Manassas Historic Resources Board Manassas Historic Resources Board September 01, 2020 Page | 1 City of Manassas, Virginia Manassas Historic Resources Board Meeting AGENDA Manassas Historic Resources Board Manassas Museum - Multi-Purpose Room Tuesday, September 01, 2020 Call to Order - 7:00 p.m. Roll Call and Determination of a Quorum Remote Participation I move to allow {say names} to participate in tonight’s meeting by remote electronic communication as permitted by the Board's rules of procedures. 1. Approval of the Meeting Minutes 1.1 Approval of Meeting Minutes August 4 2020 DRAFT 2. Announcements and Reports 2.1 Announcements and Reports Agenda Statement - Announcements and Reports 3. Old Business 3.1 Manassas Museum System Strategic Plan 2020 - 2025 Agenda Statement - Strategic Plan 2020-2025 Museum Strategic Plan 2020-2025 - FINAL 9-1-2020 4. New Business 4.1 Collections Policy Review Agenda Statement - Collections Policy 1
Transcript
Manassas His toric Resources BoardManassas His toric Resources BoardSeptember 01, 2020Page | 1
City of Manassas, VirginiaManassas Historic Resources Board Meeting
AGENDA
Manassas Historic Resources BoardManassas Museum - Multi-Purpose Room
Tuesday, September 01, 2020
Call to Order - 7:00 p.m.
Roll Call and Determination of a Quorum
Remote Participation
I move to allow {say names} to participate in tonight’s meeting by remote electroniccommunication as permitted by the Board's rules of procedures.
1. Approval of the Meeting Minutes
1.1 Approval of Meeting Minutes August 4 2020 DRAFT
2. Announcements and Reports
2.1 Announcements and ReportsAgenda Statement - Announcements and Reports
3. Old Business
3.1 Manassas Museum System Strategic Plan 2020 - 2025Agenda Statement - Strategic Plan 2020-2025Museum Strategic Plan 2020-2025 - FINAL 9-1-2020
Manassas Historic Resources Board August 4, 2020 – 7:00 p.m.
Regular Meeting City Hall – 2nd Floor Conference Room – 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: Rob Fisher, Robert Keller, Mark Olsen 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: Dave Button, Don Wilson City Council Member Liaison: Ralph Smith, Council Member – Present Parks, Culture & Recreation Staff in Attendance: Mary Helen Dellinger, Curator (via remote participation); Rachel Goldberg, Programs and Events Coordinator; Jean Griffith, Administrative Associate/Board Clerk Community Development Staff: Elizabeth Via‐Gossman, Director Remote Participation: Rob Fisher 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 Mark Olsen seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously. Approval of Minutes of July 7, 2020: Rob Fisher moved to accept the minutes as written, and Bob Keller seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously. Chair’s Comments:
Mark Olsen asked Liz Via‐Gossman to update the board on the next step for Annaburg after the Community Meeting was held last fall. An informal task force will be set up
3
2
which will include two members from the Historic Resources Board, two members of the Parks & Recreation Committee, and some representatives of the Annaburg neighborhood.
The chair asked for members willing to serve on this task force. The chair appointed Connie Gilman and Bob Keller to participate in meetings and report back to the board.
Bob Keller will no longer be the Parks & Recreation Committee liaison. No member volunteered to serve as the new liaison.
At the Chair’s request Mary Helen Dellinger reported on the temporary exhibit Consider the Source that is now open to visitors.
Director’s Report:
Elizabeth Via‐Gossman reported that the Annaburg roof project is in process. The new slate is being matched to a piece of slate that is believed to be from the original roof.
The Jennie Dean Memorial site plans are approaching completion.
October 24 is the tentative date for the unveiling of the Jennie Dean statue with a limited event due to the COVID‐19 Pandemic.
At Ms. Via‐Gossman’s request, Rachel Goldberg reported that in general programs have been successful, although some have not been quite as well received. She recently completed a program with the schools.
Council Comments:
Ralph Smith had nothing to report.
Parks & Recreation Committee Liaison:
No report.
Old Business: License Plate Project: This agenda item was tabled from the July meeting to the August meeting to return with two final options.
Two revised options were presented for the board to consider.
Mark Olsen moved to recommend Option 2 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, and Bob Keller seconded the motion. The chairman opened the floor for discussion. There was no further discussion. Roll Call by Clerk:
Member Yay Nay Abstain
Lyshawn Dean X
Rob Fisher X
4
3
Connie Gilman X
Robert Keller X
Mark Olsen X
Jill Pascale X
Warwick Steer X
David Button and Don Wilson – Absent for meeting. The motion passed. 2020 – 2025 Strategic Plan Update:
Liz Via‐Gossman asked the board to discuss and submit any changes to the plan.
Staff recommended making an addition to section 5.4 on a Diverse Volunteer and Docent program.
