1. Strategic Plan to
Canada Science and Technology Museums Corporation
Société des musées de sciences et technologies du Canada

2. CSTMC
Mandate
To foster scientific and technological literacy throughout Canada by establishing, maintaining and developing a collection of scientific and technological objects, with special but not exclusive reference to Canada, and by demonstrating the products and processes of science and technology and their economic, social and cultural relationships to society
Vision
To inspire all Canadians to engage with their scientific and technological past, present and future
Mission
As keepers of Canada’s scientific and technological collection, we help all generations to experience the past, explore the present and imagine the future by engaging them in the rich cultural connections between and amongst science, technology and society.

3. Corporate Values
Excellence
Leadership
Pride
CSTMC
Teamwork
Creativity

4. Value Propositions – What Makes Us Unique
Stewardship: We preserve and sustain Canada’s national collection of artifacts, literature and images in the areas of agriculture, aviation, communications, industrial design, physical sciences, medicine and transportation.
Catalysts: We are catalysts for greater understanding and appreciation of science and technology in society.
Inspiration: We inspire future generations to choose careers in science and technology.
Engagement: We share the stories of achievements in science and technology.
National: We provide a national forum to foster a culture that values and promotes scientific research.
Connections: We explore the connections between science and technology and society.
Exploration: We explore with all Canadians the past, present and future of science and technology.
Showcase: We provide a platform to showcase Canadian achievements in science and technology

5. Strategic Plan - Direction
Big Picture
Think bigger than what we are / need to stretch
Link more to Government policies relating to science, technology, innovation and productivity
Be Innovative
Rethink the traditional role of “Museum”
The country needs innovation – pursue innovation to inspire the future, rather than just show the past
Link more to a variety of communities
Sense of Urgency
Giant leaps forward, not baby steps

6. Environmental Scan Environmental scan was conducted looking at :
Government Policies
Economic Trends
Cross Canada Consultation Analysis
Visitor Trends – on-site & on-line
Work Force Trends
Capital Infrastucture
Public Needs and Expectations
Digital Trends

7. 5 Key Result Areas (KRAs)
Share Knowledge through our Programs, Partnerships and Compelling Visitor Experiences
Increase National Presence, Participation and Linkages
Advance our Internationally Renowned Collections
Ensure Corporate Sustainability
Be a Top Employer

8. Swot Analysis Strengths Value for money Visitor satisfaction rating
Great membership/loyalty
Noted authority on the subject
Expertise
Collection
Niche (collection/expertise/museum/science center)
Resourcefulness
Dedicated workforce
Great stories to tell
Volunteers
Weaknesses
Facilities
Location
To much to do re: resources
Image/perception problems / reputation to modify (regional museums vs. national museums)
Perception that we are kids’ museums
Being under Heritage
Lack of engagement of the generation
Age/diversity of volunteers
Not enough appeal to minorities
No strong focus
Aging Workforce
Number of sponsorship
Limited types of audiences
Opportunities
Board members as ambassadors
Right place at the right time
It’s the right moment for change
Change in demographics
Appetite for innovation
Social media
New friends and allies
Partnerships
Millennial generation
Consultation follow-up
Aging population
Threats
Those who should be partners behaving like competitors
Competition for resources
Offerings of competitors – variety in the market place
External people do not get our new vision OR are afraid of what we will become
Not connecting with the younger generation
Aging and burn out (workforce)
Government deficit
Risk to our collection due to substandard storage facilities

