document

COMMONWEALTH GAMES BENEFITS STUDY NWDA

Final Report

Job No: 37396 Reference: Date created: April 2004

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NWDA COMMONWEALTH GAMES BENEFITS STUDY FINAL REPORT

EXECUTIVE SUMMARY Introduction The Northwest Development Agency (NWDA) and the Northwest Cultural Consortium (NWCC) launched the Cultural Strategy for England’s Northwest in July 2001. Included in the strategy was a recommendation that a major priority for future work would be to identify and compile robust data on the cultural sector and in particular for creative industries and tourism. As part of this process, it was proposed that work would be undertaken to establish the impact of the Commonwealth Games and associated programmes. Manchester was awarded the 2002 Commonwealth Games in 1995. The former Great Britain Sports Council and the British Government supported Manchester City Council and the Commonwealth Games Council for England in their bid. The Games took place for 10 days from 25 July to 4 August 2002, and the event was held in the same year as other high profile events such as the World Cup and the Queens Golden Jubilee. 17 sports were represented with 3,690 athletes participating from 72 commonwealth nations. It is widely recognised that the Games was a hugely successful event, and that it resulted in a number of significant economic, social and other benefits for the Northwest. It is also widely perceived that the Games helped improve the image of the region, and this continues to provide opportunities to encourage more visitors and investment in the region. In order to build on these opportunities and inform future event planning, the NWDA commissioned a research study to examine the impacts and key lessons learned from the Games, and FaberMaunsell in association with Vision Consulting and Roger Tym and Partners were commissioned to undertake the research. The specific objectives of the study were to: • Assess the direct economic, social and regeneration impacts of the Games; • Offer recommendations on best practice methodology, guidance and key lessons learnt; • Inform future event strategies and investment within the region and nationally; • Provide key intelligence on how the region can maximise skills, knowledge, systems and experience

developed during the Games; • Provide intelligence on how to maximise the potential improved image of the region in an attempt to

retain the potential increase in visitors and attract more business and investment; • Collate and expand on research already undertaken (in geographical and/or output terms); and • Provide both quantitative data and qualitative intelligence to the cultural sector for use on a national,

regional and sub-regional level, to be integrated with the NWDA Major Events Strategy. The study method involved two main tasks: • Review of secondary data sources, research and other information sources relating to the Games. An

objective of the study was to bring together research and data on the games into one concise information source.

• Interviews with key stakeholders involved in some capacity with the Games. In total, 35 stakeholders were interviewed to explore lessons learned from the Games in more detail than was possible solely from a review of secondary data sources.

A summary of key findings and details on the content of the full study report is presented here. Impact of the Games A key feature of the Manchester Games was the integration of the Games event infrastructure (physical, organisational and human) with the strategic framework for the regeneration of the city, and East Manchester in particular. The success of the Games in generating direct and indirect economic and social benefits for the city and the region is a reflection of the commitment of the partners involved, under the leadership of Manchester City Council, to achieving the regeneration aims set out in that strategy. The Manchester 2002 Commonwealth Games acted as a major stimulant for regional partnerships to secure over £600 million of public and private investment for East Manchester. This was a clear accelerant for the redevelopment of the 146-hectare derelict site, which became Sportcity, and for the corridor improvements linking the centre of the city and East Manchester. The investment has had continuing effects as developer attitudes and interest in East Manchester increases. The main impacts of the Games can be summarised as follows. • Creation of Employment: The Games resulted in at least 20,000 new jobs, and major developments

planned in the East Manchester area are expected to create over 10,000 additional jobs. • Investment in the Region: In total, around £600 million has been invested in the Northwest and it is

expected that in East Manchester alone there will be over £2 billion in public and private investment over the next 15 years. In East Manchester, there has been significant investment resulting from the

Games and this includes the Asda/Walmart that created 850 jobs and the first phase development of Central Park, which is expected to create 6,000 jobs. New retail, hotel, casino and housing developments are planned, and investor interest in the region is growing.

• Sporting Legacy: The Games provided a legacy in terms of world class sporting facilities, events and,

to a limited extent, increased participation in sport. Facilities include the City of Manchester Stadium (£111 million), English Institute of Sport in East Manchester (£16 million); regional hockey centre at Belle Vue (£4 million), Aquatics Centre in the city centre (£32 million), improvements to Heaton Park in Manchester (£1 million) and National Shooting Centre (Surrey) (£6 million).

• Improved Transport Links: The Games have speeded up investment in major transport links such as

Metrolink, and demonstrated successful uses of public transport and Park and Ride. The improvements have also included a new rail station and ground interchange at the airport, quality bus corridors, refurbishment of Piccadilly train station hall and completion of Manchester/Salford Inner Relief Road and final link of the M60.

• Creation of Business Opportunities: 250 companies obtained contracts worth a total of £22 million

as a result of the Games. A legacy is expertise in event planning and operation in the region. A business club set up for the Games continues to grow with members from 26 countries. A study for NWDA found that 33% of Northwest opinion leaders believed that the region had improved as a place to do business as a result of the Games, and 24% of companies in the Northwest believed that the Games had made a positive impact on their business;

• Improved Image of the Region: The media coverage reached over one billion people providing a

boost for tourism. The atmosphere created by the Games combined with associated cultural activities and an inclusive approach contributed to positive perceptions of the event amongst members of the public. Monitoring of the press coverage achieved during the Games period identified the equivalent of in excess of £1 million in Public Relations value to the region. In a post-games study for the NWDA carried out in 2003, there had been a 54% increase in positive perceptions of the Northwest by residents from outside the region compared with a similar pre-Games survey in 2001.

• Increase in Visitor Numbers: One million visitors came to Manchester over the 10 days of the

Games, and there was £18 million of net expenditure by visitors to the Games. Greater Manchester experienced an increase of 50,000 overseas resident visits. An additional £46 million has been spent by visitors in the region during and since the Games, and it is estimated that there will be an additional 300,000 visitors to Manchester each year as a result of the Games.

• A Culture of Volunteering: 10,000 volunteers worked on the Games, and many of these have since

worked as volunteers on other events and/or obtained employment. 2,250 people gained a Level 1 qualification in event volunteering, which was specially devised for Commonwealth Games volunteers.

• A Cultural Legacy: The Spirit of Friendship festival aimed to celebrate the Commonwealth as well as

the Games, thus leaving a cultural legacy. There were 2,000 events nationwide under the Spirit of Friendship umbrella, which included 200 events in the Northwest through Cultureshock and 13,500 young people participating in “Passport” events. A cultural legacy has been provided through on going cultural programmes.

Full details on the economic, social and other impacts of the Games can be found in Chapter 2. Planning and Delivery of the Games The impacts described above would not have been possible without the delivery of a successful event, and a key objective of this study has been to identify the factors that contributed to the successful delivery of the Games, and lessons learned that might be used to inform the approach to planning and running other events. It is important to note that planning models used during the Games have since been used on other events in the region, and that key individuals involved in the Games are using their expertise to provide advice for the London Olympic Games Bid and in planning for Liverpool’s European Capital of Culture events. The bid for the Games was set within a long term, strategic urban regeneration framework, which would harness the key economic assets and opportunities in the region, and this approach in turn commanded the confidence and support of all key partners. However, this strategic approach would prove hard to replicate elsewhere, as only a few locations within the UK, let alone the Northwest, have the capacity (in terms of facilities, space, etc) to deliver events of regional, national and international importance.

Key lessons learned in planning and operating the event were as follows: • The Vision. Clear objectives and agreed outcomes were set for the event, and these had a ‘fit’ with

local regional and national strategies. Linking the event to the strategic regeneration of East Manchester was a major success.

• Partnerships. The delivery of a successful event required effective partnership working between public, private and voluntary organisations, and Manchester City Council co-ordinated these partnerships and began their development well in advance of the Games.

• Performance Management and Financial Control. Effective procedures were put in place to allow for financial control and accountability, and to ensure value for money and to generate income and profits. A robust performance management system ensured delivery to agreed outcomes.

• Leadership. A strong management team of key individuals was put in place to plan for and deliver the event. These individuals had the leadership, financial, commercial and operational skills required for successful delivery.

• Specialist skills. Individuals and teams with specialist skills in the key functional areas associated with running a successful event (transport, technology, media relations, sponsorship, etc) were recruited to work on the Games.

• Attention to Detail. Key elements of the success of the Games were the detailed attention paid to ensuring that visitors had positive experiences through measures such as effective transport to and from venues, entertainment on routes and provision of associated cultural events. There were also high levels of contingency planning across all functional areas.

• An Inclusive Approach. The Games were described as the “worlds first inclusive Games” with a significant amount of work undertaken to fully integrate the Disability Games into the main event. An inclusive approach and the promotion of diversity were adopted across all functional areas.

• A Desire for Success. All involved in the Games from Manchester City Council to local residents wanted it be a success. Contributing to this achievement was a major volunteer programme and other measures to involve local people in the event.

Full details on the key achievements and lessons learned from the planning and delivery of the Games are presented in Chapter 3. These are presented in the form of a best practice guide, which can be used to inform planning for other events. Planning for Legacy As shown above, the Games had a number of positive economic, social and other impacts, and contributing to these were a number of legacy activities undertaken prior to and during the Games. The most significant legacy activities related to regeneration. The bid for the Games was set within a long term, strategic regeneration framework, and the Games provided an opportunity to implement and speed up the delivery of a number of projects to assist with the regeneration of east Manchester. The establishment of the New East Manchester Partnership in 1999 led to the formulation of a long-term plan to attract investment in the area and to meet the needs of disadvantaged communities in East Manchester. A range of legacy activities were funded under the 2002 NW Economic and Social SRB programme which aimed to provide economic, tourism and social benefits across the whole region and to provide new opportunities for businesses in the Northwest. These included programmes aimed at resulting in positive legacies for business, tourism, health, education, arts, volunteering and young people. In summary, the key lessons learned in planning for a successful legacy were as follows: • Focus attention equally on the delivery of a successful event and the wider legacy objectives (economic

benefits, tourism etc); • Develop a media strategy to ensure the wider objectives of the event are promoted where appropriate

at an international, national, regional and sub-regional level, and to generate positive media coverage; • Provide a strategic link between the event with regeneration and employment where possible; • Plan for commercial use of any new facilities after the event; • Utilise local expertise where possible on the event; • Collate information on firms used, volunteers etc in databases for potential use on other events, taking

into account data protection requirements; • Provide a high level of customer service; • Provide an enjoyable atmosphere for visitors; • Provide a safe, clean and attractive environment for visitors; • Provide efficient transport to and from event venues; • Put in place visitor and information services in advance of the event; • Provide integrated ticketing where possible and ‘one stop’ information on the main and any associated

events; • Market visitor attractions where possible using event tickets, printed information on the event and

through other information sources; and • Develop and implement a strategic approach to the recruitment of any volunteers, especially with a view

to their utilization, at future events.

Full details of the legacy activities, and the lessons learned from these that might apply when planning for legacy benefits on other events, are described in Chapter 4. Building on the Legacy A legacy of the Games is that there is the capacity, expertise and confidence in the Northwest to host a range of events, and this is reflected by the fact that major events such as the Labour Party Spring Conference and Champions League Final have since been hosted in Manchester since the Games, and other events are planned across the region with Capital of Culture in 2008 being the next major strategic event. There are therefore opportunities for the region to bid for and deliver more events, and for Northwest companies to work on these events and also provide advice and expertise for those planning events in other regions and countries. To help respond to these opportunities, the NWDA has produced a major events strategy which aims to provide a framework within which the Northwest can maximise the use of its assets and expertise to deliver events that will provide economic, social and other benefits for the region. The strategy objectives can be summarised as follows: • To ensure that the region can take maximum advantage of, and be adequately prepared for, staging

and bidding for major events; • As far as is reasonably practicable, to manage intra-regional competition to avoid wasted effort and

resource; • To develop a regional mechanism for sharing and developing expertise in the staging and bidding for

major events; • To develop evaluation tools to consistently measure the impact of major events and guide investment

decisions; • To provide a strategic framework to support bids to national and international organisations for the

funding of major events in the Northwest; and • To maximise the opportunities to secure engagement and funding from the public and private sectors. The key actions required to meet the objectives of the NWDA major events strategy are summarised below: • Development of an event impact assessment toolkit, which can be used to help measure and estimate

the impact of events and their commercial value. This information would inform decision about future investments and which events to bid for and support.

• Build on partnerships developed before, during and after the Games to allow the public sector to continue to play an active role in bidding for, funding and hosting major events.

• Increase the role of the private sector in the delivery of the major events strategy through measures such as developing events that will provide regional businesses with opportunities to showcase and further develop their business.

• Develop a core-marketing proposition to clarify the position of the Northwest in the international events market.

• Produce a planned event portfolio, which will reflect the position of the region in the events market. This will involve both bidding for major events of significance and focusing on developing home grown, organic events which will utilise the unique characteristics of the region and have the potential to become global events.

A key requirement in delivering the events strategy will be to have finance in place to help ‘kick-start’ funding for those bidding for and/or planning home grown events. NWDA has a three-year budget for this purpose, and intends to work with regional partners to consider one-off initiatives where the return and risk suggest this is appropriate. Full details on actions and measures proposed to build on the legacy of the Games can be found in Chapter 5.

Table of Contents

1. Introduction....................................................................................................................................... 6 1.1. Background.................................................................................................................................. 6 1.2. Research Objectives.................................................................................................................... 6 1.3. Methodology ................................................................................................................................ 6 1.4. Scope And Limitations ................................................................................................................. 7 1.5. Report Structure .......................................................................................................................... 8

2. Impact of the Games ...................................................................................................................... 10 2.1. Introduction ................................................................................................................................ 10 2.2. Information Sources................................................................................................................... 10 2.3. Overview of Impact .................................................................................................................... 13 2.4. Economic Impacts ..................................................................................................................... 14 2.5. Social Impacts ........................................................................................................................... 20

3. Planning and Operating the Games.............................................................................................. 30 3.1. Introduction ................................................................................................................................ 30 3.2. Planning for Success ................................................................................................................. 30 3.3. Setting Objectives...................................................................................................................... 31 3.4. Structure, Management and Staffing ......................................................................................... 32 3.5. Finance, Procurement and Risk Management........................................................................... 36 3.6. Commercial Activities................................................................................................................. 37 3.7. Communications and Media ...................................................................................................... 39 3.8. Operations ................................................................................................................................. 41 3.9. Associated Events ..................................................................................................................... 45

4. Planning for Legacy ....................................................................................................................... 47 4.1. Introduction ................................................................................................................................ 47 4.2. Background................................................................................................................................ 47 4.3. Regeneration ............................................................................................................................. 48 4.4. New Business Opportunities...................................................................................................... 48 4.5. Visitors ....................................................................................................................................... 49 4.6. Image And Opportunity .............................................................................................................. 50 4.7. Tourism...................................................................................................................................... 50 4.8. Volunteers.................................................................................................................................. 51 4.9. Sport .......................................................................................................................................... 52 4.10. Culture ....................................................................................................................................... 53 4.11. Education................................................................................................................................... 53 4.12. Health ........................................................................................................................................ 54 4.13. Other Games Legacies .............................................................................................................. 54 4.14. Key Lessons Learned ................................................................................................................ 55

5. Building on the Legacy .................................................................................................................. 58 5.1. Introduction ................................................................................................................................ 58 5.2. Context ...................................................................................................................................... 58 5.3. Major Events Strategy................................................................................................................ 58 5.4. Impact Assessment.................................................................................................................... 59 5.5. The Role of the Public Sector .................................................................................................... 59 5.6. The Role of the Private Sector................................................................................................... 59 5.7. Core Marketing Proposition ....................................................................................................... 60 5.8. Event Support ............................................................................................................................ 60 5.9. Planned Event Portfolio ............................................................................................................. 60 5.10. Delivery...................................................................................................................................... 61

Appendices Appendix A – Interview Topic Guide

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1 INTRODUCTION

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1. Introduction

1.1. Background The Northwest Development Agency (NWDA) and the Northwest Cultural Consortium (NWCC) launched the Cultural Strategy for England’s Northwest in July 2001. Included in the strategy was a recommendation that a major priority for future work would be to identify and compile robust data on the cultural sector, and in particular for creative industries and tourism, which have been highlighted in the NWDA Regional Strategy as sectors for further study. As part of the process involved in developing robust data, it was proposed that work would be undertaken to establish the impact of the Manchester 2002 Commonwealth Games and supporting programmes. This would involve collation of hard economic and social data for the whole of the region demonstrating the impact of the Games, and the study would encompass international, national, regional and sub-regional benefits where these apply. All outputs from this study would need to be timetabled to coordinate with the NWDA Regional Events Strategy, and achieved through liaison with regional and national organisations and the region’s key cultural agencies and authorities. Given that it is widely perceived that the Games have helped improve the image of the region, the collated intelligence would be used to inform a strategy for maximising this benefit in an attempt to encourage more visitors and investment in the Northwest. With this in mind, and as part of the planned study, the NWDA commissioned a research study to examine the key lessons learned from the Games, and FaberMaunsell in association with Vision Consulting and Roger Tym and Partners were commissioned to undertake the research. From this analysis, a best practice guide would be produced to inform the planning and operation of future events. The main purpose of the best practice methodology would be to: • Inform future investment in regional events; • Maximise the potential improved image of the region, to attract and retain visitors; • Maximise the social benefits, mainly in terms of regeneration and voluntary schemes; • Maximise the business benefits of the event, such as the economic, employment and social benefits of

facilities that have been developed; • Maximise the skills and abilities developed in the region through the Games, and evaluate how best to

harness the expertise and systems used during the Games and develop their use in the region; • Assess whether the estimated benefits of the Games were accrued; • Identify any gaps in information in this area; and • Provide guidance on the approach required for effective monitoring and evaluation of future events. This report presents the findings from the research commissioned to examine key lessons learned from the Games. The main outputs of this research were to be as follows: • A comprehensive list of the sources and references of the data and intelligence for this project,

including the organisations and experts utilised during the Games event and a list of those organisations that gained significant experience from working on the Games; and

• A best practice methodology to allow greater understanding of the legacy of the event, including the key lessons learnt, successes, and areas requiring improvement. This will provide recommendations on best practice for the planning, operation and evaluation of future events, and how best to maximise wider social and economic benefits.

1.2. Research Objectives The specific objectives of the study were to: • Assess the direct economic, social and regeneration impacts of the Games; • Offer recommendations on best practice methodology, guidance and key lessons learnt; • Inform future event strategies and investment within the region and nationally; • Provide key intelligence on how the region can maximise skills, knowledge, systems and experience

developed during the Games; • Provide intelligence on how to maximise the potential improved image of the region in an attempt to

retain the potential increase in visitors and attract more business and investment; • Collate and expand on research already undertaken (in geographical and/or output terms); and • Provide both quantitative data and qualitative intelligence to the cultural sector for use on a national,

regional and sub-regional level, to be integrated with the NWDA major Events Strategy. 1.3. Methodology The study method involved two main tasks: • Review of secondary data sources, research and other information sources relating to the Games. A

list of the information sources subject to review can be found in Chapter 2. • Interviews with key stakeholders involved in some capacity with the Games. A topic guide formed the

basis for these interviews and can be found in Appendix A.


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The main purpose of the review of secondary data sources was to identify any hard data that could be used to make robust conclusions about the impact of the Games. The review also established if there were any gaps in knowledge about the impact of the Games that could be met through additional data collection and analysis, and the practicalities involved in undertaking this work. A comprehensive review of literature available on best practice and lessons learned from the Games was also undertaken, and the findings from this exercise have been combined and summarised in this report. The stakeholder interviews were used to help identify data sources for the information review and obtain a more detailed and in-depth understanding of lessons learned from the event than would have been possible solely from the published literature about the Games. Individual in-depth interviews as opposed to focus groups were conducted to allow for a confidential discussion about the positive and negative lessons learned from the Games, and this approach allowed stakeholders to be open and frank when expressing their views. In total, 35 stakeholder interviews were completed, and these were with representatives from the following organisations: • Manchester 2002 Limited (representatives involved in ceremonies, advertising, media, human

resources, technology, security, disability planning, volunteer programme, finance and management); • Manchester City Council; • Marketing Manchester; • Foreign and Commonwealth Office; • Culture Shock programme; • Bridgewater Hall; • GMPTE; • Cumbria Tourist Board and Visit Britain; • NWDA (Events Strategy and Tourism); • New East Manchester; • Broadcasting authorities; • The Liverpool Capital of Culture and London 2012 Olympic Bid Team; • Sport England; • Government Office Northwest; • UK Sport; • MIDAS; and • The Games Legacy team.

Throughout the duration of the project, meetings and interviews were held with the Project Steering Group members who were as follows: • Abigail Gilmore, Arts Council; • Michael Eakin, Arts Council; • Janet Matthewman, DCMS; • Lesley Giddens, Games Legacy Team; • Olenka Brain, Marketing Manchester; • Martin Kelly, Manchester City Council; • Nick Gerrard, Chair of the Steering Group, NWDA; • James Beresford, NWDA; • Sheldon Phillips, NWDA; • Kate Egford, Sport England; and • Jerry Bingham, UK Sport. 1.4. Scope And Limitations In preparing this report it was not possible to talk to all key stakeholders involved in the Games, and for this reason some of the functional areas associated with the Games (transport, security etc) are covered in more detail than others. It is also possible that some of the stakeholders we were unable to interview as part of this study might disagree with the conclusions we have made, and that they may be able to add more information of value to this report. However, it is important to note that the main purpose of this report was to provide concise information on lessons learned that could apply to other events, and for this reason we have had to be selective about the level of information and detail we have included. To assist readers who require more information than we are able to provide in this report, we have listed information sources on the Games in Chapter 2 along with a brief description of their content. The report provides recommendations on best practice in planning and operating major events, and ways to plan for and build on the legacy. This guide should be treated with caution as it is based only on experiences associated with the Commonwealth Games, and it should be recognised that each event may have a unique set of circumstances surrounding it which may help dictate if it will be a success or not. For example, some of the successful risks taken on the Games may not be so successful if applied elsewhere, and where possible, we outline these limitations in the text.


