1.             museum sustainability plan – status of implementation Year TWO (2007)

 

Plan de viabilité des musées – avancement de la mise en œuvre / DEUXIèMe année (2007)

 

 

 

COMMITTEE RECOMMENDATION

 

That Council receive this report for information.

 

 

RECOMMENDATION DU COMITÉ

 

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

 

 

DOCUMENTATION

 

1.                  Deputy City Manager, Community and Protective Services Department report dated 10 April 2008 (ACS2008-CPS-CSF-0004).

 

Report to/Rapport au :

 

Community and Protective Services Committee

Comité des services communautaires et de protection

 

and Council / et au Conseil

 

10 April 2008 / le 10 avril 2008

 

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°: ACS2008-CPS-CSF-0004

 

 

SUBJECT:

museum sustainability plan – status of implementation Year TWO (2007)

 

 

OBJET :

Plan de viabilité des musées – avancement de la mise en œuvre / DEUXIèMe année (2007)

 

 

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, developed with participation from the participating museums, responds to Council’s direction that staff report back annually on the status of implementation of the Museum Sustainability Plan. 

 

For 2007, the investment plan included $740,000 in Operating and $1,360,000 in Capital budget increases.  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.

 

As this is an information report, there are no financial implications associated with this report. 

 

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, élaboré en collaboration avec les musées participants, 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.

 

Pour 2007, le plan d’investissement comprenait des augmentations de budget de 740 000 $ pour les opérations et de 1 360 000 $ pour les immobilisations. Le PVM renferme les principaux éléments suivants :

 

§         Financement de soutien accru des opérations et des immobilisations des 11 musées financés par la Ville (modifié par le Conseil pour ajouter le Centre du patrimoine ouvrier);

§         Création du Réseau du musée d’Ottawa/Ottawa Museum Network;

§         Conception d’un portail du patrimoine, d’abord sous forme de site Web;

§         Établissement d’un Centre de préservation, au départ dans une installation provisoire appartenant à la Ville afin de répondre aux besoins les plus pressants;

§         Accès au logiciel de gestion des collections de la Ville accordé aux musées gérés par la collectivité.

 

Puisque ce document est un rapport d’information, aucune incidence financière n’y est rattachée.

 

 

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 2007 investment included $740,000 in Operating and $1,360,000 in Capital budget increases.  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 summarized in Document 2 and details are provided in Document 3. A summary of the 2007 operating and capital investments in local museums is provided in Document 4. 

 

 

DISCUSSION

 

Year 2 (2007) Investment Plan and Outcomes

 

The four-year detailed investment plan is outlined in Document 3.  As a part of the 2007 budget, Council approved an additional $740,000 in operating support and capital investments of $1,360,000 for 11 local museums.

 

2007 Operating Investments

 

The MSP investment assists each of the 11 museums to tell a distinct facet of the Greater Ottawa Story. As noted in Document 6, overall in 2007, 118,000 individuals visited our local museums. This represents an 18.5 % increase over 2006.

 

The museums also offered 543 programs, launched 50 new exhibits, participated in 184 educational outreach activities and attracted 781 school and group tours. The museums were also supported by 890 volunteers who contributed 41,724 hours to eleven community and City museums.

 

Each museum has reported in more detail on their respective outcomes for 2007 in Document 5. 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, education, programming and facility management support.

§         46 new temporary exhibits were developed

§         393 programs were offered

§         658 school and group tours were offered

§         179 educational outreach programs were offered and 167 marketing outreach activities were implemented

§         Attendance at the local community museums increased by 19 % overall

§         Earned revenues increased by 19% (includes first full year of operation for the Vanier Muséopark)

§         Leveraged $456,000 in community, corporate, federal and provincial support

 

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 (6.0 FTEs) to provide programming support.

