Maximising social impact_TSE 2011

Maximising Social Impact
Lessons learnt from social programmes
of past major sports events
A study by TSE Consulting
November 2011

Maximising social impact: Lessons learnt 1
Table of Contents
1 Background …………………………….….………………………….. 2
2 Study purpose and approach …………….………………………. 3
3 Highlights of successful social programmes…………….….. 5
4 Lessons learnt………………………………………..…………….…. 20
5 Concluding remarks ……….………………………………………. 24
Appendices
A References
B Contact information

1 Background
The last two decades has seen the rise in global interest for hosting major
international sports events, at the same time there has also been an increase in the
costs associated with hosting these global events.
While there is opportunity for sports event hosts to greatly benefit from staging a
major international sport event, there is also a greater sense of expectation on the
host. Sports events are no longer just an area of interest for sports organisations
and sports participants. Organisers are expected to bring something more to the
community.
The average cost of hosting a major sporting event requires a budget of upwards of
hundreds of millions of dollars. While host cities should ensure that the event is a
great success, they need to justify the high financial costs of organising such
events.
In recent years, the true economic impacts of major international sporting events
have been questioned. Whether or not a host country’s economic portfolio has been
positively impacted from a major sporting event is difficult to prove.
With this in mind, a host must consider other aspects of the hosting spectrum
which includes the social impacts of hosting a major sporting event. Moreover,
focusing on maximising the impact of social programmes executed in relation to
these major sports events.
In this context, a “social programme” refers to any programme that is executed in
connection with a sports event and which seeks to create a social impact for the
inhabitants of the host city/country. Such programmes typically aim to address one
or more issues in the local community including: Health and exercise,
social/minority integration, education, volunteering/skills training, etc.
As such, social programmes are increasingly becoming a key component of major
sporting events. More funding and resources are being allocated to integrate such
programmes into the event itself. This is one area in particular which a host can use
to leverage the cost-benefit equation of the event in their favour.
Therefore, it is important to look at successful cases of social programmes from
past major sporting events, how these programmes were implemented and the
best ways of effectively conducting them for future events.
This study brings forth some insight into past programmes and key lessons learnt
from organisers so that future hosts can seize the opportunity to create successful
and sustainable social programmes in the future.

2 Study purpose and approach
The aim of this study is to provide host cities with a “how to” guide on maximising
the social impact from social programmes conducted in connection with major
sporting events. This report aims to achieve this by providing the reader firstly with
a few good examples of leading social programmes and secondly with lessons
learnt from the organisers of these successful programmes.
The intention is not an exhaustive study but rather a look at a few good cases to
enable the extraction of lessons learnt in conducting social programmes so that the
social impact from such efforts could be maximised by future organisers.
In order to achieve the above, the study took on the following four-step approach.
The first step was to define the scope for major sports events that this study would
cover. Noting that it is traditionally the top-tier major international sports events
that have been able to generate high levels of interest in a community that could
effectively drive social programmes and the accompanying budgets to execute
them, the scope for this study was limited to Olympic events, continental multi-
sport games, FIFA World Cup events and major continental football championships.
Following that, desk research was conducted to identify social programmes
connected to the defined scope of major sports events from the past decade. This
was further narrowed down to successful social programmes that were known to
have created a significant impact in related communities based on a combination of
available event/programme evaluation reports and independent media reports.
This led to a final list of social programmes that were linked to a good mix of major
international sports events:
Major sports event Name of social programme
Manchester 2002 Commonwealth Games Commonwealth Games Legacy
Programme
Singapore 2010 Youth Olympic Games Culture and Education Programme
South Africa 2010 FIFA World Cup Football for Hope Festival 2010
Switzerland/Austria 2008 Euro Football Euroschools 2008
Vancouver 2010 Winter Olympic Games 2010 Legacies Now
Define
major sports
event scope
Identify
social
programmes
Interview
programme
organisers
Extract
lessons
learnt

In the third step of the study, interviews were conducted with the organisers of
these selected social programmes to understand what worked, what did not,
lessons learnt and advice they would give to future organiser of social programmes
to maximise the impact of the programme and social benefits.
The final step of the study involved analysing the research information from the
previous phases of the study to extract the lessons learnt from the valuable
experiences of organisers from past social programmes.
The study was conducted by a team of consultants in TSE Consulting over the
summer and fall of 2011 and this report was published in November 2011.

