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TRANSIT

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TRAVEL INFORMATION

SAFETY

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ITS CANADA MOBILITY HUB

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OPERATIONS

TRAFFIC MGMT

SUSTAINABILITY

STRATEGIC PLAN 2020-2025

AUTOMATION


STRATEGIC PLAN 2020-2025

FROM OUR CHAIRMAN & CEO On behalf of ITS Canada, I am very proud to introduce our new Strategic Plan 2020-2025. This Plan builds on the years of hard work by my predecessors, our Board, and our members. Development of the Plan started in the fall of 2019, when the world was a different place and COVID-19 wasn’t part of our daily discourse. We have carried forward the innovative ideas and actions developed through interactive workshops in 2019 and refined them in the Spring of 2020, in consideration of the new transportation reality that has rapidly emerged. The Plan focuses on moving the organization forward through the next 5 years, strengthening interactions with our members and the transportation community as a whole to connect challenges with solutions, fostering learning and knowledge transfer, and increasing the value we provide to our members. The new Vision and Mission reflect ITS Canada’s position at the forefront of transportation technology and mobility solutions in Canada, and our commitment to continually improving and evolving to maintain ITS Canada as an engaging and sustainable organization. We look forward to working with everyone over the coming years as we implement the Plan. Warm regards,

Ian Steele P.Eng. Chairman and CEO, ITS Canada Board of Directors

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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STRATEGIC PLAN 2020-2025

TABLE OF CONTENTS

1

THE CONTEXT

4

2

THE CHALLENGE

5

3 4 5 6

OUR VISION 7 OUR MISSION

8

THE ROADMAP

9

THE TEAM 11 APPENDIX A

12

APPENDIX B

13

Our Goals

Activity Descriptions

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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1 | THE CONTEXT As a new decade begins it brings with it an ever-evolving landscape in the transportation industry, and like others is now intrinsically tied to a technology sector which is constantly striving for innovation. The ripple effects of these changes will be long lasting and far reaching, forever changing the way that transportation services are provided.

ITS CANADA MOBILITY HUB standards, and business processes to both enable and manage the change ahead.

DETECTION

Add to this the recent COVID-19 global pandemic, which precipitated abrupt change to transportation demand OPERATIONS

and operational processes. Nearly overnight, a new set of requirements and potential solutions emerged. Working together, academic, private, and public sectors can oversee the sound application of what will become a

User demand for travel options and growing recognition for sustainability and climate change impacts has also placed added pressure on the need for comprehensive management of the transportation system. The line in transportation systems where a human’s role ends and a machine’s role begins will blur as technologies

new reality for the use of technology and help each other understand the implications of these advancements on the transportation system at the local, provincial, and national levels. The need for collaboration has never been greater and the outcomes never more closely tied with the effort we put forward together.

such as autonomous vehicles and artificial intelligence are adopted by industry and governments. Artificial Intelligence (AI) will approach human intelligence and is expected to approximate it in 10 years and exceed it in 25 2045. Significant institutional and operational changes will be stimulated through rapid, data driven decision making capabilities out of test beds and laboratories to improve efficiency. Society’s demand for and use of data is shifting the current paradigm while standards on privacy, data ownership and protection are racing to catch up.

…The plan focuses on strengthening relationships between our members and our organization.

This is both an exciting time and, for many, a confusing

It is with this in mind that ITS Canada undertakes a

time. Disruptive technologies and emerging issues

new direction for the 2020-2025 Strategic Plan. The

such as Connected and Autonomous Vehicles (CAV),

plan focuses on strengthening relationships between

Internet of Things (IoT), Big Data, and Cybersecurity are

our members and our organization. Through thoughtful

pushing the limits of engineers, policy makers, and end

reflection over the past successes and failures we are

users alike. These disruptions are difficult to contain to

learning from our lessons and we are evolving as an

any single sector, challenging the depth and breadth

organization. We will demonstrate this change through

of knowledge available to manage the risk. Businesses

several improvement initiatives aimed on what matters

and governments are feeling pressure to keep up with

to our members. We know and have always believed that

the pace of change, aligning legislation, policies, design

our members are the key to achieving our Vision.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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2 | THE CHALLENGE

