York Urbanist

Archive for the ‘Curling’ Category

Shut Down the Scarboro Curling Facility!

October 10th, 2017
Curling, Sports, Transportation issues

The shuttering of Scarboro Golf and Country Club is about ego.  Scarboro Curling logo

The announcement echoes from Thornhill, St. Georges, Board of Trade (Woodbridge), Humber Highlands, and Weston. All relented to the arrogance of a community, who themselves are under siege.  Thornhill and St. Georges brought in the accountants, who factored in the benefits of curling keeping the club open in the winter.  They remain…for now.  Board of Trade also brought in the accountants, who, by virtue of discussions only with golfers, determined that the curling facility was a drag on the club.  Interestingly, the club found need to sell within a few short years.  Humber Highlands, well, I am too young to understand what happened there, but I suppose it might have to do with non-curling accountants and golfers.  And the rumours abound about Weston.

But Scarboro is different, I suppose.  The accountants are unlikely to have dictated the demise of curling at SG&C.  Metrolinx is the fall guy!  That fat transportation group needs the land for their new transportation facilities. The interesting part though, is that the new facility did not have to go where the curling facility is today! SG&C chose to allow the curling function to leave the premises.  Yes, they got their compensation, but curiously, could a part of the compensation have gone to a rebuild?

Return to the other golf and curling clubs.  They are unable or reticent to treat the curling functions of their clubs as a business entity. Golfers pay a princely sum to afford the maintenance of 150 acres of land plus programming in their extravagant edifices. When curlers are introduced into the mix, more persons can afford this less expensive facility investment.   This is where the conflict arises.  The golf club members (who do not curl) endear their exclusivity, created by the privilege of their fees. In the 1960′s, when curling became an exceptional add-on to a Country Club, the golfers never contemplated curling plebes.  The exclusivity for the golf member is diminished by participants in the curling facility paying much lower rates.  Now, as curling facilities age, the ego of the golf members holds court.

But golf is a battered sport. Their facilities are depleting. In a way, they may have reacted by protecting their own turf. But for a former curler, Mackenzie Hughes, and a young Canadian phenom, Brooke Mackenzie Henderson, there might be few hooks onto which the golf community to put its hat.

The curling fraternity should not lament the loss of six sheets of ice.  The curling community should look inwardly to determine if they have a business case  And, there is a case to be made for year-round facilities and in the economic benefits that curling derives.  See http://yorkurbanist.com/2017/02/10/collingwood-cc-a-curling-success/ and http://yorkurbanist.com/2015/01/29/2015-ontario-scotties-as-economic-generator/  New facilities could be part of new residential, commercial or recreation developments, if only the entrepreneurs could also be curlers.

Collingwood CC – A Curling Success

February 10th, 2017
Curling, Recreation
Summit-2015-on-ice-FI-620x330

Photo Curling Canada/Brian Chick

I remember less than ten years ago a club in Collingwood with maybe 150 players, a struggle to keep the doors open to this six sheeter. I looked away and suddenly they have 500 members! And 66% are over 50!  A club with an average age over 60 could hardly be sustainable… Not only are they sustaining the club, but they just invested half a million into their facility! So how does that work?

Club Secretary, Bob Riches explains:

The age demographic should not be surprising, since it is representative of Collingwood. The Town has been the receptor for previously seasonal residents who either skied in winter or hiked in summer.  Their retirement led to moving to the place that brought back fond memories.  Still, many seasonal persons are full members at the low, low price of $325 for full membership; or $200 to join for one league a week. This compares to over $800 for a country club curling facility in the GTA. So, how do they remain solvent and progressive?  Volunteers! Players from the city, having retired look for replacement for their time previously spent in the office.  And they have business skills to keep honed. Having planned their finances to survive retirement, there is less stress to make ends meet. Here are a few of their successes:

  • School program – 5 elementary schools have every child attend the facility – all free – 18 volunteers from the club run the program. Guess what happens? All students have exposure- it comes back to the curling facility in spades when former students return with their families.
  • Three icemakers maintain the ice – only one full time. All are kept up-to-date with recent courses.
  • The day I spoke with Bob, there was a Probus club spiel going on– all volunteers coordinated the spiel. One of the tenets of my appeal to clubs is to partner.  They invited the Probus Club.  They will realize new members soon.
  • They sent  100 members to get training in SmartServe so that there is always a bartender available. The result is $60k in bar revenues, at prices found nowhere else.
  • Prime time is daytime. Most clubs are trying to fill daytime ice.  Not in Collingwood.  They could shutter at 9pm, but they don’t.
  • Jitney curling – league every day – no obligation to attend. This flexibility for members allows players to take time off when they want, but keeps them active socially. They only have one competitive league!
  • 6 end games are being proposed, because they understand their market.  An hour and a half on the ice is long enough.  This will lead to efficient operations and encourage new players.
curling___Collingwood grand reopening

John Edwards photo, simcoe.com

Hats off to Collingwood.  A curling success story.

