Keystone Centre charts road map for the future

Hey there, time traveller!
This article was published 14/05/2025 (316 days ago), so information in it may no longer be current.

The Keystone Centre has unveiled its 2025–30 Strategic Plan, charting a path for the next five years.

The plan, dubbed a progressive road map, focuses on community connection, financial responsibility, a revitalized user experience, expanding economic impact and strengthening the organization as key pillars for growth.

In December, the centre’s board of directors engaged the services of local consulting firm Siere to assist in developing the strategic plan for the operation, intended to shape and outline their priorities and strategies over the next five years.

The strategic plan was born from a recognition that the centre, despite its importance to the Brandon community and the wider province, had not undergone such a structured planning process in the last six years, board chair Bruce Luebke told the Sun.

“This is the first time in over six years that our board and management team have come together to create a strategic plan,” he said. “We started by aligning our mission and values and then used that as the basis for defining the strategic pillars that will guide us through the next five years.”

Luebke said the intention is to not let the plan be a “one-off exercise,” but to serve as a living document, guiding operations and evolving as needed.

“It’s something we hope becomes part of our routine governance. While the current plan covers five years, the idea is to evaluate and refine it regularly, ensuring that we’re accountable and transparent,” he said.

Success under the progressive road map will be tracked against specific strategic pillars, including financial sustainability, community engagement and infrastructure improvements.

“Our board meetings are open to the public, and I provide regular reports to city council and the board,” Luebke said. “There will be no shortage of opportunities for the public to stay informed on our progress because updates will be shared with the public twice annually through the centre’s website.”

A central focus of the plan is fostering a deeper sense of community pride. According to the plan, this includes launching a community education and engagement campaign and increasing transparency by publicly communicating key performance metrics. The goal is to strengthen the connection between the centre and the people it serves.

Financial sustainability is another top priority in the plan. The centre plans to balance its budget through careful contract reviews, exploring green technology to reduce costs and implementing a comprehensive asset management system.

“Leadership sees these steps as essential to maintaining the facility and ensuring its long-term viability,” the plan says.

To enhance the experience of people who use the centre, plans are underway to revisit existing partnership agreements and develop new strategies for the use and improvement of surrounding green spaces, making the venue more accessible and enjoyable for both residents and visitors.

The centre is also aiming to expand its economic impact by attracting more high-profile events. A marketing and relations strategy is being developed to reach national and international audiences, and to host at least one new provincial or national event each year. These efforts are expected to bring significant tourism and economic benefits to Brandon and the broader region.

Meanwhile, the centre is under no illusions about the challenges it faces.

Key among the hurdles is financial sustainability, a long-standing issue for the Keystone Centre. While recent enhanced funding agreements with the Province of Manitoba and the City of Brandon have helped, Luebke acknowledged that financial pressures remain.

“We are in a better place financially than in previous years, but maintaining that requires constant effort,” he said. “We are looking at smarter budgeting, tighter links between grant funding and our operational needs, and increased event revenues.”

Another major challenge is event competitiveness. With national-level events being keenly contested, Brandon has faced disappointments, such as losing bids for the 2026 Memorial Cup and the Olympic Curling Trials.

“There is strong national demand for major events, and competition is stiff. But we’re adjusting our strategy — actively pursuing events rather than waiting for them to come to us. Smaller-scale national championships are now on our radar,” Luebke said.

Another highlight, he added, is the anticipated return of the Canadian Arabian Horse Show in August, expected to be a major revenue generator and community draw.

The plan also sets the groundwork for negotiating the next long-term funding agreement with government partners, as the current deal is set to expire within the plan’s timeframe.

Despite the hurdles, Luebke is hopeful.

“We’re optimistic. This plan not only gives us direction — it unites our board and management around common goals. The Keystone Centre has served this community for over 50 years, and it’s easy to take for granted. But when you consider several events we host annually, you realize how central we are to Brandon’s economic and cultural life,” he said.

» aodutola@brandonsun.com

» X: @AbiolaOdutola