Our Community Profile
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Contest Rules & Regulations (The “Rules”)
WAWANESA TOY DRIVE CONTEST Contest Rules & Regulations (the “Rules”) By entering this Contest, you acknowledge having read these Rules and agree to abide by them. Contest is subject to federal, provincial and municipal law. 1. GENERAL: By entering this Contest, entrants accept and agree (i) to be bound by the terms and conditions of these Rules, and (ii) to accept the decisions of the Sponsor as final and binding in all respects. This Contest will begin on October 30, 2019 (the “Contest Period”). This Contest is being run by The Wawanesa Mutual Insurance Company (the “Sponsor”). Although this Contest may be communicated or promoted through social media, it is not sponsored, endorsed or administered by, or associated with any social media and questions or issues should be directed to the Sponsor. 2. HOW TO ENTER: Each new, unwrapped toy donated at select Canadian Hockey League (CHL) games set out in Schedule A – Toy Drive Games or at participating Wawanesa Insurance brokerage partner locations during the Contest Period will give the entrant 1 entry into this Contest. NO PURCHASE NECESSARY. To enter without donation, during the Contest Period, entrants can submit a 500-word essay on why they love their local CHL Team that includes their full name, email and phone number to [email protected] for 1 entry. 3. ENTRIES: All Contest entries become the property of the Sponsor and will not be returned. The Sponsor is not responsible for any lost, damaged or illegible entries, and retains the right to disqualify entrants who do not comply with the Rules. -
Basketball WA Amended By: AB 11.12.2020 Responsible Person: AB Scheduled Review Date: Oct 2021 Basketball WA
Document: Rules of Operation Version: 1.0 Managed by: Basketball WA Amended by: AB 11.12.2020 Responsible person: AB Scheduled review date: Oct 2021 Basketball WA NBL1 West – WA State Basketball League RULES OF OPERATION Amended by Adam Bowler, NBL1 West - General Manager on 11.12.2020 WA SBL Rules of Operation 1 Document: Rules of Operation Version: 1.0 Managed by: Basketball WA Amended by: AB 11.12.2020 Responsible person: AB Scheduled review date: Oct 2021 Contents DEFINITIONS AND INTERPRETATION ....................................................................... 7 PART 1 – INTRODUCTION ......................................................................................... 12 1.1 Management ....................................................................................................... 12 1.2 Aims .................................................................................................................... 12 1.3 Competition Structure ......................................................................................... 12 1.4 Conferences ....................................................................................................... 12 1.5 Entry ................................................................................................................... 12 PART 2 – LEAGUE ADMINISTRATION ...................................................................... 14 2.1 Rules of Operation .............................................................................................. 14 2.1.1 Establishment -
Multi-Use Facility Task Force Report of Findings
City of Charlottetown CHARLOTTETOWN MULTI-USE FACILITY TASK FORCE COMMITTEE >> Report of Findings: December 2017 1 City of Charlottetown Multi-Use Facility Task Force Report of Findings Contents Executive Summary Part A: Understanding the Infrastructure Challenge Executive Summary ......................................................................................................................... 4 1 Background and Overview ...................................................................................................... 9 1.1 Establishment of the City’s Task Force ............................................................................ 9 1.2 Composition of Task Force .............................................................................................. 9 1.3 Task Force Objectives ...................................................................................................... 9 1.4 Professional Consulting Resources Deployed ............................................................... 10 1.5 Organization of the Report ............................................................................................ 10 1.6 In-Scope Facilities .......................................................................................................... 10 1.6.1 Multi-Use Sports and Event Centre (MUSEC) ........................................................ 11 1.6.2 Community Recreation Facilities ........................................................................... 11 1.6.3 Combined Community Recreation and Event -
St. Catharines Community Profile
