General Motors Centre Budget-Business Plan - Oshawa · Corporation of the City of Oshawa 2016 Budget General Motors Centre INDEX Page No. Business Plan ..... 1

Corporation of the City of Oshawa 2016 Budget

General Motors Centre

Page No

Business Plan 1

ProgramBudget Summaries

General Motors Center 36

General Motors Centre 99 Athol SL East Oshawa ON L1H 1J8 p 9054368881 f 9054322372 wwwgeneralmotorscentrecom

141h December 2015

Spectra Venue Management 2016 Operating Budget and Business Plan

Please find as part of this submission the Executive Summary Marketing and Communications Plan the

2016 Operating Budget and Maintenance Performance Plan for the General Motors Centre

This Executive Summary to review the highlights of 2015 and outlines the strategy for 2016 as we

continue to move towards our goal of providing a cost neutral or profitable facility The General Motors

Centre continues to contribute as one of the key elements as a part of the Plan 20 Twenty downtown

rejuvenation strategy and is the epicentre of sports and entertainment in the Durham Region At the

time of this report the General Motors Centre had held 94 events and is forecasted to have hosted 103

events by years end and will have welcomed such notable artists and events as Jerry Seinfeld The

Tragically Hip Theresa Caputo The World Wrestling Federation the Toronto 2015 Pan Am Games the

National Pintys Grand Slam of Curling Paul Brant and Dean Brody and Tim Hicks As of the end of

November in 2015 the GM Centre has greeted over 334000 guests through its doors and by years end

it is anticipated that we will break the 376000 annual guest barrier The General Motors Centre

continues to enjoy a stellar reputation within the sports and entertainment industry and has carved out

its place w ith promoters and artists as a desired show destination when Toronto andor Casino Rama

plays are not a factor The GM Centre on occasion will be excluded for an event play when a show

selects Toronto as its GTA destination or when a show is lost to Casino Rama who normally provides

much larger monetary incentives to artists to play the casino Spectra Venue Management were also

honoured locally in 2015 as a recipient of a Greater Oshawa Chamber of Commerce Business Excellence

Currently the GM Centre is currently positive to budget by $100000 This positive financial outcome in

part is a combined result of luxury suites being fully leased this season increased ad hoc ice rentals a

successful hosting of the Toronto 2015 Pan Am games and a remarkable Oshawa Generals 20142015

hockey season which fittingly culminated in a Memorial Cup victory in Quebec City and which greatly

contributed to overall event and ancillary income through the contesting of an additional 10 playoff

games to budget Another key area which experienced revenue growth and contributed to success in

2015 was exclusivity rights for pizza soft drink and beer providers which were grown through renewals

in 2015 by a combined 106 As part of the rights agreements capital was set aside to fund the addition

of a new serving area in the East Medallions as well as a complete renovation of the south suites bar and

a makeover of the upper prospects bar These modifications will greatly enhance the facility while

enhancing our efficiencies while increasing our service volumes Having solid footing on the live event

and operational front the General Motors Centre is now poised to address the final two components

which are believed to hold significant revenue potential and will greatly contribute to the overall financial success of the facility

With the naming rights agreement with General Motors set to expire Oct 311 2016 the Naming Rights

renewal process has begun through Spectra Marketing (formerly Front Row Marketing) Preliminary discussions have begun with General Motors but interest in the naming rights asset has also be

expressed by several other companies and the negotiation process continues Currently the City receives

$80000 annually for naming rights for the GM Centre and it is hoped that a figure more reflective of the

Centres growth and true market value will be achieved which is estimated at $250000 to $300000

annually The other agreement which is set to expire in November 2017 is the Shared marketing

Agreement which currently exists between the City and the Oshawa Generals The sales responsibility

for this area is directly overseen by the Oshawa Generals and unfortunately over the life of the

agreement there has been little to no growth over the past seven years It is believed that this is an area

where there is further room for revenue growth and during the 20152016 season there have been signs

that growth is beginning to occur The City Spectra Venue Management and the Oshawa Generals

continue to have open dialogue on this matter as we work together to develop a plan and revenue

expectations that are agreeable to all parties We are entering the last year of the agreement and

mutual discussionsnegotiations will take place to determine the most appropriate sales agency

agreement to maximize revenue opportunities for all stakeholders

Tenants

The Oshawa Generals enjoyed a season to remember in 20142015 spending most of the year ranked as

the 1 team in Canada marching through the Eastern Conference on route to a dream matchup against

Connor McDavid and the Erie Otters for the OHL title The Generals prevailed earning the right to

represent the Ontario Hockey League at the MasterCard Memorial Cup in Quebec City where they

emerged as national champions The 20152016 will be the first of a series of rebuilding years to reclaim

the draft picks they surrendered to assemble their championship team which will mean modest

expectations for any post season play Last seasons success has had a positive effect on the fan base

and 20152016 attendance to date as the Generals have averaged 545 more paid tickets and 326 stile

count per game to date Discussion have occurred with the Team on the possibilities of submitting

interest in hosting IIHF World Junior Hockey Championships pre competition games in 2017 when the

tournament will be hosted in Toronto and Montreal and in 2018 when Buffalo will play host to the

tournament

The Durham Turfdogs as part of the Canadian Lacrosse League (Clax) called the General Motors Centre

home for 4 games in 2015 where they experienced 359 tickets issued per game average and 279 per

game stile which was an increase over the previous season The team and league are struggling to increase their fan base which could be being impacted by constant turn over in a number of key league

positions as well as no discernible strategic growth andor marketing plan The Turfdogs are committed to returning for a five game schedule in 2016

Upkeep and Maintenance

The General Motors Centre is now in its 9th season and is starting to show signs that reflect its age For

the 2015 budget year operational repairs and maintenance costs for mechanical apparatus such as

Heating Ventilation and Cooling units HVAC) and refrigeration ice plant and food services pushed

repair expense lines ($111000) negative to budget A more comprehensive report on operations is

contained in the Maintenance Performance Plan which forms part of the budget binder submission

Spectra Venue Management Staff continue to work closely with the City to ensure all opportunities for

shared services are taken advantage of for cost efficiencies Wherever possible a standardized approach

to service contracts regular maintenance scheduling and record keeping is adopted Both groups have

worked together to develop a comprehensive 50 year Capital Plan with a 30 year focus for the GM

Centre to assist the City in forecasting and addressing capital investments required to protect the Citys

assets and maintain the level of standards expected For 2015 the capital investment for the General

Motors Centre was $220000 which was dispersed as follows

$20000 annual contribution to the fleet reserve fund for ice resurfacer replacement

$19000 in concrete repairs to the Gate 1 courtyard

$87000 year 1 of a 3 year investment in a new Point of Sale system for food services

$12000 IT investment in a server back up and wiring upgrades

$28500 Digital display as part of the new POS system

$20000 Upgrade from tube TVs to flat screens throughout the venue $3000 Replacement of the sound board

30500 year 1 of a 2 year Building Automation System (BAS replacement

For 2016 a capital investment of $395918 is forecasted with the following items identified for next season

$2560 Concrete and asphalt work line painting)

$57902 HVAC (second installment for new BAS system)

$8533 Refrigeration and ice making (edger)

$7314 Arena equipment (replace AED)

$201134 Interior finish replace existing carpet)

$30475 Housekeeping (garbage can and recycling container replacement)

$88000 Restaurant Point of Sale system (second installment of a 3 year payment plan

2016 Budget Objectives

The following is a list of revenue generating objectives aimed at continuing to maximize all possible operational and sponsorship revenue opportunities

bull Continue to work with the City and Oshawa Generals to find ways to maximize revenue

generation as part of the Shared Marketing Agreement Since its inception the City share of the

Shared Marketing revenues has remained relatively flat It is believed that rate card values may

be undervalued so there is potential for revenue growth in this area The Generals are currently

conducting an exercise to compare our rate card values for like assets from comparable markets

to ascertain whether a rate card adjustment is in order The Shared Marketing Agreement

expires at the end of November 2017 and at that time the City will need to determine the most

beneficial future sales agency agreement model to maximize revenue

bull With the investment in a new Point of Sale system (POS) it is anticipated that the speed of

services will be increased thereby increasing the per cap spending during events growing food

and beverage revenues It has also significantly reduced the amount of time staff are required to

stay for end of event cash outs providing an anticipated savings of approximately $10000 in

man hours from September to December 2015 2016 will be used to track and quantify these

actual savings which can then be applied to contemplated 2017 budget expense numbers

bull In 2015 a new Building Automated System (BAS) was installed to control our Heating

Ventilation and Cooling equipment As part of the process in scoping out the project and as part

of the grant subsidy requirement meters were placed on our units during Pan Am games to

provide a benchmark of consumption Preliminary calculations indicate that under the control of

the new BAS we may have the opportunity to enjoy a 20 reduction in consumption which we

have reflected in applying a modest 2 increase in utilities for 2016 as well as be eligible for a

20 refund of the project costs should targets be realized

bull Our Food and Beverage Service team continue to think outside the box and provide a variety of

quality food items during events which are second to none in secondary market facilities

Working in collaboration with our Marketing Department unique and themed drinks and menu

items are created for events to enhance sales and the fan experience This season to

compliment the success of our hot carving station our Famp B team have created the Charles

Street Cookhouse This station located in the east end of the building features a variety of

options such as chili wings and shepherds pie w ith a spotlight on our range of smoked meat

items such as pulled pork and chicken meats

bull Continue to grow event opportunities for the Centre by working collaboratively with all possible

sources This includes continuing to work with our established network of live event prornotors

pursue new promoters who have yet to experience the GM Centre and Oshawa market and

work with third parties for new opportunities These include but are not limited to the Oshawa

Generals on league and IIHF events Durham Sport Tourism for hosting opportunities and the

continuing of the promising discussions started in early 2015 with the UOIT Durham College

Students Association regard ing the fostering of a partnership that would see frosh week andor

other student oriented events hosted at the GM Centre

bull Naming rights are set to egtltpire Oct 3l5t 2016 This provides a key opportunity to magtltimize a

cornerstone revenue piece which has remained locked as an undervalued asset for the past 10

years Spectra Marketing has been engaged to pursue the renewal andor sale of this piece For

the past 5 years the City has received $80000 annually for naming rights a market analysis

conducted by Spectra Marketing has established an approximate asset value in the range of

$250000 to $300000 Maximizing this revenue piece will greatly contribute to achieving our

goal of cost neutralityprofitability

2016 Budget Assumptions

bull Fortunately at the time of budget creation the live event activity for Ql amp Q2 of 2016 has

picked up substantially and at the time of this report we currently have 13 shows on sale in

2016 This allows us to reasonably assume that with typical activity for the remainder of the year

we are well positioned to achieve our forecast of 88 total events for 2016 This however was

also the case in 2014 and 2015 and a very light Q3 amp Q4 resulted in our falling short on annual

budgeted events

bull Luxury suites were fully leased for the start of the 20152016 season It is assumed that we will continue this sold out position and although we have four suites coming up for renewal in

August 2016 most if not all should renew For the first time since the venue opened we also

currently have four potential clients on our waiting list which is a reflection of our growth over

the past seven years

bull Nonmiddotevent generated revenues were adjusted downward to reflect our no longer being involved

with Famp B sales at the Regent Theatre The withdrawal from the Regent Theatre was a direct

result of this endeavour not being economically viable as well as difficult to execute from a

logistics standpoint Non - event revenues have also been adjusted downward for DCAHL post

play sales and in outside caterings to reflect 2015 actuals

bull No change In average per game attendance for the Oshawa Generals The team is in a rebuilding

phase and it is unlikely attendance will grow at the start of the 20162017 season Per game

average on the strength of their Memorial Cup win has increased over the 20142015 season

to date but it projected that this trend will taper off in the latter half of the 20152016 season

bull Cost of hydro continues to be a growing concern In 2015 although overall consumption of

hydro decreased by 3 the overall hydro cost increased by $87000 or 18 This increase is

directly associated with the Global Adjustment portion of the bill which on average formed 60

or more of the monthly bill The Global Adjustment issue was been discussed with City staff and

in July prompted a review of its impact on City facilities It was found that the City was also

experiencing the same level of increases The Global Adjustment rate which follows no

discernible rate pattern makes budgeting for utilities cost problematic and can have a significant

negative impact on year end overall outcomes In setting the hydro budget for 2016 a decrease

in overall consumption due to the installation of the new Building Automated System (BAS)

coupled with the unpredictable Global Adjustment fee resulted in allowing for a 2 increase in hydro costs

bull Shared Marketing revenues have been flat for the past eight years These advertising revenues

have been increased by $28000 to reflect which should be a stronger sales year which should

be a bi product of the Oshawa Generals coming off their Memorial Cup winning season

bull Ice sales revenue has been adjusted upwards to reflect a number reflective of the continued

success of the DCAHL recreational league and an increase in ad hoc ice rentals due to the removal of ice from Childrens arena which is projected to increase ice revenues by $49000

Executive Summary

Spectra Venue Management is proud of their association with the General Motors Centre the City of

Oshawa the Oshawa Generals and the Durham Turfdogs It is a privilege to have the opportunity to

work alongside each group for a common goal and share mutual success City staff continue to be fully

supportive and a pleasure to work with Open communication and regular interaction allows the

opportunity to align best practices and policies as well as share knowledge and resources to a mutually

beneficial end 2015 was a very special year with the Oshawa Generals winning the OHL Championship

and the Memorial Cup The GM Centre has firmly established itself among the preferred choices of show destinations in south eastern Ontario whenever unhampered by Toronto plays or Casino Rama

exclusivity radiuses Steps continue to be taken to invest in the venues operational infrastructure with

the addition of a new Building Automated System and Point of Sale system which further enhance operational efficiencies reduce our carbon footprint and reduce costs andor enhance revenue

generation The establishment of a sustainable capital replacement plan will ensure the facility is well

cared for and able to serve the Oshawa community for many years to come

To evaluate our success and progress I always revisit our guiding principles for success of

1 Increasing the profile of the Venue our City and our Region to the sports and entertainment

community to continue to attract quality events and entertainment

2 To engage the community and market place to create success for our events and

3 Operate the facility efficiently and effectively to reduce costs and increase revenues

In 2014 the General Motors Centre enjoyed several national and international accolades In 2015 the

accolades were local in nature when Spectra Venue Management was honoured with the Greater

Oshawa Chamber of Commerce Award We continue to attract world class sports and entertainment to

Oshawa in 2015 having hosted such artists as the Tragically Hip Jerry Seinfeld Theresa Caputo The

World Wrestling Federation the Toro~to 2015 Pan Am Games the National Pintys Grand Slam of

Curling Paul Brant and Dean Brody and Tim Hicks

Despite a substantial initial drop in our venue data base with the implementation of Canadas anti-spam

legislation the GM Centre has quickly regrown its data base to the largest it has ever been at over

62000 members reflecting how truly engaged our community is with the Centre This robust

engagement continues to fuel strong ticket sales for our events and ensures that our market continues

to be viewed as one of the most vibrant in Ontario and on the minds of promoters and artists alike

The GM Centre continues to function within its operating expense framework however uncontrollable

areas such as emergency repairs or the Global Adjustment can have a negative impact on financial

performance Revenue generation in suite leases ice rentals food and beverage are all flourishing and

soon it is hoped shared marketing and naming rights will be added to this list

Again rwould like to sincerely thank City Staff for the remarkable support they provide on an ongoing

basis and for always making our Spectra staff feel part of your team I would also like to thank City

Council for all of their understanding and support to assist us in fulfilling their vision of what the GM

Centre can be As we close in on achieving all of our targets although we take great pride in how far we

have come and ho much we have accomplished we know there is still work to do and many specialI

time ahead

Vince Vella

General Manager

GENERAL MOTORS CENTRE FY 2013 FY 2014 FY 2015 FY2016 Actual Actual Budciet Budget

Number of Events 97 91 97 86 Attendenance - Paid 294137 307667 292825 295420 Attendance - Drop 265360 292849 292825 295420 Average Ticket Price s 2382 $ 2982 $ 25 03 $ 26 45 Per Caps - Concessions $ 493 $ 513 $ 4 99 $ 557 Per Caps - Restaurant $ 120 $ 172 $ 191 $ 219 Per Caps bull Suites $ 41 02 s 3904 $ 26 24 $ 32 28 Per Caos - Novelties s 408 s 4 28 $ 3 28 $ 5 26

Revenue Gross Ticket Revenue $ 7005911 $ 9175522 $ 7329630 $ 7812655 Other Revenue Sponsorship Revenue Less Taxes (783439) (1094679) (843232) (896801

Gross Event Revenue $ 6222472 $ 8080843 $ 6486398 $ 6913854 Less Tennant Charges (5587163) (7345715) 5686474) (6 178030) Net Rental Income $ 635309 $ 735128 $ 799924 $ 735824 Net Service Income (Loss) (24951) (71 183) 43706 39778 Direct Event Income before Surcharge Suites amp Ticketing $ 610358 $ 663945 $ 843 630 $ 775602

Surcharge Revenue 104153 155413 177647 191215 Suite Ticket Revenue 49233 64084 Ticketing System Revenue 80727 137996 68161 70660 Direct Event Operatmg Income $ 844471 $ 1021438 $ 1089438 $ 1037476

Anclliary Income Concessions 435049 473216 433173 490610 Restaurant 105590 159202 168893 196012 Suites Catering 175 236 166774 108394 133650 Novelties 30755 37511 40560 42089

Total Ancillary Income $ 746630 $ 836703 $ 751020 $ 862361

Total Event Operating Income $ 1591 101 $ 1858141 $ 1840458 $ 1899837

Other Income Suite Rentals $ 48206 s 62535 $ 51327 $ 17100 Suite Leases (Net of Gens Suite Tickets) 199375 250931 265799 375354 Interest amp Dividends 21465 27055 25000 25000 Ice Rentals 731687 762273 754810 867425 Room Rentals 6555 7350 3000 3000 Advertising 205697 267875 250100 276299 Advertising Commissions (24485 (41095) (34024) (30959) Advertising Expenses (16560) (8428) (3575) (6625) Naming Rights 77745 73000 73000 94167

Exdusivity Rights 42822 44 156 46366 45000 FampB Sales (Net of Cost or Goods Sold) 131893 161295 169578 113700 Miscellaneous 17083 29266 37450 32000 ATM Surcharge Revenue 6966 9926 9000 6000 Paciolan Fulfillment Revenue 30000 30188 30750 30750 Ticket Order Charges 58637 39115 32078 28689

Total Other Income $ 1537088 $ 1735462 $ 1710659 $ 1876900

Indirect Expenses 081 - Executive (166798) (177050) (188517) (199627) 082 - Marketing (61002) (59668) (77703) (83448) 083 Finance (224669) (244952) (237410) (262893)

084 bull Box Office (192455) (203069) (207227) (250 199) 085 - Facility Operations ( t 355609) (1483711) (1480878 (1532945) 086 - Group Sales (35246 (24912) (35451) (39330) 087 - Corporate Sales (Premium Seating) (71 136) (81504 (79064) (87852) 088 - Food amp Beverage (629378) (648236) (631522) (624343) 089 bull Ice Sales (278368) (281445) (291399) (299653) 095 - Event Services (93770) (113615 (132454) (143422) 099 bull Overhead Burden (538366) (566 178) (604223) (650739)

Total Indirect Expenses $ (3646997) S (3884340) $ (3965848) $ (4 174451)

lncome(Loss) from Operations $ (518808) $ (290737) $ (414731) s (397713

SPECTRA - BY COMCST SPECTACOR

TABLE OF CONTENTS

INTRODUCTION bull Mission Statement __ - - 03

bull E~ecutive Summary middotmiddotmiddotmiddot---middot-middot-middotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddot 03

SITUATIONAL ANALYSIS bull Situational Analysis and Research middotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddot-middotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddot 04 bull Competition rn 04

Opportunities 05

MARKET OVERVIEW bull Primary Markets 06

bull Secondary Markets 07

bull GMC Data Collection - _ 07

bull Annual Survey 07

bull Post Event Surveys mmiddotmiddotmiddotmiddotmiddot-middot-middot08

bull Venue Webslte -~middotmiddotmiddot-middotmiddotmiddotmiddot-middotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddot09

STRATEGIC OBJECTIVES bull Strategic Objectives -- 10

bull 2016 Mark~ting Objectives 11

bull 2016 Communications Objectives - 11

bull l(ey Perlormance Indicators (KPls) 12

MARKETING STRATEGY bull Suategy amp Tactics - Marllteting 13

bull Stategy amp Tactics - Communications 20

SUMMARY bull Summary middot-middot-middotmiddotmiddotmiddot middotmiddotmiddotmiddot-middot-middot-middotmiddotmiddot- 23

APPENDIX bull Annual Survey 24

bull GMC Post Event Survey Data 25

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MISSION STATEMENT The City of Oshawas slogan is prepare to be amazed and with that it is the goal of management and staff of the General Motors Cenlre and Spectra to ensure that everyone from promoters and artists to guests who attend our events - are truly amazed Spectra Venue Management is committed to operate and maintain the General Motors Centre with the highest standards in order to provide a world class sports and entertainment facility that is clean safe offers exceptional customer service and products and offers something for everyone whether it be world class concerts sports theatre or family andor community events

It is our mission to build strong and lasting relationships with all of our guests partners and our community We pledge to be good corporate and community partners as well as safeguard the great responsibility for the care and control of the General Motors Centre for which we have been entrusted by the citizens of Oshawa We wlll continually strive to raise the bar in all areas and promise to not only meet any egtltpectations but to exceed them

EXECUTIVE SUMMARY Spectra by Comcast Spectacor is a world leader in hosting and entertainment partnering with over 300 clients at 400 global properties to create memorable experiences for millions of visitors every year Spectras expertise is embodied within three divisions Venue Management (formerly Global Spectrum) Food Services amp Hospitality (formerly Ovations Food Services) and Ticketing amp Fan Engagement (formerly Paciolan)

This extensive support system combined with the network of marketing experience allows the team at the General Motors Centre to put all of Spectras best marketing practices into place

through an organized communications and marketing plan while having a competitive edge in regards to the industrys ever changing and evolving trends

In order to maximize the General Motors Centres successes Spectras marketing and communication efforts throughout 2016 will focus on the following goals

bull GOAL ONE Continue to madmize revenue generation from all available areas and operate in the most cost effeclive manner with the goal of reducing the overall operating costs of the General Motors Centre to a cost neutral or positive position

bull GOAL TWO Continue to raise the profile of the General Motors Centre within the Industry Region and Community through the successful attraction and hosting of quality events and enhancing Regional and Community awareness

bull GOAL THREE Continue to serve as a catalyst for positive economic impact in our community through hosting of a diverse blend of sports and entertainment events and to serve as one of the cornerstone pieces that contributes to municipal growth and rejuvenation of the Downtown core through such initiatives as Plan 20Twenty

bull GOAL FOUR Continue to be a good and responsible Corporate Community Partner by giving back to the community and supporting local charities and initiatives

bull GOAL FIVE Continue to safeguard this significant investment for the City of Oshawa and to operate it to the highest standard to ensure our Community has a safe first class facility to be proud of for many years to come

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SITUATIONAL ANALYSIS amp RESEARCH The General Motors Centre is the premier entertainment and sports venue in the Durham Region with no other comparable venues within a 60km radius In addition to drawing from Oshawa and the Durham Region the General Motors Centre attracts people from Northumberland eastwards to the GTA along with those north in the Kawartha Lakes region

The General Motors Centre is uniquely positioned in the event market segment The GM Centres position and reputation as a top facility in Southern Ontario as well as canada allows us to capitalize on opportunities to secure world-class entertainment and community events that otherwise would not be possible in Oshawa The General Motors Centre must continue to bring unique entertainment and recreational options to the Durham Region in order to be competitive

COMPETITION The competition has always been significant in the Durham Region and the Greater Toronto Area in terms or concert venues sport facilities and options to spend entertainment dollars The General Motors Centre competes directly with other areas for disposable income which can be spent on entertainment options such as movie theatres shopping restaurants and other recreational activities

The General Motors Centre has separated themselves from local competition and venues such as Casino Rama and Peterborough Memorial Centre by continually activating our relationships with trusted promoters ensuring world-class acts visit Oshawa Social media efforts and a loyal following also give the GM Centre a competitive advantage over venues such as Peterborough Memorial Centre Sudbury Community Arena and Ricoh Coliseum

Concerts amp Live Events bull Oshawa Music Hall - Oshawa ON - capacity 600

bull The Regent - Oshawa ON - capacity 605

bull Massey Hail - Toronto ON - capacity 2753

bull Sony Centre -Toronto ON - capacity 3 191

bull Casino Rama -Rama ON-capacity4974

bull Sudbury Community Arena - Sudbury ON - capacity 5000

bull Peterborough Memorial Centre - Peterborough - c 5442

bull Rogers KmiddotRock Centre - Kingston ON-capacity 6700

bull Ricoh Coliseum - Toronto ON- capacity 9000

bull Molson Canadian Amphitheatre - Toronto ON - c 16000

bull FirstOntario Centre - Hamilton ON - capacity 18500

bull Air Canada Centre - Toronto ON - capacity 19800

bull Boots and Hearts Festival - Barrie ON

bull Havelock Country Jamboree - Havelodlt ON

Community Ice Rentals bull Canlan Ice Sports

bull South Courtlce Arena

bull Garnet 8 Rickard Recreation Complex

bull Darlington Sports Centre

bull Newcastle Memorial Centre

bull Orono Arena amp Community Centre

bull McKinney Centre

bull Iroquois Park Sports Centre

bull Luther Vipond Memorial Arena

bull Don Beer Arena

bull Art Thompson Arena

bull Pickering Recreation Complex Arena

bull Ajax Community Centre

bull Pickering Village Arena

bull Uxbridge Arena

bull Blackstock Recreation Centre

bull Scugog Recreation Comple1lt

Adult Hockey Leagues bull Adult Safe Hockey League (ASHL)

bull Iroquois Park Sports Centre Adult Hockey league (IPSC

Adult Hockey league

bull Oshawa Mens Hockey League (OMHL)

bull Whitby Mens Hockey League (WMHL)

bull Ajax Old Timers Hockey League (AOHL)

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OPPORTUNITIES The Durham Region and GTAs demographlc makeup and composition presents the General Motors Centre with numerous opportunities to cater to the market The General Motors Centre will continue to pursue world-class entertainment while remaining flexible and versatile securing smaller touring acts sporting events and community events

In regards to concerts the market that has led to the greatest success in Oshawa and the General Motors Centre is country music In 2015 the General Motors Centre was also host to multiple day sporting events including five days of weightlifting eight days of boxing and six days of curling through the 2015 TORONTO Pan Am Games and the National Grand Slam of Curling respectively

The University or Ontario Institute of Technology Durham College and Trent University are other community partners where additional opportunities lie With a student enrollment surpassing 10000 for UOIT 8300 full -time students at Durham College and over 900 for Trent University In 2015 two of the three postmiddotsecondary educational institutes hold their annual convocation ceremonies at the General Motors Centre With the rapidly increasing student population In Oshawa the General Motors Centre will have a fresh young adult audience

each year to target events that would appeal to the university and college market Discussions with the current student association personnel are underway which will hopefully pave

the way for future collaborations

A strong working relationship with community business associations including Sport Durham is also important to the overall success or the venue As Durham Tourism continues working with sport organizers the General Motors Centre is a perfect fit to house various events

Based on our data rrom Google Analytics 5271 of our website sessions flow through mobile devices (including tablets) Due to these heightening numbers we worked with Carbonhouse to launch a mobile responsive version of our current website to make our fans experience seamless This year there were 136307 unique users visiting generalmotorscentrecom on their mobile devices

We are also currently working on mobile responsive email templates for our Backstage Pass membership which will make viewing emails on mobile devices much more effective and user-friendly

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PRIMARY MARKETS Oshawas close proximity to a population base of more than 653600 people in the Durham Region and 279 million people in Toronto make it attractive to new business The communitys air rail and road transportation networks make Oshawa highly accessible from all directions and the new extension for the 407 into Oshawa will only assist in making It even easier to access

Located in the largest municipality of Durham Region Oshawas 2015 total estimated population is 160053 people with a projected 10 population growth rate by 2025

With a median age of 39 years Oshawa has 102250 census families with 532 of couples having children aged 24 and under at home based on the 2011 census In comparison 469 of couples in Canada had children aged 24 and under at home

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The average value of dwellings in Durham was $335936 in 2011 and 827 of households were owners Oshawa is a real estate hotspot w ith the lowest median detached house sale price for cities in the GTA A total of 75 of Durham households spent less than 30 per cent of total Income on shelter costs leaving more disposable income for other purposes

The average household income in Oshawa area is $87214 with an unemployment rate of 81 which is higher than the provincial rate or 71 in November 2015

Durham Region is very culturally diverse and visible minorities comprise 207 of Durhams population but is still below Ontario and GTA populations This share is primarily represented by those that are Black (7) South Asian (57) Filipino (2) and Chinese (15)

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SECONDARY MARKETS Reaching outside of the Durham Region provides a secondary market for the General Motors Centre and includes Northumberland County Kawartha Lakes and Peterborough as well as the GTA Due to the media penetration by Toronto media into our marketplace we do see Toronto and GTA residents purchasing tickets to our events By purchasing GTA media we can target both Toronto residents as well as commuters from Oshawa and the Durham Region Dependent on the event or artist fans have demonstrated willingness to travel north of the border or even from as far north as Sault Ste Marie

GMC DATA COLLECTION With such a close proximity to the Greater Toronto Area which includes Toronto it is crucial to utilize both local media and Toronto media to penetrate our audience however Toronto media is costly compared to local Therefore the research completed by our marketing department is vital so that our target demographic that consumes various media sources both locally and in Toronto can be reached efficiently and effectively

The Spectra Marketing Team at the General Motors Centre consistently identifies who the fan base is through an annual survey postmiddotevent suiveys and postal code data collection which also aids in measuring advertising effectiveness

ANNUAL SURVEY In 2015 the GM Centre conducted internal market research consisting of a survey circulated to fans through the Backstage Pass database via email social media as well as our website which resulted in 1834 respondents The survey results have given us a valuable perspective reinforcing our knowledge of the current target audience We will continue to deploy this annual survey to collect data and utilize this information when planning advertising spends pricing decisions and ultimately improving the fan experience at the venue

The survey is also linked right from our homepage of our venue website as an ongoing source of feedback from our fans and visllors For an example of the annual survey results please see the appendix

POST EVENT SURVEYS In 2015 the Spectra Marketing Department at the General Motors Centre was able to gather vital information about the guests visiting the venue giving the GM Centre the ability to customize how we talk with them and ensure we are providing information they want to know about We will continue to utilize post-show surveys to collect data and will utilize this information when planning advertising spends and to provide valuable feedback to our management team to exceed customer service expectations through all departments

Collecting and analyzing this data has shown us that our customers purchasing tickets to General Motors Centre events are mostly in the 45-54 age category (332) while women were the dominant ticket purchaser (676 The main source of ticket sales were to Oshawa residents based on post- event surveys (257) and heard about shows

most ly through the Backstage Passe-Newsletter (279) and would best be notified of upcoming events by e-mail (526)

9565 of our fans stated that they would attend another event at the General Motors Centre I 2404 of our fans surveyed had never been to an event at the General Motors Centre prior to the one they attended in 2015

The post-event survey was refreshed this year to allow us to target any areas of concern from our fans more effectively More text fields were created to allow for fans to write their exact thoughts if we did not meet their expectations in a certain area of service

For a sample of the data that has been collected using our post-show surveys through 15 events in 2015 from 1955 ticket purchasers please refer to the appendix

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VENUE WEBSITE We continue to utilize all components of our website to increase traffic and exposure of our upcoming events The website has proven to be more user-friendly improving the guest experience from beginning to end Over the past year we have worked with our website provider Carbonhouse Inc to ensure the first-class user experience on mobile devices as well as desktop white also working with Spectra Ticketing amp Fan Engagement to ensure the ticketing websites features are being utilized to Increase additional revenues The use of Google Analytics continues to be beneficial for the development of our marketing strategies as we can confirm where fans are visiting our websites from the devices they are using and their behaviour while browsing

bull Average site visit 140 duration

bull Visit 361 pages per visit

bull 468785 Website Sessions Desktop - 221679

Mobile -188347

Tablet - 58759

WHAT ARE THE TOP VISITING CITIES

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STRATEGIC OBJECTIVES The General Motors Centre was opened in November 2006 to replace an aging Civic Auditorium and a downtown location was strategically selected for the new build for several reasons A centrally located spectator facility would ensure ease of access for all points of Oshawa as well as act as one of the cornerstones to the Downtown Rejuvenation Project Over the past nine years the General Motors Centre has evolved into a community gathering place which has brought entertamiddotnment and enjoyment to almost 23 million people snce its doors opened It has played an important part in the evolving of the downtown and has enhanced the economic impact to the downtown and City

The Spectra Team at the General Motors Centre are extremely proud of the growth and accomplishments of the venue over the past five years Our guiding principles for success have always been

bull To increase the profile of the venue the City of

Oshawa and Durham Region within the sports and

entertainment community and to thereby increase

the quantity and the quality of the events hosted by

the Centre

bull To engage the Community and market place in order

to create success for those events and

bull To operate the facility at optimal efficiency and

maximize all possible revenue streams while

minimizing expense lines to continue to reduce

municipal operating subsidies

There can be no doubt that Oshawa and the General Motors Centre are now firmly situated on the sports and

entertainment map The venue recently received lorecognition for Business Excellence from the Greater OshaChamber of Commerce and continues to be selected to hmarquee events such as Jerry Seinfeld The Tragically Theresa Caputo and WWE as well as such notable sportievents as the TORONTO 2015 Pan Am Games and tNational Grand Slam of Curling

To achieve the accomplishments noted above the venmust have a solid connection to the community and tmarket place and that market must be through strong ticsales able to support the events which flow through tvenue The success of the event is contingent on many thinbut none more important than strong ticket sales and tfinancial success of each event

lastly we fully recognize that it was taxpayers dollars whibuilt this magnificent facility and its taxpayers dollars whisupport any operating costs As such the Spectra staff at tGeneral Motors Centre work hard to ensure the facility Is wmaintained and operated in order to safeguard the Citinvestment We are fully committed to operating this facilas efficiently and effectively as possible with the goal In miof eventually operating at break-even or profitable positiThe facility has instituted a cost errective operation evolvinto establishing a regular and varied foundation of lievents and is enhanced by the continuing growth of primary tenant the Oshawa Generals The final piece of tequation will be the continuing maximization of all availacommercial rights revenue opportunities most notably upcoming Naming Rights The achievement of all three these guiding principles will best position us for success awe will strategize to meet the following objectives

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2016 MARKETING OBJECTIVES bull Increase building revenues by working with Spectra Ticketing

amp Fan Engagement while implementing new programs and

strategies that will assist with increasing ticket safes and

enhancing the fan experience

bull Increase building revenues by selling advertising and

sponsorship space through our venues physical and digital

assets that will directly impact the General Motors Centres

bottom line

bull Provide a one-stop shop for all promoters booking events at

the General Motors Centre

bull Increase social media following and grow the General Motors

Centres Backstage Pass cyber club while increasing opt-in

rates for Canadas new anti-spam legislation

bull Continue to increase the number of spo11s and entertainment

events each year keeping in mind that the community wants

quality vs quantity in the event programming

bull Focus on strengthening community relatfons taking active

roles In local organizations and ensuring that the General

Motors Centre is an accessible and valued member of Oshawa

and the communities of the Durham Region

bull Conduct internal market research and measure advertising

techniques to ensure the General M otors Centre marketing

team continues allocating marketing dollars effectively

2016 COMMUNICATION OBJECTIVES

bull Receive press coverage for the venue during down

times focusing on community relations interviews

with key management behind the scenes

information and more

bull Receive additional press coverage on positive

happenings within the facility pre-show reviews and

post-show reviews interviews with artists

contesting occasions charitable initiatives etc

bull Providing media partners with intriguing angles

giving them stories that the normal fan may not

normally be able to have read or to have seen

bull Work with Durham College to provide their

photography students a real life experience while

shooting a live event and their journalism students

for event reviews

bull Prepare for a potential naming rights change and

educating the market of the change website social

channels and any other pertinent information

relating to the venue

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KEV PERFORMANCE INDICATORS (KPls) The following Key Performance Indicators (KPls are used to measure both the performance of the concerts and live events as well as the impact of our marketing efforts on event sales and social

networking efforts The chart includes actual data for 2012 -2014 and estimated final tallies for 2015

as well as targeted data for 2016 The figures do not contain Oshawa Generals Oshawa Power Durham TurfDogs or trade shows data

rshy2012 Actual 2013Actual 2014Actual 2015 Est Finals 2016 Target

Number of Events 3032 21 32 25 Attendance 10136091483 70682 107811 78735

LAvg Attendance Per Event 2859 33793366 3369 3149

[ Community Ice Rentals 740390 I731687 _ s 14301 ___ _1__ _---Ll $_ _ _ 2s_____-__ _ s so 84o _ sG74_ __

Gross Ticket Sales $4674825 $4190906 $3661679 $5854057 $2989967 Avg Gross licket Sales Per Event $155828$129286 $172021 $182939 $119599

Direct Event Income $217523 $135042 $143771 $119213 $261291

Surcharge Revenue $128204 $94058 $144533 $88893 $194367

Convenience Fee Revenue $84796 $76063 $68633 $88562 $64053

Ancillary Income $234487 $290237 $543808 $290748 $409141

Total Event Income $665010 $928851$595400 $900745 $587416 Avg Total Event Income Per Event $30962$20782 $28352 $28148 $23497

2012Actual 2013 Actual 2014Actual 2015 Est Finals 2016Target Facebook Likes 6303 18495 27036 32000 34000

Twitter followers 3960 8613 9444 10340 11400

YouTube Views 62898 80340 92200 117900 123000

lnstagram Followers na 128 1433 6050 7500

Backstage Pass Subscribers 49821 70242 56248 65000 74000

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STRATEGY amp TACTICS - MARKETING

Continue to maximize revenue generation from aU available areas and operate in the most cost effective manner with the goal of reducing the overall operating costs of the Generaf Motors Centre to a cost neutral or positive position

OBJECTIVE 1 Increase building revenues by working with Spectra Ticketing amp Fan Engagement while implementing new programs and strategies that will assist with increasing ticket sales sponsorship sales as well as enhancing the fan experience

STRATEGY Our marketing team w ill work with Spectra Ticketing amp Fan Engagement Digital Marketing Specialists to implement new features within the FanOne Marketing Automation Guide to assist in keeping the General Motors Centre front of mind for our fans

TACTICS bull Convert social media followers into email subscribers by

utilizing an easy sign-up form

bull Enable subscribers to easily post and share our event

information news and promorons by acrvating a social

media sharing script In emails of our choosing

bull Utilizing webpage tracking scripts in an effort to create

warm leads for our sales teams for private suites group

sales and sponsorship

bull Retarget known individuals that leave Items in their

shopping cart with an automated fol ow-up email

reminder

bull Implement a birthday program that provides a special

offer to the celebrating fan

MEASUREMENT With the implementation of these specialty automation programs that are available through Spectra Ticketing amp Fan Engagement we can create benchmarks based on results from other venues campaigns

The cart abandonment program was Implemented at the General Motors Centre in August 2015 as part of a generic campaign Since then the campaign has resulted in 189 tickets sold for $10279 in online ticket sales Spectra Ticketing and participating venues have stated that event-specific campaigns have stronger results when compared to the generic setup however each campaign would have a cost and we would need to compare the costbenerit differences

We are meeting to discuss these tactics with Spectra Ticketing in December 2015 so that we can begin rolling these out throughout 2016

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Continue to maximize revenue generation from all available areas and operate in the most cost effective manner with the goal of reducing the overall operating costs of the General Motors Centre to a cost neutral or positive position

OBJECTIVE 2 Increase building revenues by selling advertising and sponsorship space through our venues physmiddotcal and digital assets that will directly impact the Genernl Motors Centres bottom line

STRATEGY Spectras Marketing Department has worked with Carbonhouse Inc to setup advertising elements for the venues main website that we have since packaged into advertising options We will also Incorporate new opportunities through the Spectra Ticketing website to incorporate into the packages to increase value for prospective partners as well as Increasing revenues

TACTICS bull Re-launch a revised package following a similar format to

the naming rights package to include physical and digital

assets within the venue

bull Align the advertising component to a prospective

business where a unique and catching tagline can be

utilized and pitch to that partner

bull Follow up with businesses in the new year when their

advertising budgets have renewed

bull Allocate more time to selling these assets

MEASUREMENT The marketing department was able to secure renewals for two hotel advertisers for the 2016 year so far with $1500 commltment5 from each with the potential for two more new partners The marketing department was also able to secure a Backstage Passe-Newsletter sponsor for 2015middot2016 in the amount of $10000 and will continue to work with local businesses to secure sponsors for other avallable inventory such as seating chart and concert and event listing packages

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Continue to raise the profile of the General Motors Centre within the industrymiddotregion and community through successful attraction and hosting of quality events and enhancing regional and community awareness

OBJECTIVE 1 Provide a onemiddotstopmiddotshop for all promoters booking events at the General Motors Centre

STRATEGY Promote a full service marketing program which is dedicated and famil iar with the Oshawa and Durham Region market to help raise awareness and sales for General Motors Centre events

TACTICS bull Actively promote our event marketing services to

incoming shows and tours while obtaining agency

commissions and Centre Ad Program revenues for the

bull Utilize in-venue assets to extend promotional awareness

and exposure

bull Deploy interactive campaigns aimed at our current

databases and targeted groups outside of our current

records

bull Actively propose and plan coordinated public relation

plans for events at the General Motors Centre

bull Leverage existing relationships with sponsors and

partners to extend our grassroots marketing reach

bull Prospect and close sales for General Motors Centre

events by approaching targeted user groups with valuemiddot

added propositions and packages

MEASUREMENT We will measure this by the number of shows activating our inhouse services Our marketing department offers the Centre Ad Program which generated $19380 in revenue for 2015 in addition to $1407 in agency commissions This program includes but is not limited to

bull Special Advertising Rates bull as we work with the media

on a regular basis we receive preferred rates from our

partners in the Durham Region and GTA markets

bull In-House Marketing Support - our team is able to

deploy in-venue resources to help raise awareness

of our events through videoboard commercials

outdoor digital boards in-arena postering and

flyering signage and various partner sites

bull Interactive Marketing - our Spectra team deploys

multiple advertising campaigns that lead to

successful and measurable interactive campaigns

TI1is includes website up-selling targeted

campaigns on social networking sites Google

AdWords and retargeting campaigns

o A $200 promoted post on Facebook for Jeff

Dunhams on-sale generated 115 tickets

for $7590 in online sales only

bull Grassroots Marketing - we will be launching a new

grassroots program to ensure that our numerous

events at the General Motors Centre receive

maximum coverage throughout our third party

partners by utilizing combined ads and providing

complimentary tickets to our partners that assist

with the program

bull Group Sales - the Group Sales Department has

continued to drive sales grossing over $79908 in

2015 for ticket sales group suite rentals for special

events and packaging

While timelines vary event to event due to several factors the General Motors Centre team will employ a strategic time-sensitive plan Understanding some events may have less lead time it is crucial to effectively carry out as many initiatives as possible Working with promoters in advance of show announce dates allows the General Motors Centre to execute the most comprehensive plan

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GOAL Continue to raise the profile of the General Motors Centre within the industry region and communit y t hrough successful attraction and hosting of quality events and enhancing regional and community awareness

OBJECTIVE 2 Increase social media following and grow the General Motors Centres Backstage Pass cyber club while increasing opt-in rates for Canadas new antimiddotspam legislation

STRATEGY Working with all departments to create unique and interesting content for our social media campaigns while also providing fans quality information through the Backstage Pass for pre-sales contests and more to ensure that fans update their preferences to provide their expressed consent if they have not yet

TACTICS bull Implement the seventh annual Key to the GMC Contest

bull Ensure content is intriguing and engagng for our fans

through all of our social media accounts

bull Avoid repetitive content on social media

bull Avoid constantly selling on social media

bull Be social with fans - have conversations on social media

bull Incorporate new social sharing options in our e-blasts

bull Continue pushing our cyber club sub~ rlbers to opt-in by

including messaging in each e-blast that goes out

MEASUREMENT Through our General Motors Centre Backstage Pass we are

able to communicate with our database of 65000 subscribers

directly through email This database of past purchasers and

subscribers allow us to send timely offers and pre-sale details

resulting in an increase in sales Currently we have 51843 fans

that have provided us with their expressed consent since the

new Canada AntimiddotSpam Legislation launched which is 83 of

our total database and we have until July 1 2017 to ensure

the remaining 17 have opted in

Our social media is similar in the ract we can send information out and immediately reach our rans and beyond which has played a significant role in our communications and in the success of the venue and our events As of January 1 2015 Facebook will be hiding overly promotional posts In an effort to clean up users newsfeeds and to push brands to purchase advertising To continue reaching a high audience reach we will utilize unique content and begin budgeting more dollars for Facebook to attempt to reach our 32000 fans currently as well as those we target through their platform

In regards to Twitter and tnstagram we have not seen as much interaction from these two outlets yet The General Motors Centre lnstagram account quickly grew to more than 6000 followers after starting at less than 600 fans at the beginning of 2015 Advertis ing options have recently been offered on lnstagram and more testing is required to determine the effects of purchasing through them

In November 2015 the General Motors Centre was ranked 91

in our category for venues 5001 to 10000 capacity for Venues Today Social Media Power 100 list and Is the only Canadian venue in the catecory Venues Today continues to use the big three digital platforms or Facebook Twitter and lnstagram for ranking venues on its SMPlOO chart

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Continue to serve as a catalyst for positive economic impact in our community through hosting of a diverse blend of sports and entertainment events and to serve as one of the cornerstone pieces that contributes to municipal growth and rejuvenation of the Downtown core through such initiatives as Plan 20Twenty

OBJECTIVE 1 Continue to increase the number of sports and entertainment events each year keeping in mind that the community wants quality vs quantity in the event programming

STRATEGY Nurture our positive working relationships with top promoters and establish new relationships with those promoters yet to play the General Motors Centre by keeping them apprised of the positive happening at the venue and wilhin the region Showcasing our market and its value and that we can support world class artists is very attractive to promoters and new marketing or promotional opportunities are also things that will impress them to enter or return to the market

TACTICS bull Continue to send the quarterly General Motors Centre

Promoter Newsletter to all of our contacts within the

entertainment industry

bull Create new relationships with business owners in

Oshawa and the Durham Region to establish new cross

promotional opportunities that benefit both parties

bull Create publlcity stunts to grab the attention of

promoters that have not yet brought an event to

MEASUREMENT We continue to increase our connections within the industry as well as impress promolers that continually return to the General Motors Centre

In 2015 the promoter mix was diverse and so were the events Live Nation Feld Entertainment M ills Entertainment AEG live LIVEact JS Touring LLC were all part of that mix Paquin Entertainment Group found Oshawa as a hotspot when they brought four new shows to the General Motors Centre including the two Bubble Guppies performances that were nearly sold out

The most triumphant victory for Spectra was the return of the WWE Oshawa after a 10 year hiatus After last years thumb wrestling publicity stunt to garner their attention WWE returned for a sold out show which grossed almost $230000 in fcket sales

The huge success of our self-promoted Touch-a-Truck event has prompted us to look at other new community events we can create for our community Our goal is to introduce a new event in 2016 that will be similar to the Touch-a-Truck event in the ability to grow year after year We are also looking to utilize outside programs such as Paint Night to increase attendance within Prospects on slower nights where the restaurant is already open for DCAHL

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Continue to be a good and responsible corporate community partner by giving back to the community and supporting focal charities and initiatives

OBJECTIVE 1 Focus on strengthening community relations taking active roles in local organizations and ensuring that the General Motors Centre is an accessible and valued member of Oshawa and the communities of the Durham Region

STRATEGY Spectra by Comcast Spectacor encourages personnel of every Spectra venue to become heavily involved within the community and give back to the communities we live and work in

TACTICS bull Invite organizations to apply for charitable donation~

bull Continue to support fundraisers and community events

that raise funds for a good cause

bull Be an instrumental part of the community helping out

with goodwill initiatives

bull Utilize our unique industry as a means to gain access to

once in-a-lifetime experiences or gifts to raise fund s such

as autographed guitars

bull Organize community events that directly benefit local

charities

bull Donate on behalf of artistsbands as their artist gift for a

charity that is near and dear to them

bull Be active community members through participation in

community organizations and charities

MEASUREMENT At the General Motors Centre we are committed to partnering with local nonmiddotprofit organizations whenever possible and will continue that commitment in 2016 The General Motors Centre partnered with a local organizing committee consisting of three local curling clubs that benefitted from each ticket sold to the 2015 National Grand Slam ofCurling event hosted In November

We also continue to work with a wide variety of local nonshyprofit organizations lo assist them any way we can such as ticket donations Such organizations include but are not limited to

bull Rotary Club of Oshawa - Parkwood

bull Grandview Kids

bull The Oshawa Hospital Foundation

bull YWCA Durham

bull Durham Outlook for the Needy

bull Feed the Need in Durham

bull Heart amp Stroke Foundation

bull Canadian Mental Health Association

In 2013 the Spectra marketing team at the General Motors Centre created the Touchmiddota-Truck a free community event supporting local charity In 2015 Spectra hosted its Third Annual Touch~a-Truck outside the venue benefitting Big Brothers Big Sisters of Oshawa-Whitby The event continues to grow each year with over 45 vehicles taking part and approximately 4000 people In attendance for 2015 The event raised $1951 in 2015 $1250 in 2014 and $1000 in 2013

Spectra marketers are also looking at new event creation possibilities to introduce in 2016 to keep the General Motors Centre front of mind during off-peak months

Spectras part-t ime employees at the General Motors Centre al~o worked with Adopt-a-Family Holiday Program Durham Region to sponsor seven families within the Durham Region Our team provided seven run Christmas dinners along with a care package with toys for the children to enjoy during the holidays The Durham Central Adult Hockey League also hosted a food drive in which $387 cash and almost 2000lbs of food were made available to Feed the Need in Durham for the holiday

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Continue to safeguard this significant investment for the City of Oshawa and to operate it to the highest standard to ensure our community has a safe first class facility to be proud of for many years to come

OBJECTIVE 1 Conduct Internal market research and measure advertising techniques to ensure the General Motors Centre marketing team continues allocating marketing dollars effectively

STRATEGY Organize the data the General Motors Centre obtains from their rans in a manner that it will help aid the decisions of marketing event booking pricing and more

TACTICS bull Post show and annual surveys

bull Google Analytics

bull Paciolans Ticketing Intelligence

bull Utilize came-from-codes and promotional codes to track

ticket sales through digital and other media channels

bull Utilize the Jeff Robins Report for all events

MEASUREMENT Spectra introduced a new live Excel document that allows marketing dlpartments to track collected data more eff ciently so that the information can be better utilized when allocating advertising dollars The document is primarily automated once advertising bookings are inputted and will allow the marketers to track ROls and the overall successes of their campaigns and promotions This report also automatically pulls other relevant information for decision making when it comes to repeat or similar shows to create benchmarks for tickets sales and more such as sales year over year etc The addition of other analytics such as Google Analytics Facebook Twitter and others provide valuable insights into our fans behavior demographics and more which aid in numerous steps during the decision making process

Spectra will use the survey results to guide improvement in their services and adjust operations to ensure the facility and the publics needs are met Results from each live event are distributed to Department Heads to follow up with fans feedback or concerns if they request a response

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STRATEGY amp TACT~CS COMMUNICATIONS

Continue to raise the profile of the General Motors Centre within the industry Region and community through successful attraction and hosting of quality events and enhancing regional and community awareness

OBJECTIVE 1 Find behind the scenes stories to provide to media partners with intriguing angles on upcoming events giving them stories that their readership or listenershlp may not normally have access to

STRATEGY Provide behind the scenes access to tours and performers as an effective way of garnering free exposure to a captive audience and added show awareness

TACTICS bull Secure media coverage to special events or public

relations stories

bull Coordinate media intervews with performers and acts

bull Coordinate escorted media days where advance

appearances by performers can increase media exposure

bull Continue to send media credential reminders for all of

our shows

bull Create positive buzz about upcoming shows

bull Incorporate public interest figures into promotions and

stories where possible

bull Include key community partners and programs to

help add value to their causes

bull Create time-lapses of stage setups ice painting and

other unique visual moments

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MEASUREMENT When the Harlem Globetrotters visit Oshawa they typically send an Advanced Ambassador into the market a couple weeks prior to the event During the one-day visit we coordinate Toronto media visits and have been on YTV CP24 City 1Vs Breakfast Television C1V and more Weve also escorted a Globetrotter to schools within Durham Region where an anti-bullying program has been presented in front of hundreds of students as well as media in attendance The amount of coverage generated from these events is invaluable when we are working with tight budget constraints and having thmiddots exposure created significantly assists ticket sales

The Spectra marketing department will continue to assist in securing interviews with live event talent such as the Barenaked Ladies Alan Doyle Johnny Reid Gerry Dee and many others in an attempt to provide media with opportunities that will assist with exposure for our events

Spectra also supports the General Motors Centre sport tenantgt and promote several initiatives including the 2015 Teddy Bear Toss Spectra posted a video of the first goal which showed 6017 stuffed animals being thrown on the ice which resulted in an organic audience reach of 300000 In only one day which assists in the cause and recognition for the Durham Childrens Aid Foundation but also showcases the venue and the Generals within the community

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Continue to raise the profile of the General Motors Centre within the industry region and community through successful attraction and hosting of quality events and enhancing regional and community awareness

OBJECTIVE 2 Receive additional press coverage on positive happenings within the facility by continuing to develop relationships with key media personnel within the Durham Region

STRATEGY Determine what each outlet prefers in regards to their content and provide them that information when its available Whether it is show reviews interviews contesting announcements charitable initiatives or industry rankings knowing how the outlet prefers to receive the information will aid in the process or receiving coverage

TACTICS bull Stay in contact with key media personnel in the Durham

Region

bull Ensure media distribution lists continue to be up to date

bull Send embargoed media re leases to local partners

bull Continue to provide local media with the opportunity to

cover events happening at the General Motors Centre as

photographers videographers and reviewers when

approved by the promoter

bull Create PR events that will garnish attention for the

facility during slower times such as our Touch-a-Truck

MEASUREMENT For our 61

annual Key to the GMC contest where one lucky fan won 2 tickets to every event in 2016 we again received extensive coverage from local media as we had Durham Radios CKDO onboard as a presenting sponsor of the contest again this year Other outlets such as Metroland and Rogers TV also covered the contest winner announcement

Press releases were also distributed lo promote our industry rankings as we received word in 2015 that the General Motors Centre ranked first in Canada for venues 5001 middot 10000 capacity by Venues Today for 2014 Spectra at the General Motors Centre also received the Business Excellence Award from the Greater Oshawa Chamber of Commerce In 2015 which showcased the venue and Spectra in the spotlight which was also distributed to our media distribution list All releases are distributed to local media as well as local government to ensure they are always up-todate with the status of the General Motors Centre

Throughout the 2015 TORONTO Pan Am Games and the 2015 National Grand Siam of Curling events hosted at the General Motors Centre it was great to see local organizations such as Sport Tourism Durham Region Central Counties Tourism and others assist with distributing information out through their channels Working with Sportsnet and the Grand Slam of Curling event also assisted with significant coverage or the Oshawa venue to ther viewership and readership online throughout the event

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Continue to be a good and responsible corporate community partner by giving back to the community and supporting local charities and initiatives

OBJECTIVE 1

Continue to grow and develop our relationship with Durham College and the University of Ontario Institute of Technology to provide more opportunities for their students taking photography journalism and communications while also developing better relations with the Student Association in an effort to increase the students engagement with the General Motors Centre as well as the Downtown core

STRATEGY Meet with administrators Student Association and professors from both educational institutes and determine together what opportunities could benefit the students as well as the venue

TACTICS bull Push the real life experience that the students would be

obtaining

bull Utilize their photos reviews of events for biogs andor

social media content

bull Promote Ive event opportunities to students and

faculties for both campuses to visit the General Motors

Centre so they are aware of the venue in the city

MEASUREMENT In 2015 Durham College students attended numerous events to photograph and review for the schools publication The Chronicle Weve worked with Durham College teachers to assist with promoting the benefits of covering a live event no matterthe type or genre as it provides real life experience and since then students have begun attending more of the smaller scaled events

Similar to other media outlets weve requested that students covering the event tag us when posting online so that we can share it with our fans This will provide us with social media content that is directly related to our shows but from a third party

In an effort to increase awareness within the student population we offered free weekday tickets to students for the National Grand Slam of Curling event This not only provided students with the ability to view the venue for potentially the frst time it also assisted with our food and beverage per caps on the selected slower draws Faculty and employees at both institutions assisted the promotion of the offer through their internal outlets on campus

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SUMMARY

The marketing and communications plan will serve as a guide for the General Motors Centre Spectra and the City of Oshawa to re-evaluate the effectiveness of this marketing and communications plan on an on-going basis and make changes to marketing strategies accordingly

The General Motors Centre will maintain a variety of events in the annual event mix Access to local programs such as minor hockey and the DCAHL as well as graduations and other high-quality programming suited to the community will help instill a feeling of pride associated with the venue The Spectra team will continue to develop new genres of events at the facility in turn creating revenue driving ticket sales and generating economic impact in Oshawa and throughout the Durham Region

High profile concerts also fit into the category of events necessary for success Concerts that naturally draw attention from the media in the GTA and Durham Region and produce strong sales are important for the General Motors Centres long-term success Events such as the PanAm Games National Grand Slam of Curling Jerry Seinfeld Theresa Caputo and many others go a long way in establishing the

General Motors Centre as a force in the live entertainment industry in Ontario and Canada Ensuring strong relationships with promoters is crucial in the Canadian touring industry and maintaining our established relationships with promoters such as Live Nation AEG live Gold amp Gold Productions Paquin Entertainment JS Touring Feld Entertainment Harlem Globetrotters and Mills Entertainment

The success of theatre-style and family shows in the facility will also have a lasting effect on the General Motors Centre Shows such as Cirque du Soleil Harlem Globetrotters and Disney live are vital to the venue and city because they typically require multiple day runs Establishing the General Motors Centre as part of the theatre and family style tours on an annual or bi-annual routing will impact the bottom line of the General Motors Centre for years to come

These efforts will directly affect the future of the venue and its impact on the City of Oshawa and surrounding areas The long-term success of the General Motors Centre is directly related to Spectras ability to follow through on this marketing and communications plan and deliver on the goals and objectives discussed in this report

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Where is the best place to inform you of upcoming events at the General Motors Centre

9368 said Email 3542 Facebook I 2198 Radio 1088 Newspaper I 1031 Direct mail

~ 786 lV I 140 Twitter 661 Online Ads I 598 lnstagram

On a scale of 1 to S how interested would you be in seeing the following type of events at the General Motors Centre (0 Is not ln tcrested 5 ls extremely interested avg rating u5ed)

348 for Sporting Events 341 Concerts - Rock I 337 Concertsmiddot Classic Rock 313 Concertsmiddot Country I 291 TheatreBroadway 271 Concerts -Top 40 I 258 Family Shows

244 Concerts - Oldies 212 Monster Trucks 197 Concertsmiddot Metal I 195 Concerts-JazzBlues 173 Concerts- Hip Hop

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ANNUAL SURVEY 1834 survey respondents Will you attend an event at the

General Motors Centre in 2016 7922 said Yes 2026 Uncertain at th is time I OS2 No

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GENERAL MOTORS CENTRE POST EVENT SURVEY DATA All 201Sspecial events 1hrough Tim Hicks (November 28 2015)- 1955 survey respondents

Age of ticket purchaser

3324 said 45-54 years of age 2374 said 55middot64 I 1982 said 3544 1093 said 25middot34 I 9 16 said 65+ 287 said 18middot24 I 022 said under 18

Gender of ticket purchaser

6759 said Femafe 3241 Malt

The best way to inform them of future events

5262 said Email

Had they attended an event prior to the one surveying for

2404 said No

Will they attend another event at the General Motors Centre

9565 said Yes

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2016 City of Oshawa

Operating Budget by Department Department GMC General Motors Centre

2015 2015 2016 Service Level VolumePrice 2016 Projected Approved Base Additional Realkgtcatlon One-Time Proposed 2016 bull 2015 2016 bull 2015 Actuals Budget Budget Pressures PY Actuals Efficiencies Adjustment Budget Variance Ss Valance

General Motora Centre

General Motor Centre 414700 514700 514700 (17000) 497700 (17000) (33) Total General Motors Centre 414700 514700 514700 (17000) 497700 (17000) (33

2016 City Of Oshawa

Operating Budget

Budget by Program 118 General Motors Centre

118 General Motors Centre

Conlribulion to Capital

Contributions and Financial Chg

Operating Revenue

Total 118 General Motors Centre

Projected

Actuals

220000

314700

(120000)

414700

Approved

Budget

220000

414700

(120000)

514700

2016 Service Levell

Base Additional

Budget Pressures

100000

414700

514700

VolumePrice 2016

Reallocation One-Tune Proposed 2016 bull 2015 2016-2015

PY Actuals Efficiencies Adjustment Budge I VarianceSs Variance

100000 (120000) (545)

(17000) 397700 (17000) (41)

120000 (1000)

(17000) 497700 (17000) (33)

Variance explanation

l co w

Structure Bookmarks

Corporation of the City of Oshawa 2016 Budget General Motors Centre INDEX Page No Business Plan 1 ProgramBudget Summaries General Motors Center 36

Figure

141h December 2015 Spectra Venue Management 2016 Operating Budget and Business Plan Please find as part of this submission the Executive Summary Marketing and Communications Plan the 2016 Operating Budget and Maintenance Performance Plan for the General Motors Centre This Executive Summary to review the highlights of 2015 and outlines the strategy for 2016 as we continue to move towards our goal of providing a cost neutral or profitable facility The General Motors Centre continues to contribute as one

which are believed to hold significant revenue potential and will greatly contribute to the overall financial success of the facility With the naming rights agreement with General Motors set to expire Oct 311 2016 the Naming Rights renewal process has begun through Spectra Marketing (formerly Front Row Marketing) Preliminary discussions have begun with General Motors but interest in the naming rights asset has also be expressed by several other companies and the negotiation process continues Currently

repair expense lines ($111000) negative to budget A more comprehensive report on operations is contained in the Maintenance Performance Plan which forms part of the budget binder submission Spectra Venue Management Staff continue to work closely with the City to ensure all opportunities for shared services are taken advantage of for cost efficiencies Wherever possible a standardized approach to service contracts regular maintenance scheduling and record keeping is adopted Both groups have worked toget

bull With the investment in a new Point of Sale system (POS) it is anticipated that the speed of services will be increased thereby increasing the per cap spending during events growing food and beverage revenues It has also significantly reduced the amount of time staff are required to stay for end of event cash outs providing an anticipated savings of approximately $10000 in man hours from September to December 2015 2016 will be used to track and quantify these actual savings which can then be applied to

2016 Budget Assumptions bull Fortunately at the time of budget creation the live event activity for Ql amp Q2 of 2016 has picked up substantially and at the time of this report we currently have 13 shows on sale in 2016 This allows us to reasonably assume that with typical activity for the remainder of the year we are well positioned to achieve our forecast of 88 total events for 2016 This however was also the case in 2014 and 2015 and a very light Q3 amp Q4 resulted in our falling short on annual budgeted eve

bull Ice sales revenue has been adjusted upwards to reflect a number reflective of the continued success of the DCAHL recreational league and an increase in ad hoc ice rentals due to the removal of ice from Childrens arena which is projected to increase ice revenues by $49000 Executive Summary Spectra Venue Management is proud of their association with the General Motors Centre the City of Oshawa the Oshawa Generals and the Durham Turfdogs It is a privilege to have the opportunity to work alongside eac

Again rwould like to sincerely thank City Staff for the remarkable support they provide on an ongoing basis and for always making our Spectra staff feel part of your team I would also like to thank City Council for all of their understanding and support to assist us in fulfilling their vision of what the GM Centre can be As we close in on achieving all of our targets although we take great pride in how far we have come and ho much we have accomplished we know there is still work to do and many special

I

time ahead

Vince Vella General Manager

Part

Sect

Sect

GENERAL MOTORS CENTRE FY 2013 FY 2014 FY 2015 FY2016 Actual Actual Budciet Budget Number of Events 97 91 97 86 Attendenance -Paid 294137 307667 292825 295420 Attendance -Drop 265360 292849 292825 295420 Average Ticket Price s 2382 $ 2982 $ 25 03 $ 26 45 Per Caps -Concessions $ 493 $ 513 $ 4 99 $ 557 Per Caps -Restaurant $ 120 $ 172 $ 191 $ 219 Per Caps bull Suites $ 41 02 s 3904 $ 26 24 $ 32 28 Per Caos -Novelties s 408 s 4 28 $ 3 28 $ 5 26 Revenue Gross Ticket Revenue $ 7005911 $ 91755

TABLE OF CONTENTS INTRODUCTION bull Mission Statement __ - -03 bull E~ecutive Summary middotmiddotmiddotmiddot---middot-middot-middotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddot 03 SITUATIONAL ANALYSIS bull Situational Analysis and Research middotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddot-middotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddotmiddot 04 bull Competition rn 04 Opportunities 05 MARKET OVERVIEW bull Primary Markets

MISSION STATEMENT The City of Oshawas slogan is prepare to be amazed and with that it is the goal of management and staff of the General Motors Cenlre and Spectra to ensure that everyone from promoters and artists to guests who attend our events -are truly amazed Spectra Venue Management is committed to operate and maintain the General Motors Centre with the highest standards in order to provide a world class sports and entertainment facility that is clean safe offers exceptional customer service

SITUATIONAL ANALYSIS amp RESEARCH The General Motors Centre is the premier entertainment and sports venue in the Durham Region with no other comparable venues within a 60km radius In addition to drawing from Oshawa and the Durham Region the General Motors Centre attracts people from Northumberland eastwards to the GTA along with those north in the Kawartha Lakes region The General Motors Centre is uniquely positioned in the event market segment The GM Centres position and reputation as a top facility in

OPPORTUNITIES The Durham Region and GTAs demographlc makeup and composition presents the General Motors Centre with numerous opportunities to cater to the market The General Motors Centre will continue to pursue world-class entertainment while remaining flexible and versatile securing smaller touring acts sporting events and community events In regards to concerts the market that has led to the greatest success in Oshawa and the General Motors Centre is country music In 2015 the General Motors Centre

------- t PRIMARY MARKETS Oshawas close proximity to a population base of more than 653600 people in the Durham Region and 279 million people in Toronto make it attractive to new business The communitys air rail and road transportation networks make Oshawa highly accessible from all directions and the new extension for the 407 into Oshawa will only assist in making It even easier to access Located in the largest municipality of Durham Region Oshawas 2015 total estimated population is 160053 peop

SECONDARY MARKETS Reaching outside of the Durham Region provides a secondary market for the General Motors Centre and includes Northumberland County Kawartha Lakes and Peterborough as well as the GTA Due to the media penetration by Toronto media into our marketplace we do see Toronto and GTA residents purchasing tickets to our events By purchasing GTA media we can target both Toronto residents as well as commuters from Oshawa and the Durham Region Dependent on the event or artist fans have demonstrate

POST EVENT SURVEYS In 2015 the Spectra Marketing Department at the General Motors Centre was able to gather vital information about the guests visiting the venue giving the GM Centre the ability to customize how we talk with them and ensure we are providing information they want to know about We will continue to utilize post-show surveys to collect data and will utilize this information when planning advertising spends and to provide valuable feedback to our management team to exceed customer service e

---VENUE WEBSITE We continue to utilize all components of our website to increase traffic and exposure of our upcoming events The website has proven to be more user-friendly improving the guest experience from beginning to end Over the past year we have worked with our website provider Carbonhouse Inc to ensure the first-class user experience on mobile devices as well as desktop white also working with Spectra Ticketing amp Fan Engagement to ensure the ticketing websites features are being utilized t

STRATEGIC OBJECTIVES The General Motors Centre was opened in November 2006 to replace an aging Civic Auditorium and a downtown location was strategically selected for the new build for several reasons A centrally located spectator facility would ensure ease ofaccess for all points of Oshawa as well as act as one of the cornerstones to the Downtown Rejuvenation Project Over the past nine years the General Motors Centre has evolved into a community gathering place which has brought entertamiddotnment and enjoym

2016 MARKETING OBJECTIVES bull Increase building revenues by working with Spectra Ticketing amp Fan Engagement while implementing new programs and strategies that will assist with increasing ticket safes and enhancing the fan experience bull Increase building revenues by selling advertising and sponsorship space through our venues physical and digital assets that will directly impact the General Motors Centres bottom line bull Provide a one-stop shop for all promoters booking events at the General Motors Centre

KEV PERFORMANCE INDICATORS (KPls) The following Key Performance Indicators (KPls are used to measure both the performance of the concerts and live events as well as the impact of our marketing efforts on event sales and social networking efforts The chart includes actual data for 2012-2014 and estimated final tallies for 2015 as well as targeted data for 2016 The figures do not contain Oshawa Generals Oshawa Power Durham TurfDogs or trade shows data rshy2012 Actual 2013Actual 2014Actual 2015 Est Finals

----------STRATEGY amp TACTICS -MARKETING GOAL Continue to maximize revenue generation from aU available areas and operate in the most cost effective manner with the goal of reducing the overall operating costs of the Generaf Motors Centre to a cost neutral or positive position OBJECTIVE 1 Increase building revenues by working with Spectra Ticketing amp Fan Engagement while implementing new programs and strategies that will assist with increasing ticket sales sponsorship sales as well as enhancing the fan ex

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GOAL Continue to raise the profile of the General Motors Centre within the industrymiddotregion and community through successful attraction and hosting of quality events and enhancing regional and community awareness OBJECTIVE 1 Provide a onemiddotstopmiddotshop for all promoters booking events at the General Motors Centre STRATEGY Promote a full service marketing program which is dedicated and familiar with the Oshawa and Durham Region market to help raise awareness and sales for General Motors Centre events TACTIC

GOAL Continue to raise the profile of the General Motors Centre within the industry region and communit y t hrough successful attraction and hosting of quality events and enhancing regional and community awareness OBJECTIVE 2 Increase social media following and grow the General Motors Centres Backstage Pass cyber club while increasing opt-in rates for Canadas new antimiddotspam legislation STRATEGY Working with all departments to create unique and interesting content for our social media campaigns while a

GOAL Continue to serve as a catalyst for positive economic impact in our community through hosting of a diverse blend of sports and entertainment events and to serve as one of the cornerstone pieces that contributes to municipal growth and rejuvenation of the Downtown core through such initiatives as Plan 20Twenty OBJECTIVE 1 Continue to increase the number of sports and entertainment events each year keeping in mind that the community wants quality vs quantity in the event programming STRATEGY Nurtur

GOAL Continue to be a good and responsible corporate community partner by giving back to the community and supporting focal charities and initiatives OBJECTIVE 1 Focus on strengthening community relations taking active roles in local organizations and ensuring that the General Motors Centre is an accessible and valued member of Oshawa and the communities of the Durham Region STRATEGY Spectra by Comcast Spectacor encourages personnel of every Spectra venue to become heavily involved within the community

n lcll H~ 1762385 1025721 L_Jbullbulls -~ PJgHISes~ft 361 ~ GOAL Continue to safeguard this significant investment for the City of Oshawa and to operate it to the highest standard to ensure our community has a safe first class facility to be proud of for many years to come OBJECTIVE 1 Conduct Internal market research and measure advertising techniques to ensure the General Motors Centre marketing team continues allocating marketing dollars effectively STRATEGY Organize the dat

__ STRATEGY amp TACT~CS COMMUNICATIONS GOAL Continue to raise the profile of the General Motors Centre within the industry Region and community through successful attraction and hosting of quality events and enhancing regional and community awareness OBJECTIVE 1 Find behind the scenes stories to provide to media partners with intriguing angles on upcoming events giving them stories that their readership or listenershlp may not normally have access to STRATEGY Provide behind the scenes access to

GOAL Continue to raise the profile of the General Motors Centre within the industry region and community through successful attraction and hosting of quality events and enhancing regional and community awareness OBJECTIVE 2 Receive additional press coverage on positive happenings within the facility by continuing to develop relationships with key media personnel within the Durham Region STRATEGY Determine what each outlet prefers in regards to their content and provide them that information when its a

--Tim Hicks got little crazy in OshalA GOAL (]moN1C1E MN1a1 bull ~~= g~~--shy-shyThe Gret 1g in the General ~1oors Centre ~m10bull()r ur uH CJmro vh1 ht-11r Continue to be a good and responsible corporate community partner by giving back to the community and supporting local charities and initiatives OBJECTIVE 1 Continue to grow and develop our relationship with Durham College and the University of Ontario Institute of Technology to provide more opportunities for their students taking photo

SUMMARY The marketing and communications plan will serve as a guide for the General Motors Centre Spectra and the City of Oshawa to re-evaluate the effectiveness of this marketing and communications plan on an on-going basis and make changes to marketing strategies accordingly The General Motors Centre will maintain a variety of events in the annual event mix Access to local programs such as minor hockey and the DCAHL as well as graduations and other high-quality programming suited to the community will

Where is the best place to inform you of upcoming events at the General Motors Centre 9368 said Email 3542 Facebook I 2198 Radio 1088 Newspaper I 1031 Direct mail ~ 786 lV I 140 Twitter 661 Online Ads I 598 lnstagram On a scale of 1 to S how interested would you be in seeing the following type of events at the General Motors Centre (0 Is not ln tcrested 5 ls extremely interested avg rating u5ed) 348 for Sporting Events 341 Concerts -Rock I 337 Concertsmiddot Classic Rock 313 Conc

GENERAL MOTORS CENTRE POST EVENT SURVEY DATA All 201Sspecial events 1hrough Tim Hicks (November 28 2015)-1955 survey respondents Age ofticket purchaser 3324 said 45-54 years of age 2374 said 55middot64 I 1982 said 3544 1093 said 25middot34 I 916 said 65+ 287 said 18middot24 I 022 said under 18 Gender of ticket purchaser 6759 said Femafe 3241 Malt The best way to inform them of future events 5262 said Email Had they attended an event prior to the one surveying for 2404 said No Will they attend

2016 City of Oshawa Operating Budget by Department Department GMC General Motors Centre 2015 2015 2016 Service Level VolumePrice 2016 Projected Approved Base Additional Realkgtcatlon One-Time Proposed 2016 bull 2015 2016 bull 2015 Actuals Budget Budget Pressures PY Actuals Efficiencies Adjustment Budget Variance Ss Valance General Motora Centre General Motor Centre 414700 514700 514700 (17000) 497700 (17000) (33) Total General Motors Centre 414700 514700 514700 (17000) 497700 (17000) (33

2016 City Of Oshawa Operating Budget Budget by Program 118 General Motors Centre General Motors Centre 118 General Motors Centre Conlribulion to Capital Contributions and Financial Chg Operating Revenue Total 118 General Motors Centre 2015 Projected Actuals 220000 314700 (120000) 414700 2015 Approved Budget 220000 414700 (120000) 514700 2016 Service Levell Base Additional Budget Pressures 100000 414700 514700 VolumePrice 2016 Reallocation One-Tune Proposed 2016 bull 2015 2016-2015 PY Actuals Ef