New models of collaborative governance are being looked to, that encourage civic engagement and community participation in decision-making. [1] These kinds of models are becoming increasingly useful to government and public agencies, who are required to produce positive outcomes under ever tighter fiscal constraints. If the authority can coordinate and align resources from a variety of stakeholders with its own, it can leverage its limited resources to produce maximum benefits for the targeted communities. [2] Toronto’s economic strategy Agenda for Prosperity calls for local government to ‘work collaboratively to strengthen and expand key industry and geographic clusters’,[3] such as the cultural industries. It makes recommendations for the city to ‘support and work with organizations and facilitate joint action among lead firms, suppliers, labour and economic foundations such as education,’ through the use of jointly resourced action plans.[4] Another strategic document of Toronto, the Creative City Planning Framework, highlights the importance of cross-sectoral collaboration and decision-making within its analysis.[5] It links this approach with evidence of cities who were able to sustain continuous innovation and tackle complex urban challenges in order to drive their creative economies. [6] These cities had developed ‘institutions of collaboration’, which were dedicated organizational structures that supported ongoing learning and engagement among stakeholders. [7] Examples given of shared governance in action, included task-based working groups and forums, and cross-sectoral round tables, such as one referenced in this report, the Roundtable on Economic Competitiveness and Social Inclusion.[8]
London’s policies also have suggestions to make towards this new role for local government, stating that it should be ‘more facilitative than directive’.[9] In the latest comprehensive strategy towards the arts and culture, London’s Cultural Capital, the priorities set for the Mayor, include advice that he works ‘in partnership with the cultural agencies’, in order to maximise the effectiveness of their delivery and to aid their restructuring.[10] It is with the same aim of effectiveness and desiring to ‘make a real difference’, that further reports recommend working in collaboration with trade associations and industry experts in policy development;[11] and welcome community boards and other local authorities to develop and contribute their own cultural strategies.[12] By approaching governance as a shared objective, a city can relieve some of the burdens associated with the responsibility of administration; placing itself in the role of a consultant and collaborator.
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[1] University of Toronto (2007). Prosperity and Opportunity in Toronto: Getting it Right. Roundtable on Economic Competitiveness and Social Inclusion. City of Toronto. p. 5
[2] Randall Hansen speaking at Prosperity and Opportunity in Toronto: Getting It Right. p. 12
[3] Toronto Mayor’s Economic Competitiveness Advisory Committee (2008). Agenda for Prosperity. Toronto. p. 24
[4] Ibid., p. 41
[5] AuthentiCity, p. 30
[6] Ibid.
[7] Ibid.
[8] University of Toronto
[9] Kadie Ward and Kate Graham (2008). Building London’s Creative City? A Municipal Innovation Case Study. Ontario. p. 19
[10] Greater London Authority (2004), p. 22-23
[11] Greater London Authority (2008). p. 11
[12] Ibid., p. 23