time the total economic impact of the myriad arts, culture, and heritage activities within the province were estimated to be approximately $19.1 billion. Informetrica provided tools and an explanation for calculating the local economic impact of arts and heritage activities within a municipality. Using these tools, and the information obtained from the research, a low estimate of the economic impact of the region’s arts, culture and heritage initiatives is about $39.1 million. As only a small sample, twenty-two, of all the cultural heritage organizations located within the region were included in this calculation, the actual economic impact is likely to be much greater.
duces several positive benefits, including: • improved health and well-being by reducing an individual’s sense of isolation; • stronger social cohesion and community identity by promoting intercultural understanding; and • community revitalization and urban redevelopment by building bonds among neighbours and encouraging residents to take interest in their own community. Azmier cautioned, however, that it is often difficult, if not impossible, to specifically quantify these impacts in economic terms. To quote: Individuals and businesses base their location decisions on a number of factors, including urban amenities and quality of life… Now it is argued that increasingly corporations choose ‘human capital centres’, locales that can attract managers and skilled workers who want the opportunity for an active cultural life... Quality of place contributes to the development of human capital centres by attracting individuals looking for the most desirable working conditions. As human capital is drawn to a specific location, it raises the production capacity of the businesses in that region and draws new (and high technology) industry to the area. This growth then raises the ability of the region to compete internationally. Source: Azmier, 2002
Fortunately, the three elements identified by Azmier that most strongly contribute to the concentration of skilled and highly educated people within a community and, by extension, produce positive economic returns, exist in abundance within this region. These three elements are: • a diverse population; • a favourable natural environment; and • the availability of cultural amenities.
A similar study, Culture and Economic Competitiveness: An Emerging Role for the Arts in Canada (March, 2002), was completed by Jason Azmier, Senior Policy Analyst for the Canada West Foundation. In his work, Azmier used the term “cultural amenities” to refer to: libraries, museums, galleries, theatres and performance spaces, stadiums, zoos, parks, historical districts, ethnic neighbourhoods, and recurring festivals. Through his research, he found that exposure to cultural amenities pro-
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4.0 Integrating Cultural Heritage Planning with Municipal and Regional Initiatives
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he cities, the townships, and the Region itself have a number of cultural heritage policies, programs, projects, and initiatives currently underway which offer opportunities for integration, collaboration, and partnership formation. Together, these myriad documents and undertakings serve as the foundation upon which the goals, recommendations, and strategies contained in this Plan have been grounded. All of the area municipalities, both rural and urban, currently have policies in their Official Plans with respect to heritage resources. Most are also engaged in some form of heritage programming or service delivery. Municipal arts and cultural policy and programming, on the other hand, are more limited to the urban areas, however, the townships are home to a vast array of community resources and events. Those policies that relate specifically to arts and cultural issues can be found in the City of Kitchener’s CulturePlan, the City of Waterloo’s Cultural Master Plan, and the City of Cambridge’s Municipal Arts and Cultural Policy. The sections below briefly explore and describe these various policies and programs. Since the area municipalities do not all integrate their heritage planning activities and policies with those of arts and culture, each are addressed separately in the pages that follow. For quick and easy reference, Sections 4.3 and 4.4 are further subdivided by area municipality.
4.1 Heritage Policy and Guidelines In accordance with ROPP direction, all of the area municipal official plans (OPs) contain policies respecting heritage resources. According to the ROPP, heritage resources are an important means of defining and confirming regional identity, enhancing quality of life, supporting social development, and promoting economic prosperity. Hence, the ROPP promotes partnership amongst stakeholders for heritage stewardship and encourages both public and private sector organizations to preserve and provide public access to documentary records related to heritage resources. It also calls for the creation and maintenance of inventories of built, natural, archeological,
and cultural heritage, and recommends that Regional policies be developed in consultation with the groups presently involved in arts, culture, and heritage. Given this direction, most area municipalities, as well as the Region itself, have established heritage or local architectural conservation advisory committees (LACACs) to increase public awareness of heritage issues and to prepare and maintain inventories of buildings and sites of historic/architectural value. While strongly supportive of such policy direction, this Master Plan recommends that steps be taken to further strengthen and broaden the partnerships among existing arts, culture, and heritage organizations as well as the agencies that support them. The Region’s heritage advisory body is know as the Heritage Planning Advisory Committee (HPAC). Established in 1994, HPAC was created with the mandate to: • advise the Commissioner of Planning, Housing, and Community Services on heritage issues; • assist in the development and implementation of heritage policies and strategies; • assist in promoting regional heritage; • gather information on heritage issues; and • serve as a forum for soliciting representation from diverse viewpoints on issues of concern to Regional Council. Populated by twelve members appointed by Regional Council, HPAC is currently focused on the development of a region-wide heritage inventory list. In the past, HPAC has been active in many initiatives, including a contribution to the development of the Scenic Roads Handbook (discussed below) and the Bridge Study entitled Spanning the Generations, A Study of Old Bridges in Waterloo Region. The heritage property inventories maintained by the area municipalities are often used as the basis for designation, under the Ontario Heritage Act, of individual sites or entire heritage districts. In fact, the ROPP recommends that the area municipalities establish policies for this very purpose. In the past, Cambridge, Kitchener, and Waterloo have all exercised their powers under the Ontario Heritage Act to designate, and thereby protect, many of the historically significant landmarks
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within their communities. However, given the continued demolition and loss of the region’s many unique buildings, sites, and rural landscapes, this Plan recommends that steps be taken to further strengthen heritage preservation policies, broaden the designation of heritage districts, and work to establish heritage corridors. Heritage corridors are extended tracts of natural or human-made features that have historical significance to the region. As suggested above, the ROPP includes archeological resources within its definition of heritage and recommends that policies be developed at both the Regional and local level to encourage the conservation and preservation of sites of archeological value. One tool that can be particularly effective in this regard is the heritage impact assessment. Accordingly, the official plans for Cambridge, Kitchener, and Waterloo all require heritage impact assessments. They further require that actions be taken to mitigate the negative effects of public buildings, works, and infrastructure on heritage assets. The area municipalities, as well as the Region, also have policies in place to control the demolition, removal, or inappropriate alteration of buildings or features of historic or architectural value or interest. According to the ROPP, the following actions, in order of priority, ought to be taken when a heritage resource is encountered as part of a development project: • protect the resource; incorporate into development in a manner that does not conflict; • mitigate any impacts; promote harmonious blending of scale and design; • restore, rehabilitate, and/or reuse if cannot be conserved intact; and • require that documentation of resource be provided prior to destruction or relocation. To promote adaptive reuse and the preservation of heritage resources, policies have been adopted by the three cities to provide funding and/or financial assistance for the restoration or rehabilitation of built heritage, artifacts, and archives. This funding is, typically, provided for by way of revolving funds, loans, or grants. The Region, as well as Wellesley and Woolwich townships, have policies in place to support the
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acquisition, restoration, or conservation of significant heritage resources, often in concert with the Waterloo Regional Heritage Foundation (please see section 4.2 below). It was by way of this policy direction that the Region partnered in the recent acquisition of McDougall Cottage in downtown Cambridge. The Scenic Roads Handbook, a Regional document completed in July, 1995 contains a number of valuable concepts and guidelines concerning the identification, evaluation, mitigation and monitoring of corridor management plans as discussed in other chapters of this Plan. A recent assessment of heritage bridges notes that they, like other features, are threatened primarily by land use development. The preservation strategies for heritage corridors as recommended in this Plan would apply to the roadbed and associated furnishings as well as bridges, heritage streetscapes, plantings, and landscape elements. Working in collaboration with the area municipalities, the development of heritage corridors could also form the framework of heritage districts that would provide the legislative support for guiding change within the district.
4.2 Heritage Programming and Practice Currently, the Region allocates approximately $3 million per year to various cultural heritage organizations and programs. Of that amount, approximately 55% is budgeted for 2002 to support on-going operating costs and capital expenditures for the Region’s three heritage sites, namely: • Doon Heritage Crossroads/Waterloo Regional Curatorial Centre; • Joseph Schneider Haus; and • McDougall Cottage. Doon Heritage Crossroads/Waterloo Regional Curatorial Centre (Doon, $1.2 million) encompasses twenty-five historic buildings on sixty acres of land. The museum’s collections exceed 32,000 objects, representing some 10,000 years of regional and area municipal history. Joseph Schneider Haus (JSH, $766,000) is Kitchener's oldest dwelling, dating back to 1816 (circa). The museum's collections include the Canadian Harvest Collection of German-Canadian Folk Art which preserves significant artifacts from areas of Germanic settlement
across Canada. JSH also operates an annual folk artist in residence program, a program which this Plan recommends be expanded to further showcase cultural heritage assets and artists. In 2002, the Region purchased McDougall Cottage ($95,000), a 1858 (circa) limestone labourer's dwelling in Cambridge with spectacular hand-painted friezes and trompe l'oeil ceilings. Additional programmatic spending by the Region includes the one-time allocation of $20,000 in 2002 for the development of an Archaeological Master Plan, and $50,000 for the research and writing of this Arts, Culture, and Heritage Master Plan. In addition to the above initiatives, the Region also supports, through an annual grant which presently stands at $81,000, the Waterloo Regional Heritage Foundation (WRHF). Established in 1973, the WRHF is an incorporated non-profit organization with a mandate to promote and encourage interest in the heritage and culture of Waterloo Region. Among the Foundation’s 18 directors are representatives of Regional Council, the Waterloo Historical Society, local branches of the Architectural Conservancy of Ontario, the Waterloo Region branch of the Ontario Genealogical Society, as well as the region’s two universities. Since 1973, the Foundation has distributed over $750,000 to a wide range of projects throughout the region. Project grants provide funds for preservation, restoration, and conservation projects of historical significance to the region as a whole. Some of the many projects supported by the Foundation include: • the purchase and moving of the Peter Martin farmhouse to Doon Heritage Crossroads; • the purchase and restoration of Joseph Schneider Haus; • funding to support the restoration of Castle Kilbride in Baden; and • funding to support the restoration of the Sheave Tower in Cambridge. During consultations for this project, it became clear that many residents, even some working within the cultural heritage sector, were unaware of the extent of the Region’s current financial support or the important role it plays in operating and supporting various heritage facilities and programs. In the opinion of the consulting team, the Region is getting neither the credit it deserves nor the political benefit it could
enjoy were these commitments more widely known within the community. For a full listing of Regional contributions, please see Appendix 18.
4.3 Arts and Culture Policy
From the research, it was discovered that Cambridge, Kitchener, and Waterloo all have dedicated cultural plans and/or policies in place to guide municipal programming and service delivery within their respective communities. As noted in the WRAC report, entitled Culture and Municipal Structuring in the Waterloo Region, “any work towards defining a regional plan should begin with careful consideration of what has already been adopted as official policy by the three cities, as well as current intentions regarding updating or replacing policies” (2001, 15). Hence, the following section briefly identifies the primary recommendations contained within each of these documents. It should be noted that, while many of the arts and culture plans/policies currently in force are “approaching the end of their intended time-spans,” many of the values, policies, and objectives they express are still relevant and applicable today (Ibid.)
4.3.1 City of Cambridge In the City of Cambridge, it is the Municipal Arts and Culture Policy, submitted by the Cultural Policy Task Force in September of 1994, which governs local arts and culture activities. The goals of this Policy are as follows: • to identify the various gaps in facilities, programs, and coordination services which currently exist in the cultural area; • make recommendations to respond to these gaps; and • identify the support services which the municipality will provide to local arts/cultural groups so that they can adequately provide arts and cultural programmes within the community. Within this document, which was developed in a manner consistent with this Master Plan, are a number of policy directions, of which several have been as listed in Table 4A.
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Table 4A City of Cambridge: Policy Initiatives embark on a public art programme to be directed by the Cultural Advisory Committee (CAC) that terms of reference for a creative arts/performing arts centre be established that funding be provided for a cultural newsletter. that the municipality endeavor to display local works of art in municipal facilities that efforts be made to increase awareness of the existing municipal funding programmes and training opportunities that the Cultural/Special Events Co-ordinator continue to act as a committee member on the Access to Recreation Committee to ensure the needs of those experiencing various barriers are fully considered that the Cultural/Special Events Co-ordinator continue to liaise with the Cambridge Arts Forum to increase its profile within the community and to highlight arts/culture opportunities available to the general public that Community Services Department staff and the municipal Archivist co-ordinate an inventory of the City’s present arts collection that the CAC develop standards for future municipal arts acquisitions and that the CAC evaluate the Municipal Arts and Culture Policy every five years Other related policy documents and studies include: • Our Common Future, A strategy to Guide Cambridge into the 21st Century, 1994 • Arts & Culture Centre Needs & Funding Feasibility Study, 1997 • Arts & Culture Centre Fundraising Plan, 1997 • Future Directions: Core Areas in Focus, 1997 • Galt City Centre River Integration Project, 2000 • Civic Square Design Concept, 2000
4.3.2 City of Kitchener In the City of Kitchener, it is the municipal CulturePlan, submitted to Council in June of 1996, which identifies and defines the municipality’s strategic directions and priorities respecting local arts and culture activities. The goals of this document are as follows:
• strengthen the municipal cultural infrastructure; • encourage creation of arts-based festivals and celebrations; • incorporate an arts and culture focus into downtown revitalization; • augment existing cultural facilities; • support increased awareness of the arts within with community and increased communication within the arts sector; and • monitor progress toward goals for arts and cultural development. Among the twenty-four recommendations contained in the CulturePlan are those as listed in Table 4B below.
Table 4B City of Kitchener: Culture Plan Recommendations the establishment of an Arts and Culture Advisory Committee on a permanent basis; establishing a cultural storefront for City operations; and augmenting arts and culture staff support the creation of an annual arts festival; support the creation of an annual, multi-tier, visual arts celebration support the creation of a series of public sculptures composed of old pieces of industrial machinery and artifacts, as a celebration of Kitchener’s cultural heritage support the creation of a river of fountains as a celebration of the Grand River create a “Kilometre of Culture” in the downtown core support the establishment of a Children’s Museum in the downtown investigate the creation of “back alley galleries” as part of laneway development in the downtown enhance the greening of the downtown support the creation of a performance venue of 300 – 450 seats investigate the creation of an outdoor amphitheater support increased awareness of the arts within the community, and increased communication within the arts sector support a Hands-on-the-Arts Fair and the development and implementation of an appreciation series expand the Artist in Residence Program and support the creation of an information delivery system for arts and culture endorse the continuation of periodic salons or informal receptions focused on arts and culture
Other related policy documents and studies include: • Mayor’s Task Force on Downtown Revitalization, 1995 • Department of Parks & Recreation Strategic Plan, 1997 • Kitchener Downtown Strategic Action Plan 1999-2001, 1999 • Compass Kitchener, 2000
4.3.3 City of Waterloo In Waterloo, it is the updated Cultural Master Plan, submitted by the Cultural Development Committee in 1997, which gives voice to the city’s cultural heritage mandate and activities. To quote, The City of Waterloo recognizes the growing importance of, and the need for, the continued development of artistic, heritage and other cultural opportunities in the City in relation to, and in support of, the quality of life of City residents, the economic development of the City and the reinforcement of the City’s own cultural identity. Source: City of Waterloo, Culture Master Plan Report: Review, 1997.
This mandate is not unlike the Statement of Intent that has been proposed and included in section 7.0 of this Plan. According to the Culture Master Plan, the goals listed in Table 4C are “the longer-terms results for which the City of Waterloo and the cultural community are jointly striving to achieve”.
Waterloo's Annual Royal Medieval Faire is one of the region's many family-focused festivals.
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Table 4C City of Waterloo: Long-term Cultural Goals to ensure that sufficient cultural programs (spectator and participatory) are available to meet the needs of residents and to foster the cultural development of the City to ensure that sufficient facilities are available to house cultural programs in Kitchener and Waterloo to meet the needs of the residents of the City of Waterloo to ensure continuous and close liaison and coordination between the City and other governments, and other local institutions and organizations involved in providing cultural opportunities in the community to develop a strategy that will encourage the private and business sector to become more aware of and involved in cultural development in the City to ensure that information is available and accessible to the public regarding the cultural opportunities available to them in the Kitchener and Waterloo area to advocate for increases to annual spending on cultural opportunities (i.e. grants, facilities and programming) with a view to narrowing the gap between spending on cultural opportunities and spending on other forms of recreation, and to reflect the changing demands for leisure time opportunities to ensure sufficient funding is available to provide financial assistance to local non-profit community cultural groups and individual artists as a means of promoting cultural development to create appropriate support mechanisms to encourage new community-based cultural programming initiatives which help to achieve the City’s cultural development mandate to establish a process for monitoring the changing needs of the community with regard to cultural opportunities to ensure that a range of cultural opportunities are available within the community to meet the needs of the citizens of Waterloo to ensure that cultural development activities in the City help to define and reinforce the distinct identity of the City of Waterloo to encourage, where appropriate, the development of local cultural resources in such a way as to first meet the needs of local residents and secondly maximize their tourist attraction potential. Every effort should be made to market such local cultural opportunities to tourists but not at the expense of meeting the needs of local residents
to encourage the further concentration of cultural facilities and programming initiatives in the UpTown area of the City to develop partnerships, in cooperation with other regional municipalities, with a view towards maximizing the impact of expenditures on cultural initiatives and alleviating duplication of services where possible to nurture and develop cultural opportunities for the residents of the City of Waterloo Other related policy documents and studies include: • Imagine Waterloo, 2000
4.3.4 Region of Waterloo Unlike the area municipalities, the Region has not heretofore developed or maintained a policy document specifically dealing with arts and culture. As indicated above, the majority of the Region’s policies as contained in the ROPP, the Corporate Strategic Plan, and related documents, deal more squarely with heritage issues and activities. The Plan will address this gap within the existing policy framework.
4.4 Arts and Culture Programming and Practice Consistent with their policies, the area municipalities, and the Region itself, support a number of arts and culture programs. Most also maintain some sort of cultural advisory committee to advise staff and/or Council on arts and culture issues. Below is a partial listing of the various programs and practices of the area municipalities as well as the Region. For a more comprehensive listing of the programs and practices offered by the three urban municipalities, please refer to Appendix 19.for a listing of the township resources andevents, please refer to appendix 22.
4.4.1 City of Cambridge The City of Cambridge supports a number of programmes and practices of a cultural nature. According to material supplied by city staff, direct programming includes:
• Cambridge Centre for the Arts: Child, youth, and adult programs in dance, drama, music, visual arts, writing, and soft crafts offered on a quarterly basis (Winter, Spring, Summer, and Fall). • Concerns in the Park: A series of sixteen Sunday evening live music concerts running throughout the Summer. • Cambridge Arts Guild: Offers a variety of drop-in and special events through the Cambridge Centre for the Arts. The Guild is also responsible for administering Gallery space and exhibitions available to the public. • Cultural Awards Committee: Runs the acclaimed Bernice Adams Awards Night annually. Administers the trust fund dealing with student scholarships and bursaries for developing artists. The City of Cambridge also supports, in the amount of approximately $100,000 per annum, sixteen arts and culture groups. Among the groups/events supported by the City of Cambridge are those listed in Table 4D below.
