1.1 pmpgenesis is a leading international management consultancy working with clients around the world to achieve sustained high performance in business, sport, major events, culture and leisure. pmplegacy is the major events division within the company.
1.2 pmplegacy welcomes the opportunity to contribute to the Culture Media and Sport Select Committee's inquiry in to preparations for securing a legacy from the 2012 Olympic and Paralympic Games and is well placed to add value to this debate
2.1 pmplegacy has been active in the major events arena for 19 years, helping clients bid, win, plan and deliver major sporting events. As the name suggests, legacy planning and implementation are integral to all of the services we offer and our expertise has been used to good effect by a wide range of organisations since 1991. For example:
· International Olympic Committee (IOC) - Peter Mann, the founder director of pmplegacy is an advisor to the IOC on legacy planning
· LOCOG, ODA and LDA - various legacy assignments have been carried out with respect to the Olympic Park and specific venues
· National Audit Office - a review of the lessons learnt from previous Olympic Games
· Madrid 2016 - bid and legacy consultants - creation of the Legacy Commission and the 'Action Not Words' Madrid Legacy Plan
· England 2018 - bid consultants working with the bid team on the candidate host city selection and legacy planning
· Legacy Lives - founders of this annual international legacy conference that looks at best practice major event case studies and initiatives from around the world - the 2010 event is in London 3-5 March
· 2007 Cricket World Cup - bid and legacy consultants to World Cup Barbados - creation of Legacy Barbados and a 20 year Legacy Plan
· Delhi 2010 - legacy advisors on venues and sports development
· 2002 Manchester Commonwealth Games - evaluation of the impact of these Games for Sport England
2.2 Further details on our expertise and experience in legacy planning and implementation can be found on the website www.pmplegacy.com
3.1 The widely accepted definition of legacy in the context of major events is as follows:
3.2 Ensuring that as many long term and sustainable benefits are generated for the host city, region and country, well before, during and long after the event.
3.3 These benefits normally cover the following areas:
3.4 Sporting, social and education, economic, environmental and cultural
3.5 The IOC would also highlight that direct involvement in the events themselves (Olympic and Paralympic) are also an integral part of the legacy and that 'the event experience' should feature as part of the legacy agenda or canvas of opportunity.
3.6 Involvement includes athletes, spectators, sponsors, volunteers and many other members of the Olympic Family. Benefits created include enjoyment, acting as a catalyst to participate in sport, empowerment and self-esteem (especially for volunteers) emotion and excitement - all contributing to the all important 'feel good' factor.
3.7 Reference is also often made to both hard and soft legacy benefits. For example, ensuring that all permanent event venues have a viable and sustainable role after the event (hard) and empowering communities to engage in the event planning via a wide range of programmes and initiatives such as volunteering (soft)
3.8 Legacy has, in many ways become an overused word and it is important to link legacy with benefits, impact and sustainability.
4.1 The importance that the IOC now places on effective legacy planning and implementation can be illustrated in three ways.
1. Chapter 1 of the Candidature File (bid book) for Candidate Cities is entitled Vision, Legacy And Communication
2. Christophe Dubi (now the IOC Head of Sport) said in January 2007 at the Legacy Lives Conference that "Legacy has made it to the very top of the agenda for the IOC. We are looking for operational experience and positive long term benefits. We are proud that legacy is part of our DNA"
3. At the recent IOC Congress in Copenhagen in October 2009, the second recommendation (2.19) was as follows:
"The Olympic Movement fully embraces the importance of embedding the key values of environmental protection, development and sustainability within the Olympic ideals. As part of this commitment, all members of the Olympic Family should facilitate the delivery of a lasting sporting, environmental and social legacy........"
4.2 It is a widely held view throughout the international Olympic Family, especially National Olympic Committees, International Federations and Organising Committees (OCOGs) that the one thing that convinced IOC Members to vote for London over Paris for the 2012 Games was its commitment to a robust, innovative and sustainable legacy, both nationally and internationally.
4.3 The timing of the DCMS inquiry is therefore both timely and appropriate and we are pleased to contribute our views as part of the Committee's on-going scrutiny of the London 2012 Olympic and Paralympic Games.
4.4 We would be pleased to elaborate upon this contribution and give evidence to the Select Committee and indeed, to work with DCMS officials on the development and delivery of our proposals.
5.1 Major events can and should be the catalyst for new activity, opportunity and for the creation of sustainable benefits that would have not been created without the event at or would have happened much more slowly.
5.2 The acid test is additionality or, as the IOC refers to it, incremental benefits i.e. whether these benefits are really new or just the result of displacement.
5.3 There is a myriad of 'legacy related' activity throughout London and the UK that would not have happened without London 2012. Some of this is set out in the GOE's 2008 report - Before, during and after; making the most of the London 2012 Games.
5.4 The Select Committee's challenge is to identify the activity that really is new and also to evaluate whether every one of these initiatives and programmes could have been done or could now be done in a more effective way so as to maximise the long term benefits.
5.5 There is a consensus of opinion throughout the UK and with many would-be 2012 legacy stakeholders (especially in local government) that the respective organisations involved (DCMS/GOE, LOCOG, Nations & Regions, LGA, LDA et al) have thus far, failed to live up to the promises made in Singapore and the expectations generated from the bid publicity and momentum.
5.6 This is perhaps unfair and has more to do with the need for more effective communication and coordination that it does the actual activity on the ground.
5.7 Getting the right message across should be a top priority going forward as should a much more coordinated approach to what is being done and by whom.
5.8 Duplication of effort, budgets and scarce resources is obviously inexcusable in the current economic climate as is missing opportunities to really make a difference using the momentum and catalytic effect of 2012.