§         4 new temporary exhibits were developed

§         150 programs were offered

§         123 school and group tours were offered

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

§         Attendance at the City operated museums increased by 17% overall

§         Earned revenues increased by 17%

§         Leveraged $236,000 in community, corporate, federal and provincial support

 

Ottawa Museum Network/Réseau du musée d’Ottawa

 

The new service delivery model advanced in the MSP calls for common and pooled access to some of the critical operational tools and services needed by all museums to build their capacity and generate economies of scale. The Ottawa Museum Network/Réseau du musée d’Ottawa (OMN/RMO) was formally organized and incorporated as a not-for-profit organization to assist the 11 local museums by providing services such as:

 

 

Key accomplishments for 2007 include:

§         Completing the OMN Strategic Plan, and Board Governance Manual

§         Formally incorporating the Ottawa Museum Network, May 12, 2007

§         Hiring a full-time Marketing Director and establishment of the OMN office

§         Contracting marketing expertise to prepare the OMN Marketing Plan

§         Creation of the Ottawa Museum Pass in partnership with the Ottawa Public Library system, which has generated significant profile for Ottawa’s local museums.

 

2007 Capital Investments

 

A total of $1.36 million in capital was approved for the following projects:

 

1. Diefenbunker - $400,000 – Secondary Exit

The museum retained the services of a fire code consultancy firm to ensure that the proposed secondary exit meets all code requirements, and is currently in discussion with the City of Ottawa Fire Marshal’s office to ensure they will agree to the proposal. This will allow the site to have larger tours through the museum, thereby increasing revenue, and may also allow for larger events to be held at the site. The proposed plan respects the historic integrity of the site and addressed public security issues.

 

2. Watson’s Mill - $25,000 – Fire Suppression

This capital funding is being used to leverage additional funds ($60,000) to install a fire suppression system to reduce the impact of a potential fire at the Mill. Built in 1860, the Mill is one of the few remaining operating grist mills in Canada.

 

3. Cumberland Heritage Village Museum - $450,000

The proposed capital allocation has been allocated as follows:

§         $200,000 to improve/upgrade the on-site large artifact storage facilities (mainly to build a new structure to replace the temporary sheds that must be demolished in 2008).

§         $50,000 to purchase an on site vehicle to support collections management/program operations at the 3 City-owned museums.

§         $200,000 to restore and provide public access to buildings (or parts of buildings) not currently accessible to the public (e.g. Levesque House).

 

4. Billings Estate National Historic Site - $50,000

The proposed capital funding is being used to develop a pilot project for the restoration and maintenance of abandoned cemeteries under the City’s care using the pioneer cemetery on the Billings property. Under the Cemeteries Act, the City is responsible for the care of abandoned cemeteries. These funds will be used to bring the Ontario Historical Society workshop on cemetery rehabilitation to Ottawa, contract professional expertise to further research the cemetery’s history, its "inhabitants", its historical value, develop community partnerships to protect and maintain the cemetery, and to develop a restoration plan, including recommendations for landscape and interpretation design elements that would preserve the integrity of this significant historic and sacred resource. 12 historic headstones (Billings family only) were removed a number of years ago to secure storage to prevent further vandalism. The majority of the remaining headstones toppled over years ago and may be buried just below the ground surface.  Over 150 people are buried in the cemetery.

 

5. Virtual Heritage Gateway - $35,000

This proposed capital funding is for the purchase of professional services, hardware and software to implement the Virtual Heritage Gateway. This website will act as the community and visitor portal to local heritage programs in the community, on-line resources, virtual exhibits, etc. This funding will be used to leverage external funding for digitization projects, Gateway content through programs such as the Canadian Memory Fund/Canadian Cultural Online Program and the Virtual Museum of Canada.

 

The City has contracted with the Council of Heritage Organizations in Ottawa to develop and maintain this website. The website will be launched towards the end of 2008.

 

6. Community Museum Access to the City’s Collections Management Software - $200,000

This funding will allow the City to purchase the hardware, software licences, training and professional services to extend the City’s collections management software to the 9 community museums to create a City wide database of artifacts accessible to museum staff and the public.

 

Several benefits accrue to all museums:

§         collections management practices will be standardized across all City heritage services to facilitate data retrieval and reporting;

§         the software will provide staff with access to City collection finding aids and catalogues over the web;

§         The software will provide access to information on Ottawa’s history (through descriptions of artifacts and archival materials) on-line to citizens, Canadians, seniors, and school children.

