Windsor Curling Club Strategic Plan

Prepared by Marco Colaiacovo, Granite Coast Consulting
January 29, 2026
Windsor Curling Club – Strategic Plan 2026 - 2031 

Contents

Executive Summary

The Windsor Curling Club has been a longstanding recreational and social hub within the community, serving curlers of all ages, abilities, and experience levels. With a rich history, including periods of adversity and growth, the Club has demonstrated resilience, adaptability, and a commitment to fostering an inclusive, community-driven environment.

In recent years, the Club has faced challenges common to many volunteer-driven recreational organizations: declining volunteer capacity, an operational board shouldering too much day-to-day work, underutilization of a high-value facility, aging infrastructure, and the need to attract and retain new members. At the same time, significant opportunities exist to strengthen membership programming, leverage the Club’s building as a community hub, expand partnerships, and enhance visibility in the broader community.

To address these challenges and position the organization for a sustainable future, the Board and other representatives of the Club engaged in a full-day facilitated planning workshop conducted on October 3, 2025 at the Curling Club. Through a structured discussion involving stakeholders representing the Club’s various programs/committees; and board members we were able to discuss key elements of a strategic plan; SWOT analysis, demographic review, and visioning exercises. Five primary strategic priorities emerged, these priorities focus on membership growth, volunteer and governance sustainability, facility utilization, community engagement, and financial resilience.

This Strategic Plan outlines those priorities and provides a clear framework for implementing them over the next five years. It includes a phased implementation roadmap, a measurement and evaluation framework, and governance recommendations necessary to support the plan’s execution.

By focusing on five key initiatives—rather than attempting to address every possible improvement simultaneously—the Club ensures that strategic efforts remain realistic, impactful, and achievable without exhausting volunteers. This focused approach allows the Club to build momentum, demonstrate meaningful progress, and adapt as capacity grows.

The Windsor Curling Club is poised for a strong future—one where it continues to serve as an accessible recreational facility, a welcoming community space, and a vital contributor to the cultural fabric of West Hants.

About the Windsor Curling Club

Founded more than a century ago, the Windsor Curling Club is one of Nova Scotia’s longest-standing recreational curling organizations. Throughout its history, the Club has embraced its role as a community gathering place and a welcoming venue for curlers of all levels—from youth and new learners to recreational players and competitive athletes.

The Club’s history includes periods of challenge and renewal. A significant fire destroyed the previous facility, leading to the construction of the modern building the Club uses today. This new facility provided a fresh start, offering improved amenities and renewed energy within the curling community. While the Club is primarily recreational in nature, it has celebrated competitive success, including a number of provincial championship winning curlers who remain active and connected to the club. 

Today, the Windsor Curling Club offers diverse programming including recreational leagues (day and evening), stick curling, adult learn to curl, and youth programs. Its facility includes a lounge, kitchen, accessible washrooms, and bar service—making it well-positioned to serve as a broader community venue beyond curling.

Despite strengths in culture, affordability, and accessibility, the Club faces challenges common to many volunteer-led recreation facilities. Volunteer fatigue, limited visibility, an over-reliance on a small number of dedicated individuals, and underutilization of the building require strategic attention. The Strategic Plan addresses these challenges while building on the Club’s strong legacy.

Vision, Mission, and Values

Current Identity (as represented on the Club’s website)

The Club’s existing public-facing descriptions emphasize:

  • A welcoming, inclusive environment for curlers of all experience levels
  • Recreational and social opportunities
  • Community connection
  • A modern facility open for rentals and events 

These statements describe the Club’s identity but do not function as formalized Vision, Mission, or Values. Formalizing these statements provides the Club with a guiding compass that anchors decision-making and aligns the Board, volunteers, and members around a shared direction.

Proposed Vision Statement

To be a vibrant, welcoming, and accessible community hub where people of all ages and abilities can enjoy the sport of curling, connect with others, and build lasting community ties.

Proposed Mission Statement

To deliver inclusive, affordable, and high-quality curling programs while fostering community engagement, volunteer participation, and responsible stewardship of our facility and resources.