3 Highlights of successful social programmes
Manchester 2002 Commonwealth Games
Name of social programme :
Programme duration :
Programme budget :
Funded by :
Programme organiser :
Commonwealth Games Legacy
Programme
1999-2005
£17.7 million
North West Development Agency with additional
support from public and private sector sources
2002 North West Partnership
AIMS AND OBJECTIVES
Vision:
To ensure that disadvantaged communities throughout the North West benefits from
Manchester hosting the 2002 Commonwealth Games.
Mission:
To work in partnership with all communities in the North West and generate benefits
through development, education and integration programmes for the people living in
that region as well as for local businesses in the area.
The strategic goals of the Games Legacy Programme were:
 Increase regional benefits: To provide economic, tourism and social benefits
across the whole region.
 Increase personal development: To meet the needs of disadvantaged
communities and improve skills and educational attainment of people living in
that area.
 Increase cohesiveness: To improve cohesion through participation in events
and health improvement projects.
 Enhance business opportunities: To provide new opportunities for
businesses based in the Northwest area.
ORGANISATION AND STRUCTURE
Manchester created a focused and independent legacy agency with formal links with the
Organising Committee (OC) – the 2002 North West Partnership. Manchester 2002 Chief
Executive sat on the Board which was composed of pan-regional members in order to
ensure that the Programme’s initiatives and activities were not purely focused on the
host city.

The Partnership was therefore responsible for harnessing opportunities and maximising
benefits for the whole North West region through the Games Legacy Programme.
Nevertheless, Manchester’s City Council maintained responsibility for the Partnership’s
financial management.
The Legacy Programme consisted of a staff of 20 people who were collocated in the
OC’s offices and oversaw all seven project groups under the Games Legacy Programme.
PROGRAMME DESCRIPTION
The Games Legacy Programme funded a total of seven different project groups which
together consisted of 24 independent projects. The seven umbrella projects under the
Games Legacy Programme were the following:
1) Commonwealth Curriculum Pack
Through the development of new curriculum materials and a website, the programme
used the interest generated by the Commonwealth Games to motivate children and
teachers to enhance their information and communications technology skills in school.
2) Games Xchange
This programme aimed at providing opportunities to promote and market Manchester
as well as the North West region. It used a range of accessible, informative and
innovative methods to provide information to local people and visitors to the city and
wider region.
3) Pre Volunteer Programme
This programme provided disadvantaged groups with volunteering experiences at the
Commonwealth Games. Such initiative enabled these people to undertake additional,
accredited training through the experience acquired during the Games.
4) Healthier Communities
Before, during and after the Commonwealth Games, this programme provided
sustainable and healthier living initiatives throughout the region. The programme aimed
at specific areas – Cumbria, Greater Manchester and Merseyside – in order to promote
healthier lifestyles.
5) Prosperity
In order to ensure that local businesses benefited from the Commonwealth Games, this
project enabled strategic alliances between regional and commonwealth organisations,
and provided opportunities to create sustainable trade links and learn new skills.
6) Passport 2k
This programme provided young people aged 11-18 across the North West with out-of-
school hour’s activities. A range of outdoors activities incorporating sport and arts were
organised.
7) Let’s Celebrate
This programme aimed at building the capacity of South Asian, African and African
Caribbean communities and representative organisations in the North West through
celebratory arts such as the carnivals and mela.

ACHIEVED OUTCOMES
The 2002 Commonwealth Games and Manchester’s Games Legacy Programme provided
local communities with key benefits such as:
£22 million increase in turnover for local companies
300,000 new visitors per year
8,473 business helped across the region
6,300 jobs created for the local area
3,092 trained people obtaining a recognised qualification
2,637 people encouraged into voluntary work
913 voluntary organisations supported

Singapore 2010 Youth Olympic Games
Programme budget :
Funded by :
Culture and Education Programme (CEP)
2006 - 2010
Incorporated within overall YOG budget
Mainly through the government of Singapore as part
of the overall YOG budget
Singapore Youth Olympic Games Organising
Committee (SYOGOC)
AIMS AND OBJECTIVES
Vision:
The Culture and Education Programme (CEP) is a vital component of the Singapore
2010 Youth Olympic Games that aims to provide an unforgettable and inspirational
experience for all participants involved. CEP’s vision is designed to be aligned with the
IOC’s vision for the Youth Olympic Games (YOG). It is specially created for young
athletes, to engage and inspire them to be true champions and to adopt and live by the
Olympic values (Excellence, Friendship and Respect).
Mission:
CEP’s mission is to provide an enriching and transformative experience for all
participants. It will give the opportunity for young athletes to interact with one another,
allowing them to make life-long friendships by taking part in a number of valuable
lessons and making a positive difference in their communities.
The five strategic themes selected to incorporate the CEP are:
• Olympism: Participants learn and exchange ideas on the Olympic Gallery exhibition
tracing back the origin, values, structure and evolution of the modern Olympic Games
to the present day.
• Skills Development: Workshops for athletes to reflect on various facets of a
professional career in sports.
• Well Being and Healthy Lifestyles: Promotion of healthy eating lifestyles for
athletes as well as discussions about doping in sport.
• Social Responsibility: Athletes learn about their duties as responsible members of
their communities and how to be engaged global citizens.
• Expression: Reflecting about learning, interacting and celebrating through digital
media and take part in a number of evening festivals related to the event.

