the town of kapuskasing

Transcription

THE TOWN OF
KAPUSKASING
Cultural Mapping
Initiative and
Marketing Strategy
June 11, 2012
PLANSCAPE
Prepared by:
Planscape Inc.
104 Kimberley Avenue
Bracebridge, ON P1L1Z8
The Town of Kapuskasing
Cultural Mapping Initiative
and
Marketing Strategy
Funding Provided By:
Ontario Ministy of Tourism and Culture
The Town of Kapauskasing
Contents
1.0
Study Context ................................................................................................................ 2
1.1
The Town of Kapuskasing Cultural Mapping Initiative .................................................. 2
1.2
Definition of Municipal Cultural Planning ...................................................................... 2
1.3
Study Objectives and Work Program ........................................................................... 4
2.0
Cultural Profile of Kapuskasing ................................................................................... 4
2.1
Community Profile........................................................................................................ 4
2.1
Community Trends....................................................................................................... 7
2.2
Official Plan Policies .................................................................................................... 8
2.3
Economic Development Strategy ................................................................................12
3.0
Kapuskasing Cultural Resources................................................................................14
3.1
Cultural Inventory ........................................................................................................15
3.2
Cultural Mapping .........................................................................................................16
4.0
Community Consultation .............................................................................................17
4.1
Steering Committee ....................................................................................................18
4.2
Stakeholder Questionnaire Results .............................................................................18
4.3
Public Workshop Results ............................................................................................19
5.0
Marketing Strategy .......................................................................................................20
5.1
Goals ..........................................................................................................................21
5.2
Implementation ...........................................................................................................21
5.3
Implementation Summary ...........................................................................................27
6.0
Conclusion....................................................................................................................27
Appendix A – Cultural Resource Sub-Categories.................................................................28
Appendix B – Cultural Questionnaire Summary ...................................................................29
Appendix C – Workshop Summary ........................................................................................33
1.0
Study Context
1.1
The Town of Kapuskasing Cultural Mapping Initiative
The Town of Kapuskasing is located in Northern Ontario in Cochrane District, on the shores of
the Kapuskasing River. Traditionally, the local economy has focused on natural resource
industries such as forestry, pulp and paper, phosphate mining and hydro projects. More recently
however, the community is re-evaluating traditional economic development and proposing new
and alternative ways of creating opportunities. With a foundation of small locally owned and
operated businesses, recreational facilities, unique cultural assets, and a dedicated cultural
community, Kapuskasing holds great potential to unite culture with economic development.
The Town of Kapuskasing recognizes the fact that creativity and culture has the ability to build
the local economy. In order to achieve this goal, The Town of Kapuskasing has embarked on an
initiative to collect a comprehensive inventory of cultural resources, to map those resources and
to develop a marketing strategy which leverages culture much more effectively than it has in the
past.
The following Cultural Mapping Initiative and Marketing Strategy involves a full investigation of
culture in the Town of Kapuskasing. The study examined existing community trends, official plan
policies and economic development strategies. The project collected an exhaustive inventory of
cultural resources and developed an interactive online mapping interface for visitors and
residents to explore culture in the Town of Kapuskasing. The study engaged local residents
through questionnaires and community workshops in order to learn about culture in
Kapuskasing. Lastly, the project developed marketing goals which understand the changing
composition of local culture and effectively respond to community building goals and
aspirations.
Through this project, the Town of Kapuskasing is well positioned to grow culture and tourism, as
well as expand business development and investment. Moving forward, the community must
make culture central in the decision-making process, reorganize and improve cultural amenities
based on existing strengths, and increase cultural collaboration and partnership. As outlined in
this study, a focus on community cultural strengths will support a creative economy, market an
amazing community to the world and will pave the way for numerous new and exciting
community opportunities for the Town of Kapuskasing.
1.2
Definition of Municipal Cultural Planning
According to the Ontario Ministry of Culture, culture is increasingly being recognized as
essential to prosperous, livable and sustainable communities in the 21st century. The Ministry
now recommends that when communities develop their municipal plans, they include culture as
part of public planning and consider culture when planning for municipal priorities such as land
use, tourism, youth engagement, economic development, transportation projects and downtown
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revitalization projects. In order to practice municipal cultural planning, municipal staff and
elected officials work with the community to identify cultural assets. These cultural assets are
then used to develop creative solutions to the community’s economic, social and environmental
needs and goals.
The Municipal Cultural Planning Partnership is an organization of provincial government
agencies, municipalities, cultural service organizations, post secondary institutions and others
specifically dedicated to promoting Municipal Cultural Planning across the province. This
organization defines Municipal Cultural Planning as: “The strategic and integrated planning and
use of cultural resources for economic and community development.” They also reveal that
there are several defining features of Municipal Cultural Planning including the identification of
cultural resources, cultural mapping, municipal participation, community and business
partnerships, and network and engagement across the community.
The Municipal Cultural Planning Partnership provides a proposed framework to study cultural
resources within a community. These resources are built on a consistent set of categories which
are shown in Figure 1.1. Each category is also divided into sub-categories based on the North
American Industry Classification System (NAICS). These sub-categories are shown in
Appendix A.
Figure 1.1: Cultural Resources Diagram
Source: Municipal Cultural Planning Partnership
Cultural Resources form the basic building blocks for Municipal Cultural Planning. The goal is to
collect, assemble and classify these resources into a complete set, called a Cultural Inventory.
The Cultural Inventory stores and manages all cultural resources into a list or database. Cultural
Mapping is then used to store, manage and visualize cultural resources using traditional or
computer based mapping methods. Finally, a Cultural Strategy examines statistics, planning
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policies, and community input to create a cultural vision, identify opportunities and recommend
actions to implement the vision, and establishes measures to ensure success.
1.3
Study Objectives and Work Program
The key objectives of the study were to develop a cultural inventory, engage the community and
develop a cultural mapping application and marketing strategy for the Town of Kapuskasing.
Completed work in the study will then be used to develop and implement a municipal cultural
plan, and be integrated in the development of the Town’s first Community Strategy.
The work program was structured around four (4) stages. These included:
Stage 1 – Planning and Preparation
Stage 2 – Cultural Profile and Draft Inventory
Stage 3 – Community Consultation
Stage 4 – Cultural Mapping and Cultural Marketing Strategy
2.0
Cultural Profile of Kapuskasing
2.1
Community Profile
In order to gain insight into cultural issues in the Town of Kapuskasing, it is important to
understand community trends. This has been done using statistics from the most recent
community profile for the Town of Kapuskasing. According to profile, the community
experienced population decline from 2001 to 2006 but rebounded to achieve positive growth
from 2006 to 2010. The overall population was 8,654 in 2010, an absolute increase of 145
individuals or 1.7% from 2006. The population growth rate was considerably lower than the
provincial average of 9.3% growth between 2006 and 2010.
