2006CSW053
Attachment 1
The City of Edmonton
Support to the
Alberta Aviation Museum Association
Edmonton Aviation Heritage Society
November 2006
TABLE OF CONTENTS
Preface – Executive Summary
1.0 Introduction 1
1.1 Study Background 1 1.2 Purpose and Objectives 1
1.3 Comparative Organization 2
2.0 Study Methodology 2
2.1 Project Planning 2
2.2 Current State Assessment 3
2.3 Recommendations & Plans 4
3.0 Current State Assessment 5
3.1 Corporate Structure and Governance 5
3.2 Facility Management 6
3.3 Collection 8
3.4 Displays 9
3.5 Library and Archives 9
3.6 Programming 10
3.7 Education 10
3.8 Marketing and Promotion 11
3.9 Visitors 11
3.10 Admission Fees 12
3.11 Gift Shop 12
3.12 Food Services 12
3.13 Memberships 13
3.14 Membership Fees 13
3.15 Staffing 13
3.16 Volunteers 14
3.17 Donations 15
3.18 Public Funding 16
4.0 Recommendations and Plans 16
4.1 Long Term Viability 16
4.2 Strategic Direction 17
4.3 Objectives and Strategies 18
4.4 Functional Plans 21
Appendix 1- Detailed Pro Forma Budget 28
Appendix 2- Comparative Aviation Museums 31
Appendix 3- Interviews and Focus Groups 37
Alberta Aviation Museum Edmonton Aviation Heritage Society
executive summary
study background
The Alberta Aviation Museum Association has built an impressive collection of vintage aircraft since 1993 when it relocated to Hangar 14. The museum has 32 aircraft on display, making it the fifth largest collection in Canada. As well, there are another three aircraft under restoration. The museum also has the largest aviation library and archives in Western Canada. The 50 to 60 volunteers are very committed to the restoration, preservation and display of the aircraft and other artifacts. In total, they contributed about 22,000 hours to the museum in 2005. The museum had about 15,000 paid admissions in 2005 including about 2500 grade six science students.
Hangar 14 is a provincial and national historical site that was built in 1942 for the British Commonwealth Air Training Plan. The hangar is the only remaining double wide double length hangar built in Canada. The hangar has become a community center for aviation related associations. There are 13 active aviation membership organizations including veterans, cadets and other member groups in the hangar. As well, the facility is utilized for community events. The facility is managed by the Edmonton Aviation Heritage Society with a separate board. While the city owns the facility, it has not historically provided financial assistance to the museum or the society other than specific capital projects. The City of Edmonton has contributed about 10% of the $2.4 million in restorations and upgrades since 1993. The activities at the hangar generated an estimated 75,000 to 80,000 person visits in 2005.
study methodology
The project plan was designed in three phases. Phase 1 focused on project planning while Phase 2 centered on the comprehensive assessment of the market, strategy and business plan, finances, operations (e.g. collection and facility), volunteer management and governance. Interviews were conducted with the leaders of the Alberta Aviation Museum Association, the Edmonton Aviation Heritage Society, the City of Edmonton, and other external stakeholders. As well, two focus groups were organized with the membership of the society and the volunteers. Comparisons were made with other museums in Alberta and elsewhere. (Aerospace Museum of Calgary, Reynolds Alberta, Canadian Warplane Heritage Museum in Hamilton, and the New England Aviation Museum near Hartford, Connecticut). Conclusions on the viability of the association/society were made and recommendations for municipal support were developed in Phase 3. As well, recommendations to enhance the strategy and business plan, marketing plan, financial plan, artifacts and facility management, volunteer management, and governance were made. The recommendations take into consideration lessons learned from other aviation related museums in Alberta and elsewhere.
Viability
The museum is an undiscovered gem in Edmonton with significant potential to be self sufficient with three year operating support from the city. The support would assist the museum/society hire full time staff to enhance existing museum displays and educational programming, invest in marketing and promotion, and establish fund development.
