Naming Rights Agreement – Leon's Centre
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Contest Rules & Regulations (The “Rules”)
WAWANESA TOY DRIVE CONTEST Contest Rules & Regulations (the “Rules”) By entering this Contest, you acknowledge having read these Rules and agree to abide by them. Contest is subject to federal, provincial and municipal law. 1. GENERAL: By entering this Contest, entrants accept and agree (i) to be bound by the terms and conditions of these Rules, and (ii) to accept the decisions of the Sponsor as final and binding in all respects. This Contest will begin on October 30, 2019 (the “Contest Period”). This Contest is being run by The Wawanesa Mutual Insurance Company (the “Sponsor”). Although this Contest may be communicated or promoted through social media, it is not sponsored, endorsed or administered by, or associated with any social media and questions or issues should be directed to the Sponsor. 2. HOW TO ENTER: Each new, unwrapped toy donated at select Canadian Hockey League (CHL) games set out in Schedule A – Toy Drive Games or at participating Wawanesa Insurance brokerage partner locations during the Contest Period will give the entrant 1 entry into this Contest. NO PURCHASE NECESSARY. To enter without donation, during the Contest Period, entrants can submit a 500-word essay on why they love their local CHL Team that includes their full name, email and phone number to [email protected] for 1 entry. 3. ENTRIES: All Contest entries become the property of the Sponsor and will not be returned. The Sponsor is not responsible for any lost, damaged or illegible entries, and retains the right to disqualify entrants who do not comply with the Rules. -
Multi-Use Facility Task Force Report of Findings
City of Charlottetown CHARLOTTETOWN MULTI-USE FACILITY TASK FORCE COMMITTEE >> Report of Findings: December 2017 1 City of Charlottetown Multi-Use Facility Task Force Report of Findings Contents Executive Summary Part A: Understanding the Infrastructure Challenge Executive Summary ......................................................................................................................... 4 1 Background and Overview ...................................................................................................... 9 1.1 Establishment of the City’s Task Force ............................................................................ 9 1.2 Composition of Task Force .............................................................................................. 9 1.3 Task Force Objectives ...................................................................................................... 9 1.4 Professional Consulting Resources Deployed ............................................................... 10 1.5 Organization of the Report ............................................................................................ 10 1.6 In-Scope Facilities .......................................................................................................... 10 1.6.1 Multi-Use Sports and Event Centre (MUSEC) ........................................................ 11 1.6.2 Community Recreation Facilities ........................................................................... 11 1.6.3 Combined Community Recreation and Event -
St. Catharines Community Profile
Message from the Mayor On behalf of the City of St. Catharines, I would like to take this opportunity and commercialize ideas and supporting an innovative and creative to open our doors and illustrate why St. Catharines is quickly becoming economy. one of Ontario’s most promising urban growth centres and the location of your next great investment. City Council has developed a new Strategic Plan that will continue to build on these investments to achieve our bold vision to be the most dynamic, St. Catharines is entering an exciting period of economic renewal and innovative, sustainable and livable city in North America. urban revitalization. Recent developments have changed the face of our community for generations to come with public sector investments in Our community has a long history of hard work and innovation. We are infrastructure and arts and culture acting as a catalyst for private sector growing and changing and we are looking forward to new opportunities investments that will drive the prosperity of our great city. to harness our natural assets, human capital and enable the creative forces of our community. There is no better time than now to invest in Public sector investments in arts and culture and infrastructure total more St. Catharines. than $1 billion including: Our Economic Development team can offer the information and resources • $50 million for the downtown Meridian Centre which has space for you need to make your vision a success with timely, personalized support 5,300 hockey spectators and 6,000+ seats in venue space that is responsive to today’s fast-paced business environment. -
Before They Turn Pro: Superstar Attendance Effects in the Ontario Hockey League (2011-2019)
