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HERITAGECANADA

LABRADOR STRAITS HERITAGE REGIONS PROJECT

FIRST RESOURCE TEAM

February 21-24, 1991

GUIDELINES

FOR

PARTICIPANTS

FOR MORE INFORMATION:

Frangois LeblancVice-PresidentDemonstration ProgramsHeritage Canada, 306 Metcalfe StreetOttawa, Ontario, Canada K2P 1S2Tel.:(613) 237-1066Fax :(613) 237-5987

February, 1991Ref.:LAB RTEA

SUMMARY SCHEDULE OF EVENTS

Thu. Feb. 21

A.M.

08:00 Teammeeting

09:00 Travel

10:00 Red BayMeetings

Lunch WestSt. Modest

13:30 Travel

14:00 CapstanIslandMeetings

15:30 L'Anseau LoupMeetings

16:30 Wrap-up

FREEEVENING

Fri. Feb. 22

08:00Traditionalbreakfast

09:00 ForteauMeetings

11:00 L'Anse-au-ClairMeetings

LunchNorthern Light

15:00 Slidepresentation

15:30 Workshop-Education-Resources+Eco . Dev .-Marketing-Design

18:00 Dinner

19:30WorkshopsSynthesis

OpenDiscussion

20:30

Entertainment

Sat. Feb. 23

09:00ResourceTeamSynthesis

13:30

Goal &Objective-Organizat.-MonitoringResourceTeam &L.S.H.D.C. &Guests

18:00 DinnerStelman ' sRestaurant

Sun. Feb. 24

09:00HeritageCanadaSynthesisandReportWriting

ReportWriting

First Resource Team Page i

Labrador Straits Heritage Regions Project

First Resource Team

Guidelines

for Participants

CONTENTS

Page

I. Guidelines 2

II. Background 2

III. The First Resource Team 3

A. The objective of the Resource Team 3B. Team Members 3C. Team Members Responsibilities 4D. Outline of the First Resource

Team Report 4

IV. Schedule of Events 5

Appendix A - Interviews, Public Meetingand Workshops 9

Appendix B - Specific Team Memberresponsibilities 14

Appendix C - Outline of the First ResourceTeam Report 16

Appendix D - Profiles of Heritage CanadaConsultants .20

First Resource Team Page 1

First Resource Team

Guidelines

I. GUIDELINES

In large inhabited regions across the country, HeritageCanada helps local residents to pull together to protect theircultural and natural heritage and use it as the basis foreconomic revitalization. Their objective is to maintain orimprove the area's quality of life.

Resource Teams are dispatched to the regions at thebeginning of the project to help local residents initiate thisprocess of revitalization and assess their goals and priorities.The Guidelines provide a structure for the Project Director inthe organization of the Team's visit to the region.

II. BACKGROUND

The Labrador Straits Heritage Regions project.

From L'Anse au Clair to Red Bay, residents pull together toprotect their cultural and natural heritage and use it as thebasis for economic revitalization. Their objective is to maintainor improve the area's quality of life.

To initiate this revitalization process, the LabradorStraits Historic Development Corporation, with the financialsupport of the Atlantic Canada Opportunity Agency (ACOA) and theEconomic Regional Diversification Agreement (NFLD and Canada),has hired a Project Director. His role is to help organize andsupport the residents in proceeding with the Heritage Regionsseven point approach of Organization, Resource Identification andprotection, Education, Marketing, Economic Development, Design,and Monitoring.

Heritage Canada, a private non-profit organization, has beenhired to advise and train the residents and the Project Directorin this community revitalization process. Heritage Canada hasbeen involved in the revitalization of the downtown of 70communities across Canada during the past ten years. It ispresently involved in four Heritage Regions projects acrossCanada.

The Resource Team

At the beginning of a Heritage Regions Project, it isimportant to create an order of objectives, priorities, andactions for the changes the residents hope to set in motion. To


accomplish this, a team of experts -- A Resource Team -- visitsthe project.

