HomeMy WebLinkAboutCS 13-21Report to
Executive Committee
Report Number: CS 13-21
Date: March 1, 2021
From: Brian Duffield
(Acting) Director, Community Services
Subject: Cultural Strategic Plan
- Mid-term Update
- File: A-1440
Recommendation:
1. That Report CS 31-20 regarding the City of Pickering’s Cultural Strategic Plan Mid-term
Update be received for information; and,
2. That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: The City of Pickering Cultural Strategic Plan (Plan) sets a vision for the
place of arts, culture and heritage in the City and identifies strategic directions for policy,
investment, partnerships and programs over the course of 10 years.
The implementation of the Cultural Plan has resulted in a corporate shift towards greater
integration and collaboration. A marked rise in collaboration and synergies through
interconnection between departmental teams, programs, strategies, planning, and
implementation. This organizational change has resulted in more sustainable action and
operation. A culture of collaboration, creating a staff team who is more aware of and responsive to
community culture. In effect, the Cultural Plan has changed corporate culture, and impacted
community culture beyond the objectives of the Plan.
The Cultural Strategic Plan was adopted by Council Resolution #247/14 dated June 18, 2014. The
Cultural Strategic Plan details the important work of:
1. Defining Pickering’s identity and mapping out its cultural assets and resources;
2. Collecting input from Pickering’s valued partners that define its cultural opportunities,
priorities and identity; and,
3. Developing a comprehensive strategy to reach Pickering’s economic, environmental and
cultural goals.
The Cultural Plan enables the City to retain its unique heritage and culture while keeping pace
with the demands of the 21st century and globalization. Extensive research was conducted for the
Plan and the findings revealed a wide array of cultural attractions and opportunities; a high level of
cultural diversity; and, a strong commitment from organizations and individuals to the cultural life
of the City. The research also identified gaps in support of arts, culture and heritage; some
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fragmentation of the City’s cultural sector; a need to connect culture and economic development;
and, barriers preventing the City’s arts, culture and heritage from reaching its full potential.
City of Pickering staff identified six strategic directions that comprise the Pickering’s Cultural
Strategic Plan:
a) Broaden and deepen City leadership and investment;
b) Build a strong and collaborative cultural sector;
c) Strengthen culture-led economic development;
d) Conserve and promote history and heritage;
e) Celebrate and support diversity and inclusion; and,
f) Culture opportunities for the creation, education and enjoyment of the arts.
The City of Pickering Cultural Strategic Plan was presented in two documents: the first entitled
“Cultural Strategic Plan, Final Report – June 2014” (Attachment 1) which summarized the
research findings and details the six strategic directions and action plan; and the second entitled
“A Cultural Map of Pickering: Background Information, Final Report – June 2014” which detailed
the community profile and research findings used to support the development of the Plan. These
documents were adopted by Council at the Council meeting of June 18, 2014, as per Council
Resolution #247/14. Since that time, staff have worked collaboratively with each other and the
community to move forward the strategic actions of the Plan. This mid-term report provides a
broad overview of this work, and progress for Council’s information.
Financial Implications: Many of the strategies within the Plan utilize existing staff resources
and existing Current and Capital Budgets. Those strategies that require additional or new
allocation of funds in the current and capital budgets are subject to the approval of Council
through the annual Budget approval process.
The recommendations to establish reserve funds will be further explored and incorporated within
newly created policies; which will once again be subject to Council approval. Since the creation of
the Cultural Strategic Plan, Council has approved the Public Art Policy (Council Resolution
#167/19 dated November 29, 2019), and a reserve fund for Public Art. A Heritage Reserve will be
contemplated in future years, and new positions such as a Diversity Coordinator and Tourism
Coordinator will also be explored in future years.
Discussion: Cultural planning is evident in many communities across the world and is
rapidly spreading throughout North America. With the decline of heavy industry and the rise of the
“creative economy”, decision makers understand the value of a culturally vibrant community to
sustain the economy, protect the environment and attract creative thinkers. The City of Pickering
is a vibrant community rich in diversity, history and the arts, featuring irreplaceable and unique
natural heritage landscapes and is on the verge of tremendous growth and development.
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Development of the Plan:
The Plan was undertaken by an interdepartmental staff team. Community leaders in the field of
arts, business, culture, ethno-culture and heritage participated in the preparation of the Plan as
members of the Community Stakeholders. The role of the Community Stakeholders Committee
was to provide feedback to the interdepartmental staff team on the development of the Cultural
Strategic Plan. As such, they provided input, guidance and advice to City staff throughout the
project. The services of Monteith Brown Planning Consultants were utilized to execute and
summarize the findings of the community through online and telephone surveys in 2010. The
services of Dr. Greg Baeker, Director Cultural Development, Miller Dickinson Blais was utilized to
facilitate the City of Pickering staff visioning session on June 27, 2012 at which time the strategic
directions were identified.
Cultural Mapping:
Cultural mapping is defined as a systematic approach to identifying, recording, classifying and
analyzing a community’s cultural resources. The map was developed in the years leading up to
the adoption of the Plan by a staff team. The Cultural Directory can be found on the City’s website
and provides a comprehensive listing of Pickering’s cultural assets within the following categories:
Creative Industries; Cultural Heritage; Facilities & Spaces; Natural Heritage; and Non-Profit
Organizations. Due to extensive community engagement, approximately 300 Pickering cultural
assets are profiled on this website for the world to access.
Since its inception staff have promoted the directory, accepted new applicants, and undertaken an
annual internal review. The Planning GIS Section have been approached to move the Cultural
Directory into the open data portal. This first test of this system is in place in the form of the Public
Art Directory. The proposed revision to the Cultural Directory will provide an interactive, layered
map with search capabilities.
Community Consultation:
The foundation of the City of Pickering Cultural Strategic Plan is community consultation and
public input. For this Plan to be successful and most importantly “authentic”, staff knew that the
planning process must be “with the people” not “for the people”.
As a result, consultation with all levels of municipal government, staff, community stakeholders
and community residents was completed during the cultural planning process. The information
was gathered utilizing a variety of methods and they include:
• Online Surveys with stakeholders;
• Community Telephone Surveys;
• Interviews with Council, CAO and Senior Staff;
• Questionnaires to Advisory Committees of Council;
• Focus Group Sessions with Youth and Seniors; and,
• The formation of a Community Stakeholders Committee.
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Strategic Directions:
Research findings revealed that Pickering has a wide array of cultural attractions and
opportunities, a high level of cultural diversity, and strong commitment from organizations and
individuals to the cultural life of the City. However, the research also identified gaps in the support
of arts, culture and heritage; fragmentation of the City’s cultural sector, a need to connect culture
and economic development; and better networking and collaboration to allow the City’s cultural
sector to realize its full potential.
For this reason, City staff identified six Strategic Directions:
1. Broaden and deepen city leadership and investment;
2. Build a strong and collaborative culture sector;
3. Strengthen culture-led economic development;
4. Conserve and promote history and heritage;
5. Celebrate and support diversity and inclusion; and,
6. Culture opportunities for the creation, education and enjoyment of the arts.
For each Strategic Direction, the City has identified actions, timelines, and staff responsibilities on
pages 33-53 in Attachment 1 for implementation. This update provides details on the actions
undertaken to support the strategic directions.
Implementation of the Plan:
Culture creates the daily and accumulated experiences of our residents. It is the memory and
story of their youth, adulthood and final years that tells the story of our communities, and creates
the impression that guests take with them following their visit. The Cultural Plan sets the stage to
create a richer and more diverse experience, more memorable welcoming and encompassing
experience within Pickering’s borders.
Since the inception of the Plan, a core team of employees from across the corporation have been
working together to identify opportunities for culture and integrate initiatives into strategic plans
and action plans.
• Tanya Ryce, Supervisor, Cultural Services
• Jesse St. Amant, Coordinator, Cultural Services
• Kathy Williams, Director Public Services, Pickering Public Library
• Chantal Whitaker, Supervisor, Sustainability
• Fiaz Jadoon, Director, Economic Development & Strategic Projects
• Catherine Rose, Chief Planner
• Kim Thompson, Manager, Municipal Law Enforcement Services
• Shauna Muir, Coordinator, Corporate Communications & Community Engagement
• Laura Gibbs, Supervisor, Museum Services
• Arnold Mostert, Senior Coordinator, Landscape, Parks & Development
• Dale Quaife, Division Head, Information Technology
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The implementation of the Plan utilizing a corporate wide team has resulted in full integration of
the Plan into corporate priorities and strategies. The corporate culture has shifted, with cross-
departmental teams aligning goals and objectives; thus creating a more cohesive approach to City
business, a more sustainable approach to goal setting, strategy and program implementation. This
is illustrated by the number of corporate plans, strategies, projects and programs which now
integrate cultural aspects.
• Parks & Recreation Master Plan
• Museum Strategic Plan
• Heritage Archives Master Plan
• Age Friendly Community Plan
• Amenities of Durham Live
• Highway 407 Corridor Business Development Project
• Development of Film Services
• Pickering Downtown - A Plan for Development & Intensification
• Sustainable Neighbourhood Program
• Indigenous Relationship Building Action Plan
• Anti-Black Racism Action Plan
• Downtown Pickering - A Vision for Intensification and Framework for Investment
• City Centre Urban Guidelines
In 2021, staff intend to work with the community and partners to develop and implement the first
stages of the following related plans and projects:
• Public Art Program and Plan
• Diversity and Inclusion Strategic Plan
• Heritage Recognition Plan
• Community Safety Plan
• City Centre Project
• Kingston Road Corridor and Specialty Retailing Node Intensification Plan
• Draft Urban Design Study
• Infill Housing Study
• Housing Strategy Study
• Integrated Transportation Master Plan
• Museum Network and Wifi Project – Interactive Exhibits
In addition the impact of the strategic directions of the Cultural Plan within the corporation, results
are beginning to show their impact in the wider community. Community partners actively seek out
City support and guidance for cultural initiatives. Developers express interest in Public Art as part
of their planning process.
This new shift in business lays a foundation for overall future success, as momentum builds within
the corporation, and outside business and partnerships are engaged the implementation of
cultural strategies and initiatives will develop greater momentum.
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The results of this success can be seen already. Since the adoption of the Plan, the Cultural
Advisory Committee (CAC) has been formed, and is now in its second term. The CAC is made up
of stakeholders and community appointees. The group of experts and community advocates
provides feedback to staff on the implementation of the Plan, and an update on their activities
annually to Council. The CAC is responsible for providing community input on staff actions
towards fulfillment of the plan, and are directly responsible for the initiation of the Pickering Anti-
Black Racism, and the Indigenous Relationship Building action plans.
Strategic Directions:
1. Broaden and deepen City leadership and investment
1.1. Expand communications efforts related to cultural resources and opportunities.
a) A Cultural Portal has been established on the City website pickering.ca to expand,
centralize, and simplify the delivery of cultural initiatives, and recognition of culture in
Pickering.
b) Developed and installed sustainability related interpretive signs within many parks,
Sustainable Pickering eNewsletter, regular social media posts, dedicated section on City
website, produced annual Year-in-Review, coordinated a minimum of 6 educational
workshops (webinar platform in 2020 due to COVID-19, participation excellent as capacity
for the platform was continually reached).
c) New outreach and publications have been created to promote heritage and public art
installations. These materials are available in library branches and online.
d) Utilized the City’s social media channels, as well as outdoor digital signs to promote
opportunities and resources as it relates to culture.
e) A new layer has been added to the Open Data Portal to present and document Pickering’s
public art work.
f) Expanded promotions for opportunities for artists and performers promotions on City
website, family calendar, community page and local signs.
g) Regular communication on cultural initiatives and opportunities provided to cultural and
community organizations.
h) Round table and networking sessions offered between community and cultural
organizations.
i) Developed and installed interpretive signage at heritage and arts installations.
j) The Pickering Community Banner Program celebrates the culture, heritage and beauty of
our City, and is now an annual budgeted item. The City of Pickering invites Canadian artists
of all ages, or artist teams, to create, design and submit artwork to be used for the
Community Banner Program.
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1.2. Form a Cultural Advisory Committee made up of staff, Council, and community
representation that champions the implementation of the Cultural Strategic Plan.
a) The CAC has been in place since 2016 with the following mandate: The CAC will assist
City staff with the implementation of the City of Pickering Cultural Strategic Plan. The CAC
will identify and coordinate opportunities for cultural industries, associations, and the
community to engage and provide expertise and input on matters relating to the provision
of cultural services in Pickering. The Committee submits a work plan and annual report to
Council.
1.3. Establish a cross-departmental Culture Team to build the capacity of the City to
“adopt a cultural lens” and support the implementation of the Cultural Strategic
Plan.
a) The Corporate Cultural Plan Committee is in place and is represented by Cultural Services,
City Development, Economic Development, Engineering Services, Office of the CAO,
Pickering Museum Village, and Library staff. Committee members meet in sub-groups to
address individual projects and initiatives.
1.4. Increase investment in cultural development.
a) $4,000,000 secured from the Canada Cultural Spaces Fund (Department of Canadian
Heritage) in 2019 for the Pickering Heritage & Community Centre. $100,000 secured from
the Museum Assistance Program for COVID-19 relief funding in 2020 by the Pickering
Museum Village.
b) The new Performing Arts Centre is one of three municipal facilities that comprises the new
City Centre project.
c) The Durham Live site will be home to one of Canada’s largest purpose-built film studios
that could cater to tent-pole productions, as well as multiple performance venues of varying
sizes that will be able to accommodate a variety of different performers, acts, and shows
both indoors and outdoors.
d) The City will construct 40 new parks in the next several years. Many of these parks will
include public art and heritage features.
e) Development staff work with applicants to include public art works within areas identified as
priority areas for public art.
1.5. Development of City Tourism Program.
a) City staff have formed a sub-group to undertake a tourism inventory for Pickering and
develop a strategy in 2021/2022. The sub-group includes representatives from Pickering
Museum Village, Economic Development, Cultural Services, Pickering Museum Village,
Engineering Services, Durham Tourism and Central Counties.
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1.6. Increase the City’s role in supporting and facilitating networking and collaboration
among cultural groups.
a) Cultural Services has in place an ongoing call to local community groups to participate in
the Community Mentorship Program that is creating Opportunities for Community
Organizations to Collaborate & Thrive. Community and Non-profit organizations who are
interested in developing their event planning skills, that want to share their message and
create a lasting impression on the residents of Pickering are encouraged to apply.
