Description
In the 19th century, the term developed to refer first to the betterment or refinement of the individual, especially through education, and then to the fulfillment of national aspirations or ideals.
Creating Cultural Connections
Barrie Arts and Culture Strategic Marketing Plan 2012-2014
Prepared for
City of Barrie Department of Culture
Prepared for
The Department of Culture City of Barrie
Prepared by
The Resource Management Consulting Group
www.rmcg.ca
January 2012
The Artists
for the Artists of Barrie
Let us craft a city – give it all our gifts, stuff of dreams and legends and faces of our people. Let us imagine moorings of light in Venice, boulevards of a reborn Paris, or a harborscape like Stockholm. Does its raw clay sing to you and fill you with ideas, avenues where stars are born, and summer afternoons a sculpture? Would it be as real in winter when snow falls as a blanket with silence to let you dream and its words become a book? Speak volumes for what you love. You are the story of this place, the narrative of every footprint your journeys have yet to map by Bruce Meyer, First Poet Laureate, City of Barrie
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Contents
1 Introduction .................................................................................................................................................. 4
Need for a Strategic Arts and Culture Marketing Plan .......................................................................................... 4 Objectives of the Plan ............................................................................................................................................ 4 How to Use the Plan .............................................................................................................................................. 5 Definitions ............................................................................................................................................................. 5 Development of the Plan ....................................................................................................................................... 6 Input to the Plan .................................................................................................................................................... 7 2 Barrie Arts & Culture Strategic Marketing Plan ............................................................................................. 9 Strategic Vision for Arts and Culture in Barrie ...................................................................................................... 9 Time Frame for the Plan ........................................................................................................................................ 9 Strategic Opportunities Identified through the Planning Process ........................................................................ 9 Recommendations ............................................................................................................................................... 10 Summary of Actions for the Recommendations ................................................................................................. 13 Measuring Success .............................................................................................................................................. 15 Arts Sector Marketing Roles & Responsibilities .................................................................................................. 16 Disseminating the Plan ........................................................................................................................................ 18 Annual Review and Update ................................................................................................................................. 18 3 Recommendations and Detailed Actions ................................................................................................... 20 4 Analysis of Barrie’s Arts & Culture Marketing Situation ............................................................................. 36 Inventory of Barrie’s Arts and Culture offerings ................................................................................................. 36 Market Assessment ............................................................................................................................................. 37 Review of Planning Documents & Research Reports .......................................................................................... 39 Community Comparisons .................................................................................................................................... 39 Product?Market Match Assessment .................................................................................................................... 40 SWOT Analysis ..................................................................................................................................................... 42 Appendix A ? Created in Barrie Executive Summary ............................................................................................... 43 Appendix B ? Review of Planning Documents and Research Reports ..................................................................... 48 Appendix C ? Barrie Arts & Culture Organizations and Waterfront Events ............................................................. 57 Appendix D ? Marketing Initiatives in Simcoe County and Other Selected Communities ...................................... 62 Appendix E ? PRIZM C2TM: Geodemographic Segmentation ................................................................................. 69
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
1 Introduction
Need for a Strategic Arts and Culture Marketing Plan
The Barrie Arts and Culture Strategic Marketing Plan has been prepared as an overall framework for marketing Barrie’s arts and culture products, a need identified in Barrie’s Culture Plan, Building a Creative Future (2006). Although Barrie’s arts sector contributes significantly to the city’s economy and quality of life, marketing this sector has been largely the responsibility of individual artists and organizations. In 2010, the Department of Culture completed a market study of the audience for arts and culture in Barrie and its surrounding region (based on 1,400 interviews of Barrie and regional residents). Created in Barrie: Understanding Barrie’s Arts and Culture Markets documents arts participation and behavior for Barrie and regional residents, and identifies opportunities to grow the market for Barrie arts and culture products (Appendix A). This Strategic Marketing Plan, Creating Cultural Connections, builds on the understanding gained through the research and identifies market opportunities and suggests actions for Barrie’s arts and cultural sector. Implementing the plan will benefit: 1. Barrie’s and the Region’s Residents through increased participation in Barrie’s arts and cultural offerings, cultural enrichment and increased community pride, 2. Barrie’s Arts and Culture Community by increasing audiences and support, developing a more cohesive community and providing new opportunities for more offerings, and 3. The City of Barrie by creating a cultural community identity, enhancing the overall quality of life in the community and recognizing the role of culture as an economic driver. Some of the recommendations will be adopted by the Department of Culture1 as part of its Business Plan; others may be assumed by the Barrie Arts and Cultural Council or by other arts organizations and individuals of the community and region. The DOC has taken on the role of a leader and facilitator, but ultimately the success of the plan will depend on the desire and collaborative actions of the City, stakeholders and individuals to build and market the creative city envisioned in the 2006 Plan for Culture.
Objectives of the Plan
This Strategic Marketing Plan sets out to maximize the regional market potential of Barrie’s visual, performing, culinary and heritage offerings by: • Complementing the existing strategic directions of arts and culture organizations, as well as stakeholders such as the Economic Development Department, City of Barrie, Georgian College, Tourism Barrie and Downtown Barrie, • Developing recommendations and actions for penetrating the local market over a three?year time period,
The City of Barrie Department of Culture (DOC) was formed in 2008 in response to the adoption of the report Building a Creative Future by City Council. The DOC was tasked with responsibilities: oversight of the arts, building infrastructure and developing a Business Plan to support the City’s decision?making regarding culture.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 • • Identifying criteria for measuring outcomes, and Recognizing that ultimately, success results from the combined marketing efforts of the City of Barrie, stakeholders, arts and culture organizations and individual artists.
How to Use the Plan
This plan can be used by all organizations and individuals involved in arts and culture in Barrie and the region. It is hoped that by aligning strategies and actions, the arts and culture community will strengthen existing markets and reach its market potential. Time frame for the plan is approximately 3 years. Because it will be implemented by a number of independent organizations, it should be reviewed annually and updated as actions are implemented and new ideas rise to the surface.
Definitions
Arts & Culture Culture can be thought of as the beliefs, attitudes, customs and practices of a people and their relationship to place. It is found in many creative activities, the visual and performing arts, the literary arts, crafts, heritage, festivals and events, electronic arts such as film, new media and video, culinary arts, design art (both graphic and industrial), as well as civic arts and in our relationship to our landscape through urban design, architecture and public art. The arts occur not only in concert halls and theatres, they happen in libraries, bookstores, galleries, educational institutions, private studios, parks, museums and heritage properties, to name but a few. The arts occur wherever we are, whether reading a book in our homes, listening to the cd player in our car or attending an event at a local theatre.2 For this strategic marketing plan, arts and culture is narrowly defined as those activities that are of a creative nature and fall within the areas of visual, performing, culinary arts and heritage and are potential economic drivers for the City of Barrie. Marketing vs Advertising The overall goal of marketing is to build strong customer relationships and may be defined as: A set of business practices designed to plan for and present an organization’s products or services in ways that build effective customer relationships.3 For this plan, the marketing goal is to strengthen the relationship of Barrie and regional residents with Barrie’s arts and culture offerings as active participants, supporters or audience. Advertising (paid and through media partnerships) is one of many tools that can be used to nurture this relationship.
Definition from the City of Barrie, Department of Culture Request for Proposal for the Provision of Arts and Culture Marketing Plan, August 2010. 3 The Canadian Marketing Association, www.the?cma.org
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Participation in Arts and Culture For this plan, participation in arts and culture is considered broadly and includes: involvement of artists, taking part in arts education, purchasing tickets, supporting artists, volunteering and financially supporting the arts sector.
Development of the Plan
The Barrie Arts and Culture Strategic Marketing Plan was developed over the course of four months in consultation with many artists, organizations and a stakeholder consultation group using a four?phase approach. Phase 1: Project Orientation and Assessment of Arts & Culture Offerings City and stakeholder planning documents were reviewed and assessed for their impact on marketing arts and culture in Barrie (Appendix B). An inventory of Barrie’s arts and culture offerings was assembled from a variety of sources because a cultural map does not exist. The inventory captured in the order of 80 arts and cultural organizations, but the majority of small independent artists and commercial establishments still need to be identified. Barrie’s waterfront festivals and events were inventoried to identify key offerings from a cultural perspective (Appendix C). A comparative analysis of other communities was completed to capture best marketing practices. Communities of similar population size to Barrie (Guelph, St. Catherines) and other larger successful culture communities (Brampton, Winnipeg & Greater Pittsburgh) were examined. In particular, the web portals were examined along with the relationships among the municipality, art councils and tourism destination marketing organizations. In addition, the communities of Orillia, Midland, Collingwood and South Simcoe were examined to determine the Barrie’s position in the regional market place (Appendix D). The marketing research of the arts and culture markets for Barrie and region (Created in Barrie) was reviewed and summarized (Appendix A). The Geodemographic Analysis conducted as part of that project is presented in Appendix E). A preliminary SWOT (strengths, weaknesses, opportunities and threats) analysis was completed based on the research described above. It was refined and expanded throughout the subsequent phases of the project (Section 4). Phase 2: Arts and Culture Participant Consultation A Consultation Group was formed to incorporate representation from Barrie’s diverse arts and culture sector in the preparation of the plan. Twenty artists or representatives of arts organizations were interviewed and 15 participated in an evening workshop to discuss the SWOT of Barrie’s arts and culture and explore marketing ideas directed to four key strategic issues for marketing Barrie’s arts sector. Additional consultation with Department of Culture, BACCC, Downtown Barrie and other stakeholders was undertaken to further clarify and refine marketing ideas and build the marketing recommendations. 6
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Phase 3: Draft Strategic Marketing Plan Four key strategic issues were addressed and then fifteen key recommendations for marketing Barrie’s arts sector were developed, rationalized and actions identified. The plan outlines a strategic direction for Barrie in the next 10 years and sets outcomes and measures of success (Section 2). The draft plan was reviewed and discussed with the Department of Culture to determine priorities and validate some of the recommendations. Phase 4: Finalize a Draft Arts and Culture Strategic Marketing Plan A second workshop was held with the Consultation Group to get feedback regarding the strategic direction and recommendations. This group was also consulted regarding best ways to disseminate the marketing plan and build a collaborative approach for implementation with Barrie’s arts and culture organizations.
Input to the Plan
Numerous individuals and organizations provided input to this plan, either through interviews or participation in workshop sessions. The individuals represented artists, businesses and organizations. Some of the individuals spoke on behalf of themselves as artists.
Caribbean Cultural Institute Ricardo Rowe Awkward Stage Alana Sproule Barrie Arts & Culture Council Chad Ballantyne Damian Lopes Jill Price Marc Hill Sarah Lochhead Barrie Concert Association Bruce Owen Barrie Farmer’s Market Lucy Ricardo Barrie Film Festival John Van Der Marel Barrie Folk Society Elaine Murray Barrielicious Ryan Traversy City of Barrie Eric Hodgins Hany Kirolos City of Guelph AsteroKalogeropoulos Community & Social Services Arts and Culture Division Destination Development Roger Brooks International CEO Downtown Barrie BIA Craig Stevens Georgian College Ted Fullerton Bruce Meyer Ron McDonald Greater Pittsburg Arts Council Maggie Johnson Director, Marketing & Audience Development Grey & Simcoe Foresters Mariella Rowan Huronia Symphony John Blaise Kempenfest Tom Aikins Kempenfelt Community Players Julie Underhill King Edward Choir Margaret Baker Trudy Patterson MacLaren Art Centre Carolyn Bell?Farrell Sue?Ellen Boyes Simcoe Contemporary Dancers Sarah Lochhead
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Talk is Free Theatre Theatre by the Bay Tranter Institute Tourism Barrie Individuals Andrea Roylance Larissa Mair Glenn Coulson Monica Tranter Kathleen Trainer Barry Peacock Tracy Martin Don Stuart Akiko Currie William More Frances Thomas John Lister Kathryn Stephenson Ted Handy
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
2 Barrie Arts & Culture Strategic Marketing Plan
The whole is more than the sum its parts ?Aristotle, Metaphysics
Strategic Vision for Arts and Culture in Barrie
In 10 years... Barrie will be recognized as the regional hub for arts & culture, including visual, performing and culinary arts, literature and heritage. Barrie’s artists & organizations will be sustainable, know each other, know their local and regional audiences & align their offerings. Barrie’s arts and culture scene will be integrated with the sports, recreation & leisure activities of Barrie and the region. Arts and culture will have a central concentration in Barrie’s downtown and waterfront, but art will be everywhere in Barrie ? public spaces, arenas, libraries, schools, shopping centres. We will see it... hear it... read it... taste it! It will enrich our lives!!!! Arts and culture will be a key contributor to the quality of life of Barrie and regional residents. Barrie will be a vibrant community that attracts more artists, more residents, more visitors and more businesses... Arts and culture will be an economic driver for the city.
Time Frame for the Plan
The implementation time for this Strategic Marketing Plan is 3 years. Some major infrastructure changes have occurred previously and some are anticipated during this time period that will affect Barrie’s cultural product offerings: the Mady Centre for the Performing Arts was opened in the fall of 2011, Downtown Barrie BIA will raise its profile as its Master Plan and Marketing Plan unfold and changes to public, outdoor performing spaces are articulated in the Waterfront Master Plan and are implemented. Over the next 3 years, the Barrie Arts and Cultural Council will grow and solidify its role in Barrie’s arts community, existing organizations will grow and experience change and new artists and organizations will emerge. As it is impossible to anticipate in an exact manner, how these changes will unfold, this plan focuses on marketing Barrie’s current assets, preparing to market future cultural products and has been prepared in a format meant to facilitate annual updating.
Strategic Opportunities Identified through the Planning Process
The analysis of strengths, weaknesses, opportunities and threats undertaken while preparing the plan, combined with the consultation process, market analysis and product assessment (Section 4) revealed that there is a gap in the ability of Barrie’s arts sector to market to Barrie and regional residents. Individual arts organizations and artists have very small marketing and advertising budgets, most have limited business training and few are able to track the effectiveness of their marketing efforts. Barrie’s arts and culture sector is beginning to work collectively, however, it does not have an effective umbrella marketing organization with a unified consistent message and as of now, a central source for arts information is in the embryonic stage.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Four strategic marketing opportunities have been identified • Enable more effective marketing by Barrie’s artists and arts organizations Artists are rarely trained in the business of the arts. With the exception of several organizations representing professional artists, most do not have marketing plans that define participation, articulate their niche in the market place and explore ways to reach audiences. Barrie’s individual arts organizations and artists have responded positively to short courses offered by DOC, and there are more opportunities to build on this initiative. Build collaborative marketing capacity within Barrie’s diverse arts sector Barrie has over 80 organizations representing performing, visual, literary and culinary arts and heritage (Appendix C), plus a myriad of independent artists. Collaborative marketing initiatives are beginning to emerge, and these can be encouraged. By building shared marketing tools, promoting the strongest market?ready products and celebrating achievements, the arts sector could enhance individual organization’s marketing capacity, stretch limited advertising budgets and achieve a higher profile in Barrie and the region. Engage Barrie & regional residents as active participants within Barrie’s arts sector The Barrie and region market research determined that residents do not find it easy to access information about participating in Barrie’s arts and culture scene. This is particularly true for new residents and regional residents. Increased exposure to Barrie’s arts opportunities in traditional and innovative ways, will increase participation and build a stronger arts sector. Focus arts sector marketing on Downtown Barrie and the waterfront The City of Barrie and the Downtown BIA are laying the foundation for Downtown Barrie to be Barrie’s arts and culture centre. Existing offerings in the artistic, entertainment and cultural districts designated in the Downtown Master Plan, combined with the new Mady Centre for the Performing Arts and redevelopment of waterfront parks to accommodate outdoor theatre and gathering places will solidify the Downtown’s role. Raising awareness of arts and cultural opportunities and consistent marketing by all stakeholders is essential to grow markets and grow offerings.
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Recommendations
Fifteen recommendations address these four strategic opportunities: Enable more effective marketing by artists & organizations 1. Build Marketing Capacity: Continue to Offer Marketing Short?Courses for Artists/Organizations During the past two years, DOC has offered 10 short?courses for artists and organizations covering marketing and marketing?related topics. The uptake for the courses has been strong, with between 20 and 40 individuals participating in each course. Clearly, the arts community is looking for support, and this could be developed into a more regular series of courses. The DOC will explore additional opportunities such as the creation of a marketing think thank made up of local marketing professionals who are willing to provide a forum for support of arts organizations and individuals as they carry out the recommendations of this plan.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 2. Share Marketing Resources: Develop a Digital Marketing Resource Centre Marketing resources should be available online to support the marketing short courses for artists and organizations. Aided by Communications, the DOC will create an online library and resources center to ensure sector participants and supporters access to marketing tools and helpful information. 3. Know Your Audiences: Facilitate Ongoing Audience Research Collaborative audience research, using a standardized questionnaire, would help organizations better understand their markets. The research could build on the ongoing audience research being led by DOC at festivals and events. There are opportunities to build on partnerships with Tourism Barrie, the Barrie Arts and Cultural Council and others who are vested in ongoing measurement and analysis of audience and attendance trends. The DOC has already taken a leadership role in audience research but will continue to work with professionals, institutions and culture sector participants to maximize the returns from investments made in audience research. All culture sector participants will be encouraged to engage in on? going audience research and to find ways to share data and analyses for the benefit of the sector as a whole. Build collaborative marketing capacitywithin Barrie’s diverse arts sector 4. Brand for Visibility: Develop and Implement Barrie Arts and Culture Brands The DOC should have a word mark and communication strategy that builds on the strength of the City of Barrie brand. It will be used to brand the city’s cultural initiatives and its support for other organisation’s cultural initiatives. The BACC brand should be used to brand the activities of their organization as an umbrella group representing the artists and organizations of Barrie’s arts and culture community. Key sector leaders like the MacLaren Art Centre must lead the way in the strengthening and marketing of Barrie’s leading arts and culture brands. New and less established brands will benefit greatly from this. 5. Connect the Artists: Create and Launch the Barrie Arts & Culture Portal for Artists The BACC is developing a Barrie arts and culture web portal with non?financial support from the DOC. The DOC will support the BACC by encouraging artists and organizations to register with the portal and participate in the initiative. The part of the portal for the artists is scheduled to be launched in 2011. Initially, it will be used to create a comprehensive data base of Barrie’s arts and culture community. In order to become the primary communication link for the cultural community, the artists and organizations must perceive value in registering with the portal, keeping their own information up?to?date and using it to communicate with others. 6. Celebrate: Recognize Cultural Achievements Often The achievements of Barrie’s cultural community should continue to be celebrated annually through the Barrie Arts Awards. Raising the profile of this event will also raise awareness of Barrie’s arts and culture offerings and their importance to Barrie residents. In 2011 the Arts Awards had TD Bank as its lead sponsor, CTV as its television sponsor and was covered extensively by the local channel in their evening and morning news coverage. The Arts Awards should eventually be grown into a televised event with strong private sector support and involvement. 7. Market the Strongest: Strengthen and Promote Barrie’s Marketing?Ready Products Marketing should focus on the four arts and culture disciplines ready to be marketed as arts and culture products: Visual Arts, Music Performance, Theatre and Signature Festivals. This will help Barrie develop a cultural identity, based on its recognized strengths. 11
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 8. Uniquely Barrie: Develop a New Distinctive Barrie Arts and Culture Product Barrie needs a uniquely Barrie arts and culture initiative that will bring artists together while exciting and engaging a broader audience. It should be strong enough and authentic enough to ignite interest in Barrie as the regional hub for arts and culture. The initiative could begin with a few strong offerings, but should ultimately capture the interest and participation of all arts and culture disciplines. Engage Barrie & regional residents as active participants within Barrie’s arts sector 9. Reach Out Virtually: Create and Launch the Barrie Arts & Culture Portal for Residents and Visitors As part of the City of Barrie’s website, this portal would be the “go to” source for residents and visitors for current up?to?date information about Barrie’s arts and cultural offerings. This portal must be easy to use, attractive and always up?to?date in order to be perceived as offering value to residents, visitors and other organizations. Links with Tourism Barrie, Hoteliers, Resorts, and recreational and cultural destinations will be important to an arts and culture portal. 10. Reach Out through Traditional Media: Work towards a Barrie Arts & Culture Guide (print) Building on the Arts Portal, Barrie should work towards eventually producing a full colours arts and culture guide to build local and regional awareness of Barrie’s arts and culture scene. First steps include optimizing the positioning of Barrie’s marketing?ready cultural products in regional magazines and the Visitor Guide. Opportunities exist to maximize penetration of arts and culture messaging to residents who research revealed, still consume traditional media. 11. Use City Media Connections: Take Full Advantage of Existing City of Barrie Marketing Opportunities As a corporation, the City of Barrie communicates with residents through a variety of media including its website/newsletter, City Page, press releases and Recreation Guide. DOC, in partnership with the Communications Department, should evaluate and determine how each of these can be used to raise the profile of Barrie’s arts and culture products and work with City Departments to ensure that these products gain prominence. Our ongoing media efforts have met some success and there is much strength to build on. The Communications Department has created an on?line newsletter and DOC needs to maximize the benefits to be derived from its effective use. 12. Use City Buildings: Increase Presence of Arts & Culture in/on Barrie Public Buildings Barrie’s public buildings present opportunities to cross?market Barrie’s cultural opportunities and expose more people to Barrie’s cultural pursuits. Initiatives should include culture marketing displays as well as permanent and changing art. Presentation systems must be flexible enough to be effective in a variety of settings and all information reviewed and approved in keeping with the City of Barrie’s existing protocols and standards. 13. Position Festivals: Develop a Barrie Events Strategy that Nurtures Arts and Culture Barrie has over 20 waterfront/downtown festivals and events between April and Thanksgiving. Sixteen of these incorporate arts and culture. An overall strategy is needed to co?ordinate the events, capitalize on opportunities for arts and culture and better utilize event venues. Focus arts sector marketing on Downtown Barrie and the waterfront 14. Align Marketing & Messages: Co?ordinate Promotion by Downtown Stakeholders Three stakeholders (DOC, Downtown Barrie and Tourism Barrie) promote Downtown Barrie and its cultural opportunities to Barrie residents and visitors. They must collaborate to invest in clear, consistent
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 messaging that is strong enough to entice people to the downtown, year round and to promote the waterfront culture opportunities as they are created. 15. More Public Art: Use Public Art to Raise Awareness of Arts and Culture in Barrie DOC should guide the Public Arts Policy through City Council and in collaboration with Downtown Barrie, the MacLaren, Georgian College and City Departments, work towards developing the arts and entertainment districts identified in the Downtown Barrie Master Plan. Public art installations will raise awareness, recognition and identification of Downtown Barrie as a creative place. Business and property owners should be encouraged to enhance their buildings and streetscapes by displaying public art.
Summary of Actions for the Recommendations
The following table summarizes the actions and timing for each of the recommendations. More detailed descriptions can be found in Section 3.
Recommendations/Actions Ongoing Year 2012 2013 2014
Enable more effective marketing by artists & organizations
1. Build Marketing Capacity: Offer Marketing Workshops &Short?Courses for Artists/Organizations Conduct workshops & workshop evaluation x x Build a business plan & curriculum for the Marketing Workshops x Secure delivery partners for immediate and longer term workshops x Plan portal presence for workshops and online forum Design advertising for electronic media & print Build portal content & engage participants for continuous questions & feedback 2. Share Marketing Resources: Develop a Digital Marketing Resource Centre Review the City’s website and portal capability to host the resource centre x Explore partnership opportunities with Georgian College/others x Build an initial top 30 resources for marketing arts and culture Design and approve a resource contribution form Review and update every two months to ensure timely/relevant materials Review portal statistics for downloads 3. Know Your Audiences: Facilitate Ongoing Audience Research Audience research for city events x x Build interest and collaboration for audience research x Design questionnaire, sampling plan, interviewer training guidelines & online form x Acquire necessary tools and execute audience research studies Prepare & share project reports & annual comparative summary Conduct Created in Barrie II audience research x x x x x x x x x x
x x x x x x x x
x x x x x x x
Build collaborative marketing capacity withinBarrie’s diverse arts sector
4. Brand for Visibility: Develop and Implement Barrie Arts and Culture Brands
Based on City Brand, develop Department of Culture word mark & communication strategy Align with Department of Economic Development Implement the Barrie Culture word mark & communication strategy Continue supporting and partnering with the Barrie Arts & Cultural Council brand Barrie Arts & Culture Council Communication Strategy
x
x x x x x 5. Connect the Artists: Create and Launch the Barrie Arts and Cultural Council’s Portal for Artists Clearly define role and responsibilities for developing and maintaining the portal x x
x x
x x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Recommendations/Actions
Establish the priority and secondary functions of portal and timeframe Design the portal for form and function, pretest and launch Communicate the launch Design other functions based on user needs & priorities
Ongoing x x x
Year 2012 2013 x x x x x x x x x x x x x x x x x
2014
x x x x x x
6. Celebrate: Recognize Cultural Achievements Often
Establish arts awards planning committee: plan for next year. Plan and hold arts awards Acquire private sector partners. Seek TV partner. Sponsorships etc. Evaluate & broaden purpose of awards with feedback from attendees Plan and hold the Annual Update annually perhaps with the Awards Determine Arts Newsletter purpose, look, length & distribution Newsletter distribution
x
x
7. Market the Strongest: Strengthen and Promote Barrie’s Marketing?Ready Products Expand Barrie Applause Pack throughout the arts sector x
Bring together organizations to build stories, images and materials Design consistent A&C communication message for arts products in all media Share communication messages with other groups Create networking sessions to build collaboration within product groups
x x x x
x x x x
8.Uniquely Barrie
evelop A New Distinctive Barrie Arts and Culture Product
Initial meeting with DOC and few organizations Host first workshop with interested groups ? define theme, scale and scope Further research to support decisions Host second workshop – confirm scale and scope and champions, next steps New Product Launch New Product Growth
x x x x x
Engage Barrie & regional residents as active participants within Barrie’s arts sector
9. Reach Out Virtually: Create and Launch the Barrie Arts & Culture Portal for Residents and Visitors Review functions of Barrie’s existing online arts and culture resources x x Clearly define roles and responsibilities for new portal x Establish the priority and secondary functions of the resident & visitor portal x Design the portal for form and function, pretest and launch x Communication strategy for launch x Design other functions based on user needs & priorities x 10. Reach Out Traditionally: Work Towards a Barrie Arts & Culture Guide (print) Continue to expand arts & culture presence in Barrie Visitor & Events Guides x x x x Review & evaluate existing magazines/guides x Meet with publishers x Develop advertising/promotion strategy for marketing ready A&C products x Develop seasonal ads promoting Barrie’s A&C products x x Seasonal story ideas about Barrie’s arts and culture products x x Consider publishing Barrie arts & culture regional guide x 11. Use City Connections: Take Full Advantage of Existing City of Barrie Marketing Relationships & Opportunities Branding & strategic use of City Page x x x x Branding and strategic use of press releases x x x x Review guides of other municipalities x Discuss with Recreation Department x Implement Recreation & Culture Guide x 12. Use City Buildings: Increase Presence of Arts & Culture in/on Barrie Public Buildings
Assess all city facility for potential information display sites, and inventory existing information distribution and art display practices
x
x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Recommendations/Actions
Decide on and implement arts and culture information display system Keep information up?to?date Assess city buildings in the context of the Public Art Policy
Ongoing
Year 2012 2013 x x x x x x x x x x x x
2014
13. Position Festivals: Develop a Barrie Events Strategy that Nurtures Arts and Culture Stay connected with Parks Planning re redevelopment of Waterfront Parks x Track audience profiles and satisfaction input to events strategy x Include Festival & Events Strategy in DOC budget x
Develop Barrie festival & events strategy and e?calendar Implement Strategy and e?calendar
x x
x
Focus arts sector marketing on Downtown Barrie and the waterfront
14. Align Marketing & Messages: Co?ordinate Promotion with Downtown Stakeholders Build strong g relationships with Downtown Barrie BIA to market the arts sector x Build a strong relationship with Tourism Barrie for marketing the arts sector x
Ensure that strategies and messages of major stakeholder organizations align Engage downtown artists & organizations with marketing initiatives
x x x x x x x
x x x x
x x x x
15. More Public Art: Use Public Art to Raise Awareness of Arts and Culture in Barrie City of Barrie adopt Public Arts Policy x
Collaborate with MacLaren, Georgian College, Barrie Art Club &Private sector Assess locations and opportunities Investigate public and private funding opportunities
x x x
x x x
Measuring Success
Based on these recommendations, the following Measurable Objectives are set for the next three years: By the end of 2012 Artist web portal launched with over 100 members registered Department of Culture word mark & communication strategy incorporated in all DOC communication Audience research implemented at key signature festivals and shared with arts community Arts Award Celebration with over 200 attendees Coordinated Barrie arts and culture product promotion with at least 2 other partners (Tourism Barrie and media partner) Two new marketing courses delivered to artists and arts organizations with at least 20 participants Public Arts Policy adopted by City Council A&C presence in two Barrie community facilities/venues By the end of 2013 Branded A&C presence in Barrie Recreation and Culture Guide Artist web portal launched with over 200 members registered Resident web portal launched with site visit tracking in place Barrie Events e?Calendar officially launched for winter 2012 with site visit tracking in place Barrie Festival Strategy completed and implemented Two more new marketing courses for artists and organizations with at least 20 participants Digital Marketing Resource Centre launched with over 30 resources and tracking over 200 downloads annually Host two facilitated meetings for brainstorming a new Uniquely Barrie A&C product Audience research at 3 offerings
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 By the end of 2014 Launch of a uniquely Barrie A&C product & track success Commissioned public art under new Public Arts policy A&C presence in all Barrie community facilities Measurable changes in awareness and participation tracked by replicating 2009 study Created in Barrie
Variable Resident participation in Barrie’s A&C Regional participation in Barrie’s A&C Satisfaction with signature festivals Identified focal point for growing A&C Recognizable A&C Products 2009 50% 20% 7.3/10 NA NA Year 3 Goal 70% 30% >8/10 Downtown Barrie Music, theatre, visual arts & festivals
Arts Sector Marketing Roles & Responsibilities
Within the arts sector, arts groups and individual artists market their own offerings. In addition, four organizations, the Department of Culture (DOC), Barrie Arts& Culture Council (BACC), Downtown Barrie BIA and Tourism Barrie also have key roles in marketing the sector. This plan is intended to support these initiatives and open new collaborative opportunities. Department of Culture The DOC was formed in 2008 to implement Barrie’s Plan for Culture, Building a Creative Future, ensuring community input. DOC has three areas of focus: development, programming and marketing of the arts sector.
Ongoing Arts Sector Marketing Initiatives: DOC promotes cultural organizations, cultural industries and cultural activities to cultural consumers. • City of Barrie and Community Events? are posted on the City website and are available through an RSS feed. In addition, DOC posts a weekly event summary on the “City Page” of the Barrie Examiner • Assistance in creating and funding new collaborative events or products ? to celebrate and raise the profile of Barrie’s arts and culture sector, including Barrie Arts Awards (2009,2010), Culture Days (2010), Choralfest (2010), Rhythmfest (2010) and Culture Grows Here Conference (2009) • Marketing courses for artists and organizations – are offered • Grants for not?for?profit arts organizations and individual artists – are awarded through a granting process, and some of these funds are directed towards enhanced product marketing.
Future Possibilities: Maximize presence of marketing ready arts and culture products in existing City marketing initiatives; increase public art in City buildings and public open spaces; support participation and audience growth; collaborative marketing opportunities; align with BACC initiatives. Tourism Barrie Tourism Barrie, the official Tourist Office of the City of Barrie, creates and coordinates tourism marketing opportunities to promote the Greater Barrie Area as a four?season destination. Tourism Barrie works with 235 tourism industry partners to leverage cooperative marketing efforts to promote the City of Barrie as a destination for tourists, visiting friends and family, corporate travelers and regional residents. Tourism Barrie operates a year round visitor information centre and maintains the area’s official tourism websites.
Ongoing Arts Sector Marketing Initiatives: Tourism Barrie works in partnership with the DOC and Downtown Barrie to align strategies to build the cultural tourism industry. Tourism Barrie’s marketing initiatives for the arts sector include: 16
• • • • •
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Calendar of Festivals and Events – for tourism?ready arts and cultural organizations on the Tourism Barrie website and distributed in hard copy to front line accommodation staff Ticket Sales – on behalf of arts and culture organizations from the Tourism Office Promotion of Arts Sector to residents and visitors – through the visitor information centre, the Spring and Fall Visitor Guides, advertisement in ONTHEGO magazine, e?marketing of stay & play cultural packages and micro?websites for some events Grants Assistance ? for arts and culture organizations applying to the Ministry of Tourism and Culture Liaison – with tourism?ready arts and cultural groups and Tourism Barrie accommodation partners to develop cultural tourism vacation and corporate packages
Future Possibilities: Further collaborative marketing and product development with DOC, BACC and Downtown Barrie; offer e?commerce function to the BACC portal; increase arts and culture tourism packages; align marketing of tourism?ready arts and culture products with DOC, BACC and Downtown Barrie. Barrie Arts & Cultural Council The BACC is a not?for?profit organization that advocates, analyzes and advises on behalf of Barrie’s arts sector.
Ongoing Arts Sector Marketing Initiatives: A 2008 consultation session with the arts sector identified three gaps that should be addressed: networking, marketing support and social media as gaps. As a result, the BACC held social media workshops and launched its own social media initiatives including a Website, Facebook, Blog and Twitter to post information from BACC, DOC and the arts sector. BACC is currently developing a web portal to facilitate communication in order unify Barrie’s arts and culture constituency.
Future Possibilities: Develop the portal with enough “value” to become a “go to” arts and culture resource for artists, residents, the media, other organizations, and those wishing to engage artists and arts organizations ; access to events calendar in collaboration with City of Barrie, Tourism Barrie, Downtown BIA, Information Barrie; newsletter; digital resource centre and discussion forum. Downtown Barrie Business Improvement Association Downtown Barrie is a Business Improvement Association helps maintain and enhance the city’s downtown core. A new marketing strategy to revitalize the downtown began in 2011 with the BIA’s hiring of consultant Roger Brooks.
Ongoing Arts Sector Marketing Initiatives: Downtown Barrie organizes and partners for events to draw people to the downtown, including Lawn Chair Luminata, a successful collaborative summer Wednesday night waterfront series showcasing murals, music, theatre, performers and other arts groups. The BIA also sponsors downtown cultural events including Carnegie Days, Theatre by the Bay, Talk is Free Theatre, New Music Festival, Film Festival and Jazz and Blues Festivals and collaborated with the Barrie Arts Club and MacLaren Art Centre for the 2010 Barrie Banners project.
Future Possibilities: Incorporate more downtown?based arts and culture facilities and organizations in marketing initiatives; increase winter presence by collaborating with DOC for Winterfest; better linking community events with Downtown; attract arts education downtown (Georgian College School of Design and Visual Arts or Simcoe County School of the Arts, a post secondary performing arts program with campus downtown). Arts & Culture Organizations and Individuals Currently: Barrie’s professional arts and culture organizations have very small marketing budgets and can rarely afford paid advertising. Even the MacLaren Art Centre, Barrie’s largest and best established facility, relies on media event calendars, media stories, digital media and word of mouth, largely spread through its membership and education programs. Similarly, amateur organizations, look to word of mouth, combined with events 17
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 calendars and media stories. At times, these groups collaborate, such as Theatre by the Bay performing at the MacLaren Art Centre (2009), the King Edward, Bravado and Lyrica choirs and Huronia Symphony presenting Choralfest (2010) and the 2010?11 Barrie Applause Pack of the Barrie Cultural Forum (Barrie Concert Band, Huronia Soundwaves and the Bravado, King Edward and Lyrica choirs).
Future Possibilities: Support BACC web portal initiative; look for & participate in collaborative opportunities with DOC, BACC, Downtown Barrie and other organizations; work with DOC to understand audiences, share audience insight for collaborative marketing; identify cost effective ways to implement the recommendations presented in this plan, agree to work together to make Barrie become the regional cultural Hub.