ADAPTING TO MID-SEASON INTERRUPTIONS

February 1st, 2016
Curling

If you are a manager or ice maker, you resumed your tasks at full tilt after a 2-week holiday break

  • emails/phone,                                  check;
  • accounting and bill payments,    √;
  • mechanical,                                        √;
  • electrical, check; programs,         √;
  • rentals, check; bathrooms,          √;
  • snow clearing,                                   √;
  • site drainage,                                     √; and,
  • supplies,                                              √.

If you are a four-sheet or smaller club, the management of the facility and programs lies with a volunteer board. If that is the case, add to that checklist all the contracts with food, drink, ice-making, and building maintenance.

Half into the season, what could possibly go astray from the first half of the season?

Things change during the curling season, but your challenge is to create a sense of seamlessness in revenues, expenses and membership retention. There is always the opportunity to trade a problem for an opportunity. Following are the problems from which you can embrace opportunities.

Membership revenues are depleting while costs increase

Problem: Most clubs accumulate their membership fees by September. The challenge is to appropriate the funds over the active curling season, so that end of year scrimping and saving is not necessary. Management challenges and revenue losses ensue.

Opportunity: Best clubs incentivize members to pay in the spring before the season. This approach assures the board of the number of members in the coming year. If numbers are lower than the previous year, then a board can apply marketing tactics prior to the start of leagues in September. Naysayer boards will aver that they could not possibly ask for fees in Spring or they would lose members. My argument is that by waiting for fees, budgeting for the following year is compromised. Some clubs offer their members payment plans. Ensure that you monetize those plans by charging a premium (more than the cost of savings accounts). And get the member to sign a contract for the future payments. You cannot run a business on verbal promises to pay. You have increasing Hydro costs to pay.

Snowbirds and other leavers

Problem: Attrition during the season has various implications. Organizing season-long leagues is challenging. Also, if snowbirds have to pay a full season of fees, will they be less inclined to return?

Opportunity: Change leagues to acknowledge the dynamic of members’ vacation trends. For this you must know your membership demographics. Winter attrition is more likely in the 60+ age group. Most clubs’ schedules accommodate a break for two to three weeks around the end of December. Some, as in Toronto, Ottawa and Hamilton, shut down leagues for the annual regional Championship.

How do you recover lost usage? If your mechanical equipment is powerful enough, expand your season so that snowbirds get September to play, or April when they return. Special events can intervene for seniors in the times that the snowbirds are away. CHANGE YOUR LEAGUE FORMATS! Create different leagues: 2 leagues, one before/after the Holiday break; eliminate post-holiday leagues; establish week-long leagues; alternate weeks of open league, then mixed doubles league; _________ (you add)

IMG_6861Mechanical breakdown

Problem: Speaking of mechanical equipment, with the cold ensuing in January, more problems can arise: revenue losses and member attrition.

Opportunity: You may not see mechanical failure as opportunistic, but it red-flags the need for capital savings by the club. Reiterating a previous Club Corner article, in 30 years, a typical six-sheet facility will need $3.5 replacement value. Assuming 600 members, the annual capital fund fee should be: $195 in 2014 dollars. Your club needs an emergency plan.

Teams affected by health problems

Problem: Injuries occur in curling. Brad Gushue’s face plant in December 2015 shows no one is immune. Seniors are more prone to illness than youth. So many of my peers are having joints replaced, or like Wayne Middaugh, titanium implants. If one team member is out, how do you supplant? One way is to default the team. This becomes a revenue issue and league management complication.

Opportunity: Create a new members or Rookie League. This will be the resource for filling in gaps created by mid-season attrition. It is also part of your succession planning. Yes, establish a SUCCESSION PLAN. How often have you invited new members to join the team with the ogre skip, only to have that new member leave mid-season.

Competitive vs Recreation Players involved in playdowns

Problem: This is a Canada-wide phenomenon. Would-be competitive players prepare for and participate in provincial play down events. They occasionally leave a void in their league teams. The recreation players in the league are less sympathetic as their team falls from A to B levels. They become frustrated (or perhaps jealous) and leave in frustration. Revenues lost!