Table 4D City of Cambridge: Grants to Group Cambridge Arts Festival Cambridge Concert Band Cambridge Highland Games Cider and Spirit Walk/Heritage Cambridge Fairview Mennonite Homes Musical Group Forbes Park Festival Kitchener-Waterloo Symphony Orchestra Mill Race Festival Waterloo County and Area Quilt Festival Waterloo Regional Arts Council YACC Cambridge (Rock the Mill Festival) In addition, the City of Cambridge contributes about $250,000 for Cambridge Galleries each year and spends over $2.8 million for the operation of the Cambridge Public Library. In 1969 the Galt Library moved to the current Grand Avenue North location. In addition to library facilities the building contains an auditorium and an art gallery, specializing in textile art. The libraries of Galt, Preston, and Hespeler joined to form the Cambridge Public Library in 1973. Over the last 20 years many major ren-
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ovations, expansions and relocations have taken place, including a gallery in the Preston Library. Programming and exhibits have also increased significantly over the years. In 1997, the Clemens Mill Library opened at the corner of Franklin Boulevard and Saginaw Parkway, sharing space with St. Benedict Secondary School. The Clemens Mill location is the first integrated high school and community library in Ontario which is run by the local public library board. For the City of Cambridge, the Cambridge Arts Guild has resumed the advisory role for culture, having taken over for the Cultural Advisory Committee which was disbanded several years ago.
4.4.2 City of Kitchener Like Cambridge, the City of Kitchener is also quite active in the provision of arts and culture services. Among the many events and programmes offered and/or supported by the city are those listed in Table 4E below. In total, the City contributes grants of approximately $650,000 to some forty cultural organizations each year.
Table 4E City of Kitchener: Events and Programmes CHYM Skating Party Literary Conference Open Ears Music Festival Waterloo County Quilt Festival Motorcycle Show and Shine Block Party Indi Island/Nights MultiCultural Festival Cruise Night Communities in Bloom Tooney Tuesdays Summer Concert Series World Beat Kids Park KMS Band Cafka/Contemporary Art Forum K-W Oktoberfest K-W Opera Ball Kitchener Farmer’s Market
Christmas Fantasy Christkindl Market Santa Claus Parade Tree of Hope Ceremony Kitchener Downtown Business Association Mural Programme Festival of the Night (New Year’s Eve) Artist-In-Residence Program Tri-City Studio Tour World on the Street One Book, One Community
classes taught by professional, regional artists.
The City of Kitchener also contributes over $1 million annually to Centre in the Square and spends over $5.7 million annually to operate the Kitchener Public Library (KPL). In May of 1962 the present Main Library in Kitchener was opened to the public. In 1971, the first Community Library was opened in Stanley Park. Additional library branches opened in Forest Heights (1976), Pioneer Park (1982), and Grand River Stanley Park (2002). In 1978, an extension was added to the Main Library building and shortly thereafter, the Library introduced its first automated computer catalogue system. The KPL marked its 100th anniversary celebrations in 1984 with the opening of the Grace Schmidt Room of Local History.
4.4.3 City of Waterloo
One of primary cultural institutions supported by the City of Kitchener is the K-W Art Gallery. The Gallery was established in 1956 and is currently the oldest and largest public gallery in the area. The Gallery is located adjacent to downtown Kitchener, and serves the entire region. The mission of the KW Art Gallery is as follows: "to generate excitement, enhance interest and build understanding of the visual arts among the public, gallery members, and the arts community in the South Western Ontario region of Canada". This is achieved by operating and promoting a public art gallery in Kitchener-Waterloo that displays a high standard of excellence in its exhibitions, collection, interpretation, and preservation of art. The Gallery has a policy to present the full spectrum of artistic experience to a broad ranging audience. It offers a wide selection of educational opportunities for all ages including traditional tours, curriculum based in studio school workshops (grades K-8), Summer and March Break programmes, a "Grade Five Arts Awareness Programme," and special projects that cater to secondary school students. The Gallery also offers Artist-inResidence projects and, for adult audiences, a series of art
In Kitchener, it is the Arts and Culture Advisory Committee (ACAC) which advises Council on arts and culture initiatives. ACAC also provides information to and promotes discussion within the community, participates in municipal initiatives, and evaluates and promotes the beneficial impacts of the arts. Public art, in the City of Kitchener, is the purview of the Public Art Working Group, an entity which oversee art acquisitions, installations, and maintenance.
The City of Waterloo is also a strong supporter of arts and culture programmes within the municipality. According to information supplied by city staff, Waterloo administers and/or provides funding to the fourteen core events and programmes listed in Table 4F.
Table 4F City of Waterloo: Events and Programmes Public Art Program Summer Concerts Roundabout Theatre Toy Box TeenTheatre Communities in Bloom Dionysia Wine and Food Festival K-W Oktoberfest Royal Medieval Faire Uptown Waterloo Jazz Festival Waterloo Busker Carnival Waterloo County and Area Quilt Festival Winter Lights Wonders of Winter One Book, One Community The City of Waterloo provides grants of about $250,000 to twenty other cultural organizations, including the Waterloo Community Arts Centre and spends about $1.8 million on the provision of public library services through its main branch, built in 1965, and the McCormick Branch constructed in 1973. The City also contributes about $90,000 annually in services to the Canadian Clay and Glass Gallery (CCGG).
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As a major cultural institution in Waterloo, the mandate of the CCGG is to exhibit contemporary cultural material executed in the silica media - ceramics, blown and stained glass, and enamel - for public edification and enjoyment. The gallery's activities span the range of collection, research, documentation, interpretation, education, and dissemination. Current educational opportunities include exhibitions, publications, tours, lectures, demonstrations, workshops, symposia and conferences. The gallery is committed to encouraging diversity by varying attention from traditional forms to vanguard expressions; by ranging perspectives from individual to collective; and by altering scope from regional, through national to international.
century restored home which offers cultural activities including an annual Kidís Camp, Quilt Show, Scottish Festival and Christmas programs. Castle Kilbride was constructed in 1877 by James Livingston and is named after his birthplace in Scotland. Over 60% of the furnishings in the house are original to the home and the family. In 1993, the home was recognized as a National Historic Site and each year plays it host to over 8,000 visitors. Located in the lower level of Castle Kilbride is the Sir Adam Beck Archives, a vital community resources centre. Heritage preservation includes the conservation of both the natural and human-made elemants that make our region unique.
Cultural advisory bodies in the City of Waterloo include the Public Art Committee which, like Kitchener, advise staff and Council on public art acquisition, installation, and maintenance. The Cultural Development Committee (CDC), which was formed in 1988, has a slightly broader mandates, which includes: • to advise Council and its committees on arts and culture in matters including funding, policy, space, programming, cultural tourism, heritage, and partnerships; • to act as an informed resource for the community by responding to requests for information or advice sent directly to the CDC by Council or others, or referred to the CDC by Recreation and Leisure staff; • to participate in special City initiatives or projects or committees deemed to have a cultural impact; • to act as a liaison between Council and the cultural community by anticipating and responding to the information needs of both; • to initiate and pursue opportunities to enhance the cultural and artistic environment of the City of Waterloo; and • to participate in, monitor, and regularly evaluate all plans and policies which have an impact on the cultural community.
Townships have historically been strong supporters of parks and recreation services, and have recently become direct supporters of cultural heritage through developments such as Castle Kilbride in Wilmot Township. Community centres, arenas, libraries, churches, and schools have provided the foundation and infrastructure for cultural heritage programming. As discussed below library services in the Townships are administered by the Region but are paid for the townships on behalf of the township residents.
4.4.4 Townships
The sections below provide a glimpse of the cultural heritage opportunities present in the regionís four rural municipalities. For a more comprehensive listing of the programs and practices offered, please refer to Appendix 22.
The regionís rural municipalities are home to a diverse selection of cultural heritage programs and services offered by and for the citizens of the townshipís individual communities. In addition, many community based organizations have developed wonderful special events and resources that are enjoyed by the region as a whole, such as the Elmira Maple Syrup Festival and the Wellesley Apple Butter and Cheese Festival.
Rural communities were found to have a wealth of volunteer initiatives that serve and inspire the community at hand. Arts and history organizations have worked hard to preserve heritage resources, and create culturally stimulating opportunities. Service clubs, farm organizations, and citizen associations have shaped their communities through their strong leadership and fundraising endeavours. Recreation associations are found at the heart of many communities providing resources for groups with shared interests to enjoy learning and social engagement, ranging from seniors organizations to sports teams. Local business associations have also played a strong role in encouraging community cultural development.
4.4.4.1 Wilmot Township The research revealed that the Township of Wilmot provides substantial funding for the operation of Castle Kilbride, a 19th
Other cultural activities unique to Wilmot Township include Heritage Day, New Dundee Victoria Day celebrations, New Hamburg Santa Claus Parade, Moparfest, and the New Hamburg Fall Fair. The Township is also home to the Community Players theatre troupe, Wilmot Arboretum, Heritage Wilmot, and the Mennonite Relief Sale. The Mennonite Relief Sale, particularly noteworthy as it is Canadaís largest quilt action, is entering its 36th year of operation in Wilmot Township, and attracts thousands of visitors each year.
4.4.4.2 Wellesley Township For its part, the Township of Wellesley sponsors the Wellesley LACAC and the Township Historical Society. Wellesley Township also plays host to Theatre Wellesley, the St. Clementís Santa Claus Parade, Linwood Sunfest and Snofest, and the Wellesley - North Easthope Fall Fair. The Township also has over 60 miles (96 km) of Cultural Trails, and supports diverse recreation programming offered through its many community resources. Perhaps most noteworthy is the Wellesley Apple Butter and Cheese Festival which was started over 25 years ago by the local Board of Trade to raise funds for major community projects. This family event focuses on food and rural entertainment and, each year, attracts thousands of visitors to the Township.
4.4.4.3 Woolwich Township The Township of Woolwich is home to the renowned Kissing Bridge of West Montrose. Originally built in 1881 by John Bear, the West Montrose Covered Bridge is Ontarioís last remaining covered bridge and is recognized as a historic site by Ontarioís Archaeological and Historic Sites Board. The bridge is often
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referred to as ìthe Kissing Bridgeî because it is enclosed and the soft light provides a feeling of intimacy for the romantic. Woolwich Township is also home to the St. Jacobs Schoolhouse Theatre; the Maple Syrup Museum; the Mennonite Meeting House; the Gore Park Bandstand; and the St. Boniface Roman Catholic Church, located in Maryhill. The Townshipís characteristic countryside, villages, and many one-of-a-kind shots, ìSt. Jacobs Countryî, have become a well known tourist destination. In fact, the village of St. Jacobs, combined with the St. Jacobs Farmerís Market and Flea Market draws hundreds of thousands of visitors per year. Other cultural assets include the ìWorldís Largest One-Day Maple Syrup Festivalî in Elmira, local craft and garden shows, Elmira County Fair, the Elmira Theatre Company, Elmira Santa Claus Parade, and several local historical societies.
4.4.4.4 North Dumfries Township North Dumfries Township is the site of the North Dumfries School Fair and the Fresh Ayr Festival, a celebration of family hosted by the Ayr Business Improvement Association. Activities include a strawberry social, fishing derby, vintage auto and pet show, and range of musical entertainment.
4.4.5 Region of Waterloo Arts and culture programming and events supported, funded, or administered by the Region of Waterloo include: • the Waterloo Regional Library; • the newly established Waterloo Regional Arts Foundation (WRAF); • grants to various arts and culture groups, those with a regional serving mandate; and • the forthcoming public art policy. Each of the above are briefly described in the paragraphs below. The Region of Waterloo operates the Waterloo Regional Library (WRL) system on behalf of the Townships of North Dumfries, Wellesley, Wilmot and Woolwich. WRL offers a host of cultural related programmes and activities as well as print and digital resources, meeting rooms, and public Internet access through its ten branch locations.
In July of 2002, Regional Council approved the creation of the Waterloo Regional Arts Foundation (WRAF) to serve as a parallel entity to the WRHF. According to Report RC-02-003, the mission of the WRAF is “to promote, encourage, and provide support to arts organizations and individual artists that contribute to the vibrancy of the arts and cultural sector to benefit the people of the Region of Waterloo”. To this end, the Foundation was charged with five objectives, namely: • to distribute the Foundation’s funds to artists and arts organizations that benefit the Region of Waterloo; • to have the capacity to accept donations and/or raise funds to further pursue its purposes; • to have the ability to respond to the most pressing needs in the arts community at the time; • to understand and take full consideration of the roles of other funding bodies; and • where the Foundation sees or views something beyond its mandate that is a pressing issues and/or integral to the arts community in the Region, the Foundation may report and make recommendations to Regional Council on such issues.
4.5 Related Regional Initiatives The Region is engaged in a number of initiatives, other than those described above, which support and are consistent with many of the cultural heritage programmes and events described above. These initiatives include: • Waterloo Region: Planning Our Future The Region’s Growth Management Strategy Initiative is an attempt to balance future community growth in a manner that preserves the best of what the region has today and which satisfies the growing needs and expectations of tomorrow population. Key features of the Strategy include brownfield redevelopment, environmental protection and enhancement, the protection of rural and agricultural lands, maximizing infrastructure investment, downtown revitalization, and protecting our cultural features and assets.
In February 2002, as part of the 2002 budget process, Council approved a grant budget of $81,000 – matching the amount given to WRHF – for the Foundation.
• Community-University Research Alliance (CURA) CURA is a pilot project launched in 1999 to help community organizations and university researchers combine forces to tackle issues that they have jointly identified as priority concerns. Current research includes the vitality and stability of urban core areas and community revitalization.
Over and above the allocations to the two Foundations, WRHF and WRAF, the Region provides grants to performing arts organizations with a regional mandate. These organizations include: • K-W Philharmonic Choir; • K-W Opera; • K-W Symphony Orchestra; and • WRAC.
• The Central Transit Corridor (CTC) Development and intensification along the CTC will increase accessibility to many arts, culture and heritage sites throughout the region. Indeed, the Region’s transit plans will do much to revitalize the downtown core areas of each city, promote the preservation and adaptive reuse of heritage buildings, and enhance established streetscapes and authentic urban neighbourhoods.
In 2002, grants to the above organizations totaled just over $130,000. The Region also approved a grant of $5,000 to the Waterloo County and Area Quilt Festival. Finally, as discussed in Section 3.2 above, the Region has committed to the development of a public art policy. While the details of this policy are still undergoing Council approval, it was recommended that an annual allocation of $50,000 be committed to the policy.
In 1995 the North Dumfries Plowmenís Association hosted the International Plowing Match. The Township supports the LACAC and is home to the restored Dettweiler Meeting House, the only stone Mennonite meeting house in Ontario; the AyrParis Band: and several local trails and natural areas. The communities within North Dumfries have formed strong citizenís associations, most recently the Ayr Youth Council.
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5.0 Research Findings 5.1 Needs and Gaps in Service Delivery, Programming, and Facilities
E
xtensive consultation, research, and data collection is of key importance in the development of any public policy document, particularly one that involves the identification of needs and gaps. Recognizing this, the extensive research process described in Section 1.4 was employed in developing this Master Plan. From this research, a vast amount of information was collected and recorded which, later, fed directly into the recommendations and strategies. This chapter of the Plan describes the research findings that emerged from the primary research which involved directly contacting stakeholders and recording their comments first hand.
To make sense of the data recorded and ensure that it lead directly to the recommendations, the following steps were taken: • Sorting of the Data As a first step, all of the data was sorted and grouped according to the research method by which it was collected (i.e. community consultation, public forum, interview, etc.). • Preliminary Analysis of the Data Once the data was grouped by research method, a preliminary analysis of the findings was completed to begin to identify the recurrent and/or most strongly articulated messages to emerge. These messages were sorted by type, such as needs and gaps and recommendations for Regional involvement. • Secondary Analysis of the Data The recurrent and/or most strongly articulated messages to emerge from each aspect of the research were then grouped into categories. Again, this was done for each type of response. • Development of Common Themes The individual categories were then grouped into themes which were found to be common across the entire research process. These common themes were later used as the basis for the recommendations and strategies.
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Using the analysis described above, the needs and gaps listed in Table 5A below were found to be the most frequently mentioned by those who participated in the research process.
Table 5A Most Frequently Mentioned Needs and Gaps increase awareness of the importance of arts, culture, and heritage more children’s and family-oriented programs, as well as youth activities communication and coordination between municipalities and organizations promotion and marketing of events; create a “one-stop shopping” site for cultural heritage information education, particularly of the younger generation respecting the important of cultural heritage affordable accommodation for artists better transportation and access to cultural heritage facilities/events additional human resources, including volunteers establish a regional museum greater protection and preservation of heritage buildings and sites more opportunities for local artists and musicians (through funding and promotion) clarify the role of Region beyond its involvement in heritage reduce the threat of urban sprawl and loss of rural character provide stable and more accessible funding (broader policies, clearer guidelines, streamlined approvals) communicate a strong, unified identity for the region as a whole A detailed breakdown of the information gathered during the interviews, meetings, community consultations, public forum, and surveys can be found in Appendix 13.
5.2 Common Themes and Goals
could be grouped under one or more of the following five themes. • Community Identity and Character; • Education and Awareness; • Coordination and Partnership Formation; • Resources; and • Accessibility. It was found that these five themes were generally reflective of the full spectrum of comments and feedback voiced by those who participated in the research process. As these same themes were also found to correspond quite closely to the findings and conclusions of the secondary analysis, including the literature and background document review, it was decided that they should form the goal framework under which the recommendations and strategies would be grouped. This would establish a clear and direct link between the research findings and the proposed recommendations and strategies. The sections below briefly elaborate on some of the key findings and conclusions associated with each of the themes/goals.
5.2.1 Community Identity and Character • A majority of community consultation participants and 40% of those interviewed felt that one of the greatest marketing challenges to overcome was the lack of a clearly defined and coherent cultural identity for the community and the perception that the region only consists of St. Jacobs Country. Consequently, it seems evident that the region needs to clearly define and articulate its unique cultural identity and sense of community. Branding and partnerships with tourism are two ways in which this could be addressed. • Perceived and real geographic barriers, suburban development, and the potential for change in the diversity of our rural character are important issues in the continuing evolution of the region. For this reason, it was suggested a strategy is needed to preserve our unique cultural elements, including the Mennonite population, their traditions, and their culture.
