ONTARIO’S MUSEUMS

STRATEGIC VISION & ACTION PLAN

LOOKING AHEAD TASK FORCE FOREWORD> ’s museums are ready to play a fundamental role in Ontario’s museums are knowledge institutions. Caring for We ask individual museums and the OMA to commit to this LOOKING AHEAD TASK FORCE creating dynamic communities and a prosperous knowledge- objects that represent our world and our place within it, Ontario’s plan, to engage in the process and work together strategically based economy. Facing massive economic, cultural and social museums connect people to collections, to information, to ideas to advance our own institutions and the sector. As a sector, we Cathy Molloy Yves Théoret Task Force Chair (2016) Task Force Chair (2014-15) transformations of the 21st century, museums are also uniquely and to each other. What museums alone can do best, and what must also embrace critical and ongoing self-assessment in the Markham Museum National Gallery of Canada positioned as public organizations to help our communities museums need to do better in these challenging times, is to use determination of our success. (to August 2015) prepare for, and proactively respond to, these changes. these connections to advance knowledge, spark innovation and to help create meaning — both on a personal level and for the In this work we also look to partner with government. Ontario’s Karen Bachmann Guy Labine It is within this context that our group of museum professionals— benefit of society. museums appreciate the support of the Ontario government Timmins Museum: National Exhibition Centre the Looking Ahead Task Force—came together in summer through the Ontario Heritage Act, the Community Museums Xerxes Mazda (2015) & 2014. We worked closely with the Ontario Museum Association Many museums are already doing this important work. As Operating Grants, the ’s Public Art Carolyn Bell Farrell Janet Carding (2014) (OMA) to assess the current status of Ontario’s museums. welcoming places, they foster discussion of values and help build Galleries Grants, and other programs. Ontario’s Museums MacLaren Art Centre We built on the OMA’s previous efforts to advance the sector social cohesion. These institutions create civic engagement and 2025 and the province’s own Culture Strategy could provide (to September 2015) through advocacy, research and professional development. cultivate innovative thinking — a service that’s critical today in an opportunity to strengthen this relationship. Moving forward, Marty Brent Peel Art Gallery, Museums Bill Poole meeting societal challenges. These museums act as agents that we ask for innovative collaboration and provincial leadership to & Archives Canadian Clay and Glass With this strong foundation, we undertook a broad consultation shape and support community identity and quality of life. Their leverage the support of other levels of government, the private Gallery process. The Task Force would like to thank the many work is of value to and reflects the changing demographics of sector and audiences. Diane Imrie colleagues and stakeholders, who graciously gave of their time their communities. We ask all museums to embrace this vision. Northwestern Ontario Sports Michael Rikley-Lancaster in the interviews, participated in the discussions, and completed Ontario’s Museums 2025 calls on all museums to be increasingly Hall of Fame Mississippi Valley Textile Museum the surveys. A first for museums in Ontario, Ontario’s Museums 2025 relevant to all Ontarians. To succeed, Ontario’s museums, Ian Kerr-Wilson describes a process for concentrated actions in strategic areas to stakeholders and funders, and all levels of government must City of Hamilton Paul Robertson Founded on this feedback, key aspects of the museum role were achieve the collective vision. It argues for a renewed relationship participate and work together. City of Kingston reimagined and future directions considered. The result is this with all levels of government and stakeholders, leading to Ontario’s Museums 2025: Strategic Vision & Action Plan. substantive and meaningful support for museums. It proposes PROJECT TEAM a plan for excellence built on innovative ways of working and Ontario’s Museums 2025 calls for sector-led transformation. greater public relevancy for Ontario’s museums. It envisions a Marie Lalonde Joshua Lichty The time is now to foster a strong, united and relevant future where museums are embedded in their communities — Executive Director Project Assistant museum sector for Ontarians. As a sector, we must seize this on local, provincial, national and international scales. Ontario’s real opportunity and maximize on the momentum to build Museums 2025 grounds this work on our unique strengths — Images (L-R): Reading the Talk, MacLaren Art Centre, Barrie. Lucy Di Pietro Micheline McKay sector capacity and to increase substantively the public value museum collections and the information associated with them. Photo: Andre Beneteau; Niagara Falls Community Gallery, Niagara Project Manager Micheline McKay + Associates in museums. As a sector, we must present a clear and critical Falls Museum. Photo: Young Glass Photography; Creatures of the public service — a unique offer that is strengthened and not Abyss, Science North; March Break Camp, Hamilton Museum of Steam and Technology, City of Hamilton; Museum on Wheels, The limited by the diversity of our museums. Morris and Sally Justein Heritage Museum. Courtesy of Baycrest; Pow Wow. Courtesy of Museum of Ontario Archaeology Page 1 | Foreword | Ontario’s Museums 2025 Ontario’s Museums 2025 | Foreword | Page 2 2. Enhance opportunities for Ontarians, stakeholders and visitors to participate in, and contribute to, the museum experience. VIBRANT Museums value the important role of their communities, the STRATEGIC VISION> public, and their stakeholders in developing and delivering their work. In 2025, they engage with individuals and communities & ACTION PLAN VITAL in identifying needs and in delivering services. Museums fully & MUSEUMS explore the benefits of co-creation and co-production. 