Report Title - Timmins 2020

Transcription

This report was prepared for the City of Timmins by Sierra Planning and Management in association with PKF Consulting Ltd.
Project Funded by
the Government of
Image Credits: www.timminshistory.webs.com
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City of Timmins Culture Master Plan: Situational Report
Contents
1.
Introduction ....................................................................................................................................................................................................... 1
1.1.
1.2.
1.3.
1.4.
1.5.
2.
Background ................................................................................................................................................................................................ 1
Building on Timmins 2020 Strategic Priorities ........................................................................................................................................... 1
Municipal Cultural Planning in Ontario ...................................................................................................................................................... 2
The Culture Master Plan Project: Goals & Deliverables ............................................................................................................................ 3
Purpose of Report ...................................................................................................................................................................................... 3
Situational Analysis & Environmental Scan ....................................................................................................................................................... 5
2.1. Timmins Past and Present: A Cultural & Socio-Economic Review ............................................................................................................. 5
2.1.1.
Rich Archeological Heritage ................................................................................................................................................................... 5
2.1.2.
Early Metis, First Nation and European Culture .................................................................................................................................... 6
2.1.3.
Political Shifts, Exploration and a Melding of Cultural Ideologies ......................................................................................................... 7
2.1.4.
Industry and Infrastructure .................................................................................................................................................................. 11
2.1.5.
Timmins: The Modern City ................................................................................................................................................................... 15
2.1.6.
Economic Diversification & Growing Importance of the Cultural Sector ........................................................................................... 15
2.1.7.
Population Dynamics ........................................................................................................................................................................... 17
2.2. Culture Sector Assessment ...................................................................................................................................................................... 19
2.2.1.
Working Definition of Culture .............................................................................................................................................................. 19
2.2.2.
Cultural Planning Context in Ontario & Timmins ................................................................................................................................. 19
2.2.3.
Provincial Policy Statement (PPS) 2005 ............................................................................................................................................... 19
2.2.4.
Growth Plan for Northern Ontario 2011 .............................................................................................................................................. 20
2.2.5.
Northeastern Ontario Regional Tourism Organization Business Plan and Marketing Plan 2013-2014 .............................................. 21
2.2.6.
City of Timmins Official Plan 2010 ....................................................................................................................................................... 21
2.2.7.
City of Timmins Leisure Services Master Plan (1993) .......................................................................................................................... 22
2.2.8.
Timmins Community Improvement Plan (2010) .................................................................................................................................. 23
2.3. Existing Cultural Sector/Metrics of Sector ............................................................................................................................................... 24
2.3.1.
Cultural Industries and Employment ................................................................................................................................................... 24
Culture Master Plan Situational Report
Prepared for: City of Timmins
Prepared in association with PKF Consulting
Sierra Planning and Management
September 2013
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2.4. Resource Identification & Database Development .............................................................................................................................. 26
2.4.1.
Methodology ........................................................................................................................................................................................ 26
2.4.2.
Observations and Results..................................................................................................................................................................... 26
2.5. Cultural Service Delivery in Timmins ....................................................................................................................................................... 27
2.5.1.
Role of the Non-profit/Volunteer Sector ............................................................................................................................................. 27
2.5.1.1.
Community Arts (Visual & Performing) & Craft Organizations ..................................................................................................... 27
2.5.1.2.
Historical and Genealogical Societies .............................................................................................................................................. 28
2.5.1.3.
Multi-cultural Organizations ............................................................................................................................................................ 28
2.5.2.
The City’s Role in the Cultural Sector ................................................................................................................................................... 28
2.5.2.1.
Timmins Public Library ..................................................................................................................................................................... 28
2.5.2.2.
Timmins Museum: National Exhibition Centre (NEC) ...................................................................................................................... 29
2.5.2.3.
City of Timmins Municipal Heritage Committee .............................................................................................................................. 30
2.5.3.
Spaces and Facilities............................................................................................................................................................................. 30
2.5.4.
City Cultural Spending .......................................................................................................................................................................... 31
3.
Market Dynamics for Cultural Development ................................................................................................................................................... 34
3.1. Local Dynamics ......................................................................................................................................................................................... 34
3.2. Existing Cultural Visitation and Assets ..................................................................................................................................................... 37
3.2.1.
Key Facilities: Visitation & Patronage .................................................................................................................................................. 39
3.2.2.
Key Events: Visitation & Patronage...................................................................................................................................................... 40
3.3. Planned Developments and Cultural Tourism Potential .......................................................................................................................... 41
3.3.1.
Sports Heritage Hall of Fame ............................................................................................................................................................... 41
3.3.2.
New Native Friendship Centre ............................................................................................................................................................. 41
3.3.3.
Hollinger Mine Redevelopment ........................................................................................................................................................... 41
3.3.4.
Community Branding ........................................................................................................................................................................... 42
3.3.5.
Development in Accommodations....................................................................................................................................................... 42
4.
Preliminary Stakeholder and Public Engagement ............................................................................................................................................ 43
4.1.
Approach to Stakeholder and Public Engagement .................................................................................................................................. 43
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4.1.1.
Methodology: Stakeholder Interviews ................................................................................................................................................ 44
4.1.2.
Methodology: Event Outreach............................................................................................................................................................. 44
4.1.3.
Methodology: Online Survey ............................................................................................................................................................... 45
4.2. Results ...................................................................................................................................................................................................... 46
4.2.1.
Results: Stakeholder Interviews ........................................................................................................................................................... 46
4.2.2.
Results: Online Survey.......................................................................................................................................................................... 47
5.
6.
7.
Emerging Issues from Consultations to be Considered in Developing the Culture Master Plan ..................................................................... 55
Preliminary Strengths, Weaknesses, Opportunities and Threats (SWOT) for Cultural Development in Timmins .......................................... 56
Next Steps ........................................................................................................................................................................................................ 59
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1. Introduction
1.1. Background
Sierra Planning and Management in association with PKF Consulting
Inc. was retained by the City of Timmins to complete an integrated
Culture, Tourism and Recreation Master Plan (CTRMP). The CTRMP
is to be a comprehensive municipal planning document designed to
complement objectives of the Timmins 2020 Strategic Plan;
identifying long-term strategic actions for the enhancement of
community well-being and helping to position Timmins as a key
place to live, work, play and invest.
The development of the Culture Master Plan is the direct
implementation of priorities of the Timmins 2020 Strategic Plan to
“develop [a] community arts and culture strategy (Cultural Plan)”
(Recommendation 5.6) for the City. As one component of this threepillar project, the Culture Master Plan, in its entirety, is to be a
comprehensive Municipal Culture Plan; providing a strategic
framework for the preservation, development and enhancement of
the cultural assets in Timmins (be it creative industries, buildings,
natural heritage etc.).
In addition, the Plan will outline potential partnerships and funding
opportunities for the sustainable development of the sector;
complementing additional project objectives to identify local
cultural assets through the development of a mappable Cultural
Assets Inventory to be utilized to support the future planning and
investment initiatives in the municipality.
business community and other local and regional stakeholders. The
anticipated completion date for the project is January 2014.
1.2. Building on Timmins 2020 Strategic Priorities
Timmins 2020 is a ten-year strategic plan providing a comprehensive
framework of actions/principles to guide municipal decision-making,
local economic and community development in regard to Timmins
over the long-term.
Identifying 5 main pillars/focus areas for community enhancement
(communications, community pride, economic diversification,
community investment and quality of life) the Plan identifies
priorities to “strengthen our community’s social and cultural fabric”
(Strategic Direction 5.6, Timmins 2020) via the development of arts
culture and recreational services and amenities in Timmins; and is
the primary basis of the development of the Culture Master Plan.
Citing present deficiencies in cultural and leisure amenities,
programming and facilities; the Strategic Plan recognizes the value
of the aforementioned in attracting knowledge workers and
economic investment to the City.
In tandem with priorities for the development of community
branding and enhanced, equitable and sustainable access to social,
economic and recreational opportunities for residents; the
development of a Culture Master Plan for Timmins serves to meet of
the following objectives of the Timmins 2020 Strategic Plan:
The Culture Master Plan is being developed in collaboration with the
Project Steering Committee, City staff, cultural organizations, the
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Section 5.5.6
1. Leverage community assets to achieve
economic and social goals;
2. Strengthen and increase cultural assets (cultural
industries, natural heritage, cultural heritage,
events and festivals, cultural occupations such
as graphic designers);
3. Integrate assets into broader community
planning efforts;
4. Increase recognition of cultural assets as forms
of value to the community in terms of attracting
and retaining residents and businesses; and
5. Provide information about arts and heritage
activities to residents, visitors and community
leaders.
1.3. Municipal Cultural Planning in Ontario
Municipal cultural planning is defined by the Ontario Ministry of
Tourism, Culture and Sport as “a municipally-led process for
identifying and leveraging a community’s cultural resources and
integrating culture across all facets of planning and decisionmaking.” Since 2003, the Province has promoted the practice as
culture and creative activity has been increasingly recognized as an
important driver for local economic development as well as
community prosperity.
The aforementioned supported the development of Municipal
Cultural Planning Incorporated (MCPI) – a broad coalition of seven
provincial ministries, provincial government agencies, municipalities,
cultural service organizations, postsecondary institutions and others
– in an effort to assist municipalities in the cultural planning process
via developing guidelines, best practices and other resources tools.
Adding financial impetus to strategic initiatives to bolster cultural
planning across the Province, the Ministry of Tourism, Culture and
Sport has through its Creative Communities Prosperity Fund
provided funding assistance to municipalities and Aboriginal
communities to initiative cultural planning projects. Through this
fund, the Province provided financing to almost 30 municipalities
between 2012 and 2013 to engaging in the municipal cultural
planning process.
Municipal cultural planning rests of two key principles:
1. Developing a cultural mapping system – a systematic
approach to identifying and recording local cultural assets.
In facilitating this the Province has created a Cultural
Resource Framework (CRF) based on Statistics Canada’s
Canadian Framework of Cultural Statistics to guide the
identification of local cultural resources; and
2. Adopting a cultural lens – bringing cultural considerations
into all aspects of municipal planning and decision-making.
The development of the Culture Master Plan for Timmins is part and
parcel of this broader provincial initiative to protect, enhance,
leverage and foster cultural and creative activity in Ontario
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communities as key mechanism for facilitating local economic
prosperity and vitality.
1.4. The Culture Master Plan Project: Goals &
Deliverables
The Culture Master Plan for Timmins will be completed in two
phases: 1) Understanding the Current Cultural Climate, Engagement
and Visioning and 2) Culture Master Plan Development. The phasedapproach of the creation of the Plan is designed to meet the
following goals:






Increase awareness of and accessibility of cultural assets
among residents, visitors, community groups and
organizations;
Identify mechanisms to increase support for and
participation in local cultural activities and to stimulate
community pride;
Identify opportunities for investment in Timmins’ cultural
sector, encouraging development that accounts for the
changing demographic makeup and economy, and that
supports Timmins as a community of choice for business,
residents and visitors;
Identify opportunities to coordinate cultural assets including
via partnership-building between culture organizations and
other sectors;
Integrate sector priorities across other community plans and
strategies, including but not limited to the recreation and
tourism components of the CTRMP so as to eliminate silos in
the municipal planning process;
Guide future development approaches to cultural
programming and capital investment; and

Recommend strategies to protect, support and enhance
Timmins cultural economy and assets.
The Master Plan will answer key questions regarding economic
development principles and opportunities for the creation of new
arts and cultural business, the attraction and development of
cultural workers and the enhanced operationalization of the sector.
1.5. Purpose of Report
Exhibit 1 provides an overview of the key deliverables/phasing over
the timeline of the Culture Master Plan project. Phase 1 of this
project is not complete until further issue/priority confirmation and
identification occurs following input from public sessions in
September. Within the scope of the project, this report functions as
a preliminary situational report/backgrounder on issues in the
cultural sector. The findings of this report are to be further married
with the results of public consultation sessions in September 2013,
so as to gain further community input on the issues, challenges and
potential gaps in the sector.
Exhibit 1: Culture Master Plan Project Phasing, Timelines and Deliverables
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This report, along with additional community input, is to be utilized
in developing the Draft Culture Master Plan. The report presents a
preliminary analysis of the City’s current cultural environment
through the identification of the strengths, weaknesses and
opportunities for growth and development of the sector. The
findings herein were facilitated through a comprehensive
background/policy review, asset identification exercise and results
of public/stakeholder outreach completed to date.
This document is not a final assessment of culture in Timmins, nor
are the observations outlined to be considered as final
recommendations. Rather the Situational Report provides a
foundation of understanding and highlights issues and priorities to
be considered in developing the Draft and Final Culture Master Plan.
As a precursory assessment of existing dynamics within Timmins’
cultural sector, this document provides:

An overview of Timmins past and present – an analysis of
the City’s historic pattern of development and current socioeconomic and cultural dynamics;

A working definition of culture in Timmins which serves to
guide the scope of analysis of this project;

A review of the cultural planning context in Northern
Ontario and Timmins. Where possible, the Draft Culture
Master Plan will identify policy and planning gaps that must
be addressed in facilitating the development of the cultural
sector;

A review of the preliminary Cultural Assets Inventory,
identifying key clusters of cultural activity and industries
supporting the sector; and

