Proposal development to host major athletics event

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Table of Contents
1. Introduction..................................................................................................................................1
2. Background of the event..............................................................................................................2
3. Objectives of hosting the event....................................................................................................4
5. Concept........................................................................................................................................7
6. Feasibility of the event...............................................................................................................19
7. Promotion of the event...............................................................................................................38
8. Monitoring and evaluation strategies of the event.....................................................................38
References......................................................................................................................................39

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1. Introduction

The International Association of Athletics Federations (IAAF) organizes the World

Championships in Athletics. It was initially planned to be held every fours years, but after the
third event it was changed to be every two years. From 1913, the IAAF decided that the World
Championships for athletics will be the Olympic Games. This went on for 50 years. In the 1960s,
certain members of the IAAF thought that being in the Olympics Games was not enough. They
wanted their own games and in 1976, the members of IAAF had a meeting in Puerto Rico,
agreeing that they should separate the Athletics World Championships from the Olympic Games.

Athletics oversees all aspects of planning and executing world Championship Series events and,
through a written agreement, delegates certain aspects of event execution to a Local Organizing
Committee (LOC). The chosen host city must demonstrate its ability to successfully and cost-
effectively organize a major national sporting event, with a strong emphasis on excellence in
facility and event management, revenue generation, and human resource support. A successful
host bid should include projected ticket sales, government and/or community-based grants, local
sponsorship commitments, facility discounts, and other revenue opportunities.
Athletics world Championship Series events attracts visitors from around the globe, benefiting
host cities through increased tourism and additional bookings for accommodations by athletes,
coaches, spectators, and others attending the events. Hosting a large sporting event offers both
direct and indirect economic benefits. Direct benefits include capital and infrastructure
construction related to the event, long-term benefits like reduced transportation costs due to
improved roads or rail networks, and spending by tourists who travel from outside the city to
attend the games. Indirect benefits may include advertising effects that promote the host city or
country as a potential tourist destination or business location in the future, as well as an increase
in civic pride, a stronger sense of community, and an enhanced reputation for the host city or
country. However, there are potential drawbacks, such as possible cost overruns, improper land
use, inadequate planning, and underutilization of facilities.

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2. Background of the event
World Athletics was founded to meet the need for a world governing authority, a competition
program, standardized technical equipment, and a list of official world records. These
requirements are still relevant today. However, in an ever-changing world, international sports
federations like World Athletics must be proactive in reaching new audiences and finding new
hosts for their events. It is also crucial to recognize that athletics is no longer solely focused on
high performance, gold medals, and records. It is about promoting "sport for all" and ensuring
that as many people as possible can participate in athletics. This includes road running, which is
where most individuals directly engage with athletics, as well as athletics in schools. World
Athletics is committed to reaching as many children as possible worldwide, starting at the age of
seven and continuing into their teenage years, where the drop-off in sports participation is most
significant.
The World Athletics Championships is one of the most prestigious major international sporting
events in the world. It brings together the world's best track and field athletes to compete for
their nations on the international stage. This event consists of nine days of inspiring competition,
with approximately 1800 athletes from over 180 nations participating. It includes 49 athletics
events, both in the stadium and on the road, with 24 events for men, 24 events for women, and
one mixed relay event. The World Athletics Championships has a significant reach, visibility,
and influence, truly making athletics a global sport. It also has the potential to deliver a
substantial return on investment and make a meaningful impact. With over 3000 media
accreditations and a viewership of over a billion people worldwide, this event provides an
excellent opportunity for destination marketing, showcasing the host city's sporting capital,
culture, and character.
On July 17, 1912, in Stockholm, Sweden, following the closing ceremony of the Olympic
Games, the International Amateur Athletic Federation (IAAF) was established as the world
governing body for track and field athletics. Over the next ten decades, athletics underwent
numerous changes that reflected the political and socio-economic evolution of the world. The
IAAF's name has also changed to reflect the growth of professional sports, becoming the
'International Association of Athletics Federations' in 2001, and then 'World Athletics' in 2019.
Despite its inherent benefits, World Athletics acknowledges that athletics is competing for public
attention in an increasingly diverse and complex media and entertainment-driven world. It is

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essential to embrace matters related to social responsibility, the environment, and any factors that
can advance athletics as a force for positive change. Athletics disciplines are among the oldest
known sporting competitions, with running, jumping, and throwing being natural and universal
forms of human physical expression. The sport also offers values that help individuals navigate
life's challenges. World Athletics is adapting its competition programs to cater to the diverse
attractions available to the public. Attracting and retaining young participants and spectators is
crucial for athletics to maintain its appeal. Additionally, World Athletics is closely connected to
the masters' athletics movement, as well as ultra-distance running and mountain racing.
The biennial World Athletics Championships is the highlight of the World Athletics Series,
which also includes indoor, U20, relays, cross country, race walking, and road running events
during a four-year cycle. Athletics holds the distinction of being the leading sport of the Olympic
Games. It is central to the success of each summer celebration and has a closely intertwined
history with the Olympic Games, which World Athletics is immensely proud of.
Both the World Athletics Championships and the Olympic Games continue to attract packed
stadiums and billions of viewers worldwide. The marketing potential of each edition of the
World Athletics Championships is excellent, with only the Olympics and the FIFA World Cup
surpassing it in terms of global reach and impact. The next World Athletics Championships will
be hosted in Eugene, USA (2021) and Budapest, Hungary (2023).
In 2010, a new global one-day competition structure was introduced, led by the Diamond
League, consisting of 14 invitational track and field meetings across Africa, Asia, Europe, and
the USA. The World Challenge, which includes meetings across all six World Athletics areas,
provides the second tier of elite international competition. These events attract large stadium and
TV audiences worldwide.

Track and Field is a sport, which is includes disciplines of running, jumping, and throwing
events. The sport traces back to Ancient Greece. The first recorded examples of this sport were at
the Ancient Greek Olympics. In Ancient Greece, only one event was contested, the stadion
footrace. Later on, the game expanded to more events.

Events of track and field are divided into three: track events, field events, and combined events.
Track events consist of Sprints, middle-distance, long-distance, hurdles and relays; Field events
consist of jumps and throws; while combined events consist of pentathlon, heptathlon, and

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decathlon. Track and field is usually played outdoors in stadiums. The usual features of a track
and field stadium are the outer running track, and the field within the track.

3. Objectives of hosting the event

Advancing Sport in Timor-Leste

The international events seek to foster new levels of athleticism in the community, bringing a
variety of positive benefits for communities and individuals – in particular youth. By providing
opportunities for participation from the grassroots to elite athlete development, it is hoped greater
interest will be fostered and new sporting role models spawned in the community. In this way
sport serves to engage and inspire youth to be constructive members of their communities,
encouraging positive sporting values: including teamwork, dedication and mutual respect. The
scale and international connections of these events provide marvelous opportunities to leverage
local and international support for equipment and facilities. The events also serve as a catalyst
for promoting local and international partnerships. Finally the national squad programs will
identify and develop local sporting talent through intensive training, nutrition and team building
activities.

Providing Opportunities for Economic Development

The events provide employment for several hundred Timorese and make a contribution to
community economic development. Where-ever possible local suppliers have been engaged and
funds directed at the grassroots level. In particular, strong opportunities exist in the field of
sports and adventure tourism.

Boosting Tourism, Shifting Perceptions

A key goal of the proposed events is to showcase the peaceful conditions and natural beauty of
Timor-Leste to an attentive international audience. News about Timor-Leste has been dominated
by episodes of violence and instability that the country has experienced in past years, obscuring
many of the positive programs and policies that are bringing the country forward. The
international events have proved powerful in shifting perceptions about the country, however the

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positive stories, experiences and messages generated by these events must be continually
renewed and reinforced through further headline grabbing activities.

