heritage services committee report meetings since last report€¦ · session. a copy of the report...

Golf Canada Board of Directors Meeting June 21, 2013

HERITAGE SERVICES COMMITTEE REPORT

Meetings since Last Report: May 13, 2013 Heritage Services Committee Strategic Planning session. A copy of the report of this session is attached. Key Activities: We held a Strategic Planning session to develop the major elements of a Museum strategy for the next five years. Priorities for the next two years that came out of this session are:

1. Develop a marketing plan to encourage visitation and usage of facility and resources; 2. Improve web presence, quality and content and develop a social media plan. e.g. Athlete

ambassadors. Skype/online interviews; 3. Explore financial sources (i.e. grants for specific projects, determine sponsor able events and

projects, legacy partners); 4. Develop a compelling rationale for all NAGA partners to promote and celebrate the history of

the game; 5. Develop location contingency plan e.g. there are 3 options for the Museum: stay current

location; find new permanent location; traveling roadshow.

We have applied for two Young Canada Works grants-received funding for one intern and are now awaiting word on receiving funding for a Masters student.

We have created our emergency plan for the collection should we be asked to move out.

We have updated and approved all the policies that fall under our department.

We have created two new exhibits for:

1. An exhibit showcasing our newest HOF members: B.C.'s Jim Nelford, Alison Murdoch and John McLaughlin;

2. An exhibit on Albert and Charles Murray, brothers who have won the Canadian Open championship. Albert won in 1908 and 1913. Charles Murray won in 1906 and 1911. This exhibit will feature their photo scrapbooks and will be shown during this year's Canadian Open.

We have entered a draft verbal agreement with the USGA for a joint Olympic exhibit in 2016.

We have invited our NAGA partners and the CPGA to our Hall of Fame Ceremonies.

We have started a social media campaign to raise profile of Museum.

We have created a survey to ask other museums what they have done in regards to traveling exhibits.

Future Meetings Scheduled: June 26, 2013

Submitted by, Barbara Allan Chair, Heritage Services Committee

Golf Canada Museum Session Proceedings May 13, 2013

1

GOLF CANADA MUSEUM STRATEGY SESSION HIGHLIGHTS MAY 13, 2013 REVISION O

Participants: See participant list

In Association with: Queen’s University Executive Decision Centre

Facilitator: Erik Lockhart Ph#: 613 533-6681

E-mail: [email protected]


2

Table of Contents

Executive Summary ...................................................................................................................... 3 Path Forward ................................................................................................................................ 5 1.0 – Future Direction ................................................................................................................... 6

1.1 – Vision (formulation) ........................................................................................................... 6 1.2 – Vision (selection) .............................................................................................................. 8 1.3 – Mission (formulation) ...................................................................................................... 10 1.4 – Mission (selection) .......................................................................................................... 11

2.0 - Priorities .............................................................................................................................. 12 2.1 - Formulation ..................................................................................................................... 12 2.2 - Selection .......................................................................................................................... 13

3.0 – Objectives (by priority) ....................................................................................................... 14 3.1 – Marketing and promotions .............................................................................................. 14 3.2 – Web Presence and Social Media ................................................................................... 14 3.3 – Financial Position ........................................................................................................... 14 3.4 – Location Contingency Plan ............................................................................................. 15

4.0 - Current State Assessment .................................................................................................. 16 4.1 – Our current strategy ........................................................................................................ 16 4.2 - Strengths ......................................................................................................................... 17 4.3 – Weaknesses, Opportunities, Threats (prioritized) .......................................................... 18 4.4 - Areas for Improvement .................................................................................................... 19 4.5 - Key Opportunities ............................................................................................................ 19 4.6 - Key Threats ..................................................................................................................... 20 4.7 - Conclusions ..................................................................................................................... 20

Appendices ................................................................................................................................. 21 A – Session Overview ............................................................................................................. 21 B – Priorities (Brainstorm) ....................................................................................................... 23 C – Process Overview ............................................................................................................. 26 D - Meeting Evaluation ............................................................................................................ 27


Executive Summary Attached are proceedings from the strategy session held on May 13, 2013. The purpose was to develop the major elements of a Museum strategy for the next five years. The group began by brainstorming a desired future state (vision) for the Museum. The group conducted a current state analysis by identifying internal strengths and weaknesses and external opportunities and threats. The group then looked at the next 2-3 years and agreed on a purpose statement and five priorities. Objectives were created for each priority. Below are highlights from each topic. Mission or purpose of the Museum is: To preserve and celebrate the history of golf in Canada Vision for the next five years The GC Museum plays a vital role in recognizing Canada’s sporting heritage and is known as the place in Canada to celebrate the history and traditions of golf. We have achieved the following results: 1. The majority of Canadian golfers have a good understanding and awareness of what

the HOF & Museum is and how it contributes to Golf Canada and the CDN golf industry as well as how they can support it.

