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TO: |
Mayor
and Members of Council |
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FROM: |
Barbara M. Roth, Director, Recreation & Culture
Services |
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PREPARED BY: |
George Phillips, Manager, Museum |
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DATE OF MEETING: |
2004-Dec-13 |
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SUBJECT: |
Museum
Master Plan Conceptual Framework |
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RECOMMENDATION:
THAT the report entitled Museum Master Plan Conceptual
Framework be received;
AND THAT staff be directed to bring forward a report with a detailed
business plan and associated cost for Phase 1: 2005-2008, as outlined in the
Master Plan;
AND THAT Council approve the establishment of a
Friends of the Markham Museum Foundation;
AND FURTHER THAT staff be directed to review and update the current terms of reference
for the Friends of the Markham Museum Foundation to assist in fund-raising and
sponsorship activities.
PURPOSE:
The purpose of this report
is to seek Council approval for the conceptual approach recommended in the
EXECUTIVE SUMMARY:
The goal of the Master Plan project was to develop a long-range
strategy and plan to respond to key issues and opportunities first formally
identified in an Operational Audit completed by Genovese, Vanderhoof and Associates in 2002. The
attached draft Master Plan (Appendix A) is proposed as a comprehensive guide
for the Corporation in strategically approaching the most critical issues
facing the
·
creation and maintenance of basic provincial
standards for artefact and archives collections management
·
an organizational structure and governance that
encourages greater community commitment and partnership
·
achieving excellence in visitor experience and
informal public education
The issue of more
effective leadership through a new more inclusive governance framework is
critical given our community’s rapidly changing cultural profile. Changing the
format for governance at the Museum is a key step in securing a stable and
purposeful future for the Museum.
The Plan supports
the goal of establishing the infrastructure to meet accepted Museum standards
for the care of the collections and enhanced programming through a proposed
three-phase capital and operating plan.
The planning was
divided into three distinct phases. The first phase constituted an Interpretive
Planning process, considering the Museum as an institution, the
heritage of
The second phase resulted in a Concept Plan that
identified and developed the implications of a preferred option (following
focus group consultation) in addition to alternative related options.
The third phase focused on the development of Capital
and Operating Estimates within the context of three to four year
phases.
BACKGROUND:
In November 2001, the Museum Advisory Board undertook to develop a
Strategic Business Plan for the Museum. Growing pressures by stakeholder groups
bringing a variety of proposals for new facilities and programs to the Board
demanded that a plan be established to more clearly define the Museum’s
purpose. Concurrently the Board was
engaged in a project to review its role in managing and governing the Museum as
an Advisory Board after having formerly acted as a ‘Management Board.’ The Board decided in early 2002 to engage a
cultural planning consultant (Genovese Vanderhoof Associates) to assist it in
developing a Strategic Business Plan.
Following initial
discussions with the Board and key stakeholders, the consultant recommended a
change in approach to the Museum’s long range planning recommending an ‘Operational
Audit’ as explained below:
‘It
quickly became apparent that the Museum faced very serious issues of
leadership, funding, capital maintenance, market positioning, and financial
planning that were well beyond the scope of a traditional one-day planning
session.’
In mid-April 2002
Genovese, Vanderhoof and Associates conducted 34 interviews, asking a variety
of groups and Museum stakeholders questions related to
Museum infrastructure, operations and programming. In May 2002, Genovese, Vanderhoof and
Associates facilitated a retreat for Museum stakeholders to discuss the results
of the interviews. They also compared
The planners
summed up their impression of the Museum’s current situation as follows:
“The
Museum says of itself that “we are too big to be a small museum and too small
to be a big museum.” “It does need to
use its limited resources more effectively and efficiently, but it is currently
under-resourced by any standard. Both
board and staff are often overwhelmed by the
challenges, although there is a good spirit and energy despite the frustrations
of not moving forward more quickly.”
Other findings of
the ‘Operational Audit’ report are attached as Appendix C.
