Executive Summary

The Cariboo-Chilcotin Beetle Action Coalition was formed to enable "Communities Working Together for a Sustainable Future". Arts, culture and heritage are highly woven into the very fabric of the region. It is interconnected with many other sectors, most significantly tourism and the retention and attraction of people to the Cariboo-Chilcotin.

The benefits of arts, culture and heritage go beyond economics. They contribute to health, learning and quality of life. Social benefits are significant. The paper, "Quality of Life, Quality of Place", Creative City Network of Canada, 2005 states: "Culture . . . is now being recognized as a means to community building, encouraging outdoor activity, healthy lifestyles, life-long learning, increasing accessibility to programs for all levels of society, and celebrating diversity and cultural differences."

British Columbia's workforce has a much higher percentage of culture workers than the Canadian average. While this statement does not reflect the same findings to be true for theCariboo-Chilcotin, it does show the potential for growth in this sector.In Canada, self employment in the cultural sector (44%) is over five times the rate of theoverall labour force (8%) in Canada. Part-time work, contract work and self-employmentare often necessary choices, when full-time work availability is limited.

The Cariboo-Chilcotin area's cultural strength as identified in a BC Cultural Alliance Network report are many: creative individuals, four-season climate, rich First Nations resources, independence, history and cultural facilities.

The objective of this strategy is to offer a strategy for the Arts, Culture and Heritage sector to recognize the essential importance of this sector to the economy, health and quality of life in the communities of the Cariboo-Chilcotin. The success of several other sector strategies is dependent, at least in part, on the vibrancy of the cultural sector.

In order to accomplish this objective, the following Actionable Items have been set:

1. Capital Fund - Establish a capital fund as seed money to leverage necessary funds for significant cultural upgrade projects throughout the region.


2. Barkerville Fund - A significant investment should be made in Barkerville Historic Town to ensure its sustainability into the future.


3. Operating Fund - Establish an operating fund to ensure cultural organizations remain sustainable.


4. Funding Mechanisms- Any cultural fund established should be administered to maximize equitable access and minimize complexity.


5. Policy - Local government authorities should establish Arts, Heritage, and Culture policies with clear intent to support the sector’s growth and health. In conjunction, local government authorities should establish functions for the purpose of providing operating assistance to non-profit arts and heritage organizations. It is recommended that this assistance take several forms, for example, facilities, funding, tax relief and expertise.


6. Regional Lobbying - Given the proven effectiveness of a strong regional lobby in establishing an alternative management structure for Barkerville as the regions’ anchor heritage attraction, the political leaders of the CRD and the four municipalities should continue to provide a strong voice on both Provincial and Federal cultural policy.


7. Coordinating Organization - Establish a regional coordinating organization with a mandate to support all arts, culture and heritage sub-sectors across the region.


8. First Nations Cultural Coordinator - Establish a position as First Nations Cultural Coordinator


9. Preserving the Cariboo-Chilcotin Story - Establish and fund a regional program to capture and preserve the stories that tell the history and tradition of the region.

To View Actionable Items document click here.