HomeMy WebLinkAboutCSD-07-050 - Downtown Kitchener Arts & Culture Cluster Development Framework
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Community Services
Report To:
Date of Meeting:
Submitted By:
Community Services Committee
May 7, 2007
Prepared By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Ann Pappert, General Manager, Community Services; Rod
Regier, Director, Economic Development
Cheryl York, Arts/Culture Co-ordinator
All
May 2, 2007
CSD-07-050
DOWNTOWN KITCHENER ARTS AND CULTURE CLUSTER
DEVELOPMENT FRAMEWORK
RECOMMENDATION:
That Council receive the Artscape report entitled "Downtown Kitchener - Arts and
Culture Cluster Development Framework" and direct staff to circulate the report for
community comment.
BACKGROUND:
In June 2005, concurrent with the approval in principle of Culture Plan II, Council approved
'CAO-05-017 Urban Investment Strategy - Emerging Clusters: The Framework' report.
Report CAO-05-017 discussed research on cluster development as a tool for economic growth.
The 'knowledge-based' or 'new economy' is one in which "innovation and human talent are the
key factors in productivity. . ." . "To attract knowledge based workers and creative class
individuals vital to this new economy, a community rich in cultural amenities, interactive leisure
opportunities, and diversity must be cultivated." It is expected that 'talent attraction' will become
a new, yet critical, part of the City's economic development strategy.
Culture Plan II, based on intense community consultation and consensus, made several
recommendations from its own perspective about creative cluster development including the
City's involvement in developing creative industries, a multi-use downtown arts centre, the
designation of a King Street cultural corridor, live/work spaces for artists, and research and
development initiatives for the film, multimedia, digital media and design industries.
To provide more focus on arts cluster goals, Economic Development, in partnership with
Community Services Department, created Terms of Reference in 2006 for a study led by the
Toronto consulting firm, Artscape. The firm's expertise in managing large live/work projects in
Toronto and consulting internationally on the subject of cultural property and arts cluster
development would benefit Kitchener.
Report No. CSD-07-050
Page 2
The main objectives of the study were to inventory and characterize arts and cultural cluster
districts; to assess market potential and space requirements; to link the study to the City's
strategic cultural objectives; to define potential development scenarios and make specific
recommendations for the next phase of development.
Artscape's work included consultation with arts community leaders, tours of Kitchener, and
market analysis informed by a survey and a facilitated workshop.
REPORT:
The report cites the importance of focusing proactive investment strategies on creative
infrastructure projects. Such projects are invaluable for the cultivation of Kitchener's unique
sense of place, enabling local talent, supporting cultural diversity and fostering collaborations.
As Kitchener's economic and cultural landscape continues to evolve, creative industry activities
and their economic implications will expand. In addition, with the progress of the Community
Investment Strategy Study (2007) contemporary understanding of the needs and potential for
growth in the non-profit arts sector will expand. Both commercial (creative industries) and non-
profit sector growth (traditional cornerstone arts institutions and new enterprises) are required
elements of arts cluster development.
Through a three-phase process, Artscape consulted with arts and culture stakeholders
throughout Kitchener and the region. Background studies were reviewed and formed the basis
for interview questions with sector stakeholders. A survey was developed and distributed to
regional artists and arts organizations, enabling Artscape to assess the initial market demand
for capital development projects. An October 2006 workshop with stakeholders further informed
the report's conclusions.
Seven key strategic directions were identified as necessary to further arts cluster development:
1 . Balance excellence with engagement
2. Enhance cross-sector leadership
3. Anchor creativity in key locations such as the Centre Block redevelopment
4. Shape an emergent arts district
5. Develop and promote sector intelligence
6. Acknowledge arts entrepreneurship as a driver for the Warehouse District
7. Create an entrepreneurial leadership mechanism
Artscape's report is a preliminary scoping document providing an overview of the creative sector
in Kitchener. Additional sector analysis and development strategy refinement will carry the City's
arts cluster development initiative forward.
Once presented to Committee and Council, comments and discussion will be invited from the
community. The full report, "Downtown Kitchener - Arts and Culture Cluster Development
Framework", is attached as Appendix "A".
FINANCIAL IMPLICATIONS:
N/A
Report No. CSD-07-050
Page 3
COMMUNICATIONS:
Public response to the report will be invited from the Arts and Culture Advisory Committee, the
Culture Plan II Teams, downtown development stakeholders, staff and all other interested
parties.
Cheryl York, Arts/Culture Co-ordinator
AP
Arts & Culture Cluster
Development Framework
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Reid Henry, Director of Research and Consulting
60 Atlantic Avenue, Suite 111
Toronto, ON M6K 1X9
T 416-392-1038, ext 30
F 416-535-6260
December, 2006
TABLE OF CONTENTS
EX E CUT I V E SUMMA R Y ....................................... 2
FOCUSING THE CLUSTER AGENDA .........................4
UNDERSTANDING THE CREATIVE ECONOMy...................................................... 4
ENHANCING THE CULTURAL ECOLOGY ...........................................................6
CLIMATE: THE STRATEGIC CONTEXT ..............................................................9
Selected Stakeholder Perspectives..................................................... 9
Strategic Alignment of Agendas ........................................................ 9
PLACE: CONFLUENCE OF ECONOMY AND ECOLOGy.......................................... 14
Selected Stakeholder Perspectives.................................................... 14
Developing a Fertile Downtown........................................................14
SPACE: CREATIVITY AT WORK .................................................................... 20
Selected Stakeholder Perspectives.................................................... 20
Uncovering Creative Infrastructure & Entrepreneurship.......................... 20
S T RA T E G I C D IRE C T ION S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 24
Balancing tExcellence' with tEngagement' ..........................................24
Enhancing Cross-Sectoral Leadership................................................. 24
Developing and Promoting Creative Sector Intelligence........................... 25
Placing Entrepreneurship at the Core of the Warehouse District................ 25
Anchoring Creativity in the Centre Block Redevelopment........................ 26
Shaping an Emergent Arts District .................................................... 26
Creating an Entrepreneurial Leadership Mechanism............................... 27
ADVANCING THE FRAMEWORK - DEVELOPMENT
CONCEPT SCENARIOS...................................... 28
Selected Stakeholder Perspectives.................................................... 28
Artistic Disciplines....................................................................... 29
Ten ant Mix & S e rvi c e s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Market Demand........................................................................... 33
Fe a sib i lit Y S t u dy Pro c e s s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Concept 1: Small Scale/Multi-Purpose Facility...................................... 35
Concept 2: Multi-tenant Studio Complex ............................................36
Concept 3: Live/Work Studio Development.......................................... 36
EXECUTIVE SUMMARY
A growing body of evidence indicates that fostering creative activity is an essential
strategy in building quality of place, maximizing talent, enhancing sustainability and
defining competitiveness in the knowledge economy. From large metropolitan areas to
smaller towns, culture-led regeneration is becoming critical as a means of mobilizing
creative entrepreneurship; supporting cultural diversity; attracting new residents,
talented workers, and tourists; and leveraging investment.
Cities with proactive investment strategies have focused on creative infrastructure
initiatives that cultivate sense of place, enable local talent, enhance diversity, and
foster collaboration. It is a challenging process that requires innovative thinking, unique
partnerships and creative solutions that cross over traditional organizational silos.
