CULTURAL FRAMEWORK - Vaughan€¦ · CULTURAL FRAMEWORK & PUBLIC ART PLAN. Study . Area . Within...

VMC CULTURAL FRAMEWORK & PUBLIC ART PLAN

VMCCULTURAL FRAMEWORK &PUBLIC ART PLAN

The Planning PartnershipJane PerdueMillier Dickinson Blais

City of Vaughan

Public Information SessionMarch 4, 2015

Vellore Village Community Centre


Study Area Within Vaughan

City of

City of Toronto

Vaughan

Town ofRichmond

Hill

Concord

Maple

Thornhill

King City

Kleinburg

Woodbridge

Nobleton

Kirby Road

Highw

ay 400

15th Sideroad

Dufferin Street

8th Concession

11th Concession

King Road

Jane Street

Jane Street

Highw

ay 27

Weston R

oad

Langstaff Road

Kipling Avenue

Rutherford Road

10th Concession

Highway 7

Highway 7

Albion Vaughan Road

Pine Valley Drive

Teston Road

Bathurst Street

Keele Street

Keele Street

Street

Highw

ay 404

Highway 50

Highway 407


Study Area Context

Highway 7

Portage Parkway

407

400

Jane St

Edgeley Blvd

Weston R

d

Creditstone R

d

407

Highway 7

Highway 7

Steeles Ave

Keele St

Pennsylvania Ave Jane St

400


Why a Cultural Framework and Public Art Plan

New Downtown

Beautiful

Framework

The Vaughan Metropolitan Centre (VMC) is the City’s new downtown planned for a diverse mix of uses with transit and a pedestrian focus, creating a vibrant and energetic place to live, work, play and learn

Pivotal to achieving the vision is to create beautiful and stimulating places that encourage people to engage with

each other, exchange ideas, knowledge and innovation

Placemaking The provision of cultural programs and public art are critical to placemaking, economic development and investment

The Plan will set the vision, goals and tactics to guide cultural development and public art in the VMC

This Plan will help to ensure arts and culture become engrained in the built environment


Canvassing the Community for their Ideas

1 City Staff Working Group Brainstorming

2 Culture Talks Event

3 Focus Groups and One-on-Ones

4 Online

5 Public Information Session


What We’ve Done So Far

1 City Staff Working Group Brainstorming

SOAR (Strengths, Opportunities, Aspirations, Results)

StrengthsWhat are the core attributes/conditions/features of the VMC? What is it known for?

• innovation and design corridor

• city owned land along the Black Creek and existing streets

• city of small business and productivity

• proximity to highways and the subway is coming

• strong policy framework

• change is visible

• retail causes people to come to VMC

What are our best possible future opportunities? What trends may have a positive effect on the VMC?

• VMC can set new standards for urban living

• incubator of new businesses

• think tank

• opportunities to use construction hoarding to illustrate what’s coming

• iconic architecture

• use pop up events/community events to build awareness of the VMC

Opportunities


ResultsAspirations

1 Working Group Brainstorming

SOAR (Strengths, Opportunities, Aspirations, Results)

Describe a preferred future condition for culture and public art in the VMC?

• incubator facility for theatre, dance, art

• culture and arts are highlighted in all four seasons

• a legacy project where all of Vaughan’s cultures, ethnicities and demographics are represented

• focus of creative enterprises

• innovative research; development and design as a priority economic sector

How will we know we are succeeding?

