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HomeMy WebLinkAboutCR 02-14 i Ci 00 . Report to Executive Committee a -u PICKERING Report Number: CR 02-14 Date: June 9, 2014 From: Marisa Carpino - Director, Culture & Recreation Subject: City of Pickering Cultural Strategic Plan - File: A-1440 Recommendation: 1. That Report CR 02-14 of the Director, Culture & Recreation regarding the City of Pickering Cultural Strategic Plan be received; • 2. That Council receive the City of Pickering "Cultural Strategic Plan, Final Report— June 2014" and "A Cultural Map of Pickering: Background Information, Final Report— June 2014" and direct staff to use the plan as the basis for future corporate decisions, recommendations and budget submissions; and 3. That the appropriate City of Pickering officials be authorized to take necessary action to give effect hereto. Executive Summary: The City of Pickering Cultural Strategic 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 for the next 10 years. The Cultural Strategic Plan completes 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. 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. The research conducted for this plan was wide ranging and highly detailed. 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. However, the research also identified gaps in support of 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. 94 Report CR 02-14 June 9, 2014 Subject: City of Pickering Cultural Strategic Plan Page 2 City of Pickering staff drew on this research to identify six strategic directions that comprise the Pickering's Cultural Strategic 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. culture opportunities for the creation, education and enjoyment of the arts The City of Pickering Cultural Strategic Plan is presented in two documents; the first is entitled "Cultural Strategic Plan, Final Report—June 2014" which summarizes the research findings and details the six strategic directions and action plan; and the second is entitled "A Cultural Map of Pickering: Background Information, Final Report—June 2014" which details the community profile and research findings used to support the development of the plan. They are provided as Attachments #1 and #2 respectively. Financial Implications: Many of the strategies within the plan utilize existing staff resources and existing current and capital forecast budgets. Those strategies that require additional or new funds in the current and capital budgets will be subject to the approval of Council through the annual budget 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. 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. Staff plans for Pickering's future in accordance with various corporate strategies and documents,that include the Pickering Official Plan; the City Centre Vision for Intensification and Framework for Investment; the Recreation, Parks & Cultural Services Master Plan and the Pickering Museum Village 10 Year Strategic Plan. However, a single comprehensive Cultural Strategic Plan has never been developed by the City of Pickering until now. Development of the Plan: The plan was undertaken by an interdepartmental staff team that represents the entire corporation over the period of approximately 5 years (for list of staff names, see page 95 l Report CR 02-14 June 9, 2014 Subject: City of Pickering Cultural Strategic Plan Page 3 54 of the Cultural Strategic Plan). 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 Committee (for list of names, see page 55 of the "Cultural Strategic Plan"). The role of the Community Stakeholders Committee was to provide feedback to the interdepartmental staff team on the development of the cultural 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: An interdepartmental staff team took on the important work of mapping out Pickering's • cultural resources, which is detailed in the report entitled "A Cultural Map of Pickering: Background Information, Final Report—June 2014". Cultural mapping is defined as a systematic approach to identifying, recording, classifying and analyzing a community's cultural resources. The interdepartmental staff team had such success in identifying our cultural resources for the purposes of this plan that they launched an online Cultural Directory on January 25, 2012, paid for by a grant of $12,000, through the provincial Creative Communities Prosperity Fund. 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. 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 were completed during the cultural planning process. The information was gathered utilizing a variety of methods and they include: Online Surveys: • Online stakeholder surveys were used to capture the input from community organizations, businesses and individuals. • Online Stakeholder Surveys were completed between January to March 2010 with 79 organizations completing the survey (see pages 56-58 of the Cultural Strategic Plan document for complete list of participants). 96 Report CR 02-14 June 9, 2014 Subject: City of Pickering Cultural Strategic Plan Page 4 • Survey findings are detailed on pages 41-56 of the Cultural Map of Pickering document. Community Telephone Surveys: • Community Telephone Surveys were used to collect ideas from a random sample of Pickering residents. • The Community Telephone Survey was completed in early 2010 with 450 households participating (representing approximately 1,400 Pickering residents). • Survey findings are detailed on pages 27 - 40 of"A Cultural Map of Pickering: Background Information, Final Report— June 2014". • Interviews: • Individual Interviews were used to gain insight from Members of Council, the Chief Administrative Officer and all Department Heads. • Council and Senior Manager Interviews were conducted in May and June 2011. • Interview results are detailed on pages 57 - 60 of the "A Cultural Map of Pickering: Background Information, Final Report— June 2014". Questionnaires • Questionnaires were distributed to various Committees of Council in June 2011. • A summary of the findings can be found on pages 61 - 62 of"A Cultural Map of Pickering: Background Information, Final Report— June 2014". Focus Group Sessions • Focus Group Sessions were conducted with Youth and Seniors in September 2011 and June 2012: • A summary of the findings can be found on pages 63 - 65 of""A Cultural Map of Pickering: Background Information, Final Report— June 2014". Community Stakeholders Committee • Regular Meetings were conducted with the Community Stakeholders Committee to provide staff with input, guidance and feedback on the cultural planning process. Strategic Directions: The research findings of the consultation phase of the cultural planning process were discussed by the senior management team and the interdepartmental staff team at a staff visioning session held on June 27, 2012. The visioning session was facilitated by Dr. Greg Baeker, Director Cultural Development, Miller Dickinson Blais who guided the discussion. Research findings revealed that Pickering has a wide array of cultural attractions and opportunities, high level of cultural diversity, and strong commitment from organizations 97 Report CR 02-14 June 9, 2014 Subject: City of Pickering Cultural Strategic Plan Page 5 also identifies life of the City. However, s and individuals to the cultural li y , the research a 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 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 for implementation. Feedback on the Draft Cultural Strategic Plan: The interdepartmental staff team conducted a presentation for senior managers on December 4, 2013 and the community stakeholders committee on March 24, 2014 in order to present the highlights of the draft plan. Their feedback was collected and considered in the draft document. City of Pickering staff also hosted a public open house meeting on April 16, 2014. The meeting was promoted on the City's community page, website, eblast to our program registrants, cultural directory asset owners, and community organizations database. A presentation highlighting the findings of the cultural plan was made to approximately 10 individuals and /or association representatives in attendance. Feedback was provided by approximately 5 participants and their comments were considered in the draft document. It is recommended that Council receive the City of Pickering "Cultural Strategic Plan, Final Report— June 2014" and "A Cultural Map of Pickering: Background Information, Final Report— June 2014" and direct staff to use it as the basis for future corporate decisions, recommendations and budget submissions over the next 10 years. Attachments: 1. Cultural Strategic Plan, Final Report— June 2014. 2. A Cultural Map of Pickering: Background Information, Final Report—June 2014. 98 Report CR 02-14 June 9, 2014 Subject: City of Pickering Cultural Strategic Plan Page 6 Prepared By: Approved/Endorsed By: / 14. Marisa Car•i • Ri and Hol' .rn Director, Ct1(ure & Recreation Director, Engineering & Public Works Tom M1elymuk Directo, D velo ment Paul Bigi•9 iN` Director, •orp•rat- Services & City Solicitor 1uj . Al Cathy Grant Chief Executive O' cer, Pickering Public Library :mc Recommended for the consideration of Pickering Ci Council 22 2.0 14 Tony Prevedel, P.Eng. Chief Administrative Officer • 99 ATTACHMENT# ? ,TO REPORT#_.. .,._,C12-.7. (2)2_- I�--, d . :•...,:,;;••.:, •fi r� ( 1..r t ;,.. ..,.. • ,,,,, l„,.., , x ? `,i. d :;:, 0;�?'-;ti ',r' '. + } ��Y q.i. r a,'' 4.,+�,„^a , ; : s 1 „3,. �,q a. „ r : ,f :i.,t Cultural . • t strategic I, ... i: ,,, ..., Lifi/vT al Report • June 2014 }r, 1 11% 1: _ '* - ....7,-.* h I Y 4 i„...... ' . 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Jr : ■ v • 1IW!.]# � � Y. �#R y 5 t 't7.1 w '..tiri 4# n y City of Pickering Cultural Strategic Plan 2014 • Contents �� y1': 4r: m,'^�� a � ry 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 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 1 101 City of Pickering Cultural Strategic Plan 2014 rl Strategic Directions 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 Ho,., x:o l zse peso Strategic Directions: integrating Planning for Culture • lea°;i si =;° 3ga !tint' f'0 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 t 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 ; i ., life skills which will serve them in their future ir a t r , as upstanding and caring leaders of our , community.. 5t b .Yarn' b$.•_• 2 Contributed by the Young Singers _ 102 • City of Pickering Cultural Strategic Plan 2014 / I / tIr;_ „ 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 3 103 City of Pic ering Cultural Stratog» Plan 2014' w,�'S.<x'a�.::-sm,,.a r,:°,..Pu •aa.Y} s�A vn:� 4rh t,t .�,.. . °4 �•r...`'�'^, . d �'a S��' i: - a t� M"vs t4rr'•`�? -*„°, 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 ii Leading hikes of interested students or adults into the [Altona] Forest to study plants, animals or natural features such as ponds, ., t is extremely enjoyable, especially when � ,.. seeing the enthusiasm and appreciation of � .# r the environment of young people who will be stewards of our environment in the future. 99 Contributed by a member of the Altona 4 Forest Stewardship Committee 104 s* t. u dSk r A !r- •. ~. , 3 dam. `i `4'1 46.1.' t,,-. �; r 2 s „„,...,Nats:.�a� ,, a ,,,,; t (,..-- , ,.e s d ”" ..?a.,.:Y. _� y�,. ,. -...r-,, -�7, .,, r«, 4t^k _y",,r ,s, 'va 1 � '°"'".a...w+.ate F �4 00•,..pr4_.'9* x+�'is`N!'• t'A 4,i E t ,: •; '- er r. . ,. i, „..7 F R r 45 a I" ♦ .K,.. ,� LI „ _.. "'1 s �, $� a :.3f• :+� -•-•— `r ,' .,, '. ,,,,,�-r ;4 „.S , e ty Rs "'1.."74J ,0 1,, *� ''''..V Q r at 3; 3,•4r.� r1+ x, • 4 • t 4 4 b {. �2 1 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. 105 City of Pickering Cultural Strategic Plan 2014 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 , 64 Pickering's place in Canada as a r { , �� .' ,, N g cultural centre will be measured by its ,: ability to promote artistic expression. We can achieve cultural prominence j 3 through the funding of public places .'a where artistic performance can occur. 99 Contributed by a member of 6 F Pine Ridge Secondary School 106 City of Pickering Cultural Strategic Plan 2014 1 .1 Why Cultural Planning? ' t w -. i.V s: ,'I ',a. a 11::1•4:.4" ‘:.. -.*`..;;1„'‘. x *k 1;1 6 r 'fir F'4 T - . s x ii1 `i.:1 .- ° '44 i'� :tit 'r �l ! F� _. i � .�. t` '� i.{r •.i r. ,,r N. 3 ,, 'Nis " tt4 ri ' + x 1 ,..,.9 � , r II; '1 '.c¢ ,' ''w,r �[ ,YY i 1 Ati r ` T t -. t a ,, x , e , .i q*`• ° 'l. '1',:$4. P #k , ' R ' ° ,t ! y , ti ill` , T.� ' , ,, . � s na +,17' 1, ,,1 A1r A '4=. 4.. 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.' 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.'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. 3Wilenius, Markku,"Cultural Competence in the Business World:A Finnish Perspective,"Journal of Business Strategy,vol.27, no.4(July-August 2006):43-50. "The original document was posted in 2008,but is no longer available on the website of the Ontario Ministry of Tourism, Culture and Sport. 7 107 • City of Pickering. Cultural Strategic Plan 2014 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. LL 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. 99 8 Contributed by Girls Incorporated of Durham 108 City of Pickering Cultural Strategic Plan 2014 1 .2. A Made-in-Pickering Cultural Plan 1, . ' mod ;-•yam ? b J-` * Art*r! ' °i f t '� r o Y- rt'� `' xk Ufa+ E` N6 �'�y►�� ; ,Y 1 t Rr �` �r' � � ( ..s7rp,�>,a'4, �i. ,,� ! �.t °` ` � t �a "a 'c � 4?d 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. 9 109 City of Pickering Cultural Strategic Plan 2014 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." %. ;4(114;-:';:74- t ■ I :''' at'. r x s 4 � S � "-� 'fir r � � ,I fs ''w _ 1 - '. t I R_ f j ' C a ': Y i ,rrrr # r. uM Iq i'-...1 y { f # t y City of Pickering Cultural Strategic Plan 2014 1 .3 Definitions ,4 a ,.,„4„4„; 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.' l n Manning . 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. 'Cultural Planning Toolkit,Creativecity.ca:A partnership between 2010 Legacies Now and Creative City Network of Canada,2008. Municipal Cultural Planning website:http://www.ontariomcp.ca/what-is-mcp/ 11 111 City of Pickering Cultural `., to tt'gti i�t UitU ra I Res* o r es 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 TG ?ESC 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 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." The arts include visual arts, performance arts, media arts, dramatic arts, and related disciplines. 9Baeker,Greg."Municipal Cultural Planning,"see above. "Municipal Cultural Planning website:http://www.ontariomcp.ca/what-is-mcp/ "Arts,Heritage and Culture Master Plan. Region of Waterloo and Goldsmith Borgal and Company Ltd.and NetGain Partners Inc., 12 October 2002. 112 City of Pickering Cultural Strategic Plan 2014 • o(; L je,r ,`ass ; r 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.''- �d c6 LJ •S SG 111r l oCU Iltyaure 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.'3 12Arts,Heritage and Culture Master Plan.Region of Waterloo. "Glossary of Access and Equity Terms,City of Toronto Task Force on Community Access and Equity(1998-1999). Torontoartscouncil.org. 13 113 � v, „,F L',:..... ''... .,,, .. il • jeS R tit .., f ` t 1 ! j'.. dttk' •r a i 4. 1, _, . r 100, st '. City of Pickering Cultural Strategic Plan 2014 2.1 Impact on Community Character 1. i 3 i n rN i{ �st•,, 1, `' j{ i ii y k 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.'6 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 -leritage, 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 Df belonging to Canada. °Milner,Jennifer,`Arts Impact: Helping Us Determine Who We Are,"Performing Arts&Entertainment in Canada,Summer 2002. 'Culture: Passion That Inspires Us.Cultural Policy of the City of Gatineau,2003. •6 Sirayi,Mzo,see above. 15 115 City of Pickering Cultural Strategic Plan 2014 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. t.` ';fit'. , ,1, -s r {,y IlitIan k' _ 1 7( rµ� 1 pi tz Its '" --- ;-.0,14,1 ,----;;;;,...1 to ,;••.• . ,,, - ' 1_ ; r -... -�s E ,+.' t r; -.+e, , x--- —��v. - -- r= V.M , °t,# 44 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. 99 i; Contributed by the Pickering Gas & Steam Club 116 City of Pickering Cultural Strategic Plan 2014 impact on Social Capital { „ ¢ :-.- ;1.1.,,k..-.. c -,' a ,,t, s:T : t S S. c' a I* . , .j 'd , f - )• t 4tai w. 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 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. 1 7 117 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. 118 City of Pickering Cultural Strategic Plan 2014 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. `i " - 66 A strong and positive volunteer sector '' 1 z4, ` breeds success and sustainability from ' �. =t ,' X y within... I don't think anything says more -��3.. , t than the value of the volunteer in-kind 2 r�' : f,i s>�,is, donation that supported this museum's ,` . a, :.. , - ""' , _ operation in 2009... $585,000 dollars of - ,, g ' 1;-� .w emu time is not insignificant... 305 volunteers believe this facility is worth investing in, ' - `�'i ° f� and we could not receive the awards, the { , r , 1, , . accolades, or offer the public programs f y . "" `` without those volunteers and their '` - t, 77 �, w,: a commitment. Contributed by volunteers from Pickering Museum Village 4i Woodworking was a major activity in 19th-century rural society. The Woodwrights have completed 53 on-site projects since inception in 2007. This doesn't include the many hours involved in constructing the new Woodwrights shop. These are outstanding accomplishments from a small group of volunteers. The quality of our work has been noted by all those who remember "how it was like." 77 Contributed by the Woodwrights' Guild 1 9 119 City el Pickering C ultt,ral Strategic Plan 2014 3.1 Background r,� Sr & , r , ` , a b^fl4k y14 y As l r k r 0 r 1 y}q � ° or 'z(I$Il� � iF _ ... - r #` x a Fan" a r i o- � to ) 144.47 1 4 FttL x ` € § sJ Ric!cerhig'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. f if 120 City of Pickering Cultural Strategic Plan 2014 I] r.li 9 History The first people to live in Pickering settled there approximately 4,000 years ago. By the mid- 17t" 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. ' ?cke. °1n 's Deg o ra h cs 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. Econ Any 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. 21 121 City of Pickering Cultural Strategic Plan 2014 Pickering's Natural, Cultural and r: e-f m¢ r n,-3 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. 122 City of Pickering Cultural Strategic Plan 2014 • • • 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. 