Board profile

The following core competencies and attributes have been identified for all Trustees of the corporation:

• Leadership
• Commitment
• Initiative
• Integrity and accountability
• Sound judgement
• Respect
• Flexibility
• Influence

To fulfill its role and responsibilities, the Board should possess a broad range of skills, experience, and knowledge.

The following items serve as the basis for the “skills and experience” matrix used to assess composite Board expertise:

• Strategic and corporate planning: Experience in strategic corporate planning for the public sector, private sector, and not-for-profit boards, with a demonstrated ability to focus on long-term goals and strategic outcomes.
• Financial literacy and accounting: Understanding of financial statements and supporting schedules that present a breadth and level of complexity of accounting issues generally comparable to those expected to be raised by the organization.
• Governance: Experience in corporate governance in the public sector, and in overseeing the activities of an organization to ensure it meets its mandate.
• Risk assessment: Experience in the process of identifying principal corporate risks and in ensuring that management has implemented the appropriate systems to manage risks, including potential risks associated with the inappropriate treatment of employees.
• Information technology: Experience with digital technology environments including digitalization and digital engagement, cyber technology, and IT infrastructure.
• Government relations: Expertise in strategic government relations and strong connections with at least one, if not several, levels of government.
• Human resources: Understanding of the human resource considerations and issues for executive recruitment, compensation structures, performance reviews, and a unionized environment.
• Law: Expertise in the broad field of legal and regulatory matters, including a demonstrated ability to identify and consider issues, opinions, and risks and to understand complex contractual arrangements.
• Fundraising: Experience in fundraising at all levels and with diverse private donors.
• Communications: Experience in developing communication strategies, including crisis management and public relations programs.
• Boards of Directors: Experience in serving public sector, private sector, and not-for-profit organization boards

The following items serve as the basis for the “knowledge” matrix used to assess composite Board expertise:

• History: Knowledge of general world history, Canadian prehistory, colonial history, and pre-confederation to contemporary history, as well as knowledge of critical research theories and methods in history, including oral history.
• Anthropology and/or Archaeology: Knowledge of theoretical approaches and research methods in anthropology and archaeology, ethnographic and archaeological collections, material culture studies, and intangible cultural heritage.
• Military history: Knowledge of Canadian military history, military celebrations and rituals, curatorship of collections, military museum education and public programming, and contemporary issues regarding the military.
• Indigenous relations: Knowledge of the histories, cultures and contemporary issues of Indigenous Peoples across Canada, and an understanding of the relationship between museums and Indigenous communities, including the impact of the Truth and Reconciliation Commission of Canada: Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples.
• Museums: Knowledge of professional museum practices and trends, including the areas of collections, curatorship, digital heritage, tourism and the cultural sector, museum education and programming, museum studies, museology, and museum management.
• Education and learning: Experience in teaching, research and pedagogy; experience working in the field of education; and knowledge of learning theories and styles, including their adaptations to engage diverse audiences and demographics.
• Leadership: Experience in leading a business or organization.

The composition of the Board mirrors Canadian society in general and the clientele and communities it serves. The Board recognizes the importance of diversity and inclusion and believes that a culture of inclusion and diversity must be cultivated through a clear tone from the top, with the Board and senior management championing diversity and inclusion in support of the Museums’ values. As part of Board succession planning, it is important to strive for balance including gender, language, diversity of backgrounds, and geographical representation.

Trustees are appointed by the Minister of Canadian Heritage, with the approval of the Governor-in-Council, for terms not to exceed four years, with a maximum of three terms. Terms for the Chair and Vice-Chair are limited to two terms of up to four years each. There are nine trustees in addition to the Chair and Vice-Chair.

The Board usually meets in person a minimum of two times a year at the Canadian Museum of History in Gatineau, Quebec, and at the Canadian War Museum, in Ottawa, Ontario. Trustees are also called upon to meet virtually several times throughout the year based on the Board’s needs, initiatives, and priorities. Trustees are also requested to participate as members of one or more committees of the Board. They may also represent the Museums at events such as exhibition openings. The average annual time commitment is approximately 21 days for Board meetings and teleconferences, including preparatory meetings and representation at events. Board meetings are conducted in both official languages according to the preference of the person speaking. Board members receive an annual retainer paid on a quarterly basis and a per diem for each day on which they attend a meeting. In addition, Board members are reimbursed for travel and accommodation expenses.