This team is composed of five to eight professionals who arespecialized in different facets of community development and theHeritage Canada Heritage Regions Approach. As a member of theResource Team, you will be helping to make the assessment of thecurrent situation. Through interviews, meetings, observations andworkshops, the Resource Team will assemble a body of knowledgewhich will leave the local residents with a clear sense ofdirection. This body of knowledge will then be distilled into apublic report.

III. THE FIRST RESOURCE TEAM REPORT

A. The Objectives of the Resource Team

The Resource Team has three goals:

1. Raise awareness

The Resource Team will meet with local leaders andresidents to explain the Heritage Regions approach andensure that they have a good understanding of theproject's objectives. It will also attempt to ensuretheir participation in the revitalization process.

2. Define the Region's Objectives

The Resource Team will make an enumeration of theobjectives and expectations of the Region's leaders andresidents. This enumeration will become the long-termguide for the Project.

3. Establish Priorities

For short and medium term, the Resource Team will createthrough workshops with residents, a list of prioritiesand actions for the Heritage Regions Project. This willgive the Project Director's office a direction for itsenergies.

B. Team Members

The Resource Team will be made up of a combination ofresidents and outsiders. The residents provide the insights andthe experiences of the community which no outsider can learn in ashort visit. The outsiders can provide the objectivity andexpertise which the region may not have.


The members of the Team will include some or all of thefollowing:

Team Member Responsibilities

Project DirectorResident (business)Resident (culture)Resident (elected)Resident (environment)Resident (education)Consultant (Heritage Canada)Consultant (Heritage Canada)Consultant (Heritage Canada)Consultant (Heritage Canada)Consultant (Heritage Canada)Consultant (Heritage Canada)Consultant (Heritage Canada)

Team captain & administratorResource personResource personResource personResource personResource personOrganizationResource identificationMarketingEconomic developmentDesignEducationMonitoring & evaluation

The Resource Team will be captained by the Project Directorwho bridges the gap between the residents and the outsiders. TheResource Team report will be written by Heritage Canada.

C. Team Member Responsibilities

The Resource Team's general responsibility is to synthesize:

1. the views expressed during meetings with communityleaders and residents;

2. the observations made through the site visits;3. the views expressed during the workshops and plenary

sessions.

The members of the Resource Team have specificresponsibilities as resource persons, as administrators, or asconsultants.

Resource persons will be called upon by the consultants toprovide specific information and to act as a conduit for theviews of their constituencies. Administrators are responsible forthe operation and logistical support of the visit. Consultantsare responsible for leading a workshop and synthesizing the viewsand actions in their particular field of interest.

D. Outline of First Resource Team Report

The Resource Team Report will undertake to make observationsand recommendations in seven basic areas: Organization; HeritageResources Identification; Marketing; Economic Development;Education; Design; and Monitoring.


IV. SCHEDULE OF EVENTS

DAY ONE, Thursday, February 21, 1991

TIME ACTIVITY

09:00 - 10:00 Resource Team meeting, intro-ductions, and orientation

10:00 - 10:30 Travel to first community

10:30 - 12:00 Interviews with localleaders and residents

12:00 - 13:30 Lunch

13:30 - 14:00 Travel to second community


15:00 - 15:30 Travel to third community


16:30 - 17:30 First wrap-up session

18:00 - 19:30 Dinner

OBJECTIVE

Orientation and teambuilding

Learn communityobjectives, raiseawareness



Review process, ad-just for second day


DAY TWO Friday. February 22, 1991

TIME ACTIVITY

09:00 - 09:30 Travel to fourth community


10:30 - 11:00 Travel to fifth community


OBJECTIVE



12:00 - 13:30 Lunch

14:30 - 15:00 Slide presentation ofHeritage Regions Approach

15:00 - 17:00 Workshops- Organization- Resource identification- Marketing- Education- Design

17:00 - 18:30 Dinner (traditional recipes)

18:30 - 20:30 Workshops- Economic development- Monitoring- Education (continued)- Design (continued)- Possibility of repeatingor continuing otherafternoon sessions

