HomeMy WebLinkAboutCS 20-18DICKERING
c-44
Report to
Executive Committee
Report Number: CS 20-18
Date: June 18, 2018
From: Marisa Carpino
Director, Community Services
Subject: Pickering Museum Village Strategic Plan
- Final Report
File: A-1440
Recommendation:
1. That the Pickering Museum Village Strategic Plan (April 2018) be endorsed in principle;
2. That staff be authorized to use the plan as the basis for future corporate decisions,
recommendations, and budget submissions; and
3. That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
Executive Summary: In late 2016, a steering committee was struck to develop a 5 year
strategic plan for the Pickering Museum Village (PMV). The Strategic Planning Steering
Committee was comprised of museum staff and volunteers, and co-chaired by the Coordinator,
Museum Operations, alongside a member of the PMV Advisory Committee.
The purpose of the Pickering Museum Village Strategic Plan is to guide future City decisions
regarding Pickering's artifacts, skills and knowledge preservation, partnership development,
programming, site optimization, and human resource development (paid and volunteer) at the
Pickering Museum Village, over the next 5 years. It will facilitate the City's capacity to better
provide, plan, and deliver the museum needs of the community, in the immediate future, and will
position the museum for future strength and impact in the community.
Following a review of current museum, culture and economic trends, an Environmental Scan
report was drafted in March 2017 placing PMV in context with other museums in Ontario. From
this report, a draft Strengths, Weaknesses, Opportunities and Threats analysis (SWOT) was
created. The Environmental Scan report and SWOT analysis provided the common starting point
for the development of an extensive community consultation campaign which included in-person
and online surveys, focus groups, and interviews. The data collected from the community
consultation campaign were distilled into themes within the Critical Issues Report dated October
2017. This report was used to focus discussion at the PMV Strategic Planning Retreat and
ultimately create the Pickering Museum Village Strategic Plan.
At this time, City staff seek Council's endorsement of the Pickering Museum Village Strategic Plan
(April 2018) in principle. The strategic goals outlined in this plan will be used by staff to guide the
planning and implementation of museum services to meet the needs of our community.
CS 20-18 June 18, 2018
Subject: Pickering Museum Village Strategic Plan Page 2
Recommendations to incorporate broader community recreation and leisure opportunities in
museum expansion and development plans will involve the consultation of applicable residents
and stakeholders through focus group sessions and other consultative methods, prior to
implementation.
Financial Implications: Financial implications will be further evaluated by the Director,
Community Services in consultation with the Director, Finance & Treasurer. The implementation
for each project will depend on sufficient resources being available to undertake such work.
Financing and implementation of recommended projects will be submitted to Council through the
budget process for consideration and final approval.
Discussion: Pickering Museum Village aims to meet or exceed the Ministry of Tourism,
Culture and Sport's Standards for Community Museums in an effort to receive annual funding
through their Community Museum Operating Grant program. Standards require that museums
within the program have a current strategic or business plan. The City of Pickering's existing
Pickering Museum Village 5 year plan ended in 2015, with 88 percent of the goals and objectives
successfully implemented, and was due to be renewed.
Accordingly, the new Pickering Museum Village Strategic Plan development process was initiated
in-house with the knowledge and support of staff and volunteers in the fall of 2016. The PMV
Strategic Plan will guide future City decisions on 5 key areas:
• preservation of artifacts, skills and knowledge;
• partnerships;
• programs;
• site optimization; and
• human resource development (paid and volunteer).
An extensive community consultation campaign was implemented from April 2017 to June 2017
(inclusive) to include random in-person surveys captured at the Pickering Town Centre and the
Pickering Public Library (Central Branch), online Museum user and non -user surveys, public focus
group sessions, staff focus group sessions, and CAO and Council interviews. The community
consultation campaign was promoted through eNewsletters, roadside signs, display boards, social
media (Facebook and Twitter), museum webpage, media release, and by invitation to specific
community groups. Over 100 people participated in the surveys, and approximately 120 people
participated in focus group or interview discussions.
