2025-2030 Strategic Plan
Boyd Heritage Museum
The Boyd Heritage Museum, located in the historic Boyd Building (built in 1889) in Bobcaygeon, a community in Kawartha Lakes Ontario, preserves and interprets the legacy of Mossom Boyd, the "Lumber King of the Trent Valley," and his family. The museum showcases artifacts, documents, and exhibits that highlight the Boyd family's influence on the economic, social, and political development of Bobcaygeon and the Kawartha Lakes region. It also features Sheila's Art Room, the Lumber and Life Gallery, and a library/event space. The museum has three full time volunteer staff and an operational Board of Directors.
About the Village of Bobcaygeon
Bobcaygeon is a scenic village in the City of Kawartha Lakes, nestled between Sturgeon Lake and Pigeon Lake along the Trent-Severn Waterway. Known for its rich history, vibrant tourism, and arts community, Bobcaygeon is a popular destination for boaters, cottagers, and heritage enthusiasts. The village is home to cultural institutions like the Boyd Heritage Museum, Kawartha Settlers' Village, and Globus Theatre, and hosts seasonal festivals and events that draw visitors from across Ontario. Population of approximately 3,200, it was part of the provincial amalgamation of Victoria County and its 16 member municipalities into the new City of Kawartha Lakes January 1, 2001.
Strategic Planning Process
The museum opened its doors in 1998, sharing space with the Kawartha Lakes library- Bobcaygeon branch, Service Ontario and the Bobcaygeon Chamber of Commerce. The building was operated in a 60/40 agreement with the municipality supporting the building with capital improvements during this agreement. By 2024, the three organizations relocated to a new Municipal Service centre building on Hwy 36 and the Foundation assumed 100% responsibility of the building. The museum has worked through one full calendar year as sole occupant of the building. It has had time to experience the impact of the ending of its partnership with the City of Kawartha Lakes. The sole financial and physical responsibilities of the museum requires a strategic response to this new reality. The executive contacted the City's Economic Development Division and requested support to develop a strategic plan. Donna Goodwin, Economic Development Officer - Arts and Culture worked with the museum's strategic plan steering committee to undertake a 5 year strategic planning process. Strategic Plan Steering Committee members - Barb McFadzen, Carolyn Warren, Lynn Follett, and Wendy Hall The planning process began in late 2024. Activities included:
❖ Environmental Scan and situational analysis by CKL staff
❖ Vision and Mission exercise with the Boyd Museum Board
❖ Perception and Knowledge Survey through Survey Monkey shared through the CKL Economic Development Newsletter, emailed to museum membership
❖ SWOT analysis
❖ Focus group
❖ Individual interviews
Data was collected and collated with 3 Priorities and consideration for partnership opportunities revealed for discussion. Mission and Vision statements were developed through consensus.
Boyd Heritage Museum in Context
A. Sheila Boyd Foundation -The mandate for the A. Sheila Boyd Foundation, established 1984, is to preserve and maintain the Boyd Building (Bobcaygeon Ontario), its interior, exterior, and site as a unique and historically significant property; to establish, operate and sustain the Boyd Heritage Museum; to provide a place for cultural and heritage education, and partner with others to provide cultural activities. The board has identified museum objectives:
• to complete our five year strategic plan in conjunction with CKL in order to align with the city's strategic and cultural master plan
• promote cultural tourism
• to find new revenue both from fund raising activities and grant applications and room rentals
• continue to build our archival collection
• ongoing efforts at improving fund raising through musical events, High Teas, annual Antique Show, room rentals, book sales, Tea & Historical Talks (seminars)
• expanding our membership list, i.e., more corporate sponsors
• looking for cost savings in our operational budget through volunteer help
In the last five years, work at the museum has held steady and the volunteer staff have remained in place to manage the exhibits and complete archival work. Staff have shared that numbers for both volunteers and events indicate a slow decline.
