Manassas His toric Resources BoardManassas His toric Resources BoardAugust 04, 2020Page | 1

City of Manassas, VirginiaManassas Historic Resources Board Meeting

AGENDA

Manassas Historic Resources BoardCity Hall - 2nd Floor Conference Room - 9027 Center Street

Tuesday, August 04, 2020

Call to Order - 7:00 p.m.

Roll Call and Determination of a Quorum

Remote ParticipationI move to allow [say names] to participate in tonight's meeting by remote electroniccommunication as permitted by the Committee's rules of procedures.

1. Approval of the Meeting Minutes

1.1 Approve Meeting Minutes for July 7, 2020Minutes July 7 2020 DRAFT

2. Announcements and Reports

2.1 Announcements and ReportsAgenda Statement - Announcements and Reports

3. Old Business

3.1 Personalized License Plate ProjectPlate OptionsAgenda Statement - Personalize License Plate

3.2 2020 – 2025 Strategic Plan Final DraftAgenda Statement - Strategic Plan FINALManassas Museum System Draft Strategic Plan 2020-2025 - FINAL 8-4-2020

4. New Business

1

Manassas His toric Resources BoardManassas His toric Resources BoardAugust 04, 2020Page | 2

4.1 FY2020 Annual ReportFY2020 DRAFT HRB Annual ReportAgenda Statement - FY2020 Annual Report

4.2 CollectionsAgenda Statement - CollectionsPrince William County Request Letter

Adjournment

2

1

Manassas Historic Resources Board July 7, 2020 – 7:00 p.m.

Regular Meeting Public Works – 8500 Public Works Dr., Manassas, VA 20110

Call to Order: The meeting was called to order by Mark Olsen at 7:00 p.m. Determination of a Quorum: A majority of the board is present Board Members in Attendance: David Button, Rob Fisher, Robert Keller, Mark Olsen, Don Wilson Board Members in Attendance via Remote Participation: Lyshawn Dean, Connie Gilman, Jill Pascale, Warwick Steer Honorary Board Members in Attendance: None Present Board Members Absent: City Council Member Liaison: Ralph Smith, Council Member – Present Parks, Culture & Recreation Staff in Attendance: Mary Helen Dellinger, Curator; Rachel Goldberg, Programs and Events Coordinator; Jean Griffith, Administrative Associate/Board Clerk Community Development Staff: Elizabeth Via-Gossman, Director Amendment of By-Laws: Bob Keller moved to adopt the amendment to the By-Laws that allow Board Members to participate in meetings by remote electronic communication, and Rob Fisher seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously. Mark Olsen moved to allow Board Members Lyshawn Dean, Connie Gilman, Jill Pascale and Warwick Steer to participate in tonight’s meeting by remote electronic communication due to the Pandemic Emergency, and Dave Button seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously. Approval of Minutes of March 3, 2020: Rob Fisher moved to accept the minutes as written, and Dave Button seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously.

3

2

Chair’s Comments: Mark Olsen moved to hold the elections and appointments up on the agenda to the next item, and Rob Fisher seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously. New Business: Election of Chair and Vice Chair: Dave Button made a motion to nominate Mark Olsen as Chair and Bob Keller as Vice Chair, and Bob Keller seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously. Appointments:

Chair Mark Olsen appointed Rob Fisher to Chair the Collections Committee. African American History Trail(s) Committee:

Chair Mark Olsen appointed Lyshawn Dean, Warwick Steer and Don Wilson to serve on the African American History Trail Committee.

Director’s Report:

Elizabeth Via-Gossman reported on staff changes. Ms. Via-Gossman has been appointed Deputy City Manager to work on special projects.

Mary Helen Dellinger and Rachel Goldberg will replace Ms. Via-Gossman at the Historic Resources Board meetings.

Ms. Dellinger will be taking a bigger role with the Parks, Culture & Recreation Division.

A walkway, bike rack, and accessible path is in place at Liberia.

The Museum is open again effective July 7.

