Appendix A to Report CS10057 Page 1 of 175

our community culture project phase 1 report - baseline cultural mapping realizing Hamilton’s potential as a creative city may 1, 2010 Appendix A to Report CS10057 Page 1 of 175

our community culture project phase 1 report - baseline cultural mapping realizing Hamilton’s potential as a creative city may 1, 2010

The photograph on the cover of this report is of the underside of the Birks Clock. The Birks Clock is part of the City of Hamilton’s Art in Public Places Collection. First located on the corner of what became the Birks Building at James South and King East, the clock was moved to the entrance of Jackson Square. The fully restored clock will hang in the Hamilton Farmers’ Market on York Blvd.

Report produced by AuthentiCity for the Culture Division, Community Services Department, City of Hamilton. table of contents

Photograph by Jeff Tessier Dining Room at Whitehern Historic House & Garden - Hamilton Civic Museums table of contents 5 table of contents Letter of Introduction 7

Executive Summary 10

1 Cultural Planning Definitions 20

2 Cultural Mapping Findings 26 What is Cultural Mapping? 28 OCC Phase 1 - Mapping Goals and Process 30 OCC Phase 1 - Mapping Results 32 An Ongoing Cultural Mapping System for Hamilton 36 Next Steps in Cultural Mapping 38

3 Understanding the Planning Context 40 The Creative Economy 42 Culture and Planning for Sustainability 46 Culture and Place Competitiveness 46

4 Integrating Culture in City Planning 48 Statistical Snapshot of Hamilton 50 Strategic Themes for Phase 2 56

5 OCC Phase 2 - A Cultural Policy and Plan for Hamilton 67 Draft Principles 69 OCC Phase 2 - Leadership and Resourcing 70 A Planning Process and Engagement Strategy 71 Community Identity Mapping and Community Engagement 72 table of contents 6

Appendix A: Terms of Reference: Project Steering Team 81

Appendix B: Terms of Reference: Cultural Mapping Working Group 86

Appendix C: Statistical Research Report 88

Appendix D: Cultural Mapping Report 96

Appendix E: Cultural Resource Framework 99

Appendix F: Baseline Cultural Mapping Data by City of Hamilton Wards 107

Appendix G: Cultural Maps 114

Appendix H: Planning Documents Resource List 122

Appendix I: Overview of Hamilton Plans and Strategies 126

Appendix J: Planning Context Research 134

Appendix K: A Story of Us / A Story of Place – Full Research Report 154

Appendix L: Glossary of Municipal Cultural Planning Terms 172 letter of introduction

Photograph by Ann Manson James Street North and Hamilton Harbour letter of introduction 9

Background Strategic Themes - The content of the OCC Phase 1 Completion of Phase 1 of the Our Community Culture Report was developed from City planning documents (OCC) Project represents the City of Hamilton’s and data identified by the Project Steering Team, commitment to develop a Cultural Policy and Plan for analyzed by the Consultants and combined with the Corporation and reflects leading practice in relevant statistical and historical research. The review of municipal cultural planning. With Council planning documents and data analysis identified endorsement, the Culture Division, Community opportunities to integrate culture into all facets of Services Department, has taken the lead role in municipal planning and decision making and has been undertaking Phase 1 of the OCC Project on behalf of grouped into three Strategic Themes: Creative the Corporation. The OCC Project evolved over a Hamilton, Culture and Planning for Sustainability, and period of 18 months led by a Project Steering Team Creative Cultural Sector Development. comprised of City staff and community representatives. Recommendations for Phase 2 - The OCC Phase 1 The Project Steering Team worked with Dr. Greg Report includes recommendations on how to proceed Baeker and Kat Runnalls of the consulting firm with the development of the City’s Cultural Policy and AuthentiCity who together bring more than sixty years Plan (Phase 2). of experience in culture sector planning and What’s Next? Anna M. Bradford development. The City of Hamilton is undertaking one of the most Director of Culture Report Content comprehensive approaches to the development of a The OCC Report was prepared by the consultants and Cultural Policy and Plan and has the potential to it details the following outcomes from the work of establish a new benchmark for municipal cultural Phase 1: planning in Canada. The baseline cultural resource Cultural Mapping - Phase 1 involved the development mapping results, Strategic Themes and planning of a baseline inventory (rooted in emerging provincial opportunities will form the basis of a community and standards) of Hamilton’s cultural assets using a process stakeholder engagement process to develop the called cultural mapping. The cultural mapping work Cultural Policy and Plan in Phase 2. Council’s produced a systematic database and spatial mapping of endorsement of the OCC Phase 1 Report positions cultural resources in Hamilton using the City’s GIS the City to undertake Phase 2. system, and also provides a tool for continuously The Project Steering Team should be commended and updating and expanding this data. Cultural mapping is a thanked for their tireless dedication and remarkable current priority of the Government of Ontario and contribution to the completion of this project. Hamilton is one of the first municipalities in the province to complete a comprehensive cultural mapping process. The OCC Phase 1 Report makes Anna M. Bradford, Director of Culture recommendations on how the City can implement Sponsor of the OCC cultural mapping as part of ongoing planning and LOVE YOUR CITY economic development efforts.

executive summary

Photograph by Graham Crawford Things Worth Remembering by Karl & Lauretta Rix - City of Hamilton Art in Public Places Collection executive summary 12 Situation Hamilton (has As the City of Hamilton This assessment of cultural assets is a continuous transformed itself) from continues to grow, our process, as the assets continue to change and our cultural assets grow with identity evolves. It is also important for Hamilton to the steely exterior of the it, serving our citizens, ensure a linkage between its cultural assets and other Hamilton Census and attracting visitors City Divisions and Departments. A healthy cultural and potential investors. It community is an important consideration, for example,

MIL BUR OU GH TO WN Metropolitan LI Area to a is importantThe City of to Hamilton for organizations and businesses as they assess the

Our Community Culture - Phase 1 MC CR D A D R E S R T E understand our cultural suitability of Hamilton as a new location for their A TI L ON E L S R I D L D E I L Cultural Mapping

R 2 V R 1 C L A EN G complete communityM T L IL D R R N C BU E R E R R D E O O B I UG B H E P S T E O S WN N M S I E T 1 L I A E assets and where they are enterprise. Supporting culture has clear, practical and L 1 4 N Community Servics Department C P N 1 R U N O NC G W R N O O ES O I T O E O O M N I C S G T RR Culture Division 0 DE S S EN 1 S H E P S RIN C E C CE N G R N C N N O D D I TR I W L N E Y O S R E A R T S D T O C S R located or clustered so we’re able to assess what’s tangible benefits. Yet, culture also has the power to N 8 D that supports a wide U C E Legend O P N T O M NC S I E A O E S D 2 C D R S D 1 R E K A G E C R U N E O E N S L N R G O R D I 7 S H HI P O GHWAY S I NO. 6 N R L C unique about ourselves, what’s here, what’s not, capture our imaginations. It feeds both the body and S D O R E R I OB A S C S ON Cultural Resource 6 C C S R N EN D T E O RE R C F C D RErange of social, artsN and ELT ON O D R E D R D C 5 R E R N W separately and collectively, and what could be added, the soul and supports economic and community O GAR O Ward Boundary G D O EN I L R W N S B 0 S 5 CE R 1 7 N E 9 T D N N R I O . E R C I O D E A N S T N D S O I E D N C S C R U N K L E O A M O supported or fostered in support of our quality of life. R development. C A N 6 IN M A culture functions. S O 15 T I N P G N 1 E MI R O LL I ST S S

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R M L N T C ISE E O NE S HALDIBROOK RD B O H R R R . D D IL SAWMI SAWMILL RD 5 R LL RD 6 D W resources such as our values, stories and traditions. policy and plan for the City of Hamilton. By undertaking The City of Hamilton - Produced by GIS Services , Information Services , Printed September 10, 2009 Having a comprehensive Cultural Mapping System of all of cultural planning, Hamilton is engaging in a leading edge Hamilton’s cultural assets (what they are, where they are practice. The work is significant and will help us make Hamilton a vibrant city. executive summary 13 Credentials Economically successful The OCC Project is the most 1. To complete a cultural statistical analysis of and vibrant cities are those comprehensive approach to the Hamilton. development of cultural planning 2. To identify all potentially relevant City policies, that engage the creativity to date in Canada and has the plans and strategies relevant to culture. potential to establish a new of their residents and 3. To review relevant City policies, plans and national benchmark for planning strategies to extract policy themes and maintain an authentic and practice. priorities. environmentally sustainable The OCC Project evolved over a period of 18 months 4. To identify existing and potential opportunities setting. It pays for a led by a Project Steering Team comprised of City staff and to connect culture with the planning context in community representatives. The Project Steering Team Hamilton. municipality to make a worked with Dr. Greg Baeker and Kat Runnalls of the 5. To identify overarching strategic themes to consulting firm AuthentiCity who together bring more inform Phase 2, the Cultural Plan. proactive role in cultural than sixty years of experience in culture sector planning development as a key part and development. Using a strategic framework developed by the federal government, the Project Steering Team mapped six The content of the OCC Phase 1 Report was developed of its core business. accepted cultural categories or clusters in Hamilton: from City planning documents and data identified by the 2 Project Steering Team, analyzed by the Consultants and • Creative Cultural Industries combined with relevant statistical and historical research. Richard Florida, • Community Cultural Organizations Rise of the Creative Class The research and analysis component of Phase 1 was • Spaces and Facilities guided by the following five goals: • Cultural Heritage • Natural Heritage • Festivals and Events Benefits There are many benefits to continuing • Helps to enhance positioning of Hamilton to prospective to develop the cultural policy and plan investors regionally, nationally and internationally. for the City of Hamilton including, but • Provides valuable information to other City Divisions and not limited to: Departments that will assist them in refining their own strategic • Integrating the development of a plans and investments municipal policy and set of principles The cultural mapping work completed in Phase 1 has already to guide priority-setting with the larger provided resource information for City projects such as the vision and strategy that will form the Cultural Plan. Hamilton Creative Catalyst Project and the Human Services • Ability to maximize the City’s strategic investments and/or Planning Initiative. programs. Phase 1 of the OCC has established a solid and integrated • Integrates culture into other initiatives such as youth foundation for citizen engagement towards the development of a development, immigration, human services planning, etc. cultural policy and plan. executive summary 14

WHAT IS CULTURAL Report Overview MAPPING? The following executive 1. To establish baseline information on cultural summary of the content resources in Hamilton and to complete initial Cultural mapping is a tool of the report is divided analysis of these findings; into three key sections: for identifying what is 2. To establish the ongoing mapping system that unique about a community 1. Method – How the will be used to expand mapping over time; and, Cultural Mapping Process and leveraging cultural Was Conducted 3. To recommend next steps and opportunities assets to support 2. Findings – Summary of What We Discovered for further mapping work in Hamilton. 3. Recommendations – Suggested Strategic Next economic prosperity and The second dimension of cultural mapping, community Steps improved quality of life. identity mapping, has also commenced. A Story Us is a historical narrative of Hamilton’s history and geography. 1. Method - How the Cultural Mapping Process A Story of Place is the beginning of a conversation of Was Conducted OCC Phase 1 Report Hamilton’s unique culture and identity. Cultural mapping identifies what is unique about a The Phase 1 Report marks the end of this phase of the community and it has two dimensions: project and establishes the base of research and analysis for the broader community engagement process to be Resource Mapping - identifies the tangible cultural undertaken in Phase 2. resources. The chart on the following page highlights the major Community Identity Mapping - exposes intangible steps, related timelines and key outputs of Phase 1. cultural resources , the history, values, traditions and stories.

The first dimension of cultural mapping, cultural resource mapping as undertaken in Phase 1 of the OCC Project, was guided by the following three goals: executive summary 15 Throughout history, arts and culture have contributed phase 1- defining the context numerous benefits to individuals and communities. A large body A B C D of research documents the social benefits derived from arts and culture. Culture

plays a pervasive, socially Completed Deliverables Cultural Mapping - What Planning Context - What Final Report Are Our Assets? Are Our Opportunities integrating role in fostering Established cross- Summarized Phase 1 departmental and cross- Established Cultural Completed statistical findings sectoral Project Steering Mapping Working Group analysis of Hamilton community identity, Team (PST). Developed draft principles Conducted baseline Identified and analyzed for culture creativity, cohesion, and mapping and analyzed existing City plans and

results strategies Identify recommendations, Phase 2 vitality. considerations and Established ongoing Identified opportunities to resource requirements for cultural mapping system connect culture to the Phase 2 for Hamilton City’s planning context The Conference Board of Canada (2008). Valuing Culture: Measuring and Understanding Canada’s Creative Economy executive summary 16

Cultural heritage and 2. Findings - Summary of What We Discovered The City’s 2008 Strategic Plan envisions the City of contemporary expressions The baseline mapping of cultural resources in Hamilton Hamilton as a complete community: “The best place in identified over 2,000 cultural resources in six industry Canada to raise a child, promote innovation, engage of it have provided a standard categories or clusters. The data is drawn from citizens and provide diverse economic opportunities”. worldwide focus for urban a variety of sources including Statistics Canada, Inform Hamilton, and other local sources. In reviewing the existing City of Hamilton plans and renewal. In the midst of strategies, a range of strategic themes emerged that provide the opportunity economic development we to embed culture in Hamilton’s CATEGORY Total Baseline find inspiration in the Resources in Hamilton planning system. Creative Cultural Industries 870 buildings, artifacts, 1.Creative Hamilton Community Cultural Organizations 180 traditions, values and skills 2.Culture Feeds Sustainability Spaces and Facilities 260 of the past. Culture helps us 3.Cultural Sector Development to adapt to change by Cultural Heritage 824 Natural Heritage 3 28 1.Creative Hamilton anchoring our sense of Festivals and Events 92 Hamilton’s leadership in creative being: it shows that we economy building continues to grow. Total 2,254 Ontario in the Creative Age cites that come from somewhere and “Hamilton has (transformed itself) have a story to tell. from the steely exterior of the The second and highly important facet of cultural Hamilton Census Metropolitan Area to a complete mapping, community identity mapping, has been community that supports a wide range of social, arts recorded in A Story of Us/A Story of Place . The and culture functions”. The Conference Board of Canada narrative is built around a series of themes. The City of Hamilton’s Official Plan, completed in June (2008). Valuing Culture: Measuring and A Story of Us 2009, recognizes the creative cultural sector as one of Understanding Canada’s Creative Theme 1 - Immigration, Diversity and Inclusion the key clusters in the city’s economy. Visionary Economy Theme 2 - Innovation and Creative Economies projects such as the Hamilton Creative Catalyst Project Theme 3 - Citizens, Engagement and Protest are helping regenerate the downtown and redefine Hamilton’s image of itself.4 A Story of Place Theme 1 - Geography and Environment Theme 2 - Urban Development Theme 3 - Built Form executive summary 17

When every place looks the 2. Culture Feeds Sustainability • We understand the creative industries as an The City of Hamilton has a strong commitment to important and rapidly expanding source of same there is no such thing integrated planning to support community sustainability economic growth, employment and wealth as place anymore … and has adopted Vision 2010 to guide community creation. development. Cultural vitality is essential to a healthy Part of municipal cultural sustainable society. The community recognizes Arts and • We see cultural planning as an essential planning is about Heritage as a key theme for Vision 2020. A Cultural dimension of planning for sustainability, Policy and Plan offers the opportunity to renew and alongside social, economic and environmental combating the geography develop new key Vision 2020 goals and indicators. considerations. of nowhere. Hamilton will embrace the growing international • We see our rich heritage, diversity, creativity consensus that culture is the fourth pillar of and culture playing a major role in defining Glen Murray, President and CEO, sustainability. Canada’s Harcourt Commission proposed Hamilton’s identity nationally and globally. Canadian Urban Institute and former that municipalities embrace planning frameworks based • Mayor of Winnipeg on the four pillars of community sustainability: economic We understand culture as a source of prosperity; social equity; environmental sustainability community pride and central to making and; cultural vitality. Hamilton a complete community where people want to live, work, play and invest. 3. Cultural Sector Development • We value artists and creators as essential The City of Hamilton has a proud tradition of sources of new ideas, innovation and supporting local cultural development. The City has technologies important to our future. worked with volunteer committees who provide expertise on Arts and Heritage and has participated in • We believe the diversity of cultures in our provincial initiatives such as Doors Open. community is a source of strength and central to our values of inclusion and equity. Hamilton’s Cultural Policy and Plan will help integrate investment strategies and actions to take a holistic view • We value creativity and culture as central to of culture, strengthen partnerships to advance cultural making the downtown a social, economic, and development and strengthen connectivity amongst the cultural hub of the community. independent stakeholders in the creative sector. • We support a dynamic cultural sector of OCC Draft Principles organizations and enterprises working together The City of Hamilton will need to establish principles toward shared purposes and capacities. related to culture in order to recognize culture’s importance to our future as a community. The following draft principles will be validated in Phase 2 through a Main Street East at James Street South. The Sun Life, Pigott, and Landed Bank buildings. community consultation process. Photograph by Russell Druiven executive summary 18 In the landscape of the 3. Recommendations - Next Steps management and development of the City’s cultural The OCC Report was prepared by the consultants in mapping capacities. 21st century, nothing looms conjunction with the Project Steering Team (PST). Next 5. Establish an Interdepartmental Working Group to larger than culture. It is the steps appear throughout the consultant’s report and identify opportunities for the integration of municipal key next steps are summarized below. cultural planning principles and practices in the new infrastructure, the civic ongoing work of the City. 1. Maintain the Culture Division, Community Services bedrock on which the most 6. Establish an operating budget and two new staff Department, as the lead in positions (one position with skills in developing detailed plans to successful modern database and system administration undertake Phase 2 of the OCC and a second position with skills in metropolises are built. Project, development of the project management, cultural Cultural Policy and Plan. Culture is to the planning, facilitation and community contemporary city what 2. Establish a Project Steering Team development) within the Culture of staff from across City of Division, Community Services roads, sewers and bridges Hamilton departments and Department. Dedicated staff were in the 19th and early representatives from the resources are required to continue community led by the Culture the cultural mapping from Phase 1 20th centuries. Division, Community Services and to successfully implement Phase Department to oversee the 2. planning and implementation of The components and deliverables of Phase 2. Christopher Hume Phase 2 - The Cultural Policy and Urban Affairs Columnist, Toronto Star 3. Plan and implement a Plan are summarized in the following collaborative community and chart. stakeholder engagement process building on the work completed in Phase 1 to complete a Cultural Policy and Plan for Hamilton, Birks Clock at King Street East and James addressing the deliverables Street South. identified for Phase 2 of the OCC Project. 4. Establish a Cultural Resource Mapping Partnership with representatives from relevant City departments and community partners needed to oversee the next phase of cultural mapping and to support ongoing 19

phase 2 - a cultural plan for Hamilton

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Start Up A Vision of Culture City of Hamilton Policies and Create Strategies and Operational Plans Culture Division Cultural Mandate Supporting Principles Actions and Performance Roles Establish Project Engage in community Measures Steering Team (cross- and stakeholder Develop a mandate to Develop a cultural Develop strategies and Identify the Culture departmental and consultation to explore guide the City’s role in policy to guide planning actions to be Develop operational Division’s prioritized cross-sectoral) the cultural mapping cultural development and decision making implemented by the plans and performance core business areas City in collaboration measures to guide the and capacity needs Establish a community findings, strategic themes and with its business and implementation of engagement strategy community partners strategies and actions and stakeholder opportunities identified consultation process in Phase 1 Establish a Cultural Validate the cultural Resource Mapping mapping findings partnership to oversee Develop a vision for ongoing management culture Implementation of cultural mapping cultural planning definitions Battlefield House Museum and Park - Hamilton Civic Museums 1. cultural planning definitions 22

Cultural mapping is the first step in developing a resources by category is set out in the Cultural WHAT IS CULTURAL municipal cultural plan and it has two dimensions: Resource Framework (Appendix E). MAPPING? Establishing a consistent definition of cultural resources 1. Resource Mapping – identifying and recording for purposes of policy and legislation across all physical (or tangible) cultural resources making use Cultural mapping is a tool provincial ministries means municipalities can take a of Geographic Information Systems (GIS) tools more coherent approach to planning. In the next for identifying what is and platforms; and, anticipated review of the Ontario Planning Act in 2011, unique about a the Ontario Ministry of Culture and the Ontario 2. Community Identity Mapping – exploring ‘intangible Ministry of Municipal Affairs and Housing are working community , thereby cultural resources’ – the unique histories, values, together to explore the potential to establish a traditions and stories that combine to define a enabling us to leverage Provincial Policy Statement (PPS) related to municipal community’s identity and sense of place. cultural assets to support cultural planning. Determining a consistent definition of cultural resources is a key component to successfully economic prosperity and Why is Cultural Mapping Important? establishing the PPS. improved quality of life. Cultural mapping has become an accepted industry Phase 1 Mapping Goals standard planning tool for municipalities. The Province OCC Phase 1 Report of Ontario has moved to embrace a Cultural Resource The first dimension of cultural mapping, cultural Framework (CRF) that establishes a consistent set of resource mapping as undertaken in Phase 1 of the CulturalArt Dealers/ Radio andResource Television Framework Suppliers Broadcasting Advertising categories (taxonomy) of cultural resources for the Pottery and Ceramics OCC Project, was guided by the following three goals: Libraries and Archives Community Arts Organizations Bookstores and purpose of municipal cultural planning in Ontario. The Music Stores Historical and Genealogical Societies Graphic Designers Theatre Companies Aboriginal (Cultural) Organizations foundation of the CRF is Statistics Canada’s Canadian Architecture Commercial Galleries Creative Community Multicultural (Cultural) Organizations Publishing Industries Cultural Photography Cultural Framework of Cultural Statistics that represents how 1. To establish baseline information on cultural Film/Video/ Industries Organizations Film / Video / Sound Sound Recording the Federal government has defined the creative Recording Studios resources in Hamilton and to complete an Digital and Aboriginal Events Media Studios Broadcast Studios Craft Festivals cultural sector in Canada. Cultural resources within the Lirbaries and Archives initial analysis of these findings; Film Festivals Architecture Offices Cultural Resource Framework are grouped in the Multicultural Festivals Cultural Performing Arts Festivals Festivals & Design Studios Events Spaces & County Fairs Resources following six categories: Facilities Theatres 2. To establish the ongoing mapping system that Museum Programs Gallery and Studio Tours Performing Arts Facilities will be used to expand mapping over time; and, Public Art Tours Visual Arts Facilities Cultural Heritage Tours • Creative Cultural Industries Museums Scenic Destinations Art Galleries • Community Cultural Organizations 3. To recommend next steps and opportunities Farms and Orchards Natural Cultural Heritage Heritage Cemeteries • Gardens and Forests Spaces and Facilities for further mapping work in Hamilton. Buildings Bird/Wildlife Sanctuaries Historic Sites Parks • Cultural Heritage Botanical/Zoological Gardens Cultural Landscapes Aboriginal Heritage Sites Waterfalls Living History Sites Conservation Authorities • Nature Parks Archaeological Sites Natural Heritage Natural History Sites Industrial Heritage Sites Heritage Districts • Historic Corridors Festivals and Events The complete outline of Phase 1 mapping goals, scope of baseline data and methodology for data collection Each of the six categories is then broken down into can be found in the Cultural Mapping Report sub-categories or disciplines. The full set of cultural (Appendix D). 1. cultural planning definitions 23

As in any type of municipal planning, there is a need to 1. Developing a cultural mapping system – a Municipal Cultural Planning agree on a consistent set of definitions to guide thinking systematic approach to identifying and is a municipally-led process and action. The agreement on definitions is especially recording local cultural assets. important in municipal cultural planning because for identifying and cultural planning relies so strongly on effective 2. Adopting a cultural lens – bringing cultural leveraging a community’s coordination and integration of planning across considerations into all aspects of municipal departments. A core set of cultural planning definitions planning and decision making. cultural resources and for municipal cultural planning, culture and heritage is integrating culture across all set out below. See Glossary of Municipal Cultural Furthermore, municipal cultural planning is used to Planning Terms (Appendix L) for additional definitions. refer to two distinct but interrelated concepts and facets of local planning and approaches: Municipal Cultural Planning decision-making. 1. A specific process and set of assumptions for Municipal cultural planning (MCP) is a priority for the establishing a plan. OCC Phase 1 Report Government of Ontario. One indication of the Province’s commitment to MCP is the Municipal 2. The ongoing integration of culture in municipal Cultural Planning Partnership (MCPP). MCPP is a broad planning and decision-making. coalition of seven provincial ministries,5 the Association Municipal cultural planning is making new and of Municipalities of Ontario, individual municipalities, expanded demands of municipalities, requiring them to cultural service organizations (e.g., Ontario Library rethink what they do as well as how they plan and Association, Ontario Presenters Network, etc.) and the support the creative economy and cultural University of Waterloo working together to advance development. With respect to culture, the traditional MCP across the province. expectation of municipalities was to focus on managing or funding facilities and delivering cultural programs. The following definition of municipal cultural planning has been set out by the Ontario Ministry of Culture Under the new paradigm of municipal cultural planning and the Municipal Cultural Planning Partnership these traditional expectations do not disappear. (MCPP): Dundas Valley School of Art, Dundas Rather, municipalities are also being called upon to play stronger strategic leadership roles including: Photograph by Jeff Tessier Municipal Cultural Planning is a municipally- led process for identifying and leveraging a • Integrating culture into policies and plans across all community’s cultural resources and departments; integrating culture across all facets of local • Working to support and strengthen cross-sectoral planning and decision-making. partnerships and collaboration with business and community partners; and, Municipal cultural planning is built on two core • Building collective capacity across a wide range of principles: cultural activity and organizations. 1. cultural planning definitions 24

The developmentMunicipal Planning of a Cultural Paradigm Policy and Plan for HamiltonIndependent will define Cultural a new Planning and expanded roleIntegrated for the Cultural Planning Then Now Heritage Cultural Division in collaboration with other City Departments. In order to fully integrate cultural Most facets of municipal cultural planning are not planning principles and practices into the City’s planning legislated responsibilities for municipalities. The processes, the appropriate resources will be required. exception, however, is heritage conservation where responsibilities are set in both the Ontario Heritage Act Culture and the Ontario Planning Act. The following definitions form the basis of the Ontario Ministry of Culture’s The City of Hamilton established a working definition framework for heritage conservation that informs these of culture to guide Phase 1 of the OCC Project. The responsibilities. This framework recognizes both the definition is intended to be a starting point for distinctiveness of the individual categories of cultural community conversations and engagement in Phase 2. heritage resources and the overlap between these The working definition of culture is as follows: Planning for cultural facilities Integrating culture into planningcategories. systems

CulturePlanning is forthe cultural way programsof life as it is expressed and lived out in our community. Culture is all the institutions, activities and people in a community through which we express our shared beliefs, values, customs, traditions, rituals, heritage, language and interactions, formal and informal relationships. 1. cultural planning definitions 25 We must put culture and The three broad classes of heritage resources are: place at the centre of building 1. Immovable heritage: land or land-based resources, Canadian communities. such as buildings or natural areas, which are “fixed” in specific locations (e.g., structures, sites, areas).

External Advisory Committee on Cities and 2. Movable heritage: resources that are easily Communities (Harcourt) Commission “detachable” and can be transported from place to place (e.g., objects, documents).

3. Intangible heritage: the non-material, spiritual productions of humans, such as cultural expressions, stories, songs, and beliefs (e.g., values, behaviours, speech), (Ministry of Culture, 2002). 6

The cultural heritage framework also defines a comprehensive understanding of heritage conservation which is understood to include:

1. Identification and recovery: the selection of heritage resources or features involving documentation and inventories.

2. Preservation and renewal: the resource is protected and renewed. Actions include legal protection, repair, restoration and maintenance of heritage features.

3. Interpretation and sustainable use: making the Birks Clock pre-restoration - City of Hamilton Art in Public meaning and importance of heritage resources Places Collection evident through educational and promotional programs and the ongoing management of heritage resources as living parts of the community. cultural mapping findings

Photograph by Graham Crawford Harbour - West Marina 2. cultural mapping findings 28 Cultural mapping is What is Cultural Mapping? emerging as an essential Cultural mapping involves the identification and recording of an area's indigenous cultural resources for Cultural Mapping planning and economic the purposes of social, economic and cultural development tool in development. Through cultural mapping, communities and their constituent interest groups can record their Canadian municipalities. cultural practices and resources, as well as other OverviewResource Mappingof Resource MappingIdentity Mapping intangibles such as their sense of place and social Tangibles Intangibles Cultural resource mapping is becoming an OCC Phase 1 Report value. Subjective experiences, varied social values andmultiple readings and interpretations can be indispensable planning tool in Canadian municipalities. accommodated in cultural maps, as can more Cultural resource mapping is a tool for building a utilitarian 'cultural inventories'. The identified values of stronger base of knowledge about local cultural assets place and culture can provide the foundation for to inform planning and decision-making across a wide cultural tourism planning and eco-tourism strategies, range of departments and planning issues. thematic architectural planning and cultural industries development.7 A stronger knowledge base generates better information on local culture for residents and visitors Council for Aboriginal Reconciliation, (1994) and provides a mechanism for marketing and promoting these resources. Furthermore, building Cultural mapping is emerging as an essential planning cultural mapping systems and capabilities enhances 7 and economic development tool in Canadian access to the actual ‘content’ of local culture. municipalities. There are two dimensions to cultural Directories and interactive websites make it possible, mapping – one tangible (or quantitative) the other for example, to access information and images of intangible (or qualitative) as defined and illustrated significant local heritage buildings, photographs of a new below: exhibition at a commercial art gallery, a podcast of a The Hamilton Beach Strip - Hamilton Public recent music festival, etc. Library, Local History and Archives Department 1. Resource Mapping – identifying and recording tangible cultural resources usually making use of Geographic Information Systems (GIS) tools and platforms; and,

2. Community Identity Mapping – exploring ‘intangible cultural resources’ – the unique histories, values, traditions and stories that combine to define a community’s identity and sense of place. 2. cultural mapping findings 29

From a planning perspective, spatially mapping cultural • Economic planning – employment patterns, assets using GIS means that information on cultural industry clusters (including creative industries), resources can be spatially mapped to show how and, resources are distributed – where they are clustered and where there are gaps. Spatially mapping cultural • Social planning – distribution of cultural resources assets also makes it possible to analyze how cultural relative to demographic information - age, resources relate to planning issues across departments. education, income, country of origin, etc.), social Examples of potential uses of cultural asset mapping service delivery patterns, etc. include: Overview of Community Identity Mapping • Land use planning – including considerations High Level Bridge at the Waterfront Trail related to zoning, areas designated for The second and highly important facet of cultural Photograph by Ken Coit intensification and/or regeneration, employment mapping is mapping community identity – the symbols, lands, transportation nodes and corridor, specific stories, traditions, perceptions of place etc. that define a districts and neighbourhoods, planning for rapid community’s unique identity and sense of place. transit and public works projects, etc.; Implementing a community identity mapping process results in a more holistic representation of a community than would be seen by relying solely on the identification of tangible assets.

