HomeMy WebLinkAbout1985-06-10 ReportNEWCASTLE COMMUNITY SERVICES PLANNING BOARD
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EXAMINATION OF MUSEUM SERVICES
JUNE 10, 1985
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(1) MANDATE
Resolution #C-156-85
Moved by Councillor Hubbard, seconded by Councillor Taylor.
WHEREAS the Council of the Corporation of the Town of
Newcastle through the 1985 budget process reviewed the
budget estimates of the Bowmanville and Clarke Museum
Boards; and
WHEREAS the Council of the Corporation of the Town of
Newcastle is interested in supporting the Museums in terms
of both their cultural and tourism promotional role and to
this end have accepted the budget increases noted for 1985;
and
WHEREAS the municipality wishes to provide a cost efficient
museum service to the Town:
THEREFORE be it resolved that the Newcastle Community
Services Planning Board be requested to examine the question
of museum services within the Town with a view to
establishing one Museum Board to co-ordinate the activities
of museum services in the Town. This examination by the
Newcastle Community Services Planning Board should involve
both current Museum Boards and include such -topics as the
sharing of staff and the role of each facility. Once the
Newcastle Community Services Planning Board has researched
this matter, Council requests that a report be made to
Council from the Board.
(2) TOPICS RESEARCHED
Statement of Purpose
Budgets 1972 - 1985.
Operations of Boards
Future Plans of Boards
Tourism Value of Museums
Amalgamation of Boards
Supervisory Agency
Provincial Guidelines
Provincial Grant Policy
(3) DISCUSSIONS HELD WITH
Provincial Representative
Bowmanville Museum Board
Clarke Museum Board
Bowmanville Curator
Clarke Curator
Councillors and Mayor of the Town of Newcastle
Staff of the Town of Newcastle
(4) BACKGROUND
List Report 10-85 - Background and Comment
'As part of the 1985 budget discussions, Council reviewed
the budget requests of both the Clarke Museum Board and the
Bowmanville Museum Board. Both Boards requested a
substantial increase over previous years' allocations.
'For a number of years Council has struggled with the
approach that should be taken towards the provision of
museum services within the Town. As part of the budget
discussions, staff were instructed to meet with Museum Board
officials from both the Bowmanville and Clarke Museums to
see if there was interest in any amalgamation or sharing of
staff. I should hasten to add that the matter was never
formally brought before either Board but staff did speak to
representatives of both Boards. It was staff's impression
that the Museum Boards might, at the very least, be willing
to discuss the provisions of Museum services. There is, I
believe considerable reluctance to substantially alter the
structure of the Boards or the staffing, particularly with
the Bowmanville Museum Board. However, Council wished that
the Newcastle Community Services Planning Board take on the
role of examining this matter in detail to see if the Museum
services available in the Town can be provided in a more
efficient manner and to help the Council and Museum Boards
establish the general scope of the Museums, i.e. their
facilities and their programs.
'It should be noted that the Clarke Museum Board has already
started this examination in terms of consolidating their
activities at the Kirby School House Museum and eventually
moving out of the upper storey of the Library building in
Orono.
'I think it is fair to say that Council would appreciate the
assistance of the Newcastle Community Services Planning
Board in identifying the appropriate level of service that
should be provided by the Museums and the relationship that
should exist between the two facilities and Museum Boards.
E%
..I believe also that it is Council's preference to see one
Board if the one Board can wor-F: r_.uccessfuIIy• One Museum
Board would provide perh..�;):.., getter opportunity for both
Museum groups to complement one )nother in terms of programs
and activities."
Excerpts from the Master Plan.
Section 5
V-7 "However, what is occurring is the movement of funding
support growth from parks and recreation to libraries and
museum/other categories."
V-9 "The Museums/other category is the most dependent on the
Town for financial support. Town assistance consistently
represents 75% to 82% of the revenue income. Grants
generally constitute 16% to 18% of revenue while user fees
are generally small and have actually declined= in recent
years to 1.9% to 2.1% of revenues. As a result, user fee
increases are less than expenditure growth. The compounded
annualized analysis indicates Town support is growing at a
rate of 16.7 per annum and grants are growing at a rate of
13.0% per year, while user fees have remained relatively
stable."
