Barrie Curling Club Strategic Plan 2017-18
TABLE OF CONTENTS
Section Title
Executive Summary 1.0 Introduction 2.0 Strategic Context 3.0 Mission 4.0 Vision 5.0 Analysis of Factors 6.0 Lines of Operation 7.0 Goals and Targets 8.0 Analysis of Risk
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EXECUTIVE SUMMARY
This strategic plan is intended to guide the governance, planning and operations of the Barrie Curling Club by providing the Board of Directors with an overarching mission and by establishing the lines of operation, targets and prioritized resource allocation necessary for continued, long-range success. It is focused on the immediate fiscal year and near five-year horizon but also with intention to identify beyond-the-horizon intentions. In establishing the broad resource allocations, the strategic plan also informs the Budget, which then itemizes the detailed spending intentions for a specific fiscal year (FY). The annual Management Review shall include an assessment and update of the Strategic Plan.
The mission of the Barrie Curling Club is to conduct curling leagues, bonspiels and instruction for curlers of all ages from youth to senior, and from all levels from beginner to advanced, and from recreational league to the competitive level.
The vision of the Barrie Curling Club is to promote and develop a range of curling opportunities for all age groups and abilities, whilst being the regional club of choice that attracts curlers in central Simcoe County. Barrie Curling Club strives for excellence in member satisfaction by offering excellent curling ice, a welcoming lounge, quality kitchen service and enjoyable special events. Throughout, the Board of Directors and Management will strive for effective, frequent and informative communication with its members about activities, events, accomplishments, decisions and plans.
The Barrie Curling Club has established the following lines of operation:
Curling Activities Non-Curling Activities Membership Finance Infrastructure Food and Beverage
PRESIDENT’S INTENT
As President of the Barrie Curling Club, my intent is to continue our tradition for excellence in the curling community and long history as a successful and popular sports club, among the best in our city. By espousing the values of camaraderie, sportsmanship, mutual respect, continued individual learning and skill development our club will provide a centre of excellence for the sport of curling in central Simcoe County. While we are focused on member satisfaction and retention, our club promotes enjoyment of our favourite pastime of curling. I also encourage our members to strive for achievement in competition through representation of the Barrie Curling Club during their participation in play downs through regional and provincial levels. Although we are a business, we are highly reliant on the generous efforts of our many member volunteers who carry the greatest workload in planning, organizing and conducting our curling leagues, our bonspiels, our fundraising and our special events. Those volunteers are our centre of gravity. Without them we would not be a viable club or business, so I thank each and every one. In order to provide the strategic direction necessary that will set the conditions for continuing over-the- horizon success, I intend to pursue a management path toward the following major goals within the near five-year horizon:
Curling Activities: Increased curling programs for members and maximized usage of available ice time;
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Non-curling Activities: Continued level of commitment toward special events for members; increased rental of ice surface, ice shed and lounge;
Membership: Growth of membership numbers through increased attraction and reduced attrition; increased and improved internal and external communications; increased member satisfaction; increased and improved recognition of volunteers; greater Club visibility in the City of Barrie and County of Simcoe; enhanced liaison with surrounding area curling clubs;
Finance: Revenue generated to satisfy members’ needs for successful and enjoyable curling and related activities, and an improved overall financial position that preserves and generates reserves for infrastructure enhancement and renewal;
Infrastructure: Implementation of necessary enhancements, upgrades, renewal and replacement of aging major components and consideration toward renovations for accessibility; and
Food and Beverage: Expanded and enhanced kitchen service that not only offers greater member satisfaction and convenience, but generates additional revenue.
David Horie President 2017-2018
September 2017
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1.0 - INTRODUCTION
1.1 General
The Barrie Curling Club, hereafter known as BCC, located at 175 Essa Road, is a private not-for-profit business owned and operated by its members under the direction of an elected President, Board of Directors and a management team assisted by member volunteers for the purpose of conducting the sport of curling.
BCC was incorporated by Letters Patent issued by the Lieutenant-Governor of Ontario on December 1, 1949 (amended by Supplementary Letters Patent dated August 30, 1972 and June 25, 20131) for the purpose:
a. Of the establishment and operation of a club for promoting and encouraging curling and such other games as can conveniently be conducted or carried on in connection therewith;
b. To arrange curling matches and competitions and establishing and granting prizes, awards and distinctions; and
c. To foster goodwill and sportsmanship.
BCC operates in accordance with By-Law Number 11, adopted at a General Meeting of its members November 24, 2013.
Lease – BCC owns its building, but leases the land for the building and surrounding parking area from Osmington Inc. on a long-term basis of 99 years, expiring in November 2051, at which time the Club is eligible to trigger an automatic 99-year extension to 2150. Presently, the annual rent paid is $7648. Additionally, the Club is recipient of a $20,000 interest-free loan from the Barrie Agricultural Society with no fixed term for repayment, except that it must be paid in full when the building is sold or the lease terminated.
