Transcript PRESENTATION TO THE COMMONWEALTH GAMES …

The Impact of Mega
Events
Derek Casey
Interim Chief Executive
Glasgow 2014 Commonwealth Games
Commonwealth Games
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Second biggest multi-sports event
71 countries
6500 athletes
17 sports all in one City over 12 days
Delhi 2010
Glasgow, Scotland will be the 20th
edition
Mega Events
• Benefits are usually exaggerated
• Costs are usually underestimated
• Whatever the view Legacy Planning
now crucial
• Changed view of the IOC, FIFA,
Commonwealth Games Federation
“Its not where you start: it’s
where you finish”
For Legacy Planning
It is where you start
That’s where you will finish
Legacy Planning
• Starts the very moment of deciding to
bid – usually 10 years before the Event
• Starts with a philosophical base – why
are you bidding?
• Get that wrong and it is very difficult to
catch up or alter course
Why Bid in the First Place?
Political Repositioning
• Use of the Mega Event to reposition the
City and/or the country on the world
stage
• Money is no problem
• Legacy tends to be an afterthought
rather than planned
• Part of a process of change in global or
regional politics
Political Repositioning
Examples
• Moscow Olympics in 1980
• Seoul Olympics in 1988
• Kuala Lumpur Commonwealth Games in
1998
• Qatar Asian Games in 2006
• Beijing Olympics in 2008
• Sochi (Russia) Winter Olympics in 2014
Economic Repositioning
• Use of major events to act as a catalyst
for regeneration or other economic
imperative
• Less cavalier with initial capital
investment
• Strong planned legacy
• Set within a more democratic (and
therefore often critical) public domain
Economic Repositioning
Examples
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Barcelona Olympics in 1992
Sydney Olympics in 2000
Manchester Commonwealth Games in 2002
Glasgow Commonwealth Games in 2014
Prague Olympic Bid for 2016
Potential Delhi Olympic Bid for 2020
Nothing to Prove
• Cities who bid but where neither political
nor economic repositioning is key
• Where there is some internal catalytic
effect
• Where the rationale is a mix of sport,
personal aspirations, political ambitions
and legacy issues
Nothing to Prove
Examples
• Atlanta Olympics in 1996
• Vancouver Winter Olympics in 2010
• London, Paris, Madrid, New York, Moscow
Olympic Bids for 2012
Mis-Matches
• Where there is a lack of “fit” between
the major event and the size/capabilities
of the City and/or country
• Where often the Event is politically led
• Where often there is a lack of
understanding of the true nature of the
event and its requirements.
Mis-Matches
Examples
• Sheffield (UK) World Student Games in
1991
• Athens Olympics in 2004
• Qatar Asian Games in 2006
• West Indies World Cricket Cup in 2007
The Importance of Legacy
Planning
Legacy Planning
• In the absence of legacy planning, the
Event can be the rationale for a
celebration
• But for most there is a fear of the “circus
coming to town” and moving on
• A good Event and a good Legacy are
the twin pillars of most mega events
Legacies
Venues
Transport
IT Infrastructure
Hotels
Education
Environment
Physical activity Confidence
Skills
Housing
Tourism
Health
International Recognition
Increased inward investment
Jobs
Sports development
Quality of life
The Importance of Early
Legacy Planning
Early Legacy Planning
• Mega events are not a panacea
• Mega events are not capable in
themselves to drive forward all change
• Mega events are not a massive
generator of instant economic benefits
• Mega events, standing alone, are not
the solution to the many social
challenges cities and countries face
Early Legacy Planning
• Mega events are capable of harnessing the
skills, enthusiasm and commitment of the
community
• Mega events are capable of drawing people
and organisations together
• Mega events are capable of changing the
perception of a City
• With that change comes inward investment,
jobs and improvements to the quality of life
for the community
But………….
Early Legacy Planning
But…..
