DOCSLIB.ORG

Summary of the Corporate Plan for the 2019-20 to 2023-24 Planning Period and Operating and Capital Budgets for 2019-20 Table of Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Summary of the Corporate Plan for the 2019-20 to 2023-24 Planning Period and Operating and Capital Budgets for 2019-20 Table of Contents qwewrt SUMMARY OF THE CORPORATE PLAN FOR THE 2019-20 TO 2023-24 PLANNING PERIOD AND OPERATING AND CAPITAL BUDGETS FOR 2019-20 TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 3 2. OVERVIEW 5 3. OPERATING ENVIRONMENT 8 4. OBJECTIVES, STRATEGIES AND PERFORMANCE MEASURES 13 5. FINANCIAL STATEMENTS, 2019-2020 TO 2023-2024 28 SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 2 EXECUTIVE 1 SUMMARY SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 3 EXECUTIVE SUMMARY The Canadian Museum of History (CMH) was established through the Museums Act of July 1, 1990, amended on December 12, 2013. The CMH is an autonomous Crown corporation that operates at arm’s length from the government in its day-to-day operations, activities and programming. It reports to Parliament through the Minister of Canadian Heritage. The mandate of the CMH is to: To deliver on these strategic directions and core responsibilities, Enhance Canadians’ knowledge, understanding and the Corporation will conduct research on key topics in appreciation of events, experiences, people and objects that Canadian history, pursue the acquisition of objects of reflect and have shaped Canada’s history and identity and national significance, and present exhibitions on themes of also to enhance their awareness of world history and cultures. relevance to Museum visitors. Leveraging the opening of the Canadian History Hall, the Corporation will strengthen related The Corporation’s activities and programs are guided by the educational offerings, outreach activities and digital tools. It will following five strategic directions established by the Board continue to work with others – collaborating with Indigenous of Trustees: communities, bringing exhibitions that add community perspectives to the National Capital Region from other 1 Establish the Museum as a hub of Canadian history Canadian museums, and forging partnerships with likeminded for Canada and the world. institutions, nationally and internationally. It will also renew the Canadian Children’s Museum to ensure it is inclusive and 2 Connect Canadians to their history and reflect this personal connection in all aspects of the accessible to all Canadians and visitors. Finally, it will continue Museum experience. to develop innovative and responsible strategies to diversify revenue streams and to cultivate, solicit and steward donors 3 Develop a collection that best reflects Canada’s and Museum supporters. history and distinctiveness. 4 Engage dynamic partnerships and networks across Canada and internationally for mutual benefit. 5 Ensure that the Museum has the financial resources to carry out its mandate. The Corporation plans and reports through three core responsibilities: 1 Exhibition, Education and Communication of Canada’s history 2 Collection and Research related to Canadian history 3 Canadian Museum of History Facilities SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 4 2 OVERVIEW SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 5 OVERVIEW The Canadian Museum of History (CMH) was established as an autonomous Crown corporation by the Museums Act of July 1, 1990, amended on December 12, 2013. The CMH is a distinct legal entity, wholly owned by the Crown, • Exhibition, Education and Communication that operates at arm’s length from the government in its day-to- of Canada’s History day operations, activities and programming. The Corporation The Canadian Museum of History develops, maintains encompasses two museums: the Canadian Museum of History and communicates exhibitions, programs and activities (CMH) and the Canadian War Museum (CWM). Use of the to further knowledge, critical appreciation and respect terms “the Museums” and “the Corporation” in this document for experiences, people and objects that reflect and have refers to the CMH as a corporate entity. shaped Canada’s history and identity and also to enhance awareness of world history and culture. The Corporation is governed by the Crown corporation control and accountability regime established under Part X • Collection and Research Related to Canadian History of the Financial Administration Act, and its corporate By-law The Canadian