Figure 2.1: Population Growth, 2001-2010
Regarding age characteristics for the Town of Kapuskasing, the data shows a bimodal
distribution of two prominent age categories. The first is a group composed of adolescents; in
particular, those aged 15 to 19 years of age. The other most prominent group illustrated in the
data, are those in their 40’s, 50’s and 60’s. The data shows that there is a void of individuals in
their mid to late twenties and early thirties in the Town of Kapuskasing. In addition, there are
significantly fewer young children under the age of ten, as compared to Ontario as a whole.
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Figure 2.2: Age Distribution Chart, 2010
The Town of Kapuskasing is home to a significant group of French speaking residents. In 2010,
there were 671 individuals who spoke only French and 6,239 residents who spoke both English
and French. In 2010, the Town of Kapuskasing did not have any residents who spoke nonofficial languages.
Figure 2.3: Language Characteristics, 2010
In 2010, the number of employed individuals in the Town of Kapuskasing totaled 4,056; 330
individuals were unemployed. This equates to a 7.52% unemployment rate which was above
the provincial unemployment rate of 5.96%.
Figure 2.4: Kapuskasing Labour Force Activity, 2006
Employment by occupation in the Town of Kapuskasing in 2010 shows that ‘Sales and Service
Occupations’ was the largest employer, with 26% of the labour force employed in that sector.
‘Trades, Transport and Equipment Operators and Related Occupations’ was also a significant
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occupation type comprised of 22% of the workforce. The smallest occupation type in 2010 was
‘Occupations in art; culture; recreation and sport’ with 2% of the labour force.
Figure 2.5: Employment by Occupation Type, 2010
Kapuskasing contained a wide range of tourism facilities in 2010. The town has seven
hotel/motel/resorts for accommodation and three convention centres. In addition the town has a
number of recreation facilities catering to both winter and summer activities. The town does not
have a marina (on the river), a theatre, outdoor swimming pool, cinema, or private golf course.
Figure 2.6: Tourism Facilities, 2010
Kapuskasing holds many annual events throughout the year including hockey tournaments and
a winter carnival in the winter; and music, golf, lumberjack and fishing events in the summer
months. From November to January, the Town also hosts the Kapuskasing Festival of Lights.
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Figure 2.7: Annual Events, 2010
Kapuskasing also has two newspapers and three radio stations to serve the media needs for
the community. Both newspapers are released on a weekly basis.
Figure 2.8: Newspapers and Radio
2.1
Community Trends
The examination of statistics for the Town of Kapuskasing illustrates some interesting trends.
Population declined from 2001 to 2006, but then increased from 2006 to 2010. This shows that
the Town of Kapuskasing has had recent success in attracting residents to the Town. It can be
speculated that the Town of Kapuskasing holds a number of specific assets or opportunities that
are able to attract individuals to the area. This could include lifestyle, or retirement potential or it
may involve specific attributes related to the Town such as its small town feel, northern setting,
history, low cost of living, or quality of life. It is also highly possible that proximity to family or job
opportunities has been the largest pull factor. Regardless, the Town of Kapuskasing exhibits a
number of promising qualities which should be further studied and built upon in the future.
In 2010, the existing Kapuskasing population lacked individuals in their mid to late twenties and
early thirties. This could be attributed to lack of educational and employment opportunities for
this age group. The absence of individuals aged 25-29 was very significant in 2010, compared
to Ontario levels and efforts should be made to address this shortage by providing employment,
services and amenities to attract this age group. The number of people in age categories
between 40-60 years old were significantly higher in Kapuskasing in 2010 than provincial levels.
This may indicate that the Town contains a number of desirable community qualities for this
group. As these individuals get older, the Town will need to prepare for an aging population and
accessibility issues will become much more important for residents in the community.
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Both French and English compose critical elements of culture in the Town of Kapuskasing.
These elements must be supported in cultural initiatives; however this should be achieved in
clear and innovative ways. Appropriate and effective signage will be a priority item as the
community grows and strengthens their cultural portfolio.
In 2010, ‘Sales and Service Occupations’ and ‘Trades, Transport and Equipment Operators and
Related Occupations’ were the largest employers with 26% and 22% respectively in the labour
force. The smallest occupation type was ‘Occupations in art; culture; recreation and sport’ with
2% of the labour force. In Ontario this same occupation type employed 3.1% of the labour force
in 2006. It is clear that new and innovative cultural programs are needed to further develop this
sector, thereby attracting more visitors and creating new employment opportunities for
residents.
2.2
Official Plan Policies
A review of Kapuskasing Official Plan policies
confirms that the Town does have an understanding
of the importance of this aspect of the community and
has worked to integrate management of cultural
attributes in all aspects of the municipal
administration.
The Corporation of the Town of Kapuskasing and
District Official Plan incorporates an overall vision
and provides specific guidance on physical
development, while having regard to relevant social,
cultural, economic, and environmental issues. The
plan includes sections to guide community prosperity,
community development, community improvement
and heritage conservation, public health and safety,
and resource management. In the Official Plan, the
vision for Kapuskasing can be summed up as follows:
“To foster a land use pattern that focuses most of the future development within
an identified urban core while carefully balancing land use activities within rural
landscapes to avoid conflicts between resource and non-resource related
activities or the environment. Also, to create a healthy and sustainable
community characterized by a stable economy, positive employment and
population growth and is a community that is caring, safe and which fosters
opportunity, cultural diversity and partnerships.”
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Section 2.3 of the Official Plan discusses the goal of building on existing attributes and making
Kapuskasing a healthy community. Several strategies are outlined in this section which relate to
culture in the community. They include:
•
the development of recreational trails including for example, a bike lane from
Kapuskasing to Moonbeam;
•
maintaining affordable participation or user fees for recreational and other
services;
•
building into community decisions, the particular needs of youth;
•
working towards improving the cultural diversity and cultural services of the
community by for example constructing a multipurpose bandstand and
developing a live theatre program.”
•
recognizing the importance and diversity of recreational services and amenities
within the community and their contribution to leisure excellence and to maintain
the quality of these services or their expansion in continuing to meet the needs of
the community. Particular attention may be given to improving library facilities;
•
conserving heritage buildings and the community's cultural heritage resources;
Section 3.2 of the Official Plan discusses settlement areas and their role in community
development. It is stated that the goal of settlement areas is to provide for the development of a
settlement pattern which ensures orderly and manageable growth and which is compatible with
the development of the area’s natural and resource features. Specific to culture, section 3.2.2(5)
contains the following objective:
•
To be sensitive to the conservation of natural heritage and features and
cultural heritage resources.