Strengthening Peace, Harmony and National Pride

The value of sport as a social connector is one of its most powerful development attributes.
These sporting events connect individuals and communities across the bairo’s of Dili and the
districts of Timor-Leste, as organisers, hosts, volunteers supporters and participants. Involving
local representation and drawing out the best of Timor-Leste, these events serve as focal points
for national pride, embracing and rejoicing in the natural and human assets of the country. In the
process of consultation and implementation of these events, communities will be engaged in
cooperation and problem solving, enhancing community harmony and resilience. These large
scale, city and nation wide activities also present the opportunity to demonstrate and reinforce
the growing effectiveness of internal security institutions.

4. Rationale

The case of elite sport investment is slightly different. Here, I consider the political rationale for
investing in mega-events, bearing in mind that state investment is a finite resource. Sums
invested in elite sport are not invested elsewhere, so the reasoning behind decisions about how to
distribute resources is highly political.

Sport offers both an individual and a collective experience something recognized by modern
states that invest heavily in elite sport in order to engender a so-called feel-good factor among
citizens that is said to exist in the collective experience of sporting events. Riordan (1999) rightly
points to the nation-building potential of sport when he suggests that sport extends and unites
wider sections of the population than probably any other social activity. It is easily understood
and enjoyed, cutting across social, economic, educational, ethnic, religious and language
barriers. It permits some emotional release (reasonably) safely, it can be relatively cheap and it is
easily adapted to support educational, health and social-welfare objectives.

In addition to this inward-looking benefit from elite sport success, the outward-looking concept
of international prestige is often invoked as part of the justificatory discourse for spending. Many

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states seek to use sport externally to promote the country's image, gain prestige, and even exert
influence over other states. Prestige has long been recognized by scholars as an “indispensable
source of power” in international relations (Reinhold Niebuhr, cited in Kim, 2004, p. 40), one
that works alongside traditional material forces of power such as guns and bombs. Sport is
clearly part of a nation's package of measures available to improve and project its image abroad;
success at (elite) sport is easily recognizable to other states, and it appears that in order to be
considered a leading nation a state needs to produce internationally competitive athletes and
teams. Internally, states seek to bind individuals around these collective, national experiences of
sport success and engender both the feel-good factor and a cohesive identity akin to that of
Benedict Anderson's “imagined communities” (Anderson, 1983; Nye, 1990).

The literature on elite sport development (ESD) is relatively new, and studies inquiring into why
countries continue to invest heavily in supporting elite sport and hosting mega-events are few
and far between in political science. This is baffling, for if politics is in part about the struggle
for resources and an analysis of who gets what, when, and how, then posing the unanswered
question of why governments invest so much public money into elite sport ought to be second
nature to students of the discipline. We ought to question both the uncritical acceptance of
millions of dollars being pumped into elite sport and the concurrent discourse surrounding such
investment that takes it as a given.

This is particularly the case in light of the fact that the rationales for state investment in elite
sport (international prestige, identity formation) are not confined to advanced capitalist states.
So-called emerging states are increasingly interested in using sport to accelerate their entry into
the developed world. Take, for example, India's—and Delhi's—recent staging of the problematic
Commonwealth Games in 2010. This could certainly be read as an attempt by a developing
country to announce to the world that it has finally arrived. It appears that for developing
countries the ability to stage a mega-sporting event is a rite of passage into the developed world.
Unfortunately, a series of setbacks, collapsing infrastructure, environmental factors (including
snakes and monkeys), and corruption appear to have scuppered India's ambition of holding an
Olympics in the near future (“IOC Chief,” 2010). Indeed, students of politics can find a veritable
Aladdin's cave in such an event as the Delhi Games, the political context within which it took
place, the political ambitions of the host nation, and the struggle for interests, resources, and

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influence that surrounded its staging. Allegations of bribery, backhanders (i.e., under-the-table
payments), and crooked politicians were commonplace, and the question remains unanswered of
how India could invest billions of dollars in a sporting event when a large part of its population
who did not get to see, use, or benefit from the event has no access to clean running water
(Burke, 2010).

5. Concept

Athletic event

Athletics is a group of sporting events that involves competitive running, jumping, throwing,
and walking. The most common types of athletics competitions are track and field, road running,
cross-country running, and race walking.

The results of racing events are decided by finishing position (or time, where measured), while
the jumps and throws are won by the athlete that achieves the highest or furthest measurement
from a series of attempts. The simplicity of the competitions, and the lack of a need for
expensive equipment, makes athletics one of the most common types of sports in the world.
Athletics is mostly an individual sport, with the exception of relay races and competitions which
combine athletes' performances for a team score, such as cross country.

Organized athletics are traced back to the Ancient Olympic Games from 776 BC. The rules and
format of the modern events in athletics were defined in Western Europe and North America in
the 19th and early 20th century, and were then spread to other parts of the world. Most modern
top level meetings are held under the auspices of World Athletics, the global governing body for
the sport of athletics, or its member continental and national federations.

The athletics meeting forms the backbone of the Summer Olympics. The foremost international
athletics meeting is the World Athletics Championships, which incorporates track and field,
marathon running and race walking. Other top level competitions in athletics include the World
Athletics Cross Country Championships and the World Athletics Road Running Championships.
Athletes with a physical disability compete at the Summer Paralympics and the World Para
Athletics Championships.

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The word athletics is derived from the Ancient Greek ἀθλητής (athlētēs, "combatant in public
games") from ἆθλον (athlon, "prize") or ἆθλος (athlos, "competition"). Initially, the term
described athletic contests in general – i.e. sporting competition based primarily on human
physical feats. In the 19th century, the term athletics acquired a more narrow definition in
Europe and came to describe sports involving competitive running, walking, jumping and
throwing. This definition continues to be prominent in the United Kingdom and the former
British Empire. Related words in Germanic and Romance languages also have a similar
meaning.

In much of North America, athletics is synonymous with sports in general, maintaining the
historical usage of the term. The word "athletics" is rarely used to refer to the sport of athletics in
this region. Track and field is preferred, and is used in the United States and Canada to refer to
athletics events, including race-walking and marathon running (although cross country running is
typically considered a separate sport).

Competitions
Competition is a rivalry where two or more parties strive for a common goal which cannot be
shared: where one's gain is the other's loss (an example of which is a zero-sum game).
Competition can arise between entities such as organisms, individuals, economic and social
groups, etc. The rivalry can be over attainment of any exclusive goal, including recognition:
Competition occurs in nature, between living organisms which co-exist in the same environment.
Animals compete over water supplies, food, mates, and other biological resources. Humans
usually compete for food and mates, though when these needs are met deep rivalries often arise
over the pursuit of wealth, power, prestige, and fame when in a static, repetitive, or unchanging
environment.

Competition is a major tenet of market economies and business, often associated with business
competition as companies are in competition with at least one other firm over the same group of
customers. Competition inside a company is usually stimulated with the larger purpose of
meeting and reaching higher quality of services or improved products that the company may
produce or develop. Competition is often considered to be the opposite of cooperation, however
in the real world, mixtures of cooperation and competition are the norm.

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With two years to go to the Paris 2024 Olympic Games, the official competition schedule has
been released. Check out the full schedule to find out exactly when the world’s greatest athletes
will be competing in events such as the 100 m freestyle, the 400 m hurdles, the Olympic
marathon, team fencing, as well as the women’s and men’s football, handball and rugby sevens
finals.

