AFFECTS Direct: WARD 1, 2, 3, 7, 8 and 12

Indirect: CITY WIDE

CITY OF HAMILTON

Office of the City Manager

Report Chair and Members Submitted Bob Robertson, City to: Corporate by: Manager Administration Committee

Date: November 28, 2003 Prepared by: Shelley Merlo-Orzel

SUBJECT: Road World Cycling Championships Final Report- (CM03014b) Wards 1, 2, 3, 7, 8 and 12)

RECOMMENDATION:

The Final Report to be received as information.

Bob Robertson, City Manager

EXECUTIVE SUMMARY:

Hamilton hosted The Road World Championships October 6-12, 2003. The six day event proved to be an overwhelming success with an estimated 230,000 spectators in attendance during the week long championships. The Road World Championships (RWC) were awarded to Hamilton in 1999. It was only the sixth time the RWC were held outside Europe and the second time in Canada, the first occasion was 1974 in Montreal.

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The event used the same courses as the Tim Horton’s Road Cycling Championships in June, and required full closures of the race routes for extended periods each day.

Numerous road closures were implemented. This was in order to assist the Hamilton 2003 Cycling Championships (HCC) in its responsibility to ensure the safety of the cyclists and the public and to ensure the event is undertaken and completed in a manner that is acceptable to the International Cycling Union (UCI, Union Cycliste Internationale), Canadian Cycling Association (CCA), City Council, City staff and the residents of Hamilton.

Fast Facts * 1,225 athletes attended the RWC from 57 countries * Approximately 900 media from 33 countries covered the event * Over 2,500 volunteers assisted at the event in the capacity of security, course marshals, media centre, the festival and more. * 9692 pieces of crowd control fencing and insta-fencing * 700 traffic cones * 500 flexible traffic drums * 600 traffic signs( detour warning, road closed and traffic controls signs) * 271 Garbage receptacles * 150 Recycling bins * 170 portable washrooms

BACKGROUND

Recent History:

August 2001 CM01005- Council approval of the race routes for both National and World Championships December 2001 CS01103-Approval of Quality Assurance Position for World Events April 2002 CSO1103 (a)- Cycling Update, approval of World Cycling Council Liaison Committee, approval of Canadian Cycling Championship event for June 2003 June 2002 CSO2028 (a)- Interim Landscape Enhancements July 2002 David Braley provided Council with an HCC Activity Update September 2002 CSO11036/TOE02174- Traffic and Access Issues November 2002 FCS02115- Election Sign By-law February 2003 Neil Lumsden provided cycling update - meeting continued in camera April 2003 CM03014 - Canadian Cycling Championships Road Closures June 2003 Tim Horton’s Road Cycling Championships September 2003 CM03014A Road World Cycling Championships

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Road World Championship Debriefing

HCC together with City staff and affected Ward Councillors held a debriefing of the Road World Championships.

Items observed were: • Re-routing of traffic • Re-routing/scheduling of transit • Emergency services operations • Race course operations and schedule • Implementation of revised parking plan • Volunteer resources/scheduling • Pedestrian crossings • Revised civic services • Economic Impact - Visitors

Public Health and Community Services The Events Section of Public Health and Community Services provided the lead and coordination to the event organizers with a single-entry point to City services. A Municipal staff team was developed to help facilitate “one-stop shopping” for the event organizer. This also provided for an inter-departmental working staff team to deal with event planning, overlapping issues, interests or responsibilities. Each member was responsible to plan and ensure their municipal service was delivered to the public in a timely fashion during the cycling event. Once each department plan was created it was communicated to the public in a coordinated fashion. Meetings were held monthly and as the event drew closer weekly meetings were held. Due to the level of detail required for this event each department staff met with their HCC staff counterpart to ensure planning, operations and logistics were dealt with and roles and responsibilities were established. Municipal staff filled in the gaps when necessary. Establishing regular open communication with HCC was critical to ensure that timelines, critical paths were established and adhered to. The Associate Medical Officer of Health was involved in the event planning to ensure that the event organizers understood the City’s legal responsibilities with respect to Public Health and that the organizers accommodated the City’s concomitant needs for co- operation, access, and accreditation. In Ontario, many important health and safety issues are the responsibility of the municipal level. International organizers may be more accustomed to working at provincial/state and federal/national levels and may underestimate the importance of the municipality.

Corporate Communications

Event communication (race schedules, festivals information, educational opportunities, spectator and participant parking, road closures and traffic detours) to Hamilton residents and businesses has been planned and implemented by the Community Relations staff of the Organizing Committee (HCC) in consultation with the City’s Corporate Communications Division and the World Events Manager. Tactics included SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 4 of 18

brochures (delivered to all residents and businesses in the Race Zone and periphery), four Town Hall meetings (March 4 meeting televised live on Cable 14), a resident information meeting (held September 16 at Chedoke Twin Pads arena), a monthly one hour show televised on Cable 14, regular media appearances by Hamilton 2003 and a City staff information meeting, stakeholder meetings, news releases and information on the Hamilton 2003 Web site (www.hamilton2003.com).

Municipal communications strategies and tactics (communication to Hamilton residents on cycling event-precipitated changes, deletions and additions to municipal services) were planned and implemented by the City’s Corporate Communications Division and the World Events Manager. Municipal communications were co-ordinated with HCC communications and community relations initiatives for consistent, efficacious communication to Hamilton taxpayers.

The primary tactics included a weekly column in City Connections leading up to the races starting August 6, Web pages on the City’s Web site dedicated to information for Hamilton residents (www.hamilton.ca), Customer Contact Centre training, Ward/neighbourhood newsletter submissions, resident Special Event parking information mail drop to Race Zone residents, news releases, public service announcements, media appearances/interviews, and Town Hall meetings/resident information sessions.

The City’s Web site was well referenced by local media and used as an accurate and timely source of information. Information Technology Services’ Web Solutions staff report that the City of Hamilton website received 67,000 hits during the cycling week. Three cycling pages were in the top ten most hit pages for total of 25,000 hits, these included; 20,600 from U.S.A., 1,213 from Europe, 909 from Australia and 553 from Asia.

During the race week, local residents were kept informed of road closures and any changes to municipal services through the City’s Web site and through news releases and traffic bulletins. The traffic bulletins were distributed via e-mail on an “as needed” basis as roads were closed in the mornings and reopened in the evenings and were used extensively by local broadcast media.

The City also used the national and international media focus on the event as an opportunity to raise Hamilton’s profile. Corporate Communications staff coordinated media interview opportunities for the Mayor, City Manager and elected officials; interviews broadcast on the closed circuit race route video screens; media events and media conferences. Media coverage analysis shows that the City of Hamilton was profiled to an audience of more than 7.8 million across Canada alone – an ad value that exceeds $271 million.

Traffic Planning

Data gathered during the National event showed that general traffic flows were lighter than usual, (30% less overall, with an even greater decrease during the morning rush SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 5 of 18

hour). This was due to the increased public awareness of the event and the school year being completed, as well as the July 1st holiday on the following Tuesday. Similarly, it was anticipated that traffic flows would be lighter during World Cycling Championships due to the continuing communication and the school closings during the week of October 6, 2003. However staff did not expect an estimated 50 percent lower than the normal travel pattern. The reduction in the background traffic significantly contributed to the overall transportation plan. It allowed those shared roads from running without delay and removed the threat of closing the 403 off ramps to Main Street.

Another significant operational difference between the Canadian and the World Cycling Championships was the need to provide a shuttle service for spectators from designated parking lots throughout the City to the race stadium area. City of Hamilton staff consulted with the HCC regarding this service and coordinated the installation of the appropriate signing for satellite parking facilities and the cycling team parking.

Similar to the Canadian Cycling Championships traffic issues for the World Cycling race were managed at three levels. The first level is the race course proper, plus streets within one block of the race route, referred to as “the stadium.” The prime concern in this area is ensuring the safety of cyclists and spectators, and all aspects of traffic control within this area were managed by the technical race group within HCC and City of Hamilton staff. To accomplish the security of the cyclists and spectators over 9,000 pieces of crowd control and Insta-fence were installed along the race course.

The second level is traffic approaching the race course. The key element is to reroute and detour traffic at logical points, and to maintain traffic flows on some roads and intersections, by sharing the route with the race course. In providing this service City of Hamilton staff supervised the installation of approximately 500 flexible drums, 700 traffic cones, 230 road closed signs and 100 various other traffic control signs.

The third level is advanced detour warning signs. The signs (approximately 270 signs) and signing plan which was developed by City staff was updated to reflect new information before the Worlds.

In summary, Traffic Planning staff view the 2003 World Cycling Championships as a success due in part to the significant reduction in background traffic and the planning and implementation of the traffic control for the three levels of management identified above.

Transit

Transit services operated on existing schedules on temporary detours during the cycling and non-cycling event times due to road closures. The HSR ensured service to the downtown area. Additional shuttle buses operated inside the race course area to shuttle passengers to the nearest pedestrian crossing where they could transfer to a regular route outside the race area. One shuttle operated in the downtown core between Queen St. & James St. and Main St. & Aberdeen; a two operated on the mountain; between San Remo Dr. & Garth St. and Scenic Dr. & Mohawk Rd.

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Due to traffic congestion, delays occurred and additional buses were used to supplement the regular service to alleviate long delays.

Over 35,000 brochures outlining the race course, detours, internal shuttles and event times were distributed to residents, HSR customers and visitors. Information was also found on the HSR web page and the City Website. Our Information staff was also available to answer any questions the public had about the HSR during the World Cycling Championship.

Operation staff and Management Team members were stationed at key locations to ensure that our service was running smoothly. Over 150 bus stops were marked with additional information to our passengers regarding which bus stops were in service and at what times.

Parking

There was an obvious need for a comprehensive parking strategy to deal with the residential parking demands associated with the 2003 World Cycling Championships. With experience gained from the Tim Horton’s National Championships, Parking and Enforcement Operations formulated a revised comprehensive Special Event Parking Plan which attempted to address parking concerns of the residents living within the race zone closure and within close proximity to the race route. This plan accomplished two main objectives; a) minimized infiltration of spectator parking within the area neighbourhoods, and, b) provided additional parking for residents who lived within the race zone.

A review of the original “Residential Parking Plan” that was implemented for the Tim Horton’s National Championships concluded that overall the plan worked well. However, based on comments and concerns from residents and City Councillors, several detailed improvements were implemented for the World Championships in October. This included: improved signage, communications, public relations and increased enforcement. Due to the number of days the World Cycling Event impacted local residents, the revised plan included the implementation of approximately 1000 new, temporary parking spaces within the “Special Event Parking Zone”.

We anticipated concerns related to the disruption to the “quality of life” issues many of the residents living within close proximity of the event may experience. The ability to park close to their residence would be severely limited and in some cases, impossible. The lack of access to some neighbourhoods would result in some residents parking many blocks from their residence. Thus, implementing the full scope of our “Residential Parking Plan” helped minimize these disruptions in accommodating the residential parking demands. We anticipated this component of the event as being the most challenging, problematic and controversial of all of the issues related to this event. Addressing the noted issues helped alleviate and reduce the impact on area residents.

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Off-Street Parking Requirements:

During the course of planning for the Cycling Championships it was determined that several municipal carparks were required by the HCC to accommodate parking needs for volunteers, VIP’s, competitors, media, festival components etc. There were no requirements for any off – street parking facilities during the Canadian Championships in June. Through negotiations, there was a commitment to use three municipal parking facilities; Convention Centre Parking Garage, Carpark 80 (King & Bay) and City Hall (lower deck).

Both the Convention Centre Parking Garage and Carpark 80 (King & Bay) were partially used by the HCC. The requested parking spaces still allowed the remainder of each lot to be used by monthly parking permits holders. Both of these facilities were not available to the general public during the weeklong event. The value of the parking requested equated to approximately $22,000 for the Convention Centre Parking Garage and approximately $7500 for Carpark 80 (King & Bay). The HCC committed to reimbursement for lost revenues at these facilities.

Carpark 40 (City Hall), on the lower level was not available for either staff or the public. The HCC requested use of the lower level parking lot for a festival trade show. The occupation of the lot was for the period from October 4th to October 13th inclusive. The lost revenues in this carpark were approximately $9500. Again, the HCC committed to reimburse for lost revenues.

Due to the location of the race route and the closure of the race zone, there was a need to “bag” approximately 200 parking meters, which was undertaken by parking staff. The lost revenue relating to this action was approximately $13,000. The HCC was invoiced for this amount in accordance with the current practice.

In conclusion, the demand for parking by the HCC was totally accommodated by staff. While it resulted in the loss of staff parking at City Hall, the remainder of the monthly permit holders in the two remaining facilities retained their parking privileges. The three municipal carparks were not available for public use or spectators parking for this event. The total costs associated with the off-street parking facilities for this event was approximately $52,000, which was committed to by the HCC.

City Services

City staff delivered services with minimum of disruption, recognizing that areas in or near the racecourse would not be accessible for significant time periods during the events. City staff were notified of the alternate plans for municipal services and IT requirements during the cycling week. A comprehensive Communication Plan was delivered to ensure the public was aware of how Civic Services were delivered.

Access to City Hall proper was affected as it was within the start/finish line area and extensive equipment set up began the week of September 15th with the tear down SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 8 of 18

completed the week of October 20th. Access signs were posted at the front west side of city hall and rear door areas to advise the public.

HCC constructed a pedestrian bridge to cross Main Street at Bay Street (Board of Education to City Hall). HCC also provided handicapped assistance at this crossing point. The bridge crossing was well utilized during the week of the event.

Police Services

The mission for the Hamilton Police Service during the championships was to efficiently deploy sufficient staff to monitor, control and police residences, businesses, pedestrians and vehicular traffic in and around the race route; and to effectively ensure the safety of all participants and the citizens of Hamilton.

The Road World Cycling Championships were a complete success and the following paragraphs give a brief synopsis of how we achieved our goal.

The three racecourses approved by UCI (Union Cycliste International) covered up to 20.8 kms of Hamilton’s roadways. These courses closed in many neighbourhoods causing them to be isolated during the event. Our police service combined efforts with the Ambulance, Fire Service, Hydro and other utilities, to form a response team within these areas in case of any emergencies.