Disseminating the Plan
Sections 1 and 2 of the plan should be prepared as a full colour summary report and disseminated as a package with the Created in Barrie report as follows: Digitally • By email to all (about 80) Barrie arts organizations and tourism partners • By email to regional stakeholders, producers and presenters • On the BACC website • On the City of Barrie website (in a strategically chosen location) • On Tourism Barrie’s website Hard Copy • In DOC office • By staff at meetings with arts and culture organizations (provide Summary Report hard copies) • By staff at the annual update and other gatherings of culture sector participants Stakeholder Meeting • Stakeholder meeting with BACC, Tourism Barrie, Simcoe County and Downtown Barrie (provide Summary Report hard copies) • Regular stakeholder meetings may be beneficial as the plan unfolds
Annual Review and Update
Section 3 of the Strategic Marketing Plan (Recommendations and Actions) should be reviewed and updated annually by DOC. The tabular format should make this a straightforward process:
Check off actions completed in the past year Consider actions that repeat regularly ? Can they be improved – timing, implementation ? Should any be dropped ? Should any be added Consider actions that were not completed ? Should any be moved to the next year Should any be dropped as no longer relevant Look at actions scheduled for the upcoming year
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
? Are they all doable? Should any be dropped if they are no longer relevant? ? Should any be moved to the next year? Consider whether any new actions need to be added for the upcoming year
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
3
Recommendations and Detailed Actions
This section of the Strategic Marketing Plan provides a one?page description for each of the 15 recommendations, along with a description and rationale for each. A detailed listing of actions necessary for the implementation of each recommendation is provided. This format will allow DOC to update the Marketing plan annually. It has been noted when the DOC or another organization has already taken responsibility for the recommendation or pursuant actions. Enable more effective marketing by artists & organizations 1. Build Marketing Capacity: Continue to Offer Marketing Short?Courses for Artists/Organizations 2. Share Marketing Resources: Develop a Digital Marketing Resource Centre 3. Know Your Audiences: Facilitate Ongoing Audience Research Build collaborative marketing capacity within our diverse arts sector 4. Brand for Visibility: Develop and Implement Barrie Arts and Culture Brands 5. Connect the Artists: Create and Launch the Barrie Arts & Culture Portal for Artists 6. Celebrate: Recognize Cultural Achievements Often 7. Market the Strongest: Strengthen and Promote Barrie’s Marketing?Ready Products 8. Uniquely Barrie: Develop A Distinctive Barrie Arts and Culture Product Engage Barrie & regional residents as active participants within Barrie’s arts sector 9. Reach Out Virtually: Create and Launch the Barrie Arts & Culture Portal for Residents and Visitors 10. Reach Out Traditionally: Work towards a Barrie Arts & Culture Guide (print) 11. Use City Connections: Take Full Advantage of Existing City of Barrie Marketing Opportunities 12. Use City Buildings: Increase Presence of Arts & Culture in/on Barrie Public Buildings 13. Position Festivals: Develop a Barrie Events Strategy that Nurtures Arts and Culture Focus arts sector marketing on Downtown Barrie and the Waterfront 14. Align Marketing & Messages: Co?ordinate Promotion by Downtown Stakeholders 15. More Public Art: Use Public Art to Raise Awareness of Arts and Culture in Barrie
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Enable more effective marketing by artists & organizations
Recommendation
1. Build Marketing Capacity:
Continue to Offer Marketing Workshops &Short?Courses for Artists/Organizations
Description/ Rationale: DOC should continue to expand on the business workshops it offers to artists and arts organizations to build capacity for success. In 2009 and 2010, DOC hosted six workshops over 11 sessions with an average participation of 20 people per session (Young & Emerging artists had 40 students). Topics included: Grant Writing (artists & organizations), Business Plans, Marketing, Funding Opportunities, Social Media and a session targeted to Young and Emerging Arts. The workshops had limited advertising, with a short lead?time and could benefit from a planned and publicized schedule. DOC should expand the general marketing workshop. This workshop should be broken into several sessions and held regularly to encourage artists and organizations to integrate sound marketing concepts into their offerings. Consultation with Barrie arts community indicated their positive response to learning from experts, gaining insight from experienced leaders and sharing feedback with peers in the arts community, but they felt that the workshops could be better advertised with more lead time. Fall and winter are the best time for these sessions. Based on the comparative community assessment, communities such as Brampton and Greater Pittsburg have developed workshops that could be adapted to Barrie. The format of the workshops should be half day to full?day day sessions with 15?20 participants. Workshops should be facilitated and tailored to the arts and culture community and be held during early fall and winter when most groups have available time. Topics would include: Marketing the Arts 101, Knowing Your Audiences & Knowing When You Reached Them (insight from Created in Barrie market research and DOC events research), Building Collaboration and Sustainable Partners, Marketing Just a Click Away (Social Media). In the future, additional topics should include: Preparing a Marketing Plan (based on this plan and the market research results), Marketing the Arts 202, Building Tourism Ready Products and Nurturing Innovation and Creativity in Marketing. Beyond the live workshops, DOC should make these accessible to a broader arts community by making the presentation slides available and offer video clips of key learning of the sessions. To build greater capacity and continually engage participants, an online forum could be available on the arts community part of the portal (Recommendation 5) for sharing feedback as well as outcomes by participants who have benefited from the workshops. The artists’ portal facilitated by BACC presents a great opportunity for ongoing dialogue and information sharing. The best practices in Workshop content and delivery are within Barrie’s reach. Working with partners such as Greater Barrie Business Enterprise Centre, Georgian College and community marketing experts, these workshops could be developed quickly and tailored to the arts community needs and interests. Further, other communities such as the Greater Pittsburg Arts Council, Winnipeg Arts Council have video clips already publically available and are willing to share. Timing Actions Year Responsible Ongoing 2012 2013 2014 Conduct workshops & workshop evaluation x x x x DOC Build a business plan & curriculum for the Marketing Workshops x DOC Secure delivery partners for immediate and longer term workshops x x x DOC Plan portal presence for workshops and online forum x x DOC/BACC Design advertising for electronic media (email, portal, social media) & DOC x x print (Recreation Guide, flyers and newspaper) Build portal content& engage participants for continuous questions & DOC x x feedback
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Enable more effective marketing by artists & organizations
Recommendation
2. Share Marketing Resources:
Develop a Digital Marketing Resource Centre
Description/ Rationale:
Learning resources should be easily accessible to support the marketing capacity building program (Recommendation 1) through the culture sector/arts community portals. A lesson can be learned from the success of Apple computer products. Apple makes their products easy to use by offering a proliferation of learning resources online. The resource centre would have articles, slide presentations and video clips relevant to marketing arts and culture. To launch the centre there should be at least 30 resource items that can be searched by key words, sector and activity. Ultimately, it should have plenty of content (40?50, at least) to allow participants to glean from a variety of relevant resources. Examples of relevant resources would be: • Created in Barrie: Market Study for Arts and Culture • Workshop presentations – social media, • Culture Grows Here Conference – presentations • Many other relevant resources are available from other organizations web sites such as the Creative Community Network, Canada Arts Council and Ontario Arts Council as well as other communities. DOC should be the first contributor to the resource centre, but in the future the arts community would contribute themselves. A standard form could be used for the contributor summarize the relevance, ensure copyright permission and provide keywords for filtering. In addition, a partnership could be arranged with Georgian College, School of Design & Visual Arts to have a class or student team search, review and develop the top resources on a certain topic. In exchange the DOC could contribute to a scholarship or provide a complementary registration to one of the workshops in the year. Timing Actions Year Responsible Ongoing 2012 2013 2014 DOC, BACC Review the portals capability to host the resource centre x Explore partnership opportunities with Georgian College or another DOC, BACC, Tourism x community organizations for relevant materials Barrie Build an initial top 30 resources for marketing arts and culture x DOC Design and approve a resource contribution form x DOC Review and update every two months to ensure timely and relevant DOC, BACC x x materials Review portal statistics for downloads and provide analysis x x DOC
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Enable more effective marketing by artists & organizations
Recommendation
3. Know Your Audiences:
Facilitate Ongoing Audience Research
Description/Rationale:
DOC has been conducting audience research at city events and should facilitate consistent audience research with Barrie’s arts organizations. Insights about market segments and marketing effectiveness should be shared among organizations to assist them make improvements. DOC has completed audience research intercept surveys at nine community festivals and events in 2009 & 2010. In 2009, there was a reliable sample size for five of the festivals (i.e. Winterfest, Celebrate Barrie, Promenade Days, Ribfest and Kempenfest).4 Knowledge of existing audience is key to effective marketing to new audiences. Who is attracted to the events? Where do they live? What do they like about your offering? What other activities do they enjoy? Collectively the arts organizations can build an audience profile that can be shared for collaborative marketing and the insights used in the artist marketing workshops (Recommendation 1). The following elements would be needed: • A standardized benchmark questionnaire, with a set of core questions to be used by all stakeholders in all Barrie audience research projects, • A simple sampling plan guide to help organizations build useful and representative samples, • An interviewer training guide to ensure organizations resource the research work adequately, • A standardize web based form would be available for data processing the completed responses, and • An annual comparative summary to be shared with all organizations to help build collaboration. Customized questions can be included for each organization administering the survey. Organizations would be encouraged to conduct their research once every 3 years or more frequently depending upon the need to measure audience shifts and feedback to improvements. In Year 3, the Department of Culture should research the markets of arts and culture similar to the Created in Barrie study of 2009 to measure changes in participation in arts and culture, satisfaction of key signature festivals and also overall awareness of the arts and culture products that place Barrie on the map. These indicators would measure the success of implementing Barrie’s arts and culture marketing plan.
Timing Actions Audience research for city events Build interest and collaboration for audience research Design a standardized questionnaire, sampling plan, interviewer training guidelines & online form Acquire necessary tools and execute audience research studies Prepare & share project reports & annual comparative summary Conduct Created in Barrie II audience research Ongoing x Year Responsible 2012 2013 2014 x x x DOC x x x All sector partners DOC, BACC, Tourism x Barrie x x All sector partners x x All sector partners x DOC
4
A comparative summary of Barrie’s events and festivals is provided in Appendix B.
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Creating Cultural Co onnections Bar rrie Arts & Cul lture Strategi ic Marketing Plan P 2011 Build d collaborativ ve marketing g capacity wit thin our diverse arts secto or
Recom mmendation
4. Brand for Visibility:
Develop and d Implement Barrie B Arts an nd Culture Br rands
Descr ription/ Rationa ale:
The importance i of arts and culture should be re ecognized as part p of the City’s identity. Bu uilding a Creative Future and the asses ssment undert taken for this strategic s plan documented d th hat Barrie has a strong and gr rowing array of o arts and cultural offerings and that t significant t proportion of f residents par rticipate in arts s and culture. The City of Bar rrie Economic Development D Strategy S embraces the work k of Dr. Richard d Florida, which clearly show ws that the importance of the e Creative Econ nomy has, until recently, n far undervalu ued in North Am merican cities. been v of arts an nd culture to the City of Barr rie economy is significant. Th he 2009 Create ed in Barrie res search determi ined that The value annu ual direct spending of Barrie household on arts equipmen nt/accessories, attendance at t events and le essons was the order of $40m million. Similarly, the Building g a Creative Fu uture market re esearch determ mined that Barrie’s 2005 cultural goods and d services econ nomy was wort th $94 million annually a (this included i home e?based activities such as hom me entertainm ment and readin ng, which dominated cultural spending). d of o the arts and culture brand d should be bas sed on a thorough understan nding of the rea ason for the br rand, target The development mark ket, communic cation objective e, Barrie’s mar rketing?ready products, p how the brand will be implement ted and who will w use it. Department of o Culture should brand its presence p consis stently and rep peatedly to ensure that residents s know their ta ax dollars are being b invested in a vibrant co ommunity. The e department should s develop p and use a wo ord mark and communication c n strategy that t builds on the strength of the City of Barrie e brand, similar to the approach taken by Tourism T rillia Culture an nd Heritage. Th he DOC brand should be used for all arts an nd Barrie and Or culture initiat tives supported d by the depar rtment/City: City C Page, Recre eation Guide, City C website, pres sence in Tourism Barrie advertising, newspa aper and maga azine advertisin ng and articles, sponsorships, arts related r buildin ngs and sites ow wned/operated by the City of o Barrie, ggested in this s plan. Further r, the Economic c Development Office and any other initiatives sug porate Barrie’s arts and culture as part of it ts marketing messages m to sup pport the should incorp “exceptional liveability facto ors” of Barrie.
A brand repre esenting Barrie e’s arts and cul lture offerings should be used by Barrie Art ts and Cultural Council, the umbrella orga anization repre esenting Barrie e’s Arts and Cu ulture Commun nity. The organ nization adopte ed this logo at its inception as a the Barrie Arts A Advisory Co ommittee in 20 008. It is very suitable to be used as a logo o as the organization grows g and mat tures. Comple eting the brand ding with a com mmunication strategy s that go oes beyond the web porta al could be con nsidered for th he Barrie Arts Council C organiz zation as it bec comes more es stablished.
Actio ons Deve elop Departme ent of Culture word w mark& co ommunication strategy base ed on City of Ba arrie Brand Align n with Departm ment of Econom mic Developme ent Implement the Bar rrie Culture wo ord mark & com mmunication st trategy Barri ie Arts & Cultural Council con ntinues to strengthen its bran nd Barri ie Arts & Cultural Council Com mmunication Strategy S Timing T Year Ongoing 20 012 2013 2 2014 x x x x x x x x x x Re esponsible DOC, EMT, unications, Commu DOC, Economic Dev, unications Commu DOC, Communications C BACC BACC
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Build collaborative marketing capacity within our diverse arts sector
Recommendation
5. Connect the Artists:
Create and Launch the Barrie Arts &Culture Portal for Artists
Description/ Rationale: BACC is developing a web portal with the goal of facilitating communication and building collaboration within Barrie’s arts sector. After this is achieved, the portal can be expanded to communicate with Barrie’s residents and visitors seeking arts and culture experiences (Recommendation 9). At present there is no comprehensive inventory of Barrie’s the arts community, particularly individual artists and arts/culture?related business. Nor is there an easy way to cross link the artists and organizations to share experiences and best practices or build collaborative opportunities. Further there is a need for one “go to place” for all the arts and cultural offerings in Barrie for both the arts community and residents and visitors. All of the comparable communities examined as part of this project had some form of arts and culture web portal with many different functions. In order to become the primary communication link for the cultural community, the artists and organizations must perceive that it is valuable to be registered in the portal, as it will be up to them to keep their information and links up?to?date. It should be remembered that online communication is only one communication tool. Face to face opportunities for artists and organizations to create together are also needed to nurture the overall arts community (Recommendations 1, 6, 7, 8, 9, 10, 11, 12, 13, 15). The portal should reflect the complementary brands of the City of Barrie Department of Culture and the Barrie Arts and Cultural Council. The artist component of the portal should be the ”go to“ source for:
• • • • •
Database of all artists, organizations and offerings for Barrie region: Users would register, build a profile and manage their information for completeness and currency. The database would be searchable by artist/organization, discipline, month of offering, location etc A 3 year event planning calendar: It would be used by artists and art organizations to collaborate and schedule events and would be searchable by discipline, artists, location of artist, month, venue, etc Digital Resource Centre, where artists could have download resources regarding marketing of the arts. It would be current, simple and visual interesting to engage users. A user forum could allow users to comment on the resource for other users. The resources would be categorized by topic, discipline, date and media type for easy access. Arts Billboard would bring news to artists and organizations concerning: award and grant submissions and deadlines, studio space availability, restaurants or other business partners wanting to showcase artists, professional opportunities, etc. Media page to communicate with media partners regarding what is happening this week/month, press releases, and other events to communicate with media partners (Recommendations 10, 11).
The portal would become the primary communication link within the arts and culture community. In many other communities such as Guelph, Hamilton, Kingston and Brampton, the arts councils have taken the responsibility for design and maintenance of the arts and culture portal. Timing Actions Clearly define roles and responsibilities for developing and maintaining the portal Establish the priority and secondary functions of the arts community part of the portal and timeframe for implementation Design the portal for form and function, pretest and launch Communicate the launch Design other functions based on user needs & priorities Ongoing x x x x x x Year 2012 2013 2014 x x x BACC/DOC/Tourism Barrie/others BACC BACC DOC, BACC, arts organizations BACC Responsible
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Build collaborative marketing capacity within our diverse arts sector
Recommendation
6. Celebrate:
Recognize Cultural Achievements Often
Description/Rationale:
Barrie’s arts community should be brought together regularly to celebrate its accomplishments. In 2008, 2009 and 2010, DOC initiated two new events: the Annual Update (spring) communicated the accomplishments of the new DOC and the Arts Awards (fall) showcased Barrie’s artists.
Barrie Arts Awards: These annual awards have been held three times, and it is important to strategically evaluate purpose, format and
success as the event evolves. It should be noted that most people attending the awards are friends or relatives of nominees or performers. The best way to grow this event is to strategically increase the number of people involved in planning or participating in the event. The awards have the potential to be an important part of Barrie’s cultural scene if done well, with good media coverage.
Celebrate Barrie’s artists & accomplishments South Shore Centre is a suitable venue (right atmosphere and the right price) for now, but could consider non?traditional venues in future: mall, area, warehouse, outdoors, nightclub Planning Should have committee with arts involvement (perhaps a subcommittee of BACC) Consider contracting an event planner to ease the burden on staff and take it to the next level More lead time for nominations: use Newsletter (Recommendation 4) and artists portal (Recommendation 5) Should incorporate visual, performing, literary and culinary arts, as well as heritage Nominees & Award Celebrate accomplishments of winners & nominees by showing their work on the blank screen behind the podium (providing digital art Winners samples could be part of the nomination process) If a new award is created annually – recognize the artist and design (insight into the award design Showcase Take the entertainment to the next level ? Collaborative entertainment ? music and dance, larger groups, ? Find innovative ways to showcase literature, culinary, visual and heritage Networking Can this be an opportunity for artists to get to know each other? ? Encourage more mingling, spread out the food, bistro tables, music volume that allows talking, is there a reason to stay longer ? Attract more people than those associated with awards Share with Traditional media: Print media, tv, radio, magazines – multiple press releases/multiple story ideas(Recommendation 10) community Digital media: Barrie Arts Web Portal (Recommendation 9), You Tube Include in widely distributed E?Newsletters – Culture (see below), City, Economic Development, Tourism Barrie, Library
Purpose Location
Annual Update: The update should be expanded to celebrate the accomplishments of Barrie’s arts organizations and artists, as well as those
of the BACC and the DOC. Where the arts awards are for artistic achievement, this event will focus on initiatives that strengthen the arts sector: organizational development, collaborative initiatives and reaching out to audiences. It could include both information sharing and workshop sessions.
Barrie Arts Newsletter: A well?crafted newsletter, celebrating the accomplishments of Barrie’s Arts & Culture community should be targeted
to all arts and culture organizations, Barrie and regional media, DOC e?mail list, Barrie politicians and staff. Recipients should be encouraged to pass it on through digital media (e?mail, twitter, facebook). It should be posted on the City of Barrie home page, Barrie Arts Council website and linked with the websites of Barrie’s arts organizations. The newsletter should go out at least twice per year, and should be timed to advertise/report on DOC initiatives (Business Courses for artists and Barrie Arts Awards nominations etc). A hard copy version should be considered for distribution at City Facilities (City Hall, Rec Centres, and Mady Centre for the Performing Artsetc.) as well as arts facilities, selected stores & restaurants. An excellent example is the City of Orillia Culture and Heritage Newsletter: A Newsletter template has been completed by Communications and is awaiting implementation. http://www.orillia.ca/common/Documents/Culture_Heritage/Culture%20and%20Heritage%20Newsletter.pdf
Actions Plan and hold arts awards and involve private sector partners Establish arts awards planning committee from the arts and private sectors Evaluate & broaden purpose of awards with feedback from attendees Plan and hold the Annual Update annually Determine newsletter purpose, look, length & distribution Newsletter preparation & distribution Ongoing x Timing Year 2012 2013 2014 x x x x x x x x x x x x x x Responsible DOC DOC DOC DOC DOC DOC
x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Build collaborative marketing capacity within our diverse arts sector
Recommendation
7. Market the Strongest: Strengthen and Promote Barrie’s Marketing?Ready Products
Description/Rationale:
Barrie’s strongest marketing?ready arts and culture offerings should be promoted consistently and as often as possible. Marketing ready products should be showcased on the arts portal, arts guide, Department of Culture promotions, Tourism Barrie web site, and economic development communications. Visual images such as pictures and videos should capture experiences and should be used in promotions (Recommendation 12) for the City. In particular, families should be featured In these promotions to build audiences for the future. In 3 years, residents should recognize arts and culture in Barrie by these four products:
• •
• •
Music Performing Arts: With over 10 organizations, this discipline reaches a large segment of Barrie residents as patrons and as well as performers. Well?developed professional musical performing offerings include the Barrie Concert Series, Colours of Music with strong supporting emerging offerings such as King Edward Choir, Lyrica Chamber Choir, jazz, folk and blues music performances. Visual Art: The MacLaren Art Centre serves as the largest regional art gallery and the Georgian College Helen and Arch Brown Gallery managed by the School of Design and Visual Arts is recognized regionally and provincially. There are over 12 galleries/organizations and numerous independent artists within and outside of Barrie. Visual arts have numerous residents as artists and the main galleries have a loyal patronage. The MacLaren Arts Centre, in particular, has invested heavily in reaching the youth and the young families markets through its in?gallery and school outreach programs. Theatre Performing Arts: The professional theatres, Talk is Free Theatre and Theatre By The Bay, are two innovative and provincially recognized offerings. With two theatre companies and numerous dance companies teaching children and youth there are numerous opportunities to grow family audiences. Signature festivals: Waterfront festivals dominate Barrie’s summer months. The Kempenfest arts and crafts weekend is well recognized, both regionally and provincially. Lawn Chair Luminata is another innovative offering and brings many arts disciplines to the stage for local and regional audience consumption weekly. Winterfest has been rated as one of Ontario’s Top 100 Festivals and Events. Festivals have very broad audience appeal and are seen as accessible and inclusive. Therefore, festivals present the opportunity to reach and expose the broader markets of young family and new resident markets to the variety of arts and culture in Barrie.
The Barrie Applause Packis a new initiative of the Barrie Cultural Forum (Barrie Concert Band, Huronia Soundwaves and the Bravado, King Edward and Lyrica choirs) that facilitates marketing collaboration within the arts sector, for organizations should collaborate and cross promote each other. There are many opportunities to expand this project in coming seasons. The arts portal (Recommendation 5) and networking sessions would assist artists and arts organizations to build strengthen the presence of these arts and culture products in Barrie. Timing Actions Expand Barrie Applause Pack throughout the arts sector Bring together key organizations of arts products to build stories, images and promotion materials Design consistent A&C communication message for these arts products in all media Share communication messages with other groups such as other City departments, Tourism Barrie and media partners. Create networking sessions to build collaboration within and among product groups
Ongoing x
Year 2012 x x 2013 x x x x 2014 x x x x
Responsible Barrie Cultural Forum/others Barrie Culture Sector All sector participants All Sector Participants
DOC, Tourism Barrie, BACC, all sector participants
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Build collaborative marketing capacity within our diverse arts sector
Recommendation
8. Uniquely Barrie:
Develop A New Distinctive Barrie Arts and Culture Product
Description/Rationale:
Barrie needs an uniquely Barrie A&C initiative that will bring artists together while exciting and engaging a broader audience base (young, middle income families living in Barrie and the region) with Barrie’s cultural scene. Barrie offers a diversity of opportunities but the arts community is not yet working collectively. Arts and culture needs to reach out beyond the existing market, to generate excitement and exposure.
This initiative should start small with a few strong offerings but eventually the initiative could capture the interest and participation of all arts and culture disciplines and should be focused around a theme. The theme should be one that speaks to what Barrie is known for and gets excited about. It should be playful and fun. It could expand on an existing event or be developed around a new theme.
One new theme suggested during the Consultation Group Workshop was “hockey”, and immediately given the Hockeyfest moniker. A Hockeyfest could encompass:
• • • • • •
Visual arts? temporary or permanent sculpture or, paintings about hockey – art in arenas, art using hockey sticks, pucks Ice sculptures Performing arts – Film Score: The hockey musical, dance, theatre, hockey stick drumming along the boards Literary arts – story telling, book readings, poetry Mariposa – Attract participants of Battle of the Blades Complimentary events ? Sharkfest, BMHA tournaments, Colts game, Winterfest
The possibilities are endless. The scale and scope of the initiative would need to be defined and along with champions to lead. Two focused meetings should be enough to build the interest and then nurture the arts community. Some of the decisions would be tied to:
• • • • • • • Agreed upon theme Potential arts and culture organizations who might want to participate Schedule – length, year, month, week and days Potential venues Potential to piggy back off of another event like Resources needed to begin and logistical support by City Champion(s)
Timing Actions Initial meeting with DOC and few organizations to determine invite list for exploratory workshop, commitments & outcomes Host first workshop? define theme, scale and scope Further research to support decisions Host second workshop – confirm scale and scope and champions, next steps New Product Launch New Product Growth
Ongoing
Year 2012 x 2013 x x x 2014 x x
Responsible
DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
9. Reach Out Virtually: Create and Launch the Barrie Arts & Culture Portal for Residents and Visitors
Description/Rationale:
Arts information for residents and visitors will become the second phase of the arts and culture portal (recommendation 5). The Tourism Barrie, Information Barrie (Barrie Public Library), City of Barrie RSS Feed and various media web sites provide information about a wide range of arts and culture organizations and events. None provide a comprehensive list of arts and cultural offerings for residents and visitors or the means to purchase tickets. This part of the arts and culture portal should cross link with Tourism Barrie’s web sites to align tourism?ready arts and cultural offerings. It should incorporate arts and culture information to the City of Barrie RSS feed to streamline input from organizations, and it should link to the web sites of the Department of Culture, Department of Economic Development, Tourism Barrie and the Barrie Arts and Culture Council. This site will provide an opportunity for arts and culture to market itself as a cohesive sector. It should be welcoming Barrie’s residents and visitors and become the “go to” source for: • Barrie’s arts and cultural directory. The listing would be searchable in many forms such as an alphabetical listing and profiles (linking to the artist database), by discipline, venue, season and month. Links to artist’s individual websites would be available. • Barrie’s arts and culture events calendar. The annual calendar would focus on arts and culture events (not all community events). It would be in monthly calendar format and searchable by month, season, discipline and venue. The events would be clearly marked as free or ticketed. It would be ideal if tickets could be bought through the portal, otherwise a link to the ticketing vendor or the organization should be provided. • Current arts and culture highlights. A “special features” window would entice visitors to find out about ongoing or upcoming shows or events. This dynamic part of the portal would offer ever?changing information, for example profiles of community artists or showcasing signature festivals. • Social media links would be developed. • Finally, a feedback forum capturing testimonials by residents and visitors about Barrie arts and cultural experiences. Building this feedback would be ideal to show a personal side to what Barrie’s arts and culture community as to offer. Timing Actions Review functions of Barrie’s existing online arts and culture resources Clearly define roles and responsibilities for developing and maintaining the residents and visitors part of the new portal Establish the priority and secondary functions of the resident & visitor portal and timeframe for launch Design the form and function, pretest and launch Communication strategy for launch Design other functions based on user needs & priorities Ongoing x Year 2012 x x x Responsible 2013 2014 BACC BACC, Tourism Barrie, DOC BACC x x x BACC BACCC, DOC BACC , DOC
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
10. Reach Out Traditionally: Work towards a Barrie Arts & Culture Guide (print)
Description/ Rationale:
A printed, full colour arts and culture guide would build local and regional awareness of Barrie’s arts and culture scene. Similar to Muskoka Arts and Crafts www.muskokaartsandcrafts.com/Arts_Guide/art?guide.htm or City of Orillia http://www.orillia.ca/cityhall/citydepts_heritage&culture.htm it would provide listings and descriptions of all of Barrie’s offerings (visual, performance, heritage, literary, culinary). This is an expensive and time?consuming undertaking that must be regularly updated. To get ready to publish a comprehensive Arts and Culture Guide, the following steps should be taken 1) Develop an inventory of Barrie’s artists and arts organizations that will form the basis of the guide through the Arts Portal (Recommendation 5) 2) Use the residents/visitors portion of the Arts Portal as a common marketing tool for the arts sector (Recommendations 9, 11, 12), with a focus on marketing ready products (recommendation 7) 3) Use existing visitor guides, magazines and other media to consistently present calendars and stories and drive readers to the Arts Portal
The following Barrie and regional full?colour, magazine?style publications present a wealth of opportunities to strategically raise the profile of Barrie’s arts and culture community through feature articles and/or paid advertising. All have both a print and online presence.
Publication Summer Visitor Guide/Events Guide Winter Visitor Guide Goodlife In the City SNAP Magazine Lake Simcoe Living – Celebrating Life at Lake Simcoe Places Magazine – Simcoe County’s Premier Destination Magazine
Publisher Tourism Barrie
Times/ year 1
Circulatio n 100,000
Market Barrie & households through Barrie Advance and associated newspapers, visitor information centres, TB partners (200+) 15,000 at Union Station blitz, remainder through visitor information centres & TB partners High income homes: Barrie & greater region, Shanty Bay, Midhurst, Horseshoe Valley, Cookstown, Anten Mills etc. Barrie, Orillia, Collingwood, Midland, Bradford (with newspaper & select businesses) Distributed at selected events and by advertisers Residents ? Select neighborhoods, high traffic points, selected events/festivals Visitors – 125 points from Toronto to Quebec City
Tourism Barrie Metroland (Advance) SunMedia (Examiner) Catspaw Media Busmedia
1 6 6 4 4
40,000 18,000 21,000 100,000
Timing Actions Continue to expand presence of arts and culture in Barrie Visitor and Events Guides Review & evaluate magazines/guides – market, cost, value of paid advertising/feature articles Meet with publishers Develop advertising/promotion strategy for Barrie’s marketing ready A&C products Develop seasonal ads promoting Barrie’s A&C products Seasonal story ideas about Barrie’s arts and culture products Consider publishing Barrie arts & culture regional guide Ongoing 2012 x x x x x x x Year 2013 x Responsible 2014 x x x x Tourism Barrie, DOC DOC DOC, all stakeholders DOC, BACC, all stakeholders DOC/Communications DOC/Communications DOC, internal
stakeholders
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
11. Use City Connections: Take Full Advantage of Existing City of Barrie Marketing Relationships & Opportunities
Description/ Rationale:
As a Corporation, the City of Barrie has a variety of means of communicating with residents, and the Department of Culture should use these as strategic opportunities to connect the arts and culture community with Barrie and regional residents. All DOC communication should consistently use the DOC brand (word mark and communication strategy).
City Page in the Barrie Examiner The City Page is delivered to all Barrie residences every Thursday, through the Barrie Examiner. This double?page spread serves as the City’s weekly update to residents, and generally includes upcoming events. The events section should feature the DOC branding (recommendation 4) and should be used to strategically promote Barrie’s marketing ready arts and culture products (recommendation 7) and to drive readers to the Tourism Barrie website and the residents/visitors part of the Arts Portal when it is online (recommendation 9). Press Releases DOC staff should work with the Culture Department Press Releases to ensure that they reach local and regional print media, including magazines (Recommendation 10). In some cases different press releases may be needed to attract regional markets. If possible, press releases should incorporate DOC branding (if not in the masthead, then at least under the contact person). Also, consideration should be given to reviewing the press release standard footer to incorporate the presence of Barrie’s growing arts & cultural community. Current Press Release Footer – Barrie is an exciting, caring and progressive community that 135,000 people call home. Situated 90 km north of the GTA on beautiful Kempenfelt Bay, Barrie offers an excellent life style and multitude of recreational opportunities. We are committed to the growth of prosperity of Central Ontario’s leading City and most dynamic waterfront community. Barrie Recreation Guide Barrie’s Recreation Guide is delivered to Barrie residences twice a year. In many ways it reflects how Barrie perceives itself as a community through the programs that are offered and the way they are presented. Despite the growing presence of arts and culture programmes offered through Barrie’s Recreation Guide, the guide is primarily positioned for sports and physical recreation. It should be possible for the Culture and Recreation Departments to work together to increase the prominence of arts and culture within the Guide. For example, Markham publishes Markham Life, with recreation, culture and library programs, activities and events, and the latest municipal news www.markham.ca/Markham/Publications/MarkhamLife and Oakville publishes Parks, Recreation and Culture www.oakville.ca/progbrochure.
Timing Actions Branding & strategic use of City Page Branding and strategic use of press releases Review guides of other municipalities Discuss with Recreation Department Implement Recreation & Culture Guide Ongoing x x 2012 x x x x Year 2013 2014 x x x x x Responsible DOC/communications DOC/Communications DOC/Communications DOC DOC
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
12. Use City Buildings:
Increase presence of arts & culture in/on City of Barrie Buildings
Description/ Rationale:
The City of Barrie owns 10 public buildings: East Bayfield Rec Centre, Dorian Parker Community Centre, Lampman Lane Community Centre, Victoria Village, Barrie Public Library, Maple Ave Youth Centre, Parkview Centre, Allandale Rec Centre, Holly Rec Centre and Southshore Community Centre plus the Collier Street Parkade. These facilities present unlimited opportunities to cross?market Barrie’s arts and cultural presence and expose more people to Barrie’s cultural pursuits. 1) Develop displays with information about ongoing/upcoming arts and culture attractions/opportunities for Recreation Centres. There are many opportunities here ranging from posting the weekly listing of upcoming events, to a rack card display for brochures, electronic displays or a changing display behind glass to reflect an upcoming show or featured artist. The display should drive people to the Arts Portal to obtain more information. In many cases, this would serve to entice people to Downtown Barrie. 2) Add permanent or changing art to these facilities. This has been done in some instances (Victoria Village, City Hall Rotunda & stairway, Collier St. Parkade) but there are opportunities for every public building, as well as facilities that are being planned or under construction, such as the new Library Branch, Waterfront GO transit station, Mady Centre for the Performing Arts and new Fire Hall. Art can be incorporated into the design and landscaping of facilities or as permanent or changing displays, depending on the nature and security of the structure. Blank walls and empty spaces could be used to display or lure people to participate in Barrie’s art and cultural scene in a variety of ways. The upcoming Barrie Public Art Policy could influence the implementation of this recommendation.
Timing Actions Assess all city facilities for potential information display sites, and inventory existing information distribution and art display practices Decide on and implement arts and culture information display system Keep information up?to?date Assess city buildings in the context of the Public Art Policy Ongoing Year 2012 2013 2014 x x x x x Responsible DOC/Facilities DOC/Facilities DOC/Facilities DOC/Facilities
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
13. Position Festivals:
Develop a Barrie Events Strategy that nurtures arts and culture
Description/Rationale: The City of Barrie and the Department of Culture need a Barrie Festival Strategy. Barrie has 20 festivals/events scheduled between April and Thanksgiving using waterfront parks or Downtown Barrie.5 In the summer months, there is an event in the waterfront or Downtown Barrie almost every weekend. Sixteen of these events have an art and culture theme or an arts and culture supporting components. But there is no clear coordinated strategy regarding the purpose, priorities and expected outcome of these festivals and events. Are we investing wisely for our community? Further, feedback from Created in Barrie market research study indicated Barrie residents appreciated the community events but expressed concern about an over use of the waterfront. They are also concerned about the number of new events that continue to arise and they need to refresh some of the older offerings. In addition, over the next 5 years some waterfront parks and access to these parks will be under construction as part of the Waterfront Master Plan. DOC should develop a Festivals and Events Strategy that would: • Coordinate all community festival and events with particular emphasis on arts & cultural festivals & events • Maximize audience exposure, impact and satisfaction of Barrie’s A&C offerings, • Better utilize the key event venues (i.e. waterfront, Downtown, south Barrie parks) to ensure best sustainability practices to minimize social and environmental impacts. The Barrie Festivals and Events Strategy should address: • Signature/unique Barrie events festivals or events that showcase the best of Barrie’s arts and culture • Appropriate waterfront festivals and events • Identification of other venues with the potential to attract new audiences • Tourism vs. community festivals and events and how they should be nurtured • Planning for festivals and events during and after the planned waterfront parks redevelopment (2012?2015) The timing of the Festivals and Events Strategy should align with implementation of the Waterfront Park Redevelopment. Timing Actions Year Responsible Ongoing 2012 2013 2014 Stay connected with Parks Planning re plans for redevelopment of DOC x x x x Waterfront Parks Track audience profiles and satisfaction input to events strategy DOC x x x x (recommendation 3) Include Festival & Events Strategy in DOC budget x x DOC Complete a Barrie festival & events strategy& an e?calendar of DOC x x events Implement Strategy& calendar x x DOC
Summary of Barrie Festivals and Events is an inventory of the date, purpose, venue and arts and culture component and market information if available. See Section 4 Inventory of Barrie’s Art and Culture Offerings.
5
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Focus arts sector marketing on Downtown Barrie and the waterfront
Recommendation
14.Align Marketing & Messages:
Co?ordinate Promotion of Arts and Culture by Downtown Stakeholders
Description/ Rationale:
It is essential for the Department of Culture to align its marketing of downtown arts and culture products (recommendation 7) with the marketing messages of Downtown Barrie BIA, RTO7 and Tourism Barrie. All three organizations have a goal to attract markets to the downtown, and it will be more cost effective and less confusing to residents and visitors if messaging, language and branding are consistent.
Based on the recommendations of Building a Creative Future (2005), the City of Barrie has updated planning and policy documents to recognize the important role that arts and culture will play in strengthening and revitalizing Downtown Barrie (Appendix A). The Downtown Master Plan (2006) sets the tone for redevelopment of the Downtown. Five of the nine “neighborhoods” identified in the Plan will be built on nurturing and growing the Downtown’s arts and culture, assets: Entertainment, Cultural, Old Market Square, Artistic and Specialty. Within the next six months, Downtown Barrie will have new Branding and Marketing Action Plan, which will include a new brand, signage and marketing direction. In all likelihood, the downtown marketing plan will incorporate existing and planned arts and culture resources to strengthen downtown business opportunities and market the downtown to residents and visitors.
