Canadian Council Of Motor Transport Administrators

Canadian Council Of Motor Transport Administrators
Strategic Planning Process

The Canadian Council of Motor Transport Administrators (CCMTA) has initiated a strategic planning project to review its priorities and establish future goals for the organization. The new strategic plan is being developed with extensive stakeholder involvement. This discussion paper has been prepared to inform you about the project and solicit your responses to the emerging strategic directions for CCMTA.

On December 6 and 7, 2004, members of the CCMTA Board of Directors participated in a two-day strategic planning session. The group conducted an environmental scan, reviewed the CCMTA mission and vision and drafted some possible future goals for the organization. Their work is documented in this paper.

The next step of the consultation process begins with this discussion paper, which reflects the thinking of the participants in the planning process so far. This is "work in progress" that will evolve as we hear more from our various stakeholders. Please read it carefully and consider the questions posed.

Individuals, groups or organizations are invited to provide their comments directly to the planning consultant by completing the questionnaire below. Focus questions have been provided to guide discussion and feedback. Responses must be received by Friday, February 28, 2005.

The plan will then be revised based on feedback received, reviewed and approved by the Board of Directors, and used to shape the annual CCMTA business plan.

THE ENVIRONMENTAL CONTEXT

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for CCMTA was developed at the planning session:

Strengths:	Human resource base/expertise in the Secretariat and jurisdictions Dedicated and committed membership Good forum to bring parties together to resolve issues and pursue improvements Regional representation that speaks to national diversity Jurisdictional involvement at the senior level Ability to network and create partnerships with industry Reputation for excellence Ability of industry to address needs Interprovincial Record Exchange (IRE) services Low turnover of Secretariat staff - retention of corporate knowledge
Weaknesses:	Jurisdictional human and financial resources are limited Jurisdictions' implementation of agreed-upon programs Connection to political leadership needs to be strengthened Imbalances between jurisdictions re: resources/infrastructure Turnover of jurisdictional representatives leads to lack of continuity Diversity of jurisdictional organizational models Jurisdictions/CCMTA over tasked with too many priorities and not enough resources Ottawa-focus limits opportunities to expose junior staff to CCMTA Aging systems and the need for IT investment
Opportunities:	Partnerships with similar organizations such as CVSA, AAMVA Greater opportunities for revenue generation More joint jurisdictional initiatives Refocusing on high-risk drivers New technologies to enhance road safety Greater involvement of stakeholders including direct effort and resources Increased federal funding leading to more consistent program implementation Asserting CCMTA as a leader in road safety
Threats:	Severe fiscal constraints in many jurisdictions Dependence on unpredictable IRE revenue Turnover of employees and loss of skills Going too far in involving lobby in shaping of public policy Lack of political buy-in and the ability to implement initiatives U.S. based decisions that affect Canada Volunteer overload and competing priorities Political instability in various jurisdictions Unknown and unplanned events such as 911
Any strategic initiatives undertaken by CCMTA should build on these strengths, rectify weaknesses, capitalize on opportunities and address threats.

Focus Question:

Should any other strengths, weaknesses, opportunities or threats be considered?

Strengths:
Weaknesses:
Opportunities:
Threats:

MISSION

A mission statement should be a clear description of the purpose, mandate and "business" of an organization. CCMTA's current mission statement appears below:

To provide a forum that supports the development and administration of measures that contribute to safe and efficient road transportation.

Focus Question:

Have any important elements of the CCMTA mission been overlooked in this statement?

Feel free to suggest revisions to the mission statement.

VISION

A vision statement describes the "preferred future state" of an organization and its stakeholders. The current CCMTA vision statement appears below:

CCMTA's vision is to be an effective, cooperative and proactive national entity directed towards achieving the safest roads in the world.

Participants at the December planning session engaged in several discussions and visioning exercises and agreed that the present vision statement does not capture the full scope of CCMTA's aspirations. They identified a number of key elements that could comprise a new vision statement for the CCMTA:

Achievement of road safety excellence
Leadership in licensing, registration and motor carrier administration
The seamless movement of people and goods
In the forefront of ID authenticity
Recognized expertise

Focus Questions:

Have any vision elements been overlooked?

Feel free to offer wording suggestions for a new CCMTA vision statement.

VALUES

Organizational values are formal statements of beliefs that guide an organization in its relationships with its stakeholders as it discharges its mission in pursuit of its vision.

CCMTA adheres to the following values as guiding principles for its daily business conduct and activities:

Work in a collaborative and participatory manner with all stakeholders and customers, promoting and supporting a team environment.
Conduct activities in the best interest of the public.
Provide responsive, quality and value-added services.
Communicate openly and honestly.
Respect all those involved and value their contributions.

Focus Question:

Have any important values been missed?

Feel free to suggest revisions to the values.

EMERGING GOALS

The following high-level draft goals were developed at the planning retreat. The goals pertain to enhancing programming, expanding outreach, developing the CCMTA organization and growing the resource base.

Enhance Programming by...

1.1  Adopting a broad view of problems and issues that cut across all sectors.
1.2  Expanding research integrating industry practice and expertise.
1.3  Ensuring effective priority setting and improving measures for prevention and
       detection of problems.
1.4  Enhancing the use of performance measures to evaluate program effectiveness.

Implementation of these goals would lead to more effective and comprehensive solutions to issues and problems, more accurate and current knowledge, improved resource utilization and more timely completion of projects.

Expand Outreach by...

2.1  Raising the public profile of Vision 2010.
2.2  Improving communication and linkages with police and law enforcement agencies.
2.3  Pursuing harmonization with the U.S., Mexico and Europe.
2.4  Implementing strategies to enhance stakeholder participation.
2.5  Pursuing advocacy positions and strategies.

Adopting these goals would result in increased buy-in and improved enforcement of regulations, transportation simplification and efficiencies, improved partnerships, and increased public understanding and support of CCMTA programs.

Develop the CCMTA Organization by...

3.1  Developing the staff and volunteer skill base.
3.2  Strengthening the TAC/CCMTA/Council of Deputy Ministers relationship.
3.3  Evaluating the Standing Committee structure to achieve CCMTA's goals.
3.4  Ensuring consistency between roles and responsibilities of Directors and the
       forthcoming not-for-profit organizational regulations.

These goals would lead to increased motivation and productivity, greater integration of efforts, better alignment of resources and enhanced governance effectiveness.

Grow and Improve the Resource Base by...

4.1  Increasing opportunities for revenue generation through IRE and other sources.
4.2  Utilizing best practices and priority setting to respect limited volunteer and
       staff resources.
4.3  Exchanging program knowledge, experience and resources with other member jurisdictions
4.4  Increasing the direct involvement of partners in CCMTA programs and activities.
4.5  Leveraging the use of technology.

Implementation of these goals would result in an enhanced capability to achieve the CCMTA mandate and a greater ability to deal with key priorities.

Focus Questions:

Are there any suggested revisions to the draft strategic goals?

Enhance Programming:
Expand Outreach:
Develop the CCMTA Organization:
Grow and Improve the Resource Base:
Have any important goals been missed?
What do you feel should be the most important priority of CCMTA in the next year?

	Name:
	Organization:

Your input and support of this important process is greatly appreciated.