Proposed Values

Inclusivity – We welcome all individuals, regardless of background, identity, or ability, the opportunity to participate.
Community – We strengthen social connections and support the people of West Hants.
Respect – We honour sportsmanship, cooperation, and mutual support.
Sustainability – We manage our resources responsibly for long-term stability.
Volunteerism – We recognize that our success relies on the generosity and commitment of our volunteers.

These statements were developed through facilitated discussions during the strategic planning session. They reflect both who the Club is today and who it seeks to become.

Situational & Environmental Analysis

Importance of SWOT Analysis

A SWOT analysis is a critical component of strategic planning, providing a structured way to examine internal strengths and weaknesses alongside external opportunities and threats. For a volunteer-run organization, SWOT analysis helps align priorities, prevents effort misallocation, and ensures that strategic decisions are grounded in the realities of capacity, community needs, and market conditions.

How the SWOT Was Conducted

During the full-day session, Board members and participants completed multiple facilitated exercises to identify strengths, weaknesses, opportunities, and threats from two perspectives:

  1. As a Club member / curler
  2. As a non-curler or community member

This dual view ensures that the plan considers both internal perceptions and external expectations. Input was gathered using individual reflections and group discussions.

SWOT Summary

Strengths:

  • Welcoming culture and strong sense of community
  • Affordable and accessible programming
  • Modern facility with social space and kitchen
  • Dedicated volunteers and passionate Board
  • History of competitive and recreational success

Weaknesses:

  • Volunteer burnout and untapped potential volunteer pool
  • Operational workload falling on a few individuals
  • Limited visibility outside curling community
  • Underutilized building, especially offseason/daytime
  • Lack of structured marketing and outreach

Opportunities:

  • Growing interest in recreational and social sports
  • Partnerships with schools, municipalities, and local groups
  • Community demand for affordable rental space
  • Youth engagement and Learn to Curl programming
  • Grant funding for recreation and facility upgrades 

Threats:

  • Aging infrastructure and rising maintenance costs
  • Competition for discretionary time and recreational dollars
  • Volunteer fatigue leading to program or operational gaps
  • Limited financial reserves for capital improvements 

What This Means for the Club

The SWOT analysis confirms that the Club has strong cultural and physical assets but requires intentional investment in volunteer systems, governance, community outreach, and revenue diversification. These insights directly informed the five strategic priorities outlined in this plan.

Environmental Scan: Community and Sector Trends

The Windsor Curling Club operates within a dynamic community and a shifting recreational landscape. Understanding broader demographic, recreational, and sector trends is essential for shaping a strategy that responds to current realities and anticipates future needs.

1. Community Context

West Hants region is experiencing steady population  growth, driven in part by migration from HRM and surrounding communities. Key characteristics include:

  • Increasing numbers of young families and early-career professionals, many seeking affordable recreation options.
  • Growing interest in community-based, low-cost sports and activities that support social connection.
  • Strong demand for multi-purpose community spaces, particularly for events, group activities, and wellness programs.

 The Club’s facility and accessible fee structure position it well to serve this evolving demographic mix.

2. Geographic Location: A Strategic Advantage

Windsor (West Hants Municipality) is a small community between Halifax Regional Municipality (HRM) and the beginning of the Annapolis Valley. WCC is one of the first full service curling facilities west of HRM. This geographic location provides a unique strategic opportunity for the club. 

Windsor Curling Club is an attractive option for individuals and families seeking:

  •  Relaxed, community-oriented entry point into sport
  • Competitive membership fee relative to HRM clubs while operating within a broader Valley curling landscape 
  • A club culture suited to new curlers, recreational players, and families 

 By promoting itself as the region’s welcoming, recreational curling destination, the Club can expand its membership footprint beyond West Hants and tap into unmet demand from nearby urban markets.

