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1. The Royal Kingston Curling Club has been a successful entity for over 189 years. Why fix what isn’t broken?
   No one is saying anything is broken! On the contrary, we cherish our success as the second longest continuously operating curling club in North America. Our successes are the result of our predecessors recognizing the need to change with the times and your current Board of Directors believe the changes proposed in the Business plan better position us to survive another 189 years.
   
   

2. I can accept the logic of using our facility to its full potential to offset cost increases, but why do we have to change the Board structure and the way we operate?
   To achieve on-going business success the role of the Board of Directors needs to shift more to governance and leadership, while delegating the day-to-day operation of the Club. The structure change will allow the Board to focus on long and short term planning, developing policies, decision-making, and providing oversight. The empowered formal Committees will do the detailed work of managing the programs and operations of the Club.
   
   
3. I am concerned my current direct access to the Board will be prohibited by a bunch of Committees in between, and we will be less responsive to individuals.
   On the contrary, most of the "managing" work will be more efficiently done by the Committees, which have direct membership on the Board through the chairperson. This will allow greater responsiveness to individual concerns without requiring the involvement of the Board of Directors. In addition, members can also have direct access to the Board, if required, through the new "Member at Large" position.
   
   
4. Why is it necessary to reduce the size of the Board?
   In a survey of Boards of Directors of other curling clubs and similar not-for-profit corporations we found them, typically, to be half the size of ours. Several of our current Directors have responsibilities not associated with the "governance" of the Club. Their work can be done more effectively via the Committees.
   
   
5. Will all curling sections and members be represented on the Board?
   The curling sections and their members will be represented by their respective chairpersons on the Curling Committee. The Chair of the Curling Committee will report the results of their decisionmaking to the Board. The Curling Committee’s mandate will be to oversee and make all decisions with respect to the Curler’s agenda. Members, with individual concerns that are not or cannot be addressed by their representative or the Curling Committee, have direct access to the Board via the “Member at Large” who will serve as their Ombudsman.
   
   
6. Why are new Committees such as Human Resources/Communications, Operations/Resources, Marketing and Social being formed? What role will these Committees have in relation to the Board?
   The Committees are being formed to do the detailed work of the Board that is necessary to allow the Club to continue to function at a high degree of efficiency. They will bring more volunteers together as a group to contribute to the tasks necessary to achieve our goals. The Committees have a direct relationship with the Board. Each Committee will be represented on the Board by the Committee’s chair or alternate. The Chairpersons report to the Board, but most of the decisionmaking relative to their respective mandates and roles and responsibilities will be made at the Committee level, thereby freeing up Board meetings to deal with oversight, direction, vision, etc. All of these Committees are new to our Board structure and are intended to reflect the changed nature of our organization as we transition from a smaller, seasonal curling club to a larger, year round club with expanded offerings that make better use of our new facility for the benefit of all members.
   
   
7. What is the purpose of the Governance Committee? Who are the members of this Committee?
   The President, Past President, and the 1st and 2nd Vice Presidents are members of the Governance Committee. They will have a clearly defined Role and Responsibilities directing them to provide oversight, policies and short and long-term planning for the club. They will ensure that our Board and organization operate within our By-Laws and that we are governed in keeping with appropriate legislation and good business practices.
   
   
8. How can a member join a Committee?
   Each Committee will be soliciting volunteers to help with their work. It is expected that as turnover occurs new volunteers will be required. If you are interested please make the Committee Chairperson aware. Some Committees may form “ad hoc” committees which will also require volunteers. The new Committee structure will give more members an opportunity to be involved in the operation of RKCC.
   
   
9. Does the Board intend to make the Manager a full-time position this year?
   The Board has already made the Manager position full-time. We believe the Business Plan clearly points out the necessity of becoming a year round operation. Our Manager reports increased interest for rental of the facility compared to the last two summers. As outlined in Appendix 4 of the Business Plan there are many, many exciting and unique opportunities for off season use of our facility. We must maximize our potential to use these and other ideas.
   