Around the racecourse, up to 160 officers were deployed at key intersections on a daily basis. Some of these locations allowed for emergency and essential services to cross the course where required. Other vital intersections in the overall detour plan were policed to keep the flow of spectators safe and the vehicles moving. Intersections had a minimum of two and a maximum of six officers to assist during the long days of racing. Due to the vast distance around the course, a lunch break was not a simple task. With the larger number of officers per intersection, this allowed for self-initiated rest times.

Scheduling was altered to allow for coverage of the racecourse and still provide a quality service to the residents of Hamilton. Many officers were pulled from their regular duties and placed around the cycling routes. With this said, we still did not have enough resources to last the entire week. Reciprocal agreements with our neighbouring police services provided us with the extra officers we required. UCI asked for up to 40 motorcycles to be on the course to guide the cyclists. Toronto, Peel, Niagara, Halton, York, Durham, Brantford, the M.O.E. and the O.P.P. supplied motorcycles for this purpose, without questions asked. Bicycle officers were also allocated to Hamilton from Halton, Peel, O.P.P. and Niagara police services. They were responsible for assisting outside of the racecourse area, where problems occurred with traffic flow. Auxiliary officers also volunteered their time; at intersections along side our officers. The assistance provided was invaluable.

Closing and re-opening the City’s streets proved to be one of the largest obstacles during the event. Weeks of planning developed a protocol laying out the safest method for closing the roads. This ensured a smooth transition from vehicle-laden avenues to a secure cycling stadium, all within an hour. This was only accomplished through the complete cooperation SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 9 of 18

of all volunteers, race marshals, police and City officials. Officers re-routed traffic away from the course as the volunteers and the road crews erected the fencing. Once closed, the City turned our roads over to the UCI to be used as a racecourse. As with the closing, the re- opening again was a very delicate operation. We could not simply just open all the fencing and let the traffic flow. It would cause congestion across the City. So, as the cyclists completed their last laps, the police motorcycles cleared the course and the roads would be slowly converted back to regular traffic behind them. This also had to occur within an hour.

As mentioned earlier, with officers and volunteers isolated at points around the event, we needed to deliver lunches to them. This was an arduous task. Once the catering company had prepared the lunches, we as the police became the delivery mechanism. They were stored in two large refrigerated trucks to maintain a healthy temperature. We would then load in several hundred lunches into several marked vans; that would then manoeuvre around the course making the deliveries. We delivered approximately 500 lunches per day.

Having world class athletes in Hamilton from every corner of the globe, caused the Hamilton Police Service to plan for the potential increase in security risks. We made plans for tactical, explosive and public order unit responses. An explosive detecting dog and handler completed a daily check of the start and finish area. Hamilton’s tactical team was deployed daily around the areas that had heightened security, and for the larger weekend events, London Police Service also graciously provided their Public Order Unit in case of any civil disobedience. Thankfully there was never a response required.

The COC (Cycling Operations Centre) was located several blocks away from the busy start/finish line area so as to maintain control of the event during an emergency situation. The centre itself contained numerous supervisors from different areas that could communicate quickly, if so required. The areas included the City’s Legal Services, Risk Management, Tourism, Roads, Traffic Engineering, Parking, World Events, Communications and Public Health, to name a few. Also involved were representatives from HSR, Hydro, Ambulance and the Fire Department. It was however, the police service and its commanders that initiated ongoing meetings throughout the day within the COC. These meetings would require those present to give a verbal update identifying any concerns within their area. Once raised, the problem would be dealt with by the supervisors at the table. Our police service and the others involved played a key role in upholding any decisions made that related to the cycling event.

There were hours devoted by many others, within our police service, toward the planning and implementation of this World event. Some examples include Communication staff programming hundreds of radios for officers to use, or Dispatch personnel preparing themselves and the computer systems for the hectic pace during the event. Others from Supply Services secured rental vehicles, spare parts and other logistical items that were required to ensure transportation and equipment did not fail. The training of all volunteers involved with securing the racecourse and crossing pedestrians safely was a legal liability that had to be facilitated. The success of this event could not have happened without this dedication.

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In conclusion, we have shown that the Hamilton Police Service, the Hamilton Cycling Committee and the City of Hamilton can join together and host a safe and successful World class event enjoyed by millions around the globe, and do it with ease.

Cycling Operation Centre

The Cycling Operation Centre (COC), consisting of City Manager, Police, Fire, EMS, Special Events, Public Works, Public Health and Community Service, Traffic, Parking, Legal & Risk Management, HSR, Communications and Ambulance Dispatch, proved to be a successful cohesive team. The COC was located at the Hamilton Hydro Building, which provided a safe and secure base of operations. A micro dish, closed circuit television (CCTV) network, received transmitted digital images from the start/finish line, which were beamed into the COC. This mechanism proved useful and the addition of CBC live feed monitors to support the CCTV was required for the World Championship.

Several public partner delegates visited the COC from the Federal Department of Canadian Heritage, Sport Canada and the Provincial Ministry of Tourism and Recreation including the Director General of Sport Canada and the Deputy Minister of Tourism and Recreation. All were very impressed with the organization of the COC and suggested the concept be emulated for other Canadian large-scale sporting events.

PUBLIC WORKS

Waste Management

The greatest impact on collection occurred on Monday, October 6 and Tuesday, October 7. On these days both in the lower city and mountain routes affected for curbside collection, the areas were flooded with every available truck to collect the curbside waste – garbage, leaf and yard and recycling before the roads were closed each day. The collection was completed in a timely manner with very few complaints about missed collection. Apartment bin collection also was completed outside of the road closures.

A garbage packer and recycling truck were dedicated to collection of their respective waste along the race route each day after the roads were opened. The volunteers had placed full bags by each container for pickup. Again this was completed in a timely manner with few complaints. There was a section of Main Street between James and MacNab that was missed in the early days but was looked after once we were aware of the problem. As well there was some misunderstanding about the requirements for waste collection at the shelters on Main between Bay and Caroline which was also resolved. An additional truck was dedicated to litter container pickup on roads in the downtown core outside of the race route and this supplemented the nightly pickup that is done on a regular basis.

All in all from a waste collection point of view it was felt that things went smoothly and have communicated thanks to the staff involved and the extra effort that was put forward to aid in the success of the event. SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 11 of 18

Roads

The bulk of the work assignments were before the main event. The work included some intersections milled and paved as well as sections of Beckett Drive overlaid with asphalt to eliminate some of the severe cracks and uneven pavement. A private contractor was brought into crack seal James Street to smooth out the rideability of the street for the cyclists. City sandboxes were utilized and placed on the race route for the course marshals to store their gear at the end of the day at their respective stations.

During race days, there was a lot of little issues that were handled and the bulk of them having to be dealt with between the road closures and race time. These services included dropping off cones, barricades and caution tape where race organizers felt or saw a need for more protection was needed. The race course was swept nightly.

Parks

Minimal charges, if any, as any work such as grass cutting and park clean up completed in preparation for the race was routine maintenance.

Fleet & Facilities

Fleet & Facilities Communication Protocol - City staff (Facilities Help Desk staff, Supervisors & City Staff) followed communication protocol and stated the communication protocol worked fine.

Fleet & Facilities Emergency Phone Numbers - City staff utilized Fleet & Facilities Emergency phone numbers during World Road Cycling Championships week.

The tunnel barricade from King Street West to Main Street West was implemented during race times to restrict access to Main Street.

Hamilton City Hall garage storage of golf carts - Facilities staff pleased with communications with World Cycling staff.

Facilities staff and patrons were happy with communication of facilities hours of operation and access points to the facilities affected by the Cycling event.

Emergency Pods- all reports from Facilities staff at the Emergency Pod at Twin Pad Arena was everything went well.

Staff Reserving/Returning Vehicles Protocol for World Cycling Event - all reports from City staff was the "Staff Reserving/Returning Vehicles Protocol for World Cycling Event" being shifted from Hamilton City Hall garage to the Wentworth Yard ran smoothly.

Storage of Trailer & Fencing Equipment at 125 Barton Street- Facilities staff pleased with private contractors. SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 12 of 18

Customer Contact Centre

The Customer Contact Centre answered approximately 18,500 general inquiries with respect to City of Hamilton services before, during and after the Road World Cycling Championships.

In the weeks leading up to the event the Customer Contact Centre handled approximately 9,500 general inquiries mostly related to road closures, how the event would affect individuals and businesses and parking permits. During the week of the event approximately 9,000 general inquiries were answered at the Customer Contact Centre. The most frequently asked questions during this period included inquiries around road closure times, driving directions around the race zone and to the parking areas, parking, parking permits, race times and festival events. Post event inquiries were related to the Main Street road closure and comments about the event the most of which were positive.

Communications between the Customer Contact Centre and the Cycling Operations Centre were excellent for the Road World Cycling Championships. The protocol was simple and the Customer Contact Centre was kept well informed of road closures and road openings through periodic traffic bulletins. Priority calls that were escalated to the Cycling Operations Centre were resolved quickly and professionally.

Feedback from the Customer Service Representatives and callers suggests that brochures and information could have been made more available, maps could have had larger print, road closures for festival events could have been advertised as much as the cycling related closures and the phone system choices at 905-529-2003 could have been clearer and simpler for easy caller access.

Overall feedback from the callers during and post event was extremely positive. Callers described the event as awesome, excellent, very organized, impressive, a beautiful job and well organized. Callers were very positive with regard to the staff, volunteers and residents of Hamilton and described them as friendly, great hosts and helpful.

Recommendations Going Forward:

The Customer Contact Centre was very effective in handling the general inquiries for the Road World Cycling Championships. Combining the World Cycling Corporation and City of Hamilton Contact Centres for the event would have been more effective and more efficient providing only one information source. However, the resources were not available to proceed with this option at the Customer Contact Centre in the short time frame that was available. In future events, combining call taking functions should be reviewed early in the process to further enhance Customer Service to the public.

Economic Impact Analysis

The 2003 World Road Cycling Championships will be analyzed using the Sport Tourism Economic Assessment Tool (STEAM) methodology to provide an assessment of the economic benefit of this event to the region. The Economic Impact Analysis is being SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 13 of 18

sponsored by the Canadian Sport Tourism Alliance and is expected to be released in the first quarter of 2004.

Hamilton Emergency Services – Fire

The Hamilton Emergency Services-Fire (HES-Fire) Division is responsible for Emergency Response and Fire protection within the City of Hamilton. During the World Road Cycling Championships HES-Fire worked with Hamilton Emergency Services – EMS (Ambulance) and the Hamilton Police Services to provide supplementary protection within the 4 race zones (Emergency Pods) while maintaining full regular service in the rest of the city.

Within the race zone (Emergency Pods A, B, C) the HES-Fire placed reserve Fire Pumpers staffed with off duty paid personnel inside the race zone to respond to any Emergency calls. This key positioning of staff is a proactive approach to provide an enhanced staffing to maintain service levels to the citizens of Hamilton. Contingencies were developed with the 3 Emergency Services (Fire, Ambulance and Police) to allow additional resources to cross the race route at the Emergency Access Point in the event they were needed. These Emergency Access Points were staffed by Hamilton Police Services.

The call volume inside the Pods was below normal while the call volume was slightly higher for the rest of the City. The enhanced staffing used over the 7 days of the World Road Cycling Championship was 115. There was one structure fire inside Pod A immediately after the roads were opened (1707h on Saturday). There was no delay in response.

Hamilton Emergency Services – EMS

Hamilton Emergency Services (EMS Operations) in partnerships with St. John’s Ambulance, Medical Team Tent/Car/Motorcycle and, on the final three days, OPT faced a number of challenges. Those challenges included: Traffic flow to hospitals, staffing eight consecutive days, sufficient Advanced Care Paramedics and more radio communications.

The department received 33 calls in pods with an average response time of 3.6 minutes and 8 calls on the course with an immediate response time, (6 went to a hospital). The total number of calls on the race course or in the pod was 41 with an average response time of 2.8 minutes.

The average response time for Hamilton at large during race week was 5.53 minutes while the week before averaged 6.18 minutes. The volume of calls during race week was 589 but the week before it was 414 calls. With a 23% staffing increase the net result was less staff per call with better response times.

Legal/Risk Management

Legal Services and Risk Management participated in all internal planning relating to the Bike Race Championships from around September, 2002. So far as possible, Legal Services and Risk Management worked together as a single team, sharing ideas, expertise and information on a continuous basis. At least one member from Risk SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 14 of 18

Management or Legal Services attended all staff planning meetings relating to the event. During the early stages and the lead up to the holding of both events, both areas were represented. We were also involved in the direct negotiations held between the City and event organizer.

At the outset, we carried out a survey of the relevant law relating to the holding of such events, made inquiries concerning the experience of other municipalities which had served as the venue for major bike race championships, identified the risks and potential liabilities associated with the holding of such events, and provided advice as to how best mitigate those risks and liabilities. We provided additional event relate support to any City department requesting such assistance.

So far as we had access to the relevant information, we looked at the arrangements that were being made by the event organizer to determine whether appropriate measures were being taken to preserve public safety and security, and to address other possible liability areas. When deficiencies were noted, we provided briefings to the steering committee and Council. We advised both Council and the event organizer with respect to insurance matters.

We drafted the enabling agreement between the City and event organizer, and also the by-laws which authorized and governed the holding of the events. We assisted the police in preparing a suitable road closure protocol, and worked out a claims protocol with the event organizer. During the events, we provided on site legal and risk management support to the City’s Operations Center staff, advising as to compliance with the by-law and agreement, as well as other general legal and liability issues. We also carried out continuous field inspections to identify potential problems before they might arise, and we also investigated any complaints which were received. We also participated on the turn over of the race route on a daily basis.

Since the event, we have processed six claims relating to the World Event, and two relating to the Canadian Event, in accordance with the claims protocol.

TOURISM HAMILTON

Overall, Tourism Hamilton received very positive feedback both from visitors and residents who visited Tourism Hamilton Information Centre especially in the week leading up the event and during the event. Visitors were impressed by the race route and event as well as the diverse activities to enjoy before and after the races.

The Board of Directors of Tourism Hamilton had struck a subcommittee to engage the local tourism industry to participate and benefit from the large events taking place this year in Hamilton, including the Road World Cycling Championships. The following outlines the program components that were implemented as part of Tourism Hamilton’s large event strategy to support the Road World Cycling Championships:

Media/Marketing Profile

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• Destination Ads were designed to help promote the event and were placed in appropriate Ministry of Tourism publications. • A tourism-oriented commercial was developed which was aired on the large event screens placed strategically throughout the event ex. Start/Finish Line, VIP/Corporate Area. • Tourism Hamilton hosted a breakfast media conference for accredited media on Tuesday, October 7 to provide background information to file their scene-setter stories. Press kits for all media, print and broadcast were made available throughout the week. • Informal media tracking was done via website research to compile international media coverage of the event.

