Business
Plan 2004-2009
Executive Summary
|
1.0 Introduction The
Foundation of the Military Communications and Electronics Museum
has embarked on a fundraising campaign, (“Preserving the Past
- Protecting the Future”), to provide the Museum with
sufficient funds for the sustainment of operations, expansion of
facilities and for the development of educational programs. This
Business Plan describes in some detail an analysis of the
fundraising environment, the Foundation structure and strategy
and the marketing plan. Although
accredited by the Department of National Defence, (DND) the
Military Communications and Electronics Museum (hereafter
referred to as the C&E Museum), is a Non-Public Fund (NPF)
self-supporting activity which receives limited public financial
assistance. The Foundation was incorporated in 1985 as a federal
non-share charitable corporation and automatically became an
Ontario corporation at that time. The Foundation is a non-DND
civilian organization and is a separate legal entity, and was
created with the sole purpose to provide financial assistance to
the C&E Museum. The
C&E Museum is located in Kingston Ontario and is
accommodated in a recently constructed purpose built facility.
The Foundation fundraising project for the new building began in
1988 and successfully raised $5.3 M which completely paid off
the construction loan in 1999. The building was opened in 1996
and subsequently named after the late Colonel A.J.E. Child, OC,
the primary benefactor. The
C&E Museum is a unique world class institution and is the
only museum of this type in North America. Located centrally in
the Canadian heartland and in a major tourist region, the Museum
offers innumerable benefits to corporations, educational
institutions, visitors and the general public. The Museum has
catalogued nearly 200,000 artefacts with an estimated value of
$5M.. 1.2
Fundraising Objectives The
Foundation fundraising campaign goal is to raise in excess of
$5M over the next five years which will provide the museum with
adequate funds to expand and to conduct operations and programs
in perpetuity. The specific requirements for funding support are
as follows: -
Initially, an annual requirement of $150-200K for day-today
operations. -
A $2.5M Endowment Fund to sustain day-to-day museum operations
in perpetuity. -
A $2.0M Museum building expansion fund. -
A $0.5M Fund to support a comprehensive education and outreach
program. 1.3
Fundraising Strategy The
analysis of the fundraising environment clearly illustrates that
competition for available charitable dollars will be aggressive
and challenging. Within the entire competitive charitable giving
market, the C&E Museum Foundation will enjoy to some degree
the advantage of a ‘niche’ target audience within the
military C&E community and the Information Technology (IT)
corporate industry. Furthermore, the Foundation is not limited
to the local markets of Eastern Ontario but will have the
opportunity to solicit funds across the country from this
nationally diverse ‘niche’ market. 1.4
Marketing Plan Supported by
an extensive advertising effort, the fundraising campaign;
“Preserving the Past - Protecting the Future” will be
conducted as a multi-approach program depending on the targeted
market. The key elements of the campaign are as follows: -
The C&E Branch on behalf of the Museum Foundation will
encourage all serving members of the Branch to support the
Museum with regular salary deducted contributions. It is
anticipated that this initiative will fund the Museum day-to-day
sustainment requirement until the Endowment Fund reaches the
objective of $2.5M. -
The Foundation will conduct a personal contact project to reach
all retired members of the C&E Branch for contributions.
Proceeds from this project will initially be directed to the
sustainment requirement and then to either the Endowment or
Expansion Funds. -
The Foundation has established a number of regional fundraising
groups which will directly market specific potential corporate
and other donors across Canada. Proceeds from this effort will
be primarily directed to both the Endowment and Expansion Funds.
Regional groups are being established in the National Capital
Region, Atlantic Provinces, Quebec, Toronto ‘Golden
Horseshoe’ Area, Prairie Provinces and The West Coast. -
The Foundation will continue to contact previous donors and
conduct a number of specific fundraising activities. In
addition, new efforts are being developed to promote donations
arising from estate Planned-Giving and other opportunities such
as ‘Foundation to Foundation’ contributions. 1.5
Current Financial Status The Museum and
the Foundation receive income from a number of sources. The
allocation of donated funds are directed by Provincial
regulation, Museum/Foundation requirements or by personal donor
preference to operations, endowment and education programs.
