Beyond Rhetoric: Manchester 2002, Major Events and Legacies Dr. Adam Brown Presentation to Glasgow City Council August 29 th 2008

Outline 1.The ‘Problem’ of ‘ Legacy’ –Ambitions –Lack of evidence 2.Research on Major Events –M2002: UK Sport 2001, 2004 –Evaluation Framework –Newham 3.Lessons and Approaches –Benefiting marginalised communities

The problem of ‘legacy’ "Legacy is probably nine-tenths of what this process is about, not just 16 days of Olympic sport" Lord Coe, Guardian May ‘The staging of international sporting events must be seen as a means, not an end. Public support for the staging of events must be justified by proper analysis of the extent to which events are an effective means towards other ends, both sporting and non-sporting. The staging of events cannot be justified simply by vague assertions about national prestige.’ Culture and Sport Select Committee 2001

Ambitious legacy targets 2012 Legacy Masterplan ‘Getting more young people physically active and involved in sport is central to how we define the success of the London 2012 Games.’ Glasgow Commonwealth Games 2014 Legacy should deliver against the Scottish Government’s 5 strategic objectives: Wealthier and Fairer; Healthier, Safer and Stronger, Smarter, Greener

Lack of evidence ‘There is certainly no guarantee that a major sporting event will produce positive social and/or economic benefits for the hosts… Further, it can also be debatable as to exactly who, within the host population, benefits’ (Brown and Wynne 2001) ‘Very little is known about the impact which such events make on sport development locally, regionally and nationally.’ Brown, 2004, Commonwealth Games Report ‘Evidence suggests there is no automatic impact on non-sport social activity…’ Jones, 2008

Research Mcr 2002: Sports Development Impact, 2 studies for UK Sport (01 and 04) Major Event Evaluation Framework (08) Newham and deprived communities (08) Social inclusion and sport (e.g. Football and its Communities (06); Positive Futures national evaluation (06-09))

Lessons, Risks and Opportunities Set and fund legacy targets from early stage – engage the community in this to manage expectations Regeneration – wok with agencies to avoid ‘Gentrification’; pursue long term, quality employment Poverty and Engagement in Sport – traditionally low participation, need to build capacity of individuals, adopt new approaches ‘The idea of the Olympics as being a catalyst for affordable housing is… a myth. It’s a catalyst for development that doesn’t equally affect all social classes of people. It usually entrenches social classes so privileged people are more privileged and have more to choose from.’ Lenskyj, 2002

Lessons, Risks and Opportunities Major Events and Local Engagement Utilise local networks and organisations Facilities Involve local populations in decision making, management Community Participation in Legacy Initiatives Build capacity of organisations to participate Cultural Festivals, Diversity and Participation To encourage wider, more diverse participation; broaden appeal and participation

Lessons, Risks and Opportunities Social Inclusion and Sport –Particular opportunities in relation to major sports events –Move beyond traditional sport development –Aim for longer term engagement and development of participants Work with the grain, don’t reinvent the wheel –Brand, reinvigorate, extend successful interventions –Support existing successful third sector providers –Support outreach, estate based, connected approaches –Work with national social agendas Avoid the Sponsorship Trap for grass roots organisations: ‘DON’T label an event or programme as being “Olympic” or “2012” or otherwise seek to create an association with the Games through the use of Protected Games’ Marks or imagery etc. DON’T link your project to the Games in any way if you have a commercial sponsor involved in it. ‘ Brand Protection Guidelines, London 2012

Next Steps: Research and Practice Next Steps –Establish legacy aims with stakeholders and communities and communicate these –Identify funding and resources –Establish a strong legacy board –Build local capacity and skills –Establish a research and monitoring and evaluation framework Research –Setting strategic objectives, legacy targets, consultation –Ongoing relationship of research and delivery development –Quantitative and qualitative methodologies –Utilise mapping tools and participatory techniques involving communities and participants