• transform the experience of every day life

• leverage every opportunity to “build beautiful”

• phased approach with early quick wins





Speakers

January 21, 2015

Renee Piechocki

Tim Jones

Paul Raff

Remaking of Pittsburgh - Role of Public Art, Culture & Civic Design

Role of Public Art in Creating a Beautiful Public Realm

Creative Placemaking


• Use placemaking as catalyst for generating sense of belonging and place. Creative placemaking is placemaking in which arts and culture, including public art takes centre stage

• Challenge for all cities to find ways to create and communicate an authentic sense of place and identity (especially true of new communities)

• Make it fun, keep it changing, make it year round (even in winter), keep it simple

• Make public art part of the cost of the infrastructure

• Include the jobs created in creating the public art in estimating economic impact

• Consolidate resources, created an online inventory of culture and art venues

• Engage the community



Renee PiechockiRemaking of Pittsburgh - Role of Public Art, Culture & Civic Design

Speakers




• Public art adds meaning and special identity to public spaces

• Public art integrated into built form creates beautiful spaces and places

• Consider public art early in the city building process

SpeakersPaul RaffRole of Public Art in Creating a Beautiful Public Realm




• Importance of working collaboratively - cross sector collaboration

• Collaboration requires a new approach to implementing creative spaces and places

• Importance of clustering creative spaces and places together as part of strategy to build cultural vitality

• Providing affordable space is essential to any strategy

• Need multi-dimensional leadership

• Art, culture and creatively can catalyze change, growth and transformation

• Importance of unique cultural facilities, programs and services

• Artscape delivers a quadruple bottom line - cultural, economic, social and environmental

SpeakersTim JonesCreative Placemaking




Questions asked:

1 What’s your vision for art and culture in the VMC?

2 What programs, processes and projects need to be in place to support your vision for art and culture in the VMC?

3 How will we differentiate ourselves from other centres with respect to culture and public art?

Workshop




1 What’s your vision for art and culture in the VMC?

• environmental art

• art integrated into architecture

• art gallery

• Vaughan multi cultural capital of Canada

• cultural evenings

• artists hub

• cultural unity and heart of Vaughan

• world class open space

• roaming artists

• plays concerts opera

• fountains




2 What programs, processes and projects need to be in place to support your vision for art and culture in the VMC?

Programs• seniors art class, discussion groups, community

engagement, competitions and awards, art support groups, youth focus groups, grants for artists, culture weekends

Processes• advisory committee, town halls, meet and greets,

repurpose buildings, community consultation, active community groups, money, marketing strategy, dedicated team, transportation to art activities

Projects• entertainment district, temporary art projects, scale model

in the downtown, map of vaughan VMC, awareness, pop up projects, performing arts centre, new identity, food hub, contests




3 How will we differentiate ourselves from other centres with respect to culture and public art?

• art loan program• local artists• temporary art• own centre for the performing arts• push the limits• keep it fresh• collaboration• a culture maze• dedicated• affordable cultural spaces• year round activity• industry seminars


3 Focus Groups and One-on-Ones

artcommunity

peoplespace

culturedesign cultural

centre

public

artistscreatearts

local

need

spaces

music watercreative focusplace

cityGet projects

newopenusebusinesses

festivals

galleryevents

make

come

interactive

green togetherschool education

studentsMcMichael

work

food

youth

industry

studios

bring

park

talent

building

hub

theatrelive

knowarea

ideas

future

big

street

AMC

way

eventout of the box

costbike

businessprograms

marketing

downtown

part

engagementbuildings

architecture developmentsystem

communities

youngfilm

heart

attract

kids

fun smalllocation

Self

now

playhouse

voice

classesworld

feel

energy

time

walk

share

international

industries

diversityfunding

exposure

kiosks

legacy

storytelling


5 focus groups with representatives of various arts and culture related groups, and/or people affiliated with arts and culture, meetings with business owners


4 Online


Set Up Dedicated Project Website for Information Exchangevaughan.ca/MyDowntown


4 Online


What is the first thing you would do to develop public art and culture in the VMC?

• a canada wide university competition to build a public art installation

• music incubator

• rock in roll hall of fame

• landmark focal point ..to create a very comfortable and beautiful public space

• redesign the streets

• the city/develop planners have no vision to create a hub…it’s too late…just additional waste of taxpayer’s money

How could the VMC differentiate itself from other centres with respect to culture and public art?

