CULTURAL PLANNING:

leveraging cultural

assets

TORC – MCPPNovember 2008

Department of Culture & HeritageCITY OF ORILLIA

Orillia: Community Profile

Employment - 2001 “Old Economy”

Primary resource industry – 275 Processing and manufacturing – 850

“New Economy” – Creativity and Culture Arts and culture (narrow definition) – 250 Arts/Entertainment/Recreation – 1450 AER + accommodation and food – 2775

(20% of workforce) Double the Provincial average

During 2002 budget meetings staff asked to review City’s arts and culture financial commitment and management, and prepare a report on various municipal models (including staff, budget and administration).

City Manager prepares discussion paper, “The Municipal Role in Orillia’s Culture”

Department of Culture and Heritage

Economic Significance

Labour force growth (1996-2001) Average – 12% Art and culture – 46.7% Chefs and cooks – 27.3% Food and beverage – 41.1% Accommodation – 1637.5%

Department of Culture & Heritage

Discussion paper distributed to community cultural groups and City agencies

Discussion Paper – Major Themes Recognition of increasing demand for culture Absence of any municipal strategic plan for

culture Level of municipal investment in cultural

activity Unnecessary frill or “soul” of the community?

What Has Happened

The Cultural Planning process establishes an overall planning framework for the municipality and its partners, a set of policy and program directions, investment priorities, and Departmental structure and reporting relationships.

Economic Significance

Labour force growth (2001-2006) Average – 6.1% Major Sectors Retail Trade – 14.1% Health Care – 11.77% Accommodation and Food– 41.1% Arts, Entertainment and Recreation– 10.56%

Manufacturing – 8.4%

AER/Accommodation/Food – 22.23%

Demographics – Creative Economy 26.3% of local labour force employed in the creative economy

Business services Health care practitioners Educational services Information and cultural industries

Represents higher income opportunities Better skilled workforce Higher rates of education Greater economic stability

TourismDowntown revitalizationLifestyle experience

millierdickensonblaisinc.

Department of Culture and Heritage

Mission To provide leadership and support to

advance cultural development in Orillia for economic and broader community benefit.

Mandate Policy and Planning Investment and Resource Development Capacity Building Program Delivery Facility Management

Implications for Municipal Role

“From facility bound to whole systems view of culture”

Greater attention to policy and planning, capacity building Inside the municipality In the community

Realignment and strengthening of some staff resources

Community Governance System

Cultural Roundtable Leadership group – define strategy, mobilize

partnerships and resources Elected officials, municipal staff, business leaders,

cultural leaders, community leaders Regular Leadership Forums Cultural Summit

Annual gathering Reviews achievements, defines priorities

Strategic Priorities

Shared Resources/Shared Infrastructure Strengthening sustainability through collaboration.

Growing Cultural Tourism Strengthen links between culture and tourism

A Culturally Vibrant Downtown Support downtown as a social, economic and cultural

centre of the community.

Approach

"Great cities do more than fix their pipes, pavement and police service. They tap their unique cultural assets to generate wealth and create a place where people aspire to work and live. This approach is essential to success in the new global, urban age."

- Glen Murray, AuthentiCity

Where?

Somewhere

Cultural Resources in Orillia: 300+ Arts, heritage, cultural organizations Public facilities

Museums, libraries, theatres, community centres, fairgrounds

Cultural businesses Commercial artists, designers, music cafes, etc.

Fixed or land-based heritage Buildings, cultural landscapes

Collections Art, artifacts, documents

Festivals and events Tourism agencies and related businesses

Tourism is Just Another Word for the Economy

Need to change the way we think of Tourism It is not a peripheral activity $67-billion industry Direct Impact of Culture sector to the GDP $22 billion or 3.1% of Canada ’s GDP

Domestic Trips by Canadians in 2004

Cultural vs. Selected Non-Cultural Activities

Activity Person Trips

Historic Site 13.9 million

Museum/ 11.7 million

Art Gallery

Cultural Event 10.3 million

Festival/Fair9.6 million

Activity Person Trips

Casino 7.5 million

Amusement 7.2 million

Park

Cruise 5.8 million

Skiing/ 3.9 million

Snowboarding

Local Tourism Statistics 16% of the total number of businesses in Simcoe County and

26% of its total employment are tourism-related

Top five sectors that benefit from tourist’s spending are:

1. Accommodation and food service

2. Retail, Arts & entertainment & recreation

3. Finance & insurance

4. Real estate renting & leasing

5. Manufacturing

The average spending of visitors to Simcoe County is $104 per person visit

How Does This Impact Our Economy?

In 2004, $747,829,224 was spent by visitors in Simcoe County on tourism related expenditures

This generated 9,744 part-time, full-time, and seasonal jobs

ArtsVest Challenge – turn $40,000 grant into $80,000 in cultural projects

28 Local businesses partnered with 13 cultural organizations

Flowing a total of $150K into Orillia’s Arts & Culture Community

Best results of any ArtsVest Community in Ontario

Departmental Activities

Forums Spaces/Planning Business & Culture Downtown Heritage

District Library/Civic Square Summit Guide to Culture Premier Ranked

Tourism Project Ontario’s Lake Country

Departmental Activities Heritage Conservation

District Project ArtsVest Festival of Banners Comedy Festival Doors Open Beatles Celebration Volunteer Development Women In Transition - WIT

Project Improving Cultural

Communications - What's Happening

Orillia Beatles Celebration

Total income derived from local sources (exclusive of City of Orillia contribution)$28,849

Total local expenditures (33% of total)$18,241 Local ancillary spending (accommodation, food, but

exclusive of ticket sales)$505,435 Net contribution to local economy (includes ancillary

and induced spending)$706,913 Net employment impact (induced only)8.02 person-

years Local tax impact – direct, indirect and induced

(property taxes)$71,054 “Value” of volunteer work$23,110

Economic Development

Local Economic Development objectives appear to favour light industrial/manufacturing based on perceived impact of tax base.

Culture represents important and quantifiable assets in attracting people as businesses to Orillia

“Businesses cannot forget that a strong community is good commerce sense! Having a community with rich arts and heritage attracts people to our area.” – Angelo Orsi, Chamber President and Orillia’s largest developer

Gatekeeping:

How are the needs of the cultural community brought forward to municipal decision makers for resolution?

The need for municipalities to move beyond direct program or service delivery to embrace an overall leadership role in cultural development through policy and planning.