Successful applicants will partner with a business or community organization and the City
event planning team to plan and execute an activity during a City-operated event.
b) The Place4Arts program launched in 2018 was developed by Cultural Services as part of
the Cultural Plan. The Place4Arts program encourages local organizations to enhance their
space, encourage new interest, and promote culture, by hosting local artists and
performers.
1.7. Appoint a dedicated cultural staff position.
• Supervisor, Cultural Services position established in 2014
• Coordinator, Cultural Services position established in 2015
• Supervisor, Museum Services position established in 2018
1.8. Ensure the Cultural Strategic Plan is well integrated into the City’s five Corporate
Priorities.
a) The Cultural Plan staff team met in 2017 to review the corporate priorities and look for
areas to better improve the integration of culture. The team determined that culture is well
represented within the priorities.
1.9. Identify leading practices (in Canada and abroad) in cultural planning.
a) Cultural Services staff research best practices annually, along with modern cultural
presentation methods, that align with community inquires and requests. The City is a
member of Creative Cities, which highlights Cultural Programs/Events best practices
across Canada, and globally. Findings are shared with relevant internal and external
stakeholders.
1.10. Identify a strategy to address transportation issues that occur at venues hosting
major events, and consider transportation in the selection and design of new
venues.
a) The City is finalizing its Integrated Transportation Master Plan (ITMP). This is a key
strategic planning document that will shape Pickering’s long-term transportation issues.
The ITMP will provide direction for transportation policies, programs, and infrastructure.
The Plan addresses various transportation issues for existing venues that host major
events and creates a template for future venues. Strategies include a proposed city-wide
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cycling network, improving the safety of streets to attract users to non-automobile modes of
travel, and initiatives that aim to reduce trip demand by single-occupant vehicles.
2. Build a strong and collaborative cultural sector
2.1. Convene networking and peer-to-peer learning events for a cross-section of the
cultural sector.
a) Ten Cultural Networking Meetups have been arranged for cultural groups to increase
information sharing and to create the opportunity for community groups to work on shared
events. Since 2014, two aspirational meetings have been held to identify key topics of
interest, such as grant funding opportunities, grant writing tips, volunteer management,
marketing and promotion.
2.2. Address a need for more small venues to support cultural activities (e.g., for
exhibitions and performances).
a) The design (to date) of the Performing Arts Centre, as part of the City Centre, includes two
performing spaces, and outdoor space for busking and small scale presentations. The new
Pickering Heritage and Community Centre at Pickering Museum Village has a dedicated
events space that includes a stage.
b) Cultural Services staff have expanded performance venues into parks, trails and at smaller
City facilities with impromptu performances in 2020. Likewise, Sustainability staff have
included performances at the Farmers Market since its inception in 2017.
c) Due to the pandemic, the summer concert series was moved online in 2020. The series
garnered an increased audience of more than 10 times by moving into social media, and
expanded opportunities to attend to those unable to travel to City parks.
d) In 2018, staff introduced the Place for Art program which identifies opportunities for local
businesses to partner with performers to provide entertainment venue, and increase
community draw.
e) Although the Central Library has not expanded to date, in 2017 staff re-arranged the
physical collections to create a new area that doubles as a study and events space. This
space has been used for a weekly drop-in for youth and weekly seniors’ socials. The
Central Library lobby is available for small table-top cultural displays. In pre-pandemic
times, music recitals were often booked in the Central Library auditorium which has a baby
grand piano.
f) The Reading Garden was added to the George Ashe Library to create a new area for
leisure reading, studying and programming in 2017. It continues to be used for preschool
story times during the warmer months.
g) In 2018, a Makerspace was opened at the Central Library. This new digital learning space
allows Pickering residents to develop their digital skills, develop maker skills and express
creativity in a safe learning environment. The sound-proof recording booth is extremely
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popular for podcasting and music creation. Pickering residents also enjoy: 3D printing,
using the vinyl cutter and carvery machine for signage and design creations, the large scale
printer for photographic printing and posters, a sewing machine, a digital conversion station
and button maker which allow for self-expression. We also provide a Mac design center
with dedicated Macs loaded with creative software for graphic, video and sound editing.
h) In 2020, the Pickering Public Library was able to move their events online for all ages to
continue connecting with the community during the pandemic. Highlights include: Stay at
Home Storytimes, a Drag Queen Storytime, virtual summer reading clubs, genealogy
workshops and bibliotherapy. A staff team called The Disruptors are working to prototype
new online events and to establish the strategic direction for virtual programming. This
community has engaged with online events and has shown that this format is here to stay.
i) This year Pickering Public Library ran its third annual Makerfest but for the first time ever it
ran as a fully online festival. A highly anticipated program by the community and a day filled
with online maker themed programs.
j) The Library recently hosted the 2nd annual 5-Minute Film Festival (5MFF) also completely
online. This event engaged 130 guests throughout the event, shared an amazing night of
screening films made by community members and industry experts, and gave out 4 awards
for outstanding entries. 5MFF is a culminating event for a series of filmmaking workshops
held from April to July 2020.
2.3. Develop and implement a “module” on culture and heritage that could be easily
delivered in the school system.
a) Pickering Museum Village welcomes on average 10,000 school children to the museum
annually, who participate in the museum’s education program. The museum delivers an
immersive, hands-on education program that features Pickering’s culture and heritage. In
2020 the museum converted existing education programs to a virtual model, during
COVID-19 to be delivered in schools.
2.4. Engage cultural groups in the development of strategies that stimulate and cultivate
resident cultural engagement between north and south Pickering.
a) In 2017, staff along with the Claremont Community offered Party in the Park with Tom
Thompson. The event built new partnerships between the City and Claremont resident
groups, as well as between south and north Pickering organizations.
b) In 2018, staff engaged members of the Whitevale Community on the CAC, and have
expanded pop-up events into the community. Staff are engaging resident organizations in
the operation of events in both north and south Pickering. Prior to the cancellation of 2020
events due to COVID-19, Claremont groups were planning to participate in Canada Day
celebrations in Kinsmen Park. Since that time staff have worked directly with the
organizations to offer community pop-ups within the hamlets to maintain relationships
pending the ability to collaborate further.
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c) Pickering Museum Village is leading a tourism initiative, partnering with cultural attractions,
local businesses and tourism agencies to collectively package and promote tourism
experiences in Pickering and surrounding areas. This project aims to encourage visitors to
lengthen their stay by visiting more attractions and businesses in the area. The project runs
from 2020 – 2022.
2.5. Expand the Central Library to include community and cultural meeting spaces.
a) Tentative plans are underway to create a new Central Library that includes meeting rooms
where community and cultural groups can meet. In the interim, the Library launched a new
website in October. This new virtual branch will help reach out to the community during the
pandemic and promote online resources: ebooks, audiobooks, music, movies and
magazines and our virtual events.
3. Strengthen culture-led economic development.
3.1. Examine the opportunity to leverage cultural festivals to define a strong cultural
brand for Pickering and increase its reputation as a significant cultural destination.
a) This is a long-term goal of the Plan. As part of the tourism strategy, staff will identify and
undertake an events strategy to address this goal.
3.2. Integrate cultural and economic planning related to growing the creative economy
and increasing the number of creative cultural industries in Pickering.
a) Over the past five years, film location activity has been steadily on the rise in the City of
Pickering. As such, in 2019 the City took initial steps to establishing a formal Film Office,
with the intent of attracting increased investment from the Film Industry and elevating the
City’s profile as a ‘film friendly community’. The provision of online, digital application
processes, to ensure expedited approvals, kept the City open for business despite the
restrictions imposed by COVID-19 emergency protocols. The City has also leveraged the
opportunity to promote City-owned lands for use as a ‘back stage’ to attract larger
productions.
b) Pickering City Centre Farmers’ Market was started in 2011 by the Pickering Town Centre.
The City of Pickering took over operation of the Market in 2016. The award-winning market
was designed to be a comprehensive weekly event to feature local farmers and food
producers and showcase local artisans, crafters, and musicians.
3.3. Examine opportunities to engage the private sector and encourage corporate
sponsorships that will maximize resources/investment for cultural initiatives.
a) In 2017, the City adopted a sponsorship policy and procedure to undertake sponsorship
work for primarily events and programs. In recent years, the program focus pivoted towards
facility naming rights. The program has been successful with naming rights secured for
what is now the Chestnut Hill Developments Recreation Complex.
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b) Work with corporate sponsors for various sustainability events (e.g. Sustainable Seaton):
Community-Building Series and plantings (e.g. annual pollinator planting & butterfly tagging
with Canada Bread Ltd.). The former Celebrating Sustainable Neighbourhoods Program
was largely supported though sponsorship.
c) Pickering events such as the annual Tree Lighting, Canada Day and Summer Concert
series are supported by sponsorship dollars.
3.4. Create and introduce online user-friendly tools such as a Community Events
Application and Community Media Guide to encourage community organizations,
residents, and corporate partners to take the lead in the provision of cultural
initiatives.
a) Complete - Cultural Services within the Corporate Events Team developed the Community
Festivals and Events manual and Policy to assist event organizers to plan public events
and activities within Pickering. Festivals and events are a significant investment of
resources. The contents of the manual assist with the safe and successful operation of
festivals and events within the City of Pickering. This manual clearly outlines all areas of
responsibility for Community Festival and Event Organizers. The manual includes
information on permits, policies, and procedures along with critical paths, checklists, tips,
and contact information. This valuable information assists organizations to complete the
event planning process ensure all of your necessary approvals are in place prior to a
community event. This tool is reviewed annually, and expanded to ensure safe operation of
community events.
3.5. Sustain and promote Pickering’s online Cultural Directory as a means of celebrating
and increasing the profile of Pickering’s cultural assets.
a) Over the last six years, staff have maintained and promoted the existing Cultural Directory,
however, the format of the present Directory is not user friendly or compatible with
advancing technology. As such, staff sought out an alternative, or updated program. Staff
see the Open Data Portal as a solution to the needs to replace the Cultural Directory as is,
and support the need for a Corporate wide GIS strategy.
b) Open Data is digital data that is made available with the technical and legal characteristics
necessary for it to be freely used, reused, and redistributed by anyone, anytime and
anywhere.
3.6. Establish tourism as a corporate priority (with a strong emphasis on cultural
tourism).
a) City staff have formed a sub-group to undertake a tourism inventory and develop a strategy
in 2021/2022. The sub-group includes representatives from Economic Development,
Cultural Services, Pickering Museum Village, Engineering Services, Durham Tourism and
Central Counties.
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b) Food plays an important part in many cultural initiatives. Economic Development is
advancing a local food security strategy, as well, there is a Region-wide local food strategy
group. It may be appropriate to integrate elements into this action section.
c) $44,440 secured from Rural Economic Development Fund (Ontario Government) in 2019 to
develop a permanent exhibit and attract tourists to the Pickering Museum Village’s
Blacksmith Shop.
d) $150,000 secured from the Canada Cultural Investment Fund (Department of Canadian
Heritage) in 2020 by Pickering Museum Village to lead a cultural tourism initiative and
attract tourists to Pickering.
e) Pickering Museum Village became a formal partner in Central Counties Tourism
“Temperance and Temptation” packaged tourism experiences in South Durham in 2020.
3.7 Ensure a strong focus in the Cultural Strategic Plan on the needs of commercial
cultural activities and enterprises.
a) Over the last 5 years, ongoing efforts to increase Pickering’s profile to the domestic,
national and international film industries resulted in a near tripling of permitted film activity
on our roads and private properties in 2019. This activity, together with the City’s review
and support of a new film production studio on Durham Live lands, will increase the
opportunity for local job creation in this creative industry, and further the profile of the City
as a place to invest by the filming industry.
4. Conserve and promote history and heritage
4.1 Strengthen the promotion of local history assets.
a) A dedicated page has been developed on the Cultural Portal at pickering.ca/culture. This
page links heritage assets across the website.
b) A heritage panel including images and information on the history and changes to the
Whitevale Bridge was included at the site, along with remnants of the old structure.
c) History of Frenchman’s Bay and the history of Rotary Frenchman’s Bay West Park was
included in a series of interpretive signs that were installed at the site.
d) Information on the history of boating on Frenchman’s Bay was included in an interpretive
sign that was installed in Frenchman’s Bay Ratepayer’s Memorial Park as part of the parks
reconstruction
e) Visits to the Pickering-Ajax Digital Archive website held steady over the first 3-year period
of the Cultural Strategic Plan until a technical failure in March of 2017 made it inaccessible
to anyone outside of the Library or City facilities. This meant a much lower number of visits
to the Digital Archive in 2017. A new solution, in partnership with the City, was launched to
the public at the end of November 2017. The new Pickering Local History Collection Digital
Archive provides improved searching and availability of materials. The site provides access
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to 8,904 community newspaper issues, 4,006 images, and 2,468 documents dating to
between 1798 and 2010. Usage statistics show an average of 21,000 unique user sessions
each month and a total of 620,000 items viewed since the new site launched.
f) Programming and community outreach has increased each year since the adoption of the
Strategic Plan. This includes both a higher number of programs run each year over the
previous year and greater attendance overall.
g) The number of in-person and remote requests for information have also increased each
year. Since 2015, 3,500 residents have attended local history programming and outreach
events and 1,700 people have had their information requests answered.
4.2 Leverage opportunities to connect culture and heritage programming with the new
Rouge Park.
a) Currently, the Rouge National Urban Park has proposed a new Northeast Trail system. The
proposal is an 11 km wilderness/backcountry trail within the northeast quadrant of Rouge
National Urban Park located within the rural areas of Pickering and Uxbridge.
b) Sustainability, Museum and Culture Teams have supported Rouge National Park through
participation in their events as well as inviting them to participate in City events help to raise
awareness about their efforts.
c) Collaboration is underway with the Region of Durham, Heritage Pickering and Parks
Canada to establish a Heritage Path linking the Rouge National Urban Park entrance to the
west part of the Kingston Road corridor in accordance with the Council endorsed
intensification plan for the corridor.