As indicated above, a number of themes clearly emerged from the research. Following some initial consolidation, it was concluded that the majority of the comments and feedback recorded
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• Community consultation stakeholders agreed that people need to better recognize and identify the rich cultural heritage already present within the region. Then, organizations can more effectively promote specific aspects of the region, such as its natural elements and its aboriginal heritage. • Discussion with multicultural representatives revealed that, although multicultural groups are a significant presence in the region, they are not homogenous and rarely share the same priorities and values. It was stated that recent immigrants often have little interest in cultural heritage issues unless they offer some promise of improvement to their lives or those of their children. Some multicultural groups were also said to fear getting lost and absorbed into the life of the local community. • Almost all of those who participated in the background research felt that the Region was more active in heritage issues and programming than arts or culture. Most participants were aware, for example, that the Region supports Doon Heritage Crossroads, Joseph Schneider Haus, and the WRHF. However, heritage interviewees suggested that economic development interests supported by the Region are frequently at odds with heritage interests.
5.2.2 Education and Awareness • More than 75% of the surveys were completed by patrons 44 years of age or above, an indication of the average age of the audience base. Through program development, marketing, and fundraising efforts, organizations hope to find younger audiences to supplement the current audience base, a base which is rapidly aging. Cultural heritage organizations are also struggling to find new audiences and markets that have not previously participated in arts, culture, and heritage activities. • Public awareness still needs substantial improvement. The community’s lack of knowledge of cultural heritage activities makes it difficult for organizations to know best how to market themselves. Some community consultation participants and interviewees stated that developing a higher profile in the community is one of the highest priorities. Several organizations were said to be working on improved marketing and communications plans. Over 30% of the interviewees felt that there was a lack of awareness and recognition that culture plays an important role in the community.
• Employers in the region who want to attract new skills and talents to their companies must be made aware of the amenities the community has to offer and encouraged to assist with funding and expertise. • Almost 50% of the survey interviewees stated that education is required of decision-makers, organizations, and the community at large on the importance of cultural heritage issues. It was said that efforts should be made to instill a greater understanding of the importance of preservation and the protection of built heritage. Some measure of protection for other aspects of heritage was also said to be important. Some community consultation participants mentioned that arts and culture are still perceived to be elitist and that heritage does not seem to be taken seriously enough by politicians. Moreover, it is evident that marketing and education efforts are not as effective as they could be to draw people out of their homes or from outside the region to enjoy the region’s many attractions. • Community consultation and interview participants generally agreed that improved marketing is required for organizations to build their profile and to effectively inform the community about what they have to offer, especially those that are not in a visible or frequented location. Many stakeholders also agreed that arts, culture, and heritage sites need to be better identified.
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5.2.3 Coordination and Partnership Formation • Thirty percent of the heritage organizations’ interviewees and several community consultation participants felt that some municipal functions needed greater Regional support. For example, increased Regional support for municipally established and operated LACACs and conservation/planning issues would help to strengthen existing entities and better preserve heritage resources throughout the region. The creation of a regional museum, housed in a historic property, was of particular interest to survey, community consultation, and public forum participants. Many realize that older buildings can avoid demolition if they are protected and reused as cultural centres. • Research revealed that organizations are making efforts to improve ties with the business community and to raise funds to support endeavors not generally covered by operating budgets. However, it was pointed out that it can be difficult to raise funds when many groups and organizations
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are approaching the same sponsors and competing for visitor attention while operating on small marketing budgets. Arts groups are finding that they are spending increasing amounts of time on fundraising and advertising, thus reducing the time and staff resources which can be devoted to their crafts. Some 30% of those interviewed felt that reaching more people has been a challenge for organizations because of the geographic expanse of the region, the diversity of its communities, and the limited media coverage which is provided. Information about local cultural heritage activites is often available, however, the public must know where to find it. Therefore, municipalities and townships must decide how their varying priorities can be included and celebrated in a comprehensive marketing effort. Participants in the public forum agreed that culture and tourism would benefit greatly from a joint marketing effort since the two are very interconnected. Tourism representatives are interested in learning more about arts, culture, and heritage and deciding how best to assist the sector. The region, in general, is also faced with the same problem as individual organizations: difficulty of reaching a diverse and geographically spread out audience. Interviewees noted that comprehensive cultural heritage reportage is missing from the local papers. The population tends to rely on coverage from other areas, usually Toronto. It was discovered that over 70% of those surveyed refer to a daily newspaper whereas only 40% read the community paper. A few of the community consultation participants and interviewees criticized the local media for inconsistent coverage of cultural issues and inaccurate reporting. Survey respondents said they would like to see further opportunities to promote and showcase the work of local artists in order to help increase the appreciation and awareness of what is available in the community. Partnerships with local businesses and the transit authority were suggested. A majority of the organizations represented in the community consultations said that they do not presently conduct surveys or detailed evaluations to collect user/audience statistics.
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Culture 5.2.4 Resources • Approximately 21% of the organizations that were interviewed have not been able to take advantage of marketing and promotional opportunities because of the lack of resources. Financial and human resources were said to be two of the most pressing issues facing the future development of 65% of the participating organizations. Several organizations were said to be developing or revising plans for the upcoming year regarding staff and volunteers; management processes; and event and program evaluation. However, in order to accomplish those tasks, the small staff base needs to be augmented as current employees and/or volunteers are overworked and occasionally burnt-out. For example, without sufficient funds, organizations have found it difficult to hire a staff person with marketing expertise to develop and lead a marketing strategy. Overall, staff would like to upgrade skills in order to meet those new challenges. Many organizations indicated they were unaware that the two school boards in the region have student cooperative education programs – a free resource. In addition, free expertise is often available from university and college students eager to put their learning to practice. Affordable and timely marketing tools would also help greatly. • There are currently specialized Regional staff that work offsite at cultural heritage facilities. However, interviewees and community consultation participants agreed that there is a need for a cultural heritage specialist at Regional headquarters to support regional initiatives. • It was found that arts organizations are working toward artistic growth that is accompanied by operational stability. According to the research, a majority of arts, culture, and heritage organizations are looking for operational funding to sustain facilities and cover infrastructure costs, and capital funding to add new facilities to accommodate planned growth – their top two priorities. • Many arts groups reported that they are ‘homeless’; they rely on rented space and meet in private homes. A small number of those interviewed indicated that the quality of performances and exhibitions has been compromised because of a lack of funding, forcing organizations to rely on less than ideal facilities and performance space. Organizations that share facilities sometimes encounter
scheduling conflicts. It has been equally difficult for smaller groups to find extra and/or affordable rehearsal spaces and individual artists are finding it a challenge to obtain affordable live/work space. It was indicated that those challenges could stifle organizational growth and restrict the exchange of ideas. The use of “matchmaking” could alleviate this issue by making everyone aware of the existing possibilities. Survey, community consultation, and public forum participants felt that local artists and musicians require more public and private assistance in funding. It was suggested that organizations that employ artists need to be reminded of and encouraged to pay artist fees set by professional associations.
5.2.5 Accessibility • Approximately 35% of the survey comments confirm that patrons are happy with the range of cultural heritage activities in the region. Some patrons expressed the desire for activities that already exist. This suggests the need for better or additional promotion/advertising. • Many people said that they find it difficult to get complete and comprehensive information about arts, culture, and heritage activities. Many cultural heritage organizations and patrons said they would support a “one-stop shopping” website for local cultural heritage programming . • Almost all the organizations that were interviewed offered family and educational programs in addition to discounted tickets. Yet, some survey respondents felt that the region needs more children’s and family oriented programs and activities. Some survey respondents also said that they know there is a tremendous variety of events in the area, but that many events are often priced too high. As a result, many cannot afford to attend events as often as they would like to, especially when teenagers have to pay the full adult prices or when individuals rely on limited income. It is probable that the public may not be aware of the various programs and discount opportunities. • Transportation was frequently cited as an obstacle for those who do not have access to a vehicle or who do not drive (i.e. youths and seniors) especially for the trips to and from Cambridge.
5.3 Key Survey Findings Among the more noteworthy statistics drawn from the survey included the following: • Some 74% and 55% of respondents indicated they most frequently rely on the daily newspaper and word of mouth (respectively) to obtain information about current cultural heritage activities within the region. In terms of preferred sources of information, 40% of respondents said they would like to see increased use of email and websites. • Almost 40% of respondents indicated that they typically venture outside of the region for vacation/travel purposes. Theatre, museum/heritage, natural heritage and gallery activities outside the region were said to be the main draws. • Almost 60% of the respondents venture outside the region specifically for cultural heritage programming and availability reasons. Again, a majority pursue their interests in theatre, museum/heritage, natural heritage and gallery activities. Please refer to Appendix 15 for demographic information of the survey respondents and Appendix 16 for a graphical representation of select survey responses.
The Waterloo Busker Carnival fills the uptown with smiling faces.
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6.0 Role of the Region of Waterloo
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he majority of those who attended the consultations or were interviewed were of the opinion that the Region is more active in heritage types of activities and programming than that of arts or culture. And, even concerning its heritage activities, the Region is seen as being a relatively “minor player,” with an unclear relationship with the municipalites. The research further revealed that most people did not know what role, specifically, the Region currently plays respecting cultural heritage issues. Very few people know, for example, that the Region administers the township libraries on behalf of township residents, or that it funds the WRHF. Over 30% of the survey respondents indicated that the Region’s most important priority should be direcly funding arts, culture, and heritage programs and activities. This was followed by funding facilities and supporting arts, culture, and heritage endeavours through improved policies and planning, both with 22% support. Given the Region is currently spending approximately $3 million annually on cultural heritage initiatives and programs, there is a pressing need for the Region to improve public awareness of its contribution and the impact of its support. Please see Appendix 16 for a detailed breakdown of Regional contributions. According to the research, the items listed in Table 6A below were the most frequently cited activities the Region could engage in by which to support local cultural heritage initiatives:
Table 6A Proposed Roles for the Region of Waterloo help organizations to work together more effectively educate the public on the merits of cultural heritage initiatives facilitate support for youth, senior, and multicultural projects research, evaluate, and collect statistics and feedback on arts, culture and heritage activities ensure policies are followed and enforced to protect heritage resources provide stable and streamlined funding help recognize, identify, and promote the cultural diversity that exists in the community develop a region-wide marketing initiative for arts, culture, and heritage
address the long-term need for suitable and affordable accommodation for artists improve public transportation to and from arts, culture, and heritage destinations assist arts, culture, and heritage organizations to improve their relationships with the media provide a single source of arts, culture, and heritage information enter into partnerships to create more livable downtown areas.
6.1 Statement of Intent While researching and preparing this Master Plan, dozens of people from numerous organizations shared their views and opinions on the role they would like to see the Region play with respect to arts, culture, and heritage activities within the community. By drawing on the recurrent messages that were articulated, the following Statement of Intent was devised. It was envisioned that this Statement would serve as a useful starting point for Regional Council and staff to formulate a shared position or mission with respect to the corporation’s delivery of cultural heritage services within the community. Arts, culture, and heritage initiatives make a significant contribution to the well-being and quality of life of the residents of Waterloo Region. They reflect and enhance the community’s unique identity and diversity, contribute to economic vitality, and shape future growth. Accordingly, the Region of Waterloo alone or in partnership will identify, protect, promote, and invest in existing resources; implement strategies to support additional arts, culture, and heritage initiatives; and ensure their long-term prosperity and sustainability.
6.2 Guiding Principles The preservation of arts, culture, and heritage resources is a shared responsibility of which the Region can and should play an active role. Hence, the principles listed in Table 6B define the context within which cultural heritage policies and strategies should be developed within the corporation.
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Table 6B Guiding Principles for Policy and Strategy Development existing organizations and delivery agents should form the basis upon which future growth and development shall occur strong heritage preservation policies must be a priority for the Region increasing density within urban core areas is preferable to expansion toward the city limits the Region’s cultural heritage policies and strategies should be developed in consultation with the area municipalities and other groups involved with arts, culture, and heritage cultural heritage policies and strategies should seek to maximize efficiency and effectiveness of arts, culture, and heritage initiatives, programs and organizations; and endeavor to enhance the benefits of shared resources to all involved
6.3 Fulfilling the Regional Role In the course of developing this Plan, the consulting team reviewed cultural heritage master plans from a number of municipalities and heard suggestions, as well as frustrations, voiced by many of those who care deeply about local arts, culture, and heritage issues. From this research, several messages were heard time and time again, including the need for the Region to play a strong role in connecting, protecting, and enhancing the region’s arts, culture, and heritage resources. While the region is home to a broad selection of cultural heritage attractions and organizations as well as leading edge academic institutions, it is evident that it has not yet capitalized on all of the advantages they can offer. In the consulting team’s opinion, the Region could deploy its resources most effectively and realize greater near and long-term gains by facilitating greater collaboration among the municipalities and cultural organizations, especially in their promotional and developmental efforts. The Region needs to initiate and support efforts that give arts, culture, and heritage a much higher public profile and promote the financial and non-financial benefits associated with cultural heritage activity. This
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would help to forge stronger connections, not only among cultural heritage organizations but also between the cultural sector of local municipal and Region governments. In addition, the Region must continue to recognize and enshrine in corporate policy/strategy the interconnectedness of urban growth, environmental protection, tourism, economic development, downtown revitalization, heritage preservation, and arts and culture practice. Holistic, integrated, and balanced approaches, as evident, for example, in the Region’s Growth Management Strategy Initiative, offer the best hope of survival for the regions many cultural heritage programs and stakeholders. However, as history has shown, economic and development pressures often overshadow cultural and heritage concerns. Great care must, therefore, be taken to define what “balance” truly means for the community and whose notion of balance will govern the decision making process. If the Region is committed to addressing one of the most frequently mentioned identified needs, it - in conjunction with the area municipalities and other community partners - must also take a strong stand on the preservation and restoration of the remaining examples of natural and built heritage within in the community. Given current trends, which show the accelerating loss of historic sites, features, and landscapes over the last two-decades, the time is now to implement strong but fair preservation and protection policies. If the Region were to further invest in cultural heritage and take steps to promote the sectors’ long-term health and vitality, benefits would accrue to the community as a whole. Such investment would, for example, help to attract and retain more talented and creative people, and would also help to promote the community as a destination for cultural tourists. It would encourage businesses and residents to better protect the existing cultural heritage landscape and would stimulate those activities that are most likely to draw people back to public transit and our downtowns. To fully realize these benefits, however, it is the opinion of the consulting team that the Region will need at least one additional cultural heritage specialist on staff. The person or persons in this position would
be charged with a number of tasks and responsibilities, including: • strategy development to encourage the sharing of skills, expertise, and information among cultural heritage organizations; • cross-jurisdictional facilitation and cross-disciplinary collaboration to create region-wide events; • partnership formation to identify ways/means by which the Region and the area municipalities can effectively integrate their respective cultural heritage initiatives and programming; and • regional marketing, promotion, and education. For the Region to increase community support for local arts, culture, and heritage endeavors it will need to invest additional funds or alter current funding to implement some or all of the strategies contained in this Master Plan. However, in so doing, opportunities exist to integrate several existing, but somewhat fragmented efforts, and to better leverage current spending among stakeholder groups.
"Downsizing hits arts and culture budgets first and hardest... if we lose elements of our arts and cultureal fabric, we will rob our community of its soul." - Public forum participant
Joseph schneider Haus is one of the locations that bring history to life for the region's residents and tourists.
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7.0 Goals, Recommendations, and Implementation Strategies
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7.1 Introduction At the heart of this Plan are the goals, recommendations, and strategies proposed for implementation over the next five years. As can be seen in the pages that follow, the recommendations and strategies were categorized under the following goal areas. Goal 1: Community Identity and Character Develop a stronger cultural heritage identify for the region, one that celebrates its diversity, the character of its multiple towns and cities, and the differing traditions of their founders; its natural features; and the richness of its arts, culture, and heritage assets. Goal 2: Education and Awareness Build a stronger foundation for arts, culture, and heritage within the community. Goal 3: Coordination and Partnership Formation Encourage a greater degree of collaboration across all sectors and disciplines. Goal 4: Resources Support opportunities for the development and sustainability of existing arts, culture, and heritage organizations. Goal 5: Accessibility Maximize accessibility to arts, culture, and heritage opportunities and information. Recommendations and strategies for each of the goals in which it was proposed the Region take a lead role are presented in the subsections below. Based on consultations with Regional staff, these strategies were organized in two categories, namely: • Year 1 Strategies: Strategies that could be implemented using existing staff and resources and/or would require new, but relatively small allocations of money. These strategies are either already in progress or could commence in the first year of the implementation phase of the Plan. • Year 2 – 5 Strategies: Strategies that are dependent on the allocation of more substantial resources and which could or should be implemented during years two through five. Most, if not all, of these strategies would require the addition of at lease one additional full time staff member. A third set of recommendations and strategies also emerged from the exercise, however, they are not presented within the body of this Plan. Unlike those above, the third set of recommendations and strategies would require, for effective implementation, the full and equal participation of several partners and community stakeholders and should not necessarily be lead by the Region. Hence it is difficult to estimate or specifically recommend when such strategies should be pursued. Given their importance, however, they were included in Appendix 20 and could be explored by the Cultural Heritage Advisory Committee proposed for establishment under Goal 3 of this Plan. As previously mentioned, the following goals were grouped under the theme areas that emerged from the research in order to ensure a direct link between the findings and proposed recommendations.
7.2 Goals, Recommendations and Implementation Strategies The following pages identify the goals, recommendations, and implementation strategies.
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Goal 1: Community Identity and Character
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Develop a stronger cultural heritage identify for the region, one that celebrates its diversity, the character of its multiple towns and cities, and the differing traditions of their founders; its natural features; and the richness of its arts, culture, and heritage assets. The region contains rich and diverse arts, cultural, and heritage aspects that need more recognition, appreciation, and support. Arts, culture, and heritage can help strengthen community bonds and reduce perceived and real geographic barriers. The unique features of the region will prevent it from being “just a smaller Toronto”. It has been shown in other cities that cultural heritage activities can promote revitalization and draw in new residents. Recommendation 1.1 Promote a greater understanding of the region as a unique place (history, architecture, character, and unique visual and natural features) and a greater respect for the diverse features that define it. Coordinate participation in province-wide heritage promotions, such as ‘Doors Open’, beginning in 2003.
This event involves opening the doors of public and private facilities housing heritage resources. It would allow local residents and visitors to learn about their own heritage and increase their appreciation of the region’s assets. Example: The ‘Ontario Doors Open’ campaign is an event hosted by participating heritage sites in municipalities throughout the province during different times of the year. Lead: Regional staff Partners: Area municipalities, Ontario Heritage Foundation (OHF), heritage organizations Cost: $1,500 per annum to register; share of $15,000 for coordination and promotion Measures of Progress: Inclusion of the region of Waterloo’s heritage facilities in ‘Ontario Doors Open’ program and promotional materials for 2003; local resident and visitor participation
1.1.2
Investigate and support the creation and use of walkway and cycling trails between cultural heritage attractions.