3. Provide dynamic learning opportunities and experiences. The power of museums lies in the relationships between our Given financial realities and sustainability issues, Ontario’s Exhibitions, public programs and other museum offerings collections, our spaces, and people — staff, stakeholders, and Museums 2025 also asks museums to consider new “Being open 10 am to 4 pm is not good enough. are timely and engaging. In 2025, these offerings comprise a members of the public — and the experiences that result from organizational models that provide for greater public impact. Partner with others to create experiences across quality experience for visitors and users. These experiences are these interactions. The museum’s public service is defined and These models should explore new beneficial relationships with the community at a variety of times when all a valuable part of Ontario’s lifelong learning system. Museums realized by the provision of these experiences. In 2025, museum various parties, including other collecting institutions (libraries ages and demographics can participate.” provide innovative spaces and learning opportunities for skills experiences continue to be based on knowledge derived from and archives), other cultural organizations, governments, the - Sector Scan Participant and knowledge development to people of all ages. Partnering tangible and intangible collections, and continue to be delivered tourism industry, and other sectors such as health and education. with the education sector, they are a major provider of formal through exhibitions and various types of programming. These partnerships should take full advantage of opportunities learning opportunities and education services for elementary provided by emerging digital technologies. Looking ahead to 2025, Ontario museums play a central role and secondary students. So what needs to change? Museums in 2025 must be more in our overall quality of life and individual sense of well-being. than responsive. Ontario’s Museums 2025 argues for greater Ontario’s museums also need to work more collaboratively Museums help create sustainable and vibrant communities. They 4. Provide accessible and inspiring spaces for our quality and depth of engagement with people — our visitors, to determine, realize and measure their collective impact as a build social cohesion by bringing people together to engage in communities, the public and visitors. stakeholders and communities — when considering the types sector. Museums in 2025 have torn down walls that previously conversation, build empathy and shared understanding. As an In 2025, museums are public spaces that are broadly accessible, of experiences provided. Ontario’s Museums 2025 presents divided organizations based on collection type, activity type, or anchor for local identity, museums foster a sense of inclusion both onsite and online. Museums are used by different groups a future where museums have achieved success by fully operating size. The result is a strong sector with a clear value and belonging. As social agents, they are embedded in their with differing abilities and interests. Facilities are welcoming embracing the reciprocal nature of these relationships. position, unity based on deeply shared values and collaboration, communities, active in community initiatives and events. spaces for gathering, reflection and discussion, whether for and the ability to communicate impacts to the public in a leisure or learning for the public, whether as visitors, event Museums should proactively engage with the public and meaningful way. Ontario’s museums continue to provide meaningful experiences. participants, members or volunteers. stakeholders to realize fully their potential value to their As knowledge-based institutions, they enable people to access communities and to society. They need to facilitate active and use information, and to exchange and create content. 5. Ensure museum work is relevant to our changing and participation by community members and stakeholders Museums of 2025 use digital technology and social media to demographically diverse population. in strategic planning and all areas of museum work. They communicate effectively, to reach new audiences and to extend Museums understand the demographics of their communities themselves need to be active and beneficial public institutions their impacts. Museum space is accessible, inclusive, innovative in 2025. Museums consider people of different backgrounds, in their communities. and dynamic, allowing for a wider range of public activities and different ages, and different income levels within their services. communities, and commit to ongoing consultation with, and participation of, these groups in developing and delivering Vision 2025 museum work. Ontario’s Museums 2025 presents a vision and action plan focusing on: Museums are relevant to contemporary society in Ontario. They engage their communities, stakeholders, and the public How are we going to get there? in developing and delivering their work. Museums provide Develop tools, strategies and best practices for museums welcoming spaces for rich layered experiences and opportunities to consult with their communities and facilitate community for lifelong learning. VIBRANT STRONG & participation in museum planning and work. • Determine commonalities between sites that are & VITAL SUCCESSFUL Outcomes connecting with their community. MUSEUMS SECTOR • Empower and support museums in developing messages 1. Better contribute to the well-being and health of our to raise community awareness. communities. Museums understand the needs and issues of the environments Develop tools, strategies and best practices for museums to RELEVANT & EFFECTIVE & in which they operate, and they position their work to be use digital technology and social media to create connected relevant and of public benefit. Museums help communities MEANINGFUL COLLABORATIVE networks and to enable public access to collections, to address complex issues, facilitate debate and understanding, programs and resources, and to staff. COLLECTIONS WORKFORCE and develop innovative solutions. Museums empower people, fostering active and informed citizenship.

