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Corporate Plan Operating Budget Capital Budgets Summary of 2010–2011 to 2014–2015 Corporate Plan Summary of 2010–2011 Operating Budget Summary of 2010–2011 Capital Budgets Corporate Plan Summary and Operating and Capital Budgets 2010–2011 to 2014–2015 Contents Table of Contents ExECutivE Summary . 4 Part 1: COrPOratE PrOfilE . 8 1 .1 . Governing Legislation . 8 1 .2 . Mandate . 8 1 .3 . Vision, Mission and Value Propositions . 8 1 .4 . Corporate Governance . 9 1 .5 . Key Activities . 10 1 .6 . Human Resources . 13 1 .7 . Real Property . 13 1 .8 . Financial Resources . 14 Part 2: COrPOratE Planning 2010–2011 tO 2014–2015 . 15 2 .1 . Performance against Objectives . 15 2 .2 . Environmental Scan . 16 2 .2 .1 . Government Policy . 16 2 .2 .2 . Economic Trends . 17 2 .2 .3 . Cross-Canada Consultation Analysis . 18 2 .2 .4 . Visitor Trends . 19 2 .2 .5 . Workforce Trends . 21 2 .2 .6 . Capital Infrastructure . 21 2 .2 .7 . Financial Situation . 22 2 .3 . Key Results Areas and Strategic Objectives . 22 2 .4 . Performance Measures, Key Initiatives and Planned Activities . 23 2 .4 .1 . PROGRAM ACTIVITY 1: SHARING KNOWLEDGE . 23 2 .4 .2 . PROGRAM ACTIVITY 2: HERITAGE PRESERVATION . 33 2 .4 .3 . PROGRAM ACTIVITY 3: SUPPORT ACTIVITIES . 37 2 .4 .4 . PROGRAM ACTIVITY 4: ACCOMMODATIONS . 43 2 .5 . Financial Summary for 2010–2015 . 47 Part 3: aPPEnDiCES . 55 3 .1 . Appendix I: Historical Background of the Museums . 55 3 .2 . Appendix II: Achievement of Objectives 2009–2010 . 57 Canada Science and Technology Museum Corporation 3 Corporate Plan Summary and Operating and Capital Budgets 2010–2011 to 2014–2015 Executive Summary Executive Summary Canada has a long and proud history of excellence in the fields of science and technology, and the Canada Science and Technology Museum Corporation (CSTMC) provides a national showcase for many of these innovations . As Canada’s only national comprehensive collecting institution for scientific material, the Corporation and its three Museums—the Canada Agriculture Museum (CAgM), the Canada Aviation Museum (CAvM), and the Canada Science and Technology Museum (CSTM)—are entrusted with collecting and safeguarding this important aspect of Canada’s heritage . The Canada Science and Technology Museum Corporation (CSTMC) is a national institution within the Canadian Heritage Portfolio . It is responsible for preserving and protecting Canada’s scientific and technological heritage, and for promoting, celebrating and sharing knowledge about that heritage . Although a wide range of institutions within Canadian society foster scientific and technological literacy, the Corporation plays a unique role, given its responsibility to collect, record, preserve and interpret Canada’s scientific and technological heritage . The CSTMC’s programs promote Canada’s strengths in innovation, and foster a deeper understanding of the products and processes of science and technology . By showcasing the many exceptional treasures from their collections across the country, the Corporation’s three Museums increase scientific literacy, inspire national pride in Canada’s past and present achievements, and point to the limitless possibilities that lie ahead . They also stimulate interest in the sciences, particularly among Canada’s youth, inspiring them to pursue education in science and technology . The Museums’ programs reach hundreds of thousands of stu- dents each year, increasing their scientific literacy and encouraging creativity and innovation . In these ways, the CSTMC is uniquely positioned to support the federal government’s policy objectives for Canadian Heritage, as well as those underpinning its National Science and Technology Strategy . The Corporation is a unique and dynamic organization with approximately 250 employees . One of the key reasons for its uniqueness is the synergy between its three Museums and the complementary nature of their diverse offerings, which cater to a variety of audiences . The thread that binds the three together is the rep- resentative collection of scientific and technological artifacts that have played a significant role in Canada’s growth as a nation . The collection contains 39,000 artifacts (comprising 170,000 objects); 75,000 pieces of trade literature; more than 43,000 monographs; 165,000 engineering drawings; almost one million images; 1,100 metres of archival materials; 3,500 rare books; and 1,600 journals plus 279 rare serial titles, primar- ily in the categories of agriculture, aviation, communications, industrial technologies, natural resources, transportation and the physical sciences, including medicine . There is no other comparable science and technology collecting institution in Canada . The Museums reached over 7 .5 million Canadians last year . Locally, they provide rich experiences to