2. $$$. We are established as a self-sustaining organization 3. Physical space. we have a permanent location 4. Increased attendance: # of visitors to the CGHOF has increased dramatically (these

include physical visits, virtual visits, presence at national/prov events) 5. Public awareness: Golf is recognized as having a significant role in Canada's sporting

heritage 6. Valued resource: increase in using the resources of the museum i.e. library, video

collection, photograph collection 7. Outreach. Utilize the assets of the Hall of Fame to reach across Canada - into sports halls

of fame and traditional museum settings to tell the story to a broader audience. 8. Industry relationships. Other national associations see the CGHOF as something they

need to support, either financially, or otherwise. Priorities for the next two years 1. Develop a marketing plan to encourage visitation and usage of facility and resources 2. Improve web presence, quality and content and develop a social media plan. e.g. Athlete

ambassadors. Skype/online interviews 3. Explore financial sources (i.e. grants for specific projects, determine sponsorable events

and projects, legacy partners) 4. Develop a compelling rationale for all NAGA partners to promote and celebrate the

history of the game. 5. Develop location contingency plan e.g. There are 3 options for the Museum: stay current

location; find new permanent location; travelling roadshow It was decided that priority 4 could be combined into priority 3. See section 3 for objectives for each


Quick Wins in the next 3-6 months

1. Identify five top stories that explain our relevance e.g. Olympic Gold Medal Defense 2. Develop social media plan / strategies (i.e. HOF Mondays) to promote on twitter, Facebook, 3. Develop an outreach plan (schools, clubs, events, etc.) 4. Provide a few clear pitches for Foundation use (with $ attached) Current State Assessment Strengths • Built in audience: Canadians love the game • Accessibility: responsiveness • Technology advances (search capabilities

etc.) • Location: one of Canada's most famous

courses • Quality of display ...Good three dimensional

story of the game

Weaknesses • Lack of awareness or a recognizable Brand:

need a strong Marketing & promotion plan • Funding model -> Limited resources • Lack of engagement at industry, regional

level (we are doing it alone) • Missing $$ support from sponsors,

participants, researchers, stakeholders: includes schools, hall of fame, attendees, media

Opportunities • Corporate support & sponsorship… legacy

$$$ through Foundation • Out-reach programs to give more exposure

e.g. travel exhibits to recognize local players and/or regional history

• Building programs around Canada’s 150 anniversary and Club's anniversaries (75th, 100th etc.)

• Promotional story telling: 1904 Olympic Gold • Creative opportunities for partnership

engagement of NAGA, NGCOA, Club Link

Threats • Golf Canada overall financial situation: more

demands on fewer Golf Canada $$$$ • Lack of engagement across Canada

(industry, regional associations etc.) • End of lease ... losing our present space • Limitations imposed by geography • Too limited a field of vision - not reaching

beyond GOLF to other museums and cultural facilities

End of Session Commitment Survey At the conclusion of the session, the team was asked to consider the plans developed and answer the following: Question Group Average

(1=Low….. 10=High) 1. Agreement & Commitment. I agree with and am committed to the plans we have developed

8.91

2. Likelihood of Success. I believe we will be successful in implementing our plans

7.18


Path Forward Task Resp Date 1. Distribute results of May 13 Summit Barbara 5/15 2. Flesh out 2014 priorities & objectives see Leads June 30 3. Share highlights: Board, CGHF, GC Governors Council Barbara, Meggan June board mtg 4. Strategy session #2 (Reality check, progress) Barbara September tbd Editor’s Notes:

a. The symbol // or … indicates that two similar ideas have been merged together. b. This document contains the meeting proceedings and is not intended as a “Final Report”


1.0 – Future Direction 1.1 – Vision (formulation) Imagine it is May 2018. We have realized our vision and have been successful in all areas. How will we know? What results have been achieved? We know that the Golf Canada Museum has been successful when we have the following in place… What are the EIGHT most COMPELLING elements of this future state... Voting Results

Multiple Selection (maximum choices = 8) (Allow bypass) Number of ballot items: 50 Total number of voters (N): 13

#votes Idea 9 1. The majority of Canadian golfers have a good understanding and awareness of what

the HOF & Museum is and how it contributes to the overall framework and strategic plan of Golf Canada and the CDN golf industry as well as how they can support it.

7 2. Increased attendance ...The number of visitors to the CGHOF has increased dramatically. - HOF and Museum become a family destination, achieving visits from 200+ families per year - Increase traffic to HOF/Museum by 3 times

7 3. Increase in using the resources of the museum i.e. library, video collection, photograph collection

5 4. Established as a self-sustaining organization ...make money 5 5. High level of engagement - public want to see exhibits at events or in their local

community 5 6. All stakeholders in Canadian golf (including media) see the CGHOF resources (i.e.

photo library) as a best in class, must have resource for them. 4 7. Increased knowledge about the existence of the CGHOF & M through attendance

and usage of archives, requests for information 3 8. We continue to be the resource for historical information golf information in Canada. 3 9. We will have a permanent home 3 10. Golf is recognized as having a significant role in Canada's sporting heritage 3 11. Utilize the assets of the Hall of Fame to reach across Canada - into sports halls of

fame and traditional museum settings to tell the story to a broader audience. 3 12. We have a well-funded museum/hof and a permanent location ... We own our own

space 3 13. Canadian Golfers know more about our heroes - our Hall of Fame members 3 14. The HOF is now being used as part of a strategic plan to help in obtaining support

and funding for Golf Canada programs from the public and corporate Canada 3 15. Sponsors are approaching us as we are seen as good for their brand 2 16. We have made it accessible to a wider audience throughout Canada 2 17. Unite with other museums share with the arts, sports, cultural etc. 2 18. We are fully aligned with our other NAGA partners and they are part of our funding

structure


2 19. Other national golf associations see the CGHOF as something they need to support, either financially, or otherwise.