20:30 - 21:00 Synthesis by Rapporteursand Project Director

21:00 - 22:00 EntertainmentLocal talent

Orientation, teambuilding

Get residents star-ted on each compo-nent, define strate-gies and actions

Get residents star-ted on each compo-nent, define strate-gies and actions

Synthesis

Raise public aware-ness, share pridein local talent


DAY THREE Saturday, February 23. 1991

TIME ACTIVITY

09:00 - 12:00 Wrap-up and synthesisby Resource Team, pre-paration for final report

12:00 - 13:30 Lunch

13:30 - 16:00 Goals and ObjectivesSession with ResourceTeam, L.S.H.D.C. andinvited Guests

OBJECTIVE

Orientation and team

To share observa-tions, synthesizeaction plan andset priorities

18:00 - Thank you dinner for thecooperation of non-paidresource persons


DAY FOUR

TIME

09:00 - 18:00

ACTIVITY

Final debriefing andpreliminary report byHeritage CanadaConsultants

OBJECTIVE

To share notes andto synthesizecomments and obser-vations, to leaveresidents with draftreport.


APPENDIX A

INTERVIEWS. PUBLIC MEETING AND WORKSHOPS

I. THE RESOURCE TEAM VISIT

At the beginning of a Heritage Regions project, it isimportant to create an order of objectives, priorities, andactions for the changes the residents hope to set in motion. Toaccomplish this, a team of experts — A Resource Team — willvisit the project. The members of the Resource Team will make anassessment of the current situation in the project region. Afterinterviews with local community representatives, first-handobservations, a public meeting, and practical workshops, theResource Team will create a report outlining the needs and goalsof the community and how the Heritage Regions Project mightsatisfy them.

The Resource Team is composed of professionals who arespecialized in different facets of community development and theHeritage Canada Heritage Regions Approach. It meets with localcommunity representatives and participates in workshops in eachof the seven program's components.

II. INTERVIEWS

Purpose

The Resource Team interviews local community leaders andresidents. These interviews are meant to be informal exchange ofinformation concerning the life of the community.

Format of the interviews

A series of interviews with local community leaders andresidents are arranged in several communities by the ProjectDirector for the Resource Team. The interviews are lead by theProject Director.

During the discussions, the Resource Team members will hear theviews of different members of the community:

1. The strengths and weaknesses of the region.

2. Goals for the change process and their priority.

3. The tasks which the Heritage Regions project must carryout to meet the goals, and their priority.


Who should attend

- Members of business community- Community associations representatives- Community government representatives- Environment conservation representatives- Board of Education representatives- Other interested parties

III. WORKSHOPS

Workshops will be held on each of the Heritage Regions sevenpoint approach of Organization; Heritage ResourcesIdentification; Marketing; Economic Development; Education;Design; and Monitoring.

Purpose

The Workshops are meant to be practical working sessionswith residents and local community leaders to define goals andobjectives in each of the Heritage Regions' seven point approach,and to explore the means of achieving them.

Who should participate

- Resource Team members- L.S.H.D.C. members- Federal and provincial government representatives- Members of business community- Community associations representatives- Community government representatives- Environment conservation representatives- Board of Education representatives- Other interested parties

Format of the Workshops

Each Workshop will be animated by a Heritage Canadaconsultant. His/her role is to bring out the essential questionswhich need to be addressed by the group and to offer suggestionsbased on Heritage Canada's experience in other similar projects.

Some of the questions to be addressed in each component are:

1. Organization

- The purpose of the workshop is to address the questionsrelating to how the people of the region will worktogether.

- Communications: how can we establish good communicationswithin the region, and from the region with ACOA and the


various provincial ministries involved in the project.- Leadership: what is the role of the L.S.H.D.C. and therole of the Project Director.

- Volunteers: How can we inspire volunteers to work for thisproject.

- Innovation: How can we allow ideas to come out.- Conflict resolution: how to identify potential conflictsand avoid or resolve them.

- How will we establish clear goals and objectives andreview them.

- Working with the Quebec communities.

2. Resource Identification and Protection

- The purpose of the workshop is to define what is thisheritage that we want to protect and use as the basis ofthe region's revitalization (natural, built, people, non-physical) .