3. Sector Trends in Recreational Sports

Several broader sector trends also influence the Club’s strategic direction:

a. Rising Demand for Social and Recreational Sports

According to a Government of Canada report ‘Why sport is important to Canadians and Canada - Canada.ca’ and a Statistics Canada report ‘Diving into the data: Sports participation in Canada - Statistics Canada’ In Canada, more than half of people aged 15 and older participate in sport, and over 80% of that participation is recreational in nature, reflecting strong ongoing demand for social and recreational sport activities

Canadians are increasingly interested in sports that:

  • are social
  • offer low barriers to entry
  • involve minimal equipment
  • promote wellness and connection

 Curling is well-positioned within this trend.

b. Growth in Youth and Introductory Programming

National curling organizations are investing heavily in growing youth and Learn-to-Curl programs. Communities with strong beginner programs are seeing sustained membership growth.

c. Increased Emphasis on Multi-Use Facilities

Recreational facilities are increasingly expected to serve diverse community needs.
The Club’s lounge, kitchen, and event rental capacity put it in an advantageous position to:

  • host meetings, celebrations, and social events
  • offer off-season programming
  • partner with community groups

 d. Volunteer Shortages

Volunteer availability is declining across Canada. According to a Statistics Canada report ‘Statistics Canada released the results from the Survey on Giving, Volunteering and Participating – The overall volunteer rate in Canada declined from 79% in 2018 to 73% in 2023, with total volunteer hours falling by about 18% in that period. Formal volunteering in non profit organizations, including sports and recreation, also decreased substantially. These trends indicate a general decline in volunteer availability, which poses challenges for clubs like Windsor Curling Club that rely on community volunteer support.
This reinforces the need for a structured volunteer model, consistent onboarding, and a formal committee system—precisely what this Strategic Plan provides.

Summary

The environmental scan confirms that the Windsor Curling Club has strong opportunities for:

  • regional membership growth,
  • expanded rentals,
  • community partnerships, and
  • positioning itself as a recreational hub.

 These insights underscore the importance of the strategic initiatives that follow.

Strategic Priorities 2026–2031

The following five strategic priorities represent the critical areas where the Windsor Curling Club must focus to strengthen sustainability and ensure long-term success. These priorities were selected through structured stakeholder engagement, analysis of internal and external factors, and alignment with the Club’s mission and values.

Priority 1: Reinforce Volunteer & Board Sustainability

Why This Matters

A thriving curling club depends on a strong, well-supported volunteer base. Burnout and unclear expectations pose risks to continuity and operations. A structured governance and volunteer model ensures that tasks are shared, leadership is sustainable, and operations are manageable.

What Success Looks Like

  • Clearly defined Board and committee roles
  • A robust and engaged volunteer pool
  • Reduced burden on individual Board members
  • Consistent onboarding, support, and recognition of volunteers

 Strategic Objectives

  • Establish a committee-driven operational structure
  • Introduce a volunteer recruitment and coordination system
  • Create governance clarity through role definitions and training
  • Build leadership continuity through succession planning

Priority 2: Optimize Facility Utilization & Revenue Diversification

Why This Matters

The building is a valuable community asset yet remains underutilized. Expanding rental use, offering offseason programming, and establishing predictable revenue streams will strengthen financial resilience.

What Success Looks Like

  • Increased number of facility rentals
  • Expanded offseason activity and partnerships
  • Clear, accessible rental pricing and availability
  • Strengthened capital planning and facility management

 Strategic Objectives

  • Develop and promote structured rental packages
  • Increase community rental awareness and usage
  • Implement multi-year capital planning
  • Explore new revenue opportunities tied to facility usage 

Priority 3: Strengthen Membership & Program Development

Why This Matters

Membership is the foundation of the Club’s financial stability, culture, and long-term sustainability. Growth and diversification of membership, particularly youth and new curlers, are essential for ensuring a vibrant curling community.

What Success Looks Like

  • Increased participation across leagues and programs
  • Strong and sustainable junior and youth pathways
  • Regular Learn to Curl sessions that convert participants to members
  • Improved member satisfaction and retention 

Strategic Objectives

  • Expand and diversify program offerings
  • Strengthen youth development partnerships with schools and community organizations
  • Enhance member communication and engagement
  • Create flexible membership offerings to meet modern needs

Priority 4: Community Engagement & Visibility

Why This Matters

The Club must expand awareness in the broader West Hants area to attract new members, partners, and renters. Enhanced visibility helps reposition the Club as a community hub rather than a sport-specific venue.