Goal 5 edit: a change from “disadvantage and color” to “all marginalized people.”
Discussion focused on minor changes.
Ms. Via‐Gossman will provide a strike‐through for the board to review.
Staff will format the document for final approval at the September 1 meeting. New Business: FY2020 Annual Report: The FY2020 Historic Resources Board Annual Report was submitted to the Board for approval. Lyshawn Dean moved to adopt the FY2020 Historic Resources Board Annual Report and submit it to City Council in September; Rob Fisher second the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously. Roll Call by Clerk:
Member Yay Nay Abstain
Lyshawn Dean X
Rob Fisher X
Connie Gilman X
Robert Keller X
Jill Pascale X
Warwick Steer X
David Button and Don Wilson – Absent for meeting; Mark Olsen Absent for vote. The motion passed.
5
4
Collections Committee: Mary Helen Dellinger presented a request from the Prince William County Historic Preservation Division that five chairs currently on loan from the Manassas Museum be converted to a permanent gift. These chairs have been on loan since 2015 and have been used in the Brentsville Historic Courthouse as part of its interpretive plan. Rob Fisher moved to accept the Collections Committee recommendation to deaccession five (5) chairs bearing the accession number 1975.031.001 A‐E from the Museum’s collection; Jill Pascale seconded the motion. The chairman opened the floor for discussion. There was no further discussion. The motion carried unanimously. Roll Call by Clerk:
Member Yay Nay Abstain
Lyshawn Dean X
Rob Fisher X
Connie Gilman X
Robert Keller X
Jill Pascale X
Warwick Steer X
David Button and Don Wilson – Absent for meeting; Mark Olsen Absent for vote. The motion passed. Collections Policy – the Collections Policy was last updated in 2014 and it needs to be reviewed and revised at least once every five years. Rob Fisher and Mary Helen Dellinger were directed to work with the Collections Committee to update the policy and present it to the Board. The Board will consider community representation on the Committee and a position on collecting “new history” – particularly as we move into our next 50 years as an organization. The Board was asked to send comments to Rob Fisher or Mary Helen Dellinger. Close of Business: Bob Keller asked for any other business.
No further business was brought forward. The next meeting is scheduled for September 1 at 7:00 p.m. Adjournment: Rob Fisher moved to adjourn the meeting and Lyshawn Dean seconded the motion. The motion carried unanimously to adjourn the meeting. The meeting ended at 8:00 p.m.
6
5
________________________________ ____________________ Mark Olsen, Chair Date ________________________________ ____________________ Jean Griffith, Clerk Date
City Hall – 2nd Floor Conference Room 9027 Center Street
Manassas, VA 20110
Meeting Date: September 1, 2020
Time Estimate:
15 Minutes
Agenda Title:
Manassas Museum System Strategic Plan 2020 - 2025
Recommendation: Action
Motion: I move approval of the Manassas Museum System Strategic Plan 2020-2025
Date Last Considered:
August 4, 2020
Summary and/or Comments:
The HRB last discussed the 2020 – 2025 Strategic Plan in August with a few edits to be made. Staff has edited and formatted it for approval by the board at the September meeting. Following Board action, the plan will be forwarded to the City Council for approval at a date to be determined.
Staff Contact: Elizabeth S. Via-Gossman, FAICP [email protected] (703) 257-8224
Manassas City CouncilPamela J. Sebesky, Vice MayorTheresa Coates EllisMichelle Davis-YoungerIan LovejoyRalph J. SmithMark D. Wolfe
Manassas Historic Resources BoardMark Olsen, ChairRobert Keller, Vice ChairMembers David ButtonLyshawn DeanRob FisherConnie GilmanJill Pascale;Warwick SteerDon WilsonCity Council LiaisonCouncil Member Ralph J. Smith
Parks, Culture & Recreation Staff Elizabeth Via-Gossman, FAICP Assistant City Manager; Director, Department of Community DevelopmentKisha Wilson-SogunroParks, Culture and Recreation Manager
Mary Helen Dellinger, Museum CuratorMatthew Ford, Visitor Services Aide/Store ManagerChristen Fox, Operations & Maintenance SupervisorRachel Goldberg, Programs & Events CoordinatorJean Griffith, Administrative Assistant IIAlex Hamilton, Recreation SupervisorEllie Hill, Visitor Services AideNikolai Karavodin, Visitor Services AideDanay Lewis, Business Services SupervisorNancy Mitchell, Visitor Services Aide
11
2 / MANASSAS MUSEUM STRATEGIC PLAN
Letter from the Chairman and 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 objectives contained in the plan.
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, Manassas Historic Resources Board Elizabeth S. Via-Gossman, FAICP, Director
Black Lives Matter rally
12
MANASSAS MUSEUM STRATEGIC PLAN / 3
I. Introduction
“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
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.