We have a year-round facility, thanks to a cement floor in the ice shed and an air-conditioned lounge, allowing the Club to host a variety of non-curling events for members and their guests for banquets and special events.
Curling leagues at the recreational level are established for both youth (junior) and adults (senior), for men, women and for mixed gender. The Club and its members are members of the Ontario Curling Association (OCA).
This strategic plan is intended to guide the governance, planning and operations of the Barrie Curling Club by providing the Board of Directors with an overarching mission and by establishing the lines of operation, targets and prioritized resource allocation necessary for continued, long-range success. It is focused on the immediate fiscal year and near five-year horizon but also with intention to identify beyond-the-horizon intentions. In establishing the broad resource allocations, the strategic plan also informs the Budget, which then itemizes the detailed spending intentions for a specific FY. The annual Management Review shall include an assessment and update of the Strategic Plan.
1 Supplementary Letters Patent June 25 2013 authorized a business name change to Barrie Curling Club, dropping the word Limited, as required with the conversion to a non-share corporation. However, BCC remains as an incorporated entity subject to the Not for Profit Corporations Act.
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1.2 Review of the Strategic Plan
The Strategic Plan shall be reviewed annually by 15 April, during a Management Review meeting in preparation for the General Meeting. The Management Review meeting is to be chaired by the President and attended by the Board of Directors and any other key persons deemed necessary. Minutes of the meeting discussions shall be maintained and submitted for presentation to the membership at the AM.
The Director of Strategic Plan, assisted by the Manager and Board of Directors (each for their area of reporting responsibility) shall:
a. Collect records for review, including; 1) Monitoring and measuring reports (e.g. targets, financial reports, management reports, Minutes); 2) Funding awards; 3) Progress reports for targets; 4) Follow-up actions from previous management reviews; and 5) Changing circumstances at BCC. b. Prepare and distribute the agenda; c. Prepare and distribute Minutes of the meeting.
It shall be determined:
d. If BCC objectives and targets were met; e. If the mission statement was met; f. If the Strategic Plan was effective; g. If there are circumstances such as changing activities or legal or other requirements that may impact on elements of the strategic plan; h. If changes to the Strategic Plan are required, including mission statement, goals and targets; and i. How to improve the performance and efficiency of BCC.
1.3 History
The following short history was extracted from a synopsis, researched and prepared in 2009 by Mr. Gord Clark. His longer version history is found on the BCC website.
The genesis of our club was the original Barrie Curling and Athletic Club, formed and chartered in 1877. Their facility was built in 1899 on the current site of Barrie Collegiate. In 1902, the Barrie Curling and Athletic Club was incorporated and built a new four-sheet rink on the corner of Clapperton and Sophia Streets that was shared with the Barrie Thistle Club. In December 1931 the Thistle Club proposed amalgamation of the two clubs to be known as the Barrie Curling Club, and the executive directors of the two clubs hence adopted the motion, giving both clubs equal representation. In May 1947 Harry Armstrong was appointed Chairman of the Barrie Curling Club Building Fund with a mandate to make plans and raise funds for a new and modern curling rink. In January 1949 the Club approved a request from the ladies of the Town who were interested in forming a ladies curling club and that they be allotted time to curl. On December 1, 1949 Letters Patent issued by the Lieutenant-Governor of Ontario incorporating the Barrie Curling Club (BCC) were granted to the provisional Directors of the Company. When the site permit for the intended new site was rejected by Town Council, the Shareholders approved an offer by the Barrie Agricultural Society on June 15, 1950 to lease the Club a site on their newly opened fair grounds at 175 Essa Road, provided the Town Council would bear the expense and assume the risk of moving the steel girders and lumber that was on the site adjoining the arena, and provided the Council
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2.0 –STRATEGIC CONTEXT
2.1 General
As with most not-for-profit businesses, there are constant challenges to maintaining financial viability. Rising operational costs need to be balanced with revenues, particularly membership fees, which are reasonable and manageable for our members. Our club must operate within a competitive marketplace in which the general public, who are potential members, have several options from which to choose not only their sport, but their club. With an aging facility there is a constant need for infrastructure renewal and upgrades to keep pace with municipal or provincial regulations and user expectations for safety, comfort and utility. While the club is well managed, we face considerable financial pressures as we move towards meeting these challenges.
3.0 – MISSION
3.1 Mission
In order to derive and understand the mission, an organization or business must identify its mandate and its core activity, whilst also taking into account the reasons why the mission is conducted. Fundamentally, BCC represents not just a business, but also a collection of sports-minded people who have come together in order to participate in curling. This curling facility is not publicly funded, it is privately-funded and therefore the members of BCC have raised and maintained the building and all associated infrastructure in order to have an ice surface on which to play the game, and a clubhouse in which to socialize.