V-10 "The change that is significant over this period is between
the service areas, with libraries and museums receiving
increased financial support from the Town while parks and
recreation services have been increasing their dependence on
user fees."
(5) RELEVANT MASTER PLAN RECOMMENDATIONS
Recommendation 15
That both the Bowmanville Museum Board and the Clarke Museum
Board remain as independent entities and- as presently
constituted with reporting lines to Council through the
Newcastle Community Services Planning Board and that
requests for annual grants be considered only when supported
with detailed capital works, maintenance and operating cost
budgets.
Recommendation 66
That the recommendation of the Museum Feasibility Study be
implemented within the planning period.
Recommendation 4.5
To develop an understanding of municipal budgetting
procedures and an appreciation of the finite nature of Town
finances.
3
Secr.ion 4(A) - Finance and Implementation, Introduction
Finances are a principai concern in the Master Plan and are
inextricably linked to the implementation of both operating
and capital works recommendations. It is important that a
realistic financial perspective be adopted in the document
and that the Plan's recommendations are compatible with the
financial capabilities and priorities of the Town.
The detailed financial analysis provided in the Background
Study to this Plan revealed a number of dimensions inherent
in the Town's financial participation in the provision of
leisure services over the last five years. Among the more
salient findings of that analysis are the following:
- That Town's annual contributions for leisure services
are increasing at a rate which approximates the annual
rate of inflation.
Town funding for cultural opportunities (libraries and
museums) has increased in recent years at the expense
of funding for parks and recreation services. Town
assistance to libraries, for example, has been growing
at a rate in excess of 30% per annum.
Operating expenses have totalled 3.7 million dollars
and capital expenditures have totalled 3.4 million
dollars over the 1977-1981 period.
User fees are increasing at a rate which is two times
the rate of inflation for parks and recreation services
and programs.
(6) LITERATURE STUDIED
a)
Community Museums Policy for Ontario.
b)
Guidelines for Museums.
c)
Regulations Governing Grants to
Museums. -
d)
Heritage Conservation.
e)
Standards for Community Museums
in Ontario.
f)
Museum Notes 1-12 for Community
Museums.
g)
Comparison Budget - Figures from
other Municipalities.
h)
Bowmanville Museum Policy Book.
Excerpts from the above.
-----------------------
a) above - Page 3
In the past, the province has often been the only
financial supporter of a museum. In the future the
Ministry wants to ensure that the responsibility for a
museum is the shared responsibility with the community.
r]
In addition, tho Minist.ry's emphasis in the past was on
the growth and dev_eIopment of the museum community.
This policy will focus on the need to address the uissue
of the gality of a community museum.
a) above - Page 5
Further, the essential nature of this role is expressed
by a solid base of suPeort for_ that institution from
that community.
a) above - Page 8
In addition, there should be a conservation policy,
projected for at least five years, that covers the
needs of the collection.
(
a) above- Page 9
Community_Supeort - The community must be encouraged to
support and participate in museum programmes. Members
of the community with particular skills, or interests
should be encouraged to support the museum in a
volunteer capacity, and training programmes to utilize
their contributions should be organized.
The governing authority for the museum must develop
financial support for the museum at the local level.
b) above - Page 6
Use compatible with the surrounding district, and not a
duplication of services provided by existing
facilities.
Parking provided in accordance with municipal by-laws
of 2.5 vehicles per 1000 square feed of museum space.
(7) FINDINGS
7.1 General
7.1.1 The Ontario Government is gradually reducing its
financial participation in Museum operations.
7.1.2 Funds will have to be raised locally to offset this
loss of revenue.
7.1.3 The local museums have relied heavily on tax dollars
and have grown very dependent on this resource.
7.1.4 The museums have not made any apparent attempts to
raise significant amounts through fund raising.
7.1.5 The museum boards are very enthusiastic in the work
they do and take great: pride in their accomplishments.
7.1.6 The museum boards have in the process lost sight of
their original purpose and goals and consequently
outstripped their public support.
7.1.7 The museums have extensive archival collections which
are not recognized as belonging in museums and
therefore not funded by the Province.
7.1.8 There is a duplication of services in archival
collections within the museums and with the libraries.
7.1.9 The museums concentrate on substantially different
artifacts which are in no way compatible with each
other.
7.1.10 The population of the Town of Newcastle can,' according
to Provincial standards, support only one museum.
