The Regional Events Strategy and 2012 Olympics – what it means for

The Regional Events Strategy and 2012 Olympics – what it means for the Region David Andrews Chief Executive Context • • • • Why Major Events Strategy Opportunity & Definition 2012 parallel process RES and Northern Way Process • • • • Steering Group MES/2012 MJA Matchpoint 5 Cities support Soft launch MES Findings • Region has no competitive advantages • Networks poor • Infrastructure aging But… • Willingness to succeed • Need to focus effort & resources on key strengths 5 Strategic Event Hubs • • • • • Sheffield – Sport West Yorkshire – Cultural Diversity North Yorkshire – Outdoor Activities The Coast – Maritime Activities Leeds – Business & Entertainment En ter t me ainnt Arts + Arts Entertainment MICE are MICE external to the study England’s Great :Outdoors Sport + Sport Entertainment Diversity Central Business Entertainment Capital England's European Coast SportPort Global Alive with Events Likely Event Type & Impact En te r t me ainnt A r ts + A r ts Entertainment MICE (are MICE outside this study) Sport + Sport Entertainment Integrated Region Wide Approach • • • • Programming – Identify suitable events Attracting & Staging – Event bidding team Small portfolio in early phase of MES Utilise 5 cities expertise for delivery Delivery Roadmap Timing to be determined in more detailed business plan Start Up Growth Maturity Review/ Redundancy •Communication •Relationships •Guidelines •Decision criteria •Event targeting •Funding •Increase private •Develop higher partnerships •Infrastructure •Win/build foundation events •Collaboration models sector support •Support infrastructure development/ operations •Increase “political support” •Increase portfolio •Increasing integration with “Yorkshire Marketing” yield new event sectors •Completely integrated part of “Yorkshire Marketing” •High level public-private partnerships •Event staging support •Refresh and revise strategy •Consider relevance and new focus Benefits • Direct impact – Additional Expenditure – Improved facilities – Community linkages • Indirect – Brand awareness – Inward investment 2012 Olympics 2012 Olympics - Current Status • • • • • • • • Olympic Project Manager Experienced advice Facilities Audit Presentations to 82 community leaders Sub-regional support network Olympic offer defined and distributed to IOC Media engagement and support Hearts and minds – YF, Yorkshire Culture, Sport England • Real vision – making 2012 work for us – catalyst for change Action Plan Relationships Requirements Capability Timing Action Plan – Specific Requirements • Develop requirements profile of each country compare to current Yorkshire offer • Develop gap analysis • Define strategies to close gaps • Recognise sport is key to business success Requirements Action Plan – Assess Capability Capability • Identify necessary local capabilities • Harness existing capability • Develop required capability • Adapt current practices to suit market need, e.g. exclusive use of venues Action Plan – Establish Relationships • Understand decisionmaking process • Identify important relationships • Develop and implement relationships building plan – regional, national, international Relationships Action Plan – Define Timing • • • • • Consult bid Define timing Execute in stages Region is ahead Need to keep ahead Timing Immediate Actions - Olympic Steering Group • Facilities audit – implications, opportunities, timetable, action • Accommodation audit • Begin „relationship audit‟ – sport, government, business • Establish/reinforce GB sports relationships BOA, BPA, NGBs • Establish Ambassador Programme • Continue low cost public awareness campaigns • Utilise support assets • Prepared 6 July party Immediate Actions - The Big Picture… • Initial overviews of the following initiatives should begin to be formed – Major Events Plan – launch – Prepare for Olympic Opportunities Conference – Establish Yorkshire & Humber Olympic Task Force detail plan - ready for execution – Identify Chair Beyond December 2005 November/December • Regular meetings of Task Force • Establish short, medium, long term goals • Preparation of Services Network Register • Regional orientation process for NGBs • Presence at major international sport fora including for NOCs • Engagement in NOC fora • Establish Sub-regional Task Forces Beyond December 2005 • Identify regional affinities and links to: – Previous sports visits/events – Tourism (USA, Germany and Commonwealth Countries) – Business - China – Cultural – Indian sub-continent, Northern Europe • Develop strategies to leverage: – Previous hosts – China/Beijing? – Role of 2010 Commonwealth Games in Delhi? Implications for Overall Strategy Leveraging the 2012 Games – Market region as nation‟s premier elite training camp destination – Promote region as the preferred destination for pre-Olympic and Paralympic training and competition – Focus on: • • • • profile/financial status of NOC/NPC/sport region‟s sports targets business markets communities with strong cultural links to the region Implications for Overall Strategy Leveraging the 2012 Games • Develop strategies, structures, systems and partnerships - ensure sporting relationships are supported by parallel tourism and business initiatives for sustainable economic and social benefits post-2012 • Recognise that mutually beneficial outcomes for hosts and guests alike will be key to sustainable long-term success 2012: Our Games, Our Future