ATTACHMENT A

LONDON 2004 ONTARIO WINTER GAMES EXECUTIVE SUMMARY CO-CHAIRS REPORT '

A. INTRODUCTION

The bid for the 2004 Ontario Winter and Summer Games was awarded to London on April 27,2001, with an announcement by the Minister of'Tourism, Culture and Recreation. At this time the City of London was also preparing to host the Canada SummerGames in August of that year. There was great excitement in the community and surrounding areas about this upcoming national event, so to step into the next phase of hosting an amateur sporting event added a new challenge for the City and the community! What was especially noteworthy was the fact that the City of London was making history in 2004. The opportunity to host both a Winter and'summer Games was a first for any Ontario municipality.

The Province, through the Ministry of Tourism and Recreation, provided a grant of $M5,000for each set of Games to defray the costs associated with organizing and managing the Games.

The City of London contributed $200,000 to each set of Games, and the City of Barrie, $20,000 to the operational costs of the Winter Games, since they were hosting four skiing events.

London has an admirable reputation for hosting successful sporting events. This has evolved through the Sport Tourism Event Hosting Strategy developed by Tourism .London, and with tremendous support from the City of London. With excellent facilities, plus a legacy of some new facilities and upgrades,.as well as a strong volunteer leadership base from the Canada Games, the City has wonderful advantages.

London hashad experience in hosting a provincial Games. The Winter Games were last held here in 1987 and the previous Summer Games were in London in 1975 and 1996.

When Mike Murphy and myself were approached to co-chair the events, we decided that I would take the lead on the Winter Games and Mike would head up the Summer Games. We soon discovered, while doing our strategic planning, that certain efficiencies could be realized by hosting both games. Interestingly, when we recruited our vice chairs most of them wanted to share the responsibilities of planning for both Winter and Summer as did their recruits in the division portfolios. It is now evident that our Summer Games volunteers have benefited greatly,from their winter experiences.

After all the planning, we were excited when the Winter Games finally arrived. Did it 'meet our expectations? Most definitely, from the start in Barrie. March 8th, to the finish in London, March 14th. Our logo and tagline: "Simply the Best!" were prophetic! The games exceeded our expectations in every way: in enthusiasm, in spectator support, in athletic accomplishments and in revenue generation. They were for our planning committee, volunteers, staff and participants an extremely proud moment!

We definitely feel that we accomplished our goals to make these Games, as our tag line says, "Simply the Best" for all and realize our Games Mission Statement, "The London 2004 Ontario Winter and Summer Games will be athlete-centered, multi-sport celebrations dedicated to promoting a positive, high level competition for Ontario's young amateur athletes, coaches, and officials while developing a legacy of volunteerism and stimulating local economies ..." Simply the Best!"

B. OBSERVATIONS AND RECOMMENDATIONS

We started in October of 2001 to assemble our key leaders. Many of these volunteers were also involved in the Canada Games, so their experience was invaluable. We decided to follow the organizational model that worked well in those Games, but on a more sirnpllstic basis. We had 75 key volunteers working from 2001 through the dates of March 8-14.2004. At Games time our total number of volunteers.was 752, of which 50 were in Barrie.

We asked two vice-chairs to take responsibility for each division. Only two divisions had changes during the planning phases. We had a change of leadership in Sport Technical where one vice chair, coordinated the winter and one the summer. We also had a change in our Fundraising Division in November 2003.

We discovered that the most difficult division to recruit volunteer leadership was the key one of fundraising. This is a critical position that must be established early since developing an attractive Sponsorship Package is key to raising additional funds. Companies set their budgets early and many prefer donating funds to higher profile events, those that have a national . . focus, for example.

Recommendation 1: Give full attention to the fundraising task early.

Fundraising targets established in the bid document proved to be most challenging and time consuming for our committee. We adjusted these targets early. After 9/11, many resources were tapped; the competition was fierce for dollars from many other organizations. We had the most success with small amounts from many local sponsors, as well as VIK. We hired a company to assist us, particularly at the provincial level; but they too were dismayed. at how difficult it was. Because our GOC was hosting both Games, we thought a relationship with us would be attractive to a’presenting sponsor; but that did not occur. Therefore, we revamped our Sponsorship Package to attract Friends of the Games sponsors for the Summer Games. Nonetheless, as London is currently hosting a number of sporting events the competition is stiff, even though we feel that our Games hold a particular attraction for some sponsors. With all the special sporting events scheduled for London, the market may have already been tapped out. We did try to form a fundraising liaison with the Police Firefighter Games that was to be held in July but realized we were attractive to different sponsors.

Recommendation 2: Although we mentioned we had challenges with Fundraising, recruit a large committee, have a ready script to make cold calls, and start early in the process. We had more success with smaller local businesses, rather than at a provincial level. Local contacts are very important. ALSO develop creative ways to raise fundraising dollars. ’

It is important to design your logo and theme early. It was cost effective and efficient for us to have one logo for both Winter and Summer. These are critical elements essential ‘to your Sponsorship Package. However, don’t make it too complex to put on Games’ wear for merchandising purposes. Our merchandising supplier, Positive Identity, had a number of good ideas and choices in merchandise. Their website was very well designed and it was linked tothe Games website. Our sales exceeded predictions for the Winter Games. Positive Identity had some excellent strategies for marketing to maximize sales. Indeed they had one day when they set a personal corporate record for special events’ sales.

Recommendation 3: Design your logo and create your Game’s theme early.

We found the copies of final reports from previous Games, as well as meetings with GOCs and Games tours to be extremely helpful in our planning. In addition, a manuscript entitled, “Planning Guide for Municipalities .Hosting the Ontario Games,” and the Ministry of Tourism .and Recreation’s, “Ontario Summer and Winter 2002/2004 Games - Bid Guidelines,” was very useful in setting timelines and planning within our divisions.

Recommendation 4: Read previous guides, final reports, and attend Games‘ activities

We had the initial task of planning for twenty-eight sports. This number changed over the 2% years to twenty-two sports from the original bid document. The majority of these sports leaving (the exception being Boxing -explained later) was a decision of each individual PSO. We also partnered with the City Of Barrie who hosted the four skiing events: biathlon, cross-country, alpine and freestyle. They provided wonderful venues, and Rick Leroux was terrific in his cooperation and recruitment of volunteers. He had approximately 50 volunteers on his committee during Games time. We had a Letter of Agreement that was signed by our GOC and the City of Barrie that we have attached as an Appendix. It proved valuable to start the planning process early with Barrie, since operating a satellite site requires good communication and trust. With e-mail and a capable staff, however, we were able to deliver these events to the satisfaction of all.

We changed the dates of the event from the original bid document that scheduled. th.e Games during the March Break. We moved them.ahead by one week. This was done to seek the

cooperation of the ski facility operators in Barrie, who found the beginning of the week better for them since it did not interrupt their peak time for revenue. The dates also allowed us a savings in Sport Technical where we saved on school custodial costs. It also allowed parents and athletes to have a March Break, following competition. We hoped they would stay and enjoy our respective communities as tourists. The ski events were March 8-loth, and the London events, March 11th-14th. With having the events consecutively, it offered an opportunity for the CO- chairs to visit the sites, and enjoy the events, that otherwise may not have been possible if they occurred concurrently.

From November of 2001 and until January 2003, the volunteers laid the foundation before our staff were hired. Vice-chairs used this time to develop budgets, job descriptions, and recruit more volunteers to their divisions. We had excellent support from the Ministry, with consultant Barbara Lyon-Stewart, a valuable resource in signing the Grant Agreement, and guiding us through the PSO Meetings in the spring of April 2003.

it is regrettable, given some of the challenges we faced with fundraising. as well as soaring costs in transportation, accommodation and food, that we did not learn earlier in our planning we could make a request for more funding or negotiate the funding amount in the Grant Agreement with the Ministry before we signed it.

