Managing Olympic Sport Organisations

Managing Olympic Sport Organisations MANAGING OLYMPIC SPORT ORGANISATIONS Editor Leigh Robinson 002 FOREWORD MANAGING OLYMPIC SPORT ORGANISATIONS Foreword reinforce NOC structures and global management capacities, Olympic Solidarity offers educational training opportunities such as the Advanced Sport Management Courses (ASMC), of which Managing Olympic Sport Organisations is the base textbook. Through these courses, Olympic Solidarity supports the concept of a learning community in which NOCs’ main stakeholders – athletes, coaches, managers – learn from each other and interact in line with the objectives and interests of the Olympic Movement. Sport needs the expertise of well-educated and dedicated sports managers. This is why I encourage all those who delve into Managing Olympic Sport Organisations to study each of the topics with a view to strengthening the role of the Olympic Movement – and especially the role of the NOCs and their affiliated members. Everyone in the Olympic Movement has a shared responsibility to be as fully prepared as possible to shape the future of sport and build solidarity within our communities and around the world. This is even more true today. As this updated 003 version of Managing Olympic Sport Organisations goes to print, the world is in the midst of an unprecedented global crisis with the COVID-19 pandemic. The uncertain times we are going More than ever before, sport is an essential part of through are a stark reminder that we need symbols our modern, diverse society – which is more global of hope and inspiration more than ever. Sport is and changing more rapidly than at any previous intrinsically connected to promoting peace and time in history. solidarity in the word, and it is this mission that makes the Olympic Movement values-based In response to some of the new and complex and solidarity-driven. We can only overcome challenges facing society, Olympic Sport tremendous challenges if we show more solidarity Organisations (OSOs) must develop more with one another and strive to build a more human- sustainable business models. A proactive and centred future. creative mindset is essential, as are increasing partnerships and cooperation with stakeholders, My thanks and gratitude go to the team of from government agencies to the private sector. contributing authors and organisations for their It is also essential that OSOs demonstrate high great work and invaluable insights into the standards of governance in order to maintain functioning of sport administration, and for their confidence in their activities and protect the understanding of the important role played by sport integrity of their sports. in today’s society. These challenges will require the next generation of sport administrators to be focused on the latest trends and as global in their outlooks as the world of sport itself. For this reason, Olympic Solidarity provides the National Olympic Committees (NOCs) with the tools to take action and make a difference for the good of both sport and their Pere Miró local communities. Among its programmes that Deputy Director General, IOC MANAGING OLYMPIC SPORT ORGANISATIONS FOREWORD Contents INTRODUCTION 006 1 ORGANISING AN OLYMPIC SPORT ORGANISATION 008 1.1 The Operating Environment of Olympic Sport Organisations 012 Illustration: Olympic Agenda 2020 016 1.2 Governance 016 Illustration: Basic Universal Principles of Good Governance of the Olympic and Sports Movement 022 1.3 Governance in Practice 024 Illustration: Conflict of Interest Policy of Hockey Wales 032 1.4 Information Management 034 1.5 Change Management 038 Illustration: UMAP – Auditing the Environment for Changes 044 Case Study 1: Organising the Trinidad and Tobago Olympic Committee 046 2 MANAGING STRATEGICALLY 048 2.1 Preparing for the Strategic Planning Process 052 2.2 Diagnosing the OSO’s Environment 056 Illustration: Environmental Diagnosis of the Slovenian Gymnastics Federation 060 2.3 Defining Your Vision, Values, Mission and Strategic Objectives 062 004 Illustration: Vision, Values, Mission and Strategic Objectives of the Malawi Olympic Committee: Strategic Plan, 2017-2020 (Extracts) 066 2.4 Action Plans 068 Illustration: Action Plans 072 2.5 Monitoring and Evaluating Your Strategic Plan 076 Illustration: International Netball Federation – Key Performance Indicators 080 Case Study 2: Developing the Strategic Plan of the Cape Verde Olympic Committee 086 3 MANAGING HUMAN RESOURCES 088 3.1 Developing a Human Resources Management Strategy 092 Illustration: A Strategy for Managing Human Resources at the Croatian Olympic Committee 096 3.2 Organising Human Resources 098 Illustration: Uganda Olympic Committee Human Resources Manual 102 3.3 Recruitment, Selection and Onboarding 104 3.4 Developing Human Resources: Training and