City of Ottawa Culture Plan Renewal - Final Focus Group Report

Results of Focus Group Consultations
OTTAWA 2020 ARTS AND HERITAGE PLAN RENEWAL
REPORT ON FOCUS GROUP CONSULTATIONS The following report presents a summary of the Focus Group Consultations that took place in May 2011 as part of the OTTAWA 2020 ARTS AND HERITAGE PLAN RENEWAL. The results of these consultations will help shape the Draft Action Plan that will be presented for consultation with the general public in September of 2011. The context section below outlines the overall process of the OTTAWA 2020 ARTS AND HERITAGE PLAN RENEWAL (Renewal Process) with the aim of helping the reader understand the steps undertaken that led to the Focus Group Consultations. As well it describes how these consultations will shape the next steps in the Renewal Process. Context of the Renewal Process In 2003, City Council adopted the Ottawa 20/20 growth management strategy that comprised five interrelated plans; an Economic Strategy, an Environmental Strategy, a Human Services Plan, an Official Plan, and an Arts and Heritage Plan. This last plan is the focus of this report. All of these plans were to be reviewed and renewed for relevance every five years. The process of renewal started in 2010. Below is an outline of the Renewal Process with the completed steps indicated by shading.
Special Note
At certain places in this report, this sidebar appears on the right side of the page. It offers information about each of the 11 focus groups discussed in this report. Each story is provided to create a context for the information presented in the left hand column. While a similar process was used for all focus groups, each group had a distinctive tone and feel. The sidebar story attempts to capture some of these differences. Noteworthy Difference Each distinguished host interacted with the focus group in a different manner as well; some departed immediately after completing their opening remarks, others chose to stay and interact as a full participant while some floated between groups throughout the session.
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Renewal Process Timeline 5 year Progress Report Steering Committee Interviews Discussion Papers Focus Groups Draft Action Plan Community Public Open Houses Final Plan Approval Implementation Launch April 2010 Established June 2010 August to October 2010 November 2010 to March 2011 April May 2011 June-August 2011 September 2011 October 2011 November 2011 December 2011
The Culture Plan Renewal team, made up of City staff, designed a renewal process in partnership with cultural service organizations, that was approved by City Council in April 2010 and that is currently being guided by a community Steering Committee. The renewal aspiration is to ensure that all diverse peoples and communities living in Ottawa participate in this process and actively contribute to imagining the future of Ottawa with regards to its arts, culture and heritage. Pre-work that Led to the Focus Groups Under the guidance of and in collaboration with the Steering Committee that was formed, initial interviews were conducted with approximately 75 cultural, business, political and government leaders. The Steering Committee also provided input. As a result of this consultation, discussion papers were created around 11 themes that outlined potential strategies for each theme focus Following this, leaders and recognized individuals in the community were invited to participate in focus groups on each of these 11 themes. This report presents the results of these focus group consultations. Focus Group Consultation Overview The process used for the focus groups allowed participants to become familiar with the strategies outlined in the discussion papers. The discussion papers and strategies were sent out to participants prior to the session and a written copy of the strategies was made available for each participant during the focus group session. The agenda of the focus group sessions followed a similar format: Welcome by Steering Committee members Brief presentation by a Distinguished Host Introduction of participants Responding, clarifying and adding to the proposed strategies o this work was done in small groups followed by an exchange of small groups to learn, exchange and further develop the strategies Focus on immediate and bold steps for future action o this work was done in small groups followed by a presentation of outcomes to the full group
Similar Process with Variations In each session, participants were invited to present themselves, providing their name and something about themselves to the group. It was quite striking to note how each group responded to this request; for example for the First Nations, Inuit and Mtis focus group, participants decided to talk about where they were from. In other groups, participants focused on their roles and the organization they represented. One group focused on ensuring that their passion and ideas were heard up front.
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Participants in another group ensured that their key messages were stated at the outset of the meeting. In almost each of the focus group sessions, the participants articulated very similar next and bold steps to be taken. This seemed to be in part due to the process used to guide the dialogue; it encouraged an initial in-depth discussion in small groups followed by a mixing of the small groups to ensure the crosspollination of ideas. The Themes for the 11 Focus Groups Each of the 11 focus group sessions had a very specific theme; these are provided below in the order in which the sessions were scheduled: Rural Arts, Heritage and Culture First Nations, Inuit and Mtis Arts, Heritage and Culture Emerging Cultural Voices Get the Word Out About Local Culture Cultural Leadership, Governance and Service Cultural Tourism Youth and Culture Francophone Arts, Heritage and Culture Cultural Places and Spaces Culture and the Creative Economy Public Art and Commemoration
Information Provided in Report on the 11 Themes The following report is structured around each of the eleven themes; a section for each theme. In each of the sections the following information is presented: The common and compelling themes that emerged from the deliberations of the focus group The strategies contained in the discussion paper A list of participants for the specific focus group
An appendix contains: Participants responses to the strategies followed by suggestions for immediate and bold steps to be taken
A Distinction Between Common and Compelling Themes In preparing this report, it was agreed by the facilitator and City staff that any item captured as a common or compelling theme must be grounded in the information generated by participants; and as a result each item that was noted was traced back to the information collected from the focus groups. Definitions: Common theme: A theme that had emerged from information generated by at least two of the three small groups. Compelling theme: A theme that was not a common theme, nonetheless it was a theme that had been presented by a group and resonated with the other participants. Through the exchange at the end of the session and affirmation given by a majority of participants it became evident that it was a theme that the group supported. Overarching Themes Following the sections describing the information collected for the 11 focus group themes, the report will outline five overarching themes. They are termed overarching as there were a number of similar themes that were manifest in all of the focus groups. For example, professing our pride in being a citizen of Ottawa. We have attempted to capture these overarching themes in a summary under the title, Overarching Themes. Distinguishing Features of the Focus Group Experience There were a number of important factors regarding the focus group consultations that are important to highlight: It was the first time that there has been prominent focus on and participation by First Nations, Inuit, and Mtis individuals/communities in Ottawa's cultural planning. This emphasis was noted and appreciated by all of the focus groups. It was the first time that arts, heritage and festivals have come together for major cultural planning purposes in Ottawa since amalgamation. The tendency has been to plan separately and only occasionally plan together to respond to issues. It was the first time that the full spectrum of Anglophone and Francophone cultural communities has come together to the same table in Ottawa for cultural planning. In the past, consultations had almost always occurred separately; English focus groups or French focus groups. Bringing the two communities together emerged as one of the overarching themes.
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The factors mentioned above along with other intentional steps resulted in the strongest diversity of representation at the same table for cultural planning in Ottawa.
Energy, Synergy and Appreciation A written report like this cannot convey participants energy, synergy and pride generated throughout the meeting nor can it capture the exchange of ideas. This creativity and enthusiasm were quite palpable in the sessions and it is a sincere hope that the reader can find this same inspiration in the pages that follow. All of the groups stated their appreciation and recognition of City staff in convening and fostering dialogue and indicated that this is one of the key leadership attributes that the City could manifest; that is, the ability to bring its citizens together and foster a sense of interest and engagement in the culture, arts and heritage of Ottawa.
Rural Arts, Heritage and Culture
Photo: Roger Lalonde, City of Ottawa
OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL
Rural Arts, Heritage and Culture

Sixteen knowledgeable people from organizations that contribute significantly to Ottawas rural arts and heritage development participated in this first Renewal Focus Group, hosted by Earl Stanley, of Stanleys historic Old Maple Lane Farm. The need for stronger measures to preserve rural heritage, character and identity; conserve rural land; value the rural aesthetic and link to tourism surfaced during the session. Here are the common and compelling themes that arose from the dialogue at this lively and compelling meeting: Common Themes Conserve rural land and waterways Improve communication and collaboration between rural and urban stakeholders Rural identity and reality are distinct from the urban context Traditional forms of volunteerism are being impacted negatively by City rules and bureaucracy imposed on rural communities Sustaining existing arts and heritage venues is important, as well as increasing promotion of rural arts and cultural events and programs
Setting the Context

Ottawa is a city made up of large areas of both urban and rural landscapes. Since the amalgamation of Ottawa ten years ago, it has been a particular challenge to maintain this diversity. Living at the heart of the city is quite different from living on a farm. The population of Ottawa is primarily urban, while rural lands comprise over 80% of the Citys actual land mass. It is not surprising then that rural dwellers perceive that the urban reality sets the tone for rural governance - that City policies, actions and planning are not always sensitive to the rural reality. Participants voiced these concerns but were ready to work hard within the Citys current municipal context to connect these two unique realities effectively. The time to resist and resent coming together is over. Interesting discussions connected participants from the Algonquin Pikwkanagn First Nation with rural south, west and east leaders. The need to recognize the First Nation came forward, as did the need to recognize and support the creativity of rural people engaged in culture. The potential for Ottawas rural cultural attractions and local food producers to provide both residents an authentic rural experience was an interesting 7 discussion point.
Compelling Themes Recognize the areas First Nation, the Algonquin Anishinabeg First Nation its history and territory Find a more effective way of communicating rural reality and needs to urban and suburban residents Develop a lens that takes into account the distinct realities of rural and urban needs vis vis land use, conservation, tourism and cultural development, and connect this lens to City Council
OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER RURAL ARTS, HERITAGE AND CULTURE
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. Identify and Protect Tangible Rural Cultural Heritage Identify and protect rural cultural heritage (cultural landscapes, built heritage, archaeology, historic roadways and trails) by developing stewardship and partnership agreements with private land-owners, with non-profit community organizations, or through City acquisition where deemed feasible. 2. Rural Venues for Cultural Activity Develop and ensure access for cultural activity to a network of excellent, public indoor and outdoor venues (arts and heritage facilities, libraries, community and recreation centres, gathering places) in order to serve the growing rural population. 3. Ensure Sustainability of Rural Culture Work with partners to ensure the sustainability of rural fairs, arts/heritage organizations and cultural activities/events in order to: i. preserve Ottawas intangible cultural heritage (including traditional skills and trades, artisanship, knowledge of historic technologies and farming techniques); and ii. promote the ongoing development of rural cultural activity. 4. Promote Rural Ottawas Unique Cultural Experiences and Products Identify, develop and promote rural Ottawas unique cultural experiences and products (i.e. museums, fairs, artist and artisan studio tours, performing arts activities, storytelling, genealogical events, cultural gatherings, farmers markets, and unique food and culinary products). 5. Rural Cultural Tourism Develop three distinct, rural cultural tourism routes (rural west, east and south) and market to residents and visitors; encouraging rural arts and heritage organizations, networks and businesses to partner with rural agri-tourism products and enterprises on unique packaging of rural experiences.
RURAL ARTS, HERITAGE AND CULTURE / LES ARTS, LE PATRIMOINE ET LA CULTURE EN MILIEU RURAL Distinguished Host - Earl Stanley President / Prsident, Ottawas Countryside; Stanleys Olde Maple Lane Farm Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 Meredith Brophy Member / Membre Participants: Ron Bernard Councillor/Conseillier, Algonquins of Pikwkanagn First Nation Adam Brown Coordinator, Strategic Support, Rural Affairs Office, City of Ottawa / Coordonateur, Support stratgique, Bureau des affaires rurales, Ville dOttawa Jrme Doutriaux - Ottawa Built Heritage Advisory Committee / Comit consultatif sur le patrimoine bti d'Ottawa Michele Gervais - Acting - Executive Director, Curator/ Directrice gnrale interimaire et conservatrice, Omamiwinini Pimadjwowin-The Algonquin Way Cultural Centre, Pikwkanagn Bonnie Gray - Executive Director / Directrice gnrale, Ottawas Countryside Aline Joanis - Visual Artist/Artiste en arts visuels Michele LeBoldus President, Pinheys Point Foundation/ Prsidente, Fondation Pinheys Point Josephine Norton Manager, Ottawa Public Library, Rural South / Gestionnaire, Bibliothque publique dOttawa, rural du sud Terry Otto - Chair, Rural Issues Advisory Committee/Prsident, Comit consultatif sur les questions rurales Joel Rahn First Vice-President / Premier vice-prsident, The Greely Players Kazimir Samuljo Member/Membre, Manotick Brass Ensemble/Ensemble Kim Sheldrick President/ Prsidente, Osgoode Township Historical Society Joyce Trafford, General Manager, Carp Fair / Directrice gnrale,Foire de Carp Roger Thomas - Past President/ Prsident sortant, Huntley Township Historical Society
First Nations, Inuit, and Mtis Arts, Heritage and Culture

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First Nations, Inuit and Mtis Arts, Heritage and Culture

All participants in this session emphasized the importance of recognizing that Ottawa is located on Algonquin Anishinabeg traditional land. The participants supported most of the strategies that were proposed. They came to a consensus quite quickly that most of the ideas had a better chance of being realized if the City of Ottawa hired an Aboriginal cultural resource person. Here are the themes that emerged from discussions held by participants of this focus group: Common Themes The City of Ottawa needs to hire an Aboriginal cultural resource person that would: o Liaise with Aboriginal organizations o Plan and implement actions related to First Nations, Inuit and Mtis arts, heritage and culture o Ensure the City values and follows protocol when working and communicating with First Nations, Inuit and Mtis communities o Identify funding resources and translation services for Aboriginal initiatives Members of the focus group wanted to be involved in defining the criteria and qualifications required for this position.
Need for a cultural space that presents contemporary First Nations, Inuit and Mtis arts, heritage and culture in a visible, central and accessible location The City needs to develop a true partnership with Aboriginal communities and organizations, ensure ongoing consultation and promote Aboriginal cultural leadership
Setting the Context

