HomeMy WebLinkAboutCS 15-26
Report to
Executive Committee
Report Number: CS 15-26
Date: June 8, 2026
From: Laura Gibbs
Director, Community Services
Subject:
Draft Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan
Progress Update
File: A-1440-001
Recommendation:
1. That Report CS 15-26 regarding the Draft Cultural Strategic Plan, Museum Strategic Plan
and Art in Public Spaces Plan be received for information.
1.0 Executive Summary:
The purpose of this report is to provide a draft of the Cultural Strategic Plan, Museum Strategic
Plan and Art in Public Spaces Plan for information before it is released to the public for a final
phase of community engagement.
Staff initiated the development of the Cultural Strategic Plan, Museum Strategic Plan and the
Art in Public Spaces Plan (the Plans) in 2025 to support the planning and provisions of the
City’s cultural programming, services and facilities related to arts and culture and the Pickering
Museum Village. The consulting firm of Patricia Huntsman, Culture + Communication was
retained on July 15, 2025 to lead the process.
The draft Cultural Strategic Plan (Attachment 1) shares key messages from the community
that were formed into five strategic priorities:
1. Foster placemaking and a distinct community identity
2. Celebrate interculturalism through the arts
3. Sustain and maintain a creative economy
4. Be future ready
5. Prioritize youth and young families
The draft Museum Strategic Plan (Attachment 2) and draft Art in Public Spaces Plan
(Attachment 3) connect to the five strategic plans in the Cultural Strategic Plan and also
identify their own unique key objectives.
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The Museum Strategic Plan identifies four objectives:
1. Sharing identities, histories and stories of place
2. Future-ready, well-maintained practices
3. Belonging, access and lifelong creative-based engagement
4. Ensuring sustainable action
The Art in Public Spaces Plan identifies four objectives:
1. Sharing identities, histories and stories of place
2. Creating a distinct and vibrant public realm
3. Belonging, access, and lifelong creative engagement
4. Ensuring sustainable and resilient public art activity
The development of these Plans involved a comprehensive public engagement process with
residents, key stakeholders, and agency and opinion leaders from September to December
2025, that included a city-wide survey, community pop-ups, public focus groups, six open
houses, an active display at Chestnut Hill Developments Recreation Complex (CHDRC) and a
youth engagement initiative.
Additional community consultation will occur on the draft plans in July 2026, to ensure
residents, and key stakeholders have an opportunity for input on the final plans. The final
Plans will be returned to Council for final consideration and approval.
2.0 Relationship to the Pickering Strategic Plan:
The recommendations in this report respond to the Pickering Strategic Plan Priorities of
Champion Economic Leadership and Innovation; Advocate for an Inclusive, Welcoming, Safe
& Healthy Community; Advance Innovation & Responsible Planning to Support a Connected,
Well Serviced Community; Lead & Advocate for Environmental Stewardship, Innovation, &
Resiliency; Strengthen Existing & Build New Partnerships; and Foster and Engaged and
Informed Community.
3.0 Financial Implications:
There are no cost implications associated with this report.
4.0 Discussion:
The purpose of this report is to provide a draft of the Cultural Strategic Plan, Museum Strategic
Plan and Art in Public Spaces Plan for information before it is released to the public for a final
phase of community engagement.
The Cultural Strategic Plan provides up-to-date insights on current and future arts and culture
needs and prioritizes expanding inclusive, low-barrier and intercultural programming that
reflects Pickering’s diversity, strengthens belonging, and supports participation across all ages,
CS 15-26 June 8, 2026
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particularly through targeted investment in youth and family arts. In June 2014, the City of
Pickering approved the last Cultural Strategic Plan (Resolution #247/14) which guided decision
making from 2014 – 2024. With the recent population and demographic changes in the
community and considering the anticipated population growth over the next ten-year period,
Council endorsed the development of a new Cultural Strategic Plan, Museum Strategic Plan
and Arts in Public Spaces Plan for the period of 2026 to 2036.
On July 15, 2025, through Resolution #798/25, Council endorsed consultants Patricia
Huntsman, Culture + Communication to develop the new Cultural Strategic Plan, Museum
Strategic Plan and Art in Public Spaces Plan.
4.1 The Plans and Development Timelines
The development of the plans began in September and included a four phased development
approach as follows:
1. Initiation & Internal Consultation August – October 2025
2. Community Engagement & Theme Development October 2025 – January 2026
3. Draft Plan Development & Validation January – June 2026
4. Final Consultation & Plan Finalization June – September 2026
To date, the consultants are in Phase 3.
4.2 Community Engagement
A variety of communication and engagement opportunities were provided to encourage
participation in the development of the Cultural Strategic Plan, Museum Strategic Plan and Art
in Public Spaces Plan. More than 2,300 residents participated in various consultation activities.
Staff gained valuable feedback through a dedicated school engagement strategy, in
partnership with the Durham District School Board and Durham Catholic District School Board,
allowing staff to present to students and ask for their direct feedback. One school liked the
engagement so much, staff were invited back to host a civics' class project to support tourism
initiatives at the Pickering Museum Village.
Additionally, activation boards were installed in the lobby of CHDRC using stickers to visualize
resident’s cultural priorities and areas of improvement to generate public responses. The
following chart outlines the broad range of engagement opportunities provided and the
participation generated:
Engagement Opportunities Estimated Participation
Six Public Open Houses 250
Community Pop-ups (GO Station, Mall, Community Centres) 575
Community Survey 635
Youth Engagement 845
Workshops and Focus Group Engagement 80
Agency & Opinion Leader Interviews 6
CS 15-26 June 8, 2026
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4.3 Community Feedback
A fulsome summary of community feedback is captured in the Interim Engagement and
Context Report (Attachment 4). The following is a summary of insights from the community
survey.
4.3.1 Cultural Strategic Plan Insights
When asked about their vision for arts, culture, and heritage in Pickering, respondents were
interested in increased prominence and diversity in programming, while preserving heritage
and ensuring that cultural initiatives were reflective of the community. One respondent offered
the following vision, “a city where arts, culture, and heritage reflect the full diversity of Pickering
- accessible, inclusive, and alive in every neighbourhood”.
• Respondents were active participants in arts, culture, and museum/heritage offerings
within the last three years. Special events, festivals and cultural ceremonies were the
most common response (n=380), followed by natural heritage sites (n=304).
Respondents who chose the ‘other’ option shared that they participated in informal
events, workshops, hobbies, sports, or events in Toronto.
• Respondents enjoy several aspects of culture in Pickering, including the opportunity to
connect with neighbours and family through programming, existing public art,
greenspace, programming, and intercultural opportunities.
• Respondents were interested in increased activities/experiences of interest to them
(n=450), when asked about what factors would encourage them to participate more.
More free time, increased options nearby, and more cultural spaces/facilities were also
popular factors.
• There is an appetite for outdoor gathering spaces and large, dedicated cultural spaces
or facilities among survey respondents. Some respondents also indicated that they
leave Pickering to participate in intercultural events, as well as events such as live
music, theatre, and opera.
• There is a need to increase access and awareness of arts, culture, and heritage
experience across neighbourhoods and hamlets. While 221 respondents indicated that
they do have access to arts, culture, and heritage in their local neighbourhood or
hamlet, the large number of respondents who indicated ‘I don’t know’ (n=241) or ‘no’
(n=173) points to this need.
• Local access to arts, culture, and heritage in respondents’ neighborhood/hamlet is
important. A combined 296 respondents indicated that access to arts, culture, and
heritage in their neighbourhood or hamlet was ‘very important’ or ‘important,’ with an
additional 225 respondents indicating it was somewhat important.
• When asked if they had any other final comments or recommendations to share,
respondents provided the following feedback:
○ “Prioritize finding and supporting local artists - give them real opportunities to
showcase their talents through events, public spaces, and community programs.”
○ “Please retain the history we have - buildings, heritage crafts and skills, stories,
historic lands, place names, small community identity etc. Once they are gone we
can't get them back.”
○ “Pickering already has a great foundation in arts, culture, and heritage, and I
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hope to see continued investment in programs and events that are inclusive, family-
focused, and reflective of the city’s growing diversity.”
4.3.2 Art in Public Spaces Insights
Familiarity with public art and creative placemaking initiatives in Pickering could be improved.
When asked, 155 respondents indicated they were not familiar at all, while 438 indicated they
were not very familiar or somewhat familiar.
• Animate and beautify public spaces, support local artists and creators, and reflect and
learn about local stories and culture, were the top three roles that public art and creative
placemaking could play in the community, as identified by respondents.
• Art and creative placemaking initiatives in Pickering’s public spaces should identify the
diversity of the community - 494 respondents identified this was either very important or
somewhat important.
• Respondents indicated that inclusive art and creative placemaking practices could help
increase participation of Indigenous and historically marginalized communities. One
respondent stated “Have a space for this like Nuit Blanche style, amplify art during
important days events, make opportunities to submit art work and promote these
properly. Work with communities already doing this work in a meaningful way that isn’t
centered on exploiting work, but sharing and amplifying voices. Also pay your artists!!
No free labour!”
• Opportunity to learn more about Indigenous cultures through Pickering’s public art. Most
respondents indicated that they did not (n=213) or somewhat (n=198) learn about local
Indigenous culture through public art.
• Better promotion of public art and placemaking initiatives (n=258), initiatives across
neighbourhoods and hamlets (n=233), and accessible surroundings (n=193) were
identified as the top three ways that public art and creative placemaking initiatives could
become more meaningful, welcoming and accessible.
4.3.3 Pickering Museum Village Strategic Plan Insights
• Among the respondents who attended Pickering Museum Village exhibits, programs
and/or events in the last three years, seasonal or holiday events, the escape room, and
Pickering Museum Village tours were the most popularly attended programs. Note that
301 respondents indicated that they hadn’t attended an exhibit/event at Pickering
Museum Village or were unsure if they had.
• Increased options for exhibits, programs, and events, better awareness/promotion, and
more personal free time were the top three factors that would encourage respondents to
attend or participate in more Pickering Museum Village exhibits/events.
• Respondents indicated that they believed that the Pickering Museum Village was
multifaceted. The top four responses indicated that the Pickering Museum Village
should preserve and share local history and heritage (n=328), attract visitors and
support the local economy (n=250), serve as a gathering space/community hub
(n=238), and provide educational experiences for all ages (n=236).
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• The majority of respondents (n=455) indicated that it was either very important or
somewhat important that Pickering Museum Village reflect its changing and diverse
population.
• Respondents indicated that quality of visitor experience and opportunity for immersive
and innovative learning opportunities make for memorable heritage site and museum
visits. One person wrote that they valued “the ability to learn in an unconventional way -
whether that be through inspiring and thought-provoking guides who bring the lessons
to life, interactive exhibits, and more. A welcoming atmosphere that fosters community
and acceptance.”
4.3.4 Overall Key Themes
a) Residents want cultural space and programming
Respondents voiced a strong demand for additional gathering spaces, outdoor
experiences, and expanded arts and programming, especially growth areas and the City
Centre.
b) Access, affordability, and awareness are concerns
Respondents emphasized the need for affordable or free cultural opportunities, better
geographic distribution across neighbourhoods, improved transportation access and
clearer more consistent communication about what’s available.
c) Culture should build identity, placemaking, and vibrancy
Arts, culture, and heritage are seen as essential to strengthening Pickering’s identity,
activating public space, and supporting the transition beyond a “bedroom community”.
d) Equity, inclusion, and representation matter
Residents and community groups stressed that cultural offerings should better reflect
Pickering’s diversity, reduce barriers for equity‑deserving groups, and create inclusive,
welcoming opportunities to participate.
e) Indigenous voices and reconciliation must be visible and supported
Respondents called for more opportunities to showcase Indigenous arts, culture, and
heritage and meaningful support for Indigenous artists and youth.
f) The community wants a practical, realistic plan
Residents supported moving forward gradually, in a way the City can manage and
maintain long‑term.
4.4 Next Steps
The draft Cultural Strategic Plan, Museum Strategic Plan and Art in Public Spaces Plan will be
presented for further community consultation in July to ensure the plans meet the needs of
residents, and stakeholders. Staff will continue to work with the consultant and the community
to ensure that the project remains on schedule to come forward in September 2026 for final
consideration and approval.
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Attachments:
1. Draft Cultural Strategic Plan
2. Draft Museum Strategic Plan
3. Draft Art in Public Spaces Plan
4. Cultural Strategic Plan Development: Interim Context and Engagement Report
Prepared By: Krystal Roberts, Manager, Cultural Services
Approved/Endorsed By: Laura Gibbs, MBA, MSc., Director, Community Services
LG:kr
Recommended for the consideration of Pickering City Council By:
Marisa Carpino, M.A.
Chief Administrative Officer
DRAFT
Cultural Strategic Plan
2026–2036
Attachment 1 - Report CS 15-26
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Land Acknowledgement
We acknowledge that the City of Pickering resides on
land within the Treaty and traditional territory of the
Mississaugas of Scugog Island First Nation and Williams
Treaties signatories of the Mississauga and Chippewa
Nations. Pickering is also home to many Indigenous persons
and communities who represent other diverse, distinct, and
autonomous Indigenous nations. This acknowledgement
reminds us of our responsibilities to our relationships with
the First Peoples of Canada, and to the ancestral lands on
which we learn, share, work, and live.
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Contents
Key Takeaways ..................................................................................................................................................................................
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1 Vision and Strategy 4
Vision and Strategy 5
Vision and Values 6
Framework for Success: Our Strategic Orientation 7
Strategic Priority 1: Foster Placemaking and a Distinct
Community Identity 8
Strategic Priority 2: Celebrate Interculturalism through
the Arts 13
Strategic Priority 3: Sustain and Maintain a Creative Economy 16
Strategic Priority 4: Be Future Ready 20
Strategic Priority 5: Prioritize Youth and Young Families 23
Ongoing Actions 27
2 Our Planning Context 28
Our Planning Context 29
Background 31
Municipal Cultural Development Continuum 33
About the Project 34
Planning Context 36
Broader Cultural Sector Context 40
3 What We Heard: Engagement Summary 44
Our Process 45
Key Engagement Findings 47
Overall Major Themes 52
4 Moving Forward: Role of the City
and Implementation 53
Moving Forward: Role of the City and Implementation 54
Acknowledgements 56
Appendices 58
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Key Takeaways
1 To remain adaptable in a rapidly
changing ecosystem, the City of
Pickering has developed three
strategic documents to support the
next decade (2026-2036) of Pickering’s
arts, culture, museum and public art
programs and services.
2 The City of Pickering’s Cultural
Strategic Plan, Pickering
Museum Village Strategic
Plan, and Art in Public Spaces Plan
will collectively guide the City to
effectively respond to shifting
community needs and build a vibrant
future. These Plans are rooted in a
common, unified vision to reflect
Pickering’s creative identity and
diverse ecosystem.
3 The development of the
three Plans unfolded
through four phases from
August 2025–July 2026 and
involved a mix of desk research,
interest holder and community
engagement, and strategy
development. Engagement
activities included:
Senior management session
Interdepartmental staff session
Agency and opinion
leader interviews
Community questionnaire
Project launch celebrations/
open houses
Interest holder focus groups
High school engagement
Indigenous engagement
Engagement with City of
Pickering’s Anti-Black Racism
Task Force
Pickering Museum Village
staff engagement
Cultural Advisory
Committee meeting
4 Across all engagement activities, participants
consistently identified Pickering as being at a
pivotal stage in its cultural evolution, shifting
from a period of capacity-building toward one of identity
definition. Major themes Include:
Emphasizing the role of arts, culture, and heritage
in placemaking and identity formation as Pickering
intensifies and transitions beyond a bedroom community.
Strong demand for additional cultural venues, facilities,
and gathering spaces, particularly within the downtown
and other growth areas.
Broad enthusiasm for expanded cultural infrastructure,
programming, and access — prioritizing strategic
locations and phased delivery.
Reducing barriers to participation through improved
transportation, geographic distribution of facilities, and
awareness of cultural offerings.
Interest in cultural approaches that enhance inclusion
and belonging (including low-cost and low-barrier
opportunities, diverse representation, and more
participatory, community-engaged models of
cultural development).
Need for a Cultural Strategic Plan that is phased, practical,
and grounded in realistic assessments of organizational
capacity and long-term sustainability, rather than short-
term ambition.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
5 You belong in Pickering.
Our Vision, Drivers and Values
that guide the Plans include:
Safety: We commit to fostering culturally,
physically, and psychologically safe
environments where diverse voices
are welcomed and respected.
Collaboration: We work across
departments, sectors, and communities
to co-create cultural initiatives that reflect
shared leadership and local knowledge.
Sustainability: We steward cultural
resources responsibly to ensure
long-term social, environmental,
and financial resilience.
Learning: We value curiosity, knowledge-
sharing, and lifelong engagement
through arts and heritage.
Creativity: We embrace innovation,
experimentation, and artistic excellence
in shaping Pickering’s evolving identity.
Accessibility: We remove barriers to
participation so that cultural life is
inclusive, affordable, and reachable.
Relevance: We remain responsive to
demographic change, community
needs, and evolving cultural practices.
6 The Strategic Priorities
are of equal value and
are not priority-ranked
— they work to reinforce one-
another and align with other
major plans and policy areas of
the City including the Official
Plan, Corporate Strategic Plan
(2024–2028), Recreation &
Parks Ten Year Plan, Community
Visitors Plan, and Economic
Development Strategy:
Strategic Priority 1
Foster placemaking and a
distinct community identity.
Strategic Priority 2
Celebrate interculturalism
through the arts.
Strategic Priority 3
Sustain and maintain a
creative economy.
Strategic Priority 4
Be future ready.
Strategic Priority 5
Prioritize youth and
young families.
7 The Overall
Strategic Goals for
the Plans are:
Develop a distinct
sense of place and
enhanced community
spaces for connection.
Provide space where
everyone feels they can
participate in the cultural
life of our city, and where
diversity is welcomed.
Recognize that
artists and creative
entrepreneurs are an
important part of a
thriving and valued
cultural ecosystem.
To enhance the capacity
within the City and in the
community for cultural
development.
To provide opportunities
for youth activity and
involvement in the arts
as participants and
producers, and family
arts opportunities.
8 This document
will be used by
City of Pickering
Staff to guide the
implementation of the
actions listed under each
strategy and objective.
Continued community
participation will ensure
the strategy may be
assessed, adapted, and
revised in response
to changing needs of
Pickering’s ecosystem.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
1 Vision and Strategy
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Vision and Strategy
The City of Pickering’s Cultural Strategic Plan, Pickering Museum Village
Strategic Plan, and Art in Public Spaces Plan will collectively guide
the City to effectively respond to shifting community needs and
build a vibrant future. Each plan is unique in their key deliverables to
ensure the arts and culture sector receives the attention, direction,
infrastructure and support required. These plans are rooted in a
common, unified vision to reflect Pickering’s creative identity and
diverse ecosystem.
mPri ary Plan
Cultural
Strategic
Plan
Guides
Pickering
Museum Village
Strategic
Plan
Art in
Public Spaces
Plan
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Vision and Values
Vision
You belong in Pickering:
We’re connected through
culture, energized by
community, and bringing
public spaces to life.
Our Drivers and Values
Safety
We commit to fostering culturally,
physically, and psychologically safe
environments where diverse voices
are welcomed and respected.
Collaboration
We work across departments,
sectors, and communities to
co-create cultural initiatives
that reflect shared leadership
and local knowledge.
Sustainability
We steward cultural resources
responsibly to ensure long-
term social, environmental,
and financial resilience.
Learning
We value curiosity, knowledge-
sharing, and lifelong engagement
through arts and heritage.
Creativity
We embrace innovation,
experimentation, and
artistic excellence in shaping
Pickering’s evolving identity.
Accessibility
We remove barriers to participation
so that cultural life is inclusive,
affordable, and reachable.
Relevance
We remain responsive
to demographic change,
community needs, and
evolving cultural practices.
6
Framework for Success: Our Strategic Orientation
While the focus of the City of Pickering’s previous Cultural Strategic Plan
saw a growth-oriented building out and establishment of core cultural
development functions including public art, the present plan seeks to
hone in, improve, align, and refine core municipal cultural development
and administration — Where does the City need to refine its processes and
procedures? Where is more training required or a deepening of our work?
How can we make better use of existing resources and ‘right-size’ our work?
In short, the present plan’s strategic orientation is a focused strategy
that aims to 'sustain and maintain' while offering new opportunities to
align with changing community needs and capacity.
The Strategic Priorities presented below, each with a specific goal and
rationale, build off of the key emerging themes from the analysis phase
of the process and reflect what was learned in the Context Setting
Report — see Sections 2 and 3 of the plan. The objectives for each
strategy will be realized through Supporting Actions which serve as
the implementation activities over the next five years and sets the path
forward for reflecting a distinct sense of place and identity through arts
and culture. On-going actions reflect the core cultural development
delivery work of the City while Supporting Actions are additional steps
the City can take in achieving the plan’s goals.
The Strategic Priorities are of equal value and are not priority-ranked,
rather they work to reinforce one-another and align with other major
plans and policy areas of the City including the Official Plan, Corporate
Strategic Plan (2024–2028), and Economic Development Strategy:
Strategic Priority 1
Foster placemaking and a
distinct community identity
Strategic Priority 2
Celebrate interculturalism
through the arts
Strategic Priority 3
Sustain and maintain a
creative economy
Strategic Priority 4
Be future ready
Strategic Priority 5
Prioritize youth and
young families
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Strategic Priority 1
Foster
placemaking
and a distinct
community
identity
GOAL
There is a pride of place and
enhanced community spaces for
connection in Pickering.Rationale
Pickering is changing rapidly and has the opportunity to establish itself as a community
with a strong sense of belonging, unique to other municipalities within the Greater
Toronto Area and Durham Region. Through creative placemaking*, Pickering can
leverage arts, culture, and heritage to showcase its unique history and support essential
community infrastructure for people who call Pickering home.
*Creative placemaking is a collaborative approach to improving public spaces by
using arts, culture, and creativity to reflect community identity, meet local needs,
and drive positive change and growth.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
OBJECTIVE 1.1
Identify opportunities for artistic animation and
creative placemaking through policy, programming,
and processes.
Supporting Actions:
Encourage local wayfinding to integrate local
character, resources and assets as part of broader
creative placemaking.
Explore expanding heritage conservation and
interpretation/education opportunities for City-owned
properties and community partners’ sites.
Explore modifying the Sign Regulations Bylaw to encourage
creative signage structures and enhance the visual realm.
Explore opportunities to integrate creative placemaking in
city-wide and neighbourhood policy documents, including
but not limited to the Pickering Forward Official Plan and in
future Secondary Plans.
Link to and support actions in the Art in Public Spaces Plan
and the Pickering Museum Village Strategic Plan that advance
creative placemaking.
OBJECTIVE 1.2
Arts and culture are activated through the community, including
currently under-used and under-served areas in Pickering.
Supporting Actions:
Create an inventory of arts-ready public spaces, such as plazas and parks.
Include the identification of priority sites for public art and creative
placemaking. Include the details of any accessibility features in the
surroundings (e.g., seating, shade, washrooms, and parking).
Build out a distributed and distinctive model of arts and culture through
neighbourhoods including local heritage identities.
Work with neighbourhood champions to encourage a distributed model of
arts and culture activities and connection points.
Identify and utilize parks and other public areas as key gathering and
performance spaces for multiple kinds of arts and culture activities.
Integrate creative placemaking solutions into priority sites, such as
light installations, façade interventions, self-guided art walks and runs,
performance sites, and pop-up arts spots, as part of public art programming
throughout the city.
Identify opportunities for arts-based activated storefronts to enhance
commercial spaces and lease opportunities in collaboration with economic
development initiatives.
Use local transportation networks and public spaces as channels to
communicate cultural heritage knowledge (Indigenous and non-
Indigenous) and local stories.
Encourage business and landowners to work on beautification efforts and
show pride of place through regular maintenance and upkeep of their
spaces and signage.
Identify opportunities for creative placemaking specifically connected to
cultural heritage or nature along trails and parks networks.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
OBJECTIVE 1.3
Identify, meet, and maintain the demand for creative spaces
and cultural facilities.
Supporting Actions:
Develop a Cultural Spaces and Facilities Framework to serve as a
guide for phased investment and planning, extending beyond
City-owned facilities and spaces, that includes, but is not
limited to:
Examine current real estate inventory for arts, culture
and heritage uses, identify and collate the mapping and
listing of all City-owned renovated spaces, as well as
purpose-built venues.
Maintain active dialogue with the cultural community to stay
current on space needs, including smaller venue performing
arts spaces.
Continue to support the development of the Pickering Village
Museum.
Seize opportunities to work with other levels of government
to secure funding for identified new or renovated cultural
spaces and facilities, and support related planning work (e.g.,
feasibility studies, needs assessments, architectural selection
processes, and capital infrastructure).
Determine City-identified spaces for temporary cultural activity
(e.g., lobbies, street corners, empty lots, etc.), and provide
community spaces for artists (temporary or permanent) to
introduce artists in residence program in higher traffic areas.
OBJECTIVE 1.4
Integrate creative spaces and cultural amenities into new
developments.
Supporting Actions:
Consider exploring opportunities to develop urban guidelines,
where appropriate, through community planning initiatives
such as Secondary Plans, neighbourhood plans and significant
redevelopment plans to support creative placemaking, and
identifying opportunities for the integration of public art.
Facilitate agreements and address insurance issues with local realtors
and developers to utilize existing venues and unrented or vacated
spaces for cultural uses for a possible tax reduction or other incentive.
Look at regulatory measures that may be preventing the use and
development of arts and creative productions spaces (including
co-op models), and develop guidelines to allow more flexibility
as appropriate.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
OBJECTIVE 1.5
Placemaking meets people where they are at,
ensuring that community identity is reflected in
creators and participants.
Supporting Actions:
Collaborate with local First Nations to explore the
opportunity to increase the recognition of Indigenous
culture, knowledge and language in the public realm
through name restoration, public art, wayfinding
initiatives, and community events.
Continue to support low-cost access to spaces, creative
tools, and resources, especially for emerging artists,
equity-deserving groups and youth.
Work to minimize physical and transportation barriers
for those accessing indoor and outdoor spaces where
arts and culture programming and events occur.
OBJECTIVE 1.6
Placemaking is integrated into the Art in Public Spaces policy and program
Supporting Actions:
Review and update the City’s public art policy and program to create robust
and intentional public art programs to support diverse art in public space
across Pickering.
Establish an interdepartmental Art in Public Spaces staff team to identify,
coordinate, and advance opportunities for a public art and creative placemaking,
City planning process, and City projects, contributing to the development of a
more welcoming people-centred, and vibrant public realm.
Create a vision, including key objectives, for public art in the public art policy and
program in alignment with the Cultural Strategic Plan.
Expand the public art policy and program definition of art in public spaces to the
following: 'Art in public spaces' (public art) is defined as original artwork selected,
commissioned, created, designed, programmed, or donated for location in the
public domain, and created by an artist. Artworks and activity may be permanent
or transitory, functional, integrated, or discrete to the site. Artwork created or
initiated by the community for the public realm, which may be led by an artist, is
also considered public art.
Create distinctive public art programming streams with the public art policy and
program that are consistent with most municipal public art programs to better
guide and support art in public spaces: Civic and capital public art Creative
placemaking Community arts Acquisitions and maintenance.
Ensure the creative placemaking public art program identifies specific ways to
animate, interpret, and build awareness of public art, places, and intangible cultural
assets through tours, workshops, storytelling, and other engagement pieces.
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Key Performance Indicators
Quantitative
Total number of cultural spaces available (accessible inventory
including amenities)
Number of cultural spaces identified for expansion or growth
Number of First Nations cultural initiatives in the public realm and
overall increase
Building and development timelines for facility improvements and
new cultural spaces
Number of services, supports, presentation and studio spaces
provided for creative community
Regular accessibility audits/needs assessments for cultural spaces
Amount of funding spent on art in public space year/year
Qualitative
Positive feedback received about utilizing and/or visiting cultural
spaces (availability, booking, cost, experience)
Visibility of local artists in the community and beyond
Reputation of an inspiring municipality that fosters artistic expression
and creation
Positive feedback received from the public that there is improved
access to cultural services, programs, and public spaces
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Strategic Priority 2
Celebrate
interculturalism
through the arts
GOAL
Everyone feels they can safely
and inclusively participate in
the cultural life of our city where
diversity is welcomed.
Rationale
Leveraging the community’s intercultural strengths can broaden access, build
belonging, and position culture as a core driver of Pickering’s identity and
vitality. Culturally responsive arts, spaces, and events that foster intercultural
exchange can encourage both information sharing and celebration in Pickering’s
diverse community.
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OBJECTIVE 2.1
Our ethno-cultural diversity, heritage, growth, and change as
a community is celebrated.
Supporting Actions:
Support the implementation of the City of Pickering Equity, Diversity
and Inclusion (EDI) Strategy by encouraging opportunities for
community-driven cultural initiatives and EDI-related education.
Engage local Indigenous, Black, multicultural, 2SLGBTQ+, D/
deaf and disability groups to identify diverse and needs-specific
programming, accessibility concerns, and foster interculturalism.
Foster an understanding that community identity and well-
being are enhanced and strengthened by diversity and
inclusive participation.
Facilitate continuing engagement and dialogue among the
multicultural community; youth, seniors, new residents,
immigrants, people with disabilities and the 2SLGBTQ+ and gender
diverse community.
Explore opportunities to link and connect with other initiatives,
plans and programs (including but not limited to the EDI Strategy)
both within the City and out in the community to advance both this
Strategy and other projects with similar objectives.
Build intercultural pride as a tool for community well-being and
for opening up dialogue and opportunities for marginalized
communities through inclusivity initiatives (e.g., free events and
programs) with identified partners.
Broaden the understanding of artistic expression through cross-
cultural dialogue.
Build arts and cultural literacy through local storytelling.
OBJECTIVE 2.2
Promote social change arts practices, and arts-based
strategies for addressing matters of civic importance.
Supporting Actions:
Continue to support the use of the Accessibility Checklist in
partnership with community organizations, and explore the
possibility of an Arts and Culture Accessibility Fund.
Encourage access and participation to arts and culture
through transportation planning with a focus on cyclists and
joggers/pedestrians.
Promote and/or fund workshops that help with training, advocacy
and education in these areas.
Identify and respond to opportunities to address intercultural
needs through arts and culture.
OBJECTIVE 2.3
Celebrate Pickering’s rich ethno-cultural diversity, and
heritage legacy through culinary-arts and music based
festivals and events.
Supporting Actions:
Continue to provide funding and support for multicultural events
led by or in partnership with community groups.
Encourage newcomers to learn about the ethno-cultural diversity
of Pickering and the City’s unique heritage.
Support and host events that use music and food to connect and
promote social inclusion and diversity.
Make heritage and historical information available to new
residents, addressing the diversity of cultures that make up
Pickering’s heritage including Indigenous heritage.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Key Performance Indicators
Quantitative
Number of free or low-cost spaces, tools, and resources offered
Total partnerships and consultations with artists from Equity
Deserving Groups
Number and value of tiered pricing options
Number of on-farm diversified uses operations
Number of active agricultural organization within the City
Number of neighbourhood champions engaged with
Qualitative
Improved perceptions of the ease of accessing arts and cultural
events in Pickering
Positive testimonials on the impact of municipal-led initiatives to
remove barriers for participation
Positive feedback on the availability of information
relevant to cultural events, programming, and professional
development opportunities
Positive experience navigating the City’s websites (in general and
specific to arts and culture updates)
Cultural programming online brochures available in digital PDF
format align with accessibility requirements (WCAG 2.0 Level AA
standards or higher)
Calendar of online events is regularly updated (e.g., on a monthly,
quarterly, or annual basis)
Residents and art participants indicate that they believe arts and
culture are distributed geographically across the community
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Strategic Priority 3
Sustain and
maintain
a creative
economy
GOAL
Pickering is recognized as an
all-season cultural tourism
destination and home to a
thriving and sustained creative
ecosystem of artists and
creative workers.
Rationale
Pickering is already fostering a creative economy. Through the strategic allocation
of resources, a strong creative economy can be further strengthened and diversified
to help build strong, vibrant communities, promote civic engagement, and drive
economic growth.
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OBJECTIVE 3.1
Continue to enhance understanding amongst
interest holders and decision makers of the value
of arts, culture, heritage and creative community
as part of Pickering’s attraction and retention mix
(e.g., festivals, events, agri-based events, cultural
tours, open studios etc.) and brand-building.
Supporting Actions:
Enhance the strategic positioning of cultural
development within festivals and events to align
with any local and regional tourism strategy
development planning.
Identify partnership opportunities with developers,
business associations, venue operators and event
producers to generate increased cultural economic
activity and raise the profile of culture as an
economic driver.
Carry out a regular schedule of economic impact
evaluation of the local cultural sector and cultural
spaces mapping to monitor the attraction and attrition
of creative spaces for production and presentation
(e.g., maker spaces, artist studios, film and production
spaces, video and game design studios etc.).
Ensure tourism and economic development
representation on the Cultural Roundtable, and
cultural representation in Destination Pickering and
other economic development bodies, as appropriate.
Work towards enhancing cultural tourism marketing of
a broader range of local cultural attractions.
Prepare an annual report to Council on the outcomes
of this strategy.
OBJECTIVE 3.2
Leverage local cultural resources and assets to distinguish Pickering as
an arts and culture destination.
Supporting Actions:
Provide regular updates to the team responsible for the 2024-2027 Community
Visitor Plan, and seek opportunities for cross-collaboration to maximize culture
as a visitor attraction.
Increase awareness and visibility initiatives, including an arts and culture brand
or campaign, to facilitate residents and visitors access to information about arts
and cultural resources, events, festivals, venues, concerts, etc.
Identify opportunities to pair agricultural- tourism with arts and culture through
active collaboration between value added agricultural spaces and local artisans.
Work with landowners, developers, and the agricultural community to explore
opportunities to preserve and repurpose existing farms, agricultural buildings,
or heritage agricultural landscapes within new neighbourhood, so they can
become focal points or community gathering spaces.
Carry out consistent annual baseline data collection amongst local cultural
resources and assets and encourage tourism leads to share relevant visitor
profile data to encourage audience development.
Ensure destination branding reflects authentic local community cultural identity
inputs, diversity, and local cultural resources and assets.
OBJECTIVE 3.3
Further integrate creative economy strategies into economic
development planning.
Supporting Actions:
With identified partners, promote arts and business partnerships and
generate spin-off cultural economic activity to raise the profile of culture as an
economic generator.
Encourage involvement of cultural and creative businesses and arts groups in
local business networking activities to stimulate collaboration and partnerships.
Continue to encourage film industry activity in the city to attract spending,
create employment and raise the profile of Pickering.
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OBJECTIVE 3.4
Work with creative entrepreneurs on skills development.
Supporting Actions:
Offer small business training and social enterprise and link
to creative entrepreneurs’ initiatives, such as the creation of
cooperatives or collectives.
In collaboration with other City departments and partners, develop
a toolkit for managing creative entrepreneur businesses, and
encourage 'buy local' campaigns, and the use of local creations in
City ceremonies and gifts (a gifts policy).
Share new models in non-profits and social enterprises and earned
revenue streams with arts and culture organizations.
Through inter-departmental cooperation help to reduce red tape
and provide further support in collaboration with the creative
entrepreneur community.
Expand opportunities for professional development, mentorship,
and skill building opportunities for artists, administrators, and
cultural organizations.
Foster partnerships with and among underrepresented groups
including people with disabilities to foster knowledge-sharing as
well as individual and organizational development.
Encourage the development of a municipal agricultural strategy to
help reinvigorate the agricultural community, on-farm diversified
uses and explore opportunities to collaborate with the Rouge
National Park.
Explore new ways to encourage creative industries to locate
in Pickering.
Collaborate with artists and arts organizations to encourage climate
change awareness.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Key Performance Indicators
Quantitative
Number of staff hours dedicated
Number of interdepartmental
collaborations
Number of established and emerging
artists/arts and culture organizations
promoted by the City (via web/print/
social channels)
Total new strategic
relationships established
Participation in regional cultural
development initiatives
Number of meetings with local
First Nations
Number of champions engaged
Breadth and number of lecture series,
seminars, panels, and community
dialogues on arts, culture and heritage
Number of advocacy requests to levels of
government and arts funding bodies
A campaign to increase awareness of
the strategy and support for Pickering’s
creative community
Qualitative
Reputation as a cooperative and bold municipality
Positive feedback from artists and arts
organizations on the effectiveness of municipal
grants and opportunities
Success stories demonstrating positive outcomes
from strategic partnerships
Increased awareness, support, and advocacy for
arts and culture in Pickering
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Strategic Priority 4
Be future ready
GOAL
There is enhanced capacity
within the City and in the
community for cultural
development.
Rationale
When cultural development is positioned at a strategic level within municipal
organizational structures there are greater impacts on the social, economic, and
environmental well-being of a community. Pickering is at a pivotal stage in its
cultural development with the opportunity to further capacity-building* within
community groups and support local community-driven programming by shifting
the City’s role to be more of a facilitator and convener (rather than only being a
direct-supplier of services).
*capacity-building is the process of developing and strengthening the skills,
resources, and systems an organization needs to better achieve its purpose.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
OBJECTIVE 4.1
Enhanced capacity-building is fostered in the community through
the City’s role — its strategic initiatives, departments, bylaws,
policies, and programs.
Supporting Actions:
Continue to fund and support grant programs and operating
agreements and provide program funding to local arts, culture, and
heritage organizations that meet grant program criteria.
Review the City’s grant program every five years to explore the
possibility of increasing the funds available for developing temporary
art intervention projects that respond to community needs.
Continue to foster a cultural development lens across City departments,
making sure culture is at the table in City planning.
Act as a community connector by bringing people together to listen
and identify opportunities for collaboration and finding solutions, and
minimize red tape that prevents cultural development.
Regularly review partnership agreements to ensure compliance
and relevancy to City priorities, including Indigenous and youth
focused initiatives.
Where possible, social innovation (e.g., tool libraries and cultural hubs) is
encouraged to effect solutions for cultural development.
Explore the potential for an annual cultural report card process as a
measurement for cultural development.
Align and update Official Plan policies and the Corporate Strategic Plan to
integrate and include cultural planning goals identified. Ensure cultural
planning directions are reflected in City policies and plans.
Continue to encourage using cross-department teams in
cultural development.
Support the development of a local arts council to serve a
centralized arts and culture hub and community-based cultural
development function.
Increase collaboration with regional cultural development
partners (from events to arts and culture programming to
heritage and public art).
OBJECTIVE 4.2
Build awareness and visibility of arts and culture
(including events, heritage and public art) among
residents.
Supporting Actions:
Develop and implement a comprehensive arts and culture
Communications Strategy to build audiences and awareness.
As part of the Communications Strategy to support the
implementation of the plan, create an awareness campaign
surrounding the value, benefits and impact of arts and culture
on an annual basis.
Create a centralized culture platform to feature and promote
arts, culture and events; programs; shared resources; etc.
Continue the opportunity to use local transportation networks
as channels to communicate awareness of events and
programs (e.g., buses, bus shelter ads, GO Train, GO Bus etc.) in
collaboration with Durham Regional Transit.
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Key Performance Indicators
Quantitative
Total number of artists, cultural activities, and programs (annual)
Generated economic activity from creative community (annual)
Total number of submissions received from artists related to new
creative placemaking opportunities
Level of engagement with local artists, arts and culture
organizations, and community groups
Number of professional development, mentorship, and skill
building opportunities offered
Number of partnerships with developers, business associations,
venue operators and event producers
Number of new creative wayfinding initiatives
Digital engagement (social media, website traffic, time spent, new
and repeat visitors, and conversions)
Qualitative
Cultural development is viewed as a necessity by the City as
demonstrated by its links to other principal plans
Enhanced awareness of Pickering's creative ecosystem at regional,
provincial and potentially national levels
Recognition of Pickering as a must-visit destination
Reputation of being a strong location for artistic professional
development and economic growth
Local residents demonstrating pride of place
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Strategic Priority 5
Prioritize
youth and
young families
GOAL
Youth are active and involved
in the arts as participants and
producers, and there are family
arts opportunities abound.
Rationale
Generational shifts in arts audiences and increased arts experiences for families
is one of the broader trends that will have significant influence on cultural
development and programming over the next five to ten years in Canada. As
Pickering’s population is growing and continues to attract young families and
newcomers (which offers new audiences and creators for cultural programs that
inspire intergenerational participation), and helps to reduce misconduct in high-risk
youth and lowers crime.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
OBJECTIVE 5.1
Increase access to arts and culture opportunities for youth
and children, and encourage family participation.
Supporting Actions:
Ensure arts and culture is represented and included in work
plans for the Teen Advisory Group (T.A.G) and Pickering Activity
Council 4 Teens (PAC4Teens) to advise on the implementation and
development of this strategic priority.
Explore the establishment of a sustained and multi-year funded
(sponsored) local program for arts engagement for young people
across all art forms.
Work collaboratively with organizations in the area who provide
services and programs to children and young people.
Align with and take direction from leading models and practice
of arts engagement for young people in challenging and
complex situations.
Work with local School District partners to make arts and creative
opportunities available to youth.