Museum of History acquires and collects 1. It also complies with other statutes including the Federal artifacts to preserve, research and document human, Accountability Act, the Access to Information Act, the Privacy social, cultural, military and political history that represent Act, the Public Servants Disclosure Protection Act, the Official Canada’s heritage, history and identity. Languages Act and Regulations, and the Canada Labour • Canadian Museum of History Facilities Code, and aligns with the Values and Ethics Code for the The Canadian Museum of History manages and maintains Public Sector through the Corporation’s Code of Conduct. its facilities, and related security and hosting services, in The Corporation reports to Parliament through the Minister order to protect its visitors and staff, and to showcase, of Canadian Heritage. preserve and safeguard artifacts of historical significance The mandate of the CMH is to: for Canadians. Enhance Canadians’ knowledge, understanding and As a member of the Canadian Heritage Portfolio, the appreciation of events, experiences, people and objects Corporation contributes to achievement of the Government of that reflect and have shaped Canada’s history and identity Canada’s broad cultural policy objectives. Its public policy role and also to enhance their awareness of world history is set out in the preamble to the Museums Act, which states and cultures. that each national museum (1) “plays an essential role . in preserving and promoting the heritage of Canada and all its The Corporation achieves its mandate through the following peoples throughout Canada and abroad and in contributing to three core responsibilities, which replace the former Program the collective memory and sense of identity of all Canadians,” Alignment Architecture: and (2) “is a source of inspiration, research, learning and SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 6 entertainment that belongs to all Canadians and provides, in remembering and celebrating the country’s vibrant diversity, both official languages, a service that is essential to Canadian and to contribute to the strengthening of Canada’s creative culture and available to all.” The CMH is proud to help tell industries. the stories of Canada, both at home and abroad, thereby SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 7 Operating 3 Environment SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 8 OPERATING ENVIRONMENT When establishing objectives and planning its activities, the Corporation considers a broad range of factors, internal and external, that affect the Museums while presenting both challenges and opportunities. Internal Environment Fiscal Planning The Corporation continues to be challenged by escalating Renewal of the Canadian Children’s Museum non-discretionary accommodation costs and capital repairs. The Corporation launched a major renewal of the Canadian It is responsible for two iconic national sites, one of which, Children’s Museum (CCM) in 2018-2019, 30 years after its the CMH, is 30 years old. As a result, a number of its opening in 1989. Scheduled to open in the summer of 2021, components have reached, or will soon be reaching, the end the renewed museum will provide children and families with of their expected life-cycles. Over the past three years, the Canadian-inspired playful learning experiences that nurture Government of Canada has provided funding to the CMH their curiosity and creativity; it will reflect current approaches to for capital improvement projects at both sites: more than $15 play and learning, respond to the needs of today’s children and million has been approved, and 12 capital projects are in various families, and be more inclusive and accessible. stages of development or completion. Nonetheless, the funding has been consistently below the levels required to keep the The renewal presents an important opportunity to find and Museums’ entire aging infrastructure in fair to good condition. implement new and creative ways of engaging with young The Corporation’s appropriation remains constant and, despite visitors and their families. The Museum is undertaking extensive the robustness of recent attendance and revenue generation engagement activities, including consultations with staff, the results, the Corporation will not be able to rely on revenue public and an advisory committee. To offset the closure of the growth to cover these costs. CCM in January, 2020, it has planned a robust temporary