Opportunity: Engage your competitive players early in the season to provide advanced instruction. This can be done as a first week curling camp and/or weekly instruction led by a certified instructor that you hire. The win-win is that the currently competitive players feel pride of ability for having been asked. The recreation players get the instruction for which they have been pining.

Weather prevents play on any given day

Problem: It snows in Canada. Most Canadian curlers drive to the club. Leagues inevitably become interrupted by snow days, yet leagues are tightly programmed. Make up games become a stressor for players. Bar revenues are impacted, but more importantly, members become disgruntled.

Opportunity: Build in flexibility to league play. If a draw is five weeks, allow six weeks. If, during the draw time, there is no interruption, then install a fun night. Have each team invite a player from the Rookie League that you created above. The rookies will be honoured and the league players will be flattered to see someone in the club is struggling more than they are. The fun night events will be pre-planned, ready to be implemented at a moment’s notice.

 

This leaves you with tasks for next year:

  • Start your Business Plan for 2016-17 NOW
  • Establish an Emergency Plan
  • Be Creative with your Leagues
  • Encourage your Rookies and New Members

 

 

Curling Business – Expense Side

November 14th, 2015
Curling, Uncategorized

A new curling world awaits those that spend with profit in mind.

“But why would we paint the lounge? That costs money we can use for other things. We’ll get the volunteer maintenance committee to wash the walls.” ….heard at a curling club board of directors meeting.

The unspoken issue in this scenario is that the curling club has not been socking away that capital fund that should have enough to cover that catastrophic eventuality – ice plant replacement. Within 20 years, your club will have to spend at least $150,000 to replace part of that plant and $350,000 within 30 years for wholesale replacement. And yet, clubs continue to apply duct tape to extend the lifeblood of a curling facility to up to 50 years. That scenario of a paint job would cost less than $500, retain members, attract new clients, yet clubs struggle to make the decision to spend.

A volunteer executive does not think like a business board. They do not relate expenditure as an investment. For every expense there must be a compensatory return. So think about the following question:

What will our next expenditure gain for our facility or club? Your decision should be based on both member retention and new client acquisition. Here are a few examples:

  1. Purchase new ice making equipment – This will become your number one priority in the future. Consider it annually. Without the plant, the curling club is simply a rentable void. This one expense is the reason to charge $50 annually (in addition to membership dues) to each player. Do not wait until September to find out you need a chiller. Member Retention.1003923_10151831490014709_339560760_n
  2. Design and build an industrial kitchen or plan for a caterer in a servery – This is a business planning exercise that should be reviewed every five years. Ask yourselves, are we in the business of food provision from which we can profit, or are our members/clients better served by a caterer? The caterer knows the food business and the club can charge rent to the caterer. The more meals served, the greater the rent that can be charged. Member Retention/New Clients.
  3. Services from business planner – This is an intangible expense that few clubs will consider. But it could derive the most benefit of any other cost item. The business plan could be prepared by a member, who would benefit from exposure to the club if he/she did it pro bono. But, it would be better accomplished by an independent planner who has no emotional attachment to the facility or members – objectivity. Member Retention/New Clients
  4. IMG_6578Update your interior at least each decade – Many facilities are caught in an era. Shopping malls require that their tenants overhaul their interiors every 7 years… for a reason. They want the changing clientele to shop. No one wants to go to a tired or dated store. Similarly, new curling clients want up-to-date facilities. By now, every curling facility lounge should have Wi-Fi. Brown panelling (1970’s vintage) should have been replaced or integrated into an attractive theme about the ‘70’s. Budget $30,000 each decade. If you have 300 members, then $10 of their fee should be earmarked for general updating improvements. Member Retention/New Clients
  5. TCSCC-130[1]Create an athletic club – Invest in a fitness facility or fitness equipment and use it to charge a premium or it could be an independent cross-marketing business. Curling is a sport. Appealing to the weekend warrior is now vogue. Fit members live and curl longer. Member Retention/New Clients.
  6. Marketing – The previous five examples are primarily meant to retain client members. Marketing expenses should be directed toward replacing the expected 10% attrition that clubs experience. Define your market by starting with the demographics of your municipality. Your club should reflect that demography. Your business planner should be able to define how to market, when to spend on marketing and where you get the biggest bang. New Clients

The expense side of the ledger should be considered an opportunity for curling in your community. If your stomach turns by the addition of $50 on annual fees, then relate the cost to going out to dinner once a year with a bottle of wine. For every expense there should be a positive impact. Whether it is to retain existing members or derive new clients – spend wisely. Enjoy the rest of the curling season, open your wallets and make the sport of curling part of your municipality’s culture.