Recommendation 5: Before signing the Grant Agreement, factor in the potential for rising operational costs since,the Bid submission.

Sometimes bid budgets for certain standards of delivery are difficult to achieve. Opportunities to be flexible should be encouraged with the Host Community to help save .public dollars. Consideration for accommodation; transportation, food services, should be carefully examined. These operational costs consume most of the budget and are constantly'increasing.

Recommendation 6: Review hosting policies and financial implications

In January of 2003, we hired the London Sports Council to manage the Games, with three' excellent staff: Pam Huston, General Manger: Andy Henry, Assistant General Manager: and Deanna Bond, Assistant General Manager. These outstanding and dedicated staff brought strong Games experience from the Canada Games. Although we hired the LSC, as our Event Manager. the hosting community can also hire their own staff directly.

Recommendation 7: Hire excellent staff.

The Staff needs to have a good understanding and working relationship with the volunteers. Communication is essential from volunteers tp staff and vice versa. With the three staff, our General Manager did an excellent job of designating staff support to each division.

Recommendation 8: Establish strong lines of communication.

On February 14,2003 the transfer of selected sport programs and services to the Sport Alliance of Ontario was announced by The Ministry of Tourism and Recreation. This change was effective April 1, 2003. We met on March 21, 2003 with the Deputy Minister of Tourism and Recreation to discuss the transition of responsibilities. We requested that our Ministry Representative stay until June to assist in the PSO Meetings and to assist in the transfer to the SAO.

The SA0 is developing a more inclusive vision for community participation in future Games. It envisions the Games as a catalyst reaching out to other groups in the community and thereby increasing the impact and promotion of the Games through a Games Arts Festival program creating a legacy of sport and arts supporting each other. However as currently constituted, this approach is challenging, since the mandate of the Games first and foremost Is SPORT delivery. It was not feasible for our Games, because the timeframe was too short to pursue this perspective. Perhaps it could be combined with other independent events in new host communities for future Games.

The SA0 is working hard to try and secure sponsors at a provincial level for future Games. It would be ideal if they could secure a presenting sponsor that would be associated for several years with the Ontario Games. It could help relieve the local organizing committees from some pressure in the fundraising areas. This has been a recommendation from other Games final reports.

Jim Murray, our Games Leader, from the SA0 was helpful in following up with the PSOS, securing a moving sponsor, Tippet and Richardson, and offering other suggestions and contacts for sponsorships. The SA0 also very willingly sponsored a VIP Lounge at the Host Hotel during the Games. In Barrie, at the Athlete’s Reception, the SA0 paid for the audio-visual equipment, provided the MC who delivered the motivational speech and supplied the Salt Lake2002 Olympic Winter Games highlights video and very popular silent auction items. As well as support of the above mentioned areas, they have been most supportive of all our fundraising initiatives, as has the London Sports Council.

Ceremonies & Medal Presentations - SA0 assisted the office with coordinating MTR and SA0 speakers at VIP Receptions and Ceremonies in Barrie and London as well as working closely with the GOC to ensure medal presenters from MTR and SA0 were scheduled and available. SA0 had five staff supporting and assisting in Barrie an$ London including Guy Bradbury, General Manager and Chief Operating Officer from March 7 to 14Ih including the Ontario Games Leader attending the Volunteer Recognition Dinner.

it was helpful and informative for the SA0 to arrange for a follow-up evaluation session after the Games, led by a facilitator. Although not all divisions were able to attend, we enjoyed the feedback of what went well and where efforts were needed to improve. This was helpful for us going into the Summer Games.

With the transfer of responsibilities from the Ministry of Tourism and Recreation to the Sport Alliance of Ontario, there should have been a greater clarification of roles and responsibilities amongst the Ministry, the SAO, the municipalities, the volunteers and the staff. Some of these areas were discussed at a meeting but could have been specified in writing more clearly since each group works closely together.

OurVolunteer Division did an outstanding job securing volunteer uniforms well under budget, as well as training and assigning volunteers. During Games time, volunteers are the face of the Games, and their knowledge, friendliness, and helpfulness was commented on by all.

A tremendous plus was the ability of our Games website to allow volunteers to go online and register. OurVoiunteer Division was able to make the process very smooth. We were careful to shut the website down when we felt we had~enough who had registered. We did not want anyone to be disappointed.

Most volunteers worked the duration of the Games. We had 752 Games time volunteers. The attrition rate was less than I%, an outstanding statistic.

Our Closing Ceremony was a volunteer recqgnition reception that was provided by a local restaurant. Since most of the athletes had departed once their competition was over, there were no closing ceremonies.

. Our Athlete Services division had a tremendous task to find accommodation for close to 3,000 participants. Not only were they were able to do this, but they also provided a food coupon voucher system which they monitored closely with different restaurants. Box lunches were efficiently delivered to sport venues where needed. We are proud to say that we came under budget in this area.

During Games time, our Security and Transportation Portfolios, led by Athlete,Services, was outstanding. They were professional, well organized and extremely adaptable. Security leadership provided by two members of our Police Department was able to assist in many areas, especially with deposits to the bank from our ticket sales.

We did go over budget with.our external transportation budget as more participants handed in travel reimbursement forms than expected and a larger number of athletes from Thunder Bay than anticipated. With some divisions under budget, we were able to compensate for such overages.

Our Marketing and Promotion Division possessed excellent expertise. We had our first Media Launch in November 2003. We had planned a September launch but we delayed it, hoping that we might secure a presenting sponsor. As it turned out, however, we partnered the launch with the announcement of our Host Hotel. Our media launches and press releases were high quality. Sponsorship from Standard Broadcast proved invaluable for promotion and generating Games

excitement. We also had the support of the London Free Press for our souvenir program and

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media promotion with The Londoner, a weekly newsmagazine. Our Games song was catchy and promoted our theme, "Simply the Best". In retrospect, we should have had better coordination from London to Barrie in the media area, so that we could have raised more Games awareness in that community as well. However Barrie did get excellent newspaper coverage during the Games. Some of this was a result of not having a large budget to spend on advertising.

We were fortunate that we had strong Sport Technical support and cooperation from our local sport leaders, the Provincial Sport Organizations, and a knowledgeable staff. We received many compliments about the venues and the wonderful volunteer help and assistance. Sport competitions were on time and some even ran ahead of schedule.

During the summer of 2003, we did receive a request from Sport for Disabled Ontario to host separate Games for them one week prior to our Summer Games. We suggested that we integrate their sports where possible with the other summer sports. Since we were unable to accommodate their original request, SDO decided to host a separate Games the summer of 2004.

We did face some challenges with venue and PSO insurance close to the Games. Since the City of London requirement for venue and PSO liability insurance is $5 million, we had to top up those PSOs and venues that only had $2 million. The Ministry of Tourism and Recreation only requires PSO to carry $2 million and therefore this caused some conflicts with PSOs who had dropped their insurance to this level. Unfortunately, one sport, boxing, had to drop out close to Games time because they were unable to secure the difference in coverage despite the GOC and SA0 trying to assist them in this manner. The City of London, Sport Alliance of Ontario, and Staff exhausted every avenue to allow them to compete, but we were not successful. A week before the Games, they had to withdraw for this reason. We did offer them the opportunity to host their own event at the same time, using the same venue, covering all their own costs, and inviting them as our guests to our ceremonial events. They chose to host their own provincial competition at a later date.

Some sports proved to be more costly than others, particularly Alpine Skiing where the venue rental fee was extremely high. In this regard it was very disappointing that this sport had guaranteed prior to Games time, athlete numbers of 225, however approximatelyonly75 showed up for the event.

The sport competitions were exciting, and the caliber of athlete was excellent. Crowds were very supportive and greater than anticipated. It proved worthwhile to charge a reasonable admission fee. Spectators realized they were supporting amateur sport.

