JUNE 2017 CAPE BRETON REGIONAL MUNICIPALITY Creative Economy Growth Plan 1 Overview 4 Introduction 6 Table of Acknowledgements 10 Contents Methodology 12 Situation Analysis 14 Background 15 Community Resources 20 Strategy 43 Guiding Principles 44 Vision 46 VISION STATEMENT 1 47 CBRM understands and embraces the value of a strong creative economy for community building and economic growth. VISION STATEMENT 2 51 CBRM plays a strong role in exposing our children and youth to arts, culture and heritage, and providing pathways to their creative development. VISION STATEMENT 3 55 CBRM fosters a culture of collaboration within its creative sector. VISION STATEMENT 4 59 CBRM makes a signifcant investment in the creative economy through the designation and leveraging of existing funds. VISION STATEMENT 5 62 CBRM has a policy framework that supports the growth of the creative sector. Action Plan 67 Evaluation & Measurement 74 Appendix 77 2 At stakeholder consultation sessions, we asked… “What does the creative economy look like to you?” “What are our challenges and our opportunities?” model nurture develop action media challenge positive opportunities generate space appreciation after school cluster liaise income quality Venues Renaissance regulations audience pop-up enterprise self-starting spirit showcase fluff producers incentive recognition collaboration youth issue expression hubs contribution engage business intersect evidence communication empathy naysayers internship positive commissions radical educate vibrant impact navigate reluctance local policy validate recognize entrepreneur connection mentorship volunteers framework prohibitive elevate reliant expand positive regulation pivot collective value consult technique attitude authority evidence community attract Big Idea environment vibrancy immigration support differentiate enhancer empty class industry world acknowledge change cooperation opportunity retain skills career celebrate promote experience grit emerging justify access difficult aesthetic re-emerge discretionary priority live thriving benefit lead involve visit investment exposure success 3 creative economy growth plan Overview 4 “Creativity is not a luxury. It’s not the cherry on the cake. It’s urgent.” gabriella gómez-mont Director of “Laboratorio para la Ciudad”, Mexico City’s new creative think-tank and experimental space and key player in the city’s creative economy transformation. 5 creative economy growth plan Introduction In every part of the world, a growing number of cities are emerging as creative forces thanks to burgeoning arts and culture sectors. Based on the collective strength of their creative industries, these cities are driving new business, spurring innovation, attracting talent and investment and, in the process, accelerating community development and improving the overall quality of life for their residents. Internationally, some of the most publicized This bodes well for the public support of future and impressive transformations have occurred creative endeavours. in Austin, Mexico City, Berlin and Glasgow. Each city speaks of its key historic moment or In fact, creativity has a long and bounteous “creative pivot” that infuenced its direction. history within the Cape Breton Regional Perhaps the urban core of Cape Breton Island Municipality. Mi’kmaw, Gaelic, Acadian and will look back at this period in time as our other cultures continue to impact society today creative pivot, the time when forces came through music, art, craft and theatre. Thanks together to create something not only creatively to industry, our history with coal and steel impressive, but economically vibrant. opened our doors to many diverse cultures. Whitney Pier was recently designated a The people that live here understand the national historic event by the Historic Sites and importance and impact of culture. According Monuments Board of Canada. The Board noted to the Nova Scotia Culture Index 2016, the vast it is the most distinctively multi-ethnic district majority say that culture makes them proud of in the Maritimes in the 20th century, containing where they live, and connects them with other more than 15 diferent ethnic and religious people in their community. Over six in ten groups. believe that cultural organizations are important to their local economies, and three in fve residents believe that cultural organizations are critical to the sustainability of their community. 