The museum and society have three full time staff, including an admissions/gift shop manager, an office manager, and a newly hired executive director. The museum needs a curator, a director of education, and a volunteer coordinator to achieve long term viability. Some of the comparable museums had 50,000 to 65,000 paid visitors per year. We project that with some interim operating assistance the museum’s paid admissions could reach 40,000. Projected paid admissions would be less than 10% of the 500,000 visitors a year to the Telus World of Science.
A three year operating grant of $180,000 in 2007, $120,000 in 2008, and $20,000 in 2009 would allow the museum to achieve long term financial sustainability by 2010. The City of Calgary has made a three year operating commitment of $100,000 to the Aero Space Museum of Calgary. Both the Canadian Warplane Heritage Museum (Hamilton) and the New England Aviation Museum are self sufficient.
Following is a summarized pro forma plan for the Alberta Aviation Museum Association and the Edmonton Aviation Heritage Society. The assumptions and a more detailed pro forma are included as Appendix 1.
strategic direction
The Alberta Aviation Museum Association/Edmonton Aviation Heritage Society has developed a new strategic direction. The strategic direction incorporates the vision, mission, values, and goals of the organization.
Vision
To be recognized as the leading aviation museum in Edmonton and Alberta
values
The museum/society has a number of core values that reflects how it conducts its business and treats it employees, visitors, members, volunteers, donors, tenants, and the citizens of Edmonton. These values are:
· Valued employees
· Importance of volunteers to organizations future
· Preservation of artifacts
· Quality of the visitor experience
· Partnerships with corporations, educational institutions, and other science and aviation museums
· Accountability to the taxpayers of Edmonton
· Fairness to tenants of Hangar 14
· Membership services
mission
The Alberta Aviation Museum/Edmonton Aviation Heritage Society preserves and promotes the appreciation of the aviation heritage of Edmonton and the North.
Visitors: The visitors to the museum include families, students, veterans and military personnel, and other individuals. While some of the visitors may be aviation enthusiasts, the majority may have limited knowledge of aviation.
Market: The primary market is the residents of Metro-Edmonton. Visitors to Edmonton from Alberta, Canada, and other countries are the secondary markets.
Products and services: The museum collects aircraft and other artifacts appropriate to its mission; restores aircraft; maintains its building, airplanes and other artifacts and library collection; exhibits it collection; educates its visitors; rents facilities and equipment as appropriate; and operates a gift store.
Collection: The artifacts include military and civilian aircraft, uniforms, aircraft parts such as engines, and personnel memorabilia relevant to the history of aviation in Edmonton and the North.
goals
The Alberta Aviation Museum Association/Edmonton Aviation Heritage Society has four goals:
· To educate residents of Metro Edmonton and other Albertans about Edmonton’s contribution to aviation
· To promote the understanding of the science and technology of aviation
· To protect and display Hangar 14, airplane collection and other artifacts
· To achieve financial sustainability
objectives
The Alberta Aviation Museum Association/Edmonton Heritage Society has established long term objectives that are critical to the achievement of the organization’s goals. These long term objectives are:
· To grow the number of paid admissions and revenue
· To increase the number of members and membership revenue
· To manage the facility and public access to the museum efficiently
· To ensure the continuity of volunteers
· To develop a governance structure that ensures public accountability
· To enhance public awareness of the Alberta Aviation Museum
· To build the competencies of the museum staff and ensure their health and welfare
· To expand the educational programs
· To enhance the visitor experience
· To increase annual donations and other support
strategies
The Alberta Aviation Museum/Edmonton Heritage Society has developed strategies to achieve its long term objectives. These strategies are:
· Expand the educational programs to include K-6 through partnership
· Market the corporate membership program
· Increase the prices for admissions and memberships
· Enhance the display of exhibits
· Enhance museum programming
· Enhance the communication and marketing program
· Establish one governing entity for the Alberta Aviation Museum Association and the Edmonton Aviation Heritage Society
· Hire core additional full/part time staff
· Formalize the volunteer program
· Establish a fund development program
·
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Alberta Aviation Museum Edmonton Aviation Heritage Society
1.0 introduction
1.1 study background