• partnerships

• arts incubator where professional artists from all walks of life can come together

• celebrate our city’s diversity through public art… create human spaces with public art as a nucleus… have a series of smaller human-friendly parkettes... integrate spaces for performing arts into public spaces... integrate traditional art with contemporary culture and technology

• buildings and streets that require design competition

Survey Posted Online


4 Online


Identify 5 words you think should form part of the vision to guide development of public art and culture in VMC?

• vibrant... coordinated… local... kid friendly… dynamic

• business... economy... growth... opportunity... lower taxes

• modern... arts incubator... student-centric... technology... experiential

• history

• placemaking... context sensitive... beauty... landmark... exciting

• green...art...infused...identifiable

Tell us what your vision is for public art and culture in the VMC Think about things like programs, facilities, events, permanent or temporary public art and attractions

• mix of permanent and temporary art installations

• dynamic environment

• regular programs in public spaces

• arts incubator

• museum

• public spaces and elements should have permanent facilities

• create a coordinated plan

Survey Posted Online


4 Online


Contributions by Email

• museum

• piazza or city centre atmosphere, like Yonge/Dundas square

• outdoor covered venue for music, food exhibits, adhoc entertainment

• Include proposed “Art in the Street” program on Islington in Kleinburg

• art should be a public feature

• lack of cultural venues/programs

• to become true and vibrant community, bring together Vaughan’s diverse cultural backgrounds and funnel through common aspiration

• art and culture vital to the long term health of the community

• don’t forget the original villages - arts and culture can help them stand out from other commercial and retail districts

• don’t drown out existing cultural institutions by focussing too much on the VMC

• consider each community for some sort of small scale community centre where arts and culture be promoted

• work more closely with existing groups to integrate them into City of Vaughan cultural programming


1 Leverage

2 Cultivate

3 Engage

4 Promote

5 Innovate

6 Integrate

7 Accessible

8 Flexible

9 Diverse

Emerging Themes

10 Sustainable


1 Leverage

Leverage partnerships (such as with the McMichael, Luminato, Contact, OCAD, Toronto Design Show, etc), infrastructure (buildings such as the former AMC cinema, parks and other public spaces, highways, etc.) and cultural assets (such as artists, history, networks, creative and cultural industries)

Cultivate the arts and creative and cultural industries through creation of incubators and cultural capacity building (facilitation of opportunities for individuals and groups to connect)

Emerging Themes

Partnerships

InfrastructureCultural Assets

ArtsCreative & Cultural Industries

IncubatorsCultural Capacity Building

2 Cultivate


Emerging ThemesEngage with both the public and arts and culture organizations and individuals to keep them involved and informed, organize events, activities, programs, and connect people and organizations together

Promote arts and culture continuously through events, activities and programs, ads, social media, ensuring that information reaches all ages and cultures

Arts & Culture

Events, Activities & ProgramsAds & Social Media

All Ages & Ethnic ties

3 Engage

4 Promote

Arts & Culture Organizations

IndividualsInvolved & Informed

Organize

Public

Connect


Emerging Themes

Integrate culture and art into people’s everyday lives, not limited to facilities and individual art works

Innovate, be open to new ideas (such as pop up events and temporary installations, methods of funding, engagement etc...), facilitate “collision of ideas” that creates the conditions for innovation

5 Innovate

6 Integrate

Be Open to New Ideas

Facilitate “Collision of Ideas”

Culture & Art

People’s Everyday Lives


Emerging Themes

Ensure culture and art are accessible to the public by choosing locations that are logical, visible, easy to get to and access, and targeted to all ages and ethnic ties

Flexible and phased cultural framework that can be incremental and create the conditions that enable and support opportunities as they arise

Logical

VisibleEasy to Get to and Access

All Ages & Ethnic Ties

7 Accessible

8 FlexibleIncremental

Phased Cultural FrameworkEnable & Support Opportunities


Support and program a wide diversity of culture and art, from temporary activities and installations (easy to implement pop up events and temporary art installations to help define and animate space) to dedicated and affordable cultural spaces (providing for eg. affordable spaces for artists and small creative enterprises, art galleries, community arts centres or other more permanent cultural facilities)

Create a sustainable structure for long term funding stability with multiple partnerships and a strong operational organization that will continue to provide the VMC with the benefits of culture and art for the foreseeable future

9 Diverse

10 Sustainable

Emerging Themes

Wide Diversity of Culture & Art

Temporary InstallationsDedicated Cultural Spaces

Long Term Funding StabilityMultiple Partnerships

Strong Operational Organization


Draft Definition of Public Art

Public art is defined as art in the public realm that is visible from publicly accessible areas of public or private lands.