9. Risk Assessment - Risk Driver Quadrants
2.0
2.5
3.0
3.5
4.0
4.5
Above average likelihood, but lower impact
Both impact and likelihood above average -
higher risk
Appropriation MH
(Government funding)
Workload / salary / recognition tied with corporate objectives
Work environment:
Sponsorships, partnerships etc.
facilities / tools /
CLIENT
PRODUCT
access to info
KNOWLEDGE
DVLPMNT
AND MGMNT
Skill / corporate memory /recruitment / employee att
Off -
Site
Web Product Accessibility
Product
CLIENT
Accessibility
DEVELOPMENT
Overall corporate likelihood 2.60
Likelihood
Likelihood On -
Site
6 key corporate objectives were assessed against 16 drivers of corporate success
Top drivers include: resources, external environment, management, products, clients
No corporate objective carries excessively high or low risk
The risk of the six corporate strategic objectives ranges from 2.5 to 3.5
Resources and Clients generate the most risk to the corporate mandate
Funding which is a component of resources carries the greatest source of risk
Funding comprises appropriation and sponsorship
Overall risk associated with the corporate strategic mandate is 3.08 which represents medium-high risk.
SOCIO -
Product
ECONOMIC M
Accessibility
preventing achievement of corporate objectives
CLIMATE è
EXTERNAL
Overall corporate Impact 3.56
GOVERNANCE
PRODUCTS
3.56
MANAGEMENT
PROCESSES
CORPORATE
STRATEGY
of drivers lacking
impact
Both impact and likelihood below average –
lower risk
Overall corporate
Above average impact, but lower likelihood MH H
Impact
of risk drivers on corporate objectives 8

10. Litmus Test
All of the strategies proposed were assessed against the following guiding words:
Litmus test

11. KRA 1.0 Share Knowledge Objective
Engage Canadians in the past, present and future of science, technology and society through rich and compelling experiences.
Strategies
Increase access to museum content through a variety of channels with focus on the Website
Develop and implement major national programs that foster scientific and technological literacy across Canada
Ensure relevant, engaging, distinctive, innovative and entertaining visitor experiences at the CSTMC museums.
Complete the 2nd year of a three year website renewal project
Review and recalibrate Corporate publishing
Implement the Corporate Social Media strategy
Launch of Energy exhibition and Year-1 of Energy Pan-Canadian
Examine opportunities for youth and science national tv show
Develop and Implement project for new visitor experience programs and products using new technological delivery platforms. (apps, wireless, ipod etc.)
1.3.2 Increase promotion of museum offerings

12. KRA 2.0 National Presence Objective #1
Enhance our profile and our impact in all provinces and territories with a variety of stakeholders involved in science, technology and culture.
Strategies
Strengthen National Network
Expand National Outreach
Increase National Awareness
Take the lead for the programming of the National Science & Technology Week
Manage and monitor the HUB
2.1.3 Monitor and conduct a cost benefit analysis of MOUs
Develop Associate Program
2.1.5 Plan to host national and international forums, conferences and other related activities
Manage the distance learning and videoconferencing programs.
2.2.2 Develop a National Education Strategy
2.3.1 Develop and implement a National Awareness Campaign using the Energy theme that includes components such as travelling exhibition; airport installations, kiosks at partner venues, distance learning program, web site & virtual exhibition, Pan-Canadian promotional activities and NCR programming and marketing.

13. 2.0 National Presence Strategic Objective #2
Create nationally recognized destinations for all Canadians
Strategies:
Make progress on New CSTM Building
Showcase new technologies with a focus on Energy
CSTM focus = renew exhibitions
CASM focus = enhance the concept of “Space”
CAgM focus = create new public programming space to meet demand
Complete visitor experience framework for a proposed new CSTM building
Support National Awareness Campaign for the new CSTM.
2.5.1 ActivateEnergy programming
Implement an incoming travelling exhibition program for CSTM
2.6.1 Develop new tools and Implement innovative process to engage industry and stakeholders to provide new technology content.
2.6.2 Showcase new technology, pertaining to the subject matter or in the creation of interactives in new exhibitions and demonstrations
Update existing exhibitions showcasing new technology
2.7.1 Activate Energy programming
2.7.2 Continue the integration of the subject of Space at CASM.
2.7.3 Promote the new wing at CASM and roll out new programming and revenue generating activities
2.8.1 Activate Energy Programming
2.8.2 Begin renovation of building
Finalize the functional program and exhibition program of new space.
Deliver events to celebrate the 125th anniversary of CEF (2011).

14. 3.0 Internationally Renowned Collection
Strategic Objective:
Enrich the collection and increase its national and international reputation
Strategies:
Advance the Collection Development Strategy and preservation of the collection.
Maintain corporate standards for the documentation of the 3-D and 2-D collections.
Make the CSTMC 3-D and 2-D collections more accessible to Canadians.
Create a new reserve collection facility
Accelerate the HAs, CAs, etc.
Replace library database system
Study and select bar coding system for 3D collection
Increase and enhance physical and virtual access to the collection (COL).
Digitize trade literature and archival collection.
Relocate small artifact collection from the spine at CASM to building 194 to make room for the new Space exhibition pavilion.
Continue with the Collection Rationalization Project.
Upgrade current storage and palletization of 3-D and 2-D collections in preparation of reserve collection move.
Develop a reserve collection construction plan.