Page 3 | Strategic Vision & Action Plan | Ontario’s Museums 2025 Ontario’s Museums 2025 | Vibrant & Vital Museums | Page 4 Develop tools, strategies and best practices for museums Outcomes to increase capacity and effectiveness in addressing “As collection-based institutions, people want to see accessibility, diversity and inclusion. the real thing. We have the opportunity to tell stories 1. Better contribute to community building through NOTE: Museums need to consider the demographic profile of related to tangible history. I think that is something STRONG & a knowledge-based economy, cultural tourism, and their own communities, however defined, when identifying their unique museums have to offer the public – the real.” community revitalization. specific target groups. - Interviewee SUCCESSFUL In 2025, museums are a key driver of a new knowledge-based • Communicate best practices on how to effectively engage economy. Museums not only provide access to and facilitate youth (15-24) and seniors (60+). information sharing, they are innovators, active in new research • Build awareness and support diversity in the workplace Outcomes SECTOR and the creation of knowledge. Museums can help a community so that museum staff and members of the museum’s 1. Care for collections in a coordinated way. Looking ahead to 2025, Ontario’s museums are important distinguish itself, providing a strong sense of local identity, and governing authority represent the diversity of the Museums in 2025 are good stewards of collections and buildings contributors to an innovative, knowledge-based economy. creating an engaged vibrant community where people want to communities and population being served. that are held in public trust. Museums explore opportunities to Working with partners within the cultural sector, those in live, work and play. • Collaborate and partner with other professional optimize resources to provide as high a standard of collection government and other relevant sectors and industries, Ontario’s associations and groups (cultural and not-for-profit care (including conservation) as possible. In defining these museums help develop the skills and attributes needed for 2. Develop new funding models, working with all levels of sectors) to identify best practice examples, develop standards of care, museums also need to consider the public economic growth and for individual success. As place-based government and partners, so that museums can effectively workshops, and create tools to help museums with benefit. experiences, Ontario’s museums are important drivers in cultural manage their operations and provide relevant services for inclusive recruitment, and in identifying and meeting tourism. Ontario’s museums are among the main players in their communities. needs of currently underserved groups. 2. Explore new models for developing tangible and intangible community-based cultural planning and development; they In 2025, museums operate with a relevant base of local and collections. help create dynamic communities of choice. provincial government funding, recognizing their contribution Museums will collect based on sustainable and strategic models. to Ontario’s social and economic well-being. Government Collections in 2025 reflect the diversity of people’s experiences In 2025, museums have considered new operating models, also considers the museum’s public trust role with respect to and expressions. Digital technology is used to inform the and pursued innovative approaches to increase revenue appropriate funding support for ongoing asset management collecting process, including the identification of gaps and generation. Ontario’s museums in 2025 benefit from strong and collections care. Project funding is developed in RELEVANT & duplication. relationships and partnerships with the private sector and with consultation with the museum sector, so that it reflects funder other organizations. These relationships are key to sustained priorities, as well as advancing museums in their work with their MEANINGFUL 3. Enhance public access to collections. relevance. Furthermore, museum operations are robust and communities. Using this solid core of government funding as In 2025, museums work together to ensure thorough knowledge