Identify service agreement opportunities with arts, culture and
heritage organizations to include, youth and family arts policies,
programs and directions as part of their operating agreements with
the City and through other mechanisms such as strategic plans.
Encourage local business associations and other groups to create a
youth-friendly atmosphere through services, events and businesses.
OBJECTIVE 5.2
To create and develop ways to nurture and celebrate the
ambition, enthusiasm and talent of local children and youth
in the arts.
Supporting Actions:
Establish a cohort of 'arts champions': established artists, industry
experts and ‘household names/influencers’ to promote the value of
youth arts in the community.
With identified partners, explore the possibility of developing
a youth employment and/or volunteering initiative to increase
opportunities for young people to gain employment experience in
the arts and creative industries.
Establish and promote a calendar of young people’s and family arts
events to celebrate and showcase talent and encourage family and
community support and engagement.
Continue to carry out the City's Youth Arts Award and Youth Art
Show (juried show with prize).
Identify opportunities to share good practice in children and young
people's arts within the local cultural sector.
Work with potential partners such as key arts and culture
organizations; youth and children’s organizations, and the
local School District; to develop and implement a Young Arts
Ambassador’s program to encourage careers in arts and culture,
and peer engagement.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
OBJECTIVE 5.3
Increase Family Arts opportunities City-wide.
Supporting Actions:
Increase family arts and cultural programming at existing cultural
venues and underutilized venues.
Support the development of existing and new family arts- and
culture-based events and programs, and sites and spaces such
as: Farmers’ Market; Pickering Museum Village; Pop-Up hangouts
(beanbag chairs, materials to create art); Family reading/puzzles/
games night; Movies in the Park; etc.
Facilitate youth and families in capturing and expressing local
storytelling and historical events.
Integrate and align with key sub-plans such as the Pickering Museum
Village Strategic Plan, Art in Public Spaces Plan, and Recreation & Parks
Ten Year Plan.
OBJECTIVE 5.4
Sustain a youth and family arts sector and initiatives by
developing capacity in the community.
Supporting Actions:
Identify ways of financially supporting youth and family arts
programming and development, and involve local cultural leaders
and businesses in funding opportunities.
Follow best practice and success models for youth and family arts
initiatives and link with Youth Strategy implementation.
Increase local digital-based opportunities for young people to
engage with the arts.
Explore partnership and new grant opportunities, including
microgrants with First Nations, Urban Indigenous Peoples and
Artists, and Indigenous youth.
Collaborate with artists specializing in Performing Arts for Young
Audiences (PYA) to guide programming.
Develop an evaluation framework to assess progress and inform
future development of this strategic priority and ensure that
all art forms and heritage are included and represented in the
implementation and development of this strategic priority.
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Key Performance Indicators
Quantitative
Established cohort of 'arts champions' to promote the value of
youth arts in the community
Number of local digital-based opportunities for young people to
engage with the arts
Number cultural programs offered for youth
Total number of existing and new family arts- and culture-based
events and programs, and sites and spaces
Qualitative
Positive feedback that youth are active and involved in the arts as
participants and producers
Public perception that family arts opportunities abound
Reputation of an inspiring municipality that fosters artistic
expression and creation
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Ongoing Actions
The following are 'evergreen actions' from the City's previous Cultural
Plan, to be continued over the course of this Cultural Strategic Plan and
to be considered beyond 2036.
Increase the City’s role in supporting and networking cultural
groups within the community.
Identify a strategy to address transportation issues at venues that
host major cultural events. Consider transportation in the selection
and design of new venues.
Engage cultural groups in the development of strategies that
encourage resident cultural engagement between North and
South Pickering.
Maintain a Cultural Advisory Committee made up of staff, Council,
and community representation that champions the implementation
of the Cultural Strategic Plan.
Maintain a cross-departmental Corporate Cultural Plan Committee
to advance implementation of the Cultural Strategic Plan.
Provide internal and external training and professional
development opportunities to staff to enhance understanding of
cultural development. This professional development can help staff
stay informed on leading practices and identify whether they might
be appropriate to the Pickering context.
Ensure that cultural sites and assets are included in the platform or
equivalent data base.
Explore methods to encourage or remove barriers to the private
and non-profit sectors to building and operating small venues.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
2 Our Planning Context
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Our Planning Context
A Few Key Terms
What is Culture?
Culture is a broad term and relates to who we are and how we live when used
in a cultural development context.
What are the Arts?
The subdivision of culture, composed of many expressive and creative
disciplines. The term encompasses: visual and applied arts (e.g., painting,
printmaking, drawing, sculpture, crafts, pottery and ceramics, photography,
film and video), theatre, music, song, spoken word, literary arts and dance.
What is Cultural Development?
Cultural development is defined as strategic and integrated planning that
leverages a community’s unique cultural resources and assets for the social,
economic, environmental, and cultural benefit of the city and society.
Strategies may include, but are not limited to:
Investing in arts and cultural facilities (art galleries, museums, theatres,
concert halls etc.)
Producing public festivals and events, and programming arts and culture
activities
Implementing public art and creative placemaking initiatives (transformed
underused public spaces for creative or playful uses)
Attracting and supporting creative industries (film, television, publishing,
design, fashion, music, etc.)
Cultural Development
Community
Planning
Health/
Social
Programs
Tourism
Economic
Development
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Cultural
Resources
Creative Cultural Enterprises & Services
Radio & TV, sound
recording, publishing,
film & media, interior
design, graphic
design, architecture,
advertising and
public relations
Public Institutions
Libraries, community
centres, municipalities,
places of worship
Visual Arts
Painting, photography,
crafts, sculpture
Education
Art schools, incubators
& makerspaces,
post-secondary
school, elementary and
secondary schools
Built Heritage
Heritage buildings/
properties,
museums
Festivals & Events
Arts and culture
festivals & events, other
festivals & events with
arts and culture
components
Community Cultural Organizations
Arts & culture
and community
non-profits,
lndigenous
organizations, arts
and culture support
organizations
Spaces & Facilities
Formal venues
(theatres, performing
arts centres, galleries,
cultural centres,
museums),
occasional
venues
Natural Heritage
Parks and trails, gardens,
conservation areas
Intangible Culture
History, traditions & customs
(including Indigenous
intangible cultural
heritage & knowledge),
artistic expression, stories
Performing Arts
Theatre, dance, music,
circuses
Public Art & Installations
Public art
(sculptures, murals,
installations),
monuments
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Background
The impact of Canada’s arts and culture sector was an estimated $65 billion in direct contribution to Canada’s GDP and supported 1.1 million jobs
across the country in 2024.1
Arts and Culture play a strong role in placemaking, community building, tourism, and economic development. There are numerous direct and
indirect social and livability benefits resulting from cultural development.
Social Return on Investment
Builds community identity and pride
Improves residents’ sense of belonging and
place attachment
Builds interpersonal ties and promotes volunteering
Increases inclusion and celebrates diversity
Builds social networks
Enhances perceptions of safety and comfort
Reduces misconduct in high-risk youth, lowers crime
Relieves stress and helps well-being
Contributes to improved physical, mental, and
emotional health
Opportunities to support climate action and resilience
Economic Advantages
Each $1 invested in the cultural sector, provides ~$6 direct
return on investment and up to $12
Economic generator: induces spending as do their audiences
Fosters a creative scene that spurs economic growth in
creative industries
Fast-growing job categories
Cultural infrastructure projects generate economic activity
Critical to investment and attraction strategies: tourists,
businesses, new residents and investors
Outperforms traditional areas of Canada’s economy
These benefits have led to an understanding that cultural amenities and delivery are no longer a ‘nice to have’ or a ‘frill’ in local government.
Increasingly, cultural development is included in the core suite of municipal services offered to strengthen a community’s cultural identity and
grow its creative economy.
1 Statistics Canada
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Key Recent Achievements in
Pickering’s Cultural Development2
2021
• Received the Festival
& Events Ontario (FEO)
2021 Achievement
Award for Summer
Concert Series 2020.
• Received the Festival
& Events Ontario (FEO)
2021 Achievement
Award for Tree
Lighting 2020.
• Received the Festival
& Events Ontario (FEO)
2021 Achievement
Award for Artfest on
the Esplanade 2020.
2022
• CAO, Marisa Carpino
named one of
Canada’s Clean50
Award Honourees
(annual awards
program celebrates
Canada’s top leaders
in sustainability, and
is selected from 16
diverse categories
that transcend
industry, academia,
government,
thought leaders,
and advocates).
2023
• Pickering Museum
Village was recognized
Provincially by the
Ontario Museum
Association (OMA) as
one of the Awards of
Excellence recipients.3
2024
• Ranked 29 in Globe
and Mail’s ‘100 most
livable cities in
Canada’ and ranked
third in the Ontario
region category.
• Pickering City Centre
Farmers’ Market won
1st Place — ‘Diamond
Winner’ in the Ajax
Pickering Readers’
Choice Awards (6th
consecutive year the
City was recognized
in the Readers’ Choice
Awards ‘Best Farm
Market’ category).
2025
• Named 2025 Municipality
of the Year by Festivals
& Events Ontario (award
celebrates municipalities,
towns, and cities that
have demonstrated
exceptional commitment to
supporting and enhancing
festivals and events).
• City’s Cultural Fusion
Festival was named one
of the Top 100 Festivals &
Events in Ontario for 2025.
• Pickering Museum Village
received the Lieutenant
Governor’s Ontario Heritage
Award for Excellence
in Conservation for the
2024 restoration of the
log house and log barn.
2 https://www.pickering.ca/council-city-administration/awards
3 https://www.pickering.ca/news/posts/pickering-museum-village-receives-honourable-mention-for-ontario-award-of-excellence-in-exhibitions32
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
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Municipal Cultural Development Continuum
In keeping with leading
development practices,
the Municipal Cultural
Development Continuum
(Dr. Greg Baeker, Municipal
World) serves as a
framework for evaluation.
Pickering is currently
situated in a few of the
phases — including
Beautification Effort,
Economic Driver, and
Community Amenities.
1 Beautification Effort
Canadian municipalities became immersed in cultural planning in the post-war era
(Arts and heritage collections, Buildings, Monuments)
2 Economic Driver
Canadian municipalities became immersed in cultural planning in the post-war era
(Arts and heritage collections, Buildings, Monuments)
3 Community Amenities
Tackling urban issues and investment in community features
(Public art, festivals and events, tangible culture, arts, and heritage infrastructure)
4 Creative City
Integrated in urban planning, creative worker attraction
(Creative industries, cultural mapping, cultural districts)
5 Sustainable City
Culture as a quality-of-life value, social cohesion, social capital
(Cultural democracy, cultural vitality)
6 Intercultural City
Contributing to community outcomes and cultural identity
(Cultural democracy, (re)defining cultural meanings, intangible culture))
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
About the Project
The Durham Region and its municipalities are seeing significant
changes and demographic shifts. Pickering’s cultural sector is
expanding in tandem with rapid population growth and diversification.
With over one-third of its residents being immigrants, the city
demonstrates strong community engagement through festivals, public
art, and museum programs.
As a rapidly changing ecosystem, the City of Pickering developed three
strategic documents to collectively guide the next decade (2026–2036)
of Pickering’s arts, culture, museum and public art programs
and services.
Supported by a common vision, each plan is unique in their key
deliverables:
Cultural Strategic Plan (CSP)
This is the Primary Plan from which the two other supporting plans
flow that establishes the unified, city-wide vision and overarching
goals for arts and culture in Pickering.
Pickering Museum Village Strategic Plan (MSP)
Reflects the evolving role of Pickering Museum Village from a
pioneer village to a more diverse community hub and major
tourist destination.
Art in Public Spaces Plan (APSP)
Identifies opportunities for further growth and enhanced
integration of creative placemaking.
Input was gathered from City staff, community leaders, cultural interest
holders, and the general public to shape the unified vision that reflects
Pickering’s growing and diverse population, honours Indigenous
relationships, and supports inclusive, innovative cultural development.
mPri ary Plan
Cultural
Strategic
Plan
Guide s
Pickering
Museum Village
Strategic
Plan
Art in
Public Spaces
Plan
34
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Approach and Timeline
The development of the City of Pickering Cultural Strategic Plan involved a mix of desk research, interest holder and community engagement, and
strategy development.
The planning process unfolded through four phases, which was carried out in a condensed timeline by a large project team of consultants and the
City of Pickering CSP Working Committee, in order to meet the City’s goal for the Plan’s adoption that was anticipated for July 2026.
PHASE1
August–October 2025
Project Initiation,
Internal Consultation and
Situation Analysis
PHASE2
October 2025–January 2026
Community Consultation
& Strategic Theme
Development
PHASE3
January–June 2026
Draft Plan(s)
Development and
Validation
PHASE4
July–September 2026
Final Consultation &
Plan(s) Finalization
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
36
Planning Context
Local Context
✓Taken over by regional plans
✓Rapid population growth
✓Ethno-cultural diverse urban setting
✓Rapid growth within the City itself (transition)
✓Lack of wrap around cultural amenities
(e.g., restaurants; assets such as performance spaces)
✓Built heritage in decline
✓Shifting community identity
✓Farm heritage loss
✓2000s Pickering begins its own development plan
✓Complete community: Northeast Pickering Secondary
and Seaton Development
✓Economic outlook — Federal and Provincial funding in
decline for cultural development — no 'new money'
Drivers
✓Truth and Reconciliation calls to action and new
CMA policies
✓Move from 'bedroom' community identity
✓Major cultural sector shifts
✓Arts organizations in increasing precarity
✓Lack of focused identity/narrative
✓Need for 'cultural destination'
✓Major film/destination/scene
✓Need for gathering spaces at different levels of scale
✓Introductory public art portfolio
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Community and Regional Profile
Pickering is a rapidly growing city on the shores of Lake Ontario, located within Durham
Region and the traditional territory of the Mississaugas of Scugog Island First Nation
and other Williams Treaties signatories. The city’s population is forecasted to grow
significantly in the coming decades (85% by 2042). The Seaton development alone is
expected to bring 70,000 new residents and 35,000 jobs, and the Northeast Pickering
Secondary Plan adding another 40,000 residents and 10,000 jobs.4
Pickering’s economy is diverse, balancing longstanding sectors with emerging
industries. Established strengths include energy,5 advanced manufacturing,6 logistics,
and information technology, which are anchored by major employment lands like
the 800-acre Innovation Corridor,7 and industrial hubs. Major infrastructure moves,
including widening Highway 7,8 and the permanent removal of 407 East tolls,9 further
support goods movement and investment. The energy sector remains a flagship:
the Pickering Nuclear Generating Station’s proposed refurbishment is projected to
contribute ~11,000 jobs per year and $19.4 billion to Ontario’s GDP over 11 years.10
Protected landscapes (such as Rouge National Urban Park and the Duffins Rouge
Agricultural Preserve) strengthen Pickering’s natural appeal. Tourism and entertainment
are accelerating through Durham Live11 and the recently opened Porsche Experience
Centre Toronto.12 The city also benefits from a strong regional education and talent
pipeline, drawing on 11 nearby universities and colleges.13 Many residents express a
want for growth to be balanced with livability – ensuring infrastructure, transit, and
green spaces keep pace with density.14
4 https://www.pickering.ca/media/glfdepvo/accessible_pickering_profile-_doc.pdf
5 https://www.opg.com/communities/host-communities/southern-ontario-durham
6 https://www.pickering.ca/news/posts/wonderbrands-innovation-business-park-to-rise-in-pickering
7 https://issuu.com/breezepublishing/docs/pm0011_-_your_city_issue_3-final?fr=sN2Q5MTQ1NDU1NjU
8 https://news.ontario.ca/en/release/1004430/ontario-expanding-highway-7-from-pickering-to-markham
9 https://news.ontario.ca/en/release/1005909/ontario-permanently-cutting-the-gas-tax-and-taking-tolls-off-highway-407-east
10 https://www.pickering.ca/media/glfdepvo/accessible_pickering_profile-_doc.pdf
11 https://www.dlive.ca
12 https://www.porsche.com/canada/en/experience/toronto
13 https://www.pickering.ca/media/rbfecesi/final-pickering-infographic-web.pdf
14 https://www.pickering.ca/media/in3cw5bm/final-appendix-c-pickering-forward-online-survey-pic4-acc.pdf
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
15 Statistics Canada
Census Profile (2021)15
POPULATION
99,186
FAMILY/HOUSEHOLD COMPOSITION
Average family
size of 3
MEDIAN AGE
40.9 years
65+
RESIDENTS OVER AGE OF 65
16.6%
(16,430 people)
EDUCATION
38.1%
of people aged 25 to 64 had a
bachelor’s degree or higher
SPEAK A LANGUAGE OTHER THAN ENGLISH AT HOME
>50%
Most common languages:
Urdu
Tagalog
Persian
Mandarin
Arabic
INDIGENOUS IDENTITY
1.1%
(1,065 people)
VISIBLE MINORITY IDENTITY
51%
of residents
South Asian (21.2%)
Black (11.4%)
Filipino (4.1%)
Chinese (3.0%)
Southeast Asian (2.1%)
IMMIGRANT IDENTITY
36.3%
(35,780 people)
38
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Linkages to City Planning Initiatives
To align planning efforts with parallel and intersecting initiatives, the City of Pickering
Context and Engagement Report identified key policies, plans, strategies, and practices that
align with existing plans and strategies.
Overall, the City of Pickering supports cultural development through the strategic
integration of arts and cultural considerations in some high-level planning documents.
An increased profile of culture, including museums and art in public spaces, could help
enhance the ‘culture for culture’ in Pickering.
Pride of Place
“The aim of creative city-making is to think of
your City as a living work of art, where citizens
can involve and engage themselves in the
creation of a transformed place.”
— Charles Landry,
Creative and the City: Thinking Through the Steps
Linkages to City Planning Initiatives
Corporate
Strategic Plan 2024–2028
Cultural Strategic Plan
Equity,
Diversity and Inclusion Strategy
2025 Asset Management
Plan
Community Safety & Well-Being Plan
Official Plan
Economic Development
Strategy
Housing Strategy and
Action Plan
Bylaw 5495/99 Parks
Graffiti Bylaw
No. 6711/06
5 Year
Accessibility Plan 2021–2025
Recreation & Parks
Ten Year Plan
Public Art PlanPublic Art Policy
Community
Visitor Plan 2024–2027
Pickering Museum Village
Multi-Year Accessibility Plan
2023–2025
Pickering Museum Village Strategic Plan
Integrated Transportation
Master Plan
Metrolinx 2041 Regional Transportation
Plan
Regional Official Plan
Durham Region Community
Safety and Well-Being Plan
Durham Region’s
2025–2035 Strategic Plan
Durham Transportation
Master Plan
City Centre Transportation
Master Plan
(Draft: September
2025)
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Broader Cultural Sector Context
This section includes a summary of the major trends that contribute to a complex and evolving cultural landscape – a detailed overview is outlined in
the City of Pickering Context and Engagement Report.
In broader context, important trends in Canada’s cultural industry will continue to have a
significant influence on arts and culture development for the foreseeable future.
Truth and Reconciliation
Calls to Action
Rapid Scale Prototyping
to Respond to
Community Issues
Festivals and Events,
Participatory Experiences
Justice, Equity, Diversity &
Inclusion (JEDI)
Accessibility Arts
Family
Arts
40
Creative Placemaking and
Co-Activating Spaces
Lifecycle of
Arts Organizations
New Approaches to
Art Making (at odds with
funding models)
Climate Crisis
(e.g. wildfires, floods,
hurricanes)
Interpretative
Assistance
New Operating Models
(e.g. Epoch model)
Generational
Considerations
COVID-19
Recovery
Digital
Strategies
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
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Summary of Major Cultural Sector Trends
1 Broad Societal and Global Pressures
The climate crisis and the role arts and culture plays in
mitigating climate change.
The role of technology and changing nature of work through
artificial intelligence (AI).
The affordability crisis; cost of living and cost of art-making/
creative spaces are too high.
Economic and political instability; tariffs’ impacts on Canadian
cultural imports/exports.
2 Policy, Funding, and Structural Shifts
Scaled-back corporate sponsorships and art in public
spaces funding.
Lifecycle of arts organizations: many arts organizations are
having difficulty moving to an established phase or shifting
to a turnaround mode after a period of gradual decline.
New operating models for arts organizations that are more
entrepreneurial in nature.
Further capacity-building within community groups,
supporting grassroots community-driven programming,
shifting a City’s role to be more of a facilitator and convener
(rather than a direct-supplier of services).
3 Equity, Diversity, Inclusion, and Accessibility
(EDIA) and Reconciliation
Upholding Calls to Action of Truth and Reconciliation
(specifically #67 and #70, which directly call up the Canadian
Museums Association and Canadian Association of
Archivists).
Innovations in D/deaf, and Disability arts and accessibility to
the arts.
Creating safer and more inclusive spaces for community
dialogue through the arts (e.g., social-change arts practices).
4 Audience Trends and Cultural Participation
Festivals are struggling to rebuild audiences; challenges in
funding, climate change adaptation, and safety concerns.
Shifting from passive consumption of arts and culture to more
participatory arts experiences.
Generational shifts in arts audiences and increased arts
experiences for families
Outdoor arts, creative placemaking and co-activations
of spaces.
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Summary of Museum and
Heritage Trends
Important trends and significant changes have taken place in the
heritage sector in Canada that will continue to challenge the meaning
and role of museums and heritage sites. These trends include:
1. Policy, Funding, and Structural Shifts
Recommendations and museum standards for implementing
UNDRIP and supporting Indigenous self-determination in
museums outlined in Moved to Action: Activating UNDRIP in
Canadian Museums.16
Updated National Museum Policy from 1990 with five key themes.17
1. Role of heritage institutions in society
2. Financial sustainability and resilience
3. Advancing reconciliation with First Nations, Inuit and
Métis peoples
4. Embracing equity, diversity and inclusion
5. Preservation and access as core functions
Governments across Canada are implementing laws and regulations
that consider traditional measures of accessibility.
Shifts in funding to balance support for emerging and equity-
deserving organizations.
Increase in austerity budgets amid growing economic uncertainty
with lower levels of funding overall.
Organizations seeking more support from private philanthropy,
diversified revenues, and niche investment streams.
2. Evolving Role Within a Community
No longer solely spaces of preservation.
Museums are expanding to include services to “drive social
innovation, embrace new technologies and foster inclusive
communities.” (ICOM, 2025)
Responsibility to transform deeply colonial institutions to break
down the barriers that exist for equity-deserving individuals to
share their stories, in the efforts to heal from collective trauma.
Storytelling remains the main means of impactful visitor experience.
3. Sustainability and Advocacy
Digital interactives, augmented reality, and immersive technologies
can be resource-heavy and challenging for non-technical staff to
maintain, and risk becoming dated or unsustainable.
Museums are reckoning with their own carbon footprint and
emergency response readiness, while grappling with the growing
risk to collections due to climate disasters, crises, and conflicts.18
Many museum facilities require urgent upgrades to meet modern
environmental standards.
Opportunities for increased return on investment (ROI)
and economic impact through authentic experiences and
place-based storytelling.
Canadian organizations are increasing advocacy work in response
to pressures that put heritage at risk.
“A museum is a not-for-profit, permanent institution in the service of
society that researches, collects, conserves, interprets and exhibits
tangible and intangible heritage. Open to the public, accessible and
inclusive, museums foster diversity and sustainability. They operate
and communicate ethically, professionally and with the participation
of communities, offering varied experiences for educa”tion,
enjoyment, reflection and knowledge sharing.
— International Council of Museums (2022)
16 https://museums.ca/uploaded/web/TRC_2022/Report-CMA-MovedToAction.pdf
17 https://www.canada.ca/en/canadian-heritage/campaigns/renewal-museum-policy/what-we-heard.html
18 https://museums.ca/site/reportsandpublications/museonline/winter2022_weatheringstorms
42
Summary Art in Public Spaces Trends
The following trends demonstrate the necessary shifts municipalities
are making in order to keep art in public spaces relevant and
sustainable:
1. Funding and Processes Shifts
Cities are moving beyond single-source funding to strengthen and
stabilize art in public spaces investment.
Dedicating a small percentage of major capital budgets to build
flexible reserve funds for long-term planning (rather than tied to
specific projects).
Increasingly dedicating funds to preserve, conserve, and repair
growing collections to ensure longevity and public trust.
Moving beyond traditional juries with new selection models that
include community voting, artist-in-residence programs, and
participatory processes that build engagement.
Cities are creating layered programs that ensure art in public spaces
thrives at multiple scales and contexts.
2. Innovative and Accessible Design
Experimenting with digital platforms, mobile exhibitions, and
interactive displays to increase public access to municipal
art collections.
Pop-up, time-limited, and experimental works are on the rise,
creating dynamic experiences that respond to contemporary issues
and community interests .
Accessibility is being prioritized to ensure works are inclusive across
physical, sensory, and cultural dimensions so that all residents
can engage.
Expanding beyond traditional bronze sculptures to
enhance the inclusivity, impact, and sustainability of art in
public spaces initiatives.
Now often incorporates ecological values — using sustainable
materials, regenerative practices, and designs that respond to
environmental priorities.
Art in public spaces is a more inclusive term that
captures a comprehensive image of creative and
artistic possibilities such as murals and statues, but
also performance-based work, artistic programming,
and creative placemaking.
More than just aesthetics, art in public spaces is a
tool that is used by municipalities to respond to
global population shifts, environmental fluctuations,
and the increased complexity of civic issues.
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3 What We Heard:
Engagement Summary
Our Process
Following the project’s Community Engagement and Communications
Framework, the Consulting Team engaged with City staff, community
interest holders, and the broader Pickering community to develop the
Cultural Strategic Plan and related Pickering Museum Village Strategic
Plan and Art in Public Spaces Plan.
The process prioritized ensuring that voices that may not typically be
heard during large-scale engagement events were sought out, leading
to engagement with the Indigenous Relationship Building Circle,
Pickering Anti-Black Racism Task Force, and High School and Youth
Consultants. Engagement activities were designed to ensure impactful
public consultation on the future vision of cultural development,
including museums, heritage, and art in public spaces in Pickering.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Engagement Activity Who was engaged? Dates
# of Attendees
or # of Activities
Workshop Senior Management September 22, 2025 8 departments
Workshop Interdepartmental Staff September 22, 2025 2 sessions
Interviews Agency and Opinion Leaders September 25, 2025–October 9, 2025 6 Interviewees
Community Questionnaire General Public October 31–December 20, 2025 635 responses
Open House General Public November 12 and 13, 2025 4 open houses
Workshop Art in Public Spaces Focus Group November 14, 2025 8 participants
Workshop Museum and Heritage Focus Group November 14, 2025 12 participants
On-site Sessions High Schools and Youth November 20, 21, 28, 2025 ~ 900 students
Relationship Building Circle Indigenous Communities November 25, 2025 7 participants
Workshop Pickering Anti-Black Racism Taskforce January 8, 2026 5 participants
Workshop Pickering Museum Village Staff January 14, 2026 10 participants
46 46
Engagement at a Glance
WORKSHOPS
Senior
Management
September 22, 2025
8
departments
Interdepartmental
Staff
September 22, 2025
2
sessions
Art in Public Spaces
Focus Group
November 14, 2025
8
participants
Pickering Anti-Black
Racism Taskforce
January 8, 2026
5
participants
Pickering Museum
Village Staff
January 14, 2026
10
participants
Museum and Heritage
Focus Group
November 14, 2025
12
participants
INTERVIEWS
Agency and
Opinion Leaders
September 25, 2025–October 9, 2025
6
interviewees
ON-SITE SESSIONS
High School
Youth
November 20, 21, 28, 2025
~845
students
COMMUNITY
QUESTIONNAIRE
General Public
October 31–
December 20, 2025
635
responses
OPEN HOUSE
General Public
November 12 and 13, 2025
6
open houses
RELATIONSHIP
BUILDING CIRCLE
Indigenous
Communities
November 25, 2025
4
attendees
Analyzing
Engagement Data
With the sizable amount of
engagement inputs, the Consultant
Team analyzed data and generated
key themes by:
Creating engagement
questions, process, and design
based on identified themes
to help direct and focus
participant discussions
Reviewing and validating early
themes with the City and key
interest holders
Grouping similar content from
comments and reporting back
to participants at sessions once
input was received
Asking community
questionnaire participants to
rank resonating ideas/themes
to prioritize for the vision and
strategic priorities
Transcribing and coding
the data to key themes that
was subject to project team
discussion, sensemaking,
validation, and synthesis
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Key Engagement Findings
The following sections summarize key findings from the different engagement activities.
City of Pickering Staff Sessions
Senior team acknowledged culture’s role in enhancing community
identity, placemaking, and civic pride, while also underscoring the
need to safeguard existing cultural assets.
Staff articulated aspirations for expanded programming,
new performance venues, and stronger visibility of cultural
offerings, alongside big ideas, such as artist live/workspaces and
neighbourhood-level activation.
Rooting new developments in local heritage, identifying key
art in public spaces sites and placemaking opportunities, and
sustaining the City’s progress in museum programming and
heritage interpretation.
Pickering has built a solid foundation of cultural services and assets,
supported by strong leadership and staff collaboration.
Simultaneously, there is a shared recognition that the City is at a
critical inflection point — needing to balance financial realities with
ambitious goals for growth, inclusivity, and civic identity.
Agency and Opinion Leader Interviews
Strong optimism about Pickering’s cultural potential and
underscored the need for more coordinated governance,
sustainable funding, and authentic community engagement.
Pickering’s rapid demographic growth, diversity, and strong civic
leadership are key cultural assets.
The Dorsay Community & Heritage Centre was identified as a
transformative opportunity to link heritage, community, and
contemporary culture.
Success will rely on sustainable operational models, cross-
departmental collaboration, and the integration of culture with
tourism and economic development.
CITY OF PICKERING | CULTURAL STRATEGIC PLAN48
Community Questionnaire
Respondents enjoy several aspects of culture in Pickering (including
opportunities to connect with neighbours and family through
programming, existing public art, greenspace, programming, and
intercultural opportunities) and were active participants in arts,
culture, and museum/heritage offerings within the last three years.
Local access to arts, culture, and heritage is important and there is a
need to increase access and awareness of arts, culture, and heritage
experience across neighbourhoods and hamlets.
Mixed opinions on whether they felt that current arts, culture,
and heritage offerings reflect Pickering’s changing and
diverse population.
There is an appetite for outdoor gathering spaces and large,
dedicated cultural spaces or facilities.
Peer to peer channels (such as social media), as well as community
posters/word of mouth, were the most common methods
respondents used to learn about arts, culture, and heritage.
Local news/media, city communications, and library event listings
and posters were also commonly used.
“Pickering already has a great foundation in
arts, culture, and heritage, and I hope to see
continued investment in programs and events
that are inclusive, family-focused, and reflective
of the city’s growing diversity.”
Open Houses
Strong desire for increased arts and culture
programming options and awareness of culture in
the community.
There is a need for the Cultural Plan to encourage
diversity that is representative of Pickering’s
population through events that encourage
interculturalism.
Affordability and availability of arts and culture
were mentioned repeatedly, particularly in terms of
affordable or free spaces to enjoy culture.
Help us determine the future of Pickering’s culture, museum and art in public spaces
offerings and services!
How can the City of Pickering create a more vibrant
arts and culture scene—what’s your vision?
What are your top priorities for
arts and culture in Pickering?
WANT TO SHARE MORE? Scan the QR Code or visit us at letstalkpickering.ca/culturalsp to learn more about our upcoming engagement opportunities.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN50 51
Focus Groups
Museum and Heritage Summary can be found in the Pickering Museum
Village Strategic Plan.
Art in Public Spaces Summary can be found in the Art in Public
Spaces Plan.
High School Youth
Focus on maintaining and improving the quality of the community
gathering spaces (e.g., local mall) that encouraged their ability to
gather with their friends.
Had an interest in developing an activated public realm and overall
community vibrancy.
Valued having access to nature, outdoor arts opportunities (such as
festivals and other public celebrations), and spaces to showcase 'the
quiet nature of the City' was important.
Expressed more cultural and entertainment facilities that welcome
younger audiences was important to them.
Indigenous Relationship Building Circle
More opportunities for showcasing Indigenous arts, performance
and heritage, including a space for Powwows.
Need for improved communication tactics from the City to inform
Indigenous participants on cultural goings-on.
More inclusive engagement methods are needed in order to
include Indigenous participants in cultural offerings.
Improved municipal systems and policies (i.e., event planning,
finance and insurance) are needed in order to gain trust with local
Indigenous groups, especially artists.
Support employment and funding opportunities for Indigenous
youth to work in cultural sector.
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Equity must be embedded in cultural budgeting, with funding
and grants designed to be accessible to smaller and grassroots
community groups.
Clearer procurement pathways are needed so community
organizations and artists can better understand and participate in
calls for artists, RFPs, and City processes.
City staff capacity and liaison support are critical to successfully
connect community groups with resources, policies,
and procedures.
Museums and cultural institutions should strengthen their
community presence, engage contemporary audiences, and
participate more visibly in community events.
Local cultural heroes and underrepresented voices should be
celebrated through public art, storytelling, and visible interventions
across public spaces.
Art in Public Spaces should be used as a tool for dialogue,
community engagement, and reflection of Pickering’s diverse
cultural identity.
Consistent and accessible communication is essential, so residents
are aware of cultural initiatives, events, and opportunities
to participate.
Evaluation and feedback loops with the community must be
ongoing, with KPIs and metrics embedded into both projects and
City cultural processes.
Cultural development should focus on sustainability, moving from
initiation to refinement, stabilization, and long-term maintenance
of initiatives.
Pickering Museum Village Staff Session
Summary can be found in the Pickering Museum Village Strategic Plan.
Overall Major Themes
Across all engagement activities, participants consistently identified
Pickering as being at a pivotal stage in its cultural evolution, shifting
from a period of capacity-building toward one of identity definition.
Major themes include:
Emphasizing the role of arts, culture, and heritage in placemaking
and identity formation as Pickering intensifies and transitions
beyond a bedroom community.
Strong demand for additional cultural venues, facilities, and
gathering spaces, particularly within the City Centre and other
growth areas.
Broad enthusiasm for expanded cultural infrastructure,
programming, and access — prioritizing strategic locations and
phased delivery.
Reducing barriers to participation through improved
transportation, geographic distribution of facilities, and awareness
of cultural offerings.
Interest in cultural approaches that enhance inclusion and
belonging (including low-cost and low-barrier opportunities,
diverse representation, and more participatory, community-
engaged models of cultural development).
Need for a Cultural Strategic Plan that is phased, practical, and
grounded in realistic assessments of organizational capacity and
long-term sustainability, rather than short-term ambition.
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4 Moving Forward:
Role of the City and Implementation
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN54
Moving Forward: Role of the City and Implementation
An Implementation Framework will be used by City of Pickering Staff to
guide the implementation of the Actions listed under each strategy and
objective. Continued community participation will ensure the strategy
may be assessed, adapted, and revised in response to changing needs
of Pickering’s ecosystem.
This Cultural Strategic Plan, along with the Pickering Museum Village
Strategic Plan and Art in Public Spaces Plan, may be enhanced to honour
what we learn and will keep the City accountable to our commitments.
Year 1 Implementation
The support of an internal working group (1-2 members) is
recommended for the first year to guide staff in furthering their
understanding of municipal cultural development, art in public
spaces, and current museum and heritage practices; embodying the
plan; transferring the actions into operations level; and integrating
cultural development into the work of the City.
Focus on professional development across all three areas (cultural
development, art in public spaces, and museum and heritage
practices), while integrating these plans more holistically across the
three functions within the City to diminish the work along staff lines
and minimize siloes.
Create an interdepartmental working group to encourage cultural
development at a strategic level within City hall.
Convene regular Community Cultural Roundtables to build up
capacity out in the community, share knowledge, and connect
with arts and cultural workers, and to identify opportunities for
collaboration with community.
Bring cultural development collaboration and partnership to a
regional level by meeting with peers in Durham Region on a regular
basis to share practices and identify opportunities for partnership in
cultural development delivery.
Work towards an arts and culture campaign supported by a
communications and engagement strategy to make arts and
culture offerings more visible to the community.
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Role of the City and Continued Engagement
Continuing to promote and widely share the elements of the Cultural
Strategic Plan is essential to achieving the goals and addressing the
strategic priorities of this plan.
The Plan denotes specific actions to further foster communication and
collaboration among arts, culture and heritage groups and with other
sectors. Communication and engagement opportunities to share the
plan should include but are not limited to:
1. A launch event with community partners to build awareness
around the plan and its directions.
2. A Communications Strategy outlining updates, announcements and
articles to local media and the public, including leveraging social
media sources among partner groups.
3. Releasing updates through a regular newsletter and other
distribution lists.
4. Linking with community events throughout the calendar year to
carry out creative engagement activities related to the plan.
5. Hosting Cultural Leadership Roundtable meetings and an Annual
Cultural Forum.
The associated Action Plan (or Implementation Framework) will provide
guidance for essential implementation items including:
Roles and Responsibilities
Communications and Ongoing Engagement
Priority-setting and Timelines
Metrics/KPIs
Resource Considerations
S
Specific
M
Measurable
A
Achievable
R
Relevant
T
Time-Bound
CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Acknowledgements
The arts and creativity are vital components of a well-rounded and
fulfilling life for Pickering residents. The Cultural Strategic Plan 2026-
2036 weaves a path across the community and impacts health, well-
being, and fulfillment of Pickering’s residents and visitors. The creation
of the plan has been a truly community-wide endeavour with many
enthusiastic and knowledgeable participants.
A sincere thanks to all community members who attended
sessions and contributed to the making of this plan, including the
leadership of City Council and staff.
We are grateful to the Indigenous Relationship Building Circle, the
Anti-Black Racism Taskforce, and the Cultural Advisory Committee
for the opportunity to listen and learn from them in their sharing of
priorities and needs for the plan.
Thank you Mayor and Members of Council.
Thank you to City Staff: Marisa Carpino, Chief Administrative Officer;
Laura Gibbs, Director of Community Services; Kyle Bentley, Director,
City Development & CBO; Kevin Heathcote, Director, City Infrastructure;
Jennifer Eddy, Director, Human Resources; Susan Cassel, City Clerk;
Anthony Jagdeo, Senior Project Manager, Digital Services; Vince Plouffe,
Division Head, Facility Management & Construction; Marilou Murray,
Manager, Community Services Administration & Strategic Initiatives;
Krystal Roberts, Manager, Cultural Services; Karen Coleman, Manager,
Recreation Services; Richard Holborn, Director, Engineering Services.
Thank you to the Cultural Strategic Plan Staff Committee and
the community engagement team: Victoria Karakian, Supervisor of
Museum Services; Cris Farrell, Supervisor of Cultural Services; Kim Bradley,
Special Advisor, Community Initiatives; Ellen Tayles, Curator, Public Art;
Nicole Hann, Coordinator, Public Affairs & Corporate Communications;
Shelby Misreelal, Communications Coordinator; Azeem Shah, Senior
Advisor, Creative Industries & Tourism; Matthew Somerville, Senior Planner
Heritage; Arnold Mostert, Manager, Landscape and Parks; Dan Finn,
Manager, Parks & Property; Andrea Dufresne, (Acting) Supervisor,
Recreation Services; Justine Wallace, Supervisor, Equity, Diversity &
Inclusion; Amanda Hill, Fire Inspector; Shobha Oza, Director, Engagement
and Client Experience, Pickering Library.
Finally, the Cultural Strategic Plan, alongside the Pickering
Museum Village Strategic Plan and the Art in Public Spaces
Plan, was guided by Patricia Huntsman, Principal of Patricia
Huntsman Culture + Communication, and a multidisciplinary
team of cultural development, communications, public art, and
museum professionals: Justine Bochenek; Em Cussen; Laurel Lawry;
Erin McDonald; Bridget MacIntosh; Sagan MacIsaac; Amanda McCulley;
and Juan Tanus.
patriciahuntsman.ca
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Appendices
Appendix A: Glossary of Terms
Arts
A subdivision of culture, composed of many expressive and creative
disciplines. The term encompasses: visual and applied arts (e.g.,
painting, printmaking, drawing, sculpture, crafts, pottery and ceramics,
photography, film and video), theatre, music, song, spoken word,
literary arts and dance.
Capacity-Building
The process of developing and strengthening the skills, resources, and
systems an organization needs to better achieve its purpose.
Community Activations
Fun and interactive engagement activities that use arts-based methods
(e.g., drawing, colouring, making, and gamifying) to brainstorm a
shared vision and strategic priorities for a plan. Community Activations
can be a mix of temporary and permanent installations, ranging from
activities such as a family-friendly 'chalk party,' to community bench or
mural painting.
Community Working Group
Groups that contribute to the development of a strategy and are often
composed of multigenerational and multicultural members mirroring
the local ecosystem and the various aspects of life in the community.
Includes key arts and culture partners, equity-deserving groups,
business owners, tourism and related sector partners.
Creative Community
Communities where the local government considers urban investment
in culture and creativity significant to prosperity and quality of
life. These are municipalities where creative and cultural activity is
considered important to the community’s quality of place, and to
help reclaim and revitalize neighbourhoods. In creative communities,
local government enables more innovative thinking and problem
solving across all departments and sectors of the economy to shape
a community’s identity in the face of increasing competition for
talent, investment, and recognition. Creative and cultural activity is
supported as a powerful vehicle for community development and
engagement, providing opportunities for economically disadvantaged
neighbourhoods and social groups. These communities represent
a new generation and an evolving model for community planning
and culture.
