Proposal development to host major athletics event

Table of Contents
1. Introduction..................................................................................................................................3
2. Background of the event..............................................................................................................3
3. Objectives of hosting the event....................................................................................................6
4. Rationale......................................................................................................................................6
5. Concept........................................................................................................................................7
6. Feasibility of the event...............................................................................................................16
7. Promotion of the event...............................................................................................................30
8. Monitoring and evaluation strategies of the event.....................................................................30
REFERENCES..............................................................................................................................32
1. Introduction

Athletics supervises all aspects of planning and execution of world Championship Series events
and will, by written agreement, delegate aspects of the execution of the event to a Local
Organizing Committee (LOC). The successful host city must demonstrate the ability to stage a
major national sporting event in a highly successful and cost-effective manner with a focus on
excellence in the areas of facility and event management, revenue generation, and human
resource support. Revenue opportunities included in a successful host bid should encompass a
projected ticket sales amount, government and / or community-based grants, local sponsorship,
commitments, facility discounts, etc.

Athletics world Championship Series events attract visitors from across the world with host
cities benefiting from increased tourism and additional accommodation requirements booked by
athletes, coaches, spectators and others attending the events. Hosting a large sporting event
potentially offers both direct and indirect economic benefits. Direct benefits include capital and
infrastructure construction related to the event, long-term benefits such as lower transportation
costs thanks to an improved road or rail network, and spending by tourists who travel from out of
town to attend the games. Indirect benefits may include advertising effects that showcase the
host city or country as a potential tourist destination or business location in the future and an
increase in civic pride, local sense of community, and the perceived stature of the host city or
country. But there is also a potential downside, resulting from possible cost overruns, poor land
use, inadequate planning, and underutilized facilities.

2. Background of the event

The World Athletics Championships is one of the most prestigious major international sporting
events in the world. As the pinnacle stand-alone athletics event, it brings together the world’s
best track and field athletes to compete for their nation on the international stage. This event
comprises nine days of inspiring competition with around 1800 of the best athletes from over
180 nations – making the reach, visibility and influence of athletics truly global. It consists of 49
athletics events based both in the stadium and on the road, with 24 events for men, 24 events for
women and one mixed relay event. The profile, excitement and scale of the World Athletics
Championships make it well positioned to deliver a sizeable return on investment and a
meaningful event impact. With more than 3000 media accreditations and over a billion viewers
worldwide, this event also offers an excellent opportunity for destination marketing of a host
city’s sporting capital, culture and character.

On 17 July 1912 in Stockholm, Sweden, following the closing ceremony of the Olympic Games
in the Swedish capital, the International Amateur Athletic Federation (IAAF) was founded as the
world governing body for the sport of track and field athletics.

During the 10 decades that followed, athletics underwent many changes which reflected the
political and socio-economic evolution of the wider world. Even the IAAF’s name has changed,
in 2001 becoming the ‘International Association of Athletics Federations’ to reflect the growth
of a professional sporting world which did not exist in 1912, and then again in 2019 to 'World
Athletics'.

World Athletics was founded to fulfill the need for a world governing authority, for a
competition programme, for standardized technical equipment and for a list of official world
records. All of these requirements remain today. Yet in an ever-changing world, international
sport federations such as World Athletics need to be proactive when trying to reach new
audiences and find new hosts for their events. It is also fundamental that we fully understand that
athletics is no longer just about high performance, gold medals and records, but also about 'sport
for all' and about ensuring that the maximum number of citizens are able to participate in
athletics.

This means, of course, the thriving world of road running, which is where the majority of people
actually connect directly with the world of athletics, but it is also athletics in schools, where
World Athletics is keen to ensure that we reach the maximum number of children, all over the
world, starting at the age of seven but also including youngsters in their teens, where the drop-off
from sport is most acute.