Motivation 108 Illustration: Talent and Leadership Development in Organised Sport in the Netherlands 112 Illustration: Performance Alignment and Management at the United States Olympic & Paralympic Committee 116 3.5 Developing Skills for Managing Human Resources 118 Illustration: Managing Conflict in NFs 122 Case Study 3: Developing the Human Resources of the Olympic Committee of Bosnia and Herzegovina 124 CONTENTS MANAGING OLYMPIC SPORT ORGANISATIONS 4 MANAGING FINANCE 132 4.1 Good Financial Management 132 Illustration: Principles of Financial Management at the Papua New Guinea Olympic Committee 136 4.2 Financial Planning 138 4.3 Budgeting 140 Illustration: Budgeting for the ISU World Development Trophy for Short Track Speed Skating 2015 at Ice Speed Skating New Zealand 146 4.4 Accounting 148 Illustration: Balance Sheet of the Barbados Olympic Association 152 4.5 Evaluation and Reporting 154 Illustration: Evaluation, Reporting and Financial Forecasting at Gymnastics NZ 158 Case Study 4: Development of Generally Accepted Accounting Principles at the Swiss Olympic Association 162 5 MANAGING MARKETING 168 5.1 What Can We Market? 172 Illustration: Modernisation of the Brand of the Argentine Tennis Association 178 5.2 Developing a Marketing Communications Strategy 180 Illustration: The Jordan Olympic Committee’s Living Sport Social Media Campaign 184 5.3 Managing Sponsorship 186 Illustration: Finnish Olympic Committee and Pågen – More Movement to Finnish Schools 005 with Pågen Bread Campaign 192 5.4 Marketing for Social Change 194 5.5 Developing and Implementing a Marketing Strategy 198 Case Study 5: The Marketing of the Olympic Committee of Slovenia – Association of Sports Federations 204 6 ORGANISING A MAJOR SPORT EVENT 208 6.1 Deciding Whether to Organise a Sport Event 212 Illustration: Deciding Whether to Bid: French Badminton Federation 214 6.2 Legal and Functional Structures 218 Illustration: Organisational Structure of the 2015 Pacific Games 222 6.3 Organising the Event 226 Illustration: Organising the IAAF World Championships London 2017 232 6.4 Managing Human Resources for a Sport Event 236 Illustration: Volunteer Management at the Winter Youth Olympic Games Innsbruck 2012 244 6.5 Amenities, Sites and Spaces 248 Illustration: Facilities, Sites and Spaces for the Toronto 2015 Pan American Games 252 Case Study 6: Organising the Gaborone 2014 African Youth Games 254 CONTRIBUTORS 260 MANAGING OLYMPIC SPORT ORGANISATIONS CONTENTS Introduction The aim of this book is to present, in a simple Managing Olympic and practical way, the current knowledge of Sport Organisations management that has been developed by and for Olympic Sport Organisations (OSOs) worldwide. For the purpose of this publication, OSOs are organisations that work within Olympic sport: the sports of the Olympic Summer Games and Olympic Winter Games, and sports that are not incorporated into the Olympic programme but are recognised by the International Olympic Committee (IOC). OSOs include the IOC, National Olympic Committees (NOCs), associations of NOCs at regional and continental levels, National Federations (NFs) and International Federations • Managing marketing in an OSO in line with the (IFs), as well as organisations with complementary global strategy of the organisation, stakeholders’ aims and activities. requirements and sponsorship opportunities. • Organising major sport events, when This book does not cover the whole range of appropriate for the organisation’s strategy managerial competencies that can be found in and when compatible with available human OSOs or present them in great detail. Rather, it resources and facilities. highlights and formalises the core dimensions of a managerial culture that will help you to run your Each chapter is divided into five sections covering OSO effectively and to further develop its structure. specific topics relating to the overall theme of the 006 chapter, and most sections end with illustrations This book outlines the principles of good that show how OSOs have applied some or all management as perceived by the authors, of the section’s key principles. All six chapters who are experienced researchers and managers end with case studies that give comprehensive in the areas about which they write. However, overviews of how an OSO has dealt with the issues these principles are not the only ways to covered within them. The illustrations, case studies successfully manage an organisation, and and other examples featured elsewhere in the text OSOs should not attempt to operate only along come from all five continents. these lines. Your own experiences may be different from those in the book but may have previously This book is just the starting point of an OSO’s proven effective for your OSO. Only you

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