13
4 / MANASSAS MUSEUM STRATEGIC PLAN
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,
Annie’s Porch Exhibit
14
MANASSAS MUSEUM STRATEGIC PLAN / 5
opened in 2018. 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 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, 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
Native Legacy Exhibit
15
6 / MANASSAS MUSEUM STRATEGIC PLAN
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 should consider:
• The large (and growing) Latino population in Manassas, programs and in-gallery interpretation should 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 that will continue to broaden the museum’s core audiences and 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.
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.
Bridging Cultures Exhibit Dance Program
Mayfield Earthwork Fort
16
MANASSAS MUSEUM STRATEGIC PLAN / 7
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 have 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!
Liberia House Park
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.
(above) Annaburg Park; (below) Jennie Dean Memorial under construction
17
8 / MANASSAS MUSEUM STRATEGIC PLAN
VisionThe vision of the Manassas Museum System is to stimulate conversation, develop understanding,
and contribute to a better society through inclusive engagement and interactive experiences that are relevant, accessible and meaningful to everyone.
MissionThe 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.
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.
Goal 1 Collaborate with the entire 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.
IV. GoalsNaylor Family Reunion at Liberia
III. 2020 – 2025 Strategic Plan
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.
18
MANASSAS MUSEUM STRATEGIC PLAN / 9
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 inclusive engagement including encouraging the community to actively use our various spaces.
Objective 2.4 Enhance internet, site and building signage by December 2022
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 2Increase the impact the museum system has on the overall economic health of the City of Manassas.
Goal 3Implement best practices as defined by American Alliance of Museums (AAM) core standards.
(left) Rohr Car Show (right) interpretation on the lawn
19
10 / MANASSAS MUSEUM STRATEGIC PLAN
Objective 4.1 Engage a broad representation of the Manassas community to identify a diverse offering of programs and exhibitions targeted to a variety of community 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 4Increase citizen satisfaction, accessibility and engagement with Manassas Museum System programs and facilities.
Goal 5Engage all community residents to better support diversity, equity, accessibility and inclusion of every resident.
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.
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.
Objective 5.4 Ensure a diverse volunteer and docent representation within the Manassas Museum System and provide appropriate support and training to volunteers and docents as needed.
Museum Evening for Educators
20
MANASSAS MUSEUM STRATEGIC PLAN / 11
IV. Success Measures
1. Citizen survey results indicating continued upward trend in resident satisfaction with Manassas Museum programs and facilities.
2. Increase in attendance trends compared to peer institutions.
3. Increase in online and print media stories and social media growth.
The current Collections Policy was approved by the HRB in 2014. The policy states that the document should be reviewed and revised as required but at least once every five years. With the completion of the System’s Strategic Plan it is appropriate that the document be reviewed and updated if necessary. In addition, the make up of the Collections Committee and method of appointment should be reviewed. The Staff notes that any changes to the Policy will require the approval of the City Council. The items that the Staff are suggesting for discussion are listed below, the HRB or Committee members may have other items to include in the discussion:
1. Collections Committee – the HRB bylaws state that this is a committee of the Board yet the Board in practice has only been appointing representatives to the Committee. Should the Board be appointing the entire committee – both board members and community members? Should there be more diverse community representation on the committee? Should there be a term limit for non-board members on the committee? Currently there is one community member on the committee, a Prince William County resident. All others are regular or honorary board members or Staff.
2. Permanent Collections – Currently the collections policy specifies materials that are representative of Manassas, Prince William County and the Northern Virginia Piedmont, and reflect the culture, history and lifestyles of the region’s past and present inhabitants. Are regional or Piedmont materials still relevant to the mission of the Manassas Museum?
23
3. Best Practices – the Museum Curator will review the 2014 policy against AAM standards and suggest appropriate modifications if necessary to meet those standards.
Review of Collections Policy August 19, 2020 For a review of the Collections Policy, it is important to remember two things:
1. There are five core standards of collections stewardship that must be considered when owning and managing collections. We meet 4 of the 5. What’s missing is how we strategically plan for the use and development of the collection.
2. There are two important related core documents that should work seamlessly with a Collections Policy – the Mission
Statement and the Disaster and Emergency Response Plan. The American Alliance of Museums directs that a museum Collections Policy should: Describe the of scope of collections Explain how the museum cares for collections Explain how the museum makes collections available to the public Clearly define the roles of the parties responsible for the collection
In addition to these four points, there are eleven elements that are recommended for inclusion. We include 10 of the 11. What’s missing is a clear explanation of how we use funds realized from deaccessioning and selling objects.
Recommended points for discussion by the HRB regarding the Collection Policy:
Section 1/Page 3 – include Mission Statement
Section 3/Page 3 – Expand description of role of Committee, how appointed, add terms of service; add role of HRB; add suggestion that committee reflect the diversity in the community
Section 4/Page 4 – Scope of Collections: add level of care for each category; statement about diversity?