What Success Looks Like

  • Improved brand recognition and digital presence
  • Strong partnerships with community groups
  • Increased attendance at community events and open houses
  • Higher conversion of community participants into curlers 

Strategic Objectives

  • Strengthen digital communications and marketing
  • Build partnerships with schools, recreation programs, and local businesses
  • Host community-facing events and open house activities
  • Promote the Club as a welcoming, multi-purpose community space 

Priority 5: Financial Resilience & Long-Term Sustainability

Why This Matters

Long-term sustainability requires stable, predictable revenue and adequate reserves to support future capital needs. Diversification beyond membership fees is essential to manage rising costs and maintain the facility.

What Success Looks Like

  • Balanced budgets with annual surpluses
  • Strong capital reserves
  • Successful and consistent grant funding
  • Predictable revenue from rentals and partnerships 

Strategic Objectives

  • Build a multi-year financial forecasting model
  • Strengthen fundraising and sponsorship programs
  • Establish a capital fund and seek infrastructure grants
  • Align annual budgets with strategic priorities

Implementation Roadmap (2026–2031)

The Implementation Roadmap provides a phased, realistic timeline for executing the strategic priorities. This ensures that work is sequenced appropriately and that volunteer capacity is respected.

Year 1 – Foundation (May 2026 to May 2027)

  • Implement committee governance structure
  • Assign committee chairs and establish charters
  • Launch and/or enhance core membership programs (Learn to Curl, youth programs)
  • Redesign the website and enhance communication tools
  • Develop rental pricing, policies, and promotional materials
  • Recruit volunteers through a coordinated volunteer committee
  • Conduct facility condition review and identify capital priorities

Years 2–3 – Growth & Expansion (May 2027 to May 2029)

  • Expand youth, adult recreational, and Learn to Curl programming
  • Increase facility rentals and develop recurring rental partnerships
  • Strengthen volunteer onboarding and recognition systems
  • Initiate early-stage capital improvements and apply for grants
  • Launch 2–3 new community events or seasonal activities each year

Years 4–5 – Optimization & Sustainability (May 2029 to May 2031)

  • Implement long-term capital improvements
  • Achieve target membership growth
  • Stabilize diversified revenue streams
  • Review and update governance practices
  • Conduct full plan evaluation and prepare next Strategic Plan

Measurement & Evaluation Framework

To ensure accountability and progress, the Club will use an annual Strategic Review Cycle:

Quarterly Check-Ins

The Board reviews progress and identifies barriers in conjunction with appropriate committees

Annual Strategic Review

Full analysis of KPIs, successes, capacity, and priorities for the year ahead.

Five-Year Strategic Review

Comprehensive evaluation at the end of the plan cycle.

Governance & Operational Board Structure

Overview

The Windsor Curling Club (WCC) operates under an operational board model, a structure common in volunteer-run, community-based organizations. In this model, Board members are responsible not only for governance and strategic oversight, but also for delivering day-to-day operational tasks such as managing the building, scheduling, fundraising, communications, event planning, and membership services.

While this model reflects strong passion and commitment, it also creates challenges. Over time, WCC has relied heavily on a small number of dedicated individuals who carry a disproportionate amount of organizational workload. This has contributed to burnout, inconsistent succession planning, and difficulties in maintaining sustainable operations.

The strategic plan recognizes governance and board sustainability as a foundational requirement for the Club’s future success. Strengthening structure, clarity, accountability, and volunteer engagement will be essential to sustaining the Club long-term. Improving governance is not optional — it is foundational to every strategic priority in this plan. Without strengthened governance, volunteer structure, and committee activation, the Club cannot sustainably execute the work ahead

1. What an Operational Board Is

An operational board differs from a governance board in several key ways:

Operational Board

Governance Board

Board members perform operational tasks (e.g., janitorial, scheduling, communications, fundraising).

Board members focus on strategic oversight, policy, and financial accountability.

Requires a large and active volunteer base.

Requires committees or staff to execute tasks.

High risk of burnout if not supported by committees.

Lower burnout due to separation of duties.

Works best with clear task delegation.

Works best with high-level strategic skills.

 

Because WCC does not currently have staff, it must remain an operational board.
However, an operational board should have committees in order to function sustainably.

2. The Role of Committees in an Operational Board

Committees are the backbone of an effective operational board. They provide:

  • Structure

Clear division of responsibilities prevents duplication and confusion.

  • Capacity

Committees expand volunteer involvement beyond the 6–10 board members.

