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HomeMy WebLinkAboutCSD-07-02 V F~-,;!!L-!> ,. ClJJlJll-glOn REPORT' COMMUNITY SERVICES DEPARTMENT Meeting: General Purpose and Administration Committee Report #: CSD-07-02 File #: K(73 Resolution #(;ifl-F-j9-I):L- Date: March 25. 2002 By-law #: Subject: CULTURAL REVIEW Recommendations: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT Report No. CSD-07-02 be received; and 2. THAT Council endorse the Municipality of Clarington Cultural Review 2002; and 3. THAT the Visual Arts Centre maintain the present organizational structure; and 4. THAT the Bowmanville Museum Board and the Clarke Museum Board merge to form the new Clarington Museum Transitional Board and appoint a Transitional Chair and Officers for the balance of the Boards' respective terms; and 5. THAT the Clarington Museum Transitional Board be represented with 5 voting members from each of the existing Museum Boards and the four Council appointees retain their respective appointments and voting privileges, with other current appointees serving as members at large; and 6. THAT Council advertise for appointments to the Clarington Museum Board to assume office at the expiration of the terms of the present Bowmanville Museum Board and the present Clarke Museum Board; and 7 . THAT Council appoint a staff liaison from the Community Services Department to the Clarington Museum (Transitional) Board; and, the Visual Arts Centre of Clarington; and 10Q3 :/ .. - . .~... ! . REPORT NO. CSD-07-02 PAGE 2 8. THAT the Clarington Museum Transitional Board, in conjunction with the Community Services Staff Liaison and the Corporate Services Department, immediately initiate a job search to hire a Museums Administrator at an annual salary of $46,000.00 and the applicable contract for employment be forwarded to Council for ratification; and 9. THAT the Clarington Museum Transitional Board, in conjunction with the Community Services Staff Liaison and the Corporate Services Department, initiate a job search to hire a Museums Curator at an annual salary of $40,000.00 and the applicable contract for employment be forwarded to Council for ratification; and 10. THAT the main floor of the present Bowmanville Library building be dedicated to the Clarington Museum Board for use as archival, display, program, meeting and office space, upon it's availability; and 11. THAT the appropriate Bylaws be forwarded to Council for approval; and 12. THAT the Bowmanville Museum Board, the Clarke Museum Board and the Visual Arts Centre of Clarington be thanked for their support and involvement in the Cultural Review 2002 and advised of action taken. / Submitted bY~~J. Jo Di P. Caruana tor of Community Services 6" "{'! C Jt ,/ , !..: - \ . Reviewed by, h~_ ~ "- Franklin Wu Chief Administrative Officer JPC/BT/SC/ta 1004 " REPORT NO. CSD-07-()2 PAGE 3 1.0 BACKGROUND 1.1 The Community Services Department was directed by Council to initiate a review of the cultural services offered by the Bowmanville Museum, the Clarke Museum and Archives and the Visual Arts Center of Clarington. 1.2 Staff developed Terms of Reference, an Action Plan and a Critical Path for the review, which were presented to the three organizations at a meeting on November 20, 2001. 1.3 Individual meetings with the three Boards were initiated, which were very positive. The Boards welcomed the review and expressed appreciation for the support they presently receive from the Municipality. Staff also surveyed a sampling of stakeholders associated with the organizations. 1.4 Subsequently a joint meeting of all three Boards was held on February 19, 2002, to discuss observations and conclusions of the review. The presentation by staff was generally well received by the Boards. 2.0 STAFFING 2.1 The recommended Clarington Museum Board identifies a new position defined as Museums Administrator and a revised position of Museums Curator. 2.2 The responsibilities of both new positions were reviewed internally by the review team with the assistance of the Director of Corporate Services and the Human Resource Manager. 2.3 Staff also conducted a review of similar positions in other municipalities and are confident that the recommended salaries are consistant within the industry. 3.0 PHYSICAL SPACE 3.1 During the course of the study and through discussions with both Museum Boards it became evident that the museums have an interest in expanding their facilities. With this in mind staff conducted a title search of the existing Bowmanville Library property and found that in 1960 the lands were originally granted to the Municipality in fee simple "to have and to hold for the establishment and maintenance of a park and museum to be used in connection with historical, cultural and recreational activities for the benefit of the community". "1005 ; ~! , . REPORT NO. CSD-07-o2 PAGE 4 3.2 Subsequently in 1964 by memorandum of agreement, the Grantor of the property agreed that the said lands and premises described, "may be used for the purpose of constructing, establishing and maintaining a library building for the use of the Community." 