Strategic Plan - Greater Sudbury...SWOT Analysis Strategic planning employs various methods of...

Strategic Plan2011-2015

Greater Sudbury Archives

The Corporation of the City of Greater Sudbury

Greater Sudbury Archives Strategic Plan

City of Greater Sudbury 1

Table of ContentsExecutive Summary . . . . . . . . . . . . . . . . . . . . . . . . .2

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Community Development Department . . . . . .4

Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Archives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Archival Services, Mandate, Values, Vision . . . .6

Archives Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Strategic Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Environmental Scan . . . . . . . . . . . . . . . . . . . . . . . . .9

SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

PEST Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Strategic Positioning . . . . . . . . . . . . . . . . . . . . . . . 12

Goal 1: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Goal 2: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Goal 3: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Goal 4: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

City of Greater Sudbury

2 Greater Sudbury Archives Strategic Plan

Executive SummaryThe strategic plan 2011 – 2015 provides vision and direction for the future development of archival services in the City of Greater Sudbury. As a new service to the community, the City of Greater Sudbury Archives will advance its mandate to aquire, preserve and provide access to records of enduring value that represent the documentary memory of the people of Greater Sudbury.

The City of Greater Sudbury Archives serves as the heart of the municipality’s records management program . According to the United Nations, archives are the “authoritative sources of information underpinning accountable and transparent administrative actions . They play an essential role in the development of societies by safeguarding and contributing to individual and community memory . Open access to archives enriches our knowledge of human society, promotes democracy, protects citizens’ rights and enhances the quality of life .” Through the City of Greater Sudbury Archives, our municipality promotes open government with public accountability while at the same time preserving and providing citizen’s access to our unique and culturally diverse past .

The City of Greater Sudbury Archives is intended to be more than a repository of records . Its purpose is to celebrate the activities of individuals and families, local businesses, community groups, organizations and government, all of whom have contributed to the development of our city . In its efforts, the Archives will provide those who use its services a deeper understanding of the people of Greater Sudbury, and in sharing this knowledge and understanding help decision makers chart the future development of this city .

The direction over the next four years is to create an archives which will promote an open government and aid with proper records management practices while at the same time, preserve our city’s history for future generations .

Goals:

• Make the necessary modifications to the archives building to operate as a fully functional archives facility .

• Provide archival services to the people of Greater Sudbury and other interested individuals .

• Engage the community to raise awareness and involvement in the archives .

• Develop an identity for the archives to deepen understanding of the value of the service in the community .



IntroductionThe Community Development Department has engaged stakeholders in a planning process to generate strategic plans for the next four years (2011-2015) . Each strategic plan is presented to City Council for consideration . The documents will serve as planning tools for decision-making and allocating resources .

Creating a strategic plan is a multi-step process that involves discussion, analysis and decision . There are several components that have been incorporated into this document to facilitate an understanding of the internal and external environmental factors that influence services .

The following strategic planning process was used:

• Create Vision and Mission statements;

• Review Divisional Revenue and Expenditures;

• Identify Strategic Assets: Key Stakeholders, Past Successes, Key Success Factors;

• Analyze Strengths, Weaknesses, Opportunities and Threats (SWOT);

• Analyze Political, Economic, Social and Technological (PEST) factors;

• Create a Strategic Position and Action Evaluation (SPACE) Matrix;

• Survey Stakeholders and Service Users; and

• Develop Goals and Performance Measures .

The City of Greater Sudbury Archives’ strategic plan is a guide to creating synergies between the organization and its citizens . It is a document to guide staff in a common purpose and direction toward the development of museum services in the community .

The plan has been developed with clear goals in mind . It ensures that the community, Council and the archives have a clear understanding of its purpose as well as what it is trying to achieve . The plan will form the direction for work plans that are responsive to community need and interest and affirms to Council that funds are being spent in a deliberate and responsible manner .



Community Development DepartmentThe City of Greater Sudbury organizational structure was designed to create a corporate environment that is aligned with its vision for the community . The Community Development Department delivers programs and services to the residents of Greater Sudbury through six operational divisions: Citizen Services, Leisure Services, Social Services, Seniors Services, Housing Services and the North East Specialized Geriatric Services . Together, these Divisions account for over 1500 employees and an annual budget of more than $170 million .

Vision“Creating a Healthy Community Together”

MissionWorking with the community to achieve service delivery excellence that consistently exceeds citizen expectations and enhances our Northern lifestyle .

