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TO: |
Mayor and
Members of Council |
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FROM: |
Barbara M.
Roth, Director, Recreation and Culture Services |
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PREPARED BY: |
George
Phillips, Manager, Museum |
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DATE OF MEETING: |
2005-June-20 |
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SUBJECT: |
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RECOMMENDATION:
THAT the report entitled Museum Master Plan Phase I Business Plan be
received;
AND THAT Council approve the
Museum Mission, Vision and Mandate statements recommended in the Institutional
Plan component of the Master Plan and described in Appendix A;
AND THAT Council review the
recommended policy changes and strategic initiatives for the Phase I
Collections Plan (Appendix B) segment of the Museum Master Plan;
AND THAT Council direct
Museum staff to develop revised Collections Policies aligned with the strategic
directions described in the Museum Master Plan;
AND FURTHER THAT Council consider
the recommended capital and operating budgets, and staffing and financial plans
for Phase I in the 2006 budget process and subsequent periods..
PURPOSE:
The
purpose of this report is to seek Council approval for Phase I (2006- 2011) of
the Markham Museum Master Plan, including, as a guideline, the recommended
capital and operating budgets and staffing and financial plans.
EXECUTIVE SUMMARY:
Following a year of consultation and investigation, the
The goal of the Master Plan project was to develop a long-range
plan and strategies to respond to key issues and opportunities identified by
the Museum and investigated by Lord Cultural Resources Planning &
Management Inc.
The business plan presented in this report contains Institutional
Objectives, plans for Collection Management, Public Programs and Development,
and Space and Facilities along with the related financial plan.
The financial plan includes $4.2M of new infrastructure and a net
increase in operating expenses of $236,000 including new staff (6.4 FTE ) by
the end of Phase 1.
BACKGROUND:
In October 2003, the Museum Advisory Board requested
that Council approve an in-depth investigation of the Museum’s current
challenges and prospects for the future.
Lord Cultural Resources
Planning and Management, Inc. was engaged and began work in January 2004. The
consultants refined the scope of work, constraints and consultation strategy
through an initial meeting with the Planning Steering Committee composed of
Museum Board members, Councillors McKelvey and Webster, and Regional Councillor
Heath and senior corporate staff including the CAO and the Commissioner of
Community and Fire Services. The planners conducted individual interviews with
a large number of stakeholders. The interviews were augmented by several
workshop style meetings of a broad-based group referred to as the Museum’s
Futures Committee.
In response to Council’s direction that a public
consultation be conducted to provide
The groups embraced the idea of a Celebration Field and the focus on development of a Children’s Museum component. However, reaction to the amusement attraction and water play area was mixed. The primary area of concern was the deaccessioning of artefacts and structures. The groups felt the consolidation and focus on the 19th century for the historical village was restrictive relative to the education curriculum.
The
consultants and staff noted that the plan is a framework to help guide the
implementation process and that the Museum can best develop by refocusing on
key elements, providing the ability to incorporate new components in the
renewal process (see Appendix C for highlights of the comments).
A separate report will deal with
rescinding the current by-law that defines the mandate of the Markham Museum
Board as a “Management Board.” A future report will also address establishing
new purposes and terms of reference defining a Fundraising Foundation Board for
the Markham Museum Foundation.
The goal of this plan is to secure
the Museum's future and its place as a relevant and valuable institution,
setting the course for the creation of new profit centres that complement the
Town of
It is recommended that The
Master Plan be implemented in three phases.
The following summarizes the major capital projects related to each
phase, which in turn drives the rest of the plan.
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Phase I |
Phase II |
Phase III |
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· Reception Centre · Ward Building Reconstruction · Heritage Carnival Attraction · Celebration Field |
· Mount Joy School House Renovation – Children’s
Museum · History at Play Area · Heritage Village Renovation |
· Reception Centre Expansion · Conversion of Kinnee Barn to Collection Storage · Other Enhancements |
Phase I of this project has
four main components. The first is the
Museum Reception Centre, currently under construction and scheduled for
completion in 2005. It will include a gift shop, orientation/experience and
programming space. The remaining
components are discussed in detail in this report.
This Business Plan is divided
into the following six sections:
1.
Institutional
Plan
2.
Collection
Management Plan
3.
Public Program
and Development Plan
4.
Space and
Facility Plan
5.
Operating and
staffing Plan
6.
