Windsor Museum Feasibility Development Study: PHASE 1 REPORT PRESENTATION

Transcription

1 Windsor Museum Feasibility Development Study: PHASE 1 REPORT PRESENTATION Lord Cultural Resources In association with Architecturra

2 AGENDA Objectives of the Feasibility Study and this Meeting Methodology to Date Planning Principles from Contextual and Market Analyses Key Findings and Recommendations: Concept and Site Collections and Facilities Visitor Experience Operations Next Steps

3 OBJECTIVES FOR FEASIBILITY STUDY AND MEETING Main objective to develop a plan that will increase likelihood for implementation and sustainability of long-awaited new Windsor Museum. Meeting intended to get feedback on key recommendations before finalization of assumptions underlying financial projections in next phase of study.

4 METHODOLOGY Reviewed background information Facilitated Visioning/Assumptions Workshop with City Officials and an Open House in November Conducted 46 additional interviews Analyzed experience of Canadian and US history museums compared to other museum types Analyzed experience of existing main museums and related institutions in Windsor and Essex County Analyzed existing and potential resident, school and tourist markets

5 METHODOLOGY Analyzed current collections and operations of Windsor s Community Museum Toured potential sites and explored potential partnership opportunities for the new Windsor Museum Developed recommendations associated with vision/concept for the future Windsor Museum, as well as for site, facilities, visitor experience and operations.

6 KEY PLANNING PRINCIPLES Control capital cost requirements in uncertain economic times by limiting size of space and exploring partnership opportunities Recognize need for enhanced visitor experience that will lead to higher first time and repeat attendance and more revenue generation Recognize that the stories of Windsor and Essex County need not be limited to one facility and that there are existing facilities and sites that already tell part of the story Control staffing levels and costs to contribute to ongoing operational sustainability

7 STRATEGIC RECOMMENDATIONS: HUB AND SPOKE CONCEPT So many stories to tell. Core stories told at Windsor Museum and visitors encouraged to learn more at other facilities and sites. For example: o Existing Black history and transportation sites o Other historic houses and community museums o Prohibition story at Canadian Club Brand Centre Rationale recognizes need to limit size, capital and operating costs of Windsor Museum and strengthen existing facilities. Recommend maintaining Francois Baby House as one of the spokes but with interpretation limited to earlier period

8 STRATEGIC RECOMMENDATIONS: SITE EVALUATION AND RECOMMENDATION Considered several sites. Two best sites evaluated in detail: o Downtown Ground Floor of Art Gallery of Windsor o Sandwich Towne - Jail Site Used nine criteria to compare the two sites. Evaluation points to Ground Floor of Art Gallery of Windsor: o Lower Capital Cost Requirements o Synergy with Nearby Land Uses o Consistency with Hub and Spoke Concept

9 STRATEGIC RECOMMENDATIONS: RECOGNITION OF THE HISTORICAL IMPORTANCE OF SANDWICH Historic Sandwich Towne Interpretive Centre as a new spoke for hub and spoke concept o Tell the Sandwich Story in Sandwich o Adaptive Re-Use of Space to create exhibition on history and importance of Sandwich o Location on retail street to attract visitors and expose to commercial businesses o Modest capital costs for exhibitions funded by City of Windsor and other funders o Modest operating costs as part of budget of Olde Sandwich Towne BIA

10 STRATEGIC RECOMMENDATIONS: COLLECTION DISPLAY Collection comprises some 4,700 3-dimensional objects, about 180 of which are now on display Museum s Library and Archives includes some 5,000 photos and 500 maps plus books, ephemera, newsprint and other archival material Current display density is very high - indicative of need to tell very large story in very small space. A significant increase in permanent collection display space will be required.

11 STRATEGIC RECOMMENDATIONS: COLLECTION STORAGE 4,500 artifacts stored in 2,200 sq. ft. of basement of Francois Baby House. Storage areas slightly overfull. Existing collection requires about 2,700 sq. ft. of storage space The space plan will need to accommodate collection growth Recommend collection growth rate of about 100 artifacts per year to This yields a requirement for an additional 1,500 sq. ft. of collection storage space.