Message from the Mayor On behalf of the City of St. Catharines, I would like to take this opportunity and commercialize ideas and supporting an innovative and creative to open our doors and illustrate why St. Catharines is quickly becoming economy. one of Ontario’s most promising urban growth centres and the location of your next great investment. City Council has developed a new Strategic Plan that will continue to build on these investments to achieve our bold vision to be the most dynamic, St. Catharines is entering an exciting period of economic renewal and innovative, sustainable and livable city in North America. urban revitalization. Recent developments have changed the face of our community for generations to come with public sector investments in Our community has a long history of hard work and innovation. We are infrastructure and arts and culture acting as a catalyst for private sector growing and changing and we are looking forward to new opportunities investments that will drive the prosperity of our great city. to harness our natural assets, human capital and enable the creative forces of our community. There is no better time than now to invest in Public sector investments in arts and culture and infrastructure total more St. Catharines. than $1 billion including: Our Economic Development team can offer the information and resources • $50 million for the downtown Meridian Centre which has space for you need to make your vision a success with timely, personalized support 5,300 hockey spectators and 6,000+ seats in venue space that is responsive to today’s fast-paced business environment. -
Brampton Vision 2022
BRAMPTON VISION 2022 BRAMPTON VISION 2022 1 BRAMPTON VISION 2022 What Would A CEBL Team in Brampton mean to you? “We need a sports team in that arena - as a basketball fan CEBL is the next best thing after the Toronto Raptors...I will support this franchise” - David Dunlop, Brampton Resident What would it have meant to you to grow up and have a professional team in your hometown that you could have aspired to play for? “To say that it would be a dream come true to have a CEBL team in Brampton would be an understatement. There is so much pride that comes from representing Brampton for the guys who have come out of Brampton. But it’s a much greater pride to be one of the guys to represent Brampton at the pro level.” - Kenny Ejim, Player, Hamilton Honey Badgers WHAT THE CEBL DOES FOR BRAMPTON As a partner with the City, the CEBL: • will draw national and international attention to • is the top FIBA league in North America and is Brampton through broadcasts and other media among the best of the 200 pro basketball leagues coverage and can be used to boost economic operating globally. development through major basketball events (i.e. Championship Weekend, BCLA, Canada • aligns with Brampton’s emphasis on innovation Basketball/FIBA events, U Sports, 3x3, etc.). and entrepreneurship. The CEBL is owned and operated by entrepreneurs with extensive • can be an asset for the City’s sponsorship experience in major pro sports (NBA, NHL, program for Recreation, and can be used to CFL, NLL, NBL, IMG, PGA Tour, Olympic sports, promote Parks & Green City initiatives (i.e. -
CEBL Operations Internship Spring-Summer 2021
Position: Operations Intern Reports to: Manager, League Operations Location: Niagara Region Duration: Spring Semester (May 2021 – August 2021) The Canadian Elite Basketball League is looking for a qualified, self-starter to assist its Operations Team. The successful candidate must have a passion for sports and looking to impact the community in which they work. About the Canadian Elite Basketball League (CEBL) The CEBL led the NHL, NBA and later the CPL in returning to play in Canada after the coronavirus shut down the sports world in March of 2020. The CEBL Summer Series put professional basketball on the television and digital screens of millions of viewers across Canada and around the world, establishing the league as the top Canadian-based global team sports brand. The 2021 season, set to start on June 5 2021, will build on that momentum with an expanded viewing audience around the world, and locally through an innovative approach to addressing the uncertainties due to the pandemic around having fans in arenas across the league. A league created by Canadians for Canadians, the CEBL has the highest percentage of Canadian players of any professional league in the country, with 80 percent of its 2020 rosters being Canadians. Players come from the NBA G League, top international leagues, the Canadian National team program, and top NCAA and U SPORTS programs. It uses FIBA (International Basketball Federation) rules, and player and referee standards set by its partner, Canada Basketball. The CEBL became the first professional basketball league in the world to use the Elam Ending in FIBA competition when it incorporated the innovative conclusion into all of its games during the 2020 CEBL Summer Series. -
Governance Relationships in Football Between Management and Labour Roitman - Governance Relationships Marston, C