ITS CANADA MOBILITY HUB

DETECTION

OPERATIONS

ITS have a significant role to play in the next generation of the transport sector: Emerging innovations provide opportunities for the expansion and diversification of ITS, while ITS can provide new functionalities for nascent technologies. The challenge for ITS Canada centers on how we clearly communicate this story and ensure our members can evolve alongside emerging technologies. Targeting and delivering what matters most to our members is a key priority including engagement with the broader community of potential members. For example, we acknowledge retaining and attracting the academic community, as well as smaller cities and municipalities into our membership as an area of growth. This strategy seeks to align member expectations with the goals and objectives for the 2020-2025 period. In doing so we ensure that the time, effort, and resources are aligned with our member’s needs. This strategy is particularly important since ITS Canada is largely a volunteer organization.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

ITS Canada’s Board of Directors (the Board) will be taking a leadership role in balancing improvements to events such as the annual conference, and services such as the technical committees, with the availability of volunteers. We will distinguish ourselves as Canada’s organization for ITS-focused knowledge and access to expertise. In the assessment of needs versus wants and resourcing, there will be consideration for outside assistance (e.g. marketing experts) to bolster our volunteer base. Our members will be encouraged to share ideas and provide more input on important and emerging technological changes within Canada’s transportation network.

As we seek to improve and grow our membership base, ITS Canada will continue to carefully manage our financial resources to maintain long-term sustainability.

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ITS CANADA MOBILITY HUB

DETECTION

What is the Vision we want to own? How is our organization going to grow? What should we do more of?

To prepare for our Strategic Plan development we reached out to members and received feedback through online surveys in the fall of OPERATIONS 2019. These results, along with an evaluation of organizational Strength, Weaknesses, Opportunities, and Threats (SWOT); Board Member survey results; and other insights from historic data were summarized in a workshop primer in preparation for developing a new Vision and Mission at the TAC-ITS Canada Joint Conference in Halifax in September 2019.

What should we stop doing? What are the biggest roadblocks that ITS Canada faces? How are our members changing and what do they need from us in the future?

Respecting the groundwork that many long-standing members of ITS Canada have laid for our organization, but embracing the change needed to move forward, the Board wants 2020-2025 to be a period of organizational strengthening, focusing on data and encouraging new ideas to be brought forward. Taking insights from the primer, the Board challenged the existing Vision and Mission statements against ITS Canada’s value proposition. A focus was placed around improving

How will we engage and empower our volunteers, leaders, members moving forward?

communication, challenging the status quo, and asking

What is the ITS “story” that our organization wants to tell?

to Canada truly is – our members. Our membership

How can ITS Canada ensure that ITS products are positioned in a way that keeps the organization at the forefront of emerging transportation technologies?

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

the following difficult questions. A pivotal aspect of this focus was reflection on, and acknowledgement of, what our core value proposition diversity covers the spectrum from concepts and engineering to field tested and market ready solutions. We are a member-driven organization and the need to provide direct and tangible benefits to our members is paramount.

Through these meaningful discussions, a clear Vision and Mission emerged.

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3 | OUR VISION

ITS CANADA MOBILITY HUB

We are the hub for mobility technologies DETECTION

To truly understand the value of having a vision that is simple, clear, and can drive the long-term aspirations of an organization, it is important to see this statement as the why for our future efforts. It represents core values, defines direction, and provides focus to what matters most. A vision statement reveals, at the highest levels, what an organization most hopes to be and achieve in the long term. It is with great pride that ITS Canada presents our new Vision statement for our organization as we forge ahead in strengthening our brand within Canada’s transportation industry and increasing the value we provide to our members. Diversity, inclusion and equality for all are ingrained in the DNA of ITS Canada. Together, we promote, encourage and create a culture which supports and celebrates diverse voices of our members. We embrace our differences in race, ethnicity, gender and sexual orientation. When we say we are the Hub for mobility technologies, we mean the Hub for everyone.

