3. museum sustainability plan – status of implementation Year One (2006)

Plan de viabilité des musées – avancement de la mise en œuvre / Première anneé (2006)

COMMITTEE RECOMMENDATION

That Council receive this report for information.

Recommandation du Comité

Que le Conseil prennent connaissance de ce rapport à titre d’information.

DOCUMENTATION

1. Deputy City Manager report dated 12 April 2007 (ACS2007-CPS-CSF-0006).

Report to/Rapport au :

Community and Protective Services Committee

Comité des services communautaires et de protection

and Council / et au Conseil

12 April 2007 / le 12 avril 2007

Submitted by/Soumis par:

Steve Kanellakos

Deputy City Manager/Directeur municipal adjoint

Community and Protective Services/Services communautaires et de protection

Contact Person/Personne ressource :

Colleen Hendrick, Director

Cultural Services and Community Funding

Services culturels et financement communautaire

(613) 580-2424 x 24366, colleen.hendrick@ottawa.ca

City-Wide/ À L'échelle De La Ville

Ref N°: ACS2007-CPS-CFS-0006

SUBJECT:	museum sustainability plan – status of implementation Year One (2006)
OBJET :	Plan de viabilité des musées – avancement de la mise en œuvre / Première anneé (2006)

REPORT RECOMMENDATION

That the Community and Protective Services Committee and Council receive this report for information.

RECOMMANDATION DU RAPPORT

Que le Comité des services communautaires et de protection et le Conseil prennent connaissance de ce rapport à titre d’information.

EXECUTIVE SUMMARY

In 2005, City, staff, Councillors and community stakeholders developed a Museum Sustainability Plan (MSP) for the City of Ottawa. This four-year investment plan to improve the overall sustainability of City operated and community operated museums was approved by Council in September 2005.

This information report responds to Council’s direction that staff report back annually on the status of implementation of the Museum Sustainability Plan.

RESUMÉ

En 2005, la Ville, le personnel, les conseillers, et les parties intéressées développèrent un Plan de viabilité des musées (PVM) pour la Ville d’Ottawa. Ce plan quatriennal d’investissement améliorant la viabilité des musées administrés par la Ville et par les musées communautaires a été approuvé par le Conseil en septembre 2005.

Ce rapport d’information répond à la direction du Conseil demandant que le personnel présente un rapport annuel sur l’avancement de la mise en œuvre du Plan de viabilité des musées.

BACKGROUND

In 2005, City, staff, Councillors and community stakeholders developed a Museum Sustainability Plan (MSP) for the City of Ottawa. A Steering Committee was comprised of three City Councillors, three community members and staff. The MSP report was approved by Council in September 2005 and included recommendations to improve the overall sustainability of City operated and community operated museums.

The City directly operates three museums: Billings Estate, Cumberland Heritage Village, and Pinhey’s Point Historic Site. The City also provides funding to seven community operated museums: Bytown; Diefenbunker; Goulbourn; Nepean; Osgoode Township; Watson’s Mill and Muséoparc Vanier Museopark. In 2006, the City also entered into a Partnership Agreement and a Lease Agreement with the Ottawa Workers’ Heritage Centre to develop the historic Gamman House in Vanier as an interpretation and research facility focused on the contributions of workers to Ottawa’s development. Council directed that funding for the Ottawa Worker’s Heritage Centre would begin in 2007.

The local museums are the stewards of community cultural resources held in public trust that are important to residents and represent a legacy to future generations. Local museums provide unique services to the community by:

§ Collecting and preserving the material and cultural heritage of the Greater Ottawa;

§ Researching facets of the Greater Ottawa Story; and

§ Informing and educating residents and visitors on the Greater Ottawa’s development and accomplishments through exhibits, programming, site interpretation, lectures and workshops, outreach activities and school oriented curriculum–based programs.

The Museum Sustainability Plan (Report ACS2005-CPS-CSF-0012), approved by Council September 28, 2005, recommended, subject to the annual budget deliberations for each of the next four years (2006-2009), an additional $2.4 million in operating investment and a $3.9 million capital investment plan. The 2006 investment included $700,000 in Operating and $420,000 in Capital budget increases. Planned and approved for 2007 is $740,000 in operating budgets and $1,360,000 in capital budget. The MSP includes the following major components:

§ Increased sustaining operating funding and capital funding for the 11 museums currently supported by the City (amended by Council to include the Workers’ Heritage Centre).

§ Creation of the Ottawa Museum Network/Réseau du musée d’Ottawa.

§ Development of a Heritage Gateway, initially as a virtual website.

§ Development of a Preservation Centre, initially in City owned interim space to address the most immediate needs.

§ Access to the City’s collections management software for community operated museums.

This additional investment will increase the capacity of local museums to:

§ Contribute to the telling of the Greater Ottawa Story

§ Deliver on core museum services to the community (i.e., preservation, research and education)

§ Meet provincial museum standards to become eligible for Community Museums Operating Grant (CMOG) operating funding

§ Leverage non-municipal sources of funding, sponsorships and partnerships individually and through the efforts of the Ottawa Museum Network/Réseau du musée d’Ottawa

§ Realize economies of scale through the sharing of resources

§ Meet public trust obligations with respect to the care, preservation and management of collections through initiatives such as the collections management software, collaborative emergency preparedness, the Preservation Centre, etc.

§ Attract new and repeat visitors (local residents and tourists) through site specific and joint marketing initiatives, improved and new public programming, school programming, exhibits, site interpretation, outreach activities, the Heritage Gateway, etc.

§ Offer more opportunities for community involvement and support through volunteer and partnership development.

This report responds to Council’s direction that staff report back annually on the status of implementation of the Museum Sustainability Plan. The Council motion relevant to this report is outlined in Document 1. The four-year, $2.4 million operating investment and a $3.9 million capital investment plan is detailed in Document 2.

DISCUSSION

Year 1 (2006) Investment Plan and Outcomes

The four-year detailed investment plan is outlined in Document 3. As a part of the 2006 budget, Council approved an additional $700,000 in operating support and capital investments of $420,000 for 10 local museums.