Visitor Services

• Tourism Hamilton provided key tourism visitor services via five (5) Tourism Hamilton Information Booths located strategically throughout the race course. Also, the Tourism Information Centre had extended hours of service during the event and witnessed increased visitor inquiries in the week prior to the event. • Tourism Hamilton distributed its newly created travel map and Experience Hamilton Visitor Guide at each location along with tourism industry partner brochures and special promotions. • Tourism Hamilton souvenir post cards were distributed to all visitors at each Tourism Information booth – visitors were encouraged to mail some home to family and friends. • Tourism Hamilton promotional banners and signage were placed at each Information area to profile the destination. • Tourism Hamilton experienced increased accommodation inquiries and provided assistance with accommodation reservations. • Additionally, all volunteers and staff at Tourism Hamilton Information booths provided significant dining, entertainment and touring referrals to visitors.

Partner Involvement

Tourism Hamilton helped tourism industry partners identify opportunities to benefit from the World Road Cycling Event. Tourism Hamilton published a manual for industry partners to use as a tool to maximize their participation. The manual outlined practical suggestions for how restaurants, shops, attractions, transportation companies and others could welcome visitors. It is also outlined what Tourism Hamilton was doing during the event which included promotions, media relations, festival assistance and visitor service. A Partner Participation Form was distributed to all industry partners inviting them to provide us with their business and any special promotional information so that we could profile, refer and circulate this information to the visitors.

SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 16 of 18

Road World Cycling Championships Festival Program

Tourism Hamilton worked in tandem with the World Road Cycling Championships Festival Organizing team in the development and promotion of the diverse festival program. The World Road Cycling Championships Festival included the Opening Ceremonies at Copps Coliseum, a sold-out Gala Dinner at the Hamilton Convention Centre, an Aboriginal Festival at Bayfront Park, the Downtown and International Village BIAs “Rib Row”, Hamilton Regional Arts Council’s and Native Indian/Inuit Photographers’ Association Rooftop Art & Music Festival at Jackson Square, and “Mohawk in Motion” at Mohawk College.

ANALYSIS OF ALTERNATIVES:

The alternative was to not proceed with the cycling event. This would have lead to negative consequences impacting the City’s image and potentially have legal and financial ramifications.

FINANCIAL/STAFFING/LEGAL IMPLICATIONS:

Project ID was established in the City Manager’s office to track all municipal expenses related to both cycling events. The city recovered $550,000.00 from HCC for incremental event costs related to fire, police, ambulance and traffic services.

The original projected cost for policing was $150,000. These costs did not include any overtime (1.5 hour), but only reflected costs for equipment rentals, vehicles, portable radios, battery, battery chargers, food, and additional equipment required on the race theatre and intersections along arterial roadways in and throughout Hamilton.

Total incremental costs for both the National and Road World Cycling Championships are $724,221.01 (Nationals $303,653.24 +RWC $420,657.77). The City also provided a “start-up” contribution of $200,000 in cash for the event; and, provided additional in-kind costs (staff time prior to the event) that are not within this amount. These costs and the way they are calculated would be similar in nature to assistance provided to other major events.

Start Up Monies $200,000 Total Incremental $724,221 Total From HCC <$550,000> TOTAL $424,221

SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 17 of 18

POLICIES AFFECTING PROPOSAL:

Special event guidelines were adhered to.

CONSULTATION WITH RELEVANT DEPARTMENTS/AGENCIES:

There was a Cycling Staff Team comprised of various city departments that met monthly and then weekly to discuss and plan the method of delivering municipal services during the cycling events. A Council Cycling Liaison Committee was also established composed of Councillors from affected wards. This team met bi-monthly and then more frequently as the event drew near. Councillors were kept informed by staff and were provided information related to municipal service impacts that they could convey to their constituents. A Cycling Operation Centre comprised of city dept staff was set up in the Hamilton Hydro building during the World event.

CITY OF HAMILTON CYCLING TEAM

Member Department Shelley Merlo-Orzel Manager, Community & World Events Glyn Wide Hamilton Police Department Chuck Alkerton Fleet & Facilities Ted Arnold Parking Operations & Enforcement Lorrie Bowman Community & World Events George Brovac Traffic Engineering & Operations, P.W. Brent Browett Hamilton Emergency Services Jim Dahms Transit - HSR James Doyle EMS – Fire Bill Fenwick Culture & Recreation Tony Filice Hamilton Emergency Services Maria Fortunato Economic Development – Tourism Hamilton Chris Garrish Transit – HSR Mike Goldsmith Information Technology Services Michael Hill Risk Management Philip Homerski Communications Jim Kay EMS – Fire James Kilgour EMS – Emergency Planning Gary Kirchknopf Parking Operations & Enforcement Diana Klodt Public Health & Community Services David LeClair Hamilton Police Services Karen Leslie Culture & Recreation/Finance Kevin McGuinness Legal Services Mike McNamara Parks Operation & Maintenance, P.W. Reg Meiers Waste Management, P.W. Lloyd Ryan CACC Hart Solomon Traffic Engineering & Operations, P.W. Angela Storey Customer Contact Centre Monir Taha Public Health & Community Services Connie Verhaeghe Public Health & Community Services SUBJECT: Road World Cycling championships Final Report (CM03014b) (Wards 1, 2, 3, 7, 8 and 12) Page 18 of 18

Roger Yanke Road Operations & Maintenance Bob Zolaturiuk Risk Management

The City’s World and Community Events Manager liaised with HCC staff and Federal and Provincial partners. World Cycling Board, management and subcommittee meetings were regularly attended by appropriate City delegates. HCC’s Post-Event Report is attached as Appendix A. The HCC’s Festivals report is attached as Appendix B.

CITY STRATEGIC COMMITMENT:

The City's commitment was to provide the best possible venue for the Canadian and World Cycling events this year, to maximize community and economic benefits to safeguard the city's best interests and to minimize as best as possible the impacts to citizens.

The successful implementation of these events will have economic benefits with respect to the image of the City tourism and hospitality industry. Social benefits include the promotion of volunteerism and the focus on cycling as a means of improving health and fitness. Cultural benefits include the promotion of athletic, cultural and artistic initiatives and the enhanced appreciation for and understanding of the Canadian identity.

SMO

APPENDIX A

2003 Road World Championships Post-Event Report Submitted by Hamilton 2003 Organizing Committee

1. Volunteer Services

2. Communications/Media

3. Community Relations

4. Medical Services

5. Sponsorship

6. Expo

7. Food & Beverage

8. Merchandising

Still to Come:

1. Festival 2. Venue Fit-Out (hard copy only)

1

A. Functional Area: Volunteer Services

B. Purpose: To recruit and train volunteers necessary to successfully stage the 2003 World Cycling Championships.

C. Official Start Date: Volunteer Services planning began in March 2003

D. Resources Available:

• 1, Manager beginning March 2003 • 1 support staff beginning mid-April 2003 • 1 support staff beginning mid-August 2003 • 3, Committee members beginning mid-March

E. Functional Area Components: • Planning & Policy Development • Recruitment • Training • Recognition/Appreciation

F. Component Operational Description:

I. Planning & Policy Development area consisted of the following components: • Business plan development • Schedule development • Budget development • Code of Conduct • Harassment Policy • Waiver • Clothing/Dress Code • Database Development • Application Process • Screening Policy & Process • Food & Beverage requirements • Transportation requirements II. Recruitment area consisted of the following components: • Needs Assessment – all event areas • Risk Assessment – all event areas

2 • “Kick Off” Event • Community Outreach Partners

III. Training area consisted of the following components: • Quality Assurance/Customer Service • Orientation Manual • Job Description Development • Communications • Conduct Training Sessions

IV. Recognition/Appreciation area consisted of the following components: • Clothing • Volunteer Appreciation event

V. Demographics

• 20 different job categories • 47% male vs 53% female ratio • total number of volunteers = 1,483 • total number of event volunteer hours = 3,990,753 hrs (1,483 volunteers x 2,691 event hours) • 97% of all volunteers came from Canada, and 3% of all volunteers came from the United States • over 3,700 volunteer names registered on our database

G. Successes:

I. On-line registration of volunteers

To meet the demands of staging a large sporting event in a short amount of time, we sought a software solution that would automate or semi-automate many of the volunteer management tasks and offer constant communications to a volunteer pool. As internet based solutions are becoming more and more common, it seemed clear the direction to maximize the value of the world wide web seemed the way to go. The ability to host event information, allow for interactivity between the organizing committee and the volunteers and the ability to collaborate and share information with other community organizations regarding its volunteer base will leave a lasting leagacy in the Hamilton and surrounding communities for years to come.

3

We chose to work with Affirmative Technologies and its volunteer management software package, NFP Toolkit. Volunteers were able to complete the application process online by linking from our web page into MyVolunteerPage.com. There the volunteers could provide all of their contact information and indicate which jobs they are available to fill. Contact information: Tony Goodrow, President, Affirmative Technologies, Burlington, ON 905-637-0512.

II. Committee Structure Model

The formation of a volunteer committee to support the activities within the volunteer services area proved to be of great assistance. Engaging experienced volunteers from the Hamilton community as committee members provided additional expertise and guidance and also allowed for highly trained volunteers to remain within the community for future events.

III. Motivational Speaker at Training Sessions

The volunteer orientation training sessions were augmented by a local dynamic motivational speaker, Carole Bertuzzi Luciani. Carole’s purpose was to communicate to the volunteer force the importance of their tasks when the World came to visit Hamilton. Carole kept audiences entertained with her humour and energy while delivering the message of being “Positive. Prepared. Proud”. Contact Info: Carole Bertuzzi Luciani, 905-844-9276 e-mail: [email protected]

IV. Database Legacy

In addition to having trained almost 1,500 volunteers, we have planted the seed of technology in the Hamilton community that other organizations may have the opportunity to use. As the first organization in Hamilton to make use of this new software program we have negotiated for 2, software licenses to be made available to Hamilton non-profit organizations for their use as a volunteer management database.

H. Challenges and Recommendations:

I. Time and Resources

4 It is highly recommended the services of a Volunteer Manager be secured 18-12 months in advance of an event this size. It is also advisable to ensure sufficient staffing is in place to support the activities of the volunteer services area. Wherever possible, 1 support staff for every 2 functional areas is recommended.

I. Supporting Documents • Volunteer Services Organizational Chart • Volunteer Orientation Training Manual • Volunteer Newsletters • Sample Volunteer Job Descriptions • Sample Volunteer Recognition Gift • Sample Volunteer Hours Worked Letter • Demographics and Statistical Data Summary

J. Submitted By: Janis Cookson, Volunteer Manager, Brandi Buschhausen, Volunteer Coordinator, Sonya Holt, Volunteer Coordinator, Debbie Marinoff, Committee Member, Keitha McKay, Committee Member, Janine Gaunt, Committee Member

A. Functional Area: Communications/Media

B. Purpose: Communications – to provide accurate and timely information on the Hamilton 2003 Road World Championship races and the Festival to the stakeholders, media and general public. To promote Hamilton 2003 and generate interest for the event through advertising, media interviews and promotions.

b. Functional Area Components: • Communications o Community and Special Events o Media Partnerships o Media Relations o Promotional Materials o Web Site

Community and Special Events

Town Hall and Other Community Information Meetings Provided support to Community Relations department on Town Hall and other community information meetings, such as the Open House at City Hall on June 3

5 prior to the Nationals and on September 16 at Chedoke Twin Pad Arena prior to the Worlds. Other support came in the form of writing and distributing media releases, set-up of the meetings and preparation of materials.

Facilitated the televising of the final of the four Town Hall meetings on March 4 at City Hall, on Cable 14, the local community access channel.

Monthly Television Show Through HCC’s partnership with Cable 14, a monthly television show was created that aired on the first Thursday of each month from June to October. Entitled “The Race is On”, there were a total of five shows, that broadcast on June 5, July 3, August 7, September 4 and October 2, with two repeats. Cable 14 is the local community access channel and reaches 160,000 homes in the Hamilton area.

The show provided the community with race and event information and was hosted by Todd Crocker with three panel guests, selected by HCC. Hamilton 2003 COO Neil Lumsden was a regular guest on the panel, others appearing were Tourism Hamilton Executive Director David Adames, Director of Operations Dana Cunningham, Canadian Cyclist Editor Rob Jones, McMaster National Cycling Centre Coach Neil Ross, Festival Executive Director Wayne Schreuer, Community Relations Manager Michele Walter and Hamilton Police Superintendent Glyn Wide.

The format of the show entailed a panel discussion, generally about 30 to 35 minutes in length, two short video segments and a 20 minute call-in session where the viewers were able to phone in with their comments or questions. As a policy on all their shows Cable 14 pre-screens all phone calls. Unfortunately Cable 14 does not subscribe to a ratings service so there are no figures available on how many people watched “The Race is On”. From comments and feedback the show was well-received and was effective in communicating information on the race and the various events to the community.

Hamilton Chamber of Commerce Partnered with the Hamilton Chamber of Commerce on three separate events and other projects that provided Hamilton 2003 with an opportunity to communicate to the business community. The Chamber also provided updates and information on the event to its members through newsletters.

On Thursday, June 19, a breakfast was hosted by the Chamber of Commerce prior to the Tim Hortons Road Nationals at which Hamilton 2003 staff presented a general event overview, information on the race routes and schedule. Presenting were COO Neil Lumsden, Director of Operations Dana Cunningham, Festival Executive Director Wayne Schreuer and Community Relations Manager Michele Walter.

6 On Tuesday, August 12, Steve Bauer was the guest speaker at a luncheon at the Chamber of Commerce and provided the 120 guests with the latest updates from the Tour de France and looked ahead to the Worlds. On September 9, Neil Lumsden was the guest speaker at a Chamber networking breakfast for new members sponsored by Hamilton 2003.