Creative Economy
An economy driven by ideas, innovation, knowledge, diversity,
collaboration, and creativity. It encompasses the creative industries
in which ideas and intellectual property produce value and generate
wealth. It represents an aggregation of a complex collection of
industrial and creative service sectors including design, media,
advertising, film, music, performing arts, publishing, and interactive
software development.
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Creative Ecosystem
The interconnection of cultural resources in a community. The arts
function as a part of a larger network of industries with each cultural
resource playing an important role in shaping the city’s arts and
culture scene. Facilities, spaces, festivals, makers, artists, designers, arts
organizations, tourism, and business all interact with and rely on each
other to support the well-being and vitality of a vibrant city.
Creative Placemaking
A collaborative approach to improving public spaces by using arts,
culture, and creativity to reflect community identity, meet local needs,
and drive positive change and growth.
Culture
The arts, multiculturalism, and heritage resources and activities as
practiced and preserved in a community. These practices reflect the
beliefs, experiences, and creative aspirations of people in a specific
geographic and/or political area.
Cultural Development
Strategic and integrated planning that leverages a community’s unique
cultural resources and assets for the social, economic, environmental,
and cultural benefit of the city and society. Strategies may include, but
are not limited to:
Investing in arts and cultural facilities (art galleries, museums,
theatres, concert halls etc.)
Producing public festivals and events, and programming arts and
culture activities
Implementing public art and creative placemaking initiatives
(transformed underused public spaces for creative or playful uses)
Attracting and supporting creative industries (film, television,
publishing, design, fashion, music, etc.)
Equity, Diversity, Inclusion, and Accessibility (EDIA)
Equity strives to ensure fairness in how people are treated with
respect to t he unique circumstances that shape their lives and
access to resources and/or opportunities. This includes accounting
for historical factors that have resulted in discrimination and
disadvantage for various groups, such as experiences of colonialism
and enslavement of Indigenous and Black communities. Equity
recognizes that these forms of oppression have, over time,
contributed to the marginalization of these communities in
ways that have deprived them of fundamental resources and
opportunities needed to thrive in the world.
Diversity recognizes that a community is comprised of individuals
with unique and differing identities that influence how they
experience the world around them for better or for worse. These
identities can be defined by such categories as age, sex, gender,
race, ethnicity, ability, income, employment, and many others.
Notably, the Ontario Human Rights Code enumerates 17 protected
grounds that prohibit discrimination against individuals in the areas
of employment, housing, services, unions and ovational association
and contracts (Ontario Human Rights Commission, 2024), which
signifies a legislated responsibility to protect diverse identities. It
must be recognized that people have multiple and intersecting
identities — the variations and combinations of which can result in
power and privilege for some and disadvantage for others that can
themselves change in different situations.
Inclusion builds upon diversity and strives to ensure that
community members feel a sense of belonging and are able to fully
participate in society. Inclusion is about ensuring that individuals
can bring their whole and authentic selves to a place and feel
welcomed, valued and empowered.
Accessibility means that everyone — with varying abilities — has
the right to participate fully in society. It can also be understood as
“a set of solutions that empower the greatest number of people to
participate in the activities in question in the most effective ways
possible” (UNESCO, 2021). In the arts and culture sector, accessibility
refers to the quality in which cultural experiences and activities
can be fully participated in, experienced, and enjoyed through the
practice of removing physical, technological, financial, sensory, and
social barriers for individuals of all abilities and backgrounds.
Heritage
Resources include artifacts and architecture, historic and prehistoric
resources, and archival and interpretive material and activity. Significant
objects and structures are protected by legislation distinguishing
between items that are merely old and those deemed valuable
according to notable public aesthetic, educational, and social
significance.
Interculturalism
Support for cross-cultural dialogue.
Multiculturalism
Respects all cultural and/or racial groups in a society equally, affording
all the same rights and opportunities.
Sounding Boards
An engagement tool utilized for collecting both passive and active
insights from the general public and to generate excitement for
the project. Interactive and suitable for participants of all ages and
backgrounds. Often include a QR code or website URL for participants
to learn more information about the project and other engagement
opportunities.
Appendix B:
City of Pickering Context and
Engagement Report
Context Report and Engagement Report available upon request and
will be shared on the City’s website once the plan is finalized.
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CITY OF PICKERING | CULTURAL STRATEGIC PLAN
Pickering Museum Village Strategic Plan
DRAFT Attachment 2 - Report CS 15-26
CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Land Acknowledgement
We acknowledge that the City of Pickering resides
on land within the Treaty and traditional territory
of the Mississaugas of Scugog Island First Nation
and Williams Treaties signatories of the Mississauga
and Chippewa Nations. Pickering is also home to
many Indigenous persons and communities who
represent other diverse, distinct, and autonomous
Indigenous nations. This acknowledgement reminds
us of our responsibilities to our relationships with
the First Peoples of Canada, and to the ancestral
lands on which we learn, share, work, and live.
Contents
1 Key Takeaways .............................................................................................................................................................
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2
The Moment 3
Connecting Relevance to Resilience 4
Cultural Strategic Priorities & Goals 9
Pickering Museum Village’s Role within these Priorities 10
Vision 12
Mission 12
Mandate 12
Our Drivers and Values 12
Guiding Principles 13
Pickering Museum Village Key Objectives 15
Objective 1: Sharing identities, histories, and stories
of place 16
Objective 2: Future-ready, well-maintained practices 18
Objective 3: Belonging, access, and life-long
creative-based engagement 20
Objective 4: Ensuring sustainable activity 22
Ongoing Actions 24
2 How Did We Get Here? .........................................................................................................
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A Period of Transition and Investment 26
Shifts in Museum Practice 27
A Productive Tension 28
Alignment with the City’s Cultural Vision 28
Why this Plan Now 29
3 What We Heard 30
Engagement Overview 32
Engagement at a Glance 33
Cross-Cutting Themes 34
4 Pickering Museum Village’s Role Moving Forward 38
Acknowledgements 40
Appendices 41
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1 Key Takeaways
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Key Takeaways
The Moment
Over the past several years, the City of Pickering has invested
significantly in cultural infrastructure, professional museum practices,
and site renewal. Historic buildings have undergone structural
rehabilitation, new collections storage and conservation capacity
has been established, and key facilities have been repositioned to
meet provincial standards. These investments have strengthened the
foundation of Pickering Museum Village (PMV) and positioned it for
long-term sustainability.
At the same time, professional museum practice across Canada
continues to evolve. Heritage institutions are shifting from object-
centred, authority-driven models toward inclusive, community-
engaged approaches grounded in shared storytelling, reconciliation,
accessibility, and visitor-centred learning. Community expectations
have evolved alongside these shifts. Residents increasingly seek
participatory, authentic, and meaningful cultural experiences that
reflect diverse histories and contemporary identities.
Within this context, PMV has experienced a productive but
unresolved tension:
How does Pickering Museum Village
balance its responsibility as a steward
of collections and historic buildings with
its role as an experience-driven cultural
destination for families, youth, and
lifelong learners?
This strategic plan responds to that question.
It affirms that stewardship and visitor experience are not competing
priorities, but must be intentionally integrated. It clarifies PMV’s
primary purpose within Pickering’s cultural ecosystem and establishes
a framework for how collections, buildings, land, programs, and
community relationships work together to strengthen place-based
identity and belonging.
Pickering Museum Village also has the potential to play several
complementary roles within Pickering’s broader cultural ecosystem.
These roles extend PMV's impact, positioning it as a civic, social, and
educational asset, supported by an evolving network of storytelling
and heritage placemaking that will develop at locations throughout
Pickering, enhancing community identity as well as cultural tourism
connectors.
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Connecting Relevance
to Resilience
Museums in Canada1 and around the world2 are reimagining their
role and voicing the important social, educational and economic
benefits they deliver to their communities.3 While governments
respond to urgent economic pressures, museums have long been
renewing their efforts to better serve society by connecting
relevance to resilience.
As part of this renewal, museum and heritage services are
increasingly recognized as core infrastructure that contribute to
social cohesion, wellbeing, understanding, and identity.4 The delivery
of museum and heritage services — like all core social services
such as recreation, health, and education — require professional
and technical competency, ongoing investment, and alignment to
broader community priorities.
“Museums and cultural heritage sites are
powerful assets for local development.
They can inspire creativity, boost cultural
diversity, help regenerate local economies,
attract visitors and bring revenues. There
is also increasing evidence that they
can contribute to social cohesion, civic
engagement, health and well-being.“5
Museums continue to evolve into vibrant hubs that substantiate
community gathering, where history, thought-provoking dialogue,
and education converge with creativity, understanding, and
participatory activities — to not only reflect the stories of their
changing community, but to foster an evolving community identity.
To achieve this, museums are rethinking the scope of what a
museum does and how it is perceived by those who visit — and
critically, by those who have not yet visited.
To reach and satisfy broader audiences, museums must develop
multiple gateways or “entry points”6 for new users, inviting people
to interact in a variety of ways. To reach future visitors, a renewed
Pickering Museum Village must craft marketing and communications
campaigns that generate buzz and interest, with clear calls to action
that elicit visitation, support, engagement and affinity.
1 https://reconsideringmuseums.ca
2 https://icom.museum/en/resources/standards-guidelines/museum-definition
3 https://museumsontario.ca/wp-content/uploads/2024/05/Ontarios-Museums_Jan-2021_Online.pdf 4 https://www.canada.ca/en/canadian-heritage/campaigns/renewal-museum-policy/what-we-heard.html
5 ICOM Culture And Local Development: Maximising The Impact https://icom.museum/wp-content/uploads/2019/08/ICOM-OECD-GUIDE_EN_FINAL.pdf
6 https://www.gensler.com/blog/museums-cultural-spaces-engage-new-audiences
4
To build awareness and visibility, PMV must enhance its community
presence through:
Outreach at community events
Community collaborations and conversations
Local school and teacher engagement
Hosting festivals and events
Membership and philanthropic programs
Building a distinct brand identity that resonates with audiences
Communicating its purpose and value through compelling
marketing efforts
Communicating PMV’s renewal effectively requires rebranding
work centred on community and visitor aspirations and shaped by
current and future local context. Framing the brand identity within
a thorough understanding of
potential visitors’ expectations
will develop a compelling
brand story and visuals,
based on the renewed
Mandate, Vision, and
Interpretive Strategy
within the Pickering
Museum Village
Strategic Plan.
Operational Renewal
Heritage institutions in Canada generate, on average, a third of their
revenues through earned income (admissions, venue rentals, paid
programming, membership fees, and store sales) and half through
government funding7 with the remainder in the form of donations
and sponsorships. Many institutions aspire to equal distribution
of these to increase sustainability, however the majority still rely
primarily on government and philanthropic support. In Pickering’s
case, as government funding accounts for over 85% of its operating
revenues, there is strong potential to expand and diversify revenues.
To build resilience and long-term sustainability, PMV must expand its
artistic and economic relevance by:
Increasing paid programming (i.e., events, talks and workshops)
Increasing mission-aligned revenue-generating activities (i.e.,
shop with local products linked to PMV themes and exhibit
content; membership sales)
Developing a venue rentals program that welcomes a variety of
private, corporate and community bookings
Building philanthropic support through dedicated fund
development activities
Formalizing relationships with business, tourism, and educational
organizations through strategic partnership initiatives
Attracting travelers seeking cultural tourism (cultural tourists
spend twice as much per day than the average tourist)8
getaways tied to history, art, traditions, and way of life
7 https://www.canada.ca/en/canadian-heritage/corporate/publications/general-publications/about-survey-heritage-institutions/2019-report.html
8 https://web-assets.bcg.com/img-src/BCG_Art_and_Business_Jun_2012_tcm9-106367.pdf
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Operational renewal starts with understanding and responding to
changing conditions and community needs. The City of Pickering
must therefore strategically invest in activities that will lead to both
relevance and resilience.
Today, there is strong competition for audience and donor attention.
Museums today must capture the imagination of their visitors
to foster meaningful interactions and affinity. The value of the
museum or the impact of a donation must be thoughtfully crafted
and relevant to potential visitors and supporters. This takes time,
resources, and skill. It is not enough to simply introduce more paid
programming or events to develop financial resilience.
The opportunity presented in this moment is to strengthen
affinity between the community and the museum. This approach
requires dedicated staff and resources to professionalize all aspects
of the renewed operation, such as:
Leadership and advocacy to implement vision and strategies
Marketing and communications efforts
Fund development, partnerships and engagement
(a curator of engagement role, shared or integrated within the
Cultural Services department, benefits museum, heritage, public
art, events; reallocation of existing resources; coordinated
relationships)
Venue rentals and film location program that promotes a full
range of rental types within the museum context
(requires events, hospitality and/or marketing experience
within a cultural organization to effectively promote the range
of facility rentals, including filming, while understanding the
requirements and constraints of museum services, collections
and facilities)
Paid public and school programs
Museum store offering local art and products
Robust evaluation9 and analysis to measure success on these
activities
9 https://web-assets.bcg.com/img-src/BCG_Art_and_Business_Jun_2012_tcm9-106367.pdf
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This moment also coincides with the adoption of
the City of Pickering’s Cultural Strategic Plan, which
establishes five overarching cultural priorities:
Strategic Priority 1:
Foster placemaking and a
distinct community identity
Strategic Priority 2:
Celebrate interculturalism
through the arts
Strategic Priority 3:
Sustain and maintain a
creative economy
Strategic Priority 4:
Be future ready
Strategic Priority 5:
Prioritize youth and
young families
Pickering
Museum
Village
Strategic
Plan
Strategic
Priority 1
Placemaking
Strategic
Priority 2
Interculturalism
Strategic
Priority 3
Creative Economy
Strategic
Priority 4
Future Ready
Strategic
Priority 5
Youth and Families
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The Pickering Museum Village Strategic Plan is
designed to advance these priorities through
four focused museum objectives:
Objective 1:
Sharing identities, histories, and stories of place
Objective 2:
Future-ready, well-maintained practices
Objective 3:
Belonging, access, and lifelong
creative-based engagement
Objective 4:
Ensuring sustainable action
Together, these objectives position PMV as:
A steward of authentic material culture
A platform for inclusive and intercultural storytelling
A creative, welcoming destination for youth and families
A contributor to Pickering’s creative economy and
cultural tourism
A professionally-grounded, operationally sustainable,
future-ready institution
This plan does not propose immediate expansion or unchecked
growth. Rather, it establishes clarity of purpose, alignment with
municipal priorities, and a phased path forward that balances
ambition with realistic capacity.
Pickering Museum Village now has the infrastructure, partnerships,
and civic mandate to evolve from a traditional living history site into
a vibrant, community-anchored cultural hub — one that connects
land, memory, creativity, and contemporary life in ways that are
meaningful for residents and visitors alike.
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Cultural Strategic
Priorities & Goals
The Pickering Museum Village Strategic Plan is directly aligned with
the City of Pickering’s Cultural Strategic Plan. PMV functions as one
of the City’s core cultural institutions and plays a critical role in
advancing municipal cultural priorities.
The Cultural Strategic Plan identifies five overarching priorities and
associated goals.
Strategic Priority 1
Foster placemaking and a distinct
community identity
GOAL: There is a distinct sense of place and enhanced
community spaces for connection
Creative placemaking strengthens the relationship between people
and place. It integrates culture, heritage, land, and public space
to foster identity, pride, and belonging. For Pickering, this includes
ensuring that cultural spaces–both indoor and outdoor–reflect the
city’s history and evolving community.
Strategic Priority 2
Celebrate interculturalism through the arts
GOAL: Everyone feels they can participate in the cultural life of
our city where diversity is welcomed
Intercultural celebration recognizes and values the diversity of
Pickering’s residents. It promotes inclusive storytelling, shared
experiences, and opportunities for cultural exchange, ensuring that
all communities see themselves reflected in the city’s cultural life.
Strategic Priority 3
Sustain and maintain a creative economy
GOAL: Artists and creative entrepreneurs are part of a thriving
and valued ecosystem
The creative economy supports local artists, cultural producers,
and creative enterprises. It contributes to economic development,
tourism, and community vitality through mission-aligned cultural
programming, partnerships, and revenue-generating opportunities.
Strategic Priority 4
Be future ready
GOAL: There is enhanced capacity within the City and in the
community for cultural development
Future-ready cultural development strengthens institutional
capacity, professional practice, interdepartmental collaboration,
and long-term sustainability. It ensures that cultural infrastructure
and programming evolve alongside community growth and
demographic change.
Strategic Priority 5
Prioritize youth and young families
GOAL: Youth are active and involved in the arts as participants
and producers, and there are abundant family arts opportunities
Youth and family engagement ensure that cultural participation
begins early and continues throughout the life course. It prioritizes
experiential, creative, and accessible opportunities that invite young
residents to shape and contribute to Pickering’s cultural future.
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Pickering Museum Village’s Role within these Priorities
Pickering Museum Village advances each of these priorities through place-based storytelling, participatory learning, professional museum
practice, and inclusive community engagement (Table 1).
Table 1: Alignment between Cultural Strategic Plan (CSP) Priorities and Pickering Museum Village Objectives
CSP STRATEGIC PRIORITIES
PMV OBJECTIVE 1: Sharing identities, histories, and stories of place
PMV OBJECTIVE 2: Future-ready, well-maintained practices
PMV OBJECTIVE 3: Belonging, access, and lifelong creative-based engagement
PMV OBJECTIVE 4: Ensuring sustainable action
Foster placemaking and a
distinct community identity ✓ ✓
Celebrate interculturalism through the arts ✓ ✓
Sustain and maintain a
creative economy ✓
Be future ready ✓
Prioritize youth and young families ✓
As a land-based heritage site connected to the new Dorsay Community & Heritage Centre, PMV functions as:
A creative placemaking anchor within Pickering’s
cultural ecosystem
A platform for inclusive and intercultural storytelling
A contributor to cultural tourism and the local creative economy
A professionally grounded institution building internal and
sector capacity
A welcoming, experiential destination for youth, families, and
lifelong learners
The Pickering Museum Village Strategic Plan translates priorities of the Cultural Strategic Plan into four focused museum objectives that guide
implementation over the next decade.
10
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Vision
The Pickering Museum Village is a
vibrant community hub where stories
take root and branch throughout
Pickering, supporting an interconnected
identity that respects and represents
diverse voices and experiences, and
fosters community connection to
Pickering’s past, present, and future.
Mission
Our mission is to advance the understanding
and appreciation of Pickering’s history
and material culture through storytelling,
collection stewardship, engagement and
fostering a shared community identity.
Mandate
The purpose of Pickering Museum Village is to
increase appreciation for and interest in immersive,
participatory encounters with Pickering’s social
histories, by reaffirming the value of historical artifacts
and storytelling, and stewarding its collections
responsibly while delivering compelling, relevant,
place-based, and visitor-centred experiences both
within the museum and throughout its community.
Our Drivers and Values
Safety: We commit to fostering
culturally, physically, and
psychologically safe environments
where diverse voices are welcomed
and respected
Collaboration: We work
across departments, sectors,
and communities to co-create
cultural initiatives that reflect
shared leadership and local
knowledge
Sustainability: We steward cultural
resources responsibly to ensure long
term social, environmental, and financial
resilience
Learning: We value curiosity, knowledge-sharing, and lifelong engagement
through arts and heritage
Creativity: We embrace innovation, experimentation, and artistic excellence in
shaping Pickering’s evolving identity
Accessibility: We remove barriers to participation so that cultural life is
inclusive, affordable, and reachable
Relevance: We remain responsive to demographic change, community needs,
and evolving cultural practices
12
CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Guiding Principles
Guiding Principles articulate the enduring values and operating
assumptions that shape how Pickering Museum Village makes
decisions, allocates resources, and engages with its community.
They are not strategies or actions, but touchstones that guide
planning, partnerships, and daily practice.
1. Public Trust and Civic Responsibility
Pickering Museum Village operates in the public trust.
Stewardship and decision-making are guided by responsibility to
the community, transparency, accountability, and alignment with
municipal priorities.
2. Stewardship with Purpose
The stewardship of collections, buildings, and landscapes is
foundational to PMV’s work. Preservation, care, and access are
balanced through appropriate investment in infrastructure,
conservation, and operational capacity, ensuring that collections
serve both present and future generations.
3. Animated and Engaging, Life-Long Learning
PMV is a place of lifelong learning that prioritizes curiosity,
participation, and discovery. Experiences are designed to draw
in and engage children, families, and learners of all ages through
immersive, inquiry-based, and hands-on approaches.
4. Belonging, Inclusion, and Welcome
Pickering Museum Village is a welcoming place where everyone
feels seen, respected, and invited to participate. PMV actively
works to connect to visitors, reduce barriers to access, and to
reflect the diversity of Pickering’s communities in its stories,
spaces, and programs.
5. Inclusive and Representative Storytelling
Pickering Museum Village's collection mandate, interpretation,
and programming evolve alongside the community. PMV commits
to telling layered, inclusive stories that reflect Indigenous
histories, diverse cultural experiences, and the voices of
historically underrepresented groups.
6. Reconciliation and Respect for Indigenous Rights
and Knowledge
PMV is guided by the Truth and Reconciliation Commission’s
Calls to Action, the United Nations Declaration on the Rights of
Indigenous Peoples, and professional standards for Indigenous
collections, interpretation, and collaboration. Relationships with
Indigenous communities are grounded in respect and reciprocity.
7. Professional Practice and Sector Leadership
Museum work at Pickering Museum Village is guided by the
Ontario Standards for Community Museums. PMV contributes to
sector learning and leadership while continuously strengthening
internal capacity, knowledge, and skills.
8. Sustainability and Resilience
Economic and environmental sustainability guide PMV’s planning
and operations. Decisions are made with long-term resilience
in mind, balancing impact, resources, and environmental
responsibility.
Secondary Roles
Meaning-making and belonging
Experiential learning landscape
Anchor within a distributed attractions network
Connector to City priorities
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Pickering Museum Village
Key Objectives
Pickering Museum Village has long been recognized as a place
where the community comes to experience the past, incorporating
first-person narrative, costumed interpretation, and demonstrations
of heritage skills and crafts to immerse guests in a day-in-the-
life experience. With the upcoming addition of the neighbouring
Dorsay Community & Heritage Centre (DCHC) which houses the
Greenwood Heritage Library Branch, the John E. Anderson Exhibit
Gallery, a program room, teaching kitchen, and multipurpose
rooms, PMV is uniquely positioned to reinvigorate its activities,
inspiring new audiences to discover and contribute to the fabric of
Pickering’s identity.
Clustered around a collection of historic buildings, PMV has
identified ways to leverage its immersive quality in order to
transport visitors to an increasingly layered experience of the past.
Since 2020, PMV has begun shifting its approach toward more
modern museum practices and inclusive storytelling that foster
discovery, reflection, and meaningful connection.
Pickering Museum Village’s extensive collection primarily has
represented eras from approximately 1820 to 1920 that help bring
to life the site’s historic buildings. With recent site expansion and
renewal projects that position the museum as an active community
hub, the museum has the opportunity to expand the focus of its
collection to include artifacts and belongings from communities
and eras that have been underrepresented, and explore compelling
storytelling through oral traditions, photos, and borrowed objects,
drawing throughlines to contemporary visitors, exhibits and
programs. These elements, along with other approaches such as
inquiry-based museum experiences and object-based learning, will
continue to inform the work at the museum.
To connect to broader audiences, the following objectives and
supporting actions will help build on the museum’s efforts to deliver
high-quality educational programs, while inviting the community to
interact in new ways with the museum, organized into Programs,
Operations, and Engagement implementation categories. The
Implementation Framework in Appendix A: Action Plan will help
guide prioritization, with realistic and achievable timelines.
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Objective 1:
Sharing
identities,
histories, and
stories of place
PMV strengthens Pickering’s
sense of place by stewarding
and sharing layered, inclusive,
and community-informed
histories.
Rationale
As Pickering grows and diversifies, heritage must expand beyond static interpretation
toward community-engaged storytelling. Museums are increasingly expected to reflect
multiple perspectives, foster a sense of belonging, and support dialogue.10 Engagement
findings identified strong interest in inclusive narratives, Indigenous partnership-building, and
participatory interpretation. PMV is uniquely positioned to serve
as a place-based storytelling anchor for the City.
To strengthen Pickering’s sense of place and shared identity, the
City will focus on place-based, community-engaged storytelling
that connects land, history, and contemporary lived experience.
These actions are intended to ensure that Pickering’s histories
are represented in layered, inclusive, and meaningful ways, both
at Pickering Museum Village and across the city.
Advances
Strategic Priorities:
Placemaking
Interculturalism
Outcomes
Shared community
identity is
strengthened
Pickering’s history
comes alive
Diverse experiences are
celebrated
Indigenous knowledge-
sharing is rooted in
strong relationships
10 https://www.canada.ca/en/canadian-heritage/campaigns/renewal-museum-policy/what-we-heard.html https://museumsontario.ca/wp-content/uploads/2024/05/Museums-and-Your-Municipality_Jan-2021.pdf
Supporting Actions
Programs
Create linkages between local stories and broader regional,
national, and global contexts to support relevance for residents,
visitors, and cultural tourism audiences.
Support digital and hybrid interpretation across Pickering
neighbourhoods and public spaces using tools such as digital
content, online platforms, and emerging technologies to extend
access to sites that contribute to Pickering's historic character
and identity.
Develop a community exhibit and storytelling framework that
defines intent, roles, authority, and evaluation criteria for co-
created content.
Enhance learning experiences and school engagement using
technology and digital tools.
Use technology and digital engagement strategies to support
meaningful storytelling and enhance accessibility and visitor
experience, including the use of multiple languages.
Operations
Integrate community history and heritage perspectives
into capital planning and urban design processes through
collaboration with Parks, Planning, and Infrastructure teams.
Strengthen partnerships with staff teams within the City the
Dorsay Community & Heritage Centre to ensure alignment
between indoor exhibitions, programs, and outdoor, place-based
experiences at PMV.
Periodically review and refresh interpretive themes and
storytelling approaches to reflect changing community narratives
and understandings of place.
Continue to evolve the museum’s collection and interpretive
approaches to include underrepresented histories through
objects, oral histories, images, and community-held knowledge.
CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Engagement
Embed community-engaged processes into museum practices,
such as collaborations and dialogue to include broad
perspectives.
Continue and strengthen Indigenous partnership work, with a
focus on protocol development, relationship-building, and access
to belongings.
Create and expand opportunities for co-creation and place-
based storytelling projects with Indigenous Elders, Knowledge-
keepers, artists, historians, and community organizations to
surface layered narratives of Pickering’s land, waterways,
neighbourhoods, and cultures.
Establish sustainable models for ongoing Indigenous and
community collaboration, including long-term advisory
roles, knowledge-sharing agreements, and mentorship or
residency opportunities.
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Objective 2:
Future-
ready, well-
maintained
practices
PMV strengthens professional
capacity, collections
stewardship, and operational
resilience to ensure long-term
sustainability.
18
Rationale
The City has invested in cultural facilities and infrastructure and must prioritize internal
and community capacity-building to realize the potential of these cultural resources.
Embedding and amplifying professional training and development, sector involvement, and
aligning policies and procedures to sector standards and best practices, including evaluation
frameworks and communications, will help meet audience and community expectations
and needs.
To support future-ready, well-maintained museum and heritage
practices, the City will focus on the following strategic directions
and activities. These actions are intended to strengthen
organizational coherence, professional standards, and the
long-term effectiveness of Pickering Museum Village and its
relationship to the Dorsay Community & Heritage Centre.
Advances
Strategic Priority:
Future Ready
Outcomes
Sustainable care
and conservation of
collections
Improved organizational
resilience
Increased community
relevance
Strong sector
leadership
CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Supporting Actions
Programs
Develop a Curatorial Plan to guide, support, and evaluate
community-engaged and place-based processes.
Align comprehensive interpretive planning to the Pickering
Museum Village Strategic Plan to guide storytelling,
programming, and exhibition development across the
organization.
Implement accessibility strategies across programs,
interpretation, and visitor experience at PMV and DCHC.
Operations
Build staff and organizational capacity through ongoing
professional development, sector involvement, and participation
in regional and national museum networks.
Continue to update and align museum policies and procedures
with Ontario and Canadian Museum Association standards,
including collections, repatriation, Indigenous protocols
and honoraria, governance, partnerships, philanthropy/fund
development and human resources.
Enhance the existing evaluation framework and feedback
loops to include residents and tourists who are not visiting the
museum to inform decision-making, increase visitation, and guide
continuous improvement.
Continue to implement a strategic collections management plan
that responds to storage and resource realities in accordance
with the Collections Development and Management Policy (i.e.,
acquisitions and deaccessions).
Foster greater internal City integration and awareness of
museum role in cultural development through cross-departmental
collaboration and briefings.
Document museum spaces outlining intended purpose,
environmental conditions, size, adjacencies, and technical
specifications in alignment with curatorial, interpretive, and
educational goals.
Embed evaluation findings into annual planning, reporting, and
program refinement processes, including revenue-generating
activities.
Periodically review and renew professional frameworks,
policies, and plans to reflect evolving best practices and
community needs.
Issue an operating plan annually to guide the operations,
programs, infrastructure renewal, and capacity building
initiatives of the museum.
Continue to invest in systems, infrastructure, and practices
that support collections stewardship, visitor experience, and
environmental sustainability.
Strengthen succession planning and institutional knowledge
transfer to ensure long-term organizational resilience.
Engagement
Continue to engage in the Durham Region museum professional
roundtable to support shared learning, collaboration, and sector
resilience.
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Objective 3:
Belonging,
access, and
life-long
creative-based
engagement
PMV fosters welcoming,
accessible, and creative
engagement opportunities for
residents of all ages.
20
Rationale
Pickering is experiencing significant growth and must invite
audiences in by developing new points of connection and
relationships. The City should strengthen community-based
storytelling, advisory roles, relevant programming and outreach,
access to heritage through distributed interpretation activities
and museum site accessibility, and rebuild volunteer engagement.
To foster belonging and sustained engagement, the City will
prioritize inclusive, accessible, and relationship-based approaches
that invite residents of all ages and backgrounds to connect
with Pickering’s heritage. These actions are intended to expand
access, deepen relevance, and support creative participation.
Advances
Strategic Priorities:
Placemaking
Interculturalism
Youth &
Families
Outcomes
Youth are integral
co-creators and
participants
Programming draws
new audiences
Increased and
deepened volunteerism
Everyone can access
PMV and heritage
experiences in Pickering
Supporting Actions
Programs
Continue to develop low-barrier community days.
Strengthen and renew the volunteer program using professional
volunteer management standards, including recruitment, training,
recognition, and retention strategies.
Develop new audience pathways, engagement, and
points of connection, including heritage trades and crafts,
intergenerational story-sharing events, and culturally relevant
celebrations.
Continue to adapt and evolve programs, interpretation,
and engagement strategies to reflect demographic change,
community feedback, and emerging access needs.
Operations
Improve access to heritage experiences by addressing
wayfinding, communications clarity, and accessibility of
programs and interpretation.
Improve transportation access to PMV through public
transportation advocacy, partnership development, and event-
based shuttle services, in collaboration with relevant City
departments.
Embed accessibility considerations into all future planning,
capital projects, and program development to support
long-term inclusion.
Engagement
Launch educator and community content advisory groups or
focus sessions to deepen relevance of experiential, curriculum-
connected learning and public programming, including
bilingual programs.
Expand youth advisory opportunities.
Expand outreach and engagement efforts to reach residents who
may not regularly access the museum, including participation in
community events and partnerships with local organizations.
Amplify community inclusion by clearly communicating the
museum’s collecting mandate and building relationships with
communities underrepresented in the collection.
Expand access points throughout Pickering through distributed
exhibits, community-based arts and heritage projects, and
interpretation in neighbourhoods, parks, and public spaces.
Continue Indigenous partnership work and strengthen
collaboration through co-curation, language revitalization
initiatives, land-based interpretation, protocol development, and
appropriate access to belongings.
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Objective 4:
Ensuring
sustainable
activity
PMV strengthens financial
resilience and contributes
to the broader creative
ecosystem.
Rationale
The City should continue to prioritize sustainable economic and environmental practices by
conducting meaningful evaluations of the collection and programs, supporting mission-aligned
revenue-generating activities, and investing in environmentally
sustainable choices to ensure long-term viability and resilience.
To ensure the long-term sustainability of Pickering Museum
Village, the City will focus on strategic approaches that
strengthen financial resilience, align activities with mission and
capacity, reduce environmental impact, and support informed
decision-making. These actions are intended to balance ambition
with realism, ensuring that PMV remains viable, relevant, and
resilient over time.
Advances
Strategic Priorities:
Creative
Economy
Future Ready
Outcomes
22
Mission-aligned
activities provide
enhanced operating
resources
Strengthened
business and tourism
partnerships
Market potential
maximized through
increased awareness
and affinity
Mutually-beneficial
cultural collaborations
CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Supporting Actions
Programs
Broaden evaluation and analysis practices to gain new
audiences, increase awareness in the community, gain new
partnerships, respond to changing trends, assess program
relevance, visitor experience, community and cultural sector
contributions, and resource impact, and to inform prioritization
decisions.
Continue to implement Pickering’s Community Visitor Plan
by developing and evaluating cultural tourism experiences in
collaboration with tourism stakeholders.
Actively engage schools to develop stronger partnerships and to
respond to evolving educational interests and needs.
Operations
Develop a Marketing and Communications Plan to improve
awareness of PMV among residents, schools, and visitors.
Implement a 'pull-in' strategy that meets people where they are,
using outreach at libraries, community centres, seniors’ centres,
DCHC, and community events to encourage visitation to the
PMV site.
Engage professional branding and visual identity consultants
to develop compelling brand story and visuals, based on the
renewed Mandate, Vision, and Interpretive Strategy within the
Pickering Museum Village Strategic Plan.
Expand earned revenue generation through venue rental
program, mission-aligned retail offerings, fundraising,
sponsorship, licensed/permit opportunities for use of space, and
program participation growth.
Introduce and expand fund development opportunities,
including a museum membership program, exploration of
annual fundraising campaigns, and increased focus on grants,
sponsorships, and fundraising.
Venue rental program to include rental of PMV site and spaces
for partner-delivered experiences.
Pursue partnerships that create new experiences at the museum
with a revenue sharing model or licensing model.
Create a museum operational business plan that aligns budgets,
resource allocation, revenue strategies, and service levels with
core municipal priorities.
Create a long-term museum infrastructure business plan that
identifies funding strategies to support renewal of heritage
assets, collections management priorities and site revitalization.
Continue to develop and complete the PMV and DCHC sites
by advancing key recommendations from the Lord Cultural
Resources Master Site Plan, subject to capital planning and
Council approval, including:
Enhanced accessibility between sites
Improved wayfinding and signage on main roads, parking
areas, and trails
Heritage and nature interpretation along
connecting pathways
A welcoming orientation structure at the PMV entrance
Enhanced site comfort amenities such as seating, food and
beverage options, and hygiene facilities
Engagement
Strengthen advocacy and strategic positioning of PMV within
the City to support alignment with municipal priorities, planning
processes, and tourism marketing.
Build partnerships that generate revenue with attractions,
tourism, businesses, sponsors, creative industries, universities,
artists, and entrepreneurs.
Develop relationships with school board, administrators, and
teachers by participating in and presenting to trustee and
administration meetings, teacher professional development
opportunities and other suitable outreach.
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Ongoing Actions
24
The following are 'evergreen actions,' based on the City’s
previous Pickering Museum Village Strategic Plan, to be
continued beyond the horizon of this Pickering Museum
Village Strategic Plan.
Create a City Heritage Asset Promotion Plan,
Preservation Policy, and Archaeological Discover
procedure to support Cultural Heritage Asset
Management. (Strategic Action 1: Preserve artifacts,
knowledge, and skills).
Create suitable storage space for collections, improve
site use, restore Harvey House for public programs as
part of Capital Projects and Maintenance. (Strategic
Action 4: Site Optimization).
Improve wayfinding signage and transportation access
to the PMV. (Strategic Action 4: Site Optimization).
2 How Did We Get Here?
25
How Did We Get Here?
A Period of Transition
and Investment
Over the past decade, Pickering Museum Village has undergone a
significant period of change, driven by the goal to improve visitor
experience, and shaped by capital investment, professionalization,
and evolving community expectations.
Historically, PMV operated primarily as a traditional living history
site. Its 18 heritage buildings housed a combination of artifact
displays, storage, and program space. Over time, operational
pressures grew and community expectations of museum
programming evolved.
In response, the City invested in substantial infrastructure
improvements. The development of the Conservation Building, the
expansion of upper-site storage, and rehabilitation of heritage
buildings marked a shift toward improved public access and
collections stewardship. Museum and collections practices aligned
more closely with provincial standards.
These investments strengthened the museum’s institutional
foundation; however, they also required a recalibration of how
heritage buildings were used. As original artifacts were removed
from some structures to improve preservation conditions and
increase hands-on experiences, certain spaces became more
interpretive in nature. While professionally sound, this shift
prompted renewed questions about authenticity, storytelling, and
the visitor experience.
Shifts in the sector have centered museums as community
gathering spaces that are inclusive places for cross-cultural
connection and sharing stories.
“Heritage institutions are a form of public
education and a pillar of community
support. They are meant to be an inclusive
and accessible space for all wanting to
learn, and have fun doing it. Heritage
institutions are the backbone of arts and
culture, and are research repositories
rather than memory repositories now.”11
11 Canadian Museum Policy: Public Consultation Survey, 2023
26
CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Shifts in Museum Practice
This period of physical renewal coincided with broader changes in
museum practice across Canada.
Across Canada, museums are increasingly positioned as inclusive
community gathering spaces and core municipal cultural
infrastructure. They are expected to foster cross-cultural dialogue,
support reconciliation, expand access, and provide experiential
learning environments alongside traditional preservation functions.
Canada’s New Museum Policy emerging key areas:
• Sustainability
• Preservation, access and collections management
• Reconciliation
• Equity, diversity and inclusion
“Canadians look to heritage institutions
as places where diverse stories and
perspectives can be heard and understood.
As such, they expect governments to place
significant importance on supporting these
institutions.”12
Pickering Museum Village began responding to these shifts through
initiatives such as:
Re-imagining heritage buildings as participatory spaces (e.g.,
hands-on exhibits and integrated programming models)
Strengthening Indigenous advisory relationships
Expanding school programming, including bilingual offerings
Increasing outreach and community collaboration
These initiatives demonstrated strong potential. For example, the
transformation of the Combination Barn into an interactive, layered
learning environment illustrated how visitor-centred design can
deepen engagement while maintaining historical integrity.
At the same time, growth in programming, partnerships, and
expectations began to exceed the clarity of Pickering Museum
Village’s strategic framework. PMV was evolving operationally,
but its overarching institutional identity had not been formally
re-articulated.
“A museum is a not-for-profit, permanent
institution in the service of society that
researches, collects, conserves, interprets
and exhibits tangible and intangible heritage.
Open to the public, accessible and inclusive,
museums foster diversity and sustainability.
They operate and communicate ethically,
professionally and with the participation of
communities, offering varied experiences
for education, enjoyment, reflection and
knowledge sharing.”13
12 Canadian Museum Policy: Public Consultation Survey, 2023
13 https://icom.museum/en/resources/standards-guidelines/museum-definition
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
A Productive Tension
Through this period of renewal, a central
question emerged:
Is Pickering Museum Village
primarily a collections-anchored
heritage institution that uses
programs to animate artifacts,
or an experience-driven cultural
destination that uses collections
selectively?
In practice, Pickering Museum Village has been
operating somewhere between these two
models.
Collections stewardship remains foundational.
PMV safeguards over 10,000 artifacts14 and
holds responsibility for their preservation and
contextualization. At the same time, families,
youth, and school groups represent core
audiences, and participatory programming has
proven to be a powerful driver of engagement
and return visitation.
This dual mandate is not contradictory. It reflects
the contemporary role of municipal heritage
institutions: to protect material culture while
ensuring it remains relevant and accessible.
What has been missing is a clearly articulated
balance between stewardship and experience.
Alignment with the City’s Cultural Vision
The adoption of the City of Pickering’s Cultural Strategic Plan provided an opportunity
to situate PMV within a broader municipal cultural framework.
The Cultural Strategic Plan establishes priorities related to placemaking, intercultural
celebration, creative economy development, institutional capacity, and youth
engagement. PMV contributes to each of these areas, but its specific role within that
ecosystem requires clarity.
At the same time, the development of the Dorsay Community & Heritage Centre
has expanded the City’s cultural infrastructure and created opportunities for
integration between indoor exhibitions, outdoor heritage experiences, and
distributed programming.
Together, these developments mark a new phase in PMV's evolution.
14 https://letstalkpickering.ca/dchc
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Why this Plan Now
Pickering Museum Village now has:
Stabilized and improved collections infrastructure
Renewal of several heritage buildings
Growing school and family audiences
Emerging Indigenous advisory relationships
Stronger alignment with professional museum standards
Clear integration opportunities with DCHC and City-wide
cultural priorities
PMV does not require reinvention. It requires clarity.
