Arts, Culture and Heritage Master Plan Southern Ontario Tourism Organization (SOTO) 2001/2002 One Time Only

HERITAGE CultureARTSARTS

MMAASSTTEERR PPLL AANN October 2002 AARTSRHERITAGETS Table of Contents Culture

Table of Contents ...... I List of Appendices ...... II Executive Summary ...... III 1.0 Introduction ...... 1 1.1 Purpose ...... 1 1.2 Project Rationale and Administration ...... 1 1.3 Definitions ...... 2 1.4 Research Method ...... 2 1.5 Project Scope and Limitations ...... 3 2.0 The Region of Waterloo: A Unique and Diversified Community ...... 4 2.1 Development History ...... 4 2.2 Geography ...... 4 2.3 Corporate Entity ...... 4 2.4 Economy ...... 4 2.5 Ethnic Diversity ...... 5 2.6 Local Cultural Heritage Activities and Resources ...... 5 2.7 Arts and Culture in a Two-Tier Framework ...... 6 3.0 The Importance and Impact of Cultural Heritage ...... 7 3.1 Value of Cultural Heritage ...... 7 3.2 Public Art and Beauty ...... 7 3.3 Loss of Heritage in the Suburban Age ...... 7 3.4 Livable Community ...... 8 3.5 Proposed Tourism Strategy ...... 8 3.6 Economic Impact ...... 8 4.0 Integrating Cultural Heritage Planning with Municipal and Regional Initiatives ...... 9 4.1 Heritage Policy and Guidelines ...... 9 4.2 Heritage Programming and Practice ...... 10 4.3 Arts and Culture Policy ...... 10 4.4 Arts and Culture Programming and Practice ...... 12 4.5 Related Regional Initiatives ...... 15 5.0 Research Findings ...... 16 5.1 Needs and Gaps in Service Delivery, Programming, and Facilities ...... 16 5.2 Common Themes and Goals ...... 16 5.3 Key Survey Findings ...... 18 6.0 Role of the Region of Waterloo ...... 19 6.1 Statement of Intent ...... 19 6.2 Guiding Principles ...... 19 6.3 Fulfilling the Regional Role ...... 19 7.0 Goals, Recommendations, and Implementation Strategies ...... 21 7.1 Introduction ...... 21 7.2 Goals, Recommendations, and Implementation Strategies ...... 21 7.3 Goals, Recommendations, and Strategies for Future Implementation ...... 30

I AARTSRHERITAGETS List of Appendices Culture

Appendix 1: Research Method ...... 31 Appendix 2: Committees ...... 32 Appendix 3: Advisory Committee Terms of Reference ...... 33 Appendix 4: List of Participants ...... 34 Appendix 5 Sample Survey Form ...... 35 Appendix 6A & B: Region of Waterloo within Southern Ontario ...... 36 Appendix 7A: Regional Density—c.1890 ...... 37 Appendix 7B: Regional Density—1970 ...... 38 Appendix 7C: Regional Density—2000 ...... 39 Appendix 8: Heritage Designated Properties in the Region of Waterloo ...... 40 Appendix 9: Natural Heritage in the Region of Waterloo ...... 41 Appendix 10: Built Heritage, Natural Heritage and History of the Region and Subregions of Waterloo ...... 42 Appendix 11A: Selection of Cultural Heritage Facilities in the Region of Waterloo ...... 44 Appendix 11B: Selection of Cultural Heritage Facilities in the Region of Waterloo (detail) ...... 45 Appendix 12: Some Significant Dates in the Development of Cultural Heritage Facilities ...... 46 Appendix 13: Summary of Findings from Interviews, Meetings, Community Consultations and Surveys ...... 47 Appendix 14: Profile of Select Cultural Heritage Organizations in the Region of Waterloo ...... 48 Appendix 15: Demographics of Survey Respondents ...... 51 Appendix 16: Select Survey Responses ...... 54 Appendix 17: Economic Impact (Assessing the Local Economic Impact of the Arts: A Handbook, 1997) ...... 58 Appendix 18: Region of Waterloo - Contributions to Arts, Culture and Heritage ...... 59 Appendix 19: Summary of Findings ...... 60 Appendix 20: Goals, Recommendations and Strategies for Future Implementation ...... 68 Appendix 21: Community Services Committee Report P-01-069 ...... 73 Appendix 22: Summary of Township Resources and Events ...... 74

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aterloo region, with its attractive natural features, rich eth- To complete the necessary research and writing of this doc- nic diversity, vibrant countryside and rural communities, ument, Regional Council retained the services of NetGain On the other hand, research findings also unveiled a num- Wworld class educational institutions, and thriving technolo- Partners Incorporated (NetGain), an arts, culture, and her- ber of gaps, including a need for new and/or additional gy sector, is regarded by many as one of North American’s itage consulting firm. Council also appointed a Project facilities and services. Among the more frequently cited most livable communities. Yet to remain such a desirable Advisory Committee (Advisory Committee) to help oversee needs and gaps were those listed in Table ES-A below. place in which to live, work, play, and do business requires the initiative and provide input and feedback on the exer- Table ES-A careful planing and attention to those one-of-a-kind fea- cise. Committee members were selected for their expertise Most Frequently Cited Needs and Gaps tures that best define the area and contribute to its overall and represented a broad cross-section of the arts, culture, vitality. Key, in this regard, are the region’s many arts, cul- and heritage community. increased awareness of the importance of arts, culture, and ture, and heritage assets which provide an important link to heritage; the past, help to contextualize the present, and offer Over a nine-month period commencing October 1, 2001, improved marketing and promotion of existing activities and insight on what the future may bring. Regional staff, NetGain, and the Advisory Committee events, especially those for families and youth; engaged in an extensive research and planning process better transportation and signage to cultural heritage sites and Recognizing that arts, culture, and heritage are essential which involved: facilities; components of the community’s unique appeal, the Region • a detailed literature review; human resources, including volunteers, to work for and with has long played an active role in arts, culture and heritage • a series of one-on-one interviews and focus groups; cultural heritage organizations; and programming and service delivery. Indeed, since its forma- • two community consultation sessions attended by arts, a clearly articulated and communicated identity for the region tion in 1973, the corporation has been an outspoken advo- culture, and heritage professionals; as a whole, one that highlights and celebrates the richness and cate and supporter of such activities and, at present, con- • a public forum or ‘town hall’ open to the community diversity of its cultural heritage. tributes approximatelt $3 million per year to local arts, cul- at large; ture, and heritage initiatives/organizations. This is on top • a public opinion and facility use survey; of the roughly $14 million spent each year by the region’s • attendance at relevant meetings; and seven area municipalities, including township spending for the delivery of rural library services. • a review of the suggestions made by the Advisory Committee. In an effort to maximize the social, environmental, and economic benefit of the community’s arts, culture, and her- This process generated a vast amount of information on the itage resources, Regional Council committed to the devel- current state of arts, culture, and heritage programming opment of an Arts, Culture, and Heritage Master Plan and activity within the region. Perhaps the first finding (Plan). Completion of this Plan is consistent with the was that the phrase “cultural heritage” is often used to Corporate Strategic Plan and the Region’s Growth describe all the tangible and intangible aspects of what are Management Strategy Initiative. As originally described in typically associated with the terms arts, culture, and her- Community Services Committee Report P-01-069, this Plan itage. Consequently, the words “arts, culture, and heritage” is a strategic, action-oriented document that, among other and “cultural heritage” are used interchangeably through- things: out this Plan. Also of note was a finding that confirmed • identifies the gaps in the current framework of arts, what many had already suspected, that Waterloo Region is culture, and heritage service delivery; home to a tremendous diversity of cultural heritage attrac- • identifies and defines projects and strategies by which tions and assets which both compliment and reflect its the Region, alone or in partnership, can increase com- healthy economy, unique geography, settlement history, munity support for region-wide arts, and population. Indeed, both the urban and rural munici- culture, and heritage endeavours; and palities play host to a number of resources and events • identifies and endeavours to foster and strengthen the which contribute to thier unique characterand sense of partnerships required for the effective and efficient place. This bodes well for the Region as it endeavours to involvement of the Region in arts, culture, and her- better showcase and support those assets that already exist itage activity and programming. within the community. III ARHERITAGETS CultureARTS

The research also found there was a great deal of ambigui- By drawing from the research and building upon the existing 5. Accessibility ty within the community as to what the Region currently cultural heritage policies and plans of the Region and area Maximize accessibility to arts, culture, and heritage funds and supports. Primary research revealed that most municipalities, the following Statement of Intent was devel- opportunities and information. people associate the Region with heritage activities but not oped. It is envisioned that this Statement will serve as start- Recommendations and strategies for each of the goals in with arts and culture. Very few of those interviewed, for ing point for Regional Council and staff to formulate a shared which it was proposed the Region take a lead role are pre- example, knew that the Region administers the township vision or mission with respect to the corporation’s delivery of sented below. Based on consultations with Regional staff, libraries or provides grants to established arts groups or cultural heritage services within the community. these strategies were organized into two categories, namely: administers the township libraries which are funded by township residents. However, when prompted to identify Arts, culture, and heritage initiatives make a significant con- Year 1 Strategies: what the Region could do to better support local cultural tribution to the well-being and quality of life of the residents Strategies that could be implemented using existing staff and heritage initiatives, there was very little ambiguity. In fact, of Waterloo Region. They reflect and enhance the communi- resources and/or would require new, but relatively small allo- the majority of the responses were similar to those listed in ty’s unique identity and diversity, contribute to economic cations of money. These strategies are either already in Table ES-B. vitality, and shape future growth. Accordingly, the Region of progress or could commence in the first year of the implemen- Waterloo, alone or in partnership, will identify, protect, pro- tation phase of the Plan. mote, and invest in existing resources; implement strategies Table ES-B to support existing and additional arts, culture, and heritage Year 2 - 5 Strategies: Proposed Roles for the Region of Waterloo initiatives; and ensure their long-term prosperity and sustain- Strategies that are dependent on the allocation of addition- ability. al resources and which could or should be implemented dur- help organizations to work together more effectively; ing years two through five. Most, if not all, of these strate- educate the public on the merits of cultural heritage At the heart of this Plan are the goals, recommendations, and gies would require the addition of at least one full time initiatives; strategies proposed for implementation over the next five staff member. years. As can be seen on the pages that follow, the recommen- facilitate support for youth, senior, and multicultural dations and strategies were categorized under the following projects; A third set of recommendations and strategies also emerged goal areas. research, evaluate, and collect statistics and feedback on from the exercise. However, they are not presented within arts, culture and heritage activities; 1. Community Identity and Character the body of this Plan. Unlike those described above, the third set of recommendations and strategies would require, ensure policies are followed and enforced to protect Develop a stronger cultural heritage identity for the region, for effective implementation, the full and equal participa- heritage resources; one that celebrates its diversity, the character of its multi- tion of several partners and community stakeholders and provide stable and streamlined funding; ple towns and cities and the differing traditions of their founders; its natural features; and the richness of its arts, should not necessarily be lead by the Region. Hence it is help recognize, identify, and promote the cultural diversity culture and heritage assets. difficult to estimate or specifically recommend when such that exists in the community; strategies should be pursued. Given their importance, how- develop a region-wide marketing initiative for arts, culture, 2. Education and Awareness ever, they are included in the appendicies and should be and heritage; Build a stronger foundation for arts, culture, and heritage explored by the Cultural Heritage Advisory Committee pro- address the long-term need for suitable and affordable within the community. posed for establishment under Goal 3 of this Plan. This accommodation; Cultural Heritage Advisory Committee should be established 3. Coordination and Partnership Formation to co-ordinate municipal activities and funding, and to improve public transportation to and from arts, culture, Encourage a greater degree of collaboration across all sec- facilitate cooperation between area governments and and heritage destinations; tors and disciplines. organizations, and others interested and involved in cultur- assist arts, culture, and heritage organizations to improve al heritage. their relationships with the media; 4. Resources Support opportunities for the development and sustainability provide a single source of arts, culture, and heritage infor- of existing arts, culture, and heritage organizations. mation; and enter into partnerships to create more livable downtown areas. IV AARTSRHERITAGETS Goal 1: Community Identity and Character Culture

Develop a stronger cultural heritage identify for the region, one that celebrates its diversity, the character of its multiple towns and cities, and the differing traditions of their founders; its natural features; and the richness of its arts, culture, and heritage assets.

1.1.2 Investigate and support the creation and use of walkway and cycling trails between cultural heritage attractions. Lead: Cycling Master Plan Advisory Committee Partners: Cultural heritage organizations YEAR 1 STRATEGIES

Cost: Implementation costs to be determined YEAR 2-5 STRATEGIES

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Recommendation 1.2 Protect existing cultural and natural heritage assets throughout the region.

1.2.1 Encourage the creation of heritage corridors. Lead: Regional staff Partners: Area municipalities Cost: $50,000 - $100,000 per annum

1.2.2 Implement the identification and protection of sites of regional heritage significance.

Lead: Area municipalities Partners: Developers, property owners Cost: Regional staff time (additional costs to be determined) YEAR 1 STRATEGIES YEAR 2-5 STRATEGIES

VI AARTSRHERITAGETS Goal 2: Education and Awarness Culture

Build a stronger foundation for arts, culture, and heritage within the community.

2.1.2 Adopt a Regional public art policy and funding formula. 2.1.5 Expand the artist in residence program at the Regional Municipality. Lead: Regional staff Partners: Area municipalities, cultural heritage organizations, Arts and Culture Advisory Lead: Regional staff Committee (ACAC), Cultural Development Committee (CDC), WRAF Partners: Cultural heritage organizations, Ontario Arts Council (OAC), WRAC, Canada Cost: $50,000 per annum in proposed budget allocation Council for the Arts (CCA) Cost: Regional staff time; $5,000

2.1.3 Expand the scope and circulation of Regional publications such YEAR 1 STRATEGIES

Events and Exhibits. YEAR 2-5 STRATEGIES Lead: Regional staff Partners: Cultural heritage organizations, Waterloo Regional Arts Council (WRAC), local media, private businesses, academic institutions Cost: Additional mailing and printing costs

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Recommendation 2.2 Facilitate greater youth involvement in programs and events of arts, culture, and heritage organizations.

2.2.1 Promote more youth and family oriented programs that develop skills and interests in arts, culture, and heritage.

Lead: Cultural heritage organizations, including Doon Heritage Crossroads, Joseph Schneider Haus and McDougall Cottage Partners: Area Municipalitites, Public and separate school boards, libraries, WRAC Cost: Staff resources; additional costs to be determined YEAR 1 STRATEGIES YEAR 2-5 STRATEGIES

Recommendation 2.3 Provide opportunities to bring together those who work within and outside cultural heritage organizations to encourage the exchange of information.

2.3.1 Provide more opportunities for cross-jurisdictional and cross- disciplinary workshops in partnership with arts, culture and heritage organizations.

Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, libraries, private businesses, WRAC, Grand River Conservation Authority (GRCA) Cost: Staff resources (additional costs to be determined) YEAR 1 STRATEGIES YEAR 2-5 STRATEGIES

VIII AARTSRHERITAGETS Goal 3: Coordination and Partnership Formation Culture

To encourage a greater degree of collaboration across all sectors and disciplines.

Recommendation 3.1 Integrate various promotional activities including economic development, tourism, and the Region's Growth Management Strategy with arts, culture, and heritage efforts.

3.1.1 Assist with establishing and updating a "one-stop" shopping website with arts, culture and heritage information

Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, tourism and economic development organizations, WRAC Cost: Staff resources YEAR 1 STRATEGIES YEAR 2-5 STRATEGIES

Recommendation 3.2 Encourage non-profit and public and private sectors to share resources and expertise.

3.2.1 Encourage collaboration, joint ventures, and partnerships. 3.2.3 Encourage and coordinate the sharing of skills, expertise, and information among cultural heritage organizations in the area Lead: WRAF, municipalities. Partners: WRHF, Cultural heritage organizations, WRAC Cost: No additional cost Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations Cost: Staff resources

3.2.2 Establish a Cultural Heritage Advisory Committee to coordinate 3.2.4 Provide opportunities to showcase local talent. inter-municipal activities. Lead: WRAC Lead: Regional staff Partners: Cultural heritage organizations, Grand River Transit, local media, private Partners: Regional Council, area municipalities, cultural heritage organizations businesses

YEAR 1 STRATEGIES Cost: Staff resources Cost: Staff resources (other costs to be determined) YEAR 2-5 STRATEGIES

IX AARTSRHERITAGETS Goal 4: Resources Culture

Support opportunities for the development and sustainability of existing arts, culture, and heritage organizations.

Recommendation 4.1 Coordinate policies, clarify guidelines, and streamline funding among the Region and its constituent municipalities to maximize operating support for arts, culture, and heritage organizations and promote the existing Regional funding sources (WRAF, WRHC, WRAC).

4.1.3 Contribute additional funds to the WRHF and the WRAF specifically for training and professional development of staff and volunteers.

YEAR 1 STRATEGIES Lead: Regional Council YEAR 2-5 STRATEGIES Partners: Cultural heritage organizations, WRAF, WRHF, WRAC Cost: $10,000 to WRAF and WRHF per annum

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Recommendation 4.2 Ensure that the cultural heritage sector has access to appropriate resources, including staff, volunteers, and funding.

4.2.1 Provide dedicated staff resources to develop and implement arts, culture, and heritage actions and initiatives at the Region.

Lead: Regional Council Partners: WRAC Cost: $55,000 per annum

4.2.2 Provide an annual budget to support studies and research in cultural heritage issues by Regional staff and others.

Lead: Regional Council Partners: Regional staff, area municipalities YEAR 1 STRATEGIES

YEAR 2-5 STRATEGIES Cost: $20,000 per annum

XI AARTSRHERITAGETS Goal 5: Accessibility Culture

To maximize accessibility to arts, culture, and heritage opportunities and information.

Recommendation 5.1 Ensure that effective and accurate information for marketing and research purposes is readily accessible.

5.1.1 Maintain and periodically update a region-wide list of designated properties under the Ontario Heritage Act and properties listed as architecturally and/or historically significant.

Lead: Heritage Planning Advisory Committee (HPAC) Partners: Cultural heritage organizations, area municipalities, LACACs Cost: No additional cost

5.1.2 Maintain and continue to update a region-wide list of archaeological resources as part of the Archaeological Master Plan. Lead: Regional staff Partners: Cultural heritage organizations, area municipalities, LACACs, HPAC Cost: Allocated within current budget

5.1.3 Assist with the inventory of the nationally significant features of the Grand River.

Lead: Regional staff Partners: Grand River Conservation Authority (GRCA) Cost: Staff resources YEAR 1 STRATEGIES YEAR 2-5 STRATEGIES

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Recommendation 5.2 Integrate the priorities of arts, culture, and heritage organizations into public transit planning.

5.2.1 Consider transportation routes and schedules to accommodate arts, culture and heritage facilities and events, especially those outside peak public transit hours.

Lead: Regional Staff - Grand River Transit Partners: Cultural heritage organizations, area municipalities Cost: No additional cost YEAR 1 STRATEGIES YEAR 2-5 STRATEGIES

XIII AARTSRHERITAGETS 1.0 Introduction Culture

1.1 Purpose As a guiding principle, this Plan is intended to build upon motion, and development. This Plan is intended to build upon existing Regional initiatives and area municipal plans, reports, this existing foundation, while at the same time, targeting rts, culture, and heritage resources need to be recognized, val- and policies. Hence, inter-municipal cooperation and inter- some of the needs and gaps which presently exist within the ued, and broadly supported in order to maximize their social, agency communication were strongly emphasized throughout system of service delivery. Aenvironmental, and economic benefit to the community at the planning process. large. Accordingly, the Region of Waterloo (Region) has committed to the development of this Arts, Culture and Heritage Development of the Plan was overseen by a Council appointed 1.2.2 Combination of Arts, Culture, and Heritage Master Plan (Plan) which is intended to help stabilize, harmo- Project Advisory Committee (Advisory Committee) consisting The Region has demonstrated both leadership and foresight by nize, and raise the profile of cultural heritage endeavors of professionals from arts, culture, and heritage sectors and stipulating that arts, culture, and heritage issues be integrat- through systematic planning. Preparation of this Plan contin- organizations throughout the region. The Advisory Committee ed within this Plan. Indeed, when combined, arts, culture, and ues and builds upon the Region’s longstanding commitment to was supervised by and reported to Council through staff in the heritage not only define a region’s unique sense of identity, arts, culture, and heritage initiatives within the community, Region’s Planning, Housing, and Community Services they also contribute to its quality of life and produce both and is consistent with the Region’s Growth Management Department. Please see Appendix 2 and Appendix 3 respective- social and economic benefits. Moreover, educational, leisure, Strategy. ly for a listing of the Advisory Committee members and the and entertainment opportunities afforded through proper Advisory Committee - Terms of Reference. 1.2 Project Rationale and Administration stewardship of arts, culture, and heritage resources provide a compelling reason for residents and businesses to stay and for 1.2.1 Connection to Area Municipal Plans and tourists to visit. Arts, culture, and heritage resources are a fundamental basis Policy for community, social, and personal development. They are Increasingly, there is an international trend to combine arts, also essential contributors to quality of life and provide a The preparation and adoption of an Arts, Culture, and Heritage culture, and heritage activities for the purpose of defining cul- unique opportunity to participate in and develop an interna- Master Plan by the Region of Waterloo is consistent with rec- tural expression and developing policies for their preservation tionally competitive economic sector. In order to ensure that ommendations contained in area municipal cultural plans and and protection. The United Nations Educational, Scientific, and the region shares in these many benefits, Regional Council, in policies. Kitchener’s Culture Plan, for example, suggests that Cultural Organization (UNESCO) has had definitions and poli- the corporate strategic plan, entitled: Directions: Strategic “local and regional governments might join together with the cies for built heritage and heritage sites for decades. In the Directions for the Regional Municipality of Waterloo, identified Waterloo Regional Arts Council (WRAC), the Kitchener Public last ten years, it has identified the need for a definition of oral the need to “define and develop a Region-wide Arts, Heritage Library (KPL), interested businesses, the universities and col- and intangible culture and heritage. To quote: and Cultural Strategy.” leges, and local media, to build and maintain a continually updated database” of facilities and resources. The City of In accordance with this direction, staff prepared and present- …the totality of tradition-based creations of a cultural com- Waterloo’s Cultural Master Plan calls for: ed Report P-01-069 to Community Services Committee (CSC) munity, expressed by a group or individuals and recognized as reflecting the expectations of a community. Its forms are, on May 8, 2001. According to this Report, the Plan was to be …the Regional Municipality of Waterloo to be more involved a strategic, action oriented document that, when complete, among others, language, literature, music, dance, games, in the funding of cultural opportunities of regional signifi- mythology, rituals, customs, handicrafts, architecture and would: cance. Simply stated, the problem is one of a lack of coordi- • identify the gaps within the current framework of other arts. In addition to these examples, account will also nation of efforts to ensure that all resources are being man- be taken of traditional forms of communication and information. arts, culture, and heritage service delivery and aged and channeled in a way that their potential is maxi- Source: www.unesco.org presents several options for Regional involvement, includ- mized… for the benefit of all residents of the larger community. ing possible activity and programming; • identify and define projects and strategies by which the The City of Cambridge Municipal Arts and Culture Policy states Region, alone or in partnership, could increase community Appreciation that the enhancement of arts and cultural opportunities in for arts, cul- support for region-wide arts, culture and heritage endeav- Cambridge is “dependent upon partnerships and a shared com- ture and her- ors; and mitment to the growth and development of artistic endeavors itage can be • identify partnerships required for the effective and efficient in the community.” encouraged at involvement of the Region in arts, culture and heritage an early age. activity and programming. The Region itself also has several policies and legislative documents in place to support cultural heritage protection, pro- 1 ARHERITAGETS CultureARTS

