DOCUMENT 2

Steering Committee Recommendations (Annual Increases to Base Operating)

(Subject to annual Council budget approval)

#	ACTION	DESCRIPTION	2013	2014	2015	2016	2017	2018	Total

1	Renewed arts, heritage, festival and fair operating investment	Increase to peer-assessed cultural funding programs to facilitate delivery of renewed actions and priorities by community cultural partners	$ 330,000	$ 334,000	$ 334,000	$ 334,000	$ 334,000	$ 334,000	$ 2,000,000
2	Community cultural facility capital fund	Renewed cultural capital funding program to support maintenance, conservation, improvement, retrofitting, development and redevelopment of local community cultural facilities	$ 250,000	$ 250,000	$ 250,000	$ 250,000	$ 250,000	$ 250,000	$ 1,500,000
3	Cultural facility operating funding	Operating funding to community cultural partners that manage, administer and program new and newly expanded cultural facilities	$ 250,000¹	$ 300,000²	$ 150,000³	$ 100,000⁴	$ 100,000⁴		$ 900,000
4	Cultural development initiatives	Community development initiatives to increase community cultural leadership - independent arts authority, arts and heritage foundation, culture space development authority (Ottawa Artscape)	$ 150,000	$ 100,000					$ 250,000
5	Get the word out about local culture	Marketing and promotion of local culture scene to residents and visitors using new and existing tools	$ 100,000	$ 50,000					$ 150,000
6	Poet laureate program	Renewed municipal poet laureate program that selects a poet to serve as Ottawa’s literary ambassador and to promote the literary arts to Ottawans		$ 25,000					$ 25,000

7	Neighbourhood cultural initiatives	Piloting and implementation of cultural initiatives and programs within neighbourhoods, attached to development of cultural and creative districts and clusters		$ 100,000					$ 100,000
8	Cultural summit (federal/local)	Mount a regular summit that focuses on bringing Ottawa-based local and national cultural players together to seek opportunities and discuss challenges	$ 30,000						$ 30,000

	TOTAL		$ 1,110,000	$ 1,159,000	$ 734,000	$ 684,000	$ 684,000	$ 584,000	$ 4,955,000

¹ Ottawa Art Gallery – as part of Arts Court Redevelopment ($100,000) – pursuant to business plan; La Nouvelle Scène – Upgrade and Expansion ($150,000) – estimate pending business plan

² Ottawa Art Gallery – as part of Arts Court Redevelopment – pursuant to business plan

³ Media presentation space – as part of Arts Court Redevelopment – estimate pending business plan

⁴ Concert hall cultural partner – estimate

The following three action areas require an increased commitment to direct municipal service delivery. It is recommended that an internal, partnered approach be taken to identify increased municipal human and financial resources for these three action areas. Additional human resources will be attached to other action areas through the annual corporate work plan exercise.

#	Action Area	Actions	Resource Partners

1	Aboriginal Cultural Identities and Initiatives	Recognize the Algonquin Anishinabeg First Nation as the Indigenous community in Ottawa. Develop related civic protocol, communication and cultural partnership opportunities. Develop and spearhead the implementation of Indigenous and Aboriginal cultural initiatives by hiring a full-time municipal Aboriginal cultural resource planner of Aboriginal ancestry.	Cultural Services Client Service Strategies
2	Municipal Commemoration and Naming Policy and Implementation	Develop and implement a municipal commemoration and naming policy with internal and external partners. Partner with the NCC, Parks Canada and Agriculture Canada on the Rideau Canal Promenade (UNESCO World Heritage Site) interpretive initiative.	Cultural Services City Clerk (commemorative naming) Planning and Growth Management - Policy Development and Urban Design Branch National Capital Commission, Parks Canada, Agriculture Canada
3	Joint Plan for Archaeology with Implementation	Develop a joint plan for archaeological resources in Ottawa, in partnership with the NCC, that focuses on resource protection, conservation and management; planning, design and land use including an update of the 1999 Archaeological Resource Potential Mapping Study; interpretation and public awareness; and hire a full-time professional municipal archaeologist to spearhead partnered implementation	Cultural Services Planning and Growth Management - Policy Development and Urban Design Branch / Development Review, Urban Services Branch National Capital Commission

Recommended Cultural Capital Facility Implementation Timeline

Cultural capital projects will be directed to Committee and Council through individual Council reports, as per standard practice. The following chart provides a timeline for local cultural facility development. Projects that emanate from capital development planning currently underway at local museums will be inserted, when museum capital plans are complete.

#	Cultural Capital Project	2013	2014	2015	2016	2017	2018

1	Arts Court Redevelopment (expansion and redevelopment)	Implement construction		Open and operate expanded facility
2	La Nouvelle Scène (upgrade and expansion)	Implement construction	Open and operate expanded facility
3	Storage/preservation space for community/municipal arts and heritage collections		Commence needs analysis study	Complete needs analysis study
4	Cumberland Heritage Village Museum	Implement minor retrofits and artefact/structural restoration					Implement construction - visitor centre and collections storage facility
5	Downtown Mid-Sized Concert Hall		Undertake market and space analysis	Develop building program	Implement design phase	Implement design phase	Implement construction
6	Artist Live-Work Space				Undertake feasibility and market analysis	Develop building program and design	Implement construction