Example: The Region is currently developing a Cycling Master Plan that will help residents connect with surrounding cultural heritage opportunities with more ease. The plan includes consideration of accessibility, destination-oriented routes, and integration with other modes of travel in their route development and network design process. Lead: Cycling Master Plan Advisory Committee Partners: Cultural heritage organizations Cost: Implementation costs to be determined Measures of Progress: Expansion and promotion of trail network; use of trails by the public
1.1.3
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
1.1.1
Establish a Regional facility that will serve to preserve and promote the region’s unique cultural heritage. This could include an archive, a museum, and other space for public use.
A region of this size should work towards developing a regional museum and archives to organize, coordinate, showcase, and protect heritage items of regional significance. There is currently a proposed allocation in the capital budget forecast for such an initiative from 2007 to 2009. Lead: Regional staff Partners: Regional Council, the community Cost: $4 million minimum capital (already allocated in Region’s budget p r o j e c tions for 2007-2009); actual capital cost and operating costs to be determined Measures of Progress: Completion of a regional facility
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Recommendation 1.2 Protect existing cultural and natural heritage assets throughout the region.
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
1.2.1
Encourage the creation of heritage corridors.
Heritage corridors, such as Regional roads and the Grand River, enhance cultural heritage features and recreational opportunities, and contribute to the quality of life of residents and the experiences of visitors to the region. They can also provide economic benefits from increased tourism. Example: The Scenic Roads Handbook provides a framework that could be used to make Regional roads scenic yet still function effectively for transportation purposes. Lead: Regional staff Partners: Area municipalities Cost: $50,000 - $100,000 per annum Measures of Progress: Creation and signage of heritage corridors linking heritage buildings and environmentally sensitive areas
1.2.2
Implement the identification and protection of sites of regional heritage significance.
Sites of regional heritage significance include buildings, structures, cemeteries, or areas that meet established criteria which identify them to be significant to the region’s development and heritage. The support of Regional Council and staff is needed to research, document, and find ways of protecting these sites. Lead: Area municipalities Partners: Developers, property owners Cost: Regional staff time (additional costs to be determined) Measures of Progress: Preservation of sites of regional significance
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Goal 2: Education and Awarness Build a stronger foundation for arts, culture, and heritage within the community.
People’s lives are enriched in many ways through the learning of arts, culture, and heritage. An awareness of the benefits of arts, culture, and heritage is likely to lead to greater appreciation of, participation in, and support for those activities. Therefore, it is important to reintegrate cultural heritage activities into society through everyday leisure activities, places of work, and school programs. Recommendation 2.1 Enhance the profile and public awareness of the benefits that arts, culture, and heritage organizations and activities bring to the community. Emphasize the relevance and benefits of arts, culture, and heritage to everyday life through existing Regional publications, programs, and/or events. Cultural heritage organizations in the region contribute an estimated $39.1 million annually to the local economy and are significant features in tourism and economic development promotions. Many of the organizations that participated in the creation of this Plan have education, outreach, and volunteer activities for people of all ages. Example: LACACs are planning to develop more awareness of heritage resources through the education system; educational programs at Joseph Schneider Haus and Doon Heritage Crossroads; supporting the Children’s Museum; and developing curriculum specific to local sites such as Castle Kilbride. Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, area municipalities, destination marketing organizations and industry stakeholders, Canada’s Technology Triangle (CTT) Cost: No additional cost Measures of Progress: Greater awareness by the public; increased public participation and support 2.1.2
Adopt a Regional public art policy and funding formula.
All forms of public art increase the profile of local art and artists while contributing to a more aesthetically pleasing environment. Example: Kitchener’s Industrial Artifacts Project preserves industrial heritage, industrial architecture, records the lives of working men and women, and displays the artifacts as public art. Lead: Regional staff Partners: Area municipalities, cultural heritage organizations, Arts and Culture Advisory Committee (ACAC), Cultural development Committee (CDC), WRAF Cost: $50,000 per annum in proposed budget allocation Measures of Progress: Interest of the public; increased presence of public art; enhanced creative environment and public support 2.1.3
2.1.4
Support efforts to establish additional and improved signage to identify arts, culture, and heritage destinations.
Signage will increase the prominence and the public’s awareness of the variety of cultural heritage assets in the region as well as directing residents and visitors to sites. Lead: Regional staff Partners: OHF, cultural heritage organizations, area municipalities, WRAF, Waterloo Region Heritage Foundation, Heritage Planning Advisory Committee (HPAC) Cost: $100/sign (total cost to be determined based on requirements)
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
2.1.1
2.1.5
Expand the artist in residence program at the Regional Municipality.
Direct exposure to the creative process will deepen the appreciation and understanding of art and artists. The artists will also have the opportunity to share new ideas and works-in-progress. Program should feature local artists. Example The Friends of Joseph Schneider Haus (JSH), a volunteer organization, currently raise the funds needed to support an artist in residence program in JSH. Lead: Regional staff Partners: Cultural heritage organizations, Ontario Arts Council (OAC), WRAC, Canada Council for the Arts (CCA) Cost: Regional staff time; $5,000 Measures of Progress: Introduction of artists-in-residence in Regional facilities
Expand the scope and circulation of Regional publications such Events and Exhibits.
Lead: Regional staff Partners: Cultural heritage organizations, Waterloo Regional Arts Council (WRAC), local media, private businesses, academic institutions Cost: Additional mailing and printing costs Measures of Progress: Increased circulation figures; evidence of more cross-sectoral collaboration
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YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
Recommendation 2.2 Facilitate greater youth involvement in programs and events of arts, culture, and heritage organizations. 2.2.1
Promote more youth and family oriented programs that develop skills and interests in arts, culture, and heritage.
Arts, culture, and heritage activities are particularly conducive to intergenerational socialization and the exchange of ideas. The Region can assist by building upon current efforts in the municipalities. Lead: Cultural heritage organizations, including Doon Heritage Crossroads, Joseph Schneider Haus and McDougall Cottage Partners: Area Municipalitites, Public and separate school boards, libraries, WRAC Cost: Staff resources; additional costs to be determined Measures of Progress: Increase in number of opportunities for youth and families; more youth and family participation in existing programs
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
Recommendation 2.3 Provide opportunities to bring together those who work within and outside cultural heritage organizations to encourage the exchange of information. 2.3.1
Provide more opportunities for cross-jurisdictional and crossdisciplinary workshops in partnership with arts, culture, and heritage organizations.
Example: The Grand Strategy Partners sponsors annual heritage workshops on Heritage Day (every third Monday of February) that encourage multidisciplinary interaction and exchanges that extend beyond regional boundaries. Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, libraries, private businesses, WRAC, Grand River Conservation Authority (GRCA) Cost: Staff resources (additional costs to be determined) Measures of Progress: Higher multi-jurisdictional and multi-disciplinary participation in current offerings; addition of new workshops and seminars; emergence of new partnerships
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Goal 3: Coordination and Partnership Formation
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To encourage a greater degree of collaboration across all sectors and disciplines. Individuals and organizations are partnering on more projects because of the benefits of shared resources and expertise. Collaborative efforts across the region and across disciplines make possible activities that might not otherwise happen. Sharing resources and expertise also encourages the development and exchange of creative ideas in addition to increasing cost-effectiveness by reducing the duplication in work.
3.1.1
Assist with establishing and updating a “one-stop” shopping website with arts, culture and heritage information
Example: www.communityevents.ca is an example of a currently functioning website Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, tourism and economic development organizations, WRAC Cost: Staff resources Measures of Progress: The existence of a functioning and accesible “one-stop” shopping website
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
Recommendation 3.1 Integrate various promotional activities including economic development, tourism, and the Region's Growth Management Strategy with arts, culture, and heritage efforts.
Recommendation 3.2 Encourage non-profit and public and private sectors to share resources and expertise.
The Region can give preference to collaborative projects and joint ventures when funding programs or projects through the WRAF and WRHF. Example: Waterloo Region Education and Public Network (WREPNet) received the 2001 Showcase Ontario Award of Excellence for its strategic alliance of school boards, local governments, public libraries, and the local community college, which provides information access through a secure and high-speed network. Lead: WRAF, Partners: WRHF, Cultural heritage organizations, WRAC Cost: No additional cost Measures of Progress: More collaboration across sectors; emergence of new partnerships; cost-savings 3.2.2
3.2.3
Encourage collaboration, joint ventures, and partnerships.
Establish a Cultural Heritage Advisory Committee to coordinate
inter-municipal activities. Example: Cultural Development Network had a similar mandate in the past Lead: Regional staff Partners: Regional Council, area municipalities, cultural heritage organizations Cost: Staff resources Measures of Progress: Terms of reference prepared, committee populated, and work plan prepared.
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
3.2.1
Encourage and coordinate the sharing of skills, expertise, and information among cultural heritage organizations in the area municipalities.
Example: Doon Heritage Crossroads’ conservator regularly helps to monitor and assess issues such as environmental factors and exhibit areas in other institutions. Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations Cost: Staff resources Measures of Progress: Increased communication and collaboration among organizations; development of mutually beneficial exchanges 3.2.4
Provide opportunities to showcase local talent.
Areas such as existing facilities, local publications and public transit are ideal locations for the promotion and display of local talent. Example: The Region’s LRT proposal includes the development of an exhibition and convention centre in the region that could showcase local arts, culture, and heritage assets. Lead: WRAC Partners: Cultural heritage organizations, Grand River Transit, local media, private businesses Cost: Staff resources (other costs to be determined) Measures of Progress: Increased presence of art; more promotion of cultural heritage in the community; higher community awareness; greater collaboration across sectors
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Goal 4: Resources Support opportunities for the development and sustainability of existing arts, culture, and heritage organizations.
Arts, culture, and heritage organizations in the region generate at least $39.1 million in local spending per year. However, research findings indicate that there needs to be more financial and human resource support for these organizations. Achieving financial stability and avoiding the collapse of viable cultural organizations continues to be a pressing issue as government funding has been limited or drastically reduced in recent years. Recommendation 4.1 Coordinate policies, clarify guidelines, and streamline funding among the Region and its constituent municipalities to maximize operating support for arts, culture, and heritage organizations and promote the existing Regional funding sources (WRAF, WRHC, WRAC). Approach senior levels of government such as the Department of Canadian Heritage and the Ontario Ministry of Culture to increase funding for the support, promotion and preservation of cultural heritage in the region.
Changes are occurring in the departments responsible for culture at both the provincial and federal levels, making this an ideal time to influence public funding policies relating to arts, culture, and heritage. Example: The Department of Canadian Heritage has undertaken extensive consultations and is developing policies for the support and maintenance of tangible and intangible heritage throughout Canada. The Department’s definition of intangible heritage closely resembles the definition of cultural heritage that this Plan has embraced. Also, the Department has just announced an annual award of up to $500,000 for a “Canadian City of Culture”. Lead: Regional Council Partners: Regional staff Cost: No additional cost Measures of Progress: Increased funding for cultural heritage organizations located in the region
4.1.2
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
4.1.1
Increase Regional support for arts, culture, and heritage organizations that have a region-wide scope.
Research indicated that most arts, culture, and heritage organizations are operating at the limits of their current budgets. Additional investment in these labour-intensive organizations will not only assist them to better serve all residents of the region, it will also allow them to attract new audiences and supporters. Lead: Regional Council Partners: WRAC, WRAF, WRHF, area municipalities Cost: Increase on current allocations to WRAF and WRHF Measures of Progress: Year over year increases in Regional support 4.1.3
Contribute additional funds to the WRHF and the WRAF specifically for training and professional development of staff and volunteers.
Investing in human resources will result in large dividends. Staff and volunteers with proper training and expertise can enhance the operations of the organizations in which they work and impart their knowledge and skills to others. Example: The University of Waterloo’s Centre for Cultural Management hosts the Income Managers’ Program, a training opportunity for those in the cultural sector to increase their marketing and fundraising skills. Lead: Regional Council Partners: Cultural heritage organizations, WRAF, WRHF, WRAC Cost: $10,000 to WRAF and WRHF per annum Measures of Progress: Funding of opportunities for training and professional development; education of staff in cultural heritage organizations is encouraged and supported both by the Region and by their institutions
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Recommendation 4.2 Ensure that the cultural heritage sector has access to appropriate resources, including staff, volunteers, and funding.
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
4.2.1
Provide dedicated staff resources to develop and implement arts, culture, and heritage actions and initiatives at the Region.
The person or persons in this position would be charged with a number of tasks and responsibilities, including: • strategy development to encourage the sharing of skills, expertise, and information among cultural heritage organizations; • cross-jurisdictional facilitation and cross-disciplinary collaboration to create region-wide events; • partnership formation to identify ways/means by which the Region and the area municipalities can effectively integrate their respective cultural heritage initiatives and programming; and • regional marketing, promotion, and education. Lead: Regional Council Partners: WRAC Cost: $55,000 per annum Measures of Progress: Introduction of one or more staff positions for coordination of cultural heritage activities across the region, increased Regional support for ongoing activities and initiatives, greater levels of volunteerism, emergence of new partnerships
4.2.2
Provide an annual budget to support studies and research in cultural heritage issues by Regional staff and others.
The additional funding could be provided on a “matching funds” basis to leverage grants that are currently available. Lead: Regional Council Partners: Regional staff, area municipalities Cost: $20,000 per annum Measures of Progress: Budget for support studies and research, increase in cultural heritage research
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Goal 5: Accessibility To maximize accessibility to arts, culture, and heritage opportunities and information.
Despite the interest in arts, culture, and heritage activities, some individuals cannot participate in as many activities as they would like because of financial or physical limitations. Easy access to arts, culture, and heritage information and activities is crucial for encouraging public participation and support, strengthening community bonds, and increasing the understanding of other cultures. Recommendation 5.1 Ensure that effective and accurate information for marketing and research purposes is readily accessible. 5.1.1
Maintain and periodically update a region-wide list of designated properties under the Ontario Heritage Act and properties listed as architecturally and/or historically significant.
5.1.2
Maintain and continue to update a region-wide list of archaeological resources as part of the Archaeological Master Plan.
The list should only be accessible to authorized researchers and not the general public. Lead: Regional staff Partners: Cultural heritage organizations, area municipalities, LACACs, HPAC Cost: Allocated within current budget Measures of Progress: Complete inventory, access to information by authorized researchers, use of the inventory for research purposes 5.1.3
Assist with the inventory of the nationally significant features of the Grand River.
In 1989-90, the Heritage Resources Centre at the University of Waterloo produced an inventory of the nationally significant features that formed the basis of the Canadian Heritage River designation. The information was updated in 2000 with the assistance of heritage groups within the watershed. The inventory will be revisited during 2003 and 2004 as the GRCA is required to submit a 10-year monitoring report on the status of the Canadian Heritage River designation for the Grand River in 2004. Lead: Regional staff Partners: Grand River Conservation Authority (GRCA) Cost: Staff resources Measures of Progress: Complete inventory, access to information; regular updates
YEAR 2-5 STRATEGIES
YEAR 1 STRATEGIES
The purpose of this list would be for consistency and accessibility for researchers. Example: The City of Toronto is starting a similar process to develop a list. Lead: Heritage Planning Advisory Committee (HPAC) Partners: Cultural heritage organizations, area municipalities, LACACs Cost: No additional cost Measures of Progress: Availability of a complete and consistent inventory, regular updates, on-going access to information
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YEAR 1 STRATEGIES
5.2.1
Consider transportation routes and schedules to accommodate arts, culture and heritage facilities and events, especially those outside peak public transit hours.
Easy accessibility to public transportation encourages a higher public participation in cultural heritage activities. This would ensure that future and current patrons of cultural heritage organizations will not be deterred from providing their support. Lead: Regional Staff - Grand River Transit Partners: Cultural heritage organizations, area municipalities Cost: No additional cost Measures of Progress: Improved transit network, enhanced accessibility, increased participation in cultural heritage activities by those who were previously less able or willing to attend.
YEAR 2-5 STRATEGIES
Recommendation 5.2 Integrate the priorities of arts, culture, and heritage organizations into public transit planning.
7.3 Goals, Recommendations, and Strategies for Future Implementation As stated in the introduction to this chapter, a third set of recommendations and strategies also emerged from the exercise. However, unlike those described in the pages above, these recommendations and strategies would be best be pursued by the Cultural Heritage Advisory Committee proposed for establishment in year one. Implementation of the third set of recommendations and strategies would require the full and equal participation of several partners and community stakeholders. As can be seen in Appendix 20, these recommendations and strategies deal with the following matters: • urban cores and downtown revitalization; • municipal planning tools and policy; • youth groups; • elementary, high-school, and post-secondary education and educational institutions; • inter-municipal promotion and project integration; • inter-municipal data sharing and management; • region-wide cultural-heritage programming; • media coverage and relations; • inter-municipal project funding; • multidisciplinary and multicultural programming; and • audience development strategies. Fulfillment of the above recommendations and strategies would compliment and help to advance many of the initiatives proposed for immediate and/or near-term implementation within this Plan.
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Table of Appendices Appendix 1: Research Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Appendix 2: Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Appendix 3: Advisory Committee Terms of Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Appendix 4: List of Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Appendix 5 Sample Survey Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 Appendix 6A & B: Region of Waterloo within Southern Ontario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 Appendix 7A: Regional Density—c.1890 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Appendix 7B: Regional Density—1970 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38 Appendix 7C: Regional Density—2000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39 Appendix 8: Heritage Designated Properties in the Region of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Appendix 9: Natural Heritage in the Region of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Appendix 10: Built Heritage, Natural Heritage and History of the Region and Subregions of Waterloo . . . . . . . . . . . . . . . . . . . .42 Appendix 11A: Selection of Cultural Heritage Facilities in the Region of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44 Appendix 11B: Selection of Cultural Heritage Facilities in the Region of Waterloo (detail) . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 Appendix 12: Some Significant Dates in the Development of Cultural Heritage Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 Appendix 13: Summary of Findings from Interviews, Meetings, Community Consultations and Surveys . . . . . . . . . . . . . . . . . . . .47 Appendix 14: Profile of Select Cultural Heritage Organizations in the Region of Waterloo . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Appendix 15: Demographics of Survey Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51 Appendix 16: Select Survey Responses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54 Appendix 17: Economic Impact (Assessing the Local Economic Impact of the Arts: A Handbook, 1997) . . . . . . . . . . . . . . . . . . .58 Appendix 18: Region of Waterloo - Contributions to Arts, Culture and Heritage
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59
Appendix 19: Summary of Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60 Appendix 20: Goals, Recommendations and Strategies for Future Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68
b
Appendix 1: Research Method We sought to answer, in succession, the three pivotal questions that the cultural master plan must address.