Case Study: Applications of Municipal Cultural Mapping - City of Toronto One municipality that has taken a lead in developing culture and economy. The following guiding organized the first Placing Creativity Conference cultural mapping systems and capacities is the City principles are proposed: bringing together leading international cultural of Toronto. In 2008, the City of Toronto developed • Whole systems thinking; mapping experts from a wide range of disciplines the Creative City Planning Framework (CCPF) as • Defining shared needs to take action; and areas of professional practice. one of four pillars in a new economic development • A common language; strategy for the city called “The Prosperity Agenda”. • Thinking outside silos; The Creative City Planning Framework The CCPF recommended Toronto adopt ‘a cultural • Democratizing culture; does not consider mapping a standalone planning approach to place-based creative sector • Creating opportunities for culture; and, system but one of three strategies needed development’ and identified cultural mapping as an • Understanding spatial significance. for the City of Toronto to realize its essential tool for implementing cultural planning. potentials as a creative city. The three Since that time, Toronto has taken a number of Cultural mapping was identified in strategies are: major steps to implement cultural mapping and recommendations as essential to successful cultural planning. One was Council’s direction to the integration of culture in the planning system. To this 1. Mapping to identity assets. Planning and Culture Departments to develop end, the City has also partnered with the Martin 2. Engagement to broaden recommendations for including cultural potential as Prosperity Institute at the University of Toronto to participation. an element of the planning process and to propose establish Placing Creativity. The group brings 3. Partnerships to mobilize a set of criteria to be included as part of the future together individuals from academic, government resources. planning. One conclusion is the need for a stronger and community organizations to push thinking and shared vocabulary connecting planning for place, practice in cultural mapping. In June 2009 the group 2. cultural mapping findings 30

OCC Phase 1- Mapping Goals and Process The cultural mapping methodology developed by AuthentiCity in collaboration with The Breken Group Phase 1 of the OCC Project was guided by the begins with data from Info Canada. Info Canada following goals: consolidates data from two primary sources: Statistics Canada and local Yellow Pages. Experience in other • To establish baseline information on cultural communities demonstrates that up to 80% of baseline resources in Hamilton and to complete initial mapping data can be collected from this source. analysis of these findings;

• Art Gallery of Hamilton To establish the ongoing mapping system that will be used to expand mapping over time; and,

• To recommend next steps and opportunities for further mapping work in Hamilton.

The complete outline of Phase 1 mapping goals, scope of baseline data and methodology for data collection can be found in the Cultural Mapping Report (Appendix D).

Work was guided by a Cultural Mapping Working Group involving a cross-section of City staff drawn from a wide range of City departments and community representatives. See Terms of Reference: Cultural Mapping Working Group (Appendix B).

Hamilton’s Mapping Process

The myth exists that municipalities lack information on culture. In fact the reverse is true; a tremendous amount of information exists but is collected in different forms for different purposes and is stored in different places. The first step in cultural mapping is consolidating information from existing sources using a consistent set of categories (taxonomy) of cultural resources known as the Cultural Resource Framework (Appendix E). These categories of cultural resources are illustrated in the following diagram. 2. cultural mapping findings 31

The Cultural Resource Framework

Art Dealers/ Radio and Television Suppliers Broadcasting Advertising Pottery and Ceramics Libraries and Archives Community Arts Organizations Bookstores and Music Stores Historical and Genealogical Societies Graphic Designers Theatre Companies Aboriginal (Cultural) Organizations Architecture Commercial Galleries Creative Community Multicultural (Cultural) Organizations Publishing Industries Cultural Photography Cultural Film/Video/ Industries Organizations Film / Video / Sound Sound Recording Recording Studios Digital and Aboriginal Events Media Studios Broadcast Studios Craft Festivals Lirbaries and Archives Film Festivals Architecture Offices Multicultural Festivals Cultural Performing Arts Festivals Festivals & Design Studios Events Spaces & County Fairs Resources Facilities Theatres Museum Programs Gallery and Studio Tours Performing Arts Facilities

Public Art Tours Visual Arts Facilities Cultural Heritage Tours Museums

Scenic Destinations Art Galleries

Farms and Orchards Natural Cultural Heritage Heritage Cemeteries Gardens and Forests Buildings Bird/Wildlife Sanctuaries Historic Sites Parks Botanical/Zoological Gardens Cultural Landscapes Aboriginal Heritage Sites Waterfalls Living History Sites Conservation Authorities Nature Parks Archaeological Sites Natural History Sites Industrial Heritage Sites Heritage Districts Historic Corridors 32 The Framework is based on NorthAmerican 9 Industry Classification System (NAICS) codes. data is that it The advantage of using NAICS-based a consistent definition of culturalprovides resources for possible across Canada making municipalities and provincially comparative regionally, analysis nationally. some NAICS-based data does have However, culturallimitations due to the nature of the creative A full picture of the sector in individual sector. account of both organizations take must municipalities exists While a business and individuals. (and businesses) outside live may employees of its many in a community Furthermore, not all people working that community. occupations workin creative formally in defined for A graphic designer, culturalcreative industries. working but in the community can be living in example, a traditional industry (such as auto manufacturing or The presence of that creative steel production). gathered be missed if data is only occupation would from NAICS based sources. and all seven maps are provided in Cultural provided maps are Maps and all seven G). (Appendix OCC Phase 1 - Mapping Results Mapping OCC Phase 1 - Mapping Results Hamilton Resource baseline cultural resource mapping in Phase Hamilton’s definition of cultural1 was based on the set resources out in the Cultural Resource Framework and identified 2,000 cultural Resource resources in the Hamilton over Table. Baseline Mapping The frameworkmapping completed in the baseline for earlierPhase 1 of the OCC Project as noted was based Canadian Frameworkon Statistics Canada’s of Cultural Statistics. 2. cultural findings mapping 2. Inform Hamilton – draws 4500 records on some non- government, community, of voluntary sector, programsprofit and health sector and services. InformRelevant records from were Hamilton The exported to the CRF. and classified according in Hamilton (see below) ongoing mapping system links back to the complete includes a field that Inform record is also Hamilton record and each identified as originating from that source; Department Development Planning and Economic data on cultural– provided heritage and natural heritage resources in categories the defined by Act; Act and Ontario HeritageOntario Planning importantCulture Division – provided information on cultural groups and activity not captured and, through more formal data sources; ArtsImperial the Cotton Centre for – provided supplementaryinvaluable information on creative cultural industries. • • • •

In Hamilton importantIn Hamilton data was drawn additional from several follows: local sources as additional these sources, Once data had been consolidated from the task was then to review (‘scrub’) data to this identify duplicate records and entries that clearly fell outside the definition of cultural resources in the CRF. Once scrubbed and imported the data was geo-coded Staff in the GIS system. into the City of Hamilton’s InformationServices City’s maps Division produced maps were Seven illustrating the cultural resources. all cultural one aggregate map showing assets produced; each of the six categoriesand one map for of cultural The aggregate map follows the CRF. assets defined by

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C 6 R s N E 2. cultural mapping findings 33 Natural Heritage Community Cultural Organizations Spaces & Facilities

Creative Cultural Industries

M ILB URO UG H T The City of Hamilton O WN LI Our Community Culture - Phase 1

MC CR D A D R E Cultural Mapping S R TA E TI L ON E L S R I D L D E I L R 2 V R 1 C L A E G M NT L IL D R R N C B E E UR R R E O O D B U Community Servics Department I G B H E P S T E O S WN N M S I E T 1 L I A E L 1 4 N Culture Division C P N 1 R U N O NC G W R N O O ES O I T E O O O M C S N G T I RR 0 DE S S EN 1 S H E P S RIN C E C CE N G R N C N N O D D I TR I W L N E Y O S R E A R T S D T O C S R N 8 D

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The City of Hamilton - Produced by GIS Services , Information Services , Printed March 25, 2010 More than 2200 baseline cultural resources identified in OCC Phase 1 2. cultural mapping findings 34 Hamilton Resource Baseline Mapping Results

Total Baseline Resources in Cultural Resource Framework Category Hamilton

Creative Cultural Industries 870

Community Cultural Organizations 180

Spaces and Facilities 260

Cultural Heritage 824

Natural Heritage 8 28

Festivals and Events 92

Total 2,254

8The complete listing of all the cultural resource categories contained within the framework can be found in the Cultural Resource Framework (Appendix E). A detailed summary of the mapping results can be found in Baseline Cultural Mapping Data by City of Hamilton Wards (Appendix F). The maps for each of the Cultural Resource Framework Categories can be found in Cultural Maps (Appendix G).

9The Framework was adopted in 2004 after a review of leading cultural statistics programs internationally and extensive consultation with the Canadian cultural sector http:// www.statcan.gc.ca/pub/81-595-m/81-595-m2004021-eng.pdf 2. cultural mapping findings 35

A more sophisticated and accurate picture of the significant aspects of Hamilton’s history and geography The second and highly creative cultural sector in Hamilton requires more entitled – A Story of Us / A Story of Place. Hamilton’s important facet of cultural extensive analysis. The Martin Prosperity Institute at the culture today emerges from the story of a place and University of Toronto uses a methodology that cross- the people who have inhabited that place for mapping is mapping indexes industry data with occupational data (the latter thousands of years. community identity – the drawn from personal/individual census returns rather than by industry) to provide a more accurate analysis of Each historical period has left a legacy, including physical symbols, stories, traditions, the creative cultural sector. sites and landforms, artifacts, images, place names, perceptions of place etc. stories, and neighbourhoods. Hamilton These Beach,assets Hamilton serve Publicas Library, Another source of information for understanding reminders, both tangible and Localintangible, History andof Archivesthe city’s Department Hamilton’s cultural resources, beyond NAICS-based that define a community’s 10 history and culture and help us better understand the unique identity and sense data, can be found in Business Pattern data. Business history and context of many of the challenges that face Pattern data is gathered on a more frequent basis than us today. These assets are indispensable to shaping the of place. Statistics Canada data, which is dependent on census plans and strategies we need for today and tomorrow. returns, and is based on surveys of individual OCC Phase 1 Report organizations and businesses. Based on Business A Story of Us / A Story of Place marks the beginning of Pattern data, we learn that Hamilton’s top three a conversation about Hamilton’s unique culture and creative cultural industries are Design, Advertising, and identity that will form an important part of the Motion Pictures and Video Industries. community engagement to be undertaken in Phase 2. The intent in preparing the narrative has not been to Business pattern data also tells us that the creative capture an exhaustive account of Hamilton’s history but cultural industries represent 4.1% of total business to serve as a catalyst for future consultation and establishments in Hamilton. For comparative purposes conversation with the community. we know that the provincial average of creative industries as part of the total business in Ontario is 5%. Hamilton’s lower than average score can be attributed Hamilton Spectator Strike, Hamilton to an economic history of reliance on traditional Public Library, Local History and Archives industry. Department Wentworth Incline Railway, Hamilton Public Library, Local History and Archives Hamilton’s Community Identity Mapping The second and highly important facet of cultural mapping is mapping community identity – the symbols, stories, traditions, perceptions of place etc. that define a community’s unique identity and sense of place. A first step in community identity mapping completed in Phase 1 of the OCC Project has been the preparation of a historical narrative telling the story of 2. cultural mapping findings 36

The narrative A Story of Us / A Story of Place is built 3. Local capacity and resourcing – while responsibility Culture is the sum of all the around a series of themes as follows. for updating and maintaining data is distributed, forms of art and love, which there remains a need for adequate resourcing of A Story of Us the ongoing mapping system and effective in the course of centuries coordination of mapping partners. have enabled man to be Theme 1 - Immigration, Diversity and Inclusion Theme 2 - Innovation and Creative Economies As previously outlined in the Executive Summary, Phase less enslaved. Theme 3 - Citizens, Engagement and Protest 1 Recommendations, the Cultural Resource Mapping Partnership will oversee the next phase of cultural A Story of Place mapping and support ongoing management and André Malraux development of the City’s cultural mapping capacities. French historian Theme 1 - Geography and Environment Theme 2 - Urban Development The role of the Cultural Resource Mapping Partnership Theme 3 - Built Form will be to confirm the selection of the Phase 1 mapping system, develop database protocols, criteria for The narrative is set out in A Story of Us / A Story of generating reports and information sharing. Place – Full Research Report (Appendix K). Ancaster Falls, Hamilton Public TheLibrary, Phase Local History 1 mapping system has a range of powerful and Archives Department functions. Data is searchable based on key words. The An Ongoing Cultural Mapping System for system administrator can distribute surveys to collect Hamilton information from all organizations on things such as numbers of employees, gross revenues, etc. Phase 1 of the OCC project has produced a snapshot The mapping system is able to produce a range of of cultural resources and a mapping system for the reports and analysis to support planning and decision- City. The mapping system that has been put in place making by the municipality and its community and was developed by AuthentiCity in collaboration with business partners. PDF reports can be produced the Breken Group and is built on three principles: providing hardcopy access to all data in the system. 1. Placed-based and locally administered – the mapping system is managed and maintained locally based on firsthand knowledge of culture in that community. Spencer Creek, Hamilton Public Library, Local History and Archives Department 2. Continuous updating – the database is built organically over time through contributions from different stakeholders (a ‘wiki-based’ approach). 2. cultural mapping findings 37

These screen shots represent a Sample Cultural Directory which will be more fully developed in Phase 2.

ca. 1915 2. cultural mapping findings 38

Next Steps in Cultural Mapping It’s really wonderful to wake • Build on the baseline cultural resource framework up in a city where every The baseline cultural resource mapping completed in to ensure the collection of data and corresponding Phase 1 of the OCC Project marks the beginning of terminology that are unique to Hamilton. day you realize that today mapping in Hamilton. The City of Hamilton must the city is a little better commit to continuing the cultural resource mapping work to support planning and decision making across The Cultural Resource Mapping Partnership and the than yesterday. all facets of municipal planning. Interdepartmental Working Group should consider the following list of opportunities in order to continue with A first step in continuing mapping work would be to and leverage the important mapping work completed Jan Gehl establish an inter-departmental and community based in Phase 1. Architect Cultural Resource Mapping Partnership. The Cultural Resource Mapping Partnership would develop a Terms Planning and Policy Development of Reference and have responsibility to: Cultural mapping is an important tool in municipal • Confirm the selection of the Phase 1 cultural planning and policy development. The identification and mapping system; analysis of cultural resources will provide opportunities to: • Develop database protocols, criteria for generating reports and information sharing; • Continue analysis and extension of mapping findings with the Creative Industries Cluster of the • Continue to work with the Hamilton Public Library Economic Development Strategy and the Hamilton to expand the cultural mapping system for use by Creative Catalyst Project; residents and visitors to locate and access information on Hamilton’s cultural resources and • Examine clusters and types of creative cultural information through both directory-based and industries and heritage resources relative to areas dynamic web-based maps; designated for intensification, new development, mixed-use ‘node’ and neighbourhood • Continue to develop partnerships and development, revitalization of light industrial and collaborations to expand and integrate social media commercial zones, creative rural and agri-tourism tools and strategies to support community projects etc; engagement in Phase 2 and to establish an ongoing platform for community participation in cultural • Develop strategies and priority actions in development; collaboration with Planning and Economic Development Department, the Public Works • Build partnerships with immigrant, multi-cultural Department and the cultural sector in pursuing organizations, community cultural organizations and projects to invest in cultural sites, hubs or precincts youth organizations to expand understanding of and facilities; and access to Hamilton’s diverse cultures; and, 2. cultural mapping findings 39

• Collaborate with the Planning and Economic Economic Development and Tourism Development Department to identify performance measures and indicators useful for analyzing the Cultural resource mapping can also be an important economic impact of the cultural sector; contributor to Hamilton’s economic development and tourism initiatives. The work initiated in Phase 1 of the • Collaborate with Social Development and Early OCC Project provides opportunities to: Childhood Services Division and Customer Services/Access and Equity Division to identify • Continue to collaborate with Tourism Hamilton in priorities around the use and integration of data for expanding cultural mapping as a platform for social planning issues and policies such as inclusion cultural tourism strategies and initiatives; strategies relative to cultural assets, demographic information and service delivery; • Develop cultural tourism applications to market and promote local cultural resources for residents • Continue to partner with Planning and Economic and visitors as a means of advancing Hamilton as a Development Department and the Public Works premier tourism destination; Department to ensure the integration of culture in city planning strategies such as urban design, land- • Formalize strategies to integrate cultural and use, rapid transit, parks and open-space heritage data and planning in future economic development; development initiatives including public events, Dundurn National Historic Site - Hamilton festivals and conferences; and, Civic Museums • Integrate cultural considerations as part of planning, design and implementation for the public • Developing strategies to leverage Hamilton’s realm in issues of zoning, areas designated for unique identity e.g. its industrial heritage and intensification, new development projects, and waterfront. revitalization projects in the downtown core, neighbourhoods, nodes and corridor development; and,

• Support heritage planning processes in the identification, preservation and presentation of heritage assets particularly as they relate to land- use and development.

Face painting at one of Hamilton’s fun summer events understanding the planning context

Photograph by Graham Crawford Hess Street South in the Durand Neighbourood 3. understanding the planning context 42

Municipal cultural planning is a priority for the opportunities identified above, are detailed in Section Canadian cities and Government of Ontario, and is becoming increasingly 4.2. communities [can become] important for municipalities across the province and across Canada. Municipal cultural planning provides The Creative Economy sustainable places of concepts and tools to address some of the most exceptional beauty, important challenges and opportunities facing The creative economy is driven by ideas, innovation, governments at all levels. The three most important knowledge, collaboration and creativity. The creative neighbourliness and planning opportunities facing governments are: economy employs people who are paid to think. prosperity, rich in ideas, • Planning for creative economies – major One indication of the priority given to the creative confidence, diversity, shifts are occurring in the economic base economy in Ontario is the development of the report, Ontario in the Creative Age, released in February creativity and innovation, of communities and nations requiring new ideas and new strategies; ! 2009. This report was commissioned by Premier where all people are rEDaltona McGuinty to establish a vision for Ontario’s • Planning for sustainability – there is economy and! was written by Roger Martin, Dean of included economically, the Rotman Schoolv of Management at the University of growing acceptance that ensuring a E ! e socially and politically… sustainable future for communities COToronto and Dr. Richard Florida, Director of the Martin requires integrated planning frameworks ProsperityN InstituteO at the Rotman School. The power with the hope and that connect social, economic, of message in the OntarioM inY the Creative Age was expectation that Canada’s environmental and cultural issues and driven home by the fact that, in the same month it was considerations; and, released, Ontario reported the loss of a further 35,000 cities and communities will jobs in manufacturing. • be models of Planning for quality of place – The Ontario in the Creative Age report states the environmental, economic, paradoxically, in a global world, place has challenge facing Ontario is more than the current become more important than ever. economic downturn. The challenge facing Ontario is social and cultural Municipal cultural planning is a powerful the rise of a new economic system, a system that tool for leveraging and enhancing quality requires fundamentally different ideas and strategies to sustainability. of place. Ontario’s prosperity in the future. Developing a Cultural Policy and Plan for Hamilton will External Advisory Committee on Cities help to provide a framework for leveraging the three and Communities planning opportunities described above. The first step From Restless Communities to in this process was completed in Phase 1 through the Resilient Places, 2006 development of three Strategic Themes. Contextual information about the broader planning opportunities is outlined in the following section (Section 3.1 – 3.3). The Strategic Themes developed for Hamilton, which are complementary to the broader planning 3. understanding the planning context 43

Ontario, the report states, is well positioned to prosper The most important thing in this economic system with its unrivalled advantages: to note about the creative rich natural resource areas, wealth of human talent, strong social infrastructure, breadth and depth of higher economy is that the education; unprecedented diversity, generally safe cities $58,625 creative economy is and neighbourhoods, thriving creative and cultural industries, and more. However, leveraging these expanding rapidly, has advantages requires new economic assumptions and $26,059 higher average annual more aggressive strategies to strengthen the creative economy across the province. $37,262 income and lower rates of Part of the new strategies needed for the creative unemployment $25,551 economy stem from the premise that Ontario does OCC Phase 1 Report not have one economy, but three as follows:

1. Creative hubs well positioned to thrive including the Toronto Region, Greater Ottawa and Kitchener- Waterloo/Cambridge/Guelph.

2. Older industrial cities like Windsor, Hamilton, Oshawa that are working to transform their economies.

3. Rural areas and small towns that must be better connected with themselves and creative hubs and older industrial cities.

The most important thing to note about the creative economy is that the creative economy is expanding rapidly, has higher average annual income and lower rates of unemployment11. 3. understanding the planning context 44

Leveraging the Creative Economy Then there are those individuals employed in farming, forestry and fishing. Finally, there is the creative class – In order to leverage outcomes in the creative the growing number of workers who are paid to think. economy, it is necessary to differentiate three distinct These include scientists and technologists, artists and but inter-related concepts as illustrated in the following entertainers, and managers and analysts. diagram.12 The development of a Cultural Policy and Plan for Hamilton will help to maximize the three components of the creative economy.

Creative Economy

The outer circle in the diagram represents the creative People who are paid to think work within all economy. Jobs in the creative economy are held by sectors of the economy people who are paid to think and these jobs exist across all sectorsCreative and Economy types of industries. Businesses that make products that require constant and continual The analysis of the creative economy encourages us to adaptation view the economyCreative inIndustries terms of the work people do, rather than the industries in which they work,Businesses which that is make different than the conventional way of definingproducts the with a core cultural component labour force associated with select industries. Looking at the work Creativethat people Cultural do rather than the industry in which they workIndustries is useful because someone may be working in a traditional industry - such as the auto industry - but working in a creative capacity, for example as a graphic designer. Another example of someoneFedNor, Prince working Edward County/Lennoxin a traditional & Addington employment Community industry, Futures Development Corporation (June 2009). Canada’s Creative Corridor: Connecting Creative Urban and Rural Economies Within Eastern Ontario likeand municipalthe Mega Region. government, may include creative roles such as a landscape architect, graphic designer, and a museum curator.

The creative economy identifies four broad kinds of work. The first is the ‘working class’, consisting of people who use physical skills and carry out repetitive tasks (for example, tradespersons, mechanics, crane operators and assembly line workers). Next is the ‘service class’, where the work involves limited autonomy and is focused on the delivery of services, for example, food-service workers, janitors and clerks. 3. understanding the planning context 45

In the creative economy, the challenge for all entertainment and creative industries concentrated on In the creative economy, businesses and industries is to continuously innovate, developing Ontario’s interactive digital media, book the challenge for all to build creative entrepreneurial capacity, to bring publishing, computer animation, and the film and new, value-added design and distinguishing features television sectors. businesses and industries that will result in unique, distinctive and original is to continuously products and services. Creative Cultural Industries innovate, to build creative Creative Industries Drilling down inside the creative industries, we find the creative cultural industries - those sectors in which entrepreneurial capacity, The middle circle in the previous diagram represents expressive value - the symbolic, aesthetic or artistic to bring new, value-added the creative industries. While the creative economy is nature of products – is at the core of production. pervasive, it is concentrated in a number of businesses Creative cultural industries are among the fastest design and distinguishing that are categorized as creative industries. Creative growing of all the sectors of the economy. industries are types of economic activity in which ideas features that will result in and intellectual property are what produce value and The Conference Board of Canada estimates that the unique, distinctive and generate wealth. Richard Florida identifies core output by culture sector industries totaled $46 billion in creative industries as including: 2007. Taking into account direct, indirect, and induced original products and contributions, the economic footprint of the culture services. • Science and engineering; sector was approximately $84.6 billion in 2007, or 7.4 • Architecture and design; per cent of Canada’s total real GDP. In addition, the • Education; and culture sector contributed 1.1 million jobs to the OCC Phase 1 Report • Information and cultural industries. economy. 14

Richard Florida further identifies the broader group of Furthermore, The Conference Board of Canada creative professionals in industries that include: observes: • Business and finance; In a dynamic environment of global competition, • Law, and demographic change and migration; Canada’s • Health care and related fields. culture sector plays a critical role in attracting A sign of the importance accorded the creative people, businesses and investment; stimulating industries by the Province of Ontario is the creativity and innovation; and distinguishing announcement in early 2009 of $785 million in tax Canada as an exciting place where people can relief and initiatives dedicated to: ‘accelerating celebrate their heritage and achieve personal and innovation’ to strengthen research and technology, professional fulfillment. entertainment and creative industries, and tourism 13. The tax relief and initiatives to research and The creative economy extends beyond the culture technology was focused in the areas of research sector to harness creativity and bring about infrastructure, biomedical research, applied research positive social and economic changes across a and technology transfer, and purchase of computers broad spectrum of industries, sectors and social and software. Tax relief also provided support to the organizations. 15 3. understanding the planning context 46 The design of places is Culture and Planning for Sustainability inherently tied to our A fuller integration of culture into planning processes between local government and the wider public sector and policy development is critical to realizing the City and its agencies; and the wider community and business expressions of culture, and of Hamilton’s commitment to sustainability. There is spheres offers civic government the potential to correspondingly, expressions growing international consensus that culture must be address its social, environmental, cultural and economic embraced as the fourth pillar or dimension of ambitions in a more collaborative and consensual way. of culture as inherently tied sustainability. In Canada, the External Advisory Committee on Cities and Communities (the Harcourt Culture and Place Competitiveness to a place. At a basic level Commission) was appointed by the Federal Richard Florida famously coined the ‘Three-T’s’ of Government to define a vision of Canadian cities in 30 planning for culture and Technology, Talent and Tolerance to define the years and to identify strategies to achieve that vision. In conditions for success in the creative economy. planning for place are anchoring its recommendations, the Commission Hamilton’s performance on the Three-T’s is examined proposed municipalities embrace planning frameworks inseparable – if we want later in this report. Recently Florida added a fourth T - based on the four pillars or components of community Territory to signal the critical role played by quality of one to flourish, we must sustainability: economic prosperity, social equity, place in attracting people, talent and investment. also engage the other. environmental sustainability and cultural vitality. The Harcourt Commission’s recommendations formed Quality of place encompasses a range of factors, one is part of the context for Federal Gas Tax agreements. location. Hamilton is located in the middle of the ‘mega region’ as identified by Richard Florida in Who’s Your Jennifer Keesmatt, Office for Urbanism The Ontario agreement was signed in 2007 between the Federal Government and the Association of City? Florida states the global economy is increasingly Municipalities of Ontario and the City of Toronto. driven by about a dozen ‘mega regions’ and, Hamilton is FOUR DIMENSIONS OF COMMUNITY Under the agreement municipalities in Ontario are situated in one of those mega regions. The corridor SUSTAINABILITY required, over the life of the agreement (until 2014) to running from Windsor to Quebec City including the (as recommended by the Harcourt Commission) develop Integrated Community Sustainability Plans economy of Upper New York State is the 5th largest in (ICPS). The Agreement defined these plans as: A long- North America, the 12th largest in the world and term plan, developed in consultation with community generates approximately $530 billion or roughly 50% of members that provides direction for the community to Canada’s GDP.16

Economic realize sustainability objectives, including environmental, Prosperity culture, social and economic objectives. Location, as a strategic advantage for Hamilton, is hardly a new concept. Hamilton’s central location is uniquely

Social Cultural The Harcourt report also argued that adopting more accessible by roads, rail and water enabling the easy Equity Vitality integrated planning frameworks requires a flow of people, ideas and goods. reconsideration of the traditional role of local Environmental government from a planner-provider-deliverer model to Sustainability an increasingly collaborative “enabler-convener-catalyst- broker” model. Collaborative and integrated planning within and between local government departments; 3. understanding the planning context 47

Hamilton’s proximity to Toronto, Buffalo, Detroit and identities. Hamilton has a rich history and culture, Hamilton has a rich Pittsburgh connects it to cities facing similar challenges unique heritage buildings and architecture, unsurpassed history and culture, in reinventing their economies. These are cities with a landscapes and natural assets, among others. A Cultural long history of cooperation as part of the same Policy and Plan for Hamilton must support and unique heritage buildings industrial production system. Some of these stories enhance these cultural assets to attract and retain and architecture, form part of the community narrative, A Story of Us / creative workers and creative cultural industries. unsurpassed landscapes A Story of Place described later in this document. and natural assets, among Florida’s research demonstrates that where creative people choose to live is as important a decision to others. them as their job, personal finances and choice of spouse or partner. Creative workers are highly mobile; OCC Phase 1 Report they can choose where to live. We know that creative people place value on quality of life; and they will trade wages for amenities. Among Hamilton’s strong “place” attributes are: affordable and available housing; safe neighbourhoods; strong educational institutions and infrastructure; cultural and recreational amenities, and more.

Recent research by the Martin Prosperity Institute on quality of place as an economic driver has examined the importance of beauty and aesthetics as an attractor for creative talent.17 Findings confirm that a location’s perceived beauty or aesthetic characteristics has a positive and significant effect on communityBuilder’s Nameplate satisfaction. on the Walking Beam Steam Engine at the Hamilton Museum of Steam and Technology - Hamilton Civic Museums A location’s perceived beauty and aesthetics is one of Photograph by Kenneth Crean the most significant factors in explaining community satisfaction, in addition to economic security, good schools, and the capacity for social interaction. The study also found that in explaining community satisfaction, community-level factors were significantly more important than individual demographic characteristics.