3.3 As such use of the Bowmanville library building for Museum purposes is consistent with the intent of the Indenture and staff is recommending the main floor of the Bowmanville Library Building be dedicated to the Clarington Museum Board at such time as it becomes available. 4.0 SUMMARY 4.1 The Bowmanville Museum Board has provided a letter of support (attachment #1) and the Clarke Museum and Archives Board has provided an email endorsement (attachment #2) of the Cultural Review 2002 through motions at their respective Board meetings. 4.2 In those endorsements, a number of questions were also raised. Of those questions it is noteworthy that the existing By-Laws provide for 8 appointments to the Bowmanville Museum Board plus 2 members of Council, and, 7 appointments to Clarke Museum Board plus 2 members of Council. Currently the Bowmanville Museum Board is at full compliment, however, the Clarke Museum Board has one vacancy with an additional member that is inactive due to illness. 4.3 Recommendation #5 of Report CSD-07-02 addresses this issue and provides for equal voting privileges (for each of the 2 existing Boards) on the Transitional Board. Other questions received in the attachments #1 and #2 must be referred to the Transitional Board for resolutions. 4.4 The Cultural Review 2002 (attachment #3) and subsequent recommendations provide a basis to serve the Municipality in the areas of cultural services including arts and heritage. The recommendations address issues of efficiency and effectiveness. 4.5 The identified need for cooperative programming will be served by the staffing recommendations included in the report, yet permit the Visual Arts Center and the new Clarington Museum Board to serve their respective mandate. .1006 ~'.. '..' ..( . . REPORT NO. CSD-07-02 PAGE 5 Attachments: Attachment #1 - Letter of Support - Bowmanville Museum Board Attachment #2 - Email Endorsement - Clarke Museum and Archives Attachment #3 - Cultural Review and Recommendations Interested party to be advised of Council's decision: Jeff Brooks Vice-Chairman, Bowmanville Museum 4 Sagewood Avenue Courtice, Ontario, L 1C 2G1 Julie Cashin-Oster Chairman, Clarke Museum and Archives 4375 Regional Road 18 Newtonville, Ontario, LOA 1 JO Joe Dalrymple President, Visual Arts Center of Clarington 23 George Street Bowmanville, Ontario, L 1 C 2Y8 CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1 C 3A6 T(905)623-3379 F (905)623-5506 1007 -' . ... .... . t - }.,.~~ ;~ ~. CC:IL.]~;) , . ~ . March 14, 26b~ilver s".et. P.o. 80" ?,,/-'J . 905/623.2734 J(J(J "...C . /Jow \&'(\0 Skip Crosby "'anvill.. On Recreation Coordinator Municipality ofClarington RE: CULTURAL REVIEW At the Bowmanville Museum Board Meeting, held Wednesday, March 13, 2002, the Board discussed the Review and the following is for your infonnation. Susan Laing, Friends Representative, questioned whether the new Transitional Board will include the voting "Friends of the Bowmanville Museum" member. It was discussed whether they would have to be renamed the "Friends of the Clarington Museum." Susan noted that there could be two chapters: one Bowmanville and one Clarke, and that she would report back to the "Friends" at their next meeting. Harold St. Croix asked whether the By-Laws would be changed for this new Board and if the Chair and Vice Chair would come from different Wards for fairness to the different areas. Jeff Brooks said he anticipates that the Transitional Board will review these matters with Town at a later elate. Don MacArthur asked if there will be new job descriptions for each staff person. Jeff Brooks thought that it was only the curator and administrator's duties that were being laid out at this time and that the other positions would be discussed when the Transitional Board takes over. Motion - that tbe Bowmanville Museum Board supports the Cultural Review in principle and is looking forward to working with the Town and the Clarke Museum Board. with a request for two c:Iarifications. The first is of the "Friends" voting representative and whether they will continue to be part of the Museum Board. The second is Page 4. Item 3 of the Review and whether the ClariDgtoD Museum Board will be two separate groups until the terms of the present Boards are completed or one Board. made up of the aarke and Bowmanville Museum Boards, immediately. Move by S. Laing 2"" by J. Cashin-Oster carried OZ-A-39 Yours truly, e-. t--v.----.~ c.- Ellen Logan Secretaryrrreasurer Toll free 1.888:567.2598' ...-. BOWM.\iMui'MiiiEuM IIOAIID . .....-........ fax 905-623.5684 1 O~)S'>. ~( ," ATTACHMENT #2 TO REPORT CSO-ll7-ll2 Barrie, J:'atti From: ted & julie [ted.julie.oster Sent: Thursday, March 14,200212:46 AM To: Barrie, Patti Subject: Clarke Museum - Cultural Review GPA March 25 Hi Patti, Here is the motion brought forth by the CLarke Museum Board re: Cultural Review. I will be at the GP A on March 25, 2002. And would be happy to address them. Thank you, Julie Cashin-Oster, Chair, Clarke Museum & Archives Motion to endorse cultural review with suggestions and comments attached Mover: Don Brown Seconder: Dave Climenhage MOTION CARRIED Clarke Museum Archives Cultural Review Comments a) Transitional Board have equal representation on voting issues (Bowmanville, 8 members; Clarke, 5 members) b) Input in hiring of related museum staffby equal representation by transitional board. c) Appointed