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Administration 2010-2000 Administration 2010-2000 2010 2010 Arctic Winter Games Grande Prairie 2010 Arctic Winter Games Host Society FINAL REPORT A. Executive Summary VISION: The 2010 Arctic Winter Games are a participant focused circumpolar celebration of sport and culture inspiring a legacy of individual and community growth. MISSION: Working with the International Committee, we will organize and operate a technically sound, participant focused and responsibly managed Arctic Winter Games in March 2010 by providing effective leadership that engages the support of the community. • In anticipation of being awarded the Games, Grande Prairie 2010 Arctic Winter Games Host Society was incorporated as a society on January 25, 2007. • The City of Grande Prairie was awarded the 2010 Arctic Winter Games on January 31, 2007. • The City of Grande Prairie appointed Debbie Reid as President of the Grande Prairie 2010 Arctic Winter Games Host Society. The City provided Ms. Reid with the authority to recruit the members of the Host Society. • The City of Grande Prairie and the Grande Prairie 2010 Arctic Winter Games Host Society entered into an Agreement whereby the Grande Prairie 2010 Arctic Winter Games Host Society was contracted to manage and stage the Games on behalf of the City. • The City of Grande Prairie had two appointees on the Host Society Board of Directors. • The County of Grande Prairie (a funding partner) also had two appointees on the Host Society Board of Directors. • A Retreat was held for the Management Committee 3 years out from the Games. This was a critical element in the planning for the Games. o This was designed as a Team Building exercise; o “Why are you here?” was a crucial component of the Retreat; o The Retreat formalized the total commitment of the Board members to the Games; o The Management team stayed intact from this point to the end of the Games. This is truly an accomplishment for the members and evidence of the benefits of the exercise. • The Host Society established a strong positive relationship with the International Committee. Understanding that the International Committee is the guardian of the traditions of the Games and accepting their experience, wisdom and knowledge, the Host Society worked in concert with them to safeguard the integrity of the event, contributing to the success of the 2010 Games. Page 1 of 79 2010 Arctic Winter Games Host Society Structure: The Grande Prairie Host Society was structured as part of the City of Grande Prairie but as its own entity. This structure proved very successful and it is recommended as a model for future host societies. The benefits of this structure include the following: 1. With a separate entity, all financial records are maintained within the society. There is no mixing with the municipality’s regular financial processes. This provides the City, the International Committee, and the Host Society with a more accurate accounting of what it takes to host the Games. 2. This structure allowed the City to track its own contributions without stress and/or administrative activity on the Host Society. The City is in a much better position to track its own activities. The direct costs to the Host Society i.e. facility costs were recorded and provided to the Host Society for inclusion in their budget. 3. This was a much better working group. It allowed prominent and talented community members to be involved. Specific expertise could be sought and used where necessary. 4. Corporate entities were more apt to become involved as sponsors as their contributions were dedicated to the event. Some organizations would only contribute with a separate entity in place. 5. With a Council member and a City employee on the Management Committee, good communications existed. This kept both parties aware of developments, challenges, etc. With this type of model it is important for the municipality to remember that they still “own” the Games and have responsibility for them. There were some disconnects of this through the term but things came together very well for the Games themselves. Further evidence that this model should be the preferred model is that these Games produced one of the best Games experiences ever for the participants, set new standards of hosting, provided at a cost similar to the 2008 Games and achieved a surplus. This is outstanding considering that Grande Prairie went through a recession leading to the Games. As a note of recommendation to future hosts, it is absolutely imperative that strong communications exist between the groups. Activities such as City Council/Games Executive meetings, City Manager/Games General Manager meetings, and joint functions did a great deal in keeping the parties aware and current. The committee makeup of the Host Society is provided on the attached Organizational Chart. This makeup suited the nuances of Grande Prairie and area and, for the most part, worked well. The Host Society made some changes to the committee assignments based on circumstances. One move was Merchandise was given to Administration. This was due to the expertise of the Director of Administration. Close communications were maintained with the Marketing Division to promote the Games Store, Gameswear Fridays, and other activities affiliated with Merchandise. Page 2 of 79 2010 Arctic Winter Games The second move was Registration and Accreditation going to Volunteer and Protocol from Communications and It. This move aligned some of the activities better between volunteer recruitment and registering in GEMS. It was also due to expertise that existed with the Director and Assistant Directors of Volunteer and Protocol. Assumptions The success of any Games is the ability to eliminate Assumptions. There are many means of doing this and the Host Society must adopt those that work for them. Addressing Assumptions is a matter of communicating. The atmosphere around the Host Society must be one of encouraging questions, seeking answers, identification of responsibilities, and accounting for these responsibilities. The intent is to eliminate questions and confusions surrounding any area of responsibility or management. If this atmosphere exists, cross-divisional communications will exist and Assumptions will be eliminated. Recommendations: • Conduct an initial retreat: o To set vision and values; o For team building/bonding exercise to create momentum; o Motivational exercise; o Meet and greet board members; o Note: Operations are the purpose of this retreat; • Conduct formal, regular meetings with the President, the Directors, and the General Manager: o This is used as a unifying process; o It provides for effective 2-way communications; o This activity keeps the commitment made at the initial retreat in the forefront. • Develop and implement a system to manage “Assumptions”. • Incorporate regular Cross-Divisional meetings. • Train all Management Committee members on SharePoint. Conduct the training early to ensure better communications throughout. • Include the following in the Staff Orientation Program: o An understanding of the work that the volunteers have done to date; o A description of the roles the volunteers have played and will play as the Games continue; This relates to how the staff will support the volunteers in assisting them in making plans become reality; o Identify the philosophy of staff operations i.e. positive attitudes; o Incorporate training on SharePoint and other operational programs. Page 3 of 79 2008 2008 Arctic Winter Games ADMINISTRATION COMMITTEE FINAL REPORT 2008 ARCTIC WINTER GAMES EXECUTIVE SUMMARY 1. Overall goals and objectives of the committee. • To provide financial information, cash and investment management and controls • To facilitate the organization’s budget process and administer audit functions • To provide legal expertise and support to the games organization • To develop personnel and human resource policies for the organization • To administer risk management functions for the organization 2. Structure of the committee. Director Max Hall Chair – Finance Christine Siu Chair – Legal Loretta Bouwmeester/Kerry Penney 3. Highlight the growing pains of your committee. The administration committee didn’t experience any major problems. There was a change of staff at the City of Yellowknife in both the legal and finance departments but the new employees seemed to transition smoothly into their respective roles with the Host Society. 4. Overview of the committee’s work. YEAR 1 (2005) • The City of Yellowknife established the Host Society by passing By-Law No. 4364 in 2005. • The Board of Directors was appointed. YEAR 2 (2006) • Host Society was incorporated by developing and registering constitution and by-laws for the Host Society Document Number: 143096 2008 Arctic Winter Games • Reviewed and approved long term lease donation for office space for Host Society • Developed Sponsorship Agreement • commenced the process of securing insurance and liability coverage for the Host Society • The following policies/guidelines were developed: - Purchase Requisition - Cheque and Visa card Acquisitions - Property Acquisition and Disposal - Financial Management, Accountability, Travel Expenses Etc. - Conflict of Interest Guidelines - Sponsorship and Donation Policy - Ticketing Policy YEAR 3 (2007) • Various insurance policies secured • Continued review of contracts and legal agreements • Review and revise HomeStay Program documents • Attend to corporate filings YEAR 4 (2008) • Continued review of contracts and legal agreements • Receive and review insurance policies
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