The City of Kitchener and its partners have initiated a strategic planning process to
identify and strengthen its arts and cultural sector as a core component of its broader
Downtown revitalization initiatives. Artscape was engaged to develop an initial
framework through which the City can identify its creative assets, determine the sector
demand for infrastructure provision, and assess its role in catalyzing development to
support the clustering of creative activity in the Downtown.
Over the last 6 months, Artscape has worked with the City's Project Advisory Committee
to undertake a three-phase consultation process with arts and culture stakeholders
throughout Kitchener and the broader region. A comprehensive review of background
studies provided the foundation for a series of detailed interviews undertaken by
Artscape throughout June 2006 with sector stakeholders identified by City staff. Key
opportunities and challenges identified in the interviews were synthesized and provided
the structure for an intensive' Ideas Workshop' held in November 2006 at City Hall.
Participants identified a range of creative assets located in the Downtown,
opportunities to engage these resources more effectively and priority areas of
investment.
Flowing from the community engagement process, a set of recommended strategic
directions for focusing the efforts of the City of Kitchener in nurturing its Arts and
Culture Cluster are proposed. Focusing on key leverage points and opportunities for
investment, they include:
Balancing 'Excellence' with 'Engagement'
Enhancing Cross-Sectoral Leadership
Anchoring Creativity in the Centre Block Redevelopment
Shaping an Emergent Arts District
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Arts and Culture Cluster Development Framework 2
Developing and Promoting Sector Intelligence
Placing Entrepreneurship at the Core of the Warehouse District
Creating an Entrepreneurial Leadership Mechanism
In order to gain additional depth and detail about the cultural sector's market demand
for infrastructure in Kitchener, questionnaire surveys were circulated to cultural
organizations and individual artists throughout the Waterloo region from September to
November 2006. The market survey provided additional information on the
infrastructure needs of artists that has been incorporated into refining development
options for advancing creative workspaces in the Downtown and adjacent areas.
As a preliminary scoping document, further sector analysis and development strategy
refinement is required on various platforms. However, the Cluster Development
Framework has provided an 'aerial view' of the creative sector in Kitchener and has
identified areas of opportunity for strategic investment as well as potential partnerships
to advance the agenda.
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Arts and Culture Cluster Development Framework 3
FOCUSING THE CLUSTER AGENDA
UNDERSTANDING THE CREATIVE ECONOMY
A dramatic combination of technological innovation, economic restructuring, and
demographic shifts is propelling profound changes in modern cities:
. digitalization and the internet are fundamentally altering how information
is shared, stored and consumed;
. the ascendancy of a knowledge-based economy has shifted the
foundations of wealth creation; and
. immigration is transforming the cultural landscapes of cities.
These dynamics reflect aspects of the incredible complexity of globalization - a process
that has transformed the role of cities and their regions as the primary nodes of
prosperity and development. The context that has emerged is one of constant volatility
driven by intense competition between city-regions to attract and retain the
increasingly urban and mobile 'flows' of people, capital and knowledge that are at the
core of advanced economies.
As a mid-sized city within a growing urban region, Kitchener's capacity to successfully
adapt to this pace of change requires a mindset of constant innovation in all spheres of
it's city-building - social, economic, environmental and cultural. Integrating these
factors of competitiveness, inclusiveness and sustainability in the 21 st Century is critical
to the city's short-term adaptability and long-term resiliency.
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Arts and Culture Cluster Development Framework 4
Within these challenging conditions, the emergence of the high-growth, globally
oriented creative economy has presented cities with a potentially powerful
development agenda that can be harnessed towards achieving a broad range of inter-
connected civic objectives. The creative economy is an aggregation of a complex
collection of industrial and creative sectors including design, media, advertising, film,
music, performing arts, publishing, and interactive software development. Conceived
of as a creative 'production chain'\ these industries form four key links:
. Creation/content origination
The multiple processes by which creative material and intellectual assets
are originated and produced - this 'stage' includes all creative forms
(images, ideas, compositions, designs, games, titles and packages)
. Manufacture
The making of 'one-offs', or proto-types, which may be reproduced later
plus specialist goods used towards creative production (such as paint
brushes, cameras and musical instruments)
. Distribution and mass production
Activities that channel content and services to markets (such as CD
replication, shipping and digital delivery systems)
. Exchange
The exhibition of creative products (for example, venue-based activities
undertaken in theatres, concert halls and cinemas) and the retailing of
products (such as books, CDs, games, or even products sold on the basis of
bra n d)
Kitchener is part of a broader region that has a strong foundation of assets on which to
build its creative economy2. While the base of the regional economy is dependent on
diverse manufacturing activity and education/knowledge industries, the potential
'added-value' of explicitly nurturing and developing nascent culture and creative
industry sectors presents an important opportunity to differentiate and advance
Kitchener's city-building agenda.
Kitchener's breadth of creative talent comprises a substantial foundation of creators,
performers, educators, and entrepreneurs that span across diverse sectors, disciplines
and organizations. According to the latest Census, nearly 800 artists live in Kitchener,
1 See The Cultural Economy (Andy C. Pratt - 2004) for a full description of this approach to analyzing the creative industries. This
differs somewhat from the classification noted in the City of Kitchener's Urban Investment Strategy: The Framework.
2 Based on recent research into the relationship between indices of talent, technology, creativity and diversity developed by Richard
Florida - see Competing on Creativity: Placing Ontario's Cities in North American Context (Gertler et al - 2003).
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Arts and Culture Cluster Development Framework 5
growing 31 % over the last 10 years with above-average concentrations in Musicians and
Singers, Artisans and Craftspersons3.
In addition to individual artists, Kitchener enjoys a substantial base of businesses
related to the design, culture and media industries. Kitchener has over 300 business
establishments in these industries4, with emerging presence in:
. Architectural, Engineering and Related Services;
. Advertising and Related Services;
. Computer Software Design;
. Specialist Design (interior, graphic);
. Music Production and Music Instruction; and
. Video Production.
Kitchener's proximity to Toronto presents both an opportunity and a challenge for
developing its creative industries. On the one hand, a growing number of creative
people are migrating from Toronto to Kitchener for affordability and overall quality of
life. Additionally, the region's renowned knowledge institutions are significant internal
generators of creative talent that contribute to the city's cultural and entrepreneurial
energy. However, Toronto's significant 'pull' as a global hub and cosmopolitan centre
requires an innovative strategy that is based on maximizing Kitchener's ability to
nurture and retain creative entrepreneurs and graduates5. A growing body of evidence
internationally highlights the importance of the relationships between individual
creative practitioners, businesses and broader cultural infrastructure.
ENHANCING THE CULTURAL ECOLOGY
The creative industries are recognized as a key driver in the transformation of modern
cities through their economic potential (including highly-skilled job growth and value-
added activity in other industries) but also through their positive externalities to
communities (including improvement of the physical landscape through design, image
generation, etc.). In the creative economy, it is increasingly recognized that:
. value is derived primarily from leveraging people's ideas,
. talent and investment is increasingly attracted by a city's quality of life
factors, and
. global competitiveness is enhanced through localized advantage.
3 See Hill Strategies Research Inc, Artists in Large Canadian Cities (2006) for analysis of 1991 and 2001 Labour Force data
4 Based on cross-referenced business datasets from 2006 INFO Canada, 2006 Tech Triangle and 2004 Kingston-Waterloo Arts Council
5 A comprehensive assessment of Kitchener's creative industry cluster is not included in this phase of work
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Arts and Culture Cluster Development Framework 6
These macro-level characteristics emphasize the strategic imperative for Kitchener to
understand and shape the dynamic intersection that occurs at the micro-level between
the creative economy and the place-based conditions that sustains it. While creativity
can not be engineered, the environment through which it is thrives can certainly be
understood, cultivated and sustained strategically. Maximizing the potential of the
creative economy in developing more liveable cities requires forging vital relationships
with the broader cultural fabric of a city.