Board members not have any known conflicts (i.e. financial or nepotism). Suggestion on application forms that questions be asked, "do you have any relatives working in the Museum?" "do you have any financial dealings with the museum?" d) Concerns of staffing of Clarke Museum hours. e) Clarke and Bowmanville Museum Boards have a joint meeting in May. Clarke would like to host this meeting on Tuesday May 7, 2002. -1009 3/15/2002 ~. CULTURAL REVIEW 2002 CI!J!inglOn The Cultural Review was prepared by the Municipality of Clarington - Community Services Department. Staff would like to acknowledge the support and assistance of the Bowmanville Museum Clarke Museum and Archives Visual Arts Centre of Clarington ... their Board of Directors, staff and friends. Without their contribution, this report would not be possible Cover page design courtesy of the Communications and Tourism Division of Corporate Services Department. Cultural Review 2002 Municipality of Clarington Community Services Department Page 1 of 19 . . Cultural Review 2002 Table of Contents Acknowledgements............................................................................................ 3 Background........................................................................................................ 5 Staffing............................................................................................................... 6 Physical Space....... ...........................................................................................8 Organizational Structure........... ............ ...........................................................10 Volunteers....................................................................................................... .12 Conclusions .......................... .......................................................................... .13 Recommendations ........................................................................................ ...16 Appendix.................. .............................. ........................................................ ..17 Recommended Organizational Structure .........................................................17 Museums Administrator ...................................................................................18 Museums Curator ............................................................................................19 Cultural Review 2002 Municipality of Clarington Community Services Department Page 2 of 19 , ". t .' Acknowledgements The Municipality of Clarington is blessed with a wealth of committed and dedicated volunteers. It is these people that give so much of themselves to ensure that our community can boast two excellent museums, and a dynamic visual arts centre. The Bowmanville Museum, the Clarke Museum and Archives and the Visual Arts Centre of Clarington offer a multitude of program opportunities for residents as well as providing a creative outlet for local artisans. The Community Services Department would like to acknowledge the efforts and assistance of the following people who were instrumental in conducting this review. We trust that we have presented their views objectively and offered constructive recommendations which will ensure the continuation and, in deed, the future growth of the excellent cultural services Clarington now enjoys. Bowmanville Museum Board Charles Taws, Curator Bowmanville Museum (contract) Clarke Museum and Archives Board Sandy Graham, Curator Clarke Museum and Archives (former). Shirley Moffat, Registrar Clarke Museum and Archives Visual Arts Centre Board of Directors Richard Toms, Administrator Visual Arts Centre The Friends of the Bowmanville Museum The Old Bowmanville Neighbourhood Association Teddy Bear Connection Clarington Older Adult Association Cultural Review 2002 Municipality of Clarington Community Services Department Page 3 of 19 . . (Acknowledgements -Continued) 10th Bowmanville Cubs Mill Pond Girl Guides Clarington Board of Trade Newcastle Village Historical Association Heritage Quilt Association Central Public School Bowmanville Senior Public School Kirby Public School Municipality of Clarington Mayor and Members of Council on And the numerous stakeholders who provided valuable input through questionnaires and discussion. Cultural Review 2002 Municipality of Clarlngton Community Services Department Page 4 of 19 ,.'. " Background Terms of Reference ~ Review operation and service delivery of the Bowmanville Museum, the Clark Museum and Archives and the Visual Arts Centre of Clarington to ensure that these facilities are providing residents with the best quality programs possible in an efficient manner and to ensure the Municipality is receiving maximum value for it's investment. ~ Investigate the opportunity for co-operative programming ventures which would take advantage of the exceptional resources available within these organizations. In September 2001, the Community Services Department, as directed by Council, initiated a review of the cultural services being offered by the Bowmanville Museum, the Clarke Museum and Archives and the Visual Arts Centre of Clarington. The mandate of the review was to focus on the operational aspects and the organizational structure of