Downtown Barrie currently has a range of arts and culture offerings that could be brought together to begin to promote the Downtown as Barrie’s centre for arts and culture:
Visual Arts MacLaren Awkward Stage Spirit Catcher Thinker Eve Murals (Carleigh Aikens,
Lawnchair Luminata, 9?Mile Portage)
Performing Arts Mady Centre for the Performing Arts Cinema Music stores Restaurants & clubs with entertainment
Literature Library 3 book stores
Heritage/ Architecture City Hall Armories MacLaren Simcoe Foresters Museum Memorial Square Heritage Buildings
(Dunlop St., Barrie Jail, Allandale Train Station, South Shore Centre, Downtown Churches)
Horticulture/ Open Spaces Farmer’s Market Street Plantings 35 restaurants Parkettes (some with local Waterfront food, represent Flower shop Culinary
9 countries + Canada)
Mulcaster Arch Artists (2 jewellers, Mulcaster
Mews)
Vin de Garage Kitchenware Liaison College
Many restaurants display local art
9?Mile portage Mariposa Bell
Workshop participants suggested some specific initiatives during preparation of this plan: packages that combine food and the arts (such as first weekends of the month), writing contest about Downtown Barrie in conjunction with Theatre Opening and facilitation of visioning sessions with stakeholders from the downtown arts and business organizations to move this forward.
Timing Actions Build a strong ongoing relationship with Downtown Barrie for to market the arts sector to residents and visitors Build a strong relationship with Tourism Barrie and the Regional Tourism Organization 7 market arts sector to residents/visitors Ensure that strategies and messages of all three organizations align Engage downtown artists & organizations with marketing initiatives Ongoing x x Year 2012 2013 2014 x x x x x x x x x x x x Responsible DOC, All stakeholders DOC, All Stakeholders DOC, All Stakeholders DOC, All stakeholders
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Focus arts sector marketing on Downtown Barrie and the waterfront
Recommendation
15. More Public Art:
Use Public Art to Raise Awareness of Arts and Culture in Barrie
Description/ Rationale:
Increasing permanent and temporary public art in Downtown Barrie will raise awareness, recognition & identification of Barrie as a place for culture. Arts should be visible and accessible to the community, part of the everyday life of the Downtown. The Department of Culture has established an Advisory Committee to prepare a Public Arts Policy for the City, which will address how public art is commissioned, how artists are selected, where works are placed, and possibly how funds will be raised to cover the costs. Major cities, such as Toronto and Montreal have Public Arts policies, as do some of the smaller Ontario cities such as London, St. Catherines, Brampton, Collingwood, Markham and Windsor. Some, such as Peterborough and Oakville, are in the process of developing policies. The Spirit Catcher, created by artist Ron Baird for Expo 86, epitomizes the role that public art can play in the community. It has achieved all four of the major functions of public art: it engages civic dialogue and the community, attracts attention and economic benefit, connects artists with communities and enhances public appreciation of art.6 It served as an inspiration during the establishment of the MacLaren Art Centre and then for the Art City initiative which was responsible for temporary outdoor exhibits such as Shore/lines and Off the Wall. These public projects have all been instrumental in raising the profile and importance of the visual arts in Barrie. In marketing terms, Barrie’s outdoor art, heritage buildings and architecture are already a unique, marketable “product” that can be used as part of marketing campaigns. Public art is always there, never closes and is accessible to everyone. It may be located on public property or private property, and it may be indoors or outdoors. At times it can be controversial, and that only adds strength to this role. DOC should proactively work towards increasing public art in Downtown Barrie:
• • • • • City Departments: see every construction project as an art opportunity (from signage to bicycle racks to road painting to new building to parks) Look for collaborative opportunities with MacLaren and Georgian College Guide the Public Arts Policy through City Council and work to obtain positive media coverage and community support In association with Downtown Barrie assess obvious and not?so?obvious locations for public art and opportunities to link with existing and new businesses through adoptions, celebrations, sponsorships etc Collaborate with planning and engineering Ultimate Goal: “infiltration until a place would look naked without it”
The upcoming Barrie Public Art Policy could influence the implementation of this recommendation.
Timing Actions City of Barrie adopt Public Arts Policy Collaborate with MacLaren, Georgian College, Barrie Art Club & others Assess locations and opportunities Investigate funding opportunities: public and private Ongoing x 2012 x x x Year 2013 x x x Responsible 2014 x x x DOC, BACC,
Advisory Committee
All Stakeholders DOC, Facilities, Parks Planning DOC, Public and Private partners
6
Americans for the Arts, Monograph 2004. www.artsusa.org/pdf/networks/pan/becker_communities.pdf
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
4
Analysis of Barrie’s Arts & Culture Marketing Situation
Inventory of Barrie’s Arts and Culture offerings There is not a comprehensive listing of Barrie’s Arts and Culture offerings. In fact, the BACC has identified this as the most important need to help bring together the arts community and is in the process of developing an online arts portal that will facilitate communication among artists and arts organizations. An inventory of Barrie’s arts and cultural offerings was prepared based on the Information Barrie portal listings (www.library.barrie.on.ca/infobarrie) using keyword searches and validated through interviews with some of the groups. Over 80 organizations were identified (Appendix C) and summarized below.
Barrie Arts Organizations
Professional Type Instruction x x x x x x x x x Amateur x x x x x x x x x x x x
Sector
Number of Organizations
Performing Arts Music Performance Groups Theatre Groups Choirs Dance Groups Other Music Organizations Visual Arts Galleries Artists(with gallery/store space Other artists Craft Groups Film Heritage Cultural Heritage Culinary Groups Literature
40+ 10 7 10 12+ Numerous 12+ 4 some numerous 6 2 4 10+ 5 4
x x x x x x x x x x x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 In addition, a listing of Barrie’s downtown and waterfront festivals was assembled (Appendix C) and is summarized below according to the organizing group. Barrie Downtown & Waterfront Events Summary
Arts & Culture Component Performing Heritage Culinary 1 1 1 3 Film Lead Organization/Events Literary 1 1 2 Visual
DOC Winterfest Waterfront Festival Celebrate Barrie Rythmfest Doors Open/9?Mile Portage Festival New Years Countdown DOC/BACC Barrie Arts Awards DOC/Downtown Barrie Promenade Days/Canada Day Lawn Chair Luminata BIA Ribfest Tree Lighting Ceremony Other Organization Barrielicious New Music Festival Ecofest Caribfest Jazz & Blues Festival Carnegie Days Barrie Film Festival Kempenfest Santa Claus Parade TOTAL
1 1 1 3
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 17
1 1 1 1 1 1 1 1 1 9
Market Assessment
A research project of the market for arts and culture in Barrie and its regional catchment was undertaken in the fall of 2009. The Executive Summary for this report, Created in Barrie, is provided in
1 1
37
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Appendix A and it is available online at www.barrie.ca/Culture/Documents/Executive%20Summary%20? %20Culture%20Dept%20Final.pdf Overall, 65% of Barrie and regional resident participated in arts and culture in the past 3 years. In 2009, 50% of Barrie’s residents participated in arts and culture in Barrie and 20% of regional residents participated in arts and culture in Barrie. Two?thirds of Barrie residents attended Kempenfest in the past year (2009). The geo?demographic analysis the using the PRIZMTM tool (Appendix E)revealed that those most likely to engage in Barrie’s arts and culture scene live in the older neighborhoods of Barrie (and Allendale) and include a combination of “almost retired”, “retired” and those “just starting out with no kids”, primarily in the mid?income range. Lifestyle clusters included “Startups & Seniors” (11,0007) “Nearly Empty Nesters” (2,000) and “Grey Pride” (19,000). These segments in Barrie and the region are the loyal audiences but are not large in terms of number of households to grow arts and culture. The real potential for building audiences is with the lifestyle clusters that have a moderate tendency to participate in arts and culture. These are primarily the young educated families, living in Barrie’s recent (last 15 years) subdivisions in suburban Barrie, both south and north of the downtown. Their activities are family focused, including both culture and sports. Young educated lifestyle clusters included: “Suburban Rows” (26,000), “Pets and PCs” (94,000) and White Picket Fences” (4,000). Two of these segments are substantial and, if tapped, could be the engine for growing arts and culture in Barrie. Reaching these clusters could be successful through activities for their children. Two small clusters have a moderate interest in arts and culture: the Apartment Mix “Mobility Blues” cluster (9,000) and the Mid?Income Middle Age segment “Mr & Mrs Managers” (2,000). The group the lowest tendency to participate in arts and culture is middle age and middle income families. They tend to live in the south and northwest regions of Barrie and have a family focus. They are primarily interested in sports and the outdoors. Lifestyle clusters include: “God’s Country” (36,000), “Blue Collar Comfort” 47,000 and “Fast Track Families” (5,000). This group will require outreach programs to bring the arts and culture to them in an accessible way. The following general trends should be taken into consideration when developing marketing and advertising plans for Barrie’s cultural products and offerings: • Barrie and regional residents’ participation in arts and culture in Barrie is high. • Barrie’s markets are engaged as spectators/audiences, participants and as students. • Kempenfest is the most recognized festival in Barrie and 2/3 of Barrie residents attended in the past year. • Barrie’s festivals and events provide the opportunity to increase exposure to arts and culture in very accessible ways. • Highest interest and participation in arts and culture is by Barrie residents living in the established older neighbourhoods and in the condominiums along the waterfront: “nearly
Rounded population estimates of households in the catchment area of Barrie and the regional within a 100 km radius.
7
38
•
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 retired”, “retired” and “startups and seniors” clusters. These markets are a relative small proportion of Barrie’s population. The markets with the most potential to grow are middle age, middle income and young family lifestyle segments. This is the population that has contributed to Barrie’s rapid growth of Barrie in the past 20 years. Outreach programs will be needed initially to expose them, build interest and ultimately engage them in the diversity of arts and culture that Barrie has to offer.
Review of Planning Documents & Research Reports
Planning documents and research reports directly relevant to preparing the Strategic Marketing Plan were reviewed and summarized in Appendix B). The key points gleaned that guide marketing strategy are: • Culture will contribute to Barrie residents’ pride of place • Culture will be part of the City of Barrie’s consistent marketing message • Downtown Barrie will become the cultural and social centre of the City • Public art and well?designed open spaces will showcase the community’s creativity • Arts and culture marketing will build on existing and new innovative partnerships • Barrie needs cultural products will sustain visitor’s interest for more than 24 hours • Ongoing marketing research will contribute to marketing and product developments • A vibrant arts and culture lifestyle will attract new residents and businesses to Barrie
Community Comparisons
The regional communities of Orillia, Midland, Collingwood and South Simcoe were examined to determine the Barrie’s position in the regional market place (Appendix D). The main conclusions from this assessment were: • From a regional community comparison, Barrie has fallen behind in the planning for arts and culture despite a strong vision with the Creating a Creative Future in 2006. • In all four communities, arts councils/foundations for the arts have been bringing the arts community together for years with the Blue Mountain Foundation of the Arts being the oldest since 1975. Memberships of with the arts councils/foundations are healthy, ranging from 160 to 350 members. • Orillia and Collingwood have completed comprehensive cultural mapping of their resources. • Collingwood has adopted a Public Arts policy in 2009. • In terms of creative marketing: o South Simcoe Arts Council has been most active and creative reaching out to audiences. o Collingwood & Orillia municipalities play a strong role in marketing arts and culture through their web portals. Their arts councils/foundations focus on the arts community. o Arts portal visitors have many options to know what is happening in these four communities: artists/organizations can be searched and events calendars explored.
39
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 A comparative analysis of other communities was completed to capture best marketing practices. Communities of similar population size to Barrie (Guelph, St. Catherines) and other larger successful culture communities (Brampton, Winnipeg & Greater Pittsburgh) were examined. In particular the web portals were examined along with the relationships among the municipality, art councils and tourism destination marketing organizations. The main conclusions from this assessment were: • Guelph, St. Catherine’s and Brampton are very active in arts and culture scene and the communities embrace arts and culture as an economic driver. • All municipal governments have strong relationships with their arts councils and their tourism destination marketing organizations. They link their portals and share information about events. • Arts councils have been in place and are active building capacity for business and marketing success for artists and organizations. • Arts portals are essential tools for connecting artists with artists and artists with audiences. • Brampton & St. Catherine’s are using arts and culture to revitalize their Downtowns. • Winnipeg and Brampton have won the designation in 2010 as Heritage Canada’s Cultural Capitals of Canada and with the designation have initiated innovative programs, such as the Arts Ambassadors of Winnipeg who reach out into the community. • Finally the Greater Pittsburgh Arts Council focuses on building capacity of artists and arts organizations. It hosts workshops and digitally connects with members. Finally, GPAC has a dedicated staff person responsible for marketing and audience development.
Product-Market Match Assessment
Barrie has a diversity of arts and culture offerings. In the absence of a cultural mapping of Barrie’s arts and cultural assets, a listing of the major arts and cultural organizations was compiled from the Information Barrie and Tourism Barrie web sites, cross referenced with the Barrie Events Guide and individual arts organization web sites, and local knowledge (Appendix C). Interviews were conducted with artists from 20 different organizations, and consultations were held with members of the BACC, as well as DOC staff. There were further consultations with representatives of Tourism Barrie, Downtown Barrie and citizens at large who have a strong interest in arts and culture in Barrie (Section 1). Based this assessment the following conclusions have been drawn about the marketing readiness of Barrie’s arts and cultural disciplines: Marketing Ready Disciplines • Music performing arts?is marketing ready with strong, well?developed musical performing offerings such at the Barrie Concert series, Colours of Music with strong supporting emerging offerings such as King Edwards Choir, Lyrica Chamber Choir, Jazz and Blues and several more. With over 10 organizations, this discipline reaches a large segment of Barrie residents as patrons as well as participants. • Visual art ? is marketing ready with the MacLaren Art Centre serving a the largest regional art gallery well as the Georgian College Helen and Arch Brown gallery managed by the School of Design and Visual Arts. There are over 12 galleries/organizations and numerous independent artists within and outside of Barrie. Visual arts has numerous residents as participants and the main galleries have a loyal patronage. This discipline has traditionally attracted a narrow market
40
•
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 niche to a more established, older population in Barrie. Efforts to reach out to youth and the young families markets will be key for future growth. Theatre/Performing Arts? is marketing ready with two innovative and recognized professional theatres such as Talk Is Free Theatre and Theatre by the Bay. Again there are number of supporting community performing arts offerings (5). This discipline is growing youth and families as audiences and participants, through a variety theatre and dance instruction and companies. Key Signature Festivals set along Barrie’s waterfront are marketing ready. Kempenfest is well recognized provincially but needs refreshing. Lawn Chair Luminata is innovative and brings many arts disciplines to the stage for local and regional audience consumption. But there are 20 events from April to Thanksgiving of which 15 have arts and culture as the prime theme component or where arts and culture is only a support to the main theme of the event (eg. Ecofest). Festivals have a very broad audience appeal and are seen as accessible and inclusive. Therefore, festivals have the opportunity to reach and expose the broader markets of young family and new residents markets to the variety of arts and culture in Barrie.
•
Emerging & Supporting Disciplines • Film and electronic media. The Barrie Film festival has a broad and contemporary appeal to all market segments. Their youth outreach program reaches over 3000 children. • Literary arts. Georgian College, University Partnership Centre and the Barrie library have brought greater awareness of the literary arts with nationally recognized authors and local readings. Literary arts can reach a variety of resident markets at so many different levels. • Culinary arts. Barrie has numerous excellent independent restaurants, especially in Downtown Barrie. The Barrielicious, Summerlicious and Savour Simcoe events show that local restaurateurs and local food producers can collaborate successfully. The Barrie’s Farmer market has grown to over 65 vendors and there is an organic market just north of Barrie and summer market mid?week markets at the Royal Victoria Hospital and South Barrie. • Heritage. Interpreting Barrie’s heritage resources has increased in the last few years with the establishment of a Grey – Simcoe Foresters Museum, waterfront and downtown historic walking tours and plans for a military museum on the waterfront. The Nine Mile Portage Heritage festival in September is going into its sixth year. Barrie has enhanced its annual Celebrate Barrie festival by including a Heritage component complete with re?enactors.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
SWOT Analysis
The initial SWOT (strengths, weaknesses, opportunities, threats) analysis was basedon city and stakeholder planning documents, the inventory of Barrie’s arts and culture offerings and the comparative analysis of other communities. It was refined and expanded through the Consultation Group Workshop and the subsequent phases of the project Strengths Weaknesses
? Near market ready products
Performing arts? theatre Performing arts?music Visual arts
? Diversity of Barrie’s offerings ? Pockets of collaboration within arts community ? Significant waterfront festivals, particularly Kempenfest ? Local & regional markets have strong participation in A&C ? Regional markets perceive Barrie as A&C hub ? Young resident market with young children who engage in A&C and are looking for more ? Strong and loyal resident market ? Recognized waterfront setting for A&C ? Political will
Planning for A&C in Barrie is behind regional communities Cultural mapping not complete, significant assets known but not all known Reconstituted BACC is rebuilding & not yet representative of A&C community A&C community not working collectively or collaboratively Some offerings are tired & need renewal A&C don’t have marketing expertise nor experience, only a few know audiences profile Only a few market ready products A&C information not easily found, no overall image Too many waterfront festivals and events Lack of sustainable permanent performing arts venue to promote Perception about Barrie as a sports town that doesn’t support A&C
Opportunities
Threats
X X X X X Further decline of Downtown Barrie Slow economic recovery may erode A&C funding Lakeshore construction will limit use of waterfront parks for A&C Slow support for BACC & their initiatives Momentum in other communities (ie Town of Collingwood, South Simcoe)could erode regional market
Turn current political will into momentum Downtown Barrie poised for renewal around A&C Waterfront planning supports A&C Several offerings can build easily turned into market ready products Vibrant & supported BACC could mobilize A&C community New residents eager to know more about A&C in Barrie Use A&C as a tool to attract new high value residents Moderately interested markets need arts brought to them (exposure!) Can learn & borrow from many successful A&C communities Barrie can gain position as “A&C regional hub”(residents expect it but not realized yet)
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Appendix A Created in Barrie Executive Summary
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Created in Barrie: Understanding Barrie’s Arts & Culture Markets 2009
The Resource Management Consulting Group May 2010 Background
As the City of Barrie’s population has grown over the past 20 years, so has its community of residents who participate in and appreciate arts and culture. In fact, between 1990 and 2000, Barrie attracted more artists per capita than any other Canadian community. 8 In 2006, the City of Barrie commissioned Building a Creative Future to assess and make recommendations on the role that culture could play in the City’s economic development and downtown revitalization. The following year, City Council acknowledged the importance of culture to the economy and fabric of Barrie, by including the encouragement of culture as an economic driver in its top ten strategic priorities. This research project titled “Created in Barrie” was undertaken by the Department of Culture in the fall of 2009 to understand the market for arts and culture in Barrie and its regional catchment. The research results will provide input to the Department’s upcoming strategic, business and marketing plans. It will also present, in a usable format, the market insight needed to plan future cultural infrastructure projects and provide the baseline data for measuring the future growth of the arts and culture market. In addition, the findings will be useful to Barrie’s arts and culture organizations and Tourism Barrie.
Approach
Through the project, 1,400 people in the City of Barrie and the region within an hour’s drive were interviewed by telephone. To ensure geographic coverage of the sample, quotas were established for Barrie residents north and south of Tiffin St. and for regional residents north and south of Highway 90. The interviews took about ten minutes and covered a wide range of questions related to participation in arts and culture, respondents’ most important arts and cultural activities, communication about activities and events, ratings and respondent demographics. To gain additional insight into the perceived and potential role of the Department of Culture, two focus groups were held with Barrie residents. To set the research parameters for this project, “arts and culture” and “participation in arts in culture” were defined: • Arts and Culture included all types of music (e.g. rock, jazz, folk and classical), performances (drama, dance, music, readings) and visual arts (galleries, tours). It also included community events with an arts and cultural component, history (museums, re?enactments, historical sites and events) and cultural heritage celebrations. • Participation in arts and culture included audience membership, performing & creating art in various media and participation as students and members of arts and cultural organizations. In addition, a geo?demographic analysis of the market was undertaken by comparing the incidence of participation in arts and culture, taken from the survey results, with the PRIZM C2 lifestyle cluster tool. This facilitated additional insight to aid in product /market matching and in the development of effective strategies for attracting and marketing to the segments.
Hill Strategies Research Inc., 2006, Artists in Large Canadian Cities. Statistical insights on the Arts Vol.4, No. 4, ISBN 0?9738391?6?3; Research series ISSN 1713?3556, http://www.hillstrategies.com/docs/Artists_large_cities.pdf
8
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Results
The survey results provided new insight into Barrie’s arts and culture market, and may be summarized as follows: • Barrie’s Arts and Culture market is strong, with room to grow Two?thirds of Barrie and regional residents participated in arts and culture in the past three years. Moreover, in the past year, half of Barrie residents participated in arts and culture in Barrie. Their 2009 expenditure on arts and culture equipment, attendance and lessons is estimated to be $2,100 per household for a total of $40.5 million city?wide.9 Regional respondents’ 2009 expenditure on arts and culture is estimated to be $1,300 per household. In this year, 20% of regional residents participated in arts and culture in Barrie. The PRIZM geo?demographic analysis revealed that those most likely to participate in Barrie’s arts and culture scene live in the older neighborhoods of Barrie (and Allandale) and include a combination of “almost retired”, “retired” and those “just starting out”, primarily in the mid?income range. The next most likely group is young educated families, living primarily in Barrie’s south end, whose activities are family?focused and combine culture and sports. The third group is middle?income families who live in both the south and northwest regions of Barrie, again with a family focus, but more interest in sports and the outdoors. Women take a leading role in decisions about arts and culture participation. Although decisions are made by male and females together in approximately half of the households (54%), in 38% of households, decisions are made by females only. Men take the lead in only 8% of the households. Thus, women have a voice in 92% of the decisions, whereas men have a voice in 62% of the decisions. This pattern was identical for both Barrie and regional respondents. • Barrie can claim the space as the “Regional A&C Hub” Both Barrie and regional respondents identified Barrie second only to Toronto, as having the most vibrant arts and culture scene in Central Ontario. Barrie attracts more participants for arts and culture than any other community north of the GTA. It is an area of arts?focus for Barrie residents: 90% of Barrie participants took part in their most important arts and culture activity in Barrie. For regional residents, only the GTA attracted higher arts and culture participation than Barrie. They generally participated in their own communities or skipped over Barrie and went on to the GTA. This is true with one exception: arts and crafts. In fact, of all Barrie’s arts and culture offerings, Kempenfest, an arts & crafts festival, had the highest regional draw. • As a regional centre, people appreciate Barrie’s cultural opportunities For those involved in arts and culture, almost all are audience or spectators (95%). More importantly, actual participation is very high: half were involved as students, performers/artists or their supporters and 15% as members of arts or cultural organizations. Barrie and regional residents appreciate the variety, choice and diversity of offerings available in Barrie. While they do like creativity and uniqueness, and embrace cultural events such as Caribfest, they also value accessibility (not too “highbrow”) and showcasing local talent. They also like the location of Barrie: it’s easy to get to and the lakeside setting is beautiful. Nevertheless, the ratings were mediocre, ranging from 5.8 out of 10 for facilities to 7.3 for festivals and events. • Kempenfest puts Barrie on the arts and culture map Kempenfest is viewed as one of the most important arts or culture activities, performance or event by the highest proportion of both Barrie (20%) and regional (4%) residents.10 It is also the most?frequented city
By comparison, Building a Creative Future noted that the cultural goods and services economy was close to $95 million annually. This figure included home?based activities such as home entertainment and reading. 10 For comparison, the next important attractions is the Gryphon Theatre (4% of Barrie residents, <1% of regional residents) and MacLaren (3% of Barrie residents, <1% of regional residents).
9
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
attraction, and was attended by over 40% of Barrie residents in 2009. It should be noted that Kempenfest is Barrie’s largest and longest?running arts and cultural event. It extends over 4 days and in addition to arts and crafts, it includes antiques, food, beverage, a midway and a wide variety of live entertainment. Growing pains Respondents feel that the City of Barrie has a role in arts and culture that will evolve as the City continues to grow. They are supportive of the City’s investment in improved infrastructure, such as the ongoing development of the downtown community theatre and recommend future development of a larger multi? purpose arts facility. Respondents also recognize that the City is involved in many of Barrie’s large outdoor events, and they would appreciate more innovation and variety in this area. They believe that more needs to be done to market Barrie’s growing arts and cultural offerings and suggest that the City has a role in building awareness. Many respondents are concerned that with the demise of the Molson Park outdoor venue, Barrie has lost an important cultural icon, and there has been no move to replace it. They are also concerned that there are too many events at the waterfront. They recognize that more facilities and infrastructure are needed for training and performance. Respondents use a wide variety of media to learn about arts and culture happenings and feel that it is not easy to find out what is happening in Barrie. This is especially true for regional residents.
•
Recommendations
To make arts and culture an economic driver for the City of Barrie, the Culture Department should focus its attention on three areas: 1. Communication The Department of Culture is taking on a leadership role within the arts community, and effective communication with sector participants is essential. Based on the research, residents are looking for better communication of arts and culture offerings in Barrie and the region. • The Culture Department’s communication role should be to facilitate marketing co?ordination among arts and culture organizations and to help them reach the broader regional market. Advertising should be left to the individual attractions and events. • To effectively assume a communication role, the Culture Department needs a communication strategy and brand based on business and communication objectives and its understanding of the Barrie and regional market. • The Culture Department should encourage one organization to be responsible for maintaining a comprehensive listing of arts and cultural events. The group should be logical (in the minds of residents and visitors), visible, collaborative, consistent and have a dedicated budget to keep listings up?to?date. It will be essential to set clear definitions for the types of events to be listed. • The Culture Department should take on a strategic marketing role, using the results of the research, as the basis for matching markets and Barrie’s arts and culture offerings. • Market insight gained through this research project should be shared with Barrie’s arts and culture groups to help with their positioning and marketing. The highlights were presented at the annual Department of Culture Update in April 2010. The large sample size and regionally representative sample means that customized analysis of the survey responses could be carried out for specific arts sectors to assist with business decisions.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
2. Strategy & Action Plan for Festivals & Events The City of Barrie has a strong tradition of organizing festivals and events, many of which provide an important avenue for residents to participate in valuable arts and culture happenings. • The Culture Department needs a strategic and action plan for delivering its festivals and events. City?sponsored events have evolved over time, some are stronger and more relevant than others, and not all align with the stated mandate of the Department of Culture. A long term plan that recognizes different events attract different markets (local vs. visitors) is needed to build market recognition of events, align competing festivals and events, and to grow events that are uniquely Barrie. • Encourage a wide range of offerings, recognizing that Barrie residents want accessible experiences. High attendance and mediocre ratings indicate that there is plenty of scope for improvement. • Look for ways to cross?fertilize well?attended events (eg. Kempenfest) with other arts and culture opportunities • Integrate tracking and evaluation into all City of Barrie events to provide information about demographics, behaviour and satisfaction for decision?making. Use a standard survey tool to allow for analysis of individual events and for comparison among events. 3. Improve Arts & Cultural Spaces Barrie is seen as the regional culture hub for Central Ontario; however the ratings given to local facilities, venues and places to participate in arts and culture were mediocre. Respondents had strong suggestions regarding what could be done: • Waterfront events should be evaluated for suitability, capacity, functionality, parking and accessibility to ensure sensitive use & design of waterfront for appropriate events. Alternate sites should be developed to ensure that the waterfront is not consumed by events every weekend of the summer season. • Barrie needs a sustainable Arts & Culture Centre that is more than a performing arts centre. It should also support development of local artists with studios and practice spaces, and it should integrate outdoor spaces in the community. • In the meantime, the City should ensure that there continues to be at least one large performance space (perhaps through upgrading Georgian College and/or Fischer Auditorium). • Create a new outdoor performance space, similar to Molson Park. Can we recapture what was lost? Is there an opportunity in the recently acquired lands?
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Appendix B Review of Planning Documents and Research Reports
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Review of Planning Documents and Research Reports
Planning Community Based Strategic Plan (2003) The City Barrie’s 20 year strategic plan is based on a vision of Barrie as An exciting, caring, and progressive community we call home. We are committed to the growth and prosperity of Central Ontario's leading City and most dynamic waterfront community. Our community will be built on the diversity of its economy and vibrancy of its people The plan addresses eight key elements, one of which is relevant to the Arts and Culture Marketing Plan Maintain and Enhance Barrie’s Premier Lifestyle by: o Celebrating Barrie’s superior quality of life through encouraging community identification, o Enhancing civic pride through participation and innovative partnerships, o Continuing to provide cultural and recreational opportunities and special events throughout the City, o Encouraging community diversity, equality and understanding through the provision of cultural, social, educational and recreational programs, facilities and opportunities which foster personal growth and development. Places to Grow ? Greater Golden Horseshoe (2006)
The City of Barrie was identified as a Greater Golden Horseshoe “urban growth centre” by the Ontario Ministry of Infrastructure Renewal. The city is required to achieve by 2031 or earlier a minimum gross density target of 150 residents and jobs per hectare for Downtown Barrie. This means that there will be more residents, more jobs and potentially higher demand for arts and culture in the City.
Downtown Commercial Master Plan (2006) Barrie’s Downtown Master Plan has nine objectives guide the development of Downtown Barrie as it grows to density targets of Places to Grow. Four of these objectives are relevant to the Arts and Culture Marketing Plan: • Strengthen the vitality of the downtown by providing for diversity of commercial, residential and cultural uses • Reinforce the role of the downtown as providing the amenities associated with a premier regional urban centre • Provide an attractive, safe and pedestrian?friendly environment • Promote the downtown as the City’s cultural and social centre
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
City of Barrie Client Satisfaction Survey (2008)
A survey of Barrie residents was conducted to measure resident satisfaction with the City’s delivery of municipal services. Respondents were asked to rank the importance of and their satisfaction with twenty services, ranging from fire and police protection to parks and recreation to transportation to delivery of events and support of arts/culture/festivals. • Overall, delivery of events and support of arts/culture/festivals were perceived among the least important city services, along with bylaw enforcement, building inspection and taxation services. Essential services, such was drinking water, police service, fire rescue, garbage, winter road maintenance were perceived as the most important services. • Residents were generally satisfied with Barrie?operated community events (89% rated them 7? 10 out of 10). They were less satisfied with the City’s support of cultural, arts and festival groups (83% rated them 6 or lower). Based on the open?ended responses, some felt the funding was too low and others felt it was too high.
Overall, residents felt that the quality of life in Barrie is high (68% rated it very good?excellent) and 93% would recommend it as a place to live.
City of Barrie Intensification Study (2009) The Intensification Study was prepared to manage future growth as a measure of conformity with the Provincial Policy Statement and Growth Plan (Places to Grow). The study lays out the long term vision and establishes principles to guide development decisions, assess capacity to meet intensification targets and recommend policies and performance standards for the Official Plan and Zoning bylaw. Vision Statement The City of Barrie will encourage new development in the higher density categories in appropriate areas through the municipality while continuing to support the integrity of stable neighbourhoods. It is anticipated that the majority of residential and employment intensification will occur within the City’s Urban Growth Centre (UGC) with additional intensification occurring in appropriate nodes and corridors. Higher density uses will be of a high quality design and will encourage a mix of uses. _
This document is largely concerned with planning technicalities. From an arts and culture perspective, the most important part is the identification of the location and role of Barrie’s UGC. Barrie’s UGC corresponds roughly Downtown Barrie and Allandale, areas that showcase and access Kempenfelt Bay, making it the location of choice to” live, do business and enjoy social and cultural activities”. City of Barrie Official Plan (2009)
The Official Pan sets out the land use development goals, objectives and policies to guide public and private development decisions within the City of Barrie. The Plan does not address arts and culture directly, nevertheless, there are relevant sections: • A Tourism goal is to promote the Historic Downtown and Kempenfelt Bay as the tourism focal point,
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• •
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Heritage goals include promoting appreciation of the settlement and historic development of the City and participation in the conservation, restoration and utilization of heritage resources., The plan describes the importance of high quality design of public spaces, but does not address art in outdoor public spaces.
City of Barrie Economic Development Strategy (2010) The City’s new Economic Development Strategy recognizes that Barrie is one of the youngest and fastest growing cities in Canada. The plan reflects this rapid growth, coupled with the changing global economy. It recognizes that Barrie’s economic base is changing from manufacturing knowledge?based, that small business accounts for 80% of Barrie’s business growth and that understanding Barrie’s emerging Creative Economy(Dr. Richard Florida) will be the key to Barrie’s economic future. The Economic Development Strategy is framed with five goals, two of which are relevant to the Arts and Culture Marketing Plan: Goal 2: The City of Barrie will enable the development of a vibrant downtown that is recognized for its quality of place and diverse range of natural and arts and cultural experiences. This goal speaks primarily to connectivity, downtown image and resident/business involvement, with one recommended action that relates to arts and culture development and marketing: o Undertake a cultural and creative mapping exercise that identifies creative places and spaces in the community…. Use public and outdoor public spaces to showcase the community’s creativity through public art, events, exhibits etc. Goal 5: The City of Barrie will develop an identifiable, dynamic and consistent marketing message that will attract new business and entrepreneurs by promoting Barrie’s business strengths, the quality of its workforce and its exceptionable liveability factors. This goal includes actions to market the City of Barrie’s brand, by understanding community strengths and assets, with two actions that relate to arts and culture development and marketing: o In co?ordination with downtown revitalization efforts, develop appropriate communications and marketing materials that bring attention to the downtown as a key investment location. This could include….. listing of events and attractions for downtown visitors o Undertake a regular evaluation of the city’s cultural tourism promotional activities to ensure the delivery of a progressive and sophisticated marketing message. City of Barrie Waterfront Master Plan (ongoing) The 2000 Waterfront Master Plan is being updated in collaboration with the community, local agencies and stakeholders focusing on four parks: Bayview, Memorial Square, Centennial and Allandale Station. It does not include Heritage Park. The Master Plan incorporates 8 design principles: the waterfront
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 promenade, recreational trail, green ribbon, waterfront connections, green connections, linear parking, waterfront facing and focal points. Implementing the plan will ultimately provide new, updated waterfront arts and cultural venues. In response to the Plan for Culture and Downtown Master Plan, the plan includes amphitheatres and outdoor event spaces and performance areas in each of the four parks. It also incorporates Barrie’s military history in Memorial Square and Allandale Station Park. Inevitably, execution of the plan will result in lengthy park closures, which will affect all of the waterfront events. It will be important for Parks Planning to communicate construction plans as soon as they are available and for the Department of Culture and event organizers that depend on these parks to understand that their events may be affected. Downtown Barrie Marketing Plan (ongoing) The Downtown Barrie Business Improvement Area (BIA) will complete a new marketing plan by 2012, which will, in all likelihood, embrace arts and culture as part of the overall marketing strategy. The Mission and Value Proposition of the BIA recognize the importance of arts and culture to the downtown. Mission
Establish Downtown Barrie as the economically leading mid size commercial, retail and entertainment community within the city, region, province and country while working within a framework of high quality, guiding values Value proposition The values of the Downtown Barrie BIA are to: • Provide a safe, clean, comfortable environment • Contribute positively to our mutually supporting partners to achieve a sense of Downtown community • Embrace culture, heritage and the waterfront as unique and differentiating business advantages • Develop a product offering that allows us to promote Downtown Barrie as a leading and recognized brand • Utilize marketing and technology to effectively communicate to our stakeholders, partners and customers
Culture Building a Creative Future – A Plan for Culture (2006) The 2006 Culture Plan has guided the formation and role of Barrie’s Department of Culture. It states that the City of Barrie’s role is to act as the advocate and steward for culture through a number of means, four of which are directly related to the City’s marketing role: • Recognition and celebration of community, culture and creativity, • Promotion of cultural activities through accountable mechanisms, • Encouragement of partnerships with the private sector, and • Provision of ongoing cultural planning and development.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 In addition, it is recommended that the new Department of Culture: • Create, manage and implement a [2007] strategy for the advocacy and promotion for the cultural sector. This 2012 ? 2014 Barrie Arts and Culture Marketing Plan addresses this recommendation. Department of Culture Purpose and Objectives (2008) The Department of Culture (DOC) supports excellence in local cultural initiatives in an effort to help build capacity for the arts within our community. The DOC promotes plans and co?ordinates cultural initiatives with artists, arts organizations, cultural entrepreneurs, other departments within the City of Barrie and other levels of government as necessary. The DOC develops and implements a cultural policy for the City of Barrie. Our department's mission is to establish a cultural policy, build capacity for the arts and other cultural activities, encourage culture as an economic driver, and engage community members across a wide spectrum. The Department of Culture has three areas of focus. • Development In fulfilling Development objectives, the DOC maintains a database of current statistical and financial information on the culture sector. The department provides funding to Barrie culture workers, in an effort to support and sustain cultural development and capacity building in the Barrie culture sector. • Programming To full fill Programming objectives, DOC staff oversee and co?ordinate activities in the City of Barrie’s cultural spaces and our involvement in community events and the City of Barrie’s annual events. Staff also manages the City's physical infrastructure dedicated to arts and culture. • Marketing & Young and Emerging Artists The Marketing & Young and Emerging Artists objectives will be achieved by working with other departments and organizations such as Department of Strategy and Economic Development, Tourism Barrie and the Downtown BIA to market Barrie’s culture sector and its opportunities. The department will take a leadership role in the creation of adequate opportunities for young and emerging artists so as to ensure their continued growth and contribution to the culture sector. Created in Barrie (2010) This research project was undertaken to understand the market for arts and culture in Barrie and its regional catchment. 1,400 people in the city of Barrie and the regional were interviewed by telephone. The research results are summarized as follows: • Barrie’s arts and culture market is strong, with room to grow • Barrie can claim the space as the regional hub for arts and culture • As a regional centre, people appreciate Barrie’s cultural opportunities • Kempenfest puts Barrie on the arts and culture map The communication recommendations are very relevant to the Arts and Culture Marketing Plan:
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 The Culture Department should facilitate marketing co?ordination, adopt a communication strategy, use marketing research to match arts and culture products and markets to facilitate marketing and promotion.