23 123 City of Pickering Cultural Strategic Plan 2014 • 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. 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. 124 City of Pickering Cultural Strategic Plan 2014 3.2 Public Input ` x: a, iF 1,404'" G = o CariliMunKy eiephone 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). 25 125 • City of Pickering Cultural Strategic Plan 2014 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%). ^- l,:a e h k r Group Su stet' 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. 126 City of Pickering Cultural Strategic Plan 2014 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%). 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. 7, Contributed by a member of the Muslim Youth & Community Centre for Pickering/Durham 27 127 City of Pickering Cultural Strategic Plan 2014 u a , 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. u , Interviews: Senior Managers ers 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. • 28 128 City of Pickering Cultural Strategic Plan 2014 c_ ifli tte 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. 29 129 City of Pickering CtllItir l 11 -►t<x&JIt H.ffl 20 H 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. " 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 30 Gardeners, Pickering Museum Village 130 1 3 1 City of Pickering Cultural Strategic Plan 2014 U a on a lit,- 4t- - itlt --v,...,..„, r Staff considered all of the information collected through the cultural planning P rocess 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. .447°,�w0 .:„,.xr -e ` , `4 A community that offers opportunities .a te `,, t � r,: ,� `' to live, work and engage makes for hf^m & ; A It' f an ideal destination for many families "'� �; :'* and a strong heritage, arts and culture t, ± ;")1. sector plays a key role in achieving that '`° ti.r 99 14* balance. 3; l'- t Isr.44- _ 1` 1 .. .~ �. .c , *__ . Contributed by Durham College 132 City of Pickering Cultural Strategic Plan 2014 4.2 Strategic Directions t T max. 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). An image: a cheerful streetscape inducing people to 4- 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 >r playing unstructured games. Wishes: parks & public gardens, gathering places, bicycle trails, theatres, upgraded outdoor sports facilities. Contributed by a member of the Pickering 4/1" Horticultural Society !'' 33 133 City of Pickering Cultural Strategic Plan 2014 x y Strategic Direction 1.: Broaden and Deepen ily Leadership and Investment a 4 ;hh >:vvx4i'xk4s>}_ t u s3i; s. 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. 34 4 134 City of Pickering Cultural Strategic Plan 2014 4.2.2 Strategic Direction 2: Emild 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. g. .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. ii As Spanish-speaking immigrants, we share a common p language, culture, food, music and the challenge t .- to learn a new language and integrate into our new Jz, -.ri homeland: Canada. ' ' Contributed by the Hispanic-Canadian -„ �, Alliance of Ontario 135 City o Pickering Cultural Strategic Plan 2014 Strategic Direction 3: Strengthen Culture-led Economic Development 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. -ctons ct: •th • 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. 36 136 City of Pickering Cultural Strategic Plan 2014 4.2A Strategic Direction 4: Conserve and Promote ist ry and Heritage 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). .k., • 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. _ 37 137 1 City of Pickering Cultural Strategic Plan 2014 ;2.5 Strategic Direction Celebrate and Support Diversity and Inclusion 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 tw Y`+ 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. 38 Contributed by a local sculptor 138 City of Pickering Cultural Strategic Plan 2014 Strategic Direction 6: Cultivate Opportunities for the Creation, Education, and Enjoyment of the Arts r 6?di °` 4L } � ,; .., 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. yam} • 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. 39 139 • '.4 • 1 d iL0. I i 4 ;., x t } � fir ' l'..4k .,4 s ; 9° � ` ^‘ a` 1 _- - �. �, i ilk '°"" a"" .. ' 1 • I 140 1 City of Pickering Cultural Strategic Plan 2014 ... . . ... . .. . .. . . 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 66 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, ,' ir 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 r this vision. As a community leader, I would do e `- ' ; ' , whatever I could to support such vision. 13 ,-F Contributed by a member of the Pickering Public Library 41 141 City of Pickering Cultural Strategic Plan 2014 The following Strategic Directions chart provides more details on the proposed actions within this 10 year plan: Strategic Measurement Action Responsibility Resources timeline Direction Guidelines Expand City Development Current Budget Short Number of people communications (existing) attending cultural efforts related to Culture&Recreation events cultural resources and opportunities Investment in Pickering Cultural awareness in local businesses Form a Cultural Culture&Recreation City Clerk Short Establishment Advisory section and of the Cultural Committee Council for Advisory Committee made up of resources with monthly staff, Council, (approval of meetings and community positions) representation Established that committee mandate champions the and terms of implementation of the Cultural Plan reference Establish a cross- Culture&Recreation Staff Time Short Establishment of departmental the Culture Team "Culture Team" with regular staff to build the Supervisor,Cultural meetings capacity of the Services as lead of the City to"adopt "Culture Team" a cultural lens" and support the implementation of the Cultural Strategic Plan Increase City Development Current Budget Short Completion of investment ($30,000 Financial Impact in cultural Culture&Recreation additional) Report development Library Consultant Development of a Report required Financial Incentives Report Development Cultural Services Current Budget Medium Completion of of City Tourism ($100,000 Corporate Tourism Program City Development additional) Strategy 42 142 City of Pickering Cultural Strategic Plan 2014 Strategic Measurement Direction Action Responsibility Resources Timeline Guidelines Increase the Library Meeting Space Short Host meetings with City's role in each cultural sector supporting and Staff Time throughout the year networking cultural groups Maintain within the and promote community comprehensive cultural calendar of events Appoint a Culture & Recreation Current Budget Short Position of dedicated cultural (existing) Supervisor, Cultural staff person 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 All Departments Staff Time Short Reports to Cultural Strategic Council regarding Plan is well Lead is Culture& integration of five integrated Recreation Corporate Priorities into the City's five Corporate Priorities Identify leading Culture& Recreation Staff Time Short Updates to the practices in City's Cultural Plan cultural planning .. in Canada and abroad Identify a strategy Engineering & Public Staff Time Medium Development and to address Works implementation of transportation strategy; reduction issues at venues Culture& Recreation in the number of that host major complaints events. Consider City Development transportation in the selection and Corporate Services design of new venues 43 143 City of Pickering Cultural Strategic Plan 2014 Strategic Action Responsibility Resources Timeline Measurement Direction Guidelines Convene Library Staff Time Short Number of networking and meetings peer-to-peer learning events Number of for a cross- participants section of the cultural sector Address a Culture& Recreation Staff Time Medium Inventory of need for more cultural spaces in venues to Library Pickering (City and support cultural private), including activities (e.g.,for restaurants exhibitions and performances) Develop a communications program • Develop and Culture& Recreation Staff Time Medium Development and ` implement a use of module cultural "module"on Sector culture and heritage that • could be easily z delivered in the s school system Engage cultural Culture& Recreation Current Budget Medium Research and groups in the (existing) development of development strategies • of strategies • that encourage resident cultural engagement between north . and south Pickering Expand the Council Capital Budget Medium/ Library expansion Central Library Long to include Library Amount of new community and meeting space as cultural meeting well as meetings spaces scheduled in new space 44 144 City of Pickering Cultural Strategic Plan 2014 Strategic Action Responsibility Resources Timeline Measurement Direction Guidelines Examine the City Development Staff Time Medium Increase opportunity to participation in leverage cultural Culture& Recreation Current Budget City events by festivals to (existing) 10% define a strong cultural brand Increase number for Pickering and increase of existing and its reputation new vendors/ as a significant participants• cultural destination Measure feedback though participant satisfaction Integrate cultural City Development Staff Time Medium Identify existing and economic business with 3. planning related Culture& Recreation Durham Region • Strengthen to growing the (as resource) Business creative economy Information Culture-led ' and increasing the number of Track business eCOnOmI— creative cultural openings in develo industries in I7ten Pickering and p Pickering achieve 10% increase in creative cultural industries Examine Culture& Recreation Staff Time Medium Completion opportunities of Corporate to engage the Sponsorship private sector Package/Program and encourage corporate Increased sponsorships sponsorship that will maximize revenue and resources/ number of investment for sponsors by 20% cultural initiatives 45 145 City of Pickering Cultural Strategic Plan 2014 Strategic Action Responsibility Resources 1 uineline Mea �n`emetyt Direction Guidelines Create and Culture& Recreation Staff Time Short Applications introduce online completed and user-friendly launched on tools such as website a Community Events Application & Community Number of Media Guide applications to encourage returned community organizations, residents and corporate partners to take the lead in the provision of cultural initiatives -,.trengthe Sustain and Culture& Recreation Staff Time Short Track number of promote website visits, ulture-le! Pickering's online number of listings, Cultural Directory economic impact as a means of cultural events developnne of celebrating and increasing C•„IV the profile of Pickering's cultural assets &cultural community organizations Establish tourism Culture& Recreation Current Budget Long Implementation of as a corporate ($65.000 Corporate Tourism priority (with a City Development dedicated to Strategy strong emphasis (as resource) additional staff on cultural resources) tourism) 46 146 City of Pickering Cultural Strategic Plan 2014 S Strat IVIsiirrttFnk Action Responsibility Resources Timeline Direction Guidelines Ensure a City Development Staff Time Long - Measure the strong focus (existing) number of new in the Cultural businesses and Strategic Plan level of investment on the needs of commercial cultural activities and enterprises `C 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. 99 ;, Contributed by the Indo-Canadian kJ" INI .- . Cultural Association of Durham V. w :>f_ . z 47 147 City of Pickering Cultural Strategic Plan 2014 Strategic Action Responsibility Resources Timeline Measurement Direction Guidelines Strengthen the Culture & Recreation Current Budget Short Increase of the promotion of local ($12,000 following: number history assets Library additional for of website visits signage) (PMV&.PADA) Related Advisory Committees Staff Time Number of attendees Number of heritage events Number of questions submitted to Library relating to historical documents Improve signage for heritage districts Leverage Engineering & Public Staff Time Long Number of opportunities to Works programs connect culture and events in and heritage Rouge Park programming of cultural and with the new natural heritage Rouge National significance Park Develop City Development Staff Time Medium Completion of strategies to Council-adopted highlight and Heritage Pickering Current Budget program strategies celebrate (existing) Pickering's heritage properties that include additional or improved signage to identify arts, cultural, and heritage designations and public properties 48 148 - 1 City of Pickering Cultural Strategic Plan 2014 Strategic Measurement Direction Action Responsibility Resources Timeline Guidelines Develop funds City Development Reserve Fund Long Council-adopted to acquire and (new) program to preserve heritage establish reserve properties fund Establish a Culture & Recreation Capital Budget Medium/ Opening of Visitors'Centre Long Visitors'Centre at the Pickering Museum Village Develop Culture& Recreation Capital Budget Medium Opening of programs facilities (Library & and facilities Library Visitor Centre) to house and conserve archival Heritage Pickering collections (as a resource) Establish a Culture & Recreation Capital Budget Long Opening of • First Nations Interpretive Centre Interpretive Heritage Pickering (as part of the Centre and Museums'Visitors archive room, Pickering Village Centre) and with appropriate Museum Advisory number of artifacts partners Committee (as displayed resource) Continue to Heritage Pickering. Staff Time Short Host Doors Open operate the Event Doors Open Current Budget program (existing) 49 149 City of Pickering Cultural Strategic Plan 2014 Strategic Action Responsibility Resources Timeline Measurement Direction Guidelines Ensure Council Staff Time Short Promote advisory representation committee from diverse appointment communities on opportunities the proposed to the general Cultural Advisory public but also Committee to the full range of Pickering's community cultural organizations Actively Culture& Recreation Staff Time Medium Incorporate into engage diverse - the Advisory communities in Committee Terms defining cultural of Reference interests, needs, and opportunities Conduct data analysis & prepare report Work closely Culture & Recreation Staff Time Medium Develop, promote with the and offer school school system presentations and to increase develop website understanding of content that and appreciation educate youth for the • importance of local culture and heritage among 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 -o free to follow his vision wherever it takes him [or her]." _ 1 50 __-t s._, __ _ __ . _: Contributed by the Backwoods Players 150 City of Pickering Cultural Strategic Plan 2014 Strategic Action Responsibility Resources Timeline Measurement Direction Guidelines Develop Culture& Recreation Staff Time Medium Support Cultural cross-culture - sector initiatives programming Library and relationships by connecting developed in heritage, City Development stakeholders historic and arts group meetings businesses/ organizations Encourage partnerships by promotion of opportunities to cultural sector - .r groups through > Cultural Directory eBlasts c , Support Culture & Recreation Staff Time Medium Development of a programming community event in cultural Library Current budget resource centres through (existing) • Marketing and Tracking of Event guidelines related events and for community participation rates engagement Development of City outreach program for community engagement similar to Destination Pickering 51 151 • City of Pickering Cultural Strategic Plan 2014 Strategic Measurement Direction Action Responsibility Resources Timeline Guidelines Develop and City Development Capital Budget Medium Adoption of implement a policy/programs public art policy, Council to include a program, and contribution funding formula 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 6. Cultivate Number of art installations opportunities Catalogue for the development creation, education Establish Public Culture & Recreation Reserve Fund Medium Establish Public Art Reserve (new) Art Reserve Fund and Fund Council to be used to enjoyment apurchase and/or commission public the arts " art for display in 4 public spaces Develop City Development Staff Time Long Development of connections with courses/seminars/ local colleges/ information universities sessions • to foster arts education Encourage City Development Staff Time Short Private public art in contribution to appropriate public art in new private development developments projects within within the City identified areas 52 152 City of Pickering Cultural Strategic Plan 2014 Strategic Action Responsibility Resources Timeline Measurement Direction Guidelines Use art to City Development Staff Time Medium Established Public enhance existing Art Policy and public spaces, Engineering& Public Program particularly within Works the City Centre The total number 6. of public art Cultivate by the City and opportunities the total value of opportunities public art for the commissions creation, education Ensure the City Development Current Budget Short Complete City plays a ($30,000 Business Case for and a leadership role in Culture& Recreation additional) an Arts Centre in addressing the Pickering enjoyment need for new of the arts ` performing arts or multi-purpose (cont'd)m cultural facility in the City Centre • 53 153 City of Pickering Cultural Strategic Plan 2014 A., ppendix Members of ne City Staff rks0 ttpo 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. . 99 54 Contributed by a member of Dunbarton-Fairport United Church 154 City of Pickering Cultural Strategic Plan 2014 • C CT 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— lndo-Canadian Cultural Association of Durham Without the maintenance of our history, we are a • I:, 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 55 155 City of Pickering Cultural Strategic Plan 2014 • Mp pendix C : List of Orqanizatons 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 156 City of Pickering Cultural Strategic Plan 2014 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 57 157 City of Pickering Cultural Strategic Plan 2014 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 r s s. ar'''',P, � <,+er ..2 . ,,-,1,01: 4 s , _" 't. $'..: � fix`` ��� f°".' _ .p: ; ',..ii ,BF .r " ;$ C rt i t1 i ri'! € e r g� '' .t C - J'1gth P LY�M '• r?fL ,lY "" 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. '3 58 Contributed by a member of Artists and Poets Ltd. 158 City of Pickering Cultural Strategic Plan 2014 • Appendix D : Participants in isionin and Strategy� Session Jane 279 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 1111 59 159 ,---, n TO EFORT C — !,4 & # %- C y 11 A Cultural Map of . . ,.. Pickering 4 , ,.. 