The MSP investment assists each of the 11 museums to tell a distinct facet of the Greater Ottawa Story. Overall in 2006, 96,074 individuals visited our local museums. This represents a 12% increase in local museum visitation. There were 273 programs offered, 39 new exhibits, 68 educational outreach activities and 491 school and group tours.

2006 Operating Investment

Each museum has reported on their respective outcomes for 2006 in Documents 4 and 6. The major outcomes of the additional operating investments across all of the local museums include the following highlights:

Community Operated Museums

§ In order to increase the capacity of the community museums to tell their part of the Greater Ottawa Story, new staff were hired (4 FTEs) to provide curatorial, conservation and programming support. Salaries and benefits for staff were aligned to reflect industry standards to assist with staff retention.

§ 35 new temporary exhibits were developed

§ 216 programs were offered

§ 312 school and group tours were offered

§ 65 educational outreach programs were offered and 57 marketing outreach activities were implemented

§ Attendance at the local community museums increased by 10% overall

§ Revenues increased by 8%

City Operated Museums

§ In order to build the capacity of the City operated museums to tell their part of the Greater Ottawa Story, new staff were hired (6.2 FTEs) to provide volunteer, curatorial, conservation and programming support.

§ Four new temporary exhibits were developed

§ 57 programs were offered

§ 179 school and group tours were offered

§ Three educational outreach programs were offered and 29 marketing outreach activities were implemented

§ Attendance at the City operated museums increased by 14% overall

§ Revenues increased by 9%

2006 Capital Investment

One of the key capital priorities for 2006 was to improve signage for the museums through roadside way finding signs, entrance and building signs, so that the public can more easily find and identify the museums. This one-time capital initiative ($145,000) will result in the placement of 150 way finding roadside signs and some entrance signs across Ottawa in 2006-2007.

Major progress was achieved on improving the care and management of the collections. In 2006, $200,000 in capital funding resulted in the retrofit of two City storage facilities (1700 Blair and 4450 Bank), which combined with a $73,000 Federal Museum Assistance Program Grant, allowed the City to undertake the first major work on the Cumberland Museum collection in 30 years. Under the supervision of the Curator of Collections, 12 students inventoried, packed and moved 10,000 artifacts and over 20 metres of archival material to these two off-site interim storage facilities that will serve as an interim Preservation Centre. The remainder of the capital funding ($75,000) is being used to improve staff and volunteer accommodations at the Cumberland Museum.

Advocacy for Additional Federal and Provincial Support for Local Museums

The MSP also recommended advocacy directed to other levels of government related to museum funding.

While municipalities are the principal stewards of local heritage, the argument for provincial and federal support for community museums arises from the fact that they preserve, research and interpret stories and collections that are local expressions of the provincial and national stories and heritage. Indeed, some of these collections have been recognized as having provincial and/or national significance through formal designation (e.g. national historic site status for Billings Estate and Diefenbunker, Ontario Heritage Trust provincial easement on Pinhey’s Point Historic Site, etc.).

The City Clerk implemented Council’s direction by forwarding a letter dated October 7, 2005 to Liza Frulla, Minister of Canadian Heritage, petitioning the Minister to establish operating funding for local museums. On July 18, 2006, the Mayor wrote to Bev Oda, Minister of Canadian Heritage, supporting the June 23 motion passed by the Standing Committee on Canadian Heritage calling for a new Canadian Museums Policy and federal support for all museums. At its meeting of November 22, 2006, Council endorsed a motion asking that the Mayor write another letter to Heritage Minister Oda, commending her on her promised actions, and urging her to proceed swiftly, not only with the development of a much-needed new Canadian Museum Policy, but also the programs required to distribute the promised new funding. The letter, sent on November 24, 2007, was also intended to encourage the re-instatement of the budget cuts made in September 2006 ($4.6 million over the next two years) to the Museum Assistance Program (MAP). There has been no response to date. In addition, the local museums have petitioned the Heritage Minister for the reinstatement of the MAP cuts.

The City Clerk also implemented Council’s direction by forwarding a letter dated October 12, 2005 to Madeleine Meilleur, Minister of Culture, petitioning the Minister to increase the Community Museum Operating Grant (CMOG) funding envelope to allow for new and existing museums to qualify for more funding. The local museums have supported the 2006 letter and postcard campaign of the Ontario Museum Association (OMA) for increased operating and capital support to Ontario’s museums. On January 24, 2007 Council passed a motion supporting the OMA campaign. The City Clerk sent a letter on January 25, 2007 to Ontario Premier Dalton McGuinty and Ontario Culture Minister Caroline Di Cocco, requesting that additional funds be made available for the CMOG program starting in June 2007. Council also requested that Mayor Larry O'Brien personally follow up on this matter with the Premier of Ontario.

He sent a letter on [date].

Advocacy efforts can take time to yield results. The museum community expressed concerns that the March 19, 2007 federal budget announcements did not include a new museum policy, the reinstatement of the cuts made in September 2006 ($4.6 million over the next two years) to the Museum Assistance Program (MAP), or operating funding to support the operations of non-federal museums.. The budget contains an additional $5 million to hire summer interns in 2007. The museum sector is waiting to hear how and when this funding will be made available to museums.

The March 22 Provincial 2007 budget included a $2.3 million increase in annual funding to the Community Museum Operating Grant program starting in 2007. While that amount falls short of meeting museum needs, it is a welcome first step in addressing the museum funding gap. The museum sector is waiting to hear whether this new funding is targeted at the existing CMOG participants or if it is meant to admit new museums to the program.

Agreements with the Community Museums

Three (3) year Agreements with the community museums were developed in 2006 for implementation in 2007. These agreements formally identify and address the partnership relationship that currently exists between the City and each of the 8 community-operated museums, creating clear expectations related to the City’s funding and the role of each museum in supporting the Ottawa 20/20 Heritage Plan and strategies identified within the MSP.

The individual museum agreements define obligations agreed to by both parties and contain schedules outlining services and activities to be provided as well as the amount of City funding. The framework is structured as a stand-alone three-year sustaining funding program with its own guidelines, assessment criteria, assessment process, required documentation, reporting mechanisms and budget.

Annual progress reporting is required prior to the annual allocation of funds. Funding availability and amounts are subject to the annual budget approval process.