CEP was one of the pillar programmes of the YOG along with the Sports Competition
Programme. As such the delivery of the programme was under the auspices of
SYOGOC, the LOC of the YOG. Under the leadership of the Board of Directors and CEO,
the CEP programme delivery was carried out by the CEP division of SYOGOC.
The CEP division in SYOGOC worked in close collaboration with the Ministry of
Education of Singapore in planning and implementing the entire package of CEP
programmes, which were largely education- themed.
The CEP allowed athletes to select from over 50 different activities delivered in seven
different formats.
1) Chat with Champions
Participants had the opportunity to get up close with role models and hear them share
personal and inspirational stories about the Olympic values (Excellence, Friendship and
Respect). Role models (Olympians and IOC Commission Members) were invited to
share their personal experiences through dedicated dialogue sessions conducted in an
entertaining talk show format.
2) Discovery Activity
Through interactive workshops and exhibitions, participants discussed relevant topics in
their journey towards becoming champions in life. The workshops taught athletes about
competition behaviour, healthy eating lifestyles and how to balance sport competitions
with studies. During the exhibition session participants learned about Olympism and the
history of the Olympic Movement.
3) World Culture Village
The World Culture Village was a focal place for international visitors because it was
located in the Youth Olympic Village (YOV) which gave visitors a chance to interact with
one another while visiting the YOV. 205 dedicated cultural booths were located
throughout the village representing the participating National Olympic Committees and
were hosted by Singaporean Youth volunteers. Hosts at every booth invited visitors to
explore the different cultures and encouraged them to take part in fun activities and
traditional games.
4) Arts and Culture
Participants benefited from the exciting mix of music performances, dance acts and
inspirational artwork. Residents of the YOV were allowed to join in the fun during the
evening festivals and got to appreciate different Olympic-themed art installations.
These activities brought out the celebration of youth, cultures and friendships.
5) Community Project
Participants and local beneficiaries came together in a series of fun activities which
included drumming and circus arts. Through these activities, participants interacted
with local beneficiaries, learned about social responsibility, and were encouraged to
contribute back to their communities.

6) Exploration Journey
During this exercise, participants worked in teams and were taught confidence-building
and water activities courses in one of Singapore’s offshore islands. Some of the key
lessons learned during this exercise were teamwork, mutual respect and friendship.
7) Island Adventure
Participants embarked on a sustainability experience and through three complimentary
workshops, they learned about the importance of a natural eco-system and discussed
environmental issues, such as sustainable water management.
ACHIEVED OUTCOMES
Overall:
14,700 visitors to CEP activities
2,400 visitors to CEP exhibitions and performances
CEP activities:
Chat with Champions
1,444 athletes attended the Chat with Champions session
Discovery Activity
17,800 athletes joined various Discovery Activity sessions
World Culture Village
14,100 people visited the area
Art and Culture
1,600 attended the evening festival over three nights
Community Project
2,140 tiles were created by athletes
Exploration Journey
1,077 athletes embarked on a green experience in half-day Exploration
Journeys
Island Adventure
1,046 athletes went on a one-day adventure

South Africa 2010 FIFA World Cup
Programme budget :
Funded by :
Football For Hope Festival
2010
2008-2010
Undisclosed
International Federation of Association Football (FIFA)
Streetfootballworld
AIMS AND OBJECTIVES
Football for Hope is a movement which is part of a strategic alliance led by FIFA and
Streetfootballworld. The movement’s aim is to use the power of the game for positive
social change and to contribute to the achievements of the UN Millennium Development
Goals.
The programme’s idea came to fruition after an event created by Streetfootballworld in
Germany during the 2006 FIFA World Cup™. In 2008, FIFA approached
Streetfootballworld to create a larger festival platform for the 2010 FIFA World Cup™.
The strategic goals of Football For Hope Festival 2010 were:
 Stage an internationally renowned, enjoyable and fully participatory event
 Celebrate the power of football in creating positive social change
 Showcase and promote best practice in the field of development through
football
 Promote exchange and dialogue between participating delegations
 Create long-term benefits for the host community, participating organisations
and individuals
The festival was jointly organised by Streetfootballworld, FIFA, the 2010 FIFA World
Cup Organising Committee South Africa (WCOCSA) and the City of Johannesburg.
Streetfootballworld was responsible for all planning and operational issues from inviting
the social organisations to ensuring that all the operational activities (workshops,
football coaching clinics and more) were conducted.
FIFA provided the main source of funding for the programme while the 2010 FIFA
WCOCSA was responsible for three specific areas: accreditation and visas for
international delegations, transportation and security in the accommodation centres.
The City of Johannesburg was responsible for ensuring the provision of facilities and
other amenities.