Financial Plan
OPTIONS/ DISCUSSION
Business
Plan – Phase 1 – 2006-2011
1. Institutional
Plan Objectives of a Cultural Institution
Within
the recommended Institutional Plan for the new
The Master Plan
consultants pointed out that museums with clear and relevant purposes are both
popular and respected, while visitors, volunteers and potential contributors
are frequently discouraged if a museum lacks a clear mission and purpose.
Clearly stated
vision, mission, purpose, and values will guide all aspects of the
A full
description of the recommended
Highlights are:
Recommended Value Statements for the Museum include Commitments to Youth, to the Museum’s Public Trust Responsibility, to Increasing Respect for our Natural Environment, to Institutional Self Sufficiency, to Fostering Collective Community Identity and Civic Engagement, to Economic Development, to Life-Long Enjoyment of Museum Experiences, to Inclusiveness, Fairness and Intercultural Respect, and to Creating an Organizational Culture Based on Excellence in Museum Services
One of the Master
Plan’s most significant governance and organizational recommendations was for
the development of a fundraising foundation.
The Friends
Foundation will be designed to provide a focal point for much greater community
participation in the success of the reinvigorated
2. Collections
Management Plan Objectives
Since the formation of the
Critical Collections
Management Policy Gaps:
Care and storage of artefacts meeting professional museum standards are
fundamental obligations of institutions that hold and collect important
cultural property. Given the realities of public finance budget pressures,
there are tough collections management choices being made by all Canadian
museums.
Collections Acquisition and
Retention: It is
important for an institution collecting cultural objects to have a clear
purpose and an understanding of the long-term financial obligation of retaining
those objects. Over the past 36 years, the
The Master Plan
recommends a number of specific categories of collections, such as the Heritage
Carnival artefacts, that will contribute to a more meaningful and attractive
visitor experience. However, the Master
Plan consultants have identified the rail collections and other specific
sub-categories of objects and structures of the
Broaden Collections Cultural
Scope: A key change
in collections acquisition strategy is the recommendation to develop
collections that
Upon completing
the overhaul of the policy and processes of collections management, the
3. Public
Program and Product Development Plan Objectives
The Museum's most
obvious product, used by the greatest number of its visitors, is the experience
it provides within its site and buildings.
Hundreds of exhibition fixtures containing artefacts, specimens and
research supported by skilled museum interpreters and education specialists
comprise that experience. The underlying
appeal of any museum experience -- the "magic" ingredient sustaining
any museum over many years is the audience's belief in that museum's commitment
to authenticity and to its collections.
The Master Plan
recommends the following overarching Museum theme to clarify the intent of its
visitor experience product:
The Markham Heritage
Adventure/Time Park
The
interpretative approach governing this concept is an interactive heritage
discovery experience – using a range of advanced digital media, discovery
learning techniques and live performances -- to offer new historical insights
and understanding. The Heritage Adventure Time Park will use leading edge
technologies and contemporary techniques to connect people to the world of the
past.
The key elements of the
a)
Construction
of a Reception Centre with a built-in purpose that provides a prominent new
gateway to the Museum site.
b)
Reconstruction
of the Ward Transportation Building that showcases the Museum’s renowned
carriage collection in an open storage exhibition.
c)
Creation
of a Heritage Carnival to attract young families with children and provide a
delightful reminiscence experience for seniors, who remember a time when the
annual fair was the major entertainment event of the year.
d)
Development
of a field specifically designed to support festivals and performances that
celebrate the diversity of contemporary Markham.
Recommendations
from the Master Plan related to development of more curriculum-based
programming are currently being pursued. In addition, the Museum is producing a
food fest event this summer to broaden the cultural profile of its audience.
4. Space
and Facility Plan Objectives
New Reception Centre
The new Reception
Centre is currently under construction at the south / east of the Museum site
fronting on Highway 48. The Phase I Reception Centre will be approximately
3,000 sq. ft. The public experience and
gift shop spaces will include about 700 sq. ft. of orientation/experience space
and a 300 sq. ft. (public space) retail store.
Ward Building Reconstruction
The existing Ward
Building needs to be reconstructed as a collections storage centre, per the
results of Lord’s concurrent study into the physical condition of the
building. The building should
incorporate visible storage of the Museum’s collections that may be accessed by
the public as well as closed storage for collection management.
A Heritage Carnival Attraction
The addition of a
Heritage Carnival on the site south of the Education Building and north of the
existing Strickler complex is part of the Phase I revitalization plan. The
first element of the carnival, a 1950-era merry-go-round, has already been
delivered to the site. Additional carnival elements will include a Ferris
wheel, three “kiddie” rides and several carnival games. The existing public
area of the Wilson Variety Hall will be converted to a food service and
ticketing area for the carnival.