Ontario Museum Association Award of Merit

In 2006, the community of Ottawa was nominated and selected as a recipient of the Ontario Museum Association’s (OMA) Award of Excellence for the development and unanimous approval of the Museum Sustainability Plan.

The OMA’s prestigious Award of Excellence recognizes a significant contribution made to support Ontario’s museum community.

Ottawa’s Museum Sustainability Plan is considered an outstanding example of community leadership, collaboration, and innovation. It is being cited throughout Ontario and Canada as a best practice to strengthen the capacity of museums to deliver on their unique mandate and as a strategy to raise public awareness of the important role of community museums.

The OMA presented this Award of Excellence to the Mayor and Council at Ottawa’s Heritage Day ceremony at City Hall, February 19, 2007.

CONSULTATION

The participating museums were consulted during the development of this report.

FINANCIAL IMPLICATIONS

There are no financial implications associated with this report.

SUPPORTING DOCUMENTATION

Document 1 – 2005 Council Motion Report ACS2005-CPS-CSF-0012

Document 2 – Revised Four Year Operating and Capital Investment Plan

Document 3 – Four Year Investment Plan Details

Document 4 – Outcomes of 2006 Museum Sustainability Plan (MSP) funding

Document 5 – Summary of the 2006 Operating and Capital Funding to Museums

Document 6 – Service Indicators

DISPOSITION

The Community and Protective Services Department will implement the decisions of Committee and Council.

Document 1

2005 Council Motion Report ACS2005-CPS-CSF-0012

That Council approve:

1. The overall Museum Sustainability Plan, with the operating and capital financial requirements for Council consideration during budget deliberations for each of the next 4 years (2006-2009) as attached in Document 1, which includes the following investments:

a. Funding to individual museums to enhance capacity to improve museum facilities, research, programming, exhibits, publications and visitor services in support of the Greater Ottawa Story;

b. Development of the Heritage Gateway “concept” to coordinate, link and promote the Greater Ottawa Story on behalf of all Ottawa area museums;

c. Formalization of the Ottawa Museum Network (comprised of museum directors from the community and city operated museums) to market, fundraise and coordinate cross-museum services;

d. Funding to extend the collections management software to the community museums;

e. Development of the virtual Heritage Gateway to provide a website to tell the Ottawa Story at a high level and to provide a coordinated link to related websites;

f. Provision for a physical Heritage Gateway within the City’s Long Range Financial Plan in 2010; and

g. Establishment of an interim storage facility and planning for the longer-term centralized Preservation Centre for the cataloguing and appropriate care of the growing inventory of museum artefacts.

2. That City Council petition the government of Ontario to increase the Community Museum Operating Grant (CMOG) funding envelope to allow for new and existing museums to qualify for more funding.

3. That City Council petition the Minister of Canadian Heritage to establish operating funding for local museums.

4. That the City enter into three year purchase of service agreements with community operated museums effective 2007 clearly defining the expectations of the City and the annual reporting requirements.

5. That Committee and Council direct staff to report annually on the status of implementation of the Museum Sustainability Plan.

6. That the Museum Sustainability Plan be amended to include funding for the Workers’ Heritage Museum to phase-in operational capacity according to the following schedule:

2007 $20,000

2008 $40,000

2009 $60,000

Conditional on the development of a Service Delivery Agreement satisfactory to the City of Ottawa.

Document 2

Revised Four Year Operating and Capital Investment Plan

Operating and Capital Sustainability Implementation Plan - 4 Year Summary (Revised)
Operating	2005 City Funding	2006	2007	2008	2009	Total Additional
Community Operated	$	$	$	$	$	$
Bytown	131,125	64,000	45,000	23,000	20,000	152,000
Diefenbunker	52,582	60,000	65,000	30,000	10,000	165,000
Goulbourn	29,235	43,000	45,000	22,000	17,400	127,400
Nepean	155,411	57,000	40,000	22,000	21,300	140,300
Osgoode	30,962	43,000	45,000	12,000	20,500	120,500
Ottawa Workers’ Heritage Centre			20,000	40,000	60,000	120,000
Watson's Mill	25,239	60,000	43,000	48,000	-2,500	148,500
Vanier	40,000	60,000	45,000	34,500	-1,200	138,300
Total Community	464,554	387,000	348,000	231,500	145,500	1,112,000
City Operated
Cumberland	520,000	75,000	125,000	77,000	127,000	404,000
Pinhey	96,251	55,000	15,000		-2,000	68,000
Billings	418,027	47,000	37,000		-2,000	82,000
Shared Resources	70,404	136,000	60,000	150,000	52,000	398,000
Total City	1,104,682	313,000	237,000	227,000	175,000	952,000
Common Initiatives
Network			90,000	184,750		274,750
Virtual Heritage Gateway			65,000			65,000
Collections Software				35,000		35,000
Total			155,000	219,750		374,750
Total Operating Requirement		700,000	740,000	678,250	320,500	2,438,750
Capital		2006	2007	2008	2009	Total
Community Operated		$	$	$	$	$
Bytown		10,000		50,000	45,000	105,000
Diefenbunker		10,000	400,000	80,000	50,000	540,000
Goulbourn		10,000			95,000	105,000
Nepean		10,000		50,000	30,000	90,000
Osgoode		10,000			100,000	110,000
Watson's Mill		10,000	25,000		100,000	135,000
Vanier		10,000				10,000
Total Community		70,000	425,000	180,000	420,000	1,095,000
City Operated
Cumberland		225,000	450,000	505,000	253,500	1,433,500
Pinhey		10,000		75,000	70,000	155,000
Billings		15,000	50,000	125,000	125,000	315,000
Gloucester
Shared Resources
Total City		250,000	500,000	705,000	448,500	1,903,500
Common Initiatives
Virtual Heritage Gateway			35,000			35,000
Ottawa Story Inter./Education
Com. Access to Collections			200,000			200,000
Museums Network			100,000			100,000
Collections Storage and Management		100,000	100,000	100,000		300,000
Preservation Centre - Design Dev. Study					240,000	240,000
Total Common Initiatives		100,000	435,000	100,000	240,000	875,000
Total Capital Requirement		420,000	1,360,000	985,000	1,108,500	3,873,500

Notes: Two revisions have been made to the 4-year plan: (a) The funding approved by Council for the Ottawa Workers’ Heritage Centre for the years 2007-2009) is added; and (b) Given a projected construction date of 2012 for the Preservation Centre, the Design Development Study was moved to 2009.