OPERATIONS

Mobility Technologies enable the safe, efficient, and reliable movement of goods and people. The Hub is the place where the needs of the Canadian transportation system connect with the ideas, technologies, and capabilities of our members. ITS Canada is the Hub where challenges meet solutions. TRANSIT

DATA CARGAISON

INFORMATION VOYAGE SÉCURITÉ

IoT

STI CANADA LE HUB DES MOBILITÉS

ACCESSIBILITÉ

DÉTECTION

TRAFFIC MGMT AUTOMATION

OPÉRATIONS DURABILITÉ Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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4 | OUR MISSION Canada’s transportation network enables the safe, efficient, and reliable movement of people and goods, and supports economic growth. It is incumbent on ITS Canada to demonstrate clearly for its membership how its activities contribute to mobility in this respect. This value

We support mobility technologies through:

ITS CANADA MOBILITY HUB

DETECTION

OPERATIONS

proposition is made even more imperative by COVID-19, which will result in tighter budgets and increased competition for limited resources from governments and transportation agencies. ITS Canada can highlight its work in helping support

Championing the benefits Fostering and promoting innovation

members involved in activities such as connected and automated vehicle (CAV) and connected infrastructure development, which help smarter cities address urban transportation challenges such as congestion, urban movement of freight, affordability, and accessibility. On the movement of goods, ITS technologies can be leveraged to enhance the efficiency and reliability of supply chains. It is important that ITS Canada highlight these links from a multi-modal, integrated mobility perspective that

Integrating the expertise, products, and services of our members Enabling communication for learning and collaboration

positions ITS as solutions both for operators and for users, as the people-centric mobility of cities involves individuals leveraging the benefits of ITS at the user level.

Through these impactful services we will build on our reputation for leadership in transportation technology, solidifying our position as the central Hub for the interaction of Mobility Technology users and providers in Canada. ITS Canada will leverage the collective expertise and capabilities of our members to promote the application of innovative Mobility Technologies. In a time of unprecedented change, ITS Canada will continue to support our members as Canada emerges from the global pandemic and enters this new decade, full of opportunity. Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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5 | THE ROADMAP

ITS CANADA MOBILITY HUB

DETECTION

ITS Canada is committed to realizing the success of the mission and in turn the vision through targeted goals and objectives over the fullOPERATIONS term of this plan. The Goals and Objectives represent the highest priority areas where it is important to take targeted and specific actions.

5.1 Goals and Objectives Our goals and objectives for 2020-2025 focus on

building a stronger existing member community and growing our membership by aligning our services with what members need. Our goals and objectives are

A vision without a plan is just a dream. A plan without a vision is just drudgery. But a vision with a plan can change the world.

included in Appendix A. Using a variety of means and

- Old proverb

that support one or more of the goals and objectives.

methods, the information we gather over 2020 will inform decisions made downstream. We will adopt a continuous improvement approach in the changes that are implemented by engaging with our staff, the Board, Chairs, and members.

5.2 Activities Specific actions will be taken with defined outcomes Activities that support more than a single goal (provide more value) are prioritized higher. Activities that share

a priority may be undertaken in parallel. Standalone activities that do not rely on the outcome of others will be planned for times where resources are more available. Sequencing will be reviewed regularly by the Board to determine if changes are needed. The list of activities is provided in Appendix B, many with follow up activities once outcomes are understood. Based on new information the Board will further refine and update the activities list. Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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5.3 Timeline

ITS CANADA MOBILITY HUB

DETECTION

2020 Q3 1

Assemble a Task Force to lead through Strategic Plan Implementation

2

Define Performance Metrics

3

Develop a Data Strategy

4

Investigate options for a virtual ITS Canada Conference

5

Develop and action a Marketing and Engagement Strategy

6

Raise awareness of emerging mobility technologies

7

Develop fee-based streaming or recording option for conferences

8

Engage technical committees to develop position papers on COVID-19 impacts

9

Foster Relationships with Other Partners in the Industry

10

Targeted Needs Survey for each category of members

11

Poll Membership to become involved with Technical Committees

12

Implement an Event Debriefing Process

13

Implement website analytics capability

14

Define Scope of Membership Services/Programs

15

Review obligation of members with respect to Tech Committees

16

Status tracking of technical committee participation

17

Define committee member skills – skills matrix membership

Q4

2021 Q1

Q2

Q3

2022 Q4

Q1

Q2

2023

Q3

Q4

Q1

Q2

Q3

2024 Q4

Q1

OPERATIONS

18 Review ITS Canada Membership Types 19

Vet the use of pooled funding to drive participation

20

ID an expert on funding for non-profit organizations

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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6 | THE TEAM