Celebration Field
Special events
have been the Museum’s most visible impact on the community to date and the
most successful, in terms of attendance and revenue generation. This is the
norm for heritage village attractions everywhere. Markham’s rapidly changing
demographic makeup has necessitated the development of experience elements of
appeal to the Town’s very diverse population.
Life Cycle and Site Infrastructure
The Master Plan’s
focus is primarily on specific new or renovated facilities consistent with the
long range strategy recommended for the Museum.
However, a number of current infrastructure issues will require continued
attention to ensure public safety, protection of assets, efficient physical
plant operation and quality customer service. These issues are not addressed in
detail in the Master Plan but will be brought forward as part of the annual
Capital Budget process as required.
5. Operations
and Staffing Plan
The major
operations and staffing-related recommendations for the Markham Museum are
summarized as follows:
The Phase I
improvements will require the addition of 8.2 FTE staff positions. Approved, as part of the 2005 budget process,
was 1.8 of the 8.2 FTE. These include
the equivalent of 1.0 FTE in part-time staff for the new Reception Centre and
0.8 FTE for the operation of the current Carnival attraction. The remaining 6.4
FTE are to be added incrementally through Phase I.
Almost half of
these new positions relate to the Heritage Carnival attraction, with others
providing necessary support for the Museum’s three-dimensional and growing
archival collections. Crucial to the plan
will be a Volunteer Coordinator and Marketing / Carnival Manager. Additional
interpreters will provide the Museum with a much-improved visitor experience
(see Appendix
D – Phase I Staffing Plan.)
With
marketing the key activity of most enterprises, marketing and promotion are of
particular importance in the public entertainment tourist attraction sector,
the category in which The Museum operates.
The market study
specifically identifies the following:
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Potential
markets for the Museum
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Size
and location of the potential markets
·
Specific
market characteristics and demographics
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Market
Activity Patterns
FINANCIAL CONSIDERATIONS:
6. Financial
Plan - Phase I
Capital Development Plan
The planned
program of site and facility upgrades recommended for Phase I represents the
largest capital investment in the Museum’s history. The following chart
summarizes the capital costs associated with the implementation of Phase I of
the Master Plan.
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Program/Building
(1) |
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Ward Building(2) |
2,783,000 |
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Heritage Carnival (incl.
Wilson Variety Hall) |
929,101 |
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Multicultural Celebration
Field |
370,041 |
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Exhibition & Experience
Elements Cost |
95,000 |
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Total Phase I Capital Cost (3) |
4,177,142 |
Note(s):
(1)
Includes
soft costs, contingencies and escalation
factor as outlined in the Master Plan.
(2)
Original Forecast
in Master Plan was $1,637,998. The
subsequent Ward Building report provided a revised number. A Summary of the differences detailed in Appendix E includes the
main difference as increased costs-per-square-feet for construction and visible
storage of $500,000 and FF & E of $100,000.
(3)
Total does not
include the cost of Museum Reception Centre, which has been approved.
In addition to
the Phase I capital costs, the
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Phase I Capital Costs |
4,177,142 |
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Ongoing Lifecycle Projects |
460,000 |
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Projected Capital Cost (2006-2011) |
4,637,142 |
A detailed
Capital forecast is included as Appendix F.
The Reserve Study
includes $500,000 for Museum life-cycle replacement and the Museum Master Plan
Implementation, totalling $3.0M over the six-year period. Should Council decide
to direct the Reserve funds to the implementation of Phase I, this amount will not be sufficient to cover
both the capital cost of Phase I of the Master Plan and the forecasted
lifecycle maintenance expenses.
Appendix F illustrates the timing of funding
requirements for Phase I. In order for
some elements of Phase I to be completed on schedule, it will be necessary for
the Town to upfront funding from the reserve.
The reserve study was careful to consider the timing of future capital
obligation; deviating from this timing will have an impact on the reserve and
its ability to these obligations.
To proceed with
this aggressive program, Museum staff, supported by members of the Friends of
the Markham Museum Foundation, will seek funding from governments, the private
sector and individuals. Funding sources
for the above-Capital component are forecast as follows:
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Total Funding
Required |
$4,637,142 |
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Less Funding
Secured: |
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Town Contribution
(1) |
3,000,000 |
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Ward Family
Contribution |
100,000 |
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Total Secured |
3,100,000 |
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Funding Shortfall |
1,537,142 |
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Less Potential
Funding Sources (not secured): |
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Corporate
Contributions |
25,000 |
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Service Clubs |
20,000 |
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Federal - MAP Grant |
50,000 |
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Federal - Cultural Spaces |
462,000 |
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Potential Funding Sources (not secured): |
557,000 |
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Outstanding
Funding Shortfall |
$980,142 |
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(1) Subject to Council approval.