New oval signs have been added to the wooden signs at the Museum stating Free Admission.

Masks are required at City Hall or in the Museum.

The Jennie Dean Memorial project is making progress and the statue’s pedestal has been installed. Site work continues there.

The plan is to unveil the Jennie Dean statue in September.

African American History Trail – Mary Helen Dellinger and Rachel Goldberg will be working on the Committee to bring walking and driving tours in time for the 2023 celebration.

The CIP was approved, which includes the Museum renovation. Chair’s Comments:

Mark Olsen excused himself at 7:20 p.m. and turned the meeting over to Bob Keller, Vice Chair. Council Comments:

Ralph Smith reported that pandemic numbers are leveling off statewide.

Manassas is staying level and has moved into Phase 3.

The Library agreement was signed with Prince William County.

4

3

Parks & Recreation Committee Liaison - Bob Keller:

Bob Keller reported that Mr. Leonard from the Boys and Girls Club attended the last meeting and the committee looks forward to working with him.

Nancy Berlin, Master Gardener, attended the last meeting and gave an update on the garden at Liberia.

Old Business: 2020 – 2025 Strategic Plan Update:

The Board will spend two additional months on the plan to consider the events of the last three months and will target September 8th for adoption of the 2020-2025 Manassas Museum System Strategic Plan Draft.

In light of the pandemic, the Board will make a final review of the plan and discuss any changes necessary to address the times that we are in.

Plan discussions will include equity and diversity at the museum and in the community. Collections Committee:

Rob Fisher, Chair of the Collections Committee, reported on the committee’s September 18, 2019 meeting.

Mary Helen Dellinger gave a review of the meeting, which included six donors with a total of 12 objects; 11 objects are recommended to be accepted and 1 object is not recommended to be accepted.

Dave Button moved to accept the Collections Committee recommendations, and Rob Fisher seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously.

License Plate Project:

3 options were presented for the board to consider.

Staff recommended option 1.

Previous community surveys have been completed that show the majority of those that responded prefer the official City seal for the license plate versus the City logo.

Consensus from board is to include the City of Manassas and recognition of the 150th

anniversary. Dave Button moved to table this to the August 4 meeting, Rob Fisher seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously. Close of Business: Bob Keller asked for any other business.

Rachel gave an overview of the planned programs for the summer.

5

4

No further business was brought forward. The next meeting is scheduled for August 4 at 7:00 p.m. Adjournment: Rob Fisher moved to adjourn the meeting and David Button seconded the motion. The motion carried unanimously to adjourn the meeting. The meeting ended at 8:15 p.m. ________________________________ ____________________ Mark Olsen, Chair Date ________________________________ ____________________ Jean Griffith, Clerk Date

6

City of Manassas

Parks, Culture & Recreation Historic Resources Board

City Hall – 2nd Floor Conference Room 9027 Center Street

Manassas, VA 20110

Meeting Date: August 4, 2020 Time Estimate:

15 minutes

Agenda Title:

Announcements and Reports

Recommendation: Informational Only Motion: N/A Date Last Considered:

N/A

Summary and/or Comments:

Chair Announcements – Mark Olsen Council Liaison Announcements – Ralph Smith Parks & Recreation Committee Liaison Report – Robert Keller Director’s Report – Elizabeth Via-Gossman

Staff Contact: Elizabeth S. Via-Gossman, AICP Evia-gossman@manassasva.gov (703) 257-8224

7

Plate Option #1

8

Plate Option #2

9

City of Manassas

Parks, Culture & Recreation Historic Resources Board

City Hall – 2nd Floor Conference Room 9027 Center STreet

Manassas, VA 20110

Meeting Date: August 4 2020

Time Estimate:

10 Minutes

Agenda Title:

City Personalized License Plates

Recommendation: Action Item

Motion: I move to recommend Option (1or2) to the Manassas City Council and request that the Staff proceed with filing the necessary paperwork with the Virginia Department of Motor Vehicles once the Council has approved the design.