Current financial assets total more than $350K of which $230K is
in the Endowment Fund. 1.6 Long Term Goals Subsequent to the achievement of
the fundraising objectives, it will be possible to significantly
decrease the continuous requirement for donated funds. The
established Endowment Fund will provide sufficient income to
sustain the Museum’s day-to-day operations and a further
expansion of the Museum facility would not be anticipated for
many years in the future.
FOUNDATION 2.0 Purpose The Foundation was created as a
“friends of the museum” non- Department of National Defence
(DND), agency to provide financial support to the Military
Communications and Electronics Museum (hereafter referred to as
the C&E Museum). Although accredited by DND, The C&E
Museum is deemed to be a Non-Public Fund (NPF) activity by
Canadian Forces regulations, and as such is considered to be
self-supporting and accordingly, receives limited public
financial assistance. The Foundation is committed to assisting
the Museum fulfill its mission: to receive, preserve, and
display equipment, artefacts and documents pertaining to
military communications and electronics concerning Canada or
Canadians. The Museum is also mandated to further the general
morale, welfare, and provision of amenities for or concerning,
personnel of the Canadian Military Communications and
Electronics Branch and their activities. 2.1 Vision Statement In consideration of the limited
public financial support, the Foundation’s vision is to
provide a stable and permanent funding environment for the
C&E Museum. The intention will be to raise in excess of $5M
over the next 5 years which will not only provide funds for
Museum expansion and support of programs but will also result in
an Endowment Fund of sufficient value to provide the Museum with
adequate financial support in perpetuity. “Preserving the Past
- Protecting the Future” will be the slogan for the fund
raising campaign. 2.2
Mission Statement The Foundation will provide the
necessary financial support to sustain the Museum’s
operations, planned expansion projects and education programs.
To develop and execute a fund
raising strategy that will permit the following: a. In the short term; adequate
and continuous funding of the day-to-day operations of the
museum. The annual funding requirement is $150K-200K. b. The growth and stewardship of
permanent endowment funds, ($2.5M), to earn investment income to
sustain day-to-day operations of the Museum in perpetuity. c. The provision of funds,
($2.0M), for the planned physical expansion of the Museum
facility as outlined in the Museum Business Plan and listed
below: - increase space to permit
the display of vehicles and large equipment , - increased space for
general artefact display including dioramas and interactive
displays, - to establish a museum library, - significantly improve the
Amateur Radio Facility. c. The provision of funds,
($0.5M), for the sustainment of a comprehensive education and
outreach program. 2.4 Value Statement In pursuit of its mission, the
values upheld by the foundation include commitment with passion,
tact with sensitivity, integrity with accountability and the
utmost professionalism in its initiatives. The following
commitments are made by the Foundation: a. To The Museum: The Foundation
will devote time and best effort to provide the financial means
to enable the Museum to achieve success with its mission. b. To the C&E Community: The
Foundation will work to raise funds to support a museum that
meets the expectations of individuals, groups and corporations
within the C&E Branch and of the outside donors who support
the Museum. c. To The Donors: The Foundation
will provide clear statements of visions and goals, be
accountable to the donors’ trust and expectations, and give
clear recognition of support. 2.5 Ownership The Military C&E Museum
Foundation was incorporated in 1985 as a federal non-share
charitable corporation. It automatically became an Ontario
corporation at the same time. It is a charity registered with
Canada Revenue Agency, ( Registration Number - 898772751 RR 0001
). Despite its close association with the Military C&E
Museum, the Foundation is a non-DND civilian organization and a
separate legal entity as required in DND document
A-AD-266-000/AG-001. The headquarters of the
Foundation is co-located with the Military C&E Museum at
McNaughton Barracks, CFB Kingston. The mailing address is: Military C&E Museum
Foundation PO Box 17000 Stn Forces Kingston, ON, K7K 7B4
At the time of Foundation
incorporation in 1985, the Museum then housed in the basement of
the Forde Building in Vimy Barracks, was overflowing its space
and preliminary planning for a new purpose built structure was
initiated. Extensive fund raising by the Foundation began in
1988 with construction starting in 1994. The official opening of
the new building was held in May 1996 and subsequently named
after the late Colonel A.J.E. Child, OC, the primary benefactor
of the Museum. The Foundation fundraising project for the new
building successfully raised $5.3M which permitted the
construction building loan to be completely paid off in June of
1999. For the last several years,
Foundation fund raising efforts have been challenging such that
at times the available funds to support routine operations have
been barely adequate. The Foundation has recognized the need to
initiate a significant post-construction fundraising project. To
that end, a national fund raising strategic plan is being
developed which with success over the next five years will
ensure the continued operation of the Museum.