   
10. Why are we changing the by-laws, including voting of officers, responsibilities/roles/terms of reference?
    Whenever there is a change being proposed to the way we govern ourselves and do business as a corporation we must amend the by-laws to reflect these changes. And the membership must approve these changes. Our current by-laws (#18 AMENDMENTS) allow the directors to make amendments and have them effective until the next General Meeting.
    
    Delineating the Mandates, Roles and Responsibilities and Terms of Reference for the revised Board and its new Committees will provide us with a more efficient management and operation model.
    
    
11. Will the Day and Evening Ladies be equally represented on the new Board?
    Women will have the same opportunities as in the present structure to become a Director. In fact, there will be many more opportunities for everyone, men and women alike, to get involved once the new Committee structure is in place.
    
    Any member may volunteer or be nominated for any position in any given year and will have equal opportunity to be elected. One of the responsibilities of the Governance Committee will be to try to influence the make-up of the Board to be representative of the membership.
    
    
12. How are all these possible rentals going to affect our primary responsibility? Who gets preference for usage of the facility, members or non-members?
    Our members are the primary purpose for the Club’s existence. Curling, will always be our primary focus. It must be recognized, however, that when our members do not require the full use of our facility, and opportunities to gain additional revenue from rentals can also be accommodated, it is only common sense that the Manager take advantage of such opportunities. In order to remain financially viable and, at the same time, maintain reasonable membership fee levels in line with other curling clubs, we must maximize the opportunities our great new facility provides us. The Manager, the Marketing and Curling Committees will be responsible for finding the correct balance between our curling schedule, member functions and the rental side of our business. The Strategic Business Plan identifies the path we must take if we are to continue to be a successful not-for-profit business.
    
    
13. Why can we not better utilize our kitchen and bar facilities to raise money?
    There may be no reason why we can’t make better use of these facilities. This will be one of the tasks for both the Marketing and the Social Committees to tackle.
    
    
14. What will be the process for selecting members for the various Committees?
    The current Board and the Personnel Committee will be recruiting volunteers for the various positions that may be open on the new Board. The “Member at Large” position is an example. Some of the current directors, with time left on their term, have assumed responsibility for defining the mandate and roles and responsibilities of specific Committees. They will be seeking volunteers to assist. Individual members may come forward to volunteer in the area they find most interesting.
    
    
15. Why don't we have a suggestion system so members can submit their ideas?
    A major item addressed in the Strategic Business Plan was Communications. This has been addressed by the formation of a Human Resources and Communications Committee. Every effort will be made to solicit and address member ideas. The new “Member at Large” position will provide members with an “Ombudsman” and direct access to the Board.
    
    
16. We have a surplus of money somewhere in reserve. Why don't we use it? Why do we need a reserve fund? Are we taxed on our reserves?
    We do have surplus money invested, and, as the need arises, it will be used responsibly to enhance the facility, or to replace equipment that has reached the end of its useful life. The Strategic Business Plan identifies the need to maintain and in fact, build-up over time, a capital reserve fund that will provide members a degree of financial security in the event of major plant or facility breakdown.
    
    At this juncture, the Strategic Business Plan urges that we always maintain a minimum short-term capital reserve of at least $120,000 (based on the estimated value of 3 months of Club expenses plus the cost of all equipment maintenance contracts). The capital reserve fund must never be allowed to decrease below this amount.
    
    It must also be stressed that the long-term value of the capital reserve fund needs to grow. As the Club physical plant ages, it will prove necessary to replace capital equipment from time to time. The use of capital reserve calculations and equipment life expectancy charts developed by the Canadian Mortgage and Housing Corporation, show that over the life of the Club, replacement costs for any given piece of equipment will increase taking into account factors such as inflation.
    
    Therefore, the capital reserve fund cannot have an upper limit. It must grow annually, to cover capital replacement costs in later years. Failure to plan for the future will at some point lead to a short-fall in capital that will need to be addressed through more costly means such as mortgages and/or loans. That is not a viable option for a not-for-profit business. Using the capital reserve calculations, the Finance Committee will determine the size of the annual provision that needs to be invested into the capital reserve fund, so that it can grow adequately to meet future needs. The capital reserve amounts will be re-evaluated on an annual basis as part of the Financial Committee’s work plan.
    
