NEX-GENCULTURAL PLANNING

A. ADAIR & ASSOCIATES / CAM CONSULTING OTTAWA CULTURAL SUMMIT

JANUARY 17 2019

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THE CONTINUUM OF CULTURAL PLANNING 1980 TO 2015

1980s and early 1990s, cultural

planning became prominent

globally, with roots in the US, UK, Europe and

Australia

Canada became immersed in

cultural planning in the 1990s

The vision of earlier culture plans made the case for the

value of culture to the city.

Plans and policies led to

investment in culture.

From: development

and excellence to authenticity and vitality in

plans developed in mid-2000’s

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FOLLOWING THE CONTINUUM OF

A CITY PLANNING MODEL

The First City: Privileges its own self-interest as an enterprise. Interactions are transactional.

The Second City: The city prioritizes partnerships, while maintaining top-down control.

The Third City: Relationships matter, as well as transactions. The city becomes more responsive to the authentic needs and well-being of communities.

The Fourth City: open, ecological, inclusive, and equitable. recognizes its responsibility to Indigenous voices

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ADAPTEDFROMCreativeCityMaking MN,USA

1ST GENERATION CULTURE PLANS

FOL L OWI N G 1 ST C I TY / 2 N D C I TY PL A N N I N G A PPROAC HC U LTU RE A S E C ON OMI C DRI VE R

planning and investing in community featurespublic art &

events festivals cultural centers revitalizing downtowns

attracting tourists,

preserving historic buildings

emphasis on cultural industry

policy focus on transactional relationship with community(attendance, sales)

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FOC U S OF C AN ADI AN C U LTU RE P LAN S

1ST GE N E RAT ION 2 0 0 3 - 2 0 13

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24 CULTURE PLANS

(CANADIAN) AUTHENTICITY

CRITERIA

OTTAWA’S RE N E W E D AC TI O N PL AN 2 0 1 3 - 2 0 1 8

RATE S W E L L F O R AU THE N TI C I TY

THE CHANGING CONTEXT

INFLUENCESIT’S A

MATTER OF WHEN, NOT

IF

• information and communication technologies

• local and regional Indigenous Knowledges embedded in how intangible heritage, land management, neighbourhood regeneration and cultural contributions are interpreted

• new migration

• the economic uncertainty

• globalisation

• environmental challenges

• challenge for cities is how to maintain a sense of the local and specific in a rapidly globalizing world

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MODEL : CULT UR E A S A N

IN T EGRAL ELEMEN T OF S US TAIN ABIL IT Y

• UNESCO conventions,

• UNDP reports, the work of the United Nations Special Rapporteur in the field of Cultural Rights,

• AGENDA 21 for Culture

• the agreements of the Global Taskforce of Local and Regional Governments,

• the drafts of the Post-2015 Sustainable Development Goals,

• #culture2015goal global campaign.

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SUSTAINABIL ITY MODEL FOR CITIES

Economic Health

Cultural Vitality

Environmental Responsibility

Social Equity

AGENDA 21 INTERNATIONAL FRAMEWORK FOR

2ND GENERATI ON CULTURAL PLANNI NG

To harness the role of cities and local governments as authorities in the development and implementationof policies with, and for, citizens.

To provide an international framework supported by commitments and actions that are both achievable and measurable.

To highlight the interdependent relationship between citizenship, culture, and sustainable development.

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RES PON DIN G TO T HE CHAN GIN G CON T EXT

FOCUS 1st Generation Culture Plans 2nd Generation Culture Plans

CivicRole EconomicDriver CityandCommunityBuilder

Geographic Downtown NeighbourhoodsOrganizational Large mainstream Anchor organizations Emerging informal organizations

Organizational level Provincial/National Local organizations

Cultural Eurocentric Diverse cultures/Indigenous Equity Elitist Democratic/InclusiveCreative Replicate

DisciplinebasedEnvironment

Create/innovateInterdisciplinaryEcological

Economic Affluent Underserved communitiesFinancing Strategy Revenue/Operating/Mis-capitalization