3.0 Product and Services. The
Military C&E Museum is a unique world-class institution and
is the only museum of this type in North America. The Museum
offers innumerable benefits to corporations, the military
C&E community, educational institutions, foreign visitors
and the general public. 3.1
Corporate donors to the Foundation, will contribute not only to
preserving the heritage of military communications but also to
the entire evolution of electronic information handling which so
dominates the business, public and private environments of the
21st century. Donor corporations will receive
appropriate recognition and in some cases, the opportunity to
participate in the display and demonstration of unique equipment
and capability. 3.2 As a military educational
facility, the Museum contributes through the displays, artefacts
and research material, to the professional development of all
serving regular and reserve members of the Communications and
Electronics Branch. Through their donations to the Foundation,
individual members of the Branch will directly contribute to the
preservation of their own military service heritage and service
to Canada. 3.3
The Museum has embarked on a formal education and outreach
program for local school students who use the displays and
research material for history projects and other curriculum
activities. This unique educational opportunity provides an
exciting and rewarding experience which can only provide a
positive influence on the young people of the local area.
Eventually, it may be possible to offer research material
on-line to allow the Museum Outreach programs to serve all
interested persons from anywhere in Canada or indeed the world. 3.4
As a major tourist centre with some 20 museums and galleries,
Kingston attracts a significant number of history interested
tourists each year. In competition with the other museums for
tourist visitors, the Military C&E Museum offers an historic
and educational experience that can not be acquired elsewhere.
Although no entrance fee is charged, visitors to the Museum are
encouraged to donate to the Museum and to enjoy the satisfaction
of contributing to the preservation of a special sector of
Canadian heritage and to an educational facility.
4.0 Description. The Foundation
as a charitable organization supporting a specific interest
museum, conducts its business within the broad economic category
known as the Service Sector. This sector which contains most
museums and other charitable organizations has become extremely
competitive over the last many years. The opportunity for
financial success of these many organizations within the fund
raising industry can not be assured in the best of circumstances
and certainly not without professional and sophisticated
assistance. 4.1
Trends. Within Canada and probably most of the Western world,
the service industry is depending much more on the concept of
‘user fees’ and charitable donations to fund organizations
such as museums. With extreme economic pressure on public
expenditure, governments at all levels are unable to participate
to the financial levels that would assure the continuance of
many museums, even those of a national character. Accordingly,
the competition for the charitable dollars that may be available
from all potential donor organizations and individuals will be
fervently engaged. 4.2 Opportunity. Within the fund
raising environment, the C&E Museum Foundation will have an
opportunity to explore sources of financial support that would
not normally be specifically targeted by other charitable
organizations. Although certainly not exclusive to the
Foundation, it is anticipated that certain Information
Technology ( IT ) corporations, the military C&E community
and any other organizations or individuals with a direct or
indirect connection to the Museum will respond favourably to an
appropriate request for support. In addition, with the recent
recovery in the technology industry within the North American
economy, an improved window of opportunity may exist for the
participation of certain corporations. 4.3 Competition. It is
recognized that any charity of size or tenure will employ very