Section 5.3 of the Official Plan outlines goals, objectives, polices and implementation measures
for Heritage Conservation in Kapuskasing and District Planning Area. The goal of Heritage
Conservation in the Official Plan is to conserve identified significant cultural heritage landscapes
and built heritage resources and sites containing significant archeological resources.
The objectives for Heritage Conservation include:
1. To establish an inventory of cultural heritage, landscapes, built heritage
resources and archeological resources.
2. To develop an awareness and encourage the community's participation and
identification of heritage resources.
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3. To prevent the demolition, destruction, inappropriate alteration or use of
significant cultural heritage resources.
Policies to support Heritage Conservation in the official Plan are outlined in section
5.3.4. These include:
1) In recognition of the importance of cultural heritage, landscapes, built heritage
resources and archeological resources, it is a policy to encourage and provide for
the identification, restoration, protection, maintenance and enhancement of these
resources. Cultural heritage resources include, but are not restricted to,
archeological sites, buildings and structural remains of historical and architectural
value, and human-made rural, village or cultural heritage landscapes of historic
and scenic interests. All new development permitted by the land use policies of
this Plan shall have regard for such resources and shall, wherever possible,
incorporate measures for their conservation.
2) It is the intent of this Plan to recognize and conserve the Town of Kapuskasing
Civic Centre as a heritage building and pursue with the Government of Canada
the need to recognize and conserve the Prisoner of War Internment Grounds.
To implement Official Plan policies, section 5.3.5 lays out specific measures to achieve policies.
Regarding Heritage conservation the following implementation measures are described:
1. Encourage the ongoing identification, restoration, protection, maintenance and
advancement of cultural heritage and archeological resources.
2. Consulting with the public body having jurisdiction as part of the development
review process.
3. Utilizing the provisions of the Ontario Heritage Act (Parts IV and V) where
appropriate in providing for heritage designations.
4. The undertaking of an impact assessment by a qualified archeologist licensed
under the Ontario Heritage Act in areas considered to have archeological
potential. As well, facilitating the mitigation of possible impacts including either
removal and documentation of the archeological resource, or avoidance and
preservation of any archeological sites identified. By-laws may be adopted for
archeological site preservation under Section 34 (1) 3.3 of the Planning Act.
Section 7.3 of the Official Plan outlines goals, objectives, polices and implementation measures
for Natural Heritage Features in Kapuskasing and District Planning Area. The goal of Natural
Heritage in the Official Plan is to protect natural heritage features and areas including wetlands
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from development that would have an adverse or negative impact on the ecological functions of
these features.
The objectives for Natural Heritage are:
1. To further develop and maintain a data base that identifies the location and
characteristics of natural heritage features and areas.
2. Through the development process, where feasible and practical, to improve and
enhance natural features and systems.
3.
To properly identify wetland types according to a provincially recognized
evaluation system.
Policies to support Natural Heritage in the official Plan are outlined in section 7.3.3.
These include:
1. It is a policy to protect and enhance natural heritage features and areas as part
of the land use decision making process.
2. Development and site alteration will not be permitted in significant portions of the
habitat of endangered and threatened species as may be identified from time-totime.
To implement Official Plan policies, section 7.3.6 lays out specific measures to achieve policies.
Regarding Natural Heritage, the following implementation measures are described:
1. Applicants for development shall submit a complete application as required under
the Planning Act. Supporting information may also include the completion of an
Environmental Impact Study or comparable document for any proposed
development within or adjacent to a Natural Heritage Features, Fish Habitat
Areas or Wetlands as identified in this Plan. Such study shall demonstrate what
impacts may occur, if any, as a result of development and what mitigating
measures must be undertaken to avoid negative impacts on these features.
2. Planning Board may consult technical agencies for comments on the terms of
reference or results of such studies.
The Town of Kapuskasing Official Plan recognizes the importance the Ontario Heritage Act and
the use of heritage designations. From a planning perspective, the development of a Heritage
District has a number of advantages to improve the management and preservation of core
cultural assets in the community. The implementation of a Heritage District could be
accomplished through a Community Improvement Plan, which may support funding requests. A
Heritage Conservation District Plan can also utilize a number of tools such as site plan control,
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demolition control, signage control, heritage easements, tax measures, and grants and loans to
support the Heritage District.
•
Site plan control is a tool available for all properties in the designated heritage
district and could allow Council to undertake detailed review of proposals for
construction.
•
Demolition control would also apply to the designated heritage district. Although
demolition already requires a permit under Section 5 of the Building Code Act,
the Ontario Heritage Act provides the additional requirement of obtaining a
Heritage Permit for demolition or removal of a building or structure within a
Heritage Conservation District.
•
Signage control provides control of signage in the Heritage District and generally
protects its heritage and character by prohibiting for example large ground signs,
providing stricter regulation of permanent and temporary window signs and
allowing implementation of a consistent and appropriate signage form.
•
The creation of a heritage easement is done by the owner of a heritage building
to protect the heritage character of his/her building and to retain insurance on it
sufficient to construct a replacement building if it suffers destruction. This can be
a useful preservation tool for use in the Site Plan Approval process, particularly
when all or part of a heritage building is included in a larger new development.
•
Regarding tax measures, recent provincial legislation allows municipalities to
enact property tax abatement for properties designated under Part IV and Part V
or the Heritage Act. The Town of Kapuskasing should evaluate this legislation to
determine if it can be applied to the proposed Heritage District.
•
Grants and loans should also be considered as an important tool to strengthen
the development of a Heritage District. The Town could develop a ‘Heritage
Fund’ to provide interest-free loans, repayable to the fund at the time of sale of
the property. In the long term, such a fund would renew itself, and support
improvements to Kapuskasing’s heritage resources.
For all of these tools, the cooperation of land owners is essential in successfully managing,
preserving and featuring heritage resources. In implementing appropriate tools, the Town
should consult with property owners to ensure their questions are answered and that they will
support the program. To be successful, the process must support property owners, not penalize
them.
2.3
Economic Development Strategy
In March 2011, The Kapuskasing Economic Development Corporation (KEDC), in partnership
with the Town of Kapuskasing and other community leaders examined the local economy to
explore new and innovative approaches to retain and expand local industrial sectors. The result
of their work was an Economic Development Strategy, which supports sustainable economic
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growth, stimulates diversification, and complements the
Growth Plan for Northern Ontario. In the Strategy, a number
of key themes are addressed including: labour force
development and youth retention and attraction; focus on
retaining and expanding traditional industries; emerging
sectors; and community infrastructure and quality of life.