2 20. Grow the game with kids and their parents by showing them the importance of who did what, where and when and have them be part of the history of the game

2 21. The CGHOF has become a key asset to help grow the game in Canada. 2 22. Canadian golfers want to, and do support the CHGOF thru financial donations. 2 23. Are attractive to donations and legacy bequeaths through the GC Foundation. 2 24. HOF and museum become a destination for demographics not yet reached, i.e.

Audience is expanded to include youth, children, etc. 2 25. We are known as one of Canada's top museums and hall of fame 2 26. Include social media outreach ,...we have incorporated a full social media

component to our communications to engage the younger golfers/Canadians 1 27. All our collections have been able to be restored and are ready for showcasing in

the museum 1 28. If so why is the Museum at Glen Abbey only instead of being in all of the regional

GC associations? 1 29. Community support from surrounding town, not unlike Cooperstown is for baseball

HOF 1 30. The CGHOF is able to generate revenue utilizing all of its assets. 1 31. Well known and respected by our members. 1 32. A permanent site reinforces a broader outreach strategy celebrating the game and

its role in Canadian culture 1 33. Growing awareness of Canada’s rich golf history 1 34. Located in high traffic area. 1 35. Becomes a dynamic resource for golf expertise for media requests, etc. 1 36. Club link, Town of Oakville, governments and industry stakeholders will recognize

the hall of fame as a unique asset 1 37. The investment in the CGHOF is cost effective for Golf Canada. 1 38. Full slate of tours and visitor numbers are very high 1 39. The public and golfers want to be part of something bigger than them and support

and contribute to the HOF and game 1 40. It will be recognized across Canada - an important part of Golf Canada 1 41. We are known to be an exciting place for families/golfers to visit ...Interactive, fun

and interesting - people will want to visit more than once 1 42. The CGHOF is able to use state of the art technology . 0 43. Increase in the number of people being nominated to the Hall of Fame 0 44. More requests from schools to be a part of their educational programming 0 45. Own the building. 0 46. The heritage of the game will be integrating in Golf Canada and all industry

programming 0 47. Web traffic increase including twitter followers 0 48. Provincial associations working in partnership to preserve their history and

contributing their piece to the national puzzle 0 49. Is our vision similar to the GC one which is to grow participation, excellence and

passion?


1.2 – Vision (selection) The group examined the top 15 ideas (>3 votes) and merged the similars. Then the group identified those ideas that are make or break critical to our future (= xxx) 1. XXX Golf industry engagement. The majority of Canadian golfers have a good understanding and awareness of what the HOF & Museum is and how it contributes to the overall framework and strategic plan of Golf Canada and the CDN golf industry as well as how they can support it. Measures: Member survey results.... High level of engagement - public want to see exhibits at events, virtual presents or in their local community .. we are known as one of Canada's top museums and hall of fame Merged Comments:

increased knowledge about the existence of the CGHOF & M through attendance and usage of archives, requests for information - Canadian Golfers know more about our heroes - our Hall of Fame members

2. XXX $$$. established as a self-sustaining organization ...make money - The HOF is now being used as part of a strategic plan to help in obtaining support and funding for Golf Canada programs from the public and corporate Canada Measures: operating cost #s.... sponsors are approaching us as we are seen as good for their brand - Are attractive to donations and legacy bequeaths through the GC Foundation. Merged Comments:

Canadian golfers want to, and do support the CHGOF thru financial donations. Other national golf associations see the CGHOF as something they need to support, either financially, or otherwise. - The CGHOF has become a key asset to help grow the game in Canada.

3. XXX Physical space. we have a permanent location ... Measures: we own/long term lease our own space.. Merged Comments:

we will have a permanent home … very focused on usage of physical asset.

4. X ? Increased attendance ...The number of visitors to the CGHOF has increased dramatically. - HOF and Museum become a family destination, achieving visits from 200+ families per year Measures: physical visits, virtual visits, presence at national/prov weeks, Merged Comments:

HOF and museum become a destination for demographics not yet reached, i.e. audience is expanded to include youth, children, etc. - Increase traffic to HOF/Museum by 3 times

5. Public awareness: Golf is recognized as having a significant role in Canada's sporting heritage Merged Comments:

- include social media outreach ,...we have incorporated a full social media component to our communications to engage the younger golfers/Canadians


6. Valued resource. increase in using the resources of the museum i.e. library, video collection, photograph collection Merged Comments: - All stakeholders in Canadian golf (including media) see the CGHOF resources (i.e. photo library) as a best in class, must have resource for them. - We continue to be the resource for historical information golf information in Canada.

7. Outreach. utilize the assets of the Hall of Fame to reach across Canada - into sports halls of fame and traditional museum settings to tell the story to a broader audience. 8. Industry ptnshps & support. Other national golf associations see the CGHOF as something they need to support, either financially, or otherwise. e.g. other NAGA partners and they are part of our funding structure Merged Comments:

- We are fully aligned with our other NAGA partners and they are part of our funding structure

Assumptions / Scope: • Archives: it will stay .. required to do research...


1.3 – Mission (formulation) What does the Museum exist? Process Note: the group brainstormed 14 possible statements and then prioritized. The group looked at the top 3 and edited into a refined version. Voting Results


#votes Idea 8 1. Preserving Canada's golf history and telling its story through its champions (HOF),

artifacts, and library, photograph and film collections. 5 2. Preserve the history and artifacts of the game of golf in Canada … Educate

Canadians about the history of the game … Honor our Champions and Hall of Fame members

5 3. The purpose of the museum is to preserve the history and traditions of the game and to honor our heroes and builders and to relate the stories from coast to coast.