sophisticated fund raising methods and professional marketing
personnel. Furthermore, these established charities will have
conducted extensive market research and have achieved the
ability to reach out to the entire available fund raising
market. Although relatively young within the service industry,
the Foundation with the recent new building project, has ably
demonstrated the ability to raise charitable funds in direct
competition with other equally deserving causes. 4.4
Leaders. The Foundation is governed by a Board of Directors
comprised of individuals who have established and proven
themselves as military, industry and community leaders. They are
dedicated to the Foundation’s mission and will execute their
responsibilities ethically and with the utmost integrity. 4.5 Stability. The service
industry is expected to remain stable for charitable fund
raising projects during the period of this business plan. The
Canadian economy remains healthy with excellent employment
opportunities and strong growth in most industry sectors
including information technology. 4.6 Demographics. The impact of
demographics within the fund raising sector is not expected to
be overly extreme, however as the Canadian population ages and
in particular as the ‘Baby Boomers’ reach retirement age, it
may be anticipated that an increased level of charitable giving
will be possible. Furthermore, museums featuring military
displays and artefacts may receive favourable consideration from
that sector of the population that has lived through a conflict
in which Canadians have participated. Currently, the Canadian
Forces are receiving widespread positive support from the
general public. 4.7 Technology. Modern
information technology has greatly enhanced the ability of
charitable fund raising organizations to reach potential donors
and to receive and acknowledge the donated funds. To be
successful in this competitive environment, it will be essential
that the Foundation and the Museum exploit to the fullest extent
possible, every technological advantage in the execution of the
fund raising strategy. 4.8 Political. The political
approach to charitable organizations is unlikely to change for
the foreseeable future. In view of the socio-economic
environment within Canada together with the ever growing
preponderance of organizations demanding financial assistance,
government at all levels, will continue to provide moral support
to charitable organizations but significant funding assistance
can not be anticipated. Notwithstanding the foregoing, it is
believed that the C&E Museum with its national heritage
perspective and tourist attraction benefits, may receive limited
favourable government consideration for support. On another
dimension, the proposed tough new measures for charities,
announced in the March, 2004 Federal budget, aimed at punishing
“rogue charities” that misuse donated monies, could
indirectly benefit charities such as the Museum Foundation that
support legitimate and recognized causes.
5.0 Geographic Opportunities.
The geographic area for fundraising of behalf of the C&E
Museum, is literally the entire breadth of Canada but the most
significant efforts will be concentrated in the larger urban
areas. Although widespread campaign efforts to reach individual
donors can be conducted without geographic restraint, certainly
the potential corporate, foundation and wealthy donors, will be
located in urban areas. Within the information technology
sector, specific geographic pockets of potential interest and
support exist in the National Capitol Region, the “Golden
Horseshoe” of Ontario, the East and West coasts, Quebec and
the Prairies. 5.1 Target Market Personality.
No doubt, the recent set back in the technology markets have had
a very considerable negative impact on the ability of most
corporations to offer substantial assistance to charitable
organizations. In view of the improved economic situation and
projections of new growth, it may be expected that IT
corporations will be in a better position to offer funding
support. With respect to individual donors, the C&E Museum
has the benefit of a loyal and motivated audience in both the
serving and retired members of the military C&E community.