The introduction of participants to each other was quite touching and revelatory. In other focus groups, there was a tendency for participants to present their names and what they did or who they represented while in this session, it was important to know where ``you were from``. Participants at this session spoke of the numerous times that they had been consulted over the years with little tangible results. How could they then participate with an open spirit and ensure that their voices were heard. The answer was not for more consultation, but rather to increase their presence and influence in Ottawa through the concrete and symbolic gestures that are presented in this part of the report. When speaking of First Nations, Inuit and Mtis culture, it is easy to think only in past terms. Aboriginal history and heritage is vast, rich and significant. As well, contemporary Aboriginal arts and culture need to be recognized and celebrated. Focus group participants requested a direct presentation of focus group results to the Renewal Steering Committee. They wanted 11 the meeting to take place in a culturally sensitive environment.
Compelling Themes Work with Aboriginal communities to appoint an Aboriginal Elder as an ex-officio City Council member
include Aboriginal peoples in all City of Ottawa decision-making processes such as City advisory committees and funding/art exhibition juries Provide more holistic support and resources for unique cultural needs of Aboriginal communities and ensure effective communication is delivered directly Archaeology: capacity building, education and better interpretation of precontact archaeological practices and resources Encourage development of National Indigenous Centre at Victoria Island to focus on historical and archaeological presentation, preservation and revitalization of Aboriginal languages, and to serve as a repository of Aboriginal languages
OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER FIRST NATIONS, INUIT AND MTIS ARTS, HERITAGE AND CULTURE
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. Indigenous and Aboriginal Cultural Landscapes in Ottawa Area Work with Algonquin Anishinabeg and Aboriginal communities, and Parks Canada (http://www.pc.gc.ca/docs/r/pca-acl/sec4.aspx) to identify and protect Indigenous and Aboriginal Cultural Landscapes in urban and rural Ottawa that serve as landmarks and symbols of identity. Pilot this initiative with the identification and protection of Victoria Island, Chaudire Falls and surrounding areas as traditional Algonquin Anishinabeg sacred sites and significant meeting places of diverse Aboriginal communities for 6,000 years. 2. Indigenous and Aboriginal Archaeological Sites Collaborate with the NCC, Parks Canada, Public Works, the Algonquins of Ontario (http://www.tanakiwin.com/index.htm), and Algonquin Anishinabeg First Nation communities to develop and adopt a master plan for archaeological resources in the Ottawa area that includes Indigenous and Aboriginal archaeological sites. Ensure that Algonquin Anishinabeg and Aboriginal communities associated with these archaeological resources carry a core role in their documentation and management. 3. National Indigenous Centre at Victoria Island Work in partnership with Algonquin Anishinabeg and First Nations leaders, Algonquin Anishinabeg and Aboriginal (First Nations, Inuit and Mtis) communities, the National Capital Commission and other federal players to ensure that the development of a National Indigenous Centre on Victoria Island: i) identifies the site as traditional Algonquin Anishinabeg land and gives distinction to the story of the Algonquin Anishinabeg First Nation; ii) provides presentation and interpretation space in Ottawa to local Algonquin Anishinabeg and Aboriginal artists, communities and history. 4. Connections Between First Nations, Inuit and Mtis Communities in Ottawa and Local Cultural VenuesPrograms-Services Work to connect First Nations, Inuit and Mtis artists, cultural organizations (cultural education centres, friendship centres, coalitions etc.) and cultural events in Ottawa to the existing network of local arts, heritage and festival organizations and services in order to: i. provide First Nations, Inuit and Mtis communities in Ottawa with greater access to existing arts, heritage and festival venues for exhibition, presentation and performance; ii. include a focus upon local Algonquin Anishinabeg and Aboriginal history within existing local heritage events (ie. Doors Open, Heritage Day), museums and networks; iii. provide greater information and access for First Nations, Inuit and Mtis communities to the Citys cultural funding programs, services and supports.
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5. Commemorate and Promote Local First Nations, Inuit and Mtis Arts, History, Culture and Accomplishment in Ottawa Reach out respectfully to First Nations, Inuit, and Mtis communities in Ottawa, shine the light on their artists, histories, elders, language and culture, and work in partnership to: i. commemorate Algonquin Anishinabeg and Aboriginal history, sacred sites and the importance of the ii. Ottawa River, the Rideau River, the Chaudire Falls, Victoria Island and surrounding areas; iii. commemorate Algonquin Anishinabeg and Aboriginal accomplishments and contributions to Ottawa through a series of commemorative plaques and interpretation; and iv. develop a Virtual portal that provides information about Algonquin Anishinabeg and Aboriginal history, heritage, arts and culture in Ottawa.
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FIRST NATIONS, INUIT AND MTIS ARTS, HERITAGE AND CULTURE / LES ARTS, LE PATRIMOINE ET LA CULTURE DES PREMIRES NATIONS, DES INUIT ET DES MTIS Distinguished Host / Hte minent - Armand Garnet Ruffo Leading Aboriginal poet (Ojibwe), Carleton University professor / Pote autochtone de renomm (Ojibwe), Professeur de lUniversit Carleton Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 Jaime Koebel Vice-Chair / Vice-prsidente Participants: Ian Badgley - Archaeologist, National Capital Commission (NCC) / Archologue, Commission de la Capitale nationale (CCN) Ron Bernard Elder and Councillor / Ancien et conseiller, Algonquins of Pikwkanagn First Nation Willie Dunn Filmmaker, musician, playwright / Ralisateur, musicien, dramaturge Michele Gervais Acting Executive Director and Curator / Directrice gnrale intrimaire et conservatrice, Omamiwinini Pimadjwowin -The Algonquin Way Cultural Centre Linda Grussani Phd Candidate Cultural Studies, Queen University Micheal Lascelles Executive Director / Directeur gnral, Odawa Native Friendship Centre Lisa Prosper - Willowbank School of Restoration Arts Stefan St. Laurent - Curator / Commissaire, Galerie Saw Gallery Jeff Stellick Executive Director, Ottawa School of Art / Directeur gnral, Lcole dart dOttawa Ren Tenasco - Anishinabe Elder, National Capital Commission (NCC) / Commission de la Capitale nationale (CCN) Vera Wabegijig - Anishnabeg urban mother, freelance writer and videographer / Maman urbaine Anishinabeg, auteure indpendante et vidographiste
Photo: Roger Lalonde, City of Ottawa 14
Emerging Cultural Voices

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Emerging Cultural Voices Emerging Artists, Immigrants and Diversity

Carl Nicholson, Executive Director of Ottawas Catholic Immigration Centre, was the host of this Focus Group that gathered 15 participants to respond to the proposed strategies on Emerging Cultural Voices Emerging Artists, Immigrants and Diversity. This focus groups participants agreed unanimously that the most important action was the provision of a place/space to accommodate emerging cultural voices (emerging artists, immigrants, diversity). Here are the themes that emerged from the dialogue held on Tuesday, May 17th. Common Themes
Need for space to accommodate emerging voices, an affordable space with an easy access location and with an immediate right to use
Setting the Context

What does emerging mean? This is particularly challenging if we are talking about someone who is well established and known in their country of origin and somehow becomes an ``emerging`` voice in their new country. New language is needed that respects the maturity of the immigrant artist. The participants of this focus group agreed that they need space; they mentioned that this space would serve as a hub, and a gathering place that promotes networking, sharing of resources, and learning from each other. This centre could be run by artists and be self sustainable. The participants of this group talked about the importance of helping emerging cultural voices (emerging artists, immigrants, diversity) overcome marginality and become an active part of society. The participants of this focus group emphasized how important it was for decision making to take into account all voices including the newest and the freshest voices. They wondered whether the committees and groups making decisions in the city represented 16 the diversity of the population.
The City of Ottawa needs to build capacity to accommodate emerging cultural voices and develop a platform, a strategic support plan, a structural lens, and a communications plan that ensures emerging cultural voices are included, in partnership with the community
Need to build capacity among emerging cultural voices to work in the framework that operates in the city
Promote communication/collaboration /partnership among emerging cultural voices
Compelling Themes Need for an Artist Service Centre that provides o Flexible and easy access to funding and grant programs (available around the year) o Easy and immediate access to rental space in accessible locations o Tracking and providing space during dark times/unused times in City of Ottawa and community theatres and other cultural venues around the city
Need to provide incentives to cultural venues that support and promote emerging cultural voices and need for rental subsidies for emerging cultural voices Need to better promote mentorship programs among emerging cultural voices
Develop groups, services and organizations that support, promote, inform, and mentor emerging cultural voices at a grassroots level
OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER EMERGING CULTURAL VOICES (Emerging Artists, Immigrants, Diversity)
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. In-Kind Support for Emerging Artists and Arts Organizations Work with partners to develop a system of in-kind support for emerging artists and emerging arts organizations in the areas of: i. artistic mentoring, coaching and professional development; ii. organizational and business skill support, ie. grant writing, web design, marketing; iii. access to existing venues at affordable rates; and iv. promotional and showcasing opportunities. 2. New Immigrant Artists, Collectives and Cultural Organizations Work with the Coalition of New Canadians for Arts and Culture, the Ottawa Local Immigration Partnership, immigration agencies and other relevant partners to connect Ottawas new immigrant artists, collectives and cultural organizations to the existing network of local cultural organizations and services in order to: i. provide greater access to existing venues for exhibition, presentation, screening and performance opportunities; ii. provide greater information and access for new immigrant artists to the Citys cultural funding programs and other cultural services and supports; iii. provide greater awareness around arts and cultural funding programs and supports at other public agencies; and iv. encourage and facilitate partnerships and collaboration between new immigrant artists and cultural organizations and established artists and cultural organizations. 3. Ottawas Distinct Communities Work with existing networks to identify Ottawas distinct cultural communities and reach out respectfully in order to: i. develop an inventory of local literary, media, performing and visual artists associated with or working within these communities; ii. shine the light on their creative work; iii. learn about and help to document the histories of distinct communities in Ottawa; and iv. encourage their participation in local existing arts, heritage and cultural initiatives. 4. Transform and Make Innovative Use of Underused Places and Spaces Transform existing, under-used places and spaces within community centres, cultural centres, parks, playing fields, recreation facilities, libraries and schools into community-based spaces dedicated to: i. the creative work of diverse cultural artists and groups; ii. the participation of diverse audiences and residents in cultural activity; and iii. ethnocultural interchanges and cultural bridging opportunities.
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5. Develop Increased Municipal Diversity Capacity Develop greater internal municipal capacity in the area of diversity through cultural competency training, increased awareness around the City of Ottawas Equity and Inclusion Lens, greater integration of in-house staff expertise and strengthened linkages with diverse community representatives through partnerships, networks, juries and advisory scenarios. 6. Complimentary Tickets for Low-Income Residents Work with community partners to develop, promote and deliver an annual program that provides Ottawas lowincome residents with complimentary tickets to specific local quality cultural events, performances and/or activities. 7. Cultural Voices of Ottawa Residents with Special Needs Listen to and empower the cultural voices of Ottawa residents with special needs and allocate adequate resources to cultural programs and initiatives that: i) bring instructional opportunities and collaborative projects in all arts and heritage disciplines to people with special needs; ii) include, support, and promote the work of local special needs artists; and encourage the participation of Ottawas special needs communities in local existing arts, heritage and cultural initiatives. 8. Seniors and Culture Work with the full diversity of local seniors, seniors centres and senior adult organizations in the community to: i) increase awareness around existing cultural opportunities, programs and services that are accessible to senior adults; ii) identify cultural needs in the senior adult community; and iii) develop and promote cultural programming that corresponds to these needs.
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EMERGING CULTURAL VOICES / DE NOUVELLES VOIX CULTURELLES Distinguished Host / Hte minent - Carl Nicholson - Catholic Immigration Centre / Centre catholique pour immigrants (Ottawa) Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 Audrey Churgin Member/ Membre Participants: Hamid Ayoub Immigrant Visual Artist (Sudan) / Artiste visuel immigrant (Soudan) Rohini Bhalla President / Prsident, One World Dialogue Chikonzero (Chiko) Chazunguza, New Canadian visual artist - Coalition of New Canadians for Arts and Culture / Coalition des nouveaux canadiens pour les arts et la culture Ignacio Fernandez - Committee Member, Equity and Diversity Advisory Committee - City of Ottawa Sharon Fernandez Artist and cultural diversity/equity integration expert Donald Kwan Shanghai Restaurant, Chinatown Remixed Tito Medina Singer songwriter, Cross Cultural communication Sandra Mirabelli Community Arts, City of Ottawa / Arts communautaires, Ville dOttawa Ninet Nyiringango Immigrant musician (Rwanda) / Musicien immigrant (Rwanda) Annabell Obando Latin American Festival Wayne Spragge Chair, Equity and Diversity Advisory Committee / Comit consultatif sur lquit et la diversit Donna Williams Theatre Manager/ Directrice du theater - Ottawa Arts Court Foundation/ La Fondation de la Cour des Arts d'Ottawa Jill Zmud Emerging artist (musician)
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Get the Word Out About Local Culture
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Get the Word Out About Local Culture

There is no doubt that Ottawas local cultural scene has seen tremendous growth in the past decade. The challenge is that for so long Ottawa has been known as a sleepy government town, to its residents and visitors alike. How can this image be changed? How do we bolster collective pride in Ottawas rich and unique cultural identity? Participants in this focus group passionately inspired each other to dream of an Ottawa known to its residents and to the world, as the Capital of Canada but also as a dynamic city of vibrant neighbourhoods urban, suburban and rural, each with exciting cultural offerings. Here are the themes that emerged from the discussions held by participants of this focus group: Common Themes Develop a cultural branding campaign in partnership with the local cultural community, Ottawa Tourism, media and other connected sectors that will: o Raise awareness of Ottawas unique cultural identity and local cultural products o Spark city-wide pride of place and inspire people both inside and outside the city o Shine the light on Ottawas diverse neighbourhoods and villages o Promote culture as a lifestyle Ensure that the cultural branding campaign is well funded and supported; adapt promotional tools to the audience Create a one stop shop kiosk in a high traffic, central area to promote the local arts, museums, festivals/fairs and to sell tickets for local cultural events (Byward Market Culture Hub)
Setting the Context

Changing Ottawas image is one of the most important challenges facing the city today. For, as the participants of this focus group clearly demonstrated, the citys local cultural scene is very much alive. It is no longer necessary to leave for Montreal or Toronto to partake in cultural activities. It is time for Ottawa to take stock of its cultural assets and to let them be known, to its own residents and to the world. Participants noted that most of the cultural weeklies are not locally owned and not produced here. It is difficult to find information on local cultural offerings, from rural events to activities occurring in the citys urban centre and diverse neighbourhoods.
Compelling Themes Ottawa is not a sleepy government town. We must re-brand the city and promote all that is unique about it: Aboriginal, Francophone, Anglophone communities, people from around the world ; large pool of artists; thriving culinary scene; surrounded by farms; access to nature; unique history and heritage; variety of neighbourhoods both urban and rural
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OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER GET THE WORD OUT ABOUT LOCAL CULTURE
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. Local Culture Awareness Campaign Mount a dynamic, city-wide awareness campaign that brings visibility to and encourages residents to experience the local cultural scene. Campaign components could include: i. a vibrant launch event; ii. promotional banners, billboards, transit ads and digital signs; iii. television spots that showcase local artists, local festivals/fairs and local history; iv. awareness around big-name, Ottawa-born and/or Ottawa-trained artists currently working in other places; and v. local celebrities from other sectors serving as local cultural awareness champions. 2. One-Stop Kiosk For Local Culture Work with Ottawa Festivals to expand the one-stop physical kiosk located in the ByWard Market to further promote the local arts, museums, festivals/fairs and to sell tickets for local cultural events. 3. Expand and Upgrade Spotlight Expand and upgrade the scope of Spotlight (Ottawa-Gatineaus on-line cultural calendar) to make it more interactive and to include events not currently incorporated e.g. nightlife activities, farmers markets. 4. Marketing Ottawas Unique Culture to Tourists Mount a cultural tourism marketing campaign that packages and promotes the regions local and national cultural activity and attractions, in collaboration with Ottawa Tourism, the NCC and the City of Gatineau. This campaign will highlight the Algonquin Anishinabeg history of the area, Ottawas unique identity as a cultural capital, its vibrant and bilingual local cultural scene, its diverse cultural neighbourhoods and historic rural communities. 5. Co-ordinate and Implement Comprehensive Cultural Awards Program Work with partners to co-ordinate and implement a comprehensive awards program for local cultural providers and workers that recognizes and rewards accomplishments and innovation in a concrete and meaningful way.
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GET THE WORD OUT ABOUT LOCAL CULTURE / FAIRE CONNATRE LA CULTURE LOCALE
Distinguished Host / Hte minent Adrian Harewood Host, CBC News Ottawa / Animateur des nouvelles CBC Ottawa Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 Alexandra Badzak Member/ Membre Christine Tremblay Member/ Membre Participants: Zo Ashby Creative Director, Council for the Arts in Ottawa / Directrice de la cration, Conseil des arts dOttawa Hugues Beaudoin-Dumouchel Animateur culturel, mission Coups Francs, TV Rogers Jean-Franois Dub- Responsable des communications, Thtre de la Vieille 17 Lee Dunbar Director of Communications, Ottawa Festivals / Directeur des communications, Festivals dOttawa Nancy Kenny - Independent artist/actress, marketing and communications for Evolution Theatre Rolf Klausener Musician, promoter, The Acorn Tony Martins Publisher, Editor, Guerilla Magazine Linda Preston Vice-Chair, Goulbourn Museum / Vice-prsidente, Muse de Goulbourn Nancy Oakley General Manager, Great Canadian Theatre Company Caroline Obeid - Gestionnaire de portefeuille / Portfolio Manager Centre des Arts Shenkman Arts Centre Rmy Paquette Directeur gnral de la programmation, CJFO-FM Lisa Abel Simard Journaliste, CHUO / Reporter, CHUO Karen Squires- Executive Director, Ottawa Tourism / Directrice gnrale, Tourisme Ottawa
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Cultural Leadership, Governance and Service

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Cultural Leadership, Governance and Service