Document 3

Four-Year Investment Plan Details

Community Operated Museums

Bytown Museum: Operating - $152,000; Capital - $105,000
Year	Investment	Benefit
Year 1	$64,000	· Facilitate staff retention and recruitment of experienced museum professionals by increasing salary and benefit packages for permanent staff positions consistent with other comparable municipal museums as noted in the Canadian Museums Association National Compensation Survey for three staff members ($45,000) · Additional part-time programming staff 12 months per year to deliver educational and public programs ($19,000)	Complete Complete
Year 2	$45,000	Increase base curatorial and conservation budget ($13,000) Site specific marketing & promotional products and advertising ($10,000) Increase base exhibitions budget ($22,000)
Year 3	$23,000	Part-time volunteer coordinator to support the interpretation and education programs
Year 4	$20,000	Part-time business development manager to focus on revenue generation for the museum ($23,000) Increase in anticipated revenues (-$3,000)
Capital	Year 1 - $10,000 for signage to improve profile of the museum;		In progress
	Year 3 - $50,000 for a strategic plan necessary for other government funding as well as planning; Year 4 - $45,000 for improving site accessibility to meet Ontario Disabilities Act requirements and minor facility retrofit.

Diefenbunker: Operating - $165,000; Capital - $540,000
Year	Investment	Benefit
Year 1	$60,000	· Facilitate staff retention and recruitment of experienced museum professionals by increasing salary and benefit packages for permanent staff positions consistent with other comparable municipal museums as noted in the Canadian Museums Association National Compensation Survey for three staff members	Complete
Year 2	$65,000	Maintenance/Facility manager to oversee the regular and ongoing maintenance and renovations at the Bunker ($45,000) Increase base maintenance budget ($20,000)
Year 3	$30,000	Increase base curatorial & conservation budget ($10,000) Increase base exhibitions budget ($20,000)
Year 4	$10,000	Increase base maintenance budget ($25,000) Increase base promotions budget ($5,000) Increase in anticipated revenues (-$20,000)
Capital	Year 1 - $10,000 for onsite/offsite signage to improve profile of the museum:			In progress
	Year 2 - $400,000 for construction of secondary exit to increase visitor capacity; Year 3 - $80,000 for facility retrofit to provide for more exhibition space; Year 4 – $50,000 for a strategic plan.

Goulbourn Museum: Operating - $127,400; Capital - $105,000
Year	Investment	Benefit
Year 1	$43,000	· Increase the current part time Curator position to full time to provide leadership and allow the museums to participate in the Museum Network more effectively ($32,000) · Increase base curatorial & conservation budget ($11,000)	Complete Complete
Year 2	$45,000	Education and Programming Officer to provide capacity for onsite and outreach programs to schools and other community organizations
Year 3	$22,000	Part-time Collections Assistant for curatorial and conservation of collection
Year 4	$17,400	Increase base programming, promotions, education & interpretation budgets to provide supplies and services to upgrade the exhibits, programs and some site specific promotions ($18,000) Increase in anticipated revenues (-$600)
Capital	Year 1 - $10,000 for onsite/offsite signage;		In progress
	Year 4 - $95,000 for strategic plan ($50,000) and improving site accessibility ($45,000)

Nepean Museum: Operating - $140,300; Capital - $90,000
Year	Investment	Benefit
Year 1	$57,000	Facilitate staff retention and recruitment of experienced museum professionals by increasing salary and benefit packages for permanent staff positions consistent with other comparable municipal museums as noted in the Canadian Museums Association National Compensation Survey for two full-time and one part-time staff member.	Complete
Year 2	$40,000	Increase in base budget for exhibitions & educational programs to complete a gradual renewal of its permanent exhibit gallery and yearly temporary exhibits and enhance school programs ($30,000) Increase base curatorial & conservation budget ($10,000)
Year 3	$22,000	Curator of Collections & Promotions to provide part time support to the Director/Curator
Year 4	$21,300	Curator of Collections & Promotions (upgrade to full-time) to provide site specific marketing and enhance public awareness of the museums which will provide additional revenue ($23,000) Increase in anticipated revenues (-$1,700)
Capital	Year 1 - $10,000 for signage		In progress
	Year 3 - $50,000 for strategic plan; Year 4 - $30,000 for facility retrofit to improve accessibility

Osgoode Museum: Operating - $120,500; Capital - $110,000
Year	Investment	Benefit
Year 1	$43,000	· Facilitate staff retention and recruitment of experienced museum professionals by increasing salary and benefit packages for permanent staff positions consistent with other comparable municipal museums as noted in the Canadian Museums Association National Compensation Survey for one full-time staff member ($26,000) · Increase base curatorial & conservation budget to enhance the management and interpretation of the collection ($17,000)	Complete Complete
Year 2	$45,000	Curator of Collections & Exhibition to assist the manager in developing interpretive exhibits and collections research
Year 3	$12,000	Increase base exhibitions and programming budget to permit production of a yearly temporary exhibit and to develop new programs
Year 4	$20,500	Part time Promotions Assistant for site specific promotion and marketing to raise awareness to increase revenue generation and alternate funding sources ($22,000) Increase in anticipated revenues (-$1,500)
Capital	Year 1 - $10,000 for signage;		In progress
	Year 4 - $100,000 for Strategic plan ($50,000) and improvement of site accessibility & minor retrofits ($50,000)

Watson’s Mill Museum: Operating - $148,500; Capital - $135,000
Year	Investment	Benefit
Year 1	$60,000	· Hire a Director to manage the museum on an annual basis.	Complete
Year 2	$43,000	Offsite office space for the Director and site administration ($12,000) Increase base maintenance, exhibition and education budgets to make the Mill a key heritage destination ($31,000)
Year 3	$48,000	Curator of Education and Programming to develop school programs, on-site interpretive programs and general outreach activities
Year 4	$-2,500	Increase in anticipated revenues (-$2,500)
Capital	Year 1 - $10,000 for signage		In progress
	Year 2 - $25,000 for equipment/facility retrofit; Year 4 - $100,000 for strategic plan and accessibility retrofit