A review of the outcomes, key themes and issues arising
from on-going stakeholder engagement and consultations.
The results of this Situational Report will be used to help develop
the overall suite of actions and recommendations in the Draft
Culture Master Plan.
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2. Situational Analysis & Environmental
Scan
The following presents a review of the cultural heritage and historic
development of the City of Timmins; its archeological roots,
industrial heritage and changing socio-economic dynamics pre and
post-amalgamation. The aforementioned provides a foundation of
understanding and analysis of culture in Timmins (as further detailed
in the proposed working definition of culture in Section 2.2.), its
drivers, challenges and economic contributions to the City.
2.1. Timmins Past and Present: A Cultural &
Socio-Economic Review
The development of Northern Ontario (known then as the ‘New
Ontario’) at the turn of the 20th Century is significant to and yet
distinct from that of Southern Ontario. Even more unique is the City
of Timmins in its historic origins in light of the development of the
North.
The City of Timmins’ long history of being a central meeting place
has shaped the area’s political, social, economic and technological
development. Historically, visitors and inhabitants have been
attracted to the area due to the abundance of opportunities related
to local natural resources. Throughout pre-European settlement to
the modern age – despite changing jurisdictions and settlement
boundaries – a ‘Pioneer Spirit of Collaboration’ has continued to
shape the identity of the City; transitioning the area from a mere
cluster of settlements to the strategic/service core it has become
today.
2.1.1. Rich Archeological Heritage
Some of the earliest known settlements in
Timmins date back to around 5,500-7,000 BC.
Rich in archeological and geological significance,
lands comprising Northern Ontario represent 88.4% of the
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Province’s land mass and consists of 815,850 sq. km of Precambrian
Shield. In 11,000 BC, the area now rich in lakes, streams and
coniferous forest was wholly covered ice (known as the Laurentian
Ice Sheet). By 10,000 BC, atmospheric warming conditions
stimulated the melting of the ice freeing southern portions of the
region and later northern portions of the region (by 6000 BC) for
habitation.
Within this time period, Plano tradition/Palaeoindian peoples
(typically big game hunters, nomads and the earliest known Archaic
peoples) following the retreating glaciation were the first people to
arrive on the northern shores of Lake Huron and Lake Superior. The
advent of the northward meltback contributed to the presence of
significant water features, rapid forestation and commenced the
opening of the ‘Northern Frontier’ for habitation and exploration.
Archeological exploration in the Region – which began during the
1950s with the entry of Federal and provincial institutions – revealed
the presence of Archaic and Terminal period culture in the Timmins
area; much of which was characterized by early Northern Ojibwa
and Algonkian traditions/peoples.
2.1.2. Early Metis, First Nation and European Culture
European exploration in the Northern Ontario began in the early
17th Century as French and English Explorers searched for a shorter
trade route to the Pacific Ocean and Asia. Though no such route was
found to exist, the area was rich in furs; thus launching the
beginning of the Fur Trade and early Euro-Aboriginal relations in
Northern Ontario. The aboriginals were the first to harvest furs in
Northern Ontario and European arrival brought with it an increasing
demand for furs to Europe. Early settlement relations between the
two groups featured the trade of furs for European manufactured
goods such as guns, awls and copper.
Early aboriginals represented an important market for European
traders both as a supplier of furs and consumer of goods; and served
as guides, interpreters and canoe builders essential to navigation of
the land. Favourable relations/alliance between the two groups led
to the marriage of aboriginal women to European traders and the
early beginnings of Metis culture in Timmins and area. As fur trading
patterns evolved to move eastward of Lake Superior, a number of
Algonkian-speaking tribes (including the Ojibwa) acted as
middlemen.
The rivers and streams throughout the area provided mobility and
access to distant lands that were important in the early trading
networks. First, penetrating the land to the north west of Lake
Superior, French traders Radisson and Groseilliers formulated early
alliances with the Cree along James Bay who were knowledgeable of
the exponential fur resources in the area surrounding the Hudson
Bay. Having been rejected by their countrymen in Quebec and
France; Radisson and Groseilliers presented their business proposal
to the British Crown to finance a voyage to the Hudson Bay area in
search for furs. The expedition proved profitable and led to the
establishment of the Hudson's Bay Company as the British Crown,
convinced of the area’s economic potential, created a monopoly
over 3 million square miles of land off the Bay’s shore (much of
which included lands of Northern Ontario) and granted monopoly
trading privileges and mineral rights to the Hudson Bay Company.
The French and English competed for business partnerships with the
First Nations. Fierce competition and rivalry in getting furs to the
market as quickly as possible led to the development of the
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Porcupine Trail, connecting Abitibi River and Mattagami River
through present day Timmins. By the early twentieth century,
inhabitants of the area experienced years of cultural interaction with
shared ideas, materials and technologies.
2.1.3. Political Shifts, Exploration and a Melding of
Cultural Ideologies
The cessation of the New France (parts of North America – including
parts of Northern Ontario and Timmins – which had been colonized
by the French) to the British began a sequence of political shifts. By
1889, an Act of British Parliament rendered control of Northern
Ontario to the Province. The 1900s launched the massive and
consorted exploration of Northern Ontario by the Government of
Ontario. The Province of Ontario based on a policy of opening up
and exploiting the resources of New Ontario financed and organized
a series of exploration parties into what was then largely uncharted
territory in an effort to increase the Province’s industrial wealth;
citing the need to “approve with intelligence … the latent wealth of
that enormous region, the government would be informed as to the
sections which would bet repay immediate development, and from
what points now accessible by rail, railways or colonization roads
should be built to open the territory for settlement, lumber and
mining1.” Aware of its latent wealth, the Province launched a series
of plans for community development and population growth in
Northern Ontario.
During 1904-05, the first farm settlers arrived in the Timmins area –
most of which were English-speaking Canadians. During the same
period, the first Cobalt prospectors began to make their way into the
area from nearby parts of Canada as reports of the region’s
abundance of natural deposits took hold. Though it’s development,
history and establishment of community is intrinsically linked to the
archeological heritage, land-use planning and exploration of the
North – Timmins unlike any other northern community was birthed
by one of Canada’s greatest discoveries – Gold!
The year 1909 was a turning point in the history of Timmins. In that
year, prospectors George Bannerman and Tom Geddes discovered a
rich vein of gold which incited the Porcupine Gold Rush of 1909 to
1911. The discovery represented the first gold find in Northern
Ontario one that proved to be turning point in Ontario and Canada’s
economic history.
By 1912, the ‘Big Three’ mines of the Dome, Hollinger and McIntyre
were in operation. Scores of individuals hungry for wealth and
provision came as far south as the ‘Wild West’ in the USA and as far
east as Europe (the immigration of the later coinciding with ongoing
European tensions and world wars). Many settlers with little
knowledge of the area themselves were adventurers and explorers
in their own right. In addition to prospecting and mining, migrants
came to the area to be employed in railway construction, the pulp
and lumber industry and other support industries as entrepreneurs,
including:

1
Report of the Committee of Inquiry into the Economics of the Gold Mining
Industry (1955) Gold Mining Camps: Their Locations and Relative
Importance
English-speaking Canadians, where the majority came from
Cobalt, Ontario (originally from Cape Breton, Nova Scotia).
Later English-speaking Canadians came from Ontario and
Quebec;
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
French-speaking Canadians from farms of Northwest
Quebec and Northeast Ontario looking for industrial
employment in all sectors of the regional economy;

Italian labourers hired from Montreal to work on the
Temiskaming and Northern Ontario Railway construction
crews and construct buildings at the mines. Later these
workers eventually took jobs in the mines;

Ukrainians, many the sons of recently settled prairie
farmers, working on railway construction crews – later
moving on to the mines;

Syrian shopkeepers;

Jewish businessmen (mainly small business owners) from
various parts of Eastern Europe;

Finnish workers from the mines of Michigan and
Lakehead/Sudbury, Ontario;

Balkans2 (Yugoslavs, Macedonians, Serbians and Croatians)
employed in Temiskaming and Northern Ontario Railway
construction crews, mining and pulpwood cutting; and

Chinese in the Porcupine camps providing support services
(e.g. restaurant and laundry services) for the single men of
the work camps3.
Along with the influx of migrant workers, Aboriginals also found
opportunities in the new regional economy. In addition to working
in mining and the pulp and lumber industry, aboriginals provided
transportation and guiding services for newcomers to the area and
foodstuff and supplies to prospectors along their travel routes to the
mining areas.
Settlement patterns in the Timmins area began to take form
throughout the 1910 to the 1920s – largely around the mines.
National groups began to cluster in various communities. Englishspeaking Canadians constituted of the majority of the Timmins
population between 1911 and 1931. A significant Italian population
shifted from Matheson to the district of Moneta in Timmins, while a
community of Croatians became an important part of Schumacher.
Further distinction between nationalist regional groups was also
displayed in the Italian community, where men from Calabria were
likely to be found in South Porcupine, those from Abruzzi in Timmins
and men from northern Italian villages most likely residing in
Schumacher. Much of these ‘cultural settlements’ remain to date;
wherein the presence of Timmins’ five historic communities
maintains a present link to the past.
As the World Wars erupted, tensions also erupted in the Timmins
communities as a number of first generation immigrants held fast to
the political ideologies of their original homelands. Nonetheless, the
communities banded together in light of harsh conditions of the
3
2
The early Canadian Census and area employers did not always specify
which nationalities were amongst this group.
According to the book “Migration, Ethnic Relations and Chinese Business”
by Kwok-bun Chan, Chinese throughout the Timmins area were prohibited
from working as miners.
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north. As the communities boomed so did infrastructure
development and the honing of community values and culture.
Separated from lower/southern Ontario and its governance,
Timmins as a community strove for self-sufficiency and community
collaboration; fostering a melding of the vast mixed Euro/Aboriginal
culture present – long before any policies of multiculturalism existed
in the Province. For its age and time, the Timmins area was the
epitome of ethnic collaboration and integration.
September 2013
Timmins’ Founding Fathers
George Bannerman &
Discovered the first gold in the Porcupine Region which initiated the Porcupine Gold Rush.
Tom Geddes
Benny Hollinger and Alec
Discovered gold at the Hollinger Mine. Sold their claims to a developer named Noah Timmins.
Gillies
Sandy McIntyre
Found gold around Pearl Lake and developed the McIntyre Mine.
Harry Preston
Discovered the Dome Mine site, and some of the richest deposits on the site, as part of an expedition led by Jack Wilson.
Fredrick W. Schumacher
Acquired, developed and sold 160 acres of land near the Dome Mine site and 8 acres between Hollinger and McIntyre Mines.
Built the first mine shaft of Schumacher Mines on the 8 acre property, which later was sold to Hollinger Mine.
Noah Timmins
Jack Wilson
Purchased stakes from Benny Hollinger and Alec Gillies at the Porcupine camps as well as adjacent claims and incorporated
the Hollinger Mine. In 1912 founded Timmins as a community to house the employees of the Hollinger Mine.
Led a prospecting expedition into the Porcupine Region in 1909. The expedition discovered the Dome Mine, and the
community of South Porcupine grew around the site.
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Early Beginnings: South Porcupine (top) and Downtown Timmins.
2.1.4. Industry and Infrastructure
The extension and operation of the rail system around Timmins in
1911 accelerated the growth of the communities as well as the
mines. In the same year, the community established its first Fire
Department and within a year (by 1912) its own police force.
In its first two years (between 1912 and 1913) the Porcupine
mine/camp produced more than twice the gold as had the entire
Ontario industry until that time. From the 1920s-30s the Porcupine
represented the majority of gold production in Ontario and Canada;
turning the national gold industry trend sharply upward having been
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headed for insignificance as the Klondike's production declined. As
the price of gold increased and the effects of the Great Depression
were being felt around the world, the Porcupine entered its second
round of development of new mines. As a living heritage, some of
these mines (including the ‘Big Three’) are still in production in
Timmins today.
Percent of the Total Population
Gold Mining
Industry Cycle
19121931
Exhibit 2: Select Ethnic Origins of Timmins Population, 1921-1951
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Exhibit 3: Timmins Changing Pre-Amalgamation Context - Industry in Relation to
Population Change
19321945
British Isles
French
Italian
Finnish
Ukrainian
1921
37.5%
31.6%
4.8%
6.2%
3.8%
1931
40.3%
35.0%
6.2%
4.0%
2.5%
1941
39.6%
36.4%
5.4%
3.0%
2.1%
1951
36.3%
41.4%
5.6%
2.2%
2.8%
Source: Abel, K., Changing Places: History, Community, and Identity in Northeastern
Ontario (2006)
Timmins as is known today began to take form with the continuous
development of industry, transportation and services. This growth
was fostered by the fact that much of Timmins’ ability to function
and strive as a community was the result of self-sufficient industry
and wealth independent of the rest of Northern Ontario and the
Province.
19461962
Economic
Boom
Economic
Boom
3 Short-Term
Economic
Boom and
Bust Cycles
Economic Growth & Decline Factors
Growth Contributors:

Porcupine Gold Rush

Increased Gold Production

Fixed Price of Gold

TN&O Railway Construction

Increased Price of Gold

Increased Demand: Government of
Canada’s agreement with mining
industry (all gold purchased by
Federal Government for purchase
of American Arms during WWII)
Contributors to Decline:

Post War Fixed Price of Gold

Increasing Gold Mine Operational
Costs

Increasing Wage Rates

Lower Rate of European
Immigration

Lower Demand for Gold after end
of WWII

1953 Hollinger Mine Strike

1960s end of Federal Government
Initiative: Emergency Gold Mining
Assistance Act
Change in
Population
Population
Growth of
+1358%
Population
Growth
(1931-1941)
of +101%
Nearly
stable
population
Population
Growth
(1941-1961)
of +2%

1950s-1960s Federal Government
Initiative: Emergency Gold Mining
Assistance Act

1962 McIntyre Mine discovery of
September 2013
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Gold Mining
Industry Cycle
Economic Growth & Decline Factors

19631972
Relatively
Stable
(Economic
Bust in Gold
Mining
Cushioned by
Emerging
Activities)
Change in
Population
major copper-ore, and later
exploration of other small base
metal deposits
1946-1962 forestry industry growth
Contributors to Decline:

Declining gold production and
value.

Diversification in mining industry:
1963 large base metal discovery by
Texas Gulf Sulpher

1963 increase in short-term
prospectors (over 20,000 claims)