The World Bank has also recognized the importance of broad- is on cultural continuity from the past, through the present Intangible aspects include beliefs, ideas, customs, language, ening its working definition of cultural heritage. The recent and into the future, with the recognition that culture is religion, stories, and many others. announcement of the Bank’s partnership with the J. Paul Getty organic and evolving. Given the overlap in meaning and similar terminology, the Trust contains the following definition and description of the Source: Cultural Heritage and Development Action Network: Working role of cultural heritage: Group Meeting, January 26-27, 1998, at The World Bank, phrases ‘arts, culture and heritage’ and ‘cultural heritage’ are Washington D.C. used interchangeably throughout this document. Cultural heritage consists of those aspects of the past that people preserve, cultivate, study, and pass on to the next Drawing from New Brunswick’s Cultural Policy, the following The following are some additional terms that are used within this generation. Those achievements are embodied in material of definitions elaborate on the individual components of cultural Plan: ‘built’ forms–sites, buildings, land-use, monuments, art, and heritage above: • Region - Regional Municipality of Waterloo, the objects–and in non-material forms like social practices and corporate body of the Region of Waterloo language. Cultural heritage can provide people with opportu- Art is anything that results from a process of human cre- • region - the geographic entity which includes the munici nities to orient themselves in relation to the past and in rela- ation/invention of an original idea with aesthetic content. palities of Cambridge, Kitchener, Waterloo, North tion to one another. It can be a source of great conflict and The arts are usually defined as including the visual arts, the Dumfries, Wellesley, Wilmot, and Woolwich of powerful social cohesion. As such, it is a potent force that literary arts, music, theatre, dance, performance, media • ROPP - Regional Official Policies Plan should not be ignored in any attempt to promote sustainable arts, craft and multidisciplinary arts. • ACAC - Arts Culture Advisory Committee development. • CAC - Cultural Advisory Committee Culture is a broad concept that comprises many spheres of Source: www.worldbank.org • CCA - Canada Council for the Arts activity. In its broadest sense, it can be defined as the way • CDC - Cultural Development Committee of life of a people. In fact, it incorporates all the traits and Surprisingly, the literature review revealed that many munici- • CHRB - Candian Heritage Rivers Board elements that distinguish a given society as it evolves over palities and regions still separate heritage programming from • CTC - Central Transit Corridor time; including its identity and its vision of the world. It arts and culture endeavors in their planning and policy making • CTT - Canada’s Technology Triangle also includes its values, beliefs, customs, language, way of activities. As a result, they often lose the opportunity to iden- • CURA - Community-University Research Alliance life, and traditions. Culture permits members of a group to tify and encourage common interests and promote their assets • GRCA - Grand River Conservation Authority relate to each other and to the world, to communicate and in an integrated fashion. Many of the plans studied as part of • HPAC - Heritage Planning Advisory Committee develop their creative potential. the literature review were also found to offer very general rec- • LACAC - Local Architectural Conservation Advisory ommendations that would be difficult to implement. On the Committee other hand, several Plans incorporated activities, such as • LRT - Light Rail Transit tourism and urban design, which this Plan touches upon, but • OAC - Ontario Arts Council does not explore in much depth. Please see Appendix 19 for a • OCAF - Ontario Cultural Attractions Fund comparison of the components addressed in several similar • OHF - Ontario Heritage Foundation plans. • WRAC - Waterloo Regional Arts Council • WRAF - Waterloo Regional Arts Foundation 1.3 Definitions • WRHF - Waterloo Regional Heritage Foundation 1.4 Research Method At the first meeting of the Advisory Committee, it was agreed "Learning about your community makes living that the phrase “cultural heritage,” as defined below, would This Plan was developed in consultation with the public, area in the community more special." adequately encompass all activities typically associated with municipal staff, political representatives, and a host of cultur- - Community consultation participant the terms arts, culture, and heritage. al heritage professionals and organizations. The information upon which the goals, recommendations, and strategies are Cultural heritage encompasses material culture, in the form Heritage refers to the tangible and intangible aspects of based was obtained by way of a diversified research method of objects, structures, sites and landscapes, natural heritage our natural and cultural past, from prehistory to the pres- involving: and infrastructure as well as living (or expressive) culture as ent. Tangible aspects include buildings and structures, • a review of master plans and related documents (literature evidenced in forms such as visual arts, crafts, performing archaeological sites, cultural landscapes, cemeteries, sacred review) from other jurisdictions; arts, literary arts, oral tradition and language. The emphasis places, monuments, artifacts, specimens, and collections. 2 ARHERITAGETS CultureARTS

• interviews and focus groups with 39 stakeholders, includ- • The Plan was developed while several service delivery • The research and data contained in this Plan generally ing government officials, representing some 28 different options and agents, such as those involving tourism, were reflect year 2001 and year 2002 conditions. organizations involved in arts, culture, or heritage; in the process of transition. This limited the ability to for- • A number of other facets contribute to arts, culture, and • consultations with those directly involved in cultural her- mulate recommendations based on an established service heritage, such as natural heritage, many of which are not itage organizations; delivery scenario. fully embellished in this plan and could be explored in the • a public forum that gave members of the general public an • The schedule and budget for the project imposed limits on future. opportunity to express concerns and interests about cultur- the sample size for the research process, therefore, the • The Region is ready to move beyond its previously held role al development issues; research findings should not be considered representative within arts, culture, and heritage and this plan provides a • a survey sent to approximately 4,500 patrons of select arts, of the region’s entire arts, culture, and heritage sector. general framework for a more action orientated role to be culture, and heritage organizations throughout the region. • In some cases, umbrella agencies were approached in order implemented in the years to come. Please see Appendix 5 for a sample survey form; to obtain input from their constituent members. As these • attendance at meetings including Kitchener’s Arts and agencies represent a wide range of interest groups and Culture Committee, Waterloo’s Cultural Development opinions, their input may not be wholly reflective of the Committee, Business After Hours (Cambridge Chamber of interests of all their members. Commerce), Waterloo Youth Council; and input and sugges- • The originally proposed regional inventory of cultural her- tions made by the Advisory Committee. itage assets was found to have been completed by the Waterloo Regional Arts Council (WRAC). An inventory of her- This research method helped to ensure a representative sam- itage designated properties is being finalized by Regional pling of opinion, both geographically and by sector of activi- staff. ty. Further details on the research method and participants of the research process can be found in Appendices 1 and 4.

1.5 Project Scope and Limitations

A number of challenges and limitations were encountered in the process of completing this Plan. While no doubt minor in scope, several of these challenges and limitations had an impact upon the research process and, consequently, may have affected the recommendations emerging from the exercise. These challenges and limitations included the following: • Since the Region of Waterloo is one of the first regional, or upper-tier governments, to initiate such a project, there were few precedents upon which to draw for direction. • The conclusions and recommendations within the Plan are based on the input and feedback collected during the research process and endeavor to address the full range of comments and opinions expressed regarding needs, gaps, and proposed Regional roles. However, all erroneous comments, incorrect statements, and inaccurate feedback recorded were removed prior to assessment. The Mennonite community continues to celebrate their tradition of communal barn raisings.

3 AARTSRHERITAGETS 2.0 The Region of Waterloo: A Unique and Diversified Community Culture

2.1 Development History natural appreciation and scenic beauty, water sports, hunting three urban areas of Cambridge, Kitchener, Waterloo, and the and fishing, and heritage appreciation. The Grand River and its four rural townships of North Dumfries, Wellesley, Wilmot, and Woolwich (Appendix 6B). At present, the region has a popu- he region’s history is closely associated with the Grand River associated cultural heritage is both a local and national asset. The Grand River Conservation Authority (GRCA) prepared The lation of slightly more than 460,000 and covers a geographic that transects the community and includes several important 2 T Grand Strategy for Managing the Grand River as a Canadian area of 1,382 km . tributaries such as the Nith River, Speed River, and the Conestoga River systems. Indeed, the Grand River was the Heritage River to assist in the coordinated and cooperative management of this valuable resource. Since its formation, the Region of Waterloo has been a strong highway to the interior of the province used by native travel- supporter of cultural heritage initiatives and programs. At ers for millennia before the arrival of European settlers. Further information about the evolution of the region and its present, the corporation operates three cultural heritage sites: natural heritage features are included in Appendices 7A, 7B, Doon Heritage Crossroads/Waterloo Region Curatorial Centre, The political boundaries of the region were first established 7C, 9 and 10. Joseph Schneider Haus, and McDougall Cottage. The Region is following the War of Independence in the United States of also responsible for the operation and administration of the America (USA). Joseph Brant, the native leader that assisted 2.2 Geography township libraries and helps fund and operate a number of cul- the British in the war, and likely prevented the loss of Canada tural heritage committees and foundations. For a more in- to the USA, was granted all the lands on either side of the The Region of Waterloo is nestled in the center of the south- depth account of the Regions current involvement and spend- Grand River for six miles from source to mouth. The boundaries western Ontario peninsula. In just over an hours drive in most ing, please refer to Chapter 4.0: Integrating Cultural Heritage of the original land “grant” can still be easily read in the pat- directions you can reach one of the Great Lakes. This location Planning with Municipal and Regional Initiatives. tern of township lines and is evident on the map of heritage has shaped the geology of the region. During past periods of designated properties in Appendix 8. glaciation, the major ice lobes from the Great Lakes basin met 2.4 Economy in Waterloo Region depositing aggregates that created From 1810 to 1850, the German Land Company established a moraines, eskers, and drumlins; hills that harbour significant unique land development pattern through the acquisition of stores of fresh groundwater. Extensive plains form some of the The region has a long history of industry and economic inno- large blocks of land. The company was set up in Pennsylvania, best agricultural land in the province, and the Grand River and vation. From its grass-roots beginnings of agricultural produc- USA by subscription for the purpose of acquiring lands for the its tributaries tie our communities together in a common tion, textile manufacturing, pottery and cabinetry making, the emigration and resettlement of a significant Mennonite popu- watershed. region has become a highly competitive player in the interna- lation that chose to leave Pennsylvania for the new territory. tional marketplace. Indeed, over the past 20 years, the region Historically, towns and villages were established and prospered has established a niche in the areas of automotive parts The Grand River was a focus for settlement along its entire on the associated agricultural production. The Region now assembly and production, insurance and financial services, length, particularly at points where changing grade or inter- boasts a healthy environment with a balance of land uses agri-food technology, and advanced manufacturing and secting tributaries afforded the opportunity for waterpower. including environmentally protected areas, agriculture, urban research. This was the case for communities such as Galt, Preston, and development and industry. One of the more distinctive aspects St. Jacobs. In fact, the presence of rivers in the region is so of Waterloo Region is its organic road patterns. Some of the More recently, and perhaps more significantly, the region has strong that most of the municipalities that make up the region original surveys did not use a conventional grid system, but developed into a sophisticated high-tech industrial centre. As can be described as river communities. The significance of the rather, attempted to provide access to a source of surface a result of the University of Waterloo’s past and present Grand River is evidenced by its 1994 national designation as a water for each 350 acre parcel of land. As these surveys had research in the fields of computer science and mathematics, Canadian Heritage River, the first river in a highly settled area no defined road allowances, roads developed as an informal the advent of the Research in Motion - Blackberry pager, and to receive this status from the Canadian Heritage Rivers Board network, as needs arose. This pattern of development has pro- COM DEV’s involvement with CanadARM, the region has (CHRB). While deciding on the designation, it was found that vided the region with unique spatial characteristics and many acquired a critical mass of innovation that continues to the Grand River watershed met two of the three eligibility cri- scenic roads. attracts new enterprise. This is particularly important when teria as set out by the CHRB, namely: human heritage and out- one considers that a “community’s economic fortunes are, door recreation. The River’s human heritage is associated with 2.3 Corporate Entity increasingly, tied to the location preferences of highly mobile its rich cultural mosaic, First Nations, industrial history, adap- knowledge-workers who form the intellectual backbone of the tations to fluctuating river flows, and famous people. Under The Region, as a corporate entity, was established in 1973 new economy” (National Governors Association for Best the outdoor recreation criteria, the Grand River satisfied from the former County of Waterloo and a small section of the Practices, The Role of the Arts in Economic Development, requirements including the presence of trails and corridors, County of Wentworth (please see Appendix 6A). It includes the 2001). As revealed in a 1998 KPMG survey of more than 1,200 4 ARHERITAGETS CultureARTS high-tech knowledge-workers, “community quality of life,” architectural styles found through the region, including the • Many organizations have a membership that ranges from which includes lifestyle, environmental quality, a vibrant music Scottish stone work characteristic of parts of Cambridge and 100 to as many as 3,000 members. and arts scene, and natural and outdoor amenities; are the sec- the Berlin Vernacular and Mennonite Georgian architectural • Annual attendance ranges from 100 to 200,000 people. ond most important factor – just below salary – in new job styling more typical of Kitchener, Waterloo, and the townships. selection (Ibid.). The region’s ethnic diversity is, no doubt, also responsible for Please refer to Appendix 14 for a more detailed breakdown of the continued success and popularity of the many cultural cele- the various organizational profiles. Other noteworthy statistics about the region, as highlighted in brations and festivals which occur throughout the year. Canada’s Technology Triangle’s (CTT) Waterloo Region Fact As those who live in the region well know, German traditions Sheet, include the following: and festivals, such as Oktoberfest, are still quite prevalent, a • The regional annual estimated Gross Domestic Product of 2.6 Local Cultural Heritage Activities and fact that can be attributed to the early 19th century German over $16 billion is larger than that of New Brunswick as Resources Land Company settlement activities. However, Anglo Celtic well as the provinces of Prince Edward Island, traditions are also prevalent, especially in the south and the Newfoundland, and Labrador combined. Cultural heritage is comprised of both tangible and intangible east. • The region contributions $900 million more annually in forms of human expression. As suggested in the definition provincial and federal taxes than it receives by way of found in Section 1.3, cultural heritage includes performing The Mennonite population, particularly the Old Order provincial and federal transfers. arts, visual arts, festivals, rural and urban industry, and oral Mennonites located in the north and west areas of the region, • In the year 2000, the region exported $8.9 billion in and literary traditions. Using these endeavors as a guide, are a very unique cultural community which exists within the goods and services to 104 countries world-wide. Appendix 12 offers a partial listing of some of the more note- area and which continues to retain the religion, customs, and Revenues in the high-tech sector alone are estimated to worthy cultural heritage events and occurrences that have lifestyle of their 19th century forefathers. However, the exceed $6 billion. transpired within the region. Mennonites are increasingly experiencing pressures and chal- • The region’s population growth rate between 1996 and lenges to their traditional lifestyle. As much of this popula- 2001 was 8%, almost double the Canadian average, with The research which precipitated the writing of this Plan con- tion relies on horse-drawn vehicles as their primary mode of the largest number of residents between the ages of 30 firmed what many already suspected: Waterloo Region is home transportation, they require housing and employment to be and 39. to a tremendous array of performing and visual arts organiza- located in close proximity to one another. Otherwise, they • Waterloo Region is now the 10th largest Census tions, multicultural groups, large and small performance facili- face significant travel times and conflicts with conventional Metropolitan Area (CMA) in Canada and the 5th largest ties, galleries, museums, parks, natural sites and recreational truck and automobile traffic. Unfortunately, such needs often in Ontario (Source: Statistics Canada, 2001 Census). facilities (Appendix 11A and 11B). Both rural and urban areas conflict with conventional planning policies which require a are well served with libraries, readings, and other literary separation of uses, particularly industry and housing. By limit- events. Among the more interesting facts obtained via the ing the ability to establish new industries and other uses on 2.5 Ethnic Diversity research concerned existing cultural heritage organizations, their programming activities, and their associated administra- The region’s early settlement pattern and multicultural immi- tion. In particular, it was found that the majority of the cultur- gration trends have contributed to its tremendous ethnic diver- al heritage organizations within the region possess the follow- sity. According to the 1996 Census, the region is home to ing characteristics: more than sixty identified linguistic groups. The Census also • Annual budgets range from under $100,000 to $7 million; revealed that the mother tongue for over 21% of the popula- combined budgets exceed $17 million. tion is a language other than English. This includes large num- • Most organizations have 0-5 paid staff (or full-time equiva- bers of French, Chinese, German, Polish, Portuguese, lents); only 4 organizations employ more than 10 individuals. Romanian, Spanish, and Vietnamese speaking people. Many of • Almost all organizations rely on the support of volunteers; these linguistic groups are made up of different nationalities, some have as few as 10 while others have as many as 500. sometimes as many as twenty. Each nationality contributes its • Volunteer roles include almost all aspects of operations, own history, ethos, literature, and uniqueness to the commu- including board membership, advisory council, administra- The west Montrose 'Kissing Bridge' is Ontario's last remaining covered nity. This diversity of cultures helps to account for the unique tion, and fundraising. bridge. 5 ARHERITAGETS CultureARTS small parcels of land, the rural lifestyle so fundamental to the The Region has seen its role expand over the years with grants As the current governance arrangement will continue for the Mennonite culture will no doubt lead them to seek housing and to various agencies and the direct operation of heritage sites. foreseeable future, it would be in the interests of all, that an employment in other less urbanized municipalities. As is noted Recently, increased Regional support has been expressed for appropriate form of cooperation and coordination take place. in the Research Findings (Section 5.2.1), it was suggested in the five key regional arts organizations, including the expansion of Scheduling, financial support, promotion, publicity, and ade- community consultations that there need to be strategies the grant program for the Waterloo Regional Heritage quate facilities are areas wherein there should be a level of developed to preserve the unique Old Order Mennonite cultur- Foundation (WRHF), the K-W Symphony Orchestra, Kitchener- coordination and cooperation both at the inter-municipal level al population, their traditions, and their culture. The recent Waterloo Opera, the Kitchener-Waterloo Philharmonic Choir, and among all of the cultural heritage organizations and Ontario Municipal Board ruling in support of the ‘Mennonite and the Waterloo Regional Arts Council (WRAC). The creation groups within the community. Cluster’ concept will do much to preserve the unique lifestyle of the Waterloo Regional Arts Foundation (WRAF), as well as of the Mennonite population. the acquisition and operation of McDougall Cottage are further Although this Plan speaks largely to the work and role of the indicators of increased and expanded support for cultural her- Region of Waterloo, it must be recognized that much is being The region further benefits from the cultural facilities, pro- itage activities at the Region. done and will continue to be done at the local level. gramming, and services offered by way of the University of Consequently, it is recommended (please see Strategy 3.2.2) Waterloo, Wilfrid Laurier University, and Conestoga College. that some form of Cultural Heritage Avisory Committee or body Each of these institutions is home to a broad range of cultur- on cultural heritage be established to coordinate municipal al groups, associations, and faculties which, when combined, activities and funding, and to facilitate cooperation between make a significant contribution to the character of the region. area governments, organizations, and others interested and To showcase local talent, the universities support and maintain involved in cultural heritage. theatres, museums, and arts galleries, as well as host seasonal "[Culture] is the concert series; University and College sponsored lectures and literary events, conferences and speaking engagements, design charettes, environmental planning initiatives, and research studies/papers are additional endeavors that help to showcase lifeblood of the and enhance the region’s cultural heritage assets.

2.7 Arts and Culture in a Two-Tier Framework community."

In developing an Arts, Culture, and Heritage Master Plan for -Community consultation participant the region, one must be aware of the governance history and framework within which such a document will be implemented and operate. The current system is a two-tier framework based on a reformed County system whereby there are two levels of government – the area municipal or lower tier, and the Regional or upper tier. Given the current activities of the area municipalities and the Since 1973, the role of each level of government has been Region, it might be argued that the multiplicity of local gov- evolving. The area municipalities have traditionally provided ernments provides much needed support to the arts communi- recreational services and supported a variety of cultural activ- ty. However, it could also be argued that coordination and sup- ities and services. Each of the area municipalities support, port might be hindered by the presence of multiple governing directly or indirectly, libraries, art galleries, arts centres, and bodies which can create confusion and misunderstanding with- cultural heritage activities and programs. in the community.

6 AARTSRHERITAGETS 3.0 The Importance and Impact of Cultural Heritage Culture

3.1 Value of Cultural Heritage a significant saving of the invested time, energy, and material of public art and working in partnership with the municipali- that went into building the structure. Through demolition, ties to promote commissioning, the Region can ensure that its he value of cultural heritage to our collective well-being is much of this investment is lost to the landfill. character and appeal as a place that values cultural expression often underestimated and frequently misunderstood. Cultural in its most modern and traditional forms is retained and cele- Theritage enriches our daily experience and broadens our minds 3.2 Public Art and Beauty brated. with present-day and historic contexts, approaches, and solu- tions; it enlightens and educates about the past and the pres- Heritage restoration and conservation can be two of the most ent; and it suggests innovative ideas and alternate approach- effective ways by which a community can enhance the beauty 3.3 Loss of Heritage in the Suburban Age es for the future. Our cultural heritage locates us in place and and aesthetics of its environment. In the 19th and early 20th time, serves as a form of public art, and teaches us about our centuries, celebrated and successful citizens used construction Between 1996 and 2001, the region’s population growth rate origins. and built forms as a means of showcasing their accomplish- was approximately 8%, almost double the Canadian average for ments. During these periods, architecture was respected as the the same time period (Source: Statistics Canada, 2001 Census). Among the elements that best define a community’s unique ‘queen of the arts’. Ornamentation, decoration, sculpture, Since the 1950’s, this expansion has resulted in a largely sub- identity and help to root its residents in their particular place materiality, and composition were all key elements of the Craft urban and automobile oriented form of development. With include: and the Revival styles, which, in many ways, served as a form expansion have come large tracts of suburban housing, com- •heritage structures; of public art. The appeal and attractiveness of the region’s mercial shopping centres and strip malls, industrial parks, • cultural landscapes; historic neighbourhoods and heritage districts is often attrib- parking lots, and all manner of streets, roads, and highways. •natural heritage features; and uted to the detail, craftsmanship, and design of the buildings Market forces have also contributed to the decline of urban • arts, crafts, and traditional means of expression such as sto- which were erected at the time. Such an attention to detail is centres as viable commercial and institutional centres, the lack rytelling and the passing on of myths and legends across rarely found in new residential or commercial construction. of density to support public transit, a deterioration of pedes- generations. trian environments and facilities, and the deterioration and/or In recognition of the contribution made by these special archi- loss of heritage landmarks and landscapes. Moreover, this In all cases, these unique elements of the environment are tectural and landscape features, Regional staff, in formulating approach to development has contributed to rising levels of finite and, in many cases, fragile. the corporation’s public arts policy, placed such components smog and other forms of air pollution. on equal footing with other, more typical forms of art, such as It is particularly important today, as more and more communi- sculpture and painting. ties throughout North America take on a generic, ‘anytime, Hand-in-hand with the trend towards greater automobile anyplace’ appearance, to retain those elements of the environ- As suggested above, public art adds to the attractiveness of dependency has been the development of big box shopping ment that provide a link to the past. Regrettably, commercial public spaces and helps to humanize and enhance the environ- malls, or ‘power centres’, and the increased commercialization retail chains typically insist on a unified corporate image, sub- ment in which people live. For this reason, the Region and of historic communities and structures. In order to compete urban developments often rely on stock plans, and industrial three of its constituent municipalities have taken steps to pre- with more automobile-oriented destinations, property owners design is frequently off-the-shelf and pre-engineered. Only pare and/or implement public art polices as described below: within many historic districts and city centres are finding it occasionally do new institutional buildings or other building • Region of Waterloo - $50,000 per annum contribution to necessary to provide a similar level of vehicular convenience. types allow for creative and artistic composition. Even more Public Art Reserve Fund. This often requires the alteration and/or removal of historic rarely is this new expression rooted in the materials or geog- •City of Kitchener - 1% of budget of all civic building con- structures or landscapes to make way for additional parking. raphy of the place. One need only compare the building design struction or renovation projects to a maximum of $300,000. Back or side doors become front doors and traditional street characteristics of Galt’s city centre with those of Highway 24 •City of Waterloo - 1% of the budget for civic building con- walls and facades are lost. The end result is a trend towards to understand the difference between traditional built form struction or renovation projects over one million dollars to more generic automobile oriented design. The ongoing debate and new commercial development. a maximum of $150,000. over the adaptive reuse or demolition of the former Forsythe •City of Cambridge (proposed) - 1% new construction proj- Shirt Factory in downtown Kitchener serves as a good example An often over-looked advantage of heritage conservation is the ects over $250,000. of how market forces can pose challenges to the preservation environmental benefit that it produces. Preserving built her- of unique historic landmarks. itage, in addition to the social benefits it generates, represents By embracing both the architectural and streetscape benefits 7 ARHERITAGETS CultureARTS