The importance of culture is touched upon in the Strategic
Plan. Within the “Support Kapuskasing’s Traditional
Industries” section, strategic actions are provided for
Tourism. These actions focus on: Business Visitors; Event
Attraction / Development; and Regional Tourism Attraction
Efforts.
Business Visitors:
a) Partner with local hotels and supporting agencies to survey business travelers coming to
Kapuskasing to determine what services or amenities may be lacking in Kapuskasing.
b) Develop a strategy to fill the identified gaps. The strategy will include priorities and
opportunities relating to partnerships, business/product development and funding
sources.
Event Attraction/Development:
a) Develop an Event Attraction/Development Strategy and Implementation Plan. Strategy
to:
• Maximize the use of existing community assets such as (arenas, pools, fair grounds,
theatres or community halls, corporate sponsors, etc.);
• Target events Kapuskasing could expand or attract (i.e. amateur sporting events,
lumberjack festival, etc.);
• Identify funding partners; and
• Develop a community volunteer database.
b) During the completion of Kapuskasing’s Community Strategy (See Community Strategy
– pg. 17), identify those priority community assets (arenas, pools, fair grounds, theatres
or community halls, etc.) which could be developed or expanded to strengthen
Kapuskasing’s ability to attract events.
Regional Tourism Attraction Efforts:
a) Work with regional and/or Northern Ontario tourism partners to promote Kapuskasing as
a destination, as well as a great stop-over location for tourists traveling in the north.
Agriculture:
Also within the “Support Kapuskasing’s Traditional Industries” section, strategic actions are
provided for Agriculture. These actions support the efforts of the local agricultural community to
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promote the sale of local agricultural products. Regarding culture, the Town of Kapuskasing will
assist the local farming community by providing space for a local farmer’s market.
Within the “Nurture and grow Kapuskasing’s non-traditional or emerging industries to help
diversify Kapuskasing’s local economy” section, strategic actions are provided for Translation
Services and Collaborative Economic Development Opportunities with The First Nations
Community.
Translation Services
a) Partner with local schools (primary, secondary and post-secondary) and the North
Claybelt CFDC to develop a comprehensive strategy aimed at creating a translation
services hub/cluster in Kapuskasing. Strategy should include (but not be limited to):
• Documenting existing community and labour force assets;
• Educational requirements;
• Potential target markets;
• Feasibility study; and
• Marketing, promotion and community awareness strategy.
This initiative should be tied into the Community Labour Force Succession Plan.
Collaborative Economic Development Opportunities with the First Nations Community
a) Although not an actual industrial sector, the Town of Kapuskasing should build
better/stronger relationships with their local First Nations community in an effort to
capitalize on potential collaborative economic and community development
opportunities.
Community Strategy
Within the “Retaining Kapuskasing’s high quality of life through the development of strategic
community infrastructure” section, key actions are provided for Community Strategy. As it
relates to community culture, the Town of Kapuskasing is to undertake a Community Strategy to
identify:
•
•
•
3.0
A common community vision identifying how residents see Kapuskasing in the future,
including an updated brand for Kapuskasing;
Qualities and attributes that make Kapuskasing unique;
Community assets which are paramount to Kapuskasing’s future quality of life;
Kapuskasing Cultural Resources
The Town of Kapuskasing holds an impressive collection of cultural resources. This section
summarizes the breakdown of Kapuskasing’s cultural resources which were investigated in this
study. The framework for the Cultural Inventory was provided by the Municipal Cultural Planning
Partnership and provided a consistent set of categories and sub-categories which are illustrated
in Figure 3.1.
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Figure 3.1: Town of Kapuskasing Cultural Resource Framework
3.1
Cultural Inventory
The Cultural Inventory for the Town of Kapuskasing is composed of 90 cultural resources which
have been determined to be culturally significant. Figure 3.2 illustrates the breakdown of
cultural resource types within the Cultural Inventory.
Figure 3.2: Town of Kapuskasing Cultural Inventory
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Community organizations are comprised of 8 organizations which are culturally significant. Most
of these groups are civic and social organizations. Cultural heritage resources account for the
largest single category in the cultural inventory with 43 resources or 48% of the inventory. The
vast majority of cultural heritage resources are sculptures, paintings, plaques, and heritage
buildings. Creative cultural industries are the second most significant category in the cultural
inventory with 17 businesses or 19% of the cultural inventory. Overall the category is very
eclectic, with galleries, baking, theatre and creators of handcrafted pieces such as guitars,
jewelry, and quilts. Festivals and Events is a prominent category with 5 resources documented
or 6% of the inventory. This includes numerous the two most popular festivals – The St. Jean
Festival and the Lumberjack Festival. Natural Heritage features account for 5 cultural features in
the Town or 6% of the total. This includes generally includes parks and farms. Finally, spaces
and facilities account for 12 resources or 13% of the total inventory. This category holds
museums, recreation centres, community centres, and schools.
3.2
Cultural Mapping
The Cultural Map is a web-based, application which was developed using Google Maps. In the
mapping interface all community cultural resources are shown. The left side of the screen
provides a list of cultural resources which corresponds to cultural resource locations, photos and
details for each cultural resource on the map. There are several ways to visualize the map
including map view, satellite view, earth view and street view. In addition, additional map
features exist including videos, photos, wikipedia links and webcams. Figure 3.3 shows the
Kapuskasing Cultural Mapping Application.
Figure 3.3: The Kapuskasing Cultural Mapping Application
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The distribution pattern of cultural resources in the Town of Kapuskasing is an important
consideration with regard to cultural planning. Cultural clusters can be a useful strategy for
economic revitalization if points of interest work closely together. The goals of cultural clusters
are generally to revitalize a particular area of the city by providing arts facilities and activities for
residents and tourists. Cultural clusters may work to beautify and animate cities, provide
employment, attract residents and tourists to the city, complement adjacent businesses,
enhance property values, expand the tax base, attract well-educated employees, and contribute
to a creative, innovative environment.
In the Town of Kapuskasing, the overall pattern of cultural resources shows four identifiable
clusters or hubs at specific locations. These hubs from west to east include:
•
•
Drury Street Hub
o Contains 11 cultural features
o Includes Drury Place, The Library, The Civic Centre, The Golden Age Centre,
plaques, sculpture and events
o Includes parks - The Gore and Riverside Park.
o
The Circle/Queen Street Hub
o Includes the Circle, The Farmers Market, Moose FM, Spaceks Audiotronic,
Rotary, Studio Décor Action, La Boulangerie, Kap Furniture Fashions, Kap
Quilting and Knitting and Normand Fortin Sculptures
o Includes several heritage properties - CIBC Building, Northern Telephone
Company, The Post Office and the Original Fire Hall
•
Sports Palace/Arena Hub
o Includes the Sports Palace/Arena, Curling Club, CKGN Radio and numerous
sculptures and events
•
Ron Morel Museum Hub
o Includes Ron Morel Museum, Welcome Centre, Cenotaph, Legion, Park Inn,
sculpture and numerous plaques.
