MINUTES – PUBLIC – ARTS, CULTURE, LETTERS AND HERITAGE COMMISSION (CACLP)
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Analysis of the relevance of a municipal arts council in Gatineau – Presentation of findings and avenues for reflection
Émilie Chazelas, CEO of EMC, and Nathalie Courville, CEO of Art Expert, both consultants mandated by the City of Gatineau, present the results of the analysis regarding the relevance of implementing a municipal arts council. The objectives of the presentation are to share the results of the analysis; evaluate the relevance of such a council in Gatineau; and foster exchanges to guide and contribute to the reflection on this subject.
A preamble is presented, followed by the steps of the process. It is recalled that a workshop had been held in June 2025 with the members of the CACLP. The consultants indicate having been mandated in March 2025 to accompany the City in evaluating the relevance of implementing a municipal arts council. The mandate included the following components:
- Draw a portrait of the cultural ecosystem in Gatineau;
- Evaluate the roles and responsibilities of a city regarding culture;
- Take into account the mechanisms already in place in Gatineau;
- Perform a comparative research with the cities of Montreal, Longueuil, and Saguenay;
- Propose scenarios adapted to Gatineau, taking into account various considerations.
The presentation focuses on the final report resulting from this process. Among the findings, it is highlighted that the City of Gatineau does not invest less in culture than other cities in Quebec. However, in its program of aid to organizations, the City of Gatineau invests less than other large comparable cities. The work carried out as part of the overhaul of the Programme de soutien aux organismes culturels (PSOC) is praised. However, it is mentioned that it is still too early to fully measure the impact that this overhaul will have on organizations in the environment. Requests have been made by the latter, notably regarding the peer jury, and some have been heard and even addressed to date. In Gatineau, a need for financial support for artists is also identified, a need that does not seem to be fully met to date. Let us mention that it is observed that grants to artists, notably through the Conseil des arts et des lettres du Québec (CALQ), are more present in cities with an arts council, such as Longueuil and Saguenay.
The main findings related to the models of arts councils in Quebec are also presented. There is no single model. Arts councils have a board of directors and governance independent of the municipality, and their mandate focuses on supporting artists and organizations. They generally use peer evaluation committees for the allocation of funding. They offer a diversity of programs and ensure public and transparent accountability. The cities play a leading financial role in their operation, and private fundraising practices vary considerably from one council to another. The Conseil des arts de Montréal is presented in more detail, notably for its strong lever in terms of private funding and philanthropy, which allows it to enhance municipal investment. However, the contribution of private funding from the arts councils of Longueuil and Saguenay is rather weak.
The consultants present the general advantages associated with the implementation of an arts council, notably the possibility of having more diversified and flexible funding levers, including for artists. In the current context, it is recalled that the City of Gatineau already has several municipal programs intended for professional artists and organizations, artist residencies, current or future dedicated infrastructures, a new cultural policy, as well as a real commitment toward the cultural environment. Among the opportunities raised regarding the implementation of an arts council, we note the improvement of the salary framework; the diversification of revenue sources; participation in consultation tables; the strengthening of the link between the artistic community and the municipality; support for artistic innovation; and better adequacy with the needs of the environment. Regarding the challenges, it is mentioned that the practice of philanthropy and private funding remains relatively recent and weak in the Outaouais. Should an arts council be implemented, the distribution of roles between the bodies will have to be clearly defined to avoid any confusion. In addition, major and recurring funding, mainly provided by the City, will be essential to ensure the sustainability of the structure.
It is recalled that during the workshop with the Commission last June, three (3) issues had been addressed to reflect on the potential creation of an arts council: juries and artistic criteria; governance and decision-making; and the diversification of funding. The consultants recall that at the end of the workshop held in June, the majority of members present were initially favorable to the implementation of an arts council. A SWOT analysis (Strengths, Weaknesses, Threats, Opportunities) was then carried out, as well as an examination of the respective roles between the City and a potential arts council. The priority need identified in Gatineau is the implementation of funding levers for artists, an issue that an arts council could address. During the return to the plenary at the June session, several questions had been raised regarding the process, the mandate, representativeness, sustainability, the attractiveness and retention of qualified personnel, as well as the role of the City. At the end of the workshop, it was finally noted that the exercise raised more questions than answers.