3.4 Livable Community 3.5 Proposed Tourism Strategy duces several positive benefits, including: • improved health and well-being by reducing an individual’s The livable communities concept has slowly but surely been The first recommendation contained in the recently released sense of isolation; gaining popularity since it was first conceived almost twenty- report by Wayne Hussey Consulting Inc., entitled Tourism • stronger social cohesion and community identity by promot- five years ago. According to this concept, amenities such as Strategy for the Cities of Kitchener and Waterloo (April, 2002) ing intercultural understanding; and parks and open space, urban design, arts and culture, and nat- reads as follows: “that a region wide planning process be • community revitalization and urban redevelopment by ural resources, are not luxuries but rather wise investment designed and initiated to facilitate a long term Tourism Asset building bonds among neighbours and encouraging resi- tools that can contribute to and enhance the revitalization of Strategy.” Since these assets include natural features as well dents to take interest in their own community. urban city centres. Lester Thurow, the noted economist from as arts, culture, and heritage attractions, there is clearly a link the Massachusetts Institute of Technology (MIT), observes that between cultural heritage and tourism and, by extension, a Azmier cautioned, however, that it is often difficult, if not the wealth of tomorrow will be incubated in regional city cen- role for the Region of Waterloo. However, given the present impossible, to specifically quantify these impacts in economic tres where there is density, diversity, and a concentration of uncertainties concerning tourism promotion and destination terms. To quote: creativity. Creative districts within these centres blend educa- marketing, it is unclear and premature to suggest what role the Individuals and businesses base their location decisions on a tion, software, technology, and research with food, culture, Region might best play in some future service delivery scenario. number of factors, including urban amenities and quality of arts, and entertainment. From that mix comes the innovation life… Now it is argued that increasingly corporations choose and ideas that create wealth in the future. In today’s ‘new ‘human capital centres’, locales that can attract managers economy’, Partners for Livable Communities, a US-based 3.6 Economic Impact and skilled workers who want the opportunity for an active research organization, is active in examining the relationship cultural life... Quality of place contributes to the development between amenities, creativity, technology, and e-commerce to In 1997, the Ontario Arts Council (OAC) commissioned of human capital centres by attracting individuals looking for the globally competitive region. If their findings parallel Informetrica Ltd., a respected economic research firm, to cal- the most desirable working conditions. As human capital is those of Professor Richard Florida of Carnegie Mellon culate the economic impact of the arts in Ontario (please see drawn to a specific location, it raises the production capaci- University, they, too, will no doubt conclude that a direct rela- Appendix 17). This study entitled, Assessing the Local ty of the businesses in that region and draws new (and high tionship exists between the ability of a region to attract high- Economic Impact of the Arts: A Handbook, was updated in technology) industry to the area. This growth then raises the tech workers and the health of its cultural community. February, 2002 at which time the total economic impact of the ability of the region to compete internationally. myriad arts, culture, and heritage activities within the Source: Azmier, 2002 The Region of Waterloo, with its world class educational insti- province were estimated to be approximately $19.1 billion. tutions, rich cultural life, and growing technology sector, is Informetrica provided tools and an explanation for calculating Fortunately, the three elements identified by Azmier that most ideally positioned to build upon its current reputation as one the local economic impact of arts and heritage activities with- strongly contribute to the concentration of skilled and highly of North America’s most livable communities. However, to do in a municipality. Using these tools, and the information educated people within a community and, by extension, pro- so, the Region needs to continue to attract and, more impor- obtained from the research, a low estimate of the economic duce positive economic returns, exist in abundance within this tantly, retain the most sought-after knowledge and high-tech impact of the region’s arts, culture and heritage initiatives is region. These three elements are: workers. As suggested in Section 2.4, the key to doing so is about $39.1 million. As only a small sample, twenty-two, of all • a diverse population; to give careful attention to, encourage, and support the qual- the cultural heritage organizations located within the region • a favourable natural environment; and ity of life amenities, such as arts and culture, that such work- were included in this calculation, the actual economic impact • the availability of cultural amenities. ers increasingly expect and demand. Initiatives such as is likely to be much greater. Canada’s Technology Triangle (CTT), the non-profit, private- public economic development agency marketing the cities of A similar study, Culture and Economic Competitiveness: An Cambridge, Kitchener, Waterloo as well as the Region, can do Emerging Role for the Arts in Canada (March, 2002), was com- much to advance this goal. One measure of success for CTT, and pleted by Jason Azmier, Senior Policy Analyst for the Canada other economic development entities, will be an increase in West Foundation. In his work, Azmier used the term “cultural the number of university and college graduates that choose to amenities” to refer to: libraries, museums, galleries, theatres live and work in the region. and performance spaces, stadiums, zoos, parks, historical districts, ethnic neighbourhoods, and recurring festivals. Through his research, he found that exposure to cultural amenities pro- 8 AARTSRHERITAGETS 4.0 Integrating Cultural Heritage Planning with Municipal and Culture Regional Initiatives

he cities, the townships, and the Region itself have a number and cultural heritage, and recommends that Regional policies within their communities. However, given the continued dem- of cultural heritage policies, programs, projects, and initiatives be developed in consultation with the groups presently olition and loss of the region’s many unique buildings, sites, Tcurrently underway which offer opportunities for integration, involved in arts, culture, and heritage. Given this direction, and rural landscapes, this Plan recommends that steps be collaboration, and partnership formation. Together, these myriad most area municipalities, as well as the Region itself, have taken to further strengthen heritage preservation policies, documents and undertakings serve as the foundation upon established heritage or local architectural conservation adviso- broaden the designation of heritage districts, and work to which the goals, recommendations, and strategies contained in ry committees (LACACs) to increase public awareness of her- establish heritage corridors. Heritage corridors are extended this Plan have been grounded. itage issues and to prepare and maintain inventories of build- tracts of natural or human-made features that have historical sig- ings and sites of historic/architectural value. While strongly nificance to the region. All of the area municipalities, both rural and urban, currently supportive of such policy direction, this Master Plan recom- have policies in their Official Plans with respect to heritage mends that steps be taken to further strengthen and broaden the As suggested above, the ROPP includes archeological resources resources. Most are also engaged in some form of heritage pro- partnerships among existing arts, culture, and heritage organ- within its definition of heritage and recommends that policies gramming or service delivery. Municipal arts and cultural poli- izations as well as the agencies that support them. be developed at both the Regional and local level to encour- cy and programming, on the other hand, are more limited to age the conservation and preservation of sites of archeological the urban areas, however, the townships are home to a vast The Region’s heritage advisory body is know as the Heritage value. One tool that can be particularly effective in this array of community resources and events. Those policies that Planning Advisory Committee (HPAC). Established in 1994, regard is the heritage impact assessment. Accordingly, the relate specifically to arts and cultural issues can be found in HPAC was created with the mandate to: official plans for Cambridge, Kitchener, and Waterloo all require the City of Kitchener’s CulturePlan, the City of Waterloo’s • advise the Commissioner of Planning, Housing, and heritage impact assessments. They further require that actions Cultural Master Plan, and the City of Cambridge’s Municipal Community Services on heritage issues; be taken to mitigate the negative effects of public buildings, Arts and Cultural Policy. • assist in the development and implementation of heritage works, and infrastructure on heritage assets. The area munici- policies and strategies; palities, as well as the Region, also have policies in place to The sections below briefly explore and describe these various • assist in promoting regional heritage; control the demolition, removal, or inappropriate alteration of policies and programs. Since the area municipalities do not all • gather information on heritage issues; and buildings or features of historic or architectural value or inter- integrate their heritage planning activities and policies with • serve as a forum for soliciting representation from diverse est. According to the ROPP, the following actions, in order of those of arts and culture, each are addressed separately in the viewpoints on issues of concern to Regional Council. priority, ought to be taken when a heritage resource is encoun- pages that follow. For quick and easy reference, Sections 4.3 tered as part of a development project: and 4.4 are further subdivided by area municipality. Populated by twelve members appointed by Regional Council, • protect the resource; incorporate into development in a HPAC is currently focused on the development of a region-wide manner that does not conflict; heritage inventory list. In the past, HPAC has been active in • mitigate any impacts; promote harmonious blending of 4.1 Heritage Policy and Guidelines many initiatives, including a contribution to the development scale and design; of the Scenic Roads Handbook (discussed below) and the • restore, rehabilitate, and/or reuse if cannot be conserved In accordance with ROPP direction, all of the area municipal Bridge Study entitled Spanning the Generations, A Study of intact; and official plans (OPs) contain policies respecting heritage Old Bridges in Waterloo Region. • require that documentation of resource be provided prior to resources. According to the ROPP, heritage resources are an destruction or relocation. important means of defining and confirming regional identity, The heritage property inventories maintained by the area enhancing quality of life, supporting social development, and municipalities are often used as the basis for designation, To promote adaptive reuse and the preservation of heritage promoting economic prosperity. Hence, the ROPP promotes under the Ontario Heritage Act, of individual sites or entire resources, policies have been adopted by the three cities to partnership amongst stakeholders for heritage stewardship and heritage districts. In fact, the ROPP recommends that the area provide funding and/or financial assistance for the restoration encourages both public and private sector organizations to municipalities establish policies for this very purpose. In the or rehabilitation of built heritage, artifacts, and archives. This preserve and provide public access to documentary records past, Cambridge, Kitchener, and Waterloo have all exercised funding is, typically, provided for by way of revolving funds, related to heritage resources. It also calls for the creation and their powers under the Ontario Heritage Act to designate, and loans, or grants. The Region, as well as Wellesley and maintenance of inventories of built, natural, archeological, thereby protect, many of the historically significant landmarks Woolwich townships, have policies in place to support the 9 ARHERITAGETS CultureARTS acquisition, restoration, or conservation of significant heritage across Canada. JSH also operates an annual folk artist in resi- enjoy were these commitments more widely known within the resources, often in concert with the Waterloo Regional dence program, a program which this Plan recommends be community. For a full listing of Regional contributions, please Heritage Foundation (please see section 4.2 below). It was by expanded to further showcase cultural heritage assets and see Appendix 18. way of this policy direction that the Region partnered in the artists. In 2002, the Region purchased McDougall Cottage 4.3 Arts and Culture Policy recent acquisition of McDougall Cottage in downtown ($95,000), a 1858 (circa) limestone labourer's dwelling in Cambridge. Cambridge with spectacular hand-painted friezes and trompe From the research, it was discovered that Cambridge, l'oeil ceilings. Additional programmatic spending by the Kitchener, and Waterloo all have dedicated cultural plans The Scenic Roads Handbook, a Regional document completed Region includes the one-time allocation of $20,000 in 2002 for and/or policies in place to guide municipal programming and in July, 1995 contains a number of valuable concepts and the development of an Archaeological Master Plan, and service delivery within their respective communities. As noted guidelines concerning the identification, evaluation, mitiga- $50,000 for the research and writing of this Arts, Culture, and in the WRAC report, entitled Culture and Municipal Structuring tion and monitoring of corridor management plans as dis- Heritage Master Plan. in the Waterloo Region, “any work towards defining a regional cussed in other chapters of this Plan. A recent assessment of plan should begin with careful consideration of what has heritage bridges notes that they, like other features, are In addition to the above initiatives, the Region also supports, already been adopted as official policy by the three cities, as threatened primarily by land use development. The preserva- through an annual grant which presently stands at $81,000, well as current intentions regarding updating or replacing poli- tion strategies for heritage corridors as recommended in this the Waterloo Regional Heritage Foundation (WRHF). cies” (2001, 15). Hence, the following section briefly identi- Plan would apply to the roadbed and associated furnishings as Established in 1973, the WRHF is an incorporated non-profit fies the primary recommendations contained within each of well as bridges, heritage streetscapes, plantings, and land- organization with a mandate to promote and encourage inter- these documents. It should be noted that, while many of the scape elements. Working in collaboration with the area munic- est in the heritage and culture of Waterloo Region. Among the arts and culture plans/policies currently in force are ipalities, the development of heritage corridors could also form Foundation’s 18 directors are representatives of Regional “approaching the end of their intended time-spans,” many of the framework of heritage districts that would provide the leg- Council, the Waterloo Historical Society, local branches of the the values, policies, and objectives they express are still rele- islative support for guiding change within the district. Architectural Conservancy of Ontario, the Waterloo Region vant and applicable today (Ibid.) branch of the Ontario Genealogical Society, as well as the region’s two universities. 4.3.1 City of Cambridge 4.2 Heritage Programming and Practice Since 1973, the Foundation has distributed over $750,000 to In the City of Cambridge, it is the Municipal Arts and Culture a wide range of projects throughout the region. Project grants Policy, submitted by the Cultural Policy Task Force in Currently, the Region allocates approximately $3 million per provide funds for preservation, restoration, and conservation September of 1994, which governs local arts and culture activ- year to various cultural heritage organizations and programs. projects of historical significance to the region as a whole. ities. The goals of this Policy are as follows: Of that amount, approximately 55% is budgeted for 2002 to Some of the many projects supported by the Foundation • to identify the various gaps in facilities, programs, and co- support on-going operating costs and capital expenditures for include: ordination services which currently exist in the cultural the Region’s three heritage sites, namely: • the purchase and moving of the Peter Martin farmhouse to area; • Doon Heritage Crossroads/Waterloo Regional Curatorial Doon Heritage Crossroads; • make recommendations to respond to these gaps; and Centre; • the purchase and restoration of Joseph Schneider Haus; • identify the support services which the municipality will • Joseph Schneider Haus; and • funding to support the restoration of Castle Kilbride in provide to local arts/cultural groups so that they can ade- • McDougall Cottage. Baden; and quately provide arts and cultural programmes within the • funding to support the restoration of the Sheave Tower in community. Doon Heritage Crossroads/Waterloo Regional Curatorial Centre Cambridge. (Doon, $1.2 million) encompasses twenty-five historic buildings on sixty acres of land. The museum’s collections exceed During consultations for this project, it became clear that Within this document, which was developed in a manner con- 32,000 objects, representing some 10,000 years of regional many residents, even some working within the cultural her- sistent with this Master Plan, are a number of policy direc- and area municipal history. Joseph Schneider Haus (JSH, itage sector, were unaware of the extent of the Region’s cur- tions, of which several have been as listed in Table 4A. $766,000) is Kitchener's oldest dwelling, dating back to 1816 rent financial support or the important role it plays in operat- (circa). The museum's collections include the Canadian ing and supporting various heritage facilities and programs. In Harvest Collection of German-Canadian Folk Art which pre- the opinion of the consulting team, the Region is getting nei- serves significant artifacts from areas of Germanic settlement ther the credit it deserves nor the political benefit it could 10 ARHERITAGETS CultureARTS

Table 4A • strengthen the municipal cultural infrastructure; Other related policy documents and studies include: City of Cambridge: Policy Initiatives • encourage creation of arts-based festivals and celebrations; • Mayor’s Task Force on Downtown Revitalization, 1995 • incorporate an arts and culture focus into downtown revi- • Department of Parks & Recreation Strategic Plan, 1997 embark on a public art programme to be directed by the talization; • Kitchener Downtown Strategic Action Plan 1999-2001, 1999 Cultural Advisory Committee (CAC) • augment existing cultural facilities; • Compass Kitchener, 2000 that terms of reference for a creative arts/performing arts cen- • support increased awareness of the arts within with com- tre be established munity and increased communication within the arts sec- 4.3.3 City of Waterloo that funding be provided for a cultural newsletter. tor; and that the municipality endeavor to display local works of art in • monitor progress toward goals for arts and cultural devel- In Waterloo, it is the updated Cultural Master Plan, submitted by municipal facilities opment. the Cultural Development Committee in 1997, which gives voice that efforts be made to increase awareness of the existing to the city’s cultural heritage mandate and activities. To quote, municipal funding programmes and training opportunities Among the twenty-four recommendations contained in the that the Cultural/Special Events Co-ordinator continue to act CulturePlan are those as listed in Table 4B below. The City of Waterloo recognizes the growing importance of, as a committee member on the Access to Recreation and the need for, the continued development of artistic, her- Committee to ensure the needs of those experiencing various Table 4B itage and other cultural opportunities in the City in relation barriers are fully considered City of Kitchener: Culture Plan Recommendations to, and in support of, the quality of life of City residents, the that the Cultural/Special Events Co-ordinator continue to liaise economic development of the City and the reinforcement of with the Cambridge Arts Forum to increase its profile within the establishment of an Arts and Culture Advisory Committee the City’s own cultural identity. the community and to highlight arts/culture opportunities on a permanent basis; establishing a cultural storefront for Source: City of Waterloo, Culture available to the general public City operations; and augmenting arts and culture staff Master Plan Report: Review, 1997. that Community Services Department staff and the municipal support the creation of an annual arts festival; support the cre- Archivist co-ordinate an inventory of the City’s present arts ation of an annual, multi-tier, visual arts celebration This mandate is not unlike the Statement of Intent that has collection support the creation of a series of public sculptures composed been proposed and included in section 7.0 of this Plan. that the CAC develop standards for future municipal arts acqui- of old pieces of industrial machinery and artifacts, as a cele- sitions and that the CAC evaluate the Municipal Arts and bration of Kitchener’s cultural heritage According to the Culture Master Plan, the goals listed in Table Culture Policy every five years support the creation of a river of fountains as a celebration of 4C are “the longer-terms results for which the City of Waterloo the Grand River and the cultural community are jointly striving to achieve”. Other related policy documents and studies include: create a “Kilometre of Culture” in the downtown core • Our Common Future, A strategy to Guide Cambridge into support the establishment of a Children’s Museum in the down- the 21st Century, 1994 town • Arts & Culture Centre Needs & Funding Feasibility Study, 1997 investigate the creation of “back alley galleries” as part of • Arts & Culture Centre Fundraising Plan, 1997 laneway development in the downtown • Future Directions: Core Areas in Focus, 1997 enhance the greening of the downtown • Galt City Centre River Integration Project, 2000 support the creation of a performance venue of 300 – 450 • Civic Square Design Concept, 2000 seats investigate the creation of an outdoor amphitheater 4.3.2 City of Kitchener support increased awareness of the arts within the community, and increased communication within the arts sector In the City of Kitchener, it is the municipal CulturePlan, sub- support a Hands-on-the-Arts Fair and the development and mitted to Council in June of 1996, which identifies and defines implementation of an appreciation series the municipality’s strategic directions and priorities respecting expand the Artist in Residence Program and support the cre- local arts and culture activities. The goals of this document are ation of an information delivery system for arts and culture as follows: endorse the continuation of periodic salons or informal recep- Waterloo's Annual Royal Medieval Faire is one of the tions focused on arts and culture region's many family-focused festivals. 11 ARHERITAGETS Table 4C CultureARTS City of Waterloo: Long-term Cultural Goals to ensure that sufficient cultural programs (spectator and par- to encourage the further concentration of cultural facilities • Cambridge Centre for the Arts: Child, youth, and adult pro- ticipatory) are available to meet the needs of residents and to and programming initiatives in the UpTown area of the City grams in dance, drama, music, visual arts, writing, and soft foster the cultural development of the City to develop partnerships, in cooperation with other regional crafts offered on a quarterly basis (Winter, Spring, Summer, to ensure that sufficient facilities are available to house cul- municipalities, with a view towards maximizing the impact of and Fall). tural programs in Kitchener and Waterloo to meet the needs of expenditures on cultural initiatives and alleviating duplication • Concerns in the Park: A series of sixteen Sunday evening the residents of the City of Waterloo of services where possible live music concerts running throughout the Summer. to ensure continuous and close liaison and coordination to nurture and develop cultural opportunities for the residents • Cambridge Arts Guild: Offers a variety of drop-in and spe- between the City and other governments, and other local insti- of the City of Waterloo cial events through the Cambridge Centre for the Arts. The tutions and organizations involved in providing cultural oppor- Guild is also responsible for administering Gallery space and tunities in the community Other related policy documents and studies include: exhibitions available to the public. to develop a strategy that will encourage the private and busi- • Imagine Waterloo, 2000 • Cultural Awards Committee: Runs the acclaimed Bernice ness sector to become more aware of and involved in cultural Adams Awards Night annually. Administers the trust fund development in the City 4.3.4 Region of Waterloo dealing with student scholarships and bursaries for devel- to ensure that information is available and accessible to the oping artists. Unlike the area municipalities, the Region has not heretofore public regarding the cultural opportunities available to them developed or maintained a policy document specifically deal- The City of Cambridge also supports, in the amount of approx- in the Kitchener and Waterloo area ing with arts and culture. As indicated above, the majority of imately $100,000 per annum, sixteen arts and culture groups. to advocate for increases to annual spending on cultural the Region’s policies as contained in the ROPP, the Corporate Among the groups/events supported by the City of Cambridge opportunities (i.e. grants, facilities and programming) with a Strategic Plan, and related documents, deal more squarely are those listed in Table 4D below. view to narrowing the gap between spending on cultural with heritage issues and activities. The Plan will address this opportunities and spending on other forms of recreation, and gap within the existing policy framework. Table 4D to reflect the changing demands for leisure time opportunities to ensure sufficient funding is available to provide financial City of Cambridge: Grants to Group assistance to local non-profit community cultural groups and individual artists as a means of promoting cultural develop- 4.4 Arts and Culture Programming and Cambridge Arts Festival ment Practice Cambridge Concert Band to create appropriate support mechanisms to encourage new Cambridge Highland Games community-based cultural programming initiatives which help Consistent with their policies, the area municipalities, and the Cider and Spirit Walk/Heritage Cambridge to achieve the City’s cultural development mandate Region itself, support a number of arts and culture programs. Fairview Mennonite Homes Musical Group to establish a process for monitoring the changing needs of Most also maintain some sort of cultural advisory committee Forbes Park Festival the community with regard to cultural opportunities to advise staff and/or Council on arts and culture issues. Kitchener-Waterloo Symphony Orchestra to ensure that a range of cultural opportunities are available Below is a partial listing of the various programs and practices Mill Race Festival within the community to meet the needs of the citizens of of the area municipalities as well as the Region. For a more Waterloo County and Area Quilt Festival Waterloo comprehensive listing of the programs and practices offered by Waterloo Regional Arts Council to ensure that cultural development activities in the City help the three urban municipalities, please refer to Appendix 19.for YACC Cambridge (Rock the Mill Festival) to define and reinforce the distinct identity of the City of a listing of the township resources andevents, please refer to Waterloo appendix 22. In addition, the City of Cambridge contributes about $250,000 to encourage, where appropriate, the development of local cul- for Cambridge Galleries each year and spends over $2.8 million for tural resources in such a way as to first meet the needs of local 4.4.1 City of Cambridge the operation of the Cambridge Public Library. In 1969 the Galt residents and secondly maximize their tourist attraction The City of Cambridge supports a number of programmes and Library moved to the current Grand Avenue North location. In potential. Every effort should be made to market such local addition to library facilities the building contains an auditori- cultural opportunities to tourists but not at the expense of practices of a cultural nature. According to material supplied by city staff, direct programming includes: um and an art gallery, specializing in textile art. The libraries meeting the needs of local residents of Galt, Preston, and Hespeler joined to form the Cambridge Public Library in 1973. Over the last 20 years many major ren- 12 ARHERITAGETS CultureARTS ovations, expansions and relocations have taken place, includ- Christmas Fantasy classes taught by professional, regional artists. ing a gallery in the Preston Library. Programming and exhibits Christkindl Market have also increased significantly over the years. In 1997, the Santa Claus Parade In Kitchener, it is the Arts and Culture Advisory Committee Clemens Mill Library opened at the corner of Franklin Boulevard Tree of Hope Ceremony (ACAC) which advises Council on arts and culture initiatives. and Saginaw Parkway, sharing space with St. Benedict Secondary Kitchener Downtown Business Association Mural Programme ACAC also provides information to and promotes discussion School. The Clemens Mill location is the first integrated high Festival of the Night (New Year’s Eve) within the community, participates in municipal initiatives, school and community library in Ontario which is run by the Artist-In-Residence Program and evaluates and promotes the beneficial impacts of the arts. Public art, in the City of Kitchener, is the purview of the Public local public library board. Tri-City Studio Tour Art Working Group, an entity which oversee art acquisitions, World on the Street For the City of Cambridge, the Cambridge Arts Guild has installations, and maintenance. One Book, One Community resumed the advisory role for culture, having taken over for the Cultural Advisory Committee which was disbanded several years The City of Kitchener also contributes over $1 million annually 4.4.3 City of Waterloo ago. to Centre in the Square and spends over $5.7 million annually to operate the Kitchener Public Library (KPL). In May of 1962 The City of Waterloo is also a strong supporter of arts and cul- 4.4.2 City of Kitchener the present Main Library in Kitchener was opened to the public. ture programmes within the municipality. According to infor- Like Cambridge, the City of Kitchener is also quite active in the In 1971, the first Community Library was opened in Stanley mation supplied by city staff, Waterloo administers and/or pro- provision of arts and culture services. Among the many events Park. Additional library branches opened in Forest Heights vides funding to the fourteen core events and programmes list- and programmes offered and/or supported by the city are (1976), Pioneer Park (1982), and Grand River Stanley Park ed in Table 4F. those listed in Table 4E below. In total, the City contributes (2002). In 1978, an extension was added to the Main Library grants of approximately $650,000 to some forty cultural organ- building and shortly thereafter, the Library introduced its first Table 4F izations each year. automated computer catalogue system. The KPL marked its City of Waterloo: Events and Programmes 100th anniversary celebrations in 1984 with the opening of the Table 4E Grace Schmidt Room of Local History. Public Art Program City of Kitchener: Events and Programmes Summer Concerts One of primary cultural institutions supported by the City of Roundabout Theatre Kitchener is the K-W Art Gallery. The Gallery was established CHYM Skating Party Toy Box TeenTheatre in 1956 and is currently the oldest and largest public gallery Literary Conference Communities in Bloom in the area. The Gallery is located adjacent to downtown Open Ears Music Festival Dionysia Wine and Food Festival Kitchener, and serves the entire region. The mission of the K- Waterloo County Quilt Festival K-W Oktoberfest W Art Gallery is as follows: "to generate excitement, enhance Motorcycle Show and Shine Royal Medieval Faire interest and build understanding of the visual arts among the Block Party Uptown Waterloo Jazz Festival public, gallery members, and the arts community in the South Indi Island/Nights Waterloo Busker Carnival Western Ontario region of Canada". This is achieved by oper- MultiCultural Festival Waterloo County and Area Quilt Festival ating and promoting a public art gallery in Kitchener-Waterloo Cruise Night Winter Lights that displays a high standard of excellence in its exhibitions, Communities in Bloom Wonders of Winter collection, interpretation, and preservation of art. The Gallery Tooney Tuesdays One Book, One Community Summer Concert Series has a policy to present the full spectrum of artistic experience to a broad ranging audience. It offers a wide selection of edu- World Beat The City of Waterloo provides grants of about $250,000 to cational opportunities for all ages including traditional tours, Kids Park twenty other cultural organizations, including the Waterloo curriculum based in studio school workshops (grades K-8), KMS Band Community Arts Centre and spends about $1.8 million on the Summer and March Break programmes, a "Grade Five Arts Cafka/Contemporary Art Forum provision of public library services through its main Awareness Programme," and special projects that cater to sec- K-W Oktoberfest branch, built in 1965, and the McCormick Branch constructed in ondary school students. The Gallery also offers Artist-in- K-W Opera Ball 1973. The City also contributes about $90,000 annually in Residence projects and, for adult audiences, a series of art Kitchener Farmer’s Market services to the Canadian Clay and Glass Gallery (CCGG). 13 ARHERITAGETS CultureARTS