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1.5. Report Structure The content of the remaining Chapters can be summarised as follows: • Chapter 2: An overview of the impact of the Games. In this Chapter we provide robust conclusions

(where possible) about the impact of the Games; • Chapter 3: Lessons learned from the planning and operation of the Games, and recommendations

arising from these that could apply to other events; • Chapter 4: A review of legacy activities undertaken for the Games, and lessons learned from these

when planning for legacy on other events; • Chapter 5: Recommendations on ways to build on the legacy of the Games to help generate further

benefits for the region.



2 IMPACT OF THE GAMES

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2. Impact of the Games

2.1. Introduction The purpose of this section is to review the main impacts of the Manchester 2002 Commonwealth Games at both the local and regional level. With such a multi-faceted event there is a multiplicity of impacts that can be identified and which are documented in much greater detail in later Chapters. Here we aim to highlight the key areas and compile selective measures, which exemplify these impacts. We consider both hard and soft impacts, that is to say measurable, tangible effects such as jobs created or buildings/land developed and the more difficult to measure impacts such as the effect of improved environment or image. The data used to inform this section have been sourced mainly from the many reports commissioned specifically to document and assess the impact of aspects including: • The organisation and operation of the Games; • The associated sporting and cultural events and initiatives; and • The associated regeneration and economic initiatives. Information from these reports has also been supplemented with some information taken from other sources not specifically linked to the Games but which provide useful indicators of some of the impacts attributed to the Games. A list of these resources is given below. 2.2. Information Sources The Commonwealth Games 2002 Cost and Benefit Analysis for MCC, 2002 and the Executive Update, December 2002 (Cambridge Policy Consultants) The original report was completed prior to the Games itself and contains detailed data on impacts arising based on the intelligence at that point. It was subsequently updated to reflect impacts such as investment, employment generation, visitor numbers and participation in events using post-Games information. The First Anniversary of the Manchester Commonwealth Games for MCC, July 2003 (CPC) Provides updated information on impacts of the Games Manchester 2002The XVII Commonwealth Games - Post Games Report, Dec 2002 (Post Games Report Team), The Final Report into the Games is a compilation of statistics relating to all aspects of the Games organisation and operation. It also considers key lessons that can be drawn from the experience of those involved in the event preparation and execution. It has three volumes (plus a statistical volume and a summary) that cover: • Communications - spreading the word about the Games, through the overall marketing and branding,

promotion associated with both headline and community events, and the utilisation of all media (newspapers, TV, radio, internet, city guides etc);

• Operations – the areas that enabled the Games to operate, including workforce, technology, commercial activities, and venue and component ‘events’ organisation and management; and

• Sport – the provision and servicing of the event venues, the provision and running of the team accommodation as well as the sporting aspects of event organisation.

These volumes provide a wealth of detailed information of the ‘how’, ‘who’, ‘where’, ‘when’ and ‘with what’ of the activities contributing to the Games’ organisation and delivery, and the direct outputs of the Games. Manchester 2002 - The XVII Commonwealth Games website (reference version at: http://213.131.178.162/Home/) Provides information on events associated with the Games as well information on the Games itself. Commonwealth Games Legacy – Manchester 2002 Provides an information resource regarding the hosting and legacy of the Games (www.gameslegacy.com). KMPG (2002) Lessons Learned: Review of the 2002 Commonwealth Games in Manchester (For DCMS, Sport England, and Manchester City Council) This report examined reasons why the Manchester Commonwealth Games were successful and outlines the key lessons learned from the Games. The report addresses the organization, staffing, finance and budgeting for the games as well as the legacy left behind by the games. NWTB (2002) Commonwealth Games Final Report: Lessons learned (Northwest Tourist Board) A report by the NWTB, which describes the projects and activities of the tourism industry in the Northwest. The XVII Commonwealth Games Pre Volunteer Programme Executive Summary, December 2002 The achievements of the pre-volunteer programme have been monitored in line with SRB/European funding requirements, thus data is available on the number of participants achieving accreditation through the skills development programme, and those moving into employment as a result of their experience. f:\tprojects\37396tmt_commonwealth_games_benefits_study\draft report\final report\comm games v8 final (200704).doc

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Post Games Volunteer Programme website (www.pgvp.co.uk) Provides details for events seeking volunteer support, as well as on-going volunteering opportunities. Also includes details for registration and newsletters. Evaluation of Cultureshock, North West Cultural Programme of the 2002 Commonwealth Games Report This report provides an independent evaluation of the Culture Shock Programme during the Games by the Centre for Cultural Policy Research at the University of Glasgow. The Impact of Major Sports Events (Manchester Institute of Popular Culture, Manchester Metropolitan University, June 2001) As part of the baseline phase of the study, UK Sport commissioned MIPC carried out a Literature Review on the impact of previous major sports events. BMRB Omnibus Survey (March 2002 (pre Games)/March 2003 (post-Games) UK Sport commissioned a series of questions regarding the impact of the Commonwealth Games for inclusion in two representative, national surveys of UK adults. MORI Household Surveys (January 2003 (pre-Games)/March 2004 (post-Games) UK Sport commissioned two waves of household surveys (June/July 2002 and July/August 2003) in Greater Manchester, Liverpool Blackburn and Congleton as part of a detailed examination of the Games impact within the NW Region. These surveys explored the attitudes of NW residents (adults and young people) towards sport and the Games; their active involvement in sport; and their views about local sports provision. Study of Volunteers (International Centre for Research & Consultancy for Tourism and Hospitality Industries, Manchester Metropolitan University, March 2003 (pre-Games) UK Sport and ICRC carried out a joint study of Games volunteers, examining the characteristics of the volunteers, their motivations and expectations. A follow-up study (to be published) explores volunteers perceptions of the Games experience itself, and the impact that being a Games volunteers has had on their lives. Report on Commonwealth Economic Benefits (CEB) Legacy for MIDAS Provides details of individual initiatives within the overall programme. Evaluating the Commonwealth Games Business Club, for Chamber Business Enterprises, Dec 2003 (PAWA Consulting) Provides the results of a survey of members of the Commonwealth Games Business Club, which investigates member perceptions of the club and seeks to establish the benefits of the business club, particularly to the SMEs in Objective 2 areas. Qualitative conclusions on the nature of club activities that have been successful/beneficial are provided. Data is also available on the value of additional business generated through Business Club contacts for a sample of 80 club members. Evaluation of impact of PR for Commonwealth Games for Northwest Hub Team and Northwest Tourism, 2002, (Mantra International) This report evaluated the impact and return on investment of the PR work of the 2002 Northwest Hub Team. This has assessed the media coverage of the Games, with respect to editorial prominence and value, positive nature of coverage, presence of key messages, regional references, partner organisations and follow up details. NWTB (2003) Final Report for England’s Northwest Call Team March 2002- March 2003 This report by NWTB provides statistics on the England’s Northwest Call team and also provides details of what kind of legacy remains after its activities during the games. Northwest Healthier Communities Programme Final Report (www.gameslegacy.com) Contains information on the overall programme and its achievements. GMPTE (2002) Commonwealth Games and GMPTE (2003) Park and Ride The reports by the GMPTE provide details of the success of the Commonwealth Games transportation arrangements. The number of trips by public transport exceeded expectations, usage of park and ride and improved public transport provision successfully reduced the number of journeys by car. Significant proportions of infrequent bus users as well as non-bus users were found to have used bus services during the games. The Games Xchange Review 2003/2004 (Dympna Gould, Games Exchange Project Manager, March 2004) The Games Xchange provided a single access point for enquiries about background and core information about the Commonwealth Games and Games related information. Its purpose was to promote city and regional pride in the hosting of the games and its legacy. This report provides details of its achievements, its activities during the games and the initiatives that it has continued through to 2004. The Effects of Sports Regeneration on Host Communities (University of Derby, November 2003) The University of Derby conducted a study of the costs and benefits to the local community of hosting the 2002 Commonwealth Games in Manchester; this document reports the research findings.


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The Extent to Which the Commonwealth Games Accelerated the Social, Physical, and Economic Regeneration of East Manchester (Lauren Newby, MSc dissertation, March 2003) This dissertation explores the extent to which the commonwealth games accelerated the regeneration of East Manchester. Its author worked as an Economic and Regeneration Consultant at DTZ Consulting in Manchester. House of Commons (2002) Revisiting the Manchester 2002 Commonwealth Games (House of Commons, Culture, Media and Sport Committee) A report by the House of Commons, which provides information on discussion, concerns and debate during and up to the Commonwealth games. MCC Public/Private Partnerships of the Year (Manchester City Council) Information provided by the Manchester City Council Commonwealth Games unit gives details of the benefits of the Commonwealth Games to East Manchester and the Northwest Region as a whole. The Commonwealth Games partnership was regarded as so successful that it was nominated for the public private partnership of the year. Partnerships were forged between private sector games sponsors and partners, with M2002 and MCC. Passport 2k Final Report This report provides an evaluation of Passport 2k, which was a region-wide out of hours activities programme that aimed to engage socially excluded young people in the Northwest in a variety of activities. These included arts and culture, sports and physical activity, commonwealth, environment, health and jobs, volunteering and future opportunities. Ethnic minorities, young mothers, asylum seekers and young offenders were amongst the diverse groups that the programme aimed to target. East Manchester Sports Action Zone Final Annual Report (July 2003) This document highlights the successes of the Sports Action Zone programme (a long term project to improve sporting provision in East Manchester) and discusses the plans for the remaining three years of the scheme. Supplementary Data Sources used include: Annual Business Inquiry 1999, 2002, Office for National Statistics This is an annual survey of businesses in the UK, conducted by the ONS. It collects accounting and employment information and forms the basis of many national statistical analysis including GVA, productivity etc. It excludes the self-employed. European Cities Monitor (Press Summary) 2002, 2003, (Cushman & Wakefield Healey & Baker) This is a survey of the circa top 500 companies in Europe regarding their location strategy and views on the leading 30 business cities. STEAM 1999-2002, for Marketing Manchester, 2004 The results of the STEAM (Scarborough Tourism Economic Activity Model) commissioned by Marketing Manchester are now available for the Greater Manchester area for the 4 years up to 2002 and thus demonstrate an impact, which can be attributed largely to the Games. United Kingdom Tourism Survey and International Passenger Survey The results of these surveys are available on www.staruk.org.uk, the official website of the UK Research Liaison Group. UKTS is a national consumer survey measuring the volume and value of tourism trips taken by residents of the United Kingdom. The VisitBritain, VisitScotland, the Wales Tourist Board and the Northern Ireland Tourist Board jointly sponsor it. It began in 1989 and replaced the previous domestic tourism survey, the British Tourism Survey Monthly (BTSM). The survey covers trips away from home lasting one night or more taken by UK residents for the purpose of holidays, visits to friends and relatives, business and conferences or any other purpose. Tourism is measured in terms of volume (trips taken, nights away) and value (expenditure on trips). The International Passenger Survey (IPS) is a survey of a random sample of passengers entering and leaving the UK by air, sea or the Channel Tunnel. The survey contains questions about passengers’ country of residence (for overseas residents) or country of visit (for UK residents), the reason for their visit, and details of their expenditure and fares. Manchester: Second City? For Marketing Manchester, August 2002 (MORI) This research carried out by MORI investigated whether the people of Great Britain considered Manchester to be England’s second city. It surveyed a representative sample of over 1,000 adults across GB. Retail Centre Ranking 2002,2003, Experian This survey assesses the vitality of retail centres by combining factors including number and floorspace for multiple retailer outlets, number of service and miscellaneous outlets, floorspace of vacant outlets and number of key retail attractors to arrive at an overall ‘vitality score’. This represents the relative strength of a retail centre and reflects investment in retail and other premises.


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Perceptions of England’s Northwest for NWDA, MORI, 2004 Although conducted to fulfil wider objectives, this survey of residents and businesses in the Northwest region also sought to establish whether the Commonwealth Games were perceived to have had a positive impact on individuals and on businesses. New East Manchester URC website (www.neweastmanchester.com) and New East Manchester Annual Report & Accounts 2002/2003 Provides information on action undertaken in East Manchester together with future plans. NEM Residents’ Perceptions Report 1999, 2002, for NEM Investigates aspects such as crime, access to services and facilities, general attractiveness of the area as well as awareness of the regeneration programmes and the agencies involved. This is based on a sample survey of approaching 1,000 householders of the estimated 13,500 households. NWCC and NWDA (2001) The Cultural Strategy for England’s Northwest (Commissioned by the Northwest Consortium and Northwest Development Agency) This strategy commissioned by the Northwest Cultural consortium and Northwest Development Agency provides details of the aims of the Cultural Strategy for England’s Northwest and its visions for enhancing cultural opportunities in the Northwest. NWDA (2002) Englandsnorthwest: Creative Industries Strategy (Developed by BOP, positive solutions and Theresa Griffin) This strategic document developed by BOP, positive solutions and Theresa Griffin sets out proposals to develop and economy of the sector and proposes procedures by which they hope to achieve their visions and objectives. NWDA (2003) The Strategy for Tourism in England’s Northwest (June 2003) This document describes the strategy planned by the Northwest development agency, which aims to improve tourism and the tourism infrastructure in the Northwest and “create the best tourism offer in Britain.” Guide to Youth Provision in NDC Openshaw, Beswick & Clayton at http://www.gameslegacy.com/cgi-bin/index.cgi/363 This is a report, which provides a list of agencies that are involved in youth provision in the new deal for communities area of Openshaw, Beswick and Clayton. City of Manchester Athletics: The Future : Athletic Opportunities throughout the City (UK Sport, UK Athletics, NWDA)) This report explains how the opening of the Regional Athletics Arena and the implementation of the Manchester Athletics Plan will assist the development of sport in the city. It provides information on UK Athletics and initiatives such as the Manchester schools athletics programme. NWDA Regeneration Prospectus (March 2002) This report looks at regeneration projects around the northwest and their role in neighbourhood renewal. It contains case studies to demonstrate how NWDA and its partners can approach the task of creating economic growth through neighbourhood renewal. New East Manchester Annual Report 2002/2003 (November 2003) This is a report reviews the activities of New East Manchester for 2002/2003. A Tourism Vision for englandsnorthwest Green Paper (October 2002) This is an NWDA 'Green Paper' which explores the issues that face the tourist industry in the Northwest. A Strategy for Major Events in England’s Northwest (March 2004) This strategy provides a framework for the further development of major events in Englands Northwest. New East Manchester Case Study (Tom Russell, Chief Executive of New East Manchester, April 2003) This is a report by the Chief Executive of New East Manchester that explores the issues surrounding regeneration in East Manchester, and outlines their objectives and the progress that the organisation has made in the area. 2.3. Overview of Impact No one can argue that the Manchester 2002 Commonwealth Games did not have real and lasting benefits for the residents and businesses of the region, Manchester and East Manchester in particular, in terms of area regeneration, job creation and the general confidence boost to investment in the area. The ranking and profile of Manchester as a competitive and modern international city has been heightened, with an associated positive knock-on effect across the wider Northwest region. A key feature of the Manchester Games was the integration of the Games event infrastructure (physical, organisational and human) with the strategic framework for the regeneration of the city, and East Manchester in particular. The success of the Games in generating direct and indirect economic and social


14

benefits for the city and the region is a reflection of the commitment of the partners involved, under the leadership of Manchester City Council, to achieving the regeneration aims set out in that strategy. The Manchester 2002 Commonwealth Games acted as a major stimulant for regional partnerships to secure over £600 million of public and private investment for East Manchester. This was a clear accelerant for the redevelopment of the 146-hectare, derelict site that became Sportcity, and for the corridor improvements linking the centre of the city and East Manchester. The investment has had continuing effects as developer attitudes and interest in East Manchester increases. 2.4. Economic Impacts 2.4.1. Employment Creation The investment associated with the hosting of the Games has resulted in direct and indirect job creation as a result of the expenditure within the wider economy. Work undertaken for Manchester City Councili has estimated that some 20,000 additional jobs (direct and indirect) have been generated by the Games. When converted into Full Time Equivalents (FTEs), to take account to the temporary or part- time nature of some of this employment, this indicates that 2,000 new FTE jobs will have been generated in East Manchester, 2,900 in the rest of Manchester, 2,080 elsewhere in the Northwest and 340 new FTE jobs in the rest of the UK. Some 781 of the 20,000 jobs will have resulted from employment with the Games Organising Committee (M2002 Ltd)ii. These included direct employees; those seconded from Manchester City Council and other organisations as well as New Deal placements. A further 8,730 contract staff were employed. New East Manchester (NEM) in partnership with Jobcentre Plus and a range of other public sector agencies worked with Asda Walmart to secure local employment benefits from their new store. A best practice guide was subsequently produced by NEM, and funded by English Partnerships, to ensure that key lessons could be made available to other regeneration projects within the region. Data from the Annual Business Inquiry (ABI) allows us to consider a snapshot of the nature of the employment created in East Manchester during the period 1999-2002. This data is based on a nationwide sample survey and only relates to employed people. It will thus exclude potentially large numbers of self-employed people. We cannot be certain that employment shown as being generated was a result of the Games and its associated regeneration initiatives alone, and thus this can only be used an indication of the impact of the Games. However, we can see in Table 2.1 below that the pattern of change is consistent with the activities that are known to have been encouraged by the Games as there were large percentage increases in construction and in other services. There were large actual gains in the distribution, hotels and restaurants sector (which includes retail employment) and public administration, education and health. The most significant contribution to the growth in this latter group was in education, which accounted for 830 of the new jobs. The majority of growth in ‘other services’ was in recreational, cultural and sporting jobs (200 of the new jobs).

Table2.1: Employment Change in East Manchester, 1999-2002 1999 2002 Change % Change

Agriculture and fishing 0 0 0 0%

Energy and water 0 0 0 0%

Manufacturing 7,150 5,050 -2,100 -29%

Construction 1,510 1,850 340 23%

Distribution, hotels and restaurants 7,230 8,230 990 14%

Transport and communications 1,240 1,190 -40 -3%

Banking, finance and insurance, etc 3,000 3,290 290 10%

Public administration, education & health 12,320 14,090 1,760 14%

Other services 910 1,120 210 24%

Total 33,360 34,820 1,450 4% Source: Annual Business Inquiry/NOMIS (note: excludes self employed)


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Table 2.2 Employment Indicators

Indicators: Source:

• 2,000 new FTE jobs in East Manchester i

• 2,900 new FTE jobs in the rest of the City of Manchester i

• 2,080 new FTE jobs in the rest of the Northwest i

• 340 new FTE jobs in the rest of the UK i

• 20,000 new jobs in total (includes FTE’s and other positions - part-time, temporary etc)

i

• Of the 20,000 new jobs, 781 were employees in M2002 (not FTEs) ii

• 8,730 contract staff (estimate) i

• 10,300 volunteer staff ii

Employment Creation

• 760 FTE jobs at ASDA Wal-mart (included in East Manchester figure above)

i

(For source document reference see end of chapter) 2.4.2. Investment The net additional value of capital investment (at 2002 prices) associated with the Games and the wider regeneration initiatives is estimatedi to be some £670 million. The major investment in event premises and operation contributes £320 million to this total, while a further £225 was spent on other regeneration activities linked to the Games and an additional £125 million invested in transport. The physical investment has included: • Land rehabilitation and assembly for the English Institute of Sport and the ASDA Walmart site (the

enabling works for the Stadium and velodrome development were undertaken as part of the second Olympic bid and are therefore excluded);

• Construction of the Manchester Stadium (£111 million) and English Institute of Sport in East Manchester (£16 million); regional hockey centre at Belle Vue (£4 million) and Aquatics Centre in the city centre (£32 million). Improvements to Heaton Park in Manchester (£1 million) and National Shooting Centre (Surrey) (£6 million);

• Improvements to the access to venues; • Environmental improvements; and • Transport improvements (to underpin the East Manchester development framework). The Games and the development of Sportcity in particular have also been identified as the catalyst for further development interest in East Manchester as rises in value of land and property have improved confidence in investors. Asda Wal-mart opened its 180,000sq ft flagship store in June 2002iii, providing vastly improved shopping in the vicinity of the Games Stadium. Further retail and commercial floor spacei has been completed or is underway in the town centre supporting some 3,800 jobs. Other regenerative impacts centre around the creation of a more sustainable housing mix through new development in the area, thus attracting people to live and work there. In 2002 a developer competition was held by New East Manchester and work commenced on 450 new homes, a new primary school, local shops and community facilities. The first phase of development of the Central Park, which has been encouraged by the Games, will provide over 200,000 sq m of new business floorspace, a four star hotel and facilities for enterprise and learning. ICL Fujitsu is confirmed as a major occupier of this first phase, with their facility alone representing £30 million in investmentv. This together with the associated work in East Manchester, is anticipated to provide for in excess of a further 6,000 jobsi. The public investment in sporting facilities and associated development was matched by private investment in retail, leisure and new housing in East Manchester and the wider area. The current housing programme involves three sites and the building of 2,500 new homes. f:\tprojects\37396tmt_commonwealth_games_benefits_study\draft report\final report\comm games v8 final (200704).doc

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Cambridge Policy Consultants (CPC)i have found that £2.7 million was secured from other funding sources for every £1 million of public investment. As an indication of the scale of investment that took place in the city centre, during the period 2002-2003 the ranking of Manchester City Centreiii improved from 10th in the UK to 5th. Table 2.3 Investment Indicators

Indicators: Source:

• Land rehabilitation and site assembly – £37.5 million i

• Venues - £201 million i

• Access to venues - £1.3 million i

• Transport - £125 million i

• 180,000 sq ft ASDA Wal-mart superstore i

• 22,600 sq m of further retail floor space around Sportcity i

• 15,473 sq m of commercial space at Sportcity i

• Development of 200,000 sq m of floorspace and a four star hotel at Central Park

iv

Investment

• Improvement in City Centre Retail Ranking to 5th in UK (2003) iv

• Total estimated financial investment - £670 million. i

(For source document reference see end of chapter) 2.4.3. Transport A number of transport schemes were brought forward to satisfy the Games requirements while others were unlikely to have taken place at all without the Games. Table 2.4 Transport Indicators

Indicators: Source:

• New rail station and ground interchange at the airport; i

• Quality bus corridors; i

• Refurbishment of Piccadilly train station hall; i

• Completion of Manchester/Salford Inner Relief Road and final link of the M60;

i

• Traffic calming measures on strategic routes. i

Transport

• Metrolink extensions (Phase 3) progressed iii

(For source document reference see end of chapter) 2.4.4. New Business Opportunities MIDAS and SRB NW 2002 implemented an economic programme to maximise the benefits to businesses of the Games. This included support for supply chain development and trade missions to key Commonwealth marketsiv. A business club was set up for the Games and continues to grow, with members from 26 countriesv. Networking events were held during the Games and immediately afterwards. CPC estimatei that some 250 companies should increase their turnover by an additional £22 million as a result of the Games. Although M2002 was a commercial operation and thus did not have a specific remit f:\tprojects\37396tmt_commonwealth_games_benefits_study\draft report\final report\comm games v8 final (200704).doc

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to contract with local suppliers, the procurement department did work with the local supplier network wherever it was appropriate. The Commonwealth Business club has attracted membership from a wide range of UK and international companies. Of a sample of 80 Commonwealth Games Business Club member companiesvi, 20 attributed additional business to their membership. The sums involved ranged from £5,000 to £500,000 and totalled £1.65 million with potential for a further £400,000 in the future. Research undertakenix on behalf of the NWDA found that 33% of Northwest opinion leaders believed that the region had improved as a place to do business as a result of the Games, and 24% of companies in the Northwest believed that the Games had made a positive impact on their business. Table 2.5 Business Indicators

Indicators: Source:

Trade Missions • 13 missions to countries including Malaysia, Singapore, South Africa etc

vi

• 56 events held during the Games with >4,000 attendees i

• £1.65 million of additional business generated in 20 BC members viii

Business Club

• 6,000 members from 26 countries (Oct 2002) i/vii

Post Games Research

• 33% of Northwest opinion leaders believed the region had improved as a place to do business as a result of the Games

ix

• 24% of companies in the Northwest believed that the Games had benefited their business

ix

(For source reference see end of chapter) 2.4.5. Skills Development The Pre-Volunteer Programme, funded through European monies, Central Government’s Single Regeneration Budget, the Learning and Skills Council and the private sector helped develop a national accredited Level 1 qualification in event volunteering specially devised for the purpose of Commonwealth Games volunteers. 19 colleges were involved in PVP across the Northwest and double the target numbers of participants were achieved (see also social impacts)vii. Individuals involved in the organisation of the Games have developed new skills that can be applied to future roles. These skills will encompass the huge range of activities undertaken to ensure that the Games was a success, ranging from strategic event management to large scale hospitality, security, health and safety processes etc. Table 2.6 Skill Indicators

Indicators: Source:

• 6,250 people engaged in the programme across the region x PVP

• 2,250 people gaining Level 1 qualification x

(For source reference see end of chapter) 2.4.6. Visitors to the Games The Games were the largest yet to be held with competitions held for 17 sports, attended by representatives from 72 countries. There was a 20 % increase (to some 5,900) in the number of athletes and officials’ attending the event compared to the previous Games, while the stadium was full for many eventsii. Identifying the exact number of actual visitors is difficult as visitors include the Games Family, VIPs, media, athletes and their team staff/families as well as spectators to the individual events. Visitor stays also varied as some people will have attended a single session or multiple sessions on the same day and a small proportion will have stayed for the whole 10 days. However, ticketed Games sessions are estimated to have been attended by 400,000 peoplei and 2 % of the UK adult population reported that they were a spectator at the Gamesviii, 40 % of whom originated from the Northwest.


