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Barrie Curling Club
Strategic Plan
2017-18
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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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would cooperate with the curling club and the agricultural society regarding the assessment of the
proposed building for taxes. In May 1952, Bertram Brothers started construction of the seven-sheet
curling facility and the BCC opened later that year as a result of countless hours of time and effort by so
many dedicated people led by Club President Harry Armstrong and Vern Adams. In 2007, with the sale of
the Barrie Agricultural Society property pending to Osmington Inc., a division of Thompson Corp., the
BCC was offered an opportunity to relocate to a new eight-sheet facility to be built on Fairview Drive.
Following completion of the design work, Osmington withdrew the offer. In December 2015, Osmington
Inc. completed the purchase of the former fairgrounds property from the Barrie Agricultural Society and
assumed the lease to the BCC while keeping the original terms.
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.
17/28
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.
18/28
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
19/28
7.0 – GOALS AND TARGETS
LINE OF
OPERATION GOAL SERIAL TARGET
DIRECTOR
RESPONSIBLE DUE
CURLING
ACTIVITIES
Increased curling
programs for
members
A.1 Complete the implementation of the Curling For Life
program Curling for Life Apr 2018
Additional instruction
for both beginners
and advanced curlers
A.2 Conduct at least five instructional clinics for beginners and
advanced curlers (one per month) Curling for Life Apr 2018
A.3
Host OCA Club Coach workshop at BCC and/or qualify
new coaches through participation at workshops at other
locations
Curling for Life Apr 2018
Conduct beginner
training A.4 Conduct the Learn to Curl program Curling for Life Dec 2017
Implementation of a
development league A.5 Conduct a development league Curling for Life Apr 2018
Foster competitive
play
A.6
Incentivize competitive success by celebrating and
communicating member accomplishments, acknowledging
team advancement through zone/regional/provincial or
bonspiel events. Communicate news to members via
newsletter, website, social media, email etc.
Communications Apr 2018
A.7
Inform members about OCA events and encourage
participation in regional play downs or other competitive
events.
Communications Apr 2018
Maximizing usage of
available ice time A.8
Conduct feasibility study to determine whether we have
surplus or under-used ice time and on the possibility of
maximizing it with increased curling activity (e.g. adding
curlers to leagues, introducing new leagues, encouraging
rental, adding practice time, encouraging high school
curling)
Leagues Oct 2017
Provide special
events (curling and
non-curling) to
members
A.9 Conduct eleven special events Special Events Apr 2018
20/28
Enhance relationship
with the OCA and
other curling clubs
A.10
Pursue hosting opportunities (once every two years) for
regional or provincial OCA events or clinics
Curling for Life Apr 2018
21/28
LINE OF
OPERATION GOAL SERIAL TARGET
DIRECTOR
RESPONSIBLE DUE
NON-CURLING
ACTIVITIES
Increased activities for
non-curling and
curling activities
B.1 Develop Communications and Marketing plan Communications Oct 2017
22/28
LINE OF
OPERATION GOAL SERIAL TARGET
DIRECTOR
RESPONSIBLE DUE
MEMBERSHIP
Growth of membership
numbers through
increased attraction and
reduced attrition
C.1 Conduct BCC Open House Membership Oct 2017
Increased and improved
internal and external
communications
C.2 Survey members on matters of satisfaction. Communications Oct 2017
Increased visibility in
the City of Barrie and
County of Simcoe
C.3
Participate in or provide representation to at least one local
municipal event such as Santa Claus parade, Illuminate
Barrie, festivals, shows and so forth
Communications Apr 2018
23/28
LINE OF
OPERATION GOAL SERIAL TARGET
DIRECTOR
RESPONSIBLE DUE
FINANCE Improved overall
financial position
D.1 Increase advertising revenue to $25,000 Advertizing Apr 2018
D.2 Increase rental revenue to $25,000 Manager Apr 2018
D.3 Determine additional fundraising opportunities with a view
toward conducting two fundraising events annually Fundraising Apr 2018
D.4 Pursue hosting of large curling event within the five-year
horizon (by 2022) Curling for Life Apr 2018
24/28
LINE OF
OPERATION GOAL SERIAL TARGET
DIRECTOR
RESPONSIBLE DUE
INFRASTRUCTURE
Implementation of
necessary
enhancements,
upgrades, renewal and
replacement of aging
major components,
including renovations
for accessibility
E
Nil targets at this time
25/28
LINE OF
OPERATION GOAL SERIAL TARGET
DIRECTOR
RESPONSIBLE DUE
FOOD & BEVERAGE Expanded and enhanced
kitchen service
F.1
Secure outside vendor to provide kitchen services Bar & Kitchen Nov 2017
26/28
MANAGEMENT AND ADMINISTRATION ACTIVITIES
SERIAL ACTIVITY DIRECTOR
RESPONSIBLE DUE
G Nil targets at this time
27/28
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
28/28
8.4 Assessment of Threats to BCC
THREAT CONTROLS RISK MITIGATION RESIDUAL
RISK
COMMENT
Grants denied Not applicable Possible –
Marginal
MEDIUM
Pursue extensive
large-scale
fundraising
Pursue extensive
large-scale
sponsorship and
advertizing revenue
Possible –
Negligible
LOW
Mission will continue
with the current
infrastructure, but
without upgrades,
enhancements or
renewals.
Membership
drops below
500
Not applicable Unlikely –
Critical
MEDIUM
Reduce scope of
curling operations
and special events
Increase rental
usage of curling ice
Unlikely –
Marginal
LOW
Mission will continue
but at reduced scope
of curling activity,
and with reduced
level of service to
members
Catastrophic
failure of
component(s)
of curling ice
manufacturing
and
maintenance
system
Frequent
maintenance
and/or repairs
Careful,
deliberate
usage without
exceeding
limitations
Possible –
Catastrophic
HIGH
Depletion of
reserve funds to
replace or repair,
but only if cost does
not exceed our
financial ability
Possible –
Catastrophic
HIGH
Mission fails. Unable
curling. BCC would
be faced with serious
measures for revenue
sourcing and
retention of members.
Major
infrastructure
damage, failure,
premature
wear-out or
collapse
Frequent
maintenance
and/or repairs
Careful,
deliberate
usage without
exceeding
limitations
Unlikely –
Critical
MEDIUM
Depletion of
reserve funds to
replace or repair,
but only if cost does
not exceed our
financial ability
Unlikely –
Critical
MEDIUM
Depending on the
nature of the
infrastructure failure,
mission might
continue; perhaps
degraded. BCC could
be faced with serious
measures for revenue
sourcing and
retention of members.
Increasing costs
for taxes,
utilities, wages,
supplies,
improvements,
repairs,
upgrades.
Not applicable Likely –
Marginal
MEDIUM
Pursue additional
fundraising
Pursue additional
revenue of all sorts
Explore ways to
economize, reduce
expenses, be more
efficient
Likely –
Negligible
LOW
As with any business
or household, we face
the inevitable rising
costs due to inflation
or other reason. WE
have no choice but to
anticipate additional
expenses and either
increase revenue or
accept decreased
disposable
discretionary income.
_________________________________________________________________________ September 12, 2017