BCC provides curling leagues, bonspiels and instruction for curlers of all ages from youth to senior, and from all levels from beginner to advanced, and from recreational league to the highest levels of competition leading to provincial or national championships. Meanwhile, our facility affords us the opportunity for revenue generation by our members and guests from non-curling or non-club activities that use the ice surface, the concrete floor in the ice shed or the clubhouse lounge. Whilst these activities are not our core business, nor the raison d'être, they do factor into our lines of operation in support of the primary activity of curling.
The mission of the Barrie Curling Club is to conduct curling leagues, bonspiels and instruction for curlers of all ages from youth to senior, and from all levels from beginner to advanced, and from recreational league to the competitive level.
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4.0 – VISION
4.1 Vision
The vision of the Barrie Curling Club is to promote and develop a range of curling opportunities for all age groups and abilities, whilst being the club of choice that attracts curlers in central Simcoe County. Barrie Curling Club strives for excellence in member satisfaction by offering excellent ice, a welcoming lounge, quality kitchen service and special events. Throughout, the Board of Directors and Management will strive for effective, frequent and informative communication with its members about activities, events, accomplishments, decisions and plans.
5.0 – ANALYSIS OF FACTORS
5.1 General
In order to develop a strong business strategy, we must critically analyze those factors comprising the environment and our organization having significant impact on our curling operation and our business in general. This analysis will allow us to logically derive a mission, lines of operation and goals, and then in turn determine appropriate resource allocations. This analysis allows us to develop short-term and long- term strategies that maximize the positive influences on the business while minimizing the effects of the negative influences.
A useful tool for this analysis is the Strengths, Weaknesses, Opportunities and Threats Analysis, or “SWOT”. Generally, factors internal to our organization or business are examined to identify our strengths and our weakness. Meanwhile, factors external to our organization or business are examined to identify opportunities we might exploit to our advantage, and threats that could jeopardize or degrade accomplishment of our mission.
Strengths describe positive attributes, both tangible and intangible. They are within your control to employ towards accomplishment of the mission. Strengths describe what your organization does well, what advantages you have over your competition and what aspects of your organization add to its value.
Weaknesses are aspects of your organization that detract from its value or place it at competitive disadvantage. These may need enhancement, reinforcement or improvement in order for you to achieve objectives, to compete against others or to face the environment in which you operate. Some, many or all weaknesses could be within your control to bolster or at least mitigate.
Opportunities are posed by external factors, allowing your organization to exploit to advantage. Sometimes opportunities are ongoing, while sometimes they arise for only a limited window of time. In other words, you might ask how critical your timing for action is.
Threats are posed by external factors beyond your control and may require your organization to face inevitable consequences. However, with sound contingency planning, you may reduce the impact of threats and sometimes even position your organization to benefit from following alternative paths. In order to understand and analyze threats, you must realize your operational environment and your competition.
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5.2 Assumptions
This analysis and resulting plan is predicated on the following assumptions. Each of these must be reviewed annually, or more frequently, to reconfirm their validity.
a. The Club will not be required to enter into any mortgage throughout its lifetime; b. Paid adult membership will not drop below 500 persons; c. Club infrastructure will not suffer a major catastrophic loss or breakdown within a five-year horizon (2022); d. The Club will not move into a new facility within twenty years (not before 2037); and e. Development or sale of the surrounding former Barrie Agricultural Society property will not impact on Club operations.
5.3 Internal Factors
a. MEMBERSHIP;
Membership is directly correlated to revenue and represents a significant financial basis for the Club’s ongoing existence. See financial analysis; Average number of members (2012 to 2014 statistics) is 606, of which 59 were Juniors or Little Rocks; Although high school curlers pay a fee of $90 through their respective school for participation in a league operated by Georgian Bay Secondary School Athletics (GBSSA), they are not considered members of BCC. In order to have membership status, they instead would have to join the BCC through payment of the fee applicable t juniors; Average number of new adult members annually is 74; Assuming that potential new members intend to curl at least once per week in a league, and they are generally not attracted to merely sparing, then total membership will be limited by our capacity to absorb all members into league play; and Capacity for the following additional member types is theoretically unlimited: Practice, Social (non-voting) and Spare.
Strengths – Membership number is sufficiently large to continue curling operations at current scale; BCC is well established in the community with a long history; and Some leagues are still growing in number, although some do have static or slightly declining number in comparison to other years.
Weaknesses - Membership is 90% adults, whilst Junior and Little Rock program are smaller than found at most other clubs. Further, anecdotal evidence suggest that a very low percentage of our adult members are graduates of the BCC junior program – or from any junior program (having begun the sport as an adult).