The ideas brought forward collectively helped to formulate the creation of the Critical Issues
Report in October 2017 which identified consistent and recurring themes. The Critical Issues
Report became the focal point for discussion at the Strategic Planning Retreat held in October
2017. A group of 12 participants including the Director, Community Services, key City staff who
work in connection with the museum, PMV staff, Pickering Museum Village Advisory Committee
Members, and volunteers came together to strategize priorities and goals in response to the key
issues/themes identified in the Critical Issues Report.
CS 20-18 June 18, 2018
Subject: Pickering Museum Village Strategic Plan Page 3
The PMV Strategic Planning Steering Committee then collected the strategic priorities agreed
upon at the retreat, and more deeply shaped goals to support those priorities. Staff gratefully
acknowledge the support and participation of all participants, without whose opinions and thoughts
this strategic plan would not be possible.
With some edits, the draft Pickering Museum Village Strategic Plan was reviewed and endorsed
by the Director, Community Services in March 2018, and was presented to, and endorsed by the
Pickering Museum Village Advisory Committee in April 2018.
This strategic planning process has provided for an opportunity to assess current museum
services, amenities, and use, measure community satisfaction, and develop a strategic plan that
will assist museum staff to plan for future museum growth, include community, and better
preserve skills, knowledge, and artifacts in order to meet the needs of our growing community for
the next 5 years.
This strategic plan has been developed under the Tens of future growth and development in
Pickering (residential and business) and recognizes the need to connect with this new and
exciting growth, including the new growth of Seaton. Recommendations to overall museum site
use and development (which will also impact community partners) will involve the consultation of
applicable user groups and members through focus group sessions and other consultative
methods, prior to implementation.
Clearly, the Pickering Museum Village Strategic Plan (April 2018) will allow the City of Pickering to
be proactive and prepared for the current and future needs of this community.
Attachments:
1. Pickering Museum Village Strategic Plan (April 2018)
CS 20-18 June 18, 2018
Subject: Pickering Museum Village Strategic Plan Page 4
Prepared By: Approved/Endorsed By:
4
Katrin'Pyke
Marisa Carpino
Coordinator, Museum Operations Director, Community Services
Tanya Ryce
Supervisor, Cultural Services
:mc
Recommended for the consideration
of Pickering Cid Council
Tony Prevedel, P,Eng.
Chief Administrative Officer
ATTACHMENT #, -- TO REPORT #C,1 aO
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PJCKE RiNG
Pickering Museum Village Advisory Committee,
Strategic Planning Steering Committee
4/9/20118
u[r 'unl
ma\dL g i
P[viV Strategic Plan
(2018-2023)
Introduction
Museums have two responsibilities that are inextricably linked: Collecting/
Preserving, and Communicating. Strategic planning aims to keep those in
balancer.
Museum Management
.._......................_ .......
Collecting &
Preserving
Communicating
A museum organization is said to be "in alignment" when all its parts are working
toward common goals.
Administration:
Management/Council,
Finances,
External Relations
Collections
Curatorial:
Acquisition, Research,
Documentation,
Conservation,
Collection Management
Exhibits,
Publications,
Interpretation
The Pickering Museum Advisory Committee's Strategic Planning Steering
Committee drafted this Strategic Plan after extensive stakeholder consultation. It
is a short, succinct document that defines the PMV's vision, mission, and values,
and identifies recommended strategic goals to be accomplished by the end of
2023. Subject to approval, this document will be made accessible to
stakeholders and the public. A subsequent Action Plan will be drafted by staff,
and will identify by year, museological area, and staff member
responsible, the objectives and underlying tasks that will be necessary to reach
the recommended strategic goals. The Action Plan will include resource
allocations to successfully complete the objectives, and therefore achieve the
strategic goals.
1 The book "The Manual of Strategic Planning for Museums" by Gail Dexter Lord and Kate
Markert was used to create this outline.
