This report outlines in detail the process taken by Norfolk County as they amalgamated their culture and heritage system. The report shows their initial thoughts of areas of issues and the steps they took to get to a list of recommendations for an effective integration of their culture and heritage systems.
(a) Mission Statement for Culture & Heritage for The Town of Norfolk (Adopted: Thursday, July 11, 2000)
Member museums, galleries and LACAC are dedicated to the preservation, exhibition and promotion of the unique history, culture, built and natural heritage and development of the community, and will work in coordination with the initiatives of the Town of Norfolk departments of Economic Development and Community Services.
(b) Guiding Principles for Culture & Heritage for The Town of Norfolk (Adopted: Thursday, July 6, 2000)
- The success of an amalgamation depends largely on a shared vision of the future. It will be the goal of the Culture & Heritage Amalgamation Team members to work for the best interest of the new Culture & Heritage system and the new municipality of the Town of Norfolk.
- The committee will consider the process as an opportunity to incorporate the best culture and heritage systems into one new culture and heritage system that meets, or exceeds, the expectations of the communities they serve.
- The committee will be open to suggestions on how to increase efficiency and introduce service enhancements and will include any recommendations in their report to the Transition Board.
- The committee will work towards service equity.
(c) Key Assumptions For Culture & Heritage for The Town of Norfolk (Adopted Thursday, July 11, 2000)
- When municipalities are merged, their culture and heritage is also merged. There will be one culture and heritage system for the Town of Norfolk.
- Existing culture and heritage boards, including local architectural conservation advisory committees (LACAC), will be coordinated by a new Manager of Culture & Heritage.
- The new Manager of Culture & Heritage will be hired, where possible, from among the existing culture and heritage curators, directors, managers and chairpersons.
- Culture and heritage facilities, collections and services falling within the new municipal guidelines will be made equally available to all residents of the new municipalities.
- Assuming there is sufficient funding from the new municipal councils, the committee members anticipate a continuation of the existing funding levels for all sites and no immediate large service changes.
- In order to operate an effective, integrated culture and heritage system it will be necessary to connect all branches within the Town of Norfolk with a wide area network and to allow communication within each branch or organization. (ie. computer networking, fax lines, etc.)
(d) Norfolk Final Report (abridged by Mary Baruth, Manager, Heritage and Culture Division, Norfolk County)
To: Transition Board
From: Culture and Heritage Project Team
Date: August 11, 2000
AIM
To seek Transition Board approval of Project Team recommendations relating to Culture and Heritage Services.
BACKGROUND
The Project Team has completed a comprehensive review of existing cultural facilities and events, each of which is unique.
We have identified the facilities that are owned and operated by the local municipalities:
Teeterville: Delhi Ontario Tobacco Museum & Heritage Centre, Delhi Teeterville Pioneer Museum
Simcoe: Port Dover Harbour Museum, Port Dover Alligator Tug, Simcoe Carillon Tower
Waterford: Spruce Row Museum
The following building is owned by the local municipality but operated by volunteers and/or boards:
Eva Brook Donly Museum, Simcoe
The following four Local Architectural Conservation Advisory Committees (LACAC) will merge into one LACAC:
City of Nanticoke LACAC
Township of Delhi LACAC
Township of Norfolk LACAC
Simcoe Heritage LACAC
COMMENTS
Municipal museums and LACAC provide educational and entertainment resources to people of all ages. The Project Team is aware of the unique character and nature of the cultural resources that exist in our local communities. It acknowledges that municipalities do not make donations to culture and heritage organizations but rather invest in the quality of life and economic health of the community. Cultural facilities and cultural events are among the amenities within a community that attract people to visit, to live, and to create opportunities for tourism and economic development.
The community of Norfolk is currently utilizing innovative practices to reduce costs. Public/private partnerships generate revenue through the rental of facilities. The multiple uses of facilities that now occur are examples of cost saving practices.