- What is heritage.- Who are the local experts.- Why people should get involved.- How do we get the local people involved in the process ofidentifying their heritage.

- What has been done so far.- How can we make use of it for the project.

3. Design

- The purpose of the workshop is to define the place ofdesign in the whole aspect of revitalization.

- Define the role and the image of the area- try to understand and define the present image and the onethe communities would like to have;

- what process can we set in motion to get this consensus;- once agreement is reached on what we would like to have asan image, then we can focus energies on reaching it andadvise those who wish to protect, build or develop thearea.

- The process is to understand:a) the economics of the areab) the physical components and their inter-relationship

(nature, roads, buildings etc.)c) the marketd) the clientele


t4. Marketing

- The purpose of the workshop is to set in motion a processto define the product and market it to the residents andoutsiders.

- What is the project, what is the product that we aretrying to develop. Developing an image for the project(how do we make the region a special destination.

- Who do we want to share our heritage with, defining targetmarkets.

- Logo, trademark.- How do we market the project on a continuing basis to theLabrador Straits residents, to outsiders.

- Establishing achievable objectives.- Promoting events.

5. Education

- The Heritage Regions process is a long process whichinvolves changing the attitude of people towards theirheritage and what constitutes the quality of life in theirregion. The purpose of the workshop is to address thequestion of how the children of the Labrador Straits , thenext generation of caretakers of our heritage, can besensitized to their heritage through the education system,and how the education system can help educate residents aswell as outsiders about this heritage.

- How to sensitize teachers.- How do we measure the impact of educating children,residents and outsiders.

- How to we assess the current situation, the level ofawareness.

- What existing material can be used, what new materialshould be developed, who can develop it ... outdoorclasses, kits, interviews of elders, experiences in otherprovinces and countries.

- What publications could be developed by the educationsystem to contribute to the whole Heritage Regionsproject.

6. Economic Development

- The purpose of the workshop is to set in motion a processto define what is appropriate development for the regionand how local residents can make it happen.

- Positioning the role of the Heritage Regions project ineconomic development.


- Goals of economic development.- Determining the nature and extent of the tourism product.- Building the tourism infrastructure.- Accommodations, food, services.- People, places and attractions.- Keeping visitors in the region.- Planning fort the kind of tourism you want.- Developing an economic development strategy for theHeritage Regions project in collaboration with othereconomic development agencies or programmes.

- Gathering and sharing basic data.- Pooling efforts.- Understanding existing programs, identifying humanresources.

- Developing local skills.- Crafts or trades routes.- Industrial or commercial incubators.

7. Monitoring

- The purpose of the workshop is to set in motion a processto monitor the project's progress and to help theresidents and the business community to monitorchange.

- What do we want to monitor (number of visitors, jobscreated or lost, dollars invested, change of attitude,quality of life, media coverage etc).

- Why monitor.- How can we gather the basic data necessary to establishwhere we are presently, who can get it.

- Monitoring the project's progress, is it reaching itsgoals.

IV. WRAP-UP

When the Workshops are over, the Project Director will callon each rapporteur to make a short summary of the Workshop'sdiscussions and conclusions.

The Resource Team members and invited guests will review allthis material during the following day and will use it as thebasis for setting objectives and priorities for the project.

V. FOOD AND ENTERTAINMENT

It is important for Resource Team members and residents toexperience local food and entertainment. It will help to createpride in the local heritage and a better understanding of theRegion's heritage.


APPENDIX B

SPECIFIC TEAM MEMBERS RESPONSIBILITIES

I. PROJECT DIRECTOR

- Participate in the Resource Team activities from beginningto end.

- Ensure participation of L.S.H.D.C. representatives.- Ensure participation of community leaders on ResourceTeam.

- Prepare list of local participants with names address andphone/fax.

- Organize interviews with residents and community leadersin the communities which are to be visited.

- Chair interviews with residents and local leaders duringthe visits to the communities.

- Make arrangements for transportation from one community tothe next.

- Make arrangements for lunches.- Advertise the public meeting to insure maximumparticipation.