Our medical volunteers provided excellent quality and care at each of the venues.

Sport results were posted immediately on the website. We had outstanding support from the City of London and their assigned staff person, who was responsible for the appearance of the website as well as the sport results and registration. The site was exceptional for its ease of navigation. We had a number of compliments about the site.

Our Finance and Administration Vice Chair prepared several budget reviews and scenarios in a timely and competent way and with everyone's cooperation, we were able to come In under budget. When there are budget adjustments to be made, unfortunately, it is the non-operational costs that take the hardest hits.

Registration was fast and well organized. Many coaches and managers commented on how efficient the process was. Only the coaches picked up the registration packages.

Recommendation 9: To save time and frustration, prepare the registration packages as early in advance as possible and ensure only coaches or managers come into registration for pick-up for their. entire team. We found that it is not necessary for this level of event to provide photo ID, which historically has caused many problems at Ontario Games registrations creating very lengthy registration lines and is very costly.

All participants were able to register online. We will make some adjustments for the Summer Games that enhance the security of the online registration.

During Games time each morning, it was very valuable to meet with all the Divisions and key portfolio volunteers at 7:OO a.m. at Operations Headquarters. At this time, our team of

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vol.unteers and staff could problem-solve and assist other divisions where needed. It is also important to celebrate the successes and achievements of each day. Also present was our City Liaison and SA0 Games Leader.

Our Opening Ceremonies was held at the new John Labatt Center Arena. We had Brian Orser as the headliner, as well as involving local skaters and dance groups. We were pleased with the crowd support. We also approached the community to sponsor tickets to allow youth groups to attend. With local talent providing entertainment as well, this attracted many parents and friends. Our challenge was marshalling the number of athletes for the march in.

Recommendation 20: With Opening Ceremonies, make sure the march-in of athletes is speedy. Encourage the Master of Ceremonies to find ways to interact with thecrowd and the athletes. Also it is important to bring in good, ageappropriate entertainment.

We had the potential fora City Employees Strike in our hockeyarenas and a strike at Fanshawe College where our Athlete Reception was to be held. We were fortunate the employees did not boycott our planning, and at Fanshawe College, a timely settlement was reached.

Have a risk management plan as backup and appropriate media

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Recommendatlon 11: releases to update the public.

C. SUMMARY

C.1. Areas of Strength: a) It was very satisfying to see the Games become a Team Effort, with cooperation, problem

solving and assistance from participants, staff, volunteers, City of London, City of Barrie, Sport Alliance of Ontario, London Sports Council, and the Ministry of Tourism and Recreation.

b) We are proud that we ran a very fiscally responsible Winter Games. We were excited to meet our budget targets.

c) The excitement and energy of the participants and spectators was invigorating. It is gratifying to see the planning come to fruition.

d) The spectator turnout was terrific. An audience is important for the athletes. e) Our website was state of the art, very userfriendly, and current with information. f) London and Barrie worked successfully to deliver the Gamesat both sites. 9) The volunteers were always friendly, positive and helpful. They were great ambassadors for

the Games, and the Cities of London and Barrie. h) We had an outstanding staff and highly experienced group of planning volunteers. i) Our General Manager worked tirelessly to apply for Grants. We did, however, receive

substantial funding and Sponsorship from {he Ontario.Government, the City of London, the City of Barrie, the Trillium Foundation, Standard Broadcast, Communications Canada, The London Free Press, Rogers Wireless, Rogers Television, Fowler Kennedy Sport Medicine Clinic, an anonymous donation through the London Community Foundation, Horseshoe Resort, and all our Friends of the Games Sponsors.

C.2. Areas for Improvement: a) Increase government funding to meet rising costs. b) Secure corporate sponsor for future Games involvement. A sponsor suited to grass roots

development. c) Define a new vision for the Ontario Games. one which wili attract more sponsorship, media

and spectator attention. d) Establish deadlines for Provincial Sport Organizations and cost savings can be realized

through facility rentals and equipment rental. d) Never assume, ask key questions ahead of time e) Establish greater communication, volunteers to staff, and vice versa, among divisions. In

addition to monthly management meetings, one year out from Games, meet two months out with Division Chairs to identify crossovers.

f) Delegate where possible: staff need volunteers and volunteers, staff 9) Where there is partnership between two municipalities, develop good working relationships h) Keep accurate records from Games to Games, particularly budgets.

a) Give full attention to the fundraising'early. b) With fundraising, recruit a large committee, have a ready scriptto make cold calls, and start

early in the process. We had more success with small local businesses, rather than at a

C.3. Recommendations

Provincial level. One area that was successful was encouraging local amateur groups to become a Sport Sponsor. Identify VIK needs as, soon as possible.

c) Design your logo and create your Games theme early. d) Read previous final reports and attend previous Games activities. e) Before signing the Grant Agreement, factor in the potential for rising operational costs since

the Bid submission. f) Review hosting policies and financial implications. g) Be prepared to go through several budget revisions. h) Hire excellent staff i) Establish strong lines of communication j) To save time and frustration, prepare the registration packages in advance and give them to

the coacheslmanagers only. k) With Opening Ceremonies, make sure the march in of athletes is speedy. Encourage the

Master of Ceremonies to have ways to interact with the crowd and the athletes. It is , important to have good age appropriate entertainment.

I) Have a risk management plan as backup and appropriate media releases to update the public.

D. GAMES LEGACY

It is proposed that the financial surplus from the 2004 Ontario Winter Games be placed as a separate entity in the London Community Foundation's Sport Development Fund. The interest from this legacy will provide bursaries for fulltime students from Fanshawe College and the University of Western Ontario, and to a London based High Performance Athlete who has achieved national carded status. Students will gain valuable experience through employment with the London Sport Council. ( see: Legacy Plan) It was also decided that the City of Barrie would receive 15% of this surplus.

D.1. Other Legacies of the Ontario Winter Games 2004

A group of volunteers who are active in providing support to local, provincial, national and international events hosted by the community; a group that is knowledgeable about sporting events and well tralned in volunteer hosting.

A volunteer database that will be helpful for future events, as well as a database capable of generating volunteer online registrations for future events.

The Games were financially beneficial to the hotellrestaurant hospitality industry in London and Barrie, not only from the participants bvt from visitors who came to spectate and enjoy the even't.

Equipment for local community groups - primarily, the University of Western Ontario Badminton Team was left the shuttlecocks from the badminton competition.

E. CONCLUSION

As co-chairs we want especially to thank the City of London and the City of Barrie. The City of London, with representative Gary McClenaghan, City Liaison and Janie Romoff, Administrator- Recreation Services. They provided advice and resources in so many areas: free rental of facilities and contract advice, communication with City Council through the Community and Protective Services Committee, website and technological support in planning the Games and at the GOC Headquarters, funding resources, protocol advice, sponsorship of a civic reception, support to our Divisions, and by-laws to assist our GOC to engage in key organizational tasks such as hiring a Games Manager, recruiting sponsors and developing business contracts.

Murray Minshall, with the City of Barrie and Rick Leroux, Vice Chair, delivered four exciting skiing events at superb facilities. Their City reception, and participant banquet made everyone welcome and kicked off the start of an exciting Winter Games.

Many thanks to the Ministry of Tourism and Recreation for their funding support and for attending our Games. To Barbara Lyon-Stewart, a thank you for her energy, and guidance to the volunteers and staff in our early stages of planning. To the Sport Alliance of Ontario: Guy Bradbury, former General Manager of SAO; Paul Jurbala, Director of Sport Development; Curt Harnett, Olympian and Director Corporate Marketing and Development, who was very involved in the sponsorships and fundraising committee; Jim Murray, Games Program Leader, who organized in collaboration with the staff of the

GOC the Winter PSO Meetings in'Toronto, a big thanks for your sponsorship of the Games and commitment to amateur sport in Ontario. For many of our youth it is their first experience competing in a multi-sport event. To see their excitement and exuberance for sport is truly gratifying.