Page 1
MPickering
useum
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PMV Strategic Plan
(2018-2023)
Governing Statements
Vision
Pickering Museum Village will be a community hub where people come together
to learn, share stories, and build relationships through progressive, fun, and
vibrant experiences.
Mission
Pickering Museum Village will ignite imaginations through a living history
museum that fosters a connection to Pickering by collecting, preserving, and
interpreting artifacts and social culture.
Values
Pickering Museum Village's approach is based on the following values (definition
of value is for this document only):
• Authentic — The Museum is committed to presenting a venue, programming,
and interpretation accurately for the time period depicted.
• Inclusive — The Museum is committed to providing diverse, meaningful
accessibility to all, whether through language, physical ability, age, etc.
• Respectful — The Museum is committed to being purposeful and considerate
in the representations of and interactions with, artifacts, the public, volunteers
and staff.
• Unique — The Museum is committed to creating experiences and learning
opportunities that are unique.
Page 2
Museum
Fill Ill*igr
'NOV Strategic Plan
(2018-2023)
Strategic Plan Overview
The following strategic action priorities (SAP) have been identified for 2018-2023:
SAP 1: Preserve artifacts, knowledge, and skills.
SAP 2: Build strategic relationships and awareness to raise PMV profile.
SAP 3: Deliver accurate and high-quality programming.
SAP 4: Site Optimization.
SAP 5: Develop human resources*
* Human resources includes staff, volunteers, and outside service providers
Page 3
Rt4ickgering
fa
PMV Strategic Plan
(2018-2023)
The following provides a summary of Pickering Museum Village's strategic
framework:
Vision: Plv1V will be a community hub where people
corse together to learn, share stones, and build
relationships through progressive, fun, and vibrant
expenences.
Preserve
artifacts,
knowledge
& skills
Build
strategic
partnerships
and raise
awareness
of PMV
profile
Deliver
accurate &
high quality
programming
Site
optimization
Mission: PMV Inrill
ignite imaginations
through a living
history museum that
fosters a connection
to Pickering by
collecting, preserving
and interpreting
artifacts and social
culture.
Develop
human
resources
Authentic Inclusive
Respectful
Unique
Page 4
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Pl1V Strategic Plan
(2018-2023)
Strategic Action Priorities & Key Initiatives Summary
Strategic Action Priority 1 Preserve artifacts, knowledge, and skills'
Definition of
Success at
2023
• Collecting Plan developed and implemented.
• Establish sustainable funding model.
• All artifacts appropriately housed on-site, with space for
collection growth.
• Disaster Preparedness Plan drafted and implemented.
Enablers
• Accurate and complete artifact inventory.
• Gap analysis identifying collection development priorities.
• Secure funding to acquire artifacts, and develop skills and
knowledge.
• Artifact storage spaces with appropriate environmental
controls.
• Accessibility as a cornerstone (e.g. remove physical barriers
for persons with disabilities, improve staff resources to allow
better public access to the collection, increase open hours,
on-line artifact database, etc.).
• City Heritage Preservation Policy developed and
implemented (including Heritage Procedure for Reporting and
Protecting Archaeological Discovery).
• City Heritage Asset Promotion Plan developed and
implemented.
• Inventory of HR skills, gap analysis conducted, and training
plan established.
• Staff time and resources allocated for collections records
management (e.g. paid intern, temporary position, Collections
Assistant, etc.).
• Heritage Inventory completed (including gap analysis for built
cultural heritage acquisition).
• Grow partnership with Heritage Pickering, Pickering
Township Historical Society, Local History Room (Pickering
Public Library) and establish clear collecting and/or
acquisition goals between organizations.
Page 5
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PMVStrategic Plan
(2018-2023)
Strategic Action Priority 2- Build strategic partnerships and raise
awareness of PMV profile
Definition of
Success at
2023
• Identify and engage funding partners.
• Marketing, Sponsorship & Promotions
Strategy/Communications Plan developed and implemented.
• Programs and services are enhanced through partnerships
(e.g. outsourcing gift shop, food service, program
development in collaboration with community partners etc.).
• Signage/ way -finding upgraded.