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Visitors were also attracted by the parallel activities that ran alongside the main Commonwealth Games such as Cultureshock, the Spirit of Friendship Festival and an integrated events programme that included a variety of events such as Queer Up North and a comedy festival. Three sites in Castlefield, Exchange Square and Great Northern Square were established for live broadcasts of the opening and closing ceremony. These activities are discussed in more detail under the culture sub-section. The Sportcity Visitor Centre was run by Manchester 2002 and staffed by volunteers. Staff helped to promote the Games and gave the public a wide range of relevant information on events, venues, visitor guides and maps, accommodation, local and community information. Table 2.7 Visitor Numbers and Spending Indicators

Indicators: Source:

• £18 million of net expenditure by visitors to the Games i

• 51,251 room nights were sold to accredited persons through 65 hotels.

ii

• 0.8 million tickets were issued for Games events to an estimated 400,000 people.

i

• One million visitors came to Manchester over the 10 days of the Games

ii

• 5,900 athletes and officials from 72 countries ii

Visitors to the Games

• 9,000 visitors over 12 months to Sportcity Visitor Centre

ii

(For source document reference see end of chapter) 2.4.7. Wider Tourism Impacts The Games generated significant media coverage worldwide, which will have a beneficial impact on tourism generally through improved awareness and perceptions of Manchester as a visitor destination. The Games also acted as an additional stimulant for the expansion of hospitality facilities in Manchester and the city centre now has a greater capacity to host additional events, such as business conferences, major entertainment events (e.g. pop concerts) and major sporting events (e.g. national and international championships). The key indicators for tourism impacts are visitor numbers and expenditure (which is also related to the length of stay). Studies undertaken for Marketing Manchesterix have shown that in the period 1999-2002 the value of tourism to the economy of Greater Manchester has increased by 35 %. The total number of visitors increased by almost 10 %, but crucially the higher spending overnight visitors increased by almost 20 %. This is in line with the generally positive trends for Greater Manchester during the period 2000-2002 apparent from national statistical sources, as shown in the following table, which uses data from the United Kingdom Tourism Survey (UKTS) and International Passenger Survey (IPS)x. Table 2.8 Volume and Spending of Tourists to the NW for 2000 – 2002

(Figures shown in millions)

2000 2002 Change 2000 2002 Change 2000 2002 Change UK residents trips UK resident nights UK resident spending

GM 4.7 4.4 -6.4% 11.1 11.9 7.2% 607 736 21.3%NW 14.8 14.5 -2.0% 40.6 39.3 -3.2% 1975 2316 17.3%England 140.4 134.9 -3.9% 439.2 415.8 -5.3% 19890 20788 4.5%

Overseas residents visitors Overseas residents nights Overseas resident spending GM 0.68 0.73 7.4% 4.6 4.5 -2.2% 190 245 28.9%NW 1.32 1.37 3.8% 9.7 9.5 -2.1% 448 466 4.0%England 21.48 20.54 -4.4% 181.1 175.3 -3.2% 11358 10313 -9.2%


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The main findings in Table 2.8 can be summarised as follows: • Greater Manchester experienced an increase of 50,000 overseas resident visits, equal to a rise of 7.3%;

England meanwhile suffered a reduction of 4.4 % in the same period; • Greater Manchester experienced 0.8 million more UK resident night stays, equal to a 7.7 % growth.

This compares very favourably as the Northwest and England actually experienced losses in the number of UK resident stays from 2000 to 2002;

• UK resident spending in 2002 in Greater Manchester had increased by 21.3 % (an extra £129 million), accounting for a large proportion of the increase experienced in the Northwest of 17.3 % (£341 million).

• Whilst overseas resident spending over the period had reduced at the England level by 9.2 % (£1,045 million), it had actually increased across the Northwest by 4.0 % (£18 million) and by 28.9 % or £55 million in Greater Manchester.

Visitorsxi to the main Manchester Tourist Information Centre increased by 10 % during 2002/2003. In the longer term, CPC estimate that an additional 300,000 visitors will be attracted each year that can be attributed to the Games effect. Table 2.9 Tourism Indicators

Indicators: Source:

• 35% increase in value of tourism to Greater Manchester economy (1999-2002)

xii

• increase of 20% in visitors staying overnight (1999-2002) xii

• 7% increase in trips to Greater Manchester by overseas residents and 29% increase in expenditure (2000-2002)

xiii

• 4% increase in trips and expenditure to the Northwest by overseas residents (2000-2002)

xiii

• 21% increase in UK visitor expenditure in Greater Manchester (2000-2002)

xiii

• 17% increase in UK visitor expenditure in the Northwest (2000-2002)

xiii

• 10% increase in visitors to the Manchester TIC i

Tourism

• 300,000 new visitors per annum i

(For source document reference see end of chapter) 2.4.8. Image and Profile The hosting of the Commonwealth Games raised the international profile and image of Manchester and the wider region, generating significant media coverage that is estimatedii to have reached an audience of 1 billion people worldwide for the opening and closing ceremonies alone. Monitoringxii of the press coverage achieved during the Games period identified the equivalent of in excess of £1 million in PR value, through 95 articles worldwide read by an estimated 44 million people. More than half of the articles were in overseas press and no negative coverage was observed. This will be reflected in enhanced investor and business perceptions of the city and the region. Research into the views of leading European companies on the top business locations in Europexiii found that Manchester’s ranking improved from 19th in 2002 to 13th in 2003. This overall ranking reflects aspects affecting business location decisions such as access to qualified staff, markets, internal and external transport links, quality of telecommunications, quality of life for employees and availability and value for money of office space. CPC estimate that some £35 million of additional inward investment will be attributable to the Games over the space of 2-3 years following the event. The profile of Manchester as a place to live has also been boosted by the Games and the ‘buzz’ it helped to generate. On-going research undertaken by New East Manchester includes surveys of residents in the areaxiv. These have shown that in 2002 around 6 out of 10 of the East Manchester residents expressed overall satisfaction with their neighbourhood as a place to live and a further half felt that the area is getting better. This reflects the increased proportions of residents in 2002, who felt that it was easy to get to local facilities and amenities (especially shops, parks, playing fields, a hospital, the nearest train station and sports and leisure facilities) compared to a 1999 survey. As well as improved accessibility ratings for services, actual quality/satisfaction ratings also rose over the period. f:\tprojects\37396tmt_commonwealth_games_benefits_study\draft report\final report\comm games v8 final (200704).doc

Jerry.Bingham

Please refer to UK Sport research (MORI household surveys)

20

The NWDA researchix found that 28% of residents in the region believed that the Games had made a positive impact on their lives, while 73 % believed that it had benefited the region. This post-Games study carried out in 2003 showed there had been a 54% increase in positive perceptions of the Northwest by residents from outside the region compared with a similar pre-Games Survey in 2003. Research undertaken for UK Sportxi found that 68 % of the UK public would welcome the prospect of a major sporting event being held in their region (rising to 73 % in the Northwest), reflecting the views held on the successful hosting of the Games by Manchester. It will also have had a beneficial impact on tourism generally through improved attitudes and perceptions of Manchester as a visitor destination. Research undertaken for Marketing Manchesterxv following the Games found that people in Great Britain perceived that Manchester was England’s second city, ahead of Birmingham. Table 2.10 Image and Profile Indicators

Indicators: Source:

• Audience of 1 billion for opening & closing ceremonies ii

• 95 Press articles worldwide, worth > £1 million xvi

• Manchester perceived as England’s second city xviii

• Improvement in rank from 19th to 13th in European Cities Monitor for business locations

xvii

• £35 million of additional inward investment i

• 73% of residents of the Northwest believe that the Games had benefited the region

ix

Image & Profile

• 68% of UK public and 73% in the Northwest would welcome opportunity to host a future major sporting event in their region

xi

• 54% increase in positive perceptions of Northwest by residents from outside the region

ix

(For source document reference see end of chapter) 2.5. Social Impacts 2.5.1. Pre-Volunteer Programme (PVP) As we noted above, the Games relied on considerable volunteer input to assist with aspects such as event and visitor management. The Commonwealth Games Opportunities and Legacy Board pioneered a programme (the PVP) aimed at ensuring that these volunteers were drawn from groups who would not normally participate in such activities, with a view to improving their skills and confidence, but also encouraging them to volunteer in the future. The programme ran from 1999 to March 2003 and was designed to involve communities from outside the immediate Manchester area in the Games. It was funded mainly through the SRB Round 6 (NW2002), with European and partner funding and was aimed at unemployed young, ethnic minorities and disabled people living in the following disadvantaged areas in the Northwest:

A6 (including Hulme and Moss Side) Bolton Barrow Cheetham and Broughton Blackburn and Darwen Halewood Bury Oldham East Manchester Salford Liverpool Central Tameside Rochdale Wirral Trafford Wythenshawe Speke/Garston


21

The PVP also aimed to improve the employability of participants through boosting their self-confidence and providing them with transferable skills. By December 2002, 160 of the PVP graduates had progressed into employmentx. 2.5.2. Main Games Volunteer Programme The main volunteer programme was responsible for recruiting over 10,000 volunteers to assist at the Games. Of the overall volunteer complement, over half (53 %) came from the Greater Manchester area, with a further 11 % originating from Cheshire and 10 % from Lancashire. While 0.1 % originated from overseas, the remaining 26 % came from other locations in the UKxix. Nearly 70% of participants in the Volunteer programmexvi said that the Games had made them feel more part of the wider community. In addition, almost half felt that they had learned new skills and capabilities through being a volunteer with 18% believing that being a volunteer had improved their chances of employment. 2.5.3. Post Games Volunteer Programme This programme provided opportunities for volunteers to build upon their experience at the Games by participating in further events. It is not however restricted only to people who were Games Volunteers, but welcomes new volunteers. It now works in partnership with United Utilities to offer a placement programme to assist those wishing to use their volunteering experience to move into work. Through the Post Games Volunteer Programme (PGVP), volunteers have been involved in supporting a number of events such as Starball, Skill City and the Irish Festivalxvii. Table 2.11 Volunteer Programme Indicators

• Indicators: Source:

• 6,250 people were involved in the programme x

• Provided 8% of main Volunteer programme requirement xix

Pre-Volunteer Programme

• 160 individuals secured employment as result of the PVP (Dec 2002)

x

• 10,300 volunteers recruited to assist in the Games, 53% from Greater Manchester, 11% from Cheshire and 10% from Lancashire

xix

• 24% had not previously undertaken any volunteering xix

• 6% of the volunteers had special needs or disabilities xix

• 47% of participants learned new skills and capabilities xix

Volunteer Programme

• 20% of participants reported improved chances of employment

xix

• 2,000 volunteers registered for future events xiv

• website established to encourage participation xx

Post Games Volunteer Programme

• 90 events supported since the Games

xiv

(For source document reference see end of chapter) 2.5.4. Sports Hosting the Games required investment in a variety of new or improved sporting facilities, which remain available and thus are enhancing the experience of individuals already participating in sporting activities in the area (see also ‘Investment’ above). This improvement in the range and quality of facilities and thus activities now available will also encourage new participation. Attendance at most of the new facilities provided for the Games has exceeded early targets, with 50,000 new users registered at Belle Vue, the f:\tprojects\37396tmt_commonwealth_games_benefits_study\draft report\final report\comm games v8 final (200704).doc

Jerry.Bingham

The UK Sport Volunteer Survey found that 8% of Games volunteers had been involved in the PVP

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Source: UK Sport Volunteer Survey

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UK Sport Volunteer Survey found that people with disabilities represented 6% of volunteers

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Tennis and Squash Centres during Jan-May 2003xiv. The media coverage also raised the profile of sport, thus encouraging participation. Research for UK Sport has found that 7% of the adult UK population believed that the Games had resulted in a positive impact on their participation in sport, with more adults in the Northwest reporting such an effect (8%)xi. Among children the reported effect was significantly greater. Household surveys conducted for UK Sport by MORI in Greater Manchester, Liverpool, Blackburn and Congleton in Summer 2003 found that, in each area, at least 19% of children aged 6-15 said the Games had had a positive effect on the amount of sport they were playing, with 28% of Liverpool children reporting this effect. The focus for activity was Sportcity in East Manchester encompassing four venues – the City of Manchester Stadium (CMS), National Squash Centre (NSC), Regional Tennis Centre (RTC) and the National Cycling Centre (NCC). To ensure a lasting legacy post Games, the Stadium was designed such that it could readily be modified to accommodate football matches and it became the home ground for Manchester City Football Club in August 2003. One programme delivered as part of the ‘Spirit of Friendship Festival’ aimed at encouraging children to undertake sporting activities was the Talent Camps, a £3m programme delivered nationally by Sport England. A sports festival for young people was held in East Manchester in June 2002. The NW2002 SRB programme also included the ‘Passport’ initiative, which provided some 13,500 young people aged 11-18 throughout the Northwest with access to sporting facilities and outdoor activities as well as cultural activitiesii. Through the Passport scheme, young people have been able to remain involved and engaged, becoming involved in further training and volunteering work in their local communities. Outside these main initiatives, a number of local authorities also organised programmes of sporting activities at their local venues, which were linked to the Games theme to capitalise on the people’s heightened interest in sports at that timeii. On-going research by UK Sport into the sports development impact of the Games will be reporting on case studies of such initiatives in Greater Manchester, Blackburn, Liverpool and Congleton. The development of the next generation of athletes by working through local schools and providing greater access to coaching is one of the most important elements of the Games sporting legacy. The curriculum support website for the region (see Education) included a `Sporting Links' section introducing young people to the various sports featured in the Commonwealth Games with information on local clubs and existing facilities in the Northwestii. Efforts were made to make the sporting events and ceremonies as accessible to all communities as possible, with around 50 % of tickets costing less than £10. While around a quarter of tickets were pre-allocated, the remainder were made available through a ticketing agency, and lotteries were held to allocate tickets for over-subscribed sessions. Free Sportcity Plaza tickets were available to ticket-holders for non Sportcity venues thus giving them an opportunity to see Sportcityii.


Jerry.Bingham

This whole issue is part of UK Sport’s study of the sports development impact of the Games. Details of the initiatives developed and run in Manchester, Blackburn, Liverpool and Congleton will be available shortly.

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Table 2.12 Sport Indicators

Indicators: Source:

New/improved sporting facilities

• Sportcity (East Manchester) i

o New 48,000 seat (football) stadium i

o English Institute of Sport i

o National Squash Centre i

o Regional Tennis Centre I

o Regional Athletics Arena i

• Manchester Aquatics Centre i

• Belle Vue Regional Hockey Centre, Manchester i

• Heaton Park Bowls Facility, Manchester I

• National Shooting Centre, Bisley i

• 10,000 young athletes participated in the Sport England Active Sports Talent Camps

ii

• The National Squash Centre has a citywide programme to introduce 6,000 school children to the sport each year

ii

• 75,000 children from 3,000 schools across the UK participated in 817 mini Commonwealth Games

ii

• 13,500 young people aged 11-18 participating in ‘Passport’ events across the Northwest

ii

Increased participation in sporting activities

• 4,456 young people took part in the 2002 school holiday programmes held at Belle Vue Hockey Centre, the Indoor Athletics Centre and The National Tennis Centre

ii

• A coaching programme for juniors has been established at the National Tennis Centre.

ii

• 50,000 new users registered at new facilities during Jan-May 2003

xiv

(For source document reference see end of chapter)


Jerry.Bingham

Please refer to UK Sport research (MORI household surveys)

24

The following is a list of sports and other venues used for Games events: • City of Manchester Stadium; • Tennis Centre – Sportcity; • National Squash Centre – Sportcity; • National Cycling Centre – Sportcity; • Manchester Aquatics Centre; • Manchester Evening News Arena; • G-MEX Centre Manchester; • Belle Vue – Manchester; • The Forum Centre, Wythenshawe; • Heaton Park – Manchester; • Road Walks Manchester/Salford; • Marathon Manchester/Salford; • Triathlon Salford Quays; • Bolton Arena; • Rivington; • National Shooting Centre – Bisley; and • Training Venues. 2.5.5. Cultural The Spirit of Friendship festival aimed to celebrate the Commonwealth as well as the Games, thus leaving a cultural legacy. It was a nationwide programme, which ran prior to and during the sporting event and had four distinct strands, namely sport, culture, community and education. It set out to communicate the visual and performing arts and cultural traditions of countries in the Commonwealth. ‘Cultureshock’ was a programme of multi-cultural events, which formed a major strand to the Spirit of Friendship festival in the Northwest region. These events included music activities for young people, art exhibitions, workshops and dance based community events, many of which had links to specific Commonwealth countries. The programme attracted participants from areas where there is a traditionally low attendance at arts events with 1 in 6 attendees being first time visitors to Manchesterxiv. The Cultureshock programme has been subject to an independent evaluation, and the main conclusions were as follows: • An innovative and distinctive arts festival was delivered; • The programme was culturally diverse; • The cultural programme formed part of the Games experience for many visitors; and • International partnerships were developed through the programme. ‘Let’s Celebrate’ was a longer term initiative aimed at encouraging the development of skills in processional and celebratory arts, which could be applied to other events, beyond the Games programme. This was intended to build the capacity of South Asian, African and African Caribbean Communities in the Northwest. Festival Live was the programme of street entertainment and large live sport on giant TV screens and ceremony coverage which took place in Manchester city centre, on the Sportcity Plaza and in the Commonwealth Games Village during the 10 days of the Games. The use of the screens to show live action in the city centre at Piccadilly Gardens and Exchange Square effectively turned these locations into venues in their own right, allowing people to ‘participate’ in events including the Opening and Closing Ceremonies as well as the sporting action. The Passport scheme also provided young people with access to arts workshops and cultural activities such as an introduction to the Chinese culture with Manchester’s Chinese Art Centre.