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'14.A ■41., Ar ,*' ' :) ' .fii• 4-- ,,.-:', ..<'''''''.: :'''''' - -•• .i• --/ it- , 44 r- If -1:-■.-P • .;•r'• ,..-0, _ si. 1,; i. , . ,, ,,, • ,-- ..,,- , , , .... ,• ,.,. , i - ,,,,,,,, ,.•, , ., ,,t• , ,,, ,,.. . •i:-:,:`,..:.44, , ._,_- 72 ..'r.' .., ,.., ,.,. / : ,. .,,,‘, fa. , 4,_ , ce- City of Pickering Cultural Strategic Plan 2014 Contents • 4 1.1 Geography and Environment 5 1.1.1 Petticoat Creek Watershed 7 1.1.2 Frenchman's Bay Watershed 7 1.1.3 Duffins Creek and Carruthers Creek Watershed 9 1.1.4 Lynde Creek Watershed . 9 1.1.5 Community Environmental and Sustainability Initiatives 9 1.2 Pickering's Settlement Areas 11 1.2.1 Downtown and Urban Pickering 11 1.2.2 Rural Pickering 12 1.3 Pickering's History 15 1.4 Demographic Profile 18 1.5 Economy and Education 21 1.6 Natural, Recreational, Cultural, and Tourism Assets in Pickering 22 1.7 Pickering's Cultural Organizations 25 Summary of Research Findings and Public Input 26 2.1 Community Telephone Survey 27 2.1.1 Household Survey Analysis 28 2.1.2 Household Participation in Heritage, Arts, and Culture Activities 29 2.1.3 Participation Location 30 2.1.4 Household Attendance at Heritage, Arts, and Culture Activities 31 2.1.5 Attendance Location 32 2.1.6 Desired Programs and Activities 33 2.1.7 Awareness 33 2.1.8 Barriers to Participation 33 2.1.9 Household Spending on Heritage, Arts, and Culture 34 2.1.10 Satisfaction with and Importance of Current Heritage, Arts, and Culture Opportunities 35 2.1.11 Additional Spending of Public Funds 37 2.1.12 Awareness and Roles of the City, Community, and Private Businesses 38 1 161 City of Pickering Cultural Strategic Plan 2014. 2.2 Stakeholder Group Survey 41 2.2.1 Baseline Information 44 2.2.2 Assets 48 2.2.3 Human and Financial Resources 50 2.2.4 Organizational Matters 51 2.2.5 Personal Reflections 56 2.3 Interviews 57 2.3.1 Pickering Council 57 2.3.2 City of Pickering Senior Managers 59 2.4 Committee of Council Questionnaires 61 2.5 Focus Group Sessions 63 2.5.1. Youth 63 2.5.2 Seniors 64 a i -3• ,.a 1�� 3 .�. : _ . ,�� F efl 9:rt ions from Survey ar€�o�pant� Px 9 55 t' ytk q"a 7t y. . as • 3 ' V4t y '--. •,:., 4 riti, lotor _F • 4te,. ,) , { City of Pickering Cultural Strategic Plan 2014 • This document incorporates the findings of the cultural mapping and community consultation exercises launched in support of the Pickering Cultural Strategic Plan. Pickering staff first gathered 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 public consultation component of the study included: • Online surveys for community cultural organizations, businesses, and individuals • A telephone survey to collect ideas from a random sample of Pickering residents • Interviews to gain insight from all members of Council, the Chief Administrative Officer, and all department heads • Focus group sessions with youth and seniors in Pickering • Regular meetings of a Community Stakeholders Committee representing the heritage, arts, ethno-cultural, business, education, and environment sectors in Pickering This document contains only a fraction of the wealth of information available on City assets and initiatives. Further information on the environment, governance, cultural institutions, and Journey to Sustainability can be found on the City's website (pickering.ca). • 3 163 • i . 1 1 I i I, I ) I 164 City of Pickering Cultural Strategic Plan 2014 1 .1 Geography and Environment *fif.' 40,„. « ^ ;7.411111911 The City of Pickering is situated east of the City of Toronto and the City of Markham. Pickering is one of the eight local municipalities within the Regional Municipality of Durham (Durham Region). Pickering is approximately a 30-minute drive from Downtown Toronto. Pickering is bordered by Lake Ontario to the south; the City of Toronto, the City of Markham, and the Town of Whitchurch-Stouffville to the west; the Township of Uxbridge to the north; and the Town of Ajax, the Town of Whitby, and the Township of Scugog to the east. The City of Pickering has a land area of 231.59 square kilometres, which makes it the fifth largest municipality in Durham Region. 5 165 City of Pickering Cultural Strategic Plan 2014 Figure I: Eltiap o n icF evfng V,.--NW tt� - - _-NE V' Ar....,„,------ .s.,,\ ' tea a .."" '9.;.,, \ r b 7 `n ., ui} I�5 a •� E A%17Vpli°0 .,- % \ --i k \ , sk, $ 5 ,j'yq�,L® y 6' , i4 ^,t x� e4',t §r 6�tl4��tE L6�i��.� p z-•r "` j .f • p� \. $ .k: �a r, _ Ts-aa�a�Si,4 `� F;ea3ria�,—, ..---<:";-:',A, a :, 5 it - ° " %',) ,.,...,":„.e12.- _.,--e- '1;....4,:f?'....,'" Wa - �� -------, ti .. . . a, r [It2tJC5 7g:rap'3-rL o rrE it y IV SW ...1 S ,1 SE /' Pickering's landscape was created approximately 12,500 years ago by two separate ice sheets, one covering Lake Ontario, and the other what is now the Oak Ridges Moraine, which includes the Rouge, Petticoat, Frenchman's Bay, Duffins, Carruther's, and Lynde watersheds. Over time, as the southern ice sheet retreated, Lake Iroquois formed in the Lake Ontario Basin. The edge of the lake crossed through Central Pickering. Once the ice jam in the St. Lawrence River was cleared, Lake Iroquois began to retreat into what is now known as Lake Ontario.' 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 land and waterways are situated within seven watersheds: Rouge River, Bella Vista, Petticoat Creek, Frenchman's Bay, Duffins Creek, Carruthers Creek, and Lynde Creek. tNatershed plans have been or are in the process of being completed for each of these areas. 6 1 City of Pickering,Official Plan—Edition 5,Page 3 166 City of Pickering Cultural Strategic Plan 2014 • o`l Tha > erage sqiver Watershed The Rouge River watershed spans 336 km2 of land and water in the Regions of York and Durham, the Cities of Toronto, Pickering and Towns of Markham, and the Town's Richmond Hill and Whitchurch Stouffville. It starts in the hills of the Oak Ridges Moraine and flows south to Lake Ontario. Only a fraction of the watershed lies within Pickering, along a narrow strip in the south-west, abutting the City of Toronto. Land use in the Rouge watershed today is approximately 40% rural, 35% urban, 24% natural cover and 1% open water. The lower watershed is dominated by Rouge National Park, with a small but well established area of urban development to the west. The lands in Pickering are a mixture of old large lot urban development south of Highway 401, and newer urban development south of Twyn Rivers Drive. ;. ek-1 II al Vista Watershed The Bella Vista Watershed is a small watershed located between the Rouge River and Petticoat Creek Watersheds. The Bella Vista watershed originates in the Rosebank Neighbourhood, just south of Highway 401. It flows south to Lake Ontario. The lands are a mixture of older, large lot urban development, and newer urban development. The south end of the watershed forms part of Petticoat Creek Park. a% Petticoat Cr e Watershed The Petticoat Creek watershed drains 27 square kilometres in the City of Pickering, the Town of Markham, and the City of Toronto. Petticoat Creek flows southwards for 13 km through farmland, newly developed and expanding residential developments, residential and commercial areas, and finally to the shores of Lake Ontario. The headwaters are in agricultural land and are protected under the provincial Greenbelt designation. The southern portion is primarily urban, with the exception of Altona Forest, a 53-hectare environmentally significant mature woodlot, and the Petticoat Creek Conservation Area along the waterfront.2 The Altona Forest is one of Pickering's special features. The Forest was initially slated for development, but the community fought to preserve it. The Toronto and Region Conservation Authority (TRCA) now owns Altona Forest; a significant additional piece called the Ecological Reserve was later donated to TRCA by the late Dr. Murray Speirs. The Altona Forest Stewardship Committee (AFSC) draws its membership from TRCA, the City of Pickering, the Ministry of Natural Resources, Pickering Naturalists, and residents. Since 1998, this committed group has worked to maintain the natural environment, rehabilitate degraded areas, and make the Forest accessible for public use, enjoyment, and education. A key component of the AFSC's work has been to involve children in restoration efforts. Families, schoolchildren, Boy Scouts, and Girl Guides have all contributed. 'Toronto and Region Conservation.Petticoat Creek Stewardship Program,2008. 7 167 City of Pickering Cultural Strategic Plan 2014 The Forest is also used as a living classroom. Each year hundreds of children have the opportunity to explore, study, and learn about our natural environment within this unique place. The Frenchman's Bay watershed covers approximately 22.6 square kilometres. The majority of the watershed is urbanized, housing 63% of Pickering's population. This area comprises several natural features including creeks, an open-water bay, a barrier beach, open meadows, remnant woodlots, and several wetland areas. The bay is a shallow lagoon on the north shore of Lake Ontario, separated from the lake by a dramatic natural sand and gravel barrier beach, with a maintained navigational channel connecting to the lake. Four main tributaries (Amberlea, Dunbarton, Pine, and Krosno Creeks) feed the bay. Two areas in the watershed (Frenchman's Bay and Hydro Marsh) have been deemed provincially significant wetlands. These wetland areas are critical, since more than two-thirds of coastal wetlands in southern Ontario have been lost to development, dredging for harbours and marinas, or isolation from creeks and valley lands.3 Coastal wetlands provide important natural linkages, breeding habitat and food for migrating birds, fish, and other wildlife. These wetlands also provide communities like Pickering with a wealth of natural and recreational resources that contribute to the overall health of the community. The Frenchman's Bay area is one of the most attractive and well-used areas of the waterfront in the eastern part of the GTA. This area is heavily urbanized, with 75% of the area occupied by residential and non-residential development and by utility and transportation uses. This multi-use area has local parks, beach areas, playgrounds, marinas, restaurants, spas and the Waterfront Trail, and therefore is very popular for all ages. However, urbanization has also negatively impacted the area. The natural ecosystem of Frenchman's Bay and its contributing watershed have been in decline over many years. The wetlands have been reduced in area and quality, as has the diversity of fauna and flora.4 Since 1972, channelization or culverts have modified more than 50% of the creeks within the Frenchman's Bay watershed. Other natural areas affected by urbanization show signs of degradation with the establishment of invasive species, poor water quality, limited plant and wildlife diversity, erosion, and soil compaction. In 1997 a Mayor's Task Force was formed to examine how Pickering's waterfront could be enhanced in an environmentally sustainable manner. The Mayor's Task Force produced the Pickering Waterfront 2001 final report in June 1998. Since then, the City has established a Waterfront Coordinating Committee to assist the community in reaching its goals. In 2005, the stakeholders of Frenchman's Bay met to discuss future actions that should be taken to improve the Bay. From this, a Five-Year Implementation Plan was developed. This plan identified the following four priorities: Harbour Entrance Improvements; Waterfront Trail and Signage Project; Outreach, Education and Awareness; 'Environment Canada.on.ec.gc.ca/wildlife/factsheets 8 4 MMM Group Limited.Stormwater Management Master Plan(draft), November 2007. 168 City of Pickering Cultural Strategic Plan 2014 and a Stormwater Management Master Plan.5 The goal of the Stormwater Management Master Plan is to control the quality and quantity of storm runoff into local creeks and the Bay in order to improve the quality of the Frenchman's Bay environment. The Frenchman's Bay Watershed Rehabilitation Project (FBWRP) was established in 1998 to foster environmental change. FBWRP was a partnership of the TRCA, the City of Pickering, Ontario Power Generation (OPG), Pickering East Shore Community Association, and various financial sponsors. The FBWRP later became a model for other TRCA stewardship programs. In fact, OPG was recognized by the International Wildlife Habitat Council for its work in this area. FBWRP played an important part in delivering hands-on environmental opportunities for the community of Pickering while enhancing the natural features found within the Frenchman's Bay watershed. Over the course of nine years, the FBWRP has provided many events through four programs: Hands on the Earth Program (HOEP), Natural Alternative Program, Volunteer Environmental Watch (VEVV), and West Shore Habitat Initiative. They engaged 13,000 volunteers in over 450 events, planted 24,000 native plants, installed 500 wildlife habitat structures, distributed 300 rain barrels, and collected hundreds of bags of litter. The FBWRP has now evolved into Environmental Stewardship Pickering. °r 3¢ Mains i Creek anti Carruthers Creek The.Duffins Creek and Carruthers Creek watersheds are among the healthiest in the GTA. The headwaters of Duffins Creek are on Oak Ridges Moraine. This area is very rich in species diversity and includes large tracts of natural forests and wetland habitats. The middle section of the watershed is predominately rural yet this is rapidly changing to country residential and suburban land uses with pockets of commercial development. From Taunton Road in Pickering to the Duffins Creek Marshland to Lake Ontario, the southern reaches of the watershed are urbanized, consisting of mixed uses and commercial corridors.6 The headwaters of Carruthers Creek are found near the community of Mount Zion. While the upper portion is agricultural, similar to Duffins Creek encroachment from suburban areas is beginning to impact this landscape.' Various stewardship programs have taken place to further support the health of this area including education initiatives in the Claremont Field Centre, Watershed on Wheels, family nature events, tree planting and the five-year Atlantic Salmon Release program. 'Toronto and Region Conservation Authority. Frenchman's Bay Harbour Entrance Project Proposal.October 2008. 6 Toronto and Region Conservation Authority.Duffins Creek State of the Watershed Report,June 2002. Toronto and Region Conservation Authority.Carruthers Creek State of the Watershed Report,June 2002. 9 169 City of Pickering Cultural Strategic Plan 2014 A .. Lynde CCreek INaterobaol Lynde Creek's headwaters are in the Oak Ridges Moraine and the creek drains into Lake Ontario through Lynde Creek Marsh.At this time, the landscape of the Lynde watershed in Pickering is dominated•by farmlands south of the Oak Ridges Moraine. The hamlet of Kinsale is within this watershed.8 : 1`ri` fli i ti in «t1 and Sustainabiity The City of Pickering is committed to an environmentally, economically, and socially sustainable community. The Sustainable Pickering section of the municipal website (http://www.pickering.ca/ en/sustainablepickering.asp) contains information on the City's environmental initiatives and an indicators documents, issued periodically, to report on progress towards the City's sustainability goals. Pickering's efforts to promote sustainability include initiatives to ® improve air and water quality in the City ® encourage community beautification and clean-up efforts ® divert waste from landfills • conserve energy and water We know that the activities of the.City of Pickering and all of those who live, work, and play in this community have an impact on our local, regional, and global environment. These positive and negative impacts, in turn affect us, our children, and future generations. Whether the issue is local or global, ultimately, doing nothing has never been an option for Pickering's Council, staff, partners, or residents. Our community showcases itself through its commitment to volunteer, advocate, learn, and teach others that part of Pickering's culture is connected to our desire to leave a positive legacy. 0 8 Central Lake Conservation Authority.Lynde Creek Watershed Existing Conditions Report,June 2008. 170 City of Pickering Cultural Strategic Plan 2014 1 .2 Pickering's Settlement Areas , �..'a s + �' wr t ��.