Date Last Considered:

July 7, 2020

Summary and/or Comments:

Agenda item was tabled at the July meeting to the August meeting. Review/Discuss personalized license plate design options. There are 2 options to choose from but the HRB must choose one to recommend to the Manassas City Council.

Staff Contact: Elizabeth S. Via-Gossman, AICP Evia-gossman@manassasva.gov (703) 257-8224

10

City of Manassas

Parks, Culture & Recreation Historic Resources Board

City Hall – 2nd Floor Conference Room 9027 Center Street

Manassas, VA 20110

Meeting Date: August 4, 2020

Time Estimate:

30 Minutes

Agenda Title:

2020 – 2025 Strategic Plan Final Draft

Recommendation: Review the final draft of the Strategic Plan for approval on September 1st .

Motion: N/A

Date Last Considered:

July 7, 2020

Summary and/or Comments:

Following the HRB discussion on August 4th the Staff will format the document for final approval in September.

Staff Contact: Elizabeth S. Via-Gossman, FAICP Evia-gossman@manassasva.gov (703) 257-8224

11

_______________________________________

Page 1 of 8

Manassas Museum System 2025 Strategic Plan FINAL Draft – AUGUST 4, 2020

Letter from the Chairman & Director All museums in this time are facing the same challenges: remaining relevant to the diverse communities they serve and finding the financial resources to meet the escalating costs of organizing and hosting exhibitions and programs. The Manassas Museum System is no different and has the added responsibility to develop innovative ways to serve its primary community: the citizens of Manassas. It is these citizens that fund the Manassas Museum System through their tax dollars and we must continue to seek ways to gain their input into what they would like to see while also remaining true to our mission to share the significant historic impact that Manassas has on our region through our historic sites, research and collections. In addition, the Manassas Museum System is an anchor for the City’s robust tourism economy as visitors enjoy learning about area history through the museum and historic sites. While only a small percentage of the System’s revenues come from visitors, the economic impact of those visitors in terms of dollars spent at restaurants and other retail is real and needs to be maintained. This update to the System’s strategic plan was initiated in 2019 and planned for adoption in Spring, 2020 but in March the Coronavirus Pandemic became real in the City of Manassas as offices and businesses shut-down in order to stop the spread of the virus. Overnight, the business plan of the System, grounded in in-person programs and exhibit openings, went virtual as residents and visitors hunkered down under stay-at-home orders. Then, just as a rhythm was emerging for online events and programs, the City confronted the racial unrest in the Country with protests and marches through the Historic Downtown. The Museum lawn stepped up its role as the “town green” and played host to a What’s Next rally for Black Lives Matter advocates proving that the System had an immediate role to play in providing a safe space in which to engage in meaningful conversation. The pandemic and social justice events caused the Historic Resources Board to hold the publication of the 2025 Strategic Plan to allow a reconsideration of the goals and objects. This document sets out an updated vision for the System and five ambitious goals for achieving that vision. In particular, the Plan recognizes major opportunities such as the upcoming 150th anniversary of the founding of the Town of Manassas in 2023 and addresses the challenges of becoming a place of welcome, accessible to all of our community. The plan recognizes that the Manassas Museum System is more than a history museum and a collection of historic sites. It is a place of learning and engagement and our vision is that the System will stimulate conversation, develop understanding, and contribute to a better society through engagement and interactive experiences that are relevant, accessible and meaningful to everyone. ________________ ___________________ Mark Olsen, Chairman Elizabeth S. Via-Gossman, FAICP, Director