Enablers
• Dedicated staff resources to develop and implement
Sponsorship Plan and Asset Sales.
• Develop sponsorship packages which identify value for the
corporate partner and PMV.
• Partnerships Steering Committee (inventory of all sectors that
connect with the Museum, used to understand breadth of
potential partnerships and brainstorm partnering initiatives;
leverage new building; develop building capacity potential for
groups and staffing capacity to support).
• Review how staff capture images and moving footage to
convey what we do for potential partners and the public.
• Establish partner priorities and needs.
Page 6
Village
firkz=g,
PIVIV Strategic Plan
(2018-2023)
Strategic Action Priority 3: Deliver accurate and high-quality programming
Definition of
Success at
2023
• Space -use plan and year-round programming developed and
70% implemented for new Heritage & Community Centre.
• A Comprehensive Interpretive Plan is developed,
implemented, and reviewed annually.
• "Progressive" interpretive techniques are cornerstones to
program development (e.g. technology, hands-on, unique
interpretive variety, etc.).
• Implement a sustainable revenue model for program and
service delivery.
• Ensure inclusivity is integrated into programming.
• Newcomers and residents are engaged and involved.
• Programming is evaluated according to clearly defined
success measurements.
Enablers
• Increased/dedicated staff resources to support maintenance,
reception, volunteer coordination, heritage programming,
bookings, etc.
• Dedicated staff and resources to produce a clear process and
timeline for programming/interpretation research,
development, implementation, and evaluation.
• Program criteria established and followed.
• Zero -balance programming budget through public revenues,
grants, and/or sponsorship
• Public input to assist with development (e.g. Welcome
Centre).
• Investment of external corporate partners (e.g. service
developers to partner).
• Steering committee established to help implement/develop
programming.
• Internal and external corporate partners are identified, and
strong working relationships are established.
• Master Site Use Plan developed.
• Communication Engagement Plan to welcome and inform
newcomers.
Page 7
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PMV Strategic Pian
(2018-2023)
strategic Action Priority 4 — Site Optimization
Definition of
Success at
2023
• Comprehensive Site Use Strategy.
• Design, construct and open "Heritage & Community Centre"
and PMV Site (Phases 1 & 2).
• Address parking & site security.
• Site way -finding plan developed and implemented.
• Site access and connectivity — develop plan and implement
(transit and transportation).
• Year Round Food Services Strategy developed and
implemented.
Enablers
• Staff resources allocated to capital projects (project
management).
• Partnership with TRCA to address access issues.
• Stakeholder consultations.
• Breakdown tasks necessary to prepare for new centre
(strategy and time to plan).
• Unique and innovative funding strategies (e.g. 1% levy)
dedicated to cultural preservation and upgrades.
• Staff time and budget resources for signage/way-finding
study.
• Grand Opening/Ribbon Cutting — Heritage and Community
Centre building momentum & celebrating.
• Sponsorship/Franchise agreement for food services.
-
Page 8
RMuseum
1),
PMI Strategic Plan
(2018-2023)
Strategic Action Priority #5 — Develop human resources
Definition of
Success at
2023
• Organizational chart and job descriptions in place that reflect
staffing needs and defines staff roles.
Human Resource Plan developed and implemented in
collaboration with appropriate departments (staff, volunteers,
committees).
• Establish grant writing as integral to staff roles, as applicable.
• Functional governance structure (committee/board).
• Volunteer Management and Development Plan created and
implemented.
• Succession planning.
Enablers
• Dedicated staff resources for:
o Volunteer Plan development
o Grant writing
o Program research, development and implementation.
• Fully develop staffing plan, considering organizational
structure, diversification of staff roles, expansion and/or
reallocation supported by Council and Senior Management.
• Programming models established that pay for staff to deliver
programs (internal and external staffing and materials).
• Staffing priorities and needs established.
• Target grants that move the museum staffing goals forward,
rather than making the museum fit the grant.
• Investment in staff (training, development, recognition,
awards, morale, etc.).
Page 9