Creative activity tends to cluster in areas of the city that demonstrate a distinctive
'milieu' - a place where the dynamics of authenticity, proximity, diversity and
connectivity converge to generate both the raw material and the product of creative
communities. The concept of a cultural ecology - a dense and connected system of
inter-dependent, multi-dimensional and dynamic infrastructure - is useful to understand
and leverage the potential of clustering creative activity in a city. Cultural ecologies
comprise a distinct and evolving blend of community, educational, recreational,
cultural, entrepreneurial, and entertainment venues and environments that generate
'thickness' in the creative fabric of a city. They provide the necessary infrastructure
that accommodates cross-fertilization between a varied mix of stakeholders and
interest groups, cultural producers, artists, entrepreneurs and residents.
Underpinning the formation and growth of a cultural ecology is the mix of 'hard'
infrastructure - workspaces, galleries, theatres, cafes, streets and public spaces that
provide critical social and economic spaces of interaction. These tangible elements of
urban form combine the functional with the aesthetic and the symbolic to provide vital
conduits for inspiration, connectivity and expression. Infused with a mix of uses,
meanings and experiences, these places reveal themselves as authentic, distinctive,
permeable and diverse 'habitats' that attract and sustain a diverse range of creative
activity.
Strategically developing and linking vital creative communities goes beyond the built
landscape to focus on the equally critical 'soft' infrastructure. Face-to-face
interaction, networking and flows of ideas - key drivers of successful clustering - are
supported by the density and diversity of collaborative partnerships, active
intermediaries, and cross-over initiatives that generate the more intangible qualities of
place.
Understanding this interdependence of creativity and place provides Kitchener with an
immense opportunity to re-frame its assets and leverage them more strategically to
drive competitiveness and cultural vibrancy. Successful regeneration enhances the
cultural ecology's sustainability and resiliency by focusing on the critical intersections
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Arts and Culture Cluster Development Framework 7
of creative people and unique places, a dynamic that serves to unlock the potential of
both. From this perspective, building Kitchener's adaptive capacity is an infrastructure
challenge to connect the creative economy and the cultural ecology more
comprehensively.
While it is important to effectively integrate the development opportunities of both
creative industries and the broader cultural fabric, the focus of this scoping study is on
the levers that can be engaged to support the vitality and sustainability of the cultural
ecology within the Downtown and adjacent areas. This approach responds to some of
the cross-cutting objectives of key strategic frameworks generated by the City of
Kitchener and its regional partners. However, it does not address the specific gaps in
sector development for the broader creative industries emerging in the region.
For the purposes of this report, three lenses that correspond to critical urban scales and
'habitats' are assessed to identify the development challenges and opportunities in
Kitchener:
. ENVIRONMENT (the overall policy, governance and leadership 'climate'
required for entrepreneurship and creativity to flourish);
. PLACE (the convergent 'landscapes' that cultivate and sustain the density and
diversity of interactions required to generate cross-fertilization at it's most
impactful); and
. SPACE (the catalytic 'seeds' that nurture collaboration and innovation).
Each lens provides a strategic context for thinking, planning and acting to enhance the
overall resiliency of the cultural ecology. Together, they provide an assessment
framework for retooling existing assets as catalysts, engaging new partnerships, and
generating substantial momentum for change.
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Arts and Culture Cluster Development Framework 8
CLIMATE: THE STRATEGIC CONTEXT
Selected Stakeholder Perspectives
'We need leadership and insight to bring things together'
'Commerce and culture are not celebrated together'
'Arts and culture is seen as a frill'
'Ways of thinking are too traditional'
'Political leadership feels like it needs to please everyone so they
tread too lightly'
'There is a tension between urban/suburban, economy vs. community'
'The desire and potential for change is there, but constraints exist,
both political and otherwise'
'We need a vision with a strategy behind it'
'The broader community is recognizing the value of new ideas'
'We are a city with a lot of possibilities'
'We are at the tipping point - the issue is how to connect our assets'
Strategic Alignment of Agendas
Assessing the policy and strategic environment generated by key agencies in Kitchener
provides an initial lens for assessing the level of integration between economic, urban
and cultural development agendas - a convergence that is critical to innovation in city-
building. Artscape has reviewed background reports generated over the last 5 years by
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Arts and Culture Cluster Development Framework 9
public, private and non-profit sector organizations that have been identified by City
staff as primary drivers in developing components of Kitchener's cultural ecology:
2002 Arts, Heritaqe and Culture Master Plan
The Master Plan recognizes the broad impacts and value that cultural resources
have on the social and economic development of a livable community.
Strategic priorities are focused on:
developing a stronger cultural heritage identity for the region;
building a stronger foundation for arts, culture and heritage within the
community through education and awareness;
encouraging a greater degree of collaboration across all sectors and
disciplines;
supporting opportunities for the development and sustainability of
existing organizations;
maximizing accessibility to arts, culture and heritage opportunities and
information.
2003 Reqional Growth Manaqement Strateqv (RGMS)
As a long term strategic framework for the Region's residential and
employment growth, the RGMS (and subsequent draft Official Plan policies)
recognizes the importance of investing in good urbanism practices that provide
the foundation for a strong creative community. These include:
Building Vibrant Urban Places - focuses on quality of life and re-
urbanization by encouraging downtown revitalization, urban amenity
development, heritage preservation, mixed uses, brownfield
regeneration, cultural diversity, and balanced live/work opportunities.
Fostering a Strong Economy - focuses on improved policy and project
coordination to support competitive regional sectors through
entrepreneurship development, infrastructure partnerships and
diversification initiatives.
These two strategic goals are translated to a large degree into the Draft
Official Plan policy structure under the broad thematic area of 'Rethink,
Reinvent and Reurbanize'.
2004 Culture Plan /I
The City's Culture Plan focuses on a broader interpretation of culture than the
Regional Master Plan, reflecting a strong association with the Healthy
Communities Model and the creative economy. Culture is identified as being
instrumental to:
attracting and retaining skilled workers;
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Arts and Culture Cluster Development Framework 10
undertaking community and economic development;
revitalizing the downtown area;
developing overall community health and vitality; and
developing creative and knowledge-based economic clusters.
Three focus projects were identified in 2006 as priorities for the initial 3-year
implementation phase of the Culture Plan:
development of a Community Investment Strategy that supports
organizational capacity building;
preparation and submission of a Cultural Capitals of Canada proposal;
development of an Arts and Culture Cluster Strategy.
2005 Urban Investment Strateqv Emerqinq Clusters: The Framework
The City has identified Arts, Culture and Creative Spaces as a target cluster for
investment based on five rationales:
arts engage cultural diversity and welcome talented immigrant labour
force;
amenities and creative spaces attract and retain knowledge based
workers;
collaborative, cultural projects revitalize urban spaces;
festivals, events and cultural destinations enhance tourism spin-offs; and
sectors of arts and culture can develop into industry clusters unto
themselves.
The Framework advances an overall goal of 'fostering emerging cluster
development of knowledge based industries', with emphasis on collaborative
activity with cross-sectoral partners and cluster analysis/ strategy development.