12

_______________________________________

Page 2 of 8

I. Introduction The Manassas Museum System is not just the Museum itself, but also the City’s historic sites including Liberia Manor House, Mayfield Fort, Cannon Branch Fort, Manassas Industrial School/Jennie Dean Memorial, the Southern Railway Depot and the Hopkins Candy Factory. Many of these sites, such as the Manassas Museum and the Liberia Manor House, also provide additional green space to the community with adjacent parkland. Two of these sites, the Depot and the Candy Factory are leased to other non-profit organizations. The Manassas Museum serves as the City’s headquarters for the Parks, Culture and Recreation department with staff offices and meeting rooms. In early 2009, prior to budget and staff cuts due to the Great Recession, the Manassas Museum Staff, Historic Resources Board, Museum Associates and others proactively began to address the need for a clearer mission for the Manassas Museum System and reaffirmed the need for a system-wide strategic plan. The Historic Resources Board took the lead by considering the relevance of a history museum’s core purpose – to preserve history. The Board asked each other, “How is preserving history vital to our community?” The Board responded with a profound belief that our history instills pride, promotes civic engagement, and leaves a legacy for future generations. Ten years later, the Board, through the strategic planning process took the opportunity to reaffirm the importance of preserving the history of the Manassas community and the mission of the Manassas Museum System to share the significant historic impact that Manassas has on our region through our historic sites, research and collections. In preparing this strategic plan, the Historic Resources Board gathered input from a variety of places including the City’s biannual Citizen Survey and in-person Community Conversations. In addition, the Museum Staff was successful in obtaining a grant from the American Association of Museums for a peer review assessment of the System’s community engagement efforts. That report contained a number of suggestions that the Board considered as part of this planning effort. Lastly, the planning effort was tied to the City’s Comprehensive Plan update which identified the acquisition of Annaburg Manor by the City as an additional Manassas Museum System historic site. Two other significant historic sites in the City, the Downtown Water Tower and Old Town Hall are also owned by the City but not included in the Manassas Museum System inventory.

“The Manassas Museum System is now taking the steps necessary to becoming a healthy organization. A new or revised strategic plan for the System should focus on the health of the system, effective and consistent programming across the system and growth of operational income from city appropriations and fundraising before tackling more lofty goals.” Norman O. Burns, II, AAM Peer Reviewer, August 2018

13

_______________________________________

Page 3 of 8

In reviewing the input from the community, staff and the AAM Community Engagement Assessment, the Historic Resources Board identified the following priority issues that needed to be addressed by the strategic planning process.

• Address space and storage needs by optimizing existing space and seeking funding for an addition to the Manassas Museum to support special exhibits and community engagement

• Focus on 2023 with new exhibits and programming – 150 years of the City, 50 years of the Museum

• Fix the Museum’s façade/entrance/signage to be more accessible, welcoming and provide clearer direction for visitors

• Raise awareness and implement a more robust marketing campaign to increase admissions and participation in programs and events

• Maintain the balance between history/culture/arts under the new Parks, Culture and Recreation organization

• Finish capital projects currently underway (Liberia, Jennie Dean, Southside walking tour, Museum addition) before starting any new projects

• Enhance the System’s programs with effective and consistent programming

II. What is the Manassas Museum System Experience? What do we want it to be? The Manassas Museum was created in 1972 when a group of volunteers put together an exhibit created for the celebration of the Town of Manassas’ centennial. This exhibit was so popular that a call was made to create a permanent museum. The current facility was opened to the public in 1991 and the System was created when multiple historic sites were acquired by the City. Today the System primarily offers exhibits, both from its permanent collection and special or loaned items, and programs. As part of the strategic planning process, Staff was asked to recount what they felt the current experience was at the Museum and sites and what they felt it should evolve to over the next five years. Exhibitions Today visitors to the Manassas Museum System have the ability to experience exhibits in a variety of ways. Within the Manassas Museum itself there are two primary spaces. The first is the “permanent” exhibition. This show has seen little change since opening in 1991 with the exception of Annie’s Porch opened in (date). The design is not user-friendly from a curatorial point of view so repeat visitors are not frequent. The updated rear section of the gallery demonstrates how modern graphics can enhance the look of the space and Annie’s Porch has real potential as a section where the Staff can engage the community. The barrier to the Porch exhibit is lack of funding to update the audio stories and graphic images. The gallery also suffers from a lack of modern functionality – ways in which the visitors can engage with the exhibit instead of passively looking at them. The second experience for visitors at the Manassas Museum is through changing exhibits shown in the Museum’s hallway. However, the linear

