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Canadian Royal Heritage Trust:
MOVING BOLDLY AND PURPOSEFULLY INTO CANADA'S MONARCHIAL FUTURE
Strategic Planning 2008-2018
Toronto, 2007
Executive Summary
The Canadian Royal Heritage Trust (CHRT) embarked on a multi-year strategic planning process in order to determine and prioritize its objectives to meet the many challenges of the next decade. In the winter of 2006 the Strategic Committee, comprised of the Executive Committee, Executive Director and Trustees began discussions regarding CHRT priorities for 2008-2018. All input will be compiled and analyzed. Then an internal, external and competitive environmental analysis will be conducted to provide further data to consider for the final determination of priorities and objectives. Next the data will be organized into priority themes with related objectives. Sample initiatives and objectives to achieve these goals will also be identified. To conclude the communication of the CRHT strategic plan with its priorities, and objectives, will be shared with the various stakeholders throughout Canada, posted on the CRHT website and presented at a Town Hall meeting held for interested members and the Canadian community for feedback and final thoughts. In the final step of the process the Board of Trustees will finalize the strategic plan for acceptance. It should be noted that throughout the decade (2008-2018) the strategic plan will be reviewed annually and goals, objectives and initiatives will be completed, revised, expanded and/or added to in response to the Trust's purpose and goals over the future and extensive time period for which it covers.
Mission
The CRHT was established to make Canadians aware of their rich democratic monarchial heritage and informed of the value of this institution in Canada's future.
Vision
(Statements are needed expressing where the CRHT hopes to be/accomplish/the VISION by 2013 and 2018?)
Divisions
1 King George III CRH Library's - 3 branches
2 King Louis XIV CRH Archive
3 CRH Museum and Galleries and Traveling Exhibits
4 CRHT Education programs - PR, Newsletter, Presentations, Website & 1, 2, 3,7
5 Histories
6 Branches -5
7 Awards
8 Fund raising
9 Friends of the Trust
Environmental Analysis
Internal Scan +s
- The popularity of the Royal Family: Elizabeth, Charles, William
- National organization
- Registered charity
- Enthusiasm and fidelity of members
- Talented and enthusiastic board
- Experts in the democratic monarchal field
- Successes towards our goals: ie
o the Cdn Royal Heritage Museum,
o the Queen's 80th birthday concert,
o the King George III Library & branches,
o the Louis XIV Archive
o the traveling exhibit,
o the Awards banquets
o the May 24th teas and participation in parades
o the physical collection
o See the divisions
o Booth at the British show
- Numerous resources from displays to library holdings
- Keen and helpful volunteers to work the museum and assist with the branches, libraries and archives as well as the other divisions - Beginnings of an internal and external volunteer network
Internal Scan -s
- National organization that stretches resources yet concentration in Ont.
- Geography mitigates
- No Director insurance
- Lack of proper funding
- No show Board members
- Traveling expenses
- Limited display, shelving and storage space
- Expansion and modernization upgrades needed for the Museum, Libraries and Archives
- Don't own the Diefenbaker or other meaningful heritage building for our goals and purposes
- "Our face to the world is not worthy of the monarchy."
External Scan +s
- Canada is a 'democratic monarchy' state
- Supporters in the government, civil service and media
- Supporters throughout Canada
- There is always interest of people take in the Royal Family
- Support of the village of Neustadt for our goals at the museum
- Museum out there visibly
- Developing a positive attitude towards are objectives
- Developing positive relations with like-minded organizations and heritage
groups
- Development/journey to become a distinct and independent organization
- Beginnings of an external and internal volunteer network
External Scan -s
• Lack of knowledge by Canadians of their history
- Hostility in the government, civil service and media
- Unable to lobby
- Relationship with some like-minded organizations
Competitive Analysis
Who are our competitors? What do they do best? What do we do best?
CRHT Priorities
- To implement CRHT's vision of making Canadians aware of their democratic monarchial heritage;
- To develop and maintain quality relations with key stakeholders, related heritage groups and the Canadian community;
- To increase revenues and donations (as done presently) and establish and raise a ten million dollar endowment operational and building fund;
- To obtain, modernize, and apply technologies to maximize priorities; enhance and develop communications (i.e. newsletter/website etc.); and improve office, business and membership processes;
- To maintain and grow membership numbers and services: AND
- To review and revitalize CRHT Board strategic plan, policy and procedures, as well as management, office policies, staff and volunteers, on a regular basis.
Priority 1 To implement CRHT's vision of making Canadians aware of their democratic monarchial heritage.
Objective
A Maintain and develop ascetically the Diefenbaker Museum in Neustadt as a museum to display the story of Canada's monarchy and to remember the contributions of our 10th PM.
B Consider and work towards the purchase and further development of the Diefenbaker Homestead as a permanent historical display of the Monarchy in Canada.
Initiative
A Plan and develop ascetically pleasing display rooms after seeking museum expert advice.
B Advertise and encourage donations of memorabilia, personal audio/video stories (of the Diefenbaker family and the Monarchy, especially of the latter's contribution and relationship with Canada) and funds for the museum.
Priority 2 To develop and maintain quality relations with key stakeholders, related heritage groups and the Canadian community.
Objective
Initiative
Priority 3 To increase revenues and donations (as done presently) and establish and raise a ten million dollar endowment operational and building fund.
Objective
A Maintain, grow and review present revenue generating projects
B Seek out new revenue generating programs
C Continue the annual operating donations program (spring)
D Create a $50,000.00 - $250,000.00 emergency fund
E Investigate the parameters, establish and raise funds for the Endowment Fund (fall)
F Investigate and apply for appropriate grants
G Educate the membership for the purpose of obtaining grants
Initiative
Priority 4 To obtain, modernize, and apply technologies to maximize priorities; enhance and develop communications (i.e. newsletter/website etc.); and improve office, business, membership, and volunteer processes.
Objective
Initiative
Priority 5 To maintain and grow membership numbers and services.
Objective
Initiative
Priority 6 To review and revitalize CRHT Board strategic plan, policy and procedures, as well as management, office policies, staff and volunteers, on a regular basis.
Objective
Initiative
The CRHT strategic plan was approved by the Board of Trustees
on.....................................................................
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