1972 increase in price of gold
120
35000
100
30000
25000
80
Nearly
stable
population
Population
Decline
(1961-1971)
of -2%
Sierra Planning and Management based on Statistics Canada Historical Census
Population data and Torlone, JG., The Evolution of the City of Timmins: A SingleIndustry Community (1979)
Much of the City’s land-use and settlement patterns to date are a
remnant of the early communities which developed around the
mines. Though amalgamated, many of the City’s historic
communities hold fast to their distinct origins as is evident is present
day population settlement patterns.
Exhibit 4: Per-Amalgamation: Relation of Timmins Population Growth and Gold
Production Value
20000
60
15000
40
10000
20
5000
0
0
1901
1905
1909
1913
1917
1921
1925
1929
1933
1937
1941
1945
1949
1953
1957
1961
1965
1969
1973
13
Total Value of Gold Production (Millions $)
Population
Population data and Torlone, JG., The Evolution of the City of Timmins: A SingleIndustry Community (1979)
September 2013
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2.1.5. Timmins: The Modern City
Community
Location
In 1973, the City of Timmins was created through the amalgamation
of neighbouring communities. In as much as culture is a facet of the
sense of place of people, Timmins today remains a picture of
community resiliency; evidenced in its continuing industry. A
hundred and one years later, the Porcupine which spurned the
growth of the Town is still in operation (currently under the
management of Goldcorp) and remains a valued source of
employment in the City. Despite amalgamation, these historic
communities have maintained some of the distinct cultures and
have contributed to the tapestry of the City’s identity.
South
Porcupine
Eastern shore of
Porcupine Lake
Community
Location
Connaught
West of Barbers Bay
Hoyle
Moneta
East of South
Porcupine
South of downtown
Timmins
Historical and Cultural Significance
Historic location of the Frederick House outpost
of the Hudson’s Bay Company.
Small farming hamlet a remnant of early
agricultural settlers.
Home to a significant population of Italian
descent which serviced miners and their families.
Originally known as Mountjoy Township.
Francophone residents make up the majority of
the population.
Mountjoy
West of the
Mattagami River
Porcupine
Eastern end of
Porcupine Lake and
northeast of South
Porcupine
Founded at the beginning of the Porcupine Gold
Rush, and originally known as Golden City. Home
to a significant population of Finnish descent.
Schumacher
South of Pearl Lake
Originally called Aura Lake. Named after early
settler and mining prospector Fredrick W.
Schumacher. Once home to one of Canada’s
largest Croatian communities.
Mattagami
Heights
North of Algonquin
Boulevard West and
west of Thériault
Boulevard
First developed along the Mattagami River by
prospector Charles M. Auer in the 1910s.
Historical and Cultural Significance
Founded in 1907 for mining prospectors and
incorporated in1909, the construction of the
Temiskaming & Northern Ontario Railway system
(1911) accelerated growth in the area.
2.1.6. Economic Diversification & Growing Importance of
the Cultural Sector
As shown in Exhibits 3 and 4, Timmins' economy has been
characterized by relatively volatile business cycles of boom and bust
with its major mining industry playing a significant role in the state
of the economy. Currently, the economy is in a moderate boom
cycle due to relatively high base metal and gold prices; with several
new underground mining operations opening up and a total of
around 120 mining companies operating in the City, compared to 50
companies active in 2001.
Although mining and primary natural-resource driven industries still
play a crucial role in the City’s economy, Timmins has evolved to
include the key industries of manufacturing value-added wood
products, metal fabrication, service industries, tourism, recreation,
health care, education, commercial and industrial commerce,
culture and telecommunications. Diversification of the economy has
been evident since 1941 when the mining labour force decreased
from roughly 50% of total labour to 41% in 1951. Likewise, while
historically local population dynamics were largely influenced by
gold production (demand and price of gold); economic
diversification has resulted in population growth being increasingly
influenced by other socio-economic factors (quality of life,
educational opportunities etc.).
September 2013
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16
Exhibit 6: 2013 Top 3 Private and Public Sector Employers
Timmins has evolved into a regional governmental, transportation,
industrial, commercial and recreational centre for much of
Northeastern and the James Bay coastline. The retail sector is an
emerging secondary sector of the economy. In recent years, a
number of ‘big box’ and chain retailers have entered and expanded
in the local market.
Employer
Exhibit 5: Overview of Employment by Sector in Timmins (2011)
16%
14%
14%
Xstrata Copper
Mining Division
Mining
# of
Staff
1,246
Dumas Mining
Mining
1,000
Goldcorp
Porcupine Gold
Mines
Mining
700
Employer
Private Sector
Industry
# of
Staff
940
City of Timmins
Government
Timmins &
District Hospital
Northern
College
Health
850
Education
573
Source: Timmins Economic Development Corporation, Business Climate – Labour
Force and Staffing (2013)
12%
12%
Public Sector
Industry
11%
10%
7%
5%
5%
4%
4%
3%
3%
2%
2%
1%
Agriculture, Forestry, Fishing, Hunting
Wholesale Trade
Professional, Scientific and Technical Services
Other Services (Except Public Administration)
Transportation and Warehousing
Public Administration
Admin. & Support, Waste Management &
Remediation Services
Accommodations and Food Services
Construction
Educational Services
Mining, Oil and Gas Extraction
Health Care and Social Assistance
Retail Trade
0%
Manufacturing
2%
Source: Timmins Economic Development Corporation, City of Timmins 2011
Economic Report
1% 1%
Arts, Entertainment and Recreation
5%
Real Estate, Rental and Leasing
5%
Utilities
6%
6%
Information and Cultural Industries
7%
Finance and Insurance
7%
8%
While some of Timmins’ major mining companies rank as the largest
employers in the City, as a proportion of total jobs, the mining, oil
and gas extraction sector ranks third in employment; accounting for
roughly 11% of jobs in the City versus 14% for retail trade and 12%
for health care and social services. The aforementioned reflects the
City’s growing role as a retail and service centre.
The Far Northeast Training Board (FNETB) identifies that as it relates
to employment growth and economic diversification across its
service region of Cochrane District and Timiskaming District, the
cultural and recreation sector plays an important role. FNETB
identifies that regional industries which experienced a significant
rate of growth between 2009 and 2012 were that of Professional
Scientific and Technical Services as well as Information, Culture and
Recreation. Employing an estimated 10,500 persons in 2012, jobs
within the Professional Scientific and Technical Services industry
grew by almost 35% to account for 2,700 additional jobs over the 3
year period. Between 2009 and 2012, jobs in the Information,
September 2013
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Culture and Recreation (a total of 10,000 in 2012) grew by almost
27% to account for 2,100 additional jobs in the Region.
The Far Northeast Training Board (FNETB) reports that the most
significant job losses between 2009 and 2012 were observed in
Manufacturing and Educational Services industries (see Exhibit 7).
Exhibit 7: 2009-2012 Change in Employment Northeastern Ontario Region (In
Thousands)
Total employed – All industries
Goods-producing Sector
Agriculture
Forestry, Fishing, Mining, Oil and Gas
Utilities
Construction
Manufacturing
Services-producing Sector
Trade
Transportation and Warehousing
Finance, Insurance, Real Estate and
Leasing
Professional, Scientific and Technical
Services
Business, Building and Other Support
Services
Educational Services
Health Care and Social Assistance
Information, Culture and Recreation
Accommodation and Food Services
Other Services
Public Administration
2009
2012
251.2
58.8
16.2
2.5
19.2
19.8
192.4
39.2
12.7
255.8
59
2.6
18.1
3
18.2
17.2
196.8
43.4
13
% Change
2009-2012
1.8
0.34
11.7
20
-5.2
-13.1
2.3
10.7
2.4
9.5
9.5
0
7.8
10.5
34.6
7.4
7.1
-4
24.4
37.8
7.9
17.2
10.4
18
21.8
37.6
10
15.5
10.2
18.1
-10.7
-0.5
26.6
-9.9
-1.9
0.5
Source: Far Northeast Training Board, Working Together: A Local Labour Market
Plan for the Far Northeast Training Board (FNETB) Region 2013-2016
2.1.7. Population Dynamics
As of 2011, the City was home to 43,165 residents and is
experiencing growth (Timmins’ population grew 0.4% between 2006
and 2011) after a lengthy period of population decline (-8% between
1996 and 2001; and -1.6% between 2001 and 2006). According to
Statistics Canada, in 2006 approximately 7.7% of the population selfidentified as Aboriginal – up from 6.6% in 2001.
In 2011, 50% of the City’s residents had knowledge of both English
and French, compared to 11% for the Province. Italian was cited as
the non-official language4 most often spoken in households
throughout Timmins; followed by Cree, Finnish, German and Polish –
further evidence of the City’s early settlement population.
Exhibit 8: Population of Timmins 1912-2011
50,000
40,000
30,000
20,000
10,000
0
1912 1921 1931 1941 1951 1961 1971 1981 1991 2001 2011
Population data
4
1973: Year of
Amalgamation
That being languages other than English and French
September 2013
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Local population dynamics continue to be influenced by ongoing
changes in migrant patterns. As highlighted in Exhibit 9, Cochrane
District has been experiencing net out migration, predominantly
amongst the 18 to 24 age group (in pursuit of educational
opportunities). The majority of in-migration has occurred in the 25
to 44 age group; those of prime working age. In-migration has
historically played a key role in the supply of labour for the City’s
primary sector.
City of Timmins (up from 40 in 20065). Timmins continues to attract
new immigrant and migrant residents as well as workers from other
parts of Ontario.
Exhibit 10: 2011 Place of Residence for Individuals Working in the City of Timmins
400
340
350
300
Exhibit 9: Cochrane District Migration (In and Out-migration) Patterns (2005-11)
3,985
4,846
-861
3,856
4,656
-800
1,652
2,486
-834
1,695
2,478
-783
482
10,483
704
14,458
-222
-3,975
478
10,206
709
13,825
-231
-3,619
20
30
0
Source: Far Northeast Training Board, Working Together: A Local Labour Market
Plan for the Far Northeast Training Board (FNETB) Region 2013-2016
Additionally, the National Household Survey (2011) indicates that
the majority of non-locals working in the City of Timmins came from
Iroquois Falls (340 individuals) and Black River-Matheson (140
individuals). In 2011, there were 125 non-Canadian residents in the
35
Cochrane, Unorganized, North
Part
-1,580
30
Kapuskasing
2,998
20
Smooth Rock Falls
1,418
50
90
Cochrane
-1,623
100
Iroquois Falls
3,220
90
Black River-Matheson
1,597
140
150
Greater Sudbury
InMigrants
2,759
Toronto
InMigrants
2,767
200
2006 to 2011
OutNetMigrants
Migrants
2,984
-225
Ottawa
Age
Group
0 to
17
18 to
24
25 to
44
45 to
64
65+
Total
2005 to 2010
OutNetMigrants
Migrants
3,202
-435
250
Source: Statistics Canada, National Household Survey 2011
5
2011 non-permanent resident data is from the 2011 National Household
Survey, while the 2006 figure is from the 2006 Census. According to
Statistics Canada, non-permanent/non-Canadian residents refer to a
person “from another country who has a work or study permit, or who is a
refugee claimant, and any non-Canadian-born family member living in
Canada with them”.
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2.2. Culture Sector Assessment
2.2.1. Working Definition of Culture
In guiding the work of this project the following reflects the working
definition of culture used to define the scope of analyses of the
cultural sector, its factions, employment and impacts:
Culture centrally reflects the people, their heritage and collective
lifestyle and is comprised of shared values, beliefs, social traditions
and conventions that help to contribute to a sense of community and
sense of place. In this manner culture encompasses both the tangible
and intangible forms of creative expression within a society.
Culture encompasses much of our daily activities including the
professional and recreational and is often enhanced by the operation
of the cultural sector, manifesting itself through many forms of
creative activity, including: Heritage (Natural, Industrial,
Archeological and Cultural); Performing Arts/Entertainment;
Communications Media; Electronic Arts; Literary Arts; Crafts; Design
Arts and Visual Arts.
The production and dissemination cultural products and activities
(both non-commercial and commercial) is as much a part of local
culture as is the places/facilities wherein cultural expression and
production is honed; and includes the distinctive heritage, traditions
and value systems which bond a community.
2.2.2. Cultural Planning Context in Ontario & Timmins
An increasing number of communities throughout Ontario have
engaged in the municipal cultural planning process in recognition of
the importance of the sector’s role in supporting economic and
community development priorities.
Cultural planning is being shown to be an important differentiator of
community identity –a key determinant of location for individuals,
business and investment. With that, the cultural sector and
subsequently cultural planning and investment are increasingly
being understood as contributors to community wealth, quality of
life and sense of place. The development of a Culture Master Plan
for the City of Timmins is situated within a supportive landscape of
Provincial, Regional and Municipal policies and priorities for the
enhancement, protection and leveraging of cultural and heritage
assets as a key means of facilitating resident and labour attraction &
retention, quality of life, community development, economic
diversification and tourist attraction.
2.2.3. Provincial Policy Statement (PPS) 2005
Status: Currently undergoing a 5-year review
The Government of Ontario’s Provincial Policy Statements (2005)
provides overarching guidance and direction to regional and
municipal governments as it relates to matters of land-use, social
and economic development and planning. The preservation and
sustainable management of community’s heritage (cultural and
natural) and archaeological resources was identified as a significant
component in these matters. In supporting the provincial vision for
building strong, prosperous communities via effective growth
management, environmental stewardship, the efficient
development/use of infrastructure and enhancement of quality of
life; the following provisions of the PPS support municipal cultural
planning as follows:
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1.2.1(b) A coordinated, integrated and comprehensive approach
should be used when dealing with planning matters within
municipalities, or which cross lower, single and/or uppertier municipal boundaries including managing natural
heritage, water, agricultural, mineral and cultural heritage
and archaeological resources.
2.6.1
Significant built heritage resources and significant cultural
heritage landscapes shall be conserved.
2.2.4. Growth Plan for Northern Ontario 2011
The 2011 Growth Plan for Northern Ontario is the overarching
framework guiding municipal land-use, economic, social and
environmental planning in Northern Ontario. With priorities for
ensuring the enhancement of local quality of life, industry and
economic growth, and the development of strong, sustainable
communities; provisions of the Plan acknowledge that “within arts
and cultural industries, as well as in the tourism sector, competitive
advantages arise from the North’s unique history, culture and
natural environment. This includes gaining an appreciation of the
history and culture of Aboriginal peoples and Northern Ontario’s
French-speaking population, reconnecting with nature, and enjoying
the diversity and vibrancy of urban communities – to diversify
industry and support job attraction” (Section 2.1, 2011 Growth Plan
for Northern Ontario).
Timmins being identified as containing a strategic core area in
Northern Ontario; provisions of the Plan call for the development of
core areas of the municipality as “vibrant, walkable, mixed-use
districts”; providing access to a range of amenities for residents and
visitors including entertainment, social and cultural services (Section
4.4.2, 2011 Growth Plan for Northern Ontario).
Provisions of the Plan explicitly support the development,
diversification and leveraging of opportunities for arts, culture and
heritage as a key economic strategy for community growth and
development. Section 2.2.2 of the Plan identifies arts, culture and
creative industries as a key emerging sector of distinct competitive
advantage for Northern Ontario and supports the development of a
Culture Master Plan for Timmins; recognizing its function as an
economic development tool for leveraging cultural opportunities in
the City. The Plan outlines the following as priorities for the
development of the sector:
Section 2.3.4(1):
Efforts by the Province, industry and, where
appropriate, other partners, to grow and
diversify the arts, culture and creative industries
sector should include:
a) Creating opportunities for cultural and
artistic expression in urban, rural and
remote communities, particularly among
youth;
b) Promoting incentives for film and television,
interactive digital media, and computer
animation and special effects;
c) Expanding access to information and
communications technology infrastructure;
September 2013
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d) Celebrating the unique cultures and
histories of the peoples of Northern
Ontario;
e) Supporting postsecondary education and
training programs in digital media.
2.2.5. Northeastern Ontario Regional Tourism Organization
Business Plan and Marketing Plan 2013-2014
In an accord to enhance and jointly develop tourism service delivery
throughout Northeastern Ontario; Northeastern Ontario Regional
Tourism Organization (RTO) 13A was formed as a sub-region of
Tourism Northern Ontario (RTO 13)6. Operational as of April 2013,
RTO13A in collaboration with its municipal partners (which include
the City of Timmins) support a mandate to “build a competitive and
sustainable tourism industry within the region.”
In leveraging opportunities for visitor attraction and spending, the
2013-14 Marketing Strategy and Business Plan for RTO13A identifies
priorities for bolstering Attractions, Festivals, Broad Outdoors
Motorsports and Touring opportunities in region; targeting
knowledge seeking travelers with a penchant for cultural activities,
heritage experience, architecture and sight-seeing. The
aforementioned amplifies the importance of developing a municipal
Culture Master Plan for the City of Timmins and the development of
a comprehensive framework of strategic action for the provision,
enhancement and development of opportunities for (cultural)
6
Additional sub-regions include North Central (Algoma) Ontario (13B) and
Northwest Ontario (13C).
tourism in the City. Other identified priorities for tourism product
enhancement in Northeastern Ontario include the exploration
tourism services and activities in the following sub-markets:
Fish/Hunt experiences and Meetings, Conventions and Sports
Tourism; the latter representing a non-traditional and longer-term
tourism development opportunity.
RTO 13A continues to support regional priorities for marketing,
product development, workforce development/capacity building
and tapping investment attraction opportunities in Northern
Ontario. Municipal policy and planning priorities which support
social, cultural and recreational enhancement at a local-level will
serve to bolster the aforementioned regional initiatives over the
long-term.
2.2.6. City of Timmins Official Plan 2010
Status: Approved by the Ministry of Municipal Affairs and Housing
July 16, 2010, came into force August 10, 2010
The City of Timmins Official Plan (OP) is the main policy mechanism
guiding long-term development and municipal decision-making.
Outlining a commitment to economic development, environmental
sustainability, community enhancement and vibrancy, policies of
Timmins Official Plan support the long-term economic health and
prosperity of the community via:

The implementation of innovative approaches to promoting
recreation and tourism development and economic growth,
development and redevelopment within the City (Section
2.1(3), 2010 Timmins Official Plan);
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22

Ensuring the maintenance of the building stock and the
heritage resources and values that contribute to the
community's image and reflect the legacy of traditional land
uses and heritage of First Nations and Metis (Section
2.1(13), 2010 Timmins Official Plan);
offerings (private, public and not-for-profit), as well as a review of
the fiscal and organizational role of the Municipality in delivering
leisure services; the Master Plan determined a planned level of
leisure service for Timmins residents as it relates to facility provision,
program access and delivery.