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Table 2.13 Cultural Indicators

Indicators: Source:

• >2,000 events nationwide under Spirit of Friendship umbrella included >200 events in Northwest through ’Cultureshock’

ii

• 38,000 spectators at the Opening and Closing Ceremonies with an audience of 20 million for the BBC broadcast in the UK alone.

ii

• Audience of 1 billion for worldwide broadcasts of Opening and Closing Ceremonies

ii

• 10,000 cast members for Opening and Closing Ceremonies ii

• 60 East Manchester residents took part in Feast of Delight Parade ii

Participation in Cultural Events

• 13,500 young people participating in ‘Passport’ events

ii

(For source document reference see end of chapter) 2.5.6. Education The Commonwealth Games provided an opportunity for school children and teachers to study a major sporting event. Every school in the UK received a Commonwealth Games Education Pack as part of the Spirit of Friendship Festivalii. In the Northwest a website was established delivering an imaginative on-line Commonwealth Curriculum Packxviiisupported through the SRB programme. A specially commissioned DVD featuring comedian Johnny Vegas was commissioned through the SRB programme, containing six thought provoking and inspirational films which could be used to provide stimulus for discussion and research across a range of curriculum areas including, PE, History, Geography and Citizenship. The Youth Sports Trust ran a programme (TOP Link), which promoted leadership skills in young people aged 14-19 by enabling them to organise sports events in primary schools (the ‘mini’ Games – see Sport above).ii

Other education related impacts were experienced as a result of the Commonwealth Games, for example teachers from Stockport visited schools in Malaysia as part of a Commonwealth Games friendship link, to compare teaching methods here and in Malaysia. Their mission was also to foster relations with educational contacts in a bid to set up permanent links between schools in Malaysia and Stockportii. There was investment to upgrade the physical infrastructure at Manchester University’s Fallowfield campus, which provided one of the three Games villages. The development of MISPA (the Manchester Institute for Sport and Physical Activity) by Manchester Metropolitan University has been supported by the Games Legacy programme. It aims to develop further the links between sport, education, health and employmentxiv. Table 2.14 Education Indicators

Indicators: Source:

• 700 young people from various high schools in Manchester were involved in special project work associated with the Games.

ii

• Commonwealth Games Education Pack issued to > 30,000 schools across the UK

ii

• Almost 250,000 visits to www.ccp2002.com July-Sept 2002 i

Promoting Educational Activities

• Establishment of MISPA at MMU

xiv

(For source document reference see end of chapter)


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2.5.7. Health Alongside the activities aimed at increasing participation in sport, which will have contributed to some general improvement in the health of the population, specific links were also made between the Games social legacy programmes and projects aiming to build the capacity of community health initiatives across the northwest regionxix through the Northwest Healthier Communities programme. It has forged links between sport and health in regeneration activities in the region and has helped develop networks and provide advice and guidance on delivering community health programmes. This enabled participants in healthy living programmes such as those run by Age Concern and youth and disability groups to participate in and attend events as part of the Games. Members of Community Groups participating in the Health Challenge Awards scheme which recognised the achievements of those groups working to improve the health and well being of local people were also able to attend Games events. In total 12 organisations in the region are using the NW Healthier Communities tool-kit as a development/performance measure. Table 2.15 Health Indicators

Indicators: Source:

• >900 tickets distributed to community organisations through the NW Healthier Communities Programme

xxii

• 400 voluntary/community groups in NW supported by Healthier Communities Programme

xxii

• 12 Regional organisations using the NW Healthier Communities Tool Kit

xxii

Promoting health benefits of sport

• Health Challenge Award winners attending Games events

xxii

(For source reference see end of chapter) 2.5.8. Environmental Impacts The Games resulted in a variety of improvements to the environment, focussed around the ‘Look of the City’ initiative. These included physical improvements to major routes into and around Manchester, particularly along the routes to the stadium and Sportcity from the city centre. These ranged from infrastructure improvements, to horticultural displays and provision of banners and flags. £24 million was invested in the Ashton canal corridori. City link was a two kilometre pedestrian route linking the city centre to Sportcity, which proved to be a great success, especially on egress with an average of 5,000 people using it at the end of each session. A £200,000 fund was made available for small-scale environmental enhancements, which had a positive overall impact on the visual appearance of East Manchesterii. The NEM took a proactive role, for example, when owners of neglected sites failed to respond to written correspondence and improve the condition, the local authority then imposed environmental enhancements on land and property such as new boundary treatments, signage and planting. Public art was increased in East Manchester as a result of the Games. The efforts focussed on temporary works such as floral images and artwork developed from a range of community organisations specifically to welcome visitors to Manchester. ‘The Runner’, a major piece by Colin Spofforth, provides a permanent commemoration of the Games on the Sportcity site. A new work for the stadium has also been commissioned by NEM, named ‘B of the Bang’iii. Table 2.16 Environmental Indicators

Indicators: Source:

• £24 million in Ashton Canal Corridor Improvement iii

• >85 hectares of derelict land reclaimed i

Environmental Improvements

• Permanent public art installations

iii


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2.5.9. Limitations with Data A key issue in considering the impacts of a large event such as the Commonwealth Games is the geographical area of the evaluation. Inevitably, as the area of study increases, there will be a reduction in the confidence with which impacts can be attributed directly to the event rather than other initiatives that may well be tackling the same issues. For example while the NEM research has monitored the specific changes in resident skills levels in the regeneration programme area (which has itself changed during the life of NEM), there has not been any comparable research undertaken at the Greater Manchester or regional levels, but it may not be appropriate to attempt to attribute changes in skills levels at the regional level to the Games effect. 2.5.10. Key Knowledge Gaps From our review to date, areas where it appears that intelligence is lacking include:

• Participants in the wider events programme, especially cultural – these are difficult to estimate as many of the events were non-ticketed and took place in ‘venues’ including the outdoor arenas where it is not possible to count the individuals who attended. Also the longer term benefits to participants in the cultural programmes in terms of awareness, personal confidence and other skills etc.

• Longer term impact on the cultural sector - updating of Regional Cultural Audit report to cover the (post) 2002 period will address this to an extent, but will still require work to assess the extent to which change might be attributable to the Games.

• Information on ’investment’ focuses on the flagship schemes, mainly venues used to host the Games, strategic infrastructure and the major regeneration projects in East Manchester. This does not therefore reflect other investment, especially by businesses, which is likely to have been stimulated by the Games taking place. For example, anecdotal evidence points towards an increase in the numbers of bars and restaurants in the city since the Games, which will in part reflect longer tem market trends. However, views have been expressed that the Games was a catalyst to such investment, but there is relatively little substantive assessment of the scale of this investment.

• Visitor surveys during and after the event, to identify the influence that the Games had on people’s decision to visit, together with data on length of stay, expenditure etc. The results of such an exercise could have been applied to visitor statistics collected locally/regionally/nationally to estimate the overall event impact rather than resorting to utilising standard sources, or research from elsewhere.

• Evidence of a change in business/investor perceptions of Manchester from outside the region, which would require pre- and post Games surveys (as were carried out more generally for residents of the UK and for residents and businesses in the region).

• Experience of M2002 employees’ post-Games and extent to which the skills developed have been applied since.

We acknowledge that given the scale of the event and its component parts, there may be research and intelligence that addresses these gaps, but which has not been brought to our attention. Source References: i The Commonwealth Games 2002: A Cost and Benefit Analysis - Final Report for MCC, April 2002 and Executive Update December 2002 ii Manchester 2002The XVII Commonwealth Games - Post Games Report, Dec 2002 (Post Games Report Team) iii New East Manchester Annual Report & Accounts 2002/2003 iv Retail Centre Ranking 2002,2003, Experian v New East Manchester URC website (www.neweastmanchester.com) vi Commonwealth Economic Benefits Legacy Report, for MIDAS vii MIDAS website (www.manchestercalling.com) viii Evaluating the Commonwealth Games Business Club, for Chamber Business Enterprises, Dec 2003 (PAWA Consulting) ix Perceptions of England’s Northwest for NWDA, MORI, 2004 x The XVII Commonwealth Games Pre Volunteer Programme Executive Summary, December 2002 xi UK Sport/BMRB Omnibus Survey, March 2003 xii Scarborough Tourism Economic Activity Model (STEAM), 1999-2002 for Marketing Manchester xiii United Kingdom Tourism Survey and International Passenger Survey, 2000-2002, available on www.staruk.org.uk, the official website of the UK Research Liaison Group. The group is made up of representatives of the national tourist boards for England, Scotland, Northern Ireland, Wales, Britain and the Department for Culture, Media and Sport xiv The First Anniversary of the Manchester Commonwealth Games for MCC, CPC, July 2003 xv Evaluation of impact of PR for Commonwealth Games for Northwest Hub Team and Northwest Tourism, Mantra International, 2002 xviEuropean Cities Monitor (Press Summary), Cushman & Wakefield Healey & Baker, 2002, 2003. xvii NEM Residents’ Perceptions Report 1999, 2002, for NEM xviii Manchester: 2nd City? Research Study for Marketing Manchester, MORI, August 2002 xix Sports Development Impact of the Commonwealth Games: Study of Volunteers, for UK Sport, International Centre for Research & Consultancy for Tourism and Hospitality Industries, Manchester Metropolitan University, 2004


xx Post Games Volunteer Programme website (www.pgvp.co.uk)

28

xxi Manchester 2002 - The XVII Commonwealth Games website (reference version at: http://213.131.178.162/Home/) xxii Northwest Healthier Communities Programme Final Report (www.gameslegacy.com)



3 PLANNING AND OPERATING THE GAMES

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3. Planning and Operating the Games

3.1. Introduction Manchester was awarded the 2002 Commonwealth Games in 1995. The former Great Britain Sports Council and the British Government supported Manchester City Council and the Commonwealth Council for England in their bid. The 2002 Commonwealth Games took place for ten days from the 25th July 2002 to the 4th August 2002 in Manchester. It was held in the same year as other high profile events such as the World Cup and the Queens Golden Jubilee. 17 sports were represented with 3,690 athletes participating from 72 nations. In this Chapter we describe lessons learned during the planning and operation of the Games, which could be applied to other events. We focus both on the successes associated with the Games, and areas for improvement suggested by stakeholders and included in the literature on the Games. The findings are presented under the following main headings: • Planning for success; • Setting Objectives; • Structure, Management and Staffing; • Finance, Procurement and Risk Management; • Commercial Activities; • Communications and Media; • Operations (technology, transport, security etc); and • Associated Events. 3.2. Planning for Success In the early 1990’s when preparing the bid for the Games, Manchester City Council and their partners recognised the urban regeneration potential in hosting a major international event. They were aware that hosting the Games would help to speed up the proposed regeneration of East Manchester and bring associated benefits such as new jobs and increased investment in the region. The Games would also provide the opportunity to develop effective partnerships between Central, Regional and Local Government and the private sector. It was also recognised that by hosting a major international event the facilities and infrastructure created (such as the new City of Manchester Stadium) would be of regional, national and international importance. These would provide a lasting legacy in the Northwest, and a key component in planning for the Games and to create this legacy was to make sure plans were in place for the continued and commercial use of facilities after the Games. The bid for the Games was therefore set within a long term, strategic framework, which would harness the key economic assets and opportunities in the region, and this approach in turn commanded the confidence and support of all key partners. These factors were realised in the successful delivery of the Games with the resulting economic and other benefits eventually exceeding expectations. It is important to note that this strategic approach to the Games outlined above would prove hard to replicate elsewhere, as only a few locations within the UK, let alone the Northwest, have the capacity (in terms of facilities, space, etc) to deliver events of regional, national and international importance. However key lessons learned are that setting a major event in the context of a regeneration programme has significant benefits and generates stakeholder and public support, and that a strategy is needed for the future commercial use of new facilities. Once the bid had been won, planning for a successful event continued under the strategic direction and leadership of Manchester City Council (MCC). MCC was to be the ultimate guarantor of the Games, whilst leading and driving forward the delivery process. Manchester 2002 (M2002), the Games Operating Company, was established to help deliver the Games. A Co-ordinating Committee chaired by MCC was set up to help plan for a successful Games, and this enabled relationships to be developed between MCC, M2002 and other stakeholders ranging from Central Government to the Police. The Co-ordinating Committee commissioned work to identify the critical success factors in relation to the delivery of the Games. This workstream, which involved all functional team leaders and key partners, established quality benchmarks and indicators against which to test and track planning arrangements and resource allocations. This framework also became the performance management system for M2002 and all the stakeholders who would be involved in the delivery of the Games.


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Key critical success factors can be summarised as follows: • The vision. The need to have clear objectives, agreed outcomes and a ‘fit’ with local, regional and

national strategies; • Develop and set up the partnerships required to deliver the event; • Skilled financial control and accountability, to ensure value for money and to generate income and

profits; • Strong leadership; • Recruit teams with specialist skills (eg with the ability to raise sponsorship); • Develop and promote an inclusive approach; • Attention to detail. Key elements of the success of the Games were the attention paid to ensuring

transport to and from the Games was effective, that entertainment was provided on routes, and high levels of contingency planning across functional areas;

• A robust performance management system, to ensure delivery to agreed outcomes; and • A desire for success. All involved in the Games from the Council to local residents wanted it to be a

success. The Co-ordinating Committee also devised a risk management matrix that identified areas of risk and potential pressure points, whilst ensuring the early resolution of these issues. These actions were critical to the strategic planning for the Games in the 6-9 months period before the Games started. The role of the MCC Co-ordinating Committee therefore set the basis for ensuring that M2002 remained accountable and to ensure that effective partnerships were in place for the event, and this is an approach strongly recommended in planning for any other events. Another lesson learned from the Games was that organisational management needs to buy into the planning timetables to ensure effective programme management, and that these timetables should not change significantly within six months of the event. A key to both planning and then operating a successful event is to have a strong management team. This should have strong leadership, financial, commercial and operational skills, and be operating within a culture of achievement against defined performance standards. These were key characteristics of the management team that planned and ran the Games, and all details on their skills and experience are given in the following sections. Based on lessons learned during the planning of the Games, a benchmark-planning model was developed by KPMG as part of a review of the Games conducted in December 2002 for DCMS, Sport England and Manchester City Council. This is presented in Figure 3.1, and it shows a broad timetable and the main actions required to move from planning to successful delivery of the event. In the following sections we describe some of the key elements of this process and lessons learned which could help inform the approach to other events. 3.3. Setting Objectives The original objectives for the Games were as follows: • To deliver an outstanding sporting spectacle of world significance, celebrating athletic excellence,

cultural diversity and the unique atmosphere of the “friendly Games”; • To deliver a successful Games on behalf of all competitors spectators and stakeholders; • To leave a lasting legacy of new sporting facilities and social, physical and economic regeneration

(particularly around Sportcity in East Manchester); and • To set a new benchmark for hosting international sporting events in the UK and the long-term benefit

they can generate for all those involved. These objectives were refined in discussions between the strategic and funding partners to the following: • To position the UK as a centre of international sport and to demonstrate the UK’s ability to host a

major international sporting event; • To view the Games as one means to strengthen sports participation at all levels; • To strengthen the economic and social capacity of Manchester and the Northwest region, recognising

the importance of capturing maximum benefits to justify the significant capital investment in facilities; • To advance policies for greater social exclusion, promotion of diversity, access to sport and

volunteering; and • To showcase Britain internationally and to raise the profile of the Commonwealth. The revised objectives provided more of a focus on promoting an inclusive Britain and emphasised the international focus of the Commonwealth Games. The main lesson learned here is to set objectives for the event which reflect the extent of the anticipated impact of the event. For example, decisions have to be made about whether the event should have a national and international focus, and if this is required then early dialogue will be needed between the event organisers and Central Government to agree on the event and legacy objectives. This will help generate Central Government support and allow for greater justification of any requests for funding.


32

3.4. Structure, Management and Staffing A clear operating structure was developed for the delivery of the Games and the interfaces required between partners, and this combined with effective management and staffing contributed to the success of the Games. The Games also had an ambitious volunteer programme, which provided additional resources. We now describe the lessons learned from these successes and areas for improvement that might apply to other events. 3.4.1. Structure Under the leadership of Manchester City Council (MCC), M2002 had a small core management team, which formed the Games operating committee. This team had a Chief Executive and three senior staff each responsible for the operational, financial, commercial and creative requirements of the Games. A number of Directors then had responsibility for divisions in each key functional area (transport, security etc). For each functional area there was a decision making group and a number of working groups charged with implementing decisions made by the core management team and directors. A finance committee was established with the responsibility for the oversight of the Games financial and human resource budgets. The operations division itself was divided into functional areas such as security, event services and transport. This structure has since been applied (in slightly modified formats depending on the nature of the event) for the Champions League Cup Final Event and the Spring Labour Party Conference (both in Manchester), and our research has shown widespread support for this structure from staff involved in the Games at all levels. Staff have said they were clear about their roles and responsibilities, and the approach of the management team and the clear structure seems to have contributed to a feeling that ‘everyone was part of one big team’. Other factors contributing to the success of the structure were that most Directors were located in the same office, and there were regular meetings every morning just prior to and on each day of the event to agree operational issues. The small number of staff in the core management team, combined with small numbers of specialists in each functional area, contributed to quick decision-making, an essential pre-requisite of any event. The management structure of the operating company is presented in Figure 3.2, and we have removed specific references to the Games to show that this is a structure that could be applied to other events. Originally, the structure did not contain a Chief Operating Officer, but this role was created and also became necessary to ensure that all functional areas were communicating with one another. It should also be noted that additional roles and function areas might need to be added to reflect the objectives of the event. For example a key objective of the Games was to help promote an inclusive society in the UK, and some stakeholders argued that a Director and team dealing exclusively with this area might have been added to the management team. In Figure 3.2 we have added a link between the Operating Group and those who were dealing with associated events and legacy at the Games. The associated events were arts/cultural events and there was also a legacy board, and these links were in place before and during the Games. 3.4.2. Partnerships There were three core stakeholder groups that worked in partnership with the M2002 organising committee in the seven years leading up to the Games. These key stakeholder groups were strategic and funding stakeholders (Manchester City Council (MCC), Department of Culture, Media and Sport (DCMS) and Sport England), Operational Stakeholders (e.g. GMPTE, Police), and Regional Stakeholders such as the Northwest Development Agency (NWDA). Marketing Manchester hosted Visit Britain and Culture Shock. Central Government had an active role in supporting the Games. There was a dedicated Commonwealth Games team within DCMS, and Government Office Northwest seconded a dedicated post to the Games/DCMS Central Government team based in Manchester. The management structure shown in Figure 3.2 provided external partners with formal communication mechanisms, and made it clear with whom they needed to communicate in a particular functional area. A multi-agency approach was essential for the successful delivery of the Games, with clear interfaces and the need for relationships to be developed between the management team and external key agencies. The Games was essentially run as a successful private and public partnership. MCC provided the lead on the strategic direction of the Games, the development and co-ordination of external public sector partnerships, and in much of the work associated with the legacy of the Games such as the regeneration of east Manchester (covered in a later section). This allowed Manchester 2002 to concentrate on organising the Games and arranging the commercial activities, tasks it could be argued they would be more suited to than dealing with wider strategy and legacy issues. A similar public/private partnership would be recommended for other major strategic events, but with the public sector organisation acting as the main guarantor of the event.


33

Figure 3.1 A Benchmark Planning Model

PERIOD 1 PERIOD 2 PERIOD 3 “Understand the product” (strategic planning) “Develop operational plans” (move from strategic to tactical

planning) “Test, refine and deliver”

• Define aim and set strategy consistent with this (this process should involve all key stakeholders in order to provide consensus as a basis for future planning).

• Gain, buy-in of all the key stakeholders, and of national and international bodies

• Ensure all plans for capital projects are agreed and financed with early completion dates

• Appoint strong operational leadership to drive the planning process and delivery. Ideally, develop an appropriate operational management structure to ensure consistent planning and good communication. Relevant experience is key

• Ensure that the process of change from a bid group to an Operations Committee is managed effectively

• Set a detailed planning and delivery timetable to provide structure and focus for the organisation

• Assess the skills mix required for the different planning and delivery stages. Recruit appropriately ensuring early joiners and understand the need to vary and enhance the skills mix over time

• Undertake a rigorous risk assessment • Only try to address long lead time issues in detail at

this stage • Preliminary budgets at this stage should reflect the

early stage of planning and high level of uncertainty and include significant contingency.

• Consider the projected legacy benefits and agree arrangements to ensure they are captured

(suggested timescale:3-4 years to 2½-2 years out

• Ensure that aim, strategy and planning timetable are communicated to operational management and their commitment to the strategy and process is achieved

• Set scope and service levels (core deliverables) for the entire organisation ensuring that scope if appropriate to strategy and consistent across functional areas and venues (and that Funders are involved in this process to approve an appropriate budget)

• ‘Experts’ should be involved at this stage (including sports experts). This should ensure that a reliable scope is created early in the planning process

• Employ key staff and ensure good communication and financial accountability with devolved management

• Develop plans to deliver the agreed scope and service level and further develop the budget to match (again ensuring funder buy on). Ensure that all functional area and venue planning focuses on the core deliverables and Critical Success Factors and that there is cross-pollination between functional areas and venues.

• Ensure that the decisions made at this stage are appropriately influenced by operational advice and not excessively by financial or other factors, within the bounds of the agreed scope and service levels.

• Consider nice to haves only once core planning is substantially complete and the relationship between the budget and core deliverables is fully understood. Do not attempt to perfect’ plans too early

• Ensure that a strong contract management team is in place and key contracts signed early

• Ensure that the process of change from a planning vehicle to a delivery team is managed effectively

• Ensure the legacy organisation is in place and appropriately resourced. Prepare any baseline studies and agree nature of any longitudinal monitoring.

(suggested timescale: 2½-2 years to 6 months out)

• No significant planning changes should occur in this period except emergency actions or responses to unforeseen situations

• Run test events, planned to mimic as closely as possible the real thing and to test core deliverables. Build in time to distil the lessons from these events and feed them into the refinement of plans

• This should be a period of refining detailed plans in a venue based environment

• Host the event, ensuring in advance that appropriate authority and communication lines exist within the organisation, and with partners, to provide flexibility and responsiveness to changing situations at Games time

• Evaluate the legacy benefits secured and leave in place resources to capture and measure downstream benefits.