the Boards with the intent of ensuring the programs and services were provided to the community in an efficient and effective manner. An extensive action plan was developed which included the review of the mandate, annual reports and finances of each organization. In addition individual meetings were conducted with the Boards of the Museums and the Visual Arts Centre and with the museum curators. Finally, a survey of stakeholders including a sampling of volunteers, participants and instructors associated with organizations was completed. During the process, several different organizational models were reviewed and discussed. In the course of the review, it became apparent that there was a genuine appreciation for the level of support all three organizations receive from the Municipality and its various departments. Three common themes did emerge from the discussions: staffing, physical space and organizational structure. Cultural Review 2002 Municipality of Clarington Community Services Department Page 5 of 19 " . .' Staffing Bowmanville Museum The staffing complement at the Bowmanville Museum consists of a curator who is responsible for the overall operation and reports directly to the Board. The curator is assisted by a part time secretary/ treasurer and part time tour guides. Volunteers provide the remaining support required to deliver the regular programs and special events. It was identified that the role of the curator has evolved into one of a curator/ administrator/ business manager. In the last seven years, provincial funding has decreased from 25% of their budget to the present level of 10% of the budget. This means that the curator is spending more and more of their time researching and preparing grant applications as well as co-coordinating the maintenance of the building and grounds and other administrative functions. This leaves minimal time for curatorial functions and outreach programming. More administrative support is definitely needed. Volunteer support at the museum has also fallen off recently. This has resulted in the museum board and the management committee at the museum in effect being the same people wearing numerous different hats as they perform various functions required to ensure the success of their operations. The Bowmanville Museum Board was very receptive to the concept of a municipal staff liaison function which would provide a direct link to the Municipality and it's associated services as well as facilitating the training needs of the volunteers and coordinating the potential for joint purchasing initiatives between all three organizations. Clarke Museum and Archives The Clarke Museum and Archives staff complement consists of a curator and a part time registrar. In addition the Board provides a honourarium to a ' part time secretary. As the Clarke Museum has an active archival operation, a good deal of the registrar's time is associated with the archives. Cultural Review 2002 Municipality of Clarington Community Services Department Page 6 of 19 " . ~ . (Staffing- Continued) The Clarke Museum identified similar staffing issues to Bowmanville Museum. The curator's role here has also expanded beyond the traditional curatorial function leaving less time for programming and outreach. As at Bowmanville, the Board and the management committee are one and the same as the number of volunteers has decreased. Administrative support is an issue. The Clarke Board was not as supportive of a staff liaison position as they felt the two Council members on their board were able to help them with any issues concerning the Municipality. Visual Arts Centre The Visual Arts Centre also identified a need for increased administrative support as more and more staff time is consumed with funding research and grant applications. They were recently successful in securing Trillium Foundation funding which allowed the Board to take some steps to relieve the situation somewhat. The Centre now has three paid staff, consisting of a fulltime administrator, a part time curator and a part time administrative assistant. Although this staffing model has proved to be very effective and efficient, the Board feels quite strongly that there is a need to improve the wages and benefits available to staff to ensure that they are able to attract and maintain the quality people to these positions. One solution the Board sees to this problem is to make the Visual Arts staff municipal employees, however this is not recommended. The Visual Arts Centre is operated under a Charter from the Provincial Government as a not for profit community agency and as such would be possible to have Municipal staffing. The Visual Arts Centre also voiced their support for a municipal staff liaison position. Several of the concerns identified by the Board were minor issues which could be immediately remedied through a staff liaison function. Cultural Review 2002 Municipality of Clarington Community Services Department Page 7 of 19 . . . Physical Space Bowmanville Museum The Bowmanville Museum occupies a wonderful old home dating from 1847, on Silver Street in Bowmanville. This two-story home reflects the lifestyle of a merchant family in the early 1900's and boasts one of the best antique doll collections in