14

_______________________________________

Page 4 of 8

nature of the space does not allow for much creativity though changing themes do encourage repeat visitors. Additional static exhibits can be found at the Candy Factory, the Train Station and at historic sites such as Liberia, Mayfield and Canon Branch. The Museum’s Curator is primarily responsible for staging exhibits and works to balance exhibits between modern and historic themes in order to reach out to a more diverse audience. In five years, the Curator feels that exhibit spaces should be redesigned so that:

• Visitors to the System are engaged on different levels, • Everyone is represented in the stories that are told, • The System, and in particular the Museum, is the center of what to do in this

community, and • People are discussing the System based on the experience they had here.

Programs The programs experience at the Manassas Museum System has been inconsistent in recent years and a new suite of programs is being piloted under new leadership that will:

• Engage the public with the museum and collections, • Tell the story of all of the diverse people living in Manassas, • Engage new audiences such as millennials, families, and young professionals, and • Get people inside the museum building.

The Staff is also participating in a new American Alliance of Museums “Museums Assessment Program (MAP)” program that will help the Museum evaluate how well it is carrying out its educational role and meeting core standards for education and interpretation. This assessment takes into consideration the different ways in which museum programs engage the community and other audiences. Using the findings from surveys currently being implemented at pilot programs, and feedback from the MAP assessment, in 5 years, program priorities may include:

• Considering the large (and growing) Latino population in Manassas, programs and in-gallery interpretation will be accessible in both English and Spanish,

• Enabling Manassas residents to feel a sense of belonging at the museum because programs will help them to make personal connections to the collection and the city’s history,

• Establishing anchor programs such as Front Porch Talks, Family workshops, and K-12 educational programs will continue to broaden the museum’s core audiences and will ultimately lead to the perception of the museum as a key community resource, and

• Improving accessibility through a variety of pathways such as Facebook live, YouTube, Virtual Reality, distance learning/virtual field trips, etc.

15

_______________________________________

Page 5 of 8

Historic Sites A benefit of consolidating the Manassas Museum System with Parks and Recreation has been the ability of the new Parks, Culture and Recreation department to strategically complete capital projects and consider the historic sites for their open space value as well as historic value. As a result, the experience at some of the historic sites has changed dramatically in the last five years to be more accessible and welcoming. Mayfield and Cannon Branch Civil War Forts – the forts are great opportunities for telling the City’s role in the Civil War and have the ability to attract a large number of out of state visitors interested in the War. The exhibit at Mayfield is currently being redone and Cannon Branch is slated for FY22. New signage and necessary landscape improvements are part of the upgrades. The sites retain their status as Civil War Trail sites in the state-wide system. Liberia Manor House – Liberia has seen the most dramatic changes in the last five years with the adoption of a new master plan which deliberately identified restoration zones versus development zones to allow for strategic viewsheds open to the public. A considerable amount of vegetation has been cleared so that the house if fully visible from Portner Avenue and parking has been added. The garden for Randy Tuberville is in the process of being installed and site signage now tells a variety of stories of both the owners, the enslaved people and the soldiers from both sides of the Civil War. The exterior and first floor of the house has been restored to its Civil War period of significance while the second floor remains in such a state as to talk about the architecture of the period. Annaburg Manor House – recently acquired, Annaburg will undergo a master plan process in FY21 and the exterior of the house is being stabilized with a new roof, cornice and gutters. Norfolk Southern Railway Station – the railway station remains open to the public as a working station while also housing the City’s Visitor Center and offices of Historic Manassas, Inc. Hopkins Candy Factory – the building remains leased to the Center for the Arts which has been rebranded as the ARTS Factory! Manassas Industrial School/Jennie Dean Memorial – another site that has seen dramatic improvements, the Memorial is being upgraded with the installation of a long-planned statue to Jennie Dean and accessible walkways from the parking lot to Wellington Road. Enhanced landscaping and a new exhibit will also improve this important historic site.