4.3 Develop strategies to highlight and celebrate Pickering’s heritage properties that
include additional or improved signage to identify arts, cultural, and heritage
designations and public properties.
a) A residential development at the northwest corner of Finch Avenue and Altona Road
resulted in the loss of a historic farmhouse. Through the Site Plan Approval process, City
Development staff worked with Heritage Pickering and the developer to establish a
commemorative feature within the amenity area that will include fieldstone from the original
historic farmhouse and a plaque with a description of the property and historical timelines.
4.4 Develop funds to acquire and preserve heritage properties.
a) $450,000 secured from Canada Cultural Strategic Fund (Department of Canadian Heritage)
to retrofit the Gas & Steam Barn into the Conservation Lab at Pickering Museum Village
(2017 – 2019). This project established climate-controlled collections storage, an
operational conservation lab and wood shop at the museum.
b) City Planning and Development staff have prepared a Heritage Property Tax Relief By-law
in consultation with Heritage Pickering. Following review with City Finance Department, a
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Subject: Mid-Term Update Cultural Strategic Plan Page 15
draft by-law to establish the program was prepared for Council’s consideration in December
2020. The program provides an incentive for owners to make regular investments in the
ongoing maintenance and conservation of their properties.
c) There is a growing trend for municipalities to develop Heritage Preservation policies and
reserve funds. This is an area that could be considered by the City.
4.5 Establish a Visitors’ Centre at the Pickering Museum Village.
a) The City has designed the Pickering Heritage & Community Centre at Pickering Museum
Village. The originally conceived Visitor’s Centre is being called the Pickering Heritage &
Community Centre (PHCC) with multi-purpose community spaces, intended to replace
aging infrastructure at the Greenwood Community Centre. The PHCC meets the criteria of
the originally conceived visitor’s centre with collections and archival storage space, office
spaces, rental facilities including catering and cooking, exhibition and program spaces. The
PHCC will provide visitor services including: museum admissions, gift shop, washrooms,
cloak room, and parking.
4.6 Develop programs and facilities to house and conserve archival collections.
a) The Library has obtained climate controlled, off-site storage to accommodate a growing
archival collection. Library and City staff are also working together to plan for the upcoming
purpose-built Pickering Heritage & Community Centre which will ensure the long-term
preservation of cultural heritage materials.
4.7 Establish an Indigenous Peoples Interpretive Centre and archive room, with
appropriate partnerships.
a) The City has become the first municipal member of HIP (Honouring Indigenous Peoples).
b) As per Council Resolution #372/20, the Supervisor, Cultural Services was directed to work
with the Cultural Advisory Committee to develop an Indigenous Land Acknowledgement
Statement. The advisory committee members approved the creation of an Indigenous
Relationship Building Sub-committee, and have (with support from staff) finished a public
call for sub-committee members.
4.8 Continue to operate the Doors Open program.
a) Declining attendance and increased event costs did not warrant continuing the Doors Open
program through 2019. Staff continue to monitor the community desire to participate and
would welcome a community partnership to once again deliver the program.
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Subject: Mid-Term Update Cultural Strategic Plan Page 16
5. Celebrate and support diversity and inclusion
5.1 Ensure representation from diverse communities on the proposed CAC.
a) The CAC composition includes a diverse membership, by inviting a mixture of community
appointed membership and community stakeholders. Each term membership provides the
opportunity to revise the composition and make recommendations to change based on the
needs of the community.
b) The current composition allows for 12 Committee members: 4 members from the public,
and 8 representatives from related community organizations. Members from the public
must reside in Pickering and represent a broad range of interests and experience in the
cultural sector. Community organization representatives must be from organizations who
serve the City of Pickering. Where possible, appointments to the Committee shall include
representatives of the following organizations/associations:
• PineRidge Arts Council
• Durham West Arts Centre
• Pickering Historical Society
• Pickering Public Library
• Ajax/Pickering Board of Trade
• Diversity and Ethno-Cultural Organizations
c) In 2020, 2 additional sub-committees were formed to address specific needs of the
community.
d) The CAC, with the support of designated City staff, prepared an action plan and the terms
of reference for a taskforce, which included committee composition, selection and
recommended areas of focus. The Pickering Anti-Black Racism Preparatory Sub-
committee will lead the process of community engagement, recruitment and
recommendation, and have developed an action plan to support successful implementation
of the PABRT. The Pickering Anti-Black Racism Taskforce will be a community driven
initiative, where City staff will act as a liaison providing operational and organizational
support.
The Anti-Black Racism Taskforce also worked in partnership with the Pickering community,
Durham-based organizations, businesses, stakeholders, and the City:
• to identify barriers and areas of opportunity, in order to enhance the shared
experience and opportunities afforded to Black residents;
• to identify and coordinate opportunities for stakeholder and community
engagement;
• to provide expert input and action on matters relating to the provision of anti-
Black racism initiatives within the community;
• to celebrate and promote the Black community, and promote Black culture; and,
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Subject: Mid-Term Update Cultural Strategic Plan Page 17
• As per Council Resolution #513/21, Council appointed 20 individuals to PABRT
for a term ending November 2022 at the council meeting of January 25, 2020.
e) As per Council Resolution #372/20, the Supervisor, Cultural Services was directed to work
with the Cultural Advisory Committee to develop an Indigenous Land Acknowledgement
Statement. The advisory committee members approved the creation of an Indigenous
Relationship Building Sub-committee, and have (with support from staff) finished a public
call for sub-committee members.
5.2 Actively engage these communities in defining cultural interests, needs, and
opportunities.
a) Pickering Museum Village secured $4,000 from the Canada Cultural Investment Fund,
Spark Initiative, in 2019, to establish a temporary Indigenous Steering Committee,
comprised of 8 members, who advised the museum on Indigenous partnerships, programs
and planning.
b) The action plans listed above provide staff direction for actions in the coming 3 years.
5.3 Work closely with the school system to increase understanding of, and appreciation
for, the importance of local culture and heritage among youth.
a) Pickering Museum Village established a teacher’s focus group in 2020 to advise City staff
on trends, priorities and practical program delivery of the museum’s education programs.
b) Pickering Museum Village established relationships with educational consultants in the
Durham District School Board in 2019 to advise City staff on trends, priorities and practical
program delivery of the museum’s education programs.
c) In 2020, Pickering Museum Village initiated the development an education web page and
its promotion to educators. Content on the web page included videos, online lesson plans,
worksheets and activity pages that can be accessed for free by formal and informal
educators of youth from Grade 2 level to high school age – all content has curriculum
connections.
d) A Pickering Environmental School Grant was newly implemented and is resulting in further
engagement from local schools in actions that help further sustainability goals. In addition
to the grant, the Sustainability staff continues to work with schools for other environmental
initiatives (e.g. Take Back the Salmon, plantings, pollinator garden care, litter cleanups).
5.4 Develop cross-culture programming by connecting heritage, historic and arts
businesses/organizations.
a) Cultural Services executed the Tom Thompson Celebration in Claremont under the
direction of City staff in partnership with Lions Club of Claremont, Rotary, Claremont District
Residents Association, local churches, Owasco Scouts, local businesses, and Masons.
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Subject: Mid-Term Update Cultural Strategic Plan Page 18
This one-off event was used as a community mentorship project, and provided hands-on
training on public event production.
b) Cultural Services continues to operate and execute several community festivals that
include programming and developed by heritage, historic and arts
businesses/organizations, Winterfest, Mayor’s New Year’s Day Levee, Artfest, Canada
Day, continue our traditional celebrations, and continue to develop new community
partnerships.
c) Pickering Museum Village has engaged many community partners in running cultural
events on-site at the Museum from 2014 to 2019. Events of significance include: Museum
Minecraft, Christmas in the Village, and History in Action Saturdays.
5.5 Support programming in cultural centres through marketing and event guidelines
for community engagement.
a) Cultural Services developed, implemented and provided guidance on Marketing and Event
Guidelines for Community Engagement.
b) The @PickeringEvents social media channel has been set up to promote cultural
programming, local tourism, and community partners.
6. Cultivate opportunities for the creation, education and enjoyment of the arts
6.1 Develop and implement a public art policy, program, and funding formula.
a) Cultural Services established: CUL 130 Public Art Policy, which was approved by Council
at their Council meeting of November 25, 2019.
6.2 Establish Public Art Reserve Fund.
a) A reserve fund has been established.
b) Once the Public Art Program is established, a Council endorsed policy or guidelines will be
drafted to establish new development-based funding strategies for public art located either
in public areas or private publicly accessible areas within the City. The example of “The
Percent for Public Art Program” established by the City of Toronto, could act as a
precedent of means to provide funding to include and maintain public art not only in
prominent areas, as identified by the Official Plan and the City’s Urban Design Guidelines,
but in other areas within the City.
6.3 Develop connections with local colleges and universities to foster arts education.
a) Economic Development & Strategic Projects staff are currently building connections with
Durham College staff to promote their School of Media, Art and Design, to attract
arts/cultural businesses to the City and stimulate entrepreneurial talent.
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Subject: Mid-Term Update Cultural Strategic Plan Page 19
b) Staff have met with Durham College to connect local businesses with students for potential
co-op placements.
6.4 Encourage public art in appropriate private developments within the City.
a) Through the design process, negotiate with private developers to include Privately-Owned
Publicly Accessible Spaces, as part of the development application review. These are a
specific type of open space to which the public is welcome to enjoy, but remains privately
owned. Many of these spaces in the City of Toronto include street furniture, public art or
water features.
b) Staff have confirmed three works in private developments in the past year. A procedure will
be developed and submitted to Council as an amendment to the Public Art Policy.
6.5 Use art to enhance public spaces, particularly within the City Centre.
a) City Development staff will work with Cultural Services and developers to include public art
at strategic entrances and gateways and as identified in the Pickering Official Plan and
Council endorsed City’s Urban Design Guidelines.
b) Staff have committed three new works at Treasure Hill Development, a new Chartwell
facility, and at the Shell at Highway 2 and Whites Road. A third piece is planned for the
front of Zents Fire Hall following construction.
c) Six public art pieces have been installed in Esplanade Park as part of the Ontario Main
Street Revitalization Initiative. Two metal sculptures having a pollinator theme were created
by Ron Baird. Geordie Lishman created four individual metal figures representing the City
Centre’s theme of Live, W ork, Gather and Inspire. The artwork was placed amongst new
raised planters and site furniture to create a new gathering space at the east end of the
park.
d) A public art piece called “Our House” by wood sculptor Dorsey James was installed in
Rotary Frenchman’s Bay West Park. The piece was donated by the Rotary Club of
Pickering.
6.6 Ensure that the City plays a leadership role in addressing the need for a new
performing arts or multi-purpose cultural facility preferably in the City Centre.
a) The City Centre project, reflected in the City’s 2020 Capital Budget, includes a new
Performing Arts Centre facility.
b) Community Services Department established the position of Executive Director, Performing
Arts Centre.
A great deal of progress has been achieved to-date with respect to the City’s Cultural Plan, with
the support of staff, the community and Council. This Mid-term Update to the Cultural Strategic
Plan has been prepared a progress update to Council.
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Subject: Mid-Term Update Cultural Strategic Plan Page 20
Attachment:
1.Cultural Strategic Plan, Final Report – June 2014
Prepared By: Approved/Endorsed By:
Tanya Ryce Brian Duffield
Supervisor, Cultural Services (Acting) Director, Community Services
Jackie Flowers
CEO/Director of Public Libraries
Richard Holborn
Director, Engineering Services
Fiaz Jadoon
Director, Economic Development &
Strategic Projects
Paul Bigioni
Director, Corporate Services & City Solicitor
Kyle Bentley
Director, City Development & CBO
Original Signed By:Original Signed By:
Original Signed By:
Original Signed By:
Original Signed By:
Original Signed By:
Original Signed By:
CS 13-21 March 1, 2021
Subject: Mid-Term Update Cultural Strategic Plan Page 21
TR:bd
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original Signed By:
Cultural
Strategic
Plan
Final Report ● June 2014
Attachment #1 to Report CS 13-21
City of Pickering Cultural Strategic Plan 2014
1
Contents
Executive Summary 3
1 Introduction 5
1.1 Why Cultural Planning? 7
1.2 A Made-in-Pickering Cultural Plan 9
1.3 Definitions 11
1.3.1 Culture 11
1.3.2 Cultural Planning 11
1.3.3 Cultural Resources 12
1.3.4 Cultural Mapping 12
1.3.5 Arts 12
1.3.6 Heritage 13
1.3.7 Ethno-culture 13
2 The Value of Culture 14
2.1 Impact on Community Character 15
2.2 Impact on Social Capital 17
3 Summary of Research Findings and Public Input 18
3.1 Background 20
3.1.1 Pickering’s Geography 20
3.1.2 Pickering’s History 21
3.1.3 Pickering’s Demographics 21
3.1.4 Pickering’s Economy 21
3.1.5 Pickering’s Natural, Cultural and Recreational Assets 22
3.1.6 Pickering’s Cultural Organizations 24
3.2 Public Input 25
3.2.1 Community Telephone Survey 25
3.2.2 Stakeholder Group Survey 26
3.2.3 Interviews: Council Members 28
3.2.4 Interviews: Senior Managers 28
3.2.5 Committee of Council Questionnaires 29
3.2.6 Focus Group: Youth 29
3.2.7 Focus Group: Seniors 30
City of Pickering Cultural Strategic Plan 2014
2
4 Vision and Strategic Directions 31
4.1 Vision 32
4.2 Strategic Directions 33
4.2.1 Strategic Direction 1: Broaden and Deepen City Leadership and Investment 34
4.2.2 Strategic Direction 2: Build a Strong and Collaborative Cultural Sector 35
4.2.3 Strategic Direction 3: Strengthen Culture-led Economic Development 36
4.2.4 Strategic Direction 4: Conserve and Promote History and Heritage 37
4.2.5 Strategic Direction 5: Celebrate and Support Diversity and Inclusion 38
4.2.6 Strategic Direction 6: Cultivate Opportunities for the Creation, Education,
and Enjoyment of the Arts 39
5 How to Use These Strategic Directions: Integrating Planning for Culture
in City Decision-Making 40
Appendix A: Members of the City of Pickering Staff Committee 54
Appendix B: Members of the Community Stakeholders Committee 55
Appendix C: List of Organizations that Completed the Survey 56
Appendix D: Participants in Visioning and Strategy Session 59
Over the past 22 years, Young Singers
has worked with over 800 talented young
children, enriching their lives through the
power of music. They have also acquired
an appreciation for the arts, and developed
life skills which will serve them in their future
as upstanding and caring leaders of our
community.