Arts and the Quality of Life: The Attitudes of Ontarians (2010) The findings of this research study11 (conducted for the Ontario Arts Council) show that a large majority of Ontarians, believe that the arts are important to the quality of life in their community and to their own personal lives: • 95% said that the arts enrich the quality of our lives; 89% believe that if their community lost its arts activities, people living there would lose something of • value; • 81% think that the arts are important to their own quality of life 95% believe that the success of Canadian artists like singers, writers, actors and painters, gives people • a sense of pride in Canadian achievement; 81% agree that the government should spend public dollars to support the arts. • Some findings relevant to Barrie include: • The arts are viewed as a public good A large majority (64%) of Ontarians believe that the presence of arts in a community benefits the entire community not just those that attend.
•
•
The arts are an indicator of civic?mindedness Arts facilities are given the same importance as public transit (rated as important by 91%) but rated somewhat less important than parks/green spaces, and sports/recreational facilities (rated as important by 99% and 97%, respectively). Those who value and participate in the arts are more likely to highly value these other aspects of community life, as well. Positive attitudes toward the arts include all regions and demographic groups The survey also shows that a majority of Ontarians across all regions and demographic groups hold positive attitudes about the arts and the quality of personal and community lives. (Demographic and demographic geographic variables including education, gender, age, family income, employment status, children in household, language, region and community size.)
Tourism Premier Ranked Tourist Destination Framework (2007)
This project prepared an overall framework for organizing and developing tourism in Barrie, Orillia and the eastern portion of Simcoe County. The current and potential importance of tourism to the regional economy is recognized. The resource inventory and interviews with tourism businesses showed that the
11
The report was based on the results of an omnibus survey conducted by Environics Research Group on behalf of the Ontarian Arts Council. The survey was conducted by telephone between February 22 and 28, and March 4 and 10, 2010. It examines the opinions of a probability sample of 1,000 adult residents of Ontario (aged 18 or older). The sample, which was stratified by gender, region and community size, is estimated to be accurate within approximately 3.1%age points, 19 times out of 20.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 City of Barrie was the regional centre for accommodation; city?based attractions for visitors were limited. Two of the key findings are relevant to the Marketing Plan: • The areas activities and events typically sustain visitor’s interest for less than 24 hours • There are many opportunities to fine tune the existing tourism products and add complementary products to enhance visitor’s experiences. Combining Barrie’s arts and culture offerings with the regional strengths of the winter and summer outdoor recreation could help strengthen Barrie’s visitor market. Tourism Barrie Strategic Plan 2008 This 3?year plan was prepared to guide Tourism Barrie. The arts and culture community provides some of the key tourism offerings in Barrie. Mission Statement Tourism Barrie in collaboration with its partners will attract visitors to authentic tourism experiences in the Barrie area, strive to satisfy them when they are here and bring them back for future visits. As part of the 2012 Strategic Vision, Tourism Barrie is working towards providing tourism information to residents, as well as their friends and family to encourage them to spend their leisure time in this area. Three recommendations address advertising and promotion, making them relevant to the Arts and Culture Marketing Plan: • Improve and grow internet marketing initiatives (Tourism Barrie provides online listing of tourism?ready arts and culture organizations, groups, clubs and individuals, maintains a monthly calendar of tourism ready events online and distributes this information to accommodations monthly) • Advertise strategically (Tourism Barrie produces 2 visitor guides and an event guide which it distributes in the GTA, regional and Barrie markets, promotes to ethnic and international visitors in Spanish, German, French & Russian (soon), promotes through e?mail with Barrie Blast and in the GoTrain magazine.) • Be visible, reach out to visitors when they are here (Tourism Barrie operates the Information Centre year round, answers walk?in and telephone inquiries, and displays and distributes attractions’ marketing materials.) Discovering Ontario – A report for the Future of Tourism (2009) This Ontario Government report was based on stakeholder and community consultations, as well as input from tourism experts. The report documents that since the mid?1980’s, employment in the tourism industry has grown faster than all Ontario industries combined, and faster than construction, retail, manufacturing, agriculture/forestry/fishing/hunting and mining.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 The report also emphasises the need for co?operation and collaboration within and across the industry and its partners. Some of the recommendations are relevant both to the positioning and marketing of Barrie Culture: • Establish Tourism Destination Marketing and Management Regions Tourism regions should be established to better coordinate tourism marketing and management across the province. Each region should work toward creating a unique brand and stellar experience within a provincial brand. • Cultivate Festivals and Events Ontario should strategically invest in major festivals and events with the highest potential for growth in terms of total tourist expenditures. This would help raise the profile of Ontario and capitalize on the province’s strong product offerings and natural assets, culture and the arts, key economic clusters and sports infrastructure. • Redesign Tourism Ontario’s Marketing Role It is suggested that Ontario should focus more resources on marketing specific destinations within Ontario and less on the overall Ontario brand. The new tourist regions will showcase Ontario’s unique product offerings while ensuring that tourists recognize the quality associated with the Ontario brand. • Focus on our Unique Products The tourism focus should be on the unique product offerings of the regions including not only natural experiences and water assets. Niche tourism experiences such as sports, culture, culinary and ec0?and agricultural tourism should be given prominence. • Pride of Place The report points out that we do not have a culture of pride in this province. Ontarians need to develop stronger pride in what we have to offer visitors. • Increase E?Marketing and Online Booking RTO7 Development (ongoing) In response to the recommendations of Discovering Ontario, 13 Tourism Regions have been established in the province. Barrie is in Regional Tourism Organization 7 (RTO7), which comprises Bruce, Grey and Simcoe Counties. With provincial funding, RTO7 is setting up governance and undertaking a strategic plan, visitor research and key planning studies to move forward with its new role. As RTO7 evolves as the agency responsible for tourism marketing and management in this region, it will be essential for the Barrie to have unique tourism?ready arts and culture product offerings to contribute to the region.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Appendix C Barrie Arts & Culture Organizations and Barrie Waterfront Events
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Barrie Arts and Culture Organizations
Source: Information Barrie, interviews of sample of artists and organizations
Offerings Professional Instruction Amatuer Organizations Local
Market Provincial Regional
Performing Arts Choir King Edward Choir Bravado Show Choir Lyrica Chamber Choir Barrie Huronia Soundwaves County Chordsmen Barrie Regional Youth Choir Joybells and Belltones Handbell Choirs OPP Chorus Parkview Singers Vocal Maturity Barbershop Singers Barrie Concert Association Barrie Music Festival Association (Kiwanis) All City Stage Band (youth) Huronia Symphony Orchestra Barrie Concert Band Barrie Steel Orchestra Kempenfelt Pipes and Drums Simcoe County Band Figleaf Jazz Band The Skyliners Big Band Barrie Folk Society Earthdrum Simcoe County Jazz Society Music Teachers
Music Performance
Other Music
x x x
x x x x x x x x x x x x x x x x x x x x x x x x x
x
x
x x x x x x x x x x x x x x x x x x x x x x x x x x
x
x x x x x x x x x x x x x x x x x x
x
It is anticipated that a comprehensive listing of arts and culture organizations and individual artists will emerge on the new Barrie Arts Portal.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Professional Instruction Provincial Amatuer Regional Local
Organizations(continued)
Theatre
Talk is Free Theatre by the Bay Cingolani Academy of Music and Performing Arts Madcap Players Onstage Performance Group Kempenfelt Community Players Strolling Youth Tranter Institute Simcoe Contemporary Dancers Dance Incorporated Dance Vision Elite Dance Force All That’s Dance and more Barrie Dance Conservatory KMH Dance Productions La Ronde Dance Academy Moving Art Philomena School of Dance and Fine Arts Simcoe County Cloggers Additional Dance Schools
Dance
x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x
x
Visual Arts Galleries MacLaren Art Centre Campus Gallery/Georgian College Awkward Stage Barrie Art Club Gallery Martin House Mulcaster Mews Shops Others throughout the City
Artists (with gallery/store space)
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Profess
Region x
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Instruc t Local Amat Organizations(continued) Crafts Prov
Barrie Knitters Guild Barrie Woodcarvers Club Huronia Handweavers Huronia Spinners Guild Loving Hands Quilting Club Simcoe County Quilters Guild Screen One To Each Her Own Films (Heather Tobin) Barrie Historical Association Heritage Barrie Simcoe Foresters Museum Simcoe County Museum Barrie Latin Community Barrie Multi?Cultural Association Caribbean Cultural Institute German Canadian Club Irish Claddagh Club of Barrie and District Italian Culture Club of Barrie Polish Alliance Portuguese Association of Barrie Scots WhaHa’e Vietnamese Cultural Association Barrielicious Festival Barrie Farmer’s Market Georgian College School of Hospitality & Tourism Liaison College Savour Simcoe Barrie Public Library Georgian College Library Laurentian at Georgian Society of the Spoken Word Bookstores
Electronic
Heritage
Cultural Heritage
Culinary
Literature
x x x x x x x x x x x x x x x x x x x x x
x
x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x
x x x x x x x x x x x x x x x
x x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Barrie Waterfront Events
Source: Information Barrie, interviews of sample of artists and organizations, event websites Location Waterfront Performing Downtown Other Events Lead Purpose Arts & Culture Component Heritage Culinary Literary Visual Local Film Market Provincial 1 1 1 3 Regional 1 1 1 1 1 1 1 7
Winterfest Barrielicious Waterfront Festival Celebrate Barrie Ecofest Promenade Days/Canada Day Theatre by the Bay Jazz & Blues Festival Lawn Chair Luminata Ribfest Kempenfest Rythmfest Dragon Boat Festival Caribfest New Music Festival Carnegie Days Doors Open/9?Mile Portage Festival Great Canadian Beaver Race & Festival Barrie Film Festival Barrie Arts Awards Tree Lighting Ceremony Santa Claus Parade New Years Countdown
DOC Independent Restaurants DOC DOC In House Production Inc Downtown Barrie/DOC TBB JBF Downtown Barrie/DOC Downtown Barrie Simcoe City Arts & Crafts DOC Barrie Public Library Caribfest BNMF MacLaren DOC/Springwater Kempenfelt Rotary Screen One/Bandito DOC/BACC Downtown Barrie Chamber DOC
Winter celebration, tourism Independent restaurants Music/carnival Celebrate Barrie arts Environmental Downtown/community Summer theatre Celebrate jazz/blues A&C/downtown awareness Fred Grant Square Arts & crafts/fundraising Community Community fundraising Celebrate Caribbean culture Music & venues Carnegie/Maclaren connection Local history Fundraising Film exposure Arts excellence Community Community celebration Community celebration TOTAL
1 1 1 1 1 1 1 1 1 1 10
1 1 1 1
1 1 1 1 1 1 1 1 1 14
1 1 1 ? 1 4
1 1 1 ? 1 1 1 1 1 1 1 1 1 1 ? 1 1 1 16
1
1 1
? ? 1
?
1 1
1 1
1 1 1 1 1
7
3
1
3
? 1 1 2
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 23
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Appendix D Arts and Culture Marketing Initiatives Simcoe County Communities and Selected Comparable & Larger Communities
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Arts and Culture Marketing Initiatives Simcoe County Communities
Municipal Brand Orillia
Dept of Culture & Heritage ?City logo with culture & heritage ?Completed an ?A Cultural Plan in 2006 with cultural mapping ?On its 11th annual Cultural celebration now the Cultural Summit ?Newsletters
Arts Council
Orillia & District Arts Council ?Representing 160 artists & art organizations ?Incorporated in 2006 ?4 Board members & 1 FT administrator ?Store front Downtown
Portal
ODAC web site ?Offers news, resources, event calendar, member data base is under construction ?Offers links to resources (funding) ?Seems to be targeted to the artists but visitors can look for events and current things to do ?Calendar not searchable & member list was under construction www.orilliaartscouncil.ca/about?us/odac? vision Foundation web site ?offers listing of members ?calendar of events and workshops by discipline but not searchable www.huroniaarts.ca
Marketing Initiatives
?ODAC website provides listing of current cultural offerings but limited functionality. ?City of Orillia web site has very visual information about their cultural facilities, newsletter and links to the Orillia Chamber of Commerce for a full events listing. It is not searchable for arts & culture.
Midland
Town links to Huronia Foundation of the Arts and Southern Georgian Bay Chamber of Commerce ?no pages on arts or culture on Town web site
Huronia Foundation for the Arts ?representing over 170 members
?Foundation has listing of classes and workshops, events and festivals. ?sends out a weekly newsletter
South Simcoe Arts Council ?Represents over 160 members ?9 Board of Directors registered charity 2008 SSAC has a rich portal ?Very visual news and events listings, well organized. ?Submission form available for event on the Arts Community Calendar www.southsimcoeartscouncil.com ?Gibson Cultural Centre, South Simcoe’s Centre for the Arts offers artist in residence space, performances and classes ?SSAC develops a members directory, arts guide, has a local artist hiring policy& coordinates festivals/ events ?Appears to be aligning with Dufferin Arts Council and communities to the south. ?SSAC has great community outreach programs to foster the arts. Includes: seniors residence painting program, colouring book program with sick children, hockey craft tied with a hockey tournament.
Alliston
Town of New Tecumseh Dept of Recreation & Culture But no presence of arts and culture on web site No link to the SSAC nor the Gibson Centre
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Municipal Brand Collingwood
Department of Leisure Services, Arts & Culture Arts & Culture Advisory Committee(committee of Council) ?strong arts and culture presence on Town web site ?links to A&C Advisory Committee, GTTA for tourism and the community links ?can link to the Blue Mountain Foundation of the Arts (but very buried)
Barrie Arts & Culture Strategic Marketing Plan 2011
Arts Council
Blue Mountain Foundation for the Arts Represents over 350 members ?founded in 1975 ?9 Board members http://www.bmfa.on.ca
Portal
Town Web Site has a very visual page for arts and culture with links to: ?public arts policy ?community links (Cultural mapping included 23 arts and culture organizations, 45 festivals & events, 156 creative and cultural businesses and 11 public artworks) ?Grants ?A&C e?calendar published monthly ?A&C Advisory Committee BMFA Web Portal ?Under construction
Marketing Initiatives
Town has: ?Adopted a Public Art Policy since 2009 ?as a visitor there is a link to GTTA ?Hosted National Mural Symposium in Nov 2010 ?developed a new Busking policy ?links visitors to GTTA but does not directly link to the BMFA BMFA actively promoting artists and organizations in the Georgian Triangle. ?targeted to the arts community and its patrons
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Arts and Culture Marketing Initiatives Selected Comparable and Larger Communities
Community Pop size City Department Pittsburg, Pennsylvania Population 300,000+ City of Pittsburg Office of Public Art Arts Council/Group Arts Community Marketing Initiatives Resident/Visitor Marketing Initiatives
Winnipeg, Manitoba Population: 633.451 Arts, Entertainment & Culture Department
Greater Pittsburg Arts Council (GPAC) GPAC Portal is full of ways for artists and GPAC Coordinator of Audience Development is Representing 250 organizations & organizations to: responsible for making purchasing of art and 2,900 individuals ?network, register, build knowledge important to culture easy and direct by reducing barriers to link 16 staff their business, link resources (business & legal audience to A & C purchase. 15 member board advice), offer opportunities for collaborative GPAC has a STAR Program that encourages Merger in 2005 of 2 other organizations marketing, & gain public art technical assistance organizations to share audience data bases and collaborate on promotion & advertising. “exists not to produce, present, or preserve art, Interesting examples are: but to help others do so by providing information, ?workshops for art organizations eg. “Going the opportunities to communicate, advocacy, GPAC, City & Tourism Pittsburg generated Distance?Managing for Sustainability” What’s in education, professional and volunteer training, the Numbers? (captured slides and on video) audience awareness by piggy backing off of major and various forms of technical, managerial, and ?Other topics include Peer 360 Consultation, events (G20 summit & Vatican Splendor touring support services.” Business? Meet the Arts, Collaborative Marketing exhibition) to promote the broader arts to residents in the region. (database sharing, Direct marketing Source: http://www.pittsburghartscouncil.org Comments GPAC is a very active organization that has focused its efforts on capacity building with the arts organizations. They have offered a variety of workshops to help arts organizations get stronger financially & marketing wise. They also have a dedicated coordinator responsible for audience development. WAC Portal links audiences with arts and arts Winnipeg was selected as one of 3 Cultural Winnipeg Arts Council (WAC) organizations. It allows for artists to link to artists. Capitals of Canada and has used this designation formerly WAAC in 1984 as part of City Council. In to promote arts & culture in Winnipeg. 2002 WAC set up as an independent agency. City Interesting features are: allocates $4M. ?Arts e?billboard – can posts events this week, One initiative is the Arts Ambassadors of Winnipeg. These artists promote the arts news, professional opportunities, award & grant Source: http://www.winnipegarts.ca, Dec 2010 community in Winnipeg all year and submissions and even ads for studio rental space. ?Arts calendar and cultural mapping perform/create a legacy project in their discipline ?neat public art policy and examples that relate to Winnipeg. City of Winnipeg provides information for residents and visitors on arts and culture through their city portal. It links to the many community organization web sites as well as to Tourism Winnipeg.
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Community Pop size City Department Arts Council/Group
Barrie Arts & Culture Strategic Marketing Plan 2011
Arts Community Marketing Initiatives Resident/Visitor Marketing Initiatives
Guelph, Ont Population: 114,000 (187,000 Wellington County + Guelph) Community & Social Services, Arts and Culture Division
Brampton, Ont Population 433,806 Community Services, Arts, Culture & Theatre
Comments Winnipeg is a very strong arts and culture community and has used the Canadian Heritage “Cultural Capital of Canada” program to heighten arts and culture in the City. The City, WAC and Tourism Winnipeg Portals are well developed and linked for both for the arts community as well as for the residents and visitors. Guelph Arts Council GAC Portal functions as link to artists, arts Consumers can connect through Visit Guelph & Represents 147 members, 16 volunteering, 854 organization and its audiences. Wellington County events Established in 1975 to be umbrella organization Interesting features are: Strong arts and culture presence through the for arts, culture and heritage. Guelph Arts Council ? Portal has two views within same platform. Site 9 Board members, 2 FT staff, 6 contract staff for member artists to link, register their No marketing coordinator The portal acts as a major audience information organization, post events etc. In addition a Developed Gateway to Arts & Heritage portal in source. “What to do?” “What is happening “. different menu for audiences to help them plan 2004. their arts and cultural experiences. Rotating image GAC responsible for connecting arts community window at bottom gives both messages. A link directs one to a summary of the number of and administers the grants and awards (but under ? Arts Directory and Events Calendar are easy and events by type/sector (e.g. performing arts, review). effective to search. festival). ? Bimonthly Arts in Guelph Newsletter City of Guelph, Community & Social Services, Arts ? Plays important advocacy role FAQ tab and the rotating images in window and Culture Division ? Organize art networking sessions Arts communicate news and upcoming events. These are useful to engage consumers City responsible for managing and marketing Schmoozefest public facilities (e.g. River Run Centre, museums). Audience development is mostly the responsibility of the GAC and individual organizations. Since tourism is under the city function as well they coordinate arts and culture tourism information. Source: http://guelpharts.ca Nov 2010 Comments GAC Portal is a bit complicated but quite functional. Not sure how effective it is to a consumer of arts. Funding comes from City of Guelph, provincial gov’t through Ontario Arts Council & Ontario Trillium Foundation. They also fundraise. BAC Portal which appears to be focused on the BAC Portal visitors can search for artists and Brampton Arts Council City of Brampton mandated the BAC through City’s connections with the artists and organizations. The organizations through the arts directory. The Arts site allows members to register and list their newsletter is also available. “Policy of the Arts” in 1983. organization or business, and seek information Responsibilities include: education & about BAC events, promotion initiatives, City of Brampton web site does a good job development, networking opportunities, workshops and awards. BAC is not a granting promoting arts and culture and links visitors to the communications & promotion & advocacy. Core agency. BAC. The City web site provides events and operating funding comes from the City. 12 Board members, 6 staff festivals listing as well as listing of museums & Interesting features are: entertainment venues. Tourism Brampton is also ?Arts directory & events calendar are easy Source: http://www.artsbrampton.ca/ Nov 2010 linked from this site.
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Community Pop size City Department Arts Council/Group
Barrie Arts & Culture Strategic Marketing Plan 2011
Arts Community Marketing Initiatives &effective to search. Very plain format ?Links to quarterly Arts Talk newsletter, semi annual arts guide, youth blog, success stories of artists although it is not very engaging. ?HACE ™ is a BAC initiative in collaboration with the Downtown Task Forces to use arts and culture to revitalize the Downtown. They established an Arts Incubator, a small business mentoring and training centre downtown. HACE has advocated for “multi?tenant” arts centres in the Downtown. Resident/Visitor Marketing Initiatives Another successful initiative has been the Arts in the Open that links the arts community to the downtown farmer’s market. Other outreach initiatives include: ?Novel of the arts – community village celebration during Brampton Day ?Studios of Brampton tour – free 11 studio tour ?BAC annual arts student awards/bursary program? graduating student selected from each high school ?Give the Arts and Hand – linking corporate sponsors to the arts
St. Catherine’s Populations: 129.170 Recreation & Community Services, Program & Cultural Services Department
Comments Brampton has a long history in arts and culture and has a well?established infrastructure. The BAC is directly connected to the City through its mandate and core funding although it is an arm’s length organization directed by a Board of Directors. It appears the City takes a stronger role in the promotion of arts and culture whereas BAC has connected the network in the arts community & celebrates their successes. BAC has had successes to build the business capacity of the arts community through HACE and has used arts and culture for revitalization of Brampton’s downtown. Although Brampton was selected as a Cultural Capital of Canada in 2010 there is no reference to it on the portal. SCAAC Arts Portal for artists and audiences. The St Catherine’s & Area Arts Council Visitors to SCAAC portal can review the events three goals relate to promoting the value of the formed in 2001 under the Municipal Cultural calendar and the member’s listing. It offers an e? arts, advocating on their behalf and to strengthen newsletter and social media links. Policy of 1999. By 2002 a Membership directory their capacity. was produced. 15 Board members Visitors to the City portal can access “Experience The following features are on the portal for 1 staff Things in” and obtain listings regarding exhibits, members: festivals and events, museums and on the same ?Member’s listing (manage profiles) page obtain tourism related links. ?Events calendar (submit events for calendar) Source: http://www.stcartscouncil.ca Dec 2010 ?Opportunities (including audition notices, space rentals, workshops and classes) ?City has financed the Cultural Investment Fund ($150,000) for art projects that “promote civic identity and stimulate economic development and tourism” ?developed Public Art Policy in 2003 SCAAC has supported a revitalization of the downtown with arts and cultural. A performing arts centre is under construction.
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Community Pop size City Department Arts Council/Group
Barrie Arts & Culture Strategic Marketing Plan 2011
Arts Community Marketing Initiatives Resident/Visitor Marketing Initiatives
Comments City portal provides good links to A&C information through the “Experience Things in”. Information is well organized, has links organization web sites and is visually appealing. SCAAC seems to be focusing on the arts community and less on the marketing of the arts. The web site is very text rich and not visually rich. The search functions are basic. The individual member listings offer links to organization web sites. There is not link to the City web site for “experiences in” things to do or tourism services.
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Appendix E PRIZM C2TM: Geodemographic Segmentation
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Created in Barrie: Understanding Barrie’s Arts & Culture Markets 2009
PRIZM C2TM: Geodemographic Segmentation
The Resource Management Consulting Group February 25, 2010
PRIZM C2TM: Geodemographic Segmentation • Tool developed by Environics Analytics Group (ww.environicsanalytics.ca) • Segmentation based on lifestyle data, demographics and geography (PCs + CDs) o 66 clusters developed for Canadian residents o Information about lifestyle and leisure preferences o Insight into effective ways of attracting and marketing to segments o Used by Ontario & Federal governments for tourism, many others (Aeroplan, United Church of Canada, Canadian Cancer Society and more) • Provides more insight into markets than from a single survey Value to City of Barrie Culture • Increase understanding of A&C markets based on… o Behavior o Lifestyles from a variety of perspectives o Geographical distribution o Regional market size • Can be used to… o Strategize and tactically plan to match resident’s o Behavior, interests, preferences o And ultimately engage more people in Barrie’s arts and culture scene Methodology • Identified the PRIZM clusters of our survey sample for o Festivals and events n=549 o Musical performances n=450 o Performing arts n=379 o Visual arts n=254 • Compared our sample to the PRIZM clusters for the combined Simcoe CD and Muskoka CD (not York CD ? different demographics, York CD residents a small proportion of our sample) • Calculated a Barrie A&C Index for each of the 25 PRIZM clusters A&C Index = % of A&C sample % of pop • Lowest score was 0 and highest score was 358 • Then, identified 11 target market PRIZM clusters o Population over 5,000 o Index over 100 o Plus 3 potential clusters • Mapped Target Clusters in Barrie o Current market segments o Potential markets
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Barrie and Region A&C Market Segmentation
Tendency to participate in A&C in Barrie(Index) Middle Income Retirees Mid?income Middle age Families High (300+) Young Educated Families
Apartment Mix
Medium (150?299)
Low (<150)
Additional Potential Markets
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Simcoe? Muskoka Pop
Barrie Arts & Culture Strategic Marketing Plan 2011
Lifestyle Clusters
Index
Performing Arts Music Events
Apartment Mix Profile
Startups& Seniors is a prime example of two lifestyles thriving side by side: a mix of very young and old households, singles and widowers, newly married couples and empty?nesting retirees. Found in older city and suburban neighbourhoods filled with duplexes and low?rise apartments, this bi?modal population has a split marketplace personality. Startups & Seniors households have high rates for going to bars, rock concerts and job fairs as well as enjoying gardening, retirement magazines and crafts projects. But residents share relatively high educational levels—45 percent have gone to college or a university—which result in average incomes, a fondness for the arts and a healthy scepticism towards leaders of government or culture. They show little interest in keeping up with fashion trends and wish society would reduce its preoccupation with money.
5,541
358M
325 P
276E
18,740
230E
212M
207P
Located throughout English Canada in cities as well as small towns, Mobility Blues presents a working?class portrait: a population of young singles, families and single parents who are often on the move, to the point of sometimes feeling aimless. Residents here not only tend to move often, they also have a high rate of employment in transportation, in addition to manufacturing and sales. No one’s particularly well off in Mobility Blues, but residents live decently on their $55,000 annual incomes. They like to visit bars and nightclubs, gamble at bingo halls and horse racetracks, and take the occasional trip within Canada, often staying in their campers or RVs. Entertainment at home typically involves doing crafts, reading entertainment magazines and listening to the radio—country, mainstream rock and classic hits are favourite genres. With many working at tiring industrial jobs, they admit that they’re happy just to relax at home at night.
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Simcoe? Muskoka Pop
Lifestyle Clusters
Index
Performing Arts Music Events
Mid?Income Middle Age FamiliesProfile
Mr. & Ms. Manager is home to Canada’s working couples living in the exurban sprawl beyond the nation’s largest cities. The residents of these communities tend to be prosperous executives who like their toys: boats, computers, home theatre systems and impressive collections of sporting equipment. These families and couples enjoy outdoor activities like golf, skiing, power boating and canoeing. They don’t mind driving their kids to the zoo, national park or a hockey game as long as they get time to take in a variety of exhibitions, from crafts and gardening to boats and investments. And though Mr. & Ms. Manager residents typically commute by car to nearby cities, they enjoy their exurban settings, preferring to go camping over seeing an opera, and driving a pickup truck rather than owning a sport sedan. Widely dispersed across Canada, Fast?Track Families features a mix of families and couples living in upper?middle?class exurban communities. Most of the adults are middle?aged, married homeowners who work in a variety of business and service occupations. Typically located in areas with many outdoor amenities, these households enjoy an array of activities, from fishing, hiking and camping to golf, hockey and baseball. But they are also close enough to big cities to enjoy entertainment like community theatres, pop concerts and pro sporting events. In their homes, most built since 1970, the presence of children can be seen in the popularity of radio?controlled toys, puzzles, pets, computers and video game systems. But having fun is not just for the kids, as the adults consciously strive to leave their work behind by gambling at casinos and enjoying adventure sports like scuba diving and paintball. Found across southern Ontario, Blue?Collar Comfort features large families with middle?aged parents who work at skilled blue? collar and service sector jobs. These high school? and college?educated Canadians have secured well?paying positions—the average income is nearly $89,000—that allow them to pursue upper?middle?class lifestyles. With their school?aged children, these households have high rates for playing baseball, going to theme parks, watching auto races and attending pet, motorcycle and sportsman shows. Around their older single, semi?detached and row houses, relaxation means nothing more taxing than tuning in to TV sports or talk shows. Blue?Collar Comfort consumers have enough money in their jeans to travel—the cluster includes a high percentage of snowbirds—but many of these wage earners are content to go only as far as the local casual dining restaurant or outlet mall for a night out. A collection of upscale exurban communities, God’s Country features middle?aged families and couples living in single?family homes built after 1985. The cluster is concentrated in the small towns orbiting southern Ontario’s cities, and most residents commute to city jobs while taking advantage of leisure activities beyond the downtown hustle. With more than half of all households filled with children, God’s Country scores high for participating in baseball, basketball, hockey and football. The adults like to play golf, go canoeing, watch horse races and attend garden, home and ski exhibitions. To get to their leisure activities, they tend to drive SUVs and trucks, preferring to buy any nameplate as long as it’s made in Canada. Individualistic and somewhat anti?establishment, these Canadians describe themselves as family?oriented, religious and wary of traditional institutions and authority figures.
6,270
205M
199P
183E 15,502
165M
160E
134P 62,623
128M 128E 128P
43,235
141P
127M
130E
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Barrie Arts & Culture Strategic Marketing Plan 2011
Simcoe? Muskoka Pop
Lifestyle Clusters
Index
Performing Arts Music Events
Middle Income Retirees Profile
Nearly Empty Nests is a haven for married couples over 55 years old whose older children either still live at home or have already flown the coop. Concentrated in several dozen towns, small cities and second?tier metros of English Canada, these residents on the cusp of retirement have achieved midscale incomes from years of working at white?collar and service sector jobs. With discretionary income from their emptying households, they engage in a wide range of leisure pursuits. They have high rates for going to casinos, dinner theatres and film festivals, and it’s difficult to find a show they don’t frequent—whether for boats, pets or travel. For exercise, they enjoy golf, curling, gardening and aerobics. They have enough money to travel the world, but they make sure their investments are sufficiently funded for the future. Many are price?sensitive consumers with a fondness for second?hand stores, loyalty programs and warehouse clubs. One of the oldest lifestyle types in Canada, Grey Pride is filled with over?60 singles, couples, widows and widowers living in urban? and suburban?fringe apartments. Getting by on comfortable fixed incomes, these residents maintain a relaxed lifestyle, cooking and doing crafts at home, and socializing with friends at the community theatre, ballet, racetrack or art gallery. The chief entertainment for many is television—many own home theatre systems—and residents are big fans of talk shows, game shows, hockey matches and figure skating. Concerned about their advancing years—one in four are over 75—this cluster’s residents score high for buying prescription drugs, having a will and protecting the environment for future generations. Frequent donors to alumni and political groups, they worry that humankind is heading toward major upheavals and they look to these organizations for leadership in a changing world.
6,596
378P
319E
318M
9,869
309P
307M
271E
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Barrie Arts & Culture Strategic Marketing Plan 2011
Simcoe? Muskoka Pop
Lifestyle Clusters
Index
Performing Arts Music Events
Young Educated Families Profile
Scattered across the provinces, Suburban Rows is composed of younger, middle?class immigrant families living in suburban and urban row houses. More than a quarter of cluster residents are classified visible minorities: 6 percent black, 6 percent South Asian and the rest a mix of Chinese and other nationalities. Despite many having university and college educations, these newcomers mostly work in service sector jobs, earn average incomes and have low?key lifestyles. They have high rates for playing soccer, jogging, swimming and skateboarding. And a big date is taking the kids to a carnival, video arcade or music festival. They rarely go shopping unless it’s to an outlet mall, but they do manage to acquire the latest technology, including computers and MP3 players. Admitting that they rarely go to boutiques, gourmet supermarkets or fancy restaurants, the parents of these growing families say that they don’t need a lot of money to enjoy life. White Picket Fences is a collection of one?time farm hamlets rapidly evolving into bedroom suburbs filled with young, working?class families. Half the adults are under 44, about a quarter of households are headed by single parents and a majority of children are toddlers and pre?teens. With their high school educations and blue?collar and service jobs, these residents tend to have busy, youthful lifestyles. The adults like to spend time outdoors playing golf, boating and watching auto races and soccer matches. Their children enjoy skateboarding, in?line skating, visiting video arcades and going to zoos and aquariums. T hese young families are a strong market for an array of leisure products, and they have high rates for buying PCs, video game systems, ATVs and campers. But to maintain their active lifestyle, they use credit liberally, taking out auto loans, using debt consolidation services and carrying a personal line of credit. Younger multi?ethnic families with pre?school children have turned Pets & PCs into the largest lifestyle type in Canada. Scattered around the nation’s larger cities, the group contains an increasing number of immigrants from South Asia, China and Europe. No segment has a greater concentration of new housing, and many of the residents have settled into single? home and row house subdivisions. With their upscale incomes, they have crafted an active, child?centred lifestyle. They participate in a number of team sports, including baseball, basketball, hockey and soccer, shuttling kids and gear to games in minivans and SUVs. On weekends, they head to kid?friendly destinations such as zoos, theme parks and aquariums. They fill their homes with an array of computers and electronic gear, telling researchers that they enjoy buying new products “just for the sheer joy of the novelty.”
8,224
227M 202P
151E
8,626
216M
188E
112P 52,494
208P
204E
175M
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Simcoe? Muskoka Pop
Lifestyle Clusters
Index
Performing Arts Music Events
Potential Markets Profile
The Exurban Crossroads cluster is distinctive in its ordinariness: younger, middle?class households with lots of children, living in small cities and satellite towns. The educational levels here range from high school to community college. And most residents have parlayed well?paying blue?collar and service sector jobs into midscale status and outdoorsy lifestyles. Exurban Crossroads households enjoy camping, boating, swimming and visiting national and provincial parks. The adults here have active social lives, with high rates for going to bars, nightclubs, rock concerts and comedy clubs. At home, these families like to make crafts, play video games and listen to music. Their conservative social values are typical of smaller cities and towns: they’re pro?Canadian identity, sceptical towards big business and unconcerned about status recognition.
Located in industrial cities and towns across southern Ontario, Lunch at Tim’s consists of a mix of mature and young, blue?collar and service workers living in older homes and apartments. They’re the kind of tight?knit communities where residents enjoy socializing at local eateries like Tim Horton’s. Few clusters score higher in the popularity of sandwich shops, drive?throughs and take?out restaurants. Predominantly white and working?class, these Canadians have crafted rustic lifestyles filled with fishing and hunting, baseball and hockey. They’ll occasionally splurge on a visit to an arts and crafts show, community theatre or racetrack. But these folks are more concerned about hanging on to their paycheques than gambling them away on horses or video lotteries. In fact, Lunch at Tim’s residents tend to shop at outlet malls and second?hand stores, and they join nearly every retail loyalty program they come across.
6,140
163M
113P
93E
36,030
110M
85E
81P
4,789 0E 0P 0M
Money & Brains seem to have it all high incomes, advanced degrees and sophisticated tastes to match their credentials. Many of these Canadians are empty?nesters or married couples with university?aged children who live in older, fashionable homes in urban and suburban neighbourhoods. With 45 percent holding university degrees, Money & Brains consumers exhibit cultured sensibilities in the marketplace. They have high rates for going to the theatre, symphony, art galleries and the ballet. At home, they listen to radio stations and subscribe to business, news and travel magazines. A politically active cluster, residents here rank high for working on community projects, serving as volunteers and writing letters to public officials. They also support a long list of philanthropic causes, exercising their well?developed social conscience with both their time and money.
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doc_631416191.pdf
In the 19th century, the term developed to refer first to the betterment or refinement of the individual, especially through education, and then to the fulfillment of national aspirations or ideals.
