This is a case study report prepared for the study purpose of Sports Events Management subject. This report explores, how to leverage the legacy of a sports event (make non-hallmark event to hallmark event).

1. Advanced Sport Event Management (SPMG804)
Dr. Richard Wright
Auckland University of Technology
Assessment 2 - Case Study on Leverage of Legacy Plan
Student Name : Manjula Perera

2. Today, Suva Marathon Club (SMC) accommodate around 1300-1500
marathon runners annually. The participants are not limited to Suva but also
to other parts of the country and international marathon runners from
Australia, New Zealand , India, Japan, China, Sri Lanka, South Africa and
many more countries ("Suva Marathon Club", 2020). The annual event
includes;
 The full marathon (42.2km)
 The half marathon (21.2km)
 Team marathon (10.55km x 4)
 The 10km Fun Run
2020, SMC introduced “Fiji Toughest Run – Namosi Marathon 2020” in lined
with “World’s Toughest Race – Eco Challenge Fiji of Amazon Prime Video
This proposal presents the strategic plan of “leverage the legacy of Suva
Marathon towards the World Toughest Race – Fiji”
Content of the Proposal
 Introduction to The Suva Marathon
(TSM)
 The History and Background
 Vision, Mission and Values
 Legacy Plan and Framework
 Event Partners & Stakeholders
 Leverage of Legacy - Implementation
& Development
 The Legacy Outcome and Benefits
 References & Appendices

3. Fiji, Suva & the Suva Marathon
Suva is the capital city of Fiji Islands located on Viti Levu
Island. Suva is the most civilized district counts to
approximately 75% of total population live in Suva
(Glance, 2020). Fiji is a country (islands) located in the
South Pacific Ocean. Fiji is a island nation consisted over
330 islands and 110 islands are populated. Viti Levu and
Vanua Levu are the two main islands of Fiji counts
approximately 90% of the population. Fiji total population
is 889,339 as at 2019 census reports (Glance, 2020). The
international airports are in Suva and Nadi.
In 2014, a team of working professional who were fairly
engaged with jogging and running before and after office
of Suva, come up with an idea of establishing a platform
to encourage marathon running and promote best
practices for healthier and well-being life style (Marathon,
2020). That was the foundation thought of the long
journey of “Suva Marathon Club” (SMC) today.
Suva Marathon Trust
The club is operated under the “Suva Marathon Trust” registered
under the Charitable Trust Act, Cap 67, formally formed in 2019.
As Marathon (2020) stated, the purpose of the club is “to provide
a focal point for runners in Suva and throughout Fiji who have
competed in or have keen interest in long distance and road
running in all its forms”. The Suva Marathon Trust’s included the
charitable purposes outlined below;
1. Support to establish the rules and regulations of Athletics Fiji
(AF) for marathon running and other general athletics.
2. Promote the annual Suva Marathon and long-distance running
3. Support members to take part in running events
4. Encourage new entrants into running whilst sharing knowledge
and experience of success stories.
5. Provide constructive feedback and support for the long-
distance and marathon running organizers in Fiji.
6. Maintain statistics and database of marathons (Fiji) and its
members achievements . Sources:(Glance, 2020)

4. Suva Marathon – Vision
A vibrant city achieving healthier and wellbeing of citizens
with economic, social, cultural and environment benefits that
Suva Marathon do contribute…!
Prosperous Suva
The Prosperous Suva will make genuine and fixed
financial progress through achievement of establish on
the investment and social renewal
Global Suva
The Global Suva will make use of the event to promote
and support Suva to build the image , reputation and
image,
Active Suva
The active Suva will encourage Suva/Fiji people to be
physically dynamic and strong for sports, leverage a
community legacy to make Suva/Fiji world class location
as a part of the event
Access Suva
The Suva become more accessible being faster and
reliable city access in Suva having invested in the
infrastructure of the city
Suva Marathon – Mission
Sources: (Marathon, 2020), (“Glasgow 2014 Legacy Framework", 2014)
Suva Marathon – Values
Stability
Establish stable society by Physical, Mental & Mutual
regeneration of society and development
Health & Well-being
Establish better living condition and wellbeing of people of
Suva and Fiji with healthier living condition
Sustainability
Making sure the Suva, Fiji and its resources are secure and
protected for future generations