Deductions – Ideal membership target is 700 (based on the industry rule-of-thumb of 100 members per sheet of ice), representing an increase of approximately 94 members from current size);
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Given that capacity is available now to absorb, there is no imperative to stage the membership growth over a period of years, however by staging target growth BCC can focus efforts towards realistic and manageable numbers; Capacity – BCC could explore additional opportunities to expand capacity using surplus ice time which might be identified; Junior program should be increased in size and scope in order to “feed” our adult membership. This could entail attracting more junior curlers, emphasizing that high school curlers should join BCC as members, encouraging a vibrant junior league, promoting BCC junior teams into competition through zone, region and provincial play downs, facilitating development of junior curlers through expanded coaching cadre, solicitation of more volunteer instructors and participation of Coach-identified/ selected junior curlers as spares in adult leagues; and We would benefit financially from attraction of more Practice, Social and Spare members.
b. MEMBER RETENTION;
Retention will be affected by various factors such as member satisfaction, loss of interest in the sport, employment, change of residence, death and so forth. Of these, it is member satisfaction over which the Club has the greatest opportunity to influence; To understand the extent of member satisfaction, BCC needs to periodically canvass or survey about concerns, complaints, ongoing issues, areas for improvement and desires; BCC requires extensive data on its members in order to understand demographic aspects, therefore the Manager should maintain a detailed nominal roll having data such as age, emergency contacts, previous experience, and qualifications (e.g. coach); Members need to know what’s going on in their club. Frequent informative internal communications between Board of Directors and Management to members is essential to member awareness, satisfaction and retention. As such, it is important that the Board develop and maintain a communications plan that includes: o Website; o Email; o Newsletters; o Multiple social media channels; o Signage; o Demonstrations; and o Member information package, provided annually in the fall. Member satisfaction might be increased or maintained by BCC offerings such as: o Greater support and fostering for competitive teams through: . Instructional clinics for individual advanced performance; . Recognition and celebration of accomplishments; . Increased opportunity for practice time; . Development and support of OCA-qualified coaches; and . Solicitation of more volunteer instructors. o Opportunity for development of curlers at all skill levels through instructional clinics; o Opportunity for development of interest and curling skills of Junior curlers by participation of Coach-identified/ selected junior curlers as spares in adult leagues; o Opportunity to participate in the Curling For Life program, as approved by Curling Canada;
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o Implementation of web-based online applications, resulting in user-friendly ease of use, electronic payment, enhanced data capture for nominal roll; o Recognition of members for their community activism; and o Recognition of volunteers. Members seek high quality ice for the best curling play. In part, this is achieved through employment of a trained, experienced ice technician but also through member education that reinforces individual responsibilities to limit outdoor footwear to the main entrance, to keep curling shoes and grippers clean and in good order, to wear non-shedding clothing. Additionally, the Board includes Directors responsible for ice quality and decision-making in liaison with the Ice Technician and Manager, and in consultation with member comments received via a comment sheet.
Strengths – Surveys conducted prior to 2015 indicate a high degree of member satisfaction across all age groups; We have some experience in managing a website, social media and newsletter; We have several years of success having high quality curling ice; We have frequent successful, enjoyable and fun social events that have grown in participation since 2013.
Weaknesses - BCC currently has just a small number of OCA-qualified coaches, but these are insufficient to meet the demands of instructional clinics (for youth, beginners or advanced curlers alike) and supervision/ development of Little Rock or Junior programs.
Deductions – Consider the introduction of a new competitive curling league; In order to achieve greater member satisfaction and competitive success, to further develop the Junior program, maintain the development league and fully staff the Curling for Life program BCC would need to spur the development and qualification (to OCA standards) of more coaches and to solicit more volunteer instructors; Continue with implementation of the Curling For Life program; Continue to enhance and improve the BCC website with detailed information about the Club, its Board of Directors and Staff, kitchen, bar, fundraising activities, events, leagues, OCA play downs and so forth; Recognize volunteers, using options such as newsletter articles, newspaper articles in local papers, photo and plaque in the lobby, photo and story on website, certificates of appreciation, awards presented at annual general meeting or dinner; and Provide training to volunteers.
c. MEMBER ATTRACTION;
Additional members would be attracted by BCC offerings such as instructional clinics; Additional members would be attracted if the Club increases visibility to the general public through participation in municipal events (parades, fairs and shows); and BCC must project the image to the general public that we are the “club of choice” when it comes to curling options in this region.
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Strengths – We have a well-established presence of several decades of continuous operation in the community; Our facility is centrally located within the City of Barrie with easy highway access, good street frontage and adequate parking; A Learn to Curl program and follow-on Development League were introduced during the 2015-16 season with great success, resulting in the attraction of many new curlers whilst offering an excellent opportunity for experienced curlers to advance their skills as Skip or Vice; We offer curling for all ages from Little Rocks to Seniors and all levels of curling expertise; We offer a positive and air conditioned environment that enables us to use the lounge and dining room, year round; and Our bar facilities and kitchen provide excellent service to the members.