The first medals going up for grabs on Day 1

The first Olympic medals will be claimed on Day 1 of the two-week event. The athletes
competing on 27 July – the day after the opening ceremony – will deliver the first unforgettable
and emotional moments of the Games with the whole world watching. The women’s and men’s
cycling time trials will take place on the streets of Paris from 2.30 p.m., while the judo
competitions will kick off in the Champs de Mars Arena, fencing at the Grand Palais and rugby
sevens at the Stade de France. Other Day 1 events will include swimming at the Paris La Défense
Arena in Nanterre, diving at the Aquatics Centre and shooting at the CNTS shooting range in
Châteauroux.

Looking at the additional sports on the programme, skateboarding events will be held on Day 1
at Place de la Concorde, finding successors to the Japanese athletes who won three out of the
four gold medals up for grabs at the Tokyo 2020 Games. The breaking events will take place
two weeks later, with the b-girls showing off their moves from 4 p.m. to 10 p.m. on 9 August and
the b-boys throwing shapes at the same time the following day, rounding off an unforgettable
two weeks in one of the most iconic places in Paris.

An action-packed weekend marking the halfway point

The weekend marking the halfway point of the Olympic Games is sure to keep many people
around the world on the edge of their seats.The 3 and 4 August will serve up a feast of finals for
all sports fans to look forward to, whether they are interested in tennis, table tennis or the judo
mixed team event, which made its Olympic debut in Tokyo. With fencing, athletics, archery,
shooting, road race, golf, horse riding, rowing, artistic gymnastics, badminton and swimming
champions set to be crowned over the weekend, there’ll be something for everybody to enjoy.

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Swimming and athletics finals

The athletics and swimming finals are among the most eagerly anticipated events at any Olympic
Games. With a shot at Olympic glory at stake, some of the world’s most elite athletes set
themselves apart from the rest of the pack by mere hundredths of a second. In 2024, these nail-
bitingly intense finals will take place in the evening time in France to ensure they can be enjoyed
by as many people as possible. The swimming finals will begin at 8.30 p.m. each evening from
27 July to 3 August and 6.30 p.m. on 4 August, while the athletics finals at the Stade de France
will begin at 7 p.m. each evening from 1 to 11 August.

A rollercoaster of emotions spanning 26 July to 11 August

The Games can sweep us up into a whirlwind of unforgettable emotions and stunning
performances for days on end. Here is when these must-see events will be taking place in some
of the world’s most incredible locations in two years’ time.

The whole event will take for only one month.

How many countries and athletes participate in the Olympic Games ?

There are no countries participating in the Olympic Games, but rather athletes from National
Olympic Committees (NOCs). At the Olympic Summer Games in Paris in 2024, around 10,500
athletes from 206 NOCs will compete. At the Olympic Winter Games, there are usually around
2,900 athletes from more than 80 NOCs taking part in the competitions.

Facilities
GENERAL

Sports facilities for Track and Field athletics are generally used for daily training as well as for
staging regional or local competitions. The staging of competitions at higher levels normally
entails more extensive requirements for the sports facility, particularly in respect of the
infrastructure.

UNIFORM SPORTS FACILITIES

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In order to ensure equal conditions for all athletes, uniform facilities are necessary particularly
since competitions are held in many different venues. Furthermore, the athletes need the same
conditions for training that they will find in competition. This report is subdivided into different
competition categories (1.3) and construction categories (1.5) on the basis of competition
requirements.

For training in high-performance training centres, for example, it is possible to deviate from a
particular Construction Category by providing additional opportunities for training such as a
special throwing field, two sprint tracks, and a special landing mat for High Jump or more
individual facilities.

The main stadium for the World Athletics Championships should have a minimum capacity of
30,000 spectators and hold a Class 1 Athletics Facility Certificate. We Host provide a warm up
track and facilities (including a separate area for long throws) ideally within easy walking
distance of the stadium and the warm-up track must be 400m with at least six lanes and the
surface product should be the same as the main stadium.

Hosts will also be responsible for providing a number of technical and functional areas and
rooms at the competition venues. Further information will be provided at a later stage in the
Event Guide.

Hotel(s)
Hotels should be located as close to the venue as possible and within close proximity to each
other (if multiple hotels are used). Hotels must be wheelchair accessible. Hotels will be required
to house all the following participants:
 Competitors – majority are double rooms
 Coaches and club staff – double and single rooms
 LOC – double rooms
 Media – single rooms
 Officials – double rooms
 Athletics Executives – single rooms
 Athletics Staff – double rooms
 Athletics Guests and Sponsors – single and double rooms

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Bedroom Requirements Summary
 Total amount of room nights per day
o 200 rooms
 Event Officials room block
o Min. 20 rooms
 Athletics room block
o Min. 5 rooms
*The local participant is only responsible for the cost of accommodations for their committee.
CONSTRUCTION
New construction and renovation projects follow the same basic process. This is the framework
against which your architects and builders will work and understanding the basic timeline is
critical to your timely involvement:
Phase I — Pre-Planning:
In this phase the planning committee will be formed and goals for the facility are defined. The
most successful committees consist of representatives from a broad range of backgrounds and
disciplines.
Phase II — Programming:
Programming is an architectural term for the process of defining the activities and requirements
of the spaces to be designed. This critical phase should begin as soon as possible after the
project is launched. Failing to do so can cause costly delays and very often results in a facility
that doesn’t meet the anticipated goals.
The architect will need to know how much space you require, how each space within the
department will be used, and how the spaces relate to each other. The rule-of-thumb-charts for
square footage consideration were designed specifically to help you determine these needs. This
is also the best time to compile your equipment list and budgets.
Although your budget will ultimately determine the scope of the project, anyone who’s been
through this process will agree “You’ll never get what you don’t ask for.”
Phase III — Schematic Design:
Using your inputs and budgetary information, the architect can begin diagramming the facility.
You and your committee should review these drawings in stages, so that you can fine-tune the

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 design. But it’s important that everyone agrees on the final schematic, because making
revisions later on in the process can be both complicated and expensive.
Phase IV — Design Development:
In this phase, the architect will create blueprints showing exact room dimensions, ceiling
heights and door and window locations, and electrical, plumbing, and mechanical systems will
be finalized. You should inspect these blueprints very carefully, because project bidding and
construction costs will be firmly based on this plan. Again, revisions can be complicated and
costly.
Phase V — Construction Documents:
Before talking with contractors, the architect will develop construction documents that clearly
define what’s being built and to what specifications, and assign construction phases and
timelines for completion.
Phase VI — Bidding:
With final blueprints and construction documents in hand, it’s time to open the project to bids
from general contractors, electricians, carpenters, and other subcontractors. After the bids are
reviewed, the project is awarded to a general contractor and you should proceed with
purchasing the equipment to be installed in the athletic department during construction.
Phase VII — Construction:
This is your last opportunity to make sure that your athletic facility is being built according to
your specifications. Visit the site often. If something isn’t being done according to the agreed-
upon plan, be sure to discuss your concerns with the architect and administration.
Phase VIII — Equipment Purchasing:
During construction, you should specify, bid and purchase the furniture and equipment
identified in Phase II, for delivery prior to your facility’s opening. It will be very helpful for
you to have a timeline showing coordinated equipment delivery dates.
Phase IX — Facility Opening:
Congratulations, you’ve done it!
Equipment

The following provides a comprehensive list of the track and field equipment required for a
World Athletics Championships, encompassing running, throwing, and jumping events. These

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items range from landing mats to drag brushes and from long jump pit covers to spike rollers.
We will acquire these equipment from various owners and stakeholders.

Throwing Equipment

Throwing events often focus on the main item being used, neglecting the importance of
complementary accessories. For instance, weight carts and spot markers are affordable additions
to any checklist, and their convenience is worth the investment.