Ensuring the conservation and/or enhancement of the
environmental attributes and natural heritage features and
areas of the community (Section 2.1(14), 2010 Timmins
Official Plan);

Encouraging a full range of arts and cultural activities to
enhance the quality of life and experiences the City of
Timmins offers. The City recognizes the contribution arts
and culture make to attract, retain and provide for a diverse
and prolific population (Section 2.1(26), 2010 Timmins
Official Plan).
In ensuring the comprehensive delivery of leisure services in the
City, the Plan identified the Municipality’s role as a facilitator of
culture and leisure service delivery; collaborating with community
arts groups as it relates to the development of programming and
activities. Additionally, the Plan made primary recommendations for
the adoption of an expanded mandate/focus in the City’s Parks and
Recreation Department to support cultural programming
development via the leveraging of sectoral partnerships. Key
recommendations for enhanced municipal support for culture were
as follows:
Recommendation 4.25:
In the short term, the Department
should try to alleviate outstanding
demand for performance space by
reviewing existing agreements and
practices with the school boards
regarding community access to school
performance facilities and more
flexibility in long range booking of
performance facilities.
In the long term, as future municipal
facilities are developed (e.g., the Gold
Mine Museum, the Schumacher
Theatre) the Department should
Recognizing the importance of arts and culture to community wellbeing and investment attraction, Section 2.3 of the OP supports “coordinated planning, the involvement of all human services sectors
and investment in social infrastructure and cultural capital”.
2.2.7. City of Timmins Leisure Services Master Plan (1993)
The 1993 City of Timmins Leisure Services Master Plan (developed
by IER Planning, Research & Management Services in association
with Moore/George Associates Inc.) outlined key strategic
actions/recommendations for the enhancement of sport, recreation
and leisure service and program delivery in Timmins over a 10-15
year planning period. Informed by a range of stakeholder and
community input, a review of existing facilities and program
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negotiate access for community
performing arts organizations.
If municipal facilities are developed, the
Department should ensure the needs of
local performing arts and cultural
groups are considered in the design.
In addition to the aforementioned, the Plan highlighted gaps in arts
and culture program offerings (particularly for youth and seniors)
and events. Recommendations were made for the investigation of
opportunities for program diversification via collaboration with the
private sector, existing arts organizations, Timmins YMCA, the NEC
and Timmins Public Library. As a community partner in the delivery
of cultural services and activities, the Municipality was identified as
a key supporter of event development via publicity/promotion,
fundraising guidance as well as space provision.
2.2.8. Timmins Community Improvement Plan (2010)
In recognition of the need to initiate and encourage heritage
preservation, the Municipality has enacted Official Plan priorities for
the maintenance and enhancement of built heritage assets through
the implementation of its 2010 Community Improvement Plan.
Provisions of the CIP recognize the importance of revitalizing and
preserving of the City’s historical, heritage and cultural assets as a
key component of developing a unifying sense of space and identity;
and calls for the City to work in partnership with various local
organizations to coordinate cultural and heritage planning
strategies.
Targeting the Timmins Downtown Core, Downtown South Porcupine
and Schumacher, the 2010 City of Timmins Community
Improvement Plan (CIP) is a municipal tool (sanctioned under
Section 28 of the Ontario Planning Act) supporting private sector
property rehabilitation and redevelopment via the provision of
financial incentives to individual property owners and developers.
In addition to supporting a range of heritage enhancements via
grant programs which support the rehabilitation of heritage façades
and built structures; the Festivals and Events Fund program is
designed to provide grant support (up to 50% of total project costs,
to a maximum of $3,000) to eligible community organizations and
groups for the following:






Celebration of the City’s historical and cultural heritage;
Exposure to, understanding and appreciation of the arts
and/or multiculturalism;
Promotion of annual civic holiday celebration events;
Volunteer participation;
Cultural education and awareness events that promote an
improved quality of life; and
Community celebration events.
Between 2010 and 2013, 5 applications have been submitted for
consideration under the Festivals and Events Fund program. Of
these applications, 3 have been provided funding including the
Downtown Summer Street Festival, South Porcupine Summerfest
and the Kamiskotia Ski Festival (held in 2008). The majority of CIP
applications have been submitted for façade and building
redevelopment.
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2.3. Existing Cultural Sector/Metrics of Sector
2.3.1. Cultural Industries and Employment
In undertaking a detailed assessment of cultural industries in
Timmins, our team acquired Statistics Canada’s 2013 Canadian
Business Pattern (CBP) data in order to determine the number of
cultural establishments located in the City.
The Canadian Business Pattern data provided a count of business
establishments (by 9 employment size ranges) in Timmins by 6-digit
NAICS industry code7. We then assessed the 6-digit NAICS
categories, congruent with the 2011 Classification Guide for the
Canadian Framework for Culture Statistics (CFCS)8, and isolated data
for those industries that most accurately reflected the cultural
sector in Timmins. The selected 6-digit NAICS codes were then
grouped into broader cultural industry categories for ease of
analysis. The exhibit below provides an example of how the selected
NAIC codes were categorized.
Exhibit 11: Sierra Planning and Management Categorization of 6-Digit NAIC
Cultural Codes
Categories
Industries
Communications Media
Broadcasting (Radio, Television and Internet) etc.
Electronic Arts
Sound Recording, Motion Picture and Software Publishing etc.
Design/Civic Arts
Architecture and related services, Graphic Design etc.
Visual Arts and Crafts
Photography , Pottery, Textile and Jewelry Design etc.
Literary Arts
Print Publications, Libraries and Archives etc.
Performing Arts
Theatre, Music and Dance Companies, Live Performers etc.
Heritage
Heritage and Historic Sites, Natural Heritage etc.
*Based on North American Industry Classification System (NAICS) as outlined in Statistics
Canada’s 2011 Canadian Framework for Culture Statistics.
CBP data showed that as of June 2013 there were a total of 80
cultural establishments throughout the City – comprising of 3.5% of
total establishments in Timmins.
The majority of cultural establishments were small businesses,
largely composed of 5-9 employees (41% of cultural establishments)
followed by 1-4 employees (33% of cultural establishments). The
majority of cultural establishments – inclusive of those recorded
with an indeterminate amount of employees – were related to
design and civic arts (33%), followed by crafts (15%) and literary arts
(13%).
7
The data published reflects the number of business locations or
establishments identified from the Canadian Business Register Database for
the year 2013
8
The Canadian Framework for Culture Statistics (CFCS), which represents
Canada’s first conceptual model for culture statistics that provided a
systematic approach to measurement and analysis of the culture sector in
Canada from which the Cultural resource Framework (CRF) was developed
September 2013
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Exhibit 12 - Proportion of Cultural Businesses by Employment Range
London, 7.2% in Vancouver, 6.4% in Montreal, 5.9% in Toronto, 4.7%
in Ottawa and 3.6% in Calgary. Despite an identified demand for
facilities, programming and the presence of a number of cultural
establishments and groups (around 120 in total) in the City; the
aforementioned indicates there is added potential for the City to
hone, foster, attract and retain cultural and knowledge workers in
the City.
41%
33%
15%
11%
0%
1-4
5-9
10-19
20-49
50-99
0%
0%
100-199 200-499
0%
Exhibit 13: Distribution of Cultural Businesses by Sierra Planning and Management
Categorization of 6-Digit NAIC Cultural Codes
500 +
Source: Statistics Canada Canadian Business Patterns, June 2013
Heritage
0%
Performing Arts
Of the 80 cultural establishments, 58% had determinable
employment figures9 and are estimated to employ a total of 430
individuals. The aforementioned is likely modest estimation of
cultural employment in the City and is not an indication of
contractual employment or cottage industries which comprise the
sector.
2013 employment/job estimates for total establishments in Timmins
based on the latest available CBP data indicate employment in the
City’s cultural sector represents roughly 2% of total jobs in Timmins.
While the range and scope of analyses for culture varies across
studies, as an illustration of scale, cultural workers represented 3.3%
of total workers in Canada, 4.2% of total workers in the City of
9
As per Statistics Canada, those businesses for which employment
numbers were indeterminable did not maintain an employment payroll,
but may have a workforce which consists of contracted workers, family
members or business owners.
10%
Literary Arts
13%
Crafts
15%
Visual Arts
10%
Design/Civic Arts
33%
Electronic Arts
11%
Communications Media
E.g.: Architects,
Graphic &
Landscape
Designers etc.
9%
0%
5%
10%
15%
20%
25%
30%
35%
Source: Statistics Canada, Canadian Business Patterns, June 2013
Regardless, the City is home to a significant base of cultural assets.
While definition of culture (as outlined in Section 2.2.1) provides
parameters for an analysis of the sector in Timmins (both the
tangible and intangible assets), our assessment and particularly the
mapping of the cultural sector required a strategic approach to
identifying and measuring the existing tangible cultural resources in
the municipality. The identification, classification and subsequent
September 2013
26
|
mapping of Timmins’ cultural assets were conducted on the basis of
the Cultural Resource Framework (CRF) as follows:
data – the purpose being to consolidate existing listings and
knowledge of cultural assets into one fulsome database for future
updating. This resource mapping exercise involved the identification
and recording of tangible cultural resources by means of Geographic
Information Systems (GIS) tools and platforms. Consistent with the
Ontario Cultural Resource Framework (CRF), baseline database
mapping identified 248 cultural assets in Timmins as follows:
Total Cultural Resources - 248
Creative Cultural Industries - 92
Community Cultural
Organizations - 28
Festivals and Events - 29
Other/Places of Significance - 11
Spaces and Facilities - 44
Cultural Heritage - 30
Natural Heritage - 14
2.4.2. Observations and Results
2.4. Resource Identification & Database
Development
2.4.1. Methodology
The mapping/identification of cultural assets was a ‘ground-up’
exercise whereby a database of cultural resources was developed
utilizing municipal business and heritage databases, museum
historic records, stakeholder input and other available sources of
The cultural database identification exercise highlights that many of
the City’s cultural industries are located in the urban core of the
City, rendering Timmins downtown area a local hub of cultural
(business) activity (such activities are not limited to arts and crafts,
but as shown in Exhibit 11 includes local architects, graphic and
landscape designers etc.). The historical communities of
Schumacher, Porcupine and South Porcupine were also observed to
have a significant share of the City’s natural and built heritage assets
much of which are a showcase of the City’s mining legacy.
Evidenced by mapping, a number of cultural festivals and events are
located at key centres such as the McIntyre Community Centre and
Hollinger Park. Facilities and spaces identified are a reflection of
existing multi-use spaces and/or facilities multi-purposed for cultural
activity (including arenas which host a number of significant events);
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Community Cultural Organizations
|
27
and is not a reflection of the adequacy or quality of cultural spaces
in the City. Recent ground-breaking in the McIntyre Park by the
Schumacher Lions Club (with a $200,000 donation from Goldcorp)
for the development of a pavilion and park restoration is expected
to increase the Park’s capacity to hold additional events.
The cultural asset database is not considered to be complete, and
will require ongoing development (noting that our team has
developed detailed descriptors for a portion of assets to assist with
interactive mapping development) and should constitute a means by
which future updates to cultural mapping may be made. The Culture
Master Plan will make recommendations as to how updates to the
database may be undertaken i.e. whether a
community/stakeholder-based approach is preferred or municipal
staff be allocated to fill this function.
2.5.
Cultural Service Delivery in Timmins
Cultural services, programs and activities in Timmins are delivered
across 3 key sectors:



Private realm (commercial dance studios, recording
companies etc.);
Not-for-profit sector (social clubs, arts and culture
organizations and community groups); and
Public realm (City-offered services and educational
institutions).
2.5.1. Role of the Non-profit/Volunteer Sector
As in many communities across Ontario, the pulse of a community’s
cultural sector is largely stimulated by grassroots arts and
community groups as well as local artisans. Likewise, Timmins
cultural sector is largely influenced by the not-for-profit sector; with
community-based cultural organizations playing a key role in
organically stimulating creative activity and cultural industry. The
majority of groups are supported by dedicated community volunteer
and range in interests to include the performing arts, fine arts,
crafts, history, heritage, digital and recording arts.
2.5.1.1. Community Arts (Visual & Performing) & Craft
Organizations
An initial review of the City’s cultural assets revealed that more than
70% of identified community cultural organizations in Timmins are
involved in craft and the arts. A number of community arts
organizations exist including the Porcupine Art Club, Timmins
Voices, The Timmins Film Society, Timmins Concert/Youth Singers,
Timmins Police Pipes & Drums, Wawaitin Clay Works, Les
Maringouins du Nord and Timmins All-Star Big Band.
The Timmins Symphony Orchestra and Chorus (TSO&C) is one of
Timmins’ highlight talents with a long history in the community.
Originally formed in 1979, the Orchestra hosts annual classical music
concerts and performances throughout the City. TSO&C has evolved
from a volunteer group to an organized not-for-profit organization
providing music education through the Timmins Symphony
Orchestra Geoffrey James Lee School of Music (a non-profit
community school). The School’s faculty of five full-time professional
teachers provides classical music training to over 120 students
weekly. The TSO&C is guided by a twelve member Board of
Directors and is supported by minimal staff. The TSO&C has no
permanent dedicated performance space and currently assembles at
St. Andrew’s Cathedral.
September 2013
28
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2.5.1.2.
Historical and Genealogical Societies
Historical and genealogical societies are important contributors to
local heritage preservation – particularly as it relates to collecting,
maintaining and sharing unique community histories/tales of less
popular recognition. These organizations seek to share historically
significant information with the broader community through events,
publications, and advocacy work.
The Schumacher Arts, Culture & Heritage Association (SACHA) is one
example in Timmins. This non-profit group was formed in 2011 with
a mandate “to educate and advance the public’s understanding and
appreciation of arts, culture and heritage, and to enhance the
quality of life for the people of Schumacher and greater Timmins”.
SACHA is guided by a Board of Directors and is composed of four
working committees (Events, Exhibits & Educational Programming;
Built Heritage & Infrastructure; Advocacy & Fundraising; Promotions
& Communications; and Human Resources & Nominations). SACHA
works in partnership with the public and private sector as well as
other community organizations and produces a monthly newsletter
showcasing local histories and cultural events in Timmins.
2.5.1.3.
Multi-cultural Organizations
Timmins’ history as a gathering place for people of various
backgrounds and nationalities has continued to play a critical role in
the development of the City. Timmins is home to over 15
multicultural organizations, some of which have expanded their
social offerings to support the preservation of ethnic traditions
through arts and cultural activity - Centre Culturel La Ronde is one
such organization.
Established in 1968, Centre Culturel La Ronde is one of the largest
French cultural centers in Ontario. The organization is significant to
Timmins’ Francophone community and has a membership base of
approximately 2,200 Francophone residents. The Centre showcases
a number of Francophone performances, musical acts and artists per
annum.
2.5.2. The City’s Role in the Cultural Sector
As a public entity, the City of Timmins supports the delivery of
culture and heritage programming and services via 2 primary
entities: Timmins Public Library and Timmins Museum: National
Exhibition Centre.
2.5.2.1.
Timmins Public Library
As an adjunct agency of the City, Timmins Public Library (TPL)
functions as an arm’s length agent of cultural service/program
delivery; offering a range of programming in literacy and education,
bilingualism as well as the arts. In addition to range of creative
program options offered periodically throughout the year, annual
recurring cultural programs generated over 2,500 participants in
2010. With branches in South Porcupine (Charles M. Shields
Centennial Library) and Downtown Timmins, the Library continues
to be a popular source of community programming; growing its base
on users annually.
September 2013
29
|
Exhibit 14: City of Timmins Current Functional Organization of Cultural
Service Delivery
Municipal
Heritage
Committee
Mayor & Council
of a provincial scale is evident; however there is recognition that
such ventures will require extensive partnership development with
the local businesses, community/arts groups and other key
stakeholders in Timmins – pursuits which have yet to be tapped. In
2012, TPL generated just over $1.4 million in revenues.
2.5.2.2. Timmins Museum: National Exhibition Centre (NEC)
Agencies, Boards
& Commissions
of Council
Chief
Administraive
Officer
Timmins Public
Library
Community &
Development
Services
Timmins
Museum:
National
Exhibition
Centre
Adapted from City of Timmins – Functional Organizational Chart, June 2013
In 2010, TPL had over 115,000 walk-in visits and almost 80,000
online users. As a facility, the Library continues to function as a
primer cultural institution in Timmins; offering residents access to
more than 45 public workstations, multiple study rooms, meeting
rooms, a 3D theatre and access to 50+ databases and 100,000+ print
and audio materials. The Library continues to receive heavy
demands for additional and extended programming.
With a mandate to promote literacy, lifelong learning and leisure via
accessibility, growth, partnerships and innovative programming; TPL
is in an ever expanding role to delivery additional and more
convenient services. Library potential to host events/ programming
Under direct administration of the City’s Community Development
and Services Department, the NEC is currently the only functional
museum/exhibition space in Timmins. Having experienced
irreparable structural damages to its original South Porcupine site in
2006, the NEC opened at its new location in Downtown Timmins in
September 2011.
New to its operations at its current location the Museum is currently
undergoing a process of strategic storage and exhibition
management – partly the result of having acquired a smaller facility
than its original (the original South Porcupine site offered
approximately 11,640 sq. ft. in space compared to just over 9,000
sq. ft. at the new facility).
The February 2013 closure of the Shania Twain Centre and Gold
Mine Tour/Exhibit (due to low annual attendance figures of less than
10,000 and increasing operating costs) has placed additional
pressure on the Museum to acquire some of the mining exhibitory
formerly hosted at the site. By fall 2013, the Hollinger House and
prospector’s cabin (formerly part of the Gold Mine Tour exhibit) will
be relocated to the Timmins Museum site. The library is currently
reviewing its need to develop a permanent gallery for local history,
dedicated program space as well as additional storage for the soon
to be acquired Gold Mine Tour collection. This aforementioned is
September 2013
|
30
critical particularly in light of strong school program demand and an
influx of facility use requests from outside organizations.
Though programming and growth is necessary for the development
and prosperity of the NEC, such development will need to occur
congruent with strategic facility planning, asset management and
promotion in order for the NEC to fulfill its mandate to become “the
premier heritage and visual arts destination in Timmins”. The
Museum has recently purchased conservation supplies needed for
the stabilization of the collection at the new facility and has
developed a new website to support its marketing and promotion
activities. While, the NEC’s potential to support extensive resident
and visitor attraction has yet to be fully tapped, in 2012 the museum
filled over 167 research requests and had just over 24,014 visitors to
its facility. Ongoing partnerships and investment in the NEC will be
required to facilitate program enhancement and visitor attraction.
2.5.2.3.
City of Timmins Municipal Heritage Committee
In enhancing heritage and cultural preservation, the City of Timmins
established a Municipal Heritage Committee (MHC) (as per provision
of the Ontario Heritage Act (1990) and 2010 City of Timmins Official
Plan); and is comprised of residents, the City Clerk, representatives
from the Ministry of Culture, City Planning Department and the NEC.
Key objectives and responsibilities of the MHC were mandated as
follows:


Assisting Council with heritage conservation and
recognition initiatives;
Creating and maintain an inventory of the City’s heritage
assets;