What is the current status of cultural development in the region? This question was intended to capture a detailed picture of the cultural development issues as they have evolved to the present moment. It provided a foundation of knowledge about the talent and resources available for implementation of a cultural master plan and the social and political context within which they must be deployed. In addition to identifying issues and themes to be addressed by the cultural master plan, it identified all of the stakeholders; cultural groups, service organizations, institutions, and government agencies.
What should be the priorities for cultural development in the future? Setting priorities for the future is, of course, the essence of planning. Like the prior question, it required the input of various stakeholder groups, including individual citizens and taxpayers. By consulting so widely, it became possible to examine all the ways in which the community hoped to express itself culturally and be served by the culture it expresses. Every category of stakeholders has a distinct idea of what the region’s cultural aspirations should be. Some equate culture with identity and quality of life, whereas others ascribe a financial value to it, either as an expense to be borne by the municipal government or as a revenue source that brings money to the region. The entire spectrum of beliefs and expectations must be heard and considered before an attempt can be made to synthesize them into a satisfactory set of planning principles and a feasible course of action that can be implemented over the long term.
What structures, systems, and policies will help to realize the envisaged future? Having established the current base line and the envisaged future, the next logical question was about how to get from here to there, or more specifically, how a municipal government could help move cultural development forward in the direction its citizenry and institutions wish it to go. Co-operation between existing jurisdictions and governmental structures is crucial. No less important is the reinforcement or
development of partnerships between municipal governments, cultural organizations, and the private sector. What must emerge as an answer to this question is a framework of structures, systems, and policies that is strong enough to hold these cooperative relationships together over the term of the Master Plan, and bear the community’s cultural aspirations forward to their desired end. Each of these questions entailed its own phase of research, analysis, and consultation. The results of each phase contributed to the process as a whole. Nevertheless, the research and analytic processes were different at each stage.
1. Current Status The goal of this portion of the planning process was to gain a comprehensive understanding of the cultural community throughout the region. To do this, primary and secondary source data was gathered from a wide spectrum of individuals and organizations that have a stake in cultural development issues. They included the consumers, producers, funders, and custodians of culture, and those in government who are responsible for maintaining an environment in which local culture(s) can flourish. Working with a very broad definition of “cultural heritage” ensured that the planning process was as inclusive as possible.
al organizations was requested in order to learn more about the breadth of public participation and patronage of specific arts disciplines and heritage types in the region, its geographic distribution (by postal code of residence), and where possible, household types or demographic characteristics.
Individual interviews Key individuals whose knowledge of the region’s cultural development issues warranted a personal interview were identified with assistance from the Advisory Committee and Regional staff. The list included representatives from cultural groups, service organizations, institutions, and government agencies including elected officials. The interviews were conducted with a preset discussion guide to ensure that certain questions were asked in a consistent manner, however a portion of the interview time was spent on questions relating to the particular circumstances of the interview subject. The guide was developed in advance with input from the Advisory Committee and addressed the current state of cultural development in the region, negative and positive trends, opportunities and unrealized potential, and referrals to other sources of input. Once that research and analysis was complete, an understanding of the region’s cultural development issues was gained from all the relevant perspectives. That preparation was necessary before stakeholders, including the general public, were engaged in a dialogue about the future.
To gather data, several tools were used:
2. Priorities for the Future
Review of relevant documents
The needs and desires of regional stakeholders were registered to ensure that planning principals would address the right priorities in the appropriate way. The community was consulted in the following ways:
The body of documents relating to cultural development issues in and outside of the region was thoroughly reviewed. Other levels of government also provided pertinent information relating to the region. Academic research was sourced and, where available, the histories and plans of the most active cultural organizations were studied. Other pertinent marketing or fund raising studies on file were also requested.
Cultural consumer and participation data from cultural organizations Information from the contact databases of a variety of cultur-
Sounding of cultural organizations Two facilitated community consultation sessions were held to hear from cultural heritage organizations about what they envisage for the future. Invitations were distributed to a list of organizations identified by the Advisory Committee. Facilitation included an informal presentation to brief participants about the progress of the planning process, and to introduce
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them to the major issues and themes on which their input was sought.
oped.
Discussion with municipal officials One session was held at Cambridge Tourism; the other session was held at the Canadian Clay and Glass Gallery.
Meetings for the general public One facilitated public forum was held in the evening for the general public to express concerns and interests about cultural development issues in the region. The session was promoted on the Region’s website and in the local newspapers. The focus of the discussions was on the general importance of culture to the region and the value that they, as taxpayers, put on it. Facilitation included an informal presentation to brief participants about the progress of the planning process, and to introduce them to the major issues and themes on which their input was sought. The forum was held at the Centre in the Square.
Survey of patrons and participants Those who directly support arts, culture and heritage programming through their patronage and participation were surveyed to see what they envisage for the future and what cultural development priorities they think ought to be pursued by regional government. Recognizing that the length of a questionnaire varies inversely to the response rate, a short survey instrument was used to leverage responses with other data known about the respondents. Survey forms, with prepaid business reply envelopes, were distributed in batches to a number of cultural heritage organizations throughout the region. Regional staff collected and entered the data as it came in by mail. The results produced clear indications of the direction respondents wished to see the Region take.
Development of options From these consultations, implications of the research, consultations, and surveys were drawn out to establish criteria for comparison with the cultural development models developed by regional and municipal governments.
As a reality check, expert opinion from affected municipalities was sought about the practical extent to which local government can hope to fulfill the expectations expressed by the public and the best means of accomplishing what was deemed to be possible.
3. Structures, Systems, and Policies This phase was entirely concerned with the drafting of detailed recommendations with regard to the regional government’s role in cultural development, as manifest in structures, systems, and policies. Although we provide suggestions about programmatic directions for public bodies, such as the regional arts council, we feel that the development of specific programs is something that should ultimately take shape within the framework of structures, systems, and policies that will be created as the Master Plan is implemented.
Appendix 2: Committees Steering Committee Lucille Bish, Director, Community Services Division Peter Walberg, Principle Planner Wanda Richardson, Manager, Strategic Planning Tom Reitz, Manager/Curator, Doon Heritage Crossroads Karen McLachlan, Student Planner, Strategic Initiatives Team Kate Hagerman, Student Planner, Strategic Initiatives Team
Advisory Committee Don Bourgeois, Performing Arts Anne Chafe, City of Waterloo Heritage Collections Laurel Davies, City of Cambridge Martin De Groot, Waterloo Regional Arts Council Sher DiCiccio, Waterloo Community Arts Centre Jean Haalboom, Regional Council Susan Hoffman, Historian Lori Palubeski, City of Kitchener William Poole, University of Waterloo (Centre for Cultural Management) Betty Recchia, City of Waterloo Joanne Rowlandson, Waterloo Region District School Board (Primary) Isabella Stefanescu, Visual Arts Stuart Summerhayes, Cambridge Arts Guild Mary Lynn Tolley, Waterloo Catholic District School Board (Secondary) Barbara Veale, Grand River Conservation Authority Mary-Ellen Willard, Cambridge Tourism
Based on what we learned from these comparisons, a framework of planning principles and priorities consistent with the direction advocated in the consultation process was devel-
32
Appendix 3: Advisory Committee Terms of Reference 1.0
MANDATE
3.4
Subcommittees:
The Arts, Culture, and Heritage Master Plan: Advisory Committee will provide input and feedback to Regional staff on arts, culture and heritage issues as they pertain to the review, preparation, and implementation of the Master Plan. Recommendations may originate from staff or Committee members and the Committee will provide advice on matters referred to them.
Members may be expected to serve on Subcommittees to review particular issues as required.
2.0
MEMBERSHIP AND STAFFING
3.7
2.1
Committee Membership:
The Committee will be structured, as much as possible, to achieve broad geographic and sector representation. Specific individuals will be selected on the basis of experience (both disciplinary and community), interest, local knowledge, and availability to attend regularly scheduled meetings. Individuals will be expected to represent a view that encompasses all sectors and the region as a whole, not any particular geographic or sectoral element.
2.2
Staff Resources:
The primary staff resources will include the Strategic Planning Coordinator and the Planner: Housing and Community Services (Planning staff). Staff at the Region’s two existing Heritage Sites (Doon Heritage Crossroads and Joseph Schneider Haus) will serve in a special advisory capacity to Planning staff. Secondary resources, including Municipal, Township, and other Regional staff may be consulted if and when necessary.
3.0
OPERATIONS
3.1
Meeting Chair:
3.6
Agendas and Minutes:
Regional staff from the Planning, Housing and Community Services Department will be responsible for preparing and distributing the agenda and minutes.
Remuneration:
Committee members shall serve without remuneration, however, parking tokens will be provided.
3.8
Reporting:
Committee members will report to the Committee Chair who will serve as a conduit between the consultant(s) and the Advisory Committee. Committee members may, however, be approached by the consultant(s) to provide specific information and opinion if and when necessary.
3.9
Conflict of Interest:
Members are expected to undertake their responsibilities on an impartial and objective basis. Any member whose financial interests could be in conflict with the interest of the Region is obliged to disclose same at the meeting. Members will not participate in any discussion or recommendation in which they or their family has any financial interest except in common with other residents of the municipality.
Meetings will be chaired by the Strategic Planning Coordinator, Regional Municipality of Waterloo.
3.2
Meeting Schedule:
Meetings will be held approximately monthly or at the call of the Committee Chair.
3.3
Committee Term:
The Committee is being formed at the initiation of the Project and dissolved when the Master Plan is completed.
33
Appendix 4: List of Participants Individuals Consulted Rosemary Archer, Project Director, Waterloo Regional Children’s Museum Glenn Allison, Director, Canadian Clay and Glass Gallery Susan Bellingham, Head of Special Collections, University of Waterloo Doris Lewis Rare Book Room Leon Bensason, Heritage Planner, City of Kitchener Aggie Beynon, Owner, Harbinger Gallery Alf Bogusky, Executive Director, Kitchener Waterloo Art Gallery Steven Boudreau, Publishing Editor, focusMagazine Susan Burke, Manager/Curator, Joseph Schneider Haus Jane Buyers, Chair, Kitchener Waterloo Art Gallery Anne Chafe, Curator, City of Waterloo Heritage Collections Graham Coles, Music Director and General Manager, Kitchener Waterloo Chamber Orchestra Martin De Groot, Executive Director, Waterloo Regional Arts Council Sher DiCiccio, Executive Director, Waterloo Community Arts Centre Dan Donaldson, former General Manager, Centre in the Square Anne Marie Donovan, Former Artistic Director, NUMUS Michael Duschenes, General Manager, Kitchener Waterloo Symphony Kae Elgie, Manager of Information Services, Waterloo Regional Library Randy Ellis, C.E.O., Canada’s Technology Triangle Ken Freeman, General Director, Kitchener Waterloo Opera Jamie Grant, Executive Director, Centre in the Square Ruth Gutpell, Chair, Waterloo Regional Heritage Foundation Jean Haalboom, Councilor, Regional Council Rick Haldenby, Director, School of Architecture, University of Waterloo Peter Hatch, Artistic Director, Open Ears Festival Greg Hayton, Chair, Cambridge Public Library Michael Higgins, President, St. Jerome’s University Susan Hoffman, Archivist, Waterloo Historical Society Jan Leggett, Vice President, Heritage Cambridge
Peter McFadden, President and C.E.O., Southern Ontario Tourism Organization Bob McFarland, Director, City of Waterloo Department of Recreation and Leisure Mary Misner, Director, Cambridge Galleries Alex Mustakas, Artistic Director, Drayton Theatre Tom Reitz, Manager/Curator, Doon Heritage Crossroads Myrta Rivera, Executive Director, Kitchener Waterloo Multicultural Centre Stuart Scadron-Wattles, Producing Artistic Director, Theatre & Company Helen Scutt-Wallis, Consultant, Ministry of Culture and Recreation Ken Seiling, Chair, Regional Council Katherine Seredynska, Manager of Public Services, Waterloo Regional Library Kim Seward-Hannam, Superintendent, Woodside National Historic Site Warren Shaw, Chair, Galt Little Theatre Ines Sousa-Batista, Program Director, Cambridge Multicultural Centre Jill Summerhayes, Cambridge Centre for the Arts Joanne Tate, Chief Librarian, Waterloo Public Library Laurie Thatcher, President, Heritage Cambridge Pat Wagner, Volunteer, Heritage Kitchener Peggy Walshe, C.E.O., Kitchener Public Library Mary Ellen Willard, Director of Tourism, Cambridge Tourism
Community Consultation #1 - Cambridge Tourism, November 22, 2001 More than 17 individuals attended this Community Consultation. A list of attendees is held by Region.
Community Consultation #2 - Canadian Clay and Glass Gallery, November 27, 2001
Organizations Surveyed Over 5,000 surveys were mailed to the following organizations (all organizations received 250 surveys except, KOR Gallery and Studio who received 200): • • • • • • • • • • • • • • • •
Centre in the Square Cambridge Centre for the Arts Canadian Clay and Glass Gallery Cambridge Galleries Doon Heritage Crossroads Galt Little Theatre Grand River Conservation Authority Homer Watson House and Gallery Joseph Schneider Haus KOR Gallery and Studio Kitchener Waterloo Art Gallery Kitchener Waterloo Symphony Theatre and Company Waterloo Community Arts Centre Woodside National Historic Site Waterloo Regional Arts Council
1,072 surveys were returned, resulting in a 22% response rate.
Meetings The consultants attended additional meetings with: • Arts and Culture Committee (Kitchener) • Cultural Development Committee (Waterloo) • Business After Hours (Cambridge Chamber of Commerce) • Waterloo Youth Council
More than 54 individuals attended this Community Consultation. A list of attendees is held by Region.
Public Forum - Centre in the Square, December 13, 2001 More than 26 individuals attended this Community Consultation. A list of attendees is held by Region.
34
Appendix 5: Sample Survey Form
35
Appendix 6: A & B: Region of Waterloo within Southern Ontario
36
Appendix 7A: Regional Density—c.1890 This is a graphical representation of the population density in the region of Waterloo c.1890. The two clusters near the top left corner represent densities in Kitchener and Waterloo; the three clusters on the lower right corner represent densities in Cambridge (Galt, Hespeler and Preston).
37
Appendix 7B: Regional Density—1970 By 1970, it is evident that the population of the urban municipalities is spreading. The pattern of highways and Regional roads becomes apparent.
38
Appendix 7C: Regional Density—2000 In 2000, the growth of the three urban municipalities extends almost to the municipal boundaries. The expansion of rural municipalities surrounding the urban cores is also becoming more evident, especially at Regional crossroads.
39
Appendix 8: Heritage Designated Properties in the Region of Waterloo This map indicates the location of all heritage designated properties in the region. Most of the properties are clustered in and around the urban municipalities.
40
Appendix 9: Natural Heritage in the Region of Waterloo
41
Appendix 10: Built Heritage, Natural Heritage, and History of the Region and Subregions of Waterloo Built Heritage Built heritage is all that has been constructed by the work of people. This includes buildings, the most obvious manifestation, but also roads, bridges, boundary walling, fences and other constructed features. This is a large portion of our cultural heritage which would further include all artifacts small and large. The region of Waterloo’s built heritage is a broad mix of building types and styles similar to all areas of the province. There are, however, regional characteristics in design and materials that are uniquely characteristic of this region. The formation of this area is related to the ethnicity of the original inhabitants. The Germanic areas of the region initially had their roots in the Pennsylvanian experience and therefore reflect a North American evolution of European traditions. Those German-speaking folk who came directly from Europe added a more direct European interest. The Scottish/British settlers of the North Dumfries Township and other areas brought with them a strong aesthetic from the homeland. This resulted in farms and villages with a different root characteristic which is exemplified by the Celtic charm of the string of river communities: Galt, Hespeler, Elora and Fergus. These communities were built largely of local limestone in part because of the outcroppings of such rock along the river valley, but also because of the strong influence of the use of this material in Scotland. Thus the region was formed by the trades and skill required to build in stone as well as the design tradition. The demarcation between regions is blurred as was the ethnicity of the original settlers. Further, the material preference of the original builders was a mix of tradition, personal history and preference, the skill of the builders, the availability of materials, and the budget capacity of the owner. The early date of settlement of this region means that there is a large number of buildings from the 1810-1850 period. Most of the buildings in this era are commonly described as Georgian. These are strong, simple and well-proportioned structures which tend to be symmetrical in composition with
one or two bays flanking a central bay. (There is also a Pennsylvanian German variant of this where the entrance is set to one side of the middle.) Houses in this style in this region often have large porches across the front which may also extend down one or both sides. Large working homes with a kitchen, summer kitchen, woodshed and other additions are common. Houses were constructed in stone, brick or wood. The porch wall on many houses in the region is often stuccoed and painted white. Other influences in the 1850-70 period added more decorative qualities in the trim and composition of buildings. However, there remains a strong simplicity to many buildings of this region, reflecting a keen interest in simplicity and traditions versus the trendy. A further regional characteristic is the use of buff (yellow) brick, sometimes in the past referred to as white brick. This is a material pallet that the buildings in the Region of Waterloo share with many other buildings in Southwestern Ontario. In the period 1870-1950, the cities grew rapidly and much of the architecture of the cities was typical to the styles in other areas of Ontario. Many fine buildings were constructed in this period of brick and wood; institutional buildings were built from limestone. In addition, somewhat more in the region of Waterloo than elsewhere, there were a large number of buildings constructed in rock face concrete blocks. This was a particularly popular material after the turn of the century as the technology became available. After 1950, the architecture of the region has become very typical to Ontario and, like the rest of the province, has suffered from the unfortunate enthusiasm of the post-war period for the new and suburban. Suburban sprawl has consumed farmland extensively around all the urban centres and this expansion has caused the demolition or denigration of many fine landscapes and heritage buildings.
Natural Heritage The natural heritage of the region is rooted in the interesting geography of the area. This region was shaped by waves of
glaciation in the ice ages of the past. Land was pushed in advance of the glaciers, and sand and gravel deposits formed which precipitated out of the melting ice. This action left the region with lines of moraines, drumlins and eskers as well as a few pothole lakes. The receding glaciers further fuelled rivers that cut valleys through the region, also shaping the landform as they cut their way through the hills leaving broad valleys, out washes, wetlands, escarpments and other features. The land of the region consists of generally good soil interspersed with dryer and less fertile soil in areas dominated by sand and gravel deposits. All of this lends to a very unique diversity of land and water forms to the region. The natural vegetation of the area is similarly mixed with each of the soil types supporting its own preferred species. The climate and soils support the northern fringe of Carolinian forests on one hand, and mixed hardwoods and coniferous forests on the other. The first settlers found giant white pines which measured 4-5 feet in diameter. As is typical throughout the province, the natural environment in the early days was to be conquered. Lands were cleared and forests stripped. Much lumber was forested and cut into building material but the vast majority of wood was simply burned to be rid of it. Where the local conditions and farm practices dictated, some woodlots were reserved for perpetual fuel, wood, and other products such as maple syrup. In addition, some marshy lands unsuitable for farming were not developed and remain to this day. Generally, the natural heritage of the region of Waterloo remains only in small pockets, and most of the landscape of the region, even where forests are acculturated, is no longer strictly speaking “natural”.
