Executive Director's Report --
Dr. George F. MacDonald

Although the 1994-95 fiscal year ended with the announcement of sizeable reductions in the Corporation's salary and operations budgets, this has not diminished my optimism about the institution's future, based on the many achievements this year, to which this report attests. It has been clear for some time that we are entering a new era, in which previous levels of government funding cannot be guaranteed. The latest cuts only add extra impetus to our efforts, already underway, to become more self-reliant through new approaches to revenue generation, ensuring continued delivery of the high-quality services our audiences expect.

These efforts are beginning to bear fruit. There was an increase in revenues from boutique sales and facility rentals, as a result of effective marketing and commercial ventures. These also testify to the growing popularity of this institution, which has been able to maintain visitor levels, despite an overall decline in tourism. New attractions which were added to both the Canadian Museum of Civilization and the Canadian War Museum during the year will bolster that popularity.

Economies made within operations assisted in the reallocation of funding to more effective use. Donations, sponsorship, volunteerism (itself a form of sponsorship), and partnerships are assuming a growing importance in providing the additional resources needed for the undertaking of new initiatives. Partnering with other organizations in particular -- both public- and private- sector -- is becoming the key to tackling ambitious and innovative projects. The success of the Corporation in this area is well evidenced in this report.

Notwithstanding the heightened challenges brought on by reduced government funding, during 1994-95 the Corporation made concrete progress towards the strategic directions set for it the previous year. The most notable achievement of the year has been the completion and opening of the much- expanded Children's Museum to resounding popular acclaim. The exposure to other cultures which it offers youngsters speaks directly to our goal of promoting intercultural understanding. Although less visible to the public, positive advances have been made in the planning necessary for completing the Canada Hall and for initiating development of the First Peoples Hall.

On the front of "electronic outreach" -- services to allow us to reach national (and international) audiences -- the past year saw the necessary building blocks fall into place. The creation of a digital information resource base is well underway. Staff are becoming accustomed to performing daily activities in a computer-based and network-based environment, and are coming to understand how the organization will need to operate in the Information Age. There has already been some roll-out of both online services (a World Wide Web site) and stand-alone products, which will eventually become, we anticipate, a major source of new financial support for the Corporation.

This has been an equally important year for the Canadian War Museum. It, too, saw some expansion of its permanent exhibitions, and preparations for more new galleries to open in the coming year. A growing emphasis on live programming for public events -- both at its own site, and in outreach programming -- is proving a successful approach for the CWM. The 50th anniversary of D-Day presented a focus for events such as a mock air raid over Parliament Hill, complete with aircraft, searchlights and simulated artillery fire -- an event which was observed by a crowd estimated at 15,000. This commemorative role will continue in the coming year.