Should all
potential funding sources be realized, the Town’s commitment -- including the
outstanding funding shortfall -- is approximately $4.0M ($3.0M Life Cycle
Reserve + $1.0M outstanding shortfall) over the planned six years of the first
phase of the Master Plan.
Capital projects
related to both Phase I of the Master Plan and ongoing life-cycle replacement
will be put forward, for consideration by Council, as part of the annual
Capital Budget process.
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2006 |
2007 |
2008 |
2009 |
2010 |
2011 |
Total |
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Expenses |
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Salaries & Benefits |
19,600 |
86,730 |
24,885 |
123,270 |
- |
- |
254,485 |
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Other |
6,500 |
8,500 |
19,305 |
52,200 |
56,305 |
66,942 |
209,752 |
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Total Expenses |
26,100 |
95,230 |
44,190 |
175,470 |
56,305 |
66,942 |
464,237 |
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Revenue |
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Admissions |
- |
6,000 |
6,000 |
16,000 |
45,700 |
95,661 |
169,361 |
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Rentals/Programs |
1,500 |
1,500 |
2,000 |
4,453 |
4,955 |
5,252 |
19,660 |
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Other |
1,000 |
1,500 |
2,000 |
4,500 |
10,261 |
20,412 |
39,673 |
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Total Revenue |
2,500 |
9,000 |
10,000 |
24,953 |
60,916 |
121,325 |
228,694 |
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Net (Expenses)/Revenue |
(23,600) |
(86,230) |
(34,190) |
(150,517) |
4,611 |
54,383 |
(235,543) |
Operating Revenue
As part of the
As shown above,
most of the forecast revenue growth is expected from increased admissions in
the form of gate fees ($59k) and Heritage Carnival ticket sales ($110k), with
rental and programming revenues estimated to increase by $20K. Other forecasted revenues include store sales
($29K) and other miscellaneous revenue ($11K).
The detailed operating budget is shown in Appendix G.
In 2005, the
total budgeted revenue generated by the Museum is $249K. This includes Admissions ($9K),
Rental/Programs ($85K), Special Events ($67) and Other Revenue including grants
of $88K. Other Revenue consisting of
fundraising, sponsorships/donations and grants are not expected to change
significantly over the duration of the Master Plan. Total revenue is forecast to grow 91.7% over
the six-year period.
The revenues
associated with the new Museum attractions are forecasted to grow through Phase
I. As expected, there will be a net increase
in operating costs over the first few years of the initial phase as the
marketing plan is put in place to increase attendance
The 2005 Operating Budget
subsidy for the
Expenses $771,103
Revenue $249,343
Net (Expense)/Revenue ($521,760)
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2006 |
2007 |
2008 |
2009 |
2010 |
2011 |
Total |
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Expenses |
26,100 |
95,230 |
44,190 |
175,470 |
56,305 |
66,942 |
464,237 |
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Revenue |
2,500 |
9,000 |
10,000 |
24,953 |
60,916 |
121,325 |
228,694 |
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Net (Expenses)/Revenue |
(23,600) |
(86,230) |
(34,190) |
(150,517) |
4,611 |
54,383 |
(235,543) |
As shown above,
revenue is expected to increase at end of the six-year period as additional
elements become operational. At the end
of 2011, a cumulative operating shortfall of approximately $236,000 is
expected. The 2004 operating results for
the
Please see Appendix
G for a detailed presentation of forecast Operating Budget Revenues and
Expenditures.
This Business
Plan will provide a guideline as individual components of the Museum Master
Plan are brought forward for consideration annually through the Business Plan
and Budget processes.
BUSINESS UNITS CONSULTED AND
AFFECTED:
Finance
ATTACHMENTS:
Appendix
A – Proposed Vision,
Appendix
B – Collections Policy Recommendations
Appendix
C – Open House Comments
Appendix
D – Phase I - Staffing Plan
Appendix
E –
Appendix
F – Capital Budget Forecast
Appendix G – Operating Budget Forecast
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Barbara M. Roth, R.D.M.R. Director, Recreation and
Culture Services |
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Jim Sales Commissioner, Community and
Fire Services |
Q:\Recreation\MASTER
PLAN\MAS004\Reports\MasterPlanPhaseIv2.doc