�c�� � ;" +ri /gyp� Qg..aK1Y�Al tio;1 .2.1 Downtown and Urban Pickering "Downtown Pickering" has been designated an "Urban Growth Centre" through the Province of Ontario's "Places to Grow Plan." This designation recognizes the current function of Pickering's "City Centre" (as we refer to it now) as a hub for employment, shopping, living, recreation, and entertainment. The Places to Grow Plan encourages significant intensification of Growth Centres in the future, targeting a minimum of 200 residents and jobs combined per hectare. The City Centre today is anchored by the Pickering Civic Precinct (City Hall, Main Central Library, Esplanade Park, and the Pickering Recreation Complex), and the Pickering Town Centre (an approximate 1 million square foot regional shopping centre supporting over 200 stores and services). Approximately 5,000 people live in the City Centre today, and 5,000 people are currently employed here. The City of Pickering has created a vision for redevelopment and intensification of the City Centre by employing the principles of"Sustainable Placemaking" — creating "people-places" through strong urban design, community collaboration, and public programming to create a place that: • embraces sustainable development practices and technologies • celebrates our past, diversity, and unique local talents • serves the needs and desires of our residents and visitors • attracts investment to ensure local employment opportunities and a prosperous future The vision complements the Cultural Strategic Plan in a number of ways. The policies to implement the vision support cooperation between Council and arts and cultural organizations to locate and develop an arts centre in proximity to other civic and community facilities, support a new senior 11 171 City of Pickering Cultural Strategic Plan 2014 citizen's centre in the City Centre, and recognize the design of the Central Library expansion as one that will embrace the Esplanade Park and enhance the adjoining street edges. Further, the policies that implement the vision acknowledge the importance of lively and active streets, the need for gathering places, and encourage the integration of public art with development and infrastructure. It is expected that an additional 8,500 residents and 8,500 jobs will be accommodated in our City Centre over the next 20 years. Among other things, the City Centre will serve as our cultural centre, hosting major attractions, events, festivals, and displays. The City Centre is easily accessed by Highway 401 and Kingston Road, and is home to the Pickering GO Station. The new enclosed pedestrian bridge linking the Station to the Pickering Town Centre will enhance mobility, and attract additional visitors to our City Centre. That is why Metrolinx/GO Transit has identified an "Anchor Mobility Hub" in "Downtown Pickering" in its Regional Transportation Plan. Pickering's rural area is bordered by Canadian Pacific Railway right-of-way (Belleville line) between Finch Avenue and Taunton Road (to the south), the Uxbridge-Pickering Townline Road (to the north), the Scarborough-Pickering Townline/York-South Durham Line (to the west), and Lakeridge Road and Sideline 16 (to the east). Pickering's rural area covers about two-thirds (15,200 hectares) of Pickering's land mass. In 2011, residents of Pickering's rural area made up approximately 6% (or 4,500) of the City's population. By 2031, it is anticipated that Pickering's rural community will accommodate an additional 1,000 to 1,500 people (for a total population between 5,500 and 6,000 people).9 Pickering's rural area contains settlement areas such as: rural hamlets, rural clusters, and country residential.10 Such settlement areas have distinctive land use characteristics, which are all culturally unique. Rural Hamlets: Rural Hamlets are generally perceived as the economic "driving force" for rural communities in Pickering. Hamlets have historic roots and significance and are seen as the primary areas for new growth and development in the rural area. Communities within the Oak Ridges Moraine Rural Hamlets, share the same commonalities as communities situated within a "Rural Hamlet," however their growth potential is limited to redevelopment and infill projects. Many Rural Hamlets in the City of Pickering are governed under Provincial Zoning Regulations (known as Minister's Zoning Orders) or Provincial Policies such as the Greenbelt Plan or the Oak Ridges Moraine Plan. These three policies regulate development to protect the proposed Federal Airport lands, curb urban sprawl, and safeguard groundwater, respectively. 'City of Pickering Official Plan—Edition 6,Page 38,2010 12 10 City of Pickering Official Plan—Edition 6,Page 74,2010 172 City of Pickering Cultural Strategic Plan 2014 Rural Clusters: Rural Clusters are non-farm-related residential lots usually along or beside an existing road, with some additional community, cultural, or recreation uses. Expansions to existing clusters are minimal and limited to the existing cluster boundary. Country Residential: These areas are typically large-lot residential subdivisions on an internal road. These areas are not intended for growth outside the registered subdivision boundary. Areas affected by the Greenbelt Plan and the Oak Ridges Moraine Plan may not add any new developments of this type. Even though settlement areas such as Barclay Estates, Birchwood Estates, and Forest Creek Estates are situated within the Greenbelt, their applications to develop residential subdivisions have been "grandfathered" since the applications were completed before the Greenbelt Act was passed in 2005. .,* s:. - � a 4 = " s , - � = � .nt , i # 1 ,.,,,r.... -` .: A., X."l..,..+• a ..?v"r:. - , _ _____,...................._...,............----- 1,.....„...:....___..........................._......--"----0---------'-' ,7,,.!":",V.J.,,,t, _ fit " ,_� -�- � r � `am, �� z y �- '- � __� _ f a-• a ! g , �� r �` 3, FA City of Pickering Cultural Strategic Plan 2014 The following 13 distinct settlement areas in the City of Pickering are listed by type of settlement area, location, and population": . ai e `G S eLt ,:=Vil!6rki.S EG1 C; E 4`FL-co Name Type Location Population Projected Population 1996 2016 Balsam Rural Hamlet Sideh€ne 4(Balsam Road)& 50 60 Durham Regional Road 5 Barclay Country Residential Sideline 4,south of Highway 7 0 75 Estates Birchwood Country Residential Sideline 4&Fifth Concession 5 50 Estates Road Brougham Rural Hamlet Brock Road&Highway 7 270 315 West—Mona Road&Third Rural Hamlet Concession Road Cherrywood (Central) Central—Rosebank Road& and Area Rural Clusters(West Third Concession Road 350 375 &East) East—Fairport Road&Third Concession Road Rural Hamlet&Oak Brock Road(Claremont)& Claremont Ridges.Moraine Rural Durham Regional Road 5 935 1,015 Hamlets Forest Creek Country Residential Audley Road&Fifth Concession 0 30 Estates Road Green River Rural Hamlet York South Durham Line& 125 135 Highway 7 Rural Hamlet Greenwood Rural Clusters Westney Road&Sixth 330 345 and Area (along portions of Concession Road Greenwood Road) Kinsale Rural Hamlet Audley Road&Highway 7 85 125 Spring Creek Country Residential Westney Road,south of Durham 0 20 Regional Road 5 Staxton Glen Country Residential Salem Road&Fifth Concession 100 125 Road Whitevafe Rural Hamlet Whitevale Road&Altona Road 240 255 14 "City of Pickering Official Plan—Edition 6,Page 222-263,2010. 174 City of Pickering Cultural Strategic Plan 2014 1 .3 Pickering's History f . 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. During the early 1800s, dense forests from Lake Ontario to the Oak Ridges Moraine were cleared, which eventually led to the establishment of farm lands; by 1851 over half of Pickering Township was cleared of its natural vegetation. Businessmen, millers, and innkeepers began to settle in Pickering Township during this time.12 Between 1825 and 1835, Pickering's population more than tripled from 830 people to 2,642. By 1850, villages such as Fairport, Dunbarton, Majorville (now known as Whitevale), and Duffins Creek (now known as Pickering Village, located in the Town of Ajax) began to establish themselves throughout the township. Each of Pickering's historic hamlets has a distinct history. Balsam: A post office was opened in the settlement in the late 1850s. By the early 1900s, Balsam had a number of businesses including a general store, a flour mill, and a harness shop. Brougham: This hamlet was the geographic and political centre of Pickering Township. Brougham was originally called Bentley's Corners. Bentley House was designated as a Recognized Federal Heritage building in 1992. • 12 City of Pickering,Official Plan—Edition 5,Page 5. 15 175 City of Pickering Cultural Strategic Plan 2014 Cherrywood: Early settler John McCreight settled here (1834) and named the area. Designated buildings include the John Petty house and blacksmith shop. The brick kiln manufactured bricks and tiles. Evidence of the blacksmith's shop remains at the southwest corner of the Third Concession Road and Rosebank Road and is a designated heritage property. The former place of worship on the north side of the Third Concession Road west of Rosebank Road is made of bricks from the original brick yard. In Cherrywood, a general store remains; buildings associated with the former place of worship remain but are closed and a newer school building has been converted to a place of worship. Claremont: Settled in the 1820s, Claremont was originally called Noble's Corners after early merchant Thomas Noble. The name was changed to Claremont with the coming of the post office. Claremont is the birthplace of Tom Thomson of the Group of Seven. Green River: C.L. Burton grew up in Green River. His father ran the general store in Green River (now a used book store). Settled in the 1840s and known then as "Smithville" after the owner of the mill, the village was busy with community facilities by the late 1880s. The town is located at the beginning of the Seaton Hiking Trail. Greenwood: First called Norwood, the village became Greenwood after Fred Green bought and operated a mill there. Frederick (Squire) Green then added another mill, a creamery, and was a justice of the peace. Early township meetings for Pickering and Whitby were held in Greenwood in 1801. The earliest settlers came mostly from Yorkshire and Northern Ireland. John Diefenbaker attended school at Greenwood when his father was the school master at S.S. # 9. Kinsale: The earliest settler in this hamlet was Wing Rogers. His home still stands on Highway 7, but may be demolished for the expansion of Highway 407. Wing Rogers was related to Timothy Rogers who was a first settler in Pickering Township with his large group of Quakers. Kinsale School still stands, but has been transformed into a large daycare centre. Whitevale: This is a Heritage Conservation District. John Major settled and built the first mill here in the 1820s. The community was first called Majorville. Donald McPhee opened a hotel in 1855. T.P. White later built a grist mill, and further developed the community. The first post office was called Whitevale. The old mill pond, located north of the Hamlet, is now a regionally significant wetland. Former mill buildings remain along Whitevale Road. In the late 1800s, Pickering's population suffered a decline due to the decrease in wheat and lumber prices, as the importance of Frenchman's Bay as a major harbour also declined. It was not until 1952 that Pickering's population regained the same level it had had in 1860.13 At the same time, with the expansion of population growth stemming from the City of Toronto came the construction of summer cottages at the end of the 19'" century, many of which were eventually converted into year-round residences. Residential development became more prominent along roads such as Fairport Road, Rosebank Road, and Woodview Avenue. 16 13 City of Pickering,Official Plan—Edition 5,Page 5 176 City of Pickering Cultural Strategic Plan 2014 By the early 1960s, new and "fully planned" communities such as Bay Ridges and West Shore started to appear throughout South Pickering. These communities were mainly centred on the needs of the automobile. These residential developments (which resembled those found in suburban Toronto) appeared throughout South Pickering until the 1990s, at which time Pickering's population surpassed 75,000.14 Pressures from the new development contributed to environmental impacts and displaced agricultural communities. Pickering's Journey to Sustainability began in part as a response to the impacts of late 20th century development. Today, the approach to urbanization is changing, and the proposed Seaton Community is intended to demonstrate a new vision of development. , _ , _ pii,-,--, `` fay ' Y FAR ''.-1 {.._ . ,9'r Y ''r '' pA ':z - 34 < _ _.,_— . + g _ r— Waal[ .e r'i i I -iii` fi_a-- s inum... .-.....- 4444‘,. --'-' '- .-..--...^-7,r-------- -t ir-- -"Admwa lilt ,.... ..,_ _. iv?" ,l ,_3r...- "`mss, y . 14 City of Pickering,Official Plan—Edition 5,Pages 5&6 ; 7 177 City of Pickering Cultural Strategic Plan 2014 t4 Demographic Profile The City of Pickering records a population of approximately 95,000 at the end of 2013.15 Between 2006 and 2011, Pickering's population increased by only 1%. Pickering is planned to grow to approximately 225,000 people by 2031. Of the projected total, 61,000 people (approximately 25%) and 30,500 jobs are proposed for the Seaton Community. Between 2006 and 2011, Pickering's population aged, as children who were teenagers in 2006 are now attending postsecondary institutions and many are living away from home, while members of the "Baby Boom" generation are becoming "empty nesters" and are still living in Pickering. The majority of Pickering's population is between the ages of 45 and 59.16 In 2011, the average household size in Pickering was 3.1. Currently, Pickering ranks second throughout Durham Region at 54% (37,795) of the population from 15 years of age and older having obtained a postsecondary certificate, diploma, or degree. 15 Unless otherwise indicated,the information in this section is drawn from the Statistics Canada Community Profile http://www.statcan.ca;2013 population figure City of Pickering,City Development Department,City of Pickering Official Plan amendment 22,January 2014. 18 16 City of Pickering Economic Development Site Selection Services:http://www.pickering.ca/en/business.asp 178 City of Pickering Cultural Strategic Plan 2014 In 2011, more than 35% of Pickering's population belonged to a visible minority. Pickering's visible minority is made up of a multitude of nationalities; according to Statistics Canada, the top 5 include: • Black 11.4% • South Asian 11% • Filipino 3.3% • Chinese 2.3% • • Arab 0.9% Pickering's population also includes approximately 850 people who identify themselves as part of the Aboriginal population. Although 74.6% of Pickering's population has English as a mother tongue, Pickering is becoming more diverse, with residents using other languages in their home. More than 24% of Pickering's population speaks a language other than English or French at home. Between 1991 and 2011, more than 21% of new immigrants within Durham Region have called Pickering home. The City of Pickering ranked second in Durham Region with approximately 10,000 people (or 11.3%) of Pickering's population having obtained immigrant status within the City of Pickering. w: C - ', . , _ i Ilk -`.1.zi."IP ,. ' i - ' . s i ,, '',. _,;_,...., '! .0:.:1* ix:'. . --: - r • -. _1u ,- �j i. t\.. `y . .4, - ... r r a 4 i' -1 -10.: J) 179 A r' ' 1 -!-1,4.1,-. - _ - _,-,, .z• V.t City of Pickering Cultural Strategic Plan 2014 C;i1E^S_e (L4. as 0li', (3 c;(3,FT suat CENSUS TRACTS . 801 803 803 803 803 804 804 804 804 804 804 804 804 .02 .03 .04 .05 .06 .01 .05 .06 .07 .08 .09 .10 .11 Total visible minority population ;. 26,685 1,025 1,680 1,990 2,540 2,450 1,935 1,725 970 1,485 1,075 4,320. 1,215 2,795 Chinese 1,800 110 185 205 180 115 315 80 30 25 100 225 85 60 South Asian 7,940 305 410 685 795 950 650 590 170 225 145 1555 240 825 Black 8,845 205 570 525 645 855 525 485 440 820 505 1280 380 1,095 Filipino 2,715 215 65 55 410 185 110 320 215 110 155 300 45 335 Latin American 655 35 ' 80 15 85 75 50 25 10 50 30 50 45 75 Southeast Asian 310 0 0 45 55 10 25 0 0 30 0 40 0 80 • Arab 610 20 75 60 75 0 0 25 15 35 35 80 75 75 West Asian 800 25 55 30 35 60 20 20 0 75 0 320 30 45 Korean 310 0 0 45 0 45 0 30 0 0 0 0 140 25 Japanese 375 0 15 25 30 30 95 40 0 50 0 20 40 15 Other visible minority 1,040 30 155 140 65 40 35 80 20 20 55 180 65 70 Multiple visible minority 1,275 70 75 150 175 70 95 25 55 40 50 275 60 80 Not a visible minority 60,675 4,775 3,610 3,640 3,760 ,385 5,270 5,220 2,300 2,065 2,935 3,635 3,575 2,605 Overall, Pickering's largest visible minority is Black Canadian, followed closely by South Asian. There is a significant gap between these two groups and the next largest minorities which are Filipino and. Chinese. In terms of geographic clustering, tract#804.09 seems to comprise the largest percentage of ethnic groups. In fact, in this tract, as well as tract 804.11, visible minorities together form the majority of the population. Both tracts represent the Village East/Brock Ridge Duffin Heights Neighbourhoods of the City of Pickering. Tracts 803.05 and .06 have the next highest concentrations of ethnic minorities. These are east central tracts (Woodlands and Amberlea Neighbourhood). North and South Pickering tracts have not been included here, as these represent a significantly C lower proportion of ethnic minorities. 180 City of Pickering Cultural Strategic Plan 2014 1 .5 Economy and Education • a *" t " ° 144}€ ;rte 7 _ '« a m ',. In addition to competitive tax rates and a multi-talented and well-educated labour force, Pickering offers the lowest employment land costs of any municipality bordering Toronto. The City is recognized as one of the top 10 places in Canada to start and grow a business and is home to more than 3,000 businesses that employ about 31,000 people. The City's commitment to helping businesses succeed is reflected in the number of firms that have chosen to call Pickering home. In the last 10 years, approximately 2 million square feet of new industrial and commercial space has been constructed. Pickering is a leading centre for energy in Ontario. Its core business sectors include Energy, Environment, and Engineering (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, Eco-Tec, Black & McDonald, Tetra Tech, Trench Canada Ltd., Aecon, and Intellimeter. Other important industries and sectors include advanced manufacturing, logistics, pharmaceuticals, electronics, and consulting. The wind turbine located on Pickering's waterfront is the largest in North America. It is an example of OPG and the City's commitment to green energy alternatives. The University of Ontario Institute of Technology (UOIT), Ontario's first"laptop university," is located in Durham Region. Its Energy Systems Engineering program focuses on tomorrow's energy systems and is the first of its kind in Canada. Together with Durham College, UOIT is committed to enhancing the skills of our local business community. In partnership with Centennial College, Durham College opened the Pickering. Learning Site in 2012. 21 181 City of Pickering Cultural Strategic Plan 2014 1 .6 - Natural, Recreational, Cultural, and Tourism Assets in Pickering 3F t `4 J ' a7, hb �°gg *� . tt.Y a i ' k # �" A w t a Si ne tames 4„,1--;,-,,,-, r 2 •{ tr ., 'Y 4a.�' t E s. .1 r .� [r 3 V.'a of u1 t ' s f` a P. . f � R° far •. a,. r 6 e �..• i jt.ir� 4� t � ''4119. 'k"."'4 'A•4,A' •'1*444t4.,' ''' — • -. '•,, 7-•t,o' ,,,,,,, 1 f Oftitht"). ' 'a''.'". '" ' - ' ' -' - ' e"I. ',-., . ,.. i.e,,... .11.`,*..-' ' - - 1..;:, x i--.:;20.,.....: Fa Z[�TA i' `a } Pickering has a range of natural, recreational, heritage, arts, and cultural attractions for residents and visitors. • 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. • The Waterfront Trail: Pickering's 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 to 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. 22 182 City of Pickering Cultural Strategic Plan 2014 • • 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 on the east edge of 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. • 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, 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. • The Nautical Village is a community of residences, shops, services, and marinas, including live/ work opportunities, on the edge of Lake Ontario, near Millennium Square. • Frenchman's Bay Marina was established on the north shore of Lake Ontario in Frenchman's Bay during the summer of 1972. The Marina is one of the largest in Ontario and serves several hundred boating customers. • The 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 19 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. 