Translating the Arts and Culture Cluster component of the Framework into
strategy is the focus of this report.
Downtown Strateqic Plan - Volume 1- 1/1
The City has identified four strategic Downtown districts with distinct
characteristics, functions and assets:
Civic District - regional centre for government and the performing/visual
arts (Centre in the Square and K-W Art Gallery;
Market District - multi -cultural flavour focused on public market
development and blend of ethnic restaurants and shops;
City Centre District - eclectic mixed use area accommodating a range of
education and community institutions as well as the primary focus of
office, entertainment and smaller scale cultural uses (Centre Block
redevelopment area is also located in this district);
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Arts and Culture Cluster Development Framework 11
Warehouse District - former factories and warehouses that are
accommodating significant adaptive reuse (studio lofts, professional
offices, Waterloo campus development).
Numerous culture-based revitalization strategies are proposed, focused on
leveraging the unique characteristics of each district, including:
tourism marketing;
public art;
creative production spaces;
exhibition and performance venues;
heritage preservation and interpretation;
partnership development; and
street animation, festivals and events.
2006 Help Desiqn Downtown Survev Results
The City has recently completed a public survey that is intended to inform the
development of an urban design strategy for Downtown. The outcomes of the
survey illustrate a strong preference for urban environments that are
pedestrian scaled, economically vital with active ground-floors, well-designed,
culturally animated, and more cosmopolitan in their diversity of experiences.
2006 A Plan for A Healthv Kitchener
Compass Kitchener and the Healthy Communities Working Group have jointly
prepared a strategic plan that expressed key values, principles and strategic
directions for future investment in Kitchener's communities. Based on an
extensive community engagement process, the recommendations forwarded
reinforce the ongoing implementation of Culture Plan II as well as relevant
intiatives connected to reurbanization, heritage resource management, non-
profit organizational support and cluster-based economic development.
2004 Movinq Our Economv From Good to Great
The Prosperity Council - a federation of industry-based organizations in the
Waterloo Region - has identified arts and culture investment as a strategic
priority. Through the creation and funding of a regional development and
promotion body, the Council has identified a number of initiatives focusing on:
developing Live /Work Zones for the artistic community;
enhancing the Endowment for the Arts in the region;
encouraging the development of business leaders in the arts; and
promoting and supporting the artist-in-residence concept within business
and non-profit associations.
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Arts and Culture Cluster Development Framework 12
Additional suggestions identified from the Arts Task Force include creating an
outdoor regional summer art exhibition, establishing two or three major events
and developing an artists' production incubator.
The background review identified a substantial level of alignment in strategic intent
among the key agencies connected with cultural and creative infrastructure in
Kitchener. The policies and strategies articulated by the various interests have
different motivations, however there are several potential cross-over areas of interest
that can provide platforms for partnerships:
entrepreneurial capacity building of the arts and culture sector,
'hard' infrastructure development,
animation/community engagement, and
collaboration / networking.
Cross-appointments of board representation between the various leadership groups (e.g.
Arts and Culture Advisory Committee, Culture Plan II Implementation Team, Prosperity
Council, etc.) has created opportunities for increased understanding and enhanced
levels of collaboration. However, strategic partnerships for implementation of
innovative projects and programs remain limited.
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Arts and Culture Cluster Development Framework 13
PLACE: CONFLUENCE OF ECONOMY AND ECOLOGY
Selected Stakeholder Perspectives
'There is a an emerging downtown culture that values the edginess of the
currently reality there'
'Hubs such as City Hall, the Rotunda Gallery, CAFKA and Globe Studios are
creating a critical mass in the Downtown'
'We need more people living and working in the core (live/work space, people
presence, residential over mainstreet retail)'
'Arts entities are too dispersed - there is a lack of creative clustering in the core
to build on'
'Emerging businesses connect the older warehouse district to the city'
'Research institutions like the School of Pharmacy (brings people downtown,
investment into idle sites, heritage preservation, street-scaping, etc.)'
'Event mindset needs to change - one-time attractions vs. ongoing and
sustainable initiatives that put roots down'
Developing a Fertile Downtown
Cities with vibrant creative communities have managed to develop dense concentrations
of creative production and consumption activity supported by a fabric of cultural and
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Arts and Culture Cluster Development Framework 14
creative infrastructure. While distinct in each community, success factors6 for places in
which creative communities thrive include:
Activitv - economic, cultural and social
diversity of activity
independent businesses
evening and nighttime activity
active street life and building frontages
visible and active institutions and linking organizations
cultural production and consumption venues at a variety of scales
public places animated through festivals and events
dense networks of small firms (particularly in creative and cultural
industries)
skilled, educated and creative people living and working in the area
access to education providers
Built Form - relationship between buildings and spaces
design quality in the built form
fine grain urban morphology
variety and adaptability of building stock
permeability and legibility of streetscape
amount and quality of public space
active building frontages
MeaninQ - sense of place, historical and cultural
important meeting and gathering spaces
sense of history and progress
strong identity through imageability (impressions) and legibility
(coherence)
design appreciation and style
It is clear from the background review, stakeholder interviews and workshop that
Kitchener's Downtown area is considered to be the most significant focal point for these
types of qualities. Figures 1-3 on the following pages illustrate the existing clustering of
6 Adapted from criteria utilized in Australia and England - see Cultural Quarters as Mechanisms for Urban Regeneration (John
Montgomery - 2003)
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Arts and Culture Cluster Development Framework 15
creative enterprises, support/ production activity and consumption venues? around the
Downtown and adjacent neighbourhoods. Connecting a broad range of creative activity,
much of Kitchener's 'soft' infrastructure - events, gathering spaces, and networks - is
focused in the Downtown including:
collaboration facilitated by talent movement between organizations in
close proximity (e.g. theatre technicians, university faculty members);
Tapestry's emerging network organization;
partnerships around festivals (CAFKA, Open Ears);
institutional collaboration (e.g. Philharmonic, Symphony and Laurier
Faculty of Music; City of Kitchener, Artery Gallery and U of Waterloo Fine
Arts Department); and
cross-sectoral partnerships (e.g. Perimeter Institute and K/W Art
Gallery) .
The Downtown is also supported by interesting and unique residential communities that
blend character, liveability and affordability that is attractive to local artists, creative
entrepreneurs and urban markets. As such, it is beneficial to consider the Downtown
and its adjacent neighbourhoods as an integrated whole.
From a strategic perspective, the Downtown represents the area of the city where many
interests intersect - a potentially fertile context for collaboration that is relevant to
creative practitioners, cultural leaders, economic developers, and business interests.
The City of Kitchener has recognized Downtown's critical function as an arts and culture
hub and has communicated its intention to leverage its Downtown assets more
proactively through a number of policy documents, cross-sectoral partnerships and
investment mechanisms.
7 These maps were generated by Wilfred Laurier's Department of Geography for illustration purposes only - data accuracy issues are
identified in Appendix 3
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Arts and Culture Cluster Development Framework 16
Figure 1 - Creative Enterprise Clustering
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;_'- " . ....' '..:. ~ "... ,....1
1lWaI~
;'~..~~
:~~~~
~
~.-o, _
~
, . " ' . - ,~
I~~-~
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. \
...\. ART.CAP.
~~
Figure 2 - Creative Support and Production Clustering
I.
~
-- .~
L,,~'~wA. ~~~~tE\
. i.l.W~ ~p,~
...\. ART.CAP.