 

7. Development of a Joint Marketing Plan for the Museums Network - $100,000

This funding was used to leverage another $50,000 in funding from the federal Canadian Arts and Heritage Sustainability Program. This allowed the Ottawa Museum Network to retain a marketing firm to develop an effective joint marketing plan for the community’s 11 local museums. The new strategy to raise awareness of the local museum and encourage increased visitation will be launched in May of 2008.

 

8. Retrofit of Collections Storage Facility for City Museums (Phase 2) - $100,000

In 2006, the City invested $300,000 to retrofit space at the Blair and Leitrim facilities to accommodate artifacts. This funding was used to leverage $73,000 from the federal Museum Assistance Program to allow the Curator of Collections to hire 12 collections workers to inventory, pack and move 10,000 artifacts and over 20 metres of archival material into custom-designed storage in those facilities.

 

The 2007 MSP funding allowed the completion of retrofits at the Interim Preservation Centre facilities at Blair and Leitrim and the relocation of an additional 2,500 artifacts to this facility.

 

Advocacy at the Provincial Level Pays Off

 

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

 

While municipalities are the principle 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 March 22 Provincial 2007 budget included a $2.3 million increase in annual funding to the Community Museum Operating Grant (CMOG) 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 following local museums are in the CMOG program and all saw an increase in provincial support:

 

§         Cumberland Heritage Village — grant increased from $26,000 to $62,000

§         Diefenbunker — grant increased from $9,000 to $32,000

§         Bytown — grant increased from $9,000 to $26,000

§         Nepean — grant increased from $20,000 to $28,000

 

 

Agreements with the Community Museums

 

Three (3) year Agreements with the community museums were implemented in 2007. These agreements formally identify and address the partnership relationship that currently exists between the City and each of the 9 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.

 

External Recognition

 

At the 2008 Canadian Museums Association Annual Conference, the Bytown Museum will be awarded an "Honourable Mention in the Management category" for its “90th Anniversary Renewal Project".

 

 

CONSULTATION

 

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

 

 

FINANCIAL IMPLICATIONS

 

There are no financial implications associated with this report.

 

 

CITY STRATEGIC DIRECTIONS

 

The Museum Sustainability Plan supports the following City Strategic Directions:

 

Service Priority E (11): Operationalize the Ottawa 20/20 Arts and Heritage Plan and the Museum Sustainability Plan; and

 

Transformation Priority C (6): Achieve efficiencies in City operations

 

 

DISPOSITION

 

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

 

 

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 – Summary of the 2007 Operating and Capital Funding to Museums

Document 5 – Summary of 2007 accomplishments

Document 6 – Service Indicators

 


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.

 

Revised Four Year Operating and Capital Investment Plan                                   DOCUMENT 2

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

 

Summary of the 2007 Operating and Capital Funding to Museums

 

 

 

Museum

Base Operating Funding

2007 MSP Operating Funding

Total 2007

Operating Funding

2007 MSP Capital Funding

 

$

$

$

$

1.      Bytown Museum

195,125

45,000

240,125

0

2.      Diefenbunker

112,582

65,000

177,582

400,000

3.      Goulbourn Museum

72,235

45000

117,235

0

4.      Nepean Museum

212,411

40,000

252,411

0

5.      Osgoode Township Historical Society & Museum

73,962

45,000

118,962

0

6.      Ottawa Workers’ Heritage Centre

NA

20,000

20,000

0

7.      Watson’s Mill

85,239

43,000

128,239

25,000

8.      Museoparc Vanier Museopark

100,000

45,000

145,000

0

9.      Cumberland Heritage Village Museum

674,856

125,000

799,8561

450,000

10.  Pinhey’s Point Historic Site

121,120

15,000

136,1201

0

11.  Billings Estate National Historic Site

488,340

37,000

525,3401

50,000

12.  Shared Resources

136,000

60,000

196,000

0

13.  Museum Network

0

90,000

90,000

 

14.  Virtual Heritage Gateway

0

65,000

65,000

 

