Legacy Governance – LA84 Foundation

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LA84 Foundation

  • Olympic City: Los Angeles
  • Country: United States of America
  • Edition of the Games: 1984 Summer Olympic Games
Since 1985
Locals
©Free Vector Maps

How Legacy Governance Started In Los Angeles

The LA84 Foundation, a legacy of the 1984 Olympic Games, transforms lives and communities through its support of youth sports programmes in the City of Los Angeles and Southern California.

The LA84 Foundation is a nationally recognised leader in supporting youth sport programmes and public education on the role of sports in positive youth development. The foundation, with 30 years of on-the-ground experience, has supported thousands of Southern California youth sports organisations through grant making, while also training coaches, commissioning research, convening conferences and acting as a national thought leader on important youth sports issues. LA84 levels the playing field so that sport is accessible to all children, while elevating the field of youth sports as an integral part of American life.

Sport matters as 71% of Los Angeles youth do not currently obtain the recommended amount of exercise each week; 42% of low-income youth in Los Angeles are overweight or obese, while in contrast, 92% of LA public high school athletes graduate.

The LA84 Foundation’s impact can be summarised as follows:

  • More than 3 million youth and their families are impacted;
  • 2,200 not-for profit partners support the Foundation;
  • 30,000 kids are reached annually through LA84 programmes;
  • 42% of total participation is female participation;
  • 75,000 coaches have been trained so far.

The LA84 Foundation is proud to support young athletes and coaches, while evaluating the socio-emotional, health and academic outcomes of youth sports. LA84 creates sports opportunities for all kids and promotes the importance of sports in positive youth development.

Vision

Legacy is…

“When people are inspired to work together for the common good, then good things happen”, Renata Simril, President & CEO, LA84 Foundation.

The LA84 Foundation is a living legacy of the 1984 Olympic Games. The foundation supports youth sports in Southern California through grant making, coaching education, infrastructure investment, thought leadership, and research.  In addition, the LA84 Foundation celebrates the Olympic Movement and Olympic Values by operating an extensive online sports library available to a worldwide clientele and maintaining a collection of Olympic artifacts and posters which are displayed at the foundation’s headquarters.

What’s next?

“I don’t think (LA84 Foundation) should have a legacy. It should do its job each year and think about how it can be better each year, how it can impact more people and more kids. Everything either progresses or retrogresses, and I think LA84’s role is to continue to break new barriers and to do some new things that help further its mission.“ Peter Ueberroth, Chair of LAOOC 1984, LA Foundation Report 2012-2014.

Objectives

Promote a healthy and active lifestyle

Sport matters, and above all, for the youth. It plays an essential role in promoting a healthy lifestyle, and has a tremendous impact on the life of the youth and their families. The Foundation supports youth sports in Southern California through grants to non-profit organizations that provide sports for youth. In addition, the foundation maintains an extensive online sports library; supports research on youth sports; and convenes meetings and conferences devoted to the examination of youth sports topics. The over-arching mission of the foundation is to eliminate the play-equity gap in youth sports. That is, the foundation works to ensure that all children regardless of family income, ethnicity, gender, and ability have the opportunity to participate in sport and reap the social, health and academic benefits associated with youth sports. Access to sport for all also implies an availability of sport facilities for all categories of people and the foundation invests in renewal and implementation of such facilities.

Promote social and constructive behaviour

Sport transmits essential values such as fair play, respect for rules, respect for peers, as well as pride in oneself and pride for the city. Education is the cornerstone of “living together” and sport is intrinsically linked to education.

The Foundation has placed education at the heart of its mission, making a significant investment in education through its library, research support, public op-ed postings on sports issues, and by convening thought leaders. Additionally, many of the youth sport programs that the LA84 Foundation funds through grants include an education component. The foundation particularly supports sports programming that intentionally seeks to provide benefits which transcend the field of play.

The foundation organises an annual Summit, a 350-person thought leadership conference that examines youth sports issues of interest to a national audience.

Through collective celebrations such as Olympic Day in the United States, the installation of plaques (funded by the LA84 Foundation) and the induction of Olympians Anita DeFrantz and Joan Benoit Samuelson into the Los Angeles Memorial Coliseum (Olympic Stadium in 1932 and 1984) Court of Honour, the Foundation contributes to the promotion of sport and Olympism-related values.

Evaluation

Figures speak for themselves and LA84 Foundation has achieved the following over more than 30 years:

  • More than 3 million youth and their families been impacted;
  • 2,200 non-profit partners support the Foundation;
  • 30,000 children are reached annually through LA84 programmes;
  • 42% of total participation has been female;
  • 75,000 coaches have been trained.

Through the number of kids helped, the number of grants distributed, participation inquiries and satisfaction questionnaires, LA84 has a solid understanding of its impact. The Foundation releases a biannual report.

Key Challenges

In the 1970s youth sports in Los Angeles faced the same problems that existed in most large US cities. Sporting choices were limited. Education and certification for coaches was few and far between. Most girls did not play formal sports. Young people with intellectual or physical disabilities had very few options for play. Fact-based evidence attesting to the importance of sport in young people’s lives was rare. And race, ethnicity and income tended to exclude low-income children and people of colour from sports that required expensive equipment, travel and membership in clubs, such as – aquatics, tennis, golf, skiing, rowing and cycling.

These problems existed throughout Southern California but were most acute in Los Angeles and other large cities. Therefore, in 1978, the City of Los Angeles signed a multi-party agreement with the IOC, NOC, and the OCO to establish a private foundation devoted to improving youth sports in Southern California, in the event that the 1984 Olympic Games resulted in a surplus.

The 1984 Games ended with a $232.5 million surplus, of which 40% was used to create the LA84 Foundation. The foundation has never strayed from its core mission of improving youth sports in Southern California, through grant making, coach education and educating the public on the role of sport in society.

Grant making took two forms – programs and infrastructure. Most grant making was programmatic. In its first three decades, however, the foundation made $20.4 million in infrastructure grants, benefiting nearly 100 facilities. In recent years, the foundation has made its advocacy and communications efforts more explicit, focusing on the Play Equity Movement to bring the transformational power of sport to all children.

Key learnings and recommendations

The LA84 Foundation, in three-and-a-half decades of operation, has learned three overarching lessons: 1) Play Equity is an ongoing problem in youth sports, 2) the youth sports landscape is constantly changing, and 3) solving problems requires a coordinated effort among many partners from a variety of sectors. To be successful, the LA84 Foundation has had to navigate these issues in a way that accounts for this changing landscape and evolving knowledge.

Encouraging progress has been made on Play Equity. Developments since the foundation began operations in 1985 suggest that we are headed in the right direction.

  • There is a wider range of sports choices for low-income families.
  • Far more girls play sports than in the 1970s.
  • The number and variety of programs for both the intellectually and physically disabled have grown.
  • Coaching education is the norm rather than the exception.
  • There is a body of research that frames sports participation as a key component of positive youth development.

These encouraging developments, though, are threatened by change, as well as the persistence of certain problems.

  • The rise of pay-to-play youth sports in the US has created a youth sports industry that privileges the affluent, and this is reflected in physical-activity rates correlating with family income.
  • Girls still participate in lower numbers than boys.
  • Options for disabled children remain limited.
  • Many policy makers, despite a wealth of research to the contrary, still regard youth sports as a luxury, not as an essential.
  • The Internet, social media, streaming, video games and other aspects of the information revolution provide young people with a growing number of non-sports diversions.

Today, the foundation functions much as an NGO, relying on private/public partnerships and using its platform to advocate for the value of sports.

The foundation provides support to a diverse range of youth sports providers – both public and private – in dozens of sports. Working toward Play Equity requires constant vigilance and the willingness to adjust priorities and tactics, while retaining the goal of providing sports opportunities to everyone, especially those who have historically been excluded.

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

https://la84.org/

Legacy Governance – Sarajevo

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Sarajevo

  • Olympic City: Sarajevo
  • Country: Bosnia and Herzegovina
  • Edition of the Games: 1984 Winter Olympic Games
Since 1984
Sarajevo
Free Vector Maps

How Legacy Governance Started In Sarajevo

The 1984 Winter Olympic Games played a central role in the identity of the region. Seen as a symbol of strength and a way to celebrate peace-building and inter-regional cooperation, the Games continue to foster a spirit of solidarity among people and nations.

A successful event

For the city of Sarajevo, hosting the Winter Olympic Games in 1984 was among the most significant events in the history of Yugoslavia. The Sarajevo Olympics were not boycotted by any nation (compared to 1980 Games and 1984 Summer Games) and were instead a shining moment of global unity centered around sports. As such, Yugoslavia, and Sarajevo specifically, felt a tremendous personal responsibility to go above and beyond in its role as host nation and host city. The Olympic Games allowed the City to showcase its treasures to the world. The Olympic Games boosted the image of the City and developed locally a genuine and long-lasting Olympic Spirit.

Immediately following the closure of the Olympic Games, the public organisation “Winter Olympics 1984” (Zimskih Olimpijskih Igara 1984, ZOI 84) was created to manage the overall legacy of the 1984 Olympic Games, the promotion of resorts abroad, and the city’s candidacy for subsequent Winter Games. It is also responsible for the Olympic complex Bjelašnica-Igman. ZOI 84 is in charge ski pass sales, the snow cannons, the operation of the ski lifts, and the organization of the resort’s emergency services.

A tragic war

In 1992, the war in Bosnia and Herzegovina started (BiH). Sarajevo endured the longest siege in the modern history of war. In an IOC article, Nedzad Fazlija, a five-time Olympian and Sarajevo City Council Administration Representative recounts his experience: “The first objects destroyed in Sarajevo were the Olympic facilities. It was very difficult to live in the city, to cope without water, food, warmth. For sport, of course, it was not a good time. But the Olympic spirit of the city gave people the strength to endure another day, another week, another month. The people helped each other as they could.”

For a city, losing sport facilities is not only a material loss. Sport facilities allow people to practice sport, to gather, to share collective emotions, and to express local or national pride. This is the reason why sports facilities are seen as war targets.  This is also the reason why rebuilding these facilities is a priority.

Time to rebuild

Both the Opening and Closing Ceremonies of the 1984 Olympic Games were held at Kosevo, the Olympic Stadium. Built in 1947, it was thoroughly renovated and expanded for the Olympic Games. After the war it was rebuilt into a multi-purpose facility and is currently home to football club FK Sarajevo and to the Bosnia and Herzegovina national football team. The stadium is named after Asim Ferhatović-Hase, a legendary player on FK Sarajevo – the city’s Premier League team which plays its home games in this stadium. The stadium currently has a seating capacity of 36,500.

With help from the International Olympic Committee, Zetra Olympic Hall was able to undergo reconstruction at the end of the 1990s. Since that time, it has been known as Juan Antonio Samaranch, in memory of the long-term President of the IOC and a great friend to Sarajevo.  It has served as the venue for several international speed skating events and several world records were broken here. Recently, it served as the main venue for the 2019 European Youth Winter Olympic Festival. Hosted in Zetra Hall, the New Olympic Museum reopened in 2004, commemorating the 20th anniversary of the Olympic Games.

