Welcome to the Town of Oakville - ENABLING … - culture...• There was a strong call for the town to acknowledge that it understands of the importance of culture to the community’s

Oakville’s Strategic Directions for CultureEnabling Culture to Thrive in Oakville 1

ENABLING CULTURE TO THRIVE IN OAKVILLEOakville’s Strategic Directions for Culture

Oakville’s Strategic

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Enabling Culture to Thrive in Oakville Oakville’s Strategic Directions for Culture

Introduction ............................................................................. 2 • PurposeandObjectives ................................................ 2 • Process/Methodology ................................................... 3

2. TheOakvilleContext ....................................................... 5 • Oakville’sCulturalStrengths ......................................... 5 • StrategicIssuesfortheFuture ...................................... 6

3. StrategicDirectionsfortheFuture ................................... 7 • DraftVision .................................................................. 7 • GuidingPrinciples ........................................................ 8 • StrategicDirections ...................................................... 9 A.EnhancePlacesandSpaces ........................................ 10 B.DevelopCooperativePrograms .................................. 13 C.BuildCommunityCapacity ......................................... 15 D.ClarifyandStrengthentheTown’sRoleinCulture ...... 17 E.StrengthenCulturethroughTownPlansandPolicies .. 19 F.CreatePartnershipStructures ..................................... 20 G.LeverageInvestmentinCulture .................................. 22 • SummaryofStrategicDirections ................................ 24

4. MovingTowardsImplementation .................................. 25

Appendices A.CulturalPlanningDefinitions ...................................... 29 B.CulturalPlanningBestPractices .................................. 33 C.ConsultationFindingsSummaryandSWOTAnalysis .. 36 (SWOT:Strengths,Weaknesses,OpportunitiesandThreats) D.Oakville’sCulturalPlan:ReportonNewImmigrants andCulturalPatterns ............................................... 40 E.BackgroundReport:Livability,Creativity, Economy–ACulturalPlanforOakville...................... 45

5. Acknowledgments ........................................................ 84

Oakville’s Strategic Directions for Culture 2Enabling Culture to Thrive in Oakville

1 IntroductionAuthenticplacesfilledwithlivelyanddiverseculturalandentertainmentoptionsaremagnetsthatattractandretaincreativepeople.This creativeclass in turngenerateswealth inanexpandingknowledgeeconomy.Communitiesbecomemoreeconomicallyviableandmoresustainable,irrespectiveoftheeconomicclimate.

Everycommunity,whenyouscratchthesurface,isfullofartists,supporters,volunteersandengagedaudiences.Theyvaluetheculturallifeoftheircommunityandrecognizethevalueitbringstotheirlives.Culturebringsasenseofdefinition,purposeandfulfillmenttotheindividualthatotherendeavorscannotmatch.

Purpose and ObjectivesThe development of a municipal cultural plan wasrecommended in the Parks, Recreation, Culture andLibrary(PRCL)MasterPlanapprovedbyCouncilin2006.ThePRCLproposed theplanbedeveloped toaddressopportunities related to new trends in “innovation,‘culturalcreatives’andcreativecities.”Itdescribedtheopportunityculturaldevelopmentpresentedasacatalysttoimprovingthetown’screativityandcompetitivenessandattractingandretainingresidentsinthefuture.

Ten representatives from town departments formedthe Staff Coordinating Committeewith support fromOakvilleGalleriesandtheOakvilleTourismPartnership.The committee met regularly to lead the process ofmunicipalculturalplanning.

Inaddition,TownCouncildevelopedastrategicplanforOakvillein2007whichidentified18goals.

Of these goals, the following have specific resonanceformunicipalculturalplanning.

• Toenhanceourculturalenvironment• Toenhanceoureconomicenvironment• Toenhanceoursocialenvironment

Thepurposeof thisculturalplan is todevelopfor theTownofOakvilleanintegratedapproachthatconnectsandbuildsonthemanyformsofculturethatexistinthecommunity. It builds on the recommendations of thePRCLMasterPlanwithinthecontextofcouncil’sgoals.

Thespecificobjectivesofthisculturalplanare:1. TodefineaguidingvisionforculturefortheTown

ofOakville2. Toestablishatownmandateforcultureappropriate

tothatvision3. Todevelopstrategicdirectionsforthefuture

Natural Heritage

Creative Industries

Festivals and Events Cultural Businesses

Cultural Facilities

Cultural Heritage

Cultural Resources

Non-Profit Cultural Organizations

Official PlanVision

Environmental Strategy

Town Strategic Plan

PRCL Master Plan

Economic Development

Strategy

Premier Ranked Tourism

Enabling Culture to Thrive in Oakville3

Process/ MethodologyTheculturalplanformallybeganatacommunityforumonOctober30,2007withthelaunchofCultureLivesHere, abrandfortheplanningprocess.Attendedbyapproximately100people,thiswasthelargestplanlaunchtodateinthetown’shistory.

Community Assessment/Cultural MappingA community assessment was undertaken to identify changing demographics, growth patterns, populationdistribution,economictrendsanddirections,etc.

Cultural assets weremapped to inventory cultural resources. This informationwas then captured in the town’sGeographic Information System (GIS). The results showed the Town ofOakville currently hasmore than 1,400culturalresourcesacrosssevencategoriesillustratedinthediagrambelow.

Oakville’sculturalmapincludesthefollowingcategoriesandentries:CulturalSectorOrganizations79-Non-profitorganizations467-Creativebusinesses(includescafésthatpresentmusic,artsupplystores,graphicdesignfirms,softwarecompanies)947-Culturalheritagesites

682-Schoolsandinstructionaloperations97 - Cultural facilities (includesmuseums, performingartcentre,galleries,churchhalls,performingartsspaceinschools,etc.)

Cultural Resources plotted on the map of Oakville


ConsultationInterviews and meetings were held with a rangeof individuals inside the town including the mayor,members of council, the executivemanagement teamandothers.

As well, external consultation was undertaken on anumberoffronts.Acommunitysurveywascirculatedto residents through the town website, arts facilities,libraries, community centres, cultural organizations,sportsfacilities,andviaemail.Atotalof850responseswerereceived.

A cross-section of community leaders from business,culture, education, community services, and othersectorwas consulted to solicit ideas and input. Fourcommunity forumswereheldonMay10,12and15,2008.(TwosessionswereheldonMay15,2008.)Thesewereattendedbyapproximately130people.

AdiscussionpapertitledLivability, Creativity and Economy: A Cultural Plan for Oakville (appendix E) was prepared to summarizethe findingsof the communityassesment and cultural mapping, and to set outimportant planning assumptions to guidethedevelopmentoftheculturalplan.

Documents reviewed included: Townof Oakville Strategic Plan; Official Plan;OakvilleEconomicDevelopmentStrategy;EnvironmentalStrategy;Parks,Recreation,Culture and Libraries Master Plan; andNorthOakvilleSecondaryPlan.

Meetingswerethenheldwithanumberofkeyculturalorganizations,agenciesandlocalbusinessleaderstotestthe findings todate, anddiscussmore specific facilityandtheprogramneeds.Thefindingssummarizedinacommunityconsultationresultsreport.

Following the development of the draft cultural plan,thedocumentwasreviewedinternallybystaffandwasthenreviewedbytheCulturalAdvisoryCommittee.


2 The Oakville ContextOakville’sculturalplanmustberesponsivetothechangingnatureoftheOakvillecommunity:• Oakville’spopulationwillcontinuetogrowtoapproximately250,000peoplebyaround2025.• GrowthwillhappenpredominantlyinnorthOakville(betweenDundasStreetandthe407),anadditional55,000

residentswillsettleinthisarea.• Therewillbeconsiderablegrowthinthenumbersofpeopleovertheageof55,andarelativelysteadypopulation

growthinyoungeragegroups.• Residentswillcontinuetoenjoyanincomelevelhigherthantheprovincialaverage,butwithalargerpopulation

comes a larger rangeof incomes.Morepeoplemay require financial assistance toparticipate in communityactivities.

• ThediversityofOakvillewillcontinuetoincreaserequiringnewconsiderationsre:culturalaccessandprovision.

Oakville’s cultural planmust also be responsive to the changes at a regional level.With construction startedonBurlington’sPerformingArtsCentreandMississaugabeginningtoimplementtheirculturalplan,itisessentialthatOakvilleconsideritsoptionsrelativetotheresourcesofthosecommunitiesaroundus.

Oakville’s Cultural StrengthsOakville’sgreatest strengthmaywell lie in itsheritageassets. Certainly it is this aspect of the communitythat provides the greatest sense of uniqueness andauthenticity. However,Oakville’sculturalstrengthsgomuchfartherthanthebuiltenvironment.Thecommunityalsoboastsanarrayoftheatricalandmusicalofferings,aswellasstrongartsandeducationprograms.

Municipalculturalplanningalsodeemsnaturalheritageto be a component of a community’s cultural assets.Oakville’s natural heritage trail system is valued,well

utilized and supported. It offers particular potentialto create crossover projects between recreation andculture and is documented through the efforts ofParksandOpenSpaceandGIS.Whenthetownoptstoundertakeasecondroundofculturalmapping,thisdatabasecanbeincorporatedintoabroaderdefinitionofculturalassets.

Oakville hasmany successful creative industrieswithstrong representation throughout the community.WhiletheremaybearicherandmorediverseculturalsceneinToronto,residentscanreadilyfindabalance


between the allure of big city cultural events andvenuesandthosefoundlocally.AstheOakvilleCentrefor the Performing Arts (OCPA) catchphrase wouldsuggest,SoClosetoHomeisaconceptwellembracedbyOakvilleresidents.

