Documente Academic
Documente Profesional
Documente Cultură
3/6/05
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CONTENTS
INTRODUCTION
CONTENTS
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00 INTRODUCTION
Sue Campbell
Chair, UK Sport
CREDITS
CONTRIBUTORS
Sarah Clarke, Helen Day, Allison Holloway,
Nigel Dobson, Sarah Tarttelin, UK Sport,
Metropolitan Police, sportscotland, HSE.
ADDITIONAL CONTRIBUTORS
David Watt, David Stubbs, Mick Aitken,
British Tourist Authority, ATHOC, AOB.
EDITORS
Sarah Clarke, Kate Clark, Russell Langley, Judy Kerry,
Sarah Tarttelin, Roland Hughes, Jade Fothergill.
COPYRIGHT NOTICE: Unless stated otherwise, all material in this guide is
the copyright of UK Sport. UK Sport gives permission for the reproduction
of extracts of text from this guide for non-commercial purposes as long as
UK Sport's copyright is clearly acknowledged.
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
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>
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>
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UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
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SECTION 01
RUNNING EVENTS
SOME KEY QUESTIONS
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RUNNING EVENTS
SOME KEY QUESTIONS
financial gain;
gaining international profile;
training of personnel / volunteers;
positive local economic impact;
attracting new sponsors / supporters / partners;
helping the development of grass root sport.
CONTINUED
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RUNNING EVENTS
SOME KEY QUESTIONS
BUDGETS
other areas;
> variable levels of support from committed partners
CONTRACTS
CONTINUED
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RUNNING EVENTS
SOME KEY QUESTIONS
LOCATION
The facilities you propose for your major event must be,
or have the potential to be, at least as good as those
available elsewhere in the world. They will have to meet
contractual and logistical requirements, and the location
of the event must offer the best overall package for the
athletes, spectators, and rights holders.
MANAGEMENT
STRUCTURE AND FUNCTIONS
It is vital to have in place a practical structure for
managing the event, that caters for every area of
operation. Decisions must be made as to who has control,
who should sit on committees, and where legal and
financial responsibilities should lie. Any event management
committee should be workable, with strong leadership and
clear divisions between roles and responsibilities.
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RUNNING EVENTS
SOME KEY QUESTIONS
VOLUNTEERS
Volunteers, or unpaid staff, will comprise a large and
indispensable part of the workforce at a major event, and
the provision of some sort of training for these employees
is essential. As they will not have been involved in
planning from the beginning, volunteers will need a
structured points training programme. At the very least,
they will need to understand:
> what the event is all about;
> their legal rights, entitlements and responsibilities;
> the nature of their specific roles;
> and management procedures and communications.
RELATIONSHIPS
INTERNAL AND EXTERNAL
CONTINUED
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RUNNING EVENTS
SOME KEY QUESTIONS
CONTINUED
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RUNNING EVENTS
SOME KEY QUESTIONS
AFTER THE EVENT
>
>
>
>
>
and/or athletes;
setting more records in competition;
attracting more spectators;
expanding broadcasting and media coverage of
the event
generating more sponsorship;
attracting more volunteers and officials.
CONTINUED
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RUNNING EVENTS
SOME KEY QUESTIONS
CONCLUSION
Many questions need to be answered when looking at
the practicalities of staging an event. Answers are not
often available immediately, but it is critical to be aware
of these issues from the outset.
Organisers should not shy away from staging events,
as they are the lifeblood of sport at many levels.
However, what this section has shown is the need to
give careful consideration to the many facets that
combine in event planning and management, so that
when you seek to stage an event, you do everything in
your power to ensure:
> it is the right one;
> it is the best ever and;
> that all the benefits are maximised.
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
SECTION 02
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KEY POINTS
i. What it is
The strategy should present a concise strategic overview
of your event-hosting aspirations for the next 10 years.
At the end of this section there are key data capture
sheets, which should make up part of your strategy,
helping to outline basic requirements.
ii. What it is not
The strategy is not an application to receive funds for
specific events. Its primary purpose is to assist your
sport organisation in assessing its ability to organise
itself; to look at its longer-term planning objectives
for hosting major events; and to consider how these
objectives fit in with the associated performance,
development and business plans as well as your current
national event programme.
iii. Realism
For the majority of NGBs/organisations it is unlikely that the
most significant World Class events are going to be hosted
more than once or possibly twice in a 10-year period.
Dates for bidding for and staging events are often
established many years in advance by international
federations and therefore it is key you plan around these
cycles. It is essential to produce a strategy incorporating
events which you have realistic chances of securing
and delivering to a World Class standard,
rather than writing an ambitious wish list.
It is vital that you are aware of
the organisational requirements,
and the effect that running any
event will have on the NGB. It is
quite normal for organisations to
require a little recovery time post event, so
cramming the calendar full of high profile
events back to back would not be advisable.
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your objectives?
What is the
importance of
the event?
> Facilities
> National/international
exposure levels
> Bidding
> Staging
> Sponsors
of location
> security/safety
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SECTION 03
PREPARING A BID
PREPARING A BID
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PREPARING
A BID
WHO BIDS?
At the outset, you should establish which organisation(s)
must make the formal bid to secure the event, and who
will be expected to sign the hosting agreements. It is
essential that key partners and supporters are liaising
from a very early stage. We cannot provide an allencompassing list of who these partners might be, the
way in which they might participate, or the scale of
support they might provide.
transportation providers;
accommodation providers;
medical services;
airports/airlines;
local and national suppliers of goods and equipment.
PREPARING A BID
PREPARING A BID
the event;
> contact other associations who have bid, and ask
for information;
> speak with international representatives of sports to
previous bids.
representatives;
> local authorities and other stakeholders;
> UK Sport and/or your home country sports council,
gather information;
> enlist assistance from organisations such as
UK Sport;
> talk to TV companies and media outlets /
representatives;
> gather information from commercial sponsors and
their connections.
CONTINUED
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PREPARING
A BID
WHO ARE THE KEY
DECISION MAKERS?
You must take the trouble to identify the key voters and
decision makers. By doing some research in this area, you
may be able to gauge how to persuade them to support
your bid. You also need to identify people who influence
the voters as they will be key figures try to influence the
influencers. It is vital to estimate the potential level of
support for your bid prior to launching a bid.
your opponents?
> In which areas are your opponents stronger
than you?
> What criticism might you face, and how can you
counter this?
> What will your key messages be?
> What are issues which could seriously harm
your bid?
> Do you have enough influence to capture the
PREPARING A BID
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PREPARING
A BID
> Who will generate public interest and inspire
succeed and
> put in place processes and actions to maximise
and votes;
> know the strengths and weaknesses of your own
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SECTION 04
A SUGGESTED BUSINESS
PLAN TEMPLATE
A SUGGESTED
BUSINESS PLAN
TEMPLATE
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A SUGGESTED BUSINESS
PLAN TEMPLATE
SECTION 2:
BACKGROUND & HISTORY
This section should put the event in context, describe its
history, and provide an introduction to the proposed
event, including relevant facts and figures.