offer, including two borrowed exhibitions from leading children’s Governance museums and the development of an in-house exhibition on The Corporation was pleased to welcome two new Trustees in the theme of games and play. October 2018 and January 2019, furthering the Board renewal that began in the previous year. The recent appointments Workforce Capacity and Talent Management address gaps that the Board of Trustees had identified in its The Corporation has benefitted from a relatively stable team skills matrix, bringing a welcome diversity of age, skill sets and of executives and senior managers in recent years; however, perspectives. In addition, terms have been staggered in order professional staff in some of the Museums’ core subject areas, to ensure continuity as Trustees’ terms expire. as well as key executives, are nearing
Load more

Recommended publications
  • Corporate Plan Operating Budget Capital Budgets
    Summary of 2010–2011 to 2014–2015 Corporate Plan Summary of 2010–2011 Operating Budget Summary of 2010–2011 Capital Budgets Corporate Plan Summary and Operating and Capital Budgets 2010–2011 to 2014–2015 Contents Table of Contents ExECutivE Summary . 4 Part 1: COrPOratE PrOfilE . 8 1 .1 . Governing Legislation . 8 1 .2 . Mandate . 8 1 .3 . Vision, Mission and Value Propositions . 8 1 .4 . Corporate Governance . 9 1 .5 . Key Activities . 10 1 .6 . Human Resources . 13 1 .7 . Real Property . 13 1 .8 . Financial Resources . 14 Part 2: COrPOratE Planning 2010–2011 tO 2014–2015 . 15 2 .1 . Performance against Objectives . 15 2 .2 . Environmental Scan . 16 2 .2 .1 . Government Policy . 16 2 .2 .2 . Economic Trends . 17 2 .2 .3 . Cross-Canada Consultation Analysis . 18 2 .2 .4 . Visitor Trends . 19 2 .2 .5 . Workforce Trends . 21 2 .2 .6 . Capital Infrastructure . 21 2 .2 .7 . Financial Situation . 22 2 .3 . Key Results Areas and Strategic Objectives . 22 2 .4 . Performance Measures, Key Initiatives and Planned Activities . 23 2 .4 .1 . PROGRAM ACTIVITY 1: SHARING KNOWLEDGE . 23 2 .4 .2 . PROGRAM ACTIVITY 2: HERITAGE PRESERVATION . 33 2 .4 .3 . PROGRAM ACTIVITY 3: SUPPORT ACTIVITIES . 37 2 .4 .4 . PROGRAM ACTIVITY 4: ACCOMMODATIONS . 43 2 .5 . Financial Summary for 2010–2015 . 47 Part 3: aPPEnDiCES . 55 3 .1 . Appendix I: Historical Background of the Museums . 55 3 .2 . Appendix II: Achievement of Objectives 2009–2010 . 57 Canada Science and Technology Museum Corporation 3 Corporate Plan Summary and Operating and Capital Budgets 2010–2011 to 2014–2015 Executive Summary Executive Summary Canada has a long and proud history of excellence in the fields of science and technology, and the Canada Science and Technology Museum Corporation (CSTMC) provides a national showcase for many of these innovations .
    [Show full text]
  • Work. Learn. Play
    clariti group June 2020 work. learn. play. We’ve all come to realize how precious life really is and how living in the moment is the only way to be – enjoying the warmer months ahead is one great way to do this. Important Dates This summer will look a lot different for many of us, but can be full of great memories just the same. Although st Jun 24: Saint-Jean-Baptiste public events have been cancelled until August 31 (at least!), we hope you use this latest edition of work. learn. Jul 1: Canada Day play. as a starting point for planning closer-to-home activities and family time. Aug 3: Civic Holiday The past few months has also been a time for self- reflection for many and this will continue in the months September 7: Labour Day ahead. Let us know if we can be of support through coaching or virtual team development sessions. Summer wishes for health & wellness. Tara & Kevin Founding Partners, Clariti Group play (safely!) Campfire Nights – Saunders Farm. saundersfarm.digitickets.co.uk/tickets?branc hes.branchID=318 Virtual Capital Pride – August 21st to 30th. https://capitalpride.ca/ Canada Day! C’est Bon – virtual cooking classes. cestboncooking.ca/virtual-cooking-classes Virtual Celebrations with Canadian Festibière de Gatineau – June 13th, Heritage – there are many ways Canadians facebook.com/events/688615625260250 at home and abroad can celebrate the nation's 153rd birthday from the safety of Ottawa Farmers Markets – their own homes. ottawafarmersmarket.ca RSVP at Ottawa Golf - ottawagolf.com/ottawa-course- facebook.com/events/250110859586932/ map.html Canadian Heritage will also be releasing Summer Solstice Indigenous Festival – now downloadable celebration kits online, until June 30th.
