2024-2025 General Manager's Report

2024-2025 AGM General Managers Report

Daily Operations with the RM of East St Paul

The 2024-2025 season represented a year of significant transitions, with a complete turnover in the RM of East St Paul's recreational department staff:

Personnel Changes:

• Recreation Service Coordinator: Melissa Larter ? Caitlyn Hainey
• Community Service Manager: Stephanie Burke ? Meagan Shaw
• Public Services & Facilities Supervisor: Randy Bullard ? Chris Pilat

The General Manager has traditionally served as the primary liaison between the RM of East St Paul and the ESPCC, as requested by the RM of ESP. This structure has been the standard operating procedure for effective communication and coordination.

Ice fees and Allocation

The RM of East St Paul maintained ice fees at $222.50 plus GST (no increase)

The only ice allocation change was moving public free skate to Sunday, requested by the ESPCC to resolve multi-season complaint issues from an ice sport. This change proved highly successful and eliminated the complaints.

New Arena Policy

The RM of East St Paul made changes to the ice allocation for the 2025-2026 season with a Resolution passed by council on June 25, 2025, a copy of the Resolution was received on July 11^th, 2025. I made a request with RM staff that I be present when the policy was presented to council.  I received no reply.  In the past when items were on the agenda regarding the ESPCC a courtesy phone call or email was sent to the GM by the RM of East St Paul.

As positive changes are always welcomed, this new policy is not a positive change due to the timing of said policy, but as per RM staff the RM wanted more control and the reason why the policy was rushed by the RM of ESP is of concern.

If the RM of ESP had given the ESPCC a stakeholder meeting like other renters with myself included many of the issues would have been addressed early on and dealt with in a timely matter and would not have affected the current season.

When the new policy was received, a copy was sent to the ESPCC Board marked URGENT on July 11th.  I raised several concerns regarding the Resolution, the inconsistency, the exclusion of Lacrosse, the issue that the ESPCC was not clearly defined. 

A meeting was finally set to between RM staff and ESPCC on September 17th, but I was told by an ESPCC Executive that I was not invited to the meeting between the RM and the ESPCC at the ESPCC September monthly board meeting.  It took over 2 months to arrange a meeting for an urgent matter between the RM of ESP and the ESPCC, this is unacceptable. 

As GM, one of the major parts of the day-to-day operations, is being the scheduler for all sports no matter if the sport uses ice, arena floor, diamonds or pitches.  Not to be invited to this meeting made no sense and may have been a partial cause for the 5 changes to the ice allocation which cost dozens of hours redoing the ice allocation for its hockey program.  As GM I understand and work hand in hand with the RM of ESP, the associations schedulers directly for scheduling and have worked with some of the adult teams that have ice starting at 10:00 pm in my 11 years.

By the September 17^th meeting date, teams were formed for the u7 program and the u9 assessments and team formation were set to be completed by September 24^th.  There was lots of confusion and decisions had to be made so schedules could be completed.  Practice schedules for the u7 age group were sent out to coaches before September 17^th.

There is still ongoing issues with the Arena Policy, and these issues are now bleeding into the Lacrosse season, that is currently being worked on.  Issues with the RM booking events on the arena floor mid Lacrosse season without consultation.  This has caused a long list of problems already extending throughout the Lacrosse community. 

The most concerning issue was the timeline and the push for a new policy.  The answer I received from RM staff by text was that the RM was aware that Skating Club was leaving the ESPCC as an in-house program and rushed the policy.  This statement was alarming as the GM I only learnt of the Skating Club leaving the ESPCC on July 21^st.  This should also be a major concern for the ESPCC board as a whole and proof of the lack of communication from the RM of ESP.  For the RM of ESP to give such privilege to this sport that only has 13% of registrations numbers, is disheartening.

Issues with the policy:

• ESPCC is not clearly defined when it comes to ice allocation
• Lacrosse has been excluded from the policy
• The order of priority stated should not be as it appears. The ESPCC is the #1 stakeholder for rentals within the RM of ESP along with all the donations given to the RM of the years for its facilities.