23 183 wr City of Pickering Cultural Strategic Pl-`,,s, , �„ �,�*� ,, € � ; ,� • Whitevale Village 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. •. The 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. • 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 will celebrate 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. I 3 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 Pineridge, the Pickering Markets, and many stand-alone shops and restaurants. A3, ;.- a �... , . ,i x'01 Fla i f.: . -.. .. 1.-- f p *S+* r '•P,"'"k7'11' .: ;4�rl� . �1 >�4 A te` �:r.± Via:+ r �•t !' '� g. ; {'. ? 1..' f � �..�..... , a. T City of Pickering Cultural Strategic Plan 2 014 1 .7 Pickering's Cultural Organizations . , „,. ' - -v. ,1 4. Q4': ilw, ,, _ Pr' fir' 1 :r. • vf+�..:"::.A'v�x:.3t n,a 5� #.td:iA f. r° �` #.'Y o-. 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 Division 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 Section 2.2. These include schools, places of worship, ethnocultural groups, businesses focused on the arts, recreational organizations, and environmental groups. • 25 185 1 ' - l . . .fi 4'-' g 136 City of Pickering Cultural Strategic Plan 2014 • 2.1 Community Telephone Survey 4 4.., !'+oaf a I iT' sx • _.. °�'`=J` �,-.:t. , .i _..,,'fir._v ..�.,__ _,.�,::..�,y .3_6'_ �yF ' 'a�'►.5 '".,, �'' The City of Pickering retained Monteith Brown Planning Consultants to conduct two components of the larger community consultation program: (1) a household survey conducted by telephone; and (2) a stakeholder survey available in both digital and hard copy format. The household telephone survey was designed to capture a true picture of the current culture needs and preferences of the general public, as well as assessing current participation in various cultural activities. The goals of the stakeholder survey were to provide a "snapshot" of the range of activities and participation levels currently being experienced within Pickering, to identify issues that are of concern to various stakeholder groups, and to help build a database of cultural providers in the area. The following analysis has been gathered and completed by Monteith Brown Planning Consultants, in consultation with City of Pickering staff. 27 187 City of Ptckering Cultural Strategic Plan 2014 s . , �mu�.-.'�,4�,�� � :.�zst+�x,�.� .w.. ....._ -.+r:._.. t..,s.�,.zti�.x�:, .� ua��,. ` ant I ._ la ., ,\..,t,1,L. .. ;_ _, � L.\g.. L �e sC _t c A household telephone survey of a statistically significant sample of Pickering residents was conducted in January and February 2010. The survey is considered to be representative of the population. The survey did not specifically target those who participate in cultural activities. A total of 450 surveys were completed."To qualify, respondents were required to be 16 years of age or older and reside in the City of Pickering. In most cases, the respondents were answering for their entire household, which is the unit of analysis for this survey. These 450 households represent approximately 1,400 Pickering residents. Although this accounts for only 1.5% of the City's population, the survey response level is similar to those frequently used to report on regional or provincial research polls. The survey collected information on the attitudes of respondents towards participation, attendance, spending, importance, satisfaction, and awareness related to heritage, arts, and culture facilities, programs, activities, and events in Pickering. This section summarizes the principal findings of the household survey and correlates them based upon a variety of factors including household composition, income levels, and geographic distribution. This report notes where the differences between these variables are considered significant. The survey also gathered the following information about respondents: • The average number of people per household was 3.2, which is consistent with the 2006 Census. • The average age of respondents was 50 years (average year of birth was 1959). • 73% of respondents have lived in Pickering for at least 10 years, 16% for between 5 and 10 years, 9% for between 1 and 5 years, and 1% have made Pickering their home for less than one year. • 53% of respondents live between Highway 401 and Finch Avenue, 27% live south of Highway 401, and 20% live north of Finch Avenue. This closely mirrors current householder counts provided by Canada Post. • 41% of respondents were university graduates, 23% of respondents had achieved a college or technical school diploma; 17% had completed some college, university, or technical school; 14%were high school graduates; and 5% had completed some high school. 17 This represents a confidence interval of±4.6%(i.e.,the survey provides for an accuracy of±4.6%,19 times out of 20).In other words,statistical modelling proves that this is a significant figure and it would take thousands more completed surveys to improve 23 survey confidence(and only marginally at that). 188 City of Pickering Cultural Strategic Plan 2014 • • Of the 450 respondents, 61% chose to provide their household's annual income—39% of those who answered had a household income over$100,000, followed by those with incomes between $60,000 and $80,000 (18%), between $80,000 and $100,000 (16%), between $40,000 and $60,000 (14%), and under$40,000 (14%). The median reported income was just above $80,000. • Households between Highway 401 and Finch Avenue were more likely to report an annual household income over$100,000 than households south of Highway 401. • 58% of respondents were female and 42% were male. = n 1 Elicl>e_risc h©ld Participation in Heritage, Arts, and Respondents were asked to indicate whether their households, in the past 12 months, had participated in particular types of heritage, arts, and culture activities. Participation means that a member of the household actively took part, and did not simply attend an event or watch others. 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 free time becomes less abundant. The following figure displays the most popular heritage, arts, and culture activities in Pickering. Figure 2: Household Participation in Various Heritage,Arts, and CultuFe Activities, past 12 months st1Vj,Er1 RCAF Playing iti;urtc IA54.01405 t"ctlti.Cultural Act iuetiCa 19,,. edra Art; l,':entai;e Act ales • Qa:,[ir;get Balla 1111.111=1111 Creatic::Wri1tng MINIMMIlli 14 Atatrru►Tht:astG'3l Pvelvrrli.7r..(L 29 189 City of Pickering Cultural Strategic Plan 2014 • • Household composition often has an impact upon participation patterns. For example, households with children were more likely to have participated in singing or playing music and painting, drawing, crafts, sculpture, pottery, or other visual arts and more likely to attend community events (e.g., Canada Day, Santa Claus Parade, RibFest, etc.) than households without children. m Households reporting an annual income over $80,000 were more likely to have participated in heritage activities, such as classes or workshops at a museum or historic site than households reporting annual income under$80,000. If respondents stated that their households had participated in a specific type of activity, they were then asked whether participation occurred most often in Pickering or outside Pickering. The predominant response for all eight activities was "in Pickering." The top three responses for activities undertaken outside Pickering were: 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%). • Households with children were more likely to have participated in singing or playing music in Pickering than households without children.Although households with children were more likely to participate in dancing or ballet, creative writing, and acting or theatrical performance, households without children were more likely to have participated in these activities outside of Pickering. • Households reporting annual income under$80,000 were more likely to have participated in acting or theatrical performance in Pickering than households reporting annual income over $80,000. o Some geographical differences were seen as well, including the finding that households south of Highway 401 were more likely to have participated in multicultural activities in Pickering; • households north of Finch Avenue were more likely to have participated in multi-cultural activities outside Pickering. • Households south of Highway 401 were more likely to have participated in media arts, such as photography and film production outside Pickering than households north of Finch Avenue. 30 190 City of Pickering Cultural Strategic Plan 2014 • • Households north of Finch Avenue were more likely to have participated in multi-cultural activities outside Pickering; households between Highway 401 and Finch Avenue were more likely to have participated in multicultural activities in Pickering. • Households north of Finch Avenue were more likely to have participated in acting or theatrical performance outside Pickering than households between Highway 401 and Finch Avenue, which were more likely to have participated in media arts, such as photography and film production outside Pickering. • Households south of Highway 401 were more likely to participate in dancing or ballet and acting or theatrical performance outside Pickering; households between Highway 401 and Finch Avenue were more likely to participate in dancing or ballet in Pickering. • Households south of Highway 401 were more likely to participate in a literary event or educational lecture that was not part of one's school requirements in Pickering; households between Highway 401 and Finch Avenue were more likely to participate outside Pickering. y`? Household At e 1 c at Heritage, Arts, and 'Culture Activities Respondents were asked whether they attended or visited any of a number of facilities, events, or performances in the past 12 months. This includes performances for which someone in the household was in the audience or facilities that someone visited, but does not include events in which any member of the household actively participated. The following figure illustrates the responses. Figure 3: Households Attending or Visiting Facilities, Events or Performances, past 12 months 43^;iFsr,stkctt,:r,Ef;s sue , > ., 5f':. Csif.f>-E f..Fai,!.ft_F;'.4':i? UU.fi`- .•if..! 31 191 City of Pickering Cultural Strategic Plan 2014 °x 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%). To better understand why residents travel outside Pickering for these activities, respondents were asked which activities they or members of their household visit/attend outside of the City and why. Five of the eight activities had higher attendance levels outside Pickering than in Pickering, suggesting that while people prefer to participate close to home, they are more willing to travel for events they attend. The most frequent responses were: a theatrical performance, such as a play but excluding movies (72%); a musical performance, such as a concert or opera (70%); an art gallery or art exhibit (64%); and a museum or historic site (62%). The most common reasons given for attending these facilities, events, or performances outside Pickering were: facility/program not available in the area (34% of those going outside Pickering); quality of facility/program is superior (17%); and special events/variety (16%). Many of these activities would appear to be special events (e.g., plays, concerts, exhibits, etc.) that have limited engagements in Toronto and surrounding areas, most of which are not commonly provided in a community the size of Pickering. Households with children were more likely to attend community events (e.g., Canada Day, Santa Claus Parade, RibFest, etc.) and a dance performance, such as a recital, than households without children. Households reporting annual income over $80,000 were more likely to have visited a museum or historic site or an.art gallery or art exhibit in Pickering than households reporting annual income under$80,000, but households reporting the higher income were more likely to attend these cultural facilities outside Pickering. Households north of Finch Avenue were more likely to have attended a dance performance, such as a recital or a literary event or educational lecture that was not part of one's school requirements in Pickering while households between Highway 401 and Finch Avenue were more likely to participate in these activities outside Pickering. 2 192 City of Pickering Cultural Strategic Plan 2014 • ,,6 Dc aired Programs and Activities To assess latent demand for programs not offered in Pickering, respondents were asked whether there were any heritage, arts, and culture programs or activities that would be of interest to their households. 20% of respondents identified potential gaps in heritage, arts, and culture programming and events; the most common requests were concerts/musical performances, theatre/plays, art exhibits/displays & galleries, educational programs,and ethnic/multicultural festivals and events. Households that spent $50 or more per month on heritage, arts, and culture were more likely to state that there are programs or activities they would like to see offered that are not currently available in Pickering (top four responses were: concerts/musical performances; theatre/plays; art exhibits/ displays & galleries; and educational programs) compared with households that spent less than $50 per month. hog Awareness When asked the best way for the City to inform households about heritage, arts, and culture programs and activities in Pickering, the most common responses were: newspaper(42% of all households); mail (21%); email (13%); newsletter/magazines (12%); and bulletin boards/posters/ • flyers (12%). Other responses (each receiving 9% or less of the total responses) included radio/ television, City's leisure guide, school notices, word of mouth, library, telephone, at events, and booklets. eF-; Barriers to artici, a on Respondents were asked about whether they were able to participate in heritage, arts, and culture activities as often as they would like. 61% of respondents stated that they were able to participate as often as they would like, while 37% stated that they were not. The most common reason given for not participating as often as they would like was lack of personal time or too busy (59%), followed by health problems or disability and age (16%), and lack of desired facilities or programs (8%). In the following chart, all percentages refer to the subset that could not participate as often as they would like. 33 193 City of Pickering Cultural Strategic Plan 2014 Figure 4: Barriers to Psrkicipation. in Cultural Events taolAtad,t pie,Ath Wki r,..trE00.0.11 kk" lot tve:Ito tyrwr.-k L.u.k Ittercvl Teo iiktaeasilve ri 4. talk:A mforroat Uttakezart 4".:‘' Ezra L.4 4,174,r,p:SELAPt.1 Ca6Alt too f;P',. PAVI drd zn-A tttsfevd ct•ocetkitntt tow Too t.tor..-A...i/Trt to".4004, I „ L aa aWiwi! I li:',UJACIarifEtt.bailee( Ot "-C) Househoid Spending on Heritage, Arts, anti 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. 54% of respondents spent$0—$50 per month, followed by 15% each for those that spend $50—$99 per month and $1004199 per month. Only 3% of households spent more than $200 per month on heritage, arts, and culture. Tahte t‘,./touthly Household SpendinQ on Heritage, aria, and cultuk-e Amount Spent Percentage of Respondents $0 (nothing) 26% Less than $50 28% $50-$99 15% $100-$199 15% $200-$299 5% $300-$399 2% $400-$499 0%* $500 or more 1% Don't know 9% 74. * 1 response 1 94 City of Pickering Cultural Strategic Plan 2014 • 2 1 .10 Satisfaction with and Importance of Current Heritage, Arts, and Culture Opp - vturgities To gauge the impressions of service levels to residents of different ages, respondents were asked to rate their level of satisfaction with leisure opportunities for the following age groups: children (0-12 years), teens (13-18 years), adults (19-54 years), and seniors (55+ years). Overall satisfaction (total of"satisfied," and "very satisfied") with opportunities for seniors ranked the highest (30%), followed closely by children and adults (28% each). Opportunities for teens received the poorest rating, with an equal percentage being satisfied and unsatisfied (16%). Figure 5: atisfaetion E^r i Ne€4.ga,F:r iS, and Culture OpL ortunfties by Age Gd o Lip kiv115 i I9 5.1)0.,-0 IIIIIIIIIIIIIIIIIIIIIIIIIIIIII • L...0...ti's- ', v:x,j t tt,tiFr n tiF-4:v.,vi NIMINIINIMNIIII 1 riot ltat.erfin 4rlot:,.4..134.d 'S.•_wr,.z01_s4:at-.i,d ft SA1tAr e+t att:=1;1.A•'it *Note: "Don't know/No opinion" responses have been removed from this dataset. • Households with children were more likely to be satisfied with the heritage, arts, and culture opportunities in Pickering for children (0-12 years) than households without children. • Households south of Highway 401 were more likely to be very satisfied with heritage, arts, and culture opportunities in Pickering for seniors (55 years and over) than households between Highway 401 and Finch Avenue. 35 195 City of Pickering Cultural Strategic Plan 2014 Figure 6: traportance. and Satisfaction Ratings for Art GaiEeries, MUSGIAMS, and Performartce Faciiities - , rh AT JR oil fonli,At 1,0,.y At S-7 , Ng tFr14.6,7t-.0-4( rtt ft infir•Flo■11;.0t. 'Ars )t/)gure 1: importance and Sat faction Ratings for lage.Avis and CuLticrai Ps_ctivittes and Festivals , . s"sh. 11'4 :\tot n111,011.1! -411.t4 33 r./t.t izi 53..1-oreACh t p Ai+41/1%.*:1 •I rA hetpk•s!,rgt.1.-SLat,to_d a ',(t iii.fli Respondents, on average, gave a higher rating to importance than to satisfaction for both facilities and events. This evaluation was made by totalling the satisfied and very satisfied responses and comparing them with the total of important and very important responses. The finding indicates that residents are looking for more in terms of the quality or quantity of local offerings. 31.=, 196 City of Pickering Cultural Strategic Plan 2014 • Q o ,j`}v ,do ;c . al Sponding of -u l c Funds To identify areas where respondents felt municipal resources should be allocated, they were asked which heritage, arts, and culture facilities should receive additional public funding. Respondents were asked to answer on a scale of 1 to 5, where 1 meant "don't spend" and 5 meant"definitely spend." 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%). Figure 8: Percent that Suppori Additional Public Spending on Various Facilities /and tol kAiv4b anti itid Pitt.north t:4e at1:ti'rth.thk2qf riral andcroa A.:41 rfiRrrrstu R.v!ta.91SAt 4 .t i rur daat;c<.truce Of amilimun P"Ir'weittY or lac'tax:.; F-,t Sttth u 6,4[.f.can k ia'yf;..tr:'..'