Governance is about effective mechanisms of co-ordination, especially where sources of power, resources and information are widely distributed. What body governs arts, heritage and culture in Ottawa? This question is particularly relevant in our city because of Ottawas unique and complex mix of government layers, ie. Government of Canada, Province of Ontario, City of Ottawa, National Capital Commission. It appears that there is growing awareness and pride in Ottawas rich and unique cultural identity (arts, heritage, festivals, culture, Aboriginal, Anglophone, Francophone, people from around the world, rural, urban, suburban). Pride in being an Ottawan can build leadership. Here are the themes that emerged from discussions held by participants of this focus group: Common Themes Refocus the Citys cultural role to that of: o Convener and catalyst aimed at development and support of increased cultural partnership and opportunities; o Networking and co-ordination; o Capacity-building; o Stabilizing the cultural community through investment Develop some form of independent arts authority (arms-length professional arts) or cultural authority that has achievable goals, financial sustainability and arms length operation Increase communication, messaging and collaboration between all cultural sectors and with other sectors (tourism, economic development, national cultural institutions) Develop public/private cultural investment strategies
Setting the Context

How do we define leadership? Does it mean telling everyone what the vision is and hoping that all will follow? Could leadership be defined as the act of convening, as bringing people together and creating spaces for effective dialogue to occur? What began to emerge as the focus group discussions evolved was the potential for the City to assume a leadership role as convener and catalyst. As echoed in other focus groups, participants discussed the development of some form of independent authority that could take on various functions, away from the political sphere inherent in government structures. This would require a re-focusing of the role that the City of Ottawa plays in regards to arts, heritage and culture in the city.
Compelling Themes Brand and tell the story of Ottawa and its neighbourhoods Develop an arts and heritage foundation that includes private sector participation and is focused on philanthropy and fundraising for the local cultural sector
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OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER CULTURAL LEADERSHIP, GOVERNANCE AND SERVICE
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. Arms-Length Arts Authority Consider the establishment of a new, local arms-length arts authority that provides leadership, stewards development, reflects the diversity and breadth of the local, professional arts sector through its membership and voice, and works in the areas of sector development, funding, private sector partnership, philanthropy, facility development and public awareness. 2. Greater Collaboration Between Culture, Economic Development and Tourism Develop greater collaboration between culture and economic development/tourism functions at the municipal level, while continuing to nurture partnerships with parks and recreation, social services and environmental services. 3. Refocus Citys Cultural Development Role Refocus the Citys cultural development role on increased co-ordination around the planning, dialogue, partnership and other initiatives that bring together: i. local arts, heritage, festival and cultural sectors; ii. local Aboriginal, Francophone and Anglophone communities; iii. the full diversity of Ottawas cultural players and communities; iv. academic, government and private sectors including the federal sphere, the National Capital Commission, the Province of Ontario, the City of Gatineau, universities and colleges, embassies, the Ottawa Centre for Research and Innovation, and Ottawa Tourism; i. other Canadian cities and the Creative City Network of Canada; and ii. other international capital cities. 4. Academic Study of Ottawas Unique Cultural Ecosystem Partner with local universities to develop active, rigorous research and study of Ottawas unique cultural ecosystem with its connections to identity, prosperity, quality of place, and quality of life. 5. Municipal Incentive-Based Approach Towards Local Cultural Initiatives Work with other municipal government departments, branches and divisions to develop and implement an incentive-based approach towards local cultural initiatives with regard to municipal regulations, policies and conventions.
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CULTURAL LEADERSHIP, GOVERNANCE AND SERVICE / LEADERSHIP CULTUREL, GOUVERNANCE ET SERVICE

Distinguished Host / Htesse minente Caroline Andrew, Director of the University of Ottawas Centre on Governance /Directrice du Centre dtudes en gouvernance lUniversit dOttawa Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 : Lilly Koltun Chair/ Prsident Glenn Hodgins Member/ Membre Christine Tremblay Member / Membre Participants: Patrick Bourbonnais Directeur artistique / Artistic Director, MIFO Marie-ve Chass Prsidente / President, LAlliance culturelle de lOntario et Directrice gnrale / Executive Director, Thtre Action Laura Giberson A/Executive Director, Ottawa Museum Network / Directrice gnrale intrimaire, Le Rseau des muses dOttawa Meg Hamilton Executive Director, Council of Heritage Organizations in Ottawa / Directrice gnrale, Conseil des organismes du patrimoine dOttawa Peter Honeywell - Executive Director, Council for the Arts in Ottawa / Directeur gnral, Conseil des arts dOttawa Andrew Jeanes Regional Advisor, Regional Services (Ottawa), Province of Ontario Citizenship, Culture, Health Promotion and Sport / Conseiller rgional, Services rgionaux (Ottawa), Province de lOntario Affaires civiques, culture, promotion de la sant et sport Yvon Malette Prsident / President, Les ditions David JP Melville Cross-Cultural Education Co-ordinator, Coalition of New Canadians for Arts and Culture / Coalition des nouveaux canadiens pour les arts et la culture Brian Smith Board Member / Membre du conseil dadministration, Great Canadian Theatre Company
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Cultural Tourism

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Cultural Tourism
An energetic and dynamic exchange among an exceptional gathering of tourism, festival, arts, heritage, business and economic development experts, hosted by Mayor Jim Watson, occurred on the Friday afternoon preceding the Victoria Day holiday weekend. The large turnout and active engagement between these tourism knowledge experts was a testament to the interest in and importance of the cultural tourism sector in Ottawa. The following themes arose and were discussed at length during the session: Common Themes Develop a coordinated, collaborative partnership between Ottawa Tourism, community and cultural stakeholders, the City of Ottawa and other levels of government to partner on cultural tourism initiatives Work together to develop a comprehensive menu of local, quality cultural tourism products in the Ottawa area and include in existing destination marketing material Brand Ottawa to showcase its cultural tourism product - its artistic vibrancy, its natural and cultural diversity, its neighbourhoods and communities, the stories of its people from earliest times to the present all to complement and enhance Ottawas known national capital attractions Compelling Themes Develop a central, high profile one-stop welcome centre and gathering place for tourists and residents in the Byward Market that provides information on Ottawas culture, neighbourhoods and cultural tourism experiences Encourage the City of Ottawa, through the Mayors office, to take the lead role in pulling together the necessary resources to develop and market Ottawas cultural tourism product
Setting the Context

Imagine yourself as a tourist in Ottawa. What draws you here? What does the name Ottawa mean to you? Is Ottawa just the Parliament Buildings or is it more? What does this place called Ottawa mean to the 1,000,000 people living in the region? What are they most proud of? At a tourism booth, you collect information on things to see and do in Ottawa. In searching, you become aware of the richness and diversity that can be found in Ottawa; its Aboriginal history, vibrant neighbourhoods, rural communities, an urban core in close proximity to natural surroundings, and countryside roadways that in minutes take you to farmsteads where natural foods are produced. Each part of Ottawa has a distinct history and identity its own artists, street culture, restaurants and shops that reflect the diversity of the area. You experience Ottawa as Canadas capital, and much, much more!
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OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER CULTURAL TOURISM
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. Local Cultural Tourism Product i. Lead and work in partnership with the local arts, heritage and festival/fair community to identify, develop and package Ottawas local tourism-ready cultural products, attractions and activities that exist in each of the four seasons; and ii. Work with Economic Development and Ottawa Tourism to strengthen local cultural tourism marketing. 2. Local Cultural Tourism Gateway Develop a local cultural tourism gateway at Lansdowne Park, Ottawa City Hall or other appropriate location that: i. showcases and informs residents and visitors of all that Ottawas local cultural scene has to offer; ii. tells the full and rich story, through exhibition and programming, of Ottawa as a city, as a national capital, built on traditional Algonquin Anishinabeg land, settled by Anglophone and Francophone settlers and home to a diversity of peoples from around the world; and serves as a gathering place. 3. Neighbourhood Cultural Tourism Products and Marketing Partner with Ottawas Business Improvement Associations (BIAs) and community associations to identify, develop and market to tourists the unique cultural attractions, heritage streetscapes and landmarks, shops, activities, restaurants and nightlife that are found on a street level within Ottawas diverse neighbourhoods and villages. 4. Rural Cultural Tourism Develop three distinct, rural cultural tourism routes (rural west, east and south) and market to residents and visitors; encouraging rural arts, heritage and fair organizations, networks and businesses to partner with rural agritourism products and enterprises on unique packaging of rural experiences. Tourism packages could offer the combined experiences of: i. cultural landscapes and natural sites of ecological interest; ii. historic trails, roadways and rural architecture; iii. thematic tours that tell the real and colourful social histories of rural Ottawa; iv. fall fairs, community suppers and rural cuisine; v. rural museums and archives; vi. artist and artisan studios, traditional roots music sessions, rural theatrical activities and storytelling; vii. farms that sell produce and crafts; and viii. sacred sites and genealogical resources, ie. churches and cemeteries.
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5. Marketing Ottawas Unique Culture to Visitors and Residents Mount a cultural marketing campaign that packages and promotes the regions local and national cultural activity and attractions, in collaboration with Ottawa Tourism, the NCC and the City of Gatineau. This campaign will: i. highlight the Algonquin Anishinabeg history of the area, Ottawas unique identity as a cultural capital, its vibrant and bilingual local cultural scene and its diverse cultural neighbourhoods; ii. encourage visitors and residents to travel and experience Ottawa more fully; iii. connect with existing tourism packaging and promotion; iv. link rural and urban cultural experiences; and v. encourage residents to travel more within the diversity of Ottawa, ie. exploring ones own backyard.
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CULTURAL TOURISM / TOURISME CULTUREL Distinguished Host / Hte minent - Mayor Jim Watson, City of Ottawa / Maire Jim Watson, Ville dOttawa Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 : Lilly Koltun Chair / Prsident Bob Bowes Member / Membre Peggy Ducharme Member / Membre Participants: Julian Armour - Artistic and Executive Director / Directeur artistique et gnral, Music and Beyond Janik Aubin Robert Conservatrice, Musoparc Vanier / Curator, Vanier Museopark Alain Brosius - Agent de dveloppement conomique, RDE Ontario Est / Business Development Officer RDE Ontario Est Darrell Cox Officer, Economic Development, City of Ottawa / Dveloppement conomique, Ville dOttawa Antoinette Smith African Festival / Festival africain Michel Gauthier - President and CEO, Rideau Canal Festival / Prsident et directeur gnral, Festival du canal Rideau Bonnie Gray Executive Director, Ottawa Rural Tourism Council / Directrice gnrale, Conseil du tourisme rural dOttawa Jonathan Harris - Ontario Ministry of Tourism and Culture / Ministre du tourisme et de la culture de lOntario Jasna Jennings - Executive Director, Byward Market BIA / Directrice gnrale, Commerce du March By Trina Mather-Simard - President and General Manager / Prsidente et directrice gnrale, Aboriginal Experiences Tito Medina Singer-songwriter, cross-cultural communication / Chanteur-compositeur de chansons, communication interculturelle Peggy Nieghorn - Manager, Communications, Ottawa Convention Centre / Directrice des communications du Centre des congrs dOttawa Malcolm McCulloch Chair / Prsident, Opera Lyra Ottawa
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Daniel Simoncic - Directeur gnral / Executive Director, Festival franco-ontarien Christina Tessier Member, Arts, Heritage and Culture Advisory Committee, City of Ottawa / Membre, Comit consultatif sur les arts, le patrimoine et la culture Sylvie Tilden A/Director, Capital Interpretation and Commemoration, National Capital Commission / Commission de la capitale nationale
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Youth and Culture
Photo: David Barbour

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Youth and Culture

Common Themes Support stronger collaboration between educators and cultural producers: artists as educators Engage youth by supporting the connection between arts, community and social change within curriculum Create opportunities for youth to connect to each other and to the city outside of school networks Create more opportunities for Anglophone and Francophone youth to break down the linguistic barrier Engage and empower youth in the conversation about Ottawa's "Brand" Connect youth to local creative communities of interest by convening a city wide celebration of youth Focus youth arts sector's development on the cohort of youth who are between amateur and professional. This is where a lack of services is felt. Create a stream of dedicated youth funding that is dis-embedded from funding cycles and focused on quality/development of concept
Setting the Context

The high level of energy from participants was palpable as the group of mostly youth gathered for this focus group. Their energy was more than matched by the distinguished host, former Governor General Michalle Jean who demonstrated her commitment and belief in youth throughout the morning session. Her inspirational words at the outset and closing of the session served as a call for participants to claim their place and lift their voices as willing contributors focused on building a bold future for Ottawa. Youth spoke of the need to break down barriers; between Anglophones and Francophones; between schools and the community they operate in; between the pursuit of arts and academics. One of the challenges from the host that seemed to embolden everyone that morning was to help the city to become audacious; to imagine Ottawa as a living, vibrant, bold city where its diversity and its arts and culture scene were celebrated, embraced and trumpeted with pride.
Compelling Themes Youth festival Big scale implicating youth from around the city o Connection between youth and local scene o City as convener Missing middle Gap between education and career Gap between amateur and professional
We cannot disconnect from elders
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OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER YOUTH AND CULTURE
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. Catalyst Network and School Board Curricula Increase the capacity of Catalyst (Ottawas arts education network) to: i) work and connect in both official languages (English and French); ii) work with arts consultants/representatives from all local School Boards (Ottawa Carleton District School Board, Ottawa Catholic School Board, Ottawa French Language Catholic School Board, Ottawa French Language Public School Board) to develop trusted policies and guidelines focused on connecting community arts/arts education organizations with Boards; and iii) identify opportunities within the current Ontario provincial elementary and secondary curricula for cultural community collaboration. 2. Arts and Culture in Ottawas Franco-Ontarian Schools La Table Arts et ducation de lOntario Support the work of La Table Arts et ducation de lOntario, a working group coordinated by the Alliance culturelle de lOntario. This working group brings together representatives from the Franco-Ontarian educational, cultural and artistic sectors to foster and enhance the integration of Franco-Ontarian arts and culture in Franco-Ontarian schools. 3. Community Arts Support youth-focused programs that use the creative arts to develop local young people as artists, active citizens and agents of change by: i) seeding a collaborative network that connects grassroots youth organizations such as Youth Services Bureau of Ottawa, the Door Youth Centre, Sketch Orleans, Osgoode Youth Association http://www.ysb.on.ca/ http://www.thedooryouthcentre.com/ http://www.sketchorleans.com/en/ http://www.o-ya.ca/ with community arts players such as MASC, House of Paint, Ottawa Urban Arts, Young at Art, the initiatives of the Fdration de la jeunesse franco-ontarienne (FESFO) such as the ExplArt project, and the Citys Community Arts Program initiatives http://www.masconline.ca/11/MASC.html http://www.hop613.com/ http://www.ottawaurbanarts.com/ http://www.ottawa.ca/residents/arts/for_artists/opportunities/young/index_en.html http://fesfo.ca/explart/ http://www.ottawa.ca/residents/arts/courses_workshops/leadership/community_arts_en.html ii) supporting a local Blueprint 4 Life initiative (http://www.blueprintforlife.ca/) in an identified at-risk community that uses hip-hop as a community development tool and a model for alternative education and healing.
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4. Youth-Focused and Led Cultural Space Transform an existing, local, under-used place into youth-focused cultural space that houses various cultural programs/initiatives including a youth-led cultural enterprise developed in partnership with Ottawas Collaborative for Innovative Social Enterprise Development (CISED). 5. Cultural Leadership Training Ensure Ottawa has quality opportunities for youth focused on cultural leadership training by: i) supporting municipal and community-based cultural leadership training programs; and ii) connecting further with Youth University to integrate a strong cultural (arts and heritage) component into its expansion. (http://www.socialsciences.uottawa.ca/ujeunesse-youthu/eng/) 6. Careers in Culture Work with: i) the Cultural Human Resources Council, local School Boards, Universities and Colleges to increase awareness and distribution of the excellent Careers in Culture website and booklets (www.culturalhrc.ca/careersinculture/default-e.asp). ii) the Alliance culturelle de lOntario and the Fdration de la jeunesse de lOntario to develop the Carrires en Arts initiative and to distribute its resulting tools in local schools. This initiative aims to employ video clips that will make young Franco-Ontarians more aware of artistic career paths.
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YOUTH AND CULTURE/ LES JEUNES ET LA CULTURE Distinguished Host / Htesse minente The Right Honourable Michalle Jean, Co-President, Michalle Jean Foundation and UNESCO Special Envoy to Haiti / La trs honorable Michalle Jean, Coprsidente, Fondation Michalle Jean et Envoye spciale de l'UNESCO pour Hati Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres du Comit de pilotage pour le Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020: Lilly Koltun Chair/ Prsidente Brad Morden Member / Membre Participants: Caleb Abbott - Community Arts, City of Ottawa / Arts communautaires, Ville dOttawa Olivier Beaulire Ancien tudiant / Former student, cole secondaire publique De La Salle Elliot Blaney - Osgoode Youth Association / Association des jeunes dOsgoode Madeleine Boyes-Manseau Youth Infringement Theatre Festival / Festival du thtre Youth Infringement Emilie Bruneau tudiante / Student, cole secondaire publique De La Salle Julia Bueneman - Youth Infringement Theatre Festival / Festival du thtre Youth Infringement Catherine Corriveau tudiante / Student, cole secondaire publique De La Salle Camilla Dinardo Young at Art Visual Artist / Artiste visuelle dArtistes en herbe Valerie Fenske ArtsSmarts and Residency-Arts Outreach Co-ordinator / Coordonnatrice GnieArts et des residences dartistes, MASC Narmeen Hashim Ottawa Urban Arts and Operation Come Home / Opration rentrer au foyer Merrilee Hodgins - The School of Dance Yaovi Hoyi Hiphop artist / Artiste hiphop Brahm Lewandowski Museum Administrator, Cultural Services, City of Ottawa / Administrateur, Muses, Ville dOttawa Amanda Lewis Ottawa School of Speech and Drama Natasha Mazurka Algonquin College Ixchel Medina - Artist / Artiste
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Leah Myer Entrepreneurship Centre, Ottawa Centre for Research and Innovation / Centre dentrepreneuriat, Centre de recherche et dinnovation dOttawa Nina Ninette Youth Singer / Performer Ferline Regis - Singing Instructor / Vocal Coach / Singer Pier Rodier - Compagnie Vox Thtre, Catalyst Martine Sabushimike Youth Dancer Lily Yang Young at Art Visual Artist / Artiste visuelle dArtistes en herbe
Photo: David Barbour
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Francophone Arts, Heritage and Culture
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Francophone Arts, Heritage and Culture