15.  Virtual Heritage Gateway

0

0

0

35,000

16.  Community Access to Collections Software

0

0

0

200,000

17.  Museum Network

0

0

0

100,000

18.  Collections Storage and Management

0

0

0

100,000

Total

2,271,870

740,000

3,011,870

1,360,000

 

Notes:

(1) Includes RPAM property maintenance costs


DOCUMENT 5

 

Museum

Summary of 2007 Accomplishments

Billings

·         Increased promotional & advertising activities 

·         Introduced new public programs such as:

-          Expansion of opening day activities

-          Art is for the Birds fundraising event

-          Rideau 175 walking tours and a special event

-          Partnership with Parks Canada for the production of “Spirits Rising” for additional Rideau 175 celebrations

-          Concerts by Candlelight series

-          On-going adult lifelong learning lecture series (Off-the-Grid)

-          Children’s Halloween programming

-          Tea and tour programming

-          Family winter programming

-          Extended tea service past summer and into fall and winter

·         Improved collections & conservation management by the:

-          Addition of 1800 digital photos to the MINISIS data base for Billings collection

-          Documentation and cataloguing of 1345 artifacts for the Gloucester collection

-          Data entry of 3090 artifact files into the MINISIS database for the Gloucester Collection

-          Photographing 3859 artifacts of the Gloucester Collection

-          Updates of collections management policies, standards and forms

-          Conservation treatment for 413 artifacts

-          Inspection and cleaning of 3600 books

-          Preventive conservation maintenance to Billings smokehouse door, Manor House balcony, original stone pillars on site and painting of the historic pioneer cemetery fence

·         Improved site security with the addition of two additional PAV cameras and staff duress buttons

·         Initiation of improved staff accommodations project

·         Increased attendance by 38%

·         Increased tea service revenues by 154%

·         Increased historical / educational programming revenues by 196%

·         96% of visitors said they will come again

·         100% of visitors said they will recommend the museum

Cumberland

·         Extended operating hours to include Saturdays

·         Increased the capacity to animate the Museum for visitors by employing and training more seasonal site interpreters

·         Partnered with the Lions to renew, improve and deliver the Heritage Power and Country Festival

·         Introduced new public programs such as: “Farm family’s friend”, “From their hand”, “Treasures of nature”, an animated “Afternoon Tea”, a “Photographic Guided Tour” based on the history of photography as well as treasure hunt games for the family during the Sunday series

·         Conducted historical research on museum’s buildings and Cumberland township history to improve site interpretation

·         Managed projects for moving or renovating equipment provided by the museum’s partners: Ottawa Valley Live Steamers and Model Engineers, Cumberland Telegrapher Operator’s Club, Cumberland Volunteers Firefighter Association

·         Advanced the museum’s audio-tour project

·         Completed restoration projects on Knox Church, Foubert House, Watson garage and Spratt House.

·         Partnered with the Cumberland Historical Society for the development of the “Memories of  Cumberland Township” exhibit

·         Added more domestic farm animals to enhance and enrich the quality of interactive programming for visitors

·         Expended the collection through the acquisition of a valuable collection of antique furniture and others artefacts and objects

·         Conducted research and created a Heritage Specialist in Old Trades position to develop new activities and content

·         Improved site security

·         Initiated the restoration of Levesque House

·         Disposed of Lough House

·         Increased attendance of 18% by year-end

·         4% increase for general admissions and museum programming

·         75% increase in the number of volunteers

·         97% of visitors said they will come again

·         99.5% of visitors said they will recommend the museum

·         99.5% of visitors said the museum is important to them and their family

·         Added a new building (Leonard Tavern)

·         Initiated the restoration of Levesque House

·         Undertook restoration projects on Knox Church, Foubert House, Watson’s garage and Spratt House

·         Attracted 9 education placements from the Algonquin AMS program who contributed 815 hours on conservation projects

·         Algonquin AMS program students stabilized 30 ferrous metal artifacts using a tannic acid treatment (180 hours of conservation work)

·         500 artifacts relocated to the Interim Preservation Centre (Blair and Gloucester facilities)

·         Implemented integrated pest management program for the Interim Preservation Centre (Blair and Gloucester facilities)