As a major cultural institution in Waterloo, the mandate of the century restored home which offers cultural activities includ- CCGG is to exhibit contemporary cultural material executed in ing an annual Kidís Camp, Quilt Show, Scottish Festival and the silica media - ceramics, blown and stained glass, and Christmas programs. Castle Kilbride was constructed in 1877 by enamel - for public edification and enjoyment. The gallery's James Livingston and is named after his birthplace in Scotland. activities span the range of collection, research, documentation, Over 60% of the furnishings in the house are original to the interpretation, education, and dissemination. Current educational home and the family. In 1993, the home was recognized as a opportunities include exhibitions, publications, tours, lectures, National Historic Site and each year plays it host to over 8,000 demonstrations, workshops, symposia and conferences. The visitors. Located in the lower level of Castle Kilbride is the gallery is committed to encouraging diversity by varying Sir Adam Beck Archives, a vital community resources centre. attention from traditional forms to vanguard expressions; by ranging perspectives from individual to collective; and by Other cultural activities unique to Wilmot Township include altering scope from regional, through national to international. Heritage preservation includes the conservation of both the natural Heritage Day, New Dundee Victoria Day celebrations, New and human-made elemants that make our region unique. Hamburg Santa Claus Parade, Moparfest, and the New Hamburg Cultural advisory bodies in the City of Waterloo include the Townships have historically been strong supporters of parks Fall Fair. The Township is also home to the Community Players Public Art Committee which, like Kitchener, advise staff and and recreation services, and have recently become direct sup- theatre troupe, Wilmot Arboretum, Heritage Wilmot, and the Council on public art acquisition, installation, and mainte- porters of cultural heritage through developments such as Mennonite Relief Sale. The Mennonite Relief Sale, particular- nance. The Cultural Development Committee (CDC), which was Castle Kilbride in Wilmot Township. Community centres, arenas, ly noteworthy as it is Canadaís largest quilt action, is entering formed in 1988, has a slightly broader mandates, which libraries, churches, and schools have provided the foundation its 36th year of operation in Wilmot Township, and attracts includes: and infrastructure for cultural heritage programming. As dis- thousands of visitors each year. • to advise Council and its committees on arts and culture in cussed below library services in the Townships are adminis- matters including funding, policy, space, programming, cul- tered by the Region but are paid for the townships on behalf 4.4.4.2 Wellesley Township tural tourism, heritage, and partnerships; of the township residents. • to act as an informed resource for the community by For its part, the Township of Wellesley sponsors the Wellesley responding to requests for information or advice sent Rural communities were found to have a wealth of volunteer LACAC and the Township Historical Society. Wellesley directly to the CDC by Council or others, or referred to the initiatives that serve and inspire the community at hand. Arts Township also plays host to Theatre Wellesley, the St. CDC by Recreation and Leisure staff; and history organizations have worked hard to preserve her- Clementís Santa Claus Parade, Linwood Sunfest and Snofest, • to participate in special City initiatives or projects or com- itage resources, and create culturally stimulating opportunities. and the Wellesley - North Easthope Fall Fair. The Township also mittees deemed to have a cultural impact; Service clubs, farm organizations, and citizen associations has over 60 miles (96 km) of Cultural Trails, and supports • to act as a liaison between Council and the cultural com- have shaped their communities through their strong leadership diverse recreation programming offered through its many community by anticipating and responding to the information and fundraising endeavours. Recreation associations are found munity resources. needs of both; at the heart of many communities providing resources for Perhaps most noteworthy is the Wellesley Apple Butter and • to initiate and pursue opportunities to enhance the cultural groups with shared interests to enjoy learning and social Cheese Festival which was started over 25 years ago by the and artistic environment of the City of Waterloo; and engagement, ranging from seniors organizations to sports local Board of Trade to raise funds for major community proj- • to participate in, monitor, and regularly evaluate all plans teams. Local business associations have also played a strong ects. This family event focuses on food and rural entertain- and policies which have an impact on the cultural community. role in encouraging community cultural development. ment and, each year, attracts thousands of visitors to the 4.4.4 Townships The sections below provide a glimpse of the cultural heritage Township. opportunities present in the regionís four rural municipalities. The regionís rural municipalities are home to a diverse selec- For a more comprehensive listing of the programs and practices 4.4.4.3 Woolwich Township tion of cultural heritage programs and services offered by and offered, please refer to Appendix 22. The Township of Woolwich is home to the renowned Kissing for the citizens of the townshipís individual communities. In Bridge of West Montrose. Originally built in 1881 by John Bear, addition, many community based organizations have developed 4.4.4.1 Wilmot Township the West Montrose Covered Bridge is Ontarioís last remaining wonderful special events and resources that are enjoyed by the covered bridge and is recognized as a historic site by Ontarioís region as a whole, such as the Elmira Maple Syrup Festival and The research revealed that the Township of Wilmot provides Archaeological and Historic Sites Board. The bridge is often the Wellesley Apple Butter and Cheese Festival. substantial funding for the operation of Castle Kilbride, a 19th 14 ARHERITAGETS CultureARTS referred to as ìthe Kissing Bridgeî because it is enclosed and In July of 2002, Regional Council approved the creation of the 4.5 Related Regional Initiatives the soft light provides a feeling of intimacy for the romantic. Waterloo Regional Arts Foundation (WRAF) to serve as a parallel entity to the WRHF. According to Report RC-02-003, the The Region is engaged in a number of initiatives, other than Woolwich Township is also home to the St. Jacobs Schoolhouse mission of the WRAF is “to promote, encourage, and provide those described above, which support and are consistent with Theatre; the Maple Syrup Museum; the Mennonite Meeting support to arts organizations and individual artists that con- many of the cultural heritage programmes and events House; the Gore Park Bandstand; and the St. Boniface Roman tribute to the vibrancy of the arts and cultural sector to ben- described above. These initiatives include: Catholic Church, located in Maryhill. The Townshipís charac- efit the people of the Region of Waterloo”. To this end, the teristic countryside, villages, and many one-of-a-kind shots, Foundation was charged with five objectives, namely: • Waterloo Region: Planning Our Future ìSt. Jacobs Countryî, have become a well known tourist desti- • to distribute the Foundation’s funds to artists and arts The Region’s Growth Management Strategy Initiative is an nation. In fact, the village of St. Jacobs, combined with the organizations that benefit the Region of Waterloo; attempt to balance future community growth in a manner St. Jacobs Farmerís Market and Flea Market draws hundreds of • to have the capacity to accept donations and/or raise funds that preserves the best of what the region has today and thousands of visitors per year. Other cultural assets include the to further pursue its purposes; which satisfies the growing needs and expectations of ìWorldís Largest One-Day Maple Syrup Festivalî in Elmira, local • to have the ability to respond to the most pressing needs tomorrow population. Key features of the Strategy include craft and garden shows, Elmira County Fair, the Elmira Theatre in the arts community at the time; brownfield redevelopment, environmental protection and Company, Elmira Santa Claus Parade, and several local historical • to understand and take full consideration of the roles of enhancement, the protection of rural and agricultural lands, societies. other funding bodies; and maximizing infrastructure investment, downtown revitaliza- • where the Foundation sees or views something beyond its tion, and protecting our cultural features and assets. 4.4.4.4 North Dumfries Township mandate that is a pressing issues and/or integral to the arts • Community-University Research Alliance (CURA) North Dumfries Township is the site of the North Dumfries community in the Region, the Foundation may report and CURA is a pilot project launched in 1999 to help community School Fair and the Fresh Ayr Festival, a celebration of family make recommendations to Regional Council on such issues. organizations and university researchers combine forces to hosted by the Ayr Business Improvement Association. In February 2002, as part of the 2002 budget process, Council tackle issues that they have jointly identified as priority Activities include a strawberry social, fishing derby, vintage approved a grant budget of $81,000 – matching the amount concerns. Current research includes the vitality and stability auto and pet show, and range of musical entertainment. given to WRHF – for the Foundation. of urban core areas and community revitalization.

4.4.5 Region of Waterloo Over and above the allocations to the two Foundations, WRHF • The Central Transit Corridor (CTC) Arts and culture programming and events supported, funded, or and WRAF, the Region provides grants to performing arts Development and intensification along the CTC will increase administered by the Region of Waterloo include: organizations with a regional mandate. These organizations accessibility to many arts, culture and heritage sites • the Waterloo Regional Library; include: throughout the region. Indeed, the Region’s transit plans • the newly established Waterloo Regional Arts Foundation • K-W Philharmonic Choir; will do much to revitalize the downtown core areas of each (WRAF); • K-W Opera; city, promote the preservation and adaptive reuse of her- • grants to various arts and culture groups, those with a • K-W Symphony Orchestra; and itage buildings, and enhance established streetscapes and regional serving mandate; and • WRAC. authentic urban neighbourhoods. • the forthcoming public art policy. In 2002, grants to the above organizations totaled just over In 1995 the North Dumfries Plowmenís Association hosted the Each of the above are briefly described in the paragraphs $130,000. The Region also approved a grant of $5,000 to the International Plowing Match. The Township supports the below. Waterloo County and Area Quilt Festival. LACAC and is home to the restored Dettweiler Meeting House, The Region of Waterloo operates the Waterloo Regional Library Finally, as discussed in Section 3.2 above, the Region has com- the only stone Mennonite meeting house in Ontario; the Ayr- (WRL) system on behalf of the Townships of North Dumfries, mitted to the development of a public art policy. While the Paris Band: and several local trails and natural areas. The com- Wellesley, Wilmot and Woolwich. WRL offers a host of cultural details of this policy are still undergoing Council approval, it munities within North Dumfries have formed strong citizenís related programmes and activities as well as print and digital was recommended that an annual allocation of $50,000 be associations, most recently the Ayr Youth Council. resources, meeting rooms, and public Internet access through committed to the policy. its ten branch locations.

15 AARTSRHERITAGETS 5.0 Research Findings Culture

5.1 Needs and Gaps in Service Delivery, Using the analysis described above, the needs and gaps listed in could be grouped under one or more of the following five Table 5A below were found to be the most frequently men- themes. Programming, and Facilities tioned by those who participated in the research process. • Community Identity and Character; • Education and Awareness; xtensive consultation, research, and data collection is of key Table 5A • Coordination and Partnership Formation; importance in the development of any public policy document, Most Frequently Mentioned Needs and Gaps • Resources; and Eparticularly one that involves the identification of needs and • Accessibility. gaps. Recognizing this, the extensive research process increase awareness of the importance of arts, culture, and her- described in Section 1.4 was employed in developing this itage It was found that these five themes were generally reflective Master Plan. From this research, a vast amount of information more children’s and family-oriented programs, as well as youth of the full spectrum of comments and feedback voiced by those was collected and recorded which, later, fed directly into the activities who participated in the research process. As these same recommendations and strategies. This chapter of the Plan communication and coordination between municipalities and themes were also found to correspond quite closely to the find- describes the research findings that emerged from the primary organizations ings and conclusions of the secondary analysis, including the research which involved directly contacting stakeholders and promotion and marketing of events; literature and background document review, it was decided recording their comments first hand. create a “one-stop shopping” site for cultural heritage infor- that they should form the goal framework under which the rec- mation ommendations and strategies would be grouped. This would To make sense of the data recorded and ensure that it lead education, particularly of the younger generation respecting establish a clear and direct link between the research findings directly to the recommendations, the following steps were the important of cultural heritage and the proposed recommendations and strategies. The sec- taken: affordable accommodation for artists tions below briefly elaborate on some of the key findings and • Sorting of the Data better transportation and access to cultural heritage facili- conclusions associated with each of the themes/goals. As a first step, all of the data was sorted and grouped ties/events according to the research method by which it was collected (i.e. additional human resources, including volunteers 5.2.1 Community Identity and Character community consultation, public forum, interview, etc.). establish a regional museum greater protection and preservation of heritage buildings and • A majority of community consultation participants and 40% • Preliminary Analysis of the Data sites of those interviewed felt that one of the greatest market- Once the data was grouped by research method, a prelimi- more opportunities for local artists and musicians (through ing challenges to overcome was the lack of a clearly defined nary analysis of the findings was completed to begin to funding and promotion) and coherent cultural identity for the community and the identify the recurrent and/or most strongly articulated mes- clarify the role of Region beyond its involvement in heritage perception that the region only consists of St. Jacobs sages to emerge. These messages were sorted by type, such reduce the threat of urban sprawl and loss of rural character Country. Consequently, it seems evident that the region as needs and gaps and recommendations for Regional provide stable and more accessible funding (broader policies, needs to clearly define and articulate its unique cultural involvement. clearer guidelines, streamlined approvals) identity and sense of community. Branding and partner- communicate a strong, unified identity for the region as a ships with tourism are two ways in which this could be • Secondary Analysis of the Data whole addressed. The recurrent and/or most strongly articulated messages to • Perceived and real geographic barriers, suburban develop- emerge from each aspect of the research were then grouped A detailed breakdown of the information gathered during the ment, and the potential for change in the diversity of our into categories. Again, this was done for each type of interviews, meetings, community consultations, public forum, rural character are important issues in the continuing evo- response. and surveys can be found in Appendix 13. lution of the region. For this reason, it was suggested a strategy is needed to preserve our unique cultural elements, • Development of Common Themes including the Mennonite population, their traditions, and The individual categories were then grouped into themes their culture. which were found to be common across the entire research 5.2 Common Themes and Goals process. These common themes were later used as the basis for the recommendations and strategies. As indicated above, a number of themes clearly emerged from the research. Following some initial consolidation, it was con- cluded that the majority of the comments and feedback recorded 16 ARHERITAGETS CultureARTS

• Community consultation stakeholders agreed that people • Employers in the region who want to attract new skills and are approaching the same sponsors and competing for visi- need to better recognize and identify the rich cultural her- talents to their companies must be made aware of the tor attention while operating on small marketing budgets. itage already present within the region. Then, organizations can amenities the community has to offer and encouraged to Arts groups are finding that they are spending increasing more effectively promote specific aspects of the region, such assist with funding and expertise. amounts of time on fundraising and advertising, thus reduc- as its natural elements and its aboriginal heritage. • Almost 50% of the survey interviewees stated that education is ing the time and staff resources which can be devoted to • Discussion with multicultural representatives revealed that, required of decision-makers, organizations, and the commu- their crafts. although multicultural groups are a significant presence in nity at large on the importance of cultural heritage issues. It • Some 30% of those interviewed felt that reaching more the region, they are not homogenous and rarely share the was said that efforts should be made to instill a greater people has been a challenge for organizations because of same priorities and values. It was stated that recent immi- understanding of the importance of preservation and the the geographic expanse of the region, the diversity of its grants often have little interest in cultural heritage issues protection of built heritage. Some measure of protection for communities, and the limited media coverage which is pro- unless they offer some promise of improvement to their other aspects of heritage was also said to be important. vided. Information about local cultural heritage activites is lives or those of their children. Some multicultural groups Some community consultation participants mentioned that often available, however, the public must know where to were also said to fear getting lost and absorbed into the life arts and culture are still perceived to be elitist and that find it. Therefore, municipalities and townships must decide of the local community. heritage does not seem to be taken seriously enough by how their varying priorities can be included and celebrated • Almost all of those who participated in the background politicians. Moreover, it is evident that marketing and edu- in a comprehensive marketing effort. Participants in the research felt that the Region was more active in heritage cation efforts are not as effective as they could be to draw public forum agreed that culture and tourism would benefit issues and programming than arts or culture. Most partici- people out of their homes or from outside the region to greatly from a joint marketing effort since the two are very pants were aware, for example, that the Region supports enjoy the region’s many attractions. interconnected. Tourism representatives are interested in Doon Heritage Crossroads, Joseph Schneider Haus, and the • Community consultation and interview participants general- learning more about arts, culture, and heritage and deciding WRHF. However, heritage interviewees suggested that eco- ly agreed that improved marketing is required for organiza- how best to assist the sector. nomic development interests supported by the Region are tions to build their profile and to effectively inform the • The region, in general, is also faced with the same problem frequently at odds with heritage interests. community about what they have to offer, especially those as individual organizations: difficulty of reaching a diverse that are not in a visible or frequented location. Many stake- and geographically spread out audience. Interviewees noted 5.2.2 Education and Awareness holders also agreed that arts, culture, and heritage sites that comprehensive cultural heritage reportage is missing need to be better identified. from the local papers. The population tends to rely on cov- • More than 75% of the surveys were completed by patrons erage from other areas, usually Toronto. It was discovered 44 years of age or above, an indication of the average age 5.2.3 Coordination and Partnership Formation that over 70% of those surveyed refer to a daily newspaper of the audience base. Through program development, mar- whereas only 40% read the community paper. A few of the keting, and fundraising efforts, organizations hope to find • Thirty percent of the heritage organizations’ interviewees community consultation participants and interviewees crit- younger audiences to supplement the current audience and several community consultation participants felt that icized the local media for inconsistent coverage of cultural base, a base which is rapidly aging. Cultural heritage some municipal functions needed greater Regional support. issues and inaccurate reporting. organizations are also struggling to find new audiences and For example, increased Regional support for municipally • Survey respondents said they would like to see further markets that have not previously participated in arts, cul- established and operated LACACs and conservation/plan- opportunities to promote and showcase the work of local ture, and heritage activities. ning issues would help to strengthen existing entities and artists in order to help increase the appreciation and aware- • Public awareness still needs substantial improvement. The better preserve heritage resources throughout the region. ness of what is available in the community. Partnerships community’s lack of knowledge of cultural heritage activi- The creation of a regional museum, housed in a historic with local businesses and the transit authority were sug- ties makes it difficult for organizations to know best how to property, was of particular interest to survey, community gested. market themselves. Some community consultation partici- consultation, and public forum participants. Many realize • A majority of the organizations represented in the commu- pants and interviewees stated that developing a higher pro- that older buildings can avoid demolition if they are pro- nity consultations said that they do not presently conduct file in the community is one of the highest priorities. tected and reused as cultural centres. surveys or detailed evaluations to collect user/audience Several organizations were said to be working on improved • Research revealed that organizations are making efforts to statistics. marketing and communications plans. Over 30% of the improve ties with the business community and to raise interviewees felt that there was a lack of awareness and funds to support endeavors not generally covered by oper- recognition that culture plays an important role in the com- ating budgets. However, it was pointed out that it can be munity. difficult to raise funds when many groups and organizations 17 HERITAGE Culture

5.2.4 Resources scheduling conflicts. It has been equally difficult for small- 5.3 Key Survey Findings er groups to find extra and/or affordable rehearsal spaces • Approximately 21% of the organizations that were inter- and individual artists are finding it a challenge to obtain Among the more noteworthy statistics drawn from the survey viewed have not been able to take advantage of marketing affordable live/work space. It was indicated that those included the following: and promotional opportunities because of the lack of challenges could stifle organizational growth and restrict • Some 74% and 55% of respondents indicated they most fre- resources. Financial and human resources were said to be the exchange of ideas. The use of “matchmaking” could quently rely on the daily newspaper and word of mouth two of the most pressing issues facing the future develop- alleviate this issue by making everyone aware of the exist- (respectively) to obtain information about current cultural ment of 65% of the participating organizations. Several ing possibilities. Survey, community consultation, and pub- heritage activities within the region. In terms of preferred organizations were said to be developing or revising plans lic forum participants felt that local artists and musicians sources of information, 40% of respondents said they would for the upcoming year regarding staff and volunteers; man- require more public and private assistance in funding. It like to see increased use of email and websites. agement processes; and event and program evaluation. was suggested that organizations that employ artists need • Almost 40% of respondents indicated that they typically However, in order to accomplish those tasks, the small staff to be reminded of and encouraged to pay artist fees set by venture outside of the region for vacation/travel purposes. base needs to be augmented as current employees and/or professional associations. Theatre, museum/heritage, natural heritage and gallery volunteers are overworked and occasionally burnt-out. For activities outside the region were said to be the main example, without sufficient funds, organizations have found 5.2.5 Accessibility draws. it difficult to hire a staff person with marketing expertise • Almost 60% of the respondents venture outside the region to develop and lead a marketing strategy. Overall, staff • Approximately 35% of the survey comments confirm that specifically for cultural heritage programming and availabil- would like to upgrade skills in order to meet those new patrons are happy with the range of cultural heritage activity reasons. Again, a majority pursue their interests in the- challenges. Many organizations indicated they were ities in the region. Some patrons expressed the desire for atre, museum/heritage, natural heritage and gallery activi- unaware that the two school boards in the region have stu- activities that already exist. This suggests the need for ties. dent cooperative education programs – a free resource. In better or additional promotion/advertising. addition, free expertise is often available from university • Many people said that they find it difficult to get complete Please refer to Appendix 15 for demographic information of the and college students eager to put their learning to practice. and comprehensive information about arts, culture, and survey respondents and Appendix 16 for a graphical represen- Affordable and timely marketing tools would also help heritage activities. Many cultural heritage organizations tation of select survey responses. greatly. and patrons said they would support a “one-stop shopping” • There are currently specialized Regional staff that work off- website for local cultural heritage programming . site at cultural heritage facilities. However, interviewees • Almost all the organizations that were interviewed offered and community consultation participants agreed that there family and educational programs in addition to discounted is a need for a cultural heritage specialist at Regional head- tickets. Yet, some survey respondents felt that the region quarters to support regional initiatives. needs more children’s and family oriented programs and • It was found that arts organizations are working toward activities. Some survey respondents also said that they artistic growth that is accompanied by operational stabili- know there is a tremendous variety of events in the area, ty. According to the research, a majority of arts, culture, but that many events are often priced too high. As a result, and heritage organizations are looking for operational fund- many cannot afford to attend events as often as they would ing to sustain facilities and cover infrastructure costs, and like to, especially when teenagers have to pay the full adult capital funding to add new facilities to accommodate prices or when individuals rely on limited income. It is planned growth – their top two priorities. probable that the public may not be aware of the various • Many arts groups reported that they are ‘homeless’; they programs and discount opportunities. rely on rented space and meet in private homes. A small • Transportation was frequently cited as an obstacle for those number of those interviewed indicated that the quality of who do not have access to a vehicle or who do not drive performances and exhibitions has been compromised (i.e. youths and seniors) especially for the trips to and from because of a lack of funding, forcing organizations to rely Cambridge. on less than ideal facilities and performance space. Organizations that share facilities sometimes encounter The Waterloo Busker Carnival fills the uptown with smiling faces. 18 AARTSRHERITAGETS 6.0 Role of the Region of Waterloo Culture

he majority of those who attended the consultations or were address the long-term need for suitable and affordable accom- Table 6B interviewed were of the opinion that the Region is more active modation for artists Guiding Principles for Policy and Strategy Tin heritage types of activities and programming than that of improve public transportation to and from arts, culture, and Development arts or culture. And, even concerning its heritage activities, heritage destinations the Region is seen as being a relatively “minor player,” with an assist arts, culture, and heritage organizations to improve their existing organizations and delivery agents should form the unclear relationship with the municipalites. The research fur- relationships with the media basis upon which future growth and development shall occur ther revealed that most people did not know what role, specif- provide a single source of arts, culture, and heritage informa- strong heritage preservation policies must be a priority for the ically, the Region currently plays respecting cultural heritage tion Region issues. Very few people know, for example, that the Region enter into partnerships to create more livable downtown areas. increasing density within urban core areas is preferable to administers the township libraries on behalf of township resi- expansion toward the city limits dents, or that it funds the WRHF. Over 30% of the survey the Region’s cultural heritage policies and strategies should be respondents indicated that the Region’s most important priority 6.1 Statement of Intent developed in consultation with the area municipalities and should be direcly funding arts, culture, and heritage programs other groups involved with arts, culture, and heritage and activities. This was followed by funding facilities and sup- While researching and preparing this Master Plan, dozens of cultural heritage policies and strategies should seek to maxi- porting arts, culture, and heritage endeavours through people from numerous organizations shared their views and mize efficiency and effectiveness of arts, culture, and heritage improved policies and planning, both with 22% support. Given opinions on the role they would like to see the Region play initiatives, programs and organizations; and endeavor to the Region is currently spending approximately $3 million with respect to arts, culture, and heritage activities within the enhance the benefits of shared resources to all involved annually on cultural heritage initiatives and programs, there is community. By drawing on the recurrent messages that were a pressing need for the Region to improve public awareness of articulated, the following Statement of Intent was devised. It its contribution and the impact of its support. Please see was envisioned that this Statement would serve as a useful 6.3 Fulfilling the Regional Role Appendix 16 for a detailed breakdown of Regional contributions. starting point for Regional Council and staff to formulate a shared position or mission with respect to the corporation’s In the course of developing this Plan, the consulting team According to the research, the items listed in Table 6A below delivery of cultural heritage services within the community. reviewed cultural heritage master plans from a number of were the most frequently cited activities the Region could municipalities and heard suggestions, as well as frustrations, engage in by which to support local cultural heritage initiatives: Arts, culture, and heritage initiatives make a significant con- voiced by many of those who care deeply about local arts, cul- tribution to the well-being and quality of life of the residents ture, and heritage issues. From this research, several messages Table 6A of Waterloo Region. They reflect and enhance the communi- were heard time and time again, including the need for the Proposed Roles for the Region of Waterloo ty’s unique identity and diversity, contribute to economic Region to play a strong role in connecting, protecting, and vitality, and shape future growth. Accordingly, the Region of enhancing the region’s arts, culture, and heritage resources. help organizations to work together more effectively Waterloo alone or in partnership will identify, protect, pro- educate the public on the merits of cultural heritage initiatives mote, and invest in existing resources; implement strategies While the region is home to a broad selection of cultural her- facilitate support for youth, senior, and multicultural projects to support additional arts, culture, and heritage initiatives; itage attractions and organizations as well as leading edge research, evaluate, and collect statistics and feedback on arts, and ensure their long-term prosperity and sustainability. academic institutions, it is evident that it has not yet capital- culture and heritage activities ized on all of the advantages they can offer. In the consulting ensure policies are followed and enforced to protect heritage team’s opinion, the Region could deploy its resources most resources 6.2 Guiding Principles effectively and realize greater near and long-term gains by provide stable and streamlined funding facilitating greater collaboration among the municipalities and cultural organizations, especially in their promotional and help recognize, identify, and promote the cultural diversity The preservation of arts, culture, and heritage resources is a developmental efforts. The Region needs to initiate and sup- that exists in the community shared responsibility of which the Region can and should play port efforts that give arts, culture, and heritage a much develop a region-wide marketing initiative for arts, culture, an active role. Hence, the principles listed in Table 6B define higher public profile and promote the financial and non-finan- and heritage the context within which cultural heritage policies and strate- cial benefits associated with cultural heritage activity. This gies should be developed within the corporation.