In narrative terms this section should contain:
> the proposed events size and structure including:
event duration;
number of competitors and disciplines;
number of spectators and other venues,
details of the relevant governing bodies;
> the events history and background, including
relevant facts and figures from previous events and
their locations/dates;
> the strategic implications for the event with
reference to:
local, regional and national government;
national and international governing bodies, and;
other sporting bodies as applicable;
commercial opportunities.
A SUGGESTED BUSINESS
PLAN TEMPLATE
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A SUGGESTED BUSINESS
PLAN TEMPLATE
SECTION 4:
EVENT REQUIREMENTS & FACILITIES
International Federations will normally stipulate minimum
hosting requirements covering all aspects of the event.
The level of detail given varies, but can be reasonably
in-depth. This section should set out how the bid
organiser intends to satisfy the stipulated key
requirements. At the very least, it should address the
following areas:
>
>
>
>
This should include plans prior to, during and post event.
SECTION 6:
ETHICS & GOOD PRACTICE
The business plan should contain a section on the ethical
framework in which the event is set, particularly if there
are guidelines laid down for the event by any national
and/or international governing body.
A SUGGESTED BUSINESS
PLAN TEMPLATE
CONTINUED
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A SUGGESTED BUSINESS
PLAN TEMPLATE
SECTION 9:
EVENT MANAGEMENT & SUPPORT
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
A SUGGESTED BUSINESS
PLAN TEMPLATE
CONTINUED
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A SUGGESTED BUSINESS
PLAN TEMPLATE
SECTION 10: COMMUNICATION
PLAN & EVENT EXPOSURE
This section should show how the profile of the event is
to be addressed, highlighting marketing and public
relations plans, and offering a projection of how the
revenue figures will be achieved.
and/or event;
> strategy and identified sources of funding for the bid
> the market for the event, i.e. the nature of the
target audience;
> the profile of this target audience and of potential
>
>
>
>
>
>
>
>
>
>
>
Finances sheet;
> key revenue and expenditure figures extracted from
A SUGGESTED BUSINESS
PLAN TEMPLATE
>
>
>
>
>
>
>
>
>
Organisational;
Operational;
Security;
Reputational;
Legal;
Third party;
Financial;
To human life;
Post event.
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A SUGGESTED BUSINESS
PLAN TEMPLATE
APPENDICES
The following would be typical items to include in the
appendices to the business plan:
> A glossary of terms used;
> governing body strategy document (if applicable);
> event guidelines (if applicable), event/international
>
>
>
>
>
>
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A SUGGESTED BUSINESS
PLAN TEMPLATE
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SECTION 05
INSURANCE &
LEGAL ISSUES
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INSURANCE &
LEGAL ISSUES
INSURANCE & LEGAL ISSUES
INSURANCE
image rights
LEGAL ISSUES
Virtually every aspect of an event has legal issues
attached to it. Examples of this include:
> Event ownership and the attached rights
>
>
>
>
>
cancellation of event
public liability/ public health and safety
anti-doping
disciplinary procedures and employment areas
restraint of trade and status
crime
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SECTION 06
SECURITY &
POLICING
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SECURITY &
POLICING
SECURITY & POLICING
Threats to sports events is a real and serious issue and
should be taken into account when planning your major
event. The responsibility for threat assessment and
security planning lies with organisers and venues, but
two key partners, the police and local authorities, are
willing to assist if invited.
a gathering of crowds
national/international participants
national/international audience
known date/time/location
>
>
>
>
>
>
Demonstrations
Terrorism
Loss of key resources
Loss of power
Theft
Blackmail
>
>
>
>
>
>
Sabotage
Hooliganism
Transport failure
Loss of monies
Kidnap
Hijack
>
>
>
>
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SECURITY &
POLICING
TERRORISM
Terrorism is a complex global phenomenon which many
people focus on. In the main it comprises:
>
>
>
>
Activists/pressure groups
Transnational groups
Domestic groups
Cranks and criminals
>
>
>
>
Who
Why
What
How
generate risk
scenarios from this
Remember:
level of plan,
level of research
common practice
name, status, access levels and time limits.
test them
iii. Training exercises
> make sure these are held with other organisations
CONTINUED
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SECURITY &
POLICING
THE POLICE
MEDIA MANAGEMENT
CONCLUSIONS
Remember:
> Constantly review your plans
> Learn from others
> Work with authorities and put security at the heart
of your plans
Accomodation/
hotel
Athletes
Accreditation
Volunteers
Staff
Transport
Security
Media/PR
Sponsors
Catering
Medical
Venues
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SECTION 07
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TELEVISION &
MEDIA
TELEVISION
MEDIA COVERAGE
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TELEVISION &
MEDIA
Personnel
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
CONTINUED
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TELEVISION &
MEDIA
Transmissions
Mixed Zone
>
>
>
>
>
>
for presenters
Studios
ENG Platforms
Pre and post unilateral transmissions (time before
and after the event to interview athletes and send
these interviews back to their home country)
Commentary Position with/without camera
Observer seating
Broadcast Compound space for OB vans/mobile
production trucks.
Unilateral camera positions
Power hook-up connection
Technical and utility power consumption
End of
competition
Live TV
unilateral cameras
Unilateral Transmission
Individual rights holders may also wish to provide
programming which is tailored to their specific audience,
in the appropriate language, supplementing that from the
world feed.
ENG cameras
and radio
Written and
photographic press
CONTINUED
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TELEVISION &
MEDIA
Ambient Sound
Announcers
Position
Broadcaster
Downlink
Host
Broadcaster
(RHBs)
CONTINUED
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TELEVISION &
MEDIA
Satellite News
Gathering
(SNG)
Segment
Rundown
Signal
Slo-mo
Strike
Tracking
Camera
Transponder
VandA
RADIO RIGHTS
There may be competition for exclusive radio rights to the
event, so it is worth establishing if there is interest from
more than one company, and if so, which is best in terms
of reach and appeal, as well as what income they will
offer to you. You will also need clarification from the
International Federation as to any world wide deals
or arrangements
PRINT MEDIA
It is usually essential to provide two working areas for the
written press, one overlooking the sporting action, in the
most appropriate position for the sport concerned, and a
fully equipped press room including
>
>
>
>
>
>
>
>
>
Satellite
CONTINUED
The radio requirements can include use of a soundproof room, and agreement with you for early access
to competitors and officials, as well as to the action.
There may also be a requirement to provide special
facilities and commentator positions at larger events.
Aside form these specific requirements, radio reporters
will share facilities as noted below for print media.
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TELEVISION &
MEDIA
INTERNET MEDIA
MEDIA PARTNERS
Events can benefit tremendously from media partners,
be that a local or national newspaper/publication or
radio station or TV. The opportunities to gain extra/free
coverage cannot be underestimated, and can be critical
in creating awareness in the run up to events. Often
agreements can include promotional items such as
competitions for tickets, equipment, VIP days etc, as
well as feature pieces on athletes or individuals involved
in your event. One word of caution however, if you secure
a partner, you must make every effort to ensure fair and
open communications with all the other outlets as they
too will be critical for your event.