Section 5.2/Page 6 – Development of Collection: steps for accessions or does this come under Section 3?
Section 5.3b/Page 8 – Deaccessioning: statement on use of funds need to be spelled out
Section 7.1/Page 9 – Loans: add that for incoming loans the committee role does not play a role
9101 Prince William Street | Manassas, VA 20110 | P: 703-368-1873 | www.manassascity.org/leisure
25
Manassas Museum System Collections Management Policy
April 7, 2014
26
2
COLLECTIONS MANAGEMENT POLICY TABLE OF CONTENTS
1. STATEMENT OF PURPOSE ……………………….3
2. STATEMENT OF AUTHORITY ……………………….3
3. COLLECTIONS COMMITTEE ……………………….3
4. SCOPE OF COLLECTIONS ……………………….4
5. COLLECTION DEVELOPMENT ……………………….5
6. APPRAISALS ……………………….8
7. LOANS ……………………….9
8. DOCUMENTATION ……………………….11
9. INVENTORY ……………………….11
10. SECURITY ……………………….12
11. ACCESS ……………………….13
12. RISK MANAGEMENT/INSURANCE ……………………….14
13. CONSERVATION ……………………….14
14. RIGHTS & REPRODUCTIONS ……………………….15
15. CODE OF ETHICS ……………………….15
27
3
The Manassas Museum System
Collections Management Policy
1. STATEMENT OF PURPOSE
THE MANASSAS MUSEUM SYSTEM MISSION STATEMENT
This Collection Policy shall, at all times, adhere to the current version of the
Manassas Museum Mission Statement.
2. STATEMENT OF AUTHORITY
This policy is a public document recommended by the Manassas Historic
Resources Board and adopted by the Manassas City Council to provide best practices for
acquisition and disposal of the Museum’s collection and to encourage confidence in the
Manassas Museum System as a suitable repository for collections. It also defines the
present state and use of the collections. The Collections Management Policy of the
Manassas Museum System shall be reviewed and revised as required, but at least once
every five years.
3. COLLECTIONS COMMITTEE
It is the role of the Collections Committee of the Manassas Historic Resource
Board (MHRB) to make recommendations to the MHRB on acquisitions, deaccessions,
and transfers as based on the motions made by the Curator.
The Curator’s duties to the Committee include:
Scheduling Collections Committee Meetings and preparing information for
review by the Committee.
Reviewing all artifacts and recommending to the Committee which items are
to be accessioned, rejected, or tabled for further information.
Drafting Collections Committee recommendations and sending them to the
MHRB and to the Director.
Supervising and maintaining all inventory and collections records.
28
4
4. SCOPE OF COLLECTIONS
The Manassas Museum System collections exist in one of the following
subcategories:
4.1 Permanent Collections
This collection consists of materials that are representative of Manassas, Prince
William County and the Northern Virginia Piedmont, and reflect the culture, history and
lifestyles of the region’s past and present inhabitants. These objects are owned outright
by the Museum for the purpose of study and exhibition. All objects shall either reflect
the finest workmanship and design; shall be the best examples of their type; shall
contribute to a better understanding of the region’s history; or shall contribute in some
important way to the story of the region’s arts and culture. These materials include, but
are not limited to:
Archives
Maps and Blueprints
Photographs
Manuscripts
Audio-visual and electronic media
Artifacts/Objects
Historic Buildings, Sites, and Structures
Works of Art
Archeological Materials
4.2 Loaned collections
These collections exist in the Manassas Museum System on a temporary basis,
and are used for exhibition purposes only.
4.3 Study or research collections
Library: Topic specific and rare books
Historical Files
Reproduction objects used in educational programs
29
5
5. COLLECTION DEVELOPMENT
The Manassas Museum System collects objects relevant to the scope of the
Mission Statement in order to preserve, protect, make accessible, and interpret those
objects on behalf of the public. The Curator is the staff person responsible for developing
the collection in conjunction with the Museum’s mission statement. The Curator shall
review the objects in the collection periodically to assess the collections’ continued
relevance to the Museum’s purposes. The Curator shall identify and fill deficiencies in
the collection and further refine its scope through collecting or disposal. The Curator
shall be bound by the acquisition and disposal policies of the museum.
5.1 Acquistions
An acquisition is the transfer of legal ownership of an object to the Manassas
Museum. Objects may be acquired for the Museum collections by means of a gift,
bequest, transfer, or purchase in accordance with the following criteria. The object must:
Be relevant to the interpretation and understanding of the history of
Manassas and/or the Northern Virginia Piedmont.