RM staff have stated that it is not the order of priority, even though it is clearly stated in the Resolution, however, ice that was requested for a 30-year-old hockey program was denied and given to the renter listed as #2 in the policy.  With that decision five hours of ice for 150 players had to be found at another facility instead of requesting group #2 to move back their ice time later as they are adults for children under the age of 8 could use the earlier ice.  A further request was made for the Tournament of Aces regarding ice, this too was denied, and the ice was given to another group.  The RM of ESP is clearly following the priority list as stated in the Resolution of the Arena Policy with the denial of ice requests twice by the ESPCC.

The statement made by RM staff to the ESPCC Executives during their meeting was that the RM of ESP was not following the priority of groups defined in the new arena policy but the actions of the RM of ESP do not match their words with the denial twice of requested ice to the ESPCC.

After 4 ice allocation changes, the original allocation was restored due to backlash from a private renter (adult group). While this group has been important to the RM since arena construction, the lack of consideration for the ESPCC - the largest rental contributor and donor - is disgraceful.

The hockey program is already experiencing significant negative impacts from these policy changes and implementation issues. The fallout from the new arena policy has affected the ESPCC and its ice sport associations and their governing bodies.   Time will tell the full impact of the 2025-2026 ice sport season.

The combination of rushed policy development, exclusion of key stakeholders from consultation, ambiguous language, and disregard for the ESPCC's historical contributions has created operational chaos that could have been entirely avoided through proper consultation and a transparent process.

The change of day requested by the Gators and made has impacted the female hockey program as high performance takes place on Sundays which has affected the games schedule for the female AA program.  The 2025-2026 the AA female game schedule received only have 14 home games.  Albeit female hockey has changed in its format the impact from the change in the ice allocation has not helped the situation.

After attending the REMHA meeting on October 8^th more information was provided that the change to losing ice on the Saturdays, due to the switch in game days for the Gators, it will affect the game schedules for the u9 program and the use of the half boards.

I would like to thank Ringette in offering to meet to help hockey with respect to ice allocation.

Financial Issues with the RM of ESP

RM staff sent emails with respect to outstanding invoices dating back to 2022.

After months of investigation, it was found that the ESPCC did not receive the invoices in question.  Further investigation found that the invoices did not match the bookings by the ESPCC according to the historical files kept by the GM.

The amount of unpaid invoices totaled $125,314.76 stated by the RM of ESP.  After the investigation the ESPCC had an outstanding balance of $77,808.94.  This amount was paid and the ESPCC is currently up to date.

RM staff stated the reason for the outstanding balance was due to RM of ESP staff turnover and the transfer to a new booking system.

Daily Operations within the ESPCC

The General Manager's ability to perform day-to-day operational duties has become severely strained due to multiple governance and communication failures. 

There are information access issues including documentation requests that are ignored:

• Requests for email copies go unanswered
• Monthly statements not provided when requested
• Important required documentation withheld
• GM denied access to email group

The operational impact of not having information the GM has no knowledge of context or discussions, making it impossible to provide informed responses or appropriate support.

An ESPCC executive's micromanagement of the General Manager's day-to-day operations has created:

• Confusion about authority and decision-making
• Delays in task completion
• Undermining of the GM's position
• Operational inefficiencies

Committees have been created to perform tasks that fall under the General Manager's established duties, causing significant delays in completing time-sensitive work.

Minutes for 2024-2025 meetings have not been submitted, violating basic governance requirements and creating no official record of board decisions and discussions.

Motions:

• presented, voted on, and passed at meetings are not followed
• New motions on the same items are subsequently made and voted on via email
• Information from email communications between parties does not match new motions
• Incorrect information provided to board members when voting

Board members are making decisions based on inaccurate or incomplete information, compromising governance integrity.

Proposals:

• Proposals received minutes before meetings
• No time for board members to review content
• No opportunity for meaningful discussion
• Board expected to vote immediately without proper consideration

Example - Association Donations:

At no time should the ESPCC approve donations or sponsorships for associations without proper review, yet this has occurred under the rushed proposal process.