A related consideration in the identification of clusters is how they are able to link or connect
together.
4.0
Community Consultation
The purpose of public consultation was to encourage the community to participate in cultural
planning. Stakeholders and the general public had the opportunity to help expand and refine the
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cultural inventory, and express their opinions with regard to cultural resources, programs and
services. The community consultation program consisted of a questionnaire to stakeholders and
workshop sessions.
4.1
Steering Committee
The Steering Committee for the project was composed of key members of the community who
had positions or responsibilities related to culture in the Town of Kapuskasing. This group
assumed a number of tasks including strategic guidance for the project, the distribution and
collection of questionnaires, liaison with community organizations and the general public in the
Town of Kapuskasing and providing feedback as the process evolved.
4.2
Stakeholder Questionnaire Results
Questionnaires were administered during the project to solicit input into the Cultural Mapping
process. These questionnaires were designed to collect opinion-based information on issues
related to culture and cultural features in the community. The information gathered provided a
great deal of valuable information to add to the Cultural Mapping process. Below is a written
summary of selected portions of the questionnaire results. The full questionnaire analysis is
presented in Appendix B of this report.
In question #4 of the questionnaire, stakeholders rated the importance of cultural features for
tourism in the Town of Kapuskasing. Fourteen respondents (70%) stated that cultural features
are ‘Significant’ for tourism, while five respondents (25%) said that cultural features are
‘Somewhat Significant’. One respondent (5%) indicated that cultural features are critical for
tourism in the Town of Kapuskasing.
In question #7, stakeholder respondents were asked where are the best places for community
events. The top three responses to that question were the Sports Palace/Arena, the Centre de
Loisirs, and Riverside Park.
In question #10, Respondents were asked which cultural features define the Town of
Kapuskasing. The most frequently selected feature was the Lumberjack Festival with 6
respondent selections. The Circle, Riverside Park, St-Jean Festival, and Minor Hockey were all
selected 3 times and rank second as features that define the Town of Kapuskasing. Honourable
mention was also given to the Festival of Music which ranked third as a feature that defines the
town.
In question #12 of the questionnaire, stakeholders were asked to list historic features in the
Town of Kapuskasing. The most popular responses to that question were: The Mill, The Ron
Morel Museum, The Circle, The Experimental Farm, and the Prisoners Cemetery.
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In question #16 of the questionnaire, respondents were asked which businesses in Kapuskasing
are the most culturally creative. The most popular response was Centre De Loisirs. The other
most frequently mentioned businesses were: Dubosq Guitars, La Forge, La Boulangerie, and
Weavers.
Question #19 asked stakeholders which three cultural features they would take a guest in the
Town of Kapuskasing. Respondents selected the Centre De Loisirs the most frequently for that
question. Other frequently selected responses included: The Ron Morel Museum, Riverside
Park, St-Jean Festival, Lumberjack Festival, and La Forge.
4.3
Public Workshop Results
The workshops held on March 6, 2012, represent public input into cultural planning for the Town
of Kapuskasing. The following provides a summary of the proceedings from the workshops.
Each participant had the opportunity to participate in the various discussions. Below is a written
summary of selected portions of the workshop results. The full workshop analysis is presented
in Appendix C of this report. A total of 14 participants attended the workshops.
Question #1 of the workshop asked attendees what attributes make the Lumberjack Festival
and St-Jean Festival the most successful events in Kapuskasing. Workshop attendees had
numerous responses but in general, it was conveyed that the events are large, unique, social,
reasonably priced, attract a diverse crowd, have committed volunteers, and are continually
reinventing themselves. In addition, it was expressed that the timing and duration of the events
are a major factor in their success. Workshop attendees were also asked about potential
improvements to increase attendance at the festivals. Potential improvements communicated
were: increased marketing and funding, fresh ideas, media coverage, more community spirit
and costumes, and more popular artists (bigger names) at the events.
Question #2 stated that the Centre De Loisirs was a top creative cultural industry, artistic
feature, cultural organization, and the top feature that respondents would take a guest to, while
in Kapuskasing. Workshop attendees were asked which attributes make the Centre successful.
Workshop attendees indicated that the Centre had many quality cultural components
(education, gallery, weavers, gym, daycare) that catered to many age groups in a communitydriven, volunteer-based fashion. It was communicated that the Centre is able to continually
reinvent itself but sticks to its mandate. Finally, the Centre is able to utilize partnerships very
well but financially relies on grants and tax relief.
Question #3 of the workshop proposed that certain cultural hubs exist at the Sports Palace, the
Circle, and the Ron Morel Museum. Attendees were asked what new cultural features, activities
or attractions could be added to these sites to improve opportunities. For the Sports Palace hub,
participants indicated that a recreational facilities (pool), entertainment (shows, movies, the
circus), restaurants, green spaces (benches, gardens), historical photos, and improvements to
building aesthetics could be added to the hub. At the Circle hub, attendees suggested that
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architecture, public art and historical features (plaques, photographs), cafes, art galleries,
window displays in businesses, a gazebo, and outdoor skating rink could all be added to the
hub to improve it. At the Ron Morel Museum hub, workshop attendees felt that the area was
already well developed. Another additional hub was also identified at the workshop as the
Library/Civic Centre hub. Workshop comments indicated that this hub could improve upon the
preservation of older buildings and their facades.
The last question of the workshop, question #5, asked attendees what they consider most
valuable in Kapuskasing and what they think brings people to Kapuskasing. The overall results
from the workshop revealed that ‘Small Town Lifestyle’ was the most valuable quality for
residents. Workshop attendees felt that ‘Outdoor and Recreation Pursuits’ was the most
significant quality that brings people to Kapuskasing.
5.0
Marketing Strategy
Kapuskasing Council has established cultural planning as a municipal priority that is a strategic
investment in the social and economic development of Kapuskasing. The Town recognizes that
creativity and culture has the ability to build the local economy. To achieve this, The Town must
utilize and leverage culture more effectively by making culture central in the decision-making
process, using culture to enhance tourism, increasing cultural collaboration and partnership, and
generally creating a culturally favourable environment.
With overwhelming consistency, Northern Ontario is viewed as a vast wilderness that offers
opportunities to experience the outdoors, primarily through hunting and fishing activities.