Have adequate provenance established for it to be accepted into the
permanent collection. If satisfactory provenance is not provided by the
donor, the Museum may take the object into temporary custody to
determine the object’s relevance to the collection. If satisfactory
provenance is not established, or the object is not found to be compatible
with the Museum’s mission statement, the MHRB shall not accept the
object into the permanent collection.
The donor must have clear title to the object, and convey this title and all
rights of ownership to the Museum without restrictions. This is
accomplished by signing a Deed of Gift form. Prior to signing the Deed of
Gift form, the Museum shall ensure that the donor understands and agrees
to all details of the transaction.
The Museum shall not knowingly accept any object that has been stolen or
obtained in a suspicious manner.
The object must not contradict polices on culturally sensitive materials.
30
6
The Museum shall not accept unscientifically excavated archeological
materials.
The object must not unnecessarily duplicate other objects in the Manassas
Museum System collection.
The object must be in satisfactory physical condition, meaning:
a. It must not be beyond the Museum’s ability to repair, conserve, or
store appropriately.
b. It must not pose a threat to the safety of other objects, or to
Museum staff.
c. It must not be of such fragile composition that it cannot be stored
or exhibited without fear of damage.
The Museum reserves the right to refuse any gift or bequest it does not
deem appropriate and in the best interest of the Museum and the City of
Manassas.
5.2 Accessions
All items that are approved by the above requirements for Acquisitions shall be
accessioned into the collection by the Curator. The object shall be given a distinct
accession number and object ID number, be appropriately tagged and packed, and then
placed in storage for future use. Once an object has been accessioned, it has a status
beyond that of merely being the property of the organization and can only be disposed of
by the formal process of deaccessioning and disposal.
5.3 Deaccessions
Deaccessioning is the process of formally removing an object from the Museum’s
collections. Because the Museum collection is held in trust for the public, responsible and
ethical management of the collection requires that deaccessioning be a serious and well-
documented transaction.
31
7
5.3a Standards
The Museum must have clear title to the object, and be certain there are no
restrictions that might prevent legal disposition of the object. The deaccessioning of
objects shall have one of two goals:
To improve the quality of the collection by improving its focus and
providing funds for new acquisitions.
To improve the quality of care of the permanent collection by providing
more storage space and allowing for the better allocation of resources.
When the Curator determines that an object is eligible for deaccessioning, s/he shall call a
meeting of the Collections Committee. The committee shall then approve or reject the
object’s removal from the collection. The Collections Committee shall then request
formal approval from the MHRB to deaccession the object.
Deaccessioning decisions shall be based upon the following conditions:
The object is no longer relevant or useful to the purpose of the Museum
and the scope of its collections in accordance with the Museum’s mission
statement.
The condition of the object has deteriorated beyond the point of usefulness
or the Museum’s ability to preserve it.
The object unnecessarily duplicates another object or objects in the
collection.
The authenticity of the object has been refuted.
The item is found to have been obtained in an illegal or unethical manner.
The Museum is unable to provide acceptable professional care for the
object.
5.3b Disposal
The Curator shall determine the disposition of a deaccessioned object according
to the following options:
32
8
Objects may be transferred to like institutions, if possible, or to any
suitable non-profit organization at the Curator’s discretion. The Curator
shall notify the MHRB of this decision.
At the Curator’s discretion, the object may be placed for sale on the open
market following the City’s surplus asset disposal procedure. Any income
resulting from such a sale shall be placed into a museum revenue fund.
With approval of the MHRB, certain deaccessioned items that are deemed
unsalvageable may be destroyed.
If available, the following information must accompany each item to be
considered for deaccession: description, name of donor, date of
acquisition, proposed means of disposal, approximate value, and a copy of
the Deed of Gift.
Private sales to individuals are not permitted, and private trades are not
undertaken. All marks identifying an object with the Museum must be
removed before disposition.
All pertinent data regarding the method of disposition of a deaccessioned
object must be recorded on the Deaccession and Disposal worksheet and
placed in the object file.
The object shall then be marked as deaccessioned in the electronic
database.
5.3c Staff role
Museum staff are are ineligible to accept, purchase or posses any object
deaccessioned by the Museum except as expressly permitted by law.
6. APPRAISALS
The appraised value of a donation is the responsibility of the donor. No
acquisition shall be appraised by a trustee, staff member, or any other person closely
associated with either, but staff may render impartial assistance to donors seeking
independent qualified appraisers. Gifts to the Museum are tax deductible to the extent
approved by law under IRS designation 170(b)1, Gifts to a City.
33
9
7. LOANS
7.1 Incoming Loans
The Museum may borrow items from other institutions or individuals for the
purpose of education, exhibition, or research. The Museum must ensure that it can store,
protect, preserve, and account for the loaned item(s) under conditions that are in keeping
with professionally accepted standards.