As part of the current presentation, two scenarios are presented for exploration: the scenario of full delegation and the scenario of a specialized mandate. The strengths and weaknesses of each are presented. The interest in obtaining a charity number is also mentioned, eventually allowing an arts council to play an "umbrella" role in terms of cultural philanthropy. The exploration of the scenarios is considered positive, although several facets remain to be deepened. It is mentioned that it is important to take the necessary time to answer the many questions raised, and to avoid any precipitation in decisions. A consultation with professional artists is also considered necessary.
The analysis of the cultural ecosystem reveals the existence of organizations whose missions could meet certain identified issues. The needs of the environment are mainly of a financial nature: artists and organizations want and need more means. Stability is also required, notably regarding the permanence of the teams of organizations that support or initiate artistic projects. It is mentioned that the culture of philanthropy must be developed. Neither of the two proposed scenarios perfectly meets the needs, but they constitute bases for reflection. This reflection must continue, by targeting priority issues. The implementation of a reflection project is considered relevant. It is also mentioned that this process represents an opportunity for the City to distinguish itself by a model that is its own.
The Department presents the next steps of the file. In light of the presentation and the study on private funding, the Department deems it important not to act precipitately and to continue the reflection work, in accordance with the City's wish to find the best mechanisms to meet the needs of the cultural environment. A work calendar will be established by the end of the year, in connection with the two available analysis reports. These documents are complementary and should guide the work to come. The years 2026 and 2027 will be devoted to deepening the analysis of needs and exploring avenues for solutions in terms of funding, in collaboration with actors of the Gatineau cultural environment. The City recognizes the vital forces of the territory, notably Culture Outaouais. Finally, it is planned to adjust, if necessary, the governance strategies of cultural funding by integrating new elements starting in 2028 as part of the next action plan of the Cultural Policy.
Exchange period
General comments Thanks are addressed to the presenters for their contribution to the meeting.
Clarification on the full delegation scenario The Department raises a question of clarification regarding the full delegation scenario: does it only target programs intended for professional artistic organizations? The consultants confirm that, within the framework of an arts council, cultural leisure activities are excluded. Such a council would only target artistic organizations and professional artists. The specialized mandate scenario, for its part, would imply an arts council that would not take charge of organizations, this responsibility being able to be assumed by the SACL, notably since the revision of the PSOC program. The proposed Arts Council would be specialized in supporting artists.
Funding and scenarios A question is asked to know if the City has sufficient financial resources to consider the scenario of full delegation to an arts council. We also wish to know the amount invested annually for artists and organizations working in professional practice, excluding heritage organizations. The Department specifies that approximately $940,000 is invested each year for this purpose. This amount, however, does not include administrative costs, but only financial support. Thus, in the evaluation of the scenarios, whether we are talking about partial or full delegation, it will also be necessary to take into consideration the resources necessary for administrative costs. The Department indicates that the addition of an administrative budget will have to be the subject of discussions at the municipal council if such a scenario were retained at the end of the analyses and reflections.
In the context of a partial delegation scenario, the City mentions that it currently has few programs intended directly for artists (e.g., grants, residencies, support for artist studios). It would undoubtedly be necessary to consider additional funding to better meet the needs of the artistic environment. It is specified that the amount of $1.5 million, mentioned in the context of the scenarios, includes both operations and funding. A member wishes to obtain more details on the breakdown of the figures presented. The team of consultants explains that the amounts are distributed into broad categories, according to estimated proportions. For example, for the full delegation scenario, the calculation is based on PSOC investments, to which administrative costs are added, respecting a maximum threshold of 30%. The presentation aims to offer a general portrait of the range of investments to be expected, according to the different scenarios, without entering into specific details.
