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 – 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 – 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 – Sydney Olympic Park

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Sydney Olympic Park

  • Olympic City: Sydney
  • Country: Australia
  • Edition of the Games: 2000 Olympic Summer Games
Since 2001
Sydney & New South Wales
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How Legacy Governance Started In Sydney

Known as “the best Games ever” according to former IOC President Juan Antonio Samaranch, Sydney 2000 Summer Olympic Games highly contributed to both the promotion of sport and the largest land remediation project of its kind at the time and transformed a wasteland into Australia’s premier sports precinct and a model for sustainable development and urban renewal. It is now considered as one of if not the best post-Olympic Games townships.

The successful bid for the 2000 Olympic and Paralympic Games in 1993 significantly increased the pace and scope of development within the area and it became one of Australia’s largest urban renewal projects. From 1995, the Olympic Coordination Authority (OCA) became responsible for the planning, urban development and management of the area and facilities for the Sydney 2000 Olympic and Paralympic Games. OCA played an integral role in the planning and delivery of the Games. An archive of Games information is available on the Games Info website. Sydney Olympic Park Authority (SOPA) was established on 1 July 2001 with the responsibility for managing the public assets of Sydney Olympic Park – open space, venues, parklands and development areas. The Sydney Olympic Park Authority Act No 57 is constituted to ensure the best use and management of a large and unique area in Sydney, an area which is a world renowned destination. The overall vision is for the Park to be an internationally admired example of sustainable urban renewal and development. One that integrates world-class venue infrastructure and parklands with a new community of workers, businesses, residents, students and visitors to create a valued legacy of the Games.

The Sydney Olympic Park Authority is responsible for managing and developing the 640 hectares that comprise Sydney Olympic Park and maintaining it as a lasting legacy for the people of NSW. Sydney Olympic Park Authority is responsible for day-to-day management of 220 hectares of its urban core, all public places, 430 hectares of parklands and 18 sporting venues. This includes the management of buildings, facilities and landscape assets; delivery of programs and events; enhancement of visitor experience; provision of sports and leisure facilities; conservation of water, energy and resources; protection of ecosystems, heritage and the environment; and general coordination of the orderly use, operation and development of the precinct. The Authority continues to develop Sydney Olympic Park, under the guidance of Master Plan 2030 (2018 Review), to be an internationally admired example of sustainable urban renewal and development. One that successfully integrates world-class events, venues and parklands with a new community of workers, residents, students and visitors and a valued legacy of the Sydney 2000 Olympic and Paralympic Games.

Sydney Olympic Park today generates in excess of $1B worth of economic activity annually; hosting 5,500 sport, entertainment, cultural and business events including 51 days with 30,000+ visitors.

The Mission of the Olympic Park is to curate world-class places and events that deliver exceptional customer experience. The Park is today a place to call home, a place for business, a place to learn and a place to visit.

Vision

Sydney Olympic Park is an internationally recognised place with world-class events, venues, parklands and a great place to live and work, built on its Olympic legacy in a sustainable way.

Legacy is…

For Sydney Olympic Park, legacy is about transformation – from urban wasteland to athletes’ village and the best ever athletes’ Games to a sustainable vibrant super lifestyle city. Sydney Olympic Park is a unique world class Olympic legacy that has been developed into Australia’s ‘home of sport’ – a precinct founded, developed, and inspired by sport, its ideals, character and the Australian sporting spirit.

What’s next?
The Sydney Olympic Park Master Plan 2030 Review provides a blueprint for future urban development within the Park, providing for more than 34,000 jobs, 10,000 new dwellings – 23,500 residents, 5,000 students and 100,000m2 of retail while retaining major-event capability for up to 250,000 patrons and improving access to the 430 hectares of Parklands. The Plan sets out a commitment to achieve the highest possible rating of 6 -Star Green Star Communities. Sydney Olympic Park Authority is also working with Smart Cities Council to become the first Olympic precinct to gain Smart City accreditation. The Green Star and Smart City accreditation will: create conditions for greater sustainability outcomes, gather real time intelligence, protect the natural and the built environments, engage community, transform services and quality of life for everyone and implement sustainable planning of communities across governance, liveability, economic prosperity, environment and innovation.

Objectives

Promote a healthy and active lifestyle

The Sydney Olympic Park Authority collaborates with it’s over 50 sporting organisations including state and national sporting bodies to deliver community participation programs. These sports partnerships with local sporting associations and the Park’s 12 home sports team and athlete ambassadors help inspire participation in a range of sports programs including 4,000 children participating in one of Australia’s largest swim schools, programs in football, gymnastics, basketball, cricket, AFL, rugby league, netball and over 500,000 schools students participating in athletics and swimming carnivals annually.

