TO / DESTINATAIRE: FROM / EXPÉDITEUR: RE / OBJET: Board of Directors Scott Simmons 2013 Corporate Scorecard

Transcription

1 TO / DESTINATAIRE: FROM / EXPÉDITEUR: RE / OBJET: Board of Directors Scott Simmons Corporate Scorecard Attached hereto, you will find our final Corporate Scorecard and the related definitions to support each key performance indicator. Our final result was 48% against set thresholds and targets for. As a reminder, results of the corporate scorecard for the past 3 years follow: % % %

2 Golf Canada Goals & Objectives (Final Results) Key Performance Indicators 2012 Threshold Target Actual Weight Result 1.1 Expand NGIS And CN Future Links to More Facilities Total # of schools registered in Golf Canada "in-schools" program # of unique sites actively running FL (total number of unique facilities - # of active sites registered and using Learn to Play, Junior Skills, Junior League and Girls Club) ,253 10% 0% % 0% 1.2 Promote Membership Value to Clubs and Individual Golfers Total membership revenues $3,253,643 $3,825,353 $3,943,141 $3,750,962 20% 0% 3.1 Develop Sustainable Funding and Fiscal Responsibility Net - Operating Fund results (before amortization, Women's Fund and investment income) Secure title sponsor for CWO (by a for a minimum $2M plus purse) ($1,130,000) ($620,000) ($220,000) $5,834 10% 10% N/A 1-Dec Aug Aug-13 5% 5% Implement Board approved sales/marketing strategy N/A 1-Dec-13 4-Oct-13 4-Oct-13 5% 5% 4.1 Collaborate with Provincial Golf Associations, NAGA, Government and International Partners % of non-member free accounts set up that have multiple scores posted # of GC programs (GFC, GIS, CN L2P, selling member clubs N/A 25% 60% 27% 10% 0.5% ,028 1,152 10% 10% 2.2 Develop Certified Coaches and Officials 2.3 Host Best in Class National and Amateur Championships 3.3 Provide Opportunity and Training for all Volunteers and Staff 4.3 Strengthen Communication and Brand Awareness # of total Future Links leaders trained % 0% # of total PGA members trained at CNC % 2.1% Defined key learnings and recommendation for events N/A 1-Dec Oct-13 7-Oct-13 5% 5% Clarify roles and responsibilities for CEO, SMT, and Board N/A 1-Dec-13 4-Oct-13 8-Jul-13 5% 5% # of permission granted addresses 143, , , , % 2.5% Number of provinces committing to connect to CRM N/A % 2.5% TOTAL 47.6%

3 CORPORATE SCORECARD KPI S Definition of targets & thresholds 1.1 EXPAND NGIS AND CN FUTURE LINKS TO MORE FACILITIES Threshold represents the combined total of KPI s of 6.0 & 7.0 from the Sport Development scorecard. On the Corporate scorecard this KPI is defined as the total number of schools that have received the GIS elementary program and the high school program since their inception. (See Sport Development 6.0 & 7.0) This KPI is defined as the number of unique sites that have registered and are actively running at least one FL program (does not include mobile clinics). Facilities running more than one FL program will only be counted as one site. The target represents a 27% increase over the actual number achieved in All sites have to re-register and become active again, therefore the number starts at 0. Recommended Threshold 236 Recommended Target 300 (Same as Sport Development 4.0) 1.2 PROMOTE MEMBERSHIP VALUE TO CLUBS AND INDIVIDUALS Threshold represents the combination of KPI s 2.0 & 3.0 from the Membership scorecard. The budget assumes a 3% attrition rate in club membership, while the target is based on no attrition. 3.1 DEVELOP SUSTAINABLE FUNDING AND FISCAL RESPONSIBILITY This is defined as the operating fund deficit for not including amortization or gains/losses from sale of investments in the GC portfolio. The target is to beat the budget by $400, The target is to sign a replacement for CN as title sponsor for the Canadian Women s Open for a minimum amount of $2M, which would not include the funding required for a Women s Tour event by this year s tournament, with a threshold of signing someone before the December Board meeting to avoid cancellation of the tournament This target is to implement the Board approved sales/marketing strategy by the October Board meeting but no later than the December Board meeting

4 4.1 COLLABORATE WITH PROVINCIAL GOLF ASSOCIATIONS, NAGA, GOVERNMENT AND INTERNATIONAL PARTNERS Pilot Measure - Budget is based on 25% of all free account setups posting more than one score. Estimated against Woodside s success of 50% participation of the total number of people approached. Target is based on exceeding Woodside s 50% success rate by an additional 10%. (Woodside Golf Club 630 signups of 1200 approaches) The number of member club points of engagement number has been slightly modified due to the adjusted definitions. The final number is 909 for 2012, 613 of which were member clubs running programs (others measurable were contributors to the Golf Auction, hosted an event, and carried Team Canada Merchandise. The threshold based upon maintaining these numbers and target is based upon: 20% in clubs with 3 or more programs (from 46 to 55). 20% more clubs carrying 2 or more programs (150 to 180) 20% increase in clubs with 1 or more programs (401 to 481) Including conversion 10 of the 82 non member clubs hosting programs to membership Numbers are tied to Sport Development s projected increases in programming (89 overall) and increasing other points of engagement by 30 clubs 2.1 DEVELOP CERTIFIED COACHES AND OFFICIALS The Future Links Leader has been identified as a key resource that FL facilities can utilize to assist with some of the administrative tasks required with the new program. Number of FL Leaders trained represents the number of new individuals that will go through this training in. The Provincial Golf Associations organize FLL training so we will need to work closely with each PA to ensure that these get executed. Recommended Threshold 150 total volunteers Recommended Target 225 total volunteers Coach New Competitor (CNC) is the coaching context that has been developed to provide education and training to the PGA member who is interested in working with and supporting club coaching, working with players who are new to competition and competing at the club or regional level. This training is conducted by the PGA of Canada so we will need to work closely with them to ensure we can influence this number. We currently have 143 PGA of Canada members trained at this context and this training is typically offered twice a year. Recommended Threshold 163 Recommended Target 193

5 2.3 HOST BEST IN CLASS NATIONAL AND AMATEUR CHAMPIONSHIPS The KPI is defined as receiving a report from each tournament chair along with staff recommendation to CEO for changes to be implemented in The target is to receive the report by October 31,, but no later than the December Board meeting. 3.3 PROVIDE OPPORTUNITYAND TRAINING FOR ALL VOLUNTEERS AND STAFF The KPI is defined as conducting a governance training session with the CEO, Board and SMT, along with a documentation of the roles and responsibilities of each group by the October Board meeting, but no later than the December Board meeting. 4.3 STRENGTHEN COMMUNICATION AND BRAND AWARENESS The goal is to increase the number of permission granted s in our CRM system. This represents the number of people that we have the ability and required user permission to communicate directly with via . Budget and target numbers are projections based on planned activities and include normal attrition through opt-outs (industry standard as baseline) Provinces agreeing to leverage CRM as their primary dataset. This number represents our success in convincing the PAs to leverage our CRM as their primary data tracking mechanism. Budget is based on efforts underway and target represents number of provinces that have expressed early interest.