4 4. To preserve and celebrate the importance of Canadian Golf Heritage and the individuals who contributed and continue to contribute to the game.

4 5. The purpose of the museum is to preserve and honour the history of golf in Canada and to educate the public about the important role golf has played in our historic development.

4 6. The Purpose of the Museum is to tell the rich history of the game, and leverage these stories to increase pride in the game and in Canada.

4 7. Purpose-An institution devoted to the procurement, care, study and display of objects and stories of lasting interest relating to Canadian golf heritage.

2 8. Preserves and promotes the history of golf in Canada, and honours the nation’s greatest players, builders, and administrators.

2 9. To share the fantastic stories in the history of the sport of golf. Examples: Olympic trophy, Triple Crown, Sportsmanship, "Superman's" sport, *any relevant story that can be connected through the lens of golf*

1 10. To celebrate the history of the game of golf and golfers in Canada 1 11. To provide Canadian golf history to people around the world 1 12. To celebrate and Preserve the history of the game and the legacies of the

members of the HOF 1 13. To recognize Hall of Fame members and preserve the heritage and records of golf

in Canada

1.4 – Mission (selection)


1. Preserving Canada's golf history and telling its story through its champions (HOF), artifacts, library, photograph and film collections. 2. ver2: Preserving and celebrating Canada's golf history and traditions and telling its story through its champions (HOF), artifacts, library, photograph and film collections. * need the "why"... educating/sharing.. honouring 3. ver3: Preserving and celebrating Canada's golf history and traditions through telling its story to promote the role of golf in Canada's history 4. ver4: To preserve and celebrate the history of golf in Canada 5. preserve the history and artifacts of the game of golf in Canada educate Canadians about the history of the game honour our Champions and Hall of Fame members


2.0 - Priorities The group identified some longer term priorities and some quick wins: • Museum priorities over the next 18-24 months? What do we need to “get done”? • Quick Wins: things we could do easily, without a lot of pain, in the next few months to "get

the ball rolling" These were brainstormed (Appendix B) in small groups. Each group shared its top 3 priorities and top quick wins. The plenary then looked at these ideas and voted on the four most important priorities and top two quick wins. 2.1 - Formulation Voting Results


#votes Idea 12 1. Develop a marketing plan to encourage visitation and usage of facility and resources - Identify our audiences: such as individual members? NAGA? NGCOA? School

Audience? etc... - Create Relevant audience connections: for example, establish engaging and

sustainable Social Media platform for younger audience, etc. - Virtual exhibits, new engaging / interactive exhibits (beyond current building) - Develop a brand that differentiates us from Golf Canada - so we are not viewed as

the "GOLF CANADA MUSEUM" 10 2. Improve web presence, quality and content and develop a social media plan. e.g.

Athlete ambassadors. Skype/online interviews (live and recorded), visits, Team Canada members, etc.

- Implement a social media strategy to tell three key stories of golf: Olympic, Jocelyne and Marlene's anniversaries - in their own words

10 3. QUICK: Five top stories that explain our relevance: example - Olympic Gold Medal

Defense 9 4. Explore financial sources (i.e. grants for specific projects, determine sponsorable

events and projects) ...Make long-term arrangements to ensure the viability of the museum through the contribution of legacy partners and grants.

7 5. Develop a compelling rationale for all NAGA partners to promote and celebrate the

history of the game. 7 6. QUICK: Develop social media plan / strategies (i.e. HOF Mondays) to promote on

twitter, Facebook, etc.


- tell three key stories of golf: Olympic, Jocelyne and Marlene's anniversaries - in their own words

6 7. Increase public awareness of golf in the Olympic and HOF (1904 George Lyon).

Develop exhibit (travelling) with artifacts, photographs, etc... 5 8. QUICK: Increase public awareness of golf in the Olympic and HOF Lyon. Develop

exhibit (travelling) with artifacts, photographs, etc... 3 9. Secure one strategic media and retail partnership/alliance to bring the archives to life

in all media/retail platforms 3 10. Stabilize and maintain the existing hall of fame & museum (in current building) 2 11. Build "mobile" CGHOF&M exhibit(s) to travel across Canada versus a "fixed"

permanent location. 2 12. QUICK: Develop an outreach plan (schools, clubs, events, etc.) 2 13. QUICK: Provide a few clear pitches for Foundation use (with $ attached)

2.2 - Selection 1. Develop a marketing plan to encourage visitation and usage of facility and resources 2. Improve web presence, quality and content and develop a social media plan. e.g. Athlete

ambassadors. Skype/online interviews (live and recorded), visits, Team Canada members, tell three key stories of golf: Olympic, Jocelyne and Marlene's anniversaries - in their own words

3. Explore financial sources (i.e. grants for specific projects, determine sponsorable events and projects) ...Make long-term arrangements to ensure the viability of the museum through the contribution of legacy partners & grants.