We would also like to thank our Staff: Pam Huston, our General Manager and Assistant,Managers. Andy Henry and Deanna Bond. Their dedication, work ethic, and commitment to delivering an outstanding Games were clearly evident. They, as well as our Vice Chairs were effective problem solvers when the situation was necessary. We would especially like to thank Fred Galloway for his superb guidance and budget experience. These Games were fun, enjoyable, and worth the many hours of planning. To see the participants enjoy the experience and competition was "Simply the Best".

THANKS TO A GREAT TEAM!!

Respectfully submitted Jane Peckham & Dr. Michael Murphy Co-Chairs,'2004 Ontario Winter Games

ATTACHMENT B

LONDON 2004 ONTARIO SUMMER GAMES EXECUTIVE SUMMARY CO-CHAIRS REPORT

A. INTRODUCTION

Although the event exceeded expectations in every way, we (Co-Chairs Jane Peckham and Mike Murphy) want to advise readers that the 2004 Ontario Summer Games took place during an atypical period. This fact, it is important to note, brought both advantages and disadvantages to the Games Organizing Committee(G0C). which will be discussed in more detail below as well as in the reports by the respective Vice Chairs (VCs) and others. Here, we will provide you with only a birds- eye view of the challenges we faced. Since the GOC ran two provincial Games in 2004, and much of the planning was concurrent, it is difficult to report on them separately: so we have not always tried to do so here. Where appropriate, therefore, we comment about the Winter developments which also influenced the Summer Games. That former report can be found elsewhere. Without doubt, future GOCs,will operate in a different context.

Initially, prospects appeared rosy. When it was announced in Aprll, 2001 that for the first time in Ontario’s history one municipality, London, would host the province’s Winter and Summer Games in the same year, community leaders were ecstatic. This achievement was largely the result of the City’s new strategy to promote sports’ tourism, and it filled out the local athletic calendar splendidly: the Canada Summer Games in August, 2001; the Ontario Seniors’ Games in February, 2003; the Can/Am (Pollce/Fire) Games in July, 2004; and the World Transplant Games in July, 2005. More events would come with time. Nonetheless, that early excitement, and the general assumptions for holding Games on a regular basis, were tested by 9/11 and the related economic downturn and period of restraint which followed. Understandably, financial assistance for sport suffered in this environment; and our fundraising team often had to rethink ’the art of the possible”. These developments affected planning. Vice Chairs quickly downsized from a Cadillac budget to a mid-size car budget to a Volkswagen budget.

But it was hardly doom and gloom. With significant government financial support, sound management, and good luck, the Games would be highly successful. The Province, for example, through the Ministry of Tourism, Culture and Recreation, and later the Sport Alliance of Ontario, provided a grant of $445,000 for each set of Games, while the City of London contributed $200,000 per event. The City of Barrie added $20,000 for the Winter Games, since they were hosting four skiing events. Not only did the main host community make a significant financial donation,, however, it also provided excellent facilities, support worbrs and services and a legion of experienced, competent volunteers, many of whom had gained valuable experience over the years at the local, provincial, national and international levels.

When Jane and I were approached to cochair the events, we decided that, although we would work closely together on both events, she would take the lead on the first one while I would head up the Summer Games. In a very real sense, however, these Games were treated as one project with two leaders. Relatively quickly, we.assembled our volunteers and professional staff, conducted our strategic planning and moved into operations. We were pleased to discover that certain efficiencies could be realized by hosting two Games; that virtually most of the team committed to both’undertakings; and that our volunteers for the Summer Games clearly benefited from their Winter experiences.

After all the planning, we were excited when the Winter Games finally arrived and they were such a smashing success, both in Barrie and in London. After a short break, of course, the GOC then prepared for the next challenge. Our tagline, “Simply the Best!,” was prophetic! In everyway, these Games, both Winter and Summer, exceeded our expectations: in organizational effectiveness, in enthusiasm, in spectator and volunteer support, in athletic accomplishments and in revenue generation. They were for our planning committee, volunteers, staff and participants an extremely proud moment! We believe that we accomplished the goal outlined in our Games’ Mission Statement:

“The London. 2004 Ontario Winter and Summer Games will be athlete-centered, multi-sport celebrations dedicated to promoting a positive, high level competition for Ontario‘s young amateur athletes, coaches, and officials while developing a legacy of volunteerism and stimulating local economies.. . “Simply the Best!”

What foilows next are our observations and recommendations for future Ontario Summer Games. For the most part, these comments follow a chronological order except in some instances where it makes good sense to group them by topic or theme.

B. OBSERVATIONS AND RECOMMENDATIONS

We began to assemble our key leaders in October, 2001, following the organizational model developed for the 2001 Canada Summer Games but on a more simplistic basis. During the planning stages, about 75 key volunteers worked on both events. At Games’ time, the total number of volunteers per event was approximately 750.

We asked two VCs to take responsibility for each of the seven divisions we created to run the Games (see organization chart). We thought that one VC might take the lead for the Winter, the other for the Summer: but in most cases they worked together and covered for each other when necessary. All but two of the VCs remained for both Games.

Recommendation 1: Create an organizational model and immediately recruit competent, enthusiastic people for VCs.

We discovered that it was difficult to recruit a VC Fundraising. This is a critical position and must be filled early, since developing an attractive Sponsorship Package (with Marketing and Promotions) is key to obtaining needed funds. Raising money during tough economic times is extremely competitive. It is important to put your product into the marketplace as quickly as possible since many corporations prefer donating funds to more high profile events, like those with a national focus.

Recommendation 2: Recruit a “connected”, expert fundraiser for VC Fundraising. _________________--_____________________---------_-------------- ________________________________________------------------------ We learned, given the changed economy, that the fundraising targets identified in the Bid Document were no longer realistic: so we adjusted them. Small donations and VIK were the most common form of assistance raised by our volunteer fundraising committee, although we received several substantial grants from foundations and an anonymous donor. lnitiallywe hired (on a commission basis) an out-of-town professional fundraising company, but they too were dismayed by the chailenges. Perhaps a local professional fundraising group would be more successful. Moreover, our assumption that backing both Games would attract a presenting sponsor proved false. Therefore, we revamped the Sponsorship Package for the Summer Games. Even with this measure, progress was slow; and efforts to co-ordinate fundraising efforts with other Games’ groups were not sucaessful. A golf fundraiser, silent auction, pig roast, sports clinics and a hotel rebate program helped the bottom line.

Recommendation 3: Recruit a large fundraising committee with as many influential people, as possible; establish realistic targets; prepare a Sponsorstiip Package and scripts for cold calls; be creative.(We had success with small, local businesses and clubs).

We learned it is important to develop a logo and a theme early and that it is cost-effective and efficient to have the same properties for both events. However, for merchandising purposes don’t make them too complex to put on Games’ wear. Consider partnering with a merchandise supplier on strategies, clothing choices, websites etc. (Our sales exceeded predictions for both the Winter and the Summer Games. Indeed, one day, Positive Identity, our merchandiser, set a corporate sales record for their business,)

Recommendation 4: Create a logo and a theme early. Promote them through your merchandiser, website and the PSOs.

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We found that experience and creativity were good teachers. Final reports from past games, as well as meetings and tours with previous GOCs, were very helpful. In addition. for the first time at a provincial games the Sport Alliance of Ontario (SAO) instituted an Observers’ Program for future and prospective organizing committees, which was well received. Our GOC also viewed this arrangement as valuable, although we recognized that under certain circumstances (eg. bad weather, delays etc.) it might prove challenging to conduct. Nevertheless, all realized that Games’ duties were the f iet priority; that presentations for

observers could be rescheduled; and that dealing with “prime-time” challenges were also vital to the observers’ learning experiences. We also appreciated obtaining copies of two very helpful manuscripts: Planninq Guide for Municipalities Hostina The Ontario Games and Ontario Summer and Winter 2002/2004 Games, Bid Guidelines from the Citv of London.