Weaknesses - There are several other nearby curling clubs within the region, offering people a choice where to seek membership; and We are not located nearby any high school, which challenges attraction of their athletes to our sport if the distance to travel to our facility discourages them. For this reason, and also that the high school curling program is limited in time allocation (just once weekly), athletes face the temptation to choose other sports.
Deductions – Participate in or provide representation to local municipal events such as Santa Claus parade, Celebrate Barrie, festivals, shows and so forth; Continue to provide instructional clinics for new curlers, and if possible increase their frequency; Continue to conduct a Learn to Curl program and Development League; Conduct an Open House event for the general public, annually or more often, ideally on Family Day, allowing visitors to try curling; Increase, or facilitate the increase of, the scope of the high school curling program in order to raise visibility of curling in the community, to attract more Junior members and to eventually result in attraction Junior graduates into our adult leagues; and Membership, comprising satisfaction, retention and attraction represents significant activities along a major line of operation.
d. FINANCIAL – INTERNAL
BCC is a not-for-profit entity and as such our annual budget is “near break-even”, meaning that expenses generally equate to revenues – or nearly so. As such, barring provincial or municipal grants or the occasional profit resulting from hosting of a major event, BCC typically will not raise significant surplus revenue towards the building of reserves – with the exception of a $25 levy towards each adult member annually for the Capital Fund to be used for major building projects (repairs, renovations, renewals, upgrades and enhancements); Member fees –typically, member fees account for about 38% of all income, and this represents the single largest source of income; Current member fee rates are taken to represent nearly the maximum tolerable, whilst higher rates may adversely impact on the attraction or retention of members. That being said,
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however, rates should be reviewed and scrutinized towards the raising of additional revenue and keeping up with rising operational costs; Income – Typical income generation sources include: o Membership fees o Bar revenue o Kitchen revenue o Rentals o Advertizing o Club member fundraising o Capital Fund o Investment interest Operating Costs – Typical operating costs include: o Salaries and wages o Building and depreciation o Utilities o Bar expenses o Kitchen expenses o Ice maintenance o Office o Advertizing o Legal and accounting o OCA dues o Telephone and cable Advertizing expenses for BCC include media, printing, and signage; Building expenses include repairs and maintenance, building permit drawings, supplies, garbage disposal, alarm system, janitorial and cleaning, snow removal, equipment maintenance, insurance and other maintenance; Rental income arises when the Club is used by members and guests for curling or non-curling activities (such as banquets, weddings, parties, trade shows or other events). This revenue source leaped higher for summer period once air conditioning was installed in 2013 – without which use of the upstairs lounge had become unbearably hot; Bonspiels and special events – the Club conducts about eleven special events (bonspiels and two golf tournaments - one in fall, one in early summer) annually. Their overall net profits are typically channelled into “Club Fundraising Revenue” where they are in turn are applied to specific purposes for member enjoyment and comfort; OCA dues – as a member Club of the OCA, BCC must pay annual dues for every adult and junior member; and Large events – examples: Ontario Tankard, Grand Slam of Curling, and Tournament of Hearts. BCC has occasionally hosted large curling events, such as the 2013 Ontario Tankard (held at Barrie Molson Centre). Although they represent a tremendous amount of work for the Chairperson and organization committee, these events present unique opportunities for significant revenue generation, potentially with net gain in the (several) tens of thousands of dollars.
Strengths – BCC raises sufficient income to offset operating costs; and We benefit from the help of a committed core of volunteers who contribute hundreds of hours of service every year, whilst avoiding the expense of labour wages.
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Weaknesses – Income typically is insufficient to generate much, if any, growth of reserve funds; We are highly dependent on volunteers – our own members – to work in support of operations, curling and other activities; We are highly dependent on fundraising by our members; and Daytime ice usage is below maximum capacity.
Deductions – Increase the usage of daytime ice and lounge through rentals in order to increase income; Fundraising activities must continue, or even increase; Explore potential for fundraising outside BCC membership, in other words going into the community (subject to applicable laws and municipal bylaws); Consider planning bonspiels and golf tournaments to generate more profits; Exploit several areas for additional revenue, such as: advertizing, sponsorships, kitchen, maximized rental capacity of curling ice and lounge/kitchen; Increase advertizing income by offering “bundled” packages for promotion on the ice surface, on the wall of the ice shed, newsletter and website; Explore potential new revenue sources, examples: o Host member-sponsored seminars attended by outside organizations or agencies; o Host OCA clinics and seminars, such as coaching clinics; o Renting of parking space; o Host sports events; o Host shows (such as trade shows, craft shows, antique shows); o Selling of naming rights to the building; o Additional sponsorship opportunities; o Host and organize an outdoor curling bonspiel, open to the public, during Barrie Winterfest, and seeking funding support from the City Council; and o Host large OCA or Curling Canada-sponsored curling events such as Ontario Tankard, Grand Slam of Curling and Tournament of Hearts. Communicate and advertize to members the services offered by the kitchen, including the posting of the menu throughout the club and on the website; Finance, both internal and external, represents significant activities along a major line of operation; Food and Beverage represents significant activities along a major line of operation; Curling activities represents significant activities along a major line of operation; and Non-curling activities represents significant activities along a major line of operation.