- Make arrangements for a slide projector with spare bulbfor the Heritage Regions presentation to the Workshopparticipants.

- Arrange for meeting rooms for Workshop sessions, makearrangements for flip charts paper, felt pens and maskingtape to be available in each room.

- Arrange for each Workshop to have a local rapporteur.- Organize traditional supper.- Organize local entertainment.- Chair Wrap-up session with Rapporteurs on Friday evening.- Make arrangement for meeting room for Saturday synthesisand Goal and Objective sessions with Resource Team andinvited guests. Notify interested parties of time andplace of meeting; flip charts, pens, tape; coffee.

- Make arrangements for secretarial/clerical services asneeded (photocopy, fax, telephone, etc.)


HERTPiGECANADA

II. HERITAGE CANADA

- Define Resource Team Guidelines.- Provide Project Director and L.S.H.D.C. with copies ofResource Team Guidelines.

- Brief all Heritage Canada consultants.- Participate in the Resource Team activities from beginningto end.

- Arrange travel for Heritage Canada consultants.- Make arrangements for accommodation.- Chair Resource Team briefing session of Thursday morning- Chair Wrap-up session of Thursday afternoon- Make slide show presentation on Heritage Region's strategyon Friday evening.

- Chair Resource Team session of Saturday morning.- Chair Saturday afternoon session with Resource Team andinvited guests.

- Write the Resource Team Report.

III. LABRADOR STRAITS HISTORIC DEVELOPMENT CORPORATION

- Participate in the Resource Team activities from beginningto end.

- Invite outside guests.- Conduct press or radio conference with available mediaduring team visit to explain objectives of the HeritageRegions project and reason for the Resource Team visit.

- Arrange for local publicity.- Welcome the public for the Friday afternoon Workshops andintroduce Heritage Canada.

- Host public meeting supper on Friday and Thank You supperof Saturday.

- Participate to the Goal and Objectives session on Saturdayafternoon.

- Coordinate all activities with the Project Director andHeritage Canada.

- Help in resolving last minute details.


