Improving Events and their Legacy

1. Improving Events and their Legacy

2. The New Event Organisers Dilemma • What is it we are organising? • How many, what type? • What do we do when? • How much should we spend on what? • How will we know our plans will work? • How do we organise ourselves? • Who can we ask? • Who can we trust?

3. The New Event Organisers Dilemma Or… • Too much advice from too many people randomly offered • Lack of time or knowledge to qualify information or advisors offering services

4. Olympic Games Knowledge Services • Borne out of the IOC 1998 initiative in conjunction with the Sydney Organising Committee to formalise the transfer from one Olympic Games organiser to the next • 2000 to 2001 – study of user needs, strategy and establishment of OGKS

5. Olympic Games Knowledge Services • Launched by IOC President Rogge in February 2002 • IOCs exclusive Olympic Games knowledge management services company • IOC commitment to assist other event organisations - external company structure (OGKS)

6. Mandate • To provide support services to events underpinned by knowledge management methods • Assist to bid for, scope, conceive, planand operate events • Olympic Games (all editions) and other major events

7. “Stop re-inventing the wheel” • “Adaptation rather than invention”

8. Objectives • Collect and capitalise information, know-how and experience from each edition of Games or events • Transfer to next edition or event • Create knowledge based solutions • Reduce the cost, complexity and risks for the event owners and organisers

9. Objectives • Leverage Olympic Games learning for the benefit of future Olympic Games and other events • Information, know-how, methods and tools tested every two years in the most demanding of environments…the Olympic Games

10. Knowledge Transfer is Not New • Informal and less structured transfer has been occurring for many years - consultants - staff - some materials e.g. manuals • Some formalised programmes

11. Previous Constraints • Lack of overall event focus – all functions and cross-functional areas of the master plan • Just the Organising Committee • Lack of process, methodology and resources

12. Integrated Services • Integrated and tailored approach for each phase in the event life cycle: • Country Feasibility • Pre-candidate • Candidate • Organising Committee • Legacy Planning

14. Integrated Services • Integrated and tailored approach for each phase in the event life cycle: • Country Feasibility • Pre-candidate • Candidate • Organising Committee • Legacy Planning

16. Benefits • Continuous improvement for event stakeholders • Higher levels of productivity • Enhancement of the image of the event

17. Benefits • Enhanced attractiveness of the event to commercialpartners • Reduced risk and cost • Greater legacy

18. How? • Structured planning • Collaboration • Simulation • Systems and tools • Knowledge management strategy inside the event organisation

19. How? • Workshops and seminars • Subject matter experts • Research services • Observer Programmes,Debriefingand post event analysis • Information capture, management, transfer and retire

20. How? • Each element in itself is not unique • It is the method underpinning the application of each element which is the key. • You can do a lot of these things for yourself…

21. OGKS Knowledge Centre • World first – Transfer of Knowledge and other Information • Desktop access • Information organised • Tools easily accessible

22. OGKS Knowledge Centre - Extranet User

23. The Challenge • “But my event is different” • “But we want to do it another way” • Context is important but many elements are not unique and can be transferred or adapted and transferred

24. The Solution • Provide the right information and know-how to the right people at the right time reducing risk, inefficiency, cost… • and improving the event to satisfy the reasonable expectations of event stakeholders.

25. Thank You