HomeMy WebLinkAboutItem 03 Springfield Museum - Funding & Management AGENDA ITEM SUMMARY Meeting Date: 6/5/2017
Meeting Type: Work Session Staff Contact/Dept.:
Rob Everett
Staff Phone No: 726-3756
Estimated Time: 30 minutes
S P R I N G F I E L D
C I T Y C O U N C I L
Council Goals: Promote and Enhance our Hometown Feel while Focusing on
Livability and
Environmental Quality ITEM TITLE: SPRINGFIELD MUSEUM - FUNDING & MANAGEMENT
ACTION
REQUESTED:
Examine feasibility and cost of incorporating the Springfield Museum back
into city government under the administration of the Library. Give direction
to staff on how to proceed.
ISSUE STATEMENT: At its April 10, 2017 work session, the Springfield Museum Board proposed that the City resume management and operation of the Springfield Museum
under the aegis of the Springfield Public Library. Council referred the topic
of funding and managing the Museum to a future Work Session, June 5,
2017.
ATTACHMENTS:
ATT 1 Museum Funding & Management - CBM ATT 2 Springfield Museum Annual Report
ATT 3 Letter from Chair of the Museum
ATT 4 2017 March Roster Springfield Museum Board of Directors
ATT 5 2017 Museum Management Agmt.
ATT 6 Springfield Museum Exhibits 2016-17
DISCUSSION/ FINANCIAL
IMPACT:
The attached briefing memo is a summary describing what steps would need
to be taken to successfully integrate the operation of the Springfield Museum
into the overall operation of the Springfield Public Library. We have done a
preliminary review of the Museum’s current budget, staffing, and operation, and have identified areas where additional staffing would be needed in order to operate two buildings open to the public. We have also tried to identify
areas where we would be able to integrate the Museum activity into a similar
Library activity utilizing our existing staff resources, but needing additional
funds to provide for the Museum portion e.g. marketing, programming, volunteer coordination, etc. We have also arrived at a proposed figure for the cost of making the Museum part of a city agency.
M E M O R A N D U M City of Springfield
Date: 6/5/2017
To: Gino Grimaldi COUNCIL
From: Rob Everett, Library Director BRIEFING
Subject: Springfield Museum – Funding and Management MEMORANDUM
ISSUE: At its April 10, 2017 work session, the Springfield Museum Board proposed that the
City resume management and operation of the Springfield Museum under the aegis of the
Springfield Public Library. Council referred the topic of funding and managing the Museum to a future Work Session, June 5, 2017.
COUNCIL GOALS/
MANDATE:
Promote and Enhance our Hometown Feel While Focusing on Livability and Environmental
Quality
BACKGROUND:
Introduction: The following is a summary describing what steps would need to be taken to
successfully integrate the operation of the Springfield Museum into the overall operation of the Springfield Public Library. We have done a preliminary review of the Museum’s current budget,
staffing, and operation, and have identified areas where additional staffing would be needed in
order to operate two buildings open to the public. We have also tried to identify areas where we
would be able to integrate the Museum activity into a similar Library activity utilizing our
existing staff resources, but needing additional funds to provide for the Museum portion e.g. marketing, programming, volunteer coordination, etc. We have also arrived at a proposed figure
for the cost of making the Museum part of a city agency.
Additional Staff Resource: At a minimum we believe we would need 2.0 FTE to see to the
daily staffing and operations of the Museum; plan and implement the requisite number of programs and displays; organize, protect, and preserve archival materials; engage in community
outreach and fund-raising activities; volunteer coordination; manage; liaise with Museum
advisory board; and maintain an accounting for a portion of the overall Library budget. The
staffing we would suggest would be a 1.0 FTE credentialed Museum management professional
and a 1.0 FTE library technician. Each of these positions would receive library training and we would also provide museum training to existing library staff so that the museum staff would have
back-up for illness and vacations.
1.0 FTE Management Analyst C-41 Salary + Fringes $98,406
1.0 FTE Library Technician Salary + Fringes $84,606
Total - Year 1 Salary + Fringes $183,012
Attachment 1, Page 1 of 4
Integrated Activities: There are a number of areas where we believe we could integrate the
museum’s activity into the overall library operation. Examples of these would be: marketing,
programming & events, the classification, organization and preservation of archival materials; and development (fund-raising & grant writing). We would also be able to access the Library’s
well-established volunteer program accounting for over 4000 hours of labor each year.
Funding Estimate: Using the Museum’s FY17 budget reports as a starting point and then
conferring with City Finance Department staff we have derived the following cost estimate for incorporating the Museum into the Library’s FY18 operating budget.
FY18 Expense Revenue Balance
2 FTE $183,012
1 FTE 98,406
M & S 20,000 $45,000 TRT
Facilities 6,000 20,181 Grants
Total (2FTE) $209,012 $65,181 ($143,831)
Total (1FTE) $124,406 ($ 59,225)
Alternative staffing scenario: Another strategy that could be employed would be to create a 1.0 FTE Museum Manager position. We would then have to rely upon existing library technician
staff and draw upon the library’s volunteer workforce to provide the staff support needed. We
are providing this option because it retains the ability of a full-time manager to address all
aspects of museum operations including: board development, fund-raising, grant writing, exhibitions, archival work, budgeting, operational oversight, and volunteer supervision. Utilizing this option would directly impact the ability of the library to support its own operation
as well as any ability to expand and improve upon its current services. That same staff and
volunteer force would be taking on the additional responsibility of supporting the museum
operation as well. This would reduce the overall cost of the transition by $84,606 and require an additional outlay of $59,225 in TRT funds. This would bring the total outlay of TRT funds to $104,225 which includes the current allocation of $45,000 and the additional $59,225 to create
the full-time manager position.
Transient Room Tax Fund Status: For next year the estimated revenue to be received from transient room taxes is $1.4M. Currently the City has programmed through the annual budget
process approximately 80% of the revenue to be received. This leaves about $260,000 annually
that is available for one time or special projects. Recent uses have been for the Olympic trials,
downtown murals, a veteran’s plaza and sculpture projects along EmX routes and in Gateway.
For FY18 there has not been any special projects identified during the budget process and these remaining funds will be placed in the TRT reserve fund account. For the past couple of years,
the overall fund expenditures have been less than the available resources and the City has been
letting the reserve fund grow anticipating one or more special projects in the near future. It is
estimated that on July 1 the reserve will be about $600,000, with about half being normal
Attachment 1, Page 2 of 4
contingency and working capital and the other half expected to be available for special projects.
As currently budgeted, $260,000 for FY18 that is currently not programmed will be added to the
$600,000 at year’s end. Either Museum funding proposal could be supported by current and
anticipated reserve funds without exceeding their expected rate of growth. Recent Council direction has placed a priority on use of TRT funds for building a necessary reserve and funding
source to support future required financing and/or funding of a hospitality/conference/convention
facility special project. In addition to building a special project reserve, TRT funds are currently
utilized as a funding source for the existing museum annual contract, the Springfield Area
Chamber of Commerce annual contract, tourism related advertising and events, special art projects, the Springfield Arts Commission and staffing of TRT program management. At the
direction of Council, funds may be redirected from the above categories and made available for
additional ongoing annual museum operations.
Governance: Currently the Museum is a 501c3 non-profit organization with an independent governing board. Moving forward the Library would assist the Museum Board in redefining its role and in making the transition from a governing non-profit board to a Council appointed
advisory board. Another possible outcome would be that the Museum Board retain its 501c3
status and become a fund-raising and advocacy organization working on the Museum’s behalf.
Part of the Museum Director’s assignment would be to facilitate the work of the board and act as a liaison between the board and city staff, city administration, and elected officials.
Technology Needs: We would need to assess the Museum’s technology needs; software,
hardware, and network capabilities.
Liabilities: Assuming responsibility for supporting the Museum operation will place additional responsibility on Library administration and staff as they strive to sustain and improve the
quality of library services. From staffing levels to fund-raising capacity both agencies, and
particularly the library, could struggle to maintain the current level of service much less gain
ground in making needed improvements. We want to continue to build on our recent success in improving and expanding our service and we would want the Museum to be equally successful under our leadership.
By establishing an ongoing commitment to funding city staff in the Museum we will face
continually growing personnel costs over time as opposed to a flat annual contribution.
In addition to annual personnel costs we will also be subject to increasing annual indirect costs for supporting staff and facilities on the city payroll
Assumes responsibility for operating a second, aging, facility, with public service hours
Assets: Establishes stable, adequate funding under professional management for Springfield
Museum operations.
Utilizes existing Springfield Library resources to enhance and improve museum
operations.
Provides an additional venue for library programs and displays and the opportunity for
cross marketing library and museum programs
Allows museum manager and museum board the ability to develop more robust private
Attachment 1, Page 3 of 4
fund-raising capacity.
RECOMMENDED ACTION: Examine feasibility and cost of incorporating the Springfield
Museum back into city government under the administration of the Library. Give direction to
staff on how to proceed.
Attachment 1, Page 4 of 4
Page 1 of 4
Highlights 2016-2017
Provided a variety of exhibits – Partnered with several community organizations to bring new content to Springfield
Balanced budget – Museum finances for FY2016 are healthy; FY2017 projections show a deficit
Fundraising firsts – History & Hops fall fundraiser, upcoming Arts & Crafts Fair fundraiser in June
Expanded the Board of Directors – Full Board at 9 members and growing
Increased volunteer numbers – 9 volunteers who collectively donate about 80 hours per week
Increased media outreach – Continued a robust presence on our website and Facebook; reactivated our Twitter
account; started a monthly eNewsletter; regularly appeared in The Register-Guard calendar and ArtWalk publications
Collections management – On track to complete the first full inventory of the Museum collection
Operations – Documented relevant information covering Museum operations and resources
Year in review: This has been a year of growth and transition at the Springfield Museum. The Museum has increased its
number of both volunteers and Board members. Attendance continues to rise. Social media outreach has grown,
allowing the Museum to reach more members of the community. The Museum produced six exhibits last year and plans
a full six to seven for next year, all on topics of local history and art.
The previous Executive Director, Ben Johnson, left for a new position in May 2016. The Board of Directors hired Jennifer
Thompson to serve as Interim Executive Director, followed by the current Interim Executive Director, Taylor Harwood.
Taylor is leaving the Museum in the fall to pursue graduate studies. The Board of Directors has formed a Hiring
Committee to recruit a permanent Executive Director by August 2017. Ben Johnson left the Museum in a strong position
and Board members, staff and volunteers have worked hard to keep the Museum operating smoothly, so it has
continued to flourish despite an extended period of transition. Board members and Interim EDs have steered the
Museum in a creative new direction. With consistent leadership, the Springfield Museum will continue on this positive
course, staying active in the community, caring for collections, and providing quality exhibits for the public.
Exhibits
This year, exhibits were curated in collaboration with multiple community partners, including the Springfield Police
Department, the Lane County Sheriff’s Office, the Springfield Community Parade Corporation, Willamalane, Community
Alliance of Lane County, the Springfield Historic Commission, and the Springfield School District. In addition to bringing
rich content for the public to enjoy, these partnerships extend our community outreach.
Over the past year, the Museum has met our contractual obligation of providing six exhibits per year. (See attached.)
Attachment 2, Page 1 of 4
Page 2 of 4
2016 Exhibits:
First to Assemble: The Oregon National Guard and the 162nd Infantry Regiment
Highway 99 Revisited
Springfield Student Art Exhibition
Behind the Badge: Law Enforcement Lane County
People, Parks and Play: A History of the Willamalane Parks and Recreation District
Community on Parade: 64 Years of the Springfield Christmas Parade
2017 Exhibit Schedule:
Quilting Then and Now
Expressions: local art feature
Springfield Student Art Exhibition
We Are Neighbors photography collection
When Springfield Was Young: Establishment and Development of the City Center
Covered Bridges of Lane County
Unexplained Oregon
Finances
The Springfield Museum is projected to end FY2016-17 with a small net income, an increase of over 250% from last fiscal
year. In addition to the City of Springfield’s contribution, exhibit sponsors and new fundraising efforts brought income to
the Museum. Last year, the Museum budget balanced for the first time in five years, and this year continued the same
positive trend. The previous Director reduced the deficit by more than $30,000 and left only a negligible deficit last year.
Even with increased income from fundraising and exhibit sponsorships, the anticipated increase in Executive Director
payroll expenses means that the FY 2017-2018 budget projects a deficit. Even with consistent and careful management
and increased fundraising, it will be difficult to regularly turn a profit.
Fundraising
This year we have developed a fundraising cycle for the Museum, laying the groundwork for years to come. Last fall we
held the first annual History & Hops fundraiser, and on June 9th the Museum will host a local craft fair. History & Hops
raised $1,500 after expenses—excellent for a first-time fundraiser, especially considering this outdoor event suffered
from wind and rain. We predict a more successful event this year, with an earlier event date, August 11th to increase the
likelihood of good weather. Continuing these annual fundraising events will provide a regular funding base going
forward.
Board of Directors
The Springfield Museum Board of Directors is dynamic, multi-talented, and continuing to grow. Nine Board members
bring a variety of skills and resources, including backgrounds in areas of business, law, grant-writing, Museums, and
management. In the past year, Board members have invested their time in a fundraising committee, which planned the
first History & Hops fundraiser and is currently planning spring and fall fundraisers for 2017; a membership committee,
which brought in several new Board members; and a hiring committee, which is in the process of hiring a new Director.
Board members worked on fundraisers, volunteered their time at the Museum, and showed their support by regularly
attending Museum events.
Attachment 2, Page 2 of 4
Page 3 of 4
Volunteers and Staff
Since December, the Museum has almost doubled our volunteer numbers, adding 4 volunteers from a variety of
backgrounds. These volunteers help with exhibition installation, greet visitors, give tours, assist with archives and
research exhibits. Paid staff remains limited to one full-time and one half-time employee.
Publicity and Social Media
We maintain an informative, up-to-date website. The Museum regularly engages on social media platforms (Facebook
likes on the Springfield Museum page have increased by over 75% in the past year and Twitter has seen a 6.5% increase
since I revived it in December). Exhibit openings regularly received mention in the Register Guard calendar, in the
Springfield Times while it was running, and on the KEZI events calendar. In January, I began sending a monthly
eNewsletter to Museum supporters to keep them apprised of new events and engaged with the Museum.
Inventory and Collections
Museum volunteers have completed inventory and organization of the Museum vault. We have begun inventorying
collection items located at the Museum’s storage unit to complete the inventory begun in 2015. The next collections
goal is to make collections more accessible to the public. The first step I’ve taken towards this goal is displaying a
selection of the Museum’s photograph collection on two screens at the Museum, one internal and one facing out the
window on Main St. to draw in visitors. When possible, I have prioritized using Museum collections in exhibits instead of
relying primarily upon outside materials. The next major collections project will meet this goal by making collections
accessible through the Museum website.
Standard Operating Procedures
I have compiled documents to systematize operations and prevent the Museum from being person-dependent. This
detailed account of Museum operations and community partners will be valuable for the next Executive Director and
beyond. Expanding upon what the Museum has developed in the past will help maintain consistency through leadership
change.
Summary of Museum performance under terms of Management Agreement
Section 4. The Manager
A. Manager shall operate the Museum for the purposes described in the Recitals… Manager shall use its best efforts to
keep the Facility open to the public not less than two hundred forty days per year.
The Springfield Museum is open 5 days per week. We were open for a total of 255 days in 2016, allowing for federal
holidays and icy weather.
B. Manager shall sponsor no less than six (6) exhibits per year in “The Kathleen Jensen Gallery.”
The Museum sponsored six exhibits in the Kathleen Jensen Gallery in 2016 and will do the same by the end of 2017. One
staff member is solely responsible for research, design, fabrication, installation, promotion and fundraising for each
exhibit. This year, a volunteer assisted with installation and another volunteer conducted research for one exhibit.
C. Manager shall protect the community’s investment in the Permanent Exhibit, Historic Springfield Interpretive Center,
by reserving the space solely for this purpose and for no other use.
The Museum continues to devote the second floor to the Interpretive Center. The permanent exhibit will need to be
updated at some point.
D. Manager shall provide for the care of the Permanent Collection. Manager may engage in conservation and restoration
of items in the Permanent Collection.
Attachment 2, Page 3 of 4
Page 4 of 4
Although we continue to accept donations to the Permanent Collection, the Museum storage is close to capacity.
Museum staff and volunteers recently completed a condition assessment of the onsite collection. The condition of
offsite collection items will be assessed this year, subject to volunteer availability.
E. Manager will protect the Permanent Collection and provide for its accessibility to the citizens of Springfield.
We continue to care for the Permanent Collection with the space and resources available.
F. Manager shall maintain the completed Inventory Catalog of the City’s Permanent Collection.
We are working to complete the inventory begun in 2015. We have completed onsite assessment and begun inventory
offsite at the Museum storage unit.
G. Manager shall provide an education program for Springfield youth.
The Museum continues to lack the resources and space to create an education program for Springfield youth. We
provide tours to classes on request and work to include educational and youth-oriented aspects in exhibits.
H. Manager shall continue to make the Permanent Collection resources available to the community.
Researchers are able to access the Permanent Collection on request. Items from the Permanent Collection were
displayed in half of the exhibits last fiscal year. We are increasing accessibility by displaying Museum photographs in the
Museum, and plan to them available on our website.
I. Manager shall be actively involved in the community.
In addition to cultivating community partnerships and hosting community events at the Museum, the Board of Directors
and Museum staff actively promote Museum exhibits and activities.
J. Manager shall furnish necessary personnel to provide the services set forth in this Agreement and shall be solely
responsible for wages, benefits, worker’s compensation insurance, unemployment insurance, and all other Costs
associated with Manager’s employees or volunteers.
We have one half-time staff member paid through the federal SCSEP job training program and one full-time staff
member (Director) paid through the Museum.
The Springfield Museum maintains its 501(c)3 status as per section 6 and has complied with all insurance requirements
articulated in section 8 of the Management Agreement.
Looking to the Future
The City of Springfield’s investment in the Museum creates a welcoming, educational space for visitors. In December,
the Springfield Museum was the venue for a First Fridays Communities of Color Networking event, hosted by the City of
Springfield and Springfield School District. The February 2017 exhibit opening included live music and a painting and
dance demonstration. The May 2017 exhibit opening will feature live music and poetry readings. These events open the
Museum for use as a community space and show the potential for future events and programs at the Museum. As the
2016-2017 exhibits demonstrate, the Springfield Museum continues to provide a wide variety of exhibits, serving the
diverse interests of residents of Springfield, Lane County, and beyond. As our community partnerships flourish and the
Museum becomes a destination in its own right, the Museum’s potential to boost the economic revitalization of
downtown expands. The Springfield Museum continues to reestablish itself as an active attraction in downtown
Springfield, fulfilling our mission preserve and interpret local history, enriching the cultural life of our community, and
encouraging more visitors to the area.
Attachment 2, Page 4 of 4
Springfield City Council:
2016 was an eventful year for the museum. In May, our Executive Director, Ben Johnson, left the
museum to take on a new museum director position in New York. Though a hard loss, we acted
quickly and hired a new Interim Director, Jenn Thompson, in his place. Jenn saw us through our
Willamalane exhibit and our first History & Hops fundraiser and then handed the reigns on to our
current Interim Director, Taylor Harwood.
Taylor has done an excellent job in her role and is making significant strides in setting the museum
up for continued success. With only 6 months in her position, Taylor has done the following 4
exhibits:
Community on Parade: 64 Years of the Springfield Christmas Parade
Quilting Then and Now
Expressions: local art feature
Springfield Student Art Exhibition
In addition, she has been able to find sponsors for our exhibits and has added 4 volunteers (for a total
of 9) to our volunteer pool. Taylor also helped us with History & Hops; is in process of securing a
grant for us; is helping us plan two large fundraisers this year; and is aiding in our search of a new
Executive Director.
The year was not without its valleys, but the museum met its contractual obligations to the city and
as a result of not having an ED for a period of time, was able to operate in the green. We
accomplished our major goals of 2016, fundraising and increasing board membership. History &
Hops and biannual appeals to community members and businesses expanded museum fundraising.
In addition, we have increased our board size to 9 members – all of whom bring a unique skillset that
will help pave our way to success.
Moving forward, the museum continues to face challenges with our budget. With only a small cash
reserve, the museum cannot afford to operate in the red. Furthermore, it is not ethical for us to hire
an Executive Director for a salaried position at 40k/year without the financial backing to sustainably
support it. For these reasons, the Springfield Museum Board is seeking one of two outcomes:
1. The museum goes back under the city’s umbrella.
2. The museum receives additional funding of $20,000/year so that we can continue to fulfill the
city’s contractual obligations.
We welcome your feedback and continued support as we move forward. We are optimistic for the
future of the Springfield Museum and are excited for the projects we have ahead of us.
Thank you for your time and concern.
Michael Herron
Board President
Attachment 3, Page 1 of 1
Springfield Museum
Board of Directors
MAILING ADDRESS PHONE APPOINTMENT
DATE
RE-
APPOINTMENT DATE
EXPIRATION
DATE
HERRON, Michael - PRESIDENT H: W:
3/2014 3/2017
LALLIER-BARRON Megan–
VICE-PRESIDENT
H:
W:
1/2016 1/2019
SANDELL, Tiffany- SECRETARY C: 12/2016 2020
RIFENBURG, Kathryn
C: 2016 2019
LIGHT, Ryan
C: 10/2016 2019
BUTTERFIELD, Liz
C: 12/2016 2020
SELVEY, Erin
C:
W:
12/2016 2020
MLYNSKI, Kasia
JONES, Brenda – City Liaison 225 5TH Street
Springfield, Oregon 97477 W: bjones@springfield-or.gov
H:
H: W: 541.726.3610
C:
2/2017
2015
2020
Edited 3/2017 tharwood
Attachment 4, Page 1 of 1
CITY OF SPRINGFIELD/SPRINGFIELD MUSEUM
Contract # 1691
MANAGEMENT AGREEMENT
July 1, 2016
PARTIES:
Springfield Museum, hereinafter "Manager"
An Oregon non-profit corporation administered by a volunteer Board of Directors organized for
charitable, educational, social, and archival purposes including, but not limited to, the support of
the facility known as the Springfield Museum
City of Springfield, hereinafter "City"
A municipal corporation of the State of Oregon which is the owner of the building known as the
Springfield Museum and the Permanent Collection of historic artifacts, documents, oral histories,
photographs, and other donated items
Account Number Percentage
650099-208-01170 100%
RECITALS:
A. City is the owner of a facility known as the Museum and a permanent collection of
historic artifacts, documents, oral histories and photographs. The collection of historic
artifacts, documents, oral histories and photographs is housed at the Museum and other
appropriate sites by City.
B. Manager is a non-profit corporation engaged in cultural, educational, social, archival and
charitable pursuits, and has experience and skill in the area of museum management.
C. City desires to provide a forum for our community's historical and contemporary culture
by providing a Museum for the citizens of Springfield and visitors to the area.
D. Manager desires to assist City in providing such forum and maintaining and cultivating
the permanent collection of artifacts, documents, oral histories and photographs.
E. Manager desires to encourage and sponsor exhibits, exhibitions and displays including
both permanent collection and other private artifacts, documents oral histories and
photographs as well as other events related to the history of Springfield.
F. Manager wishes to provide and maintain an incidental gift shop and gallery at the Museum at which items may be sold and the revenues derived therefrom be applied by Manager solely for the purpose for supporting the museum. G. The Parties wish to provide for the management of the Museum and the maintenance and cultivation of the permanent collection and other private artifacts, document, oral histories
and photographs by the Manager.
H. The Parties wish to provide for the maintenance and protection of the Historic Springfield
Attachment 5, Page 1 of 8
Interpretative Center at the Museum.
NOW THEREFORE, based on the forgoing Recitals, the Parties agree as follows: Section 1. Term.
A. This Agreement shall take effect on July 1, 2016. The Agreement may be amended
annually, to extend the term stated herein, upon mutual agreement of the parties unless either party provides the other party with notice of intent to terminate this
Agreement not less than sixty days prior to July 1 of each year. In negotiating any
extension CITY shall consider the requirements of SMC Section 2.708(3).
B. Invoice. Invoice to be sent to: Accounts Payable - City of Springfield, 225 5th Street,
Springfield, OR 97477 or email to ap@springfield-or.gov. Invoice will be paid on the
check run nearest January 15th and July 15th. The invoice must reference this contract
#1691 and approval code #712.
Section 2. Ownership of Collection, Facility and Improvements.
A. The Museum is the property of the City and any permanent improvements to the
Museum shall inure to the benefit of the City. The Manager is not a tenant of the City
and does not by this Agreement acquire any right to occupancy or possession of the
Museum, except as may be required to perform its duties under this Agreement.
B. All donations of artifacts, documents, oral histories and photographs accessioned into
the Permanent Collection are property of the City. The Manager does not by this
Agreement acquire any right to the Permanent Collection of historic artifacts,
documents, oral histories and photographs or any other donated items.
C. The Permanent Collection accession policy and procedure is described in Exhibit B.
D. Future donations to the City, Museum or Manager meeting the criteria for accession to
the Permanent Collection shall be the property of City. Except for Fund Raising
Activities described in Section 6, Manager shall accept no donations for Manager.
Section 3. City Responsibilities.
A. City shall provide for the storage of the Permanent Collection and those items awaiting
a determination with respect to accession. Current storage includes one offsite unit.
Manager will be allowed access to the unit at any time. The City will cover all costs for
the storage.
B. City will provide four parking passes for use of the Manager's volunteers.
C. The Manager will be provided four keys to the Museum to provide administration
services. City security personnel will continue to secure the building each evening and
open and close the building on Saturdays.
D. The City will continue the maintenance schedule currently in place including exterior window washing. E. The City will continue to host the Manager’s Museum website on its server.
Attachment 5, Page 2 of 8
F. The City will provide the Manager the telephones currently in the Museum and the City’s telephone system for local dial tone. Manager shall reimburse City for all long distance calling. City will submit an annual statement to manager which shall be promptly paid.
Section 4. The Manager.
A. Manager shall operate the Museum for the purposes described in the Recitals. Except as
specified in subsections 4B and 4C below Manager shall have the discretion to determine
the nature and type of exhibitions and the exhibition schedule. Manager shall use its best
efforts to keep the Facility open to the public not less than two hundred forty days per year.
B. Manager shall sponsor no less than six (6) exhibits per year in “The Kathleen Jensen
Gallery.”
C. Manager shall protect the community’s investment in the Permanent Exhibit, Historic
Springfield Interpretive Center, by reserving the space solely for this purpose and for no
other use.
D. Manager shall provide for the care of the Permanent Collection. Manager may engage in
conservation and restoration of items in the Permanent Collection.
E. Manager will protect the Permanent Collection and provide for its accessibility to the
citizens of Springfield.
F. Manager shall maintain the completed Inventory Catalog of the City’s Permanent
Collection.
G. Manager shall provide an education program for Springfield youth.
H. Manager shall continue to make the Permanent Collection resources available to the
community.
I. Manager shall be actively involved in the community.
J. Manager shall furnish necessary personnel to provide the services set forth in this
Agreement and shall be solely responsible for wages, benefits, worker’s compensation
insurance, unemployment insurance, and all other Costs associated with Manager’s
employees or volunteers.
Section 5. Required Reports.
A. Manager shall provide City Council with an annual report of the cataloging and inventory
requirement specified in section 4F not later than June 30th of each year.
B. Manager shall provide City Council with an annual report on the condition of the permanent
collection and accessions to the permanent collection and accessions to the permanent
collection through gifts, purchase, grants or otherwise not later than June 30th of each year.
C. Manager shall report to the City Council on the activities of the Manager in the
management of the Museum on or before December 31 each year. Manager shall report
such other times upon request by the City and shall provide such written reports as may be
requested or required by the City. All records maintained by the Manager relating to its
duties as defined herein are public records and available for inspection by the City.
Attachment 5, Page 3 of 8
D. Manager shall prepare and submit to the City a financial report each six months, on
September 15th and March 15th of each year, that identifies all income by source and
expenses by category for the previous six months.
E. City and the Manager shall jointly prepare a prioritize list not later than June 30 of each
year of major projects for maintenance, repair and restoration of the Museum.
F. The Manager shall obtain a Liquor License through O.L.C.C. (Oregon Liquor Control
Commission) and the City’s Business License Program for every event that alcohol will be
served.
Section 6. Fund Raising Activities.
A. Manager may engage in fund raising activities at the Facility and shall be allowed to retain
any income generated from such activities. Manager specifically agrees that any such fund
raising activities are at the Manager’s sole and exclusive risk.
B. The Manager will maintain 501(C) 3 status.
C. The Manager may, at its sole and exclusive risk, operate an incidental gift shop and gallery
at the Museum, subject to all other terms and conditions of this Agreement. Any costs of
operation shall be the exclusive responsibility of the Manager and any revenues derived
therefrom be applied by Manager solely for the purpose for supporting the museum.
D. Fundraising Activities. As specified in subsections 6A and 6C, any income or profit from
the activities specified in section 6 shall be used for the management of the Museum and
the maintenance and cultivation of the Permanent Collection.
Section 7. Compensation.
In consideration for providing the services as set forth in the Agreement, the City agrees to pay
the Manager a management fee of $45,000. Payment of these funds will be in two payments and
disbursed on July 15 and January 15 of each year. This will also be the disbursement schedule
for any future funds which may be agreed upon by both parties. On or before March 1 of each
year, the parties shall meet and review the management fee and set an amount for the next fiscal
year. The amount shall be submitted to the Development and Public Works Director for
consideration by the City Manager as part of the City Manager’s proposed annual budget.
Manager’s request shall be subject to the City’s budgeting process, as provided by Oregon
budget law. The total amount of compensation for Fiscal Year 2017 is $45,000.
Section 8. Insurance.
A. Liability Insurance. Manager shall provide commercial general liability insurance with
limits of not less than $2,000,000.00 per occurrence and $3,000,000 in aggregate. The
City, its employees, officials and agents will be named as an Additional Insured where
operations are being conducted related to this contract, on the General Liability policy
as respects to work or services performed under this agreement to the extent that the
death or bodily injury to persons or damage to property arises out of the fault of the
Manger’s or the fault of the Managers agents, representatives or subcontractors. This
insurance will be primary over any insurance the City may carry on its own.
Commercial general liability will include a non-owned auto component.
B. Physical Damage. Manager shall provide an all risk of loss contents or inland marine
Attachment 5, Page 4 of 8
policy covering damage or loss to Non-Permanent exhibit items owned or loaned to City or
Manager, contents of the Gift Shop and also specifically the Kathleen Jensen Gallery.
Coverage would also extend to ANY exhibit item stored offsite or on temporary exhibit.
C. Workers’ Compensation. Manager shall provide and maintain workers’ compensation
coverage for its employees, officers, agents, or partners, as required by applicable workers’
compensation laws. If Manager is exempt from coverage, a written statement signed by
Contractor so stating the reason for exemption shall be provided to the City.
D. Evidence of Insurance. Manager shall provide evidence of the required coverage’s
issued by a company satisfactory to the City which shall be provided to the City by way of a
certificate of insurance before any work or services commence. A 30-day notice of
cancellation or material change in coverage clause shall be included. In the event of such
notice or material change it is the Independent Contractor’s obligation to provide the 30 day
notice if not done so by the Independent Contractor’s insurance company(s). Failure to
maintain the proper insurance shall be grounds for immediate termination of this contract.
E. City Insurance. The City will carry its normal liability coverage to cover the City’s liability
arising out of the City ownership, operation, maintenance or use of the Museum. The City
will also cover damage or loss to the building and to fixtures and Permanent Exhibit items
except when they are off site and/or being exhibited by Manager. Section 9. Waiver of Subrogation.
Neither party, nor its officers, directors, employees, agents or invitees shall be liable to the other
party or to any insurance company (by way of subrogation or otherwise) insuring the other party
for any loss or damage to any building, structure or other tangible property, when such loss is
caused by any of the perils which are or could be insured against under a standard policy of full replacement cost insurance for fire, theft and all risk coverage, or losses under workers’ compensation laws and benefits, even though such loss or damage might have been occasioned by the negligence of such party, its agents or employees. This clause shall not apply, however in the event that if, by reason of the foregoing waiver, either party shall be unable to obtain any such insurance. Such waiver shall be deemed not to have been made by such insurance without the payment of an additional premium therefore, then, unless the party claiming the benefit of such waiver shall agree to pay such party for the cost such additional premium within THIRTY (30)
days after notice setting forth such requirement and the amount for the additional premium, such
waiver shall be of no force and effect between such party and such claiming party. Each party
shall use reasonable efforts to obtain such insurance from a company that does not charge an
additional premium or, if that is not possible, one that charges the lowest additional premium.
Each party shall give the other party notice at any time when it is unable to obtain insurance with
such a waiver of subrogation without the payment of an additional premium and the foregoing waiver shall be effective until THIRTY (30) days after notice is given. Each party represents that its current insurance policy allow such waiver. Section 10. Utilities. The City shall pay all utility costs for operation of the Facility. The City shall provide custodial service. Section 11. Maintenance, Repairs and Alterations.
A. The City shall provide all routine building maintenance and any structural repairs which
may be needed to maintain the integrity of the Facility. Manager shall promptly notify the
City of any maintenance needs or problems. The City will respond in a timely manner to
requests from Manager for repair and maintenance. The City will notify Manager before
Attachment 5, Page 5 of 8
any non-emergency major repairs or alterations will be made to the Facility.
B. The Manager or City may apply for grants to improve the Facility. The parties recognize
that the City has an interest in seeing Improvements made which are appropriate to the
functioning of the Facility as a museum, and that the City may be able to assist the
Manager in obtaining grants to make such improvements. To this end, the Manager agrees
that prior to the making grant applications for improvements to the Facility, the Manager will
notify the City of its planned application, and the City will cooperate with the Manager in
preparing and/or submitting grants for such improvements to the Facility deemed
appropriate by the City. Plans for improvements shall be submitted to the City for review
and approval prior to construction. Nothing in this subsection shall be deemed to grant the
Manager a property interest in the Facility, and any improvements constructed shall be the
sole property of the City.
C. Nothing herein shall be construed as any waiver by the City if any city, state and federal
regulations or laws including but not limited to land use, development and building
requirements.
Section 12. Tax Liability.
The Manager shall refrain from any activity or use of the Facility which would subject the Facility,
or any portion thereof, to ad valorem real property taxes. If any such tax is assessed by any
taxing authority, the Manager may contest the assessment of such taxes, and shall indemnify,
defend, and hold the City harmless for any amount assessed thereof, together with any interest
or costs connected thereto; in no event, shall the Manager permit any ad valorem taxes to
become a lien against the Facility.
Section 13. Assignment.
The Manager shall not assign, transfer or attempt to assign or transfer, nor permit any involuntary
assignment or transfer of its rights or obligations under this Agreement, in whole or in part,
without the prior written consent of the City. Such consent is entirely at City's discretion. Any
such assignment, transfer, or attempt to assign or transfer, whether involuntary or voluntary,
without the proper written consent shall render this Agreement automatically null and void.
Section 14. Independent Contractor Status.
The Manager shall perform the work required under this Agreement as an independent
contractor. Although the City reserves the right to evaluate the quality of the Manager’s
performance, the City cannot and will not control the means or manner of the Manager’s
performance. The Manager is responsible for determining the appropriate means and manner of
performing the work. The Manager represents and warrants that it is not an officer, employee, or
agent of the City of Springfield and meets the specific independent contractor standards of ORS
670.600.
Section 15. Compliance with Applicable Law.
Manager shall comply with all federal, state and local laws and ordinances applicable to the work
under this Agreement, including without limitation, and provisions of ORS 279B.220, 279B.225,
279B.230 and 279B.235, and all other applicable requirements of federal and state civil rights
and rehabilitation statutes, rules and regulations. The Manager shall also comply with the
applicable requirements of Exhibit A attached hereto and incorporated herein by reference.
Attachment 5, Page 6 of 8
Section 16. Indemnity.
Manager shall defend, save, hold harmless and indemnify the City, its officers, employees, and
agents from all claims, suits, or actions of whatsoever nature resulting from or arising out of the
activities of the Manager, its officers, employees, subcontractors, or agents under this
Agreement. Subject to Oregon Law, including the Oregon Constitution and the Oregon Revised
Statutes including specifically but not limited to the Oregon Tort Claim Act ORS 30.260 through
30.295, City shall defend, save, hold harmless and indemnify the Manager, its officers,
employees, and agents from all claims, suits, or actions of whatsoever nature resulting from or
arising out of the activities of the City, its officers, and employees under this Agreement.
Section 17. Severability.
The parties agree that if any term or provision of this Agreement is declared by a court of
competent jurisdiction to be illegal or in conflict with any law, the validity of the remaining terms
and provisions shall not be affected, and the rights and obligations of the parties shall be
construed and enforced as if the Agreement did not contain the particular term or provision held
to be invalid.
Section 18. Termination; Default.
A. This Agreement may be terminated at any time by written mutual consent of the parties.
B. In addition, this Agreement may be terminated by the City by not less than six months written notice to the Manager specifying the termination date. This right to terminate shall be exercised in good faith, for any reasonably cause, including but not limited to: building, maintenance and costs associated therewith, insufficient funding resources, new or modified federal or state laws, regulations, or guidelines, denial, revocation or other loss or invalidation of any license or certificate required to be held by the Managers inability to perform or completed the obligations set forth in this Agreement.
C. Either party by delivering written notice of default may immediately terminate this Agreement, in whole or in part, if the other party fails to perform the obligation set forth in this Agreement within the times specified or allowed under this Agreement, or fails to perform any of the provisions of this Agreement. After receipt of written notice of such
failure from the other party, that party shall have sixty (60) days or such other period as the
parties may agree to remedy the default.
D. The rights and remedies of the parties are not exclusive and are in addition to any other
rights and remedies provided by law or under this Agreement.
Section 19. Merger.
This contract constitutes the entire agreement between the parties. The terms of this Agreement
shall not be waived, altered, modified, supplemented or amended, in any manner whatsoever, except by written instrument. Any such waiver, alteration, modification, supplementation or amendment, if made, shall be effective only in the specific purpose given, and shall be valid and binding only if it is signed by all parties to this Agreement. The failure of the parties to enforce any provision of this Agreement shall not constitute a waiver by either party of that or any other provision. There are no understandings, agreements or representations, oral or written, regarding this Agreement except as specified in this Agreement.
Attachment 5, Page 7 of 8
Section 20. Liaison.
The City's Liaison is: The Manager's Representative is: Anette Spickard Jenn Thompson
Name Name
DWP Director Or his/her designee Interim Director
Title Title
541-726-3797 541-726-3677
Telephone No. Telephone No.
Section 21. "Springfield Museum" Name.
In the event Manager’s non-profit corporation status or this Agreement is terminated by
Manager, Manager shall assign to the city of Springfield all of its right to and interest in and to
the name “Springfield Museum”.
Section 22. Manager's Acknowledgement.
Manager hereby acknowledges that it has read this Agreement, understands it, and agrees to
be bound by its terms and conditions. Manager further represents that this Agreement has been
approved and authorized by Manager for execution at a meeting of its Board of Directors.
IN WITNESS WHEREOF. The parties have caused this Agreement to be executed;
____________________________________ ___________________
Springfield Museum Date
____________________________________ ___________________
City of Springfield Date
Attachment 5, Page 8 of 8
Springfield Museum Exhibits 2016-2017
BEHIND THE BADGE:
Law Enforcement in Lane County
The men and women of Lane County’s law enforcement community
have serve and protected its citizens for over 150 years. Using
photographs and artifacts, this exhibit highlights the long history of
Lane County’s police agencies.
On display May-August 2016
PEOPLE, PARKS & PLAY:
A history of Willamalane
Park and Recreation
District
On display September-November 2016
COMMUNITY ON PARADE
64 YEARS of the SPRINGFIELD CHRISTMAS PARADE
On display November-December 2016
FUNCTIONAL ART Quilting, then and now
On display January 2017
Featuring selections from the Springfield Museum’s collection of antique
quilts and creations from local quilters.
Attachment 6, Page 1 of 2
EXPRESSIONS featuring local artist Shelley Albrich
On display February 2017
2017 Student Art
Exhibition
On display March 3 to April 15
We Are Neighbors – Coming May 2-July
1, 2017
This photography exhibit is brought to the
museum by Community Alliance of Lane County
(CALC) in conjunction with Springfield-Eugene
Standing Up for Racial Justice (SURJ). Opening
reception: Friday, May 12, 5-8pm, featuring live
music and poetry.
When Springfield Was Young:
Establishment and Development of
the Historic Center – Coming May 2-September 23, 2017
In partnership with the Springfield Historic Commission, this exhibit focuses on buildings and
businesses in downtown Springfield that no longer exist, and launches during Historic Preservation
Month in May.
Attachment 6, Page 2 of 2