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

3. 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 20 th edition

4. 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

5. “Its not where you start: it’s where you finish”

6. For Legacy Planning It is where you start That’s where you will finish

7. 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

8. Why Bid in the First Place?

9. 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

10. 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

11. 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

12. Economic Repositioning Examples 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

13. 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

14. Nothing to Prove Examples Atlanta Olympics in 1996 Vancouver Winter Olympics in 2010 London, Paris, Madrid, New York, Moscow Olympic Bids for 2012

15. 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.

16. 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

17. The Importance of Legacy Planning

18. 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

19. 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

20. The Importance of Early Legacy Planning

21. 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

22. 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………….

23. 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

24. 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

25. The Economic Legacy

26. 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

27. 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

28. 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

29. 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

30. The Economic v Other Legacies Do they all need early planning?

31. Environmental Legacy

32. 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

33. Social Legacy

34. 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

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

36. 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

37. Community Support ………84% Source: Ashbrook October 2007

38. The Economic Case

39. Perception of Cities 199020012004 2006 London 1 1 1 1 Paris 2 2 2 2 Frankfurt 3 3 3 3 Barcelona11 6 6 4 Brussels 4 4 4 5 Amsterdam 5 5 5 6 Madrid17 8 7 7

40. “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”

41. Perception of Cities 19902001 2004 2006 Prague 23 21 13 13 Warsaw 20 18 Glasgow 10 19 24 26 Bucharest 29 Athens 22 29 30 32

42. Conclusion

43. “Entrusted with the Games for four years” Mike Fennell President of the Commonwealth Games Federation

44. Trust and Responsibility On 3 rd 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

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

46. 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