    [Show full text]
  • Summary of the Corporate Plan for the 2018-2019 to 2022-2023 Planning Period and Operating and Capital Budgets for 2018-2019
    SUMMARY OF THE CORPORATE PLAN FOR THE 2018-2019 TO 2022-2023 PLANNING PERIOD AND OPERATING AND CAPITAL BUDGETS FOR 2018-2019 qwewrt TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 3 2. OVERVIEW 5 3. OPERATING ENVIRONMENT 8 4. OBJECTIVES, STRATEGIES AND PERFORMANCE MEASURES 13 5. FINANCIAL STATEMENTS, 2018-2019 TO 2022-2023 28 SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 2 EXECUTIVE 1 SUMMARY SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 3 EXECUTIVE SUMMARY Following the exceptional successes of 2017-2018, highlighted by the opening of the Canadian History Hall, the Canadian Museum of History (CMH) is facing its next five years with confidence and optimism. The Corporation’s activities and programs will continue to be The Corporation will undertake a major initiative during the guided by the following five strategic directions established by planning period to renew the Canadian Children’s Museum. the Board of Trustees in 2014: The Corporation will need to determine the scope, interpretive approach and design for the project, undertake consultation 1 Establish the Museum as a hub of Canadian history for and engagement activities, and develop a dynamic temporary Canada and the world. offer to offset the period of closure. This renewal will take place over a three-year period and presents a unique opportunity 2 Connect Canadians to their history and reflect this personal connection in all aspects of the Museum to implement new and creative ways of engaging with young experience. visitors and their families. Develop a collection that better reflects Canada’s 3 The Corporation will continue to face capital and maintenance history and distinctiveness.
    [Show full text]
  • Virtual Museum of Canada Lab Projects
    Virtual Museum of Canada Lab Projects: Lessons Learned Wendy Thomas Canadian Heritage Information Network (CHIN) iMuseum: OMA-OAAG Symposium, March 24-25, 2011 Toronto, ON The presentation focused on lessons learned from developing projects for the Experimental Lab of the Virtual Museum of Canada. Two of these projects tested the use of social media software and involved museum and gallery partners and students, in one case, secondary school, and in the other, graduate school. A third project, referred to less frequently in the presentation, tested panoramic technology. The Virtual Museum of Canada’s Experimental Lab The Experimental Lab of the Virtual Museum of Canada (see VMC Lab) tests digital technologies for their relevance to museums and galleries, and their potential for increasing the visibility of these institutions and attracting audiences. The pilot projects have been undertaken in collaboration with museum and gallery partners, and the reports—with lessons learned, tips, and strategies—are added to CHIN’s Professional Exchange Among our general aims, we test technologies to try to ascertain whether they are feasible for museums to use and if audiences find them easy to use. The goal is to enhance audience awareness and provide ways for audiences to connect with museums and their collections. Examples of projects Focus/Aim Content Audience Tools tested Youth - Selected works from Youth WordPress engagement partner institutions Facebook - Student-produced research papers and creative responses to the works Public - Selected works from Targeted: WordPress engagement partner institutions 18-34 YouTube - Research papers by Actual: Flickr graduate art history students Baby Facebook - User-contributed treasures Boomers Public Works from the All Panoramic access Retrospective of Joe Fafard, technology at the NGC, the McMichael, and the MacKenzie Joe Fafard at the National Gallery of Canada 2 Young Curators of the Future was a partnership with six museums and galleries and their local high schools.
    [Show full text]
  • Federal Cultural Policy in Canada