  • Accountability

Each committee has a chair (ideally a board member) who reports progress to the Board.

  • Succession Planning

New leaders emerge naturally through committee experience.

  • Sustainability

Board members do not carry all the work; tasks are distributed efficiently.


Operational boards fail without structured committees. They succeed when committees are active, empowered, and supported.

3. Recommended Committee Structure for WCC

The Club should formalize a committee structure that mirrors its operational needs. Based on workshop discussions and club requirements, the recommended committees include:

Core Standing Committees

  1. Finance & Audit Committee
    Responsible for budgeting, financial reporting, monitoring reserves, grant reporting.
  2. Membership & Programming Committee
    Oversees member experience, recruitment, retention, Learn-to-Curl, leagues, events.
  3. Volunteer Committee
    A critical new committee.
    Manages volunteer recruitment, onboarding, recognition, and retention.
  4. Facilities & Building Committee
    Oversees building maintenance, capital planning, safety, rental support, offseason usage.
  5. Community Engagement & Marketing Committee
    Manages social media, promotions, sponsorship, community partnerships.
  6. Fundraising & Revenue Development & Rentals Committee
    Leads fundraising events, sponsorship outreach, Facility Rentals, and grant applications. 

Each committee should have a charter, samples included in the Appendix of the Strategic Plan, that defines:

  • purpose
  • scope of authority
  • responsibilities
  • decision-making boundaries
  • reporting expectations
  • membership and leadership roles 

This ensures clarity, consistency, and accountability. 

4. Introducing a Volunteer Framework

A strong volunteer base is essential for an operational board.

The Strategic Plan recommends establishing:

A Volunteer Committee (new)

Its responsibilities include:

  • managing a volunteer database
  • identifying volunteer skills and interests
  • coordinating volunteer assignments
  • supporting committees needing additional workers
  • recognizing and thanking volunteers
  • ensuring volunteers are matched to tasks that suit their skills
  • distributing workload evenly 

Most importantly, the Volunteer Committee becomes the pipeline for future board and committee leadership, which solves the succession planning challenge.

5. Improving Succession Planning

Currently, there is no formal structure for:

  • identifying future leaders
  • training new volunteers
  • transitioning responsibilities
  • creating overlap between outgoing and incoming board members 

WCC should adopt:

Succession planning practices, including:

  • Committee vice-chairs who are “leaders-in-training”
  • Shadowing period for new board members
  • Two-year term limits with optional renewals to encourage rotation
  • Annual leadership development conversations
  • A skills and interest inventory for volunteers 

Succession planning ensures continuity and prevents the cycle of relying on the same few people each season.

6. Governance Best Practices for WCC

To support this strengthened structure, the Club should adopt governance practices used by high-functioning community nonprofits:

  • Annual Board Orientation

Including roles, responsibilities, bylaws, and committee structure.

  • Annual Board Workplan

Aligned with the Strategic Plan.

  • Committee Reports delivered on an agreed upon timeline so as not to create undue workload on volunteer board members

One standardized template used by every committee.

  • Formal Decision-Making Processes

Clear criteria for when committees decide and when the Board decides.

  • Role Descriptions and Skills Matrix

For Board positions, committee chairs, and volunteers.

  • Documented Policies

Conflict of interest, financial oversight, rental policy, communication expectations.

  • Annual Board Work Plan

Adopt an annual work plan to set reporting cycles for all committees. 

7. Recommendations Summary

To strengthen governance and build sustainable operational capacity, the Windsor Curling Club should:

  • Adopt the committee structure outlined above
  • Activate and support a Volunteer Committee to build capacity
  • Develop administrative systems to track volunteers, tasks, and reporting cycles
  • Implement formal succession planning practices
  • Deliver annual onboarding and training for Board and committee leads
  • Standardize committee charters (included in the Appendix)
  • Adopt monthly reporting cycles for all committees
  • Clarify and document roles, responsibilities, and decision-making authority

These changes will create a more balanced workload, prevent burnout, and build a stable foundation for the Club’s future.

Risk Considerations

Every strategic plan must acknowledge the potential risks that could affect implementation. The following risks were identified through the planning process. Each represents an area requiring monitoring, mitigation, and Board attention. Monitoring these risks annually as part of the Strategic Review Cycle will ensure that the Club can adjust priorities and maintain momentum.