Despite such inherent benefits, World Athletics recognizes that athletics is competing for the
public’s attention in an ever more varied and complex media and entertainment-driven world but
also that we properly embrace matters touching on social responsibility, the environment and all
matters that help advance athletics as a force to change the world for good.

Athletics disciplines are among the oldest of all sporting competitions known to mankind, with
‘run, jump, throw’ the natural and universal forms of human physical expression. The sport also
offers broader values that help us deal with life’s challenges. We are also adapting our
competition programmes to reflect the increasing diversity of attractions from which the public
can now choose. Attracting, and most importantly retaining, the young as both participant and
spectator are essential if athletics is to retain its appeal. But we are also closely linked to the
masters’ athletics movement as well as ultra-distance running and mountain racing.

The biennial World Athletics Championships is the jewel of our World Athletics Series of events
which also includes indoor, U20, relays, cross country, race walking and road running during a
four-year cycle of World Championships and/or Cup events for each of these types of
competition. Athletics also carries the mantle of being the Olympics Games’ leading sport.
Athletics is the main spectator stadium sport of the Games, central to the success of each summer
celebration. The histories of athletics and the Olympic Games are closely entwined and World
Athletics is extremely proud of this association.

Both the World Athletics Championships and the Olympic Games continue to play to packed
stadiums and attract TV audiences in their billions. The marketing potential of each edition of the
World Athletics Championships is excellent with only the Olympics and the FIFA World Cup
bigger in terms of global reach and impact. The next World Athletics Championships will be
hosted in Eugene, USA (2021) and Budapest, Hungary (2023).

The wide variety in the type, size and scope of the rest of the World Athletics Series of
competitions with their different demands in terms of logistics, budget and facilities also means
that there are World Athletics events available to fit the hosting ambitions and resources of cities,
large and small, among most of the sport's 200+ national member federations.

Showing the sport's ability to innovate and respond to changing demands, an exciting new team
competition, the World Athletics Relays, was launched in 2014 in Nassau, The Bahamas and has
now been staged on three further occasions, most recently in Yokohama.
In 2010 a new global one-day competition structure was unveiled. It is headed by the Diamond
League of 14 invitational track and field meetings in Africa, Asia, Europe, and USA. The World
Challenge, which includes meetings across all six World Athletics areas, provides the second tier
of elite international competition. All these play out to large stadium and TV audiences around
the world.

As World Athletics enters its second century of existence, our aim is to further enhance our
vibrant sport to offer new and exciting prospects for athletes and spectators alike. We are
working hard to ensure that every area of our sport is reviewed, tested and encouraged to strive
for athletics excellence.

3. Objectives of hosting the event

 Present a world-class event that showcases athletes and presents Ethiopia as a global
leader in the sport;
 Provide a superior entertainment experience for all spectators and viewers;
 Maximize exposure of the event through local and national media, television, and
spectators at the event;
 Best in Class event execution that supports athlete success;
 Ensure ongoing sustainability by operating a financially viable event;
 Leave a legacy for the host community.

4. Rationale
Hosting a mega event like the Olympic Games often requires expansive infrastructure to move
the participants, officials, and fans to and from the venues. A majority of past transportation
infrastructure construction has been on roads. But host cities and regions have also spent
considerable sums on airport construction as well as on the renovation and construction of public
transportation systems (Essex and Chalkley, 2004).

In less-developed cities, building modern telecommunications capacity also represents a

substantial investment. The construction of this infrastructure generates appreciable economic
activity in the host community. Many construction workers must be hired and large quantities of
construction materials must be purchased and transported. Beyond the construction period,
sports-event-generated infrastructure can provide the host metropolitan area or region with a
continuing stream of economic benefits. The venues built for these events can be used for years
or decades afterward. More important, upgrades to the transportation infrastructure can provide a
significant boost to the local and regional economy, if local businesses are able to make use of
the improved transportation infrastructure.