Event Sponsorships Hamilton 2003 was a sponsor at several community events and dinners: - B’nai B’rith Sports Dinner - February 3, 1,000 people in attendance - CYO Dinner – February 27, 1,000 people in attendance - Sport Hamilton Volunteer Recognition Night – April 1, 900 people in attendance

Community Outreach Team and other appearances Participated in the initial set-up, planning and scheduling for the Community Outreach Team until the responsibility for it was taken over by the Festival Committee. Acted as a resource for the Outreach Team and provided materials and consultation on other community events.

b. Media Partnerships

Television

A 30 second PSA was produced in English and French and ran on the following stations from March through to October: ƒ CHTV (Ontario-wide) / Global CanWest ƒ CBC (Host and Domestic Partner) / Radio-Canada ƒ TSN / RDS ƒ Rogers Sportsnet ƒ CTV / TVA ƒ The Score

The PSA was also broadcast on the Outdoor Life Network during their coverage of the Tour de France. In addition CBC ran separate commercials for their broadcast of the event.

CHTV – a five-month campaign ran on CHTV from June to October with inventory during the news and other key programming

Cable 14 – as mentioned, they created a monthly show to provide community information on the event. Cable 14 broadcast the criterium at the Tim Hortons Road Nationals on June 28, and the program was carried from Oakville to Niagara on their local cable channels. As well, Cable 14 broadcast the opening half of the Road Worlds Opening Ceremony on Sunday, October 5, which featured the local performers and the speeches from the various dignitaries.

7 Print A partnership was formed with the Hamilton Spectator in which beginning on June 14, two weeks prior to the Tim Hortons Road Nationals, half-page ads appeared twice weekly. The campaign concluded on October 4. Thank you Hamilton ads were also posted at the conclusion of the Road Nationals and Road Worlds.

A smaller campaign was run in the Corriere Canadese (Italian language newspaper), with half-page ads weekly, beginning on September 6 and weekly quarter-page ads in Correo Canadese (Spanish language newspaper) and Noveo Ilhas (Portugese language newspaper), starting on September 13.

Radio Hamilton 2003 advertised with several radio stations selecting markets that were within a two to three hour drive of Hamilton. MJM Productions, a Hamilton-based company was responsible for the creative. Here’s a summary of the stations that were utilized.

- Oldies / K-Lite / CHAM Hamilton – owned by Standard Broadcasting, they were selected as the Official Radio Partner. All three stations ran a two-week campaign in Hamilton prior to the Road Nationals. The Road Worlds campaign began August 4 and ran through the event. Standard Hamilton also arranged a four-week complimentary campaign on Standard Radio Stations in St. Catharines and London

- CHML / Y108 Hamilton – campaign began August 11

- Wave 94.7 Hamilton – campaign began September 29

- FAN 590 Toronto – campaign began August 25

- 102.1 The Edge Toronto – campaign ran from September 16 to October 11

- CHIN Toronto – multicultural radio station – campaign ran from September 19 to October 11 on Italian, Russian, German and Spanish programming

- KOOL FM / CFCA/CKKA Kitchener-Waterloo – campaign ran from September 22 until October 9

Other Through Pattison Media a national billboard and bus shelter campaign was secured by the Chairman David Braley. This campaign began in May and ran until the event.

Cycling Publications - Canadian Cyclist.com - banners ads and promotion on web site

8

- Pedal Magazine - full page ad in 3 issues; banner ads and promotion on web site; 15,000 marketing brochures inserted into Summer issue

- Velo News (United States) – Official Event Program supplier; advertising space in magazine and web site banners

Other - Article in spring issue of Italian Chamber of Commerce Magazine

- Full-page advertisement in Tourism Hamilton Visitors’ Guide, printed in May

- Full-page advertisement in Hamilton Opportunities, a supplement produced by Hamilton Economic Development Dept., 300,000 copies distributed on June 26 through the Globe and Mail, National Post, Hamilton Spectator and Buffalo News

- Half-page advertisement in Canadian Golf Community Magazine, a magazine produced by Hamilton Economic Development Dept, 50,000 copies distributed prior to the Bell Canadian Open via the Globe and Mail (from Niagara Falls to Oakville) and other outlets

- Centrespread article in September Chamber of Commerce Magazine – Panorama c. Media Relations

Media Releases were sent on a regular basis for announcements by the Organizing Committee and the Festival Committee. Releases covered topics such as corporate sponsor announcements, Festival events, ticket information and community events. Generally Media Releases were sent to the full distribution list which included local, national and international media. In some instances if the subject matter pertained to Hamilton media only, the distribution was confined to them. A complete summary of media releases is attached to this report.

News Stories, which were more editorial in nature, were written by Paul Gains, Hamilton 2003 Press Chief distributed to the media and posted on the web site.

The following Media Conferences were also held: • November 18 – Hamilton 2003 Logo Unveiling • May 8 – Ontario Trillium Foundation $1.25 million Festival and Volunteer Grant • June 25 – Tim Horton’s Road Nationals Preview • July 3 – Aboriginal Festival • August 1 – Verona 2004 Luncheon • October 7 – Tourism Hamilton Media Welcome Breakfast

9 • October 12 – Worlds Review: Hamilton Mayor Bob Wade / Hamilton 2003 COO Neil Lumsden

d. Promotional Materials A variety of Promotional Materials were created to promote the Road World Championships. After the tendering process was complete (3 quotes received), Headspring was selected for the Graphic Design and Archangel Productions was chosen for the Printing, both are Hamilton companies.

The following Promotional Materials were created for distribution to promote the event:

- Postcard – produced in February, 4”x9”, with basic information in English and French, low cost for printing, at the time only the Community Information Brochure was available for distribution. - Community Information Brochure – three versions were produced by Community Relations with the information geared towards Hamilton residents. - Marketing Brochure – printed in English and French, intended primarily for distribution outside Hamilton, had the race schedule, ticket information, an illustrative map, festival and tourism information - Posters – there was one basic design with three different variations – one with a white box allowing for someone such as a retailer to put a custom message, a second trimmed without the white box and the third for local distribution with all the local partners

These materials were distributed through the Hamilton 2003 office, at events that the Community Outreach (see their report for schedule of appearances) attended as well as the following: - February 28 to March 2 – Toronto International Bicycle Show - March 8 to 10 – CIS Women’s Basketball Championship at McMaster - March 26 – Tourism Hamilton Spring Summit - March 28 to 30 – Around the Bay Road Race Trade Show - April 5 and May 8 – Hamilton Bulldogs Game - May 31 – Women’s World Cup Cycling Race in Montreal - June 8 – USPRO Cycling Championships in Philadelphia - Chicago Pro Cycling event - New York City pro cycling event - Wisconsin pro cycling event

The majority of promotional materials were circulated through the Community Outreach Team, however items were distributed through the following networks: - Ongoing – materials were distributed throughout the year via Vanessa Pyrce’s office to the Federal Family - February – mailing of 6,000 postcards to Ontario Cycling Association members

10 - February 15 to 18 - Milan BIT International Tourism Show – 5,000 postcards - March – 10,000 postcards sent to 600 Tourism Hamilton partners - May – event information distributed to various municipalities across Canada - May 15 – distribution of postcards and posters through 18 Ontario Tourism Information Centres across Ontario - August – 12,000 Marketing Brochures distributed to 18 Ontario Travel Information Centres - August – 6,000 Marketing Brochures to Running Room Stores across Canada - Pedal Magazine – 15,000 Marketing Brochures inserted in summer issue, 2,000 to cycling shops via Pedal and 7,400 to Pedal-sponsored cycling events - Ticket race info inserted into Burlington Post in Sept, 2003 (total of 40,000 pieces).

e. Web Site

The official web site for the event was www.hamilton2003.com. The site was active in time for the 2002 Road World Championships in Zolder but at that time had no content and had the option for users to enter their e-mail address and be added to the mailing list to be notified when the site was active.

Tenders were received from several different companies and Canoe (Canadian Online Explorer), a subsidiary of SUN Media was selected to design, maintain and host hamilton2003.com. The site was launched on January 17, 2003 with some basic content.

Users had the opportunity to add their names to a mailing list and receive all event media releases and other updates via e-mail.

WEB SITE TRAFFIC NUMBERS FOR hamilton2003.com:

The following two charts reflects the traffic for hamilton2003.com and are based on page views. A page view reflects the number of pages of the web site looked at by users on that particular day.

The web site traffic was the highest during race week, with nearly 775,000 page views, which was approximately one third of the total traffic for hamilton2003.com from when the site was launched on January 17. According to Canoe, the traffic level for October 6 to 12 was the highest total to date on their network for a non- Olympic event. Canoe also hosts web sites for a number of organizations, including the Canadian Football League, American Hockey League and Canadian Hockey League.

11

MONTHLY BREAKDOWN Month TOTAL AVE/DAY % inc/dec (monthly) February 65842 2124 NA March 63089 2035 -4.18% April 45665 1903 -6.51% May 28522 2377 24.92% June 113957 4070 71.23% July 159580 5148 26.48% August 183908 5933 15.25% September 373381 12446 109.79% October 1152625 37181 198.74%

TOP 10 DAYS FOR PAGE VIEWS DATE TOTAL Thursday, October 9 121353 Wednesday, October 8 121283 Friday, October 10 119179 Tuesday, October 7 112298 Monday, October 6 100930 Sunday, October 12 97786 Saturday, October 11 90183 Sunday, October 5 51128 Monday, October 13 50102 Thursday, October 2 41610

G. Successes:

1. Event Attendance – an estimated 230,000 spectators attended the Road World Cycling Championships over the course of the week of racing. The estimated crowds on the weekend were 67,000 for the Elite Women’s Road Race, which one UCI Official far surpassed any previous Women’s race and over 104,000 spectators for the Elite Men’s Road Race. This success was dependent on a number of factors: - Advertising for Hamilton 2003 through our media partners (outdoor, television, print, radio, cycling publications and other) - Media Relations – the coverage of the event both locally and within the region was exceptional (more on this below), Hamilton 2003 Staff did a number of interviews with CHTV, the local radio stations and the Spectator, as well as radio stations in London, Kitchener, St. Catharines, Toronto and television shows such as TSN Off The Record, Canada AM and CBC Morning News - Cycling Fans – their enthusiasm and fanaticism in being able to see the world’s best cyclists right in their own backyard

12 - The Community – the response of Hamiltonians was tremendous and a testament primarily to the outstanding efforts of Community Relations with the support of Communications with the media. - A culmination of a lot of hard work by a lot of people particularly the Community Outreach Team who attended events all over Ontario, Quebec and the United States promoting the Road World Championships through direct contact with cycling fans and distributing information. - Weather – the event was blessed by an incredible week of weather

2. Media Coverage – Hamilton 2003 received outstanding coverage, particularly locally but also across Canada and internationally. Bowden’s performed media monitoring from October 2 to 14, which covers the majority of the major outlets and captured 624 Radio and Television clippings (summary attached) and over 290 Print clippings.

The local media – the Hamilton Spectator, CHTV, Cable 14, CHAM, CHML, K- Lite, Oldies 1150, Wave 94.7 and Y108 – provided incredible amounts of coverage. When you consider that in February and early March, the coverage was overwhelmingly negative, and stories emanating out of Hamilton that were picked up internationally sent the message that the championships were in danger. Naturally they never were but as someone once said, “perception is reality.”

The coverage began to turn in a positive manner following the Tim Hortons Road Nationals in June. The success of the Nationals gave Hamilton 2003 credibility as an event organizer. The community as well as the media also saw a glimpse of what the worlds were going to be all about.

The local media also were extremely helpful not just in promoting the event but also providing the community with the necessary information, helping them become better informed. Media briefings were held on June 24 and October 1 prior to both championships, in cooperation with the City of Hamilton Communications Department. At the briefings detailed traffic and detour information was presented as well as course maps and schedules.

The media began to take ownership of the event and in some instances when people complained they didn’t know what was happening with the event the media would reply “how could you not know, we’ve been talking about this for months!”

The television pictures of the Road World Championships broadcast by CBC showed Hamilton in a most flattering way. The streets of Hamilton, the trees and the fall colours provided a perfect backdrop to an incredible sporting event.

13 3. Press Centre and Services - was considered by many journalists to be the best ever at a world championship. Jean-Yves Donor, President of the Association Internationale des Journalistes du Cyclisme, an organisation with more than 300 members wrote a scathing editorial entitled “Are you Afraid of Going to Hamilton?” on the AIJC website a few weeks before the championships. He approached the LOC Press Chief after the second day of the championships Mr. Donor with a congratulatory statement “the organisation is excellent.” He repeated these sentiments before he flew home.

Cor Vos, one of the most respected cycling photojournalists in the world, thanked the volunteers before he left then made a final declaration to the LOC Press Chief. “I have covered 30 world championships, Montreal was my first,” he said. “This was fantastic!”

These sentiments were expressed by many journalists some who could not speak English but who rated the press services “Formidable” “Excellent” as well as other positive words. And, not to be outdone, Rob Jones of Canadiancyclist.com heaped praise upon the press services in his final world championships report card. “The media services rated an A+; certainly the finest I have ever had at a world championship. Even the notoriously picky UCI Press Officer, Enrico Carpani, declared them to be the finest he has seen. The European journalists were in awe, and we had to quickly disabuse them of the notion that we always had facilities like this. In future years, we may fondly reminisce about the Hamilton press room . . .Special thanks to the Press Officer Paul Gains and his staff.

4. Web Site – the traffic for the hamilton2003.com web site was tremendous generating over 2.3 million page views after being launched on January 17 and culminating with 775,000 page views during the week of the race. Canoe.ca indicated the traffic levels were the highest for a non-Olympic event on their network. We also received many compliments from users.

5. Community Pride and Excitement – From the start in December, my primary goal in communications was to get the community of Hamilton excited for the event. It was my opinion that the response of the local community would make or break the event.

As it turned out the response was tremendous thanks to the aforementioned media coverage, but also the tireless work of all our staff, especially those in Community Relations and the Community Outreach Team. The turnaround is incredible, when you consider where the event came from. At the first Town Hall meeting in February at City Hall the response from some segments was overwhelmingly negative with some threatening class action lawsuits and demanding that the event be cancelled. Even on the day before the Nationals,

14 the community was still not happy about hosting the cycling championships. All anyone wanted to talk about was previous events that failed in Hamilton and how this was going to follow the same path. Gradually the community came around and began to embrace the Road World Championships.

The results could be seen in October with 230,000 spectators watching the races and the whole community bursting with pride at what they had helped accomplish. Over 2,000 volunteers are also testament to the positive response of Hamilton. In many ways a transformation has taken place in Hamilton with many now believing that the community is capable of hosting events and is now starting to sense its potential. Hopefully the Road Worlds are the launching pad for many more great things in Hamilton.