    Strategic Recherche Research et analyse and Analysis stratégiques FEDERAL CULTURAL POLICY IN CANADA Paper prepared for the Council of Europe/ERICarts “Cultural Policies Compendium” by John A. Foote Strategic Research and Analysis Division (SRA) Strategic Policy and Research Branch Department of Canadian Heritage [email protected] 25 Eddy Street, 12th Floor Hull, Quebec CANADA KIA OM5 December 2003 Reference: SRA-723-Revised For a PDF copy of this report contact us at: [email protected] or Fax: (819) 997-6765 ** The opinions expressed in this report are those of the author and do not necessarily reflect the views of the Department of Canadian Heritage. Research Integration & Planning Intégration et planification de la recherche Strategic Recherche Research et analyse and Analysis stratégiques Table of Contents 1. HISTORICAL PERSPECTIVE: CULTURAL POLICIES AND INSTRUMENTS .....4 2. COMPETENCE, DECISION-MAKING AND ADMINISTRATION 6 2.1 Organisational structure (organigram)...............................................................................6 2.2 Overall description of the system ......................................................................................6 2.2 Overall description of the system ......................................................................................7 2.3 Inter-ministerial and inter-governmental co-operation .......................................................8 2.4 International cultural co-operation .....................................................................................8
    [Show full text]
  • Canadian Art As Historical Act
    Galerie de l’UQAM unveils its new virtual exhibition, 150 Years | 150 Works: Canadian Art as Historical Act Direction: Louise Déry Curation and coordination: Josée Desforges Online starting May 2, 2018 Launch reception: May 2, 2018, 5 p.m., Galerie de l’UQAM 150ans150oeuvres.uqam.ca Montréal, April 16, 2018 – On May 2, Galerie de l’UQAM will launcH its brand new virtual exHibition. 3 years in the making, 150 Years | 150 Works: Canadian Art as Historical Act brings together the work of more tHan 150 artists and will be online for the next five years. The unveiling will be highlighted during a festive reception at Galerie de l’UQAM on May 2, starting at 5 p.m. The exhibition is produced by Galerie de l’UQAM witH tHe support of tHe Virtual ExHibits Investment Program, Virtual Museum of Canada. It joins The Painting Project: A Snapshot of Painting in Canada, another virtual exHibition launcHed by Galerie de l’UQAM in 2013, online until November 2018. The exhibition The virtual exHibition 150 Years | 150 Works: Canadian Art as Historical Act presents art as an integral part of Canada’s social and political History. It looks at Canada tHrougH works tHat Have in some way shaped or changed tHe country’s History over tHe past century and a Half. Most but not all of tHe works in tHis panorama are presented according to tHeir year of production: here and there, diverging from chronological order serves to recast historical relationships and challenge traditional perceptions. Drawn from tHe collections of major museums, university galleries and private collections, the exhibited works include both well-known icons and little-known surprises.
    [Show full text]
  • Summary of the Corporate Plan for the 2016–2017 to 2020–2021 Planning Period and Operating and Capital Budgets for 2016–2017
    Canadian Museum of History, Canadian War Museum, IMG2013-0099-0007-Dm CWM2012-0013-0039-Dm SUMMARY OF THE CORPORATE PLAN FOR THE 2016–2017 TO 2020–2021 PLANNING PERIOD AND OPERATING AND CAPITAL BUDGETS FOR 2016–2017 TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 3 2. CORPORATE OVERVIEW 10 Governing Legislation 12 Mandate 12 Governance Framework 13 Management Team 13 Program Alignment Architecture 14 Strategic Directions 15 Reporting Framework 16 Risk Management Framework 16 3. STRATEGIC ISSUES 17 Environmental Scan 19 Summary of Performance 23 Opportunities and Threats 25 The Canadian History Hall 30 4. REPORTING FRAMEWORK AND PERFORMANCE MEASUREMENT REPORTING 32 Overview 34 Outcomes and Strategies (2014–2015) 35 Strategic Direction 1: Bringing the Museums to Canadians 35 Strategic Direction 2: Museological Excellence and Relevance 38 Strategic Direction 3: Focus on Results 41 Strategic Direction 4: Funding and Fundraising 43 Target Highlights 2015–2016 44 Target Highlights for The 2016–2017 to 2020–2021 Planning Period 50 5. FINANCIAL STATEMENTS: 2016–2017 TO 2020–2021 61 Pro Forma Statement of Financial Position 62 Pro Forma Statement of Operations 63 Pro Forma Statement of Cash Flows 64 Pro Forma Statement of Changes in Net Assets 65 Summary of Operating and Capital Budgets 66 Operating and Capital Budgets by Activity 66 Operating and Capital Budget at Sub-Sub Activity Level 67 Total Revenues from On-Site Activities 69 M E N U 1 EXECUTIVE SUMMARY SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 3 M E N U 4 Canadian Museum of History, IMG2016-0194-0005-Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY M E N U CORPORATE OVERVIEW The Canadian Museum of History is a Crown Based in the National Capital Region, the corporation established by amendments to the Museums strive to expand public knowledge Museums Act, which received Royal Assent on and to share Canada’s rich history across the December 12, 2013.
    [Show full text]
  • Commemorating Black Canadians in Public History
    COMMEMORATING BLACK CANADIANS IN PUBLIC HISTORY “Salt and potatoes in Canada were better than pound-cake and chickens in the United States:” Commemorating Black Canadians in Public History by Ranju Upadhyaya A Thesis submitted to the Faculty of Graduate Studies of The University of Manitoba in partial fulfillment of the requirements of the degree of MASTER OF ARTS Department of Sociology University of Manitoba Winnipeg Copyright © 2020 by Ranju Upadhyaya i COMMEMORATING BLACK CANADIANS IN PUBLIC HISTORY Acknowledgements I want to express my gratitude to all those who provided me with the possibility to complete this research project. Foremost, I would like to express my sincere appreciation and gratitude to Dr. Andrew Woolford, my advisor, for the continuous support throughout my academic career. His enthusiasm, patience, and kindness helped me prevail throughout the research and writing of this thesis. I count myself lucky as I could not have imagined having a better advisor and mentor. I am forever in his debt for the immeasurable support provided throughout the years. Besides my advisor, I would like to thank the rest of my thesis committee: Dr. Sonia Bookman and Dr. Adam Muller, for their insightful comments, questions and suggestions. My sincere thanks to supporting staff of the Department of Sociology and Criminology, Margaret Currie, Dianne Bulback and Donna Alexiuk for their continual assistance and encouragement. Special thanks to Margaret for all the kindness she showed me during my time with the Department. Also, I want to thank the Social Sciences and Humanities Research Council (SSHRC) and the Manitoba Graduate Scholarship for providing the funding for my thesis.
    [Show full text]
  • Final Program At-A-Glance 2O16 Registration & Information
    FINAL PROGRAM AT-A-GLANCE 2O16 REGISTRATION & INFORMATION Monday, April 11 ................................... 3:00 – 5:00 pm Tuesday, April 12 ............................. 8:00 am – 5:00 pm Wednesday, April 13 ....................... 7:00 am – 5:00 pm Thursday, April 14 ........................... 7:00 am – 4:00 pm Unless otherwise noted all sessions will be held at the Westin Nova Scotian Hotel. Pre-registration is required for all Workshops, Study Tours and Optional Evening Events. SUNDAY & MONDAY, APRIL 10 – 11 Study Tour — Offsite Insights Nova Scotia’s Beautiful Annapolis Valley and South Shore Please meet in the Lobby of the Westin Nova Scotian at 8:45 am. Coach departs at 9:00 am from the hotel and returns at approx. 4:30 pm on Monday, April 11. MONDAY, APRIL 11 Study Tour — Offsite Insights Iconic Nova Scotia: A Maritime Coastal Experience Please meet in the Lobby of the Westin Nova Scotian at 8:45 am. Coach departs at 9:00 am and returns at approx. 5:00 pm. 8:15 am – 4:00 pm Offsite Directors Symposium Held offsite at the Canadian Museum of Immigration at Pier 21. By invitation only. 9:00 am – 4:00 pm Offsite Provincial Museums Association Meeting Held offsite at the ANSM office, located at Cultural Federations of Nova Scotia, 1113 Marginal Road, Halifax. Please note the office is located directly behind the Westin Hotel on the harbourside. By invitation only. 2 6:00 pm Offsite Evening Event The Ultimate Lobster Supper The Waterfront Warehouse Please meet in the Lobby of the Westin Nova Scotian at 5:45 pm. We will walk to the Waterfront Warehouse.
    [Show full text]
  • CONNECTING PEOPLE with NATURE 1385 CMN AR Pdf Eng 6/28/02 12:54 PM Page 5
    1385_CMN_AR_pdf_eng 6/28/02 12:53 PM Page 1 Connecting Naturewith People 2001-2002 ANNUAL REPORT 1385_CMN_AR_pdf_eng 6/28/02 12:53 PM Page 2 Report from the Chairman and the n behalf of the Board of Trustees and the staff, it is our pleasure President O to present the Annual Report of the Canadian Museum of Nature for the period April 1, 2001 to March 31, 2002. This has been an invigorating and decisive year for the Museum – a comprehensive process of consultation and reappraisal has culminated in a new vision of national service and a plan to revitalize our facilities and programmes. The new vision will be defined by collective effort and achievement: the Museum will nurture key partnerships with a network of natural history museums and other institutions across the country. We will work with our partners on natural science themes that span Canada's ecosystems and together we will create a wealth of information and services that none of us can achieve separately. The new strategic direction will drive our programmes and initiatives for the next six years and beyond. The achievement of this vision is based on a $70 million investment strategy to be implemented over six years. Of this total, $44 million will be received from the Government of Canada for rehabilitation and upgrades to transform CMN’s historic, public exhibitions site in downtown Ottawa – the Victoria Memorial Museum Building. In January 2002, we launched the Natural Partnerships Campaign to raise $10 million in additional new funding. Campaign results at the end of the fiscal year are strong and encouraging.
    [Show full text]
  • VISION 2020 CMA National Conference April 14–17, 2020 • Le Centre Sheraton Montreal Hotel, Montréal QC
    VISION 2020 CMA National Conference April 14–17, 2020 • Le Centre Sheraton Montreal Hotel, Montréal QC VISION EXPERTISE OPPORTUNITY LEADERSHIP 1 museums.ca/site/conferences_national CMA National Conference How do our actions and perspectives of today shape our future? What can we learn from risks that we took — or didn’t take? How can a clear and compelling vision shape a better tomorrow? Please join us April 14-17 in historic Montreal as we celebrate the strength of the Canadian museum community and explore Vision 2020! Register now at museums.ca/site/conferences_national. The CMA 2020 National Conference Planning Advisory Group: Geneviève Angio-Morno, GSM Project Karen Bachmann, Timmins Museum: NEC Danielle Bergevin, Montreal Museums Association Ingrid Birker, Redpath Museum Isabelle Corriveau, Montreal Museum of Fine Arts Robert Laidler, Museums Foundation of Canada Julie Leclair, Ingenium Sue-Ann Ramsden, Canadian Museums Association Ken Ross, Bank of Canada Museum Katy Tari, Pointe-à-Callière, cité d’archéologie et d’histoire de Montréal Jeremy Taylor, GSM Project This conference has been made possible in part by the Government of Canada. Accomodation Le Centre Sheraton Montreal Hotel, 1201 Rene-Levesque West, is the host hotel for the CMA 2020. Book a room at the specially negotiated rate of $185 by calling 1-800-325-3535 and quoting the group code Canadian Museums Association or book online. Please make sure to reserve ASAP and no later than March 13 to guarantee this special rate! 2 This price is valid Sunday, April 12 to Saturday, April 18, 2020. Tuesday 9 am – 4 pm April 14 2020 Director’s Symposium Held offsite at the Montreal Museum of Fine Arts.
    [Show full text]
  • President's Message
    ASSOCIATION MUSEUMS NEW BRUNSWICK SPECIAL POINTS OF INTEREST: SUMMER NEWSLETTER 2015 Conference Spotlight on some President’s Message Museums strengthen our Annual Confer‐ Department of Educaon ‐ ADM Canadian Heritage The cold weather and long ences as we move toward long Denise Bouchard – To discuss our winter has finally given away Virtual Museum term sustainability. interest in collaborang with the to Summer! Educaon Department on educa‐ Did you know? This year’s conference will be held We are all well into our prepa‐ onal programming and promo‐ in Moncton on October 28‐30, onal material within the school And more….. raons for the 2015 operaons 2015 at the Holiday Inn Express system in New Brunswick season. on Mountain Road. Co‐chairs Over the past few months we Jeanne Mance Cormier and Don‐ Department of Tourism Heritage ald Alward are finalizing the plans Culture – Minister Bill Fraser and have been working with the Heritage Branch and Built Her‐ for a great conference with special Guy Tremblay – To discuss our interest in further assisng Tour‐ itage for a smooth integraon keynote speakers and presenters. ism Heritage and Culture in main‐ into a new enhanced We are currently developing new AMNB. Our commiee have taining programs offered by their workshop training opportunies department to our membership. done a great job and I wish to for our members including webi‐ thank all of the m embers of nars and a new CCI Workshop on I look forward to seeing you at the commiee especially Mari‐ storage reorganisaon that we our Annual Conference in October on Beyea, David Desjardins for hope to present in the four cor‐ in Moncton.
    [Show full text]