This strategic plan does not signal a dramatic departure from PMV's
past. Rather, it consolidates recent advances, clarifies institutional
identity, aligns with municipal priorities, and establishes a phased
framework for sustainable growth.
The question is no longer whether Pickering Museum
Village should evolve. It already has. The task now is to
define how it will move forward with clarity, balance,
and purpose.
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Canada’s museum and heritage sector has shifted from a traditional
authority-based approach to one that is inclusive of community
perspectives, fostering meaningful relationships between heritage
institutions and community members. Museums and other flexible
heritage spaces provide context and historical interpretation
within a community, and have become vibrant gathering places for
intergenerational and intercultural shared dialogue and experiences.
Museums in Canada and around the world are establishing new
standards and policies, prioritizing relationships with First Nations
and Indigenous communities, seeking to co-create and represent
traditional knowledge, worldviews and land-based teachings.
Collaboration has provided new perspectives on museum practices
and working with Indigenous communities, and it demonstrates
what decolonizing can look like in museum settings.
Understanding that this type of inclusive, collaborative approach to
storytelling starts with connection and dialogue, multiple points of
engagement were employed to gather input and perspectives from a
broad range of museum and community voices.
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Engagement Overview
The development of the Cultural Strategic Plan and its companion
documents, including the Pickering Museum Village Strategic
Plan, involved multiple phases of internal engagement, community
engagement, and stakeholder dialogue.
Engagement activities included:
Community questionnaire
Public launch events and open houses
Interest holder focus groups
High school engagement sessions
Engagement with the Indigenous Relationship Building Circle
Engagement with the City of Pickering Anti-Black Racism Task
Force
Pickering Museum Village staff session
Cultural Advisory Committee meeting
Museum and Heritage focus group
Interdepartmental staff session
The engagement process sought to gather qualitative insights
from residents, youth, community leaders, cultural practitioners,
Indigenous participants, and City staff. The goal was not to generate
consensus on specific actions, but to identify recurring themes and
priorities that should inform long-term cultural planning.
The findings reflect documented themes that emerged across these
engagement activities.
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Engagement at a Glance
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WORKSHOPS
Senior Management
September 22, 2025
8
departments
Interdepartmental Staff
September 22, 2025
2
sessions
Art in Public Spaces Focus Group
November 14, 2025
8
participants
Pickering Anti-Black Racism Taskforce
January 8, 2026
5
participants
Pickering Museum Village Staff
January 14, 2026
10
participants
Museum and Heritage Focus Group
November 14, 2025
12
participants
INTERVIEWS
Agency and Opinion Leaders
September 25, 2025–October 9, 2025
6
Interviewees
ON-SITE SESSIONS
High School Youth
November 20, 21, 28, 2025
~845
students
COMMUNITY QUESTIONNAIRE
General Public
October 31–December 20, 2025
635
responses
OPEN HOUSE
General Public
November 12 and 13, 2025
6
open houses
RELATIONSHIP BUILDING CIRCLE
Indigenous Communities
November 25, 2025
4
attendees
Cross-Cutting Themes
Culture as a Public Good
Participants consistently emphasized that culture is a public good
and a core component of livability in Pickering
Culture was described as:
Essential to civic activity
A contributor to well-being and belonging
A means of strengthening community connection
A public service rather than a discretionary amenity
There was strong support for maintaining and strengthening cultural
infrastructure, including heritage institutions such as Pickering
Museum Village.
Implication for Pickering Museum Village: PMV is viewed
not only as a heritage site, but as civic infrastructure that
supports education, connection, and shared identity.
Inclusion, Representation, and
Intercultural Celebration
Engagement highlighted a strong desire for cultural spaces that
reflect Pickering’s diversity and foster intercultural exchange.
Participants expressed the need for:
Broader representation in storytelling and programming
Recognition of historically underrepresented communities
Continued efforts toward reconciliation and Indigenous
relationship-building
Cultural experiences that feel welcoming and accessible
Implication for Pickering Museum Village: PMV is expected
to expand interpretive frameworks beyond traditional
settler narratives and to create participatory opportunities
that reflect diverse lived experiences.
Youth and Young Families
Youth engagement sessions and broader community feedback
emphasized the importance of engaging young people as both
participants and contributors.
Themes included:
Desire for hands-on, experiential learning opportunities
Importance of school partnerships
Need for accessible, family-friendly programming
Opportunities for youth leadership and co-creation
Participants expressed interest in cultural spaces that are
interactive, creative, and adaptable.
Implication for Pickering Museum Village: Youth and
families are seen as core audiences. The museum's
strengths in experiential learning are sustained by aligning
resources to meet visitor expectations.
Collaboration and Partnership
Residents identified collaboration as a priority across the
cultural sector.
Participants highlighted:
The importance of partnerships between cultural organizations
Opportunities for cross-departmental collaboration within
the City
Interest in regional coordination across Durham Region
The value of community co-creation and shared programming
There was recognition that cultural development cannot be achieved
by single institutions operating independently.
Implication for Pickering Museum Village: PMV is expected
to function as both a site-based institution and a
collaborative partner within a distributed cultural network.
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Sustainability and Capacity
Interest holders raised concerns regarding:
Financial sustainability
Organizational capacity
Staffing and operational pressures
Long-term resilience
There was broad acknowledgement that ambition must be balanced
with available resources and that phased implementation is
necessary.
Participants emphasized the importance of:
Realistic growth
Clear governance structures
Alignment between strategic goals and fiscal capacity
Implication for Pickering Museum Village:: Sustainable
activity and institutional clarity are critical. Expansion
without defined capacity risks undermining progress made
in recent years.
Museum-Specific Insights
The Museum and Heritage Focus Group, along with internal staff
sessions, identified themes specific to Pickering Museum Village.
These included:
Recognition of recent capital and collections improvements
Desire for clearer interpretive coherence across the site
Interest in strengthening storytelling related to land, migration,
labour, and underrepresented histories
Continued support for experiential programming models
Questions regarding balance between artifact preservation and
visitor engagement
Staff discussions reinforced the need for:
Clear articulation of institutional identity
Defined priorities to guide programming and partnerships
Improved alignment between operations, interpretation, and
municipal strategy
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What this Means for Pickering Museum Village
Across engagement activities, there was no call for wholesale
reinvention of Pickering Museum Village.
Rather, participants consistently expressed support for:
Strengthening the Museum’s role as a place-based
storytelling anchor
Expanding inclusive and intercultural narratives
Deepening youth and family engagement
Building sustainable partnerships
Aligning ambition with institutional capacity
The engagement process affirmed that PMV is valued as a cultural
asset. It also highlighted the need for clearer strategic direction to
guide its next phase of development.
The four objectives outlined in this strategic plan respond directly to
these documented themes.
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4 Pickering Museum Village’s Role
Moving Forward
CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Pickering Museum Village’s Role
Moving Forward
The associated Action Plan will provide guidance for essential
implementation items including:
Roles and Responsibilities
Communications and Ongoing Engagement
Priority-Setting and Timelines
Metrics/KPIs
Resource Considerations
This supporting document will be used by City of Pickering Staff, to
guide the implementation of the actions listed under each objective
and strategy. Identifying leading and supporting partners will help
determine the resources required for the implementation of the
strategy, while continued community participation will ensure the
strategy may be assessed, adapted, and revised in response to
changing needs of Pickering’s ecosystem.
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Acknowledgements
Heritage facilities such as Pickering Museum Village are essential
components of cultural placemaking and collective memory for
Pickering residents. As outlined in the Cultural Strategic Plan, these
spaces contribute meaningfully to community identity, well-being,
and a sense of belonging. The Pickering Museum Village Strategic
Plan reflects a significant opportunity to deepen this impact for
residents and visitors alike.
The development of this plan has been a truly community-wide
endeavour, shaped by the insight, experience, and enthusiasm of
many participants.
A sincere thanks to all community members who attended
sessions and contributed to the making of this plan, including
the leadership of City Council and staff.
We are grateful to the Indigenous Relationship Building Circle,
the Anti-Black Racism Taskforce, and the Cultural Advisory
Committee for the opportunity to listen and learn from them in
their sharing of priorities and needs for the plan.
Thank you Mayor and Members of Council.
Thank you to City Staff: Marisa Carpino, Chief Administrative
Officer; Laura Gibbs, Director of Community Services; Kyle Bentley,
Director, City Development & CBO; Kevin Heathcote, Director,
City Infrastructure; Jennifer Eddy, Director, Human Resources;
Susan Cassel, City Clerk; Anthony Jagdeo, Senior Project Manager,
Digital Services; Vince Plouffe, Division Head, Facility Management
& Construction; Marilou Murray, Manager, Community Services
Administration & Strategic Initiatives; Krystal Roberts, Manager,
Cultural Services; Karen Coleman, Manager, Recreation Services;
Richard Holborn, Director, Engineering Services.
Thank you to the Cultural Strategic Plan Staff Committee and
the community engagement team: Victoria Karakian, Supervisor
of Museum Services; Cris Farrell, Supervisor of Cultural Services;
Kim Bradley, Special Advisor, Community Initiatives; Ellen Tayles,
Curator, Public Art; Nicole Hann, Coordinator, Public Affairs &
Corporate Communications; Shelby Misreelal, Communications
Coordinator; Azeem Shah, Senior Advisor, Creative Industries
& Tourism; Matthew Somerville, Senior Planner Heritage;
Arnold Mostert, Manager, Landscape and Parks; Dan Finn, Manager,
Parks & Property; Andrea Dufresne, (Acting) Supervisor, Recreation
Services; Justine Wallace, Supervisor, Equity, Diversity & Inclusion;
Amanda Hill, Fire Inspector; Shobha Oza, Director, Engagement and
Client Experience, Pickering Library.
Finally, the Cultural Strategic Plan, alongside the Pickering
Museum Village Strategic Plan and the Art in Public Spaces
Plan, was guided by Patricia Huntsman, Principal of Patricia
Huntsman Culture + Communication, and a multidisciplinary
team of cultural development, communications, public art,
and museum professionals: Justine Bochenek; Em Cussen;
Laurel Lawry; Erin McDonald; Bridget MacIntosh; Sagan MacIsaac;
Amanda McCulley; and Juan Tanus.
patriciahuntsman.ca
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
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Appendices
Appendices to follow upon finalization.
APPENDIX A: Action Plan
APPENDIX B: Interpretation Strategy
APPENDIX C: Initial Site Plan
APPENDIX D: Precedents & Best Practices
APPENDIX E: Context and Engagement Report
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CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
Appendix F: Glossary of Terms
Arts
A subdivision of culture, composed of many expressive and creative
disciplines. The term encompasses: visual and applied arts (e.g.,
painting, printmaking, drawing, sculpture, crafts, pottery and
ceramics, photography, film and video), theatre, music, song, spoken
word, literary arts and dance.
Capacity-Building
The process of developing and strengthening the skills, resources,
and systems an organization needs to better achieve its purpose.
Community Activations
Fun and interactive engagement activities that use arts-based
methods (e.g., drawing, colouring, making, and gamifying) to
brainstorm a shared vision and strategic directions for a plan.
Community Activations can be a mix of temporary and permanent
installations, ranging from activities such as a family-friendly “Chalk-
Party”, to community bench or mural painting.
Community-Engaged
This approach refers to a commitment to consistent and reciprocal
engagement with the communities served, and creating a culture
where visitors, audiences and communities are at the heart of all
practice.
Community Working Group
Groups that contribute to the development of a strategy and are
often composed of multigenerational and multicultural members
mirroring the local ecosystem and the various aspects of life in the
community. Includes key arts and culture partners, equity-deserving
groups, business owners, tourism and related sector partners.
Creative Community
Communities where the local government considers urban
investment in culture and creativity significant to prosperity and
quality of life. These are municipalities where creative and cultural
activity is considered important to the community’s quality of
place, and to help reclaim and revitalize neighbourhoods. In
creative communities, local government enables more innovative
thinking and problem solving across all departments and sectors
of the economy to shape a community’s identity in the face of
increasing competition for talent, investment, and recognition.
Creative and cultural activity is supported as a powerful vehicle for
community development and engagement, providing opportunities
for economically disadvantaged neighbourhoods and social groups.
These communities represent a new generation and an evolving
model for community planning and culture.
Creative Economy
An economy driven by ideas, innovation, knowledge, diversity,
collaboration, and creativity. It encompasses the creative industries
in which ideas and intellectual property produce value and generate
wealth. It represents an aggregation of a complex collection of
industrial and creative service sectors including design, media,
advertising, film, music, performing arts, publishing, and interactive
software development.
Creative Ecosystem
The interconnection of cultural resources in a community. The arts
function as a part of a larger network of industries with each cultural
resource playing an important role in shaping the city’s arts and
culture scene. Facilities, spaces, festivals, makers, artists, designers,
arts organizations, tourism, and business all interact with and rely on
each other to support the well-being and vitality of a vibrant city.
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Creative Placemaking
A collaborative approach to improving public spaces by using arts,
culture, and creativity to reflect community identity, meet local
needs, and drive positive change and growth.
Culture
The arts, multiculturalism, and heritage resources and activities as
practiced and preserved in a community. These practices reflect the
beliefs, experiences, and creative aspirations of people in a specific
geographic and/or political area.
Cultural Development
Strategic and integrated planning that leverages a community’s
unique cultural resources and assets for the social, economic,
environmental, and cultural benefit of the city and society.
Strategies may include, but are not limited to:
• Investing in arts and cultural facilities (art galleries, museums,
theatres, concert halls etc.).
• Producing public festivals and events, and programming arts and
culture activities.
• Implementing public art and creative placemaking initiatives
(transformed underused public spaces for creative or playful
uses).
• Attracting and supporting creative industries (film, television,
publishing, design, fashion, music, etc.).
Entry points
Initial gateways to interaction for a new user, with the intention of
building affinity with and future use of the cultural service or facility.
Equity, Diversity, Inclusion, and Accessibility (EDIA)
Equity strives to ensure fairness in how people are treated
with respect to t he unique circumstances that shape their
lives and access to resources and/or opportunities. This
includes accounting for historical factors that have resulted
in discrimination and disadvantage for various groups, such
as experiences of colonialism and enslavement of Indigenous
and Black communities. Equity recognizes that these forms of
oppression have, over time, contributed to the marginalization
of these communities in ways that have deprived them of
fundamental resources and opportunities needed to thrive in the
world.
Diversity recognizes that a community is comprised of
individuals with unique and differing identities that influence
how they experience the world around them for better or for
worse. These identities can be defined by such categories as
age, sex, gender, race, ethnicity, ability, income, employment,
and many others. Notably, the Ontario Human Rights Code
enumerates 17 protected grounds that prohibit discrimination
against individuals in the areas of employment, housing,
services, unions and ovational association and contracts (Ontario
Human Rights Commission, 2024), which signifies a legislated
responsibility to protect diverse identities. It must be recognized
that people have multiple and intersecting identities — the
variations and combinations of which can result in power
and privilege for some and disadvantage for others that can
themselves change in different situations.
Inclusion builds upon diversity and strives to ensure that
community members feel a sense of belonging and are able
to fully participate in society. Inclusion is about ensuring that
individuals can bring their whole and authentic selves to a place
and feel welcomed, valued and empowered.
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Accessibility means that everyone — with varying abilities
— has the right to participate fully in society. It can also be
understood as “a set of solutions that empower the greatest
number of people to participate in the activities in question in
the most effective ways possible” (UNESCO, 2021). In the arts
and culture sector, accessibility refers to the quality in which
cultural experiences and activities can be fully participated in,
experienced, and enjoyed through the practice of removing
physical, technological, financial, sensory, and social barriers for
individuals of all abilities and backgrounds.
Heritage
Resources include artifacts and architecture, historic and prehistoric
resources, and archival and interpretive material and activity.
Significant objects and structures are protected by legislation
distinguishing between items that are merely old and those deemed
valuable according to notable public aesthetic, educational, and
social significance.
Interculturalism
Support for cross-cultural dialogue.
Interpretive Plan
A document that outlines what stories and messages the museum
wants to convey through a variety of media, such as exhibits,
programming, and publications. It may include the institution’s
interpretive philosophy, educational goals, and target audiences. A
museum may develop an overall comprehensive interpretive plan, or
an interpretative plan for an individual component of its operation—
for example, for its permanent exhibits or for one of its historic sites.
Inquiry Based Learning
A pedagogical method that uses questions, problems and/or
scenarios to trigger curiosity and critical thinking.
Multiculturalism
Respects all cultural and/or racial groups in a society equally,
affording all the same rights and opportunities.
Sounding Boards
An engagement tool utilized for collecting both passive and active
insights from the general public and to generate excitement for
the project. Interactive and suitable for participants of all ages
and backgrounds. Often include a QR code or website URL for
participants to learn more information about the project and other
engagement opportunities.
Universal Design
The design of products and environments to be usable by all people,
to the greatest extent possible, without the need for alternative
measures for access, adaptation or specialized design.
Visitor-Centered
This approach refers to centering visitors in all aspects of museum
work by keeping their needs and experiences as the central focus of
planning and decision-making.
Visitor Experience
Visitor experience begins from first
encounter with the museum,
continues through the onsite
experience at the museum, and
includes post-visit activities
such as online activities or
conversations with others.
A visitor experience includes
all points of contact with the
museum and its facility, services
and products.
44 CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
CITY OF PICKERING | PICKERING MUSEUM VILLAGE STRATEGIC PLAN
DRAFT
Art In Public Spaces Plan
Attachment 3 - Report CS 15-26
CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
Land Acknowledgement
We acknowledge that the City of Pickering resides on
land within the Treaty and traditional territory of the
Mississaugas of Scugog Island First Nation and Williams
Treaties signatories of the Mississauga and Chippewa
Nations. Pickering is also home to many Indigenous persons
and communities who represent other diverse, distinct, and
autonomous Indigenous nations. This acknowledgement
reminds us of our responsibilities to our relationships with
the First Peoples of Canada, and to the ancestral lands on
which we learn, share, work, and live.
CITY OF PICKERING | ART IN PUBLIC SPACES PLAN 1
Contents
1 Introduction ..................................................................................................................................................................................2
1.1 Introduction and Context Setting ........................................................................................................3
1.2 What Is Art in Public Spaces? .........................................................................................................................4
1.3 Community and Place Profile .......................................................................................................................5
1.4 Existing Public Art and Cultural Infrastructure ...........................................................7
1.5 Methodology and Plan Development Approach ..................................................8
1.6 Gaps and Opportunities in Pickering’s Art in Public Spaces ............9
1.7 What We Heard: Engagement Summary ..........................................................................10
2 Strategic Alignment with Cultural Strategic Plan .......17
2.1 Strategic Alignment ....................................................................................................................................................18
2.2 Art in Public Spaces Role Supporting Cultural Strategic
Plan Priorities ........................................................................................................................................................................................22
3 Vision and Program Areas ...............................................................................................................23
3.1 Vision for Art in Public Spaces in Pickering ...................................................................24
3.2 Guiding Principles for Art in Public Spaces ..................................................................25
3.3 Program Areas .......................................................................................................................................................................27
Program Area 1: Civic and Capital Projects..................................................................28
Program Area 2: Education, Youth and Families ...............................................30
Program Area 3: Creative Placemaking Program for
Temporary, Street Art, and Art Activations ......................................................................32
Program Area 4: Community Public Art and
Engagement Program ...............................................................................................................................................34
Program Area 5: Maintenance ...............................................................................................................36
4 Public Art Siting and Program Typologies ........................................38
4.1 Siting .........................................................................................................................................................................................................40
4.2 Program Typologies ...................................................................................................................................................45
5 Governance .................................................................................................................................................................................47
5.1 Procurement & Art Selection ....................................................................................................................48
6 Maintenance/Stewardship..............................................................................................................51
6.1 Caring for Art in Public Spaces ..............................................................................................................52
7 Funding Sources ...........................................................................................................................................................54
7.1 Leveraging Public, Private, and Community Investment ...................55
8 Going Forward...................................................................................................................................................................56
8.1 Implementation and Next Steps........................................................................................................57
Acknowledgements......................................................................................................................................................60
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1 Introduction
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
1.1 Introduction and Context Setting
Across Canada, municipalities are navigating a period of
constrained cultural funding while prioritizing major infrastructure
like roads and other significant civic capital investments. In this
context, arts and cultural planning has increasingly shifted toward
models that sustain cultural vitality through strategic integration
with placemaking, infrastructure, and community development
initiatives. Rather than relying solely on large permanent
commissions, cities are expanding flexible approaches, such as
temporary exhibitions, artist residencies, and community-led
activations, to maintain visible arts activity, support artists, and
animate public space in cost-effective ways.
Pickering’s context is notably strong within this national landscape.
The City has demonstrated significant leadership and investment
in culture, including substantial increases to Cultural Services
funding over the past four years, representing more than $70
million in cultural infrastructure and program investment. Pickering
also maintains a healthy public art budget and a growing cultural
services portfolio, positioning the city well to continue advancing
ambitious arts and placemaking initiatives as part of its broader
growth strategy.
In keeping with Pickering’s broader placemaking priorities,
the 2026 Cultural Strategic Plan, and the City’s ongoing growth
trajectory, this Art in Public Spaces Plan focuses on maintaining
and strengthening the City’s robust level of arts activity while
amplifying new opportunities through temporary, digital, and
community-responsive programs. This approach builds on the City’s
existing investment and ensures that art in public spaces continues
to contribute to civic identity, belonging, and vibrancy while
supporting a diverse and evolving cultural ecosystem.
Summary of Recommendations
It is recommended that the City of Pickering adopt
an expanded definition of art in public spaces and
implement a coherent, city-wide program that responds
to rapid population growth by:
1. Addressing geographic gaps through a clear siting
framework that prioritizes civic and cultural hubs,
parks/waterfront, transit corridors/gateways, and
neighbourhood nodes, especially Claremont, Seaton,
and intensification areas.
2. Aligning delivery with the Cultural Strategic Plan
through five core program areas (civic/capital,
developer contributions, temporary/creative
placemaking, community engagement including
artist-in-residence and animators models, and
education and maintenance.).
3. Embedding equity, accessibility, and Indigenous-led
partnerships into commissioning and governance.
4. Modernizing procurement, policy, lifecycle planning,
and funding to ensure sustainability.
5. Strengthening interpretation, promotion, and public
education — through signage, digital tools, tours,
and storytelling — to build resident awareness,
knowledge-sharing, and pride of place around both
existing and future artworks.3
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1.2 What Is Art in Public Spaces?
Art in public spaces (also referred to as public art1) is defined as original
artwork selected, commissioned, created, programmed, or donated for
placement within the public domain and created by an artist. Artworks
may be permanent or temporary, functional or aesthetic, integrated
into architecture, infrastructure, or landscape, or discrete installations
located within a particular site. Artwork initiated or created by the
community for the public realm is also considered art in public spaces.
The term art in public spaces is used throughout this plan to reflect an
inclusive understanding of artistic practice beyond the narrow lens
of sculptures and murals. This term recognizes that multiple artistic
disciplines, including but not limited to visual art, digital media,
performance, storytelling, and participatory practices, can contribute
to the activation and animation of public spaces. In contemporary
municipal practice, art in public spaces extends beyond sculptures and
murals to support placemaking, cultural expression, social cohesion and
city-building objectives.
Municipalities increasingly use art in public spaces as a strategic tool
to interpret local histories, reflect diverse community identities, foster
belonging, and enhance the quality and experience of the public realm.
In Pickering, art in public spaces contributes to the City’s evolving
identity, supports community well-being, and aligns with broader
goals for sustainable growth and cultural development articulated in
municipal policy frameworks.
Key Terms
Key terms referenced throughout the plan include:
Art in Public Spaces: Art, located in the public realm, that
contributes to placemaking and cultural meaning, with the capacity
to interpret historic, social, cultural, and narrative dimensions that
distinguish communities and create a sense of place.
Creative Placemaking: An evolving field of practice that
intentionally leverages arts, culture, and creativity to serve
community interests while advancing broader agendas for growth,
equity, and transformation and enhancing character and quality
of place.
Public Realm: Publicly accessible places and spaces, including
streets, parks, plazas, waterfronts, civic facilities, building facades,
and privately owned public spaces.
Creative Engagement: is the use of arts, culture, and creative
processes to meaningfully involve residents in shaping civic spaces,
programs and decisions.
1 Americans for the Arts. (n.d.). Public art. https://www.americansforthearts.org/by-topic/public-art
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1.3 Community and Place Profile
Demographics and Urban
Growth Context
The City of Pickering is a rapidly growing municipality located in
Durham Region, adjacent to Toronto, Markham, Ajax, and Uxbridge,
and extending south to Lake Ontario. Pickering is transitioning from
a suburban community to a more complete and urbanized city, with
significant growth anticipated in the downtown core, transit corridors,
and emerging communities.
Pickering’s Official Plan guides long-term land use, transportation,
and resource management and is periodically reviewed to respond to
changing economic, social, and environmental conditions. Population
growth forecasts indicate substantial expansion over the coming
decades, with projections identifying Pickering as a key growth area
within the Region of Durham and the Greater Golden Horseshoe.
Downtown Pickering is designated as an Urban Growth Centre and
Mobility Hub by the Province of Ontario, designed to become a high-
density, mixed-use community with a target of 200 residents and jobs
per hectare by 2031. This growth is intended to enhance the City’s
vitality, support economic development, and strengthen civic identity.
This urban transformation presents opportunities for art in public
spaces to contribute to placemaking, identity-building and community
cohesion in both established and more emerging neighbourhoods.
Indigenous Context
The City of Pickering is situated on land within the Treaty and traditional
territory of the Mississaugas of Scugog Island First Nation and Williams
Treaties signatories of the Mississauga and Chippewa Nations. Pickering
is also home to many Indigenous persons and communities who
represent other diverse, distinct, and autonomous Indigenous nations.2
This plan recognizes Indigenous rights, knowledge systems, and
cultural practices, and supports opportunities for Indigenous-led and
Indigenous-partnered art in public spaces initiatives. Indigenous public
art can contribute to meaningful representation within Pickering’s
evolving public realm, and should be developed through respectful
relationships and appropriate protocols.
2 City of Pickering. (2025). Community vision and priorities: Pickering Official Plan review public information centre presentation.
https://www.pickering.ca/media/l4vbzxgq/pic-3-presentation_acc.pdf
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Cultural Assets and Public
Realm Overview
As identified in the 2026 Cultural Strategic Plan Pickering’s
cultural ecosystem includes a network of cultural facilities,
heritage assets, creative practitioners, festivals, and
community organizations that contribute to the City’s
identity and quality of life. The plan recognizes that arts,
culture, and heritage define community identity, contribute
to economic and social development, and create a sense of
place and belonging.
This Art in Public Spaces Plan relates primarily to the 2026
Cultural Strategic Plan’s Strategic Priority 1 — Foster
placemaking and a distinct community identity. Pickering’s
public realm includes the waterfront, trail networks, civic
and cultural facilities, neighbourhood parks and plazas,
streetscapes, and emerging downtown and transit-oriented
development areas. These spaces provide a significant
platform for art in public spaces to enhance place identity,
foster social interaction, and support Pickering’s evolving
urban form.
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
1.4 Existing Public Art and Cultural Infrastructure
Pickering has an established and growing portfolio of public
art, supported by municipal programs, capital investments, and
partnerships. As of 2026, the City identified over 47 public artworks
across Pickering, including permanent sculptures, murals, digital and
temporary installations distributed across civic, waterfront, museum,
suburban, and gateway locations. The City’s Public Art Plan 2023–2026
organizes existing and planned public art initiatives across five
primary zones: Civic Centre, Waterfront, Pickering Museum Village and
Greenwood Park, Suburban Areas and Gateways and Hubs.
Cultural infrastructure in Pickering includes the Pickering Museum
Village, public libraries, recreation and community centres, waterfront
and trail systems, and a range of festivals and cultural events.
Together, these assets provide a platform for integrated art in public
spaces initiatives that support cultural expression, placemaking, and
community development. This plan builds on existing public art
investments and aligns with municipal objectives for placemaking,
community identity, and high-quality public realm design.
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1.5 Methodology and Plan Development Approach
The City of Pickering Art in Public Spaces Plan was developed
simultaneously alongside the 2026 Cultural Strategic Plan and Pickering
Museum Village Strategic Plan through a collaborative and multi-
layered research and policy review process to ensure alignment with
municipal planning and strategic priorities. Key components of the
methodology included:
Review of municipal policy frameworks, including the Pickering
Official Plan, Public Art Policy, Public Art Plan, Cultural Strategic Plan,
Corporate Strategic Plan, and Equity, Diversity and Inclusion Strategy.
Comparative review of public art strategies, policies, and governance
models from Canadian and international municipalities.
Review of existing public art assets, siting opportunities, and public
realm typologies within Pickering.
Review of engagement and consultation to align art in public spaces
planning with cultural planning priorities.
This methodology ensured that the plan is grounded in municipal
policy, aligned with city-building priorities, and informed by
contemporary practices in public art planning, creative placemaking,
and cultural policy.
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1.6 Gaps and Opportunities in Pickering’s
Art in Public Spaces
While Pickering has developed a growing portfolio of public art across
civic, waterfront, museum, and suburban contexts, spatial and thematic
gaps remain that present strategic opportunities for future investment.
Public art is currently concentrated in the City Hall/Civic Centre,
waterfront, and Pickering Museum Village areas, with comparatively
limited presence in Central/North Pickering (i.e., Claremont)
and emerging growth areas such as Seaton and intensification
corridors, raising equity considerations related to geographic
access and representation. As Pickering continues to intensify along
transit corridors, mixed-use nodes, and gateway sites, there is an
opportunity to integrate art in public spaces into infrastructure
projects, streetscapes, and transit-oriented developments to support
placemaking and identity-building in high-growth areas. Alongside
new investment, there is also a growing need to build public awareness,
education, and pride of place by strengthening interpretation and
promotion of existing artworks through storytelling, tours, digital
platforms and accessible information-sharing that deepens residents’
understanding of the City’s public art collection and cultural narratives.
Additionally, while recent projects have begun to incorporate
Indigenous-led works, there is an opportunity to expand Indigenous
representation and partnerships through relationship building,
sustained Indigenous-led commissions, storytelling, mentorship,
and land-based public art that reflects Indigenous histories, stories,
contemporary presence and futures. Strengthening community-based
and participatory public art in diverse neighbourhoods/hamlets,
particularly youth- and newcomer-serving areas, also presents an
opportunity to enhance belonging, cultural expression, and local
capacity building across Pickering’s evolving urban landscape.
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1.7 What We Heard: Engagement Summary
Our Process
Following the project’s Community Engagement and Communications
Framework, the engagement team engaged with City staff, community
interest holders and the broader Pickering community to develop
the Cultural Strategic Plan and related Art in Public Spaces Plan and
Pickering Museum Village Strategic Plan. Special attention was paid to
ensuring that voices that may not typically be heard during large-scale
engagement events were sought out, leading to engagement with key
art-based stakeholders and community organizations, the Indigenous
Relationship Building Circle, Pickering Anti-Black Racism Task Force, and
High School and Youth leaders.
The comprehensive engagement process was designed to ensure
impactful public consultation on the future vision of cultural
development, including museums, heritage, and art in public spaces in
Pickering. The engagement approach included both small, workshop
style sessions and a large community questionnaire with over 600
responses to understand the community experience at both small and
large scales.
The final strategies were developed with community. The following
section is a summary of the activities and key engagement findings
related specifically to the Art in Public Spaces Plan.
Engagement at a Glance
Senior Management Session
September 22, 2025
Interdepartmental Staff Session
September 22, 2025
Agency and Opinion Leader Interviews (Six)
September 25, 2025–October 9, 2025
Community Questionnaire
October 31–December 20, 2025
Open Houses (Four)
November 12 and November 13, 2025
Art in Public Spaces Focus Group
November 14, 2025
Museum and Heritage Focus Group
November 14, 2025
High School and Youth Leader Sessions
November 20, 21, 28, December 9, 2025
Indigenous Relationship Building Circle
November 25, 2025
Pickering Anti-Black Racism Taskforce
January 8, 2026
Pickering Museum Village Staff Session
January 14, 2026
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
Overall: Major Themes
Engagement participants identified art in public spaces as an important
tool for placemaking, neighbourhood activation, and strengthening
everyday encounters with culture. Participants emphasized that public
art should meaningfully reflect Pickering’s distinct histories, cultures,
and communities, including through the inclusion of local artists and
locally relevant narratives.
Participants also highlighted opportunities for art in public spaces
to support wayfinding, reinforce neighbourhood identity, and
be integrated into parks, streetscapes, transit corridors, and civic
infrastructure. In addition to permanent installations, there was interest
in temporary and rotating works that allow for experimentation,
broader artist participation, and responsiveness to changing
community contexts.
Engagement feedback suggests that art in public spaces is most valued
when it is contextually grounded, locally relevant, and integrated into
everyday environments rather than treated as standalone or purely
symbolic interventions. While participants expressed interest in both
permanent and temporary works, these preferences highlight the
need for a clear curatorial and governance framework to balance
experimentation, maintenance, and long-term stewardship.
Senior Management Session
September 22, 2025
At the senior management level, the consultant emphasized the
need for a culture plan that is laser-focused given the current and
forthcoming sector realities and economic outlook. The senior team
agreed that a targeted scope that is actionable, and financially
realistic, given the City’s looming budget pressures and competing
capital priorities.
They acknowledged culture’s role in enhancing community identity,
placemaking, and civic pride, while also underscoring the need to
safeguard existing cultural assets. Leaders noted progress in areas
such as art in public spaces integration, expanded community grants,
and improvements in equity, diversity, and inclusion, but also raised
concerns around heritage preservation, resident awareness of culture,
and the tension between hamlets and urban growth.
Discussions underscored the urgency of rooting new developments
in local heritage, identifying key art in public spaces sites and
placemaking opportunities, and sustaining the City’s progress in
museum programming and heritage interpretation.
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Interdepartmental Staff Session
September 22, 2025
The staff engagement session echoed these perspectives, with frontline and
interdepartmental staff describing cultural services as highly collaborative
and integrated across City functions. They pointed to key strengths (such as
inclusive events, strong museum engagement, and a growing art in public
spaces presence); however, staff also flagged key gaps:
Inadequate performing arts and event spaces
Accessibility challenges
Strained relationships with Indigenous communities
Outdated policies, and insufficient resources to meet growing demands
Opportunities identified included:
Strengthening Indigenous partnerships
Investing in new facilities and transit access
Expanding placemaking initiatives, and,
Bringing museum and cultural programming directly into communities
Staff articulated aspirations for expanded programming, new
performance venues, and stronger visibility of cultural offerings,
alongside big ideas, such as artist live/workspaces and neighbourhood-
level activation. These sessions present a clear picture: Pickering has built
a solid foundation of cultural services and assets, supported by strong
leadership and staff collaboration. Simultaneously, there is a shared
recognition that the City is at a critical inflection point — needing to
balance financial realities with ambitious goals for growth, inclusivity,
and civic identity. The insights will guide the development of a phased,
practical cultural plan that strengthens Pickering’s distinctiveness, while
addressing gaps in infrastructure, equity, and policy.
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Agency and Opinion
Leader Interviews (Six)
September 25–October 9, 2025
Interviews were conducted with six Agency
and Opinion leaders selected by City of
Pickering staff to gather their insights into
potential funding sources and governance
models, as well as partnership and service
delivery models, to help us understand and
confirm broader trends in the cultural sector
at large.
Agency and opinion leaders view Pickering
as being at a pivotal stage in its cultural
evolution, moving from building capacity to
defining its identity within Durham Region
and the Greater Toronto Area. The interviews
revealed strong optimism about Pickering’s
cultural potential and underscored the
need for more coordinated governance,
sustainable funding, and authentic
community engagement.
Pickering’s rapid demographic growth,
diversity, and strong civic leadership are
key cultural assets.
The Dorsay Community & Heritage
Centre was identified as a transformative
opportunity to link heritage, community,
and contemporary culture.
Success will rely on sustainable
operational models, cross-departmental
collaboration, and the integration of
culture with tourism and economic
development.
Key Themes and Insights
1. Culture as a Public Good and Driver
of Livability
Culture must be positioned
as essential infrastructure, not
a 'nice-to-have.'
Cultural development contributes
directly to belonging, identity, and
community pride.
Plans must ensure that all residents
can see themselves represented
through accessible, everyday cultural
experiences.
2. Collaboration, Governance, and
Regional Partnerships
A coordinated approach is needed
across divisions (Culture, Tourism,
Economic Development, etc.).
Regional collaboration across Durham
municipalities is essential.
Partnerships with business,
education, and tourism sectors can
expand visibility, attract investment,
and diversify revenue streams.
3. Inclusion and Authentic Engagement
Interviewees emphasized deep,
relationship-based engagement
with communities over one-off
consultations.
Co-created programming and
exhibitions that transfer authorship
to communities build stronger
connections and relevance.
Focus areas include Indigenous
partnership-building, youth
engagement, and ensuring
representation of newcomer and
equity-deserving communities.
4. Financial Sustainability and Innovation
Rising costs and reduced funding
require diversified revenue sources,
sponsorships, and entrepreneurial
models.
Linking culture to economic tools such
as the Municipal Accommodation Tax
(MAT) and cultural tourism strategies
was recommended.
Interviewees cautioned against overly
aspirational plans, advocating for
phased, achievable actions with clear
return-on-investment measures.
5. Museums and Art in Public Spaces as
Anchors for Inclusion
The Pickering Museum Village and
Dorsay Community & Heritage Centre
can redefine how heritage and
contemporary culture intersect.
Museums are evolving from
preservation toward identity-affirming
storytelling.
Opportunity for art in public spaces
to extend beyond civic nodes to new
neighbourhoods and use interactive
and digital tools to enhance
accessibility and engagement.
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Community Questionnaire
October 31–December 20, 2025
A Community Questionnaire was available on LetsTalkPickering.ca
from October 31st, 2025 until December 20, 2025. The survey received
635 responses, with the majority (n=461) from youth aged 13–17.
The next most popular age demographic were older adults, aged 65+
(n=52). This points to the community questionnaire data including a
significant youth bias. Most respondents (n=583) indicated they lived in
Pickering, with other respondents working or visiting often.
A minority of responses expressed concerns about property tax
rates and public expenditures on arts, culture, and heritage. This
suggests that municipal spending on arts, culture, and heritage
should be consistent and transparent, communication about cultural
investment must be clear, and that innovative funding approaches
(e.g., partnerships with the private sector) should be explored
where possible.
When asked about their vision for arts, culture, and heritage
in Pickering, respondents were interested in increased
prominence and diversity in programming, while preserving
heritage and ensuring that cultural initiatives were reflective of
the community.
Respondents were active participants in arts, culture, and
museum/heritage offerings within the last three years. Special
events, festivals and cultural ceremonies were the most common
response (n=380), followed by natural heritage sites (n=304).
Respondents who chose the ‘other’ option shared that they
participated in informal events, workshops, hobbies, sports, or
events in Toronto.
Respondents enjoy several aspects of culture in Pickering,
including the opportunity to connect with neighbours and
family through programming, existing public art, greenspace,
programming, and intercultural opportunities.
Respondents were interested in increased activities/
experiences of interest to them (n=450), when asked about what
factors would encourage them to participate more. More free time,
increased options nearby, and more cultural spaces/facilities were
also popular factors.
Peer to peer channels (such as social media), as well as
community posters/word of mouth, were the most common
methods respondents used to learn about arts, culture, and
heritage. Local news/media, city communications, and library
event listings and posters were also commonly used.
There is an appetite for outdoor gathering spaces and
large, dedicated cultural spaces or facilities among survey
respondents. Some respondents also indicated that they leave
Pickering to participate in intercultural events, as well as events
such as live music, theatre, and opera.
There is a need to increase access and awareness of arts,
culture, and heritage experience across neighbourhoods and
hamlets. While 221 respondents indicated that they do have
access to arts, culture, and heritage in their local neighbourhood
or hamlet, the large number of respondents who indicated ‘I don’t
know’ (n=241) or ‘no’ (n=173) points to this need.
Respondents expressed mixed opinions on whether they
felt that current arts, culture, and heritage offerings reflect
Pickering’s changing and diverse population. Many respondents
indicated that arts, culture, and heritage offerings are becoming
more diverse.
Local access to arts, culture, and heritage in respondents’
neighbourhood/hamlet is important. A combined 296
respondents indicated that access to arts, culture, and heritage
in their neighbourhood or hamlet was ‘very important’ or
‘important,’ with an additional 225 respondents indicating it was
somewhat important.
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Open Houses (Four)
November 12 and November 13, 2025
Community members met during four, two-hour open houses held at
community centres on November 12 and 13, 2025. The target audiences
included northern neighbourhoods and hamlets, Whitevale A&C Centre
Board/Members, Arts and Museum interest holders, and Pickering
residents. Attendees were encouraged to contribute to Sounding
Boards (physical boards they could write their input on) and complete
the community questionnaire.
Participants expressed a strong desire for increased arts and culture
programming options. Some participants stressed the need for
increased awareness of culture in the community, for example through
more emails and newsletters. Several participants expressed a need
for the Cultural Plan to encourage diversity that is representative of
Pickering’s population through events that encourage interculturalism.
Affordability and availability of arts and culture were also mentioned
repeatedly, particularly in terms of affordable or free spaces to
enjoy culture.