nimble; resources are available to respond to changing needs leverage, museums have strong support from private sector and COLLECTIONS of the range and significance of collections held by individual and interests. not-for-profit funders. institutions throughout the province. Collections are used Looking ahead to 2025, museum collections and our heritage to inform discussions and promote public understanding of 3. Promote Ontario’s museums, creating a strong awareness buildings continue to be central assets. Ontario’s museums contemporary issues and environmental sustainability. Museums Vision 2025 of the role of museums and their contributions to Ontario’s consider new and innovative models for the care, development explore creative ways and use digital technologies to facilitate Ontario’s museums contribute to growing our local, provincial communities. and use of the collections. not only public access to but also public use of collections. and national economies. They collaborate and partner within the Museums work together in 2025 to build public awareness and museum and cultural sector, and with other sectors. Museums support for museums. Museums are seen as a valuable and At an institutional level, museums have moved away from operate with robust and relevant funding models based on necessary resource by funders and by the general public – broad generic collections to be held in perpetuity, and How are we going to get there? the support of government, other not-for-profits, and private- both users and non-users. The public supports public funding instead collection policies and practices emphasize strategic Develop a province-wide coordinated approach to collecting sector partners. They manage their operations, buildings and of museums, and is aware of museum work in their local collecting. On a sector level, museums engage in discussions and ensure collections represent the diversity of Ontario. collections in a sustainable and effective manner. communities. on a coordinated approach to collecting, which addresses • Focus on areas of importance (e.g. gaps in collections) overlaps, duplication and gaps through both the acquisition and determined by participating museums or groups of 4. Build greater collaboration and increase partnerships deaccession processes. museums. within the museum sector, within the culture sector, and • Consider new models for ownership and stewardship. “With rural communities facing a decline in with other sectors. As public stewards, museums continue to provide professional Museums work together in 2025 to consider all opportunities • Consider deaccessioning policies and practices, and population and conceivably tax base … the standards of care for the collections, both tangible and intangible, opportunities to address duplication on a regional and for expanding their impact and operating more effectively. province has a role to play in overseeing the work that they hold in public trust. These collections belong to the provincial level. Museums pursue innovative partnerships with stakeholders and public, and as such, Ontario’s museums in 2025 work together that is being done at a municipal level and having other relevant groups (e.g. social services) to deliver their work. to increase public access to and use of collections. Develop models for shared spaces, shared service delivery an active role in that … Urban communities are Museums are also sought out and valued as partners by the and shared resources, identifying potential partners to in a better position to have access to cultural tourism, education and health sectors. Vision 2025 better optimize the use of resources. resources whereas rural ones, just because the • Consider a shared database of records that is broadly funds are no longer there, don’t …There should Museums care for and develop collections for the public accessible, allowing for identification of gaps/duplications, benefit. Museums enhance public access to, and interpretation be an equality of access.” facilitating exchanges and collaborations, including loans. - Interviewee of, collections to enable people to make meaning of their place • Develop models for joint storage and collections care with in society. a focus on shared regional solutions.