19 ARHERITAGETS CultureARTS would help to forge stronger connections, not only among cul- be charged with a number of tasks and responsibilities, including: tural heritage organizations but also between the cultural sec- • strategy development to encourage the sharing of skills, tor of local municipal and Region governments. expertise, and information among cultural heritage organizations; In addition, the Region must continue to recognize and • cross-jurisdictional facilitation and cross-disciplinary col- enshrine in corporate policy/strategy the interconnectedness laboration to create region-wide events; "Downsizing hits arts and cul- of urban growth, environmental protection, tourism, econom- • partnership formation to identify ways/means by which the ic development, downtown revitalization, heritage preserva- Region and the area municipalities can effectively integrate tion, and arts and culture practice. Holistic, integrated, and their respective cultural heritage initiatives and program- ture budgets first and hardest... balanced approaches, as evident, for example, in the Region’s ming; and Growth Management Strategy Initiative, offer the best hope of • regional marketing, promotion, and education. survival for the regions many cultural heritage programs and if we lose elements of our arts stakeholders. However, as history has shown, economic and For the Region to increase community support for local arts, development pressures often overshadow cultural and heritage culture, and heritage endeavors it will need to invest addition- concerns. Great care must, therefore, be taken to define what al funds or alter current funding to implement some or all of “balance” truly means for the community and whose notion of the strategies contained in this Master Plan. However, in so and cultureal fabric, we will balance will govern the decision making process. doing, opportunities exist to integrate several existing, but somewhat fragmented efforts, and to better leverage current If the Region is committed to addressing one of the most fre- spending among stakeholder groups. rob our community of its soul." quently mentioned identified needs, it - in conjunction with the area municipalities and other community partners - must also take a strong stand on the preservation and restoration of the remaining examples of natural and built heritage within in - Public forum participant the community. Given current trends, which show the acceler- ating loss of historic sites, features, and landscapes over the last two-decades, the time is now to implement strong but fair preservation and protection policies.

If the Region were to further invest in cultural heritage and take steps to promote the sectors’ long-term health and vitality, benefits would accrue to the community as a whole. Such investment would, for example, help to attract and retain more talented and creative people, and would also help to promote the community as a destination for cultural tourists. It would encourage businesses and residents to better protect the existing cultural heritage landscape and would stimulate those activities that are most likely to draw people back to public transit and our downtowns. To fully realize these benefits, however, it is the opinion of the consulting team that the Region will need at least one additional cultural heritage spe- Joseph schneider Haus is one of the locations that bring history to cialist on staff. The person or persons in this position would life for the region's residents and tourists.

20 AARTSRHERITAGETS 7.0 Goals, Recommendations, and Implementation Strategies Culture

7.1 Introduction At the heart of this Plan are the goals, recommendations, and strategies proposed for implementation over the next five years. As can be seen in the pages that follow, the recommendations and strategies were categorized under the following goal areas.

Goal 1: Community Identity and Character Develop a stronger cultural heritage identify for the region, one that celebrates its diversity, the character of its multiple towns and cities, and the differing traditions of their founders; its natural features; and the richness of its arts, culture, and heritage assets.

Goal 2: Education and Awareness Build a stronger foundation for arts, culture, and heritage within the community.

Goal 3: Coordination and Partnership Formation Encourage a greater degree of collaboration across all sectors and disciplines.

Goal 4: Resources Support opportunities for the development and sustainability of existing arts, culture, and heritage organizations.

Goal 5: Accessibility Maximize accessibility to arts, culture, and heritage opportunities and information.

Recommendations and strategies for each of the goals in which it was proposed the Region take a lead role are presented in the subsections below. Based on consultations with Regional staff, these strategies were organized in two categories, namely:

• Year 1 Strategies: Strategies that could be implemented using existing staff and resources and/or would require new, but relatively small allocations of money. These strategies are either already in progress or could commence in the first year of the implementation phase of the Plan.

• Year 2 – 5 Strategies: Strategies that are dependent on the allocation of more substantial resources and which could or should be implemented during years two through five. Most, if not all, of these strategies would require the addition of at lease one additional full time staff member.

A third set of recommendations and strategies also emerged from the exercise, however, they are not presented within the body of this Plan. Unlike those above, the third set of recommendations and strategies would require, for effective implementation, the full and equal participation of several partners and community stakeholders and should not necessarily be lead by the Region. Hence it is difficult to estimate or specifically recommend when such strategies should be pursued. Given their importance, however, they were included in Appendix 20 and could be explored by the Cultural Heritage Advisory Committee proposed for establishment under Goal 3 of this Plan.

As previously mentioned, the following goals were grouped under the theme areas that emerged from the research in order to ensure a direct link between the findings and proposed recommendations.

7.2 Goals, Recommendations and Implementation Strategies The following pages identify the goals, recommendations, and implementation strategies.

21 AARTSRHERITAGETS Goal 1: Community Identity and Character Culture

The region contains rich and diverse arts, cultural, and heritage aspects that need more recognition, appreciation, and support. Arts, culture, and heritage can help strengthen community bonds and reduce perceived and real geographic barriers. The unique features of the region will prevent it from being “just a smaller Toronto”. It has been shown in other cities that cultural heritage activities can promote revitalization and draw in new residents.

Recommendation 1.1 Promote a greater understanding of the region as a unique place (history, architecture, character, and unique visual and natural features) and a greater respect for the diverse features that define it. 1.1.1 Coordinate participation in province-wide heritage 1.1.3 Establish a Regional facility that will serve to preserve and pro- promotions, such as ‘Doors Open’, beginning in 2003. mote the region’s unique cultural heritage. This could include an archive, a museum, and other space for public use. This event involves opening the doors of public and private facilities housing heritage resources. It would allow local residents and visitors to learn about their own heritage A region of this size should work towards developing a regional museum and and increase their appreciation of the region’s assets. archives to organize, coordinate, showcase, and protect heritage items of regional Example: The ‘Ontario Doors Open’ campaign is an event hosted by participating her- significance. There is currently a proposed allocation in the capital budget forecast itage sites in municipalities throughout the province during different times of the year. for such an initiative from 2007 to 2009. Lead: Regional staff Lead: Regional staff Partners: Area municipalities, Ontario Heritage Foundation (OHF), heritage organiza- Partners: Regional Council, the community tions Cost: $4 million minimum capital (already allocated in Region’s budget projec- Cost: $1,500 per annum to register; share of $15,000 for coordination and tions for 2007-2009); actual capital cost and operating costs to be promotion determined Measures of Progress: Inclusion of the region of Waterloo’s heritage facilities in Measures of Progress: Completion of a regional facility ‘Ontario Doors Open’ program and promotional materials for 2003; local resident and visitor participation

1.1.2 Investigate and support the creation and use of walkway and cycling trails between cultural heritage attractions. Example: The Region is currently developing a Cycling Master Plan that will help residents con- nect with surrounding cultural heritage opportunities with more ease. The plan includes YEAR 1 STRATEGIES

consideration of accessibility, destination-oriented routes, and integration with other YEAR 2-5 STRATEGIES modes of travel in their route development and network design process. Lead: Cycling Master Plan Advisory Committee Partners: Cultural heritage organizations Cost: Implementation costs to be determined Measures of Progress: Expansion and promotion of trail network; use of trails by the public

22 ARHERITAGETS CultureARTS

Recommendation 1.2 Protect existing cultural and natural heritage assets throughout the region.

1.2.1 Encourage the creation of heritage corridors. Heritage corridors, such as Regional roads and the Grand River, enhance cultural heritage features and recreational opportunities, and contribute to the quality of life of residents and the experiences of visitors to the region. They can also provide economic benefits from increased tourism. Example: The Scenic Roads Handbook provides a framework that could be used to make Regional roads scenic yet still function effectively for transportation purposes. Lead: Regional staff Partners: Area municipalities Cost: $50,000 - $100,000 per annum Measures of Progress: Creation and signage of heritage corridors linking heritage buildings and environmentally sensitive areas

1.2.2 Implement the identification and protection of sites of regional heritage significance. Sites of regional heritage significance include buildings, structures, cemeteries, or areas that meet established criteria which identify them to be significant to the region’s development and heritage. The support of Regional Council and staff is needed to research, YEAR 1 STRATEGIES

YEAR 2-5 STRATEGIES document, and find ways of protecting these sites. Lead: Area municipalities Partners: Developers, property owners Cost: Regional staff time (additional costs to be determined) Measures of Progress: Preservation of sites of regional significance

23 AARTSRHERITAGETS Goal 2: Education and Awarness Culture Build a stronger foundation for arts, culture, and heritage within the community. People’s lives are enriched in many ways through the learning of arts, culture, and heritage. An awareness of the benefits of arts, culture, and heritage is likely to lead to greater appreciation of, participation in, and support for those activities. Therefore, it is important to reintegrate cultural heritage activities into society through everyday leisure activities, places of work, and school programs.

Recommendation 2.1 Enhance the profile and public awareness of the benefits that arts, culture, and heritage organizations and activities bring to the community. 2.1.1 Emphasize the relevance and benefits of arts, culture, and heritage 2.1.4 Support efforts to establish additional and improved signage to to everyday life through existing Regional publications, programs, identify arts, culture, and heritage destinations. and/or events. Signage will increase the prominence and the public’s awareness of the variety of Cultural heritage organizations in the region contribute an estimated $39.1 million cultural heritage assets in the region as well as directing residents and visitors to sites. annually to the local economy and are significant features in tourism and economic Lead: Regional staff development promotions. Many of the organizations that participated in the creation of Partners: OHF, cultural heritage organizations, area municipalities, WRAF, Waterloo this Plan have education, outreach, and volunteer activities for people of all ages. Region Heritage Foundation, Heritage Planning Advisory Committee (HPAC) Example: LACACs are planning to develop more awareness of heritage resources through Cost: $100/sign (total cost to be determined based on requirements) the education system; educational programs at Joseph Schneider Haus and Doon Heritage Crossroads; supporting the Children’s Museum; and developing curriculum specific to local sites such as Castle Kilbride. Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, area municipalities, destination marketing organizations and industry stakeholders, Canada’s Technology Triangle (CTT) Cost: No additional cost Measures of Progress: Greater awareness by the public; increased public participation and support 2.1.2 Adopt a Regional public art policy and funding formula. 2.1.5 Expand the artist in residence program at the Regional Municipality. All forms of public art increase the profile of local art and artists while contributing to a more aesthetically pleasing environment. Direct exposure to the creative process will deepen the appreciation and understanding Example: Kitchener’s Industrial Artifacts Project preserves industrial heritage, industri- of art and artists. The artists will also have the opportunity to share new ideas and al architecture, records the lives of working men and women, and displays the artifacts works-in-progress. Program should feature local artists. as public art. Example The Friends of Joseph Schneider Haus (JSH), a volunteer organization, Lead: Regional staff currently raise the funds needed to support an artist in residence program in JSH.

YEAR 1 STRATEGIES Partners: Area municipalities, cultural heritage organizations, Arts and Culture Advisory Lead: Regional staff Committee (ACAC), Cultural development Committee (CDC), WRAF YEAR 2-5 STRATEGIES Partners: Cultural heritage organizations, Ontario Arts Council (OAC), WRAC, Canada Cost: $50,000 per annum in proposed budget allocation Council for the Arts (CCA) Measures of Progress: Interest of the public; increased presence of public art; enhanced Cost: Regional staff time; $5,000 creative environment and public support Measures of Progress: Introduction of artists-in-residence in Regional facilities 2.1.3 Expand the scope and circulation of Regional publications such Events and Exhibits. Lead: Regional staff Partners: Cultural heritage organizations, Waterloo Regional Arts Council (WRAC), local media, private businesses, academic institutions Cost: Additional mailing and printing costs Measures of Progress: Increased circulation figures; evidence of more cross-sectoral collaboration 24 ARHERITAGETS CultureARTS

Recommendation 2.2 Facilitate greater youth involvement in programs and events of arts, culture, and heritage organizations.

2.2.1 Promote more youth and family oriented programs that develop skills and interests in arts, culture, and heritage.

Arts, culture, and heritage activities are particularly conducive to intergenerational socialization and the exchange of ideas. The Region can assist by building upon current efforts in the municipalities. Lead: Cultural heritage organizations, including Doon Heritage Crossroads, Joseph Schneider Haus and McDougall Cottage Partners: Area Municipalitites, Public and separate school boards, libraries, WRAC Cost: Staff resources; additional costs to be determined Measures of Progress: Increase in number of opportunities for youth and families; more youth and family participation in existing programs YEAR 1 STRATEGIES YEAR 2-5 STRATEGIES

Recommendation 2.3 Provide opportunities to bring together those who work within and outside cultural heritage organizations to encourage the exchange of information.

2.3.1 Provide more opportunities for cross-jurisdictional and cross- disciplinary workshops in partnership with arts, culture, and heritage organizations.

Example: The Grand Strategy Partners sponsors annual heritage workshops on Heritage Day (every third Monday of February) that encourage multidisciplinary interaction and exchanges that extend beyond regional boundaries. Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, libraries, private businesses, WRAC, Grand River Conservation Authority (GRCA) Cost: Staff resources (additional costs to be determined) Measures of Progress: Higher multi-jurisdictional and multi-disciplinary participation in current offerings; addition of new workshops and seminars; emergence of new part- YEAR 1 STRATEGIES nerships YEAR 2-5 STRATEGIES

25 AARTSRHERITAGETS Goal 3: Coordination and Partnership Formation Culture To encourage a greater degree of collaboration across all sectors and disciplines. Individuals and organizations are partnering on more projects because of the benefits of shared resources and expertise. Collaborative efforts across the region and across disciplines make possible activities that might not otherwise happen. Sharing resources and expertise also encourages the development and exchange of creative ideas in addition to increasing cost-effectiveness by reducing the duplication in work. Recommendation 3.1 Integrate various promotional activities including economic development, tourism, and the Region's Growth Management Strategy with arts, culture, and heritage efforts.

3.1.1 Assist with establishing and updating a “one-stop” shopping website with arts, culture and heritage information

Example: www.communityevents.ca is an example of a currently functioning website Lead: Regional staff (and cultural heritage specialist, when hired) Partners: Cultural heritage organizations, tourism and economic development organizations, WRAC Cost: Staff resources Measures of Progress: The existence of a functioning and accesible “one-stop” shopping website YEAR 1 STRATEGIES YEAR 2-5 STRATEGIES

Recommendation 3.2 Encourage non-profit and public and private sectors to share resources and expertise.

3.2.1 Encourage collaboration, joint ventures, and partnerships. 3.2.3 Encourage and coordinate the sharing of skills, expertise, and information among cultural heritage organizations in the area The Region can give preference to collaborative projects and joint ventures when fund- municipalities. ing programs or projects through the WRAF and WRHF. Example: Waterloo Region Education and Public Network (WREPNet) received the 2001 Example: Doon Heritage Crossroads’ conservator regularly helps to monitor and assess Showcase Ontario Award of Excellence for its strategic alliance of school boards, local issues such as environmental factors and exhibit areas in other institutions. governments, public libraries, and the local community college, which provides infor- Lead: Regional staff (and cultural heritage specialist, when hired) mation access through a secure and high-speed network. Partners: Cultural heritage organizations Lead: WRAF, Cost: Staff resources Partners: WRHF, Cultural heritage organizations, WRAC Measures of Progress: Increased communication and collaboration among Cost: No additional cost organizations; development of mutually beneficial exchanges Measures of Progress: More collaboration across sectors; emergence of new partnerships; cost-savings 3.2.4 Provide opportunities to showcase local talent.

3.2.2 Establish a Cultural Heritage Advisory Committee to coordinate Areas such as existing facilities, local publications and public transit are ideal loca- inter-municipal activities. tions for the promotion and display of local talent. Example: The Region’s LRT proposal includes the development of an exhibition and convention centre in the region that could showcase local arts, culture, and heritage assets.

YEAR 1 STRATEGIES Example: Cultural Development Network had a similar mandate in the past Lead: Regional staff YEAR 2-5 STRATEGIES Lead: WRAC Partners: Regional Council, area municipalities, cultural heritage organizations Partners: Cultural heritage organizations, Grand River Transit, local media, private businesses Cost: Staff resources Cost: Staff resources (other costs to be determined) Measures of Progress: Terms of reference prepared, committee populated, and work Measures of Progress: Increased presence of art; more promotion of cultural heritage plan prepared. in the community; higher community awareness; greater collaboration across sectors 26 AARTSRHERITAGETS Goal 4: Resources Culture

Support opportunities for the development and sustainability of existing arts, culture, and heritage organizations.

Arts, culture, and heritage organizations in the region generate at least $39.1 million in local spending per year. However, research findings indicate that there needs to be more financial and human resource support for these organizations. Achieving financial stability and avoiding the collapse of viable cultural organizations continues to be a pressing issue as government funding has been limited or drastically reduced in recent years.

4.1.1 Approach senior levels of government such as the Department of 4.1.2 Increase Regional support for arts, culture, and heritage Canadian Heritage and the Ontario Ministry of Culture to increase organizations that have a region-wide scope. funding for the support, promotion and preservation of cultural heritage in the region. Research indicated that most arts, culture, and heritage organizations are operating at the limits of their current budgets. Additional investment in these labour-intensive Changes are occurring in the departments responsible for culture at both the provincial organizations will not only assist them to better serve all residents of the region, it will and federal levels, making this an ideal time to influence public funding policies relat- also allow them to attract new audiences and supporters. ing to arts, culture, and heritage. Lead: Regional Council Example: The Department of Canadian Heritage has undertaken extensive consultations Partners: WRAC, WRAF, WRHF, area municipalities and is developing policies for the support and maintenance of tangible and intangible Cost: Increase on current allocations to WRAF and WRHF heritage throughout Canada. The Department’s definition of intangible heritage closely Measures of Progress: Year over year increases in Regional support resembles the definition of cultural heritage that this Plan has embraced. Also, the Department has just announced an annual award of up to $500,000 for a “Canadian City 4.1.3 Contribute additional funds to the WRHF and the WRAF of Culture”. specifically for training and professional development of staff and Lead: Regional Council volunteers. Partners: Regional staff Cost: No additional cost Investing in human resources will result in large dividends. Staff and volunteers with Measures of Progress: Increased funding for cultural heritage organizations proper training and expertise can enhance the operations of the organizations in which located in the region they work and impart their knowledge and skills to others. Example: The University of Waterloo’s Centre for Cultural Management hosts the Income YEAR 1 STRATEGIES

YEAR 2-5 STRATEGIES Managers’ Program, a training opportunity for those in the cultural sector to increase their marketing and fundraising skills. Lead: Regional Council Partners: Cultural heritage organizations, WRAF, WRHF, WRAC Cost: $10,000 to WRAF and WRHF per annum Measures of Progress: Funding of opportunities for training and professional development; education of staff in cultural heritage organizations is encouraged and supported both by the Region and by their institutions

27 ARHERITAGETS CultureARTS

Recommendation 4.2 Ensure that the cultural heritage sector has access to appropriate resources, including staff, volunteers, and funding.

4.2.1 Provide dedicated staff resources to develop and implement arts, culture, and heritage actions and initiatives at the Region.

The person or persons in this position would be charged with a number of tasks and responsibilities, including: • strategy development to encourage the sharing of skills, expertise, and information among cultural heritage organizations; • cross-jurisdictional facilitation and cross-disciplinary collaboration to create region-wide events; • partnership formation to identify ways/means by which the Region and the area municipalities can effectively integrate their respective cultural heritage initiatives and programming; and • regional marketing, promotion, and education. Lead: Regional Council Partners: WRAC Cost: $55,000 per annum Measures of Progress: Introduction of one or more staff positions for coordination of cultural heritage activities across the region, increased Regional support for ongoing activities and initiatives, greater levels of volunteerism, emergence of new partnerships

YEAR 1 STRATEGIES 4.2.2 Provide an annual budget to support studies and research in YEAR 2-5 STRATEGIES cultural heritage issues by Regional staff and others.

The additional funding could be provided on a “matching funds” basis to leverage grants that are currently available. Lead: Regional Council Partners: Regional staff, area municipalities Cost: $20,000 per annum Measures of Progress: Budget for support studies and research, increase in cultural heritage research

28 AARTSRHERITAGETS Goal 5: Accessibility Culture

To maximize accessibility to arts, culture, and heritage opportunities and information.

Despite the interest in arts, culture, and heritage activities, some individuals cannot participate in as many activities as they would like because of financial or physical limitations. Easy access to arts, culture, and heritage information and activities is crucial for encouraging public participation and support, strengthening community bonds, and increasing the understanding of other cultures.

Recommendation 5.1 Ensure that effective and accurate information for marketing and research purposes is readily accessible.

5.1.1 Maintain and periodically update a region-wide list of designated properties under the Ontario Heritage Act and properties listed as architecturally and/or historically significant. The purpose of this list would be for consistency and accessibility for researchers. Example: The City of Toronto is starting a similar process to develop a list. Lead: Heritage Planning Advisory Committee (HPAC) Partners: Cultural heritage organizations, area municipalities, LACACs Cost: No additional cost Measures of Progress: Availability of a complete and consistent inventory, regular updates, on-going access to information

5.1.2 Maintain and continue to update a region-wide list of archaeological resources as part of the Archaeological Master Plan. The list should only be accessible to authorized researchers and not the general public. Lead: Regional staff Partners: Cultural heritage organizations, area municipalities, LACACs, HPAC Cost: Allocated within current budget Measures of Progress: Complete inventory, access to information by authorized researchers, use of the inventory for research purposes

5.1.3 Assist with the inventory of the nationally significant features of the Grand River. YEAR 1 STRATEGIES

In 1989-90, the Heritage Resources Centre at the University of Waterloo produced an YEAR 2-5 STRATEGIES inventory of the nationally significant features that formed the basis of the Canadian Heritage River designation. The information was updated in 2000 with the assistance of heritage groups within the watershed. The inventory will be revisited during 2003 and 2004 as the GRCA is required to submit a 10-year monitoring report on the status of the Canadian Heritage River designation for the Grand River in 2004. Lead: Regional staff Partners: Grand River Conservation Authority (GRCA) Cost: Staff resources Measures of Progress: Complete inventory, access to information; regular updates

29 ARHERITAGETS CultureARTS

Recommendation 5.2 Integrate the priorities of arts, culture, and heritage organizations into public transit planning.

5.2.1 Consider transportation routes and schedules to accommodate arts, culture and heritage facilities and events, especially those outside peak public transit hours.

Easy accessibility to public transportation encourages a higher public participation in cultural heritage activities. This would ensure that future and current patrons of cultural heritage organizations will not be deterred from providing their support. Lead: Regional Staff - Grand River Transit Partners: Cultural heritage organizations, area municipalities Cost: No additional cost Measures of Progress: Improved transit network, enhanced accessibility, increased participation in cultural heritage activities by those who were previously less able or will- ing to attend. YEAR 1 STRATEGIES YEAR 2-5 STRATEGIES

7.3 Goals, Recommendations, and Strategies for Future Implementation

As stated in the introduction to this chapter, a third set of recommendations and strategies also emerged from the exercise. However, unlike those described in the pages above, these recommendations and strategies would be best be pursued by the Cultural Heritage Advisory Committee proposed for establishment in year one. Implementation of the third set of recommendations and strategies would require the full and equal participation of several partners and community stakeholders. As can be seen in Appendix 20, these recommendations and strategies deal with the following matters: • urban cores and downtown revitalization; • municipal planning tools and policy; • youth groups; • elementary, high-school, and post-secondary education and educational institutions; • inter-municipal promotion and project integration; • inter-municipal data sharing and management; • region-wide cultural-heritage programming; • media coverage and relations; • inter-municipal project funding; • multidisciplinary and multicultural programming; and • audience development strategies.