Culture and Heritage volunteers (245) at municipal sites in Norfolk contribute in excess of 14,000 volunteer hours per year. The committee believes that it is important to sustain a partnership of staff and volunteers. Municipal staff, working together with volunteer boards or advisory committees and the support of associated volunteer groups, form a cost-effective resource base for delivering cultural/heritage services.
Regardless of the method of operation, municipal government has a major role to play in supporting and encouraging the preservation and appreciation of local community heritage. Cultural and heritage resources are irreplaceable; however, our appreciation can be passed on and renewed.
Artifacts/Archival Material
As identified by the Project Team, it is essential to maintain the cultural heritage of each community. To lose track of items, artifacts, and mementos that are part of our history would be to lose track of the people and communities that have made this area what it is. Each municipality has items of interest, which need to be recorded, catalogued, and displayed in places that are accessible. The Project Team has identified items of interest and /or historical value in the following areas.
Artifacts are considered to be three-dimensional pieces such as furniture, agricultural equipment, archaeological finds, etc.
Archival Material would include paper material such as documents, marriage registers, maps, books, newspapers, letters, photographs, etc.
Once the archival material and artifacts are determined and inventoried, the Town of Norfolk would then become the “custodian” of the municipal artifacts and would be responsible for their proper care, storage and display. As per MCzCR Standards for Community Museums in Ontario.
To encourage communication and guidance among all cultural/heritage sites in the new municipality, the Project Team believes that the creation of a Manager to coordinate programs and functions, will ensure each site generates its own revenue within the guidelines established, thus providing a cohesive approach to cultural/heritage initiatives.
Cost Savings / Revenue Generation
As a result of the amalgamation of Cultural and Heritage Services in the new Municipality, the Project Team has identified staffing changes. Under the new structure, the position of Manager of Culture and Heritage would be established. By dedicating this individual to coordinate this program, the full revenue potential of these facilities can be pursued.
A professional Curator at each site (seasonal or full-time) will bring their expertise to round table discussion, regarding museum activity including special events, fundraising, promotions etc. In addition, each Curator’s unique skills will be identified and co-coordinated by the Manager of Culture and Heritage, (for example: fundraising, volunteers, management, planning, promotions and education programs). Estimates of increasing the activity level, and therefore revenues, by a 3 year goal plan would produce savings over the three year period.
No other significant cost reductions or revenue increases are expected as a result of the amalgamation of culture and heritage services. Unlike other service areas, there is no duplication of services. Those facilities that do exist offer unique programs to the community that are in no way duplications of programs offered by other facilities. Historically, cultural and heritage services are offered on a minimum budget and in a most efficient manner.
ACKNOWLEDGEMENTS:
This report and draft business plan represents the product of many hours of thought, discussion and work by the members of the Culture and Heritage Project Team. We have been challenged to find the best practices for Culture and Heritage in Norfolk.
The members of the Culture and Heritage Project Team were: Sharon Stroud (Team Lead)(Cayuga); Barbra Lang-Walker (Caledonia), Bette Bentley (Simcoe), Judy Livingstone, (Teeterville), Mary E. Baruth (Delhi), Rod Demerling (Simcoe), Wendy Whitfield (Region) and Jack Biggar (Transition Board).
Resource People
Kevin Lichach, Supervisor of Recreation, City of Nanticoke, contributed to the gathering of data and consultation; Barry LaPlante, Director of Community Services, Town of Simcoe; Estelle Pringle, consultant for Dunnville on culture and heritage; Sandy Graham, Port Dover Harbour Museum; Bob Cummings, H-N Transition Board; Jim Fairlie, Special Project Delivery Team; John Carter, Museums Advisor, Ministry of Citizenship, Culture and Recreation; Marilynn Havelka, Manager of Cultural and Event Services, New City of Hamilton Task Force; Dave Benson, Heritage Coordinator, Chatham-Kent amalgamation.