However, place attributes are also about qualitative matters. Paradoxically, in a global world, place has become more, not less importance. People want to live in distinctive places with unique characters and integrating culture in city planning

Photograph by Graham Crawford Whitehern Historic House & Garden - Hamilton Civic Museums 4. integrating culture in city planning 50

A defining characteristic of municipal cultural planning is As a result of the research and analysis of the City’s We must put culture and the integration of culture across all facets of municipal planning context in Phase 1 of the OCC Project, three place at the centre of building planning and decision-making. Phase 1 of the OCC overarching Strategic Themes emerged for further Project undertook research and analysis aimed at discussion in Phase 2. The three overarching Strategic Canadian communities. establishing the planning context in Hamilton for the Themes will be presented to the community and development of a Cultural Policy and Plan. The project stakeholders for discussion and feedback as research and analysis completed in Phase 1 identified part of the Phase 2 process. The final results of the strategic themes and planning opportunities that will consultation process will contribute to the Cultural External Advisory Committee on Cities examined in more depth in Phase 2 of the OCC Policy and Plan to be brought forward for Council’s and Communities (Harcourt) Project. The research and analysis component of Phase approval. Commission 1 included the following steps: Statistical Snapshot of Hamilton 1. Completing a statistical analysis of Hamilton. See Statistical Research Report (Appendix C). Introduction

2. Identifying all potentially relevant City policies, The City of Hamilton is now the ninth largest census plans and strategies. See Planning Documents metropolitan area (CMA) in Canada just behind Resource List (Appendix H). Winnipeg but ahead of London. The data provided by the census speaks authoritatively about population – 3. Reviewing the relevant City policies, plans and where people have settled, where they came from, and strategies to extract policy themes and what characteristics they share. The 2001 and 2006 priorities. See Overview of Hamilton Plans Census reveals a range of data that will be used to and Strategies (Appendix I). inform the development of a Cultural Policy and Plan for Hamilton. The following Census Data tables can 4. Identifying existing and potential opportunities also be found in the Statistical Research Report to connect culture with the planning context in (Appendix C). Hamilton. See Planning Context Research (Appendix J). Hamilton Showing Its Age

5. Developing three overarching strategic themes. The people of Hamilton are aging. The city’s median age was 0.6 years above the provincial figure in 2001, The research behind the development of the strategic but in the most recent census that figure has climbed themes is outlined in the Statistical Research Report to 0.9 years above the provincial mark. Doors Open Event at Auchmar (Appendix C), Planning Document Resource List (Appendix H) and Overview of Hamilton Plans and Strategies (Appendix I). Final results of the research and analysis of the planning context in Hamilton are set Photograph by Ken Coit out in the Planning Context and Themes (Appendix J). 4. integrating culture in city planning 51

Year Hamilton Province

Median age of 2006 39.9 39.0 population (years) 2001 37.8 37.2

This median age figure puts Hamilton in the upper-middle range relative to many other Ontario small and medium-sized cities. A Spring Market Display - Hamilton Farmers’ Market - Hamilton Public Library, Local History and Archives Department Median Age of Selected Ontario Cities

2006 2001 1991 Average Kitchener 36.4 35.3 33.5 35.1 Guelph 36.8 35.7 33.7 35.4 Oshawa 37.5 35.8 33.6 35.6 Windsor 37.7 36 34.8 36.2 London 38.6 36.9 34.8 36.8 Hamilton 39.9 37.8 36.1 37.9 Kingston 40.7 38.1 35.3 38.0 Peterborough 42.8 40.5 37.8 40.4

Additionally, the proportion of Hamilton’s Hamilton’s aging population raises several population in age brackets below 65 is either at considerations for a Cultural Policy and Plan. With parity or smaller than the province’s distribution. more discretionary time and more disposable Those residents above the age of 65 make up income than earlier in their working lives, an aging 15.1% of Hamilton’s population, an 11% increase population over the provincial number. Reflected in this figure is the fact that Hamilton has a 14% greater proportion of its citizens over the age of 85 than the rest of the province. 4. integrating culture in city planning 52

2006 2006 2001 2001 Hamilton % Province % Hamilton % Province % 0 to 24 years 215,885 31 3,841,175 32 212,990 32 3,720,590 32.6 25 to 44 years 189,315 27 3,452,055 28 197,835 30 3,518,010 30.8 45 to 64 years 183,275 27 3,217,885 27 157,065 24 2,699,280 23.7 65 to 85 years 104,440 15 1,649,180 14 94,515 14 1,472,170 12.9 Total population 692,910 12,160,285 662,400 11,410,050

Hamilton Tells Its Stories In Many Languages Hamiltonians whose mother tongue was a non- official language increased from 2001 to 2006 by a No fewer than 9,360 of Hamilton’s census substantial margin: 11%. This figure outpaces participants claimed no knowledge of either of Hamilton’s gross population growth by a factor of Canada’s official languages. In addition, 156,230 two. reported that their mother tongue was something other than English or French. This figure, Increasing levels of diversity in many Canadian cities comprising 22.9% of Hamilton’s population, lags is raising both challenges and opportunities in behind Ontario’s average of 27.2%, but the municipal cultural planning. Diversity brings great provincial figure is skewed heavily by the influence richness and complexity to the culture of a of Toronto. By anyone’s measure, Hamilton is a community. Diversity also challenges many remarkably multilingual city. established arts and heritage institutions many of Rafaga - Unleashed by Veronica de Nogales and which were established in a time of greater Edwin Dam, Pier 8 homogeneity in cultures and cultural traditions. Photo courtesy of the Hamilton Waterfront There is also a noteworthy growth trend with Trust respect to Hamilton’s linguistic mix. The number of

2006 2001 Hamilton % Change 2001 - 2006 Mother tongue Hamilton Province Hamilton Province English only 516,360 8,230,705 503,045 7,965,225 2.6 French only 9,725 488,815 9,845 485,630 1.2 English and French 1,135 32,685 1,265 37,135 10.3 Other language(s) 156,230 3,276,685 140,910 2,797,555 10.9 Total population 683,450 12,028,900 655,060 11,285.545 4.3 4. integrating culture in city planning 53 Hamilton has the third The Immigrant Experience highest proportion of Hamilton has the third highest proportion of foreign- born residents in Canada, after Toronto and Vancouver foreign-born residents in – one quarter of its population. During the 1990s, Canada, after Toronto and Asian and European countries represented the lion’s share of places of origin for new immigrants, (81 per Vancouver – one quarter of cent of all Hamilton’s newcomers came from one of its population those two continents in 2001). Also in the 2001 Census, Yugoslavia was listed as the single most popular OCC Phase 1 Report country of origin for Hamiltonians, also home for about 8% of all foreign-born people who came to Hamilton during the 1990s. As mentioned earlier Hamilton’s population is significantly 2006older than Ontario’s average.Hamilton Amongst % of Total Ontario % of Total immigrants,1st generation an interesting deviation164,670 from the provincial 29.4 3,340,210 34.0 breakdown is observed. Of Hamilton’s population over nd 152 years generation of age, 29.4% are first generation132,275 immigrants, 24.5 1,912,460 19.5 according3rd generation to 2006 census figures. This257,590 is lower than the 46.0 4,566,750 46.5 province-wideTotal population proportion (15+) of 34 per559,540 cent. Conversely, 9,819,420 more of Hamilton’s population is ‘second generation’ than the provincial average: 24.5 versus 19.5 per cent. The third generation figures, meanwhile, are practically identical. A telling indicator about Hamilton’s historic migration patterns versus that of the province is a Migration by William Epp, Hamilton City Hall - comparison on ‘period of immigration’. The ratio of Art in Public Places Collection immigrants arriving in Ontario before 1991 to those whoImmigrant immigrated status after and 1991period is ofapproximately immigration 1.2.(2006) In Hamilton, pre-1991 immigrants outnumber more Hamilton Province recent immigrants by a 2:1 margin. Much of Hamilton’s currentNon-immigrants immigrant population arrived longer ago than 511,430 8,512,020 theImmigrants provincial average but the provincial average is 166,630 3,398,725 heavily Before influenced 1991 by the large number of immigrants 111,640 1,884,440 arriving in Toronto in the period after 1991. 1991 - 2006 54,995 1,514,285 Non-permanent residents 5,385 118,150 Pre 1991 over Post 1991 immigrants 0 1.2 : 1 4. integrating culture in city planning 54

Visible Minorities

In 2001, one in ten people in Hamilton was a visible minority. In 2006, this figure is closer to one in eight. South Asian, Black, and Chinese comprise the largest identities, but the fastest increases in the past five years have come from South Asian, Southeast Asian, West Asian and Arab identities.

In addition, Hamilton’s aboriginal population 2006increased Percent of 2001 Percent of Percent between the 2001 and 2006 censuses by 1620Number population Number Population Increase persons, a 22% jump. This is particularly noteworthy 2001 - 2006 Griffin House National Historic Site - Hamilton givenChinese Hamilton’s extensive pre-European history11,660 with 1.7 8,995 1.4 24.2 Civic Museums the Iroquois, Seneca, Mohawk, Oneida, Onondaga, Cayuga,South Asian and Huron First Nations active in the19,970 Hamilton 2.9 14,285 2.2 34.0 area.Black 16,480 2.4 12,850 2.0 22.9 Filipino 4,880 0.7 4,950 0.8 5.5 Latin American 6,755 1.0 4,945 0.8 30.9 Southeast Asian 6,805 1.0 4,910 0.8 32.8 Arab 6,500 1.0 4,490 0.7 38.8 West Asian 3,915 0.6 2,370 0.4 58.3 Korean 2,255 0.3 2,030 0.3 6.5 Japanese 1,415 0.2 1,165 0.2 16.4 Visible minority, n i.e. 1,340 0.2 2,005 0.3 35.9 Multiple visible minority 2,315 0.3 1,390 0.2 59.6 Total visible minority population 84,295 12.3 64,380 9.8 25.5

2006 2001 Delta Percentage Increase Aboriginal population 8,890 7,270 1,620 22.3 4. integrating culture in city planning 55

Despite its diversity, a high number of Hamiltonians still hail on the other hand, were identical to the provincial figure from more traditional backgrounds: in the 2001 Census, in payments per month. Of the married or common-law three out of ten Hamiltonians claimed to have sole ethnic households, there are proportionally more without origin from the British Isles, a fairly high figure in provincial children in Hamilton than in the rest of Ontario. terms. Post secondary institutions such as Mohawk College of On the topic of religion, Hamilton is not significantly Applied Arts & Technology, Redeemer University College different from provincial distributions. There are slightly and McMaster University, add a substantial number of more Catholics and Protestants, but fewer people of relatively transient young people to Hamilton’s social Muslim, Sikh, Buddhist, Hindu and Jewish faiths. The fabric. Of Hamiltonians aged 15 and older, over 84,000 influence of urban Toronto on the provincial numbers is were enrolled in full or part-time studies, representing again a factor, but overall Hamilton is very similar to the nearly 13% of the total population. rest of the province. In 2006, the Census introduced breakdowns of Major field A Transient Population and the Role of Students of study.

Despite mobility data (‘years at same residence’) being Conclusion similar to the provincial average, other indicators show a The Census data provides a snapshot of Hamilton’s more transient population in Hamilton. There are slightly population and demographics that have significant more one-person households and median rental implications for the development of Hamilton’s Cultural payments cost $736 per month, well below the provincial Policy and Plan and will need to be examined in more median of $801. Payments for owner-occupied dwellings, detail in the Phase 2 process.

Degree Number Education 18,850 Visual and performing arts; and communications technologies 10,120 Humanities 15,195 Social and behavioral sciences and law 30,395 Business; management and public administration 58,505 Physical and life sciences and technologies 9,425 Mathematics; computer and information sciences 10,650 Architecture; engineering; and related technologies 65,445 Agriculture; natural resources and conservation 4,005 Health; parks; recreation and fitness 41,605 4. integrating culture in city planning 56 The City of Hamilton’s Strategic Themes for Phase 2 Strategic Theme One: CREATIVE HAMILTON Official Plan, completed in In researching and analyzing existing City of Hamilton plans and strategies a range of themes emerged that Hamilton’s leadership in creative economy building is June, recognized the provide opportunities to embed culture in Hamilton’s continuing to grow and be recognized by those creative cultural sector as planning system. The first opportunity to integrate associated with municipal cultural planning as evidenced culture into planning processes is to extend the reach in the previously referenced report Ontario in the one of the key clusters in and impact of plans by including the concept of culture Creative Age. The City of Hamilton’s Official Plan, the city’s economy. and cultural assets in planning discussions. Culture can completed in June, recognized the creative cultural add value and yield stronger outcomes across a wide sector as one of the key clusters in the city’s economy. range of planning domains. The second opportunity In addition visionary projects such as the Hamilton that flows from a fuller integration of culture is to tap Creative Catalyst Project are helping regenerate the resources and energies in other planning fields to downtown and redefine Hamilton’s image of itself.18 support the further development of cultural assets in The 3T’s of Economic Development Hamilton. The research behind the development of the Strategic As a starting point for examining the larger context and Themes is outlined in the Statistical Research Report the development of the Cultural Policy and Plan for (Appendix C), Planning Document Resource List Hamilton, an initial analysis of Hamilton’s performance (Appendix H) and Overview of Hamilton Plans and on the 3T’s19 (Technology, Talent, Tolerance) of Strategies (Appendix I). Final results of the research Economic Development yields mixed results. Richard and analysis of the planning context in Hamilton are set Florida has identified that the 3T’s are essential to out in the Planning Context and Themes (Appendix J). attracting and retaining creative capital and building creative economies. Outlined below are definitions of All these opportunities will inform the development of the 3T’s as well as applications for Hamilton. a Cultural Policy and Plan for Hamilton in Phase 2 of the OCC Project. The three overarching Strategic The first T refers to Technology. In this context, Themes that were identified in Phase 1 for further technology is the environment and strategies that examination in Phase 2 are as follows: encourage innovative processes and technologies to ensure products are successful and sustainable in the • Strategic Theme One – Creative Hamilton; market. • Strategic Theme Two – Culture Feeds In the area of technology, Hamilton ranks 9th overall Sustainability; and, (near bottom of its peer group). While having made The Player by John Lewis, Chedoke Twin Pad • Strategic Theme Three – Cultural Sector enormous progress in the areas of high-tech industries Arena - Art in Public Places Collection Development. and innovation, Hamilton’s economy is still weighted in older forms of production. 4. integrating culture in city planning 57

The second T refers to Talent. In this context, talent is Hamilton to the City’s goals related to creative the ability of individuals to transfer their talents into economy building, considerations should be given to: high value economic activities and occupations. Generally, regions that are welcoming to diverse groups • Examine opportunities to expand Hamilton’s of people will cultivate an environment which is base of creative talent in creative industries and conducive to creativity. technologies;

In the area of talent Hamilton ranks 4th overall among • Establish cross-departmental staff working its peer regions (3 others in the U.S.) which is based on groups to build the shared understanding the share of the workforce in the Creative Class. needed to maximize opportunities in the McMaster University’s Centre for Continuing Though the city is failing to attract and retain people creative economy; Education with a post secondary degree such as a B.A. (or higher), it appears that the talent numbers for Hamilton • Identify additional planning and investment are remaining constant. opportunities for both profit and non-profit to participate in cultural programs and initiatives, The third T refers to Tolerance. In this context, creative catalyst projects and infrastructure; tolerance is a city’s capacity to create an environment of openness to a multitude of perspectives and • Facilitate the incubation of ideas in the creative diversity of people. cultural industries; and,

Hamilton is heavily influenced by a strong immigrant • Strengthen linkages between the Community culture with almost one quarter of the population Services Department, Public Works being foreign born. Department and the Planning and Economic Development Department to collaborate and Hamilton ranks 2nd overall on the composite Tolerance form economic planning teams such as the Index, a positive sign for the region. Hamilton Economic Summit team.

Considerations for Phase 2 Hamilton is already well on its way in recognizing and encouraging creative and knowledge-based industries as a source of wealth creation. Hamilton’s health care sector now exceeds the steel industry as the largest employer; education, government services and technology sectors are also developing rapidly. Planning for creativity is also apparent in City’s plans related to ‘clusters of innovation’ or industry clusters in Hamilton. In order to connect the Cultural Policy and Plan for 4. integrating culture in city planning 58

Strategic Theme Two: CULTURE FEEDS SUSTAINABILITY 3. Provision for self-determination through public involvement in the definition and development The City of Hamilton has a strong commitment to of local solutions to environmental and integrated planning to support community sustainability development problems. and has adopted Vision 2020 to guide community development. Cultural vitality is essential to a healthy 4. Achievement of equity with the fairest possible sustainable society. The community has recognized Arts sharing of limited resources among and Heritage as a key theme area for Vision 2020. The contemporaries and between our generation development of a Cultural Policy and Plan offers and that of our descendants. opportunities to renew and develop new key Vision 2020 goals and indicators. Considerations for Phase 2

1. Building Capacity to Support Integrated In examining ways in which a Cultural Policy and Plan Sustainability Planning for Hamilton could address integrated planning goals and approaches consideration should be given to: Sustainability is a strong theme in City of Hamilton planning. The City’s 2008 Strategic Plan envisions the • Develop cultural measures and indicators to City of Hamilton as a complete community: “The best support an integrated planning approach for Mannequin with Rose by Daniel Davelaar, East place in Canada to raise a child, promote innovation, the City (e.g., municipal performance Kiwanis Place, Ottawa Street North - City of engage citizens and provide diverse economic measurement, environmental impacts). The Hamilton Art in Public Places Collection opportunities”. measures and indicators could be used to As previously identified, Vision 2020, describes the quantify the impacts/benefits of infrastructure City’s vision of a strong healthy, sustainable Hamilton development, regeneration and land-use shared by citizens, City Council, businesses and projects; and, organizations. Since its adoption in 1992, Vision 2020 defines goals, strategies and actions for achieving • Work toward developing consistent language sustainability built on four principles: and vocabulary to integrate culture in the City’s overall policy development and planning 1. Fulfillment of human needs for peace, clean air processes. and water, food, shelter, education, arts, culture, and useful and satisfying employment.

2. Maintenance of ecological integrity through careful stewardship, rehabilitation, reduction in wastes and protection of diverse and important natural species and systems. 4. integrating culture in city planning 59

The following section identifies opportunities to build the general awareness of the importance of design and Case Study: the Cultural Policy and Plan into integrated planning for heritage from a function, image building, identity sustainability in Hamilton. Strategic Theme Two, building, and aesthetic point of view. The Cultural Policy Applications of Cultural Creative Hamilton, identifies opportunities to bring and Plan provides an opportunity to increase Planning in Land Use Planning - culture into planning for the economy. The following understanding of the value of placemaking in reaching sections focus on environmental sustainability, social many of Hamilton's goals and realizing the potential of Regional Municipality of equity and cultural vitality. the City. Niagara

One example of the creative use of 2. Culture and Environmental Sustainability cultural planning in support of land use planning and enhancing the public An important opportunity in Phase 2 will be identifying opportunities for culture to be integrated in all aspects realm has been undertaken by the of land-use and infrastructure planning and urban Regional Municipality of Niagara. design in Hamilton. The inclusion of cultural planning One facet of the development of a will support the City’s ambition to be a vibrant cultural centre with creative hubs, precincts and distinctive Community Improvement Plans for the cultural industry clusters. The support and Region was establishing a public-private development of cultural resources is central to building sector partnership to invest in public an aesthetic, vibrant and ‘liveable’ urban city, complete art. communities and rural areas with unique heritage and cultural attributes. Enhancements to the public realm through this program were cited as Planning for the stronger inclusion of culture in land use consistent with principles set out in the Touchdown by Tony Gzellmann - City of Hamilton Art in planning, urban design, and public works projects relates Public Places Collection Province’s Places to Grow legislation. directly to planning for the public realm. The public Specifically the program supports realm is the existing and potential elements of a city Smart Growth Principle # 5: To foster that are primarily in public ownership, and generally Casedistinctive, Study: attractive communities with used by all in everyday life. This includes urban parks, a strong sense of place. open spaces, downtown public spaces, streetscapes and pedestrian or vehicular corridors. These prominent and visible aspects of an urban setting fundamentally shape livability, economic vitality, aesthetic quality, and the character of the pedestrian environment. In the public realm, culture is expressed through the design of place and the unfolding of social interactions.

The City has new powers through the Planning Act to regulate exterior design of buildings and an increase in 4. integrating culture in city planning 60

Considerations for Phase 2 • Link cultural planning and land-use planning to There is a growing other environmental and neighbourhood movement in contemporary In examining ways in which a Cultural Policy and Plan initiatives; for Hamilton can advance goals related to land use and planning practice that environmental sustainability, considerations should be • Identify cultural infrastructure needs that could recognizes the imperative given to: capitalize on government funding opportunities; and to create compact, • Develop tools and planning capacity to include complete communities that culture in public works project planning • Explore opportunities to integrate culture in (capital, transit, beautification etc.). and land-use the work of Volunteer Hamilton’s Bay Area are rooted in a sense of planning for complete communities (mixed- Leadership program. The Bay Area Leadership place, that cherish use, nodes and corridors; creative industry Program brings together professionals in clusters, cultural hubs, downtown and Burlington and Hamilton to examine challenges distinctiveness, and that neighbourhood revitalization); in the areas of social, economic and embrace sustainable environmental issues. • Include Culture Division staff and cultural approaches to land use sector representatives in the review of planning projects, public works projects, development 3. Culture and Social Equity planning and urban design. 20 applications, secondary plans and studies etc.; a) Hamilton as the Education City

• Explore the feasibility of including culture in In 2004 a Mayor’s Roundtable was initiated in Jennifer Keesmatt, Office for Urbanism Environmental Class Assessments to measure partnership with the Industry-Education Council of impacts/benefits for development and land-use Hamilton. Comprised of senior leaders from projects; Hamilton’s educational institutions, the team identified Hamilton’s strengths as an Education City with the • Develop and implement public art policies and potential to develop the city’s creativity and human strategies to enhance urban design and the capital. A Cultural Policy and Plan for Hamilton must public realm; support and advance this vision.

• Include culture in creating a balance of services • People: This is the story of education as the which promote ‘live/work/play in mixed-use source of human capital - Hamilton’s and destination areas; reputation as a prominent education city where learning leaders, faculty, students and • Include cultural elements in urban nodes21 and graduates actively contribute to building local corridors development22; prosperity. 4. integrating culture in city planning 61

• Research: This is the story of discovery and Considerations for Phase 2 Today it takes more than innovation - Hamilton’s capacity as a leading In examining how a Cultural Policy and Plan could physical infrastructure to education city in key research fields such as contribute to advancing the City of Hamilton’s goals in health sciences, engineering, biotechnologies, the area of education consideration should be given to: create an attractive advanced manufacturing, the environment and business environment. social development. • Explore opportunities to connect creative industries and creative clusters with Hamilton’s • Communities also need to Trades and Technology: This is the story of our educational institutions to promote innovation, skills training and high-tech capabilities - talent, attraction and retention of youth, offer access to human Hamilton’s capacity as a leading education city immigration retention, among others; capital and research to train highly qualified skilled trades people and to provide technological solutions to meet • Examine opportunities to connect youth, new output, and provide the needs of local industry. immigrants and diverse communities with creative industries and creative clusters • networks - social, Transitions: This is the story of ready and employment and educational opportunities; affordable access to learning at all stages of professional and development - Hamilton’s capacity as a leading • Examine the potential to develop programs telecommunication - education city to provide an integrated that connect the creative cultural industries approach to help people (from the early years with educational, skills and training programs required to build vibrant through to seniors) transition through life. for those with mixed post-secondary and industry related education and experience; economic clusters. • Globalism: This is the story of our local learning system advancing diversity, immigration • Explore apprenticeship and alternate learning Hamilton: Education City and integration - Hamilton’s reputation as a programs between the creative cultural leading education city that welcomes industries and other industry clusters, post- Discover Our Learning Advantage newcomers.23 secondary institutions and the Hamilton Training Advisory Board; Ontario in the Creative Age completed extensive • Examine opportunities to build and establish analysis of the new competencies needed to more formal partnerships/collaborations succeed in the creative age. Many of these skills and between the Cultural Division and Hamilton talents the report identifies as core competencies Training Advisory Board, Job Prosperity in the creative economy are those fostered in the Collaborative, Skills Development Flagship, creative cultural industries and cultural sector: the Employment Assistance Research Network and capacity to continuously innovate and think the Planning and Economic Development creatively outside of existing assumptions and Department to link education and training with norms; analytical abilities and the ability to work industry cluster development; with concepts and ideas; sensitivity to context and emotional intelligence, among others. 4. integrating culture in city planning 62

Considerations for Phase 2 • Identify current and potential partnerships/ Case Study: In connecting a Cultural Policy and Plan for Hamilton to collaborations with social service agencies, goals related to advancing social equity and inclusion, Hamilton Creative Catalyst employment and labour market, educational, consideration should be given to: Project (HCCP) innovation and infrastructure initiatives to capitalize on shared resources and streamline • Invest in a community engagement process for Hamilton is undergoing a remarkable initiatives; and, transition, as the local economy expands Phase 2 that reflects a commitment to diversity and inclusion. A variety of marketing tools should from traditional manufacturing to more • Leverage opportunities through the Public be used to engage residents who may have been knowledge-based and creative industries. Works Department to extend the use of under represented in the past, including diverse To support this shift, the Imperial Cotton interpretive signage in parks, trails and open communities, youth and seniors groups; Centre for the Arts (ICCA) launched spaces when the opportunity presents itself in the Hamilton Creative Catalyst Project highlighting the history or culture of an area. • Engage diverse communities in expanding (HCCP) and attracted the City of cultural mapping to identify the full range of Hamilton’s cultural assets; Hamilton as a partner. A creative catalyst will be a physical space that would attract b) Hamilton as an Inclusive City • Develop partnerships and work toward and encourage the economic As noted earlier, Hamilton has the third highest connecting cultural plans and actions to existing development of Hamilton’s Creative proportion (25%) of foreign-born citizens after efforts in this area such as: Corporate Equity Industries. It would occupy a large, Toronto (44%) and Vancouver (38%). This diversity and Inclusion Policy, Cultural Roundtable for iconic building (or buildings in a precinct) provides great opportunity, but also poses the Poverty Reduction, Settlement and Immigration Services Organization, Jobs Prosperity downtown with an educational/cultural challenges faced by all Canadian cities in ensuring Collaborative Network, Local Immigration institution as an anchor. This facility could equity and access to such a diverse community. For example, like many Canadian cities, there remains Partnership Council, Hamilton Centre for Civic also house a contemporary multi- Inclusion, Human Services Planning, Skills purpose performance/rehearsal space, higher levels of unemployment amongst recent immigrants compared to Canadian born but recent Development Flagship and the Community offices, studios, retail and hospitality uses. immigrants have high levels of education (23% with Services Department’s Public Service Value Tenants could include established or new a B.A. or higher).24 Chain approach; and, businesses defined as creative industries • Establish formal and informal communication (e.g. music, film, design, digital media A Cultural Policy and Plan for Hamilton must links with current and emerging youth and production) or any business that would clearly embrace a broad and inclusive definition seniors’ networks such as Youth Engagement and benefit from co-locating with creative and understanding of culture and heritage, one that Action in Hamilton Network, the Youth Advisory people and businesses, and new values and celebrates diverse cultural traditions, Council for the City of Hamilton, the Hamilton enterprises. The building and the forms of expression and cultural heritage. Council on Aging and the City of Hamilton programming within it would be Seniors Advisory Committee. designed to encourage interaction amongst the tenants, with the street and the surrounding community. 4. integrating culture in city planning 63

4. Cultural Vitality - Hamilton as a Proud and and sense of place using social media tools Canadians feel great pride United City and strategies; in the places in which they In a global world, place identity has become increasingly • Consider how to leverage Hamilton’s unique live, a pride that goes important in attracting and retaining people. industrial identity as a powerful story to be beyond economic Neighbourhoods, cities, regions and countries all vie for told in promoting the city’s unique identity and defining a one-of-a-kind authenticity to attract people, sense of place, and to attract tourists; and, achievements, social investment and visitors. There is growing recognition of equality and natural the strong role that can be played by cultural mapping • Examine best practices in other cities that and cultural planning in discovering and articulating a have used the community’s unique culture and wealth…their citizens… community’s unique identity and sense of place. Today, identity to create marketing and place as places compete for talent, investment, tourists and branding initiatives. need to feel connected with profile, every community must up its game and tackle each other and to enjoy a the fundamental questions: Why choose here? What sense of shared community makes us unique? identity. That community Hamilton is an amalgamated municipality and the city has many unique assets and stories to tell. The identity is the basis of what community engagement process proposed for Phase 2 we mean by culture, and of the OCC Project provides an opportunity to invite the community into a conversation about what makes our sense of who we are in Hamilton unique.

our communities is our Hamilton is an amalgamated municipality and the city cultural identity. has many unique assets and stories to tell. The community engagement process proposed for Phase 2 of the OCC Project provides an opportunity to invite the community into a conversation about what makes External Advisory Committee Hamilton unique. on Cities and Communities in Canada, 2006 Considerations for Phase 2 In exploring how a Cultural Policy and Plan could contribute to increasing cultural vitality, consideration should be given to:

• Use the community engagement component Gore Park Fountain of Phase 2 to invite people in Hamilton into a conversation about the city’s unique identity 4. integrating culture in city planning 64

Strategic Theme Three - CULTURAL SECTOR examination of leading practice.25 The following were DEVELOPMENT strong themes to emerge from the study: • The City of Hamilton has a proud tradition of Implementing a cultural lens – cross- leadership in its support for local cultural development. departmental integration of culture is the The development of a Cultural Policy and Plan offers essence of municipal cultural planning but is an opportunity to move the City’s leadership to the challenged by existing administrative structures next phase through integrated investment strategies and planning regimes. Success stories and best and actions to build sectoral capacity and practices are needed to support overcoming connectedness. Phase 1 of the OCC Project offers these barriers. examples of leading cultural planning practice in other municipalities that will be further developed in Phase 2 • Cultural mapping - support is needed to help of the OCC Project. municipalities build cultural mapping systems Fieldcote Memorial Park and Museum - Hamilton and capacities as the foundation for Civic Museums implementing municipal cultural planning. 1. Strengthening the City of Hamilton’s Role in Cultural Development • Municipal resourcing – municipal cultural planning expands expectations of municipalities Municipal cultural planning demands a holistic vision roles and responsibilities both inside and and perspective that requires municipal councils and outside government. While much can be staff to rethink ‘what culture is’ and how a municipality achieved through better leveraging existing supports its development. Municipal cultural planning human and financial resources, ultimately some poses challenges for all municipalities and may not fit level of new investment is required in order neatly into existing administrative structures. that the potential of municipal cultural planning to be realized. Hamilton is modeling a progressive approach to culture and cultural development. The next phase of the OCC • Skills and competencies – in Canadian project will provide the opportunity to capitalize on municipalities, the majority of staff positions cultural sector support through the creation of a dedicated to culture are also tied to direct Cultural Policy and Plan. program delivery. The skills and competencies needed to integrate culture in planning systems A recently completed study prepared by AuthentiCity differ from those needed in program delivery. for the Ontario Ministry of Culture examined the These differences must be acknowledged and current state of municipal cultural planning practice in addressed through accurate job descriptions as Ontario. The study was based on a survey of well as training and professional development municipalities conducted through the Association of for staff. Municipalities of Ontario, extensive interviewing and an 4. integrating culture in city planning 65

2. Partnerships and Collaboration Ways and Community Foundations, and However much the City post-secondary institutions. expands its capacity to However much the City expands its capacity to support and advance cultural development through its 2. Working Groups – task-based working support and advance own resources and efforts, success ultimately requires groups established to address specific cultural development building partnerships and collaboration between the actions; members of the Working Groups municipality and its business and community partners. may include members of the Cultural through its own resources Roundtable but draw primarily on relevant and efforts, success Leading municipalities, in moving to implement cultural knowledge and interests in the community. plans, recognize the value of some form of cross- ultimately requires building structural and multi-sector form of leadership that 3. Cultural Summits – annual events that partnerships and ensures the plan remains a ‘living document’ rather than bring the larger community together to a static report. These forms of leadership are not celebrate successes and identify strategic collaboration between the constituted or mandated Cultural Advisory issues and priorities for the coming year. municipality and its Committees. Rather this form of leadership is an action-focused entity dedicated to ensuring the Cultural business and community Policy and Plan is a constantly-evolving document and a 4. Issue-based community forums – events source of inspiration and leadership as new ideas and convened by the municipality or the partners. opportunities emerge. Cultural Roundtable to engage the community in discussion about specific OCC Phase 1 Report There are a number of leadership models that have issues or opportunities. proven to be effective for various Canadian municipalities. There is no right or wrong model—each community will adapt and shape their leadership model to meet the needs of their particular community. One leadership model that has been implemented successfully in a number of Ontario municipalities Community Engagement & Expertise consists of the following four elements.