Canada. As beautiful as the house is, it does present a problem in that there is serious lack of space. Artifacts are presently being stored off site at the Hampton Community Hall in less than ideal conditions while meeting and administrative space is being shared with display space. All of the collections cannot be displayed appropriately due to lack of display space and the archives are difficult to access by the public. The Friends of the Bowmanville Museum are active in producing arts and craft items which generate much needed revenue for the museum however they must share their working space with board meetings and staff functions. There is a significant need for expanded space to appropriately accommodate archival, program, display, meeting and storage requirements. Clarke Museum and Archives The Clarke Museum and Archives occupies a turn of the century schoolhouse in Kirby. The museum facility includes a historic blacksmith shop depicting the rural heritage of the community and a storage facility. Similar to Bowmanville, lack of appropriate space makes it difficult for this museum to reach it's maximum potential. The Clarke Museum is renowned for it's archives however physical restraints limit public accessibility to the collection. Display space, program space, and archival space are shared with administrative space. Cultural Review 2002 Municipality of Clarington Community Services Department Page 8 of 19 <' . , . (Physical Space- Continued) Future Museum Use of the Bowmanville Library Building Both of the museum boards expressed interest in the future use of the present library building. Situated on the grounds of the Bowmanville Museum and providing excellent visibility and accessibility to the community, the library building would in deed alleviate many if not all of the current space constraints of the two museums. The main floor of the library has the potential to house the centralized archives of both museums in a welcoming, publicly accessible environment. There would be space for displays such as the collection of Bowmanville built Dominion pianos and organs. Artifacts could be moved from the Hampton Community Hall and catalogued, conserved and displayed in a more appropriate environment. The increased space would also allow the museum to expand their programs and create meeting space that could be used to present seminars and workshops in partnership with the Ontario Museum Association and the Ontario Historical Society. The library building could also accommodate appropriate office space for the museum staff and provide the curator with the physical resources to conduct their duties. Visual Arts Centre The Visual Arts Centre enjoys a fine facility at the former Cream of Barley Mill in Soper Creek Park in Bowmanville. The Centre includes exhibition space, a pottery studio, a photographic darkroom, studio facilities, and administrative space. The Board has recently secured a Trillium Foundation Grant to upgrade the facility and expand program space. There were no significant physical space issues identified by the Visual Arts Centre. Cultural Review 2002 Municipality of Clarington Community Services Department Page 9 of 19 "' , , . Organizational Structure Although this review included the Museums and the Visual Arts Centre it is important to understand that there are significant differences organizationally between the two. The Museums: ~ Are not-for-profit institutions providing quality programs to the community ~ Are buildings are owned by the municipality ~ Are govemed by municipal by- laws ~ Their boards are appointed by Council ~ Are dependant on volunteers ~ Receive significant financial support from the Municipality The Visual Arts Centre: ~ Is an incorporated not-for-profit agency providing quality programs to the community ~ The building is owned by the municipality ~ Is a community group ~ Is govemed by their own by laws ~ Is directed by their own Board of Directors ~ Have a volunteer component but hire local artists and instructors to ~ Provide many of their services ~ Receive significant financial support from the Municipality No one can question the commitment, passion and contribution to the community of any of these organizations. We must be aware however, that there are many other incorporated not-for-profit community groups, providing worthwhile and significant service to the community. As the community continues to grow, there will be more and more demands on the municipality for support. Bowmanville Museum and Clarke Museum The Bowmanville Museum and the Clarke Museum share similar organizational structures in that each museum is directed by their own museum board which is appointed by Council. Each museum board hires their own curator to implement the policies of the board and direct the day- to-day operations of their museum. This structure has encouraged the development of two separate and distinct museum operations, each with their own area of expertise. Historically, it appears to have also encouraged Cultural Review 2002 Municipality of Clarlngton Community Services Department Page 10 of 19 , . (Organizational Structure- continued) a sense of parochialism and discouraged cooperative programming initiatives. Clarington has a rich and vibrant