6.1 The following challenges and recommendations correspond to the specific legacy areas being studied by the Select Committee and to additional priorities that we have identified through our day to day work in major event legacy planning.
Challenge 1: Communicate more effectively and secure 'buy-in'
6.2 A considerable proportion of the very good work being done by Nations and Regions (N&R) and the GOE through its Legacy Action Plan (LAP) is not being communicated well enough (top down and bottom up) to the respective stakeholders. There is a strong perception around the country, especially within local government that '2012 is not helping us' and that legacy does not appear to be a high enough priority for Government.
6.3 Review again the examples of discrete legacy organisations such as Vancouver's 2010 Legacies Now that operates very effectively across all areas of the legacy agenda (sport, social, education, economic, environmental and cultural) throughout British Columbia.
6.4 Review the overall structure and reporting mechanisms currently in place for N & R and also consider the following new initiatives with respect to its scope of work and remit:
6.5 Commission a PR and Communications Agency to review just how GOE and N & R publicises the work being done and to make suggestions on how the overall communication could be improved - at all levels of engagement. Ask them to review the N & R name and come up with a much more dynamic and appealing brand with legacy in its title and with a clear strap line that embraces the 'benefits across the UK' messaging.
6.6 Bring together all the various legacy plans being worked on by N & R and related organisations such as LegacyNow London (Gains beyond the Games) into one overarching National Legacy Plan (NLP) that highlights programmes, targets, progress and key performance indicators in a more holistic way than the five promises set out in the GOE's LAP.
6.7 Distribute this NLP to all relevant stakeholders to help ensure increased ownership and buy-in to the processes being developed and to improve the public's perception of what long term legacy benefits are actually being created.
6.8 Integrate the relevant work being done in the UK by the International Inspiration Programme (IIP) into the above NLP in order to demonstrate the holistic approach being taken across the legacy agenda.
6.9 Commission research in to best practice legacy initiatives and programmes from around the world in order to help identify where the gaps are in the current NLP and inform ways in which these gaps can be filled in order to create more impact, a more positive public perception and greater long term benefits
6.10 Launch a new NLP in mid 2011 that also pays due consideration to ensuring that as many people as possible throughout the country benefit from the 'event experience' legacy (see reference above on page 2).
6.11 This will be linked (in liaison with LOCOG) with ticketing policy for spectators; the overall volunteer programme; engagement with IOC and 2012 sponsors and no doubt many other stakeholder groups, including London and local authorities around the country planning fan fests, city dressing, links with the Cultural Olympiad and other related initiatives. Set targets for how many people in the UK can be directly involved in 2012 and aim to inspire millions via this 'feel good factor'.
Challenge 2: Deliver the dream nationally
6.12 Few local authorities in the UK are going to benefit from any long term sporting legacies from 2012. Despite all the work of both the N & R and the Local Government Association (LGA) there is still the view, especially outside London and the adjacent counties, that there will not be ANY hard or soft sporting legacy benefits in place by the middle of this decade.
6.13 We recommend that careful note is taken of the draft document that has been produced by Kent County Council and ISPAL (Institute for Sport Parks and Leisure) entitled London 2012 Games - Sports Legacy Agenda for Local Government. It builds upon much of the good practice and lessons learnt from 2012 Beacon Authorities.
6.14 The draft has gained the support of the CCPR and is currently being reviewed by other key stakeholders such as the Youth Sports Trust, British Olympic Association and the English Federation of Disability Sport.
6.15 It offers an agenda for action via 26 initiatives that are applicable to every local authority in the UK and also sets out those initiatives where support may be required from other organisations to enable local government to deliver.
6.16 It is important that this draft document is given the support its content warrants and the final version could form an integral and important part of the recommended NLP referenced above.
6.17 With respect to all potential the myriad of contributors and stakeholder in the world of sports development and participation, there is a need for clear and unequivocal leadership, support and promotion of a sports legacy for local government. Inclusion of the final version of this document in the NLP could be the way to achieve this.
6.18 The document is being presented and debated at the forthcoming International Legacy Lives conference in London 3-5 March, attended by over 200 senior delegates from the major events sector worldwide.
Challenge 3: Engage our youth for real innovation in legacy
6.19 One of the main reasons behind London's successful bid to host the 2012 Olympic Games lay in the focus on leaving a lasting legacy for the youth of the world. One of the biggest challenges and opportunities is to ensure as many young people as possible engage with the 2012 Games in order to benefit from the many long term legacies being created. It can be argued that this challenge is being addressed by the 5th promise in the GOE's LAP - to inspire a new generation of young people.
6.20 To achieve a successful legacy for youth requires engaging today's young people in designing the legacy fro the future.
6.21 Two countries are leading the way in the engagement of young people through major sporting events
· Singapore via the 2010 Youth Olympic Games
· Sochi via the 2014 Winter Olympic and Paralympic Games.
6.22 Both are achieving
this engagement through the use of new and innovative media platforms to
generate communication and dialogue between young people in the respective
countries and around the world. The Select committee can learn from thee
examples and help to ensure that similar opportunities are created for young
people throughout the
6.23 Both these case
studies are being presented at the forthcoming Legacy Lives conference in
6.24 Some excellent
work has been done with children throughout
6.25 How might this be done? New and exciting technology enables fresh thinking and the input of ideas. For youth to help create a future legacy they must live in the future. We suggest scenario thinking provides a perfect vehicle to achieve real innovation and engage the nation's youth.
6.26 Working with
groups of young people, celebrities and experts in forums throughout the
6.27 Through using
techniques like co-creation, these strategies would be designed by young people
for young people. This would inspire fresh, innovative thinking building a
6.28 We have direct experience of the development and use of scenarios for economic and social planning and in the use of co-creation to product new products and services for a number of our clients, with excellent results.