understanding the planning context Photograph by Graham Crawford
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1 understanding the planning context Photograph by Graham Crawford
2 Hess Street South in the Durand Neighbourood
3 3. understanding the planning context 42 Canadian cities and communities [can become] sustainable places of exceptional beauty, neighbourliness and prosperity, rich in ideas, confidence, diversity, creativity and innovation, where all people are included economically, socially and politically with the hope and expectation that Canada s cities and communities will be models of environmental, economic, social and cultural sustainability. External Advisory Committee on Cities and Communities From Restless Communities to Resilient Places, 2006 Municipal cultural planning is a priority for the Government of Ontario, and is becoming increasingly important for municipalities across the province and across Canada. Municipal cultural planning provides concepts and tools to address some of the most important challenges and opportunities facing governments at all levels. The three most important planning opportunities facing governments are: Planning for creative economies major shifts are occurring in the economic base of communities and nations requiring new ideas and new strategies; Planning for sustainability there is growing acceptance that ensuring a sustainable future for communities requires integrated planning frameworks that connect social, economic, environmental and cultural issues and considerations; and, Planning for quality of place paradoxically, in a global world, place has become more important than ever. Municipal cultural planning is a powerful tool for leveraging and enhancing quality of place. Developing a Cultural Policy and Plan for Hamilton will help to provide a framework for leveraging the three planning opportunities described above. The first step in this process was completed in Phase 1 through the development of three Strategic Themes. Contextual information about the broader planning opportunities is outlined in the following section (Section ). The Strategic Themes developed for Hamilton, which are complementary to the broader planning opportunities identified above, are detailed in Section 4.2. The Creative Economy The creative economy is driven by ideas, innovation, knowledge, collaboration and creativity. The creative economy employs people who are paid to think. One indication of the priority given to the creative economy in Ontario is the development of the report, Ontario in the Creative Age, released in February This report was commissioned by Premier Dalton McGuinty to establish a vision for Ontario s economy and was written by Roger Martin, Dean of the Rotman School of Management at the University of Toronto and Dr. Richard Florida, Director of the Martin Prosperity Institute at the Rotman School. The power of message in the Ontario in the Creative Age was driven home by the fact that, in the same month it was released, Ontario reported the loss of a further 35,000 jobs in manufacturing.!re a! ve Y ECONOM! The Ontario in the Creative Age report states the challenge facing Ontario is more than the current economic downturn. The challenge facing Ontario is the rise of a new economic system, a system that requires fundamentally different ideas and strategies to Ontario s prosperity in the future.
4 3. understanding the planning context 43 The most important thing to note about the creative economy is that the creative economy is expanding rapidly, has higher average annual income and lower rates of unemployment OCC Phase 1 Report Ontario, the report states, is well positioned to prosper in this economic system with its unrivalled advantages: rich natural resource areas, wealth of human talent, strong social infrastructure, breadth and depth of higher education; unprecedented diversity, generally safe cities and neighbourhoods, thriving creative and cultural industries, and more. However, leveraging these advantages requires new economic assumptions and more aggressive strategies to strengthen the creative economy across the province. Part of the new strategies needed for the creative economy stem from the premise that Ontario does not have one economy, but three as follows: $26,059 $25,551 $37,262 $58, Creative hubs well positioned to thrive including the Toronto Region, Greater Ottawa and Kitchener- Waterloo/Cambridge/Guelph. 2. Older industrial cities like Windsor, Hamilton, Oshawa that are working to transform their economies. 3. Rural areas and small towns that must be better connected with themselves and creative hubs and older industrial cities. The most important thing to note about the creative economy is that the creative economy is expanding rapidly, has higher average annual income and lower rates of unemployment 11.
