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Abstract
Heightened inter-city competition for hosting sport mega-events has increased the involvement of levels of government. Governments are seeking to achieve public policy objectives using the sport mega-event as a vehicle to do so. The emergence of the concept of social leveraging is important to understand the involvement of host governments in attempts to amend, fast-track, or generate new public policy, curriculum, community programmes, and demonstration projects. This article presents a case study of the City of Vancouver's newly emerging post-Olympic Greenest City initiative. The purpose of this case study of social leveraging is to better understand this concept in the context of hosting the 2010 Olympic Games and the City of Vancouver's development of a sustainability business brand. This case study is explored according to Chalip [Chalip, L. (Citation2006). Towards social leverage of sport events. Journal of Sport & Tourism, 11, 109–127. doi:10.1080/14775080601155126] and O'Brien and Chalip's [O'Brien, D., & Chalip, L. (2007a). Executive training exercise in sport event leverage. International Journal of Culture, Tourism and Hospitality Research, 1, 296–304. doi:10.1108/17506180710824181; O'Brien, D., & Chalip, L. (2007b). Sport events and strategic leveraging: Pushing towards the triple bottom line. In A.G. Woodside & D. Martin (Eds.), Tourism management: Analysis, behavior, and strategy (pp. 318–338). Cambridge: CABI] framework of social leveraging. Case study analysis offers evidence that suggests that social leveraging does conceptualize the efforts by government hosts to maximize benefits from their intensive investments in sport mega-events. Findings also extend the exploratory framework of social leveraging by considering additional leverageable resources that government officials utilize, especially as these resources might fast-track policy objectives. Our research also suggests amending the sequence of and the parts of this framework in order to elaborate on social leveraging as an iterative rather than linear process.
Resumen
La intensa competencia entre ciudades por acoger grandes eventos deportivos ha aumentado la implicación de los estamentos gubernamentales. Los gobiernos buscan lograr objetivos de políticas públicas utilizando como vehículo para logarlo el gran evento deportivo. La emergencia del concepto de influencia social es importante para comprender la implicación de los gobiernos anfitriones en sus intentos por rectificar, alcanzar objetivos de la forma más rápida y directa posible o generar una nueva política pública, currículum, programas comunitarios y proyectos de demostración. Este trabajo presenta el estudio de caso de la iniciativa post-olímpica Greenest City (La ciudad más verde) de la ciudad de Vancouver. El propósito de este estudio de caso de influencia social es comprender este concepto en el contexto de la acogida de lo Juegos Olímpicos de 2010 y el desarrollo de la Ciudad de Vancouver como marca de negocio sostenible. Este estudio de caso se explora de acuerdo con el marco de influencia social de Chalip [Chalip, L. (2006). Towards social leverage of sport events. Journal of Sport & Tourism, 11, 109?127. doi:10.1080/14775080601155126] y O'Brien y Chalip [O'Brien, D., & Chalip, L. (2007a). Executive training exercise in sport event leverage. International Journal of Culture, Tourism and Hospitality Research, 1, 296?304. doi:10.1108/17506180710824181; O?Brien, D., & Chalip, L. (2007b). Sport events and strategic leveraging: Pushing towards the triple bottom line. In A.G. Woodside & D. Martin (Eds.), Tourism management: Analysis, behavior, and strategy (pp. 318–338). Cambridge: CABI]. El análisis del estudio de caso ofrece evidencia que sugiere que la influencia social conceptualiza los esfuerzos de los gobiernos anfitriones por maximizar los beneficios de sus intensivas inversiones en grandes eventos deportivos. Los resultados también amplían el marco exploratorio de la influencia social considerando recursos de influencia adicionales que utilizan los funcionarios especialmente cómo estos recursos pueden alcanzar los objetivos de las políticas más directa y rápidamente. Nuestra investigación también sugiere rectificar la secuencia y las partes de este marco para elaborar la influencia social como un proceso iterativo más que un proceso lineal.