Hammer, Discus, Javelin, and Shot Put: These four throwing events are prominent in the
Olympic games. Each type of throwable has specific requirements, which typically differ based
on gender. These requirements include variations in weight, size, length, grip, color, and more.
Therefore, it is crucial to consider your specific needs before making a purchase and ensure a
range of options are available where necessary.

Weight Cart: Often overlooked, the weight cart is particularly useful for educational institutions
where multiple athletes will be throwing weights. The alternative is to awkwardly carry two shot
puts, five javelins, and four discuses across the field... the choice is yours!

Spot Markers: Athletes certainly do not want to throw their javelin or shot put only to realize
there is no way to mark their distance, aside from using a sock or a shoe! Colored, plastic, non-
slip spot markers are an excellent option and the safest way to mark distances in a track and field
setting.

Running Equipment

While it is true that the only essential equipment for runners is a pair of running shoes, many
institutions such as schools, colleges, universities, and sports centers require additional athletic
training equipment to ensure optimal performance for all.

Spike Roller: Despite its resemblance to a medieval weapon, the spike roller is essential for
maintaining a healthy running track, especially if the track is on natural turf.

Hurdles. Not all running occurs on the flat there are lot of running events which require different
heights of hurdle.

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Landing Mats

Compared to previous decades, landing mats have become fairly versatile but there are a couple
of differences that are important to understand before purchasing one.

 Types of mat: The two main types of mat are gymnastics mats and jumping landing
areas. Gymnastic mats have less depth and provide a tougher and springier impact
because they are focused on aesthetics and execution whereas landing areas cushion the
athlete’s fall as a safety measure. Even though it would make for quite the sporting event,
it isn’t recommended to mix these different types of mats!

 Vinyl-covered landing mats: These have a tougher, coarser texture which make them
specifically good for pole-vaulting. Their texture will make them more durable to
withstand the greater impact of pole vaulting and it also decreases the chances of
puncturing the mat with the pole which wouldn’t be ideal!

Long Jump Equipment

Whilst the long- and triple- jump require more equipment than most other track and field events,
this equipment is usually fairly inexpensive and Sports mark has a selection of each to choose
from.

Pit surrounds and run ups, Sports mark can supply the rubber topped safety kerbs to form the
pit and run up as the jump boards and trays required. If you need it installing, we can also build
the pit and run up with a variety of surfaces from self-binding gravels to polymeric rubber.

 Sand: A necessity for the long- and triple-jump is a sand pit section for landing. This
cheap requirement ensures the jumper’s safety and makes it easier to mark their distance.
The best option to ensure that both of these are met is to use specific non marking jump
pit sand which is cleaner and softer than most other types… but not as good for
sandcastles.

 ‘No Jump’ Indicator Board: This is a fairly obvious necessity for the long jump to
ensure uniformity. From simple wooden jump boards to specialist trays and slot in boards

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 to give a variety of jump lengths and allow both long jump and triple jump to occur on
the same run up, we have a selection of accessories to suit.

 Long Jump Pit Cover: The last thing you want when you come to perform your long- or
triple-jump is animal droppings in the sandpit! Using a pit cover protects your sand from
extreme weather and wildlife and will make your sand last longer, there are various types
from simple vinyl sheets to purpose made wheelaway houses.

 Measuring Tape: Unless you’d like to ‘guesstimate’ jumping distances a measuring tape
is a good option and fibreglass is the most durable option as it won’t rust and it’ll last
longer than fabric tape.

High Jump Equipment

High jump equipment is fairly straightforward but there are a number of details which are often
left out of the decision-making process like the importance of a flexibar.

 Stand: The high jump would be a very difficult event without a stand to hold the bar!
Having a sturdy stand is important for both accurate measuring and athletic safety, so
getting one with large under-mat feet will help by increasing its stability.

 Flexibar: It’s important to use a flexibar for jumping events primarily because these are
much safer for the athlete. Due to their elastic qualities, the risk of injury is greatly
reduced.

Grounds person’s Equipment:

Perhaps the most important of all equipment, the grounds person’s tools and equipment are
crucial in ensuring the long-term health of your in field and the safety of everybody
participating.

 Spreaders: Also known as ‘Broadcast Spreaders,’ these tools are a great way to fertilize
your field in an efficient and consistent way. Larger, more expensive options will hold

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 more fertilizer and have further spread, making them more suitable for larger fields.
Importantly, the most appropriate option will ensure a healthier field over the long-term.

 Paint Applicator: The capacity and usability of paint applicators can vary hugely so it’s
important to evaluate your requirements before purchasing. Thankfully, Sports mark
offers MARKING MACHINES from across the spectrum: from simple transfer wheel
markers with a smaller capacity to four-wheeled spray machines with large tanks.

Handing over and handing back strategies of facilities and equipment

Handing over a facility is a crucial step in the hosting proposal lifecycle, as it marks the
transition from construction to operation. It involves transferring the ownership, responsibility,
and documentation of the completed facility to the client or end-user. As a facilities engineer,
you need to follow a systematic and comprehensive process to ensure a smooth and successful
handover. Here are some key strategies of facilities and equipment handing over and handing
back.

1 Pre-handover planning

Before you start the handover process, you need to plan ahead and coordinate with the project
team, the client, and the stakeholders. You should define the scope, criteria, and schedule of the
handover, as well as the roles and responsibilities of each party. You should also identify and
resolve any potential issues, risks, or gaps that might affect the handover. For example, you
should check the quality, safety, and compliance of the facility, and verify that all the contractual
obligations and specifications are met.

2. Handover documentation

The handover process requires the preparation of handover documentation, which contains all
the necessary information and records related to the facility project. This should include a
handover letter or certificate, a facility manual or guide, a list of warranties and certificates,
contacts and support services for facility management and maintenance, and a record of any
outstanding works, defects or claims. It is important to review and update the handover
documentation throughout the project lifecycle, making sure it is accurate, complete and
17
consistent. Additionally, the handover documentation should be stored and shared in a secure
and accessible format such as a digital platform or cloud-based system.

3. Handover training

Handover training is an important part of the handover process, which aims to equip the client or
end-user with the necessary knowledge and skills to operate and maintain the facility. This
training should cover topics such as the features, functions, and benefits of the facility, as well as
operation, maintenance, and troubleshooting procedures. Additionally, health, safety, and
environmental regulations and standards for the facility should be included in the training.
Finally, emergency and contingency plans should be discussed. To ensure that the handover
training is effective and satisfactory, you should design, deliver, and evaluate it according to the
needs and expectations of the client or end-user. You should also provide feedback, support, and
follow-up.

4. Handover evaluation

The final step in the handover process is the handover evaluation, which involves assessing and
measuring the outcomes and impacts of the handover. This evaluation should address questions
such as whether the handover met the agreed scope, criteria, and schedule; if it achieved the
objectives and benefits of the facility project; and if it identified and resolved any issues, risks, or
gaps related to the project. Additionally, it should provide lessons learned, best practices, or
recommendations for future facility projects. Various methods and tools can be used to conduct
the evaluation, such as surveys, interviews, feedback forms, audits, inspections, or performance
indicators. The findings and results of the handover evaluation should be documented and
reported on in order to improve future facility engineering skills and practices.