32 teams of young people from disadvantaged communities across the globe were
invited to Johannesburg to take part in a two-week programme of workshops,
exchanges and cultural experiences – concluding with a football tournament played in
Alexandra township, one of South Africa’s most economically disadvantaged
communities.
All participants were members of organisations that tackle social issues using football
as a tool – from homelessness in the UK and landmines in Cambodia, to HIV/AIDS
education in South Africa and integration of refugees in Australia. These youths were
chosen because of their commitment to building a better future in their local
communities.
The 2010 Football For Hope Festival had five core areas:
1) Learning experiences
Participating organisations were given a chance to introduce themselves to the others
by putting on a cultural performance at the team village. An interactive forum was also
created called the “Youth Discussion Forum” which was led by the participants and
allowed them to share their stories on how they used football to overcome challenges
and hardships. Furthermore during the two weeks participants had the opportunity to
visit Soccer City and Ellis Park for two quarter-final matches. For many participants this
extra interaction time was extremely important for them because it allowed them the
chance of a lifetime to interact with and learn from other cultures.
2) Workshops
Two week period workshops were conducted for participants to learn from experienced
organisations and from each other. Some topics covered were: using football to fight
HIV/AIDS, media training for disadvantaged youths, painting and exploration of artistic
talents. Moreover, dedicated workshops were available throughout the two week period
for participants’ to fully understand how Fair Play rules are applied on and off the pitch.
Everything taught in the workshops enabled participants to pass the knowledge to
others back in their home country.
3) Awareness
One of the main aspects of the festival is to make sure societies are aware of how
organisations tackle social issues through the power of the game. Throughout the two
week festival there were hundreds of media following the festival which gave social
programmes the opportunity to interact with the media and tell their story.
Furthermore a celebrity “All Star” game was also introduced and featured a number of
big name stars played in a match to raise awareness to the role of football in tackling
HIV/AIDS. UN Secretary General on Sport for Development and Peace, Wilfried Lemke,
attended the festival to meet participating organisations and discuss synergy plans for
after the festival.
4) Tournament
At the beginning of the second week the Football for Hope Festival moved to Alexandra
where the tournament began. Participants played under special rules (FIFA fair play
rules) designed to promote social integration, communication and respect. This new
setup did not need coaches or referees; any disagreement was resolved through
dialogue between the players. Before and after each game both teams met and
discussed fair play rules and how they would grant points based on their respect for the

rules. There were three trophies (Festival Trophy, Fair Play Trophy and Alexandra Cup)
and each had its own story. To conclude the festival participants surprised the crowd by
performing their special “thank you celebration” on hundreds of drums.
5) Legacy
“20 Centres for 2010” was the official campaign of the 2010 FIFA World Cup™. Its aim
was to create 20 Football for Hope Centres – to promote public health, education and
football in disadvantaged communities across Africa (five in South Africa and 15 across
the continent). The centre and its programmes (e.g. HIV/Aids awareness, literacy,
gender equality, disability and integration) are created to meet the needs of the
community. Every centre had an organisation chosen as its host which would be
responsible for managing daily activities and with the support of the local community,
try to convert the centre into a self-supporting hub and model for social development
through football.
ACHIEVED OUTCOMES
5 Football for Hope centres built (football and education centre) in South
Africa
15 Football for Hope centres built (football and education centre) across the
African continent
32 participating delegations
37 countries represented
302 festival volunteers
365 delegation members
400 media representatives
2,200 volunteer applicants processed during the two weeks
20,000 spectators

Switzerland and Austria 2008 EURO Football
Programme budget :
Funded by :
Euroschools 2008
2006 – 2008
EUR 1.5 million
Mainly Union of European Football Associations
(UEFA) as well as the Liechtenstein and Austrian
Football Associations and governments of Switzerland
and Austria
Streetfootballworld
AIMS AND OBJECTIVES
Vision:
To create a youth society that interacts regardless of intercultural barriers and adopts
fair play on and off the pitch.
Aims:
Its core aim was to help students around Europe become more aware of intercultural
dialogue and fair play. Euroschools 2008 aimed at making a definite and sustainable
contribution to cultural understanding among all European nations and to the European
Year of Intercultural Dialogue 2008.
The strategic goals of Euroschools 2008 were:
 Understand others: Promote sensitivity for the variety of cultures in Europe.
 Promote new rules: Introduce and promote the fair play rules so it can be
used on and off the football pitch
 Learning from others: Bring communities together to learn and exchange
from one another
 Create friendships: Create friendships and contacts between schools, clubs
and youth organisations in Europe that will last beyond the programme.
The Euroschools 2008 programme was initiated by UEFA together with the LOCs of
Austria and Switzerland for EURO 2008, and Streefootballworld was appointed to design
and run the Euroschools 2008 programme on their behalf.
Streetfootballworld is an international non-profit organisation that aims to promote
global partnerships for development by linking relevant actors in the field of
development through Football. It unites over 80 organisations in more than 50
countries and strengthens network members through capacity development

