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Huntsville Town Council Resolution 338-15 on October 26, 2015

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Huntsville Town Council Resolution 338-15 on October 26, 2015 Town of Huntsville Staff Report Meeting Date: July 25, 2018 To: General Committee Report Number: CS-2018-24 Confidential: No Author(s): Teri Souter, Manager of Arts, Culture & Heritage Subject: Cultural Strategy Update Report Highlights • Cultural Strategic Plan update • Current internal/external situation review • Cultural Strategic visioning/inclusion encouraged for 2018-19 Recommendation That: Motion GC54-16 be rescinded; and Further That: the next term of Council be encouraged to consider an updated Cultural Strategy for the Corporation of the Town of Huntsville when identifying the Strategic Priorities for 2018-2022. Background The Town of Huntsville's Cultural Strategy 2011 contained 27 recommendations. Progress on the Cultural Strategy has been regularly reported. A status update "Culture Strategy Update" was presented to the Arts, Cultural and Heritage Advisory Committee on February 23, 2016: 25 of 27 goals were "finished/ongoing" and the remaining 2 were "started/needs attention." Some of the goals were completed or outdated. "Culture Strategy Direction" Report CS-2016-16 was then presented and Motion ACH8-16, including a commitment for community engagement and collaboration, was passed by the Advisory Committee: "The Manager of Arts, Culture & Heritage work via Advisory Committee, staff, sector professionals and stakeholders to draft a Huntsville Culture Strategy whitepaper, 2016 to 2019, to better reflect the direction of current council and to implement these directions." This motion was amended at General Committee on March 30, 2016. The amended motion GC54-16 is: "that The Manager of Arts Culture and Heritage work to draft a Huntsville Culture Strategy, 2016 to 2019, to better reflect the direction of current Council and further that the Manager of Arts, Culture and Heritage report back to committee." This was ratified via Council Resolution 94- 16, April 27, 2016. On December 20, 2016 via Council Resolution 312-16, Council recognized the importance of Culture in the "Strategic Plan 2017 and Beyond", the Vision Statement of which reads: "A vibrant, inclusive, healthy community which inspires innovation and growth; celebrates the arts, culture, and heritage; promotes recreation; while developing a resilient economy founded on social caring and environmental stewardship." On subsequent review with the CAO and Director of Community Services, due to time, resource and expertise constraints, a staff draft of a new Culture Strategy was not feasible. Discussion Since 2009 when Huntsville's Cultural Strategy was begun, 2011 when it was adopted, and February 2016 when direction was provided to staff, much has changed in both the (internal) Huntsville and external (Federal and Provincial) cultural landscape. Internally, tactical goals in Huntsville's Cultural Strategy were investigated for feasibility/cost, presented via reports and/or public meetings, completed and outcomes reported. Staff worked closely through the Ontario Ministry of Tourism and Creative Cities Network of Canada as part of a working group to develop a position and have input into Ontario's first Culture Strategy. The resulting collaborative position paper was outlined and endorsed by Huntsville Town Council resolution 338-15 on October 26, 2015. Staff have continued to research and monitor the current 'cultural planning landscape' locally, regionally, provincially, nationally and internationally. Culture is a fast-paced area of study, change, evolution and prominence in successful planning. Staff have participated in Creative Cities' Municipal Members "Culture Position Study Survey", March 2018, and have offered to be a case study for the consultant doing the study. The outcome of this work is not yet compiled. Staff are monitoring cultural planning in other places as well: the City of Hamilton, Ontario "Love Your City: Cultural Policy and Plan" 2008 is scheduled for updating in 2019; the United Kingdom, Department for Culture, Media and Sport White Paper on Culture 2016 is the first culture position the UK has released in 50 years. While the resources available to the Municipality of the Town of Huntsville are much more modest, the overarching precepts are constant and applicable, especially as we seek to understand where we are going and how we are going to get there. Culture changes dramatically from region to region; however the concepts of cultural pride, health, accessibility, inclusion and appreciation are universal. Internally, the Town of Huntsville's Strategic Plan 2017 and Beyond Vision references the importance of culture to the community. However, there are no tactical goals to achieve Arts, Culture & Heritage objectives included in the 