Uncertainty exists, however, about accommodation and amenities; and little awareness is
evident among non-travelers to Northern Ontario of things to see and do beyond hunting and
fishing. Consumers view the North as limited in offering unique experiences that cannot be
found closer to home. Marketing tactics will need to overcome the widespread view that
Northern Ontario is a vast wilderness, with little to do besides hunting and fishing.
The objectives of this project were to engage the community, develop a cultural mapping
application, and develop a marketing strategy which distinguishes a unique identity, reveals
opportunities, guides cultural investment, and promotes creativity and development. Based on
the investigation conducted in this study, it was determined that the Town has several existing
strengths that can be employed to achieve culture and tourism success in the Town of
Kapuskasing. By leveraging community strengths and basing the marketing strategy around
these strengths, the Town of Kapuskasing can distinguish a unique brand that can be easily
understood and marketed to the world. The following goals form a simple roadmap to expand
tourism, attract new residents, promote cultural awareness, and put Kapuskasing on the map.
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5.1
Goals
The cultural community in the Town of Kapuskasing is a dynamic group that successfully
optimizes resources to achieve a one-of-a-kind community that is distinct, attractive, and
prosperous. The community holds tremendous potential; however cultural opportunities are not
fully understood by visitors, or even local residents. In this study, considerable efforts were
taken to learn from the community, to collect a comprehensive inventory of cultural resources, to
map those resources and to develop a strategy which packages the Town’s offerings into a
clear and understandable bundle for consumption. The following goals are high priority items to
achieve culture and tourism success in the Town of Kapuskasing.
1)
2)
3)
4)
5)
5.2
Support and Promote Cultural Hubs and Key Themes
Develop Products and Infrastructure Based on Cultural Hubs and Key Themes
Enhance Accessibility and Connectivity Between Cultural Hubs
Implement Online Marketing Initiative
Structure Partnership Program Based on Cultural Hubs and Key Themes
Implementation
1) Support and Promote Cultural Hubs and Key Themes
Through community consultation and the development of a cultural map, a number of cultural
hubs and key themes were identified. These hubs and themes are extremely unique to
Kapuskasing and if leveraged appropriately, will become the core of the Kapuskasing brand.
Hubs and themes must be easily understood and navigated by visitors and public. Figure 5.1
identifies the four (4) geographic hubs and five (5) key cultural themes that should be used for
marketing purposes.
Figure 5.1: Identified Geographic Hubs and Key Cultural Themes
Geographic Hubs
Key Themes
The History Hub
Sculpture Theme
The Shopping Hub
Lumberjack Theme
The Sports Hub
French Music Theme
The Riverfront Hub
Outdoor Gateway Theme
Ukrainian History Theme
The strategy would be to build products and services around identified Hubs and Themes. This
way the Town of Kapuskasing would be building on their strengths in a focused and
understandable way.
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2) Develop Products and Infrastructure Based on Cultural Hubs and Key Themes
In Kapuskasing it will be important to dedicate resources with the highest potential to attract
visitors. To do this effectively, the Town must market products and services around identified
cultural hubs and themes.
The History Hub
Existing Strengths
Museum
Welcome Centre
Cenotaph
Sculpture
Plaques
-
Target Group
Targeted to history
and art enthusiasts
Future Products and Infrastructure
- Focus on improving way-finding from the
welcome centre and directing visitors to
the appropriate features
- Continue to provide excellent exhibits at
the museum
Target Group
Targeted to those
interested in
shopping, browsing,
and strolling. Also
of interest are the
Circle, heritage
buildings, and
sculpture
Future Products and Services
- Improve window displays
- Improve aesthetics
- Add public art, architecture, historical
features
- Add amenities such as cafes, art
galleries, a gazebo, outdoor skating rink
Target Group
Targeted to those
with a keen interest
in sports and
recreation
- Develop amenities for visitors
associated with minor hockey and
curling such as restaurants, green
space, recreational amenities and
aesthetic improvements
- Invest in a community pool
- Increase entertainment events such as
shows, movies, circus
Target Group
Targeted to those
interested in an
eclectic mix of
attractions including
history, nature,
music and arts
- Create gift shop with products based on
key features such as the Gore, Original
Mill Managers House, Drury Place.
- Focus on tours of the area including
inside buildings
The Shopping Hub
Existing Strengths
The Circle
The Farmers Market
Baked Goods
Audio/Video
Furniture & Décor
Quilting & Knitting
Heritage Buildings
Sculptures
-
The Sports Hub
Existing Strengths
Minor Hockey
The Sports Palace
Arena
Kapuskasing Curling Club
Sculptures
-
The Riverfront Hub
Existing Strengths
The Gore
Original Mill Managers
House
Riverside Park
Kapuskasing Inn Sculpture
Garden City Plaque
The Civic Centre
Honour Roll Plaque
Kapuskasing Festival of
Music
Kapuskasing Public Library
Drury Place
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-
Sculpture Theme
Existing Strengths
Norman Fortin Sculptures
La Forge
Wood/Metal Work
-
Target Group
Targeted to those
interested in
sculpture
- Develop an organized tours of sculpture
features
- Develop short hands-on classes for
tourists in sculpture including wood and
metal work
Target Group
All visitors
- Develop and promote costumes for the
festival
- An entire line of lumberjack products
that may be purchased at any time of
the year
- Maintain Lumberjack competition with
prize money and media coverage such
as Outdoor Life Network
Target Group
Targeted to music
and arts enthusiasts
- Focus on quality
- Continue to improve the St-Jean festival
by adding big names, media coverage
and increasing community spirit
- Introduce tours in guitar-making
- Introduce programs to attract musicians
Kapuskasing to strengthen the music
theme
Target Group
Targeted to outdoor
enthusiasts
- Kapuskasing as “base camp”
- Develop single point organization with a
central location that can direct all
inquiries for outdoor pursuits
- Develop a set of structured tours with
associated company partnerships
- Develop new types of outdoor pursuits
such as luxury camping (glamping)
- Package winter and summer tours
Target Group
Targeted to those
interested in World
War One and
Ukrainian history
- Improve Internment Cemetery with
multimedia kiosks, seating, amenities
and profiles of those interned
- Build a demonstration internment camp
showing what life was really like with
similar clothing, buildings, activities etc.