Nonetheless, hosting an event like the Olympic Games or the World Cup can generate significant
intangible benefits for the host city or region, whose residents are likely to derive appreciable
pride and sense of community from hosting the event. Their homes are the focus of the world’s
attention for a brief but intense period. The planning and work required to host the event take
significant time and effort much by volunteers and engender a considerable local and national
sense of accomplishment. These factors are both important and valuable, even though
researchers find it difficult to place a value on them.

5. Concept

Athletic event

Athletics is a wide collection of sporting events that are comprised of different physical activities
like walking, jumping, running, and throwing. There are various types of events in Athletics-
Sprints, long jump, triple jump, Relay races, and throwing events are the major ones. Each
athletic event differs from one another in many ways. Track and field events are one of the most
common sports played all around the world due to their lack of need for expensive equipment.
Athletics generally accounts for individual player performances or team performances calculated
by adding different individual performances. It is a part of the Olympics sports since its inception
in 1896. International Athletic Events are overseen by the International Association of Athletics
Federations.

All track events begin with the firing of a gun. In races of one lap or less the runners remain in
their marked lanes for the entire distance. In longer events the runners may ignore the lane
markers and run as close to the inside edge of the track as is prudent. The runner whose torso
reaches the winning line first is the winner.
Field events have two types of qualifying competitions. In the smaller meets all participants are
allowed three attempts, with the top six to nine athletes getting three more. In the larger meets
there is a qualifying round from which about 12 athletes advance to the finals, at which stage the
remaining competition proceeds in the same manner as in the smaller meets. The exceptions in
field event competition are the vertical jumps the high jump and pole vault. Jumpers are given
three tries at each height; three consecutive misses cause elimination.

Although athletics is basically an individual sport, team scoring is sometimes important. Dual
meets are always scored, but there are no official scores for multi-team international meets, such
as the Olympic Games. Conference and national meets among universities also are scored
officially. The points allotted to individual events and places vary from meet to meet. A national
competition may award 10 points for first place, 8 for second, and so on. Similarly, an
international dual meet awards 5 points for first place, 3 for second, 2 for third, and 1 for fourth.
The team with the highest point total wins the meet. Cross-country meets always are scored, with
the winner getting 1 point, second place 2 points, etc., the low score winning.

Runners have a chance to compete year-round. The indoor season lasts from January through
March; the outdoor competition lasts until June for schools and colleges, with the higher-level
individual competitors participating in track through September. In the autumn is given over to
cross-country running. International cross-country is held in winter.

Competitions
The events will be categorized under the track and field events involve skills like running,
jumping, and throwing. These events occur on a running track or a field for throwing and
jumping events, hence the name Track and Field Events. The Track and Field events will be
divided into 3 broad categories: track events, field events, and combined events. The field events
are again of two types: jump, and throws.

 The event will take only two months.

 We will be organized and hosted World Athletics Series events where almost 4,000
athletes will be competed from 180 countries. 261 national records will set and we will be
reached a cumulative global TV audience of more than a billion.
Facilities
Facilities for running, jumping and throwing therefore are necessary on every sports ground of
basic supply and on every school sports facility. However, the demand for them, subject to the
utilization structure and to the frequency of use, differs from country to country. It is recognized
that a communities’ health is improved by healthy exercise either in organized sport or individual
physical activity. Running, jumping and throwing are natural activities for all people but
particularly for younger people who have to develop their locomotion skills as well as hand and
eye coordination.

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 Canada Executives – single rooms
 Athletics Canada Staff – double rooms
 Athletics Canada Guests and Sponsors – single and double rooms
 Bedroom Requirements Summary
 Total amount of room nights per day
o 200 rooms
 Event Officials room block
o Min. 20 rooms
 Athletics Canada room block
o Min. 5 rooms
*The local participant is only responsible for the cost of accommodations for their committee.
Equipment

The below details all the track and field equipment will be needed for a World Athletics
Championships of running, throwing, and jumping; from landing mats to drag brushes and from
long jump pit covers to spike rollers. We will get these equipment from owners and other
stakeholders

Throwing Equipment

Throwing is one of those events where people usually think of the item being used but not the
accessories which complement the overall process. For example, weight carts and spot markers
are affordable additions to any checklist, and you won’t regret investing in their convenience!