Building on the two prior CIES governance studies, this is the third FIFA-mandated research analysing governance relationships in football. This book focuses on those Editions CIES between football’s employers (clubs, leagues and even NAs) and its labour force. Based on a sample of forty countries across all six confederations and questionnaires from players’ associations, leagues and national associations, this research surveys and compares the diverse ‘management-labour’ approaches and scenarios in both men and women’s professional football worldwide. GOVERNANCE RELATIONSHIPS The authors place a special focus on players’ associations and highlight the variety of IN FOOTBALL BETWEEN structures found world-wide. The findings here contribute to a better understanding MANAGEMENT AND LABOUR of the systems, models and relationships in place around the globe when it comes to PLAYERS, CLUBS, LEAGUES & NATIONAL ASSOCIATIONS ‘management’ and ‘labour’. This book explores the representation of Kevin Tallec Marston, Camille Boillat & Fernando Roitman players within decision-making structures at club, league and national association level as well as the regulatory contexts and negotiation instruments linking players and management - such as collaborative agreements/MoUs, CBAs, minimum contract requirements and dispute resolution. In addition, this study provides a first ever global exploration of some of the inner workings of players’ associations and an overview of the key issues in professional football from the player’s perspective. The final chapter offers several models and frameworks illustrating the governance relationships between players and management. All three authors work at the International Centre for Sport Studies (CIES). Kevin Tallec Marston earned his PhD in history and works as research fellow and academic projects manager. -
Before They Turn Pro: Superstar Attendance Effects in the Ontario Hockey League (2011-2019)
Before They Turn Pro: Superstar Attendance Effects in the Ontario Hockey League (2011-2019) Austin Lemieux (0300077748) Major Paper presented to the Department of Economics of the University of Ottawa In partial fulfillment of the requirements of the M.A. Degree Supervisors: Professor Pierre Brochu, Professor Louis-Philippe Morin ECO 6999 Ottawa, Ontario July 20th, 2020 Acknowledgments I would like to thank supervisors Pierre Brochu, and Louis-Philippe Morin for their helpful comments throughout my research. Your guidance and passion helped make this paper both enjoyable to write, and gave me an invaluable learning experience that I truly appreciate. [1] Abstract This paper researches superstar player effects on the announced attendance and the probability of a sellout in the Ontario Hockey League for the 2011-2012 to the 2019-2020 regular seasons. Using a rich panel data set of game-level information, I find superstar players have a significant positive effect on the attendance of regular season games. Superstar players are also found to have an economically significant impact on the probability of a sellout, but this latter result is in most cases statistically insignificant. Finally, the superstar effect for sellouts and attendance are seen to change depending on the definition of a superstar, and also if the superstar plays on the home or away team. [2] 1. INTRODUCTION An intriguing topic in the field of sports economics is the study of attendance demand. Investigating which factors influence fans to attend live sporting events has major implications for sports franchises and leagues, local economies, and also further contributes to our understanding of consumer choice. -
An Analysis of New And/Or Expanded Event and Convention Facilities In
A N ANALYSIS OF N EW AND / OR E XPANDED E VENT AND C ONVENTION F ACILITIES IN S ASKATOON Prepared for: SaskTel Centre, TCU Place and the City of Saskatoon March 2018 Final Report: March 2018 1 T ABLE OF C ONTENTS 1. Introduction ………………………………………………………………………………………… 3 2. Saskatoon Context ……………………………………………………………………………… 7 3. Facility Condition Assessments …………………………………………………………… 15 4. Market Potential and Size Parameters ………………………………………………. 20 5. Location, Co - Location and Preferred Site Characteristics …………………. 25 6. Location Options and Project Cost ……..……………………………………......... 31 7. Financial Analysis ………………………………………………………………………………… 40 8. Economic Impact Analysis …………………………………………………………………. 47 9. Capital Sources …………………………………………………………………………………… 55 10. Conclusions …………………………………………………………………………………………. 59 Appendices Appendix 1: Interviewees …………………………………………………………………… 63 Appendix 2: Case Study Write Ups …………………………………………………….. 65 Appendix 3: Large format 3D Study Models …………………………………..... 88 Appendix 4: SJ Research Services Economic Impact Report …………… 91 Volume I: SaskTel Centre Volume II: TCU Place Final Report: March 2018 2 2 1. I NTRODUCTION Final Report: March 2018 3 3 I NTRODUCTION Saskatoon is a growing community and is currently the 17th largest metropolitan centre in Canada with a population of over 250,000. Between 2006 and 2014, Saskatoon experienced a prolonged economic boom, with rapid growth driven by residents returning from out - of - province for unprecedented job opportunities created by a booming resource economy. Saskatchewan is rich in natural resources with uranium, oil, potash and farming representing the foundation of the region’s economy. Although the economy has slowed since 2014, the City of Saskatoon (the “City”) is planning ahead to ensure the right decisions are made now to prepare for a future population of 500,000. TCU Place and SaskTel Centre are City - owned public assembly facilities. -