Before They Turn Pro: Superstar Attendance Effects in the Ontario Hockey League (2011-2019) Austin Lemieux (0300077748) Major Paper presented to the Department of Economics of the University of Ottawa In partial fulfillment of the requirements of the M.A. Degree Supervisors: Professor Pierre Brochu, Professor Louis-Philippe Morin ECO 6999 Ottawa, Ontario July 20th, 2020 Acknowledgments I would like to thank supervisors Pierre Brochu, and Louis-Philippe Morin for their helpful comments throughout my research. Your guidance and passion helped make this paper both enjoyable to write, and gave me an invaluable learning experience that I truly appreciate. [1] Abstract This paper researches superstar player effects on the announced attendance and the probability of a sellout in the Ontario Hockey League for the 2011-2012 to the 2019-2020 regular seasons. Using a rich panel data set of game-level information, I find superstar players have a significant positive effect on the attendance of regular season games. Superstar players are also found to have an economically significant impact on the probability of a sellout, but this latter result is in most cases statistically insignificant. Finally, the superstar effect for sellouts and attendance are seen to change depending on the definition of a superstar, and also if the superstar plays on the home or away team. [2] 1. INTRODUCTION An intriguing topic in the field of sports economics is the study of attendance demand. Investigating which factors influence fans to attend live sporting events has major implications for sports franchises and leagues, local economies, and also further contributes to our understanding of consumer choice. -
An Analysis of New And/Or Expanded Event and Convention Facilities In
A N ANALYSIS OF N EW AND / OR E XPANDED E VENT AND C ONVENTION F ACILITIES IN S ASKATOON Prepared for: SaskTel Centre, TCU Place and the City of Saskatoon March 2018 Final Report: March 2018 1 T ABLE OF C ONTENTS 1. Introduction ………………………………………………………………………………………… 3 2. Saskatoon Context ……………………………………………………………………………… 7 3. Facility Condition Assessments …………………………………………………………… 15 4. Market Potential and Size Parameters ………………………………………………. 20 5. Location, Co - Location and Preferred Site Characteristics …………………. 25 6. Location Options and Project Cost ……..……………………………………......... 31 7. Financial Analysis ………………………………………………………………………………… 40 8. Economic Impact Analysis …………………………………………………………………. 47 9. Capital Sources …………………………………………………………………………………… 55 10. Conclusions …………………………………………………………………………………………. 59 Appendices Appendix 1: Interviewees …………………………………………………………………… 63 Appendix 2: Case Study Write Ups …………………………………………………….. 65 Appendix 3: Large format 3D Study Models …………………………………..... 88 Appendix 4: SJ Research Services Economic Impact Report …………… 91 Volume I: SaskTel Centre Volume II: TCU Place Final Report: March 2018 2 2 1. I NTRODUCTION Final Report: March 2018 3 3 I NTRODUCTION Saskatoon is a growing community and is currently the 17th largest metropolitan centre in Canada with a population of over 250,000. Between 2006 and 2014, Saskatoon experienced a prolonged economic boom, with rapid growth driven by residents returning from out - of - province for unprecedented job opportunities created by a booming resource economy. Saskatchewan is rich in natural resources with uranium, oil, potash and farming representing the foundation of the region’s economy. Although the economy has slowed since 2014, the City of Saskatoon (the “City”) is planning ahead to ensure the right decisions are made now to prepare for a future population of 500,000. TCU Place and SaskTel Centre are City - owned public assembly facilities. -
Build a Stadium Downtown and They Will Come
Briefing Note No. 8 | May 2017 Build a Stadium Downtown and They Will Come By James Barsby On March 7th 2017, the Council of the City of Greater Sudbury approved the decision to move forward (Keown 2017) with a new 5,800-seat ice-only arena at a price tag of $100 million – much of which to be financed internally by the city through taxpayer dollars (Henderson 2017). The new arena would result in the Sudbury Wolves (an OHL hockey team) moving from their current home in downtown Sudbury, the Sudbury Community Arena, to a suburban location which some hope will create a new commercial hub in Sudbury (True North Strong Event Centre 2017). The decision to move the Sudbury arena leads to a number of important questions about sports stadiums and cities, such as: what models for stadium location exist, what is the industry standard in stadium location, and what is best for the City of Greater Sudbury? Proposed Design of the True North Strong Centre Source: truenorthstrong.info Northern Policy Institute / Institut des politiques du Nord 2 Build a Stadium Downtown and They Will Come | May 2017 Research for this piece resulted in the identification reason for the transition away from the suburban, sports of three models for the location of sports arenas: journalism has certainly championed the change the suburban stadium, the mixed model and the (Garrioch 2016). downtown arena. The mixed model is a relatively new and increasingly The suburban model, for example the Canadian Tire popular model where an arena is placed in a Centre in Kanata (a suburb of Ottawa) features a neighbourhood outside of the downtown core, but is stadium in a suburb outside of a large metropolitan accompanied by a small commerce park. -