It is understood that some charitable foundations are openly
searching for worthwhile organizations to assist with funding
support. 5.2
Donation Patterns. For every donor, individual or corporate,
there is likely to be a preferred method and frequency of
donation. It will be essential for the Foundation to execute a
fund raising support system that will provide maximum
flexibility to meet every requirement. This support system
continues to be addressed, in part with the implementation of a
new software program specifically designed to support
fundraising organizations. 5.3 Donation Sensitivities. The
sensitivities of the potential benefactors to the Foundation,
will not likely be much different from those of other and
similar charitable organizations but all will need to be
recognized and respected. For some, complete confidentiality
will be paramount while others will desire a degree of public
recognition. The C&E Museum and the Foundation are able to
provide numerous levels and methods of recognition that should
meet with the satisfaction of most donors. Furthermore, the
Foundation’s Privacy Policy is intended to meet the
obligations for management of personal information under the
Personal Information Protection and Electronic Documents Act. 5.4
Associations and Alliances. The C&E Museum Foundation enjoys
a number of organizational relationships which will provide a
positive influence to a fund raising campaign. Although not
directly connected to DND or the CF, the Foundation through the
Museum, is in direct support of the 5000 Regular and Reserve
members of the C&E Branch and its’ Association which also
includes retired members. In addition, the Foundation will have
access to specific retired member organizations such as The
Signallers Club of Canada Inc and the Air Force
Telecommunication Association. In previous years, The Foundation
has been a recipient of support from the Canadian Branch of the
Armed Forces Communications and Electronics Association (AFCEA),
a joint organization of industry and military members working in
the IT environment. Finally, the Museum and the Foundation as
charitable organizations participate with other museums and
foundations for mutual support. 5.5
Government Attitude and Support. The reality that the C&E
Museum is a DND entity receiving minimal funding support and
that it is also not eligible for funding from the federal
department; Heritage Canada, places the Museum in a “Catch
22" position. This fact is not well understood within the
charitable fund raising market as many potential donors believe
that as a government facility, the Museum is well supported. As
a result, it will be necessary for the Foundation to execute an
effective communication plan within the fund raising campaign. 5.6
Niche Opportunities. Although not exclusively, the Foundation
will rely on its extensive niche market within the entire
information technology community for the significant portion of
the fund raising campaign. This niche opportunity will include
the following: - the approximate 5000 serving
and reserve members of the C&E Branch, - the 5000 - 10,000 retired
members of the C&E Branch, - the IT corporations that work
frequently as partners with DND, - other IT corporations, - any corporation with local
community obligations,
6.0 Direct. For fund raising
purposes, the Foundation of the C&E Museum in a general
sense, will be in direct competition for charitable dollars with
all other ‘ not for profit’ organizations and in particular
all museums within Canada. Although the C&E Museum is a
unique organization and that it enjoys a certain niche market
opportunity advantage, it will be necessary to conduct an
aggressive fund raising campaign, against all other fund raisers
to succeed. 6.1
Indirect. The indirect competition is identified as any
organization, charitable or otherwise, that is directly
requesting financial assistance from government, corporations,
institutions, foundations or individuals. Charitable lotteries
and other creative methods of fund raising may also be seen as
indirect competition. 6.2
Strengths and Weakness of competitors. Many charitable
organizations including museums, have well established and
professional fund raising campaigns that are well known to the
general public and corporate Canada. Some of these charities
have loyal benefactors and sponsors that will be unable or
unwilling to support additional requests for financial
assistance regardless of the need or merit. The only weakness of
the competition that has been identified is that rather than
supporting just another social need, the C&E Museum
Foundation represents a unique opportunity to directly support a
portion of Canadian heritage and to indirectly support the
active Canadian military. 6.3 Similarity of Product or
Service. The Military C&E Museum is a one-of-a-kind museum
and offers an educational experience that can not be achieved
elsewhere. Nevertheless, to much of the museum motivated public,
this will be viewed as little more than just another museum.
