Culture, Economy, Community: A Cultural Plan for Chatham-Kent

Respondent: Anne Gilbert (Councillor, Municipality of Chatham-Kent)

This cultural plan was completed by AuthentiCity in 2007.  The Plan resulted in the establishment of a cross-sectoral leadership group or roundtable called Create CK mandated to implement the Plan and a series of regional Cultural Action Teams (CATS) to take on projects in different parts of the municipality.

1. Most important outcomes of the municipal cultural plan for the Municipality:

• Increased recognition of the knowledge based economy.  Senior management are using the term ‘Quality of Place’ frequently.
• Public opinion is shifting towards acceptance of culture as a significant driver for our downtown. eg.the acknowledgement of the Capitol Theatre as an economic asset.
• ArtSpace, a retail gallery downtown created and supported by the Thames Art Gallery, has been very successful raising the awareness of local artists.  It has been a catalyst for increased investment in the downtown

2. Most important outcomes for the local cultural sector:

• Create CK is working.  We have attracted enthusiastic hard working volunteers from around the whole of the municipality.  The Cultural Action Teams (CATS) are all working on projects.  They have hosted two gatherings to attract artisans for mapping purposes.  They successfully applied for a Trillium Grant to build a website similar to the Guelph model. It is intended to be self populating and user friendly for all cultural groups in the area.
• The CATS and the BIA’s in all areas have established relationships and have hosted successful  monthly summer Friday evening events which incorporate the whole downtown.  It has created a visible reminder of the impact of culture to the community and the merchants are very happy.  Many now remain open for the Friday night art crawl and host local artists.  It has created a buzz and an enthusiasm for the downtown.

3. Most important outcome for the community-at-large:

• Pride in what we have, our cultural assets!  People are far more positive about the potential of CK.  The naysayers are a fading race!

Video: Business Meets Arts and Culture Event in Chatham-Kent,  April 7, 2010

Enabling Culture to Thrive in Oakville: Oakville’s Strategic Directions for Culture

Respondent: Claire Loughheed (Manager of Culture, Town of Oakville)

Enabling Culture to Thrive in Oakville: Oakville’s Strategic Directions for Culture was adopted by Council in June 2009.

1. Most important outcome of the municipal cultural plan for the municipality:

• The fact that the plan got the conversation started and delineated what the Town will handle, opening up opportunities for the Roundtable and other groups to respond to filling the gaps that remain.

2. Most important outcomes for the local cultural sector:

• The most important outcome for the local cultural sector was that it got the conversation started and partnerships forming as a result of those conversations.

3. Most important outcomes for the community-at-large:

• Cultural vitality and culture’s role in the town’s sustainability has become an issue for not  just the cultural groups, but for the community at large.

Creative Connections: Building Cultural Partnerships in Oxford County

Cathy Bingham, Tourism Oxford County

Creative Connections was a municipal cultural planning process completed in Oxford County in May 2007. The project was jointly led by Tourism Oxford, the Oxford Community Foundation, and the Oxford Small Business Support Centre. Creative Connections had three components:  cultural mapping, networking and partnerships, and new shared governance.

1. Most positive outcomes of the municipal cultural planning process for the County

• Following the Plan, County Council authorized $25,000 per year for 3 years in support of an independent organization Oxford Creative Connections Inc. (OCCI) to coordinate and promote Oxford’s cultural assets.  2010 is the final year of that funding, and it is our intent to request that this annual grant be doubled for the next 3 years.
• The Deputy Warden for Oxford County Council regularly attends OCCI meetings and functions.

2. Most important outcome for the local cultural sector:

• Work has commenced on the organizational priorities which were identified in the Oxford Cultural Plan.

3.  Most important outcomes for the community-at-large:

• As the nominating committee chair,  we have been able to recruit key community leaders to the Oxford Creative Connections ‘roundtable’. Their attendance at monthly meetings is almost 100%, which is a good sign of commitment.
• We are fortunate to have two high-profile community leaders as Chair and Vice-Chair of the OCCI Roundtable.  This will be key as we move forward with OCCI development.
• Recent additions to the board: the recently-retired City Solicitor for Woodstock (involved in the legal negotiations with the new Toyota plant); retired investment broker, RBC Dominion Securities – and world traveler and supporter of the arts;  the new Chair of Oxford Fanshawe College Campuses with major budgeting expertise and is spearheading a major capital project to enlarge the Woodstock campus;  a practicing Partner from BDO Dunwoody (our Treasurer); and the General Manager of the Woodstock Hospital Foundation (who has substantial international marketing and fundraising expertise).
• Woodstock’s new $700 million hospital is scheduled to open in 2011.