City of Hamilton Entertainment Venues Review Final Report
Appendix "A” to Item 2 of GIC Report 19-015 Page 1 of 130 City of Hamilton Entertainment Venues Review Final Report 15 August 2019 Appendix "A" to Report PED18168(b) Page 2 of 130 Confidential and Proprietary – Disclosure of this report to third parties is prohibited. It is intended to be used solely by the City of Hamilton. This report is confidential and has been prepared to assist the City of Hamilton. Our report has not considered issues relevant to third parties. Any use a third party may choose to make of this report is entirely at its own risk. © 2019 Ernst & Young LLP. All rights reserved. Front Cover Photo Credits: 1 – https://canadianbeats.ca/2018/09/11/in-photos-ccma-awards-2018/ 2 – https://upload.wikimedia.org/wikipedia/commons/thumb/7/7f/FirstOntario_Centre.jpg/300px-FirstOntario_Centre.jpg 3 – https://en.wikipedia.org/wiki/FirstOntario_Concert_Hall#/media/File:FirstOntarioConcertHall.jpg 4 – https://www.soundcheckentertainment.ca/kenny-chesney-in-hamilton/ 5 – https://stadiumjourney.com/stadiums/firstontario-centre-s1196 2 Table of Contents Appendix "A" to Report PED18168(b) Page 3 of 130 Introduction......................................................................................................................................4 1.1 About the Entertainment Venues Review ........................................................................................ 4 1.2 Project Goals ............................................................................................................................... 5 1.3 Structure -
Dean Brody & Dallas Smith
FOR IMMEDIATE RELEASE: TWO COUNTRY ICONS - DEAN BRODY & DALLAS SMITH - BAND TOGETHER FOR EPIC FALL CROSS-COUNTRY TOUR Friends Don’t Let Friends Tour Alone Will Head Across the Country, beginning in Ontario Sept 18, 2019 Tuesday March 5, 2018 – This fall will bring together two iconic country artists, Dean Brody and Dallas Smith, for the larger-than-life, Friends Don’t Let Friends Tour Alone Tour beginning in Sault Ste. Marie on Sept 18 before heading across the country. Shortly thereafter, the two unique artists known for their multiple #1 smash hits, will take to the Budweiser Stage in Toronto for an epic co-headlined evening, along with special guests Chad Brownlee, and MacKenzie Porter who will join Brody and Smith on the national tour. Tickets will be available as of March 8 at 10am local time, at www.livenation.com. VIP tickets for this impressive show will include intimate performances and meet and greets with Brody and Smith, along with early access to merchandize, and a gift bag. With multiple JUNO Awards and a plethora of CCMA Awards to each of their credits, Dean Brody and Dallas Smith remain two of the most celebrated artists in Canadian Country Music. New music is on the immediate horizon from both artists heading into the summer festival season and tour, with Smith’s EP “The Fall” out on March 15, which includes his latest chart topping single, “Rhinestone World”, and Brody dropping a brand new single March 8, titled “Whiskey in a Teacup”, followed by a brand new EP in April. -
2016-17-OHL-Information-Guide.Pdf
CCM® IS A REGISTERED TRADEMARK OF SPORT MASKA INC. AND IS USED UNDER LICENSE BY REEBOK-CCM HOCKEY, U.S., INC. BE AHEAD OF THE GAME ONE PIECE SEAMLESS BOOT CONSTRUCTION THE NEW MONOFRAME 360 TECHNOLOGY IS ENGINEERED FAST. THIS UNPARALLELED ONE PIECE SEAMLESS BOOT CONSTRUCTION OFFERS A UNIQUE CLOSE FIT TO HELP MAXIMIZE DIRECT ENERGY TRANSFER. CCMHOCKEY.COM/SUPERTACKS 2016CCM_SuperTacks_Print_ads_OHL.indd 1 2016-08-02 10:25 CCM® IS A REGISTERED TRADEMARK OF SPORT MASKA INC. AND IS USED UNDER LICENSE BY REEBOK-CCM HOCKEY, U.S., INC. Contents Ontario Hockey League Individual Records 136 Ontario Hockey League Directory 4 Awards and Trophies BE History of the OHL 6 Team Trophies 140 Individual Trophies 143 Member Teams Canadian Hockey League Awards 154 Barrie Colts 8 OHL Graduates in the Hall of Fame 155 s Erie Otter 11 Flint Firebirds 14 All-Star Teams AHEAD mGuelph Stor 17 All-Star Teams 156 Hamilton Bulldogs 20 All-Rookie Teams 161 OF THE Kingston Frontenacs 23 Kitchener Rangers 26 2016 OHL Playoffs London Knights 29 Robertson Cup 164 Mississauga Steelheads 32 OHL Championship Rosters 165 Niagara IceDogs 35 Playoff Records 168 North Bay Battalion 38 Results 169 Oshawa Generals 41 Playoff Scoring Leaders 170 Ottawa 67’s 44 Goaltender Statistics 172 GAME Owen Sound Attack 47 Player Statistics 173 Peterborough Petes 50 2016 OHL Champions photo 178 Saginaw Spirit 53 Sarnia Sting 56 Memorial Cup Sault Ste. Marie Greyhounds 59 History 179 Sudbury Wolves 62 All-Star Teams 180 Windsor Spitfires 65 Trophies 181 Records 182 Officiating Staff Directory -