Art in Public Spaces Focus Group
November 14, 2025
Participants identified that art in public spaces is an important
opportunity for placemaking and activating the public realm. Several
proposed incorporating public art with recreation opportunities, such
as outdoor space and community centres. Some expressed a desire for
more art in public spaces. Two participants identified an opportunity
to incorporate Indigenous names or land acknowledgement in art in
public spaces or street naming processes. Participants also expressed a
strong affinity for the local Waterfront, a potential location for future art
in public space initiatives.
High School and Youth
Consultant Sessions
November 20, 21, 28, 2025
High school students from St. Mary’s Catholic Secondary School
and Dunbarton High School were engaged at their schools on
November 20, 21 and 28, 2025. These students were consulted for their
perspectives related to improving cultural programs and services in
the city, as well as their opinion on what themes and or types of art in
public spaces should be featured in Pickering. The student solutions
included billboards and outdoor signs for wayfinding and attraction,
strategic partnerships with schools, community groups and influencers,
and free/affordable experiential opportunities and events.
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Indigenous Relationship
Building Circle
November 25, 2025
The Indigenous Relationship Building Circle
(IRBC) met to discuss the impact of a new Cultural
Strategic Plan on their community, and how they
would like their culture and values reflected in
the plan.
Highlights from the conversation included:
More opportunities to showcase Indigenous
arts, performance and heritage, including a
space for Powwows.
Improved communication tactics from the
City to inform Indigenous participants on
cultural goings-on.
More inclusive engagement methods are
needed in order to include Indigenous
participants in cultural offerings.
Improved municipal systems and policies
(i.e., event planning, finance and insurance)
are needed in order to gain trust with local
Indigenous groups, especially artists.
Support employment and funding
opportunities for Indigenous youth to work
in cultural sector.
Pickering Anti-Black Racism Taskforce
January 8, 2026
The Pickering Anti-Black Racism Taskforce (PABRT) is a committee of Council
appointees who work in partnership with the Pickering community, Durham-
based organizations, businesses, and the City of Pickering.
Highlights from the conversation about the plan development included:
Equity must be embedded in cultural budgeting, with funding and grants
designed to be accessible to smaller and grassroots community groups.
Clearer procurement pathways are needed so community organizations and
artists can better understand and participate in calls for artists, RFPs, and
City processes.
City staff capacity and liaison support are critical to successfully connect
community groups with resources, policies, and procedures.
Museums and cultural institutions should strengthen their community
presence, engage contemporary audiences, and participate more visibly in
community events.
Local cultural heroes and underrepresented voices should be celebrated
through public art, storytelling, and visible interventions across
public spaces.
Art in public spaces should be used as a tool for dialogue, community
engagement, and reflection of Pickering’s diverse cultural identity.
Consistent and accessible communication is essential, so residents are aware
of cultural initiatives, events, and opportunities to participate.
Evaluation and feedback loops with the community must be ongoing, with
KPIs and metrics embedded into both projects and City cultural processes.
Cultural development should focus on sustainability, moving from initiation
to refinement, stabilization, and long-term maintenance of initiatives.
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2 Strategic Alignment with
Cultural Strategic Plan
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2.1 Strategic Alignment
The Pickering Art in Public Spaces Plan establishes a framework to
guide the City’s approach to commissioning, siting, governance,
and stewardship of art in public spaces. The recommendations are
structured around four interrelated objectives that support Pickering’s
broader Cultural Strategic Plan and its 5 Strategic Priorities as follows:
Strategic Priority 1
Foster placemaking and a distinct community identity
Goal: There is a pride of place and enhanced community spaces for
connection in Pickering.
Creative placemaking strengthens the relationship between people and
place. It integrates culture, heritage, land, and public space to foster
identity, pride, and belonging. For Pickering, this includes ensuring that
cultural spaces–both indoor and outdoor–reflect the city’s history and
evolving community.
Strategic Priority 2
Celebrate interculturalism through the arts
Goal: Everyone feels they can safely and inclusively participate in the
cultural life of our city where diversity is welcomed.
Intercultural celebration recognizes and values the diversity of
Pickering’s residents. It promotes inclusive storytelling, shared
experiences, and opportunities for cultural exchange, ensuring that all
communities see themselves reflected in the city’s cultural life.
Strategic Priority 3
Sustain and maintain a creative economy
Goal: Pickering is recognized as an all-season cultural tourism
destination and home to a thriving and sustained creative ecosystem
of artists and creative workers.
The creative economy supports local artists, cultural producers, and
creative enterprises. It contributes to economic development, tourism,
and community vitality through mission-aligned cultural programming,
partnerships, and revenue-generating opportunities.
Strategic Priority 4
Be future ready
Goal: There is enhanced capacity within the City and in the
community for cultural development.
Future-ready cultural development strengthens institutional capacity,
professional practice, interdepartmental collaboration, and long-term
sustainability. It ensures that cultural infrastructure and programming
evolve alongside community growth and demographic change.
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
Strategic Priority 5
Prioritize youth and young families
Goal: Youth are active and involved in the arts as participants and
producers, and there are family arts opportunities abound.
Youth and family engagement ensure that cultural participation begins
early and continues throughout the life course. It prioritizes experiential,
creative, and accessible opportunities that invite young residents to
shape and contribute to Pickering’s cultural future.
Together, these recommendations move public art in Pickering from
a series of discrete projects toward a coherent civic infrastructure
that contributes to identity, livability, reconciliation, and sustainable
urban growth.
Art in
Public
Spaces
Plan
Strategic
Priority 1
Placemaking
Strategic
Priority 2
Interculturalism
Strategic
Priority 3
Creative Economy
Strategic
Priority 4
Future Ready
Strategic
Priority 5
Youth and Families
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The Pickering Art in Public Spaces Plan is designed to advance these
priorities through four focused art in public spaces objectives:
1 Sharing Identities, Histories, and Stories of Place
The City should integrate community-engaged processes throughout
the public art commissioning lifecycle, ensuring that storytelling,
dialogue, and knowledge sharing inform projects from early planning
through to long-term interpretation. Engagement activities may occur
at multiple stages of a commission, including site identification and
planning, artist call promotion, community feedback on proposals,
launch events, and post-installation programming.
Approaches such as artist-led listening sessions, story circles,
neighbourhood conversations, public art tours and community
animator committees can provide structured opportunities for
residents, local historians, artists, Indigenous Elders, and community
organizations to share perspectives and contribute place-
based knowledge. These activities strengthen transparency and
communication around public art projects while helping artists engage
more deeply with the social and cultural context of Pickering’s land,
waterways, neighbourhoods, and communities.
Digital and hybrid interpretation tools, including QR-linked content,
augmented reality, and online archives, can further extend the reach
and lifespan of public artworks by sharing the stories, research, and
community voices connected to each project beyond the moment
of installation.
2 Creating a Distinct and Vibrant Public Realm
The City should pilot temporary and rotating installations (which
could include projection-based works and urban digital screens) to
activate underutilized sites and introduce contemporary public art
practices. These types of initiatives allow the City to test new ideas,
animate public spaces, and bring visible arts activity to different
neighbourhoods while supporting a wide range of artists and
creative practices.
Art can also be considered early within capital planning and urban
design processes. One way municipalities have advanced this
approach is through artist-in-residence models embedded within
civic departments or major infrastructure projects. In these programs,
artists work alongside planners, engineers, and landscape architects
during early project phases — participating in site research, community
engagement, and design discussions — to bring creative perspectives
to how infrastructure and public space can be experienced. For
example, the City of Calgary’s Watershed+ program placed artist Sans
façon in residence within the City’s Water Services division, where
artistic research and engagement activities informed conversations
about water infrastructure, ecology, and public awareness. While
not every capital project will require a formal residency, this model
illustrates how artists can contribute to broader civic conversations
and help identify opportunities for integrated artworks, interpretive
elements, or creative public space interventions as projects are
being planned.
Interactive artworks that invite movement, play, reflection, and
gathering should also be prioritized in parks, civic plazas, waterfront
areas, and transit-adjacent spaces, supporting a lively and welcoming
public realm across the city.
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3 Belonging, Access, and Lifelong Creative Engagement
The City should strengthen the capacity of the local arts community
by creating mentorship opportunities, artist exchanges, and paid roles
for emerging artists, youth, and community animators to participate in
public art programs.
Public art commissions should be designed to engage a wide range
of residents across ages, abilities and cultural backgrounds. This
may include artworks and programs that support different ways of
experiencing and interacting with art — such as tactile elements,
seating or gathering spaces, opportunities for play or participation,
multilingual interpretation, and programming that invites families,
youth, and seniors to take part.
Digital access points, including online public art maps, audio guides,
and artist interviews, can further expand participation by making it
easier for residents and visitors to discover artworks and learn about the
stories and ideas behind them.
An evaluation framework should be established to help the City
understand the impact of the program over time. This may include
tracking indicators such as participation in engagement activities,
representation of local and emerging artists in commissions,
geographic distribution of artworks across neighbourhoods,
accessibility of artworks and interpretation materials, and community
feedback on how public art contributes to a sense of belonging and
connection to place.
4 Ensuring Sustainable and Resilient Public Art Activity
The City should update public art policies and procedures to include
sustainability criteria, lifecycle planning, and clear maintenance and
deaccessioning guidelines. A long-term Public Art Implementation
Plan should align commissioning schedules, staffing, and municipal
priorities. Durable, low-impact materials should be prioritized for
landmark/permanent commissions, while environmentally sustainable
materials and practices should be encouraged for temporary and
rotational programming.
Art in Public Spaces Precedent:
Lookout at Storm King, 2023, Martin Puryear, Hudson Valley, New York
Credit: Jeffrey Jenkins.
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2.2 Art in Public Spaces Role Supporting
Cultural Strategic Plan Priorities
Table 1: Alignment between Cultural Strategic Plan (CSP) Priorities and the Art in Public Spaces Plan (APSP) Objectives
CSP STRATEGIC PRIORITIES
APSP OBJECTIVE 1:
Sharing Identities,
Histories, and
Stories of Place
APSP OBJECTIVE 2:
Creating a Distinct
and Vibrant
Public Realm
APSP OBJECTIVE 3:
Belonging, Access,
and Lifelong Creative
Engagement
APSP OBJECTIVE 4:
Ensuring Sustainable
and Resilient Public
Art Activity
Foster placemaking and a
distinct community identity ✓✓✓
Celebrate interculturalism
through the arts ✓✓✓
Sustain and maintain a creative economy ✓✓✓
Be future ready ✓✓
Prioritize youth and
young families ✓✓
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
3 Vision and Program Areas
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
3.1 Vision for Art in
Public Spaces in Pickering
Connected Conversations
Guided by the idea that people, movement, and exchange shape the
city, Pickering’s Art in Public Spaces program will reflect the rhythms of
connection between neighbourhoods, cultures, transit corridors, and
shared civic spaces. Public art will act as connective tissue across the city:
marking gateways, animating transit and pedestrian routes, and creating
moments to pause, gather, connect and encounter one another in the flow
of everyday life.
Embracing innovation, Pickering’s Art in Public Spaces program will
expand beyond physical form to include digital, media, and interactive
works that layer stories onto streets, stations, parks, and public spaces.
Through embedding artists into civic planning processes and through the
establishment of an Animators Circle, public art will amplify diverse voices,
and contribute to making civic spaces more responsive and inclusive.
The program will champion experimentation and change, using temporary
exhibitions and time-based projects as platforms for dialogue, and
discovery. These temporary works will test new ideas, activate underused
spaces, and invite community participation, allowing public art in Pickering
to remain dynamic, adaptive, and forward-looking.
Together, permanent, digital, and temporary works that evolve alongside
the city, strengthens connections between people and place, and reflects
Pickering as a city in motion, shaped by creativity, curiosity, and collective
experience. Guided by principles of equity, creativity, and sustainability,
public art will interpret place, foster belonging, and enhance the quality
and identity of Pickering’s public realm across civic spaces, neighbourhoods,
waterfronts, and growth areas.
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
3.2 Guiding Principles
for Art in Public Spaces
The guiding principles for the City of Pickering’s Art in Public Spaces
Plan are informed by research, the cultural plan engagement
processes, and best practices in municipal public art planning
across Canada. Together, these principles articulate the values
and priorities that will shape the future of art in public spaces
in Pickering and guide decision-making across commissioning,
programming, partnerships and site integration. Grounded in
commitments to equity and inclusion, place-responsiveness,
community building, artistic excellence and innovation, learning
and capacity building, integration with city-building, and long-
term sustainability, the principles ensure that art in public spaces
contributes meaningfully to civic life and supports a dynamic and
resilient cultural ecosystem.
Equity and Inclusion
Ensure public art reflects Pickering’s diverse communities, histories,
and identities, and supports equitable geographic distribution
and access.
Place-Responsiveness
Ground artworks in the ecological, cultural, and social
context of Pickering’s land, waterways, neighbourhoods and
built environment.
Community Collaboration
Prioritize participatory processes, partnerships, and community-led
initiatives in public art development.
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Artistic Excellence and Innovation
Support high-quality artistic practices across
disciplines, scales, and media, including digital and
interdisciplinary forms.
Learning and Capacity Building
Embed mentorship, training, and professional
development within public art processes to
expand the field of public art and support artists
in transitioning from studio-based practice to the
public realm. This includes integrating mentorship
components into commissions, involving emerging
and diverse practitioners on public art jury
committees, and offering workshops, site tours, and
learning opportunities that build knowledge across
artists, staff, and community partners.
Integration with City-Building
Embed artists and creative processes in planning,
design, and capital projects to shape the
public realm.
Sustainability
Ensure artworks are designed, fabricated, and
maintained with environmental, financial, and
operational sustainability in mind.
Art in Public Spaces Precedents:
The Glass House
2023, Tom Fruin, Lake Nona, Florida
Lake Nona public art program and art festival:
2-day festival, local/national artists, participatory.
DREAM.IT.DO.IT AND INTER. NATION.ALL.WATERS
2015, John Runnels, The Woodlands, Texas
Waterfront activation through connected art in
public spaces.
Meditation in a Beech Wood
1996, Martin Puryear, Wanås Foundation,
Knislinge, Sweden
Permanent and temporary works in forested
estate, embedded art, participatory programming.
26
3.3 Program Areas
It is recommended that the City adopt and implement five core Art in
Public Spaces program areas to provide a clear, consistent, and scalable
framework for delivering art across Pickering. Together, these program
areas establish a balanced approach that integrates public art into civic
and capital projects and creative placemaking initiatives, while also
embedding artists and community voices within municipal processes
and ensuring long-term stewardship through maintenance and
education. By organizing art in public spaces delivery through these
five core programs, the City can clarify roles and expectations, align
investment with growth and infrastructure planning, support equity
and innovation, and build a coherent, city-wide Art in Public Spaces
program that is responsive to community needs and is sustainable
over time.
Program Area 1
Civic and Capital Projects
Program Area 2
Education, Youth and Families
Program Area 3
Creative Placemaking Program for Temporary, Street
Art, and Art Activations
Program Area 4
Community Public Art and Engagement Program
Program Area 5
Maintenance
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Program Area 1
Civic and
Capital Projects
Goal
To integrate high-quality art in
public spaces into municipally
funded civic and capital projects
so that public infrastructure
reflects Pickering’s cultural
identity and supports meaningful
community connection.
Supporting Actions
1. Integrate Public Art Early in Capital Planning
Require consideration of art in public spaces at the earliest
stages of planning and design for eligible civic and capital
projects, including parks, civic buildings, streetscapes, waterfront
improvements, transit-related infrastructure and other
major upgrades.
Art in public spaces should be prioritized in projects with high
public visibility, civic significance and frequent public use. This
includes, but is not limited to: community centres, libraries, cultural and recreation facilities,
publicly accessible plazas, civic administration buildings, transit hubs and stations, major
parks and waterfront destinations, gateways and prominent intersections and large-scale
infrastructure projects.
2. Maintain Clear Funding Mechanisms
Maintain annual contributions to the dedicated Public Art Reserve Fund to ensure consistent
and predictable investment within eligible capital projects.
3. Support a Range of Public Art Typologies
Continue to support a variety of public art approaches, including permanent works, integrated
and functional artworks, digital and temporary installations. Encourage opportunities to
incorporate art into civic infrastructure and public space design — such as bridges, seating,
lighting and landscape features — so that artistic expression is embedded within everyday
public environments.
4. Adopt a Curatorial Approach
Adopt a curatorial approach to the Arts in Public Spaces program so that individual
commissions contribute to a broader civic vision rather than functioning as stand-alone
projects. Curatorial guidance throughout the commissioning lifecycle — from project planning
and working with artist selection panels through fabrication, installation, interpretation — can
help ensure that artworks respond to site context, reflect community input, and collectively
build a recognizable identity for Pickering’s public realm over time.
Advances
Strategic Priorities:
Placemaking
Future Ready
28
5. Maintain Technical Oversight
Continue to require artists as part of their scope
of work to secure qualified technical review as
part of their proposals and implementation plans.
This includes engaging licensed professionals
(e.g., structural engineers, lighting or media
specialists) to certify the safety, durability,
and technical feasibility of artworks, including
stamped drawings and fabrication specifications
where required.
6. Align Commissions with Operations
Coordinate art in public spaces commissions
with project teams, consultants, and City
staff to align artworks with project timelines,
operational needs, accessibility standards, and
maintenance requirements.
Art in Public Spaces Precedents:
Fungi of the Wood
2024, LeuWebb Projects, Mississauga, Ontario
Fungi of the Woods is an artwork that is accessible
physically, sonically, and tactilely. The ground
plane, seating, and tabletop surfaces are barrier-
free. The concrete and rubberized surfacing has
clearances for wheelchairs. In terms of sensory
activations, the tall sculptural mushroom stem will
have raised dimple-like forms that people can run
their hands upon, and the hollow metal forms will
ring upon tapping. People of varying abilities will
be able to engage with the artwork independently
and with dignity.
Peeled Pavement
2015, Jill Anholt, Toronto, Ontario
Embedded sidewalk installation on Mill street that
reveals found industrial artifacts cast in bronze.
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Program Area 2
Education, Youth
and Families
Goal
Support lifelong learning and
meaningful engagement with art
by connecting residents of all ages
— particularly youth and families —
to the stories, processes, and ideas
behind the City’s Art in Public Spaces
program.
Supporting Actions
1. Integrate Learning and Public Programming
Complement public art installations with ongoing educational
and community programming, such as tours, artist talks,
workshops, and participatory events. In alignment with the
Cultural Strategic Plan, develop targeted opportunities for youth
and families that encourage creative exploration, learning and
connection to place.
2. Expand Public Education and Interpretation Tools
Enhance access to art in public spaces through interpretive
and educational tools, including signage, digital platforms and
self-guided tours. Develop accessible and engaging content such as artist interviews, audio
guides, and online maps to increase public awareness, understanding, and appreciation of
artworks. Strengthen partnerships with local schools and educational organizations to support
youth engagement.
3. Support Knowledge Sharing and Sector Development
Create opportunities for knowledge exchange between artists, City staff, and the broader
community. This may include artist talks, process documentation, case studies, and public-
facing content that shares insights into how art in public spaces projects are developed and
realized. Where possible, highlight local artists and projects to build awareness of Pickering’s
creative community.
4. Build Internal Capacity Through Targeted Public Art Training
Continue to strengthen the City’s ability to plan, deliver, and steward art in public spaces
by supporting ongoing capacity-building opportunities for staff. Targeted training can help
reinforce existing expertise, support cross-department alignment, and ensure consistent, best-
practice-informed implementation of the Art in Public Spaces program.
As part of this, the City may consider engaging a qualified Art in Public Spaces consultant
to design and deliver tailored training sessions that respond to staff interests and evolving
program needs. Potential topics could include: curatorial frameworks and program-wide
approaches, artist procurement and selection processes, project management for public
art, private sector integration, community engagement and participation, temporary and
experimental public art and communications and interpretation.
Advances
Strategic Priorities:
Creative
Economy
Future Ready
Youth &
Families
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
Art in Public Spaces Precedents:
The Peacemaker's Canoe
2021, Jay Havens , Toronto, Ontario
Part of Waterfront Toronto's Temporary
Public Art Program.
Discovery Phase
2015, Monument Lab, Philidephia,
Pennsylvania
Community engagement pop-up.
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Program Area 3
Creative
Placemaking
Program for
Temporary,
Street Art, and
Art Activations
Goal
To animate public spaces
through temporary,
experimental, digital and
community-responsive art
that encourages creative
expression, participation, and
place-based identity.
Supporting Actions
1. Expand Temporary and Street Art Programming
Build upon existing initiatives such as the Community Banner
Series to support a wider range of temporary, street-based,
and site-responsive artworks. This could include an expanded
Mural Program and Art in Transit program at new bus shelters/
GO stations, digital artwork commissions, etc.
2. Establish a Recurring Temporary Public Art Exhibition
Deliver a curated, seasonal temporary public art exhibition
or festival that commissions time-limited artworks (example:
4-6 months) across civic and community spaces, encouraging
experimentation and artistic innovation.
3. Leverage Partnerships for Program Delivery
Partner with cultural organizations, educational institutions, small businesses and
community groups to collaboratively deliver temporary public art initiatives and share
resources, expertise, and audiences.
4. Activate Underused and Transitional Spaces
Use temporary public art as a flexible tool to activate underutilized sites, support
placemaking in evolving neighbourhoods and pilot potential locations or approaches for
future permanent artworks.
Advances
Strategic Priorities:
Placemaking
Interculturalism
Future Ready
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
Art in Public Spaces Precedents:
We Caught a UFO!
2024, Xavier Madden and Katja Banović, Winter
Stations, Toronto, Ontario
Winter Stations is an international design competition
held annually in Toronto, Canada. Since 2015, they
have invited artists, architects, designers, and
students to reimagine lifeguard stations as interactive
public art installations, transforming city beaches into
an open-air exhibition each winter.
We Are Atmosphere
2024, Lisa Hirmer, Barrie, Ontario
Seeds to Sow, (2024) was the City of Barrie’s first
large-scale temporary public art exhibition, featuring
six site-specific installations that transformed spaces
across Barrie from September 27 to November 8,
2024. Curated by Katie Lawson, in collaboration with
the Barrie Public Art Committee (BPAC) and Carol-Ann
Ryan, the City’s former Public Art Coordinator and
Artistic Director of the exhibition, Seeds to Sow was a
community-wide effort.
Reube (V. Stepanova and M. Vionnet)
Beth Stuart, 2019, Toronto, Ontario
A mural commission part of the Don River Valley Park
Art Program.
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Program Area 4
Community
Public Art and
Engagement
Program
Goal
To embed artistic practice and
community knowledge within
municipal processes and public life
to support equity, innovation, and
inclusive placemaking.
Supporting Actions
1. Establish a City Artist-in-Residence (AiR) Program
Embed artists within City departments to support creative
approaches to policy development, public engagement,
communication, and public-realm planning.
Examples of this approach include:
• Watershed+ hosted by The City of Calgary’s UEP department
with the Public Art Program.
• City of Toronto's inaugural Artist-in-Residence (2023-
24) Maria Hupfield worked alongside the City's Urban
Forestry team.
• City of Boston’s Artist-in-Residence Program — various artists have collaborated with staff
to explore issues such as mobility, housing access, and civic engagement.
• City of Seattle Public Artist-in-Residence (PAIR) program — artists have explored topics
including climate change, transportation access, community resilience with departments
including Transportation, Office of Sustainability and Environment, Public utilities.
Outcomes from programs like these include but are not limited to: the creation of new artwork
i.e., temporary public art installations/murals, research reports, projects that translate policy
issues into accessible community dialogue, community engagement activities (storytelling
tours/walks, etc.), exhibitions etc.
2. Create a Black, Indigenous, and people of colour Animators Circle
In keeping with the learnings from engagement with the Pickering Anti-Racism Taskforce,
establish a paid cohort of Black, Indigenous, and people of colour artists and arts professionals
to activate existing public art commissions through storytelling, performances, tours, and
community-led engagement.
3. Integrate Mentorship and Capacity Building
Position the Black, Indigenous, and people of colour Animators Circle as a mentorship
platform offering workshops, peer learning, and pathways into public art and civic cultural
work for emerging artists. Integrate mentorship requirements as part of artists’ scope in new
commission opportunities.
Advances
Strategic Priorities:
Interculturalism
Creative
Economy
Youth & Families
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
4. Advance Indigenous-Led Decision-Making
Convene all Indigenous selection committees for
Indigenous-focused public art commissions to
ensure Indigenous cultural protocols, and self-
determination guide project outcomes. This action
will require an update to the Public Art Policy.
5. Integrate various community engagement
tactics throughout the commissioning lifecycle.
Identify early, mid-planning and launch community
engagements, activities, workshops to share project
process and updates throughout.
6. Identify Community-Led and Community
Co-created opportunities
i.e., community mural wall, community recipes
book project, etc.)
Art in Public Spaces Precedents:
Touch Sanitation
1979-80, Mierle Laderman Ukeles, New York,
New York
Four decades as the artist-in-residence of the
New York Department of Sanitation.
Nkweshkoodaadidaa Ekobiiyag
2024, Maria Hupfield, Toronto, Ontario
City of Toronto’s inaugural Artist-in-
Residence (2023-24) with the City’s Urban
Forestry team, Taylor Creek bridge.
Fire Hydrant Drinking Fountains
2015, Sans façon with City of Calgary,
Calgary, Alberta
Part of Watershed+ hosted by The City of
Calgary’s UEP department with the Public
Art Program.
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Program Area 5
Maintenance
Goal
To ensure the long-term care,
sustainability, and public
understanding of Pickering’s art in
public spaces assets.
Supporting Actions
1. Update the City’s Public Art Policy and procedures to align
with the five core program areas.
a. Expand the definition of public art to art in public spaces.
Explicitly include: temporary work, digital and media-based
work, socially engaged / process-based practices, artist-led
placemaking (when artist-driven) to align the policy with the
recommendations in this plan and contemporary practices.
b. Clarify Role of Temporary, Digital and Rotating art in public
spaces: Temporary art in the policy (Sections 10.03–10.04) does not define it’s strategic
use. Include the function of temporary work as a pilot for permanent commissions, an
activation tool for underutilized sites and as an overall program stream. Integrate digital
work into this definition.
c. Include the establishment of a multi-year curatorial framework for the Art in Public
Spaces program to define: thematic priorities (e.g., waterfront, growth areas, Indigenous
placekeeping), geographic strategies, program streams (temporary, integrated,
community-based). This will support programmatic logic and shift planning from the
existing site-by-site approach.
Recommendation to add Curatorial Oversight: this leadership function may be internal
(staff-led) or external (consultant/curator).
d. Convene all Indigenous selection committees for Indigenous-focused public
art commissions.
e. Update community engagement (Section 21) to acknowledge engagement is not
episodic but can be embedded in the commissioning lifecycle (site identification, proposal
feedback, launch + post-install programming). This will support tools like artist-led
engagement/artist-in-residence programming, community ambassadors programs, etc.
f. Introduce Evaluation & Reporting Framework: Add annual reporting requirements
including the documentation of the number of projects delivered, artist demographics,
geographic distribution, budget allocation (including temporary vs permanent
breakdown), community participation.
Advances
Strategic Priorities:
Interculturalism
Future Ready
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
The City is not currently prioritizing a private development
public art program stream. Should the City choose to pursue
this in the future, it is recommended to:
g. Expand section 22 Public Art Development by the Private Sector
and 23 Funding of the policy to enable developer sponsorship of
temporary public art initiatives such as festivals, rotating digital
commissions, or short-term installations as part of broader
placemaking objectives.
h. Develop detailed program guidelines for working with the
private sector to outline eligibility, contribution options,
timelines, roles, and responsibilities to provide clarity and
predictability for developers.
i. Advance internal conversations to explore eligible private
development projects to contribute to public art through a
percentage of construction value (for example 0.5% – 2% of
eligible construction value) or a fixed per-unit rate, secured
through planning approvals and agreements.
2. Implement a Program-wide Public Art Maintenance Framework
Establish clear standards, responsibilities, and funding mechanisms
for the ongoing maintenance, conservation, and lifecycle
management of public artworks.
Art in Public Spaces Precedents:
Afraspektion
2025, Toronto, Ontario
A festival and celebration of Black
culture, Afrofuturism, and community in
Toronto organized by Co-Leads Nico &
Queen of Oddside Arts.
AG + BA, El Anatsui, 2021, Augmented Reality, Toronto, Ontario
Part of Seeing the Invisible, installation view, Sourauren Park, 2023.
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4 Public Art Siting and
Program Typologies
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York
University
Billy Bishop
Toronto City
Airport
Toronto
Pearson
International
Airport
Uxbridge Hospital
Humber
College
University
of Toronto
Toronto
Metropolitan
University
Northeast
Pickering
Union
Station
Seaton
YORK
REGION
INVESTPICKERING Lakeridge HealthPort Perry
Ajax
Whitby
Scugog
Uxbridge
Oshawa Clarington
Pickering
Lake Ontario
Toront
5 km
The following siting framework identifies
priority locations for future art in public
spaces investment and programmatic
activation, informed by planned capital
projects, growth areas, existing public
art distribution and opportunities to
strengthen geographic spread/balance
across the city. The framework supports
both permanent and temporary works,
integrated commissions, collaboration
with transit and participatory
placemaking initiatives.
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4.1 Siting
Civic and Cultural Hubs
Civic and cultural hubs represent the most visible and symbolic
locations for art in public spaces, serving as focal points for gathering,
cultural expression and civic identity. Future commissions in these
areas should reinforce Pickering’s evolving civic narrative while
complementing existing artworks and programming infrastructure.
Priority Sites and Timelines
City Centre Park
(Glenanna Road, across from City Hall)
Design: 2026
Construction: 2027–2028
Major new downtown destination park and future civic anchor.
Opportunity for landmark-scale, interactive, and gathering-oriented
works integrated into landscape design.
Potential for phased temporary installations during construction to
animate the site and build anticipation.
Seaton Recreation Complex & Library
(Southeast corner of the re-aligned Whitevale Road/future Alexander
Knox & Sideline 24/future Burkholder Drive)
Design: Ongoing 2026
Construction: 2030–2032
Major cultural hub within the Seaton growth area.
Opportunities for integrated architectural commissions, interior
works, digital installations, and community-engaged projects
reflecting emerging neighbourhood identities.
Potential to embed artist-in-residence models during early
planning stages.
Dorsay Community & Heritage Centre/Post Manor Block
Post Manor flagged following the 2024 feasibility study for potential
art gallery space.
Council has requested a development update in 2027.
Opportunity to consider integrated public art and interpretive
strategies across the broader block, linking heritage, future cultural
infrastructure, and civic storytelling.
Completion of the planned shade structure artwork in the west
garden (installation anticipated for 2027).
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Animal shelter adjacent to Fire Hall #1
Opportunity for mid-scale public art commission.
Siting Considerations
Embed artists early in capital design teams.
Prioritize durable, accessible, and high-impact works.
Use civic hubs as anchors for mentorship, education, and rotating
programming streams.
Art in Public Spaces Precedent:
TRIO, 2015, Christian Moeller, Calgary, Alberta
Parks, Waterfront, and Open Space
Parks and waterfront areas offer strong opportunities for placemaking,
environmental storytelling, and recreational engagement. Future art in
public spaces should enhance ecological awareness, support gathering
and movement, and create distinctive destination experiences.
Priority Sites and Timelines
Frenchman’s Bay West Park and Waterfront System
Expand on recent investment (e.g.,Water is Medicine, 2023).
Opportunities for shoreline and trail-based commissions, temporary
installations, and seasonal programming (eastern side).
Potential for environmental and Indigenous-led
storytelling initiatives.
Consider a coordinated waterfront temporary programming stream
linking existing works (e.g., Millennium Mast, Kijimba Kind series).
Opportunities for trail markers, light-based works, and
interpretive installations.
Beachfront Park
(West Side, Liverpool Road South)
Design: 2026
Construction: 2027–2028
Opportunity for waterfront-responsive works, gathering features,
and integrated seating/play elements.
Potential for seasonal programming and shoreline
interpretation initiatives.
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Dave Ryan Community Park
(Southeast corner of Mulberry Lane and Alexander Knox Road)
Design: 2026
Construction: 2027
Neighbourhood-scale park opportunity for integrated functional
artworks (shade, seating, play features).
Potential for community-engaged or mentorship-based commissions
during early growth phases.
Greenwood Community Park
(Greenwood Road, across from Gate 3 of Pickering Museum Village)
Design: 2027
Construction: 2028
Opportunity for permanent commission integrated into park renewal.
Consider heritage and industrial context interpretation in
collaboration with community stakeholders.
Whitevale Open Space
(Future Opportunity)
Timeline currently unknown.
Given Whitevale’s cultural significance and its relationship to
Seaton, this site presents potential for integrated landscape-
based public art, interpretive installations, and/or Indigenous-led
storytelling initiatives.
Seaton Neighbourhood Connection Trails
Planning: 2026–2027
Construction: TBD
Strong opportunity for Indigenous interpretive designs, trail
markers, sculptural wayfinding, sound-based works, or land-based
storytelling initiatives.
Align art integration with early trail planning to ensure
cohesive design.
Siting Considerations
Integrate art with ecological design and sustainability objectives.
Prioritize durability in waterfront and exposed environments.
Support temporary and rotating works to ensure
year-round activation.
Create connected experiences across trail and waterfront systems.
Art in Public Spaces Precedent:
Campfire, 2024, Michael Belmore and Herman Mejia, Toronto, Ontario
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Transit, Gateways, and Corridors
Transit routes, gateways, and major corridors shape
first impressions of the city and provide high-visibility
opportunities for distributed art in public spaces. Future
initiatives should build on existing banner, mural, and
utility box programs while introducing more cohesive
gateway strategies. Art in public spaces can foster
heritage conservation and interpretation animation for
City-owned properties and community partners’ sites (as
per Objective 1.1 in the 2026 Cultural Strategic Plan).
Priority Sites and Timelines
New Skateboard Park
(Highway 2 Corridor)
Construction: 2027
No vertical structures permitted.
New skatepark provides opportunities for youth-
focused and embedded features.
Placemaking elements such as artist-designed
benches, integrated surfaces, ground-based graphics,
murals and functional furniture as well as light-based
works could work well.
Strong opportunity for youth-led and emerging
artist commissions.
Kingston Road Corridor & Brock Road/Kingston
Road Development Node
Condo development proposed 2028–2030.
Opportunity to coordinate with private development
for integrated public art through future contribution
frameworks or negotiated agreements if desired.
Bus Rapid Transit (BRT) — Kingston Corridor
(Metrolinx/DRT)
Metrolinx maintains a robust public art policy.
Opportunity for coordinated integration of art at mobility nodes, shelters, and
transit-adjacent spaces.
The City can provide policy direction supporting collaboration, ensuring that
transit-related commissions reflect local identity and align with municipal
cultural objectives.
Given daily interaction volumes, transit-integrated art represents one of the
highest-impact public art platforms in the city.
Major Entry Corridors
(Highway 401/407 and Primary Gateways)
Expand gateway strategies through sculptural markers, lighting installations, and
landscape-integrated works.
Align with streetscape upgrades and growth planning.
Siting Considerations
Ensure visibility from both pedestrian and vehicular perspectives.
Support cohesive visual identity along corridors.
Coordinate early with external agencies (e.g., Metrolinx) and private developers if/
when appropriate.
Expand smaller-scale commissions to support emerging and local artists.
Art in Public Spaces Precedent:
Sea to Sky
2017, Kelly Cannell, Vancouver,
British Columbia
A light box integrated into a
transit shelter.
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Neighbourhood and Community Nodes
Neighbourhood-scale art in public spaces fosters local identity,
community pride, and everyday cultural encounters. Future investment
should focus on equitable geographic distribution and community-
informed processes, particularly in growth areas.
Priority Sites and Opportunities
Seaton Growth Areas and New Neighbourhood Parks
Align with Dave Ryan Park, Seaton trails, and Recreation Complex.
Expand integrated works in parks, schools, and civic facilities.
Support identity-building initiatives for new communities.
Neighbourhood Community Centres and Libraries
Continue small-scale commissions and community mural initiatives.
Embed participatory and mentorship-based programming.
Pickering Museum Village and Rural Areas
Build on recent placemaking and digital exhibition initiatives.
Opportunities for temporary installations, artist residencies, and
interpretive works.
Support heritage-responsive commissions.
Siting Considerations
Align closely with confirmed capital timelines (2026–2032 horizon).
Integrate art at early design stages to maximize impact and
cost efficiency.
Balance investment across downtown, waterfront, growth areas,
and rural sites.
Coordinate with transit agencies and private development partners
when appropriate.
Integrate permanent, temporary, digital, and functional typologies.
Support reconciliation, environmental stewardship, and inclusive
civic storytelling.
Art in Public Spaces Precedents:
Ogimaa Mikana Project
2016, Susan Blight, Toronto,
Ontario
The text on this Billboard
artwork in Toronto’s
Parkdale neighbourhood is
in Anishinaabemowin, the
Ojibway language. In English
it translates to “If you want to
learn something, first you must
learn this.”
Furled Trail
2018, Studio HUIZENGA, New
Westminster, British Columbia
Public art bus shelter outside
Queensborough Community
Centre in New Westminster.
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4.2 Program Typologies
Permanent Works (5+ years)
Typology: Sculptures, monuments, architectural integrations, embedded
bridges and infrastructure.
Permanent works form the long-term cultural anchors of Pickering
— signature pieces that define areas, support wayfinding and signal
a commitment to quality and legacy. These pieces are sometimes
referenced as ‘landmark’ commissions.
Key Features
Durable materials (stone, bronze, corten steel, reinforced concrete,
aluminum, etc.).
Artist involvement in early design phases to integrate with
landscape and infrastructure.
Lighting and accessibility designed for year-round visibility
and safety.
Lifecycle Planning
Maintenance horizon: every 5–10 years.
Expected lifespan: 20–30 years with periodic restoration.
Temporary and Semi-Permanent Works
Typology: Murals, pop-ups, rotating and interactive sculpture displays,
performances, guided walks, workshops, festivals, artist-in-residence
programming, and ephemeral events.
Art installations range from rotating physical artworks to annual arts
festivals, keeping Pickering’s program responsive and energetic. These
installations can activate the natural environment and community
nodes, encouraging ongoing discovery and creative experimentation.
Key Features
Ideal for both national and local artist participation, allowing for
open calls.
Enable flexible experimentation and event-based programming.
Create opportunities for connecting and building a sense of
community.
Foster visibility through social media engagement and
community pride.
Lifecycle Planning
Maintenance horizon: ongoing repeat programming that will
require annual review and/or planning.
Expected lifespan: Short term (1 day to 12 months) and Temporary
(1 year to 5 years), depending on materials and weather exposure;
event-based; renewal each fiscal year.
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New Media/Digital
Typology: New media installations, digital works, sound art,
light based projects
New media artworks leverage video, light, sound, and
digital technologies to highlight innovation in connection
to the environment. They also create ample opportunity for
arts based mentorship as well as means of activating site,
place and history through multi-sensorial art experiences.
Examples include digital boards, and AR/App or sound
based projects.
Key Features
Leverage digital technologies to showcase Pickering’s
unique identity, heritage and stories.
Rotating works that can activate public spaces and
showcase local and emerging talent.
Potential for artist mentorship and building
connections with local arts institutions/create ‘offsite’
programming partnerships.
Lifecycle Planning
Maintenance horizon: Annual and temporary
programming.
Expected lifespan: Rotating, event, and learning-based,
renewable each fiscal or academic year.
Programmatic and Participatory Activations
Typology: Community-engaged art projects, artist-led workshops, temporary
participatory installations, performance and social practice works, artist residencies, co-
creation initiatives.
Programmatic and participatory activations emphasize process-based and
community-engaged artistic practices that invite residents, visitors, and local
organizations to actively shape and contribute to art experiences. These initiatives
prioritize dialogue and learning, positioning public art as a platform for civic
engagement, cultural exchange, and creative expression. They create opportunities
to animate public space through workshops, temporary installations, performances,
and artist-led activities that reflect local stories, identities and aspirations. Examples
include artist-in-residence programs embedded in civic spaces, seasonal creative
workshops, tours and art walks.
Key Features
Foster community participation in the development and presentation of
public art.
Activate public spaces through temporary and seasonal programming.
Support local artists through facilitation roles, residencies, and
participatory commissions.
Provide accessible entry points for residents of all ages and backgrounds to
engage with art in public spaces.
Enable partnerships with community organizations, schools, cultural groups,
and local businesses.
Create opportunities for mentorship, skills development, and capacity building
across the local arts ecosystem.
Lifecycle Planning
Maintenance horizon: Short-term and seasonal program management,
facilitation, and documentation.
Expected lifespan: Project-based and renewable; typically delivered through
annual, seasonal, or multi-year program cycles aligned with community
priorities and available resources.
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5 Governance
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5.1 Procurement & Art Selection
The procurement and selection of Art in Public Spaces projects for
the City of Pickering will be guided by the principles and procedures
established in the City’s existing Public Art Policy. The policy outlines
procurement methods, evaluation criteria and commissioning
administration guidelines to ensure that commissioned artworks are
of high artistic quality, responsive to site and community context, and
aligned with the City’s broader vision for arts and culture.