1. A Cultural Roundtable – a strategic Working Working leadership group with members from the Group Cultural Group six crucial contributors to the municipal Roundtable cultural planning process: Council, Working Working municipal staff, representatives of the Group Group creative and cultural sector (broadly Working defined), the business community, Group community agencies such as local United 4. integrating culture in city planning 66

3. Strengthening Connectivity workers collaborate on a movie and then disband, repeating this cycle over and over We know that one of the biggest challenges facing the again. Business networking is required to development of the creative cultural industries is lack of form these new collapsible alliances. connectivity. Many people working in the creative sector work independently. Creative work thrives best when Considerations for Phase 2 people are provided with opportunities to ‘bump into’ one another generating new ideas, products and In addressing creative cultural sector development in a services. Three kinds of connectivity can be identified. Cultural Policy and Plan, consideration should be given to the following issues: 1. Digital connectivity – many municipalities experience uneven broadband access • Examine leading practices for cultural investment across their cities; this reduces the capacity strategies in other municipalities that support for people to work at a distance from larger the development of sustainable and vibrant centres and can reduce connections and creative cultural sectors; interaction. Solving the digital divide will go • Explore examples of effective cultural a long way to growing the creative partnerships linking libraries, cultural economy; organizations and related programs; 2. Social connectivity – many people in the • Examine the establishment of a Cultural creative sector work independently, often Roundtable and shared governance system to from home, making them somewhat support the implementation of the Cultural invisible – to one another and to the larger Policy and Plan and support ongoing cultural community. Creative work thrives when development efforts; people are provided with opportunities to • Develop cross-sectoral partnerships with ‘bump into’ one another (e.g. through foundations such as the Hamilton Community common work space, networking events Foundation etc and funders such as the United etc) generating new ideas, products and Way etc and other corporate funders/sponsors, services. Fostering networks and business enterprises, and service organizations connectivity with creative workers in to encourage investment in the cultural sector; creative industries is needed both within and across communities; and, 3. Business connectivity – the vast majority of creative businesses are small and medium sized enterprises requiring collaboration and shared investment. Creative economy work often results in short term project teams assembling and disassembling, not unlike the Hollywood model where skilled

occ phase 2 a cultural policy & plan for Hamilton

Photograph by Graham Crawford Door hinge at St. Mark’s Church occ phase 2: a cultural policy and plan for Hamilton 69

The City of Hamilton has undertaken one of the most engagement in Phase 2. The intent is not to prescribe Canada’s cities will be comprehensive approaches to the development of a the final vision but rather serve as a catalyst for models of environmental, municipal cultural plan that has the potential to initiating conversation. establish a new benchmark for cultural planning in economic, social and Canada. This potential will only be realized if Phase 2 of The City of Hamilton will be guided by the following cultural sustainability. They the OCC is undertaken in as comprehensive and principles related to culture in recognizing culture’s thoughtful was as Phase 1 and will require adequate contribution and importance to our future as a will build on their distinctive staff and financial resources as described below. community. human, cultural, historical Based on the work completed in Phase 1, Phase 2 will • We understand the creative industries as an and natural characteristics. develop a Cultural Policy and Plan for Hamilton that: important and rapidly expanding source of economic growth, employment and wealth • Establishes a vision of culture for the City of creation. Hamilton; • We see cultural planning as an essential • Defines a mandate to guide the City’s role in Prime Minister’s External Advisory dimension of planning for sustainability, alongside cultural development; Committee on Cities and Communities social, economic and environmental • Confirms policies and supporting principles to considerations. guide planning and decision-making; • We see our rich heritage, diversity, creativity and • Sets out concrete strategies and action to be culture playing a major role in defining Hamilton’s implemented by the City in collaboration with identity nationally and globally. its business and community partners; • We understand culture as a source of • Defines operational plans and performance community pride and central to making Hamilton measures for these strategies; a complete community where people want to • Confirms a mandate with prioritized core live, work, play and invest. business areas and capacity needs for the • We value artists and creators as essential Culture Division. sources of new ideas, innovation and technologies important to our future. Draft Principles • We believe the diversity of cultures in our Phase 1 of the OCC Project involved extensive community is a source of strength and central to research and consultation with the Project Steering our values of inclusion and equity. Team representing multiple municipal departments and strategic community partners. An essential outcome of • We value creativity and culture as central to Phase 2 of the OCC Project will be the definition of a making the downtown a social, economic, and vision and set of principles to guide cultural cultural hub of the community. development in Hamilton. As a result of Phase 1 of the • We support a dynamic cultural sector of OCC Project, the following draft principles are organizations and enterprises working together proposed to begin the broader community toward shared purposes and capacities. occ phase 2: a cultural policy and plan for Hamilton 70

OCC Phase 2 - Leadership and Resourcing 5. Social agencies - will vary but can include Community Foundations, United Ways, Social Realizing the potential of Phase 2 of the OCC Project Planning Councils, etc. requires the City to play the same leadership role that has guided Phase 1. Three groups are envisioned 6. Education institutions - Participation from local playing critical leadership roles in Phase 2 as follows: school boards and post-secondary institutions.

Cultural Resource Mapping Partnership In other municipalities, members of a Project Steering Team often continue as members of cross-sectoral The Cultural Resource Mapping Partnership will include leadership groups or Cultural Roundtables. representatives from relevant City departments and community partners. The Cultural Resource Mapping Interdepartmental Working Group Partnership will oversee the next phase of cultural mapping and support the ongoing management and The Interdepartmental Working Group will include development of the City’s cultural mapping capacities. representation from across City Departments to identify opportunities for the integration of municipal Project Steering Team cultural planning principles and practices in the ongoing work of the City. The Project Steering Team will include staff from across City of Hamilton departments and representatives from the community led by the Culture Division, Community Services Department. The Project Steering Team will oversee the planning and implementation of Phase 2. A useful framework for considering members of the Project Steering Team is the following “six pillars” or core constituencies of municipal cultural planning as follows:

1. Council – one or more council members 2. Municipal staff - staff from across a range of Pagoda Restaurant, King Street East at John Street North departments 3. Cultural leaders – from across the arts, heritage, libraries and creative industries. 4. Business community - Chambers of Commerce, BIA’s, Economic Development Agencies.

Photograph by Graham Crawford occ phase 2: a cultural policy and plan for Hamilton 71

A Planning Process and Engagement Strategy proposed timelines, resource requirements, Case Study: partnership needs, etc. The Project Steering Team in collaboration with the Hamilton Economic Cultural Resource Mapping Partnership will determine • Community Forum Two – This event is a final Development Creative the detailed process for Phase 2. One model that has opportunity for the community to review the draft plan; the underlying question is: “Did we Industries Strategy worked effectively in other municipalities is the following: get it right? What did we miss? The new Economic Development • Internal Engagement – this involves continued Strategy recognizes Creative Industries as discussion and engagement across Using a broad process framework such as that outlined a key part of Hamilton’s future success. departments and involves regular briefings for above, the Project Steering Team should develop This continues a significant shift in how the Senior Management Team and Council; detailed plans for a community engagement process to Hamilton defines and supports its support Phase 2 of the OCC Project. The process broader economy. • Prepare a Discussion Paper – based on the must make use of a range of engagement tools and findings from Phase 1 and further discussion options and make use of tools such as websites and The role of Creative Industries was and input from the Project Steering Team, a other social media tools (see below). initially recognized by the City of Discussion Paper is prepared synthesizing Hamilton through the 2005 Economic Engagement strategies must acknowledge systemic major themes and opportunities to frame barriers to participation that exist among some groups Development Strategy with the community engagement; in the community – in some instances groups such as identification of ‘Film and Culture’ First Nations, youth, recent immigrants and diverse • industries as a unique emerging cluster in Community Forum One - This event seeks to communities – who may not have a tradition of the city. Within the 2010 Economic engage the broadest possible cross-section of participating in formal municipal planning processes. Development Strategy, the broader stakeholders and community interests. Targeted engagement tools and methods can be used sector of Creative Industries is identified Discussion at the Forum remains at the level to draw groups into the conversation. For example, which includes other areas of local of the Strategic Themes and directions not, at youth may be more apt to participate in on-line strength such as music, design, and visual this stage, specific strategies and actions. The discussion groups or Facebook and other social media Forum helps confirm and/or refine the art. After consultation with members of tools. Strategic Themes and can also invite the creative community, the sector’s participants to identify actionable steps for the strengths and weaknesses were identified various themes using break-out working along with opportunities and constraints. groups; Short and long term initiatives have be formulated that target how the City of • Draft Cultural Policy and Plan – A draft Hamilton will help grow the Creative municipal cultural policy and plan is prepared Industries sector locally. based on Forum results, website input and further discussion with both the Project Steering Team. The draft policy and plan sets out detailed directions and actions with occ phase 2: a cultural policy and plan for Hamilton 72

Community Identity Mapping and Community Engagement

What is exciting about cultural mapping is the opportunity to engage individuals and whole communities in extending and amplifying a cultural planning process. For cultural planners, a perfect storm of opportunity has emerged from the simultaneous rise of social media, the new social activism and local resident’s discovering and the assets within their own cities. Furthermore it means that more and more people are interested in the uses of cultural planning and they have the tools to contribute in meaningful ways.

The prevalence of internet and mobile communications makes social networking readily available to a large number of people, generally at an affordable cost. According to a March, 2009 study by Nielson Online, blogging and social-networking sites like Facebook and Twitter are now the fourth most popular on-line activities (outpacing email) and growing twice as fast as searching, the first choice of web-based activities. The biggest surge in users of “member community” websites like Facebook and MySpace was in the 35- to 49-year-old age group. Facebook alone boast 175 million users worldwide.

The breadth and versatility of the social and interactive toolset continues to grow exponentially – from blogs to community-created Google Maps. Here are just a few examples of low-cost, simple-to-implement techniques that are useful to consider: occ phase 2: a cultural policy and plan for Hamilton 73

Phase 1 of the OCC Project has initiated a process of Stories and narratives mapping and exploring Hamilton’s unique identity and should be sought that sense of place. Social media tools provide opportunities to broaden a community conversation honour the past; profile the about these powerful ideas. The community can be present, and envision the invited to offer their own perceptions and stories about what makes Hamilton a unique place to live, work, play future. and invest. Stories and narratives should be sought that honour the past; profile the present, and envision the OCC Phase 1 Report future.

Stories gathered in community workshops can be converted digitally to develop thematic cultural maps that become a powerful visual representation of local culture and identity. Community defined maps can be complemented through historical and contemporary photos, videos and graphics from archives and local collections. Community workshops can also act as a forum for networking and relationship building.

The community storytelling and identity mapping process must be sustainable. A meaningful map resource should not be static rather contain features that allow for customization and continuous updating. Part of the engagement strategy must be to encourage diverse stakeholders to contribute to the mapping process through the use of easy-to-use on-line tools that enable users to add to or “filter” map information for various uses.

Here are examples of resources that can be used and adapted to support customizing regional maps. This type of strategy enables different communities within the area and stakeholder groups with different needs to create value-added and context-specific information to serve diverse needs and interests, from environmental and heritage to cultural and commercial. occ phase 2: a cultural policy and plan for Hamilton 74

One simple example of some of these tools can be found at: http://blogto.com/neighbourhoods occ phase 2: a cultural policy and plan for Hamilton 75

Hamilton Then and Now Part of the work on community identity mapping undertaken in Phase 1 of the OCC Project has involved collecting a series of historical and contemporary maps that illustrate some of the themes set out in the historical narrative. The combining of maps and photographs and narratives will help build a rich context for community engagement in Phase 2.

1893

ca. 1915

ca. 1950 endnotes 76

City. Additional work on this asset category will be 1. Martin Prosperity Institute (April 2009). a priority in Phase 2 of the mapping process. Benchmarking Project: Ontario Competes. Ontario in the Creative Age 9. The Framework was adopted in 2004 after a review of leading cultural statistics programs 2. The Framework was adopted in 2004 after a internationally and extensive consultation with the review of leading cultural statistics programs Canadian cultural sector http://www.statcan.gc.ca/ internationally and extensive consultation with the pub/81-595-m/81-595-m2004021-eng.pdf Canadian cultural sector http://www.statcan.gc.ca/ pub/81-595-m/81-595-m2004021-eng.pdf 10. Sources of information are updates from the Statistics Canada survey program and the Business 3. The definition of Natural Heritage set out in the Number registration source collected from the Cultural Resource Framework includes only a Canada Revenue Agency (CRA). portion of the natural heritage resources of the City. Additional work on this asset category will be 11. Both charts from Martin Prosperity Institute a priority in Phase 2 of the mapping process. (April 2009). Ontario in the Creative Age

4. Leadership on these issues was cited in the 12. FedNor, Prince Edward County/Lennox & September 2009 issue of the Globe and Mail’s Addington Community Futures Development Report on Business in an article entitled Save This Corporation (June 2009). Canada’s Creative City. Corridor: Connecting Creative Urban and Rural Economies Within Eastern Ontario and the Mega 5. Culture; Municipal Affairs and Housing; Economic Region. Development; Tourism; Citizenship; Ontario Ministry of Agricultural and Rural Affairs 13. Ontario Ministry of Finance, Investments to (OMAFRA); Northern Development and Mines) Create Jobs Tomorrow retrieved from http:// www.fin.gov.on.ca/english/budget/ontariobudgets/ 6. This framework was first defined by the Ontario 2009/bk_jobstomorrow.html Heritage Policy Review (1990) 14. The Conference Board of Canada (2008). 7. Council for Aboriginal Reconciliation, (1994) Valuing Culture: Measuring and Understanding Valuing Cultures: Recognising Indigenous Cultures Canada’s Creative Economy as a Valued Part of Australian Heritage, Canberra 15. Ibid. pg. 3 8. The definition of Natural Heritage set out in the Cultural Resource Framework includes only a 16. Richard Florida (2008). Who’s Your City? portion of the natural heritage resources of the Random House Canada. endnotes 77

17. Beautiful Places: The Role of Perceived Aesthetic linear focus for activities and uses within the Beauty in Community Satisfaction. Working Paper community. (City of Hamilton Official Plan, 2009) Series: Martin Prosperity Research. Prepared by: Richard Florida, University of Toronto, Charlotta 23. MyHamilton. Hamilton Education City retrieved Mellander, Jönköping International Business School, January 2009 from http://www.myhamilton.ca/ Kevin Stolarick, University of Toronto March 2009 myhamilton/EducationAndCareers/educationcity/ abouteducationcity. 18. Leadership on these issues was cited in the September 2009 issue of the Globe and Mail’s 24. Canadian Labour and Business Centre Report, Report on Business in an article entitled Save This 2005. City. 25. Ontario Ministry of Culture (2009). 2008-2009 19. Hamilton’s Performance on the 3Ts of Municipal Cultural Planning Survey Project: The Economic Development. Benchmarking Project: State of Municipal Cultural Planning in Ontario. Ontario in the Creative Age. Martin Prosperity Institute. April 2009.

20. Jennifer Keesmatt (2009). Toward Cultural Urbanism. Rediscovering the Wealth of Places: The Municipal Cultural Planning Handbook (forthcoming)

21. Urban Nodes: means discrete areas that contain compact, mixed-use (residential, commercial and institutional) development and service the surrounding areas. They are accessible by higher order transit, active transportation, a good road network, and exhibit high quality urban design (City of Hamilton Official Plan, 2009)

22. Urban Corridors: means areas of street- oriented uses which incorporate a mix of retail, employment and residential uses, developed at medium densities, located along arterial or collector roads serving as major transit routes. Such corridors may form the boundaries of residential subdivisions or neighbourhoods, but should act as a

appendices

Photograph by Jeff Tessier Bruce Trail appendices 80

A true creative city must look Appendix A: Terms of Reference: Project Steering Team glamorous to itself. By glamour Appendix B: Terms of Reference: Cultural Mapping Working Group I mean a city’s attraction to its own uniqueness, moved by Appendix C: Statistical Research Report the conviction that there is a style of creativity that can only Appendix D: Cultural Mapping Report be done there. A city must believe. Appendix E: Cultural Resource Framework

Appendix F: Baseline Cultural Mapping Data by City of Hamilton Wards Pier Giorgio Di Cicco, Municipal Mind: Manifestos for the Creative City 2007 Appendix G: Cultural Maps

Appendix H: Planning Documents Resource List

Appendix I: Overview of Hamilton Plans and Strategies

Appendix J: Planning Context Research

Appendix K: A Story of Us / A Story of Place – Full Research Report

Appendix L: Glossary of Municipal Cultural Planning Terms

terms of reference: project steering team appendix A

Photograph by Jeff Tessier appendix A - terms of reference: project steering team 82

Terms of Reference: Project Steering Team Kirstin Maxwell – Planner I, Strategic Services – Special Projects PURPOSE Glenn Brunetti – Manager of Marketing & Information The primary purpose of the Our Community Culture Services, Strategic Services Division Phase 1 Project Steering Team (herein referred to as Corinne Radake – Communications Officer, Strategic the OCC Project Team) is to oversee the successful Services Division completion of all tasks and deliverables identified in the Jacqueline Norton – Manager, Hamilton Film & project Request for Proposal (RFP), and to represent Television Office the City’s interests in the development of Hamilton’s Ken Roberts – Chief Librarian, Hamilton Public Library Community Profile. Paul Takala – Director, Digital Technology, Hamilton Public Library OCC PROJECT TEAM MEMBERSHIP Diane La Pointe-Kay – Director, Recreation Division The membership of the OCC Project Team will consist Jillian Stephen – Acting Directory, Environment and of the following City Staff and Community Volunteers: Sustainable Infrastructure Anna Bradford – Director of Culture (Project Sponsor), Culture Division Community Representatives Patti Tombs – Manager (Project Manager), Culture Lesley Russell, Executive Director - Community Division Information Hamilton Elizabeth Wakeford – Cultural Initiatives Coordinator Renee Wetselaar, Co-Chair – Arts Advisory (Project Coordinator), Culture Division Commission Heather Howe – GIS Coordinator - Landbase, Carolann Fernandes, Retired Vice Principal, Hamilton- Information Services Division Wentworth Catholic District School Board Meghan House – Cultural Heritage Planner, Planning Jeremy Freiburger, Creative Director, Imperial Cotton Division Centre for the Arts Brian Kreps – Manager, Homelessness, Social Housing and Homelessness Division Carmen Bian – Senior Policy Analyst, Social Development & Early Childhood Services Division David Adames – Executive Director, Tourism Hamilton Tony Tollis – City Treasurer, Corporate Services Robert Norman – Manager, Capital Planning & Implementation Division Jane Lee – Director of Customer Service, Access & Equity Al Fletcher – Manager, Strategic Services – Special Projects Christine Newbold – Planner I, Strategic Services – Special Projects appendix A - terms of reference: project steering team 83

KEY RESPONSIBILITIES OF THE PROJECT STEERING TEAM • Review and approve the final OCC Report as prepared by the Consultants. The key responsibilities of all OCC Project Team members include but are not limited to the following: OCC Project Coordinator • Attend and participate in OCC Project Team In addition to fulfilling the stated responsibilities for all meetings as established in the project work plan, OCC Project Team members, the specific key and for the duration of the project timelines. responsibilities of the OCC Project Coordinator include • Participate in the review and approval of the final but are not limited to the following: work plan from the Consultants including details • related to tasks, timelines, and project deliverables. Act as the designate on behalf of the OCC • Participate in the review and monitoring of the Project Manager as required. • overall progress of the project with respect to Plan and coordinate meeting and resource stated work plan, tasks, timelines, and project logistics for all OCC Project Team meetings. • deliverables. Plan and coordinate, in cooperation with the • Participate in the review and approval of the Consultants, the logistics for all stakeholder cultural categories for the data framework. consultation sessions. • • Provide relevant City documents, background and Assist in the coordination of all internal and support materials, and advice to the Consultants external communications. • as requested. Develop, in conjunction with the Project • Participate in the development of a list of internal Manager, OCC Project Team agendas. Distribute staff and external stakeholders to be included in the agendas to the Project Team three business the consultation process. days prior to the meetings. • • Participate in the review and approval of an Record and distribute all OCC Project Team internal staff and external consultation process. minutes in a timely manner following the • Participate in the review and approval of a meetings. • communications plan as prepared by the Review, in consultation with the OCC Project Consultants in cooperation with Manager, joint OCC Project Team and Communications Staff from the City of Consultants meeting minutes as provided by the Hamilton’s Strategic Services Division. Consultants to ensure congruence with agreed • Review and respond to, in a timely manner, all upon decisions, action items and outcomes. • requests related to the review of project briefs, Distribute joint OCC Project Team and updates, draft materials and reports as prepared Consultants meeting minutes as prepared and by the Consultants, or other members of the forwarded by the Consultants. • OCC Project Team. Plan and coordinate the distribution of resources • Participate in the review and approve the OCC and project related materials to the OCC Project Table of Contents for the final Report as Team. • prepared by the Consultants. Record and maintain documentation of all correspondence related to the project. appendix A - terms of reference: project steering team 84

OCC - Project Manager responsibilities of the OCC Project Coordinator include but are not limited to the following: In addition to fulfilling the stated responsibilities for all OCC Project Team members, the specific key • Act as the designate on behalf of the OCC responsibilities of the OCC Project Manager include Project Manager as required. but are not limited to the following: • Plan and coordinate meeting and resource logistics for all OCC Project Team meetings. • Function as the first point of contact for the • Plan and coordinate, in cooperation with the Consultants. Consultants, the logistics for all stakeholder • Approve Consultant & OCC Project Team consultation sessions. meeting agendas as prepared by the • Assist in the coordination of all internal and Consultants. external communications. • Schedule and chair OCC Project Team • Develop, in conjunction with the Project meetings that do not include the Consultants. Manager, OCC Project Team agendas. • Administer and monitor the project budget in Distribute the agendas to the Project Team accordance with established Corporate and three business days prior to the meetings. Departmental procedures, ensuring that • Record and distribute all OCC Project Team project expenditures are within approved minutes in a timely manner following the budgeted levels. meetings. • Review project invoices and forward to OCC • Review, in consultation with the OCC Project Project Sponsor for payment authorization. Manager, joint OCC Project Team and • Oversee the activities of the Consultants Consultants meeting minutes as provided by related to the project work plan, tasks, the Consultants to ensure congruence with timelines and deliverables. agreed upon decisions, action items and • Review three milestone progress reports as outcomes. prepared by the Consultants to ensure • Distribute joint OCC Project Team and compliance. Review progress reports with the Consultants meeting minutes as prepared and OCC Project Sponsor identifying any variances forwarded by the Consultants. and recommended follow-up action as • Plan and coordinate the distribution of required. resources and project related materials to the • Conduct final project evaluations to determine OCC Project Team. project success and submit process • Record and maintain documentation of all improvement recommendations to the OCC correspondence related to the project. Project Sponsor.

OCC Project Coordinator In addition to fulfilling the stated responsibilities for all OCC Project Team members, the specific key appendix A - terms of reference: project steering team 85

MEETINGS Meetings will be established in conjunction with the work plan identified by the Consultants, or at the call of the Chair (OCC Project Manager). MEETING AGENDAS & MINUTES OCC Project Team meetings: Meeting agendas will be developed by the OCC Project Manager and circulated 3 business days in advance of the meeting. Meeting minutes will be recorded by the OCC Project Coordinator and distributed in a timely manner following the meeting. Joint OCC Project Team & Consultants meetings: Meeting agendas will be established by the Consultants in cooperation with the OCC Project Manager and circulated 3 business days prior to scheduled OCC Project Team meetings. Agendas will identify items for discussion and/or items requiring advance preparation by the OCC Project Team members. Meeting minutes will be recorded by the Consultants and provided in a timely manner to the OCC Project Coordinator for distribution to the OCC Project Team.

terms of reference: cultural mapping working group appendix B

Photograph by Jeff Tessier appendix B - terms of reference: cultural mapping working group 87

Purpose Composition A Cultural Resource Mapping (CRM) Working Group Patti Tombs – Manager (Project Manager), Culture will report to the Project Steering Team while Division undertaking the following: Elizabeth Wakeford – Cultural Initiatives Coordinator 1. Confirm categories within a data framework of (Project Coordinator), Culture Division cultural and heritage resources (Cultural Heather Howe – GIS Coordinator - Landbase, Resource Framework); Information Services Division 2. Review the list of datasets available through Meghan House – Cultural Heritage Planner, Planning GIS Services and identify key data sources with Division the existing datasets to establish a ‘baseline’ Joe Muller – Cultural Heritage Planner, Planning Division map; Carmen Bian – Senior Policy Analyst, Social 3. Advise on research protocol for the Development & Early Childhood Services Division identification of sources, collection and David Adames – Executive Director, Tourism Hamilton characterization of data; Angela Monaco – Senior Information Systems Planner, 4. Support the integration of the searchable Finance and Support Services Division database into the city’s Information Jacqueline Norton – Manager, Hamilton Film & Management, GIS platform/systems that can be Television Office made ready to be included onto the MAP. Norm Schleehahn – Manager, Economic Development Hamilton site; and Real Estate Division 5. Determine a suitable number of records to be Ken Roberts – Chief Librarian, Hamilton Public Library included and complete the GIS Test Phase in consultation with the GIS Coordinator - Community Representatives Applications; Lesley Russell, Executive Director - Community 6. Determine priority data layers and number of Information Hamilton potential maps for project with advice from the Jeremy Freiburger, Creative Director, Imperial Cotton GIS Coordinator – Applications, Project Core Centre for the Arts Team and Consultants; 7. Develop a system for database management and advise on the development of a database maintenance manual outlining data entry protocols and procedures with the GIS Coordinator – Applications. statistical research report appendix C

Photograph by Jeff Tessier appendix C - statistical research report 89

Note: Appendices C, H, I and J represent the background research used to develop the final three strategic themes (Creative Hamilton, Culture and Planning for Sustainability and Creative Cultural Sector Development). Introduction Median age of selected Ontario The City of Hamilton, first founded in 1816, is now the cities ninth largest census metropolitan area (CMA) in 2006 2001 1991 Average Canada placing just behind Winnipeg, Manitoba and Kitchener 36.4 35.3 33.5 35.1 ahead of London, Ontario. The data provided by the Guelph 36.8 35.7 33.7 35.4 census speaks authoritatively about population – where Oshawa 37.5 35.8 33.6 35.6 people have settled, where they came from, and what Windsor 37.7 36 34.8 36.2 characteristics they share. Naturally, many of these London 38.6 36.9 34.8 36.8 categories would be of interest to a city that is Hamilton 39.9 37.8 36.1 37.9 beginning its own foray into a cultural planning process. This document uses 2006 and 2001 census data to Kingston 40.7 38.1 35.3 38.0 reveals several highlights for Hamilton, presenting both Peterborough 42.8 40.5 37.8 40.4 opportunities and challenges that exist for its work ahead in creating and maintaining a vibrant cultural plan for the city.

Hamilton showing its age The people of Hamilton are old, and getting older. The city’s median age was 0.6 years above the provincial figure in 2001, but in the most recent census that figure has climbed to 0.9 years above the provincial mark.