heritage. The present structure with the two museums reporting to two museum boards has done well in preserving and promoting different aspects of that heritage. The Bowmanville Museum has focused on documenting the village/ town lifestyle at the turn of the twentieth century while the Clarke Museum has taken the lead in preserving the rural /agricultural heritage, specifically in Clarke Township. Both the Bowmanville Museum Board and the Clarke Museum Board see the merit of one museum board to coordinate museum services, programs, marketing, volunteer development and to initiate new partnerships. This consensus was tempered by a concern that the Clarke Museum might be "swallowed up" by the Bowmanville Museum, however through discussion, it became evident that both museums playa significant role in documenting and promoting different aspects of our local heritage and there is a mutual respect and appreciation for each other. In deed, the present board members display a willingness to co operate as evidenced by their agreement on a central archives. Visual Arts Centre The Visual Arts Centre is quite content with their present structure, which they feel is efficient and effective for their purposes. The VAC. Board did express the concern that one board for all Cultural Services could be very onerous on volunteers as the functions of the groups is quite different and they felt that, as volunteers, they already have a full commitment coordinating the needs of the Visual Arts Centre. Presently the Centre is serving the visual arts community well and is providing extensive outreach through its programs and services. Examples include the visual displays at the Municipal Administrative Centre and Courtice Community Centre and the multitude of summer camps and programs offered to the community. Short of providing a staff liaison function to work with the Board on a regular basis, there appears to be no benefit in recommending changes to the present structure of the Visual Arts Centre. Cultural Review 2002 Municipality of Clarington Community Services Department Page 11 of 19 r', . . Volunteers Volunteers play a major role in all of these organizations and in our community. We would not be able to survive without the support of our dedicated volunteers. There are many varied reasons why people volunteer: ~ From a sense of civic duty ~ Volunteering is a form of recreation for some ~ To learn new skills and knowledge or enhance present skills ~ To pursue an interest ~ To meet new friends ~ To network for business purposes It doesn't really matter what the motivation is; volunteering benefits our community. ~ It fosters pride in the community ~ It generates positive ambassadors for our community ~ It provides services and programs that might not otherwise be available or accessible. ~ It enhances the level of community ownership to projects, events and facilities ....all of which enhance the quality of life in our community! It is important that we acknowledge the significant contributions of the volunteers and develop a strategy to support and augment the volunteer base. As discussed earlier, generally the number of volunteers is decreasing which increases the pressure and strain on the remaining active volunteers. This creates a pivotal role for the staff liaison, to work with the Museum Administrator, in the development and facilitation of a strategy to address volunteer recruitment, training and recognition. Cultural Review 2002 Municipality of Clarington Community Services Department Page 12 of 19 . . Conclusions The Terms of Reference for this study called for a review of the operation and service delivery of the Bowmanville Museum, the Clarke Museum and Archives and the Visual Arts Centre, to ensure they were providing the best quality programs possible in an efficient manner and to ensure the Municipality was receiving maximum value for it's investment. In addition the Terms of Reference also called for an investigation of the opportunity for co- operative programming ventures which would take advantage of the exceptional resources available within these organizations. The Visual Arts Centre is operating under provincial charter as a not -for - profit community agency. They have indicated that they are happy with their present organizational structure which has proved to be efficient and effective for their purposes although they would welcome a closer link to the Municipality through a staff liaison. They are presently providing a broad range of quality programs to the community and service the visual arts community admirably. The Bowmanville Museum and the Clarke Museum and Archives operate as Committees of Council and their Board members are appointed by Council, Each museum has done an excellent job of documenting the historical heritage of different aspects of our past. It is important to keep in mind the future evolution of our community and to develop an organizational structure which has the flexibility to adapt to the changing needs of the community. As the Municipality of Clarington experiences dramatic change through rapid growth and development it is imperative that the Board recognizes the new opportunities which are available for them to expand their focus before it is