HomeMy WebLinkAboutItem 01 Springfield Museum Update AGENDA ITEM SUMMARY Meeting Date: 11/5/2018
Meeting Type: Work Session
Staff Contact/Dept.: Maddie McGraw/Museum
Emily David/Library
Staff Phone No: 541-726-3677 541-726-2235
Estimated Time: 10 min 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 UPDATE
ACTION REQUESTED:
Provide feedback on progress of the Springfield Museum on the work done to date since its return to the City, specifically as a part of the Library Department.
ISSUE STATEMENT: In September 2017, the Springfield Museum was placed back under the umbrella of the City, specifically as part of the Library Department. The current Museum Curator
has been in place since May 2018 and has been working with the appointed Museum Committee to create a strategic plan for the Museum, update policies and procedures
at the Museum, and develop a schedule of exhibits. In addition a Collection
Assessment for Preservation (CAP) was completed through funding received from the Institute for Museum and Library Services.
ATTACHMENTS: 1. Draft Museum Strategic Plan Goals
2. Draft Museum Strategic Plan Implementation Plan 3. CAP Final Report
DISCUSSION/
FINANCIAL IMPACT:
In September 2017, the Springfield Museum was placed back under the umbrella
of the City, specifically as part of the Library Department. The current Museum Curator has been in place since May 2018 and has been working with the appointed Museum Committee to create a two-year strategic plan for the Museum.
The Curator has been working on updating a variety of policies and procedures for the Museum including:
Scope of the collections.
Process for and proper documentation of new donations.
Creating a Museum docent training manual.
Proper handling and storage of collections.
Cataloging procedures. The Curator has been working with long-time volunteers as well as recruiting new
volunteers and ensuring that all are properly trained in Museum procedures.
The CAP report makes many recommendations for care and housing of the collections, proper exhibit space, and building maintenance. Many of these
recommendations are in the works or being built into a timeline of projects. The
Museum is currently working on a contract with Branch Engineering for an assessment of the load bearing structures in the Museum in order to move forward
with the plan to reorganize the exhibits so that the rotating and permanent exhibits are both located on the first floor. Offices, collection storage, and work space would on the second floor.
Building goal:
The building should be inviting to visitors, secure for collections, and accessible to all.
o The downstairs should be remodeled into a single exhibit space.
o The upstairs should have a loft added for object storage, and work spaces for
staff and collections care.
o The exterior of the building should be revamped to better showcase the historic
nature of the building.
The window and door awnings should be removed.
The windows in the front gallery should be covered with enlarged historic
photos (dual purpose: showcase collection and protect exhibits from UV
damage).
o An accessibility study should be conducted, and its findings implemented
o A housekeeping plan, including staff and city janitors, should be written and
implemented.
o Pest management, disaster, and security policies and procedures should be
written and implemented.
Exhibits goal:
The Museum needs to have space for rotating exhibits and a permanent exhibit.
o The permanent exhibit should include correct, up to date information on the
history of Springfield, and include interactive elements and touchable objects. It
should make clear what is touchable and what is not through signage and
barriers.
o The rotating exhibit space should have a rolling 2 year schedule, and include
historical exhibits and artists, as long as the art exhibits can be linked to the
history and communities of Springfield and the museum’s collection.
o Exhibit text and signs should be in English and Spanish.
o Docents should be trained according to museum and customer service
standards.
Collections goal:
The Museum needs to have to have a permanent collection of objects, photographs, and
archives that are directly linked with Springfield history, along with a collection of
educational items and a research collection.
o The collection should be housed according to museum standards, and all housed
within the same building.
o There should be enough space for all objects, as well as space for conservation
and housing work.
o Each object should have an up to date accession file with its donation
information.
o The museum should upgrade to PastPerfect 5 as soon as it is able.
o Each object should have a record within PastPerfect with a photograph and all
necessary information.
Attachment 1, Page 1 of 2
o The collection as a whole should be documented as much as possible, to allow
for ease of access by staff and researchers.
o An updated and expanded collections policy should be written and
implemented.
o Volunteer training should be created in collaboration with other local museums.
Programming goal:
The Museum needs to have an ongoing calendar of programs, some recurring, that help our
communities be enthusiastic about Springfield history.
o There should be programs for all ages and backgrounds.
o Programs should be accessible, including Spanish translation.
o Programs should be planned in collaboration with the Library, other city
departments, other nearby museums, and community groups.
o Stats should be recorded from all programs for future reference.
Marketing and Fundraising goal:
The Museum needs to prepare for its future needs with sustainable financial planning, while
reminding its community why it is still relevant
o The museum brand should be streamlined and emphasized in all marketing.
o The gift shop should be completely redone and remarketed.
Emphasis should be placed on small items that can be purchased in bulk
and directly link to the Museum’s mission (photo postcards, historic toys,
etc.)
o A rolling fundraising calendar should be created and regularly updated.
o The museum should look for grants to cover large expenses and projects.
o Other revenue sources, such as image requests and “adopt an object” programs,
should be investigated.
CAP Report goal:
The Museum should use the CAP report to develop a conservation plan. The CAP findings
should be integrated into all of the above outlined goal areas (with a focus on Building,
Collections, and Exhibits goals).
o The CAP report should be used to pinpoint short and long term goals for the
Museum.
o The CAP report should be used as evidence in future grant applications,
especially for collections care and building updates.
Attachment 1, Page 2 of 2
Strategic Plan Implementation Draft, 2018-2020
1=year 1
2=year 2
O=ongoing
BUILDING:
“The building should be inviting to visitors, secure for collections, and accessible to all.”
A. Remodel building for better usage of space. (1)
a. Undergo accessibility assessment, implement findings. (1)
b. Working with City and contractors, create and implement plan to make more
space for exhibits and storage. (1)
c. Make interior of building safer for people and collections. (1, O)
i. Begin tracking temperature and humidity stats in museum spaces,
create and implement Integrated Pest Management plan. (1)
ii. Create and implement housekeeping plan with City and janitors. (1,2)
iii. Work with City to write and implement Emergency Response Plan,
become part of City emergency and disaster planning. (1,2)
iv. Invite local law enforcement and fire department to tour building and
become familiar with the collection and exhibits. (1)
v. Create emergency response kits. (O)
vi. Clean out electrical closet at rear of museum; stop using this space for
storage and food prep, and install new catch pan for water heater. (1)
vii. Add more network ports for easier cataloging and research. (1)
viii. Add key card lock to back door of museum. (2)
d. Update the exterior of the building to showcase its historic nature and protect
the collections. (O)
i. Work with City to plan and implement changes that will complement
the Historic Downtown look and feel. (O)
Data to be collected:
Temperature and humidity stats, through
dataloggers
Pests, through sticky traps
Building issues, through housekeeping
notes
Attachment 2, Page 1 of 5
EXHIBITS:
“The Museum needs to have space and planning for rotating exhibits and a permanent
exhibit.”
A. Implement rolling exhibit calendar. First calendar should be for one year, following
calendars should be for two years. (1,O)
B. Create and implement Docent training manual. (1)
C. Work with the Confederated Tribes of Grand Ronde to check for errors, offensive
language, and incorrect content any exhibit materials involving the Kalapuya. (1,O)
D. Work with the Library to create and implement plan for consistently providing exhibit
text in English and Spanish. (O)
E. Work with outside consultant to redesign the permanent exhibit.(2)
a. Identify themes and stories for permanent exhibit. (1)
b. Identify which objects can safely remain on exhibit. (1,2)
c. Identify new objects from the collection to place on exhibit. (2)
d. Create and implement plan for period of time that objects are on exhibit
before being placed back in storage. (1)
Data to be collected:
Visitor information (email address, first
time visitors, source of visit, zip codes)
Visitor stats (#s of adults and children per
day)
Exhibit themes and objects used
Items on exhibit and length of time before
deinstallation
Attachment 2, Page 2 of 5
COLLECTIONS
“The Museum needs to have a permanent collection of objects, photographs, and archives
that are directly linked with Springfield history, along with a collection of educational items
and a research collection.”
A. Create and implement accession folder system. (1)
B. Work to update collections forms, policies, and procedures when necessary. (1,O)
C. Create and implement volunteer training on cataloging and object handling. (1,O)
D. Upgrade to PastPerfect 5. (2)
a. Solve current catalog issues, purchase PP5 software, and upgrade. (1,2)
E. Create plan for rehousing photograph collection and implement plan. (1)
F. Create plan for rehousing other collections systematically by need. (O)
G. Work to make digital museum records safer. (1)
a. Purchase second external hard drive, find home for hard drive outside of
museum. (1)
b. Create and implement record backup schedule.(1)
H. Research, purchase, and implement archival housing supplies and equipment. (O)
Data to be collected:
Accessions and deaccessions
Loans
Image requests
Catalog records
Attachment 2, Page 3 of 5
PROGRAMMING
“The Museum needs to have an ongoing calendar of programs, some recurring, that help our
communities be enthusiastic about Springfield history. “
A. Develop and implement coordinated programming plan with Library. (2)
B. Develop and implement programs related to permanent exhibit. (2)
C. Develop strategy and procedure for developing programs related to rotating exhibits,
with a goal of at least one program per exhibit. (2)
D. Develop spreadsheet or other method for tracking program data. (1)
E. Develop spreadsheet or other method for tracking school visit data. (1)
F. Collaborate with other local museum on programs. (1, 2)
Data to be collected:
Program attendance
Program topics and content
Survey data
School visit data
# of programs per month and year
Attachment 2, Page 4 of 5
MARKETING AND FUNDRAISING
“The Museum needs to prepare for its future needs with sustainable financial planning, while
reminding its community why it is still relevant.”
A. Develop marketing and branding procedures, including hashtags, calendars, and press
release format. (1,2)
B. Develop and implement social media policy and procedures for existing Facebook
page, with goal to add Twitter and Instagram as well. (1,2)
C. Redesign gift shop. (1)
a. Redesign space to take up less room and be more interactive. (1)
b. Purchase new stock that is directly linked to Springfield and history. (1)
D. Coordinate with Library Foundation to develop rolling fundraising calendar. (1,2)
E. Develop grant calendar and list of projects that could utilize grant funding. (1)
F. Update image request policy and procedures. (1)
G. Research other fundraising options such as “adopt an object” programs. (1,2)
H. Continue to develop relationships and partnerships with local businesses and support
downtown revitalization. (O)
Data to be collected:
Image request stats
Gift shop sales and merchandise
Donation funds and fundraising funds
Social media and website
likes/visits/interactions
Grant stats
Attachment 2, Page 5 of 5
Springfield Museum
Collection Assessment for
Preservation (CAP)
Assessor’s Report
October 9th, 2018
Final Report
Prepared for:
The Springfield Museum
590 Main Street
Springfield, OR 97477
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Springfield Museum | CAP Assessor’s Report 1-3
ta b l e o f co n t e n t s
Building Assessment
Biography
General Information
Material Condition
Building Code Observations
Future Planning
Collections Assessment
Biography
Executive Summary
General Information
Climate and Environment
Physical Collections and Collection Policies
Exhibitions
Storage
Emergency Preparedness
Existing Condition Drawings
Floor Plans
Exterior Elevations
Future Expansion Options
Option 1 - Side Addition
Option 2- Back Addition
Option 3 - Mezzanine Addition
4
11
A-1
A-7
Attachment 3, Page 3 of 53
Peter Meijer, AIA, NCARB
Vice President
WORK HISTORY
2003-2016 / PMA
30+ years in Architecture
EDUCATION
Master of Architecture,
University of Illinois 1982
Bachelor of Arts, Biology St. Olaf
College 1979
PROFESSIONAL REGISTRATION
NCARB Certified/Licensed
Architect
Oregon State #3619
Registration No. 0585AF
Washington State #9386
PROFESSIONAL AFFILIATIONS
AIA HRC, Chair
2014- Present
Founding Member, President
DoCoMoMo US-Oregon
2011- 2016
Board Member, Pioneer
Courthouse Historical Society
2014- Present
Building Enclosure Council
2012- Present
RCI, Member
2015- Present
Peter has over 30 years of professional experience with an emphasis on
the preservation and assessment of older, existing, and historic buildings
for both private and public agencies.As a professional architect with a
background in scientific research, Peter has developed his career with
a focus on the unique building sciences associated with existing and
historic resources. He has become a well-regarded expert on the diverse
issues affecting older buildings both regionally and nationally.
Peter meets the Secretary of the Interior’s Historic Preservation Professional
Qualification Standards (36 CFR Part 61), and the National Park Service
cultural resources specialties: Historical Architect (GS-808).
ABOUT
RELEVANT
EXPERIENCE PPS | Chapman Aimee Gorman Marquetry*
Portland, OR 2017
This project received a 2017 Oregon Heritage Award
PP&R | Shemanski Fountain
Portland, OR 2017
PP&R | On-Call Art/Restoration
Portland, OR 2016- Ongoing
Neighbors West, Northwest | Chinatown Gate Restoration
Portland, OR 2015-2016
Heritage Conservation Group
Attachment 3, Page 4 of 53
Springfield Museum | CAP Assessor’s Report 5
HERITAGE CONSERVATION GROUP
General Information
The Springfield Museum
The Springfield Museum is divided into two main building
sections: a two-story brick rear section; and a one-story
stucco clad brick front section. Together, the two sections
form a single connected rectangular main floor plan on two
different floor elevations/levels connected via a corridor
ramp. The second story of the rear section originally housed
the substation electrical equipment and is a two story
high interior volume with a square floor plan accessible by
an internal stairway and external elevator. The Museum’s
front section faces Main Street and functions as the main
entrance, museum gift shop, and rotating exhibit space.
Booth Kelly
Off-site storage is housed in rental property that was
converted from wood storage to creative office space. The
floor plan is rectangular. Access to the storage space is from
a common vehicle drive lane and parking area (the original
lumber sorting floor). There is one rear door leading to a
rear corridor with access to adjacent tenant spaces and the
exterior.
Introduction1.1
Figure 1-1: Springfield Museum east elevation
Figure 1-2: Springfield Museum entry exhibit space
Figure 1-3: Booth Kelly Off-site Storage
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Springfield Museum | CAP Assessor’s Report6
HERITAGE CONSERVATION GROUP
Figure 1-5: South elevation of 2nd story space from roof
Figure 1-6: Spalling concrete at window sill
Figure 1-7: Main entry elevation
Materials Condition
Typical of an electrical substation building from
its era, the Museum is constructed of brick resting
on a concrete foundation with pre-cast concrete
decorative elements and multi-pane steel frame
windows. The masonry is a variegated red color
laid in a common bond pattern with header brick
occurring every seventh course. The pre-cast
decorative features including window sills and
headers, cornice and belt lines, pilaster capitals
and bases, and other decorative façade elements
has been painted white. Stucco was applied (ca.
1940) over brick on the single story entry wing. It
appears that the original projecting brick corbels
and other projecting brick decorative elements
were removed at the time of the stucco installation.
With the exception of the single story front wing,
remaining windows appear to be original.
Overall, the Museum building is in good condition
given its age and original use. The site and grounds
are accessible although it was reported that there
is some problem with transients on the exterior
stair and elevator landings. There are no exterior
security cameras.
There are no reports of water intrusion or other
weather related damage. Sprinkler heads along
the west façade are too close to the building and
appear to lack the ability to direct water away from
the walls. There is some sign of water damage
adjacent to these head locations.
Mortar joints were repointed in 2011 and a major
repair project in 2013 replaced damaged masonry
and missing mortar on the west elevation. Some
cracking and spalling of the pre-cast window sills
on the two-story south elevation are occurring
and the mortar wash around the roof access hatch
has failed. The east exit wood door is exposed to
the sun and weather and requires refinishing. The
single ply roof system is nearing the end of its life
(installed 20 + years) and should be scheduled for
near term replacement. Roof top mechanical units
are also at end of life cycle. The restroom hot water
heater has no spill pan and a leak could damage
adjacent phone and security systems.
Assessment1.2
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Springfield Museum | CAP Assessor’s Report 7
HERITAGE CONSERVATION GROUP
Chapter 1.2: Assessment
Figure 1-8: Interior Booth Kelly off-site storage
Figure 1-9: Display within exit path
Figure 1-11: (e) Hallway from exhibit to staff area, serves as egress path Figure 1-12: Hot water tank within electrical closet
Figure 1-10: Breakroom within sensitive electronic equip.
Booth Kelly
As a new built space, the side and rear walls and the ceiling
of the storage area are gypsum board. The front wall of the
storage area is a wood storefront system with large expanses
of glass and an aluminum entry door. Original large wood
glulam beams are exposed on the interior.
There are no apparent deficiencies of materials in the storage
area.
Building Code Observations
The Springfield Museum
When the building was renovated in circa 1980 for the
Museum, all work was performed to 1980 building code
practice. There are no requirements on the Museum or the
City of Springfield to upgrade the building to current 2018
code unless major renovation work is undertaken.
However, as a building open to the public some observations
of potential improvement related to current building code and
life safety were noted.
• The museum has no fire suppression system
• Electrical closet is used as breakroom to prepare food
• Hot water heater has no catch pan in case of failure
• Displays stored in exit stair pathway. This is a current
violation.
• There is a lack of push button at main entry for mobility
challenged visitors.
• The internal corridor ramp is too steep per accessibility
standards
Although unrelated to building code, it was noted that the
Museum lacks internal security cameras or other monitoring
devices.
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Springfield Museum | CAP Assessor’s Report8
HERITAGE CONSERVATION GROUP
Chapter 1.2: Assessment
Booth Kelly
Immediate changes are required at the off-site
storage to improve the life safety of people
working in the space. The following items are
existing code violations of which the property
owner is liable:
• Lack of panic door hardware – Both storage unit
doors are required exit pathways. A sign above
the entry door states that the “Door to Remain
Unlocked During Regular Business Hours.” This
sign is routinely ignored by staff because of the
isolated nature of the storage unit and a fear
for personal safety. Panic door hardware would
allow the door to remain latched closed from
the outside and provide quick exiting from the
interior. The second door is an emergency exit
and is routinely locked by a dead bolt. The dead
bolt is installed incorrectly and appears to be
open when in the locked position.
• Exit corridor is blocked by other tenants using
the corridor as storage.
• Exit corridor contains flammable substances.
Improper exit path signage.
• Corridor exit door has incorrect exit path
hardware
The fire sprinkler system improves the life safety in
the storage space. However, many of the museum’s
stored objects will be severely damaged by water.
Figure 1-14: Booth Kelly entry. No emergency egress hardware.
Figure 1-16: Booth Kelly blocked exist pathway
Figure 1-15: Booth Kelly egress exit showing improper egress
lighting location and improper exit door hardware.
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Springfield Museum | CAP Assessor’s Report 9
HERITAGE CONSERVATION GROUP
Springfield Museum
As part of the CAP Assessment, the conservators engaged Museum staff in conversation about future planning of
both short-term and long-term desired improvements. Both programming vision and facilities needs were discussed.
Currently the exhibit space is on two floors which increase the difficulty for staff to interact with visitors, to monitor
the collection displays, and to house larger exhibits. Mobility challenged visitors and staff must exit the building to
use the elevator and staff has to provide access on the second floor from the elevator landing.
Staff work space is limited. There is no dedicated breakroom and no room to repair objects. Storage space is limited
and should the off-site storage area close, there is inadequate storage within the building to accommodate the full
collection.
The current Museum gift shop sales are low volume. There was some discussion on whether a revision to the sales
area and revising the items available would help increase sale volume.
As a result of the long-term planning discussion, it is the assessor’s opinion that revisions and/or additions to the
existing building would resolve some of the desired changes. Moving the staff to the second level and dedicating
the first level to exhibit space can be achieved. There is a slight loss of exhibit square footage but an increase in staff
workroom and curatorial space.
The existing building could accommodate an addition on either the west façade, adjacent to the parking drive
lane, or on the north facade. A north addition could incorporate the existing elevator thereby providing internal
connections between floors. An addition on the west could increase display space or provide additional collections
storage.
As a historic property, the Museum building is part of the story of Springfield. There was a brief discussion on
potential for highlighting unique characteristics of the building (e.g. wall penetrations) as part of the building story.
Future Planning1.3
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Springfield Museum | CAP Assessor’s Report 11
COLLECTIONS ASSESSOR
J. Claire Dean, is a professional objects and art conservator in private practice, based out of Portland, Oregon, USA.
She holds a B.A. Hons. in archaeology from the University of Leicester, England, and a postgraduate degree in
conservation from the University of Durham, England. She is an accredited conservator in Europe and a Professional
Associate of the American Institute for Conservation. Claire specializes in the conservation of archaeological,
historical and ethnographic materials and has been a CAP Assessor for over 20 years. She is also a conservation
assessor of new works of public art for the Washington State Arts Commission. Throughout her 36 years of
international practice, she has worked in many museums as a general conservator of collections and archives.
For further background information and details of services provided, please contact Dean and Associates
Conservation Services by telephone at 503-784-8766 or by e-mail at jclairedean@gmail.com.
EXECUTIVE SUMMARY
Collections:
The collections that form the core of the Springfield Museum, Springfield, Oregon, appear to be in good condition,
although this is hard to determine as the bulk of the collections have yet to be catalogued and sorted appropriately.
There has been a high turn over in paid staff in recent years, but the new Curator is clearly dedicated, enthusiastic
and well qualified for the job. She is supported by a small team of long-term, equally dedicated volunteers. The CAP
Assessment of the collections needs of the Museum made it clear that, from the aspect of collections preservation,
the primary needs are as follows:
• Additional paid, full-time staff member – A second, professionally trained, full-time staff member is badly needed
to support the Curator who is currently fulfilling multiple roles. The current situation is a poor and inefficient use
of her abilities.
• Training of volunteers in current museum best practices – Providing further education and training opportunities
for the volunteer staff is badly needed. This could take the form of on-site workshops hosted by the museum, visits
to other institutions in the region, and so forth. All aspects of collections care should be covered, including, but
not limited to object handling, processing objects for cataloguing, use of PastPerfect, collections management in
general, rehousing and storage of objects, and exhibit preparation.
• Address the current conditions at, and use of, the Booth-Kelly Business Complex location – The storage unit at
Booth-Kelly is not an appropriate space for the care and security of collections, or as a place of work for museum staff.
Preferably alternative space should be found, or the current use of the space should be reviewed and adjusted so
that no collections objects are housed there. At a minimum conditions at the space should be improved, including
better locks, the clearing out of the back corridor of all obstacles and flammable materials, and the installation of
the required emergency exit route signage.
• Relocate photograph collection – The photograph collection needs to be moved to a more suitable and
environmentally appropriate location as soon as possible. Its current site appears to be causing the active
deterioration of this material due to excessive temperatures and lack of ventilation.
SPRINGFIELD MUSEUM COLLECTIONS 2.1
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Springfield Museum | CAP Assessor’s Report12
• Examine photograph collection for possible nitrate film stock – The photograph collection has not been surveyed
for the presence of nitrate film stock, and it is of an age that such materials could be present. Nitrate film stock
becomes dangerously unstable as it ages and breaks down and has been known to self-combust, especially if
stored in poor environmental conditions as this collection is at present.
• Data loggers – The two environmental data loggers that the museum own are insufficient. To develop a true
understanding of conditions within the museum and its collections areas, at least 8-10 additional loggers are
needed.
• Written policies – The museum has not yet developed several core written policies including a Pest Management
Plan, an Emergency Preparedness and Response Plan, and a Volunteer Handbook. A list of all needed core policies
should be developed and then efforts must be made to develop, write and implement them as soon as possible.
• Upgrade PastPerfect software – The current collections data base should be updated to PastPerfect5 as soon as
possible.
• Back up database and key museum documents to an off-site location – A comprehensive system for backing up
the collections database and all important museum documents to an off-site location needs to be established and
used routinely. The off-site location should not be an adjoining or immediately neighbouring building.
Regarding ongoing collections related tasks, the following are of the highest priority:
• Increase the available space for collections storage and provide adequate work space – The current amount of
space is woefully inadequate for the size of the collection. The lack of work space is also inhibiting progress in
sorting out and rehousing the collection appropriately.
• Systematically sort, catalogue and rehouse the entire collection – The collection is not currently sorted and stored
according to current best practices. This should be remedied as soon as possible.
• Annual increase in funding for the museum – Efforts should be made to establish an annual increase in the budget
for the museum of 2% per year.
• Identify local conservation resources – Establish contacts with local conservation professionals who can be of
assistance in the future.
• Location expansion – Begin planning to find additional space into which the museum can grow as its collection
expands.
• Reassess collection for conservation needs – Once the collection has been sorted and rehoused, a full conservation
needs assessment of the collection should be carried out.
• Support Curator in her work – The current Curator should be supported in her efforts to raise the standards of
collections care at the museum.
• Support collections reorganization and rehousing – While starting this is priority, as listed above, it is likely to
become an on-going project that may continue well into the future and so will need to be supported long-term.
• Improve access to the collection – There should be a long-term goal to improve safe and secure access to the
collection for researchers and the community in general.
Chapter 2.1: Collection
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Springfield Museum | CAP Assessor’s Report 13
The following report on the assessment of the collections contains many other recommendations that are presented
at the end of each section and in order of priority.
A note on photographs contained in the collections section of this CAP assessment report: Unfortunately, towards
the end of the field visit the auto focus on the collections assessor’s camera malfunctioned resulting in many of the
photographs being slightly out of focus. This was not realised until this report was being produced. Despite their
poor quality, but out of necessity, some of these images have been used to illustrate this report.
General Information
Governance
The Springfield Museum was founded in 1979 as part of the City of Springfield and at some point later changed to
operate as an independent 501c3 entity. In 2017 it reverted to City of Springfield control and currently operates as
part of the Public Library Department .
Budget
The museum receives direct financial support from the City of Springfield with a current annual budget of $26,000
which can be allocated at the discretion of the Curator. The Curator’s salary and building maintenance and utilities
costs are in addition to the budget and are covered by the City. The museum also supports its work through grants
and public donations.
If the museum is to act on the recommendations made in this report as part of the CAP assessment, additional
funds will be needed, especially in the short term. Long term, while greater financial support would be welcome
(especially funding for an additional, paid, full-time, professional staff member to assist the Curator), the current level
of funding will be an adequate starting point. An annual increase in this budget of at least 2% would be appropriate.
Staffing
The museum has had a high turnover of leadership staff in its recent history, especially in the last few years of
functioning as a 501c3 entity and within the last 12 months. It also has a history of staff without a background or
training in professional museum practices. This does not include the current curator who has a Master of Arts in
Museum Studies and significant prior experience in other institutions. Since rejoining the City of Springfield in 2017,
the post of Executive Director has been fulfilled by the Library Director.
The museum has one fulltime, paid staff member whose title is Curator. However, her work embraces all roles typical
of a museum staff including, but not limited to, administrator, collections manager, exhibit designer, education
outreach and registrar. The current curator is new to the post having started in May of this year – in fact the CAP
grant application was the work of her predecessor who was in the post for only three months. Considering how short
of a time the new Curator has been at her job, she has made great strides in bringing the museum up to speed with
current standards and methods of museum practice. However, she is still in the process of becoming familiar with the
collections, the history of the institution and the expectations of the community in which she serves, so while there
may be many things that could be improved, she cannot be expected to have tackled, or even recognized them all
yet. She is clearly very competent and driven and her efforts should be supported.
The remaining staff comprises one volunteer, full-time archivist who assists with accessioning, cataloging, database
entry and rehousing of items; one part-time, volunteer who assists with inventorying the collection, helping with
research requests and staffs the front desk; another volunteer docent who gives public tours. These individuals have
been with the museum for many years and form its institutional memory. There are also two longtime volunteers
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Springfield Museum | CAP Assessor’s Report14
who work sporadically in support of museum activities. None of the volunteers have professional training in
museum practices.
The Curator, who, as has already been mentioned, is professionally trained and has considerable experience of
museum work, reports that one of her biggest challenges is addressing poor collections practices on the part of the
volunteer staff. These are rooted in the museum’s history of functioning without professionally trained staff and/
or a lack of qualified and informed guidance for volunteers. This challenge is most likely made more difficult by her
very recent appointment (compared to the volunteers’ consistent and decades-long work at the museum) and her
comparative youth. It is often harder for younger staff equipped with professional training to step into a position of
supervising long-time, consistent volunteers whose selfless work has understandably engendered in them a certain
sense of “ownership”, and certainly protectiveness, of the collections and the institution. This is by no means meant
as a criticism of the volunteer staff – volunteers are the life blood of most museums – but simply a common situation
brought about by circumstance.
The Curator also stated that her goal was to provide a much better balance between public education (exhibits) and
collection preservation. At present the activities of the museum are biased toward exhibits and insufficient emphasis
is placed on collections care and preservation. My observations made during the site visit support this view.
While the Curator certainly has the background and ability to provide training for her volunteer staff, her already
over extended work load does not allow her time to develop and carry out such work. In addition, it is often more
affecting to have a professional from outside the institution carry out this training. This not only provides the
necessary instruction, but also serves to validate and underline any information and training that the in-house,
professional staff have tried to impart. This training could be provided through a series of on-site workshops (the
cost of which could be shared if the event was opened to other, local museums and historic properties), or by
encouraging volunteers to visit, and perhaps work with, other local institutions that have professionally trained
collections staff.
There is no conservator on staff, nor does there need to be as the collection is too small to warrant such a post. The
museum has not, to the knowledge of the Curator, formed a working relationship with conservation professionals in
the region.
A second, full-time, professionally trained staff member who can assist the Curator is badly needed if the museum
is to operate on a professional level. While volunteer help is also crucial, it rarely comes with the experience of a
museum professional, and the lack of a salary also makes accountability and standards of performance impossible to
enforce.
Space
The museum occupies two buildings; the public museum on Main Street, Springfield, and an off-site storage facility
located in the Booth-Kelly Business Complex, a short walk from the public building. Both buildings are owned and
managed by the City of Springfield.
The public building is a re-purposed historic structure with two floors. The first floor includes the Curator’s office, an
adjoining office/administrative space used for collections data entry and other similar tasks, a small general-purpose
area with adjoining screened off storage/work area, a temporary/changing exhibit space, gift shop, collections
storage, public restrooms and custodian’s closet. The second floor houses the main, permanent exhibition space.
The Booth-Kelly Business Complex is a repurposed lumber mill that now functions as a multiple use facility housing a
variety of businesses and activities. The museum has the use of one of the units as an off-site storage area.
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Springfield Museum | CAP Assessor’s Report 15
As will become clear in this assessment, one of the main challenges
for this institution is a lack of space for all aspects of its work, but
in particular adequate and appropriate collections processing
and storage. The museum is doing a reasonable job of managing
with what space they have, but exhibits are overcrowded, storage
space is orderly but inadequate and overcrowded, administrative
space is insufficient, and there is no suitable space for processing
collections, exhibit preparation, specific storage for non-collection
items, or work space where visiting researchers can access the
collections appropriately.
Over the years efforts have been made at the museum building to
organize the available space, dividing it and managing it between
public and non-public areas, and to some extent arrange collections
storage by object type, for example there is an area for photograph
storage, a filing cabinet for archive documents and a shelving unit
for a small library. However, there was not one storage space that
did not include some non-collection items being housed there for
lack of anywhere else to put them.
The collections are not fully sorted by object type, in part probably
for lack of guidance in appropriate collections processing and
storage practices, but also because of simple lack of space. I got
the impression that as the collections have grown and space has
become more and more of an issue, instead of trying to make the
available space work for the collections, the collections have been
made to fit into the existing space. This makes for poor conditions for
the objects and a collection that is difficult to manage and access.
During the site visit mention was made of reorganizing the entire museum building (including swapping the functions of the
first and second floors) and generally better using the available space. While this is an excellent approach, it does not solve
the problem of lack of space into which the museum can expand as its collections grow in the future.
The off-site storage area at the Booth-Kelly building is similarly a mix of collections and non-collections material. Many of the
collection items are lager pieces for which there is no space at the museum, such as furniture, oversized books, framed works
of art and so forth. While this space is without doubt needed, it is far from appropriate for collections storage with concerns
over the physical security of the collection, as well as the security and safety of personnel working in the building. Regarding
the latter, at the time of the assessment all the businesses housed in the building shared access to a single, very narrow, rear
corridor that serves as the egress to the exterior rear of the building. Besides flimsy locks on the doors (including the unit
housing the museum’s property), the one fire exit is not appropriately marked or fitted with a push-bar exit and would be
easily missed in the event of an emergency. The corridor was also being used as a storage space by adjacent businesses,
further impairing safe egress. Among the materials seen in the corridor were bags of trash, including food wrappers and
waste, and several boxes of empty wine bottles (all pest attractants) and most alarmingly flammable materials including a
large quantity of dry lumber and paint cans (Figure 1). The approach and entrances to the building are also somewhat hidden
by a covered, secluded parking and entry area which although public, has the feeling of being enclosed and easily cased.
Recommendations:
• Plan to expand the paid professional staff by at least one person within the next 3-5 years, if not sooner.
Figure 1: The rear corridor of the Booth-Kelly off-site storage facility showing its use for
storing flammable materials and generally being obstructed making safe and easy egress impossible. Specific space issues, as they impact the collections, will be discussed elsewhere in this document in the section headed “STORAGE”.
Chapter 2.1: Collection
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Springfield Museum | CAP Assessor’s Report16
• Improve volunteer working practices by hosting a series of workshops or in-house training on all aspects of
collections care, including but not limited to object handling, object housing and general storage practices,
collection processing (including cataloging issues and the use of PastPerfect), collection housekeeping, and so
forth.
• Better balance the current institutional bias towards development and production of exhibits with the need for
improved collection care.
• The unit at the Booth-Kelly building should, at a minimum, not be used for housing collections items. This would
not only better protect the collection but would also eliminate the need for personnel to work in what is a worrying
if not dangerous location.
• Acquire additional space and associated work space where collection processing and other work can be done.
• An annual budget increase of 2% at a minimum per year should be established.
• Identify conservation resources in the region who may be of assistance in the future.
• Start planning for expanding the space the museum occupies in order to accommodate the growth of the collection
in the future.
Resources:
• Oregon Museums Association: https://www.oregonmuseums.org/
• American Institute for the Conservation of Historic and Artistic Works (AIC): http://www.conservation-us.org/
• American Alliance of Museums: https://www.aam-us.org/
CLIMATE AND ENVIRONMENT
Temperature and Humidity
There is almost no hard data about environmental conditions within the museum or the Booth-Kelly, off-site storage
building as no monitoring has taken place until a month ago. The Curator obtained and installed two environmental
data loggers, one in the front entrance room of the museum where the rotating exhibit space is situated, the other in
the off-site storage room. As a result, at the time of the assessment there was a single months’ worth of data which
indicted some fluctuation in readings at both locations, but these averaged out to be within acceptable levels.
The environments within both the museum and off-site storage are controlled via central HVAC units, neither having
any zonal control.
Without hard data it is impossible to properly assess the environment of either building, other than to say that they
are clearly being controlled based on the needs of people’s comfort, rather than collections needs, a situation that is
not ideal. Walking around the various areas of the museum makes it clear that there is variation across the building.
This is to be expected in the absence of zonal control. For example, the space designated as photograph storage (a
small room created from the space under the stairs to the second story) is much warmer than the hallway outside.
The use of data loggers to start acquiring environmental data over time is a great improvement, but sadly several
more loggers are needed before a comprehensive survey of the conditions at the museum building can be prop-
Chapter 2.1: Collection
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Springfield Museum | CAP Assessor’s Report 17
erly assessed. Loggers only record conditions in the area within their immediate vicinity, so right now there is only
information about the museum entrance room and nothing telling the story of conditions upstairs in the permanent
exhibition, or in the photograph storage space, or anywhere else in the building. While the single logger in the off-
site storage room is valuable, the room is large enough and configured such that a second logger would be useful,
although not essential.
Acquiring environmental data will not only help directly with understanding and thus working to improve condi-
tions in both the museum and off-site storage, but they will also support any applications for grants or other finan-
cial assistance needed to provide the means to improve the environment.
Pollutants and Particulates
There is no monitoring for pollutants and particulates at either location and I do not consider this to be a major
concern or priority at this time. However, the museum does front a primary road route through the city, and should
traffic become considerably worse, or there is noticeable accumulation of dust and grime that might be attributed to
street traffic, it might be worth addressing monitoring at that time.
Illumination
A mix of incandescent, fluorescent, some LED lighting and ambient daylight is being used throughout the museum.
Except for the entrance area where the glass frontage has exterior awnings to help shade the windows, all windows
in the museum are either blacked out or shaded in some way. The off-site storage space is lit by fluorescent fixtures
and ambient daylight which enters through the front wall of the room which is mostly glass screened with venetian
blinds that are kept closed.
While the windows in the museum have been coated with UV absorbing film, it does not seem to have been re-
placed since its installation in the early 1980s and it is visibly detaching from some of the entrance room windows.
No UV film was seen on the windows of the off-site storage. No UV screening of light fixtures was observed in either
location.
The museum does not possess a UV radiation or light meter. Owning a UV radiation meter is undoubtedly useful,
however, they are expensive. It may be possible to borrow a UV meter from another institution or a department at
the University of Oregon, Eugene, if only to check whether the UV window film is still active and to assess UV levels
in all areas where collections are present. Light meters on the other hand are relatively inexpensive and are a useful
first step to understanding the illumination conditions in the museum and providing guidance as to appropriate
light levels for exhibit areas.
Pest Control
Starting to monitor for pests was one of the first actions the Curator took on starting her job in May of this year. She
has deployed pest monitoring sticky traps throughout the museum and the off-site storage space and so far has not
found any indication of a current infestation. Of course, as this monitoring is new there is no prior knowledge of pest
activity patterns in the buildings and these may become apparent over time. No signs of any active pest infestation
were observed at the time of the assessment.
The Curator voiced concern over the use of food in the building (both for special events and consumption on the
premises by volunteers) because of the tendency for such activities to attract pests. Getting volunteers out of the
habit of eating at their work stations was also mentioned and the prevalence of this activity is probably a result of a
combination of the past lack of professional guidance in museum practices and a lack of a space designated for meal
breaks.
During the visit to the off-site storage area discarded food wrappers where found in a wastebasket in the room and
judging by their appearance, they had been there for a while. This is another indication that the best practice of not
Chapter 2.1: Collection
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Springfield Museum | CAP Assessor’s Report18
consuming food and discarding wrappings in collections spaces is not being followed.
There is a very official looking and sounding visitor guidance sign in the main exhibition area directing visitors not to
touch, not to eat or drink around the exhibits, etc. However, similar signs have been removed or moved in the past.
No similar signs were observed in work or collections areas. In a conversation with the Curator before I left I sug-
gested that she consider using less formal signage to get the message across in both public and staff-only areas, as I
have found this to be better received than those that can be rather over bearing in tone.
A written pest management plan is in development and will help support the Curator in her on-going efforts to
control food consumption in and around the collections.
Recommendations:
• Developing a written pest management plan should be a priority.
• Efforts should be made to encourage volunteers not to eat in collections areas and to remove all food contaminated
containers and wrappers from the building daily, or in the case of the off-site storage area, after every visit.
• Continue to monitor and record the contents of pest monitoring traps.
• Installing less overbearing food restriction signage where needed.
• Several additional data loggers should be acquired as soon as possible, enough to cover all of the main areas of
the museum building, including but not limited to individual loggers for the photograph storage space, “the vault”
storage room, the hallway where the documents archive filing cabinet is located, the common space and adjoining
work area, the stairwell up to the second floor (as long as collections objects remain on exhibit in that space) and at
least four to monitor the permanent exhibit space. An additional logger in the off-site storage space at the Booth-
Kelly site would also be useful, especially if collections items remain stored in that location.
• Try to borrow a UV radiation meter to assess the condition of the UV absorption screening on the windows and
what UV levels are being immitted from the various lighting fixtures. This data will help support applications for
funding to improve lighting in the museum, in particular switching to LEDs throughout the building.
Resources:
• Connecting to Collections Care is a web based, community driven, resource covering all aspects of collections
preservation and conservation information, links to resources, access to recorded webinars and online discussions:
https://www.connectingtocollections.org
• Conserv O Grams is part of the National Park Service, Museum Management Program, and comprises a large
collection of short documents related to all aspects of practical collections care. New Conserv O Grams are added
periodically, and while many are decades old, the information they contain is still relevant and applicable in most
cases: https://www.nps.gov/museum/publications/conserveogram
• Pest control and Integrated Pest Management (IPM) plans – a quick web search will deliver many examples of IPM
plans which can be adapted for use at the museum. There is also invaluable information, especially about practical
steps that can be taken, included in the two resources already listed, above.
Chapter 2.1: Collection
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Springfield Museum | CAP Assessor’s Report 19
PHYSICAL COLLECTIONS AND COLLECTION POLICIES
The Collection
The collections of the Springfield Museum are typical of those found in a local historical society collection; the
holdings are diverse and eclectic with a focus on the history (social and economic) of the City of Springfield and
immediate surrounding area. The collection, numbering a little over 10,000 objects, includes physical objects along
with a sizable archive of books, documents and photographs.
While the bulk of the collections are housed at the public museum building (either in storage or on exhibit), there
is also a second storage area off-site at the Booth-Kelly Business Complex nearby. There are also items reported as
being on exhibit in other City properties, although there is no inventory of what these objects are or where they are
currently located. There are no known current loans to outside institutions.
Written policies
In general there is a lack of written documents to guide the museum in its activities, but this is a situation recognized
by the Curator who has made rectifying this a priority.
The museum currently has a written Collections Policy which is short, concise and seems adequate at this time.
However, it should be reviewed on a regular basis (for example, every five years) to make sure that it continues to be
relevant. Currently in draft form is a Scope of Collections policy which will help guide the future collection activities
of the institution. There has been the common problem of accepting items which are not relevant to the focus of the
museum, a problem that the Scope of Collections document, along with the Collections Policy should correct.
There is a Conservation Cleaning Checklist outlining collection related housekeeping tasks and when they should be
carried out (daily, weekly, monthly, etc.). This list is excellent for the public exhibit spaces but does not include the
storage areas. It is not clear whether this routine is being implemented at this time and, if not, it is likely due in large
part to a lack of human resources.
The Curator is in the process of revising and drawing up all other written policies typically used to guide and improve
the care and management of collections. This includes an Emergency Preparedness Plan and a Volunteer Handbook,
both of which should be priorities.
Other documents that are in draft form are new Temporary Custody Receipt and Deed of Gift forms which will
become the standard documentation and replace the all earlier versions. Both will also be given out to potential
donors at the time an object is received for possible acquisition, and this will stop the history of one or other of the
documents not have been completed in the past. There is also a draft Deaccession Form in development.
Collections records
PastPerfect 4 is the collections database in use. The exact proportion of the collection that has been accessioned
and/or cataloged is not clear. Both activities are on-going and mostly being done by volunteer staff. There was an
attempt to inventory the collections in 2015 – 2016, but the results appear to be incomplete and the process used
inconsistent.
In a document (“Issues with the Museum Collection”) written by the previous Curator at the time that she left the
museum, the following problems regarding collections records were noted.
Chapter 2.1: Collection
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Springfield Museum | CAP Assessor’s Report20
• A lack of accurate accession records leading to confusion as to when a donation was made and if indeed proper
transfer of ownership took place.
• Inconsistencies in creating accession records and inconsistent use of a standardized vocabulary.
• Incorrect entering of important data leading to reducing the usefulness of the database as a research or collections
management tool. (For example, details that should go into fields such as People, Subjects, Classification, Search
Terms, have been lumped together in the notes fields, thus making this important information unsearchable).
• Inconsistencies in the inventory process has lead to objects now having more than one Object ID number.
• Lack of use of the on-board lexicon in PastPerfect leading to poor and under representative search results.
• Use of single Object ID Number to catalog a group of objects that should be cataloged as separate items.
All of the above points combined with information provided by the current Curator and observations made during
the site visit, point to the biggest problem with collections records is the lack of understanding of accessioning/
cataloging theory and practice on the part of the volunteers who have been carrying out this work for years. In
particular there is a clear shortfall in their understanding of how PastPerfect works, and how it needs to be used
in order for it to be useful. The result is confusion and collection record inaccuracies caused by the very well-
intentioned but under-informed and poorly managed work of the volunteers. Without proper training and an
understanding of standard practices in collection data management, PastPerfect can be difficult for non-museum
professionals to use. Getting the volunteer staff to improve may be tough as old habits are hard to break, but their
continuing service to the museum makes it clear that they care about it and its holdings. This dedication needs
to be recognized and then used to encourage them to improve on their efforts by accepting proper training and
management.
The Curator expressed a desire to upgrade the system to PastPerfect 5. This would provide a reason to suspend
cataloging activity for a period of time while the current data is cleaned up and migrated to the newer version. This
would also provide the perfect opportunity to organize formal training for the volunteers in the use and function of
the database. This training could be arranged to include other PastPerfect users in the region, thus sharing the cost
burden while providing the volunteer staff a chance to meet other people working with collections.
The PastPerfect database is stored on the City of Springfield’s internal server. It is not clear how often this is backed
up. If possible having a secondary backup of the collection database and all essential museum documents is
recommended.
At present the state of the collection records can be described as incomplete, confused and somewhat disorganized.
This is mostly a result of a history of the use of under-trained but well-intentioned volunteers and the lack of senior
museum staff with current training and/or a background in professional museum practice. The current Curator is
very aware of this situation and is trying hard to improve it. She should be provided with as much support in this
work as possible because not knowing the extent and nature of the collection makes it all but impossible to properly
carry out sound collections management.
Specific conservation treatment/assessment needs
It is difficult to pinpoint specific conservation treatment needs (beyond the couple mentioned below) because
much of the collection remains unsorted, unrecorded and packed away in storage containers. There is also no
protocol in place for carrying out condition assessments for every object. Rectifying the problems with the
Chapter 2.1: Collection
Attachment 3, Page 20 of 53
Springfield Museum | CAP Assessor’s Report 21
collections records is a form of preventative conservation
as it would provide a better understanding of the nature
and scope of any specific conservation needs.
Once the collection has been further recorded and
there is a better understanding of its scope and access is
improved, a follow up assessment to more accurate gauge
conservation needs should be carried out.
Photograph storage
Currently a space below the stairs to the second floor
is being used as a storage space for the photograph
collection (prints and negatives). On inspection it was
clear that this area is not appropriate (Figure 2.). Not only
is it excessively warm inside, but there is no ventilation
and there is a very strong, chemical smell noticeable on
opening the door. It is likely that the high temperature
is causing the photographic materials to deteriorate,
producing the strong odor of chemical fumes. Without
any ventilation it is also likely that the fumes are
accelerating deterioration as they remain concentrated in
the space.
It is also not known if this material has been checked for
nitrate based films. This is important as these films are
notoriously unstable and are prone to self-combustion.
For help in identifying film types and how to care for
them, see the resources list at the end of this section.
Rehousing these materials in an alternative, cooler and
ventilated location should be a priority.
Movie poster “Colonel of the Red Hussars”, permanent
exhibition area – This large movie poster, mounted
between sheets of plexiglass, has been hung directly in
front of a large window which has been blacked out by
painting the glass black (Figure 3.). At the time of the
assessment the weather was overly warm and sunny
leaving the glass very hot to the touch and noticeably
radiating an excessive amount of heat into the room. This
heat is being trapped between the window and the back
of the poster and is undoubtedly causing damage to the
object.
The poster should be displayed away from any source
of direct heat or sunlight. However, due to its large size,
reinstallation elsewhere may not be possible. If it must
remain on exhibit, the window should be covered with an
insulating layer (such as insulated curtaining) to reduce
the amount of heat coming in contact with the object.
Figure 2: The photograph storage space. Non-collection items can also be seen in this space.
Figure 3: The large “Colonel of the Red Hussars” movie poster hung in a blacked out window which is radiating excessive amount of heat and likely causing damage to the object.
Chapter 2.1: Collection
Attachment 3, Page 21 of 53
Springfield Museum | CAP Assessor’s Report22
Accessibility
Due to a lack of comprehensive catalog records and suitable physical space in which to examine objects, access to
the collections is limited. In addition, the lack of staff to provide oversight further restricts accessibility.
Currently many boxes in storage contain a mix of objects which are not appropriately protected from each other
making retrieving them difficult. There has been a practice of cataloging multiple objects (for example all of the
objects from a single donation) under a single number and then housing them all in one box. This means that as
objects may not have their own individual number, they are at risk of being misplaced, returned to storage in the
wrong box or worse, stolen, with little or no way of accounting for them.
Until the collections records have been improved, more space made available and the contents of the most crowded
of the storage containers rehoused, it may be wise to restrict access whenever possible.
Public outreach and collections care – The current exhibition in the rotating gallery addresses how museums
acquire donations and process them properly with the aim of preserving the community’s heritage. It has been
well received and helps explain the purpose and function of this, and any other museum. Additional exhibitions
and public talks related to “behind the scenes” activities would be worthwhile in helping the public understand the
workings of the museum. This would be especially valuable in garnering support for any major improvements, such
as the need to acquire more space, possible temporary closures while storage and exhibit areas are rearranged and/
or refurbished, and so forth.
The Curator reported a history of imbalance in emphasis between resources expended on public outreach through
exhibits compared to collection care, with the bias being towards exhibits. As a publicly funded institution the
tendency to lean towards public engagement is understandable and accountability is essential. However, if
insufficient resources are allocated to collections care, the resulting deterioration of the condition and accessibility
of the collection results in the institution losing its primary educational resource, as well as failing in its mission
to preserve the material cultural heritage of the community. The Curator at the Springfield Museum should be
supported in her efforts to redress this balance.
Recommendations:
• Establish a second full-time, paid position for a trained, professional museum staff member to help with all
collections tasks.
• Provide an alternative storage area of the photograph collection that provides more appropriate environmental
conditions.
• Upgrade the collections database software to PastPerfect 5.
• Suspend accessioning and cataloging activities until old data has been cleaned up and migrated to PastPerfect 5.
• Arrange for formal training of volunteers in the theory and practice of accessioning and cataloging collections,
followed by instruction in the use of PastPerfect 5.
• Carry out a basic survey of the photograph collection to identify any possible nitrate film and deal with it accordingly.
• Address the exhibit conditions for the “Colonel of the Red Hussars” movie poster.
Chapter 2.1: Collection
Attachment 3, Page 22 of 53
Springfield Museum | CAP Assessor’s Report 23
• Continuing to draw up and/or revise existing written polices should be a priority. Of special importance is the
creation of an Emergency Preparedness Plan and a Volunteer Handbook.
• Establish a protocol for reviewing and revising all collections related policies every 5-8 years.
• Design and start using a standard condition assessment form for recording the state of all objects in the collection.
This data can then be added to any existing PastPerfect records and included in all new ones.
• Carry out a follow up assessment of the conservation needs of the physical collection once it has been more fully
cataloged and access improved.
• Provide appropriate and adequate space and staff to allow for increased access to the collections.
• Support the Curator in her efforts to improve the standards of practice with regard to collection management
activities and to redress the current imbalance between resources spent on exhibits and collection care.
• Establish a protocol for backing up the collections database and all other essential museum documents in at least
two locations, the City’s own computer serving being one of them.
• Develop public outreach activities aimed at informing the community and garnering its support for the activities
and needs of the museum.
• Extend housekeeping tasks to the storage areas as well as the public spaces.
Resources:
• A useful list of the core documents and polices museums should develop is available through the America Alliance
of Museums: https://www.aam-us.org/
• A quick web search will provide many examples of the various written polices museums should have in order to
manage their day-to-day operations efficiently and effectively.
• There are several sources of information on identifying and caring for nitrate photographic media. I have found
the following two especially helpful: http://resources.conservation-us.org/pmgtopics/1993-volume-five/05_12_
Fischer.pdf and https://www.nps.gov/museum/coldstorage/pdf/2.3.1b.pdf
• Another great source for information on all aspects of collections care, specifically related to their conservation, is
the AIC’s Wiki: http://www.conservation-wiki.com
Chapter 2.1: Collection
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EXHIBITIONS
The museum has two main exhibition spaces; a
changing or temporary exhibition gallery in the front
entrance room of the building on the first floor, and a
permanent exhibition that takes up the entire second
floor. In addition, there are a number of objects on
the stairs between the two floors.
There are also supposed to be museum objects
on display in other buildings owned by the City of
Springfield, but the location and extent of these has
not yet been determined by the Curator and there
are no formal records pertaining to them.
Rotating gallery (“Kathleen Jensen Gallery”)
At the time of the CAP assessment this area housed
an exhibition titled “The Here and Now: Recent
Acquisitions, 2016-2018”, an exhibit that explains and
explores the donation process and how museum
collections are developed using recent acquisitions
as examples of the process. This is a great way of
making everyone, from the visiting public to other
City staff, aware of the work that has to be done to
protect and conserve their heritage. Similar exhibits
on other aspects of museum work may well help
in improving support for the museum, as well
as prepare visitors for any major changes to the
museum infrastructure itself should that occur. Most
of the objects are displayed under glass or acrylic
vitrines, but some are on open display and are not
protected from touching by curious visitors.
The space also houses the front desk, gift shop and
an interactive area where visitors can leave messages
and comments about their experience visiting the museum. It is used as a venue for special events, either privately
rented or in house, such as opening receptions and the monthly Springfield Art Walk (Figure 4.).
Illumination is a mix of incandescent and LED fixtures, none of which appear to have UV radiation screens installed.
The windows of the gallery are coated with a UV absorbing film, however, there is no record of it having been
replaced since its installation in the early 1980s and in places it is detaching from the windows.
Also, in the room is access to “The Vault”, the main, secure collections storage space. This is kept locked, however,
it does open onto a public space which inherently poses a security problem should it need to be accessed during
museum visiting hours.
The area is spacious with no overcrowding and is for the most part suitable for use as an exhibit space.
Figure 4: A general view of the rotating gallery space with the gift shop and front desk areas in the background to the right of the photograph.
Figure 5: A general view of the permanent exhibit space on the second floor.
Chapter 2.1: Collection
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Springfield Museum | CAP Assessor’s Report 25
Permanent exhibition
The second floor is given over to the museum’s permanent
exhibition. This comprises a series of display areas featuring
objects illustrating specific topics of local interest or history (Figure
5). These areas are easily accessible to the public with few if any
barriers to prevent touching. Indeed, one of these areas was the
subject of a theft a matter of a few weeks ago when a doll was
taken (Figure 6).
The physical mounting or securing of objects is minimal relying
mostly on objects simply being placed on a flat surface, or
propped up against each other, or an adjacent wall, or piece of
furniture. Objects displayed in this way are likely to sustain damage
from falling, being abraded by contact and local vibration, and
by causing other damage such as galvanic corrosion caused by
two different metals in contact with each other resulting in the
accelerated corrosion of the less stable of the two metals. Unsecured
objects are also easy targets for theft. For larger objects this can
also be a potential safety hazard; for example in one display there
is a long, two-handed logging saw propped on end with the teeth
side of the blade pointing out towards the front of the display –
should it fall, the teeth will be on the leading edge of the blade
which could cause serious injury if a person is in the way at the time
(Figure 7). The Curator reported seeing the drawers of furniture that
is within reach being clearly opened and left ajar by visitors.
The layout of this space means that there are areas that are tucked
away and out of any main line of sight – indeed it was from just
such an area that the theft of a doll, mentioned earlier, occurred.
Security could be provided by relatively cheap, wireless security
cameras. However, perhaps the simplest and cheapest deterrent
is an infrared beam alarm which makes an audible noise that
both alerts staff and volunteers to a possible problem, draws the
attention of any other visitors in the space as well as making the
person who triggered the alarm aware that their activities are not
acceptable. An example of an infrared alarm is provided in the
resources list at the end of this section.
The display areas are overcrowded making it difficult to observe
individual objects to the full. Objects on exhibition have not been
rotated recently and there is no protocol in place for an active
rotation schedule.
As with the first-floor gallery, illumination is a mix of incandescent,
LED and possibly fluorescent light fixtures, none with visible UV
screening in place.
In general the space is clean and well maintained.
Figure 6: .An example of a display in the permanent exhibition area showing the low, barrier meant to deter visitors from accessing the exhibit. However, much of the display (in particular in this example a group of ledgers) is clearly well within reach.
Figure 7: An example of a large object – a two-handed logging saw – dangerously displayed leaning against a large section of log. The close proximity of the public barrier can be seen in
the foreground.
Chapter 2.1: Collection
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Springfield Museum | CAP Assessor’s Report26
Stairwell
On the landing, half way up the staircase between
the first and second floor are three large objects
(Figure 8). These are vulnerable to being touched
and/or accidentally damaged as people pass up
and down the stairs. They are also obstacles to
the safe egress of visitors between the floors in
an emergency. They should be removed and
repositioned or placed in storage for the safety of the
objects and visitors.
Recommendations:
• Install some form of warning device, or other
deterrent, in the display areas of the permanent
exhibition to reduce touching by visitors.
• Replace the failing window film with new UV
absorbing film.
• Objects, especially small ones that are easily removed and large ones that could cause damage and/or harm by
falling, should be mounted securely.
• The density of objects in each area should also be reduced to improve security and make objects easier to see.
• Transition to LED lighting fixtures throughout the museum.
• Check existing lighting for UV radiation and provide UV absorbing screens if needed.
• Establish a protocol for rotating light sensitive objects on display.
• Remove the large collections objects displayed on the staircase between the first and second floors.
Resources:
• Mount making for objects – a great starting point for exploring options for inexpensive object mounts in the AIC’s
Wiki page. “Mountmaking”: http://www.conservation-wiki.com/wiki/Mountmaking
• An example of an infrared beam alarm that could be used to alert staff to someone reaching into display areas:
https://specialtyalarms.com/products/invisible-beam-entry-alert-671
• Many of the general resources listed in other sections of this report also contain information and resources pertinent
to the improvement of exhibition spaces and the care of collections on exhibit.
Figure 8: The stairwell between the first and second floors of the museum. There are three large collection objects exhibited in this space with no barriers to prevent touching. The two placed on
the pathway are also obstacles to safe egress from the building in the event of an emergency.
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Springfield Museum | CAP Assessor’s Report 27
STORAGE
The Springfield Museum has two main areas for collections storage;
the main museum building and a unit at the Booth-Kelly Business
Complex, an off-site facility nearby.
Apart from the photograph collection and some document storage,
there is no systematic sorting and storage of the collection by object
type or material. Rather, objects are stored together, often with
many objects of varying material, size and mass all placed together
in a single box. Boxes are also sometimes over full and there is
insufficient packing material around objects to protect them from
each other, or they are simply not suitable for the object they house
(Figures 9 and 10). This is not the best approach to object storage.
Combining different items in this way makes it hard to retrieve
objects, puts them in danger of being damaged by accidental contact
with each other and heavier items crushing more delicate objects as
boxes are moved.
In several places, most notably The Vault (see below) boxes are stored at excessive
height, including ones that are extremely heavy. This situation is not safe for either
the collection and, more importantly, staff who must retrieve them.
Another common problem is the stacking of too many boxes, one on top of the
other, again making retrieval of lower ones difficult, necessitating the removal
of many boxes above them in order to reach the target box. Every move of a box
poses the risk of damage to its contents. Over stacking also causes dangerous
loads on the lowest boxes that are forced to support the weight of all the
containers and their contents placed on top of them. Several examples of boxes
beginning to be distorted by over stacking were seen.
Many of the boxes in use for storage are large and have been overfilled, making
them heavy and difficult to handle, especially at height. This presents a risk of
damage to the materials in them and a safety issue for people trying to move them
on and off shelves, particularly if using a ladder.
All storage areas also contain non-collection items, such as unused
furniture, housekeeping supplies, old exhibit graphics, display
props, holiday decorations, stock for the gift shop, etc. (Figure 11).
This is also poor practice as it can lead to confusion as to what are
and are not collection items, it makes controlling who has access to
collections difficult, it puts the collection objects at risk of damage
when non-collection items are retrieved, and so forth.
Most of the collections handling, packing and storage is carried
out by volunteer staff. It is clear that they are doing the best job
that they can but that they would benefit greatly from some
comprehensive and structured training. This instruction should be
provided by professionals from outside the museum which will help
support and validate the changes being implemented by the Curator.
Figure 9: An example of a hat being housed on a try that is too small, forcing the brim
to be pushed up, a distortion that may become permanent if the object is not rehoused
appropriately in the near future.
Figure 10: An example of a box of mixed objects with insufficient packing materials around each item.
Figure 11: An example of non-collections and collections items stored together in the
same location – in this case at the Boot-Kelly storage facility.
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Springfield Museum | CAP Assessor’s Report28
There is a general need for the collections to be
sorted, storage areas rearranged to better use them,
and a comprehensive project to rehouse and improve
the packing of items in storage (Figure 12).
As indicated above, there has not yet been enough
data gathered about the environment in any of
the storage areas to make meaningful comment.
However, this could be remedied by deploying
additional data loggers in these locations.
Museum building
Within the museum there are four separate areas
used for collections storage as follows.
The Vault – The vault is the largest secure collection
area in the museum and it is situated off the rotating
gallery space (Figures 13 and 14). It consists of a single
small room with an exceptionally high (over 12 feet) ceiling, Three walls are lined with single depth shelving, but
with insufficient separating shelves leading to the over stacking of boxes. Boxes are also stacked almost to the
ceiling making retrieval of the top ones difficult and risky. The fourth wall – that to the immediate left as you enter –
is lined with boxes and other containers stacked on top of each other, the bottom ones being directly on the floor.
There is simply too much crammed into this room for it to be accessed safely or usefully.
Figure 12: Another example of objects incorrectly housed and stored, in this case a group of books without any protection to their surfaces and with no physical support other than each other.
Figure 13: The door leading into the vault storage room.Figure 14: The interior of the Vault showing its very high ceiling. The over stacking of boxes and general
overcrowded conditions of the shelves can clearly be seen.
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Springfield Museum | CAP Assessor’s Report 29
There is a group of oversized ledgers stacked on top of each other
without benefit of the protection of boxes or similar container and
according to notes left by the previous Curator, this has led to the
detachment of one of the spines (Figure 15).
The primary issue with this space is overcrowding, storage containers
placed at excessive height and over stacking of storage boxes one on
top of the other.
Photograph Storage Cabinet – Situated in a side niche along the
corridor where the restrooms are located on the first floor is a four-
drawer, unlocked filing cabinet in which photographs from the
collection are stored (Figure 17). It opens out into the corridor and is
hidden from view by a fabric screen. This is not an ideal location for
collection storage as it is unsecured and in a public area, despite being
hidden from view.
The photograph collection needs to be moved to a more suitable,
cooler and more ventilated location as soon as possible. It is also
imperative that this collection be processed and examined to make
sure that there is no nitrate film present. Nitrate film must be stored
under special conditions, including refrigeration. Information resources
to help with this task are provided below.
This space should be used for storing non-collection items only.
The Library – The small library is contained on a rolling cart inserted
under the lower part of the stairs leading up to the second floor (Figure
16). While this is acceptable at present, it is far from ideal as it makes
using this resource awkward and difficult to control. It requires volumes
to be removed to another location for even the shortest use, making it
hard to insure that they are returned to the collection.
Adjacent to this rolling cart are other, similar units used to store non-
collection items including containers and equipment used for food
preparation. It is easy for these carts to be bumped against the library
cart, presenting the rick of damage to the books.
While this area can continue to be used to store the library, thought
should be given to relocating it to a safer and more user-friendly
location in the future.
Document Storage Cabinet – Situated in a side niche along the corridor
where the restrooms are located on the first floor is a four-drawer,
unlocked filing cabinet in which documents and other archive items
are stored (Figure 17). It opens out into the corridor and is hidden
from view by a fabric screen. This is not an ideal location for collection
storage as it is unsecured and in a public area, despite being hidden
from view. This cabinet needs to be relocated to a more secure place
not directly accessible by the public.
Figure 15: A group of oversized, very heavy ledgers stacked one on top of the other
in the Vault storage. The stack is visibly leaning and clearly unstable, not to mention the exposed, unprotected surfaces leaving this group of objects prone to accidental damage when being moved, or when items are moved around them.
Figure 16: The library is housed on the rolling cart to the back of this photograph. The two adjacent carts hold food preparation related items and other general, non-collections supplies.
Attachment 3, Page 29 of 53
Springfield Museum | CAP Assessor’s Report30
Other general space
During the assessment other collections items were seen housed
in any available space and mixed with non-collections material.
This included the small general-purpose area with adjoining
screened off storage/work area adjacent to the Curator’s office
and associated administrative/data entry office (Figure 18). There
was also a large spinning wheel stored on the top of the Curator’s
office. This is an indication primarily of the general lack of usable
space as well as past, ill-informed practices. The current Curator
is very aware of this and is trying to remedy this challenging
situation.
Booth-Kelly Business Complex location
This location has been discussed at length elsewhere in this
document. As has already been pointed out, this location is not
safe or suitable for collections storage or (in its present state) as a
work place for staff and volunteers.
The unit is being used to store both collections and non-
collection items and while they are roughly sorted one from the
other, there are areas where the two are clearly mixed (Figure 19).
Weak hardware on the doors and the building’s use as a mixed
use business complex make the location a security risk for
collections.
It would be preferable if this unit was not used for the storage of
collection items at all
Re-organization of available storage space
It is clear that one of the primary needs with regard to collections
storage is better organization and re-allocation of available
storage space. I would like to suggest that the Booth-Kelly unit
be used only for the storage of non-collection materials. All
non-collection items not needed on a daily basis that are stored
in the museum building should be moved over to Booth-Kelly.
The newly freed up space in the museum could then be used to
house the collections items currently kept at Booth-Kelly.
It is not clear whether this would provide enough space at the
museum for all of the Booth-Kelly material. Even if it does, the
issue of lack of general space, and storage space in particular, will
remain. Simply put, the Springfield Museum needs more, secure
and appropriate storage space.
It is understood that the option to swap the floor functions at
the museum (move the permanent exhibition to the first floor,
and correspondingly relocate all administrative and storage spaces
Figure 17: The unsecured, document storage filing cabinet is located behand
the fabric screen to the left in this public corridor
Figure 18: The screened off storage/work space adjacent to the Curator’s office. Out of
necessity it is being used more as a storage area than a much needed work space.
Figure 19: Another example of the mixed storage of collection objects and non-collection items, Booth-Kelly storage facility.
Attachment 3, Page 30 of 53
Springfield Museum | CAP Assessor’s Report 31
to the second floor) is being considered as a way to address not only space needs, but also as a way to improve
collections security and improve general layout and use of the available space. This option has been addressed by
the building assessor for this CAP assessment.
During the site visit the possibility of building an extension to the first floor, ostensibly to provide storage for larger
collections items that might be hard or impossible to locate on the second floor, was also discussed. This would be a
welcome addition to the space currently available for storage.
Enquiring if the City has other, better suited property than the Booth-Kelly Business Complex available that could be
used for collection storage is also worthwhile. This will be essential if a major re-organization of the collections is to
take place, as there is simple nowhere at present to carry out the physical task of sorting, processing and rehousing
the collection.
Recommendations:
• A general reorganization of the collections, sorting collections items from non-collections items, sorting collection
objects by type and rearranging the available storage areas are all badly needed.
• Arrange for comprehensive training of volunteer staff in all aspects of collections management, in particular object
handling, packing and storage. This instruction should be provided by professionals from outside the museum.
• Consider moving all non-collection items in storage at the museum building to the Booth-Kelly space, and bringing
all collections items in Booth-Kelly over to the museum where they can be more securely stored, managed and
accessed.
• Discontinue use of the Booth-Kelly Business Complex for collections storage.
• Discontinue use of the current photograph storage space for storing collections items and reuse it for storing non-
collection items only.
• Process the photograph collection to identify possible nitrate film and then re-house all items appropriately
• Environmental data loggers should be deployed in all storage areas in order to fully assess their suitability for use
as collections storage.
• Most of the collection needs to be re-housed in improved containers and with additional packing materials.
• The addition of supplementary shelves into the shelving units in the Vault storage is needed to reduce the need
to stack boxes on top of each other.
• Plans should be made to eventually relocate the library collection to a more user-friendly and secure location.
• Relocate document storage to a more secure, non-public location.
• Assess whether or not moving the permanent exhibits from the second floor to the first floor and using the second
floor for storage and administration only, is actually a viable and useful option.
• Actively plan to provide more space in general, and more storage space in particular, either through acquiring
additional suitable properties or by adding an extension to the current building.
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Springfield Museum | CAP Assessor’s Report32
• Approach the City with our concerns regarding the Booth-Kelly location and see if conditions can be improved, or
other more suitable space found.
Resources:
• There are a huge number of printed and on-line resources to help with storage issues, from dealing with building a
brand new storage facility to how to fold a small box for a single object. A good starting point is a webinar available
at Connecting to Collections Care: https://www.connectingtocollections.org/storagesolutions/
• Additional guides to storage solutions can be found in several Conserv O Grams: https://www.nps.gov/museum/
publications/conserveogram
• Additional guidance and resources related to storage issues: https://www.conservation-us.org/specialty-topics/
collection-care#.W2y_mVBKi00
• There are several sources of information on identifying and caring for nitrate photographic media. I have found the
follow two especially helpful: http://resources.conservation-us.org/pmgtopics/1993-volume-five/05_12_Fischer.
pdf and https://www.nps.gov/museum/coldstorage/pdf/2.3.1b.pdf
• I highly suggest that the museum acquire a copy of “A Guide to Handling Anthropological Museum Collections.”
by conservator Dr. Nancy Odegaard, and published by the Western Association for Art Conservation. Despite its
title, it offers guidance for handling all manner of materials and objects and was written specifically for museum
volunteers. http://www.waac-us.org/waac/hguide.html
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Springfield Museum | CAP Assessor’s Report 33
EMERGENCY PREPAREDNESS
At present there is no written Emergency Preparedness plan, however the Curator is very aware of the need for
this document and she considers it to be a priority. In the event of an emergency of any form, it is not clear that the
volunteer staff would know how to respond.
The museum and off-site storage facility have fire detection systems in place that are connected directly to
assistance. There is also a panic button located near the Curators office in the museum building that raises an alarm
with the police department.
My primary concern about emergency issues relate to the conditions at the Booth-Kelly off-site storage space
where, as already noted, the rear egress to the building is currently obstructed by various obstacles, including highly
flammable materials. In addition, the exit door is not equipped with a push bar and it does not have the appropriate
signage indicating its location. This is, in my opinion, not a safe space for either collections or personnel.
Another aspect of emergency preparedness with regard to collections is the maintaining of backup or duplicate
records of the collection database and all important documents. This seems to be partially in place (the PastPerfect
database is located on the City of Springfield’s server) but needs to be extended to make sure that copies are
situated independent of the City infrastructure.
Because until recently the museum was operating as an independent entity under its 501c3 (although located in a
City owned building), it had not been included in City based emergency preparedness activities, such as fire drills,
and so forth. It is understood that since raising this question as part of this CAP survey, the City is now in the process
of integrating the museum into its preparedness and response plans and activities as it is once again back under
the governance of the City as part of the Library Department. It is essential that the museum participate fully in all
activities related to the City of Springfield’s emergency preparedness and response plans.
Developing a close relationship with local the law enforcement and fire departments is usually beneficial. This
should include inviting emergency service personnel to visit the museum and view not only the exhibits, but all
areas used by the museum, including off-site locations. This not only helps responders understand location and any
challenges they might face in the event of an emergency, but it usually results in useful input for museum staff on to
how best to prevent and prepare for an emergency.
While parts of the collection have been photographed, it is important that all collection items are photographed
and the images added to the associated records in PastPerfect, as well as possibly a secondary photo archive of
record images labeled with the object’s ID number. This is not only for general record keeping but also for insurance
purposes.
FAIC Emergency response and Salvage Wheels should be acquired and placed in all collection storage areas. These
are an invaluable tool in guiding staff and volunteers when faced with responding to an emergency impacting the
collections directly (see Resources, below).
The museum should compile two emergency response kits (one for each location, as long as collections items
remain stored in the Booth-Kelly facility) to have on hand in the event of a distaster, large or small, in either location.
A quick on-line search will come up with numerous examples of “salvage-kits” put together by institutions across
the country. At a minimum they should contain basic personal safety equipment (dust masks, gloves aprons, safety
glasses, first aid kit, etc.), as well as flashlights, note pads and pencils, utility knife, plastic sheeting and bags, object
packing materials, absorbent socks for spill containment, and so forth.
Attachment 3, Page 33 of 53
Springfield Museum | CAP Assessor’s Report34
Recommendations:
• The development of an Emergency Preparedness and Response Plan should be a high priority.
• The Emergency Preparedness Plan should be provided to all persons working in the building on a regular basis.
They should also be required to sign an acknowledgment that they have read and understood it.
• Follow through on becoming an integral part of all City of Springfield emergency preparedness and response
plans and activities.
• Invite local law enforcement and fire departments to tour the facility and become acquainted with the museum’s
holdings and locations, and develop a working relationship with local first responders.
• Emergency response kits should be put together for both the museum and off-site storage.
• Make sure that there are duplicate/back up copies of the collection database and other vital museum documents
in locations beyond the City infrastructure.
• Make sure that all collection items have been photographed.
Resources:
• There are many examples of Emergency Plans in the form of complete plans or templates. Either can be used to
create a plan designed specifically for the museum. An example can be found here: https://cdn.ymaws.com/www.
vamuseums.org/resource/resmgr/Toolkits/Small_Disaster_Plan_Template.pdf
• The City of Springfield has a web page devoted to its Emergency Management Plan which includes resources useful
to the museum as part of the City’s infrastructure: http://www.ci.springfield.or.us/dpw/EmergencyManagement.
htm
• Emergency Response and Salvage wheel: http://store.conservation-us.org/site/index.php?app=ecom&ns=prodsh
ow&ref=FAIC-1
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HERITAGE CONSERVATION GROUP
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POSTED OCCUPANCY 36-65 PERSONS
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Existing Condition AssessmentA.1
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Chapter A.1: Existing Condition Assessment
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HERITAGE CONSERVATION GROUP
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SEVERELY WEATHERED BRICK SPRINKLERS CAUSING DAMAGE TO BUILDING
Keynotes
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West Elevation
Peter Meijer Architect
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Building Assessment
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1 Repair spalled concrete sill2Repair severly weathered brick3Modify sprinklers so water is directed away from building.Peter Meijer Architect
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A-20105/04/17
Building Assessment
New East
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HERITAGE CONSERVATION GROUP
Chapter A.1: Existing Condition Assessment
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LINTEL FROM PREVIOUS OPENING
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Keynotes
1 Repair spalled concrete sill2Repair severly weathered brick3Modify sprinklers so water is directed away from building.Peter Meijer Architect
North & South Elevation
A-20208/08/18
Building Assessment
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0 2' 4' 8'1'0 2'4'8'1'
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LINTEL FROM PREVIOUS OPENING
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Keynotes
1 Repair spalled concrete sill2Repair severly weathered brick3Modify sprinklers so water is directed away from building.Peter Meijer Architect
North & South Elevation
A-20208/08/18
Building Assessment
South Elevation North Elevation
0 2'4'8'1'02' 4' 8'1'
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Mezzanine Floor Plan
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External Elevator
GALLERY
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1st Floor Entry
1st Floor Back Entry
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Chapter A.2: Future Option 1 - Side Addition
Front Elevation from Main St.
West Elevation from parking lot
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1st Floor Plan
Attachment 3, Page 45 of 53
Springfield Museum | CAP Assessor’s ReportA-12
HERITAGE CONSERVATION GROUP
STORAGE
GALLERY
Chapter A.3: Future Option 2 - Back Addition
2nd Floor Plan
Attachment 3, Page 46 of 53
Springfield Museum | CAP Assessor’s Report A-13
HERITAGE CONSERVATION GROUP
Chapter A.3: Future Option 2 - Back Addition
1st Floor Entry
1st Floor Back Entry
Attachment 3, Page 47 of 53
Springfield Museum | CAP Assessor’s ReportA-14
HERITAGE CONSERVATION GROUP
Chapter A.3: Future Option 2 - Back Addition
Front Elevation from Main St.
East Elevation from Main St.
Attachment 3, Page 48 of 53
Springfield Museum | CAP Assessor’s Report A-15
HERITAGE CONSERVATION GROUP
Chapter A.3: Future Option 2 - Back Addition
West Elevation from parking lot
Attachment 3, Page 49 of 53
Springfield Museum | CAP Assessor’s ReportA-16
HERITAGE CONSERVATION GROUP
GALLERY
STORAGE
OFFICE
Future Option 3 - Mezzanine AdditionA.4
1st Floor Plan
Attachment 3, Page 50 of 53
Springfield Museum | CAP Assessor’s Report A-17
HERITAGE CONSERVATION GROUP
STORAGE OFFICE
Chapter A.4: Future Option 3 - Mezzanine Addition
Mezzanine Floor Plan
Attachment 3, Page 51 of 53
Springfield Museum | CAP Assessor’s ReportA-18
HERITAGE CONSERVATION GROUP
Chapter A.4: Future Option 3 - Mezzanine Addition
External Elevator
GALLERY
2nd Floor Plan
Attachment 3, Page 52 of 53
Springfield Museum | CAP Assessor’s Report A-19
HERITAGE CONSERVATION GROUP
Chapter A.4: Future Option 3 - Mezzanine Addition
1st Floor Entry
1st Floor Back Entry
Attachment 3, Page 53 of 53