Aggressive advertising by the Foundation in the fund raising
campaign will be essential to overcome this degree of apathy
towards museums and charitable organizations in general. On the
other hand, it is anticipated that the corporate IT community,
will view the Foundation as a genuine opportunity to participate
and contribute to the heritage of information technology in
Canada. 6.4 Competitors Markets. Most of
the competing charitable organizations will campaign for
financial support in the overall general public and corporate
markets. Many organizations will rely heavily on their previous
benefactors and their own respective niche areas. Of course, all
will explore every opportunity to achieve assistance from
government sources. 6.5 Competitor Threats. The most
significant threat to the Foundation’s fund raising campaign
from competitors is that many have been established for a
lengthy period of time and are well known in the minds of
potential donors. This fact is particularly challenging in view
of the overwhelming number of organizations seeking financial
support. It would not be an exaggeration to state that both the
general public and corporate Canada have been saturated with
requests for assistance.
7.0 The Potential Donors. The
following is a list of potential donors that should be
considered for canvassing and given the opportunity to
participate in supporting the Museum. This list should be taken
as a starting point that can be segmented and expanded upon as
necessary: - Government (Federal,
Provincial, Municipal) - Industry (Especially the
IT and Electronics sector) national, regional and local - Foundations - Financial Institutions - Lottery Corporations - Service Clubs - The C & E Branch
(Regular and Reserve Force) - Retired members of the C
& E Branch and its predecessors - The Signallers Club of
Canada Inc and member clubs - The Air Force
Telecommunications Association - The Armed Forces
Communications and Electronics Association - The Royal Canadian
Legion and other veterans organizations - Other special interest
support groups - Philanthropists - Visitor donations at the
Museum
a. The Message. The message for
this fund raising initiative will be prefaced with the campaign slogan: “Preserving
the Past - Protecting the Future”, a five year project to raise $5M to provide the
endowment funds necessary for the Museum to perpetuate its operations, to expand
facilities and to support the Museum’s education programs.
“shotgun” approach using
Canada Post, all available electronic means, publications, meetings, special presentations
and ‘word of mouth’.
7.2 The Plan. The overall
objective of the fundraising campaign, “Preserving the Past -
Protecting the Future”is to raise $5M over the next five
years. In addition, the campaign will also conduct a separate
appeal to provide funds for Museum operations in the short term.
The fund raising campaign will be supported with a computer
technology based system which is currently in use at the Museum.
The intended multi-approach campaign together with fundraising
goals is outlined in the following sub-paragraphs: a. Serving members of the
C&E Branch. A direct request will be made to all serving
members of the Branch to support the Museum with regular
contributions through the Pay-Allotment facility. An annual goal
of $150,000 has been proposed which could be easily attained
with a per member donation of just $5 each month. The $150K
would be adequate to sustain the museum’s operations each year
until such time that the endowment fund reached a level that
would fully support the Museum in perpetuity. b. Retired members and
associations. Utilizing the extensive data base that was created
for the 2003 Celebrations, a postal and email initiative will be
launched to contact as many of the retired C&E community as
possible. Individuals and associations will be requested to
support the Foundation with donations made though a number of
payment options. This portion of the campaign will be an annual
program with the goal of raising $50,000 each year for a total
of $250,000 over five years. In addition to annual donations,
the retired community will be requested to consider making a
bequest to the Foundation as part of their estate planning. c. Corporations,
governments, institutions, foundations and philanthropists. The
Foundation will establish regional fund raising groups to
directly market specific potential donors across Canada. The
objective of this portion of the campaign is to raise $4.25M
over the next five years. Within each region, the respective
group will develop a local marketing plan and establish funding
goals for potential target donors. The identified groups,
respective leaders and fundraising goals are as follows: - National Capitol/Ottawa
- Col Mel MacLeod, (Retired)
$750K -
Atlantic/Maritimes - BGEN Barry Curley, (Retired)
$850K -
Montreal/Quebec - LCOL David Hart, (Retired)
$750K -
Toronto/Golden Horseshoe - Col John Catto, (Retired)
$500K -
Calgary/Prairie- To Be Advised $550K -
Vancouver/Pacific - Col Dave Florence, (Retired)
$850K -
Kingston - HCOL Jack Thomson, (Retired) and Col Gerry Coady,
(Retired)
$250K d. In addition to the
foregoing potential donor opportunities, the Foundation will
continue to contact previous donors not aligned to the Museum
and on an annual basis, conduct specific fund raising activities
such as the Annual Golf Tournament and the Chairman’s Dinner
and Ball. Over the five years, these activities will have the
objective to raise $250K.