Build a Stadium Downtown and They Will Come
Briefing Note No. 8 | May 2017 Build a Stadium Downtown and They Will Come By James Barsby On March 7th 2017, the Council of the City of Greater Sudbury approved the decision to move forward (Keown 2017) with a new 5,800-seat ice-only arena at a price tag of $100 million – much of which to be financed internally by the city through taxpayer dollars (Henderson 2017). The new arena would result in the Sudbury Wolves (an OHL hockey team) moving from their current home in downtown Sudbury, the Sudbury Community Arena, to a suburban location which some hope will create a new commercial hub in Sudbury (True North Strong Event Centre 2017). The decision to move the Sudbury arena leads to a number of important questions about sports stadiums and cities, such as: what models for stadium location exist, what is the industry standard in stadium location, and what is best for the City of Greater Sudbury? Proposed Design of the True North Strong Centre Source: truenorthstrong.info Northern Policy Institute / Institut des politiques du Nord 2 Build a Stadium Downtown and They Will Come | May 2017 Research for this piece resulted in the identification reason for the transition away from the suburban, sports of three models for the location of sports arenas: journalism has certainly championed the change the suburban stadium, the mixed model and the (Garrioch 2016). downtown arena. The mixed model is a relatively new and increasingly The suburban model, for example the Canadian Tire popular model where an arena is placed in a Centre in Kanata (a suburb of Ottawa) features a neighbourhood outside of the downtown core, but is stadium in a suburb outside of a large metropolitan accompanied by a small commerce park. -
City of Hamilton Entertainment Venues Review Final Report
Appendix "A” to Item 2 of GIC Report 19-015 Page 1 of 130 City of Hamilton Entertainment Venues Review Final Report 15 August 2019 Appendix "A" to Report PED18168(b) Page 2 of 130 Confidential and Proprietary – Disclosure of this report to third parties is prohibited. It is intended to be used solely by the City of Hamilton. This report is confidential and has been prepared to assist the City of Hamilton. Our report has not considered issues relevant to third parties. Any use a third party may choose to make of this report is entirely at its own risk. © 2019 Ernst & Young LLP. All rights reserved. Front Cover Photo Credits: 1 – https://canadianbeats.ca/2018/09/11/in-photos-ccma-awards-2018/ 2 – https://upload.wikimedia.org/wikipedia/commons/thumb/7/7f/FirstOntario_Centre.jpg/300px-FirstOntario_Centre.jpg 3 – https://en.wikipedia.org/wiki/FirstOntario_Concert_Hall#/media/File:FirstOntarioConcertHall.jpg 4 – https://www.soundcheckentertainment.ca/kenny-chesney-in-hamilton/ 5 – https://stadiumjourney.com/stadiums/firstontario-centre-s1196 2 Table of Contents Appendix "A" to Report PED18168(b) Page 3 of 130 Introduction......................................................................................................................................4 1.1 About the Entertainment Venues Review ........................................................................................ 4 1.2 Project Goals ............................................................................................................................... 5 1.3 Structure -
Dean Brody & Dallas Smith
FOR IMMEDIATE RELEASE: TWO COUNTRY ICONS - DEAN BRODY & DALLAS SMITH - BAND TOGETHER FOR EPIC FALL CROSS-COUNTRY TOUR Friends Don’t Let Friends Tour Alone Will Head Across the Country, beginning in Ontario Sept 18, 2019 Tuesday March 5, 2018 – This fall will bring together two iconic country artists, Dean Brody and Dallas Smith, for the larger-than-life, Friends Don’t Let Friends Tour Alone Tour beginning in Sault Ste. Marie on Sept 18 before heading across the country. Shortly thereafter, the two unique artists known for their multiple #1 smash hits, will take to the Budweiser Stage in Toronto for an epic co-headlined evening, along with special guests Chad Brownlee, and MacKenzie Porter who will join Brody and Smith on the national tour. Tickets will be available as of March 8 at 10am local time, at www.livenation.com. VIP tickets for this impressive show will include intimate performances and meet and greets with Brody and Smith, along with early access to merchandize, and a gift bag. With multiple JUNO Awards and a plethora of CCMA Awards to each of their credits, Dean Brody and Dallas Smith remain two of the most celebrated artists in Canadian Country Music. New music is on the immediate horizon from both artists heading into the summer festival season and tour, with Smith’s EP “The Fall” out on March 15, which includes his latest chart topping single, “Rhinestone World”, and Brody dropping a brand new single March 8, titled “Whiskey in a Teacup”, followed by a brand new EP in April.