programmes, and by providing access to funding, sharing expertise and creating new
partnerships.
The coordination of the Euroschools 2008 programme was split amongst three parties:
1. Streetfootballworld was responsible for the overall coordination and was the
main contact with the public schools around Europe.
2. Swiss Academy Development (a non-profit foundation dedicated to social
change and cultural diversity) was responsible for the project coordination in
Switzerland/ Liechtenstein.
3. Vienna Institute for Development and Cooperation (an international non-
governmental organisation) was responsible for the project coordination in
Austria.
Euroschools 2008 was recognised as the official school project for UEFA EURO 2008.
The programme targeted as many students as possible aged 12-15 from more than 200
schools in Austria, Liechtenstein and Switzerland. It was a two year programme that
included a preparation phase of one year and was followed by the school ambassador
programme which selected 53 dedicated ambassadors all over Europe: They were
assigned to represent each UEFA European country and spent one school year acting as
ambassadors. During the time abroad, they learned about the country they were
assigned to and the acceptance level towards fair play rules. The slogan for the
programme was “53 NATIONS. ONE TEAM. RESPECT.”
The Euroschools 2008 programme had four core modules:
1) Module 1: The Gateway to Europe
This module allowed students to work intensively on their intercultural dialogue and on
their ambassador role for the chosen country. The intercultural sessions were
structured in three steps according to UEFA’s “I – YOU – WE approach”. This exercise
aimed at understanding who the person is, who their neighbours are and from there
create a cross cultural dialogue. To conclude this module, students presented projects
on intercultural dialogue and on their ambassador role.
2) Module 2: Fair Play
This module used a hands on approach to teach participants about “Fair Play Football”.
Students learned to take responsibility for themselves as well as for their peers.
Furthermore, participants were given a chance to learn tactics on how to deal with fair
play in society and how it can be applied in their daily lives. To conclude this module,
students organised football tournaments themselves, actively experiencing fair play,
and also presenting the fair play approach to other schools.
3) Module 3: Euroschools Cups
This module was centred on a football tournament created to promote interaction
among programme participants. Additionally this module enables school ambassadors
to better get to know the different cultures involved in the year-long programme. Many
students found this module to represent one of the highlights of the entire programme.
Students also had a chance to meet peers from other countries and to present work
about their country.

4) Module 4: Euroschools Youth Camp 2008
After a year-long programme the young students from Austria, Switzerland and
Liechtenstein converged with fellow students from 47 UEFA nations at the Euroschools
Youth Camp 2008. More than 300 teenagers from 47 nations lived, worked and played
together for a week. There were numerous dedicated intercultural and Fair Play
methodology workshops as well as a Fair Play Football sessions. These workshops took
place throughout the week in Austria and Switzerland before concluding with a big
reunion where all participants met in Liechtenstein to play a symbolic tournament.
ACHIEVED OUTCOMES
53 participating nations
200 matches of Fair Play Football
20,000+ students involved
94 schools in Austria
106 schools in Switzerland
10,000+ children from communities involved in the programme
274 courses conducted to encourage participation in sport
300 teachers trained
1,124 classes motivating students in Switzerland to do 20 minutes of daily
exercise
330,000 Swiss citizens involved in Swiss Sport Week to raise awareness for the
programme

Vancouver 2010 Winter Olympic Games
Programme budget :
Funded by :
2010 Legacies Now
2002-2011
Gradually grew to CAD$30+ mil/year
Mainly Provincial Government of British Columbia
2010 Legacies Now Society
AIMS AND OBJECTIVES
Vision:
To create sustainable legacies that will benefit all British Columbians as a result of
hosting the 2010 Olympic and Paralympic Winter Games.
Mission:
To work in partnership with community organisations, non-government organisations
(NGOs), the private sector and all levels of government to develop sustainable legacies
in sport and recreation, healthy living, arts, literacy, accessibility and volunteerism. To
actively assist communities to discover and create unique and inclusive social and
economic opportunities leading up to and beyond the 2010 Olympic and Paralympic
Winter Games.
The strategic goals of 2010 Legacies Now were:
 Increase Participation: Create opportunities to increase participation in sport
and recreation, arts, literacy, volunteer and community activities.
 Improve Sustainability: Assist communities and NGOs in building their own
capabilities for providing healthy living and accessibility opportunities for British
Columbians by building networks with other communities and organisations,
leveraging existing resources, and sharing information and technology
infrastructure.
 Enhanced Performance: Whether it is podium performance by athletes or
strengthening a community’s ability to achieve artistic excellence, enhanced
performance instils national pride, inspires and motivates those around it to
achieve their goals.
2010 Legacies Now is a provincial non-profit society that was incorporated in 2002. The
Board of Directors has ultimate responsibility for stewardship of the affairs of 2010
Legacies Now. The Board delegates responsibility to the CEO for the day-to-day
leadership and management of the organisation.