Contributed by the Young Singers
“
”
City of Pickering Cultural Strategic Plan 2014
3
EXECUTIVE SUMMARY
This Cultural Strategic Plan establishes a vision for the place of arts, culture and heritage in the City
and strategic directions for policy, investment, and City programs in the next few years. Cultural
planning is intended to help the City retain its unique heritage and culture while keeping pace with the
demands of the 21st century and globalization. It is also part of the City’s Journey to Sustainability,
intended to balance the needs of the environment, the economy, and the social community and
achieve sustainable growth.
The research conducted for this plan was wide-ranging and highly detailed. Pickering staff first
gathered background information from statistics, historical documents, and other sources to help
define Pickering’s cultural make-up, as well as its cultural and heritage assets. The City also
canvassed opinion from the community through a telephone survey of Pickering residents; online
surveys for community organizations; interviews with members of Council and senior City managers;
and focus group sessions with youth and seniors.
The findings (which are summarized in this report and presented in more detail in a separate report
titled A Cultural Map of Pickering) revealed a wide array of cultural attractions and opportunities,
a high level of cultural diversity, and strong commitment from organizations and individuals to the
cultural life of the City. However, the research also identified gaps in support for arts, culture and
heritage, some fragmentation of the City’s cultural sector, a need to connect culture and economic
development, and barriers preventing the City’s arts, culture and heritage from reaching its full
potential.
City staff drew on these findings in a final visioning session and used them to identify six
Strategic Directions.
1. Broaden and deepen city leadership and investment
2. Build a strong and collaborative cultural sector
3. Strengthen culture-led economic development
4. Conserve and promote history and heritage
5. Celebrate and support diversity and inclusion
6. Cultivate opportunities for the creation, education and enjoyment of the arts
City of Pickering Cultural Strategic Plan 2014
4
For each Strategic Direction, the City has identified concrete actions that the City can undertake to
support and promote culture, arts and heritage. These include:
• creating new staff positions related to Culture
• forming a Cultural Advisory Committee
• developing educational programs for youth focused on local heritage
• expanding the Central Library to provide additional meeting space
• completing a Tourism Strategy
• establishing a Visitors’ Centre at the Pickering Museum Village
• creating a Cultural Roundtable with representation from diverse communities
• using art to enhance public spaces
• addressing the need for a new performing arts or multi-purpose cultural facility
Leading hikes of interested students or
adults into the [Altona] Forest to study plants,
animals or natural features such as ponds,
is extremely enjoyable, especially when
seeing the enthusiasm and appreciation of
the environment of young people who will be
stewards of our environment in the future.
Contributed by a member of the Altona
Forest Stewardship Committee
“
”
City of Pickering Cultural Strategic Plan 2014
5
1 Introduction
The City of Pickering has embarked on a Journey to
Sustainability to integrate the needs of the environment, the
economy, and the social community and achieve sustainable
growth. The City boasts unique and irreplaceable built and
natural heritage; a thriving economy with a strong cluster of
energy, environmental and engineering businesses; and a
diverse community with a passion for multiculturalism, arts,
heritage, and our environment.
City of Pickering Cultural Strategic Plan 2014
6
Pickering has developed this Cultural Strategic Plan to answer the following questions:
• How can the City of Pickering retain its unique heritage and culture while keeping pace with
the demands of the 21st century and globalization?
• How can the City of Pickering ensure that sustainability (environmental, social and economic)
remains at the forefront of the City’s agenda, considered in a integrated, holistic way and held
paramount in decision making, not an afterthought?
Arts, culture, and heritage define a community and create a sense of place and belonging. These
cultural resources send a clear message to the world about the community – its values, beliefs, and
customs. The creation of Pickering’s Cultural Strategic Plan involved:
• mapping the City’s cultural resources
• collecting input from residents and valued partners to define cultural opportunities, priorities,
and identity
• developing a comprehensive, strategic approach to achieve the City’s vision for culture
Pickering’s place in Canada as a
cultural centre will be measured by its
ability to promote artistic expression.
We can achieve cultural prominence
through the funding of public places
where artistic performance can occur.
Contributed by a member of
Pine Ridge Secondary School
“
”
City of Pickering Cultural Strategic Plan 2014
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1.1 Why Cultural Planning?
Cultural planning, which is believed to have emerged first in Europe in the 1960s and 1970s, is the
strategic and integral use of cultural resources in holistic community development.1 Economists
and urban planners know that culture provides vitality to a community and has important economic
and social spinoffs. A culturally vibrant community attracts artists, innovative thinkers, and educated
citizens, and contributes to urban renewal, economic regeneration, and environmental improvements.
Cultural planning spread to Australia in the 1990s.2 Government officials there understood that civic
departments could no longer work in silos, but need to adopt a common vision to ensure sustainable
growth and development.
More recently, cultural planning has spread to North American communities. With the decline of heavy
industry and the rise of the “creative economy,” decision makers understand the value of a culturally
vibrant community to attract the creative class, sustain the economy, and protect the environment.3 A
new model for economic and social development has emerged, and culture is its central driving force.
Decision makers realize that culture is at the heart of any community, not just a fringe activity.
The Canadian and Ontario governments have endorsed municipal cultural planning and provided
resources to municipalities to support cultural planning processes, as outlined on the website of the
Ontario Ministry of Culture in 20084:
1 Sirayi, Mzo, “Cultural Planning and Urban Renewal in South Africa,” Journal of Arts Management, Law and Society, vol. 47,
no. 4 (Winter 2008): 333-45.
2 Baeker, Greg. “Municipal Cultural Planning: Combating ‘The Geography of Nowhere,’ ” Municipal World, 2005.
3 Wilenius, Markku, “Cultural Competence in the Business World: A Finnish Perspective,” Journal of Business Strategy, vol. 27,
no. 4 (July-August 2006): 43-50.
4 The original document was posted in 2008, but is no longer available on the website of the Ontario Ministry of Tourism,
Culture and Sport.
City of Pickering Cultural Strategic Plan 2014
8
Many people today are feeling disconnected
and looking for their spiritual or cultural
connections to help connect them to like-
minded people, but [this] often further
disconnects them from other groups. As we
create silos, we only see our perspective and
lose sight of our commonalities. Culture defines
people, communities, and neighbourhoods
through creative expression, traditions, and
specific viewpoints… Girls Rights Week is an opportunity to showcase activities
that encourage the development and understanding of each of the rights. Having
the right to resist gender stereotypes, take pride in success, appreciate my body,
have confidence in myself and be safe in the world, have the right to prepare for
interesting work and economic independence.
Contributed by Girls Incorporated of Durham
Municipal Cultural Planning creates a place where people want to live, work, and visit and
where students can return to find work. Municipal Cultural Planning contributes to:
a. Economic Development (Tourism, Downtown Revitalization, Creative Jobs)
b. Cultural Vibrancy
c. Community Safety
d. Enriching and Engaging Children and Youth
e. Citizen Engagement
f. Population Growth/Retention
g. Sustainable Placemaking
h. Walkable Communities
Pickering has a wealth of cultural resources. It is time to map those resources, craft a clear identity
for this community, and develop a plan that identifies strategies that will foster our community
development.
“
”
City of Pickering Cultural Strategic Plan 2014
9
1.2 A Made-in-Pickering Cultural Plan
The City of Pickering Cultural Strategic Plan builds upon existing municipal plans and drew on the
cooperation of all departments.
The foundation of the City of Pickering Cultural Strategic Plan was community consultation and public
input. The overwhelming research in the field of cultural planning indicates that cultural planning is
best pursued with a “bottom-up” strategy; a process developed “with the people, not for them.”5
Great care was taken to incorporate consultation with all levels of municipal government and staff,
community stakeholders, and community residents. The information was gathered through various
methods.
• Online surveys were used for community cultural organizations, businesses, and individuals.
• A telephone survey was used to collect ideas from a random sample of Pickering residents.
• Interviews were used to gain insight from all members of Council, the Chief Administrative
Officer, and all department heads.
• Focus group sessions were conducted with youth and seniors in Pickering.
• Regular meetings were conducted with a Community Stakeholders Committee, the
members of which represented the heritage, arts, ethno-cultural, business, education, and
environment sectors in Pickering.
This comprehensive approach has helped ensure that the City of Pickering Cultural Strategic Plan is
inclusive and reflects the community’s ideas and values.
5 Sirayi, Mzo, op. cit.
City of Pickering Cultural Strategic Plan 2014
10
The planning process began in fall 2007 and was spearheaded by a team of staff that reflected the
entire organization. See Appendix A for members of the City of Pickering Staff Committee. Regular
consultation was sought from a Community Stakeholders Committee throughout the process. See
Appendix B for the list of Community Stakeholders Committee. See Appendix C for those who
participated in the survey.
Finally, on July 27, 2012, a Cultural Strategic Plan Visioning Session took place at the Pickering
Museum. The session involved 16 City of Pickering staff members from across a range of
departments, all of whom were involved in the cultural planning process. See Appendix D for a list of
participants. The purpose of the session was to consider the results of the community consultation
and use these insights to develop Strategic Directions to guide the Cultural Strategic Plan. Dr.
Greg Baeker, Director of Cultural Development at Millier Dickinson Blais, facilitated the session and
prepared a summary report.
The four-hour session generated rich and insightful discussion. It began with a review of the work
completed to date in the cultural planning process by Marisa Carpino, Manager of Culture and
Recreation. Dr. Baeker outlined core concepts and tools in municipal cultural planning.
Following the presentation, participants were divided into smaller groups to generate ideas related to
the following questions.
1. What did the community consultations tell us about what we are doing well in culture in
Pickering? What are our strengths?
2. What did those consultations suggest we are not doing or not doing as well as we could?
3. What key words have emerged from our research that must form part of a vision statement to
guide the Cultural Strategic Plan?
4. What “big ideas” or strategies have been put forward to advance this vision?
5. What are some signs that we are moving in the right direction?
The results of this discussion are described in the section on “Vision and Strategic Directions.”
City of Pickering Cultural Strategic Plan 2014
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1.3 Definitions
1.3.1 Culture
Culture is defined as “the values, attitudes and behaviours shared by a people.”6 It includes
customs, beliefs, language, way of life and traditions that serve to distinguish a community. Culture
enables members of the same community to interact and communicate with each other.
Culture is a resource that can be leveraged to fuel human and community development. It is no
longer considered as a product that should be subsidized, but a community resource in which to
invest.7
1.3.2 Cultural Planning
Cultural planning is “the strategic and integrated planning and use of cultural resources in
community development.”8 It involves identifying a community’s cultural resources, through
community consultation, and leveraging those resources to support economic and community
development to help a community achieve its civic goals.
Cultural planning supports sustainable communities, because communities with a shared and valued
culture retain existing residents and businesses, while attracting new residents, new businesses,
skilled workers, innovative thinkers, and tourists.
6 Hoffman, Richard C., “The strategic planning process and performance relationship: does culture matter?” Journal of Business
Strategies, vol. 24, no. 1 (Spring 2007): 27-49.
7 Cultural Planning Toolkit, Creativecity.ca: A partnership between 2010 Legacies Now and Creative City Network of Canada, 2008.
8 Municipal Cultural Planning website: http://www.ontariomcp.ca/what-is-mcp/
City of Pickering Cultural Strategic Plan 2014
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1.3.3 Cultural Resources
Cultural resources are “all those things that together define a community’s unique identity
and sense of place.”9 They may be tangible, such as natural environment, heritage assets, and
institutions (landscapes, historic buildings, museums, libraries, organizations), or intangible (stories,
values, beliefs, customs, identities).10
1.3.4 Cultural Mapping
Cultural mapping is the foundation for municipal cultural planning. It is defined as “a systematic
approach to identifying, recording, classifying and analyzing a community’s cultural
resources.” There are two kinds of cultural mapping:
• Mapping tangible resources: identifying and recording physical (or tangible) cultural resources
across a range of categories
• Mapping intangible resources: identifying and exploring the stories and traditions that help
define a community’s unique identity and sense of place
1.3.5 Arts
The arts represent only a single facet of culture. Art is the process of human creation or invention
of an original idea with aesthetic content.11 The arts include visual arts, performance arts, media
arts, dramatic arts, and related disciplines.
9 Baeker, Greg. “Municipal Cultural Planning,” see above.
10 Municipal Cultural Planning website: http://www.ontariomcp.ca/what-is-mcp/
11 Arts, Heritage and Culture Master Plan. Region of Waterloo and Goldsmith Borgal and Company Ltd. and NetGain Partners Inc.,
October 2002.
City of Pickering Cultural Strategic Plan 2014
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1.3.6 Heritage
Heritage includes both tangible and intangible elements of the natural and cultural past. Tangible
assets include buildings, cemeteries, monuments, artifacts, specimens, collections, archaeological
sites, cultural landscapes, and sacred spaces. Intangible aspects include beliefs, ideas, customs,
traditions, languages, and religions.12
1.3.7 Ethno-culture
Every person belongs to one or more ethnic groups and each identifies with some cultural heritage
shared with others from similar national, religious, or language backgrounds. The term ethnocultural
refers to an ethnic identity supported by cultural practice, tradition, and institutions. Canada’s
population includes a wide variety of ethnocultural groups among people of indigenous Northern,
Central, and South American backgrounds and those who have originally come (or whose forebears
came) from African, Asian, or European countries.13
12 Arts, Heritage and Culture Master Plan. Region of Waterloo.
13 Glossary of Access and Equity Terms, City of Toronto Task Force on Community Access and Equity (1998-1999).
Torontoartscouncil.org.
City of Pickering Cultural Strategic Plan 2014
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2 The Value of Culture 2 The Value of Culture
City of Pickering Cultural Strategic Plan 2014
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2.1 Impact on Community Character
Over the past few decades, societal shifts have led to a new appreciation of the value of community
and culture. These shifts include increased mobility and immigration, free trade, non-traditional
families, workplace transitions, and new technologies. As the traditional ways of connecting with
others are changing, people look for opportunities to feel a sense of belonging in their communities.
Arts and cultural activities provide these opportunities for people to connect with the “community of
humanity.”14 These opportunities also allow people to share their experiences, recognize common
cultural values as well as cultural differences, and reflect on the past.