A member raises a concern, wondering if it is not too pessimistic to suggest that the City will not have the means to implement the full delegation scenario to an arts council. He proposes that it would be preferable to seek to convince the actors of the contrary, rather than highlighting potential difficulties. On this subject, the Department specifies that this is not the message conveyed by the report. It is added that if the scenario of an arts council is retained, the Department will present the financial recommendation associated with it to the municipal council. However, currently, it is necessary to continue the collection and analysis of data. Although artists were invited to a meeting in June, their participation was limited, and the City wishes to continue exchanges with them. It is specified that this is the first time that the City has seen to so many major fundamental projects at the level of arts and culture. Several data must be aligned and prioritized, notably in connection with the major projects that are economic development, the PSOC, and cultural infrastructures. The Department insists on the importance of taking the necessary time to conduct a rigorous analysis, without precipitating the conclusions.
Furthermore, a recent survey conducted by Léger among voters in various Quebec municipalities indicates that culture constitutes an important component of the quality of life of citizens for them. We also observe a growing trend for culture to figure among the priorities of municipal elected officials. Once the analyses are done and the conclusions better defined, the file could be forwarded to the municipal council by the Department.
Governance A member highlights a blind spot in the current reflection, that of governance. It is recalled that an arts council is linked to governance, as a space for dialogue, planning, and reflection. Although the City already plays an active role in terms of management, it is important to consider that an arts council would constitute an external and independent place, allowing the emergence of new dynamics. It is mentioned that, in the analysis, Gatineau seems to be in a posture similar to that of Laval, regarding the creation of a space of opportunity and reflection. We also highlight the potential for emergence in Gatineau, notably in the niches linked to artists, partnerships with the education environment, and the use of public spaces. It is considered essential to reflect on the role that the City wishes or can play in this ecosystem. This reflection must include the role of an arts council, beyond its financial role. The presenters indicate that this vision of independence guided their steps. They specify, however, that this independence must not be compromised by an administrative structure that is too costly. Nevertheless, the funding of arts and culture remains a recurring issue that must be addressed. We highlight that, during the June meeting, members mentioned that it would not be desirable to move funds currently intended for organizations toward an administrative structure to the detriment of the cultural environment. We must also ensure that any body envisaged is able to live in the long term. It is specified that the mandate did not include the definition of roles, but that an arts council could support artistic emergence or assume other functions. Gatineau could thus conceive an original model, adapted to its needs. It is also mentioned that the identification of precise sums at this stage could constitute a brake. It is important to allow oneself to innovate, to dream, and to evaluate the feasibility of the different options. The Department explains that the amounts presented aim to enlighten the discussion, to offer a scale of reference. The objective remains to find, in accordance with the Cultural Policy, the best mechanism to improve support and funding for artists, among others. The concerns and needs expressed are heard, and other discussions with actors of the environment will be necessary.
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Study on private funding in the Outaouais – Presentation of initial findings
The presentation is given by Geneviève Lehoux, Senior Associate and Philanthropic Architect at Moris. The presenter is accompanied by Marie-Ève Lajoie, Strategic Advisor in Philanthropy. The presentation will be sent to members following the meeting.
The context is presented by Julie Martineau, of Culture Outaouais, also a member of the Commission. It is specified that the mandate presented is carried by Culture Outaouais as part of an agreement with the City of Gatineau. This mandate is part of the objectives of the Cultural Policy, more specifically in relation to the development of philanthropy in the cultural sector. The objective of the presentation is to provide guidance and an analysis of the work in progress. This is a project progress report.
The Moris team was mandated to explore concrete avenues for private funding and to identify levers for action allowing cultural actors in the territory to be more strongly equipped, to diversify their sources of funding, and to consolidate their financial autonomy. The City of Gatineau actively participates in the project's monitoring committee. Certain steps remain to be completed, notably regarding the conduct of interviews with key actors in the region's economic sector and the continuation and finalization of findings from the work.