~'"T_C ~
....-. - .
. -."
~
Figure 3 - Cultural Consumption Clustering
,~
.
II
..
.
-l1li
m,~~
~,"~I~
~~R~i~~ .~
~~'. _--.' __-.~~, m 'A~_
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...\. ART.CAP.
11_
~~
SPACE: CREATIVITY AT WORK
Selected Stakeholder Perspectives
'There is amazing support from the community around cultural projects'
'The idea of a multi-use space is right for Kitchener. There are more and
more artists emerging, and small theatre groups forming'
'On the ground, the cultural scene is weak and neglected'
'The arts scene is very underground and insular - not obvious to the general
public'
'It is hard to rent studio space because I have found a lot of property owners
not willing to rent to artists'
'These warehouses provide great studio space, but I don't consider it to be
very safe at night'
'There is limited connection between the visual arts and theatre'
'We need artists living and working downtown'
'We critically need stable rehearsal space, workspace and studio space as a
basis for as strong arts and cui tural sector'
'Spaces are there, but their potential are not maximized'
'Artists and arts organizations do not own their spaces - we need anchors'
Uncovering Creative Infrastructure B: Entrepreneurship
Aside from major cultural institutions, the structure of the cultural and creative sector
is comprised predominantly of micro-enterprises, many of which are home-based. They
rely on loosely organized, place-based networks of people with similar lifestyles and
professional backgrounds to develop collaborations, incubate new products, and access
...\. ART.CAP.
Arts and Culture Cluster Development Framework 20
new markets - this is as significant whether speaking of individual artists or small web
design firms. As such, much of the infrastructure required to nurture and sustain
creative entrepreneurship exists in spaces and environments that are not associated
with formal organizations or established institutions. Identified by workshop
participants, Kitchener's cultural ecology is underpinned by a mix of cultural and
creative infrastructure that ranges in size, scope, quality and access.
Studio/Work Spaces
Anecdotal evidence suggests that significant levels of cultural production occur within
the Warehouse District's former industrial buildings, including studios that
accommodate visual artists, artisans and small creative industries (e.g. Glove Factory,
Lang Tannery, King Furniture, Boehmer Box building, Gay Isber's studio, Sugar Beads,
and the Duke Street Fire Hall studios and gallery). Many spaces are sub-standard
accommodations with limited amenities and poor security. Technology firms have also
located in the District, attracted by the character, spaces and proximity to the business
districts and educational institutions in Waterloo and Kitchener. Outside of the formal
Warehouse District, Globe Studios was identified by numerous stakeholders as a
building-based hub for creative activity, blending a range of multi-functional spaces and
programming opportunities for Kitchener artists and cultural organizations.
Over half the artists surveyed (56%) indicated that they derive their living from a field
related to arts and culture. Of those respondents, 65% presently have dedicated studio
space within their home, while 15% rent space at a separate property, and an additional
15% currently do not have the space they need. Whether making a direct living from arts
and cultural practices or not, most artists who participated in the survey worked from
their home (52%) in small spaces predominantly under 350 ft2 (42%). Approximately half
(54%) of all respondents own their living accommodations.
Informal Communitv Spaces
Downtown churches and the bus terminal provide space for concerts and buskers while
organizational meeting space and community performances occur at various multi-
purpose venues including the Multi-Cultural Centre, Downtown Community Centre and
Adult Education Centre.
Formal Communitv Spaces
Artery Gallery brings in student shows from University of Waterloo as well as other
universities, colleges and individuals (though continued operation in its current location
is at risk due to the Centre Block redevelopment). Registry Theatre provides affordable
theatre space to community groups, thriving due to its adaptability and relative
affordability.
...\. ART.CAP.
Arts and Culture Cluster Development Framework 21
Institutional
Anchored by the Centre in the Square (which includes the K-W Symphony, Philharmonic
and Art Gallery), a significant concentration of public cultural institutions exists that
includes Theatre & Co, City Hall, the Kitchener Public Library and the K-W Children's
Museum. With varying degrees of stability and range of programming, these represent
the bulk of civic investment in cultural provision.
Informal Commercial Spaces
Certain cafes, bookstores and restaurants have been identified that exhibit art or
accommodate live music - these informal spaces are critical to the overall ambience of
place and social networking venues (e.g. City Cafe, Matter of Taste, The Aporia and
Classico's). These represent the critical '3rd places' between home and work that
provide opportunities for developing social networks.
Formal Commercial Spaces
The area has a range of bars and clubs that operate as formal venues, with a particular
focus in music including Club Renaissance and Club Abstract. A limited range of
commercial galleries and arts-based businesses provide a mix of showcase and retail
opportunities for creatives (including Zero to 1, 2nd Look Books, Encore Records and
Photi Glass). Significant media industries (e.g. radio stations, The Record) anchor the
downtown as major employers, generating supply chain opportunities for creative
professionals.
Animated Open Space
From the expanses of Victoria Park and Civic Centre Park to more intimate
neighbourhood spaces such as Hibner Park and Hilmar Park, these locations
accommodate a full range of small and large scale community celebrations, public art,
music festivals and event programming year-round including the Blues Festival,
Oktoberfest, and classic auto show. King and Queen Streetscape investments have the
potential to enhance their function as people-places and better connect them as a more
cohesive system of pedestrian, 'lifestyle' corridors.
...\. ART.CAP.
Arts and Culture Cluster Development Framework 22
--. ~~~~. ~~
.~ =--' _... :.~_ _ ---=_II!: .~.."......" J- .~__ ~""~ ~~
...\.
ART.CAP.
STRATEGIC 01 RECTIONS
Balancing 'Excellence' with 'Engagement'
Over the last decade, demographic and labour market change in Kitchener has
generated a transformative effect on the landscape of the city. Ethnically diverse
communities, students and knowledge workers are influencing the cultural make-up of
the region - each requiring the City to rethink its understanding of culture and creative
activity. Traditional municipal investment focus on large cultural institutions must be
diversified to incubate innovative new platforms of creative production and
consumption that include youth culture, technology and cultural fusion. Strategic
partnerships undertaken by the City of Kitchener must emphasize' lived culture' and
innovative 'hybrids' that leverage synergies of consumption and production.
Enhancing Cross-Sectoral Leadership
Traditionally, city-builders have worked to advance various aspects of creative
communities through a range of independent disciplines including arts and culture, land-
use planning and economic development. Often however, these initiatives are poorly
integrated and do not achieve the critical mass or diversity of activity required to
sustain their vitality over the long-term. 'Branded' cities with limited authentic
product, cultural districts that become islands for tourism, main streets devoid of
distinctiveness and mixed-use, knowledge centres that are disconnected from the
community, and vital artistic enclaves that disintegrate through gentrification - each
are examples of the risks taken when the creativity agenda is not undertaken
comprehensively.
...\. ART.CAP.
Arts and Culture Cluster Development Framework 24
With broad public participation in the Culture Plan II process and an economic
development strategy focused on the 'creative city' agenda, there appears to be
significant convergence of political and community will for arts and culture investment
in Kitchener. Effectively connecting strategies focused on developing the creative
economy and cultural ecology requires substantial efforts to overcome operational silos
and develop a shared purpose among cultural, economic and urban stakeholders.
However, the density of networks and overall connectivity across the creative
production chain and across traditional sectoral, institutional and locational boundaries
in Kitchener does not work as effectively as it might to develop a cohesive and vibrant
cultural ecology, let alone a strong industrial cluster.