Bibliography
Ontario Heritage Act; Standards For Community Museums in Ontario; Packaging the Potential, Five-Year Business Strategy for Cultural and Heritage Tourism in Canada; Cultural Policy for the Town on Simcoe; Culture Strategic Plan for Kitchener; Chatham-Kent Task Force Report; The New City of Hamilton Final Report; Sudbury Report of the Task Force on Culture and Museums; Municipal Museum Checklist for Amalgamation.
Presentation / Delegations
June 12th: volunteers, board members, and staff associated with municipal culture & heritage interests attend a meeting with the Project Team at Townsend, ON.
June 21st: Jean Kerr – Charter member, and members of Waterford and Townsend Historical Society; Kevin Lichach, Supervisor of Recreation, City of Nanticoke attend a meeting with the Project Team at Spruce Row Museum, Waterford, ON.
June 28th: Robert Baigent, member, Town of Haldimand LACAC; Robin McKee, Chair, Town of Haldimand LACAC attend a meeting with the Project Team at Wilson P. Macdonald Memorial Schoolhouse Museum in Selkirk, ON. July 6th: Barry LaPlante, Director of Community Services, Town of Simcoe; Lynn Hagen, Past President, Norfolk Historical Society; Bill Yeager, Curator – Eva Brook Donly Museum attend a meeting with the Project Team at the Teeterville Pioneer Museum in Teeterville, ON.
July 25th: Open House in Delhi
July 27th: Open House in Caledonia
Aug. 8th: Norfolk Project Team at Spruce Row Museum Meeting.
RECOMMENDATIONS:
That the Transition Board recommends to the new Council:
- That the Town of Norfolk continue to own and operate Delhi Ontario Tobacco Museum and Heritage Centre, Teeterville Pioneer Museum, Spruce Row Museum, Port Dover Harbour Museum, Alligator Tug, and Carillon Tower.
- That the Town of Norfolk maintain the status quo with the Delhi Ontario Tobacco Museum & Heritage Centre and the Teeterville Pioneer Museum which are overseen by the Township of Delhi Museum & Cultural Board. The two sites share a curator, assistant curator (both full time) and a six month museum assistant. In this manner, the sites function very effectively and continue to generate high revenues.
- That the Town of Norfolk note that both the Port Dover Harbour Museum and Spruce Row Museum would have to establish a Board and committees, as set out by the Ministry of Citizenship, Culture and Recreation Standards for Community Museums in Ontario.
- That the Alligator Tug and Carillon Tower have the ability for revenue generation for their upkeep through community donations. While it is unlikely that the sites themselves will generate revenue through special events or programs, the possibility of donations for the preservation of the two sites is very real. If marketed properly, this could be an additional source of revenue that would have the potential to impact the bottom line.
- That the Town of Norfolk maintain ownership of Eva Brook Donly Museum, the current funding be continued and the existing relationship with the Municipal Maintenance Board be maintained. Eva Brook Donly Museum in Simcoe is another special case because of its relationship with the Town of Simcoe. Currently, the Town of Simcoe pays for the utilities and maintenance of the building, and the Museum donates one half of its CMOG back to the Town of Simcoe. The actual operation of the Museum is carried out by the Norfolk Historical Society, which, at this present time, has no interest in additional direct municipal involvement in museum operations. The Project Team recommends the status quo with this site.
- That the Town of Norfolk council establishes a LACAC that will work with council as in the past, with its budget co-coordinated by the Manager of Culture and Heritage. Ontario Heritage Act, Section 28. LACAC is a very important aspect of culture and heritage that should not be overlooked. In order to continue to perform its duties, it is important to maintain current budgets for research and secretarial functions as well as for designation of property concerns. Consideration should be given to the employment of a secretary/researcher for four to eight hours per week in order for LACAC to fully reach its potential.