ap- proximately 750,000 people annually at their facilities in Ottawa; each of the three Museums is housed in a different location outside the city’s downtown core . Beyond the National Capital Region, the Corporation informed over 3 .5 million virtual visitors on the scientific and technological evolution of Canada . In addi- tion, the Corporation partnered extensively with other museums, science centres, schools and government agencies, connecting with Canadians in their own communities through its expertise, artifacts on loan, travelling exhibitions and educational and outreach programming . As a national institution, the CSTMC is committed to expanding public access to its collection, and to its wealth of accumulated knowledge, throughout Canada, both virtually and physically . The Corporation is in the midst of an important capital infrastructure renewal, thanks to two significant injections of funding in 2006 and 2008 . All three Museum accommodations will benefit from necessary repairs, improved visitor amenities, and enhanced revenue-generating capacity . Base capital for the 4 Canada Science and Technology Museum Corporation Corporate Plan Summary and Operating and Capital Budgets 2010–2011 to 2014–2015 Executive Summary Corporation will return to an average of $1 million at the end of these projects . A concerted effort is also underway to resolve the collection storage issues identified in the Auditor General’s report, by consolidat- ing all collection holdings using a P3 model . The long-term benefit would be lower operating costs in a purpose-built collection holding, ensuring long-term protection of the national collection . A change in land use will be required to achieve this, as some of the Crown land on which the Museums stand would need to be used for commercial purposes in a P3 plan . With the Corporation’s Strategic Framework—developed in 2005, and now in its fifth and final year—and with the appointment of a new President and CEO in January 2009, the Corporation has taken the oppor- tunity to re-examine its strategic direction and establish priorities for the next five years within the context of the environment in which it expects to be operating . Key environmental factors taken into consideration were: federal government policy; economic and workforce trends; visitor trends onsite, offsite and online; the Corporation’s financial situation and the condition of its capital infrastructure; and performance against the objectives established in the last Corporate Plan . As a result of the environmental scan, the following strategic risks emerged, as well as potential opportuni- ties to address them: A . Insufficient presence and relevance across the country • Increase strategic partnerships with industry, organizations, VALUE PrOPOSitiOnS: government and other science museums and educational centres . WHAT maKES uS uniQuE • Become a hub to showcase federal government, private-sector and academic innovations . Stewardship • Develop distance-learning programming . Catalysts B . Inability to preserve and display a large proportion of the collection inspiration • Solicit a commercial partner to allow for the construction of Engagement an appropriate storage facility . national • Design a facility providing opportunities for students and the general public to access large parts of the collection not Connections on display . Exploration C .Loss of corporate memory and the risk of not being able to Showcase continue to attract and/or retain a highly-skilled workforce • Build upon the foundation established over the past year to strengthen the human resources strategic plan . • Put in place the tools and support necessary for a stimulating, collaborative and sustainable work environment . D .Ongoing erosion of the CSTMC’s ability to deliver its mandate as a result of financial pressures • Market new educational and public programming, and create new opportunities for revenue generation . • Exploit economies of scale by leveraging synergies across the three Museums . • Attract financial partners and support . In response, CSTMC Management has worked with the Board of Trustees to articulate a renewed vision, mission and value proposition, which expresses the Corporation’s unique role and its aspirations for the Canada Science and Technology Museum Corporation 5 Corporate Plan Summary and Operating and Capital Budgets 2010–2011 to 2014–2015 Executive Summary future . To ensure that the Corporation’s resources are focused strategically on the areas of greatest risk, a set of Key Result Areas (KRAs) was also established to guide the planning exercise . Management was also guided in the development and articulation of its Corporate Plan by the results of cross-Canada consulta- tions undertaken in the Fall of 2009 . For each KRA,
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