Recommending properties for plaquing under the Municipal
Commemoration Policy;
Recommending renaming of City properties under the
Municipal Commemoration Policy;
Acting as liaison between Council and community in regards
to heritage conservation and recognition; and
Promoting awareness and education of identified heritage
sites.
Having been inoperative since 2010, administrative direction and
municipal support for the MHC is required; particularly prioritizing
potential future directions/functionality for the group as it relates to
heritage advocacy, municipal policy and planning decision-making as
a well as a re-evaluation of its role in light of the functionality and
responsibilities of the Library and Museum in the municipal cultural
service delivery system.
2.5.3. Spaces and Facilities
As a facility provider, the City manages a range of recreational
facilities (e.g. community centres, halls, Hollinger Park) which have
been utilized as event/multi-purpose space for cultural activities.
However, the consultations to date and the results of existing facility
reviews (also see accompanying Situational Report for Recreation)
indicate a lack of appropriate and adequate public access space for
cultural performances, events and activities; with many of the City’s
existing arenas, halls and meeting spaces representing an aging
infrastructure.
Community use of other public and private facilities exists as local
arts and culture groups utilize schools and other available spaces
which are deemed more appropriate for performances and other
September 2013
31
|
cultural activity. Nonetheless, there is a demand for accessible,
affordable and appropriate public access space to facilitate a range
of cultural expression as evidenced throughout consultations (see
Section 4 of this document) as well as ongoing space demands on
existing library and museum facilities.
Exhibit 15 - Breakdown of City of Timmins Culture Budget
11
$2,000,000
$1,500,000
$1,000,000
2.5.4. City Cultural Spending
$500,000
In 2012, the City of Timmins spent approximately $3.5 million on
culture (a 19% decrease from its 2011 budget); representing $81 in
per capita cultural spending10.
A significant portion of the City’s cultural spending in 2012 was
allocated to existing recreation facilities which double as cultural
event and festival spaces. These multi-purposed recreational
facilities accounted for 39% ($31) of the City per Capita spending on
culture by virtue of indirectly supporting cultural activity. In
actuality, the City of Timmins spent $50 per Capita on exclusive
cultural programming and amenities in 2012 (i.e. TPL, the Museum
and community grants for cultural activity).
$0
2012 budget
2011 budget
Source: City of Timmins Income Statement 2012 and City of Timmins Budget Report
by Function 2013
Around 47% of the City’s cultural expenditure (including expenses
on multi-purposed recreation facilities) was allocated to the
Timmins Public Library with another 13% being allocated to the
Timmins Museum – cumulatively TPL and the NEC account for $48 of
City per Capita spending on direct cultural service delivery.
11
10
2012 per capita spending is based on the City’s 2011 Census population
figure of 43,165.
Recreation-specific entries for multi-purpose recreation facilities (i.e.
McIntyre Skate Sharpening) were not included in the culture budget.
Cultural grants are based on actual values.
September 2013
32
|
Exhibit 16: 2012 Total Culture Budget Allocations for Major Northern Ontario
12
Cities based on Published Annual Municipal Budgets
$6,380,531
$3,493,184
Timmins
$6,590,864
$3,004,137
North Bay
Sault Ste. Marie
Greater Sudbury
Sierra Planning and Management based on City of Timmins Income Statement
2012, Greater Sudbury 2013 Operating Budget, City of North Bay 2013 Final
Operating Budget and City of Sault Ste. Marie 2013 Budget Summary data
In addition to festival and event support under the City’s CIP, as part
of the Municipality’s process for supporting community
organizations, a range of community groups have an opportunity to
apply for grant support as part of the Municipality’s annual
budgeting process. Over the last 5 years the City allocated
anywhere from $134,047 to $258,000 in financing grants to
community organizations. Of the $1,079,947 dedicated to
community grants between 2009 and 2013, 34% (roughly $367,700)
of this was allocated to cultural events – the majority of funding
going to the City’s 100th Anniversary celebrations ($320,000 in total).
In 2013, a total of $257,900 was allocated in community grants; 5%
of this ($12,500) was granted for culture/cultural activities – an 86%
decline in grant funding for culture from 2012. No dedicated
municipal funding/grant reserve exists to support the operational
and/or capital activities of arts and cultural activities/groups in
Timmins.
In comparison to other Northern Ontario major cities13, the City
exhibited mid- to high-range total and per capita cultural spending14.
Estimates of cultural spending for other Northern Ontario
municipalities reflect our team’s analysis of direct spending on
cultural services and facilities only and are based on available
published municipal budgets. Estimates reflect the range of
municipal spending based on obvious and available information,
and are not deemed reflect the unique dynamics of cultural activity
in these municipalities.
13
12
Cultural spending figure for the City of Sault Ste. Marie is slightly inflated
due to the inclusion of Essar Centre, which also hosts non-cultural activities
and programming.
Due to data availability, the City of Thunder Bay was not included in the
analysis.
14
All culture spending figures (with exception of Sault Ste. Marie) are
related to 2012 actual spending. Due to data availability, Sault Ste. Marie
cultural spending is based on the 2013 budget.
September 2013
33
|
Exhibit 17: 2012 Per Capita Cultural Spending for Major Northern Ontario Cities
based on Published Annual Municipal Budgets
$85
$81
$56
$41
$50 per Capita
to dedicated
cultural
service
delivery
Timmins
North Bay
Sault Ste. Marie
Greater Sudbury
Sierra Planning and Management based on City of Timmins Income Statement
2012, Greater Sudbury 2013 Operating Budget, City of North Bay 2013 Final
Operating Budget and City of Sault Ste. Marie 2013 Budget Summary data
September 2013
September 2013
34
|
3. Market Dynamics for Cultural Development
The following provides an overview of the social and economic
dynamics of the local and tourist market affecting demand for
cultural activities and experiences in Timmins; as well as potential
opportunities to enhance local cultural offerings in further
leveraging existing visitor and resident spending and/or appetite for
cultural activity.
3.1. Local Dynamics
Between 1996 and 2011, the City’s youth population15 declined from
36% to 31% while the municipality’s senior population16 increased
from 10% to 14% over the same time period. Exhibit 20 indicates
significant growth in the 45-64 year old age cohort (from 20% to
30% between 1996 and 2011) is expected to facilitate a significant
increase in Timmins seniors cohort as the population continues to
age over the next 20 years.
Exhibit 19: 2006-11 Population Change for Timmins & Neighbouring Municipalities
The City of Timmins represents roughly 50% of the population of
Cochrane District and is one of the few municipalities within the
District that experienced population growth between 2006 and
2011. Like many municipalities in Ontario, Timmins is experiencing
an aging population (the median age of the population increased
from 37.1 to 40.4 between 2001 and 2011).
Exhibit 18: Timmins, Cochrane District and Ontario Population Growth Rates
1991-2011
6.6%
6.6%
6.1%
5.7%
0.4%
0.1%
1991-1996
-0.7%
1996-2001
2001-2006
-1.6%
-3.2%
2006-2011
-1.7%
Census subdivision (CSD) name
Timiskaming, Unorganized, West Part
Black River-Matheson
Iroquois Falls
Timmins
Cochrane, Unorganized, North Part
CSD type
Unorganized
Township
Town
City
Unorganized
2011
2,925
2,410
4,595
43,165
3,064
Population
2006
% Change
3,297
-11.3%
2,619
-8.0%
4,729
-2.8%
42,995
+0.4%
2,447
+25.2%
Source: Statistics Canada, 2011 Census
Nonetheless, in comparison to Cochrane District and other
surrounding areas, Timmins represents a relatively younger
population; with roughly 56% of its population being under the age
of 45 versus 53% for Cochrane District, 48% for Timiskaming District
and 45% for Sudbury District. Exhibit 21 shows age cohort trends in
Timmins were fairly comparable to that of the Province in 2011.
-8.0%
-8.6%
Timmins
15
Cochrane District
Sources: Statistics Canada, 1996-2011 Census
Ontario
Youth being defined to mean the cohort of the population under the age
of 25 years
16
Senior being defined to mean the cohort of the population over the age
of 60 years
September 2013
35
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Exhibit 20: 1996-2011 Timmins Population Age Group Changes
2011
17%
2006
18%
2001
21%
1996
22%
0%
13%
25%
13%
30%
27%
13%
20%
0-14
28%
31%
15%
40%
20%
60%
25-44
13%
24%
33%
15-24
14%
45-64
12%
According to the Ministry of Finance, the population of Cochrane
District is projected to decrease (by 5%) from 83,540 in 2012 to
79,320 by 2036. It is projected that Timmins’ population will
decrease to 42,28717 residents by 2036 – a 2% decrease from its
2011 population.
Exhibit 22: Timmins and Cochrane District Population Projections 2012-2036
10%
80%
44,500
84,000
83,500
83,000
82,500
82,000
81,500
81,000
80,500
80,000
79,500
79,000
78,500
44,000
100%
43,500
65+
43,000
Source: Statistics Canada, 1996-2011 Census
42,500
Exhibit 21: Timmins, Cochrane District and Ontario 1996-2011 Age Cohort
Distribution
42,000
1996
2001
2006
Ontario
Cochrane District
Timmins
Ontario
Cochrane Ditrict
Timmins
Ontario
Cochrane District
Timmins
Ontario
Cochrane District
Timmins
41,000
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2011
41,500
Timmins
0-14
15-24
Cochrane District
Estimates for City of Timmins by Sierra Planning and Management based on
Ministry of Finance Ontario Population Projections Update Spring 2013
25-44
45-64
65+
0%
20% 40% 60% 80% 100%
17
Sierra Planning and Management projection. The projection is based on
the City of Timmins’ 2011 Census population by age cohort as a percentage
of Cochrane District’s 2011 Census population. Ministry of Finance Ontario
Population Projections Update Spring 2013 figures were applied to the
calculated age cohort proportions to calculate City of Timmins 2012-2036
projected population.
Source: Statistics Canada, 1996- 2011 Census
September 2013
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For Timmins, cultural development and amenity provision will be a
key means of fostering youth and resident attraction/retention via
the enhancement of social and leisure opportunities; rendering the
City an attractive place to live, work and invest. As evidenced across
a number of Canadian cities, the creation of creative environments
and vibrant cultural scenes serve to lure, retain and hone creative
workers; contributing to local economic growth and diversification
as well as knowledge expansion over time.
Exhibit 23: 2012 Estimates of Average Household Expenditure (as a % of Total
Expenditures)
Ontario
Food
7.5%
Shelter
Average of Major
Northern Ontario Cities
7.5%
Clothing
The aforementioned represents added economic benefit to Timmins
with positive net effect; particularly in light of the fact that its
existing population represents a higher leisure and cultural spending
profile (in actual dollars) when compared to average spending on
the same across Northern Ontario cities.
National Household Survey 2011 and Financial Post (FP) Markets
2012 data indicates that 2010 average household income in Timmins
($78,076) and 2012 average discretionary income ($21,082) was
higher than the average for major Northern Ontario cities ($73,250
and $19,846 respectively).Timmins residents spend on average
$5,727 (7.4% of average of household income) on recreation and
cultural activity per annum compared to an average of $5,478 of
major Northern Ontario cities18. In comparison to the Province,
Timmins represents a lower recreation and cultural spending profile.
Timiskaming District
7.6%
Sudbury District
7.6%
Health & personal care
Cochrane District
7.2%
Recreation, Reading &
Education
Transportation
Taxes & Securities
Timmins
7.4%
Other
0%
50%
100%
Sierra Planning and Management based on FP Markets 2012 data
18
Large Northern Ontario cities include City of Timmins, City of North Bay,
City of Thunder Bay, City of Greater Sudbury and City of Sault Ste. Marie.
September 2013
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Exhibit 24: Income Comparison
19
2012 Discretionary
Income
Ontario
2012 Disposable Income
2010 Average After-Tax
Household Income
Cochrane District
2010 Median After-Tax
Household Income
Average of
Northern Ontario
Major Cities
Timmins
2010 Average Household
Total Income
2010 Median Household
Total Income
$0
$50,000
Approximately 51% of the visitation market to RTO 13A represented
overnight stays to the Region; with approximately 2.2 million person
visits extending beyond same day visitation. In contrast, same day
trips to Cochrane District accounted for 72% of all trips (747,000),
with the remaining 28% being overnight stays (290,000).
The majority of trips to RTO 13A and Cochrane District in 2011 were
made to visit friends and relatives, followed by pleasure reasons and
for business. The balance of trips were made for the primary
purpose of shopping or for some other personal reason.
Exhibit 25: 2011 Top 15 Visitor Activities for Cochrane District (based on Person
20
Visits)
0%
$100,000
1%
0% 0%
6%
Sierra Planning and Management based on FP Markets 2012 data
3.2.
1%
9%
1%
Festivals/Fairs
1%
Cultural Performances
Museums/Art Galleries
Zoos/Aquariums/ Botanical
Gardens
National/Provincial Nature
Parks
Historic Sites
Existing Cultural Visitation and Assets
Regional Tourism Organization 13A (encompassing parts of North
East Ontario to include North Bay, Sudbury, Manitoulin and
Cochrane District) attracted approximately 4.4 million same-day and
overnight trips in 2011. Of this, close to 1-in-every-4 trips visited
Cochrane District (around 1 million person visits).
Any Outdoor/Sports Activity
Sports Events
81%
Casinos
Theme Parks
19
FP Markets defines ‘Disposable Income’ to mean total household income
after Federal and Provincial Tax and Statutory Deductions. ‘Discretionary
Income’ is defined to mean household income after Federal and Provincial
Tax and Statutory Deductions and household necessity expenditures (food,
rent, utilities etc.).
20
Visitors who indicated participation in the top fifteen activities, as
defined by the Ministry of Tourism, Culture and Sport.
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Sierra Planning and Management based on data provided by the Ministry of
Culture, Tourism and Sport
As a share of total visitation, 12% of visitors to RTO13A participated
in culture-related activities (festivals/fairs, cultural performances,
museums/art galleries, natural heritage experiences such as
National/Provincial nature parks and botanical gardens as well as
visits to historic sites) versus around 3% for visitors to Cochrane
District.
Exhibit 26 - 2011 Tourism Volumes to RTO 13A and Cochrane District by Cultural
Activities on Trip
Activity
RTO 13 A
#
Total Person Visits
4,351,000
Festivals and Attractors
161,400
Festivals/Fairs
48,192
Zoos/Aquariums/Botanical
27,339
Gardens
Cultural Performances
85,869
Natural Heritage
164,861
National/Provincial Nature
164,861
Parks
Built Heritage
181,543
Historic Sites
98,386
Museums/Art Galleries
83,157
Source: TSRC/ITS 2011, Statistics Canada, MTCS
Quarter
RTO 13A
%
Cochrane District
%
CD 56
Total Person Visits
4,351,000
100%
1,038,000
100%
Q1 (Jan - Mar)
764,000
18%
301,000
29%
Q2 (Apr - Jun)
1,358,000
31%
422,000
41%
Q3 (Jul - Sep)
1,430,000
33%
176,000
17%
800,000
18%
138,000
13%
Source: TSRC/ITS 2011, Statistics Canada, MTCS
100%
4%
1%
1%
#
1,038,000
2,247
1,243
383
%
2%
4%
4%
622
4,417
4,417
0.03%
0.4%
0.4%
4%
2%
2%
23,696
3,369
20,327
2%
0.3%
2%
100%
0.2%
0.1%
0.05%
In 2011, just over $15 million in RTO13A visitor spending was on
culture-related activities, representing 2% of total visitor spending.
Visitor spending on cultural activity in Cochrane District accounted
for 0.6% of total visitor spending ($681,176) in 2011. The
aforementioned does not reflect the spin-off spending effects which
Exhibit 27: 2011 Tourism Volumes to RTO 13A and Cochrane District by Season
Q4 (Oct - Dec)
Cochrane District
%
result from cultural participation (e.g. travel and accommodation
expenses) but is merely a reflection of direct expenditure of cultural
events, products and services (i.e. ticket sales).
Regardless, the aforementioned indicates that as visitation to the
broader RTO13A region yields greater tourist patronage and
spending on culture-related activity, Cochrane District has yet the
leverage the extent of visitor interest in cultural activity available to
the broader regional market. With just over a quarter of the RTO13A
tourist market having an appetite for cultural activity; Cochrane
District and likewise Timmins are presented with opportunities to
leverage tourist attraction for multi-season cultural activities (as an
estimated 70% of trips to Cochrane District occur in the first half of
the year from January to June, followed by 17% of the trips during
the summer months (July to September) and fall period (October to
December)) – particularly as key amenities are developed and key
existing facilities such as the NEC gain footing and continue to
develop ongoing and expanded product and programming offers.
With a significant share of the regional cultural visitation market
having a penchant for historic experiences; the prioritization of
September 2013
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heritage preservation and development of local historic experience
products (in particular, an effective and premier showcasing of the
community’s mining heritage) will serve to bolster tourism receipts
and visitor attraction over the medium to longer-term.
Inbound visitor volumes to Timmins in 2011 were an estimated
521,000 visitors, which equates to 50% of the visitor market to
Cochrane District and 12% of visitation to Region 13A21.
3.2.1. Key Facilities: Visitation & Patronage
Exhibit 28: Estimated Tourism Visitation to Timmins for 2011
Cochrane District (CD56)
2011
Overnight
Same-Day
Total
290,300
747,300
1,037, 600
28%
72%
100%
Overnight
Same-Day
Estimate of Timmins Visitation
As a % of Cochrane District (CD56) Total Visits
As a % of RTO13A Total Visits
156,000
365,000
521,000
30%
70%
100%
50%
12%
City of Timmins
Source: PKF Canada Estimate based on TSRC/ITS 2011, Statistics Canada, MTCS
In so far as link attractions may be developed, the potential exists
for the City to leverage its existing natural assets via the
development of multi-faceted experiences and events (e.g. cycling
tours along community trails with linked stops along at historic
sites). Existing events such as the Grand Canadian Kayak Challenge
have effectively linked natural heritage, sporting and recreation
attractors to cultural activities. Considering the existing visitor
interest in the region, Timmins has the potential to leverage a much
larger tourist market base as it expands and diversifies its cultural
offerings to visitors.
As it relates to key facilities in the City, within its first year of
operations, the NEC attracted just over 24,000 visitors (both
resident and non-resident). This is significant in light of the fact that
the Museum continues to operate in state of ongoing space
development and exhibitory rehabilitation. It is anticipated that
strategies to bolster the facility’s profile (see Section 3.5) will
continue to result in a growth in visitation numbers.
Timmins Public Library continues to be the City’s premier cultural
facility; attracting almost 200,000 visitors in 2010 (both in-person
and online). Already providing a range of activities of appeal – from
book readings with international authors to creative afterschool
programming – TPL has added potential to host larger programming
of Provincial attention such as Ontario-wide library/reading
exchanges and events to harness both resident and non-resident
attention to the facility.
As the only cultural centre with a mandate to service Timmins’
Francophone community, Centre Culturel La Ronde has been a
mainstay in the community and maintains an extensive member
base. In the last year, annual recurring events (a total of 6) yielded
up to 3,500 attendees. Additionally, the Centre hosts a diverse and
21
PKF Consulting estimate based on Statistics Canada TSRC and ITS data for
Cochrane District (CD 56).
September 2013
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changing bill of concerts per year (anywhere from 10-12 events each
attracting anywhere from 30 to 850 patrons dependent on the
scope of performances). Regular programming at the Centre
includes a small museum of rotating artist exhibitions, dance,
quilting and painting classes and daycare (a partnership with French
School Boards); servicing a total of almost 340 individuals (youth,
seniors etc.). As a non-profit entity, the Centre continues to require
annual repairs to its facility and exhibits resource limitations in
meeting the user demand for additional services (e.g. translation
services and French music classes). Potential for facility and service
enhancements present an opportunity to bolster the Centre’s role in
the Timmins community.
3.2.2. Key Events: Visitation & Patronage
The 5th annual Great Canadian Kayak Challenge & Festival, which
was held over a 2-day weekend in August. Tourism Timmins
estimates the event attracted over 15,000 spectators; with 230
paddlers having registered for all water-based events, including
clinics. Over the years, the event has evolved to include a range of
arts and cultural routes as well as live performances.
In 2013, the Great Canadian Kayak Festival received a $363,000
grant from Celebrate Ontario, Trillium and FedNor, which was
utilized to purchase capital improvements. A Highland Dance
Competition was also introduced as a new feature for the festival in
2013.
The 10th annual Timmin’s Rotary RibFest, held over the last weekend
in June, attracted an estimated 3,500 attendees. While, the Summer
Concert Series (which featured 24 bands over a 10-week period)
attracted an average of 1,000 persons per event.
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Visitation/patronage for select events and facilities in Timmins are
as follows:
Event/Facility
Timmins Public Library
Timmins Museum
Centre Culturel La Ronde
Summer Concert Series
Rotary RibFest
Great Canadian Kayak Challenge &
Festival
Total Patrons:
Annual Estimated Attendance
195,000
24,014
3,840
10,000 (at 1,000 visitors per week)
3,500
15,230
251,584
3.3. Planned Developments and Cultural
Tourism Potential
Building on existing assets, the following planned developments
represent added investments in culture, heritage and related
tourism opportunities. Though at varying stages of the
approval/development process the following initiatives - once
complete – will serve to add to the City’s existing repertoire of space
and opportunities for cultural enhancement and experiences;
strengthening the City’s profile as a vital service centre/hub in the
north.
3.3.1. Sports Heritage Hall of Fame
In coordination with a range of municipal, private and not-for-profit
collaborators, this sports heritage museum will be hosted within the
McIntyre Community Centre and will function as a not-for-profit,
volunteer-managed charitable entity. Utilizing existing room space
within the complex, wherein plaques, artifacts and other
memorabilia are to be incorporated into mounted displays; allowing
continued room use for community events and activities. Proposed
initiatives include the induction of local citizens (individuals who
have advanced sport in Timmins) into the Hall of Fame via public
request/input.
Fundraising initiatives to establish the facility are already underway.
With the support of City Council, the Sports Heritage Hall of Fame is
planned to be open to the public in 2014.
3.3.2. New Native Friendship Centre
Officially opened to the public in July 2013, the new Native
Friendship Centre in downtown Timmins will not only serve as a
dedicate aboriginal employment, education, health and community
development hub but will accommodate additional small-scale
museum space on-site. The facility is planned to host a small
collection of aboriginal art and craft; and will offer visitors to the
museum exposure to aboriginal culture.
3.3.3. Hollinger Mine Redevelopment
With the demolition of the Shania Twain Centre, as part of its mining
reclamation initiatives; Goldcorp has undertaken plans to
rehabilitate and redevelop the Hollinger Mine pit and surrounding
are into a public access leisure park. The proposed development is
to feature a reinforced man-made lake in the place of the existing
mine pit; complemented by surrounding trails, gazebos and an
observation area/deck; story board and park seating features. The
facility is expected to be an ideal complement to the nearby
Hollinger and Dusty Baker Parks with trail connections linking
between the two areas.
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The facility is not only expected to be a prime leisure-time offering
but has the potential to support multiple uses to accommodate
scaled, outdoor cultural activity while itself being a significant byproduct of the community’s mining legacy.
3.3.4. Community Branding
establishments, totaling 933 rooms. Ongoing development in
accommodations (including the planned development of a new 108room Best Western hotel to enter the market in 2014 that will
increase Timmins’ accommodation supply over 1,000 rooms) is
expected to support the potential capacity for the City’s to
adequately host major events, performances and tournaments;
catering to visitor demand for high-quality accommodations.
Timmins recently unveiled its new
community brand, designed to
better market the city to prospective
new residents, and to effectively
communicate what the city has to
offer. The brand repositions
Timmins, moving public perception
away from its history as a mining
town and showcasing the city as a
hub for engineering, research and technology design in high-tech
resource extraction: For employers, the city offers a highly skilled
and educated workforce. For new residents, Timmins offers the
modern conveniences found in any large city, and access to what
many consider to be first-class natural forests and lakes.
The brand logo visually communicates these sentiments: The golden
sun represents ‘opportunity’, while the lower two images represent
‘nature’ and ‘resource industry’. The slogan ‘I’m In’ captures the
tight-knight community, and sense of adventure that characterize
Timmins residents.
3.3.5. Development in Accommodations
The City of Timmins’ accommodation sector currently consists of 17
properties, including hotels, motels and bed & breakfast
September 2013
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4. Preliminary Stakeholder and Public Engagement
The Culture Master Plan is being developed through extensive
consultation with the public and a range of regional and local
stakeholders (community groups, business, public, private, and notfor-profit) through a variety of means. As of June 2013, the
consulting team has conducted a number of interviews with key
stakeholders in Culture including representatives of the Timmins
Museum, Timmins Public Library, Downtown BIA Association, First
Nations and Métis, Economic Development, Tourism and some
private cultural businesses/organizations/groups. An initial
engagement session with representatives of the CTR Subcommittees highlighted a number of preliminary issues as it relates
to culture in the City and the development of the Culture Master
Plan.
In addition to online and events surveys, our team will continue to
engage key stakeholders and the community-at-large via public
sessions and presentations; engaging sensitive groups such as youth
via partnerships with schools and universities.
The following section represents a summary of preliminary
information received from the project consultation process to date.
The views expressed in this section of the report do not reflect the
views and opinions of the consulting team. The names of individual
participants are excluded to respect the privacy of individuals and
their opinions. The intent of this section is to present a transcript of
the views expressed throughout stakeholder interviews, event
outreach and the online survey to date.
The information obtained from these consultations will be used,
together with other research, to help develop the overall suite of
actions, recommended policies and other aspects of the Culture
Master Plan as relevant. Importantly, therefore, this document does
not reflect, at this time, the strategic directions of the Culture
Master Plan which are to developed. Sierra Planning and
Management is not responsible for comments provided to us and
reproduced in this document. Further, we do not warranty the
accuracy of any information provided to us during this consultation.
4.1. Approach to Stakeholder and Public
Engagement
At the core of the culture planning exercise is the input from the
community, stakeholders and key informants in the arts and culture.
Throughout the months of June to September 2013 consultations
were held with representatives of cultural organizations and
establishments, municipal and regional stakeholders and the publicat-large with regard to the Culture Master Plan. The primary
objectives of the consultation process are to:




Inform various groups and individuals about the
commencement of the culture planning project and the
components of which it is comprised;
Garner support for the goals and objectives of the culture
planning initiative through inclusion of stakeholders;
Generate discussion around a vision of culture in Timmins;
Identify local cultural assets and resources; and
September 2013
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44

Identify and discuss opportunities and priorities for the
development of culture in Timmins including the role of the
community and municipality in supporting the development
of the local cultural sector.
The key components of the consultation process thus far were:



Interviews with a range of stakeholders and contributors to
arts, culture and heritage in Timmins;
Public outreach (event surveys) at key cultural events during
the summer and fall including the Summer Concert Series
and Welcome to Timmins Night; and
An online survey (currently ongoing) geared to the public.
The consultations to date have yielded responses from over 350
Timmins residents, municipal and regional stakeholders.
4.1.1. Methodology: Stakeholder Interviews
Stakeholder interviews presented an opportunity to have very
focused discussions with a range of stakeholders in culture,
recreation and tourism in Timmins – in fact a cross-sectoral
approach to this process yielded a range of responses relevant to
various opportunities and challenges to cultural development in the
City (be it facility limitations, coordination and organization or event
opportunities).
Representatives from civic institutions, community groups and
municipal and regional government departments (economic
development, culture and tourism) participated in discussions. The
interviews were generally semi-structured where discussion guides
offered a frame for conversation. Individuals were invited to freely
express their thoughts regarding:



The state of culture in Timmins; identifying any gaps in
cultural program/service offerings;
Identifying any issues or partnership opportunities (locally
and regionally) for the development of culture; and
Determining the potential role of the municipality,
cultural/artistic groups and the public supporting the
prosperity and growth of Timmins cultural sector.
The consulting team documented the discussions in these sessions,
the results of which may be found in Section 4.2.
4.1.2. Methodology: Event Outreach
Planned future public meetings/charrettes have been
complemented by outreach at 3 key cultural events in Timmins in
2013. In partnership with Tourism Timmins, event surveys were
developed and disseminated to patrons of the 2013 Summer
Concert Series on a weekly basis over a 2-month period. The results
of patron surveys at the Grand Canadian Kayak Challenge are also to
be represented in our analysis. The results are currently being
tabulated by City of Timmins staff.
The consulting team also attended the Welcome to Timmins Night
event in September 2013. The occasion has become a highlight
event in Timmins, facilitating interaction and exchange between
new and existing residents, community groups and arts
organizations; and draws around 500 attendees on an annual basis.
Short, casual, semi-structured discussions were held on-the-spot
September 2013
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45
with patrons and members of local community groups in Timmins.
Discussions were guided by the following questions:



How would you describe culture in Timmins?
What are Timmins’ most important cultural assets?
What are the challenges or issues with culture/developing
culture in the City?
The results are currently being tabulated by the consulting team.
4.1.3. Methodology: Online Survey
An online survey was developed by the consulting team for the
purposes of:





Understanding the current state of Arts, Culture and
Heritage in Timmins;
Obtain current perceptions of culture and vision for future
of culture in the community;
Allowing members of the Arts and Culture community to
provide a means to identify their group, organization,
business or individual practice;
Understanding the strengths and opportunities which exist
for the future development of culture in the City; and
Receiving recommendations on how to build on the
strengths of the City and forward the development of
culture planning in Timmins.
Culture Master Plan. The online survey was distributed and
advertised through the following:



A project webpage containing the access link to the survey
was hosted on the Timmins 2020 and City of Timmins
websites;
Advertising in local newspapers and on the Timmins 2020
Facebook page; and
Informational postcards promoting the project and a link to
the project webpage and online surveys were distributed
during public outreach at local events.
Hard copies of the survey were available to residents at the Timmins
Chamber of Commerce, Timmins Museum, Timmins Public Library
and City Hall. Survey content was provided in both English and
French.
The survey was made available via weblink to the public as of August
6, 2013 and will remain open until the preparation of the draft
September 2013
46
4.2.
|
Results
4.2.1. Results: Stakeholder Interviews
Category
Communication &
Advocacy
Description of Issue
Opportunity to define, promote,
market and raise awareness of
culture in Timmins at a
neighbourhood/ community,
municipal as well as provinciallevel.
Sample Comments

Often in the City culture is only equated to multiculturalism. Although multiculturalism has played a key role in
the City’s development (e.g. Centre Culturel La Ronde, Mennonite Central Committee, Native Friendship
Centre, Timmins & District Multicultural Centre etc.), it must be made clear that culture is not limited to
ethnicity.

There is generally lack of community belief in tourism and no understanding of culture (residents do not think
culture exists in Timmins; lack of community pride).

Lack of communication and coordination between cultural community and locals; unaware of local events and
activities.

Better communications and marketing needed between City groups and public as to events and activities in
Timmins.

Timmins is missing a champion for events/tourism.
Policy & Planning
Perceived need to establish the
City’s role in supporting the
sector – particularly as it relates
to policy enforcement to ensure
heritage preservation.




Facilities &
Infrastructure
Exploration of multi-use facility
development to address gaps in
cultural programming and
experiences.




At present, Timmins only has 2 designated Heritage Assets. A number of heritage assets in Timmins have not
been preserved - Old Daily Press building was demolished to create a parking lot on Cedar Street (next to the
Fire Station).
The City itself is [deemed] ‘hand-off’ as it relates to culture (i.e. the Municipality does not perceive they have a
role in the sector and thinks it’s the responsibility of local groups and the Municipal Heritage Committee).
Timmins could do more in the way of Heritage District Planning.
Official Plan Language for heritage preservation needs to be translated into actual building enforcement.
Culture is growing sector in Timmins, however, there are no galleries/centres to accommodate cultural
expression in its various forms.
There is a particular demand for space for the performing arts: 1) Schools heavily utilized but not particularly
optimal 2) No permanent space for the Timmins Symphony – currently performs out of St. Andrew’s Cathedral
and 3) Arenas not great for multi-purposing for events and are also not conducive to performances.
Consideration for a multi-use space for arts would be useful – possibly incorporating space for an aboriginal
interpretive centre.
Difficult to market culture and tourism with loss of Shania Twain Centre & Gold Mine Centre: The community
now needs something to promote the mining heritage – people are in love with the ‘romantic’ idea of the
mining heritage yet the community has not fully embraced it.
September 2013
|
47
Organization &
Funding; Cultural
Development,
Programming &
Training
Leverage potential for multisectoral partnership
development to facilitate
expanded cultural offerings.





High demand for programs for youth and expanded cultural programming/services in Timmins:
o High usage of Library’s children, afterschool and summer programming.
o Demand for French music classes and translation services (English to French and vice-versa) as well as
expanded daycare services provided at the La Ronde.
Need buy-in from the business community to support (cultural tourism) visitor market via flexible opening
hours, provisions, visitor care etc.
Need the same level of [stakeholder] engagement on the cultural side as is present with the mining industry.
Timmins has a growing First Nations and Métis population yet there is minimal ‘showcase’ space for aboriginal
culture and artists – there is a need to having this space and for the community to be assisted with the tools to
effectively operate such a space.
Timmins has the potential to develop ethnic culinary offerings – for the array of cultures in the community, this
avenue has not been fully tapped into.
4.2.2. Results: Online Survey
As of August 27, 2013, 440 individuals accessed/responded to the
project online survey (with 42% of respondents completing the
survey). Of those individuals who responded 26% indicated
involvement/membership with cultural organizations, groups or
events in Timmins, namely:











Porcupine Music Festival;
Centre Culturel la Ronde;
Chevaliers de Colomb;
Northern Harmony Singers;
Timmins Symphony Orchestra & Chorus;
Porcupine Dante Club;
Schumacher Arts & Culture Heritage Association;
Wawaitin Clay Works;
Timmins Museum: NEC;
L’Alliance de la Francophonie de Timmins;
Ribfest;







Timmins Public Library;
Winter Carnival;
Timmins Multicultural Society;
Polish White Eagle Society;
Northern Ontario School of Scottish Dance;
Timmins Golden Trails Festival; and
Timmins Voices.
When asked to describe the current state of culture in Timmins, the
majority (51%) of respondents indicated the sector lacked
information and direction. For respondents, high on the list of issues
affecting the sector was a lack of sustainable planning and
partnerships to maintain, expand and bolster cultural initiatives and
program (60%) followed by a lack of adequate and appropriate
facilities/spaces to host programming and events (53%). The
following provides an early-stage summary of the results of the
survey by question:
September 2013
48
|
Question: How would you describe Timmins' Cultural
Sector?
60%
10%
Other (please describe)
53%
52%
47%
43%
Lacking facilities
37%
Lacking funding
33%
51%
Lacking information and direction
22%
16%
41%
Acceptable but needs greater direction
11%
9%
Vibrant and sustainable
Funding issues
5%
A leader in Northern Ontario
A leader in Ontario
What are the three (3) most significant issues facing the future
of arts, culture and heritage in Timmins?
0%
0%
10% 20% 30% 40% 50% 60%
Lack of
Lack of
Competition for
sustainable spaces/facilities consumers of
planning and to host culturecultural
partnerships for related activities activities,
cultural
festivals and
initiatives
events from
other
municipalities
Lack of
volunteers
Limited
opportunities to
take arts
programs and
classes in your
community
Lack of
community
interest
Question: How would you describe Timmins’ cultural sector? (Please elaborate)
Description Category
Description
Sample Comments
Communication & Advocacy
Perceived lack of focus/prominence on
Timmins’ heritage and cultural assets as well
as a lack of communication and coordination
within the cultural sector as contributing to
insufficient knowledge regarding community
cultural events, activities and initiatives
occurring throughout the City.

Perceived need for greater advocacy measures
to improve government support for the
development and enhancement of the cultural
sector.




There seems to be no central area where information about cultural
activities can be found. Unless you belong to an organization already,
you are not likely to hear about things.
I rarely hear about any festivals or events until after they occur, if then.
Only the really big events get any advertising.
People are always asking me about cultural things and I'm often at a
loss of what to tell them.
We do have an abundance of talented people in Timmins, people
educated and skilled in the arts of music and theatre, artists who lack
encouragement and direction.
The City of Timmins has lost out on large amounts of funding for past
Other
No. of
Responses
54
10
September 2013
49
|
Description
Sample Comments
Facilities & Urban
Infrastructure
Cultural Development,
Programming & Training
Demand for more spaces dedicated to cultural
activities and exploration of the development
of multi-use/cultural facilities via potential
new builds and/or the adaptive reuse of
existing structures.

Perceived limited opportunities to get
involved in cultural organizations, events and
activities – particularly as it relates to family
programming experiences.





Organization & Funding
Community cultural organizations lack
organizational capacity (i.e. staff and
knowledge of appropriate operating models)
and funding support - hindering efforts to
promote culture.



Perceived need for greater community
engagement in the development and
promotion of culture (e.g. through grassroots
organizations, volunteering and participation).


No. of
Responses
opportunities to enhance this section of the economy. It lacks
direction/leadership to change the City's direction.
Timmins needs a new, state of the art community center that could
host small and large scale events, concerts etc., without
commandeering local high schools and arenas.
One of the biggest hurdles [in the sector] is that many of the groups
have no permanent "home" or facility that they can call home, even a
shared facility that a number of groups could call home would be a
benefit.
34
Requires, more opportunities for participation.
It would be great if these events (museum, symphony and acting clubs)
could have someone help create membership opportunities for youth
(reduced rates, alternate venues and volunteer opportunities).
Timmins has a lack of cultural events that would interest a general
population. As a new citizen to this city, our family finds it difficult to
find ‘things to do’ and is left to our own devices in terms of
entertainment & extracurricular events.
Not enough family events.
22
We do not have sufficient funding not the interest of enough people to
help.
Currently, we have two large cultural organizations that have served
the community for well over 30 years each, but suffer from a lack of
resources (physical, monetary and staff).
Many culture organizers don't know how to run a non-profit
organization, or see their group as a non-profit. They also don't
understand social enterprise or think about how to make their group
sustainable.
10
Generally goes in fits and spurts, a few people with great ideas getting
burnt out due to little or no help from the greater population.
The only way we would see any kind of large events in Timmins is by
people volunteering to make it happen.
6
September 2013
50
|
Description
Sample Comments
Policy & Planning
There is a need for policy and planning efforts
to revitalize the City as a cultural hub through
initiatives that foster residence attraction;
such as the development of cultural amenities
and streetscaping.


If we want to keep up with the times and to move forward as a city, we
need to prove that we are evolving and that we are able to become ''A
vibrant and sustainable leader in the Ontario cultural sector''.
Sidewalks are old and cracked, and the downtown area does not offer
much of a shopping experience. Streets go without painted lines most
of the year. I think we need to focus on making it a nicer place to live.
Then you'll get people to stay longer than a day passing through.
Question: What are the three (3) most significant issues facing the future of arts, culture and heritage in Timmins?
Issues Category
Issue
Sample Comments
No. of
Responses
3
No. of
Responses
18
Organization &
Funding
Community cultural organizations need to increase
operating capacity through increased volunteers,
community involvement, participation, funding and
partnerships.


Lack of expertise in running sustainable non-profits.
People always say they want things and then don't show up to support
them.
Communication &
Advocacy
There is a need for a concerted initiative/effort among
stakeholders (including government support) to gain
public awareness of the sector.


Lack of vision and coordination.
Marketing efforts are so fragmented now that it's hard to find a way to
promote events inexpensively while still reaching a large audience. We
need a community calendar that everyone uses to find out about
events. There's no one stop shop for this info and it is a huge barrier.
6
Cultural
Development,
Programming &
Training
There is a need for increased effort to add and expand
cultural programming and events.


Lack of social activities for all ages.
It's time for Timmins to have big stage events that bring in quality
bands and events that attract people to the [City] so they can spend
their money here.
5
Facilities & Urban
Infrastructure
Perceived need to develop/offer a centralized facility or
hub of cultural amenities to facilitate downtown
revitalization and attraction in conjunction with other
business initiatives.