In 2003 the Museum
requested that the Town proceed as recommended in the Operational Audit
findings, to develop a detailed Museum Master Plan. Museum staff developed a grant application to
access the Canadian Arts and Heritage Sustainability program through the
Department of Canadian Heritage, matching funds available to the Museum from
existing Museum operating and capital funds.
Following on a
competitive bidding process, the Town of
The planning
process was conducted in three phases:
Phase 1 – Interpretive
Planning
The first phase
constituted an interpretative planning process, considering the Museum as an
institution, the heritage of
Phase 2 – Concept Planning
The second
phase of the process resulted in a Concept Plan that identified
and developed the implications of the chosen option for the Museum as an
institution, and for its collection, site and buildings. The report identified
the market for the Museum, and describes the visitor experience that will be
offered in the new attraction.
Phase 3 – Phasing and
Implementation Plan/ Capital and Operating Estimates
After subsequent
refinement of the Assumptions, and agreement on a three-stage phasing plan for
the project (described in detail in Volume 1, Chapter 2.4). A
OPTIONS/DISCUSSION:
The
Consultants have made a number of recommendations affecting all the critical
functions of the Museum. The
recommendations are listed as follows:
Recommendation 1-1:
The
Recommendation
1-2: Mandate: Based on
the Concept outlined in Volume I, the recommended mandate is as follows:
Ø
The
Ø
The
Ø
The Museum presents exhibitions and programs
reflecting the experiences of all its citizens, from the earliest humans to
make this area their home to the most recent arrivals. Its archival resources
similarly offer the potential for research into the heritage of all Town
residents.
Recommendation
1-3: Statement
of Purpose: The purpose
of the Markham Museum and Historic Village is to collect, document, preserve,
study, display and interpret to residents and their visitors the archival and
material heritage of what is today the Town of Markham from the earliest
evidence of human occupation to the present, including the contributions to the
life of the Town by the diverse range of Markham’s historic and present
population.
Recommendation
1-4: Friends of the Markham Museum Foundation: The Museum should remain a line department of the Town
of Markham, but the current Advisory Board should be replaced by an
independently-constituted non-profit Foundation called “Friends of the Markham
Museum” that will elect its own Executive, with responsibility for fund-raising
(including fund-raising events), advocacy and advice to the Town, and the
recruitment and development of the Museum’s volunteers, in cooperation with a
Museum staff member. Town Council may wish to appoint two Councillors to
represent the Town in the Friends’ Executive meetings, and provide liaison with
the Council.
Planning Principles
At the end of Phase 1, the following planning
principles were established:
1.
Museum must serve all of
the people of
2.
Material heritage of
3.
Revitalized Museum must be
more distinctive
4.
Master Plan must bring it
to life
5.
Reorganization of site
and buildings key
6.
Must be a focus on
children and intergenerational experiences
The recommended
concept for the future
·
The nature of the visitor experience – as well as the
creative and technical requirements for subsequent exhibition design and
fabrication as well as special media production
·
More specific guidelines for the uses of collections
and needs for architectural restoration
·
Recommendations for the site and facilities
·
Capital and operating requirements for the project
·
Projections for attendance levels, revenues and
expenditures
It was agreed that
the concept for the new Museum had to project an institution that would be
distinctive within the crowded heritage attraction marketplace in the Greater
Toronto Area. Yet it should continue to
preserve the Town’s material heritage and include outdoor space for
multi-cultural celebrations and physical recreation. It was agreed that the Archives would be a
part of the new Museum, that the layout of the buildings might be changed to
present a more coherent village, it was further agreed that the option to
include historic carnival rides should be pursued.