Focus group participants were in general agreement on the discussion papers proposed strategies, but they expressed the need to develop a bigger and bolder long-term vision for culture. The idea of holding a convention on culture was mentioned several times. Common Themes Explore the idea of organizing a convention on culture in Ottawa that would bring all cultural stakeholders together (Anglophone and Francophone) Complete the cultural development project near King Edward Avenue and Rideau Street (quartier des spectacles): the redevelopment of Arts Court, expansion of La Nouvelle Scne and introduction of space for the Alliance Franaise and the Centre dexcellence artistique De La Salle Establish a specific strategy to preserve Franco-Ontarian heritage, which includes: o o Built and religious heritage Names and designations
Setting the Context

Ottawas various cultural stakeholders rarely have an opportunity to meet. Day after day, their hands are full trying to ensure their longevity and making themselves heard. Francophones have richly contributed to Ottawas heritage, helping to build its history and making the city what it is today. Preserving this Francophone heritage and promoting FrancoOntarian culture continues to be a challenge for Ottawas cultural workers. Focus group participants expressed the desire to maintain a dialogue and close partnership with the Anglophone cultural community. The support of the Anglophone community is vital for the development and recognition of Ottawas Francophone community, which seeks to be acknowledged not solely for its presence or distinct history but as an asset to Ottawa.
Ensure fair, adequate and targeted funding for Francophone artists and cultural organizations, keeping in mind their distinct minority status, and promote increased accountability in that respect
Compelling Themes Develop a brand identity for the city that also includes a distinct brand image for Francophone culture Ensure that artists are involved in all strategies and actions Recognize the Francophone culture, history and traditions in the city of Ottawa
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OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER FRANCOPHONE ARTS, HERITAGE AND CULTURE
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. Appreciation of Francophone Culture Join with appropriate partners to promote knowledge of the history, heritage and culture of Ottawas Francophones by developing information campaigns, commemorative initiatives and promotional events emphasizing the value of the Francophone minority. i. Promote the Raconte-moi Ottawa website. ii. Develop a web portal for Francophones on the City of Ottawa website where the information posted is not a translation of the English site but material created in response to their specific needs. 2. Build Capacity in the Local Francophone Cultural Community Create a regional Francophone cultural committee to function as a voice for artistic and heritage communities. The group could establish an investment fund to build capacity in Ottawas Francophone cultural organizations and support the development of its artists and cultural workers. 3. Upgrade and Expand La Nouvelle Scne Encourage, support and provide municipal capital funding to the upgrade and expansion of La Nouvelle Scne, Ottawas Francophone theatre centre. Mechanical, electrical and architectural improvements as well as expanded bistro, office and rehearsal space are required. 4. Francophone Cultural Services Offering Work with the community and Cultural Services to provide an expanded and comparable active offering of cultural services in all sectors of the city, particularly in the west end where there is increasing demand for French services. Ensure that these services are designed and delivered by Francophones, as stated in the City of Ottawas Bilingualism Policy. 5. Welcome a Growing Diversity Work with the appropriate partners to include new Francophone immigrants to Ottawa so that they can flourish and contribute to the local Francophone culture. i. Encourage and facilitate partnerships and collaboration between established artists and cultural organizations and new Francophone immigrant artists and cultural organizations. ii. Improve the promotion of cultural funding programs and make them more accessible to cultural organizations and artists belonging to Francophone racial and ethnocultural minorities.
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LES ARTS, LE PATRIMOINE ET LA CULTURE FRANCOPHONE Htesse minente Lhonorable Madeleine Meilleur Ministre des Services sociaux et communautaires, ministre dlgue aux Affaires francophones et dpute dOttawa-Vanier Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 / Ottawa 2020 Arts and Heritage Plan Steering Committee Members Richard Lebel Membre/ Member Jacqueline Pelletier Membre/Member Participants: Jol Beddows Metteur en scne et professeur agrg, Dpartement de thtre, Universit dOttawa Rene Bertrand Gestionnaire, Direction des services en franais, Ville dOttawa Shahla Bahrami Artiste et directrice gnrale, Centre dartistes Voix Visuelles Marie-Claude Doucet Directrice gnrale, MIFO Roger Farley Prsident, Centre multiservices francophone de louest dOttawa Nicole Fortier Prsidente, Socit franco-ontarienne du patrimoine et de lhistoire dOrlans Paulette Gagnon Travailleure culturelle John Kongolo - Directeur excutif, Magazine cho francophone lise Lefebvre Directrice administrative, Thtre du Trillium Marcel Morin - Directeur, cole secondaire publique De La Salle Jean-Yves Pelletier Expert-conseil en patrimoine Andrena Pierre Membre du Conseil dadministration, Kombite Outaouais (Hati en fte) Dominique Saint-Pierre Directeur de la programmation francophone / programmation pour les ans francophones, MASC Jean-Louis Schryburt Membre du Comit consultatif des services en franais, Ville dOttawa Jean-Marie Vianney Animateur, mission Jambo, CHUO Suzanne Valiquet Directrice excutive, Association des marchands du Quartier Vanier Zuni Luc Azuq Magazine chofrancophone
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Cultural Places and Spaces
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Cultural Places and Spaces

The participants in this focus group collectively brought extensive experience and expertise in cultural facility development, cultural heritage, artistic practice and cultural/creative development to the table. Common and compelling themes that emerged from their work together are as follows: Common Themes Need for more community-based cultural facilities that meet multiple, integrated needs and are situated in neighbourhoods, clusters, and districts Normalize and encourage the re-use of heritage buildings through strong policy and practice; and be proactive in the recognition and designation of heritage places and spaces Provide seed investment to initiate the creation of an arms length arts and culture development authority for Ottawa that focuses on cultural facility and cluster development, similar to Torontos Artscape Provide financial incentives to private developers and funding to non-profit community organizations for cultural facility development /operation, preservation of heritage buildings and places, and leasing/renting of private spaces for cultural use Compelling Themes Need for in-house archaeological expertise at City of Ottawa and meaningful update of archaeology master plan in partnership with National Capital Commission and Parks Canada Recognize First Nations, Inuit and Mtis as unique but integrate into all initiatives Designate an artist to participate in each city planning initiative, as in Vancouver Support existing neighbourhood, cultural cluster pilot projects in Manotick and Hintonburg Leverage Ottawas Light Rail Transit (LRT) project for development of cultural spaces, hubs, artist live-work space, PALs (performing arts lodges for senior, retired artists)
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Setting the Context

Making choices and decisions about cultural places and spaces in a city is vital. The way we treat and care for heritage buildings and spaces is key to preserving our cultural heritage and fostering authenticity. At the same time, normalizing adaptive re-use of heritage places can provide space to present and celebrate the vibrancy of Ottawas contemporary art and culture. As in other focus groups, the importance of neighbourhoods emerged. Neighbourhoods, creative clusters and districts were identified as the places that can spark broad revitalization, while at the same time, preserving and developing local culture. Although integrated planning is crucial, and pilot projects can increase awareness and provide momentum, municipal policies and seed investment are required to guide and to enable. Incentives for cultural facility development are needed. Synergies among community needs for cultural space should be sought.
OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER CULTURAL PLACES AND SPACES
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA LOCAL CULTURAL FACILITY DEVELOPMENT, REDEVELOPMENT AND REPURPOSING 1. Sustainable Source of Municipal Funding Establish a sustainable source of municipal funding that supports local cultural facility development and redevelopment (indoor, outdoor and natural space), ie. a dedicated reserve fund, access to development charges, a levy on federal cultural institutions located in Ottawa. 2. Municipal Cultural Capital Funding Program Develop and sustain a municipal cultural capital funding program that leverages additional sources of funding and supports the maintenance, conservation, improvement, retrofitting, development and redevelopment of local indoor, outdoor and natural cultural space, both City and community-owned. 3. Private Sector Incentives Provide developers with zoning and other incentives for inclusion of cultural space within development and redevelopment projects. Provide incentives that encourage owners of private facilities (e.g. Barrymores Music Hall, Saint Brigids Centre for the Arts) to allocate space for public cultural use. 4. Artist Live-Work Space Pilot Project Implement a pilot project in collaboration with the Citys Housing Services Branch to develop Ottawas first municipal artist live-work scenario. 5. Six Existing and/or Legacy Municipal Cultural Facility Initiatives Encourage, support and seed the funding of 6 existing/legacy partnered cultural facility initiatives as Ottawa landmarks, community gathering places and tourism attractors: i. Arts Court Redevelopment Project Space for professional cultural production and presentation in the media arts, performing arts, visual arts and multidisciplinary/interdisciplinary arts initiatives; ii. Concert Hall - An 800-seat concert hall with acoustics specifically for music in the downtown core; iii. La Nouvelle Scne Upgrade and Expansion Mechanical, electrical and architectural improvements combined with expanded bistro, office and rehearsal space for this francophone theatre centre; iv. Ottawa Art Gallery - Expansion and relocation of Ottawa Art Gallery to Lansdowne Park Redevelopment project; v. Ottawa Preservation Centre Space for adequate conservation, preservation and storage of community and municipal archaeological, arts, heritage, and museum collections, incorporating public education, research and teaching space; vi. Ottawas Heritage Gateway A comprehensive public interpretation centre that focuses on the full and rich history of Ottawa as a city, as a national capital, built on traditional Algonquin Anishinabeg land, settled by Anglophone and Francophone settlers and home to a diversity of peoples from around the world.
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6. Places and Spaces that Present Local First Nations, Inuit and Mtis Culture Work together with Aboriginal cultural education centres, friendship centres and organizations in Ottawa to identify and support places and spaces that connect audiences to First Nations, Inuit and Mtis art, heritage and cultural performance, exhibition, presentation and learning. 7. New Central Ottawa Public Library Encourage and support the development of a new central Ottawa Public Library, and consider the incorporation of complementary, local cultural space within this new development. LOCAL CULTURAL HERITAGE 8. Archaeological Master Plan Collaborate with the NCC, Parks Canada, Public Works, the Province of Ontario, the City of Gatineau, the Algonquins of Ontario and Algonquin Anishinabeg First Nation communities to develop and adopt a master plan for archaeological resources in Ottawa that includes: i. an inventory and evaluation of known archaeological resources; ii. an inventory of areas with archaeological resource potential; iii. mapping of these inventories onto the Citys GIS database; iv. a step by step process for managing these resources; and v. advice within a clear, logical framework based on an historical analysis of the City and using international best practices for the preparation of cultural resource management plans. 9. Cultural Heritage Landscapes Identify, inventory and preserve cultural heritage landscapes that are an integral part of Ottawas landscape and a symbolic identity of local community. 10. City-Owned Heritage Buildings Protect, improve, maintain and manage City-owned heritage buildings in a manner that furthers the heritage objectives and policies of the Official Plan and the Ottawa 20/20 Heritage Plan, and sets a standard of leadership for the community in the conservation of heritage buildings. 11. Adaptive Re-Use of Historically Significant Buildings Develop and implement a municipal policy that: i. gives priority to the adaptive re-use of City-owned heritage buildings to meet the Citys own accommodation needs in lieu of constructing or leasing new buildings; ii. makes City-owned heritage buildings available to accommodate cultural and other uses in order to preserve their architectural integrity and maintain historical connections to the community; and iii. provides incentives to developers, the private sector and non-profit organizations for the adaptive re use of non-City-owned historically significant buildings and structures in rural and urban areas. LOCAL CULTURAL NEIGHBOURHOODS AND CLUSTERS 12. Cultural Neighbourhoods, Clusters and Districts Partner with the private sector and local communities to support and nurture rural, suburban and urban cultural clusters and districts that encourage public interaction, protect heritage neighbourhood and rural community character, attract tourists, integrate with business in the area through Business Improvement
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Areas (BIAs), revitalize neighbourhoods and provide affordable and accessible space for creative work (e.g. QUAD Quartier des artistes Arts District in Hintonburg/Mechanicsville, Central Arts and Theatre District, Manotick Mill Quarter). 13. Transformation of Under-Utilized Buildings into Community Cultural Assets Explore a working partnership with Artscape (Canadas leading practitioner in multi-tenant space development for the arts and culture sector) to transform identified underutilized buildings in Ottawa into dynamic community cultural assets that catalyze neighbourhood growth, culture-led regeneration and transformation, on a pilot basis.
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CULTURAL PLACES AND SPACES / LIEUX ET ESPACES CULTURELS Focus Group Participants / Participants pour le groupe de discussion Distinguished Host / Hte minent Barry Padolsky, Leading architect / Architecte de renomm Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 : Bob Bowes Member, Ottawa 20/20 Arts and Heritage Plan Renewal Steering Committee / Membre, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Brad Morden Member, Ottawa 20/20 Arts and Heritage Plan Renewal Steering Committee / Membre, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Participants: Susan Annis Executive Director, Cultural Human Resources Council / Directrice gnrale, Conseil des ressources humaines du secteur culturel Linda Balduzzi Executive Director, Ottawa Arts Court Foundation / Directrice gnrale, La Fondation de la Cour des arts dOttawa Carlie Chase Director of Initiatives / Directrice dinitiatives, Wabano Centre for Aboriginal Health Dr. Claudia Chowaniec Member, Board of Directors, Ottawa Art Gallery / Membre, Conseil dadministration, La Galerie dart dOttawa Elaine Condos Division Manager, System Wide Services and Innovation Division, Ottawa Public Library / Directrice, Services centraliss et Innovation, Bibliothque publique dOttawa David Flemming President, Heritage Ottawa / Prsident, Patrimoine Ottawa Annie Hillis Executive Director / Directrice gnrale, Wellington West BIA Danny Hussey President / Prsident, Enriched Bread Artists (EBA), Artist / Artiste Sharon Jeannotte Member, Arts, Heritage and Culture Advisory Committee / Membre, Comit consultatif sur les arts, le patrimoine et la culture Brian Laurie-Beaumont Heritage consultant / Conseiller en patrimoine, Dickinson Square Heritage Manotick Inc. Stuart Lazear Co-ordinator, Heritage Services, City of Ottawa / Coordonateur, Services du patrimoine, Ville dOttawa Leanne LHirondelle Director-Curator, Gallery 101 / Directrice-conservatrice, Galrie 101
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Maggie McCoy Member / Membre, Ottawa Friends of the Concert Hall Glenna Roberts President, Ontario Archaeological Society, Ottawa Chapter / Prsidente, La Socit ontarienne darchologie, Chapitre dOttawa Mike Steinhauer Director, Bytown Museum and President, Council of Heritage Organizations in Ottawa / Directeur, Muse Bytown et Prsident, Conseil des organismes du patrimoine dOttawa
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Culture and the Creative Economy
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Culture and the Creative Economy