(.I:SFS t$, art otttur c:orki sort C.r!Iml: arcs Extc b.:rteFi Space 11111.11111111 31':, 37 197 City of Pickering Cultural Strategic Plan 2014 1,1 .12 Awareness and Roles of the City, Community, nd Private Businesses Respondents were asked about their level of agreement with specific statements relating to their household's awareness of opportunities in Pickering, as well as the roles that the City, the community, and private businesses should play in the delivery of heritage, arts, and culture opportunities. Respondents were read five statements, to which they were asked to respond on a scale of 1 to 5, where 1 was strongly disagree and 5 was strongly agree. The percentage of respondents that answered that they agree or strongly agree with each statement is illustrated in the figures below (those who answered "Don't know" have been excluded from the calculation). The level of agreement to 4 of the 5 statements was fairly consistent (ranging from 51% to 58%) with the exception of the statement, "your household is generally aware of the heritage, arts, and culture activities that are available in Pickering," which garnered only 38% agreement (37% disagreed and 25% were neutral or did not offer an opinion). 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. Figure : Le\sel of Agreement with Statements About He-ita:ae, a. , and culture in 4 ithek'ing TES tJ sNt,L:Ed 3o mace L c p'ppst zrd coaTilbut2 N a`fa of heriage,W' and culture appsrrei?tN.- , +teach A 38 198 City of Pickering Cultural Strategic Plan 2014 0 Figure 9: Lever of Agre-eraerti:with Statements About Heritage, arts, and culture in Pickering (cont'd) nat.-AI-4,w.; ,trivle ta insuitc..! preiret.±r.tetsita,,,..3.1t,a,-,t1,and.cuilor dr 1-Ilivitizeir.rdf&-ve---FIV._ f. .... .., -,, ••• e , ' LI-- • 1.' ' •".4' '- '-A41(f• '' •,, •••, „: -'' • I Yeas her.xetaid ic uratIallyawate ot VV.? fteritne.at aid(-Vitae adintes.thlt ace_al:714,We ict Picle6fig. a Str.,ivN: --, th,..sitro-, _Ovteeultn,gfcNC 39 1 9 9 City of Pickering Cultural Strategic Plan 2014 Figure 9: Leval of f-tgreement with Statements About Heritage,BA is, and cultuve in Piciceiiug (contd.) Fbis..rk.C.:Eteair-ei.'ZiZ-S,5:if.:Ad do mem to sngcratt ard Ears-Acitimites ta kcal C-tesitav, asitsactd1 cuItave,appostutities- - , IN Stretigiv di!,agrcis.s. , s:. .• ir,,..q.•...:,,,,, Da Disaissce - „ • ScoTez hat affez.. 33% \-, ,.. ..,Y,.';'" Ccairtic.stity Gdatr,;ES sr-ocyld de raelir...10 VATIT,..-Ift aft.1 tcraikute fo'CC.7.1 F.... frita,t7A, arts aril cuttAuct iwol-far.r.litks_ .1, _ k is svono, d ,e ...,,.? •A,....,.., • 200 City of Pickering Cultural Strategic Plan 2014 • Stakeholder Group a ..,, ✓ .. y �e4 JRdy1LC A stakeholder group survey was created to gather information from community groups regarding: • Organization type, mandate, and roles • Participation trends, membership, and programming • Facility usage, ownership, and collections • Requirements, needed supports, and future roles • Human resources, volunteers, and partnerships • Expenditures, revenues, and funding • Challenges, barriers, and potential solutions • Personal reflections The intent of the survey was to assist with the development of the City of Pickering's Cultural Strategic Plan, as well as a cultural mapping initiative. Groups that were sent the survey were known to provide or use services in the following areas: • cultural assets (e.g., art galleries, archives, libraries, museums, performing arts centre, places of worship, etc.) • not-for-profit organizations (e.g., historical societies, visual arts groups, multi-cultural groups, Arts Councils, etc.) • creative industry and cultural business (e.g., architects, bookstores, commercial galleries, designers, dinner theatres, film production, performing arts schools/studios, etc.) 41 201 City of Pickering Cultural.Strategic Plan 2014 ® cultural heritage (e.g., cemeteries, heritage districts, living history sites, etc.) ® natural heritage (e.g., walking trails, public parks, conservation areas, wildlife sanctuaries, bays/lakes/waterways, etc.) Stakeholder groups (including individual artisans) were identified by City staff and the Project Team using several databases, supplemented by the diverse experience of the Project Team. Several hundred groups were sent an introduction letter and instructions to complete the survey, which was available online, by email, and in hard copy. To ensure a wide distribution, groups were also encouraged to pass the survey on to others involved in the heritage, arts, and cultural sector. The City made repeated attempts to encourage groups to complete the survey. A total of 79 organizations completed the surveys between January and March 2010. The survey contained 34 primary questions (some containing multiple queries), but not all were applicable to every group; therefore, the responses show a degree of non-participation for several questions. The wide range of organizations and their associated responses, combined with the non-random and self-administered nature of the survey, means that the analysis is not statistically-significant. As a result, the survey cannot be analyzed in the same manner as the household survey; rather a high level summary is provided on the following pages. The summary is divided into six parts to coincide with the structure of the survey. In interpreting the results, it is important to note that the activities of some organizations are entirely within the heritage, arts, and cultural sector, while some organizations have a wider mandate. ,'A,. . r I a. Y .'° t As S N. t, 4 City of Pickering Cultural Strategic Plan 2014 Table 4: List of Organizations Completing the Survey Altona Forest Stewardship Committee Muslim Youth&Community Centre for Pickering/Durham (MYCC) Artists and Poets Ltd. One twin design Backwoods Players PAC 4 Teens Bayview Heights Public School Pickering Ajax Italian Social Club Bloomers&Britches Heritage Gardeners, Pickering Community Concert Band Pickering Museum Village Canadian Multicultural Forum Pickering Gas&Steam Club Canadian Progress Club-Durham South Pickering Horticultural Society Central Lake Ontario Conservation Pickering Italian senior Association City of Pickering-Culture&Recreation Pickering Museum Village City of Pickering-Engineering Services Division Pickering Museum Village Advisory Committee City of Pickering-Municipal Operations Pickering Museum Village Singers City of Pickering-Operations&Facilities Pickering Potters Studio Claremont District and Community Association Pickering Public Library Community Development Council Durham Pine Ridge Arts Council Conseil Scolaire District Catholique Centre Sud-French Pine Ridge Secondary School Catholic School Board D.James Sculptor PMV Woodwrights Guild Dalebrook Neighbourhood Association RAI Architect Inc. Dunbarton High School Rosebank Road Public school Dunbarton-Fairport United Church Rouge Valley Chapter IODE Durham College Royal Scottish Country Dance Society Durham Mountain Biking Association Sir John A. Macdonald Public School Durham Radio Inc. St. Isaac Jogues Parish-Roman Catholic Church Durham Region Branch Ontario Genealogical Society St.John Ambulance Durham West Arts Centre Foundation St. Monica Catholic School Entertainment Unlimited St. Nedela Macedonian Orthodox Church Fusion Art Sunshine Publishing Ganadatsetiagon Public School The Arms of Jesus Children's Mission Inc. Girls Incorporated of Durham The Conservation Foundation of Greater Toronto Glengrove Public School The County Town Singers Great Walls of Art The Driftwood Theatre Group Heritage Pickering The Woodwrights'Guild Hispanic-Canadian Alliance of Ontario Toronto and Region Conservation Authority Hurst Communications Toronto Scottish Country Dance Association Indo-Canadian Cultural Association of Durham UOIT-University of Ontario Institute of Technology Jehovah's Witnesses Vaughan Willard Public School L'Amicale du Centre Communautaire Francophone de Vintage Victuals Durham(ACCFD) Legend Music Enterprises Corp. Westcreek Public School Managhan Design Solutions Inc. Young Singers Mary Cook Photography Zahra's School of Middle Eastern Dance Muse on Design 43 203 City of Pickering Cultural Strategic Plan 2014 7.21 s fln Baseline data on each organization was requested to assist the City with its Cultural Resource Mapping initiative, which will identify the heritage, arts, and cultural assets in Pickering. la x; " tg" y .i5...3._ -' rte 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%). Vigil', Iii: Ty of OL°ganilapia n E i.. { . primary Discipline(s)- =x � ,�, 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. Groups were permitted to select more than one discipline. The full list of disciplines is shown in the following graph. 4 204 City of Pickering Cultural Strategic Plan 2014 Figure 11: Primary Discipline(s) of Stakehoider GIOLIF.S. (MU Etipfe: RIsporises accepted) MY, A r c e• 1, II V.•• I I I I I I 1 I I ro e e 0,4k e- ,zif • • •ct'i7.- 2.2.1.3 Purpose or Mandate As the wide variety of groups that completed stakeholder surveys represented a number of different areas of heritage, arts, and culture in Pickering, their mandates are diverse. The main areas of interest included: • Events (e.g., fundraising, awareness, etc.) • Environmental initiatives • Promotion of heritage and ethnocultural traditions • Acquisition/practice of skills and information regarding photography, drama, writing, singing, safety, religion, education, visual arts, dance, gardening, etc. • Private business • Youth initiatives • Neighbourhood and community development - _ - „i•—',t.'• . In addition to providing their purpose or mandate, respondents were asked what they felt their organization's key role(s) to be in the provision of heritage, arts, and culture programs, activities and services. The main roles mentioned were: • Marketing • Delivering events and activities • Providing lessons 45 205 City of Pickering Cultural Strategic Plan 2014 • Exposing young people to culture ® Partnering with the City ® Education • Offering settlement services ® Providing access to heritage resources ® Caring for the environment f.� 1 As part of a Cultural Resource Mapping initiative, the City was interested in cataloguing the volume of heritage, arts, and culture activity in the community, including events, performances, exhibits, and programs. This information will also assist the City in identifying key areas of success and areas where the community may be under-served. `c •( i� ° ' Respondents provided a broad range of activities, user groups, frequency of activities, and percentage of participants from Pickering. Full results can be found in Appendix B. Over 64,000 people were identified as members of the 34 groups that provided membership data on the stakeholder survey. This number includes the Pickering Public Library's 50,000 active library card holders, the 1,200 students in the School of Media Art and Design at Durham College, approximately 7,000 parishioners at St. Isaac Jogues Parish of the Roman Catholic Church, and 1,850 students at Pine Ridge Secondary School. The average group size was 1,892 members and the median was 90 members. ii �-g t �} fhy�C1� X4� �S.,f a, `az ck '� �+;„Rc .� ,z 'emu_ ��Su�,,�.,.,. _ _ __ . .... Of the 67% of the sample that provided feedback, 44 respondents reported an increase in their organization's participation, attendance, or membership over the past five years, 25% had no change, and 8% experienced decreases. sir r 206 City of Pickering Cultural Strategic Plan 2014 • Figtue 12: Change in participation over the 5 years prior to the survey ,,6-.1hr€.pudt Vtztra rdif _t i lY3°Fe=, r ��r *Note: excludes"not applicable"and non-responses. A variety of reasons were given as to why participation rates changed, including: • Awareness (increased for some groups, lacking for others) • Engaging new members • Poor economy • Changing demographics • New facilities FT[ ® �..z Of the 65 organizations (82%) that responded to the question of plans to expand or reduce their organization's scope over the next 5 years, 57% (70% of the total) planned to expand, 25% (or 30% of the total) expected no change, and none planned to reduce their scope. 47 207 City of Pickering Cultural Strategic Plan 2014 Examples of plans provided by respondents for accommodating additional interest included: ® Renovations/redevelopment of existing facilities ® Sufficiency of existing space • Use of larger facilities/parks ® Modification of existing programs • Increasing the size of the volunteer base ® Outreach initiatives ® Support/sponsorship ® Increased use of technology CI C.- " r Information was requested on the facilities, sites, and assets owned or used by each organization. This data will help with the City's Cultural Resource Mapping initiative and also develop an understanding of the suitability of existing infrastructure. 1:. '13 "1 ,+q,,'�E 4 s { ; 1 c s` 1;:' ( r,; Of the 62 respondents (79%) that answered the question of whether their organization owned or leased any sites or buildings, 35% stated yes, 60% stated no, and 5% were unsure. Only 20 organizations (25%) provided information regarding the sites they utilize, 23 distinct facilities were used by these 20 organizations, including Pickering Museum Village (which is home to an additional 16 buildings; counted as one facility for this analysis). In addition, several groups make use of City parks. �, ,gyp ,s�' < 1 ��� �[�E�� f Pf IFiS'} [�rl � � r E�+; 4f!aRIC �I��l 30 groups (38% of all respondents) provided feedback regarding City parks. Of the 46 ratings given, 17 were excellent (37%), 24 were good (52%), 1 was adequate, and 1 was rated poor for the organization's specific purposes. Detailed comments regarding facilities used and potential improvements can be found in Appendix B. 43 208 City of Pickering Cultural Strategic Plan 2014 39 organizations (49%) reported owning or managing significant collections or other physical heritage, arts, and culture resources. Examples included: • Costumes • Instruments • Stage equipment • Historical artifacts • Music libraries • Tools/equipment • Public art installations (e.g., sculptures) • Heritage buildings • Archaeological sites • Archival materials • Books ct opt;l+s tit,W0 3 y, q c 13% of respondents stated that their organization would require additional access to existing facilities, and 37% stated that their organization would require access to new cultural or community facilities in the next 5-10 years. Of the eight organizations that would like additional access to existing facilities, those preferred included the public library, Millennium Square, and heritage properties on federal/ provincial lands. 49 • 209 City of Pickering Cultural Strategic Plan 2014 In the next 5-10 years, the 22 organizations that foresee requiring additional facilities mentioned the following: O Indoor hall ® Performing arts building. o Additional parking and storage at Pickering Museum Village • Dance, music and culinary arts spaces • Meeting space • Gymnasium • Swimming pool • Galleries • Practice space • Office space • Auditorium 11=1 H--c11. ni Resources Questions pertaining to staff and budgets related to heritage, arts, and culture services were posed in order to develop an estimate of the economic impact of heritage, arts, and culture in Pickering. , r k ^:t I r �C}L IFC��\s•^frTC .�\�� IL� ti10� s� z f .3 25 organizations (32%) either stated they are entirely volunteer-driven or that they do not have any full-time employees (FTE). The average number of FTE equivalents was 22 per organization, the median was 2, and the highest number was 400 (University of Ontario Institute of Technology). 54 groups answered this question. The total number of hours volunteered by the 46 organizations that provided responses was 128,346 in 2009. This number does not account for the six groups that stated the number of volunteer hours was varied, too many to count, or uncalculated. The average number of hours volunteered for each of the 46 organizations was 2,790; and the median was 720 hours. E 1 r DUI F , iL'. ��a X t ,,t r L; i �. f�4�*.�F rDiu"� ,r •A total of 25 organizations had overall operating expenditures of$6,137,730 relating to heritage, arts, and culture services in 2009, for an average of$245,509 per organization and a median of 50 $8,353. In addition, the Toronto and Region Conservation Authority (T RCA) had total expenditures 210 City of Pickering Cultural Strategic Plan 2014 of$79,185,965 in 2009. Seventeen organizations provided their earned revenue for 2009, totalling $1,132,984, for an average of$66,646 per organization and a median of$10,010. Again, excluding the TRCA's total earned revenue ($33,487,513), the highest reported revenue was that of Pickering Public Library at$450,000. Fli i05-1 1 Matters This section was designed to capture opinions on matters relating to organizational support and future directions for heritage, arts, and culture services in the City of Pickering. C)�of '�� 4 LiCI (^7 fr � vCS �5 m'r a. Twenty-three organizations (29%) stated that they had received government funding from federal, provincial, and/or municipal sources in 2009. The funding sources mentioned were: • Healthy Communities Fund for Friendly PEERsuasion Program • Ministry of Culture • Municipal levy • YMCA grant • Community Museums Operating Grant • Toronto Arts Council Theatre Projects Grant • Ontario Trillium Foundation • Building Canada Grant • Recreational Infrastructure Canada (RInC) • Ontario Arts Council Touring Grant • School Community Council • City of Pickering • Human Resources and Skills Development Canada (HRSDC) • Ministry of Tourism —Celebrate Ontario • Transfer payments • Service Canada— Summer Jobs • Young Canada Works 51 211 City of Pickering Cultural Strategic Plan 2014 The total amount of funding received by the 23 organizations was $50,615,876, for an average of $2,200,690 per organization. The highest funding received was by the TRCA—a total of$44,260,447. Excluding the TRCA's total, the other 22 organizations received a total of$6,355,429, for an average of$288,883 ($32,000 median) per organization in federal, provincial, and/or municipal funding. - .. T N i Of the 62 respondents who provided feedback regarding this question, 48% stated that their organization required additional support from the City of Pickering relative to heritage, arts, and culture. 35% said no, and 16% were unsure. Of the 30 organizations that said yes, 29 offered an explanation as to how the City can better support their organization. The key areas mentioned included: • 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 F€gtwe 3: Pevoantacsa of Oieganizatians Reoquirf g Additional City S ppcvt; r_ ,, . . ,„, 4 .,.''