Recommendation 5: Read previous guides, final reports and attend Games‘ meetings and activities. ____________________-----------------------------------------_-- ................................................................ We found on a few occasions that both the number of sports and the location of venues could change over time. During the Winter Games, for instance, we partnered with Barrle, for the Summer, Lakeside and Grand Bend. it is important to start the planning process early, since operating a satellite site requires good communication, monitoring and trust. With email and a capable staff, we were able to deliver the events to the satisfaction of all.

Recommendation 6: Plan and communicate with partners early.

Sometimes new conditions make it logical to change venues or competition dates from those presented in the Bid Document. During the Winter Games, for example, we moved the ski events ahead by one week, to gain the support of the Barrle ski facility owners, who preferred an earlier date which did not interfere with their peak time for revenue (the previous schedule set the Games during the March Break). In London, the new dates saved on school custodial costs. The rescheduling also enabled parents and athletes to have a vacation during March Break, which some took in the host communities. On the other hand, during the Summer Games we moved sailing ahead a few days to eliminate conflicts with canoeing and rowing. Some people also wondered if the Games might be held in July to coincide with other community events.

Recommendation 7: Set competition dates strategically. ________________________________________-------------_---------- ________________________________________----------------------_- e From November, 2001 until January, 2003 (before hiring the staff, the VCs fleshed out their:

tasks for operating the Games. They used this time to budget, write job descriptions and recruit volunteers to their divisions.

Recommendation 8 The VCs must immediately establish plans for their Sport and Venue leaders and subcommittees. Co-Chairs should start monthly management meetings one year before the Games. Two months prior to opening, the Co-Chairs should meet individually with the VCs to discuss operational details, crossovers and potential problem areas. Create a Volunteers’ Handbook. ____-_-_-___________--------_----------------------------------- _I______________________________________------------------------

I

it is regrettable, given the fundraising challenges, and the soaring costs in transportation, accommodation and food, that we were not advised the GOC could negotiate the funding amount outlined in the Grant Agreement before we signed It. Initially, this caused concern; but due to sound management and good luck we ended the Games with a profit.

Recommendation 9: Before signing the Grant Agreement, check the cost estimates identified in the Bid Document. Negotiate more money with the SAOlMTR if necessary. --___--__________-__----------_----_--------------------------- --___---__--___-________________________-----------------------

e Similar to the above, cost targets identified in the Bid Budget for some standards of delivery by the GOC may be difficult to achieve. Explore opportunities with the Host Community to save money (eg. fully operational Games office, use of the City’s financial systems, venue rental relief, technical support, legal advice).

Recommendation I O : Review local financial commitments to see if still suitable.

In January, 2003, we hired the London Sports Council (LSC) to manage the Games. The LSC assembled three excellent staff - Pam Huston, the General Manger, and Andy Henry and Deanna Bond, Assistant General Managers. This outstanding group brought strong Games’ experience from the 2001 Canada Summer Games. It should also be noted that although we selected the LSC as our Event Manager hosting communities can also hiretheir own staff directly. Check this with your City’s Human Resource specialist, to plan for the implications of hiring staff as municipal employees.

Staff and volunteers must establish a good working relationship. Two-way communication is essential. Our GM did an excellent job of assigning staff support to each volunteer division. We lost one staff for the Summer Games, as he left for a more lucrative position with another Games.

-.

Recommendation 12 Establish strong lines of communication and support. ____________________-------------------------------------------- ____________________--------------------------------------------

On February 14,2003, a transfer of selected sport programs and services to the SA0 was announced by the Ministry of Tomism and Recreation. This change was effective April 1, 2003. Prior to that date, we met on March 21,2003 with the Deputy Minister to discuss the transition. We requested that our MTR representative remain with us until June to assist with the PSO Meetings and the transfer to the SAO. Given the timing and the significance of the change, there should have been a greater clarification of the roles and responsibilities of the parties involved. Some of these items were discussed at the March meeting, but they could have been more clearly spelled out in writing. By the time of the Summer Games these relationships were clarified.

As the reiationsh;p with the SA0 unfolded, we learned that the Alliance is developing a more comprehensive vision for future Games, one which foresees new partners with Sport - art, music and dance groups, for example. As currently constituted, however, this approach will be cnallenging, since the mandate of the GOC is the delivery of the SPORT PROGRAM. It was not feasible for our Games, given the short timeframe. to integrate this perspective.

Recommendation 13: Consider packaging an Arts' Festival with future Games. If future GOCs chose this option secure additional staff and volunteers dedicated to the task. ................................................................ ................................................................

We learned that the S A 0 wants to attract major sponsors to future Games. This approach, if successful, could relieve fundraising pressure on the GOCs as well as increase the spectator base, merchandize sales and media coverage.

Recommendation 14: The SA0 must recruit provincial level sponsors forfuture Games to assistthe GOCs. This recommendation has appeared in Final Reports for years! ________________-_______________________----------------------- --------------------------------------T------------------------

Jim Murray, our S A 0 Games Leader, secured a moving sponsor, Tippet and Richardson, and offered other suggestions and contacts for sponsorships. The SA0 also sponsored a VIP Lounge at Fanshawe College and arranged for some very helpful evaluation sessions after both Games.

Recommendation 15: Use S A 0 expertise and participate in the evaluation sessions ................................................................ ................................................................ e Our Volunteer Division did an outstanding job of purchasing volunteer uniforms under budget

as well as the training and assigning of volunteers. During Games' time, these people are the main face of the Games. Their knowledge, friendliness, and helpfulness was commented on by all.

Recommendation 16: Standardized volunteer training is essential.

The creation of Games' web based software by the City of London was significant, as it allowed volunteers and PSOs (for their athletes) to register easily online. We were careful to shut down the website when enough volunteers had registered as the GOC did not want anyone to be disappointed.

Recommendation 17: Use computer technology whenever possible. ................................................................ ................................................................ .

Most volunteers (about 750 ._reach event) worked the entire Games. The attrition r i less than I%, an outstanding statistic.

was

Since most participants had departed once their competitions were over, the Closing Ceremony was for.the Volunteers.

Recommendation 18: Hold a Closing Ceremony to honour the Volunteers.

The Athlete Services’ Division worked tirelessly to accommodate over 3,000 participants at the University of Western Ontario and Fanshawe College. When necessary, they also provided a food coupon voucher system and/or box lunches.

Recommendation 19: Monitor room and food contracts for room usage and food allocations. This can have a huge financial impact. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

During Games’ time, the Security and Transportation volunteers were outstanding. They were professional, well organized and extremely adaptable. Security leadership was provided by two members of the London Police Services, who assisted in other areas too - for example, depositing ticket sales in the bank.

Recommendation 20: Involve members of the local police services in security . _____________-___--_------------_-------------------------_----- ................................................................ a The Marketing and Promotion Volunteers were creative and systematic in theirplanning. For

example, they arranged for a media launch (June 3‘d), media interviews, panels, posters, sponsor boards, a Games’ Program insert in one local newspaper and monthly articles in another as well as print and media ads. In addition, they included local and provincial VIPs,. past medalists and contemporary participants in some of the activities. Sponsorship from Standard Broadcast (radio) also proved invaluable for promoting and generating Games’ excitement. in addition, we had the support of The London Free Press and The Londoner for both Games. An up-beat, catchy Games’ Song promoted our theme, “Simply The Best“. The local TV station, the New PL, also provided daily coverage of the Games events.

Recommendation 21: Design a multifaceted marketing and promotions’ program that regularly and professionally puts the Games in front of people (locally and provincially). ................................................................ ................................................................