Increasing Sports participation is a multifaceted objective. The Sydney Olympic Park combines high-level facilities and a great choice of activities. The creation of open green space builds on the health and wellbeing of the community all year round both for the local population and for sports people. The environmental and cultural history of the Park is promoted through the Authority’s education programs.

The Authority has also developed a unique program for residents workers and students at Sydney Olympic Park to have access to programs events and concerts called Lifestyle. The Lifestyle program promotes lunch time activities and sports competitions.

The Authority has also facilitated the creation of Australia’s first sports technology incubator, the Sydney Sports Incubator which drives innovation in health wellbeing and high performance sport. Sydney Olympic Park is an innovation hub and welcomes business and R&D activities focusing on developing these technologies. The Sydney Sports  Incubator has been established to nurture sports start-ups and spearhead innovation in sports business and health.

Evaluation

Promote the City by leveraging its affiliation with the Olympic Movement

Sydney Olympic Park is Australia’s home of sport, a sports hub but it is also a wold class destination for living, working and studying.

Education is a key program for the Park. This includes delivery of Technical Tours for future Olympic and World Cup host precincts. Visitors are invited to go behind the scenes of Sydney Olympic Park, the site of the “best Games ever”. With the release of the Sydney Olympic Park Masterplan (Review) 2030, visitors can hear about how this world-class sport and entertainment precinct has grown into a thriving residential and commercial centre. They learn about corporate governance and strategic planning; urban planning and development; business development; and community engagement. Such technical tours are ideal for professional and conference groups; university study groups; domestic and international business delegations; and government agencies

The Sydney Olympic Park Authority offers a unique case study of sustainable urban development all driven by hosting the Sydney 2000 Olympic Games.

Another key initiative of the Sydney Olympic Park Authority’s education team is the delivery of global video conferencing to international students during the hosting of major sporting events that foster positive cultural exchange.

Last but not least, Sydney showcases legacy in dedicated places. Sydney Olympic Park is home to the biggest collection of large-scale site-specific urban art in a single precinct in Australia. With more than 50 pieces of public art and urban cultural features spread across this multi-faceted site, the collection provides a unique record of the evolving cultural history of Sydney Olympic Park. As well as works relating to the Sydney 2000 Olympic and Paralympic Games, there are also pieces that evoke the early industrial uses of the site.

Sydney Olympic Park generates in excess of $1B worth of economic activity annually. The total number of events held at the Park for 2017-18 was 5,566. The number of visitors to Sydney Olympic Park in 2017-18 was 10.5 million including ticketed entertainment attendance increased by 355,000 visitors (+37%) – the main driver was concert attendance which was up 305,000 visitors.

In 2017-18 there were 51 days when there were more than 30,000 event patrons in the Park which is the same number as 2016-17. Sports based events eclipsed business events as the main type of event held across the Park in 2016-17. This difference has increased in 2017-18, with sports based events now comprising 47% of total events and business events now comprising 37%.

The Sydney Olympic Park based community grew in 2017-18 to 23,810 people, an increase of 1% on 2016-17. This is comprised of 17,500 workers; 4,450 residents; and 1,860 students.

Sydney Olympic Park Authority manages the Sydney Olympic Park precinct and has implemented the collation and reporting of visitor statistics on an annual basis in order to support attracting new investment and new business; planning services and facilities;  reporting to State Government and other key stakeholders; tracking market penetration of campaigns; and understanding relevance of Sydney Olympic Park to different markets.

As for the methodology applied, visitor data collection from venues and relevant Sydney Olympic Park Authority staff is completed either via a template or from the venues’ internal reporting systems. All data is then consolidated into a standard format. The information collected includes total number of visitors and the number of events held by purpose of visit segments.

The reporting of the number of workers, residents and students is based on the five yearly ABS Census, an intermediary Workforce Survey specific to Sydney Olympic Park and internal information from Property Development as relevant developments are complete.

Key Challenges

The hosting of the Olympic Games almost 20 years ago has allowed the NSW Government to create a global major events sports precinct.

The selection of a central clustered precinct certainly benefited the Sydney 2000 Games delivery but also provided an investment incentive for Government to embark on the largest remediation project of its kind at the Sydney Olympic Park site.

The focus of our challenges moving forward as an Olympic precinct is the increasing costs associated with venue and precinct maintenance. This is being addressed with the creation of new and upgraded sporting facilities which include Olympic and non-Olympic sports that are popular in Australia. In collaboration with national and state sporting organisations  SOPA and the NSW Government have been able to deliver and commit to sports facility projects including, BMX Racing, Mountain X, skateboarding and ‘centres of excellence’ for popular sports in Australia such as netball, rugby league and AFL and upgrades to sports fields, indoor sports halls, hockey, tennis, athletics and swimming facilities.