The current governance environment has created an untenable situation for effective operations. Without immediate corrective action as per the new Governance manual, the ESPCC risks:

• Continued operational dysfunction
• compliance issues
• Loss of credibility with stakeholders
• Inability to serve member organizations effectively

These issues require urgent board attention and commitment to restoring proper governance practices and operational functionality.

@ESPCC.ca email issues

• Emails deleted from accounts as Directors leave
• The @espcc.ca emails are paid for by the ESPCC
• Purpose of the @espcc.ca emails to retain a history for an incoming director
• Accounts forwarded to others than the Director attended in the back end of the Microsoft program

Door Passcodes

• Given to an association that left the ESPCC
• Issue of giving a person door code to an association that left the ESPCC caused all passcodes to be changed for all sport directors that have access to the equipment room

Removal of items from the ESPCC equipment room without an ESPCC representative present by an association.

ESPCC Office space request

The ESPCC requested that the RM of ESP allow the ESPCC to take over the space previously used by Skating Club to create an office for all ESPCC sports programs use.  Currently the equipment room and old bathroom/shower room is in appropriate for important documentation and proper space for administrative work when the GM is in the arena. Just last week there was a water leak.  It will need to be determined if any paper files have been damaged due to the pipes leaking.

A draft lease agreement was received requiring $825.00 plus GST per month

The ESPCC has never had any lease agreements for space in the 11 years under current GM leadership—neither at the arena nor the complex.

The RM of ESP reversed their decision and allowed Skating Club to retain the space instead of transferring it to the ESPCC.  The RM informed me the space was built specifically for Skating Club; however, no documentation was presented to support this claim.

The RM of ESP's justification of the decision is inconsistent and favoring Skating Club while the “Sister Room” was designated for the ESPCC Tournament of Aces was repurposed without similar consideration by the RM of ESP.

As Skating Club left the ESPCC’s financial umbrella at the time of the decision made by the RM of ESP.   Skating Club became an association like REMHA, RERA, Gryphons, Red River Valley, NESA via their own accord. 

Space Allocation Disparity in Arena:

Insurance

As the ESPCC is listed as an additional insured as per an email from the RM of ESP, I was asked to gather all the information in January.  Since that time a committee was formed.  To date I have not received any information regarding inventory.

Memorandum of Understanding

The Memorandum of Understanding was never completed.  An email was sent January 2^nd to coordinate a meeting between RM of ESP staff, the ESPCC President and myself.  To date I am not sure if this meeting occurred.

Tournaments & Events

Tournament of Aces

The 2025 Tournament of Aces was an enormous success. I would like to thank the TOA Director, Darryl Munch and the committee for an extraordinary job and it was a pleasure working with them. The TOA committee did not have a goal this year for a large purchase.

Lacrosse

The annual Riley Schau Memorial Tournament.  The date of the tournament traditionally held on Mother’s Day weekend was moved as the RM of ESP had booked a social on the arena floor that weekend.  The House League Jamboree was held on Father’s Day weekend and playoffs we held in June. All events were an enormous success!

Soccer

Soccer hosted the Mini Soccer Jamboree. It was an amazing event.

Baseball

Baseball hosted several events including the district playoffs, city playoffs, provincial playoffs along with a new Fall Ball program this year.  Due to weather related issues, there were many scheduling changes.  All events ended up being successful.

ESP Day

The East St Paul Community Centre was invited to take part in the second annual ESP Day.  The ESPCC itself did not take part in the activities.

I want to thank the sports that did get involved and showed community support.

Demonstration Day for the u9

This was the first one day event held.  The purpose of the event was to teach coaches, players and parents how the ½ boards work.  A demonstration on how to set up, take down and move for the hourly flooding,

All u9 teams including u9A1, u9A2, u9A3 both male and female teams are responsible for the setup, take down and moving of the boards for flooding.

18 Teams were involved with the one-day event, I would like to thank John Dela Cruz who lead the on-ice demonstration.

REMHA provided funding for player treats handed out after each hourly session.

Gators - Junior C Hockey team

The first season for the Gators took place.