8.0
Overall Structure.
The Military C&E Museum Foundation is purely a stand-alone
fund raising organization and does not normally concern itself
with the day-to-day museum operation. As a legal DND entity, the
Museum is managed and operated separately from the Foundation by
the Home Station Commandant on behalf of the C&E Branch. The
Commandant is the Commanding Officer of the Museum and executes
museum management through the Museum Director and Curator. 8.1 Team Concept. The Foundation
conducts its fund raising mandate as part of an overall Museum
Team. The Team members are as follows: - The C&E Branch
(Regular and Reserve) and its Associations - The Museum and its Staff - The Foundation - CFB Kingston (for
utilities and building and grounds support) - The Signallers Club of
Canada Inc -
The Air Force Telecommunications Association - The Armed Forces
Communications and Electronics Association - Chairman of the Board of
Directors - BGEN GD Simpson, Retired - C&E Branch
Colonel-Commandant - BGEN RP Fraser, Retired (Ex-Officio member) - C&E Branch Home
Station Commandant - LCOL M Girard - Director of the Museum -
Maj Jack Magilton, Retired - Treasurer - LCOL L Tien,
Retired - Non Commissioned Member
Representative - CWO Bill Fallows, (Retired) 8.3 Qualifications and Skills.
Most members of the Foundation contribute a specific expertise
from military, industry or government experiences. Recent
experience with fund raising projects is desirable but not
essential. A few members represent specific organizations or
segments of the military community. 8.4 Specialist/Consultant
Assistance. Several members have been invited to serve on the
Board of Directors by virtue of their professional expertise.
They are: - Legal - Mr Peter
Trousdale - Industry advisor - Mr
Robert Moon - Finance and Investment -
Mr Roger James 8.5 Composition of Board of
Directors. In addition to those listed above, the following
individuals are current members of the Board: - BGEN D Banks, Retired -
Past Colonel-Commandant - HCOL JAPP Thomson,
Retired - (Ex-Officio) - Col GL Coady, Retired - Col CR Rickett, Retired - Col PA Tappin, Retired - Maj G Thomson, Retired - Mr Roger Lindsay Regional Members: - BGEN Barry Curley,
Retired - Col John Catto, Retired - Col Dave Florence,
Retired - Col Mel MacLeod, Retired - Lcol Dave Hart, Retired FINANCIALS 9.0 Accounting Policy and
Practice. Canadian generally accepted accounting procedures (GAAP)
are utilized for all Foundation accounts and investments. In
accordance with the Corporation By-Laws, the Foundation
Treasurer is responsible for the effective management of all
financial assets. The treasurer “shall have the custody of the
funds and securities of the Corporation and shall keep full and
accurate accounts of all assets, liabilities, receipts and
disbursements of the corporation in the books belonging to the
corporation and shall deposit all monies, securities and other
valuable effects in the name and to the credit of the
corporation in such chartered bank or trust company, or, in the
case of securities, in such registered dealer in securities as
may be designated by the Board of Directors from time to time.
