The Impact of Mega Events

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The Impact of Mega Events
Derek Casey Interim Chief Executive Glasgow 2014
Commonwealth Games
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Commonwealth Games

• 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

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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

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Its not where you start its where you finish
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For Legacy PlanningIt is where you startThats
where you will finish
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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

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Why Bid in the First Place?
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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

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Political RepositioningExamples

• 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

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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

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Economic RepositioningExamples

• 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

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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

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Nothing to ProveExamples

• Atlanta Olympics in 1996
• Vancouver Winter Olympics in 2010
• London, Paris, Madrid, New York, Moscow Olympic
  Bids for 2012

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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.

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Mis-MatchesExamples

• Sheffield (UK) World Student Games in 1991
• Athens Olympics in 2004
• Qatar Asian Games in 2006
• West Indies World Cricket Cup in 2007

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The Importance of Legacy Planning
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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

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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
  

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The Importance of Early Legacy Planning
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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

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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.
• 
  

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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

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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

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The Economic Legacy
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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

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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

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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

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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

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The Economic v Other Legacies

• Do they all need early planning?

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Environmental Legacy
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Environmental Legacy

• 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

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Social Legacy
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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

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Skills

• Volunteers for the event
• Potential for skills development and
  qualifications
• Non-formal education
• Support of the commercial sector

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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

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Community Support84
Source Ashbrook October 2007
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The Economic Case
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Perception of Cities

• 1990 2001 2004 2006
• London 1 1 1 1
• Paris 2 2 2
  2
• Frankfurt 3 3 3
  3
• Barcelona 11 6 6
  4
• Brussels 4 4 4
  5
• Amsterdam 5 5 5
  6
• Madrid 17 8 7
  7

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• 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

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Perception of Cities

• 1990 2001 2004 2006
• Prague 23 21 13 13
• Warsaw
  20 18
• Glasgow 10 19
  24 26
• Bucharest
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• Athens 22 29 30 32

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Conclusion
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Entrusted with the Games for four years

• Mike Fennell
• President of the Commonwealth Games Federation

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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

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Through effective legacy planning, we are all
entrusted with the outcome of the Games for
generations to come
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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

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