    
17. I like the friendly, social atmosphere of our Club. Will this all change?
    Our Mission, Vision and Value statements each address this most important objective. Specifically, Goals # 2 and # 3 provide strategies and action plans to enhance the friendliness and social atmosphere in the Club. The new Social Committee will have responsibility for ensuring this happens.
    
    
18. Why not reduce the size of the Board even more! Leaner Boards have a greater chance of making decisions in a positive way?
    Over the past several years various Boards have struggled with finding ways to reduce the Board’s size and yet still serve the membership in the most productive and representative manner. We feel the reduction we are proposing coupled with the creation of seven committees which will do the work of the Board provides the optimum management structure for our organization.
    
    
19. Is there provision in the Business Plan for sustaining the development of juniors?
    Yes, most definitely! Goal # 6 addresses this concern.
    
    
20. Why are membership fees so high? This is especially true for members who curl only once a week.
    In fact, as shown by a survey of similar clubs in Eastern Ontario, our fees are in the mid-range of all clubs surveyed.
    
    
21. Why isn’t the #1 goal of the Club to “have excellent ice”?
    Each of the six goals of the Strategic Business Plan have equal ranking. Specific objectives, strategies and actions for each have been formulated to help us achieve each goal. The Operations and Resource Committee will be responsible for “ice” and our reach to achieve this goal. Volunteers are welcome on this committee.
    
    
22. In an effort to add to the Club revenues, the Board should rescind the practice of waiving fees for Life Members.
    There are very few Life Members still in this category.
    
    
23. Was there any consideration that we revert back to a shareholders company?
    Certainly not! This was never part of our discussions.
    
    
24. Do the current By-Laws permit the recommendations of the Committee?
    The Business Planning Committee considered all aspects of the current By-Laws and made appropriate, legal recommendations to the Board. The final Plan is collaboration between the Board and the BP Committee. Section 18 of the By-Laws is the governing article. This section allows the Directors to enact changes to the By-Laws after giving notice at an Annual General Meeting. The changes are effective until voted upon at the next General Meeting.
    
    
25. How many Board members will there be after the April AGM?
    After notice is given at the April 2009 Annual General Meeting there will be 10 Directors. Page 28 of the Strategic Business Plan illustrates the revised Board directorship and committee structure.

Spring 2024 AGM – Tue, May 28, 2024 @ 6 PM via LIVE!

Agenda 

Minutes (from Spring AGM 2023) 

Audited Financial Statements 2023 

President's Report  

Manager's Report  

Slate of Officers for 2024-25 

Reports from the Board Committees

• • Finance 
  • Governance  
  • Communications     Social Media  
  • Operations  
  • Marketing/Membership 
  • Sponsorship  
  • Social 
  • Curling / Section Reports    CurlON Report    

Spring 2023 AGM – Wed, May 31, 2023 @ 6 PM via ZOOM

Agenda 

Minutes (from Spring AGM 2022)  

Audited Financial Statements 2022 

President's Report  

Manager's Report  

Slate of Officers for 2023-24 

Spring 2022 AGM – Thu, May 26, 2022

Agenda  

Minutes (from Spring AGM 2021)  

Audited Financial Statements 2021   (pwd: SRP2424)

President's Report 

Manager's Report (Deb)    (Steve)  

Slate of Officers for 2022-23 

Summer 2021 AGM – Wed, May 19, 2021

Agenda  

Minutes (from Spring AGM 2020)  

Financial Statements 

President's Report 

Manager's Report 

Slate of Officers for 2021-22 

Summer 2020 AGM – Wed, July 8, 2020

Agenda  

Minutes (from Spring AGM 2019)  

Financial Statements 

President's Report 

Manager's Report 

Slate of Officers for 2020-21 

Spring AGM 2019

Minutes (from Spring AGM 2018)  

Financial Statements  

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