7.1.11 Both museums are considered to be in the wrong premises
in the wrong locations. Ideally, the Town of
Newcastle museums should be in a new location under one
roof.
7.1.12 According to Provincial Standards, all artifacts in
possession of a museum should be stored on the premises
proper.
7.1.13 The Province will only consider grants if a museum has
its own curator, therefore in the case of the Town of
Newcastle museums a curator is a must for each museum
if grants are required.
7.1.14 Both museums are considered to be in the Tourism and
Museum business at a ratio of approximately 50:50.
7.2 BOWMANVILLE MUSEUM
7.2.1 The original intent of the museum was to re-create a
'merchant house".
7.2.2 A now famous doll collection was added as a tourist
attraction.
7.2.3 The Museum Board is a tightly knit enthusiastic group
of volunteers which has only in recent years added new
blood.
7.2.4 A recent feasibility study seems to have had a positive
effect on the board with regard to refocusing its
direction and goals.
3
7.2.51 The Board is supported by a number of "Friends of the
Museum" but does not have a solid base of support from
the public in yeIle rel.
7.2.6 A budgetary review of the past 12 years reveals that
the Museum has become overdependent on Municipal tax
dollars and its growth was fuelled by this resource
rather than public support.
7.2.7 The museum has built up a sizeable reserve fund
($54,000) over the years while collecting operating
grants from the Town and interest on the reserve fund.
7.2.8 The museum has an extensive archival collection.
7.2.9 The museum has submitted its book for a yearly audit to
the Town but an indepth audit has not been done.
7.3 CLARKE MUSEUM & ARCHIVES
7.3.1 The Clarke Museum & Archives, organized under By -Law
74-40, has been created to collect, preserve, research,
interpret and exhibit artifacts and archival materials
of Clarke Township.
7.3.2 The museum does not have anywhere near enough room on
the premises to store all artifacts in its possession
and stores some in the Clarke Library building and in
various private homes.
7.3.3 The Museum Board appears to be made up mainly of the
founding members. It has no organized support outside
this small group of enthusiastic members and has no
apparent plans to solicit or promote a more general
support base.
7.3.4 A budgetary review of the past 12 years shows an
overdependence on Municipal tax dollars to fund its
operation, especially in the past six years.
7.3.5 The museum has a substantial reserve fund ($19,000)
which was built up while at the same time collecting
operating grants from the Town.
7.3.6 The Town has audited the books on an annual basis but
never Commissioned an lndepth audit.
7
8. CONCLUSIONS
!'.i Cener.tI
b.l.l
The museums have become too dependent on support from
Municipal tax dollars.
8.1.2 The museums have collected too many artifacts which
they can either not store on the premises or which are
not computable with their collection.
8.1.3 The museums should make definite plans on what to do
with their archival collections which do not blend in
with museums and are a duplication of services with
each other and the libraries.
8. 1.4 The museums have to take serious steps to become more
self-reliant and build a solid base of.public support
and expanded volunteer services.
8.1.5. The museums have to rely more on fund raising and
volunteer help in an effort to decrease its dependence
on general tax dollars.
8.1.6. A realistic evaluation has to be made by the museums
whether the decreasing Provincial Grants justify
expenditures to meet Provincial requirements.
9. SUMMARY
It should be noted that the Board is fully aware that Council
requested this examination with a view to establishing one Museum
Board. We cannot make a recommendation to this effect and have
opted for a different approach which does address the concerns of
Council in the short term while at the same time giving direction
to the Museum Boards in the long term.
The N.C.S.P.B. concludes, taking into consideration all pertinent
information gathered in the process of reviewing museums
operations and consideration of several other options, that:
There is no need for another supervisory board since
according to Recommendation #15 of the Master Plan, the
N.C.S.P.B. already fulfils this role.
Sharing of staff does not seem appropriate since the museums
are required to have a separate curator. The only staff
they could share would be volunteer staff.
The Boards have done a commendable job over the past 12
years handling the affairs of the museums.
E
- The Boards made an attempt in the past to operate as one
board which ended in failure and there is no reason to
relieve that. it would work this time.
Over the past 12 years the respective collections have been
upgraded to a certain degree but both museums have
considerable artifacts which are not necessary and should be
disposed of.