Directors were appointed based on skill set and experience to monitor performance of
2010 Legacies Now. They were not appointed by government as it ensured that the
society was independent and could be viewed as a trusted partner.
The society was a key partner of VANOC and both entities had a few shared board
members that ensured a close working relationship between them.
The 2010 Legacies Now programme had four core business areas: Sport and Recreation
Now, Arts Now, Literacy Now, and Volunteers Now.
1) Sport and Recreation Now – “From Playground to Podium”
Designed to introduce youth and communities to the joy of sport and physical activity.
These initiatives provided promising young athletes with the tools and services they
need to develop. Sport and Recreation Now’s goal was to build a strong and lasting
sport system in the Province that would increase participation from “playground to
podium” while supporting healthy and vibrant communities.
2) Arts Now - “Celebrating Creativity”
The goal of this programme was to build capacity in the British Columbian arts sector
and to make the arts system within the province operate more efficiently. Arts Now was
established to improve British Columbians’ access to and participation in the arts and
music while strengthening community-based arts organisations throughout the region.
Arts Now was designed to increase youth and community involvement in creative
activities, strengthen the sector’s economic base and organisational capacity and
enhance its ability to achieve artistic excellence. Arts Now programmes also focused on
community celebrations, arts in education and the exchange of best practices in creative
production and business skills.
3) Literacy Now - “Creating the Future”
Literacy Now was established to help children, youth and adults in communities
throughout British Columbia meet their literacy challenges by increasing local
community access to literacy learning and working closely with key stakeholders to build
a cohesive provincial network to share best practices and effect change. Literacy Now
was intended to be a bold initiative aimed at making British Columbia the most literate
Province in Canada, and a global leader in literacy learning.
4) Volunteers Now - “Making a Difference”
Volunteers Now initially was designed to be a comprehensive programme of training
volunteers around the 2010 Olympic and Paralympic Winter Games. Volunteers Now
was established to allow volunteer-based organisations throughout B.C. establish
common priorities and training certification. Volunteers Now’s initial goal was to work
with the volunteer sector, community partners and municipalities to ensure an increase
in volunteer capacity in every region of the province in the lead up to host the world in
2010.

ACHIEVED OUTCOMES
More than two million British Columbians benefited from 2010 Legacies Now
programmes and projects, some of which included:
4,000 families discovering life-altering lessons in literacy and early childhood
learning
264,000 people participating in new sport programmes
95 committees creating Olympic and Paralympic legacies in their
communities
107 communities improving accessibility for people with disabilities and
seniors
200 national & international sport events hosted in 34 communities
595,000 students making healthy choices through Action Schools! BC™
101 task groups working with over 1,000 community partners to improve
literacy
445 arts and cultural projects which engaged British Columbians
1,900 organizations and 10,000 volunteers using VolWeb.ca™ to match
volunteers and volunteer opportunities
65 provincial sport organizations and multi-sport organizations who receive
annual aid
1,300 high-performance athletes supported by Game Plan BC
16,000 students who experienced high-quality summer camps in arts, sport and
recreation
180 aboriginal organizations offering sport and recreation programmes for
youth

4 Lessons learnt
The lessons here in maximising social impact from sport event related social
programmes were primarily extracted from in-depth interviews conducted with past
organisers of successful programmes.
These lessons learnt revolve around five key areas: Planning, target groups,
structure, resourcing and synergies.
1. Planning
a) Plan early – The programme design for social programmes should be
done as early as possible, even as early as the bidding stage if it is
possible. This is because the success of the programme often hinges on
getting buy-in from multiple stakeholders which is time consuming and
the programme itself often takes years rather than months for benefits
to be realised within the target community. Therefore, the earlier the
planning the more likely the programme is able to realise its full
potential.
b) Fill gaps and avoid duplication - Rather than compete with other
existing social programmes that already serve the target communities,
host cities should identify what is missing in the existing network of
support programmes in order to fill in the gaps and complement
existing ones. Such an approach will ensure that there is no duplication
of effort so that resources can efficiently be directed at where they are
needed most.
c) Make sustainability a prime consideration – To ensure that the social
benefits generated are sustainable, it is important to make
sustainability a prime consideration from the very early stages of
planning. This would have direct implications on the programme design
such as who to partner, which stakeholders to get buy-in from and how
the programme is associated to the major event.
Social
Impact
Planning
Target
Groups
StructureResourcing
Synergies