- History – why, when, and how it began
and when it ended
Lumberjack Theme
Existing Strengths
The Lumberjack Festival
A Unique Identifier
-
French Music Theme
Existing Strengths
St-Jean Festival
Centre De Loisirs
Dubosq Guitars
-
The Outdoor Gateway Theme
Existing Strengths
Fishing and Hunting
Fishing Derbies
-
Ukrainian History Theme
Existing Strengths
“Never Forget” Sculpture by
Jon Boxtel
Ukrainians Interned at
Kapuskasing Plaque
World War One Internment
Cemetery
-
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3) Enhance Accessibility and Connectivity between Cultural Hubs
To establish an attractive overall product for visitors to Kapuskasing, cultural hubs must be
accessible and connected to each other. Walkability, way-finding, signage and the elimination of
barriers in moving around Kapuskasing are critical. There are four cultural hubs in the Town of
Kapuskasing, as illustrated in Figure 5.1 below. To improve connectivity of hubs, efforts must
be made to improve the aesthetics, walkability and signage along McPherson Avenue and
Cain/Riverside/Mundy/Drury. In lieu of the fact that the Sports Hub is a distance from the other
hubs it may be feasible to have a shuttle or trolley that is able to assist visitors with
transportation between hubs. The introduction of a committee to discuss walkability and
connectivity issues from the public perspective is also recommended.
Figure 5.1: Connected Cultural Hubs
Connectivity must also be considered regarding key themes in Kapuskasing. The themes of
sculpture, lumberjack, French music, outdoor gateway and Ukrainian history, must make
connections to each other so that visitors can clearly understand products, packages, and
services.
4) Implement Online Marketing Initiative
In Kapuskasing and across the North, most areas have failed to understand and capitalize on
the importance of the Internet and e-marketing as marketing tools. For the majority of visitors to
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24
Northern Ontario, the Internet is the single most important source of trip planning information.
Information accessed online stays current and contains richer content than traditional media. As
a result, e-marketing has taken the lead over traditional sales and marketing approaches and
branding has become easier to formulate and deliver. The Town of Kapuskasing requires a
focus on quality online content which is organized and well connected to other relevant website
material. In Kapuskasing, online marketing should be given priority as the number one
marketing tactic.
In terms of content, the online marketing initiative should be organized using the hubs and
themes identified in this report. It is recommended that the Town partners with local educational
institutions for website development resources.
The following are key initiatives in the online marketing initiative:
•
Dedicated Website based on Hubs and Themes
- Develop dedicated web presence based around Kapuskasing strengths (Hubs
and Themes)
- Ensure that the web initiative is fast, attractive, easy to navigate, and well
connected to other relevant Kapuskasing online content
- Content should be rich in media and include YouTube videos of Kapuskasing
experiences
- Support for Kapuskasing promotions and contests
- A prominent link is needed to the online cultural map
- Content should include digital display of historical and cultural documents
- Add the ability for visitors to submit comments under each hub or theme
•
Kapuskasing Facebook Page Showcasing Hubs and Themes
- Focus on initiatives to increase number of ‘likes’ to the page
- Add photos organized in photo albums (albums to be based on hubs and
themes)
- Visitor contest to submit best photos for the facebook page
The target market for the online marketing initiative will be for local, provincial, national and
international visitors. The American market must be carefully considered in the design and
creation of online marketing; however secondary and emerging-market opportunities need to be
explored as well. In particular, efforts must be made to draw Ukrainian, Australian, Mexican,
Chinese, and Japanese tourists. New Canadians, Blended Families, and Ukrainians from
Toronto, Montreal and New York City are also high potential target markets and may warrant
customized online content. Lastly, research indicates that Algonquin Park is seeing increases
from international visitors, so exploration of marketing tactics employed by the park are a good
idea.
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5) Establish Partnerships Program based on Cultural Hubs and Key Themes
One of the most critical factors in project success is the active engagement of key players. The
involvement of community organizations, tourism organizations and the public sector is
important for ensuring balance, transparency and the ongoing success of cultural tourism. To be
successful, the active involvement of key players requires clarity around objectives, mandates,
roles and responsibilities. To establish clarity on these matters, a formal Kapuskasing Cultural
Tourism Group should meet regularly to discuss the execution of the plans, events,
opportunities, funding opportunities and collaborative possibilities. Partnerships should be
based around the cultural hubs and themes as discussed in this report. Figure 5.2 shows how
partnerships should be developed based around identified strengths in the Town of
Kapuskasing. In organizing resources based on community strengths, the Town’s identify and
brand will continue to build and be perceived by the public in a clear and understandable way.
Figure 5.2 – Partnership Strategy Based on Hubs and Themes
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5.3
Implementation Summary
Below is a summary of details related to identified marketing goals.
Goals
1
2
3
4
5
Support and
Promote Cultural
Hubs and Key
Themes
Develop Products
and Infrastructure
Based on Cultural
Hubs and Key
Themes
Enhance
Accessibility and
Connectivity
between Cultural
Hubs
Online Marketing
Initiative
Structure
Partnerships
Program based on
Cultural Hubs and
Key Themes
6.0
Lead
Partners
Resources
Measurement
of
Success
Timeline
Community
Services
All
Departments
and
Community
Groups
Local Media;
Grants and
Funding;
Ministry of
Culture; Town
Council;
Brand identity for
Kapuskasing
visitors
Ongoing
Community
Services
Economic
Development
Ministry of
Culture;
Investment;
Grants and
Funding;
New products
and infrastructure
as outlined in the
implementation
section
Ongoing
Public
Works
Building and
Planning;
Walkability
Committee
Grants and
Funding;
Capital Budget
Increase in
hub/theme
signage;
improved
aesthetics
2 years
Community
Services
Local website
developers
College
Boreal;
Universite de
Hearst a
Kapuskasing
Completed
website;
Completed
facebook page
1 year
Kapuskasin
g Cultural
Tourism
Group
All
Departments
and
Community
Groups
All
Departments
and
Community
Groups
New hub/theme
partnership
initiatives
2 years
Conclusion
The Town of Kapuskasing has countless cultural and tourism opportunities to explore in the
future. This study provides a simple blueprint to follow that builds upon community strengths
and works towards a unique Kapuskasing brand. The development of cultural hubs and key
themes will allow the Town to build products, infrastructure and partnerships in a targeted and
meaningful way. If the cultural community is able to remain committed to this strategy, dividends
will begin to pay off in virtually all facets of the community.
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Appendix A – Cultural Resource Sub-Categories
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Appendix B – Cultural Questionnaire Summary
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Appendix C – Workshop Summary
The workshops held on March 6, 2012, represent public input into cultural planning for the Town
of Kapuskasing. The following provides a summary of the proceedings from the workshops.
Each participant had the opportunity to participate in the various discussions.
1. Based on the Questionnaire, the Lumberjack Festival and St. Jean Festival are the most
successful events in Kapuskasing.
a. What attributes make these events successful?