History of the Region with Identifying Characteristic Subregions The region of Waterloo characteristically falls into three regions: the southern and river lands of North Dumfries Township; the western lands centred on New Hamburg; and the
42
Mennonite lands of Waterloo and Woolwich. Each region is characterized by the traditions of the primary settlement groups. The West and the Mennonite Tract were settled by peoples of German Pennsylvanian background. The traditional arts and crafts of this group are strongly related to both their community: long term German heritage and the influence of their years in Pennsylvania. The Southern and river-based groups are largely characterized by the Scottish Celtic traditions of the settlers. This tradition is strongly expressed in a string of settlements along the river and include Galt and Preston in the south, with West Montrose, Elora and Fergus in the north, the latter two being outside Waterloo Region. The mapping and subdivision of the lands of the region began shortly after and as a direct result of the American War of Independence. Joseph Brant, a key native leader in the war aided the British and unified the Iroquois alliance against the Americans. The Natives fought alongside the Canadians and the fear that they instilled in the Americans was a significant factor in preserving Canada from the revolution. In recognition of their efforts they were granted a tract of land following the route of the Grand River. The six nations were granted lands six miles deep on both sides of the Grand River, taken at the mouth extending to the head of the river, in 1784. By 1798, blocks 1, 2 and 3 had been sold. These blocks became Waterloo, Woolwich and Dumfries in 1816. Beasley, a merchant who lived near Ancaster (his original house is now known as Dundurn Castle), was the owner of block 2. Sections of block 2 were sold. The original settlers were likely the Sherk and Bechtel families who purchased 3,600 and 3,150 acres respectively. This was followed by a group of seven families who trekked north from Pennsylvania in 1802.
Pennsylvanian German Settlement In 1804-5, two thirds of block 2 was purchased; of that approximately 60,000 acres was purchased by Bricker and Erb for 10,000 pounds. This money was raised by a syndicate in Lancaster County and the German Company was formed, prompting a wave of settlement which lasted until 1812.
In 1807, the next major purchase of 46,000 acres in block 3 was by the German Company; monies delivered by Abraham Weber. The Mennonite settlement continued strongly after the war and 50 more families arrived between 1822 and 1829. In 1822, the Crown agreed to open up the lands to the west of Waterloo County (Wilmot Township) as a Mennonite settlement block. This attracted a third wave of Amish/Mennonite settlement to the area. Further, starting at about this time and extending right through to the 1870s, a second wave of other German settlements arrived. German speaking peoples from Alsace, Prussia and elsewhere further raised the population of German- speaking peoples in the district. These new settlers introduced both the Roman Catholic and Lutheran religions to the region. By the 1870s, the Lutheran Church was the dominant church in Waterloo County.
Scottish Settlement William Dickson purchased block 1 in July 1816 and thus began the second wave of settlers of a different origin, largely Scottish. The first settlement of this group was in Shades Mills. John Telpher was hired to encourage settlers to emigrate from Scotland. The remaining land north of Wilmot was purchased by the Canada Land Company (CLC), headed by John Galt out of London, England. Shades Mill was renamed Galt, after John Galt. Guelph was selected as the centre of the CLC operations. Access to the west was via the development of the Huron road through Waterloo and Wilmot Townships. This district was surveyed into very well-organized farms of a uniform 200 acres. Settlement of this area included Dumfries Township and lands to the east of the Grand River, both in and beyond the borders of the present region.
Towns and Villages The towns and villages of the region grew up to serve the needs of the surrounding farm communities. It is easy to forget, in our contemporary and urbanized perspective, that the
primary industries of the province in the first three-quarters of the 19th century were agricultural. This is where the efforts of the settlers were directed and where the markets were for farm produce. The towns were service centres to the farms. It was in the towns that merchants provided the necessary goods. Hotels were located for arriving settlers, and general travelers, and industry including smithing, cabinetmaking and pottery produced items for a growing population. Other services such as milling (lumber, grist, flour), storing and shipping of produce were also available. This meant that many town sites were established where water power was available to drive the mills. It should also be born in mind that the establishment of town sites was also a speculative development business then as it is today. Agents pursued settlers and buyers as do subdivision marketers of today. In town building, there were winners and losers. The competition for the location of roads and highways, and perhaps more importantly railroads, was fierce. The arrival of a railroad to a community connected it to the outside world and was a financial boon to the developers. The railways were largely developed in the 1850-70 period with growth up to the turn of the century. Rivalry for institutional development also led to further dominance and growth as towns were selected for sites of post offices, court houses, registry offices and the county seat. Berlin (Kitchener) won out over other contenders in this competition which set it on its path to development as the lead community of the region. Up until the 1870s most of the industrial growth in the region was limited to the crafts shops and smaller operations alluded to above, but as the century progressed, significant investment in more substantial industries took place. This is also true in many places in the province as the age of inventions and discovery unfolded and the demand for high quality manufactured goods increased steadily while society shifted toward a consumerism base.
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Appendix 11A: Selection of Cultural Heritage Facilities in the Region of Waterloo
44
Appendix 11B: Selection of Cultural Heritage Facilities in the Region of Waterloo (detail)
45
Appendix 12: Some Significant Dates in the Development of Cultural Heritage Facilities The following list presents some significant dates in the development of cultural heritage in the region of Waterloo. It is not, however, intended to be a definitive listing of the rich cultural heritage in the region.
1956
1873
1966 1967
1875
1876 1896
1902 1905 1906 1907
1912 1924 1929
1931 1932 c1935
1945 1948 1952 1954
1955
Male Choir “Concordia” founded in Berlin, origin of Concordia Club First “Sängerfest” in Berlin. Profit of $600 was donated to the town of Berlin to build a concert hall in Woodside Park (Aug 17-19) Berlin (Kitchener) Musical Society formed Victoria Park opens Silent movies come to Berlin Albert Walper’s Opera House built Galt Kiltie Band founded First Made in Berlin exhibition organized by Berlin Musical Society Homer Watson builds an addition to his house called The Gallery “The Pergola” built by the Imperial Order of Daughters of the Empire of Galt to honour the memory of Galt's early settlers Waterloo Historical Society formed Mabel Dunham’s The Trail of the Conestoga published K-W Community Concert Association presents first community concert in Canada at Kitchener-Waterloo Collegiate auditorium K-W Society of Artists founded Galt Little Theatre begins Edna Breithaupt establishes Kitchener-Waterloo Centre of Community Arts to provide young people with instruction in painting, drama, music and literature Kitchener-Waterloo Symphony founded Ross Hamilton, Homer Watson estate agent, founds Doon School of Fine Art First Stratford Festival season opens with Richard III Ontario Pioneer Community Foundation established, precursor to Doon Pioneer Village / Heritage Crossroads Abner Martin founds the Menno Singers Alfred Kunz organizes Kitchener-Waterloo Chamber Music Orchestra
1957
1968 1969 1971
1972 1973 1974
1975 1977
1978 1980
1980 1981
1982 1983 1984
Tom Thomson exhibit first show at K-W Art Gallery in old bicycle shed behind Kitchener Collegiate Institute Doon Pioneer Village opens (now Doon Heritage Crossroads) Doon School of Fine Art closed first Multicultural Festival is celebrated to commemorate Canada's Centennial Edna Staebler’s Food That Really Schmecks Beaux and Belles Square Dance Club started First K-W Oktoberfest Betty Thompson begins hosting Romper Room on CKCO Raffi Armenian begins conducting K-W Symphony Waterloo County Hall of Fame opens Waterloo Regional Heritage Foundation incorporated K-W Chamber Music Society starts Stratford Ensemble (now the Canadian Chamber Ensemble) established featuring principal players of KW Symphony WLU Faculty of Music established Renaissance Singers founded Historical Society of St. Boniface and Maryhill Community established on 100th anniversary of St. Boniface Church, Maryhill Cambridge Kiwanis Boys’ Choir founded Centre in the Square opens Waterloo Regional Arts Council formed Elora Festival founded Jan Narveson builds The Music Room Homer Watson House & Gallery opens Beckett School established Blair Scottish Country Dancers started Multicultural Festival settles in Victoria Park as its permanent home Writers Harold Horwood, Edna Staebler and Farley Mowat donate $1,000 each to found the The New Quarterly Bernice Adams Awards started in Cambridge Doon Heritage Crossroads and Joseph Schneider Haus conveyed to the Region Twenty members join to form the Waterloo County Quilters’ Guild Seagram Museum opens
1985 1986 1987 1988
1989
1991 1992 1993
1994
1995
1996
1997 1998 1999 2001 2002
Composer Peter Hatch founds NUMUS Princess Cinema opens University of Waterloo Fine Arts Film Society formed Waterloo County Tole and Decorative Painters Guild formed Theatre & Company presents its first production, This Side Up J. Steckle Heritage Homestead established Globe Studios started in former Globe Furniture factory in Waterloo first K-W Arts Awards Friends of the Governor’s House & Gaol established Centre for Cultural Management founded at the University of Waterloo Alfred Kunz founds Music Alive Choral Organization Drayton Festival Theatre founded Waterloo Cultural Master Plan completed Canadian Clay and Glass Gallery opens Waterloo Community Arts Centre (“The Button Factory”) opens The Grand River declared a Canadian Heritage River First Waterloo County & Area Quilt Festival Castle Kilbride opens Waterloo Chamber Players founded Cambridge Municipal Arts and Cultural Policy completed Waterloo Regional Curatorial Centre opens Kitchener-Waterloo Opera established Old Chestnuts Song Circle starts Kitchener CulturePlan passed by City Council Kitchener Industrial Artifacts project begins Berlin Circle formed Art Works! ’96, now Contemporary Art Forum Waterloo Stage Theatre opens Seagram Museum closed First Open Ears Festival of Music and Sound Christkindl Market “Best New Festival 1999” Registry Theatre opens Cambridge Arts Centre opens Region acquires McDougall Cottage in Cambridge Waterloo Regional Arts Foundation
46
Appendix 13: Summary of Findings from Interviews, Meetings, Community Consultations, and Surveys The perception of gaps in the existing infrastructure and need for additional programmes or services depends to some extent on point of view. The following summaries include the comments that were most frequently mentioned.
INTERVIEWS AND MEETINGS Needs in the region: create a role for the Region overcome lack of cultural identity and sense of community (not just Oktoberfest, St. Jacobs, Mennonites) improve communications and coordination (especially northsouth) aggressive and informed cultural heritage reportage in local paper marketing education (in schools) reduce threat of urban sprawl and loss of rural character
Needs of arts, culture and heritage organizations: maintain collection and/or other programs stabilize operation develop core programs increase fundraising increase awareness and relevance in the community expand audience base (diverse audience, geographically spread out) human resources and expertise space funding
Needs of Local Architectural Conservation Advisory Committees (LACAC): Regional archeologist physical space and organizational capability for archival material emphasize co-operative approach (Region and Area Municipalities) to identifying sites of regional heritage significance make more groups aware of possible relationships among Region, Area Municipalities and residents, such as the New Dundee beautification initiative interested, informed staff more recognized heritage sites; value of having a ‘critical mass’
to promote and attract visitors ongoing documentation of sites, buildings funding for heritage properties advice from Ministry/Region tour maps for heritage tax credits for restoration material LACAC clearly define what needs to be identified/designated archives (establish permanent location) promote partnership (Region and Area Municipalities) in identifying heritage sites
pursued legally revive or expand: Sounds of Summer with a variety of entertainment for all ages festivals such as jazz partnerships that involve youth but also bring funding for youth-oriented activities
Needs of libraries:
Needs of organizations:
sustainable funding after year 1 and 2 regional licenses with educational sector (i.e. for software) less duplication in regional and city funding umbrella organization to manage funding; singularly or geographically based? inexpensive way of exchanging resources to maximize resources (a method for net-lending – establish catalogue for entire region, get rid of nonresident fee) encouragement of funding support for technology coordinating mechanism concept of “buying club” out of good will of organizations and cities from different sectors
Needs of multicultural community: see that their participation might lead to the improvement of their lives, or the lives of their children prevent their unique identities to be absorbed into the life of the local community
Needs of youth: centre and identity for downtown Waterloo more inexpensive activities and venues for young people affordable housing improve transportation options better communication awareness of events in the city targeted youth advertising and promotion respect and trust between adults and youth discourage ageism and discrimination youth drop-in centre in an accessible (perhaps heritage) location between downtown and uptown (not in a mall) skateboard park and acceptance that skateboards belong recognize graffiti as art and provide a place where it can be
COMMUNITY CONSULTATIONS AND PUBLIC FORUM learn to work together better and educate public reach out to youth, seniors and multicultural groups surveys and evaluation forms to collect statistics and feedback good quality and affordable space (studio, rehearsal, performance, exhibition) new/more staff and volunteers improve relationship with media
Needs in the region: clarify role of Region (beyond heritage) recognize and support artists ensure policies are followed/used to protect heritage reintegrate cultural heritage activities into society provide stable funding – broader policies, clearer guidelines, streamlined funding recognize, identify and promote richness that exists in the community develop region-wide marketing initiative improve transportation eliminate incompatible heritage policies reduce urban sprawl
47
Appendix 14: Profile of Select Cultural Heritage Organizations in the Region of Waterloo Organization
Facility Description
Operating Budget ($)
# Staff
Cambridge Cambridge Centre for the Centre for the Arts Arts
100-250K
1-5
10
all arts disciplines for all ages: educational programs; workshops; special events; non-profit rentals; rentals
300
150
Cambridge Galleries
250-750K
6-10
40
studio activities; summer art camp; children’s programs; exhibitions; concerts; bus trips to other arts centres; alternative film series; open house; book arts fair; permanent art collection
32,000
470
Canadian Clay Canadian Clay and Glass and Glass Gallery Gallery
250-750K
1-5
30
museum objectives: collect, conserve, document, research, disseminate; exhibitions; public & school tours of facility; classroom & workshop activities; occasional touring exhibitions
25,000
300
Centre in the Square
7 million
over 10
12
50 performances; 190 tenant concerts/ events
200,000
4,337
under 100K
1-5
10
heritage programs and exhibitions
8,000
no
750K-1.5 million
over 10 (17.72 FTE)
500
750K-1.5 million
1-5
60
1/season
30,000
3,000
200K
1 PT
40
4 productions (9-12 shows each); theatre skills for youth program; 10 pantomime shows
9,000
100
Cambridge Library and Galleries
Centre in the Square
City of Waterloo Heritage Collection Doon Heritage Doon Heritage Crossroads Crossroads
Drayton Theatre
St. Jacobs Schoolhouse Theatre
Galt Little Theatre
Galt Little Theatre
# Description of Annual Performances/Events/Activities Annual Volunteers Attendance Total
40,000
% Local
18,000 school children; 22,000 other
% Visitors Membership
Notes
2 years ago: 0 members
200
48
Organization
Harbinger Gallery
Facility Description Harbinger Gallery
Operating Budget ($)
# Staff
# Volunteers
150-200K
2 FT, 2 PT
0
0
300
Heritage Cambridge
Description of Annual Performances/Events/Activities
Annual Attendance Total
% Local
25 exhibitions
2,000-4,000
80%
2 fund raisers; newsletters; lobbying; education programs
over 3,000
% Visitors Membership
20%
Notes
0
over 300
Heritage Kitchener Joseph Joseph Schneider Haus Schneider Haus
250-750K
over 10
250-300
KW Art Gallery
250-750K
6-10
35
18 exhibitions; education program; 6 lectures; etc.
42K
1
6-7
5 concerts; annual student concerto competition
Centre in the Square
KW Chamber Orchestra
23,000
38,000
220
membership declining steadily (10 years ago: 1,200 members)
750
30
32 musicians get honorarium
KW Opera
Centre in the Square
750K-1.5 million
6-10
50
4 operas; outreach performances; pre-opera chats; opera appreciation gatherings
7,000
KW Symphony
Centre in the Square
over 1.5 million
over 10
150
80 performances; 5-6 “run outs” in Ontario; play for other organizations
100,000
under 100K
1-5
20
4-5 concerts in KW; 2 concerts in Guelph; 1,800 102 children’s concerts; 1-2 seminars for students; workshops for high school students; present festivals/ conferences; opera development; produced CD; newsletter for professionals
NUMUS
Open Ears Festival
70 (1,200 looking at possibility subscribers) of creating ensemble/ laboratory for university students 1,600 (10,000 subscribers)
120-150K (plus services in-kind from KWSO)
49
Organization
Facility Description
St. Jerome’s University
University of Waterloo
Theatre & Company
King Street Theatre
Doris Lewis Rare Book Room
University of Waterloo
Waterloo Waterloo Community Arts Community Arts Centre Centre
Operating Budget ($)
Waterloo Regional Arts Council
Waterloo Regional Children’s Museum
Waterloo Regional Children’s Museum
Waterloo Regional Heritage Foundation Woodside National Historic Site
Woodside National Historic Site
# Volunteers
Description of Annual Performances/Events/Activities
Annual Attendance Total
% Local
% Visitors
Membership
Notes
publishes “New Quarterly” for writers; 1 concert; 6-10 readings; display of watercolors 250-750K
over 10
100K
1-5
100-250K
Waterloo Historical Society Waterloo Regional Arts Council
# Staff
100-250K
300
7 plays; Writer’s Block (playwright development); New Works Festival; Young Ensemble Program; Young Reviewers Club
40,000
208
1-5
100 +
visual, music, dance, literary & theatre arts activities; classes, workshops; performances
13,000
450
0
40
preserve archival history of region; organize 80-100 at public meetings; publish annual volume of public meethistorical articles; plaquing of historical sites ings
275
1-5
150
information directory; support services for people working in arts; workshops, education; member services (newsletters, discounts at other arts organizations); advocacy, liaison & public advisory
180
750K-1.5 mil- over 10 lion (projected) (projected)
5,000
180
facility opening in 2003
under 100K
0
18
grant application; organization of projects of heritage significance & for historical publications
250-750K
6-10
10
school programs; special events
no
25,000
no
50
Appendix 15: Demographics of Survey Respondents
51
52
53
Appendix 16: Select Survey Responses
54
55
56
57
Appendix 17: Economic Impact (Assessing the Local Economic Impact of the Arts: A Handbook, 1997) Economic impact analysis is a tool used to measure changes in the volume and the distribution of activity in the economy which occurs in response to some economic stimulus. Such impacts are typically measured in terms of incomes, jobs, taxes, etc. The stimulus which gives rise to an economic impact is often referred to by economists as the shock, an autonomous event which leads to a direct change in economic activity – the direct effects.