2. Target groups
a) Understand the real needs of your community – Social programmes
cannot be duplicated from event to event since the social needs of a
community can be quite different from another. Host cities need to
invest sufficient time and effort to understand the real needs of their
communities in order to design and implement programmes that
address relevant issues.
b) Ensure community is represented from the very start – In order to
promote community ownership and engagement, host cities need to
ensure that they engage community representatives right from the
beginning during the planning stage of any social programme. This is
crucial to gain critical support from targeted communities and ensure
sustainability in the long run.
c) Get buy-in from key public authorities – Getting buy-in from key public
authorities in the host city and region can pave the way for smoother
implementation of the programme since they have strong local
networks and political influence. Furthermore, public authorities that
have goals and initiatives that match with that of social programmes
could potentially unlock more funding to give these programmes more
muscle.
“You really need to know and understand your community and what its
social needs are in order to develop programmes that address those
issues.”
Lesley Giddins
Director,
Manchester 2002 Commonwealth Games Legacy Programme
“Plan early to allow ample time for preparation, and think carefully about
what you are trying to achieve and how to do it. Our approach at
Streetfootballworld has always been aimed at collaborative effort and
sustainable benefits.”
George Springborg
Programme Manager,
Football for Hope Festival in South Africa

3. Structure
a) Social programme organisers should be an independent entity – This
could be in form of an independent society or partnership (not as a part
of the LOC) so that it has dedicated resources and focus to carry out its
social objectives and not be distracted by matters related to sport event
organisation. Such independence also helps the social programme
organiser to be perceived better as a trusted partner by other NGOs
and public sector entities it needs to collaborate with, possessing a
genuine goal of creating sustainable social benefits.
b) Board should consist of key stakeholders and relevant skill set - The
board should not only consist of stakeholders covering key players and
targeted communities (geographical and otherwise), but should also
collectively have the relevant skill set needed to effectively manage,
inspire and monitor the performance of these social programmes.
c) Build strong relationship with LOC– While social programme organisers
are more effective as a separate entity, a strong relationship with the
LOC is critical. This is because the success of social programmes are
closely linked to the programmes being able to leverage on the brand of
the event and also the practical support offered by LOCs such as venue
access, brand association, visas, etc.
4. Resourcing
a) Focus investments on organisations over programmes – This principle
helps to raise the likelihood of sustainability of the investment since
programmes can come and go while organisations with a mission can
continue to work for their cause long after the event is over.
b) Add value beyond financial support – In collaborating with other NGOs
and social programme organisers in the community, complementing
financial assistance with a variety of resources like training,
management support and practical tools ensures the long-term success
and sustainability of social initiatives.
“Having an independent non-profit organisation run social programmes for
a major sport event ensures that the focus is maintained on achieving the
social objectives of the programme; otherwise LOCs tend not to have time
to fulfil this role.”
Bruce Dewar
CEO,
2010 Legacies Now

c) Implement a measurement process to demonstrate results – It is
important to be able to show tangible results of implemented social
programmes, not only at the end but also during programme
implementation to ensure continued funding and support from key
players. It is therefore important to build in and implement a process to
measure relevant indicators to demonstrate the effectiveness of
programmes.
5. Synergies
a) Focus on collaborations to achieve more – Social programme organisers
should not be tempted to think that they have all the contacts,
knowledge and resources on their own, but learn to collaborate with
NGOs and government entities with similar goals. This will help
organisers to save time and resources while creating a wider reach and
bigger impact as a whole.
b) Link programmes with invested physical infrastructure – Tying new
physical facilities and infrastructural investments into social initiatives
may help justify and alleviate negative publicity with expenditure on
major events. This helps to highlight the increasingly important role
that social programme organisers play in a major sport event and could
translate to more support and opportunities for the social programme
organiser.
c) Leverage on the power of the event brand – It is the brand of the major
event that has the power to move people, motivate communities and
propel such social programmes to success. So social programme
organisers must remember to make the most of the power of the event
brand to achieve its goals.
“Organisers need to get their people to believe in the values of the event
and the associated social programmes to keep things going even after the
event is over.”
Goh Kee Nguan
CEO,
Singapore Youth Olympic Games OC
“Provide training and other resources on top of financial support so that the
programmes and associated benefits can sustain beyond the major sport
event.”
Kristina Gawriljuk
Programme Manager,
Euroschools 2008 in Switzerland and Austria