To mitigate the risks inherent to a fragmented civic leadership on creative city-building,
the City of Kitchener can facilitate the development of a flexible and action-oriented
forum that engages the artistic community, knowledge centers, cultural institutions,
major downtown property owners, and regional creative industries. The intention for
such a round-table would be to investigate collaborative projects and facilitate
networking opportunities that counters isolation among the key stakeholders associated
with the creative city agenda in Kitchener. Key focal areas may include bridging the
technology / arts communities, mapping the creative sector and youth engagement.
Developing and Promoting Creative Sector Intelligence
A critical need exists in the region for understanding creative industry activity and its
implications for economic development. Limited data and knowledge exists around sub-
sector concentrations, labour markets, inter-firm networks and supply chains,
knowledge transfer, and barriers to growth/support needs. Sector mapping and
engagement would be a critical first step for assessing the City of Kitchener's
intermediary role in the creative industries. Partnerships with regional organizations
and knowledge institutions to undertake a cluster-based mapping of Kitchener-
Waterloo's creative industries could leverage and enhance existing research activities
currently underway through the University of Waterloo and Wilfred Laurier).
Placing Entrepreneurship at the Core of the Warehouse District
Kitchener is experiencing the initial waves of residential intensification in the
Downtown as the market for urban loft-living brings a wealthier demographic to the
area. The Kaufmann, Mansion Street, Arrow and Eaton loft projects are responses to a
growing market demand for unique living spaces that are close to downtown amenities.
At the same time as these adaptive reuse projects achieve important objectives for
Downtown revitalization (e.g. housing provision, brownfield regeneration, retail market
development), the potential loss of affordable live and work space for creative
entrepreneurs through gentrification exists. The confluence of studio space at Duke and
...\. ART.CAP.
Arts and Culture Cluster Development Framework 25
Breithaupt Streets (e.g. Isber studio, Fire Hall, Boehmer Box Building) illustrate a
potentially vibrant node of artist and creative entrepreneurship that the City can
enhance through a pilot multi-tenant studio project. While located outside the formal
Warehouse District, partnership with Globe Studios to redevelop the former St. Joseph
School may provide an additional opportunity to enhance their operational stability and
build further critical mass while repurposing an underutilized public asset.
Anchoring Creativity in the Centre Block Redevelopment
While not included in the current Request For Expressions of Interest process for the
Centre Block, there is a substantial opportunity to leverage public ownership of the land
and the Economic Development Investment Fund to signal the City's intention to anchor
culture and creativity in the site's redevelopment. While the Downtown Library
relocation proposal may have been a lost opportunity to rethink its role as a multi-
media learning centre, anchoring a portion of the site with an innovative cultural use
would ensure the Centre Block becomes an important creative 'hub' (e.g. relocating the
University of Waterloo's Department of Fine Arts to provide further development of
both the Arts and Culture Cluster and the Knowledge and Education Cluster; affordable
ground floor cultural space in exchange for added development density).
Shaping an Emergent Arts District
The regional importance of the cultural institutions in Downtown Kitchener provides a
foundation on which to leverage and promote a more cohesive identity for the facilities
as a collective destination for Kitchener residents and tourists. Recent research
indicates that connectivity exists within the arts and culture sub-sector8 throughout
Kitchener - existing partnerships and collaborations the Philharmonic, the Symphony and
the Laurier Faculty of Music; the Visual Arts Alliance and the festival networks
generated through CAFKA, Tapestry and Open Ears reflect this to a degree.
As a potential spin-off of 'The Alliance for a Grand Community' proposal, linking the
major institutions more effectively through co-marketing, networking, programming
collaborations, etc. would provide a more substantial tourism product and potentially
encourage improved stability in the facilities' operations. Connecting Your Kitchener
Market operations more intimately with this intiative (e.g. transforming the 'locus' of
festival programming from City Hall to the Market, repurposing a portion of the Market
space) would catalyze additional synergies and further enhance the potential of an
underutilized civic asset.
8 Research undertaken in 2006 by the University of Waterloo on the Creative Cluster in Waterloo Region
...\. ART.CAP.
Arts and Culture Cluster Development Framework 26
Creating an Entrepreneurial Leadership Mechanism
Investigate opportunities to create a public-private, not-for-profit Downtown
Development Corporation focused on civic improvement initiatives on under-developed
sites in the Community Improvement Area boundaries. Similar to the private sector
approach of Sudbury's Downtown Village Development Corporation, the organization
would be established with a project-oriented organizational structure to identify
priority projects, conduct preliminary research and create collaborative partnerships for
implementation. Using the Edmonton Downtown Development Corporation9 as a
potential model, a proposed Kitchener corporation could be formed for the purpose of
advocacy, leadership and sectoral partnership, with additional focus on leveraging
public land assets for creative sector incubation. This would require predictable, long-
term funding for operations as well as a development fund for undertaking projects.
9 See Refocused, Restructured and Renewed (Edmonton Downtown Development Corporation, 2004). The EDDC has undertaken
numerous adaptive re-use projects and manages the Downtown Arts District.
...\. ART.CAP.
Arts and Culture Cluster Development Framework 27
ADVANCING THE FRAMEWORK - DEVELOPMENT
CONCEPT SCENARIOS
Selected Stakeholder Perspectives
'Has to mobilize existing assets and be organic'
'Focus the vision on assets that are real, authentic and relevant'
'Support cultural "Mavericks" but know when to back off and let them
flourish'
'Develop synergy between the general public and the arts'
'We need to layer experiences'
'It should be balanced with a number of different types of spaces and
uses from production, to learning, to showcasing'
'Needs to be allowed to grow organically, not a big investment with a
forced fi t '
'Start with small interesting things, takes baby steps and show that
there is momentum'
'Commercial galleries and studios should be encouraged to set-up in
the core and public and community facilities in the neighbourhoods, as
people tend to start grass-roots organizations where they live and
travel into the core for one time or "quick-fix" type of entertainment'
'Encouraging creative hubs on the edges of downtown will benefit the
central downtown'
...\. ART.CAP.
Arts and Culture Cluster Development Framework 28
'To make an interesting arts area, the space must be affordable, there
needs to be cafe's to attract people, the area needs to be well lit and
safe'
'The question is not a matter of facilities alone, but facilities that are
available free or at a low cost'
'In order to accommodate this kind of artistic growth and expansion,
art studios and several performance spaces would be needed'
'Mixed use space between arts/ non-arts businesses is as important as
mixed use by different types of art - different kinds of synergies result'
'Multi use "accelerator" centre for early stage and start up technology
focused businesses would be great'
Artistic Disciplines
The survey was completed by a total of 14 organizational respondents (9 non-profit
organizations, 3 creative sector businesses and 2 educational institutions) and 50
individual artists from a range of disciplines:
Painting/Drawing
Writing/Literary Arts
Sculpture
Arts Instruction
Arts Administration
Mixed Media
Photography
Music (Vocal/Instrumental/Composition)
Art Gallery
Publishing
Video/Film
Ceramics
Poetry
Printmaking
Theatre Arts/Acting
Other (small press & bookmaking)
Arts Advocacy/ Services & Support
Performance Art
Music Production
Dance/Choreography
Fiber Arts (weaving, textiles)
Crafts
Glass
Design
Graphic Design/New Media
Heritage ___
Archiving/Curating _
FolkArt _
Architecture (including Landscape) _
0%
10%
20%
30%
40%
50%
60%
...\. ART.CAP.