..i. f 52 212 City of Pickering Cultural Strategic Plan 2014 Of the 60 organizations that responded to this question, 55 would be willing to consider partnerships with the City or other agencies for the development or delivery of heritage, arts, and culture services or facilities; 13%were not willing; and 32% were unsure. Fiigura 14: Percentage of Organizations Willing to Coreeider Pak'tilar4 hips U�,a=,r Twenty-seven organizations went on to provide explanations as to potential partnership or collaboration areas that could be explored further, including: • In-kind sponsorship • Equipment use agreements • Tourism and economic development • Volunteer labour • School use • Expertise/knowledge sharing • Marketing • Space • Programming 53 213 City of,Pickering Cultural Strategic Plan 2014 { y2 4.4 Gre_tst Challepges .�14L..#pffaa+n t'_ Respondents were provided a list of eight options and asked to select the three 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%). Figure 15: Challenges Faced by Oran •adore Regarding Heritage,ails,,and Gut ure(runitiple responses accepted) 01, '.lfur r-ii.As::;!:•u4'-.t.7:L70.1,7:-,'rEt; -'S£:: ercr,Alt) -*.tom - ''k• - :,lad•{ rcc 0.4.#.•_ eee.}.rsrgb-.n:eri :e4_?•=.:.-t re_aeC all.1111111110111111111 34. S:tta:witl,c1 et ban,- f.t.1.;._:.s4'u'lurtir r ! i v mommas : .. hr:t,.Et A.t6 UFO Rt',e'c:lti'tr , Other challenges mentioned included: lack of community participation; limited available hours; political support; and vandalism. � T Respondents were asked to rank a series of roles proposed for community groups, the City of Pickering, and the private sector from 1 to 5, with 1 being most preferred and 5 being least preferred for each provider/supporter. To facilitate analysis, the rankings were weighted and averaged, with the averages listed in the table below; lower numbers represent higher preference for a role to be fulfilled by a specific sector. 54 214 City of Pickering Cultural Strategic Plan 2014 TErale 4: Pre`ev ied Ross for Community Groups, the City of Pickering,g, and the Private Sec o:- Community City of Private sector groups ? Pickering Policy development and planning support 2.77 1.80 3.39 Coordination and delivery of activities and events 1 2.37 2.93 Marketing and promoting activities and events 2.34 r it 2.31 Funding for new or modernized facilities 3.07 'i- Funding of activities and events 2.64 2.20 4_ Respondents most often felt that the City of Pickering should be responsible for policy development and planning support, community groups for coordination and delivery of activities and events, and the private sector for funding of activities and events. In addition, although opinions were more split and may suggest the preference for multiple partners to play these roles, respondents felt that marketing and promoting activities and events should be the role of the City of Pickering and that funding for new or modernized facilities should be the role of the private sector and the City. 40 groups (51%) provided feedback regarding gaps on barriers that may be keeping Pickering's heritage, arts, and culture sector from reaching its true potential. These gaps and barriers included: • Arts not seen as a government priority • Lack of a dedicated arts facility • Lack of promotion and awareness • Need for more information sharing • Lack of communication • Lack of funding • Need for partnerships with the private sector • Language • Transportation issues • Lack of media coverage • Lack of cohesion 55 215 City of Pickering Cultural Strategic Plan 2014 As a follow-up question, respondents were asked how best gaps and barriers can be mitigated; examples included: • Provision of new facilities • Increased government interest in the arts • Increased heritage, arts, and culture-specific staffing • Partnerships (formal, informal, in-kind, etc.) • Strategic Plan as the first step • Community participation in goal-setting and planning • • More media promotion • Development charges and tax relief for heritage maintenance and protection efforts • Website improvements • Stronger link between schools and the community • Increased marketing G c P IS 0n fiectiio o Respondents were asked to provide any images, short stories, traditions, quotes, unique points of view or additional comments that define their experiences in the heritage, arts, and culture sector. 31 respondents (39%) provided feedback. Full responses are available in Appendix A. S3 216 City of Pickering Cultural Strategic Plan 2014 1 2.3 Interviews 1 , : . _, ,,;, :..„., ,:,--,:-..ik, ..°4 41,,,,'::(-:!- #,,, :- :7, ---: : --; '- ,-,::: ii,04;:'.' .. ‘ 4' - „...., ;%.-.k-A ..,, , , , , , ), • , TT: , nk:: 'PI':st: ,, „? .:,.I,:. '■ ' 1.-;' SC3,4):1 i"' , * ' '''l ,..ar,,HE- - „,,„-,. „::.--', , '. it ,,„ #,,,, _, ,, .. . , ..-, �M : R . i .' +fin I F i x ,-1 ;s,\}A. i s � �� . e ,. j 9 ��) I s m a In May and June 2011, interviews were conducted with individual members of Pickering Council and senior management staff with the City of Pickering. The interview questions were designed to identify their perspective on the value of cultural planning, the strengths, and opportunities to be explored in Pickering's cultural plan, the role the municipality must play to develop and implement a cultural plan, and the resources that must be assigned in order to achieve its goals. P / a 1 u ( keir1rii Council All participating council members felt that Cultural Strategic Planning is very important to the City of Pickering. Members felt that cultural planning will identify and support Pickering's unique character and can be recognized and celebrated by residents and visitors alike. Some members felt that a better balance must be found between Pickering's recreational opportunities and cultural pursuits— more was needed on the cultural side to bring the two into a better balance. Others felt that cultural planning will position Pickering as a destination of choice for newcomers, which will positively contribute to the community. All members agreed that the completion of a Cultural Plan will allow council, staff, and the community to have a voice and contribute to the development of a common vision and to identify objectives with timeframe and budget and assign responsibility so programs can be developed and measured. Many members of council felt that a cultural plan will allow the municipality to provide a clear vision to those building in our community. 57 217 City of Pickering Cultural Strategic Plan 2014 When asked to identify the strengths of Pickering's current cultural community, the most common response was Pickering's diversity. Members felt that the municipality's diverse demographic make- up was a strength that should be developed and nurtured. Some members also felt that Pickering has rich cultural history and a strong arts presence. In all cases, members felt that Pickering has a lot of support and engagement from community organizations and residents which should be built upon within the cultural strategic plan. Pickering Council members identified a variety of opportunities that should be included in the Cultural Strategic Plan. The most commonly reported opportunity was Pickering's City Centre and the need for more commercial and residential development there. This mix will bring people together and develop a sense of a community. The City Centre must offer a range of activities and amenities and be supported by infrastructure (such as the new pedestrian bridge and improved transit) to facilitate interaction. Council members felt.that Pickering's City Centre must include its own cultural assets, because there is a perceived divide between the cultural features available in the north and those available in the south. In order to better link the two, one member of council recommended that a Pickering Museum Village Visitors' Centre be developed to attract visitors to learn about Pickering's history. Another recommendation was to develop heritage tours to make the heritage sites more accessible and celebrated. 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 downtown core must be considered. Members felt that the City must have a clear direction on what facilities are needed and how lands will be used in order to accommodate those needs. Seaton development will move ahead and the City must decide if Seaton will become the new city centre, or if the city centre will remain in its current location, and allocate funding and facilities accordingly. The Seaton development must provide connectivity among neighbourhoods, walkways, pathways, roadways. The widening of 407 will allow the commercial and industrial development of lands. The municipality must once again determine allocation of municipal lands and exercise policies accordingly. In this way, the cultural strategic planning exercise will allow for decisions to be made for long-term sustainable growth and development. 58 218 City of Pickering Cultural Strategic Plan 2014 All members of Council felt that culture should be a high priority of the City of Pickering, but recognize it is not, as is evident in current budgets, facilities, and staff allocations. Many felt that active recreation holds a greater priority compared with the heritage, arts, and culture. But members also acknowledge that as diversity continues to grow, the cultural services will become increasingly important. Partnerships were identified as an important part of cultural planning and growth. Many felt that working with private business can provide support for facilities. The community should also be engaged to provide services. The municipality should avoid duplicating services offered at the regional level and should work with the Region of Durham on cultural matters. Some members of council suggested that 2% of total tax base be assigned to the delivery of cultural services.A cultural strategic plan with contributions from residents, council, and staff was recommended as a way to ensure the objectives of the strategic plan are met. 2 C�` y of Pickering Senior Managers L:�u�qL� Seven City of Pickering senior managers participated in the interviews: the CAO; Director, Office of Sustainability; Director, Community Services; Director, Planning & Development; Director, Corporate Services & Treasurer; CEO, Pickering Public Library; and Division Head, Culture & Recreation. Once again, all participants identified that cultural strategic planning is very important to the City of Pickering. Staff felt that culture is an important part of the fabric of every community. Pickering's cultural identity is what is going to make this community unique and special. Cultural vibrancy will attract members of the creative class, who have come to expect community vitality. Staff felt the exercise of identifying our cultural assets and assigning resources to specific objectives is a worthwhile project that will contribute to our sustainable growth. Staff all agree that the plan will need to tie into the City's corporate priorities, ensure sustainable placemaking, and make connections between our built and natural cultural assets. Staff also felt it is an important exercise so they can agree on culture as a priority and understand everyone's role and responsibility to execute the plan. In this way, staff roles are assigned, funding sources are determined, timelines are identified, and outcomes are measured. Similarly, in this way, residents, groups, and businesses can readily see the City's position and help people participate in the process. 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. The plan needs to capture this spirit of community engagement and harness this volunteer enthusiasm. Also recognized as a strength is Pickering's unique cultural assets, such as the waterfront and the Pickering Museum Village. 59 219 City of Pickering Cultural Strategic Plan 2014 Many staff felt that the development and ; City of Pickering Cultural Strategic Plan 2014 2.4 Committee of Council Questionnaires o 'ff t 4r,e. 1 Tt.-r 1 t,' '4'; ..,„-,--c ;it,'' , e' , - r .._i t ,,,, : '14.,..i - "‘' ilbd:'444: . ' ''' li( 4,-Z1lt :',41, r'1 , t 1-f r 'i I i. —'~ R. In June 2011, Pickering staff invited various 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. The questionnaire was similar to that used for Pickering Council and Pickering staff. The questions were designed to determine the respondents perspective on the value of cultural planning, the strengths and opportunities to be explored in Pickering's plan, the role the municipality must play to develop and implement a cultural plan; and the resources that must be assigned in order to achieve its goals. Respondents listed several benefits to completing a cultural strategic plan that includes the breakdown of silos and collaboration within the municipality and other organizations, the forward thinking of a municipality to develop strategies to achieve a vision and not become reactionary to issues coming up along the way. This also reduces the stress in making decisions and ensures the vision and strategic direction are always considered. Other respondents felt that residents and visitors can remain in Pickering to participate in culture rather than travelling outside the City which would result in a greater economic return to the municipality. In terms of Pickering's cultural strengths, respondents indicated that Pickering's diverse community, parks, waterfront, museum, and library are all invaluable. 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, Library) and the creation of an economic plan to support tourism. One respondent also recommend increased support and funding for Pickering heritage so that a specific staff is responsible for heritage matters. 61 221 City of Pickering Cultural Strategic Plan 2014 Respondents also suggested that the cultural plan address the need to include northern Pickering in activities that take place in downtown and the waterfront; and the need to include advisory committee participation in the planning of cultural services; and the need to assign new staff positions who can facilitate cultural development. Also, that housing developments support residents through their lifespan and do not segregate seniors but integrates them in the community. The majority of respondents do not feel the City of Pickering has policies, programs, and services to support cultural planning.According to the responses, 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. Respondents all agree that the municipality should work with community organizations, the Region of Durham, and private businesses to ensure that Pickering is a cultural community. Some suggestions include the sharing of social media opportunities, solicitation of funds, connection on websites, etc. In the same way, all respondents stated that advisory committees should act as an advisory group and provide feedback, input and support to the municipal when needed. 2.u" '7 ood i . '1 ij �! ! fat L1,/ Td ,,-0/::. 1, !..0 S , y , .1 ..,14.y - . _. 4„ii.. i t ,, III ,„ / i o 2 t . r —• -PP ,v 4'?14,,,,,; ' ' ', 4 Art-,'.,..,...,,.,,,,*.' '- 4.`.; 3 . , - %„..,1,, ...,,:,-.47 4 tr,"._ (,,kilfg:f ' _ 3.1 4,' :1,,,t pip.ce ..,../ 7:<, ;, .,.,,,:44, .1 r; v i I _ 11 k I.r,t ft 1 i', ill ODUDYY� --- -- m YYY N-- --a k ,t,- ?` '' , f .R9 , , 4 _ , YEA , , .L, , i , 1 . .,_ F. - :-.! ,,, ,ri ,),, ii , , , i l' liin fr ,,",_,,,,,, , ,„ ,-,4,,,,,,,,... .,,..„...,„,1 t � �t1�!!(141di ?gl�Ft�1 fl '" /It7 1 , a a' City of Pickering Cultural Strategic Plan 2014 • 2.5 Focus Group Sessions • • } VcL1tih 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. Youth were asked a series of questions to determine their awareness of, participation in, and interest in cultural services in Pickering. Seventeen young people participated in the session. Many 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. Focus group members said that they participated in these activities whenever they had the time, some of them seven days a week, others twice a week. Eight young people reported participating in these activities outside Pickering either because their activity of choice is offered elsewhere and they like to participate as much as possible, or because they are visiting a friend or family member in another city. It does not appear that youth are searching for these activities and leaving Pickering to participate. Rather it appears that they supplement their existing level of participation by finding experiences in other municipalities. The most common reason for not participating in cultural activities is homework. Other reasons include lack of money, lack of time, and lack of transportation. When asked if there were cultural activities they would like to do in their leisure time but do not do, all said no except two. Those two respondents wanted to participate in ballroom dance and Zumba, but do not see these activities offered for their age at the Pickering Recreation Complex. Youth also recommended that the City of Pickering offer cultural activities in accessible locations and at affordable prices. 63 223 City of Pickering Cultural Strategic Plan 2014 In terms of partnerships, youth did not have many ideas on how schools, places of worship, community groups, and businesses can help them participate in cultural activities. But some ideas included having businesses sponsor outdoor events and concerts and providing volunteer opportunities and experience to youth. Participants in the focus group reported becoming aware of cultural programs and services through their friends, schools, parents, the leisure guide, and newspapers. They also recommend that the City promote programs and services to them through their schools, and through Facebook and Twitter. When asked what cultural activities they think should be offered, the responses included dances (for those older than pre-teens), breakdancing, ballroom dancing, and a new facility for art classes. The vast majority of teens who participated in the survey indicated that the municipality is responsible to provide these cultural activities and facilities. To a lesser extent, community groups, schools, and places of worship also bear some responsibility. l J In June 2012, seniors from the South Pickering Seniors Executive Committee were invited to participate in a focus group session led by Pickering staff. Seniors were asked questions to determine their awareness of, participation in, and requirements for cultural services in Pickering. The Executive Membership was asked to consider their own needs and interests and those of their members. Eight executive members attended, representing a South Pickering Seniors membership of approximately 850. The. seniors reported the following cultural activities as important to them: crafts, heritage activities which include Scottish and Irish events (Robbie Burns Supper, St. Patrick's Day Celebration), Pickering Concert Band performances, dancing, and music playing, computer courses (which include assistance with photos), graphics, "honour" library (a library where books are available to borrow without signing them out), and theatrical performances. These activities are most often offered weekdays at the South Pickering Seniors Centre with the exception of events offered on Saturday evenings. The South Pickering Seniors Club organizes theatre trips at least six times each year, but members have to travel to CasinoRama, Herongate Theatre, Class Act, St. Jacobs, Stage West, and Stratford, because nothing is offered more locally for their enjoyment. Seniors Club Executive Membership 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. 