The presenter exposes the initial angle that guided the start of the funding study. The initial questioning focused on identifying contextual factors likely to influence private funding in culture in the region. Several dimensions were explored as part of this analysis, notably: philanthropy; partnership investment (e.g., sponsorship); and donations. The three central questions are presented to the members:
- How does the Outaouais region compare to other regions (Estrie, Mauricie, Centre-du-Québec – central regions) of Quebec regarding socioeconomic and cultural dynamics and structuring initiatives?
- What is the current state of private funding in culture in Gatineau and the Outaouais?
- What best practices could inspire greater engagement from economic actors toward private funding in culture in Gatineau and the Outaouais region?
Clarifications are provided regarding the terminology used in the study. It is emphasized that individual and private donors were taken into account in the analysis. The latter are, moreover, the most frequent contributors and are present in a significant way in Gatineau, in various forms. Planned gifts are identified as an emerging trend. A distinction is also made between private foundations and public foundations, particularly regarding the independence link between founders and administrators. It is specified that a registered charity (OBE) has the capacity to issue tax receipts, which constitutes an important lever in the context of philanthropic funding.
Finally, the study's methodology, constraints, and limitations are exposed. Among the challenges encountered, we note: restricted access to detailed data, regional disparities, and a lack of territorial sectoral indicators. The analysis components of the study are presented in relation to the two main axes of private funding in culture: philanthropy and partnership investment. These axes are considered as factors influencing the engagement of stakeholders. The following dimensions were addressed: the socioeconomic context, cultural philanthropy in Canada and Quebec, and the cultural, economic, and private investment ecosystem. Furthermore, several initiatives and levers were highlighted: community foundations, public and private foundations, fundraising campaigns, etc. It is mentioned that the Fondation Philanthropie Outaouais, officially active since 2025, is an actor to consider. This foundation has a fund dedicated to the cultural sector, created by the Fondation Culture Outaouais. It acts as a strategic intermediary between donors and community needs. This is an important vector for corporate and individual engagement toward the cultural environment.
The presentation addresses corporate investments in culture, highlighting companies engaged or recognized in this field. In Gatineau, several companies financially support cultural organizations in the Outaouais, and others are recognized for their philanthropic engagement at the Quebec level. It is emphasized that the majority of these companies identify culture as a strategic axis of engagement, structuring their actions through donation and sponsorship programs.
To conclude, it is mentioned that private funding in culture remains underdeveloped in the Outaouais. The regional philanthropic ecosystem remains fragile and poorly structured. However, certain levers are identified: the proximity of Ottawa, the diversity of the population, the assets specific to Gatineau, and the growing interest of organizations in developing their skills in cultural funding. A beginning of a professional shift in practices is observed. The Cultural Policy of the City of Gatineau demonstrates a clear intention to strengthen the cultural sector. Finally, it is noted that the notoriety of organizations remains low, and that there is a lack of showcases allowing for better articulation of the links between economy and culture. Some priorities were highlighted as part of the study:
- The development of skills for managers of cultural organizations in Gatineau (training, support) to implement their partnership philanthropic culture;
- Support programs that fund the mission and not the project;
- The generation of initiatives favoring: o Connecting the business community to culture; o A neighborhood invested by culture.
Exchange period
General comments The presenter is thanked for the very complete presentation.
Fiscal sponsorship A question is raised regarding the current possibility for organizations in the region to use fiscal sponsorship. As an example, it is mentioned that the City of Montreal, through the Conseil des arts de Montréal (CAM), lends its charity number to certain organizations, then returns the funds raised to them, thus allowing them to develop their own status as a registered charity (OBE). However, this practice is considered costly and administratively burdensome. In a context where few Outaouais organizations have an OBE number, such an initiative could be considered, provided that clear criteria are integrated. For example:
- Initiatives should be structuring and aim for autonomy in the long term;
- Criteria could provide that a permanent resource be integrated into the organization at the end of the period. This avenue is mentioned with all reservations, as a possibility to explore.