Culture contributes to the quality of life and reflects the “health” of a community.15 It helps create a
strong sense of identity and belonging in a community.
Each community has its own unique, “authentic” identity. The goal is to identify and reinforce the
authentic identity of Pickering through the cultural planning process. The process must identify
community relationships, shared memories, and a sense of place.16
Cultural planning can support citizens who want to give back to their community. A 2008 study by Hills
Strategies Research Inc., funded by the Canada Council for the Arts, the Department of Canadian
Heritage, and the Ontario Arts Council, found that those who participated in cultural activity were
more likely than non-participants to volunteer, donate, do a favour for a neighbour, and have a sense
of belonging to Canada.
14 Milner, Jennifer, “Arts Impact: Helping Us Determine Who We Are,” Performing Arts & Entertainment in Canada, Summer 2002.
15 Culture: Passion That Inspires Us. Cultural Policy of the City of Gatineau, 2003.
16 Sirayi, Mzo, see above.
City of Pickering Cultural Strategic Plan 2014
16
There is a very broad base of capable volunteers across a broad range of
heritage and cultural groups that would willingly volunteer their efforts to enable
growth in this sector, but investment in the basic infrastructure is a necessary
starting point. The timing is right in that there have never been more people with
the right skills and right energy to support such an endeavour. Such a plan would
be welcome by educators, arts and culture advocates and industry, but it needs
leadership from the City to get started.
Contributed by the Pickering Gas & Steam Club
“
”
Culture is important for youth as well. Through the arts and culture sector, youth find ways to belong
and to express themselves. This is especially important for youth who feel isolated or marginalized,
but it is true of all young people. And as some of these young people become professionals in the
cultural sector, they give back to their communities.
Crafting a clear cultural identity and attracting those who share in that vision to our community will
increase community capacity and community development in Pickering – both key components of
a sustainable community. Our cultural identity will be reflected in the City beyond our people; in our
streetscapes, street plans, public spaces, historic sites and buildings. It is what makes it distinct from
any other place on earth.
City of Pickering Cultural Strategic Plan 2014
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2.2 Impact on Social Capital
The World Bank distinguishes four basic forms of capital:
• natural capital, consisting of a locality’s endowment of natural resources
• constructed capital, which is generated by human beings and includes infrastructure, capital
goods, financial capital, and trade capital
• human capital, which is determined by the levels of nutrition, health, and education of the
population
• social capital, defined by the networks, norms, and social trust in a community that facilitate
cooperation for mutual benefit
Some studies consider that the last two forms of capital are responsible for most of the economic
development of nations since the late 20th century and assert that they represent the keys to
technological progress, competitiveness, sustained growth, good government, and stable democracy.
Research on the social impact of the cultural sector remains in the early stages of development.
Many studies have tended to focus on the economic significance of the arts (for example, in boosting
tourism and creating jobs). More recently, however, studies in Canada and elsewhere have shown
that a strong cultural sector adds to the development of a community that has lower crime rates,
greater tolerance for diversity, and higher levels of civic engagement.17
17 See, for example, Jones, Ken, Tony Lea, Tim Jones and Sue Harvey. Beyond Anecdotal Evidence: The Spillover Effects of Investments
in Cultural Facilities. Centre for Commercial Activity, Ryerson University, Toronto, 2003.
City of Pickering Cultural Strategic Plan 2014
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3 Summary of Research
Findings and Public Input
The research conducted for this plan was wide-ranging
and highly detailed. In order to keep this Cultural Plan as
concise and accessible as possible, we have summarized
the findings here; the full results are available in a separate
document. Interested readers are encouraged to consult this
document to appreciate the wealth of information, insight,
and passion of all those who contributed to the Plan. A
few of those insights and comments have been selected
and highlighted in this plan, to show how it reflects the
community consultation process.
City of Pickering Cultural Strategic Plan 2014
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A strong and positive volunteer sector
breeds success and sustainability from
within… I don’t think anything says more
than the value of the volunteer in-kind
donation that supported this museum’s
operation in 2009… $585,000 dollars of
time is not insignificant… 305 volunteers
believe this facility is worth investing in,
and we could not receive the awards, the
accolades, or offer the public programs
without those volunteers and their
commitment.
Contributed by volunteers from
Pickering Museum Village
”
“
Woodworking was a major activity in 19th-century rural society. The Woodwrights
have completed 53 on-site projects since inception in 2007. This doesn’t include
the many hours involved in constructing the new Woodwrights shop. These are
outstanding accomplishments from a small group of volunteers. The quality of our
work has been noted by all those who remember “how it was like.”
Contributed by the Woodwrights’ Guild
“
”
Pickering staff first gathered background information from statistics, historical documents, and other
sources to help define Pickering’s cultural make-up, as well as its cultural and heritage assets.
The research also included canvassing opinion from the community through a telephone survey of
Pickering residents; online surveys for community organizations; interviews with members of Council
and senior City managers; and focus group sessions with youth and seniors.
City of Pickering Cultural Strategic Plan 2014
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3.1 Background
3.1.1 Pickering’s Geography
Pickering’s environmental heritage includes the waterfront on Lake Ontario, the nationally renowned
Rouge Park, and the provincially significant Oak Ridges Moraine. Within its boundaries are 79 parks
and four conservation areas. These areas support recreational opportunities such as paddling along
the shores of Frenchman’s Bay, walking the West Duffins Trail and Seaton Trail systems, cycling
the Waterfront Trail, hiking through Altona Forest, and swimming in Ontario’s largest outdoor pool at
Petticoat Creek Conservation Area.
Pickering’s 231.59 square kilometres of land and waterways are situated within five watersheds:
Petticoat Creek, Frenchman’s Bay, Duffins Creek, Carruthers Creek, and Lynde Creek. Watershed
plans have been or are in the process of being completed for each of these areas.
The urban part of Pickering is focused on the “Downtown”, which we now refer to as the “City Centre”.
The City Centre includes the Pickering Civic Precinct (City Hall, Main Central Library, Esplanade Park
and the Pickering Recreation Complex), and Pickering Town Centre (a large regional shopping centre
with more than 200 stores and services), as well as office buildings and a bridge to the Pickering
GO Station. Approximately 5,000 people live in the City Centre today, and 5,000 people are currently
employed here.
Pickering’s rural area occupies about two-thirds (15,200 hectares) of Pickering’s land mass. In 1996,
Pickering’s rural residents made up approximately 6% of Pickering’s population, mostly in rural
hamlets, rural clusters, and country residential settlement areas.
City of Pickering Cultural Strategic Plan 2014
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3.1.2 Pickering’s History
The first people to live in Pickering settled there approximately 4,000 years ago. By the mid-
17th century, the Huron were driven away by the Five Nations Iroquois, who established villages
throughout the area. By the late 1600s, French explorers made their way into the area and
established trade and missionaries. English settlers followed, fought against the French settlers, and
defeated them, which ultimately led to the acquisition of Pickering Township by England in 1785.
The Township of Pickering was settled by farmers, most of them from Great Britain or Ireland, starting
in the 18th century. In addition to a settlement focused on the harbour at Frenchman’s Creek, there
were hamlets scattered throughout the rural area, many of which have survived to this day (such as
Brougham, Cherrywood, and Whitevale). The harbour declined in importance in the 19th century, but
the growth of the City of Toronto led to a rise in the number of summer cottages in the Pickering area.
New suburban communities were built, starting in the 1960s. By the 1990s, in response to concerns
about environmental impacts and the loss of farmland, the City began a Journey to Sustainability to
chart a new course for the City.
3.1.3 Pickering’s Demographics
At the end of 2013, the City of Pickering had a population of approximately 95,000. Between 2006
and 2011, Pickering’s population increased by 1%. Pickering is planned to grow to approximately
225,000 people by 2031. Of this number, 61,000 people (about 25%) are expected to live in the
Seaton Community by 2031. The Seaton Community is nearing the end of the planning stage.
Two important trends are evident: the population is aging and is becoming more ethnically diverse.
The majority of Pickering’s population is between the ages of 45 and 59. More than 35% of
Pickering’s population is made up of a visible minority and more than 24% (statistic 21,240/87,920
working numbers) of the population speaks a language other than English or French. Pickering’s
largest visible minority is Black Canadians with Caribbean origins, followed closely by residents from
South Asia.
3.1.4 Pickering’s Economy
Pickering is a leading centre for energy in Ontario. Its core business sectors include companies in
Energy, Environment, and Engineering (known as the EN3 Cluster). It is home to Ontario Power
Generation (OPG), the City’s largest employer and one of the largest electricity producers in North
America, as well as Eco-Tec, Siemens/Trench Canada Ltd. and Intellimeter. Other important
industries and sectors include advanced manufacturing, logistics, pharmaceuticals, electronics, and
consulting.
City of Pickering Cultural Strategic Plan 2014
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3.1.5 Pickering’s Natural, Cultural and
Recreational Assets
Pickering has a range of natural, recreational, heritage, arts, and cultural attractions for residents and
visitors that include, but are not limited to, the following:
• Frenchman’s Bay is a shallow coastal lagoon on the Lake Ontario shoreline, protected by a
barrier beach that is well used by residents and visitors for walking, boating and fishing.
• Waterfront Trail is a scenic haven for cycling, in-line skating, and leisurely strolls.
• Altona Forest is an environmentally significant area that provides essential habitat for many
plants and animals and is used for hiking, bird watching, wildlife photography, and educational
interpretative walks.
• The Seaton Trail is located along the West Duffins Creek and follows historic hunting and fishing
routes on the creek. The trail passes heritage buildings from Pickering’s pioneer days, such as the
grist mill at Whitevale.
• Petticoat Creek Conservation Area on the shores of Lake Ontario offers spectacular views of
the coastal bluffs, and opportunities to see wildlife and enjoy picnics and walks in a 70-hectare
park. The 35-year-old swimming pool, one of Petticoat Creek's main attractions, was recently
reconstructed as a new aquatic entertainment facility. The new facility includes a 3,200 square
metre wading pool, a 750 person capacity swimming area, and a splash pad with interactive water
features.
• Greenwood Conservation Area on Duffins Creek is managed by the Toronto and Region
Conservation Authority and open to the public for hiking, cross-country skiing, fishing, and bird
watching.
• Claremont Field Centre is located on the banks of the Duffins Creek East and Mitchell Creek and
is on the Trans Canada Trail. The Centre is managed by the Toronto and Region Conservation
Authority. Outdoor education programs are offered for school, Scouts, Guides, and other groups.
• Diana Princess of Wales Park is a well-used park adjacent the City Centre that offers a ball
hockey rink, basketball court, mini soccer pitch, skateboard park, soccer/football field, tot
equipment, and volley ball court.
• Millennium Square is a large public square at the southern tip of Liverpool Road, on the shores
of Lake Ontario. From the Square visitors can access the Waterfront Trail system, or picnic at the
adjacent Beachfront Park. Events such as concerts are often held here in summer.
City of Pickering Cultural Strategic Plan 2014
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• Beachfront Park, south of Hydro Marsh, offers an elevated beachfront boardwalk, beautiful views
across Lake Ontario, generous seating and picnicking areas. In addition to the beach, children can
enjoy the recently constructed splash pad play area, modern accessible play structures, swings,
and beach volleyball.
• Alex Robertson Park is home to the popular art installation "Homeplace” and the newly created
Butterfly Garden. Alex Robertson Park includes hiking and running trails and is popular with
cricketers, dog walkers, cyclists, and hikers on the Waterfront Trail.
• Homeplace, located on the north side of Alex Robertson Park, is a structural design by Canadian
artist, Dorsey James, which was installed in 2001. The different designs of the structure symbolize
a variety of periods, cultures, and beliefs. The most recognizable is the hydro pole arrangement
atop the hill. The poles grow in height toward the centre, acknowledging individual growth as well
as the growth, evolution, and prosperity of the community.
• Nautical Village is a community of residences, shops, services and marinas anchored by a core
of live/work units, located at the base of Liverpool Road. Nestled between the edge of Lake
Ontario and the western shores of Frenchman’s Bay, Nautical Village offers a waterfront lifestyle
including recreational opportunities for boating, paddling, fishing and cruising, all supported by
specialty shops, full service restaurants and cafes.
• Frenchman’s Bay Marina was established on the north shore of Lake Ontario in Frenchman's
Bay during the summer of 1972. The Marina serves several hundred boating customers.
• Wind Turbine: This 117-metre turbine (measured from the ground to the highest blade tip) can
produce enough emission-free energy to supply the annual electricity needs of about 600 average
Ontario homes.
• Pickering Museum Village is located on the banks of Duffins Creek in historic Greenwood. The
largest living history museum in the Durham Region, this award-winning site has 20 restored
heritage buildings dating from as far back as 1810, including a blacksmith and woodworking shop,
a general store, a schoolhouse, houses, barns, and places of worship. Tours at PMV re-create the
daily life of Pickering Township’s settlers from the early pioneer days onward.
• Whitevale Heritage Conservation District contains more than 50 buildings dating from the 19th
century, which are listed on a heritage inventory. The district is located on West Duffins Creek and
retains traces of its past as an important rural centre and mill site.
• Heritage Properties listed on Pickering’s Cultural Directory range from Victorian schoolhouses to
unique modernist properties to historic cemeteries.
• Pickering Town Centre Farmers’ Market was started in 2011, and was designed to be a
comprehensive community event to feature local farmers and food producers, support local food
banks, and showcase local artisans, craft workers, and musicians.
City of Pickering Cultural Strategic Plan 2014
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• Pickering Recreation Complex, a nationally accredited fitness centre in the heart of Pickering,
offers world-class training to athletes such as Olympian Perdita Felicien. The Complex celebrated
its 30th anniversary in 2013. It offers more than a quarter-of-a-million square feet of facility space
and top-of-the-line cardio and fitness equipment, twin ice pads, and programs for all ages and
abilities, including fitness, aquatics, tennis, squash, and racquetball.
• Durham West Arts Centre in the Pickering Recreation Complex showcases local, national, and
international talents, ranging from visual to performing arts.
• Pickering Public Library: Pickering has one central public library and three branches. A Central
Library Expansion and Renovation Study was completed with stakeholder and community input in
2012. The Library’s current Strategic Plan is moving services away from a more traditional model
of providing physical materials to providing access to technology and training to produce creative
and intellectual products.