Fulfillment of the above recommendations and strategies would compliment and help to advance many of the initiatives proposed for immediate and/or near-term implementation within this Plan.

30 Table of Appendices

We sought to answer, in succession, the three pivotal ques- development of partnerships between municipal governments, al organizations was requested in order to learn more about tions that the cultural master plan must address. cultural organizations, and the private sector. What must the breadth of public participation and patronage of specific emerge as an answer to this question is a framework of struc- arts disciplines and heritage types in the region, its geograph- What is the current status of cultural develop- tures, systems, and policies that is strong enough to hold ic distribution (by postal code of residence), and where possi- ment in the region? these cooperative relationships together over the term of the ble, household types or demographic characteristics. This question was intended to capture a detailed picture of the Master Plan, and bear the community’s cultural aspirations for- cultural development issues as they have evolved to the pres- ward to their desired end. Individual interviews ent moment. It provided a foundation of knowledge about the Key individuals whose knowledge of the region’s cultural devel- talent and resources available for implementation of a cultur- Each of these questions entailed its own phase of research, opment issues warranted a personal interview were identified al master plan and the social and political context within analysis, and consultation. The results of each phase con- with assistance from the Advisory Committee and Regional which they must be deployed. In addition to identifying issues tributed to the process as a whole. Nevertheless, the research staff. The list included representatives from cultural groups, and themes to be addressed by the cultural master plan, it and analytic processes were different at each stage. service organizations, institutions, and government agencies - identified all of the stakeholders; cultural groups, service including elected officials. The interviews were conducted with organizations, institutions, and government agencies. a preset discussion guide to ensure that certain questions were 1. Current Status asked in a consistent manner, however a portion of the inter- What should be the priorities for cultural devel- view time was spent on questions relating to the particular cir- opment in the future? The goal of this portion of the planning process was to gain a cumstances of the interview subject. The guide was developed Setting priorities for the future is, of course, the essence of comprehensive understanding of the cultural community in advance with input from the Advisory Committee and planning. Like the prior question, it required the input of var- throughout the region. To do this, primary and secondary addressed the current state of cultural development in the ious stakeholder groups, including individual citizens and tax- source data was gathered from a wide spectrum of individuals region, negative and positive trends, opportunities and unre- payers. By consulting so widely, it became possible to examine and organizations that have a stake in cultural development alized potential, and referrals to other sources of input. all the ways in which the community hoped to express itself issues. They included the consumers, producers, funders, and culturally and be served by the culture it expresses. Every cat- custodians of culture, and those in government who are Once that research and analysis was complete, an understand- egory of stakeholders has a distinct idea of what the region’s responsible for maintaining an environment in which local cul- ing of the region’s cultural development issues was gained cultural aspirations should be. Some equate culture with iden- ture(s) can flourish. from all the relevant perspectives. That preparation was neces- tity and quality of life, whereas others ascribe a financial value sary before stakeholders, including the general public, were to it, either as an expense to be borne by the municipal gov- Working with a very broad definition of “cultural heritage” engaged in a dialogue about the future. ernment or as a revenue source that brings money to the ensured that the planning process was as inclusive as possible. region. The entire spectrum of beliefs and expectations must be heard and considered before an attempt can be made to To gather data, several tools were used: 2. Priorities for the Future synthesize them into a satisfactory set of planning principles and a feasible course of action that can be implemented over Review of relevant documents The needs and desires of regional stakeholders were registered the long term. The body of documents relating to cultural development issues to ensure that planning principals would address the right pri- in and outside of the region was thoroughly reviewed. Other orities in the appropriate way. The community was consulted What structures, systems, and policies will help levels of government also provided pertinent information relat- in the following ways: to realize the envisaged future? ing to the region. Academic research was sourced and, where Having established the current base line and the envisaged available, the histories and plans of the most active cultural Sounding of cultural organizations future, the next logical question was about how to get from organizations were studied. Other pertinent marketing or fund Two facilitated community consultation sessions were held to here to there, or more specifically, how a municipal govern- raising studies on file were also requested. hear from cultural heritage organizations about what they ment could help move cultural development forward in the envisage for the future. Invitations were distributed to a list direction its citizenry and institutions wish it to go. Co-oper- Cultural consumer and participation data from of organizations identified by the Advisory Committee. ation between existing jurisdictions and governmental struc- cultural organizations Facilitation included an informal presentation to brief participants tures is crucial. No less important is the reinforcement or Information from the contact databases of a variety of cultur- about the progress of the planning process, and to introduce 31 them to the major issues and themes on which their input was oped. sought. Appendix 2: Committees Discussion with municipal officials One session was held at Cambridge Tourism; the other session As a reality check, expert opinion from affected municipalities was held at the Canadian Clay and Glass Gallery. was sought about the practical extent to which local government can hope to fulfill the expectations expressed by the Meetings for the general public public and the best means of accomplishing what was deemed Steering Committee One facilitated public forum was held in the evening for the to be possible. general public to express concerns and interests about cultural development issues in the region. The session was promot- 3. Structures, Systems, and Policies Lucille Bish, Director, Community Services Division ed on the Region’s website and in the local newspapers. The Peter Walberg, Principle Planner Wanda Richardson, Manager, Strategic Planning focus of the discussions was on the general importance of cul- This phase was entirely concerned with the drafting of detailed ture to the region and the value that they, as taxpayers, put Tom Reitz, Manager/Curator, Doon Heritage recommendations with regard to the regional government’s Crossroads on it. Facilitation included an informal presentation to brief role in cultural development, as manifest in structures, sys- participants about the progress of the planning process, and to Karen McLachlan, Student Planner, Strategic tems, and policies. Although we provide suggestions about Initiatives Team introduce them to the major issues and themes on which their programmatic directions for public bodies, such as the region- input was sought. Kate Hagerman, Student Planner, Strategic Initiatives al arts council, we feel that the development of specific pro- Team grams is something that should ultimately take shape within The forum was held at the Centre in the Square. the framework of structures, systems, and policies that will be Advisory Committee created as the Master Plan is implemented. Survey of patrons and participants Those who directly support arts, culture and heritage program- Don Bourgeois, Performing Arts ming through their patronage and participation were surveyed Anne Chafe, City of Waterloo Heritage Collections to see what they envisage for the future and what cultural Laurel Davies, City of Cambridge development priorities they think ought to be pursued by Martin De Groot, Waterloo Regional Arts Council regional government. Recognizing that the length of a ques- Sher DiCiccio, Waterloo Community Arts Centre tionnaire varies inversely to the response rate, a short survey Jean Haalboom, Regional Council instrument was used to leverage responses with other data Susan Hoffman, Historian known about the respondents. Survey forms, with prepaid busi- Lori Palubeski, City of Kitchener ness reply envelopes, were distributed in batches to a number William Poole, University of Waterloo (Centre for of cultural heritage organizations throughout the region. Cultural Management) Regional staff collected and entered the data as it came in by Betty Recchia, City of Waterloo mail. The results produced clear indications of the direction Joanne Rowlandson, Waterloo Region District School respondents wished to see the Region take. Board (Primary) Isabella Stefanescu, Visual Arts Development of options Stuart Summerhayes, Cambridge Arts Guild From these consultations, implications of the research, consul- Mary Lynn Tolley, Waterloo Catholic District School tations, and surveys were drawn out to establish criteria for Board (Secondary) comparison with the cultural development models developed Barbara Veale, Grand River Conservation Authority by regional and municipal governments. Mary-Ellen Willard, Cambridge Tourism

Based on what we learned from these comparisons, a framework of planning principles and priorities consistent with the direction advocated in the consultation process was devel- 32 Appendix 3: Advisory Committee Terms of Reference

1.0 MANDATE 3.4 Subcommittees: The Arts, Culture, and Heritage Master Plan: Advisory Members may be expected to serve on Subcommittees to Committee will provide input and feedback to Regional staff on review particular issues as required. arts, culture and heritage issues as they pertain to the review, preparation, and implementation of the Master Plan. 3.6 Agendas and Minutes: Recommendations may originate from staff or Committee mem- Regional staff from the Planning, Housing and Community bers and the Committee will provide advice on matters referred Services Department will be responsible for preparing and dis- to them. tributing the agenda and minutes.

2.0 MEMBERSHIP AND STAFFING 3.7 Remuneration: 2.1 Committee Membership: Committee members shall serve without remuneration, however, parking tokens will be provided. The Committee will be structured, as much as possible, to achieve broad geographic and sector representation. Specific individuals will be selected on the basis of experience (both 3.8 Reporting: disciplinary and community), interest, local knowledge, and Committee members will report to the Committee Chair who availability to attend regularly scheduled meetings. Individuals will serve as a conduit between the consultant(s) and the will be expected to represent a view that encompasses all sec- Advisory Committee. Committee members may, however, be tors and the region as a whole, not any particular geographic approached by the consultant(s) to provide specific informa- or sectoral element. tion and opinion if and when necessary.

2.2 Staff Resources: 3.9 Conflict of Interest: The primary staff resources will include the Strategic Planning Members are expected to undertake their responsibilities on an Coordinator and the Planner: Housing and Community Services impartial and objective basis. Any member whose financial (Planning staff). Staff at the Region’s two existing Heritage interests could be in conflict with the interest of the Region is Sites (Doon Heritage Crossroads and Joseph Schneider Haus) obliged to disclose same at the meeting. Members will not par- will serve in a special advisory capacity to Planning staff. ticipate in any discussion or recommendation in which they or Secondary resources, including Municipal, Township, and other their family has any financial interest except in common with Regional staff may be consulted if and when necessary. other residents of the municipality.

3.0 OPERATIONS 3.1 Meeting Chair: Meetings will be chaired by the Strategic Planning Coordinator, Regional Municipality of Waterloo.

3.2 Meeting Schedule: Meetings will be held approximately monthly or at the call of the Committee Chair.

3.3 Committee Term: The Committee is being formed at the initiation of the Project and dissolved when the Master Plan is completed.

33 Appendix 4: List of Participants

Individuals Consulted Peter McFadden, President and C.E.O., Southern Ontario Organizations Surveyed Rosemary Archer, Project Director, Waterloo Regional Tourism Organization Over 5,000 surveys were mailed to the following organizations Children’s Museum Bob McFarland, Director, City of Waterloo Department of (all organizations received 250 surveys except, KOR Gallery and Glenn Allison, Director, Canadian Clay and Glass Gallery Recreation and Leisure Studio who received 200): Susan Bellingham, Head of Special Collections, Mary Misner, Director, Cambridge Galleries University of Waterloo Doris Lewis Rare Book Room Alex Mustakas, Artistic Director, Drayton Theatre • Centre in the Square Leon Bensason, Heritage Planner, City of Kitchener Tom Reitz, Manager/Curator, Doon Heritage Crossroads • Cambridge Centre for the Arts Aggie Beynon, Owner, Harbinger Gallery Myrta Rivera, Executive Director, Kitchener Waterloo • Canadian Clay and Glass Gallery Alf Bogusky, Executive Director, Kitchener Waterloo Art Multicultural Centre • Cambridge Galleries Gallery Stuart Scadron-Wattles, Producing Artistic Director, • Doon Heritage Crossroads Steven Boudreau, Publishing Editor, focusMagazine Theatre & Company • Galt Little Theatre Susan Burke, Manager/Curator, Joseph Schneider Haus Helen Scutt-Wallis, Consultant, Ministry of Culture and • Grand River Conservation Authority Jane Buyers, Chair, Kitchener Waterloo Art Gallery Recreation • Homer Watson House and Gallery Anne Chafe, Curator, City of Waterloo Heritage Ken Seiling, Chair, Regional Council • Joseph Schneider Haus Collections Katherine Seredynska, Manager of Public Services, • KOR Gallery and Studio Graham Coles, Music Director and General Manager, Waterloo Regional Library • Kitchener Waterloo Art Gallery Kitchener Waterloo Chamber Orchestra Kim Seward-Hannam, Superintendent, Woodside • Kitchener Waterloo Symphony Martin De Groot, Executive Director, Waterloo Regional National Historic Site • Theatre and Company Arts Council Warren Shaw, Chair, Galt Little Theatre • Waterloo Community Arts Centre Sher DiCiccio, Executive Director, Waterloo Community Ines Sousa-Batista, Program Director, Cambridge • Woodside National Historic Site Arts Centre Multicultural Centre • Waterloo Regional Arts Council Dan Donaldson, former General Manager, Centre in the Jill Summerhayes, Cambridge Centre for the Arts Square Joanne Tate, Chief Librarian, Waterloo Public Library 1,072 surveys were returned, resulting in a 22% response rate. Anne Marie Donovan, Former Artistic Director, NUMUS Laurie Thatcher, President, Heritage Cambridge Michael Duschenes, General Manager, Kitchener Waterloo Pat Wagner, Volunteer, Heritage Kitchener Symphony Peggy Walshe, C.E.O., Kitchener Public Library Meetings Kae Elgie, Manager of Information Services, Waterloo Mary Ellen Willard, Director of Tourism, Cambridge Tourism Regional Library The consultants attended additional meetings with: Randy Ellis, C.E.O., Canada’s Technology Triangle Community Consultation #1 - Cambridge Tourism, • Arts and Culture Committee (Kitchener) Ken Freeman, General Director, Kitchener Waterloo • Cultural Development Committee (Waterloo) November 22, 2001 Opera • Business After Hours (Cambridge Chamber of More than 17 individuals attended this Community Jamie Grant, Executive Director, Centre in the Square Commerce) Consultation. A list of attendees is held by Region. Ruth Gutpell, Chair, Waterloo Regional Heritage • Waterloo Youth Council Foundation Community Consultation #2 - Canadian Clay and Jean Haalboom, Councilor, Regional Council Glass Gallery, November 27, 2001 Rick Haldenby, Director, School of Architecture, More than 54 individuals attended this Community University of Waterloo Consultation. A list of attendees is held by Region. Peter Hatch, Artistic Director, Open Ears Festival Public Forum - Centre in the Square, December Greg Hayton, Chair, Cambridge Public Library 13, 2001 Michael Higgins, President, St. Jerome’s University More than 26 individuals attended this Community Susan Hoffman, Archivist, Waterloo Historical Society Consultation. A list of attendees is held by Region. Jan Leggett, Vice President, Heritage Cambridge

34 Appendix 5: Sample Survey Form

35 Appendix 6: A & B: Region of Waterloo within Southern Ontario

36 Appendix 7A: Regional Density—c.1890

This is a graphical representation of the population density in the region of Waterloo c.1890. The two clusters near the top left corner represent densities in Kitchener and Waterloo; the three clusters on the lower right corner represent densities in Cambridge (Galt, Hespeler and Preston).

37 Appendix 7B: Regional Density—1970

By 1970, it is evident that the population of the urban municipalities is spreading. The pattern of highways and Regional roads becomes apparent.

38 Appendix 7C: Regional Density—2000

In 2000, the growth of the three urban municipalities extends almost to the municipal boundaries. The expansion of rural municipalities surrounding the urban cores is also becoming more evident, especially at Regional crossroads.

39 Appendix 8: Heritage Designated Properties in the Region of Waterloo

This map indicates the location of all heritage designated properties in the region. Most of the properties are clustered in and around the urban municipalities.

40 Appendix 9: Natural Heritage in the Region of Waterloo

41 Appendix 10: Built Heritage, Natural Heritage, and History of the Region and Subregions of Waterloo

Built Heritage one or two bays flanking a central bay. (There is also a glaciation in the ice ages of the past. Land was pushed in Pennsylvanian German variant of this where the entrance is set advance of the glaciers, and sand and gravel deposits formed Built heritage is all that has been constructed by the work of to one side of the middle.) Houses in this style in this region which precipitated out of the melting ice. This action left the people. This includes buildings, the most obvious manifesta- often have large porches across the front which may also region with lines of moraines, drumlins and eskers as well as a tion, but also roads, bridges, boundary walling, fences and extend down one or both sides. Large working homes with a few pothole lakes. other constructed features. This is a large portion of our cul- kitchen, summer kitchen, woodshed and other additions are tural heritage which would further include all artifacts small common. Houses were constructed in stone, brick or wood. The The receding glaciers further fuelled rivers that cut valleys and large. porch wall on many houses in the region is often stuccoed and through the region, also shaping the landform as they cut their painted white. way through the hills leaving broad valleys, out washes, wet- The region of Waterloo’s built heritage is a broad mix of build- lands, escarpments and other features. The land of the region ing types and styles similar to all areas of the province. There Other influences in the 1850-70 period added more decorative consists of generally good soil interspersed with dryer and less are, however, regional characteristics in design and materials qualities in the trim and composition of buildings. However, fertile soil in areas dominated by sand and gravel deposits. All that are uniquely characteristic of this region. there remains a strong simplicity to many buildings of this of this lends to a very unique diversity of land and water forms region, reflecting a keen interest in simplicity and traditions to the region. The formation of this area is related to the ethnicity of the versus the trendy. original inhabitants. The Germanic areas of the region initial- The natural vegetation of the area is similarly mixed with each ly had their roots in the Pennsylvanian experience and there- A further regional characteristic is the use of buff (yellow) of the soil types supporting its own preferred species. The cli- fore reflect a North American evolution of European traditions. brick, sometimes in the past referred to as white brick. This is mate and soils support the northern fringe of Carolinian forests Those German-speaking folk who came directly from Europe a material pallet that the buildings in the Region of Waterloo on one hand, and mixed hardwoods and coniferous forests on added a more direct European interest. share with many other buildings in Southwestern Ontario. the other. The first settlers found giant white pines which measured 4-5 feet in diameter. The Scottish/British settlers of the North Dumfries Township In the period 1870-1950, the cities grew rapidly and much of and other areas brought with them a strong aesthetic from the the architecture of the cities was typical to the styles in other As is typical throughout the province, the natural environment homeland. This resulted in farms and villages with a different areas of Ontario. Many fine buildings were constructed in this in the early days was to be conquered. Lands were cleared and root characteristic which is exemplified by the Celtic charm of period of brick and wood; institutional buildings were built forests stripped. Much lumber was forested and cut into build- the string of river communities: Galt, Hespeler, Elora and from limestone. In addition, somewhat more in the region of ing material but the vast majority of wood was simply burned Fergus. These communities were built largely of local limestone Waterloo than elsewhere, there were a large number of build- to be rid of it. Where the local conditions and farm practices in part because of the outcroppings of such rock along the ings constructed in rock face concrete blocks. This was a par- dictated, some woodlots were reserved for perpetual fuel, river valley, but also because of the strong influence of the use ticularly popular material after the turn of the century as the wood, and other products such as maple syrup. In addition, of this material in Scotland. Thus the region was formed by the technology became available. some marshy lands unsuitable for farming were not developed trades and skill required to build in stone as well as the design and remain to this day. tradition. After 1950, the architecture of the region has become very typical to Ontario and, like the rest of the province, has suf- Generally, the natural heritage of the region of Waterloo The demarcation between regions is blurred as was the ethnic- fered from the unfortunate enthusiasm of the post-war period remains only in small pockets, and most of the landscape of ity of the original settlers. Further, the material preference of for the new and suburban. Suburban sprawl has consumed the region, even where forests are acculturated, is no longer the original builders was a mix of tradition, personal history farmland extensively around all the urban centres and this strictly speaking “natural”. and preference, the skill of the builders, the availability of expansion has caused the demolition or denigration of many fine landscapes and heritage buildings. materials, and the budget capacity of the owner. History of the Region with Identifying The early date of settlement of this region means that there is Characteristic Subregions a large number of buildings from the 1810-1850 period. Most Natural Heritage of the buildings in this era are commonly described as The region of Waterloo characteristically falls into three Georgian. These are strong, simple and well-proportioned The natural heritage of the region is rooted in the interesting regions: the southern and river lands of North Dumfries structures which tend to be symmetrical in composition with geography of the area. This region was shaped by waves of Township; the western lands centred on New Hamburg; and the 42 Mennonite lands of Waterloo and Woolwich. In 1807, the next major purchase of 46,000 acres in block 3 primary industries of the province in the first three-quarters of was by the German Company; monies delivered by Abraham the 19th century were agricultural. This is where the efforts of Each region is characterized by the traditions of the primary Weber. The Mennonite settlement continued strongly after the the settlers were directed and where the markets were for farm settlement groups. The West and the Mennonite Tract were set- war and 50 more families arrived between 1822 and 1829. In produce. tled by peoples of German Pennsylvanian background. The tra- 1822, the Crown agreed to open up the lands to the west of ditional arts and crafts of this group are strongly related to Waterloo County (Wilmot Township) as a Mennonite settlement The towns were service centres to the farms. It was in the both their community: long term German heritage and the block. This attracted a third wave of Amish/Mennonite settle- towns that merchants provided the necessary goods. Hotels influence of their years in Pennsylvania. The Southern and ment to the area. were located for arriving settlers, and general travelers, and river-based groups are largely characterized by the Scottish industry including smithing, cabinetmaking and pottery pro- Celtic traditions of the settlers. This tradition is strongly Further, starting at about this time and extending right duced items for a growing population. Other services such as expressed in a string of settlements along the river and include through to the 1870s, a second wave of other German settle- milling (lumber, grist, flour), storing and shipping of produce Galt and Preston in the south, with West Montrose, Elora and ments arrived. German speaking peoples from Alsace, Prussia were also available. This meant that many town sites were Fergus in the north, the latter two being outside Waterloo and elsewhere further raised the population of German- speak- established where water power was available to drive the mills. Region. ing peoples in the district. These new settlers introduced both the Roman Catholic and Lutheran religions to the region. By It should also be born in mind that the establishment of town The mapping and subdivision of the lands of the region began the 1870s, the Lutheran Church was the dominant church in sites was also a speculative development business then as it is shortly after and as a direct result of the American War of Waterloo County. today. Agents pursued settlers and buyers as do subdivision Independence. Joseph Brant, a key native leader in the war marketers of today. aided the British and unified the Iroquois alliance against the Americans. The Natives fought alongside the Canadians and the Scottish Settlement In town building, there were winners and losers. The competi- fear that they instilled in the Americans was a significant fac- tion for the location of roads and highways, and perhaps more tor in preserving Canada from the revolution. In recognition of William Dickson purchased block 1 in July 1816 and thus began importantly railroads, was fierce. The arrival of a railroad to a their efforts they were granted a tract of land following the the second wave of settlers of a different origin, largely community connected it to the outside world and was a finan- route of the Grand River. The six nations were granted lands six Scottish. The first settlement of this group was in Shades Mills. cial boon to the developers. The railways were largely devel- miles deep on both sides of the Grand River, taken at the John Telpher was hired to encourage settlers to emigrate from oped in the 1850-70 period with growth up to the turn of the mouth extending to the head of the river, in 1784. By 1798, Scotland. century. blocks 1, 2 and 3 had been sold. These blocks became Waterloo, Woolwich and Dumfries in 1816. The remaining land north of Wilmot was purchased by the Rivalry for institutional development also led to further domi- Canada Land Company (CLC), headed by John Galt out of nance and growth as towns were selected for sites of post Beasley, a merchant who lived near Ancaster (his original London, England. Shades Mill was renamed Galt, after John offices, court houses, registry offices and the county seat. house is now known as Dundurn Castle), was the owner of Galt. Guelph was selected as the centre of the CLC operations. Berlin (Kitchener) won out over other contenders in this com- block 2. Sections of block 2 were sold. The original settlers Access to the west was via the development of the Huron road petition which set it on its path to development as the lead were likely the Sherk and Bechtel families who purchased 3,600 through Waterloo and Wilmot Townships. This district was sur- community of the region. and 3,150 acres respectively. This was followed by a group of veyed into very well-organized farms of a uniform 200 acres. seven families who trekked north from Pennsylvania in 1802. Settlement of this area included Dumfries Township and lands Up until the 1870s most of the industrial growth in the region to the east of the Grand River, both in and beyond the borders was limited to the crafts shops and smaller operations alluded of the present region. to above, but as the century progressed, significant investment Pennsylvanian German Settlement in more substantial industries took place. This is also true in many places in the province as the age of inventions and dis- In 1804-5, two thirds of block 2 was purchased; of that Towns and Villages covery unfolded and the demand for high quality manufactured approximately 60,000 acres was purchased by Bricker and Erb goods increased steadily while society shifted toward a con- sumerism base. for 10,000 pounds. This money was raised by a syndicate in The towns and villages of the region grew up to serve the Lancaster County and the German Company was formed, needs of the surrounding farm communities. It is easy to for- prompting a wave of settlement which lasted until 1812. get, in our contemporary and urbanized perspective, that the 43 Appendix 11A: Selection of Cultural Heritage Facilities in the Region of Waterloo