The Boards convey a strong sense of uniqueness from other
boards and associations in the Town. However they have
failed to convince this Board that this should be so with
regard to financial matters .
- The Boards are made up of the usual number of volunteers and
as such provide a service which is well appreciated and
supported by Town Council in the way of annual grants.
There seems to be a certain lack of continuity or pattern in
the turnover of board members. It should be -noted that the
by-law covering this issue allows members for 12 years
uninterupted. It would therefore seem prudent to review
the by-law.
When scrutinizing the summaries of income and expenditures
and the summaries of grants, a picture crystalizes which
appears to amplify the concerns of Council and also shows
the solution.
Starting in 1978, the amounts of money needed to run basically
the same operations increased dramatically and it is to this area
we feel all concerned will have to direct their attention.
To put this point into perspective, one has to consider the
fact that it now requires more tax dollars to operate the
two museums than all other leisure grants combined, 066,000
vs $63,000) except for the libraries. This situation came
about as a result of interaction of several factors.
1) The Province is gradually and methodically reducing its
grants to museums, while at the same time requiring the
museums to upgrade themselves beyond the financial
resources of same.
2) The Museum Boards are at the same time replacing
volunteers with paid employees.
3) The Museum Boards have gradually and increasingly lost
sight of the original intent of their foundation and
are caught up in the "more is better" and "bigger is
better" syndrome.
9
Ir. is our final and most important conclusion that the boards
shouldre-examine their priorities and try to catch on to the
spitit of the late sixties and early seventies when there was a
strong personal commitment to the cause; all volunteer service;
the museums only acquired what they could afford and sold
anything they did not need. The Town in the humble opinion of
the N.C.S.P.B. cannot afford to continue to fund the two museums
to the same extent as the past five years, in fairness to the
other boards, associations and organizations and most of all the
taxpayers in general.
10
NEWCASTLE COMMUNITY SERVICES PLANNING BOARD
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JUNE 17, 1985
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Museum Sub -Committee Recommendations
------------------------------------
We respectfully recommend that -
1) The Museum Boards remain as independent entities as
specified in Recommendation #15.
2) The Museum Boards be required to submit five year
capital forecasts and updates as specified in the new
Grant Application Policy.
3) The Museums submit separate Capital and Operations
grant requests.
4) The future Capital Grant request be judged on merit and
funds limited to emergency type applications.
5) The Operational Grants be tied to a formula of two
dollars grant money for every one dollar raised by the
Boards' activities.
6) That Bowmanville operational grants be limited to -
$15,000 in 1986
$15,000 in 1987
$15,000 in 1988
NOTE: Inflation rate of the previous year should be
added to the above ceilings.
7) That Clarke operational grants be limited to -
$12,000 in 1986
$12,000 In 1987
$12,000 in 1988
NOTE: Inflation rate of the previous year should be
added to the above ceilings.
8) That the Town share of the feasibility implementation
be limited to one dollar for every one dollar raised by
the Bowmanville Museum Board not including present
Reserve and Capital Funds.
I1
9) That Clarke Museum and Archives consolidate all their
collection within the physical plant according to
Provincial guidelines by September 1, 1988.
10) That the Museum Boards, Libraries and Newcastle
Historical Society consult each other to find one
location in which to house the archives and move into
it by September 1, 1988.
11) Archival services should be 100% user pays basis.
12) These recommendations, if adopted by Council, be
reviewed in 1988.
Respectfully submitted this 17th day of June, 1985.