The Sydney Olympic Park Authority has been successful in collaborating with each sport to drive both community sport and top level sport in Sydney Olympic Park in a sustainable way. The strong sports use of facilities has been a key aspect of the Park’s success. Use drives investment and upgrades and new facility development.

Key learnings and recommendations

Identifying the right location for venues is key for post-Games era
The central model for the location of most venues in a central sports precinct certainly worked for Sydney’s Games. It provided the impetus for the largest land remediation project of its kind. Having acknowledged this each city that is contemplating hosting will have different considerations around the legacy benefits and how they may suit different models of delivery, but in Sydney’s case the central model worked.

As the Park now evolves into the ‘central city’ as the NSW Government’s Greater Sydney Commission planning agency refers to the Park. The next phase of significant housing, entertainment commercial facilities are planned which will all be linked with light rail/metro and direct connections to the eastern CBD and Sydney’s planned 2nd airport in the west of the city.

Identification of the right facility delivery model to suit both current and future growth is fundamental. Decisions need to balance with event needs and future legacy and planning needs to allow a city to achieve a sustainable outcome and a lasting legacy such as Sydney Olympic Park.

Focusing on your strengths to deliver the best legacy outcome
Sydney Olympic Park has rich biodiversity which included 400 native plant species and over 200 native vertebrate animal species. It includes three endangered ecological communities, over 180 species of native bird, 7 species of frog, 10 species of bat, 15 species of reptiles and native fish species. This high species diversity and abundance in the geographical centre of a large and modern city contributes to Sydney Olympic Park’s high ecological, aesthetic and educational values.

Sydney Olympic Park’s once-degraded wetland and terrestrial ecosystems underwent extensive restoration works during the late 1900s in what was the largest land remediation exercise ever undertaken in Australia.

The high profile of the Sydney 2000 Olympic Games ‘Green Games’ provided a strong social driver for fast–tracking these works and led to their integration with ecologically sustainable development initiatives occurring as part of the Games development.

The bid for the Games had included a set of environmental guidelines for implementation by host cities (Sydney 2000 Bid Limited 1993) based on sustainability principles adopted at the 1992 United Nations Earth Summit. They included commitments to the preservation and protection of natural ecosystems and endangered species, as well as energy and water conservation, waste minimization, resource conservation and prevention of pollution.

Today the Park work’s with all key sports stakeholders to achieve in partnership from community participation to top level sport. The Park has become an inspiration for tomorrow’s athletes as they engage and watch the top level athletes train and play in Sydney Olympic Park. The below ‘Sports Network Model’ highlights the many dimensions of the Park’s unique sports ecosystem that inspires sports participation.

Sports Network Model
Inspiring participation!

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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.sydneyolympicpark.com.au/

www.sopa.nsw.gov.au

https://www.sopa.nsw.gov.au/About-Us/History-and-Heritage/Our-History

http://pandora.nla.gov.au/pan/13323/20020919-0000/www.gamesinfo.com.au/

https://www.sydneyolympicpark.com.au/education/technical-insight-tours

https://www.legislation.nsw.gov.au/#/view/act/2001/57/whole

Legacy Governance – Seoul

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Korea Sports Promotion Foundation

  • Olympic City: Seoul
  • Country: Korea
  • Edition of the Games: 1988 Olympic Summer Games
Since 1989
Korea
©Free Vector Maps

How legacy Governance Started in Seoul

With “Enjoy Sport, We Support” as a motto, the Korea Sports Promotion Foundation (KSPO) offers a very efficient and unique legacy governance model.

After successfully hosting the Olympic Games, Korea needed a public foundation for two purposes. The first was to commemorate the Seoul Olympic Games and manage Olympic legacy. The second purpose was to provide funds for the development of Korean sports in general by managing the Olympic surplus. In itself, the KSPO is a direct, concrete and lively legacy from the 1988 Olympics.

The KSPO was founded as a public service corporation on April 20, 1989 with authorization from the Minister of Culture, Sports and Tourism in order to commemorate the 1988 Summer Olympics and promote national health through sports. KSPO‘s five main functions are the following: (i) to provide financial support in order to promote national sports, and raise and distribute funds; (ii) to install and support sports facilities and foster the sport industry; (iii) to conduct research in sport science; (iv) to undertake projects commemorating the Seoul 1988 Olympic Games; (v) to support youth-development projects.

As a strong supporter of financial affairs for Korean sports, the KSPO contributes to improving quality of life so that all Korean people can live in harmony through sports and enjoy a healthy life through sports in daily life.

