Museums Act - National Gallery of Canada

36 Annual Report 2002–2003
OBJECTIVE 3
To provide direction, control, and effective development and administration
of resources.
Strategy 1
Solicit additional annual revenue from private sources to
support the Gallery’s mandate.
Results
• Revenue generation from private sources in 2002–03 amounted
to $7,869,000, up from the $7,735,000 forecast in the Corporate
Plan. The 105,000 actual visitors to the Tom Thomson exhibition,
in comparison to the 130,000 projected, caused a shortfall in
admissions and parking revenues anticipated from this exhibition.
Total revenues were approximately 16 percent of the Gallery’s
resources, excluding funding restricted to the acquisition of works
of art.
• Special Events and Rentals hosted some 207 Gallery and rental
events and generated $516,000 in revenue – a 14 percent increase
over projected annual revenues and a 30 percent increase from
2001–02.
• The Gallery renewed 75 percent of its membership (12,000 individuals).
• Overall donations from Members and Supporting Friends have
increased by 52 percent, from $145,000 in 2001–02 to $221,000 in
2002–03.
• Overall revenues from membership fees and donations increased
by 16 percent – from $619,000 in 2001–02 to $720,000 in 2002–03.
• Sponsorships generated $678,000 ($490,000 in cash and $188,000
in-kind) – an increase of 32 percent from 2001–02.
• The National Gallery of Canada Foundation also raised $3.6 million
in gifts and pledges during 2002–03.
• The National Gallery of Canada Foundation developed several
new donor-recognition events to support fundraising.
Strategy 2
Ensure that the Gallery operates effectively, efficiently,
and economically in accordance with legislative requirements,
sound business practices, and ethical management
standards.
Results
• The Board of Trustees approved revisions to six corporate policies
during the year. These included the investment, contracting,
acquisitions, risk management, communications, and exhibitions
policies. The remaining policies will be submitted to the Board
for approval before the end of the 2003–04 fiscal year.
• New corporate planning and budgeting processes were implemented
in advance of the 2003–04 planning year. They focused
primarily on broadening Board of Trustee and staff involvement
in the planning and budgeting processes.
• The annual and five-year audit and evaluation plans were updated
and approved by the Audit and Finance Committee of the Board
of Trustees at its March 2002 meeting. The 2002–03 plan was
implemented as approved, with one amendment approved by
the Committee: the audit of the management of human
resources was postponed one year.