Page 5 | Relevant & Meaningful Collections | Ontario’s Museums 2025 Ontario’s Museums 2025 | Strong & Successful Sector | Page 6 How are we going to get there? 2. Develop benchmarks and performance indicators for Create meaningful employment and skill acquisition EFFECTIVE & Ontario’s museum sector to foster excellence and relevance opportunities, and address the knowledge transfer needed Develop models for shared spaces, shared service delivery in museum work. for effective succession planning. and shared resources, identifying potential partners to Museums embrace a culture of assessment and evaluation • Consider a pilot employment program that would create better optimize the use of resources. COLLABORATIVE in 2025. Results are used to foster transparency and public a bridge to help recent graduates transition to emerging • Consider new relationships of large museums and small accountability, leading to and fostering ongoing support for professionals. museums. WORKFORCE public funding of museums. • Consider development of formal mentoring programs. • Consider how to provide advisory services for museums Looking ahead to 2025, museums operate with relevant and with a focus on shared regional solutions. skilled staff contingents. Remuneration reflects the education 3. Work towards effective human resource models that Develop tools, strategies and best practices for museums • Consider innovative partnerships with the private sector and specificity of skills and knowledge needed to be an effective build leadership, foster innovation and support professional to increase capacity and effectiveness in addressing in sharing spaces and resources, building on ideas like museum professional. Volunteers continue to be critical to the development. accessibility, diversity and inclusion. “community hubs”. museum workforce. Museums work together to develop and foster leadership, • Build awareness and support diversity in the workplace and to provide meaningful and rewarding employment and so that museum staff and members of the museum’s Renew current museum funding models and recommend In 2025, the sector operates within a culture that embraces volunteer opportunities. New models for volunteering are governing authority represent the diversity of the new funding strategy. professionalism, outcome-based evaluation and self- developed that address shifts in volunteering patterns and the communities and population being served. • Determine baseline requirements for museums to be assessment. Museums demonstrate their relevance and aging demographics of volunteers. • Collaborate and partner with other professional successful and resources needed to achieve best practices effectiveness to funders, stakeholders and the public. associations and groups (cultural and not-for-profit – including capital maintenance and renewal funding 4. Consider new relationships among museums, the Ontario sectors) to identify best practice examples, develop needs. Programs and services are in place to foster innovation and Museum Association, regional museum networks and workshops, and create tools to help museums with • Develop opportunities for private sector investment leadership. Meaningful and rewarding opportunities are museum studies programs. inclusive recruitment. by corporations and businesses, and for philanthropic available for emerging museum professionals who demonstrate Museums strategically work together in 2025 to advance the support. initiative and talent. Academic and training programs reflect sector, and pursue opportunities to foster appreciation for the knowledge needed to be effective in the sector, including museum professionals, decent work conditions, balanced Work with local governments and municipal cultural leaders literacy in cultural and financial management, and provide for workloads, and renumeration. to foster awareness of shared values and municipal support ongoing skill development. There is also a stronger relationship for museums. between the number of graduates of these programs and the • Conduct discussions with Association of Municipalities number of positions within the sector, both current vacancies as “Museums should incorporate research and of Ontario, Ministry of Tourism, Culture and Sport, well as projections for growth. and Ministry of Municipal Affairs and Housing as to the evaluation into their activities — beyond measuring importance of the municipal role. attendance numbers and admission income. • Consider constituting a group of senior municipal cultural Vision 2025 Perhaps museums across Ontario can adopt the leaders for discussions. Museums can demonstrate the impact of their work on “Generic Social Outcomes”, well-being scale or • Develop resources to support local advocacy efforts, Ontario’s economy, and its social and cultural vitality. They similar framework. A consistency across museums with the involvement and support of regional museum communicate their value to their communities and to Ontarians. might add to the weight of the findings.” networks and the OMA. Museum workers are recognized as highly skilled and dedicated - Interviewee • Undertake regional forums with museums, other not-for- professionals. profits, and the private sector to promote museums and identify shared interests. Outcomes How are we going to get there? Develop a public awareness and marketing campaign. 1. Develop and implement an ongoing research framework • Illustrate and celebrate how investment in museums to facilitate museum work and to demonstrate the social and Create research capacity that draws from existing research affects the quality of community life, along with other economic impact of Ontario’s museums. but also identifies new research needed to make a case for social impacts and benefits. Research is a key factor in capacity building for the sector. museums. • Consider thematic opportunities to showcase collections Based on timely research, individual museums of 2025 are • Undertake study on current economic impact of Ontario’s across the province, and to foster public understanding of more effective in addressing their own economic and political museums and determine strategic areas for future the importance of collections. environments. Working together, the museum sector uses development. • Increase profile with private sector and other funders, research to create strategies to engage with its funders and • Determine methodology and resources needed for new i.e. community leaders and foundations, and identify promote itself to the public. In addition, the province works with data collection and ongoing assessment. champions/supporters to advocate with and for museums. museums to ensure information collected for funding programs • Explore partnerships with provincial government, is open, accessible and reported back to the sector. Working universities and other professional associations for with government, data and research is used to advance mutual collection, analysis and reporting of research. interests and build innovative models and approaches.