5 Leveraging the Creative Economy In order to leverage outcomes in the creative economy, it is necessary to differentiate three distinct but inter-related concepts as illustrated in the following diagram. 12 The development of a Cultural Policy and Plan for Hamilton will help to maximize the three components of the creative economy. Creative Economy Creative Industries Creative Cultural Industries Creative Economy The outer circle in the diagram represents the creative economy. Jobs in the creative economy are held by people who are paid to think and these jobs exist across all sectors and types of industries. 3. understanding the planning context 44 Businesses that make products with a core cultural component The analysis of the creative economy encourages us to view the economy in terms of the work people do, rather than the industries in which they work, which is different than the conventional way of defining the labour force associated with select industries. Looking at the work that people do rather than the industry in which they work is useful because someone may be working in a traditional industry - such as the auto industry - but working in a creative Businesses that make products that require constant and continual adaptation People who are paid to think work within all sectors of the economy FedNor, Prince Edward County/Lennox & Addington Community Futures Development Corporation (June 2009). Canada s Creative Corridor: Connecting Creative Urban and Rural Economies Within Eastern Ontario and the Mega Region. capacity, for example as a graphic designer. Another example of someone working in a traditional employment industry, like municipal government, may include creative roles such as a landscape architect, graphic designer, and a museum curator. The creative economy identifies four broad kinds of work. The first is the working class, consisting of people who use physical skills and carry out repetitive tasks (for example, tradespersons, mechanics, crane operators and assembly line workers). Next is the service class, where the work involves limited autonomy and is focused on the delivery of services, for example, food-service workers, janitors and clerks. Then there are those individuals employed in farming, forestry and fishing. Finally, there is the creative class the growing number of workers who are paid to think. These include scientists and technologists, artists and entertainers, and managers
6 3. understanding the planning context 45 In the creative economy, the challenge for all businesses and industries is to continuously innovate, to build creative entrepreneurial capacity, to bring new, value-added design and distinguishing features that will result in unique, distinctive and original products and services. OCC Phase 1 Report In the creative economy, the challenge for all businesses and industries is to continuously innovate, to build creative entrepreneurial capacity, to bring new, value-added design and distinguishing features that will result in unique, distinctive and original products and services. Creative Industries The middle circle in the previous diagram represents the creative industries. While the creative economy is pervasive, it is concentrated in a number of businesses that are categorized as creative industries. Creative industries are types of economic activity in which ideas and intellectual property are what produce value and generate wealth. Richard Florida identifies core creative industries as including: Science and engineering; Architecture and design; Education; and Information and cultural industries. Richard Florida further identifies the broader group of creative professionals in industries that include: Business and finance; Law, and Health care and related fields. A sign of the importance accorded the creative industries by the Province of Ontario is the announcement in early 2009 of $785 million in tax relief and initiatives dedicated to: accelerating innovation to strengthen research and technology, entertainment and creative industries, and tourism 13. The tax relief and initiatives to research and technology was focused in the areas of research infrastructure, biomedical research, applied research and technology transfer, and purchase of computers and software. Tax relief also provided support to the entertainment and creative industries concentrated on developing Ontario s interactive digital media, book publishing, computer animation, and the film and television sectors. Creative Cultural Industries Drilling down inside the creative industries, we find the creative cultural industries - those sectors in which expressive value - the symbolic, aesthetic or artistic nature of products is at the core of production. Creative cultural industries are among the fastest growing of all the sectors of the economy. The Conference Board of Canada estimates that the output by culture sector industries totaled $46 billion in Taking into account direct, indirect, and induced contributions, the economic footprint of the culture sector was approximately $84.6 billion in 2007, or 7.4 per cent of Canada s total real GDP. In addition, the culture sector contributed 1.1 million jobs to the economy. 14 Furthermore, The Conference Board of Canada observes: In a dynamic environment of global competition, demographic change and migration; Canada s culture sector plays a critical role in attracting people, businesses and investment; stimulating creativity and innovation; and distinguishing Canada as an exciting place where people can celebrate their heritage and achieve personal and professional fulfillment. The creative economy extends beyond the culture sector to harness creativity and bring about positive social and economic changes across a broad spectrum of industries, sectors and social organizations. 15