Strategic Partners
Funding partners are an important part of the revenue plan and a source of important
connections that can truly make an event memorable. The LOC must secure a minimum of
funding for the event through corporate, municipal, provincial, or tourism incentives. Please
provide the details of the funding opportunities available from the following sources:
 Local municipality

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  Provincial government
 Local or regional tourism and / or economic development bureau
 Tourism grants and funding
Target customers of the event
Target customers of the event will be athletes, coaches, spectators and others attending the
events. Indoor Track & Field Championships which included participants (athletes, coaches,
officials, and other team personnel) from across the country.
Ticket Sales
The LOC will determine if appropriate to sell tickets to the event. A successful ticket campaign
can be vital to the event.
Athletics relies on the knowledge of the host community to effectively promote the event
locally and maximize ticket sales if a ticketing campaign is deployed.
Items to include in the Event Promotions Plan:
 City signage
 Preferred rates with local media outlets for paid advertising
 Presence at community events (booth space, giveaways)
 Visibility on websites and social media

6. Feasibility of the event

Sport event managers will be responsible for the delivery of objectives. Sport event managers
deal with a plethora of issues related to planning, organizing, leading and delivering sport
events. Their areas of responsibility can be very broad or very specific depending on factors
like the size of the sport event.

Sport event management professionals plan competitions that are both spectacular and safe for
everyone participating or watching. Managers are essential to today’s mega-events, which
involve big-budget production, massive audiences, global broadcasting, and enormous local
impact. However, professional guidance can be a worthwhile investment for smaller-scale
competitions as well. A local 5k race is very different from a world-class marathon, but it still
takes careful planning and specialized resources to ensure operations go off without a hitch.

19
There are a wide range of managerial challenges that can affect the success of a sport event, and
each comes with its own demands. The sport event manager may have responsibilities that cross
every facet of putting on a great show, ranging from managing relationships with sport national
governing bodies to deliver on their expectations to collaborating with PR professionals or
ensuring that amenities like WiFi are ready for an influx of excited sport fans. Some other
common tasks for professionals in this field include:

 Bidding for sport events

 Working with key sport event stakeholders to define project timelines
 Providing hospitality to sponsors and other “clients” of the sport event
 Communicating with broadcasters and members of the press
 Recruiting and managing volunteers
 Identifying an appropriate venue and collaborating with staff on preparations
 Arranging for lodging and transportation to the event location for participants
 Implementing security measures for athletes and spectators
 Making parking available for attendees
 Coordinating with leaders in the local community
 Negotiating agreements with vendors and sponsors
 Determining how to respond to inclement weather or emergencies

Event Officials
The LOC is responsible for identifying, inviting, scheduling, and overseeing the event
officials. The list of officials must be approved by the Athletics Technical Delegate.
Recommended Levels of Qualifications
- It is mandatory that the Jury of Appeal be composed of at least 3-5 nationally ranked
jury officials.
- It is mandatory that Referees and Chiefs be Level 4 or higher and must be residents.
- It is mandatory that all the other officials be Level 3 or higher.
- A member in good standing
Local Volunteers
The LOC will assume responsibility for the actions and activities of volunteers selected to have

20
 roles during the event, including the development of volunteer schedules by area.
Post-Event Report
The LOC is responsible for completing an event final report. This final report should be part of
all the planning stations, and members of the LOC should be compiling information for this
report from day one. The final report, in conjunction with closing financial statements is the
final steps in hosting the event, fulfilling the contractual obligation of the LOC.

Possible resources of the event

Event suppliers have made event planning much easier. Because resources needed for an event
are different, it will be difficult to sift through the resources that are truly useful to you.
Therefore, we’ve compiled a list of event management resources that you can use to help make
your event even more perfect.

People

The number of guests attending the event will necessitate some assistance in order for the event
to run smoothly. Here are a few people who will be necessary for your event.

Event manager/Event planner

Event managers or planners will be in charge of both planning and managing resources for the
entire event. These individuals will handle any issues that arise during the event. You can be
confident that all guests will be well taken care of.

Information manager

Before, during, and after the event, information managers will be in charge of all guest
information and business activities. Delegates, guests, sponsors, partners, customers and media
representatives will all require a manager.

Logistics manager

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A logistics manager for an event no matter how big or small is essential. This person will be
responsible for the procurement and management of equipment and props used for the event. A
logistics manager will also be needed for the warehousing phase.

Finances Resources

Fundraising is an important part of resources needed for an event. Here are some financial
resources to help you with your event.

Sponsorship

Sponsorship is an efficient way to fund major aspects of your event. Sponsors will frequently
require event specifics such as content, location, time and marketing strategy. You should also be
clear about the advantages you bring to your sponsor.

Partnership

Similar to sponsors, event partners will help you save money on your event. You must consider
what you will offer at the event as well as the possibilities for a successful exchange. You must
also outline the benefits that interest your partner and agree to the deal in order to maintain a
long-term partnership.

Crowd funding

Fundraising is a great way to get funding while also spreading the word about your event. A
specific plan and detailed campaign spending schedule will be required for capital raising. To get
more people interested in your event, you will need to research different fundraising platforms
and prepare a compelling presentation.

Ticket sales in advance

Pre-registration and ticket sales will assist you in raising funds for the event. You’ll be able to
gauge the exact number of people attending your event based on pre-sold tickets and balance

22
your budget accordingly. Some advantages such as discounts for first-time ticket buyers will help
you sell tickets more quickly.

Take out a loan

Loans are one of the resources needed for an event if you do not have sufficient funds. A loan
can be obtained from friends and family, a bank, or a business loan company. Depending on the
loan, you may be required to provide collateral and pay a certain amount of interest.

The Venues

The venue is critical to the smooth running of the event. Here are some great spots for most
events.

Hotels

Many hotels have restaurants, ballrooms, conference rooms and bars that are ideal for a variety
of events such as networking events or weddings. The hotel also provides a variety of packages
to help you organize your event within your budget.

Conference Center

Many people choose the convention centre to hold events ranging from large to small.
Conferences, presentations, networking events and business meetings are among the most
important events.

Restaurants

You can reserve your own dining room or restaurant space to organize everything for your event.
Dinner parties, anniversary parties, birthday parties, wedding receptions and business meetings
are all ideal for holding here.

Bars or clubs

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A bar, pub or club are ideal places for live performances. Typically, these venues also host
comedy nights, live music parties, and tasting events.

Academic venues

Some high schools and universities will gladly let you use a portion of their facilities to hold
events. With a formal space, these venues will be suitable for writing seminars, networking
events or presentations.

Technology

Event technology includes all tools as well as event-specific digital software. Here are some
technologies that can help you plan and organize events.

Webinars

If you are in charge of the entire event, attending webinars will provide you with more ideas for
your upcoming event. Some examples of typical webinar content include the most recent event
marketing trends, how to effectively manage an event, detailed event planning and so on. You
can find information about these webinars on different platforms.

Software

Event planning and management software will greatly assist you at each stage of an event. Some
excellent management software to consider are Eventbrite, Whova, ConfTool and Slido.
Furthermore, you can preview the event space simulation using the Designa app or other 3D
event design software.

Digital photo booths

Virtual photo booths are expected to compete with traditional photo booths. GIFs, boomerangs
and short videos are frequently used in digital photo booths to increase guest engagement both
live and online. This will leave a lasting impression on your event attendees.

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Others

A successful event requires a lot of help from small things. Here are some pointers on some of
the things you should consider to make your event more perfect.

Refreshments

A dining area within the event is extremely popular. You must consider your guests’ diets when
providing appropriate foods and beverages such as decaffeinated coffee, herbal tea, cakes,
cookies and bottled water. Besides, the amount of food will depend greatly on the age and time
of the event.

Facilities

The facilities will greatly assist you in providing attentive service to your guests. Electricity,
water, fencing, parking and public transportation are all required facilities. To avoid problems,
you must plan these carefully and in detail before the event.

Props

Props are essential if you want your guests to have a more memorable experience at your event.
Some props will need colour harmonies such as tableware, curtains, rugs, invitations, flyers,
name tags and lights. You should also consider the event’s theme to ensure you select the best
props.