Creating Cultural Connections
Barrie Arts and Culture Strategic Marketing Plan 2012-2014
Prepared for
City of Barrie Department of Culture
Prepared for
The Department of Culture City of Barrie
Prepared by
The Resource Management Consulting Group
www.rmcg.ca
January 2012
The Artists
for the Artists of Barrie
Let us craft a city – give it all our gifts, stuff of dreams and legends and faces of our people. Let us imagine moorings of light in Venice, boulevards of a reborn Paris, or a harborscape like Stockholm. Does its raw clay sing to you and fill you with ideas, avenues where stars are born, and summer afternoons a sculpture? Would it be as real in winter when snow falls as a blanket with silence to let you dream and its words become a book? Speak volumes for what you love. You are the story of this place, the narrative of every footprint your journeys have yet to map by Bruce Meyer, First Poet Laureate, City of Barrie
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Contents
1 Introduction .................................................................................................................................................. 4
Need for a Strategic Arts and Culture Marketing Plan .......................................................................................... 4 Objectives of the Plan ............................................................................................................................................ 4 How to Use the Plan .............................................................................................................................................. 5 Definitions ............................................................................................................................................................. 5 Development of the Plan ....................................................................................................................................... 6 Input to the Plan .................................................................................................................................................... 7 2 Barrie Arts & Culture Strategic Marketing Plan ............................................................................................. 9 Strategic Vision for Arts and Culture in Barrie ...................................................................................................... 9 Time Frame for the Plan ........................................................................................................................................ 9 Strategic Opportunities Identified through the Planning Process ........................................................................ 9 Recommendations ............................................................................................................................................... 10 Summary of Actions for the Recommendations ................................................................................................. 13 Measuring Success .............................................................................................................................................. 15 Arts Sector Marketing Roles & Responsibilities .................................................................................................. 16 Disseminating the Plan ........................................................................................................................................ 18 Annual Review and Update ................................................................................................................................. 18 3 Recommendations and Detailed Actions ................................................................................................... 20 4 Analysis of Barrie’s Arts & Culture Marketing Situation ............................................................................. 36 Inventory of Barrie’s Arts and Culture offerings ................................................................................................. 36 Market Assessment ............................................................................................................................................. 37 Review of Planning Documents & Research Reports .......................................................................................... 39 Community Comparisons .................................................................................................................................... 39 Product?Market Match Assessment .................................................................................................................... 40 SWOT Analysis ..................................................................................................................................................... 42 Appendix A ? Created in Barrie Executive Summary ............................................................................................... 43 Appendix B ? Review of Planning Documents and Research Reports ..................................................................... 48 Appendix C ? Barrie Arts & Culture Organizations and Waterfront Events ............................................................. 57 Appendix D ? Marketing Initiatives in Simcoe County and Other Selected Communities ...................................... 62 Appendix E ? PRIZM C2TM: Geodemographic Segmentation ................................................................................. 69
3
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
1 Introduction
Need for a Strategic Arts and Culture Marketing Plan
The Barrie Arts and Culture Strategic Marketing Plan has been prepared as an overall framework for marketing Barrie’s arts and culture products, a need identified in Barrie’s Culture Plan, Building a Creative Future (2006). Although Barrie’s arts sector contributes significantly to the city’s economy and quality of life, marketing this sector has been largely the responsibility of individual artists and organizations. In 2010, the Department of Culture completed a market study of the audience for arts and culture in Barrie and its surrounding region (based on 1,400 interviews of Barrie and regional residents). Created in Barrie: Understanding Barrie’s Arts and Culture Markets documents arts participation and behavior for Barrie and regional residents, and identifies opportunities to grow the market for Barrie arts and culture products (Appendix A). This Strategic Marketing Plan, Creating Cultural Connections, builds on the understanding gained through the research and identifies market opportunities and suggests actions for Barrie’s arts and cultural sector. Implementing the plan will benefit: 1. Barrie’s and the Region’s Residents through increased participation in Barrie’s arts and cultural offerings, cultural enrichment and increased community pride, 2. Barrie’s Arts and Culture Community by increasing audiences and support, developing a more cohesive community and providing new opportunities for more offerings, and 3. The City of Barrie by creating a cultural community identity, enhancing the overall quality of life in the community and recognizing the role of culture as an economic driver. Some of the recommendations will be adopted by the Department of Culture1 as part of its Business Plan; others may be assumed by the Barrie Arts and Cultural Council or by other arts organizations and individuals of the community and region. The DOC has taken on the role of a leader and facilitator, but ultimately the success of the plan will depend on the desire and collaborative actions of the City, stakeholders and individuals to build and market the creative city envisioned in the 2006 Plan for Culture.
Objectives of the Plan
This Strategic Marketing Plan sets out to maximize the regional market potential of Barrie’s visual, performing, culinary and heritage offerings by: • Complementing the existing strategic directions of arts and culture organizations, as well as stakeholders such as the Economic Development Department, City of Barrie, Georgian College, Tourism Barrie and Downtown Barrie, • Developing recommendations and actions for penetrating the local market over a three?year time period,
The City of Barrie Department of Culture (DOC) was formed in 2008 in response to the adoption of the report Building a Creative Future by City Council. The DOC was tasked with responsibilities: oversight of the arts, building infrastructure and developing a Business Plan to support the City’s decision?making regarding culture.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 • • Identifying criteria for measuring outcomes, and Recognizing that ultimately, success results from the combined marketing efforts of the City of Barrie, stakeholders, arts and culture organizations and individual artists.
How to Use the Plan
This plan can be used by all organizations and individuals involved in arts and culture in Barrie and the region. It is hoped that by aligning strategies and actions, the arts and culture community will strengthen existing markets and reach its market potential. Time frame for the plan is approximately 3 years. Because it will be implemented by a number of independent organizations, it should be reviewed annually and updated as actions are implemented and new ideas rise to the surface.
Definitions
Arts & Culture Culture can be thought of as the beliefs, attitudes, customs and practices of a people and their relationship to place. It is found in many creative activities, the visual and performing arts, the literary arts, crafts, heritage, festivals and events, electronic arts such as film, new media and video, culinary arts, design art (both graphic and industrial), as well as civic arts and in our relationship to our landscape through urban design, architecture and public art. The arts occur not only in concert halls and theatres, they happen in libraries, bookstores, galleries, educational institutions, private studios, parks, museums and heritage properties, to name but a few. The arts occur wherever we are, whether reading a book in our homes, listening to the cd player in our car or attending an event at a local theatre.2 For this strategic marketing plan, arts and culture is narrowly defined as those activities that are of a creative nature and fall within the areas of visual, performing, culinary arts and heritage and are potential economic drivers for the City of Barrie. Marketing vs Advertising The overall goal of marketing is to build strong customer relationships and may be defined as: A set of business practices designed to plan for and present an organization’s products or services in ways that build effective customer relationships.3 For this plan, the marketing goal is to strengthen the relationship of Barrie and regional residents with Barrie’s arts and culture offerings as active participants, supporters or audience. Advertising (paid and through media partnerships) is one of many tools that can be used to nurture this relationship.
Definition from the City of Barrie, Department of Culture Request for Proposal for the Provision of Arts and Culture Marketing Plan, August 2010. 3 The Canadian Marketing Association, www.the?cma.org
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Participation in Arts and Culture For this plan, participation in arts and culture is considered broadly and includes: involvement of artists, taking part in arts education, purchasing tickets, supporting artists, volunteering and financially supporting the arts sector.
Development of the Plan
The Barrie Arts and Culture Strategic Marketing Plan was developed over the course of four months in consultation with many artists, organizations and a stakeholder consultation group using a four?phase approach. Phase 1: Project Orientation and Assessment of Arts & Culture Offerings City and stakeholder planning documents were reviewed and assessed for their impact on marketing arts and culture in Barrie (Appendix B). An inventory of Barrie’s arts and culture offerings was assembled from a variety of sources because a cultural map does not exist. The inventory captured in the order of 80 arts and cultural organizations, but the majority of small independent artists and commercial establishments still need to be identified. Barrie’s waterfront festivals and events were inventoried to identify key offerings from a cultural perspective (Appendix C). A comparative analysis of other communities was completed to capture best marketing practices. Communities of similar population size to Barrie (Guelph, St. Catherines) and other larger successful culture communities (Brampton, Winnipeg & Greater Pittsburgh) were examined. In particular, the web portals were examined along with the relationships among the municipality, art councils and tourism destination marketing organizations. In addition, the communities of Orillia, Midland, Collingwood and South Simcoe were examined to determine the Barrie’s position in the regional market place (Appendix D). The marketing research of the arts and culture markets for Barrie and region (Created in Barrie) was reviewed and summarized (Appendix A). The Geodemographic Analysis conducted as part of that project is presented in Appendix E). A preliminary SWOT (strengths, weaknesses, opportunities and threats) analysis was completed based on the research described above. It was refined and expanded throughout the subsequent phases of the project (Section 4). Phase 2: Arts and Culture Participant Consultation A Consultation Group was formed to incorporate representation from Barrie’s diverse arts and culture sector in the preparation of the plan. Twenty artists or representatives of arts organizations were interviewed and 15 participated in an evening workshop to discuss the SWOT of Barrie’s arts and culture and explore marketing ideas directed to four key strategic issues for marketing Barrie’s arts sector. Additional consultation with Department of Culture, BACCC, Downtown Barrie and other stakeholders was undertaken to further clarify and refine marketing ideas and build the marketing recommendations. 6
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Phase 3: Draft Strategic Marketing Plan Four key strategic issues were addressed and then fifteen key recommendations for marketing Barrie’s arts sector were developed, rationalized and actions identified. The plan outlines a strategic direction for Barrie in the next 10 years and sets outcomes and measures of success (Section 2). The draft plan was reviewed and discussed with the Department of Culture to determine priorities and validate some of the recommendations. Phase 4: Finalize a Draft Arts and Culture Strategic Marketing Plan A second workshop was held with the Consultation Group to get feedback regarding the strategic direction and recommendations. This group was also consulted regarding best ways to disseminate the marketing plan and build a collaborative approach for implementation with Barrie’s arts and culture organizations.
Input to the Plan
Numerous individuals and organizations provided input to this plan, either through interviews or participation in workshop sessions. The individuals represented artists, businesses and organizations. Some of the individuals spoke on behalf of themselves as artists.
Caribbean Cultural Institute Ricardo Rowe Awkward Stage Alana Sproule Barrie Arts & Culture Council Chad Ballantyne Damian Lopes Jill Price Marc Hill Sarah Lochhead Barrie Concert Association Bruce Owen Barrie Farmer’s Market Lucy Ricardo Barrie Film Festival John Van Der Marel Barrie Folk Society Elaine Murray Barrielicious Ryan Traversy City of Barrie Eric Hodgins Hany Kirolos City of Guelph AsteroKalogeropoulos Community & Social Services Arts and Culture Division Destination Development Roger Brooks International CEO Downtown Barrie BIA Craig Stevens Georgian College Ted Fullerton Bruce Meyer Ron McDonald Greater Pittsburg Arts Council Maggie Johnson Director, Marketing & Audience Development Grey & Simcoe Foresters Mariella Rowan Huronia Symphony John Blaise Kempenfest Tom Aikins Kempenfelt Community Players Julie Underhill King Edward Choir Margaret Baker Trudy Patterson MacLaren Art Centre Carolyn Bell?Farrell Sue?Ellen Boyes Simcoe Contemporary Dancers Sarah Lochhead
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Talk is Free Theatre Theatre by the Bay Tranter Institute Tourism Barrie Individuals Andrea Roylance Larissa Mair Glenn Coulson Monica Tranter Kathleen Trainer Barry Peacock Tracy Martin Don Stuart Akiko Currie William More Frances Thomas John Lister Kathryn Stephenson Ted Handy
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
2 Barrie Arts & Culture Strategic Marketing Plan
The whole is more than the sum its parts ?Aristotle, Metaphysics
Strategic Vision for Arts and Culture in Barrie
In 10 years... Barrie will be recognized as the regional hub for arts & culture, including visual, performing and culinary arts, literature and heritage. Barrie’s artists & organizations will be sustainable, know each other, know their local and regional audiences & align their offerings. Barrie’s arts and culture scene will be integrated with the sports, recreation & leisure activities of Barrie and the region. Arts and culture will have a central concentration in Barrie’s downtown and waterfront, but art will be everywhere in Barrie ? public spaces, arenas, libraries, schools, shopping centres. We will see it... hear it... read it... taste it! It will enrich our lives!!!! Arts and culture will be a key contributor to the quality of life of Barrie and regional residents. Barrie will be a vibrant community that attracts more artists, more residents, more visitors and more businesses... Arts and culture will be an economic driver for the city.
Time Frame for the Plan
The implementation time for this Strategic Marketing Plan is 3 years. Some major infrastructure changes have occurred previously and some are anticipated during this time period that will affect Barrie’s cultural product offerings: the Mady Centre for the Performing Arts was opened in the fall of 2011, Downtown Barrie BIA will raise its profile as its Master Plan and Marketing Plan unfold and changes to public, outdoor performing spaces are articulated in the Waterfront Master Plan and are implemented. Over the next 3 years, the Barrie Arts and Cultural Council will grow and solidify its role in Barrie’s arts community, existing organizations will grow and experience change and new artists and organizations will emerge. As it is impossible to anticipate in an exact manner, how these changes will unfold, this plan focuses on marketing Barrie’s current assets, preparing to market future cultural products and has been prepared in a format meant to facilitate annual updating.
Strategic Opportunities Identified through the Planning Process
The analysis of strengths, weaknesses, opportunities and threats undertaken while preparing the plan, combined with the consultation process, market analysis and product assessment (Section 4) revealed that there is a gap in the ability of Barrie’s arts sector to market to Barrie and regional residents. Individual arts organizations and artists have very small marketing and advertising budgets, most have limited business training and few are able to track the effectiveness of their marketing efforts. Barrie’s arts and culture sector is beginning to work collectively, however, it does not have an effective umbrella marketing organization with a unified consistent message and as of now, a central source for arts information is in the embryonic stage.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Four strategic marketing opportunities have been identified • Enable more effective marketing by Barrie’s artists and arts organizations Artists are rarely trained in the business of the arts. With the exception of several organizations representing professional artists, most do not have marketing plans that define participation, articulate their niche in the market place and explore ways to reach audiences. Barrie’s individual arts organizations and artists have responded positively to short courses offered by DOC, and there are more opportunities to build on this initiative. Build collaborative marketing capacity within Barrie’s diverse arts sector Barrie has over 80 organizations representing performing, visual, literary and culinary arts and heritage (Appendix C), plus a myriad of independent artists. Collaborative marketing initiatives are beginning to emerge, and these can be encouraged. By building shared marketing tools, promoting the strongest market?ready products and celebrating achievements, the arts sector could enhance individual organization’s marketing capacity, stretch limited advertising budgets and achieve a higher profile in Barrie and the region. Engage Barrie & regional residents as active participants within Barrie’s arts sector The Barrie and region market research determined that residents do not find it easy to access information about participating in Barrie’s arts and culture scene. This is particularly true for new residents and regional residents. Increased exposure to Barrie’s arts opportunities in traditional and innovative ways, will increase participation and build a stronger arts sector. Focus arts sector marketing on Downtown Barrie and the waterfront The City of Barrie and the Downtown BIA are laying the foundation for Downtown Barrie to be Barrie’s arts and culture centre. Existing offerings in the artistic, entertainment and cultural districts designated in the Downtown Master Plan, combined with the new Mady Centre for the Performing Arts and redevelopment of waterfront parks to accommodate outdoor theatre and gathering places will solidify the Downtown’s role. Raising awareness of arts and cultural opportunities and consistent marketing by all stakeholders is essential to grow markets and grow offerings.
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Recommendations
Fifteen recommendations address these four strategic opportunities: Enable more effective marketing by artists & organizations 1. Build Marketing Capacity: Continue to Offer Marketing Short?Courses for Artists/Organizations During the past two years, DOC has offered 10 short?courses for artists and organizations covering marketing and marketing?related topics. The uptake for the courses has been strong, with between 20 and 40 individuals participating in each course. Clearly, the arts community is looking for support, and this could be developed into a more regular series of courses. The DOC will explore additional opportunities such as the creation of a marketing think thank made up of local marketing professionals who are willing to provide a forum for support of arts organizations and individuals as they carry out the recommendations of this plan.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 2. Share Marketing Resources: Develop a Digital Marketing Resource Centre Marketing resources should be available online to support the marketing short courses for artists and organizations. Aided by Communications, the DOC will create an online library and resources center to ensure sector participants and supporters access to marketing tools and helpful information. 3. Know Your Audiences: Facilitate Ongoing Audience Research Collaborative audience research, using a standardized questionnaire, would help organizations better understand their markets. The research could build on the ongoing audience research being led by DOC at festivals and events. There are opportunities to build on partnerships with Tourism Barrie, the Barrie Arts and Cultural Council and others who are vested in ongoing measurement and analysis of audience and attendance trends. The DOC has already taken a leadership role in audience research but will continue to work with professionals, institutions and culture sector participants to maximize the returns from investments made in audience research. All culture sector participants will be encouraged to engage in on? going audience research and to find ways to share data and analyses for the benefit of the sector as a whole. Build collaborative marketing capacitywithin Barrie’s diverse arts sector 4. Brand for Visibility: Develop and Implement Barrie Arts and Culture Brands The DOC should have a word mark and communication strategy that builds on the strength of the City of Barrie brand. It will be used to brand the city’s cultural initiatives and its support for other organisation’s cultural initiatives. The BACC brand should be used to brand the activities of their organization as an umbrella group representing the artists and organizations of Barrie’s arts and culture community. Key sector leaders like the MacLaren Art Centre must lead the way in the strengthening and marketing of Barrie’s leading arts and culture brands. New and less established brands will benefit greatly from this. 5. Connect the Artists: Create and Launch the Barrie Arts & Culture Portal for Artists The BACC is developing a Barrie arts and culture web portal with non?financial support from the DOC. The DOC will support the BACC by encouraging artists and organizations to register with the portal and participate in the initiative. The part of the portal for the artists is scheduled to be launched in 2011. Initially, it will be used to create a comprehensive data base of Barrie’s arts and culture community. In order to become the primary communication link for the cultural community, the artists and organizations must perceive value in registering with the portal, keeping their own information up?to?date and using it to communicate with others. 6. Celebrate: Recognize Cultural Achievements Often The achievements of Barrie’s cultural community should continue to be celebrated annually through the Barrie Arts Awards. Raising the profile of this event will also raise awareness of Barrie’s arts and culture offerings and their importance to Barrie residents. In 2011 the Arts Awards had TD Bank as its lead sponsor, CTV as its television sponsor and was covered extensively by the local channel in their evening and morning news coverage. The Arts Awards should eventually be grown into a televised event with strong private sector support and involvement. 7. Market the Strongest: Strengthen and Promote Barrie’s Marketing?Ready Products Marketing should focus on the four arts and culture disciplines ready to be marketed as arts and culture products: Visual Arts, Music Performance, Theatre and Signature Festivals. This will help Barrie develop a cultural identity, based on its recognized strengths. 11
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 8. Uniquely Barrie: Develop a New Distinctive Barrie Arts and Culture Product Barrie needs a uniquely Barrie arts and culture initiative that will bring artists together while exciting and engaging a broader audience. It should be strong enough and authentic enough to ignite interest in Barrie as the regional hub for arts and culture. The initiative could begin with a few strong offerings, but should ultimately capture the interest and participation of all arts and culture disciplines. Engage Barrie & regional residents as active participants within Barrie’s arts sector 9. Reach Out Virtually: Create and Launch the Barrie Arts & Culture Portal for Residents and Visitors As part of the City of Barrie’s website, this portal would be the “go to” source for residents and visitors for current up?to?date information about Barrie’s arts and cultural offerings. This portal must be easy to use, attractive and always up?to?date in order to be perceived as offering value to residents, visitors and other organizations. Links with Tourism Barrie, Hoteliers, Resorts, and recreational and cultural destinations will be important to an arts and culture portal. 10. Reach Out through Traditional Media: Work towards a Barrie Arts & Culture Guide (print) Building on the Arts Portal, Barrie should work towards eventually producing a full colours arts and culture guide to build local and regional awareness of Barrie’s arts and culture scene. First steps include optimizing the positioning of Barrie’s marketing?ready cultural products in regional magazines and the Visitor Guide. Opportunities exist to maximize penetration of arts and culture messaging to residents who research revealed, still consume traditional media. 11. Use City Media Connections: Take Full Advantage of Existing City of Barrie Marketing Opportunities As a corporation, the City of Barrie communicates with residents through a variety of media including its website/newsletter, City Page, press releases and Recreation Guide. DOC, in partnership with the Communications Department, should evaluate and determine how each of these can be used to raise the profile of Barrie’s arts and culture products and work with City Departments to ensure that these products gain prominence. Our ongoing media efforts have met some success and there is much strength to build on. The Communications Department has created an on?line newsletter and DOC needs to maximize the benefits to be derived from its effective use. 12. Use City Buildings: Increase Presence of Arts & Culture in/on Barrie Public Buildings Barrie’s public buildings present opportunities to cross?market Barrie’s cultural opportunities and expose more people to Barrie’s cultural pursuits. Initiatives should include culture marketing displays as well as permanent and changing art. Presentation systems must be flexible enough to be effective in a variety of settings and all information reviewed and approved in keeping with the City of Barrie’s existing protocols and standards. 13. Position Festivals: Develop a Barrie Events Strategy that Nurtures Arts and Culture Barrie has over 20 waterfront/downtown festivals and events between April and Thanksgiving. Sixteen of these incorporate arts and culture. An overall strategy is needed to co?ordinate the events, capitalize on opportunities for arts and culture and better utilize event venues. Focus arts sector marketing on Downtown Barrie and the waterfront 14. Align Marketing & Messages: Co?ordinate Promotion by Downtown Stakeholders Three stakeholders (DOC, Downtown Barrie and Tourism Barrie) promote Downtown Barrie and its cultural opportunities to Barrie residents and visitors. They must collaborate to invest in clear, consistent
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 messaging that is strong enough to entice people to the downtown, year round and to promote the waterfront culture opportunities as they are created. 15. More Public Art: Use Public Art to Raise Awareness of Arts and Culture in Barrie DOC should guide the Public Arts Policy through City Council and in collaboration with Downtown Barrie, the MacLaren, Georgian College and City Departments, work towards developing the arts and entertainment districts identified in the Downtown Barrie Master Plan. Public art installations will raise awareness, recognition and identification of Downtown Barrie as a creative place. Business and property owners should be encouraged to enhance their buildings and streetscapes by displaying public art.
Summary of Actions for the Recommendations
The following table summarizes the actions and timing for each of the recommendations. More detailed descriptions can be found in Section 3.
Recommendations/Actions Ongoing Year 2012 2013 2014
Enable more effective marketing by artists & organizations
1. Build Marketing Capacity: Offer Marketing Workshops &Short?Courses for Artists/Organizations Conduct workshops & workshop evaluation x x Build a business plan & curriculum for the Marketing Workshops x Secure delivery partners for immediate and longer term workshops x Plan portal presence for workshops and online forum Design advertising for electronic media & print Build portal content & engage participants for continuous questions & feedback 2. Share Marketing Resources: Develop a Digital Marketing Resource Centre Review the City’s website and portal capability to host the resource centre x Explore partnership opportunities with Georgian College/others x Build an initial top 30 resources for marketing arts and culture Design and approve a resource contribution form Review and update every two months to ensure timely/relevant materials Review portal statistics for downloads 3. Know Your Audiences: Facilitate Ongoing Audience Research Audience research for city events x x Build interest and collaboration for audience research x Design questionnaire, sampling plan, interviewer training guidelines & online form x Acquire necessary tools and execute audience research studies Prepare & share project reports & annual comparative summary Conduct Created in Barrie II audience research x x x x x x x x x x
x x x x x x x x
x x x x x x x
Build collaborative marketing capacity withinBarrie’s diverse arts sector
4. Brand for Visibility: Develop and Implement Barrie Arts and Culture Brands
Based on City Brand, develop Department of Culture word mark & communication strategy Align with Department of Economic Development Implement the Barrie Culture word mark & communication strategy Continue supporting and partnering with the Barrie Arts & Cultural Council brand Barrie Arts & Culture Council Communication Strategy
x
x x x x x 5. Connect the Artists: Create and Launch the Barrie Arts and Cultural Council’s Portal for Artists Clearly define role and responsibilities for developing and maintaining the portal x x
x x
x x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Recommendations/Actions
Establish the priority and secondary functions of portal and timeframe Design the portal for form and function, pretest and launch Communicate the launch Design other functions based on user needs & priorities
Ongoing x x x
Year 2012 2013 x x x x x x x x x x x x x x x x x
2014
x x x x x x
6. Celebrate: Recognize Cultural Achievements Often
Establish arts awards planning committee: plan for next year. Plan and hold arts awards Acquire private sector partners. Seek TV partner. Sponsorships etc. Evaluate & broaden purpose of awards with feedback from attendees Plan and hold the Annual Update annually perhaps with the Awards Determine Arts Newsletter purpose, look, length & distribution Newsletter distribution
x
x
7. Market the Strongest: Strengthen and Promote Barrie’s Marketing?Ready Products Expand Barrie Applause Pack throughout the arts sector x
Bring together organizations to build stories, images and materials Design consistent A&C communication message for arts products in all media Share communication messages with other groups Create networking sessions to build collaboration within product groups
x x x x
x x x x
8.Uniquely Barrie
evelop A New Distinctive Barrie Arts and Culture ProductInitial meeting with DOC and few organizations Host first workshop with interested groups ? define theme, scale and scope Further research to support decisions Host second workshop – confirm scale and scope and champions, next steps New Product Launch New Product Growth
x x x x x
Engage Barrie & regional residents as active participants within Barrie’s arts sector
9. Reach Out Virtually: Create and Launch the Barrie Arts & Culture Portal for Residents and Visitors Review functions of Barrie’s existing online arts and culture resources x x Clearly define roles and responsibilities for new portal x Establish the priority and secondary functions of the resident & visitor portal x Design the portal for form and function, pretest and launch x Communication strategy for launch x Design other functions based on user needs & priorities x 10. Reach Out Traditionally: Work Towards a Barrie Arts & Culture Guide (print) Continue to expand arts & culture presence in Barrie Visitor & Events Guides x x x x Review & evaluate existing magazines/guides x Meet with publishers x Develop advertising/promotion strategy for marketing ready A&C products x Develop seasonal ads promoting Barrie’s A&C products x x Seasonal story ideas about Barrie’s arts and culture products x x Consider publishing Barrie arts & culture regional guide x 11. Use City Connections: Take Full Advantage of Existing City of Barrie Marketing Relationships & Opportunities Branding & strategic use of City Page x x x x Branding and strategic use of press releases x x x x Review guides of other municipalities x Discuss with Recreation Department x Implement Recreation & Culture Guide x 12. Use City Buildings: Increase Presence of Arts & Culture in/on Barrie Public Buildings
Assess all city facility for potential information display sites, and inventory existing information distribution and art display practices
x
x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Recommendations/Actions
Decide on and implement arts and culture information display system Keep information up?to?date Assess city buildings in the context of the Public Art Policy
Ongoing
Year 2012 2013 x x x x x x x x x x x x
2014
13. Position Festivals: Develop a Barrie Events Strategy that Nurtures Arts and Culture Stay connected with Parks Planning re redevelopment of Waterfront Parks x Track audience profiles and satisfaction input to events strategy x Include Festival & Events Strategy in DOC budget x
Develop Barrie festival & events strategy and e?calendar Implement Strategy and e?calendar
x x
x
Focus arts sector marketing on Downtown Barrie and the waterfront
14. Align Marketing & Messages: Co?ordinate Promotion with Downtown Stakeholders Build strong g relationships with Downtown Barrie BIA to market the arts sector x Build a strong relationship with Tourism Barrie for marketing the arts sector x
Ensure that strategies and messages of major stakeholder organizations align Engage downtown artists & organizations with marketing initiatives
x x x x x x x
x x x x
x x x x
15. More Public Art: Use Public Art to Raise Awareness of Arts and Culture in Barrie City of Barrie adopt Public Arts Policy x
Collaborate with MacLaren, Georgian College, Barrie Art Club &Private sector Assess locations and opportunities Investigate public and private funding opportunities
x x x
x x x
Measuring Success
Based on these recommendations, the following Measurable Objectives are set for the next three years: By the end of 2012 Artist web portal launched with over 100 members registered Department of Culture word mark & communication strategy incorporated in all DOC communication Audience research implemented at key signature festivals and shared with arts community Arts Award Celebration with over 200 attendees Coordinated Barrie arts and culture product promotion with at least 2 other partners (Tourism Barrie and media partner) Two new marketing courses delivered to artists and arts organizations with at least 20 participants Public Arts Policy adopted by City Council A&C presence in two Barrie community facilities/venues By the end of 2013 Branded A&C presence in Barrie Recreation and Culture Guide Artist web portal launched with over 200 members registered Resident web portal launched with site visit tracking in place Barrie Events e?Calendar officially launched for winter 2012 with site visit tracking in place Barrie Festival Strategy completed and implemented Two more new marketing courses for artists and organizations with at least 20 participants Digital Marketing Resource Centre launched with over 30 resources and tracking over 200 downloads annually Host two facilitated meetings for brainstorming a new Uniquely Barrie A&C product Audience research at 3 offerings
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 By the end of 2014 Launch of a uniquely Barrie A&C product & track success Commissioned public art under new Public Arts policy A&C presence in all Barrie community facilities Measurable changes in awareness and participation tracked by replicating 2009 study Created in Barrie
Variable Resident participation in Barrie’s A&C Regional participation in Barrie’s A&C Satisfaction with signature festivals Identified focal point for growing A&C Recognizable A&C Products 2009 50% 20% 7.3/10 NA NA Year 3 Goal 70% 30% >8/10 Downtown Barrie Music, theatre, visual arts & festivals
Arts Sector Marketing Roles & Responsibilities
Within the arts sector, arts groups and individual artists market their own offerings. In addition, four organizations, the Department of Culture (DOC), Barrie Arts& Culture Council (BACC), Downtown Barrie BIA and Tourism Barrie also have key roles in marketing the sector. This plan is intended to support these initiatives and open new collaborative opportunities. Department of Culture The DOC was formed in 2008 to implement Barrie’s Plan for Culture, Building a Creative Future, ensuring community input. DOC has three areas of focus: development, programming and marketing of the arts sector.
Ongoing Arts Sector Marketing Initiatives: DOC promotes cultural organizations, cultural industries and cultural activities to cultural consumers. • City of Barrie and Community Events? are posted on the City website and are available through an RSS feed. In addition, DOC posts a weekly event summary on the “City Page” of the Barrie Examiner • Assistance in creating and funding new collaborative events or products ? to celebrate and raise the profile of Barrie’s arts and culture sector, including Barrie Arts Awards (2009,2010), Culture Days (2010), Choralfest (2010), Rhythmfest (2010) and Culture Grows Here Conference (2009) • Marketing courses for artists and organizations – are offered • Grants for not?for?profit arts organizations and individual artists – are awarded through a granting process, and some of these funds are directed towards enhanced product marketing.
Future Possibilities: Maximize presence of marketing ready arts and culture products in existing City marketing initiatives; increase public art in City buildings and public open spaces; support participation and audience growth; collaborative marketing opportunities; align with BACC initiatives. Tourism Barrie Tourism Barrie, the official Tourist Office of the City of Barrie, creates and coordinates tourism marketing opportunities to promote the Greater Barrie Area as a four?season destination. Tourism Barrie works with 235 tourism industry partners to leverage cooperative marketing efforts to promote the City of Barrie as a destination for tourists, visiting friends and family, corporate travelers and regional residents. Tourism Barrie operates a year round visitor information centre and maintains the area’s official tourism websites.
Ongoing Arts Sector Marketing Initiatives: Tourism Barrie works in partnership with the DOC and Downtown Barrie to align strategies to build the cultural tourism industry. Tourism Barrie’s marketing initiatives for the arts sector include: 16
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Calendar of Festivals and Events – for tourism?ready arts and cultural organizations on the Tourism Barrie website and distributed in hard copy to front line accommodation staff Ticket Sales – on behalf of arts and culture organizations from the Tourism Office Promotion of Arts Sector to residents and visitors – through the visitor information centre, the Spring and Fall Visitor Guides, advertisement in ONTHEGO magazine, e?marketing of stay & play cultural packages and micro?websites for some events Grants Assistance ? for arts and culture organizations applying to the Ministry of Tourism and Culture Liaison – with tourism?ready arts and cultural groups and Tourism Barrie accommodation partners to develop cultural tourism vacation and corporate packages
Future Possibilities: Further collaborative marketing and product development with DOC, BACC and Downtown Barrie; offer e?commerce function to the BACC portal; increase arts and culture tourism packages; align marketing of tourism?ready arts and culture products with DOC, BACC and Downtown Barrie. Barrie Arts & Cultural Council The BACC is a not?for?profit organization that advocates, analyzes and advises on behalf of Barrie’s arts sector.
Ongoing Arts Sector Marketing Initiatives: A 2008 consultation session with the arts sector identified three gaps that should be addressed: networking, marketing support and social media as gaps. As a result, the BACC held social media workshops and launched its own social media initiatives including a Website, Facebook, Blog and Twitter to post information from BACC, DOC and the arts sector. BACC is currently developing a web portal to facilitate communication in order unify Barrie’s arts and culture constituency.
Future Possibilities: Develop the portal with enough “value” to become a “go to” arts and culture resource for artists, residents, the media, other organizations, and those wishing to engage artists and arts organizations ; access to events calendar in collaboration with City of Barrie, Tourism Barrie, Downtown BIA, Information Barrie; newsletter; digital resource centre and discussion forum. Downtown Barrie Business Improvement Association Downtown Barrie is a Business Improvement Association helps maintain and enhance the city’s downtown core. A new marketing strategy to revitalize the downtown began in 2011 with the BIA’s hiring of consultant Roger Brooks.
Ongoing Arts Sector Marketing Initiatives: Downtown Barrie organizes and partners for events to draw people to the downtown, including Lawn Chair Luminata, a successful collaborative summer Wednesday night waterfront series showcasing murals, music, theatre, performers and other arts groups. The BIA also sponsors downtown cultural events including Carnegie Days, Theatre by the Bay, Talk is Free Theatre, New Music Festival, Film Festival and Jazz and Blues Festivals and collaborated with the Barrie Arts Club and MacLaren Art Centre for the 2010 Barrie Banners project.
Future Possibilities: Incorporate more downtown?based arts and culture facilities and organizations in marketing initiatives; increase winter presence by collaborating with DOC for Winterfest; better linking community events with Downtown; attract arts education downtown (Georgian College School of Design and Visual Arts or Simcoe County School of the Arts, a post secondary performing arts program with campus downtown). Arts & Culture Organizations and Individuals Currently: Barrie’s professional arts and culture organizations have very small marketing budgets and can rarely afford paid advertising. Even the MacLaren Art Centre, Barrie’s largest and best established facility, relies on media event calendars, media stories, digital media and word of mouth, largely spread through its membership and education programs. Similarly, amateur organizations, look to word of mouth, combined with events 17
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 calendars and media stories. At times, these groups collaborate, such as Theatre by the Bay performing at the MacLaren Art Centre (2009), the King Edward, Bravado and Lyrica choirs and Huronia Symphony presenting Choralfest (2010) and the 2010?11 Barrie Applause Pack of the Barrie Cultural Forum (Barrie Concert Band, Huronia Soundwaves and the Bravado, King Edward and Lyrica choirs).
Future Possibilities: Support BACC web portal initiative; look for & participate in collaborative opportunities with DOC, BACC, Downtown Barrie and other organizations; work with DOC to understand audiences, share audience insight for collaborative marketing; identify cost effective ways to implement the recommendations presented in this plan, agree to work together to make Barrie become the regional cultural Hub.
