Objectives and Results -- Financial and Operational Viability

In light of a continuing climate of government fiscal restraint and the announcement in February 1995 of major budget reductions, the Canadian Museum of Civilization Corporation increased its efforts to ensure financial viability and to further improve the efficiency and effectiveness of its operations, while maintaining its level of museological and programme excellence.

Objective

To continue to ensure the financial and operational viability of the Corporation.

Results

• Due to the present fiscal environment and government initiatives in deficit reduction (Programme Review), discussions of long-term funding arrangements were temporarily deferred.
• All programmes aimed at reducing the Corporation's workforce were completed in April 1995, resulting in a downward adjustment in staff numbers by 68 positions. Reorganization and reorienting programmes were also carried out and completed.
• For the 1995-1996 fiscal year, revenues were $9,267,000. These revenue increases are the highest ever reported for the Corporation and represent a 17 per cent rise over 1994-1995 revenues.
• Revenues from the new CMC Membership Programme were $33,000 as of March 1996, with a year-end projection of $42,000. This programme has been in existence for one and a half years and, in retrospect, performance targets were optimistic for the short-term. Nevertheless, it is considered a success, because membership of over 2,400 has been achieved and is steadily increasing.
• Because of the high costs and projected net returns of a direct mail-order catalogue, the Corporation changed its strategy and launched, instead, the Cyberboutique. This service, available on the CMCC's World Wide Web site, offers unique, high-quality CMC and CWM products in categories such as Native Products, Canadiana, Just for Kids, World Cultures, Museum Souvenirs and Military Memorabilia. The Cyberboutique was introduced on December 14, 1995.
• Increased revenues from higher admission and CINÉPLUS fees reached $500,000, as projected. Most of the increase comes from the introduction of admission fees for ages 2 to 12, as well as from increased attendance.
• The Employee Suggestion Programme brought in approximately 60 suggestions. The process has also had a significant non-financial benefit in staff's enthusiastic support for the programme.
• A Revenue Generation Blueprint was completed and distributed to all CMCC staff on April 10, 1995. It met with a great deal of positive response from staff.
• In December 1995, another new and innovative programme was introduced on the World Wide Web: Sponsor a Treasure. A curatorial board selected treasures from CMC and CWM collections, and visitors to the World Wide Web site were offered an opportunity to place their online "bids" for sponsorship of a treasure. As part of their sponsorship benefits, winning bidders would be publicly acknowledged when the artifacts they sponsored were exhibited, featured in published works or provided for loan during the five-year sponsorship period. Unfor-tunately, this programme was not as successful as anticipated.
• The Corporation's bid to secure the Land Engineering and Test Establishment (LETE) site for the CWM was unsuccessful. Two additional sites were investigated and deemed unsuitable for a variety of reasons. At present, another site in the region is being evaluated.
• Significant sums of money were pledged to the Canadian War Museum's Passing the Torch Campaign. Major gifts were received from the Royal Bank of Canada, Aerospatiale, SNC Lavalin, Lockheed-Martin, Canadian Imperial Bank of Commerce, prominent Canadian foundations including the Eaton, J.P. Bickell, and Molson Family Foundations, as well as numerous donations from individuals.
• Evaluations, visitor studies and market research studies were conducted to assess the effectiveness of exhibitions and programmes, and to help plan new or improved services and products.
• Research on the Canadian War Museum visitor profile was initiated.
• In cooperation with the Glenbow Museum (Calgary) and the Museum of New Mexico (Albuquerque and Santa Fe), the Canadian Museum of Civilization initiated a long-term research project into use of the Internet by museum visitors and its effects on subsequent "physical" visits.
• Planning for a longitudinal study of learning and behavioural change among museum visitors was begun, in collaboration with the Glenbow Museum (Calgary); Scienceworks (Melbourne); and Questacon, the National Science and Technology Centre (Canberra).

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