A transparent, consistent, and professionally administered program
is essential to uphold artistic excellence, fairness and public trust,
while also creating meaningful opportunities for artists at all stages of
their careers.
This section of the plan outlines existing procurement
and evaluation methods to benefit artists and residents’
understanding and engagement with the program.
Procurement Methods
Public art projects at the City of Pickering will be commissioned
through a range of procurement methods suited to the type, scale, and
context of the work:
Open Calls: Widely publicized calls for proposals from artists across
local, national, and international contexts, ensuring diverse voices
and perspectives.
Invitational Calls: Curated shortlists of artists invited to submit
proposals, appropriate for highly specialized or site-sensitive
commissions.
Direct Commissions: Artist(s) selected directly by the Project Team,
used in cases where specific expertise, lived experience, or practice
is uniquely suited to the opportunity.
Artist Rosters & Prequalification: Establishing a pool of pre-
qualified artists to streamline selection for multiple or smaller-scale
opportunities i.e., rotating mural commissions, etc.
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Selection Process Overview:
1. Cultural Advisory Committee: The Cultural Advisory Committee
(CAC) identifies opportunities for stakeholder and community
engagement and provides community input on matters relating
to the provision of cultural services. The CAC assists City staff with
the development, consultation, and implementation of the Cultural
Strategic Plan.
2. Public Art Jury: An advisory body convened on a project-by-
project basis that includes a balanced mix of arts professionals,
community representatives and municipal staff. The committee
operates within the City’s public art policies, procurement
procedures, and curatorial framework to ensure that all public
art commissions are selected through transparent, fair, and
professionally informed processes.
3. Call & Shortlisting (RFQ phase): Use open or invitational RFQs
(Request for Qualifications) for major commissions, ensuring diverse
representation of artists.
4. Concept Development (RFP phase): Shortlisted artists develop
and present proposals reviewed by the jury for feasibility, relevance,
and alignment with project goals.
5. Community Engagement and Input: Incorporate citizen feedback
through workshops, exhibitions, surveys, and digital platforms
at key stages of the project lifecycle, including early concept
development, mid-project and final installation or unveiling.
6. Commissioning & Fabrication: Ensure contracts outline
materials, maintenance, and lifespan to balance permanent and
temporary works.
7. Installation & Documentation: All artworks should include
interpretive signage and digital cataloguing for future reference
and storytelling.
Evaluation Criteria
Evaluation criteria are unique to each public art opportunity. As
outlined in the City of Pickering's Public Art Policy (09.04) each
commission opportunity needs a set of evaluation criteria that reflects
the project’s intent, based on a number of factors which can include:
1. Artistic Excellence: Originality, innovation, and aesthetic quality of
the concept.
2. Alignment with Vision & Principles: Responsiveness to the goals,
vision and guiding principles or mandate of the project.
3. Site Responsiveness: Sensitivity to physical, social, cultural, and
ecological context.
4. Feasibility: Practicality of execution, ability to manage a project,
including budget, timeline, and maintenance considerations.
5. Community & Cultural Relevance: Ability to engage and resonate
with diverse audiences, including intergenerational and cross-
cultural participation.
6. Sustainability: Use of durable and/or ecological materials and
processes that contribute to long-term stewardship.
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Sample evaluation categories for a
permanent public artwork:
A. Artistic Excellence (70 points)
Expression of artistic vision (25 points)
Innovation of concept and overall quality of
approach (20 points)
Community Engagement and
Communication Strategy (15 points)
Interpretation of site and thematic context
(10 points)
B. Feasibility (25 points)
Feasibility of project execution (15 points)
Demonstrated durability and safety
of proposed artwork materials and
configuration (5 points)
Maintenance requirements and plan
(5 points)
C. Proposed Collaborative Approach
(5 points)
Collaborative strategy for detailed
design development process with the
Project Team
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6 Maintenance/Stewardship
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6.1 Caring for Art in Public Spaces
A strong stewardship framework is essential to ensuring that Pickering’s
public art collection remains safe, accessible, relevant, and reflective of
community values over time. As the City implements the Art in Public
Spaces program a coordinated approach to maintenance, monitoring,
and policy renewal will support both the longevity of artworks and the
ongoing vitality of the program.
1. Collection Care and Lifecycle Planning
The City will maintain a comprehensive inventory of all
municipally owned and supported public artworks, including
permanent, temporary, and integrated works. Regular condition
assessments and maintenance schedules will be established to
ensure artworks remain structurally sound, visually legible, and
safe for public interaction. Maintenance responsibilities will be
clearly defined at the time of
commissioning/acquisition
and incorporated into
project budgets and
agreements. Lifecycle
planning (including
conservation, repair,
relocation, or
deaccessioning where
necessary) will be
guided by professional
conservation standards
and municipal asset-
management practices.
2. Policy Review and Updates
To support the evolving scope of art in public spaces in Pickering,
the City will review and update its existing Public Art Policy (CUL
130) to ensure alignment with current practices and program
directions as outlined in this document in program area 5.
3. Temporary and Community-Centered Artworks
As temporary exhibitions, community projects, and artist-led
activations become a more prominent part of Pickering’s program,
clear stewardship protocols will be required. Temporary artworks
will be subject to defined installation durations, maintenance
expectations, and removal plans established through artist and
partner agreements. Community-centered works including murals,
participatory installations, and neighbourhood-based projects
will include shared maintenance strategies and clear timelines for
refresh, replacement, or decommissioning.
In the future, if/when the City decides to develop more partnerships
with local business and property owners, it is recommended that
they develop an agreement outlining roles related to community
conversations, installation, insurance, maintenance and eventual
removal/replacement ensuring responsibilities are clear.
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4. Communications, Monitoring, Interpretation, and Public Feedback
Ongoing monitoring of the public art collection will support both
physical care and community relevance. The City with respond to
damage, vandalism, or public concerns in a timely and transparent
manner, as outlined in the graffiti procedure established in 2025.
Interpretation tools such as signage, digital guides, and online maps
will help residents and visitors understand and value the collection/
program, strengthening community stewardship.
As public art often engages complex histories and diverse
perspectives, the City will maintain clear protocols related to
content concerns, censorship, and respectful dialogue, following
the Ontario Human Rights Code and the City of Pickering’s Respectful
Conduct Policy (ADM 260). These processes will prioritize artistic
integrity while ensuring that artworks remain aligned with
municipal values of inclusion, equity and public accountability.
The City is currently prioritizing public art sites that are supported
by appropriate lighting and located within areas covered by
security cameras, enabling effective monitoring of the artworks.
Through proactive maintenance, updated policies, communications
and collaborative stewardship, Pickering’s public art collection
and Art in Public Spaces program will be cared for as a civic asset.
This approach ensures that artworks remain safe, meaningful, and
responsive to the community while supporting artists and partners
in sustaining a vibrant and evolving public realm.
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7 Funding Sources
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7.1 Leveraging Public, Private, and
Community Investment
Sustainable public art programs rely on diversified and flexible funding
models. As municipal budgets across Canada face increasing pressure
and competing capital priorities, it is neither practical nor resilient for
public art initiatives to depend on a single funding stream.
The City of Pickering has already demonstrated success in this area —
securing significant external grant funding, leveraging sponsorship
opportunities and allocating budget surpluses to the Public Art Reserve.
Building on this strong foundation, it is recommended that the City
continue to formalize and expand a diversified funding framework that
sustains a consistent level of arts activity while leveraging partnerships
and strategic opportunities.
In addition to allocating public art funding through eligible municipal
capital projects, Pickering can strengthen its program through a
combination of complementary approaches, including:
Integration of public art into civic and capital projects such as parks,
facilities, streetscapes, and waterfront improvements.
Partnerships with local arts organizations, community
groups, and cultural institutions to deliver programming and
temporary projects.
Collaboration with businesses, and tourism partners to support
public art that animates commercial areas and destinations.
Partnerships with educational institutions and other public
agencies to embed artists and creative initiatives within
shared projects.
Donations or sponsorships from individuals, foundations and the
private sector to support specific commissions or programs.
Additional opportunities may be explored as appropriate, including
leveraging special project or legacy funding tied to major civic
initiatives (for example, in 2022 the philanthropic citizen group Legacy
Art Project Toronto (LAPT) in collaboration with Waterfront Toronto
funded a new monument to share Terry Fox’s story) and exploring
partnerships that align public art with tourism, economic development,
and placemaking goals. Temporary exhibitions, artist residencies,
and community-based programs also provide cost-effective ways to
expand cultural activity and attract external funding through grants
and sponsorship.
By adopting a diversified funding approach, the City of Pickering can
maintain and eventually grow its public art program in a financially
responsible manner, ensuring that public art continues to contribute to
civic identity, community connection, and a vibrant public realm as the
city evolves.
Art in Public Spaces Precedent:
We Are Shaped By The Obstacles We Face
2023, Jon Sasaki, Toronto, Ontario
A citizen-initiated and funded public
art project dedicated to the spirit of
courage, determination, and action that
Terry Fox embodied. The permanent
integrated public art and landscape
architecture installation in collaboration
with landscape architects DTHA sits next
to Toronto Music Garden by the Martin
Goodman Trail.
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8 Going Forward
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8.1 Implementation and Next Steps
The Pickering Art in Public Spaces Plan establishes a long-
term framework for integrating art into civic life, city-
building, and community development. Implementation
will require a coordinated, phased approach that aligns
policy updates, staffing, partnerships, and funding with
the City’s broader cultural and infrastructure priorities.
Moving forward, the recommendations in this plan are
designed to be scalable and adaptable. Implementation
can be achieved with short-term actions that strengthen
the existing program while building a comprehensive
city-wide Art in Public Spaces program over time. A
phased approach will allow the City to build capacity
while maintaining flexibility to respond to growth,
funding conditions, and emerging opportunities.
Phase 1: Foundation Building (Years 1-3)
Updating the Public Art Policy and related procedures to align with the five core
program areas and contemporary public art practices.
Confirming governance, staffing roles, and interdepartmental coordination
mechanisms.
Developing clear program guidelines for civic projects, temporary programming,
and community initiatives.
Establishing a comprehensive inventory and maintenance tracking system for
the existing public art collection.
Identifying priority sites and pilot opportunities for temporary and integrated
public art.
Building relationships with local organizations, Indigenous leaders, schools, and
community groups. Initiating partnerships when appropriate.
Phase 2: Program Integration (Years 2-5)
Resume internal conversations on the development of a Private Developer
Public Art Program and associated contribution framework.
Launching recurring temporary public art and creative placemaking initiatives.
Piloting an Artist-in-Residence program within municipal departments.
Establishing the Black, Indigenous, and people of colour Animators Circle and
mentorship opportunities.
Integrating art in public spaces into major civic and capital projects at early
planning stages.
Expanding digital and interpretive platforms to increase access and visibility.
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Phase 3: Program Evaluation and Sustainability
(Years 5+)
Evaluating program outcomes and equity impacts using defined
metrics and feedback mechanisms.
Refining funding models and partnerships to ensure
long-term stability.
Expanding the public art collection strategically across growth areas
and neighbourhoods/hamlets.
Continuing policy review cycles to reflect emerging practices
and technologies.
Strengthening Pickering’s reputation as a city that supports artists
and creative placemaking.
Organizational Alignment
Successful implementation will depend on strong coordination across
municipal departments and external partners. Art in public spaces
intersects with planning, parks, recreation, engineering, facilities,
economic development, and communications.
To support effective delivery, it is recommended that the City:
Confirm clear internal leadership and staff responsibilities for
program coordination and oversight.
Establish interdepartmental working relationships to embed public
art in capital planning and development review processes.
Continue to engage advisory committees, community members,
and cultural partners in shaping program directions.
Ensure transparent procurement, selection, and evaluation
processes that align with municipal standards.
Partnerships
Partnerships will be central to sustaining a vibrant and responsive Art in
Public Spaces program. Collaboration with artists, Indigenous partners,
cultural organizations, educational institutions, developers, and local
businesses will expand program reach and leverage shared resources.
Key partnership priorities include:
Building long-term relationships with Indigenous artists and
communities grounded in respect and appropriate protocols.
Collaborating with local arts and community organizations to
deliver temporary and community-based initiatives.
Engaging schools, youth organizations, and post-secondary
institutions in education and mentorship opportunities.
Leveraging regional and national networks to bring new artistic
perspectives and opportunities to Pickering.
Evaluation
Ongoing evaluation will ensure that the Art in Public Spaces program
remains responsive, equitable and aligned with municipal priorities. The
City should establish simple but meaningful metrics to assess:
Geographic distribution and accessibility of art in public spaces.
Representation of diverse artists and communities.
Community engagement and participation levels.
Integration of art in public spaces into capital and
development projects.
Condition and maintenance of the public art collection.
Public awareness and perception of the program.
58 CITY OF PICKERING ART IN PUBLIC SPACES PLAN
Conclusion
Pickering is experiencing significant growth and transformation.
Art in public spaces has the potential to play a vital role in shaping
how residents and visitors experience the city, fostering belonging,
interpreting places and enhancing the public realm.
By implementing the recommendations of this plan through a phased,
collaborative, and sustainable approach, the City can build a coherent
and resilient Art in Public Spaces program that evolves alongside
Pickering’s communities and landscapes.
Through sustained investment, collaboration and partnerships and
integrated planning, art in public spaces will continue to contribute to
Pickering’s identity as a creative, inclusive, and forward-looking city- one
where public spaces reflect shared stories, support cultural expression,
and invite connection across generations and neighbourhoods.
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Acknowledgements
The arts and creativity are vital components of a well-rounded and
fulfilling life for Pickering residents. The Cultural Strategic Plan 2026-2036
and Art in Public Spaces Plan weaves a path across the community and
impacts health, well-being, and fulfillment of Pickering’s residents and
visitors. The creation of these plans has been a truly community-wide
endeavour with many enthusiastic and knowledgeable participants.
A sincere thanks to all community members who attended
sessions and contributed to the making of this plan, including the
leadership of City Council and staff.
We are grateful to the Indigenous Relationship Building Circle, the
Anti-Black Racism Taskforce, and the Cultural Advisory Committee
for the opportunity to listen and learn from them in their sharing of
priorities and needs for the plan.
Thank you Mayor and Members of Council.
Thank you to City Staff: Marisa Carpino, Chief Administrative Officer;
Laura Gibbs, Director of Community Services; Kyle Bentley, Director,
City Development & CBO; Kevin Heathcote, Director, City Infrastructure;
Jennifer Eddy, Director, Human Resources; Susan Cassel, City Clerk;
Anthony Jagdeo, Senior Project Manager, Digital Services; Vince Plouffe,
Division Head, Facility Management & Construction; Marilou Murray,
Manager, Community Services Administration & Strategic Initiatives;
Krystal Roberts, Manager, Cultural Services; Karen Coleman, Manager,
Recreation Services; Richard Holborn, Director, Engineering Services.
Thank you to the Cultural Strategic Plan Staff Committee and
the community engagement team: Victoria Karakian, Supervisor of
Museum Services; Cris Farrell, Supervisor of Cultural Services; Kim Bradley,
Special Advisor, Community Initiatives; Ellen Tayles, Curator, Public Art;
Nicole Hann, Coordinator, Public Affairs & Corporate Communications;
Shelby Misreelal, Communications Coordinator; Azeem Shah, Senior
Advisor, Creative Industries & Tourism; Matthew Somerville, Senior Planner
Heritage; Arnold Mostert, Manager, Landscape and Parks; Dan Finn,
Manager, Parks & Property; Andrea Dufresne, (Acting) Supervisor,
Recreation Services; Justine Wallace, Supervisor, Equity, Diversity &
Inclusion; Amanda Hill, Fire Inspector; Shobha Oza, Director, Engagement
and Client Experience, Pickering Library.
Finally, the Cultural Strategic Plan, alongside the Pickering
Museum Village Strategic Plan and the Art in Public Spaces
Plan, was guided by Patricia Huntsman, Principal of Patricia
Huntsman Culture + Communication, and a multidisciplinary
team of cultural development, communications, public art, and
museum professionals: Justine Bochenek; Em Cussen; Laurel Lawry;
Erin McDonald; Bridget MacIntosh; Sagan MacIsaac; Amanda McCulley;
and Juan Tanus.
patriciahuntsman.ca
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CITY OF PICKERING | ART IN PUBLIC SPACES PLAN
Attachment 4 - Report CS 15-26
Table of Contents
1.0 Introduction 4
1.1 Project Background 4
1.2 Approach and Timeline 4
1.3 Scope of Work 6
2.0 Local Context Considerations 7
2.1 Community Profile & Economic Sectors 7
2.2 Demographic Profile 9
2.2 Cultural Development Alignment with Plans and Strategies 10
2.3 Pickering Forward Engagement & Community Snapshot (2025) 11
2.4 Durham Regional Government 12
2.5 Cultural Facilities Infrastructure 13
2.6 Cultural Participation & Growth 14
2.6.1 Grants 15
2.6.2 Cultural Facilities 16
2.6.3 Heritage Advisory Committees & Societies 16
2.6.4 Art in Public Spaces 17
2.6.5 Major Events & Festivals Partners 17
2.6.6 Challenges & Opportunities 17
2.6 Pickering Museum Village Re-Branding 19
2.7 Summary 20
3.0 Cultural Sector Trends Analysis 22
3.1 Cultural Sector Trends 22
3.2 Museums and Heritage 23
3.3 Art in Public Spaces 25
4.0 Municipal Comparison - Best Practice Review 28
4.1 Broader Regional Culture Trends 28
4.2 CCNC Comparative Data (Cultural Statistics Data) 28
4.3 Municipal Benchmarking Data 29
4.4 Implications for Pickering 30
4.4.1 Practices to Adapt 30
4.4.2 Practices to Avoid 31
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5.0 Cultural Scorecard Summary 32
6.0 Public Engagement Summary 35
6.1 Senior Management Session – September 22nd, 2025 35
6.2 Interdepartmental Staff Session – September 22nd, 2025 36
6.3 Pickering Museum Village Staff Session - January 14th, 2026 37
6.4 Agency & Opinion Leader Interviews 38
6.4.1 Overall High-Level Takeaways 38
6.4.2 Key Themes and Insights 39
1. Culture as a Public Good and Driver of Livability 39
2. Collaboration, Governance, and Regional Partnerships 39
3. Inclusion and Authentic Engagement 39
4. Financial Sustainability and Innovation 39
6.4.3 Looking Ahead 40
6.5 Art in Public Spaces Focus Group – November 14, 2025 40
6.6 Museum and Heritage Focus Group – November 14, 2025 41
6.7 Indigenous Relationship Building Circle Meeting – November 25, 2025 41
6.8 Pickering Anti-Black Racism Taskforce Meeting - January 8, 2026 42
6.9 Open Houses 42
6.9.1 Cultural Strategic Plan 43
6.9.2 Art in Public Spaces Plan 43
6.9.3 Museum Strategic Plan 43
6.10 High Schools and Youth Engagement 43
6.11 Community Questionnaire 44
6.11.1 Cultural Strategic Plan Insights 45
6.11.2 Art in Public Spaces Insights 47
6.11.3 Museum Strategic Plan Insights 47
6.12 Overall Key Themes 48
6.12.1 Overarching Themes and Cultural Strategic Plan 48
6.12.2 Art In Public Spaces Plan 49
6.12.3 Museum Strategic Plan 49
7.0 Key Strategic Themes 51
8.0 Next Steps 55
References (Document Links in Order of Appearance) 56
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Appendix A - Municipal Best Practices, Trends & Benchmarking 60
Overall Project Process Map: 60
Approach for Best Practices, Trends & Benchmarking Work 60
Trends in Community Festivals and Events 60
Trends in Integration of Cultural Programs and Services 61
Trends in Cultural Facility Development or Repurposing 62
Trends in Integrating Tourism and Cultural Services 63
Appendix B - Pickering Cultural Scorecard 65
Appendix C - Community Questionnaire Data (Graphs) 66
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1.0 Introduction
1.1 Project Background
The City of Pickering is currently undergoing an engagement process to develop a Cultural
Strategic Plan with two interconnected companion documents – a Museum Strategic Plan and
Art in Public Spaces Plan – to guide the next decade (2026-2036) of Pickeringʼs arts, culture,
museum and art in public spaces programs and services. Supported by a common vision and
goals, each plan is unique in their key deliverables:
1. Cultural Strategic Plan (CSP) – “create a unified, city-wide vision for arts and culture
in Pickering”.
2. Museum Strategic Plan (MSP) – “support Museum asset planning and expansion or
improvement of programs, services and exhibits, as well as the preservation of a wide
variety of collections and artifacts”
3. Art in Public Spaces Plan (APSP) – “assess current art in public spaces assets, address
any gaps in service delivery and identify opportunities for further growth with respect
to art in public spaces planning and acquisitions”
The Cultural Strategic Plan and companion Plans will provide clear direction and guidance for
managing the Cityʼs broad cultural portfolio, including programs and services, infrastructure
and cultural asset management, and future cultural investment, all of which will be planned
and executed in a fiscally responsible manner.
Input from City staff, community leaders, cultural interest holders, and the general public is
critical to shaping a unified vision that reflects Pickeringʼs growing and diverse population,
honours Indigenous relationships, and supports inclusive, innovative cultural development.
1.2 Approach and Timeline
Plan development involves a mix of desk research, interest holder and community
engagement, and strategy development.
Unfolding through four phases, the planning process is being carried out by a large project
team of consultants and the City of Pickering Cultural Strategic Plan (CSP) Working Committee
in order to meet the Cityʼs goal for the Planʼs adoption (anticipated for July 2026). Since
October 2025, the following engagement activities have taken place:
● Community Questionnaire (October 30 - December 14)
● Project launch celebrations/open houses (November 12 - 14)
● Interest holder focus groups (November 12 - 14)
● High school engagement (November 20, 21, 28)
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● Indigenous engagement (December 16)
● Engagement with City of Pickeringʼs Anti-Black Racism Task Force (January 8)
● Pickering Museum Village Staff Engagement (January 14)
● Cultural Advisory Committee Meeting (January 20)
Concurrent to the public engagement and strategic theme development, the project team
also began Phase 3, the preparation of draft plans.
Phase Activities and Deliverables
Phase 1: Project
Initiation, Internal
Consultation and
Situation Analysis
August – October
2025
Activities:
● CSP Working Committee Engagement Session 1
● Staff & Senior Management Consultation Sessions
● Agency & Opinion Leader Interviews
● Desk Research and Document Review
Deliverables:
● Process Map
● Community Engagement Framework with Communications Strategy
● Interim Report #1
Phase 2:
Community
Consultation &
Strategic Theme
Development
October 2025 –
February 2026
Activities:
● Indigenous Engagement
● CSP Working Committee Meetings
● Community Questionnaire
● Open Houses
● Focus Groups
● Desk Research and Document Review (cont)
Deliverables:
● Context and Engagement Report with Key Strategic Themes (Interim
Report #2 - this document)
Phase 3: Draft
Plan(s)
Development and
Validation
January – May 2026
Activities:
● Plan Development
● Validation from CSP, Senior Management and CAC
● Cultural Development Context Exec Committee of Council Presentation
● Draft Plans Presentation to Council
Deliverables:
● Draft Plans
Phase 4: Final
Consultation &
Plan(s) Finalization
May – July 2026
Activities:
● Community feedback on Draft Plans
● Validation from CSP, Senior Management and other Interest Holders
● Final Plans Presentation to Council
Deliverables:
● Final Plans (in accessible formats)
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1.3 Scope of Work
This planning process is intended to establish strategic direction and priorities, not to commit
the City to specific capital projects, funding allocations, or delivery models beyond its current
authority and fiscal capacity. The Cultural Strategic Plan and companion plans will not
determine individual development approvals, land-use decisions, or external investment
outcomes, nor can they resolve constraints related to provincial or federal policy, market
forces, or private-sector development activity.
Engagement for this project was intentionally designed to balance inclusivity with realism.
While participants were encouraged to articulate aspirations, needs, and opportunities, the
scope of the plan is shaped by existing municipal responsibilities, operating capacity, and
long-term financial sustainability. As a result, not all ideas raised through engagement will
translate directly into actions or investments, and future decisions will require prioritization,
phasing, and alignment with Council-approved budgets and policies.
These guardrails are intended to support transparent decision-making and to ensure that the
resulting plans are implementable, accountable, and responsive to both community input
and municipal realities.
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2.0 Local Context Considerations
The following section provides an overview of Pickeringʼs evolving community and cultural
environment, examining how rapid population growth, demographic change, and large-scale
urban development are reshaping the cityʼs cultural identity and participation. Drawing on
recent City of Pickering reports, census data, and community engagement through the Official
Plan, Pickering Forward, this section explores how these dynamics intersect with cultural
planning and the delivery of arts, heritage, and public programming (Official Plan Review, 2025).
The analysis identifies key challenges and opportunities. Growth pressures and affordability,
diversity, creative industry expansion, and the emergence of new cultural infrastructure
inform strategies that expand cultural access, foster inclusion, and strengthen Pickeringʼs
position as a dynamic, connected, and culturally confident city.
2.1 Community Profile & Economic Sectors
Pickering is a rapidly growing city on the shores of Lake Ontario, located within Durham
Region and the traditional territory of the Mississaugas of Scugog Island First Nation and
other Williams Treaties signatories (City of Pickering, 2025). The city is forecast to grow
significantly in the coming decades, with the Seaton development alone expected to bring
70,000 new residents and 35,000 jobs, and the Northeast Pickering plan adding another
40,000 residents and 10,000 jobs (Invest Pickering, 2025). The community is experiencing both
demographic shifts and changes in identity.
Due to Pickeringʼs growth patterns, it does not have a historic, downtown centre. Pickering
Museum Village, an open air museum, is located in the rural hamlet of Greenwood. Following
a typical post-war Ontario development pattern, most of the community is currently private
vehicle-dependent, with more than 75% of all trips starting in Pickering in the morning peak
period made by car (IBI Group, 2021). Pickering is currently connected by GoTrain to
neighbouring communities and downtown Toronto, and further improvements to both transit
and active transportation are planned. City Centre and the Waterfront, near Lake Ontario, are
popular areas identified among staff and residents during public engagement for this project.
As higher-density developments occur in both Pickeringʼs north and south areas, it is
important to maintain cultural services and amenities across the community to ensure all
residents have access to cultural opportunities.
Staff describe Pickering as a “teenage municipality,” still defining its civic identity amid rapid
change (City of Pickering, Senior Management Session, September 22, 2025). There are
tensions between urban growth areas and historic hamlets, which wish to maintain their
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distinct identities. Protected landscapes (such as Rouge National Urban Park and the Duffins
Rouge Agricultural Preserve) strengthen Pickeringʼs natural appeal, but staff note that these
spaces are not always easily usable for cultural programming.
Pickeringʼs economy is diverse, balancing longstanding sectors with emerging industries.
Established strengths include energy (Ontario Power Generation, 2025), advanced
manufacturing (City of Pickering, 2023), logistics, and information technology; these are
anchored by major employment lands like the 800-acre Innovation Corridor (City of Pickering,
2025), and industrial hubs (City of Pickering, 2025). Major infrastructure moves, including
widening Highway 7 (Province of Ontario, 2024a), and the permanent removal of 407 East tolls
(Province of Ontario, 2025), further support goods movement and investment (Invest
Pickering, 2025).
A significant portion of land in Pickering is designated for farm use (Agricultural and Rural
Areas, nd). The 2021 Census of Agriculture identified 47 farms in Pickering, the majority of
which focused on oilseed and grain farming or animal farming (Statistics Canada, 2021a).
Agriculture is a major industry in the broader Durham Region, and the Region is actively
encouraging on-farm diversified and agri-tourism uses (Durham Region, 2024). The farming
and tourism industries are further supported by a weekly Farmersʼ Market on Tuesdays from
June until October.
The energy sector remains a flagship: the Pickering Nuclear Generating Stationʼs proposed
refurbishment is projected to contribute ~11,000 jobs per year and $19.4 billion to Ontario's
GDP over 11 years (Invest Pickering, 2025). Tourism and entertainment are accelerating
through Durham Live (Durham Live, 2026) and the recently opened Porsche Experience Centre
Toronto (Porsche, 2026), while health care capacity is expanding through the Jerry Coughlan
Health & Wellness Centre (Ajax Pickering Hospital Foundation, 2024) and a planned
Post-Acute Rehabilitation Centre (Province of Ontario, 2024b). The city also benefits from a
strong regional education and talent pipeline, drawing on 11 nearby universities and colleges
(Invest Pickering, 2025).
The film and creative industries are an emerging strength, with TriBros Studios' Sandy Beach
location offering 140,000 sq. ft. across three 18,000 sq. ft. stages (City of Pickering, 2025a). The
Backlot provides a 23-acre built streetscape that supports major series and features (City of
Pickering, 2025b). These industry assets align with municipal priorities to grow cultural
participation, festivals, and art in public spaces, positioning Pickering as a film-friendly,
experience-rich city.
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●Pickeringʼs Established Sectors: energy; advanced manufacturing; logistics;
information technology; health care; construction; retail/services
●Pickeringʼs Emerging Sectors: film and television productions; tourism and
entertainment; knowledge and creative industries; education-linked innovation
Key Takeaway: Pickeringʼs diversified base – energy, manufacturing, farming, alongside
fast-growing film, tourism, entertainment and health – creates strong cross-sector partnership
opportunities. Culture can plug into these engines (e.g. film-friendly activations,
heritage/green-space storytelling at tourism nodes, workforce-connected programming with
industry and post-secondary partners) to drive both audience growth and economic impact.
2.2 Demographic Profile
Pickeringʼs population has experienced steady growth and increasing diversity over the past
decade. The city surpassed 100,000 residents in 2021, growing 8.1% in five years, outpacing
Torontoʼs 3% growth during the same period (Invest Pickering, 2025). The community is aging,
with 16.6% of residents over 65 and a median age of 40.9 years, yet the city continues to
attract young families and newcomers (Invest Pickering, 2025).
Immigration is a key driver of this growth: 36.3% of Pickeringʼs population are immigrants,
with major waves arriving between 2001-2021 (Invest Pickering, 2025). The visible minority
population makes up 51% of residents, led by South Asian (21.2%), Black (11.4%), Filipino
(4.1%), Chinese (3.0%), and Southeast Asian (2.1%) communities (Invest Pickering, 2025). In
addition, more than half of households speak a language other than English at home, with
Urdu, Tagalog, Persian, Mandarin, and Arabic being the most common.
Community engagement through Pickering Forward highlights concerns about how
demographic change intersects with growth (Pickering Forward, 2025a). Residents have
emphasized the need for multigenerational housing, affordable options for seniors and young
families, and culturally responsive spaces that reflect the cityʼs increasing diversity (City of
Pickering, 2025b). Feedback also highlighted that many residents want growth to be balanced
with livability – ensuring infrastructure, transit, and green spaces keep pace with density (City
of Pickering, 2025c).
Key Insights
●Growth: Pickering is growing steadily, outpacing Toronto, and is becoming
increasingly diverse. Growth pressures raise concerns about infrastructure, schools,
traffic, and livability, highlighting the need for coordinated planning
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● Immigration: Immigration is the primary driver of growth, with over one-third of
residents being immigrants
● Visible Minorities: The visible minority population is now the majority at over 51%,
with strong South Asian and Black communities
● Diverse Housing Options: Residents identified a need for diverse housing options
(mid-rise, multi-unit, accessible, and affordable), especially for seniors and young
families
● Cultural and Linguistic Diversity: The cityʼs cultural and linguistic diversity (half of
households speak a non-English mother tongue) creates opportunities for tailored
cultural programming
2.2 Cultural Development Alignment with Plans and Strategies
Cultural development is defined as the process of enabling cultural activities, including the
arts, towards the realization of a desired future, particularly of a culturally rich and vibrant
community. Cultural development is supported by a number of city and regional planning
and policy documents, which is described further in Section 5.0 - Cultural Scorecard
Summary. Key policy alignment is outlined in the following plans and strategies:
● Durham Regional Official Plan: Includes policy direction that supports the public realm
(arts, culture, heritage); downtown and historic areas as key regional destinations;
identifies strategic growth areas as focal points for culture, entertainment and
placemaking.
● Durham Regionʼs 2025 - 2035 Strategic Plan: Includes a strategic direction for a
Connected and Vibrant Community and includes an action about cultivating and
promoting arts and culture while integrating it with tourism.
● City of Pickering Official Plan: Includes policy directions to increase the quantity and
variety of cultural experiences, protect natural heritage, and permit a mix of uses in
land use designations.
● City of Pickering Corporate Strategic Plan 2024 - 2028: Includes various priorities to
support the culture industry, advancing the City Centre precinct and allowing for
creative placemaking, implementing its Public Art/Art in Public Spaces Plan, and
preserving natural heritage.
● City of Pickering Economic Development Strategy (2022): Outlines the information and
cultural industries, as well as the supportive accommodation and food services
industry, as priority sectors for attraction.
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● City of Pickering Community Visitor Plan (2024 - 2027): Guides City of Pickering staff,
tourism interest holders, and regional partners in enhancing the visitor experience.
Identifies objectives, goals, and actions items that relate to culture.
2.3 Pickering Forward Engagement & Community Snapshot (2025)
The Pickering Forward engagement process highlights both resident priorities and the
demographic realities shaping quality of life. Residents express pride in Pickeringʼs diversity,
green spaces, and cultural identity, but also raise concerns around housing affordability,
traffic, and ensuring infrastructure keeps pace with growth. Data underscores these concerns:
the average dwelling value rose to $929,000 in 2021 (up from $584,000 in 2016) (Invest
Pickering, 2025), with nearly 40% of renters and 22% of owners spending more than 30% of
their income on shelter (Statistics Canada, 2021b).
At the same time, as previously mentioned, Pickeringʼs diversity is a strength: over 51% of
residents identify as visible minorities, and more than half of households speak a home
language other than English, with the top languages being Urdu, Tagalog, Persian, Mandarin,
and Arabic (Invest Pickering, 2025). This complements community calls for culturally
responsive programming and inclusive spaces. The city is also family-oriented, with an
average family size of 3, most households being couples with children, and a growing share of
seniors (16.6% of the population) (Statistics Canada, 2021b).
Transportation remains a concern: 87% of residents commute by car, with only 7.8% using
public transit, aligning with community feedback about congestion and the need for more
balanced, complete neighbourhoods (Invest Pickering, 2025).
Key Insights
● Top issues: housing affordability, transportation/traffic, and school/infrastructure
capacity
● Housing costs surges: average dwelling value rose 59% from 2016-2021; nearly 40% of
renters are cost-burdened
● Majority-minority city: over half of residents are visible minorities; more than half
speak a non-English home language
● Family-oriented, yet aging: most households consist of couples with children, yet
16.6% of residents are 65 years or older, highlighting the need for multigenerational
support
● High car dependency (87%): reinforces concerns that growth without transit
expansion will strain livability
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● Need for balance: Residents express pride in diversity and green spaces, but stress the
need to protect heritage and ensure growth is balanced with livability
2.4 Durham Regional Government
The City of Pickering is a local area municipality within The Regional Municipality of Durham,
east of Toronto. The regional government offers services such as economic development
(including tourism), planning and development, and public transportation (Durham Region,
2026a). As of January 1, 2025, the Region of Durham was defined by the Province of Ontario as
“an upper-tier municipality without planning responsibilities.” As a result, the eight area
municipalities, including Pickering, have assumed approval authority for most Planning Act
decisions, and are able to adopt, repeal or amend the new Regional Official Plan (Durham
Region, 2026b). The Region operates Durham Tourism, which promotes arts, culture,
museums and historic sites across the area municipalities, including Pickering (Durham
Region, 2026c).
Key Insights
● Regional role is enabling, not directive. The Region does not deliver or govern arts,
culture, or museum services directly; its influence is exercised through regional
economic development, tourism promotion, and transportation systems that support
access to cultural destinations.
● Arts, culture, and museums are framed regionally as visitor economy assets.
Through Durham Tourism, cultural institutions, heritage sites, and cultural experiences
are positioned as part of a regional tourism offering, reinforcing their contribution to
place branding and economic development across area municipalities.
● Planning authority now rests largely with area municipalities. The Provinceʼs
designation of Durham as an upper-tier municipality without planning responsibilities
has shifted approval authority for most Planning Act decisions to local municipalities,
increasing municipal autonomy over cultural infrastructure, heritage resources, and
land-use decisions affecting cultural sites.
● Cultural institutions operate within a regional narrative, despite local
governance. While arts, culture, and museums are municipally governed and locally
funded, they collectively contribute to Durham Regionʼs shared cultural identity,
historical narratives, and sense of place.
● Regional alignment enhances reach without diluting local control. Alignment with
regional tourism, economic development, and mobility strategies can amplify visibility
and audience access for cultural institutions, while governance, programming, and
stewardship remain firmly within municipal authority.
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2.5 Cultural Facilities Infrastructure
Pickering is undergoing transformational growth through a series of master-planned
communities and major intensification projects. Seaton Community is one of Canadaʼs largest
combined residential, employment, and commercial developments, expected to welcome
70,000 new residents and 35,000 jobs over the next 20 years (City of Pickering, 2025;
Infrastructure Ontario, n.d.). At the same time, the Northeast Pickering Secondary Plan will
add another 40,000 residents and 10,000 jobs across 4,000 acres, creating a new mixed-use
district (City of Pickering, 2023).
Downtown Pickering is also transforming through the 55-acre Pickering City Centre
redevelopment, which will deliver 6,000 condominium units, a one-and-a-half-acre park, and
expanded mixed-use amenities adjacent to the GO station (City of Pickering, n.d.). These
projects aim to create more walkable, transit-supportive neighbourhoods that are supported
by major infrastructure, including the Durham-Scarborough Bus Rapid Transit (BRT) line
(Metrolinx, 2025) and the proposed High-Frequency Rail Station (Durham Post, 2024).
Engagement through Pickering Forward highlighted community concerns about the rate of
growth outpacing livability, particularly in areas such as Kingston Road and North Pickering.
Residents identified needs for schools, transit, parks, and community amenities to be
integrated into new developments, as well as protections for heritage hamlets, such as
Whitevale (City of Pickering, 2025c). Pickeringʼs City Centre is home to some privately owned
cultural assets, such as the Pickering Event Centre and The Arena. The Seaton neighbourhood
and City Centre are key growth nodes that could include additional opportunities for arts,
culture and events.
Like many Canadian municipalities, the majority of City-owned cultural facilities in Pickering
have aged. Pickeringʼs 2025 Asset Management Plan assessed the condition of its cultural
facilities, including the Pickering Museum Village, libraries, community centres, Civic
Complex, Whitevale Arts & Culture Centre, and the leased space Brougham Hall. Most of these
facilities were identified as being beyond their life cycle, and that existing recreational and
cultural facilities are concentrated in South Pickering. The current state of City-owned cultural
facilities points to a need to expand or rehabilitate existing infrastructure and consider a more
geographically distributed placement of new facilities.
Key Insights
● Pickeringʼs growth is anchored by three major nodes: Seaton, Northeast Pickering,
and Downtown City Centre, each requiring tailored cultural and infrastructure planning
(Invest Pickering, 2025)
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● Growth pressures are significant: over 110,000 new residents projected between
Seaton and Northeast Pickering alone
● Downtown Pickeringʼs Go-connected intensification: (City of Pickering, 2019)
positions it as the future cultural and economic hub, but requires public space and
indoor cultural amenities
● Call for complete communities: Residents expressed concern that growth is outpacing
schools, parks, and transit, calling for complete communities, rather than density alone
● Protecting heritage: Heritage hamlets face development pressure, with calls to
repurpose and protect historic buildings rather than demolish them (Pickering Forward,
2025c)
● Aging City-owned cultural infrastructure: The City will either need to expand or
rehabilitate existing infrastructure
● Growth area based development: Cultural spaces will need to be embedded in growth
areas (i.e., Seaton, Northeast Pickering, and City Centre) to meet resident expectations
for belonging and access
2.6 Cultural Participation & Growth
Pickeringʼs cultural sector is expanding in tandem with rapid population growth and
diversification. A majority-minority community with over one-third of its residents being
immigrants, the city demonstrates visible community engagement through festivals, art in
public spaces, and museum programs. Recent investments (such as the Dorsay Community &
Heritage Centre, Pickering Museum Village historic building restorations, and expanded
community grants) are strengthening cultural access and identity, highlighting cultureʼs
growing role in city life.
Pickeringʼs arts, culture, and heritage assets combine City-operated services (including the
Pickering Museum Village, Art in Public Spaces Program, and the forthcoming Dorsay
Community & Heritage Centre) with a variable mix of community-led cultural activity,
including festivals, volunteer-driven heritage initiatives, agri-tourism, and small-scale
non-profit arts organizations. As participation in traditional, long-standing volunteer-led
cultural societies has declined, the City has increasingly assumed the role of primary cultural
service provider, while utilizing grant mechanisms to enable short-term, project-based, and
grassroots initiatives.
Engagement findings and available data suggest growing visibility and participation in
Pickeringʼs cultural life; however, current indicators primarily reflect activity and attendance,
rather than deeper measures of engagement, continuity, or long-term participation. At
present, the City tracks participation largely through event attendance estimates, grant
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uptake, program delivery volumes, and facility use, which provide useful signals of reach, but
do not capture patterns of repeat engagement, audience retention, or long-term cultural
involvement – especially when considering the depth of engagement at sites like PMV.