H. Challenges and Recommendations:

1. Time – due to the late start in hiring staff it felt like we were running behind all year. Many projects that should have been completed earlier were not, so consequently subsequent projects fell behind.

It also would have been helpful to have been in place in time to attend the 2002 Road World Championships. That said it is understood there were reasons for the late start in hiring staff and the team was able to still stage a very successful event.

2. The low profile of cycling in Canada – Despite the fact there are 18 million active cyclists in Canada, Road Cycling is not a sport with widespread appeal in Canada and does not receive a tremendous amount of attention in the media. Consequently it was necessary to educate prospective spectators, the community and in some cases the media about the sport. This created a challenge in generating coverage for the event itself.

A number of measures were undertaken to help educate people on the sport. Background articles explaining cycling and the terms were posted on the hamilton2003.com web site and content was written by Louis Bertrand and Kris Westwood that helped provide readers with more information on the sport. The print advertising created for the Hamilton Spectator campaign by Headspring provided definitions of cycling terminology. Editorially the Hamilton Spectator prior to the Nationals and Worlds ran primer pieces on the sport of cycling, explaining terminology. Once again, the Nationals were also helpful in stimulating interest in the sport, as the community was able to experience the speed and dynamic nature of road cycling firsthand. Lastly, during the Worlds the Spectator Services program managed by Community

15 Relations featured information booths and roving ambassadors that distributed start lists and provided race updates.

The result of holding two cycling events here in Hamilton in one year has created a fan base for road cycling. The response from the community was tremendous and it would be a wise decision for the Canadian Cycling Association or a cycling event organizer to return to Hamilton in the very near future.

3. Generating media coverage outside of Hamilton – while the media coverage in Hamilton was exceptional, the media coverage particularly in Toronto was not to the same level, especially prior to the championships. During the week of the Road Worlds, daily coverage was received in the Globe and Mail, Toronto Star and Toronto Sun, which was very good. The tone of some of the columns in Toronto was certainly not to the same positive level as those in Hamilton and did not capture the positive energy that was building in the city. Perhaps it’s a reflection of the attitude of certain columnists in Toronto or also shows the power of those negative stories from earlier in the year and the perception still lingering from them. Through previous experience it has also been determined that it can be difficult to generate media interest in any event that takes place outside of Toronto

The communications generated by this department certainly highlighted the many positives leading into the event – the number of volunteers, the record response to the Newspaper in Education Program and the growing excitement in the community.

In hindsight taking the time and the opportunity to spend more time in one- and-one meetings with key members of the Toronto media may have helped in generating more coverage prior to the event. Also helpful would have been more assistance from the sport side in generating more cycling-themed stories on the athletes and the world of road cycling.

From an advertising perspective Hamilton 2003’s exclusivity with the Hamilton Spectator made it very challenging to pursue advertising partnership opportunities with Toronto and other area newspapers.

4. Staffing and Resources – with both the Communications Coordinator and the Press Chief positions it would have been advisable to have both individuals in place earlier. Mathieu Litalien, the Communications Coordinator started near the beginning of June and ideally should have started in April or May. An earlier hire, would have helped build the web site and freed more time for the Communications Manager to concentrate on other areas and build publicity.

16 Paul Gains, Press Chief, started only seven weeks before the Championship and spent the majority of his time ensuring the operational details of the Main Press Centre were looked after. Consequently he did not have the time to write more news stories, which would have helped generate interest in the event.

J. Submitted By:

Norm Miller Communications Manager Hamilton 2003 Road World Championships

A. Functional Area(s): Community Relations

B. Purpose: To adequately prepare Hamilton and the surrounding community for the significant logistical changes that would take place during the 2003 Road World Championships

E. Functional Area Components:

Community Relations:

i) Stakeholder meetings ii) Resident calls / E-mails / Call Centre iii) Open Forum sessions iv) Printed materials v) Essential Service Passes vi) Cycling Education Program vii) Youth Volunteer InfoWalk viii) Coordinated communication with City of Hamilton

F. Component Operational Description:

Community Relations: i) Stakeholder Meetings

• The foundation of the Hamilton 2003 Community Relations program • First initiated in Summer/Fall 2002 with major medical stakeholders (area hospitals and emergency services groups)

17 • Pushed into high gear with the addition of a Community Relations Manager in December, 2002 and Coordinator in January, 2003 and carried thru until end October, 2003 • “Stakeholder” defined as anyone directly or indirectly affected by the races – in effect, the entire community. • Purpose of meetings was to communicate firsthand the logistical information necessary to allow area businesses and residents to adequately prepare for race week. In virtually all cases, it required adjustments to daily routines. • Worked in tandem with City of Hamilton municipal staff to initially determine most important groups to contact and, from there, developed a network of stakeholders requiring event information (see attached “Major Stakeholders Addressed”) • Stakeholder meetings consisted of a 30-40 minute oral presentation providing an overview of what to expect come race week, along with distribution and discussion of race route maps and accompanying road closure schedules • Objective was to encourage business stakeholder groups to strike an internal “steering committee” to determine how they would continue to operate during road closures (no vehicular access to areas inside race zone), followed by the concept of striking an internal “cheering” committee to determine how they would “welcome the world” come October and possibly become involved in our Festival activities

• Of the more than 90 stakeholder groups contacted over the course of one year, at least half or 50% required follow-up meetings and ongoing planning, for a total of well over 200 stakeholder meetings in all. In some cases, as with St. Joseph’s Hospital and Canada Post, a Community Relations cycling committee representative sat in on their monthly internal steering committee meetings to offer regular updates and troubleshoot any concerns during their planning stages

ii) Resident Calls / E-mails / Call Centre

• Ongoing; served as a resident compliment to the predominantly business- oriented stakeholder meetings • Hamilton 2003 cycling office phone number and website address were communicated on all printed materials and during all meetings to assist the community in correctly directing their queries to the cycling office (vs. City Hall) • Calls to the cycling office rose from an average of 60 calls recorded over a 12-day period in February to well over 1,000 calls in the three weeks prior to the Tim Hortons Road National Championships (see attached “Summary of Calls…for Nationals”)

18 • In anticipation of the onslaught of calls expected in the weeks leading to October race week, an external Call Centre was contracted to better facilitate response times and thus better serve community resident/business needs • The Call Centre reported more than 1,800 calls in the three weeks leading to October race week (see attached “Call Centre Volume” chart); when added to calls still coming into the cycling office directly, the tally for that same three-week period exceeds well over 2,100 calls • General inquiry e-mails over the same three-week period pre-Worlds averaged just under 50 per day

iii) Open Forum Sessions

A series of six open-forum public sessions was scheduled in the months leading to the World Cycling Championships.

The first four were labeled as “Town Hall” meetings and were held over the course of February and March, 2003: • Both residents and business owners attended • Purpose was to offer the public an opportunity to learn more about the Cycling Championships and pose any queries/concerns • Locations were determined based upon areas directly affected by race routes, and included: City Hall (2), Mohawk College and Queensdale elementary school • Format included an oral and video presentation and featured an extensive panel of representatives from the Hamilton 2003 Organizing Committee, City of Hamilton, emergency services (fire, police, ambulance), the two major school boards and the event transportation consultant • Average attendance at each Town Hall meeting: 70 • City Councillors invited to attend • Concerns were documented and follow-up initiated (see attached “Town Hall Summary”

The fifth public forum was in the form of an Open House and took place in early June prior to the Tim Hortons Road Nationals; location was the mezzanine outside City Hall Council Chambers.

A sixth and final public forum was held on the Hamilton mountain in a residential area in keeping with the demand for additional information for those impacted residents; format was a looser version of the Town Hall, with a pared down panel of Organizing Committee, City of Hamilton and Emergency Services representatives; attendance was fewer than 20, with a generally inquisitive, albeit positive, audience.

19 iv) Printed Materials

• A series of printed materials was developed to support the Community Relations effort:

a) “What You Need to Know”**: an 8-panel, 4-colour brochure designed to communicate pertinent race/scheduling information to area residents/businesses: 1st edition - January 2003; 60,000+ print run - mailed to 40,000 residents along and inside the designated “race zone” areas; remaining 20,000 hand- distributed to businesses/interest groups both locally and internationally 2nd revision- Spring, 2003; 60,000+ print run - published with the addition of designated pedestrian crossings and updated race information - wide distribution to public through Community Relations and other Organizing Committee departments (ex. volunteers; tickets, outreach, etc.) 3rd revision – Fall, 2003; 85,000+ print run - final edition published post Tim Hortons Road National Championships; outlined more detailed race information and driven by resident/business feedback - various means of community distribution, including a 13,000+ door-to-door campaign by student volunteers (see “Youth Volunteer InfoWalk) continued deliveries to major stakeholder groups (McMaster University, the hospitals, City Hall, etc.) and via secondary distribution networks (ex. Hamilton Downtown BIA volunteers distributing to member businesses) - also distributed to spectators during the event

b) “The Four-Page Summary”**: September, 2003; 1800 copies; - (an internal reference term only) - designed as a supplement to the “What You Need to Know” brochure and printed in B&W on standard copy paper - included very specific and detailed event information for community members (i.e. access schedule for the Mountain stairs, Tuesday opening of the Claremont Access; clarification of the City’s parking permit system, etc.) driven by resident/business feedback - used as a major resource material for the Youth Volunteer InfoWalk (refer to report section of the same name for further detail), the City Hall publication “City Connections”, and as part of a 1,200+ Mohawk College

20 direct distribution to residents and businesses within the College vicinity - also served as basis for our Spectator Services Manual to help train our volunteers during the event

c) “Expect the World”**: September, 2003; 250,000 print run; - an illustrative, 4-colour tabloid designed to generate excitement in the local community pre-event and serve as a site map/resource for spectators during race week - 125,000 distribution via The Hamilton Spectator - 75,000 distribution via Hamilton-Wentworth school boards - remainder distributed to major stakeholders groups and at event (**included in this presentation package)

v) Essential Service Passes

• Pass system created as a means to allow a small number of vehicles to safely cross the race route • Stipulation for vehicular crossing: life-sustaining / life-threatening • 6 Essential Services Crossings established at designated street intersections around the race route; operated separately from the designated Emergency Services Crossings used by ambulance, police and fire • Community Relations worked in tandem with Hamilton Police Services to determine who would receive an Essential Service Pass • Designated vehicles were to be clearly marked (ex. MDS Labs) and drivers were to have their Passes visible and be fully aware of the vehicle staging process to swiftly and safely cross the route under police direction • A total of 44 passes were distributed for Nationals in June and 50 in October for Worlds.

vi) Cycling Education Program

• Developed in Spring/Summer 2003 to inform, excite and educate area youth on the sport of cycling as well as the significance of the Cycling Championships in their community • A three-prong program stemming from the establishment of a Cycling Education Sub-Committee (see attached member list) and involving various components: a) Academic – developed in partnership with The Hamilton Spectator and primarily funded through the Hamilton 2003 Cycling Festival office; involved the preparation of curriculum-

21 connected lesson packages for teacher use in Grades 6,7,8 (see attached) and made available through the paper’s existing “Newspaper in Education” program; introduced to schools in early September, 2003 b) Interactive – a professional school presentation offered as a “bonus” to the first 20 teachers who applied for the Academic program through the newspaper; featured a live host, cycling demonstrations by “Dan-the-Cycling Man” and an original video prepared by Cable 14; two daily presentations took place at area schools every Tuesday, Wednesday and Thursday for one month prior to race week (see attached “School Presentations”) c) Cultural – an extensive, school-based art lessons package developed in partnership with former school teacher and Education Sub-Committee member Carol Bratina; program and lesson details distributed in early September to area elementary and secondary school students via the two major school boards (see attached “School Art Exhibit”)

vii) Youth Volunteer InfoWalk

• Involved the coordination of 120 area secondary school students in a one- day (September 11, 2003), mass distribution mail drop to race-affected residents and businesses (see attached “Youth Volunteer Infowalk” summary) • Designed to meet two objectives: a) ensure all those residing/working along and inside the race zone were in receipt of pertinent race details and b) a means to include in this event a vital volunteer group – high school students in need of fulfilling mandatory community volunteer hours • Media coverage of student involvement was established to garner interest and contribute to race awareness • Local sponsor support (Fortinos supermarket provided lunch for the students and appeared on custom InfoWalk T-shirts)

viii) Coordinated Communication with City Hall

• From the outset, the knowledge and expertise of city staff were called upon to help carve the initial Community Relations plan and then assist in fine tuning it over the months leading to October, 2003 • Of particular assistance were Shelley Merlo-Orzel (Community and World Events) and Phil Homerski (Communications) • Community Relations also relied on the input from Superintendent Glyn Wide of Hamilton Police Services, and often invited him along to attend important stakeholder meetings, in particular those with Mohawk College, St. Joseph’s hospital and the courthouses

22 • Regular weekly meetings with Phil Homerski (City Hall Communications), Norm Miller (Hamilton 2003 Communications Manager) and Michele Walter (Community Relations Manager) began as early as Spring, 2003 and continued through to October race week and served to ensure the communications “message” to the public was unified and accurate, and that all parties were “on the same page” • Regularly joined with city staff to coordinate Community Relations efforts such as the cycling information content offered in the weekly “City Connections” insert in the community newspaper, as well as our scheduled Open Forum dates

G. Successes:

1. The overwhelmingly positive response to the World Cycling Championships within the host community validated all Community Relations efforts made over the last year. The perception on a national and international level that this event was a success – well before the end of race week - contributed greatly to the community’s collective pride and acceptance which, in turn, contributed to our success as an Organizing Committee’s efforts to prepare and engage the community. Months of outlining with numerous groups the magnitude of the event, the impact of CBC television coverage and the desire to have the community “Welcome the World” was realized and wholly celebrated.

2. The logistical planning with stakeholders – businesses, residents and particularly medical groups – proved highly successful, as Community Relations did not receive one negative story post-event. The use of Essential Service passes for those who absolutely needed to cross the race route in vehicles worked exceedingly well, and all efforts to reduce the number issued (50) paid off. The hospitals, community health service groups, Canadian Blood Services, home oxygen supply, DARTS, medical labs and couriers did extensive planning to reduce the number of visits inside the “race zone” both during the June and October races, and should be highly commended for all their efforts – as should all stakeholders who struck internal steering committees and successfully continued to operate their businesses/fulfill their daily routines during this year’s cycling races.