Values• services that enhance the capacity of our community to meet its

health, social and leisure needs;

• strong, collaborative relationships with community partners; and

• volunteerism and community .



ArchivesIn 2005, the City’s Healthy Community Strategy was created as a roadmap for the implementation of the Healthy Community Initiative to make Greater Sudbury a truly healthy community . The key elements of the strategy is defined by four pillars that form its foundation including, human health and well-being, environmental sustainability, social capital and economic vitality .

As a service with the Community Development Department, the Archives embodies the principles of Greater Sudbury’s Healthy Community Strategy by creating a sense of community pride and belonging and acting as resource for economic growth .

GovernanceThe City of Greater Sudbury Archives recognize the need for good governance and the demonstration of public accountability in the operation of the archives . As such, the City of Greater Sudbury Archives operates under the guidance of a Council constituted advisory panel to assist with the promotion and development of the Archives .

In its capacity, the City of Greater Sudbury Archives Advisory Panel represents the interests of the City’s archives and its activities, contributes to the formulation of the archives statement of purpose and provides valuable advice on policy development and program development .

“A Healthy Community model embraces a broad vision of health, one that recognizes balanced economic, environmental and

social development that enhances human health.” (Greater Sudbury Healthy Community Strategy)

as Part of a Healthy Community



Archival Services The City of Greater Sudbury Archives building is a repository containing one-of-a-kind unpublished materials of enduring value that represent the documentary memory of the City of Greater Sudbury . The Archives contains municipal, public and private records that give evidence of social, political and economic life of the City . These records provide first- hand accounts of the origins of local organizations, industries, businesses and government and tell of their influence on the people in the community . From a sociological perspective, these records enable us to gain a deeper understanding of the area, its people, as well as its roots and traditions .

MandateThe City of Greater Sudbury Archives serves the entire population of the City of Greater Sudbury and its institutions by acquiring, preserving and providing access to records of enduring value which show evidence of the activities of the City of Greater Sudbury and its predecessors . These records include both municipal government records and private records of organizations, businesses or individuals that make or have made a significant contribution to an understanding of the development of the city .

VisionCarpe preteritus – Seize the past

Values• Appraises, selects, acquires, preserves, and

makes available for use archival records, ensuring their intellectual integrity and promoting responsible physical custodianship of these records, for the benefit of present users and future generations .

• Performs these activities without discrimination on the basis of race, national or ethnic origin, colour, religion, sex, sexual orientation, age, mental or physical disability .

• Encourages and promotes the greatest possible use of the records in our care, giving due attention to personal privacy and confidentiality, and the preservation of records .

• Carries out its duties according to accepted archival principles and practices, to the best of our ability, making every effort to promote and maintain the highest possible standards of conduct .

• Contributes to the advancement of archival studies by developing specialized knowledge and skills, and by sharing our information and experience with members of archival and related professions .

• Uses specialized knowledge and experience for the benefit of society as a whole .



Archives Revenue

Municipal Levy 88%

Federal Grants 3% Provincial Grants

9%



Strategic Assets:Key Stakeholders:• Municipal government

• Citizens

• Individuals and groups

• Educational community

• Genealogists, researchers, historians

• Businesses and industry

• Cultural and ethnic groups

• Media

• Sudbury District Archives Interest Group (SDIAG)

Past Successes• Hiring a professional archivist

• Building acquisition

• Relationship with Xstrata Nickel

• Relationship with Sudbury District Archives Interest Group

• Funding

• Donations – collections

• Strong ties to various organizations in the community

Key Success Factors• Unique service to the community

• Continued support of Council

• Funding

• Staffing

• Need for information

• Public awareness and education

• Strong community relationships

• Strong physical presence

Key Stakeholders and Key Success Factors



Environmental ScanSince its creation in 2007, the City of Greater Sudbury Archives has made slow but steady progress toward opening to the public . The first priority was to make repairs to the Edison Building donated to the City by Xstrata Nickel for the purpose of an archives . A year later, a professional archivist was hired to oversee the development of the service . Since 2008 over 50 fonds have been donated to the Archives by private citizens, local organizations and businesses and the City of Greater Sudbury . Over the past three years, grants totaling $80,000 have been received to hire youth to digitize records and create the foundation for a virtual presence on the web . Modifications to the building have been significant and will continue to be a priority in the years to come . The Archives will open to the public by appointment in early 2012 .