The participants in this focus group articulated a number of common and compelling themes that invite Ottawa to step out on the edge and make use of the creativity that is present and alive in the citizens of Ottawa. Common Themes Support the development of the necessary spaces that stimulate collaboration and integration of economic opportunity, community gathering and culture Arts Court Redevelopment as a key strategic project Quartier des Spectacles, perhaps around the King Edward and Rideau area Incubation space to seed culture in all sectors, not just digital media A Culture House with 24/7 broad accessibility for all In reality, the arts and culture scene in any city is intertwined with its economic success. Artists are key producers of products for public consumption; both for the local population and for tourists. Creativity and innovation is at the heart of economic growth. How then do we nurture and foster the creative economy in Ottawa? Rather than treat economic and cultural realities differently, what would happen if Ottawa actively brought the two realities together, seeking out opportunities to connect and enhance both the economic and cultural realities of Ottawa.
Setting the Context

We have a tendency to separate arts and culture from business. We speak of them as two different realities and, as a consequence, arts and culture often take a back seat.
Develop an Ottawa brand that reflects an exciting, plurilingual, intercultural city that is aimed at local Ottawa and the world as well, in partnership with Economic Development Market Ottawa's brand more aggressively to LOCAL audiences Develop a position akin to a "Chief Cultural Officer" at the city someone with the voice and charisma who can represent the sector at a CEO level
Compelling Themes
Package and market local cultural investment opportunities to private investors Engage new Canadians more fully in cultural industry development Develop a city wide arts body, networked or amalgamated, into one solid arms length authority in partnership with leading arts organizations The Role of the City The City can embrace its role as convener and take an active role in connecting ambassadors, embassies and consulates with the local cultural community
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Actively solicit private investment in the sector, similar to a trade commission for culture
OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER CULTURE AND THE CREATIVE ECONOMY
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. Ottawas Cultural Industry Cluster Collaborate with the City of Ottawas Economic Development Branch, the Ottawa Centre for Research and Innovation (OCRI), Carleton University and the University of Ottawa to: i. identify and map Ottawas arts, heritage and cultural industries as an emerging economic cluster (publishing, broadcasting, architecture, design, music and sound recording, film-animationtelevision, performing/visual/media/literary arts, festivals, heritage, arts/heritage supply firms etc.); ii. perform focused research and analysis on the economy, economic impact and ecosystem of this cluster in the community. 2. Cultural Entrepreneurship Work with and support collaboration between OCRIs Entrepreneurship Centre and Ottawas cultural service organizations to support and develop business capacity within cultural industries. 3. Innovation (Lead to Win Program) and Cultural Enterprise i. Work with Ottawas new Collaborative for Innovative Social Enterprise Development (CISED) and the Causeway Work Centre to develop capacity for a more sustained presence for enterprise within the cultural community, helping Ottawa entrepreneurs make informed decisions about starting and growing local cultural non-profit and for-profit enterprises. ii. Collaborate with the City of Ottawas Economic Development Branch, OCRI and the Innovation Leadership Team to develop a keystone organization within the Lead to Win program/strategy that focuses on cultural industry needs, gaps, opportunities and overall health. 4. International Trade Missions, Exchanges and Creative Talent Explore with OCRI, Ottawas artists and cultural industries, foreign embassies, Ottawas diplomatic community (beginning with the European Union diplomatic corps) and Ottawas diverse expatriate communities to incorporate Ottawas cultural products/sector within international trade missions in order to: i. encourage incoming and outgoing investment, trade and exchange opportunities that help to diversify and grow the local economy; ii. support cultural and creative exchanges between cities and countries; and iii. attract international creative talent to Ottawa. 5. Digital Media Consortium and Lab Support and partner with Economic Development, Generator (digital media cluster), the Ottawa Film and Television Development Corporation and other industry players (private, non-profit media arts) on the piloting of a digital media consortium and lab in Ottawa - a catalyst project aimed at contributing to the identification of Ottawa as a competitive global hub for innovation and knowledge-based talent.
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CULTURE AND THE CREATIVE ECONOMY / LA CULTURE ET LCONOMIE CRATIVE Distinguished Host / Hte minent Akash Sinha, President / Prsident, Dharma Developments; 2010 CAO Business and the Arts Award Recipient / Prix de reconnaissance en affaires du CAO 2010 Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 : Richard Lebel Member / Membre Participants: Fernand Ackey - Charg de projet d'intgration par les arts, Association des professionals de la chanson et de la musique Michael Ayukawa Founder / Fondateur, Cornerportal Dr. Tony Bailetti - Director, M.Eng. in Telecommunications Technology Management (TTM) program, Carleton University, Lead to Win Program Roch Brunette Ottawa Gatineau Film and Television Development Corporation / Socit de developpement du film et de la tlvision dOttawa-Gatineau Chrystia Chudczak Member, Arts, Heritage and Culture Advisory Committee / Membre, Comit consultative sur les arts, le patrimoine et la culture John Criswick Founder and CEO/ Fondateur et PDG, Magmic Mobile Entertainment; Owner/Propritaire, Mercury Lounge Sheilagh Doherty Co-ordinator, Strategic Support, Economic Development, City of Ottawa / Coordonatrice, Soutien stratgique, Dveloppement conomique, Ville dOttawa Simon Gittens Foreign Affairs and International Trade Canada (DFAIT) / Affaires trangres et Commerce international Canada DFAIT Robert Lavigne Member, Board of Directors / Membre, Conseil dadministration, Aboriginal Professionals Network Jessica Lax Collaborative for Innovative Social Enterprise Development (CISED) Benjamin Leboeuf Coordonateur des projets et des vnements / Co-ordinator of Projects and Events, Regroupement des gens daffaires de la capitale nationale Penny McCann Director / Directrice, SAW Video Production Co-op; Artiste / Artist Ryan Stec Artistic Director / Directeur artistique, Artengine; Artiste / Artist
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Public Art and Commemoration
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Public Art and Commemoration

This focus groups challenge was to address two unique yet connected themes public art and commemoration. Diverse participants came together - some with public art expertise, some expert in the practice of commemoration and naming, and others working in settings that addressed both. Here are the themes that emerged from discussions held by participants of this focus group: Common Themes Develop a public art master plan that addresses Ottawas full geographic scope and provides for better co-ordination between government levels. An improved and comprehensive municipal public art policy is required , including greater ability to pool 1% for art funds for larger, key projects Create an arms-length committee for municipal commemoration and naming to ensure an open and transparent process, provide mechanisms for community input and give priority to historic commemoration Adopt a wider definition of public art that includes diverse professional practice, temporary installation, performance art , murals, graffiti, new technologies, and work by emerging artists Develop complementary mechanisms to fund public art including a billboard tax (as in Toronto) and a 1% for art attached to private development
Setting the Context

There was concern around recent ad hoc approaches to commemoration, naming and renaming at the municipal level. It was suggested that the Citys Public Art Program had been much more successful in its process and results in the recent past. There was strong engagement and excitement from some participants who requested further, longer opportunities to gather, discuss and focus on these themes. Another sentiment also came across, suggesting that arranged marriages between public art and commemoration could be destructive and, in fact, constraining. Greater public awareness and education around both public art and commemoration are required. Telling our stories, reflecting community, and responding to community are essential.
Compelling Themes View Ottawa not solely as a National Capital and not as a city of institutions, but as a city of communities that need to be celebrated. Define Ottawas identity ourselves for ourselves (not only for tourists) and build local pride. Create and install more commemorative plaques and maps to celebrate Ottawas local people, places, homes and experiences Various layers of government are overlapping their efforts and better coordination is required Commemorate intangible heritage through public art
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OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL DISCUSSION PAPER PUBLIC ART AND COMMEMORATION
POTENTIAL STRATEGIES, SOLUTIONS AND ACTIONS FOR OTTAWA 1. Public Art Vision Work with partners and community to develop a local public art vision for Ottawa that aims to transform public places; create unique communities; collect and protect Ottawas artistic heritage; reflect local values, history, culture and the surrounding landscape; interact with the public in engaging ways; and significantly contribute to the aesthetic parameters of Ottawas design. 2. Municipal Public Art Policy Work with internal and external partners to develop, approve and implement a comprehensive municipal public art policy that ensures adequate and appropriate mechanisms are put in place to meet the professional standards required for: i. the regular, active and professional collection, documentation and exhibition of Ottawas local artistic work; ii. the visioning, planning and implementation of a growing percent for art commissioning program aimed at positively transforming public places; iii. the responsible maintenance and preservation of Ottawas Fine Art Collection (held in trust for the people of Ottawa), linking this function to life-cycle maintenance; and iv. the provision of incentives to private developers to incorporate public art into new development. 3. Municipal Commemoration Vision Work with partners and community to develop a local commemoration vision for Ottawa that describes our connections to the past, hints at our aspirations for the future, expresses community and individual values, contributes to telling the Greater Ottawa Story, engages the public in interesting ways and helps to create a sense of place. 4. Municipal Commemoration Policy Work with internal and external partners to develop, approve and implement a comprehensive municipal commemoration policy that: i. meets professional, best-practice standards for commemorative naming and interpretation; ii. encourages and nurtures citizen and community engagement; iii. includes commemorative monuments, memorials, plaques, place names and interpretation; iv. nurtures commemorative partnerships with other agencies such as the National Capital Commission and Parks Canada; v. provides adequate resources and mechanisms to successfully implement commemorative projects; and ensures the responsible maintenance and preservation of municipal and community commemorative projects, linking this function to life-cycle maintenance. 5. Public Art and Commemoration in Municipal Public Transportation Projects Develop, approve and implement significant municipal public art and commemorative initiatives within municipal public transportation projects.
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6. Street Art and Murals Work with Ottawa Urban Arts, them.ca, and House of PainT to research, photodocument, catalogue, publicly exhibit and tell the story of Ottawas notable street art and murals. 7. Rideau Canal Work in partnership with the National Capital Commission, Parks Canada, and Agriculture Canada on commemorative initiatives related to the Rideau Canal Corridor (a UNESCO World Heritage Site) in order to tell the story of the Canals importance locally, nationally and internationally. 8. Lansdowne Park Ensure that the new Lansdowne Park development project includes authentic commemorative and interpretative initiatives related to the sites long, valued history and importance to Ottawas civic realm. 9. Synergy Between Public Art and Commemoration Identify opportunities during vision and policy development to strengthen connections between public art and commemoration while ensuring that best-practice professional standards for each remain.
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PUBLIC ART AND COMMEMORATION / ART ET COMMMORATION PUBLICS Distinguished Host / Hte minent Adrian Gllner - Leading artist / Artiste de renomm Ottawa 2020 Arts and Heritage Plan Steering Committee Members / Membres, Comit de pilotage, Renouvellement du Plan pour les arts et le patrimoine Ottawa 2020 : Alexandra Badzak Member/ Membre Lilly Koltun Chair / Prsident Participants: Pam Buell Manager of External Relations, Eastern Ontario Field Unit, Parks Canada / Gestionnaire des relations externs, Unit de gestion de lEst, Parcs Canada Heather Campbell Visual artist / Artiste visuelle Thin Meiw Alek Choo President and Co-Founder/ Prsident et cofondateur, Ottawa Asian Heritage Month Society Lynda Cronin Visual artist / Artiste visuelle Cassandra Dickie Ottawa Urban Arts Sandra Dyck Curator / Conservatrice, Carleton University Art Gallery Bruce Elliott Historian, author, professor at Carleton University / Historien, auteur, professeur lUniversit Carleton Anna Frlan Visual artist / Artiste visuelle John Heney Founding president / Prsident fondateur, Friends of the City of Ottawa Archives Ravi Mehta Program Manager, Municipal Design and Construction, City of Ottawa / Gestionnaire de programmes, Conception et construction municipal, Ville dOttawa Jane Moore Poets Pathway Rebecca Moore Former Canadian Conference of the Arts Karen Nesbitt Cultural Planner, Public Art, City of Ottawa / Planificatrice culturelle, Art public, Ville dOttawa Lorraine Pierce-Hull Co-ordinator, Commemorations and Public Art, National Capital Commission / Coordonatrice, Commmorations et art public, Commission de la capitale nationale
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John Reid British Isles Family History Society of Greater Ottawa Henriette Riegel Member, Board of Directors, Council of Heritage Organizations in Ottawa and Currency Museum of Bank of Canada / Membre, Conseil dadministration, Conseil des organismes du patrimoine dOttawa et Muse de monnaie de la Banque du Canada Jean-Yves Vigneau Artiste visuel / Visual artist
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Overarching Themes
The following section presents the overarching themes that surfaced in all eleven Arts and Heritage Plan Renewal Focus Groups. These threads were interwoven throughout the dialogues and while they were not necessarily captured in the data generated by the focus groups; they appeared in some form in all of the focus groups. For this reason, they have been identified as overarching themes. These themes are presented and under each theme, there are a number of actions/strategies for the City of Ottawa to consider. There were 5 overarching themes: 1. Cultural and Creative Places and Spaces 2. Ottawas Unique Identity 3. Cultural Leadership and Roundtable 4. Greater Arms Length Approach 5. Resources, Incentives and Funding
1. Cultural and Creative Places and Spaces Ottawa is outgrowing its cultural infrastructure and needs to accommodate its citizens with more diverse public spaces for gathering, performance, demonstration, creation, exhibition, production, collection, conservation and sharing. Therefore it is important that the City: Ensure a supply of affordable, accessible and sustainable cultural spaces as well as ensure that all citizens/communities (Indigenous, Aboriginal, Anglophone, Francophone, New Immigrants, Youth) have access (subsidy, underused, existing spaces); Invest in existing places and spaces; Develop new cultural spaces to meet needs; Sustain existing rural cultural spaces and places (built and natural); Normalize re-use of heritage buildings and religious spaces; Be proactive in recognition/designation of heritage; Support cultural clusters and public gathering spaces for cultural expression and enjoyment (quartier des spectacles, quartiers culturels); Create a master plan for public art and a master plan for archaeology;
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Foster interdisciplinary approaches and create possibilities for incubation; Connect youth cultural work into other places (not just schools).
2. Ottawas Unique Identity Ottawa needs to discover and take pride in its identity as a vibrant capital city with many distinct neighbourhoods, built on traditional Algonquin Anishinabeg land, settled by Anglophone and Francophone settlers and home to a diversity of peoples from around the world. Ottawa is Canadas Capital and so much more. It is important to respect and celebrate all that is unique about our city: National Capital, Indigenous, Aboriginal, bilingual, people from around the world, dynamic local arts scene, unique history and heritage, distinct neighbourhoods and villages urban, suburban and rural, surrounded by farms and nature, thriving culinary scene. The City of Ottawa can: Celebrate its long and rich history from first Aboriginal peoples to today; Appreciate its rich and diverse heritage (tangible and intangible) from first Aboriginal peoples to today; Break the sleepy, federal government town image; Recognize and market Ottawas distinct local identities, communities, neighbourhoods, villages, and landscapes; Promote and celebrate the Franco-Ontarian identity and culture in Ottawa; Identify and market Ottawas distinct culture and cultural products; Commemorate Ottawas distinct history, people, events (commemoration)and Ottawas geography/environment (cultural and natural, urban and rural) Acknowledge and welcome its multiple, diverse and distinct cultural voices sometimes confluent, sometimes diverging - all wanting to be part of the dialogue of making Ottawa the best place to live, work and play; Brand the story of the city and its neighbourhoods; Get the word out about how amazing Ottawas local scenes are define these for ourselves, tell our own residents (tell urban citizens about rural treasures etc.), build local pride and then tell the world.
Recognition and Honouring of First Nations, Inuit and Mtis Identity There was an overall appreciation of the presence of First Nations, Inuit and Mtis participants throughout the focus groups, and acknowledgement that the City of Ottawa was built on traditional Algonquin Anishinabeg land. The introduction to each focus group included a summary of Ottawas rich cultural background. Many participants spoke of the importance of rendering our Aboriginal history and current reality more present.
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3. Cultural Leadership and Roundtable The City of Ottawa has a fundamental leadership role in acknowledging, cultivating, promoting, supporting and celebrating the dynamic arts, culture and heritage reality in Ottawa. It can play a vital role in bringing people together to create robust dialogue and intensify productive networks. The concept of a cultural roundtable is crucial, with the City playing a dynamic role as convener. One of the most challenging realities facing Ottawa today is to create unity amongst its very diverse citizens and yet recognize the unique place of each part of its citizenry. The City is invited to recognize the uniqueness of each piece, resist the temptation to harmonize everything, and allow for differentiation based on uniqueness/unique needs/unique approaches. The City: Has convening power to bring parties together in order to stimulate greater communication and collaboration between all government levels (municipal, provincial, federal, NCC), Ville de Gatineau, private sector, non-profit; Can facilitate the breaking down of silos and barriers; Can bring together all various, diverse pieces of Ottawas broad cultural sector to connect, learn, dialogue, share, discuss, and develop collectively; Can promote communication between artists and communities (public art); Can connect cultural sector with other sectors (economy, tourism, embassies); Can create a platform where creative minds, artists, decision-makers come together; Can facilitate focused discussion among Francophone cultural communities who want more time to talk amongst themselves and then connect with others; Can assist in breaking down barriers and promoting openness and inclusiveness (between Anglophone and Francophone, Rural and Urban, Aboriginal and non-Aboriginal, all people); Can respond and commit to building the capacity of marginalized and emerging voices including youth, seniors, people with disabilities, new Canadians and communities centered in Aboriginal, Francophone, ethnocultural, and rural cultures.
4. Greater Arms Length Approach Closely tied to the role of the City as leader and convener, communities want support from the City in creating arms length bodies through which they can assume greater agency over their own development. This can be achieved by developing: A local, arms length arts authority; An arts and culture development authority (like Torontos Artscape);
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An independent body that would assume some of the workload currently undertaken by municipal staff; An arms length organization that provides services to artists, similar to the manner in which the Entrepreneurship Centre provides service to entrepreneurs and business; An arms length approach/process to commemoration and naming; A cultural tourism coordinating authority.
5. Resources, Incentives and Funding Required is a shift in the way that culture is viewed at the City, focusing on an incentive-based approach with greater accessibility to current resources, strengthened investment, more flexibility in the allocation of resources and better communication about existing resources. Tools, resources and investment are required in order to deliver on renewed actions. The City can work to: Develop and promote tax levers, fee levers, incentives for private sector, a creative/innovative zone, a tax-free creative zone, and a billboard tax to fund culture; Lessen red tape overall re: accessing resources; Remove barriers and create a system of cultural incentives; Build easy access to funding programs with flexible and targeted programs, broader support for new Canadian, Aboriginal and Francophone artists and cultural organizations; Create good public policy that funds the arts: i.e., 1% for art for private developers; Develop a solid cultural investment strategy (public and private); Build more flexibility in funding processes (youth-oriented).
In Conclusion As stated earlier in this report, as a next phase of the Renewal Process, the Steering Committee will review this report and with the support of City staff, they will create a Draft Action Plan. This plan will be presented at Public Open Houses in September 2011, after which a Final Action Plan will be created. At the conclusion of this important step of Focus Group consultations, it is a wonderful occasion to say thank you to all of the participants who gave their time and energy as well as their willingness to participate and engage in envisioning Ottawa in the future.
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Appendix
(Flip Chart Notes Transcribed Directly Without Translation)
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RURAL ARTS, HERITAGE AND CULTURE RESPONSE TO STRATEGIES