I We had strong sport technical support and cooperation from our local sport leaders, the Provincial Sport Organizations and a knowledgeable Staff. The GOC received many compliments about the venues, and the wonderful volunteer help and assistance. Sport competitions were on time.

Recommendation 22: Communicate, communicate, communicate with the local sport leaders, the PSOs and venue leaders. They are vital to the success of the Games. __________________-_____________________----------------------__ ................................................................

0 Close to Games’ time, venue insurance became an issue. requirement for venue insurance is $5M, which was greater than that

called for in the Grant Agreement, we had to top up those PSOs that only had coverage for $2M. in the Winter, boxing dropped out due to inadequate insurance coverage. A similar situation caused trap shooting to drop out before the Summer Games.

Recommendation 23: The Host Community and the SA0 should standardize venue insurance requirements well before the start of the Games.

Venue rental fees are becoming increasingly more common as more local sports’ groups, to meet rising costs, are charging user fees.

Recommendation 24: GOCs should pay private groups a standard user fee for the use of their facilities. Civic services should be offered for free.

Since the City of London’s

The sport competitions were exciting, and the caliber of the athletes was excellent. Spectators were enthusiastic and greater than anticipated. It proved worthwhile to charge a reasonable admission fee. Spectators realized that they were supporting amateur sport.

Recommendation 25: Charge reasonable admission fees. Consider offering a relatively cheap Games’ Pass to all events

The medical volunteers provided excellent quality and care at each venue.

Sport resuits were posted immediately on the website. We had outstanding support from the City of London and their assigned staff person, who was responsible for the appearance of the website as well as the sport results and registration. The site was exceptional for its ease of navigation and drew many compliments.

Recommendation 26: Post sport results on the website immediately. Make the local sport media people aware of this convenience.

Our Finance and Administration VC prepared several budget reviews and scenarios in a timely and competent way: and with everyone’s cooperation, we were able to bring both Games in under budget. The City of London provided financial technical support.

Recommendation 27: Recruit an experienced VC Finance and Administration, one with good people skills

Registration was well organized (we received many co-mpliments).

Recommendation 28: Coaches only pick up the registration packages for their athletes. __L_____________________________________------------------------ ................................................................

Most participants registered online to meet the deadline. In some cases, however, some data were received at Game time. Our volunteers dealt with these extraordinary cases in exemplary fashion. Athletes were given a Participants Handbook.

Recommendation 29: Team selection should take place 2 to 3 weeks before the Games. Also measures must be taken to make the online registration secure.

In many cases, the Games do not serve as provincial championships. If this could be achieved, the stature of the events would be raised con iderably.

Recommendation 30: Make the Ontario Winter and Summer Games the provincial championships for the respective PSOs.

s

Each day at 7am at the Games’ Headquarters the co-chairs met with the VCs and other key volunteers. City and provincial representatives and observers also attended these meetings (important for problem solving and celebrating).

Recommendation 31: Hold team meetings each morning of the Games.

The Opening Ceremony and Civic VIP Reception for the Summer Games were held at the new T.D. Waterhouse Stadium at the University of Western Ontario. The McAuley Brothers were the headliner, but an impressive number of dance and gymnastic groups and other entertainers also participated in the festivities. We were pleased with the crowd support, which, with athletes, coaches, ViPs and officials, numbered over 7,000 people.

Recommendation 32: At the Opening Ceremony, move the athletes into the stadium in a speedy fashion. Encourage the Master of Ceremonies to interact with the crowd and the athletes. Keepthe speeches to a minimum. Hire good, age-appropriate entertainment. ................................................................ ................................................................

e During the Winter Games there was potential for a City employees’ strike (might have affected access to City venues and a teachers’ strike at Fanshawe College (where our Athlete Reception was to be held). We were fortunate that the employees did not boycott our

planning and a timely settlement was reached at Fanshawe College. Wewere not faced with these challenges during the Summer.

Recommendation 33: Develop a risk management plan; use media to update the public. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Many observers/sponsors asked why certain high profile sports (like swimming and track and field) were not part of the Games.

Recommendation 3 4 The SA0 and MTR should work with swimming and track and field back to bring them back into the Games.

Recommendation 35: Develop province-wide certification programs, standards and salarygrids so that young people can make a career in sport administration.

The London GOC thought that its staff was significantly underpaid

____________________--------------------------_----------------- ................................................................ . Recommendation 36: GOCs should select Sport Leaders in conjunction with the PSOs.

- Recommendation 37: in general, governments should fund 75% of an agreed upon Games’ budget. Some further consideration should be given to small communities.

Occasionally PSOs did not have local contacts who could run the field of play.

Funding Games will always be an issue.

Recommendation 38: Consider giving medals to coaches.

Observers questioned why coaches were not awarded medals.

Some athletes with disabilities participated in London while others went to a separate championship.

Recommendation 39: Consider integrating disabled athletes into the Games.

0

Recommendation 40: Obtain suitable storage at venues for meds and money.

Volunteers wanted to store medical supplies and money at the respective venues. i

Recommendation 41: Key volunteers must have cell phones.

e

Communication at Games’ time is essential

............................................................... _.-______________----------------------------------------------- The GOC would have liked to provide Summer Games participants with more water but had difficulty obtaining a sponsor for such a large amount of product.

Recommendation 42: The SA0 should help find a sponsor for water.

The GOC thought it important to run training sessions for its supervisors (Venue and Sport Leaders and other important volunteers) at the venues.

Recommendation 43: Provide supervisor training sessions and provide Venue Binders containing the important information and policies for each venue.

The GOC thought it important to have a “dry run” before the Games. Key volunteers were brought in to deal with a “day in the life of an athlete”, from the time that person arrived until he/she departed. Case scenarios of potential problems and solutions were discussed in small and large group sessions

Recommendation 4 4 Hold a “dry run” session about two weeks before the Games.

Similar to the above, the GOC recognized that bad weather could seriously affect the plans for the Opening Ceremony.

Recommendation 4 5 Have a “Plan B” for the Opening Ceremony (bad weather). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

C. SUMMARY

C.l: Areas of Strength

. rn

Ail partners and players worked as a team. The organizational model was sound and effective. Meetings at all levels were well organized and effective. Morale was high between staff and volunteers. The GOC ran a fiscally responsible Games. The excitement and energy of the participants and spectators was invigorating. It was gratifying to see the planning come to fruition so successfully. The spectator turnout was unprecedented. An audience is important for the athletes. The website was state of the art, user friendly and current with information. London, Lakeside and Grand Bend worked together to successfully deliver the Games. The volunteers were always friendly, positive and helpful. They were great ambassadors forthe Games and their communities. We had an outstanding staff and a highly experienced group of planning volunteers. Our GM worked tirelesslyfor Grants. We received substantial funding and Sponsorship from the Ontario Government and the SAO, the City of London, the City of Barrie, the Ontario Trillium Foundation, Standard Broadcast, Communications Canada (winter oniy)The London Free Press, Rogers Wireless, Rogers Television, Fowler-Kennedy Sport Medicine Clinic, Modu-Loc Fence Rentals, an anonymous donor through the London Community Foundation, Horseshoe Resod (winter only), Andy Spriet and our Proud Patron and Friends of the Games’ Sponson. The Opening Ceremony and Civic VIP reception were first-rate. The media coverage was outstanding.

C . 2 Areas for Improvement increase government funding to meet rising costs. Secure corporate sponsorship for future Games’ involvement. Define a new vision for the Ontario Games, one which will attract more sponsorship, media and spectator attention. Establish appropriate deadlines for PSOs. Continually ask questions.

0 Always work on improving communication at all levels., 0 Delegate where ,possible: staff need volunteers and Volunteers, staff

Where there are partnership between municipalities, develop good working relationships r! Keep accurate records from Games to Games, particularly budget information.