Investment services are currently provided by CIBC Wood Gundy,
Suite 500, 366 King Street East, Kingston, ON K7K 6Y3. The
Foundation’s investment policy is drafted by the Finance
Committee (Chaired by the Treasurer) and approved by the Board
of Directors. 9.1
Foundation Income. The Foundation receives income annually from
a number of sources which can vary widely from year to year. FY
2003/2004 was an exceptional year due to the extraordinary
success of the C&E Branch Centennial Celebrations which
transferred $100K to the Foundation. In addition, a special
lottery from a donated vintage Rolls Royce automobile provided
another $20K. Typical sources of income are as follows: -
Individual cash donations -
Serving member pay allotment donations -
Corporate donations -
Donations from other charities and foundations -
Planned giving donations -
Endowment Fund Investment income -
Fundraising events -
Display sponsorships -
Memorial Wall donations 9.2 Museum Income. Income
received by the Museum is completely separate from the
Foundation and is managed by the museum staff and Commandant of
the C&E Branch Home Station. Museum sources are as follows: -
Annual Museum grant by the Directorate of History and Heritage. -
Mercury Shop profit share -
Visitor donation box -
Facility rental income The total Museum income from
these sources is expected to be about $30K per year which is
sufficient to cover artefact and display maintenance as well as
most activities and administrative expenses. 9.3 Funding Destinations. The
following is a list of the current expenditure destinations that
require funding on an annual basis: -
Museum operations -
Wages -
Advertising -
Administration -
Artefact maintenance -
C&E Branch Activity support -
Education and Outreach Program -
Military C&E Heritage Endowment Fund -
Museum Expansion Fund 9.4 Foundation Current
Approximate Financial Asset Status. -
General Fund ------------------------------------$55K -
Lottery Proceeds (In Trust)---------------------$65K -
Heritage Endowment Fund (In Trust)----------$230K 9.5 Projected Annual Foundation
Income (Outside of the Fundraising Campaign) -
Receipted Individual Donations 50K -
Regular Force Pay allotments 25K -
Non-Receipted Donations 5K -
Endowment Fund Investment Income 10K -
Chairman’s Dinner and Ball (net) 10K -
Display Sponsorships & Memorial Wall
8K -
Golf Tournament 5K -
Other Fundraising Events 2K -
Bequests and Other Planned Giving
5K 9.6 Annual Estimated Foundation
Expenses -
Museum Operations (including Education Program) 120K -
Branch Fund Activities
6K -
Fund Raising Expenses
4K -
Donor Recognition Program
1K -
General and Administrative Expenses
6K -
Accounting Audit Fees 3.5K -
Liability Insurance 1.5K -
Bank Charges and Credit Card Fees 2.5K -
Advertising and Promotion 1.5K
10.0 Long Term Goal. Subsequent
to the achievement of the formal Fundraising Campaign
objectives, it should be possible to significantly reduce the
requirement for continuously donated funds. The Endowment Fund
of some $2.5M will provide sufficient income to sustain the
Museum’s operations for the foreseeable future. In addition, a
further expansion of the Museum facility should not be necessary
for many years. 10.1 Long Term Risk..
Notwithstanding the anticipated financial security of the Museum
subsequent to the fundraising campaign, some potential areas of
risk are identified which would cause considerable financial
impact: -
closure of CFB Kingston, -
re-location of the School of Communications and Electronics, -
DND budget restrictions for building maintenance and utilities, -
Museum staff increases -
establishment of a Foundation salaried position -
dramatic increase in artefact collection for display
11.0
Implementation. For 2004, the various and specific fundraising
activities as described in this Business Plan will be
implemented roughly in accordance with the following timetable: -
Establishment of Regional Fundraising Chapters: -
National Capital Region April -
British Columbia August -
Montreal and Quebec September -
Maritimes September -
Toronto and Area
December -
Alberta and the Prairies TBA -
Regular Force Serving Member Appeal
June -
Reserve Force Serving Member Appeal
TBA -
Retired Member Appeal
July -
Kingston C&E Golf Tournament Fundraiser
August -
Chairman’s Dinner and Ball Fundraiser
November 11.1 Amendment. This Business Plan will be updated annually at the beginning of each fiscal year, 1 March. Amendments during the year will only be published for changes which will have a significant impact on the fundraising campaign. Successes and progress within the campaign will be notified through newsletters and other media releases. |