4. Develop a compelling rationale for all NAGA partners to promote and celebrate the history of the game.

5. Develop location contingency plan e.g. There are 3 options for the Museum (in descending preference):

� Stay at current location (negotiate with Club Link) � Find a new permanent location (costing, RFP etc.) � Travelling roadshow strategy with options (small exhibit vs. tractor trailer)


3.0 – Objectives (by priority) 3.1 – Marketing and promotions Priority: Develop a marketing plan to encourage visitation and usage of facility and resources Objectives: a. completed marketing plan b. implementation c. targets achieved: increased visits, others tbd Lead: Meggan, Diane, Fran (Initial draft in September)

3.2 – Web Presence and Social Media Priority: Improve web presence, quality and content and develop a social media plan. Objectives: a. Enhance content: athlete ambassadors... interviews.... tell 3 key stories of golf: Olympic, Jocelyne and Marlene's anniversaries - in their own words (July) b. Make it happen (September) Lead: Scott, Meggan, Jocelyne, Marlene

3.3 – Financial Position Priority: Explore financial sources (i.e. grants for specific projects, determine sponsorable events and projects, legacy partners) Objectives: a. Pitch to Club Link (June) b. Reach out to NAGA (presentation in July tbd?) c. Foundation legacy pitch (September) d. Identify projects (for grants) (September) Lead: Scott, Gary, Diane Note: it was decided that the fifth priority around a NAGA strategy (Develop a compelling rationale for all NAGA partners to promote and celebrate the history of the game) was part of this priority.


3.4 – Location Contingency Plan Priority: Develop location contingency plan e.g. There are 3 options for the Museum (in descending preference): a. Stay at current location (negotiate with Club Link) b. Find a new permanent location (costing, RFP etc.) c. Travelling roadshow strategy with options (small exhibit vs. tractor trailer) Objectives: a. Cost out these options (travelling roadshow, etc.) b. Present to Board (September) Lead: Barbara, Meggan, Jason, April


4.0 - Current State Assessment The purpose of this discussion is to look at the current state of the Hall of Fame and Museum. First of all, we examine the current strategy. Then, we want to look at what is working, what areas could be improved and some of the external forces that we need to consider... • Strengths: What is currently working? What are three things that XXX is really good at or

known for? • Needs/Weaknesses: What are the major areas for improvement that must be addressed in

order for XXX to be successful? • What are the important external opportunities that we should be pursuing? • What are the critical threats that we must consider in our future planning? (risk, challenges,

threats, dangers) 4.1 – Our current strategy As a warmup exercise, and prior to the current state assessment, the group identified the key elements of the current strategy. 1. What We Do: products, services • Space for industry that recognizes our heritage… Tours, outreach, promotions, school

programs, room rentals, preservation of artifacts, info for media, gift shops, meeting place for GC, repository, HoF and honour our heros, public relations vehicle for GC

2. For whom: customers, stakeholders (our primary target audience) • Schools, tourists, GC members, donors, local businesses, other golf associations, media,

various groups (for mtgs) 3. Who want: the “consumption problem” (what “need” do we serve?) • Education, access to golf heritage, tourism, excitement about game, national pride 4. How to deliver: internally, partnerships, alliances • Internal staff, some volunteers 5. How to make money: financial business model • $210k budget (overall) • GC membership $$... Some grants…


4.2 - Strengths Strengths: What is currently working? What are three things that the Museum is really good at or known for? XXX = differentiate from others Note: these are not prioritized Non-bold comments are items that have been merged (as similar) 2. XXX Built in audience-Canadians love the game ..Golf is a high participation sport - there are many potential "customers" 3. XXX Accessibility: responsiveness 4. X Technology advances (search capabilities etc.) 5. X Location: one of Canada's most famous courses (Glen Abbey) 6. Quality of display ...Good three dimensional story of the game ..exhibits and display of artifacts … telling our story in both publications & displays 7. Tours / education ..We have living artifacts (HOF members), and amazing stories 8. Best collection & repository of golf artifacts and materials available to the public (media, golf organizations etc.) in Canada

Quality of collection preservation of our collections & library & photos repository

9. Archives/research 10. HoF presence -> honoring our heroes ...We have living artifacts (HOF members), and amazing stories

Inductions / Honoured Members

11. Well established/long history -> Provides legitimacy of the heritage of golf We preserve (as the NSO of golf) to preserve our strong history

12. Golf history expertise ...we're in the information age and we are experts at giving information on our heritage 13. Outreach - regional, provincial associations


4.3 – Weaknesses, Opportunities, Threats (prioritized) What are the 4 most important opportunities that we should be pursuing? What are the 4 most critical threats that we must consider in our future planning? If we could only address 4 weaknesses?

Voting Results


#votes Idea 12 1. T: Golf Canada overall financial situation ..more and more demands on fewer Golf

Canada $$$$ 11 2. T: Lack of engagement across Canada (industry, regional associations etc.) 10 3. WEAK: Lack of awareness ...Need recognizable Brand ...Strategic Marketing and

promotion plan 10 4. WEAK: Funding model ...Limited resources 9 5. OPPTY: Corporate support and sponsorship - ability to raise legacy $$$ through Foundation as well as larger sponsorship

opportunities 9 6. OPPTY: Out-reach programs to give more exposure ...Travel exhibits to recognize

local players and/or regional history ..Building programs around Club's anniversaries (75th, 100th etc.) ..educational programs to junior golf

9 7. OPPTY: Promotional story telling... Defending Olympic Gold Medal Champion in Golf!!! ..Building programs around Canada’s 150th anniversary

8 8. T: End of lease ... losing our present space (building) 7 9. OPPTY: Creative opportunities for partnership engagement of NAGA, NGCOA,

(Club Link?) 7 10. WEAK: Lack of engagement at industry, regional level ...doing it alone...we need

better engagement with our industry partners and their support 7 11. WEAK: Missing financial support from sponsors, industry, participants, researchers,

stakeholders: includes schools, hall of fame, attendees, media 5 12. T: Limitations imposed by geography 5 13. T: too limited a field of vision - not reaching beyond GOLF to other museums and

cultural facilities (e.g. commty dev, art of golf, bigger picture implications wrt culture) ... what does it mean in bigger picture

5 14. WEAK: Questionable lease opportunity 5 15. T: loss of heritage/history -> stories get lost 5 16. OPPTY: incorporate the heritage of the game into all facets of programming - i.e.

