1999–2000 Annual Report - Canadian Museum of Civilization

Str tr trategic tr ategic I IIssue:
II
ssue: F FFinancial
F inancial and and Oper Operational Oper Oper ational V VViability
V iability
Objective
Maximizing Commercial
Revenues
Fundraising
Members' Programme
Alternate Sources of Funds
Increased Market Share
Evaluations
Improved Labour Productivity
and Effectiveness
Property Management
Target(s)
$2,400,000 admission;
$2,000,000 IMAX ® /
OMNIMAX®; $1,800,000
boutiques; $3,050,000 other
revenues; $6.67 revenues per
visitor.
$1,000,000 raised for CMC
exhibitions; $2,400,000 raised for
the CWM's Passing the Torch
campaign.
Continued improvements and
enhancements; maximize
programme reach.
Non-government revenues of
19.03%.
45% market share.
Ongoing evaluation via audits,
reviews and surveys.
Information technology training
for 350-400 staff members;
language training for 40; other
courses for 250.
$5.39/sq. ft. Cost at CMC; $6.34
at CWM; $7.40 at Vimy House;
$7.20 at Billcliffe.
25
Achievement(s)
Key Achievements
$2.0 million admission; $1.8 million IMAX/
OMNIMAX; $2.0 million boutiques; $1.9
million from facility rentals, parking and
concessions; $3.8 million other revenues; $6.20
revenues per visitor.
$1,386,000 received in cash for CMC
exhibitions and programmes; $1.5 million
received in cash and pledges for Passing the
Torch
Ongoing evaluation and improvement of
programme and expansion of reach.
Non-government revenues of 19.70%.
46% market share.
15 audits, reviews or surveys undertaken this
fiscal year, including visitor surveys at both the
CMC and CWM.
Information technology training for 500;
language training for 28; other courses for 204.
$4.68 at CMC; $4.55 at CWM; $7.20 at Vimy;
$7.10 at Billcliffe.