1. 2. 2. 3. 5. Built Heritage doubts that it will be respected Trails: identify forced roads Issues with access to community halls/buildings: affordability (example insurance). Include this in strategy /3 Better support with volunteer groups who manage/maintain outdoor venues Working well: promote uniqueness of each rural community/culture Networking
1. Develop what we already own and help protect it Work at it better and dont buy more 2. Help promote volunteerism and use of community resource 3. We have to ensure the sustainability of each activity and $ for services( rent, publicity, etc...) 4. Better access to the city services and human resources $$ 5. To arrange the strategies: difficult because they are interdependent 1. Sympathetic development: retain buildings, streams, hedgerows not flatten everything Increase penalties/create penalties for desctruction Development without infrastructure Development dilutes community cultural and historic values Development = high density 2. Communication between communities is lacking many events happen at the same time Methods of communication not just by computer to connect Pamphlet to promote cultural event city wide 2+4 well done but not promoted 5. Hop on hop off tours of rural places, markets, artisan tours Promotion of event city wide Promotion at airport
Finally some added notes ANSI (area of natural scientific interest) Protecting March highlands There is a lack of trust for city acquisition: Lansdowne Heritage designation being revoked so they could move the building. IMMEDIATE BOLD STEPS
Communication is primary City must realize rural is not city and recognize uniqueness. One solution does not fit all. Ask before imposing Increase access from city to rural: combine events, tours and make an experience bus tours
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Early decentralize communication/discussion of planning issues in initial phase Posted zoning changes should also indicate final results and effects Zoning notification should be posted in print more than once/multiple times Systematic promotion of arts and heritage groups o e.g. Website o Faster/more agile Website: more visibility for rural events and cultural events
Sustainability of rural culture (strategy #3) is priority. Keep what we have. Find a balance when developing area to attempt to keep and protect culture and heritage. Bold step: Planners, city staff think outside the box. Use common sense when dealing with culture and heritage (i.e.) stop lights in rural areas, when roundabouts would be more acceptable and aesthetically pleasing.
Rural open house for councillors and staff to educate them re: rural heritage and culture way of life. To help them understand and make (hopefully) better decisions.
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FIRST NATIONS, INUIT AND MTIS ARTS, CULTURE AND HERITAGE RESPONSE TO STRATEGIES 1. Landscapes: too vague supportive of the ideas need to be more concrete 2. obtaining a heritage building from the city for arts & culture 3. obtain partnership with NCC / Federal / provincial and City of Ottawa 4. provide City funding to existing festivals for Native participation i.e. folk festival, bluesfest
aboriginal cultural resource person o planning o implementation recognize autonomy Aboriginal should spearhead leadership & guide process Partnerships all around & sharing resources Archaeology: capacity building, education, and better interpretation of Arch. Practices / resources Ongoing consultation move towards co-management 4: Awareness of community protocol when meeting & consult Redevelop a better definition for Abo. cult. Landscape First objective is unclear A need for a cultural / art hub for todays living culture & better res. for Abo. artists Integration of these plans in all aspects of municipal activities & initiatives: tourism New programs to support & fund Abo. artists & orgs Find means to publish & promote in many Abo. languages have these languages present everywhere in the city Offer more holistic support & resources for Fir. Nat., Inuit & Mtis very unique needs. Mentorships, cooperatives, management. Work with schools Include education component Create a vision Intent & purpose
What is emerging? Sense of place Aboriginal Culture Resource person to the City of Ottawa o Protocols o Awareness of Aboriginal people o Translation services What does the Ottawa Aboriginal Coalition do? Not representative National Indigenous Centre o Good idea but needs to be a respectful & comprehensive process
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IMMEDIATE/BOLD STEPS
Summarize the report Submit summary to steering committee Focus group presentation to steering committee (meeting to take place in a culturally- sensitive environment) Time of the essence, to hire an Aboriginal liaison officer of Aboriginal ancestry
1. Aboriginal cultural planner 1. Obtain heritage building e.g. old train station (across from Chateau Laurier) Identity existing buildings / spaces asap space with high visibility 2. distinction between museum / historical / archaeological site & contemporary / living cultural site i.e. museum on Victoria Island contemporary space downtown for high visibility
NNext Steps champion to move along issues Native Resource Dept Ex-officio City Council member who is an Elder Aboriginal Community advisory committee for the dept set up UUnclear What is the OAC? What is their purpose? What do they do? City of Ottawa residency program. E.g. every 3 years have an Aboriginal residency More public space for Aboriginal arts / artists Ensure (as much as possible) Aboriginal jurors on selections / advisory committees Arts / Culture opportunities be specific to Aboriginal peoples (welcoming or inviting them to apply) What needs our immediate attention is having an Aboriginal Staff person or secretariat as it ties into the 5 topics in the discussion paper. This process needs to include Aboriginal communities in Ottawa.
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EMERGING CULTURAL VOICES RESPONSE TO STRATEGIES Doesnt respect the maturity of the immigrant artist. New language needed; ex re-establishing Translation leads to loss of depth and meaning Rebellion and activism is an art form without a place Migratration includes a cultural translation Immigration leads to a loss of cultural translation Community centres can be Family to help fund funds and information Money is the major issue: venues, finding it, complimentary tickets, money gets way only. Create a platform Develop a structural lense Leveraging/synergy of infrastructure for emerging voices Develop an individual voice Q. How diverse are the committees/groups making decisions? Partnering groups together Share resources/learn from each other *mentorship
Identify spaces for groups to use (i.e. performance practice space) Arts service organization Community level arts groups/support (funded by city o Help with capacity development of marginalized groups Have a building space (even for a few months a year) for emerging voices to use Group/space/infrastructure that challenges the current platform
Develop groups/services/organizations that help promote/mentor emerging artists without anesthetising the artist. o i.e. business centre for artists- not traditional businesses New politically correct term Central space (virtual, physical) Strengthen networks
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Entrepreneurial cultural centre Overcome marginality avoid running and running in the same circle Professional + amateur Empowering Centre to empower and build capacity on the artistic sector. Link realtors and government to find space. Multifaceted o Linguistic o Cultural o Generational Overcome marginal trends and become an active part of the society Expose younger generations to art activities Access to strategic information at grassroots level
Amazing how people working in different environments think the same way. ECV arts Centre run by artists self sustainable Decrease the gap between the ECV arts community and established artists More promotion and advertising IMMEDIATE/BOLD STEPS Arts service organization (arms length from city) City should give incentives to spaces who will accommodate artists Decision making: take into account all voices, including the newest and freshest voices Mentorship program: pool of artists (paid) to help other emerging artist; e.g. bi-weekly paring up Programming for distinct communities Clarify relationships with immigrant organizations (two-way) Ways to unite emerging voices Create central arts start-up/evolve from resource centres (like a business start-up centre run by artists. High functioning arts/cultural service centre (where the links include a branch of Ontario arts council. Tighten and define network to support art/artist/resources Under used performance space Funder time issue vs. artist time lines
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WHERE IS THE BEEF What actual concrete output Space Funding Not more study What is necessary to actually move in
City of Ottawa Staffing diversity Affects options Physical space Theoretical Political steering group
Platform Strategic support Effective communication Financial planning (cultural services, entrepreneurial) Cross cultural approach
Overcome fear
Small business, Community, Arts communities, agencies
Working together Support cultural diversity Partnerships Nouvelle scene