• Shopping and Dining: The Pickering Town Centre offers more than 200 stores, restaurants, and
services. Pickering is also home to a SmartCentre, The Shops at Pickering Ridge, and Brookdale
Centre, the Pickering Markets, and many stand-alone shops and restaurants.
3.1.6 Pickering’s Cultural Organizations
Pickering’s Culture & Recreation Department offers thousands of programs each year, promoted
through the City of Pickering Leisure Guide. Programs include culinary arts, visual arts, performing
arts, language, and heritage programs (offered by the Pickering Museum Village). The Department
coordinates many free events, including Theatre in the Park, Waterfront Concert Series, Treble in the
Park, Heritage Day, Artfest, Spirit Walk, Steam Up & Opening, The Settler Trail, and Christmas in the
Village.
The stakeholder survey completed for this plan identified 79 other cultural organizations in Pickering,
listed in Appendix C. These include schools, places of worship, ethnocultural groups, businesses
focused on the arts, recreational organizations, and environmental groups. The diversity of Pickering’s
cultural fabric and the commitment of its volunteer sector are evident in the list and in the responses
to the survey.
City of Pickering Cultural Strategic Plan 2014
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3.2 Public Input
3.2.1 Community Telephone Survey
In January and February 2010, a household telephone survey of Pickering residents was conducted
by the firm of Monteith Brown Planning Consultants; 450 households participated, making the findings
statistically significant.18
Participation in cultural activities: The most popular activity was singing or playing music (33%),
followed by painting, drawing, crafts, sculpture, pottery, or other visual arts (27%), and multi-
cultural activities (19%). The top two activities can generally be undertaken in an unstructured and
unscheduled manner, which is becoming increasingly important as people have less free time.
Place of participation: Most people participated in cultural activities in the City of Pickering,
but some went outside the City to participate in multicultural activities (45%); acting or theatrical
performance (36%); and heritage activities, such as classes or workshops at a museum or historic
site (35%). If respondents participated more often outside Pickering, they were asked to provide
reasons. The top three responses were: facility/program not available in the area (29% of those
participating outside Pickering); connected to the other community/used to live there (18%); and
special events/variety (16%).
Most popular events: The top three most-attended facilities, events, or performances were:
community events (e.g., Canada Day, Santa Claus Parade, RibFest, etc.) (65%); a musical
performance, such as a concert or opera (57%); and a dance performance, such as a recital (54%).
18 These 450 households represent approximately 1,400 Pickering residents. Although this accounts for only 1.5% of the City’s
population, statistical modelling proves that this is a significant figure and it would take thousands more completed surveys to
improve survey confidence (and only marginally at that). The survey response level is similar to those frequently used to report on
regional or provincial research polls. In statistical terms, this represents a confidence interval of ±4.6% (that is, the survey provides
for an accuracy of ±4.6%, 19 times out of 20).
City of Pickering Cultural Strategic Plan 2014
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Gaps: When asked about events that they would like to see in Pickering that are not currently
offered, respondents most often suggested musical performances, theatre, art exhibits and galleries,
educational programs, and ethnic or multicultural festivals and events.
Awareness: The most common ways in which people learn about cultural offerings are newspapers
(42% of all households); mail outs (21%); e-mail (13%); newsletter/magazines (12%); and bulletin
boards/posters/flyers (12%). Households with children were more likely to feel that their household
is generally aware of the heritage, arts, and culture opportunities that are available in Pickering than
households without children.
Barriers to participation: The most common reason given for not participating as often as they
would like was lack of personal time (59%), followed by health problems or disability (16%) and lack
of desired facilities or programs (8%).
Spending on culture: Respondents were asked how much money their entire household spends on
heritage, arts, and culture in a typical month. This spending includes subscriptions, tickets, donations,
program fees, and materials, but excludes movies. We learned that 54% of respondents spent $0–
$50 per month, followed by 15% each for those that spend $50–$99 per month and $100–$199 per
month. Only 8% of households spent more than $200 per month on heritage, arts, and culture.
Spending priorities for the City: The facility type thought to be most in need of additional public
spending was parkland for festivals and special events (66%), followed by a performing arts centre
for theatrical and musical performances (55%), museum or heritage sites (43%), rehearsal spaces for
dance, theatre or music (43%), art galleries and exhibition space (31%), and art studios for creating
visual arts, crafts, and other works (31%).
3.2.2 Stakeholder Group Survey
Between January and March 2010, the City contacted cultural groups and community organizations
and asked them to complete a survey about their activities. A total of 79 organizations completed the
surveys. Of those organizations completing the survey, 22% were incorporated not-for-profit, followed
by not incorporated not-for-profit (19%), other (16%), for profit (15%), school/educational institution
(15%), government (9%), and church/place of worship (4%).
The most common primary discipline of the organizations represented by respondents was
cultural heritage (39%), followed by community events (37%) and other (34%), such as education,
ethnocultural groups, photography, and environment.
City of Pickering Cultural Strategic Plan 2014
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I propose to establish a big enough place in which Jewish, Christians, Muslims,
Hindus, Sikhs may be allowed to one day teach in order to offer their heritage,
arts, and culture events and participated by community and City officials who
would like to participate.
Contributed by a member of the Muslim Youth & Community Centre
for Pickering/Durham
“
”
Participation trends: Of the sample that provided feedback, 44 respondents (67%) reported an
increase in their organization’s participation, attendance, and membership over the past five years,
25% saw no change, and 8% experienced decreases.
Cultural assets: 39 organizations (49%) reported owning or managing significant collections or other
physical heritage, arts and culture resources, from buildings to costumes to musical instruments to
archival materials.
Funding: 23 organizations (29%) stated that they had received government funding from federal,
provincial, and/or municipal sources in 2009. The total amount of funding received by the 23
organizations was $50,615,876, for an average of $2,200,690 per organization.
Need for City support: 48% of the 62 respondents that provided feedback regarding this question
stated that their organization required additional support from the City of Pickering relative to heritage,
arts, and culture, including:
• Promotion and increased awareness
• Facility upgrades/expansion
• Financial assistance/lower fees
• More cultural staff at the City
• Partnership for marketing and sponsorship
• Grants
• Expanded programming
• Long-term planning
Challenges: Respondents were provided a list of 8 options and asked to select the 3 greatest
challenges facing their organization relative to heritage, arts, and culture. Lack of community
awareness and promotion (56% of all organizations) was the primary challenge, followed by shortage
of facility space (42%), level of funding (40%), and staff or volunteer resources (36%).
City of Pickering Cultural Strategic Plan 2014
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3.2.3 Interviews: Council Members
In May and June 2011, interviews were conducted with members of Pickering Council.
Pickering’s strengths: When asked to identify the strengths of Pickering’s current cultural
community, the most common response was Pickering’s diversity.
Gaps: Many members of council felt that a gap in the current delivery of cultural services and facilities
was Art Facilities (performing arts, visual arts, art studios, meeting spaces, etc.). Pickering’s city
centre was identified as the ideal location for an Arts Centre and so a strategic use of municipal and
provincial lands in the city centre must be considered.
Priorities: All members of Council felt that culture should be a high priority for the City of Pickering,
but recognize that it is not, as is evident in current budgets, facilities, and staff allocations. Many feel
that active recreation holds a greater priority than the arts, culture, and heritage. But members are
not sure that is where the community is headed – as diversity continues to grow, cultural services will
become increasingly important.
3.2.4 Interviews: Senior Managers
In May and June 2011, interviews were conducted with seven senior management staff members with
the City.
Pickering’s strengths: The diversity of its people was once again recognized as a strength of
Pickering’s cultural community. Staff also recognize and value the engagement of our residents and
community organizations as a major strength.
Gaps: Many staff felt that the development and support of the arts was a critical gap and opportunity
for the City of Pickering to address in this plan. Dedicated space is needed for proper artifact storage,
archives, and visual and performing arts programs and services.
Challenges: Staff wanted to see more engagement of cultural community members, better
development and promotion of Pickering’s natural heritage (trail maps, sites), better historical
connections, ways to overcome the urban and rural split within the community, and more funding for
artistic placemaking in the municipality.
City of Pickering Cultural Strategic Plan 2014
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3.2.5 Committee of Council Questionnaires
In June 2011, Pickering staff invited committees of Council to participate in a questionnaire related
to the cultural plan. The committees included Heritage Pickering, Pickering Museum Village Advisory
Committee, and the Accessibility Advisory Committee. Four completed surveys were returned to staff.
Pickering’s strengths: Respondents indicated that Pickering’s diverse community, parks, waterfront,
museum, and library are all invaluable.
Gaps: Respondents suggest that more be done to promote and support these pillars of the
community. This includes better access to the waterfront, more programs at the Recreation Centre,
increased park safety, and development of the arts through an arts centre, better collaboration and
communication among like-minded groups (i.e., Heritage Pickering, Pickering Museum Village,
Pickering Historical Society, the Central Library) and the creation of an economic plan to support
tourism. One respondent also recommended increased support and funding for Pickering heritage so
that a specific staff member is responsible for heritage matters.
Challenges: Respondents suggested that the Cultural Plan should address the need to include
northern Pickering in activities that take place in the city centre and the waterfront; to include advisory
committee participation in the planning of cultural services; and to assign a coordinator who can
facilitate cultural development. Also, housing developments should be designed to support residents
through their lifespan and not segregate seniors, but integrate them in the community.
3.2.6 Focus Group: Youth
In September 2011, youth from Pickering Activity Council for teens (PAC4Teens) and Pickering’s
youth programs were invited to participate in a focus group session led by Pickering staff.
Preferred activities: Many youth reported participating in the following cultural activities during their
free time: dancing, drawing, painting, playing music, writing, visiting historic sites, and attending
multicultural events. Youth most often participated in these cultural activities at home, at a friend’s
house, at a City facility and to a lesser extent, at school.
Awareness: Many youth reported becoming aware of cultural programs and services through their
friends, schools, parents, leisure guide, and newspapers. They also recommend that the City promote
programs and services to them through schools, Facebook, and Twitter.
Gaps: When asked what cultural activities they think should be offered, the responses included
dances (for kids older than pre-teens), breakdancing, ballroom dancing, and a new facility for art
classes.
City of Pickering Cultural Strategic Plan 2014
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I have been involved with the Pickering Museum Village as staff and volunteer
for 20 years. It always surprises me that at each event there, I run into someone
who is attending the site for the first time, and “never knew” that Pickering had
a museum; has lived in Pickering for years and paid taxes to help support the
museum (unknowingly) and has now discovered what a wonderful, enjoyable,
educational experience the museum is! … This must happen in other cultural
groups also. Are we missing an opportunity for communication or promotion here?
Contributed by a member of Bloomers & Britches Heritage
Gardeners, Pickering Museum Village
“
”
3.2.7 Focus Group: Seniors
In June 2012, seniors from the South Pickering Seniors Executive Committee were invited to
participate in a focus group session led by Pickering staff.
Preferred activities: The seniors reported the following cultural activities as important to them: crafts,
heritage activities that include Scottish and Irish events (Robbie Burns Supper and St. Patrick’s Day
Celebration), Pickering Concert Band performances, dancing, playing music, computer courses
(which include assistance with photos), graphics, honour library (where books are available to borrow
without the need to sign them out), and theatrical performances.
Restrictions: Seniors Club Executive members did not feel particularly restricted from participating
in cultural activities. They feel that they have the support and resources to offer their membership
cultural activities of interest. They also appreciate the programs the City of Pickering offers and are
often invited by other agencies to attend specific activities or events.
Gaps: When asked what City of Pickering programs could be offered to seniors but currently are not,
the following programs were listed: line dancing (club led), Zumba, Tai Chi, clog dancing, art classes,
and a pole walking club (inside during winter). When asked what cultural facilities should be offered to
seniors, the response was a theatre in Pickering featuring an accessible location, with weekday and
weekend matinee show times. The membership also wanted a dance hall that would be accessible
and large enough for big events.
City of Pickering Cultural Strategic Plan 2014
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4 Vision and Strategic
Directions
City of Pickering Cultural Strategic Plan 2014
32
A community that offers opportunities
to live, work and engage makes for
an ideal destination for many families
and a strong heritage, arts and culture
sector plays a key role in achieving that
balance.
Contributed by Durham College
“
”
4.1 Vision
Staff considered all of the information collected through the cultural planning process and have
identified the following vision statement: Pickering will collaborate with the community to celebrate
our cultural diversity, heritage and the arts; to sustain our natural environment; to foster a creative
economy; and to strengthen our vibrant neighbourhoods.
City of Pickering Cultural Strategic Plan 2014
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An image: a cheerful streetscape inducing people to
smile, bringing them together, making them feel part of
the community, people sitting on park benches enjoying
each other’s company, concerts in the park, children
playing unstructured games. Wishes: parks & public
gardens, gathering places, bicycle trails, theatres,
upgraded outdoor sports facilities.
Contributed by a member of the Pickering
Horticultural Society
“
”
4.2 Strategic Directions
From the visioning session and the discussions that followed, six Strategic Directions were proposed
for the Cultural Plan.
1. Broaden and deepen city leadership and investment
2. Build a strong and collaborative cultural sector
3. Strengthen culture-led economic development
4. Conserve and promote history and heritage
5. Celebrate and support diversity and inclusion
6. Cultivate opportunities for the creation, education and enjoyment of the arts
For each Strategic Direction, there are recommended actions (not listed in any order of priority).
City of Pickering Cultural Strategic Plan 2014
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4.2.1 Strategic Direction 1: Broaden and Deepen
City Leadership and Investment
4.2.1.1 Where we are now
During the public consultation phase and interviews with Pickering Council members and municipal
staff, we heard that Pickering’s unique advantages in the area of leadership and investment include:
• the active engagement of Culture and Recreation staff, with strong networks and connections
in the community
• increasing understanding on the part of Council and senior management about the importance
of culture
• a strong belief in community engagement and transparent decision-making (evident in the
recently launched Virtual Town Hall meetings)
We also heard that there is a need to broaden and deepen the City’s role and commitment to cultural
planning and cultural development.
4.2.1.2 Recommended actions
• Expand communications efforts related to cultural resources and opportunities.
• Increase the City’s role in supporting and facilitating networking and collaboration among
cultural groups.
• Form a Cultural Advisory Committee made up of staff, Council, and community representation
that champions the implementation of the Cultural Plan.