This median age figure puts Hamilton in theHamilton upper- Province middle range relative to many other Ontario small and medium-sized cities. Median age of the 2006 39.9 39.0 population (years) 2001 37.8 37.2 appendix C - statistical research report 90

Additionally, the proportion of Hamilton’s population in age brackets below 65 is either at parity or smaller than the province’s distribution. Those residents above the age of 65 make up 15.1% of Hamilton’s population, an 11% increase over the provincial number. Reflected in this figure is the fact that Hamilton has a 14% greater proportion of its citizens over the age of 85 than the rest of the province. This significant population of seniors presents a wonderful opportunity for municipal cultural planning as there is a substantial living history in Hamilton, with stories to be told.

Age 2006 2006 2001 2001

Hamilton % Province % Hamilton % Province %

0 to 24 years 215,885 31 3,841,175 32 212,990 32 3,720,590 32.6

25 to 44 years 189,315 27 3,452,055 28 197,835 30 3,518,010 30.8

45 to 64 years 183,275 27 3,217,885 27 157,065 24 2,699,280 23.7

65 to 85 years 104,440 15 1,649,180 14 94,515 14 1,472,170 12.9

Total population 692,910 12,160,285 662,400 11,410,050 appendix C - statistical research report 91

Hamilton tells its stories in many languages No fewer than 9,360 of Hamilton’s census participants claimed no knowledge of either of Canada’s official languages. In addition, 156,230 claimed that their mother tongue was something other than English or French. This figure, comprising 22.9% of Hamilton’s population, lags behind Ontario’s average of 27.2%, but the provincial figure is skewed heavily by the influence of Toronto. By anyone’s measure, Hamilton is a remarkably multilingual city. There is also a noteworthy growth trend with respect to Hamilton’s linguistic mix. The number of Hamiltonians whose mother tongue was a non-official language increased from 2001 to 2006 by a substantial margin: 11%. This figure outpaces Hamilton’s gross population growth by a factor of two. During a process of cultural planning in Hamilton, some recognition of its growing non-official language base would enrich this process.

Language 2006 2001 Hamilton % Change 2001 - 2006 Mother tongue Hamilton Province Hamilton Province

English only 516,360 8,230,705 503,045 7,965,225 2.6

French only 9,725 488,815 9,845 485,630 1.2 English and French 1,135 32,685 1,265 37,135 10.3

Other language(s) 156,230 3,276,685 140,910 2,797,555 10.9

Total population 683,450 12,028,900 655,060 11,285.545 4.3 appendix C - statistical research report 92

The Immigrant Experience The City of Hamilton uses Census 2001 data on its own website to identify several unexpected facts about the city and its immigrant experience. Perhaps surprising to many will be Hamilton’s claim to house the third-highest proportion of foreign-born residents 2006 Hamiltonin Canada,% afterof Total Toronto andOntario Vancouver –% one of Total quarter of its population. During the 1990s, Asian and st 1 generation 164,670European countries29.4 represented3,340,210 the largest34.0 share of places of origin for new immigrants, (81 per cent of all nd 2 generation 132,275Hamilton’s newcomers24.5 came1,912,460 from one of those19.5 two continents in 2001). In the 2001 Census, Yugoslavia rd 3 generation 257,590was listed as46.0 the single most4,566,750 popular country46.5 of origin for Hamiltonians, also home for about 8% of all foreign- Total population born people who came to Hamilton during the 1990s. (15+) 559,540As mentioned earlier Hamilton’s9,819,420 population is significantly older than Ontario’s average. Amongst immigrants, an interesting deviation from the provincial breakdown is observed. According to the 2006 Census figures, of Hamilton’s population over 15 years of age, 29.4% are first generation immigrants, this is lower than the province-wide proportion of 34 per cent. Conversely, more of Hamilton’s population is ‘second Immigrant status and period generation’ than the provincial average: 24.5 versus 19.5 Hamilton Province per cent. The third generation figures, meanwhile, of immigration are (2006) practically identical. Non-immigrants 511,430 8,512,020 A telling indicator about Hamilton’s historic migration versus that of the province is a comparisonImmigrants on ‘period 166,630 3,398,725 of immigration’. The ratio of immigrants arriving in Before 1991 111,640 1,884,440 Ontario before 1991 to those who immigrated after 1991 is approximately 1.2:1. In Hamilton, the1991 story - 2006 is 54,995 1,514,285 very different. Here, pre-1991 immigrants Non-permanentoutnumber residents more recent immigrants by a 2:1 margin. Much of 5,385 118,150 Hamilton’s current immigrant populationPre arrived 1991 a longover Post 1991 immigrants 0 1.2 : 1 time ago, contributing to the Hamilton’s reputation of a somewhat aging population. appendix C - statistical research report 93

How Hamilton Self-Identifies its Background As previously mentioned, Hamilton has a remarkable ethnic tapestry and diverse immigration patterns over its history which continues to this day. In 2001, one in ten people in Hamilton was a visible minority, in 2006; this figure is closer to one in eight. South Asian, Black, and Chinese comprise the largest identities, but the fastest increases in the past five years have come from South Asian, Southeast Asian, West Asian and Arab identities.

2006 Percent of Percent of Percent Increase 2001 Number Number population Population 2001 - 2006 Chinese 11,660 1.7 8,995 1.4 24.2

South Asian 19,970 2.9 14,285 2.2 34.0 Black 16,480 2.4 12,850 2.0 22.9 Filipino 4,880 0.7 4,950 0.8 5.5 Latin American 6,755 1.0 4,945 0.8 30.9 Southeast Asian 6,805 1.0 4,910 0.8 32.8 Arab 6,500 1.0 4,490 0.7 38.8 West Asian 3,915 0.6 2,370 0.4 58.3 Korean 2,255 0.3 2,030 0.3 6.5 Japanese 1,415 0.2 1,165 0.2 16.4 Visible minority, n i.e. 1,340 0.2 2,005 0.3 35.9 Multiple visible minority 2,315 0.3 1,390 0.2 59.6 Total visible minority population 84,295 12.3 64,380 9.8 25.5 appendix C - statistical research report 94

In addition, Hamilton’s aboriginal population increased Ontario, most drive a car or truck to work. between the 2001 and 2006 censuses by 1620 Nevertheless, 19,010 choose to walk, and 28,340 rely persons, a 22% jump. This increase in the aboriginal on Hamilton’s public transit. While these figures are population is particularly noteworthy given Hamilton’s just a fraction below provincial averages, the downtown extensive pre-European history with the Iroquois, Toronto influence as well as Hamilton’s own industrial Seneca, Mohawk, Oneida, Onondaga, Cayuga, and sector job base somewhat skews these numbers. Huron First Nations active in the Hamilton area.

Despite the2006 rich diversity2001 of culturalDelta backgrounds,Percentage a high number of Hamiltonians still hail from moreIncrease traditional backgrounds: in the 2001 Census, three out of ten Aboriginal population Hamiltonians8,890 claimed7,270 to have sole1,620 ethnic origin22.3 from the British Isles, a fairly high figure in provincial terms. On the topic of religion, Hamilton is not significantly different from provincial distributions. There are slightly more Catholics and Protestants, but fewer people of Muslim, Sikh, Buddhist, Hindu and Jewish faiths. The influence of urban Toronto on the provincial numbers may factor in, but overall Hamilton is very similar to the Total employed labour force 15 years 324,650 rest of the province. and over with a usual place work or no A Transient Population and the Role of Studentsfixed workplace address Despite mobility data (‘years at same residence’) beingCar; truck; van; as driver 247,115 similar to the provincial average, other indicators showCar; truck; van; as passenger 27,590 a more transient population in Hamilton. There are slightly more one-person households and median rentalPublic transit 28,340 payments cost $736 per month, well below the Walked or bicycled 19,010 provincial median of $801. Payments for owner- 2,600 occupied dwellings, on the other hand, were identicalAll to other modes the provincial figure in payments per month. Of the married or common-law households, there are proportionally more without children in Hamilton than in the rest of Ontario. Significant as well for the process of cultural mapping and understanding Hamilton’s geography is how its citizens get to their place of work. As with all of appendix C - statistical research report 95

Post secondary institutions such as Mohawk College of Applied Arts & Technology, Redeemer University College and McMaster University, add a substantial number of relatively transient young people to Hamilton’s social fabric. Of Hamiltonians aged 15 and older, over 84,000 were enrolled in full or part-time studies, representing nearly 13% of the total population.

In 2006, the Census introduced breakdowns of Major field of study.

These fields of study illustrate the number of people in the region who could enrich the process of cultural planning with their knowledge. Particularly noteworthy are the large number of individualsDegree who studied Number education as well as other fields that relate to culture. Education 18,850 Conclusion The Visual Census and data performing provides arts;an excellent and communications ‘first look’ at technologies 10,120 Hamilton’s population and some top-level trends. Many of Humanities the indicators carry implications for cultural 15,195 planning, and provide the basis for the next level of research. Social and behavioral sciences and law 30,395

Business; management and public administration 58,505

Physical and life sciences and technologies 9,425

Mathematics; computer and information sciences 10,650

Architecture; engineering; and related technologies 65,445

Agriculture; natural resources and conservation 4,005

Health; parks; recreation and fitness 41,605 cultural mapping report appendix D

Photograph by Jeff Tessier appendix D - cultural mapping report 97

Phase One Mapping Goals Baseline Data Baseline mapping data in Hamilton was defined on the The following mapping goals guided Phase One of the basis of the Cultural Resource Framework (CRF) OCC Project. representing a consistent set of categories of cultural 1. ‘Baseline’ mapping – to build a solid baseline of information: information, based on clear data categories and • Creative Cultural Industries protocols and integrated with municipal GIS • Community Cultural Organizations platforms that establishes the foundation or • Spaces and Facilities baseline on which to build a sustainable mapping • Cultural Heritage system; • Natural Heritage 2. Partnership Framework – to establish a • Festivals and Events partnership arrangement guided by Culture Division staff and members of the Cultural Each category is then broken down into sub-categories. Mapping Working Group to sustain the baseline One of the assumptions underpinning the CRF is the need data, involve additional partners in Phase II and to embrace a finite definition of cultural resources at the deepen mapping over time; beginning of cultural mapping process and in establishing 3. Longer range plan - to establish baseline data. If perceptions of the creativity and cultural recommendations for a longer term vision and sector are to shift and gain legitimacy in planning and set of goals to guide future mapping efforts. economic development in municipalities, they cannot initially seek to reflect too broad a definition of cultural This baseline forms the foundation to continue to resources, hence the need for a finite definition. broaden and deepen information on cultural resources in For this reason, the primary initial source of data for Hamilton in Phase Two of the OCC Project and beyond. baseline mapping is Statistics Canada’s Canadian The work was guided by a Cultural Mapping Working Framework of Cultural Statistics http://www.statcan.gc.ca/ Group involving a cross-section of City staff including pub/81-595-m/81-595-m2004021-eng.pdf. This representatives from Economic Development and Real Framework is how the Federal government has defined Estate, Heritage Planning, GIS Services, Tourism, Social cultural resources in planning and public policy. Development & Early Childhood, Finance and Support The baseline cultural resource mapping data collection has Services, the Library, Culture. The Cultural Mapping revealed that Hamilton has approximately 2,254 data Working Group also included several community records based on Phase I of the OCC Project. It is representatives from the Cultural Sector including the important to note that due to the ‘virtual’ nature of some Imperial Cotton Centre for the Arts, the multi-cultural web-based creative cultural industries, and the lack of community and Inform Hamilton. Terms of Reference for permanent addresses for some non-profit community the Cultural Mapping Working Group are set out in organizations and festivals, there were just over 200 Appendix B. Additional details regarding the mapping additional data sets that were not mappable but will process are described in the following paragraphs. appear in the legends of the maps where appropriate. appendix D - cultural mapping report 98

This baseline data will form the foundation for further sector programs and services in the city of identification of cultural assets in Phase II of the Our Hamilton. Community Culture Project. Inform Hamilton exported data records to Your Local Marketplace (YLM) that were then The Methodology: classified and coded according to the core CRF The mapping methodology developed by AuthentiCity categories. YLM created a field that links back in collaboration with the Breken Group rests on three to the full Inform Hamilton record and each principles: record identified as originating from Inform 1. Placed-based and locally administered – the Hamilton. mapping system is managed and maintained The final layer added was heritage information locally based on firsthand knowledge of culture held by the City’s Planning and Economic in that community. Development Department based on categories and requirements set out in the 2. Continuous updating – the database is built Ontario Planning Act and Ontario Heritage organically over time through contributions Act, as well as data from the Imperial Cotton from different stakeholders (a ‘wiki-based’ Centre for the Arts and GIS Division. approach). 2. Review Consolidated Data - Once baseline data had been consolidated the task was 3. Local capacity and sustainability– the system then to review (‘scrub’) this data to identify must be able to be managed locally through duplicate records and entries that clearly fell predictable and known levels of human and outside the definition of cultural resources in financial resources1. the CRF. The consultants completed one review of the data before forwarding it to the client for review based on a more direct The logic of the methodology and process followed in knowledge of the cultural sector in Phase 1 of the OCC Project is based on the following Hamilton. four steps. 3. Assign GIS Codes - Data is then assigned 1. Collect and Merge Baseline Data - GIS codes so that it can be imported into Experience in other municipalities has Hamilton’s GIS system. demonstrated that upwards of 75-80% of total baseline mapping data can be secured through 4. Train System Administrator - Municipal staff Statistics Canada. and other interested stakeholders are then The next layer of information added was from trained in the management of the mapping Inform Hamilton, an online database of more system including updating data. than 4500 records of voluntary sector, community, government, non-profit and health

cultural resource framework appendix E

Photograph by Jeff Tessier appendix E - cultural resource framework 100

Note: any resource highlighted (*) indicates a larger Creative Cultural Industries - The following are the group of industries from which culture-specific categories of creative cultural industries defined by resources are extracted. Statistics Canada reflecting North American Industry Classification System (NAICS) codes.

NAICS Creative Cultural Industries 32311 & 32312 Printing (Commercial screen, digital, other printing) 32711* Pottery and Ceramics 33461 Sound Recording, Film & Video Support 41442, 41444, 41445, 41446 Sound Recording, Video, Book, Periodical & Newspaper Wholesalers

45121 Bookstores 45122, 45114 Music Stores 45331* Antiques 45392* Art Dealers/Suppliers 53249*(532490) & 31529* (315299) & 31521* (315211) & Theatrical Supplies and Costumes 31521*(315212) 44819* (448199) Dance Supplies 45392* Commercial Galleries 51111, 51112, 51113, 51114, Publishing Industries (Newspaper, periodical, books, and database publishers) 51119 51121 Software Publishers 51211,51212, 51213, 51219 Film/Video 51221,51222, Sound Recording Industries 51223,51223, 51224, 51229 51511, 51512 Radio and Television Broadcasting 51521 Pay and Specialty Television 51912*(519121 & 519122) Libraries and Archives 51913 (2007), 51611 (2002) Internet Publishing and Broadcasting, and Web Search Portals 101

NAICS Creative Cultural Industries 54131, 54132, & Architecture (including Landscape Architecture) + Related Services 54132 54141, 54142, Interior & Industrial Design Services 54143 Graphic Designers 54149 Other Specialized Design Services – clothing, costume, fashion, jewellery, set + textile 54181, 54182, 54183, 4184, Advertising and Related Services 54185, 54186, 54187, 54189 54192, 81292* Photography 71111* Theatre Companies and Dinner Theatres (with facilities) 71111* Musical Theatre 71111* Opera Companies 71112 Dance Companies 71113 Musical Groups 71119 Other Performing Arts Groups – including mime + puppets 71131, 71132 Promoters (Presenters) of Performing Arts 71141 Agents and Managers for Artists and Entertainers 71211 Art Galleries 71211 Museums - Gardens, Other Heritage Institutions) 71219* Interpretive Centres 71212 Heritage and Historic Sites 71213 Zoos, Botanical Gardens appendix F - baseline cultural mapping data by city of hamilton ward 102

Community Cultural Organizations - In all categories. Inevitably there will be organizations that communities important cultural groups and resources are not captured in this way. This is where local exist that may not be captured through formal mapping partners such as Community Information statistics. To the greatest extent possible these Centres/Services and municipal cultural departments organizations are classified based on existing NAICS become critical.

NAICS Community Cultural Organizations 81399* Community Arts Organizations 81341* Historical and Genealogical Societies Not applicable Aboriginal (Cultural) Organizations 81341* Multicultural (Cultural) Organizations

Spaces and Facilities – Spaces and facilities include category of cultural resource that does require one or both publicly-accessible and private spaces. This is a more local partners to maintain. NAICS Spaces and Facilities 323122* (323122), Digital and Media Studios 51811*, 54151* 51211* Film/Video Studios 51224 Sound Recording Studios 51511* (515112) Broadcast Studios 51521* Pay and Specialty TV Studios 51912 Libraries and Archives 54131* Architecture Offices 54143* Arts Studios 54143*, 54149* Design Studios 61161 Arts Instruction 71111 Theatres 71131* Performing Arts Facilities 71211* Visual Arts Facilities 71211* Art Galleries 71211* Museums 71219* Interpretive Centres appendix F - baseline cultural mapping data by city of hamilton ward 103

Natural Heritage Similar to Cultural Heritage, categories of natural heritage are those defined by the Ontario Planning Act and the Ontario Heritage Act.

NAICS Natural Heritage

Not applicable Farms and Orchards Not applicable Gardens and Forests Not applicable Bird/Wildlife Sanctuaries Not applicable Botanical/Zoological Gardens Not applicable Conservation Authorities Not applicable Natural History Site Not applicable Parks Not applicable Nature Parks Not applicable Scenic Destinations Not applicable Waterfalls appendix F - baseline cultural mapping data by city of hamilton ward 104

Festivals and Events Each municipality will have extensive numbers of unique cultural programs and activities. The first priority in baseline mapping is those events that recur on an annual (or regular and predictable) basis. Once this baseline mapping is complete and a sustainable mapping system and partnerships is established in that municipality, the capacity is in place to broaden the range of programs captured in the mapping system. This is often a priority for Phase 2 (i.e., post baseline) mapping in the community.

NAlCS Festival and Events

71132* Aboriginal Events 71132* Craft Festivals 71132* Film Festivals 71132* Literary Festival 71132* Music Festivals/Events 71132* Performing Arts Festivals 71132* Artists or artisan/craft studio tours 71132* Built heritage tours 71132* Country Fairs 71132* Craft Festivals 71132* Factory Tours 71132* Gallery Tours 71132* Garden Tours 71132* Museum/Art Gallery Programs 71132* Street Festivals 71132* Walking Tours Cultural Heritage 71132* Walking Tours Natural Heritage or Agriculture appendix F - baseline cultural mapping data by city of hamilton ward 105

Additional Resources

The categories of cultural resources listed above are considered the baseline for the first phase of mapping. However we know a community’s cultural assets do not stop there. Municipalities will make different decisions about what other resources are considered important to enrich and extend this baseline in the

NAICS Education

next61111 phase of mapping. Some of theElementary most commonly and Secondary Schools identified of these resources are set out below. 61131 Colleges, Universities, and Professional Schools 61141, 61142, 61143 Business Schools and Computer and Management Training 61151 Technical and Trade Schools 61162, 61163, 61169 Other Schools and Instruction 61171 Educational Support Services NAICS Community Facilities

62411* (624110*) Community Centers 71394* Fitness and Recreational Sports Centers NAICS Hospitality

721* + 722* Accommodation and Food Services and Drinking Places 7221 Restaurants 7224 Drinking Places NAICS Agriculture

11* Agriculture, (Food and Wine) 44523* Fruit and Vegetable Markets (Farmers Markets) NAICS Religious Organizations

8131 Religious Organizations appendix F - baseline cultural mapping data by city of hamilton ward 106

Information and Communications Technologies (ICT) The Canadian Framework for Cultural Statistics identifies a range of related ICT industries that, while outside the Framework, have significant impacts on creative industries in a digital age. Examples of these are found below but are rarely a priority for municipalities in baseline mapping work.

Information and Communications Technologies NAICS 51711 Wired Telecommunications Carriers 51721 Wireless Telecommunications Carriers (except satellite) 51741 Satellite Telecommunications 51791 Other Telecommunications 51821 Data Processing, Hosting and Related Services 51811 Internet Services 51919 Other Information Services 54151 Computer Systems Design and Related Services baseline cultural mapping data by city of hamilton ward appendix F

Photograph by Jeff Tessier appendix F - baseline cultural mapping data by city of hamilton ward 108

Hamilton Wards

The following section identifies the baseline cultural mapping data results by Ward in Hamilton.

Spaces and Facilities Spaces and facilities include both publicly-accessible and private spaces. This is a category of cultural resource that does require one or more local partners to maintain.

Hamilton Ward Spaces and Facilities: Number Number of Cultural Resources in Baseline Data 1 21 2 49 3 14 4 14 5 7 6 9 7 14 8 16 9 12 10 5 11 10 12 23 13 18 14 9 15 22 TOTAL 243 appendix F - baseline cultural mapping data by city of hamilton ward 109

Community Cultural Organizations In all communities important cultural groups and resources exist that may not be captured through formal statistics. To the greatest extent possible these organizations are classified based on existing NAICS categories. Inevitably there will be organizations that are not captured in this way. This is where local mapping partners such as Community Information Centres/Services and municipal cultural departments become critical.

Hamilton Ward Community Cultural Organizations: Number Number of Cultural Resources in Baseline Data

1 10 2 29 3 24 4 9 5 10 6 6 7 5 8 4 9 8 10 1 11 5 12 6 13 2 14 3 15 2 TOTAL 124 appendix F - baseline cultural mapping data by city of hamilton ward 110

Cultural Heritage The designation of categories for both Cultural Heritage and Natural Heritage (below) is determined by how each is classified under the Ontario Planning Act and Ontario Heritage Act. The legislation requires that municipalities collect information in these categories.

Hamilton Ward Cultural Heritage: Number of Cultural Number Resources in Baseline Data 1 23 2 207 3 120 4 14 5 58 6 3 7 9 8 8 9 26 10 3 11 37 12 38 13 94 14 55 15 115 TOTAL 810 appendix F - baseline cultural mapping data by city of hamilton ward 111

Natural Heritage Similar to Cultural Heritage, categories of natural heritage are those defined by the Ontario Planning Act and the Ontario Heritage Act.

Hamilton Ward Natural Heritage: Number of Cultural Number Resources in Baseline Data 1 0 2 2 3 1 4 1 5 1 6 0 7 0 8 0 9 0 10 0 11 4 12 3 13 2 14 3 15 0 TOTAL 17 appendix F - baseline cultural mapping data by city of hamilton ward 112

Festivals and Events Each municipality will have extensive numbers of unique cultural programs and activities. The first priority in baseline mapping is those events that recur on an annual (or regular and predictable) basis. Once this baseline mapping is complete and a sustainable mapping system and partnerships is established in that municipality, the capacity is in place to broaden the range of programs captured in the mapping system. This is often a priority for Phase 2 (i.e., post baseline) mapping in the community.

Hamilton Ward Festivals and Events: Number of Cultural Number Resources in Baseline Data 1 15 2 18 3 9 4 0 5 0 6 0 7 1 8 2 9 3 10 0 11 3 12 5 13 9 14 1 15 0 TOTAL 66 appendix F - baseline cultural mapping data by city of hamilton ward 113

Creative Cultural Industries Creative cultural industries as defined by Statistics Canada reflecting North American Industry Classification System (NAICS) codes. See Appendix E – Cultural Resource Framework for a complete breakdown of the specific industries.

Hamilton Ward Creative Cultural Industries: Number Number of Cultural Resources in Baseline Data 1 76 2 153 3 86 4 48 5 23 6 57 7 36 8 38 9 43 10 23 11 21 12 56 13 61 14 18 15 35 TOTAL 774

cultural maps appendix G

Photograph by Jeff Tessier appendix G - cultural maps 115

All Cultural Resources - Aggregate Map (Creative Cultural Industries, Community Cultural Organizations, Spaces and Facilities, Cultural Heritage, Natural Heritage, Festivals and Events) appendix G - cultural maps 116

Creative Cultural Industries appendix G - cultural maps 117

Spaces and Facilities appendix G - cultural maps 118

Festivals and Events appendix G - cultural maps 119

Community Cultural Organizations appendix G - cultural maps 120

Cultural Heritage appendix G - cultural maps 121

Natural Heritage planning documents resource list appendix H

Photograph by Jeff Tessier appendix H - planning documents resource list 123

Note: Appendices C, H, I and J represent the background research used to develop the final three Keys to the Home: A Housing Strategy for Hamilton strategic themes (Creative Hamilton, Culture and City of Hamilton, October 2004 Planning for Sustainability and Creative Cultural Sector • Industrial Land Use Development). Discussion Paper – Parks & Open Space Official Plan Municipal Planning Documents Policies and Zoning By-law Regulations City of Hamilton, May 2004 Vision 2020 • Residential Intensification http://www.myhamilton.ca/myhamilton/ cityandgovernment/projectsinitiatives/v2020/ Urban Structure Report - DRAFT resourcelibrary/vision+2020+publications.htm Dillon Consulting, April 2008

Towards a Sustainable Region New Rural Hamilton Official Plan Regional Municipality of Hamilton Wentworth, http://www.myhamilton.ca/myhamilton/ June 2005 CityandGovernment/CityDepartments/ PlanningEcDev/LongRangePlanning/OfficialPlan/ Strategic Plan (2008) HamiltonNewOfficialPlan/RuralOfficialPlan.htm http://www.hamilton.ca/CityDepartments/CityManager/ PerformanceMeasurementandReporting http://www.myhamilton.ca/myhamilton/ CityandGovernment/CityDepartments/ NEW Official Plan is being developed PlanningEcDev/LongRangePlanning/OfficialPlan/ ExistingOfficialPlans/index.htm New Official Plan – Urban area • Region of Hamilton-Wentworth • Commercial Land Use • Town of Ancaster • Town of Dundas Employment Land Conversion Analysis Site/Area • Town of Flamborough Selection Process • Township of Glanbrook City of Hamilton, March 2008 • City of Hamilton • Cultural Heritage Policies (see Meghan House, • City of Stoney Creek Cultural Heritage Planner on Steering Team) http://www.myhamilton.ca/myhamilton/ The Rural Hamilton Profile – Vibrant, Healthy, CityandGovernment/CityDepartments/ Sustainable Hamilton PlanningEcDev/Development/HeritagePlanning/ City of Hamilton, January 2006 Heritage.htm appendix H - planning documents resource list 124

Departmental Planning Documents Cultural Plans and Strategies

Economic Development Strategy – Hamilton’s Clusters Parks, Culture and Recreation Master Plan of Innovation Professional Environmental Recreation City of Hamilton, 2005 Consultants Ltd., (PERC), May 2002

Economic Development Review Natural Heritage System – GIS Project City of Hamilton, 2007 Cultural Heritage Landscape Survey Heritage Building Inventory Hamilton Social Planning and Research Council Historic Land Use Inventory On Any Given Night: Measuring Homelessness in Hamilton – 2007 Edition Reel Choices – Film Production Resource Guide Putting People First: The New Land Use Plan for City of Hamilton Downtown Hamilton City of Hamilton, amended May 2005 Public Art Master Plan – DRAFT City of Hamilton, August 2008 Growth Related Integrated Development Strategy – GRIDS Art in Public Places Policy (1992) Hard copy Dillon Consulting, May 2006 Policy for the Arts (1989) Hard copy The Master Plan Vision Special Urban Places

Other Sectoral Plans

Economic Development Review 2007

City of Hamilton – Population, Household and Employment Projections The Centre for Spatial Economics, November 2002

HR Matters – Hamilton Human Resource Strategy Study A Report on the State of Hamilton’s Labour Force Economics Consulting, May 2002 appendix H - planning documents resource list 125

Cultural Sector Plans

NEW study (not complete) Imperial Cotton Centre for the Arts - Jeremy Freiburger

Hamilton Creative City Initiative (HCCI) – Phase I Report Centre for Community Study, December 2007

Creative City Hamilton’s Culture Labour Force Centre for Community Study, CCS Research Bulletin, September 2005

Hamilton and the Creative Class Centre for Community Study, CCS Research Bulletin, October 2004

Cultural Inventories Facility Studies

Regional Studies

Growth Plan for the Greater Golden Horseshoe Ministry of Public Infrastructure Renewal, 2006

Tourism Multiculturalism Social and Community Services

Other Studies

A Social Vision for the City of Hamilton Caledon Institute of Social Policy, September 2002 overview of hamilton plans and strategies appendix I

Photograph by Jeff Tessier appendix I - overview of hamilton plans and strategies 127

Note: Appendices C, H, I and J represent the background research used to develop the final three 1. Creative City (overarching plans); strategic themes (Creative Hamilton, Culture and 2. Creative Economy Planning for Sustainability and Creative Cultural Sector 3. Cultural Industries (economic and sectoral plans); Development). and Creative Districts/ Hubs (district or neighbourhood The role and contribution of culture has already been specific plans). identified in a wide range of plans, policies and initiatives in Hamilton. These are summarized below divided in three categories:

CREATIVE CITY PLANS AND STRATEGIES PROGRAMS AND INITIATIVES

VISIONS AND STRATEGIC PLANS VISION 2020 (renewed 2005) • Articulates goals, strategies, actions and measure for achieving sustainability • Focus on economy, agriculture, natural areas and corridors, transportation, land use in the urban area, arts and heritage, personal & community well- being • Arts and Heritage one of 14 key theme areas

Corporate Strategic Plan for the City of Hamilton (2008) • Vision: To be the best place in Canada to raise a child, promote innovation, engage citizens and provide diverse economic opportunities appendix I - overview of hamilton plans and strategies 128 CREATIVE CITY PLANS AND STRATEGIES PROGRAMS AND INITIATIVES

