HomeMy WebLinkAboutCSD-12-058 - Corporate Sponsorship of Recreation & Leisure FacJ
Staff I d eport
KiTC~,~R tammunityServiresDepartment www.kirchenerca
REPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: April 16, 2012
SUBMITTED BY: Jeff Willmer, Deputy CAO, Community Services (741-2325)
PREPARED BY: Kathleen Woodcock, Manager, Service Coordination &
Improvement (741-2597) and Dylan Matthews, Business
Analyst (741-3400 X3118)
WARD(S) INVOLVED: All
DATE OF REPORT: April 10, 2012
REPORT NO.: CSD-12-058
SUBJECT: CORPORATE SPONSORSHIP OF RECREATION AND
LEISURE FACILITIES
RECOMMENDATION:
That staff be directed to proceed with a sponsorship pilot project at Woodside Park (Step
1, Pilot Project) as outlined in Community Services Department report CSD-12-058; and
further,
That staff be directed to proceed with the development of a corporate sponsorship
strategy (Step 2, Strategy Development) as outlined in Community Services Department
report CSD-12-058.
BACKGROUND:
The purpose of this report is to update Council on the investigation of the possible development
of a corporate sponsorship strategy for the City of Kitchener in response to emerging
opportunities within the City and global pressures that the City is facing. In this report, staff is
referring to a wide range of recreation and leisure facilities which could include sportsfields,
buildings, rooms within buildings, pools, community centres and possibility trails, neighbourhood
parks or natural areas. As this process evolves, staff anticipate that there will be different criteria
for different assets which will be defined more specifically in a strategy.
In May 2005 Council approved policy I-475, Naming/Renaming -Corporate Facilities (Appendix
A). This policy is intended to provide consistent criteria and a process forthe selection of names
for, or the renaming of, corporate facilities in the City of Kitchener. This policy does not refer
specifically to financial contributions except to indicate `...future contributions to financing and
ongoing maintenance (if applicable)" when referring to the staff report submitted in the event of
a naming request.
The City of Kitchener currently does not have a formal strategy regarding corporate
sponsorship. As such, there is not a common unified approach across City of Kitchener
divisions towards entering into a sponsorship agreement, nor a process in place to plan,
implement, monitor and control sponsor and naming rights agreements.
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The Special Events unit does pursue and receive corporate sponsorships for certain events, for
example, BluesFest. Some first supplier agreements are currently in place in City facilities, e.g.,
KMAC and Golf. As well, in the past the City of Kitchener has had capital campaigns that
included naming opportunities, for example, Activa Sportsplex.
As new facilities are built or remodelled and as additional assets are added to the City inventory,
marketing opportunities may exist for the generation of additional revenue. In order to pursue
and capitalize on those opportunities, a strategic framework should exist that provides a
consistent approach across the Corporation. If such a framework were to be developed, many
factors need to be taken into consideration, such as protecting the City's assets, public
perception and involvement, and ensuring that the activity is consistent with the City's vision and
strategic initiatives.
REPORT:
Best PracticeslGuidelines
There are various approaches to corporate sponsorship in municipalities. The research showed
that a haphazard approach can lead to diminished municipal image, frustrated stakeholders and
minimal results; basically outcomes that are not positive for the City or the community. However,
a coordinated approach towards identifying, packaging and marketing the City's assets, as well
as putting the infrastructure in place to manage the program and deliver on the promises to
corporate sponsors, is more likely to yield beneficial results forthe City and the community.
Bernie Colterman, Centre of Excellence for Public Sector Marketing, has worked with many with
municipalities on the development of a corporate sponsorship policy. Similar to Policy I-475,
NaminglRenaming -Corporate Facilities, Colterman suggests some key strategic elements that
should guide a municipal approach to corporate sponsorships as follows:
• having a policy in place that supports the goals of the program, establishes the
parameters for corporate partnerships and ensures transparency in the process.
• having a governance structure in place to vet opportunities and ensure that the best
interests of the municipality are maintained;
• getting senior-level buy-in for the program across all business units that will be affected
by the program;
• addressing perceived or real barriers upfront on such issues as "How will the dollars
raised be allocated?" and "How will this affect program budgets?
• identifying the full scope of assets that the municipality can market to potential corporate
partners as well as the fair market value of these assets;
• having a communications strategy that effectively positions the corporate partnership
program and communicates success stories;
• establishing the required processes and infrastructure to market and manage the
program; and,
• educating staff (all levels) on the sponsorship process and how they can contribute to
the goals of the program.
While all of these elements are important, for the City of Kitchener citizen involvement or
community engagement is a cornerstone of how the business of the City is conducted. An
article from the National Recreation and Park Association in reference to some backlash
experienced in another municipality to a sponsorship process suggests at least three board
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recognition guidelines, aka `citizen driven' guidelines, for sponsorship and naming of parks and
leisure facilities. They are:
1) Use Naming Rights Sparingly
• consider using naming rights at new rather than existing facilities
• preferential to use corporate sponsorship for temporary events versus facilities
• naming facilities within a complex is preferential to naming an entire park or
complex after a sponsor
• use naming rights only when the contribution is a substantial percentage of the
project cost
2) Select an appropriate location for recognizing sponsors
• highlight sponsor contributions at indoor rather than outdoor locations
• perceptions that commercialization can impede the enjoyment of an outdoor setting
parks are perceived to provide relief from commercial advertising
consider recognizing sponsors at off-site vs. on-site locations
• utilizing websites, media and park publications can acknowledge corporate
contributions without impeding on the park and leisure experience
• minimize sponsor recognition in natural settings
3) Establish Size and Content Restrictions
• recognition at public parks should adhere to size, style and content guidelines
consider sign consultants to ensure uniform and appropriate use across facilities
avoid slogans, sales pitches, agency endorsement of sponsors
Another influencing factor and perhaps the greatest pressure of all is that of economic
conditions, locally and/or globally. Economic lean times have put higher pressure on municipal
budgets, while new and existing facilities continue to incur steady or rising maintenance costs.
Municipalities looking to reduce costs yet still deliver quality recreation and leisure facilities and
programming have turned to identifying alternative means of revenue generation. Thus, costs
not covered by sponsorship or donation, or cost recovery through program revenue and user
fees, can ultimately put pressure on the tax base. Corporations, foundations, and individuals
represent a resource for funding the building and maintenance of recreation and leisure facilities
that may otherwise be unrealized without a strategy in place.
Environmental Scan
A scan of municipalities within Ontario, and across Canada reveals that many municipal
governments currently have a policy in place with regards to sponsorship agreements,
advertising, naming and renaming rights for municipal property, buildings and other city owned
elements.
Sponsorship agreements and naming rights contracts present revenue sources for many
municipalities. The policies that have been developed have many commonalities including an
objective to reduce the cost of municipal service provision, a goal of protecting the interests of
the respective municipality, adherence to municipal visions and objectives and providing
guidance and a process framework to City staff in day today business functions.
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Staff found that generally, corporate sponsorship agreements share the following components
• Purpose -define the intent of the agreement and the major objectives to be achieved in
forming an agreement.
• Criteria for Sponsor Relationships- clearly state the requirements that must be met and
processes that must be carried out in order to consider the agreement.
• Scope -clearly define the types of services, property assets and elements that can be
considered informing an agreement.
• Restrictions -listing of circumstances, services, property and asset elements, and sponsor
attributes that would exclude the formation of an agreement.
• Delegation of Authority /Approval Authority -clearly define the types of assets if any and
dollar values that may be approved by various levels of authority (i.e., Council and/or staff).
• Durations -define the term lengths that can be defined in an agreement.
Policies that contained these components seemed more focused and comprehensive.
Other components of a corporate sponsorship strategy/policy include an infrastructure within the
organization to administer the program, an implementation plan for start-up and sustainability
purposes and a comprehensive marketing plan that celebrates the image of the City and the
sponsor.
A summary of some of the cities in the environmental scan is provided in Appendix B, Municipal
Policy Scan. In the policies listed there, the purpose generally speaks to reducing costs while
supporting the goals and values of the City which in Kitchener's case are reflected in the City of
Kitchener Strategic Plan.
Generally the criteria in these policies refer to consistency with City policies, benefits to both
parties and/or in the best interest of the community. Restrictions and conditions vary and can
certainly be included but generally speaking the restrictions reflect the values and principles of
the organization and the community especially in regard to alcohol (e.g., reasonable use, not at
youth events) and tobacco (per legislation). Authority/approval level usually reflects the
hierarchy of the organization, i.e., managerldirectorldeputy CAO up to and including Council.
Regardless of the details of any policy or framework, it appears the opportunity may exist for
Kitchener to balance revenue generation and the honouring of community builders and/or
philanthropists. The following table provides examples of revenue generated in municipalities
that have a sponsorship agreement policy in place.
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Municipal SponsorshipAgreements
City Type Amount**
Calgary Annual Sponsorship Revenue $500,000 (2009}
Winnipeg Annual Sponsorship Revenue $500,000 (2009)
Whitby Naming Rights - `Arena 2' within Iroquois Park Sports
Centre sold to Wendy's $125,000 over 5 years
Whitby Annual Sponsorship Revenue $442,500 (2009)
Mississauga Naming Rights -Hershey Centre $2,000,000+ over 10 years
London Naming Rights -John Labatt Centre $5,000,000 over 10 years
Kingston Naming Rights - K-Rock Centre $3,300,000 over 10 years
Guelph Naming Rights - Sleeman Centre $1,200,000 over 13 years
Windsor Naming Rights -WFCU Centre $1,620,000 over 10 years
Windsor Naming Rights -within WFCU Centre $1,100,000 total
** There are differences between the cities possibly due to the resource systems that are dedicated to
this area.
In a nation-wide survey conducted by Colterman Marketing Group, it was found that 81 % of
municipalities surveyed are involved in some form of sponsorship engagement. Current
corporate revenue practices in municipalities include:
• 26.5% actively recruit corporate sponsors;
• 45% offer naming rights for their facilities;
• 24.3% offer advertising or sponsorships for assets outside of major facilities;
• 47% sell advertising in their arenas;
• 29% sell advertising in their municipal publications.
In Burlington, the policy purpose requires sponsorships to enhance the image of the city with a
restriction on advertising from beer and alcohol companies that specifies they must promote
responsible use.
In Whitby, the naming rights policy contains criteria that any naming must be consistent with
Whitby's vision, mission, existing policies, and should maintain a positive public image. Naming
considerations include public (perceptions, acceptance), financial (cost of signage, records,
maintenance}, internal departments (communications, Fire, Public Works) and corporate and
strategic priorities. The benchmark value for property naming is 30% of total real or capital cost
of property. Sponsored names in Whitby are offered for a specific time period at an agreed upon
fee. Sponsorship is under the supervision of the Sponsorship and Advertising Department.
Windsor's naming rights criteria include significance of contribution relative to operating and
construction costs, significance of contribution relative to market valuation, results of value
assessment, benefits and obligations of sponsor and city, duration and sunset clause
associated with length of time name will be used, renewal rights and demonstrated public
support for sale of naming right to facility.
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Moving Forward
Step 1-Pilot Project
The Woodside Park synthetic fields are scheduled to open in March 2012. There are two fields
located within the park that may present an opportunity to pursue sponsorship options.
Staff is investigating the possibility of entertaining sponsorship opportunities through the
purchasing process as a competitive bid. In order to inform this pilot project, staff is investigating
with user groups about the collection of statistics regarding the use of this facility during the
upcoming season. Data such as the number of games, usage, number of participants per game,
user demographics, etc. will be collected to get a more fulsome picture of the total usage of the
fields. This data could be used to provide supporting documentation if Council were to decide to
proceed with a pilot sponsorship project for these fields. It is intended that any funding realized
will go towards the re-payment of the loan for development costs or to accelerate the
development of new synthetic fields.