>
EXTRA PROVISIONS
>
>
>
>
>
>
>
>
>
>
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
PHOTOGRAPHERS
34
SECTION 08
MARKETING &
SPONSORSHIP
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MARKETING &
SPONSORSHIP
MARKETING & SPONSORSHIP
Often there is a danger of expecting too much from the
critical areas of marketing and sponsorship. The potential
appeal of an event to other people can be overestimated;
just because it is very important and of great interest to
you does not mean that others view it the same way.
The key for successful marketing plans and securing
sponsorship is to identify what you seek from each area,
where your priorities lie, what you have to offer and then
establishing what is reasonable to ask/seek.
MARKETING
CONTINUED
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MARKETING &
SPONSORSHIP
>
>
>
>
>
SPONSORSHIP
Sponsorship can be secured from a wide range of
supporters, who will all have their own objectives for
getting involved. Each deal will vary, in terms of the
degree of involvement and commitment the sponsor will
bring to your event. Sponsorship could come from either:
> commercial organisations (corporate companies,
>
>
>
>
>
>
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MARKETING &
SPONSORSHIP
i. Cash
There are a number of ways that cash sponsorship
support can be raised, but for each method, you should:
> clarify when the money is to be provided. Having
CONTINUED
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MARKETING &
SPONSORSHIP
>
>
>
>
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SECTION 09
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crowd safety;
safety in broadcasting sports events;
work place legislation and guidance and
public liability issues
contingency plans;
> identify individuals who have responsibility for
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>
>
>
>
>
>
>
>
>
>
SAFETY IN BROADCASTING
SPORTS EVENTS
Crowd safety is one of many potential hazards that
sports events have in common with other leisure or
entertainment venues; but they also generate certain
risks peculiar to themselves. If you wish to attract
broadcasters to your event, you must take into account
the health and safety requirements unique to the
coverage of sport.
Individual venues will obviously vary, but the principal
health and safety concerns for broadcasters at your
event will arise from:
accessibility to the broadcasters position;
fire and other emergency situations;
working at heights and from temporary structures;
exposure of staff to crowd disorder and
personal violence;
> wind and other weather conditions;
> collision with players or the ball when recording
near touchlines;
> noise.
>
>
>
>
steep slopes;
dead ends, locked gates, blocked escape routes;
several routes converging into one;
uneven or slippery flooring or steps;
poor signage/no signage.
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RISK MANAGEMENT
However much time and effort you put into planning
your major event, it will be impossible to anticipate
every eventuality. By thinking through your event and
implementing a proper risk management strategy, you
will be able, if not to eliminate all risks, at least to
minimise certain of their effects. If you do not have
the experience, ensure you engage the service of
someone who does.
where possible;
> assessing the residual risk left after such measures
CONTINUED
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1 IDENTIFYING RISK
What are the known risks?
Where might they come from?
What is at risk?
How might it be affected or affect other areas?
2 EVALUATING RISK
What is the chance of anything happening?
How great an effect would it have if it did?
Is this risk significant to your organisation/event?
3 MANAGING RISK
Can this risk be avoided? if so how?
If not, can its impact be reduced?
Could someone else take on the risk?
if so, in what way?
4 TAKING ACTION
Putting your plan into practice how will you achieve a
reduction/elimination of identified risks.
i. Identifying risk
Risk factors will be unique to your event and it is only by
undertaking a proper analysis that you will be able to
come up with a comprehensive list. Below are examples
of some of the more common internal and external
risk factors.
INTERNAL RISKS
EXTERNAL RISKS
BUDGET
> Increase in
staffing costs
> Inadequate provision
in original budget
> Misappropriation
of funds
> Terrorism
> Increase in
supplier costs
> Decrease in
external income
> Economic downturn
> Insolvency of partner
organization
TIMESCALE
> Miscalculated
timescales
> Weak operational plans
> Weak staff/loss of staff
>
>
>
>
>
Venue/facility issues
Supplier delays
Equipment failure
Transport strikes
Public health issues
RELATIONSHIPS
> Bad team dynamics
POLICY
> Change in key staff
> Legislation
members
PEOPLE
> Staff illness/injury
> Human error
> Inadequate staffing
from public
> Industrial action
levels
NATURAL
considerations
CONTINUED
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<<< Low
Low
Risk
<<< Low
Impact
High >>>
Reduce
the risk
Transfer
the risk
Contingency
Acceptance
CONCLUSION
It is vital for any event to have undergone thorough risk
analysis in all operational areas. There can and should
be no excuse for any organiser not undertaking these
steps from a very early stage and revisiting plans on a
regular basis.
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SECTION 10
DATA PROTECTION
DATA PROTECTION
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DATA PROTECTION
DEFINITIONS
i. Data
Under the terms of the Act, data can take many
forms, including:
>
>
>
>
>
ii. Processing
Under the terms of the Act, processing includes:
> Obtaining data, e.g. collecting data from a
another organisation;
> consultation of the data, e.g. asking experts
for advice;
DATA PROTECTION
DATA PROTECTION
the computer.
Processing therefore covers a very wide range of
activities, such as sending an email, looking at data on
a screen, or opening and reading a manual file.
iii. Consent
In some instances, it may be necessary to gain the
consent of an individual before processing their
information. To determine whether consent is required
you should refer to the Act, First Principle, Schedules
2 and 3.
Data controllers must decide what relevant filing
systems they have, and then check whether these
comply with the Acts requirements for the processing of
data. If you are unsure you should contact the Office of
the Information Commissioner (the regulatory authority
for the Act) on the contact details provided on page 39.
CONTINUED
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DATA PROTECTION
> EXAMPLE 1
You are collecting competitor entry information
for your own records, and to produce media
biographies.
> EXAMPLE 2
You will need to keep a register of all your
volunteer workers, including their addresses and
contact details.
> EXAMPLE 3
Your event sponsor wants to be able to send
advertising material to those who have bought
tickets in order to sell their products.
DATA PROTECTION
> EXAMPLE 4
You are setting up an event website. Many of your
key positions are held by volunteers and you will be
publishing contact details on the site.
CONTINUED
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DATA PROTECTION
3. IMPLEMENTATION
Key points to remember
On collection of form:
>
Preliminary steps
>
>
>
>
>
>
As you process:
>
Prompt for changes in personal data
>
2. INFORMATION
>
Identity of the data controller
>
Identity of the Data Protection Officer
DATA PROTECTION
Review procedures
What to write on the form
>
Purpose of processing data
>
CONTACT DETAILS:
Special conditions
If you need consent:
>
Get consent in writing
>
Request signature of consent
>
Request date of signature
Address:
Wycliffe House
Water Lane
Wilmslow
Cheshire
SK9 5AF
Telephone: 01625 545745
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
49
SECTION 11
VOLUNTEERS
VOLUNTEERS
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
50
VOLUNTEERS
VOLUNTEERS
Good volunteers are crucial for a successful event. These
individuals take part purely because of their enthusiasm
and commitment, and as such will be excellent
ambassadors for your event and sport. Volunteers can
provide valuable assistance throughout your event, from
the pre-event planning and delivery stage, through to
transportation, athlete information, accreditation, public
information and media relations to name but six areas.