APPENDIX C

OUTLINE OF FIRST RESOURCE TEAM REPORT

ABSTRACT

EXECUTIVE SUMMARY

CONCLUSIONS

RECOMMENDATIONS

I. INTRODUCTION

1. Background

2. Heritage Canada

3. The Labrador Straits Historic Development Corporation

4. Seven-Point Heritage Regions Approach

5. Members of the First Resource Team

6. Report Methodology

II. THE LABRADOR STRAITS HERITAGE REGIONS PROJECT

1. Brief History of the region

2. Goals of the Heritage Regions project in the region

III. ORGANIZATION

1. Introduction

2. The Project Director, Office and Budget

3. Planning / Strategy

4. Actors in the Community Development Process

5. Attitude to Change

6. Conclusions: current strengths and weaknesses

7. Recommendation of Priorities, Actions and ImplementationSchedule


IV. RESOURCE IDENTIFICATION AND PROTECTION

1. Introduction

2. Identifying Heritage Resources: Natural, Build, People,Non-Physical

3. Protecting Heritage Resources

4. Developing Heritage Resources

5. Local and external expertise

6. Conclusions: Current strengths and weaknesses


V. DESIGN

1. Introduction2. The place of Design in the Revitalization Process

3. The Landscape, the Architecture, the Signage, the MarineHeritage

4. Role and Image of the Area

5. Potential Sources of Funding

6. Potential Human Resources


VI. MARKETING

1. Introduction

2. Target Market Demographics

3. Competition

4. Image: self-image, image held by outsiders, preferredimage, packaging the region

5. Promotion

6. Conclusion: current strengths and weaknesses


7. Recommendation of Priorities, Actions, and ImplementationSchedule

VII. EDUCATION

1. Introduction

2. The Role and Importance of Education in the HeritageRegions Process

3. The Education System in the Labrador Straits

4. Reaching Teachers

5. Reaching Children

6. Reaching Outsiders

7. Educational Tools and Products

8. Conclusions: current strengths and weaknesses


VIII. ECONOMIC DEVELOPMENT

1. Introduction

2. Economic Indicators

3. Appropriate Development

4. The Project's Role in Economic Development

5. Tourism: Product, Infrastructure, Planning for theTourism Wanted by the Region, Developing HeritageExperiences

6. Existing Economic Development Programs

7. Opportunities to Develop Cottage Industries Based onHeritage Resources, Local Skills and Crafts.

8. Conclusions: Current strengths and weaknesses



IIX. MONITORING

1. Introduction

2 . Role and Importance of Monitoring

3. Basic Data Gathering

4. Developing New Monitoring Tools

5. Conclusions

6. Recommendation of Priorities, Actions, and ImplementationSchedule

X . RECOMMENDATIONS

1. Overall Priorities and Actions

2. Implementation Schedule


APPENDIX D

PROFILES OF HERITAGE CANADA CONSULTANTS

MEMBERS OF THE FIRST RESOURCE TEAM

FEBRUARY 21-24, 1991


Profile: Jacques Dalibard, Director General

One of the outstanding cultural developments of thepast ten years has been the widespread and rapidgrowth of interest in the protection of man-madeenvironments. Among the internationally recognizedleaders of this building preservation movement hasbeen Jacques Dalibard, the Executive Director ofthe Heritage Canada Foundation.

Educated in France, England, the United States andCanada, restoration architect, Dalibard hascontributed to world-wide preservation in severalcapacities: since 1972 he has been a member of theExecutive Committee of the UNESCO-supportedinternational Council on Monuments and Sites; hehas been a special UNESCO advisor on the protectionof the Cultural Heritage of Cyprus; he has servedas president of the Association of PreservationTechnology; and he has been a professor ofarchitecture and director of the HistoricPreservation Division of Columbia University'sGraduate School of Architecture.

In Canada, Dalibard has long played a leading rolein preservation. A one-time member of the Expo '67Canadian Pavilion design team, Dalibard was for 8years chief restoration architect and director atParks Canada, there, he was instrument in thedevelopment of such nationally significant sites asQuebec City's Pare de 1'Artillerie, the Fortress ofLouisbourg, the Rideau Canal, Lower Fort Garry,Dawson City, and the Halifax waterfront. He is aFellow of the Royal Architectural Institute ofCanada.

Since becoming its Executive Director in 1978,Dalibard has been responsible for the overalloperation of the Heritage Canada Foundation. TheFoundation's programmes include DemonstrationProgrammes: Main Street revitalization, adaptivereuse of large industrial and urban complexes incollaboration with private enterprise, and the newHeritage Regions programme; Networking; public,corporate and government liaison in the field ofpreservation; and Marketing.

Jacques Dalibard lives in Ottawa with his wife Rinaand their son Joel-David.


Profile: Robert G. Bowes, Executive Vice-President

After studying History at the Universityof Western Ontario (Hons. B.S., 1967) andat McMaster University (M.A., 1967),Robert Bowes embarked on a distinguishedcareer in Ontario heritage conservation.

He was first an archivist at the Archivesof Ontario (1967-1970) and then anhistorian with the Department of Landsand Forests (1970-1972).

He then served as director of theHistoric Sites Branch of the OntarioMinistry of Culture and Recreation (1975-1980), and director of the HeritageAdministration Branch of the OntarioMinistry of Citizenship and Culture(1980-1982).

In 1982 he was named director of aconsolidated Heritage Branch and chiefexecutive officer of the Ontario HeritageFoundation. From 1985 to the present hehas served as deputy executive directorof the Heritage Canada Foundation.

Bowes serves on the Board of the TourismIndustry Association of Canada (TIAC)where he advises the industry on productdevelopment and on sustainable andcommunity development approaches.


Profile: Francois Leblanc, Vice-President, Demonstration Prog.

Francois Leblanc is Heritage Canada's Vice-President for demonstration programmes. Hepreviously directed the Main Street Canadaprogramme from its formation in 1983. The programmeencourages the economic, social and physicalrevitalization of downtowns across Canada. Itencompasses more than 70 communities in 1991.

