HURONIA MUSEUM STRATEGIC PLAN

HURONIA MUSEUM STRATEGIC PLAN

The Huronia Museum is undertaking a Strategic Planning Exercise that will identify strategic directions and actions to be taken over the next several years. 

Strategic Planning is a dynamic process especially helpful in assisting an organization to take the steps needed to adapt and become more responsive to a changing environment. It involves identifying current circumstances, issues and opportunities both internal and external, developing a description of the desired future or Vision for the organization, and then determining key, strategic actions that will assist the organization to ultimately achieve its Vision.   As part of the process, the organization’s Mission (or stated purpose) and Goals are also reviewed to ensure that they are consistent with the Vision as well as current and effective in directing year to year planning.

Most simply, a number of questions are considered:  Where are we now?  Where do we want to be in the Future?  Are we doing the right things?   How will we get there?  

This questionnaire will be utilized as a first step in gathering input from a sampling of respondents that are internal (e.g. board, staff, members, volunteers) as well as external stakeholders (relevant organizations, partners, municipality, Museum users, the community in general); who have a vested interest and/or are intended to benefit from the Museum’s services, activities and programs.

Your insight and thoughts are very important and much appreciated.   The information provided will have a critical role in developing a Strategic Plan intended to support the Huronia Museum in planning for its future and continued success.

PART A:   HURONIA MUSEUM  MISSION

What is your relationship or experience with the Huronia Museum?

(i.e. board member, volunteer, community organization, staff, frequent visitor etc.)

What is your understanding of the overall purpose or Mission of the Museum?

To your knowledge, what programs, activities or services does it provide?

Who in your opinion benefits from the above?

PART B:   ENVIRONMENTAL SCAN

INTERNAL ENVIRONMENT

(internal items, or primarily within the control of the Museum)

What in your knowledge or opinion are the STRENGTHS of the Huronia Museum?

(e.g. what is it doing well, membership base, skills, commitment, human resources, what attributes or assets does it have, how utilized, valued by the public etc.)

What in your view could be IMPROVED?

(any weak areas, what it could be doing better,  better fulfill its mandate, internal relationships and responsibilities, problems that need to be solved, how can it better serve the community, are there gaps that are not being met etc.)

EXTERNAL ENVIRONMENT

Factors or trends within the broader environment that impact or could impact upon the Museum, usually beyond the control of the Museum

(e.g. demographics, economic trends, political, changing community/population, community needs, collaborators, funding, competitors, laws/ regulations, technology etc.)

What in your view could be considered threats or issues impacting upon the delivery of the Museum’s Mission?  Are there any threats that could also be considered opportunities?

What advantages or positive circumstances exist or could present themselves as opportunities for the Museum in delivering its Mission.

PART C:   VISION FOR THE FUTURE

(i.e. desired picture of the future)

What would your preferred Vision be for the Huronia Museum in next five years?

PART D:   SUCCESS IN THE FUTURE

Considering your previous comments, and given current circumstances, what in your view are the most critical factors for achieving success as well as the most significant issues or barriers to be addressed?

Please submit your responses (electronically if at all possible or if not by fax or mail) to:

Judy Adams

Strategic Planning Facilitator

Email:  Judy.Adams@ontario.ca

Fax: 705-739-6697

By    Friday, September 13, 2013                          THANK YOU!