too late to document and preserve our heritage. Possible areas of future study include: :>- The impact of the waterfront on our historical development and the potential for a marine display. :>- A detailed study of the history of the western part of the municipality as the Courtice area becomes increasingly urban :>- The impact of the various local mills on the development of the communities of Clarington Cultural Review 2002 Municipality of Clarington Community Services Department Page 13 of 19 '.. . (Conclusions - Continued) As both the Bowmanville Museum Board and the Clarke Museum Board have acknowledged the benefit of one museum board to coordinate expanded museum services in the future, it is recommended that both boards be merged to form a new Clarington Museum Board. (see Appendix #1 Recommended Organizational Structure) A new Clarington Museum Board will be committed to the development of a cohesive Clarington-wide museum service, which will expand the study, and preservation of the heritage to encompass the entire municipality, while being sensitive to the historical evolution of the Bowmanville and Clarke Museums. It is recommended that the new Clarington Museum Board be comprised of twelve (12) members: ~ 8 citizen appointments (2 per ward) ~ 2 councillors ~ 1 non-voting museums administrator ~ 1 non-voting staff liaison The Board will be responsible for policy development, budget approval, the co-ordination of programs and services between locations, volunteer development and orientation and the expansion of museum and heritage services throughout the municipality. In order to ensure a smooth transition for the new museum board, the new board will be appointed by Council to assume office at the expiration of the term of the present museum boards. In the interim, a Transitional Board, formed by the amalgamation of the present Bowmanville Museum Board and the present Clarke Museum Board, will carry out the duties of the Clarington Museum Board and appoint a Transitional Chair and Officers. It is recognized that the two existing Boards are not represented with equal appointees. The Bowmanville Board has eight (8) public members while the Clarke Board has seven (7) public members of which only five (5) are active. To facilitate a more equitable transition a recommendation to have each of the existing Boards represented by five (5) voting members plus Council appointees with the remaining members serving at large, must be considered. Cultural Review 2002 Municipality of Clarington Community Services Department Page 14 of 19 . . (Conclusions- Continued) Reporting to the Board will be one (1) Museums Administrator (a new position) who will be responsible for all aspects of the museum operations. The administrator will make recommendations to the Board to develop and implement policies and strategies to expand museum and heritage services throughout the municipality. (see Appendix #2 Museums Administrator Job Outline) Working under the direction of the museums administrator will be one (1) Museums Curator who will be responsible for the acquisition, archiving, programming and displays associated with the Clarington Museum Board and their collections. (see Appendix #3 Museums Curator Job Outline) Staff is confident that the Cultural Review has addressed the Terms of Reference and appropriate recommendations have been presented. However, the review also afforded staff the opportunity to reconfirm our appreciation for the amazing commitment and dedication of our volunteer community. Each of the organizations exhibited a true passion for their role and a commitment to process of the review. The demand for Cultural and Heritage services is increasing as witness by recent requests for support from groups such as the Canadian Band Museum and Hall of Fame and the Clarington Concert Band. This demand will only continue to grow as our community grows and becomes more diverse. Many of our new residents are moving from larger cities to experience the benefits of a smaller community but they bring with them expectations for programs and services that they have grown to accept and expect. While this review will address the immediate concerns, a more detailed strategy is required to address the whole issue of the development of Cultural and Heritage services and municipal support in the future. When approved, the new organizational structure, complimented by the staff liaison function, will facilitate this. Cultural Review 2002 Municipality of Clarington Community Services Department Page 15 of 19 ,. . . . Recommendations 1. The Visual Arts Centre maintain it's present organizational stru ctu re 2. The Bowmanville Museum Board and the Clarke Museum Board merge to form the Clarington Museum Transitional Board and appoint a Transitional Chair and Officers for the balance of the Boards' respective terms. 3. The Clarington Museum Transitional Board be represented with 5 voting members from each of the existing Museum Boards, with other current appointees serving as members at large. 4. Council advertise for appointments to the new Clarington Museum Board to assume office at the expiration of the terms of the present Bowmanville Museum Board and the present Clarke Museum Board. 