(suggested timescale: 6 months out to post Games)


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A key element in organising any event is to recognise the links and needs across and between functional areas (transport, security, media etc) and to then get stakeholders with the skills in these areas communicating and working to an agreed plan. A Chief Operating Director was appointed to this role. 3.4.3. Management A team of dynamic people were recruited to form the core management team. They had the drive, leadership, communication, creative and management skills and stamina required to manage the delivery of the event. ‘These high quality people were responsible for the success of the Games…whatever the structure, procedures, planning, without decent people it would not have been a success’ The management team is shown in bold in Figure 3.2. These people each had expertise in, and a good appreciation of, one or more of the functional areas required to deliver the event (finance, procurement, sponsorship, technology etc). They had contacts with key people (Cabinet Ministers, Heads of Broadcasting etc) whose support and financial commitment were required for successful delivery. This was essential to help secure support and funding for the event, which is discussed in Section 3.5. Other qualities were considered to be an ability to make quick decisions, attention to detail and to have a flexible approach to working. ‘They needed to do deals, challenge and change council procurement procedures that would delay the process and generally cut through red tape and make fast decisions. It is a different way of working, involving a lot of risk taking’ It is important to note that some people in this core team were replaced in the planning period up to the Games with people who were more suitable for the role, and that recruiting the final team was difficult given that people with all the required qualities were not easy to find. Head hunting, with higher than average salaries and incentives to remain in post, was required. This team introduced a strong performance management culture, which was essential for successful delivery of the event. ‘There was no room for slackers. They had to be identified quickly and changes made if needed, and this is why performance monitoring was critical’ 3.4.4. Other Paid Staff People with specialist skills in each functional area (transport, technology etc) were recruited, and the quality of staff recruited in these areas is shown by the fact that there were some groundbreaking successes such as new technology achievements, high use of public transport to and from the Games etc, and these are described in later sections. A staff motivation and retention plan was prepared for most function areas as it was important to retain staff until the end of the Games and in some cases for a short period beyond. This made termination bonuses a key requirement. Approximately 1000 paid staff worked on the Games, and most of these were seconded from Manchester City Council (MCC). This had the advantage in reducing the scale of difficulties associated with recruitment and retention. It seems that most seconded MCC employees felt they benefited from their involvement and enjoyed the experience. A significant proportion of paid staff were from Australia, either working for the major event organising companies contracted to the event such as Jack Morton, or employed directly by M2002. This was mainly a legacy of the success of Sydney 2000, which set new standards and high levels of expectation for the Games to follow (a common observation was that the next event always needs to be better than the previous one). It was widely recognised at the time that these people had the expertise required to help deliver the Games, and that a successful event could not have been delivered without their assistance. Some stakeholders argued that too many people were recruited and/or hired as consultants from abroad, and that more people from the Northwest and the rest of the UK should have been appointed. However it is important to note that at the time of the Games there were few people with the ability and confidence required to plan for and host such a major event as no one had run an event of this scale before in the North West. However, UK based staff who worked on the event have learned from the experience and many are now confident they could deliver a similar size of event without significant help from abroad. 3.4.5. Volunteers The use of volunteers played a central role in making the Games experience a positive one for participants and visitors alike. All stakeholders agreed that the volunteer programme was a major ‘public relations’ success, in that it helped to promote a positive atmosphere, generated more public interest in attending the Games and/or visiting the city, and contributed to the inclusive approach of the event.


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Figure 3.2 Event Organisation

Associated Events Operations Group Legacy

Finance Director

Creative Director

Chief Operating Officer

Shaded positions indicate members of senior Management Team for Operations Separate but linked structures required for Associated Events and Legacy

Technology Director

Relationship Management

Systems Integration

Technical Operations

Training & Help Desk

Commercial Director

Ticketing

Merchandising/ Licensing

Sponsorship & Sponsor Services

Marketing

Hospitality

Brand Protection

Workforce Director

Buildings

Uniforms

HR

Volunteers

Activity Director

Activity E.g. Sport

Operations Director

Fit Out

Event Services

Catering, Cleaning &

Waste

Accreditation

Security

Transport

Venues Director

Health / First Aid

Catering

Accommodation

Access

Venues

Communications Director

Promotions / Website & Public

Info

Media Services

Public Relations Finance

Risk

Broadcast

Procurement

Legal

Chief Executive


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It was widely recognised that the volunteers employed during the Games provided a good interface with those visiting the venues and other members of the public walking though the city. They were friendly, welcoming and helpful, and the media became interested in ‘human interest’ stories relating to individual volunteers, and they were stimulated by events used to publicise the roles of the volunteers such as the pre-volunteer graduation ceremonies and the pre-Games volunteer training night at the MEN Arena involving a number of celebrities. There was also an economic benefit in using volunteers, as their use reduced the level of paid staff required. Local arrangements were made with Job Centre Plus to allow social security claimants to act as volunteers, and this was another example of a case where standard procedures could be relaxed for the benefit of the Games. Some volunteers acquired qualifications as a result of the Games that can be used when applying for paid positions. Most stakeholders had suggestions about aspects of the volunteer programme that might have been improved, and these are summarised below. • The volunteer uniforms received some initial negative media coverage, but this gave some publicity to

the programme, and they made volunteers instantly recognisable. Post Games they sold for sizeable sums as collectables on the Internet;

• Some M2002 members felt volunteers were often ‘in the way’ during the event, and they preferred to use paid staff;

• There were sometimes difficulties matching volunteers to appropriate tasks, and it was felt this was because not enough was done to take their skills into account when planning tasks;

• Volunteers were not asked to undertake multiple roles which limited their use at times, resulting in some feeling they were unused; and

• Although a database of volunteers was compiled, there have been some data protection difficulties in interrogating it since the Games. However, there are now 2,000 volunteers on the Post Games Volunteer Database, and volunteers on this programme have since been involved in 90 events.

It was recommended that with any future recruitment of volunteers, more thought should be given to how the information collated on the personal characteristics and skills of each volunteer will be used. It was also suggested that data protection issues and future access requirements for the database need to be addressed at the volunteer planning and recruitment stage. 3.5. Finance, Procurement and Risk Management 3.5.1. Finance The early planning and budget setting was undertaken by those with experience of other major events, however, the funds eventually required well exceeded the estimates. Four main reasons were given for the event costs exceeding budget: • Other more recent international events had raised quality expectations above those set at the bidding

stage; • The advent of 9/11 increased security costs; • Many types of costs were not accounted for during budgeting (e.g. training in use of equipment, ‘hidden

costs’ such as police costs, the need for sterile security locations); and • General lack of experience in delivering an event of this size. It was suggested that those who worked on the Games would now be able to set more accurate budgets based on their experience, and that more accurate estimates could be provided at the bidding stage for other events. A lesson learned was that consultation with key stakeholders, for whom there would be finance, personnel and resource implications associated with the event (e.g. all emergency services), needs to take place at an early stage. Manchester City Council were the guarantor of the Games and therefore the agency with the obligation with their strategic partners to deliver the Games. It was therefore to be a national event, but in the early days of planning it was very much Manchester’s’ Games, with the event strategically linked to the regeneration of East Manchester. Central Government supported the event due to its national focus, but were unwilling to provide a significant level of funding during the planning stage. However, as funding requirements and quality expectations increased, and confidence in the ability of Manchester to deliver a successful event grew, then central government became more willing to provide additional funding. During the course of the Games, high quality presentations were required to the funding panel to help justify requests for money. It was suggested that the panel needs enough advance warning about costs, and that an open, up-front and honest approach to the funding panel was required. There was a perception that there had been a lack of funding for many of the planned cultural, arts, sport, youth, social development and other programmes associated with the Games. Most felt Central Government did not recognise the importance of these associated events, and that more funding could have been raised if more dialogue had taken place with Central Government about their objectives and the costs involved.


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3.5.2. Procurement The procurement and legal processes were complex, and this is demonstrated by the fact that a legal team was in place 5 years in advance of the Games and that 577 contracts were required to deliver the Games. Based on these experiences, the main lessons learned from the Games were as follows: • A need to make early contact with local authorities and other public sector bodies to understand

timetables for statutory processes, which can impact on delivery; • Council procurement procedures needed to be modified and simplified to allow for quick purchasing

decisions; • The decision to procure venues through the public sector was thought to be correct, providing the

required balance between temporary conversion of existing premises and long-term use of facilities; • Better procedures were required to ensure quick sign off of contracts, as delays in signing contracts can

jeopardise the delivery of many services; • The need to prepare a matrix of contracts to identify overlaps in provision; and • To prepare guidance and checklists for those issuing and requesting tenders. A frequent response was

that many contracts were let without consideration for issues such as training in the use of equipment, costs of maintenance etc, and that this has unplanned for cost and resource implications

3.5.3. Risk Management Risk management was thought to be a successful element of the Games with most risk assessments completed six months prior to test events. Although not done as frequently as most stakeholders would have liked, piloting approaches on smaller events prior to the Games, and test events prior to the main event (e.g. ceremony rehearsals, technology and people testing etc) were important to the successful delivery of the Games. These test events were used mainly to test venues for the first time, equipment and other items, and also to test previously untried staff (mainly those seconded from MCC) in real time scenarios to see how well they would react on the day of each activity. They were also essential in ensuring that estimated staffing levels were correct. Some of those involved in the event operation felt they had undertaken activities with high risks attached that were necessary for the successful delivery of the Games, and that some of these might have had serious security, health and safety and other implications, and have resulted in negative media. ‘You have to take risks that other people would not in their normal type of work, and this requires people with certain abilities’ It was agreed that many risks could be reduced with more advanced planning and communication with stakeholders, but that such risk taking is still an unavoidable element of most events. 3.6. Commercial Activities 3.6.1. Introduction There were two main successful commercial activities; ticketing and sponsorship, and these are discussed in the next two sections. A final section covers issues relating to branding and other marketing of the event. 3.6.2. Ticketing The ticketing strategy resulted in 90% of the seats available for the Games being occupied and in venues being full for most events, which created a good atmosphere in the stadium and it was felt this contributed to many athletes achieving personal bests. This success generated business interest in taking hospitality for the Games. A key element of the ticketing strategy was fair ticket prices. Half of the seats cost less than £10, and the cheapest was £5, and it was argued that these prices were in reach of most households. However, for those unable to purchase a ticket, or non-sports fans who wished simply to share the atmosphere, big screens were placed in squares around Central Manchester showing the event, and this helped contribute to the inclusive approach of the Games. The relatively low-ticket prices meant a large number of tickets had been sold prior to the event, and this increased confidence that the event would be a success. To promote further ticket sales, media and public interest was generated by TV advertising whose theme was to encourage a party atmosphere, and through a ticket lottery. It is important to note that these campaigns resulted in phone lines becoming jammed as people tried to get tickets and that this received some negative coverage in the media. Those involved in these campaigns argued that this was in fact positive media, as it resulted in greater demand for tickets. It created a perception that tickets were scarce which in turn resulted in a sense of urgency to purchase tickets by members of the public. It could be argued that ticket prices should have been higher in order to generate more income, but primarily the aim was to fill the stadium in order to create the right ‘buzz’ and atmosphere. It was thought that this should be the main objective of any ticketing strategy, and that the pricing strategy should be in reach of most households. This is reflected by the fact that 53% in a UK Sport Omnibus survey in 2003 felt the ticket prices had been fair, although 44% felt they had been expensive.


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A large proportion of tickets were purchased and issued via the website. The website was seen as a marketing success and the purchase of tickets by this medium as the most effective approach. The importance in having a high quality website was mentioned by most respondents, and it was also seen as providing a key basis for building on the legacy of the Games which is discussed in the next Chapter. 3.6.3. Sponsors Targets were set to achieve a desired level of income from sponsors, and a ‘top down’ approach was adopted which focused first of all on getting large companies to sponsor the event in order to generate a initial target of £2 million, with a £1 million target then set for lower level partners. This was achieved through successful marketing of the benefits of involvement in the Games, negotiation skills and in aiming the sponsorship effort at major national companies. Importantly, these sponsors were offered exclusive use of the Commonwealth Games branding, and these companies provided a large amount of ‘value in kind’. For example, one sponsor provided uniforms for the volunteers in addition to direct funding, and others provided fleet cars to ferry VIP’s and office accommodation for the main Games operation. Some felt the Games organising committee exerted too much control over the sponsors in terms of how they could use the Games brand. However, it was argued that this control was essential to preserve the image of the Games, and this meant that for example companies who sell alcohol were not allowed to sponsor the Games, as it was not considered appropriate to associate sport with use of alcohol. This control was also necessary to ensure that consistent messages were delivered by sponsors to the media. Protecting the brand for the sponsors benefit was a key task, with the only major breach being when an organisation without broadcasting rights sent balloons over the stadium publicising their services. Although no action was taken in response to this breach, legal action or sanctions to protect branding may be required on future events. The fact that use of the Games logo was restricted to main sponsors was frustrating for some stakeholders, although Games branding was also available for local authorities and non-project organisations. Those in charge of the SRB programme mentioned that they had businesses ‘queuing up’ to sponsor aspects of their programme, but only if they could use the Games branding. Similarly, the organisers of the associated cultural events and some of their host venues were sometimes constrained by their own existing sponsor relationships but were anxious to be included in the Games programme, although a separate version of the logo was used for this event. Sport England were also disappointed they could not use the Games logo to help them meet one of their main objectives, to increase participation in sport. They felt it would have been beneficial if they could have branded activities like school sports days as part of the Games in order to increase participation in sport. However, they understood that use of the main logo needed to be restricted to the key sponsors for financial reasons. Some stakeholders suggested the following areas for improvement relating to any future sponsorship deals. • Build legacy into the sponsorship deal. It was suggested that sponsors should be encouraged to fund

activities after an event which would help build on the legacy. Also, a percentage of the sponsorship deal could be allocated to legacy activities; and

• There should be a brand for the main event (the Games master brand), which can be used exclusively by the main sponsors, and another brand combining the main and any associated events (e.g. cultural, arts), which can be used by other sponsors.

Despite these suggestions, it is important to note that use of the logo has to be restricted to major sponsors so that those who have paid the most receive most benefits, and this will apply on other major strategic events. 3.6.4. Other Marketing and Branding The street level welcome and visitor experience was recognised as a positive aspect of the Games, with activities associated with the Games offered in the city centre and along a specially designed walking route from the city and surrounding areas to the venues. This was closely linked to the volunteer programme, as volunteers were on hand to provide a friendly welcome and direct people to events. ‘The use of big screens, vibrant colours and on-street entertainment helped promote the party atmosphere of the Games. I am sure retail spending in the Arndale increased during this time’ To provide information for visitors, a visitor centre was established on Portland Street and a telephone helpline was also provided. These were well used, indicating that they were an essential requirement of the Games and they were used to help promote tourism to the rest of the Northwest. A range of activities under the direction of the North West Tourist Board were put in place such as a Short Breaks Campaign and the website England’s Northwest to promote tourism in the region, and these activities are described in the next Chapter. The Games had a sophisticated marketing strategy that intensified interest in the event with 6 months to go by using initiatives such as the Cadbury’s Baton Relay to lift national awareness. This helped contribute to increasing visitor numbers from outside the region, indicated by the fact that over 25% of tickets were bought by people living in London or the South East.


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A key lesson learned here is that it is difficult to promote and generate interest in an event 2-3 years in advance, and that an intense programme of marketing within 6 months of the event is more appropriate. 3.7. Communications and Media 3.7.1. Media Activity A substantial amount of media activity and liaison was undertaken before and during the Games, and it is not possible to report all of these activities in this study. In this section we focus on the media activities undertaken to help promote tourism in the region in the build up to and during the Games, and in the next section we describe how media relations were handled in order to ensure that the Games were subject to positive media reporting. We have focused on these activities in this report, as they represent areas in which a number of lessons were learned that could apply to other events. On the build up to the Commonwealth Games, several projects were undertaken to ensure England’s Northwest received positive media coverage before the Games began. These included the following: • The Independent – The Independent published a 16- page supplement on 20th April 2002, to promote

the region featuring the Games, Tourism and Arts and Culture with the theme of the region transforming its image.

• The Times – The Times published a special feature on 6th July on the legacy of the Games and the impact on regeneration, which the NWDA supported through advertising and editorial, targeted at a business audience.

• PR/Media Campaign – Regional PR/Media campaign targeted at national and international media designed to promote coverage for the region before and during the Games. This involved briefings, facility visits and the establishment of a media centre at Sport City.

• Facility Visits – NWDA supported exclusive media trips to the region, arranged and conducted for journalists on the build up to the Games. From the beginning of the year, a total of 110 international and national journalists wishing to feature the region as a tourism and business destination attended one of the familiarisation trips to the region. Publications included all major national newspapers: The Guardian, The Observer, The Times and The Independent.

During the Games period the NWDA managed the England’s Northwest Press Desk in the Main Press Centre MICC (Manchester International Convention Centre). The MICC was established and set up as the Main Press Centre for all accredited, visiting media during the Commonwealth Games period. The centre was decorated by a series of England’s Northwest banners depicting schemes from around the region, helping to promote a positive image of England’s Northwest. A total in excess of 200 regional, national and international journalists received accreditation and passes through the MPC. England’s Northwest Press Desk provided the NWDA and partners with the potential to contact and interact with an unprecedented number of journalists from around the Commonwealth. A number of partners were involved and worked together to make the press desk a reality. These included: NWDA, Marketing Manchester, the former Northwest Tourist Board and the 2002 Northwest Tourism Hub Team. Staffing of the desk was managed by the NWDA and a rota drawn up to ensure all partners had the opportunity to be involved with the running of the desk. The staff on the desk were drawn from a variety of organisations, including the key partners mentioned above, and also from additional organisations such as The Mersey Partnership and many of the local and sub regional tourism offices. A database was designed to capture the details of journalists in an efficient and comprehensive manner. A total of 200 journalist details were captured. The database also provided the facility to email press releases to journalists and these were on average sent out every other day. Two types of press packs were available on the England’s Northwest Press Desk, a Business and Regeneration pack contained information detailing major partnership investment in the regional and key regeneration projects, including facts and figures on business in England’s Northwest. The Tourism pack included tourism destination information and a media kit. Over 1000 of each of the packs were given to journalists. 3.7.2. Media Relations A clear organisational structure for dealing with the media was developed, and people with experience and specialist skills in each component of the media were recruited (broadcasting, newspapers etc) to form the media team. It was emphasised that there are no individuals with the skills required to effectively deal with all aspects of media. Individuals with contacts and skills in a number of component areas need to be recruited for successful and positive media relations. These component areas might include various media platforms (TV, press etc), scope (international, national, local), sector (sport, tourism) and skill set (PR, marketing, crisis management). It was also stated that it is essential to have the London based media and national correspondents on board, and people with direct contacts with the nationals at senior editorial level need to be recruited. ‘The media is a misused term that applies to a range of functions and skills that no one individual can effectively deal with. It needs to be separated into components such as TV, radio, national newspaper, f:\tprojects\37396tmt_commonwealth_games_benefits_study\draft report\final report\comm games v8 final (200704).doc

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local papers…. It is no good to have someone who is good at dealing with the local press also dealing with a major tabloid. Two people are needed’ In the media structure for the Games, two core functions a) reporting and responding to press questions, and b) developing and implementing the wider public relations and news management strategy, were clearly separated. This was necessary to ensure staff could focus on their main skill area. The structure and press team contacts were also made clear to the media so they would know precisely whom to contact to obtain news and information about the event. ‘There are two broad sides to the media, dealing with journalists in one pack, and the other pack working on PR. You can’t ask people to both react to issues and pro-actively plan – it is one or the other’ ‘The media must know who to go to for a story, and this needs to be clear in the structure. You cannot have people floating around’ For an event of the scale and size of the Games, it was thought that a news service centre with people available to at all times to respond to media questions was required, and this function should be set up by specialists. In addition, those providing the media stories about the event need to be clear about the key messages the event wishes to convey. Five ‘key pillars’ on which partners wished the event to be remembered (such as inclusivity, accessibility etc) were cascaded as objectives for the event, and they guided and defined the boundaries for any communication with the media. Adding additional objectives was resisted in order to avoid confusion when communicating with the media, providing a clear focus for communication. Managing broadcaster and press expectations was a key element of the successful media campaign. This meant the focus was on providing a high quality of service for journalists such as quick transport to and from venues, comfortable reception areas for journalists, and by managing their expectations by not over promising on delivery. Generally, there was a focus on ‘excellence rather than extravagance’ and this helped prevent the media from reporting the Games as an expensive event and therefore questioning if it offered value for money. Many of these lessons had been learned from media relations on the Dome, which was perceived as too expensive and therefore extravagant, and difficulties transporting journalists to the launch event resulting in them being ‘stranded on the tube’ was believed to have triggered a chain of negative reporting about the Dome. With this in mind, it was considered imperative to have a ‘good start’ to the Games, and this also made the quality and creativity of the opening ceremony important. ‘The secret is to form good relationships with the media from the start. A bad start can be difficult to recover from, and this is why the opening ceremony had to be a success. It is more important than the closing ceremony ’ Other key factors, which contributed to successful media relations, were as follows: • Employment on the Games of creative people with ‘good ideas’, which helped generate media interest.