You can guarantee that athletes, officials and spectators
alike will all come into contact with your volunteers.
//11
DUTIES
Working at a major sporting event is hard work, whether
as a volunteer or a paid member of staff. You must
ensure that your volunteers are willing to work long days
for a significant period of time. In order to keep them
contented in their jobs, you should:
> calculate the basic hours for which your volunteers
will be needed;
> identify the locations in which they will be required
to work;
> determine the dates and times that you will need
VOLUNTEERS
TRAINING
RECRUITING
and to whom;
> decide how and when you will deliver it;
> produce and distribute written training materials
well in advance;
> make the experience rewarding.
REQUIREMENTS
CONTINUED
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
51
VOLUNTEERS
//11
what format?
CRITERIA
IN CONCLUSION
The following factors should be central to your volunteer
programme:
> respect for your volunteers;
> clear communications with individual volunteers
VOLUNTEERS
be a useful skill;
> foreign language ability;
> understanding of sport;
> good communication skills.
APPLICATION PROCEDURE
To enable you to recruit all the volunteers you need
as smoothly as possible, settle on your application
procedure early on. Outline the process to those
applying for volunteer posts so that they are aware of
how their applications will be treated. Consider the
following questions:
> What are the issues involving data protection
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
52
SECTION 12
ETHICAL CONSIDERATIONS
ETHICAL
CONSIDERATIONS
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
53
//12
ETHICAL CONSIDERATIONS
INTRODUCTION
Ethical sport as a concept can be interpreted in several
ways, but there are certain guiding principles that UK
Sport believes to be fundamental to protecting the rights
and reputations of all those involved in sport. At the
outset this section may not appear to be relevant to
running an event, but what is key for any event organiser
is that it contains areas which should be of concern and
be taken into consideration when making plans for
bidding for or staging events.
It is suggested that ethics in sport can be summarised
as the issues involved in the areas below:
>
>
>
>
fairness;
integrity;
respect;
equity
(incorporates equality and social justice).
CORPORATE GOVERNANCE
Corporate governance can be described as the system
by which an organisation is directed and controlled,
including the distribution of rights and responsibilities
among participants of the organisation. Effective
corporate governance can be described as the
successful management of relationships between
members of an organisation through fair, transparent and
accountable systems and structures.
Sports organisations and events also have a
responsibility to ensure that they comply with the
requirements of relevant legislation. Legislation is in place
to ensure that people abide by certain standards of ethical
behaviour and it is vital that sports become aware of the
legislation that is applicable to their organisation.
ANTI-DOPING
ETHICAL CONSIDERATIONS
ETHICAL CONSIDERATIONS
CONTINUED
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//12
ETHICAL CONSIDERATIONS
HUMAN RIGHTS
It is important in sport, as it is in all aspects of life, that
individuals respect the rights of others and in return,
know what rights they have. This can cover a whole
variety of things, e.g. the amount of noise you make in a
building, the rights of others to privacy, the right you have
not to be abused, and the right to live. In sport human
rights issues often arise as a result of an individual feeling
misjudged, excluded or not supported in some way or
form, e.g. an individual feeling they have not had an
independent hearing of an issue; an athlete feeling that a
contract they are bound by unfairly restricts their earning
or performance rights. The Human Rights Act covers a
variety of areas including privacy, freedom of thought and
expression, liberty and security, protection of property,
and includes specific requirements for tribunals and
hearing procedures (Article 6 of the Act).
By recognising the diversity of those planning, attending
or competing in your event you will be better able to
meet the needs of all those involved, ensure fairness
and avoid legal challenge.
FAIR PLAY
Fair play refers to the conduct of individuals involved
with an element of the game e.g. athletes on the field,
spectators on the sideline, coaches in the stadium,
umpires during a match, managers in the briefing room.
It encompasses all aspects of the game or event and
all individuals involved. Fair play can be defined as
the upholding of ethical principles and/or values
before, during and after a game/match/event.
Sports organisations must ensure that these principles
and values are clearly promoted and understood by
all individuals involved with their sport and the
consequences that will occur if these are not upheld.
Fair play is also about consistency in practice, i.e. the
standard for both behaviour and consequences applies
equally to everyone; it does not exclude or allow different
interpretation for individuals because of their skills,
popularity or position in the sport. Consistency
is vital.
ETHICAL CONSIDERATIONS
DATA PROTECTION
CONTINUED
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
55
//12
ETHICAL CONSIDERATIONS
CHILD PROTECTION
>
>
>
>
around children;
> appropriate behaviour of children -
EQUITY
Equity is fundamental to the participation in and the
governance, organisation and delivery of sport. Equity in
sport is the practice of fairness and the upholding of
social justice to ensure that all individuals are respected
and their rights protected.
Equity is critical to the celebration of diversity in sport.
It is no longer acceptable for individuals to negatively
discriminate or put down others on the basis of
difference in religion or faith, race or ethnicity, culture,
socio-economic status, gender, sexuality, age, disability
or any other social or physical categorisation. Nor is it
acceptable for individuals to ignore or in any way
endorse the behaviour of others who discriminate in
such a way.
ETHICAL CONSIDERATIONS
groups of people?
> Do you have a policy statement and procedures in
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
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//12
ETHICAL CONSIDERATIONS
DISABILITY SPORT
It is not difficult to identify with the word disability.
We, as human beings, often have an illness, health
problem or disability that hold us back, stop us doing an
activity, or restrict us from full participation at some stage
in our life. However for some individuals their disability
may restrict them from participation in a variety of
environments and/or for a considerable length of time, if
not for the rest of their lives. As a result their disability
may be categorised and given specific assistance in
order for them to participate in a particular environment.
In sport there are a variety of ways that assistance
can be given in order for people with disabilities to
participate, e.g. modifications to buildings, specific
competitions for people with the same disability,
specialist equipment and/or training of members to give
specific assistance. Sports organisations are likely to
have certain obligations under the Disability
Discrimination Act to provide assistance to individuals
with a disability, especially in relation to building design.
However sports organisations can do a lot more to assist
individuals, some of which can take little effort but as a
result can greatly increase the participation of and/or the
quality of experience for individuals in sport.
ETHICAL CONSIDERATIONS
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
57
//12
ETHICAL CONSIDERATIONS
SOCIAL INCLUSION
This equity area addresses the issue of wealth or rather
lack of wealth and the implications of this in everyday life.
Social inclusion refers to the methods of enabling those
toward the lower end of the socio-economic range to
participate and/or receive support. In sport social inclusion
refers to enabling participation by all individuals in events,
activities, competitions, social events, administration and
other aspects of sport. Sports organisations can take
forward a range of initiatives to encourage and enable
participation by individuals who lack resources or support
others may take for granted.