Gail Degroot Members: Milt Dakin
Chairman Bernhard Heming
? Bill Tomlinson
7 L� Lorraine Lover
12
NEWCASTLE COMMUNITY SERVICES PLANNING BOAR0
EXAMINATION OF MUSEUM SERVICES
1;\mA]
RECOMMENDATIONS TO COUNCIL
JUNE 10, 1985
NEWCASTLE COMMUNITY SERVICES PLANNING BOARD
EXAMINATION OF MUSEUM SERVICES
AND
RECOMMENDATIONS TO COUNCIL
JUNE 10, 1985
o)WMANV1l,Ll': mU"EUM UPEPAT101.4 1-1Xi'E1\1DITUPEJ 19/4-1`:is11 .TUNE
19'74 1975 1976 1977 1978 1979 1980 1981 1982 198? 1984
----------—-_——————--—------------------
:il.l>_,_'�!)6 3493 3906 3125 3692 79:39 13003 18000 1'x::00 19566 17:)6
R & M 577 460 1533 5243 4856 1591 3051 3214 3138 1527 3275
FUEL + 1121 1170 1504 1600 1899 2019 2859 3600 3563 3749 4100
TELEPH 69 119 131 270 316 396 391 530 565 555 566
TAXES 274 300 340 366 0 0 0 0 0 0 0
ADMIN. 52 71 196 229 587 1150 2723 4664 3566 3386 4437
INSUR 43 455 378 672 1026 1048 222 640 358 336 353
ADVERT 82 156 34 134 238 506 100 947 752 709 1072
I
SHOP 82 69 119 0 0 0 0 0 0 0 0
INTER. 494 192 0 0 0 0 0 0 0 0 0
MISC. 101 106 5 0 0 0 0 0 0 0 295
AUDIT 0 0 0 300 300 200 225 250 285 0 0
SECUR 0 0 0 0 180 490 461 66 193 0 0
------------------------------------------------------------------
5451 6591 8146 11939 13094 15339 23035 31911 31620 29828 31464
LESS:
PROV. 3184 5463 6998 6745 5555 7042 7033 4845 11589 7967 8300
FED. 0 0 0 0 0 4334 9077 12415 8904 6402 5328
INSUR. 43 455 378 672 1026 1048 222 640 358 336 353
------------------------------------------------------------------
2224 673 770 4522 6513 2915 6703 14011 10769 15123 17483
------------------------------------------------------------------
lit. h,
MUYi r:U11
UI'r. Y.i;'fl UN
I r. P 1:N D1 Tll It i'_:�
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
3451
4209
:3097
4423
521`>
5327
B!?42
9565
11820
133::4
1, M
393
188
218
241
79
1488
0
0
0
0
0
A 8, S
610
736
820
1380
2378
1510
1450
2087
2972
2671
2538
GIFTS
422
183
246
402
0
0
0
0
0
0
0
M.PUR.
790
168
834
245
358
1196
1177
961
601
520
1803
SEMIN.
170
110
153
30
44
45
130
190
327
0
0
EMP.B.
136
116
185
108
154
226
0
0
0
0
0
BANK C
25
29
37
26
3
0
0
0
0
0
0
-)K P
0
0
1338
215
0
0
0
0
0
0
0
RENT
0
0
0
1000
1100
1200
1250
1300
1456
1628
1636
CAL.P
0
0
0
0
798
0
0
0
0
0
0
AUDIT
0
0
0
0
0
0
225
250
285
0
0
FUEL +
0
0
0
0
0
0
712
869
581
907
770
INSUR.
0
0
0
0
0
220
217
577
640
1604
672
R& M
0
0
0
0
0
0
775
170
446
802
2796
ADVERT
0
0
0
0
0
0
0
0
0
351
500
'LEPH
'. ------------------------------------------------------------------
0
0
0
0
0
0
0
0
0
603
544
7989
4981
8040
6744
9337
11100
11263
15246
16873
20906
24613
LESS:
PROV.
3643
0
0
0
0
0
0
0
0
0
0
PROV.
1435
3110
3874
6175
6419
7160
6691
1274
5365
3768
5543
FED.