1. Volunteer Fatigue and Limited Capacity

As a volunteer-run organization, the Club’s operations depend on a consistent and engaged volunteer base.
Risk arises if:

  • workloads remain concentrated among a few individuals
  • recruitment stalls
  • burnout occurs

Mitigation: Adoption of the committee structure, establishing a Volunteer Committee, and ongoing volunteer recognition and support.

2. Facility Maintenance and Capital Costs

The building is functional but aging. Costs associated with the below maintenance and capital costs may exceed annual operating budgets:

  • ice plant upgrades
  • structural maintenance
  • accessibility improvements
  • energy efficiency 

Mitigation: A multi-year capital plan, expanded rental revenue, and consistent pursuit of grants.

3. Financial Constraints and Revenue Variability

The Club’s financial stability is influenced by:

  • fluctuating membership
  • seasonality of curling
  • variability in rental bookings
  • rising energy and maintenance costs 

Mitigation: Revenue diversification, financial forecasting, reserve building, and increased grant/sponsorship activity.

4. Competition for Members’ Time and Attention

Families and individuals face increasing recreational options.
Without active promotion and strong programming, the Club risks stagnation in membership growth.

Mitigation: Updated marketing, improved visibility, community engagement initiatives, and a high-quality member experience.

5. Leadership Transition and Succession Risk

The absence of clear succession planning creates vulnerability when board members or key volunteers step down.

Mitigation: Succession planning, leadership pipelines within committees, and formal onboarding/training processes. 

6. Underutilization of the Facility

If efforts to increase rentals and expand community use stall, the Club may miss critical revenue opportunities.

Mitigation: Structured rental marketing, partnership development, and improved communication of rental offerings.

Summary

These risks do not threaten the viability of the Club, but they can impede progress if not actively managed. The Strategic Plan’s governance, volunteer, and financial initiatives directly address these risks and provide a framework to monitor and mitigate them over time.

Conclusion

The Windsor Curling Club now stands at a pivotal moment in its long and proud history. This Strategic Plan is more than a guiding document - it is a renewed commitment to sustainability, community service, and the shared spirit that has defined the Club for nearly a century. Through a full-day collaborative workshop, open dialogue, and honest assessment, members and leaders have articulated a clear direction for the future and the actions required to get there.

By focusing on five strategic priorities - strengthening membership and programming, reinforcing volunteer and board sustainability, optimizing facility utilization, deepening community engagement, and securing long-term financial resilience - the Club has established a roadmap that is both ambitious and achievable. These priorities reflect the realities uncovered through the governance review, SWOT analysis, community perspectives, and operational challenges identified throughout the strategic planning process.

The work ahead will require dedication, collaboration, and a willingness to evolve. It will mean activating committees, expanding the volunteer base, and making strategic use of the Club’s exceptional facility. It will mean elevating governance practices, formalizing processes, and aligning resources with priorities. And most importantly, it will require ongoing engagement from members, volunteers, partners, and the broader West Hants community.

This plan positions the Windsor Curling Club not only to stabilize and strengthen its current operations but to thrive as a vibrant, multi-purpose community hub. It honors the Club’s history - including the resilience shown after the devastating fire - while looking confidently toward a future where curling remains accessible, welcoming, and enjoyable for all.

With this Strategic Plan, the Windsor Curling Club is equipped with the clarity, structure, and collective direction needed to ensure its legacy endures. When implemented with purpose and reviewed regularly, this plan will guide decision-making, focus efforts, and support the Club’s mission for years to come. The path forward is clear, the priorities are defined, and the foundation is strong. Together, the Windsor Curling Club community is ready to build the next chapter.

