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Canada’s national museum of military history

  • 3 millionArtifacts and documents in its collection
  • 500,000Visitors every year
  • 2005Opening year of new location on Lebreton Flats
  • #1Of things to do in Ottawa according to TripAdvisor

About the Corporation

The Canadian Museum of History is a Crown corporation as defined and established by the Museums Act. The corporation oversees the operation of three museums: the Canadian Museum of History, the Canadian War Museum and the Virtual Museum of New France. The corporation’s overall mandate is to enhance Canadians’ knowledge, understanding and appreciation of events, experiences, people and objects that reflect and have shaped Canada’s history and identity, and also to enhance their awareness of world history and cultures.


Strategic Directions 2023–2029

Our Strategic Directions for 2023–2029

  • Foster an innovative workforce culture that promotes equity, respect and a sense of belonging
  • Engage people from across Canada in diverse histories and stories
  • Advance reconciliation and strengthen our commitment to recognizing the rights of Indigenous Peoples
  • Build organizational resilience through sustainable practices
  • Leverage technology to drive innovation and deepen access to Museum activities

These five directions are intended to help us better focus, re-energize and reinforce who we aspire to be as an organization moving forward.

Learn more about the Museum’s Mandate, Vision and Values and Our Cultural Transformation.


President and Chief Executive Officer

Caroline Dromaguet

A womanCaroline Dromaguet is President and Chief Executive Officer of the Canadian Museum of History and the Canadian War Museum. A seasoned museum professional, Caroline has over 20 years of experience in numerous aspects of museum work, including museum management, the development and delivery of cultural products, international partnerships and initiatives that strategically position Canada’s rich and fascinating history on the world stage. She is committed to fostering collaboration, innovative thinking and leadership among members of Canada’s museum community.

Since initially joining the Museums in 1998, Caroline has held a number of key leadership positions in diverse areas of both Museums, including as Manager of Exhibitions and Strategic Initiatives, and Director of Exhibitions, Creative Development and Learning, and Interim Director General of the Canadian War Museum. Caroline was Interim President and CEO of the Museums for a two-year period prior to her confirmation in the position in December 2022. In her role as CEO, she emphasizes the importance of innovation, Indigenous rights, engagement and technology, as well as developing a healthy, diverse, inclusive and empowering work environment for employees of the Museums she oversees.

Caroline’s dedication to Canada’s cultural and heritage industry is longstanding. In addition to her work with Canada’s national history museums, she has previously worked at the National Gallery of Canada and has contributed to initiatives with the Canadian Museums Association and the Virtual Museum of Canada, the predecessor to Digital Museums Canada. Caroline strongly believes that Canada’s museums and heritage institutions have a unique role to play in bringing people together through shared knowledge, experiences, and dialogue and she is proud to contribute to this important work.

Board of Trustees

The Board of Trustees is responsible for the fulfilment of the purposes and the management of the business, activities and affairs of the corporation. This responsibility is carried out in accordance with a variety of legislation, notably the Museums Act and the Financial Administration Act. In fulfilling its responsibility, the Board as a whole oversees the development and application of policies concerning corporate governance.

Board of Trustees – Biographies


  • Carole Beaulieu, Toronto, Ontario


  • Narmin Ismail-Teja, Calgary, Alberta


  • Jean Giguère, Winnipeg, Manitoba
  • Amanda Kingsley Malo, Sudbury, Ontario
  • Alex MacBeath, Murray Harbour, Prince Edward Island
  • Nicolas Marcotte, Montréal, Quebec
  • Rodney Nelson, Ottawa, Ontario
  • Jennifer Pereira, Saskatoon, Saskatchewan
  • Laurier Turgeon, Québec, Quebec
  • Mahalia Verna, Westmount, Quebec
  • William Young, Ottawa, Ontario

Board Profile of the Canadian Museum of History


The Canadian Museum of History, established as a Crown corporation under the Museums Act, is responsible for two national museums: the Canadian Museum of History and the Canadian War Museum. Together, the Museums deliver on their mandate “to enhance Canadians’ knowledge, understanding and appreciation of events, experiences, people and objects that reflect and have shaped Canada’s history and identity, and also to enhance their awareness of world history and cultures.” The corporation also administers a national investment program, Digital Museums Canada, and a virtual museum site, the Virtual Museum of New France.

The Canadian Museum of History is located on the Ottawa River in Gatineau, Quebec, across from Parliament Hill — the seat of Canada’s national government — on the unceded territory of the Algonquin Anishinabeg. On average, the Museum welcomes more than 1 million visitors annually. The Museum is home to nearly 4 million objects and archaeological artifacts, including some of Canada’s most significant cultural objects. Ongoing exhibitions include the iconic Grand Hall, the thought-provoking First Peoples Hall, and the highly popular Canadian History Hall. The Museum is also home to the Canadian Children’s Museum, the Canadian Stamp Collection, and the CINÉ+ theatre, which screens large-format films.