 

Anonymous Donor connects OCA with Clubs

November 2nd, 2015
Curling

As Mike McEwen and Rachel Homan were winning another Grand Slam event, a grassroots event was laying the foundation for the future of curling in Ontario.Embedded image permalink

Thanks to an anonymous donation from two years ago, the Ontario Curling Association hosted a Symposium in Waterloo on Halloween weekend 2015. Free of cost, clubs could send two representatives to the event. Almost 200 attendees listened and participated in sessions about their business of curling. But this was more about interacting with other clubs than listening to speakers.

A number of topics rose to the surface:

  1. Curling is a business
  2. Rural versus urban club issues
  3. Competition or Recreation
  4. Legal liabilities are part of sport
  5. Curling clubs have tangible support of a governing body

Representatives of clubs were variably managers, board members or volunteers. Danny Lamoureux’s Round Table made the participants think in business terms about their clubs. It was a stimulating exchange of ideas about how to market what they have to sell. Meanwhile, in another room, Leslie Kerr was laying out the principles of good business planning.

Emerging from discussions was the notion that not all clubs were created equal. Rural clubs are struggling to remain a business. Yet the conference was heralding the growth of the sport of curling in Ontario. While urban curling facilities are reaching capacity of membership on their own, rural curling volunteers came to realize that collaboration with neighbouring facilities may be an answer to building awareness and competing with the hockey syndromes of their regions.

For whom do we build our programs? Stimulating discussion about who was going to win this weekend’s televised Grand Slam competition was compared to creating an experience for the recreational curling public. Without the base of recreational programs, competitive curling would not exist. After all there are 800,000 curlers. And how many competitive teams?

Lawyer Steve Indig scared people in a friendly manner about the liabilities of being a board member and the risks of curling facilities. And icemaker Don Powell flagged what to do when a player hits the ice hard – call 911! The exclamation point was made as we watched Brad Gushue face plant at the Grand Slam. Even the experts can get injured.

Five OCA board of directors attended as did most of the OCA staff. It was the ideal chance to ask ‘what is OCA doing for you’. Over the past year, clubs and individuals have been given the opportunity to look inside the workings of their governing organization. This Symposium was emblematic of the resounding change. If a club needs help, tools are available. The ontcurl.com website was explained. It is updated regularly and points to the resources available. If you missed this Symposium, do not miss the next curling conference opportunity!

The smiles on the faces of the representatives as they left the halls of the Symposium spoke volumes. That’s why we pay $12 in fees! There really is an Ontario Curling Association. And the future is optimistic for curling in Ontario.

 

 

I Never Thought of our Club as a Business?!?!

October 24th, 2015
Curling, Recreation

In 2009, I attended a meeting for a curling club in an Ontario city. The purpose was to determine if I could help them turn the ship around. The presentation talked about income and expenses, marketing and advertising, operations and maintenance. After 20 minutes of presentation, the first response words were “I never thought of our club as a business!?” And this from a business entrepreneur! During the 2015 Fall Zone Meetings, it was those very same words that came from a small town club representative. Those words continue to haunt the halls of Ontario Curling facilities! This has got to stop!

Danny Lamoureux, of Curling Canada, has been pressing Canada’s Curling Clubs to take a business approach to running curling. Seminars are presented by Curling Canada and articles abound on www.curling.ca . Go to Curling Summits… there have been two excellent presentations in Niagara Falls (2014) and Collingwood (July 2015).   At each there were experts in curling products, successful club events and business aficianados. These Summits were oversubscribed evidencing the demand for understanding the business of curling. Could not make it to the seminars? Let me take you through a Q&A:

What are the signs that you have a business?

  1. If you have income over $30,000, your federal government insists you charge HST.
  2. Your board of directors make decisions on expenses and cost of membership.
  3. You have audited accounts.

How do we know if our business is successful?

  1. Your income should exceed your expenses. Seems somewhat like a supercilious statement. But many boards are afraid to increase membership rates for fear of offending friends. The income starts to lag and then the participants become frustrated with the lack of investment in the curling property and they leave. Eventually, expenses become more than income and the curling club gets in trouble.
  2. Income increases annually at least at the federal stated rate of inflation. Beer should be cold but the prices not frozen. Food that cost $5 ten years ago, should now cost $10. Nor should the club sell memberships for the same as last year.
  3. Participants want to spend at their facility in lieu of other options. Track your income per full member player by creating an account distinct to the player. If their annual spending goes down, understand why by analyzing the data. If that is insufficient information, ask the player.

If Curling is a business, how is it a business?

