Strategic Plan
2009-2014


Vision

Building and Facility Enhancement

In 2003 the City of Chilliwack demolished the local hockey rink (Coliseum) and the club was able to acquire (free of charge) 2 dehumidifiers as well as a secondary Mycom Ammonia compressor. Rooms were built for the dehumidifiers at the south end and the buildings’ flat roof was replaced during this time. The Brine Pump and condenser motors were replaced in Dec. 1997. The ammonia condenser was replaced in the summer of 1999 and the brine headers in the south end of the ice area were replaced in the summer of 2007. The curling stones were inserted in the summer of 1998 and the striking bands were re-protruded in the summer of 2005. The main maintenance concern would be the Ammonia Chiller, which was installed in 1988. Life expectancy of a chiller is 20 years, although the brine reports have not indicated any breakdown concerns.

A storage addition for the ice maintenance equipment was built in the summer of 2008 and the scoreboards were mounted on the wall at the away end. The flat roof at the North end was replaced in November 2007. The club had an arson fire on the North West exit stairs on May 21, 2008 and as a result the wooden stairs were replaced with metal stairs. The upstairs carpets were replaced in the summer of 2008 as well as the ceiling tiles in the downstairs area.

Considerations

  1. Enhance exterior of building.
    1. Signage
    2. Enhance walls – mural
    3. Roof replacement when necessary
  2. Enhance interior of building.
    1. Refurbish upstairs bar area, lounge area, banquet area and bathrooms to make more non-curler friendly to encourage non-curlers to come and socialize (rentals)
    2. Improve look of main floor area - modernize coffee shop, seating and viewing area, end walls, building entrances, front entrance, and manager’s office area.
    3. Use interior designer to coordinate style of upgrades to ensure a fun atmosphere for all
    4. Enhance visibility and image of pro shop
    5. Clean up storage areas and add more shelving
    6. Take down upstairs ducting, air exchanger and smoke-eater equipment
    7. Better lighting and more user friendly lighting for dart players
  3. Upgrade and Purchase of Equipment:
    1. Ammonia Chiller
    2. New bench grinder for shoe repairs
    3. Build additional storage space/shelving in Manager’s Office
    4. New sign for displaying bar drink costs
    5. New dishwasher that loads from the front and feeds out the back (Through Bar)
    6. 2 additional cameras & monitors needed for sheets 1 & 6 (only cameras on middle 4 sheets presently)
    7. New audio system and wireless microphones
  4. In future, when possible, consider migrating towards more efficient equipment in ice making, heating & ventilation with a goal of reducing energy, costs and the club’s environmental footprint.

Management Structure and Communications
  1. Establish electronic newsletter
  2. Develop Staff Complement (expansion)
  3. Develop League Representatives and Liaisons
  4. Develop Strategic Planning Committee
  5. Update website
  6. Develop specific portfolio and responsibilities for members of Board of Directors
  7. Establish Policy and Procedure Manual
  8. Expand media presence and public awareness
  9. Try to have representation of all user groups on the Board of Directors
  10. Communications will be facilitated by the clear delineation of responsibilities indicated in the Board Portfolios. Tools used will include the CCC website, Newsletter, email distribution lists, and bulletin boards. Processes for communicating with internal membership and external publicity will be streamlined

Revenue Generation
  1. Membership revenue - Look at league fees, redefine prime time, and revise league fees to include consideration for inflation and possibly a building/equipment improvement contingency fund.
  2. Timing of determination of fees - March vs. August (Budgeting)
  3. Bar and Pro Shop
  4. Advertising
  5. Ice rentals – Corporate events & private parties
  6. Year round Lounge rentals – promotion for private parties, weddings, retirement functions, group meetings, etc.
  7. Hosting events – stay on top of applications as host site & appropriateness
  8. Ensure all grants, Federal, Provincial, Municipal are explored and applied for
  9. Any Olympic Grants available (signage?)
  10. Have a coordinated advertising package for sponsors and advertisers, so that there is only one approach from the curling club
  11. Consider holding Sponsor Appreciation events.
  12. Consider if all active curlers should be required to be a member (only required of night leagues presently)

Programs and Services
  1. Clinics
  2. Leagues
  3. One time events
  4. Off-Ice events
  5. Building Rental
  6. Insurance to cover all the above

Membership Recruitment and Retention
  1. Identify recruiting and retention needs within club
  2. Set up and define responsibilities of Membership Committee
  3. Set up Recruitment and Retention teams within Committee
  4. Raise profile of CCC in the community
  5. Identify groups within area to focus our recruitment efforts on (Realtors, etc)
  6. Develop recruitment materials for distribution to potential new curlers
  7. Develop introductory programs for potential new members
  8. Provide ongoing training programs for curlers
  9. Make new curlers welcome
  10. More emphasis on orientation and follow up of new members
  11. Targeted membership recruitment and retention drives each year including “member recruit a member”
  12. There will be a Membership Team of volunteers reporting to the board
  13. The Membership Team will utilize a membership data base gathered from registrations
  14. The Membership Team will also utilize data from frequent targeted surveys and personal interviews of members and non-members (rental and social users) including exit interviews
  15. The League Reps will work closely with the membership team
  16. The only curling priority will be given to people who have curled in a league for the previous year - to be date limited
  17. Consider if all active curlers should be required to be a member (only required of night leagues presently)

Volunteer Management (Recruit, Train, Recognize and Retain)

The following page is a graphical/flowchart representation of the Volunteer Management processes. Some actions are already underway in anticipation of the needs. That does not mean they are fixed in stone.

In the flowchart, the deliverable products are indicated. We hope that the majority, if not all, have been captured in the tables.

 

Board Committees

There are several committees established by the Board and several volunteer teams noted in the Strategic Plan process. These are presently as follows.

Board Committees Volunteer Teams
Building & Maintenance Building/Facility Enhancement
Bonspiels & Draws Programs & Services
Finance & Funding Revenue Generation
Membership & Social Membership Recruitment & Retention
Advertising Volunteer Management
Junior Curling & Clinics Management Structure & Communications
Ice Conditions
Strategic Planning Committee

The above committees are suggested to be combined as follows:

CCC Organizational Committees (and people or Board Members responsible)
Volunteer Management (Jane Arden, Wendi Prinse)
Membership Recruitment & Retention (Jane Adam, Dale Morgan, Peter Lui)
Building / Facility Enhancement (Dick Allan, Jamie Newton, Larry Legault)
Management Structure & Communications (Jane Arden, Chris Godwin, Bruce Renwick)
Revenue Generation (advertising, etc) (Jane Adam, Lynne Wejr)
Programs & Services (includes Juniors) (Dick Allan, Dennis Bailey, Laura Watson)
Finance (accounting) (Lenneke Bowles, Chris Godwin)
Ice Conditions (Larry Legault, Dale Morgan, Peter Lui)
Strategic Planning (Jamie Newton, Jane Arden, Dick Allan, Jane Adam)

The goals and objectives of each committee (except for last 3) were determined at the SP session and will be provided to each committee who are to advise the volunteer members of that group (to be enlisted after the SP is approved by the Board and the volunteer survey has begun). Volunteers will report to the committee who report to Board.