SportsEvents Magazine

MAR 2018

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March 2018 28 Billy Starr, Founder and Executive Director, Pan-Mass Challenge: To be successful year-over-year in the athletic fundraising industry, an event needs to stand on merit as well as good intentions. My best advice is to continuously raise the bar and back it up with results, all while ensuring cost-efficiency. It's critical to continuously share the positive psychic income with your core group of constituents and to celebrate their achievements and dedication throughout the year, not just during the event itself. Pitfalls of designing a legacy event can come through shoddy work, poor leadership and poor communication, especially at the early stages. Ensure you're surrounding yourself with a strong team who is equally dedicated to the cause and who can lead by example to sustain growth. Roger Goudy, president and CEO of the Amateur Athletic Union: It's vital that you engage people at the local level and explain to them that a legacy project is more than just sports. We want to teach kids responsibility. That message must come from the top down. If a kid has some athletic ability, we need to use that as a hook and then take advan- tage of that opportunity. I think we all have to accept the responsibility. A Deloitte Report Titled A Lasting Legacy How major sporting events can drive positive change for host commu- nities and economies, called out the following considerations for legacy planning: • Partner with the private sector on major infrastructure invest- ments. Many host cities are now seeking business partners from the private sector to help fund and manage infrastructure before and after the event. • Focus on the post-event legacy, not just the event. Post-event lega- cy issues can seem boring and distant compared to the excitement and immediacy of preparing for an event. However, they are every bit as important and require deliberate attention and investment. • Build a broad base of support. Winning and hosting a major sporting event requires strong support and collaboration from a broad range of stakeholders, including the public, government, businesses and local sports organizations. Lack of support in any of these areas can severely undermine an aspiring host's chances for success. • Get an early start on infrastructure planning. To avoid producing infrastructure that is only useful for the event, hosts should start infrastructure planning early so projects and investments fit with their long-term plans. • Create a broad economic footprint. Sporting and entertainment events are becoming increasingly commercialized, with major global sponsors playing a greater role than ever. But to help ensure a broad and lasting impact for the local economy, event organizers and government leaders must make a deliberate effort to get small and mid-size companies involved. • Reach across political boundaries. Given the long timescales associated with a major sporting event, organizations such as the International Olympic Committee and International Federation of Association Football cannot take the risk that a shift in leadership will cause a government to reduce or withdraw support for the event. A successful bid needs strong political support from all major political parties. • Promote the legacy vision but be realistic. Citizens should under- stand and take pride in the vision's lofty goals. But they also must understand and appreciate the enormous scale and complexity of the task. • Don't assume the desired legacy will happen automatically. Host cities should not assume a successful event will automatically deliver the desired changes and long-term benefits. Creating a positive and lasting legacy requires strong leadership and sus- tained commitment. n t GAME Plan since there's still work to be done," he said, pointing to the loyalty of the event's following. "Being a PMC rider is a life well-lived and those who invest want to see these values and commitment passed on via the people they love and work with." AAU Cares According to Roger Goudy, president and CEO of the Amateur Athletic Union (AAU), AAU Cares is the organization's way of giving back to the community. The program launched in 2016 by donating bicycles to underprivileged youth in New York City. Since that time, Goudy said that he has been encouraged by the response the program has received. "My initial thoughts on this have been far exceeded by what I thought we could do because it's just incredible the way this keeps expanding and the way the general public has embraced it," Goudy said. "We are really proud of our AAU Cares initiative because it goes along with our philosophy about developing the complete athlete. Be- yond sports, we want them to learn social responsibility and academic awareness and develop as a whole human being." Goudy is particularly proud of the orga- nization's Feeding Children Everywhere initiative, a program that empowers and mobilizes people to assemble healthy meals for hungry children. Last year, players, coaches and officials, in conjunction with AAU volleyball leadership, volunteered their time to package 80,000 meals for un- derprivileged youth at the Orange County Convention Center in Orlando, Fla. "It started as just a thing where we thought we could just get some teams out there, but low and behold, there were also parents, coaches and referees." Goudy said. "Everyone showed up and embraced it. They enjoyed doing something more for kids rather than just playing volleyball." Legacy Events: Best Practice Considerations Industry professionals weigh in on best practices and lessons learned when designing a legacy event or opportunity.

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