“The two most important parts of curling…ice to curl on, and cold beverages” Facebook comment from Jennifer Foley Opitz of Grande Cache Curling Club. Jennifer has captured her business’s strategy in a sentence. Apparently, Grande Cache CC has both and they are ready to roll in October 2015. As long as the club maintains satisfactory membership and beer sales income, they can continue to have “ice to curl on”. Sounds simple and it can be. The business part is ensuring that income exceeds expenses. And someone, a paid manager or volunteer accountant, has to monitor the balance sheet and operating budget while referring to past successes and watching for future changes in the business environment. Changes for Grande Cache could be boom-bust cycles of coal production and sales in this one-industry town. If a rash of unemployment hits, is the club prepared for the change in disposable income by its members? Reducing the price of memberships and beer is not the answer. Creative membership alternatives, though, might be. Perhaps the members could afford a half fee for half the number of nights. A caveat could include that they will be offered that reduction if they bring in a new player to fill the other days not attending. Now you have doubled the clients and increased potential future revenues.

Where are the revenue streams in a Curling Business?

Memberships – but the culture of recreation is changing. How have you changed your services to accommodate a change in your local culture.

Liquor and Refreshment Sales – This is the second most obvious element of curling business and, fortunate or unfortunately, alcoholic consumption is what we are known for by non-curlers. What is the local price of refreshments? Match the local price. Undercutting because the members are your friends does not make you friends. You provide a value-added service not provided by a bar. Charge for it!

Food Sales – Snacks usually works for clubs. Consider renting your facility to a caterer. They know the food business and you can make a buck on your rental space.

Equipment Sales – This is another opportunity to partner with a company that needs inexpensive floor space in a sports environment.

Floor space – This is your primary revenue stream, both direct and indirect. Directly, you may have space to accommodate Food and Equipment Blaine Minnesota CCSales. It takes little effort and maximizes your utilization. In the off-season, you may have a clear span concrete floored hall, useful for special events or storage rental. The indirect revenues come from the attraction of curling ice. People pay memberships for the right to curl in that floor space. The icy floor space attracts patrons who spend money behind the glass. Create a map of your facility that shows the distinct areas of: ice hall; lounge; closets; offices; games rooms; change rooms. Chart how often each of the areas are used. There will be times when that floor space is not occupied. Now how do you utilize it better? Who are new users? How can the floor space be used differently? Use your imagination! Be Creative! Act like a Business Entrepreneur! Follow what Dragon Kevin O’Leary says: “How do you make me Moooneeey….”

Curling – It’s Our Business

June 25th, 2015
Curling, Recreation

oca_logo_web1_small[1]With the changes at the top of Ontario’s curling administration, the OCA has announced that “We are open for business”.

Yes, curling is a business! If you have 100 members in a two sheet club, then your revenues will be (should be) at least $80,000.  Presumably, your expenditures are less and the business prospers with capital added annually for those (un?)foreseen replacement costs.  A six sheet curling facility should, at minimum have revenues over $300,000. There are curling corporations in Ontario over $1,000,000.  And yet, I interviewed with a club to provide a business planning exercise and one executive board member reacted, “I never thought about the club as a business”.  That is both healthy and naïve.

That is naïve from the standpoint that someone in a decision-making capacity could be spending recklessly or, worse yet, not spending to improve the business.

That is healthy in that there is comfort in the activities within the facility.  In other words, players and executive members are enjoying the sport as they should. A healthy club is one that continuously reinvests in their assets.

Ontario is in a growth pattern, unlike its Manitoba counterpart.  IMG_6572Demand is increasing for experiential facilities – curling centres fit the bill.  Where else can one combine recreation, fitness and social activities all in one place, all in one night, during the dullest of weather? I left out competition. You can include that, and it is the primary reason for about 5% of the curling public, but the growth is in the other 95% - recreation adherents. The York Curling Club (see pic) is one example. The two new sheets were filled to overcapacity (over 100 members per sheet) by the time they were constructed and opened.

Changes to competition are coming, starting with the Annual General Meeting June 28, 2015 and the accompanying workshop prior. OCA has recognized through their administrative changes that their role is changing. Yes, they will continue to promote competitions for the competition elite, but their role should also continue to promote the health of curling in Ontario, with business acuity.

See also: http://yorkurbanist.com/2015/04/03/curling-trends-for-business/

Player’s Championship

April 7th, 2015
Curling, Uncategorized

Will the Grand Slam become the essence of curling in Canada?

The numbers are down for the Brier and Scotties in venues that once filled the rafters. This year, the McEwen team, considered the best in the world, was a no-show at the Brier. The experiment with this year’s Brier – relegation (The “Prior”) and Team Canada(?) – did not flop entirely, but it sure made a curling nation restless. A poor Nova Scotia showing perhaps has Haligonians staying away in droves from their World Championships.