6 creative economy growth plan This rich cultural fabric, however, has not insulated us from modern-day trials. The “Creative minds communities within the Cape Breton Regional can turn any Municipality have been challenged with aging demographics, high rates of unemployment, challenge poor determinants of health, apathy and negativity. into an With this document, we are inviting the Cape opportunity...” Breton Regional Municipality’s government, businesses, organizations and residents to think diferently. The one thing that does not rely on natural resources, major infrastructure investment or political will is creativity. Creative minds can turn any challenge into an opportunity… any negative into a positive. Our team was asked by the CBRM and its Roundtable on Arts and Culture to investigate Red Label Kilts by Deana Lloy how we may support and nurture a creative economy for our region. How can creative industry help our economy? How may it improve our community’s social prosperity and wellness? SoundPark Studios (Sydney River) ECMA award winning Studio of The Year, Soundpark Studios is home to ECMA award winning producer/engineer, Jamie Foulds. Foulds provides a creative musical space that removes the barriers between musical inspiration and the production process. Jordan Musycsyn, Pretty Archie and Drake Jensen are among a long list of talent that create at this exceptional recording space – one that shifts focus away from technology and towards the music. 7 creative economy growth plan Those who participate in creative industry are Develop a strategy that supports the development goals of CBRM, aligns with the fscal capacity strong proponents for change, and are leading of CBRM, and guides investments in the eforts on cultural, design and digital economic development of the next generation of talent; regeneration. It is critical to formulate a case for Recommend actions in the short term (year 1), dedicated investment in creative industry and mid term (2-3 years), and long term (5 years); to illustrate to every community, every person, how arts and culture will lead to the sustained Recommend actions that will have impact on every community within the CBRM; growth and prosperity of the region. Develop a system of metrics to evaluate progress The objectives of the assignment may be over time; and summarized as follows: To create a plan that is frmly rooted in creativity, Consult with a wide group of stakeholders and that will have the best chance of success for our leading and or working/participating in creative region. industry to garner their input into the strategy; Review best practices of international regions / cities / communities to understand how they experience transformation through creative industry and to glean key opportunities for the CBRM; Complete an extensive literature review of culture plans and policy, and other strategies relating to creative industry development, to glean relevant information and perhaps alignment with federal, provincial and regional strategies; Develop a strategy that supports sustainable small business and cultural organization growth; Develop a strategy that focuses on professional arts development and training; Membertou Heritage Park (Membertou) Membertou Heritage Park ofers a living history of the people of Membertou through a large indoor exhibit and program area that ofers full immersion to an ancient culture. The Park honours the spirituality and strength of the Membertou people by sharing and preserving Mi’kmaq culture and heritage. 8 Photo Credit: Neil Gascoyne, Vibe Creative Group 9 creative economy growth plan Acknowledgements The development of this plan was helped along by the generosity of knowledge and time, and the creative ideas of the following individuals: cape breton regional municipality tourism industry Mayor Cecil Clarke Mary Tulle, CEO, Destination Cape Breton Councillor Kendra Coombes Tracy Menge, Economic Development, Councillor Steve Gillespie Eskasoni First Nation, Eskasoni Cultural Journeys Councillor Eldon MacDonald Laura Prosper, Economic Development, Eskasoni First Nation Councillor Earlene MacMullin Mary Beth Doucette, Executive Director of the Purdy Councillor Amanda McDougall Crawford Chair in Aboriginal Business Studies, CBU Councillor Darren Bruckschwaiger John Phalen, Director, Economic Development artists and cultural organizations Christina Lamey, Communications and businesses Nancy Oakley, Indigenous Artist (Pottery, Photography) Jamie arts and culture roundtable Foulds, Soundpark Studios steering committee Michele Leamon, Louisbourg Playhouse Joella Foulds, Chair, Musician Pam Leader, Savoy Theatre Erika Shea, New Dawn Enterprises Teena Marie Fancey, Visual Artist Robyn Cathcart, EnterLeft Productions Jordon Musycsyn, Musician Lori Burke, Cape Breton Centre for Craft and Design Shari MacLeod, Textile Artist Darren Gallop, Marcato Digital Solutions federal and provincial agency representatives Shelley Bennett Trifos, Trifos Design Consultants Donna MacKenzie, ACOA Darren MacDonald, Island Sandbox Marcel McKeough, NS Communities, Culture and Heritage Nelson