0
0
0
0
0
1800
1172
2567
2734
6402
6750
RENT
0
0
0
1000
1100
1200
1250
1300
1456
1628
1636
INSUR
------------------------------------------------------------------
0
0
0
0
0
220
217
577
640
1604
672
------------------------------------------------------------------
2911
1871
4166
-431
1818
720
1933
9528
6678
7504
10012
CLARK"'MUSEUM AND ARCHIVES
--------------------------
SUMMARY OF GRANTS
-----------------
LEGEND: (P) =
PROVINCIAL
(PS) =
PROVINCIAL SUBSIDY
(E) =
TOWN OF
(W) =
WINTARIO
PROVINEIAL
SUMMER CANADA
OTHER
NEWCASTLE
TOTAL
1974
(PS)
$
3,643
(P)
$
1,435
0
$ 1,665
$ 6,743
1975
(P)
$
3,110
0
$ 2,433
$ 5,543
1976
(P)
$
3,874
(W)
$
526
0
$ 2,500
$ 6,900
1977
(P)
$
6,175
0
$ 3,500
$ 9,675
1978
(P)
$
6,419
0
$ 5,150
$11,569
1979
(P)
$
7,160
(E)
$
1,800
0
$ 5,925
$14,885
1980
(P)
S
6,691
(E)
$
1,172
(W)
$
2,867
0
$ 5,400
$16,130
1981
(P)
$
1,274
(E)
$
2,567
0
$ 4,,055
$ 7,896
1982
(P)
$
5,365
(E)
$
2,734
0
$ 6,000
$14,099
1983
(P)
$
3,768
(SC)
$
6,402
(OH) $10,000
$10,000
$30,170
1984
(P)
$
5,543
-_
(BC)
$
750
(SG)
$
6,750
0
$10,500
$23,543
LEGEND: (P) =
PROVINCIAL
(PS) =
PROVINCIAL SUBSIDY
(E) =
EXPERIENCE
(W) =
WINTARIO
(SC) =
SUMMER CANADA
(SG) =
STUDENT GRANT
(OH) =
ONTARIO HYDRO
(BC) =
BICENTENNIAL
2
CL,ARKE_MU'_EUM_ANU_ARCHIVES
SUMMARY_ON'_REVGNUE_AND_EXPEND ITUR ES
1974 - 1984
SUMMARY_OF_BALANCE_SHEET
REVENUE
EXPENDITURES
BALANCE
1974
$ 7,662
$ 8,131
($
469)
1975
$ 5,882
$ 5,033
$
849
1976
$ 8,646
$ 9,063
(S
417)
1977
$10,289
$ 7,689
S
2,591
1978
$13,624
$12,690
$
934
1979
$15,894
$14,670
$
1,224
1980
$16,301
$11,263
$
5,038
1981
$ 8,949
$16,608
($
7,659)
1982
$15,599
$22,531
($
6,932)
1983
$31,878
$31,744
$
134
1984
$27,932
$25,816
$
2,116
SUMMARY_OF_BALANCE_SHEET
BAL.IN
EXCESS/
BAL.IN
JAN__
DEFICIT
DEC__
1974
$
1,454
($
469)
$
985
1975
$
985
S
849
$
1,834
1976
$
1,834
(S
417)
$
1,417
1977
$
1,417
$
2,591
- $
4,008
1978
$
4,008
$
934
$
4,942
1979
$
4,942
$
1,224
$
6,166
1980
$
6,166
$
5,038
$11,204
1981
$11,204
($
7,659)
$
3,545
1982
$
3,545
($
6,932)
($
3,387)
1983
3,387)
($
134)
(S
3,253)
1984
C$
3,253)
$
2,116
($
1,137)
BOWMANVILLE MUSEUM BOARD
------------------------
SUMMARY_ OF GRANTS
LEGEND: (P) = PROVINCIAL
(YCW) = YOUNG CANADA WORKS
(SG) = STUDENT GRANT
E
TOWN OF
PROVINCIAL
OTHER
NEWCASTLE
TOTAL
1974
(P)
$ 3,184
0
$ 1,554
$ 4,738
1975
(P)
$ 5,463
0
$ 3,147
$ 8,610
1976
(P)
$ 6,998
0
$ 2,500
$ 9,498
1977
(P)
$ 6,745
0
$ 2,500
$ 9,245
1978
(P)
$ 5,555
0
$ 4,850
$10,405
1979
(P)
$ 7,042
(YCW)
$ 4,334
0
$ 8,020
$19,396
1980
(P)
$ 7,033
(YCW)
$ 9,077
0
$10,000
$26,110
1981
(P)
$ 4,845
(YCW)
$12,415
0
$11,200
$28,460
1982
(P)
$11,589
(YCW)
$ 8,904
0
$11,600
$32,093
1983
(P)
$ 7,967
-
(YCW)
$ 6,402
0
$14,000
$28,369
1984
(P)
$ 483
(SG)
$ 5,328
0
$14,700
$20,511
LEGEND: (P) = PROVINCIAL
(YCW) = YOUNG CANADA WORKS
(SG) = STUDENT GRANT
E
BOWMANVILLE_MUSEU"_i_ROAPD
::iUMMAPY OF_i?EVENU_:_AIJI?__:}:P!;'jDiTUi_i_S
127't - 1984
SUMMARY OF_BALANCE_SHEET
REVENUE
EXPENDITURES
BALANCE
1974
$ 7,795
$ 5,651
$
2,144
1975
$11,297
$ 6,591
$
4,706
1976
$12,841
$ 8,146
$
4,695
1977
$11,242
$17,909
($
6,667)
1978
$12,091
$17,788
$
5,697
1979
$20,804
$16,604
$
4,200
1980
$28,453
$26,370
$
2,083
1981
$38,910
$42,944
($
4,034)
1982
$59,072
$54,251
$
4,821
1983
$53,120
$32,187
$20,933
1984
$32,057
$35,583
($
3,526)
SUMMARY OF_BALANCE_SHEET
1
BAL.IN
EXCESS/
TRANSFER
BAL.IN