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GET THE WORD OUT ABOUT LOCAL CULTURE RESPONSE TO STRATEGIES Raise city awareness of cultural products to residents Difference between culture/culture products Local cultural awareness campaign Make cultural consumption a way of life Confusing message to promote big name when in theatre Local artist Promote city of bilingual/diverse cultures/artists/products Heritage Rural access Transportation
Promote local artists to local residents and big names to tourists Hub of culture @ Byward market Create one stop shop kiosk Start in invest in local campaign (consistent budget) Local radio, paper Internet TV
Branding campaign Distinct Can identify yourself Cool factor Not poor cousin to national Local consuming: i.e. all local theatres in one brochure Awards can create local artist awareness Take a risk/adventure Feed your curiosity Nothing to lose Pricing affordable Ottawa is safe/national experience is safe
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Calendar Need own listing for local Good one stop Push it out Talk to people (rural) Opportunity to reflect on who they are 1. Local cultural awareness campaign Needs designated resources Needs to reach new audiences (not preach to the converted) Should be part of strategy (not sure its the top priority) Synergy between whats being coordinated locally and externally to bring tourists into Ottawa Distinguish between: culture and style de vie, cultural products and consummation (integrate both) (include environment and transportation) Create distinctive branding 2. One stop kiosk Review where is the best location (must be on ground floor) Tickets and print information Think about satellite locations Smaller within high traffic areas throughout the city Kiosk facilitate selling tickets Giving out information Video Must determine what will be provided Be inclusive (Lee) Model must be modernized/expanded Need more information into the system + method to get information flowing outward It is hard to find what to do in Ottawa (O Kiosk) 5. Co-ordinate and implement comprehensive cultural awards program Target business community Create partnerships (municipal/cultural/business Strategy missing Preserving heritage Print production outside urban areas Strong local print voice 4. What is Ottawa? Its a big town How do you define a city
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2. Local Communities/culture dont have a wider voice in the population at large 3. More effective links with city of Ottawa site 4. Approaching promotion as a tourist ? Is there a budget Representing each area What is the message Arts weeklies o Owned by locals
Highlighting neighbourhoods
5. Awards (low priority) Choice? (expand what we have or spend to create) Low cost Already exists in certain communities Nothing exists for Aboriginal community Region wide (all disciplines)
Whats frustrating? National voice overpowers local voice. IMMEDIATE AND BOLD STEPS #1 BRANDING Must re-brand Ottawa Not a sleepy government town Media (internet, TV, print, radio, Ottawa tourism) must be active partners Involve the artistic community in the process Branding must look at integrating Ottawa Culture as a lifestyle ----------------------culture as a product Environment transportation Develop new networking paths and opportunities
Franco phone
Aborig inal
Multi cultural
Anglo phone
New Canadians
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Stop preaching to the converted Local awareness campaign priority over other points. Guaranteed resourcing Get media local (Voir, Xpress, Xtra, Metro are ALL owned out of city) Councillors need to act locally (top down support) Branding for cultural scene linked to national branding (HOTTAWA) Better branding of local scene What is unique? Bilingualism (border town) Large pool of artists Thriving culinary scene Surrounded by farms Access to nature Heritage and historical
What is the Kiosk? How many will there be? Can you train local pride? Saviness? Consistent messaging Defining local culture? $ to bring people together Group/collective action Communication establish a clear message $ ensure that there is a budget Collective pride Establish common identity Steps to do this Branding Quality of life Pride
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Cultural diversity celebration Increase awareness and pride in all little communities across Ottawa
Cross community Calendar Has to be done well and include large as well as small activities Maybe spotlight maybe something else (centralized) Paper copies too Booklet for urban, rural Community maps, advertisements, events, museums Yearly calendar
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CULTURAL LEADERSHIP, GOVERNANCE AND SERVICE RESPONSE TO STRATEGIES Emerging Institutional capacity building with sustained support from City staff (inc. in job description) If there is an new arms length authority, there must be a financial plan to achieve financial sustainability. A.L.A should also be a results based org. Continuing need to debunk the perception that the arts / heritage & culture are a drain on the funding of the City, not a wise investment in the City
Whats missing? Communication Creating a Network (interdisciplinary) Best possible future for Ottawa includes attracting Artists / Cultural workers to Ottawa in order to have the skill set on an ongoing basis Creating a Network between language groups Encourage the Policies based on language skills
Whats meaningful? Partnership with business Capitalize on existing initiatives; partner to enhance Its important to create physical infrastructure as well as support activities and programs Community hubs i.e. cultural & heritage facilities
Clarification Needed: What does arts authority refer to? (culture, heritage & professional arts sector) Maybe better to enhance & strengthen existing arms length orgs Suggest an arts / heritage foundation (stand alone). A philanthropic org. Citys role would increase communication between existing orgs. & improve Networking The arts / heritage sector needs to be promoted with clear & dynamic branding Clarity from other groups Different position at arms length agency Distance from the political structure Arms length Dec making process would link more to the A & H sector Description is too centralized Issue of capacity Coming together to fund raise collaboration
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1. Increase networking, not a new stand-alone authority Resources: meeting places city staff time Arts & heritage foundation private sector participation - philanthropy 3 Citys role: Coordinating, outreach sharing knowledge arts investment strategy
City role in breaking down silos Creating, encouraging partnerships City big city branding the story of Ottawa and its neighbourhoods
City quarterly networking / information meetings of City with Arts & Heritage & Tourism sector
IMMEDIATE/BOLD STEPS Improved communications City community and vice versa
Strengthen networks Identify shared opportunities *Independent Arts Authority Simplified mandate (financial accountability and transparency with business plan) Arms length Focused on professional arts
Refocus City Cultural/Heritage role New job descriptions Capacity building and networking
Strengthen relationship with national institutions to leverage higher profile Bold step: Create an independent cultural authority and give it the tools it needs Will take on functions currently managed by city staff Strengthened research and policy Strengthened networking capacity
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Where does relationship with national institutions lie: city staff or council? Immediate attention: What is culture What is Ottawa culture Leadership Collect and market all Ottawa has to offer who will market us? What are we marketing? Funding Address disconnect between levels of government Better linkages virtually among all partners 1. 2. 3. 4. 5. Identify culture Define leadership Identify market place offers Fund it Address disconnect between levels of government
Immediate attention: How to create and speed up the momentum ``Big City`` story Cultural excitement Cultural tourism Vibrant neighbourhoods Citys central role Catalyst institutional leaders
Build on existing events Womens football (add cultural, arts, and heritage component)
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Message: Arts and Heritage is an economic as well as cultural benefit City stabilizing priming the pump Dilemmas: Priority to lobbying public and city Priority to producing great art who can structure help to solve this? Capacity building Arms length agency Foundation fundraising City role
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CULTURAL TOURISM RESPONSE TO STRATEGIES Great, that First Nations focus Need mechanisms to leverage marketing $ to sell tickets in other markets o How to sell package / Festival stars products o Festivals have attraction power under-used o OT $$ to do specific promo o Nobody to promote all on shoulders of festival organizers find ways to better promote & connect unique cultural neighbourhoods o Package as tours o Shuttles from district to district o residents know visitors less o bus parking o need better facilities o encourage bikes o transporting people brand & group experiences like CTC approach as authentic Ottawa focusing (house lawn??) takes away from variety of small museums and unique experience - telling local story / heritage - not authentic feels staged we have (4) seasons but most in (1) Keep emphasizing Ottawa = Capital o Representation of other countries o Market this Need to better use; promote grass roots artists / culture in region / highest # artists / capital
I. Tourism Product To whom? Who? How reaching them? What is it? Bring residents, visitors, destination How do we help make this happen? Who takes leadership? Cost of doing the leadership for cultural dev. BiA downtown Rideau = Y. of type of leadership ask others what they are doing, build synergy In rural areas = different scenario that involves several communities
Missing: What is the citys role? The city has no say in product dev. Because they dont pay in Ottawa tourism City should dev. A local bureau\local cultural product dev. Requires city input ($) Bilingualism: support missing to support the bilingual experience
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What defines Ottawa culture? What defines local culture? National & Prov & city & rural & downtown Service to visitors that connects the dots. A way to engage visitors Ottawa tourism does not support rural tourism
Conclusion If we want to connect local culture with visitors, we need an office or bureau that facilitates it 1. Local Cultural Tourism Product Recognition of Aboriginal land Recognition of U.S. P. of Ottawa Sig nature series Multiculturalism how to Showcase must effectively Issue how to showcase in most effective space? Settlers, Specific space Canadian Mosaic / International Main Stream
2. How to identify best potential cultural product that can attract locals and eventually people from outside What is the criteria Budget How many people are we currently attracting? Duration vacation 3. encourage all festivals / events to employ local talent 4. Cultural Gateway multi-purpose Build more permanent structure more cost up front but long-term benefit 5. More consistent structure enables opportunity for strong best practices and training for artists 6. Funding? City & support property Landsdowne park put this in the plan 7. Sparks Street Is an ideal area to bring culture to the streets this could be a year-round option to invite many sectors of the cultural community to come out and showcase. E.g. invite musicians fte de la musique Develop non-traditional partnerships to bring e.g. Tim Hortons 8. Remove bureaucratic burden to do small installations to assist small Fest/ events etc. 9. Web linkages are critical to link smaller local cultural entities with larger web parties outside markets 10. Create green opp so less focus on parking lots --- more focus on squares for people to come together Funding Leadership
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Image of Ottawa Synergies between events & tourism industry Challenges o Branding o seasonality Tourist in your own town Calendar of events Define & maximize visits Build on heritage assets Info kiosks Local tourism development Bureaucracy Definition of culture? & intercultural Too many levels of govt o Disconnect Multi-culturalism IMMEDIATE / BOLD STEPS
Immediate attention City = catalyst and leadership role To help creation To help market Creators = create Cross products And events for example music/aboriginal/diverse comms Define what the culture is that you want tourists to be attracted by (therefore funders too) This should reflect excitement OTTAWA = THE MOST MULTICULTURAL CAPITAL IN THE WORLD = A UNIQUE ATTRACTION FOR THE WORLDS CITIZENS High economic potential payment for investment Need buy-in of Ottawans to be proud/market the city Bold step: Get bankers to invest in tourism (invite European bankers who have succeeded at this) Immediate attention City to invest in tourism: bridge the gap in the 2 tiers Leadership Coordination Define cultural/local culture Bold step: A coordinating body
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Develop the context for the product Quality of product should be consistent Invest $$ WHAT IS OTTAWA Develop local product and support that product Immediate attention Central coordinating authority Policy Networking/best practices sharing Understanding tourism experience Strategy Knows arts, heritage and tourism Inclusive, grassroots, diversity Emerging product development Service to tourists local information/connection Leverage funding/connections Mayor to take leadership Bold step: Full service model Knock down parking lot in Byward market create central square (4 season) Re-use vacant spaces/buildings for arts/heritage Tour bus parking underground Organic cultural spaces Arts court expanded and funded Immediate attention City to invest in tourism: bridge the gap in the 2 tiers Leadership Coordination Define cultural/local culture Bold step: A coordinating body
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Develop the context for the product Quality of product should be consistent Invest $$ 1. Arts Funding Authority / Agence autonome rgissant le milieu des arts Good idea, but.. Mandate must be achievable Funding Leadership Image of Ottawa Synergies between events & tourism industry Challenges o Branding o seasonality Tourist in your own town Calendar of events Define & maximize visits Build on heritage assets Info kiosks Local tourism development Bureaucracy Definition of culture? & intercultural Too many levels of govt o Disconnect Multi-culturalism
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YOUTH AND CULTURE RESPONSE TO STRATEGIES Artists should be teachers o Teachers in arts sub-par o Teachers should submit portfolios, be specialized Culture, Gender o In programming o Newcomer o Youth Dont just rely on schools Arts hub o Location o Artist coops o Accessible o Affordable o Social o Various cultural groups Geography of arts coop Arts teaching programs, ???????? 3 month / semester Rural / urban exchange with teachers One week not long enough Flexibility from school board Youth led space As an alternative use existing spaces Supportive community
1. Collaboration good various Arts ????? 6. Career advice Partnerships with stuff dont know much about Using catalyst Artists should become teachers
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Missing middle Gap between education & career Engagement, mentorship Experience outside school environment Practical help Time, supplies Resources for new opportunities Grants Spaces Youth performances as attraction Festival Teaching how to plan festivals Connection between youth & local scene Catalysts Networks amongst existing groups individuals And / or Expanding out, and bringing in people not currently engaged Take catalysts to personal level by creating pools of mentors The need to connect art is social change Existing cultural spaces / collection used for performance / exhibition Youth self promotion o How can groups connect? Mentorship includes o Communications o Technical skills o Professional skills How do we communicate what were doing? o Things are happening that people dont know about o Youth-specific promotion opportunities (e.g. citizen with Cappies) o Art Engine Who is ultimately responsible for these? o Who is we? o Where does $$ come from? o Festivals Ottawa AOE Youth will only go if there are opportunities Promotion now is often insular Youth need to learn to push themselves, engage themselves, going to the people Circle if youth organize for selves they arent represented, therefore not inspired to participate Putting ?????? within spaces
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1. Collaboration o between Fr / En Artists /art o showcase PUBLICITY o inclusion for rural areas o workshops elementary school age o continuing opportunities after HS* i. career days for ART 2. Promote French Art 3. Community Arts o more things like House of Paint! o also artpreneur arts business training o promote ALL art ex. Creative writing 4. Youth Led Cultural Space o not at mercy of alcohol sales o more places / spaces for art, youth o more youth centres o outdoor spaces / events ex. Champlain lookout 5. Leadership training o more support for community leadership programs o platform for info. Exchange o communicate openings, opportunities, projects, jobs (beef-up Art engine????) o networking platform, making art communities aware of use & relevance o Funding: too many middle men more visibility for arts events in the community retaining artists in Ottawa / attract artists / sustain artists
o o
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IMMEDIATE/BOLD STEPS Access to resources Hub live/work studies o YC / Art o Ottawa scene re-defined Redistributing money Not just National art o BIG SCALE Youth art festival Fr / En Easy to be involved Ensure a certain amount of participation are local Corporate sponsorship o Redefine online network, urban, rural Encourage / sustain
Arts Ottawa.ca Connections Figure out what is there Database connect existing Online comm.. tool Communication, communication, communication Youth festival all run by youth Connect the French & English programs COMMUNICATION Reach different cultures; be more aware of different cultures & beliefs ART FOR EVERYONE no matter school, race, (opportunities) Use existing facilities for the arts (i.e. libraries, museums) Get people together that are passionate towards art Linking organizations and schools together to share information and resources (communication) Need for more publicity & promoting various events (platform) Keeping SPIRIT and PRIDE to drive forwards Art is a part of life Teach different type of arts, not just one genre (i.e. only European) Use schools as base and branch out from there (better teachers) Give youth run activities same funding & facilities as adult run ones Better access to schools in order to promote the arts Treat youth same as adults Branch out with each art to form something together
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Eliminate wall between French & English cultural events & planning Implement communications training in schools and community programs Provide financial support for existing programs to hire youth Education extending into the community Education in community out of schools Arts awareness & appreciation to eliminate stigma towards arts disciplines
As-needed funding o E.g. not once per year, more ongoing o Make sure $ gets to who needs it, when they need it o Negotiated criteria on case by case o Political pressure from municipality to ensure that funds are evenly distributed across province Promotion of career opportunities o Identify diversity of what you can actually do afterwards o School boards responsibility Promotion o Distributing and soliciting should be the responsibility of municipality o Done in French & English Invest in existing initiatives o Dont reinvent the wheel! o Better use currently underused spaces o All govt , private industry responsibility
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LES ARTS, LE PATRIMOINE ET LA CULTURE FRANCOPHONE RPONSES AUX STRATGIES Les Pommetiers (Cultivons lart) Point Central : Lartiste
oui
Regroupement - mandat dterminer
oui
La nouvelle scne
Reddition de comptes communaut francophone (la ville ) Financement des organismes ethnoculturels Collaboration entre les organismes de souche et ethnoculturel Crer des occasions qui regroupement tous les intervenants en art et en culture Diversit = Cultures + Urbain + Rural + ge, etc
Commentaires : concept de regroupement. Attention, il en existe, multiplier plutt les forums, etc Dfinir le Branding dOttawa Ottawa seulement fdral Quelle est lidentit de la ville? Prciser lintrieur de ce Branding lidentit/image de marque francophone Coordination main dans la main Ottawa/Outaouais La ville peut-tre linstigateur mais faut concept + macro Port par ? LNS : faut < les infrastructures Branding de la francophonie /dOttawa 3. Mise niveau (infrastructures existantes)
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Ajouter lAlliance franaise dOttawa o + nouvelles dans louest infrastructures (besoins futurs)
Ajout : 6e Renforcement de la capacit de la ville dOttawa chez les lus et les fonctionnaires (ress hum, + ress fin.) Rtablir division arts/culture Ajout : 7e Patrimoine franco-ont (fonds patrimonial) Patrimoine bti et religieux Noms/dsignations
Ajout : 8e Crer un regroupement culturel francophone Ottawa Ajout : 9e Portail Web/vitrine de tous Ajout : 10e Quartier des spectacles La nouvelle scne La cour des arts E.S. pub de la Salle/centre dexcellence artistique
1. 2.
3.
4.
5.
Autres pistes : bulletin, calendrier, Voir largi, partenariat avec Tourisme Ottawa/CCN/etc pour rayonnement extrieur Renforcement de la concertation besoin EG Arts et culture Besoin de formation Besoin de clarification, lien entre proposition et le conseil des arts Besoin de rflexion globale sur Quartier des arts au centre-ville; infrastructure; Cours des arts, LNS, CNA etc Besoins des jeunes publics LNS = arts de la scne Besoins des autres disciplines (musique, AV, danse, etc) Services via org = reconnaissance + appui $ adquat Dans louest, oui, mais ailleurs aussi (population parpille) Dveloppement dynamique inter-rgion Doit tre proactif; voir (2) concentration accrue : + 1, 3. 4. Dfi de briser les silos
Autres commentaires : Pour les nouveaux arrivants passer par les enfants (coles) Communication bidirectionnelle entre les organismes
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Mandat revoir Revendication
DANS LIMMDIAT/QUELS SERONT NOS CHOIX court terme Poursuivre avec les stratgies en place
long terme 20/20 tats Gnraux
1.
Des tats gnraux Ottawa du milieu artistique, culturel et patrimonial francophone afin de nourrir les stratgies proposs afin quils tiennent compte des recommandations proposs 2. Financement adquat de fonctionnement des organismes francophones pour les arts, la culture et la patrimoine en tenant compte de leur spcificit tant donner quils uvrent dans des communauts linguistiques en situation minoritaire donc uvrent souvent dans plusieurs domaines dont les arts, la culture et la patrimoine. Par exemple : Alliance franaise dOttawa MIFO 3. Dfinir le mandat dun regroupement propos
Regroupement a) b) c) d) i. ii. iii. Reconnaissance de la culture, lhistoire, la tradition francophone dans la ville dOttawa Y rpondre en terme de protection et de ressources pour rpondre aux besoins des francophones Reconnaitre la ralit de cette francophonie Reddition des comptes % financement attribu aux anglophones % financement attribu aux francophones Ce % devrait tenir compte de fait quOttawa est une ville francophone et anglophone.
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CULTURAL PLACES AND SPACES RESPONSE TO STRATEGIES Local Cultural Facility Development Missing: Sustainable operational funding? 5. Can we find synergies Same building? Precinct? Or distributed? Where visions & mandates are unique
Development Enforce 1% - arts municipal buildings projects Expand to all development 5. Where is vision for community based groups 3. Tightening enforcement legal obligations must be met and not allowed to lapse 3. Needs clarification not necessarily a Heritage property Tax incentives Swap arrangements of mutual benefit 3. Remove public from item 2 Neighbourhoods, creative clusters & districts are STRATEGIES of local revitalization, heritage & cultural development not separate. Bureaucrats will separate them but they are integrated and thinking about them separately doesnt serve communities Local Cultural Neighbourhoods Heritage needs to start with community (and stay with) Planning & pilot projects are great for engagement but city needs to provide policies to keep momentum, to enable projects Know your community and engage all members of the public Artists / arts needs pace, artists run spaces and communities need arts spaces Need to normalize\ heritage re-use (not just save for large projects)but starting first with our existing stock and making reuse & heritage a part of our way of living and being Storytelling and commemoration is important worth bringing back as cultural tourism as well
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Local authenticity is important Theres a lot happening in Ottawa and a lot to be proud of celebrate more widely (re-package?) E.g. of stage @ Parkdale Pk being constructed due to planning NPI (the city facilitating neighbourhood-based needs assessment & planning) More reflexibility needed for non-profits to use & redevelop surplus lands and underutilized municipal buildings Lack of trust City needs to let go of some control Artscape over-extended we could have our own Artscape here Local knowledge More agile & fluid than city Expertise and partnerships when needed Project-based Better to do this ourselves Community forcing politicians as starting point Neighbourhoods important in amalgamated city successes are emulated Toronto markets itself as neighbourhoods Neighbourhoods pedestrian oriented, human scale need more community-based cultural facilities national institutions not enough need pilot projects a. e.g. Hintonburg advancing on all fronts planners, developers, - starts with built heritage saves $ in the long run if everyone is onside
Local Cultural Facility Dev. 1. Emerging: o Artist work space & lived space (clustered concentration) near public transit nodes Multi-use: gallery, spoken word etc. Integration with PAL (senior) o Municipal cultural facilities initiatives Libraries, poetry, perf. arts, visual arts Uphold 1% policy o FN, 1, M Focus as unique but integration in all initiatives(aboriginal) o Continued learning / awareness Mentorship, storytelling Libraries, cultural space o Funding !!! Value of arts / culture o Leadership in AR & sustainability (not on artists) role (decision-maker, policy etc)
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IMMEDIATE /BOLD STEPS Example of bold immediate response Manotick
Integrating cultural attractions & business Mixed use Churches, Senior Citizens Dickinson Square Sustainability Needs change of attitudes in planning, integration of groups Community Broader Ottawa south & local cluster Seed money from City for strategic plans adequate for small focused organizations. Big projects need outside expertise, respect for other organizations
Bytown Museum Permanent collection plus rotating; use exhibits to expand audience
Local Cultural Heritage 2. Need for in-house archaeological expertise on city staff missing (see #7 = #1) 3. Update archaeology master plan meaningful To fulfill municipal responsibility under Ontario Heritage Act Coordinate with NCC; Parks Canada 4. Need for preservation centre Basic immediate need / priority 5. Archael. and built heritage key components of cult. Herit. Landscape- clarity - relate to commemoration of neighbourhoods / landscapes How relate to first nations group 6. Must clarity distinctions between arts & heritage. AHCAC should be divided arts committee and heritage committee (like in 1990s) immediate need 7. City should show good example best practice in adaptive re-use of its own bldgs. And provide $ incentives to community (immediate attention) 8. Immediate budgetary provisions required * multi-use, adaptive use of buildings pilot project would give these organization a public face to the potential potential derelict properties used financial incentives for owners of private paces when renting / leasing to cultural groups local multi-use space needed gallery (artist run) poets, visual etc for use by local- community based hub i.e. 7 Baysview ave. city needs to be proactive in the recognition & designation of heritage properties (i.e. convent) recognition of smaller cultural groups to cultural vitality of the city city should be more open to have cultural organizations have city properties
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Local Cultural Facility Development Funding 2-way vision Political will o Remove barriers i.e. confidentiality Engagement o Not just responsive o Clear vision of city Need sense of our own identity as a community o e.g. T.O. o National vs. local neighbourhood clusters
Bold Steps Leverage LRT Subsidize cultural spaces / hubs around LRT stations Re-use all heritage buildings and normalize transit hubs Designate an artist to participate on each city planning initiative (e.g. Vancouver) Break down silo planning between city / NCC / Fed government integrate Seed $ for arms length arts & culture development entity (e.g. Artscape) Cultural Centre for Aboriginal Living Culture (Rotorua in N.Z.)
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CULTURE AND THE CREATIVE ECONOMY RESPONSE TO STRATEGIES
Missing:
Investment / tax strategy assets growth strategy Networked centre for social innovation TDR physical Leverage diplomatic corp = durability transferable Branding strategy City of Ottawa national Breakdown silos between levels of govt and within city government Need chief culture Officer for city of Ottawa voice and trouble-shooter and entrepreneur
Whats Good
Intl trade missions supporting Digital media lab across all media Too narrow Incubator protect the time create protected place holding space Steel models Showcase of best practices - Grenville
Ideas & Innovation