Decorative things

The decorations will transform a monotonous space into a vibrant and appealing event. All you
need to do is select the appropriate decorations such as colourful LED lights, fabrics, decoration
backdrops, balloons, romantic flowers and so on. You’ll need a detailed design to keep with the
event’s setting before you can arrange everything.

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We hope you get more interesting ideas with the resources needed for the event above. A
detailed plan must be created prior to the event in order to prepare all of the necessary items.

Possible sources of the event

1. Taxes :- This is usually the lions share of most governments revenue. All kinds of taxes here:
household and corporate income taxes, capital gains taxes, sales taxes, property taxes, value-
added taxes, customs duties, any fees charged as a proportion of costs associated with providing
services, etc. These do not include social contributions.

2. Public services :-Some goods and services provided by the public sector can also generate
revenue. This can include licensing bandwidth to telecommunications companies, revenues from
state-owned enterprises like national mining companies in commodity-rich countries or national
banks, utilities, etc. These are not always profit maximizing services and there tend to be laws or
designations around where any profits from these services go.

3. Grants and contributions:-

• Some governments receive grants from other governments or international organizations.
• This can include a government of a developing country, or a local or regional government
that receives transfers from the national government.
• Social contributions can include voluntary or mandatory social security contributions,
which by some definitions differ from taxes in that they are entitlements payed to the
beneficiaries under specific events (old age, sickness).

4. Interest and property income

The government owns assets such as land that can often generate income through rent, for
example. Some governments can act as creditors and lend money directly through public or quasi
-public agencies that charge interest (usually lower than market rates). Central Banks can also
buy and sell some assets and send any profit to the treasury /finance ministry.

5. Sponsorships

Spectator and participatory sporting events often generate revenues through sponsorship rights
by partnering with corporations and other organizations. Event organizers may agree to create
signage, booths, or other displays promoting the sponsorship. In exchange for a sponsorship fee,

26
the sponsor has the opportunity to reach a desired target market attending or participating in the
event. Selected USA Triathlon Collegiate National Championship host cities receive $50,000 for
promotions and advertising, and this benefit includes advertising in USA Triathlon Life and
other triathlon-related publications. Additionally, corporate sponsors are featured on related
websites, including the event’s promotional web page and the governing body’s national and
regional websites (USA Triathlon 2012).

6. Merchandising and Licensing

Sport organizations view sales of merchandise and licensing rights as another revenue
opportunity. These products satisfy fans looking for ways to commemorate their attendance at
various sporting events and to show their affiliation with a specific athlete, team, league, or
sport. Spectators and participants alike appreciate the opportunity to purchase related
merchandise. Event organizers can benefit financially from this revenue stream by offering a
range of licensed products and merchandise to interested consumers. For example, in 2011 the
Big Ten Conference partnered with Main Gate to produce and sell the conference’s merchandise
at the football championship game. Fans attending the event made an estimated $1 million in
purchases.

7. Food and Beverage Sales

Spectators may purchase concessions while attending an event, creating another revenue stream
for sport organizations. Budgeting for food and beverage sales is very similar to budgeting for
merchandise sales in that you have to consider per cap sales and the type of agreement you enter
with your facility or concessionaire. Food and beverage sales can also be a lucrative revenue
stream if managed right. The demand has risen for specialty concessions beyond the ordinary
fare of hot dogs and soft drinks, and event organizers have found ways to meet those needs.
Stadiums and arenas now regularly offer upscale fare such as sushi, crab cakes, and short ribs
accompanied by specialty beers and other beverages (Thomas 2010). Additionally, more event
organizers have incorporated technology to better serve consumers interested in purchasing
concessions. Fans can place food and drink orders from their seats, using smartphone
applications where they input their seat locations and orders. The added convenience is a benefit
to fans, who no longer have to leave the action in order to enjoy a range of concessions (Walker
2011). This option may also represent a new revenue opportunity for event organizers, as the

27
added convenience may encourage fans to purchase and consume more—while paying premium
prices to do so.

8. Corporate hospitality

Corporations and other large organizations may express interest in corporate hospitality, whereby
sport organizations or event organizers set aside seats and space for a group of company
employees plus their families, friends, and customers. These corporate hospitality packages
provide benefits for event organizers and the corporations purchasing them. Event organizers can
work with a larger group of confirmed ticketholders, ensuring a large block of tickets sold. They
have the opportunity to upsell the event by offering additional amenities not always offered to
individual ticketholders, such as dedicated support staff catering to the guests. In turn,
corporations can use these offerings to provide incentives to productive employees, thank current
customers for their support, or attract new customers.
The feasibility study that is conducted before bidding to host the events
Before bidding, host committees usually conduct some sort of feasibility study to ensure the
benefits of hosting the event outweigh the costs. Feasibility studies involve detailed forecasting
and careful evaluation of available physical facilities, financial resources, human resources,
community support, and political support. Often, the feasibility study will start with a market
analysis followed by a financial analysis. Maralak and Lloyd (2005) suggest that the decision to
bid should be based on an analysis of several issues including costs of hosting, economic impact,
business opportunities stemming from the event, opportunities to boost the host’s image, ability
to attract visitors, and benefits offered by the host location. If benefits outweigh costs, and the
local organizing committee is confident they can deliver what the organization requires, the local
organizing committee may proceed to put together a bid. The final feasibility report suggested
the following characteristics of successful bids:

 Behind the detailed planning and work was a professional bid team.
 A reasonable budget was needed to support the bidding phase for a sporting event.
 There was a high level of political support for the event.
 The bid had strong leadership.
 A professional bid document was meticulously planned, with careful attention to detail.

28
  Proper plans were submitted along with clear and specific government guarantees, where
appropriate.

Furthermore, the report suggested that other successful bids of major sporting events to be hosted
in the UK addressed key principles such as economic feasibility, technical feasibility, a clear
motivation for bidding, early identification of key partners, and a clear process for bidding. The
economic impact of hosting the event. Of those who favored the idea of England’s bidding to
host the 2018 World Cup, 42 percent did so because they believed it would be good for the
economy. Revenues include ticket sales, commercial rights, and in-kind value along with income
from FIFA. Costs for hosting the event include costs related to the following: stadium
infrastructure, operations, government, and security. Infrastructure such as stadiums and
transportation. The World Cup requires 8 to 12 stadiums with certain seating capacities. An
analysis of international transport connections and local transport arrangements is also important.
Regional impact such as public opinion, economic benefits, location of existing stadiums, and an
assessment of the likely economic and social legacy in the regions. This would need to be
planned, such as long-term impact on the tourism industry or boosting of the country’s profile.