ITS CANADA MOBILITY HUB

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This five-year plan is the result of many months of collaborative effort by the 2020 Board of ITS Canada. The following Board members are acknowledged for their invaluable contributions: OPERATIONS

Ian Steele Chair

Shawna Boakes Treasurer

Rajeev Roy Executive Committee

Mara Bullock Executive Committee

Gregg Loane Executive Committee

Chris Philp Executive Committee

Brian Heath

Craig Hutton

Craig Kummer

Pascal Lamoureux

Ilham Benyahia

Ross McKenzie

Barry Pekilis

Jeffrey Smart

Yeatland Wong

ITS Canada would like to acknowledge the following contributors

Hugues Bessette Janneke van der Zee Managing Director

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

Judy Yu Associated Engineering Ltd., Facilitator

Keenan Kitasaka Associated Engineering Ltd., Facilitator 8


STRATEGIC PLAN 2020-2025

APPENDIX A OUR GOALS 1 Promote Mobility Technologies Throughout Canada OBJECTIVES n

Implement a Marketing Strategy within next 12 months to promote the vision, mission, and benefits of ITSC Membership.

n

Evaluate the effectiveness of existing branding (i.e. ITS Canada logo) and promotional activities.

n

Increase total membership by 15% by Oct 2021.

2 Ensure The Hub Meets The Needs Of New and Existing Members OBJECTIVES n

Use the results of survey 2019 to benchmark existing members needs and satisfaction (in the next 3 months)

n

Understand the survey data quality, quantity, and confidence.

n

Brainstorm list of potential members, including past members, and conduct a survey to understand customer criteria for joining ITS Canada (in the next 6 months).

n

Develop and conduct exit interviews for members that have left in the last year (by Oct 2020).

n

Develop a program to meet membership needs and conduct annual survey for improvement (by Jan 2021).

3 Foster Successful Technical Committees OBJECTIVES n

Increase technical committee membership by 25%

n

Each committee to define 1 project (min.) with a positive impact to the Vision and Mission. A max 2 year horizon.

n

Acquire $20k in funding for projects.

n

Identify and invite at least 1 technical committee member from other organizations (e.g., CITE, TAC, CUTA) to collaborate and share information for each committee.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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STRATEGIC PLAN 2020-2025

APPENDIX B ACTIVITY DESCRIPTIONS ACTIVITY

ASSEMBLE A TASK FORCE TO LEAD THROUGH STRATEGIC PLAN IMPLEMENTATION

Description

Assemble a task force that can oversee the successful delivery of the activities identified in the Strategic Plan 2020-2025.

Objective

To ensure that the activities identified in the Strategic Plan 2020-2025 are appropriately resourced, has a sound delivery method and will support the goals and objectives of ITS Canada.

Priority

1

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

ACTIVITY

DEFINE PERFORMANCE METRICS

Description

Determine meaningful metrics to measure success toward achieving the goals and objectives of the Strategic Plan 2020-2025 as well as the ongoing operation of ITS Canada.

Objective

To measure performance of services provided to members and operational effectiveness and efficiency of ITS Canada.

Priority

1

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

ACTIVITY

DEVELOP A DATA STRATEGY

Description

Develop a Data Strategy that understands what data should be collected, how to store it, who needs it, and how to use it for decision making. The Strategy will provide short, medium, and long-term targets so that ITS Canada can build on what is currently available.

Objective

To develop a clear understanding of the most suitable way to collect, manage, and use data for the benefit of ITS Canada in achieving its vision and mission.