5.4 External Factors
a. LEGISLATIVE, LEGAL AND POLITICAL
As a business, BCC must operate within the regulatory framework of Canada, the Province of Ontario and the City of Barrie; “For profit” businesses in Ontario are required to comply with laws on accessibility requirements. BCC as a private club and not-for-profit organization may optionally do so. For more information, see Ministry of Economic Development, Employment and Infrastructure
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website, http://www.mcss.gov.on.ca/en/mcss/programs/accessibility/. BCC is committed to excellence in serving all members, customers and guests, including those with disabilities. Our Accessible Customer Service Plan is found on the Club website; and BCC must comply with all applicable laws for businesses concerning labour, safety, health, building code and so forth.
Opportunities – none noted at this time
Threats –none noted at this time
Deductions – none noted at this time
b. REGULATORY
The Ontario Curling Association (OCA) is the primary regulatory body that establishes policies and procedures for the sport of curling in the Province of Ontario. The OCA has jurisdiction over competitions at Zone, Region and Province-level. The role of the OCA is to encourage and facilitate the growth and development of curling in cooperation with its network of member curling clubs and other curling associations.
BCC maintains a membership as a club within the OCA, with friendly relations. As such, BCC nominates a representative to attend and interface with OCA on a regular basis; and BCC is required to contribute individual curler annual dues to the OCA.
Opportunities – BCC has the right as a member of the OCA to pursue hosting of regional and provincial championships which in turn may lead to revenue generation and attraction of new members; and BCC may seek the support of the OCA towards our applications for provincial grants and towards municipal funding for hosting of local events.
Threats – none noted at this time
Deductions – Seek the support of the OCA towards our applications for provincial grants and towards municipal funding for hosting of local events; and Seek to host large OCA or Curling Canada-sponsored curling events such as Ontario Tankard, Grand Slam of Curling and Tournament of Hearts.
c. THE CURLING “MARKETPLACE”
BCC operates within a regional market of several curling clubs that are in direct competition for members, advertizing or sponsor revenue, and hosting of inter-club competitive leagues. These other clubs are found in Stroud, Alliston, Bradford, Orillia, Penetanguishene, Midland, Coldwater, and Elmvale.
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Opportunities – This close proximity to other clubs presents a favourable opportunity for close relationship with fellow curlers and fellow businesses of similar nature, offering sharing of ideas, and other forms of mutual support in the form of: o Sharing of instructors and coaches; o Sharing of surplus ice time; o Sharing of maintenance equipment; o Collaboration towards inter-club bonspiels or leagues; and o Joint hosting of major curling events.
Threats - Competition for members; and Competition for advertizers and sponsors.
Deductions – Remain abreast of the local and regional curling environment; Establish and maintain frequent liaison (external communications) with other clubs; Maintain participation in local and regional alliance organizations such as the Barrie-Simcoe Sport Alliance and the Barrie Chamber of Commerce; and Proactively pursue corporate sponsorship and advertizing, emphasizing BCC as the curling club of choice in the region.
d. FINANCIAL – EXTERNAL
BCC’s financial position, income, expenses and growth are all subject to variations in the financial sector that may reflect as lending rates, mortgage rates, interest on investments, property taxes, business taxes, fines, utility costs, labour wages and insurance; BCC carries insurance for liability and property; Given that BCC revenue typically nearly matches expenses, leaving little significant annual wealth growth, we are reliant upon grants for execution of major expenditures, especially for infrastructure upgrades, improvements, renewals and renovations. The primary outreach for grant money is to the various programs of the provincial government. However, such granting of funds is not guaranteed, and not always approved; We face ever-increasing costs of utilities, fuel, electricity and water; We face ever-increasing costs of labour wages; and We face ever-increasing costs of service contracts for repairs and renovations.
Opportunities – none noted at this time.
Threats - Increasing taxes (only those applicable to not-for-profit organizations), utility costs, wages, improvements, repairs, upgrades; and Potential refusals of applications for grant monies.
Deductions – Seek the support of the City of Barrie, and possibly County of Simcoe for applications for grant monies (note that OCA no longer offers grants); and Need to maintain sufficient reserve funds for contingencies that may arise.