Muséopark Vanier Museopark: Operating - $138,300; Capital - $10,000
Year	Investment	Benefit
Year 1	$60,000	Base budget for program development.	Complete
Year 2	$45,000	Hire a Curator of Education and Programming to develop educational programs and assist in the promotion of the new museum to attract further support for its development
Year 3	$34,500	Increase base exhibition and education budget to produce temporary exhibits and develop school programs ($30,000) Base maintenance budget for janitorial services ($4,500)
Year 4	$1,200	Increase in anticipated revenues (-$1,200)
Capital	Year 1 -$10,000 for signage		In progress

City Operated Museums

Billings Estate Museum: Operating - $82,000; Capital - $315,000
Year	Investment	Benefit
Year 1	$47,000	· Convert Visitor Services Clerk position to full-time – 0.3 FTE ($17,850) · Additional Seasonal Site Interpreters - .3 FTE ($7,000) · Seasonal collections staff to assist in managing and caring for extensive collection - 0.6 FTE ($15,000) · Increase base promotional budget to permit production of brochures & advertisements ($7,150)	In progress Complete Complete Complete
Year 2	$37,000	Increase base promotional & advertising budget ($24,850) Increase programming budget to purchase supplies ($6,300) Increase base collections & conservation budget ($5,850)
Year 3	$0	N/A
Year 4	-$2,000	Increase in anticipated revenues (-$2,000)
Capital	Year 1 - $15,000 for signage		In progress
	Year 2 - $50,000 for cemetery rehabilitation; Year 3 - $125,000 for strategic plan ($50,000), site landscaping ($25,000), cemetery rehabilitation ($50,000); Year 4 - $125,000 for site accessibility improvements ($50,000), structural restoration ($55,000), minor retrofits ($20,000)

Cumberland Heritage Village Museum: Operating - $404,000; Capital - $1,433, 500
Year	Investment	Benefit
Year 1	$75,000	Increase for seasonal site interpreters wage pool to increase the capacity to interpret and animate the living history site- 3.0 FTE ($75,000 of $200,000 proposed)	Complete
Year 2	$125,000	Increase for seasonal site interpreters wage pool – 5.0 FTE ($125,000 balance of $200,000 allocated)
Year 3	$77,000	Increase for seasonal education assistants wage pool – 0.6 FTE ($10,000 of $47,000 allocated) Collections Assistant wage pool – 0.6 FTE ($15,000) Assistant Education Officer - 1.0 FTE – to increase the capacity to deliver curriculum based programming aimed a school children ($52,000)
Year 4	$127,000	Increase base promotional budget ($20,000) Collections & conservation supplies for preventative and restoration treatment of the artefacts ($15,000) Program supplies to deliver school programs and to purchase educational kits and materials ($10,000) Seasonal education assistants wage pool –2.0 FTE ($37,000 balance of $47,000 allocated) Increase site maintenance budget to maintain the grounds and buildings to a public standard ($60,000) Increase in anticipated revenues ($-15,000)
Capital	Year 1 – $225,000 for: on-site artefact storage ($100,000), Artefacts/structures restoration ($75,000), On-site/off-site signage ($50,000)		Complete In progress In progress
	Year 2 - $450,000 for on-site artefact storage ($200,000), artefacts/structures restoration ($150,000), site accessibility upgrades ($50,000), vehicle replacement ($50,000) Year 3 - $505,000 for program accommodation ($150,000), artefacts/structures restoration ($225,000); site accessibility upgrades ($50,000), strategic plan ($50,000), site landscaping ($30,000) Year 4 - $253,500 for program accommodation ($150,000), vehicle replacement ($68,500), artefact/structural restoration ($10,000), minor retrofits ($25,000)

Pinhey’s Point Historic Site: Operating - $68,000; Capital - $155,000
Year	Investment	Benefit
Year 1	$55,000	Education/Interpretation Officer – 1.0 FTE to provide year round capacity to develop new events programs, site interpretation and school programs to increase the use of the site. This allows for on-site supervision of the summer students and provides ability to respond to visitor issues.	Complete
Year 2	$15,000	Event planning and delivery - Riverfest
Year 3	$0	N/A
Year 4	-$2,000	Anticipate increase in revenues
Capital	Year 1 - $10,000 for signage		In progress
	Year 2 - 0; Year 3 - $75,000 for strategic plan ($50,000), site landscaping ($25,000); Year 4 - $70,000 for site accessibility ($50,000) minor retrofits ($20,000)

Shared Resources among the City Operated Museums: Operating - $398,000
Year	Investment	Benefit
Year 1	$136,000	· Volunteer Development Officer - 1.0 FTE to expand the community involvement through partnerships with organizations and through recruitment and retention of volunteers ($76,000) · Education/Interpretation Officer (to expand museum audiences through liaison with teachers, school boards, seniors groups, service clubs and other community organizations, and commercial tourism operators) - 1.0 FTE ($60,000)	Complete In progress
Year 2	$60,000	Exhibitions & Research Officer - 1.0 FTE to provide the project management capacity to support the development of new museum programming and exhibits
Year 3	$150,000	To conduct the research, design, and production needed to renew permanent exhibits and develop annual temporary exhibitions for the City operated museums, and to conduct research on museum audiences to improve marketing and visitor services.
Year 4	$52,000	Assistant Collections Officer - 1.0 FTE to improve capacity to care for the Collection in Billings, Cumberland and Gloucester.
Capital	N/A

Common Initiatives: Operating - $374,750; Capital - $875,000
Year	Investment	Benefit
Year 1	0	N/A
Year 2	$155,000	Marketing Officer for Museums Network ($70,000) Virtual Gateway website development and maintenance ($65,000) Part of translation services budget for museum products ($20,000)
Year 3	$219,750	Fundraiser position and marketing and remainder of translation budget for Museums Network ($184,750) Ongoing operations of collections software ($35,000)
Year 4	0	N/A
Capital	Year 1 -$100,000 for enhanced collections management & retrofit of collections storage facility for the city museums		Complete
	Year 2 - $675,000 comprised of Virtual Heritage Gateway ($35,000), community museums access to collections software ($200,000), development of City-wide/tourism marketing plan for local museums ($100,000), retrofit of collections storage facility of city museums ($100,000) Year 3 - $100,000 for enhanced collections management & retrofit of collections storage facility for the city museums Year 4 - $240,000 for the Design Development Study for Preservation Centre

Document 4

Outcomes of 2006 Museum Sustainability Plan (MSP) Funding

Community Operated Museums

1. Bytown Museum

The Bytown Museum received an additional $64,000 in operating funding and $10,000 in capital funding.