4. The athletics event planning process

The inclusion of a cost–benefit forecast at the feasibility stage of the event planning process
would enable organizers not only to forecast the extent of the benefits of their events and budget
accordingly, but through that forecast gain support for the event at an early and appropriate
stage.
Sport event planning process consist of nine stages
Objectives, Concept, Feasibility, Proceed?, Implementation planning short, medium & long term,
Implement event, Handover, Evaluation, Feedback

 Of all stages of the planning process, explain briefly the following stages are.
 Objectives, concept, feasibility, handover, evaluation and feedback

Objectives
The first step in the event planning process is setting objectives. All sport facility managers and
owners need to make some decision as to what type of events they want their facility to host.
Often, these decisions go back to the philosophy, mission, and vision of the sport facility. For

29
instance, if this is a community-based recreation facility, the types of events to be hosted there
would need to be focused on community building and the needs of that local municipality. In
contrast, a large, commercial-focused stadium or arena is seeking to maximize revenues through
high attendance rates at high-profile events. However, there will always be questions at this
stage, especially for commercially focused facilities, but not immune to community-based
facilities, about events that may be beneficial socially or financially, but are contrary to the
mission of the sport facility. These may include events that may be politically (ranging from a
local politician’s speaking engagement to a political convention), culturally (religious
ceremonies), or socially (events such as an arts and crafts show) motivated, and may raise
questions in the community. In addition, certain sporting events, depending on the jurisdiction,
may not be considered appropriate, the most common sport that occurs today is mixed martial
arts (MMA). In general, when setting objectives for determining what events will be held in a
sport facility, there will be a general list of accepted events, but there also needs flexibility to
consider other options that may be financially and socially viable. Some of the questions that
should be answered to set these objectives include:
 What does the sport facility management ownership want to achieve by hosting the
event?
 Who are your target audiences and participants?
 Is there an understanding of the history of the potential event?
 Does the event have a track record of success or failure?
 Does the sport facility have access to partnerships that can aid in the success of the event?
 Is there support from key stakeholders and partners for hosting the event in the sport
facility.
Concept
After objectives are understood, the sport facility needs to develop concepts of how they view
these potential events in their facility. In conjunction with all pertinent personnel from the
facility, the ownership and management will lay out what the general framework of these various
events would look like. This includes the functions of ingress/egress, seating, timing, scale,
facilities and equipment needed, marketing plans, set-up, during event responsibilities,
breakdown, and evaluation processes. As a part of this process, the sport facility will develop a
series of strategies for success of the event. These strategies should be: (1) realistic; (2) results in

30
having a positive influence on the sport facility, the event, and the community; (3) should be able
to be accomplished within the available infrastructure; (4) and be able to be realized within the
available budget. In conjunction with effectively creating these strategies, three main questions
need to be answered:
 What is the importance of the event to the sport facility and the community?
 What are the benefits of hosting the event to the sport facility and the community?
 Who are the parties within the sport facility (and potentially the community) that should
have input into creating the strategies?
The key questions asked at this stage of the process are what is the event and what does it look
like? A situational analysis, including an evaluation of competition, is required in order that the
concept can be fully developed to achieve the objectives.
Feasibility
Once these functions are analyzed, the sport facility ownership and management must determine
whether it is feasible to host each type of event being analyzed. Feasibility is determined by first
conducting a situation analysis (SWOT) to see what strengths the sport facility brings to the table
for this type of event, where are the weaknesses that can prevent success, and what opportunities
and threats does this event bring to the sport facility. In addition, a competitor analysis will be
conducted for two reasons: (1) if there is a bid process for a larger event, to try to gain
information that will aid in the success of securing the bid; and more importantly (2) to see if
those competitors have run similar events, and try to acquire information that will help in
managing that type of event.
Handover
This stage involves the shutdown of the event and, as highlighted earlier, this needs to be
considered at the concept and feasibility stages. While several authors consider this an important
stage in the planning process, they do not highlight the nature of the planning that is required for
the handover of legacies that are to be managed in the long-term. If there are facilities to be
handed back to owners, or new venues to be divested or handed over to after-users, the strategies
that ensure this is to be achieved are dealt with early in the process. In Manchester’s case, no
construction of new facilities was undertaken until the after-users were in place and so handover
actually involved strategies that had been implemented at the concept stage. In contrast,
Sydney’s after-use strategies for Stadium Australia were considered

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Evaluation
The role and place of evaluation in the process is generally agreed in the literature. In one form
or another, theories and planning models identify that evaluation of the event, and then feedback
to aid future practice, is a key component. There is agreement in that evaluation is performed
after the event but, unfortunately, there is little consideration for longer-term evaluations. Getz
(1997) does make the point about event objectives being measurable targets with various
timeframes but, for major sports events, there is a need for specific planning for longer-term
measures. Assessing the impact of an event may require both short- and long-term evaluation.
In the longer-term, it is the sustainability and durability, in other words, the success, of the
regeneration and the legacies that were created as a result of staging the event that are to be
measured. In Manchester, there was the intention of regular evaluation against objectives and,
with a 60-year contract in-place for the use of its stadium, it also had its performance indicators
already in place.
Feedback
Evaluation is only of use if the results are fed back into the decision-making process. At
whatever stage the evaluation is being implemented, it is critical that future plans incorporate
why and how previous strategies worked and failed and so feedback is necessary. This is equally
true of short- and long term evaluation periods, as the next event should always benefit from the
feedback from a previous event. Feedback after a 20-year evaluation period for the legacies of a
major event would clearly be too late for any follow-up events that occur earlier, but that is
where regular evaluation and alignment throughout the process is appropriate. Thus evaluation is
conducted at all stages and therefore feedback is also continuous throughout the process.
 What will happen if the answer of the decision makers is “Yes” and the answer is
“No” at the “proceed?” stage of the event planning process?
If the evaluation is no, then either reconceptualization of the event needs to take place to
determine whether through modification the event would be appropriate for the facility, or the
event is deemed not appropriate, and negotiation for those types of events will not be conducted.
If it is determined that the event would be a good fit for the sport facility, it is time to seek out
those events (just as events are seeking out facilities) and get the parties together to negotiate
contracts.
If the event is feasible then the decision to proceed can be made.

32
All of the identified decision-makers are involved in deciding if the event is feasible and will
achieve the objectives.
If the answer is NO then evaluate and feedback to the concept stage to re-shape and begin the
process again and/or ABORT the project.
The event implementation process
The next two stages in the event planning process occur after the decision to go ahead with the
event. Collectively these two stages involve the implementation of the event. The first involves
the pre-planning of all that is required to produce the event where the aim is clearly to deliver
an event at the time and on the day required. The second stage is the execution of the event
itself, that being the management of all that has been planned. Both of these stages are
discussed in detail in this chapter with the intention of highlighting the processes that are
required rather than being a definitive production list.
Whilst it is the period that lasts from the decision to go ahead and the closing of an event that is
the theme of this chapter, the focus will be on how important it is to strategically identify these
areas at an earlier stage in the planning process. The processes to be discussed are required
whatever the scale of the event. Whilst the level of complexity and quantity may differ, the
same kind of organization, planning, division of responsibility and careful attention to detail is
required as much for the local sports event as it is for the major event
The following timelines have been established for the event implementation process:

Key Dates
Circulation of Bid Documents Jan 5, 2024
Letter of intent due to Athletics Ethiopia Jan 7, 2024
Proposal to Host due to Athletics Ethiopia Jan 18, 2024
Athletics Competitions Committee Review Feb-March, 2024
Decisions and notifications March 18-25, 2024
Announcement March 28, 2024

Event legacy
Event legacy is essentially an event's impact before, during and beyond its actual occurrence.
And when we say impact, we mean cultural, physical and economic. It's the impact and values a

33
specific event can have on people, small or large communities, the host venue and the location
itself.

Positive event legacy is becoming increasingly important for many places and industries, and we
class it as extremely important for us as a venue and Liverpool as a whole. It’s our firm belief
that events have the potential to make a real difference, known to bring people together, inspire
and lead social change, as well as significantly boost the local and regional economy, which is
why we strive to make a meaningful difference with the work we do.

The main benefits of event legacy

There are so many reasons why event legacy is beneficial, and various types of event legacy
exist.

Firstly, as we mentioned earlier, event legacy has the power to create a lasting impact beyond the
event itself, particularly from a social, economic and environmental perspective. This means an
event can continue to benefit those who attended and the wider community long after it ends.
Plus, event legacy holds tremendous potential to positively impact local communities in various
ways, whether through social outreach, education, or regeneration efforts. By considering the
long-term impact of events, it’s possible to create a lasting legacy that benefits attendees as well
as the surrounding community.