Some of the media activities defined as good ideas were the lottery for tickets, TV campaign to the biggest party, the use of volunteers as a friendly, welcoming and helpful point of contact for visitors to the venues and the city, walking routes to venues with on-street entertainment and the use of vibrant colours on walking routes to create a party atmosphere;

• Attention to detail in information released to the media and wider public; • Providing the media with sneak previews of some activities and a level of secrecy to help generate

positive anticipation and guesswork (although this secrecy caused friction with some partners); • High quality print and media broadcast; • Use of ambassadors to publicise activities; • Hosting the International press; • A media hub was created with as many specialists as possible working in the same offices; • Getting National newspapers to support the event; and • An approach involving being truthful and helpful to the media. In general, there is a perception that media relations were a success, with the only criticisms relating to aspects of the TV broadcasting and national/international promotion of the event in the early days, and these are covered in the next section. However, it was suggested by a number of stakeholders that work needs to be done to evaluate the effectiveness of the work with the media, given that this takes a high level of funding relative to other tasks. 3.7.3. Broadcasting The BBC as the host broadcaster was involved in the Games six months ahead of the main event through the radio station BBC 2002, reportage of associated events and the Baton Relay. On the radio station they covered the non-sporting elements of the Games through interviews, for example, with speakers from Commonwealth nations. The BBC employed a number of people from ethnic minorities at this stage, and some are thought to still be in post and/or promoted to other roles. Despite this, it was considered initially difficult to get the Games high on the BBC corporate agenda, and it was felt the BBC perceived the event as ‘low grade’ and someway behind the Olympic Games in terms of f:\tprojects\37396tmt_commonwealth_games_benefits_study\draft report\final report\comm games v8 final (200704).doc

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status. To help address this, a broadcast manager was recruited to the Games operations team, and the key requirements for this post were to have senior contacts within the broadcasting authorities and a knowledge of broadcasting major events. This was a difficult and time consuming post to fill, but one needed to ensure effective communication with senior staff at the BBC in order to raise the profile of the Games. A partnership with the BBC was developed at this stage, resulting in high-level and consistent coverage of the event in the build up to and during the Games. This led to the purchase of footage by many countries abroad resulting in an estimated 1 billion viewers worldwide. While this in itself can be regarded as a success, the delay in appointing an appropriate broadcast manager appears to have contributed to little advance TV publicity for the Games, particularly on the international stage, and this was probably because the Games were not initially a high priority for the BBC. 3.8. Operations 3.8.1. Introduction In this section we outline the activities and lessons learned relating to the following operational areas. • Technology; • Transport; • Security; • Local involvement; • Disability Planning; and • Other services e.g. catering, accommodation. 3.8.2. Technology Work to put the technology in place did not begin until Summer 2000. At this stage there were no systems in place and no companies willing to take on the work, and for this reason a decision was made for the operating group to set up the technology itself using MCC secondees and private contractors. Ideally they would like to have started work 3-4 years in advance of the Games, and to help meet the tight timescale a system to prioritise the works was introduced. High priority was to set up systems to meet TV and radio broadcasting requirements, as these were to provide the main publicity for the Games and were spending more than other technology partners. Other system requirements, such as transport requests for a GIS system, were given a low priority. Previous events had raised expectations about the technology, and for this reason an ambitious and expensive programme was planned. Difficulties finding suitable companies to deliver this technology were thought to be because it would be a very expensive and risky undertaking, particularly when the technology fails, as this is not good public relations for the firm involved, and due to the costs involved in rectifying problems. As a result, it was felt that those planning events of a similar or greater scale to the Games in the future might struggle to get the technology sponsors. The technology costs exceeded the budgeted costs mainly because one of the key technology partners had to be replaced shortly before the Games. A high-level technologically literate person is needed at the bid stage for major events to specify the technology objectives and plan how to achieve them. Such a person is required because technologies and their structures are always changing, and at the same time cheaper ways of doing things using technology are constantly being introduced. Similarly, when planning for technology the first task is to purchase all the equipment such as software, PC’s, servers, communications (phones), audio-visual, scoreboards, etc, and those leading this purchasing need to have an up to date knowledge of what is available. The main pillar of the technology was a competition management software package, which linked the results of each event to all other information relevant to the event such as an athlete’s personal characteristics, if a record had been broken etc. This information was linked directly to news providers, and it had been known on previous events to have failed to work on occasions, giving late or inaccurate information to news agencies. This was addressed by careful planning and testing of the software prior to the event, and few problems were experienced. To meet data requirements, numerous databases were compiled to link the news software with data as diverse as athletes meal requirements, medical records etc. A key lesson leaned from this process was that as these data needed to be requested from a range of Commonwealth countries, the quality of the data was variable and a large amount of work was needed to clean the data and compile it into an agreed common format. ‘Be prepared for plenty of bad data when compiling information from such a range of sources. One world champion in the discus supposedly had a maximum throwing distance of two inches’. All technology was delivered on one platform, Microsoft Windows, which is the best approach if something goes wrong. A key element of the success of the technology was that if something went wrong then it was quickly fixed, and to help achieve this full technical support was provided for the first few days of the event. Other successes were as follows: • Cutting edge sports presentation was used throughout the Games;


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• 75% of volunteer applications and 80% of ticket sales took place via the web, using a sophisticated system; and

• TV graphics were reliable. One difficulty experienced in implementing the technology plan was a lack of planning and time available to fit the required technology into each venue. Arrangements were made to use the Games venues in the late 1990’s, but the process for fitting these out to accommodate the technology (cables etc) was not considered at this stage. This meant fitting out had to take place out of office hours as these venues were very often in regular use in the lead up to the Games, and there was a great deal of negotiation required with venues in constant use (e.g. MEN arena) to be able to work around the activities taking place in these venues. The implications of this were that fitting out and testing many venues was not conducted in time to allow for full testing of the equipment. This has the advantage of being cheaper than having test runs but it means there is a higher risk of inherent problems for the main event. There were also problems in convincing the funding team that equipment testing was necessary. ‘The lack of testing meant we almost had a few disasters, and on another event people might not be so lucky. The lesson learned here is that no one wants to pay or plan for testing, but those running the technology should push for it. There is a need to test people as well. MCC staff were unproven, we were unsure how they would perform on the day’. The only element of the technology that ‘went wrong with noticeable frequency’ was thought to be radio communications. The main problem was that radios from around the world all interfere with each other, causing a number of problems, which take resources and special expertise to resolve. 3.8.3. Transport Transport to and from the venues was a major success. The main platform for this was the high level of use of public transport, with the modal split being approximately 80% of spectators travelling to the venues by public transport and 20% by car (compared to a normal 50/50 modal split outside the Games period). All media representatives also travelled by bus to the venues, and these ran to schedule, which helped generate positive media for the transport and the efficient way in which Games operations were taking place. A high level of customer service was also provided, and local operators with local knowledge were used. The objective mainly to use buses to transport people at the Games was originally set by Greater Manchester Passenger Transport Executive (GMPTE), and it was set based on concerns that if 50% or more people use their cars to visit venues then there would be severe traffic congestion in Manchester City centre and around venues. They needed to convince other stakeholders that this was the required approach, and this process was assisted by the establishment of decision-making group on transport, which was set up one year before the Games. This included all key stakeholders (media, security etc) and not just those responsible for transport, and it was through meetings with these stakeholders that it was possible to get GMPTE ideas on the use of buses accepted. Five working groups were then responsible for implementing the decisions on transport. The media strategy for transport was a very important part of the success, and it was suggested that communications and media specialists often overlook this. A media campaign was required to release negative information prior to the Games, by telling people that it would be difficult to get to the venues by car, and this was essential to prevent traffic gridlock for businesses and visitors during the Games. To allow for this, media specialists needed to work in close partnership with those involved in transport to agree the transport objectives and the media strategy to ensure messages were correctly conveyed. Other transport successes were: • A successful park and ride operation; • Dedicated walking route to/from the stadium; • Resident parking schemes; and • Co-ordinated traffic management and signing strategy. These and other measures outlined previously helped to reduce pressure on local roads and car parks in the vicinity of Sportcity, ensure safe and speedy transportation of spectators at arrival and exit times, and reduce traffic impacts on local residents. Since the Games, these measures have provided the impetus for progressing other key transport projects such as the phase three Metrolink extensions. The transport planning for the Games has also influenced how MCC planned for the occupation of the SportCity stadium by MCFC after the Games, and this has been a major success as the first season with a much larger, regular and intensive use of SportCity has taken place without any major transport problems. The main difficulty experienced with transport was a shortage of suitably qualified bus drivers, which is an industry wide problem. Also, the income generated from transport was not enough to cover costs. Some negativity was expressed by taxi drivers, who need to be briefed to act as ambassadors for the event and the city. A key lesson learned was to begin by planning transport to and from the largest and busiest venues, as these require most work and can influence traffic flows to other smaller venues.


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3.8.4. Security An appropriate security strategy was developed for the Games by MCC in partnership with the police and other relevant agencies. The level of security required increased with the advent of 9/11, and this is a key issue for other major strategic events in that the implications of 9/11 for public investment and service planning requirements need to be made clear in the future. The advent of 9/11 seven months before the event meant security plans had to change, and it was a triumph in terms of adaptability and resilience that resulted in major increases in levels of security being delivered at this time. A risk assessment needs to be undertaken prior to any event and, depending on the size of the event, the level of required security must then be defined. The higher the risk then the more the need for sterile locations, and this requires a large amount of time and space to implement and can therefore affect planned activities. For example, if all equipment (vehicles, catering equipment etc) needs to be scanned and sterile then separate sterilising facilities adjacent to venues need to be set up, and these can take space, which may have been earmarked for other activities. It was felt there is a need to develop a template to define the level of security required for different sizes and types of events. A problem during the Games was that many people were unsure about the parameters of the security exercise, which caused problems and delays with decision-making and funding security elements. This meant that both some unnecessary security risks were taken, and also that in some cases the level of security was excessive. Having more time to plan for security, and involving all stakeholders in this process from an early stage, would help alleviate this problem. One problem was that all staff involved in security were meant to have background checks before they worked on the event, and that this was difficult to arrange in time for major events. This is because security organisations may have about 300-500 staff on their books, most of whom who only work on temporary contracts for these organisations. Also the security technology was new to most people working on the Games and the level of training required to operate the equipment and its maintenance was not fully accounted for at the planning stage. The main lesson learned was to allow enough time and resources for training and maintenance of equipment, and to allow for a large number of personnel security checks. Stakeholders emphasised the importance of security in helping to meet two of the main objectives of the Games: to provide a safe and therefore attractive environment for visitors and to help encourage investment in the areas surrounding the venues and therefore contribute to their regeneration. ‘The routes to and from venues looked and were made secure. This and making these routes look attractive meant people had the confidence to walk to and from venues, and this promoted the right image for the city. No one would be impressed by a tatty and dangerous area’ ‘Making building and areas secure around East Manchester was important to attract investment’ As part of the regeneration programme for East Manchester, environmental improvements were made to areas on the main routes to and from venues. There were a number of derelict buildings on the approaches, which made the area look both untidy and appear unsafe, and it was considered essential that these areas were improved for visitors to provide positive perceptions of the area. Building wraps were used to generate an income from advertisers to help pay for environmental improvements (normally the planning department would not allow this activity). This is another example where standard procedures were challenged and changed to help the Games. 3.8.5. Local Involvement Local involvement and support for the Games was developed through the volunteer and regeneration programmes, and the environmental improvements described above. This was a very positive aspect of the Games and a major success as many local people welcomed the Games and became volunteers or were involved with the Games in other capacities. This local involvement has contributed to a sense of civic pride and increased self-confidence amongst local residents, demonstrated by the fact that surveys conducted by NEM show that local people are more positive about living in East Manchester, and more than in previous years now wish to remain in the area as local residents. One objective was not to alienate local people, and the measures just described plus consultation with residents on changes planned for the Games (e.g. redirection of traffic) were important elements in achieving this. At one stage, local residents expressed concerns that they were unable to purchase tickets for the Games, and this was partly addressed by taking local people on tours of facilities and emphasising that these would remain in place for future community use. However, a working group was regularly convened to ensure that local residents from East Manchester were engaged with the Games and this helped ensure local people were positive about the Games and contributed to their pride in the Games taking place in their local area. 3.8.6. Disability Planning


The 2002 Commonwealth Games in Manchester were described as “the worlds first inclusive Games.” This was because the organisers of the Games endeavoured to make the Games accessible to disabled

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athletes, disabled spectators and disabled volunteers through the work of the Access Team. The Games also included the highest ever percentage of women athletes. A significant amount of work was involved in planning to integrate the Disability Games into the main event. In working towards total integration, work was required to identify the sports that disabled athletes would compete in to ensure equal opportunities for participants. Disabled athletes were integrated into the main event teams and lived in the same accommodation as other athletes. This involved early planning to modify existing buildings for access and accommodation purposes, and a significant amount of effort was required to meet the living and travel needs of disabled athletes. This work extended to the Games themselves, with full integration achieved through measures such as the use of the same set of victory podia for both events. Planning the event to allow all people with disabilities to become involved was achieved in the following ways: • The use of a uniform language on access and disability in all literature about the Games; • Physical access to venues was good for people with mobility difficulties; • Most public transport to and from venues could be used by people with mobility difficulties; • Drop zones and parking were provided for blue badge holders; and • Provision was provided for disabled volunteers (equipment and aids). The main lesson learned in providing a fully inclusive approach during the Games was the significant amount of work required to meet this objective. This involved detailed planning well in advance of the event and significant use of resources. It will be important that those planning other events do not underestimate the importance of diversity issues, and this is particularly relevant in light of the requirements of the Disability Discrimination Act. Those planning other events need to be aware that a significant lead in time is required to plan for an inclusive event, and that substantial resources can be required for delivery. It was also suggested that a lesson learned for those involved in planning other events is to make sure venues have enough wheelchair positions and can meet requests for easy access seats and venue induction loops. Those who have provided these services at venues of similar sizes need to be contacted to help estimate the number of wheelchair positions, easy access seats etc which may be required in addition to accompanying friends. Requests for this help should also be asked for and recorded at the time tickets are purchased. 3.8.7. Other Services There were a range of other services provided which were essential to the success of the Games, and these are only briefly covered in this section. Medical centres providing care for visitors and athletes where required were well staffed, resulting in no problems. Some felt this element was over-resourced, and to help provide better resource estimates for future events it was suggested that those involved in their planning should contact those who have delivered similar sized events to identify the level of resources they actually used. The existing caterers at each venue largely provided catering. This turned out to be a simpler approach than having a master contract for the entire Games catering, and incentives were offered to catering contractors for meeting costs. The main difficulty with this approach was that in some cases contractors had a lack of experience in providing the high standard required for those who had purchased hospitality packages, and it was felt that this could have been addressed by more quality inspections on catering during the event and employment of those with the appropriate skills to meet hospitality requirements. Catering was one element that generated an income, and this was necessary as venues were secured for a low fee. There is a need to recognise the needs and high expectation of hospitality offering for all visitors but especially corporate boxes and VIP populations. A challenge for M2002 was that the Stadium, the main centre for such entertainment, did not have dedicated hot kitchens at the time. A massive ‘temporary round-the clock’ restaurant had to be created in the middle of the athlete’s village. A major exercise is the dietary needs of athlete population and sensitivity to cultural aspects of food. Generally, high quality venues for events and accommodation for participants were provided, and this was essential to meet expectations raised as a result of the level of service provided by the Sydney Olympics. The transformation of Manchester University campus into a first rate Athletes Village with shops, entertainment and eating was particularly praised. Developing appropriate Protocol and VIP plans is a detailed but very necessary aspect of hosting major events – it interfaces with operational services at a number of levels such as security/ transport /policing /hospitality /sports and venue operations /accreditation /media. These services were very well delivered even with the volume of senior figures and visiting dignitaries, Heads of State involved and reflected the ‘friendly, inclusive, professional’ approach of the Games but this whole area can pose challenges to event organisers.


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3.9. Associated Events There were four arts and cultural events associated with the Games, and these were well attended and matched the main themes and values of the Games and a modern Commonwealth promoting an inclusive society. The cultural programme was considered to be an essential part of the Games programme. Much of the activities were cutting edge and ground breaking and helped to promote Manchester as a multi-cultural city, and positioned the city as a young, hip and intelligent place. Those involved in providing these events felt that having different arts/cultural programmes meant each was competing for funding from similar sources. They also felt there was insufficient co-ordination of marketing surrounding these events. It was suggested that these events should have been combined into one programme, and that they should have been marketed and more closely allied with the Games events. However these events were well publicised and attended during the Games. In planning for associated events, it was suggested that it is essential to first of all to decide if associated activities are required to contribute to the objectives of the main event. If these events are required, they should then have their own specific objectives, and a structure for planning and delivery needs to be developed. This approach is required to present the most effective case for funding and to help raise the importance of these events relative to the main event. ‘For a major football match it could be argued that cultural activities are not required, people just want to watch the game and go home. But for something taking place over a period of time and with wider objectives then cultural programmes may be able to contribute’ Associated events were used as a way to spread the word around areas about the main event, with the baton relay forming part of this. Most were also free and provided a high level of fun and entertainment surrounding the Games. The visitor centre and helplines also provided ‘one stop’ sources of information on all events. An evaluation of Cultureshock has shown that the cultural activities were a key part of the visitor experience for those attending the Games. The cultural activities were also effective in promoting diversity issues, which was a key objective of the Games.



4 PLANNING FOR LEGACY

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4. Planning for Legacy

4.1. Introduction In Chapter 2 we described the impact of the Games and their legacy benefits. In this Chapter we outline the structures and activities used to achieve this legacy, and lessons learned from these that could apply to other events.

4.2. Background In November 1995 it was announced that Manchester had succeeded in its bid to host the 2002 Commonwealth Games. This would be the largest sporting event to be held in Britain since the 1948 Olympic Games, involving 72 countries competing in 17 sports. The awarding of the Games was a crucial factor in helping to secure further regeneration funding and attracting private investment to East Manchester. The Games provided an opportunity to implement a number of major projects, which could help to transform the fortunes of the East Manchester area. In 1999 the establishment of the New East Manchester Partnership (comprising of English Partnerships, the Northwest Development Agency, Manchester City Council, and local communities) led to the formulation of a long-term plan to attract both people and businesses back to the area. The main aims of the project were as follows: • Double the local population to 60,000. • Build 12,500 new homes. • Create a new town centre with 120,000sq ft of retail provision. • Create a new 160 hectare business park. • Build a £100 million sports complex with a 48,000 seater stadium as its centrepiece. • Improve transport infrastructure and extending the Metrolink tram network to the area. • Raise the level of educational attainment above the city average.

It was envisaged that these improvements would lead to the economic resurgence of the area, creating jobs as well as bringing social and environmental benefits - East Manchester would become a desirable place to live and work with a range of new facilities to improve the quality of life of the local community.

The main legacy activities planned for were therefore the regeneration of East Manchester and the benefits that would be associated with this. To provide a focus for legacy planning, the Commonwealth Games Opportunities and Legacy Partnership Board was established in 1999 as a regional board for managing the legacy of the Games. This was made up of senior managers from key organisations across the Northwest, and business, sport, arts and cultural interests were represented alongside local government agencies to promote the benefits of the Games to the wider region. The Partnership Board had three main aims in terms of legacy. • To provide economic, tourism and social benefits across the whole region; • To meet the needs of disadvantaged communities in East Manchester through the regeneration

programme; and • To provide new opportunities for Northwest businesses. Legacy activities were to be funded under the 2002 NW Economic and Social SRB Programme, which would run from 1999 to 2004. This has been the most ambitious and far reaching legacy programme so far to run alongside a major event. To help meet the legacy aims and support the wider regeneration programme, seven legacy programmes were developed as part of the SRB programme, and between them these programmes were intended to result in positive legacies for business, tourism, health, education, arts, volunteering and young people. These programmes are listed below and described in detail in later sections. • Prosperity Northwest: A programme utilising the games as a promotional asset for trade and

investment. • Games Xchange: A single access point for enquiries and information relating to the Games and the

wider opportunities it offered, such as tourism. • Pre-Volunteer Programme: A volunteer programme prior to the Games involving people from local

disadvantaged communities. • Lets Celebrate: A cultural programme of events using processional arts, carnival and mela to build

capacity in ethnic communities across the Northwest. • Passport: An activities programme to engage socially excluded young people in the Northwest. • Commonwealth Curriculum Pack: Curriculum materials for schools relating to the Games. • Healthier Communities: Training, development and support for Community Health Programmes across

the region.


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The sporting legacy was not included in these programmes, despite a case being made by Sport England. Consequently, sporting legacy was covered through the Games themselves and by additional activities undertaken by Sport England and partners.

Other activities and initiatives were also introduced to help plan for and build on the legacy of the Games, and these plus the regeneration and programmes listed above are discussed in the following sections. 4.3. Regeneration The success of the regeneration programme (combined with the delivery of a successful event) is shown by the level of investment generated in the region before, during and since the Games, and the legacy this has provided in terms of facilities, infrastructure and employment. There has been the development of warehousing, industrial and office units in East Manchester. Planning permission has been given for further development in the area and future projects are also underway such as the introduction of Fujitsu in Central Park. There is now increased commercial interest in the area for restaurants and sports retail, and general interest in investing in the area is shown by the rise in land prices in the area. Since the Games, the Sports facilities and retail and industrial developments have created employment opportunities for example: • The introduction of Asda/Walmart has created 850 jobs; and • In East Manchester there are 2,000 jobs associated with the new Fujitsi development in Central Park. The Central Park development is expected to create over 6,000 jobs. The development of a new retail centre, four-star hotel and new housing developments are expected to create 3,800 jobs for the people of East Manchester, and 2,000 jobs are expected from a new casino and associated developments. Manchester City Football club, as the new resident in the City of Manchester stadium, is drawing nearly 47,000 people to the streets of East Manchester for each of its’ home games. There is a renewed sense of pride in the area. New canal-side homes are being built and metro-link lines have been laid ready to provide a rapid transport link to the city centre. Without the impetus provided by the Games investment on this scale could not have been secured. As part of the regeneration programme for East Manchester, environmental improvements were made to areas on the main routes to and from venues. There were a number of derelict buildings on the approaches, which made the area look both untidy and appear unsafe, and it was considered essential that these areas were improved for visitors to provide positive perceptions of the area and to encourage investment in the area. The regeneration activities have therefore contributed to employment, economic growth and investment in East Manchester and the rest of the Northwest. This is clearly a lesson learned for other events, as linking the Games to regeneration and jobs helped to generate political, media and public (mainly local) support for the Games. In addition, the investment in sustainable facilities for commercial use after the Games was critical to the success. As we have shown in the previous Chapter, it would be difficult to replicate this approach elsewhere on the same scale as the Games. However, providing a link between regeneration of an area and a proposed event is likely to receive most support at the bidding stage. ‘No one can argue that regeneration is a waste of money’. There were no suggested areas for improvement in relation to planning for the regeneration legacy, with all stakeholders agreeing that this had been the key legacy of the Games and that it had been successfully administered. 4.4. New Business Opportunities A legacy programme called Prosperity Northwest formed a basis for providing new business opportunities from the Games. The programme was managed in conjunction with the Commonwealth Economic Benefits Initiative, which aims to maximise economic opportunities from the Commonwealth Games, utilising the Games as a promotional asset for trade and investment.

The programme has involved the development of long-term trade initiatives, information dissemination and business support, specific sector projects (e.g. tourism, health, automotive, aerospace and creative industries), and a programme of specific events leading up to, and beyond 2002. A regional supply chain project was also set up to ensure that Northwest companies were able to access and bid for business associated with the Games. Business areas covered included stadium building and maintenance, catering, fencing, Opening Ceremonies etc. A new web site www.commonwealthconnect.com encourages businesses from across the Northwest to further capitalise on the successes of the Games by registering with this site to keep informed of new opportunities.