Arts and Culture Cluster Development Framework 29
Tenant Mix B: Services
For individual artists, studio space was obviously considered to be paramount, whether
provided in work-only (80%) or live-work (74%) environments. Synergy with a variety of
commercial and not-for-profit uses (e.g. galleries, creative sector enterprises and arts-
based retail) was also identified as being attractive. To enhance the creative production
activity within the building, exhibition space, business infrastructure, social venues and
performance/rehearsal space were seen as priority additional services made available.
Artist work studios
Artist live/work studios
Non-profit organizations
Commercial galleries
Creative sector businesses
Designer/Maker Retail
Other (visiting artists, dark
room/photo suites)
0%
10%
20%
30%
40%
50%
60%
70%
800/0
900/0
Bar
Gallery/exhibition space
Shared copiers, fax, etc"
Cafe
Broadband internet
Community meeting space
Performance space
Rehearsal space
Retail
Garden
Restaurant
Daycare
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
...\. ART.CAP.
Arts and Culture Cluster Development Framework 30
For cultural organizations and businesses 10, standard office spaces and cultural
programming spaces were considered priorities for their operations, followed by
ancillary spaces such as classrooms, box office, storage and additional rehearsal space.
Administrative space (e.g. offices,
reception)
Conference room/Meeting room
performance or productions (e.g.
theatre)
Gallery space/Display space
Specialized work spaces (e.g. recording
studio, dark room)
Classrooms
Ticketing/Box office
Collection/archival storage space
Rehearsal space
Banquet facilities
Retail space
Individual artist studios _
0%
10%
20%
30%
40%
50%
60%
70%
80%
...\.
10 While the survey response from organizations (14) is not sufficient to generate reliable statistics, output from
specific questions have been included for illustration purposes only.
ART.CAP.
Arts and Culture Cluster Development Framework
31
...\.
Space Characteristics
The most critical space characteristics identified by artists were natural light (80%),
high ceilings (45%), special ventilation (37%), soundproofing (37%), additional storage
(27%), and access to retail and exhibition space (27%). On-site parking was also
considered to be a 'need to have' by 58% of the respondents with only 18% suggesting it
was 'not important'. Priorities for shared resources (Le. considered under 'common
area' costs) focus on gallery space (35%), office equipment (27%), classrooms (27%) and
a range of discipline-specific 'dirty' rooms.
Natural light
High ceilings
Special ventilation
Soundproofing
Additional storage
Access to retail, exhibition space
High-load bearing floors
Oversized doors
High-speed data lines
Special wiring
Floor drains
Special plumbing
Sprung floors
Other (child-proof area)
Wheelchair access
Gallery space
Color copier/office equipment
Classrooms
General purpose studio space
Metal/wood shop
Paint room
Ceramics studio/kiln
Rehearsal space
Retail space
Outdoor work area
Printmaking facilities
Dark room
Conference room
Recording studio
Theatre/Performance space
Other (common room, child care)
Video/film projection
Glass hot shop
ART.CAP.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Arts and Culture Cluster Development Framework
32
Market Demand
Limited interest in relocating, expanding or launching new enterprises in a new facility
was communicated by organizations/ businesses who responded to the survey (86% are
not looking to relocate - a majority are expecting to expand within their existing space).
However, 4 respondents were 'Very to Extremely' interested in becoming part of a new
multi-use creative facility with a similar number looking to rent space on a short-term
or occasional basis (gallery and theatre/performance space showing the highest
demand).
A much stronger market for artist studio space and live /work space was identified
through the survey with 80% of respondents interested in leasing space in an affordable,
creativity-based facility. While a majority of the respondents preferred private, secure
workspace (82%), 20 artists would consider limited space sharing arrangements
(between 2-3 people) and 6 artists would consider fully communal, open workspace.
Strong preference for private space was identified by artists working in Painting/
Drawing, Sculpture, Photography and Mixed Media, whereas communal and limited
shared space was acceptable to a broad range of artistic practices, particularly those in
Arts Instruction, Video and Film, and Crafts.
Average floor area required for artist studio space ranged between small units of 100-
300 ft2 (36%), medium sized units of 300-700 ft2 (36%) and larger units of over 700 ft2
(28%). The monthly costs for the 6 respondents who have rental workspace outside of
the home were primarily less than $400 per month with a majority of units below 350
ft2. Likewise, 76% of those that currently have dedicated workspace within the home
indicated that their average monthly price threshold for new rental space would also be
$400 or less. On a net rent basis (Le. without utilities), most artists would consider rent
between $3-5/ft2. 27 potential tenants would be ready to lease within 12 months, and
an additional 13 would be available after one year.
Of those artists interested in a live/work unit (41 respondents), 34% would require 500-
1000 ft2, while 36% would requi re units between 1000-2000 ft2. Over half would sign a
1-3 year lease with 22% of renters available within a year.
Feasibility Study Process
In order to address the market demand for studio space, feasibility studies must be
undertaken to:
refine the vision and articulation of program components;
develop community engagement opportunities;
assess preferred locations for development;
assess capital investment requirements and budget estimates;
...\. ART.CAP.
Arts and Culture Cluster Development Framework 33
generate conceptual development scenarios;
develop five-year operating budget forecasts;
scope funding sources; and
propose implementation strategies.
The following criteria can be utilized to assess possible development sites:
Accessible to downtown by foot
Proximity to public transit
Car parking nearby (visitor)
LOCATION Car parking potential (tenant)
Quality of areal environment
Proximity to cafes, retail and other cultural venues
Special features/value added (views, neighbours, etc.)
SITE
Size: accommodate a building footprint (on several levels) of over 25,000
ff
Size: potential for adjacent/mixed development (potential for cross-
subsidy)
Size: potential for adjacent/integral exhibition space
Potential for specific facilities (rehearsal studios, etc.) - height, column
spans, sound attentuation, etc.
Building Code compliance issues
Designated / listed status
Planning restrictions
Circulation potential
Subdivision potential (variety of units and tenure)
Entrance/reception - aspect to street (tenant)
Entrance / reception - aspect to street (visitor)
Building quality - aesthetic
Building quality - condition, cost implications, suitability
Elevator access/ docking Facility
Connectivity (broadband)
DELIVERY
Overall suitability
Cost effectiveness
Ownership
Acquisition potential
Delivery programme potential
...\. ART.CAP.
Arts and Culture Cluster Development Framework 34
Concept 1: Small Scale/Multi-Purpose Facility
London Arts Project - Canada
The Arts Project is a 15,000 ft2 multi-disciplinary centre in Downtown London, Ontario
owned and operated by a not-for-profit charitable organization. The facility comprises
a main gallery (space for 300 people), 100 seat "black box" theatre, workshop and
rehearsal space, private 200-600 ft2 artists studios and organizational office space.
Arts Project hosts exhibitions and theatrical performances as well as concerts,
openings, seminars and performances. Local business groups use the facility to
encourage creative thinking including TechAlliance's Emerging Leaders forum. The
Arts Project also has a partnership with the University of Western Ontario Centre for
Continuing Education hosting 6-8 week courses in acting, singing, musical theatre,
drawing and painting. 75% of its operating budget is through earned revenue with the
remainder covered by grants and fundraising.