5 Concluding remarks
In concluding, the lessons learned about maximising the impact of social
programmes connected to major sport events is summarised as follows:
Planning - Plan early, aim to fill the gaps and avoid duplicating existing
programmes, and make sustainability a prime consideration in programme
design.
Target groups – Understand the real needs of your community, ensure that
target communities are represented from the start and get buy-in from key
public authorities.
Structure – The programme organiser should be an independent entity, its
board should consist of key stakeholders with relevant skill set and the entity
must build a strong relationship with the LOC.
Resourcing – Focus investments on organisations over programmes, add
value beyond financial support and implement measurement processes to
demonstrate results and secure continued funding.
Synergies – Focus on collaborations to achieve more as a whole, link
programmes with invested physical infrastructure whenever possible and
remember to leverage on the power of the event brand.
While the successful implementation of social programmes may require other
preconditions in addition to the above, these extracted lessons may serve as a
practical guide for host cities new to organising social programmes or for those
seeking to maximise the social impact of their sports events through effective social
programmes.
As the role and influence of social programmes in major sports events continue to
grow, it is hoped that the findings from this study can help host cities to plan and
organise social programmes in a way that can maximise social impact in their
communities.
In ending, we would like to leave you with a few interesting trends in relation to
social programmes and major sport events, that were observed during the course
of this study.

Increasing importance of social dimension in sports events
The social dimension in sports events is taking on an increasingly important
role in international sports events. What used to be a nice-to-have has now
become a must-have, to the point that it is difficult not to find a grand social
programme integrated as part of a host city’s plans when bidding for a major
sport event. Not only does it look increasingly important for host cities to
maximise social impact to justify the costs of an event locally, but it is also
becoming more important to events rights holders that they see their events
associated with inspiring social programmes that help to increase the value of
their sports event property.
Strong emphasis on collaboration and sustainability
There is a clear emphasis from experienced organisers of social programmes
that collaboration and sustainability are the core principles by which they
design and operate their social programmes. In the same breath, they also
advise host cities to keep these principles as their core focus in all
considerations for their social programmes in order to maximise the potential
benefits from limited resources. This is consistent with how many non-profit
NGOs operate and there are many similarities and lessons from which social
programme organisers could further draw from successful NGOs.
Target communities reaching beyond geographical boundaries
Increasingly, the targeted communities in which the social programmes aim to
create social benefits go beyond that of the immediate vicinity of where the
sport events are hosted. Vancouver’s “2010 Legacies Now” aimed to create
social impact beyond the city of Vancouver in the entire region of British
Columbia. The “Football for Hope Festival” in South Africa reached out to
specific disadvantaged communities from around the world. While London 2012
through its “International Inspiration” programme also aims to reach beyond
geographical boundaries to inspire children from around the world to choose
sport. While an extended reach beyond geographical boundaries is certainly
impressive and attractive, organisers need to mitigate the challenge that an
increased reach presents to the effectiveness and sustainability of any
programme.

Appendix A
References
Ecotech research and consulting, An Evaluation of the Commonwealth
Games Legacy Programme, 2003
Faber Maunsell, Commonwealth Games Benefits Study (Manchester), 2004
FIFA and Streetfootballworld, Evaluation report: Football for Hope Festival
2010, 2011
FIFA, Football for Hope Festival 2010 – Celebrating the Power of Football,
2011
Ministry of Community Development Youth and Sports (Singapore),
Singapore 2010 Youth Olympic Games official report, 2011
Singapore 2010 YOG OC, Culture and Education Programme – Explanatory
brochure, 2010
Streetfootballworld, Euroschools 2008 review, 2008
Streetfootballworld, Euroschools Camp 2008 review, 2008
TSE Consulting, From Process to Project: Maximising the Social Benefits of
Hosting Sports Events, 2005
TSE Consulting, Developing a Winning Sports Event Strategy : A Four-Step
approach for Successful Bidding and Hosting, 2010
Weiler, Joseph and Mohan, Arun, Catalyst, Collaborator, Connector - The
Social Innovation Model of 2010 Legacies Now, 2009
Weiler, Joseph, The Evolution of 2010 Legacies Now - A Continuing Legacy
of the Games, 2011

Appendix B
Contact information
Name of social programme Contact information of
programme organisers
Commonwealth Games Legacy
Programme
(Manchester 2002 Commonwealth Games)
Lesley Giddins
Sandgrown Consultancy
lesley@sandgrown.co.uk
Culture and Education Programme
(Singapore 2010 Youth Olympic Games)
Goh Kee Nguan
Singapore YOG OC
www.singapore2010.sg
Football for Hope Festival 2010
(South Africa 2010 FIFA World Cup)
George Springborg
Streetfootballworld
www.streetfootballworld.org
Euroschools 2008
(Switzerland/Austria 2008 Euro Football)
Kristina Gawriljuk
Streetfootballworld
www.streetfootballworld.org
2010 Legacies Now
(Vancouver 2010 Winter Olympic Games)
Bruce Dewar
LIFT Philantropy Partners
www.liftpartners.ca
www.2010andBeyond.ca

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