The organization used to receive Young Canada Works funding to hire a summer student. This has not happened in the last three years. The physical footprint of the museum has also expanded into the former Service Ontario/Chamber office to the west and the library branch space to the east portions of the building. Part of the west wing is for short term rental for events/meetings/activities but not for permanent tenancy at this time. The other rooms have been used to expand the exhibit space of their permanent collection. The executive has successfully applied for operating support through the municipal Cultural Facilities Operational Support Grant (CFOSG) but have shared that is does not cover their operating costs to an extent where they can stabilize their financial responsibilities. The museum does not receive the provincial Community Museum Operating Grant (CMOG).
Current Collection and Exhibits
The Boyd Heritage Museum has a substantial collection of artifacts and archival information. Exhibitions are designed to share the story of the Boyd family and their industrial and domestic impact on the village.
The Artifact Collection contains a broad range of items including:
• Furnishings
• PersonaI Artifacts
• Tools & Equipment for Materials
• Science & Technology
• Tools & Equipment
• Communication Tool & Equipment
• Distribution and Transportation Artifacts
• Communication Artifacts
• Recreational Artifacts
The Archival Collection contains a broad range of items including:
• Paintings, prints, samplers, photographs,
• maps, charts, drawings,
• newspapers & clippings, magazines,
• scrapbooks, letters, post cards,
• films, cassette recordings, transcripts,
• programs, cards, membership cards, journals, posters, albums,
• booklets, books, bookmarks, recipes, school exercise books,
• stickers, flyers, handbills, calendars,
• phone records, ledgers, accounts, surveys, tickets, lists of volunteers, certificates, licenses, catalogues,
• minutes & financials, membership information, inventories, notebooks,
• blueprints, plans, bylaws, telegrams, reports, bills of sale & lading, guides, speeches,
• blotters, stationary, bookplates, stereographs.
The Art Collection contains a wide range of items including:
There is also a virtual 360 tour of the museum for those interested in seeing the collection before they reach out for more information. This tour can be accessed on the Regional Tourism Organization Eight (RTOS)'s and the ExploreKawarthalakes.ca websites.
Who attends and who volunteers?
The museum hosts multiple events each year which brings in thousands of people through the grounds and into the museum.
The museum also acts as an event stop or sets up booths at community events to extend their reach into the community. Statistics for museum and community events are outlined in the tables below.
The Plan
The culmination of this work is provided in the strategic plan presented here:
The Boyd Heritage Museum Strategic Plan 2025-2030
The five-year strategic plan is a synthesis of work completed by the Strategic Plan Steering Committee in collaboration with the museum board and community members. Facilitation of the plan was through the Economic Development Division of the City of Kawartha Lakes. Three priorities relate to the new mission and vision for the Boyd Heritage Museum. The financial and physical responsibility now shouldered by this volunteer organization is revealed during the strategic planning process. These realities are addressed in opportunities contemplated through other considerations. The partnerships consideration provides a roadmap to guide the museum through strategic decision-making activities intended to help secure a sustainable future for the organization. All priorities are equal in value and interconnected to achieve a successful outcome. Each Strategic Priority Area is activated through one goal supported through five actions intended to move the strategy ahead.
The Work
The Boyd Heritage Museum members met to work through the organization's Mission and Vision statements. It was felt that its focus on the Boyd Family was important. Many felt that the Boyd family's contribution to the establishment of the village as well as their legacy to this day should also be acknowledged. Discussion revealed the Boyd Heritage Museum's important role in the preservation of the cultural heritage sector in part of the city. Its' strategic priorities, objectives and actions align with municipal plans optimizing a coordinated effort towards sectoral success. A new Mission and Vision statement was developed:
The Mission
The Boyd Heritage Museum will collect, exhibit, share and interpret artifacts and documents to demonstrate the contribution of the Boyd Family to the lumber industry and the development of Bobcaygeon.
The Vision
The Boyd Heritage Museum, through the collection and preservation of artifacts and archives tells the story of Bobcaygeon through the lens of the Boyd family and their legacy.
Community Survey
Eleven questions were asked by electronic survey through the Economic Development Newsletter and by email to Chambers of Commerce and other organizations. Topics covered included impression, access to events, frequency of visits, and understanding of its mandate. 32 responses were received.
SWOT Analysis
A SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is a strategic planning tool used to identify all possible internal and external factors affecting the success of an organization. Boyd board members and volunteers were asked to go through a SWOT analysis, sharing what they thought were the strengths and weaknesses of the museum today along with possible opportunities to build on and threats to its current activities and structure.
