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 2/28 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; 3/28 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 4/28 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. 5/28 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.