The recommended
option was described as a “The Markham Heritage Adventure” that would include
the elements described in the summary below:
Phase 2 Concept Plan Report – Key Recommendations
·
Construction of a Reception Centre
·
Some existing heritage buildings will be renovated and
reopened to the public, and will be interpreted
·
Some existing buildings would be deaccessioned, with
the others rearranged into a coherent presentation
·
Programming would take advantage of outdoor natural
history and built heritage
·
Enhanced recreational and children’s programming
elements would be provided, including skating rinks and water play areas
·
Development of a multicultural celebration field
·
A children’s museum in the Mount Joy Schoolhouse
·
Additional carnival attractions
·
The Archives will remain at the Museum and be enhanced
with the addition of the Markham Library archival collections
Many of these
components were described in the Phase 2 Concept Plan Report and discussed at
the Visioning Session and in subsequent discussions with stakeholders. Participants at the Visioning Session were in
general agreement with this heritage attraction option. In addition, they suggested a number of
functions and features that could further enhance the quality and appeal of the
visitor experience as well as improve the sustainability of the future
facility.
Most of these
suggestions fell into the following categories:
·
More interactive and immersive experiences at
the attraction. People want to feel as though they are really
entering the world of the past and making direct connections with history.
·
High-tech is needed – to
represent
·
Appeal to children – and
teens of
·
Be a “window on our world.” The attraction should be a place where people
can see the connections between
As mentioned above, the
exhibition and experience elements outlined in the report will not be
implemented all at once, but will be phased over several years. Although subject to change due to unforeseen
circumstances and conditions, at this point in time we propose a three-phase
process, as follows:
·
Phase 1: 2005-2008
o A new Reception Centre (under construction)
o A Heritage Carnival attraction (partially realized)
o
o Multicultural celebration field
o
Implementation of a Friends of the
·
Phase 2: 2009-2012
o Children’s Museum in Mount Joy Schoolhouse
o Renovations of selected village buildings
o Rational downsizing of heritage village (deaccessioning and removal of several buildings)
o Conversion of existing Strickler Barn to theatre or amphitheatre
o “History at Play” area constructed
·
Phase 3: 2013-2016 or extended depending on
fundraising outcomes
o Expansion of Reception Centre to provide enhanced public experience, collection storage, and revenue generation (rental) space
o Archaeological “dig” experience near site of former Eby Pottery (near Mount Joy Schoolhouse)
o
Removal of
A
critical assumption affecting the recommended phases of implementation is the
creation of an effective fundraising strategy, led by an effective foundation
board.
FINANCIAL CONSIDERATIONS:
The capital cost
estimate for the future development of the
A critical
assumption is the creation of the Friends of the Markham Museum Foundation to
provide the capacity and capability to fund-raise in order to help with the
capital construction costs and renewal of the Museum. Staff are currently refining estimates for
revenues from various government and private sector sources under the general
assumption that a portion of the estimated capital cost will be provided by non
Town of
Attendance
Projections
The Plan is
organized according to the proposed phasing such that increased costs and
revenues are forecast based on the completion of each development phase. With assumed expansion in each phase the
attendance levels will increase, and within each phase
the highest attendance year is usually the opening year. However, these projections are for a stabilized
year (usually year 3) within each phase.
The planners
estimates are that attendance levels will increase from a base level of about
15,000 visitors to about 41,000 in Phase 1 (reflecting the addition of the
Reception Centre and the seasonal heritage carnival); increasing to 81,000 in
Phase 2 with the opening of the children’s museum, extended heritage and
reorganization of the heritage village; and increasing to about 97,000 in Phase
3 as the Reception Centre is expanded and other improvements made.
BUSINESS UNITS
CONSULTED AND AFFECTED:
Legal
Finance
ATTACHMENTS:
Appendix A – Master Plan –
Presentation of Draft Final Report
Appendix B – Master Plan – Expected Deliverables
Appendix C – Operational Audit – Other Findings
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Barbara M. Roth,
R.D.M.R. Director,
Recreation and Culture Services |
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Jim Sales Commissioner of
Community and Fire Services |
Q:\Recreation\MASTER PLAN\MAS004\Reports\Master Plan Report.doc