GIS, Future Links, Open Championships, Amateur Championships etc. and sponsors 4 17. WEAK: attendance...not enough visitors to museum/hof 4 18. OPPTY: Better utilization of Social media platforms to promote and market

...virtual education programs not necessarily virtual tours 3 19. T: Overall perception and or respect for museums in the current and future culture 3 20. OPPTY: golf gets good media coverage-opportunities to work with them to provide


more about the heritage side 3 21. OPPTY: Leveraging HoF members: ambassadors, educational emissaries 3 22. WEAK: Physical location - not a high traffic area 3 23. WEAK: online presence - could be better. ..buried in corporate website 3 24. WEAK: need better engagement/resource kits with school systems/other

educational opportunities 2 25. T: disconnect between Club Link & Golf Canada ... need a better pitch/ask...

outreach to their other facilities 1 26. OPPTY: (More) interactive exhibits and displays -> fun, engagement, etc. 1 27. OPPTY: buy building back from Club Link? 1 28. OPPTY: Increase facility rentals 0 29. OPPTY: Better engagement and connection of hall of fame members and

children/golfers 0 30. OPPTY: how to connect and use the heritage to support "causes" 0 33. WEAK: Not being paid enough for requests

4.4 - Areas for Improvement 10 3. WEAK: Lack of awareness ...Need recognizable Brand ...Strategic Marketing and

promotion plan 10 4. WEAK: Funding model ...Limited resources 7 10. WEAK: Lack of engagement at industry, regional level ...doing it alone...we need

better engagement with our industry partners and their support 7 11. WEAK: Missing financial support from sponsors, industry, participants, researchers,

stakeholders: includes schools, hall of fame, attendees, media 5 14. WEAK: Questionable lease opportunity

4.5 - Key Opportunities 9 5. OPPTY: Corporate support and sponsorship - ability to raise legacy $$$ through Foundation as well as larger sponsorship

opportunities 9 6. OPPTY: Out-reach programs to give more exposure ...Travel exhibits to recognize

local players and/or regional history ..Building programs around Club's anniversaries (75th, 100th etc.) ..educational programs to junior golf

9 7. OPPTY: Promotional story telling... Defending Olympic Gold Medal Champion in Golf!!! ..Building programs around Canada’s 150th anniversary

7 9. OPPTY: Creative opportunities for partnership engagement of NAGA, NGCOA, (Club Link?)

4.6 - Key Threats 12 1. T: Golf Canada overall financial situation ..more and more demands on fewer Golf

Canada $$$$


11 2. T: Lack of engagement across Canada (industry, regional associations etc.) 8 8. T: End of lease ... losing our present space (building) 5 12. T: Limitations imposed by geography 5 13. T: too limited a field of vision - not reaching beyond GOLF to other museums and

cultural facilities (e.g. commty dev, art of golf, bigger picture implications wrt culture) ... what does it mean in bigger picture

5 15. T: loss of heritage/history -> stories get lost

4.7 - Conclusions • Engagement and Awareness is crucial • Museum functions in isolation of everything • There is a compelling story to tell • Financial situation: has improved… not all about cuts… trying to optimize • Sponsor/Corporate support: is the ROI worth the effort? Need to figure out exactly what

partners are looking for. • Need to really articulate our “pitch/ask”


Appendices A – Session Overview The purpose of the session is to develop the major elements of a Museum strategy for the next five years. This is a first step in the process and we expect a follow up session in the next 3-6 months to further refine the strategy. The specific objectives for May 13th are to: a. Agree on a desired future state and guiding principles for the Museum; b. Understand our current state (SWOT assessment); c. Agree on 4-5 priorities for the Museum for the next two years; d. Flesh out the priorities with some key initiatives and directions; e. Map out Next Steps (what needs to happen in the next 60 days based on our work here). Agenda 8.30 Coffee, muffins and arrival 9.00 Overview/Context Chair 9.10 Agenda Erik 9.15 Desired future state of the Museum All 10.30 Current state assessment All 11:30 Key priorities (part 1) All 12.15 Lunch 1:00 Key priorities (part 2) 2.00 Action Plans / Major Initiatives All 3:15 Next Steps Erik / Chair 3:30 Session close Introduction to the Process The workshop will be led by a facilitator from Queen’s School of Business, Erik Lockhart, and supported by a group decision support system. This facility consists of a network of laptops accessing software designed to support idea generation, idea consolidation, idea evaluation and planning. Participants do not require any computer experience. The tool supports, but does not replace, verbal interaction; typically 25% of interaction takes place on the computers. Advantages of using the tool over a traditional workshop include: better idea generation and alternative evaluation; full and equal participation by group members; a more structured process; and automatic documentation of deliberations. Erik has worked facilitated over 600 strategy sessions across North America. His phone # is 613 533-6681 should you have any questions.