Appendix A – Sample Key Performance Indicator Metrics

Final KPI creation will be the responsibility of the Windsor Curling Club Board, below are just suggested metrics. These KPIs are intentionally focused on outcomes rather than tasks, ensuring that the Club measures what truly matters to long-term impact. KPIs will track strategic success in areas including:

  • Membership growth and retention
  • Volunteer recruitment and engagement
  • Rental utilization and revenue
  • Community engagement measures
  • Financial stability and capital improvement progress 

Initiative 1 - Reinforce Volunteer & Board Sustainability

Strategic Objective

KPI

Measurement Method

Frequency

Build volunteer capacity

Total number of active volunteers

Volunteer roster

Quarterly
 

Number of new volunteers onboarded

Onboarding logs

Annual

Reduce burden on board

% of operational tasks managed by committees (vs board-only)

Committee reports

Semi-Annual

Retain volunteers

Volunteer retention rate (%)

Volunteer roster year-over-year

Annual

Improve volunteer experience

Volunteer satisfaction (survey score)

Annual survey or pulse check

Annual



Initiative 2 - Optimize Facility Utilization & Revenue Diversification

Strategic Objective

KPI

Measurement Method

Frequency

Increase rental usage

Number of non-curling bookings per year

Rental calendar

Quarterly
 

Rental revenue (total and % of total revenue)

Financial statements

Quarterly

Increase year-round utilization

Offseason usage hours / % change

Building usage log

Quarterly

Build recurring rental clients

Number of repeat/routine rental clients

Booking system

Annual

Manage capital needs

Completion of capital plan milestones

Project tracker/capital plan

Annual



Initiative 3 - Strengthen Membership & Program Development

Strategic Objective

KPI

Measurement Method

Frequency

Grow total membership

Total membership count

Registration database

Annual
 

Year-over-year membership growth rate (%)

Registration database

Annual

Increase youth participation

Number of youth/junior participants

Program registration

Quarterly

Convert learners to members

% of Learn-to-Curl participants who join as members

Post-program follow-up / registration

After each program; Annual summary

Improve member satisfaction & retention

Member retention rate and satisfaction score

Registration + annual member survey

Annual

 

Initiative 4 - Community Engagement & Visibility

Strategic Objective

KPI

Measurement Method

Frequency

Improve awareness & reach

Website traffic and inquiry volume

Website analytics / contact form

Quarterly
 

Social media reach and engagement

Platform analytics

Monthly/Quarterly

Strengthen partnerships

Number of active community partnerships

Partnership log

Annual

Increase event participation

Attendance at community events / Try-Curl sessions

Event registrations

Per event; Annual summary

Convert community interest to participation

% of non-member event attendees who register for programs

Event follow-up tracking

Per event; Annual summary

 

Initiative 5 - Financial Resilience & Long-Term Sustainability

Strategic Objective

KPI

Measurement Method

Frequency

Diversify revenue streams

% of total revenue from non-membership sources

Financial statements

Annual
 

Number of successful grant applications / grant $ secured

Grant tracker / finance

Annual

Improve operating performance

Annual operating surplus/deficit

Financial statements

Quarterly/Annual

Build reserves

Year-end capital reserve balance

Financial reports

Annual

Align budget with strategy

Completion of annual budget aligned to priorities

Budget documents / board approval

Annual

 

“With the key results defined, the following section outlines the governance and structural supports required for successful implementation.” 

Appendix B – Sample Rental Committee Charter

1. Committee Name

Windsor  Curling Club Facility Rentals Committee (‘Rentals Committee”)

2. Purpose

The Rentals Committee supports WCC strategic goal to achieve financial stability by maximizing use of the Association’s physical hall and spaces for community and commercial rentals. The committee ensures WCC’s rental offerings are marketed effectively, competitively priced, and operationally efficient

3. Scope of Responsibilities

The Rentals Committee is a volunteer group that is responsible for:

  • Coordinating with Marketing Lead to Develop and execute marketing campaigns to promote the rental offerings.
  • Creating and maintaining a comprehensive pricing structure that includes variations for catered vs. non-catered events, and other rental configurations.
  • Engaging with event planners and potential client groups to expand rental opportunities.
  • Managing rental inquiries, booking logistics, and post-event follow-ups.
  • Tracking performance against baseline budget and target number of events/days rented.
  • Continuously improving processes to ensure a high-quality rental experience.

4. Authority

The committee has full authority to:

  • Negotiate and execute rental contracts.
  • Set pricing and promotional strategies.
  • Directly manage the rental operations.

    Limitations:
  • Any monetary expenditure over $1,000 requires approval from the Finance Committee.