There were many issues throughout the season due to incorrect information that was provided to me.  Adjustments were made in the second half of the season to try and accommodate. 

The importance of receiving the correct information by July 15^th would have resolved many of the issues.

Games times were going over the 2 hours ice allocated for the games, which caused many issues with the renter that followed the games on Sunday evenings.

After speaking with RM staff, a decision was made that the Gators would have to take 3 hours of ice instead of the 2 Gators said was required for a game.

A meeting with the Gators was to take place after the season to work on issues that had taken place in the completed season and to avoid the upcoming season.

This meeting never took place as the RM contacted the owner of the Gators, and a decision was made that the Gators would be dealing directly with the RM regarding ice.

Gators owner contacted me in July.  The Gators wanted the times of their games to be changed to Sunday afternoons.  I informed the owner, Peter, that this was not feasible as there were 18 teams last season that used the ½ boards and the Sunday afternoon ice was needed for the u9 players.  A compromise was made to move the games to Saturday.  The ice allocated was 6:00-9:00 pm. 

I have been informed that the games for 2025-2026 season are booked for Saturdays with the puck dropping at 7:30 pm.  This is a later start time then last season with games starting at 7:00 pm and part of the Gators complaint was the games were too late.  The ice slot the Gators were provided begins at 6:00 pm.  What is the long delay for the puck to drop at 7:30? This affects the canteen as there will be an hour and a half delay for the canteen between bookings.

 I was also informed that games were booked on Sunday afternoon by RM of ESP staff.  The RM confirmed that the Gators will need these games moved.

Arena Advertising

The East St Paul Community Centre would like to thank our faithful advertisers for their support of recreation for our athletes.

Arena Wall Advertisers for 2024-2025:

Custom Crests, One Insurance, Minuk Denture, Ridge Creek Orthodontics, Power Up Electrical, East St Paul Physiotherapy, Steeltown Ford, Aqua Tech, Complete Physiotherapy, LaSalle Insurance, Perfect Landscaping, Royal Le Page - Brock Namaka, Coldwell Banker - Mark Goldace, Denray Tires, Cleanline, and RCS Insurance.

Please look for their advertisements in the arena and support these local businesses!

I would like to thank East St Paul Physiotherapy for managing the installation and removal of the signs for the year.

Canteens

A canteen committee was created.  The reason for the committee was to decide on how to proceed with the canteen as it has seen several years at a loss.  As this is a service the goal is always to hit a zero balance.

The decision by the committee was to only have the canteen open for games.

 A full analysis of the canteen is as follows:

Overall, Canteen Sales Performance

2024-2025 Sales: $52,610.36 2023-2024 Sales: $58,267.20 Decrease: $5,656.84 (-9.7%)

Outdoor Complex Performance

2024-2025 Sales: $13,486.86 2023-2024 Sales: $20,301.62 Decrease: $6,814.76 (-33.6%)

This represents a significant drop in complex outdoor sales. Weather conditions contributed to this decline due to numerous cancellations of important weekend events.

Event-Specific Impact Analysis

Mini Soccer Jamboree

This year, the Mini Soccer Jamboree hired Smoking Bobs, which directly affected outdoor complex sales for this event. The canteen experienced a $544.67 loss in sales as Smoking Bobs sold competing products (ice cream, pop, hamburgers, and hot dogs) to all attendees, not just players.

Operational Context:

• Last year was the first year the ESPCC opened the complex canteen for the Soccer Jamboree
• Initial staffing was inadequate as event volume was unknown (John from Grrrumpys worked the canteen given permission by the ESPCC President with my disapproval as per my monthly report)
• This year: increased staffing and GM attendance to improve service
• Despite improvements, external vendor undermined canteen revenue

Lacrosse Events Success Model

Gryphons Budget Allocation:

• $5.00 per player (400 players = $2,000 budget)
• Funds paid directly to canteen for food, drinks, and chips
• Items either purchased or obtained through partial donations
• 2024-2025 Profit: $1,472.88 after both Lacrosse Jamboree and Tournament
• Additional sales revenue generated during events (not included in above figure)