12 STRATEGIC RECOMMENDATIONS: FACILITIES Assumes City control of AGW building/site and recommends that Public Library on ground floor of the AGW be temporary to be replaced by the Windsor Museum. Rationale : Ground floor in AGW about 16,000 net sq. ft. Public Library needs some 40,000 net sq. ft., therefore an addition is required on City-owned land adjacent to AGW Construction costs for public libraries much lower than museum space AGW already museum quality space Opportunities for collaboration between AGW and Windsor Museum: space, charged admission, staffing, marketing, etc. Hub and spoke and retaining Francois Baby House as part of Windsor Museum limits space size/cost of Museum

13 STRATEGIC RECOMMENDATIONS: FACILITIES AGW Ground Floor: Museum Requirement Zone Area NSF Zone A: Public Non- Collections 6,305 Zone B: Public Collections 5,515 Zone C: Non- Public Collections 2,375 Zone D: Non- Public Non- Collections 1,915 Total NSF 16,110 Percentage of Total Area 39% 34% 15% 12% 100%

14 STRATEGIC RECOMMENDATIONS: FACILITIES Zone Total Museum Requirement: AGW Ground Floor plus Francois Baby House: Area NSF Percentage of Total Area Zone A 6,330 30% Zone B 7,202 34% Zone C 4,885 23% Zone D 2,967 14% Total NSF 21, %

15 STRATEGIC RECOMMENDATIONS: FACILITIES

16 STRATEGIC RECOMMENDATIONS: VISITOR EXPERIENCE Planning Principles Appeal to all ages; authentic; bring the community together; creative and responsible use of technology; flexible and adaptable; meaningful partnerships; multidisciplinary approach; of interest to residents and tourists; meet curriculum needs; relevancy Exhibition Characteristics Accessible; dramatic; extend the experience; human element; interactive; multisensory; orientation

17 STRATEGIC RECOMMENDATIONS: VISITOR EXPERIENCE Core Messages Windsor has a unique history and has occupied a pivotal place in Canadian and North American history. Windsor s position as a border city has had a strong influence on its development. Windsor has long been a centre of diversity.

18 STRATEGIC RECOMMENDATIONS: VISITOR EXPERIENCE Exhibition Framework

19 STRATEGIC RECOMMENDATIONS: VISITOR EXPERIENCE Selected Potential Exhibits Multi-layered Windsor Timeline Explore to Learn More! Map of Essex County Who's Your (Great-Great-Grand-) Daddy? French Folk Dancing Assembly-Line Challenge Spot the Smuggler Artifact Displays

20 STRATEGIC RECOMMENDATIONS: VISITOR EXPERIENCE Selected Potential Exhibits Fur Trade Game On, Over, and Under the River! First Ford Photo Opportunity Science-Based Exhibits Future of Industrial Windsor Border City Stories Neighbourhood Morphing

21 STRATEGIC RECOMMENDATIONS: VISITOR EXPERIENCE Children s Gallery to attract families, classes, daycares, camps Larger Temporary Exhibition Gallery to expand offerings Expand Public and Educational Programming to reach a wider audience Build on and increase Community Outreach Enhance Virtual Presence

22 STRATEGIC RECOMMENDATIONS: OPERATIONS Separate governance from Art Gallery of Windsor but collaborative opportunities Limited staff growth from 5.5 to 9.5 FTE, including shared staff with AGW Introduction of admission charges and memberships Shared retail and joint marketing with AGW Linked web sites with spokes as part of hub and spoke concept TBD whether Windsor Museum remains Windsor s Community Museum or becomes Windsor-Essex Museum

23 NEXT STEPS IN FEASIBILITY STUDY Feedback Finalized Assumptions Capital Costs Estimate Attendance, Operating Revenue and Expense Projections Phase 2 Report Final Report Presentation to Council

24 Questions and Discussion For written comments please