Are we biting off more than can do economies of scale? o Whats competitive advantage create our own destiny o Connecting Generation great but no active Convergence = assets, attitudes, action around opportunities single buildings i.e. sandbox Generating opportunities Find solutions Sustainability o Interdisciplinary o Intra-disciplinary o Cross-sections No VC money for everything Funding how to do it. _____________________________________________________________________________________
Recognition of our sectors Education / sensibilisation Promotion of our cultural active.

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Cultural days How culture and artists can help others sectors to achieve their goals S3 pour la reconnaissance S3 pour les premires nations Manque une organisation Mieux connatre les companies et artistes Fonds en culture pour lintgration des immigrants quartier des spectacles cour des arts . lns East West Now > downtown
Distinction between info tech & cultural activity How to make a link Missing info on orgs that support cult. service activity Identify cult. orgs to connect to creative economic sect. Attract broader support with other sector Arts Council supply funding, create connections, act autonomously
Whats missing
1. Substance no reference to tax structure in city; 1 % for art 2. Branding not clear Services 3. Cultural assets not used as such by city 4. Addressing silos nature no cooperation Lack of cooperation with-in the city 3) Innovation & Culture enterprise Generator great but not active enough\less cttees more talk Everything is scattered Incubator building Building to physically focus Sandbox in Manchester is an example Particularly meaningful
4) International trade missions

City could take leadership role on this Connecting arts community Lack of coordination 5) Digital media consortium and lab Need to support emerging filmmakers International film festival Need for infra structure
100
IMMEDIATE/BOLD STEPS Communication Reporting includes numbers, figures and rich information
Communication and collaboration between arts and heritage groups and the city staff (huge efforts required to do this well) City supports and provides resources for networking (economic development and tourism). The city should be responsible for supporting interdisciplinary networking and not to create it. Funding Arts and Culture. Investment strategy Funding How do we maximize and leverage funding dollars A funding strategy, private and public. Bold step: Ask for what is needed by the arts and heritage organizations Defining our roles: City, Arts and Heritage organizations and make changes that respond to the uniqueness of Ottawa _____________________________________________________________________________________ Arts court re-development Digital media hub home need anchor tenants Siloing exists Incentive for developers and other sectors to participate Need for infrastructure. How to brand Ottawas cult. Awareness of arts community Engage youth > connect with art professionals Show art as a viable enterprise Involve artists Highlight arts area 2. Ottawa known for what we do. o Austin live music capital of the world o Ottawa Canadas capital o How to harness Ottawa modern moving metropolis o crowdsource brand for Ottawa o + marketing / branding o Strategy & campaign 3. 24 hr incubator & arts o Viking building downtown (Rideau & Nicholas)
101
Within tax free zone 4. Growth strategy = tax, assets, investment converge fees 5 year; pilot long term sustainability (diagram attached see flip chart) Learn from Austin Toronto The Forks Winnipeg Grenville Island Vanc.
102
PUBLIC ART AND COMMEMORATION RESPONSE TO STRATEGIES Concern with failure in implementation of commemoration and naming process not as successful as public art program. Lack of continuity in public art program between geo. Areas, no overall master plan in place. Various layers of government are overlapping their efforts; better coordination needed to avoid duplication. Edges/margins of communities often neglected when centre is focused on. Using online tech. in art and commemoration projects doesnt always have to be sculpture, doesnt have to be permanent (!?) Greater inclusivity in defining art, as to what is defined as public art Make art more responsive to community build community consultation into the public art proposal process (i.e. ask artist to meet with community groups when formulating proposal) Public art needs to be recognized as transformative, more intimately represented of people who live there. Attitudinal shift needs to take place in public art, so that they buy into the idea of art as reflecting the community. 1% should fund a wider variety of artists and art forms not just professional artists. E.g. artists could design bike racks (already done, we know) and architects could design furniture for public. What about increasing the 1%? How is this accounted for? Commemoration feels more permanent? pub. Art less so. Commemoration not permanent either, though; meanings & understandings change over time. Citys commemoration naming process and committee needs to be respected, needs to be a citizens advisory group that must be transparent and open. Overlap between public art and commemoration Too much focus on urban, what about rural? Need to better understand what commemoration means Open up public art and commemoration projects to artists across Canada and internationally. Give some buildings an opt-out clause of the 1%, could go to a fund to enhance other projects. Need improved communication of and transparency around the projects how do we know the 1% has been spent properly? What about having a permanent space for temporary public art installations? Toronto taxes billboards to generate $ for public art gets away from the public sphere being dominated by corporate messaging. What is the Greater Ottawa Story, all caps!! Who writes it? Where is it told? How does it change and grow to reflect our changing demographics and communities?
?Meaningful
Visual Art Policy Communication Policy What are the stories that are compelling Mixing contemporary artists with past stories (commemoration) Vision and practical space combined Within PA, there are strata --- international ----- local
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Conceptual Art should not get lost in Commemorative Art Indigenous Culture & Contemporary instead of past Should allow for art to be controversial (not avoid) Partnering with private to develop resource lists landscape architecture Open to International and National artists creates a higher bar Keep a balance Nice to have spaces that are not official for art Keeping urban artists Part of commercial advertising fees (billboards) funds public art. New policy could look at private development PA should be imposed % for art mandatory in TO % for art policy in all community planning they should not be separate How are artists being supported? o Studio spaces o Places to work and live Cohesive link between levels of government in Ottawa to develop Comprehensive thinking because not connected Artists are entrepreneurs and be respected as such Gap new forms of art making NCC & City of Ottawa, City of Hull should work together to help build artists communities More documentation of Art Process through social media Emergence of Ottawas Vision Statement progressive risky Artists involved in planning process Vision & Policy must be tied together with clear goals
Live art Live Art

How is Public Art defined? Performance? Inside/Outside incl. Communicate with individual communities THIS NEEDS ACTION! Private developers and commitment to Public Art (more transparent) Public Arts Policy Focused on VISUAL ARTS Share more ART outside Core Billboard fees (% into P.A.)
3/4 Is PA open to NON-PROFESSIONAL ARTISTS?

sense of place Change to sense of belonging Inclusivity Plaques & MAPS MORE OF THEM to CELEBRATE PEOPLE, PLACES, HOMES, EXPERIENCES i.e. artists, thinkers, scientists, the indigenous, writers, NEED A COUNCIL CHAMPION Yes!!
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INUIT COMMUNITY CONCENTRATED in Vanier, for example. MORE MURALS, MORE STREET ART & COMMISSIONINGS WITHIN SPECIFIC COMMUNITIES EACH COMMUNITY NEEDS A ST AGE VENUE, THAT IS OPEN TO ANY GROUP CENTRAL EXPERIMENAL FARM please commemorate Commemorative naming ARMS LENGTH COMMITTEE More public spaces for art, murals, live art Funding towards impermanent art
Technology ex. MURMUR Synergy between public art and commemoration

Com. politically driven (danger)
Need strong definitions of each Public Art respond to site, awareness of ones surroundings, contemporary Commemoration is public art, plaques, street /building names, celebrate culture & history Policy
Must deal with new media, digital etc. Include p.a. in new development City should build partnerships with developers
1% for art policy for private dev. Policy is good procedures are not followed for commemoration Must be adhered to What is missing?
Public awareness Education politicians & public
Forum for public art & commemoration Conference further discussion

Commemoration more engaging through good art Consideration of types, quantity of commemoration/public art o Plaques o Larger P.A o Combined High level champion for commemoration and P.A. at city Targeted P.A. for areas in need; not following new building
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IMMEDIATE AND BOLD STEPS
Comm. naming Get procedures out of political hands City must follow their own policy Create an arms-length advisory committee Improve communication between NCC/City of Ottawa Priority to existing historic names & commemorating Education of developers should be our VISION for Identify places for public art and meeting
Creative ways of Funding o Billboard fees o Sponsorships )private Vision Unifying around proactive vision Integrated planning Celebrate Ottawa as a city not focused on the capital Interactive street art Open closed architectural Spaces Open Invest $ temporary perform..to enhance street life rather than perm art projects Lead to a % for art policy for private developers & Province visual art or all art? Need a master vision for art including all levels of government City needs a public art policy o Distribute the policy to the public in a language that people can unde4rstand City needs a remediation policy The 1% should be able to be pooled to a fund that could be implemented by a public art plan (rather than on a project by project basis) o Resources could be pooled (i.e. NCC, City, etc.) to make a Grand project How can you support emerging artists? o More funding? o Education Proposal fees Implement billboard fee, such as City of Toronto Encourage private developers to participate in 1% programme. If there is an opt-out, then the funds are contributed to a pool to the City of Ottawa Enhanced communication between different aspects of Public Art Programme Open Public Art Commissions to national & international artists, with strong local presence maintained Wider definition of Public Art to reflect diverse practises; observance of the immediate community in selection of artists. Open city funding to non-professional groups. Ex. Billboard programme street art Implement art in need parts of the City
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Re-definition (commemoration of natural spirituality)of word community, to include connection to the land outside Ottawa ex. Commemorating of oldest trees on the land Dialogue regarding cultural spaces Sculpture parks creation of gathering place for community ex. Saskatoon has pre-existing infrastructure (footings) for sculptures emerging artists & public art Concept of intangible heritage; new media, for example, could address temporary art Partnership with NCC to create a permanent sculpture garden, or eco-art Possible combination of various art forms (sculpture & mural art)
Recognition of graffiti & urban art, and integrating urban style into projects, but not to make it soft & comfortable
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City of Ottawa Culture Plan Renewal - Final Focus Group Report

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City of Ottawa Culture Plan Renewal - Final Focus Group Report

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Results of Focus Group Consultations

OTTAWA 2020 ARTS AND HERITAGE PLAN RENEWAL

Rural Arts, Heritage and Culture

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Rural Arts, Heritage and Culture

Setting the Context

First Nations, Inuit, and Mtis Arts, Heritage and Culture

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

First Nations, Inuit and Mtis Arts, Heritage and Culture

Setting the Context

Photo: Roger Lalonde, City of Ottawa 14

Emerging Cultural Voices

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Emerging Cultural Voices Emerging Artists, Immigrants and Diversity

Setting the Context

Promote communication/collaboration /partnership among emerging cultural voices

Photo: Roger Lalonde, City of Ottawa

Get the Word Out About Local Culture

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Get the Word Out About Local Culture

Setting the Context

Cultural Leadership, Governance and Service

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Cultural Leadership, Governance and Service

Setting the Context

CULTURAL LEADERSHIP, GOVERNANCE AND SERVICE / LEADERSHIP CULTUREL, GOUVERNANCE ET SERVICE

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Setting the Context

Photo: Roger Lalonde, City of Ottawa

Youth and Culture

Photo: David Barbour

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Youth and Culture

Setting the Context

We cannot disconnect from elders

Photo: David Barbour

Francophone Arts, Heritage and Culture

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Francophone Arts, Heritage and Culture

Setting the Context

Cultural Places and Spaces

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Cultural Places and Spaces

Setting the Context

Photo: Roger Lalonde, City of Ottawa

Culture and the Creative Economy

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Culture and the Creative Economy

Setting the Context

Public Art and Commemoration

Photo: Roger Lalonde, City of Ottawa

OTTAWA 20/20 ARTS AND HERITAGE PLAN RENEWAL

Public Art and Commemoration

Setting the Context