Priority

1

Goals Supported

1, 2, 3

Expected Costs

Funded through ITS Canada surplus or annual operating budget.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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STRATEGIC PLAN 2020-2025

APPENDIX B ACTIVITY

INVESTIGATE OPTIONS FOR A VIRTUAL ITS CANADA CONFERENCE

Description

Develop approach for implementing flexible conference format that allows ITS Canada to adapt to new and evolving restrictions on travel and social distancing.

Objective

Ensure that ITS Canada conference can proceed annually and meet the evolving needs of the members.

Priority

1

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

ACTIVITY

DEVELOP AND ACTION A MARKETING AND ENGAGEMENT STRATEGY

Description

Develop comprehensive plan to raise profile of ITS Canada and engage existing and new members and the transportation community at large.

Objective

Improve awareness and raise the profile of ITS Canada. Improve outreach, targeting new members to support growth targets, and improve engagement with government.

Priority

1

Goals Supported

1, 2, 3

Expected Costs

Funded through ITS Canada surplus or annual operating budget.

ACTIVITY

RAISE AWARENESS OF EMERGING MOBILITY TECHNOLOGIES

Description

Charge technical committees with preparing position papers on emerging mobility options.

Objective

Increase awareness of ITS Canada’s in promoting mobility technologies and provide opportunities for engaging technical committee members.

Priority

1

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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STRATEGIC PLAN 2020-2025

APPENDIX B ACTIVITY

DEVELOP FEE-BASED STREAMING OR RECORDING OPTION FOR CONFERENCES

Description

Determine what tool and how much it will cost to provide a streaming or recording capability for ITS Canada events so that members can participate in or view proceedings remotely. Likely this will be a user pay service moving forward.

Objective

Develop approach for implementing revenue generating tool.

Priority

7

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

ACTIVITY

ENGAGE TECHNICAL COMMITTEES TO DEVELOP POSITION PAPERS ON COVID-19 IMPACTS

Description

Leverage technical committee expertise to develop a series of papers that capture the effects of COVID-19 on the transportation system.

Objective

Increase engagement of technical committee members by providing an opportunity for addressing emerging issues, while promoting role of ITS Canada in the industry.

Priority

8

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

ACTIVITY

FOSTER RELATIONSHIPS WITH OTHER PARTNERS IN THE INDUSTRY

Description

Review opportunities for industry participation, identify important relationships with other industry partners, and develop a proactive plan to guide resource allocation and outreach activities.

Objective

Identify where resources should be focused; strengthen existing relationships, identify and build new relationships.

Priority

8

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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STRATEGIC PLAN 2020-2025

APPENDIX B ACTIVITY

TARGETED NEEDS SURVEY FOR EACH CATEGORY OF MEMBERS

Description

Develop surveys that seek to understand the needs of each membership category, whether ITS Canada is meeting expectations, and what improvements can be made that would increase membership satisfaction.

Objective

Improved understanding of membership needs and how to provide services that meet needs in a way that uniquely separates ITS Canada from other organizations.

Priority

10

Goals Supported

1, 2, 3

Expected Costs

Funded through ITS Canada surplus or annual operating budget.

ACTIVITY

POLL MEMBERSHIP TO BECOME INVOLVED WITH TECHNICAL COMMITTEES

Description

Develop a survey to understand what ITS Canada members need as outcomes or services in order to become involved with the Technical Committees.

Objective

To grow interest and participation in Technical Committee activities, services, and projects.

Priority

10

Goals Supported

1, 2, 3

Expected Costs

Funded through ITS Canada surplus or annual operating budget.

ACTIVITY

IMPLEMENT AN EVENT DEBRIEFING PROCESS

Description

To develop an internal event debriefing process that involves all the relevant people and assesses success of the event based on predetermined performance metrics. This process will also identify lessons learned and actions for continuous improvement.

Objective

To use a consistent process for performance evaluation that provides robust information to drive improved efficiency in delivery of events and effectiveness of the event for the purpose identified.