3. The introduction of a Jolley Cut Pass to compliment the Essential Service Pass during the Worlds. As discovered during the Nationals in June, many more community members could be accommodated during road closures with this Pass which gained them access to the restricted Jolley Cut. It proved particularly helpful to physicians and specialists who needed to travel from hospital to hospital, by offering them a quicker route up and down the mountain, without putting pressure on race route crossings.

23 4. The Cycling Education Program. Our partner for the academic portion of this program, The Hamilton Spectator, reported post-event that it was “one of the most successful programs in the 19-year history of Newspapers in Education.” An initial run of 150 lesson packages (one per classroom) had to be increased due to demand from area schools. In the end, a total of 342 classrooms used the lesson packages which integrated cycling- related learning in the areas of math, science and physical education.

5. The successful integration of diverse groups coming together in the interest of accommodating this event: union and management working from the same table, employers awarding leniency to employees for late arrivals due to road closures; government relaxing guidelines in the interest of daycares relocating to continue to serve parents and children.

6. The efforts of Hamilton Police Services and City of Hamilton staff in working with the Organizing Committee to help prepare the community for the June and October races.

H. Challenges and Recommendations:

1. From the outset, the most significant challenge from a community standpoint was the stipulation that there would be no vehicular crossing of the race route at any time during the races. This, and the extensive road closures, were viewed by a sizeable portion of the community as a tremendous hardship for residents, businesses and medical/community health service groups. It formed the basis of what would prove to be a largely negative connotation associated with this event in the early months of 2003. The success of the Tim Hortons Road Nationals in June went a long way toward easing that negative undertone, yet a major challenge lay in the need to then educate community members – specifically those 13,000 residents who resided inside the race zone – that the same restrictions would apply for an entire week in October.

2. Encouraging a community to prepare for an event that would undoubtedly inconvenience its members and yet had been approved by their elected officials without general public input. As a result, city councillors generally took a back seat and offered little or no public support of the cycling championships in the months preceding the event. That left members of the Organizing Committee in the position of constantly defending the existence of an event they were merely brought together to stage. In the future, events approved by City Council deserve the consideration of being publicly supported – albeit with a critical eye – for the betterment of all involved.

24 3. Controlling the flow of accurate event information. With various parties outside of the Organizing Committee involved in the planning of this event, it became increasingly difficult to ensure the public was getting the correct logistical information. Calls to the cycling office consistently confirmed erroneous information was being translated to the public by outside parties. Questionable media coverage of this event in the early months of 2003 contributed to this confusion. The situation was rectified by: a) improving our ability to respond to public queries during high traffic times with the addition of the Call Centre; b) standardizing responses with a printed training manual for both the external Call Centre and our cycling office, with copies to City Hall operators; c) setting weekly communications meetings with city staff to stay informed and aware of pending issues/dates.

4. Ensuring the community was in receipt of – and fully comprehended – the extensive logistical information associated with this event, which was being disseminated in a variety of ways. In retrospect, the first edition of the Community Relations brochure, What You Need to Know, should have been clearer in communicating the more tenuous aspects of this event (ex. no vehicular crossings, definition of shared access roads, etc.). Although these points were clearly rectified in later editions and printed materials, there was reported confusion during the Tim Hortons Road Nationals in June. Feedback from our lengthy post-Nationals review process set the tone for the bevy of clear and concise information that the cycling office produced from that point on.

5. Working diligently post-Nationals to ensure major stakeholders – specifically community health services and medical groups – could continue to operate for an extended period of time during the October races (7 days vs. 3 days for Nationals) without compromising patient care or mandatory resident needs (ex. courthouses). This included the challenge of not substantially increasing the number of Essential Services passes distributed. In the end, and with the support and understanding of community leaders in these areas, just 6 more passes were approved for the longer-impact week of races in October.

J. Submitted By:

Michele Walter Community Relations Manager

25 Functional Area: Medical Services

Purpose:

A. To Coordinate the execution of all three medical services provided at the World Championships B. These services are covered by a. EMS race services – Supervised by Brent Browett of the City of Hamilton b. Medical/Therapy Support for Race Athletics – Supervised by Dr. Janice Harvey of the University of McMaster c. Spectator Medical Services – supervised by Neal Bowden for St. John’s Ambulance

Resources Available

A. The Medical Budget for services was $ 5,000.00 a. Supplies were purchased from St. Joseph’s hospital on a use basis. (The supplies that were not used in the championships were returned for a full refund) b. The services of OPT were used for Friday Oct 10 through to Sunday October 12, 2003 – the primary function of OPT was to provide support services for the athlete medical tent A. A contract was negotiated with EMS through the sport department to provide support to the competition in regulation with UCI requirements

Functional Area Components:

A. Athlete support medical/therapy services B. Spectator Medical Services C. EMS race

Component Operational Description

A. Athlete support medical/therapy services a. All athlete medical support services were coordinated through Dr. Janice Harvey from the University of McMaster b. Dr. Harvey recruited volunteers, created work schedules for them and took responsible for the day to day running of the medical needs for the event c. The athlete medical and therapy tents were located in the athlete tent area B. Spectator Medical Services

26 a. All spectator medical services were coordinated through Neal Bowen from St. John’s Ambulance – St. John’s was responsible for manning spectator areas for the duration of the races in the case that a first aid emergency would arise b. St. John’s Ambulance was located on both sides of the start finish area and in Southam Park C. EMS race a. EMS vehicles were contracted by Sport to provide services as specified in the UCI handbook b. All EMS services were coordinated through Brett Browett and Doug Waugh

Successes:

A. Smooth coordination of the three stages of medical services B. Continuous coordination of information between the three levels of support C. Several meetings occurred between all three aspects to coordinate efforts of the entire medical team

Challenges and Recommendations:

A. With the changes in operational leadership a. Meeting notes and suggestions should have been made from the beginning to show planning and decision making processes

Submitted by: Jacqueline Shaw

A. Functional Area: Corporate Sponsorship

UNION CYCLISTE INTERNATIONALE (UCI) SPONSORS

1. Based on existing international sponsorship contracts, the UCI protected the following categories: a) Automobile b) Scoring/Timing c) Bicycle Clothing d) Computers e) Bicycle components 2. Based on the UCI manual, it was stated that UCI sponsors were to receive very specific recognition in terms to placement of signage within the start/finish area, as well as logo recognition on media backdrops, flash interviews, podium, and start/finish arch.

27 HAMILTON 2003 CORPORATE SPONSORSHIP TEAM

1. Mike McKenna and Giuseppe Ferrara were responsible for generating corporate sponsorship funding 2. Stacey McCoy was responsible for implementing the benefits of each sponsorship package sold in addition to preparing proposals, overseeing the development of contracts with the organizations legal representative and invoicing with the organizations accountant 3. Stacey was also responsible of managing and implementing the Cycling Expo-See Appendix A 4. Neil Lumsden oversaw all components of corporate sponsorship and provided final approval on all deals

OVERALL CORPORATE SALES STRATEGY

1. The overall strategy for raising sponsorship dollars was split into 3 areas; local, national and international. 2. The strategy changed several times due to marketplace conditions and a change in sales personnel 3. Initially, four levels of corporate sponsorships were developed with numerous benefits attached to each 4. Soon after, it was determined that the packages would need to be customized in order to reach the target 5. A target figure was established but the terms and methods of reaching the target were open-ended 6. Eventually the strategy evolved into securing as much corporate funding as possible being flexible in the structure of the packages.

SALES TIMELINES

1. Sponsorship sales started in October 2002 with greater intensity being added in January of 2003 2. Corporate presentations were to take place in the spring and summer months 3. Most deals were to be signed, sealed and delivered on or before September 1st 4. Due to the lateness in initiating some sales presentations, sales continued until the four days before the event began

CORPORATE TARGET

1. The list of companies to be approached/targeted with the sponsorship opportunity were determined as follows: a) International companies in categories not protected by the UCI b) National companies who would be interested in the international television exposure c) National companies who would be interested in aligning with a world class sporting event d) Local sponsors who would want to demonstrate their commitment to the community e) Suppliers who would off-set hard cost of the event operation (VIK)

28

CONTRACT PREPARATION & SIGNING

1. Jack Pelech, Hamilton 2003 Festival Chairman (and attorney in his spare time), developed a sponsorship contract template based on the initial sponsorship proposals 2. The templates were used by Mike McKenna, Giuseppe Ferrara and Stacey McCoy in preparing the documentation for the sponsor, once deals were approved by Neil Lumsden 3. Contracts were then sent to the sponsors for review, approval and signing 4. Revisions were required to all contracts and once signed by both parties, copies were sent to Eddy Dellamaestra, for invoicing 5. Invoicing was not done until a signed contract was received 6. Due to the lateness in closing some deals, not all invoices were paid prior to the actual event

SPONSORSHIP PACKAGES

1. As stated previously, there were initially a list of “set” sponsorship packages 2. Due to differences in the goals and objectives of individual companies, customizing packages became the means by which sponsorships deals were done LIST OF SPONSORS 1. Major Colnago Liquigas Dofasco RONA Telus Mobility Steam Whistle 2. National Tim Hortons EBAY Advil Powerbar 3. Official Yellow Pages Schenker Logistics Regione Calabria Scotiabank Zest Avis WestJet Telecom Computers KPMG Magna International Foxcroft International Cellier des Dauphins Durabond Pro Flamboro Downs Pier Santi 4. Official Suppliers A&R Tents Initial Security

29 Peri Formwork Systems Optex Staging AVW TELAV Kerry Technical Triumph Motorcycles Mobile Communications Saris/Graber Compass Group of Canada TFCN Laidlaw Transportation MVI Display CE3 4-Office Automation PROS 1. Dedicated and knowledgeable sales team 2. Realistic target for sponsorships sales 3. Exceeded sales target 4. Comprehensive list of tangible benefits for sponsorship packages 5. Flexibility in packaging components to meet sponsor needs 6. Strong sponsors – good corporate citizens 7. Solid local support in the supplier category 8. Off-set several hard costs via sponsorship deals

CONS

1. Need for tighter strategy regarding targets and an earlier start for sales. 2. Sales Manager needed to worry less about individual sales production and more on plan & process. 3. Too few staff in the Corporate Sponsorship & Marketing Department 4. Changes in staff 5. Too many freelance changes to get the deal signed. Not enough time spent getting deals signed by client. 6. Verbal changes to contracts but nothing ever put on paper. 7. More communication with sponsors during the planning stages was required. 8. Lack of communication between and within departments 9. Lack of early communication with the UCI 10. UCI arriving on site too late 11. UCI last minute changes once on site and a disregard for Hamilton 2003 sponsors. 12. Too many people were preparing contracts and therefore lacking consistency

PURPOSE

1. To organize, implement and generate sales for the Cycling Expo

HAMILTON 2003 CYCLING EXPO TEAM

30 5. Stacey McCoy was responsible for generating Canadian based sales while Craig Mintzlaff from Groundzero Marketing was responsible for generating US based sales

6. Dana Cunningham was a resource as she authorized all final decisions and acted as a contact for some of the early registered vendors

OVERALL CYCING EXPO STRATEGY 7. Overall, the sales process for selling these vendor spaces was easy in that most people were calling in asking for information on setting up a booth 8. There was no exclusivity within the Cycling Expo 9. Food and beverage should have been set up throughout the Expo rather than exclusively in the east part of the parking lot. 10. Some sponsors were offered the right to set up a vendor booth as part of their contractual agreement 11. Organization and implementation of the Cycling Expo area was done by Stacey McCoy and Craig Mintzlaff 12. Initially, the area needed to be measured in order to determine the exact number of booths that would fit 13. There were different sizes of booth spaces available with the standard being a 10x10 space 14. We needed to fit the larger spaces in first as well as ensuring that the sponsors had “prime” locations 15. A map of the area was drawn up for internal use and we predetermined where each vendor would set up upon their arrival 16. Upon arrival, vendors were directed to their area and volunteers were on site to assist them where needed 17. Power, tent or phone rentals were all done directly through those suppliers and there were on site to ensure that all of the vendors needs were met as well 18. Once set up, the expo was self managed but it was still very essential that Craig or Stacey were on site to answer any questions that arose 19. This provided an excellent relationship between the vendors and Hamilton 2003

FUNCTIONAL AREA: EXPO

CYCLING EXPO TIMELINES

5. Sales started approximately 3 months prior to the event 6. Call started coming in early, however all vendors were not solidified until days prior to the event 7. This posed last minute changes that could have been avoided 8. It was initially hoped that all signed vendors would be registered by September 26th

31 PROS 1. Self managed area as the vendors have all been in an expo before and knew what to expect and what to do 2. Set up was strategically mapped out to guide visitors through so that all vendors would be recognized 3. Some vendors appeared on CH morning live as they were doing a segment on the expo. This of course please vendors and demonstrated that we were going above and beyond 4. Traffic flow was extraordinary and pleased vendors as they always had someone at their booth.

CONS

1. Registration forms needed to have a place for a credit card to act as a deposit/security; 2. Information, registration and contracts should have been one document that needed one signature. This would have ensured that all documents were returned together; 3. Invoices should have been sent from me directly to the vendors as the process in place slowed the gathering of payment; 4. All payment to be received before set up began-this would save us the hassle of chasing people down throughout the week when we are all very busy; 5. Better communication with the tent rentals as we ended up having one extra tent on site that wasn’t needed 6. The largest Bicycle Show in North America was held the same weekend in Las Vegas (Interbike) which made it very difficult to attract vendors to Hamilton.

LESSONS LEARNING

1. Communication is key. Weekly communication was needed between Hamilton 2003 and Groundzero Marketing to ensure that we were on the same page

2. One person must be in charge of the Cycling Expo – responsible for constant selling of booth spaces, sending invoices and collecting payment. Having only one person being in charge of implementation and organization of the entire Expo exclusively with no other responsibilities may have meant increased sales for Hamilton 2003.

3. Registration forms, contracts and invoices should be one document – this will ensure that payments are received on time and avoids chasing down vendors for payment at the last minute.

Functional Area

1. Food and Beverage

The Food and Beverage package was not given entirely to one person. Instead I was given two specific pieces. These were to examine volunteer food requirements which included developing a food distribution procedure as well as to coordinate and supervise the operational needs of the food contractors (i.e. power, beverage supplier coordination, garbage, tents, security, etc.).