5. Figure 1: TSM – Legacy Framework The Suva Marathon Legacy Framework (TSMLF) plays a vital role
to achieve the vision, mission and values of the project
(discussed in detailed in the previous slide)
TSMLF mainly focused on the strategic direction – mission,
leverage of legacy, and the legacy outcome equally take into
consideration of other important aspects of the event. E.g.
partners, Stakeholders, people’s voice (Maffetone et al., 2017)
The alignment of TSMLF with the Suva City Council (SCC), Fiji
Athletics Association (FAA) and Fiji Government long term
objectives is important. However legacy framework is an
evolving exercise that should accommodate subsequent
changes that would capture during annual review and/or being
achieved
Despite standard track events (100M,200M), each marathon is
unique and distinguish to each other with some disparity. The
World Marathon Majors (WMM) - Boston, London, Berlin,
Chicago, New York & Tokyo, are even still unique to each other.
Our ultimate goal is “Suva Marathon/Fiji World Toughest Run”
included into WMM list! (Maffetone et al., 2017)
Sources: Adopted from ("Glasgow 2014 Legacy Framework", 2014)

6. The hosting of an International event is significant and the national
level involvement is essential. The International events are framed by
rules and regulations of the principle body (Kelly et al., 2019).
Ultimately the foremost objective of this nature of event should not be
limited to the sport only (marathon), the contribution towards achieve
the legacy of economic and social development should be the primary
target of the event (Kelly et al., (2019) and Wright et al (2020)).
The establishment of “TSM legacy Project Plan” (TSMLPP) and the
appointment of Project Organizing Committee (POC) is very important.
The project team should able to executive the development plan
according to the legacy framework and guidance of executive and board
of management. The POC will execute the implementation including the
vison, support services, the event roadmap (including organizational
structures, planning and budgets), and engagement.
TSM Club Current Structure and profile
The SMC Trust consisted five members including a chairperson. The SMC
managed and operated by the management board of SMC (2020)
consisted eight members which includes President, Secretary/vice
President, Treasurer, and five board members.
TSM Current Partners - Commercial & Charity
Title Sponsor
Associate Sponsors
Media Sponsors
Supporting Sponsors
Partners & Friends
Supporting Sponsors

7. Figure 2 – TSMLF – Stakeholders Chart
Note: Stakeholders and Client Management Initial guidelines and action plan Sources: Adopted from "Tokyo 2020 Games Foundation Plan February 2015, (2020)
The figure 2 explains, the key
stakeholders and their experience
during the event is an important
area of the TSMLF. The POC should
make sure the key stakeholders
management activities are covered
for necessary actions. The Area
Owner/team should make sure the
respective stakeholders are
delivered their best to make the
client satisfied, enjoyed with
unforgettable memories of their stay
in Suva-Fiji while enhancing and
visualizing Fiji values, customs and
“BIG BULA” hospitality to the all
stakeholders and clients .
The Rewards, Resources, and Risk
involved with each stakeholder also
an important area that will be
discussed in next slide separately to
avoid the repetition the same
reward, resources and risk with
many stakeholders.

8. Risk
 Make sure the contractual
obligations are followed and
maintained
 All activities and operations are
compliance
 Maintain unique and similar
standard customer service and
hospitality level at all the times
 The environment protections
are implemented, and
sustainable solutions are
provided
 The reduction of waste and
proper waste management
systems are implemented
 The Fiji culture, norms and
values are protected
Resources
• Sufficient Fleet/s are
available
• Relevant room nights and
beds are ready for
occupancy
• Sufficient workforces are in
service
• The Fiji Government
ministries, Sports Fiji,
Tourism Fiji, Hotels &
Resorts support
• The local business
community of Suva and
other main cities
• The multi-national and
cooperate sector of Suva
and other main cities
Rewards
 the legacy of “sports & health”,
“Suva city development”,
“culture & educations”, and
“economy and technology”
 Revenue on Transport &
logistics
 Revenue form room nights,
beds, meals & Leisure
 Newly build, renovate &
upgrade of hotels
 Build the country brand image
 Communication & Promotion of
tourist destinations and leisure
of Fiji

9. Following are some of organizations/ parties are identified as key and major stakeholders in creating a legacy for Suva
Marathon
472 member races are listed in AIMS. These are
representing in over 120 countries across the world.
Suva Marathon is already listed in AIMS. The best place
to start a legacy of a marathon to take into the
international. Runners, also a good starting point for
planning their future race and for exploring the rich
variety and history of long distance running ("AIMS: The
home of world running", 2020).
The active relationship is important attract more
runners and promo The Suva Marathon
World Athletics, former known as International Association of
Athletics Federation is the international governing body for
the sport of athletics, covering track and field, cross country
running, road running, racewalking, mountain running and
ultrarunning ("World Athletics", 2020).
Become a listed member and periodic and planned
posting on “world athletics” would help to become
internationally recognized race