CONCLUSION
All the principles and practises highlighted above should
have an integral, not optional, role at all levels throughout
your event planning and execution.
ETHICAL CONSIDERATIONS
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SECTION 13
ANTI-DOPING
ANTI-DOPING
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
59
//13
ANTI-DOPING
INTERNATIONAL FEDERATION RE
The IF under whose jurisdiction the event operates
should advise on the minimum number of tests expected.
IFs often have specific requirements for the number and
distribution of tests (i.e. testing finalists and semi-finalists)
that must be strictly adhered to during your event.
INFORMATION SERVICES
ANTI-DOPING
ANTI-DOPING
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
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//13
ANTI-DOPING
PROVISION OF FACILITIES
Testing at major events is often expected by athletes
participating in the event and in the UK we are
committed to providing high standard testing services.
This begins with the standard of testing facilities. It is the
responsibility of the event organiser to ensure that
suitable facilities are available, including a private toilet
with adjacent waiting/administration area, a suitable
surface for separation of samples, a wash basin, and a
lockable cupboard/refrigerator. Good facilities ensure that
testing runs more smoothly for the athletes and also
ensures that sample collection takes place within
internationally approved WADC guidelines, thus
protecting the integrity of each sample collected.
MANAGING RESULTS
Once the samples have been analysed by the laboratory,
UK Sport will then review the results to ensure they
meet the WADC standard and forward them on to the
nominated results official of your IF. If the IF requires
results to be processed more quickly than the standard
ten working day timescale, this should be arranged
with UK Sport in advance of the event. Additional
costs may apply for a more rapid turnaround of results.
IFs are responsible for implementing disciplinary
proceedings following the review of evidence by UK
Sport. UK Sport is available to respond to any dispute
about its testing procedures that may be raised during
the disciplinary process.
ANTI-DOPING
Email:
Website:
Drug Information
Database:
Drug Information Line:
drug-free@uksport.gov.uk
www.uksport.gov.uk
www.uksport.gov.uk/did
+44 (0) 800 528 0004
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
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SECTION 14
ENVIRONMENT
ENVIRONMENT
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//14
ENVIRONMENT
ENVIRONMENT
In recent years, event organisers have become more
aware of the potential impact of major sporting events on
the environment in terms of pollution, ecosystems and
waste. As a result, environmental protection has become
an increasingly important issue. The following section has
been prepared to help venue managers and event
organisers to host environmentally responsible sports
events. Every sport and every occasion has its own
characteristics and it would be impossible to cover all
eventualities, but whether your event is large or small,
one-off or recurrent, it will have many basic attributes in
common with others.
v. Implement programmes
Venue-related measures will normally be in operation for
as long as possible preceding the event. The eventrelated measures are likely to be temporary, covering the
immediate build-up to, and duration of, the event.
vi. Monitor implementation and adjust
programme accordingly
The ability to measure and record basic environmental
parameters is the first real test of performance and the
effectiveness of the programme.
vii. Evaluate and publicise results
The major gain from this process is raising awareness,
both among the sports community and the general
public. The green message can be emphasised during
the lead-up, at the event itself, and as part of the postevent legacy. As far as possible it should be integrated
within the normal event communications.
ENVIRONMENT
CONTINUED
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
63
//14
ENVIRONMENT
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
ENVIRONMENT
CONTINUED
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
64
//14
ENVIRONMENT
>
>
>
>
>
>
>
>
>
>
>
>
>
ENVIRONMENT
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
65
//14
ENVIRONMENT
> COMPONENTS OF A
PURCHASING POLICY
Assess all procurement decisions on the basis of
a green filter:
> necessity of purchase in first place;
> whether product/supply is locally available;
> performance quality;
> durability;
> energy efficiency;
> noise of operation;
> pollution risk;
> potential for reuse and recycling;
> availability of spare parts;
> packaging;
> disposability.
ENVIRONMENT
v. Energy efficiency
This is an area of potentially significant cost savings as
well as environmental benefits.
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
66
SECTION 15
TOURISM &
SPORTING EVENTS
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
67
//15
TOURISM &
SPORTING EVENTS
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
TOURISM &
SPORTING EVENTS
68
//15
TOURISM &
SPORTING EVENTS
www.bitoa.co.uk
The British Incoming Tour Operators Association is the
official body representing many inbound British
producers and suppliers of tourism products and
services. Many of its members now offer specialist
services in support of sporting events.
www.nievents.co.uk
Northern Ireland events company
FURTHER INFORMATION ON
SPORTS TOURISM
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
69
SECTION 16
THE ECONOMIC
IMPACT OF
MAJOR EVENTS
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//16
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
71
//16
A STEP-BY-STEP APPROACH
A step-by-step approach to measuring economic impact
is provided in the UK Sport publications listed previously.
The three basic steps are:
Stage 1 Pre-planning
Researchers must be provided with as much information
as possible so that an appropriate strategy can be put in
place for optimum data-capture. Before the event is
staged the likely respondent groups must be defined, and
the patterns of all visitors behaviour modelled, to predict
possible impact.
Stage 2 Primary Data Collection
Every major event is unique but the key tool for capturing
the expenditure profiles of visitors will be a ten-step
survey questionnaire. The questionnaire cannot be
assumed to be a template for all occasions, but it is a
quick, efficient means of sampling the levels of
expenditure of all identifiable groups at a major event.
THE OUTCOME
The decision of local authorities to use leisure and
tourism events as a means of promoting economic
development has, on occasion, been controversial.
There is no logic to any prejudice towards policies of
this type, as sport, leisure and tourism are amongst the
few industries that display long-term growth patterns.
The economic impact associated with staging a major
sporting event can be extremely significant, especially if
the event forms part of a diverse program of local
economic regeneration. However, an events status as a
World or European championship does not automatically
guarantee that it will be an economic success, either for
the host city, or the governing body staging the event.
The scale and type of event, its funding levels and
geographical location, are all key factors in determining
whether it will be an economic success.
FINALLY
Of course, major sporting events can have negative
as well as positive implications for a local economy.
These can include traffic congestion and overcrowding
on public transport, which can hurt local business during
an event; or loss of earning on facilities while they are
being used for competition purposes.
Too often the economic success or failure of a major
event is judged solely on its ability to generate an
operating surplus. However, it is frequently more
important, especially for local economic regeneration
strategies, to assess whether or not the investment in
the event can be justified by the benefits returned.
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
72
SECTION 17
SPORTS DEVELOPMENT
SPORTS
DEVELOPMENT
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
73
SPORTS
DEVELOPMENT
I. ELITE PERFORMANCE
Major events provide major opportunities for athletes.
Staging a major event in the UK gives athletes experience
of the competitive environment, with the added pressures
and incentives of being on home soil. How, then, do you
best take advantage of this in preparation for mega
events, such as the Olympic Games?