Strengths:
• Knowledge of staff
• Personal tours
• The history of Boyd and Bobcaygeon
• Rental space
• Fabulous displays and artifacts
• Great location
• Curator
• Layout of museum
• Ambience of building, interior and exterior location
• Promoting events
• Social media website Facebook, virtual tour
• Some partnerships
• Archivist
• Art room
• Unique heritage building
• Indigenous displays
• The way our story is told
• Layout of the museum
• Ambience, location, knowledge
• Consistent officers for guidance
• Have a board which has been together for a long time
Weaknesses
• Knowledge of staff - no succession planning
• Lack of new members •
Lack of volunteers for events at the museum
• Overload of donations
• Negative feelings from volunteer to do tours
• Money - capital/operational
• Funding for digital tours
• Struggling with the internet and other tech
• People in surrounding area don't know about the museum
• Poor communication between office and board
• Being a director should be an honour
• Need funding - a marketing/advertising budget
• Entrance is dark - need something more welcoming
• The board is not all on the same page
• We are not making enough money
• No clear understanding of our corporate governance or mandate
• Where are our board members?
• Need better communication with our partners ie City, Chamber of Commerce
Opportunities
• RTOB Trail Towns
• More events that celebrate the collection/building
• Succession planning
• Digital tours/digital collection
• Find an avenue that provides financial support yearly
• More advertising
• Partner with other groups/businesses
• Fundraisers
• Attract younger directors
• Open to public schools and partnerships
• Hire an office manager
• More signage outside opportunity for greater street visibility
• Current task analysis
• Create a business plan
• More membership
• Link activities with the new cultural and economic focus at the city
• Showcase museum art room
• Public school tours
• Special events
• Be involved with other organizations:
o Globus Theatre
o Impact 32
o Bobcaygeon Chamber of Commerce
o Kawartha Settlers Village
Threats
• Succession planning
• Age of board members and volunteer staff
• Loss of interest in museums
• Continued fall out from COVID
• Funding and lack of funds
• Division on board
• Lack of participation of board
• unpaid staff
• Climate change - emergency planning, artifact care, care of building
• Next generation (Gen x and Millennials) not volunteering
• Burn out - few doing many things
• Technology/digital services not available/ not used/not understood
A Focus group was held to expand participation to the community. Invitations were sent to 30+ individuals, businesses and organizations. 22 individuals attended the focus group. Five interviews with invitees unable to attend were completed by Lynn Follett, steering committee member. Their answers were included in the infographic below.
Four questions were asked of through this interactive process:
1. What are some of BHM strengths and weaknesses?
2. What are the barriers /challenges to visitor engagement?
3. What are your needs and expectations from a museum perspective?
4. What are current perceptions and experiences with BHM?
The evening ended with a list of possible Quick Wins to invigorate things:
• Increase reviews of Trip advisor
• Highlight the Buffalo head
• Interpreters in costume
• Associated- link with business community- get boosters
• Programming to link with themes, use of the building: Adult story time, host euchre/game nights, start a book club linking it to the former use of the building as a library branch and their book sale fundraisers out on display when the museum is open.