16

_______________________________________

Page 6 of 8

III. 2020 – 2025 Strategic Plan Vision

The vision of the Manassas Museum System is to stimulate conversation, develop understanding, and contribute to a better society through engagement and interactive experiences that are relevant, accessible and meaningful to everyone.

Mission

The mission of the Manassas Museum System is to share the significant historic impact that Manassas has on our region through our historic sites, research and collections.

Goal 1 - Collaborate with the Manassas community to celebrate the City’s 150th and the Museum’s 50th Anniversary with a year-long celebration and major event around April 2023.

Objective 1.1 - Develop specialized programs and exhibitions that engage the entire community that kick-off in the fall of 2022 and continue throughout calendar year 2023. Objective 1.2 – Complete Capital Project C-006 Manassas Museum Addition by December 2022 with a rededication ceremony in April 2023. Objective 1.3 - Offer customized store products and a specialized license plate commemorating the anniversary. Objective 1.4 - Develop a comprehensive theme, marketing plan and communication strategy such as Curate My Community or Celebrate Manassas, increasing the amount of online and print media that features the Manassas Museum System and Manassas community before and after the anniversary.

Goal 2 – Increase the impact the museum system has on the overall economic health of the City of Manassas.

Objective 2.1 – Organize exhibitions that reach out to new audiences and attract tourists to the City of Manassas. Objective 2.2 - Increase store sales and program registration by 10% over 5 years. Objective 2.3 – Identify opportunities for innovation and deploy new methods of engagement including encouraging the community to actively use our various spaces. Objective 2.4 – Enhance internet, site and building signage by December 2022

17

_______________________________________

Page 7 of 8

Goal 3 - Implement best practices as defined by American Alliance of Museums (AAM) core standards.

Objective 3.1 - Prepare for AAM accreditation by submitting for additional peer review grants and implementing a majority of recommendations from those reports. Objective 3.2 - Increase access and diversify pathways to collections accessions by restructuring the Historic Resources Board Collections Committee to broaden community representation. Objective 3.3 - Implement facility and storage management standards for the museum and historic sites by December 2025. Objective 3.4 – Maintain and support a diverse, engaged, and empowered staff to foster an inclusive environment for staff, volunteers and visitors.

Goal 4 – Increase citizen satisfaction and engagement with Manassas Museum System programs and facilities.

Objective 4.1 – Engage a broad representation of the Manassas community to identify a diverse offering of programs and exhibitions targeted to the community’s interests. Objective 4.2 – Provide a welcoming atmosphere and exceptional visitor experience at the Manassas Museum and System sites. Objective 4.3 – Develop new walking and driving trails around under-represented stories and communities. Objective 4.4 - Partner with MCPS to install a museum quality exhibit on Jennie Dean in the lobby of the proposed new school that will replace the Jennie Dean Elementary School.

Goal – Engage residents of color and other disadvantaged community residents to understand the way the System historically and currently impacts each group and how the System can better support diversity, equity, accessibility and inclusion.

Objective 5.1 – Convene community stakeholders as part of the 2023 event planning process to understand their perspectives on the different racial and social impacts the System’s exhibits and programs have had and can have on residents. Objective 5.2 – Continue to reach out and collaborate with diverse partners on exhibits and programs that have the potential to engage new audiences that previously never or rarely saw themselves in the Systems exhibits and programs.

18

_______________________________________

Page 8 of 8

Objective 5.3 – Identify data that can be easily collected and maintained to assist the System in establishing baselines and measuring progress towards developing a goal to better support diversity, equity, accessibility and inclusion in all of the System’s exhibits and programs.