Firstly, you should set considered, achievable targets for
the performance of the team; for example, how many
medals they ought to win, and of what colour. Then, ask
yourself how you can build on this success for the future.
What is the goal that you are working towards? Home
advantage may help provide the extra boost that makes
II. COACHES
An event provides the opportunity to bring together
coaching staff, share best practice, and explore recent
developments in the sport. Workshops are often a useful
format to facilitate this exchange of knowledge at the
event itself. Depending on the resources available to your
governing body this can form part of a wider programme
of education, to increase the number of qualified coaches
and/or raise the level to which they are qualified.
III. OFFICIALS
Increasing the number and standard of UK officials will in
turn mean that those officials can represent the UK abroad.
Clearly this will be an important element in developing
international relations and in raising the profile of a governing
body within an International Federation. Events provide the
forum where expertise can be developed and showcased.
IV. VOLUNTEERS
SPORTS DEVELOPMENT
SPORTS DEVELOPMENT
//17
V. PUBLIC PARTICIPATION
Schools. By attracting schools and young people to an
event, you are gaining the opportunity to find and develop
new talent, and also, more generally, to increase the
popularity and profile of your sport. A simple step would
be to offer free tickets to school children, which in turn can
help fill a stadium on an otherwise quiet day, and enhance
the atmosphere. Other initiatives could include meeting
star international players, have a go sessions or
instigation of an adopt a country scheme with classes.
General public. Those already involved with and
interested in your sport should be a relatively easy
audience to target (via clubs, newsletters, etc). How do
you intend to attract members of the public who are not
already familiar with your sport? The Tourism chapter of
this guide suggests useful ways of helping you to sell
your event to the general public.
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
74
SECTION 18
UK SPORTS WORLD
CLASS EVENTS
PROGRAMME
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
75
//18
WHAT IS IT?
UK Sports World Class Events Programme distributes
money from the National Lottery to organisations wishing
to attract the worlds greatest sports events to these
shores. UK Sport is now the leading distributor of Lottery
funds devoted to bidding for, and staging, major events
throughout the UK.
UK Sport works closely with the sports councils of
England, Northern Ireland, Scotland and Wales in the
delivery of major events, and will continue to develop
close partnerships with each of the councils in order to
stage future World Class events. Events that do not meet
the criteria or priorities of UK Sport will be passed for
consideration to the home country sports councils.
2
Assessment of suitable
events to bid for an event
with NGB and UK Sport.
3
Notification of intent to
bid to UK Sport, for
selected events.
4
Governing body submits
pre-application which is
assessed by UK Sport,
prior to submitting any bid.
>
If an organisation
bids for an event
prior to notification,
the event is
automatically ruled
ineligible for funds
5
Full application for funding
prepared including
detailed business plan
and event project plan
with assistance from
UK Sport.
advice
> Additional
provided if necessary
to ensure plan fulfils
required criteria
6
Plan submitted to UK
Sport Major Events
Steering Group for
recommendation on levels
of financial support.
7
Recommendation passed
to UK Sport Council for
decision. Award granted
with relevant contractual
obligations.
plan is rejected,
> Iffeedback
provided and
assistance given to
prepare it, if requested,
for resubmission
8
Monitoring and evaluation
undertaken during period
of Programme and
financial support.
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
76
SECTION 19
SUPPORT SERVICES
SUPPORT SERVICES
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
77
//19
SUPPORT
SERVICES
SUPPORT
COST
TIMING
Insurance
Negotiable
Negotiable
Dependent on event
Negotiable
Free
As appropriate to event
Free
As appropriate to event
Negotiable
As appropriate to event
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
SUPPORT SERVICES
As well as providing cash contributions for events, UK Sport seeks to offer additional support services as listed below.
78
SECTION 20
DIRECTORY OF
USEFUL CONTACTS
& RESOURCES
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
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//20
DIRECTORY OF USEFUL
CONTACTS & RESOURCES
ADVERTISING AND PR
AGENCIES, ATHLETE REPS
AND MANAGEMENT
DIRECTORY OF USEFUL CONTACTS
AND RESOURCES
ADMINISTRATION
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
80
//20
DIRECTORY OF USEFUL
CONTACTS & RESOURCES
Octagon
Octagon House
81/83 Fulham High Street
London SW6 3JW
Tel: 020 7862 0000
Website: www.octagon.com
CSS Stellar Management Ltd
Drury House
34-43 Russell Street
London WC2B 5HA
Tel: 020 7078 1400
Website: www.css-stellar-management.com
Fast Track
21 Dartmouth Street
London SW1H 9BP
Tel: 020 7593 5200
Website: www.fast-track-events.com
PRISM
5th Floor, Ewing House
130 Kings Road
Brentwood
Essex CM14 4EQ
Tel: 01277 245600
Website: www.prismteam.com
COACHING
Sports Coach UK
114 Cardigan Road
Headingley
Leeds
LS6 3BJ
Website: www.sportscoachuk.org
Email: coaching@sportscoachuk.org
Tel : 0113 274 4802
Fax: 0113 275 5019
CONTINUED
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//20
DIRECTORY OF USEFUL
CONTACTS & RESOURCES
Clarke Wilmott
1 Georges Square
Bath Street
Bristol BS1 6BA
Tel: 0117 941 6600
Website: www.clarkewillmott.com
Baker Tilley
2 Bloomsbury Street
London WC1B 3ST
Tel: 020 7413 5100
Website: www.bakertilly.co.uk
Charles Russell
8-10 New Fetter Lane
London
EC4A 1RS
020 7203 5000
Website: www.cr-law.co.uk
Collyer-Bristow
4 Bedford Row
London
WC1R 4DF
Tel: 020 7242 7363
Website: www.collyerbristow.com
Couchman Harrington Associates
8 Bloomsbury Square
London WC1A 2LQ
Tel: 020 7611 9660
Website: www.chass.co.uk
CONTINUED
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//20
DIRECTORY OF USEFUL
CONTACTS & RESOURCES
Farrer & Co
66 Lincolns Inn Fields
London
WC2A 3LH
Tel: 020 7242 2022
Website: www.farrer.co.uk
Hammond Suddards Edge
7 Devonshire Square
Cutlers Gardens
London
EC2M 4YH
Tel: 020 7655 1000
Website: www.hammondsuddardsedge.com
James Chapman & Co
76 King Street
Manchester M2 4NH
Tel: 0161 828 8000
Website: www.james-chapman.co.uk
Moorhead James
Kildare House
3 Dorset Rise
London EC4Y 8EN
Tel: 020 7831 8888
Website: www.moorheadjames.com
Max Bitel Greene
1 Canonbury Place
London N1 2NG
Tel: 020 7354 2767
Website: www.mbg.co.uk
RACIAL EQUITY
Sporting Equals
Yorkshire Bank Chambers
Infirmary Street
LEEDS
LS1 2JP
Tel: 0113 389 3636
Fax: 0113 389 3601
Email: sportequal@cre.gov.uk
Commission for Racial Equality
St Dunstans House
201-211 Borough High Street
London SE1 1GZ
Tel: 020 7939 0000
Email: info@cre.gov.uk
SCREENING OF EMPLOYEES
AND VOLUNTEERS
Norton Rose
Kempson House
Camomile Street
London
EC3A 7AN
Tel: 020 7283 6000
Website: www.nortonrose.com
SJ Berwin
222 Grays Inn Road
London
WC1X 8XF
Tel: 020 7533 2222
Website: www.sjberwin.com
CONTINUED
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//20
DIRECTORY OF USEFUL
CONTACTS & RESOURCES
STRUCTURES AND EQUIPMENT
TV/MEDIA
BBC
Broadcasting House