The Alberta Aviation Museum Association has a large collection of vintage aircraft. According to the executive director, the association has the fifth largest collection in Canada with about 15,000 paid admissions per year. Many volunteers supporting the aviation museum are aging. The collection of is housed in hangar 14 near the Edmonton City Airport. The hangar, a municipal and provincial heritage building, has space for displays, a workshop for restoration, a large hall, and a gift shop. About 13 active aviation related membership organizations, including veterans, cadets and other member groups use the hall. As well, the facility is utilized for community events. The facility is managed by the Edmonton Aviation Heritage Society with a separate board. The museum is rapidly running out of space and has aircraft outside behind the building. While the city owns the facility, it has not historically provided financial assistance to the museum or the society other than specific capital projects
1.2 purpose and objectives
The purpose of the study is to support the Alberta Aviation Museum Association and the Edmonton Aviation Heritage Society. The support will involve an opportunity assessment and development of a plan for both the association and society with recommendations with respect to the sustainability of the organizations. The study objectives are:
· to assess the market and make recommendations to enhance the marketing plan of the association
· to evaluate the collection, condition and restoration, and display of artifacts and make recommendations for improvements
· to evaluate volunteer management and develop a plan to replace aging volunteers
· to evaluate the future of the facility, given its age and condition
· to assess the financial viability of the museum and society and make financial projections
· to evaluate the governance of the association and society, and make recommendations to enhance governance structure and processes
· to support the City of Edmonton in their consideration of the future sustainability of the museum and the level of operational support required
1.3 comparative organizations
The assessment was conducted considering the market for aviation museums and best practices for their governance and management. With the input of the steering committee, we selected several Alberta aviation museums for comparison as well as two located in other parts of Canada and the U.S. We compared their collections and facilities, volunteer management, marketing, finances, and governance. In Alberta, the Aerospace Museum of Calgary and the Reynolds Alberta Museum were selected for comparison. The Canadian Warplane Heritage Museum in Hamilton and the New England Aviation Museum near Hartford, Connecticut were selected as well.
2.0 study methodology
The project plan was designed in three phases. Phase 1 focused on project planning while Phase 2 centered on the comprehensive assessment of the market, strategy and business plan, finances, operations (e.g. collection and facility), volunteer management and governance. Conclusions on their viability and recommendations for municipal support to the museum and society were developed in Phase 3. As well, recommendations to enhance the strategy and business plan, marketing plan, financial plan, artifacts and facility management, volunteer management, and governance were made. The recommendations take into consideration lessons learned from other aviation related museums in Alberta and elsewhere.
phase 1: project planning
The detailed project plan was developed in Phase 1. The tasks in Phase 1 included:
· Initial meeting with the steering committee to understand the history of the museum and society, to identify background documents and key stakeholders, and to make any necessary adjustments in the work plan
· Background document review including the website, business plan, marketing plan, by-laws of the association and society, board minutes, financial statements, facility assessment, and inventory of artifacts
· Review of the web sites of aviation museums to identify emerging trends and to develop a short list of aviation museums for comparison.
· Initial interviews with key individuals including the executive director, chair of the Alberta Aviation Museum Association, chair of the Edmonton Aviation Heritage Society, and municipal officials
· Interviews with key stakeholders such as the Kingsway Business Association, Edmonton Airports, NAIT (avionics), Alberta Museums Association, and the Telus World of Science.
· Identification of key issues related to the review such as lack of space, aging volunteers, rising visitor expectations, and dual reporting relationship of the executive director
· Detailed project plan for the assessment and plan review including guidelines for focus groups with volunteers and society members and the format for collecting information on comparable museums.
phase 2: current state assessment
The current state assessment focused on identifying the strengths/weaknesses of the existing operations and plans. Comparisons were made with other aviation related museums in Alberta and Canada. The tasks in Phase 2 include:
· Market assessment including target markets; visitor trends and profiles; visitor expectations and ratings; services; promotion and communication; and pricing
· Review of artifact inventory and management including the number, type, and condition of aircraft; restoration activities; related artifacts such as memorabilia; and displays
· Financial analysis including admissions and memberships, gift shop revenue, donations and grants, and expenses
· Review of facility management including a tour, discussion of the facility review with the city, a focus group (1 hour) with society members, and comparisons of the space, features, and maintenance with other aviation museums