44 Appendix 11B: Selection of Cultural Heritage Facilities in the Region of Waterloo (detail)

45 Appendix 12: Some Significant Dates in the Development of Cultural Heritage Facilities

The following list presents some significant dates in the devel- 1956 Tom Thomson exhibit first show at K-W Art Gallery 1985 Composer Peter Hatch founds NUMUS opment of cultural heritage in the region of Waterloo. It is not, in old bicycle shed behind Kitchener Collegiate Princess Cinema opens however, intended to be a definitive listing of the rich cultur- Institute 1986 University of Waterloo Fine Arts Film Society formed al heritage in the region. 1957 Doon Pioneer Village opens (now Doon Heritage 1987 Waterloo County Tole and Decorative Painters Guild Crossroads) formed 1873 Male Choir “Concordia” founded in Berlin, origin of 1966 Doon School of Fine Art closed 1988 Theatre & Company presents its first production, Concordia Club 1967 first Multicultural Festival is celebrated to This Side Up 1875 First “Sängerfest” in Berlin. Profit of $600 was commemorate Canada's Centennial J. Steckle Heritage Homestead established donated to the town of Berlin to build a 1968 Edna Staebler’s Food That Really Schmecks Globe Studios started in former Globe Furniture concert hall in Woodside Park (Aug 17-19) 1969 Beaux and Belles Square Dance Club started factory in Waterloo 1876 Berlin (Kitchener) Musical Society formed First K-W Oktoberfest first K-W Arts Awards 1896 Victoria Park opens 1971 Betty Thompson begins hosting Romper Room on 1989 Friends of the Governor’s House & Gaol established Silent movies come to Berlin CKCO Centre for Cultural Management founded at the Albert Walper’s Opera House built Raffi Armenian begins conducting K-W Symphony University of Waterloo 1902 Galt Kiltie Band founded 1972 Waterloo County Hall of Fame opens Alfred Kunz founds Music Alive Choral Organization 1905 First Made in Berlin exhibition organized by Berlin 1973 Waterloo Regional Heritage Foundation incorporated 1991 Drayton Festival Theatre founded Musical Society 1974 K-W Chamber Music Society starts 1992 Waterloo Cultural Master Plan completed 1906 Homer Watson builds an addition to his house called Stratford Ensemble (now the Canadian Chamber 1993 Canadian Clay and Glass Gallery opens The Gallery Ensemble) established featuring principal Waterloo Community Arts Centre (“The Button 1907 “The Pergola” built by the Imperial Order of players of KW Symphony Factory”) opens Daughters of the Empire of Galt to honour the 1975 WLU Faculty of Music established 1994 The Grand River declared a Canadian Heritage River memory of Galt's early settlers Renaissance Singers founded First Waterloo County & Area Quilt Festival 1912 Waterloo Historical Society formed 1977 Historical Society of St. Boniface and Maryhill Castle Kilbride opens 1924 Mabel Dunham’s The Trail of the Conestoga Community established on 100th anniversary Waterloo Chamber Players founded published of St. Boniface Church, Maryhill Cambridge Municipal Arts and Cultural Policy 1929 K-W Community Concert Association presents first 1978 Cambridge Kiwanis Boys’ Choir founded completed community concert in Canada at Kitchener-Waterloo 1980 Centre in the Square opens 1995 Waterloo Regional Curatorial Centre opens Collegiate auditorium Waterloo Regional Arts Council formed Kitchener-Waterloo Opera established 1931 K-W Society of Artists founded Elora Festival founded Old Chestnuts Song Circle starts 1932 Galt Little Theatre begins Jan Narveson builds The Music Room 1996 Kitchener CulturePlan passed by City Council c1935 Edna Breithaupt establishes Kitchener-Waterloo Homer Watson House & Gallery opens Kitchener Industrial Artifacts project begins Centre of Community Arts to provide young people Beckett School established Berlin Circle formed with instruction in painting, drama, music and Blair Scottish Country Dancers started Art Works! ’96, now Contemporary Art Forum literature 1980 Multicultural Festival settles in Victoria Park as its 1997 Waterloo Stage Theatre opens 1945 Kitchener-Waterloo Symphony founded permanent home Seagram Museum closed 1948 Ross Hamilton, Homer Watson estate agent, founds 1981 Writers Harold Horwood, Edna Staebler and Farley 1998 First Open Ears Festival of Music and Sound Doon School of Fine Art Mowat donate $1,000 each to found the The New 1999 Christkindl Market “Best New Festival 1999” 1952 First Stratford Festival season opens with Richard III Quarterly 2001 Registry Theatre opens 1954 Ontario Pioneer Community Foundation established, 1982 Bernice Adams Awards started in Cambridge Cambridge Arts Centre opens precursor to Doon Pioneer Village / Heritage 1983 Doon Heritage Crossroads and Joseph Schneider 2002 Region acquires McDougall Cottage in Cambridge Crossroads Haus conveyed to the Region Waterloo Regional Arts Foundation 1955 Abner Martin founds the Menno Singers 1984 Twenty members join to form the Waterloo County Alfred Kunz organizes Kitchener-Waterloo Chamber Quilters’ Guild Music Orchestra Seagram Museum opens 46 Appendix 13: Summary of Findings from Interviews, Meetings, Community Consultations, and Surveys

The perception of gaps in the existing infrastructure and need to promote and attract visitors pursued legally for additional programmes or services depends to some extent ongoing documentation of sites, buildings revive or expand: on point of view. The following summaries include the com- funding for heritage properties Sounds of Summer with a variety of entertainment for all ages ments that were most frequently mentioned. advice from Ministry/Region festivals such as jazz tour maps for heritage partnerships that involve youth but also bring funding for INTERVIEWS AND MEETINGS tax credits for restoration material youth-oriented activities LACAC clearly define what needs to be identified/designated Needs in the region: archives (establish permanent location) COMMUNITY CONSULTATIONS AND PUBLIC promote partnership (Region and Area Municipalities) in iden- create a role for the Region tifying heritage sites FORUM overcome lack of cultural identity and sense of community (not just Oktoberfest, St. Jacobs, Mennonites) Needs of organizations: improve communications and coordination (especially north- Needs of libraries: sustainable funding after year 1 and 2 learn to work together better and educate public south) reach out to youth, seniors and multicultural groups aggressive and informed cultural heritage reportage in local regional licenses with educational sector (i.e. for software) less duplication in regional and city funding surveys and evaluation forms to collect statistics and feedback paper good quality and affordable space (studio, rehearsal, perform- marketing umbrella organization to manage funding; singularly or geographically based? ance, exhibition) education (in schools) new/more staff and volunteers reduce threat of urban sprawl and loss of rural character inexpensive way of exchanging resources to maximize resources (a method for net-lending – establish catalogue for improve relationship with media Needs of arts, culture and heritage organizations: entire region, get rid of nonresident fee) encouragement of funding support for technology Needs in the region: maintain collection and/or other programs coordinating mechanism clarify role of Region (beyond heritage) stabilize operation concept of “buying club” out of good will of organizations and recognize and support artists develop core programs cities from different sectors ensure policies are followed/used to protect heritage increase fundraising reintegrate cultural heritage activities into society increase awareness and relevance in the community Needs of multicultural community: provide stable funding – broader policies, clearer guidelines, expand audience base (diverse audience, geographically spread streamlined funding out) see that their participation might lead to the improvement of their lives, or the lives of their children recognize, identify and promote richness that exists in the human resources and expertise community space prevent their unique identities to be absorbed into the life of the local community develop region-wide marketing initiative funding improve transportation Needs of youth: eliminate incompatible heritage policies Needs of Local Architectural Conservation reduce urban sprawl Advisory Committees (LACAC): centre and identity for downtown Waterloo more inexpensive activities and venues for young people Regional archeologist affordable housing physical space and organizational capability for archival mate- improve transportation options rial better communication awareness of events in the city emphasize co-operative approach (Region and Area targeted youth advertising and promotion Municipalities) to identifying sites of regional heritage signif- respect and trust between adults and youth icance discourage ageism and discrimination make more groups aware of possible relationships among youth drop-in centre in an accessible (perhaps heritage) loca- Region, Area Municipalities and residents, such as the New tion between downtown and uptown (not in a mall) Dundee beautification initiative skateboard park and acceptance that skateboards belong interested, informed staff recognize graffiti as art and provide a place where it can be more recognized heritage sites; value of having a ‘critical mass’ 47 Appendix 14: Profile of Select Cultural Heritage Organizations in the Region of Waterloo

Organization Facility Operating # Staff # Description of Annual Performances/Events/Activities Annual % Local % Visitors Membership Notes Description Budget ($) Volunteers Attendance Total

Cambridge Cambridge 100-250K 1-5 10 all arts disciplines for all ages: educational programs; 300 150 Centre for the Centre for the workshops; special events; non-profit rentals; rentals Arts Arts

Cambridge Cambridge 250-750K 6-10 40 studio activities; summer art camp; children’s pro- 32,000 470 Galleries Library and grams; exhibitions; concerts; bus trips to other arts Galleries centres; alternative film series; open house; book arts fair; permanent art collection

Canadian Clay Canadian Clay 250-750K 1-5 30 museum objectives: collect, conserve, document, 25,000 300 and Glass and Glass research, disseminate; exhibitions; public & school Gallery Gallery tours of facility; classroom & workshop activities; occasional touring exhibitions

Centre in the Centre in the 7 million over 10 12 50 performances; 190 tenant concerts/ events 200,000 4,337 2 years Square Square ago: 0 members

City of under 100K 1-5 10 heritage programs and exhibitions 8,000 no Waterloo Heritage Collection

Doon Heritage Doon Heritage 750K-1.5 over 10 500 40,000 18,000 200 Crossroads Crossroads million (17.72 school chil- FTE) dren; 22,000 other Drayton St. Jacobs 750K-1.5 mil- 1-5 60 1/season 30,000 3,000 Theatre Schoolhouse lion Theatre

Galt Little Galt Little 200K 1 PT 40 4 productions (9-12 shows each); theatre skills for 9,000 100 Theatre Theatre youth program; 10 pantomime shows

48 Organization Facility Operating # Staff # Description of Annual Annual % Local % Visitors Membership Notes Description Budget ($) Volunteers Performances/Events/Activities Attendance Total Harbinger Harbinger 150-200K 2 FT, 0 25 exhibitions 2,000-4,000 80% 20% 0 Gallery Gallery 2 PT

Heritage 0 300 2 fund raisers; newsletters; lobbying; educa- over 3,000 over 300 Cambridge tion programs

Heritage Kitchener

Joseph Joseph 250-750K over 10 250-300 23,000 Schneider Haus Schneider Haus

KW Art Gallery Centre in the 250-750K 6-10 35 18 exhibitions; education program; 6 lec- 38,000 220 membership declining Square tures; etc. steadily (10 years ago: 1,200 members) KW Chamber 42K 1 6-7 5 concerts; annual student concerto competi- 750 30 32 musicians get Orchestra tion honorarium

KW Opera Centre in the 750K-1.5 mil- 6-10 50 4 operas; outreach performances; pre-opera 7,000 70 (1,200 looking at possibility Square lion chats; opera appreciation gatherings subscribers) of creating ensemble/ laboratory for university students KW Symphony Centre in the over 1.5 million over 10 150 80 performances; 5-6 “run outs” in Ontario; 100,000 1,600 Square play for other organizations (10,000 subscribers)

NUMUS under 100K 1-5 20 4-5 concerts in KW; 2 concerts in Guelph; 1,800 102 children’s concerts; 1-2 seminars for students; workshops for high school students; present festivals/ conferences; opera development; produced CD; newsletter for professionals

Open Ears 120-150K (plus Festival services in-kind from KWSO)

49 Organization Facility Operating # Staff # Description of Annual Annual % Local % Visitors Membership Notes Description Budget ($) Volunteers Performances/Events/Activities Attendance Total St. Jerome’s University of publishes “New Quarterly” for writers; 1 con- University Waterloo cert; 6-10 readings; display of watercolors

Theatre & King Street 250-750K over 10 300 7 plays; Writer’s Block (playwright develop- 40,000 208 Company Theatre ment); New Works Festival; Young Ensemble Program; Young Reviewers Club

Doris Lewis University of 100K 1-5 Rare Book Waterloo Room

Waterloo Waterloo 100-250K 1-5 100 + visual, music, dance, literary & theatre arts 13,000 450 Community Arts Community Arts activities; classes, workshops; performances Centre Centre

Waterloo 0 40 preserve archival history of region; organize 80-100 at 275 Historical public meetings; publish annual volume of public meet- Society historical articles; plaquing of historical sites ings

Waterloo Waterloo 100-250K 1-5 150 information directory; support services for 5,000 180 Regional Arts Regional Arts people working in arts; workshops, educa- Council Council tion; member services (newsletters, discounts at other arts organizations); advoca- cy, liaison & public advisory

Waterloo Waterloo 750K-1.5 mil- over 10 180 facility opening in Regional Regional lion (projected) (project- 2003 Children’s Children’s ed) Museum Museum

Waterloo under 100K 0 18 grant application; organization of projects of no Regional heritage significance & for historical publica- Heritage tions Foundation Woodside Woodside 250-750K 6-10 10 school programs; special events 25,000 no National National Historic Site Historic Site

50 Appendix 15: Demographics of Survey Respondents

51 52 53 Appendix 16: Select Survey Responses

54 55 56 57 Appendix 17: Economic Impact (Assessing the Local Economic Impact of the Arts: A Handbook, 1997)

Economic impact analysis is a tool used to measure changes in For example, to calculate the economic impact of arts organi- the volume and the distribution of activity in the economy zations (with a combined budget of $250,000) located in a which occurs in response to some economic stimulus. Such city of 3,000 people, the 1.07 multiplier would be selected. impacts are typically measured in terms of incomes, jobs, $250,000 x 1.07 = $267,500, representing the economic taxes, etc. The stimulus which gives rise to an economic impact of those organizations. impact is often referred to by economists as the shock, an autonomous event which leads to a direct change in economic activity – the direct effects.

Direct effects may be positive or negative, depending on the stimulus of interest. Generally, an event which causes the economy to expand, such as an increase in government expen- diture, will yield positive effects. (It is possible, however, that despite an event which causes the overall economy to increase in size, some sectors of the economy may suffer negative con- sequences. For example, if an increase in government expendi- ture is financed from higher taxes on a particular group, that group may not be better off.)

From the direct effects, other changes in economic activity follow- the indirect and induced effects. These additional effects result from changes in the incomes of those in the economy who are directly affected by the initial stimulus. Changes in the volume and pattern of spending by consumers and businesses give rise to these indirect and induced effects.

Taken together, the direct, indirect and induced effects make up the total economic impact. Because measuring these effects may involve complex calculations, computer-based economic models are often used to simplify the process.

The following chart represents a set of commonly used impact multipliers:

Community Populations Income Multiplier Less than 2,500 1.04 2,501 to 5,000 1.07 5,001 to 10,000 1.15 10,001 to 25,000 1.28 25,001 to 50,000 1.42 50,001 to 100,000 1.58 100,001 to 500,000 2.03 More than 500,000 2.27 58 Appendix 18: Region of Waterloo - Contributions to Arts, Culture, and Heritage

Archaeological Master Plan Joseph Schneider Haus Museum and Gallery plan to be updated in 2002; one time only . .$20,000 2002 Operating budget ...... $504,844 2001 Approval 2002 Capital budget ...... $261,440

Arts, Culture and Heritage Master Plan Southern Ontario Tourism Organization (SOTO) 2001/2002 one time only ...... $50,000 grant to voluntary organization (2001 Actual) $15,000 2001 Approval ...... Trailways Doon Heritage Crossroads/Waterloo Regional Curatorial Centre e.g. Kissing Bridge 2002 Operating budget ...... $1,025,769 gave $38,000 in 1999 ...... N/A 2002 Capital budget ...... $178,534 Friends of the Governor’s House and Gaol Environmental Planning repointing of the exercise wall for the Millenium Garden 2002 Budget ...... $142,783 (2001 only) ...... $25,000

Grand River Conservation Authority Waterloo County Hall of Fame 2002 Budget ...... N/A services in kind through Doon Heritage Crossroads N/A

Heritage Planning Advisory Committee Waterloo County Quilt Festival committee expenses ...... grant to voluntary organization (2001 Actual) .$5,000

Kitchener Waterloo Opera Waterloo Regional Arts Council grant to voluntary organization (2001 Actual) $17,500 grant to voluntary organization (2001 Actual) $10,000

K-W Philharmonic Choir Waterloo Regional Arts Foundation grant to voluntary organization (2001 Actual) $5,000 new 2002 Operating budget (Associated Agency) ...... $81,000 K-W Symphony Orchestra grant to voluntary organization (2001 Actual) $81,100 Waterloo Regional Heritage Foundation 2002 Operating budget ...... $81,000 McDougall Cottage new 2002 Operating budget ...... $75,000 Waterloo Regional Libraries 2002 Capital budget ...... $20,000 2002 budgeted levy from four Townships .$1,192,527 Public Art Committee ...... Not yet established ...... West Montrose Covered Bridge 2002 Operating Budget ...... $7,500 Regional Forests-Property Mgmt Plan & Boundary Surveys 2001/2002 one time only ...... $60,000 * The 2002 grants to voluntary organizations have not yet 2001 Approval been determined

Regional Forest-Expansion Land Acquisition 2002 Capital budget ...... $50,000

59 Appendix 19: Summary of Findings Master Plan Review and Comparison Only two comparable plans were found at the upper tier regional level. Several cities have created plans at a local municipal level. Although not similar in jurisdiction, these plans are also useful in comparisons.

LOCATION: FOCUS: GOALS: Accessibility Economic Development Awareness Cooperation & Corporate Role (Public Access) Integration (Building Partnerships) Region of Greater Arts Improve information exchange Facilitate cultural economic Update and maintain Enable coordinated plan- Improve the financial Vancouver, BC Culture and understanding amongst development initiatives and inventory of cultural pro- ning and development of environment for region- Strategies for Heritage both providers of and partici- increase region-wide distribution grams, service and facil- region serving cultural serving arts and culture Regional Arts and pants in cultural activities of the economic and social bene- ities facilities and services organizations (i.e. seed Cultural Other fits money, broad funding Development , 1999 - film industry Enhance access to existing arts Develop in partnership Secure and enhance the opportunities) to secure and cultural activities by facili- In partnership with tourism and with others a “GV capacity of existing their quality and sustain- tating their distribution to cultural organizations, enhance Cultural Information region-serving art and ability and provide for Cultural Sector Economy existing venues the coordinated marketing of Network” to improve the cultural organizations growth is defined in 3 parts: cultural products throughout the flow of information - Not-for-profit arts and Address the need for smaller region, including the non-profit about arts and culture Undertake joint research cultural activity; more affordable venues and sector to meet the information - Commercial arts and multi-cultural activities and data needs of the culture activity; and Identify strategic investments region’s public and pri- - The cultural industries Encourage school boards to and review current processes to vate cultural organiza- strengthen arts and culture ensure maximum support for the tions education new media sector

Region of Halifax, Tourism Promote “live culture” and a Increase the economic value of Increase community Collaborate with other NS Culture welcoming atmosphere heritage, cultural and natural value of assets for locals tourism stakeholders Heritage Tourism Arts resources (‘value’ characteristics Strategy , 2000 Heritage Preserve and protect resources - quality, uniqueness, entertain- Cater to the “New Encourage public-private (Business plan, ment value, convenience, value Stream” tourists who partnerships 1998) Other Find the fit between community (time/money) want cultural information - ethnic food and tourism - folklorists Create community self-sustain- Improve awareness of - traditional lifestyles Enforce standards of excellence ability through local business resources through pro- - natural tourism for museums development motion resources (trails, vistas, canals, etc.) Sited three phases of tourism development - Heritage/Natural/Cultural

60 LOCATION: FOCUS: GOALS:

Accessibility Economic Development Awareness Cooperation & Corporate Role (Public Access) Integration (Building Partnerships)

Region of Waterloo, Arts Protect existing cultural her- Integrate various promotional Promote a greater under- Provide opportunities to Coordinate policies, clar- ON Culture itage and natural heritage activities including economic standing of the region as bring together those who ify guidelines and Arts, Culture, and Heritage assets development, tourism, and the a unique place and a work within and outside streamline funding Heritage Master Region’s growth management greater respect for the cultural heritage organi- among the Region and Plan, 2002 Enhance the livability of the strategies with arts, culture and diverse features that zations to encourage the its constituent munici- downtown areas of the region’s heritage efforts define it exchange of information palities to maximize cities to retain current residents operating support for and encourage new ones Enhance the profile and Encourage not-for-profit, arts, culture and heritage public awareness of the public and private sec- organizations and pro- Facilitate greater youth benefits that arts, cul- tors to share resources mote existing Regional involvement ture and heritage organi- and expertise funding sources zations bring to the Encourage and support multi- community Ensure that effective and disciplinary and multi-cultural accurate information for activities marketing and research is readily accessible Integrate the priorities of arts, culture and heritage organiza- Ensure that the cultural tions into public transit plan- heritage sector has ning access to appropriate resources, including Promote and enhance arts, cul- staff, volunteers and ture and heritage programs that funding offer discounts to youth, seniors and individuals on limited incomes

61 LOCATION: FOCUS: GOALS:

Accessibility Economic Development Awareness Cooperation & Integration Corporate Role (Public Access) (Building Partnerships)

City of Ottawa, ON Culture Provide for local cultural needs Achieve awareness, positive Facilitate the effective Determine Corporation’s cul- A Cultural Policy, 1988 Arts and expectations (support, understanding and recogni- coordination of the City’s tural mandate, role, responsi- Heritage resources, funding, etc.) tion of the importance of cultural activities internal bilities and provide for the local cultural identity and externally with indi- future allocation of municipal The new City of Ottawa Other Fill role in ensuring public viduals, groups, agencies resources is now embarking on - natural heritage access to cultural services Improve promotion through and other levels of gov- two separate plans, helping community groups ernment Firmly commit to the concept including the: Encourage and support commu- and organizations to maxi- of community self-determina- - Arts & Heritage Plan nity initiatives and cultural mize public awareness, Encourage public, private tion and self-reliance and will - Master Site Plan for facility initiatives, and develop developing a Department of and community partner- assist its partners in achiev- Public Art municipally operated programs Recreation and Culture mar- ships and joint ventures ing this state to meet unmet community keting strategy, assisting in to maximize available needs the development of a cul- resources Seek alternative revenue tural information network sources to supplement munic- Respect the creative efforts of system, and assessing the ipal support individuals and groups in their feasibility of developing a pursuit of excellence at all lev- municipal cultural visitor Assist with the provision of els of local cultural activity tour guide. support services for the local AND encourage, recognize and cultural environment reward initiative and excellence Implement strategies into Encourage the development and municipal actions, programs preservation of cultural assets and budgetary requirements

City of Port Moody, BC Arts Encourage the integration of Work to increase the eco- Improve communication Maximize partnerships and Enhance community and pro- Cultural Strategic Plan, Culture arts into everyday life (i.e. nomic contribution of and promotion improve coordination in fessional development of the 2001 Tourism youth, education) arts and culture (i.e. establish list-serve) the cultural sector arts sector through participa- Heritage tion, recognition and educa- Adopt a comprehensive Public Maximize tourism oppor- Develop a strong partner- tion Art Policy tunities ship with the heritage (i.e. organizational advice, sector staff support, future plan- Investigate potential program- Maximize potential of ning) ming opportunities (i.e. festival cultural facilities focus event) Advocate to maximize provin- Promote development cial, federal and other finan- that leads to the creation cial support of vibrant active people places that attract businesses and visitors

62 LOCATION: FOCUS: GOALS:

Accessibility Economic Development Awareness Cooperation & Corporate Role (Public Access) Integration (Building Partnerships) City of Surrey, BC Arts Increase opportunities for Identify and quantify Increase audiences for the arts Establish links and build Community leadership and Cultural Strategic Heritage presentations of and opportunities and networks with commu- a strong commitment to Plan, Culture involvement by artists in constraints for the Develop communications opportunities for the nity groups, individual, the ‘ownership’ of the cul- 1998 all disciplines development of cul- sharing of information and ideas on the arts institutions and busi- tural services and Other tural industries nesses interested in resources must be made Written as three sep- - Cultural Provide residents with Ensure that natural, cultural and built heritage is heritage preservation active, facilitated and arate plans: Industries accessible opportunities Work with others to better recognized, well presented and actively pre- and education supported - Arts Plan and the means to discover, develop the necessary served in and by the community - Heritage Plan know and appreciate the infrastructure to sup- Recognize that effective Arts, culture and heritage - Cultural Industries heritage of their communi- port cultural indus- Redevelopment of the Surrey Arts Centre (theater, communication and col- sectors must have the Development Plan ty and to participate in its tries art gallery) to enhance services and expand com- laboration are at the human and financial acquisition, preservation, munity awareness, increase flexibility and ensure core of successful com- resources required for research, documentation, that resources are availableIncrease audiences for munity cultural develop- implementation of the restoration and interpreta- the arts ment strategy tion Develop communications opportunities for the Develop and present edu- sharing of information and ideas on the arts cational programs, special activities, heritage events Ensure that natural, cultural and built heritage is and festivals better recognized, well presented and actively pre- served in and by the community Recognize that opportunities to celebrate the com- Redevelopment of the Surrey Arts Centre (theater, munity’s diversity through art gallery) to enhance services and expand com- cultural sharing are inte- munity awareness, increase flexibility and ensure gral to the success of the that resources are available Plan City of Fort Erie, ON Heritage Increase access to all cul- Maximize community Develop an inventory and system for curatorial Encourage linkages and Cultural Heritage Tourism tural heritage assets confidence (increase management of information partnerships among Millennium Plan, (museum) contribution to jurisdictions, organiza- 1999 tourism, monitor per- tions, businesses, etc. Ensure affordability formance) Amend the Official Plan Increase protection of to better protect the assets town’s cultural heritage resources