1. The Food and Beverage Package included the following components;

• Volunteer Food Distribution. There were essentially two types of volunteers. Those who could attend the Food courts daily and those who could not. Each volunteer was

32 given one lunch per shift. For those that could attend the food court, a food voucher system was established. Simply present the voucher at the City Hall or Southam Park locations and the volunteer would receive a free meal. For the duration of race week we used 2627 vouchers. For those volunteers who were unable to make it to either of these locations (mostly Course Marshall’s), a box lunch system was set up. The lunches were made everyday at Mohawk College (Wentworth campus) by Compass group and were then delivered to each volunteer using a grid system set up by the sport department. The police were responsible for distribution using 3 main drop locations and 5 vans. Throughout the week 2692 box lunches were delivered to Hamilton 2003 volunteers, 1804 box lunches were delivered to the police, 232 box lunches were delivered to Festival volunteers, and 335 box lunches were delivered to EMS. • Food and Beverage Operations. The three areas that food service was available were; 1. City Hall 2. Southam Park 3. VIP Area In each area we worked closely with Compass Group to ensure they had everything they needed in order to operate efficiently in these three areas. This included coordinating and/or providing adequate power, water, garbage and recycling facilities, back of house access, security, tents, and furniture.

Successes

1. Food and Beverage. • The logistics of delivering 500 lunches daily to various spots on the course with the City of Hamilton virtually shut down seemed to be an impossible hurdle. However, this was achieved without incident. This was a huge success. • Compass group received everything they requested to operate the three food areas.

Challenges and Recommendations

1. Food and Beverage The only challenge here was the Distribution of lunches which as stated earlier was achieved with great success. However, the entire volunteer lunch program was close to getting out of control as we opened the door to feed, police, staff, sponsors, UCI staff, UCI delegates and others. This caused the depletion of additional funds and resources. The food program was set up solely for Volunteers and some staff, and in future the Organizing committee should not be responsible for feeding anyone outside of these two groups.

Submitted by;

This document was submitted by Darren Murphy.

Functional Area: Merchandising

B. Purpose:

ƒ To generate net revenues of $150,000 from the sale of licensed merchandise ƒ To provide the opportunity for consumers to own a piece of the event through the purchase of official licensed merchandise ƒ To facilitate the design, production and delivery of the volunteer outfits ƒ To facilitate the design production and delivery of promotional merchandise for various departments within the Committee

33

D. Resources Available:

Paid staff included the Merchandising Manager, Retail Operation Manager and 1 store clerk. 32 volunteers were utilized to staff the retail store and various merchandise tents located around the course.

E. Functional Area Components:

1. Retail merchandise program 2. Volunteer and staff outfit program 3. Promotional merchandise procurement 4. Online auction with eBay

F. Component Operational Description: 1. Retail Merchandise Program a) Distribution and Retail Operation

The retail merchandise program was developed around the premise that the Hamilton 2003 Committee would be the key retailer of Hamilton 2003 licensed merchandise. The Committee’s retail strategy involved selling a limited product line at the National Championships in June, establishing a retail store in Jackson Square, selling at select locations around the course and at events during the week of the Championships and selling online.

The National Championships provided an excellent opportunity to gauge general reaction to the first collection of Worlds merchandise, to scope out locations and to have a trial run regarding operations, albeit on a much smaller scale.

In front of City Hall, a 10’ X 20’ tent was placed, utilizing a back wall inside the tent and tables in front of the tent for merchandising and display.

Throughout the summer months, the Outreach Team took a limited selection of merchandise (t- shirts, baseball cap, pin) to various events.

Opened on August 19th, the Jackson Square store provided 1,160 square feet of selling space though only about 60% was used for selling. In terms of physical appearance and set up, the store was painted blue, slotwall was installed on the back and side wall and a number of floor racks were utilized. The front window featured the bus shelter poster and five bust forms showcasing various tops and hats being offered. The store utilized a cash register and debit/credit machine for processing transactions. A large curtain was installed to separate the selling space from the storage area.

A store clerk was hired to operate the store. A Retail Operation Manager was hired just at the beginning of the week of the event. Prior to the event, the store was closed during the clerk’s break and lunch periods. The hours of operations mirrored the malls hours with exceptions during the week of the event. The store was opened on Sunday, October 5th and 12th, from 9:00 am to 1:00 pm on Monday, October 13th (Thanksgiving holiday) and was open late during various nights due to customer demand.

At the time of this report, the store is still open, selling excess inventory and extra volunteer outfits.

During the week of the Championships, merchandise tents were set up in the following locations.

ƒ City Hall – a 20’ X 30’ tent in the food area

34 ƒ Southam Park – a 10’ X 20’ tent at the north end of the Park ƒ Mohawk College – a 10’ X 15’ tent, facing Fennell where the Mohawk in Motion event took place ƒ Bay & Main – a 10’ X 20’ tent on the northeast corner of Bay and Main, near the pedestrian bridge

Each location utilized a back wall to feature and stock merchandise. With the exception of the City Hall tent, skirted tables were placed in front on the booth and used to display merchandise and service customers. Customers were able to walk into the City Hall tent. Each location utilized a cash counter, cash boxes and wireless debit/credit machines for processing transactions.

With security present each evening, merchandise was left in the City Hall tent. Merchandise from the other three tent locations was packed each night and brought to the Jackson Square store for sorting and redistributing. Each morning, before road closings, the merchandise was dropped off at the tents and set-up.

A schedule is attached showing the dates and times each merchandise tent was open. The schedule also shows how many volunteers were utilized.

Two merchandise booths were set up at the Opening Ceremonies at Copps Coliseum on Sunday, October 5th. A small selection of merchandise was made available for sale at the Gala Dinner at the Hamilton Convention Centre on Friday, October 10th.

The operation of the online store was contracted to Michael Walker Advertising (MWA). MWA was responsible for creating the online store and processing and fulfilling all orders. A merchandise promotion button on the home page of the Hamilton 2003 site was linked to the MWA Worlds Cycling site. The online store was up and running the first week of September and initially featured the first collection of merchandise sold at the Nationals. Over time, specific products were added, particularly the strongest sellers post event. At the time of this report, 17 of items are still available online.

As part of a sponsorship agreement, a month before the event Canadian Cyclist placed a selection of merchandise on its web-site.

To expand distribution beyond the Committee’s efforts, Canadian Graphics West (CGW), Mississauga based apparel manufacturer, was licensed to sell merchandise to retailers in the Hamilton region. Under the license agreement, CGW was granted the non-exclusive right to sell apparel and headwear bearing the World Cycling logo. For these rights, CGW agreed to pay a 10% royalty on wholesale sales and provide $5,000 (wholesale value) of merchandise for the Committee’s promotional use.

Interest in carrying Hamilton 2003 merchandise was decidedly weak. Approximately two weeks prior to the event, CGW placed product on consignment in three Bay stores and sold hats and t- shirts merchandise to 10 gift/souvenir and sport specialty stores. b) Product

As planned, the Hamilton 2003 product line consisted of three key components, 1) souvenir apparel and accessories, 2) technical apparel and accessories and 3) hard goods.

The souvenir apparel program consisted of quality short and long sleeve t-shirts, tank tops, sleeveless and cap sleeve shirts, golf shirts, fleece tops, polar and micro fleece tops and vests, windbreakers and baseball caps. Specific items were made available for women and t-shirts and polar fleece tops were produced in youth and kids sizes.

35 The souvenir apparel was primarily designed in a dark and light blue colour scheme. Grey, white and red were used as secondary colours. The collection predominantly featured the Hamilton 2003 logo and on some t-shirt designs secondary graphics were developed (see attached). A combination of screen printing and embroidery was used to embellish the product.

To complement the Hamilton 2003 product line, a small collection of “Canadian Cycling Team” merchandise was produced featuring the CCA logo within a newly designed graphic (see attached). The collection included a short and long sleeve t-shirt, hooded sweatshirt, full zip hoody and baseball cap.

The key item in the entire merchandise program was to be an official World Cycling jersey. A technical merchandise program, targeted to cyclists, was built around the jersey with UCI sponsor, Santini. With input from the Committee, the Italian based company, designed a collection, which included a long and short sleeve jersey, jacket, short, bibshort, bibtight, sock and headband. Each item in the collection featured the same graphic design, selected initially by the Hamilton Committee and subsequently chosen by consumers in an online poll to determine whether red or blue would be the key colour. Attached is a mock-up of the Santini Hamilton 2003 line.

The hardgoods line included a select number of affordable items including pins, coffee mugs, water bottles, cowbells, pens and pencils, key chains, steam whistles, fridge magnets and the official poster and souvenir program.

A list of the complete product line is attached with the name of the supplier. c) Pricing

The strategy was to offer consumers excellent value. Pricing was positioned in the mid range of the market.

The price of the souvenir apparel generally retailed in line with other licensed merchandise. For example, t-shirts and baseball caps sold for $19.99 with fleece tops ranging between $39.99 and $59.99 and polar and micro fleece tops at $69.99.

Even with the product being air freighted from Italy and the applicable customs and duties charges, pricing for the Santini collection was well within the range of similarly sold goods. The short sleeve jersey was priced at $89.99 and the jacket with “Windstopper” fabric retailed at $249.99.

A list of the complete product line with wholesale and retail prices is attached. d) Promotion

A limited promotional budget resulted in little promotional activity. The following activities were executed prior to the event.

ƒ A poll on Hamilton 2003 web-site to select the colour of the official World Cycling jersey. ƒ A news release announcing the opening of the Jackson Square store was distributed to local media (see attached). ƒ Announcements of the store opening on the Cable 14 World Cycling show, ƒ Merchandise related “announcements” on Hamilton 2003 web-site. ƒ A Grand Opening event at Jackson Square store on Saturday, September 20th.

During the event, the following promotional activities were implemented.

36 ƒ A print ad (see attached) was placed in the official souvenir program, in the Festival Guide and shown on the big screens around the course. ƒ Public address announcements, generated by the race announcers. ƒ Merchandise was provided to CH Morning show, CH at 5:30, to the organizers of Mohawk in Motion, to the event host who appeared in the big screens.

Additionally, the Hamilton Spectator and CH Television covered the early success of the merchandise program in print (see attached) and on television respectively.

2. Volunteer and Staff Outfit Program

The volunteer outfit program involved outfitting approximately 2,500 volunteers with a functional and well-designed package of 5 quality items within a set budget.

Of the 2,500 volunteers three specific groups were defined, each needing a different colour for identification purposes. With respect to items, each group required a short and long sleeve t-shirt, jacket, baseball cap and fanny pack. The package was designed and manufactured by Canadian Graphics West at a per package cost of $65.00 plus taxes.

The Festival volunteer group selected a navy and gold colour scheme. Each item featured the Festival logo. The Course Marshalls group used red as its based colour with the General volunteer groups going with royal blue. The Course Marshalls and General volunteer groups both used the Hamilton 2003 World Cycling logo on each item. The sponsor of the volunteer clothing package, The Ontario Trillium Foundation, had their logo on each item.

Within the General volunteer group, 86 packages were designated for the Medical team. The short and long sleeve t-shirts and the jacket were screened printed with the word “MEDICAL” on the back. As part of its sponsorship benefits, Advil had its logo added to the t-shirts, jacket and baseball cap.

Prior to the National Championships, staff received a package of merchandise with the World Cycling logo. The package included two golf shirts (navy and white), a baseball cap, polar fleece vest, denim shirt and a nylon jacket. Prior to the World Championships, staff received a casual button down shirt and a nylon briefcase.

The Hamilton 2003 Board was provided a clothing package of a jacket and golf shirt.

3. Promotional Merchandise

Promotional merchandise was secured for a number of departments within the Committee. Specific projects included the following;

ƒ Stormtech vest for VIPs, ƒ T-shirts for the Course Ambassador program, ƒ T-shirts for the InfoWalk team, ƒ T-shirt and golf shirts for the Festival Committee, ƒ Knapsack used for the media gift, ƒ General assortment of golf shirts, baseball caps and pins for the Director of Operations

G. Results & Successes:

1. Retail Merchandise Program

Gross sales for the retail merchandise program were surpassed greatly.

37 The key factors for this success included;

ƒ a strong product line which provided consumers with variety and value, ƒ phenomenal weather, which delivered an estimated attendance of 230,000, ƒ excellent media coverage during the week of the Championships which created a buzz about the merchandise, ƒ unintentional under supply of the market which kept the demand high during the week, ƒ a fantastic group of volunteers, many of which committed extra time and effort, ƒ the inclusion of the Santini technical line which received tremendously positive reaction as evidenced by close to 100% sell through of the jerseys and jackets by Thursday, ƒ key suppliers, particularly Canadian Graphics West and Michael Walker Advertising, being able to manufacture product on a quick turnaround basis.

Other positive observations about the retail merchandise program include.

ƒ With all the Santini jerseys being sold out by Friday, orders for jerseys were taken at the Jackson Square store and the merchandise tents at City Hall and Southam Park. In addition to jerseys ordered from the online store post event, an additional 300 jerseys have been ordered. ƒ The location of the retail store in Jackson Square. Though sales were very slow leading up to the event and the location was questioned, the Jackson Square location was the right location, being so central to the main event area. ƒ Opening the retail store mid August and not in June or July. Interest in the Championships and demand for product would not have financially justified being open in the summer months. ƒ The movement of the City Hall tent from the Expo area to the food concession area and the movement of the proposed tent at Beckett to Main and Bay. ƒ The hiring of a Retail Operations Manager at the last minute. ƒ Offering a range of merchandise for adults and youth, men and women in the various product categories (souvenir apparel, technical and hard goods). ƒ Staggering the dates of the opening of the merchandise tent around the course route. With the limited staff and volunteers it was have been possible to open all the locations on Tuesday as planned. ƒ Limiting the promotional budget prior to the event as demand for merchandise was simply not present.

Net revenues from the merchandising program have not been determined as the program continues to operate. These figures will be presented in a final report.

2. Volunteer and Staff Outfit Program

Reaction from the volunteers regarding the quality of the outfit and the number of items provided was very positive. The Ontario Trillium Foundation, the sponsor of the program, also seemed very pleased with the end product.

Canadian Graphics West, the manufacturer of the outfit did an outstanding job, producing the 12,500 items required on the limited time frame provided.

Though a final accounting is being conducted, the outfit did come in on budget.