The Museum used a portion of these funds to hire a new permanent part-time programmer. This position has allowed the museum to build capacity in two ways:

§ Delivery of more programs, guided tours and outreach activities throughout the year, not just when summer students are employed from May to August

§ Provision of improved French language programs

The remainder of the 2006 operating funding was used to increase full-time staff salaries for the Director, Curator and Program Manager. This has allowed the museum to retain well-qualified staff that is now more committed to the museum as they are being paid competitive salaries.

A portion of the 2006 capital funding was used to purchase new directional and exterior signage for the museum. The remainder will be spent in 2007 on additional directional signage.

The City of Ottawa’s Museums Sustainability Plan has already had an enormous impact on the Bytown Museum. The Museum is looking forward to presenting a “brand new” Bytown Museum in time to celebrate its 90^th anniversary in 2007.

2. Diefenbunker

The Diefenbunker, Canada’s Cold War Museum received an additional $60,000 in operational funding towards staff salaries. These funds were used towards increasing staffing salaries and benefits for full time staff to aid in the retention of three trained, professional staff members. These funds have also allowed the Diefenbunker staff to attend a number of training sessions to increase knowledge and skills. These sessions have included health and safety training, OMA museum courses, and CMA conferences. These have all served to broaden the perspectives of the staff and allow for greater consideration of multiple points of view.

3. Goulbourn Museum

The Goulbourn Museum received an additional $43,000 in operational funding. This funding was allocated in part to increase the salary of the Curator-Manager. This salary increase was necessary to compensate the Curator for the qualifications, skills, and work hours demanded by the position. The increased remuneration also allowed the Curator-Manager to attend off-site Ottawa Museums Network meetings, and to participate in an increasing number of community outreach events.

MSP funding was also earmarked for the hiring of a part time Education and Community Programmer.  Staffing this position allowed the Museum to make a number of improvements to its local history presentations. Utilising PowerPoint, unique presentations were developed to suit a wide range of audience age groups.  Feedback from our clients, regarding our enhanced presentations, has been very favourable.

Finally the MSP allowed the Museum to increase administration, exhibition, and conservation budgets.  Museum clientele increasingly demand sophisticated, well-planned displays in the exhibition areas, while the protection of the collections is a major component of the mandate of the Museum.

4. Nepean Museum

The Nepean Museum received an additional $57,000 in operating funding. This was directed to salary increases more reflective of contemporary salary levels in the museum field for the museum's 3 staff.

In 2006, there was a substantial increase in outreach and educational services in the community and at the Nepean Museum, particularly in Senior’s homes. There were 8 new displays undertaken, 2 in the main gallery celebrating Ketchum's manufacturing of Westboro (a former Nepean industry with global context), "That's Entertainment" showing the devices used by past generations for music enjoyment and 6 in the rotating gallery. Of particular significance this year was the annual "Remembrance Month" display that observed the 90th anniversary of Beaumont Hamel (July 1, 1916) which touched the lives of every Newfoundlander with the significant losses of men who "went over the top" on the first day of the Battle of the Somme.

The other 5 exhibits celebrated the Nepean Fine Arts League, the Ukraine Culture in a display called "Egg-Zibit" telling the remarkable history of eggs in culture, (sponsored by the Embassy of Ukraine and the Egg Marketing Board) a 30th anniversary display of the Nepean based Queensway-Carleton Hospital, "Nepean in the News" showcasing the former Clarion newspaper, "East Meets West" a quilting display chronicling the differences in styles of Saskatchewan and Ontario and presently "Winter Rites" that tells the way that Ottawa's many diverse cultures observe Winter Festivals.

5. Osgoode Township Historical Society and Museum

The Osgoode Township Historical Society and Museum received an additional $43,000 in operating funding. Staff wages were increased and a second full-time employee was hired to assist with the museum operations. The addition of a second staff member has reduced the work load of the curator allowing more time to be spent on the preservation and documentation of the collections. Since hiring the second staff, the Museum been able to develop and promote educational programs and to offer these programs on a year round basis. In addition the Museum can now provide public access and tours to the Agricultural Museum building throughout the year, something that was not possible with only one staff member.

The additional staff has made it possible to begin the process of re-cataloguing the museum’s collections with the eventual goal of having all the items in the database. This information will eventually be placed on the museum web site and it will be available to the public on line. The additional staff redesigned the website and included pictures of the collection and exhibits. Having additional staff has made it possible for museum personnel to participate in local events and actively recruit volunteers for the museum. In addition the volunteers working at the museum are able to receive full time supervision and assistance with their activities when required. This is something that was not previously available as the staff workloads did not permit that form of commitment.

The remaining MSP funding was divided into three areas: Conservation, Collections Management and Interpretation.

Much needed conservation supplies were purchased with the funds allotted from the sustainability program and conservation work was undertaken on several small items prior to display. Some of the funding was directed to hire a contract conservator to conserve two deteriorated town maps so that they may be available for research and future display. Additional staffing and new funds have permitted the re-organization of the storage area and the Museum has been able to place some of the stored collection into newly acquired environmentally safe containers.

Staff have begun the process of re-cataloguing the collections and this includes new descriptions, object photos and finding aids. The objective is to make the entire collection easily accessible to the researcher through the database. The Museum purchased a new computer system with enough capacity to run the collections management software.

The additional funding also assisted with the hiring of two summer students for the collections management project. The first project resulted in a large part of the Agricultural Collection being documented and photographed. The resulting data and photographs were placed into a computer slide show available to researchers and persons unable to visit the barn. A second project allowed staff to develop finding aids and contents lists for the family files, the library reference books and the archival photographs. This information was then added to the collections database and when the re-cataloguing of the collections is complete and linked to the appropriate families, the researcher will be able to call up all information, artifacts, documents and photographs attributed to that family.