Pre-Session Homework Given the importance of this session, the rare chance to reflect on the big picture and the short time we have together, it will be helpful if each participant consider the following prior to the session. Before you get started, it would be helpful to review the Heritage Services Overview document (attached). Then, please make some notes on the questions below so that we can “hit the ground running” on May 13th and bring your notes to the session. As you go through these questions, recall that a strategic imperative within the Golf Canada Strategy is “to Uphold and Preserve the storied history of golf in Canada”. 1. The direction of the Museum We need to examine our strategic direction. One way to do this is to agree on a vision and mission. As you know, people have different understandings of these terms. Let’s use the following definitions: Mission: statement of our purpose for the next 2 years. Vision: describes a credible, desirable future for the organization within 5 years; articulates the results we will be achieving and the characteristics we’ll need to possess in order to achieve those results. What is the purpose of the Museum? If we were to achieve all that we wanted to in the next five years, what would be in place? What exactly would we see? What results? 2. SWOT Analysis. What would you add to the attached document? Our internal Strengths… What we are known for… What are three things that the Museum is really good at? Needs & Weaknesses. What are the three major areas for improvement that must be addressed in order for us to be successful? External Issues, forces, influences (what should be on our radar screen?) What are the 2-3 important opportunities that the Museum should be pursuing? What are the 2-3 critical threats that we must consider in our planning? 3. Major Priorities. Based on the above, on which 3-4 areas should we focus our energies and resources over the next 2-3 years? 4. Role of the Committee. What exactly should the Committee have on its “strategic TO DO” list for the next year? If we could only work on 4-5 big items, what would they be? 5. Measuring our Performance. What are the primary performance metrics that you would use to judge the success of the Museum?


B – Priorities (Brainstorm) What must be our big priorities over the next 18-24 months? What do we need to “get done”? Team 1 2. Increase public awareness of golf in the Olympic and HOF Lyon. Develop exhibit (travelling) with artifacts, photographs, etc... 3. Make long-term arrangements to ensure the viability of the museum through the contribution of NAGA, legacy partners and grants. 4. Develop a brand that differentiates us from Golf Canada - so we are not the "GOLF CANADA MUSEUM" Team 2 2. Develop an outreach plan (schools, clubs, events, etc.) 3. Develop a marketing plan to encourage visitation and usage of facility and resources 4. Build relationships with stakeholders (NAGA, corporate, provincial associations) 5. Explore financial sources (i.e. grants for specific projects, determine sponsorable events and projects) 6. Determine the best strategy for ensuring a long-term physical space 7. Improve web presence, quality and content 8. Develop a social media plan Team 3 2. Identify our audiences: such as individual members? NAGA? NGCOA? School Audience? etc... 3. Create Relevant audience connections: for example, establish engaging and sustainable Social Media platform for younger audience, etc. 4. Five top stories that explain relevance: example - Olympic Gold Medal Defense 5. Provide a few clear pitches for Foundation use 6. Establish engaging and sustainable Social Media platform 7. Athlete ambassadors. Skype/online interviews (live and recorded), visits, Team Canada members, etc. Team 4 2. Stabilize and maintain the existing hall of fame 3. Expand our reach beyond the current building alone: travelling exhibits, virtual exhibits, new engaging / interactive exhibits 4. Implement a social media strategy to tell three key stories of golf: Olympic, Jocelyne and Marlene's anniversaries - in their own words 5. Utilize our resources (people, artifacts, foundation, and marketing) to improve self-sustainability 6. Incorporate our great moments of golf within Golf Canada programming -GIS, Etc. Team 5


2. Secure one strategic media and retail partnership to bring the archives to life in all media/retail platforms. 3. Develop a compelling rationale for all NAGA partners to promote and celebrate the history of the game. 4. Develop internal social media strategies (i.e. HOF Mondays) to promote on twitter, Facebook, etc. 5. Fully incorporate the CGHOF&M into the GCF corporate/individual donation ask. 6. Build "mobile" CGHOF&M exhibit(s) to travel across Canada versus a "fixed" permanent location. 1st Screening - Top 3 Long term priorities (from each team) 2. Increase public awareness of golf in the Olympic and HOF (1904 George Lyon). Develop exhibit (travelling) with artifacts, photographs, etc... 3. Build "mobile" CGHOF&M exhibit(s) to travel across Canada versus a "fixed" permanent location. 4. Develop a marketing plan to encourage visitation and usage of facility and resources - Identify our audiences: such as individual members? NAGA? NGCOA? School Audience? etc... - Create Relevant audience connections: for example, establish engaging and sustainable Social Media platform for younger audience, etc. - Virtual exhibits, new engaging / interactive exhibits (beyond current building) - Develop a brand that differentiates us from Golf Canada - so we are not viewed as the "GOLF CANADA MUSEUM" 5. Improve web presence, quality and content and develop a social media plan. e.g. Athlete ambassadors. Skype/online interviews (live and recorded), visits, Team Canada members, etc. - Implement a social media strategy to tell three key stories of golf: Olympic, Jocelyne and Marlene's anniversaries - in their own words 6. Develop a compelling rationale for all NAGA partners to promote and celebrate the history of the game. 7. Explore financial sources (i.e. grants for specific projects, determine sponsorable events and projects) ...Make long-term arrangements to ensure the viability of the museum through the contribution of legacy partners and grants.