The outfits received by staff seemed to generate moderately positive reviews though very little feedback was provided.

3. Promotional Merchandise

38 Feedback from those who ordered promotional merchandise was positive with respect to the items meeting the required needs and being within the allowable budget.

H. Challenges and Recommendations:

1. Retail Merchandise Program

Challenges

a) The most significant challenge for the retail merchandise program was operating with only a Merchandise Manager and a store clerk prior to the week of the Championships. b) The tremendous demand for merchandise during the week of the Championships. While a great problem to have, it took the Merchandise Manager and the Operations Manager away from some of their responsibilities and resulted in a number of inefficiencies in running the operation. c) The Merchandise Manager was brought on board the beginning of April. Had they been hired in January, the additional time could have been used to source a number of retail items from offshore. d) The geographic challenges associated with having 5 merchandise locations spread out over a 14.2 km course. These challenges involved setting up and tearing down each day and moving product into the merchandise locations while the roads were closed. e) With the volume of transactions at each of the merchandise tent locations, the cash box system presented cash control issues. f) While the volunteers who were assigned to the merchandise program were generally terrific, there were an inadequate number of volunteers. Additional volunteers were required at all merchandise locations, particularly with the unexpected, high demand. g) The Grand Opening of the Jackson Square store was not well organized and supported. Challenges were encountered in trying to co-ordinate the schedules of athlete and profile participants, the delivery of new merchandise, the promotion of the event through the media and support from sponsors. The staging of the event required a greater effort by the Sales Clerk. h) Sales of the souvenir program were disappointing. This may have been due to the cost/value proposition, the limited retail distribution by the Committee and the discounted price of the program sold by Velo News at the Expo. i) The reaction to the Canadian Team merchandise was lukewarm at best. The graphic on the merchandise did not seem to resonate with consumers. Demand for merchandise focused on the Hamilton 2003 logo. j) The module used for the online store was inflexible from a design and promotional standpoint and there was a poor system for processing payment. k) The application of the World Cycling logo on embroidered merchandise. The logo was not designed so it could be full embroidered in a size appropriate for the front of a cap or for left chest embroidery.

Recommendations

a) The Merchandise Manager should be hired at least 9 to 12 months prior to the event. b) The Retail Operations Manager should have been hired prior to the store opening to assist with developing and implementing operational elements of the program including cash control and reconciliation issues.

39 c) Whether a volunteer or paid staff, one person should be assigned to operate each merchandise location. This person, available during all operation hours, would be responsible for staffing, on-site training, merchandising, processing of transactions, set-up, tear down, etc. d) While there is often a desire to be creative and push the product mix to include multiple secondary graphics and additional product lines (i.e. Canadian Cycling Team), it is recommended to predominantly market a collection of items that feature the event logo, assuming it is strong. e) The Merchandise Manager should be on the team, which has the responsibility of developing the logo. The Merchandise Manager would work with the graphic designer, ensuring that the logo would work well for all merchandise related applications. f) The sale of the souvenir program should have been sold by vendors located near and in each grandstand and at select locations around the course. g) A more flexible, better designed online store module should have been utilized.

2. Volunteer and Staff Outfit Program

Challenges

a) Production of the volunteer outfits started too late due to Canadian Graphics West’s delay in sourcing the items and the Committee not finalizing the budget and sizing in a timely fashion. b) The staff outfit could have been better coordinated both in terms of design and order/delivery.

Recommendations

a) Canadian Graphics West should have been pushed harder to have samples of items meeting the Committee’s budget earlier in the project. b) The Merchandise Manager and the staff person responsible for the staff outfit should have worked on the project earlier and reviewed a larger selection of items to ensure a better coordinated program.

3. Promotional Merchandise

Challenges

a) With a number of staff members coming on board late and staff members ordering promotional merchandise close the event; some minor challenges were experienced in meeting production deadlines.

Recommendations

a) Staff members should be encouraged and reminded to plan for promotional merchandise needs well in advance to give adequate time for sourcing and production.

40 APPENDIX B

Functional Area: World Cycling Festival

B. Purpose: To provide a Celebration of Canadian Culture to enhance the Road World Cycling Championships. To incorporate community partners in various events representative of Hamilton’s and Canada’s many cultures.

D. Resources Available: The Festival was funded by a $1.25 M grant from The Ontario Trillium Foundation - the largest single grant that they have ever made The Festival staff consisted of 1 Executive Director, 1 Festival Manager, 1 Executive Assistant/Volunteer Coordinator/Office Manager, 4 Community Outreach Staff, and 1 part time receptionist for the 3 weeks surrounding the race week. In addition 2 consultants were brought in: 1 for the Aboriginal Festival and 1 for Opening Ceremonies and entertainment. 11 staff in total.

E. Functional Area Components: ƒ Festival Office and staff ƒ Community Outreach Team ƒ Festival Committee ƒ Public Partners Committee ƒ Festival Guide, advertising & promotion ƒ Official Events: • Opening Ceremonies • Gala Dinner • Volunteer Appreciation Event ƒ Partner Events: • Aboriginal Festival • Rooftop Arts & Music Festival • Rib Row Street Festival • Mohawk in Motion • United Way Stationary Bike Challenge • Steam Whistle Bikes Bands and Beer Party (McMaster Children’s Hospital charity function) • Oktoberfest celebration • Festival of the Arts • Northern Lights Theatre Company Production • Various smaller events hosted by community groups, BIAs, museums etc.

F. Component Operational Description:

1. Festival Office and Staff The Festival Staff operated out of a separate office from the RWCC team.

2. Community Outreach Team Designed to be a promotional team that communicated the marketing key messages and race/festival information to communities in Ontario, Quebec and various US markets. The key responsibility of the Outreach team was to increase the profile of the Championships through grass roots marketing at targeted events – cycling events of differing sizes and large scale athletic events across the Northeastern US, Quebec and Ontario, community festivals and events in the Hamilton market, and media and sponsor events. The Outreach Team distributed approximately 500,000 pieces of promotional literature and interacted with over 1.5 million members of the cycling, athletic and local communities. A secondary role of the Outreach Team was to provide event support at both the Nationals and the Worlds.

3. Festival Committee The Festival Committee was comprised of community leaders, existing partners and representatives of the City of Hamilton. The experience of chair Jack Pelech and vice-chair Cecelia Carter-Smith led a spirited committee and Festival Staff to achieve goals of multiculturalism, community involvement, diversity and inclusion.

4. Public Partners Committee A coordinating committee designed to facilitate joint issues with the funding partners and HCC. With WCF dealing with protocol issues from funding partners this was a key committee.

5. Festival Guide A comprehensive guide including all Festival Events, community celebrations associated with the Championships, visitor information and advertising/sponsor fulfillment. Distribution of 200,000 guides, including distribution to 100,000 households through the Hamilton Spectator.

6. Official Events 1. Opening Ceremonies The official opening of the Road World Cycling Championships. The goal of the Opening Ceremonies was to create a community event that would “welcome the world” and showcase Canadian culture. This event had a large local component of various cultural performers, Canadian cycling legends, official welcomes from the four funding partners and RWCC chair, and Canadian entertainers Jeff Healey, Sass Jordan, Tom Cochrane and Canadian Idol winner Ryan Malcolm, in his first performance after winning the Canadian Idol title. 2. Gala Dinner Designed to showcase the “Tastes of Canada” with regional cuisine from across the country and featuring wine from the Niagara Region. A foodstation format enabled us to achieve the “regional” theme in a time efficient manner, and also promoted a social atmosphere. Official welcomes from VIPs, as well as local entertainment completed the evening. Sold out event – 800 attendees represented by federal, provincial and municipal governments, UCI Federation Representatives and Executive, key funding partners and sponsors, RWCC Boards and Staff, and public ticket sales. 3. Volunteer Appreciation Event An appreciation event for the 2500 volunteers who contributed their efforts to the race and the festival. Volunteers received complimentary food and beverage, as well as live entertainment and dancing. Official thank you’s from Mayor Wade, RWCC Chairman, COO, and Festival Chair.

7. Partner Events 1. Aboriginal Festival A Celebration of Indigenous People which attracted approx 7500 people. The Aboriginal Festival featured aboriginal dancers and performers, interactive learning centres, crafters, artisans and food vendors. A 4-day event held at Bayfront Park, free admission. 2. Rooftop Arts and Music Festival A 4-day music festival and arts market that showcased the multicultural community of Hamilton. Over 15 ethnic groups were represented in either performance or art in an event that led approximately 9,000 visitors to the undiscovered venue of the Jackson Square Rooftop. Very successful event with a strong likelihood of becoming a legacy event. Free admission. 3. Ferguson Station Rib Row A festival of food and music that was tremendously successful. The Downtown and International Village Business Improvement Associations partnered with WCF to create a 3- day festival which succeeded in achieving the event goals as well as driving business to the core of Hamilton. The success of this event has ensured its place as a legacy event. Free admission. 4. Mohawk in Motion The “Mohawk in Motion Family Zone” created a venue for cycling fans and families on the mountain. This family-themed event hosted over 10,000 people in 3 days, and included a variety of interactive stations and games for children. Various cycling themed events were also incorporated, including a marketplace and extreme cycling show. Mohawk College was one of the first groups to recognize the opportunity to showcase their facilities and commitment to community during the world cycling and was tremendously supportive. Free admission. 5. United Way Stationary Bike Challenge This September event was designed as a “corporate kick off” to integrate the business community, the United Way and to promote the upcoming World Championships. The Investors Group was the lead sponsor and participation ranged from business to community groups and government agencies. This event raised over eight thousand dollars for the United Way of Greater Hamilton and Burlington. 6. Steam Whistle Bikes Bands and Beer Event A festive event that featured Canadian entertainment. A simple format aimed at providing visitors and local residents with a place to celebrate during the race week. 500 guests, with proceeds to the McMaster Children’s Hospital Foundation. 7. Oktoberfest Celebration Similar to the Steam Whistle Bikes Bands and Beer Event, the Oktoberfest Celebration was executed on a simple format, and aimed to provide a point of celebration for cycling enthusiasts on the Saturday evening of race week. Canadian rocker Kim Mitchell entertained approximately 500 guests. Free admission. 8. Festival of the Arts A musical performance held at Theatre Aquarius, in conjunction with the Hamilton and Region Arts Council and the Native Indian/Inuit Photographers Association. This event showcased many aboriginal performers, as well as the Hamilton Philharmonic Orchestra. Approximate attendance of 300 guests, paid admission. 9. Northern Lights Theatre Company A live theatre performance with a cycling theme, performed by a local cast. A 3-evening performance located at the Tivoli Theatre. Approximate attendance of 500 guests, paid admission. 10. Various Smaller Community Events Over 20 BIAs, museums, galleries and organizations featured cycling themed events throughout race week. These events were featured in a special section in the Festival Guide and were given promotional consideration on the Festival website.

G. Successes:

1. Integrating the Aboriginal, Government business and arts communities to produce a festival that truly represents the multicultural and multifaceted culture of Hamilton. This enabled us to create an event that was appealing to local and international guests for all ages and interests. 2. Building a cohesive volunteer base that enabled the community to feel a part of the Championships. 3. Expanding the Road World Cycling Championship event to involve community members who are not necessarily cycling fans. The Festival ensured accessibility to all interest groups, and provided excellent secondary entertainment for international visitors. 4. Enhancing the Road World Cycling Championship to increase the perception that this is a world event – the Festival provided the extra impact to make the event larger than life. 5. The opportunity to showcase many parts of our community such as Bayfront and the downtown core. The Festival Shuttle encouraged visitors to visit different parts of the city. 6. Overcoming initial negative feelings towards the event by focusing on integrating as many community partners as possible. Over 29 Festival Events were included, representing various interest groups. The celebratory feel of the events helped to dissipate some of the community hesitation. 7. Gaining recognition for the Cycling Legends at the Opening Ceremonies

H. Challenges and Recommendations:

1. An increased advertising budget and a more comprehensive promotional schedule would have increased ticket sales. Due to the large number of events, it was difficult to promote sales driven events without compromising partner events. Increased budget would have enabled us to design ads specific to “ticket sales events” and ads specific to partner events. Advertising and promotion needs to start at least 2 months prior to event date to ensure proper coverage – event participation was lower than anticipated, partially due to limited time for promotion. 2. Representation from the Ontario Trillium Foundation on the Festival Committee would have streamlined communication and made the recognition process much more efficient. This would have ensured that the key funding partner was clear on all initiatives, as well as enhancing communication between Festival operations and our partners. 3. Headline entertainers need to be secured at least 90 days prior to event. With the logistics of contracts and sign-offs from major entertainers, advertising and promotion is slowed by approvals. Ticket sales for events such as the Opening Ceremonies can be highly impacted by the excitement of a major entertainer if adequate advertising time is allotted. The 3 week window given to promote the Opening Ceremonies did not allow an opportunity to create community excitement around the event. 4. Due to a relatively short time frame, there was not the opportunity to flush out event and promotional opportunities in Burlington and Niagara. At least 1 feature event, as well as an advertising campaign in each market would have enhanced the Festival and would have drawn residents from these markets to Hamilton. 5. Recommend 12-16 month lead time to put on an event of this magnitude. While we were able to achieve the goals laid out by the Ontario Trillium Foundation and the Festival Committee, there was limited promotional time for the events. Attendance at the events was impacted by the late start on the promotional campaign. 6. A large amount of time spent dealing with roadblocks at City Hall (ie Bike Rally, Hess Village event). This process took a lot of time away during critical planning stages of the event, and pushed deadlines past the point of execution. Again, a longer lead time could have assisted in managing this process. 7. Location is a key factor for Festival events – events that were located close to the race route were well attended, while attendance at the Aboriginal Festival (Bayfront Park) was lower than projected. More promotion of Festival Shuttle may have helped, but general feeling from patrons was that the race was their primary focus, and they wanted to be near the race route at all times. 8. Volunteer recruitment was challenging. The online system used by the Organizing Committee created challenges for the Festival team as volunteers often signed up on both sites, or were confused by the separate sites. Festival volunteer needs are not as specialized as the cycling volunteer needs, and time was wasted trying to mirror cycling volunteer templates. Festival team did not allow enough time for “public volunteer recruiting”, however was successful in recruiting organizations and groups to fill needs. Recommend in future that there is one centralized volunteer recruitment team that recruits for race and festival (and other ancillary events).