Teams talk of the four year cycle. It has nothing to do with curling’s national events. It has to do with over-the-top Olympic fever. Watch for changes there, too. There are fewer cities willing to fund the extravaganza of sport.

But the Grand Slams have taken on a new flavour! They have expanded this year and television has grabbed hold. They ensure that the best curling is portrayed every time the ice is pebbled. What team does not want to get an invitation? Flag waving often takes place, international teams attend and the money is growing. The live audience needs to grow, but that will come with time. Put the events in appropriate size arenas and demand will lift seat prices. And we are guaranteed to see the best curlers, including Team McEwen. Moose Jaw arena 2015 Scotties

The future of the curling elite game is with the Grand Slam format.

Curling Trends – For Business

April 3rd, 2015
Curling

Recreation Trends

Recreation Trends is the third in a series of three articles. The last two issues of The Curling News featured Technological Adaptation and Financial Planning.

Curling was rocked in the early 1990’s. At the time, many were perplexed at what was happening. The number of participants in bonspiels was trending down and urban curling facilities were closing. Often when one is in the midst of change, there is little understood of the evolution. The accumulated wealth of the baby boom generation, unique to Canada, allowed options for recreation pursuits. High end recreation such as golf courses and ski resorts were in their heyday. Yet nary was a curling club being constructed. Boomers could afford elite. The sport of Curling with its stronghold in the farm communities was not considered an elite sport. But participation in the Olympics was to change its status. The question: Was the sport ready to change with the tide? If the US example is an indicator, then curling there is ready:

“..so far in 2011, USA Curling reports close to a 19 percent increase in total membership in the past year. Even better, since the 2001-02 season, USA Curling’s membership has grown 53 percent from 10,805 to 16,512!” http://www.canadianexpatnetwork.com/public/995.cfm

“During the 2012-13 season, four dedicated curling facilities with a total of 22 sheets of ice were completed.” http://www.teamusa.org/USA-Curling/Clubs/Growth-and-Development/Building-a-Club

For those with physical or program expansion plans , here are a few of the CURRENT TRENDS that could affect your decision making.

BARRIERS TO PARTICIPATION

Lack of Personal Time because of competition from other recreation pursuits and careers.

Employment outside municipality of residence reduces/changes recreation time due to commute.

IMPLICATIONS FOR CURLING:

  1. Adapt to changing leisure hours
  2. Create flexible program hours

VOLUNTARISM

reprinted from www.curling.ca

reprinted from www.curling.ca

2010 National Survey of Giving, Volunteering and Participatingindicated that voluntarism is rising slightly, but experience in several other communities suggest that many groups still struggle in finding volunteers.

One key result of the national survey was that 18% of the volunteer hours in Canada are in the sports and recreation sector

The rate of voluntarism by those between the ages of 15 and 24 has doubled from 29% in 2000 to 58% in 2007, perhaps largely due to the addition of mandatory volunteer hours for high school students.

Seniors currently represent the most active volunteer group.

Canadian immigrants represent a large proportion of the volunteer pool

IMPLICATIONS FOR CURLING

  1. Create volunteer positions that have finite time limitations.
  2. Identify the skills of members and flatter them by asking for assistance. “All you have to do is ask”

CHANGING CANADIAN FAMILY

12% single parent families, increasing 1% over 5 years

Concern with physically inactive parents

IMPLICATIONS FOR CURLING

  1. Create flexibility.
  2. Introduce more unstructured activities.
  3. Provide opportunities for parents and children to participate at the same time.

PHYSICAL INACTIVITY

Today’s digital age is filled with sedentary activities, resulting in continued concerns regarding physical inactivity. This is most prevalent among youth and children and can lead to significantly increased risk of threatening cardiac events and obesity

The level of physical inactivity increases with age and is the new smoking gun.

Knoxville-20130607-00732Awareness is building. ParticipAction started in the 1990’s and continues.

IMPLICATIONS FOR CURLING

  1. Market curling as a physically active sport, which relates to everyone’s physical attributes.
  2. Add a fitness facility to the mix of offerings in a multi-use facility

BABY BOOMERS

This age demographic intends to keep working after retirement age, possibly through part‐time work or launching new careers:

  • Men want to relax more and spend more time with their spouse.
  • Women see retirement as providing more time for career development, community involvement, and personal growth.

Boomers are moving to put others first (e.g., family, community, etc.) instead of themselves. (They were previously coined as the ‘ME’ generation). This change in attitude may be tapped for an increase in voluntarism.