·         Over 8,500 location records updated

·         Created 4,600 artefact master files

·         Entered 64 registration level records into database and 845 artefact level records for 2004-2007 accessions

·         Entered 137 registration level records into the database and 1,304 artefact level records for the 1983-1989 accessions

·         37 new accessions in 2007

·         Selected and researched 98 artifacts for use in museum programming and exhibits

 

Pinhey’s

·         Introduced new public programs such as:

-          Music at the Museum

-          Geo-caching Treasure Hunt

-          Interpretive Solstice Paddle

-          Art at the Museum

-          Concert to kick off priority heritage event, Riverfest, on the night preceding main event

-          Children’s archaeological program

-          Children’s Halloween event

·         Improved site security with the installation of three new PAV cameras (to include one to protect the ecologically sensitive point), staff duress buttons, and CCTV capability

·         Initiation of improved staff accommodations project

·         Increased attendance by 8%

·         Increased historical / educational programming revenues by 88%

·         92% of visitors said they will come again

·         98% of visitors said they will recommend the museum

Bytown

·         Two floors of permanent exhibits, opened a community gallery and installed a play space for families – the average visitation time has increased by 80%

·         Increased attendance and admission revenues by 28%, including 30% more Ottawa residents, 40% more Francophones and 100% more repeat visitors

·         Increased curatorial and conservation activities through artifact conservation and by completing the cataloguing and digitization of 80% of our collection

·         Increased site specific marketing and advertising including the development of a three-year communications/marketing plan and a one-year pilot implementation project

·         Word-of-mouth advertising increased by over 100% from 18% to 38% (when asked how people heard about the Museum

Diefenbunker

·         Hired a Maintenance/Facility manager to oversee the regular and increased maintenance and renovations

·         Initiated construction of a secondary exit to increase visitor capacity

·         Maintained  attendance at allowed capacity level by Fire Marshall (approx. 25,000)

Goulbourn

·         Hired Education and Programming Officer to provide capacity for onsite and outreach programs to schools and other community organizations

·         Increased earned revenues by 11%

·         Increased attendance by 15%

Nepean

·         Increased exhibitions & educational programs – initiated “Celebrating Nepean’s Best” program and exhibit

·         Secured partnership with Scotiabank for a Veteran’s Program

·         Developed 4 curriculum-based school programs

·         Increased visitorship and outreach services to seniors homes

·         Cultivated community based sports exhibit

·         Secured the donation of two Nepean historically significant collections – Nepean Hydro Commission and the E. Gus Wersch (former Chief of Nepean Police) collection

·         Successfully secured an Ontario Trillium Foundation Grant in partnership with the Goulbourn Museum for a shared collections manager position.

·         Purchased collections furniture to better safeguard the collection

·         Initiated renewal of permanent exhibit gallery and yearly temporary exhibits

·         Developed increased profile with local media – EMC News and Nepean This Week.

·         Increased delivery of school programs

·         Increased base curatorial & conservation budget

·         Increased attendance by 15%

Osgoode

·         Hired Curator of Collections & Exhibitions to enable developing interpretive exhibits, increased collections research /

·         Hired an educational programmer to develop/ present educational programs to the schools

·         Researched and designed new permanent exhibit telling the history of the Township to be constructed in 2008.  Engaged students to complete on section of exhibit.

·         20% of Collections researched and added to computer data base. Grouping of information into family fonds / collections; info will include genealogical resources, photographs, original documents and artifacts for each family to be listed in one entry on the data base.  Photographic copies of documents, photos and artifacts to be included in data base.

·         Began documentation of historic sites / buildings, cemeteries, schools and church with information on each and a GPS location for future tours.