15. 4.0 Corporate Sustainability
Strategic Objective:
Demonstrate responsible management and governance of finances and resources.
Strategies:
Enhance and strengthen business partnerships
Optimise processes to support efficiencies and increase revenue
Complete capital projects currently planned or underway
Monitor, evaluate and assess ROI for the allocation of human and fiscal resources
4.1.1 Analyze industry and market trends
4.1.2 Leverage partnership and MOUs to improve bottom line
4.1.3 Develop sponsorship framework
Annual Review all revenue generating programs to ensure either increased revenue and/or increased attendance; refresh e-boutique and e-commerce site.
Create a framework for customer information management system.
4.2.3 Review facilities operations in the eye of greening opportunities which could result in cost savings.
4.2.4 Review and update all CSTMC policies, directives and guidelines over a five year period
Refer to capital plan for allocation for details
Create framework to review targets and deliverable in planning and monitoring
Support the functions of the CSMTC Foundation.

16. 5.0 Top Employer Strategic Objective:
Attract, develop, support and retain a highly skilled, dynamic and diverse workforce.
Strategies
Provide the necessary tools and accommodations for a stimulating, collaborative and sustainable work environment
Provide a variety of opportunities for career and professional development
Promote leadership at every level and empower employees to share their knowledge, skills, expertise, internally and externally
Qualify and apply to be named top employer by a recognized external organization
Provide wireless in key locations at CSTM (2nd year of a three year project).
Implement the Enterprise Content Management System (an important project for the Corporation).
5.1.3 Migrate our intranet(Echo) to Open Text
Implement succession planning and training, and a framework as part of the HRSP.
Nurture employees who show leadership potential and who are looking for career development opportunities.
Address issues identified in the assessment of the corporation’s readiness to qualify for a Top Employer award (taking into account – in part – the employee survey).
Acknowledge and recognize employee achievements/awards.
Seek out opportunities for awards and recognition

17. Measuring Success KRA 1.0 Share Knowledge
# of onsite visitors, offsite visitors
Statistics on reach through social media
# of new interactives & new technologies on display
KRA 2.0 National Presence
# and location by province of offsite programs, workshops and demonstrations, artifacts on loan
# of partnerships
Identification of a site for the new CSTM
KRA 3.0 Renowned Collections
# of artifacts reviewed under the Rationalization Project
Progress towards construction of a new collection storage facility
% of collection appropriately housed
KRA 4.0 Corporate Sustainability
Revenue generated from earned income
% of savings resulting from ”greening” efforts
KRA 5.0 Top Employer
Employee satisfaction
% of “critical” positions that have an approved succession plan
Succession Plans in place for all critical/at-risk positions
Other performance indicators
KRA 1 Share knowledge - Visitor satisfaction, # of website visits/no. of page views
# of online educational offerings downloaded
KRA 2 National Presence
# of researchers using the collection
# of media mentions/ # of locations by province
# of staff members holding elected positions in affiliate organizations
# of published works, # of presentations/# of locations by province and/or country
Identification of champions to support a new facility for the CSTM
KRA – 3 Renowned Collections
% of Historical Assessments completed
% of Collection Assessments completed
% of three-dimensional collection documented
% of artifacts with conservation reports
% of collection appropriately housed
KRA 4.0 Corporate Sustainability
Revenue generated from earned income
Revenue generated from contributed income
% of policies, directives, guidelines updated
% of savings resulting from ”greening” efforts
KRA 5.0 Top Employer
Employee satisfaction
Statistics on staff learning and development
# of employees with a learning and development plan
% of the learning and development activities carried out according to plans

18. Critical Steps Board review of Strategic Direction – Sept. 2010
Finalize Performance Measures – Oct. 2010
Board approval of draft Corporate Plan – Nov. 2010
Canadian Heritage and TBS – PAO input – Dec. 2010
Presentation to Minister – March
Distribution to Treasury Board
Implementation - Fiscal year
Operational Plans