63 LOCATION: FOCUS: GOALS:

Accessibility Economic Development Awareness Cooperation & Integration Corporate Role (Public Access) (Building Partnerships)

Metro Toronto, ON Arts Increase the number and range of par- Create opportunities for Build a metropolis in which Integrate the nurturing of Leadership role in regional Culture Plan: Culture ticipants in cultural activity throughout the cultural sectors to culture can flourish culture into the complete cultural activity and Redefining Our Heritage the region contribute to Metro’s range of programs and poli- addressing regional imbal- Cultural Framework, economic and social Develop guidelines for the cies of the Government ances across the municipali- 1994 Other Prepare a Corporate Heritage Strategy development management of the Metro ty - libraries that governs the management of vari- art collection based on the Involve the public in the “Creation … produc- - cultural ous heritage responsibilities, and exam- Prepare a Cultural mandate of helping to fos- pursuit of cultural objectives Adopt a clear and pro- tion … distribution … industries ines the existing budget, land manage- Industries Sector ter identity and a sense of active position on cultural conservation … cre- (film, radio, ment and related processes with the Strategy community Seek a memorandum with issues ation … A vibrant cul- television) view of identifying ways of integrating the Province of Ontario to ture depends on the - the design the consideration of heritage issues ensure partnership between Review the existing distri- health of each of the sector into the government’s operation the city and the Province in bution of responsibilities stages in the cultural - natural her- support of cultural industries for support of the cultural life cycle” itage Meet with representatives of the Boards sector with a view to of Education to explore opportunities Establish an intergovern- improving coordination of for the integration of objectives and mental Cultural Facilities the provision of financial programs affecting culture and educa- Working Group to plan and and non-financial resources tion coordinate public investment in cultural facilities Develop a series of cultural Encourage a high standard of quality in indicators and determine the design and use of public spaces for Work with other levels of the feasibility of a cultural cultural expression, and support and government, the private sec- research consortium encourage public art initiatives tor and community organizations to pursue public art Prepare a revised cultural projects in prominent loca- grants strategy and explore tions the use of loans, loan guar- antees and other instru- ments in support of public cultural activity

64 Summary of Vision, Strategies, and Initiatives for Arts, Culture, and Heritage of the Region of Waterloo Urban Municipalities

Local Area City of Cambridge City of Kitchener City of Waterloo Municipalities

Vision Our Common Future: A Strategy to Guide Cambridge into the 21st Compass Kitchener: Kitchener’s Community Vision imagine! Waterloo: Community Vision 2001 Century K eep everyone involved A community where people appreciate and support Guiding Statement: I nspire community pride arts and cultural opportunities and view them as an - Cambridge celebrates the uniqueness of its communities and T reasure the environment important part of ‘play’. Residents have access to is united by its heritage, rivers and common future. C elebrate diversity programs featuring music, theater, reading and other - Cambridge residents and visitors enjoy the natural environ- H onour arts, culture and heritage creative spaces and facilities, including libraries and ment; safe, clean and caring neighbourhoods; and ample cul- E ncourage economic vitality museums. These places are well-used and flourish tural and recreational opportunities. N urture health and wellbeing as people of all ages enjoy individual pursuits and - Cambridge is a community of opportunity which encourages E nsure equitable access to resources interactions with others. Festivals include local business growth, entrepreneurial spirit, strong leadership and R ealize our vision through responsible, inclusive and imaginative neighbourhood celebrations and city-wide events civic pride. planning that draw people to Waterloo. The city’s diverse and shared history in honoured and differences are cele- The Original City: Strategic Action Plan brated. The attractive streetscapes reflect the value Guiding Principle #7 placed on built heritage and the interest in visual To strengthen Downtown we must understand and build upon our art, including art in public spaces. heritage, artistic and cultural assets, which express our unique identity and values. Our Downtown’s heritage, arts and culture encompasses customs and traditions, visual and preforming arts, buildings, landmarks and landscapes. Current Actions: 1994 Municipal Arts and Cultural Policy Compass Kitchener Actions: Actions: - Continue to create a vital downtown in our community, and - Provides opportunities for the enjoyment of arts Strategies & The City of Cambridge Municipal Arts and Culture Policy attempts - Build community capacity and wellbeing by fostering more and culture Initiatives to reflect the values, interests, and culture of the Cambridge com- participation, ownership and leadership within communities - Celebrates and honours heritage munity. The following beliefs serve as underpinnings to the - Strengthens cultural amenities and programs policy: Original City Actions: - Provides quality library services a) that the arts are an essential component of community - Develop, enhance and co-ordinate community events in the life; Downtown, and coordinate marketing under one umbrella (i.e b) that the arts contribute to the awareness, understanding .create an Arts & Culture Festival of Festivals) and recognition of a community’s identity; - Encourage and support new cultural initiatives and partner all c) that the arts generate economic activity within communi- events with existing businesses ties; - Encourage the creation of cultural spaces, walking tours, etc. d) that arts and cultural opportunities should be accessible to - Explore the potential of creating a tourism/information centre, all members of the Cambridge community regardless of race; a community theater and a Children’s Museum Downtown economic status; physical ability; etc; - Target and recruit unique businesses in the areas of existing e) that arts and cultural groups should be served by the success 9arts, culture, entertainment) and businesses that will municipality in a manner which is comparable and equitable support the adjacent residential market. Don’t try to compete to sports groups, neighbourhood associations, seniors, etc; with the malls f) that there are a number of partners in the development of - Engage the services of the arts community to create additional any community resource be it the business sector, volunteer interesting public art and cultural attractions in the Downtown sector, government sector, etc. The enhancement of arts and - Increase development of ethno-cultural activities cultural opportunities in Cambridge is, then, dependent upon partnerships and a shared commitment to the growth and * Arts & Culture Advisory Committee is currently working on creat- development of artistic endeavours in the community. ing a new long-term vision and a Corporate Arts Policy. 65 Local Area City of Cambridge City of Kitchener City of Waterloo Municipalities Current Community Resources: Community Resources: Community Resources: Local Architectural Conservation Advisory Committee City Staff - Arts & Culture Coordinator Waterloo Community Arts Centre Strategies & (LACAC) - Heritage Designations - Events Co-ordinator Canadian Clay and Glass Gallery Initiatives Core Areas Revitalization Advisory Committee (CARAC) - Heritage Planner Local Architectural Conservation Advisory Cultural Awards Committee - oversees the Bernice Public Art Working Group Committee (LACAC) - Heritage Designations (continued) Adams Cultural Awards, Student Scholarships and Bernice Arts & Culture Advisory Committee KW Arts Awards Adams Cultural Bursaries Centre in the Square Cambridge Arts Guild KW Art Gallery City Staff supported Community Development Cultural Recognition Evening (new in 2002) - terms of ref- Theatre and Company (creating supporting resources and infrastructure) erence not yet approved Victoria Park Heritage Collections Curator Funding to WRAC through Grants to Groups Kitchener’s Farmers Market Organizational Leader, Cultural Services Heritage Kitchener City Staff: for the Cambridge Centre for the Arts and liaising Rotunda Gallery, onsite (monthly exhibitions) Council Advisory Committees include: with arts and culture committees Investigation of usage of Downtown spaces for arts spaces - Cultural Development Committee with Heritage sub-committee Cambridge Centre for the Arts (Programs include dance, drama, - Public Art Committee music, pottery, quilting and visual arts / Gallery with monthly exhibitions focussing on local artists / Quarterly newsletter)

The Mission Statement for the Cambridge Centre for the Arts (DRAFT): The Cambridge Centre for the Arts is dedicated to the promotion of creative expression, offered in a nurturing recreational setting for all that practice, appreciate or have yet to discover the Arts. Acting as a catalyst for the advancement of creative activity, through programs, partnerships and providing a hub for the Artistic Community of Cambridge.

66 Local Area City of Cambridge City of Kitchener City of Waterloo Municipality Current Events & Programs: Events & Programs: Events & Programs: Cambridge Arts Festival CHYM Skating Party Public Art Program Strategies & Cambridge Concert Band Literary Conference Summer Concerts Initiatives Cambridge Highland Games Open Ears Music Festival Roundabout Theatre Cider and Spirit Walk/Heritage Cambridge Waterloo County Quilt Festival Toy Box Teen Theatre (continued) Fairview Mennonite Homes Musical Group Motorcycle Show and Shine - King Street Communities in Bloom Forbes Park Festival Block Party - Civic Square Dionysia Wine & Food Festival Mill Race Festival Indi Island/Nights - Victoria Park (Organized by the Greek-Cypriot Waterloo County & Area Quilt Festival MultiCultural Festival - Victoria Park Community of Waterloo Region) YACC Cambridge (Rock the Mill Festival) Cruise Night - King St. K-W Oktoberfest Galt Little Theatre / Cambridge Arts Theatre Communities in Bloom Royal Medieval Faire Cambridge Galleries Tooney Tuesdays - Civic Square Uptown Waterloo Jazz Festival One Book, One Community Summer Concert Series - Victoria Park Waterloo Busker Carnival Free Summer Concerts in the Park (in partner- World Beat - Civic Square Waterloo County and Area Quilt Festival ship with MPTF) “KidSpark” - Victoria Park Winter Lights Cultural Listings appear in quarterly “Activities KMS Band - Victoria Park Wonders of Winter Guide” (35, 000 copies) Contemporary Art Forum Kitchener Artworks - Civic Square K-W Oktoberfest K-W Oktoberfest Opening and Parade One Book, One Community KW Opera Ball Pig Roast at Kitchener Farmers’ Market Christmas Fantasy Christkindl Market Downtown Kitchener Santa Claus Parade Tree of Hope Ceremony 31st - Festival of the Night Downtown Kitchener Artist-In-Residence program, onsite (including lecture series, workshops) Tri-City Studio Tour Word on the Street (first ever in Kitchener this year) One Book, One Community Youth film collective project via WRAC KDBA mural program

Proposed Events & Programs: Arts Festival Latin Folk Festival Chinese New Year Future involvement with the University of Waterloo Artist-In-Residence program

67 Appendix 20: Goals, Recommendations, and Strategies for Future Implementation

The following recommendations and strategies are those which would require, for effective implementation, the full and equal participation of several partners and community stakeholders and should not necessarily be lead by the Region. It is envisioned that many of the strategies listed below could be explored further by the Cultural Heritage Advisory Committee recommended for establishment under strategy 3.2.2 (please refer to section 7.0). Recommendations that are within the jurisdiction of the Region are not repeated in this appendix and can be found in section 7.0.

GOAL 1: COMMUNITY IDENTITY AND CHARACTER Develop a stronger cultural heritage identify for the region, one that celebrates its diversity; the character of its multiple towns and cities and the differing traditions of their founders; its natural features; and the richness of its arts, culture, and heritage assets.

The region of Waterloo contains rich and diverse arts, cultural and heritage aspects that need more recognition, appreciation and support. Arts, culture and heritage can help strengthen community bonds and reduce perceived and real geographic barriers. The unique features of the region will prevent it from being “just a smaller Toronto”. It has been shown in other cities that cultural heritage activities can promote revitalization and draw in new residents.

Recommendation 1.2 Protect existing cultural and natural heritage assets throughout the region. 1.2.3 Support area municipal efforts to protect cultural heritage assets and enhance urban cores through local municipal tools including: • Establishment of heritage districts and restoration of historic buildings; • Study and implementation of a mainstreets program to encourage business owners to understand the importance of appropriate maintenance; • Historic approaches to building fronts; •Preservation of scenic vistas and development of an appropriate streetscape with sensitivity to the heritage environment; •Provision of financial incentives for heritage preservation and restoration; •Greater consideration of heritage impacts through the development approvals process; •Promoting adaptive reuse of heritage buildings for live/work use and cultural activities; • Encouragement of infill projects of an appropriate scale; use of materials that reflects the context of the surrounding heritage and is sensitive to the resources such as existing historic buildings, streets, sidewalks, landforms, and infrastructure; • Flexibility in zoning provisions to allow for mixed use, altered setback and parking provisions which recognize the special nature of the heritage area; and •Policies that support the Region’s Growth Management Strategy.

Improved downtowns and city-centres is one of the goals of the Region’s Growth Management Strategy. Evidence from other cities shows that downtown revitalization efforts integrate various government departments and policies and is the key to successful economic development of the city. Many downtown revitalization efforts include the adaptive reuse of historic buildings to help create a core that people want to live in. Example: The European quality of Galt’s urban core; in form, scale, and materiality, shows how social, experiential, entertainment, and recreational objectives can be accomplished. Also, a good example of a Regional initiative for preservation and adaptive reuse of a unique heritage resource is the Governor’s House and Gaol. The local landmark has been restored and now provides office space for Regional staff. Partners: Regional staff, heritage organizations, municipalities, Heritage Planning Advisory Committee (HPAC), OHF Measures of Progress: Adoption of strategies to preserve heritage buildings and environmentally sensitive areas; growth of businesses in the core

68 Recommendation 1.3 Enhance livability of the downtown areas of the region’s cities to retain current residents and encourage new ones. 1.3.1 Incorporate live/work artists’ spaces into downtown revitalization efforts.

Affordable live/work spaces often attract members of the artistic community who, in turn, draw new businesses and residents to the urban core, all contributing to a more livable community. Example: The gentrification taking place in downtown Vancouver is due to artists’ live/work developments near Artspeak, an artist-run centre. Partners: Area municipalities, Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations, developers and/or property owners Measures of Progress: Growth of a number of businesses locating or expanding in the core; gentrification (i.e. gradual increase in rental rates and property values) in the downtown cores; competitive and creative environment; increased retention of graduates from the region’s universities and college

GOAL 2: EDUCATION AND AWARENESS Build a stronger foundation for arts, culture, and heritage within the community.

The lives of children and adults are enriched in many ways through the learning of arts, culture and heritage. An awareness of the benefits of arts, culture and heritage is likely to lead to greater appreciation of, participation in and support for those activities. Therefore, it is important to reintegrate cultural heritage activities into society through everyday leisure activities, places of work, and school programs.

Recommendation 2.2 Facilitate greater youth involvement in programs and events of arts, culture, and heritage organizations.

Strategy 2.2.2: Promote more partnerships with elementary and high schools that give young people opportunities to attend cultural activities.

Early exposure to arts, culture and heritage will help young people become more appreciative of and receptive to a variety of cultural heritage activities. This effort will also help to nurture an audience base for the future. Example: “eyeGO to the Arts” sells $5 student tickets to a variety of cultural heritage events in the region. Partners: Cultural heritage organizations, public and separate school boards, libraries, WRAC Measures of Progress: Increased youth attendance and participation; enhanced interest in education programs designed for youth

GOAL 3: COORDINATION AND PARTNERSHIP FORMATION

To encourage a greater degree of collaboration across all sectors and disciplines.

Individuals and organizations are approaching more projects through collaboration because of the benefits of shared resources and expertise. Collaborative efforts across the region and across disciplines make possible activities that would otherwise be less successful. Sharing resources and expertise also encourages the development and exchange of creative ideas in addition to increasing cost-effectiveness by reducing the duplication in work. 69 Recommendation 3.1 Integrate various promotional activities including economic development, tourism, and the Region’s Growth Management Strategy with arts, culture, and heritage efforts. 3.1.2 Facilitate the coordination of all promotional and developmental efforts.

Strategies related to economic development, tourism and cultural heritage need to be linked. The scope and mandate of economic development initiatives, such as CTT, reach beyond the boundaries of each municipality. Similarly, tourism and destination marketing strategies are best developed to include a variety of attractions and destinations that feature qualities that are rural and urban, natural and human-made, and historic and modern. Thus, cultural heritage attractions that draw their support from within and outside the region make ideal partners for such programs. Example: The New Hampshire Division of Travel and Tourism Development 2002 brochure (distributed by The Globe and Mail in May 2002) clearly presents the cultural heritage assets of the state. Partners: Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations, tourism and economic development organizations, WRAC Measures of Progress: Increased collaboration across sectors; combining of budgets to increase reach and depth of promotional campaigns; emergence of new partnerships

3.1.3 Encourage the collection and distribution of statistics of arts, culture and heritage organizations using a standardized template.

Statistics allow agencies and organizations to target their promotional campaigns and maximize their return on investment. These statistics could be used for promotional and marketing purposes region-wide. Example: The Canadian Opera Company develops their programming and donor benefits packages based on findings from their targeted surveys Partners: WRAC, cultural heritage organizations, private businesses, tourism and economic development organizations Measures of Progress: Access to and sharing of information; use of statistics for planning, marketing and programming purposes

Recommendation 3.2 Encourage not-for-profit and public and private sectors to share resources and expertise.

3.2.5 Partner with faculties within the universities and college.

The academic institutions have a wealth of knowledge, expertise, and information for research, data manipulation and advertising purposes. There are also many opportunities for cultural heritage organizations to utilize available facilities, pursue audience development and build more awareness among the academic population. Retention of graduates will directly support the priorities of economic development in the region by ensuring that there is a growing pool of highly skilled labour. Example: Stephen Preece, at Wilfrid Laurier University, is currently researching attendance habits of performing arts audiences that could be applicable to many local organizations. Partners: Cultural heritage organizations, academic institutions Measures of Progress: Increased participation of, and collaboration with, academic institutions

3.2.6 Assist and encourage collaboration among the municipalities and area cultural heritage stakeholders to create region-wide arts, culture and heritage events.

A collaborative effort can be beneficial to participating organizations in many ways such as, facilitating the sharing of resources and expertise, reducing costs, and assisting with audience development. Example: The Region could adapt their Community Health Department’s (CHD) Healthy/Sustainable Communities Project model for the needs of cultural heritage organizations. CHD’s model involves a high engagement of citizens in program and policy development process with community and some municipal leadership. Partners: Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations, municipalities, Ontario Cultural Attractions Fund (OCAF) Measures of Progress: More collaborations across jurisdictions; higher public participation at events 70 3.2.7 Encourage partnerships to provide better media coverage dedicated to arts, culture and heritage.

The existing media can help boost public awareness and presence of cultural heritage through feature columns and consistent reporting of cultural news. The media can also be used to link cultural heritage with tourism efforts. Partners: Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations, local media Measures of Progress: Improved cultural heritage reportage in local media; enhanced public awareness

GOAL 4: RESOURCES Support the sustainability and opportunities for development of existing arts, culture, and heritage organizations.

Arts, culture and heritage organizations in the region of Waterloo generate at least $39.1 million per year. However, research findings indicate that there needs to be more financial and human resource support for these assets. Achieving financial stability and avoiding the collapse of viable cultural organizations continues to be a pressing issue as government funding has been limited or drastically reduced in recent years.

Recommendation 4.1 Coordinate policies, clarify guidelines, and streamline funding among the Region and its constituent municipalities to maximize operating support for arts, culture, and heritage organizations and promote the existing Regional funding sources (WRAF, WRHC, WRAC).

4.1.4 Assist cultural heritage organizations to identify and apply for operating and project funding from provincial and federal agencies.

Some organizations may be unfamiliar with the range of options available to them outside the region through agencies such as the Trillium Foundation, the Canadian Council for the Arts (CCA) and the Ontario Arts Council (OAC). Example: OAC’s Compass Program helps arts organizations increase their self-reliance, capacity-building and sustainability. To achieve this objective, the OAC and Compass funding partners assist organizations throughout Ontario by covering some or all of the costs of providing appropriate experts who will help organizations increase their effectiveness. Partners: WRAC, Regional staff Measures of Progress: increased share of funding for projects and on-going support for cultural heritage organizations located in the region

Recommendation 4.2 Ensure that the cultural heritage sector has access to appropriate resources, including staff, volunteers, and funding.

4.2.3 Expand the promotion and employment of volunteers to assist in arts, culture and heritage initiatives, especially among students and young adults.

The volunteer pool needs to be constantly refreshed with enthusiastic and skilled people because cultural heritage organizations, not being able to maintain a large staff, rely heavily on volunteers to accomplish their objectives. Partners: WRAC, cultural heritage organizations, academic institutions, volunteer bureaus Measures of Progress: Growth of volunteer corps; increased participation of students and young adults in cultural heritage activities

71 GOAL 5: ACCESSIBILITY

To maximize accessibility to arts, culture, and heritage opportunities and information.

Despite a high interest in arts, culture and heritage activities, some individuals cannot participate in as many activities as they would like because of financial or physical limitations. Easy access to arts, culture and heritage information and activities is crucial for encouraging public participation and support, strengthening community bonds, and increasing the understanding of other cultures.

Recommendation 5.3 Encourage and support multidisciplinary and multicultural activities. 5.3.1 Work with arts, culture and heritage organizations to expand programs that encompass multidisciplinary and multicultural events.

Events will encourage cross-cultural interaction and sharing of resources. Organizations can use the OCAF as a financial supporter for marketing the events to a broad audience. Partners: WRAC, Regional staff (and cultural heritage specialist, when hired), cultural heritage organizations (especially multicultural organizations), municipalities, OCAF, WRAF, WRHF Measures of Progress: Increase in the number of events, year over year; emergence of new partnerships; participation representing the diversity of the community

Recommendation 5.4 Promote and enhance arts, culture and heritage programs that offer discounts to youth, seniors and individuals on limited incomes. 5.4.1 Improve distribution of information of all existing discount programs.

The discount programs will be more sought after when the cost-savings opportunities are more visible to the public. Example: “eyeGO to the Arts” student discount program. Partners: WRAC, cultural heritage organizations, local media, private businesses, academic institutions Measures of Progress: Greater public awareness of the programs; increased participation of individuals on limited incomes

5.4.2 Champion the introduction of additional opportunities to build audiences within groups that are currently under-represented.

Arts culture and heritage organizations can strengthen communities through festivals and outreach programs. Example: Doon Heritage Crossroads distributes 700 family passes to agencies throughout the region so families can enjoy a heritage experience free of charge. Partners: WRAC, cultural heritage organizations (especially multicultural associations), private businesses, academic institutions, social service organizations Measures of Progress: Greater awareness within under-represented groups of opportunities; increased participation of individuals from under-represented groups

72 Appendix 21: Community Services Committee Report P-01-069

A total of $50,000 has been budgeted for the Arts, Culture, and Heritage Master Plan. The money budgeted is to hire a consultant to conduct the inventory work and to coordinate focus group meetings with the assistance of staff. Consultant services are required for their expertise in PLANNING, HOUSING AND COMMUNITY SERVICES arts, culture, and heritage master plan preparation and tourism assessment potential. The Project Outline provides the framework for the development of the Master Plan. A Project To: Chair Sean Strickland and Members of theReport No:P-01-069 Advisory Committee will be established to gain community input during the process. The Terms Community Services Committee File Code: of Reference for the Project Advisory Committee specify the Committee’s composition and oper- Date: May 8, 2001 ating practices. Subject: ARTS, CULTURE AND HERITAGE MASTER PLAN Timing The following chart identifies completion dates for key Project thresholds: RECOMMENDATION: Estimated Timing Actions Completed THAT the Regional Municipality of Waterloo approve the following with regard to an Arts, Culture May, 2001 Project Outline and Advisory Committee Terms of Reference approved by and Heritage Master Plan: Council July-August, 2001 Posting of Request for Proposals and selection of consultant(s) a) the Project Outline contained in Appendix A to Report P-01-069 as the basis for proceeding October, 2001 Project launch and Advisory Committee populated with the hiring of a consultant to undertake the Arts, Culture, and Heritage Master Plan; and July, 2002 Final Master Plan to Regional Council for approval

b) the establishment of a Project Advisory Committee based on the Terms of Reference con- CORPORATE STRATEGIC PLAN: tained in Appendix B to Report P-01-069. The Corporate Strategic Plan identifies the need to define and develop a Region-wide Arts, Culture, and Heritage Strategy. SUMMARY: FINANCIAL IMPLICATIONS:

NIL A total of $50,000 has been budgeted for the Arts, Culture and Heritage Master Plan. REPORT: Waterloo Region is home to a rich and vibrant arts, culture, and heritage community reflecting a broad range of disciplines and organizations upon which to grow and prosper. In the Fall of OTHER DEPARTMENT CONSIDERATIONS: 1998, Council and Staff recognized through their strategic planning and visioning process that a systematic Plan was required to better harmonize and raise the profile of cultural endeavors Planning, Housing, and Community Services Department staff are working with the Region’s in the Region. Purchasing Department in the preparation of the Request for Proposals.

The Arts, Culture, and Heritage Master Plan will be a strategic planning document to guide the use of arts, culture, and heritage resources in the Region. It will include an assessment of exist- PREPARED BY: Wanda Richardson, Strategic Planning Coordinator ing resources and will present a coordinated, multi-faceted strategy to realize the maximum potential benefit from the region’s arts, culture, and heritage assets. APPROVED BY: Larry E. Kotseff, Commissioner of Planning, Housing and Community Services 73