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 :
Comité des services communautaires
et de protection
and Council / et au Conseil
10 April 2008 /
le 10 avril 2008
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
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.
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.
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.
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.
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.
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:
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.
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.
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).
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.
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.
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.
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
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.
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".
The participating museums were consulted during the development of this report.
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
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
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 |
Total
City |
|
250,000 |
500,000 |
705,000 |
448,500 |
1,903,500 |
Common Initiatives |
|
|
|
|
|
|
Virtual
Heritage Gateway |
|
|
35,000 |
|
|
35,000 |
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
Bytown Museum: Operating - $152,000; Capital - $105,000 |
|||
Year |
Investment |
Benefit |
|
Year 1 |
· 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 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 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 |
||
Capital |
Year 1 -$10,000 for signage |
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 |
|
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 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
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 |
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
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 |