Strategic Priorities Strategic Priority 1:
Strengthen Community Engagement and Visibility Objective 1.1: Increase public awareness and participation in museum activities
Action I Details I Estimated Hours (Yearly)
1. Launch a quarterly e-newsletter and improve social media presence I Design a newsletter template, gather content, schedule posts, and manage engagement on Facebook and Instagram. I 80 hrs I
2. Develop partnerships with local schools I Create curriculum-linked programs, contact educators, and host school tours. I 60 hrs I
3. Create seasonal and rotating exhibits I Plan, design, and install 2 themed exhibits per year. I 120 hrs I 4ff Host interactive events I Organize monthly events like book clubs, game nights, and storytelling. I 100 hrs I 5ff Improve signage and wayfinding I Design and install new signs, collaborate with local businesses and tourism offices. I 40 hrs I
Strategic Priority 2:
Ensure Financial Sustainability and Operational Efficiency Objective 2.1: Diversify revenue streams and optimize use of museum space
Action I Details I Estimated Hours (Yearly)
6. Rent out underutilized rooms I Promote space, manage bookings, and maintain facilities. I 60 hrs I
7. Apply for grants I Research, write, and submit 4-6 grant applications annually. I 100 hrs I
8. Establish annual fundraising calendar I Plan and execute events like High Teas, Antique Shows, and Fashion Shows. I 120 hrs I
9. Develop a sponsorship program I Create sponsorship packages, reach out to businesses, and manage relationships. I 80 hrs I
10. Create a business plan I Draft a 5-year financial and operational roadmap. \ 40 hrs
Strategic Priority 3:
Build Organizational Capacity and Volunteer Infrastructure Objective 3.1: Strengthen governance, volunteer engagement, and succession planning Action I Details I Estimated Hours (Yearly)
11. Recruit and train a Volunteer Coordinator I Define role, recruit, and on board a coordinator. I 40 hrs I
12. Develop a volunteer database I Collect info on skills, interests, and availability. I 30 hrs I
13. Offer regular volunteer training I Host quarterly training and mentorship sessions. I 40 hrs I
14. Clarify board roles and responsibilities I Create role descriptions, meeting schedules, and expectations. I 30 hrs I
15. Attract younger board members and volunteers I Use social media, local schools, and community events to recruit. I 60 hrs I
Other Considerations based on participant feedback and sectoral research
4. Partnerships
4a. A partnership with another cultural facility /historical society /nonprofit organization could offer shared staffing, joint programming, and combined fundraising. Challenges include aligning governance and balancing historical narratives. A working group and pilot events are recommended. A partnership or administrative merging could offer:
Benefits:
• Shared staffing and volunteer resources
• Joint marketing and programming ( e.g., heritage festivals, school tours)
• Combined grant applications and fundraising efforts
• Cross-promotion to increase visitor traffic
Challenges:
• Aligning governance structures and mandates
• Balancing distinct historical narratives
• Managing shared financial responsibilities
Next Steps:
• Initiate a joint working group to explore collaboration models
• Pilot shared events or ticketing to test visitor interest
• Assess legal and financial implications of a formal merger
4b. Support through the City of Kawartha Lakes
Re-establishing a formal relationship with the City could provide operational support and strategic alignment. Administrative/Curatorial with the City of Kawartha Lakes The City of Kawartha Lakes (CKL) previously partnered with the A. Sheila Boyd Foundation through shared space and operational support agreement. The city managed the interior space of the building that included the library and Service Ontario and provided exterior activities such as snow removal and lawn maintenance. Since 2025, the museum has operated independently. Reestablishing a formal administrative relationship could:
Benefits:
• Provide access to municipal funding, maintenance, and marketing
• Align museum goals with CKL's Cultural Master Plan
• Increase visibility through city tourism channels
Challenges:
• Potential loss of autonomy in programming and operations
• Need for formal agreements and reporting structures
Next Steps:
• Initiate discussions with Ward Councillor, municipal staff and City Council
• Presentation to City Council sharing the findings of the strategic plan
• Propose a Memorandum of Understanding (MOU) outlining shared goals
• Explore inclusion in CKL's heritage and tourism funding streams
Review and Reporting Strategic Plans need to be monitored on a regular basis. Each year, an assessment of work completed should be summarized for review and reporting to its members and partners.
The Boyd Heritage Museum executive team will report the results of strategy implementation in three ways:
1. Annual General Meeting - a yearly, year in review will be provided to its membership during its Annual General Meeting. A report card of implemented actions and how they met the strategic objectives will be shared for review and discussion
2. City of Kawartha Lakes - an annual report sharing the yearly activities of the museum will be provided to the city. Using data sets to explain the work and the connection to the municipal strategic plan, the executive will provide a detailed analysis of its progress to date and its focus for the next calendar year.
3. Membership and general public - the executive will continue to share activities and priorities with its membership and the public through its quarterly newsletter. Posting on line and available electronically, a summary of the deliverables met to date and activities for the coming months will be provided. This same information will be provided through updates to its the website.
Download the 2025-2030 Strategic Plan