The Museum authorizes loans in accordance with a standard agreement with the
lending individual or institution. This agreement specifies the item to be loaned, the
purpose, time period, value, conditions of the loan, and responsibilities of each party. The
Museum accepts physical custody and responsibility to professionally care for the loaned
item for a specified purpose and time period, but does not gain title to the item.
The Museum does not knowingly borrow objects of questionable or illegal origin.
If a question should arise about the origin of the loaned object, the Museum may
withdraw the object from exhibition. If the ownership of a loaned item comes under
question, the Director shall consult the City Attorney as to the proper way to proceed.
All incoming loans must be made for a specified time period, with a maximum
loan period of one year. There will be no indefinite loans. If the loan is to be kept beyond
the specified loan period, it must be renewed.
7.2 Outgoing Loans
The Museum may lend items from its collections to other institutions for study or
exhibition when the loan shall increase public accessibility to the items or promote
scholarly research. In making any loan, the Museum must ensure that the responsibility
for safeguarding its own collections is fulfilled, and that the item is available to the
Museum as needed for purposes of research, education, conservation, and exhibition.
7.2a Outgoing Loan Criteria
The item is available and not needed for Museum exhibitions, research,
conservation, or education purposes.
Objects must be able to withstand the ordinary strains of packing,
transportation, handling, installation, and exhibition.
34
10
The borrowing institution is capable of providing suitable care and safety
for the item according to professional standards set by the Museum.
The security, fire protection, lighting, temperature and humidity
conditions, and handling facilities of the borrowing institution are
approved by the Museum.
Plans for packing, installation, insurance and transport are approved in
advance by the Museum.
The written loan request is received at least two months before the loan is
made. Longer periods of time shall be required when several items are
requested at once.
Proper credit is given to the Museum.
The Collections Committee and MHRB must approve all outgoing loans.
All outgoing loans must be made for a specified term, with a maximum loan period of
four years. Extension of the loan period requires Museum approval.
7.2b Termination of outgoing loan
Outgoing loans may be terminated for the following reasons:
The Museum needs the item for educational, conservation, exhibition, or
research purposes.
The borrowed item is not cared for properly according to criteria listed
above in section 6.2a.
Adequate insurance is not maintained.
Any other reasons that the Museum deems important to warrant
termination of the loan.
7.3 Unclaimed Property
Loans to the museum that are unclaimed after sixty days of the expiration of the
loan period and objects in temporary custody of the museum where no deed of gift has
been returned after 60 days of the date of the first notification shall be considered
abandoned property and as such subject to the Code of Virginia Title 55, Chapter 11.2
35
11
(Sections 55-210-31 to 38). Property Loaned to Museums. Once clear title has been
gained under the law, the object shall undergo acquisition review.
8. DOCUMENTATION
Each object in the museum’s collection must have the following as part of its
documentation:
Proof of legal title that also meets ethical standards;
An accurate record in the appropriate accessions register;
An accession number which uniquely identifies the object with that
register entry;
That number is labeled or otherwise marked on the object;
A clear link with all associated documentation;
An accurate and up-to-date record of location.
9. INVENTORY
9.1 Periodic Inventories
The Curator shall conduct an inventory of portions of the collections on a semi-
annual basis. The purpose of such inventories shall be to ensure the integrity of the
collections, and to identify any lost, stolen, or otherwise missing items. Each artifact’s
object folder and electronic file shall be updated to note the location and condition of the
artifact at the time of each inventory. Missing items or inconsistencies shall be reported
to the Director and investigated. If investigation does not produce the missing object(s),
the Curator shall notify the Museum Director and the Collections Committee. If
warranted, the Manassas City Police Department shall be called as will the City’s
insurance carrier. All appropriate forms shall be completed and copies placed in the
object files.
9.2 Care and Control
In accordance with the mission of the Museum, the MHRB, Director, and staff are
responsible for protecting, preserving, and maintaining the Museum’s collection for
present and future generations according to professional Museum standards. The
36
12
professional standards by which the collection shall be managed and cared for include the
following:
Adequate provisions to maintain security.
Reasonable action toward the preservation of the collection, in keeping
with professionally accepted standards including: maintaining the proper
environs of storage and exhibition areas, monitoring the materials used in
storage and exhibition, periodically evaluating the condition of
collections, maintaining proper housekeeping, and providing proper
standards and safeguards for objects in transit and on exhibition or loan.
Inventory and control:
a. Spot-check inventories of specific portions of the collections shall be
scheduled as circumstances dictate.
b. Records management: Maintaining accurate up-to-date records
pertaining to the identification, location, and condition of objects in the
collection, and original records regarding accessioned or loaned objects.
10. SECURITY
The Manassas Museum System’s collections are its most important asset and the
Museum must preserve, conserve, and insure the holdings to the best of its ability.