·         Conservation work began on buckboard carriage

·         Promotional activities included listing in local magazines/ publications (Rural Routes, 55 Plus, Heritage Happenings)

·         Increased attendance by 19%

·         Developed and presented in- house programming for children

Vanier

·         Recruited, trained personnel to develop educational and interpretive programs in line with school curricula in collaboration with the French-speaking school councils of Ottawa

·         Established MVM Education Committee

·         Recruited, hired, and trained MVM Research Staff person

·         Increased visibility of MVM and increased attendance over 2006 (year 1) by 80%

·         Developed and Maintained collection conservation program

·         Created the series "Talks of Muséoparc" in collaboration with  l’Association des auteures et auteurs de l’Ontario français

·         Improved the visibility of the permanent exhibition established in 2006 and published an accompanying exhibit catalogue and developed a Web site for this installation

·         Created a television series with Rogers Cable on the subject of the oral history of Francophone Ottawa, entitled “Capital Memories”

Watson’s Mill

·         Hosted 2 Applied Museum Studies internships in the spring

·         Currently hosting 1 Applied Museum Studies internship & contributing to 2 school projects

·         Developed “The Story of Bread: from field to table” children’s exhibition

·         Developed an interactive pulley display

·         Developed a touch screen computer quiz to add to our children’s corner exhibitry

·         Developed a new website: www.watsonsmill.com

·         Completed various restoration projects: bolter, cockle separator, side doors, phase 1: windows, Initiated phase 2: window restoration project, and feed grinder restoration

·         Completed maintenance projects: “toile de la canadienne” roof repair

·         Initiated maintenance project : flume repairs (current)

·         Initiated building upgrade project: fire suppression system

·         Initiated a community-wide digital exhibition project: exhibition completion date: December 2007.

·         Created 2 junior positions: which provided us with extra support staff, but also prepares us for staff turn-over next year

·         Researched and developed Outreach opportunities for new target audiences

·         Increased volunteer & membership programs

·         Coordinated a full calendar of events, including the new children’s “Mini Wheats” summer camp

·         Developed financial policies

Ottawa Workers Heritage Centre

·        Organized Fundraiser for building renovation

·         Hired first Curator

·         Hired and supervised Young Canada Works Summer Student to develop Museum Policies

·         Participated in several community events, including Colonel By Day, Heritage Day, and Labour Day

·         Developed concept plans for site’s historical garden

·         Developed architecture, and content for OWHC website

·         Developed plans for restorative work with the Heritage Carpentry Program at the Algonquin College Perth campus.

·         Published booklet on Ottawa’s labour history

·         Presented outreach lectures on the lost history of the Rideau Canal navvies to separate seniors groups

·         Participated in programming events with Parks Canada, as part of the Rideau Canal’s 175th anniversary


DOCUMENT 6

 

Service Indicators

 

Since municipal amalgamation in 2001, visitation levels have increased by about 12% or more per year across the family of local museums. For the first time the overall total for 2007 exceeded the 100,000 mark. That suggests that about 1 in 8 Ottawa residents will have visited a local museum in 2007.

 

Museum

Visitation – 2007

% Change Over 2006

Number of Programs Offered

Number of New  Exhibits

Number of Educational Outreach Activities

Number of Marketing / Promotional Outreach Activities

Number of School and Group Tours

Number of Volunteers

Number of Volunteer Hours

City

 

 

 

 

 

 

 

 

 

Billings

13,058

38%

80

0

2

14

7

99

1663

Cumberland

18,520

18%

32

1

1

29

113

304

9,175

Pinhey’s

8,357

8%

38

3

2

14

3

46

4248

Sub-total City museums

39,935

18%

150

4

5

57

123

449

15,086

 

 

 

 

 

 

 

 

 

 

Community Museums

 

 

 

 

 

 

 

 

 

Bytown

16539

16%

169

3

51

21

194

62

3300

Diefenbunker

25,650

4%

27

3

3

57

267

58

6960

Goulbourn

1,329

13%

12

6

10

11

4

30

2042

Nepean

6,005

45%

84

13

53

12

43

68

2139

Osgoode

1,797

20%

42

16

42

44

4

49

3760

Vanier*( 1st full year of operation)

2,747

120%

15

2

             10

5

27

82

2547

Watson's Mill

23,956

29%

39

3

4

17

119

75

5000

Ottawa Workers Heritage Centre

Not yet open

           N/a

5

N/a

6

4

N/a

17

890

Sub-total community museums

78,023

19%

393

46

179

167

658

441

26638

Overall Totals

117,958

18.5%

543

50

184

224

781

890

41,724