Secondly, if your event has a positive, lasting impact, it can build a positive brand reputation and
even increase valuable awareness of the event or organization that hosted it.

Thirdly, it can be a significant driver of economic growth, particularly in the case of large-scale
events that attract tourism and generate revenue for local businesses. We’ll take a large-scale
event as the basis for an example, although an event doesn’t have to be large to attain a legacy!
However, when an event attracts a significant number of visitors, it can have both a direct and
indirect effect on the local economy, especially when it comes to local businesses.

Handover

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This stage involves the shutdown of the event and, as highlighted earlier, this needs to be
considered at the concept and feasibility stages. While several authors consider this an important
stage in the planning process, they do not highlight the nature of the planning that is required for
the handover of legacies that are to be managed in the long-term. If there are facilities to be
handed back to owners, or new venues to be divested or handed over to after-users, the strategies
that ensure this is to be achieved are dealt with early in the process. No construction of new
facilities was undertaken until the after-users were in place and so handover actually involved
strategies that had been implemented at the concept stage.
Social and cultural impacts
A major challenge facing the study of events in general and of their social and cultural impacts in
particular is the sheer volume and diversity of organized activities or occasions that may be
described as events. Without repeating the definitional debates addressed elsewhere in this book,
this volume and diversity is such that it is difficult and, perhaps, dangerous to generalize about
the purpose, management and outcomes of events. Every event is a unique activity, occasion or
‘happening’ with unique objectives and, hence, unique outcomes and impacts. Therefore, it is
unsurprising that much research into events is case study-based although, more recently, attempts
have been made to develop general frameworks for assessing the social impact of events (Reid
2008; Small 2008).

Nevertheless, all events share a common characteristic: people. The staging of an event attracts
people from elsewhere as participants or spectators; equally, it may only involve local people,
again as participants and/or spectators. In either case, however, the event may have impacts on
both participants and spectators and on the local (host) community more generally as well as,
depending on its nature and scale, on communities further afield or not directly involved with the
event. At the same time, people are also involved in events as organizers. They may be members
of the local community, local leaders, representatives of particular interest groups or professional
event organizers. Importantly, it is the interactions and relationships within and between these
different stakeholder groups that may go some way to determining the nature and extent of the
social and cultural impacts of events.

But what are these social and cultural impacts? In other words, what do we mean by the terms
‘social’ and ‘cultural’ impacts, and can they be thought of collectively as ‘socio-cultural’

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impacts? According to Burdge and Vanclay (1996: 59), social impacts can be defined generally
as ‘all social and cultural consequences to human population of any public or private actions that
alter the ways in which people live, work, play, relate to one another, organize to meet their
needs, and generally cope as members of society’. Conversely, cultural impacts are those which
‘involve changes to the norms, values, and beliefs of individuals that guide and rationalize their
cognition of themselves and their society’.

Putting it another way, the social impacts of events in particular may be defined as
transformations in how people live their lives or, as Wall and Mathieson (2006: 227) suggest,
‘changes in the quality of life’ of local communities, participants and other stakeholders that
arise from the holding of an event of any kind. On the other hand, the cultural impacts of events
may be thought of as transformations in the processes (values, traditions and norms) through
which individuals and societies define themselves and their behavior (see Richards 2006)
although, rather confusingly, the study of the cultural impacts of tourism, with its explicit
relevance to event studies, often embraces impacts on expressions or manifestations of culture,
such as both material and non-material forms of culture. Thus, the distinction between ‘social’
and ‘cultural’ impacts is not always clear, the potential commoditization of a particular cultural
event, for example, arguably being definable as both a social and cultural impact. However, for
the purposes of this chapter, social and cultural impacts may be defined respectively as the
impacts of an event on the day-to-day life of people associated directly or indirectly with that
event and on the values, attitudes, beliefs and traditions that determine or guide that day-to-day
life. Moreover, there is an evident relationship between the two and therefore, for the sake of
simplicity, they will be considered here collectively as socio-cultural impacts.

Economic Impact
Athletics Championship Series events attract visitors from across the country with host cities
benefiting from increased tourism and additional accommodation requirements booked by
athletes, coaches, spectators and others attending the events. Athletics wishes to ensure that
the Indoor Track & Field Championship are staged in a manner which, while meeting all
technical requirements for the event, gives the athletes the opportunity to perform to the best
of their capability; provides a maximum of enjoyment and excitement to spectators; and offers
the LOC and Athletics the potential to realize a financial profit from its efforts in hosting this

36
 event. All financial elements of the Championships will run through Athletics (revenues and
expenses).

Environmental
The impacts of sports events on their immediate and wider environments can be both negative
and positive, and the key to minimizing negative impacts and achieving potential positive
impacts is in the effective planning of the event. Impacts can have effect over the long term as
well as during and immediately after the event and so the planning needs to reflect an
understanding of the different strategies that are therefore required. Even in some of the
highest profile sports events this has not always been the case. The positive media exposure
generated by hosting an Athletics National Championship provides the city with a strong
platform to promote itself as a national sporting destination. Athletics live streams all events,
providing an avenue to showcase the host city to a national audience.
The long-term gains and losses of hosting this event
Long-term gains and losses as a result of staging events are referred to as the event s legacies and
as discussed in the previous chapter there is a necessity to include long-term strategies in the
planning of events at appropriate early stages in order to achieve successful legacies. The long
term is the point at which the physical and non-physical legacies begin, generally referred to as
after-use. The medium term is concerned with the impacts that occur post event after the original
event has closed down. The short-term impacts are those that take place during the event, and
may also refer to those impacts that occur prior to and immediately after the event

Community interest
On a societal level, community interest in sports fosters social cohesion, strengthens community
bonds, and promotes social inclusion. By actively involving individuals from diverse
backgrounds, sports initiatives create spaces for interaction, dialogue, and collaboration. This
leads to a greater understanding and appreciation of different cultures, perspectives, and lived
experiences. Additionally, community interest in sports can contribute to the economic
development of local areas by attracting visitors, creating jobs, and stimulating the local
economy.

37
7. Promotion of the event
Local Promotion
The LOC is responsible for seeking out and executing promotional opportunities within the
host community, region, and province. Promotions will be pre-approved by Athletics who will
supply any materials required.
Items to include in the Event Promotions Plan:
 City signage
 Preferred rates with local media outlets for paid advertising
 Presence at community events (booth space, giveaways)
 Visibility on websites and social media

8. Monitoring and evaluation strategies of the event

Evaluation
The role and place of evaluation in the process is generally agreed in the literature. In one form
or another, theories and planning models identify that evaluation of the event, and then feedback
to aid future practice, is a key component. There is agreement in that evaluation is performed
after the event but, unfortunately, there is little consideration for longer-term evaluations. Getz
(1997) does make the point about event objectives being measurable targets with various
timeframes but, for major sports events, there is a need for specific planning for longer-term
measures. Assessing the impact of an event may require both short- and long-term evaluation.
In the longer-term, it is the sustainability and durability, in other words, the success, of the
regeneration and the legacies that were created as a result of staging the event that are to be
measured.
Feedback
Evaluation is only of use if the results are fed back into the decision-making process. At
whatever stage the evaluation is being implemented, it is critical that future plans incorporate
why and how previous strategies worked and failed and so feedback is necessary. This is equally
true of short- and long term evaluation periods, as the next event should always benefit from the
feedback from a previous event. Feedback after a 20-year evaluation period for the legacies of a
major event would clearly be too late for any follow-up events that occur earlier, but that is
where regular evaluation and alignment throughout the process is appropriate. Thus evaluation is
conducted at all stages and therefore feedback is also continuous throughout the process.

38
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