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e. INFRASTRUCTURE
BCC’s main structure was built in 1952, and is now 65 years old. It is an aging facility that requires extensive maintenance, repairs and upgrades of all types; Of particular interest is the equipment system supporting the production and maintenance of curling ice. This includes compressors, pumps, tanks, refrigeration equipment and coolers. These are mostly original, aging equipment with limited lifetimes. For the purpose of this analysis, it is assumed our equipment will not suffer catastrophic failure or require replacement of any major components within a five-year horizon (2022), however it all requires extensive, ongoing and routine maintenance – some of which is very costly. Most equipment items will require eventual replacement, and consideration as funding becomes available. Ice maintenance, including seasonal start up, represents a significant portion of annual operating costs; and The master, prioritized list of necessary repairs and upgrading is maintained by the Manager in consultation with the Board of Directors.
Opportunities – As certain infrastructure components age or fail, they may be replaced with upgraded or newer-design items that offer greater energy efficiency and cost savings.
Threats - Catastrophic failure, whether anticipated or not, of any critical items that could jeopardize our mission; and Rising costs for equipment and labour that could pose prohibitive degree of expense beyond our means.
Deductions – BCC must strive for sufficient growth of financial reserves to meet infrastructure needs.
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6.0 – LINES OF OPERATION
The analysis demonstrates that the Club operates along six lines of operation, each having primary enabling activities as follows. Further, all Club operations are supported by extensive management and administrative activities – whose targets are listed in series “G”.
CURLING ACTIVITIES Leagues Practice Instruction Bonspiels Ice rentals
NON-CURLING ACTIVITIES Special events Rentals for lounge or ice shed
MEMBERSHIP Registration Member satisfaction and retention Internal communications Attraction
FINANCE Revenue generation Fundraising Operating expenses
INFRASTRUCTURE Maintenance Ice surface production and maintenance
FOOD AND BEVERAGE Kitchen operation Bar operation
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7.0 – GOALS AND TARGETS
LINE OF DIRECTOR GOAL SERIAL TARGET DUE OPERATION RESPONSIBLE Increased curling Complete the implementation of the Curling For Life programs for A.1 Curling for Life Apr 2018 program members Conduct at least five instructional clinics for beginners and A.2 Curling for Life Apr 2018 Additional instruction advanced curlers (one per month) for both beginners Host OCA Club Coach workshop at BCC and/or qualify and advanced curlers A.3 new coaches through participation at workshops at other Curling for Life Apr 2018 locations Conduct beginner A.4 Conduct the Learn to Curl program Curling for Life Dec 2017 training Implementation of a A.5 Conduct a development league Curling for Life Apr 2018 development league Incentivize competitive success by celebrating and communicating member accomplishments, acknowledging CURLING A.6 team advancement through zone/regional/provincial or Communications Apr 2018 ACTIVITIES Foster competitive bonspiel events. Communicate news to members via play newsletter, website, social media, email etc. Inform members about OCA events and encourage A.7 participation in regional play downs or other competitive Communications Apr 2018 events. Conduct feasibility study to determine whether we have surplus or under-used ice time and on the possibility of Maximizing usage of maximizing it with increased curling activity (e.g. adding A.8 Leagues Oct 2017 available ice time curlers to leagues, introducing new leagues, encouraging rental, adding practice time, encouraging high school curling) Provide special events (curling and non-curling) to A.9 Conduct eleven special events Special Events Apr 2018 members
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Enhance relationship Pursue hosting opportunities (once every two years) for with the OCA and A.10 regional or provincial OCA events or clinics Curling for Life Apr 2018 other curling clubs
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LINE OF DIRECTOR GOAL SERIAL TARGET DUE OPERATION RESPONSIBLE
Increased activities for NON-CURLING non-curling and B.1 Develop Communications and Marketing plan Communications Oct 2017 ACTIVITIES curling activities
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LINE OF DIRECTOR GOAL SERIAL TARGET DUE OPERATION RESPONSIBLE
Growth of membership numbers through C.1 Conduct BCC Open House Membership Oct 2017 increased attraction and reduced attrition
MEMBERSHIP Increased and improved internal and external C.2 Survey members on matters of satisfaction. Communications Oct 2017 communications
Increased visibility in Participate in or provide representation to at least one local the City of Barrie and C.3 municipal event such as Santa Claus parade, Illuminate Communications Apr 2018 County of Simcoe Barrie, festivals, shows and so forth
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LINE OF DIRECTOR GOAL SERIAL TARGET DUE OPERATION RESPONSIBLE
D.1 Increase advertising revenue to $25,000 Advertizing Apr 2018
D.2 Increase rental revenue to $25,000 Manager Apr 2018 Improved overall FINANCE Determine additional fundraising opportunities with a view financial position D.3 Fundraising Apr 2018 toward conducting two fundraising events annually Pursue hosting of large curling event within the five-year D.4 Curling for Life Apr 2018 horizon (by 2022)