Portland Place
London W1A 1AA
Diamond Vision
Mitsubishi Electric Europe
Unit 13, Crayfield Industrial Park
Main Road
St Pauls Cray
Orpington, Kent BR5 3HP
Tel: 01689 896466
Website: www.diamond-vision.nl
Icon Display Ltd
130-136 Maidstone Road
Sidcup
Kent DA14 5HS
Tel: 020 8302 4921/9787
Website: www.icondisplay.co.uk
Seating Structures Limited
1 Regents Walk
Ascot
Berkshire
SL5 9JQ
Tel: 01344 295 520
Website: www.seatingstructures.com
Symonds Group
Symonds House
Wood Street
East Grinstead RH19 1UU
Tel: 01342 327161
Website: www.symonds-group.com
Channel 4 TV Co Ltd
124 Horseferry Road
London SW1P 2TX
Tel: 020 7396 4444
Channel 5
22 Long Acre
London WC2E 9LY
Tel: 020 7550 5555
Cleanevent
Elvin House
Stadium Way
Wembley
London HA9 0EH
Tel: 020 8585 3907
Website: www.cleanevent.co.uk
BBC TV
Television Centre
Wood Lane
London W12 1AA
Tel: 020 8743 8000
ITV1
200 Grays Inn Road
London WC1X 8HF
Tel: 020 7843 8000
S4C
Parc Ty Glas Llanishen
Cardiff CF4 5DU
Tel: 029 20747444
Scottish TV plc
Cowcaddens
Glasgow G2 3PR
Tel: 0141 300 3000
Ulster Television
Havelock House
Ormeau Road
Belfast B17 1EB
Tel: 0289 032 8122
British Sky Broadcasting
6 Centairs Business Park
Grant Way
Iselworth
Middlesex TW9 5QD
Tel: 020 7782 3000
British Telecom International
TV Distribution Services (TVDS)
Room 723
Holborn Centre
London EC1N 2TE
Tel: 020 7492 2626
CONTINUED
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//20
DIRECTORY OF USEFUL
CONTACTS & RESOURCES
British Eurosport
55 Drury Lane
London WC2B 5SQ
Tel: 020 7468 7777
Daily Mirror
One Canada Square
London
E14 5AP
Tel: 020 7293 3000
The Sun
1 Virginia Street
London
E98 1SL
Tel: 020 7782 4056
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DIRECTORY OF USEFUL
CONTACTS & RESOURCES
VOLUNTEERS
Sport England
3rd Floor
Victoria House
Bloomsbury Square
London WC1B 4SE
Website: www.sportengland.org
Email: info@sportengland.org
Phone: 0800 363 373
Fax: 020 7383 5740
Scottish Executive
Sport Policy Unit
Area 2B
Victoria Quay
Edinburgh
EH6 6QQ
Tel: 0131 556 8400
Website: www.scotland.gov.uk
Event Scotland
PO Box 28483
23 Ravelston Terrace
Edinburgh
EH4 3YE
Tel: 0131 472 2313
Website: www.eventscotland.org
National Assembly for Wales
Cardiff Bay
Cardiff CF99 1NA
Tel: 029 20 825111
Website: www.wales.gov.uk
Foreign and Commonwealth Office
Cultural Relations Department
King Charles Street
Whitehall
London
SW1A 2AH
Tel: 020 7270 6197
Website: www.fco.gov.uk
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DIRECTORY OF USEFUL
CONTACTS & RESOURCES
Sportsmatch
4th Floor
Warwick House
25-27 Buckingham Palace Road
London
SW1W 0PP
Tel: 020 7233 7747
The Sponsorship Association
Dalby House
396-398 City Road
London EC1V 2QA
Tel: 020 7713 7000
The English Tourist Board/British Tourist Authority
Thames Tower
Blacks Road
London W6 9EL
Tel: 020 8563 3336
Website: www.visitbritain.com
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DIRECTORY OF USEFUL
CONTACTS & RESOURCES
NPFA Cymru
Sophia House
28 Cathedral Road
Cardiff CF11 9LJ
Tel: 029 2063 6110
NPFA Scotland
Suite 5, Waterside House
46 The Shore
Edinburgh EH6 6QU
Tel: 0131 561 4404
The British Council
10 Spring Gardens
London SW1A 2BN
Tel: 020 7930 8466
Website: www.britishcouncil.org
Performing Rights Society Ltd
29/33 Berner Street
London W1P 4AA
Tel: 020 8580 5544
National Federation of Community Organisations
8/9 Upper Street
Islington
London N1 0PQ
Tel: 020 7226 0189
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DIRECTORY OF USEFUL
CONTACTS & RESOURCES
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
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SECTION 21
CHECKLIST &
PRACTICAL LAST
THOUGHTS
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//21
access times
accommodation
accounts
accreditation
acoustics
administration
admissions
advertising
alcohol consumption
ancillary activities
ancillary facilities
announcements
appeals for volunteers
applications (for
participants)
arrival arrangements
artwork
audience (to be
targeted)
audiovisual aids
badges
banking
banners
barriers
budgeting procedures
cancellations
car parking
cash flow and change
catering
ceremonies
changing rooms
checklists
Childrens Act
civic and government
receptions
cleaning
cloakrooms
commentators
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
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>
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>
>
>
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>
>
>
>
>
>
>
>
>
>
committees
communications
complaints
complimentary tickets
concessions
contingency plans
contracts
copyright
crche
credit facilities
critical plan document
customer care
date
damage reports
decoration
delivery acceptance
departure
arrangements
dietary requirements
diplomacy
disabled facilities
dismantling times
display boards
displays
documentation
drug testing
electrical services
elevators
emergency procedures
emergency services
entertainment
entry arrangements
equipment
evaluation (post event)
event handbook
exchange facilities
exhibitions
facilities at venue
>
>
>
>
>
>
>
>
>
>
>
>
>
>
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>
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>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
fax machines
fire safety
first aid
flexibility of response
floor plans
floral dcor
franchise arrangements
fundraising
guests
health and safety
hearing-impaired
provision
hiring
hospitality
hosting
hotels
identification
image
indemnification
documents
information
information points
insurance
interpreters
interviews
invitations
invoicing
kiosks
legal aspects
liaison officers
licences (liquor, public
entertainment, etc)
lifeguards
lighting
loading entrances
local authority
logos/signage
lost children
lost property
maintenance
maps
market research
master of ceremonies
medals
media
medical provision
meeting plans
menus
message boards
monitoring
music
numbers participating
nursery (daycare)
objectives
offices
officials
> organisational
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
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>
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>
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>
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>
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>
>
>
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>
>
>
>
>
>
structure
patents
patronage
performances
permits
personnel
photocall
photocopying
photography
planning
policing
political support
poster sites
post-event
arrangements
power supply
practice facilities
presentations
press conference
press launch
press room
printed programme
printing
prizes
programme of the day
protective clothing
protocol
public address system
publicity
public relations
radio
receipt system
reception areas
recycling
refreshments
refuse areas and
disposal
registration
repairs procedures
research
safety
satellite links
schedules
scoreboards
seating
security
set-up time
shops
sightseeing tours
signposting
smoking areas
speakers requirements
spectator
arrangements
sponsorship
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>
>
>
>
>
>
>
>
>
>
>
>
staffing
staging
stationery
stewards
stockchecks
storage
structures
(of organisation)
subsistence
support services
tables
team liaison
technical equipment
technical requirements
technicians
tele-communications
tickets
timetable
toilets
tourist services
>
>
>
>
>
>
>
>
>
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>
>
your event?