Grants/Donations

ChangeCapitalSocialImpactinvesting

Funding Major traditional arts organizationsProjectfunding

Equitable funding strategyFlexible funding

Organizational board & staff

Largely white, male, affluent, socially connected and influential

Culturally diverse, financially diverse, representative of the community

Access For those who can afford it For all Space Major performing & visual arts centres &

museumsCommunity based flexible & inexpensive to use

Heritage Built Heritage Intangible Heritage12

2ND GENERATION CULTURAL PLANNING

THINKING & OBSERVATIONS TO DATE

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PLANNING APPROACH

Alignment with a City’s strategic plans, policies and strategies

Inter-cultural / Indigenous frameworks

Measurement, Evaluation and Learning (MEL) framework

Iterative research

Engagement vs. Consultation

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VALUES

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inclusion

access

creation

interconnection

NEWFOCUSAREAS

AREA FOCUS

CivicRole City and Community Builder

Geographic NeighbourhoodsOrganizational Emerging informal organizations

Organizational level Local organizations

Cultural Diverse cultures/Indigenous Equity Democratic/InclusiveCreative Create/innovate

InterdisciplinaryEcological

Economic Underserved communitiesInvestmentStrategy Change Capital

Economic Security Funding /Grants Equitable funding strategy

Flexible Organizational board & staff

Culturally diverse, financially diverse, representative of the community

Access For all Space Community based flexible & inexpensive to use

Heritage Intangible Heritage16

CHAIN OF INFLUENCE

Changing context& changing communities

Cultural sector response

Cultural planning, policy & investment

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CHARACT ERIS T ICS AN D OPERAT IN G

PRIN CIPLES

PLAY A STRONG

CIVIC ROLE

Demonstrate effective

leadership and governance.

Are rooted in local needs.

Live with the land.

Develop community

agency.

Build competence &

capability. Build social

capital.

Champion artistic quality.

Champion diversity

Provide challenge.

Are open and reflective.

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CHALLENGE FOR THE CUTURAL SECTOR & FOR CULTURAL PLANNING

• Understanding and responding appropriately and respectfully to the unique combination of cultural variables and dimensions of their communities.

• Having the capital and adaptive capacity to respond to shifts in the cultural sector and the communities in which they work.

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RESPONDING TO THE

CHALLENGE

WHAT ARE WE SEEING?

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FINANCING CHANGE

Investment capital to help arts organizations adapt their programming, operations and finances in ways that improve their long-term health

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CHANGE CAPITAL

Non profit Finance Fund nonprofitfinancefund.org

INVESTMENT STRATEGIES

• Arts Impact Fund

• Upstart Co-Lab

• Exponential Creativity Ventures

• Inclusive Creative Economy Fund

• Culture Seeds

• Arts Amplified

• Culture Bank

• Social Enterprise Fund

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CULTURE AS CITY -COMMUNITY BUILDER

• Cultural Infrastructure Plans

• London’s Creative Enterprise Zones

• Toronto’s Centre for Social Innovation (CSI)

• UK Studiomakers

• The Creative Land Trust

• Cleveland, a community development corporation worked with a local arts intermediary to reverse a population decline in the city’s north Collinwood neighbourhood and rebuild a central commercial corridor.

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COMMUNITY CULTURAL

ASSETS

CASE STUDY

• HIGHLIGHTS

• When controlled for race, ethnicity, and economic status, the presence of a significant concentration of cultural assets in neighborhoods marked by concentrated disadvantage significantly corresponds with:

• 3 to 5% decrease in individuals suffering from diabetes, hypertension, or obesity

• 14% decrease in cases of child abuse and neglect

• 25% decline in teen pregnancies

• 18% increase in kids scoring in the top stratum on English and math exams

• 18% decrease in the felony crime rate

24New York Study/University of Pennsylvania

CULTURAL INVESTMENT

RESPONSE TO

CHANGING COMMUNITY

• Major foundations—including Ford, Mellon and Walton— boosting diversity at the highest level of arts organizations a priority,

• Canada Council funding streams

• Andy Warhol Foundation for the Visual Arts. this year’s recipients have focused on artistic engagement with political and social issues

• decentralizing cultural art spaces into neighborhoods

• Surdna Foundation’s Artists and Social Change grants

• ArtPlace Creative Placemaking Fund

• Replacing ‘meta-structures’ with more organic, grassroots-directed, flexible spaces

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2 ND GENER AT ION CULT UR A L PLA NNING

TOOL

US IN G T HE CULT URE V ITALIT Y LEN S

Presenceof Culture

Support for Culture

Participationin Culture

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Adapted from Urban Institute’s Arts and Culture Indicators Project

Cultural resources come out of communities rather than merely resources that are brought to communities