The City does not currently maintain a comprehensive, standardized framework for
measuring cultural participation across programs, facilities, and partners. This reflects both
the distributed nature of cultural activity in Pickering and the operational realities of tracking
participation across City-led, community-led, and partner-delivered initiatives. As a result,
growth in cultural activity should be interpreted as indicative of increased opportunity and
visibility, rather than definitive evidence of sustained participation or sector stability.
As the Cultural Strategic Plan moves into implementation, success will need to be measured
through practical and proportionate indicators aligned with City capacity. These may
include improved coordination of existing participation data, clearer distinctions between
attendance and engagement where feasible, and targeted evaluation of priority initiatives
rather than comprehensive system-wide measurement. Establishing appropriate
performance metrics will be a key focus of Phases 3 and 4, supporting informed investment
decisions without imposing unrealistic reporting burdens on staff or community partners.
2.6.1 Grants
Pickering operates a community grants program that funds activities, programs, or initiatives
that serve residents, provide economic benefits, or create a positive image of the City (City of
Pickering, 2026d). It prioritizes not-for-profit organizations and community-based groups
whose events are open to the public. Organizations with more than $50,000 in cash or
investments are ineligible for grants. First-time applicants may receive up to $3,000, while
returning organizations may apply for larger amounts (City of Pickering, 2026d).
Discussed during the Senior Management engagement session, in addition to major
City-supported events (e.g. Cultural Fusion and Artfest), casino funding ($700–$800K
annually) expands community access and event sustainability.
Types of Grants available for the cultural sector (as listed on the City of Pickeringʼs website):
● Community Project & Event Support: Support for festivals, celebrations, and cultural
activities that promote inclusion, heritage awareness or tourism
● Arts & Cultural Programs Grants: Funding for creative initiatives, including
performances, workshops, exhibitions, or community arts projects, that serve
Pickering residents
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● Heritage and History Programming Supports: Support for heritage interpretation,
historical events, and preservation awareness, often linked with Pickering Museum
Village or community heritage groups
● Minor Community Grants: Up to $2,000 awarded for small, eligible community events
● Event Sponsorship & In-Kind Support: Facility use, publicity, or logistical support for
City-aligned community celebrations
Arts, culture and heritage organizations receiving project-based support from the municipality
include the PineRidge Arts Council, Pickering Historical Society, Indo-Canadian Cultural
Association of Durham, Cultural Expressions for CHANGE, and Pickering Inspire Foundation.
Pickering Museum Village Foundation is ineligible for municipal funding as they receive funds
through gaming and lotteries.
2.6.2 Cultural Facilities
● Pickering Museum Village (PMV): A dynamic living-history site transitioning toward
participatory, skills-based programs and digitization initiatives
● Dorsay Community & Heritage Centre: A 44,000 sq. ft. cultural hub (opening 2026)
that integrates museum, library, and community centre services, providing year-round
access to arts, heritage, and learning
● Pottery Open Studio at Chestnut Hill Developments Recreation Complex: A
specialized, membership-based studio supporting independent ceramics practice for
trained users within a recreation facility context.
● Public Libraries: Trusted community connectors advancing equity, accessibility, and
lifelong learning
In addition to these primary facilities, cultural activity in Pickering is also supported through a
range of secondary and hybrid spaces, including community and recreation centres used for
arts programming, as well as a distributed Art in Public Spaces program embedded within the
public realm.
2.6.3 Heritage Advisory Committees & Societies
● Heritage Pickering Advisory Committee: An advisory body to City Council on local
heritage matters to assist in carrying out the municipal heritage conservation program
● Pickering Township Historical Society (PTHS): Promotes public interest in the
history of Pickering and vicinity and promotes good stewardship in the treatment of
cultural heritage
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● Indo-Canadian Cultural Association of Durham Inc.: Cultural programming,
community events, representation of the Indo-Canadian community in Durham,
including Pickering
Collectively, these organizations play important advisory, advocacy, and
community-representation roles, contributing cultural knowledge, volunteer capacity, and
lived experience. Primary responsibility for heritage conservation and cultural service delivery
remains with the City.
2.6.4 Art in Public Spaces
Pickeringʼs Art in Public Spaces Program has accelerated, embedding artworks in parks, civic
corridors, and heritage landscapes (Pickering, 2025e). Council support has enabled new
commissions and creative partnerships, reinforcing local pride and placemaking.
2.6.5 Major Events & Festivals Partners
The City of Pickering partners with local businesses, cultural associations, and community
organizations to deliver and animate a year-round calendar of festivals and public events.
Through its Corporate Sponsorship Program, the City collaborates with private sector and
institutional partners to support signature events (e.g. Cultural Fusion, Artfest, Petapolooza,
Spring and Winter Fling, and the City Centre Farmersʼ Market), offering tiered sponsorship
opportunities that strengthen community engagement and visibility (City of Pickering, 2025).
“Destination Pickering,” a municipal service corporation promotes these events regionally,
positioning the waterfront, Esplanade Park, and emerging City Centre as cultural gathering
places. Independent partners, such as the Pickering International Film Festival and local
hamlet associations (e.g. Whitevale & District Residentsʼ Association), further contribute to
the cityʼs event ecosystem.
Pickeringʼs festival and event delivery model relies on collaborative partnerships across
municipal, business, and community sectors. While not yet formalized into a single umbrella
organization, the Cityʼs expanding sponsorship and cultural partnership frameworks provide a
foundation for a coordinated, citywide event strategy that supports inclusion, economic
vitality, and civic pride.
2.6.6 Challenges & Opportunities
Pickeringʼs creative and cultural sector is evolving rapidly amid population growth,
diversification, and major urban expansion. The Cityʼs role as a cultural service provider is
strong but resource-intensive, and rapid development continues to place pressure on cultural
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spaces, heritage assets, and community identity. Addressing these challenges presents
opportunities to reinforce inclusion, accessibility, and local distinctiveness through creative
placemaking and collaborative partnerships.
Key Challenges
● Housing Affordability & Growth Pressures: Residents are concerned that high
housing costs and rapid intensification are eroding livability and access to community
amenities
● Transportation & Connectivity: Car dependency limits access to cultural venues and
waterfront or hamlet events, especially for youth, seniors, and lower-income residents
● Cultural Sector Sustainability: The absence of a formal arts council or regional
cultural network creates vulnerability in sector capacity, and overreliance on City-led
cultural infrastructure
● Heritage Conservation & Development Pressures: Development and infrastructure
expansion are threatening heritage hamlets and built assets
● Identity & Belonging: Rapid demographic change – 51% visible minority population,
36% immigrant residents – creates both richness and the need for inclusive cultural
representation
● Limited Cultural Spaces: There are few indoor cultural venues beyond the museum,
library, and civic buildings, while growth areas like Seaton and Northeast Pickering
lack dedicated arts or cultural infrastructure
● Environmental Considerations: Waterfront and outdoor events are increasingly
affected by flooding and extreme weather
● Complex Land Ownership Structure: Significant lands are owned by federal and
provincial governments.
Key Opportunities
● Art at a neighbourhood/hamlet level: Significant developments in Seaton,
Downtown, and Northeast Pickering provide opportunities to integrate art in public
spaces, performance spaces, and creative placemaking early in the planning process
● New audiences and creators: A growing, diverse population offers new audiences and
creators for cultural programs
● New community and tourism drawing infrastructure: The Dorsay Community &
Heritage Centre will anchor year-round cultural engagement by combining museum,
library, and community services, expanding access and intergenerational participation
● Collaborations and partnerships: Growing collaboration and momentum from the
art in public spaces program and sponsorship model that can be leveraged to animate
public space and build civic pride
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● Tourism and the creative economy: Emerging regional cultural and entertainment
tourism anchors and a strong film sector allows Pickering to link culture, creative
industries, and tourism for mutual economic and community benefit
● Intergovernmental collaboration: Land ownership structure provides opportunity
for different orders of government to work together.
2.6 Pickering Museum Village Re-Branding
As Pickering Museum Village continues to operate within a rapidly changing community and
cultural environment, questions of institutional identity and positioning have emerged as a
key local consideration. Engagement with museum staff indicates that the museum is
navigating an unresolved tension between its historical role as a collections-anchored pioneer
village and its more recent shift toward experience-driven, participatory programming. This
tension reflects broader changes in visitor expectations, community demographics, and
contemporary museum practice, and has implications for how the museum is perceived,
accessed, and programmed.
Staff engagement further underscored that clarity of purpose is increasingly important in this
context. The absence of a clearly articulated primary role, alongside defined secondary
functions, creates challenges for alignment across programming, interpretation, collections
use, and future planning. Equally significant is the need to establish clearer boundaries
around what the museum is not positioned to be, in order to support sustainable
decision-making and manage expectations among internal and external stakeholders.
At this stage, the core challenge is not whether Pickering Museum Village should evolve,
but how its primary function is defined and governed. Across engagement
activities—including focus groups, interviews, and community questionnaire
responses—participants consistently emphasized the importance of authentic, place-based
storytelling, immersive experiences, and stronger connections to Pickeringʼs local histories
and identities. These findings point to the museumʼs enduring value as a collections-informed
heritage site, grounded in material culture and interpretation rooted in Pickeringʼs social and
working histories.
This direction aligns with broader shifts in museum practice. Across Canada and
internationally, museums are moving beyond purely object-centred models toward
approaches that integrate stewardship with community engagement, participatory
interpretation, and inclusive storytelling. Collections remain the foundation of institutional
credibility and distinctiveness, but their value is increasingly realized through how they are
activated through programming, partnerships, and community connection.
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At the same time, participants expressed a clear desire for more accessible, relevant, and
community-connected experiences. This includes expanded partnerships, outreach beyond
the site, and opportunities for co-creation that reflect Pickeringʼs evolving and diverse
community.
Taken together, these insights suggest that PMVʼs future is not defined by a choice between
collections and community, but by how effectively it integrates strong heritage foundations
with outward-facing, responsive, and relationship-driven approaches. This will require greater
clarity in how resources are prioritized, how programming is aligned with institutional
purpose, and how the museum balances its roles as a steward of heritage and a
community-facing cultural space.
The forthcoming Dorsay Community & Heritage Centre introduces an additional contextual
factor. As a new, year-round, multi-service facility, Dorsay will materially alter how residents
and visitors encounter heritage and cultural services in Pickering. Its role as a primary
gateway and access point presents an opportunity to clarify functional distinctions between
facilities, with Dorsay supporting orientation, access, and broader community use, while
Pickering Museum Village retains a more specialized, site-based heritage role grounded
in collections, landscape, and interpretation.
Within Pickeringʼs context of rapid growth, increasing diversity, and evolving community
expectations, re-branding must go beyond promotion to clearly define what the museum is,
who it serves, and how it operates. This clarity ensures that programming, partnerships, and
audience development are focused, sustainable, and aligned with both community needs and
institutional capacity.
Engagement findings point to a desire for more accessible, community-connected, and
engaging cultural experiences, while sector trends emphasize the need for museums to be
innovative, partnership-driven, and entrepreneurial in order to remain resilient. At the same
time, the Museum is navigating capacity constraints and an evolving institutional identity.
As a result, re-branding should focus on clarifying the museumʼs role and priorities so that
future programming, partnerships, and audience development efforts are aligned,
sustainable, and grounded in community need. This clarity will strengthen the museumʼs
ability to engage residents, build relationships, attract financial support, and pursue new
opportunities in a way that is both relevant and operationally realistic.
2.7 Summary
Pickeringʼs rapid growth, increasingly diverse population, and three major growth nodes
(Seaton, Northeast Pickering, and the GO-connected City Centre) are reshaping the cityʼs
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cultural life. The cultural offer is expanding, through flagship facilities (e.g. the Dorsay
Heritage & Community Centre), a growing art in public spaces program, and partner-led
festivals; however, pressures around housing affordability, car-dependent access, limited
indoor cultural space, and heritage conservation persist.
Looking ahead, embedding cultural spaces and programming into new neighbourhoods,
strengthening grants and partnerships (community, business, tourism/film), and leveraging
the cityʼs multicultural strengths can broaden access, build belonging, and position culture as
a core driver of Pickeringʼs identity and economic vitality.
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3.0 Cultural Sector Trends Analysis
3.1 Cultural Sector Trends
Thriving communities understand that building pride of place, through engaging arts and
cultural programs, strengthens both community participation and economic development.
The economic and livability benefits of cultural development have led to an understanding
that cultural amenities and delivery are no longer a “nice to have” or a “frill” in municipal
governments. In 2023, Statistics Canada estimated that cultural industries contributed an
estimated $63.2 billion in direct contribution to Canadaʼs GDP and more than 669,600 jobs
(Government of Canada 2023).
Increasingly, cultural development is included in the core suite of municipal services offered
to strengthen community ties, promote equity and inclusion, and when a city has strong and
visible arts and culture, it naturally attracts more people, stimulating economic activity. In
other words, culture matters!
In broader context, important trends in Canadaʼs cultural industry will continue to have a
significant influence on cultural development and programming over the next five to ten
years.
These trends include:
Broad societal and global pressures
● The climate crisis and the role arts and culture plays in mitigating climate change
● The role of technology and changing nature of work through artificial intelligence (AI)
● The affordability crisis; cost of living and cost of art-making/creative spaces are too high
● Economic and political instability; tariffsʼ impacts on Canadian cultural
imports/exports
Policy, funding, and structural shifts
● Scaled-back corporate sponsorships and art in public spaces funding
● Lifecycle of arts organizations: many arts organizations are having difficulty moving to
an established phase or shifting to a turnaround mode after a period of gradual decline
● New operating models for arts organizations that are more entrepreneurial in nature
● Further capacity-building within community groups, supporting grassroots
community-driven programming, shifting a City's role to be more of a facilitator and
convener (rather than a direct-supplier of services)
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Equity, Diversity, Inclusion and Accessibility (EDIA) and Reconciliation
● Upholding Calls to Action of Truth and Reconciliation (specifically #67 and #70, which
directly call up the Canadian Museums Association and Canadian Association of
Archivists)
● Innovations in D/deaf, and Disability arts and accessibility to the arts
● Creating safer and more inclusive spaces for community dialogue through the arts (e.g.
social-change arts practices)
Audience trends and cultural participation
● Festivals are struggling to rebuild audiences; challenges in funding, climate change
adaptation, and safety concerns
● Shifting from passive consumption of arts and culture to more participatory arts
experiences
● Generational shifts in arts audiences and increased arts experiences for families
● Outdoor arts, creative placemaking and co-activations of spaces
● Cultural participants, especially tourists and visitors, are increasingly interested in
“authentic” experiences that accurately reflect the local experience
3.2 Museums and Heritage
Museums in particular are going through growing pains, as their role as spaces of preservation
within a community is becoming more fluid. While they have traditionally been spaces of
learning, reflection, and dialogue, museums are expanding to include services to “drive social
innovation, embrace new technologies and foster inclusive communities” (ICOM, 2025).
Additionally, these deeply colonial institutions have the responsibility to transform from
within to break down the barriers that exist for equity-deserving individuals to share their
stories, in the efforts to heal from collective trauma.
Important trends and significant changes have taken place in the heritage sector in Canada
that will continue to challenge the meaning and role of museums and heritage sites. These
trends include:
Policy and structural shifts
● Moved to Action: Activating UNDRIP in Canadian Museums: Released by the
Canadian Museums Association in 2022, the document outlines recommendations and
new museum standards for implementing UNDRIP and supporting Indigenous
self-determination in museums (Canadian Museums Association, 2022).
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● New National Museum Policy: Last updated in 1990, Government of Canada has been
working to renew the policy since 2022. Through consultations, five key themes
emerged: 1) the role of heritage institutions in society; 2) financial sustainability and
resilience; 3) advancing reconciliation with First Nations, Inuit and Métis peoples; 4)
embracing equity, diversity and inclusion; and 5) preservation and access as core
functions (Canadian Heritage, 2024).
● New Museum Definition: In 2022, the International Council of Museums (ICOM)
approved the new definition— “A museum is a not-for-profit, permanent institution in
the service of society that researches, collects, conserves, interprets and exhibits
tangible and intangible heritage. Open to the public, accessible and inclusive, museums
foster diversity and sustainability. They operate and communicate ethically,
professionally and with the participation of communities, offering varied experiences for
education, enjoyment, reflection and knowledge sharing” (ICOM, 2022).
● Modernizing Funding Models & Enhanced Governance Expectations: The Ontario
Museum Association has signalled a distinct structural shift, moving toward
modernized but still unresolved funding models (particularly the Community Museum
Operating Grant), paired with significantly increased governance and planning
requirements tied to that funding; a transition from independent site-based
operations to networked regional systems with shared services and infrastructure; the
elevation of digital capacity as a core institutional function rather than an
enhancement; a push toward data-driven accountability and performance
measurement; and an expansion of museum roles into multi-functional community,
tourism, and resilience assets (Ontario Museums Association, 2015).
● Broad Accessibility: Governments across Canada are implementing laws and
regulations that consider traditional measures of accessibility. Broader principles
consider the full range of human diversity and advance a multimodal spectrum for
universal accessibility in public spaces: Inclusive Design Research Centre, 8/80 Cities,
10 Principles of Disability Justice, and Canadian Museum of Human Rights Inclusive
and Accessible Design Guidelines.
Societal pressures and global trends
● Digital and technology trends: Storytelling remains the main means of impactful
visitor experience; technology must be used in a thoughtful way to support
storytelling: the power remains in the stories, rather than the platform; digital
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interactives, augmented reality, and immersive technologies can be resource-heavy
and challenging for non-technical staff to maintain, and risk becoming dated or
unsustainable; visitors experience may be isolating or a barrier to authentic physical
connection to the experience (Heritage Management Organization, 2025).
● Climate Action: Museums are reckoning with their own carbon footprint, sustainable
practices, and emergency response readiness, while grappling with the growing risk to
collections due to climate disasters, crises, and conflicts (Canadian Museums
Association, 2022). Both the Canadian Museums Association and ICOM have formed
resolutions on sustainability. Many museum facilities require urgent upgrades to meet
modern environmental standards (Canadian Museums Association, 2025).
● Funding shifts & revenue streams: Governments are undertaking shifts in funding to
balance support for emerging and equity-deserving organizations, but with lower
levels of funding overall some established groups are seeing reduced financial
support. More governments are implementing austerity budgets amid growing
economic uncertainty. In response, organizations are seeking more support from
private philanthropy, diversified revenues, and niche investment streams.
● Cultural tourism: Opportunities for increased return on investment (ROI) and
economic impact. It is more important to create an attraction that appeals to visitors,
which requires authentic experiences and place-based storytelling.
● Heritage and Culture Advocacy: Canadian organizations are increasing advocacy
work in response to pressures that put heritage at risk (Canadian Museums
Association, 2021b). Communities are wrestling with costs to maintain and preserve
heritage, such as Connaught, Laurentian and Halton Hills who are reducing or
divesting collections, infrastructure, services, etc. Political and philosophical pressures
and devaluing of science and culture, reduced funding and changing priorities also
threaten the existence of heritage institutions (CAHP, n.d).
3.3 Art in Public Spaces
The role of art in public spaces (a more inclusive term that captures a comprehensive image of
creative and artistic possibilities such as murals and statues, but also performance-based
work, artistic programming, and creative placemaking) in city building has seen tremendous
shifts with new models and processes being explored to enhance the inclusivity, impact, and
sustainability of art in public spaces initiatives. Expanding beyond traditional bronze
sculptures, the genre of art in public spaces now embraces a wide variety of permanent and
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temporary artistic expressions in the public realm. More than just aesthetics, art in public
spaces is a tool that is used by municipalities to respond to global population shifts,
environmental fluctuations, and the increased complexity of civic issues.
The following trends demonstrate the necessary shifts municipalities are making in order to
keep art in public spaces relevant and sustainable:
Funding
● Diversification of Municipal Funding Models: Cities are moving beyond single-source
funding, combining tools like development charges, community partnerships, and
philanthropy to strengthen and stabilize art in public spaces investment.
● Flexible Reserve Funds: By dedicating a small percentage of major capital budgets to
art in public spaces, municipalities build flexible reserve funds that can be strategically
allocated for long-term planning (rather than tied to specific projects).
● Funding for the Maintenance of Art in Public Spaces: Municipalities are increasingly
dedicating funds to preserve, conserve, and repair their growing collections to ensure
longevity and public trust.
Processes
● Diversification of Models for the Selection of Art in Public Spaces Pieces and
Processes: Moving beyond traditional juries, new selection models include
community voting, artist-in-residence programs, and participatory processes that
build engagement.
● Strategic Programs to Support Art in Public Spaces: From civic capital projects to
grassroots initiatives, cities are creating layered programs that ensure art in public
spaces thrives at multiple scales and contexts. For example:
○ Civic and Capital Program
○ Community Art
○ Creative Placemaking / Public Realm
○ Private Developer
○ Acquisitions, Donations, Gifted Artwork
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Design and Presentation Considerations
● Innovations in Showcasing Municipal Collections: Cities are experimenting with
digital platforms, mobile exhibitions, and interactive displays to increase public access
to municipal art collections.
● Accessible Art: Accessibility is being prioritized, ensuring works are inclusive across
physical, sensory, and cultural dimensions so that all residents can engage.
● Ephemeral and Temporary Projects: Pop-up, time-limited, and experimental works
are on the rise, creating dynamic experiences that respond to contemporary issues
and community interests.
● Integration of Ecology / Environment into Art in Public Spaces: Public art now often
incorporates ecological values – using sustainable materials, regenerative practices,
and designs that respond to environmental priorities.
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4.0 Municipal Comparison - Best Practice Review
This section summarizes key trends and comparative insights drawn from a review of seven
peer municipalities identified by the City: Ajax, Clarington, Oshawa, Whitby, Newmarket,
Oakville, and Guelph (available in Appendix A). The review considers cultural policy
approaches, service delivery models, infrastructure investment, and the relationship between
arts, culture, heritage, tourism, and community development.
The intent of this comparison is to identify patterns, gaps, and emerging practices that inform
strategic decision-making in Pickering, recognizing that peer approaches must be interpreted
and adapted to reflect local growth pressures, governance structures, and cultural
infrastructure.
4.1 Broader Regional Culture Trends
Across comparator municipalities, arts, culture, and heritage are increasingly positioned as
strategic tools for placemaking, community identity, and social cohesion, particularly in the
context of population growth, intensification, and demographic change. Rather than relying
exclusively on stand-alone cultural venues, municipalities are prioritizing distributed cultural
experiences embedded within parks, libraries, community centres, downtowns, waterfronts,
and neighbourhood-scale public spaces.
There is also a clear shift away from exclusively municipally delivered programming toward
partnership-based and co-delivery models involving community organizations, cultural
groups, and external agencies. These approaches are often framed as mechanisms for
expanding reach and flexibility, though they vary significantly in terms of governance,
resourcing, and sustainability.
Implication for Pickering: Pickering shares these broader sector trends, but its rapid
growth, car-dependent urban form, and uneven distribution of cultural infrastructure
suggest that distributed and partnership-based approaches will require deliberate
coordination and clear role definition to avoid fragmentation or overextension.
4.2 CCNC Comparative Data (Cultural Statistics Data)
Comparative cultural statistics drawn from the Creative Cities Network of Canadaʼs Culture
Statistics Strategy and related municipal benchmarking data highlight significant variation in
how municipalities structure, invest in, and deliver cultural services. Measures such as cultural
facilities, public art assets, and event programming per capita provide useful contextual
indicators, but do not on their own predict cultural participation, access, or community
impact.
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Across comparator municipalities, higher per-capita concentrations of cultural assets do not
consistently correlate with stronger cultural outcomes. Municipalities with fewer City-owned
facilities or lower asset ratios often demonstrate high levels of cultural activity through
partnership-based delivery models, distributed programming, and strategic use of
multi-purpose spaces. Conversely, asset-rich municipalities may continue to experience gaps
in access, flexibility, or relevance if infrastructure investment is not aligned with community
needs and delivery capacity.
The data also indicates that rapidly growing and intensifying municipalities frequently lag in
per-capita cultural assets, reflecting timing and population dynamics rather than a lack of
strategic intent or investment. This trend is common among municipalities experiencing
sustained growth, where cultural infrastructure expansion necessarily follows residential and
employment development.
Public art inventories further complicate comparative analysis, as municipalities with
long-standing public art programs may appear comparatively asset-rich where indoor cultural
facilities or creation spaces remain limited. As a result, public art assets are best interpreted
as a distinct category of cultural investment rather than a proxy for overall cultural capacity.
Overall, the comparative data reinforces the importance of context-sensitive cultural
planning. Effective cultural systems are shaped less by the volume of assets than by
alignment between investment, governance models, community partnerships, and local
identity. These findings support an approach to cultural development that emphasizes fit,
flexibility, and long-term sustainability over replication of peer models.
Implication for Pickering: For Pickering, the CCNC data suggests that cultural
effectiveness will be driven less by increasing per-capita asset counts and more by
improving alignment between cultural investment, delivery models, and growth
patterns. This reinforces the importance of prioritizing flexible, multi-use, and
partnership-enabled approaches over asset accumulation alone, particularly in the
context of rapid population growth and evolving community identity.
4.3 Municipal Benchmarking Data
When viewed in relation to comparator municipalities, Pickeringʼs cultural profile reflects
many of the same pressures and opportunities facing rapidly growing, intensifying
communities. Like several peers, Pickering demonstrates a mix of municipally delivered
cultural services alongside partnership-based and distributed models, rather than
reliance on a single, facility-heavy approach.
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Benchmarking data suggest that Pickeringʼs per-capita cultural assets are consistent with
municipalities experiencing sustained population growth, where cultural infrastructure and
services expand over time in step with residential and employment development. This
positioning aligns with peers that have prioritized phased investment, adaptive reuse, and
flexible programming in response to growth and fiscal constraints.
Relative to comparator municipalities, Pickering shows particular strength in public realm
cultural investment, including art in public spaces, while continuing to build capacity in
indoor cultural and creation spaces, particularly at a mid-scale suitable for performance,
rehearsal, and community use. These patterns are consistent across the benchmark group,
reinforcing that Pickeringʼs cultural challenges and opportunities are reflective of broader
municipal conditions.
Overall, the benchmarking analysis indicates that Pickering occupies a transitional position
within its peer group, shaped by rapid growth, an evolving civic identity, and differences in
the distribution and availability of cultural facilities across the city. This underscores the
importance of planning that responds to local growth patterns, community needs, and
municipal capacity, rather than applying a one-size-fits-all model.
Implication for Pickering: This positioning suggests that Pickeringʼs strategic challenge is
not catching up to peers, but making deliberate choices about sequencing, integration,
and scale as cultural capacity continues to evolve.
4.4 Implications for Pickering
The municipal comparison highlights several areas where Pickering is well-positioned to
advance cultural development, as well as areas that will require deliberate focus and
differentiation. The intent of this comparison is not to replicate peer approaches, but to
inform strategic choices that reflect Pickeringʼs specific growth pressures, geographic form,
and community context.
4.4.1 Practices to Adapt
Early integration of culture into growth planning: Peer municipalities that have embedded
cultural considerations into secondary plans, downtown strategies, and major capital projects
demonstrate greater coherence between cultural investment, placemaking, and long-term
community outcomes. Pickering has an opportunity to strengthen this integration as growth
areas continue to intensify.
Use of distributed and hybrid cultural spaces: Comparable municipalities increasingly rely
on shared-use facilities, public spaces, and temporary activations to expand access without
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relying solely on purpose-built venues. This approach aligns with Pickeringʼs land-use
patterns and can support broader geographic access when applied strategically.
4.4.2 Practices to Avoid
Over-reliance on single flagship facilities as primary cultural solutions: Peer experience
suggests that large, centralized cultural facilities can absorb significant capital and operating
resources while serving a limited portion of the population if not supported by broader,
distributed cultural activity.
Pickeringʼs investment in the Dorsay Community & Heritage Centre and the Pickering Museum
Village represents a major and important cultural asset, establishing a strong civic anchor for
heritage, programming, and community gathering. Benchmarking findings indicate that
flagship facilities are most effective when complemented by a network of smaller-scale,
distributed cultural opportunities across neighbourhoods, public spaces, and partner sites.
Given Pickeringʼs geographic scale and patterns of growth, an over-reliance on a single
destination may limit access, flexibility, and responsiveness over time. Expanding cultural
activity beyond the primary site, through partnerships, mobile programming, and
neighbourhood-based initiatives, can help extend reach, support diverse audiences, and
maximize the impact of existing investments.
4.4.3 Area of Differentiation
Balancing growth-driven cultural development with place-based identity: Unlike many
peer municipalities, Pickering is simultaneously managing rapid intensification and the
preservation of distinct historic hamlets and landscapes. This creates an opportunity to lead
in developing cultural strategies that support identity formation across both urban growth
areas and established communities, rather than prioritizing one at the expense of the other.
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5.0 Cultural Scorecard Summary
The City of Pickering supports cultural development through the strategic integration of arts
and cultural considerations in some high-level planning documents.
The consulting team reviewed all of the Cityʼs major plans, policies, and strategies and
evaluated their linkages to cultural development in a Cultural Scorecard (Appendix B -
Pickering Cultural Scorecard).
While the City of Pickering Official Plan does not have a dedicated Arts, Culture and Heritage
section, policy directions that can encourage cultural development are mentioned
throughout. For example, the Official Plan includes a principle to become more self-sufficient,
including establishing a clear sense of place and improving community understanding of
heritage, landscape and evolving culture. Cultural uses of various sizes and scale (including
home business use, farmerʼs markets and larger cultural uses) are permitted in various land
use designations. The Official Plan also supports flexibility in facility use, which can help
promote collaboration between arts, culture, and heritage groups as well as other parties.
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The 2014 Cultural Strategic Plan was comprehensive at the time of its development, with key
definitions that align with industry best practices. It also includes a Strategic Directions chart,
a helpful implementation tool. The existing Public Art Plan is a high level framework that
summarizes existing art in public spaces in Pickering, identifies zones for future projects, and
proposes future initiatives. The current plan does not describe how it fits into a broader
Cultural Strategic Plan, nor the rationale behind the locations of current and future public art.
The Pickering Museum Village Strategic Plan, approved by Mayor and Council in 2018, was
intended to be a short, concise document that identifies the Museumʼs vision, mission, values,
and recommended strategic goals. It then identifies definitions of success and enablers for
each priority. This plan is quite ambitious, outlining numerous definitions of success to be
attained by 2023 and enablers. This document is unclear how engagement informed the
strategic priorities and enabling activities. Implementation of the plan was described in a
separate document. Additionally, it was unclear how the plan fits into a broader cultural
development context within Pickering.
Cultural development is well-integrated in the Community Visitor Plan (2024 - 2027), Corporate
Strategic Plan 2024 - 2028, Pickering Community Safety & Well-Being Plan, Durham Regionʼs
2025 - 2035 Strategic Plan, Regional Official Plan. Regional and Metrolinx transportation plans
also outline active transportation improvements within Pickeringʼs downtown core and
across the city, which can help to improve transportation access to culture.
Other documents (City of Pickering Recreation & Parks Ten Year Plan, Housing Strategy and
Action Plan, Pickering Economic Development Strategy, Durham Region Community Safety and
Well-Being Plan) missed opportunities to identify or connect linkages to cultural
development.
Documents that guide Equity, Diversity, and Inclusion (EDI) were also assessed, including the
Cityʼs Equity, Diversity and Inclusion Strategy, and Accessibility Plans for both the City and the
Pickering Museum Village. While these documents lay important groundwork for initial steps
in the Cityʼs and Museumʼs EDI and accessibility journeys, they did not include linkages to
culture, art or heritage.
Overall, out of 24 documents, 14 clearly or explicitly connected relevant linkages to culture.
An overarching Cultural Strategic Plan, combined with a stronger and more visible presence of
arts, culture, museums, and public art, can help embed culture more fully into everyday life in
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Pickering; strengthening community identity, increasing participation, and reinforcing the
role of culture as a core part of the cityʼs growth and development.
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6.0 Public Engagement Summary
Comprehensive public engagement took place to support plan development. The
engagement sessions with both senior management and interdepartmental City staff
highlighted Pickeringʼs strong commitment to advancing cultural services, while also
surfacing challenges and opportunities that will shape the next phase of cultural
development.
Agency and opinion leaders view Pickering as being at a pivotal stage in its cultural evolution,
moving from building capacity to defining its identity within Durham Region and the Greater
Toronto Area.
Focus group participants who discussed the Art in Public Spaces Plan and Museum Strategic
Plan emphasized the importance of both, while identifying their priorities for the future. In a
session with Pickering Museum Village staff, they identified a need to balance vision with
concrete action and commit to a clear identity.
The Indigenous Relationship Building Circle participants strongly expressed a desire to see
their culture and values reflected in the resulting Cultural Strategic Plan and associated
initiatives.
The Pickering Anti-Black Racism Task Force identified that equity must be embedded in
cultural budgeting, and clearer procurement pathways are needed so community
organizations and artists can better participate in calls for artists, Requests for Proposals, and
City processes.
Participants across all open houses expressed concerns about transportation access to arts
and culture, making requests for more arts and culture downtown, as well as increased transit
options and free parking. When providing input on the Museum and Cultural Plan, many
participants requested increased opportunities for intergenerational interaction and
programming. High School Students and Youth were especially focused on maintaining and
improving the quality of community gathering spaces. Responses for the community
questionnaire echoed the key takeaways from other engagement sessions, while providing a
snapshot into the experiences of over 600 respondents.
6.1 Senior Management Session – September 22nd, 2025
At the senior management level, the consultant emphasized the need for a culture plan that is
laser-focused given the current and forthcoming sector realities and economic outlook. The
Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 35
senior team agreed that a targeted scope that is actionable, and financially realistic, given the
Cityʼs looming budget pressures and competing capital priorities.
They acknowledged cultureʼs role in enhancing community identity, placemaking, and civic
pride, while also underscoring the need to safeguard existing cultural assets. Leaders noted
progress in areas such as art in public spaces integration, expanded community grants, and
improvements in equity, diversity, and inclusion, but also raised concerns around heritage
preservation, resident awareness of culture, and the tension between hamlets and urban
growth.
Discussions underscored the urgency of rooting new developments in local heritage,
identifying key art in public spaces sites and placemaking opportunities, and sustaining the
Cityʼs progress in museum programming and heritage interpretation.
6.2 Interdepartmental Staff Session – September 22nd, 2025
The staff engagement session echoed these perspectives, with frontline and
interdepartmental staff describing cultural services as highly collaborative and integrated
across City functions. They pointed to key strengths (such as inclusive events, strong
museum engagement, and a growing art in public spaces presence); however, staff also
flagged key gaps:
● Inadequate performing arts and event spaces
● Accessibility challenges
● Strained relationships with Indigenous communities
● Outdated policies, and insufficient resources to meet growing demands
Opportunities identified included:
● Strengthening Indigenous partnerships
● Investing in new facilities and transit access
● Expanding placemaking initiatives, and,
● Bringing museum and cultural programming directly into communities
Staff articulated aspirations for expanded programming, new performance venues, and
stronger visibility of cultural offerings, alongside big ideas, such as artist live/workspaces and
neighbourhood-level activation. These sessions present a clear picture: Pickering has built a
solid foundation of cultural services and assets, supported by strong leadership and staff
collaboration. Simultaneously, there is a shared recognition that the City is at a critical
inflection point – needing to balance financial realities with ambitious goals for growth,
inclusivity, and civic identity. The insights will guide the development of a phased, practical
Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 36
cultural plan that strengthens Pickeringʼs distinctiveness, while addressing gaps in
infrastructure, equity, and policy.
6.3 Pickering Museum Village Staff Session - January 14th, 2026
During a two hour session with eight Pickering Museum Village (PMV) staff members, staff
participated in four facilitated activities to acknowledge that the museum is in a period of
transition and assess how it can move forward. Nine key takeaways centred around balancing
vision with concrete action emerged from the conversations:
1. Define and Commit to a Clear Identity
Pickering Museum Village is at a crossroads and must “pick a lane.” Clarifying who the
museum is, what stories it prioritizes, and who it serves will guide programming,
partnerships, marketing, and investment moving forward.
2. Centre Storytelling as the Core Strength
The museumʼs greatest asset is not just its artefacts, but the stories behind them.
Deep, place-based storytelling—especially local histories that cannot be replicated
elsewhere—should anchor exhibits, interpretation, and outreach.
3. Move from Symbolic to Meaningful Indigenous Engagement
There is both an ethical need and a major opportunity to move beyond land
acknowledgements toward sustained, properly funded relationships with Indigenous
communities—through co-created exhibits, workshops, honoraria, staff learning, and
long-term engagement.
4. Reimagine Community Presence Beyond the Site
While PMV currently undertakes outreach activities, engagement findings indicate that
awareness of the museum remains limited, suggesting that existing efforts are not yet
reaching a broad or representative portion of the community. Expanding and
strengthening off-site presence, through mobile exhibits, partnerships, and
programming embedded in neighbourhoods and community spaces, will be critical to
increasing visibility, improving access, and ensuring the museum is meaningfully
connected to residents across the city.
5. Rebuild and Professionalize the Volunteer Model
The volunteer landscape has changed. PMV needs a more intentional, skill-based
volunteer program (e.g., baking, heritage trades, theatre, interpretation), supported by
Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 37
training, appreciation budgets, and a dedicated volunteer coordinator—while no
longer relying on volunteers for core staffing needs.
6. Strengthen Internal Culture and City Relationships
Internal perceptions matter. Team-building, staff tours, shared learning, and City-wide
participation (lunch & learns, open houses for Council and senior staff) are critical to
improving understanding of museum work and building institutional trust.
7. Invest in Infrastructure, Staffing, and Best Practices
To function as a contemporary museum, PMV requires greater alignment, clarity, and
consistency across its existing policies, roles, programming, and practices to ensure
they operate as an integrated and professionally grounded system.
8. Expand Access, Belonging, and Use of Space
The museum should be positioned as a community hub—offering low-barrier spaces
for gatherings, intergenerational activities, and programs that reflect Pickeringʼs
demographics, families, and evolving needs.
9. Tell the Story of the Museum Itself – Boldly
PMV needs compelling, coordinated marketing that shares its passion and relevance
with the public—using family-focused media, social platforms, partnerships, and
storytelling that highlights its uniqueness, cultural value, and future vision.
6.4 Agency & Opinion Leader Interviews
Interviews were conducted with six (6) Agency and Opinion leaders selected by City of
Pickering staff to gather their insights into potential funding sources and governance models,
as well as partnership and service delivery models, to help us understand and confirm
broader trends in the cultural sector at large.
6.4.1 Overall High-Level Takeaways
Agency and opinion leaders view Pickering as being at a pivotal stage in its cultural evolution,
moving from building capacity to defining its identity within Durham Region and the Greater
Toronto Area. The interviews revealed strong optimism about Pickeringʼs cultural potential
and underscored the need for more coordinated governance, sustainable funding, and
authentic community engagement.
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● Pickeringʼs rapid demographic growth, diversity, and strong civic leadership are key
cultural assets.
● The Dorsay Community & Heritage Centre was identified as a transformative
opportunity to link heritage, community, and contemporary culture.
● Success will rely on sustainable operational models, cross-departmental
collaboration, and the integration of culture with tourism and economic development.
6.4.2 Key Themes and Insights
1. Culture as a Public Good and Driver of Livability
● Culture must be positioned as essential infrastructure, not a “nice-to-have”
● Cultural development contributes directly to belonging, identity, and community pride
● Plans must ensure that all residents can see themselves represented through
accessible, everyday cultural experiences
2. Collaboration, Governance, and Regional Partnerships
● A coordinated approach is needed across City divisions (e.g., Culture, Tourism,
Economic Development, Recreation, and Communications) to align programming,
marketing, partnerships, and use of public spaces, ensuring that the Museum is
positioned and delivered as part of a broader, city-wide cultural system rather than as
a standalone site.
● Regional collaboration across Durham municipalities is essential to align tourism
promotion, cultural experiences, and audience development, increasing visibility and
strengthening Pickeringʼs role within the regional cultural and visitor economy.
● Partnerships with business, education, and tourism sectors can expand program
delivery, audience reach, and revenue opportunities, supporting a more sustainable
and integrated model of cultural service delivery.
3. Inclusion and Authentic Engagement
● Interviewees emphasized deep, relationship-based engagement with communities
over one-off consultations
● Co-created programming and exhibitions that transfer authorship to communities
build stronger connections and relevance
● Focus areas include Indigenous partnership-building, youth engagement, and
ensuring representation of newcomer and equity-deserving communities
4. Financial Sustainability and Innovation
● Rising costs and reduced funding require diversified revenue sources, sponsorships,
and entrepreneurial models
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● Linking culture to economic tools such as the Municipal Accommodation Tax (MAT)
and cultural tourism strategies was recommended
● Interviewees cautioned against overly aspirational plans, advocating for phased,
achievable actions with clear return-on-investment measures
5. Museums and Art in Public Spaces as Anchors for Inclusion
● The Pickering Museum Village and Dorsay Community & Heritage Centre can redefine
how heritage and contemporary culture intersect
● Museums are evolving from preservation toward trauma-informed, identity-affirming
storytelling
● Opportunity for art in public spaces to extend beyond civic nodes to new
neighbourhoods and use interactive and digital tools to enhance accessibility and
engagement
6.4.3 Looking Ahead
Interviewees agreed that Pickeringʼs cultural success will hinge on:
● A clear, realistic plan with measurable outcomes
● Stronger integration of culture with land-use and infrastructure planning.