Disseminating the Plan
Sections 1 and 2 of the plan should be prepared as a full colour summary report and disseminated as a package with the Created in Barrie report as follows: Digitally • By email to all (about 80) Barrie arts organizations and tourism partners • By email to regional stakeholders, producers and presenters • On the BACC website • On the City of Barrie website (in a strategically chosen location) • On Tourism Barrie’s website Hard Copy • In DOC office • By staff at meetings with arts and culture organizations (provide Summary Report hard copies) • By staff at the annual update and other gatherings of culture sector participants Stakeholder Meeting • Stakeholder meeting with BACC, Tourism Barrie, Simcoe County and Downtown Barrie (provide Summary Report hard copies) • Regular stakeholder meetings may be beneficial as the plan unfolds
Annual Review and Update
Section 3 of the Strategic Marketing Plan (Recommendations and Actions) should be reviewed and updated annually by DOC. The tabular format should make this a straightforward process:
Check off actions completed in the past year Consider actions that repeat regularly ? Can they be improved – timing, implementation ? Should any be dropped ? Should any be added Consider actions that were not completed ? Should any be moved to the next year Should any be dropped as no longer relevant Look at actions scheduled for the upcoming year
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
? Are they all doable? Should any be dropped if they are no longer relevant? ? Should any be moved to the next year? Consider whether any new actions need to be added for the upcoming year
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
3
Recommendations and Detailed Actions
This section of the Strategic Marketing Plan provides a one?page description for each of the 15 recommendations, along with a description and rationale for each. A detailed listing of actions necessary for the implementation of each recommendation is provided. This format will allow DOC to update the Marketing plan annually. It has been noted when the DOC or another organization has already taken responsibility for the recommendation or pursuant actions. Enable more effective marketing by artists & organizations 1. Build Marketing Capacity: Continue to Offer Marketing Short?Courses for Artists/Organizations 2. Share Marketing Resources: Develop a Digital Marketing Resource Centre 3. Know Your Audiences: Facilitate Ongoing Audience Research Build collaborative marketing capacity within our diverse arts sector 4. Brand for Visibility: Develop and Implement Barrie Arts and Culture Brands 5. Connect the Artists: Create and Launch the Barrie Arts & Culture Portal for Artists 6. Celebrate: Recognize Cultural Achievements Often 7. Market the Strongest: Strengthen and Promote Barrie’s Marketing?Ready Products 8. Uniquely Barrie: Develop A Distinctive Barrie Arts and Culture Product Engage Barrie & regional residents as active participants within Barrie’s arts sector 9. Reach Out Virtually: Create and Launch the Barrie Arts & Culture Portal for Residents and Visitors 10. Reach Out Traditionally: Work towards a Barrie Arts & Culture Guide (print) 11. Use City Connections: Take Full Advantage of Existing City of Barrie Marketing Opportunities 12. Use City Buildings: Increase Presence of Arts & Culture in/on Barrie Public Buildings 13. Position Festivals: Develop a Barrie Events Strategy that Nurtures Arts and Culture Focus arts sector marketing on Downtown Barrie and the Waterfront 14. Align Marketing & Messages: Co?ordinate Promotion by Downtown Stakeholders 15. More Public Art: Use Public Art to Raise Awareness of Arts and Culture in Barrie
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Enable more effective marketing by artists & organizations
Recommendation
1. Build Marketing Capacity:
Continue to Offer Marketing Workshops &Short?Courses for Artists/Organizations
Description/ Rationale: DOC should continue to expand on the business workshops it offers to artists and arts organizations to build capacity for success. In 2009 and 2010, DOC hosted six workshops over 11 sessions with an average participation of 20 people per session (Young & Emerging artists had 40 students). Topics included: Grant Writing (artists & organizations), Business Plans, Marketing, Funding Opportunities, Social Media and a session targeted to Young and Emerging Arts. The workshops had limited advertising, with a short lead?time and could benefit from a planned and publicized schedule. DOC should expand the general marketing workshop. This workshop should be broken into several sessions and held regularly to encourage artists and organizations to integrate sound marketing concepts into their offerings. Consultation with Barrie arts community indicated their positive response to learning from experts, gaining insight from experienced leaders and sharing feedback with peers in the arts community, but they felt that the workshops could be better advertised with more lead time. Fall and winter are the best time for these sessions. Based on the comparative community assessment, communities such as Brampton and Greater Pittsburg have developed workshops that could be adapted to Barrie. The format of the workshops should be half day to full?day day sessions with 15?20 participants. Workshops should be facilitated and tailored to the arts and culture community and be held during early fall and winter when most groups have available time. Topics would include: Marketing the Arts 101, Knowing Your Audiences & Knowing When You Reached Them (insight from Created in Barrie market research and DOC events research), Building Collaboration and Sustainable Partners, Marketing Just a Click Away (Social Media). In the future, additional topics should include: Preparing a Marketing Plan (based on this plan and the market research results), Marketing the Arts 202, Building Tourism Ready Products and Nurturing Innovation and Creativity in Marketing. Beyond the live workshops, DOC should make these accessible to a broader arts community by making the presentation slides available and offer video clips of key learning of the sessions. To build greater capacity and continually engage participants, an online forum could be available on the arts community part of the portal (Recommendation 5) for sharing feedback as well as outcomes by participants who have benefited from the workshops. The artists’ portal facilitated by BACC presents a great opportunity for ongoing dialogue and information sharing. The best practices in Workshop content and delivery are within Barrie’s reach. Working with partners such as Greater Barrie Business Enterprise Centre, Georgian College and community marketing experts, these workshops could be developed quickly and tailored to the arts community needs and interests. Further, other communities such as the Greater Pittsburg Arts Council, Winnipeg Arts Council have video clips already publically available and are willing to share. Timing Actions Year Responsible Ongoing 2012 2013 2014 Conduct workshops & workshop evaluation x x x x DOC Build a business plan & curriculum for the Marketing Workshops x DOC Secure delivery partners for immediate and longer term workshops x x x DOC Plan portal presence for workshops and online forum x x DOC/BACC Design advertising for electronic media (email, portal, social media) & DOC x x print (Recreation Guide, flyers and newspaper) Build portal content& engage participants for continuous questions & DOC x x feedback
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Enable more effective marketing by artists & organizations
Recommendation
2. Share Marketing Resources:
Develop a Digital Marketing Resource Centre
Description/ Rationale:
Learning resources should be easily accessible to support the marketing capacity building program (Recommendation 1) through the culture sector/arts community portals. A lesson can be learned from the success of Apple computer products. Apple makes their products easy to use by offering a proliferation of learning resources online. The resource centre would have articles, slide presentations and video clips relevant to marketing arts and culture. To launch the centre there should be at least 30 resource items that can be searched by key words, sector and activity. Ultimately, it should have plenty of content (40?50, at least) to allow participants to glean from a variety of relevant resources. Examples of relevant resources would be: • Created in Barrie: Market Study for Arts and Culture • Workshop presentations – social media, • Culture Grows Here Conference – presentations • Many other relevant resources are available from other organizations web sites such as the Creative Community Network, Canada Arts Council and Ontario Arts Council as well as other communities. DOC should be the first contributor to the resource centre, but in the future the arts community would contribute themselves. A standard form could be used for the contributor summarize the relevance, ensure copyright permission and provide keywords for filtering. In addition, a partnership could be arranged with Georgian College, School of Design & Visual Arts to have a class or student team search, review and develop the top resources on a certain topic. In exchange the DOC could contribute to a scholarship or provide a complementary registration to one of the workshops in the year. Timing Actions Year Responsible Ongoing 2012 2013 2014 DOC, BACC Review the portals capability to host the resource centre x Explore partnership opportunities with Georgian College or another DOC, BACC, Tourism x community organizations for relevant materials Barrie Build an initial top 30 resources for marketing arts and culture x DOC Design and approve a resource contribution form x DOC Review and update every two months to ensure timely and relevant DOC, BACC x x materials Review portal statistics for downloads and provide analysis x x DOC
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Enable more effective marketing by artists & organizations
Recommendation
3. Know Your Audiences:
Facilitate Ongoing Audience Research
Description/Rationale:
DOC has been conducting audience research at city events and should facilitate consistent audience research with Barrie’s arts organizations. Insights about market segments and marketing effectiveness should be shared among organizations to assist them make improvements. DOC has completed audience research intercept surveys at nine community festivals and events in 2009 & 2010. In 2009, there was a reliable sample size for five of the festivals (i.e. Winterfest, Celebrate Barrie, Promenade Days, Ribfest and Kempenfest).4 Knowledge of existing audience is key to effective marketing to new audiences. Who is attracted to the events? Where do they live? What do they like about your offering? What other activities do they enjoy? Collectively the arts organizations can build an audience profile that can be shared for collaborative marketing and the insights used in the artist marketing workshops (Recommendation 1). The following elements would be needed: • A standardized benchmark questionnaire, with a set of core questions to be used by all stakeholders in all Barrie audience research projects, • A simple sampling plan guide to help organizations build useful and representative samples, • An interviewer training guide to ensure organizations resource the research work adequately, • A standardize web based form would be available for data processing the completed responses, and • An annual comparative summary to be shared with all organizations to help build collaboration. Customized questions can be included for each organization administering the survey. Organizations would be encouraged to conduct their research once every 3 years or more frequently depending upon the need to measure audience shifts and feedback to improvements. In Year 3, the Department of Culture should research the markets of arts and culture similar to the Created in Barrie study of 2009 to measure changes in participation in arts and culture, satisfaction of key signature festivals and also overall awareness of the arts and culture products that place Barrie on the map. These indicators would measure the success of implementing Barrie’s arts and culture marketing plan.
Timing Actions Audience research for city events Build interest and collaboration for audience research Design a standardized questionnaire, sampling plan, interviewer training guidelines & online form Acquire necessary tools and execute audience research studies Prepare & share project reports & annual comparative summary Conduct Created in Barrie II audience research Ongoing x Year Responsible 2012 2013 2014 x x x DOC x x x All sector partners DOC, BACC, Tourism x Barrie x x All sector partners x x All sector partners x DOC
4
A comparative summary of Barrie’s events and festivals is provided in Appendix B.
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Creating Cultural Co onnections Bar rrie Arts & Cul lture Strategi ic Marketing Plan P 2011 Build d collaborativ ve marketing g capacity wit thin our diverse arts secto or
Recom mmendation
4. Brand for Visibility:
Develop and d Implement Barrie B Arts an nd Culture Br rands
Descr ription/ Rationa ale:
The importance i of arts and culture should be re ecognized as part p of the City’s identity. Bu uilding a Creative Future and the asses ssment undert taken for this strategic s plan documented d th hat Barrie has a strong and gr rowing array of o arts and cultural offerings and that t significant t proportion of f residents par rticipate in arts s and culture. The City of Bar rrie Economic Development D Strategy S embraces the work k of Dr. Richard d Florida, which clearly show ws that the importance of the e Creative Econ nomy has, until recently, n far undervalu ued in North Am merican cities. been v of arts an nd culture to the City of Barr rie economy is significant. Th he 2009 Create ed in Barrie res search determi ined that The value annu ual direct spending of Barrie household on arts equipmen nt/accessories, attendance at t events and le essons was the order of $40m million. Similarly, the Building g a Creative Fu uture market re esearch determ mined that Barrie’s 2005 cultural goods and d services econ nomy was wort th $94 million annually a (this included i home e?based activities such as hom me entertainm ment and readin ng, which dominated cultural spending). d of o the arts and culture brand d should be bas sed on a thorough understan nding of the rea ason for the br rand, target The development mark ket, communic cation objective e, Barrie’s mar rketing?ready products, p how the brand will be implement ted and who will w use it. Department of o Culture should brand its presence p consis stently and rep peatedly to ensure that residents s know their ta ax dollars are being b invested in a vibrant co ommunity. The e department should s develop p and use a wo ord mark and communication c n strategy that t builds on the strength of the City of Barrie e brand, similar to the approach taken by Tourism T rillia Culture an nd Heritage. Th he DOC brand should be used for all arts an nd Barrie and Or culture initiat tives supported d by the depar rtment/City: City C Page, Recre eation Guide, City C website, pres sence in Tourism Barrie advertising, newspa aper and maga azine advertisin ng and articles, sponsorships, arts related r buildin ngs and sites ow wned/operated by the City of o Barrie, ggested in this s plan. Further r, the Economic c Development Office and any other initiatives sug porate Barrie’s arts and culture as part of it ts marketing messages m to sup pport the should incorp “exceptional liveability facto ors” of Barrie.
A brand repre esenting Barrie e’s arts and cul lture offerings should be used by Barrie Art ts and Cultural Council, the umbrella orga anization repre esenting Barrie e’s Arts and Cu ulture Commun nity. The organ nization adopte ed this logo at its inception as a the Barrie Arts A Advisory Co ommittee in 20 008. It is very suitable to be used as a logo o as the organization grows g and mat tures. Comple eting the brand ding with a com mmunication strategy s that go oes beyond the web porta al could be con nsidered for th he Barrie Arts Council C organiz zation as it bec comes more es stablished.
Actio ons Deve elop Departme ent of Culture word w mark& co ommunication strategy base ed on City of Ba arrie Brand Align n with Departm ment of Econom mic Developme ent Implement the Bar rrie Culture wo ord mark & com mmunication st trategy Barri ie Arts & Cultural Council con ntinues to strengthen its bran nd Barri ie Arts & Cultural Council Com mmunication Strategy S Timing T Year Ongoing 20 012 2013 2 2014 x x x x x x x x x x Re esponsible DOC, EMT, unications, Commu DOC, Economic Dev, unications Commu DOC, Communications C BACC BACC
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Build collaborative marketing capacity within our diverse arts sector
Recommendation
5. Connect the Artists:
Create and Launch the Barrie Arts &Culture Portal for Artists
Description/ Rationale: BACC is developing a web portal with the goal of facilitating communication and building collaboration within Barrie’s arts sector. After this is achieved, the portal can be expanded to communicate with Barrie’s residents and visitors seeking arts and culture experiences (Recommendation 9). At present there is no comprehensive inventory of Barrie’s the arts community, particularly individual artists and arts/culture?related business. Nor is there an easy way to cross link the artists and organizations to share experiences and best practices or build collaborative opportunities. Further there is a need for one “go to place” for all the arts and cultural offerings in Barrie for both the arts community and residents and visitors. All of the comparable communities examined as part of this project had some form of arts and culture web portal with many different functions. In order to become the primary communication link for the cultural community, the artists and organizations must perceive that it is valuable to be registered in the portal, as it will be up to them to keep their information and links up?to?date. It should be remembered that online communication is only one communication tool. Face to face opportunities for artists and organizations to create together are also needed to nurture the overall arts community (Recommendations 1, 6, 7, 8, 9, 10, 11, 12, 13, 15). The portal should reflect the complementary brands of the City of Barrie Department of Culture and the Barrie Arts and Cultural Council. The artist component of the portal should be the ”go to“ source for:
• • • • •
Database of all artists, organizations and offerings for Barrie region: Users would register, build a profile and manage their information for completeness and currency. The database would be searchable by artist/organization, discipline, month of offering, location etc A 3 year event planning calendar: It would be used by artists and art organizations to collaborate and schedule events and would be searchable by discipline, artists, location of artist, month, venue, etc Digital Resource Centre, where artists could have download resources regarding marketing of the arts. It would be current, simple and visual interesting to engage users. A user forum could allow users to comment on the resource for other users. The resources would be categorized by topic, discipline, date and media type for easy access. Arts Billboard would bring news to artists and organizations concerning: award and grant submissions and deadlines, studio space availability, restaurants or other business partners wanting to showcase artists, professional opportunities, etc. Media page to communicate with media partners regarding what is happening this week/month, press releases, and other events to communicate with media partners (Recommendations 10, 11).
The portal would become the primary communication link within the arts and culture community. In many other communities such as Guelph, Hamilton, Kingston and Brampton, the arts councils have taken the responsibility for design and maintenance of the arts and culture portal. Timing Actions Clearly define roles and responsibilities for developing and maintaining the portal Establish the priority and secondary functions of the arts community part of the portal and timeframe for implementation Design the portal for form and function, pretest and launch Communicate the launch Design other functions based on user needs & priorities Ongoing x x x x x x Year 2012 2013 2014 x x x BACC/DOC/Tourism Barrie/others BACC BACC DOC, BACC, arts organizations BACC Responsible
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Build collaborative marketing capacity within our diverse arts sector
Recommendation
6. Celebrate:
Recognize Cultural Achievements Often
Description/Rationale:
Barrie’s arts community should be brought together regularly to celebrate its accomplishments. In 2008, 2009 and 2010, DOC initiated two new events: the Annual Update (spring) communicated the accomplishments of the new DOC and the Arts Awards (fall) showcased Barrie’s artists.
Barrie Arts Awards: These annual awards have been held three times, and it is important to strategically evaluate purpose, format and
success as the event evolves. It should be noted that most people attending the awards are friends or relatives of nominees or performers. The best way to grow this event is to strategically increase the number of people involved in planning or participating in the event. The awards have the potential to be an important part of Barrie’s cultural scene if done well, with good media coverage.
Celebrate Barrie’s artists & accomplishments South Shore Centre is a suitable venue (right atmosphere and the right price) for now, but could consider non?traditional venues in future: mall, area, warehouse, outdoors, nightclub Planning Should have committee with arts involvement (perhaps a subcommittee of BACC) Consider contracting an event planner to ease the burden on staff and take it to the next level More lead time for nominations: use Newsletter (Recommendation 4) and artists portal (Recommendation 5) Should incorporate visual, performing, literary and culinary arts, as well as heritage Nominees & Award Celebrate accomplishments of winners & nominees by showing their work on the blank screen behind the podium (providing digital art Winners samples could be part of the nomination process) If a new award is created annually – recognize the artist and design (insight into the award design Showcase Take the entertainment to the next level ? Collaborative entertainment ? music and dance, larger groups, ? Find innovative ways to showcase literature, culinary, visual and heritage Networking Can this be an opportunity for artists to get to know each other? ? Encourage more mingling, spread out the food, bistro tables, music volume that allows talking, is there a reason to stay longer ? Attract more people than those associated with awards Share with Traditional media: Print media, tv, radio, magazines – multiple press releases/multiple story ideas(Recommendation 10) community Digital media: Barrie Arts Web Portal (Recommendation 9), You Tube Include in widely distributed E?Newsletters – Culture (see below), City, Economic Development, Tourism Barrie, Library
Purpose Location
Annual Update: The update should be expanded to celebrate the accomplishments of Barrie’s arts organizations and artists, as well as those
of the BACC and the DOC. Where the arts awards are for artistic achievement, this event will focus on initiatives that strengthen the arts sector: organizational development, collaborative initiatives and reaching out to audiences. It could include both information sharing and workshop sessions.
Barrie Arts Newsletter: A well?crafted newsletter, celebrating the accomplishments of Barrie’s Arts & Culture community should be targeted
to all arts and culture organizations, Barrie and regional media, DOC e?mail list, Barrie politicians and staff. Recipients should be encouraged to pass it on through digital media (e?mail, twitter, facebook). It should be posted on the City of Barrie home page, Barrie Arts Council website and linked with the websites of Barrie’s arts organizations. The newsletter should go out at least twice per year, and should be timed to advertise/report on DOC initiatives (Business Courses for artists and Barrie Arts Awards nominations etc). A hard copy version should be considered for distribution at City Facilities (City Hall, Rec Centres, and Mady Centre for the Performing Artsetc.) as well as arts facilities, selected stores & restaurants. An excellent example is the City of Orillia Culture and Heritage Newsletter: A Newsletter template has been completed by Communications and is awaiting implementation. http://www.orillia.ca/common/Documents/Culture_Heritage/Culture%20and%20Heritage%20Newsletter.pdf
Actions Plan and hold arts awards and involve private sector partners Establish arts awards planning committee from the arts and private sectors Evaluate & broaden purpose of awards with feedback from attendees Plan and hold the Annual Update annually Determine newsletter purpose, look, length & distribution Newsletter preparation & distribution Ongoing x Timing Year 2012 2013 2014 x x x x x x x x x x x x x x Responsible DOC DOC DOC DOC DOC DOC
x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Build collaborative marketing capacity within our diverse arts sector
Recommendation
7. Market the Strongest: Strengthen and Promote Barrie’s Marketing?Ready Products
Description/Rationale:
Barrie’s strongest marketing?ready arts and culture offerings should be promoted consistently and as often as possible. Marketing ready products should be showcased on the arts portal, arts guide, Department of Culture promotions, Tourism Barrie web site, and economic development communications. Visual images such as pictures and videos should capture experiences and should be used in promotions (Recommendation 12) for the City. In particular, families should be featured In these promotions to build audiences for the future. In 3 years, residents should recognize arts and culture in Barrie by these four products:
• •
• •
Music Performing Arts: With over 10 organizations, this discipline reaches a large segment of Barrie residents as patrons and as well as performers. Well?developed professional musical performing offerings include the Barrie Concert Series, Colours of Music with strong supporting emerging offerings such as King Edward Choir, Lyrica Chamber Choir, jazz, folk and blues music performances. Visual Art: The MacLaren Art Centre serves as the largest regional art gallery and the Georgian College Helen and Arch Brown Gallery managed by the School of Design and Visual Arts is recognized regionally and provincially. There are over 12 galleries/organizations and numerous independent artists within and outside of Barrie. Visual arts have numerous residents as artists and the main galleries have a loyal patronage. The MacLaren Arts Centre, in particular, has invested heavily in reaching the youth and the young families markets through its in?gallery and school outreach programs. Theatre Performing Arts: The professional theatres, Talk is Free Theatre and Theatre By The Bay, are two innovative and provincially recognized offerings. With two theatre companies and numerous dance companies teaching children and youth there are numerous opportunities to grow family audiences. Signature festivals: Waterfront festivals dominate Barrie’s summer months. The Kempenfest arts and crafts weekend is well recognized, both regionally and provincially. Lawn Chair Luminata is another innovative offering and brings many arts disciplines to the stage for local and regional audience consumption weekly. Winterfest has been rated as one of Ontario’s Top 100 Festivals and Events. Festivals have very broad audience appeal and are seen as accessible and inclusive. Therefore, festivals present the opportunity to reach and expose the broader markets of young family and new resident markets to the variety of arts and culture in Barrie.
The Barrie Applause Packis a new initiative of the Barrie Cultural Forum (Barrie Concert Band, Huronia Soundwaves and the Bravado, King Edward and Lyrica choirs) that facilitates marketing collaboration within the arts sector, for organizations should collaborate and cross promote each other. There are many opportunities to expand this project in coming seasons. The arts portal (Recommendation 5) and networking sessions would assist artists and arts organizations to build strengthen the presence of these arts and culture products in Barrie. Timing Actions Expand Barrie Applause Pack throughout the arts sector Bring together key organizations of arts products to build stories, images and promotion materials Design consistent A&C communication message for these arts products in all media Share communication messages with other groups such as other City departments, Tourism Barrie and media partners. Create networking sessions to build collaboration within and among product groups
Ongoing x
Year 2012 x x 2013 x x x x 2014 x x x x
Responsible Barrie Cultural Forum/others Barrie Culture Sector All sector participants All Sector Participants
DOC, Tourism Barrie, BACC, all sector participants
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Build collaborative marketing capacity within our diverse arts sector
Recommendation
8. Uniquely Barrie:
Develop A New Distinctive Barrie Arts and Culture Product
Description/Rationale:
Barrie needs an uniquely Barrie A&C initiative that will bring artists together while exciting and engaging a broader audience base (young, middle income families living in Barrie and the region) with Barrie’s cultural scene. Barrie offers a diversity of opportunities but the arts community is not yet working collectively. Arts and culture needs to reach out beyond the existing market, to generate excitement and exposure.
This initiative should start small with a few strong offerings but eventually the initiative could capture the interest and participation of all arts and culture disciplines and should be focused around a theme. The theme should be one that speaks to what Barrie is known for and gets excited about. It should be playful and fun. It could expand on an existing event or be developed around a new theme.
One new theme suggested during the Consultation Group Workshop was “hockey”, and immediately given the Hockeyfest moniker. A Hockeyfest could encompass:
• • • • • •
Visual arts? temporary or permanent sculpture or, paintings about hockey – art in arenas, art using hockey sticks, pucks Ice sculptures Performing arts – Film Score: The hockey musical, dance, theatre, hockey stick drumming along the boards Literary arts – story telling, book readings, poetry Mariposa – Attract participants of Battle of the Blades Complimentary events ? Sharkfest, BMHA tournaments, Colts game, Winterfest
The possibilities are endless. The scale and scope of the initiative would need to be defined and along with champions to lead. Two focused meetings should be enough to build the interest and then nurture the arts community. Some of the decisions would be tied to:
• • • • • • • Agreed upon theme Potential arts and culture organizations who might want to participate Schedule – length, year, month, week and days Potential venues Potential to piggy back off of another event like Resources needed to begin and logistical support by City Champion(s)
Timing Actions Initial meeting with DOC and few organizations to determine invite list for exploratory workshop, commitments & outcomes Host first workshop? define theme, scale and scope Further research to support decisions Host second workshop – confirm scale and scope and champions, next steps New Product Launch New Product Growth
Ongoing
Year 2012 x 2013 x x x 2014 x x
Responsible
DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters DOC, BACC, McLaren, Producers, Presenters
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
9. Reach Out Virtually: Create and Launch the Barrie Arts & Culture Portal for Residents and Visitors
Description/Rationale:
Arts information for residents and visitors will become the second phase of the arts and culture portal (recommendation 5). The Tourism Barrie, Information Barrie (Barrie Public Library), City of Barrie RSS Feed and various media web sites provide information about a wide range of arts and culture organizations and events. None provide a comprehensive list of arts and cultural offerings for residents and visitors or the means to purchase tickets. This part of the arts and culture portal should cross link with Tourism Barrie’s web sites to align tourism?ready arts and cultural offerings. It should incorporate arts and culture information to the City of Barrie RSS feed to streamline input from organizations, and it should link to the web sites of the Department of Culture, Department of Economic Development, Tourism Barrie and the Barrie Arts and Culture Council. This site will provide an opportunity for arts and culture to market itself as a cohesive sector. It should be welcoming Barrie’s residents and visitors and become the “go to” source for: • Barrie’s arts and cultural directory. The listing would be searchable in many forms such as an alphabetical listing and profiles (linking to the artist database), by discipline, venue, season and month. Links to artist’s individual websites would be available. • Barrie’s arts and culture events calendar. The annual calendar would focus on arts and culture events (not all community events). It would be in monthly calendar format and searchable by month, season, discipline and venue. The events would be clearly marked as free or ticketed. It would be ideal if tickets could be bought through the portal, otherwise a link to the ticketing vendor or the organization should be provided. • Current arts and culture highlights. A “special features” window would entice visitors to find out about ongoing or upcoming shows or events. This dynamic part of the portal would offer ever?changing information, for example profiles of community artists or showcasing signature festivals. • Social media links would be developed. • Finally, a feedback forum capturing testimonials by residents and visitors about Barrie arts and cultural experiences. Building this feedback would be ideal to show a personal side to what Barrie’s arts and culture community as to offer. Timing Actions Review functions of Barrie’s existing online arts and culture resources Clearly define roles and responsibilities for developing and maintaining the residents and visitors part of the new portal Establish the priority and secondary functions of the resident & visitor portal and timeframe for launch Design the form and function, pretest and launch Communication strategy for launch Design other functions based on user needs & priorities Ongoing x Year 2012 x x x Responsible 2013 2014 BACC BACC, Tourism Barrie, DOC BACC x x x BACC BACCC, DOC BACC , DOC
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
10. Reach Out Traditionally: Work towards a Barrie Arts & Culture Guide (print)
Description/ Rationale:
A printed, full colour arts and culture guide would build local and regional awareness of Barrie’s arts and culture scene. Similar to Muskoka Arts and Crafts www.muskokaartsandcrafts.com/Arts_Guide/art?guide.htm or City of Orillia http://www.orillia.ca/cityhall/citydepts_heritage&culture.htm it would provide listings and descriptions of all of Barrie’s offerings (visual, performance, heritage, literary, culinary). This is an expensive and time?consuming undertaking that must be regularly updated. To get ready to publish a comprehensive Arts and Culture Guide, the following steps should be taken 1) Develop an inventory of Barrie’s artists and arts organizations that will form the basis of the guide through the Arts Portal (Recommendation 5) 2) Use the residents/visitors portion of the Arts Portal as a common marketing tool for the arts sector (Recommendations 9, 11, 12), with a focus on marketing ready products (recommendation 7) 3) Use existing visitor guides, magazines and other media to consistently present calendars and stories and drive readers to the Arts Portal
The following Barrie and regional full?colour, magazine?style publications present a wealth of opportunities to strategically raise the profile of Barrie’s arts and culture community through feature articles and/or paid advertising. All have both a print and online presence.
Publication Summer Visitor Guide/Events Guide Winter Visitor Guide Goodlife In the City SNAP Magazine Lake Simcoe Living – Celebrating Life at Lake Simcoe Places Magazine – Simcoe County’s Premier Destination Magazine
Publisher Tourism Barrie
Times/ year 1
Circulatio n 100,000
Market Barrie & households through Barrie Advance and associated newspapers, visitor information centres, TB partners (200+) 15,000 at Union Station blitz, remainder through visitor information centres & TB partners High income homes: Barrie & greater region, Shanty Bay, Midhurst, Horseshoe Valley, Cookstown, Anten Mills etc. Barrie, Orillia, Collingwood, Midland, Bradford (with newspaper & select businesses) Distributed at selected events and by advertisers Residents ? Select neighborhoods, high traffic points, selected events/festivals Visitors – 125 points from Toronto to Quebec City
Tourism Barrie Metroland (Advance) SunMedia (Examiner) Catspaw Media Busmedia
1 6 6 4 4
40,000 18,000 21,000 100,000
Timing Actions Continue to expand presence of arts and culture in Barrie Visitor and Events Guides Review & evaluate magazines/guides – market, cost, value of paid advertising/feature articles Meet with publishers Develop advertising/promotion strategy for Barrie’s marketing ready A&C products Develop seasonal ads promoting Barrie’s A&C products Seasonal story ideas about Barrie’s arts and culture products Consider publishing Barrie arts & culture regional guide Ongoing 2012 x x x x x x x Year 2013 x Responsible 2014 x x x x Tourism Barrie, DOC DOC DOC, all stakeholders DOC, BACC, all stakeholders DOC/Communications DOC/Communications DOC, internal
stakeholders
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
11. Use City Connections: Take Full Advantage of Existing City of Barrie Marketing Relationships & Opportunities
Description/ Rationale:
As a Corporation, the City of Barrie has a variety of means of communicating with residents, and the Department of Culture should use these as strategic opportunities to connect the arts and culture community with Barrie and regional residents. All DOC communication should consistently use the DOC brand (word mark and communication strategy).
City Page in the Barrie Examiner The City Page is delivered to all Barrie residences every Thursday, through the Barrie Examiner. This double?page spread serves as the City’s weekly update to residents, and generally includes upcoming events. The events section should feature the DOC branding (recommendation 4) and should be used to strategically promote Barrie’s marketing ready arts and culture products (recommendation 7) and to drive readers to the Tourism Barrie website and the residents/visitors part of the Arts Portal when it is online (recommendation 9). Press Releases DOC staff should work with the Culture Department Press Releases to ensure that they reach local and regional print media, including magazines (Recommendation 10). In some cases different press releases may be needed to attract regional markets. If possible, press releases should incorporate DOC branding (if not in the masthead, then at least under the contact person). Also, consideration should be given to reviewing the press release standard footer to incorporate the presence of Barrie’s growing arts & cultural community. Current Press Release Footer – Barrie is an exciting, caring and progressive community that 135,000 people call home. Situated 90 km north of the GTA on beautiful Kempenfelt Bay, Barrie offers an excellent life style and multitude of recreational opportunities. We are committed to the growth of prosperity of Central Ontario’s leading City and most dynamic waterfront community. Barrie Recreation Guide Barrie’s Recreation Guide is delivered to Barrie residences twice a year. In many ways it reflects how Barrie perceives itself as a community through the programs that are offered and the way they are presented. Despite the growing presence of arts and culture programmes offered through Barrie’s Recreation Guide, the guide is primarily positioned for sports and physical recreation. It should be possible for the Culture and Recreation Departments to work together to increase the prominence of arts and culture within the Guide. For example, Markham publishes Markham Life, with recreation, culture and library programs, activities and events, and the latest municipal news www.markham.ca/Markham/Publications/MarkhamLife and Oakville publishes Parks, Recreation and Culture www.oakville.ca/progbrochure.
Timing Actions Branding & strategic use of City Page Branding and strategic use of press releases Review guides of other municipalities Discuss with Recreation Department Implement Recreation & Culture Guide Ongoing x x 2012 x x x x Year 2013 2014 x x x x x Responsible DOC/communications DOC/Communications DOC/Communications DOC DOC
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
12. Use City Buildings:
Increase presence of arts & culture in/on City of Barrie Buildings
Description/ Rationale:
The City of Barrie owns 10 public buildings: East Bayfield Rec Centre, Dorian Parker Community Centre, Lampman Lane Community Centre, Victoria Village, Barrie Public Library, Maple Ave Youth Centre, Parkview Centre, Allandale Rec Centre, Holly Rec Centre and Southshore Community Centre plus the Collier Street Parkade. These facilities present unlimited opportunities to cross?market Barrie’s arts and cultural presence and expose more people to Barrie’s cultural pursuits. 1) Develop displays with information about ongoing/upcoming arts and culture attractions/opportunities for Recreation Centres. There are many opportunities here ranging from posting the weekly listing of upcoming events, to a rack card display for brochures, electronic displays or a changing display behind glass to reflect an upcoming show or featured artist. The display should drive people to the Arts Portal to obtain more information. In many cases, this would serve to entice people to Downtown Barrie. 2) Add permanent or changing art to these facilities. This has been done in some instances (Victoria Village, City Hall Rotunda & stairway, Collier St. Parkade) but there are opportunities for every public building, as well as facilities that are being planned or under construction, such as the new Library Branch, Waterfront GO transit station, Mady Centre for the Performing Arts and new Fire Hall. Art can be incorporated into the design and landscaping of facilities or as permanent or changing displays, depending on the nature and security of the structure. Blank walls and empty spaces could be used to display or lure people to participate in Barrie’s art and cultural scene in a variety of ways. The upcoming Barrie Public Art Policy could influence the implementation of this recommendation.
Timing Actions Assess all city facilities for potential information display sites, and inventory existing information distribution and art display practices Decide on and implement arts and culture information display system Keep information up?to?date Assess city buildings in the context of the Public Art Policy Ongoing Year 2012 2013 2014 x x x x x Responsible DOC/Facilities DOC/Facilities DOC/Facilities DOC/Facilities
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Engage Barrie & regional residents as active participants within Barrie’s arts sector
Recommendation
13. Position Festivals:
Develop a Barrie Events Strategy that nurtures arts and culture
Description/Rationale: The City of Barrie and the Department of Culture need a Barrie Festival Strategy. Barrie has 20 festivals/events scheduled between April and Thanksgiving using waterfront parks or Downtown Barrie.5 In the summer months, there is an event in the waterfront or Downtown Barrie almost every weekend. Sixteen of these events have an art and culture theme or an arts and culture supporting components. But there is no clear coordinated strategy regarding the purpose, priorities and expected outcome of these festivals and events. Are we investing wisely for our community? Further, feedback from Created in Barrie market research study indicated Barrie residents appreciated the community events but expressed concern about an over use of the waterfront. They are also concerned about the number of new events that continue to arise and they need to refresh some of the older offerings. In addition, over the next 5 years some waterfront parks and access to these parks will be under construction as part of the Waterfront Master Plan. DOC should develop a Festivals and Events Strategy that would: • Coordinate all community festival and events with particular emphasis on arts & cultural festivals & events • Maximize audience exposure, impact and satisfaction of Barrie’s A&C offerings, • Better utilize the key event venues (i.e. waterfront, Downtown, south Barrie parks) to ensure best sustainability practices to minimize social and environmental impacts. The Barrie Festivals and Events Strategy should address: • Signature/unique Barrie events festivals or events that showcase the best of Barrie’s arts and culture • Appropriate waterfront festivals and events • Identification of other venues with the potential to attract new audiences • Tourism vs. community festivals and events and how they should be nurtured • Planning for festivals and events during and after the planned waterfront parks redevelopment (2012?2015) The timing of the Festivals and Events Strategy should align with implementation of the Waterfront Park Redevelopment. Timing Actions Year Responsible Ongoing 2012 2013 2014 Stay connected with Parks Planning re plans for redevelopment of DOC x x x x Waterfront Parks Track audience profiles and satisfaction input to events strategy DOC x x x x (recommendation 3) Include Festival & Events Strategy in DOC budget x x DOC Complete a Barrie festival & events strategy& an e?calendar of DOC x x events Implement Strategy& calendar x x DOC
Summary of Barrie Festivals and Events is an inventory of the date, purpose, venue and arts and culture component and market information if available. See Section 4 Inventory of Barrie’s Art and Culture Offerings.
5
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Focus arts sector marketing on Downtown Barrie and the waterfront
Recommendation
14.Align Marketing & Messages:
Co?ordinate Promotion of Arts and Culture by Downtown Stakeholders
Description/ Rationale:
It is essential for the Department of Culture to align its marketing of downtown arts and culture products (recommendation 7) with the marketing messages of Downtown Barrie BIA, RTO7 and Tourism Barrie. All three organizations have a goal to attract markets to the downtown, and it will be more cost effective and less confusing to residents and visitors if messaging, language and branding are consistent.
Based on the recommendations of Building a Creative Future (2005), the City of Barrie has updated planning and policy documents to recognize the important role that arts and culture will play in strengthening and revitalizing Downtown Barrie (Appendix A). The Downtown Master Plan (2006) sets the tone for redevelopment of the Downtown. Five of the nine “neighborhoods” identified in the Plan will be built on nurturing and growing the Downtown’s arts and culture, assets: Entertainment, Cultural, Old Market Square, Artistic and Specialty. Within the next six months, Downtown Barrie will have new Branding and Marketing Action Plan, which will include a new brand, signage and marketing direction. In all likelihood, the downtown marketing plan will incorporate existing and planned arts and culture resources to strengthen downtown business opportunities and market the downtown to residents and visitors.