2017 Strategic Plan. Also internally, the Town of Huntsville's oldest and largest heritage and culture asset, Muskoka Heritage Place, is undergoing a strategic review. Council direction on this review is not known at the time of writing this report. There may be 'economies of scale' and/or integration with these strategic visions and goals. Recent information presented to the Municipal Heritage Committee (CS-2018-23, May 30, 2018) provides research showing the positive economic link between cultural heritage and the economy. The 2010 Town of Huntsville's "Unity Plan - Huntsville's Guide to A Sustainable Future" includes "Goal #10 in the Arts, Cultural and Heritage category: The community will encourage and foster continual growth of arts, culture, and heritage through municipal and community awareness, education and support." The Town of Huntsville is expected to continue to update strategic planning following the imminent municipal election in order to capture the priorities of elected incoming officials. To streamline and consolidate plans, it is suggested that an updated Cultural Strategy be developed and appended to the pending Community Services Master Plan that is to be completed in 2018/2019. The subject requires focused attention to consult and engage the community, stakeholders, and then to develop practical strategic goals, aligned with - and explicitly stated in - Council's strategic priorities. It is suggested that the approach encompass Integrating Community and Cultural Planning, as a best practice, as plans to achieve community goals are interrelated, interdependent, complex and quickly evolving. The Manager of Arts, Culture & Heritage, in consultation with sector professionals, has reviewed Culture plans and updates from the following Ontario municipalities: • Owen Sound, population 21,000 - Cultural Master Plan 2007, 59 pages; Cultural Master Plan updated 2012, 52 pages • Ottawa, population 947,031 - Ottawa 20/20 Arts and Heritage Plan 2003, 61 pages; A Renewed Action Plan for Arts, Heritage and Culture in Ottawa (2013-2018), 2013, 31 pages • Brantford, population 93,650 - Municipal Cultural Plan 2005, 23 pages; Municipal Cultural Plan Update 2014, 34 pages • Prince Edward County, population 24,735 - Leveraging Growth and Managing Change Strategic Cultural Plan 2005, 47 pages; Shaping Tomorrow Today, 2012, 53 pages • City of Hamilton, population 551,751 - Planning and Economic Development, Tourism and Culture Division "Transforming Hamilton Through Culture" 2013, 79 pages, scheduled for update in 2019 The review of these plans indicates that the process becomes more complex as the 'lower hanging fruit' goals are achieved, that comprehensive consultation and alignment with existing plans is optimal, and that vast differences in approach between organizations and structures must be considered when developing a "made in Huntsville" strategy. Each locale has various attributes, assets, mindsets and organizational frameworks and priorities. Externally, in 2015, the Truth and Reconciliation Commission of Canada published their final report with Calls to Action for all levels of government. The Province of Ontario adopted their first Culture Strategy in 2016, "The Culture Strategy for Ontario: Telling our Stories, Growing our Economy". The current provincial government has not released a position on culture at this time. Membership in the Creative Cities Network of Canada provides Municipal Cultural Planning tool kits, research and evolving best practices to municipal members across Canada. Federal and Provincial agencies develop funding strategies aligned with federal and provincial current strategic directions; eligibility can be impacted by local strategic planning alignment. For example, April 2018 "Ontario Investing $6 Million in Cultural Tourism". Culture is recognized as an economic driver, especially for tourism, which historically has been a significant economic sector in the local Huntsville economy. It is advantageous to align local plans with provincial positions. In June 2018 the Province of Ontario elected a new premier and party. Staff continue to communicate with cohorts at the provincial level as cultural position is developed.The most recent mandate letter on Tourism, Culture and Sport on file from the Province of Ontario dated September 23, 2016 is from ex-Premiere Wynne. It remains to be seen what incumbent Premiere Ford's government will prioritize in the arts, culture and heritage portfolio. We expect to be updated at the provincial level in the coming months. Staff will continue to gather updated sector materials, studies and statistics for sharing with senior management, and through them, with council. These materials may be used during council visioning exercise for the upcoming term. Incoming elected officials generally undertake orientation and strategic visioning
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