Having a second staff member to assist with research and exhibit production has meant that more time can be spent on exhibits and the end product will have increased content as well as a more professional look.

6. Ottawa Workers’ Heritage Centre

Although the Ottawa Workers’ Heritage Centre (OWHC) did not receive Museum Sustainability Plan (MSP) funds in 2006, the organization continued with its development as detailed in the five-year plan and partnership agreement with the City.

The major 2006 accomplishments include:

§ Oral History Workshop. In May 2006 the OWHC hosted an Oral History Workshop in partnership with CHOO/COPO and the Canadian Labour Congress. Author and oral historian Michael Riordon (“An Unauthorized Biography of the World: Oral History on the Front Lines”) facilitated a workshop for thirteen participants. This event was funded through a grant from the Ontario Writers’ Union.

§ Heron Bridge Disaster 40^th. Anniversary. The OWHC organized a memorial event marking the 40^th Anniversary of the Heron Bridge Disaster. 90 people including survivors, victims’ families, and the public assembled in memory of the nine men killed on August 10, 1966. The event received considerable media coverage. This project will be featured on a web site and will lead to oral histories and other resources that will be deposited at the Ottawa City Archives. The funding for the project came from a Student Career Placement grant.

§ Gamman Family Reunion. In September 2006, the OWCH hosted a Gamman Family reunion. 25 descendants of Nathaniel and Mary-Ann Gamman gathered at the 306 Cyr Avenue home, the site of the Ottawa Workers Heritage Centre. Grandchildren, great-grandchildren and great-great-grandchildren came from as far away as Seattle, Washington, and New Brunswick for the event. The OWHC has the full support of the Gamman family in preserving the home. They are providing materials including photographs, information on their family’s history and opportunities to record oral histories from those who remember Nathaniel and Mary-Ann. This is work that will continue in the future.

In addition to these highlights, the Centre has:

§ Finalized a strategic plan that will guide its business plan development;

§ Completed an initial assessment, including consultation with appropriate trades, of the renovation work the building requires;

§ Started to create a Ottawa Workers Heritage Centre website;

§ Begun policy development, including a volunteer policy written by a summer student funded by the Ontario Ministry of Culture.

The Centre also supervised, provided direction and worked with several placement students:

§ From the Algonquin College, Applied Museum Studies program (research paper on 1936 arrest of Dorothea Palmer in Vanier),

§ An education student from Queen’s University to develop curriculum oriented lesson plans about the history of child labour in the formative years of Ottawa

§ Three students from the University of Ottawa’s Education department to develop lesson plans about the history of the workers of Parliament Hill. The lesson plans are currently being tested in local high schools, and more plans are being developed with two new education students about women’s work.

7. Watson’s Mill

Watson’s Mill received an additional $60,000 in operating funding to hire a manager, the site’s first full-time employee since its incorporation in 1997.

In 6 months, this position accomplished the following:

§ Delivery of core museum services: site management, dealing with the public, staff and volunteer coordination, reorganization of internal structure and record keeping, evaluation of interpretation and program delivery

§ Development and production of educational video product

§ Summer staff program development

§ Overseeing of special events calendar

§ Planning and preparation for 2007 projects: exhibit production and programming objectives

§ Instigated a long-term building restoration plan

§ Relieved and assisted the currently exhausted volunteer board of directors

8. Muséoparc Vanier

Grâce au Plan de viabilité des musées de la ville d’Ottawa, le Muséoparc Vanier Museopark a obtenu un apport additionnel de 60 000$ en 2006. Cette subvention était accompagnée d’un fonds d’investissement de 10 000$, géré par le Service de mise en valeur du patrimoine et qui été attribué à la signalisation routière, de site et d’immeuble.

La subvention annuelle de fonctionnement a permis au MVM de réaliser les objectifs suivants :

§ Recruter le personnel nécessaire pour les activités de conservation et l’élaboration de programmes. Augmentation des salaires et amélioration des avantages afin qu’ils correspondent davantage aux normes du secteur, de façon à pouvoir attirer et conserver du personnel expérimenté.

§ Élaborer une programmation de base correspondant aux fonctions élémentaires d’un musée;

§ Créer une exposition de longue durée et de procéder à son lancement ;

§ Prodéder à l’ouverture officielle du Muséoparc Vanier Museopark et enfin livrer celui-ci à la population durant des heures d’ouvertures régulière tout au long de l’année.

§ Introduire une signalisation routière et sur le site afin de permettre aux visiteurs de trouver plus facilement le musée.

De plus, l’appui de la Ville d’Ottawa a servi de levier auprès d’autres bailleurs de fonds, donateurs et commanditaires.

Vanier Museopark

As a result of the City of Ottawa Museums Sustainability Plan, the Muséoparc Vanier Museopark obtained additional support in the amount of $60,000 in 2006. In addition to the grant, an investment fund of $10,000, managed by the City’s Heritage Development Unit, was received and allocated to road, site and building signage.

The annual grant allocated to the MVM was to achieve the following goals:

§ Recruit the staff required for conservation and program development activities; increase salaries and improve benefits to reflect sector standards in order to attract and retain experienced staff;

§ Develop basic programming that reflects the fundamental functions of a museum;

§ Create a long‑term exhibit and launch it;

§ Proceed with the official opening of the Muséoparc Vanier Museopark and provide its offerings to the public during regular hours of operation throughout the year;

§ Install road and site signage so that visitors can find the museum more easily.

In addition, it was possible to use the City of Ottawa’s support to leverage support from other funding organizations, donors and sponsors.

City-Operated Museums

9. Cumberland Heritage Village Museum

Cumberland Heritage Village Museum received an additional $75,000 in operating funds to increase its capacity to interpret and animate this living history site by hiring additional interpretive staff to augment the seasonal staff.

The Museum was able to open two additional buildings for interpretation during the summer and offered 54 public, interpretive programs throughout the year. Total attendance increased by 22% over 2005.

10. Pinhey’s Point Historic Site

Pinhey’s Point Historic Site (PPHS) received an additional $55,000 in operating funding in 2006 to hire a full-time permanent Education / Interpretation Officer. The operational funding was intended to allow for on-site supervision of summer students, to respond to visitor issues, and to improve the museum’s capacity to deliver core museum services to the community, including improved and increased public and educational programming. More public programs were delivered in 2006, and post-season programming was also successfully delivered for the first time.