Free Form Hot House - United Kingdom
Hot House is a 12,000 ft2 specialist entrepreneurship centre located in East London,
U. K. Owned and operated by Free Form Regeneration Arts Trust, the building has
transformed a derelict and contaminated brownfield site and adjacent railway arches
into a thriving creative asset for artists, design professionals and the broader
community.
Eight 'arch' units range from 579 ft2 to 846 ft2 and are provided at below market rates
to creatives - it has become a multi-disciplinary space that involves production
studios, photo facilities, galleries and meeting space, in addition to tailored programs
that meet the artist's needs. The centre provides an accredited 20 week course to
train artists as professionals in the areas of project management, fundraising,
marketing and communications and financial planning. Networking and learning
exchanges happen through the provision of seminars that focus on public art and
regeneration, as well as workshops on digital photography, drawing and other creative
curriculum. Free Form's 'Creative Routes' offers both young people and adults the
opportunity to learn about improving their neighbourhood environment through a
range of courses, seminars, resources, work-based training and one to one mentoring.
The entire Hot House development was undertaken without arts-specific funding,
signaling the breaking down of boundaries between arts and other disciplines and the
increasing recognition of the arts contributing to broader public policy objectives.
Free Form originally bought the site for Hot House for (86,000. By 2006 the total
development (including both phases) has been valued at (6 million. The first phase
...\. ART.CAP.
Arts and Culture Cluster Development Framework 35
cost Free Form (2.2 million to complete. This included the site purchase, soil
remediation studies, development and construction costs and outfitting of the building
with digital capabilities
Concept 2: Multi-tenant Studio Complex
Case Goods/Cannery Warehouse - Canada
The Case Goods/Cannery buildings are two separate but physically connected buildings
operated by Artscape in the Distillery District. Spread throughout 72,000 ft2, the
facility accommodates an eclectic mix of 25 artists' work studios for visual artists and
writers; 13 retail studios for visual and textile artists, jewelry and furniture designers,
art galleries, and a Japanese paper maker; as well as 22 spaces for galleries,
performance studios, and offices for non-profit arts organizations.
Artscape financed the $3.4 million renovation project from a blend of Culture Spaces
Canada grants, developer contributions through Section 37 of the Ontario Municipal
Planning Act, and private financing. A development corporation, Cityscape, and
Dundee Realty Corporation own and operate the Distillery Historic District as a for-
profit arts, culture and entertainment centre.
Concept 3: Live/Work Studio Development
Artscape Housing at 900 Queen St. W. - Canada
The 900 Queen West project adapted an existing 3-storey industrial building (with
basement) dating from the turn of the century to an affordable living and working
accommodation for artists. The 30,000 ft2 project included 15 rent-geared-to-income
and 7 market rate live/work apartments on the upper three floors with 6 additional
work-only units in the level below grade. Heavy timber construction structure
provided tall ceiling heights, a deep floor plate allowing for generous unit sizes,
generous existing window areas, a working freight elevator and a full sprinkler system.
Unit design is based on the provision of a service core within each unit, which includes
a minimal kitchen, bathroom and a large storage room. Artist tenants have
transformed the former used car lot adjacent to the building into an intimate
community garden and gathering place.
Funding support for the project was provided by the Ontario Ministry of Municipal
Affairs and Housing, Ministry of Culture and City of Toronto.
...\. ART.CAP.
Arts and Culture Cluster Development Framework 36
APPENDIX 1 - CONSULTATION PARTICIPANTS
Artscape would like to acknowledge the following people who gave their time to
participate in our consultation activity for this project:
Alan Sapp
Alf Bogusky
Alison Burkett
Allan Mackay
Amy Rage r
Ann Pappert
Ann Roberts
Barbara Carmichael
Barbara Jenkins
Bernie Nimer
Betty Reinders
Bonita Mason
Bren Pearce
Bruce Taylor
Cathy Gravelle
Cheryl York
Christy Haldane
Cory Bluhm
Dan Donaldson
Dave Fox
Dave Thompson
Deb Robert
Debra O'Connor
Don Bourgeois
Doug Paterson
Edith Gruber
Edmond Pries
Faith Hieblinger
Gabriella Currie
Gary Kirkham
Glen Woolner
Gloria Kagawa
Hanne Lore Koehler
Hector Vasquez
Howard Dyck
Isabella Stefanescu
Jamie Hill
Jan Fretz
Jane Hook
Jenn Smith
Jordan Gruber
Judy Stephens-Well
Judy Welsh
Julia Horgan
Julianna Yau
Julie Marshall
Justin Illig
K. Borgers
K. Jennifer Bedford
Karen Killeen
...\. ART.CAP.
Lost & Found Theatre
Kitchener Waterloo Art Gallery
Gallery on the Grand
Artist
Artist
City of Kitchener
Art i s t
Wilfrid Laurier University
Wilfrid Laurier University
Private Real Estate Developer
Artist
Artist
K-W Weavers' & Spinners' Guild
University of Waterloo - Fine Arts
City of Kitchener - Mayor's Office
City of Kitchener
Art i s t
City of Kitchener
KW Symphony
Artist
Artist
Consultant
Artist
The Registry Theatre
City of Kitchener
Artist
CityCorp Real Estate
Director, Homer Watson House & Gallery
Grand Philharmonic Choir
Artist
Downtown Advisory Committee
Art i s t
Artist
Artist
KW Philharmonic
Globe Studios
Spectrum Resources
Art i s t
Artist
Artist
Artist
Region of Waterloo Arts Fund
Cambridge Sculpture Garden
Art i s t
Artist
City of Kitchener
Artist
Art i s t
Art i s t
City of Kitchener - Market
Arts and Culture Cluster Development Framework 37
Kate George
Kelly Steiss
Ken Currien
Laura Pascoal
Lauren Hall
Len Carter
Leon Bensason
Lisa McCallen
Liz Dent
Lynda Schneider
Majdi Bou-Matar
Marg Mallory-Smyth
Margaret Nally
Marilyn Batte
Mark Resmer
Martin de Groot
Maxine Graham
Melissa Doherty
Miklos Legrady
Mitchell Fasken
Natalie Prevost-Mero
Niall Donaghy
Paddy Gillard-Bentley
Peter Hinchcliff
Rob Ring
Robert Achtemichuk
Rod Regier
Rodrigo Perez
Roger Farwell
Ryan Mounsey
Sandy Bethell
Sandy Curzon
Scott Spidell
Shelly Adams
Sherryl Petricevic
Silvia Wright
Susan Zender
Tammy Foster
Thera Ip
Thomas McGary
Tim Mitchell
Tracey DeVille
Valerie Bradford
Victoria Bugdal
William Downey
...\. ART.CAP.
Grand Exposition / Arts Media
City of Kitchener
City of Kitchener - Market
Artist
Art i s t
Artist
City of Kitchener
Artist
Ed Video Media Arts Centre
Artist
MT Space Theatre
Artist
Artist
Artist
Artist
Waterloo Regional Arts Council
Artist
Artist
Art i s t
Kimshaw Holdings
Art i s t
Art i s t
Artist
Arts and Culture Advisory Committee
Artist
Artist
City of Kitchener
Artist
The Walter Fedy Partnership
City of Kitchener
Eastwood C.!.
City of Kitchener
University of Waterloo - CCA T
City of Kitchener
Communitech
City of Kitchener
Kitchener Waterloo Society of Artists
City of Kitchener
Artist
Artist
Sherwood Systems
City of Kitchener
City of Kitchener
Art i s t
Artist
Arts and Culture Cluster Development Framework 38