For example, to calculate the economic impact of arts organizations (with a combined budget of $250,000) located in a city of 3,000 people, the 1.07 multiplier would be selected. $250,000 x 1.07 = $267,500, representing the economic impact of those organizations.
Direct effects may be positive or negative, depending on the stimulus of interest. Generally, an event which causes the economy to expand, such as an increase in government expenditure, will yield positive effects. (It is possible, however, that despite an event which causes the overall economy to increase in size, some sectors of the economy may suffer negative consequences. For example, if an increase in government expenditure is financed from higher taxes on a particular group, that group may not be better off.) From the direct effects, other changes in economic activity follow- the indirect and induced effects. These additional effects result from changes in the incomes of those in the economy who are directly affected by the initial stimulus. Changes in the volume and pattern of spending by consumers and businesses give rise to these indirect and induced effects. Taken together, the direct, indirect and induced effects make up the total economic impact. Because measuring these effects may involve complex calculations, computer-based economic models are often used to simplify the process. The following chart represents a set of commonly used impact multipliers: Community Income Less than 2,500 2,501 to 5,000 5,001 to 10,000 10,001 to 25,000 25,001 to 50,000 50,001 to 100,000 100,001 to 500,000 More than 500,000
Populations Multiplier 1.04 1.07 1.15 1.28 1.42 1.58 2.03 2.27
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Appendix 18: Region of Waterloo - Contributions to Arts, Culture, and Heritage Archaeological Master Plan plan to be updated in 2002; one time only . .$20,000 2001 Approval
Joseph Schneider Haus Museum and Gallery 2002 Operating budget . . . . . . . . . . . . . . .$504,844 2002 Capital budget . . . . . . . . . . . . . . . .$261,440
Arts, Culture and Heritage Master Plan 2001/2002 one time only . . . . . . . . . . . . . .$50,000 2001 Approval . . . . . . . . . . . . . . . . . . . . . . . . . . .
Southern Ontario Tourism Organization (SOTO) grant to voluntary organization (2001 Actual) $15,000
Doon Heritage Crossroads/Waterloo Regional Curatorial Centre 2002 Operating budget . . . . . . . . . . . . .$1,025,769 2002 Capital budget . . . . . . . . . . . . . . . .$178,534
Trailways e.g. Kissing Bridge gave $38,000 in 1999 . . . . . . . . . . . . . . . . . . .N/A
Environmental Planning 2002 Budget . . . . . . . . . . . . . . . . . . . . . .$142,783
Friends of the Governor’s House and Gaol repointing of the exercise wall for the Millenium Garden (2001 only) . . . . . . . . . . . . . . . . . . . . . . .$25,000
Grand River Conservation Authority 2002 Budget . . . . . . . . . . . . . . . . . . . . . . . . .N/A
Waterloo County Hall of Fame services in kind through Doon Heritage Crossroads N/A
Heritage Planning Advisory Committee committee expenses . . . . . . . . . . . . . . . . . . . . . . .
Waterloo County Quilt Festival grant to voluntary organization (2001 Actual) .$5,000
Kitchener Waterloo Opera grant to voluntary organization (2001 Actual) $17,500
Waterloo Regional Arts Council grant to voluntary organization (2001 Actual) $10,000
K-W Philharmonic Choir grant to voluntary organization (2001 Actual) $5,000
Waterloo Regional Arts Foundation new 2002 Operating budget (Associated Agency) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$81,000
K-W Symphony Orchestra grant to voluntary organization (2001 Actual) $81,100 McDougall Cottage new 2002 Operating budget . . . . . . . . . . . .$75,000 2002 Capital budget . . . . . . . . . . . . . . . . .$20,000 Public Art Committee . . . . . . . . . . . . . . . . . . . . . . . Not yet established . . . . . . . . . . . . . . . . . . . . . . . . Regional Forests-Property Mgmt Plan & Boundary Surveys 2001/2002 one time only . . . . . . . . . . . . . .$60,000 2001 Approval
Waterloo Regional Heritage Foundation 2002 Operating budget . . . . . . . . . . . . . . .$81,000 Waterloo Regional Libraries 2002 budgeted levy from four Townships .$1,192,527 West Montrose Covered Bridge 2002 Operating Budget . . . . . . . . . . . . . . . .$7,500 * The 2002 grants to voluntary organizations have not yet been determined
Regional Forest-Expansion Land Acquisition 2002 Capital budget . . . . . . . . . . . . . . . . .$50,000
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Appendix 19: Summary of Findings Master Plan Review and Comparison Only two comparable plans were found at the upper tier regional level. Several cities have created plans at a local municipal level. Although not similar in jurisdiction, these plans are also useful in comparisons. LOCATION:
FOCUS:
GOALS: Accessibility (Public Access)
Cooperation & Integration (Building Partnerships) Region of Greater Arts Improve information exchange Facilitate cultural economic Update and maintain Enable coordinated planVancouver, BC Culture and understanding amongst development initiatives and inventory of cultural pro- ning and development of Strategies for Heritage both providers of and partici- increase region-wide distribution grams, service and facil- region serving cultural Regional Arts and pants in cultural activities of the economic and social bene- ities facilities and services Cultural Other fits Development , 1999 - film industry Enhance access to existing arts Develop in partnership Secure and enhance the and cultural activities by facili- In partnership with tourism and with others a “GV capacity of existing tating their distribution to cultural organizations, enhance Cultural Information region-serving art and Cultural Sector Economy existing venues the coordinated marketing of Network” to improve the cultural organizations is defined in 3 parts: cultural products throughout the flow of information - Not-for-profit arts and Address the need for smaller region, including the non-profit about arts and culture cultural activity; sector more affordable venues and - Commercial arts and multi-cultural activities culture activity; and Identify strategic investments - The cultural industries Encourage school boards to and review current processes to strengthen arts and culture ensure maximum support for the education new media sector
Region of Halifax, NS Heritage Tourism Strategy , 2000 (Business plan, 1998)
Tourism Culture Arts Heritage Other - ethnic food - folklorists - traditional lifestyles - natural tourism resources (trails, vistas, canals, etc.)
Economic Development
Promote “live culture” and a welcoming atmosphere
Increase the economic value of heritage, cultural and natural resources (‘value’ characteristics Preserve and protect resources - quality, uniqueness, entertainment value, convenience, value Find the fit between community (time/money) and tourism Create community self-sustainEnforce standards of excellence ability through local business for museums development
Awareness
Corporate Role
Improve the financial environment for regionserving arts and culture organizations (i.e. seed money, broad funding opportunities) to secure their quality and sustainability and provide for growth Undertake joint research to meet the information and data needs of the region’s public and private cultural organizations
Increase community Collaborate with other value of assets for locals tourism stakeholders Cater to the “New Encourage public-private Stream” tourists who partnerships want cultural information Improve awareness of resources through promotion
Sited three phases of tourism development Heritage/Natural/Cultural
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LOCATION:
FOCUS:
GOALS: Accessibility (Public Access)
Region of Waterloo, Arts ON Culture Arts, Culture, and Heritage Heritage Master Plan, 2002
Protect existing cultural heritage and natural heritage assets
Economic Development
Integrate various promotional activities including economic development, tourism, and the Region’s growth management Enhance the livability of the strategies with arts, culture and downtown areas of the region’s heritage efforts cities to retain current residents and encourage new ones Facilitate greater youth involvement Encourage and support multidisciplinary and multi-cultural activities Integrate the priorities of arts, culture and heritage organizations into public transit planning Promote and enhance arts, culture and heritage programs that offer discounts to youth, seniors and individuals on limited incomes
Awareness
Cooperation & Integration (Building Partnerships)
Promote a greater understanding of the region as a unique place and a greater respect for the diverse features that define it
Provide opportunities to bring together those who work within and outside cultural heritage organizations to encourage the exchange of information
Corporate Role
Coordinate policies, clarify guidelines and streamline funding among the Region and its constituent municipalities to maximize operating support for Enhance the profile and Encourage not-for-profit, arts, culture and heritage public awareness of the public and private sec- organizations and probenefits that arts, cul- tors to share resources mote existing Regional ture and heritage organi- and expertise funding sources zations bring to the community Ensure that effective and accurate information for marketing and research is readily accessible Ensure that the cultural heritage sector has access to appropriate resources, including staff, volunteers and funding
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LOCATION:
FOCUS:
GOALS: Accessibility (Public Access)
City of Ottawa, ON A Cultural Policy, 1988
Culture Arts Heritage
The new City of Ottawa Other is now embarking on - natural heritage two separate plans, including the: - Arts & Heritage Plan - Master Site Plan for Public Art
Economic Development
Provide for local cultural needs and expectations (support, resources, funding, etc.)
Awareness Achieve awareness, positive understanding and recognition of the importance of local cultural identity
Facilitate the effective coordination of the City’s cultural activities internal and externally with individuals, groups, agencies Improve promotion through and other levels of govhelping community groups ernment and organizations to maximize public awareness, Encourage public, private developing a Department of and community partnerRecreation and Culture mar- ships and joint ventures keting strategy, assisting in to maximize available the development of a cul- resources tural information network system, and assessing the feasibility of developing a municipal cultural visitor tour guide.
Fill role in ensuring public access to cultural services Encourage and support community initiatives and cultural facility initiatives, and develop municipally operated programs to meet unmet community needs Respect the creative efforts of individuals and groups in their pursuit of excellence at all levels of local cultural activity AND encourage, recognize and reward initiative and excellence
Arts Culture Tourism Heritage
Determine Corporation’s cultural mandate, role, responsibilities and provide for the future allocation of municipal resources Firmly commit to the concept of community self-determination and self-reliance and will assist its partners in achieving this state Seek alternative revenue sources to supplement municipal support Assist with the provision of support services for the local cultural environment Implement strategies into municipal actions, programs and budgetary requirements
Encourage the development and preservation of cultural assets City of Port Moody, BC Cultural Strategic Plan, 2001
Cooperation & Integration Corporate Role (Building Partnerships)
Encourage the integration of arts into everyday life (i.e. youth, education)
Work to increase the eco- Improve communication nomic contribution of and promotion arts and culture (i.e. establish list-serve)
Adopt a comprehensive Public Art Policy
Maximize tourism opportunities
Investigate potential program- Maximize potential of ming opportunities (i.e. festival cultural facilities focus event) Promote development that leads to the creation of vibrant active people places that attract businesses and visitors
Maximize partnerships and Enhance community and proimprove coordination in fessional development of the the cultural sector arts sector through participation, recognition and educaDevelop a strong partner- tion ship with the heritage (i.e. organizational advice, sector staff support, future planning) Advocate to maximize provincial, federal and other financial support
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LOCATION:
City of Surrey, BC Cultural Strategic Plan, 1998
FOCUS:
Arts Heritage Culture
Other Written as three sep- - Cultural arate plans: Industries - Arts Plan - Heritage Plan - Cultural Industries Development Plan
GOALS: Accessibility (Public Access)
Economic Development Awareness
Cooperation & Corporate Role Integration (Building Partnerships)
Increase opportunities for presentations of and involvement by artists in all disciplines
Identify and quantify Increase audiences for the arts opportunities and constraints for the Develop communications opportunities for the development of cul- sharing of information and ideas on the arts tural industries Ensure that natural, cultural and built heritage is Work with others to better recognized, well presented and actively predevelop the necessary served in and by the community infrastructure to support cultural indusRedevelopment of the Surrey Arts Centre (theater, tries art gallery) to enhance services and expand community awareness, increase flexibility and ensure that resources are availableIncrease audiences for the arts
Establish links and build networks with community groups, individual, institutions and businesses interested in heritage preservation and education
Community leadership and a strong commitment to the ‘ownership’ of the cultural services and resources must be made active, facilitated and supported
Recognize that effective communication and collaboration are at the core of successful community cultural development
Arts, culture and heritage sectors must have the human and financial resources required for implementation of the strategy
Provide residents with accessible opportunities and the means to discover, know and appreciate the heritage of their community and to participate in its acquisition, preservation, research, documentation, restoration and interpretation Develop and present educational programs, special activities, heritage events and festivals Recognize that opportunities to celebrate the community’s diversity through cultural sharing are integral to the success of the Plan
City of Fort Erie, ON Cultural Heritage Millennium Plan, 1999
Heritage Tourism
Develop communications opportunities for the sharing of information and ideas on the arts Ensure that natural, cultural and built heritage is better recognized, well presented and actively preserved in and by the community Redevelopment of the Surrey Arts Centre (theater, art gallery) to enhance services and expand community awareness, increase flexibility and ensure that resources are available
Increase access to all cul- Maximize community Develop an inventory and system for curatorial tural heritage assets confidence (increase management of information (museum) contribution to tourism, monitor perEnsure affordability formance) Increase protection of assets
Encourage linkages and partnerships among jurisdictions, organizations, businesses, etc. Amend the Official Plan to better protect the town’s cultural heritage resources
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LOCATION:
FOCUS:
GOALS: Accessibility (Public Access)
Metro Toronto, ON Culture Plan: Redefining Our Cultural Framework, 1994
Arts Culture Heritage
Economic Development Awareness
Increase the number and range of par- Create opportunities for ticipants in cultural activity throughout the cultural sectors to the region contribute to Metro’s economic and social Prepare a Corporate Heritage Strategy development that governs the management of various heritage responsibilities, and exam- Prepare a Cultural ines the existing budget, land manage- Industries Sector ment and related processes with the Strategy view of identifying ways of integrating the consideration of heritage issues into the government’s operation
Other - libraries “Creation … produc- - cultural tion … distribution … industries conservation … cre- (film, radio, ation … A vibrant cul- television) ture depends on the - the design health of each of the sector stages in the cultural - natural herlife cycle” itage Meet with representatives of the Boards of Education to explore opportunities for the integration of objectives and programs affecting culture and education Encourage a high standard of quality in the design and use of public spaces for cultural expression, and support and encourage public art initiatives
Cooperation & Integration (Building Partnerships)
Build a metropolis in which Integrate the nurturing of culture can flourish culture into the complete range of programs and poliDevelop guidelines for the cies of the Government management of the Metro art collection based on the Involve the public in the mandate of helping to fos- pursuit of cultural objectives ter identity and a sense of community Seek a memorandum with the Province of Ontario to ensure partnership between the city and the Province in support of cultural industries Establish an intergovernmental Cultural Facilities Working Group to plan and coordinate public investment in cultural facilities
Corporate Role
Leadership role in regional cultural activity and addressing regional imbalances across the municipality Adopt a clear and proactive position on cultural issues Review the existing distribution of responsibilities for support of the cultural sector with a view to improving coordination of the provision of financial and non-financial resources
Develop a series of cultural indicators and determine Work with other levels of the feasibility of a cultural government, the private sec- research consortium tor and community organizations to pursue public art Prepare a revised cultural projects in prominent loca- grants strategy and explore tions the use of loans, loan guarantees and other instruments in support of public cultural activity
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Summary of Vision, Strategies, and Initiatives for Arts, Culture, and Heritage of the Region of Waterloo Urban Municipalities Local Area City of Cambridge Municipalities
City of Kitchener
City of Waterloo
Vision
Compass Kitchener: Kitchener’s Community Vision
imagine! Waterloo: Community Vision 2001
K eep everyone involved I nspire community pride T reasure the environment C elebrate diversity H onour arts, culture and heritage E ncourage economic vitality N urture health and wellbeing E nsure equitable access to resources R ealize our vision through responsible, inclusive and imaginative planning
A community where people appreciate and support arts and cultural opportunities and view them as an important part of ‘play’. Residents have access to programs featuring music, theater, reading and other creative spaces and facilities, including libraries and museums. These places are well-used and flourish as people of all ages enjoy individual pursuits and interactions with others. Festivals include local neighbourhood celebrations and city-wide events that draw people to Waterloo. The city’s diverse and shared history in honoured and differences are celebrated. The attractive streetscapes reflect the value placed on built heritage and the interest in visual art, including art in public spaces.
Our Common Future: A Strategy to Guide Cambridge into the 21st Century Guiding Statement: - Cambridge celebrates the uniqueness of its communities and is united by its heritage, rivers and common future. - Cambridge residents and visitors enjoy the natural environment; safe, clean and caring neighbourhoods; and ample cultural and recreational opportunities. - Cambridge is a community of opportunity which encourages business growth, entrepreneurial spirit, strong leadership and civic pride.
The Original City: Strategic Action Plan Guiding Principle #7 To strengthen Downtown we must understand and build upon our heritage, artistic and cultural assets, which express our unique identity and values. Our Downtown’s heritage, arts and culture encompasses customs and traditions, visual and preforming arts, buildings, landmarks and landscapes.
Current Strategies & Initiatives
Actions: 1994 Municipal Arts and Cultural Policy
Compass Kitchener Actions: Actions: - Continue to create a vital downtown in our community, and - Provides opportunities for the enjoyment of arts The City of Cambridge Municipal Arts and Culture Policy attempts - Build community capacity and wellbeing by fostering more and culture to reflect the values, interests, and culture of the Cambridge comparticipation, ownership and leadership within communities - Celebrates and honours heritage munity. The following beliefs serve as underpinnings to the - Strengthens cultural amenities and programs policy: Original City Actions: - Provides quality library services a) that the arts are an essential component of community - Develop, enhance and co-ordinate community events in the life; Downtown, and coordinate marketing under one umbrella (i.e b) that the arts contribute to the awareness, understanding .create an Arts & Culture Festival of Festivals) and recognition of a community’s identity; - Encourage and support new cultural initiatives and partner all c) that the arts generate economic activity within communievents with existing businesses ties; - Encourage the creation of cultural spaces, walking tours, etc. d) that arts and cultural opportunities should be accessible to - Explore the potential of creating a tourism/information centre, all members of the Cambridge community regardless of race; a community theater and a Children’s Museum Downtown economic status; physical ability; etc; - Target and recruit unique businesses in the areas of existing e) that arts and cultural groups should be served by the success 9arts, culture, entertainment) and businesses that will municipality in a manner which is comparable and equitable support the adjacent residential market. Don’t try to compete to sports groups, neighbourhood associations, seniors, etc; with the malls f) that there are a number of partners in the development of - Engage the services of the arts community to create additional any community resource be it the business sector, volunteer interesting public art and cultural attractions in the Downtown sector, government sector, etc. The enhancement of arts and - Increase development of ethno-cultural activities cultural opportunities in Cambridge is, then, dependent upon partnerships and a shared commitment to the growth and * Arts & Culture Advisory Committee is currently working on creatdevelopment of artistic endeavours in the community. ing a new long-term vision and a Corporate Arts Policy.