 Hammer, Discus, Javelin, and Shot Put: These are the four main throwing events in the
Olympic games. Each type of throwable has its own requirements, which usually vary
based on gender, and a range of weights, sizes, lengths, grips, colors, and so forth.
Therefore, it’s important to consider your specific requirements before buying and that,
where appropriate, a range of options are bought.

 Weight Cart: An often-overlooked piece of equipment, the weight cart is especially

useful for education centres where many athletes will be throwing weights. The
alternative is to waddle across the field carrying two shot puts, five javelins and four
discuses… the choice is yours!
  Spot Markers: The last thing an athlete wants is to throw their javelin or shot put, only
to realise that there is no way to mark their distance (other than using a sock or a shoe)!
Coloured, plastic, non-slip spot markers are a great option, and they are the safest way to
mark distances in a track and field setting.

Running Equipment

Whilst it’s true that the only equipment needed by the runner is a pair of running shoes, most
institutions like schools, colleges, universities, and sports centres require some essential athletic
training equipment to ensure that everyone can run at their best.

 Spike Roller: Even though it may look like a medieval weapon, If your track is on
natural turf the spike roller is crucial for a healthy running track. Because the soil
becomes more compacted and hard as more people run on it, the spike roller is important
as it relieves the compaction in the soil, making the grass healthier and more durable in
the long run (excuse the pun)!

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

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 Sportsmark has a selection of each to choose
from.

Pit surrounds and run ups, Sportsmark 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
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
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
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
 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

Local Organizing Committee (LOC) responsible
Local Sponsorships
The LOC is responsible for the sourcing of Local Sponsorships including:
 Local business and community support through value-in-kind (e.g. hospitality,
meals, office supplies, transportation) or cash contributions to help offset event
expenses;
 The LOC agrees not to solicit local sponsors that are in the same categories as
Athletics partners. As well, the LOC will utilize the official event title and logo, and
comply with branding/merchandise directives.

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 a who
will supply any materials required.
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
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

The competition stadium should be near the Official Hotel and must have seating for
a minimum of 250 spectators.
Required Technical Specifications:
 The standard indoor running track shall be 200 meters.
 Minimum 4-lane oval and 6 lane straight stretch
 Warm-up track / facilities adjacent or near the track
 All facilities must be wheelchair accessible
Video / Signage / Lighting
 Ability to remove or cover existing signage or advertising. Ability to install temporary
signage;
 Facility must possess a sound system capable of distributing PA sound and music
evenly across the venue to all seating areas;
 Have, or have the ability to install platforms for cameras, broadcasters, etc.
 In order to deliver entertainment along with replays / times, Athletics requires a
video board, of a permanent or temporary nature, which would ideally be 16:9 aspect
ratio and HD output. Video board specifications must be provided with submission
of proposal.
Back of house and function space
 Athletics event requires back-of-house access with the exception of key areas used
for everyday facility operations such as food preparation, management office space,
 electrical and maintenance etc.;
 Venue room and space requirements:
o Change rooms and washrooms, accessible from the field of play;
o Space for athletics event merchandise pop-up tent and storage;
o Space for athleticscanada.tv, including commentators, storage, etc.;
o Space to host Officials Lounge (approximately 70 people);
o Space to host Volunteers Lounge (approximately 70 people);
o Space to host Hospitality Lounge (approximately 30 people);
o Space for mixed zone at track level (near the finish line)
o Space for media workspace
o In addition to the dedication internet for athleticscanada.tv, additional internet
lines for media, results, etc.
o Area for medal ceremonies
o Space for Technical Information Centre (close to warm-up area)

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,
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 (Muret 2011).

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
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.
 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
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
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
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.
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
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
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’
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
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.

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.
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