LAND USE LAND USE Urban Structure Plan (2008) Comprehensive Review/Conversion Analysis for Employment Lands (2008) • Important to recognize that from a spatial, cultural, political, economic, • Considers GRIDS mixed use nodes and corridors strategy within historical and environmental perspective, each city is unique. integrated planning framework • Hamilton as older industrial has a rich history and heritage that is unique • Recommends Urban Structure Approach and Place-making compared to other Greater Golden Horseshoe municipalities • Encourages other uses combined with retail sector including employment, service, cultural, recreation and government service Hamilton’s New Official Plan (2007); Prepared for the Amalgamated City and destinations Rural Hamilton • Focuses on rural and commercial policy, residential intensification, parks Brownfields/ERASE Program (year) and open space, cultural heritage • Comprehensive set of programs designed to encourage brownfield • Creates a consistent policy framework for urban and rural area recognizing redevelopment and improve economic opportunities and environmental diverse geographies, natural areas, heritage resources, communities, conditions economies and land uses. Residential Intensification Study (2006) GRIDS – Growth-Related Integrated Development Strategy • Factors influencing demand include Lifestyle/Amenity – cultural and • Encourage compatible mixed-use development for ‘live, work and play’ recreational opportunities • Maintain and create attractive public and private spaces and respect the • City identify appropriate areas (incl. Downtown and the Mountain) and unique character of existing buildings, neighbourhoods and settlements enhance attributes that support intensification. • Protect rural areas for a viable rural economy, agricultural resources, • City could help improve attractiveness of individual districts or environmentally sensitive recreation and enjoyment of the rural landscape neighbourhoods to improve appeal • Design neighbourhoods to improve access to community life • Maximize the use of existing buildings, infrastructure and vacant or Commercial Land-Use – Commercial Strategy Study (2006) abandoned land • Recommends City adopt an ‘Urban Structure Approach’ with focus on Nodes & Corridors growth option selected through the GRIDS study. Parks and Open Space Official Plan Policies and Zoning By-Law Regulations • This approach recognizes the important role the retail sector plays in (2006) urban structure and place making and strengthens that role by combining • Connection of parks and open spaces to livability, tourism, character of the other uses in a multi-sector node. city, source of pride, preservation of natural environments • Becomes not only a retail destination but also an employment, service, • Policies be revised to protect significant natural features and landforms, and cultural, recreation and government service destination to address the challenges of development on Karst Lands. • Develop a new policy framework for natural heritage focusing on the following subjects: Natural Heritage System Policy; Karst; locally significant wetlands; significant woodlands; buffer guidelines; watershed guidelines; flood plains/Lake Ontario shoreline/hazard lands appendix I - overview of hamilton plans and strategies 129

CREATIVE CITY PLANS AND STRATEGIES PROGRAMS AND INITIATIVES

ECONOMIC DEVELOPMENT Comprehensive Employment Study (2006) • Protection of existing supply of employment lands connected to clusters of innovation

SOCIAL SOCIAL Keys to the Home: A Housing Strategy for the City of Hamilton (2004) A Social Vision for Hamilton (2002) • Following GRIDS process – takes into account and provides a balance • Priority areas for investing in people and their neighbourhoods between interconnected social, cultural, economic and environmental issues

CULTURE: PUBLIC ART Public Art Master Plan (2008) CULTURE: HERITAGE Pubic Art creates Cultural Heritage Resource Policies – Background Paper (2008) • A clear sense of community pride and identity; • Part of Official Plan - Guides managing, conserving and assessment of • Reflects Hamilton’s cultural heritage, fosters an understanding of eth city’s cultural, archaeological, built heritage and cultural heritage landscapes unique identity in history and presents the cultural identity of Hamilton to within land-use planning context visitors • Improves and enhances the built environment Commercial Heritage Improvement and Restoration Program • Enhances tourism and economic development creating an overall sense of • Matching grants for restoration of commercial heritage properties place designated under the Ontario Heritage Act • Creates cultural links through the promotion of opportunities for community development, engagement and partnerships The Hamilton Community Heritage Fund • Interest-free loans for the restoration of heritage properties designated under the Ontario Heritage Act appendix I - overview of hamilton plans and strategies 130

CREATIVE ECONOMY AND CULTURAL INDUSTRIES PLANS AND STRATEGIES PROGRAMS AND INITIATIVES

ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT Economic Development Review (2007) HR Matters – Hamilton Human Resource Strategy Study (2002) • Downtown Revitalization - adaptive re-use - 1913 heritage theatre turned • Employment growth matches favourably with Hamilton's declared into apartment units. economic development strategy of promoting specific "cluster" • James St. North - artists’ studios, galleries, and retail outlets catering to the industries. arts and creative community. • Develop earlier bonds with local employers, particularly in such • Hamilton as a creative place and destination for the creative class emerging industry sectors as film, biotechnology, graphic arts, • Film & Culture Activity - film industry (100 productions shot in Hamilton in communications and microelectronics 2007) with direct and induced economic impacts through spending on • Strengthen support and assistance for new, young entrepreneurs and location shooting, hotels, restaurants, stores and other services 'incubator' types of projects

Economic Development Strategy – Hamilton’s Clusters of Innovation (2005) Comprehensive Employment Study (2006) • Cluster-based Development - Clusters are essential to region’s prosperity - • Existing supply of employment lands must be protected, and current increase the productivity of companies in the area, drive the pace of industrial land and business park areas maintained with the need for innovation and stimulate the formation of new businesses. additional employment lands. • Hamilton’s economic development strategy focuses on 8 local clusters and a • Protecting employment lands achieves the Province's employment ‘Quality of Life’ component: targets and puts the City in a good position to compete for new • Cultural Industries Cluster: Creative Industries economic investments i. The key to economic growth lies in the ability to attract the creative class and facilitate creative economic outcomes in the form of new Employment Placement Training Subsidy/Career Development Centre ideas, new high-tech businesses and regional growth. • Recruitment services for employers ii. Arts, culture and heritage provide the basis for people’s work as well as leisure. iii. The cultural sector is increasingly important to the economic and social development of communities, providing the core of community identity, addressing community issues in innovative ways, representing one’s community to others, and contributing to the personal development, self-confidence, and direction of youth, and to those of all ages. iv. The arts, culture and heritage sector is a key cornerstone in developing vibrant, attractive, resilient, competitive, and creative communities. appendix I - overview of hamilton plans and strategies 131

CREATIVE ECONOMY AND CULTURAL INDUSTRIES PLANS AND STRATEGIES PROGRAMS AND INITIATIVES CREATIVE CULTURAL SECTOR CREATIVE CULTURAL SECTOR Festival and Special Events Strategy – (2009) Hamilton Creative City Initiative – Phase I (2007) Parks, Recreation and Culture Master Plan (2002) • Goal of the study was to understand the scale and gaps in the creative • Celebrate City’s tremendous natural and historic assets sector and its role in the overall Hamilton economy and community. • Focus resources on cultural and eco tourism • In-depth look at revenue generation, major expenses, networking • Add other community services to culture and recreation buildings methods, use of space in creative enterprises and principle needs to • Increase linear linkages between parks and cultural/recreational buildings ensure growth and success of the sector in Hamilton Creative City Hamilton’s Culture Labour Force (Centre for Community Study, Reel Choices (2003) 2005) • Filming policies and guidelines • Municipality help ensure adequate investment in the infrastructure to attract a culture labour force. • The urban core, with its variety and abundance of interesting spaces and TOURISM heritage structures provides Hamilton with a huge competitive advantage Tourism Strategy (2008-2010) over its suburban neighbours in the competition for the Creative Class • Represent the tourism industry’s interests in broader community initiatives, • Downtown Hamilton possesses built characteristics and density conducive plans and strategies that affect destination development to economic cluster of cultural activities and a culture labour force. • Actively develop and participate in strategic partnerships…that enhance • Allocate resources and develop cultural clusters as part of the City’s tourism opportunities and development in Hamilton economic development strategies • Build on existing strengths in the culture labour force LAND USE • Realize the potential of City’s urban spaces that attract creative activity. New Employment (Industrial) Area Official Plan Policies & Zoning(2006) • Employment Areas defined as ‘Areas designated…for clusters of business and economic activities’. Hamilton and the Creative Class (Centre for Community Study, 2004) • Culture is a major key to economic prosperity • Urban character and diversity should be included in Economic Development Strategy together with four topics cited: education, health care, housing and environment to attract talent (Creative Class) • Creative workers seek authentic environments with a sense of history and diversity in both work and leisure • Policy makers should direct investment into areas of the city that are attractive to the Creative Class as well as tradition policies of infrastructure investment, greenfield development and lowering tax rates. appendix I - overview of hamilton plans and strategies 132

CREATIVE DISTRICTS/HUBS PLANS AND STRATEGIES PROGRAMS AND INITIATIVES LAND USE LAND USE The New Land Use Plan for Downtown Hamilton (amended 2005) Downtown Residential Loan Program (2007) Principles • Financial incentive to developers - converting commercial space in • Use public realm improvements as the catalyst for revitalization commercial buildings in downtown • Strengthen the connection to neighbourhoods, waterfront, escarpment and other surrounding features and attractions Enterprise Zone Municipal Realty Tax Incentive Grant Program (year) • Make downtown living attractive • Provides an economic catalyst for developing, redeveloping or renovating • Build on existing strengths residential/commercial lands and buildings located within the Downtown • Pursue a number of carefully designed and executed major projects Hamilton Community Improvement Project Area Relevant Theme Areas Main Street Housing Loan and Grant Program (year) • Respect design and heritage • New housing supply loan/grant program for properties outside of • Carve out distinct economic role Downtown within BIAs • Create quality residential neighbourhoods • Enhance streets and public spaces ECONOMIC DEVELOPMENT Building a Creative Catalyst (2009) Setting Sail: West Harbour Secondary Plan (2005) • The Economic Development and Real Estate Division will work in • Focuses on commercial and mixed use corridors – strategic redevelopment partnership with the Imperial Cotton Centre for the Arts to investigate and streetscape improvements to strengthen economic vitality, provide collaborative opportunities for arts and cultural Industry based projects and additional amenities and beautify the area sites

Hamilton Port Authority Land Use Plan (2002) Business Improvement Area Commercial Property Improvement Grant Program • Celebrate the industrial heritage of the Port (year) • Work to enhance the physical image of the harbour locally and regionally • To improve upon aesthetic appearance of commercial properties in • Vibrant multi-faceted Port that provides public enjoyment and adds value consideration of contribution they bring to economic vitality and health of to the culture and character of Hamilton Harbour commercial sector • Arts Component – pilot project for properties that front on King William Street provides financial assistance for artfully designed façade improvements or art pieces intended to complement public art installations

Small Business Enterprise Centre • Provides information and tools to entrepreneurs in starting and/or developing their businesses appendix I - overview of hamilton plans and strategies 133 CREATIVE DISTRICTS/HUBS PLANS AND STRATEGIES PROGRAMS AND INITIATIVES HERITAGE Downtown Hamilton Heritage Property Grant Program • Council values heritage properties as important to the urban revitalization and regeneration of Downtown Core • financial assistance to conserve and restore heritage features of properties located within the Downtown Hamilton Community Improvement Project Area • assist in developing and re-using heritage properties planning context research appendix J

Photograph by Jeff Tessier appendix J - planning context research 135

Note: Appendices C, H, I and J represent the background research used to develop the final three strategic themes (Creative Hamilton, Culture and Planning for Sustainability and Creative Cultural Sector Development).

Hamilton: Our Community Culture Project - Planning Themes Hamilton joins leading municipalities across Canada and internationally in repositioning culture as an important element in all planning decisions. Just as the environmentalists 25 years ago taught us that we needed to bring a ‘green lens’ to planning – taking into account the impact of all planning decisions on the environment, leading cities today recognize the need to bring a ‘cultural lens ‘to thinking and planning for the future. Categories of Plans 1. Overarching Strategic or Corporate Plans 2. Planning for Place – Land Use and Urban Form 3. Planning for Economy – Economic Development Plans/Strategies 4. Planning for Culture – Creative and Cultural Sector Plans appendix J - planning context research 136

Planning Theme OCC Issue and Opportunity Overarching Strategic Plans or Corporate Plans 4 Dimensions of Planning and policy guided by balance between inter-connected Considerations Sustainability social, cultural, environmental and economic implications of o Develop a strong definition of culture and cultural planning, including growth in development decisions principles, municipal roles and responsibilities for culture in overarching strategies and plans (Vision 2020, Official Plan, etc.) o Recognize culture as a legitimate foundational component of building a sustainable community in planning and policies within the municipality o Include culture as part of planning in Update process of Vision 20/20 - including identification of more meaningful indicators o Develop and integrate appropriate, supportive and consistent language about culture into Official Plan, Secondary Plans, Zoning and Neighbourhood Plans, where appropriate o Consider the inclusion of culture as the fourth dimension (pillar) of sustainability and change reference to the Triple Bottom Line to Quadruple including: community (social); environmental; economic and cultural benchmarks for the City of Hamilton (COH) standard for all City Reports to Council o Begin to develop quantitative and qualitative data and/or benchmarks which address culture as part of the Quadruple Bottom Line o Dedicate staff resources to support research, integrated planning and policy development o Integrate cultural mapping as part of policy and planning for all dimensions of sustainability o Feature impacts to culture and cultural resources more prominently in Class Environmental Assessments for infrastructure projects. o Examine how to develop and use cultural assessments within land- use planning and other areas of corporate strategic planning: transportation (e.g. consider cultural elements and destinations in all transportation planning such as the Rapid Transit project); social; environmental; and economic etc. o Connect Cultural Assessments to the Corporate Strategic Plan and others plans in considering the impact/benefit of culture to employment, revitalization, livability/quality of place, housing, regeneration etc. o Develop standard language and measurements for culture across municipal planning and plans appendix J - planning context research 137

Planning Theme OCC Issue and Opportunity Overarching Strategic Plans or Corporate Plans Integrated Planning and Planning integrated across departments and all areas of planning and Considerations Policy decision-making o Include rural areas and small towns aspirations and needs for culture as important part of ‘place’ and destination Consider the inclusion of cultural elements/facilities through Official Plan o Integrate culture in building strong and unique rural settlement review process in consideration of the guiding principles areas as distinct places Rural Official Plan o Develop strategies to protect natural heritage systems which Principles: improve the environment and also protects natural character • Protection of agricultural land o Ensure culture is defined and the Cultural Plan is reflected in the • Protection of the natural heritage system Strategic Plan • Protection of character of rural settlement areas o Recognize culture both as an overall “focus area” and “desired Urban Official Plan: end result” in the Strategic Plan Principles: o Expand cultural resource mapping as a policy and planning tool • Compact urban form in decision-making (cultural resource clusters and placemaking, • Complete communities cultural ‘precincts’, cultural industry clusters, economic, • Residential Intensification environmental and social planning issues [poverty, • Protection of natural heritage disenfranchised, inclusion etc.]) • Protection of cultural heritage o Determine how to integrate culture and cultural elements in • Focus on urban design, quality built environments land-use planning for intensification, regeneration and • Integrated transportation networks development through the Official plan and land-use planning initiatives o Explore the feasibility of developing Class Cultural Assessments for use by staff to measure impacts/benefits for infrastructure, development, regeneration and land-use projects o Capitalize and build on the strong focus of integrated planning frameworks and approaches in Hamilton o Consider elements of the Corporate Equity & Inclusion policy in the OCC Project and Cultural Plan o Incorporate anti-racism training in all cultural planning o Develop links and integrated approaches to the Human Services and other social services plans. o Develop links to culture to cross-sectoral planning o Develop more integrated implementation strategies to connect plans/planning from holistic stand-alone plans and planning frameworks with other initiatives (Poverty Roundtable, Immigration, Jobs Prosperity Collaborative, Network, etc.) appendix J - planning context research 138

Planning Theme OCC Issue and Opportunity Overarching Strategic Plans or Corporate Plans Community Expanding meaningful engagement in decision-making Considerations Engagement o Delineate engagement process to build awareness, knowledge and create a shared language. This should include concepts/ definitions of ‘culture’, ‘cultural resources’, creative economy, municipal cultural planning and ‘culture/place/economy’, cultural clusters, cultural precincts etc. o Expand cultural mapping as an community development, engagement and social marketing tool o Leverage technology including social networking tools (social marketing, YouTube, facebook, blogs, etc.) to broaden engagement o Dedicate and train staff in specific community development and engagement skills/processes o Integrate engagement strategies of various public planning review processes (Strategic Plan, Official Plan, Environmental, Economic Development, Tourism, Social Planning) to include culture and avoid consultation fatigue o Determine strategies to leverage consultation in one area to inform other areas of planning/policy o Consider diversity as one of the central factors and considerations in designing engagement processes – include Hamilton Centre for Civic Inclusion – Recognize the relationship between the COH and First Nations Groups as peer to peer and relationship between COH and ethno-cultural groups as citizen to government – Review/revise Advisory Committees of Council: selection process and mandate to include representation from the cultural sector and diverse communities – Consider Community Services Department’s engaging work on implementing a Public Service Value Chain approach (i.e. giving people what they want) appendix J - planning context research 139

Planning Theme OCC Issue and Opportunity Overarching Strategic Plans or Corporate Plans Community Engagement Expanding meaningful engagement in decision-making Considerations o Build stronger partnerships and/or engagement strategies to include Hamilton Roundtable for Poverty Reduction, Jobs Prosperity Collaborative, Local Immigration Partnership Council, Human Services Planning, Hamilton Best Start Network, Skills Development Flagship, Affordable Housing Flagship etc o Establish governance and networking mechanisms which invite cross- sectoral leadership including representation from cultural industries, cultural organizations and businesses, community foundation, United Way, neighbourhood leaders, school boards, community centre leaders, non-engaged corporate partners, seniors, youth, police, etc o Build on previous and existing consultations with the public and explicitly recognize past contributions o Develop strategies to connect various collaborative efforts already in place in Hamilton to ramp up planning process effectively o Link to other community programs addressing social/cultural/ environmental/economic concerns (e.g. Hamilton Community Foundation (HCF)/United Way investments in neighbourhoods as community hubs, social housing, regeneration projects etc.) o Develop a community engagement framework and key strategies detailing community aspirations for the future – link to collaborative community networks (Hamilton Roundtable for Poverty Reduction [HRPR]: Framework for Change) – link to HRPR: ‘Making Hamilton the Best Place to Raise a Child’ o Ensure the various geographic communities, as well as the historical and diverse cultural communities are included in all phases of the project – Hamilton Centre for Civic Inclusion; COH and First Nations Groups; ethnocultural groups o Support peer to peer relationships between COH and ethno-cultural groups o Ensure selection process and mandate of cultural advisory committee to Council includes representation from ethno-cultural groups. appendix J - planning context research 140

Planning Theme OCC Issue and Opportunity Overarching Strategic Plans or Corporate Plans Partnerships with Effective partnerships and collaboration across public-, private- and Third- Considerations Public and Private Sector interests and resources o Include cultural community as part of the stakeholders Sectors consulted for input into development applications, secondary plans and small studies o Include cultural stakeholders in design considerations pertaining to neighbourhood character o Include major cultural organizations and collectives (non- traditional and traditional) in planning o Create economic supports for these collaborations o Map various collaborative efforts in the community and their potential link to Our Community Culture Project – Phase II o Determine if there are cross-departmental/sectoral planning Considerations and/or issues in developing partnerships and increasing engagement o Increase partnerships/collaboration with Cultural groups such as Imperial Cotton Centre for the Arts (ICCA), Settlement and Immigration Services Organization (SISO) appendix J - planning context research 141

Planning Theme OCC Issue and Opportunity PLANNING FOR PLACE Urban Structure Plan beyond retail destination to include employment, service, cultural, Considerations recreation and government service destinations (nodes) o Include aesthetic, cultural and heritage considerations including destination or iconic/landmark buildings in Urban Design Guidelines and Nodes + Corridors other initiatives The City is an amalgamated municipality made up of nodes connected o Determine Public Art policies (e.g. % for public art) strategies to enhance by a series of primary and secondary corridors urban design and intensification projects 1. Downtown Urban Growth Centre – City’s cultural and o Include a balanced mix of services which promote ‘live/work/play in entertainment centre mixed-use and destination areas. 2. Sub-regional Service Nodes – major centres-retail activity + broad o Develop a cultural facilities and cluster strategy to ensure the inclusion of range of mixed-land use new arts and culture facilities in regeneration and new development 3. Community Nodes – focal points of former municipalities and to a projects. number of neighbourhoods o Identify ‘virtual’ and other cultural corridors/activities as well as those 4. Neighbourhoods related to ‘geography’ o Consider other elements than transportation and geography which Nodes and corridors create Considerations for intensification. effect the clustering of cultural resources/individuals (affordability, access, Attention to arts, culture, heritage, the existing character of resources) to determine support required neighbourhoods, and design in the process of intensification ensures o Consider rural area and small town aspirations and needs as important that intensification creates better places. part of ‘place’ and destination in developing clusters and Nodes and Corridors Strategies o Ensure culture is featured in planning of the waterfront and downtown as pivotal for overall vitality of areas – Ensure increased connectivity and enrichment of activities in the downtown from James and King to the surrounding neighbourhoods i.e. more arts, culture, restaurants, condos etc. o Consider production related arts uses such as large film studios (and other creative industries as appropriate) for location in industrial areas o Address culture as significant when addressing poverty issues in policy and planning o Link cultural planning and land-use planning to the neighbourhood hubs initiative of HCF o Develop cross-sectoral links to places where people are already gathering in community context - schools, library, community centres, youth Where possible address land use planning policies and market restraints which limit culture as part of mixed-use development so cultural considerations are also part of process (not just retail and services). appendix J - planning context research 142

Planning Theme OCC Issue and Opportunity

PLANNING FOR PLACE Complete Quality of Life initiatives - Live, work, play Considerations Communities o Sustain compact urban environments with firm urban boundaries. o Develop a ‘brand’ for Hamilton to promote it as ‘head of class’ as a Creative City-Region o Ensure cultural resources and planning considerations are considered by neighbourhoods and reflected in Neighbourhood Plans wherever possible o Ensure cultural and land-use planners develop an approach and planning/development language the community can understand to encourage understanding and build awareness o Include permissive language about live-work space and related support services in land-use planning. o Develop partnership between the Culture Department and the Jobs Prosperity Collaborative to link processes in the early stages. (The Jobs Prosperity Collaborative has identified image and quality of life as two key priorities and have established task groups to focus on these areas) o Develop partnership between Community Planning and Design and the Culture Department in their work such as the community development strategy for Ainslie Woods area of the City. For instance: – someone from Cultural Division to work with the Community Planning and Design Section on secondary plans – Community members on secondary plan steering committees appendix J - planning context research 143

Planning Theme OCC Issue and Opportunity

PLANNING FOR PLACE Built Environment Develop cultural institutions, public facilities, parks and open space Considerations which inspire community pride and sense of place o Adopt urban design policies in Official Plan to direct design in public and private realm o Develop systems to ensure heritage designations applied for, heritage policies are enforced and property standards by-laws are enforced o Develop strategies to link to Public Health and Recreation initiatives around the built environment and active living o Ensure culture is part of increased infrastructure investments (Build Canada fund etc.) o Ensure culture is the focal point of the Pan Am games bid o Ensure culture is included as part of social inclusion strategies o Ensure culture and the creative industries are part of City regeneration projects and land-use planning involving spaces and facilities o Integrate cultural planning for the built environment with transportation planning to ensure profiling and access to cultural facilities is a primary consideration o Explore if Cultural Industries can be included in employment land uses appendix J - planning context research 144

Planning Theme OCC Issue and Opportunity

PLANNING FOR PLACE Major Open Space Retain/enhance system of interconnected natural areas (Niagara Considerations System Escarpment + associated areas, Red Hill Valley, Cootes Paradise, o Develop strategies to include cultural elements in open space, waterfront areas. urban areas and ‘greening’ of school spaces o Consider sensitivity around adverse effects of human (cultural) intervention and interaction in natural areas.

Financial Incentives Downtown Residential Loan Program, Municipal Realty Tax Considerations Incentive Grant Program, Main Street Housing Program o Develop a cross-sectoral partnering mechanism with major community agencies (HCF, United Way, Creative Industries, Business, Chambers etc) for increased investment in culture o Develop cultural investment and incentive programs: – For a Community Partnership Program – For artists in the community, leadership and business development, training, project seed funding involving multiple community business partners etc. – To support arts, music, film and other cultural independent activities. – For small business grants for the for-profit cultural community – For investment and loan programs for ‘cultural districts’ or special areas o Consider the Business Advisory Centre Model to increase and support employment in the sector o Develop a system to measure the impact and benefits of cultural investment strategies o Develop education and outreach programs to strengthen the cultural organizations appendix J - planning context research 145

Planning Theme OCC Issue and Opportunity

PLANNING FOR PLACE Social Issues Critical issues impacting all municipal planning including culture. Considerations o Poverty, Homelessness, Unemployment o Develop strategies to link cultural planning and staff to agencies, o Youth community collaboratives and municipal teams in addressing o Diversity, Accessibility, Inclusion social, diversity, inclusion issues etc. o Incorporate Corporate Equity and Inclusion Policy guidelines in cultural planning o Develop cultural educational, skills and training programs for those with mixed post-secondary and industry related education o Connect with existing community collaboratives to develop cultural programs directed at social issues and inclusion o Focus on low income neighbourhoods and access to cultural community as a key strategy which may also build links to diverse community members o Develop strategies to increase youth engagement in the OCC Project, cultural planning and cultural activities o Establish formal communication links with current and emerging youth networks such as Youth Engagement and Action in Hamilton Network and the Youth Advisory Council for the City of Hamilton appendix J - planning context research 146

Planning Theme OCC Considerations PLANNING FOR ECONOMY Economic Hamilton as globally competitive with wealth-creating companies. Considerations Development Stem domestic migration + commuter losses. Focus all available o Establish a cross-departmental/sectoral team to ensure OCC resources on economic development Project and new Economic Development Strategy are linked and integration maximized o Confirm a ‘place-brand identity’ for Hamilton o Promote ‘creative and cultural clusters throughout the City o Work with Planning to identify and develop special cultural areas such as a ‘Creative Precinct’ in the downtown and other areas as identified through the Creative Catalyst Project as part of regeneration to encourage creative business and industry growth (in connection with loan, grant and incentive programs) o Explore creative cluster or precinct development as part of Community Improvement Project areas o Establish benchmarks which include the impacts and benefits of cultural resources to economic prosperity o Outline best practices internationally appendix J - planning context research 147

Planning Theme OCC Considerations PLANNING FOR ECONOMY Cluster-Based Economic Development Strategy – Clusters of Innovation 2005 Considerations Economy rooted in theory of cluster development and innovation. o Promote Hamilton as a Creative City-Region Emerging Clusters – Integrate with land-use planning priorities, policies and strategies o Aerotropolis to accomplish this o Biotechnology and Biomedical o Develop policies and strategies to promote creative economy o (economic impacts of culture) Film & Cultural Industries o Identify and provide examples and strategies that reflect the Non-Traditional Clusters importance of the creative sector (both creative cultural industries o Tourism and occupations) as distinct ‘industry clusters’ requiring zoning and o Downtown planning Other Clusters o Develop and create cross-departmental staff resources to support o Innovation Creative Partnership Model and process – Include James N/S in partnership o Creative Industry o Provide tools/service geared to business class immigrants to facilitate o Employment Areas their investment in business in Hamilton o Older Industrial Areas – Include as part of Culture Plan/Strategy; Immigration Strategy and o Business Parks the Economic Development Strategy o West Harbour and Waterfront o Develop clear strategies for investment in Creative Industries including Film and Culture; Creative Catalyst project o Connect all clusters with educational institutions and initiatives to Economic Development Strategy Review - 2007 identifies 8 promote excellence in education, improve quality of life, standard of Industry Sectors living and to prevent outmigration (residents and graduating students) o Advanced Manufacturing and encourage immigration o Agriculture, Food & Beverage o Formalize links and representation with the established business o Downtown network in Hamilton – Jobs Prosperity Collaborative o Port-related industries – Hamilton Ambassador Program o Goods Movement – Chamber of Commerce o Biotechnology o Formalize links and representation with future Economic Summit o Film/Cultural Industries planning team to integrate culture into the Hamilton Economic o Tourism Summit priorities o Cultural development and integration to become a priority in future regeneration and land-use planning endeavours – Strengthen the partnership with Imperial Cotton Centre for the Arts (ICCA) - use as an example of an innovative pilot for cultural investment o Develop planning integration and initiatives with Economic Development and Real Estate Department appendix J - planning context research 148

Planning Theme OCC Considerations PLANNING FOR ECONOMY Education Support highly skilled and well-educated workforce. Upgrade Considerations skills/education of existing population and workforce. Reduce o Develop strategies to link immigrants with relevant creative social barriers that prevent well-educated immigrants from education opportunities by providing information on training, engaging/finding meaningful work. education, resources, and programming. o Develop programs and resources that promote youth integration, education, skill development and leadership. o Facilitate partnership mechanism for the integration of artists/ creatives and cultural organizations in the provision of arts programs within elementary/secondary schools (Hamilton Musicians Collective, Hamilton Conservatory, Dundas Valley School of Arts etc.) o Develop apprenticeship and alternate learning programs with the creative sector, industry, manufacturing and secondary/post- secondary institutions and Hamilton Training Advisory Board o Encourage links between arts in schools and arts in the community programs and services o Develop formal links and/or representation with traditional and non-traditional arts organizations (e.g. between Hamilton Conservatory of the Arts and Homeless Youth Planning Collaborative – photovoice project) o Liaise with the YMCA Youth Considerations program (summer employment program) and other cultural agencies/organizations (ICCA, Theatres, Galleries, and Museums etc.)to connect youth with employment Considerations in cultural sector o Identify and utilize New Media and Social Media techniques to access youth, increase engagement and develop employment strategies o Design and develop programs/services beyond facilities relevant to the ‘digital footprint’ of youth and others o Promote success stories, skills of ‘employees’ to promote mentoring and development o Promote and provide knowledge/awareness of ‘cultural industries’ as viable employment sector to the community and through all partnerships appendix J - planning context research 149

