Simon Hudson Chapter 10 The Economic, Social and Environmental Impacts of Winter Sport Tourism.
The Sport Tourism Economic Assessment Model
Transcript of The Sport Tourism Economic Assessment Model
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The Sport Tourism Economic Assessment Model
Tony Fisher Director of Research
Canadian Sport Tourism Alliance
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Before we begin…
Questions are encouraged!
• The STEAM model – what it is and how it
works
• How to use STEAM
• Interpreting and understanding the results
• STEAM / STEAM PRO and on-site analysis
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Motivation
• One of the objectives of the CSTA is to raise the profile of the economic benefits associated with hosting sport events
• When we began, we quickly realized that there were many sources of error associated with measuring economic impact: – Number of visitors
– Spending of visitors
– Multipliers used
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History of STEAM
• Research on developing a model began in 2001
• Engaged a number of partners including
– Sport Canada
– Canadian Association of Convention and Visitors Bureaus
– Canadian Tourism Commission
– Skate Canada
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STEAM – the Solution
• STEAM addresses these issues in two ways:
– The model uses a consistent set of visitor profiles
• Specific to sport
• Calibrated based on more than 10,000 on-site surveys collected at 50+ events across Canada
• Expenditure profile varies based on location of event, age of participants, distance traveled, etc.
– STEAM has a nationally consistent set of multipliers
• Developed for CSTA by Conference Board of Canada
• Regularly updated based on changes in Tax / I-O structures (i.e. HST, introduction of NAICS)
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STEAM - Structure
Event Projections
• Visitor Estimates
• Operational Expenditures
• Capital Costs
STEAM
• Visitor Spending Profiles
• Economic Impact Multipliers
Economic Impact
• GDP
• Jobs
• Wages & Salaries
• Taxes
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Unique Features
– Web based tool
– Specifically developed to estimate economic impact of sport events
• Future Events
• Past Events
– STEAM can be used for a variety of sports events, from small (30 participants) to large (20,000 spectators)
STEAM - Background
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Why Use STEAM?
• Feasibility Tool – Does hosting the event make financial sense?
• Accountability – Did it deliver on its promise?
• Due Diligence – Did you consider all aspects associated with the event?
• Partnership Development – Help persuade financial/non-financial partners
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Using STEAM – Required Information
• To use STEAM, start with the minimum information about your event:
• Required to project number of out of town
visitors and participants attending event
Visitor Estimates
• Need to have an estimate as to aggregate cash expenditures broken down by type of spending
Operational Expenditures
• Projected total cost of all capital construction and major renovations
Capital Expenditures
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• Proceed to www.canadiansporttourism.com
• Sign in to the members section using your member username and password
Signing In
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• Select Access STEAM under the Members Home tab on left
• Choose the appropriate province
• Note the User’s Guide is available to download from this page as well
Signing In
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Challenges With Signing In
• If you have problems signing in (i.e. you don’t see anything), 99% of the time it is because of a pop-up blocker
• Pop-up blockers need to be disabled from:
– Web browser (Under Tools menu in IE)
– Many ‘Toolbars’ such as Google, Yahoo, etc., also have pop-up blockers; we recommend you disable these
– Note that STEAM works best using IE
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STEAM – Main Menu
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STEAM – Adding Projects
1) Type Name
3) Click Close
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STEAM – General Input
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Visitor Estimates
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What is an out-of-town visitor?
• Don’t want to include spending of local residents as their money is a transfer, they would likely be spending money within host city
• Old definition: – 80km one-way, or overnight away from home, except
40km in Ontario
• New definition: – Outside of your usual spending environment
• Important to establish a definition and stick with it!
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Define your local area
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STEAM – Visitor Attendance
• In using STEAM, all figures should refer to out-of-town visitors
• Information regarding expected attendance can be derived from a number of sources: – Historical attendance at annual events
– Attendance of similar events in host community
– Marketing plan (e.g. are you marketing locally or nationally)
– Capacity of venue (and accommodation capacity of host region)
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STEAM – Participant Input
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Visitor Input Ontario STEAM - Participant Input
Number of unique out of town participants 0
Percentage of out of town participants staying overnight (0-100) 100
Overnight participants (0-100) Participants from Canada (%) 10 Participants from U.S. (%) 10 Participants from Overseas (%) 80
Canadian overnight visitor origin(0-100) Out of town up to 320km, regardless of province of origin (%) 10 More than 320km and the same province as the event (%) 10 More than 320km and a different province as the event (%) 80
Average overnight length of stay (nights) 7.0
Age of participants (0-100) Participants under 19 (%) 80 Participants 19-44 (%) 10 Participants 45 and over (%) 10
Participants under 19 who are staying in commercial accommodation (%) 100
Same Day participant Average number of day trips taken by each participant 3.0
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• Data entry is similar to that of Participants with the addition of a question about the importance of the event in the travel decision
– In most cases, this will be 100%
STEAM – Spectator Input
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• When people travel and are not responsible for final bill, they tend to spend more
• Last visitor category includes those who are usually sponsored, members of media and VIPs
STEAM – Media/VIP Input
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Capital Expenditures
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STEAM – Capital Expenditures
• Need to ensure that all capital expenditures are directly associated with the event
• Changes to physical structures (permanent) – Clubhouse renovation $150,000
– Driveway repaving $100,000 • Paving was originally scheduled for September 2012, but
was accelerated to take place before the event, therefore we do not include the driveway expenditure, as it would have occurred anyways
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STEAM – Capital Input
British Columbia STEAM - Capital Input
Enter Capital Spending on:
Buildings and Renovations $0
Machinery and Equipment $0
Furniture and Fixtures $0
Transportation Equipment $0
Other Supplies $0
Other Services $0
Total (calculated) $0
Enter the % of construction costs that are attributed to local firms
100
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Operational Expenditures
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STEAM – Operational
Input
A full description of the categories can be found in the user’s guide IMPORTANT You must enter revenues that are equal or greater than your expenses
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STEAM – Operational Expenditures
• Need to classify budgetary expenses into STEAM categories
• Examples:
– Operations $20,000
• Actually comprised of the following components:
– Rent $ 10,000
– Insurance $ 500
– Security $ 5,000
– Renovations $ 4,500
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STEAM – Operational Expenditures
• Administration $40,000
– Components
• Salaries $ 10,000
• Rent $ 10,000 – (Donated)
• Office Supplies $ 2,000
• Advertising $ 10,000
• Communications $ 8,000
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STEAM – Operational Expenditures
• Need to classify budgetary expenses into STEAM categories
• Major categories are: – Salaries, Fees, etc.: paid positions of host society,
tournament managers, etc
– Rent: venues, tents, fencing, TV’s, other AV, etc.
– Communications: cell phone, internet, etc.
– Merchandise: goods you are selling, volunteer uniforms, etc.
– Transportation and Storage: bus rentals, etc
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Operations – Misc. Goods & Services
• If some expenses don’t easily fit into the STEAM categories, use the catch all categories of other goods & other services
– Goods: trophies, decorations, etc.
– Services: garbage disposal, security, etc.
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STEAM – Operational Expenditures
• In order to accurately capture the true economic benefits of the event for the host city, some adjustments to operational budgets are also necessary
– Exclude all value in kind donations
– Exclude all transfers (i.e. TV rights and fees for other organizations)
– Exclude all inter-city transportation
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Operations Food & Bev and Accommodation
• STEAM has 3 categories for Food & Bev and Accommodation – Organizing committee: expenditures made and consumed
by event organizers (e.g. food for volunteers)
– Participants: expenditures made on the behalf of participants
– Media / VIP: expenditures made on the behalf of media / VIP members
• If you use the participants and media / VIP categories, you need to let STEAM know what proportion of these groups are being sponsored (enter as % between 0-100)
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Case Study
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Case Study - Assumptions
• BC U14 Boys Basketball championship, hosted in Richmond
• Remember, in using STEAM, all figures should refer to out-of-town visitors
• In this case, we are using team registration information
• Estimate that there are an average of 13 players and 2 coaches / trainers / managers per team (15 total)
• A total of 117 teams, 82 teams from out-of-town
• Doing the math = 1,230 out of town participants
• Assumed 1.5 family members for every player, thus an additional 1,845 spectators
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Visitor Input
• Once you have determined number of visitors, figure out proportion who are staying overnight (provincial championships, so almost everyone ~90%)
• Overnight length of stay (in nights) = 2
• Number of day trips – most play on Friday and Saturday, about 1/3 of teams make the playoff rounds on Sunday, so number of day trips is 2.3
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Operations Input Enter Operating Expenditures on: Salaries, Fees and Commissions $14,790 Advertising Services $0 Professional Services $0 Financial Services $0 Rent $20,000 Laundry and Cleaning Services $0 Other Services $0 Communication $100 Energy and Other Utilities $0 Office Supplies $125 Other Supplies $0 Repairs $0 Food and Beverages – Prepared $350 Accommodation $500 Merchandise and Retail $0 Personal Travel $1,480 Transportation and Storage $300
Total Expenditure $37,645 Total Event Revenue $52,650
Operating Surplus $15,005
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Presenting your results
•The combined expenditures of visitors, event operations, and capital expenditures as a result of hosting the U14 Boys Provincial Basketball Championship were estimated to reach (1a) $646,000 in the Province of BC.
•The event is estimated to have generated (2a) $709,000 in GDP in BC (net economic activity), of which (2b) $454,000 occurred in the City of Richmond.
•A total of (3b) $329,000 in wages and salaries were paid in Richmond, with an additional (3c) $132,000 paid throughout the rest of the BC; supporting an estimated (4b) 10 jobs in the city, and an additional (4c) 2 jobs in other areas of the province.
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Presenting your results
• In summary, the spending generated an estimated (6a) $1,419,000 in economic activity, of which (6b) $980,000 occurred in the City of Richmond.
• The event supported (5.4a) $333,000 in taxes; of which (5.1a) $148,000 accrued to the federal government. Additionally, (5.2a) $120,000 in tax revenue was supported in the province with (5.3a) $66,000 in municipal taxes supported, of which (5.3b) $54,000 accrued to the City of Richmond.
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INTERPRETING YOUR RESULTS
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Economics 101
Induced
Indirect
Direct
• The economic impact of an event can be measured at three levels as the money flows through the economy – Direct
– Indirect
– Induced
• The bottom line… most results report all 3 of these
• Some Stats Can I/O models do not have induced EI
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Economics 101
• Among the detailed outputs, the model reports two types of economic measures: – Total Output
• The total amount of economic activity in generated as a result of the initial expenditure (could involve double-counting)
– Gross Domestic Product (GDP) • The amount of net economic activity as a result of the
initial expenditure
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An Example
Tanner sells basketball pieces to manufacturer for $10
Value of Output = $10
Cost of Inputs = $0
Net Value Added = $10
• The example on the right illustrates the difference between the two measures
Manufacturer sells ball to Nike for $20
Value of Output = $20
Cost of Inputs = $10
Net Value Added = $10
Nike adds Swoosh and sells ball for $40
Value of Output = $40
Cost of Inputs = $20
Net Value Added = $20
Total Economic Activity
= $40 + $20 + $10 = $70
Total Value Added
= $10 + $10 + $20 = $40
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• Models such as STEAM use input-output modeling as the basis for evaluation, and in the resultant reports include revenues from three sources
– New tax revenues created by the event
– Direct & Indirect taxes supported by event
– Induced taxes from the re-spending of wages & salaries
Taxes in STEAM
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• The STEAM results report new revenues that arise from:
– User fees in support of the event (e.g. liquor license, building permits, etc)
– Destination marketing fees (i.e. hotel room tax) arising from the total room nights sold
– Any other taxes levied by municipalities that are profit sensitive
Tax Revenues - New
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• Direct: • For example, a hotel has revenue of $1 M
per year.
• The event generates $50 K in revenue for the hotel (5% of annual total)
• The hotel employs 10 people and pays $20K in taxes annually
• The event has supported 1/2 job and $1K in taxes
Tax Revenues – Direct & Indirect
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Tax Revenues – Direct & Indirect
• Sources:
– Hotels
– Restaurants
– Other front line businesses
• Note, this method is not just for municipal property taxes, but Provincial & Federal as well (i.e. GST / HST, Payroll taxes, Income Tax, etc.)
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• The induced effect measures the re-spending of wages and salaries earned in the local economy
• Surveys conducted by Statistics Canada reveal the average percentage of a workers wages and salaries that are spent on taxes (including property tax, GST/ HST, etc.)
Tax Revenues - Induced
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• While some argue that ‘supported’ revenues are not new revenue and are consequently irrelevant, sports events are very important to many business in host communities. Examples are clearly evident
– Sport travellers complement business travellers, allowing for greater occupancy of hotel rooms on weekends
– Restaurants contacting recreation centers to inquire about upcoming events in order to manage staffing
Tax Revenues – Indirect & Induced
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Support of Taxes & Jobs
• Saanich Commonwealth Pool was built for 1994 Commonwealth Games
• Hotel was built in 2001
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Support of Taxes & Jobs
• Other hotels have developed their existing facilities to support sport tourists
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Troubleshooting
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Troubleshooting
1) Turn off your pop-up blocker! – Installed Yahoo/Google toolbar
– Recent upgrade on your system
2) On Operations Input screen, ensure revenues are greater than expenses – You will get incorrect results if revenues are less
than the total expenses
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Troubleshooting
•Do – erase cell completely while entering data • Don’t – insert cursor to the right of the ‘$’ sign unless erasing completely (i.e. don’t insert cursor here: $|0
Fully Erase Cells
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Troubleshooting – other
1. Ensure that you are using the correct STEAM Scenario (Workbook) as well as the correct STEAM model
2. Refer to the STEAM user’s guide
3. Contact the CSTA ([email protected])
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OTHER INFORMATION
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Things you need to be cognizant of
• If you are receiving STEAM inputs for funding consideration:
– Ensure only visitors are used
– Unique individuals vs. total attendance
– Inflation of total attendance figures
– Seeing output sheets only – crucial to see how the results were produced and if they are reasonable assumptions
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Other EI Models
• Economic Impact models are generally not comparable – STEAM / STEAM PRO / TEAM are consistent
– STEAM (direct and indirect) is quite close to Stat Can I/O Model
• Other models available – TREIM (Ontario only) – developed in 2006? And
hasn’t been updated
– Statistics Canada I/O
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STEAM vs. STEAM-PRO
• Pre event EI projections
• Limited information
• Post event analysis
• On-site electronic survey
• Full EI assessment of event
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What STEAM PRO Includes
• Customized electronic survey instrument
• PDAs
• Customized survey plan consistent with ‘Guidelines’
• Training for surveyors
• Full analysis of data
• Accurate visitor estimates
• EI projection and report
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Unconventional things you can do with STEAM & STEAM PRO
• Baseline analysis – what is the event / program worth before we invest in it
• Annual program / venue analysis – what is the program worth for the year as a whole
• Basic market research – what do people like / not like, who is coming, etc.
• Note that surveys / MR is integrated across mobile, email and web
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The Sport Tourism Economic Assessment Model
Tony Fisher Director of Research
Canadian Sport Tourism Alliance