- That the Town of Norfolk hires a Manager of Culture and Heritage and the heritage and culture division be placed under Planning and Economic Development. The establishment of the position of Manager of Culture and Heritage is essential to the success of culture & heritage in Norfolk. Culture & heritage needs direction in order to form and coordinate a cohesive unit that will be successful in all aspects, be they fundraising, events, programs, education, etc. This position will allow for a manager who has expertise in culture and heritage issues to assist museum staff, volunteer and boards in the proper management of the site, thereby ensuring success. Too often, culture & heritage reports to departments that have no understanding or interest in the issues that affects culture and heritage. We have examples of this right in our own area of Haldimand – Norfolk, and through this process, the Project Team has been ardent in its desire to restart museum operations in Norfolk. Historically, culture and heritage has not flourished under the management of Parks and Recreation Departments; culture and heritage has little in common with arenas, pools and community centres. It has, however a very important link to the economic development of a community. Businesses and individuals seeking to relocate to a new town or city research important community aspects which include the cultural composition and the community’s identity. Culture and heritage play a large part in a community’s identity through museums, galleries, natural heritage and cultural heritage. Tourism is tied closely to the culture and heritage concerns in a community which in turn has a large impact on economic development in the area. It is therefore recommended by the Project Team that culture and heritage not be overseen by the Parks and Recreation Department but rather by the Planning and Economic Development Department.
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- That the Town of Norfolk adopts the Mission Statement, Guiding Principles, and Key Assumptions Attachment.
- That the Town of Norfolk gives consideration to establishing a policy regarding grants available to non-municipal culture and heritage concerns for special projects, events, exhibitions, etc.
(e) Major Project Terms of Reference
Major Group: Service Functions
Sub Group: Culture and Recreation, Culture and Heritage
Outcomes/Terms of Reference
Data collection of cultural organizations, museums, historical organizations and heritage and LACAC with municipal support.
Inventory of physical assets, collections, and information technology.
Using guidelines from the Service Delivery Project Team, determine the scope and level of service to be provided.
Determine the measurable results in each key service area.
Develop options for service delivery, including harmonization, rationalization and alternative delivery service.
Recommendations to Transition Board on how service should be delivered and with what staff and service management contracts if required.
Identify staffing implications, addressing the importance of volunteers.
Responsibility
Transition Board representative (Jack Biggar) Lead person (Sharon Stroud – Cayuga)
Resources
Municipal (Much of the information, knowledge and expertise rests with staff from the area municipalities)
Community and volunteer; External (Community input will be necessary for developing options for service delivery and priorities)
Timing/Critical Dates
Data Collection – May 29
Nanticoke Data – June 18
Data Analysis and Review – June 20
Service Rationalization – July 10
Options Development – July 24
Decision and Planning – August 15
Service Transition and Implementation – September 7
Issues: Relation to other projects; communications
There will be two panels within the project team for each of Haldimand and Norfolk.
- Data collection and information analysis will be conducted on the old municipalities
- Service standards will be consistent across the two panels
The project lead must ensure that the recommendations for the panels are developed and presented to the Transition Board at the same time.
(f) Terms of Reference: Common Checklist
The foundation for work of Project teams is based on this common checklist:
- Review and assessment of Existing Services
Date collection of current services and requirements across all municipalities, including staffing levels; infrastructure (including equipment); existing service levels (including the use of volunteers); identify any user fees; and existing contracts. - Service Levels and Performance
Examine experience from other municipalities and determine best practices relevant for Haldimand and Norfolk.
Using guidelines from Service Delivery Project Team, determine scope and level of service to be provided.
Determine the measurable results in each key service area. - Service Delivery in New Municipalities
Determine options for service delivery, including harmonization, rationalization and alternative service delivery. - Recommendations to Transition Board on how service should be delivered and with what resources, including organizational structure; applicability of user fees; information technology; accommodation; equipment and service management contracts, if any.
Identify staffing implications.
Contact
Mary Baruth,
Manager, Heritage and Culture Division, Norfolk County
70 Church Street West, Delhi, ON N4B 1V7
Tel.: 519-582-2727, ext. 204
Fax: 519-582-4823
Email: [email protected]