5. Composition

  • The Chair must be a member of the WCC Board and is appointed by the Board at the last Board meeting prior to the AGM
  • The committee must include a minimum of 3 and a maximum of 6 members, including the Chair.
  • Members may include board members, WCC members and community volunteers.
  • Committee members are appointed by the Committee Chair through consultation with the committee and utilizing resources such as WCC volunteer database.

6. Meetings

The Rentals Committee shall meet monthly.

  • Meetings are convened by the Chair, who also sets the agenda.
  • A quorum of 50% of members is required for meetings to proceed.

7. Reporting

  • The committee will provide a written report to the WCC Board secretary two weeks prior to each full board meeting to ensure it is included in the Board meeting packages
  • Reports will include but not limited to; updates on current initiatives, outcomes of completed initiatives, and recommendations for continual improvement, along with any financial outcomes including revenues and expenditures.

8. Term Length

  • Committee members and the Chair serve one-year terms, renewable annually.
  • The Board reappoints the Chair or appoints a new Chair at the last board meeting prior to AGM.

9. Review & Amendments

  • This Charter will be reviewed annually at the last board meeting prior to AGM.
  • Any amendments require approval by the Board of Directors.

Appendix C – Sample Volunteer Committee Charter

1. Committee Name

WCC Volunteer Committee (“Volunteer Committee”)

2. Purpose

The Volunteer Committee supports WCC’s strategic objective to increase participation and engagement by building a strong, reliable, and diverse base of volunteers. The committee ensures that all WCC events and initiatives are adequately staffed with trained and informed volunteers who reflect the values and mission of the organization.

3. Scope of Responsibilities

The Volunteer Committee is a volunteer group that is responsible for:

  • Developing and maintaining a list of volunteers including their skillsets and availability.
  • Gathering volunteer information from membership lists, website submissions, and community interactions.
  • Coordinating with other committees to identify volunteer needs for upcoming events.
  • Communicating with volunteers about roles, points of contact, dress codes, arrival times, and event logistics.
  • Ensuring volunteer assignments are aligned with event requirements and organizational expectations.
  • Create a debrief meeting with Event coordinator to ensure Volunteers met the expectation and determine if adjusted processes need to be instilled

4. Authority

The committee is authorized to:

  • Recruit and assign volunteers to support WCC activities and events.
  • Communicate logistical information to volunteers.
    Limitations:
  • The committee may not communicate or promise any financial stipends to volunteers without prior approval from the Board of Directors.

5. Composition

  • The Chair must be a member of the WCC Board and is appointed by the Board at the last Board meeting prior to the AGM
  • The committee must include a minimum of 2 and a maximum of 4 members, including the Chair.
  • Members may include Board members, WCC members and community volunteers.
  • Committee members are appointed by the Committee Chair through consultation with the committee and utilizing resources such as the WCC volunteer database. 

6. Meetings

The Volunteer Committee shall meet monthly.

  • Meetings are called by the Chair, who also sets the agenda.
  • A quorum of 50% of members is required to proceed with meetings.

7. Reporting

  • The committee will provide a written report to the WCC Board secretary two weeks prior to each full board meeting to ensure it is included in the Board meeting packages
  • Reports must include but not limited to: number of active volunteers, availability, identified skill gaps, and upcoming volunteer needs.

8. Term Length

  • Committee members and the Chair serve one-year terms, renewable annually.
  • The Board reappoints the Chair or appoints a new Chair at the last board meeting prior to AGM.

9. Review & Amendments

  • This Charter will be reviewed annually at the last board meeting prior to AGM.
  • Any amendments must be approved by the Board of Directors.

 

 

Upcoming Events

  • May
    29
    WCC Dinner & Dance
    05:30 PM
  • Jun
    13
    Indoor Yard & Plant Sale
    08:00 AM
  • Jun
    25
    WCC AGM
    06:30 PM
  • Jul
    10
    Golf Tournament
    07:00 AM

Contact Us

174 Gray St., Box 501
Windsor, Nova Scotia
B0N 2T0

Phone: 902-798-4662

Email Us

Follow Us

PRIVACY POLICY

REFUND POLICY

 

Our Club

Welcome to the Windsor Curling Club located in Windsor, Nova Scotia.  Home to recreational, social, and competetive curlers of all ages, we offer daytime and evening leagues for all skill levels.