Planning Theme OCC Issue and Opportunity PLANNING FOR CULTURE Hamilton as a ‘Creative Assets that enhance City’s ability to attract and retain creative Considerations City-Region’ and talented human capital o Determine the impact of the creative industry sector in o Culturally diverse population creating Hamilton as a ‘Creative City-Region’ by integrating o Arts, culture and recreation recognized as important public goods planning and language across Plans and Strategies including: o Highest rates of philanthropy and volunteerism in the country Cultural Plan/Strategy; Economic Development Strategy; o Beautiful natural environment Regeneration Projects focused on creative sector and cultural o Access to consumer market base of more than 120 million people industries (include information from previous studies – Centre within 500 km. radius for Community Study and Imperial Cotton Factory) o Tie Culture Plan/Strategy to Creative Cluster strategy in Economic Development - currently in progress o Formalize links with Hamilton Training Advisory Board, Job Prosperity Collaborative, Skills Development Flagship, Employment Assistance Research Network (EARN), Local Immigration Partnership Council, Human Services Plan, etc appendix J - planning context research 150

Planning Theme OCC Issue and Opportunity PLANNING FOR CULTURE Creative Infrastructure o Support unique one of a kind cultural and entertainment facilities Considerations such as Art Gallery o Develop ongoing partnership and networking arrangements o Focus on Downtown cultural revitalization to support status as (Cultural Round Table) to integrate cultural organization primary node in City initiatives and further considerations with the Factory, ICCA, o Community Nodes–preserve look and feel of Historic Downtowns Hamilton Artists’ Inc., Pearl Factory and James N/S etc. of former municipalities at same time absorb intensification to o Develop strategies to support investment in unique existing and enhance services and promote live-work Considerations potential cultural facilities as critical to a creative city and o Cultural heritage property, sites and natural cultural landscape to be prosperity preserved o Develop strategies to incorporate culture and heritage o Buildings and structures having architectural, historical or cultural (buildings, sites and natural cultural landscapes) preservation in interest to be preserved revitalization and regeneration projects in downtown as a o Possible designation of new Heritage Conservation Districts primary node and various former municipalities/ o Public Art Strategies– City committed to public art as significant neighbourhoods as secondary nodes in City contributor to sense of place, tourism promotion, economic vitality o Confirm new Heritage Conservation District designations o Provide support and incentives which encourage creative industries and clusters to develop and prosper in the city; film, design, media, crafts persons o Incorporate Public Art strategies across nodes and corridors and cluster development in City o Encourage education in the creative fields and encourage the development of new educational institutions in these areas in the city (Ontario College of Art and Design or other art and design institutes) o Approach McMaster to locate their fine arts school downtown. o Develop tax incentives for creative sector (research other cities such as Toronto, Vancouver and internationally for Leading Practice) appendix J - planning context research 151

Planning Theme OCC Issue and Opportunity PLANNING FOR CULTURE Downtown The Downtown Hamilton of the future will be a vibrant focus of Considerations Redevelopment attraction where all of our diverse people can live, work and o Incorporate cultural elements and more creative approaches to play. The future Downtown will combine the best of our heritage downtown renewal and regeneration with new commercial and domestic architecture and use – Tax incentives for upper floor development o Pre-eminent node - central core as regional hub/centre – Regeneration without displacements o Downtown cultural and entertainment centre of the City with all – Artist-led regeneration projects new major cultural and entertainment facilities directed to the o Link to Hamilton Community Foundation research around Downtown downtown as part of social innovation investment strategies o Provide services to residents across City as well as neighbouring (research leading practice in other Cities) municipalities o Emphasize liveability and supporting infrastructure for residents o Improvement to urban design key to attracting intensification – in downtown redevelopment and housing fundamental to streetscape character, public realm, pedestrian experience downtown’s future vitality. o Increase range and diversity of uses – retail and entertainment o Emphasize cultural development and resources as critical to liveability in downtown redevelopment as fundamental to downtown’s future vitality, placemaking and creative city-building Cultural Tourism o Extend and enhance focus on Cultural and Eco-tourism Considerations o Capitalize on opportunity to celebrate and showcase the planning o Develop strategies to engage local community and cultural and development of cultural assets to attract visitors to Hamilton agencies/organizations in cultural and econ-tourism development o Develop strategies which engage Hamilton citizens/community and visitors in tourism activities, events and sites o Consider strategies to address geographically imposed resistance and inclusion in citizen engagement o Work with cultural and environmental organizations to plan and implement cultural and eco-tourism plans and initiatives o Link Tourism Destination strategies with Cultural Plan/Strategy appendix J - planning context research 152

Planning Theme OCC Issue and Opportunity PLANNING FOR CULTURE Unique History and Older industrial City with an urban history dating back to the 19th Considerations Heritage Century (Historical Narrative themes here) o Develop integrated strategies to conserve, protect and enhance o Conserve and protect natural, cultural, historical heritage heritage buildings, sites, streetscapes, districts and natural cultural (archaeological resources, built heritage resources, cultural heritage landscapes in land-use, development, and environmental landscapes). strategies o Municipalities must consider cultural heritage resources in all planning o Address issues between industrial heritage preservation, and development actions/decisions under Planning Act. environmental stewardship, and cultural development in o Conserve, protect and enhance natural heritage features and natural planning for brownfields redevelopment functions as a permanent environmental resource for the community. o Ensure commitment to completion of Cultural Heritage o Conserve and protect buildings/structures having architectural, Landscape Inventory and Built Heritage Inventory historical or cultural interest o Include First Nations heritage and continuing active o Designate Heritage Conservation District (Bullock's Corners) participation in cultural planning o Recognize historic landscapes/streetscapes – Continue with Archaeology Management Plan as part of recognition above

Arts and Heritage o To achieve community-wide awareness and participation in the arts Considerations and our natural and cultural heritage. o Encourage community engagement and identity through the o To ensure artists in all disciplines are considered in developing and cultural mapping process in Phase II by inviting people and sharing their art with the community. organizations to share their stories and creative work to in o To ensure arts and heritage organizations are financially vital and building and promoting a share identity effective in serving the community. – Ensure the process enriches our understanding of o To celebrate and preserve the diversity of our natural and cultural ‘place’ (including first nations people and multi-cultural and heritage and recognize the contribution of first nations people. immigrant settlement) and the evolution of arts and heritage in municipalities, sites, areas and neighbourhoods o Ensure Cultural Investment Strategies support the growth and development of sustainable arts and heritage organizations and artists o Link with libraries to develop and capitalize on their theme of ‘culture’ this year (one book one city program) appendix J - planning context research 153

Legend for Acronyms: GRIDS Growth Related Integrated Development Strategy COH City of Hamilton OCC Project Our Community Culture SISO Settlement and Immigration Services Organization ICCA Imperial Cotton Centre for the Arts HCF Hamilton Community Foundation a story of us / a story of place - full research report appendix K

Photograph by Jeff Tessier appendix K - a story of us / a story of place - full research report 155

Full Research Report 2. Identity Mapping – exploring and recording Introduction intangible cultural resources – the defining history, values, identity and sense of place that Phase 1 of the Our Community Culture (OCC Project) make that community unique. establishes the foundation upon which the City of Hamilton will build a Cultural Policy and Plan in Phase 2 What follows in A Story of Us – A Story of Place is a of the project. The overarching goal of the Cultural contribution to both forms of cultural mapping: Policy and Plan will be to transform the City’s resource mapping and identity mapping. Hamilton’s understanding of culture and to integrate culture into culture today emerges from the story of a place and all aspects of future planning initiatives. the people who have inhabited that place for thousands of years. Each historical period has left a The OCC Project is being developed using a new set legacy for Hamilton. Hamilton’s legacy and unique of assumptions called municipal cultural planning. A assets include physical sites and landforms, artifacts, defining characteristic and approach of municipal images, place names, stories, and neighbourhoods. cultural planning, and as undertaken in the OCC Hamilton’s unique assets serve as reminders, both Project, is that the municipal cultural planning is place- tangible and intangible, of the city’s history and culture. based. A place-based approach to municipal cultural Hamilton’s unique assets help us better understand the planning means plans are built on the basis of the needs history and context of many of the challenges we face and circumstances of a specific place and community, a today, and are indispensable in shaping the plans and community with a unique history, geography, social and strategies we need for the future. economic circumstances and aspirations, etc. The focus The stories associated with a place are not insignificant. of the City’s Cultural Policy and Plan will be to identify Stories have been called ‘the DNA of culture’ because and leverage the unique cultural assets of Hamilton to they express and communicate critical information support the City’s goals in economic development, land about the people, places, events, achievements that use planning, urban design, youth engagement, social form the collective memory and identity of a inclusion, and more. community. A Story of Us – A Story of Place marks not the end but the beginning of a conversation about Pagoda Restaurant, King Street East at John Street The starting point for all municipal cultural plans is a Hamilton’s unique culture and identity, a conversation North process called cultural mapping. Cultural mapping is a that will be an integral component of the broad systematic approach to identifying the unique cultural community engagement and next steps in developing Photograph by Graham Crawford assets and identity of a community. Cultural mapping Hamilton’s Cultural Policy and Plan. has two dimensions:

1. Resource Mapping – identifying and documenting tangible or physical cultural resources; and appendix K - a story of us / a story of place - full research report 156

The goal in developing A Story of Us – A Story of A STORY OF US Place has been to synthesize some of the major themes Theme 1 - Settlement, Diversity and Inclusion that have formed Hamilton’s past and that continue to The Hamilton of today is a city with over 30 diverse shape its current realities and aspirations. In A Story of ethno-cultural and racial communities. In 2006, one in Us – A Story of Place those major themes that have eight people in Hamilton were a visible minority; almost helped form Hamilton are captured in two broad 23 percent claimed a mother tongue other than English categories: or French.1 A Spring Market Display - Hamilton Farmers’ Archaeological evidence related to aboriginal Market - Hamilton Public Library, Local History A Story of Us settlement, the first human inhabitants, is the and Archives Department foundation of Hamilton’s material culture. Subsequent 1. Immigration, Diversity and Inclusion inhabitants overlapped, intermingled and added their 2. Innovation and Creative Economies own legacy to this cultural footprint. One example, the 3. Citizens, Engagement and Protest Mississauga Nation, lived here when European settlers arrived. The Mississauga Nation, along with the A Story of Place Iroquoian Six Nations, provided military support to the British during the War of 1812 and contributed to 1. Geography and Environment victory in this important war in Canada’s history.2 2. Urban Development The earliest European immigrants who came to 3. Built Form Hamilton were predominantly from Scotland, Ireland, and England.3 In the late 18th and early 19th centuries, While the above categories identify some of the major many newcomers moved through Hamilton’s port to themes from Hamilton’s past they are in no way meant the rich agricultural plain to found communities like Griffin House National Historic Site - Hamilton to be seen as comprehensive or complete. Rather, Ancaster, Dundas, and Rockton. In many cases, these Civic Museums similar to the approach of the baseline mapping of early immigrants were fleeing political oppression or Hamilton’s cultural resources, A Story of Us – A Story economic hardship in their countries of origin. of Place is meant to be viewed as a place to begin The balance of nationality and cultural origins in dialogue, a starting point for community conversations Hamilton evolved over time with the arrival of Irish and engagement during Phase 2 of the OCC Project, immigrants between 1820 and 1850;4 Germans,5 not an all inclusive historical narrative. Americans and Black settlers6 from the United States during the 1850s; and the 1880s saw the arrival of The following is a more detailed explanation of the six significant numbers from Britain.7 In the 20th century major themes captured in the two broad categories of these immigration patterns continued to evolve: people A Story of Us – A Story of Place. from Southern and Eastern Europe, notably Italy, Poland and Hungary arrived between 1900 and 19308. Canadian-born Maritimers arrived in Hamilton to escape the depression years and work in wartime Re-enactment of the Battle of Stoney Creek - production in the late 1930s and 1940s. Battlefield House Museum and Park - Hamilton Civic Museums appendix K - a story of us / a story of place - full research report 157

Following World War II, Hamilton was the destination immigrants outnumber more recent arrivals by a 2:1 for many refugees from the Baltic countries and Poland margin. Immigration into Hamilton may have slowed and Yugoslavia and significant numbers of Italian but people are still arriving here. South Asian, Black and immigrants arrived in the 1950s.9 In the 1960s, with Chinese communities comprise Hamilton’s largest the repeal of the Immigration Act and the immigrant populations. establishment of new immigration regulations, many Caribbean blacks arrived in Hamilton, some of whom The fastest increases in Hamilton’s population in the were teachers scouted by Hamilton’s separate school past five years have come from South Asian, Southeast board.10 Asian, West Asian and people of Arab descent.14 Information prepared by the Social Planning and Throughout Hamilton’s history, successive waves of Research Council of Hamilton (2008) indicates that the Migration by William Epp, Hamilton City Hall - immigrants arrived and added another layer to the city’s city’s downtown area has the highest proportion of Art in Public Places Collection history and culture. These immigrants brought diverse residents born outside of Canada (28 percent), the traditions, language, religions, celebrations; they highest proportion of recent immigrants (4.2 percent), established community organizations and clubs that and is the most diverse community in the city with 17 became part of the urban mix. New neighbourhoods percent of its population belonging to a visible minority emerged: the low-lying area of Corktown, located group. Hamilton’s downtown is followed by the Stoney southeast of the city centre, became home to many Creek area with 27 percent of its residents born out 19th century Irish Catholics.11 In the 1940s and 1950s, side of Canada, and 2.1 percent of its residents as Barton, Sherman and Ottawa Streets became the recent immigrants.15 commercial ethnic “downtown” crossroads for the north and east end working class neighbourhoods.12 Efforts to promote the arts and heritage of immigrants are evident in events such as the seasonal Saturday During the prosperous 1970s, many north and east end Sabawoon Hamilton Art and Craft Market Bazaar. residents moved into suburban areas and subdivisions There are also collaborations between groups such as in Stoney Creek and on the Niagara Escarpment, the Immigrant Culture & Art Association, the Workers Hamilton’s “mountain.” However, in moving to the Arts & Heritage Centre, the Community Centre for suburbs, these former north and east end residents left Media Arts, and the Imperial Cotton Centre for the a significant built heritage legacy in the lower city in the Arts that promote the arts and heritage of immigrants form of churches, fraternal club buildings, restaurants, to Hamilton 16. bakeries, and in stories, like the program of stories, music and song developed by Charley Chiarelli in his It is evident that Hamilton has long been regarded as a show called Cu’Fu? (Sicilian for “Who Did It?).13 destination and refuge for immigrants from around the The movement of residents to the suburbs also world. As immigrants arrived, each contributed rich contributed to the decline of Barton and Ottawa traditions in the form of languages, foods, arts and Streets as ethnic commercial strips and led to the material culture to the city’s already diverse cultural dilution of the ethnic character of many mix. neighbourhoods. Today statistics show that pre-1991 appendix K - a story of us / a story of place - full research report 158

A STORY OF US geographic location has allowed easy access to raw Theme 2 – Innovation and Creative Economies materials and a capacity to reach markets across North America. Hamilton today is being driven by an economic vision that is based on economic diversification and a highly Hamilton’s success in metal processing and the skilled and well-educated labour force. Hamilton’s secondary manufacturing economy has also been economic vision is also being guided by the idea of driven by the skilled and unskilled immigrant labour cluster development – a geographic concentration of flowing into the city. As metal foundries increased, interconnected companies, suppliers, service providers companies found it advantageous to have their labour and associated institutions. force live in close proximity to where they worked. As such, working class neighbourhoods developed around Hamilton’s history of cluster development has been factories and foundries, first in the city centre, then in evidenced in several ways including the grouping of Great Western Railway at Hamilton waterfront the west bay shore area, and finally in the east bay metal foundries along the waterfront throughout the - Hamilton Public Library, Local History and shore area. Archives Department 20th century. Having the same industries working in close proximity to each other led to the development Although metal-working and other heavy industries of efficiencies, such as retooling, and contributed to the have been male-dominated, women in Hamilton have ongoing flow of skilled workers attracted by the city’s contributed significantly to the city’s economic history. industrial economy. Threads of today’s vision can be Throughout the 19th and 20th centuries, women found in the story of Hamilton’s economic evolution worked in factories processing food, sorting tobacco and development as follows. leaves, and spinning yarn among other jobs. In World In the early 19th century, the city’s economy was linked War II, women filled jobs traditionally occupied by to wholesale commerce and an extended credit system men, however so many married women entered the to serve frontier settlement in Ontario’s southwestern workforce that, by the 1970’s, single women interior. Today, while agriculture may not immediately represented barely one third of all women workers. Dundas Valley School of Art, Dundas come to mind when thinking of Hamilton economy, 49 percent of the city’s land area is used for agriculture - a Although women were rarely welcome in male Photograph by Jeff Tessier $1 billion per year industry.17 dominated unions, women shoemakers were active in Hamilton’s long-standing industrial economy, founded the Knights of Labour. In 1918, the Hamilton Trades on metal processing, began in the 1850’s. With the and Labour Council welcomed its first female delegate, establishment of the Great Western Railway foundry Sadie Walker from the Retail Clerks' Union. The on the waterfront, industries began moving from the granting of the vote to women in 1917 led to the city centre to the harbour to take advantage of rail and formation of groups that championed issues such as water transportation. As in the case of Hamilton’s early maternity leave, health care during pregnancy, and 18 commercial period, a major factor in the success of the improved access to health. city’s metal processing and secondary manufacturing economy is its strategic geographic location. Hamilton’s appendix K - a story of us / a story of place - full research report 159

Beginning in the post World War II period, Hamilton’s The 2005 Economic Development Strategy, subtitled economy has been strongly identified with steel “Clusters of Innovation”, refers to the city’s historic “steel production and manufacturing along the waterfront – cluster”. The Strategy recommends that the City of hence its dramatic east harbour profile as viewed from Hamilton focus on eight industry clusters and a “Quality the Burlington Bay Skyway. A second view from the of Life” component that concentrates on community Burlington Bay Skyway reveals the 19th century Hamilton attributes such as health care and education. The pump house complex, now the Hamilton Museum of clusters include traditional industries (advanced Steam and Technology, and tells another story of manufacturing, agriculture/food & beverage processing, Hamilton’s economy. The Hamilton Museum of Steam port related industry/business) as well as emerging and Technology represents an important innovation clusters (aerotropolis or airport development, Family grocery business on James Street North from the city’s 19th century industrial past – one of the biotechnology and biomedical, film and cultural first waterworks in Canada. industries), and non-traditional industries (tourism, The high point of steel manufacturing, and the downtown). accompanying prosperity it brought to many in the city, A significant partner in the development of the Clusters was between the years 1946 and 1980. Metal and steel of Innovation strategy is McMaster University, described manufacturing exploded with new product lines, factory as “a catalyst for economic growth,” and an example of expansions driven by state-of-the-art technology and how new technologies can be used to remake innovation. After World War II, the presence of major communities. The identification of the industry clusters steel companies attracted secondary manufacturers are seen as areas in which Hamilton possesses inherent including Hoover, Westinghouse, Firestone, and strengths and developed out of “innovative research and International Harvester as well as auto manufacturers expertise” at the University.21 McMaster’s presence in such as Studebaker and Austin Motor Company. this strategy is described as a significant contributor to Hamilton Museum of Steam and Technology - Among Canada’s ten largest cities, Hamilton had the the three critical factors necessary for cluster Hamilton Civic Museums greatest percentage of its labour force in manufacturing development in Hamilton: networks and partnerships; a in the 1971 census.19 strong skill base; and, innovation and research and development capacity.22 th th Today, the heritage of 19 and early to mid-20 century In pursuing a dynamic economic plan to create a industry concentrated in the city core and on the “diversified, sustainable economic base consisting of waterfront is the focus of two industrial interpretive globally competitive, wealth creating companies that trails, a collaborative effort between the City of Hamilton employ a highly skilled, well-educated labour force,”23 and the Workers’ Arts and Heritage Centre. Despite Hamilton is once again exhibiting the talent for 20 downturns in the 1980s and 1990s, steel, in the form innovation that has served the city well throughout the of the two big steel corporations, U.S. Steel Canada last two centuries. In the 21st century, Hamilton is ready (formerly Stelco) and ArcelorMittal Dofasco (formerly to create its future in the global marketplace. Dofasco) – continue to represent Hamilton’s economy for many people. Shopping on King Street East appendix K - a story of us / a story of place - full research report 160

A STORY OF US controlled many of the levers of city-building process, Theme 3 – Citizens, Engagement and Protest levers that included land ownership, credit, employment, An overarching framework for community engagement and influence in local government. Hamilton’s long in Hamilton is provided by Vision 2020 Hamilton that history of labour activism – a proud and important sets out a “vision of a strong, healthy, sustainable history – was frequently a response to those who held Hamilton shared by citizens, City Council, businesses and control of the city’s development. organizations.” In Vision 2020 citizen involvement is Labour activism originated with the efforts of skilled identified as one of four central principles as follows: artisans to protect work standards and demand higher “Provision for self-determination through public wages and shorter hours. In 1864 the first labour involvement in the definition and development of local council was formed. In 1872, the Canadian Nine-Hour solutions to environmental and development Movement was born at a meeting at the Hamilton programs.”24 Mechanics Institute. In May of the same year, craftsmen Hamilton Spectator Strike, Hamilton Public Library, Local marched in the city’s streets demanding the nine-hour History and Archives Department Vision 2020 reflects a holistic and cross-sectoral day resulting in the formation of Canada’s first regional approach that acknowledges the need to embrace a labour federation. “triple bottom line” which considers the economic, social and environmental impacts of all decisions. Today, In the 1880s, the Knights of Labour formed a labour leading municipalities in Ontario and beyond are society that held the city’s first Labour Day celebration extending the “triple bottom line” approach to include a in 1883. The Knights’ activism prompted investigation of “quadruple bottom line” through the addition of culture labour conditions by a federal commission and led to the as the fourth component to be considered in all formation of the Hamilton Trades and Labour Council in decision making processes. 1888. In 1907 the Independent Labour Party was founded. The Independent Labour Party ran in Vision 2020 describes Hamilton as “an economically, opposition to the dominance of city politics and its social and culturally diverse community that encourages platform included a shorter working day, a minimum opportunities for individuals, reduces inequities and wage, public ownership of utilities, abolition of child ensures full participation for all in community life.” The labour, and establishment of old-age pensions. In 1943, Vision 2020 website includes Community Action Pages following federal policy allowing workers to form their with links to 30 organizations and businesses considered own unions, workers at many of Hamilton’s east end to be actively working towards implementing goals for a factories had organized themselves into industrial unions. sustainable Hamilton community. 25 Relaxing in Gore Park The 1946 strikes by Stelco, Westinghouse and Firestone workers in Hamilton were a watershed Photograph by Jack Whorwood Since the 19th century, Hamilton has had a history of moment for workers’ rights in the city and across civic engagement. Like many cities, responsibility for Canada. The victorious strikers and their union won Hamilton’s overall development lay within the domain of union recognition and security, the establishment of the business and industrial class. In the past, land seniority and grievance systems, and changed the nature developers, businessmen, merchants and manufacturers of worker-management relations for decades to come.26 appendix K - a story of us / a story of place - full research report 161

Citizen engagement in the 19th and early 20th centuries Environment’s failure to respond to the city’s often took the form of large outdoor gatherings. From environmental concern drove inter-agency 1870 to approximately 1920, Hamilton is considered to cooperation and initiatives involving industry, have exhibited a “robust character of civic culture”27 government (at the Municipal, Provincial and Federal with festivals as expressions of civic pride. These levels) and labour and citizen interest groups.33 One expressions of civic pride included Labour Day such initiative subsequently led to the Hamilton Harbor demonstrations, summer carnivals, Sanger fests Remedial Action Plan and the establishment of the organized by the German community, and sports citizen-based Bay Area Restoration Council in the events. “On every pretext work stopped and 1990s – groups that are still active today.34 dignitaries, civic officials, representatives of society, fire Throughout its history, Hamilton’s workers and companies…all carrying their banners, marched Store on James Street North immigrants experienced poverty and economic through the thronged city streets to a public place hardship. In the 21st century, Hamilton has embraced Photograph by Jack Whorwood where eminent men made speeches to rousing cheers. citizen engagement as fundamental strategy to confront Often after the procession came a mass dinner and the city’s serious challenges related to poverty. Today carousing at one of the local hotels, following poverty rates in Hamilton exceed the provincial sometimes by a ball…They were not peripheral average and twenty percent of citizens, including a high entertainment but key events in which, if contemporary number of seniors and Aboriginal populations, live accounts can be believed, a large portion of the under the poverty line.35 In 2005, Tackling Poverty in 28 community participated as marchers or observers.” Hamilton was launched as a systematic strategy to The film record of the 1946 labour parade winding address the city’s poverty challenges. The Tackling through the city’s downtown represents a continuation Poverty in Hamilton initiative established a multi-sector 29 of this tradition. Roundtable for Poverty Reduction to mobilize citizen engagement and work collaboratively with low-income Baseball became popular in Hamilton in the 1860s and community organizations and advocacy groups. The 30 was played at craft union picnics and helped pass the Roundtable’s 2008 Report titled Making Hamilton the 31 time during the 1946 Stelco strike. The city’s football Best Place to Raise a Child was able to report that tradition goes back to the 1870s with the formation of between 2001 and 2006 the city’s poverty rate the Hamilton Tigers, a team that included north end decreased from 20 per cent to 16.1 per cent.36 working class recruits. Hamilton’s vigorous tradition of amateur sports in the 1920s and 1930s has contributed Organization, collaboration, celebration – all tools of an Canadian Pacific Railway - Hamilton Public Library, Local 32 History and Archives Department to the city’s identity as a place of athletic achievement. engaged citizenry in Hamilton, a city noted for its role Traditions of civic engagement continued in the 1980s, in activism. Coupled with the framework provided by driven generally by concern for the environment, and Vision 2020 Hamilton, the energy, determination, and specifically by water quality in Hamilton Harbor. The willingness of Hamilton’s citizens to create positive Ministry of the Environment’s failure to address severe change in the quality of their lives sets the stage for oxygen depletion caused by sewage and industrial achieving the quadruple bottom line on the road to discharge in Hamilton Harbour triggered widespread sustainability. public protest. In 1986 the Ministry of the appendix K - a story of us / a story of place - full research report 162

A STORY OF PLACE Lake Shoreline The lakeshore, originally covered with wetlands and Theme 1 - Geography and Environment grasses, was left undeveloped until the opening of the Hamilton’s geographic features and strategic location at Burlington Canal. Incoming boatloads of immigrants the head of Lake Ontario have shaped its human and supplies created the need for warehouses, history for at least 10,000 years. Today, Hamilton’s built immigrant sheds and taverns along the west harbour form overlies, and continues to be shaped by, the shoreline where an early 19th century urban centre, geography of this wedge-shaped land mass located at called Port Hamilton, temporarily developed. The the west end of Lake Ontario. Hamilton’s unique temporary development of Port Hamilton served as an topography consists of a series of successively elevated alternative core to the commercial downtown area levels or “steps” from north to south. The city’s lower planned out by George Hamilton in 1816. area is identified with industry, transportation, With the coming of the Great Western Railway in mid- urbanization; its upper area represents agriculture and century the resulting rail yards, established along the natural heritage as it contains wetlands, the escarpment harbour, attracted foundries and workers’ housing. cuesta, Carolinian forest remnants, alvar and prairie Furthermore, the shapes of the lakeshore inlets were remnants, and sloughs. These topographic steps have changed permanently by infilling to create more land shaped the evolution of Hamilton’s history and pattern 37 The Hamilton Beach Strip - Hamilton Public for industrial development. of urban development. Among the prominent natural Library, Local History and Archives Department Lake Plain features shaping the city are the following: The city’s lake plain, below the Niagara Escarpment, Hamilton Beach Sandbar originally consisted of higher dry areas and swampy The Hamilton Beach Sandbar originally prevented large patches interspersed with streams running down the vessels from entering Hamilton Harbour but also acted escarpment slopes. To the west, archaeological as a protective harbour breakwater. The opening of the excavations at the Cootes Paradise marsh indicate that Burlington Canal in 1832, which allowed passage for this area was a focus of First Nations occupations38 large ships bringing immigrants and exporting products, subsequently becoming the site of the Desjardins was a major factor in the city’s commercial and Canal, a short-lived water route that contributed to the industrial success. prosperity of Dundas. Burlington Heights, also at the At the turn of the last century, Hamilton Beach, at the city’s west boundary, was the site of the first trading eastern end of the sand bar, offered an accessible post serving aboriginal people and settlers. recreational area for city residents. Later, as water The city’s first urban core and commercial district, pollution increased and more and more residents were developed by George Hamilton in the area bounded able to travel outside the city on holidays, beach use by King, Main, James and John Streets, was built on a declined. The remaining lakeside residences, the canal Princess Point at Cootes Paradise slight elevation close to the Cootes Paradise western opening and the former lighthouse keeper’s tower and boundary. Throughout its development, the city’s higher Photograph by Mark DeBruyn-Smith house remain as reminders of the canal’s former and drier west area was sought out by middle and commercial and recreational importance. upper class residents. Westdale, Hamilton’s first planned suburb was built here. appendix K - a story of us / a story of place - full research report 163