Downtown Barrie currently has a range of arts and culture offerings that could be brought together to begin to promote the Downtown as Barrie’s centre for arts and culture:
Visual Arts MacLaren Awkward Stage Spirit Catcher Thinker Eve Murals (Carleigh Aikens,
Lawnchair Luminata, 9?Mile Portage)
Performing Arts Mady Centre for the Performing Arts Cinema Music stores Restaurants & clubs with entertainment
Literature Library 3 book stores
Heritage/ Architecture City Hall Armories MacLaren Simcoe Foresters Museum Memorial Square Heritage Buildings
(Dunlop St., Barrie Jail, Allandale Train Station, South Shore Centre, Downtown Churches)
Horticulture/ Open Spaces Farmer’s Market Street Plantings 35 restaurants Parkettes (some with local Waterfront food, represent Flower shop Culinary
9 countries + Canada)
Mulcaster Arch Artists (2 jewellers, Mulcaster
Mews)
Vin de Garage Kitchenware Liaison College
Many restaurants display local art
9?Mile portage Mariposa Bell
Workshop participants suggested some specific initiatives during preparation of this plan: packages that combine food and the arts (such as first weekends of the month), writing contest about Downtown Barrie in conjunction with Theatre Opening and facilitation of visioning sessions with stakeholders from the downtown arts and business organizations to move this forward.
Timing Actions Build a strong ongoing relationship with Downtown Barrie for to market the arts sector to residents and visitors Build a strong relationship with Tourism Barrie and the Regional Tourism Organization 7 market arts sector to residents/visitors Ensure that strategies and messages of all three organizations align Engage downtown artists & organizations with marketing initiatives Ongoing x x Year 2012 2013 2014 x x x x x x x x x x x x Responsible DOC, All stakeholders DOC, All Stakeholders DOC, All Stakeholders DOC, All stakeholders
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Focus arts sector marketing on Downtown Barrie and the waterfront
Recommendation
15. More Public Art:
Use Public Art to Raise Awareness of Arts and Culture in Barrie
Description/ Rationale:
Increasing permanent and temporary public art in Downtown Barrie will raise awareness, recognition & identification of Barrie as a place for culture. Arts should be visible and accessible to the community, part of the everyday life of the Downtown. The Department of Culture has established an Advisory Committee to prepare a Public Arts Policy for the City, which will address how public art is commissioned, how artists are selected, where works are placed, and possibly how funds will be raised to cover the costs. Major cities, such as Toronto and Montreal have Public Arts policies, as do some of the smaller Ontario cities such as London, St. Catherines, Brampton, Collingwood, Markham and Windsor. Some, such as Peterborough and Oakville, are in the process of developing policies. The Spirit Catcher, created by artist Ron Baird for Expo 86, epitomizes the role that public art can play in the community. It has achieved all four of the major functions of public art: it engages civic dialogue and the community, attracts attention and economic benefit, connects artists with communities and enhances public appreciation of art.6 It served as an inspiration during the establishment of the MacLaren Art Centre and then for the Art City initiative which was responsible for temporary outdoor exhibits such as Shore/lines and Off the Wall. These public projects have all been instrumental in raising the profile and importance of the visual arts in Barrie. In marketing terms, Barrie’s outdoor art, heritage buildings and architecture are already a unique, marketable “product” that can be used as part of marketing campaigns. Public art is always there, never closes and is accessible to everyone. It may be located on public property or private property, and it may be indoors or outdoors. At times it can be controversial, and that only adds strength to this role. DOC should proactively work towards increasing public art in Downtown Barrie:
• • • • • City Departments: see every construction project as an art opportunity (from signage to bicycle racks to road painting to new building to parks) Look for collaborative opportunities with MacLaren and Georgian College Guide the Public Arts Policy through City Council and work to obtain positive media coverage and community support In association with Downtown Barrie assess obvious and not?so?obvious locations for public art and opportunities to link with existing and new businesses through adoptions, celebrations, sponsorships etc Collaborate with planning and engineering Ultimate Goal: “infiltration until a place would look naked without it”
The upcoming Barrie Public Art Policy could influence the implementation of this recommendation.
Timing Actions City of Barrie adopt Public Arts Policy Collaborate with MacLaren, Georgian College, Barrie Art Club & others Assess locations and opportunities Investigate funding opportunities: public and private Ongoing x 2012 x x x Year 2013 x x x Responsible 2014 x x x DOC, BACC,
Advisory Committee
All Stakeholders DOC, Facilities, Parks Planning DOC, Public and Private partners
6
Americans for the Arts, Monograph 2004. www.artsusa.org/pdf/networks/pan/becker_communities.pdf
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
4
Analysis of Barrie’s Arts & Culture Marketing Situation
Inventory of Barrie’s Arts and Culture offerings There is not a comprehensive listing of Barrie’s Arts and Culture offerings. In fact, the BACC has identified this as the most important need to help bring together the arts community and is in the process of developing an online arts portal that will facilitate communication among artists and arts organizations. An inventory of Barrie’s arts and cultural offerings was prepared based on the Information Barrie portal listings (www.library.barrie.on.ca/infobarrie) using keyword searches and validated through interviews with some of the groups. Over 80 organizations were identified (Appendix C) and summarized below.
Barrie Arts Organizations
Professional Type Instruction x x x x x x x x x Amateur x x x x x x x x x x x x
Sector
Number of Organizations
Performing Arts Music Performance Groups Theatre Groups Choirs Dance Groups Other Music Organizations Visual Arts Galleries Artists(with gallery/store space Other artists Craft Groups Film Heritage Cultural Heritage Culinary Groups Literature
40+ 10 7 10 12+ Numerous 12+ 4 some numerous 6 2 4 10+ 5 4
x x x x x x x x x x x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 In addition, a listing of Barrie’s downtown and waterfront festivals was assembled (Appendix C) and is summarized below according to the organizing group. Barrie Downtown & Waterfront Events Summary
Arts & Culture Component Performing Heritage Culinary 1 1 1 3 Film Lead Organization/Events Literary 1 1 2 Visual
DOC Winterfest Waterfront Festival Celebrate Barrie Rythmfest Doors Open/9?Mile Portage Festival New Years Countdown DOC/BACC Barrie Arts Awards DOC/Downtown Barrie Promenade Days/Canada Day Lawn Chair Luminata BIA Ribfest Tree Lighting Ceremony Other Organization Barrielicious New Music Festival Ecofest Caribfest Jazz & Blues Festival Carnegie Days Barrie Film Festival Kempenfest Santa Claus Parade TOTAL
1 1 1 3
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 17
1 1 1 1 1 1 1 1 1 9
Market Assessment
A research project of the market for arts and culture in Barrie and its regional catchment was undertaken in the fall of 2009. The Executive Summary for this report, Created in Barrie, is provided in
1 1
37
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Appendix A and it is available online at www.barrie.ca/Culture/Documents/Executive%20Summary%20? %20Culture%20Dept%20Final.pdf Overall, 65% of Barrie and regional resident participated in arts and culture in the past 3 years. In 2009, 50% of Barrie’s residents participated in arts and culture in Barrie and 20% of regional residents participated in arts and culture in Barrie. Two?thirds of Barrie residents attended Kempenfest in the past year (2009). The geo?demographic analysis the using the PRIZMTM tool (Appendix E)revealed that those most likely to engage in Barrie’s arts and culture scene live in the older neighborhoods of Barrie (and Allendale) and include a combination of “almost retired”, “retired” and those “just starting out with no kids”, primarily in the mid?income range. Lifestyle clusters included “Startups & Seniors” (11,0007) “Nearly Empty Nesters” (2,000) and “Grey Pride” (19,000). These segments in Barrie and the region are the loyal audiences but are not large in terms of number of households to grow arts and culture. The real potential for building audiences is with the lifestyle clusters that have a moderate tendency to participate in arts and culture. These are primarily the young educated families, living in Barrie’s recent (last 15 years) subdivisions in suburban Barrie, both south and north of the downtown. Their activities are family focused, including both culture and sports. Young educated lifestyle clusters included: “Suburban Rows” (26,000), “Pets and PCs” (94,000) and White Picket Fences” (4,000). Two of these segments are substantial and, if tapped, could be the engine for growing arts and culture in Barrie. Reaching these clusters could be successful through activities for their children. Two small clusters have a moderate interest in arts and culture: the Apartment Mix “Mobility Blues” cluster (9,000) and the Mid?Income Middle Age segment “Mr & Mrs Managers” (2,000). The group the lowest tendency to participate in arts and culture is middle age and middle income families. They tend to live in the south and northwest regions of Barrie and have a family focus. They are primarily interested in sports and the outdoors. Lifestyle clusters include: “God’s Country” (36,000), “Blue Collar Comfort” 47,000 and “Fast Track Families” (5,000). This group will require outreach programs to bring the arts and culture to them in an accessible way. The following general trends should be taken into consideration when developing marketing and advertising plans for Barrie’s cultural products and offerings: • Barrie and regional residents’ participation in arts and culture in Barrie is high. • Barrie’s markets are engaged as spectators/audiences, participants and as students. • Kempenfest is the most recognized festival in Barrie and 2/3 of Barrie residents attended in the past year. • Barrie’s festivals and events provide the opportunity to increase exposure to arts and culture in very accessible ways. • Highest interest and participation in arts and culture is by Barrie residents living in the established older neighbourhoods and in the condominiums along the waterfront: “nearly
Rounded population estimates of households in the catchment area of Barrie and the regional within a 100 km radius.
7
38
•
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 retired”, “retired” and “startups and seniors” clusters. These markets are a relative small proportion of Barrie’s population. The markets with the most potential to grow are middle age, middle income and young family lifestyle segments. This is the population that has contributed to Barrie’s rapid growth of Barrie in the past 20 years. Outreach programs will be needed initially to expose them, build interest and ultimately engage them in the diversity of arts and culture that Barrie has to offer.
Review of Planning Documents & Research Reports
Planning documents and research reports directly relevant to preparing the Strategic Marketing Plan were reviewed and summarized in Appendix B). The key points gleaned that guide marketing strategy are: • Culture will contribute to Barrie residents’ pride of place • Culture will be part of the City of Barrie’s consistent marketing message • Downtown Barrie will become the cultural and social centre of the City • Public art and well?designed open spaces will showcase the community’s creativity • Arts and culture marketing will build on existing and new innovative partnerships • Barrie needs cultural products will sustain visitor’s interest for more than 24 hours • Ongoing marketing research will contribute to marketing and product developments • A vibrant arts and culture lifestyle will attract new residents and businesses to Barrie
Community Comparisons
The regional communities of Orillia, Midland, Collingwood and South Simcoe were examined to determine the Barrie’s position in the regional market place (Appendix D). The main conclusions from this assessment were: • From a regional community comparison, Barrie has fallen behind in the planning for arts and culture despite a strong vision with the Creating a Creative Future in 2006. • In all four communities, arts councils/foundations for the arts have been bringing the arts community together for years with the Blue Mountain Foundation of the Arts being the oldest since 1975. Memberships of with the arts councils/foundations are healthy, ranging from 160 to 350 members. • Orillia and Collingwood have completed comprehensive cultural mapping of their resources. • Collingwood has adopted a Public Arts policy in 2009. • In terms of creative marketing: o South Simcoe Arts Council has been most active and creative reaching out to audiences. o Collingwood & Orillia municipalities play a strong role in marketing arts and culture through their web portals. Their arts councils/foundations focus on the arts community. o Arts portal visitors have many options to know what is happening in these four communities: artists/organizations can be searched and events calendars explored.
39
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 A comparative analysis of other communities was completed to capture best marketing practices. Communities of similar population size to Barrie (Guelph, St. Catherines) and other larger successful culture communities (Brampton, Winnipeg & Greater Pittsburgh) were examined. In particular the web portals were examined along with the relationships among the municipality, art councils and tourism destination marketing organizations. The main conclusions from this assessment were: • Guelph, St. Catherine’s and Brampton are very active in arts and culture scene and the communities embrace arts and culture as an economic driver. • All municipal governments have strong relationships with their arts councils and their tourism destination marketing organizations. They link their portals and share information about events. • Arts councils have been in place and are active building capacity for business and marketing success for artists and organizations. • Arts portals are essential tools for connecting artists with artists and artists with audiences. • Brampton & St. Catherine’s are using arts and culture to revitalize their Downtowns. • Winnipeg and Brampton have won the designation in 2010 as Heritage Canada’s Cultural Capitals of Canada and with the designation have initiated innovative programs, such as the Arts Ambassadors of Winnipeg who reach out into the community. • Finally the Greater Pittsburgh Arts Council focuses on building capacity of artists and arts organizations. It hosts workshops and digitally connects with members. Finally, GPAC has a dedicated staff person responsible for marketing and audience development.
Product-Market Match Assessment
Barrie has a diversity of arts and culture offerings. In the absence of a cultural mapping of Barrie’s arts and cultural assets, a listing of the major arts and cultural organizations was compiled from the Information Barrie and Tourism Barrie web sites, cross referenced with the Barrie Events Guide and individual arts organization web sites, and local knowledge (Appendix C). Interviews were conducted with artists from 20 different organizations, and consultations were held with members of the BACC, as well as DOC staff. There were further consultations with representatives of Tourism Barrie, Downtown Barrie and citizens at large who have a strong interest in arts and culture in Barrie (Section 1). Based this assessment the following conclusions have been drawn about the marketing readiness of Barrie’s arts and cultural disciplines: Marketing Ready Disciplines • Music performing arts?is marketing ready with strong, well?developed musical performing offerings such at the Barrie Concert series, Colours of Music with strong supporting emerging offerings such as King Edwards Choir, Lyrica Chamber Choir, Jazz and Blues and several more. With over 10 organizations, this discipline reaches a large segment of Barrie residents as patrons as well as participants. • Visual art ? is marketing ready with the MacLaren Art Centre serving a the largest regional art gallery well as the Georgian College Helen and Arch Brown gallery managed by the School of Design and Visual Arts. There are over 12 galleries/organizations and numerous independent artists within and outside of Barrie. Visual arts has numerous residents as participants and the main galleries have a loyal patronage. This discipline has traditionally attracted a narrow market
40
•
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 niche to a more established, older population in Barrie. Efforts to reach out to youth and the young families markets will be key for future growth. Theatre/Performing Arts? is marketing ready with two innovative and recognized professional theatres such as Talk Is Free Theatre and Theatre by the Bay. Again there are number of supporting community performing arts offerings (5). This discipline is growing youth and families as audiences and participants, through a variety theatre and dance instruction and companies. Key Signature Festivals set along Barrie’s waterfront are marketing ready. Kempenfest is well recognized provincially but needs refreshing. Lawn Chair Luminata is innovative and brings many arts disciplines to the stage for local and regional audience consumption. But there are 20 events from April to Thanksgiving of which 15 have arts and culture as the prime theme component or where arts and culture is only a support to the main theme of the event (eg. Ecofest). Festivals have a very broad audience appeal and are seen as accessible and inclusive. Therefore, festivals have the opportunity to reach and expose the broader markets of young family and new residents markets to the variety of arts and culture in Barrie.
•
Emerging & Supporting Disciplines • Film and electronic media. The Barrie Film festival has a broad and contemporary appeal to all market segments. Their youth outreach program reaches over 3000 children. • Literary arts. Georgian College, University Partnership Centre and the Barrie library have brought greater awareness of the literary arts with nationally recognized authors and local readings. Literary arts can reach a variety of resident markets at so many different levels. • Culinary arts. Barrie has numerous excellent independent restaurants, especially in Downtown Barrie. The Barrielicious, Summerlicious and Savour Simcoe events show that local restaurateurs and local food producers can collaborate successfully. The Barrie’s Farmer market has grown to over 65 vendors and there is an organic market just north of Barrie and summer market mid?week markets at the Royal Victoria Hospital and South Barrie. • Heritage. Interpreting Barrie’s heritage resources has increased in the last few years with the establishment of a Grey – Simcoe Foresters Museum, waterfront and downtown historic walking tours and plans for a military museum on the waterfront. The Nine Mile Portage Heritage festival in September is going into its sixth year. Barrie has enhanced its annual Celebrate Barrie festival by including a Heritage component complete with re?enactors.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
SWOT Analysis
The initial SWOT (strengths, weaknesses, opportunities, threats) analysis was basedon city and stakeholder planning documents, the inventory of Barrie’s arts and culture offerings and the comparative analysis of other communities. It was refined and expanded through the Consultation Group Workshop and the subsequent phases of the project Strengths Weaknesses
? Near market ready products
Performing arts? theatre Performing arts?music Visual arts
? Diversity of Barrie’s offerings ? Pockets of collaboration within arts community ? Significant waterfront festivals, particularly Kempenfest ? Local & regional markets have strong participation in A&C ? Regional markets perceive Barrie as A&C hub ? Young resident market with young children who engage in A&C and are looking for more ? Strong and loyal resident market ? Recognized waterfront setting for A&C ? Political will
Planning for A&C in Barrie is behind regional communities Cultural mapping not complete, significant assets known but not all known Reconstituted BACC is rebuilding & not yet representative of A&C community A&C community not working collectively or collaboratively Some offerings are tired & need renewal A&C don’t have marketing expertise nor experience, only a few know audiences profile Only a few market ready products A&C information not easily found, no overall image Too many waterfront festivals and events Lack of sustainable permanent performing arts venue to promote Perception about Barrie as a sports town that doesn’t support A&C
Opportunities
Threats
X X X X X Further decline of Downtown Barrie Slow economic recovery may erode A&C funding Lakeshore construction will limit use of waterfront parks for A&C Slow support for BACC & their initiatives Momentum in other communities (ie Town of Collingwood, South Simcoe)could erode regional market
Turn current political will into momentum Downtown Barrie poised for renewal around A&C Waterfront planning supports A&C Several offerings can build easily turned into market ready products Vibrant & supported BACC could mobilize A&C community New residents eager to know more about A&C in Barrie Use A&C as a tool to attract new high value residents Moderately interested markets need arts brought to them (exposure!) Can learn & borrow from many successful A&C communities Barrie can gain position as “A&C regional hub”(residents expect it but not realized yet)
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Appendix A Created in Barrie Executive Summary
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Created in Barrie: Understanding Barrie’s Arts & Culture Markets 2009
The Resource Management Consulting Group May 2010 Background
As the City of Barrie’s population has grown over the past 20 years, so has its community of residents who participate in and appreciate arts and culture. In fact, between 1990 and 2000, Barrie attracted more artists per capita than any other Canadian community. 8 In 2006, the City of Barrie commissioned Building a Creative Future to assess and make recommendations on the role that culture could play in the City’s economic development and downtown revitalization. The following year, City Council acknowledged the importance of culture to the economy and fabric of Barrie, by including the encouragement of culture as an economic driver in its top ten strategic priorities. This research project titled “Created in Barrie” was undertaken by the Department of Culture in the fall of 2009 to understand the market for arts and culture in Barrie and its regional catchment. The research results will provide input to the Department’s upcoming strategic, business and marketing plans. It will also present, in a usable format, the market insight needed to plan future cultural infrastructure projects and provide the baseline data for measuring the future growth of the arts and culture market. In addition, the findings will be useful to Barrie’s arts and culture organizations and Tourism Barrie.
Approach
Through the project, 1,400 people in the City of Barrie and the region within an hour’s drive were interviewed by telephone. To ensure geographic coverage of the sample, quotas were established for Barrie residents north and south of Tiffin St. and for regional residents north and south of Highway 90. The interviews took about ten minutes and covered a wide range of questions related to participation in arts and culture, respondents’ most important arts and cultural activities, communication about activities and events, ratings and respondent demographics. To gain additional insight into the perceived and potential role of the Department of Culture, two focus groups were held with Barrie residents. To set the research parameters for this project, “arts and culture” and “participation in arts in culture” were defined: • Arts and Culture included all types of music (e.g. rock, jazz, folk and classical), performances (drama, dance, music, readings) and visual arts (galleries, tours). It also included community events with an arts and cultural component, history (museums, re?enactments, historical sites and events) and cultural heritage celebrations. • Participation in arts and culture included audience membership, performing & creating art in various media and participation as students and members of arts and cultural organizations. In addition, a geo?demographic analysis of the market was undertaken by comparing the incidence of participation in arts and culture, taken from the survey results, with the PRIZM C2 lifestyle cluster tool. This facilitated additional insight to aid in product /market matching and in the development of effective strategies for attracting and marketing to the segments.
Hill Strategies Research Inc., 2006, Artists in Large Canadian Cities. Statistical insights on the Arts Vol.4, No. 4, ISBN 0?9738391?6?3; Research series ISSN 1713?3556, http://www.hillstrategies.com/docs/Artists_large_cities.pdf
8
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Results
The survey results provided new insight into Barrie’s arts and culture market, and may be summarized as follows: • Barrie’s Arts and Culture market is strong, with room to grow Two?thirds of Barrie and regional residents participated in arts and culture in the past three years. Moreover, in the past year, half of Barrie residents participated in arts and culture in Barrie. Their 2009 expenditure on arts and culture equipment, attendance and lessons is estimated to be $2,100 per household for a total of $40.5 million city?wide.9 Regional respondents’ 2009 expenditure on arts and culture is estimated to be $1,300 per household. In this year, 20% of regional residents participated in arts and culture in Barrie. The PRIZM geo?demographic analysis revealed that those most likely to participate in Barrie’s arts and culture scene live in the older neighborhoods of Barrie (and Allandale) and include a combination of “almost retired”, “retired” and those “just starting out”, primarily in the mid?income range. The next most likely group is young educated families, living primarily in Barrie’s south end, whose activities are family?focused and combine culture and sports. The third group is middle?income families who live in both the south and northwest regions of Barrie, again with a family focus, but more interest in sports and the outdoors. Women take a leading role in decisions about arts and culture participation. Although decisions are made by male and females together in approximately half of the households (54%), in 38% of households, decisions are made by females only. Men take the lead in only 8% of the households. Thus, women have a voice in 92% of the decisions, whereas men have a voice in 62% of the decisions. This pattern was identical for both Barrie and regional respondents. • Barrie can claim the space as the “Regional A&C Hub” Both Barrie and regional respondents identified Barrie second only to Toronto, as having the most vibrant arts and culture scene in Central Ontario. Barrie attracts more participants for arts and culture than any other community north of the GTA. It is an area of arts?focus for Barrie residents: 90% of Barrie participants took part in their most important arts and culture activity in Barrie. For regional residents, only the GTA attracted higher arts and culture participation than Barrie. They generally participated in their own communities or skipped over Barrie and went on to the GTA. This is true with one exception: arts and crafts. In fact, of all Barrie’s arts and culture offerings, Kempenfest, an arts & crafts festival, had the highest regional draw. • As a regional centre, people appreciate Barrie’s cultural opportunities For those involved in arts and culture, almost all are audience or spectators (95%). More importantly, actual participation is very high: half were involved as students, performers/artists or their supporters and 15% as members of arts or cultural organizations. Barrie and regional residents appreciate the variety, choice and diversity of offerings available in Barrie. While they do like creativity and uniqueness, and embrace cultural events such as Caribfest, they also value accessibility (not too “highbrow”) and showcasing local talent. They also like the location of Barrie: it’s easy to get to and the lakeside setting is beautiful. Nevertheless, the ratings were mediocre, ranging from 5.8 out of 10 for facilities to 7.3 for festivals and events. • Kempenfest puts Barrie on the arts and culture map Kempenfest is viewed as one of the most important arts or culture activities, performance or event by the highest proportion of both Barrie (20%) and regional (4%) residents.10 It is also the most?frequented city
By comparison, Building a Creative Future noted that the cultural goods and services economy was close to $95 million annually. This figure included home?based activities such as home entertainment and reading. 10 For comparison, the next important attractions is the Gryphon Theatre (4% of Barrie residents, <1% of regional residents) and MacLaren (3% of Barrie residents, <1% of regional residents).
9
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
attraction, and was attended by over 40% of Barrie residents in 2009. It should be noted that Kempenfest is Barrie’s largest and longest?running arts and cultural event. It extends over 4 days and in addition to arts and crafts, it includes antiques, food, beverage, a midway and a wide variety of live entertainment. Growing pains Respondents feel that the City of Barrie has a role in arts and culture that will evolve as the City continues to grow. They are supportive of the City’s investment in improved infrastructure, such as the ongoing development of the downtown community theatre and recommend future development of a larger multi? purpose arts facility. Respondents also recognize that the City is involved in many of Barrie’s large outdoor events, and they would appreciate more innovation and variety in this area. They believe that more needs to be done to market Barrie’s growing arts and cultural offerings and suggest that the City has a role in building awareness. Many respondents are concerned that with the demise of the Molson Park outdoor venue, Barrie has lost an important cultural icon, and there has been no move to replace it. They are also concerned that there are too many events at the waterfront. They recognize that more facilities and infrastructure are needed for training and performance. Respondents use a wide variety of media to learn about arts and culture happenings and feel that it is not easy to find out what is happening in Barrie. This is especially true for regional residents.
•
Recommendations
To make arts and culture an economic driver for the City of Barrie, the Culture Department should focus its attention on three areas: 1. Communication The Department of Culture is taking on a leadership role within the arts community, and effective communication with sector participants is essential. Based on the research, residents are looking for better communication of arts and culture offerings in Barrie and the region. • The Culture Department’s communication role should be to facilitate marketing co?ordination among arts and culture organizations and to help them reach the broader regional market. Advertising should be left to the individual attractions and events. • To effectively assume a communication role, the Culture Department needs a communication strategy and brand based on business and communication objectives and its understanding of the Barrie and regional market. • The Culture Department should encourage one organization to be responsible for maintaining a comprehensive listing of arts and cultural events. The group should be logical (in the minds of residents and visitors), visible, collaborative, consistent and have a dedicated budget to keep listings up?to?date. It will be essential to set clear definitions for the types of events to be listed. • The Culture Department should take on a strategic marketing role, using the results of the research, as the basis for matching markets and Barrie’s arts and culture offerings. • Market insight gained through this research project should be shared with Barrie’s arts and culture groups to help with their positioning and marketing. The highlights were presented at the annual Department of Culture Update in April 2010. The large sample size and regionally representative sample means that customized analysis of the survey responses could be carried out for specific arts sectors to assist with business decisions.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
2. Strategy & Action Plan for Festivals & Events The City of Barrie has a strong tradition of organizing festivals and events, many of which provide an important avenue for residents to participate in valuable arts and culture happenings. • The Culture Department needs a strategic and action plan for delivering its festivals and events. City?sponsored events have evolved over time, some are stronger and more relevant than others, and not all align with the stated mandate of the Department of Culture. A long term plan that recognizes different events attract different markets (local vs. visitors) is needed to build market recognition of events, align competing festivals and events, and to grow events that are uniquely Barrie. • Encourage a wide range of offerings, recognizing that Barrie residents want accessible experiences. High attendance and mediocre ratings indicate that there is plenty of scope for improvement. • Look for ways to cross?fertilize well?attended events (eg. Kempenfest) with other arts and culture opportunities • Integrate tracking and evaluation into all City of Barrie events to provide information about demographics, behaviour and satisfaction for decision?making. Use a standard survey tool to allow for analysis of individual events and for comparison among events. 3. Improve Arts & Cultural Spaces Barrie is seen as the regional culture hub for Central Ontario; however the ratings given to local facilities, venues and places to participate in arts and culture were mediocre. Respondents had strong suggestions regarding what could be done: • Waterfront events should be evaluated for suitability, capacity, functionality, parking and accessibility to ensure sensitive use & design of waterfront for appropriate events. Alternate sites should be developed to ensure that the waterfront is not consumed by events every weekend of the summer season. • Barrie needs a sustainable Arts & Culture Centre that is more than a performing arts centre. It should also support development of local artists with studios and practice spaces, and it should integrate outdoor spaces in the community. • In the meantime, the City should ensure that there continues to be at least one large performance space (perhaps through upgrading Georgian College and/or Fischer Auditorium). • Create a new outdoor performance space, similar to Molson Park. Can we recapture what was lost? Is there an opportunity in the recently acquired lands?
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Appendix B Review of Planning Documents and Research Reports
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Review of Planning Documents and Research Reports
Planning Community Based Strategic Plan (2003) The City Barrie’s 20 year strategic plan is based on a vision of Barrie as An exciting, caring, and progressive community we call home. We are committed to the growth and prosperity of Central Ontario's leading City and most dynamic waterfront community. Our community will be built on the diversity of its economy and vibrancy of its people The plan addresses eight key elements, one of which is relevant to the Arts and Culture Marketing Plan Maintain and Enhance Barrie’s Premier Lifestyle by: o Celebrating Barrie’s superior quality of life through encouraging community identification, o Enhancing civic pride through participation and innovative partnerships, o Continuing to provide cultural and recreational opportunities and special events throughout the City, o Encouraging community diversity, equality and understanding through the provision of cultural, social, educational and recreational programs, facilities and opportunities which foster personal growth and development. Places to Grow ? Greater Golden Horseshoe (2006)
The City of Barrie was identified as a Greater Golden Horseshoe “urban growth centre” by the Ontario Ministry of Infrastructure Renewal. The city is required to achieve by 2031 or earlier a minimum gross density target of 150 residents and jobs per hectare for Downtown Barrie. This means that there will be more residents, more jobs and potentially higher demand for arts and culture in the City.
Downtown Commercial Master Plan (2006) Barrie’s Downtown Master Plan has nine objectives guide the development of Downtown Barrie as it grows to density targets of Places to Grow. Four of these objectives are relevant to the Arts and Culture Marketing Plan: • Strengthen the vitality of the downtown by providing for diversity of commercial, residential and cultural uses • Reinforce the role of the downtown as providing the amenities associated with a premier regional urban centre • Provide an attractive, safe and pedestrian?friendly environment • Promote the downtown as the City’s cultural and social centre
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
City of Barrie Client Satisfaction Survey (2008)
A survey of Barrie residents was conducted to measure resident satisfaction with the City’s delivery of municipal services. Respondents were asked to rank the importance of and their satisfaction with twenty services, ranging from fire and police protection to parks and recreation to transportation to delivery of events and support of arts/culture/festivals. • Overall, delivery of events and support of arts/culture/festivals were perceived among the least important city services, along with bylaw enforcement, building inspection and taxation services. Essential services, such was drinking water, police service, fire rescue, garbage, winter road maintenance were perceived as the most important services. • Residents were generally satisfied with Barrie?operated community events (89% rated them 7? 10 out of 10). They were less satisfied with the City’s support of cultural, arts and festival groups (83% rated them 6 or lower). Based on the open?ended responses, some felt the funding was too low and others felt it was too high.
Overall, residents felt that the quality of life in Barrie is high (68% rated it very good?excellent) and 93% would recommend it as a place to live.
City of Barrie Intensification Study (2009) The Intensification Study was prepared to manage future growth as a measure of conformity with the Provincial Policy Statement and Growth Plan (Places to Grow). The study lays out the long term vision and establishes principles to guide development decisions, assess capacity to meet intensification targets and recommend policies and performance standards for the Official Plan and Zoning bylaw. Vision Statement The City of Barrie will encourage new development in the higher density categories in appropriate areas through the municipality while continuing to support the integrity of stable neighbourhoods. It is anticipated that the majority of residential and employment intensification will occur within the City’s Urban Growth Centre (UGC) with additional intensification occurring in appropriate nodes and corridors. Higher density uses will be of a high quality design and will encourage a mix of uses. _
This document is largely concerned with planning technicalities. From an arts and culture perspective, the most important part is the identification of the location and role of Barrie’s UGC. Barrie’s UGC corresponds roughly Downtown Barrie and Allandale, areas that showcase and access Kempenfelt Bay, making it the location of choice to” live, do business and enjoy social and cultural activities”. City of Barrie Official Plan (2009)
The Official Pan sets out the land use development goals, objectives and policies to guide public and private development decisions within the City of Barrie. The Plan does not address arts and culture directly, nevertheless, there are relevant sections: • A Tourism goal is to promote the Historic Downtown and Kempenfelt Bay as the tourism focal point,
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• •
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 Heritage goals include promoting appreciation of the settlement and historic development of the City and participation in the conservation, restoration and utilization of heritage resources., The plan describes the importance of high quality design of public spaces, but does not address art in outdoor public spaces.
City of Barrie Economic Development Strategy (2010) The City’s new Economic Development Strategy recognizes that Barrie is one of the youngest and fastest growing cities in Canada. The plan reflects this rapid growth, coupled with the changing global economy. It recognizes that Barrie’s economic base is changing from manufacturing knowledge?based, that small business accounts for 80% of Barrie’s business growth and that understanding Barrie’s emerging Creative Economy(Dr. Richard Florida) will be the key to Barrie’s economic future. The Economic Development Strategy is framed with five goals, two of which are relevant to the Arts and Culture Marketing Plan: Goal 2: The City of Barrie will enable the development of a vibrant downtown that is recognized for its quality of place and diverse range of natural and arts and cultural experiences. This goal speaks primarily to connectivity, downtown image and resident/business involvement, with one recommended action that relates to arts and culture development and marketing: o Undertake a cultural and creative mapping exercise that identifies creative places and spaces in the community…. Use public and outdoor public spaces to showcase the community’s creativity through public art, events, exhibits etc. Goal 5: The City of Barrie will develop an identifiable, dynamic and consistent marketing message that will attract new business and entrepreneurs by promoting Barrie’s business strengths, the quality of its workforce and its exceptionable liveability factors. This goal includes actions to market the City of Barrie’s brand, by understanding community strengths and assets, with two actions that relate to arts and culture development and marketing: o In co?ordination with downtown revitalization efforts, develop appropriate communications and marketing materials that bring attention to the downtown as a key investment location. This could include….. listing of events and attractions for downtown visitors o Undertake a regular evaluation of the city’s cultural tourism promotional activities to ensure the delivery of a progressive and sophisticated marketing message. City of Barrie Waterfront Master Plan (ongoing) The 2000 Waterfront Master Plan is being updated in collaboration with the community, local agencies and stakeholders focusing on four parks: Bayview, Memorial Square, Centennial and Allandale Station. It does not include Heritage Park. The Master Plan incorporates 8 design principles: the waterfront
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 promenade, recreational trail, green ribbon, waterfront connections, green connections, linear parking, waterfront facing and focal points. Implementing the plan will ultimately provide new, updated waterfront arts and cultural venues. In response to the Plan for Culture and Downtown Master Plan, the plan includes amphitheatres and outdoor event spaces and performance areas in each of the four parks. It also incorporates Barrie’s military history in Memorial Square and Allandale Station Park. Inevitably, execution of the plan will result in lengthy park closures, which will affect all of the waterfront events. It will be important for Parks Planning to communicate construction plans as soon as they are available and for the Department of Culture and event organizers that depend on these parks to understand that their events may be affected. Downtown Barrie Marketing Plan (ongoing) The Downtown Barrie Business Improvement Area (BIA) will complete a new marketing plan by 2012, which will, in all likelihood, embrace arts and culture as part of the overall marketing strategy. The Mission and Value Proposition of the BIA recognize the importance of arts and culture to the downtown. Mission
Establish Downtown Barrie as the economically leading mid size commercial, retail and entertainment community within the city, region, province and country while working within a framework of high quality, guiding values Value proposition The values of the Downtown Barrie BIA are to: • Provide a safe, clean, comfortable environment • Contribute positively to our mutually supporting partners to achieve a sense of Downtown community • Embrace culture, heritage and the waterfront as unique and differentiating business advantages • Develop a product offering that allows us to promote Downtown Barrie as a leading and recognized brand • Utilize marketing and technology to effectively communicate to our stakeholders, partners and customers
Culture Building a Creative Future – A Plan for Culture (2006) The 2006 Culture Plan has guided the formation and role of Barrie’s Department of Culture. It states that the City of Barrie’s role is to act as the advocate and steward for culture through a number of means, four of which are directly related to the City’s marketing role: • Recognition and celebration of community, culture and creativity, • Promotion of cultural activities through accountable mechanisms, • Encouragement of partnerships with the private sector, and • Provision of ongoing cultural planning and development.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 In addition, it is recommended that the new Department of Culture: • Create, manage and implement a [2007] strategy for the advocacy and promotion for the cultural sector. This 2012 ? 2014 Barrie Arts and Culture Marketing Plan addresses this recommendation. Department of Culture Purpose and Objectives (2008) The Department of Culture (DOC) supports excellence in local cultural initiatives in an effort to help build capacity for the arts within our community. The DOC promotes plans and co?ordinates cultural initiatives with artists, arts organizations, cultural entrepreneurs, other departments within the City of Barrie and other levels of government as necessary. The DOC develops and implements a cultural policy for the City of Barrie. Our department's mission is to establish a cultural policy, build capacity for the arts and other cultural activities, encourage culture as an economic driver, and engage community members across a wide spectrum. The Department of Culture has three areas of focus. • Development In fulfilling Development objectives, the DOC maintains a database of current statistical and financial information on the culture sector. The department provides funding to Barrie culture workers, in an effort to support and sustain cultural development and capacity building in the Barrie culture sector. • Programming To full fill Programming objectives, DOC staff oversee and co?ordinate activities in the City of Barrie’s cultural spaces and our involvement in community events and the City of Barrie’s annual events. Staff also manages the City's physical infrastructure dedicated to arts and culture. • Marketing & Young and Emerging Artists The Marketing & Young and Emerging Artists objectives will be achieved by working with other departments and organizations such as Department of Strategy and Economic Development, Tourism Barrie and the Downtown BIA to market Barrie’s culture sector and its opportunities. The department will take a leadership role in the creation of adequate opportunities for young and emerging artists so as to ensure their continued growth and contribution to the culture sector. Created in Barrie (2010) This research project was undertaken to understand the market for arts and culture in Barrie and its regional catchment. 1,400 people in the city of Barrie and the regional were interviewed by telephone. The research results are summarized as follows: • Barrie’s arts and culture market is strong, with room to grow • Barrie can claim the space as the regional hub for arts and culture • As a regional centre, people appreciate Barrie’s cultural opportunities • Kempenfest puts Barrie on the arts and culture map The communication recommendations are very relevant to the Arts and Culture Marketing Plan:
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 The Culture Department should facilitate marketing co?ordination, adopt a communication strategy, use marketing research to match arts and culture products and markets to facilitate marketing and promotion.