• Only if they are part of national and local
processes for change and development
• They must not be led by the Organisers of the
Mega Event. They have a limited life and
concentrating on the Event
• The case for a “Legacy Unit” to ensure that, in
all matters, Government at all levels takes
legacy into account
Early Legacy Planning
• All need to be addressed by a range of
different organisations
• All need to be considered in devising
policies for delivering the Event
• All need to be built into restructured
strategies at national and local level to
be embedded after the Event
The Economic Legacy
Range of Services
Catering Venues Transport Printing
Equipment Technology Advertising
Human Resources Travel Accounting
Accommodation Entertainment
Design Signage
Security
Fit out
Construction Flooring IT Seating
Surfaces Training Clothing Marketing
Procurement Policy
• Right from the start what are the procurement
policies of the Organising Committee?
• Vast range of Supplies/Works/Services
• Geared towards local companies or the large
multi-nationals?
• Lessons from responsible/ethical tourism –
ethical and responsible bidding and staging
Mega Events
Procurement Policy
• Leaving it all to one major company and its
subsidiaries
• Squeezes out local small and medium
enterprises and the “second sector”
• A “pyramid approach” where each stage is
tendered giving smaller companies
opportunities
• In Melbourne 83% of contracts went to SMEs
Procurement
• More buy-in from the whole community
if they are getting a share of the action
• Benefits are more wide-spread
• Large, medium and small enterprises
are “fitter” to bid for action at future
Mega Events
The Economic v Other
Legacies
Do they all need early planning?
Environmental Legacy
Environmental Legacy
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Can be overall positive
Use of brownfield (derelict) sites
Improvements in bio-diversity
Use of the Event venues/village as
exemplar
• High profile of the event can be used to
good effect
Social Legacy
Sports Development
• Crucial to take advantage of the Event
• Setting clear targets for the next 7 years
and beyond
• Additional funding essential
• Emphasis on participation and
performance
Skills
• Volunteers for the event
• Potential for skills development and
qualifications
• Non-formal education
• Support of the commercial sector
Social Development
• The Games as part of national processes –
health through to economic imperatives and
national pride
• The Games as central to initiatives on
coaching, sports medicine, sports science,
skills development
• The Games as an exemplar in defined areas
• With a Mega Event no better period for taking
initiatives for change and improvement
• The need for a co-ordinated approach among
all agencies
Community Support
………84%
Figure 1: "I believe that Glasgow should host the
Commonwealth Games in 2014"
Disagree
3%
Neither
9%
Strongly
Disagree
3%
Don't Know
1%
Strongly Agree
49%
Agree
35%
Source: Ashbrook October 2007
The Economic Case
Perception of Cities
1990
London
1
Paris
2
Frankfurt
3
Barcelona 11
Brussels
4
Amsterdam 5
Madrid
17
2001
2004
2006
1
2
3
6
4
5
8
1
2
3
6
4
5
7
1
2
3
4
5
6
7
“The rise of the Spanish Cities shows a
clear link between a city perceived to be
doing the most to improve itself and the
perception that the city is a good location
for business”
Perception of Cities
Prague
Warsaw
Glasgow
Bucharest
Athens
1990
2001
2004
2006
23
21
10
19
13
20
24
22
29
30
13
18
26
29
32
Conclusion
“Entrusted with the Games for
four years”
Mike Fennell
President of the Commonwealth
Games Federation
Trust and Responsibility
• On 3rd August 2014 to hand back the
Games stronger and even more secure
• To fulfil all our commitments to all
stakeholders in organising the Games
• To leave an extensive range of legacies for
the community, the city, the country and for
the Commonwealth
“Through effective legacy
planning, we are all entrusted
with the outcome of the Games
for generations to come”
Our Legacy Aims
• Creating greater and better distributed
wealth
• Ensuring higher and more widely
shared achievements
• Longer, healthier lives
• Safer and stronger communities
• Environmental sustainability