5. Council appoint a Staff Liaison from the Community Services Department to the Clarington Museum (Transitional) Board and the Visual Arts Centre of Clarington 6. The Clarington Museum Transitional Board, in conjunction with the Community Services Staff Liaison and the Corporate Services Department, immediately initiate a job search to hire a Museums Administrator and forward the applicable contract for employment to Council for ratification 7. The Clarington Museum Transitional Board, in conjunction with the Community Services Staff Liaison and the Corporate Services Department, initiate a job search to hire a Museums Curator and forward the applicable contract for employment to Council for ratification 8. The main floor of the present Bowmanville Library Building be dedicated to the Clarington Museum Board for use as archival, display, program, meeting and office space, upon its availability Cultural Review 2002 Municipality of Clarlngton Community Services Department Page 16 of 19 "" . . ~ Appendix Appendix #1 to Cultural Review Recommended Organizational Structure I COUNCIL Staff liaison Community Services Department Clarlngton Museum Board (CMB) Museums Administrator I I Museums Curator I I I --------------------------, I I I I------------------------~ Bowmanville Clarke Museum , Clarington Museum , , , , , Museum Support Staff & , Board , , , Support Staff & Volunteers , Centralized Archives , , , Volunteers , Bowmanville Library , , , 1______------- _ _ _ _ _ _ _ _____ , Cultural Review 2002 Municipality of Clarington Community Services Department Page 17 of 19 . . . AppendiX#2 to Cultural Review Museums Administrator The Museums Administrator will work under the direction of the Clarington Museum Board and be responsible for all aspects of the museum operations. Specific responsibilities shall include but not be limited to: 1. Recommend policies and procedures to the Board. 2. Implement the Board's policies and procedures. 3. Prepare an annual budget for the Clarington Museum Board and present to the Board for ratification. 4. Develop and administer appropriate staffing procedures at the present Museum sites to ensure public accessibility, including the hiring, training and supervision of all staff and volunteers. 5. Develop and administer a Marketing Strategy for the Museums. 6. Co ordinate all museum communications and promotions including newsletters, joumals, brochures, press releases and advertising. 7. Co ordinate program delivery at all museum locations. 8. Co ordinate property management at all museum sites. 9. Research and prepare government and private sector grant applications. 10. Other duties as assigned. Qualifications: 1. A relevant undergraduate degree in museum studies or a diploma in museum studies and 3-5 years relevant experience. 2. Knowledge of municipal government would be an asset. 3. Demonstrated administrative skills including budget development and financial management. 4. Experience in Volunteer recruitment, training and development. 5. Demonstrated ability to work with volunteer boards and committees. 6. An appreciation of team leadership and the ability to develop a cohesive staff team. 7. Excellent written and verbal communication skill. 8. Working knowledge and experience using computer software applications such as word processing, databases and spreadsheets. 9. Knowledge of relevant legislation and regulations. 10. Demonstrated supervisory skills, able to work on your own and be self-motivated. 11. Must have access to the fulltime use of a reliable vehicle. Cultural Review 2002 Municipality of Clarington Community Services Department Page 18 of 19 ~ ~ .,.. ~.. Appendix #3 to Cultural Review Museums Curator The Museums Curator will work under the direction of the Museums Administrator and be responsible for the acquisition, archiving, programming, and displays of the Clarington Museum Board and their collections. Specific responsibilities shall include but not be limited to: 1. Management of the collections, including knowledge of basic conservation treatments and collection management records. 2. Research and provide recommendations to the administrator on acquisitions to the collection. 3. Develop and implement education and outreach programs to promote the museum and its collections. 4. Design and mount displays and exhibits. 5. Respond to research requests from the public. 6. Other duties as assigned. Qualifications: 1. Diploma in museum studies or equivalent and 3 years of experience in museum collections management. 2. Sound knowledge of Canadian and Ontario history. Knowledge of local history would be an asset. 3. Experience in program development. 4. Experience with archival collections. 5. Demonstrated ability to work with adults, seniors, children and volunteers. 6. Ability to work with volunteer boards and committees. 7. Excellent written and verbal communication skills. 8. Ability to work in a team environment. 9. Knowledge of relevant legislation and regulations. 10. Working knowledge and experience using computer software applications such as word processing, databases and spreadsheets. 11. Must have access to the fulltime use of a reliable vehicle. Cultural Review 2002 Municipality of Clarington Community Services Department Page 19 of 19