Some risks of pursuing this pilot project are
any short term decisions may conflict with future long term strategy guidelines
• proceeding without a thorough asset inventory and market evaluation could result in
undervaluing the amount of an agreement
the current economic climate may not value current assets at their peak, especially if
long term agreements are reached
there may be some community resistance to renaming of Woodside Park
Staff will develop mitigation strategies for these risks pending Council's decision to move
forward with the pilot project.
Step 2 -Strategy Development
With the active development in Kitchener, a corporate sponsorship strategy should exist to
ensure consistency and transparency in sponsorship opportunities.
Some risks associated with this strategy development are:
delaying current opportunities for the roll-out of a formal marketing strategy and/or
policy/project delays could result in lost revenue in the short term
community perception that the City is `for sale' for the right price
cost of development, i.e., possible consultant costs
• require an infrastructure for implementation/maintenance which could mean additional
staffing.
Staff will develop mitigation strategies for these risks pending Council's decision to move
forward.
Step 3 -Implementation
As stated earlier in this report, a coordinated approach toward sponsorship, advertising and
naminglrenaming is more likely to yield beneficial results for the City and the community. There
are some opportunities for implementation of a corporate sponsorship strategy in the future,
namely, the development of the southwest park, the next twin pad arena, more synthetic fields,
and new or existing community centres. With a strategy in place, the City will be in a better
position to optimize the benefits of corporate sponsorships.
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ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
This report aligns with the effective and efficient government foundation in the City of Kitchener
Strategic Plan, specifically Financial Management which includes:
• Invest and manage assets strategically
• Ensure the effective and responsible stewardship of public funds within a supportive
policy framework
• Explore new sources of sustainable revenue
Additionally, this report aligns with the Communications goal and strategic direction of
increasing public participation and generating revenue by promoting the city's programs,
services and enterprises through the development and implementation of strategic marketing
plans.
FINANCIAL IMPLICATIONS:
There are no financial implications at this time. If Council decides to move forward with the
development of a corporate sponsorship strategy, staff anticipate that there may be costs
associated with the engagement of a consultant to conduct a feasibility study as well as lead the
community engagement component of the policy development.
In a subsequent report, Council will be asked to consider implementation options that may
include retaining a consultant and assigning staff resources.
COMMUNITY ENGAGEMENT:
The Community Engagement spectrum (inform, collaborate, consult, entrust) will be utilized
during Step 2 -Strategy Development at which time staff will engage stakeholders through a
variety of methods (e.g. on line surveys, advisory committees) to gain their input and feedback.
A comprehensive communication plan will be developed to build awareness and understanding
of the strategy in the community.
CONCLUSION:
In a recent survey conducted by Colterman Marketing Group of municipal sponsorship activities
nation-wide, it was found that 81 % of municipalities are involved in some form of sponsorship
engagement, whether it is seeking naming rights for facilities or other community assets or
generating financial and in-kind support for programs, events and other community initiatives.
The survey also indicated varying levels of corporate engagement at the municipal level, with
some municipalities such as Burlington, Whitby, and Mississauga taking a very active role in
recruiting sponsors, while others are taking a more passive approach.
Opportunities may exist for the City of Kitchener to realize additional revenue sources via
corporate sponsorship agreements. Successfully initiating, growing, and sustaining these
opportunities require careful planning, and prudent decision making. Facilitating these
objectives is best achieved with the support of clear strategic guidelines that will result in a
common approach, and ensure that the best interests of the City and its assets are served.
ACKNOWLEDGED BY: Jeff Willmer, Deputy CAO, Community Services
Attachments: Appendix A, Policy I-475 -Naming/Renaming-Corporate Facilities
Appendix 8, Municipal Policy Scan
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APPENDIXA
Policy I-475: NaminglRenaming -Corporate Facilities
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8-10
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8-11
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