The Curator shall work together with other Museum staff to identify and
resolve issues regarding the security and protection of the collections.
The Museum shall maintain security measures designed to protect the
collections and the buildings, including but not limited to:
a. Smoke detection system
b. Security alarms and motion detectors for doors and entryways
c. Fire suppression systems
d. Central station security monitoring
Museum objects shall not be exhibited or used in such a way as to cause unnecessary
damage to the objects themselves. The Curator shall monitor all uses and shall be
authorized to order such changes in exhibit technique or other use as needed to protect
objects in the Museum collection.
37
13
11. ACCESS
Collections access can mean physical access to the Museum facility and the
collections or intellectual access to the available documentation and background data on
the objects. The Curator shall confer with appropriate Museum staff to determine the
needs and allowable access for each object. Whenever possible, legitimate requests for
information and/or examination of objects must be granted. This access shall include
loans to responsible institutions as well as use with the owner institution. When granting
access to objects or information, the Curator must also consider the cultural sensitivities
of the object’s creators.
Legitimate uses of the collection include:
Publications: book, journals, films, video, multimedia, and sound
recordings.
Exhibitions: furnished historic structures, Museum exhibitions, visible
storage, media exhibits online or other electronic media.
Interpretation and Education: demonstrations at the Museum, in
classrooms, and long distance educational programs.
Research: using objects, documentation and material analysis for
professional and educational ends.
Derivative works: posters, t-shirts, postcards, reproductions, internet sites,
games, toys, coloring books, et cetera.
The Museum preserves collections for use by researchers and shall make available
original research materials in its possession on equal terms of access. The Museum shall
not deny access to materials to any researcher, nor grant privileged or exclusive use of
materials to any researcher, nor conceal the existence of any body of materials from any
researcher, unless required to do so by statutory authority, institutional mandate, or donor
or purchase stipulation.
The Curator must approve all requests for access.
Archival materials and historical files are reference resources: they are not
available for circulation and may not be removed from the archives.
38
14
Access to the collections shall be done in a systematic manner in order to
minimize the risks of theft, mishandling, vandalism, lawsuits due to
intellectual property rights infringements, and letters of complaint to
governing bodies such as the City of Manassas City Council.
The Library shall be open by appointment only during normal operating
hours.
12. RISK MANAGEMENT/INSURANCE
The Museum's permanent collections are covered by the City of Manassas
insurance policy, while in storage or on exhibition at the Museum, its other properties, or
other locations within the city. The policy is administered by the Department of Human
Resources. Annually, the Curator shall review the schedule of values for the collections
to ensure that collection descriptions and values are current, and provide updates to the
city’s Risk Manager. The Curator will also notify the Risk Manager if an object from the
collections is being stored or exhibited in an unusual location that may not be covered
under the city’s regular policy. Incoming loan objects are also covered with an insurance
rider for the duration of the loan.
13. CONSERVATION
13.1 Preventive Conservation
The Museum shall provide safe, stable environments for storage and exhibition.
This is accomplished though strategically and systematically improving conditions in
structures, storage, and collections to prevent deterioration. The care, management, and
conservation of the collections are the responsibility of the Museum staff. All staff and
volunteers shall be trained before they may handle collections.
13.2 Corrective Conservation
Corrective conservation measures shall be considered when the condition of an
object is endangered by enduring and perpetual care or by a proposed Museum use, or
when preventive conservation measures are not sufficient to assure preservation.
Because of the inherent risk to permanent collections posed by corrective
39
15
conservation measures, the Museum requires that proposed measures use minimal
intervention to meet the requirements that have precipitated the need for treatment, and
provide documentation of an object’s condition before, during, and after treatment.
14. RIGHTS AND REPRODUCTIONS
The Museum staff shall respond to requests for commercial, editorial and
scholarly use of collections images by the public. The staff shall protect the Manassas
Museum System’s legal rights, while making appropriate media available for legitimate
public use. These media shall include, but are not limited to photography, photographic
slides, digital imagery, video recordings, and sound recordings. All published uses shall
credit The Manassas Museum System. In collaboration with other Museum staff the
Curator shall evaluate and support only those proposals for commercial replication that
guarantee the safety of an object, ensure that the copy shall be accurate, and use
appropriate. To the extent possible, any object shall be marked as a copy in as permanent
a manner as possible.
15. CODE OF ETHICS
Loyalty to the mission of the Museum and to the public it serves is the essence of
museum work, whether volunteer or paid. Where conflicts of interest arise – actual,
potential, or perceived – the duty of loyalty must never be compromised. No individual
may use his or her position in the Museum for personal gain or to benefit another at the
expense of the Museum, its mission, its reputation, and the society it serves.