C.3: Recommendatlons 1. Create an organizational model and immediately recruit competent, enthusiastic people for VCs. 2. Recruit a ”connected, expert fundraiser for VC of Fundraising. 3. Recruit a large fundraising committee composed of as many influential people as possible;

prepare a Sponsorship Package and scripts for “cold calls”; and be creative.(We had success with small, local businesses and clubs. Local contacts are very important.). Create a logo, theme and song early. Promote them through the merchandiser, website and the PSOS. Read previous guides, final reports and attend Games’ meetings and activities. Plan and communicate with partners early.

VCs must immediately establish plans for their Sport and Venue leaders and subcommittees. The Co-Chairs should skirt monthly management meetings one year before the Games. Two months prior to the Opening, the Co-Chairs should meet Individually with the VCs to discuss operational details, crossovers and potential problem areas.

9. Before signing the Grant Agreement, check the cost estimates identified in the Bid Document. Negotiate for .more money with the SAO/MTR if necessary.

I O . Review local financial commitments to see if still suitable.

I

4.

5. 6. 7. Set competition dates strategically. 8.

n

W .~

11. Hire your own staff. Supplement these staff with students paid for by HRDC and Ontario Summer Employment grants.

12. Establish strong lines of communication and support 13. Consider packaging an Arts’ Festival with future Games (if so recruit more staff and volunteers

dedicated to this task). 14. The SA0 must recruit provincial-level sponsors. 15. Use SA0 expertise and participate in evaluation sessions. 16. Standardized volunteer training is essential. 17. Use computer technology whenever possible. 18. Hold a Closing Ceremony to honour the volunteers. 19. Monitor room.and food contracts for food usage and food allocations. 20. Involve members of the local police service in security. 21. Design a multifaceted promotion and marketing program that regularly and professionally puts

the Games in.front of the Host Community and across the province. 22. Communicate, communicate, communicate with the local sport leaders, the PSOs and venue

leaders. 23. The Host Community and the SA0 should standardize venue insurance requirements well

before the start of the Games. 24. Private groups should be paid a standard user fee for the use of the facilities. Civic services

and facilities should be offered for free. 25. Charge reasonable admission fees to sport events. Consider offering a relativelycheap Games’

Pass to all events. 26. Post sport results on the website immediately. Make the local media aware of this convenience. 27. Recruit an experienced VC Finance and Administration, one with good people skills. 28. Coaches only pick up the registration packages for their athletes 29. Team selection must take place at least a week before the Games. Make online registration

secure. 30. ‘Make the Ontario Games the provincial championships for the PSOs. 31. Hold team meetings each morning of the Games. 32. At the Opening Ceremony, move the athletes Into the,stadium quickly. Encourage the Master of

Ceremonies to interact with the crowd and the athletes. Keep the speeches to a minimum. Hire good, age appropriate entertainment.

33. Develop a risk management plan. Use the media to update the public. 34. Bring swimming and track and field back into the Games. 35. Develop province-wide. certification programmes, standards and salary grids so that young

people can make a career in sport administration. 36. GOCs should select Sport Leaders, at least in conjunction with the PSOs. 37. in general, governments should fund 75% of an agreed upon Games’ budget. Some further

consideration should be given to smaller communities. 38. Consider awarding medals to head coaches only. 39. Consider integrating disabled athletes into the Games. 40. Obtain suitable storage for medical supplies and money at venues. 41. Key volunteers musthave cell phones. 42. The SA0 should recruit a sponsor for water 43. Provide supervisor training sessions and Venue Binders containing important information and

policies for each venue. 44. Hold a “dry-run’’ session about two weeks.before the Games 45. Have a “Plan B for the Opening Ceremony in case of bad weather.

.................................................................................... D. GAMES LEGACY

D.l: Financial

it is proposed that the financial surplus from the 2004 Ontario Summer Games b e placed as a separate entity in the London Community Foundation’s Sport Development Fund. The interest from this legacy will provide bursaries for fulltime students from Fanshawe College and the University of Western Ontario, and to a London based High Performance Athlete who has achieved national carded status. Students will gain valuable experience through employment with the London Sport Councit. ( see: Legacy Plan )

D.2: Other A group of volunteers who are active in providing support to local, provincial, national and international events hosted by the community - a group that is knowledgeable about sporting events and well trained in volunteer hosting.

. .

A volunteer database that will be helpful for future events as well as a database capable of generating volunteer online registrations for future events. Financial benefits for the HoteVRestaurant Hospitality Industry in London, not only from the participants but from the visitors who came to enjoy the event. Equipment for local community groups (the University of Western Ontario Badminton Team was given shuttlecocks from the Badminton competition [winter], whereas for the summer the Boys and Girls Club of London received some left over beverage products and shade canopies, St. Georges Rugby Society were left a number of new competition rugby balls, the local baseball organization received some tarps for their dugouts, the Fowler Kqnnedy Sports Medicine Clinic received 3 Medisac sport medicine equipment bags for future events and sport training for Games physiotherapists, and a goodly number of volunteer uniforms were donated to the local Mission Services. Policies, procedures, templates and data for future Games.

0 An enhanced reputation for the City of London as “the City that Can!” 0 Athlete and official development.

Evidence of the benefits of a health lifestyle. ........................ .......................................................... E. CONCLUSION As co-chairs we thank all the partners and players who made the 2004 Ontario Summer Games such a resounding success. In particular, we acknowledge:

The City of London - In addition to the Citys significant financial support, Gary McClenaghan, City Liaison, and Janie Romoff, Administrator of Recreation Services, provided advice and resources in several areas: for example, free facility rental and contract advice; communication with City Council through the Community and Protective Services Committee; website and technological support at the GOC Headquarters; funding resources; protocol advice; sponsorship of a civic reception; support to our Divisions; and bylaws to assist our GOC to engage in key organizational tasks such as hiring a Games Manager, recruiting sponsors and developing business contracts.

The Ministry of Tourism and Recreation, the SA0 and the Provincial Sport Organizations - We are grateful to the MTR for its important financial contribution to the Games. It was a pleasure to have Minister Jim Bradley and some of his staff participate in the Opening Ceremony. We also benefited from the expertise of Guy Bradbury, former General Manager, Paul Jurbala, Director of Sport Development, Curt Harnett, Director of Development and Jim Murray, Games Program Leader. The GOC is also grateful to the PSOs who helped run the field of play.

The GOC -We would like to thank our staff (Pam Huston, Deanna Bond and Andy Henry) and our VCs for their commitment to this undertaking. We especially thank Fred Galloway for his superb guidance and kind counsel as he guided the team through various budget scenarios. It was a pleasure to work closely with these great leaders and ail our volunteers! These Games were fun and amazing -we made a lot of young people very happy. For us, they were “Simply the Best” Games ever!

THANKS TO A GREAT TEAM!

Dr. Michael F. Murphy & Jane Peckham Co-Chairs, 2004 Ontario Winter and Summer Games

ATTACHMENT C London 2004 Ontario Winter and Summer Games

Financial Statements

London 2004 Ontario Summer Games Financial Statement as at January 18,2005

Expenditures

(CPSC Mar'03) Summer Budget Summer (Council) Actuals Commitments Total

AccommodationIFood 560,000

Ceremonies and Events 78,000 Officials 14,000 Marketing and Promotion 70,000 Friends of the Games 45,000 Venue and Sport 106,000 Accreditation 10,000 Security 10,000 Medical 10,000 Administration and Technology 105,000 Volunteers 36,000 Total Expenses 1,142,000

Revenues

Total Admissions 20,000 Total Merchandising (Net) 10,000 Total Participation Fees 165,000 Ministry Grant 445,000 Employment Grant 10,000 Total Sponsorship (Note 1) 295,000 Total Miscellaneous 20,000 Total London 200,000

Transportation 100,000

Total Revenues 1,185,000

434.023 43,659 29,587

0 28.367 15,211 18,296 5,051

512 5,048

61,750 27,274

668,778

74,543 6,858

180,331 435,000

6,234 61,966 24.131.