IV – Success Measures Citizen survey results – Continued upward trend in resident satisfaction with Manassas Museum Program & Facilities (2014 – 68%, 2016 – 70%, 2018 – 76%) Peer comparisons of Attendance Trends and Increase (insert graphic from FY19 Annual report) Online and print media (insert graphic from FY19 Annual Report) Social Media impressions (insert graphic from FY19 Annual Report) Yelp, Trip Advisor, Google Reviews - new Program and Exhibition surveys – new

19

Historic Resources Board

FY2020 ANNUAL REPORT Adopted August 4, 2020

20

Table of Contents

Introduction.............................................................................................................. 3

Responsibilities ......................................................................................................... 3

Activities ................................................................................................................... 4

A Look Ahead ............................................................ Error! Bookmark not defined.

Membership .............................................................................................................. 5

Attendance Report ..................................................... Error! Bookmark not defined.

21

City of Manassas Historic Resources Board | FY2020 Annual Report 3

Introduction

The Manassas Historical Committee was established by a resolution adopted by the

Manassas City Council on August 27, 1973, and reestablished with an expanded

mission by Council Resolution R-90-48 on June 11, 1990. The Committee was

reconstituted as the Manassas Historic Resources Board (“HRB” or” Board”) by

Resolution R-99-154, adopted by the City Council on June 14, 1999. It is an advisory

body pursuant to Virginia Code § 15.2-1411 and subject to City of Manassas Code §

2-301 and City Council Policies related to advisory bodies.

Responsibilities

The purposes of the Board are as follows:

1. To advise the City Council as appropriate on matters of historical interest to

the City. These include, but are not limited to, historic preservation,

educational and cultural programs, and tourism promotion.

2. To act as an advisory board to The Manassas Museum System. In this

capacity, the Board shall formulate policy recommendations for approval by

the City Council. These include, but are not limited to, strategic planning,

admission and other policies, business planning, programming, and the

accession/de-accession of artifacts.

3. To work in cooperation with such community organizations as the City of

Manassas Architectural Review Board, Historic Manassas, Inc., Manassas

Business Council, Manassas Museum Associates, Old Town Business

Association, and other groups for the general benefit of the citizens of

Manassas.

4. To foster wider awareness of the City’s historic legacy and promote

responsible stewardship of historic resources both public and private.

5. To consider and comment on other matters of general community interest as

requested by the City Council and, or other organizations or groups as listed

above.

22

City of Manassas Historic Resources Board | FY2020 Annual Report 4

Activities

In FY20 the HRB supported the Museum System’s exhibits and programs as well as undertook several special projects of their own. These projects including fundraising for the Jennie Dean Memorial, proposing a commemorative automobile license plate

for the City of Manassas, and most importantly, updating the System’s strategic plan. As of June 30, 2020, the Manassas Museum System had raised $133,000 of the

$175,000 needed to match the City Council’s appropriation of $175,000 for the Jennie Dean Memorial and the statue had been commissioned and site work begun. That project is on schedule for fall of FY21. A design for a commemorative license plate

was put out to the public for input who overwhelmingly chose the seal over the logo as the primary design element of the plate. The license plate is planned for final Council approval and submission to the Virginia Department of Motor Vehicles in

FY21. In preparing the System’s strategic plan, the HRB gathered input from a variety of

places including the City’s biannual Citizen Survey and Community Conversations. In addition, the Museum Staff was successful in obtaining a grant from the American

Association of Museums for a peer review assessment of the System’s community engagement efforts. That report contained a number of suggestions that the HRB considered as part of the planning effort. The HRB also worked with the City staff to

align the System’s strategic plan with the City’s Comprehensive Plan update which identified the acquisition of Annaburg Manor by the City as an additional Manassas Museum System historic site. Approval of the plan and submission to the City

Council was originally planned for the end of FY20 however the pandemic emergency has pushed that to the fall of FY21.

