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Annual Report Annual Report June 1, 2010 to September 30, 2011 Message from the Board Chair Message from the President & CEO In 2007, the Whistler Sport Legacies Board was formed by For the first six months of operation, through the summer of members appointed by the seven nominating organizations. 2010, WSL focused on building the staff team; developing IT Some of the first activities that the Board pursued were the and communications systems; building the software systems development of a vision, mission, and core values. Once for accounting, payroll, point of sale; and readying the venues WSL took over the three Whistler legacy venues, and a core for legacy operation. The 2011 fiscal year was WSL’s first full Table of Contents group of staff were hired, the Board worked closely with the year of operation which resulted in a substantial transition President to ensure WSL’s mandate was achieved through the from the Games period. The 2011 winter season launched Messages from development of annual business plans. WSL Board Members with the FIBT World Cup in November and progressed Chair & President .................i consulted with VANOC, in partnership with the Province of BC through a series of challenges and opportunities as sport and sport in Canada, including the Own the Podium program returned to the venues for training and competition. About WSL ......................1 and the Canadian Sport Centre Pacific. Vision, Mission, Values ...........2 Business plans developed in 2007 for the legacy operations Whistler Sport Legacies provides athletes with an opportu- of the venues were adjusted to fit a challenging economic cli- Key Focus Areas .................2 nity to discover, develop, and excel in their chosen sport and mate and will continue to evolve as we adapt to the changing host competitions at all levels. WSL also supports a healthy environment of sport and recreation. Through this discovery Year in Review...................3 lifestyle by developing programs that encourage participa- and adaptation phase, staff built upon their knowledge of the Whistler Olympic Park . .4 tion in sports at a recreational level. By hosting competitive venues and the significant resources required for mainte- sport events, WSL is able to facilitate the growth of sport in nance, operation, mitigation, and repair. Whistler Sliding Centre . 7 the Whistler area, aid in the development of high perfor- mance athletes, and generate economic impact and regional WSL is dedicated to exceeding the post-Games expectations Whistler Athletes’ Centre........10 and international media profile for the communities of of our partners as our Federal and Provincial governments Financial Summary .............12 Whistler, Squamish, and beyond. made a significant investment into the venues for the 2010 Olympic and Paralympic Winter Games. All of Canada is Grant Thorton The WSL Board is pleased with the progress that staff made looking forward to greater success in winter sport on the Financial Statements . .A1 in the first year and a half of operation, and looks forward world stage and on Canadian soil as athletes have more to sustainable success in a competitive sport and tourism opportunities to train and compete at home in state-of-the- environment. art sport facilities. The region is looking forward to enhanced recreational cross country skiing and the opportunity to Bill France, inspire children in sport. Whistler is looking forward to a new Board Chair community partner that adds value to the economy and helps Whistler deliver on a Sport Tourism Strategy. Overall, 2011 was a modest beginning that built a solid foundation for the development our products and delivery systems for 2012 and beyond. Keith Bennett, President & CEO Whistler Sport Legacies i Annual Report • June 1, 2010 to Sep. 30, 2011 About Whistler Sport Legacies In March of 2007, the Whistler 2010 Sport Legacies Society was incorporated under the BC Society Act. The Society was established by VANOC to promote amateur sport and athletics in Canada by operating world-class facilities post- Games for the training, competition, and accommodation of Canadian high-performance athletes. Those facilities include Whistler Olympic Park, the Whistler Sliding Centre, and the Whistler Athletes’ Centre. Initial activities of the Society were the establishment of Bylaws; a Post-Games Operating Agreement and Sport Access Expectations; an Asset Transfer Agreement; preliminary business planning and the develop- ment of vision, mission, and core values. The Society is governed by a Board of Directors. There are seven nominating entities (Canadian Olympic Committee, Canadian Paralympic Committee, Province of British Columbia, Resort Municipality of Whistler, VANOC, Lil’wat Nation, Squamish Nation) that