Page 7 | Effective & Collaborative Workforce | Ontario’s Museums 2025 Ontario’s Museums 2025 | Effective & Collaborative Workforce | Page 8 BUILDING PUBLIC VALUE LOOKING> AHEAD: THROUGH INNOVATIVE COLLABORATION Is this the century of museums? It could be – now more than ever. Museums can be knowledge powerhouses, serving as bedrock C institutions that support green economies built on ideas, innovation and creativity. Museums can be places of experiences that SU CESS & FU transform people’s lives and in turn the way people engage with their communities. Museums can be integral to society. L S RONG E How do we get there? With careful planning, innovative thinking, risk-taking, greater collaboration and partnership, and ST C � T commitment – and we do so strategically building up in stages. Ontario’s Museums 2025 is the first necessary mile. Let’s begin, O with the sector, government, stakeholders and the public coming together on this journey. From volunteers to recent graduates to established R

� leaders, the museum workforce includes a spectrum of passionate individuals. ONS � TI • In building an innovative, knowledge-based economy, we EC encourage the Province to develop labour strategies that LL Ontario’s museums are key social agents–pivotal O will provide meaningful and well-compensated employment C to the success, health and wellbeing of Ontario’s UL and skill acquisition opportunities for recent graduates and F emerging professionals in the culture sector. communities. G IN • Access to relevant data or “evidence” is needed to increase

N public value and the economic and sociocultural impact • Working together, the OMA and Ontario’s museums will A Museums are an important part of Ontario’s E of museums on provincial life. Working collaboratively, all develop strategies to improve the accessibility of Ontario’s multi-faceted economy, building communities and museums, to foster greater community participation, and M levels of government and the OMA could collect, analyze creating jobs and opportunities for Ontarians. to create inclusive spaces that are valued by all, particularly & and report on available and new data, enabling an ongoing

underserved groups. T assessment of sector successes and challenges for strategic • A renewed relationship with governments at all levels • To deliver excellence in these areas, museums will decision-making and planning. implement best practices from the cultural sector, and be is sought. A new framework is needed, built on shared • Aligned with the principles of the Open Data Initiative, priorities with a new funding model that is equitable, inspired by innovative examples from other sectors and VAN we urge the Province to make available and accessible

industries. accountable, responsive and transparent. information it currently collects on the museum sector. • The OMA and Ontario’s museums will develop tools • Strong funding support is needed throughout all of Ontario’s

RELE municipalities that includes appropriate allocations from and explore partnerships to increase the participation of � municipal programs, services and investments. Ontario’s diverse communities. � EF • On the provincial level, strong leadership is needed to • Museums will engage digital technologies to foster these new relationships, and create immersive and dynamic better leverage investments in education, municipalities F Museums are essential stewards of Ontario’s E experiences for onsite and online visitors. and tourism. collections, held in public trust. C • All levels of government are encouraged to address museum infrastructure, including plans for ongoing maintenance T I • Current collections will be reviewed, and work undertaken needs, and opportunities to facilitate community work V E towards new and inclusive collecting models that better through shared spaces and service delivery.