Collections

A primary responsibility of the HRB is to approve the donation or deaccession of gifts and acquisitions for the Museum’s permanent collection. The HRB annually appoints a Collections Committee that also includes members of the community. The

Committee meets annually or biannually with the Museum Curator to consider potential gifts or acquisitions. In FY20 the Committee considered potential gifts from six donors for a total of twelve objects or lots. Eleven objects were accepted (8 for

collection/3 for the files) and one object was rejected. Of the items donated there was a Manassas Industrial School Diploma, items from local collectors Chip and Ann Paciulli, which included Civil War era items, a Liberia school document, and 255

documents dealing with local business, land transactions, railroad history and legal

23

City of Manassas Historic Resources Board | FY2020 Annual Report 5

matters. The committee also voted to reject a small paperback book that arrived through the mail – unsolicited – with no donor information included.

A Look Ahead

During the first quarter of FY21 the HRB will focus on completing the Manassas

Museum System Strategic Plan 2020-2025 and submit that to the City Council by the end of the calendar year. Work will then begin on implementation of the plan which includes working with City staff on new programs and exhibits, planning for the 2023

Sesquicentennial of the founding of Manassas and renovating the Manassas Museum building in time for that event. In 2023, the Manassas Museum will celebrate fifty (50) years which is an important anniversary for the community to celebrate. The

Museum Curator has also suggested that the HRB consider updating the community membership of the Collections Committee and the HRB will take up that issue once the Strategic Plan is completed.

As always, the Board extends its appreciation to the Council for its continued support of the Manassas Museum System and looks forward to a year in FY21.

Membership

Member Term Expiration Dave Button June 30, 2021

Lyshawn Dean June 30, 2021 Rob Fisher June 30, 2024 Connie Gilman June 30, 2023

Robert Keller June 30, 2024 Mark Olsen June 30, 2023 Jill Pascale June 30, 2023

Ralph Smith November 2019 (elected to City Council) Warwick Steer June 30, 2023 Don Wilson June 30, 2023

24

City of Manassas Historic Resources Board | FY2020 Annual Report 6

Attendance Report

Board Members Meetings Present Absent

Dave Button 5 5 0

Lyshawn Dean 5 4 1

Rob Fisher 5 3 2

Connie Gilman 5 3 2

Robert Keller 5 4 1

Mark Olsen 5 5 0

Jill Pascale 5 4 1

Ralph Smith* 3 2 1

Warwick Steer** 1 1 0

Don Wilson 5 4 1

*Ralph Smith elected to City Council November 2019.

**Warwick Steer appointed to HRB December 2019.

Note: The HRB did not meet in April, May and June of 2020 due to the pandemic

emergency. Meetings resumed in July, 2020.

Sincerely,

_____________________________ ____________________________

Mark Olsen, Chair Date

25

City of Manassas

Parks, Culture & Recreation Historic Resources Board

City Hall – 2nd Floor Conference Room 9027 Center Street

Manassas, VA 20110

Meeting Date: August 4, 2020 Time Estimate:

10 minutes

Agenda Title:

FY2020 Annual Report

Recommendation: Action Motion:

1) I move adoption of the FY2020 Historic Resources Board Annual

Report and submit to City Council in September..

Date Last Considered:

Not applicable

Summary and/or Comments:

Approve the FY2020 Historic Resources Board Annual Report for submission to City Council in September.

Staff Contact:

Elizabeth S. Via-Gossman, FAICP Evia-gossman@manassasva.gov (703) 257-8224

26

City of Manassas

Parks, Culture & Recreation Historic Resources Board

City Hall – 2nd Floor Conference Room 9027 Center Street

Manassas, VA 20110

Meeting Date: August 4, 2020

Time Estimate:

5 Minutes

Agenda Title:

Collections Committee Recommendation

Recommendation: Action Item

Motion: I move to deaccession five (5) chairs bearing the accession number 1975.031.001 A-E from the Museum’s collection.

Date Last Considered:

N/A

Summary and/or Comments:

The Prince William County Historic Preservation Division has requested that the chairs we currently have on loan to them be converted to a permanent gift. These chairs have been on since 2015 and have a history of being used in the historic courthouse in Brentsville. The County is using them in that courthouse as part of their interpretive plan.

Staff Contact: Mary Helen Dellinger mdellinger@manassasva.gov (703) 257-8452

27

28