Strategic Issues for the FutureThrough the consultation process a number of keystrategicissues/themesemergedforthefuture:

Industry standards or benchmarks• Thelackofstandardizedmeasurementsforculture

makes it enormously challenging to determinewhat cultural assets are required and/or shouldbedeveloped.

Facility, space and programming needs• Serious gaps in cultural facilities, resulting from

populationgrowthandcommunitychange,needstobeaddressed.

• TheOakvilleCentreforthePerformingArts,OakvilleMuseum, and Oakville Galleries all have pressingfacilityandprogrammingneeds.

• Theneedsofallpartsof the town,aswellas theuniqueneedsofindividualneighbourhoodsneedtobeaddressed.

Diversity and Inclusion• Oakville continues to become more diverse as a

community and will need to develop programs,servicesandculturalspacesthatrespondtouniquecommunityneeds.

• Partnerships must be developed and cultivatedwithorganizationsandbusinesses that canassistthe town in understanding emerging culturalcommunities.

• The Town of Oakville’s commitment to diversitymustguidetheimplementationoftheCulturalPlan:TheTownofOakville iscommittedtorespectandcelebrateOakville’sdiversity,andstrivestoprovideappropriatetownservicesandfacilitiesaccessibletoallitscitizens.

Capacity issues• Thereisaneedtobuildcapacityintheculturalsector

andtoexpandnetworksandresourcesharingacrosstheentirecultural sector–arts,heritage, libraries,andcreativeindustries.

Creative industry opportunities• Creativity has emerged as an important driver of

economic development and wealth creation andshould remain a focus for the town’s EconomicDevelopmentoffice.

• Oakville should leverage the full potential of itscreative industriesand leverage the internationallyrecognizedstrengthsofSheridanCollege.

The role of the town• Therewasastrongcallforthetowntoacknowledge

thatitunderstandsoftheimportanceofculturetothecommunity’sfuture.

• A tremendous opportunity exists to integrate theculturalplanwithother townplanningandpolicydocuments.

• Thetownshouldcontinuetotakealeadershiprolein heritage planning, and continue to integrateculturalandheritageplanning.

Strategic partnerships• Thereistheneed,interestandcapacityamongarts

groups, business and community leaders to workwithoneanotherandthetowntoadvancesharedgoalsincreativityandculture.


3 Strategic Directions for the FutureTheTownofOakville’svision istobethemost livabletowninCanada. Insupportofthisoverarchingvision,theculturalplanincludesacommitmenttoculture,culturalvalues,guidingprinciplesandstrategicdirections.

Draft VisionCommitment to CultureFurther to the town’s goal of enhancing the culturalenvironment,TheCorporationoftheTownofOakvillewillcommittothefollowing:

To be a community where culture inspires, engages and thrives

Cultural valuesCultureisessentialtoourvisiontobethemostlivabletown in Canada, a place where people want to live,work,playandinvest.

Creativity and culture are major economic drivers ofOakville’sfutureeconomicgrowthandprosperity.

Culture is a key component of our commitment tosustainability,balancingsocial,economic,environmentalandculturalgoals.

Artists and creators are valued as essential sources ofnew ideas, innovation and technologies important toourfuture.

Asuccessful,vibrantdowntownandsecondarydistrictsare major cultural and economic hubs for the entirecommunity.

Ourevolvingculturalheritagedefinestheidentityofouruniqueneighbourhoodsandthetownasawhole.

Cultureisapowerfultoolforcelebratingdiversityandfosteringinclusion.

TheTownofOakvillevaluesculturalorganizationsandpartnershipsthatworktowardsharedgoals.


Guiding PrinciplesThefollowingsixprincipleswillguidethetown’seffortsandcommitmentsinpursuitofthisvision.

1. Accessibility–TheTownofOakvillewillstrivetoprovideaccesstorelevantculturalopportunitiesforallresidents,inallphasesoflife,throughoutthecommunity.

2. Diversity and inclusion – The town will embracediversity of age, ethno-cultural background, incomes,language and education as all are valuable sourcesof ideas, perspectives and talents that enrich ourcommunity.

3. Partnerships and collaboration–Thetownwillbuildpartnershipsandworkcollaborativelywithcommunitygroupsandtheprivate,publicandvoluntarysectorstoaddresssharedchallengesandopportunities.

4. Accountability and fiscal responsibility – The townwillensurethemostefficientandeffectiveuseoftownresources andwill strive for continuous innovation inaddressingtheneedsofthecommunity.

5. Innovation – the town will encourage and fosterthoseendeavoursthatdemonstrateanabilitytoleadorinnovateincreativefields/sectors.

6. Building and Optimizing– thetownwillcommit toboth optimizing existing assets and building onwhatcurrently exists to consistently add value and capacityto the community, committing to sustainable designwheneverpossible.


Strategic DirectionsThe cultural plan sets the stage for culture to thriveinOakville. Inadditiontomovingforwardoncurrentculturalneedsandissues(suchasspaceandprograms),the plan establishes the foundation for a long-termsustainableapproach.

Thesevenstrategicdirectionsof theplanareoutlinedbelow, followed by a section on each direction thatprovidesbackgroundinformationandoutlinesthekeyrecommendedstrategies.


A. Enhance Places and SpacesBackgroundCultural places and spaces support and showcaseculturaltalentandcreativity,provideadiverserangeofculturalandheritageactivities,increaseknowledgeandconnectadiverseconstituencyofculturalorganizations,artistsandcitizens.

Oakville’s PRCL Master Plan made significantrecommendationsrelatedtofacilitiesandinfrastructureneeds.Theculturalplanhasconsultedfurtherontheseneeds and is proposing a new framework and set ofpartnershipmechanismstoaddresstheneedformajornewfacilityneedsandservicesinOakville.

In 2009, the Oakville Museum will complete its 10-yearmasterplan; theOCPAwillcomplete itsbusinessplan;andthetownwillfinalizetheCentennialSquarebuildingconditionaudits.Therecommendationsthesedocumentsbring forwardwillneed tobealignedandintegrated with the cultural plan and the DowntownOakville Strategic Review to ensure both cohesion ofvisionandthesuccessfuldeliveryofoutcomes.

Therearenoclearbenchmarksorstandardsforculturalinfrastructure. However, during the consultationprocess the community identified gaps in culturalfacilities stemming from population growth andcommunity change. The strategic directions provideforenhancedplacesandspacesforculturetothriveinOakville.ThesedirectionswillbeaugmentedandrefinedastheOakvilleMuseum’s10-yearmasterplanandtheOCPA’sfive-yearbusinessplanareaddedasappendicesto this document in 2009. Aswell, Ontario’sMinistryofCultureiscommencingaprojectin2009todevelopmeasures for communities to better understandwhatconstitutesappropriatelevelsofinfrastructure,servicesand programming. As these measurements becomeavailable,theculturalplanwillreviewthosestandardsbasedondemonstratedcommunityneedsandadaptthe recommendations contained within the culturalplan to determine how best to implement thesebenchmarksinOakville.

Arts facility comparison of local municipalities

Municipality Population Area(km2)

Museums Not-for-profitArtGalleries

CommercialArt

Galleries

Theatres TheatreSeats

Seatsper100people

ArtistStudios/ Co-ops

University/Colleges

Barrie 130,000 172 4 1 8 2 795 0.61 1 0/1

St.Catharines 132,000 383 3 1 9 7 1642 1.24 1 1/1

Burlington 164,000 189 2 1 6 3 539 0.33 1 0/0

Oakville 165,000 139 3 2 16 3 1950 1.18 1 0/1

Hamilton 522,000 1117 9 4 13 13 6948 1.33 2 1/1

Mississauga 668,549 288 4 6 13 8 2560 0.38 2 0/1

Toronto 2,500,000 630 23 4 130 68 36172 1.45 12 4/5


StrategiesA1. Accommodate arts and cultural space in a redeveloped Queen Elizabeth Park Community CentreInAugust2008,ameetingwasheldabouttheQueenElizabethParkfacilitythatincludedrepresentativesfromthe town, the architect for the site and members ofthe community. The town is considering committingresourcestowardstherepurposingofthebuilding,withupto70,000sq.ft.ofdedicatedartsspace.Thiscouldincludeasculpture,ceramics,textile,recording,audio,photography and new media studios. As well, therecould be space formusic, dance and theatre lessons,rehearsals,performances,andpresentations. Includedintheplansarestorage,officeandmeetingspaceforcommunityartsgroups.Acafé,ashopandpossiblytwoartgalleriesarealsobeingconsideredtocreatespacesforcreativeconvergence.Thespacerequestedbytheartsand cultural communitywill be accommodatedwhenthe Queen Elizabeth Park redevelopment proceeds.In the future, the town will continue to monitorchangingcommunityneedsandidentifydevelopment/redevelopmentneedsandopportunitiesasrequired.

A2. Integrate cultural programming space into new facilitiesThe PRCL Master Plan recommended the integrationof cultural programming spaces in planning for newcommunity centres and libraries. The town is alreadyacting on this recommendation and is committed todoingmore. Inordertomeetthediverseneedsratherthanplanningforsimilarprogram/activityspace innewfacilities,considerationshouldbegiventodifferentiatingfacilities with specialized space and facilities – e.g., asprungfloorfordanceinone,specializedcraftfacilitiesinanother,asmallrecordingstudioinanother.Anyspace,of course, would need to be flexible to accomodategeneralprogramming.

A3. Explore the potential for a new creative hub in the downtownAsapart of theDowntownOakville StrategicReviewand mid-town core planning, a plan should bedeveloped foramajornewdowntowncultural facilitylocatedeitheronthecurrentCentennialSquaresiteoranotherdowntownsite.Thefacilityshould likely formpartofa largermixed-usedevelopmentplan involvinghousing and retail spaces. Initial thinking about sizeandscaleconcludedthefacilityshouldcontain:anew800-1,000 seatperformingarts space/theatre; aClassA art gallery - either on the central site or elsewhereinthedowntowncore;potentialsharedadministrativespaceforanchortenantsandpotentiallyotherculturalgroups with shared administrative needs. The newfacility should incorporate state-of-the-art technologyto support on-site and outreach programmingopportunities, providing the means to more readilyengageyouthanddiverseaudienceswhileallowingforagreaterbreadthofperformancestylestobepresented.Recommendations should be incorporated into theDowntownOakvilleStrategicReview.Asnotedabove,the OCPA’s business plan, themuseum’smaster planand the town’s Centennial Square facility audits willinformthisprocess.


A4. Explore the potential for an arts, heritage and artifacts collections storage facilityA final piece of a system vision for space andinfrastructure is a facility to address the pressingcollectionsstorageandcollectionsmanagementneedsamongmuseums,galleries,librariesandarchivesacrossthe region. Precedent exists for such a facility in theRegionofWaterloo,andPeelRegionhasexploredthe

potentialofsuchaproject.Oneopportunitythatmightmerit consideration is accommodating these needs atQueenElizabethPark.Thiswouldsignificantlyfreeupspaceatthemuseumandwouldhelpreducethecostsofstoragethatarecurrentlybornebythelibrary,themuseumandgalleries.

A. Enhance Places and SpacesStrategy Immediate 3-10 years Ongoing

A1.AccommodateartsandculturalspaceinaredevelopedQueenElizabethParkCommunityCentre

A2.Integrateculturalprogrammingspaceintonewfacilities

A3.Explorethepotentialforanewcreativehubinthedowntown

A4.Explorethepotentialforanarts,heritageandartifactscollectionsstoragefacility


B. Develop Cooperative ProgramsBackgroundAstrongthemeintheconsultationswastheopportunityforpartnershipsandcollaborationacrossawiderangeofarts,heritage,libraries,creativeindustriesandotherculturalgroups. Oakville, like every municipality, suffers from afragmented cultural community. Many of the culturalorganizations face similar challenges in administrativecapacity,marketingandaudiencedevelopment, trainingandprofessionaldevelopment,amongothers.

Cultural organizations, like individual artists, tend tofocus on the creative process and the actual creationofproduct. Asignificant issueformostorganizationsis that their creative output is notwell-known in thecommunity. Community support is hard to come bywhether through patronage, sponsorship, donations,participationorvolunteerismwhenpeopledon’tknowyou exist. To remediate this critical issue, strategicpartnershipswithinacommunityareessentialandtheindividuals,organizationsandbusinessesintheculturalsectormustworktogethertoreachlargermarkets,andtobuildawarenessandsupport.

Thetowniscurrentlypositionedtofunctionasafacilitatorinhelping cultural groupsmeet these challenges. It isbest suited to undertake a community developmentrole:facilitatingandenablingtoensurethattheculturalsectorremainsrobustandsustainableinitsownright.While some partnerships may be developed over thelong term, ideallymost partnerships developed in theimplementationoftheculturalplanwouldbeshorttermoradhoc.Thetown’sprimaryrolewouldbetoenhancecommunitycapacity,i.e.,togettheircommunitypartnerstothestageatwhichtheycanfunctionautonomouslyandbeself-sustaining.

StrategiesB1. Co-develop a Doors Open for Culture programThis program would be designed to allow people tovisitmultiplesitesandactivities.Thisstrategyhasbeenused successfully in other communities. It both raisesawareness of the tremendous variety of programsavailable,andprovidesincentivetoattendmoreeventsandactivities.

B2. Co-develop a business case for a community portal to culture in OakvilleThe portal would provide a single point of access toculturalresourcesinOakvillesupportedbyaninteractiveweb-based (and GIS supported) map. A baseline ofcultural information to support such amap has beenestablished through cultural mapping. The potentialis to build and expand cultural mapping to promoteculturalsitesandfacilities,pointsofinterest,andtotellsignificantstoriesabout thehistoryandcultureof thetown, etc. The site could also provide a consolidatedcommunity event calendar to reduce duplication andsupportaudienceaccessandtourismdevelopment.


B3. Implement other collective marketing and audience development programsDevelop market research resources to strengthenknowledgeofexistingaudiencesandfuturemarketinginitiatives. Develop a stronger profile for the arts andculturalactivitiesonthetown’swebsite.

B4. Work with partners to develop community arts and culture programsOnce the Queen Elizabeth Park Community Centre isopened,therewillbeanenhancedopportunityforthetowntoworkwithcommunityartsandculturalgroupstocollaborateoncommunityartsandcultureprograms.

B. Develop Cooperative ProgramsStrategy Immediate 3-10 years Ongoing

B1.Co-developaDoorsOpenforCultureprogram

B2.Co-developabusinesscaseforacommunityportaltoculture inOakville

B3.Implementothercollectivemarketingandaudiencedevelopmentprograms

B4.Workwithpartnerstodevelopcommunityartsand cultureprograms


C. Build Community CapacityBackgroundThere is significant capacity spread across the manycultural organizations in the community. The Non-Profit ArtsManagersWorking Group, started by thetownandtheOakvilleArtsCouncil(OAC),hasalreadybeguntoshowpotentialinthatmanagersaresharingresourcesandareparticipating inworkshops tobuildtheirprofessionalknowledgebaseandabilities.Thereis, however,more that canbedone to develop suchopportunities.Theprofessionalartsgroupscanprovideexceptional training to localgroups inmarketingandcommunications, programming, pricing, use of newtechnologies, volunteer recruitment and retention,andsoon.Thereneedstobe,however,betterworkundertakentocreateacentralclearinghouseforsuchinitiatives.

StrategiesC1. Facilitate the further development of training networks and the sharing of resources and expertiseSupport cultural organizations through training,networking and shared resources, e.g. the currentworkshopsforprofessionaldevelopmentfornon-profitvolunteerartsmanagers.

Buildonandextendexisting initiatives,e.g.,RegionalMunicipalCulturalManagersWorkingGroup,OakvilleProfessional Cultural Managers; Oakville Non-ProfitCulturalManagersWorkingGroup.

ExamineopportunitiesforcollaborationamongOCPA,OakvilleMuseum,OakvilleGalleries,OACandOakvillePublic Libraries including in-reachprograms (internalcross-training), outreach programs, promotion ofresourcestothecommunity,accesstotechnologyandmentoring.


C2. Share relevant information and research with community arts and cultural organizationsLeverage the Oakville Public Library’s strengths ininformation management to continue to augmentinformationonculturalresources.

Expand on the cultural mapping work begun duringthe culturalplan to includenaturalheritage resources(already mapped through GIS) and cultural identitymapping (gathering the stories about why places arevalued by residents and visitors) and further developneighbourhood level maps as a tool for increasingparticipation and engagement at the neighbourhoodlevel.

C3. Facilitate the enhanced use of technology by community arts and cultural organizationsSupport and expand communications related tocreativityandcultureinthecommunityincludingonlinetechnologiesforsocialnetworking,resourcesharingandopensysteminteraction.

C4. Support community arts and cultural organizations by connecting them to community resources and facilitating collective fundraising efforts.Manycommunity arts and culturalorganizationsneedaccesstoavarietyofsupports(space,equipment,chairs,information,etc.).Thetowncanactasabrokerinhelpingorganizations to find or access needed resources andsupports,andtoworktogetheroncollectivefundraisinginitiatives(e.g.preparationofjointgrantapplications).

C. Building Community CapacityStrategy Immediate 3-10 years Ongoing

C1.Facilitatethefurtherdevelopmentoftrainingnetworksandthesharingofresourcesandexpertise

C2.Sharerelevantinformationandresearchwithcommunityartsandculturalorganizations

C3.Facilitatetheenhanceduseoftechnologybycommunityartsandculturalorganizations

C4.Supportcommunityartsandculturalorganizationsby connectingthemtocommunityresourcesandfacilitating collectivefundraisingefforts


D. Clarify and Strengthen the Town’s Role in CultureBackgroundTheTownofOakvillehasdemonstratedalongstandingunderstandingoftheimportanceoftakingaleadershiproleinculture.Ithasinvestedinprogramsandfacilitiesandhascommittedstafftoculturalgoals.

Significant work has gone into the development ofcommunity partnerships, work has moved forward inthe development of cultural space (Queen ElizabethPark) and in the identification of space deficits. Theculturalcommunityhasbeenmapped(withtheprojectdeveloping new standards for cultural mapping thatare being adopted and used across the province).Programsarebeinglaunchedtoprovidecreativesectordevelopment, e.g. the town has initiated workinggroupsforregionalculturalmanagers,localprofessionalartsmanagersandathirdgroupfornon-profitvolunteerartsmanagers.

The town, in partnership with the OAC, is providingthe volunteers with training in areas they have self-identifiedasnecessaryforsustainabilityandthesuccessof their organizations. Service agreements have beendevelopedwithboththeOACandtheOakvilleGalleriestoensurestabilityandthemeanstoundertakelonger-rangeplanningfortheiroperations.Fundingforculturalgrantsandservicesincreased.Internally,significantcross-departmentalcollaborationsarehelpingtosupportthedevelopmentofplans,policiesandprojects.

In short, the town has undertaken many initiativesto support culture. Given new demands and newopportunities to realize the full potential of culturefor the town, it is important to clearly define a townmandateandasetofresponsibilitiesitsroleinculture.

StrategiesD1. Adopt a new town mandate for cultureThesuggestedmandateandsupportingrolesare:

Mandate:For the benefit of all residents, the town will provideleadershipandsupporttobuildOakville’sculturalcapacitytorealizeitspotentialasavibrantcreativecommunity.

Roles:• Leverageresourcesthroughstrategicpartnerships• Establish cultural plans and policies, and

integrate culture into plans and policies across alldepartments

• Enablefacilitydevelopmentandprogramming• Enhancecapacityintheculturalsector• Buildawarenessofinternalandexternalcommunity

culturalresources• Develop an investment and implementation

strategy

D2. Communicate the town’s commitment to cultureA communications strategy should be implementedto raise awareness of the cultural plan vision, guidingprinciplesandstrategicdirections.Thecommunicationsstrategy should be implemented both across thecorporationandthroughoutthecommunity.

D3. Build town staff capacityDetermine necessary staff resources to support cross-departmental planning and policy, facilitate externalpartnerships, implement programs and services, buildcultural sector capacity, and continue the work ofthe Staff Coordinating Committee. Explore inter-departmental initiatives that couldutilizeexisting staffinotherdepartments inordertoextendtheworkandreachoftheStaffCoordinatingCommittee.


D4. Continue to monitor the state of culture in OakvilleWorkincooperationwithothertowndepartmentsandorganizationstoestablishanongoingconsultationandresearchagenda(e.g.participationinatownsurvey).

D. Clarify and Strengthen the Town’s Role in CultureStrategy Immediate 3-10 years Ongoing

D1.Adoptanewtownmandateforculture

D2.Communicatethetown’scommitmenttoculture

D3.Buildtownstaffcapacity

D4.ContinuetomonitorthestateofcultureinOakville


E. Strengthen Culture through Town Plans and PoliciesBackgroundPlanning and policy will be a critical and ongoingresponsibility as new needs and fresh opportunitiesarise. Two importantcurrentplanning initiatives - theOfficial Plan Review and the new 10-Year EconomicDevelopmentStrategyprovidesignificantopportunitiestoentrenchcultureinplansthatwillshapethefutureofthecommunityforyearstocome.

StrategiesE1. Adopt a cultural lensThe town should view its plans, policies, projects andchallengesfromaculturalperspective.Assessingculturalimpactandsupportforculturewillhelpdevelopstrategiesto ensure sustainability and enhance the community’suniquenessandauthenticity.Addingaculturalelementinthedevelopmentofprojectsoftenbringsnewinsightandproblem-solvingtochallengingissues.

E2. Support cross-departmental planning and policy developmentThe town shouldbuild capacity throughdepartmentalcross-training, e.g. Cultural Services and Planning, tointegrateculturalknowledgeandresourcesinongoinglanduseplanninganddecision-making.

Thetownshouldensureculturalissuesareincorporatedintotheirplanning,e.g.leverage:• TheOfficialPlanandsecondaryplanstomaximize

opportunitiestoincorporateculture• The mapping, research and consultation

completedbytheculturalplaninthereviewoftheEnvironmentalStrategicPlan

• The mapping, research and consultationcompletedbytheculturalplanintheEconomicDevelopmentStrategy

E3. Establish specific policies to support cultural developmentEstablishspecificplansandpoliciestosupportculturaldevelopment in the town (e.g.publicart, exhibitionsin public buildings, the corporate art collection andstreetscaping).Considertheuseofbonusing*inordertocommissionpublicartworks.

*The Ontario Planning Act allows municipalities to grant a developer additional height and/or density for residential projects over what would otherwise be permitted in exchange for identified community benefits (“bonusing”) including affordable or special needs housing, parkland and the protection of natural features beyond legislative requirements, improved access to public transit, enhancements to public walkways, the provision of underground parking, the conservation of heritage features, the provision of public art and streetscape improvements.

E. Strengthen Culture through Town Plans and PoliciesStrategy Immediate 3-10 years Ongoing

E1.Adoptaculturallens

E2.Supportcross-departmentalplanningandpolicydevelopment

E3.Establishspecificpoliciestosupportculturaldevelopment


F. Create Partnership StructuresBackgroundCollaboration and shared investment are essential torealizing Oakville’s potential as a creative community.The town has recognized the importance of workinginpartnershipwithbusiness,thecommunity,aswellasartists and cultural sector leaders tobuild the creativepotential of Oakville. To date, these partnershipshave beenwide reaching including initiatives such as:partneringwith theOAC to distribute cultural grants;the town’s Oakville First policy to provide subsidizedpricing for Oakville non-profit groups looking to renttownproperty;havingCommUnityArts Space (CUAS)provideleadershipinassessingartspaceneedsre:spaceusageatQueenElizabethPark;communityforums;andcross-sectoralprojectsupport,professionaldevelopment,marketingandpublicrelations.

Thereisaneedtobuildonthesepastpartnershipsandcreatenewpartnershipstructureswithwhichtomoveforward.

StrategiesF1. Create an Oakville cultural roundtableThe cultural roundtable would bring togetherrepresentatives from the municipality, the communityandlocalbusinesses.Thisleadershipgroupwould:• Encourageleadershipandinnovation• Facilitatenetworkingandinformationsharing• Providethetownwithasoundingboard/focusgroup

forunderstandinghowtosupporttheculturalsector• Communicate the importance of creativity and

culture across all sectors and throughout thecommunity

• Strengthencollaborativemarketingandpromotionforculturalprogramsandexperiences

• Securefundingcommitmentsandundertakepriorityinitiativesandprojectsidentifiedintheculturalplan,aswellasnewinitiativesidentifiedbymembers

The town’s Recreation and Culture department willlead this initative seekingstaffparticipants fromotherdepartmentsinadditiontothefollowing:

• CulturalAdvisoryCommitteerepresentation

• Creative and cultural groups/sector: broadrepresentation from across the arts, heritage,librariesandcreativeindustries.

• Business community: umbrella groups - e.g.,ChamberofCommerce(representingtheirinterestsand those of the Business Improvement Areas) aswellasrespectedindividualbusinessleaders

• Communitysector:youth,multiculturalorganizations,serviceclubs,UnitedWay,CommunityFoundation,schoolboards,etc.

• Post-secondary institutions: staff and/or facultyfromuniversitiesand/orcollegeswithinterestsandexpertiseincreativityandculture.

Criteria for members will also address appropriaterepresentationbygender, age, ethno-cultural diversityandgeography.


F2. Hold an annual cultural summitAnannualculturalsummitshouldbeheldtoengagetheentirecommunityin:reviewingachievementsofthepastyear; scanning the environment for new challengesandopportunities; andbuilding sharedcommitmenttoaction.

F. Create Partnership StructuresStrategy Immediate 3-10 years Ongoing

F1.CreateanOakvilleculturalroundtable

F2.Holdanannualculturalsummit

F3.Holdissue-basedforumstoaddresscommonneedsandissues

F3. Hold issue-based forums to address common needs and issuesThe roundtable should convene community meetingswithbroad representation fromacross thecommunitytodiscussspecificculturalplanningissuesandneedsastheyarise.


G. Leverage Investment in CultureBackgroundThirty years ago Oakville Town Council demonstratedits vision and leadership throughmajor investment inculturalfacilities.Then,asnow,themotivationwastoensurethehighestpossiblequalityof life for residentsandtoactasacatalystforeconomicdevelopment.TheTownofOakville has continued to support culturebyinvestingin:• The development of programs and services, and

facilitieswhichhouseandsupportcultureincludingtheOakvilleMuseum, theOCPA and theOakvilleGalleries

• Support services including staff at Town Hall andtheOAC(operatinggrantsandsupportservicesareprovidedtotheOACandtheOakvilleGalleries)

• FundingforculturalgroupsthroughtheMunicipalCulturalGrants

• Sector development through support for trainingand professional development for municipal andnon-profitculturalworkers

• Community engagement through meetings andforums

The PRCL Master Plan recommended increasedinvestmentbythetowninculturalfacilitiesandprogramdelivery. The cultural plan provides a strategy and setofnewunderstandingsandmechanismstosupporttheimplementationoftheseinvestments.Itdoesthisby:• Better integrating cultural investments with other

townplansandpriorities;• Strengthening cross-departmental planning and

investments;• Leveraging co-investments by community and

businesspartners(throughmechanismssuchastheculturalroundtable).

Townspendingonculture(excludinglibraries) in2008was$1,946,200or$11.80percapita.This comprises:funding for the town cultural grants, the operatinggrants to the Oakville Galleries and OAC, and thefundingofculturaladministration,theOakvilleMuseumandtheOCPA.

ItischallengingtocompareOakville’sfundingofculturerelativetoothercommunities.Therearenoestablishedstandards or measurements for cultural spending inmunicipalities making comparisons awkward andunproductive.

Ultimately, what constitutes appropriate spending onculture is what the community deems appropriate. Inthe2007TownofOakvilleCitizenSurvey,62percentindicated theywere satisfiedorvery satisfiedwith thetown’sculturalresources.Thisincreasedto85percentin 2009.

With the approval of the Queen Elizabeth ParkCommunityCentreprojectinthespringof2009,capitalinvestment in cultural space and facilitieswill increasesignificantlyinthecomingyears.


StrategiesG1. Continue to monitor space needs and invest in places and spaces as needed

G2. Where appropriate, utilize bonusing to provide incentives for private sector investments including public art installations

G3. Work with the proposed cultural roundtable to encourage investment in culture by community and business partners

G4. Work with the proposed cultural roundtable to encourage and develop cross-sectoral initiatives which will attract funding from foundations and other levels of government (i.e. provincial and federal)

G. Leverage Investment in CultureStrategy Immediate 3-10 years Ongoing

G1.Continuetomonitorspaceneedsandinvestinplacesandspacesasneeded

G2.Whereappropriate,utilizebonusingtoprovideincentivesforprivatesectorinvestmentsincludingpublicartinstallations

G3.Workwiththeproposedculturalroundtabletoencourageinvestmentinculturebycommunityandbusinesspartners

G4.Workwiththeproposedculturalroundtabletoencourageanddevelopcross-sectoralinitiativeswhichwillattractfundingfromfoundationsandotherlevelsofgovernment(i.e.provincialandfederal)


Summary of Strategic DirectionsA. Enhance Places and Spaces

B. Develop Cooperative Programs

C. Build Community Capacity




A4.Explorethepotentialforanarts,heritageandartefactscollectionsstoragefacility

B1.Co-developaDoorsOpenforcultureprogram

B2. Co-developabusinesscaseforacommunityportaltocultureinOakville

B3. Implementothercollectivemarketingandaudiencedevelopmentprograms

B4. Workwithpartnerstodevelopcommunityartsand cultureprograms

C1. Facilitatethefurtherdevelopmentoftrainingnetworksandthesharingofresourcesandexpertise


C3. Facilitatetheenhanceduseoftechnologybycommunityartsandculturalorganizations

C4.Supportcommunityartsandculturalorganizationsbyconnectingthemtocommunityresourcesandfacilitatingcollectivefundraisingefforts

D. Clarify and Strengthen the Town’s Role in Culture

E. Strengthen Culture through Town Plans and Policies

F. Create Partnership Structures

D1.Adoptanewtownmandateforculture

D2.Communicatethetown’scommitmenttoculture

D3.BuildtownstaffcapacityD4.Continuetomonitorthestate

ofcultureinOakville

E1. AdoptaculturallensE2. Supportcross-departmental

planningandpolicydevelopmentE3. Establishspecificpoliciesto

supportculturaldevelopment

F1.CreateanOakvilleculturalroundtable

F2. Holdanannualculturalsummit

F3. Holdissue-basedforumstoaddresscommonneeds andissues

G. Leverage Investment in Culture

G1.ContinuetomonitorspaceneedsandinvestinplacesandspacesasneededG2.Whereappropriate,utilizebonusingtoprovideincentivesforprivatesectorinvestmentincludingpublic

artinstallationsG3.Workwiththeproposedculturalroundtabletoencourageinvestmentinculturebycommunityandbusiness

partnersG4.Workwiththeproposedculturalroundtabletoencourageanddevelopcross-sectoralinitiativeswhichwill

attractfundingfromfoundationsandotherlevelsofgovernment(i.e.provincialandfederal)

24


Moving Towards ImplementationEnablingculturetothriveinOakvillewillrequirethecollectivewillandsupportofmanygroupswithinthecommunity.This10-yearculturalplanprovidesanoverallframeworkformovingforward.Itisanticipatedthatplansandinitiativeswillcontinuetoevolveasneedsandopportunitiesarise.

Thechartthatfollowsincludesthestrategicdirectionsoftheplan,indicateswho,initially,willleadtheforwardmovementonthestrategy,andprovidestheestimatedfinancialimpact.

Strategic Directions LegendA.=EnhancePlacesandSpacesB.=DevelopCooperativeProgramsC.=BuildCommunityCapacityD.=ClarifyandStrengthentheTown’sRoleinCultureE.=StrengthenCulturethroughTownPlansandPoliciesF.=CreatePartnershipStructuresG.=LeverageInvestmentinCulture

4

Enabling Culture to Thrive in Oakville: Preliminary Implementation Plan


Time Frame Strategic Directions and Strategies LeadershipFinancial

Impact

Immediate D1.Adoptanewtownmandateforculture TownofOakville n/c

F1.CreateanOakvilleCulturalRoundtable TownofOakville,CommunityPartners

Stafftime

B2.Co-developabusinesscaseforacommunityportaltocultureinOakville

TownofOakville• CorporateCommunications• RecreationandCulture• EconomicDevelopmentCommunityPartners

$22,500(+2,500annuallicensingfee)

C4.Supportcommunityartsandculturalorganizationsbyconnectingthemtocommunityresourcesandfacilitatingcollectivefundraisingefforts

TownofOakville• RecreationandCultureCommunityPartners

Stafftime

C1.Facilitatethefurtherdevelopmentoftrainingnetworksandthesharingofresourcesandexpertise

TownofOakville• RecreationandCulture,CommunityPartners

Stafftime

A4.Explorethepotentialforanarts,heritageandartifactscollectionsstoragefacility

TownofOakville• RecreationandCulture• Clerks

tbd

B1.Co-developaDoorsOpenforCultureprogram TownofOakville• RecreationandCultureCommunityPartners

$35,000+sponsorshipp.a.


TownofOakville• RecreationandCulture

$12.2million+ongoingoperationalcosts

E3.Establishspecificpoliciestosupportculturaldevelopment

TownofOakville Stafftime




Impact

Ongoing B3.Implementothercollectivemarketingandaudiencedevelopmentprograms


$25,000

F3.Holdissue-basedforumstoaddresscommonneedsandissues


$2,500p.a.

B4.Workwithpartnerstodevelopcommunityartsandcultureprograms


tbd


TownofOakville• CorporateCommunications• RecreationandCultureCommunityPartners

$2,500p.a.

F2.Holdanannualculturalsummit TownofOakville• RecreationandCulture

$15,000p.a.

C3.Facilitatetheenhanceduseoftechnologybycommunityartsandculturalorganizations

TownofOakville• RecreationandCulture• InformationSystems&SolutionsCommunityPartners

Stafftime


TownofOakville• Multi-departmental

tbd

E1.Adoptaculturallens TownofOakville n/c

D2.Communicatethetown’scommitmenttoculture TownofOakville• CorporateCommunications• RecreationandCulture

$15,000p.a.

D3.Buildtownstaffcapacity TownofOakville• RecreationandCulture• Finance

tbd

G3.Workwiththeproposedculturalroundtabletoencourageinvestmentinculturebycommunityandbusinesspartners

TownofOakville tbd

G2.Whereappropriate,utilizebonusingtoprovideincentivesforprivatesectorinvestmentincludingpublicartinstallations

TownofOakville,• Planning• RecreationandCulture

tbd

D4.ContinuetomonitorthestateofcultureinOakville TownofOakville Stafftime

G1.Continuetomonitorspaceneedsandinvestinplacesandspacesasneeded


Stafftime




Impact

Ongoing G4.Workwiththeproposedculturalroundtabletoencourageanddevelopcross-sectoralinitiativesthatwillattractfundingfromfoundationsandotherlevelsofgovernment(i.e.provincialandfederal)

TownofOakville Stafftime

E2.Supportcross-departmentalplanningandpolicyanddevelopment

TownofOakville tbd

LongTerm(3-10Years)


TownofOakville• RecreationandCulture

tbd

Projected CostsType of Expenditure Projected Cost Total

Capital QueenElizabethParkCommunityCentreculturalspace$12.5million $12.5million

Operating(annual) Staff(3FTEs)$210,000+SoftwarelicensingFee$2,500Communications$17,500Culturalsummit$15,000Issuesforums$2,500DoorsOpenforCulture$35,000

$282,500p.a.

Operating(one-time) Communityportal$22,500Marketingandaudiencedevelopment$25,000

$47,500


A APPENDIX A CULTURAL PLANNING DEFINITIONSA1. Definition of cultureAlthoughculturecanbeexceptionallyfar-reachinginitsdefinition,forthepurposesoftheOakvilleculturalplan,cultureisdeemedtoinclude:• Performingarts• Visualart• Mediaarts• Libraries• Folklore• Festivalsandevents• Heritageandmuseums• Naturalenvironment,e.g.heritagetrails• Creativeindustries

A2. Definition of creative industriesCreativeindustriesare“thoseactivitieswhichoriginatein individual creativity, skill and talent and have thepotential for wealth and job creation through thegeneration and exploitation of intellectual property.”Toronto Artscape defines the creative and culturalindustriesasaninterrelatedecologyofenterprisesthatcreate, manufacture, distribute and exchange culturalproductsandservices.Thesecreativeindustriesareoneofthefastestgrowingeconomicsectorsinthecountry.InCanada,theyareunderstoodtoincludethefollowing:• Independentartists,writersandperformers• Performingartscompanies• Agents and promoters of performing arts and

entertainers


• Motionpictureandvideoproduction• Soundrecording• Radio and TV broadcasting, pay/specialty TV, and

programdistribution• Architectureandrelatedservices• Specialized design services (graphic, industrial,

interior,fashion,other)• Advertisingandrelatedservices• Newspaper, periodical, book and database

publishing• Softwareandnewmediapublishing

Theeconomicsignificanceofthecreativeculturalsectordoesnotstophere.Culturaltourismisoneofthefastest-growingandlucrativesegmentsoftheNorthAmericantravel industry. Demand is being driven principally byagingbabyboomersseekinglearning-basedtravelandcultural enrichment. This means demand for culturaltourism experiences is expected to climb steadily overthenexttwodecades.

A3. Definition of creative businessesCreativebusinessesincludesuchdiverseenterprisesas:• Socialclubs• Media• Marketingandcommunicationscompanies• Artistrepresentatives• Retailersofartsandcraftsupplies• Designers(interiors,software,architects,graphic)• Photographers• Printers• Publishingcompanies

A4. Definitions of diversity and inclusionDiversitymeansallthewayswedifferas individuals. Itincludesvisibledifferencessuchasage,gender,ethnicityandphysicalappearance;aswellasunderlyingdifferencessuch as thought styles, religion, nationality, socio-economicstatus,beliefsystems,sexualorientationand

education.Itmeansrespecting,valuingandharnessingthe richness of ideas, backgrounds and perspectivesthatareuniquetoeachindividual,i.e.anewworldwidesourceofcreativity.

Inclusion means an environment where everyonecontributeshisorher skillsand talents for thebenefitof the community. The aim is to create a communityinwhichindividualsareinvolved,supported,respectedandconnected.


Cultural Activities and PlacesAsapartoftheirculturalplanningprocess,theCityofBarriedevelopedexemplarychartsthatprovideacomprehensiveoverviewofhowtheculturalsectordefinesculturalactivitiesandplaces.ReproducedwiththepermissionoftheCityofBarrie.

A4. Cultural Activities

Cultural Activities

Civic Arts

Performing ArtsLiterary Arts

Visual Arts

Heritage

Arts Education

Crafts

Electronic Arts

Festivals and Events

Design Arts

Communication Media

Public Art

ArchitectureLandscape

Urban Design

Non-Classical and New Music

Dance and Mime

Classical Music of World Cultures Spoken Word Theatre

Musical Theatre and Opera

Fiction

Non-Fiction

Photography

Painting and Drawing

PrintmakingSculpture and Installation

Television

Publishing and Print Advertising

Circus and Magic

Folkloric Arts

Built Heritage

Material Heritage

PublicPrivate

Stone

WoodTextile and Fabric

Metal

Film

VideoAudio

Civic

Independent

Industrial DesignGraphic Design

RadioWeb Casting

Digital and Animation

New Media

Glass

Conceptual

Performance Art

Storytelling

Poetry


A5. Cultural Places

Cultural Places

Civic Arts

Performing ArtsLiterary Arts

Visual Arts

Heritage

Arts Education

Crafts

Electronic Arts

Festivals and Events

Design Arts

Communication Media

Public Art Sites

Vistas and StreetscapesArchitectural Design Offices

Public Parks and Gardens

Playhouses

Lyric TheatreRecital Halls

Concert Halls Teaching and Rehearsal Studios

Community Centres, Schools and Worship Centres

BookstoresLibraries

Artist Studios

Public Art Galleries

Commercial Art Galleries

Artist-Run Non-Profit Art Galleries

Newspaper and Magazine

Publishers

Television and Radio Broadcast Studios

Landscape Design Offices

Amphitheatres and Outdoor Performance Spaces

Public Archives

Museums

First Nations, Francophone and Newer Canadian Cultural Centres

Historic Sites and Monuments

Heritage Properties

Private Studios

Commercial Venues

Public Cultural Institutions

Teaching and Rehearsal Studios

Artist StudiosCommercial

GalleriesPublic Art Galleries

Artist-Run Non-Profit Galleries

Cinemas

Film, Video, Audio Recording Studios

Digital Production Facilities

Parks

Streets

Amphitheatre and Outdoor

Performance Spaces

Waterfront

Various Indoor Venues

Industrial Design Studios

Graphic Design Studios

Web Design Studios


B APPENDIX B CULTURAL PLANNING BEST PRACTICESMunicipal rolesAmunicipalculturalplanrequiresmunicipalities(underthedirectionofcouncil)to integrateculture intoplansandpolicies across all departments, and to help buildlocal capacity through collaboration among culturalgroups.

Cross-sectoral strategiesAmunicipalculturalplanreliesoneffectivecollaborationand partnerships between the municipality and itscommunityandbusinesspartners.

Networks and engagementA municipal cultural plan depends on systematicapproachestonetworkingandengagementacrossthecommunityinplanninganddecision-makingrelatedtoculturalresources.

B1. Elements of a municipal cultural planAs set forth by Ontario’s Municipal Cultural PlanningPartnership, of which Oakville is a member, thefollowing elements define best practice in the designandimplementationofamunicipalculturalplan:

Cultural resourcesRatherthanattemptingtodefineculture(animpossibletask), the focus of amunicipal cultural plan is on theconceptofculturalresources.

Cultural resources are both tangible (specific facilities,organizations, etc.) and intangible (the unique storiesandidentitiesofindividualcommunities).

Cultural mappingCulturalmappingisasystematicapproachtoidentifyingandrecordingamunicipality’sculturalresourcesusuallyusing Geographic Information System (GIS) tools andanalyzinglocalculturalsystems.


B2. Cultural plans: Success factors and barriers to successThe Ontario Municipal Cultural Planning InventoryProject was undertaken by theMinistry of Culture in2005. In the final report, released in 2008, indicatorswereidentifiedastowhatwerecommondenominatorsinculturalplansuccessorfailure.

Success Factors:• Existenceofcustomizedlocalsolutionsforplanning

structures,processesandscope• Championsatseniorstaffandcouncillevels• Buy-infromlocalculturalcommunity• Accesstoinformationfromothermunicipalities• Timetoutilizemultipletechniquesforbroadcitizen

engagement

Barriers to Success:• Securing municipal funding within a context of

competingpriorities(cleanwater,roads)• Needforprovincialandfederalfundingtosupport

municipalinvestment• Insufficientaccess tomodelsofgoodpracticeand

expertise• Low levels of awareness of the value of cultural

plan/planning among senior staff, elected officialsandthecommunity

The report also identifiedwhatmakes a cultural planwork:• Integrationindecision-making• Accountabilityandassetmanagement

• OakvillehasalreadyimplementedPerformanceBased Budgeting which focuses on bothaccountability and asset management as keymeasurables

• Citizenengagement• Tourismandeconomicdevelopmentlinks• Leadership at director level (and above) of the

corporation• This is automatically activated within the

administration once council approves theculturalplan

B3. Cultural roundtablesA number of communities have developed culturalroundtablestofostercollaborationandactascatalystsforculturaldevelopment.TheCityofOrilliahasdevelopedaculturalroundtable.Itstermsofreferenceprovidesguidanceonthesettingupanddesignofculturalroundtables:

Orillia Cultural Roundtable Terms of Reference Preface Culturaldevelopmentisasharedresponsibilitybetweenthe municipality and its community and businesspartners. TheOrillia Cultural Plan defines a system tosupport collaboration. This system was subsequentlyapprovedbyCouncilandhasthreeparts:

ACulturalRoundtable–aleadershipgroupcomprisedofrepresentativesfromacrossthecommunity. ACulturalSummit–anannualeventthatbringstogethertheentirecommunitytocelebratesuccessesandidentifyneedsandfutureopportunities.

Forums–regularcommunityeventstosupportongoingdialogue,engagementandaction.

Roundtable purposeThe Cultural Roundtable acts as a catalyst to buildcommunity capacity in cultural development bysupporting collaboration across community, businessandmunicipalgroupsandinterests.

Itdoesthisby:• Encouragingleadershipandinnovation• Facilitating networking and information exchange

amongculturalgroupsandthelargercommunity• Enablingsector-ledsolutionstoissuesidentifiedby

theRoundtableorthecommunity-at-large• Servingasasoundingboard for ideasandactions

(includingissuesbeingbroughtforwardtocouncil).


LeadershipThe Roundtable represents diverse interests in thecommunity. Consistentwith its purpose and guidingprinciples, the Cultural Roundtable will be governedusingashared leadershipmodel.Byshared leadershipwe mean matching leadership capacities to specificissuesaccordingtoneed,creatinganhospitablespacefor connecting diverse perspectives and listening forinsights and deeper questions that contribute to thecollectivewisdomofthegroup.TheroleoftheChairwillbetoenableparticipationandfacilitatedialogueamongmembersoftheRoundtableandthelargercommunity.

AcoregroupofmembersoftheCulturalRoundtablewillserveasasteeringgroupandsoundingboardbetweenmeetingsofthefullgroup.

Administration The Department of Culture and Heritage providesadministrativesupporttotheRoundtableincluding:• Schedulingandmeetinglogistics• Preparingandcirculatingmeetingnotes/minutes• Maintaining a master contact list to support

communication• Serving as a contact point for referrals and

networking.• Othersupportasagreedtobythedepartment.


C APPENDIX C CONSULTATION FINDINGS SUMMARY AND SWOT ANALYSIS


Consultation Findings SummaryTheconsultationprocessconductedfortheculturalplan,inMay2008,identifiedthefollowingkeythemes:

Vision and Commitment Therewasastrongcallforthetowntoexpressitsunderstandingoftheimportanceofculturetothecommunity’sfuture.

Strategic partnerships Thereisinterestandcapacityamongartsgroups,businessandcommunityleaderstoworkwiththetowntoadvancesharedgoalsincreativityandculture.

Culture and Official Plan AtremendousopportunityexiststointegratetheculturalplanwiththecurrentOfficialPlanandwithongoinglanduseplanning.

Liveability and quality of place Culture’scontributiontothesevaluesandprioritiesarecriticaltoavisionofculture.

Integrated cultural plans and cross-departmental coordination Thetownshouldembraceaculturallensonplanningandbuildstaffcapacitytoapplythislens.

Culture and the Economic Development Strategy ThecreativesectorisoneoffourtownprioritiesinthenewEconomicDevelopmentStrategy;thereisanimportantopportunitytoleveragethisopportunitythroughtheculturalplan.

Growth and demographic changeTheculturalplanmustrespondtosignificantdemographicchange:populationgrowth,ahighpercentageofyouth,largenumbersofretiringbaby-boomers,andgrowingdiversity

Distinct neighbourhoods needs Theculturalplanmustaddresstheneedsofallpartsofthetownandacknowledgeuniqueneedsinindividualneighbourhoods.

Creative industry strengths LeveragethedevelopmentandfullpotentialofcreativeindustriesinOakvilleandexploittheinternationally-recognizedstrengthsofSheridanCollege.

Urgent facility needs Seriousgapsinculturalfacilitiesstemmingfrompopulationgrowthandcommunitychangeshouldbeaddressed.

Cultural sector capacity buildingExpandnetworksandresourcesharingacrossculturalsectors–arts,heritage,libraries,creativeindustries.

Library Partnerships Continueandexpanduponlibrarysupport;leveragerecognizedleadershipofOPLtobuildcapacity,expandawarenessandparticipation.

Community Engagement Continueandbroadentheconversationbeyondthe culturalplan.

Core organizations needs TheOakvilleCentreforthePerformingArts,OakvilleMuseumsandOakvilleGallerieshavepressingfacilityandprogrammingneeds

Greater equity with recreation Worktoincreaselevelsofinvestmentinculturalfacilitiesandprogramstobenchmarkstypicalofrecreationfacilitiesandprograms.

Arts and innovation Theartsareessentialtonurturingcreativityandinnovationinallfacetsofcommunitylife.

‘Bricks and clicks’Ourunderstandingofculturalinfrastructuremustaddressbothphysicalanddigitalneeds(realandvirtualspaces).

More attention to heritage Thetownshouldcontinuetobuildcapacityinheritageplanningandbetterintegrateculturalandheritageplanning.


Strengths• Foursignificantanchorartsgroups,i.e.Oakville

Museum,OakvilleCentreforthePerformingArts(OCPA)OakvilleGalleriesandtheOakvilleArtsCouncil(OAC)

• CulturalGrantprogram• Extensiveculturalresourcesinmultiplesectors(1,400

entitiesidentifiedinthemappingcomponent)• Significantnumberofculturalorganizations/groups• Willingnessonthepartofculturalorganizationsand

groupstodeveloppartnerships• Numberofhighprofileartistsincommunity• Significantnumberoffestivalsandevents• Strongcommunitysupport• Highlevelsofcommunityengagementand

participation• Presenceofacentreofhighereducation• Viabledowntowngiventhehighpercentageof

uniqueshopsandhighleveloftouristattraction• Growingdiversity• Stronghistoryofvaluingarts• Wealthycommunity• Highlevelsofeducation• Stronglynetworkedcommunity• Supportivemedia• Criticalmassofcreativeindustrye.g.designers,arts-

basedretail,printingandpublishing• Supportivebusinesscommunity• Sophisticatedaudience• “Cando”attitude• Council’sStrategicPlanspecificallyaddressesculture• Cross-departmentalsupport• DedicatedprofessionalstaffwithinTownHalland

majorartsorganizations,e.g.OakvilleGalleries,OCPA,OakvilleMuseum,OAC

• Willingnessoftownstafftosupportandmentornon-profitvolunteersintheirsector

• Existingeffectivepartnerships• Fastestgrowingindustrialsectorinthe

Canadianeconomy

Weaknesses• Aginginfrastructure:e.g.OCPAisover30yearsold• Facilitiesareoutdatedre:municipalstandardsof

accessibility,publicexpectationsofartsspace,legislated/professionally-mandatedoperationalstandards

• OakvilleGalleriesoperatesattwolocations,neitherofwhichcurrentlymeetsCanadianmuseumstandardsforenvironmentalconditions

• OakvilleMuseum,whichshoulddefinethebenchmarkforheritagestandards,doesnotmeetHeritageOakville’sguidelinesforrestoration,conservationormaintenance

• Spacedeficit• Nocoordinatedvision• Nocoordinatedcommunication• Lackofskillstraininginvolunteers• Manygroupsdisplaylimitedsustainability• Funding(inabilitytoleverageDevelopmentCharges

forculturalinfrastructure)• Lackofbenchmarksforfundingintheculturalfield• Lackofbenchmarksforestablishingappropriate

performanceintheculturalfield• Lackofbenchmarksre:determininggapin

affordableculturalprogramming• Distributionofinfrastructure(north/southdivide)• Needtoaddresscommunitydiversityandyouth• Limitedstaffresources

SWOT Analysis


Opportunities• ReasonablerankingontheRichardFlorida

CreativityIndex*• Unmetpotentialre:CreativityIndex• Timelyintegrationofculturalplanintoother

planningdocuments• Strengtheningandexpansionofpartnerships• Continuedcommunityconversationsstartedwith

consultationse.g.Non-profitArtsManagers’WorkingGroup

• Expandingarrayofcommunicationtoolsavailable• Potentialtodemonstrateleadershipre:timeliness

ofthepotentialredevelopmentofElizabethParkCommunityCentre(QEP)asaculturally-focusedfacility

• Futuredevelopments:• QEPre-purposing• NorthParkspacedesignation

• Potentialforgrowthinculturalprogramming,e.g.signatureeventforculturesuchasLuminato/NuitBlanche.

• Potentialtogrowcreativebusinesses• Cross-sectoraldevelopmentofculturalspaces• Potentialforusingcultureasameansof

integratingnewCanadiansintothecommunitymorereadily,e.g.celebratingarangeofculturesrepresentativeofOakville’snewCanadians

• Needtoestablishandacquireappropriatefundingandfacilities

• Culturalplanningdevelopmentsinotherneighbouringcommunitiescreatesopportunitiesthroughpartneringtodevelopregionalpoliciesandprograms

Threats• Lossofgroupstoothermunicipalities

• Limitsparticipation• Diminishedeconomicimpact

• Aginginfrastructurenotappropriatere:needsandaccessibility• Limitsparticipation• Diminishedeconomicimpact

• Creativeclassandagingresidentsoptingforothercommunitiesre:betterculturalresources(e.g.residentsmovingtoBurlingtontoaperceivedmoreculturally-rich/supportiveenvironmentorHamiltonforaffordablestudioand/orlive/workspace.)

• Potentialbacklashre:highexpectationsinculturalcommunity

• Potentialbacklashre:taximplications• Vulnerabilityofartsandculturetobudgetcutsand

downturnsintheeconomy

* Richard Florida’s Creativity Index is a mix of four equally weighted factors: the creative class share of the workforce; high-tech industry, using the Milken Institute’s widely accepted Tech Pole Index; innovation, measured as patents per capita; and diversity, measured by the Gay Index, a reasonable proxy for an area’s openness to different kinds of people and ideas.

SWOT Analysis


Prepared by Yen Wha (Maida) HeeJuly, 2008

Executive SummaryIn2008, as apartof thedevelopmentof the culturalplan, Yen Wha (Maida) Hee and Claire Loughheedundertook a series of interviews with participants inthe Halton Multicultural Council’s English as SecondLanguagePrograms.Theparticipantswereaskedabouttheirculturallivesinarangeofareasincludingtelevisionand radio; films and music; books, newspapers andmagazines; news; performing arts, visual art andmuseums; festivals and events; language; and food.Whiledifferentnationalities identifiedspecific interestsandneeds,broaderthemesreadilyemergedwithmeansofaccessbeingmorereadilydefinedbyageratherthancountryoforigin.

OverviewA significant proportion of Oakville’s population iscomprised of immigrants, totaling 50,250 based onthe2006censusbyStatisticsCanada.Currently,thisisapproximately1/3ofthetotalpopulationofOakville.ThenumberofnewCanadianscontinuestogrow.Therefore,theculturalneedsof thisgroupof residentscannotbeoverlookedintheculturalplanningofthetown.

Inordertogathermoreinformationontheneedsofthesenewimmigrants, interviewswereconductedatEnglishclassesfor immigrantsheldat theHaltonMulticulturalCouncil’s offices. Classes involved were an EnhancedLanguage Training in Office Management (ELT) andLanguageInstructionforNewcomerstoCanada(LINC)level1-3andlevel4-7.

TheinitialsurveyoftheELTclasswasheldonMay21,2008 comprising students originating from Russia,Cameroon,Croatia,AlgeriaandTurkeywithparticipants

DAPPENDIX D OAKVILLE’S CULTURAL PLAN: REPORT ON NEW IMMIGRANTS AND CULTURAL PATTERNS


ranging from 25 to 40 years of age. This group ofstudentshadbeeninCanadafrom6monthsto4years.On June 3, 2008, further interviews were conductedwithstudentsfromtheLINCclasses.Participantsofthisgroup comprises of immigrants from Ghana, Taiwan,Syria, Korea, Palestine and China. The ages rangedfrom25to75yearswithparticipantslivinginOakvillefrom1 year toover 20 years. (It isworthnoting thatsomestudentsinintroductoryEnglishclasseshavelivedinOakvilleforconsiderableperiodsoftime.) Television and RadioSome of the participants complained that timeconstraints do not allow them to havemuch time towatchTV. However, theyusually tune in toTVnewschannels like CBC, CTV, Global, CNN and BBC forCanadian and international news. Some of the morecommonlyidentifiedpopulartelevisionprogramsincludeTheOprahWinfreyShow,Seinfeld,FriendsandseveraltypesofseriesshownontheFoodandHGTVnetworks.Also,aCanadianhabitthathasbeenadoptedbymostoftheimmigrantsistuningintotheweathernetworktofindoutabouttheday’sweather.

Participant’schildren,ontheotherhand,tuneintoDisneyChannel, Tree House and YTV to watch programs likeSpongeBob Squarepants, and Pokemon. Most of theparticipantsfeltthattheseprogramsarebeneficialfortheirchildrentolearnandimprovetheirEnglishlanguageskills.Conversely, there are someparents, e.g. the participantfromRussia,whotakesadvantageoffreedownloadsfromtheInternetofoldernativelanguagetelevisionprogramsand,inthiscase,Russiancartoons,whichshehadwatchedasachild,forherchildren.Thisistoensurethatherchildrenwillcontinuetoconnecttotheirheritage.

Someoftheparticipantshaveinstalledsatellitedishestoreceiveprogramsandnewsfromtheirnativecountries.However,thosewhohadfixeddishesfoundtheservicehighly unreliable in Oakville and any breakdown cansometimestakedaystogetrepaired.

As for radioprograms,680AMseem tobe themostpopularstationamongtheparticipants.Mostof themlistentothisstationwhiletheyareinthecar.Itiswell-likedbecausethenewsisbroadcastedrepeatedly,and,throughrepetition,thereisabetterchancetomorefullyunderstandthecontent.

Films and MusicDVDs for English movies and documentaries aretypicallyobtained from thepublic library. Oneof theadvantagesofwatchingtheseDVDs,asquotedbysomeoftheparticipants,isthattheyareabletowatchthemrepeatedly.Coupledwiththecaptions,theycanbetterunderstandthestoryandenhance theirknowledgeofconversationalEnglish.Asformoviesandmusicintheirrespective native languages, the younger generationwilldownloadfromtheinternet.However,theseniorgroupprefertopurchaseorrentvideosandDVDs.AssuchproductsarenotavailableforsaleinOakville,thesepurchasesarefromvideostoresgenerallyinMississaugaand Toronto. A participant originating from India ishappy that she is able to enjoy the Indian televisionprograms (on Toronto’sCHIN television station)whichareavailableduringtheweekends.

Books, Newspapers and MagazinesThe interviewee reported a variety ofmagazines fromIndia are also accessible to her as magazines areexchangedwith friendswhen theymeetat the Indiantemple. Most of the participants read the OakvilleBeaverandTorontoStarforlocalnews.Someofthemgetnewspapersandmagazinesintheirnativelanguagesfrombookstores inothercities likeMississauga,NorthYorkandToronto.Magazinesintheirrespectivenativelanguages that the younger group favors tend to bewomen’sandhealthmagazines.Theynotedthatwithunconventionalcontentfoundinthesemagazines,e.g.information not reported on in Western media, theywouldoftenundertakefurtherresearchonline.


Mostoftheparticipantswerenotawarethattheyareable to acquire foreign language readingmaterials atthelocalpubliclibrary.Forthosethatknewaboutit,thequantityofsuchmaterialswasconsideredverylimited,withnoor very infrequentadditions to thecollection.Theparticipantsearnestlyhopedthatinthefuturethelibrary will be better stocked with foreign languagematerials. They were particularly interested in booksandothermaterialsforchildren.

Several participants noted they particularly enjoyedreading simplified English classics they got from thelibrary.The text is simplifiedandshorter, thusmakingthe story easier to understand.One participant notedthatsheisabletofinishreadingthistypeofbookatafaster rate than theoriginal longeditionswhich,withsmallchildren,wasessential toherbeingabletoreadnovels.

News To stay connected with their country of origin, mostof the interviewees surf the internet to catchupwiththe latesthappenings in their country. Almostall theparticipants, regardless of age, find that the internetplays a very important part in their lives. Other thanobtaining information,the internet isalsoasignificantmeansof communicationwith relatives and friends intheircountryoforigin.

Performing Arts, Galleries and MuseumsMost interviewees do not attend live concerts orperformances, visit museums or galleries. Timerestrictionsandticketcostarethemainreasonsfortheirnon-attendance.

Tomanyoftheparticipants,placesliketheartgallery,museums, and performing arts centers are not ofsignificant importance to them at this point in theirsettlement.However,theybelievethattheseplaceswillbebeneficialtotheirchildreninthenearfuture.

Festivals and EventsAccording to theparticipants fromTurkeyandRussia,theycelebrateda“Children’sFestival”onApril23,2008andJune1,2008respectively,withintheircommunities.They requested that a children’s festival be developedin Oakville. Koreans will celebrate their traditionalfestivals at the Korean churches that they attend,primarily in North York. This can also include large-scale celebrations. Othernationalitiesnoteda lackofcelebrationsorfestivalsthatareuniquetotheirheritageinOakville.

Language ClassesOneofthegreatestfearsofamajorityoftheimmigrantsis the younger generations losing their heritage andforgetting their own language. Unfortunately, theheritage language classes attended by their childrenthat are available at Oakville are too basic and notacademic enough for their standards. Some ChineseandKoreanparents resort tosendingtheirchildrentoprivateChineseclassesinMississaugaastheyoffermorerigorousclasses.AMuslimparticipant,originatingfromAlgeria, found that there is a lack of children’s booksin theArabic language.Shehopes therewillbemoreArabic language lessons conducted inOakville, as shefeelsthattheknowledgeofthislanguageisessentialfortheMuslimstoreadtheirholyKoran.Lastbutnotleast,havingmoreMuslimcommunity space isalsohighonhercommunitywishlist.

FoodWhen doing grocery shopping, the participants withschool-goingchildrenwillusually shopfor twosetsoffood.OnesetisCanadianfoodfortheirchildren’sschoolluncheswhichtheyusuallygetfromlocalstores.FoodforbreakfastanddinnerwillgenerallybemoretraditionalandpurchasedatspecialtygroceriesoutsideofOakville.OtherthandoingtheirgroceryshoppingatlocalCanadianstores,about90percentoftheparticipantswilltraveltoMississaugaandinsomecases,TorontoorNorthYork


regularly,rangingfromweeklytofortnightly,todotheirgrocery shopping for their traditional food purchases.SomeoftheMuslimcommunityfrequentMississaugafortheirgroceriesastheyfeelmorecomfortableconsumingHalalmeat(wherebutcherwillperformaMuslimprayerbeforeslaughteringtheanimal).

SocializingDancing,orgoing to clubs,wasmostpopular amongthosefromEasternEuropeand leastamongtheAsianstudents.TheEasternEuropeansusuallygotoeventsindiscosandclubsinToronto.SomeofthemattenddanceeventsintheirowncommunityclubsinMississaugaandOakville.

Koreans,inparticular,notedtheymakeweeklytripstoMississauga to attendmass at their Korean churches.Later,theywillattendtotheirgroceryshoppingandendtheirdaywithamealoftenwithfriends,atoneofthetraditionalrestaurantswhicharemorewidelyfoundinMississauga. However, students complained they arenotabletoenjoyadrinkattheseget-togethersbecausetheyhavetodrivehome.

Other points of interestInspiteoftheinconvenienceofhavingtomakefrequenttrips out of Oakville to connect to their indigenoustraditions, the participants surveyed are content livinghere in Oakville.Most of them accept the challengesof limited resources because they value the standardoflivingfoundinOakville.Theyareespeciallysatisfiedwiththesafety,peaceandquietofthistown.Theyarealsoveryhappywiththehigherstandardofeducationand safer schools here. Nevertheless, most of themfelt that the public transport system in Oakville badlyneedsimprovement.Transitsignageneedstobemoreprominent. These are someof the attributing factorsquoted by participants about why their friends fromother towns, relyingonpublic transit,are reluctant tovisit.Theseniorparticipantsdidnotethatmostofthe

transitdriversareverypoliteandhelpful.However,mostoftheparticipantsfindthathavingacarisanecessityinOakvilletoconnecttochurches,foodandsociallife.This has significant economic impact on families thatmayalreadybefinanciallychallenged.

ParticipantsexpressedaneedformoreEnglishasSecondLanguageclasseswithchild-mindingfacilities,asthereisasignificantwaitinglistforsuchservices.Itwasnotedthat some senior participants of Chinese origin whowerehereformorethan20yearsarenowjuststartingtolearnEnglish.Couldthelackoftransitionallanguageprograms be their reason for not learning Englishearlier? Thissamegroupofparticipantsalsofelt thatitisanimpositiontorequestvisitorsfromtheircountryof origin to bring items for them from back home.Participants expresses a need for more communityspacewithkitchenfacilitiestobeavailable,ideallyfreeofcharge.Shouldsuchfacilitiesalreadybeavailable,itshouldbemademorewidelyknownsothatdifferentgroupsmaygathertoholdtheirethniccelebrationsandfestivals. Lastly,someparticipantsbelievethathavingmoreshoppingmallswillmakeOakvilleamorevibrantandlivelytown.

Whenaskedaboutplacesofinterestforvisitors,mostof the participants quoted that Oakville’s downtownandBronteProvincialParkareplacesthattheywillbringvisitors.


Summary1. Connectiontoheritage

• Internet• going toother communities to access a range

ofresources

2. Libraries are important sources of informationand resources but need to provide more heritagelanguagematerials.

3. Mediaismostpopularwhenrepeatedcontactwiththecontentallowsforimprovinglanguageskills.

4. Public transit needs to be improved to facilitateaccesstotrainingandotherresources.

5. There is a significantgenerational divide regardingaccesstoculture.Youngerusersstartwiththeinternetwhileolderusers tend to focusonactualproductse.g.DVDs,magazines,booksandnewspapers.

AcknowledgementsYenWha(Maida)HeeandClaireLoughheedwouldliketothanktheadministration,instructorsandstudentsoftheHaltonMulticulturalCouncilESLprogramfortheirassistanceinmakingthisreportpossible.Withouttheirgenerosity, humour and desire to help we would bemissingsignificantinsightintothechallengesnewcomerstoCanadafaceinmovingtoOakville.

We would also like to extend our gratitude for theEnhanced Language Training for Office Managementprogram through the Halton Multicultural CouncilwhichmadeitpossibleforYenWhaHeetoundertakethisprojectfortheTownofOakville.

Yen Wha (Maida) Hee © 2008


APPENDIX E LIVEABILITY, CREATIVITY, ECONOMY – A CULTURAL PLAN FOR OAKVILLE: A DISCUSSION PAPER

E

Oakville’s Strategic Directions for CultureEnabling Culture to Thrive in Oakville 46Oakville’s Strategic Directions for Culture

5 AcknowledgementsTheTownofOakvillewouldliketothankthefollowingfortheirdedicationandsupportinmaking thisCulturalPlancometogether:

• Themyriadindividualsandgroupsthatcontributedtothefocusgroupsandthesurveys• TheOakvilleArtsCouncil• CommunityArtsSpace• CommunityLeadersFocusGroup• CulturalAdvisoryCommitteemembers• TheStaffCoordinatingCommitteeincludingoutsidegroupsthatbroughttheirexpertisetothetable:

OakvilleTourismPartnership,OakvilleGalleriesandOakvillePublicLibraries

84

Enabling Culture to Thrive in Oakville47 Oakville’s Strategic Directions for Culture 47