The creation of endowment funds is also addressed, notably via the Mécénat Placement culture program. These funds would be created, then the sums collected remitted to a charitable organization. In some cases, municipalities act as recognized donors, before transferring the funds back to the organization concerned. This model implies specific logistics and administrative management. A member mentions that this type of mechanism is already in place at the Salon du livre de l’Outaouais, notably thanks to the support of a patron family from Gatineau, which allowed them to structure their approach.
A member expresses great interest in the portrait presented, emphasizing that it is the first time that such a complete analysis of the situation of private funding in culture in the Outaouais has been carried out. It is recalled that this study was commissioned with the goal of better understanding the issues and identifying avenues for action. Some recommendations could be followed, and questions are raised regarding the possibilities for follow-up and next steps. The Department indicates that the steps to come will be presented following this meeting and the next one. A general plan will be discussed, as part of several reflection projects focusing on the state of culture and the needs of the environment. These next steps will be exposed at a very high level. The initiative to sponsor this study is described as excellent. For its part, Culture Outaouais mentions that in light of the findings presented, a process of returning to the City will be undertaken to identify possible roles and modalities of concerted collaboration. The presenter concludes by emphasizing the importance of having highlighted the reasons explaining the low level of private investment in culture in the region, in order to better grasp the opportunities for action.
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Statutory item – Cultural infrastructures
Ms. Sonia Blouin, Director of the Department, presents a summary of the progress of projects related to cultural infrastructures. It is specified that the information transmitted is of a strategic level, and that the progress made is identified in blue in the presentation shared with the members.
The Department indicates that a librarian has been hired for the development of collections at the Lucy-Faris library. The preparation of events related to the official opening, scheduled for March or April 2026, is underway. Regarding the Guy-Sanche library, the City has obtained approval from the ministère des Affaires municipales et de l’Habitation to launch the international architecture competition in three stages, the first of which, open to all, is scheduled from September 22 to December 8, 2025. The choice of the winner will be unveiled in June 2026.
Regarding the Ateliers du Ruisseau, it is indicated that the organization has submitted a plan B for analysis to the City of Gatineau. The Centre des arts vivants is actively looking for a plan B for short-term needs. Regarding La Filature, a change of orientation has taken place. Previously, La Filature favored the expansion of the building where the two organizations it oversees are located. Currently considering the significant needs in maintaining the heritage building, the organization has reoriented the project to prioritize asset maintenance. A request for support is also planned to be submitted to the ministère de la Culture et des Communications as part of the Capital Assistance Program. The Department specifies that the organization is looking for complementary funding. For its part, the Musée régional de l’Outaouais continues its efforts with a view to a submission to the Plan québécois des infrastructures (PQI). The City of Gatineau is also in discussion with a view to signing a memorandum of understanding concerning the auditorium of the Cégep de l’Outaouais. Finally, it is indicated that the position of infrastructure coordinator is in the staffing process in order to see to the follow-up of cultural infrastructure files.
Exchange period
General comments Thanks are transmitted to the Department for this update.
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Quorum check and opening of the meeting
The Chair confirms the quorum and opens the public and hybrid meeting at 9:02 a.m. The meeting is recorded and available for viewing on the City's website. This is the fifth and final meeting of the CACLP before the municipal elections in November. This meeting completes the Commission's 2024-2025 work plan. A new plan will be developed for the resumption of work in 2026.
The Chair reminds everyone that service presentations made during public commission meetings are accessible online after the meeting at the following address: gatineau.ca/comitescommissions. It is also mentioned that the Comité de vigie de la Politique culturelle (Cultural Policy Monitoring Committee) will meet after the session to discuss the 2025 mid-year report.
The Commission highlights the arrival of two new members. A round table is held to welcome them:
- Marie-Hélène Leblanc, organization member – École des Arts et Cultures and Galerie UQO of the Université du Québec en Outaouais;
- Lisanne Rheault-Leblanc, organization member – Corporation du Salon du livre de l’Outaouais and Maison des arts littéraires de Gatineau.