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Local Area City of Cambridge Municipalities Current Strategies & Initiatives (continued)
City of Kitchener
Community Resources: Community Resources: Local Architectural Conservation Advisory Committee City Staff - Arts & Culture Coordinator (LACAC) - Heritage Designations - Events Co-ordinator Core Areas Revitalization Advisory Committee (CARAC) - Heritage Planner Cultural Awards Committee - oversees the Bernice Public Art Working Group Adams Cultural Awards, Student Scholarships and Bernice Arts & Culture Advisory Committee Adams Cultural Bursaries Centre in the Square Cambridge Arts Guild KW Art Gallery Cultural Recognition Evening (new in 2002) - terms of refTheatre and Company erence not yet approved Victoria Park Funding to WRAC through Grants to Groups Kitchener’s Farmers Market Heritage Kitchener City Staff: for the Cambridge Centre for the Arts and liaising Rotunda Gallery, onsite (monthly exhibitions) Investigation of usage of Downtown spaces for arts spaces with arts and culture committees Cambridge Centre for the Arts (Programs include dance, drama, music, pottery, quilting and visual arts / Gallery with monthly exhibitions focussing on local artists / Quarterly newsletter)
City of Waterloo Community Resources: Waterloo Community Arts Centre Canadian Clay and Glass Gallery Local Architectural Conservation Advisory Committee (LACAC) - Heritage Designations KW Arts Awards City Staff supported Community Development (creating supporting resources and infrastructure) Heritage Collections Curator Organizational Leader, Cultural Services Council Advisory Committees include: - Cultural Development Committee with Heritage sub-committee - Public Art Committee
The Mission Statement for the Cambridge Centre for the Arts (DRAFT): The Cambridge Centre for the Arts is dedicated to the promotion of creative expression, offered in a nurturing recreational setting for all that practice, appreciate or have yet to discover the Arts. Acting as a catalyst for the advancement of creative activity, through programs, partnerships and providing a hub for the Artistic Community of Cambridge.
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Local Area City of Cambridge Municipality
City of Kitchener
City of Waterloo
Current Strategies & Initiatives (continued)
Events & Programs: CHYM Skating Party Literary Conference Open Ears Music Festival Waterloo County Quilt Festival Motorcycle Show and Shine - King Street Block Party - Civic Square Indi Island/Nights - Victoria Park MultiCultural Festival - Victoria Park Cruise Night - King St. Communities in Bloom Tooney Tuesdays - Civic Square Summer Concert Series - Victoria Park World Beat - Civic Square “KidSpark” - Victoria Park KMS Band - Victoria Park Contemporary Art Forum Kitchener Artworks - Civic Square K-W Oktoberfest Opening and Parade KW Opera Ball Pig Roast at Kitchener Farmers’ Market Christmas Fantasy Christkindl Market Downtown Kitchener Santa Claus Parade Tree of Hope Ceremony 31st - Festival of the Night Downtown Kitchener Artist-In-Residence program, onsite (including lecture series, workshops) Tri-City Studio Tour Word on the Street (first ever in Kitchener this year) One Book, One Community Youth film collective project via WRAC KDBA mural program
Events & Programs: Public Art Program Summer Concerts Roundabout Theatre Toy Box Teen Theatre Communities in Bloom Dionysia Wine & Food Festival (Organized by the Greek-Cypriot Community of Waterloo Region) K-W Oktoberfest Royal Medieval Faire Uptown Waterloo Jazz Festival Waterloo Busker Carnival Waterloo County and Area Quilt Festival Winter Lights Wonders of Winter K-W Oktoberfest One Book, One Community
Events & Programs: Cambridge Arts Festival Cambridge Concert Band Cambridge Highland Games Cider and Spirit Walk/Heritage Cambridge Fairview Mennonite Homes Musical Group Forbes Park Festival Mill Race Festival Waterloo County & Area Quilt Festival YACC Cambridge (Rock the Mill Festival) Galt Little Theatre / Cambridge Arts Theatre Cambridge Galleries One Book, One Community Free Summer Concerts in the Park (in partnership with MPTF) Cultural Listings appear in quarterly “Activities Guide” (35, 000 copies)
Proposed Events & Programs: Arts Festival Latin Folk Festival Chinese New Year Future involvement with the University of Waterloo Artist-In-Residence program
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Appendix 20: Goals, Recommendations, and Strategies for Future Implementation The following recommendations and strategies are those which would require, for effective implementation, the full and equal participation of several partners and community stakeholders and should not necessarily be lead by the Region. It is envisioned that many of the strategies listed below could be explored further by the Cultural Heritage Advisory Committee recommended for establishment under strategy 3.2.2 (please refer to section 7.0). Recommendations that are within the jurisdiction of the Region are not repeated in this appendix and can be found in section 7.0.
GOAL 1: COMMUNITY IDENTITY AND CHARACTER Develop a stronger cultural heritage identify for the region, one that celebrates its diversity; the character of its multiple towns and cities and the differing traditions of their founders; its natural features; and the richness of its arts, culture, and heritage assets. The region of Waterloo contains rich and diverse arts, cultural and heritage aspects that need more recognition, appreciation and support. Arts, culture and heritage can help strengthen community bonds and reduce perceived and real geographic barriers. The unique features of the region will prevent it from being “just a smaller Toronto”. It has been shown in other cities that cultural heritage activities can promote revitalization and draw in new residents.
Recommendation 1.2 Protect existing cultural and natural heritage assets throughout the region. 1.2.3 Support area municipal efforts to protect cultural heritage assets and enhance urban cores through local municipal tools including: • • • • • • • • • •
Establishment of heritage districts and restoration of historic buildings; Study and implementation of a mainstreets program to encourage business owners to understand the importance of appropriate maintenance; Historic approaches to building fronts; Preservation of scenic vistas and development of an appropriate streetscape with sensitivity to the heritage environment; Provision of financial incentives for heritage preservation and restoration; Greater consideration of heritage impacts through the development approvals process; Promoting adaptive reuse of heritage buildings for live/work use and cultural activities; Encouragement of infill projects of an appropriate scale; use of materials that reflects the context of the surrounding heritage and is sensitive to the resources such as existing historic buildings, streets, sidewalks, landforms, and infrastructure; Flexibility in zoning provisions to allow for mixed use, altered setback and parking provisions which recognize the special nature of the heritage area; and Policies that support the Region’s Growth Management Strategy.
Improved downtowns and city-centres is one of the goals of the Region’s Growth Management Strategy. Evidence from other cities shows that downtown revitalization efforts integrate various government departments and policies and is the key to successful economic development of the city. Many downtown revitalization efforts include the adaptive reuse of historic buildings to help create a core that people want to live in. Example: The European quality of Galt’s urban core; in form, scale, and materiality, shows how social, experiential, entertainment, and recreational objectives can be accomplished. Also, a good example of a Regional initiative for preservation and adaptive reuse of a unique heritage resource is the Governor’s House and Gaol. The local landmark has been restored and now provides office space for Regional staff. Partners: Regional staff, heritage organizations, municipalities, Heritage Planning Advisory Committee (HPAC), OHF Measures of Progress: Adoption of strategies to preserve heritage buildings and environmentally sensitive areas; growth of businesses in the core
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Recommendation 1.3 Enhance livability of the downtown areas of the region’s cities to retain current residents and encourage new ones. 1.3.1 Incorporate live/work artists’ spaces into downtown revitalization efforts. Affordable live/work spaces often attract members of the artistic community who, in turn, draw new businesses and residents to the urban core, all contributing to a more livable community. Example: The gentrification taking place in downtown Vancouver is due to artists’ live/work developments near Artspeak, an artist-run centre. Partners: Area municipalities, Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations, developers and/or property owners Measures of Progress: Growth of a number of businesses locating or expanding in the core; gentrification (i.e. gradual increase in rental rates and property values) in the downtown cores; competitive and creative environment; increased retention of graduates from the region’s universities and college
GOAL 2: EDUCATION AND AWARENESS Build a stronger foundation for arts, culture, and heritage within the community. The lives of children and adults are enriched in many ways through the learning of arts, culture and heritage. An awareness of the benefits of arts, culture and heritage is likely to lead to greater appreciation of, participation in and support for those activities. Therefore, it is important to reintegrate cultural heritage activities into society through everyday leisure activities, places of work, and school programs.
Recommendation 2.2 Facilitate greater youth involvement in programs and events of arts, culture, and heritage organizations. Strategy 2.2.2: Promote more partnerships with elementary and high schools that give young people opportunities to attend cultural activities. Early exposure to arts, culture and heritage will help young people become more appreciative of and receptive to a variety of cultural heritage activities. This effort will also help to nurture an audience base for the future. Example: “eyeGO to the Arts” sells $5 student tickets to a variety of cultural heritage events in the region. Partners: Cultural heritage organizations, public and separate school boards, libraries, WRAC Measures of Progress: Increased youth attendance and participation; enhanced interest in education programs designed for youth
GOAL 3: COORDINATION AND PARTNERSHIP FORMATION To encourage a greater degree of collaboration across all sectors and disciplines. Individuals and organizations are approaching more projects through collaboration because of the benefits of shared resources and expertise. Collaborative efforts across the region and across disciplines make possible activities that would otherwise be less successful. Sharing resources and expertise also encourages the development and exchange of creative ideas in addition to increasing cost-effectiveness by reducing the duplication in work.
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Recommendation 3.1 Integrate various promotional activities including economic development, tourism, and the Region’s Growth Management Strategy with arts, culture, and heritage efforts. 3.1.2 Facilitate the coordination of all promotional and developmental efforts. Strategies related to economic development, tourism and cultural heritage need to be linked. The scope and mandate of economic development initiatives, such as CTT, reach beyond the boundaries of each municipality. Similarly, tourism and destination marketing strategies are best developed to include a variety of attractions and destinations that feature qualities that are rural and urban, natural and human-made, and historic and modern. Thus, cultural heritage attractions that draw their support from within and outside the region make ideal partners for such programs. Example: The New Hampshire Division of Travel and Tourism Development 2002 brochure (distributed by The Globe and Mail in May 2002) clearly presents the cultural heritage assets of the state. Partners: Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations, tourism and economic development organizations, WRAC Measures of Progress: Increased collaboration across sectors; combining of budgets to increase reach and depth of promotional campaigns; emergence of new partnerships
3.1.3 Encourage the collection and distribution of statistics of arts, culture and heritage organizations using a standardized template. Statistics allow agencies and organizations to target their promotional campaigns and maximize their return on investment. These statistics could be used for promotional and marketing purposes region-wide. Example: The Canadian Opera Company develops their programming and donor benefits packages based on findings from their targeted surveys Partners: WRAC, cultural heritage organizations, private businesses, tourism and economic development organizations Measures of Progress: Access to and sharing of information; use of statistics for planning, marketing and programming purposes
Recommendation 3.2 Encourage not-for-profit and public and private sectors to share resources and expertise. 3.2.5 Partner with faculties within the universities and college. The academic institutions have a wealth of knowledge, expertise, and information for research, data manipulation and advertising purposes. There are also many opportunities for cultural heritage organizations to utilize available facilities, pursue audience development and build more awareness among the academic population. Retention of graduates will directly support the priorities of economic development in the region by ensuring that there is a growing pool of highly skilled labour. Example: Stephen Preece, at Wilfrid Laurier University, is currently researching attendance habits of performing arts audiences that could be applicable to many local organizations. Partners: Cultural heritage organizations, academic institutions Measures of Progress: Increased participation of, and collaboration with, academic institutions
3.2.6 Assist and encourage collaboration among the municipalities and area cultural heritage stakeholders to create region-wide arts, culture and heritage events. A collaborative effort can be beneficial to participating organizations in many ways such as, facilitating the sharing of resources and expertise, reducing costs, and assisting with audience development. Example: The Region could adapt their Community Health Department’s (CHD) Healthy/Sustainable Communities Project model for the needs of cultural heritage organizations. CHD’s model involves a high engagement of citizens in program and policy development process with community and some municipal leadership. Partners: Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations, municipalities, Ontario Cultural Attractions Fund (OCAF) Measures of Progress: More collaborations across jurisdictions; higher public participation at events
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3.2.7 Encourage partnerships to provide better media coverage dedicated to arts, culture and heritage. The existing media can help boost public awareness and presence of cultural heritage through feature columns and consistent reporting of cultural news. The media can also be used to link cultural heritage with tourism efforts. Partners: Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations, local media Measures of Progress: Improved cultural heritage reportage in local media; enhanced public awareness
GOAL 4: RESOURCES Support the sustainability and opportunities for development of existing arts, culture, and heritage organizations. Arts, culture and heritage organizations in the region of Waterloo generate at least $39.1 million per year. However, research findings indicate that there needs to be more financial and human resource support for these assets. Achieving financial stability and avoiding the collapse of viable cultural organizations continues to be a pressing issue as government funding has been limited or drastically reduced in recent years.
Recommendation 4.1 Coordinate policies, clarify guidelines, and streamline funding among the Region and its constituent municipalities to maximize operating support for arts, culture, and heritage organizations and promote the existing Regional funding sources (WRAF, WRHC, WRAC). 4.1.4 Assist cultural heritage organizations to identify and apply for operating and project funding from provincial and federal agencies. Some organizations may be unfamiliar with the range of options available to them outside the region through agencies such as the Trillium Foundation, the Canadian Council for the Arts (CCA) and the Ontario Arts Council (OAC). Example: OAC’s Compass Program helps arts organizations increase their self-reliance, capacity-building and sustainability. To achieve this objective, the OAC and Compass funding partners assist organizations throughout Ontario by covering some or all of the costs of providing appropriate experts who will help organizations increase their effectiveness. Partners: WRAC, Regional staff Measures of Progress: increased share of funding for projects and on-going support for cultural heritage organizations located in the region
Recommendation 4.2 Ensure that the cultural heritage sector has access to appropriate resources, including staff, volunteers, and funding. 4.2.3 Expand the promotion and employment of volunteers to assist in arts, culture and heritage initiatives, especially among students and young adults. The volunteer pool needs to be constantly refreshed with enthusiastic and skilled people because cultural heritage organizations, not being able to maintain a large staff, rely heavily on volunteers to accomplish their objectives. Partners: WRAC, cultural heritage organizations, academic institutions, volunteer bureaus Measures of Progress: Growth of volunteer corps; increased participation of students and young adults in cultural heritage activities
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GOAL 5: ACCESSIBILITY To maximize accessibility to arts, culture, and heritage opportunities and information. Despite a high interest in arts, culture and heritage activities, some individuals cannot participate in as many activities as they would like because of financial or physical limitations. Easy access to arts, culture and heritage information and activities is crucial for encouraging public participation and support, strengthening community bonds, and increasing the understanding of other cultures.
Recommendation 5.3 Encourage and support multidisciplinary and multicultural activities. 5.3.1 Work with arts, culture and heritage organizations to expand programs that encompass multidisciplinary and multicultural events. Events will encourage cross-cultural interaction and sharing of resources. Organizations can use the OCAF as a financial supporter for marketing the events to a broad audience. Partners: WRAC, Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations (especially multicultural organizations), municipalities, OCAF, WRAF, WRHF Measures of Progress: Increase in the number of events, year over year; emergence of new partnerships; participation representing the diversity of the community
Recommendation 5.4 Promote and enhance arts, culture and heritage programs that offer discounts to youth, seniors and individuals on limited incomes. 5.4.1 Improve distribution of information of all existing discount programs. The discount programs will be more sought after when the cost-savings opportunities are more visible to the public. Example: “eyeGO to the Arts” student discount program. Partners: WRAC, cultural heritage organizations, local media, private businesses, academic institutions Measures of Progress: Greater public awareness of the programs; increased participation of individuals on limited incomes
5.4.2 Champion the introduction of additional opportunities to build audiences within groups that are currently under-represented. Arts culture and heritage organizations can strengthen communities through festivals and outreach programs. Example: Doon Heritage Crossroads distributes 700 family passes to agencies throughout the region so families can enjoy a heritage experience free of charge. Partners: WRAC, cultural heritage organizations (especially multicultural associations), private businesses, academic institutions, social service organizations Measures of Progress: Greater awareness within under-represented groups of opportunities; increased participation of individuals from under-represented groups
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Appendix 21: Community Services Committee Report
PLANNING, HOUSING AND COMMUNITY SERVICES
To: Chair Sean Strickland and Members of theReport No:P-01-069 Community Services Committee File Code: Date: May 8, 2001 Subject: ARTS, CULTURE AND HERITAGE MASTER PLAN
P-01-069
A total of $50,000 has been budgeted for the Arts, Culture, and Heritage Master Plan. The money budgeted is to hire a consultant to conduct the inventory work and to coordinate focus group meetings with the assistance of staff. Consultant services are required for their expertise in arts, culture, and heritage master plan preparation and tourism assessment potential. The Project Outline provides the framework for the development of the Master Plan. A Project Advisory Committee will be established to gain community input during the process. The Terms of Reference for the Project Advisory Committee specify the Committee’s composition and operating practices.
Timing The following chart identifies completion dates for key Project thresholds:
RECOMMENDATION: THAT the Regional Municipality of Waterloo approve the following with regard to an Arts, Culture and Heritage Master Plan:
Estimated Timing May, 2001
Actions Completed Project Outline and Advisory Committee Terms of Reference approved by Council Posting of Request for Proposals and selection of consultant(s) Project launch and Advisory Committee populated Final Master Plan to Regional Council for approval
a) the Project Outline contained in Appendix A to Report P-01-069 as the basis for proceeding with the hiring of a consultant to undertake the Arts, Culture, and Heritage Master Plan; and
July-August, 2001 October, 2001 July, 2002
b) the establishment of a Project Advisory Committee based on the Terms of Reference contained in Appendix B to Report P-01-069.
CORPORATE STRATEGIC PLAN: The Corporate Strategic Plan identifies the need to define and develop a Region-wide Arts, Culture, and Heritage Strategy.
SUMMARY: FINANCIAL IMPLICATIONS:
NIL REPORT: Waterloo Region is home to a rich and vibrant arts, culture, and heritage community reflecting a broad range of disciplines and organizations upon which to grow and prosper. In the Fall of 1998, Council and Staff recognized through their strategic planning and visioning process that a systematic Plan was required to better harmonize and raise the profile of cultural endeavors in the Region. The Arts, Culture, and Heritage Master Plan will be a strategic planning document to guide the use of arts, culture, and heritage resources in the Region. It will include an assessment of existing resources and will present a coordinated, multi-faceted strategy to realize the maximum potential benefit from the region’s arts, culture, and heritage assets.
A total of $50,000 has been budgeted for the Arts, Culture and Heritage Master Plan.
OTHER DEPARTMENT CONSIDERATIONS: Planning, Housing, and Community Services Department staff are working with the Region’s Purchasing Department in the preparation of the Request for Proposals.
PREPARED BY: Wanda Richardson, Strategic Planning Coordinator APPROVED BY: Larry E. Kotseff, Commissioner of Planning, Housing and Community Services
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