64 224 City of Pickering Cultural Strategic Plan 2014 • Many organizations were identified as helping South Pickering Seniors Club membership participate in cultural activities. Pine Ridge Secondary School invites seniors to their school once each year for a dinner and show. This is very well received. Pickering Caribbean Cultural Association invites seniors to attend their annual tea for free, which provides a nice meal and entertainment. In addition, Ontario Power Generation invites seniors to their annual holiday events. These types of activities and invitations are welcomed by the membership and allow them to connect with the others in their community while enjoying cultural performances. The South Pickering Seniors Executive noted many City of Pickering programs that are of particular interest and enjoyment to their membership. These programs include line dancing, swimming, fitness classes, belly dancing, and lawn bowling. Some members do not participate in certain City of Pickering programs because the complement of free programs offered by the South Pickering Seniors Club already meets their needs or because the cost and schedule of the City of Pickering programs are not suitable to them. When asked what City of Pickering programs could be offered to seniors but currently are not, participants suggested 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, participants recommended a theatre in Pickering featuring an accessible location, with weekday and weekend matinee show times. Members also wanted a dance hall that would be accessible and large enough for big events. The seniors also expressed an interest in being involved in municipal cultural planning by providing input on City of Pickering cultural programs offered throughout the municipality. And in order to encourage seniors input, the membership recommended online surveys (as some seniors are web savvy) and focus group sessions with tea/coffee and cookies provided. The South Pickering Seniors Club executive membership felt that the City of Pickering was on the right track with the provision of cultural planning and programming and appreciated the reduced rates afforded to their membership, which encourages participation. 65 225 City of Pickering Cultural Strategic Plan 2014 tt.9. •i g!;' ^Gtim mon 9 r-1 7 ey Z‘-'1 Fre 1 ipants Indo-Canadian Cultural Association of Durham The City of sunshine, The City of Pickering provides a strong, inclusive and vibrant community for everyone to live, play and work. We have found that the Arts in its all form are a useful tool to get people involved in the community and that is why we urge our members from whatever religion or culture that they may come from to support community initiatives. 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. The ICCAD's proposed to rename the Esplanade Park to Peace Park has been endorsed by the City council. The ICCAD was proud to announce that by naming the park as the Peace Park and honouring the contributions of our great leaders as proposed, the residents of Pickering, are honouring their own City's commitment to peace, non-violence and reconciliation. Ours is a City of diversity where the lessons our great leaders Lester B. Pearson, Mahatma Gandhi, Nelson Mandela, Martin Luther King, and may others who worked hard towards Peace and whose accomplishments changed the lives of Canadians forever. 66 226 City of Pickering Cultural Strategic Plan 2014 Backwoods Players 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 "If art is to nourish the roots of our culture, society must set the artist free to follow his vision wherever it takes him" (John F. Kennedy). Backwoods Players is one of many arts groups in Pickering, each contributing in its own way to enhancing the daily lives of Pickering residents. Our focus on history and our commitment to the Pickering Museum Village are two strands in the tapestry of Pickering's cultural community. Young Singers Over the past 18 years, Young Singers has worked with over 700 talented young children enriching their lives through the power of music. These young people have taken great pride in their hard work, and have gained musical skills, confidence in singing and the pleasure of performing as they share their talents. 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. A strong alumni reinforces the strong sense of community which is an integral part of the Young Singer organization, and a wonderful tribute to our mission statement. Pickering Museum Village The museum village has a wonderful team of volunteers that support the museum village from all aspects. Without this team of volunteers there would be so much less that the museum could accomplish. In the last year we welcomed over 40 new volunteers to the team. They were children, youth, young adults, adults and seniors. They all come from a variety of backgrounds and have a variety of skills that they bring to the museum. They also bring with them a willingness to learn and much dedication. They help to recruit new volunteers as well by bringing friends and family to join them in their volunteer activities. The volunteers bring the museum and history to life for the visitors and the community. To meet the needs of the public and the museum, the museum has created many volunteer clubs or societies, and increased the number of volunteer from approx. 55 active volunteers in 1998 to over 300 in 2009/10. This program's success is based on word-of-mouth; a strong and positive volunteer sector breeds success and sustainability from within. It is a warm and welcoming environment with many areas of focus and interest for the public. One of these areas that has helped to reach new museum audiences more than any other volunteer "club" at the museum village is the Backwoods Players theatre company. This group has a volunteer board of directors, and a membership that goes beyond the volunteer pool. They have won awards, and have been invited to partner with many organizations in Durham Region and Toronto. They write original work based on historical research. Comments from the public after viewing the `flagship' on-site production about the Rebellion of 1837: "fascinating journey into our past," "we loved it, learned more about our past," "a wonderfully performed educational event, thank you." Regarding our on-site education tours, comments from teachers run like the following: "parents were impressed with the organization of activities," or"The students had a fabulous time. Everything about the experience was great. It 67 227 City of Pickering Cultural Strategic Plan 2014 was probably my favourite trip that I've ever taken students on." "Felt like we were part of a pioneer community, not just observing items in a museum!" "The kids felt they had travelled back in time, especially in the school house. I love the program you present! Keep up the great work." "The instructors are always so well informed. I always learn something new." 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. `number of volunteer hours multiplied by the wage average of$20/hour (a commonly accepted value placed on volunteer time). Pickering Gas & Steam Club Many people recognize that PMV is a unique jewel within the City of Pickering. It has capabilities and potential far beyond its present scope but what it requires is a larger site that would enable community and private sector groups to facilitate its success. 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. Pickering Museum Village Advisory Committee Opportunities to become an inclusive community for all ages, genders, and ethnic origins -we are a proud cultural member of Pickering and want to continue to grow our facilities, staff, and opportunities to share the talents of all our volunteers - particularly from Pickering. Toronto and Region Conservation Authority A few testimonials from Boyd Field School students... "I couldn't possibly begin to say what I experienced here at Boyd. It transcend written word.A lot of the chance I experienced was personal and I enjoyed learning more about my (Aboriginal) culture. John Hodson's ceremonies touched me the most. It showed me what my life could be like if I wanted it to; and I think I do." - R.R. "This course was amazing. It gave me so much knowledge about archaeology as well as the physical experience of excavating a site. The guest speakers are very knowledgeable and provided good learning activities to teach different techniques and theories about cultures. Boyd is a great field school; it is fun and educational at the same time." - K.R.Also, the feedback from the Claremont Archaeology Festival was extremely supportive, such as "When can I come back and do it again!" 68 228 City of Pickering Cultural Strategic Plan 2014 Muslim Youth & Community Centre for Pickering/Durham (MYCC) 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. The Woodwrights Guild • 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." Durham College A strong heritage, arts, and culture sector is important for ensuring a healthy and vibrant community as a whole. Having opportunities within these sectors is important for many of our students, both during their time on campus and after they graduate and are living in Pickering and other neighbouring communities. Further, 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. Pine Ridge Secondary School 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. Pickering Community Concert Band There should be a cultural event at least once every month to celebrate in the town, especially during holidays. There should be lots of variety offered often enough at affordable prices that promotes community so that people know they don't have to travel downtown Toronto to get the experience 9 Olympic moving through're looking for. The OI m is Torch movin throu h Pickering at 8:30am on a morning did not lend itself well to involving most of the community. Was it not possible to vie for a better time / day? Your City's band should have been playing when that torch came through. We should know that every summer, there will be weekly park activities to attend, that starting Sept., there will be a winter series we can buy seasons tickets to an arts centre that features local musical & drama, dance, artistic talent (there's lots of local talent!). 69 229 City of Pickering Cultural Strategic Plan 2014 Artists and Poets Ltd. Working out of Pickering since I began over 15 years ago, I have seen the effect technology has had on a.musician's ability to stay in the town he or she loves 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. Cassettes or CDs had to be manufactured, and shipped all over the world. With no email, each contact required an expensive long-distance phone call, which sometimes required waking up at Sam to call parts of Europe and Asia. The advent of all of these new tools has made global marketing more affordable and in many cases possible where it was almost impossible back then.Also, the ability for a skilled person to produce high-quality sound recordings has come down drastically from the days of having to rent a recording studio and pay an engineer. 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. Hispanic-Canadian Alliance of Ontario Spanish is the official language in 21 countries. it is the most spoken language in the whole world, after English and Mandarin. Currently, there are more than 400 million Spanish-speaking people in the entire world. Experts have predicted that by 2050, more than 530 million people in the world will speak Spanish.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. Bloomers & Britches Heritage Gardeners, Pickering Museum Village 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!And, of course, now that this place is found... they will be back. This happens repeatedly. This must happen in other culturally groups also. Are we missing and opportunity of communication or promotion here? • 70 230 City of Pickering Cultural Strategic Plan 2014 Heritage Pickering "As Pickering evolves over the next twenty years, it is important that people maintain a sense of continuity with the past. People in making decisions and undertaking actions, should recognize, respect and nurture Pickering's cultural heritage" (Pickering Official Plan). "Schools like this one represent something in our history that time and events cannot replace or destroy. This type of school, not as modern as the ones we have today, helped build the character of the pioneer citizens of this country and made Canada what it is today" (R.H. John Diefenbaker, Prime Minister of Canada, June 1957 regarding the re-dedication of the Greenwood Schoolhouse). 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. Pickering Museum Village Singers At the Town Centre for Heritage Day, I was stopped many times by people asking me to take a photo of me in my beautiful 19th century dress. Our group attracted a lot of attention because of our costumes. At the Whitevale Festival last year we tried to keep straight faces as we sang Temperance songs right next to the beer tent... Singers come from as far away as Markham and Oshawa on Saturday mornings to rehearse. I think that says a lot. Pickering Horticultural Society An image: a cheerful streetscape inducing people to smile, bring them together; make 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. Dunbarton-Fairport United Church 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. 71 231 City of Pickering Cultural Strategic Plan 2014 D. James, Sculptor 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. This has contributed to the rise in classroom outbursts and the need for anger management. Using high-speed grinders to create wood carvings speeds the carving process up enough to make projects like this possible within the time allotted by the school curriculum but, as well, slows them down enough to teach the value of taking one's time to achieve a finer finished product. It is soon realized that this is also applicable to homework and to work in other classes. 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, as parents take too long to say what they have to say. Ultimately, the youth begins to feel better about himself or herself, which results in better citizenry for our community. Girls Incorporated of Durham Strong heritage, arts, and culture sector means capturing everyone's voice. It is about respect and advocacy. Seeing how we fit in and a part of a strong community. The importance of capturing the future and preserving the past in an integrated way. Keeping the facade of old buildings and trying to recreate a sense of community for all groups. 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 the commonalities. Culture defines people, communities, and neighbourhoods through creative expression, traditions, and specific viewpoints. To fully utilize community facilities they should also become hubs for cultural and art program delivery, a place of opportunity and creative development for children and youth. To offer a range of leisure and entertainment opportunities that enable authentic cultural celebration and appreciation. The economic spin-offs of this investment are evident in tourism activity, entertainment, local employment, and the attraction of major employers and new residents seeking a community with cultural vitality. 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. People see how they can be part of the solution. How together we can envision girls living in an equitable society. Zahra's School of Middle Eastern Dance I really enjoy this event. Thanks for allowing us to participate! 72 232 City of Pickering Cultural Strategic Plan 2014 Pickering Public Library When I visited Chicago this summer, 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 —buildings of such creativity and variety, a parkette for �'` t children that was textured in coloured 3. rubber and filled with imaginative k x. structures and statues, a central park that housed a sculpture that looked like a blob of mercury and , . ,ri reflected the surrounding city and its lr , visitors. All around me were activities that encouraged engagement— a tent in central park filled with blocks parents could take a break ;O" 'or from the heat and "play" with their v kids, a central library equipped with recording studio and green room where disadvantaged kids could „rt record their songs or make a film then share them with the world. And there was a sense of shared purpose in this creative endeavour. The natural history museum was hosting j a "pirates" exhibition and pirates were it" Ado* everywhere —the local Macy's added hats to their mannequins and pirates in many storefronts. The streets looked like treasure maps... 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 believe that the City of Chicago has a strong mayor who has embraced the concept of Chicago as a cultural cornerstone. 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. 73 233 • City of Pickering Cultural Strategic Plan 2014 Altona Forest Stewardship Committee Working with the AFSC members and its partners, who are dedicated to the environment and keeping Altona Forest a natural habitat in the middle of an urban environment, is very rewarding. Learning from the various participants who have expertise in so many areas allows me and all the members to expand our abilities and minds in the area of natural heritage upkeep, rehabilitation and improvement of the forest. Leading hikes of interested students or adults into the 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. Central Lake Ontario Conservation Make regional connections to recreational resources through trail improvements to enhance the natural heritage experience of Pickering residents and visitors. 74 234