The KSPO is also operating three Olympic sports centres in the Olympic Park, Bundang and Ilsan areas so that citizens can enjoy sports in their daily lives. These centres provide a wide range of facilities and programs for citizens’ systematic health care and sports activities.

Vision

KSPO aims at being a reliable supporter in promoting citizen sports welfare.

Legacy is…
Olympic Legacy is a medium for sports promotion both in Seoul and Korea. In addition, this part of Seoul’s history is an asset for promoting the City itself.

What’s next?
KSPO will do the best to develop the institution into a top-notch public corporation that creates best value. KSPO’s management innovations and endless efforts for changes will endear the corporation to the nations. In addition, KSPO is currently reflecting on how it can further capitalize on the heritage of the park, including making souvenirs using the mascot of the 1988 Games, for which the IOC has the copyrights.

Objectives

Promote a healthy and active lifestyle

Enjoying life through sport is directly related to the individual’s right to happiness. Hence, the KSPO is helping people maintain health and vitality through participation in sports and leisure activities.

KSPO contributes to improving national health and quality of life through the promotion of sports.

One of KSPO’s visions is to be a reliable supporter in promoting citizen sports welfare. Thanks to high quality and accessible sports and welfare centres (three Olympic sports centres), the KSPO aims at facilitating sports practice among the population.

Promote social and constructive behaviour

Playing as a role model, KSPO is fully utilising its existing network to fulfil its vision of social responsibility “Creating social values through sports”. It also aims at building a fair society with shared growth. By doing so, KSPO promotes Olympic values such as respect and friendship and contributes to maintaining the Olympic spirit alive within society. Among others, the KSPO implements projects oriented towards giving hope to uneducated young adults through sports; utilising KSPO infrastructure such as the Olympic Museum, Seoul Olympic Museum of Art, Olympic Youth Hostel, and Korea Institute of Sport Science to provide various sports-related, hands-on job experiences, education on Olympic values, and creativity programs for elementary to high school kids; contributing to local community charity work such as volunteering welfare facilities, giving donations, helping with farm work, and distributing briquettes to solitary elderlies. The Hope Sharing 2nd Round project consists of creating jobs for seniors, providing tutors to low-income classes, supporting camps for the disabled, and providing emergency medical costs.

Promote the city by leveraging its affiliation with the Olympic Movement

One of the initial missions of the KSPO was to commemorate the Seoul Olympic Games and to manage the Olympic Legacy. By valuing and re-using Olympic venues throughout the City, the KSPO contributes to spreading the Olympic history of the City and the Olympic Spirit in Seoul and beyond. Through the promotion of art and culture (Seoul Olympic Museum of Art), the accessibility to sports facilities and accommodation at Olympic Parktel, KSPO anchored the City’s modern activities with its Olympic past.

Evaluation

About 5.23million people visit Seoul Olympic Park every year.

About 0.22million people visit Seoul Olympic Museum every year.

KSPO provides Olympic Values Education Programme to 1,000 students a year.

Key Challenges

Securing financing from sports activities to sports activities
KSPO designed an original model that finances sports through sports. It raises national sports promotional funds from cycle racing, motorboat racing and Sport Toto, and uses them to contribute to enhancing life standards through sports and fitness programmes.

Ethics at the heart of management
KSPO puts enormous effort on making ethical management as part of the daily lives of its employees and partners by improving the quality of service through management innovations and transparent company cultures. To become a trusted partner with collaborating companies and local communities, KSPO puts emphasis on building transparent contract processes and nurturing small and medium sports companies. KSPO makes continuous efforts while working fairly and confidently to become a role model for any public services.

Social responsibility is core to KSPO’s work. KSPO’s LoveShareVolunteers programme plays a central role getting its employees to participate in various volunteer work in local communities, spreading values of sharing and shared growth in order to make the society a better place.

Key learnings and recommendations

Making Citizens Healthy & Korea Energized through Vitalizing Sports For All
For everyone – from children to seniors – to enjoy sports regardless of their age, area, or income, we build various sports facilities such as citizen health centres and open gyms around the neighbourhoods as well as renovate deteriorating public sports facilities.

Free Assessment of Physical Fitness & Exercise Prescription Service
KSPO provides the National Fitness Award program to manage citizens’ health and promote sports participation. Any citizen who is 13 years old or above can visit the Citizen Fitness Assessment Centre (a total of 43 centres around the nation as of 2018) to scientifically assess their own health condition. Fitness professionals will then provide appropriate management plans according to the citizen’s needs. Starting 2016, the National Fitness Award On-Demand Bus and its staff has been on service to provide the same National Fitness Award program to busy individuals such as taxi & bus drivers and office workers.

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:

 

http://www.kspo.or.kr/english/main/main.do

Lausanne Olympic Week

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Lausanne, Switzerland

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