address the lived experiences, creative aspirations and • Museums will strengthen relationships with the private & C histories of all those who have lived and worked here, sector so that museums are valued as partners for � for example, indigenous peoples, ethnocultural groups, investment by corporations and businesses, and are desired O E C women, and new Canadians. recipients of philanthropic support. L L R • Benefitting from new technologies and resources, a • Museums will further optimize resources through new A O B F � province-wide coordinated approach to collecting operating models that include strengthened partnerships. O R K S should be adopted. Results will link Ontario’s museums, Through effective collaborations, museums will embrace R ATI WO M facilitating the sharing of information and optimizing opportunities for cost-efficiencies including those offered VE resources for the care and management of collections U by digital technologies. E for increased public access, value and use. This can only

S be realized through the collaboration of the OMA, the � U M Province, and museums. VI L BR A ANT & VIT Page 9 | Looking Ahead | Ontario’s Museums 2025 Ontario’s Museums 2025 | Looking Ahead | Page 10 The action plan itself is seen as a living document subject to its own assessment of effectiveness and ACTION> PLAN relevance. The OMA and its partners plan to undertake a review and update at least every five years.

The Looking Ahead Task Force considered a phased approach to implement the strategic vision and action plan, To be successful in 2025, Ontario’s museums will require the active and collaborative participation from the recognizing the challenges of current workloads and limited resources. Considering the feedback received, we Ontario Museum Association, the , local governments, museum stakeholders and museum recommend targeting our efforts on the following key actions over the next ten years. professionals and volunteers.

Ontario Museum Association Develop tools, strategies and best practices Ontario’s Museums for museums to consult with their communities and facilitate community Government(s) participation in museum planning and work. Private Sector

Develop tools, strategies and best Vibrant Relevant & practices for museums on using digital technology and social media to Meaningful Develop a province-wide coordinated create connected networks and to & Vital approach to collecting and ensure enable public access to collections, to Museums Collections collections represent the diversity of programs and resources, and to staff. Ontario.

Develop tools, strategies and best Develop models for shared spaces, practices for museums to increase shared service delivery and shared capacity and effectiveness in addressing resources, identifying potential partners accessibility, diversity and inclusion. to better optimize the use of resources.

Work with local governments and Create research capacity that municipal cultural leaders to foster draws from existing research but awareness of shared values and also identifies new research needed Effective & Strong & municipal support for museums. to make a case for museums. Collaborative Successful Renew current museum funding Workforce Sector models and recommend new Create meaningful employment and skill funding strategy. acquisition opportunities, and address the knowledge transfer needed for effective succession planning. Develop a public awareness and marketing campaign.

Page 11 | Action Plan | Ontario’s Museums 2025 Ontario’s Museums 2025 | Action Plan | Page 12 HOW WE GOT HERE THE PROCESS> AND ACKNOWLEDGEMENTS Informed by its previous work, OMA begins Looking Ahead: Realizing the Full Potential of Ontario’s Museums, to include: CMOG Snapshot 2000-2004 is • Informed relevant museum strategies for Ontarians that foster released – a summary of findings accessibility and participation • Improved sector capacity and communication

from financial and visitation data 2014 from the Community Museum • Improved sector accountability and transparency Operating Grant program 2008 • Looking Ahead Task Force recruited • Release of discussion paper – Ontario’s Museums

2025: Looking Ahead • 29 stakeholder interviews completed, OMA’s new strategic plan Reinforcing Relevance (2010-2015) approved, comprising 37 hours of discussion • Presentation of Ontario’s Museums 2025 at OMA

identifying five key areas: November Conference attended by 120 delegates 1. Enhancing Sector Position through Advocacy and Stakeholder Relations • 140 surveys completed for the sector scan 2015 2014 Summer - Fall Launch of 2. Enabling Organizational Capacity-Building Ontario’s Museums 2025:

• 1 roundtable discussion held – Talking May Strategic Vision & Action Plan 2011 3. Encouraging Career and Professional Development Circles at OMA Conference attended by 4. Promoting Membership Networking and Communications Opportunities 200 delegates 5. Ensuring the Sustainability of the Ontario Museum Association 2016

Looking Ahead: Towards a Strategic Identifying the Need Embracing Change To Realize our Potential Vision & Action Plan 2008 - 2013 2013-2015 2015-2016 2016-2025