• Increase investment in cultural development.
• Appoint a dedicated cultural staff position with the following responsibilities:
• serve as a champion for the implementation of the Cultural Strategic Plan
• play a community development and capacity-building role within the cultural sector in
Pickering
• support ongoing cultural planning and the integration of culture across departments (the
focus of this position would not be on the delivery of cultural programs or services)
• Ensure the Cultural Strategic Plan is well integrated into the City’s five Corporate Priorities.
• Identify leading practices (in Canada and abroad) in cultural planning.
• Establish a cross-departmental Culture Team to build the capacity of the City to “adopt a
cultural lens” and support the implementation of the Cultural Strategic Plan.
• Identify a strategy to address transportation issues that occur at venues hosting major events,
and consider transportation in the selection and design of new venues.
City of Pickering Cultural Strategic Plan 2014
35
As Spanish-speaking immigrants, we share a common
language, culture, food, music and the challenge
to learn a new language and integrate into our new
homeland: Canada.
Contributed by the Hispanic-Canadian
Alliance of Ontario
“
”
4.2.2 Strategic Direction 2: Build a Strong and
Collaborative Cultural Sector
4.2.2.1 Where we are now
The cultural mapping project completed by the City revealed a large and diverse range of cultural
organizations and activities in the community (see, for example, the list of organizations that
participated in our survey, provided in Appendix C).
However, the survey indicated that some of these organizations are working in isolation from others.
Among the barriers preventing the cultural sector from reaching its potential, organizations cited
problems such as “lack of cohesion” and “the need for more information sharing.”
In other words, the cultural sector in Pickering tends to be fragmented. Combating this fragmentation
through stronger networking and collaboration helps strengthen individual organizations and the
sector as a whole. The Visioning Session also identified a range of specific needs including those
related to new or expanded cultural spaces and facilities.
4.2.2.2 Recommended actions
• Convene networking and peer-to-peer learning events for a cross-section of the cultural sector.
• Address a need for more small venues to support cultural activities (e.g., for exhibitions and
performances).
• Engage cultural groups in the development of strategies that stimulate and cultivate resident
cultural engagement between north and south Pickering.
• Develop and implement a “module” on culture and heritage that could be easily delivered in the
school system.
• Expand the Central Library to include community and cultural meeting spaces – ensure the
library is seen as one of the City’s strongest cultural assets.
City of Pickering Cultural Strategic Plan 2014
36
4.2.3 Strategic Direction 3: Strengthen Culture-led
Economic Development
4.2.3.1 Where we are now
Research and reports produced to date for the Cultural Strategic Plan acknowledge the important
role played by creativity and culture in strengthening the local economy. However, there is still a lack
of broad community understanding of the economic importance of culture, and the need for concrete
strategies and actions to leverage these opportunities.
For example, in our survey of Council committees, we heard that there needs to be a connection
between economic development, heritage and culture, and not such a singular focus on business
development. Integrating all three can help the City sell a lifestyle to newcomers and new business.
4.2.3.2 Recommended actions
• Shift the mindset in the community toward thinking about culture as an asset; change the
thought process from culture as an expense to culture as an investment.
• Establish tourism as a corporate priority (with a strong emphasis on cultural tourism).
• Examine the opportunity to leverage cultural festivals to define a strong cultural brand for
Pickering and increase its reputation as a significant cultural destination.
• Ensure a strong focus in the Cultural Strategic Plan on the needs of commercial cultural
activities and enterprises.
• Integrate cultural and economic planning related to growing the creative economy and
increasing the number of creative cultural industries in Pickering.
• Examine opportunities to engage the private sector and encourage corporate sponsorships
that will maximize resources/investment for cultural initiatives.
• Sustain and promote Pickering’s online Cultural Directory as a means of celebrating and
increasing the profile of Pickering’s cultural assets.
• Create and introduce online user-friendly tools such as a Community Events Application and
Community Media Guide to encourage community organizations, residents, and corporate
partners to take the lead in the provision of cultural initiatives.
City of Pickering Cultural Strategic Plan 2014
37
4.2.4 Strategic Direction 4: Conserve and Promote
History and Heritage
4.2.4.1 Where we are now
Pickering has a rich and diverse history and heritage that is not sufficiently supported or promoted.
For example, we heard of many first-time visitors to the Pickering Museum Village who had not
previously heard about it, and were astonished at the quality of the experience available there. And
more than 80% of the respondents in the household survey agreed that more should be done to
publicize and promote heritage, arts and culture activities in Pickering. Respondents also felt that the
City, cultural groups, and private businesses all have a role to play in promoting culture and heritage.
The vision of history and heritage in the community must be a broad and inclusive one – one that
includes early history (and settlement) in addition to more recent developments (including the arrival
and rich cultural traditions of diverse communities).
4.2.4.2 Recommended actions
• Develop programs and facilities to house and conserve archival collections.
• Strengthen the promotion of local history assets.
• Establish a Visitors’ Centre at the Pickering Museum Village.
• Leverage opportunities to connect culture and heritage programming with the new Rouge Park.
• Develop strategies to highlight and celebrate Pickering’s heritage properties that include
additional or improved signage to identify arts, cultural, and heritage designations and public
properties.
• Allocate funds to acquire and preserve heritage properties.
• Establish a First Nations Interpretive Centre in partnership with relevant stakeholders.
• Continue to operate the Doors Open program.
City of Pickering Cultural Strategic Plan 2014
38
4.2.5 Strategic Direction 5: Celebrate and Support
Diversity and Inclusion
4.2.5.1 Where we are now
Over and over again in our research, we heard that cultural diversity represents one of the
community’s greatest strengths and opportunities. Our Community Profile found that approximately
35% of Pickering’s population belongs to a visible minority.
Greater efforts must be made to engage diverse communities in determining their cultural needs. The
City (working in partnership with community groups) must move to address these needs. An inclusive
approach to cultural planning and development must also address the needs of youth and seniors in
the community.
4.2.5.2 Recommended actions
• Ensure representation from diverse communities on the proposed Cultural Roundtable.
• Actively engage these communities in defining cultural interests, needs, and opportunities.
• Work closely with the school system to increase understanding of, and appreciate for, the
importance of local culture and heritage among youth.
• Develop cross-culture programming by connecting heritage, historic and arts businesses/
organizations.
• Support programming in cultural centres through Marketing and Event guidelines for
community engagement
Creating with power is more than just learning how to use
the tools. The students learn about themselves through the
expression of their own ideas and the telling of their own
stories. They also learn patience, empathy for others and
how to focus. Our youth today have become accustomed
to instant gratification…. Taking one’s time to achieve a
finer final product results in higher marks and positive
recognition. This same patience, when shown in the home,
also produces rewards... Ultimately, the youth begins to feel better
about himself or herself, which results in better citizenry for our community.
Contributed by a local sculptor
“
”
City of Pickering Cultural Strategic Plan 2014
39
4.2.6 Strategic Direction 6: Cultivate Opportunities
for the Creation, Education, and Enjoyment of
the Arts
4.2.6.1 Where we are now
Pickering has a dynamic and energized arts community that includes performance, fabric, visual and
media arts. Many of the artists in the City participated in our public consultation program, offering
insights and suggestions.
However, the household survey identified a need for more cultural opportunities: more than half of
respondents were only “somewhat satisfied” or were not satisfied with the available opportunities in
Pickering. In particular, teens were the least satisfied with the cultural opportunities.
We also asked about gaps in the current array of cultural offerings. The top five identified gaps were
concerts and musical performances; theatre and plays; art exhibits; educational programs; and ethnic
or multicultural festivals and events.
Existing organizations and individuals need municipal, community, and corporate support to sustain
and showcase their activities and educate the next generation of artists. Support is also needed to
develop the next generation of artists, artisans, and audiences. The City needs policies, partnerships,
and programs that support the artists of Pickering and leverage their art for the enjoyment and
education of others. Such strategies could help organizations such as the PineRidge Arts Council
whose volunteers operated the SilverStone Gallery for 3 years until it closed in 2013 due to a lack of
funding and available space.
4.2.6.2 Recommended actions
• Develop and implement a public art policy, program, and funding formula.
• Use art to enhance public spaces, particularly within the City Centre.
• Assign a 1% contribution to public art from the capital budgets of applicable new or renovated
facility and park projects.
• Establish Public Art Reserve Fund. Public art is considered to include, but is not limited to,
sculpture, fountains, architectural components, special lighting or landscaping and murals.
• Ensure that the City plays a leadership role in addressing the need for a new performing
arts or multi-purpose cultural facility preferably in the City Centre (this must become a City
responsibility and priority rather than being driven by the community).
• Develop connections with local colleges and universities to foster arts education.
City of Pickering Cultural Strategic Plan 2014
40
5 How to use the Strategic
Directions: Integrating
Planning for Culture in City
Decision-Making
5 How to use the Strategic
Directions: Integrating
Planning for Culture in City
Decision-Making
City of Pickering Cultural Strategic Plan 2014
41
A defining feature of municipal cultural planning is integrating culture and cultural resources across
many aspects of municipal planning and decision-making. At a fundamental level, this requires asking
three questions:
1. How can cultural resources contribute to addressing broader municipal goals and priorities
(e.g., economic diversification, retaining youth, growing cultural tourism, etc.)?
2. How do local planning decisions affect cultural resources (e.g., what is the impact of new
developments on existing and valued natural or cultural heritage resources)?
3. How can cultural resources enhance the quality of place, form and function of the built
environment and the public realm (e.g., through commissioned public art, strong urban design
guidelines, interpretive materials related to local history, cultural programming in public spaces,
etc.)?
The Municipal Cultural Plan will help build the capacity of staff to integrate culture into ongoing
planning by:
• Establishing a set of shared definitions and assumptions to support cross-departmental
planning
• Supporting more informed planning through sustained cultural mapping of cultural resources
“
”
When I visited Chicago, I was so impressed by the
power of the physical space to inspire. Everywhere
I went in the downtown area, I saw images that
provoked and engaged me… There was a sense
that this environment could make you better,
more creative.... not just yourself but the whole
community together. This type of vision takes
strong leadership to get community alignment…
I hope that the Cultural Strategic Plan can provide
this vision. As a community leader, I would do
whatever I could to support such vision.
Contributed by a member of the Pickering
Public Library
City of Pickering Cultural Strategic Plan 2014
42
The following Strategic Directions chart provides more details on the proposed actions within this
10 year plan:
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
1.
Broaden
and deepen
City
leadership
and
investment
Expand
communications
efforts related to
cultural resources
and opportunities
City Development
Culture & Recreation
Current Budget
(existing)
Short Number of people
attending cultural
events
Investment in
Pickering
Cultural awareness
in local businesses
Form a Cultural
Advisory
Committee
made up of
staff, Council,
and community
representation
that
champions the
implementation of
the Cultural Plan
Culture & Recreation City Clerk
section and
Council for
resources
(approval of
positions)
Short Establishment
of the Cultural
Advisory Committee
with monthly
meetings
Established
committee mandate
and terms of
reference
Establish a cross-
departmental
“Culture Team”
to build the
capacity of the
City to “adopt
a cultural lens”
and support the
implementation
of the Cultural
Strategic Plan
Culture & Recreation
Supervisor, Cultural
Services as lead of the
“Culture Team”
Staff Time Short Establishment of
the Culture Team
with regular staff
meetings
Increase
investment
in cultural
development
City Development
Culture & Recreation
Library
Current Budget
($30,000
additional)
Consultant
Report required
Short Completion of
Financial Impact
Report
Development of a
Financial Incentives
Report
Development
of City Tourism
Program
Cultural Services
City Development
Current Budget
($100,000
additional)
Medium Completion of
Corporate Tourism
Strategy
City of Pickering Cultural Strategic Plan 2014
43
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
1.
Broaden
and deepen
City
leadership
and
investment
(cont’d)
Increase the
City’s role in
supporting and
networking
cultural groups
within the
community
Library Meeting Space
Staff Time
Short Host meetings with
each cultural sector
throughout the year
Maintain
and promote
comprehensive
cultural calendar of
events
Appoint a
dedicated cultural
staff person
Culture & Recreation Current Budget
(existing)
Short Position of
Supervisor, Cultural
Services was
established in
early 2013 and is a
dedicated resource
to the City’s cultural
affairs
Monitor ongoing
workload to assess
need for additional
staff resources in
the long term
Ensure the
Cultural Strategic
Plan is well
integrated
into the City’s
five Corporate
Priorities
All Departments
Lead is Culture &
Recreation
Staff Time Short Reports to
Council regarding
integration of five
Corporate Priorities
Identify leading
practices in
cultural planning
in Canada and
abroad
Culture & Recreation Staff Time Short Updates to the
City’s Cultural Plan
Identify a strategy
to address
transportation
issues at venues
that host major
events. Consider
transportation in
the selection and
design of new
venues
Engineering & Public
Works
Culture & Recreation
City Development
Corporate Services
Staff Time Medium Development and
implementation of
strategy; reduction
in the number of
complaints
City of Pickering Cultural Strategic Plan 2014
44
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
2.
Build a
strong and
collaborative
cultural
sector
Convene
networking and
peer-to-peer
learning events
for a cross-
section of the
cultural sector
Library Staff Time Short Number of
meetings
Number of
participants
Address a
need for more
venues to
support cultural
activities (e.g., for
exhibitions and
performances)
Culture & Recreation
Library
Staff Time Medium Inventory of
cultural spaces in
Pickering (City and
private), including
restaurants
Develop a
communications
program
Develop and
implement a
“module” on
culture and
heritage that
could be easily
delivered in the
school system
Culture & Recreation Staff Time Medium Development and
use of module
Engage cultural
groups in the
development
of strategies
that encourage
resident cultural
engagement
between north
and south
Pickering
Culture & Recreation Current Budget
(existing)
Medium Research and
development of
strategies
Expand the
Central Library
to include
community and
cultural meeting
spaces
Council
Library
Capital Budget Medium /
Long
Library expansion
Amount of new
meeting space as
well as meetings
scheduled in new
space
City of Pickering Cultural Strategic Plan 2014
45
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
3.
Strengthen
culture-led
economic
development
Examine the
opportunity to
leverage cultural
festivals to
define a strong
cultural brand
for Pickering
and increase
its reputation
as a significant
cultural
destination
City Development
Culture & Recreation
Staff Time
Current Budget
(existing)
Medium Increase
participation in
City events by
10%
Increase number
of existing and
new vendors/
participants
Measure feedback
though participant
satisfaction
Integrate cultural
and economic
planning related
to growing the
creative economy
and increasing
the number of
creative cultural
industries in
Pickering
City Development
Culture & Recreation
(as resource)
Staff Time Medium Identify existing
business with
Durham Region
Business
Information
Track business
openings in
Pickering and
achieve 10%
increase in
creative cultural
industries
Examine
opportunities
to engage the
private sector
and encourage
corporate
sponsorships
that will maximize
resources/
investment for
cultural initiatives
Culture & Recreation Staff Time Medium Completion
of Corporate
Sponsorship
Package/Program
Increased
sponsorship
revenue and
number of
sponsors by 20%
City of Pickering Cultural Strategic Plan 2014
46
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
3.
Strengthen
culture-led
economic
development
(cont’d)
Create and
introduce online
user-friendly
tools such as
a Community
Events
Application &
Community
Media Guide
to encourage
community
organizations,
residents and
corporate
partners to take
the lead in the
provision of
cultural initiatives
Culture & Recreation Staff Time Short Applications
completed and
launched on
website
Number of
applications
returned
Sustain and
promote
Pickering’s online
Cultural Directory
as a means
of celebrating
and increasing
the profile of
Pickering’s
cultural assets
& cultural
community
organizations
Culture & Recreation Staff Time Short Track number of
website visits,
number of listings,
economic impact
of cultural events
Establish tourism
as a corporate
priority (with a
strong emphasis
on cultural
tourism)
Culture & Recreation
City Development
(as resource)
Current Budget
($65.000
dedicated to
additional staff
resources)
Long Implementation of
Corporate Tourism
Strategy
City of Pickering Cultural Strategic Plan 2014
47
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
3.
Strengthen
culture-led
economic
development
(cont’d)
Ensure a
strong focus
in the Cultural
Strategic Plan
on the needs
of commercial
cultural activities
and enterprises
City Development Staff Time
(existing)
Long Measure the
number of new
businesses and
level of investment
We recognize that in order for art and culture
to survive and prosper, we need a healthy
community where everyone feels at home
and that’s exactly what our members have, a
sense of belonging.
Contributed by the Indo-Canadian
Cultural Association of Durham
“
”
City of Pickering Cultural Strategic Plan 2014
48
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
4. Conserve
and promote
history and
heritage
Strengthen the
promotion of local
history assets
Culture & Recreation
Library
Related Advisory
Committees
Current Budget
($12,000
additional for
signage)
Staff Time
Short Increase of the
following: number
of website visits
(PMV & PADA)
Number of
attendees
Number of
heritage events
Number of
questions
submitted to
Library relating
to historical
documents
Improve signage
for heritage
districts
Leverage
opportunities to
connect culture
and heritage
programming
with the new
Rouge National
Park
Engineering & Public
Works
Staff Time Long Number of
programs
and events in
Rouge Park
of cultural and
natural heritage
significance
Develop
strategies to
highlight and
celebrate
Pickering’s
heritage
properties
that include
additional or
improved signage
to identify
arts, cultural,
and heritage
designations and
public properties
City Development
Heritage Pickering
Staff Time
Current Budget
(existing)
Medium Completion of
Council-adopted
program strategies
City of Pickering Cultural Strategic Plan 2014
49
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
4. Conserve
and promote
history and
heritage
(cont’d)
Develop funds
to acquire and
preserve heritage
properties
City Development Reserve Fund
(new)
Long Council-adopted
program to
establish reserve
fund
Establish a
Visitors’ Centre
at the Pickering
Museum Village
Culture & Recreation Capital Budget Medium /
Long
Opening of
Visitors’ Centre
Develop
programs
and facilities
to house and
conserve archival
collections
Culture & Recreation
Library
Heritage Pickering
(as a resource)
Capital Budget Medium Opening of
facilities (Library &
Visitor Centre)
Establish a
First Nations
Interpretive
Centre and
archive room,
with appropriate
partners
Culture & Recreation
Heritage Pickering
Pickering Village
Museum Advisory
Committee (as
resource)
Capital Budget Long Opening of
Interpretive Centre
(as part of the
Museums’ Visitors
Centre) and
number of artifacts
displayed
Continue to
operate the
Doors Open
program
Heritage Pickering Staff Time
Current Budget
(existing)
Short Host Doors Open
Event
City of Pickering Cultural Strategic Plan 2014
50
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
5. Celebrate
and support
diversity and
inclusion
Ensure
representation
from diverse
communities on
the proposed
Cultural Advisory
Committee
Council Staff Time Short Promote advisory
committee
appointment
opportunities
to the general
public but also
to the full range
of Pickering’s
community cultural
organizations
Actively
engage diverse
communities in
defining cultural
interests, needs,
and opportunities
Culture & Recreation Staff Time Medium Incorporate into
the Advisory
Committee Terms
of Reference
Conduct data
analysis & prepare
report
Work closely
with the
school system
to increase
understanding of
and appreciation
for the
importance of
local culture and
heritage among
youth
Culture & Recreation Staff Time Medium Develop, promote
and offer school
presentations and
develop website
content that
educate youth
Albert Camus said, “Without culture, and
the relative freedom it implies, society, even
when perfect, is but a jungle. This is why any
authentic creation is a gift to the future.” And
John F. Kennedy said, “If art is to nourish the
roots of our culture, society must set the artist
free to follow his vision wherever it takes him
[or her].”
Contributed by the Backwoods Players
“
”
City of Pickering Cultural Strategic Plan 2014
51
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
5. Celebrate
and support
diversity and
inclusion
(cont’d)
Develop
cross-culture
programming
by connecting
heritage,
historic and arts
businesses/
organizations
Culture & Recreation
Library
City Development
Staff Time Medium Support Cultural
sector initiatives
and relationships
developed in
stakeholders
group meetings
Encourage
partnerships by
promotion of
opportunities to
cultural sector
groups through
Cultural Directory
eBlasts
Support
programming
in cultural
centres through
Marketing and
Event guidelines
for community
engagement
Culture & Recreation
Library
Staff Time
Current budget
(existing)
Medium Development of a
community event
resource
Tracking of
related events and
participation rates
Development
of City outreach
program for
community
engagement
similar to
Destination
Pickering
City of Pickering Cultural Strategic Plan 2014
52
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
6.
Cultivate
opportunities
for the
creation,
education
and
enjoyment of
the arts
Develop and
implement a
public art policy,
program, and
funding formula
City Development
Council
Capital Budget Medium Adoption of
policy/programs
to include a
contribution
of 1% of all
major municipal
buildings and
parks projects
be dedicated to
public art and
will encourage
the private sector
through planning
and site plan
approvals to do
the same
Number of art
installations
Catalogue
development
Establish Public
Art Reserve
Fund
Culture & Recreation
Council
Reserve Fund
(new)
Medium Establish Public
Art Reserve Fund
to be used to
purchase and/or
commission public
art for display in
public spaces
Develop
connections with
local colleges/
universities
to foster arts
education
City Development Staff Time Long Development of
courses/seminars/
information
sessions
Encourage
public art in
appropriate
private
developments
within the City
City Development Staff Time Short Private
contribution to
public art in new
development
projects within
identified areas
City of Pickering Cultural Strategic Plan 2014
53
Strategic
Direction Action Responsibility Resources Timeline Measurement
Guidelines
6.
Cultivate
opportunities
for the
creation,
education
and
enjoyment
of the arts
(cont’d)
Use art to
enhance existing
public spaces,
particularly within
the City Centre
City Development
Engineering & Public
Works
Staff Time Medium Established Public
Art Policy and
Program
The total number
of public art
commissions
by the City and
the total value of
those public art
commissions
Ensure the
City plays a
leadership role in
addressing the
need for a new
performing arts
or multi-purpose
cultural facility in
the City Centre
City Development
Culture & Recreation
Current Budget
($30,000
additional)
Short Complete
Business Case for
an Arts Centre in
Pickering
City of Pickering Cultural Strategic Plan 2014
54
Appendix A: Members of
the City of Pickering Staff
Committee
Marisa Carpino – Director, Culture & Recreation
Kathy Williams – Director of Public Services, Pickering Public Library
Catherine Rose – Chief Planner
Darrell Selsky – Manager, Capital Projects & Infrastructure
Kim Thompson – Manager, By-law Enforcement Services
Tanya Ryce – Supervisor, Cultural Services
Arnold Mostert – Senior Coordinator, Landscape & Parks Development
Catherine Hodge – Coordinator, Economic Development
Michelle Pearce & Jesse St. Amant – Coordinator, Environmental Awareness
Chantal Whitaker – Coordinator, Sustainability
Melissa Markham – Principal Planner, Development Review
Ashley Yearwood – Planner II
Even in this age of multiculturalism, the heritage of Pickering must include the fact
of the churches’ foundational presence in Pickering and its binding together of the
community.
Contributed by a member of Dunbarton-Fairport United Church
“
”
City of Pickering Cultural Strategic Plan 2014
55
Appendix B: Members
of the Community
Stakeholders Committee
Cathy Grant – Chief Executive Officer, Pickering Public Library
Cathy Schnippering & Mary Cook – PineRidge Arts Council
Pamela Fusselli – formerly of Heritage Pickering
John Sabean – Pickering Historical Society
Kathy McKay – Ajax/Pickering Board of Trade
Laura Drake – Pickering Museum Village Advisory Committee
Pat Dunnill – formerly of the Pickering Museum Village Foundation
Shashi Bhatia – Indo-Canadian Cultural Association of Durham
Without the maintenance of our history, we are a
community without a past. It is critical for Pickering
to ensure the further development of the Museum
and the maintenance of the significant heritage
homes, landscapes, cemeteries, archaeological
sites and artefacts, stories and descriptions of who
we were and what made us as a community.
Contributed by a member of
Heritage Pickering
“
”
City of Pickering Cultural Strategic Plan 2014
56
Appendix C: List of
Organizations that
Completed the Survey
Altona Forest Stewardship Committee
Artists and Poets Ltd.
Backwoods Players
Bayview Heights Public School
Bloomers & Britches Heritage Gardeners, Pickering Museum Village
Canadian Multicultural Forum
Canadian Progress Club - Durham South
Central Lake Ontario Conservation Authority
City of Pickering - Culture & Recreation
City of Pickering - Engineering & Public Works
City of Pickering - Municipal Operations
City of Pickering - Operations & Facilities
Claremont District and Community Association
Community Development Council Durham
Conseil Scolaire District Catholique Centre Sud - French Catholic School Board
D. James Sculptor
Dalebrook Neighbourhood Association
Dunbarton High School
Dunbarton-Fairport United Church
Durham College
Durham Mountain Biking Association
Durham Radio Inc.
Durham Region Branch Ontario Genealogical Society
Durham West Arts Centre Foundation
Entertainment Unlimited
Fusion Art
Ganadatsetiagon Public School
Girls Incorporated of Durham
Glengrove Public School
Great Walls of Art
City of Pickering Cultural Strategic Plan 2014
57
Heritage Pickering
Hispanic-Canadian Alliance of Ontario
Hurst Communications
Indo-Canadian Cultural Association of Durham
Jehovah’s Witnesses
L’Amicale du Centre Communautaire Francophone de Durham(ACCFD)
Legend Music Enterprises Corp.
Managhan Design Solutions Inc.
Mary Cook Photography
Muse on Design
Muslim Youth & Community Centre for Pickering/Durham (MYCC)
one twin design
PAC 4 Teens
Pickering Ajax Italian Social Club
Pickering Community Concert Band
Pickering Gas & Steam Club
Pickering Horticultural Society
Pickering Italian Senior Association
Pickering Museum Village
Pickering Museum Village Advisory Committee
Pickering Museum Village Singers
Pickering Potters Studio
Pickering Public Library
Pine Ridge Arts Council
Pine Ridge Secondary School
PMV Woodwrights Guild
RAI Architect Inc.
Rosebank Road Public School
Rouge Valley Chapter IODE
Royal Scottish Country Dance Society
Sir John A. Macdonald Public School
St. Isaac Jogues Parish - Roman Catholic Church
St. John Ambulance
St. Monica Catholic School
St. Nedela Macedonian Orthodox Church
Sunshine Publishing
The Arms of Jesus Children’s Mission Inc.
The Conservation Foundation of Greater Toronto
The County Town Singers
The Driftwood Theatre Group
The Woodwright’s Guild
City of Pickering Cultural Strategic Plan 2014
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Toronto and Region Conservation Authority
Toronto Scottish Country Dance Association
UOIT - University of Ontario Institute of Technology
Vaughan Willard Public School
Vintage Victuals
Westcreek Public School
Young Singers
Zahra’s School of Middle Eastern Dance
Working out of Pickering since I began over 15 years ago, I have seen the effect
technology has had on musicians’ ability to stay in the town they love with their
families and still have the opportunity to have a global impact with their work.
Just 15 years ago, there were no MP3 downloads, and largely no websites, so
networking was really difficult with a small budget… The advent of new tools
has made global marketing more affordable and in many cases possible where
it was almost impossible back then… With these advances, artists who are
world-class, and often come from towns just like Pickering, no longer have to
relocate to larger cities to have their music be made and heard, and that’s a
relief, because I never wanted to do that.
Contributed by a member of Artists and Poets Ltd.
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City of Pickering Cultural Strategic Plan 2014
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Appendix D: Participants
in Visioning and Strategy
Session June 27, 2012
Dr. Greg Baeker – Director, Cultural Development – Miller Dickinson Blais - Speaker
Tony Prevedel – Chief Administrative Officer
Tom Melymuk – Director, City Development
Everett Buntsma – Director, Community Services
Neil Carrol – Director, Planning & Development
Bill Douglas – Fire Chief
Debbie Shields – City Clerk
Kathy Williams – Director of Public Services
Steve Reynolds – Department Head, Culture & Recreation
Jen Parent - Division Head, Human Resources
Stan Karwowski – Treasurer
Marisa Carpino – Director, Culture & Recreation
Catherine Rose – Chief Planner
Chantal Whitaker – Coordinator, Sustainability
Katrina Pyke – Coordinator, Museum Operations
Jody Morris – Supervisor, Facility Programs
Ashley Yearwood – Planner II