Creative Economy Plan

Transcription

1 Overview: Downtown Brampton HACE Creative Economy Plan i Prepared for: HACE Creative Economy Round Table?. o m Presented by: Dennis Cutajar on behalf k fl> of the Creative Economy (HACE) Project Team «a May 10, 2011

2 Reflections of the Creative Economy "A creative economy is the fuel of magnificence". Ralph Waldo Emerson, American Poet, Lecturer and Essayist, "Our remote ancestors did not expand their economies much by simply doing more of what they had already been doing... They expanded their economies by adding new kinds of work. So do we. Innovating economies expand and develop." Jane Jacobs, The Economy of Cities, 1969 t7 i "Access to talented and creative people is to modern business what access to coal and iron ore was to steelmaking". Richard Florida, Rise of the Creative Class, 2004 Richard Florida also stated: "the creative economy is as much about architects as it is about potters..."

3 Definition "Creative Economy" is defined by the Martin Prosperity Institute as one that is driven by ideas, innovation, knowledge, collaboration and creativity. This economy employs people who are paid to think and they work within all sectors of the economy. I KXJ

4 Project Team Mandate Building on the Outstanding Work of the Brampton Arts Council over the past eleven years... the Project Team had the mandate to plan and implement a new five-year HACE Plan in Downtown Brampton. 1 The HACE Plan is a downtown economic development initiative designed to capitalize on the connections between place, cultural industries, cultural resources and the localregional creative economy.

5 Economic Context Creative economy offers higher average annual incomes. Sector employs approximately a third of the workforce and earning half of the wages in Ontario, Approximately 40 per cent of the new jobs created in Ontario by 2016 will be in the creative economy. This sector is considered high growth. As an economy dominated by production, warehouse and retail occupations, the project team asked 'how can Brampton leverage a share of this growth?' This question is a fundamental driver in this Plan. The creative sector is knowledge-based. The employment and income opportunities are sustainable over time and more stable during recessions. Ideas and innovation are not easily displaced. I Quality of place matters. As a mixed industrial-commercial economy in North Americas 5th largest metropolis, Brampton has benefitted from the traditional drivers of goods production, namely low taxes, available and below regional average land prices and a vast road, rail and air infrastructure. In order to grow its competitive advantage in the creative economy, Brampton must further develop its heritage, arts and cultural resources and attributes.

6 Economic Development Principles of Plan In order to compete for talent in the regional and international labour market, Brampton can improve its competitive advantage through healthier and more vibrant cultural and creative industries. A strong creative sector helps to drive productivity and economic growth through knowledge based activities (R&D; Commercialization of ideas). ^ W A vibrant arts and culture scene creates a unique destination. Venues exemplify and encourage local awareness, build capacity and drive the evolution of a creative hub, among other outcomes. As adopted by Brampton City Council, 2010

7 Outcomes of Creative Economy Plan Encourage new investment in Downtown Brampton and Renew special places Promote Entrepreneurship: Business of the Arts Create an economic impact - Attract visitors and spending i ote Downtown Brampton as a great urban place to live Establish Downtown Brampton as a major creative hub and cultural designation in the GTA As adopted by Brampton City Council, 2010

8 Vision By 2016 the creative economy, through heritage, arts, culture and entertainment (HACE) industries, is a leading contributor to the economic vitality and image of Downtown Brampton as the creative centre of the City.

9 Goal Streams Goal 1: Collaboration -To strengthen local engagement, leadership, partnership and volunteerism to achieve the heritage arts culture entertainment vision. Goal 2: Business Investment Attraction - To attract, enhance and retain HACE industries in Downtown Brampton. Goal 3: Small Business Development - To cultivate HACE entrepreneurship, l innovation and investment in Downtown. Goal 4: Attracting Visitors Friends and Relatives - To attract more visitors and residents to places, spaces, festivals and celebrations in the Downtown Brampton district. Goal 5: Place Branding - To earn an image of a vibrant, interesting, happening, and recognizable creative downtown district.

10 Implementation Governance A community based Creative Economy Round Table has been established. The BAC and the City shall lead the new Round Table. To provide strategic direction, advisory support, and key decision making on the plan. Community and City participants will offer their subject matter expertise and leadership in support of the plan. A community based approach has been established. - Members of City Council - Brampton Arts Council-BAC (ED) - Brampton Library-BL (CEO ) - Brampton Downtown Development Corporation-BDDC (President/Manager or Board Member) - Region of Peel Heritage Complex-ROPHC (Curator) - Other external experts, partners and networks - City Manager's Office - Commissioner or Director/Sr. Manager representatives from the following departments: Community Services, Planning Design and Development, Economic Development and Communications. 10 t

11 Implementation Budget Council approval of a $100,000* budget in 2011 focused on the Round Table Work-plan. includes $20,000 Municipal Grant to the Brampton Arts Council for the HACE-Business of the Arts Program ii

12 Implementation Linkages and Alignment City of Brampton Strategic Plan Region of Peel Strategic Plan (Draft) Arts and Culture Master Plan, City of Brampton Flower City Strategy, City of Brampton Arts Council Strategy and Business of the Arts Program, Brampton Arts Council Retail Recruitment Plan and Block Development Plan, BDDC Tourism Brampton Strategy, City of Brampton Downtown Urban Design Vision, City of Brampton Official Plan and Secondary Plans, City of Brampton Brampton Library Strategic Plan, Brampton Library l 12

13 Next Steps Work-plan Approval Planning, Implementation and Reporting of the Work-plan i 13