10. Following are some of organizations/ parties are identified as key and major stakeholders in creating a legacy for Suva
Marathon
Prime Video is sub division of Amazon. It’s a paid
subscription program that provides users access to
additional services otherwise unavailable or available at
a premium to regular Amazon customers. Services
include same, one or two-day delivery and streaming
music and video ("Prime Video", 2020).
Prime video is the core produce of “Word’s Toughest
Race – Eco Challenge Fiji” documentary. Subsequently,
TSM introduced and conducted “World Toughest Race”
on 17 Oct. 2020. There is a great opportunity to make
Prime Video the core Sponsor of TSM in the future.
With all due respect to the current title sponsor “Island Chill
Water” for their valuable partnership over the years, in line with
the effort of taking TSM to the World Marathon Majors (WMM
– world top 6 marathons) (Maffetone et al., 2017), would like to
recommend to partner with Fiji Water whilst Island chill also
continue local sponsoring lead.
Fiji Water is an USA company based in Fiji. One of leading
bottled water over 60 countries including USA ("Earth’s Finest
Water, FIJI Water", 2020).

11. Legacy of - Implementation & Development
Figure 3 – TSMLF Legacy – Implementation &
Development Process
Sources: Adopted from ("Glasgow 2014 Legacy Framework", 2014)
TSM Legacy vision with desired outcomes are set out by leverage of legacy framework
(figure 1). TSM Trustees and board of management will appoint project chair and project
organizing committee (POC) for implementation and delivery of TSM - legacy project. The
legacy implementation plan consists implementation of legacy mission (prosperous,
become global, active and accessibility), implementation and monitoring process including
project governance process (figure 3).
As forecasted by the project outline, the project duration will not less 5 years. The ultimate
legacy of TSM will visualize in 2025, if the project commence form 2021. The project
roadmap includes organizational structures, planning and budgets would ensure the
successful completion of the project. The key areas of the road map are mentioned below
(Siddiqui et al., 2019).
I. Capitalize the strengths and opportunities of the available resources
II. Establish robust trouble shooting, problem solving, & issue management tools
III. Plan the “leverage of legacy” that ultimately benefiting Suva and Fiji
IV. Surpass the learnings and tacit knowledge
Basically, the road map developed dividing into four stages – Foundation, Planning,
Readiness, go-live phases. Each stage is defined with specific operations and tasks to
execute and goals to achieve (Siddiqui et al., 2019).
The Foundation Stage (2021 -2022) will mainly focus on planting the seed of TSMLF. The
Planning Stage (2022-2023) will allocate for all planning and organizing work of the project.
The initial preparation, pre-work, and foundation of most of activities will take place during
this period. During the Readiness Stage (2023-2025) will transform the all thought process
into practical ground works of the project. The go-live will take place when ever the task
completed as completion of activities are spread through the project (2023-2025

12. Legacy of - Outcomes and Benefits
Prosperous Suva
TSM will;
 contribute to establish the Prosperous Suva
through the economic and social opportunities
of Suva– Fiji.
• the brand ambassador for Suva-Fiji, promoting
economic, social, and sustainability on be half of
the nation
• will secure employment opportunities for Suva
residents
Expected Outcomes:
 The growth in business and performance
 Increase employment opportunities
 The Training and development opportunities for
locals
 Improve the infrastructure and “look & feel” of
Suva
Sources : (Lauri, 2016)
Global Suva
TSM will;
 become the bridge to strengthen the Suva city’s
international brand image and profile
 Encourage and appreciation of Suva multi cultural
and diversified environment
 contribute to greater local civic pride and
development of Suva tourism and leisure industry
Expected Outcomes:
• Enhancement of Suva reputation and brand image
• Attract a range of cultural & sporting events to Suva
• Develop Suva tourism & leisure industry

13. Active Suva
TSM will;
 celebrate sport and personal achievement,
 whilst encourage a multi cultural diversified people
 Introduce a range of programs to encourage
participation in sport and physical activities
 encourage everyone of all ages play more sport and
be more physically active than ever before.
 to be inspired to live better and healthier lives
Expected Outcomes
 Increase the capacity of the sports infrastructure
 Develop the sports club facilities and network
 Develop sports and coach education
Access Suva
TSM will;
 ensure Suva is accessible to all, not just during Suva
Marathon
 but will also more connected both nationally and
internationally
 Suva is the economic hub of Fiji, development of road
and air transportation is very important
 Contribute to Suva City Council for develop roads,
airports and seaports
 Contribute to Suva City Council for infrastructure and
“look & feel” of Suva
Expected Outcomes:
 Improve logistics and transport connectivity of Suva
 Provision of a sustainable network across Suva
 Increase Suva city Council generation
Legacy of - Outcomes and Benefits
Sources : (Lauri, 2016)

14. Over all The Outcome & Benefits at a Glance…..!
 Economic growth & development
 Increase of business & new opportunities
 Development of training & education
 Increase employment opportunities & Volunteering
 City regeneration, brand Image & civic pride
 Health, wellbeing & physical activity
 Cultural & sport events activity
 Tourism and leisure industry
 Foreign investment
 Environmental sustainability
 Sustainable travel & connectivity
Legacy of - Outcomes and Benefits
Sources : (Lauri, 2016)
Engagement with People & Listing to
People’s Voice
The engagement and commitment of people
for TSM legacy is very important. It is also a
vital factor to provide an opportunity to
people contribute to TSM that make feel
ownership and belongness. A feedback
survey among Suva people and listen to what
they feel abut TSM and how would support
and contribute to the same.