Success Factors:

• Secured donations and sponsor pricing

Exclusive canteen arrangement

• Direct budget allocation model

Mini Soccer Jamboree

The Mini Soccer Jamboree should adopt the same successful model used by the Lacrosse events:

• Direct budget allocation per player to canteen
• Exclusive food service arrangement
• Prohibition of competing external vendors

Summary for Complex Canteen

• Total canteen sales decline: $12,471.60
• Outdoor complex particularly affected: -33.6% decrease
• External vendor competition cost: $544.67 (Mini Soccer alone)
• Successful partnership model: $1,472.88 profit (Lacrosse events)

The data clearly demonstrates that exclusive canteen arrangements and direct budget allocations produce significantly better financial outcomes than allowing external vendor competition.

Expenses

Adjusted Performance Calculation:

• Net Loss: ($4,277.78)
• Less: Capital Equipment Costs: ($8,097.95)
• Operational Performance: $3,820.17 profit

When capital equipment investments are excluded, the canteen actually generated a $3,820,17 operational profit for the 2024-2025 season.

Inventory

Total Inventory Value: $18,017.34

Inventory Composition

The majority of remaining stock consists of dry storage items that are fully reusable for the upcoming season. The inventory list is below.

• Cups
• Lids
• Straws
• Other non-perishable supplies

Stock Levels

Higher than typical inventory levels resulted from weather-related cancellations of weekend events throughout the season, reducing sales opportunities for perishable items.

Expired Items

Expired Items (August): $778.26

Potato chips

• Pepsi products

Donation Strategy: Following established practice, expired items will be donated to community organizations such as:

• Siloam Mission
• Local church groups

Inventory Management Summary

• Reusable inventory: $17,239.08 (95.7% of total stock)
• Donation items: $778.26 (4.3% of total stock)
• Net inventory asset: $17,239.08 carrying forward to 2025-2026

Registrations

In 2024-2025 the East St Paul Community Centre accepted 1257 registration within the 7 sports it currently hosts. Registration numbers were not provided by Skating Club. Skating Club left the ESPCC as an inhouse program as per the letter received on July 17, 2025.

Communications

The website is updated as soon as information is provided to me. Anything that needs to be posted on social media is sent to the Communications Director.

The mass email program is used several times a month with valuable information about our programs, registration information as well as any RM activities and programs. The website now includes a sign-up form for the mass email program.

I would like to thank the Communications Director for all her hard work this past season.  Lots of information went out.  Social media had more hits than any previous years.  The arena advertising was at its highest and there are 3 more businesses to be added to the walls shortly.

Reader Boards

The East St Paul Community Centre is allowed to use the RM of East St Paul’s reader boards found on Hoddinott and Birdshill Road. As the GM I fill out the proper forms and send them to the RM of East St Paul staff. There is a minimum time of 14 days prior to the desired posting date. Any and all sport directors can email the GM with the information they would like to post.

 During registration time three portable reader boards can be found in Countryside Crossing, Birdshill Road and Henderson Highway.

 EAST ST PAUL Newsletter and EAST ST PAUL Living Magazine

The RM of East St Paul newsletter is a great form of communications for the East St Paul Community Centre. Any information the community centre would like to have included must be provided for a minimum of 6 weeks prior to the month that the information is to be included.

Volunteers

This year I worked alongside hundreds of fantastic volunteers within our 7 sports. I cannot thank them enough for their dedication, and all the precious time spent on the various events, regular season, play-offs and everything in between on a daily basis. Without all of the volunteers, the East St Paul Community Centre or its programs would not been a success! Hats off to you all!

 Lastly, I would like to thank the East St Paul Community Centre’s Sport Directors for their dedication to their sport and all of the extra events you brought forward this year. It was a pleasure working with you all.

General Manager Contract

I was provided with a contract in 2024. The contract was not signed as I was advised not to sign it.  There were several items that were contradictory, some exclusions like 8 years’ worth of untaken holidays from the contract.  There has been no communication from the ESPCC Executive with respect to a contract or follow-up with concerns.