The east-west lake plain, constrained by Lake Ontario represents the commitment to manage land use in this to the north and the escarpment to the south, area. developed intensively as the city’s urban, industrialized In 1860, the beauty of Hamilton’s lake end location and area. In contrast to Hamilton’s upper class west end, its unique topography led the New York Times to print low-lying areas, located southeast of the city centre, the following description. became home to many poorer residents such as 19th “Hamilton is a beautiful town. It lies at the head century Irish Catholics. This area southeast of the city of Burlington Bay, the extreme westerly point centre became known as “Corktown”, a name which of Lake Ontario, in a charming basin, made by continues to this day. Eventually, the barriers of the the abrupt falling off of the table land to the mountain and the lake required the annexation of vast upper country beyond…This valley lies adjoining areas to accommodate urban expansion, with warm and sheltered…The position of the Incline Railway on James Street South - resulting development of suburban subdivisions and Hamilton Public Library, Local History and town cannot be excelled—indeed, rarely business parks. Archives Department equaled. Its upper quarter overlooks the lake The Mountain and bay; the broad valley of Dundas, some Hamilton’s “mountain,” the Niagara Escarpment, is an miles above…Just behind the town, and ancient geological formation that forms a rocky spine hundreds of feet above it, is the mountain, between New York State to the east and the Bruce which looks down upon the town itself, even Peninsula to the northwest. An area of diverse away beyond Toronto and into the mighty 40 landforms and plant and animal species, the “mountain” misty blue of its far eastern boundary.” is cut by many north-south valleys, ravines, streams and waterfalls. Two of the largest of these are the Dundas This New York Times observation may be one of the Valley, which owed its early industrial prominence to few instances where Hamilton was equated with the mill power provided by its many swiftly rushing beauty. Many observers have tended to see, and streams, and the Red Hill Valley, in the city’s eastern consequently exploit Hamilton’s physiographical Looking north along James Street from the advantages in economic terms, as demonstrated in the Hamilton Mountain - Hamilton Public Library, area. Local History and Archives Department following quote. Agricultural Plain “[Hamilton] possesses, from its location, The elevated south plain accounts for 80 percent of peculiar advantages for drawing a crowd… the City’s land base but less than 10 percent of its At the head of Lake Ontario, it is easy of population.39 Primarily agricultural, the south plain (sic) access by water, and on the other contains the significant Beverly Swamp wetland, prairie hand, it is an outlet for a tract of country remnants in Flamborough and Ancaster, and slough exceeding in extent, productiveness, wealth forests in Glanbrook. Suburban and commercial and enterprise, any other section of this development has been encroaching on this area for favoured province.”41 years. The completion of the Rural Hamilton Profile (2006) as part of the City of Hamilton Official Plan appendix K - a story of us / a story of place - full research report 164

However, the City and residents are working to bring recreational, ecological and marine function of the West recognition of Hamilton’s dramatic location, topography Harbour. The WHWR Master Plan seeks to and natural beauty back to the forefront. As accommodate and facilitate a range of recreational mentioned in the earlier section on Citizen boating uses, enhance access to the waterfront, create Engagement, concern for Hamilton’s natural assets have new active and passive recreational opportunities, led to positive action by the City and its citizens. In the provide public amenities for visitors and residents, 1970s there was a major effort to address the effects protect and enhance natural shorelines and aquatic of sewage and industrial waste in Hamilton Harbour on habitats, and provide a financial framework that allows the environment. Beginning in 1986, industry, for short-term and long-term improvements. government, local labour and citizen interest groups Today, the value of the city’s environment and began working together to address Hamilton Harbour’s geography has been enshrined in Vision 2020 Hamilton environmental issues. The Hamilton Harbour Remedial as a foundational principle: “Maintenance of ecological Harbour - West marina Action Plan and the citizen-based Bay Area Restoration integrity through careful stewardship, rehabilitation, Photograph by Graham Crawford Council, formed in the 1990s, remain active today. reduction in wastes and protection of diverse and The City’s Urban Structure Report (2008) recognizes important natural species and systems.” Recognition of the existence and importance of the Hamilton’s major the value of the city’s natural environment provides a urban open space system (comprised of the Niagara framework upon which to continue the work of Escarpment, the Red Hill Valley, Cootes paradise, the reclaiming the dramatic, unique and invaluable beauty of west harbour area and the Waterfront Trail, and Hamilton’s setting. Confederation Park and the Hamilton Beach Recreation Trail), as part of the Growth Related A STORY OF PLACE Integrated Development Strategy (GRIDS) and its Theme 2 - Urban Development Nodes and Corridors system. Natural areas throughout In 2001, the provincially mandated municipal the urban and rural areas of the city are protected amalgamation brought together six constituent locally through policies for its 81 Environmentally municipalities: the City of Hamilton, the City of Stoney Significant Areas and the Regional Natural Heritage Creek, the Town of Ancaster, the Town of Flamborough, System initially developed by the former Regional the Town of Dundas, and the Township of Glanbrook. King Street in Dundas - Hamilton Public Library, Municipality of Hamilton-Wentworth. Historically, the pattern of urban development has Local History and Archives Department The west Hamilton waterfront – the Cootes Paradise evolved on a community-by-community basis in area and the harbour – remains a strong focus of response to the growth of local transportation environmental efforts by the City and its residents. In networks. Ancaster was the area’s earliest urban centre addition to Bayfront Park, Dundurn Park and Kay Drage and was thriving by 1812 due to the fact that it was Park, conservation lands have been established around located on the first road built between the Town of Cootes Paradise, including large areas around the north Niagara (Upper Canada’s seat of government in the side now owned by the Royal Botanical Gardens. early 19th century) and western settlement destinations The City is undertaking a West Harbour Waterfront in the Grand and Thames River valleys.42 By 1850 Recreation (WHWR) Master Plan to balance the Ancaster boasted machine, woolen and textile factories. appendix K - a story of us / a story of place - full research report 165

Ancaster’s early success was overtaken by Dundas the opening of the Burlington Canal (1832), the when the latter became the shipping terminus of the waterfront community of Port Hamilton developed Desjardins Canal (1837). The canal was built through along the lakeshore. With the establishment of the Cootes Paradise marsh from Lake Ontario and was foundries and later steel mills along the east harbour, a strategic stopover on the Governor’s (Dundas) Road, workers’ housing moved into the city’s north and a major settlement artery in the early 19th century northeast areas, south of the factories, establishing a connecting the military centre of York (Toronto) to second commercial core at Ottawa and Sherman London. Textiles, milling and shipping of barrel parts Streets. became significant parts of Dundas’ industrial base. Throughout the 20th century, Hamilton expanded by annexing adjoining lands to meet housing and industrial Stoney Creek, on Hamilton’s eastern border, flourished demands. Annexation created a ring of suburban briefly as a grain trade centre in the early 1850s. Both development to the east and south, up to and Dundas and Stoney Creek declined in economic eventually beyond the escarpment. These areas became importance as industry and population shifted to home ownership havens for many industrial workers James Street North and Hamilton Harbour Hamilton after the building of the Great Western who sought better air and new homes for their families. Railway (1853). These developments established Photograph by Ann Manson Hamilton as an industrial centre – a situation that lent Today, a new Official Plan has been developed to substantial weight to its political roles, as the district reflect planning requirements set out in Places to seat for the District of Gore (1816), as the county seat Grow, the Provincial legislation passed in 2005 that for the United Counties of Wentworth and Halton defines a growth plan for the Greater Golden (1850) and continuing as the county seat for a Horseshoe. Places to Grow is based on “smart reorganized Wentworth County (1853). growth” principles aimed at improving quality of life and contributing to prosperity and diversity while protecting In addition to these major centres, a number of smaller the environment. Places to Grow sets out goals and centres grew up around natural resource industries requirements that address all major planning issues: such as limestone quarry industries (in particular the curbing urban sprawl; directing where new village of Rockton), mill sites or as agricultural service development is to be concentrated: revitalization of crossroads. As their populations grew, communities downtowns; identification of employment lands; plans sought incorporation as distinct municipal corporations. to strengthen transportation and connectivity across 43 High Level Bridge at the Waterfront Trail These communities came to reflect more than the region; and creating more complete communities, political boundaries; they became focal points and the etc. Photograph by Ken Coit source of community identity for residents. The City’s response to Places to Grow has taken the The evolution of Hamilton’s working class residential form of a range of interconnected and strategic plans neighbourhoods was shaped by the development of to facilitate coordinated, well-planned and sustainable commercial and industrial centres in various parts of growth in both urban and rural areas of the city. These the city. Until 1850, labourers and craftsmen lived close plans exist under the umbrella of Building a Strong to the commercial core that emerged around the Foundation and include Vision 2020 Hamilton; original town site drawn up by George Hamilton. With appendix K - a story of us / a story of place - full research report 166

Growth Related Integrated Development Strategy; industrial, residential, and educational services by Transportation, Water and Waste Water Master Plans; including suburban retail hubs like Limeridge Mall and Official Plan; Social Development Strategy; Eastgate Square, major institutional facilities like Comprehensive Employment Study; and the Urban McMaster University, Redeemer University College and Structure Plan. Mohawk College, and business and industrial parks. Building a Strong Foundation defines a strategic Cores are connected by transit lines and major direction for growth and sets out nine directions to transportation spines, some of which are based upon guide development focusing on maintaining and historic urban transportation networks, such as Main, improving quality of life; encouraging compatible mix of King, James and Upper James Streets in central uses in neighbourhoods; concentrating new Hamilton. development in existing built-up, urban areas; protecting Nodes and corridors also recognize Hamilton’s major rural areas for economic and recreational purposes; job transportation arteries that, with some deviations, retention and creation; efficient and environmentally follow 18th and 19th century trails and roads. These sustainable transportation options; reuse of existing transportation arteries include Brock Road (formerly buildings; protection of ecological systems; and the the Dundas-Guelph Road), King Street (following the maintenance and creation of attractive and unique route of the former Hamilton-Stoney Creek Road) and public and private spaces. former north-south trails that originally cut through the The Building a Strong Foundation principles are escarpment along ravines and streambeds, such as supported by Vision 2020 Hamilton which promotes James Street (the former Hamilton-Caledonia Road) inclusivity in decision-making, a vibrant, diverse city, and the Red Hill Valley Parkway. citizen access to clean air and water, food, shelter, Finally, nodes and corridors reflect a core value in Vision Gore Park Fountain education, satisfying employment, spirituality and 2020 Hamilton recognizing the importance of the culture, values the natural beauty of the Niagara mosaic of communities and natural areas as important Escarpment and Hamilton harbour, and weighs social/ contributors to quality of urban life. health, economic and environmental costs, benefits and As an amalgamated City, Hamilton faces significant risks equally in decision making. challenges in planning for growth while acknowledging An overarching principle guiding Hamilton’s future the historical and social significance of pre-existing growth and development identified in the 2003 GRIDS urban cores as focal points for community identity. The strategy is to increase land use density and activity development and implementation of strategic planning within nodes and corridors. The identification of nodes tools, such as Planning a Strong Foundation, which invite and corridors reflect the historical development of the resident participation and build upon historic land use area and recognize the importance of urban core areas patterns, is a positive step towards creating a new city as social, economic and cultural hubs for the while remaining sensitive to the voices of its diverse community. In addition to reflecting Hamilton’s 19th communities. century growth patterns, nodes and corridors recognize the expansion of the city’s post war appendix K - a story of us / a story of place - full research report 167

A STORY OF PLACE Built form in urban Hamilton, located below the Theme 3 - Built Form mountain, is the product of almost two centuries of industrial, commercial and residential settlement. Major Hamilton today represents rich complexity in built form roads and thoroughfares echo the routes of original shaped by its architecture, transportation networks and roads and trails that ran through the area, created first modified natural and cultural landscapes. Until the by aboriginal groups, and later by the British military. 1970s, Hamilton’s built form was driven more by The oldest of these thoroughfares are York, King, James, industrial and commercial development patterns rather John and Main Streets, which border and define the than regulated municipal planning. city’s original urban core. The presence of the escarpment has influenced a pattern of east-west Although new development is continually shaping and arteries running parallel along the shoreline and just reshaping the city, much of Hamilton’s built form is a below the cliffs, and north south access roads cutting product of development patterns and initiatives of the through the mountain. The latest of these arteries is Hamilton Beach, Hamilton Public Library, Local History and th th Archives Department 19 and 20 centuries. The amalgamated City’s the Red Hill Valley Parkway, opened in 2007, which boundaries correspond closely to the shape of created much controversy regarding its environmental 44 Wentworth County first defined in 1816. Within the impact. City’s boundaries, townships enclosing agricultural lots th were laid out in the late 18 century. Today rural In the Dundas area, Cootes Drive and Governor’s Road areas, farm boundaries and roads still reflect, to some follow one of the earliest arteries through this area extent, the survey plans established during this period. from the lake into the province’s southwestern interior. Hamilton’s rural area ringing the urban downtown was Ringing Hamilton’s lower urban area are a number of the site of earliest settlement, first by Native people, highways built after 1950, including the elevated and second by Europeans who colonized its rich Burlington Bay Skyway, the Lincoln Alexander Parkway, agricultural lands. Today, the management of early the Chedoke Expressway and the Upper Centennial settlement archaeology – known as sites and areas of Parkway, which represent the influence of the archaeological potential – is the focus of the City’s automobile in the post World War II era. archaeological management plan. The built heritage th legacy of 19 century European settlement exists in The presence of the Burlington Canal and the High various forms: farm buildings and fields; individual Level Bridge – close to the site of the Desjardins Canal buildings; commercial main streets and downtown – recall the city’s early days of lake port shipping. The cores. Place names, such as Duff’s Corners, reflect rail lines running parallel to the lake shoreline and the significant events and people in the history of the area Custom House building (presently the Workers’ Arts and today form part of the collective memory of and Heritage Centre) stand as a symbol of the city’s Hamilton. While rural Hamilton still contains 1,030 mid-19th century transformation into an industrial operating farms today, many of these exist alongside Desjardins Canal, Hamilton Public Library, Local History and centre. Archives Department suburban developments known as Rural Settlement Areas.45 appendix K - a story of us / a story of place - full research report 168

The city’s land use patterns and built form tell stories of Hamilton native and an influential proponent of growth, change, and an overwhelming push for landscape improvement programs such as the Royal industrial development.46 At its east and west Botanical Gardens.47 boundaries, Hamilton is flanked by two entry points Hamilton’s significant architectural achievements include comprised of York Boulevard, Cootes Paradise and the building of the Pigott building on James Street in Dundurn National Historic Site to the west, and the 1929, the city’s first steel-skeleton skyscraper and which Hamilton Museum of Steam and Technology (formerly incorporates Art-Deco and Gothic-Revival elements.48 the Hamilton Waterworks) and the blast furnaces and In 1951, the City hired Stanley M. Roscoe as staff steel mills of U.S. Steel Canada (formerly Stelco) and architect – a first in Canada. Inspired by the post war ArcelorMittal Dofasco to the east. These iconic modernism movement, Roscoe led Hamilton’s efforts Dundurn National Historic Site - Hamilton structures represent the two sides of this city: a Civic Museums to build structures such as the Hamilton Health population of business and political “elite” in the west; Building, Westdale Library, and most notably, City Hall.49 Photograph by Jeff Tessier industry and working class housing in the east. At its eastern entrance, the Hamilton Waterworks Hamilton’s west end was the site of the city’s first chimneystack, juxtaposed with steel mill architecture, is urban centre and early commercial trade, remains the a testament to the city’s industrial roots and activities. site of municipal administration, and contains a cluster Reminiscent of the style of a Roman aqueduct, the of cultural institutions. Many of these cultural Hamilton Waterworks is considered as one of Canada's institutions were built as urban renewal projects of the greatest surviving engineering achievements of the 1970s: Copps Coliseum, Hamilton Art Gallery mid-19th century. Built between 1857 and 1859, the (renovated by architect Bruce Kuwabara), Jackson Hamilton Waterworks was designed by the prominent Square, Hamilton Convention Centre, Hamilton Canadian engineer, Thomas C. Keefer.50 The east and Library, and Hamilton Place Theatre. Directly east of west entrances to Hamilton also contain historic sites – this area is Gore Park, once the site of the 19th century Stoney Creek and Burlington Heights – that represent city’s dumping ground and later the site of civic the War of 1812 and underscore the city’s founding celebrations. Hamilton Beach and Burlington Heights British history. near Dundurn National Historic Site were popular 19th Hamilton’s industrial heritage is dramatically evident century public promenade sites, located outside the from its skyline profile as viewed from the Burlington downtown core at that time. Skyway. The northern edge of the city, between Interior of Hamilton City Hall The western high-level bridge at the York Boulevard Bayfront Park and Windermere Basin, consists of Photograph by Graham Crawford entrance and the presence of the fountain in Gage Park angular industrial landforms, created by landfill during in the central core reflect the influence of the City the mid to late 20th century. This area is almost Beautiful movement. The City Beautiful movement was exclusively industrial, devoted to steel mills, rail yards, an early 20th century planning movement that and related businesses and includes two major east- influenced architect John Lyle (creator of Toronto’s west thoroughfares providing efficient access to the Union Station among other significant buildings around factories and the Queen Elizabeth Way. the province) as well as Thomas Baker McQuesten, a appendix K - a story of us / a story of place - full research report 169

Workers’ residential subdivisions, established in the early to mid-20th century, are spread along the southern boundary of this area. The junction of Ottawa and Main Streets at Bill. one time represented this area’s downtown shopping My Brother. My Hero. district – and the site of Canada’s first Tim Horton’s store. Hamilton’s dramatic industrial profile is beauty of another kind – which complements the city’s unique topography and lakeside location and which has been captured in part by Edward Burtynsky, an internationally renowned photographer of industrial landscapes.51 In Burtynski’s words, industrial landscapes represent “nature transformed through industry” as “reflecting pools of our times.”52 Hamilton’s built form celebrates the city as a place of contrasts, from Lyle’s Beaux Arts creations, to the Italianate. The tragic story of a remarkable boy from Hamilton’s North End.

As told by his brother Ed Stewart. Photographs by Bill Stewart.

April 9 - June 11 165 James Street North

Celebrating the lives of the men and women who have helped shape the City of Hamilton.

Poster from Hamilton HIStory + HERitage exhibition 2010 Hamilton Arts Awards 2008

Hamilton Farmers’ Market

Gage Park Royal Visit 2009 Creation of Mannequin with Rose by Daniel Davelaar, East Kiwanis Place, Ottawa Street Photograph by Jeff Tessier Photograph by Graham Crawford North - City of Hamilton Art in Public Places Collection appendix K - a story of us / a story of place - full research report 170

Endnotes 11 Holman, p. 34 12 Workers Arts and Heritage Centre, Made in 1 Statistics Canada, 2006 Community Profile for Hamilton 20th Century Industrial Trail tour guide, n.d. Hamilton, www.statcan.gc.ca 13www.terrapingraphics.ca/interviews/chiarelli.htm 2 In a first hand account, dated September 16, 1815, 14 AuthentiCity, Statistical Portrait prepared for describing the occupation of his farm in 1813 by British Hamilton Our Community Culture project, 2008, p. 3 soldiers, Richard Beasley, a local Hamilton merchant and 15 S. Mayo and D. Jaffray, Summary Community Profiles, trader who lived where Dundurn Castle now stands, Social Planning and Research Council of Hamilton, describes “the Indians that were attached to the Army, November 2008 available at www.sprc.hamilton.on.ca/ a part of them encamped on my grounds with the Reports.php troops...” cited in J.R. Triggs, Archaeology at Dundurn 16 Castle, 1991, on file at Dundurn Castle National www.thespec.com/News/Local/article/381354 Historic Site, p. 6 17 City of Hamilton, The Rural Hamilton Profile, January 3 Michael B. Katz, The People of Hamilton, Canada 2006, p. 10 available at www.myhamilton.ca/NR/ West, Family and Class in a Mid-Nineteenth-Century rdonlyres/6780F0AA- City (Cambridge: Harvard University Press, 1975), p. 2 BD0C-41F1-9C4E-6A811B6FDCB1/0/ RuralHamiltonProfile.pdf 4 A.C. Holman, Corktown, 1832-1847: The Founding of 18 Hamilton’s Pre-Famine Catholic Irish Settlement, M.A. See essay on Women, Work and Unions in The thesis, McMaster University, 1987, p. 2 Cradle of Collective Bargaining, History of Labour and Technology in Hamilton and District available at 5 John. C. Weaver, Hamilton, An Illustrated History www.humanities.mcmaster.ca/~cradle/ (Toronto: James Lorimer & Company, 1982), p. 57 19 Ibid., p. 161 6 The Souls of Black Folk: Hamilton's Stewart Memorial 20 Community website www.virtualmuseum.ca/pm.php? See histories of Stelco and Dofasco at id=story_line&fl=0&lg=English&ex=00000236&sl=470 www.fundinguniverse.com/company-histories/ 21 0&pos=1; Hamilton Historical Board report, October City of Hamilton, Economic Development Strategy, 4, 2006 available on-line at www.myhamilton.ca/NR/ 2005, p. 6 rdonlyres/ 22 Ibid., p. 11 C12245DF-7513-46CD-8A24-7A4AE55BF48E/0/ 23 Ibid., p. 6 Oct102006HHBJPSC06003Africa.pdf 24 City of Hamilton, Planning & Economic 7 Weaver, p. 92 Development, www.myhamilton.ca/myhamilton/ 8 Ibid., pp. 93, 96, 140 CityandGovernment/ProjectsIitiatives/V2020 9 Ibid., pp. 169-170 25 The essay, Unionism in Hamilton, available on the 10 The Souls of Black Folk: Hamilton's Stewart Memorial McMaster University Labour Studies website, The Community website available at Cradle of Collective Bargaining www.virtualmuseum.ca/English/CommunityMemories/ (www.humanities.mcmaster.ca/~cradle/) provides a flashDisplayer.php?exNum=00000236 summary of union development in Hamilton appendix K - a story of us / a story of place - full research report 171

26 The Siege of 46, www.humanities.mcmaster.ca/ resemblance to villages.” Edward Talbot, Five Years ~cradle/ Residence in the Canadas (London: Longman, 1824), 27 Weaver, p. 116 Vol. 1, p. 120 as cited in Weaver, p. 18 28 Katz, The People of Hamilton, Canada West, p. 3 43 Plans and descriptions of these centres are laid out in 29 On file at the Workers’ Arts and Heritage Centre, the Illustrated Historical Atlas of the County of Hamilton Wentworth, Ontario, 1875, reprint edition (Dundas, Ont., 1971) 30 Weaver, p. 118 44 Illustrated Historical Atlas, p. 9 31 Film record of 1946 Stelco strike, on file at the 45 Workers’ Arts and Heritage Centre, Hamilton City of Hamilton, The Rural Hamilton Profile, 2006, p. 10 32 Weaver, p. 118 46 The breadth and scope of Hamilton’s remarkable 33 P.E. Weller, Public Participation in Great Lakes architecture is the mandate of the Hamilton Region Management: a Case Study of Remedial Action Planning Branch of the Architectural Conservancy of Ontario, a in Hamilton Harbour, Ontario (Waterloo, Ontario: charitable organization dedicated to the promotion, University of Waterloo, (1990) interpretation and preservation of the rich architectural 34 www.hamiltonharbour.ca/ heritage of Hamilton and Region. Their website 35 http://povertynewsblog.blogspot.com/2008/05/ available at www.architecturehamilton.com/ poverty-rate-still-tops-in-hamilton.html acoMain.html offers tours and information related to all 36 www.hamiltonpoverty.ca/docs/news_and_reports/ aspects of the city’s architectural heritage. news-releases/Poverty%20Roundtable%20Report.pdf 47 www.ontarioplaques.com/Plaques_GHI/ 37 N.B. Bouchier and K. Cruikshank, The People and the Plaque_Hamilton32.html Bay (Hamilton: Ontario Workers Arts and Heritage 48 historicalhamilton.com/central/pigott-building/ Centre, n.d.) 49 www.hhca.ca/hall of fame/inductees/s.m.roscoe.asp 38 D.G. Smith, Recent Investigation of Late Woodland 50 Content of Historic Sites and Monuments Board of Occupations at Cootes Paradise, Ontario, Ontario Canada plaque at Waterworks Park, Hamilton Archaeology, No. 63, 1997, p. 4 described at www.waynecook.com/ahamilton- 39 City of Hamilton, The Rural Hamilton Profile, 2006, wentworth.htm p. 4 51http://www.artnet.com/Galleries/Artwork_Detail.asp? 40 New York Times, quoted in the Hamilton Daily G=&gid=272&which=&aid=19417&wid=68472&sourc Spectator and Journal of Commerce, Sept. 27. 1860, e=inventory&rta=http://www.artnet.com cited in Katz, The People of Hamilton, p. xv 52 www.edwardburtynsky.com/ 41 Hamilton Spectator, Oct. 13, 1853, p. 2 cited in Katz, p. 325 42 In 1818, British traveler Edward Talbot, who passed around the head of Lake Ontario, described Dundas and Ancaster as “The only places, which…bear the least glossary of municipal cultural planning terms appendix L

Photograph by Jeff Tessier appendix L - glossary of municipal cultural planning terms 173

The following glossary has been compiled from two cultural industries, new media, design, knowledge primary sources: AuthentiCity and Toronto Artscape, building and/or other creative sector pursuits. Vision 2011: Thinking Big About Culture-led Regeneration Creative Hub - A multi-tenant centre, complex or place-based network that functions as a focal point of Authenticity - The genuine or real article, feel, mood, cultural activity and/or creative entrepreneurship fact or style as it applies to individual, collective and incubation within a community. A hub provides an communal memory, emotions, experience, attitudes, innovative platform for combining the necessary hard stories, history, cultural attributes and creativity. and soft infrastructure to support the space and programming needs of commercial, not-for-profit and Community Arts - is sometimes used interchangeably community sectors. with community cultural development in Britain and some other jurisdictions. However, it is better thought Creative Process - An ongoing, circular and multi- of as a particular kind of community-based arts practice dimensional process of discovery, exploration, in which professional artists work with community selection, combination, refinement and reflection in the members to create work that addresses specific local creation of something new. issues or concerns. Creativity - The ability to generate something new; the Community Building - An applied art – not a science; production by one or more person of ideas and involving the design and application of collaborative inventions that are personal, original and meaningful; a strategies to the resolution of issues; management of mental process involving the generation of new ideas change; strengthening capacity, building leadership and or concepts, or new associations between existing ideas effectively engaging all elements of the community in or concepts. the processes. Culture-Led Regeneration - A multi-dimensional Creative Advantage - The competitive edge that an approach to the re-use, renewal or revitalization of a organization, community or city has by virtue of their place wherein art, culture and/or creativity plays a ability to sustain creativity and innovation. leading and transformative role.

Creative Capacity - The relative ability of an Cultural Ecology - A dense and connected system of a organization, community or city to generate ideas, distinct and evolving blend of community, educational, goods and services; the strength of creative assets and recreational, cultural and entertainment venues and resources of an organization, community or city. environments that generate ‘thickness’ in the creative fabric of a city. They provide the necessary infrastructure Creative Cluster - A geographical concentration (often that accommodates cross-fertilization between a varied regional in scale) of interconnected individuals, mix of stakeholders and interest groups, cultural organizations and institutions involved in the arts, producers, artists, entrepreneurs and residents. appendix L - glossary of municipal cultural planning terms 174

Cultural Governance - the term governance refers to Diversity - Distinct or different personal characteristics the decision-making processes in the management and and qualities encompassing creative and artistic administration of a cultural organization or jurisdiction. discipline, vocation, race, culture, sex, religious or Different organizations, communities and nations spiritual beliefs, age, weight, disabilities, sexual approach cultural governance concerns (e.g., who pays? orientation, everything which celebrates the variety and who benefits? who decides?) in very different ways. uniqueness of all individuals and things; may also apply to the mandates, goals, etc. of groups, organizations and Cultural Identity - refers to those shared beliefs and companies. characteristics that distinguish a community or social group and which underpin a sense of belonging to that Hard Infrastructure - Tangible elements of urban form group. Cultural background is one important, though – workspaces, galleries, theatres, cafes, streets and public not sole source of identity. As cultures interact and spaces – that combine the functional with the aesthetic intermix, cultural identities change and evolve. and the symbolic to provide vital conduits for inspiration, connectivity and expression. Infused with a Cultural Mapping – is a defining characteristic of mix of uses, meanings and experiences, these places municipal cultural planning. Cultural mapping deals with reveal themselves as authentic, distinctive, permeable physical or tangible cultural resources as well as and diverse ‘habitats’ that attract and sustain a diverse intangible resources – the unique character and identity range of creative activity. of a community. Innovation - The creation or invention of ideas, goods Cultural Value Chain - has been a useful tool in or services that are novel and intended to be useful; dismantling cultural decisions based on distinct intended to create some product that has commercial disciplines or subsectors (e.g., visual arts, theatre, application and/or appeal to a customer, consumer or museums). The production cycle maps cultural activity audience; the process of generating and applying in more functional terms as various parts of a cycle creative ideas. linking creation, production, distribution, and reception/ consumption. Knowledge Product - Organizational knowledge and Cultural Tourism - visits by persons from outside the expertise that are effectively created, located, captured host community motivated wholly or in part by interest and shared through an explicit form (manual, pod-case, in the historical, artistic, scientific or lifestyle/heritage website). Distributed to staff, board, clients and offerings of a community, region, group or institution. partners, codified knowledge is a valuable strategic Cultural tourism is the fastest growing type of tourism asset that can be leveraged for improved performance. in the world today, part of a worldwide tourism boom that is projected to soon become the world's largest industry. appendix L - glossary of municipal cultural planning terms 175

Placemaking - An integrated and transformative Systems Thinking - cultural planning emerged in process that connects creative and cultural resources to response to the patchwork and fragmented approaches build authentic, dynamic and resilient communities or to local cultural development that were no longer place. working. In their place it proposes more holistic perspectives and strategies, encouraging local civic and Place-Based Planning – municipal cultural planning shifts cultural leaders to see cultural development in "whole the emphasis from discipline-based (e.g., visual arts, systems" terms. Cultural assumes that a flourishing local museums) thinking to "place-based" perspectives that culture depends on a host of interrelated and take as their point of departure the unique needs and interdependent factors - effective municipal character or identity of the community. Cultural plans in government, a strong local economy, engaged citizens, many cities have also begun to explore more integrated and relevant and vital cultural institutions. approaches to the built environment, urban design and "place-making."

Soft Infrastructure - Dense and diverse collaborative partnerships, active intermediaries and cross-over mechanisms that facilitate the face-to-face interaction, social networking and flow of ideas that drive successful clustering.

Spacemaking - The development of studios, buildings and complexes as the infrastructure, the bricks and mortar of communities or places (see Placemaking above) along with the elements of communication, services, systems, policies and procedures for their tenants, occupants and visitors.

Sustainability - A trait that describes the best creative, cultural, economic, social, institutional and ecological products, environments, systems, processes and outcomes for hard and soft infrastructure and communities of all sizes; marked by durability and longevity; and experienced and shared by present and future generations of tenants, clients, partners and citizens.

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