Résumé
La concurrence accrue entre les villes pour accueillir les Méga Evènements Sportifs a accentué l'implication de différents niveaux de gouvernement. Les gouvernements cherchent à atteindre des objectifs de politique publique en utilisant les Méga Événements sportifs pour les véhiculer. L’émergence du concept de levier social (social leveraging) est importante pour comprendre l'implication des gouvernements des pays d'accueil dans leurs tentatives de corriger, d'accélérer ou de générer de nouvelles politiques publiques, des programmes d’études, des programmes communautaires et des projets de démonstration. Cet article présente une étude de cas de l’émergence de la nouvelle initiative post-olympique de « ville la plus verte » de la ville de Vancouver. Le but de cette étude de cas du levier social est de mieux comprendre ce concept dans le contexte de l'accueil des Jeux Olympiques de 2010 et du développement pour la ville de Vancouver d'une image de marque durable. Cette étude de cas est explorée selon le cadre du levier social de Chalip [Chalip, L. (2006). Towards social leverage of sport events. Journal of Sport & Tourism, 11, 109–127. doi:10.1080/14775080601155126] et O'Brien et Chalip [O'Brien, D., & Chalip, L. (2007a). Executive training exercise in sport event leverage. International Journal of Culture, Tourism and Hospitality Research, 1, 296–304. doi:10.1108/17506180710824181; O'Brien, D., Chalip, L. (2007b). Sport events and strategic leveraging: Pushing towards the triple bottom line. In A.G. Woodside & D. Martin (Eds.), Tourism management: Analysis, behavior, and strategy (pp. 318–338). Cambridge: CABI]. L'analyse de cette étude de cas donne des preuves qui suggèrent que le levier social conceptualise les efforts des gouvernements-hôtes pour maximiser les retombées de leurs investissements intensifs dans les Méga Événements sportifs. Les résultats élargissent également le cadre préliminaire de levier social en considérant d'autres ressources prometteuses utilisées par les officiels du gouvernement, particulièrement lorsque ces ressources peuvent accélérer les objectifs politiques. Notre recherche suggère également de corriger des séquences et des parties de ce cadre dans le but de développer l'idée selon laquelle le levier social serait un processus itératif plutôt que linéaire.
[摘要]
城市间举办大型体育事件的竞争加剧, 使不同级别的政府参与更为强烈。政府希望利用大型体育事件工具,实现公共政策目标。社会杠杆的概念有利于我们更好地理解举办地政府参与的意图, 即寻求改善、快速推进或推动新的公共政策、社区项目和示范工程。文章展示了温哥华市新提出的后奥运绿色城市倡议的一项案例研究, 目的是更好地解释在2010年奥运会以及温哥华市作为一个可持续性商业化城市品牌背景下社会杠杆的概念。案例分析基于Chalip [Chalip, L. (2006). Towards social leverage of sport events. Journal of Sport & Tourism, 11, 109–127. doi:10.1080/14775080601155126], O'Brien和 Chalip's [O?Brien, D., & Chalip, L. (2007a). Executive training exercise in sport event leverage. International Journal of Culture, Tourism and Hospitality Research, 1, 296?304. doi:10.1108/17506180710824181; O'Brien, D., & Chalip, L. (2007b). Sport events and strategic leveraging: Pushing towards the triple bottom line. In A.G. Woodside & D. Martin (Eds.), Tourism management: Analysis, behavior, and strategy (pp. 318–338). Cambridge: CABI] 提出的社会杠杆的框架, 结果表明社会杠杆确实体现了政府对大型体育事件的投资的利益最大化行为。结论扩充了社会杠杆的理论框架, 纳入政府官员会利用的其他杠杆资源,尤其是当这些资源能够快速推动其政策目标的时候。为了证明社会杠杆是一个重复的而非线性的过程,文章还对部分理论框架进行了修改。
Notes
The pre-Games report is available at the OGI website (www.ogi-ubc.ca).
Laneway houses are detached dwellings located in the typical garage area of a single-family lot, facing the laneway and maintaining backyard open space.
Leadership in Energy and Environmental Design (LEED) is an internationally recognized, third-party certification system for the design, operation, and construction of green buildings. The program includes four levels of certification, ranging from Certified and Silver to Gold and Platinum.
In a recent magazine interview Mayor Robertson cited a 47% drop in the street homelessness population in the last 2 years and expressed his believe that the City could end street homelessness by 2015 (Barrett, Citation2010).
Following work on adding these bike lanes, the City announced in May 2010 that it had approved $25 million for bike paths, as reported in the Vancouver Sun ‘as part of the city's ambitious goal to become the world's greenest city by 2020’ (Sinoski, Citation2010).