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The Case for the Province of Ontario to Engage Strategically in Sport Tourism

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The Case for the Province of Ontario to Engage Strategically in Sport Tourism White Paper: The Case for the Province of Ontario to Engage Strategically in Sport Tourism White Paper: The Case for the Province of Ontario to Engage Strategically in Sport Tourism Prepared by January 2011 1 White Paper: The Case for the Province of Ontario to Engage Strategically in Sport Tourism Contact: Rob Kawamoto, Director of Sales, Greater Toronto Regions, Tourism Toronto, tel: 416-203-3810, [email protected] Rick Traer, Chief Executive Officer, Canadian Sport Tourism Alliance, tel: 613-688-5843, [email protected] 2 White Paper: The Case for the Province of Ontario to Engage Strategically in Sport Tourism White Paper: The Case for the Province of Ontario to Engage Strategically in Sport Tourism Preface Passionate about this province—its resources, its opportunities—and its athletes, Canadian Sport Tourism Alliance (CSTA) and Tourism Toronto jointly commissioned this White Paper. It is intended to stimulate focused dialogue and set in motion a compelling strategy to harness the benefits of sport tourism. This White Paper sets out a coherent approach for the Province of Ontario to engage strategically in sport tourism. It is an agenda for renewing the provincial framework—to strengthen the Ontario sport tourism brand, position Ontario as a preferred host for international sport events and focus sport tourism efforts and investments. Brief Outline of this White Paper 1. This White Paper sets out the case for the Province of Ontario to strategically engage in sport tourism as a legacy of the 2015 Pan American and Parapan American Games (2015 PAG). Chapter 1: Introduction 2. The opportunities are plentiful and the benefits are significant; however change is needed if the Province of Ontario is to maximize the benefits. 3. The timing is opportune: leverage the post 2010 Winter Olympics public support and the economic opportunities posed by the 2015 PAG. 4. The framework in which the province operates with respect to sport tourism needs to be renewed. Chapter 2: Focus on Hubs of Strength and Potential 5. Ontario should move forward to fill the gap in international standard summer sport competition and training facilities in eastern North America. 6. Ontario’s strengths provide a competitive advantage. To position Ontario in the highly competitive sport tourism environment, the province must first and foremost leverage Ontario’s strengths—high performance athletes, municipalities active in sport tourism, facilities, resources and capacities. 7. Reposition Ontario in the marketplace. The province needs to demonstrate proactive leadership and be visibly engaged in attracting and hosting major sport tourism events if 3 White Paper: The Case for the Province of Ontario to Engage Strategically in Sport Tourism it is to maximize the benefits. It must develop partnerships among stakeholders and strengthen linkages with corporate sponsors and event rights holders. The province needs to capitalize on the propensity of sport events to attract visitors with a high potential for tourism. Chapter 3: Criteria to Determine Best Bets to Host 8. Event rights holders’ have the sole discretion to determine and award an event to the successful bidder. Understanding and fulfilling event rights holders’ requirements for hosting events is critical to winning bids. 9. Leverage Ontario’s assets—facilities, resources and capacities. A fundamental first step in developing a shortlist of best bid opportunities for Ontario is establishing what infrastructure exists, or is planned and funded, and assessing it against event rights holders’ hosting criteria. This includes sport facilities, as well as accommodation, amenities, attractions, transportation and media accessibility and more. 10. To move forward, Ontario must be strategic about the sport tourism events bids it supports. It must occupy a niche in the marketplace, focus on high yield events and leverage its assets. Chapter 4: Best Bid Opportunities 11. Ontario needs to formalize an assessment framework using criteria derived from its strategic directions for engagement in sport tourism to determine which major events will yield the best bid opportunities for Ontario. 12. Ontario needs to prioritize a short list of best bid opportunities over a ten year period to leverage the 2015 PAG. Chapter 5: Bid More, Win More, Host More 13. New bid opportunities must be consistent with Ontario’s strategic directions and long- term investment plan. The assets gained through the 2015 PAG—sport venues, volunteer base and partnership development—will provide a springboard from which the provincial strategy will gain momentum. 4 White Paper: The Case for the Province of Ontario to Engage Strategically in Sport Tourism Table of Contents Preface ............................................................................................................................................ 3 Brief Outline of this White Paper................................................................................................ 3 Chapter 1: Introduction .................................................................................................................. 7 Chapter 2: Focus on Hubs of Strength and Potential ................................................................... 10 2.1 Fill a Niche in Sport Competition ........................................................................................ 10 2.2 Ontario’s Strengths Provide a Competitive Advantage...................................................... 11 2.2.1 Showcase high performance athletes ......................................................................... 11 2.2.2 Build on municipal experience..................................................................................... 11 2.2.3 Facilities, resources and capacities.............................................................................. 12 2.3 Reposition Ontario in the International Marketplace ........................................................ 14 2.3.1 Demonstrate leadership .............................................................................................. 16 2.3.2 Develop and strengthen partnerships ......................................................................... 19 2.3.3 Leverage to promote Ontario as a destination............................................................ 21 2.3.4 Inventory assets ........................................................................................................... 21 2.3.5 Build capacity............................................................................................................... 21 2.3.6 Manage risk.................................................................................................................. 22 2.3.7 Research and Evaluation.............................................................................................. 23 Chapter 3: Determine Best Bets to Host Guidelines..................................................................... 24 3.1 Event Rights Holders Requirements ................................................................................... 24 3.2 Asset Base ........................................................................................................................... 25 3.3 Strategic Engagement......................................................................................................... 26 Chapter 4: Identify Best Bid Opportunities................................................................................... 28 4.1 Opportunities Assessment.................................................................................................. 28 4.2 Shortlist Best Bid Opportunities ......................................................................................... 29 Chapter 5: Bid More, Win More, Host More ................................................................................ 31 5.1 Moving Forward.................................................................................................................. 31 5.2 Summary of Recommendations ......................................................................................... 32 Appendix A: CSTA Industry Tools.............................................................................................. 35 Appendix B: Economic Impact of Select Major Sport Tourism Events ..................................... 36 5 White Paper: The Case for the Province of Ontario to Engage Strategically in Sport Tourism Appendix C: Ontario Municipalities Active in Sport Tourism ................................................... 38 Appendix D: Detailed List of Event Rights Holders’ Requirements .......................................... 40 Appendix E: Identifying Best Bid Opportunities—Decision Making Framework...................... 42 Appendix F: Top 20 Opportunities............................................................................................ 44 6 White Paper: The Case for the Province of Ontario to Engage Strategically in Sport Tourism Chapter 1: Introduction Sport tourism is one of the fastest growing segments of the tourism industry in Canada with approximately $3.4 billion in annual spending (Statistics Canada 2008) by domestic travelers. It is a powerful tool for increasing economic development, enhancing quality of life and promoting a community’s image nationally and internationally. As a result, attracting and hosting sporting events and related activities has increasingly become a sophisticated, strategic and tactical pursuit. The Province
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