As Canada’s national museum of military history, the Canadian War Museum promotes understanding of that history in its personal, national and international dimensions. Home to an outstanding collection of artifacts — including the internationally renowned Beaverbrook Collection of War Art — the Museum welcomes more than 500,000 visitors each year to its iconic building, which is also located on the unceded territory of the Algonquin Anishinabeg, at LeBreton Flats in Ottawa. As a national centre for remembrance, education and historical research, the Museum also facilitates informed discussion of military affairs past, present and future.

The Digital Museums Canada investment program supports online projects by Canadian museums and heritage organizations by helping them to build digital capacity and share stories and experiences with people everywhere. The Virtual Museum of New France is a collaborative online project that explores the history, culture and living legacy of early French settlements in North America through themes such as economic activity, population, and aspects of daily life.

Roles and Responsibilities

The Board of Trustees (the “Board”) is responsible for overseeing the management of the corporation with a view to both the best interests of the Museums and the long-term interests of government. It provides broad strategic direction and oversight with the assistance of three committees: an Audit and Finance Committee, a Governance and Human Resources Committee, and a Canadian War Museum Committee. It is responsible for the overall governance and financial sustainability of the Museums, which includes:

  • establishing the strategic direction of the Museums;
  • setting and monitoring corporate objectives and performance measures;
  • ensuring financial performance and approving major financial decisions;
  • appointing the CEO, with the approval of the Governor in Council;
  • setting objectives for the CEO and evaluating the CEO’s performance against those objectives on an annual basis;
  • planning for the succession of the CEO;
  • overseeing the management of risk and internal controls;
  • ensuring that stakeholder relations are managed appropriately;
  • ensuring a healthy, respectful and inclusive workplace, free of employment barriers, harassment, and discrimination;
  • safeguarding the reputation of the Museums;
  • ensuring ethical behaviour and compliance with laws and regulations;
  • assessing the Board’s own performance and effectiveness;
  • planning for Board succession;
  • practicing effective corporate governance;
  • maintaining Board independence from management;
  • providing for orientation and continuous professional development of Board members; and
  • ensuring proper information management and timely communication.
Challenges, Issues and Initiatives

In the fall of 2019, the Board of Trustees established the following strategic directions to guide the Museums for the five-year period from 2020-21 to 2024-25:

  • Inspire Canadians across the country to engage in a greater understanding of their shared history.
  • Position the Museum as a trusted source of research and knowledge about Canadian history.
  • Strengthen relationships with Indigenous peoples through respectful collaboration and shared stewardship of Indigenous collections and intangible heritage.
  • Build and share a collection that best reflects Canada’s history and distinctiveness.
  • Pursue cultural diplomacy to exchange ideas and values and advance mutually beneficial projects, both nationally and internationally.
  • Ensure sustainability, capacity and museological excellence by continuing to develop an empowering corporate culture.

To deliver on these directions, the Museums conduct outcome-based research, pursue acquisitions of objects of national significance, and present exhibitions on key topics reflecting the diversity of Canadian history. They offer learning and programming activities, both onsite and online, and work to enhance the Museums’ presence across the country. The Corporation has committed to undertake institutional change to further strengthen relationships between the Museums and Indigenous peoples. It works with others, collaborating with Indigenous communities, building national and international partnerships, and advancing cultural and museological relationships with a diverse range of organizations and communities. Finally, it develops innovative and responsible revenue strategies and modernizes practices, systems and buildings to remain current and competitive.

Like organizations throughout the world, the Canadian Museum of History has been heavily impacted by the COVID-19 pandemic. In the years to come, the Museums will need to rebuild audiences and revenues and possibly reimagine the museum experience of the 21st century. COVID recovery will also be dependent on factors outside the control of the Museums, such as the health of domestic and international economies and tourism markets.

The Corporation is also undertaking a number of initiatives to ensure a healthy working environment and workplace culture. Employee feedback gathered through a workforce assessment undertaken in 2020-21 will serve to help the Museums develop a strategy with concrete steps towards building a working environment that is welcoming, supportive, inclusive and engaging for all employees.

Core Competencies and Attributes

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
Skills, Experience and Knowledge

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 breath 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.

Working Conditions

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.


The Canadian Museum of History is a Crown corporation established by the Museums Act (Statutes of Canada 1990, Chapter 3), and conforms to and is influenced by federal and provincial legislation. The corporation is a separate employer, with the majority of its staff represented by two unions: the Public Service Alliance of Canada and the Professional Institute of the Public Service of Canada. Appointed by the Governor-in-Council, the 11 members of the Board of Trustees are part-time appointees representing different regions of Canada. The Board in turn appoints the corporation’s full-time President and Chief Executive Officer, who directs all of the corporation’s activities.

The corporation’s primary responsibilities are the management of Canadian Museum of History, the Canadian War Museum and the Virtual Museum of New France. The Canadian Museum of History is recognized as one of the premier cultural facilities of the 20th century, and is home to the Canadian Children’s Museum and an CINÉ+. It houses more than 4 million artifacts spanning the disciplines of history, archaeology, folk culture, ethnology, postal communications and various other areas of heritage studies. Formed in 1880 around a local collection of Canadian Militia battlefield mementoes, the Canadian War Museum has since become Canada’s national museum of military history. On May 8, 2005 the War Museum reopened in a stunning new building on LeBreton Flats.

