1 Naval Museum of Alberta Society Strategic Plan Presentation to the Annual General Meeting November 2011

2 NMAS Strategic Plan – November 2011  Agenda –Charting a New Course  Core Value, Mission, Vision  Desired Outcomes  Strategic Objectives  Strategic Initiatives – Our Business Execution Model  Strategic Planning vs Program Delivery  Roles & Responsibilities –Turning the Plan into Action  An new version of an old framework –Next Steps  New opportunities for members/volunteers!  Set priorities and build annual business plans  “Stand by – Execute!”

3 NMAS Strategic Plan – November 2011  Core Value: – We believe that the Canadian naval story, past and present, is exciting, engaging and worth telling.  Our Mission: –Is to tell the story of Canada’s Navy.  Our Vision: –Is a community that is informed, excited about and engaged with Canada’s Navy and its naval heritage.

4  Desired Outcomes: –Provide youth-focused programmes –Public/Stakeholders are well aware of NMAS and what we do. –Functional Website –Cleary define our support to NMA –The roles of the RCN are understood and appreciated –Programmes are in place that tell the RCN’s continuing story –Develop new programmes to support school syllabus NMAS Strategic Plan – November 2011

5  Our Strategic Objectives: 1.Enable the development and provision of educational/awareness programs that tell Canada’s naval story 2.Promote and support the Naval Museums of Canada (NMC) and Calgary’s The Military Museums (TMM) 3.Liaise with local, national and international organizations to tell Canada’s naval story NMAS Strategic Plan – November 2011

6  INITIATIVES –Establish a speakers’ bureau –Build programmes with teachers –Provide navy content for TMM programmes –Support scholarly research  OUTCOMES –Programmes are being accessed –Feedback –Requests –Getting information out to our stakeholders regularly –We can assess our programmes NMAS Strategic Plan – November 2011 Strategic Initiatives Strategic Objective #1: Enable the development and provision of educational/awareness programs that tell Canada’s naval story.

7 NMAS Strategic Plan – November 2011 Strategic Initiatives  INITIATIVES –Maintain strong positive relationship with NMA/TMM –Maintain strong positive relationship with U of C –Enable the development and enhancement of permanent, virtual & portable displays/exhibits –Re-establish and update NMAS website  OUTCOMES –Complete the MOU with DND (NMC) –Support U of C’s, NMA’s & TMM’s development of a virtual museum, library and archives –Artefacts, displays,exhibits, etc. are readily accessible to audiences both inside and outside the museum. Strategic Objective #2: Promote and support the Naval Museums of Canada (NMC) and Calgary’s The Military Museums (TMM)

8 NMAS Strategic Plan – November 2011 Strategic Initiatives  INITIATIVES –Establish a distinct NMAS identity –Explore social media as a communication tool –Engage local naval organizations to assist NMAS with our initiatives –Develop and publish an annual report –Continue to improve and publish the “Ensign” newsletter  OUTCOMES –NMAS is an independent society (separate from, but an integral supporter of the NMA) –Improved communication with youth –Better, more enhanced participation in NMA/NMAS programmes –Supporting organizations are well informed about NMAS activities. Strategic Objective #3: Liaise with local, national and international organizations to tell Canada’s naval story

9 NMAS Strategic Plan – November 2011 Core Value Mission Vision 1: Strategic Objectives 2: Strategic Initiatives 3: Required Actions 4: Resources 5: Performance Measures 6: Outcomes Board of DIRECTORS DIRECTORS MANAGEMENT&VOLUNTEERS MANAGEMENT&VOLUNTEERS NMAS Volunteer-Based Business Execution Model Strategic Planning Program Delivery

10 NMAS Strategic Plan – November 2011 Turning the Plan into Action Chairman & Board President Education & Awareness Museums Support External Relations Administration Vice President TreasurerSecretary A possible organizational structure Strategic development & Governance NMAS Senior Management Team

NMAS Strategic Plan – November 2011 (possible tasks/responsibilities distribution) Education & Awareness Speakers Bureau EducationCommunications Museums Support Website Upgrade & Maintenance Exhibit Development Archive/Library Support External Relations Naval Community Liaison “Ensign” Editor Annual Report Coordinator Administration Volunteer Coordination Membership Funding Coordination Office Management “Tenant” Relations Computer Support 11 OPPORTUNITIES FOR VOLUNTEERS!!

12  We are going to become a more member-run organization  Our success will depend on you!  A more engaged board!  Direct and Coordinate strategic areas  Opportunities for members/volunteers!  Opportunities for members to participate on any number of teams – SIGN UP NOW!!  Senior Management Team will build and follow annual business plan  To include targets for success, reporting protocols  Begin execution of business plan in January 2012 NMAS Strategic Plan – November 2011 Next Steps

13 NMAS Strategic Plan – November 2011 Thank you for your Participation and Commitment!