The iconic cable car connecting Sarajevo with Mount Trebevic reopened in 2018. It offers the greatest panoramic view of the city. The mountain is known for bob and sledging competitions. Over the years, the bobsleigh track has become one of the most recognisable landmarks in Sarajevo. It was abandoned and vandalized but is now undergoing a new renovation thanks to the Bobsleigh and Luge federations. The Olympic ski area of Bjelašnica is close to Sarajevo and three ski resorts (Bjelašnica-Igman, Mount Bjelašnica with Babin Do, and Mount Igman with Veliko et Malo polje) which are managed by ZOI 84.  The other Olympic site for alpine skiing is the Jahorina ski resort, today the largest ski resort in BiH.

Vision

Legacy is…

Olympic legacy in Sarajevo includes all of the 1984 Olympic sites. Most of the facilities have been renovated and a few are still damaged. However, even those facilities not yet restored are encompassed into a vision that transforms damage into an asset. In addition to Olympic facilities, Sarajevo benefits from an exceptional and deeply rooted Olympic spirit and pride, ensuring that the Olympic flame will live on.

Thanks to the combination of facilities and Olympic spirit, Sarajevo and Istočno Sarajevo hosted the 2019 European Youth Olympic Festival, a sort of mini-Olympic Games for European Youth.  The EYOF brought together 1,000 young athletes aged 14-18 from 46 countries in Europe. Biathlon, curling, ice hockey, figure skating, short track speed skating, downhill skiing, cross-country skiing and snowboarding were the eight sports on the program.

What’s next?

“Join us and be convinced why Sarajevo has been declared the best Winter Olympic Games host of all time.” This is the City’s motto for boosting “Olympic Tourism”. The city strategy is to promote its Olympic history as a means of increasing tourism. Guided tours of the Olympic legacy in the city are already operating and the objective is to increase the capacity and visibility of Sarajevo as an Olympic City.

Objectives

Promote the city by leveraging its affiliation with the Olympic Movement

Sarajevo is a member of the family of Olympic cities and, even though some time has passed since the XIV Winter Olympics in 1984, memories of this glorious time for Sarajevo are still very much alive, and a lot of work has been done to renew iconic facilities and places.

When searching for “Sarajevo’s Olympic spirit”, it’s best to start at the Olympic Museum of BiH. The old museum was engulfed in flames in 1992, so the collection is now located in the same building as the BiH Olympic Committee, next to the Juan Antonio Samaranch Olympic Stadium (Zetra). As for Edin Numankadic, the director of the Olympic Museum, “If you look at the history of Sarajevo in the 20th century, people know about the beginning of the First World War, they know about the siege [1992 to 1995], and they know about the 1984 Winter Olympic Games. The Olympic Games is the only positive, and that’s why we care about this cultural heritage.” Most of the collection was salvaged and transferred to the  Zetra Olympic Complex and the new BiH Olympic Museum was opened in 2004 to mark the 20th anniversary of the Games. Many items related to the Games have been donated, which has helped replenish the museum’s collection, and renovation of the Olympic Museum is in progress.

Many other places are worth a visit, such as the Olympic Mountains –Trebević, Bjelašnica, Jahorina and Igman –; the Sarajevo neighbourhoods and former Olympic Villages, Mojmilo and Dobrinja, which were built as part of the preparation for the XIV Winter Olympic Games.

Promote Olympism and its values 

The Olympic Games continue to play a key role in the definition of the identity of the region. Games are perceived and used as a way to celebrate peace-building and inter-regional cooperation.

“This atmosphere, which ruled for the Games, created something that we call the Olympic spirit, which has remained to this day. We built facilities, but the most important benefit has been the Olympic spirit. It drives and motivates people to get involved in sport, to train, or to just be fans” says Nedzad Fazlija. “Very soon after the end of the war, the youth began sports activities again, but without any facilities. Day after day, the focus was on repairs. But that desire for success, proving that you are fighting for your country in sports competitions, gave new hope to people to begin a new fight: to restore the ruined city, and to continue to fight for the country on the sports field.”

Olympic values give hope to the youth. The Olympic spirit continues to be a central part of the region’s identity and the recent European Youth Olympic Winter Festival marked a new chapter in its Olympic history. In 2019, Sarajevo organised the European Youth Olympic Festival.

The most lasting benefit of the 1984 Olympic Games is the spirit that is transmitted from generation to generation. The City of Sarajevo can build upon the human legacy of Sarajevo ’84 to prepare its future and connect its youth with past and future. This Olympic spirit creates new athletes of all levels.

Evaluation

A core obligation and a priority of the NOC (National Olympic Committee is to participate in multi-sport Olympic competitions and to develop the sports system in BiH. The OC BiH is dedicated to the preservation of the Olympic heritage and the promotion of Olympic values. Currently, the NOC has not designated a concrete strategy for preserving the Olympic heritage and promoting Olympic values. It is likely that in the future, the City of Sarajevo will need to develop a strategy with the help of the OC BiH.

The Olympic Museum is key to this nascent strategy. It was renovated in 2004, after the aggression on Bosnia and Herzegovina. Since then, it has received approximately 10,000 visitors every year.

Key Challenges

A place dedicated to the history and legacy of the Olympic Games

The most important project for the preservation and promotion of the Olympic heritage for the OC BiH has been the maintenance and preservation of the Olympic Museum, which was managed by the OC BiH, until 2020. The main challenge, during this period, was to ensure financing for the preservation of the Museum. OC BiH managed to reopen the Museum, with great effort and dedication. However, due to insufficient funding, the Museum suffered from a lack of employees. Only one person worked in the Museum, with reduced working hours and an inability to work weekends. It is also important to point out that there were no funds for the promotion and modernisation of the Museum.

Mostly due to the contributions of the City of Sarajevo, Olympic Solidarity, Sarajevo Canton, UNESCO and the Council of Ministers of BiH, OC BiH renovated the museum building (reopened in 2020). Since then, OC BiH has handed over the maintenance of the newly renovated Olympic Museum to the City of Sarajevo via a 10-year contract (with the possibility of extending cooperation), which provided a budget for the maintenance of the Museum and the employment of experts for its management. The Museum currently employs 5 people, and the number of tourists visiting the Museum is anticipated to increase due to the strategic location of the Museum in the city centre.

Priorities in promoting the Olympic legacy

1984 Olympic Games contribute to the positive image of the City and it remains a very positive element to be built upon. The city attracts tourists and increases the Olympic sightseeing offer by renewing its venues. To achieve this strategy, it is essential that places and venues are clearly and visibly identified as Olympic sites. To complement this greater visibility, souvenirs and mascots are present in shops.

Facing political and institutional challenges

The war damaged not only the Olympic venues and facilities, but also destroyed archives and land registers, so it is sometimes very difficult to identify the “owners” of some venues.

In addition, Olympic venues and facilities are present on territories that have different rulings. Bosnia and Herzegovina is comprises two politico-administrative entities: BiH Federation and Republica Srpska. The City of Sarajevo itself also underwent post-war politico-administrative changes. Istočno Sarajevo (East Sarajevo) is a city located in the Republika Srpska entity of Bosnia and Herzegovina. It consists of a few suburban areas of pre-war Sarajevo which are now in the Republika Srpska and in newly built areas. Both entities worked together to organise the successful European Youth Olympic Festival in 2019.

Key learnings and recommendations

Set up strategic partnerships to maximise development opportunities

In addition to the Olympic Museum, OC BiH has implemented other projects aimed at promoting Olympic values and legacy, in accordance with its capabilities and with the available Olympic Solidarity programs.

In line with these efforts, OC BiH recently organised an art workshop with Sarajevo primary and secondary school students on Olympic legacy of BiH. The project aimed to generate interest in BiH’s rich Olympic legacy among students. The second in a series of art workshops, the event was organised in the newly opened Olympic Museum. The first one took place in 2019, just before the beginning of Sarajevo/East Sarajevo European Youth Olympic Festival (YEOF). An Olympic education project will feature lectures given to primary school children on the topic of Olympic values – excellence, respect and friendship. It is also important to emphasise that every year, OC BiH organises the Olympic Day celebration in June. This event promotes Olympic values and provides an opportunity for as many students as possible to discover and be initiated into a wide variety of sports. The Olympic Day is organised in Sarajevo, Travnik, and Mostar.

The year 2014 saw the inception of the “Olympic Arenas and Environmentally Sustainable Development,” a partnership project implemented by OC BiH in collaboration with the “Let’s Do It” project in Bosnia and Herzegovina. The main activities are focused on education in primary and secondary schools as well as on cleaning and afforestation of Olympic sites. The activities are directly focused and carried out directly or in the vicinity of the Olympic arenas. Education as a key segment of sustainable development has proven the need to act in this direction as we pass on the knowledge of Olympism and Olympic values while conveying the essential importance of the relationship with nature and the environment to the younger generations. Projects in this field are recommended by IOC and are in line with the IOC Agenda 2020. Projects of this kind are necessary for BiH society, since the Olympic arenas, especially in the summer, are not in an enviable state of cleanliness, and thus are functionally unusable for citizens.

OC BiH has also been a partner in the project “Youth Sports Games” for many years, which brings together boys and girls from all over BiH, demonstrating the principles of the Olympic Games through project activities and removing barriers on all possible grounds of discrimination and negative sociological phenomena in every society. In addition to participating in sports activities, each generation of children visits the Olympic Museum, during which they have the opportunity to listen to an educational lecture on Olympism, Olympic values and the rich Olympic legacy of BiH.

Mobilisation of volunteers

The energy of volunteers was vital in rebuilding the Olympic legacy, just as it was vital during the organisation of the Games nearly 40 years ago. The youth in Sarajevo are particularly involved, as they need facilities to practice.  The human legacy of 1984 represents the future. The city dealt with the legacy and damage of the conflict in an admirable manner. International and inter-organisational cooperation, plus volunteer energies were key in this renovation process.

The population has been mobilised in order to collect, create and recreate collective memories within the city. Post-Games, the Olympic bobsleigh and luge track had been frequently used, but became an artillery position for Bosnian-Serb forces. Heavily damaged, in 2014, restoration efforts began with the help of volunteers, the national bobsleigh federation, and a grant from the International Luge Federation, which also provided on-site support.

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

https://okbih.ba/en

https://www.spomenikdatabase.org/post/the-architectural-legacy-of-sarajevo-s-84-winter-olympics

https://www.olympic.org/news/sarajevo-84-the-human-legacy-that-has-stood-the-test-of-time

Legacy Governance – Japan Sport Council

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Japan Sport Council

  • Olympic City: Tokyo
  • Country: Japan
  • Edition of the Games: 1964 Summer Olympic Games
Since 2003
Japan
©Free Vector Maps

How Legacy Governance Started In Tokyo and Japan

The Japan Sport Council (JSC) is the central organization specialising in sports promotional activities and the maintenance and enhancement of school children’s health. JSC was established based on two major pieces of legislation: the Act on General Rules for Incorporated Administrative Agency (Act No. 103 of 1999) and the Act on the JAPAN SPORT COUNCIL (Act No. 162 of 2002).

JSC offers a holistic and inclusive approach to sport and society. Through its lottery-based financing system, it also proposes a sound business model that can meet the objectives of developing sport practice for both the general population and elite athletes simultaneously. As a multipolar organisation, JSC develops a broad vision and coverage of a wide range of sport-related activities: sport, health culture, research, elite athletes and venues. JSC manages the following branches:

  • Sport facility management: the Japan Sport Council manages and operates venues for various sporting and other types of events, such as the New National Stadium (the former National Stadium served as the main venue for the Tokyo Olympics Games in 1964), Yoyogi 1st Gymnasium, Yoyogi 2nd Gymnasium, Prince Chichibu Memorial Rugby Stadium, Ajinomoto Soccer Field at Nishigaoka).
  • Support of activities for promoting sports in Japan.
  • Research for and performance enhancement support of the international competitiveness of Japanese athletes. The National training Centre (NTC) is a base for top-level athletes to strengthen their abilities and enable them to undergo intensive ongoing training.
  • Reinforcement of the sports-related information analysis system. Japan Institute of Sports Science (JISS) is a major centre for sports sciences, medicine and information.
  • Management of the Japan High Performance Sport Centre (HPSC), which is composed of NTC and JISS, takes a comprehensive and innovative approach to promoting synergies between Olympic and Paralympic Sports.
  • Intelligence functions: Information and International Relations strategy; international collaboration strategy.
  • Management of the JAPAN SPORT NETWORK (JSN), an innovative platform of Japanese local governments.
  • Sport for Development: Operation of the Sport for Tomorrow Consortium since 2014.
  • Raising subsidies for sports promotion, and the operation of the sports promotion lottery.
  • Coverage of Injury and accident through mutual aid benefits and school safety support activities.

Through the promotion of sports and the sound development of people in general, the Japan Sport Council strives to realise healthy and abundant lives, thus contributing to fair and vibrant societies and to a world full of peace and friendship.

Vision

Legacy is…

“Raise the future with the power of sport” is the motto of the JSC corporate vision.

JSC sees the “Power of Sport” as:

  • The mental and physical strength gained by playing and being involved in sports.
  • The power of dreams, administration, and inspiration that top athletes can stir in our hearts.
  • The power of children to challenge towards tomorrow, nurtured through a safe school life.

These strengths help JSC to foster a future filled with unlimited possibilities, one that affects everyone.

Through the “Power of Sport”, JSC will realise a Japan full of vitality,
emotion and power for tomorrow, and will foster an unlimited future together with Japanese citizens.

What’s next?

In the lead-up to the 2020 Tokyo Olympic and Paralympic Games, strategic efforts are being made to strengthen athletes and enhance their performance at both the Olympic and Paralympic Games.

“Beyond the 2020 Games, JSC plans to maximize this unique opportunity to accomplish its missions both nationally and internationally. This organisation aims to develop universal sport for Japan in all its forms and in all sectors. It is therefore intended to last for the long-term.” Takahiro Waku, Sponsoring.fr magazine.

Objectives

Promote a healthy and active lifestyle

Sport is the first way to ensure a healthy and active lifestyle. JSC aims to facilitate access to sport for all people in Japan, from local communities to elite athletes.

In order to promote sports and to enhance and maintain the health of school children, the JSC operates its sports facilities appropriately as well as efficiently; provides necessary assistance for the promotion of sports, covers injury and accidents involving children in the care of schools, conducts research regarding sports and the maintenance and enhancement of children’s health, collects and provides sport-related materials; and contributes to the development of people’s physical and mental health based on the activities mentioned above.

Promote social and constructive behaviour

Linking sport with culture and human values allows us to realise the benefits of sport beyond just sport practice, but as a catalyst for social cohesion.

In this respect, with ‘beyond the promotion of sport,’ JSC also widely encourages sport values and sport culture. JSC aims at creating social cohesion through the concept of “Sports Nation”. Sport is seen as a tool for achieving bigger, more ambitious objectives: the building of trust and bonds between people through sport, allowing people the opportunity to gain courage and to get everyone smiling during the course of their engagement with sport.

In terms of promotion of Sports values, JSC takes responsibility for “ensuring fair and proper implementation of sporting activities”. The Sport Integrity Unit takes action in the areas of anti-doping, harassment, match manipulation, and the promotion of good governance.

In terms of the promotion of Sports culture, JSC manages the Prince Chichibu Memorial Sports Museum and Library, Japan’s only comprehensive sports museum. Located inside the former National Stadium from 1959 until 2014, it was the main venue for the 1964 Olympics Games. Currently it is preparing for relocation due to the construction of the new National Stadium.  It actively contributes to the promotion of sports-related history, knowledge, values, and the collective memories of Japan.

Evaluation

Multiple organisations are predecessors of today’s JSC, including the Japan School Lunch Society (since October 1, 1955), the Japan School Safety Association (established on March 1, 1960) and the National Stadium (established on April 1, 1958). With a wide range of responsibilities over their long histories, these organisations were integrated into the Japan Sport Council on October 1st, 2003 and serve to constitute the business in its current form.

Additionally, in the lead-up to the 2020 Tokyo Olympic and Paralympic Games JSC handles the following responsibilities:

  • Construction of the New National Stadium (reconstruction);
  • Enlargement of the Japan High Performance Sport Centre (HPSC);

Financial Support for the bidding for and organising of the Games.

Key Challenges

Multiple organisations are predecessors of today’s JSC, including the Japan School Lunch Society (since October 1, 1955), the Japan School Safety Association (established on March 1, 1960) and the National Stadium (established on April 1, 1958). With a wide range of responsibilities over their long histories, these organisations were integrated into the Japan Sport Council on October 1st, 2003 and serve to constitute the business in its current form.

Additionally, in the lead-up to the 2020 Tokyo Olympic and Paralympic Games JSC handles the following responsibilities:

  • Construction of the New National Stadium (reconstruction);
  • Enlargement of the Japan High Performance Sport Centre (HPSC);
  • Financial Support for the bidding for and organising of the Games.

Key learnings and recommendations

The JAPAN SPORT NETWORK (JSN)

Responding to the needs of local governments lacking a supporting framework for policy-making processes, JSC established the JAPAN SPORT NETWORK (JSN) in July 2013, an innovation platform for regional sport policy makers, to strengthen cross-sectorial collaboration and achieve the goals of every local government through sports policy.

JAPAN SPORT NETWORK’s main initiatives are the following:

  • DECLARATION of “Power of Sport”: Current signature count as of November 2020: 869 out of 1788 local governments in Japan (48%);
  • TRAIN AND STRENGTHEN THE SKILLS of the sports administrators and heads of Japanese local governments (JSN seminars, innovative college (series), meetings with heads of local government);
  • DEVELOPMENT OF A NEW CROSS-THEME BUSINESS MODEL in collaboration with local governments, the private sector and/or international partners:
  • SPORT x SLEEP

Project name: Active For Sleep (A4S) Project

Organiser: JSN x airweave + Nayoro City, Munakata City, Noboribetsu City, Kashima City, Nomi City, Fukuyama City, Hokkaido Prefecture

  • SPORT x LIBRARY

Project name: SPORT x LIBRARY Project

Organiser: JSN x DNP (Official Printing Sponsor of the Tokyo 1964 Posters)

  • SOCIAL CHANGE THROUGH PARA-SPORT

Project name: Game Changer Project

Organiser: JSN x NOC*NSF + Adachi City, Edogawa ward, Nishi-Tokyo City

  • RECOVERY FROM NATURAL DISASTERS THROUGH SPORT
  • Project 1: Tohoku Great Earthquake 3.11. Project

Organiser: JSN x Brazilian Olympic Committee for Higashi-Matsushima City

  • Project 2: Kumamoto Project (Recovery from the Earthquake)

Organiser: JSN x JRFU (Rugby) for Kumamoto Prefecture

  • Project 3: Fukuoka Genki Project (Heavy rain disaster)

Organiser: JSN x Fukuoka Prefecture for Asakura City

  • SURVEY (thematic questionnaire, annual survey etc.)
  • DATABASE (sport policies / in Japanese only)
  • WEB PLATFORM
  • INFORMATION SERVICES by mail (sharing of latest international, national and regional best practices for strategy making);
  • NEWSLETTER (Insights on Sports policy trends);
  • FACEBOOK GROUP (for members only);
  • PUBLISHING TEXTBOOKS for Japanese sports administrators;
  • NEW ONLINE SEMINARS (in response to COVID-19 driven social changes).

The Japan Sport Network can be contacted at jsnet@jpnsport.go.jp

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

https://www.jpnsport.go.jp/corp/english/tabid/382/Default.aspx

Legacy Governance – Richmond

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Richmond Olympic Oval 

  • Olympic City: Richmond
  • Country: Canada
  • Edition of the Games: 2010 Vancouver Winter Olympic Games
Since 2008
Richmond
@Free Vector Maps

How Legacy Governance Started In Richmond

In 2008, two years before the 2010 Vancouver Winter Olympic Games, the opening of the Richmond Olympic Oval was celebrated. That same year, the Oval was incorporated as a municipal corporation. Immediately after the Games, the Oval hosted the Wheelchair Rugby World Championship. It has since been host to many subsequent editions of this event. Residents and visitors in Richmond, Canada, continue to benefit from the city’s decision to host a portion of the Winter Olympics 2010. Sports managers have ensured that facilities and programmes are accessible to the entire community.

How does a city with a population of around 223,000 manage to annually stage international and national sporting competitions, in addition to more than 100 community events? In recent years, Richmond, in British Columbia, has hosted a long list of high-profile contests such as the World Martial Arts Games, the World Wheelchair Rugby Championships, and the Fencing World Cup.

During the 2010 Olympic Winter Games, the city was the home of long track speed skating and is proud of the fact that the venue, the Richmond Olympic Oval, now serves the community on a daily basis. Thanks to its great modularity, the Oval has over 6,000 members who use its fitness, wellness and sport facilities for activities including basketball, volleyball, ice hockey, speed skating, figure skating, group fitness, yoga, table tennis, and more.

In addition, the Oval has over 2,400 m2 of strength training and workout space, a 17-metre climbing wall complete with lead, speed and bouldering, two indoor hockey rinks, and is home to the Richmond Olympic Experience, an engaging  interactive high-tech Olympic Museum. Thanks in part to the many opportunities offered at the Oval, Richmond attracted 8 million visitors in 2019 – 600,000 more than in 2015.

Vision

“Sport, health, wellness and entertainment—all under one roof” is the motto of the Richmond Olympic Oval.

The Oval project vision is to be “an outstanding centre of excellence for sports and wellness at the heart of an exciting urban waterfront.”

Legacy is…

To use the Olympic opportunity as a catalyst for raising the City to international stature, and creating new social and economic capital that significantly enriches Richmond’s quality of life. The Oval itself has endorsed the role of an agora around which a new city centre is being developed.

What’s next?

Subsequent steps include:

  • Promote the Community Wellness Strategy.
  • Continue to strengthen commitment to the community for the next ten years.
  • Continue to provide a training and competition facility for high performance athletes.

Objectives

Promote a healthy and active lifestyle

The Oval is a one-stop shop for all ages and skill levels, from members of the community looking to try an activity for the first time to athletes representing the country on an international stage.

The Oval’s activities are integrated within the City’s policy with the aim of positioning Richmond as the best place for residents to play and achieve their highest potential, while also being a model of a Sport For Life community for Canada and the world. Richmond works towards integrating the delivery of recreation, school physical education and athletics, community sport, and regional health, to enable all citizens to reach their full potential within the framework of physical literacy, enhanced sport achievement and active for life.

Richmond became involved with the Active Well-being Initiative (AWI) as a pilot city because it wanted to connect with other cities, and to share its experiences as a place that is making the most of its Olympic legacy. In Richmond, there is a culture of activity, sport and wellness that is being served in the Oval and across the whole community. In November 2018, the city was designated as one of the world’s first Global Active Cities. The designation honours cities which have worked hard to offer all their residents the opportunity to have active and healthy lifestyles and to improve their well-being. As Richmond Mayor Malcolm Brodie says, “Richmond has long been known as one of Canada’s healthiest cities. We continue to work hard to help our citizens lead healthy, active lives through a wide variety of strategies including our recently approved Community Wellness Strategy, which was developed in concert with numerous partners. This tremendous global honour will help further energise our efforts to make sure all Richmond residents enjoy a great quality of life.”

Promote the city by leveraging its affiliation with the Olympic Mouvement

Richmond increased its visibility by being identified as an official Olympic site for the 2010 Vancouver Winter Olympic Games. In addition to its role as an indispensable place for sport and entertainment for the locals, the Oval is also a world-class facility hosting national and international events and the training of elite athletes. The Olympic Games contributed to locating Richmond on the world map as a host city for big events.

The Richmond Olympic Experience (ROX) contributes to the promotion of the city’s Olympic history and links past, present and future.

In the words of CEO George Duncan, “The Richmond Olympic Oval’s history is entrenched in sport excellence. From its foundation as a host venue for the XXI Olympic Winter Games, the Olympic spirit is encapsulated in every aspect of the operations at the Oval. From its evolution as a long track speedskating venue to a multi-use sport and culture destination, a world-class standard was established in the form of legacy goals that the Oval continues to work towards today.”

Evaluation

Figures speak for themselves. The 2019 Report shows the following results:

  • 1 million visits
  • 60,943 Group Fitness visits (+25 % from 2018)
  • 53,655 High Performance Training Sessions (+3%)
  • 1,876 Learn to Skate registrations (+24%)
  • 2,735 Summer Camps registrations (17%)
  • 35,572 visits to the Richmond Olympic Experience (3%)
  • 63 events hosted (+13%)
  • Constant increase in social media followers & web visits

Key Challenges

Competing environment

The Corporation operates in a highly competitive sport and fitness market which offers personal training, group fitness classes, high performance training, yoga, wellness, weight training and sport-specific training and facilities. The Corporation also hosts many local and national events and has various open spaces and rooms which are available for rent to the public. In addition, the Corporation also operates an Olympic museum and a retail store as part of the overall services offered to the public. The challenge is to attract both local users and high-level events and athletes in the same venue.

Key learnings and recommendations

Setting clear legacy goals

The Corporation adopted a set of five objectives in order to address its obligations to the City under the Operating Agreement and the funding requirements of the 2010 Games Operating Trust (“GOT”). To continue to build on its strong Olympic legacy, the Corporation focuses on:

  • Establishing positive brand awareness.
  • Becoming valued by the community and its employees.
  • Becoming the desired location for community sport, health and fitness.
  • Supporting high-performance sports.
  • Operating in a financially sustainable manner.

Every year, the annual report is an occasion to look back and assess the achievement of these objectives.

Defining ambitious operating objectives

Objectives were fixed in a 2008 agreement between the City and the Corporation and have since been adhered to.

  • The Oval will provide facilities, programs and services for quality sport, fitness, recreational uses and wellness services for the Richmond community, neighbouring communities and the general public.
  • The Oval will be developed, used and promoted as a training and competition facility for high performance sport.
  • The Oval will provide facilities for cultural, community and entertainment events. The Oval will provide ancillary commercial, retail, health and wellness services intended to enhance its use in respect to the activities set out above.

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

https://richmondoval.ca/

https://www.richmond.ca/home.htm

Richmond Olympic Oval Annual reports: https://richmondoval.ca/about-us/annual-reports/

Legacy Governance – Olympic Park Munich

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Olympic Park Munich

  • Olympic City: Munich
  • Country: Germany
  • Edition of the Games: 1972
Since 1972
Munich
www.olympiapark.de

How Legacy Governance Started In Munich

Six days after the 1972 Olympic Games, the Olympic Park was already operational and hosted its first major Post-Games event. This shows both the preparation that was anticipated before the Games and the ability of resilience after the tragic events that happened during the 1972 Olympic Games.

More than 14,000 events have taken place in the Olympic Park since 1972. In 2019 alone, the park registered 4,3 million visitors, of which 2,9 million visited 417 events and more than 1,4 million visited the tourism and leisure facilities.

With this unique concentration and combination of different event and leisure facilities and corresponding attractions, the Olympic Park in Munich has developed to become one of the most important centers of its kind.

The Olympiapark München GmbH is an investment company 100% owned by the City of Munich.

The goal of the company is to operate the Olympic Park site and it’s functionally and locally connected facilities, including outdoor and auxiliary areas, and to conduct all business activities associated with this task.

Vision

The company’s motto is: Think and act in a creative, innovative, economic as well as customer- and future-oriented way. Its main tasks consist of acquiring and/or generating new events, keeping leisure facilities up-to-date and ensuring that the venues are in state-of-the-art condition.

The services which are offered by the Olympiapark München GmbH to its customers are of particular importance: The company’s expertise includes event organization, PR and media work, incentives, catering, ticket sales and marketing – services which are also partly provided and realized by business partners such as DO & CO München GmbH or München Ticket GmbH.

Beyond its international reputation as an event and leisure center, the Olympic Park also represents an important economic potential for the Bavarian capital.

Legacy is…

For the Olympic Park Munich, legacy is gearing the venues and facilities towards the future in a way that preserves a unique legacy.

What’s next?

Since almost 50 years, the Olympic Park has been the ideal platform for a wide spectrum of event and leisure facilities. And it should continue to be exactly that in the future. Especially with regard to the Olympic Stadium, the Olympiapark München GmbH focuses on important and economically promising events. It is also crucial to preserve the unique architecture, such as the Olympic tent roof as a hallmark of the city of Munich and at the same time making the venues and facilities ready for the future.

2020: Start of the application process for admission to the UNESCO World Heritage List

2022: 50th Anniversary Olympic Games; The European Championships Munich 2022

2023 and the next years: further renovation and modernisation of the Olympic facilities. Operationally, the Olympic Park will focus its attention on important and economically promising events.

Objectives

Promote a healthy and active lifestyle

Olympic Park Munich is the best place when it comes to sports – no matter which time of the year. It offers indoor (Soccer arena, ice rink, swimming pool, a fitness studio and wellness facilities) and outdoor (Exercise Areas, tennis, mini-golf, inline skating, boat rental) high-level facilities promoting an active and healthy lifestyle. It also hosts sport clubs for team sports such as water polo, swimming, diving, underwater rugby, figure skating and ice dancing, ice hockey or short-track. It is a place made for families and young people.

Olympic Park Munich is a convinced promoter of action sports. For the last years, it has hosted the MUNICH MASH Festival. This event combines action sports such as skateboarding, BMX, wakeboarding and brings the special culture that comes with action sports to the people – creating a unique atmosphere. Dancing, listening to music, shopping or chilling – Olympic Park celebrates action sports! With over 100 entertainment stations for the visitors, music, art, culture and infotainment, MASH is a meeting point for everyone – interactive, entertaining, exciting, and informative for people of all ages.

Promote the City by leveraging its affiliation with the Olympic Movement

Olympic Park Munich is one of the landmarks of the City of Munich as the City’s development is closely linked to its Olympic history. The City is intrinsically linked to its Olympic history. The Games were a true success in terms of sport and are linked to the tragic part of History.

The park has also managed to take the best advantage of the unique architecture and offers various guided tours through the area (such as the architecture tour, of the spectacular roof that includes roof climb and flying fox as well are architecture tours.

Evaluation

  • 219,6 mio. registered visitors; including 124,8 mio. visiting 14,324 sports, cultural and commercial events since 1972;
  • About 94,8 mio. guests of the recreational and tourist facilities.

Key Challenges

Keeping high-level facilities

From 2007 to 2020, the Olympic Hall was renovated and modernized during the daily event operations. Under the management of the Stadtwerke München Services GmbH (the client), new kiosks, new telescopic grandstands, a new ceiling, new VIP areas, a new truck departure area and new building services were installed. In addition, the display technology was expanded and modernized. A new restaurant Club/Coubertin with a beer garden was built. The new “Small” Olympic Hall was opened in 2011 and many other renovation works were carried out, which above all serve to save energy. For visitors and customers, this renovation means: more service, more comfort and an even wider range of events.

Before the modernisation, the Olympic Hall had already been used for 35 years. The planning of the hall goes back even further. Despite ongoing maintenance and modernization work over the past few decades, a building of this age can only meet the requirements of a modern event if its technology is the current state of the art. Even more when a venue plays in the top league of event venues. Therefore, the renovation was absolutely necessary for functional and technical reasons and can be seen as a clear signal for a successful future of the Olympic Park.

Maintaining political will

As a an investment company 100% owned by the City of Munich, the long-term political challenge is to keep the City of Munich as the owner of the Olympic Park. Also to secure financial support for necessary measures in the future. In 2022, the Olympic Park will celebrate its 50 years anniversary of the Olympic Games Munich 1972. The highlight with regard to sports will be the European Championships Munich 2022, the biggest multisport-event held in the Olympic Park after the Olympic Games with 9 sports in total. Hosting over 4.500 athletes, Olympic Park Munich will be in the center of attention, showing its attractiveness and connecting with its Olympic past in a forward –looking perspective.

Key learnings and recommendations

Diversify the offer

Of particular importance are the services that the Olympiapark München GmbH offers its customers: The company’s expertise includes event organization, PR and media work, incentives, catering, ticket sales and marketing – services which are also partly provided and realized by business partners such as DO & CO München GmbH or München Ticket GmbH.

Beyond its international reputation as an event and leisure center, the Olympic Park also represents an important economic potential for the Bavarian capital. Large events such as MUNICH MASH 2014/15/16/17/18/19, X-Games Munich 2013, UEFA Champions League Festival incl. Women´s Final 2012, the European Athletics Championships in 2002, the concert of the 3 Tenors in 1996, the Davis Cup final 1985, the basketball finals in 1989 and 1999, the Compaq Grand Slam Tennis Cup in the years 1990-1999, or the guest performances of “Holiday on Ice” (since 1972), shareholder meetings held by major companies (Allianz, BMW, Siemens), exhibitions and large outdoor events (e.g. FIFA Fan Fest 2006, Festivals) as well as numerous additional events have contributed to the prosperity especially of the retail and tourist industry. Not to mention the positive marketing and promotion effects that events of such caliber generate for the City of Munich and its tourist industry.

Keep high profile through cooperation with business enterprises

To secure and further extend the extraordinary diversity of leisure facilities and the economic existence of the Olympic Park in the future, an unprecedented cooperation of high-profile business enterprises in the field of event center marketing was founded in 1992 – the “Treffpunkt Olympiapark” (“Meeting Point Olympic Park”). The intention of this pool of sponsors is to make use of the communication potential of the Olympic park That way, the cooperating parties benefit from the fascination and the high experience value of the Olympic Park. At the same time, the financial means obtained by the partnerships will be used for acquiring new, attracting top events and for improving the parks’ infrastructure.

In the current business year 2020 the “Meeting Point Olympic Park”, which is supported by the S&K Marketingberatung GmbH, is made up of the following companies: AOK Bayern, BMW, Coca-Cola, Airport München, Langnese, Leonardo Hotels, Lotto Bayern, Münchener Brauereien and Stadtsparkasse München.

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

www.olympiapark.de

Legacy Governance – Innsbruck

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innsbruck-tirol sports GmbH 

  • Olympic City: Innsbruck
  • Country: Austria
  • Edition of the Games: 1964, 1976 Olympic Winter Games, 2012 Winter Youth Olympic Games
Since 2012
Innsbruck and Tirol
Free Vector Maps

How Legacy Governance Started In Innsbruck

Innsbruck is the capital of the Tyrol, one of the best-known tourism regions and most popular holiday destinations in the Alps. Since the Olympic Winter Games in 1964 and 1976, the region has been famous for its great competence in organising major (sport) events. Innsbruck attracts millions of visitors every year. In the last few years, many European and World Championships, multiple multi-sport events, and various world cup events have been carried out. After hosting the 1st Winter Youth Olympic Games in 2012, Innsbruck became the first Olympic City that hosted the Olympic Games three times.

Due to its unique hospitality and excellent infrastructure, Innsbruck and Tyrol have the perfect preconditions for being a world-class host city and region.

innsbruck-tirol sports GmbH (ITS) is a not for profit company, formed from the legacy of the 1st Winter Youth Olympic Games 2012 in Innsbruck, Tyrol. The idea behind the company is the conservation and the further development of knowledge which was accumulated during the organisation and realisation of the Youth Olympic Games and all other major sport events organised since. ITS actively promotes the Olympic values and the well-being of every individual. ITS is constantly maintaining and extending the existing sports network and services for not only regional but (inter)national federations and partners.

Since the successful staging of the 1st Winter Youth Olympic Games in 2012, ITS has introduced many initiatives in the areas of trending sports,  school sports, winter sports and biking. The organisation is working closely together with the governing body of the regional schools of Tyrol, clubs and associations and are pleased with the continuous and sustainable further development in this area. In January 2016, ITS organised the International Children’s Winter Games, the only major sport event for pupils and young people between 12 and 15 years of age recognised by the IOC. It was also the first multi-winter sport event conducted entirely as a “green event”. In 2018 the ITS organized the UCI Road World Championships and the largest mountain-bike festival in Europe: Crankworx. Just recently, the company also added the world record multi-winter sport event – with the most participants ever – at the Winter World Masters Games 2020 to their portfolio. All this hand in hand planning towards a stringent strategy has helped to keep costs low and reuse some of the concepts but especially continue to adapt and learn from one event to the other. Nearly all of the aforementioned events have had the most efficient operating budgets in the past decade and one of the best examples for saving costs is best displayed with the ongoing active voluneerteam.tirol!

Vision

The company’s motto is: “We want to acquire, develop and organise (major) sport events, learn and share through transfer of knowledge programmes and help create benefits for the local population / communities through sustainable approaches, sports programmes and most efficient (public) spendings”.

Legacy is…

Building upon major events, such as the Youth Olympic Games or the UCI Road World Championships to maintain high-level facilities and develop local skills for the region to enhance its capacity in organising other major events (International Children’s Games in 2016, Winter World Masters Games in 2020).

ITS has also stressed the importance of a green legacy and has received numerous  green certificates – Green Event Tirol and Green Event Austria – for most of their sports events such as the International Children’s Games, the Tyrolean School Winter Games, Freestyle am Landhausplatzand the UCI Road World Championships.

What’s next?

In the long term, ITS aims at continuous development of its own events in the area of sport for young talents and acquiring and implementing new major (sports) events in Innsbruck and the Tyrol.

Next steps are the following:

  • Organise Crankworx until 2022.
  • Set up multi-year plan in the making for further bike developments.
  • Concentrate on Alpine sports competence strategy in the making until end of 2020.
  • Secure further private and public financing.

Objectives

Promote a healthy and active lifestyle

Innsbruck is an ideal location for both winter sports and summer activities. The place itself is a capital to be preserved and like no other city in the world combines an urban with an alpine flair. The breath-taking nature and landscapes of the Tyrol offer various possibilities for sports and leisure activities. The City offers a four-season programme of activities for all generations. In addition, ITS stresses the importance of a sustainable approach in all approaches and events that ITS promotes. Many types of sport are dependent on the quality of natural landscapes. The delicate ecosystem and precious landscapes have to be protected and preserved for future generations. This is the only way to maintain the opportunity of sports and leisure activities as well as recreation in nature, and to protect the environment.

After successfully initiating some best practice models during the YOG (reusable tableware, cup rental, furniture of the Olympic Village, etc.), ITS has been continuously working together with other institutions on projects to enable environmentally-friendly and resource-conserving major (sport) events. Together with the Green Event Tirol Initiative, ITS is promoting new projects which meet the “Green Event” criteria.

Events such as Innsbruck 2016 International Children’s Games and the yearly happening Freestyle Days at the Landhausplatz have been awarded as “Green Event Tirol”. The 2018 UCI Road World Champions also received the Green Event Austria Award.

Develop human capital and generate social cohesion

Volunteers’ engagement make events possible. The efforts of our volunteerteam.tirol amounts to more than 250.000h in the last 8 years. Involving all ranges of the population is at the heart of every ITS work. ITS developed the 1st Online Volunteer Platform in Austria and is a pioneer in this area. ITS looks forward to supporting and servicing different major (sport) events in the coming years together with many motivated volunteers. The community building which has happened here is an example for other areas such as youth sports.

Being a volunteer dos not only mean giving but also receiving something in return. It allows to meet many other people from different countries and cultures, to be an important connection between all the players and to ensure a successful event.  The fields of activity for volunteers are diverse and exciting. In addition to supporting the execution of sport competitions, the volunteers take care of the participants and guests, ensure the smooth operation of transport, catering, ceremonies and side events, as well as representing the event to the general public. Volunteers have the chance to use their skills and experiences as well as build new ones. Through the strong ties with universities and schools, ITS has also managed to set up a career ladder from recruiting young professionals and even Volunteers up until Team Leaders, Project Managers or Head of Functions.

Evaluation

Figures speak for themselves.

  • Per capita overnight stays make the Tyrol region one of the most touristic regions in the world. A third of all tourism nights of Austria. With approx..55% in the Winter season;
  • All Sport Events held have been followed closely with survey and economic impact studies. Over € 80 mio have been contributing to the local economy; half of it happened with the UCI Road World Championships
Source: ITS

Key Challenges

Political challenges

  • New city government and budgeting cycle.
  • Events still a major role but pause needed with respect to public spending on “traditional” major international sports events, as a huge amount happened in the last 5 years.
  • Now with new Mayor, new focus and budget consolidation phase. Uncertainty on how the standpoint towards international (major) events is coming and how regional and city governments are willing to invest in further international major events.
  • New Holding for the region has been founded; likelihood to combine functions and further companies. Uncertainty on strategy timeline.

Ensure balance between major events and long-term challenges

  • TV-output and catalyst for developments (tourism, infrastructure etc.).
  • Organising and developing more events of our own and a stronger focus on regional developments and Events.
  • More Green events (Freestyle days and ICG 2016 certified Green events Tyrol; Green Event Austria Award for 2018 UCI Road World Champions).
  • Promoting the Olympic values and the well-being of every individual.

Key learnings and recommendations

Ensure a sound network of public and private partners

Working with involved partners is essential, both from events and long-term projects.

Therefore, maintaining and extending the existing (sports) network is key for further developments. However there also needs to be a stronger shift towards private funding of elite sport events in conjunction with international federations etc.

Also the need for more flexibility in setting up new strategies towards ever changing political developments has become apparent. A combined approach from all sport clubs/federations and partners of the sporting industry is needed to manifest the need and relevance of Sport. A stronger focus on local, youth and physical activity promotion is one of the future priorities.

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

https://www.innsbrucktirolsports.com

https://www.volunteerteam.tirol/

Legacy Governance – Lillehammer Olympic Park

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Lillehammer Olympic Park

Preliminary remarks

As you may have seen, two governance cases are dedicated to Lillehammer. Reasons that support this choice are twofold. First, Lillehammer hosted two editions of the Games. If the latter built upon the former to deliver great Games, it also produced its own legacy and consequently, structures to deal with it. Second, as legacy is about both venues and facilities at one side and education, knowledge transfer and experience sharing at the other side, two different cases were necessary to encompass various ways Lillehammer manages its Olympic legacy(ies). Inherited from the 1994 Games, the Lillehammer Olympiapark is a structure run by the municipality of Lillehammer that takes care of the majority of Olympic venues and events. The Lillehammer Olympic Legacy Sports Centre is an emanation of the Norwegian Sports Federation and Olympic and Paralympic Committee and is a direct legacy of the YOG.

Obviously, many bridges and crossovers exist between these structures and collaboration and common understanding are key. The big picture also encloses the Norwegian Top Sports Centre of the Innland region dedicated to elite athletes (Olympiatoppen Innlandet), the University, the Olympic Legacy Studies Centre as well as the remaining Olympic venues run by other municipalities or private companies. With all these partners involved in managing Lillehammer’s Olympic legacy, clusters (venues, events, training, research, etc.) facilitate organisation and legacy management

  • Olympic City: Lillehammer
  • Country: Norway
  • Edition of the Games: 1994 Winter Olympic Games
Since 1990
Lillehammer & the region
©Free Vector Maps

How legacy started In Lillehammer

“The XVII Winter Olympics did not exist. Norway did not exist. These were the fairy-tale Games, drawn from the imagination, staged in the pages of a children’s book. They could not exist. Reality cannot be that good!”.

Lillehammer hosted the 1994 Winter Olympic Games, only two years after the 1992 Albertville Winter Olympic Games. Lillehammer inaugurated the new cycle of Winter Games alternating with Summer Olympic Games every two years.

Lillehammer Games remain in collective memories as successful human-sized Games with high environmental and sustainability standards. Twenty-five after the event, facilities are still in use and the housing built for the Games hosts more than 4000 students. The general assessment was that the 2016 Youth Olympic Games would not have been possible without the 1994 Games facilities and experience.

Today, Lillehammer Olympiapark AS is in charge with managing the Olympic venues, keeping them up level, and organising events. It is in charge with five Olympic venues: Lillehammer Olympic Bob and Luge Track, Birkebeiner Ski and Biathlon Stadium, Lysgårdsbakkene Ski jumping Arena, Kanthaugen Freestyle Venue, and Håkons Hall.

The corporate mission is defined as: “Based on the interests of the Lillehammer society and with a business approach the company shall own, operate, maintain and develop venues built for the Lillehammer’94 Olympics and activities naturally related.”

Vision

Legacy is…

Legacy is all the activities that takes place in the Lillehammer society that wouldn’t take place without the Olympic Winter Games 1994. For the society of Lillehammer, the three following areas of legacy has been the most important:

  1. The position (internationally known as an Olympic City).
  2. The educational institutions (the Norwegian High School of Elite Sports, and the Innland University of Applied Sciences).
  3. The Winter Olympic Venues utilized as multi-purpose venues

What’s next?

Lillehammer Olympic Park aims to be a venue for memorable moments and experiences.

Facilities are of tremendous importance for everyday life in the local community, where all athletes and tourists to sports teams and athletes are active users. Due to unique capacity and infrastructure, the Park attracts both tourists, national and international events and major training sessions. The company’s main task is to facilitate the greatest possible activity, not only in the facilities, but also in the local community. Lillehammer Olympic Park strongly contributes to realise the regional vision to be the most complete winter sports region in Europe.

Objectives

Promote the City by leveraging its affiliation with the Olympic Movement

The Olympic Park works towards the acquisition of sports, cultural and corporate events. The company was heavily involved in the bid for the 2016 YOG, and the bid process for the 2014 and 2022 OG. The company has also initiated and conceptualized several other events, especially mass events targeted to youth.

The company have been involved in (but not in charge off) the celebrations of the 10, 20 and the recent 25-year anniversary since the Olympics in 1994. Besides, the company has been an important player in the establishment of the “Torch Awards” where the region honours their inhabitants, the institutions and the business every second year.

Promote healthy and active life style

Based on the interests of the Lillehammer society and with a business approach the company owns, operates, maintains and develops venues built for the Lillehammer’94 Olympics and activities naturally related.

Running winter infrastructures into 365 days a year offer is a challenge. The Park offers free public recreational facilities (XC skiing, family sledging, park activities, etc.)

Winter sport strategic planning process was set up in 2005. The City is also involved in reflection about potential bid for the Olympics 2030, Global Active City, regional partnership, etc.

Evaluation

Evaluation of the Games and its legacy are based on concrete results:

  • Lillehammer University College grew from 700 students to 5.200 student. Growth is visible in all areas, but specially related to TV and media production, film production (due to the infrastructure from the MMC) and sports related education.
  • Cultural institutions and buildings built for Lillehammer’94 are well kept and developed
  • Approximately 8.000 – 10.000 cabins, apartments and second homes were built in the Lillehammer region. They are mainly connected to the alpine venues and mountain resorts focusing on Nordic skiing. The Olympic brand Lillehammer is one of the main reasons to be attractive, but also upgraded infrastructure (roads, railways, etc) and cultural activities played an important role.
  • Growth in tourism has occured after the Games, but less than expected.

In 2019 is launched a research process focusing on the long term legacy (25 years after). Most of the legacy is from the period 2000 – 2019.

Key Challenges

Planning processes to be short and efficient.

Short timeline from the time Games was awarded until the Games time.Very close collaboration between several public organisations is required (municipality, county, government, etc.). Cross political collaboration and agreements is key. Almost all political parties supported the process

Continuous scepticism

Scepticism remains among approximately 50% of the inhabitants in the region.

  • Not really solved. In fact more positive inhabitants in other parts of the country
  • Seriously focusing on the cases most criticized, and employing people from critical organisations to help the LOOC to solve critical issues.
  • Involvement of the entire country in cultural programs, design programs, development programs, etc.
  • Environment and sustainability early defined as an important part of the concept

Challenges to determine the sites

At the time of the Games’ preparation, there were fights related where to locate the different venues, and two much temporary installations. It is of tremendous importance for the post-games era.

  • Early decision to involve the neighbour cities (Gjovik and Hamar) to secure a sustainable post-Olympic use (Lillehammer was to small to keep all venues after the Games). Speed skating, Figure skating, Short track and one Ice hockey venue located outside Lillehammer
  • MMC/RTV Centre early decided to be converted to the future University College
    • Media village converted to student apartments to support the increasing number of students (40%). Rest of the media village was built as moduls and sold as student apartments to other parts of the country
  • Athletes village built to be sold in the private market after the games. Service buildings in the athlete village converted to centre for elderly people and a church (disco in the athletes village, now a church celebrating their 25 years anniversary next weekend)
  • The LOOC was not focusing at 4 season winter sports venues. This issue (problem) was left to the legacy organisations but followed by a post Olympic fund (approximately 40 mill Euros – 25 of them targeted to the sport venues).

Key learnings and recommendations

Strong legacy thanks to successful Games

The main reason for the success of the Games was the weather, very good operational plans and the huge interest from the Norwegian spectators.

  • A value based planning process followed by a strong venue based organisation.
  • Affordable tickets
  • Transport and traffic plans that worked
  • A lot of local families opened their homes to accommodate spectators and sponsors
  • The very special atmosphere was also a result of such a big scale event in a small and cosy city. The Olympics took over the entire city in a positive way.

A closer connection should be established between the legacy organisations and the Olympic Games Organising Committee.

For the future, every Organising Committee should establish a role CLO (chief legacy officer) to be a part of the executive management group.

  • Venues built to host a mega event needs to be adjusted to fit the daily needs.
  • Tourism and retail industry should not get access to legacy funds (to much money spent the first 3 – 5 years)
  • Accept that the legacy is a long-term project/process. Growth will not come the first 5 years.

 

Get prepared to adapt facilities and venues to local needs

  • Local, regional and national politicians needs to be told that Olympic sport venues will not be profitable.
  • To much discussions related to funding is exhausting and kills the creativity
  • Focusing on creating as much activities as possible should be the main role of the legacy organisations.
  • All sport venues today are accessible to the local population, and at the same time certificated at an international level for competitions
  • All sport venues are defined as multi-purpose venues and are not limited to sports. It is important to be able to utilize their attraction, size and infrastructure.
  • It is essential to recognize that winter sport is a 4 season activity. Today Lillehammer is the number 1 place to go for a young talented athlete. The tailor made combination between education and training from high school to university is extremely important.

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

https://olympiaparken.no/en/

Legacy Governance – Lillehammer-LOLSC

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Lillehammer Olympic Legacy Sports Centre

Preliminary remarks

As you may have seen, two governance cases are dedicated to Lillehammer. Reasons that support this choice are twofold. First, Lillehammer hosted two editions of the Games. If the latter built upon the former to deliver great Games, it also produced its own legacy and consequently, structures to deal with it. Second, as legacy is about both venues and facilities at one side and education, knowledge transfer and experience sharing at the other side, two different cases were necessary to encompass various ways Lillehammer manages its Olympic legacy(ies). Inherited from the 1994 Games, the Lillehammer Olympiapark is a structure run by the municipality of Lillehammer that takes care of the majority of Olympic venues and events. The Lillehammer Olympic Legacy Sports Centre is an emanation of the Norwegian Sports Federation and Olympic and Paralympic Committee and is a direct legacy of the YOG.

Obviously, many bridges and crossovers exist between these structures and collaboration and common understanding are key. The big picture also encloses the Norwegian Top Sports Centre of the Innland region dedicated to elite athletes (Olympiatoppen Innlandet), the University, the Olympic Legacy Studies Centre as well as the remaining Olympic venues run by other municipalities or private companies. With all these partners involved in managing Lillehammer’s Olympic legacy, clusters (venues, events, training, research, etc.) facilitate organisation and legacy management

  • Olympic City: Lillehammer
  • Country: Norway
  • Edition of the Games: 2016 Winter Youth Olympic Games
2017-2021
Lillehammer & the region
©Free Vector Maps

How legacy Governance Continued In Lillehammer

Based on a successful 1994 Winter Games’ edition as well as on already existing and still in-use facilities, and with the strong feeling that Olympics were a success for the city, the region and the country, Lillehammer hosted the 2016 Youth Olympic Games. 1994 Lillehammer Games remain in collective memories as successful human-sized Games with high environmental and sustainability standards. And the YOG’s bid relied on the same narrative and beliefs. Børre Roglien, the head of the Norwegian Confederation of Sports at the time, made a promise on that December day in 2011: “We will build upon the 1994 legacy while creating a new legacy built by and for youth – for Norway and the rest of the winter sports world.”

The YOG legacy included infrastructure and equipment, changes in lives of participants, development of Norwegian sport, renewed regional expertise and enthusiasm, and last but not least, a legacy Centre. “’Go Beyond. Create Tomorrow” is the vision that really says it all. We did not just plan and stage just the ten days. We staged Lillehammer 2016 to create tomorrow – a lasting legacy for the region and for Norwegian sport,” says Toms Holmestad, the CEO of Lillehammer 2016.

In the post-YOG perspective, the Lillehammer Olympic Legacy Sports Centre was foreseen as a tribute to the youth and as an example for experience promotion and expertise sharing for the generations to come. This legacy centre conceived as a unique opportunity to share the passion and expertise in winter sports found in the region of Lillehammer with young elite athletes, coaches and managers from other nations – a great way for double-Olympic city Lillehammer and the whole region to give back to sport and to the Olympic Movement. It was inaugurated in December 2017 and now welcomes Norwegian and international young athletes, coaches, leaders and event organisers of Olympic winter sports.

Vision

Legacy is…

The LOLSC is a direct legacy of the 2016 Youth Olympic Games. At the time, the Ministry of Culture vision was as such: “The region shall create a centre of expertise for winter athletes targeted to young athletes, coaches and leaders from around the world in the years after 2016. The idea of the centre is to share Norwegian winter sports expertise to countries without the same resources and knowhow as Norway”, Minister of Culture, Linda Helleland.

As for the Norwegian Sports Federation and the Olympic and Paralympic Committee, “the centre is an important contribution, both in view of the organisation’s work with increased involvement of young people in sport, as well as NOC’s international work”, President Tom Tvedt

What’s next?

By now LOLSC is only financed as a project which ends 31.12.2021. We are working on establishing the permanent centre also after this date but that has not been confirmed yet. At the moment we only have funding for the project period throughout 2021.

The main focus for 2020 and 2021 for LOLSC are the following projects:

  • International Training Camps for young athletes, coaches and leaders in the Olympic Winter Sports.
  • Legacy Research Projects focused on the long-term Legacy after 1994 and 2016.
  • Cooperation with China towards Beijing 2022
  • Dual Career Programme. Establishing programmes for international students/athletes to be able to combine their sporting career with education at the university level.

Objectives

Celebrate Olympism and its values

Olympism is a philosophy that places sport at the heart of humanity and human development. It encourages the symbiotic interaction between culture, education and sport across all of society. Over the years, the spirit of Olympism has become a part of Lillehammer’s soul. The Lillehammer Olympic Legacy Sports Centre embodies this spirit. Through educational and cultural programmes, it helps to drive human development amongst the city of Lillehammer, the country and abroad with international cooperation. Based on its expertise on winter sports, the LOLSC is open to Norwegian and international young athletes, coaches, leaders and event organisers of Olympic winter sports, with a strong focus put on nations that do not have resources and expertise as Norway in winter sports to allow talented athletes to thrive at the centre.

Develop human capital and generate social cohesion

The LOLSC aims to give young athletes, coaches & leaders the possibility to develop their skills inside winter sports. This knowledge-transfer and experience-sharing component complement the promotion of sport as such.

Olympic Games, and later one, the activation of legacy, are an opportunity to develop skills and know-how and incorporate these benefits into society at large. Through the engagement of the youth into sports, the LOLSC promotes the legacy of the 1994 Winter Olympic Games and the 2016 Youth Olympic Games. The LOLSC was founded on the boost of sport participation for generations to come that came thanks to the 2016 YOG.

LOLSC activities are organised around three pillars including training camps; seminars based on some elements of the YOG Learn and Share programme; and China-Norway collaboration for development of winter sports in China ahead of the Beijing 2022 Olympic Games.

LOLSC organises training camps for young athletes, such as sliding, curling or cross-country skiing camps. It also promotes gender-oriented camps, for instance with an international ski jumping-camp for women. The LOLSC also promotes involvement and engagement of the youth through the Young Leaders programme. As legacy and future are intrinsically linked, young athletes are hosted in the former Olympic village which was transformed into student accommodation.

Evaluation

The activites and projects in LOLSC are being evaluated by the Resource group behind LOLSC two times a year.

Key Challenges

The key challenge for LOLSC will be the long-term financing of the centre and its projects. The general level of costs in Norway is also a challenge to make camps etc attractive for young people from parts of the world with smaller resources

Key learnings and recommendations

For LOLSC, it has been essential to be able to cooperate with and use the competence in Olympiatoppen Innlandet.

The key learnings behind the project so far will be that the long-term financing of the centre is going to be demanding to secure. We have to rely on public funding to secure this. Sustainable self-financing of the centre and its projects seems to be unrealistic to achieve.

It is also essential to have a close cooperation with the national sport federations in Norway to be able to organize our projects with high quality.

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

https://www.olympiatoppen.no/om_olympiatoppen/regioner/innlandet/page4069.html

https://en-gb.facebook.com/pg/LoscLillehammer/about/

https://olympiaparken.no/en/

Legacy Governance – Vancouver

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2010 Legacies Now

  • Olympic City: Vancouver
  • Country: Canada
  • Edition of the Games: 2010 Olympic Winter Games
2000-2011
British Columbia
©Free Vector Maps

How Legacy Governance Started In Vancouver

It is never too early to activate the Olympic Legacy and Vancouver is the perfect example of what can be implemented from the bidding process onwards to ensure building upon not only the event but also the preparation process. 2010 Legacies Now was created as an innovative response to the legacy development challenge faced by Games hosts. It aimed at building support for Vancouver’s bid for the 2010 Games and ensuring a stronger sport system in British Columbia (BC). In 2004, the scope was expanded to focus on developing community legacies leading up, during and beyond the Games in the areas of literacy, arts, volunteers, accessibility and inclusion, The organisation has been recognised for its ability to forge partnerships, to create compelling programmes and to achieve social goals with entrepreneurial creativity and energy. A new and bold understanding was born during the Bid Stage for the 2010 Winter Games: what if tangible legacies were identified and developed before the Games even took place, legacies that would benefit not only the host community, but also the host country?

According to Dr Jacques Rogge, former IOC President, “2010 Legacies Now is the first of its kind to use the Olympic and Paralympic Games as a catalyst for change.”

In order to leave lasting legacies in BC communities well beyond the Games and maximise ability to capitalise on Games‘ opportunities for BC communities, work was approached with three main ideals: to create mutually-beneficial partnerships, to be a highly-engaged funding organisation, and to use innovative methods to broaden the reach. Through its network, the organisation identified useful resources and facilitated new partnerships to create far-reaching self-sustaining community legacies. The first mandate was to support provincial and community sport outreach programmes, while building capacity and increasing the sustainability of sport in BC. The organisation also aimed to see more British Columbians on Olympic and Paralympic teams.

Vision

Legacy is…

“Harnessing the opportunity as a catalyst to create lasting social and economic impact that will change a community and a nation forever.”

What’s next?

Moving beyond the 2010 Winter Games, the organisation is embracing the spirit, drive and dedication of the world’s athletes to ensure that the work leading up to the Games continues. Many programmes were strategically transferred to partners who continue today to carry them forward as they continue to create lasting community benefits. As part of the transition, two new agencies were established.

Building on its international reputation as a leader in social innovation, the business model has evolved to further the work in creating positive and lasting social change.

In 2011, LIFT was set up to replace 2010 Legacies Now. LIFT aims to be a leader in advancing positive and lasting social change. It strengthens social purpose organisations to make them sustainable and effective at delivering social impact that improves the health and productivity of Canadians.

LIFT focuses on 3 areas: health, education and skills development leading to employment

Objectives

Promote a healthy and active lifestyle

Attention was focused on three areas: sport development, community capacity building and province-wide community outreach. The primary commitment, however, was to fund and promote sport development programmes to take athletes from the playground to the podium. Aimed to introduce youth and communities to the joy of sport and provide promising young athletes with support to excel.

Over time, efforts led to increased participation in sport, greater athletic excellence, and active and healthier communities.

Develop human capital and generate social cohesion

The second objective is intrinsically linked to the first one as 2010 Legacies Now aimed to strengthen sport and recreation, healthy living, literacy, accessibility and volunteerism, using an inclusive approach. Indeed, social cohesion and BC communities are at the heart of the whole legacy project. 2010 Legacies Now found innovative ways to work with over 4,000 organisations and groups across the province in the quest to see BC communities discovering and creating lasting legacies leading up to 2010 and beyond.

2010 Legacies Now was deeply anchored into the communities of British Columbia and carried by a strong involvement in supporting all communities including children, youth, families, Aboriginal communities, etc.

Evaluation

2010 Legacies Now took an innovative approach to leveraging the 2010 Olympic and Paralympic Winter Games into local, tangible legacies in over 400 neighbourhoods and communities throughout British Columbia. The organisation strategically invested in programmes, organisations and communities to create legacies which would continue to live for many years.

2010 Legacies Now worked with many universities to evaluate and measure the impact of some of their programmes and initiatives. Several KPIs (Key Performance Indicators) were established with the support of an accounting services organisation.

During actual Games-time, 2010 Legacies Now focused on information sharing about its delivery model, best practices and achievements’ measurements.

2010 Legacies Now is recognised internationally as a leader and innovator in community legacy development. Read the two case studies of 2010 Legacies Now that were commissioned by the International Olympic Committee:

• Catalyst, Collaborator, Connector: The Social Innovation Model of 2010 Legacies Now, Mr. Joseph Weiler and Mr. Arun Mohan, 2009
• The Evolution of 2010 Legacies Now – A Continuing Legacy of the Games through Venture Philanthropy, Mr. Joseph Weiler, 2011

Key Challenges

The establishment of a new entity

It was the first time an independent legacy organisation was established at the bid stage. Being a “first of” comes with many challenges and opportunities. Due to the fact that 2010 Legacies Now was set up to support the bid, its vision and mandate aligned with the Games. The initial challenge was to clearly establish where the organisation fit as part of the Olympics as it relates to hosting the Games, how to compliment and add value to established organisations who play a key role. Plus establishing and creating meaningful partnerships with community organisations and sector associations. The challenge was overcome by face-to-face meetings, planning and setting an environment for collaboration based on respect as well as a common vision. Becoming a trusted partner by delivering what was promised played a vital role in the organisation success. It was also important for 2010 Legacies Now to have its own funding in place so it could invest strategically and play a convening role when needed. As the partnerships grew, more opportunities evolved.

Legacies beyond Bricks and Mortar – Getting people to understand social legacies

When people thought of legacies related to major events and, in particular, the Olympics they thought of new stadiums and infrastructure left post Games. No Games had a vision on creating social legacies to the extent of the Vancouver Games and in particular on creating legacies leading up to during and beyond the Games. It took a lot of education and communications to explain and get people to understand the concept of social legacies. This was particularly true with anything beyond sport. There was also the task of showing how many of the social legacies impacted or contributed to economic benefits. It was important to communicate along with the partners the successes and impacts along the way to make things more tangible.

Mobilising and sustaining engagement throughout the whole Games’ cycle

Due to the financial commitments of the provincial (state) government in the overall Games is was critical to have legacies across the province of British Columbia not just in the host city of Vancouver and mountain venue of Whistler. Mobilisation and engagement started during the international bidding phase, prior to being awarded the Games, as the Vancouver 2010 bid promised a legacy win or lose. 2010 Legacies Now was an important factor in generating the support of the BC sport community in the Bid to host the 2010 Winter Games. In the months leading up to the OCOG being established and in the early years of the OCOG, 2010 Legacies Now and its partners played a critical role keeping the momentum and engagement throughout the province. The plans were designed to allow for certain programmes to be ramped up closer to Games time, plus activities and the focus could shift depending on the type of social or economic legacy. Programmes and initiatives needed to be rolled out strategically to ensure sustained engagement and momentum.

Key learnings and recommendations

Have legacy front and centre

From the beginning of the bid stage, it is critical to build your vision of hosting the Games with Legacy in mind. Hosting the Games requires much more than the actual sport competition. You need to have the perspective of what hosting the Games can do for the city, region and country. Clearly articulating the legacy vision and objectives are an integral element to securing and building meaningful partnerships. The community needs to understand the legacy vision and see the value in it. Legacies need to be relevant to the local citizens from grassroots communities to elite athletes. It is critical to involve community organisations in the planning and delivery. Engaging community organisations creates a more inclusive approach and authentic programming and delivery.

Value added through entrepreneurial methods and collaboration

As 2010 Legacies Now evolved, the organisation increasingly embraced the use of entrepreneurial methods and approaches in the pursuit of the organisation’s mandate. Deployed a wide range of entrepreneurial tools to elevate programmes’ impact to a higher level including: Connecting programmes to the 2010 Legacies Now network and helping them obtain credible media attention; Acting as an advisor and coach on strategy, planning and other operational matters; Identifying new revenue streams for programmes; and Guiding groups through the institutional landscape and helping to design ‘cross silo’ solutions that eliminate barriers to elevated impacts.
The entrepreneurial approach was enhanced by collaborations which were a key feature of the 2010 Legacies Now model. Placing emphasis on a collaborative approach and the creation of collaborations to yield increased benefits. Collaborations were pursued in several ways. In some cases, the 2010 Legacies Now role was to introduce new partners or combine partners who do not ordinarily work together. In other situations, the 2010 Legacies Now contribution was to create a productive and trusting environment for partnering, focused on a single agenda – heightened programme impact. 2010 Legacies Now played many roles in creating this productive setting, acting as a mediator or referee, finding common ground and purpose amongst many different views.

Ten strategies for social legacies

Start planning early; develop a multi-year plan
Offer strategic funding for capacity-building, partnership development and sustainability
Provide a variety of resources, including expertise, guidance and management support
Implement measurement process to demonstrate return on investment
Begin planning for post-event operations 18-24 months prior to the event
Recognise the power of the event (brand) and capitalise
Use the closing of the event to launch the next phase of work
Harness lessons and expertise of partners to ensure long-term success
Create a continuum of learning to improve operations and impact
Share successes and impact in both hard numbers and softer stories

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

www.liftpartners.ca/
http://www.2010andbeyond.ca/

Legacy Governance – Beijing

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Beijing Olympic City Development Association

  • Olympic City: Beijing
  • Country: China
  • Edition of the Games: 2008 Olympic Summer Games
Since 2009
Beijing and Olympic Sites
©BODA

How Legacy Governance Started in Beijing

The Beijing Olympic City Development Association naturally emanated from the willingness of the City of Beijing to best inherit, manage and utilise the tangible and intangible heritage left by the Beijing 2008 Olympic Games. To achieve its objectives, under the promotion and support of the Beijing Municipal Government and the Chinese Olympic Committee, the City of Beijing set up a non-profit corporate organisation less than a year after the Games. As activating, utilising and preserving the Games’ legacy is a daily work, Beijing has a sound institutional structure and mechanism and continues, creates and implements many projects in the fields of Olympic culture and legacy. BODA’s slogan perfectly embodies its missions: “Carry on Olympic Spirit, Build a better City”.

Under BODA’s umbrella and efforts, many programmes and projects of different scales are created and conducted in various areas.

Various key sports and cultural events are initiated and hosted by BODA: Beijing Olympic City Sports Culture Festival, Beijing International Sports Film Week, Olympic Music Festival, World Winter Sports (Beijing) Expo and World Mind Games.

BODA also supports education, health and access to culture programmes that aim to promote the Olympic Spirit and values among the population. These programmes facilitate the healthy growth of the young people’s body and mind, promote the popularisation of Olympic culture and develop social cohesion.

Last but not least, BODA is proud of keeping the Olympic flame alive. Programmes carried by the Association highlight the social value of Olympic legacy through distinctively-themed cultural activities and explore new ways of promoting City development through utilisation of Olympic legacy.

Vision

Legacy is…

“Carrying forward Olympic spirit, inheriting Olympic legacy, building a better city and benefiting the residents.”

What’s next?

« The Beijing 2022 Olympic Winter Games is the first edition of Olympic Games that conduct all-round planning and management of Olympic legacy after the publication of the Olympic Agenda 2020. Therefore, the IOC and Beijing have both attached great importance to this effort. (…) Beijing will draw on the experiences of previous Olympic Games and give high priority to the scientific planning of the Olympic legacy, with a view to creating a rich winter Olympic legacy, realizing the vision of the Games and achieving the greater and more sustainable development of Beijing ». Liu Jingmin, Interview, World Union of Olympic Cities, Newsletter, April 2018

Objectives

Celebrate Olympism and its values

The Beijing Olympic City Development Association’s mission is to carry forward the Olympic spirit, expand the Olympic achievements, promote the sustainable development of Olympic and Paralympic causes in the city, build ”Humanistic Beijing, Hi-Tech Beijing and Green Beijing”, and help develop Beijing into a world-class harmonious and liveable metropolis. The scope of operation of BODA is to carry the Olympic Spirit through the mobilisation of social forces, the development of public welfare work and policies, the partnership with international organisations and Olympic Cities, the implementation of educational and cultural projects, the promotion of research and the public support of Olympic and Paralympic causes.

Promote the city by leveraging its affiliation with the Olympic Movement

The Beijing 2008 Olympic Games have had a tremendous impact on the City and has been positive in terms of image and reputation for Beijing. Since the conclusion of the Games, the City and BODA have been continuously working to leverage the positive impacts of the Games. The Games are a part of the City’s history and, through programmes, continues to shape its future. With the 2008 Summer Games’ legacy to build upon, and the 2022 Winter Games to look forward to, Beijing is strengthening its Olympic image and Olympic history.

Evaluation

Ten years after the Beijing 2008 Olympic Games, BODA’s action is powerful and relevant. BODA is recognised as the organ in charge with the organisation of the 10th anniversary celebrations.

BODA was in charge of the Beijing 2022 Olympic Winter Games bid, which is a success as the Olympic Winter Games have been attributed to Beijing.

Some BODA staff have been allocated to the preparation of the Beijing 2022 Olympic Winter Games, as the Beijing Organising Committee for the 2022 Olympic and Paralympic Winter Games is aware of BODA people’s experience in terms of legacy preparation and management.

Key Challenges

Activating legacy is a daily work

The Beijing 2008 Olympic Games deserved a management equal to their success. The Games genuinely contributed to showcasing and promoting Beijing to the entire world. The Games acted as a development accelerator and the City of Beijing decided to valorise on a longer-term what the Games allowed in the first place. It is a powerful and correct choice to dedicate such a big structure to the management of Olympic legacy.

Celebrating the past to animate the present and prepare the future

The City of Beijing has decided to establish such an institute to fully manage and utilise its Olympic legacy not only as an enrichment of its past history but as a powerful tool to promote the city’s health and culture development. It is also a useful launch pad to show social cohesion, sustainability and high tech development.

Beijing is the first city that has hosted the Games of the Olympiad and will host the Olympic Winter Games in the history of the modern Olympic Movement. The Beijing Olympic City Development Association (BODA) has taken an active part in the planning and management of Olympic legacy, seeking for the approaches of both Games’ legacy integration and inheritance, with a view to promoting the development of Olympic Movement and the sustainable development of the City and Region. BODA is committed to making more contributions to Olympic legacy inheritance through sports and culture exchanges, Olympic education, and research, review and exchange programmes on both Games’ legacy achievements and experience.

Key learnings and recommendations

Establishing a long-acting mechanism for legacy utilization

Following the Beijing 2008 Olympic Games, to make better use of Olympic legacy and promote city development, Beijing established Beijing Olympic City Development Association, a special body for the utilization of the Olympic legacy. BODA is a non-profit social organization exercising a membership system, with the general assembly as its highest authority, the council as the executive body of the general assembly and the executive vice chairman as its legal representative.

BODA is a well-structured organization with rich resources and professional employees. As legacy utilization is beneficial to the future, sufficient financial and human resources are needed for the work. After years of practices, BODA has established and improved the rules and regulations of Olympic legacy utilization, formed an effective and smooth decision making mechanism and an operational system, and strengthened the working foundation for inheriting Olympic legacy and serving urban development, which have helped establish a long-acting mechanism for the healthy and sustainable development of Beijing’s Olympic legacy work.

Centring on the city’s development strategy

Centring on Beijing’s development strategy and functional orientation, BODA has integrated the work of Olympic legacy inheritance with the city’s key tasks to serve overall city development.

Relying on the platform of international sports organizations, BODA has carried out exchange programmes among Olympic cities. It has successfully hosted a number of international conferences and sports culture exchange events such as the IOC World Conference on Sport for All, IPC General Assembly and Conference, Summit of the World Union of Olympic Cities, “Sport Movies & TV-Milano International FICTS Fest” Final, WADA Gene and Cell Doping Symposium and IOC Athletes Career Programme Forum. It has made great efforts in carrying out international exchange programmes by taking advantage of the city’s function of “international exchange centre”.

Relying on the platform of Olympic sports culture events, BODA has, by using Beijing’s Olympic legacy, hosted a series of sports culture events, including holding ten editions of Beijing Olympic City Sports Culture Festival in succession which was initiated in 2010. The Festival has boosted the development of Beijing’s fitness-for-all campaign.

Relying on the platform of sports competitions, BODA has participated in the staging of sports competitions including SportAccord Combat Games Beijing 2010, Tour of Beijing Professional Road Cycling Race, SportAccord World Mind Games, Olympic City Cup Beijing World Minor Hockey International Tournament, Beijing Primary and Secondary School Mind Sports Games and Capital University Mind Games. These sports events have promoted the development of sports competitions and sports-for-all campaign.

Relying on the platform of Olympic education, BODA has hosted Olympic educational events including primary and secondary school football competitions. These events have enriched the sports and cultural life of students and fostered the primary and secondary school students with an all-around moral, intellectual, physical and aesthetic grounding. BODA has played an active role in promoting youth winter sports and popularising winter sports knowledge in order to contribute to the development of winter sports in China.

Relying on the platform of Beijing Olympic legacy research, BODA has worked with Beijing University, Beijing Sports University and other institutions of higher education to research on the utilization of Olympic legacy for the purpose of promoting the development and prosperity of capital culture, building Beijing into an international sports centre, serving the all-round development of city and turning Olympic legacy into resources for urban development.

Relying on the platform of World Winter Sports (Beijing) Expo, BODA has worked actively to promote the development of the winter sports, expand the exchanges and cooperation between domestic and foreign winter sports enterprises, and boost the development of the winter sports industry by holding exhibitions and winter sports forums as well as the Olympic City Development Forum.

Extensively pooling social resources

To make better use of Olympic legacy to serve urban development and enhance citizens’ wellbeing, BODA has built broad platforms to pool resources from all parties to ensure the high efficiency of public welfare activities. For example, for the Sports Culture Festival every year, BODA supported the building of a platform for the engagement and joint efforts of government agencies, member entities and other social forces in organizing public welfare activities, in order to create a dynamic situation for social engagement and support for the work of Olympic legacy inheritance. BODA has also adopted the marketing approach to achieve the win-win result. These efforts have not only reduced the costs of public welfare activities and improved activity efficiency, but also disseminated Olympic spirit more effectively and expanded the influence of Olympic legacy.

Staff and knowledge continue to serve the legacy planning of the Beijing 2022 Olympic Winter Games

BODA has brought together a number of professionals who are internationalised and experienced in Olympic preparation. They played an irreplaceable role in winning the bid to host the Beijing 2022 Olympic and Paralympic Winter Games. BODA provided important ideas for the bid strategy and offered constructive advice on the key issues arising in the bid. It sent key staff members with rich Olympic experience to the Beijing 2022 Olympic Winter Games Bid Committee to work in various functional areas, especially international relations and press and communication where they played an irreplaceable role and made significant contributions to the success of the bid. It strengthened the communication with the IOC Sustainability and Legacy Commission. In line with the responsibilities prescribed in the legacy strategy plan, it provided guidance for relevant departments of Beijing Municipality and Yanqing District in formulating and implementing their legacy work plans, completed the annual and overall legacy work reports, and fulfilled the task of legacy planning and management assigned by the IOC.

Pictos_information

 

More information

 

The full case is available in printable version on the members’ portal. 

In addition to the above description, the PDF version also gathers practical information including internal and external partners involved; finance and cost; use of the olympic brand; human resources and time; and contact details. 

The World Union of Olympic Cities’ team remains at your disposal for any further information and contact’s facilitation at info@olympiccities.org 

Additional resources can be found through the following links:

Beijing Olympic City Development Association

http://en.beijing2008.cn/