Leblanc also oversees Heritage Canada's Propertyprogramme which manages and promotes theorganization's historic properties and majordevelopment multi-million dollars renovationprojects and the Regional Heritage Regionsprogramme which helps local residents in largeinhabited regions across Canada to pull together toprotect their cultural and natural heritage and useit as the basis for economic revitalization. Theprogramme's objectives are to maintain or improvethe region's quality of life and create a nationalnetwork of Heritage Regions.

Between 1979 and 1983, Leblanc was Director of theParis-based International Council on Monuments andSites (ICOMOS). Leblanc launched a distinguishedcareer as a restoration architect with ParksCanada. He became the Chief Architect for theagency's Quebec Region, supervising engineers andarchitects responsible for the restoration ofnational historic buildings, sites and areas suchas Les Forges de St-Maurice, Fort Chambly,Richelieu Canal and the Quebec Fortification. Priorto 1971 Leblanc worked in private practice.

Leblanc's international experience in conservationis extensive. He has worked as a UNESCO expert forLebanon, Greece, Mozambique, Sri Lanka and Egypt.

Leblanc is a graduate of the University of Montrealin Architecture. He is a registered architect and amember of the Quebec Order of Architects and theRoyal Architectural Institute of Canada. He hasalso studied conservation at the University of Yorkin England. Leblanc is the President of ICOMOSCanada and served on the Executive of ICOMOSInternational and the Association for PreservationTechnology International (APT).


Profile: Dominique Godbout, Vice-President, Marketing

Dominique Godbout is Heritage Canada'sVice-President, Marketing programme.

In this capacity, he is responsible forfundraising, membership, media relationsand communications development.

the purpose of the Marketing programme isto promote a better understanding of thepurpose of Heritage Canada to secure abroader base of support by the Canadianpublic.

Godbout joins Heritage Canada afterhaving spent 11 years in the for-profitsector where he developed extensiveknowledge of strategies relating todiverse fields of activities such assales management, product positioning,advertising, consumer promotions, productmarketing, strategic planning, businessand new product development.

As a member of the Heritage Canadamanagement team, Godbout aims to put towork towards the preservation of theheritage of Canadians the notions and thestrategies of the for-profit sector. Hehopes that the promotion of theappreciation of the diverse Canadianheritage can provide a sound foundationon which to build a better future.


Profile: Jim Mountain, Director, Heritage Regions Programme

Jim Mountain is Director, HeritageRegions programme for Heritage Canada. Hehas worked in the heritage field foreighteen years.

He worked as a contract consultant in theearly '70s to such Ontario ministries asNatural Resources (Parks Branch), andCulture and Tourism.

In 1977 he established the first regionaloffice of Alberta Culture, working in theregion south of Calgary from Saskatchewanto British Columbia to the Montanaborder.

In 1982 he was hired by the HeritageCanada Foundation and established thefirst Main Street revitalization officein Alberta, and from 1985 to 1987assisted in developing an additionalfifteen projects across the west and intothe territories. During the years outWest he successfully promoted fiftyconcerts, a series of outdoor musicfestivals, and forty business promotions.Since 1987 he has helped the Foundationdevelop it's four pilot Heritage Regionsprojects in the Cowichan-ChemainusValleys, B.C., Manitoulin Island andLanark County, Ontario, and the LabradorStraits.


Profile: Vanessa Brown, Programme Development Manager

Vanessa Brown, Programme DevelopmentManager for the Heritage CanadaFoundation's Heritage Regions programme,provides support services for all aspectsof this programme. She is directlyinvolved in various aspects of projectdevelopment, management and training inthe Cowichan-Chemainus Valleys project onVancouver Island, Lanark County andManitoulin Island projects in Ontario andthe Labrador Straits Heritage Regionsproject in Labrador.

As the Community Services Officer forMain Street Canada from 1986 to 1988,Brown was responsible for developing andadministering ongoing Main Streetactivities for communities across thecountry. She was also responsible for theorganization and management of a majorDowntown Revitalization Conference whichbrought together more than 600specialists from across Canada, theUnited States, Australia and severalEuropean countries.