Through its activities, the corporation practices museological excellence, thereby promoting a greater understanding of Canadian identity, history and culture. In addition to its presence within the National Capital Region, the corporation disseminates its knowledge throughout Canada and the world through its website, travelling exhibitions, conference participation, publications, social media, engagement activities and other forms of outreach.

The corporation is a member of the Canadian Heritage Portfolio and reports to Parliament through the Minister of Canadian Heritage. Along with other Portfolio members, the corporation protects and exhibits Canada’s heritage for current and future generations. It also plays a vital role in fostering a sense of Canadian identity, reaching a diverse — and growing — audience through its research and public programming activities.

For further information, see Corporate Reports.

Virtual and In-Person Annual Public Meeting

Thank you to all those who took part in the 2021-22 Annual Public Meeting of the Board of Trustees on Thursday, February 23, 2023.

The date for our 2022-23 Meeting will be shared here once it is confirmed. We hope you will join us then.

Doing Business With Us

The Canadian Museum of History and Canadian War Museum’s Contracts section is responsible for managing the corporation’s procurement process. In addition to issuing purchase orders, entering into agreements, issuing and overseeing the competitive bid process, establishing source lists, negotiating and awarding contracts, the section is also mandated to ensure that the procurement is compliant with relevant governmental and institutional procurement policies and procedures. If you are a supplier wanting to do business with the Canadian Museum of History or the Canadian War Museum, the following sections offer information about purchasing procedures, practices, and policies.

Buying Practices

It is the corporation’s policy to contract for goods and services in a way that ensures best overall value. The corporation contracts with those suppliers who satisfy the objectives of the corporation, by obtaining quality goods and services in a timely manner and meeting specifications with competitive prices.

The corporation, as a matter of principle, negotiates and awards contracts by following applicable laws, regulations, trade agreements, internal policies and competitive tendering processes. The corporation does this in such a way as to convey its high standards of professionalism and business ethics to the external community.

As a Crown corporation, the Canadian Museum of History and Canadian War Museum’s procurement process is conducted in accordance with the requirements of the Canada-United-States-Mexico Agreement (CUSMA), the Canada Free Trade Agreement (CFTA) and all other applicable Trade Agreements. Procurements subject to these Agreements are published via MERX online tendering system and Bid packages must be ordered through MERX (

Sourcing Suppliers

Purchases for Goods and Services not subject to trade agreements such as CFTA or CUSMA or any other Trade Agreements may still be published on MERX for open bidding. Nevertheless, purchases not subject to Trade Agreements are usually -tendered under a closed bidding process where suppliers may be invited to submit a quote or a Tender based on past experience with the corporation, industry directories, Internet, industry and associated information sources including catalogues and journals, trade shows and conferences.

The corporation has developed eligibility standards for suppliers:

  • auditable financial records;
  • proven capacity to meet contractual obligations;
  • guaranteed capability for full and continuous supply;
  • assurance that requirements will be met through implemented, auditable quality plans and
  • reputable track record and experience in the supplier’s area of expertise.

If you meet these eligibility standards, you may be in a position to submit a bid or be invited to submit for the corporation’s work.

Tender Opening

The corporation does not open tenders in public, nor does it reveal any information contained in the responses to its requirements, except as required by law. The corporation firmly believes this would have an impact on its ability to conduct business in a fair and competitive bidding environment.

Bid Results
Bid results for open competitive bid processes published on Merx may be obtained on the Merx website at


With the exception of Letter of Agreements, which have low monetary value and are limited to small services needs, all purchase orders and contracts for the Canadian Museum of History and the Canadian War Museum are issued through the corporation’s Contracts section.

End users are not authorized to enter into agreements with suppliers. Suppliers should not supply goods or services before a purchase order is issued or contract is signed, and they should not perform work beyond the scope of the existing contract unless authorized by the Contracts section.


The corporation values the special relationship it has with its suppliers and welcomes initiatives by suppliers that contribute to increased productivity and good purchasing management. The corporation is always willing to discuss developments, improved performance, or lower costs if this helps meet the objective of reliable, cost-effective services to the Canadian public.

Canadian Museum of History Terms and Conditions

General Conditions For Services (PDF file, 876 Kb)

Application for Vendors – Electronic Funds Transfer (EFT) (PDF file, 90 Kb)

Purchase Orders — Goods

General Conditions for Letter of Agreement (LOA) – Services (PDF file, 898 Kb)

General Conditions For Goods (PDF file, 1 Mb)

COVID-19 Minimum Mandatory Protocols (PDF file, 450 Kb)

Corporate Reports

To view the documents in PDF format you will need to use the (free) Adobe Acrobat Reader.

Quarterly Financial Statements

Annual Reports

Corporate Plan Summary

Special Examination Report — Office of the Auditor General

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