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LINE OF DIRECTOR GOAL SERIAL TARGET DUE OPERATION RESPONSIBLE Implementation of necessary Nil targets at this time enhancements, upgrades, renewal and INFRASTRUCTURE E replacement of aging major components, including renovations for accessibility
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LINE OF DIRECTOR GOAL SERIAL TARGET DUE OPERATION RESPONSIBLE
Expanded and enhanced F.1 FOOD & BEVERAGE Secure outside vendor to provide kitchen services Bar & Kitchen Nov 2017 kitchen service
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MANAGEMENT AND ADMINISTRATION ACTIVITIES
DIRECTOR SERIAL ACTIVITY DUE RESPONSIBLE
G Nil targets at this time
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8.0 – ANALYSIS OF RISK
The following publication was consulted extensively in the writing of this section: Department of National Defence B-GJ-005-052/FP-000 Risk Management for Canadian Forces Operations
8.1 Risk Assessment and Management
Risk management concerns the assessment, controls and mitigation for each threat posed to the mission. It is a process that assists decision makers in determining how to reduce or offset risk and to make informed decisions that weigh risks against mission benefits. Risk management assists in the identification of the optimum course of action and ensures that the implications of the residual risks are understood by the chain of command – which in the BCC context is the President and Board of Directors. The failure to manage risk can lead to the loss of resources or ultimately catastrophic mission failure. The level of risk is often related to potential gain, so our Directors must be able to weigh the gains versus the costs and the risks. Risk assessment involves threat identification and assessment. A threat is a source of danger, a condition or circumstance with the potential to have a negative impact on the accomplishment of the mission or to degrade mission capability. Assessment of the level of risk considers probability and severity estimates for each threat. Probability is the estimate of the likelihood that a threat will occur. Severity is the expected consequence of a threat on the achievement of the mission.
8.2 Threat Controls and Mitigation
For each threat, we can develop controls that either eliminate the threat or reduce the risk and consequences associated with it, followed by making appropriate business decisions. Risk mitigations are actions or measures taken to reduce the impact of threats. These usually involve avoidance, delay, transfer, reduction or acceptance* of risk. (*note that acceptance means the effort or resource cost to mitigate or eliminate the risk is not justified)
8.3 Risk Assessment Matrix
The following matrix should be used to assess the risk posed by each threat.
Legend: E - Extremely high risk that mission will fail H - High risk of significant degradation or capability to achieve the mission M - Moderate risk of degradation of mission capability or ability to achieve some parts of the mission, L - Low risk of mission degradation, whilst expected losses or effects will have little or no impact on achievement of the mission
PROBABILITY SEVERITY Almost Certain Likely Possible Unlikely Rare Catastrophic E E H H M Critical E H H M L Marginal H M M L L Negligible M L L L L
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8.4 Assessment of Threats to BCC
THREAT CONTROLS RISK MITIGATION RESIDUAL COMMENT RISK Grants denied Not applicable Possible – Pursue extensive Possible – Mission will continue Marginal large-scale Negligible with the current fundraising infrastructure, but without upgrades, Pursue extensive MEDIUM LOW enhancements or large-scale renewals. sponsorship and advertizing revenue Membership Not applicable Unlikely – Reduce scope of Unlikely – Mission will continue drops below Critical curling operations Marginal but at reduced scope 500 and special events of curling activity, and with reduced Increase rental MEDIUM LOW level of service to usage of curling ice members Catastrophic Frequent Possible – Depletion of Possible – Mission fails. Unable failure of maintenance Catastrophic reserve funds to Catastrophic curling. BCC would component(s) and/or repairs replace or repair, be faced with serious of curling ice measures for revenue Careful, but only if cost does manufacturing HIGH HIGH sourcing and deliberate not exceed our and retention of members. usage without financial ability maintenance exceeding system limitations Major Frequent Unlikely – Depletion of Unlikely – Depending on the infrastructure maintenance Critical reserve funds to Critical nature of the damage, failure, and/or repairs replace or repair, infrastructure failure, premature mission might Careful, but only if cost does wear-out or MEDIUM MEDIUM continue; perhaps deliberate not exceed our collapse degraded. BCC could usage without financial ability be faced with serious exceeding measures for revenue limitations sourcing and retention of members. Not applicable Likely – Pursue additional Likely – As with any business Increasing costs Marginal fundraising Negligible or household, we face the inevitable rising for taxes, Pursue additional costs due to inflation utilities, wages, MEDIUM revenue of all sorts LOW supplies, or other reason. WE Explore ways to improvements, have no choice but to economize, reduce repairs, anticipate additional expenses, be more upgrades. expenses and either efficient increase revenue or accept decreased disposable discretionary income.
______September 12, 2017
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