It is created by or in collaboration with artists, has aesthetic qualities and is contextspecific.

The art can be a variety of media, may be permanent or temporary, and has been selected, commissioned or acquired in a process supported by the principles and methods of the City of Vaughan’s public art program.


Types of Public Art

1 Independent Sculpture or Discrete Element

2 SiteSpecific3 Integrated

4 Event Based or Temporary


Types of Public Art

1 Independent Sculpture or Discrete Element


Types of Public Art

2 SiteSpecific


Types of Public Art

3 Integrated


Types of Public Art

4 Event Based or Temporary


Next Steps for Public Art Plan

ConfirmVision,PrinciplesandDefinitionofPublicArt

Identify Site Selection Methods to:• Support planning and urban design policy and guidelines

• Give priority to sites

• Identify a full range of sites

Identify Public Art Selection Methods to:• Determine the full range of methods to achieve public art

• Determine the process and criteria to select an artist and the art

Identify Collections Management to Include:• Maintenance

• Conservation Methods


Next Steps for Public Art Plan

Determine the Implementation Strategy for the Public Art Plan to Identify:• Who does what

• Short, medium, long-term initiatives

• Measurable results

• Marketing and communications

• Funding


Initial Strategic Directions for the Cultural Framework

Strategic Directions Must:

• Provide an organizing framework for actions and initiatives to advance cultural development in the short, medium and long-term

• Define the overarching planning context within which the Public Art Plan is situated and understood

• Support priority setting related to investments in cultural programs, services and facilities



Draft Strategic Directions and Sample Actions:

1 Grow knowledge-based creative cultural industries as key economic development drivers

Sample Action: Support networking events for individual artists and creative entrepreneurs to connect, foster innovation and generate new cultural industries

2 Provide a focal point to support growth in Vaughan’s cultural sector

Sample Action: Consider the potential of the AMC theatre as a gathering place to strengthen networks and increase collaboration among cultural groups, resources and activities


3 Create opportunities for cultural participation for all ages, diversities and socio-economic circumstances

Sample Action: Better promote and profile existing cultural resources and activities in Vaughan while reaching out to establish new programming partnerships

4 Leverageculturalassetsandactivitiestodefineandanimate public spaces and enrich the public realm

Sample Action: Utilize temporary or event based public art to enable people to engage and exchange ideas and knowledge




5 Explore a range of cultural spaces and facilities that supportculturaldevelopmentandhelpdefineandcommunicate the City’s identity

Sample Action: Provide affordable spaces for artists and creative enterprises



Next Steps:

• Test initial Strategic Directions

• Consider additional Strategic Directions needed to complete the Cultural Framework

• Identify a comprehensive set of actions for each Strategic Direction

• Differentiate short, medium and long-term actions/initiatives

• Identify 3-5 opportunities for quick wins to generate visibility and momentum

• Determine roles and partnerships – ‘who does what’

• Define measurable results

• Market and communicate


Questions for tonight’s workshop

• Identify 5 words you think should form part of a vision statement to guide development of public art and culture in the Vaughan Metropolitan Centre (VMC).

• What programs, processes and projects need to be in place to support art and culture in the VMC?

• How should Vaughan differentiate itself from other centres with respect to art and culture?

• What’s the firstthingyouwoulddo to develop public art and culture in the VMC?


Stay Connected

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#MyDowntown

vaughan.ca/MyDowntown

[email protected]

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