The central focus of the programme was the Games time Business Club (www.nwbusinessclub.com ) to which all businesses across the region (as well as nationally and internationally) were encouraged to join. f:\tprojects\37396tmt_commonwealth_games_benefits_study\draft report\final report\comm games v8 final (200704).doc

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The immediate future of the Northwest Business Club has been assured by the announcement of further funding from the NWDA in July 2003, and it currently has about 700 businesses registered. The Business Club aims to contribute to improved competitiveness and increased economic activity in the Northwest. Since the Games, there is some evidence to show that it has provided more opportunities for firms to bid for supplier contracts because employers use the business club database to build their tender invitation lists, and some companies have attributed new business directly to being a member of the business club. MIDAS, who co-ordinate the business club, continue to promote business development resulting from the Games by developing private sector and international partnerships, and by hosting delegations from abroad who wish to learn about the Games. Most stakeholders felt that the regional business supply chain and Business Club have provided a positive legacy in terms of business opportunities in the Northwest. The only issue raised about the Business Club was that it focused mainly on large companies, and that there was no mechanism to provide help for small companies who wished to capitalise on new opportunities arising from the Games. There is also only anecdotal evidence to show that any small local businesses benefited from the Games, and it was suggested that more could have been done to examine the impact of the Games on small enterprises. The main lesson learned was thought to be that more needs to be done to think about how more local organisations might be employed on future events, and one suggestion was that for major strategic events where most experience resides abroad it would be more cost effective to pay high-level delegations to visit the UK to obtain advice, and to then staff the event as far as possible using home grown talent. In addition to ensuring that local company involvement in events is maximised, it was also suggested that more needs to be done to plan for how the expertise and skills acquired by firms during these events can be sold to other regions and countries. As a starting point to meet this objective, it was suggested that mapping exercises are required by business sectors to identify the organisations and their skills that can be utilised on events. It was suggested that accurate records should have been kept of all companies involved in the Games by sector, and that this process should have started over 5 years in advance of the Games. This would then have provided a database and intelligence, which could have been used to market regional skills and experience to other events. 4.5. Visitors The facilities resulting from the Games continue to generate visitors. It is estimated that there will now be around 4.5 million visitors to Sportcity every year. As well as the development of the Sportcity stadium other venues such as bowling facilities at Heaton park, the new aquatics centre, Belle Vue regional Hockey centre and the national shooting centre at Bisley have been improved and are now suitable for holding international competitions. It is expected that there will also be additional usage of these facilities. The Games has therefore left a legacy in terms of facilities, which if used to their full effect will generate visitor numbers in excess of the numbers who visited the Games. The number of visitors to the region increased during the Games, and resulted in additional expenditure. Research amongst UK residents commissioned by UK Sport has shown that around 40% of UK Games spectators came from the Northwest and 60% from elsewhere in the UK, and this shows the national impact of the event. However, no major visitor surveys were conducted during the Games to establish the exact profile of visitors, their spending patterns and length of stay in the region. A large scale visitor survey would also have been useful to provide a robust assessment of the number of visitors were from abroad and to establish how many visited other parts of the region and the UK as part of their Games visit. As part to the Games Xchange programme, which was run by Marketing Manchester between 1999 and 2001, and then managed by the Programme Management Unit of the SRB legacy team since 2001, a range of measures were put in place to provide information for visitors. The Games Xchange programme had the following objectives: • Provide information on the Games before, during and after the event. • Promote Manchester and the Northwest. • Provide a legacy of information on the hosting of the Games for potential hosts of major events and

other interested parties. As we have shown in the previous Chapter, visitor centres, telephone call lines and websites were set up to provide information for visitors, and these are discussed in a later section on tourism. Some stakeholders felt these were not in place early enough to maximise their impact, and they felt more could have been done via these visitor services to market the associated cultural events and other attractions associated with visiting Manchester and the rest of the Northwest. However, the visitor centre and telephone help lines provided “one stop” information on all events, and if these services had been put in place any earlier it is unlikely that they would have been used by members of the public. It is also important to note that these perceived shortcomings were due to a lack of funding rather than a lack of planning. f:\tprojects\37396tmt_commonwealth_games_benefits_study\draft report\final report\comm games v8 final (200704).doc

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4.6. Image And Opportunity The improved image for the region has been due to a combination of factors, which are summarised below. • Delivery of a successful event. As there were few problems in running the event, and it was ultimately a

great success, Manchester was perceived as a ‘can do’ city. • The international and national significance of the event. This combined with successful delivery

provided positive publicity across a wide audience. • Creation of the right atmosphere. The Games had a party atmosphere, and were operated in a safe

and clean environment. • Providing activities in association with the Games to demonstrate that Manchester is an inclusive,

vibrant, cultural and intelligent city. Incorporating the Disability Games into the main event and other measures demonstrated an inclusive approach, and the wider cultural programme helped generate an improved image.

• Volunteering. The large number of volunteers and the friendly street welcome they provided generated a positive image.

• High level of customer service. The majority of visitors had positive experiences of the Games. A key lesson learned here is that the welcome, atmosphere, and high level of customer service people received as part of the Games has been important in improving the image of the Northwest, and this approach should be replicated where possible on other events. The event and the factors described above also generated positive media publicity for the Games, and this has been critical in creating an improved image for the region. As we have shown in the previous Chapter, this positive publicity does not happen by default – a clear media strategy is required to ensure that the key messages to be conveyed are agreed and implemented, and effective relations with the media are required throughout the event. A success of the Games was that five ‘key pillars’ on which partners wished the event to be remembered (such as inclusivity, accessibility etc) were cascaded as objectives for the event, and these guided and defined the boundaries for any communication with the media. These were all associated with generating a positive image for the region, and they involved promoting the event as having additional facets to the sporting elements. Successful media relations was all about having people with the required skills to deal with each media component working on the Games, and people with contacts and experience in dealing with national newspapers and main broadcasters to promote the event outside the region. Ensuring that the event had a ‘good start’ and providing a high level of customer service for the media also contributed to positive publicity and therefore an improved image for the region. A number of successful marketing campaigns were also associated with the Games, such as Spirit of Friendship and a litter campaign. These contributed to the positive image and they were generated through a combination of good ideas and through partnership working between stakeholders. A positive legacy of the Games is that a number of measures and initiatives are now in place and are planned to help build the improved image of the Games, and these are discussed in later sections. 4.7. Tourism In order to ensure that the wider region benefited from the hosting of the Games and to extend the marketing opportunities, M2002 worked closely with a core group of regional stakeholders to promote tourism before and during the Games. Activities included the following: • A £250,000 short breaks and awareness campaign directed at London and the South East was

launched under the theme ‘Fun and Games’. • British Tourist Authority offices across the world received the 2002 England’s North Country brochure

with an eight-page insert on the Games and the Cultureshock programme of events. • The Northwest Tourist Board appointed 50 frontline Games Ambassadors from the Tourist Information

Centres in the region. A series of visits to new attractions and Games venues took place in order to provide information on the events leading up to July 2002.

• Under the NW2002 Legacy Programme, the Games Xchange programme introduced a series of initiatives working with regional partners to provide a suite of information on the Games, Manchester and the region using the branding 'englandsnorthwest'.

• Englandsnorthwest.com was launched to provide a portal for tourism and business information with direct links to the M2002 web site. Attracting over 2.5 million hits since its launch this continues to be administered from the NWDA head office.

A telephone call centre was established at the Northwest Tourist Board’s offices in Wigan to provide support for the expected demand on the telephone resources, to provide a wider range of information and to encourage the extended stay and a wider spread of tourists across the region. During the Games the team also offered up to date information on the availability of hotel rooms outside of the Manchester area. In April 2003, the Northwest Tourist Board made the decision to continue with a regional line as a


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legacy of the Games so as to provide further telephone support, and to support regional advertising campaigns.

The first regional tourist information centre under the newly branded englandsnorthwest was opened by Sir Bobby Charlton in Portland Street Manchester. This provided information for visitors and tourists during the Games, and it was staffed with new team members who worked alongside experienced information advisers from the Manchester Visitor Centre. A series of coach tours, attraction visits and promotional events were also provided. The centre attracted over 70,000 visitors in a seven-month period of operation.

A Northwest Hub Team managed the campaign to communicate the key brand values of the region and to manage the opportunities presented by visiting media. During the Games period, an Englands northwest press desk was established offering a series of coach tours, walks, and pass cards to attractions in each of the five counties in the region. 4.8. Volunteers The spectacular success of the hosting of the Commonwealth Games in Manchester focused interest in volunteering in the city and across the region. Of the 17,000 people who applied to be volunteers at the Games, approximately 10,000 of these were successful. A high percentage of these were based in the Northwest, and this approach contributed to the legacy of a positive image for the region. It is believed that both the pre-volunteer programme and Games volunteer programme have given participants improved access to employment since the Games, but there is no clear evidence of this. However, clear legacies for all the volunteer programmes have been the creation of: • A positive attitude towards volunteering; and • A pool of volunteers who might be utilised for other events and activities. Research into the Games volunteer programme by UK Sport has shown that: • 18% of volunteers agreed that being a Games volunteer had improved their chances of employment; • 50% of volunteers agreed that the fact of being a Games volunteers looked good on their CV; • 47% of volunteers agreed that they had learned new skills and capabilities from being a Games

volunteer; • 46% of volunteers agreed that being a Games volunteer had enhanced their personal development; and • 69% of volunteers said that the Games had made them feel much more part of the wider community. The Games were the first to offer a nationally accredited qualification programme to volunteers. A pre-volunteer programme was run to promote personal development, raising self esteem, motivation to participate socially, interest in participation in sport, health, conflict management and community involvement.

The huge success of the volunteer programme has resulted in the setting up of the Post Games Volunteer Project (PGVP). The PGVP contacted all of those Games volunteers who lived in the Northwest and asked whether they were interested in continuing to volunteer for other events. The response was very positive and so the project was developed to harness the energy and commitment of Games volunteers and others to become involved with new volunteering opportunities.

The PGVP has two broad aims. Firstly, it provides a link between organisations and event organisers trying to recruit volunteers and those on the database looking for volunteering opportunities. Secondly, it seeks to use volunteering as a method of engaging those outside the labour market in order to (re)connect them to employment and training opportunities.

Games volunteers have responded to requests for support from organisations across the region and have so far filled over 2,000 places. They have successfully carried out a number of roles at major events such as the UEFA Champions League Final at Old Trafford in May, the ITU World Triathlon event at Salford Quays in July and the Europride event in August 2003. Also, event volunteering continues to gain momentum and the model used in Manchester is now being considered for Liverpool’s European Capital of Culture events.

The PGVP is also developing an employment initiative that will use volunteering as a route back into work for unemployed volunteers who are looking for employment. Linked to this, PGVP has started a training programme for volunteer mentors who will offer additional support to those on the employment programme. The main difficulty in building on this legacy was thought to be that the original volunteer database did not provide enough information on the skills of each volunteer and that there were difficulties accessing this information for other events. However. the technical problems associated with the first volunteer’s database have now been resolved. All of the original volunteers have now been re-contacted and a new database has been established. Data protection constraints, in relation to holding information on the skills, experiences and special needs of individuals, will still need to be addressed by any similar volunteer initiatives in the future.


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It was suggested that for future major strategic events enhanced levels of training and reward are required for volunteers, and that the development of a code of practice and conduct for both event organisers and volunteers should be an integrated element of any major event that intends to use a volunteer workforce. Although 24% of volunteers had no previous volunteer experience, 92% had taken part in sport in the previous 12 months and 87% on a regular basis. 91% were also white British. This suggests a wider profile of volunteers should be recruited to future events to provide a legacy of volunteers with a wider range of background, skills and interests. However, a decision on the Games was made to recruit Games sport event volunteers through sport governing bodies as a reward for past volunteering, and this explains the bias towards sporting experience. It was recommended that with any future recruitment of volunteers, more thought should be given to how the information collated on the personal characteristics and skills of each volunteer will be used for each event. It was also suggested that data protection issues and future access requirements for the database need to be addressed at the volunteer planning and recruitment stage. 4.9. Sport The new investment created by the Commonwealth Games gave Manchester a unique opportunity to redevelop its existing sporting amenities and fund the building of new top class venues such as the National Squash Centre at Eastlands. These improvements have helped the city to attract more national and international sports events and upgrade the facilities available to its sportsmen and women. Money has also been invested in schools and community programmes across the region and a number of sporting initiatives have been set up in East Manchester. A key legacy has been the following sporting facilities in east Manchester: • The City of Manchester Stadium - Originally a 38,000 seater athletics stadium, it was converted into a

football ground after the Commonwealth Games. It is now the home of Manchester City FC and has an increased capacity of 48,000.

• The Regional Athletics Arena - A £3.5m 6,000 seater stadium constructed around the Commonwealth Games warm up track and training area. The arena will be used for domestic and international athletics meetings. The stadium is also the base for the famous Sale Harriers club.

• The National Squash Centre – it has seven squash courts and world-class facilities. The centre is the new home of England Squash, the sport’s national governing body.

• The Regional Tennis Centre – consisting of 6 indoor courts, six outdoor courts and a junior court. • A £32 million Aquatics Centre in Manchester city centre - the only swimming complex in the UK to have

two 50-metre pools. Also the regional high performance centre for elite swimmers. Other facilities in Greater Manchester include: • The redeveloped Belle Vue Leisure Centre, east of the city centre. This facility boasts two hockey

pitches, 8 badminton courts and a cricket academy. It has also been designated as the Regional Performance Centre for both hockey and badminton. Both the girls and boys Under 16’s and Under 18’s England hockey squads use Belle Vue as their training base.

• A £1millon bowling complex has been built at Heaton Park in North Manchester. The park has four top grade flat greens. The venue has been allocated national status by the English Bowls Association and is the home of the Manchester Commonwealth Bowling Club.

The new venues have paved the way to bring yet more sporting events to Greater Manchester. Some of the events held at these venues since the Commonwealth Games are detailed below. • Swimming: The Aquatics Centre hosted the Amateur Swimming Association Long Course

Championships in July 2003. • Tennis: The National Tennis Championships were held at Bolton Arena in 2002 and 2003. • Squash: The National Squash Championships took place at the National Squash Centre in February

2003. • Water Polo: The Great Britain Water Polo Championships were held at the Aquatics Centre in February

2003. • Triathlon: The first Triathlon World Cup event to be held in the UK took place at Salford Quays (the

venue for the Commonwealth Games Triathlon) in July 2003. • Women’s Hockey: A 3 match series between England and Germany was staged at Belle Vue in the

summer of 2003. • Bowling: The regional finals of the prestigious National Club Top Fours Competition were held at

Heaton Park in August 2003.

These were not the only major sporting events to grace Manchester in 2003. The Champions’ League Final was staged at Old Trafford in May, the ISBA European Blind Championships took place at the Velodrome in July; the Cycling National Track Championships were held at the same venue in August and the World Track Master’s Cycling Championship followed a month later. In September Old Trafford staged a Euro 2004 qualifier between England and Liechtenstein and in October it was the venue for the Rugby League’s Super League Grand Final.


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The Commonwealth Games has helped Manchester cement its reputation as a city capable of hosting major sporting events, and with all its new facilities now in place, the city seems certain to remain a prominent player on the world sporting stage. The development of the next generation of athletes, to be achieved by working through local schools and providing greater access to coaching, is one of the most important elements of the Games sporting legacy. These are some of the related projects that are underway: • The City Council Sports Development Team has created an ‘in school programme’ to provide children

with coaching equipment and free transport. So far 95 primary schools have signed up for the scheme. • 4,456 young people took part in the 2002 school holiday programmes held at Belle Vue Hockey Centre,

the Indoor Athletics Centre and the Regional Tennis Centre. • A coaching programme for juniors has been established at the National Tennis Centre. • The City of Manchester five-year athletics plan was launched in early 2004. • The National Squash Centre has a citywide programme to introduce 6000 school children to the sport

each year. Increasing the amount of participation in sport was a key part of the legacy agenda, and it is believed the Games have rekindled the country’s passion for a range of sports and sports talents. The Games have left venues, equipment and inspiration for local residents. Since the 2002 Commonwealth Games there has been: • An increase in the number of people that will make use of the new sports facilities now when they did

not use similar facilities previously. • More places provided on sports development courses. • Local sports developments for example, Stockport Metropolitan Borough Council organised local

swimming galas. Blackburn and Darwen Borough Council promoted leisure cycling activity on the strength of local interest generated in the Games cycling events due to the borough’s proximity to Rivington. Bolton Metropolitan Borough Council used the Games to create a badminton development officer to work with local schools and clubs.

The UK Sport Omnibus survey conducted in 2003 shows that 7% of the UK public said the Games had a positive impact on their participation and/or their involvement in sport. Some stakeholders felt that more could have been done to promote increased participation in sport as part of the Games. It was argued that the Games themselves only resulted in a small and short-term increase in participation in sport, and that more pro-active methods to encourage participation are required, to have greater and longer-term impact than is possible indirectly from staging a major sporting event. This would involve methods such as outreach work in residential areas and schools to provide sport opportunities in local areas, with these being put in place well before the sporting event to help maximise their impact. 4.10. Culture The Games cultural programmes have created a legacy in a number of ways, and including a more ambitious programme of activities at the Bridgewater Hall and the annual Commonwealth film festival. It was also felt that the Games helped improve the image of Manchester as a place where high quality cultural and arts events take place. A key cultural legacy was provided by the Let’s Celebrate Programme. This programme used processional and celebratory arts (e.g. carnival and mela) to build the capacity of South Asian, African and African Caribbean Communities in the Northwest.

The programme included 3 year and 1 year ‘franchises’ across the region, working with established local events, and with community groups wishing to develop new events. It ensured that those communities were engaged in the Commonwealth Games Spirit of Friendship Festival and its regional programme, Cultureshock. This programme was administered from the Arts Council England, Northwest offices in Manchester until March 2004. It has provided a number of legacy opportunities through the international partnerships that were developed during the Games. 4.11. Education There were two main programmes: Passport 2K. This provided out of school hour’s activities for young people aged 11-18 across the Northwest. 13,500 young people from across the Northwest have been involved in Passport activities, taking part in outdoors activities, sports, arts workshops, residentials in Cumbria and at the Warrington Peace Centre and being introduced to the Chinese culture with Manchester’s Chinese Art Centre. Passport 2K supported 16 Local areas across the Northwest in providing exciting and innovative activities for 11-15 year olds, and provided Regional Events for 15-18 year olds from throughout the region. Through the Passport scheme, young people have been able to remain involved and engaged, becoming involved in further training and volunteering work in their local communities. Commonwealth Games Curriculum Pack. A programme which used interest in the Commonwealth Games to motivate children and teachers at school to develop their information and communications technology (ICT) skills through the development of a website (www.ccp2002.com ).


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Curriculum materials have been developed by Local Education Authorities across the Northwest and put on to a specifically designed website which was available regionally, nationally and internationally. In November 2003 a specially commissioned DVD, featuring comedian Johnny Vegas, was distributed along with a CD-ROM version of the site to schools in the Northwest. It contains six thought provoking and inspirational films which will provide stimulus for discussion and research across a range of curriculum areas including, PE, History, Geography and Citizenship. The Games therefore provided a legacy in classrooms throughout the UK, and it was suggested that there are opportunities to now build on this and provide additional educational materials covering other events. 4.12. Health The NW Healthier Communities programme (www.nw-healthiercommunities.co.uk) provided capacity building support to community health projects and partnerships, helping them to develop appropriate structures, further funding bids, operational capacity and management capability to ensure successful and effective delivery of innovative and challenging projects. The programme has forged links between sport and health in regeneration activities across the Northwest of England. The pre-defined purpose of this programme was to secure positive social and health benefits to contribute toward the legacy of hosting the XVII Commonwealth Games in 2002. The Final Report is available to download from the Healthier Communities website. Given the close link between health and sport, it was suggested by a number of stakeholders that more might have been done to introduce health promotion activities as part of the Games. 4.13. Other Games Legacies 4.13.1. Transport Some of the transport headlines were: • Over 80% of trips to the Games were made by public transport, and this took around 200,000 car

journeys off the roads and saved around 860,000 car miles; • An estimated one million public transport trips made by spectators; • 7,500 cars parked at Park and Ride sites; • 10,000 people used the City Link walk route to Sportcity; • 35,000 spectators used the free shuttle buses to Sportcity; and • A fleet of 1,200 vehicles based at three depots and over 1,500 volunteer drivers. The main transport success was the high level of use of public transport. Many people who had never used public transport or had not used public transport for a long time had done so during the Games. It is believed this improved the image and therefore the propensity to make more use of public transport in the future. All media representatives also travelled by bus to the venues, and these ran to schedule, which helped generate positive media for the transport and the efficient way in which Games operations were taking place. Lessons had been learned from the Dome here where journalists were delayed travelling to the launch event, and this was thought to have started a chain of negative reporting. A high level of customer service was also provided, and local operators with local knowledge were used. All these factors combined to provide a public image of an efficient transport system, which in turn has contributed to the positive image of the region covered in the previous sections. A close partnership was developed between GMPTE, MCC, GMP, HA and GONW. Between these parties a highly effective transport strategy was created for the Games. The Games have resulted in the development of: • A long-term plan for investment including links to Manchester Airport and Central Park; • Traffic calming measures along strategic routes; • New rail station and ground interchange at Manchester Airport; • Quality Bus Corridors; • Piccadilly train station hall; • Highway works around the venues; and • The Manchester/Salford inner relief road and the final link section in the M60. Decisions about Metrolink extensions have been made based on the business case but influenced by the Games provided rationale for routings to Sportcity, the stadium, proposed residential developments in East Manchester and workplace activity locations. A lasting legacy will therefore be significantly improved transport links to and from East Manchester via Metrolink. The main lesson learned from the transport provision is that ensuring both members of the public and the media get to and from the venues efficiently and safely, as this has a major role to play in generating a positive image for an area. An in-efficient transport system can have the opposite effect.