7 3. understanding the planning context 46 The design of places is inherently tied to our expressions of culture, and correspondingly, expressions of culture as inherently tied to a place. At a basic level planning for culture and planning for place are inseparable if we want one to flourish, we must also engage the other. Jennifer Keesmatt, Office for Urbanism FOUR DIMENSIONS OF COMMUNITY SUSTAINABILITY (as recommended by the Harcourt Commission) Social Equity Economic Prosperity Environmental Sustainability Cultural Vitality Culture and Planning for Sustainability A fuller integration of culture into planning processes and policy development is critical to realizing the City of Hamilton s commitment to sustainability. There is growing international consensus that culture must be embraced as the fourth pillar or dimension of sustainability. In Canada, the External Advisory Committee on Cities and Communities (the Harcourt Commission) was appointed by the Federal Government to define a vision of Canadian cities in 30 years and to identify strategies to achieve that vision. In anchoring its recommendations, the Commission proposed municipalities embrace planning frameworks based on the four pillars or components of community sustainability: economic prosperity, social equity, environmental sustainability and cultural vitality. The Harcourt Commission s recommendations formed part of the context for Federal Gas Tax agreements. The Ontario agreement was signed in 2007 between the Federal Government and the Association of Municipalities of Ontario and the City of Toronto. Under the agreement municipalities in Ontario are required, over the life of the agreement (until 2014) to develop Integrated Community Sustainability Plans (ICPS). The Agreement defined these plans as: A longterm plan, developed in consultation with community members that provides direction for the community to realize sustainability objectives, including environmental, culture, social and economic objectives. The Harcourt report also argued that adopting more integrated planning frameworks requires a reconsideration of the traditional role of local government from a planner-provider-deliverer model to an increasingly collaborative enabler-convener-catalystbroker model. Collaborative and integrated planning within and between local government departments; between local government and the wider public sector and its agencies; and the wider community and business spheres offers civic government the potential to address its social, environmental, cultural and economic ambitions in a more collaborative and consensual way. Culture and Place Competitiveness Richard Florida famously coined the Three-T s of Technology, Talent and Tolerance to define the conditions for success in the creative economy. Hamilton s performance on the Three-T s is examined later in this report. Recently Florida added a fourth T - Territory to signal the critical role played by quality of place in attracting people, talent and investment. Quality of place encompasses a range of factors, one is location. Hamilton is located in the middle of the mega region as identified by Richard Florida in Who s Your City? Florida states the global economy is increasingly driven by about a dozen mega regions and, Hamilton is situated in one of those mega regions. The corridor running from Windsor to Quebec City including the economy of Upper New York State is the 5th largest in North America, the 12th largest in the world and generates approximately $530 billion or roughly 50% of Canada s GDP. 16 Location, as a strategic advantage for Hamilton, is hardly a new concept. Hamilton s central location is uniquely accessible by roads, rail and water enabling the easy flow of people, ideas and goods.
8 3. understanding the planning context 47 Hamilton has a rich history and culture, unique heritage buildings and architecture, unsurpassed landscapes and natural assets, among others. OCC Phase 1 Report Hamilton s proximity to Toronto, Buffalo, Detroit and Pittsburgh connects it to cities facing similar challenges in reinventing their economies. These are cities with a long history of cooperation as part of the same industrial production system. Some of these stories form part of the community narrative, A Story of Us / A Story of Place described later in this document. Florida s research demonstrates that where creative people choose to live is as important a decision to them as their job, personal finances and choice of spouse or partner. Creative workers are highly mobile; they can choose where to live. We know that creative people place value on quality of life; and they will trade wages for amenities. Among Hamilton s strong place attributes are: affordable and available housing; safe neighbourhoods; strong educational institutions and infrastructure; cultural and recreational amenities, and more. study also found that in explaining community satisfaction, community-level factors were significantly more important than individual demographic characteristics. However, place attributes are also about qualitative matters. Paradoxically, in a global world, place has Builder s Nameplate on the Walking Beam Steam Engine at the Hamilton Museum of Steam and Technology - Hamilton Civic Museums Photograph by Kenneth Crean Recent research by the Martin Prosperity Institute on quality of place as an economic driver has examined the importance of beauty and aesthetics as an attractor for creative talent. 17 Findings confirm that a location s perceived beauty or aesthetic characteristics has a positive and significant effect on community satisfaction. A location s perceived beauty and aesthetics is one of the most significant factors in explaining community satisfaction, in addition to economic security, good schools, and the capacity for social interaction. The become more, not less importance. People want to live in distinctive places with unique characters and identities. Hamilton has a rich history and culture, unique heritage buildings and architecture, unsurpassed landscapes and natural assets, among others. A Cultural Policy and Plan for Hamilton must support and enhance these cultural assets to attract and retain creative workers and creative cultural industries.
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