Priority

10

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

13


STRATEGIC PLAN 2020-2025

APPENDIX B ACTIVITY

IMPLEMENT WEBSITE ANALYTICS CAPABILITY

Description

Implement data analytics tools to understand user behaviours and preferences (e.g., device breakdown, language, and location).

Objective

Understand user behaviours and preferences to inform decision making.

Priority

13

Goals Supported

1, 2, 3

Expected Costs

Funded through ITS Canada surplus or annual operating budget.

ACTIVITY

DEFINE SCOPE OF MEMBERSHIP SERVICES/PROGRAMS

Description

To clearly define the scope of services provided by ITS Canada and the benefits to the membership (possibly at the category level) and other ITS industry stakeholders.

Objective

To understand if the scope of services is meeting the expectations of ITS Canada for alignment with the vision and mission statements. To inform members and other organizations in a consistent manner on what ITS Canada provides. The outcomes may inform modifications to services and whether certain services are suitable in the current environment.

Priority

14

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

ACTIVITY

REVIEW OBLIGATION OF MEMBERS WITH RESPECT TO TECH COMMITTEES

Description

Conduct a review of the expectations from members as it relates to Technical Committees to understand if they are reasonable and achievable based on the existing volunteer approach. Any updates will consider the results from the surveys of the membership. There will be opportunities to consider short term project teams and team leaders to deliver projects.

Objective

Improve member involvement in technical committees.

Priority

15

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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STRATEGIC PLAN 2020-2025

APPENDIX B ACTIVITY

STATUS TRACKING OF TECHNICAL COMMITTEE PARTICIPATION

Description

Develop methods and means of tracking Technical Committee participation that informs ITS Canada’s performance measures.

Objective

Use outcomes and trends of participation tracking to determine if services are meeting membership needs/expectations. Outcomes will also help to shape targeted surveys or development of new/special events.

Priority

15

Goals Supported

1, 2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

ACTIVITY

DEFINE COMMITTEE MEMBER SKILLS – SKILLS MATRIX MEMBERSHIP

Description

Create a method and process to define, collect, and house for easy reference/analysis of the skills and expertise of members in the Technical Committees so that appropriate connections can be made and a broader understanding of what ITS Canada’s Technical Committees attract in terms of participants.

Objective

Improve external awareness of and engagement with members.

Priority

17

Goals Supported

1, 3

Expected Costs

Funded through ITS Canada surplus or annual operating budget.

ACTIVITY

REVIEW ITS CANADA MEMBERSHIP TYPES

Description

A review of the existing membership levels/types available for purchase and what is appropriate for ITS Canada moving forward. This includes a review of pricing and services. Some investigation of price points and membership levels from other similar organizations may feed into the decision making as well as consideration for timing of the proposed changes.

Objective

Ensure membership structure meets the needs of members and maximizes revenue opportunities.

Priority

18

Goals Supported

2

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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STRATEGIC PLAN 2020-2025

APPENDIX B ACTIVITY

VET THE USE OF POOLED FUNDING TO DRIVE PARTICIPATION

Description

Consider the application of a pooled funding approach to projects/initiatives by understanding how this method is used by other organization and how applicable or successful it will be in the context of ITS Canada. Understand what gaps exist and how to close them. Outreach to membership for feedback will be included at the appropriate time.

Objective

Improve member involvement in technical committees.

Priority

18

Goals Supported

1, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

ACTIVITY

ID AN EXPERT ON FUNDING FOR NON-PROFIT ORGANIZATIONS

Description

Understand the level of expertise required for ITS Canada’s desired outcomes for funding as it relates to the services, activities, resourcing, and projects. Identify an expert that can be used to support ITS Canada’s understanding of various funding methods and how to structure/apply for them.

Objective

Improve financial support for technical committees and ITS Canada as a whole.

Priority

20

Goals Supported

2, 3

Expected Costs

Delivered by ITS Canada internal resources, no additional costs anticipated.

Intelligent Transportation Systems Society of Canada

Société des Systèmes de Transport Intelligents du Canada

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Profile for ITS_STI

ITS Canada Strategic Plan 2020-25  

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