15. The legacy of Suva Marathon - The impact, cost analysis, and implications
The impact and implications
Gratton & Preuss (2008) expressed, the sports events at
international level are involved a huge cost. Mostly the net
impact of the project resulted substantial deficits to the host
country/city.
Both Suva City and Fiji (as a country) is expecting is to achieve
the planned legacies and positive impacts to the country. The
impact of the event mainly as economic, marketing and
promotion, Leisure and tourism, relationships and engagement
and national pride building . The economic impact benefit will
be calculated by globally accepted CGE Model (Computable
General Equilibrium) having analysed the all aspect of
expenditure data of the tournament. The economic data for
CGE model will be collated through analysis of participation,
participants spend, cost of the project and net economic
impact. The event participation will be measured by no of
attendant through digital media, match spectators and TV
audience (Gratton & Preuss, 2008).
The cost and financial data analysis
During this study on TSM, the data related to finance
and cost could not find from secondary data sources. It
was difficult to find statistics related on yearly basis
such as no of runners, visitors, sectators,
accommodation, and etc directly related to TSM.
However, the POC team will be assigned sub committee
to prepare overall project budget including cost,
revenue and impact including statistics related to the
TSM (Gratton & Preuss, 2008).

16. Owning a hallmark event by a city or country is a huge privilege and brings multiple benefits
to the city, country and people. But the hosting of an international event is not a easy task.
The success of such a mega event will not come automatic.
However the employ of proper organizing and planning in place form right at the foundation
level will make the event success.
As discussed in the above review, Suva - Fiji has the capacity, experience and confident to
make The Suva Marathon to world recognized, famous and hallmark event as “World
Toughest Race – Fiji” very soon!
The End…..!
Legacy of - Conclusion

17. References
AIMS: The home of world running. Aimsworldrunning.org. (2020). Retrieved 29 October 2020, from http://aimsworldrunning.org/.
Earth’s Finest Water | FIJI Water. FIJI Water. (2020). Retrieved 29 October 2020, from https://www.fijiwater.com/.
GLASGOW 2014 LEGACY FRAMEWORK. Glasgow.gov.uk. (2014). Retrieved 28 October 2020, from https://www.glasgow.gov.uk/CHttpHandler.ashx?id=26935&p=0.
Glance, F. (2020). Fiji Bureau of Statistics - Fiji Bureau of Statistics. Statsfiji.gov.fj. Retrieved 23 October 2020, from https://www.statsfiji.gov.fj/.
Gratton, C., & Preuss, H. (2008). Maximizing Olympic Impacts by Building Up Legacies. The International Journal Of The History Of Sport, 25(14), 1922-1938.
https://doi.org/10.1080/09523360802439023
Lauri, E. (2016). From Event Planning to Legacy Planning. Tweet Refworks, Haage-Helia - University of Applied Science. Retrieved 30 October 2020, from.
Marathon, I. (2020). About Suva Marathon Club - Island Chill Suva Marathon. Island Chill Suva Marathon. Retrieved 23 October 2020, from https://www.suvamarathon.org/about-suva-
marathon-club/.
Maffetone, P., Malcata, R., Rivera, I., & Laursen, P. (2017). The Boston Marathon versus the World Marathon Majors. PLOS ONE, 12(9), e0184024.
https://doi.org/10.1371/journal.pone.0184024
Prime Video. Primevideo.com. (2020). Retrieved 29 October 2020, from https://www.primevideo.com/.
Siddiqui, J., Yasmin, S., & Humphrey, C. (2019). Stumped! The limits of global governance in a commercialized world of cricket. Accounting, Auditing & Accountability Journal, 32(7), 1898-
1925. https://doi.org/10.1108/aaaj-07-2018-3571
SUVA MARATHON CLUB. Athletics Fiji. (2020). Retrieved 27 October 2020, from https://athleticsfiji.com/portfolio/suva-marathon-club/.
World Athletics. worldathletics.org. (2020). Retrieved 29 October 2020, from https://www.worldathletics.org/.