SWOT Analysis Strategic planning employs various methods of analysis in order to determine the current situa-tion and future outlook of the Section . The purpose of this exercise is to reflect on internal and external environmental factors that influence the development of goals and objectives .

Strengths (internal)• Highly educated/knowledgeable staff

• 38,000 sq . ft . building

• Invaluable records

• Council support

• Dedicated group of volunteers

• Uniqueness of service

• Staff support for archival services

• Relationships with key stakeholders

Weaknesses (internal)• Accessing/consolidating municipal records

• Insufficient staff to meet need

• Extensive building renovations required

• Deterioration of records due to lack of proper storage

• Corporate document management system is needed

• Lack of public understanding and community focus

• Building location

• Impact of technology on record creation and handling

Opportunities (external)• Availability of manpower (trained and

educated in the field)

• Community willingness to donate records

• Strong ties with Laurentian University, genealogists, researchers and historians

• Become of centre of expertise in Northern Ontario

• Relationships with organizations,

business and industry

• Accessibility

• Data storage opportunities for cultural groups, business and industry

• Community awareness

• Public programming and education

• Web presence

• Funding

Threats (external)• Lack of community awareness and

understanding

• Volume of work

• Public expectation to deliver services

• Special environmental considerations

• Legislation affecting access to records

Strengths, Weaknesses, Opportunities and Threats



PEST Analysis This environmental scan provides the framework necessary for strategic planning . Factors developed through this specific process identify context and provide an understanding of the Division before goals are established .

Political• Changes in political priorities

and interests• Pressures from advisory groups

and committees

Economic• Continued financial support

from Council • Impact of foreign ownership of industry

on local community

• GSDC – focus on learning city

Social• Demographics

Technological• Management of digital records

• Data storage

• Keeping current with new processes

• Virtual presence needed

Political, Economic, Social, Technological



Strategic PositioningStrategic positioning assists organizations to identify strategies that will be effective at improving organizational performance based on internal and external dimensions .

Archives should pursue a competitive strategy; they have a competitive advantage . Archives has a high end unique product, potential for strong loyalty and tax payer support .

Environmental Stability

Industry Strength

CompetitiveGoals



Goal 1:

Planned Action• Develop a phased-in master architectural/

engineering plan to meet archival facility requirements

• Develop a financial plan to support the needed building modifications

• Establish a research area for the public

• Install HVAC systems to provide a climate controlled environment for storage areas

• Install fire suppression system to protect assets

• Install a security system to protect the building and its holdings

• Install moveable shelving systems to maximize storage areas

Performance Indicators• Architectural/engineering plan complete

• Financial plan developed

• Reference area renovated and furnished

• Climate controlled environment in storage areas

• Fire suppression system installed

• Security system operational

• Moveable shelving system in place

Make the necessary modifications to the archives building to operate as a fully functional archives facility



Goal 2:

Planned Action• Open to the public by appointment only

in winter 2012

• Hire another professional archivist to support the service in winter 2012

• Develop and implement priorities on handling and processing records

• Acquire municipal, public and private records

• Provide research and reference services to the public by appointment

Performance Indicators• Reference room renovations complete

• Serving clients

• New acquisitions

• Priorities established for handling records

• Processed fonds

Provide archival services to the people of Greater Sudbury and other interested individuals



Goal 3:

Planned Action• Establish varied role for volunteers

• Expand relationships with educational community, researchers, historians and genealogists

• Develop further relationships with cultural organizations, local industry and the business sector

Performance Indicators• Increased volunteer support

• Increased usage of the archives by the research community

• Record donations from cultural organizations, local industry and the business sector

• Interest from the general public on record donation and access to records

Engage the community to raise awareness and involvement in the archives



Goal 4:

Planned Action• Create an identity for the archives

• Establish a virtual presence on the web which includes access to records

• Celebrate Greater Sudbury’s rich history through the use of displays in the facility and out in the community

• Create a media presence to raise awareness of archival services

• Offer educational programs to the public

Performance Indicators• Identity developed and implemented

• Archives website available to the public

• Display program in place

• Public programs offered

• Increased interest in use of the facility and in record donation

Develop an identity for the archives to deepen understanding of the value of the service in the community

City of Greater Sudbury P.O. Box 5000 Stn ‘A’ 200 Brady Street 3-1-1 | 705-674-4455 www.greatersudbury.ca

Greater Sudbury Archives Strategic Plan 2011-2015

Strategic Plan - Greater Sudbury...SWOT Analysis Strategic planning employs various methods of...

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