A word from the Chair is given to thank the members for their commitment, collaboration, and openness to working together. Thanks are also addressed to the Department and administrative teams for their professionalism and adaptability. The Chair emphasizes how much of an honor it was to chair this Commission during the current mandate. The rapprochement between the cultural community and the City is highlighted in a spirit of collaboration. The work of the Vice-Chair is also acknowledged. The members and the Department in turn thank the Chair for her involvement and her role with the Commission.
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Adoption of the agenda
Two modifications are proposed to the agenda. The first concerns the adjustment of the title of presentation 7 to modify the term "philanthropy" and replace it with "study on private funding in the Outaouais." The second modification concerns the reversal of items 6 and 7 of the agenda so that the presentation regarding private funding takes place first.
It is proposed by Marie-Hélène Leblanc Seconded by Lisanne Rheault-Leblanc And resolved that this Commission adopts the agenda of the present meeting as modified.
Adopted
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Declaration of conflict of interest
No conflicts of interest are declared in relation to the items on the agenda.
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Filing and follow-up of the minutes of the June 20, 2025 meeting and the May 30, 2025 inter-commission meeting
Previously [reviewed] by the members, [the minutes are] filed and available on the City's website. The minutes of the inter-commission meeting of May 30, 2025, are also filed. No follow-up is required. gatineau.ca
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Public question period
No questions or interventions from the public are addressed to the CACLP during this meeting. The Chair invites members of the public to take part in future meetings and to ask their questions regarding arts, culture, letters, and heritage.
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2024-2025 Report of the Work Plan of the Arts, Culture, Letters, and Heritage Commission (CACLP)
The Chair of the CACLP proudly presents the report of the 2024-2025 work plan and thanks the members for their involvement and their precious contribution to the work. Five major files were carried by the Commission as part of this plan:
- The implementation of the new Cultural Policy;
- The strengthening of cultural citizenship;
- The overhaul of the Programme de soutien aux organismes culturels (PSOC);
- The development of an intervention framework in public art;
- The offer in cultural infrastructures.
The report indicates that all active files, objectives, and means listed were 100% achieved. We also highlight the holding of 64 activities in session during the year, testifying to the great diversity of subjects addressed by the Commission. The Department expresses its recognition toward the members of the Commission and indicates that the discussions and work allow it a better understanding of the needs and realities of the environment. The contribution of the members is fundamental. Their observations and reflections allow the Department to progress, to adjust, and to better meet the expectations of the environment. The exchanges in the Commission nourish the reflection of the service. The progress of the PSOC file is cited as an example.
Thanks and congratulations are addressed to the Chair for her constant commitment to the cultural environment. We highlight her quality as a remarkable ambassador, present and active. For her part, the Chair highlights the quality of the collaborative work and recalls that in Gatineau, the culture environment is exceptional. Challenges become opportunities, artists are resilient and creative, and organizations are relevant and fabulous. Finally, the Chair wishes to highlight the exceptional level of commitment and participation of the members. gatineau.ca
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Cultural highlights
The members present share news or cultural highlights. This is a moment to promote some initiatives, projects, or to bring a positive look at cultural news.
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Varia
Two elements are addressed under this point:
Financial support programs The Department informs the members that the period for submitting applications is underway for the following programs:
- Cultural animation support fund;
- Programme de soutien aux organismes culturels (PSOC);
- Major events support program;
- Support program for events of less than $50,000. The deadline for submitting applications is set for October 2.
Call for projects from the MCC It is mentioned that the MCC (Ministry of Culture and Communications) has recently launched several calls for projects, some of which are still open. In addition, the Ministry plans the opening, during the fall, of the program for the development of cultural infrastructures, asset maintenance component. Interested persons can obtain more information by contacting Annie Lavoie, at the regional office of the MCC.
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Next CACLP meeting
The calendar of meetings for the year 2026 will be communicated to the members as soon as possible. The dates will be determined following the municipal elections.
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Adjournment of the meeting
It is proposed by Lisanne Rheault-Leblanc Seconded by Marie-Hélène Leblanc And resolved that this Commission agrees to adjourn the meeting at 11:51 a.m.
Adopted