15.1 Conflicts of Interest
Personal Collecting: If members of the Museum staff and the MHRB (hereafter
referred to collectively as Personnel) collect privately in the same field as the Museum,
they must adhere to the following guidelines:
Personnel must give the Museum first option to acquire an object that they
have purchased for themselves, at the same price, before adding it to their
personal collection.
40
16
Personnel must never purchase objects deaccessioned from their
Museum’s collection.
Personnel shall not store private collections on Museum property or do
research on or have their private collections conserved on Museum time
without the permission of the institution.
If Personnel decide to dispose of part or all of their private collections, and
those collections fit the Museum’s scope of collections, they shall offer it
first to the Museum at fair market value or as a gift.
Personnel shall not negotiate personally with a dealer with whom the
Museum also does business.
Neither shall friends nor relatives engage in a transaction on behalf of
Personnel that is not in compliance with the above-stated principles.
15.2 Dealing
There is a distinct difference between dealing (buying and selling for personal
profit) and occasional sales to upgrade a personal collection. To avoid conflict of interest
or even the appearance of conflict of interest, Personnel must not become involved in
dealing.
15.3 Donations and discounts
Personnel shall accept donations only for inclusion in the Museum’s permanent
collection. Donations relevant to the Museum collection shall not be accepted for private
use. Personnel may not accept personal discounts from a dealer if the Museum also does
business with that dealer.
15.4 Personnel who are artists must not use their position to advance their own work.
15.5 Collections
The distinctive character of Museum ethics derives from the ownership, care, and
use of the permanent collection. This stewardship of collections entails the highest public
41
17
trust and carries with it the presumption of rightful ownership, permanence, care,
documentation, accessibility, and responsible disposal. Thus, the Museum ensures that:
Collections in its custody support its mission and public trust
responsibilities.
Collections in its custody are lawfully held, protected, secure,
unencumbered, cared for, and preserved.
Collections in its custody are accounted for and documented to the fullest
extent possible.
Access to the collections and related information is permitted and
regulated.
Acquisition, disposal, and loan activities are conducted in a manner that
respects the protection and preservation of natural and cultural resources
and discourages illicit trade in such materials.
Disposal of collections through sale, trade, or research activities is
undertaken only when the object in question is no longer relevant to the
purpose of the Museum and the scope of the collections. Collections-
related activities promote the public good rather than individual financial
gain.
Competing claims of ownership that may be asserted in connection with
objects in custody shall be handled openly, seriously, responsively and
with respect for the dignity of all parties involved.
Collections must not be used as financial assets or collateral for an
institution.
The Curator must be cognizant of all laws affecting the acquisition or
disposal of objects in their area of responsibility. S/he must consult all
appropriate cultural rights documents, laws, acts, regulations, and
professional guidelines when disposing of objects.
15.6 Curatorial Ethics
Curators are the staff advocates for the collections. As caretakers, curators ensure
that the collections, including loans and related documentation, are well maintained and
42
18
that a collections-management policy is in effect. As interpreters, they provide the
scholarly and philosophical foundation for the collection. As connoisseurs, they use their
experiences and trained eye to make informed decisions about objects in or related to the
collections. Given this multifaceted role, curators must work with all other Museum
departments.
15.7 Estimating Insurance Values
The Curator may estimate insurance values for outgoing loans and internal use,
and with the permission of the Museum for other nonprofit institutions, but must not
prepare appraisals for gifts, private purchase and sale, or any other reason.
15.8 Loans
Loans from the collections are granted following Museum policy. The Curator
must ensure proper documentation and, in collaboration with other staff, ensure the
overall well-being of the collections for the duration of the loan. The Curator must never
lend Museum collections for personal gain. The Curator must ensure that loans to the
collection be offered the same care and protection as the collections under their care.
15.9 Documentation and Interpretation
The Curator is responsible for the accuracy of his or her research, analysis, and
interpretation and for the content of written description and documentation of the
collections under their jurisdiction, whether prepared by themselves or others. The
Curator must be aware of current scholarship and appropriately acknowledge the
scholarly or artistic efforts of others.
43
Manassas Museum Collections Committee, July 7, 2020
Rob Fisher, Chair 9079 Park Avenue Manassas, VA 20110 [email protected] Dave Button 9378 Fernwood Court Manassas, VA 20110 [email protected] Lyshawn Dean 10319 Massie Street Manassas, VA 20110 [email protected] Mary Helen Dellinger, Curator 9101 Prince William Street Manassas, VA 20110 [email protected] Rachel Goldberg, Programs Coord. 9101 Prince William Street Manassas, VA 20110 [email protected]
Martha Hendley 5704 Featherbed Lane Manassas, VA 20109 [email protected] Robert Keller 9610 Waterford Drive Manassas, VA 20110 [email protected] Suzanne Parker 9115 Grant Avenue Manassas, VA 20110 [email protected] Don Wilson 9274 Byrd Drive Manassas, VA 20110 [email protected]
