York Urbanist

Archive for November, 2015

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

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.