Arts and the Quality of Life: The Attitudes of Ontarians (2010) The findings of this research study11 (conducted for the Ontario Arts Council) show that a large majority of Ontarians, believe that the arts are important to the quality of life in their community and to their own personal lives: • 95% said that the arts enrich the quality of our lives; 89% believe that if their community lost its arts activities, people living there would lose something of • value; • 81% think that the arts are important to their own quality of life 95% believe that the success of Canadian artists like singers, writers, actors and painters, gives people • a sense of pride in Canadian achievement; 81% agree that the government should spend public dollars to support the arts. • Some findings relevant to Barrie include: • The arts are viewed as a public good A large majority (64%) of Ontarians believe that the presence of arts in a community benefits the entire community not just those that attend.
•
•
The arts are an indicator of civic?mindedness Arts facilities are given the same importance as public transit (rated as important by 91%) but rated somewhat less important than parks/green spaces, and sports/recreational facilities (rated as important by 99% and 97%, respectively). Those who value and participate in the arts are more likely to highly value these other aspects of community life, as well. Positive attitudes toward the arts include all regions and demographic groups The survey also shows that a majority of Ontarians across all regions and demographic groups hold positive attitudes about the arts and the quality of personal and community lives. (Demographic and demographic geographic variables including education, gender, age, family income, employment status, children in household, language, region and community size.)
Tourism Premier Ranked Tourist Destination Framework (2007)
This project prepared an overall framework for organizing and developing tourism in Barrie, Orillia and the eastern portion of Simcoe County. The current and potential importance of tourism to the regional economy is recognized. The resource inventory and interviews with tourism businesses showed that the
11
The report was based on the results of an omnibus survey conducted by Environics Research Group on behalf of the Ontarian Arts Council. The survey was conducted by telephone between February 22 and 28, and March 4 and 10, 2010. It examines the opinions of a probability sample of 1,000 adult residents of Ontario (aged 18 or older). The sample, which was stratified by gender, region and community size, is estimated to be accurate within approximately 3.1%age points, 19 times out of 20.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 City of Barrie was the regional centre for accommodation; city?based attractions for visitors were limited. Two of the key findings are relevant to the Marketing Plan: • The areas activities and events typically sustain visitor’s interest for less than 24 hours • There are many opportunities to fine tune the existing tourism products and add complementary products to enhance visitor’s experiences. Combining Barrie’s arts and culture offerings with the regional strengths of the winter and summer outdoor recreation could help strengthen Barrie’s visitor market. Tourism Barrie Strategic Plan 2008 This 3?year plan was prepared to guide Tourism Barrie. The arts and culture community provides some of the key tourism offerings in Barrie. Mission Statement Tourism Barrie in collaboration with its partners will attract visitors to authentic tourism experiences in the Barrie area, strive to satisfy them when they are here and bring them back for future visits. As part of the 2012 Strategic Vision, Tourism Barrie is working towards providing tourism information to residents, as well as their friends and family to encourage them to spend their leisure time in this area. Three recommendations address advertising and promotion, making them relevant to the Arts and Culture Marketing Plan: • Improve and grow internet marketing initiatives (Tourism Barrie provides online listing of tourism?ready arts and culture organizations, groups, clubs and individuals, maintains a monthly calendar of tourism ready events online and distributes this information to accommodations monthly) • Advertise strategically (Tourism Barrie produces 2 visitor guides and an event guide which it distributes in the GTA, regional and Barrie markets, promotes to ethnic and international visitors in Spanish, German, French & Russian (soon), promotes through e?mail with Barrie Blast and in the GoTrain magazine.) • Be visible, reach out to visitors when they are here (Tourism Barrie operates the Information Centre year round, answers walk?in and telephone inquiries, and displays and distributes attractions’ marketing materials.) Discovering Ontario – A report for the Future of Tourism (2009) This Ontario Government report was based on stakeholder and community consultations, as well as input from tourism experts. The report documents that since the mid?1980’s, employment in the tourism industry has grown faster than all Ontario industries combined, and faster than construction, retail, manufacturing, agriculture/forestry/fishing/hunting and mining.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011 The report also emphasises the need for co?operation and collaboration within and across the industry and its partners. Some of the recommendations are relevant both to the positioning and marketing of Barrie Culture: • Establish Tourism Destination Marketing and Management Regions Tourism regions should be established to better coordinate tourism marketing and management across the province. Each region should work toward creating a unique brand and stellar experience within a provincial brand. • Cultivate Festivals and Events Ontario should strategically invest in major festivals and events with the highest potential for growth in terms of total tourist expenditures. This would help raise the profile of Ontario and capitalize on the province’s strong product offerings and natural assets, culture and the arts, key economic clusters and sports infrastructure. • Redesign Tourism Ontario’s Marketing Role It is suggested that Ontario should focus more resources on marketing specific destinations within Ontario and less on the overall Ontario brand. The new tourist regions will showcase Ontario’s unique product offerings while ensuring that tourists recognize the quality associated with the Ontario brand. • Focus on our Unique Products The tourism focus should be on the unique product offerings of the regions including not only natural experiences and water assets. Niche tourism experiences such as sports, culture, culinary and ec0?and agricultural tourism should be given prominence. • Pride of Place The report points out that we do not have a culture of pride in this province. Ontarians need to develop stronger pride in what we have to offer visitors. • Increase E?Marketing and Online Booking RTO7 Development (ongoing) In response to the recommendations of Discovering Ontario, 13 Tourism Regions have been established in the province. Barrie is in Regional Tourism Organization 7 (RTO7), which comprises Bruce, Grey and Simcoe Counties. With provincial funding, RTO7 is setting up governance and undertaking a strategic plan, visitor research and key planning studies to move forward with its new role. As RTO7 evolves as the agency responsible for tourism marketing and management in this region, it will be essential for the Barrie to have unique tourism?ready arts and culture product offerings to contribute to the region.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Appendix C Barrie Arts & Culture Organizations and Barrie Waterfront Events
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Barrie Arts and Culture Organizations
Source: Information Barrie, interviews of sample of artists and organizations
Offerings Professional Instruction Amatuer Organizations Local
Market Provincial Regional
Performing Arts Choir King Edward Choir Bravado Show Choir Lyrica Chamber Choir Barrie Huronia Soundwaves County Chordsmen Barrie Regional Youth Choir Joybells and Belltones Handbell Choirs OPP Chorus Parkview Singers Vocal Maturity Barbershop Singers Barrie Concert Association Barrie Music Festival Association (Kiwanis) All City Stage Band (youth) Huronia Symphony Orchestra Barrie Concert Band Barrie Steel Orchestra Kempenfelt Pipes and Drums Simcoe County Band Figleaf Jazz Band The Skyliners Big Band Barrie Folk Society Earthdrum Simcoe County Jazz Society Music Teachers
Music Performance
Other Music
x x x
x x x x x x x x x x x x x x x x x x x x x x x x x
x
x
x x x x x x x x x x x x x x x x x x x x x x x x x x
x
x x x x x x x x x x x x x x x x x x
x
It is anticipated that a comprehensive listing of arts and culture organizations and individual artists will emerge on the new Barrie Arts Portal.
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Professional Instruction Provincial Amatuer Regional Local
Organizations(continued)
Theatre
Talk is Free Theatre by the Bay Cingolani Academy of Music and Performing Arts Madcap Players Onstage Performance Group Kempenfelt Community Players Strolling Youth Tranter Institute Simcoe Contemporary Dancers Dance Incorporated Dance Vision Elite Dance Force All That’s Dance and more Barrie Dance Conservatory KMH Dance Productions La Ronde Dance Academy Moving Art Philomena School of Dance and Fine Arts Simcoe County Cloggers Additional Dance Schools
Dance
x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x
x
Visual Arts Galleries MacLaren Art Centre Campus Gallery/Georgian College Awkward Stage Barrie Art Club Gallery Martin House Mulcaster Mews Shops Others throughout the City
Artists (with gallery/store space)
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Profess
Region x
Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Instruc t Local Amat Organizations(continued) Crafts Prov
Barrie Knitters Guild Barrie Woodcarvers Club Huronia Handweavers Huronia Spinners Guild Loving Hands Quilting Club Simcoe County Quilters Guild Screen One To Each Her Own Films (Heather Tobin) Barrie Historical Association Heritage Barrie Simcoe Foresters Museum Simcoe County Museum Barrie Latin Community Barrie Multi?Cultural Association Caribbean Cultural Institute German Canadian Club Irish Claddagh Club of Barrie and District Italian Culture Club of Barrie Polish Alliance Portuguese Association of Barrie Scots WhaHa’e Vietnamese Cultural Association Barrielicious Festival Barrie Farmer’s Market Georgian College School of Hospitality & Tourism Liaison College Savour Simcoe Barrie Public Library Georgian College Library Laurentian at Georgian Society of the Spoken Word Bookstores
Electronic
Heritage
Cultural Heritage
Culinary
Literature
x x x x x x x x x x x x x x x x x x x x x
x
x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x
x x x x x x x x x x x x x x x
x x
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Creating Cultural Connections Barrie Arts & Culture Strategic Marketing Plan 2011
Barrie Waterfront Events
Source: Information Barrie, interviews of sample of artists and organizations, event websites Location Waterfront Performing Downtown Other Events Lead Purpose Arts & Culture Component Heritage Culinary Literary Visual Local Film Market Provincial 1 1 1 3 Regional 1 1 1 1 1 1 1 7
Winterfest Barrielicious Waterfront Festival Celebrate Barrie Ecofest Promenade Days/Canada Day Theatre by the Bay Jazz & Blues Festival Lawn Chair Luminata Ribfest Kempenfest Rythmfest Dragon Boat Festival Caribfest New Music Festival Carnegie Days Doors Open/9?Mile Portage Festival Great Canadian Beaver Race & Festival Barrie Film Festival Barrie Arts Awards Tree Lighting Ceremony Santa Claus Parade New Years Countdown
DOC Independent Restaurants DOC DOC In House Production Inc Downtown Barrie/DOC TBB JBF Downtown Barrie/DOC Downtown Barrie Simcoe City Arts & Crafts DOC Barrie Public Library Caribfest BNMF MacLaren DOC/Springwater Kempenfelt Rotary Screen One/Bandito DOC/BACC Downtown Barrie Chamber DOC
Winter celebration, tourism Independent restaurants Music/carnival Celebrate Barrie arts Environmental Downtown/community Summer theatre Celebrate jazz/blues A&C/downtown awareness Fred Grant Square Arts & crafts/fundraising Community Community fundraising Celebrate Caribbean culture Music & venues Carnegie/Maclaren connection Local history Fundraising Film exposure Arts excellence Community Community celebration Community celebration TOTAL
1 1 1 1 1 1 1 1 1 1 10
1 1 1 1
1 1 1 1 1 1 1 1 1 14
1 1 1 ? 1 4
1 1 1 ? 1 1 1 1 1 1 1 1 1 1 ? 1 1 1 16
1
1 1
? ? 1
?
1 1
1 1
1 1 1 1 1
7
3
1
3
? 1 1 2
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 23
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Barrie Arts & Culture Strategic Marketing Plan 2011
Appendix D Arts and Culture Marketing Initiatives Simcoe County Communities and Selected Comparable & Larger Communities
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Arts and Culture Marketing Initiatives Simcoe County Communities
Municipal Brand Orillia
Dept of Culture & Heritage ?City logo with culture & heritage ?Completed an ?A Cultural Plan in 2006 with cultural mapping ?On its 11th annual Cultural celebration now the Cultural Summit ?Newsletters
Arts Council
Orillia & District Arts Council ?Representing 160 artists & art organizations ?Incorporated in 2006 ?4 Board members & 1 FT administrator ?Store front Downtown
Portal
ODAC web site ?Offers news, resources, event calendar, member data base is under construction ?Offers links to resources (funding) ?Seems to be targeted to the artists but visitors can look for events and current things to do ?Calendar not searchable & member list was under construction www.orilliaartscouncil.ca/about?us/odac? vision Foundation web site ?offers listing of members ?calendar of events and workshops by discipline but not searchable www.huroniaarts.ca
Marketing Initiatives
?ODAC website provides listing of current cultural offerings but limited functionality. ?City of Orillia web site has very visual information about their cultural facilities, newsletter and links to the Orillia Chamber of Commerce for a full events listing. It is not searchable for arts & culture.
Midland
Town links to Huronia Foundation of the Arts and Southern Georgian Bay Chamber of Commerce ?no pages on arts or culture on Town web site
Huronia Foundation for the Arts ?representing over 170 members
?Foundation has listing of classes and workshops, events and festivals. ?sends out a weekly newsletter
South Simcoe Arts Council ?Represents over 160 members ?9 Board of Directors registered charity 2008 SSAC has a rich portal ?Very visual news and events listings, well organized. ?Submission form available for event on the Arts Community Calendar www.southsimcoeartscouncil.com ?Gibson Cultural Centre, South Simcoe’s Centre for the Arts offers artist in residence space, performances and classes ?SSAC develops a members directory, arts guide, has a local artist hiring policy& coordinates festivals/ events ?Appears to be aligning with Dufferin Arts Council and communities to the south. ?SSAC has great community outreach programs to foster the arts. Includes: seniors residence painting program, colouring book program with sick children, hockey craft tied with a hockey tournament.
Alliston
Town of New Tecumseh Dept of Recreation & Culture But no presence of arts and culture on web site No link to the SSAC nor the Gibson Centre
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Municipal Brand Collingwood
Department of Leisure Services, Arts & Culture Arts & Culture Advisory Committee(committee of Council) ?strong arts and culture presence on Town web site ?links to A&C Advisory Committee, GTTA for tourism and the community links ?can link to the Blue Mountain Foundation of the Arts (but very buried)
Barrie Arts & Culture Strategic Marketing Plan 2011
Arts Council
Blue Mountain Foundation for the Arts Represents over 350 members ?founded in 1975 ?9 Board members http://www.bmfa.on.ca
Portal
Town Web Site has a very visual page for arts and culture with links to: ?public arts policy ?community links (Cultural mapping included 23 arts and culture organizations, 45 festivals & events, 156 creative and cultural businesses and 11 public artworks) ?Grants ?A&C e?calendar published monthly ?A&C Advisory Committee BMFA Web Portal ?Under construction
Marketing Initiatives
Town has: ?Adopted a Public Art Policy since 2009 ?as a visitor there is a link to GTTA ?Hosted National Mural Symposium in Nov 2010 ?developed a new Busking policy ?links visitors to GTTA but does not directly link to the BMFA BMFA actively promoting artists and organizations in the Georgian Triangle. ?targeted to the arts community and its patrons
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Arts and Culture Marketing Initiatives Selected Comparable and Larger Communities
Community Pop size City Department Pittsburg, Pennsylvania Population 300,000+ City of Pittsburg Office of Public Art Arts Council/Group Arts Community Marketing Initiatives Resident/Visitor Marketing Initiatives
Winnipeg, Manitoba Population: 633.451 Arts, Entertainment & Culture Department
Greater Pittsburg Arts Council (GPAC) GPAC Portal is full of ways for artists and GPAC Coordinator of Audience Development is Representing 250 organizations & organizations to: responsible for making purchasing of art and 2,900 individuals ?network, register, build knowledge important to culture easy and direct by reducing barriers to link 16 staff their business, link resources (business & legal audience to A & C purchase. 15 member board advice), offer opportunities for collaborative GPAC has a STAR Program that encourages Merger in 2005 of 2 other organizations marketing, & gain public art technical assistance organizations to share audience data bases and collaborate on promotion & advertising. “exists not to produce, present, or preserve art, Interesting examples are: but to help others do so by providing information, ?workshops for art organizations eg. “Going the opportunities to communicate, advocacy, GPAC, City & Tourism Pittsburg generated Distance?Managing for Sustainability” What’s in education, professional and volunteer training, the Numbers? (captured slides and on video) audience awareness by piggy backing off of major and various forms of technical, managerial, and ?Other topics include Peer 360 Consultation, events (G20 summit & Vatican Splendor touring support services.” Business? Meet the Arts, Collaborative Marketing exhibition) to promote the broader arts to residents in the region. (database sharing, Direct marketing Source: http://www.pittsburghartscouncil.org Comments GPAC is a very active organization that has focused its efforts on capacity building with the arts organizations. They have offered a variety of workshops to help arts organizations get stronger financially & marketing wise. They also have a dedicated coordinator responsible for audience development. WAC Portal links audiences with arts and arts Winnipeg was selected as one of 3 Cultural Winnipeg Arts Council (WAC) organizations. It allows for artists to link to artists. Capitals of Canada and has used this designation formerly WAAC in 1984 as part of City Council. In to promote arts & culture in Winnipeg. 2002 WAC set up as an independent agency. City Interesting features are: allocates $4M. ?Arts e?billboard – can posts events this week, One initiative is the Arts Ambassadors of Winnipeg. These artists promote the arts news, professional opportunities, award & grant Source: http://www.winnipegarts.ca, Dec 2010 community in Winnipeg all year and submissions and even ads for studio rental space. ?Arts calendar and cultural mapping perform/create a legacy project in their discipline ?neat public art policy and examples that relate to Winnipeg. City of Winnipeg provides information for residents and visitors on arts and culture through their city portal. It links to the many community organization web sites as well as to Tourism Winnipeg.
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Community Pop size City Department Arts Council/Group
Barrie Arts & Culture Strategic Marketing Plan 2011
Arts Community Marketing Initiatives Resident/Visitor Marketing Initiatives
Guelph, Ont Population: 114,000 (187,000 Wellington County + Guelph) Community & Social Services, Arts and Culture Division
Brampton, Ont Population 433,806 Community Services, Arts, Culture & Theatre
Comments Winnipeg is a very strong arts and culture community and has used the Canadian Heritage “Cultural Capital of Canada” program to heighten arts and culture in the City. The City, WAC and Tourism Winnipeg Portals are well developed and linked for both for the arts community as well as for the residents and visitors. Guelph Arts Council GAC Portal functions as link to artists, arts Consumers can connect through Visit Guelph & Represents 147 members, 16 volunteering, 854 organization and its audiences. Wellington County events Established in 1975 to be umbrella organization Interesting features are: Strong arts and culture presence through the for arts, culture and heritage. Guelph Arts Council ? Portal has two views within same platform. Site 9 Board members, 2 FT staff, 6 contract staff for member artists to link, register their No marketing coordinator The portal acts as a major audience information organization, post events etc. In addition a Developed Gateway to Arts & Heritage portal in source. “What to do?” “What is happening “. different menu for audiences to help them plan 2004. their arts and cultural experiences. Rotating image GAC responsible for connecting arts community window at bottom gives both messages. A link directs one to a summary of the number of and administers the grants and awards (but under ? Arts Directory and Events Calendar are easy and events by type/sector (e.g. performing arts, review). effective to search. festival). ? Bimonthly Arts in Guelph Newsletter City of Guelph, Community & Social Services, Arts ? Plays important advocacy role FAQ tab and the rotating images in window and Culture Division ? Organize art networking sessions Arts communicate news and upcoming events. These are useful to engage consumers City responsible for managing and marketing Schmoozefest public facilities (e.g. River Run Centre, museums). Audience development is mostly the responsibility of the GAC and individual organizations. Since tourism is under the city function as well they coordinate arts and culture tourism information. Source: http://guelpharts.ca Nov 2010 Comments GAC Portal is a bit complicated but quite functional. Not sure how effective it is to a consumer of arts. Funding comes from City of Guelph, provincial gov’t through Ontario Arts Council & Ontario Trillium Foundation. They also fundraise. BAC Portal which appears to be focused on the BAC Portal visitors can search for artists and Brampton Arts Council City of Brampton mandated the BAC through City’s connections with the artists and organizations. The organizations through the arts directory. The Arts site allows members to register and list their newsletter is also available. “Policy of the Arts” in 1983. organization or business, and seek information Responsibilities include: education & about BAC events, promotion initiatives, City of Brampton web site does a good job development, networking opportunities, workshops and awards. BAC is not a granting promoting arts and culture and links visitors to the communications & promotion & advocacy. Core agency. BAC. The City web site provides events and operating funding comes from the City. 12 Board members, 6 staff festivals listing as well as listing of museums & Interesting features are: entertainment venues. Tourism Brampton is also ?Arts directory & events calendar are easy Source: http://www.artsbrampton.ca/ Nov 2010 linked from this site.
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Community Pop size City Department Arts Council/Group
Barrie Arts & Culture Strategic Marketing Plan 2011
Arts Community Marketing Initiatives &effective to search. Very plain format ?Links to quarterly Arts Talk newsletter, semi annual arts guide, youth blog, success stories of artists although it is not very engaging. ?HACE ™ is a BAC initiative in collaboration with the Downtown Task Forces to use arts and culture to revitalize the Downtown. They established an Arts Incubator, a small business mentoring and training centre downtown. HACE has advocated for “multi?tenant” arts centres in the Downtown. Resident/Visitor Marketing Initiatives Another successful initiative has been the Arts in the Open that links the arts community to the downtown farmer’s market. Other outreach initiatives include: ?Novel of the arts – community village celebration during Brampton Day ?Studios of Brampton tour – free 11 studio tour ?BAC annual arts student awards/bursary program? graduating student selected from each high school ?Give the Arts and Hand – linking corporate sponsors to the arts
St. Catherine’s Populations: 129.170 Recreation & Community Services, Program & Cultural Services Department
Comments Brampton has a long history in arts and culture and has a well?established infrastructure. The BAC is directly connected to the City through its mandate and core funding although it is an arm’s length organization directed by a Board of Directors. It appears the City takes a stronger role in the promotion of arts and culture whereas BAC has connected the network in the arts community & celebrates their successes. BAC has had successes to build the business capacity of the arts community through HACE and has used arts and culture for revitalization of Brampton’s downtown. Although Brampton was selected as a Cultural Capital of Canada in 2010 there is no reference to it on the portal. SCAAC Arts Portal for artists and audiences. The St Catherine’s & Area Arts Council Visitors to SCAAC portal can review the events three goals relate to promoting the value of the formed in 2001 under the Municipal Cultural calendar and the member’s listing. It offers an e? arts, advocating on their behalf and to strengthen newsletter and social media links. Policy of 1999. By 2002 a Membership directory their capacity. was produced. 15 Board members Visitors to the City portal can access “Experience The following features are on the portal for 1 staff Things in” and obtain listings regarding exhibits, members: festivals and events, museums and on the same ?Member’s listing (manage profiles) page obtain tourism related links. ?Events calendar (submit events for calendar) Source: http://www.stcartscouncil.ca Dec 2010 ?Opportunities (including audition notices, space rentals, workshops and classes) ?City has financed the Cultural Investment Fund ($150,000) for art projects that “promote civic identity and stimulate economic development and tourism” ?developed Public Art Policy in 2003 SCAAC has supported a revitalization of the downtown with arts and cultural. A performing arts centre is under construction.
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Community Pop size City Department Arts Council/Group
Barrie Arts & Culture Strategic Marketing Plan 2011
Arts Community Marketing Initiatives Resident/Visitor Marketing Initiatives
Comments City portal provides good links to A&C information through the “Experience Things in”. Information is well organized, has links organization web sites and is visually appealing. SCAAC seems to be focusing on the arts community and less on the marketing of the arts. The web site is very text rich and not visually rich. The search functions are basic. The individual member listings offer links to organization web sites. There is not link to the City web site for “experiences in” things to do or tourism services.
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Barrie Arts & Culture Strategic Marketing Plan 2011
Appendix E PRIZM C2TM: Geodemographic Segmentation
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Barrie Arts & Culture Strategic Marketing Plan 2011
Created in Barrie: Understanding Barrie’s Arts & Culture Markets 2009
PRIZM C2TM: Geodemographic Segmentation
The Resource Management Consulting Group February 25, 2010
PRIZM C2TM: Geodemographic Segmentation • Tool developed by Environics Analytics Group (ww.environicsanalytics.ca) • Segmentation based on lifestyle data, demographics and geography (PCs + CDs) o 66 clusters developed for Canadian residents o Information about lifestyle and leisure preferences o Insight into effective ways of attracting and marketing to segments o Used by Ontario & Federal governments for tourism, many others (Aeroplan, United Church of Canada, Canadian Cancer Society and more) • Provides more insight into markets than from a single survey Value to City of Barrie Culture • Increase understanding of A&C markets based on… o Behavior o Lifestyles from a variety of perspectives o Geographical distribution o Regional market size • Can be used to… o Strategize and tactically plan to match resident’s o Behavior, interests, preferences o And ultimately engage more people in Barrie’s arts and culture scene Methodology • Identified the PRIZM clusters of our survey sample for o Festivals and events n=549 o Musical performances n=450 o Performing arts n=379 o Visual arts n=254 • Compared our sample to the PRIZM clusters for the combined Simcoe CD and Muskoka CD (not York CD ? different demographics, York CD residents a small proportion of our sample) • Calculated a Barrie A&C Index for each of the 25 PRIZM clusters A&C Index = % of A&C sample % of pop • Lowest score was 0 and highest score was 358 • Then, identified 11 target market PRIZM clusters o Population over 5,000 o Index over 100 o Plus 3 potential clusters • Mapped Target Clusters in Barrie o Current market segments o Potential markets
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Barrie and Region A&C Market Segmentation
Tendency to participate in A&C in Barrie(Index) Middle Income Retirees Mid?income Middle age Families High (300+) Young Educated Families
Apartment Mix
Medium (150?299)
Low (<150)
Additional Potential Markets
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Simcoe? Muskoka Pop
Barrie Arts & Culture Strategic Marketing Plan 2011
Lifestyle Clusters
Index
Performing Arts Music Events
Apartment Mix Profile
Startups& Seniors is a prime example of two lifestyles thriving side by side: a mix of very young and old households, singles and widowers, newly married couples and empty?nesting retirees. Found in older city and suburban neighbourhoods filled with duplexes and low?rise apartments, this bi?modal population has a split marketplace personality. Startups & Seniors households have high rates for going to bars, rock concerts and job fairs as well as enjoying gardening, retirement magazines and crafts projects. But residents share relatively high educational levels—45 percent have gone to college or a university—which result in average incomes, a fondness for the arts and a healthy scepticism towards leaders of government or culture. They show little interest in keeping up with fashion trends and wish society would reduce its preoccupation with money.
5,541
358M
325 P
276E
18,740
230E
212M
207P
Located throughout English Canada in cities as well as small towns, Mobility Blues presents a working?class portrait: a population of young singles, families and single parents who are often on the move, to the point of sometimes feeling aimless. Residents here not only tend to move often, they also have a high rate of employment in transportation, in addition to manufacturing and sales. No one’s particularly well off in Mobility Blues, but residents live decently on their $55,000 annual incomes. They like to visit bars and nightclubs, gamble at bingo halls and horse racetracks, and take the occasional trip within Canada, often staying in their campers or RVs. Entertainment at home typically involves doing crafts, reading entertainment magazines and listening to the radio—country, mainstream rock and classic hits are favourite genres. With many working at tiring industrial jobs, they admit that they’re happy just to relax at home at night.
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Simcoe? Muskoka Pop
Lifestyle Clusters
Index
Performing Arts Music Events
Mid?Income Middle Age FamiliesProfile
Mr. & Ms. Manager is home to Canada’s working couples living in the exurban sprawl beyond the nation’s largest cities. The residents of these communities tend to be prosperous executives who like their toys: boats, computers, home theatre systems and impressive collections of sporting equipment. These families and couples enjoy outdoor activities like golf, skiing, power boating and canoeing. They don’t mind driving their kids to the zoo, national park or a hockey game as long as they get time to take in a variety of exhibitions, from crafts and gardening to boats and investments. And though Mr. & Ms. Manager residents typically commute by car to nearby cities, they enjoy their exurban settings, preferring to go camping over seeing an opera, and driving a pickup truck rather than owning a sport sedan. Widely dispersed across Canada, Fast?Track Families features a mix of families and couples living in upper?middle?class exurban communities. Most of the adults are middle?aged, married homeowners who work in a variety of business and service occupations. Typically located in areas with many outdoor amenities, these households enjoy an array of activities, from fishing, hiking and camping to golf, hockey and baseball. But they are also close enough to big cities to enjoy entertainment like community theatres, pop concerts and pro sporting events. In their homes, most built since 1970, the presence of children can be seen in the popularity of radio?controlled toys, puzzles, pets, computers and video game systems. But having fun is not just for the kids, as the adults consciously strive to leave their work behind by gambling at casinos and enjoying adventure sports like scuba diving and paintball. Found across southern Ontario, Blue?Collar Comfort features large families with middle?aged parents who work at skilled blue? collar and service sector jobs. These high school? and college?educated Canadians have secured well?paying positions—the average income is nearly $89,000—that allow them to pursue upper?middle?class lifestyles. With their school?aged children, these households have high rates for playing baseball, going to theme parks, watching auto races and attending pet, motorcycle and sportsman shows. Around their older single, semi?detached and row houses, relaxation means nothing more taxing than tuning in to TV sports or talk shows. Blue?Collar Comfort consumers have enough money in their jeans to travel—the cluster includes a high percentage of snowbirds—but many of these wage earners are content to go only as far as the local casual dining restaurant or outlet mall for a night out. A collection of upscale exurban communities, God’s Country features middle?aged families and couples living in single?family homes built after 1985. The cluster is concentrated in the small towns orbiting southern Ontario’s cities, and most residents commute to city jobs while taking advantage of leisure activities beyond the downtown hustle. With more than half of all households filled with children, God’s Country scores high for participating in baseball, basketball, hockey and football. The adults like to play golf, go canoeing, watch horse races and attend garden, home and ski exhibitions. To get to their leisure activities, they tend to drive SUVs and trucks, preferring to buy any nameplate as long as it’s made in Canada. Individualistic and somewhat anti?establishment, these Canadians describe themselves as family?oriented, religious and wary of traditional institutions and authority figures.
6,270
205M
199P
183E 15,502
165M
160E
134P 62,623
128M 128E 128P
43,235
141P
127M
130E
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Barrie Arts & Culture Strategic Marketing Plan 2011
Simcoe? Muskoka Pop
Lifestyle Clusters
Index
Performing Arts Music Events
Middle Income Retirees Profile
Nearly Empty Nests is a haven for married couples over 55 years old whose older children either still live at home or have already flown the coop. Concentrated in several dozen towns, small cities and second?tier metros of English Canada, these residents on the cusp of retirement have achieved midscale incomes from years of working at white?collar and service sector jobs. With discretionary income from their emptying households, they engage in a wide range of leisure pursuits. They have high rates for going to casinos, dinner theatres and film festivals, and it’s difficult to find a show they don’t frequent—whether for boats, pets or travel. For exercise, they enjoy golf, curling, gardening and aerobics. They have enough money to travel the world, but they make sure their investments are sufficiently funded for the future. Many are price?sensitive consumers with a fondness for second?hand stores, loyalty programs and warehouse clubs. One of the oldest lifestyle types in Canada, Grey Pride is filled with over?60 singles, couples, widows and widowers living in urban? and suburban?fringe apartments. Getting by on comfortable fixed incomes, these residents maintain a relaxed lifestyle, cooking and doing crafts at home, and socializing with friends at the community theatre, ballet, racetrack or art gallery. The chief entertainment for many is television—many own home theatre systems—and residents are big fans of talk shows, game shows, hockey matches and figure skating. Concerned about their advancing years—one in four are over 75—this cluster’s residents score high for buying prescription drugs, having a will and protecting the environment for future generations. Frequent donors to alumni and political groups, they worry that humankind is heading toward major upheavals and they look to these organizations for leadership in a changing world.
6,596
378P
319E
318M
9,869
309P
307M
271E
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Barrie Arts & Culture Strategic Marketing Plan 2011
Simcoe? Muskoka Pop
Lifestyle Clusters
Index
Performing Arts Music Events
Young Educated Families Profile
Scattered across the provinces, Suburban Rows is composed of younger, middle?class immigrant families living in suburban and urban row houses. More than a quarter of cluster residents are classified visible minorities: 6 percent black, 6 percent South Asian and the rest a mix of Chinese and other nationalities. Despite many having university and college educations, these newcomers mostly work in service sector jobs, earn average incomes and have low?key lifestyles. They have high rates for playing soccer, jogging, swimming and skateboarding. And a big date is taking the kids to a carnival, video arcade or music festival. They rarely go shopping unless it’s to an outlet mall, but they do manage to acquire the latest technology, including computers and MP3 players. Admitting that they rarely go to boutiques, gourmet supermarkets or fancy restaurants, the parents of these growing families say that they don’t need a lot of money to enjoy life. White Picket Fences is a collection of one?time farm hamlets rapidly evolving into bedroom suburbs filled with young, working?class families. Half the adults are under 44, about a quarter of households are headed by single parents and a majority of children are toddlers and pre?teens. With their high school educations and blue?collar and service jobs, these residents tend to have busy, youthful lifestyles. The adults like to spend time outdoors playing golf, boating and watching auto races and soccer matches. Their children enjoy skateboarding, in?line skating, visiting video arcades and going to zoos and aquariums. T hese young families are a strong market for an array of leisure products, and they have high rates for buying PCs, video game systems, ATVs and campers. But to maintain their active lifestyle, they use credit liberally, taking out auto loans, using debt consolidation services and carrying a personal line of credit. Younger multi?ethnic families with pre?school children have turned Pets & PCs into the largest lifestyle type in Canada. Scattered around the nation’s larger cities, the group contains an increasing number of immigrants from South Asia, China and Europe. No segment has a greater concentration of new housing, and many of the residents have settled into single? home and row house subdivisions. With their upscale incomes, they have crafted an active, child?centred lifestyle. They participate in a number of team sports, including baseball, basketball, hockey and soccer, shuttling kids and gear to games in minivans and SUVs. On weekends, they head to kid?friendly destinations such as zoos, theme parks and aquariums. They fill their homes with an array of computers and electronic gear, telling researchers that they enjoy buying new products “just for the sheer joy of the novelty.”
8,224
227M 202P
151E
8,626
216M
188E
112P 52,494
208P
204E
175M
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Barrie Arts & Culture Strategic Marketing Plan 2011
Simcoe? Muskoka Pop
Lifestyle Clusters
Index
Performing Arts Music Events
Potential Markets Profile
The Exurban Crossroads cluster is distinctive in its ordinariness: younger, middle?class households with lots of children, living in small cities and satellite towns. The educational levels here range from high school to community college. And most residents have parlayed well?paying blue?collar and service sector jobs into midscale status and outdoorsy lifestyles. Exurban Crossroads households enjoy camping, boating, swimming and visiting national and provincial parks. The adults here have active social lives, with high rates for going to bars, nightclubs, rock concerts and comedy clubs. At home, these families like to make crafts, play video games and listen to music. Their conservative social values are typical of smaller cities and towns: they’re pro?Canadian identity, sceptical towards big business and unconcerned about status recognition.
Located in industrial cities and towns across southern Ontario, Lunch at Tim’s consists of a mix of mature and young, blue?collar and service workers living in older homes and apartments. They’re the kind of tight?knit communities where residents enjoy socializing at local eateries like Tim Horton’s. Few clusters score higher in the popularity of sandwich shops, drive?throughs and take?out restaurants. Predominantly white and working?class, these Canadians have crafted rustic lifestyles filled with fishing and hunting, baseball and hockey. They’ll occasionally splurge on a visit to an arts and crafts show, community theatre or racetrack. But these folks are more concerned about hanging on to their paycheques than gambling them away on horses or video lotteries. In fact, Lunch at Tim’s residents tend to shop at outlet malls and second?hand stores, and they join nearly every retail loyalty program they come across.
6,140
163M
113P
93E
36,030
110M
85E
81P
4,789 0E 0P 0M
Money & Brains seem to have it all high incomes, advanced degrees and sophisticated tastes to match their credentials. Many of these Canadians are empty?nesters or married couples with university?aged children who live in older, fashionable homes in urban and suburban neighbourhoods. With 45 percent holding university degrees, Money & Brains consumers exhibit cultured sensibilities in the marketplace. They have high rates for going to the theatre, symphony, art galleries and the ballet. At home, they listen to radio stations and subscribe to business, news and travel magazines. A politically active cluster, residents here rank high for working on community projects, serving as volunteers and writing letters to public officials. They also support a long list of philanthropic causes, exercising their well?developed social conscience with both their time and money.
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