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4.13.2. Media The database created from the press centre during the Games has been maintained and now exists to further promote the region to journalists. The main broadcasting legacy is that Manchester BBC is seen as a ‘can do unit’, and since the Games it has grown in size. During the Games the media provided extensive coverage of the Games. However, it was felt that in most cases, the media had only covered the Games itself and not the wider social inclusion and regeneration programmes also taking place. Prior to the Games there was also thought to be a lack of international coverage of the event, but these issues were addressed by media coverage during the Games. 4.13.3. Technology The Manchester Commonwealth Games was the first multi sport event to provide accreditation event information over the Internet. The Games also piloted the delivery of results to PDA’s (personal digital assistance) over GPRS (General packet radio service). It was suggested that good websites are critical for future events, and it was noted that Visit Liverpool are investing in the technology required to meet quality requirements for the Capital of Culture 2008. It was felt not enough has been done to build on the technology expertise acquired during the Games. Stakeholders questioned why a technology company for events had not been set up in the same way as in Barcelona. 4.13.4. Partnership Working Close partnership work between council staff and other organisations was a key element of the Games, strengthening existing partnerships, providing different approaches to partnership working, the development of new partnerships and different approaches to service delivery. It was suggested that a key legacy is improved public/private sector working, and that partnerships developed during the Games have been continued into planning and operating other events. ‘People remember the relationships formed during the Games’ ‘The public and the private sector get on well in the Manchester area. I’m not sure that is the case elsewhere’ This high level of partnership working has provided the basis for the partnerships required to continue to build on the legacy of the Games, and this is discussed in the next Chapter. 4.14. Key Lessons Learned In summary, the key lessons learned in planning for legacy were as follows: • Focus attention equally on the delivery of a successful event and the wider legacy objectives; • Develop a media strategy to ensure the wider objectives are promoted where appropriate at an

international, national, regional and sub-regional level, and to generate positive media coverage • Provide a strategic link between the event with regeneration and employment where possible; • Plan for commercial use of any new facilities after the event; • Utilise local expertise where possible on the event; • Collate information on firms used, volunteers etc in databases for potential use on other events, taking

into account data protection requirements; • Provide a high level of customer service; • Provide an enjoyable atmosphere for visitors; • Provide a safe, clean and attractive environment for visitors; • Provide efficient transport to and from event venues; • Put in place visitor and information services in advance of the event; • Provide integrated ticketing where possible and ‘one stop’ information on the main and any associated

events; • Market visitor attractions where possible using event tickets, printed information on the event and

through other information sources; and • Develop and implement a strategic approach to the recruitment of any volunteers, especially with a view

to their utilization at future events. An issue raised by some stakeholders was that the structural focus on delivering the Games as opposed to building on the legacy meant that of the 1,000 staff employed during Games, only 100 remained in August 2002. Some stakeholders felt this was an unnecessary immediate brain drain of talent, and that a larger proportion of these staff could have remained in post to work on ways to build on the benefits accrued during the Games. To address these issues on other events of a similar or larger size than the Games, commitment and funding for legacy needs to be in place when planning the event. A senior legacy champion needs to be recruited for any major strategic event of a similar size to the Games, and supported by a well-resourced legacy team. This team would plan and think strategically about how to build on the legacy, and it would


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contain people with the ability to think about impact at a national and international level and with the ability to influence and obtain Central Government support, and to generate funding for legacy activities from a range of sources. It was suggested that there should be a separate event operations and legacy board for each major strategic event, as those involved in operations need to focus on delivering a successful event without too much consideration for the legacy. However, there needs to be a link between the two boards to allow for co-ordination between operations and legacy, and for one to inform the other. We return to this issue in the next Chapter when we discuss structures required to help build on the legacy of the Games.



5 BUILDING ON THE LEGACY

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5. Building on the Legacy

5.1. Introduction In this Chapter we summarise the activities underway to build on the legacy of the Games, and we provide conclusions and recommendations on ways to continue to build on this legacy for the benefit of the region. 5.2. Context This study has shown that there have been significant benefits for the Northwest in hosting the Games. The fact that MCC and their partners successfully delivered such a major event of international and national importance and within a strategic regeneration framework has been the main reason why the Games have left such a positive legacy. The success of the Games has shown that hosting a major event can have a key role to play in the regeneration, tourism and image development of an area, and a positive legacy of the Games is that a range of measures are in place and are planned to continue to build on this opportunity. However, very few areas have the capacity and skills to host events of true national and international importance such as the Games, and legacy benefits are dependent on the successful delivery of the event itself and the associated media, publicity and marketing activities. The Northwest has an excellent track record in hosting successful major events such as the Grand, National and Open Golf Championship plus one off major events such as the Games. The region’s brands such as the Grand National and MUFC are also widely recognised around the world. These factors give the region a high level of credibility with national government, international and national events rights holders, and others wishing to host events. The Northwest has world-class venues, facilities and the infrastructure available to host events, and this is reflected by the fact that since the Games major events such as the Champions League Final and Labour Party Spring Conference have been hosted in Manchester, and a range of other events are currently planned. A legacy of the Games is also that the resulting benefits can be used to support other events, and this is illustrated by the fact that Games volunteers have recently worked on a number of events. Importantly, Liverpool is hosting European Capital of Culture in 2008 and this will be the largest event in the Northwest since the Games, and some of the people involved in the planning and operation of the Games are providing their expertise for this event. A positive legacy of the Games is therefore that there is now the capacity, expertise and confidence in the Northwest to host a range of events, although there are some limitations relating to capacity. For example, there is no large convention facility similar to the one in Birmingham. Also, the ability of the region to host major events of a similar size and level of importance to the Games is restricted by their limited availability, and the fact that to host an event of a similar size requires a large amount of space for new building and investment in new facilities. The Games had the advantage that the area in East Manchester due for regeneration was large enough to accommodate the venues and facilities required to deliver an event of this size, and that it was possible to then convert most of these to commercial use after the Games (which can limit availability for some future events). In order for the Northwest to build on the success of the Games and deliver more events, the immediate focus therefore needs to be on providing events on a smaller scale to the Games and utilising where possible existing capacities and skills. However, hosting events for the sake of it because the Games was a success would be false economy, and for this reason there needs to be a robust assessment of the anticipated benefits of each event so as to inform decisions whether or not to bid for individual events. At the same time, it could be argued that there is a need to review the potential of the Northwest to host other major events on a similar scale to the Games (e.g. by identifying other potential areas for regeneration), and to be ready and prepared to bid for these events where appropriate. 5.3. Major Events Strategy The NWDA has recognised the issues outlined above, and in response has produced a Major Events Strategy for the Northwest. The main aim of the strategy is to provide a framework within which the Northwest can maximise the use of its assets and expertise to deliver events that will provide economic, social and other benefits for the region. The objectives of the NWDA major events strategy can be summarised as follows: • To ensure that the region can take maximum advantage of, and be adequately prepared for, staging

and bidding for major events; • As far as is reasonably practicable, to manage intra-regional competition to avoid wasted effort and

resource; • To develop a regional mechanism for sharing and developing expertise in the staging and bidding for

major events; • To develop evaluation tools to consistently measure the impact of major events and guide investment

decisions; • To provide a strategic framework to support bids to national and international organisations for the

funding of major events in the Northwest; and • To maximise the opportunities to secure engagement and funding from the public and private sectors.

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A number of recommendations are included in the strategy, which would help to build on the legacy of the Games, and these are described below. 5.4. Impact Assessment A key finding from this study is that the Games organisers and their partners employed a range of different methodologies to evaluate their input to the Games, and that evaluation reports varied between partners in terms of emphasis and the impacts they reported. Given that there will be competing claims for funding for future major events, there is therefore a need to now have a robust and consistent method to measure the impact and value for money involved in investing in specific events. This should focus on the main measurable benefits associated with specific events, and these are as follows: • Economic Benefits. This is the incremental value added to the region’s economy by the event. It is a

composite measure of the tourism and commercial benefits proxied by spending attributable to the event, and this means that a regional major event will need to maximise the number of participants, spectators and other visitors it can attract from outside the region in order to demonstrate economic benefits.

• Media Benefits. A major event can provide free, short-term publicity for the region, and the value of this can be estimated from the promotional and advertising expenditure saved. Positive publicity may also increase awareness and improve the image of the region, which in turn will make the area more attractive for visitors and tourism. This benefit can be measured by the expected volume of future tourism.

The type of event will affect the level of economic return that can normally be achieved, with sporting events offering the most significant returns, but high returns can also be expected from cultural, arts and business events. Levels of sponsorship obtained on past events can be used to help estimate economic returns by type of event. Other quantitative and qualitative factors should also be taken into account when estimating the impact of a major event, and these include jobs created, visitor bed nights, contribution to growth of regional business and regeneration priorities. In addition to measuring the gross impact of events, there will be a need for public sector organisations to develop performance indicators to measure their return on any investment they have made in an event, and these can use the economic and media indicators as outlined above. Measuring the impact of events will also need to take into account the research and evaluation work that might be undertaken by the diverse range of partners that may be involved in an event (eg sport bodies, arts/cultural organisations, sponsors) and these should be reviewed and weighted accordingly. It is recommended that all partners on major events should do close out post event reports on impact and lessons learned which could inform the approach for future events, and that these reports should where possible follow a consistent format between partners. To meet this requirement, some guidance would need to be provided for partners on the before data they may need to collect and the key themes for inclusion in any close out reports. This would make it easier for those assessing the overall impact of an event to review the available information. The NWDA are in the process of developing an impact assessment toolkit, which would provide guidance on how to measure the impact of events to help inform investment decisions. 5.5. The Role of the Public Sector The success of the Games shows the key role that Government agencies can have in identifying, securing and delivering major strategic events, and being able to maximise and build on the economic and other benefits associated with these events. This is shown by the fact that Manchester City Council was the driving force for the Games and responsible for underwriting the largest and most successful multi-sport event ever held in the UK. In addition, this success could not have been achieved without effective partnerships between central, regional, local and other government agencies. There is now an opportunity to develop the role of the public sector to play an active role in bidding for, funding and hosting major events, and this will require development of a co-ordinated approach between agencies and a need to build on partnerships developed before, during and after the Games to assist with the delivery of the NWDA Events Strategy. The public sector also has a key role to compile, maintain and analyse information on events in the region to provide data on the level and impact of event activity in the region. An organisation is required to act as a central co-ordinator of information on events in the same way that Manchester City Council compiled a library of information on the Games. It will be important that this information is accessible and easy to interpret when informing future events. 5.6. The Role of the Private Sector The private sector were involved in the Games as sponsors and partners for the delivery of the event, and through initiatives such as the Business Club which continues to provide business opportunities for regional companies. There is now an opportunity to increase the role of the private sector in the delivery of

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the major events strategy for the Northwest and to build on public and private partnerships developed during the Games. One option will be to develop events, which will provide regional businesses in cluster industries, with opportunities to showcase and develop their business, and events of this nature have taken place in the region and others are planned. It is important that the teams responsible for delivering events in the Northwest are aware of the event planning and related services expertise in the region, and that they attempt to use these companies where possible to help stimulate the local economy. In addition to bidding for and delivering more events, there is also the opportunity to sell the expertise acquired during the Games to other regions and countries planning and running events. To help market the expertise acquired during the Games to other event providers, a database of companies compiled by sector and specific area of expertise relating to event planning and operation (sport presentation, security etc) needs to be compiled. This will require a number of mapping exercises by sector. A key objective should be to disseminate the lessons learned from the Games to other cities (national and international) that are due to bid or deliver major events. For example, those involved in the Games could be providing expertise for the Pan Asia Games in 2006. This could be used to sell expertise in the region and to help promote the region as a venue for future events. There appears to be a demand for such as service. A number of delegations from other countries bidding for or planning major events have been hosted by organisations involved in the delivery of the Games. These delegations have attended Manchester to obtain information about the Games because they were aware it was a success. MIDAS and others have successfully hosted these delegations, and this network needs to be maintained to maximise benefits for the region. 5.7. Core Marketing Proposition and Regional Infrastructure The Games and other events in the Northwest have shown that the region can act as a world-class venue for a diverse, inspirational, and exciting range of international, sporting, cultural and business events, and in order to build on this and attract more events there is a need to develop a core marketing proposition to clarify the position of the Northwest in the international events market. To help achieve this positioning, a core-marketing proposition ‘England’s Northwest – a winning region’ has been proposed. This branding will form the basis for selling the best of what the region has to offer, and the main actions to achieve this will be as follows: • Encourage the staging of events, which play to the region’s strengths and values. • Build on the approach identified in the Regional Tourism Strategy, by exploiting opportunities relating to

different brands in the region. • Develop the brand position in relation to the events market and integrate this within the overall regional

marketing strategy. The infrastructure required to deliver these actions is already in place. The regional tourism functions have been re-organised, and Regional Tourism and Marketing forums have been put in place to ensure that the region’s Tourism, Marketing and Major Events strategies dovetail into one another, allowing for a co-ordinated approach to delivery. 5.8. Event Support Deciding on which event to support will be dependent on whether the strategy is to support major events or to support a portfolio of smaller events as discussed in Section 5.2. In reality both options are likely to be pursued, but to aid support decisions it would be helpful to have a definition of a major event, and such a definition is being developed by NWDA. A consistent measurement of the impact of events will then help to determine which events to be supported by the public sector in the Northwest. To an extent, attracting those big events which test capacities in the Northwest will be few and far between, and could well require dedicated new building of facilities and venues. However, the region as a whole could take a more proactive, cross-cutting approach and do more to ‘bundle’ its combined resources and attract/ host more modest events while, in parallel, looking to identify and build on strategic opportunities. The difficulty with hosting more modest events is that as single events they will have a lesser impact. To obtain a similar level of impact to the Games, a rolling programme and varied mix of major events, not simply sporting, is desirable to appeal to the widest possible audience and provide a culturally rich environment with the capacity to contribute to social cohesion and inward tourism and investment. 5.9. Planned Event Portfolio A portfolio of events will need to be developed to provide key messages on the position of the region in the events market. The Northwest already hosts a number of events of global significance such as the Grand National, Premiership football and The Open Golf Championships, and these should be used to define what the region has to offer and what it aspires to in the global events industry.

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The region must also look at ways of hosting more homegrown, organic events, which reflect the unique characteristics of the region and which have the potential to grow into global events. This is likely to be most achievable in the arts, cultural, lifestyle and festivals sector where there are most opportunities to utilise homegrown regional talent, as opposed to importing events from other areas. The aim would be that these events would be developed to meet at least in the long run, the impact assessment criteria described in Section 5.4, and it is possible that a number of smaller events could be operated under one umbrella to give these events the ability to create a greater impact, and benefit from economies of scale over time. The final part of any events portfolio will be to bid for events of national and international significance that have a proven record in delivering economic benefits and added value to the region. These also have the advantage of providing ‘quick wins’ which like the Games can be used to help promote the region’s reputation in the global events marketplace. The focus on developing organic events and bidding for major events of significance will be dependent on playing to strengths in the region, such as delivery through the major well known cities such as Manchester and Liverpool, although opportunities to spread events through sub-regions should be explored. A key issue affecting the ability of the Northwest to deliver more events and in particular those of major and strategic importance will be the availability and suitability of venues and infrastructure. To address this, it is recommended that an analysis is undertaken of venues capable of hosting major events and that regional venue and infrastructure needs are assessed as the NWDA Events Strategy progresses. Support should also be given to events that optimise use of existing facilities, and which capitalise on the region’s natural landscape and coastline. 5.10. Delivery The NWDA is to take the lead role in co-ordinating the implementation of the Major Events Strategy, and to liaise and work with partners on implementation. A key requirement in delivering the NWDA Events Strategy will be to have a ‘pot of money’ available to help ‘kick-start’ funding for those bidding for and/or planning home grown events. NWDA has a three-year budget to assist the strategic development of major events, and intends to work with regional partners to consider one-off initiatives where the return and risk suggest this appropriate. A main element in future delivery needs to be consideration for legacy benefits. On major events of a similar scale to the Games it is recommended that a legacy team similar to that employed on the Games be recruited, and such a team should be considered for any rolling programme of smaller events over an extended period of time. The roles and responsibilities of such a team are likely to be as follows. • Responsibility for bringing together partners and co-ordinating legacy activities: • Compile databases of experts and contractors used for the event; • Liase with the event organisers to promote use of local expertise and contractors where possible; • Liase with event organisers on ways to co-ordinate the marketing of the event and to help meet agreed

legacy objectives (e.g. promote tourism); • Provide advice and guidance on how to evaluate activities; • Raise funding for legacy activities e.g. through sponsors; and • Build legacy into partners programmes e.g. sponsors. This legacy team or board should contain representatives from the following: • The event organising committee. At least one person involved in event organisation will need to be on

the legacy team to provide a link between the two functions; • Central and Regional Government Agencies (eg NWDA, Government Office North West); • Local authorities; • Business sector; • Voluntary sector; and • Social inclusion sectors (eg ethnic minorities, disabled). Individuals with expertise in the key themes to be addressed in legacy planning, such as regeneration, tourism, arts, sport etc, would also sit on the legacy board. For each of these themes there would then be separate working groups to implement legacy activities under the direction of legacy board members. This is a similar approach to that adopted for the Games legacy planning activities, and the structure is presented in Figure 5.1. We suggest that efforts are made for future events to dispense with the word legacy where possible, and to instead use more positive phrases such as impact to describe the work being done to build on the successes of an event. The difficulty in having a dedicated team to deal with legacy is in securing the commitment and funding required to plan for legacy, and for individual events any smaller than the Games it would not be economically viable to compile such a team. However, it could be argued that a permanent legacy team is not needed in the Northwest, and this is because a network has already been created that is a direct

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legacy of the Games and which can be effectively utilised on future events. For example, the Post Games Volunteer programme provides a network of volunteer resources that has since been used on 90 events, and the Business Club continues to operate. A partial legacy of the Games was also that tourism and marketing functions were re-organised in a way, which now means the region as a whole is better able to capitalise on the marketing and tourism benefits of events. Partnerships developed during the Games and used since to deliver sporting, cultural, arts and festival events can also be built on for future events, and a key element of the successful delivery of the NWDA Events Strategy will be to ensure that these structures, which were such positive legacies of the Games, will be maintained.


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Figure 5.1 Legacy Structure

Legacy Board

Representative(s) from event organising committee

Central and Regional

Government agencies e.g.

Local Authorities (County, Borough,

District)

Legacy themes (E.g. arts, health,

regeneration, sports)

Business Sector

Social Inclusion Sector e.g.

disability planning

Voluntary Sector

Legacy Themes Working Groups

Arts / Culture

Sport

Education

Business Development

Tourism

Health

Regeneration

Event Organising Committee


APPENDIX A – INTERVIEW TOPIC GUIDE

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COMMONWEALTH GAMES BENEFITS STUDY TOPIC GUIDE This guide is intended to act as an aid-memoir for the researcher. It will act as a checklist of questions so that the researcher can check all question areas have been covered. It may not therefore be necessary for the researcher to ask all the questions listed here, and some questions will only be relevant to certain stakeholders. INTRODUCTION Outline the objectives of the interview. The purpose of the interviews will be to obtain an in-depth understanding of the following:

• Lessons learned from the planning and operation of the games, which could be applied to other events. We need to establish what went well, what did not, and the reasons.

• The impact and legacy of the games, and how this has been measured. An output will be to provide recommendations on how other events might be evaluated.

• How the legacy of the games was achieved, and how this might be built on and harnessed for other events.

The interview will be in two main parts:

• Discussion around the objectives listed above. The level of discussion around each objective with each stakeholder will be dependent on the nature of the their involvement in the games.

• Requests for factual information. Two key study outputs will be a comprehensive listing and assessment of documentation pertaining to the games (research reports, hard data on impact, lessons learned etc) and a listing of contact details for expertise obtained during the games. These will be mentioned in the course of the interview, but it is important that the researcher makes arrangements at the end of the interview to obtain this information where available.

Emphasise respondent confidentiality. No individuals will be named or identifiable in the final report. GENERAL DISCUSSION Lessons Learned Strengths and weaknesses of the event planning, organisation, operation and communications processes Lessons learned, both positive and areas for improvement Where might these be applied to other events? What type and size of events? More detailed information than is possible through desk research on lessons learned in terms of (list to be modified as interviews/desk research progresses):

• Compiling and presenting the business case for the event • Recruiting the event team • Skills, experience and capabilities • Building partnerships • Communication between partners • Raising money • Financial management and procurement procedures • Organisational and decision making structures • Resident and volunteer support – how utilised • Links with regeneration, tourism, employment etc • Obtaining media support • Public relations, marketing and media strategy

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• Event logistics – security, safety, etc • Opening and closing ceremonies • Maximising income during the event • Integration with other events • Other factors

Impact and Legacy of the Games Views on wider impact and legacy of the games What has been the impact and legacy at a local, regional, national and international level? Views on impact and legacy in terms of the following (list to be modified/expanded as interviews/desk research progresses):

• Participation in the event and income generated • Visitor numbers during and since the event at the local, regional and national level • Employment data • New business and sectoral growth • Knowledge and expertise generated locally/in the region • Tourism • Regeneration • Volunteer numbers and programmes • Any others?

What hard data (if known) is available/will be available to support your views What do you consider to be the indicators of success for the Commonwealth Games? What were the objectives you were working to? How far have these been achieved? How can this be verified (if known)? Difficulties meeting objectives? Measures you would like to have seen in place to evaluate the event/data requirements? Additional Questions for Stakeholders with Data Access/involved in Evaluation: What hard data is available to show impact/legacy? What will be available in the future? How can we access these data? Are these data due to be updated and when? For which indicators is hard data unavailable? Why were these data not collected? What would be involved in collecting these data (availability, costs, methods etc)? What soft data is available (eg: anecdotal) on success? Why has this not been verified? Can this be verified now/in the future? How could this be done – what would be involved? Areas you feel that require further research/evaluation? What lessons have been learned for the evaluation of other events? Building on the Legacy of the Games How was the legacy achieved? What were the critical success factors (eg: link with regeneration, other cultural events, volunteer programme etc)? How were these achieved? What has been successful/failed/areas for improvement? How might these achievements be applied to other events? What lessons learned could be applied to other events? What is currently being done to build on the legacy? Any difficulties/areas for improvement?



What is planned to keep building on the legacy? How will this be achieved? Anticipated/possible constraints in meeting these objectives? Is enough being done to build on the legacy? If no, what is required? What would you like to have done to build on the legacy, but have been unable to do? How are facilities/buildings etc remaining after the games being used? Are they being used to their full potential? Can more can be done to realise their potential, and if so how? How can we build on the legacy to foster increased growth in creative industries, tourism, volunteer support, community spirit, art and culture, further regeneration etc? What expertise was utilised and acquired during the games? Who are the individuals and organisations with this expertise/who worked on/in association with the games? What are they doing now and why? What have these individuals/organisations done to build on the success/legacy of the games? How is the expertise being marketed? Support required for these individuals/organisations so they can obtain future contracts, work on other events, in other fields. FACTUAL INFORMATION Can you direct us to any reports/data on the impact and legacy of the games, and/or lessons learned from the event? Please direct us to contact details for individuals/organisations involved in the games and their area of expertise? This information will be made available to those organising other events so they can access this expertise if required. Explain our final report will provide guidance for those planning other events and that this contact information will be cross-referenced in the report. THANK RESPONDENT



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