Research Task Force issues report to OMA Council noting: • Lack of coordinated and consistent Launch of Ontario’s Museums Institutional survey completed approach to museum data collection 2014 Profile by 184 museums; preliminary • part of OMA’s official • Little analysis or reporting of Ontario’s Museums 2025 Summer 2012 analysis undertaken to identify collected data submission for province’s Cultural Strategy consultations issues and trends 2016 Winter • 3 webinars held with 82 online discussion participants 14/15 museumSUCCESSion project begins Winter - Spring • 1000+ engagements on social media (concluding in 2016) to: Additional presentations and discussions with: • Strengthen governance, further develop • Regional Museum Networks: • Full analysis and work on report for Ontario’s Museums organizational leadership, support succession • Waterloo-Wellington Museums & Galleries Network 2014 Profile, with Hill Strategies Research Inc. • Support and foster inclusive museums and • Museum Network 2015/16 2013 community engagement • Grey Bruce Dufferin Regional Museum Network 2015 • Work with Emerging Museum Professionals • Funders, representing: local government, provincial Spring - Summer government and private sector

Acknowledgements Blue = OMA Council: 2014-2016 Fortin & Rob Leverty, Ontario Historical Society | Cheryl Fraser, Royal Ontario Museum | Petal Furness, Grey Roots Museum & Archives | Cathryn Gregor, Canada’s National Ballet School | Beth Hanna, Ontario Heritage Trust | Sheila Johnson, Fanshawe Pioneer Village | Marion Joppe | School of The Looking Ahead Task Force and the OMA gratefully acknowledge the contribution of Ontario’s museums, and the many Hospitality and Tourism Management, University of Guelph | Henry Kim, Aga Khan Museum | Emanuele Lepri, Bata Shoe Museum | Jennifer Lyons, people involved with this project, including interviewees and OMA Council, without whom our work would not have been possible: Community Development, Prince Edward County | David Marskell, THEMUSEUM | Cathy Masterson, City of Windsor | Cathy McGirr, Bruce County Museum & Cultural Centre | Cathy Molloy, Markham Museum | Braden Murray, Lake of the Woods Museum | Lori Nelson, Lake of the Woods | Bill Michele Alderton, Red Lake Regional Heritage Centre | Chris Bagley, Black Creek Pioneer Village | Clark Bernat, City of Niagara Falls Museums | Carrie Nesbitt, Community Services, Town of Oakville | Larry Ostola, Economic Development & Culture, City of Toronto | Gilles Séguin, Parks Canada Agency Brooks-Joiner, Carrie Brooks-Joiner & Associates | John Dalrymple, Canada’s National Ballet School | Diana Carter, Ottawa Museum Network | Demetra Shelagh Paterson, Ontario Library Association | Maria Piacente, Lord Cultural Resources | Shannon Prince, Buxton National Historic Site | Naomi Rupke, Christakos, Ontario Association of Art Galleries | Costis Dallas, Faculty of Information Studies, University of Toronto | Mike Delfre, Canadian Bushplane Discovery North Bay | Chantal J. Schryer, Canadian Museum of History | John Summers, Heritage Services, Regional Municipality of Halton | Kelley Swift Heritage Centre | Madelyn Della Valle, Windsor Community Museum | Victoria Dickenson, McMichael Canadian Art Collection | Ken Doherty, Community Jones, Simcoe County Museum | David Szwarc, Region of Peel | Yves Théoret, National Gallery of Canada (to August 2015) | Robert Tremain, Cultural Services Department, City of Peterborough | Virginia Eichhorn, Tom Thomson Art Gallery | Kevin Finnerty, Ministry of Tourism, Culture and Sport | Jim Services Division, Lambton County | Kathryn Townshend, Ontario Arts Council | Meighan Wark, Cultural Services, County of Huron.

Page 13 | The Process | Ontario’s Museums 2025 Ontario’s Museums 2025 | The Process | Page 14 For questions about this document please contact: [email protected].

Ontario Museum Association 50 Baldwin Street Toronto, ON, M5T 1L4 Tel: 416-348-8672 Toll-free: 1-866-OMA-8672 Go to: members.museumsontario.ca

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Funding for this work was provided by: