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Summary of the Corporate Plan for the 2016–2017 to 2020–2021 Planning Period and Operating and Capital Budgets for 2016–2017

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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. These amendments revised country and globally. This is achieved through the mandate of the Canadian Museum of History, exhibitions and programs, developed in-house which had been established in the Museums Act and/or in partnership with other Canadian and of 1990. The 1990 Museums Act also established international institutions. They also reach out the Canadian War Museum as an affiliate of the through a major educational website that includes Canadian Museum of History. Use of the terms “the the Virtual Museum of New France (VMNF), the Museums” and “the Corporation” in this document Virtual Museum of Canada and the Online Works refer to the Canadian Museum of History as a of Reference. Together, the two Museums draw corporate entity, and encompass both the Canadian more than 1.4 million national and international Museum of History and the Canadian War Museum. visitors annually. TRANSFORMATION PROJECT The Corporation is in the process of implementing display the remarkable history of Canada’s First significant transformations, which will continue to Peoples and highlight the wealth of their modern- unfold in stages over the next two years. To be day contributions. completed in time for Canada’s 150th Anniversary Three key strategies are guiding the transformation: of Confederation in 2017, the Canadian Museum Research, Partnerships and Public Engagement. of History will be Canada’s first museum dedicated The Research Strategy calls for the expansion entirely to our national history. The new Canadian and strengthening of artifact collections and History Hall, divided into three chronological curatorial efforts relating to Canadian historical Galleries encompassing 12,000 years of history, themes. The Partnerships Strategy paves the will have a continuous span of 44,000 square way to building new bridges with other cultural feet, covering two entire floors. It will showcase institutions, allowing the Museums to enhance their Canada’s national treasures and contain exhibitions programming and reach new audiences across that preserve the memories and experiences of the the country. The Public Engagement Strategy sets Canadian people, exploring the events, people, the stage for an enhanced relationship between themes and special objects that have helped shape the Museums, the Canadian public and renowned the country, from earliest times to the present day. experts in Canadian history. The Corporation has Adjoining the Canadian History Hall will be a new also announced the development of a $5 million gallery space dedicated to presenting exhibitions Fundraising Campaign to supplement the from a network of history museums from across the one-time $25 million funding from the country. These new galleries will complement the Government of Canada. existing Grand Hall and First Peoples Hall, which 1. For the purpose of this Corporate Plan, the terms “partnership” and “partner” refer to liaisons with other organizations with similar purposes to those of the Museum, as provided for in the Museums Act, Section 9 (1) (i) and as per the normal usage within the museum community. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 5 M E N U HISTORY MUSEUM NETWORK The Pan-Canadian network of history museums The History Museum Network facilitates exchanges has grown to include 17 partners. Together, between institutions in Canada in order for them the Network and its members enhance public to share their expertise and work in various understanding of Canadian history from both a partnerships at various levels. The Network includes national and regional perspective, foster a common three levels of partners: museums with similar sense of identity throughout the country, and capacity, affiliate museums, and federal partners. provide greater access to our heritage and history As of November 2015, there are 17 museum partners, to Canadians and museums across the country. four affiliate museums, and five federal partners. It is through collaborations and co-productions, The Canadian Pavillion is a space dedicated the sharing of artifacts and existing online projects to displaying Canadian special and temporary and tools, as well as the development of new ones, exhibitions in collaboration with institutions of the and by exchanging professional expertise that the Network, presenting exhibitions such as Terry Fox – ultimate goals of the Network are achieved. Running to the Heart of Canada. STRATEGIC DIRECTIONS AND PRIORITIES FOR THE PLANNING PERIOD In April 2014, the Board of Trustees developed Measurement Framework. However, from fiscal the following strategic directions to better reflect year 2015–2016 on, planning is based on the 2014 the Corporation’s new mandate and guide the strategic directions and 2015 Framework. For Corporation’s activities and programs during reference purposes, when reading the 2014–2015 the transition: results, the 2009 strategic directions were: • Establish the Museum as a hub of Canadian • Bringing the Museums to Canadians; history for Canada and the world; • Museological Excellence and Relevance; • Connect Canadians to their history and reflect • Focus on Results; this personal connection in all aspects of the • Funding and Fundraising. Museum experience; • Develop a collection that better reflects Canada’s history and distinctiveness; • Engage dynamic partnerships and networks across Canada and internationally for mutual Dm benefit; • Ensure the Museum has the financial resources to carry out its mandate. 2010-0133-0004- This planning period continues to present a unique reporting challenge as the 2014–2015 results were measured against the 2009 strategic directions of the Board of Trustees and 2011 Performance Canadian Museum of History, IMG History, of Canadian Museum SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 6 M E N U Based on this overarching direction and an • Continue to enhance and broaden the environmental scan—including detailed analysis of National Collections; past performance and future opportunities and • Make critical repairs and improvements to potential risks—the Corporation established the the two buildings; following overall goals: • Continue to integrate the Virtual Museum of • Complete the transformation to the Canada and the Online Works of Reference new mandate; into the activities of the Canadian Museum • Continue to implement the research, collection, of History and enhance their purpose and and outreach strategies to align with the presence; and renewed focus on Canadian history; • Commemorate events such as: • Continue to strive to enhance value and • From 2014–2018 – Centenary of the relevance to Canadians; First World War; and • Maintain public confidence in the management • In 2017 – Canada’s 150th Anniversary. of public funds and stewardship of the national treasures; Canadian War Museum, CWM2013-0051-0006-Dp1 SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 7 M E N U PERFORMANCE HIGHLIGHTS The Summary of the Corporate Plan reports on the Museums’ actual performance measured against the targets set in 2014–2015. In 2014–2015: The Museums presented 14 temporary exhibitions in the National Capital Region, including Empress of Ireland – Canada’s Titanic, Terry Fox – Running to the Heart of Canada, 1867 – Rebellion and Confederation, Witness – Canadian Art of the First World War, and Our Flag at 50 for the 50th Anniversary of the Canadian flag. One permanent module, The Home Front, 1917, was added to the Canadian War Museum’s First World War gallery. Dm Partnerships continued to facilitate relationship building with
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