Immigrant volunteers provide a variety of benefits to organizations including multi‐lingual assets, skill capacity, and providing a new outlook and perspective that may assist service delivery among organizations.

IMPLICATIONS FOR CURLING

  1. Emphasize growing daylight hour’s participation.
  2. Daytime will become prime time.
  3. Mixed curling opportunities appeal to men.
  4. Family curling opportunities appeal to parents.
  5. Offer volunteer opportunities.
  6. Like golf courses do with course marshals, trade skills for ice time.

OLDER ADULTS WILL LIVE LONGER

The ‘new senior’ will typically be wealthier and more physically active than those in previous generationsage-is-mind-over-matter

IMPLICATIONS FOR CURLING

  1. Consider facility amenities such as light, water, seating, and accessible washrooms.
  2. Increase daytime use of recreation facilities.
  3. Seniors are seeking opportunities for casual sports, active living, and a greater variety of choices

LEVEL OF INCOME

Level of income is proportional to participation in recreation activities, especially in organized team sports. Given the high cost to participate,

40% of children among households earning over $100,000 are involved in organized physical activities and sports, whereas only 21% of children are involved in these pursuits in households earning less than $50,000.

IMPLICATIONS FOR CURLING

  1. Market to the higher income demographic
  2. Put less emphasis on reducing the cost of fees and more on improving the experience.

ETHNIC DIVERSITY

Many cultures view recreation as a family event and are more inclined to pursue activities together. Newcomers to Canada are frequent users of community spaces as these are ideal locations for social gatherings and interaction. The variety of passive and active pursuits between cultures is immense, with many activities serving to define cultures and how they interact. Social gathering spaces are perhaps the most sought after ‘non‐traditional’ recreations.

IMPLICATIONS FOR CURLING

  1. Identify the demographic of the community. Set a goal to match the demographic in your facility.
  2. Learn the needs of that demographic. When designing the facility accommodate the social gathering space requirements.

DISABILITIES

The World Health Organization estimates that approximately 15% of the world’s population lives with a disability, making this group the world’s largest minority.In Canada, the Participation and Activity Limitation Survey conducted by Statistics Canada in 2006 estimated that approximately 4.4 million

Canadians were challenged with a disability, with nearly one‐quarter of those living in Ontario.

IMPLICATIONS FOR CURLING

  1. For new or renovated facilities, follow AODA requirements.
  2. Program for blind and wheelchair athletes utilizing national programs

MULTI-PURPOSE FACILITIES

Communities are moving away from single‐purpose, stand‐alone facilities in favour of multi‐use facilities that integrate numerous activities and offer economies of scale with respect to construction, maintenance, staffing, and scheduling. Multi‐use facilities are often designed with flexible spaces (e.g., activity rooms, gymnasiums, etc.) that have the potential to expand and easily respond to changing trends and demands of future users.

IMPLICATIONS FOR CURLING

Design facilities to address demand for recreations that complement curling.

ACTIVE TRANSPORTATION

Trails and bike lanes are increasingly accommodating a more active, integrated lifestyle. And, yes, cyclists ride in winter.

IMPLICATIONS FOR CURLING

  1. Locate close to users
  2. Provide facilities for storage and showers

 

 

Curling Customers as Volunteers

March 11th, 2015
Curling, Recreation

In Curling, define the customer and you will uniquely define the volunteer. Let us start with dispelling myths:

Myth #1 – Curling as a sport in Canada is declining

  • Recent statistics from TSN http://www.tsn.ca/tim-hortons-brier-attracts-big-audiences-to-tsn-1.226557 describe that over 2 million persons watched Pat Simmons throw his draw to the button in the 2015 Brier final – an increase of 29% over the final in 2014.
  • Bids to host the Olympic Trials are competitive, even at $1m for the rights.
  • Curling recruitment swells after each Olympics across Canada.

Myth #2 – Voluntarism is waning

  • My personal experience at the Ontario Scotties and the Brier – there were TOO MANY VOLUNTEERS, many of whom were in the way, despite the fact that they always wanted to assist.
  • When I volunteered for a Brier, I had to pay to volunteer…. and gladly, to enjoy an event that comes but once a year.
  • Member volunteers want to help, but clubs fail to provide the right opportunities to suit the recruit. See Volunteer Segmentation below.
  • Parents want to become involved with their children – volunteering gives them the opportunity.