11. Billings Estate National Historic Site

Billings Estate National Historic Site (BEHNS) received an additional $47,000 in operational funding. This funding was intended to improve the museum’s capacity for revenue generation, customer service, artefact stewardship, and promotional activities by increasing the hours dedicated to front line client services, adding additional programming staff, increasing the hours dedicated to collections management, and delivering a strategic Communications Plan for the museum.

A comprehensive Facilities Rentals Policy and procedural document was researched and written to apply to the three municipal museums. This harmonization across the three museums will improve customer service with a standardization of fee schedules, a more consistent product received by the client, and a clearer view of the rights and responsibilities of both the client and the museum. The policy builds a foundation for increasing revenue generation via a more streamlined program across the three museums.

Additional interpretive staff allowed the museum to offer new and additional programming over the course of the 2006 season, garnering positive feedback from visitors about the creative educational activities being offered at the museum. This additional staff is also developing new mandate-driven programs for 2007.

The additional funding earmarked for stewardship of collections was used to leverage a federal Museum Assistance Program (MAP) grant of $33,000 to create a Statement of Purpose regarding the Gloucester Collection, and to update six existing policies. MSP funding is also allowing collections staff to process over 4,000 artefacts in the Gloucester Collection in order to meet minimal provincial standards, including the population of information in the collections management software.

The Museum increased public awareness of the museum via consistent, strategic community newspaper advertisements, print collateral, and other communications and marketing activities that, per information obtained through visitor surveys, kept it in the consciousness of the community as a local destination for “educational fun”. The additional marketing and communications efforts by the museum resulted in increased visitor attendance (12%) at the museum.

12. Shared Resources

$136,000 was allocated in new operating funding to support two positions dedicated to building the capacity of City and community operated museums through increased visitation, citizen engagement and volunteerism:

§ Coordinator, Volunteer Program Development

§ Officer, Education/Interpretation Programs – Museum Audience Development

The Coordinator, Volunteer Program Development position supports the creation and development of a formal volunteer program to enhance the capacity of the three municipal museums, other City operated heritage programs such as the City Archives, and to assist the community museums where possible.

The three vital components of a successful volunteer program include recruitment, recognition and retention. In 2006, recruitment was accomplished through various venues including information sessions and volunteer fairs. Of the 600+ volunteers attracted in 2006, approximately 150 were new to Heritage. Altogether, they contributed over 20,000 hours of service. Three long-term volunteers were nominated for the 2006 Civic Appreciation Awards and one received the Heritage Award.

The Museum Audience position was created to attract more visitors to the museums (and thereby increase revenues) by raising awareness of what the local museums have to offer for the current audiences (e.g. school boards, seniors, tourists, etc.) but also by reaching out to new audiences (e.g. Cubs and Guides, Ottawa/Gatineau residents, Ottawa/Gatineau school boards, newcomers to Ottawa, ESL groups, senior lodgers, day care centres, etc.). The position is intended to attract more visitors by determining the public’s needs and interests are while visiting so that museums can improve their offerings. By improving the quality and attractiveness of programming and services, visitors will return more frequently and recommend a visit to family, friends, etc.

In 2006, preliminary research was conducted to identify the characteristics of the target audiences that have been identified to better understand who they are, what some of their preliminary needs are, and how to reach them. Long-term audience development plans being used by other cultural organizations and municipalities were also investigated to learn from their experiences.

A grant application to the Federal Canadian Arts and Heritage Sustainability Program (CAHSP) secured $148,000 in project funding for 2007 to assist with the development of the Ottawa Museum Network/Le réseau du musée d’Ottawa, volunteer recruitment and museum audience development.

Document 5

Summary of the 2006 Operating and Capital Funding to Museums

Museum	Base Operating Funding	2006 MSP Operating Funding	Total 2006 Operating Funding	2006 MSP Capital Funding
	$	$	$	$
1. Bytown Museum	131,125	64,000	195,125	10,000
2. Diefenbunker	52,582	60,000	112,582	10,000
3. Goulbourn Museum	29,235	43,000	72,235	10,000
4. Nepean Museum	155,411	57,000	212,411	10,000
5. Osgoode Township Historical Society & Museum	30,962	43,000	73,962	10,000
6. Ottawa Workers’ Heritage Centre	NA	N/A	NA	N/A
7. Watson’s Mill	25,239	60,000	85,239	10,000
8. Museoparc Vanier Museopark	40,000	60,000	100,000	10,000
9. Cumberland Heritage Village Museum	487,700	75,000	674,856^1	225,000
10. Pinhey’s Point Historic Site	55,591	55,000	121,120	10,000
11. Billings Estate National Historic Site	269,644	47,000	488,340	15,000
12. Shared Resources		136,000	136,000
13. Collections Storage and Management				100,000
Total	1,569,236	700,000	2,269,236	420,000

Notes:

(1) Includes RPAM property maintenance costs

Document 6

Service Indicators

Museum	Visitation 2006	2005-2006 % Change	Number of Programs Offered	Number of New Temporary Exhibits	Number of Educational Outreach Activities	Number of Marketing / Promotional Outreach Activities	Number of School and Group Tours
City Operated Museums
Billings	10,281	12%	32	1	3	7	15
Cumberland	15,878	22%	54	1	0	15	160
Pinhey’s	7,788	0%	25	3	0	7	4
Sub-total City museums	33,947	14.20%	57	4	3	29	179
Community Operated Museums
Bytown	10,650	20%	18	1	17	6	66
Diefenbunker	24,847	5%	27	3	0	6	200
Goulbourn	1,172	3%	16	3	5	1	6
Nepean	4,139	15%	42	8	13	12	24
Osgoode	1,500	5%	69	10	23	24	4
Muséoparc Vanier Museopark[1]	1,200	not open in 2005	3	7	not offered 2006	4	not offered 2006
Watson's Mill	18,619	24%	38	3	6	4	12
Ottawa Workers Heritage Centre	not yet open	in development	3	n/a	1	n/a	n/a
Sub-total Community Museums	62,127	10%	216	35	65	57	312
Overall Total	96,074	12%	273	39	68	86	491

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[1] Opened in October 2006