Utilize our resources (people, artifacts, foundation, and marketing) to improve self-sustainability

8. Secure one strategic media and retail partnership/alliance to bring the archives to life in all media/retail platforms 9. Stabilize and maintain the existing hall of fame & museum (in current building) Quick Wins: things we could do easily, without a lot of pain, in the next few months to "get the ball rolling" 1st screening (top 1-2 from each team)

2. QUICK: Increase public awareness of golf in the Olympic and HOF Lyon. Develop exhibit (travelling) with artifacts, photographs, etc... 3. QUICK: Develop social media plan / strategies (i.e. HOF Mondays) to promote on twitter, Facebook, etc. - tell three key stories of golf: Olympic, Jocelyne and Marlene's anniversaries - in their own words - Implement a social media strategy to tell three key stories of golf: Olympic, Jocelyne and


Marlene's anniversaries - in their own words

4. QUICK: Five top stories that explain our relevance: example - Olympic Gold Medal Defense 5. QUICK: Develop an outreach plan (schools, clubs, events, etc.) 6. QUICK: Provide a few clear pitches for Foundation use (with $ attached)


C – Process Overview The strategic planning session was conducted using an electronic meeting system (EMS), an innovative facilitation process developed from research at the Queen’s School of Business. The Queen’s EMS, called “the Decision Centre”, combines expert facilitation with a state of the art group decision support system to enable groups to rapidly accelerate idea generation and consensus building. This facility consists of a network of laptops accessing software designed to support idea generation, idea consolidation, and idea evaluation and planning. The tool supports, but does not replace, verbal interaction; typically 25% of interaction takes place on the computers. Feedback from groups who have used the Executive Decision Centre process includes: meeting times can be cut in half; participation goes way up; better idea generation and alternative evaluation; a more structured process; and automatic documentation of deliberations. Over 500 organizations around North America use the Centre for meetings such as: strategic planning, visioning, annual planning, focus groups, team building, budgeting, program review, project planning, risk assessment, job profiling, 360 degree feedback, alternative evaluation, new product development and a variety of other meeting types. In the session, participants were asked, for example, “What are our make or break issues in the next 2 years?” Participants typed in ideas on the laptops all of which appeared on a public screen at the front of the room. These ideas were then discussed and categorized into common themes. The group was then asked “if we could only address five of these in the next year, which ones are most critical? What about years 2-3?” Individuals selected his/her top 5 and the overall results were then displayed to the group and further discussed. For more information on this process, please contact: Erik Lockhart [email protected] ph# 613 533-6681


D - Meeting Evaluation Questions and Choices in Original Order 1. Satisfaction with the session 2. The GDSS added value to the session 3. Agreement. I agree and am committed to the purpose and priorities we developed 4. Likelihood of success. I believe we will be successful in implementation 5. Feedback for facilitator & process... good, bad, ugly 6. Mooses under the Table... anything that we did NOT discuss that needs to be addressed for us to be successful 7. Other advice, suggestions, recommendations for the Committee...


1. Satisfaction with the session Method: 10-Point Scale Rate from 1 to 10, with 10 the highest value.

B) Results Spread

Choices Count 1 0 2 0 3 0 4 0 5 0 6 0 7 1 8 1 9 6 10 2 Statistics Total 89 Mean 8.90 Mode 9 High 10 Low 7 STD 0.88 N 11

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5. Feedback for facilitator & process... good, bad, ugly B) Text Responses

Total Number of Respondents (N): 11 Number of responses to this question (n): 11 1. great work, and you didn't fall asleep on us! I would encourage a bit more fine-tuning and getting to an answer on some of the details. 2. Being French and having a hearing impediment made it difficult when you spoke quickly but then I adjusted...so Good is the answer 3. Good 4. Enjoyed the process. Found it very useful. Efficiently kept everyone on track. Erik was great. 5. Glad that we stayed on track. I think everyone had a chance to voice their opinions, freely, without judgement. 6. Excellent 7. great 8. excellent session..well facilitated and a great way to capture the information and thoughts of the participants. It will be interesting to see the report that comes out of this process and the way that the information is dissemeniated. 9. Excellent..thank you! 10. Terrific, well paced and kept group on task with adult behaviour, much appreciated. 11. Very good. Facilitated where necessary. Let people talk when appropriate. Led us without dictating to us. Rated 7 for the session simply because we had to rush at the end. Not a reflection of Erik. He is excellent.


6. Mooses under the Table... anything that we did NOT discuss that needs to be addressed for us to be successful

B) Text Responses

Total Number of Respondents (N): 11 Number of responses to this question (n): 6 1. It would have been interesting to review some of the items that were deemed less important...perhaps at a later date it can be revised by our leader with you just to see if we have forgotten something important 2. no elephants 3. Budget 4. How does the heritage of the game influence the health of the game 5. I think we covered most topics. It would have been interesting to see what the results were and the outcomes if we did not have the 'elephant in the room' of the possibility of being kicked out of our current location in 90 days. I think a lot more discussion may have centred around other issues to move forward. 6. Financials - what funding envelope is available.


7. Other advice, suggestions, recommendations for the Committee...

B) Text Responses Total Number of Respondents (N): 11 Number of responses to this question (n): 7 1. The experts with museum experience would be the best ones to help in the future 2. Not this moment 3. The CGHF is a staff of two - just a friendly reminder. 4. Look beyond "how to promote heritage" to "what is the value of golf's history within the context of Canada 5. Lets just 'get 'er done'. 6. Tell a great story and outline the value proposition so people wnat to be engaged 7. Recruit more expertise - people like April and Diane bring a lot of expertise and insight.

heritage services committee report meetings since last report€¦ · session. a copy of the report...

Documents