Central place to gather all agencies.
Rebuild the Shania Twain Center as an arts center and locate it in the
heart of the city. Just look at other cities and see how such a center
can revitalize a downtown core.
6
September 2013
51
|
Question: What are the three (3) most significant opportunities for the future of arts, culture and heritage in Timmins?
Category
Issue
Sample Comments
Organization &
Funding
Cross-sectoral support/
collaboration for the
promotion, growth and
development of cultural
activities, events and facilities







No. of Responses
Support and promotion from municipal government.
Assistance from City Staff regarding funding applications for activities.
Building corporate sponsorship.
More small business involvement/support.
More public/private partnerships to maximize funding support.
Integration/partnerships with the educational sector to ensure future generations of
cultural workers, volunteers and audience.
Tap into corporate social responsibility strategies (funding pools) of large,
national/multinational corporations.
18
Facilities & Urban
Infrastructure
Provision of high-quality
cultural/creative space via
exploration of potential new
builds, development of multiuse facilities and/or the
adaptive reuse of existing
assets






Build an arts center that has an indoor capability and an outdoor capability.
Convert McIntryre Community Centre into heritage centre.
Create a functional space/facility to host cultural activities.
Develop and incubator for artists working in a variety of mediums.
Explore the possibility of a new multi-recreational centre.
Facilitate Museum integration into Library.
38
Communication &
Advocacy
Enhanced community
awareness of existing cultural
programming and events

A commitment to support events from all sectors; our rich history and interpretation
through various media.
Growth cultural awareness through programming.
Better marketing of upcoming events.
Online directory/calendar of organizations and events.
Pride of place from residents/civic pride.
14
Reduced red-tape and planning
silos related to cultural
exposure and participation

Municipal policy changes to remove barriers to hosting cultural activities (costs,
insurance).
Coordinated planning: host sporting events in conjunction with arts/cultural events to get
more people exposed.
2
Provision of affordable,
accessible and expanding
cultural programming






Proper advertising of programming.
Easier access to programming.
Schools need to encourage students in musical performance.
Free or low costing basic classes.
Low cost workshops or programs.
Consideration of the Timmins Symphony and an associated music school.
23
Policy & Planning
Cultural
Development,
Programming &
Training





September 2013
52
|
Question: What are the three (3) most significant opportunities for the future of arts, culture and heritage in Timmins?
Category
Issue
Sample Comments
Other
Support for cultural tourism via
multi-faceted and linked events
and support activities

More classes focused towards creative expression (cooking, music, painting, writing, etc.).

Partnership development with other Northern Ontario (Big 5) cities to develop music (the
radio will not play e.g. punk, hardcore, metal, hip hop, ska, spoken word artists, Noam
Chomsky) tours in Northern Ontario.
An annual Gold Daze festival (mining, prospecting, like Kapuskasing Lumberjack Festival).
Means to celebrate local artists such as photographers.
Draw high profile events.
Facilitation of Canadian and International Film Festivals.
Capitalize on/grow Francophone & Aboriginal events.
Greater access/availability of native art - people ask about it a lot.
Expansion of the annual mining show at the McIntyre Community Centre to a festival.







Question: What could be done to enhance cultural programming in Timmins?
Issues Category
Issue
Communication &
Advocacy
Increasing public interest through awareness
efforts to promote and advertise existing cultural
events, activities and organizations.
Sample Comments



Greater partnerships throughout the cultural
sector (between the public, private and not-forprofit stakeholders) to gain direction, increase
access to resources and increase the number of
cultural leaders in the City.
No. of Responses


Is a program guide provided at the start of spring and fall seasons?
Many other communities provide booklets of programming.
A one-stop shop of sorts for community programming in the upcoming
season.
Create community calendar to better promote the programs we have
already (people get discouraged when no one comes and they drop
their efforts).
Create cultural liaison/special projects officer position whose role
would be to: (i) work with each existing cultural organizations; (ii) help
them to plan strategically & collaboratively where appropriate; and (iii)
help them to create funding applications.
Community input, showing community pride, having a committee in
place.
57
No. of
Responses
27
18
September 2013
53
|
Question: What could be done to enhance cultural programming in Timmins?
Issues Category
Issue
Facilities & Urban
Structure
Sample Comments
Greater investment in culture to support
initiatives that promote the enhancement and
development of the City’s cultural assets and
heritage.

Perceived need to develop/offer a centralized
facility or hub of cultural amenities to facilitate
quality of life experiences for residents and
visitors.

Expand the delivery of cultural programming to
include a wider scope of activities; providing
affordable and accessible options for all members
of the community.






Provide funds to incorporate a Timmins Cultural Committee to create a
legitimate volunteer entity to coordinate and oversee efforts in this
area.
Invest in cultural programming and advertise cultural programming.
No. of
Responses
7
New facilities that gives the city a sense of accomplishment, growth
and achievement.
Encourage the local cultural industry by building a community centre
to fit all needs.
13
We need to have more [expanded] cultural programming.
Just more programming – language classes etc.
Make things more cost-friendly for the average family.
More availability and reasonable cost.
9
What are the three (3) most significant actions which the Corporation of the City of Timmins could undertake to advance the development of culture in the municipality?
(Please be as detailed as possible)
Category
Issue
Sample Comments
No. of
Responses
Organization &
Explore avenues to offer

Funding assistance for programs.
51
Funding
innovate (in-kind and/or

Provide groups with affordable space.
financial) support for the

Donate/discount underused facilities for culture groups to facilitate [cultural] planning.
growth and development of

Facilitate support to people trying to start up cultural activities/groups.
activities, programming and

In-kind support: support the development of events with space, knowledge.
opportunities in the cultural

Offer and invest in cultural programs.
sector

Commit a team of staff/volunteers to support the sector.

Better collaboration within the community.
Facilities & Urban
Infrastructure
Facility investment for longterm community vibrancy and
quality of life



The development of better, more inviting & appropriate facilities.
The development of live theatre space.
Build or convert a building into a cultural center capable of hosting festivals/performances.
36
September 2013
54
|
What are the three (3) most significant actions which the Corporation of the City of Timmins could undertake to advance the development of culture in the municipality?
(Please be as detailed as possible)
Category
Issue
Sample Comments
No. of
Responses
Communication &
Public and consistent

Council support and promotion of the importance of building culture in the community 20
Advocacy
municipal
recognizing cultural programs as "investments for the future" not as expenses - culture
commitment/support the
keeps people in the community and keeps the tax base up.
culture via branding and

Better advertising to inform residents of cultural activities.
communications

Build community awareness (community boards, websites like wowsudbury.com, etc.).

Branding, communication, and pride of place.
Programming &
Training
Enhanced program and
cultural group support via
developmental/administrative
training opportunities




Provide resources and/or conduct workshops on non-profit management, social enterprise
and cultural planning.
Celebrate the City’s artist [via public art] i.e. murals
Identify how to celebrate our mining culture again (replacement for the Gold Mine Tour).
Facilitate the use library for after-hours talks, programs, space.
20
September 2013
September 2013
55
|
5. Emerging Issues from Consultations to be Considered in Developing the Culture
Master Plan
Based on an analysis of community input to date, the following provides a summary of preliminary identified issues to be considered in our first
round of face-to-face public sessions/consultations and further considered in developing the Draft Culture Plan. This list is not exhaustive and
again is only an indication of consultation to date.
Communication &
Advocacy
• Develop strategies to raise
awareness of culture in
Timmins at a
neighbourhood/
community, municipal as
well as provincial-level.
•Identify the role of the
municipality and
community in advocating
for and facilitating
partnerships for the
development of the sector.
• Identify creative strategies
to facilitate capacity
building opportunites for
community cultural groups.
• Identify [multi-secotal]
partnerships for cultural
development as its relates
to program diversification,
niche attractions and
funding support etc.
• Strategies for planning and
partnerships for providing
more diverse cultural
programming - reaching
cohorts suchs as youth and
seniors.
•The development of accessible
facilites and affordable cultural
programming to facilitate
enhanced participation in
cultural activity.
Facilities & Urban
Infrastructure
• Indentify opportunities to
maximizing space potential
for cultural activity via the
adaptive reuse of exisitng
facilities.
• Explore opportunities
(public/private
partnerships) for the
development of new
[multi-use] cultural spaces
to address gaps in current
options.
Planning and Policy
• Identify strategies to
strenghten policy, planning
and building enforcement
support for heritage
preservation (e.g. the
encouragement of
property designation,
heritage sensitive building
improvements).
September 2013
56
|
ar
y
6. Preliminary Strengths, Weaknesses, Opportunities and Threats (SWOT) for Cultural
Development in Timmins
The following represents a preliminary assessment of the strengths, weakness, opportunities and threats related to the development of the
cultural sector in Timmins; and is to be further crafted/honed following the results of public consultations in September. The SWOT analysis
has been cumulatively informed by community outreach and stakeholder interviews to date as well as the consulting team’s preliminary analyses
of cultural sector dynamics in Timmins and region.
Pr
8.
9.
10.
11.
12.
13.
14.
in
7.
Rich environment with significant natural heritage features. Excellent natural environment – Mattagami River a natural heritage asset.
Strong mining heritage.
Population of linguistic and cultural diversity.
Existing festivals and events – a good base for the expansion of offerings.
City as a regional service and educational hub for Northeastern Ontario (market area of 120,000).
Annual sporting events and tournaments are significant tourist draws (i.e. Mushkegowuk Challenge Cup, hockey tournaments) and present an
opportunity to develop linked cultural activities and attractors.
Increased accommodation capacity and re-investment in product within the City. Offers potential to accommodate growth in visitor attraction as events,
festivals and cultural attractors are expanded over time.
Growth and investment in some locally-developed festivals and events (i.e. Great Canadian Kayak Challenge & Festival received Federal funding in 2013)
Higher spending penchant for culture and leisure among residents.
Active base of arts and cultural groups/organizations.
Diverse cultural assets (industries, built and natural heritage etc.).
Ongoing pursuit of economic diversification as a municipality.
Municipal policy recognition of the development of the cultural sector as a tool for economic diversification and visitor attraction.
Current municipal spending on culture is comparable with other Ontario municipalities.
im
1.
2.
3.
4.
5.
6.
el
Strengths
September 2013
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Pr
el
16.
Perceived lack of municipal commitment and sustained support for the cultural sector – specifically, as it relates to facilitating the development of
programs, events, industries and organizations.
Current lack of recognized community branding on a regional and provincial scale.
Perceived lack of civic pride and lack recognition of local cultural assets at community, municipal and regional level.
Aging infrastructure with limited immediate capacity for harness/host cultural activity. Performing arts groups have limited options for rehearsal and
performance.
Limited access to diverse cultural programming – particularly as it relates to family and youth participation.
Limited presence of niche product offerings for culture and tourism.
Lack of cross-sectoral communication and partnerships for cultural development.
Lack of promotion/outlets to promote the City’s mining heritage.
Lack of awareness of cultural events activity. Need for adequate promotion and positioning of a community calendar within the duplication of activities
(e.g. Chamber of Commerce already maintains an online event calendar yet the tool is seemingly not well-known to the public).
Economy is still relatively dependent on mining industry. The City has not invested in the role of culture sector as an economic generator.
The population is aging, and youth are leaving the City in search of other opportunities.
Limited primary tourist/cultural attractions since closure of Shania Twain Centre and Gold Mine Tour.
Limited live entertainment options (i.e. no live theatre, small cinema).
The City has been more difficult to market without the Shania Twain Centre and Gold Mine Tour.
Local community arts and cultural groups require non-profit management, resource and marketing assistance and capacity building opportunities to
further enhance/expand activities.
Lack of coordinated planning among community cultural groups hinders growth and prosperity of cultural sector (as it relates to event and programming
development.)
ar
y
Weaknesses
in
|
im
57
September 2013
Ongoing downtown enhancement as a support for cultural activity and tourism.
Recent launch of community branding to enhance civic pride & municipal/tourism promotion.
Municipal policy recognition of the development of the cultural sector as a tool for economic diversification and visitor attraction.
Potential to enhance cultural business supports though existing municipal business development channels (e.g. Chamber of Commerce, TEDC).
Improvement of infrastructure via the adaptive reuse of existing facilities and or development of multi-use spaces.
Greater connection (physically and functionally) between the Library and Museum to create a premier cultural hub for Timmins.
Development and branding of the NEC.
Promotion of mining heritage.
Investment and ongoing fundraising for cultural initiatives (e.g. Sport Hall of Fame)
Existing market demand for enhanced and diversified programs and spaces for arts and culture.
Planned investment and expansion of accommodations market to support [cultural] tourism.
Regional visitor market and demand for cultural activities and opportunity to leverage …
Development of inter-sectoral partnerships for the development of sector (i.e. sponsorship opportunities etc.).
Seven Chattels and Exhibits from the Shania Twain Centre & Gold Mine Tour provide an opportunity for relocation within the community to promote the
region’s strong mining heritage and vibrant arts and culture.
15. Develop or enhance festivals/events to highlight the City’s “understated” assets, such as the many lakes, and Aboriginal and Francophone cultures – City
needs more “signature” events
16. Growth in cultural industries at District-level (i.e. Cochrane District) a positive trend for economic diversification.
1. Competing cultural offerings in other areas of Northern Ontario for cultural tourism (i.e. Kirkland Lake and major centres).
2. Lower visitor participation in cultural attractions in District (i.e. Cochrane District) than observed for RTO 13A.
3. Trends in out-migration coupled with lower population growth compared to other municipalities in the Province.
4. Comparatively mobile population which may stay only for a few years and is more transient.
5. Demographic changes are putting pressure on existing services (e.g. growth in senior, impacts of migration).
6. Traditional reliance of resource-based industries and potential shifts in the mining sector regarding investment and employment.
7. The population is aging, and youth are leaving the City in search of other opportunities.
Pr
el
Threats
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
im
Opportunities
ar
y
|
in
58
September 2013
59
|
7. Next Steps
Building on the findings of this report, the balance of public sessions
and stakeholder engagement in fall 2013 is anticipated to further
expand on and confirm the issues presented in this document; so as
to harness public opinion on key strategies, opportunities and
potential partnerships for the development of the cultural sector.
The aforementioned constitutes a precursor to the commencement
of Phase 2 of the project (as identified in Section 1 of this report).
Thereafter, the consulting team will undertake the development of
the Draft Culture Master Plan.
The Culture Master Plan will be a municipal planning document and
as such - building on the priorities highlighted by various
stakeholders and the community - our team will conduct a strategic
assessment of the potential, role, and capacity of the City of
Timmins to support the long-term development of the City’s cultural
sector.
In developing the Plan, our team will outline strategic directions,
goals and recommendations for cultural development, recommend
(as needed) municipal policies required to support comprehensive
cultural planning and create a detailed action and implementation
plan (showing tasks, timelines, roles, responsibilities and resources
required - human and financial) to ensure the successful enacting of
Master Plan recommendations. The Plan will include an evaluation
and monitoring strategy. The Draft Master Plan will be presented to
the Municipality and public before submission of the final Plan in
January 2014.
September 2013

Report Title - Timmins 2020

Transcription

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Community Profile Timmins • Ontario • Canada