● Shared leadership between the City, community, and private sector
● Embedding culture into everyday life. This means integrating arts, heritage, and
cultural experiences into regular community settings, such as parks, libraries,
neighbourhood spaces, and public programs, so that residents encounter and
participate in culture as part of their daily lives.
6.5 Art in Public Spaces Focus Group – November 14, 2025
The participants in this focus group emphasized that art in public spaces, including both
temporary and permanent installations, plays an important role in their community, and
highlighted several priorities to be considered for the future art in public spaces plan. The
group contended that art in public spaces in Pickering should:
● Activate the public realm, and create a feeling of welcome and inclusion
● Build knowledge of the history, culture and identity of the place
● Share the benefits of cultural development and present Pickering as a leader in arts
and culture
● Act as practical and legible wayfinding tools
● Establish neighbourhood/hamlet-based brand-identities
● Promote social inclusion and community gathering for those who live, work and visit
Pickering
Key themes that emerged from the conversation around prioritization included:
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● Public celebrations
● Representation from the community
● Accessibility
● Arts and Culture Leadership
● Cultural Resources and Investments
● Community identity
6.6 Museum and Heritage Focus Group – November 14, 2025
The participants in this focus group had strong opinions on the role of the museum in their
community. The group contended that the museum should:
● Be a community hub
● Build partnerships and relationships between diverse communities and organizations.
● Present diverse perspectives, reflecting many cultures back out to
attendees/participants
● Take a place-based approach and present a uniquely “Pickering” identity, including
Indigenous storytelling
● Focus on community outreach and gathering feedback to develop highly-relevant
programming
Key themes that emerged from the conversation around prioritization included:
● Programming relevance
● Programming variety
● Accessibility and transportation
● Outreach and partnerships
● Community gathering and other space needs
● Diversity, equity and inclusion within governance, operations and programming
● Digital and communications strategies
6.7 Indigenous Relationship Building Circle Meeting – November 25, 2025
The Indigenous Relationship Building Circle (IRBC) met to discuss the impact of a new Cultural
Strategic Plan on their community, and how they would like their culture and values reflected
in the plan.
Highlights from the conversation included:
● More opportunities to showcase Indigenous arts, performance and heritage, including
a space for Powwows
● Improved communication tactics from the City to inform Indigenous participants on
cultural goings-on
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● More inclusive engagement methods are needed in order to include Indigenous
participants in cultural offerings
● Improved municipal systems and policies (ie, event planning, finance and insurance)
are needed in order to gain trust with local Indigenous groups, especially artists
● Support employment and funding opportunities for Indigenous youth to work in
cultural sector
6.8 Pickering Anti-Black Racism Taskforce Meeting - January 8, 2026
The Pickering Anti-Black Racism Taskforce (PABRT) is a committee of Council appointees who
work in partnership with the Pickering community, Durham-based organizations, businesses,
and the City of Pickering.
Highlights from the conversation about the plan development included:
● Equity must be embedded in cultural budgeting, with funding and grants designed to
be accessible to smaller and grassroots community groups
● Clearer procurement pathways are needed so community organizations and artists
can better understand and participate in calls for artists, RFPs, and City processes
● City staff capacity and liaison support are critical to successfully connect community
groups with resources, policies, and procedures
● Museums and cultural institutions should strengthen their community presence,
engage contemporary audiences, and participate more visibly in community events
● Local cultural heroes and underrepresented voices should be celebrated through
public art, storytelling, and visible interventions across public spaces
● Art in Public Spaces should be used as a tool for dialogue, community engagement,
and reflection of Pickeringʼs diverse cultural identity
● Consistent and accessible communication is essential, so residents are aware of
cultural initiatives, events, and opportunities to participate
● Evaluation and feedback loops with the community must be ongoing, with KPIs and
metrics embedded into both projects and City cultural processes
● Cultural development should focus on sustainability, moving from initiation to
refinement, stabilization, and long-term maintenance of initiatives
6.9 Open Houses
Community members met during four, two hour open houses held at community centres on
November 12th and 13th, 2025. The target audiences included northern neighbourhoods and
hamlets, Whitevale Arts and Culture Centre Board/Members, Arts and Museum interest
holders, and Pickering residents. Attendees were encouraged to contribute to Sounding
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Boards (physical boards they could write their input on) and complete the community
questionnaire. Attendees provided input that relates to key themes identified below.
6.9.1 Cultural Strategic Plan
Participants expressed a strong desire for increased arts and culture programming options.
Some participants stressed the need for increased awareness of culture in the community, for
example through more emails and newsletters. Several participants expressed a need for the
Cultural Plan to encourage diversity that is representative of Pickeringʼs population through
events that encourage interculturalism. Affordability and availability of arts and culture were
also mentioned repeatedly, particularly in terms of affordable or free spaces to enjoy culture.
6.9.2 Art in Public Spaces Plan
Participants identified that art in public spaces is an important opportunity for placemaking
and activating the public realm. Several proposed incorporating public art with recreation
opportunities, such as outdoor space and community centres. Some expressed a desire for
more art in public spaces. Two participants identified an opportunity to incorporate
Indigenous names or land acknowledgement in art in public spaces or street naming
processes. Participants also expressed a strong affinity for the local Waterfront, a potential
location for future art in public space initiatives.
6.9.3 Museum Strategic Plan
Similar to the Cultural Plan input, participants expressed a strong desire for increased
programming options. Participants had strong and varied recommendations related to
museum programming – for example, they expressed an interest in ʻheritage artsʼ
programming while others proposed combining education with entertainment. A small
number of comments proposed making the programming more dynamic, for example
through interactive and immersive techniques, a higher rotation of exhibits, as well as events.
6.10 High Schools and Youth Engagement
High school students from St. Maryʼs Catholic Secondary School and Dunbarton High School
were engaged at their schools on Nov. 20, 21 and 28, 2025. These students were consulted for
their perspectives related to improving cultural programs and services in the city, as well as
their opinion on what themes and or types of art in public spaces should be featured in
Pickering.
When asked to help develop a vision for a future cultural plan, the youths were
overwhelmingly focused on maintaining and improving the quality of the community
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gathering spaces, such as the local mall, that encouraged their ability to gather with their
friends. Other input from the groups included an interest in developing an activated public
realm and overall community vibrancy, access to nature and outdoor arts opportunities (such
as festivals and other public celebrations), and more cultural and entertainment facilities that
welcome younger audiences.
The students were also asked to vote on what they
believed to be the most important aspect of
community culture (see the graph provided).
“Natural Heritage” was the most popular with the
students, and “Games”, “Design”, “Cultural
Events” and “Hobbies”, were also highly regarded.
“Built Heritage” had the least votes from the
students.
Students from the Specialist High Skills Major
(SHSM) program – a specialized Ontario high
school program for Grades 11 and 12 that lets
students focus on a specific career sector (like Arts, Health & Wellness, Non-Profit, or
Construction) while earning their Ontario Secondary School Diploma – were engaged as
“Youth Consultants” to discuss the challenges experienced at the Pickering Museum Village.
The students were specifically consulted on their inputs on how to create better awareness of
the Pickering Museum Village, and how to make it a more attractive tourist destination.
The student solutions included:
● Social media and website strategies
● Billboards and outdoor signs for wayfinding and attraction
● Strategic partnerships with schools, community groups and influencers
● Free/affordable experiential opportunities and events
● Job and volunteer opportunities for youth
6.11 Community Questionnaire
A Community Questionnaire was available on LetsTalkPickering.ca from October 31st, 2025
until December 20, 2025. The survey received 635 responses, with the majority (n=461) from
Prepared for the City of Pickering by Patricia Huntsman Culture + Communication 44
youth aged 13 - 17. The next most popular age demographic were older adults, aged 65+
(n=52). This points to the community questionnaire data including a significant youth bias.
The majority of respondents (n=583) indicated they lived in Pickering, with other respondents
working or visiting often. Responses to multiple choice and likert scale questions were
quantified in graph form and are included in Appendix C - Community Questionnaire Data
(Graphs). Some questions allowed for long text responses - due to the volume of data, those
have not been included in this report but some direct quotes have been pulled and included
in the subsequent sections.
A minority of responses expressed concerns about property tax rates and public expenditures
on arts, culture, and heritage. This suggests that municipal spending on arts, culture, and
heritage should be consistent and transparent, communications about cultural investment
must be clear, and that innovative funding approaches (e.g. partnerships with the private
sector) should be explored where possible.
6.11.1 Cultural Strategic Plan Insights
● When asked about their vision for arts, culture, and heritage in Pickering,
respondents were interested in increased prominence and diversity in
programming, while preserving heriThis framework may be enhanced to honour
what we learn and will keep the City accountable to our commitments. tage and
ensuring that cultural initiatives were reflective of the community. One
respondent offered the following vision, “a city where arts, culture, and heritage reflect
the full diversity of Pickering - accessible, inclusive, and alive in every neighbourhood.”
● Respondents were active participants in arts, culture, and museum/heritage
offerings within the last three years. Special events, festivals and cultural
ceremonies were the most common response (n=380), followed by natural heritage
sites (n=304). Respondents who chose the ʻotherʼ option shared that they participated
in informal events, workshops, hobbies, sports, or events in Toronto.
● Respondents enjoy several aspects of culture in Pickering, including the
opportunity to connect with neighbours and family through programming,
existing public art, greenspace, programming, and intercultural opportunities.
● Respondents were interested in increased activities/experiences of interest to
them (n=450), when asked about what factors would encourage them to participate
more. More free time, increased options nearby, and more cultural spaces/facilities
were also popular factors.
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● Peer to peer channels (such as social media), as well as community posters/word
of mouth, were the most common methods respondents used to learn about arts,
culture, and heritage. Local news/media, city communications, and library event
listings and posters were also commonly used.
● There is an appetite for outdoor gathering spaces and large, dedicated cultural
spaces or facilities among survey respondents. Some respondents also indicated
that they leave Pickering to participate in intercultural events, as well as events such
as live music, theatre, and opera.
● There is a need to increase access and awareness of arts, culture, and heritage
experience across neighbourhoods and hamlets. While 221 respondents indicated
that they do have access to arts, culture, and heritage in their local neighbourhood or
hamlet, the large number of respondents who indicated ʻI donʼt knowʼ (n=241) or ʻnoʼ
(n=173) points to this need.
● Respondents expressed mixed opinions on whether they felt that current arts,
culture, and heritage offerings reflect Pickeringʼs changing and diverse
population. Many respondents indicated that arts, culture, and heritage offerings are
becoming more diverse.
● Local access to arts, culture, and heritage in respondentsʼ neighborhood/hamlet
is important. A combined 296 respondents indicated that access to arts, culture, and
heritage in their neighbourhood or hamlet was ʻvery importantʼ or ʻimportant,ʼ with an
additional 225 respondents indicating it was somewhat important.
● When asked if they had any other final comments or recommendations to share,
respondents provided the following feedback:
○ “Prioritize finding and supporting local artists—give them real opportunities to
showcase their talents through events, public spaces, and community programs.”
○ “Please retain the history we have - buildings, heritage crafts and skills, stories,
historic lands, place names, small community identity etc. Once they are gone we
can't get them back.”
○ “Pickering already has a great foundation in arts, culture, and heritage, and I
hope to see continued investment in programs and events that are inclusive,
family-focused, and reflective of the cityʼs growing diversity.”
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6.11.2 Art in Public Spaces Insights
● Respondents were generally not familiar with public art and creative placemaking
initiatives in Pickering. When asked, 155 respondents indicated they were not
familiar at all, while 438 indicated they were not very familiar or somewhat familiar.
● Animate and beautify public spaces, support local artists and creators, and reflect
and learn about local stories and culture, were the top three roles that public art
and creative placemaking could play in the community, as identified by
respondents.
● Art and creative placemaking initiatives in Pickeringʼs public spaces should
identify the diversity of the community - 494 respondents identified this was either
very important or somewhat important.
● Respondents indicated that inclusive art and creative placemaking practices
could help increase participation of Indigenous and historically marginalized
communities. One respondent stated “Have a space for this like Nuit Blanche style,
amplify art during important days events, make opportunities to submit art work and
promote these properly. Work with communities already doing this work in a meaningful
way that isnʼt centered on exploiting work, but sharing and amplifying voices. Also pay
your artists!! No free labour!”
● Opportunity to learn more about Indigenous cultures through Pickeringʼs public
art. Most respondents indicated that they did not learn more (n=213) or somewhat
learned more (n=198) about local Indigenous culture through public art.
● Better promotion of public art and placemaking initiatives (n=258), initiatives
across neighbourhoods and hamlets (n=233), and accessible surroundings (n=193)
were identified as the top three ways that public art and creative placemaking
initiatives could become more meaningful, welcoming, and accessible.
6.11.3 Museum Strategic Plan Insights
● Among the respondents who attended Pickering Museum Village exhibits,
programs and/or events in the last three years, seasonal or holiday events, the
escape room, and Pickering Museum Village tours were the most popularly
attended programs. Note that 301 respondents indicated that they hadnʼt attended
an exhibit/event at Pickering Museum Village or were unsure if they had.
● Increased options for exhibits, programs, and events, better
awareness/promotion, and more personal free time were the top three factors
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that would encourage respondents to attend or participate in more Pickering
Museum Village exhibits/events.
● Respondents indicated that they believed that the Pickering Museum Village was
multifaceted. The top four responses indicated that the Pickering Museum Village
should preserve and share local history and heritage (n=328), attract visitors and
support the local economy (n=250), serve as a gathering space/community hub
(n=238), and provide educational experiences for all ages (n=236).
● The majority of respondents (n=455) indicated that it was either very important
or somewhat important that Pickering Museum Village reflects its changing and
diverse population.
● Respondents indicated that quality of visitor experience and opportunity for
immersive and innovative learning opportunities make for memorable heritage site
and museum visits. One person wrote that they valued “the ability to learn in an
unconventional way - whether that be through inspiring and thought-provoking guides
who bring the lessons to life, interactive exhibits, and more. A welcoming atmosphere
that fosters community and acceptance.”
6.12 Overall Key Themes
The themes summarized below reflect areas of strongest convergence across engagement
activities; they do not imply equal priority or immediate implementation.
6.12.1 Overarching Themes and Cultural Strategic Plan
Engagement participants consistently identified Pickering as being at a pivotal stage in its
cultural evolution, shifting from a period of capacity building toward one of identity
definition. Participants, particularly staff, expressed a clear desire for a Cultural Strategic Plan
that is phased, practical, and grounded in realistic assessments of organizational capacity and
long-term sustainability, rather than short-term ambition.
Participants emphasized the role of arts, culture, and heritage in placemaking and identity
formation as Pickering intensifies and transitions beyond a bedroom community. There was
strong demand for additional cultural venues, facilities, and gathering spaces, particularly
within the downtown and other growth areas. Participants also identified barriers to
participation, including transportation, geographic distribution of facilities, and awareness of
cultural offerings.
Across engagement activities, participants expressed interest in cultural approaches that
enhance inclusion and belonging, including low-cost and low-barrier opportunities, diverse
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representation, and more participatory, community-engaged models of cultural
development.
While engagement demonstrated broad enthusiasm for expanded cultural infrastructure,
programming, and access, participants also consistently emphasized the importance of
sequencing, realism, and long-term sustainability. The desire for additional facilities and
initiatives must therefore be understood alongside capacity constraints, operating impacts,
and the need to prioritize strategic locations and phased delivery. These findings underscore
the importance of establishing a clear strategic framework to guide decision-making, rather
than responding to individual requests in isolation.
6.12.2 Art In Public Spaces Plan
Engagement participants identified art in public spaces as an important tool for placemaking,
neighbourhood activation, and strengthening everyday encounters with culture. Participants
emphasized that public art should meaningfully reflect Pickeringʼs distinct histories, cultures,
and communities, including through the inclusion of local artists and locally relevant
narratives.
Participants also highlighted opportunities for art in public spaces to support wayfinding,
reinforce neighbourhood identity, and be integrated into parks, streetscapes, transit
corridors, and civic infrastructure. In addition to permanent installations, there was interest in
temporary and rotating works that allow for experimentation, broader artist participation,
and responsiveness to changing community contexts.
Engagement feedback suggests that art in public spaces is most valued when it is contextually
grounded, locally relevant, and integrated into everyday environments rather than treated as
standalone or purely symbolic interventions. While participants expressed interest in both
permanent and temporary works, these preferences highlight the need for a clear curatorial
and governance framework to balance experimentation, maintenance, and long-term
stewardship.
6.12.3 Museum Strategic Plan
Engagement participants expressed strong interest in a museum that functions as both a
community gathering space and a credible heritage institution. Participants emphasized the
importance of authentic, place-based storytelling grounded in Pickeringʼs social and working
histories, with artifacts playing an active role in interpretation rather than serving solely as
static displays.
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There was clear support for participatory and skills-based programming, including hands-on
experiences and immersive techniques, provided these approaches remain anchored in real
objects, lived histories, and community knowledge. Participants also highlighted the
museumʼs potential to build relationships across diverse communities, expand outreach
beyond the museum site, and improve accessibility through relevant programming,
transportation awareness, and stronger communication.
Engagement findings indicate strong support for a museum that balances participatory,
experiential programming with its responsibilities as a steward of collections and historical
knowledge. Participants expressed interest in expanded outreach and accessibility, but also
emphasized the importance of maintaining credibility, authenticity, and object-based
interpretation. These insights point to the need for clarity around the museumʼs primary role,
audience focus, and delivery model, particularly as expectations for community engagement
continue to grow.
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7.0 Key Strategic Themes
The following strategic themes synthesize findings from the local context analysis, sector
trends, comparative review, as well as extensive public and interest-holder engagement.
Together, they articulate the core issues and opportunities that should guide the
development of the Cultural Strategic Plan, and its companion Museum Strategic Plan and Art
in Public Spaces Plan. These themes are not actions; rather, they establish the strategic frame
within which priorities, phasing, and investments will be determined. The themes are
intended to support prioritization and sequencing decisions, recognizing that not all
objectives can be advanced simultaneously and that trade-offs will be required.
7.1 Theme 1: Culture as Essential Civic Infrastructure
Positioning culture as essential civic infrastructure requires integration with land-use,
transportation, and capital planning processes that are already under pressure from housing
delivery, transportation expansion, and asset state-of-good-repair demands. Treating culture
as infrastructure introduces necessary trade-offs, particularly where space, timing, or funding
constraints limit the Cityʼs ability to advance all objectives simultaneously.
If culture is treated as essential civic infrastructure, it must be considered early in growth-area
planning and major civic projects, not retrofitted after core decisions are made. This means
cultural considerations influence where and how public space, community facilities, and
mixed-use developments are planned, even when dedicated cultural facilities are not
immediately delivered.
Strategic Implication: This theme does not imply that culture requires stand-alone facilities
in every neighbourhood, nor that cultural investment should displace higher-priority
infrastructure needs. Rather, it emphasizes intentional integration, shared use, and scalable
cultural presence within existing and planned civic assets.
7.2 Theme 2: Identity Formation in a Rapidly Changing City
Pickering is at an inflection point, moving from capacity-building toward identity definition.
Rapid population growth, demographic diversification, and the emergence of new cultural
infrastructure are reshaping how residents experience and understand the city. Engagement
revealed both pride in diversity and concern about the loss of distinct local character,
particularly within historic hamlets and heritage landscapes.
Identity formation in a rapidly growing and diversifying city requires balancing continuity with
change. Efforts to articulate a shared civic identity must navigate competing pressures:
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protecting heritage landscapes and hamlets, while accommodating intensification; honouring
long-standing histories while ensuring new residents see themselves reflected; and fostering
cohesion without flattening difference. These tensions cannot be resolved symbolically and
require deliberate prioritization.
If identity formation is a strategic priority, Pickering must be able to articulate a clear,
place-based cultural narrative that is legible across growth areas, historic hamlets, and civic
spaces. This narrative should be evident not only in branding or messaging, but in how public
spaces are designed, how cultural programming is curated, and how local histories are
interpreted and shared.
Strategic Implication: This theme does not imply the creation of a single, static identity or
the expectation of consensus. Nor does it suggest that cultural identity can be resolved
through branding exercises alone. Identity formation is understood here as an ongoing civic
process, shaped through everyday encounters with culture, heritage, and public space, rather
than a fixed outcome to be declared.
7.3 Theme 3: Inclusion, Representation, and Community Voice
Across engagement activities, participants emphasized the importance of cultural
experiences that reflect Pickeringʼs diversity and support authentic representation. This
includes Indigenous relationship-building, newcomer and youth engagement, accessibility,
and culturally responsive programming. Participants expressed a strong interest in co-created
and community-led approaches over one-directional delivery models.
Meaningful inclusion and shared community voice require time, trust, and sustained
relationships, which can conflict with project timelines, capacity constraints, and
standardized municipal processes. Efforts to broaden representation must balance openness
with accountability, ensuring that engagement practices are both inclusive and feasible within
City systems.
If inclusion and community voice are prioritized, Pickeringʼs cultural initiatives must
demonstrate clear pathways for participation and shared authorship, particularly for
Indigenous communities, youth, newcomers, and equity-deserving groups. This includes
transparent processes for how community input shapes decisions, programming, and
interpretation, rather than limiting engagement to consultation alone.
Strategic Implication: This theme does not imply that all cultural initiatives will be
community-led, nor that the City can cede decision-making authority in all contexts. It does
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not guarantee equal representation across every project. Instead, it commits the City to
intentional, relationship-based engagement where community voice has defined and visible
influence, aligned with municipal responsibility and capacity.
7.4 Theme 4: Capacity, Sustainability, and Realism
While ambition for culture in Pickering is high, engagement with staff, senior management,
and sector leaders emphasized the need for a phased, financially realistic approach. Aging
infrastructure, limited indoor cultural space, staff capacity, and constrained operating
resources present ongoing challenges. There is also recognition that overreliance on City
delivery creates long-term sustainability risks.
Advancing cultural ambitions in Pickering must be balanced against finite staff capacity,
competing service demands, and long-term financial sustainability. Cultural initiatives that
rely on short-term funding or informal labour can create future liabilities if they evolve into
ongoing expectations without corresponding resourcing.
If capacity and sustainability are treated as core principles, cultural initiatives must be
designed with clear lifecycle thinking, including defined roles, realistic staffing assumptions,
and consideration of long-term operating impacts. This requires prioritization, phased
implementation, and clarity about which initiatives are pilots, which are time-limited, and
which warrant sustained investment.
Strategic Implication: This theme does not suggest limiting cultural ambition to what can be
delivered immediately, nor does it preclude experimentation or partnerships. Rather, it
emphasizes responsible scaling, where new initiatives are tested, evaluated, and adjusted
before becoming permanent commitments.
7.5 Theme 5: Distributed Access and Everyday Culture
Transportation barriers, car dependency, and the geographic concentration of cultural
facilities in South Pickering limit access for many residents. Engagement highlighted demand
for cultural experiences that are embedded in neighbourhoods, public spaces, and growth
areas, and that occur as part of everyday life rather than only through destination venues.
Expanding access through distributed, neighbourhood-scale cultural experiences improves
geographic equity but increases operational complexity, coordination requirements, and
maintenance demands. Delivering culture across multiple sites must be balanced against
staffing capacity, program quality, and long-term sustainability to avoid fragmented or diluted
impact.
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If distributed access is a priority, Pickering must identify strategic nodes and shared-use
assets where cultural activity can be concentrated and sustained, rather than attempting to
deliver programming evenly across all neighbourhoods. Everyday culture should be visible,
repeatable, and integrated into spaces residents already use, such as libraries, community
centres, parks, and civic corridors.
Strategic Implication: Art in public spaces, neighbourhood-scale programming, and hybrid
use of community facilities are anticipated to be key tools for expanding access and visibility
across the city. This theme does not imply equal cultural programming in every
neighbourhood, nor does it require the City to operate or animate all distributed activities
directly. It does not replace the role of destination cultural venues. Instead, it emphasizes
strategic distribution that enhances access without undermining quality or capacity.
7.6 Theme 6: Culture, Tourism, and the Creative Economy
Pickeringʼs emerging role within regional tourism, film, entertainment, and farming sectors
presents opportunities to link cultural development with economic objectives. Engagement
with agency and opinion leaders identified potential for stronger alignment between culture,
tourism, and economic development, while cautioning against approaches that prioritize
visitor appeal at the expense of local relevance.
Aligning culture with tourism and the creative economy offers opportunities for economic
diversification, talent attraction, and regional visibility, but risks prioritizing short-term visitor
appeal over long-term community value. Cultural strategies that focus primarily on
event-based or external consumption can undermine local participation, creative
sustainability, and year-round cultural vitality.
If culture is to contribute meaningfully to Pickeringʼs tourism and creative economy
objectives, investment and alignment must strengthen local cultural ecosystems first. This
includes supporting local creators, cultural workers, and organizations; enabling year-round
cultural activity; and positioning Pickeringʼs stories, landscapes, and communities as the
foundation for regional and visitor-facing initiatives.
Strategic Implication: Strategic alignment with tourism and the creative economy should
reinforce community benefit, local storytelling, and year-round cultural participation. This
theme does not frame culture as a branding tool or a standalone tourism product. Theme 6
does not prioritize visitor attraction over local relevance, nor does it assume that economic
impact is best achieved through large-scale events alone. Instead, it positions culture as a
durable economic asset that generates value through sustained participation, creative labour,
and place-based storytelling.
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8.0 Next Steps
This report is the major deliverable for Phase 2: Community Consultation and Strategic
Theme Development.
Phase 3: Draft Plans and Validation is already underway, with draft plans on track to be shared
in February 2026. The draft plans will be brought to interest holders and Council in Spring
2026.
Phase 4 will involve final community consultation and finalization of the Plans.
A final, Council-approved Cultural Strategic Plan with its companion Plans can be anticipated
as early as Summer 2026.
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References (Document Links in Order of Appearance)
City of Pickering, 2025, Pickering Profile (2025)
City of Pickering, 2025, Official Plan Review
Invest Pickering, 2025, Pickering Community Profile, 2025-26
IBI Group, 2021, Integrated Transportation Master Plan
Ontario Power Generation, 2025, Southern Ontario – Durham Region
City of Pickering, 2023, Wonderbrands Innovation Business Park to ʻRiseʼ in Pickering
City of Pickering, n.d., Pickering Innovation Corridor
City of Pickering, n.d., Industrial Profile, Advanced Manufacturing
Province of Ontario, 2024a, Ontario Expanding Highway 7 from Pickering to Markham
Province of Ontario, 2025, Ontario Permanently Cutting the Gas Tax and Taking Tolls off
Highway 407 East
City of Pickering, n.d., Draft Zoning By-law Summary Sheet #3: Agricultural and Rural Areas
Statistics Canada, 2021b, Farms Classified by Farm Type, Census of Agriculture
Invest Durham, 2024, Agricultural Profile: Growing Agri-Food Durham
Durham Live, 2026, Durham: DLive!
Porsche, 2026, Porsche Experience Centre Toronto
Ajax Pickering Hospital Foundation, 2024, Jerry Coughlan Health & Wellness Centre
Province of Ontario, 2024b, Ontario Building a More Connected Health Care System for Durham
Region
City of Pickering, 2025a, Filming in Pickering
City of Pickering, 2025b, City of Pickering Partners with William F. White to Operate Largest
Movie Backlot in Canada
Pickering Forward, 2025a, Appendix A: In-Person Public Information Centre
Pickering Forward, 2025b, Official Plan Review: Housing and Affordability Engagement
Summary Report
Pickering Forward, 2025c, Appendix C: Online Survey
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Statistics Canada, 2021b, Focus on Geography Series, 2021 Census of Population, Pickering, City
Durham Region, 2026a, Local Municipalities
Durham Region, 2026b, Official Plan
Durham Region, 2026c, Explore & Engage: Arts and Culture
City of Pickering, n.d., Seaton Community
Infrastructure Ontario, n.d., Seaton Lands
City of Pickering, 2023, Northeast Pickering Secondary Plan
City of Pickering, n.d., City Centre Vision
Metrolinx, 2022, Durham-Scarborough BRT
Durham Post, 2024, Pickering Submits Proposal for VIAʼs High Frequency Rail stop
Pickering Forward, 2025c, Appendix B: Virtual Public Information Centre
City of Pickering, 2019, Kingston Road Corridor and Speciality Retailing Node: Intensification
Plan
City of Pickering, 2026d, Community Grants
City of Pickering, 2026e, Public Art
City of Pickering, 2025c, Sponsorship Opportunities, 2025
City of Pickering, 2025d, City Partners with Ontario Power Generation and Toronto and Region
Conservation Authority
Government of Canada, 2023, Provincial and Territorial Cultural Indicators, 2023
ICOM, 2025, The Future of Museums in Rapidly Changing Communities
Canadian Museums Association, 2022, Moved to Action: Activating UNDRIP in Canadian
Museums
Canadian Heritage, 2024, What we heard: 2022-2023 consultations on the renewal of the
Canadian Museum Policy
ICOM, 2022, ICOM approves a new museum definition
OCAD University, 2018, Inclusive Design Research Centre
8/80 Cities, 2025, Creating Cities for All
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Disability Justice Network of Ontario, n.d., About DJNO: 10 Principles of Disability Justice
Canadian Museum for Human Rights, 2017, Inclusive and Accessible Design Guidelines
Heritage Management Organization, 2025, Embracing Technology in Cultural Heritage:
Overcoming Barriers to Engagement and Accessibility
Canadian Museums Association, 2022, Weathering the Storms
Canadian Museums Association, 2021a, A Declaration on the Climate Crisis
ICOM, 2019, Resolutions Adopted by ICOMʼs 34th General Assembly
Ontario Museums Association, 2014 Ontario Museums 2025
Canadian Museums Association, 2025, Federal Election Questionnaire
Canadian Museums Association, 2021b, Advocacy Initiatives
Canadian Association of Heritage Professionals, n.d., Advocacy: Background
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Appendix A - Municipal Best Practices, Trends &
Benchmarking
Ajax, Whitby, Clarington, Oshawa, Guelph, Newmarket, Oakville
Overall Project Process Map:
City of Pickering – Process Map. The process map is in alignment with the original project
critical path that was prepared by City of Pickering staff: CSP Critical Path.docx.
We will focus the municipal research on the seven (7) specific municipalities identified by City
of Pickering staff: Ajax, Clarington, Oshawa, Whitby, Newmarket, Oakville, Guelph
Approach for Best Practices, Trends & Benchmarking Work
Trends in Community Festivals and Events
● Event Location Creation & Adaptation:
Municipalities are prioritizing the use of diverse spaces for events, including not only
traditional venues but also parks, waterfronts, squares, main streets, and cultural
districts. Clarington, for instance, plans for new event spaces such as waterfront
amphitheatres and enhanced park facilities, while Ajax and Whitby emphasize
placemaking and the use of public squares, like Pat Bayly Square and Pickering Village,
for cultural gatherings and festivals.
● Planning During Intensification & Construction:
All municipalities recognize intensification and construction as a challenge to event
delivery, stressing flexible planning. Ajax highlights the need for transportation
solutions and awareness of facility distribution, while Claringtonʼs master plan
anticipates the use of pop-up and mobile event infrastructure to serve new or
redeveloped neighbourhoods, with strategies to manage access, parking, and
disruption.
● Event Delivery Models:
There is a notable trend of collaboration with grassroots organizations, shifting from
solely municipally run events to partnership and co-delivery models, community
grants, and grassroots-led initiatives. Ajaxʼs plan suggests a capacity-building “digital
toolbox” for community event organizers, while Whitby has launched new
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opportunities like busker entertainment, StoryWalks, and pop-up events as the town
intensifies and diversifies.
● Inclusion & Diversity:
Programs have increasingly focused on representing diverse communities, with
targeted programming for cultural celebrations, Indigenous partnerships, and support
for underrepresented groups (e.g., Black History Month, South Asian Heritage Month,
Pride). Municipalities are also implementing policies and strategies for reconciliation,
inclusion and diversity. For example, Guelph adopted an Indigenous Relations
Framework to guide and monitor progress in five focus areas.
Trends in Integration of Cultural Programs and Services
● Facility & Community Integration:
All municipalities are integrating arts and cultural programming into multi-use spaces
like recreation centers, libraries, community halls, and public parks, not just
stand-alone cultural venues. For example, Claringtonʼs plan proposes expanding
library services within community centers and recreation complexes as well as
enhancing rural access with mobile and pop-up services.
● Partnership Models:
Increasingly, municipalities are building partnerships with school boards, businesses,
and community organizations to expand cultural service delivery beyond municipal
facilities and to make programming more accessible and relevant to the communityʼs
changing demographic makeup.
● Grants & Funding:
Municipalities are supporting cultural programs and services through grant and
funding opportunities, and are reassessing their contributions through benchmarking.
For example, Guelphʼs goal is to be among the top two comparator municipalities in
total per capita spending on culture, and be above median in per capita spending on
culture grants.
● Promotion & Accessibility:
Plans highlight a greater emphasis on communication strategies, cultural mapping,
and wayfinding to boost participation, especially among youth, newcomers, and older
adults.
● Collaboration & Communication:
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Municipalities are increasingly leading as conveners and coordinators, providing
opportunities for cultural workers to connect through working groups and regular
roundtables. For example, Guelph has implemented a Culture Quarterly to serve as
information exchange, networking, and professional development.
Trends in Cultural Facility Development or Repurposing
● Construction of New Facilities:
Municipalities are planning (or studying the feasibility of) new cultural infrastructure,
such as arts centers, performing arts venues, library expansions, and sports/cultural
complexes. Clarington in particular, is prioritizing a new sports complex with event
possibilities and an indoor aquatic/auditorium facility, and exploring a potential new
performing arts venue. Ajax is also planning for new or repurposed arts and culture
hubs to meet community demand. Oakville is updating and improving downtown
cultural and performing arts spaces with its Downtown Cultural Hub initiative.
● Adaptive Reuse:
Significant effort is being put into adapting historic and aging facilities for new cultural
uses, rather than constructing entirely new buildings. Heritage conservation,
accessibility upgrades, and co-location of cultural/creative uses are emphasized as
cost-effective and sustainable strategies. Guelph has invested in restoration and
adaptive reuse of its Civic Museum and recently approved a plan to explore the
adaptive reuse of a heritage building for mixed use, including an arts and cultural
centre. Clarington has partnered with the Jury Lands Foundation to evaluate
opportunities and fundraising potential for its Camp 30 Historic Site. Ajax invested in
the adaptive re-use of the 150-year-old former church to develop St. Francis Centre for
Community, Arts and Culture.
● Pop-Up and Mobile Infrastructure:
To respond to rapid growth, intensification, and changing needs, there is rising use of
interim solutions—mobile stages, outdoor pop-up galleries, and temporary
performance spaces.
● Universal Accessibility & Inclusive Design:
The design of public spaces, including museums, parks, and arts spaces, is moving
beyond mandated guidelines for accessibility and are increasingly considering
multi-faceted approaches to ensure equitable access for all visitors, including those
with disabilities, sensory impairments, and neurodivergent needs. All municipalities
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have adopted multi-year Accessibility Plans, and Whitby and Clarington offer
dedicated Accessibility Improvement Grants.
Trends in Integrating Tourism and Cultural Services
● Strategic Integration:
There is a growing alignment of tourism and culture in municipal strategies. Ajax,
Whitby, and Clarington specifically mention the use of arts, festivals, placemaking, and
heritage assets as drivers of tourism, with actions such as joint branding,
cross-promotion, and development of signature events that appeal to both residents
and visitors.
● Celebrating Distinctiveness:
The focus is on leveraging local history, diversity, culinary arts, and creative sectors
(e.g., live music, film, digital arts) to create unique tourism offerings. Whitbyʼs plan
mentions developing a tourism strategy intertwined with cultural investment, and
Claringtonʼs waterfront strategy incorporates special cultural events and economic
development initiatives tied to place branding.
● Measurement & Impact:
Municipalities are implementing data-driven approaches (e.g., event participation
tracking, economic impact studies) to make the connection between culture/tourism
investment and broader municipal objectives such as economic development,
inclusion, and quality of life.
Link to Municipal Comparison Table
Analysis of types of arts and culture assets and identification of gap in
cultural assets
The service provision ratio of cultural resources in each municipality has been determined
using municipally-owned facilities and resources such as events and public art inventory.
When considering these ratios, it is important to understand that each municipality may
employ multiple approaches to cultural development, including investments in community
organizations to deliver cultural services to residents, and the ratio figure is therefore
intended as one metric of many to inform the municipalityʼs future decision-making and
priorities in relation to cultural resource investments and cultural development, as opposed
to assigning a value to municipalitiesʼ cultural development.
Table: Service provision ratio for volume of arts and culture assets against total populations
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Link to Municipal Cultural Assets Service Provision Table
The number of cultural facilities per one thousand residents in Guelph and Newmarket is
similar at .05 in both municipalities. Newmarket has a population about half the size of that of
Guelph, and has prioritized Town-led cultural facilities and services, winning Municipality of
the Year from Festivals & Events Ontario for two years in a row. While it maintains a public art
collection that is below the median (in number of items in the inventory), its many cultural
facilities include an art gallery, performing arts centre, museum, outdoor event area, and
innovative adaptive reuse of the Old Town Hall as an iconic multi-use community arts and
event facility. Guelph has invested significantly in professional performing arts venues and a
rich museum and heritage presence, capitalizing on its reputation for historic buildings and
heritage districts, however, community arts organizations and local artists struggle to find
suitable creation and exhibition or performance spaces. Furthermore, Guelph has not
prioritized City-led festivals and events, as have many of the comparison municipalities,
although it has invested in its public art collection and has recently begun to prioritize
creative placemaking.
Whitby has invested in cultural assets and ongoing municipal support for non-profit art
gallery and museum organizations, and holds a significantly larger public art collection than
other comparable municipalities (with the exception of Pickeringʼs). It sits at the median in
terms of its festivals and events; the performing arts space, at 160 seats, is small with limited
technical capabilities, and would not be suitable for many productions. While the Whitby
Culture Plan identifies these gaps, the Plan prioritizes alternate or flexible spaces instead of a
dedicated performing arts centre.
Oakville and Oshawa have a full range of municipally-owned cultural facilities available to the
public, although with their higher population relative to other municipalities studied, they sit
at the lower end of the range of cultural assets per thousand residents. Oakville prioritizes
community-led special events and festivals, as outlined in its Special Events Plan, with a
limited number of Town-led annual events, and invests in a corporate art collection and
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annual (temporary) public art installation program (not part of this analysis). Oakville has a
mix of municipal- and partner-operated cultural resources and maintains data on square
metres of cultural facilities per capita, program capacity rates, and citizen satisfaction with
culture programs and services as part of its annual business plan and all indicate that
utilization rates and levels of satisfaction are high. Oshawa leads over 20 special events and
supports over 50 community-led events, and relies on City-funded external agencies to
operate its main cultural facilities.
Ajax and Clarington sit at the low end of the range for the number of cultural facilities and
assets per thousand residents. They are the youngest municipalities reviewed (both
incorporated in the mid-20th century), with populations below the median. Ajax has an
innovative example of adaptive reuse of heritage in its performing arts centre, St Francis
Centre. Clarington recognizes the need for performing arts space, identified as a priority in
Claringtonʼs 2024-27 Strategic Plan and the Parks, Recreation and Culture Master Plan.
Claringtonʼs cultural opportunities are primarily delivered by community organizations and
artists, supported by funding and promotion. The Ajax Cultural Plan 2023-2033 identifies a
need for intentional cultural development at the municipal level and emphasizes creative
placemaking and community partnerships to strengthen its identity and community
cohesion.
A gap among almost all comparable municipalities was the lack of a strong Indigenous
heritage component to existing community identity and storytelling, although Guelph, Ajax
and Whitby have identified this in their cultural plans and in some communications, and are
making progress to strengthen indigenous relations and representation.
Appendix B - Pickering Cultural Scorecard
Pickering_Cultural Scorecard
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Appendix C - Community Questionnaire Data (Graphs)
Which of the following Pickering-based arts, culture, and museum/heritage offerings
have you participated in the last three years? Select all that apply.
What factors would encourage you to participate in more arts, culture, and heritage
experiences in Pickering? Select all that apply.
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Which of the following channels do you use to learn about or share information on arts,
culture, and heritage activities?
What types of spaces do you prefer for arts, culture, and heritage experiences (if any)?
Please select your top 3.
Do you currently have access to arts, culture, and heritage experiences in your
neighbourhood/hamlet?
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How important is it to you to have access to arts, culture, and heritage in your
neighbourhood/hamlet?
Do you feel you have learned more about Indigenous cultures through Pickering’s public
art?
What would make public art and creative placemaking initiatives in Pickering more
meaningful, welcoming, and accessible? Please select your top 3.
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What factors would encourage you to attend or participate in more Pickering Museum
Village exhibits, programs, and events?
What roles do you think Pickering Museum Village should play in your community?
Please select your top 3.
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How important is it that the Pickering Museum Village reflects the changing and diverse
population? (e.g., cultural, racial, gender, ability, age)
What is your relationship to Pickering?
What is your age range?
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