Myth #3 – Members will leave if we raise the cost of membership fees

  • Compare the cost of curling to any sport. Curling is undervalued. Your kid can play recreation hockey for $1,200 per year or curl for $120. If cost is a deterrent, then this is a no-brainer. Get into or stay in the market before it takes off and fee charges suit the demand.
  • Curling is a business. A not-for-profit business needs to cover costs. Costs include capital improvements. Capital improvements should be funded over time. A capital fee should therefore be applied. (See my article December issue of The Curling News). Curling members will pay the fee when the logical business explanation is given.

Myth #4 – Curling sport is steeped in traditions; changes with technology are not warranted.

  • How many times have you had to explain the scoreboard to a new curling recruit? The hell with tradition, give them an intuitive electronic numbering system that takes the guesswork out of scoring the game.
  • Electronics costs have plummeted with miniaturization. Get your club some good cameras and screens and supply spectators, coaches and players a common tool to analyse the game!
  • Relate to youth who have been nurtured on electronics. Use your imagination – slide speed, rock curl, rock speed, sweeping effectiveness… all can be electronically evaluated and analysed, and at little cost.

Coquitlam - great viewing CUSTOMER SEGMENTATION

Customers are those for whom we are creating value. But, who are our most important customers? First, Curling is a Niche Market, segmented by:

  • Age
  • Skill
  • Activity level
  • Wealth

To be successful, we must determine the type of relationship each of our customer segments expect us to establish and maintain with them. For Age, most clubs have a gap between 20 and 40. It is the time when youth go away to school, try to establish a career and raise young families. They are distracted from their former junior social circle of curling. It does not have to be! The Royals, in Toronto has re-invented itself as a cool place for 20- and 30-somethings to hang. Chinguacousy CC in Brampton, Ontario launched under-35 competitions or clinics in 2014 with resounding success. The age gap is created only by clubs that are resistant to change.

Regarding skill, Canada has seen reduced competitive curling entries. Does that mean that skills are declining? Resounding No! To enjoy a sport recreationally, the skill needs to be nurtured. Successful clubs engrain training into the curriculum.

Activity level is the amount of recreation or fitness in which your customer wants to partake. Recreation curlers can be junkies, but the fact remains that some want to curl but spend less time doing it! Define which describes your member market and you will succeed. Why does a league need to be once a week? Why not once a month? Or only in October and November for SnoBirds?

Curlers, demographically, are above average income earners. Referring back to Myth #3, if that is correct, then fees would be less of a burden on the curling demographic. What the curling customer wants is value. Sport and recreation are counter balances to stressful work environments. Create a social, stress-free environment, and they will come knocking.

VOLUNTEER SEGMENTATION

Curling Customers desire to be part of the organization, to make it their own and to have an influence on what best suits their own purposes. Volunteering enhances social experience at a curling facility. Just as there is segmentation for customers, so too are there segments for volunteers:

Seniors

  • This segment includes managers and professionals. When they retire, they are looking for time fillers.
  • As physical capabilities decline, seniors may look for other less vigorous activities. Volunteering for administrative work and coaching fits the bill.

Juniors

  • High School students are looking to fill volunteer hours obligatory in many provinces.
  • Voluntarism makes an impression on the résumé.
  • University and colleges look at volunteer hours as part of the evaluation for candidate students.

Parents

  • Participation promotes bonding with children.
  • Involvement ensures that children are in a safe environment.
  • Directing activities also directs their children to interact with suitable compatriots.

Business persons

  • Positions on boards impress others.
  • Volunteering increases contacts with future clients.
  • Applying professional skills not only enhances the image, but hones the skills.

In each of the segments above, there is one common ingredient: a need to be given responsibility. Dole out responsibility to your customers and they will become your volunteers. Give a finite task to any of your customers, and they will gladly lend a hand, knowing that it contributes to the experience and is not a life sentence. As an aside: I attended the 2015 Tim Hortons Brier in Calgary. During two consecutive between-ends distractions, I became conflicted with the response to the presentations. The first was the snare rapping and cymbals slashing of the surprisingly young 9 year-old Jaxon Smith, likely paid entertainment. There was an immediate and long standing ovation for the young Phenom. In the next break, Curling Canada presented their 2015 Volunteer Award to Harvey Lyons, who relaunched his Lorette, Manitoba curling club, raising it from the solvency fires like the proverbial Phoenix. This feat took many years of 40-hour unpaid work weeks to accomplish. The response from the audience… polite applause from those who had not left for beer. Volunteers do not require payment or accolades, but Harvey Lyons deserved a better response.

See also:

http://yorkurbanist.com/2015/02/19/scotties-and-brier-business-attracting-spectators/

http://yorkurbanist.com/2015/01/29/2015-ontario-scotties-as-economic-generator/

reprinted from www.curling.ca

Harvey Lyons – reprinted from www.curling.ca