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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. (2006). 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. [ABSTRACT FROM PUBLISHER]

This article provides a detailed description of the in-field experience of using community mapping as a participatory action research tool with youth. It describes a case study, the Youth Friendly Health Services project (YFHS project), in which a team of Vancouver youth carried out a participatory evaluation of health clinics by mapping out criteria for evaluation and then creating an evaluation tool based on the maps that were created. Community mapping proved to be an inclusive and appropriate tool to engage youth perspectives. The major challenges faced in the process were in determining how to represent and act upon the findings of the mapping process. Their experience suggests that while such innovative data collection tools such as community mapping can successfully engage youth, not just as participants, but as facilitators of research, they must be accompanied by equally creative and innovative approaches to formulating research results and outcomes. [ABSTRACT FROM AUTHOR]