Canadian Elite Basketball League Key Information and Leadership
Canadian Elite Basketball League Key Information and Leadership First teams and locations in the inaugural 2019 season: o Edmonton team will play at the Edmonton Expo Centre o Fraser Valley team will play at the Abbotsford Centre o Hamilton team will play at the First Ontario Centre o Saskatoon team will play at the SaskTel Centre o Niagara team will play at the Meridian Centre o Guelph team will play at the Sleeman Centre Each team will have a 12-man roster with a minimum Canadian player mandate. The CEBL expects to attract international basketball players from the U.S. and Europe to round out the teams. Teams will play by the International Basketball Federation’s (FIBA) rules and regulations. Games will encompass 4X10 minutes periods with 5 minute over-time (OT) periods used to decide the winner of tied contests. The CEBL will adhere to referee and player standards set by Canada Basketball. In Canada, for players aged 3-17, basketball ranks as the third most popular team sport behind soccer and hockey, with 354,000 participants according to the 2014 Youth Sports Report. Basketball also leads hockey among newcomer youth in popularity in Canada. Twelve Canadian players and two Canadian coaches started in the 2018 NBA season; 23 Canadian players were in the 2018 NCAA tournament. The Canadian Elite Basketball League is owned by Canadian Basketball Ventures a private investment group led by entrepreneur Richard Petko. Leadership Team Mike Morreale - CEO A sports, business and community leader, Mike Morreale is the CEO of the Canadian Elite Basketball League. -
City of Peterborough Multi-Use Sport and Event Centre
Appendix A CITY OF PETERBOROUGH MULTI-USE SPORT AND EVENT CENTRE FEASIBILITY STUDY SEPTEMBER 2018 Appendix A i City of Peterborough Multi-Use Sport and Event Centre Feasibility Study 3.2.334T 34T Conclusion34T 34T .................................................................. 15 Contents 34T 34T Situationa34T l Assessment: The PMC in 2030 and Beyond 34T ............. 16 4.134T 34T Recent,34T Committed and Anticipated Expenditures 34T ............ 17 Executive34T Summary 34T ............................................................................. iv 4.1.134T 34T Historical34T Expenditures 34T ............................................... 17 Key34T Questions Answered................................................................34T . iv 4.1.234T 34T Recently34T Committed Expenditures 34T ............................. 17 Proposed34T Concept and Capital Cost 34T ............................................... vii 4.1.334T 34T Anticipated34T Future Investment 34T .................................. 17 Relationship34T with Community Ice Needs 34T ....................................... vii 4.234T 34T Opportunity34T Costs of the PMC 34T ........................................... 18 Locational34T Opportunities 34T ................................................................ vii 4.334T 34T Future34T Community Ice Needs and Future Use Potential of the Un34T derstanding the Benefits and Costs of Status Quo Versus PMC 34T ....................................................................................... 19 Change 34T .......................................................................................... -
Proposed Sports and Entertainment Centre Feasibility and Business Case Assessment
www.pwc.com/ca Proposed Sports and Entertainment Centre Feasibility and Business Case Assessment City of Greater Sudbury February 21, 2017 Contents 1. Introduction 1 2. Market Overview 3 3. Ontario Hockey League 10 4. Sudbury Community Arena 23 5. Assessment of Supportable Building Size 28 6. Assessment of Building Costs and Features 34 7. Location Criteria 45 8. Assessment of Prospective Building Operations 50 9. Project Financing 64 10. Economic Benefits 66 Appendix A: Average Annual Attendance, CHL Teams Appendix B: General Assumptions and Limiting Conditions © 2017 PricewaterhouseCoopers LLP. All rights reserved. “PwC” refers to PricewaterhouseCoopers LLP, an Ontario limited liability partnership, which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. 1. Introduction Background The City of Greater Sudbury (the “City”) has been considering a new sports and entertainment facility to replace the Sudbury Community Arena (“SCA”). While having served as viable home for the Sudbury Wolves of the Ontario Hockey League’ (“OHL”), as a venue for the staging of a broad range of spectator and community events and shows, in addition to being used by local minor sport organizations, the SCA is estimated to require some $3.8 million in basic upgrades and repairs over the 2013-2023 period. Moreover, it has been reported that the SCA has an estimated probable cost in the range of $50 million to bring it up to current “sports and entertainment complex” standards (i.e., to make it comparable to newer buildings which have been developed in markets such as St. Catharines, Moncton, Kingston, Windsor and Sault Ste.