200,000 991,063

330 0 0 0 0 0 0 0 0 0 0 0

330

0 0

700 10,000

0 0 0 0

10,700

434,353 43,659 28,587

0 28.367 15,211 18,296 5,051

512 5,048

61,750 27.274

669,108

74,543 6,858

181,031 445,000

8,234 61,868 24,131

200.000 1,001,763

Variance

125,847 56,341 46.413 14,000 41,633 29.788 87,704 4,849 9,488 4,952

43,250 8.728

472,882

54,543 (3,142) (3,969)

' 0 (1,786)

(233,034) 4,131

0 (183,237)

Total Game Surplus (Deficit) 43,000 322,585 10,370 332,655

Note #I - Contingent Receivable

Via Rail Sponsorship Grant has not been included as a revenue commitment in the Summer Games Financial Statements due to the uncertainty of receipt and the Summer Games grant amount allocation. The Legacy Fund will be adjusted accordingly upon sponsorship grant receipt. Via Rail Sponsorship Grant for both Winter & Summer Games totals $5,000.

London 2004 Ontario Winter Games Financial Statement as at January 18.2005

(CPSC Mar'03) Winter Budget Winter

Expenditures (Council) Actuals Commitments Total Variance

AccommodationlFood 580,000 Transportation 75,000 Ceremonies and Events 28,000 officials 12,000

Friends of the Games 2,000 Marketing and Promotion 45,000

Venue and Sport 43,000 Accreditation 5,000 Securiiy 5,000 Medical 5,000 Administration and Technology 105,000 Volunteers 30,000 Total Expenses 935,000

538,573 74,634 19>654

29,735 1,435

49,212 6,556

0 5,975

107,737 29,100

862,611

0

Revenues

Total Admissions Total Merchandising (Net) Total Participation Fees Ministry Grant Employment Grant Total Sponsorship (Note 1) Total Miscellaneous Total Barrie Total London Total Revenues Total Game Surplus (Deficit)

10,000 68.113 7,000 7,256

140,000 158,735 445,000 444,999

75,000 50,978 20,000 20,000

20,000 1,439 20,000 20,000

200,000 200,000 937,000 971,520

2,000 108,909

0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0.

538.573 74,634 19,654

0 29,735

1,435 49.212 6,556

0 5,975

107,737 29,100

862,611

41,427 366

8,346 12,000 15.265

565 (6,212) (1,556) 5,000 (975)

(2,737) 900

72,389

68,113 58,113 7,256 256

158,735 18,735 444,999 (1) 20,000 0 50,978 (24,022)

1,439 . (18,561) 20,000 0

200,000 0 971,520 34,520 108,909

Note #I - Contingent Receivable

Via Rail Sponsorship Grant has not been included as a revenue commitment in the Winter Games Financial Statements due to the uncertaintyof receipt and the Winter Games grant amount allocation. The Legacy Fund will be adjusted accordingly upon sponsorship grant receipt. Via Rail Sponsorship Grant for both Winter & Summer Games totals $5,000.

I

Attachment D

London 2004 Ontario Winter I Summer Games

Legacy Plan January 2005

The following Legacy Plan for the surplus of the London 2004 Ontario Winter / Summer Games assets is proposed to fulfill articles 9.3 and 9.4 of the Grant Agreement between thesport Alliance of Ontario and the Corporation of the City of London.

The City of Barrie will be entitled to 15% of any legacy funds from the 2004 Ontario Winter Games only, that remain after all Games costs are paid. Barrie's use of any such legacy funds needs to be consistent with the requirements outlined in the Contractual Agreement between Sport Alliance of Ontario and the City of London under clauses 8.12, 8.13, 8.14, 9.3 and 9.4.

The London 2004 Ontario Winter / Summer Games Executive resolved in compliance with the London 2004 Ontario Winter /Summer Games Bid document that:

Each financial surplus from the London 2004 Ontario Winter and Summer Games be divided ( approx. 1/3 ) to Fanshawe College of Applied Arts and Technology, The University of Western Ontario, and the London Community Foundation to establish and manage I' The 2004 Ontario Winter /Summer Legacy Fund".

1. The interest from this Legacy Fund will provide financial assistance in the form of bursaries to:

a. Fulltime students at Fanshawe College of Applied Arts and Technology who are residents of London and area, in financial need, maintain a 2.0 GPA and are participating on a varsity sports team at the College.

b. Fulltime students,who are attending The University of Western Ontario who are residents of London and area, in financial need and who are participating on avarsity sports team

c. The London Community Foundation will distribute the interestfrom theirportion ofthe Legacy Fund to community-based non profit sports organizations who are actively involved in the amateur sport devq.opment in the London and area.

Work is progressing with the ab.ove named institutions to create Letters of Understanding that outlines the details for management and distribution of the fund and to identify the appropriate criteria for selecting recipients. .

Other Legacies of the 2004 Ontario Winter I Summer Games

A group of volunteers who are active in providing support to local, provincial, national and international events hosted by the community; a group that is knowledgeable about sporting events and well trained in volunteer hosting.

A specialized software program which includes online volunteer/athiete accreditation and registration an'd results reporting has been developed by the City of London. This software will be helpful for future events.

Financial benefikto the hotelhestaurant hospitality industry in London and Barrie, not only from the participants but from visitors who came to view and enjoy the event.

Equipment for local community groups (the university of Western Ontario Badminton Team was given shuttlecocks from the Badminton competition, the Boys and Girls Club of London received someieft over beverage products and shade canopies, St. Georges Rugby Society were left a number of new competition rugby balls, the local baseball organization received some tarps for their dugouts, the Fowler Kennedy Sports Medicine Clinic received 3 Medisac sport medicine equipment bags for future events and sport trainlng for Games

physiotherapists, and a number of volunteer uniforms were donated to the local Mission Services.

A number of business practices were developed e.g. policies, procedures, contracttemplates and data for future Games.

Athlete and officials development.

An enhanced reputation for the City of London as "the City that Canl"

Evidence of the benefits of a healthy lifestyle.

Some facility improvements to the City of London inventory. .

Background Notes for the Legacy

The requirement to create a Surplus Legacy Plan originates from the Grant agreement that was entered between the Sport Alliance of Ontario and the City of London. The relevant items from the Grant Agreement include the following information;

The Host shall use any surplus funds and interest earned thereon from the organization, management, promotion or conduct of the Games according to the surplus legacy plan developed by the GOC, pursuant to paragraphs 9.3 and 9.4, approved by the Host and the Ministry and the Host shall implement the said surplus legacy plan.

The Host shall keep any surplus funds from the organization, management, promotion and conduct of the Games in a separate surplus legacy fund, to be established by the Host, until the said fund is exhausted under paragraph 8.12.

The Host shall not use any surplus funds or interest earned thereon from the Games at any time for the general purposes of operating costs of any municipality, including the Host, or of any other third party.

9.3 If a surplus of funds is projected or actually occurs from the organization, management or conduct of the Games, the GOC shall develop a surplus legacy plan which will outline how any such surplus funds shall be used by the Host. The surplus legacy plan shall be submitted to the Host and to the Ministry for approval within 180 days of the Games completion.

In developing the surplus legacy plan the GOC shall follow and foster thegoals of the Games, and in particular. shall consider the following:

a) To increase opportunities for the development of seniors or able-bodied athletes or athletes with a disability to pursue competitive goals and achieve their personal potential;

b) To develop, promote and enhance amateur sport at the community level; and c) Surplus funds are not to be used for the general purposes or operating costs of

any municipality, including the Host, or of any other third party.

8.12

8.13

8.14

, 9.4