Is this desirable
or essential?
How much will it cost?
Is it affordable?
Can it be achieved?
How?
When?
>
>
>
>
>
>
>
>
By whom?
Where?
Where from?
Where to?
At what time?
For whom?
Who pays cost?
Can this be obtained
for no cost?
FINANCIAL CHECKLIST
INCOME
>
>
>
>
>
>
>
>
>
>
advertising
bank interest
bar sales
catering sales
donations
entry fees
exhibitors
franchising and
endorsements
fundraising
grant aid
>
>
>
>
>
>
>
>
>
>
miscellaneous
other media fees
patrons
photograph/
video sales
programme sales
souvenirs
sponsorship
tickets
traders
TV fees
EXPENDITURE
costs of
> accountant
> advertising
> bank charges
> banners and signage
> catering
> cleaning
> consultant fees
> copyright fees
> decorations
and flowers
> ground/venue rent
> heating
> information technology
> insurance
> legal fees
> lighting
> management fees
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
medical fees
media and TV costs
miscellaneous
PA system
petty cash
postage
printing
prizes
repair and
maintenance costs
restoration costs
staffing
staff training
stationery
telephone
transport
and VIPs
>
>
>
>
>
>
>
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>
>
>
>
>
>
>
>
accommodation
car park
changing rooms
cloakrooms
crche and
childminding
equipment required
exhibition areas
first-aid and
medical rooms
kitchens,
food prep
lavatories
lost property room
offices
officials room
>
>
>
>
>
>
>
>
>
>
>
>
>
performers rooms
playing area
poster sites
press room
reception areas
refuse area
rehearsals
security rooms
social, bar and
catering areas
sporting arena(s)
storage
TV rooms
warm-up and
practice areas
advertising
announcers
ceremonies
commentators
dress rehearsals
entertainment
interpreters
interviews
marketing and PR
merchandising
> music, performing
rights, unions
> photography,
photocalls, copyright
>
>
>
>
>
>
>
>
>
>
> presentation
> press
> prizes and
medals
protocol
public address
publicity
souvenirs
sponsorship and
patronage
> theme, logo
and image
> TV and radio
> VIPs
>
>
>
>
>
ADMINISTRATION,
DOCUMENTATION AND FINANCE
EQUIPMENT
> chairs and tables
> communications
(eg. radios)
> decorations
> display boards
> drapes
> fencing and barriers
> flags
> flowers
> generators
> heating
> IT equipment
> lighting, TV
and emergency
>
>
>
>
>
>
>
>
>
>
>
marquees
projection equipment
protective clothing
public address
system
scoreboards
screens
seats
signs
(e.g. no smoking,
seat numbers)
spectator stands
stage
uniforms for staff
attendants
bar staff
cashiers
caterers
cleaners
cloakroom attendants
doctor and
medical staff
EGOs
electricians
maintenance personnel
officials
patrols
>
>
>
>
>
>
>
>
>
>
>
receptionists
safety lifeguards
secretaries
security guards
sporting
officials/experts
standby requirements,
training
stewards
technicians
telephonists
traders and exhibitors
ushers
grants
> arrivals and departures
> budget
> cash flow, security and
change
contracts
copyright
event handbook
franchises
identification
and passes
> insurance to cover
accidents and
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
cancellations
invitations
legal advice
legal structure
licensing (extension,
entertainment)
organisation structure
pricing
printing
programmes
sales
seating arrangements
stationery
stockchecking
>
>
>
>
>
SUPPORT SERVICES
> AA
> bar and catering
>
>
>
>
>
>
>
>
>
(public, performers
and guests)
car parking
changing
cloakrooms
exhibitions
government emergency
procedures
hotels
information
local authority
lost property
>
>
>
>
>
>
>
>
>
>
>
maintenance
medical
police
Red Cross and
St John Ambulance
secretarial
security
shops
shuttle service
telephone,
telex and fax
transport
travel agency
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CHARACTERISTICS
OF THE BEST EVENTS
The most important elements for making a good
event are:
1. A clear vision and a definite purpose for
everyones efforts.
2. Clear SMART objectives to which everyone
is committed.
3. An appropriate, flexible organisational structure
able to achieve specific tasks, but retaining an
overall unity of purpose.
4. Committed personnel, willing to go the
step beyond.
5. A leader of calibre, authority and personality.
6. Precise, detailed planning carried out and
documented within an appropriate timescale.
7. A coordinated team effort operating within budget
limits, drawing on all available resources.
8. Efficient lines of communication.
9. A good public image.
10. Effective publicity and presentation, and built-in
contingency plans.
11. A total commitment to customer care.
12. Efficient ongoing control and monitoring systems.
13. An atmosphere of unity, focus, hard work, humour
and enthusiasm.
14. Good post-event evaluation.
CONTINUED
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>
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Logistical planning
Market research
Measurable targets
Media interest
Planning and documentation
Political support
Positive image
Quality provision
Resources and facilities
Responsiveness to change
Sense of humour
SMART objectives
Strong leadership
Strong vision
Teamwork
Top-quality committed people
UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005
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SECTION 22
FURTHER READING
FURTHER READING
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FURTHER
READING
Brown M (1992)
Successful Project Management in a Week,
Hodder and Stoughton
Byl J (1990)
Organising Successful Tournaments, Leisure Press
Lock D (1992)
Project Management 5th Edition,
Gower Publishing Company Limited
FURTHER READING
FURTHER READING
Watt D C (1992)
Leisure and Tourism Events Management and
Organisation Manual, Longman Group UK Limited
Watt D C (1998)
Event Management in Leisure and Tourism,
Addison Wesley Longman
Watt D C (1998)
Sports Management and Administration, E & F N
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