Brown brings to the Heritage Regionsprogramme a unique combination ofeducational and professional experiencein both architecture and business. Sheholds a bachelor's degree in Commerce,majoring in marketing and finance, andhas completed post-graduate studies inarchitecture. Recently, Brown worked as aheritage planner for the City of Calgary,Downtown Planning and Development,completing audio visual and promotionalmaterial. In addition, she has preparedrestoration drawings and structuralcondition reports for Alberta'sDepartment of Culture. Her experiences inthe field of business include marketingresearch for a private consultant andpublic relations for an advertisingagency.


Profile: Peter Hyndman, Director, Atlantic Region


HERITAGE CANADA STAFF INVOLVED WITH OTHER ASPECTS

OF THE PROJECT OR WHO MAY BE INVOLVED

DURING THE NEXT PHASES


Profile: John Weiler, Vice-President, Networking

John Weiler is Heritage Canada's Vice-President, Networking, and Director ofthe Canadian Centre for Livable Places.

Prior to joining Heritage Canada, Weilermanaged for several years thepreservation planning and architecturalconservation programmes of the Ontariogovernment. He was responsible for grantsprogrammes as well as interministerialpolicies and programmes for heritageconservation in environmental impactassessment, municipal planning, publicworks, housing and community renewal,transportation, parks and recreation, andtourism.

Weiler began his career with the Provinceas a historical parks planner, andcoordinated the work of a multidiscipli-nary team in developing a systems planfor historical resources in Ontarioprovincial parks.

He holds a doctorate in the History andConservation of Architecture and a post-graduate diploma in Conservation Studiesfrom the University of York, England, andan M.A. in Canadian history from CarletonUniversity.


Profile: Wilma Wood, Project Co-ordinator, Cowichan-Chemainus

Wilma Wood is the Project Co-ordinator,The Cowichan-Chemainus Valleys EcomuseumProject, Vancouver Island, B.C.

In 1988, Wilma Wood was named Co-ordinator of the Cowichan-ChemainusValleys Ecomuseum Project. It is aposition which builds on a museologicalcareer that spans two decades.

Her career began at the British ColumbiaProvincial Museum, Victoria, where shebecame Chief of Education and Extension.She then continued her involvement inmuseums overseas; during a five-yearstint in Nigeria, where she createddevelopment programmes for teachers andmanaged a World University Service ofCanada project, she was an instructor atthe Jas Museum School.

When she returned to Canada she wasappointed Project Manager in charge ofExhibition Development at the ProvincialMuseum of Alberta, Edmonton. While inEdmonton she launched a consultancy firmwhich advised museums and art galleriesin Calgary, Grande Prairie, Lethbridge,and Medicine Hat. She later served asexecutive director of the Alberta MuseumsAssociation.

A University of Victoria graduate, Woodhas also worked as a journalist andteacher.

The Cowichan-Chemainus Valleys EcomuseumProject is sponsored by the communitiesof the Cowichan-Chemainus Valleys,Heritage Canada, and the B.C. HeritageTrust, Ministry of Municipal Affairs,Recreation, and culture (HeritageConservation Branch). The project, whichruns from 1988 until 1991, encourageslocal residents to enhance and markettheir natural and cultural heritage byfocusing on the region's forest legacy.


Profile: John R. Brett, Director of Administration

While studying through night school forseven years to achieve designation as aRegistered Industrial Accountant (nowCertified Management Accountant), JohnBrett held accounting positions withseveral firms in the Oshawa area.

After graduation in 1976, he becameManager of General Accounting for theE.B. Eddy Forest Products Company (1976-1979) .

He then went on to become AccountingManager for Duplate Division, PPGIndustries Limited (1979-1984) .

From 1984 to the present, he has servedas Director of Administration for theHeritage Canada Foundation.

As its Director of Administration, Brettis responsible for the preparation of allfinancial information, provision ofoffice and personnel services andmaintenance of the Headquarters premises.


heritage canada - icomos.orgfleblanc/projects/1983... · day one, thursday, february 21, 1991 time...

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