each appoint a person to become a volunteer member of the Society. The members of the Society form the Directors of the Board. Through 2010, the Board met regularly with VANOC to gain an understand- ing of the facilities in preparation for the transfer of the lands, leases, and facilities to Whistler Sport Legacies in June 2010. WSL supports operations and capital investments through three primary sources: (1) revenue generated from venue programs (2) funding obtained from the Legacy Endowment Fund (3) and funding obtained from the BC Provincial Government. Our vision is to inspire sport excellence and drive community, economic, and social benefits within a sustainable environment. Whistler Sport Legacies Annual Report • June 1, 2010 to Sep. 30, 2011 1 Our Partners – we will cultivate the spirit of collaboration WSL Vision, Mission, and Values and diversity that will encourage our partners to realize a shared, mutually beneficial vision. We will listen to each Vision other’s perspectives and continually learn from one another To inspire sport excellence and drive community, economic, to ensure clear understanding, informed participation, and and social benefits within a sustainable environment. effective decision‐making. Our People – a workforce that is diverse, inclusive; and Whistler Sport Legacies’ Mission attracts, builds, and retains the best individuals; and where venues keep the Olympic colleagues respect one another and are dedicated to the To operate its Olympic and Paralympic legacy venues to flame burning by hosting best interest of the organization. We are an organization that advance high performance sport development and recre- world-class sport events, ational sport participation, in a manner that ensures eco- respects work‐life balance and recognizes and encourages nomic, environmental and social sustainability. healthy lifestyles. offering residents and visitors the opportunity to continue to A Resilient Organization – that manages the facilities and Values ecological systems for the long term, supported by a healthy experience sliding and Nordic The values represent what is important to WSL as an organi- business model. The WSL is an organization that is transpar- sports in a Host Mountain zation. WSL’s values help formulate the priorities and actions ent in its dealings, that is strategic and flexible in its decision‐ Resort community.” necessary to achieve the vision. making, and that is accountable to its stakeholders. Jan Jansen, Our Natural Environment – our role as responsible stewards General Manager, Resort Experience, Resort Municipality of Whistler of the environment, respecting and protecting the land Key Focus Areas placed under our control. We will continually seek ways to reduce our impact on the environment and operate in Financial – Develop a business model that ensures financial harmony with natural systems. resilience over the long term. Excellence in Sport – the drive for excellence, as well as the Sport – Provide world class facilities for athletes to discover, respect, cooperation, and personal achievement embodied develop, and excel in their chosen sport. in good sportsmanship and participation in athletic develop- ment throughout the life cycle. We will support opportuni- Health – Encourage a healthy lifestyle by developing pro- ties that recognize the importance of facilities, people, and grams that encourage participation in sports at a recreational programs that encourage athletes to reach for the top. level. Our Guests – and our desire to provide an exceptional expe- Tourism – Utilizing the venues to generate tourism visits and rience that inspires them to support and participate in sports economic spin‐off for the region. and healthy lifestyles. Their experiences here will bring them Employees – Ensure opportunities for employees to grow, back, and turn them into champions for our vision. develop, and participate in rewarding career experiences. Whistler Sport Legacies 2 Annual Report • June 1, 2010 to Sep. 30, 2011 Year in Review This report begins with the transition year of 2010 when the The Whistler Sliding Centre launched a public Sport venues were transferred to the Whistler 2010 Sport Legacies Experience Program (SEP) for Skeleton in February 2011, Society (WSL), resulting in a change in usage for the period then launched public Bobsleigh and Skeleton programs of June 1, 2010 through September 30, 2010. Whistler 2010 in December 2011. These programs were very successful Sport Legacies Society took possession of the Whistler considering a challenging economic climate and competitive Olympic Park (WOP), the Whistler Sliding Centre (WSC), and products in a tourism destination. the Whistler Athletes’ Centre (WAC) on May 31, 2010. Prior to that date, the venues belonged
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