Afternoon Session (1:30 to 3:30 pm)
Big Events;
Social (including alcohol);
Summer Events;
Showcase northern uniqueness;
Local and outside participants;
Allow opportunities for reunion;
Volunteers critical;
Volunteers not overworked
Locations take advantage;
Costs are low for participants;
Organizers are creative in reinventing;
Reach out to wider audience through strong
promotion
Evening Session (6:30 pm to 8:30pm)
Brings people in from out of Town;
Entertainment not seen year round;
Largest events along Highway 11 corridor;
Attracting different demographics;
Full weekend events;
Reasonably priced;
May not make $ but makes community $;
Large volunteer/community commitment;
“Ownership”;
Unique;
Free day events;
Include locals;
Timing;
Bigger Facility but costs $.
b. What potential improvements can be made to increase attendance further?
Create buzz;
International attendance;
Think Big;
Well organized;
Décor, including flags, costumes;
Include more Business participation / community
spirit;
Dressing up, customer participation, selling
passes;
Keep timeline (one weekend);
Extend spirit throughout year – including Town
decorated all year;
Bigger Names;
New and unique;
OLN;
Canoe Races.
Marketing;
More grants for Northern Ontario;
Fresh ideas to keep people coming back;
Rodeo/TV coverage.
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2. Based on the Questionnaire, the Centre De Loisirs is a top creative cultural industry,
artistic feature and cultural organization. In addition it was the top feature that
respondents would take a guest while in Kapuskasing.
a. Which attributes make the Centre De Loisirs successful?
Local Art
quality;
Many types of art – photo, weaving, classes,
shows
Leader in partnerships;
Gym;
Daycare;
University;
Grants;
Professional staff;
Artists working onsite;
Very welcoming;
Able to reinvent;
Must see tourism.
Many Cultural Components
- Education
- Gallery
- Weavers;
Diverse;
Change Programs based on what works;
Cater from kids to seniors;
Stick to vision and mandate;
Run by volunteers;
Community-driven;
Grants/tax relief;
Inclusive.
b. What new opportunities or partnerships are possible for the Centre?
Excellent staff and volunteers;
Membership structure;
Rent during day to fund night and
weekend programs;
Art classes / babysitting classes;
Training sessions;
Small convention centre;
Convenient / professional.
Offer French communication/cultural
classes
3. The Draft Cultural Mapping Application suggests that there are cultural hubs
surrounding:
a. The Sports Palace
b. The Circle
c. Ron Morel Museum
What new cultural features, activities or attractions could be added to these areas to
improve the Town’s cultural opportunities?
additional hub = Library
Pool in Sports Palace
directing people to other cultural areas;
- Entertainment
Sports palace – shows, circus, restaurant
- Recreation
nearby
Circle
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- Green space – benches / gardens
- Between Arena and Sports Field, area for
young people
- Add “personality” to building visually
- Old photos / history
- Movie in sports palace
Circle – creative
-historically, social hub
-outdoor cafes
-art galleries
-plaques, photographs
-window displays businesses
-gazebo in park – music
-outdoor skating rink
Museum – history, heritage
-really well developed already
Hubs – Library / Civic Centre, etc.
-Gore – originally intended as business area
-preserve older buildings
-facades
Including – CIBC
At experimental farm (1920’s)
- Architecture
- Public art
Museum
- history
Linkages to other “Hub”
- “Districts”
Dome in circle
Doors open
Walking tour
- Brochures
- Incorporate with other events
- Add history/photos
Opportunities for different demographics –
parents of kids playing hockey
Brochure
Currently no real marketing product
4. The Kapuskasing Economic Development Strategy discusses several strategies related
to culture and tourism.
• Business Visitors (partnerships and product development)
• Event Attraction / Development (expand, funding, volunteers)
• Regional Tourism (partner to promote Kapuskasing)
• Agriculture (promote local and support farmers markets)
• Translation Services (create hub or cluster)
• First Nations Community (build relationships and opportunities)
Which three (3) strategies should be the highest priority?
Participants voted on highest priority; listed in order of number of votes:
(Note: each person was given 3 votes – 9 participants)
Votes
Strategies
8
Event Attraction / Development
8
Agriculture
7
Regional Tourism
4
0
Business Visitors
0
First Nations Community
Further Discussion:
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Translation – university develops local talent, model for country bi-lingualism, technology
allows mobile, highly educated workforce
Business
Tourism
Agriculture – small steps, farmers markets, global warming
Votes
Strategies
3
Event Attraction / Development
3
Business Visitors
2
Regional Tourism
2
First Nations Community
0
Agriculture
0
Further Discussion:
Translation – university develops local talent, model for country bi-lingualism, technology
allows mobile, highly educated workforce
Business
Tourism
Agriculture - small steps, farmers markets, global warming
Promotion – publicity, YouTube, beyond newspaper, self promotion, television, and
website links
Promote Local Writers
Revisit Garden City of North initiative – botanical garden for northern community
All local products in place – Co-Op – Artists Co-Op
Renewable Resources – sustainable, wood, IKEA example
Two Languages
Lumberjack / Bilingualism / Garden City
5. The questionnaire identifies numerous qualities that people like about the Town of
Kapuskasing.
1) The People (friendly and welcoming)
2) Small Town Lifestyle (relaxed, safe, family community)
3) Outdoor and Recreation Pursuits (trails, fishing, sports)
4) Nature (picturesque, clean, tranquility, lakes, forests)
5) Cultural Diversity (bilingual, first nations, activities, events)
6) Services and Facilities (schools, library, arena, pool)
7) History (heritage buildings, war, rail, natural resources past)
8) Creative Arts (music, visual arts, crafts)
What image do you want Kapuskasing to be known for (Imagine a postcard)?
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What you consider most valuable in
Kapuskasing.
Qualities
Votes
The People
2
Small Town Lifestyle
8
Outdoor and
1
Recreation pursuits
Nature
7
Cultural Diversity
2
Services and
1
Facilities
History
2
Creative Arts
3
What do you think brings people to
Kapuskasing?
Qualities
Votes
The People
0
1
Outdoor and
9
Recreation pursuits
Nature
3
Cultural Diversity
6
Services and
0
Facilities
History
5
Creative Arts
3
What you consider most valuable in
Kapuskasing.
Qualities
Votes
The People
1
3
Outdoor and
2
Recreation pursuits
Nature
1
Cultural Diversity
1
Services and
1
Facilities
History
1
Creative Arts
2
What do you think brings people to
Kapuskasing?
Qualities
Votes
The People
3
2
Outdoor and
1
Recreation pursuits
Nature
2
Cultural Diversity
0
Services and
2
Facilities
History
1
Creative Arts
1
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the town of kapuskasing

Transcription

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