JAN__
DEFICIT
TO RESERVE
DEC__
1974
($ 361)
$ 2,144
0
$ 1,783
_ 1975
$ 1,783
$ 4,706
0
$ 6,489
1976
$ 6,489
$ 4,695
0
$11,184
1977
$11,184
($ 6,667)
0
$ 4,517
1978
$ 4,517
($ 5,697)
0 -
($ 1,180)
1979
($ 1,180)
$ 4,200
0
$ 3,020
1980
$ 3,020
$ 2,083
0
$ 5,103
1981
$ 5,103
($ 4,034)
SEE NOTE
$ 1,069
1982
$ 1,069
$ 4,821
$ 3,486
$ 2,404
1983
$ 2,404
$20,933
$19,950
$ 3,387
1984
$ 3,387
($ 3,526)
0
($ 140)
NOTE:
During 1981,
the Town of Newcastle
transferred
an amount
of $30,000
from the parkland
reserve fund
to the
Bowmanville
Museum Board, and
a reserve
fund was
established
for building improvements to be carried
out
in 1982.
1
Page 1 of Page 2 CYc�✓sry r— y l�r�CQi
July 3. 1985
Madam Chairman#
After reading over your Examination of museum
services and its Recommendations to Council, I find it parallibls
the findings of the Clarke Museum and Archives when we decided to
make the move to the Kirby Schoolhouse this year.
We did not go into as much detail in our study as you have
done in yours because a more important aspecthad to be attended to,
mainly the move to Kirby and the subsequent opening of the Clarke
iriuseum and Archives in ,April 1985, We may use some of your points
or clauses in our revised five year plan when we tackle it in the
fall of this ,year.
In my speech at our opening I used three words;_economics,
accessibility, and V1 ,productivity You too have used these words
in your report . We intend to do the same with the continuation. of
the progress of our museum,
The timetable you propose to implement, with its completion
in 1988, we find very tight as we will not have the schoolroom
100 % operational this ,year . One of the drawbacks arose when I
went to our museum to pick up your report , 1 was glancing around
at what the curator was doing. I sugested that a uarticular
section needed more shelves with information on the walls. The
curator agreed with me but said 11 Where are we going to get the
monies q ".
dr/
Pare 2 of Page 2
July 3, 1985
:this comment proves two points s one, the curator is very
budget conscious,secondly, and our budget is not high enough to
cover the cost of the shelves needed now.
ao my next comment is that the way we see it at the present
time if A,0o0.00 is the bottom line for operations from the
Town of Newcastle. We have already sybmiVed our budget to 544,
for 1986.
Mcondly, we have changed from a, 6 month period of being
open to a 12 month period of being open. This is the main
reason for our sudden budgetary jump and why we are asking that
a 14,000.00 be the bottom line
Mumio pal Council a couple of years afro when they were asked
by the province to carne in at zero increase in taxes could not
get by on less than a marginal increase . A few municipalities
managed but they had to dip into their reserve fund. If council with
all their staff and expertise can't do this, how can we amateurs
do it 9 .
The Clarice Museum and Archives request that you seriously
consider the afore -mentioned points,
COPY;
:uOSPE
dry
Thank you
Derek A, Barnett,
Chairman,
The Clark Museum and Archives.
Delegations for July 22 1985 Council meeting
Milt Dakin, Chairman, Newcastle Community Services Planning Board
re Museums Study
Representative from the Bowmanville Museum re Museums Study
Representative from the Clarke Museum and Archives re Museums Study