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HOMELESS WORLD CUP

2019 Bid Process

Issued November 2017

HOMELESS WORLD CUP FOUNDATION 1 Broughton Market, , EH3 6NU. CONTENTS

Introduction 2 The Issue 2 About the Homeless World Cup Foundation 2 The Hosting Package and Fee 4 The Bid Process 5 Bid Dossier 7 Summary 8

Appendices Appendix A: Questionnaire Instructions Appendix B: Questionnaire Appendix C: Budget Template Appendix D: Venue Examples

HOMELESS WORLD CUP FOUNDATION 1 Broughton Market, Edinburgh, EH3 6NU. United Kingdom

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1. INTRODUCTION This document outlines the bid process for hosting the Homeless World Cup annual tournament in 2019. It includes the respective elements to be delivered by the host organisation and the Homeless World Cup Foundation as well as the overall timeline for doing so. 2. THE ISSUE The last time a global survey was attempted – by the in 2005 – an estimated 100 million people were homeless worldwide. As many as 1.6 billion people lacked adequate (UN Habitat, 2015). The UN Special Rapporteur on adequate housing has urged governments around the world to recognise as a global human rights crisis and has proposed an international campaign to eliminate homelessness by 2030, in line with the new UN Goals. There is a clear need for immediate action. 3. ABOUT THE HOMELESS WORLD CUP FOUNDATION 3.1 What is the Homeless World Cup Foundation? The Homeless World Cup Foundation (HWCF) is a unique, pioneering social movement which uses football to inspire homeless people to change their own lives. We operate through a network of more than 70 National Partner football programmes. We provide a focus for—and celebration of— their year-round activities by organising and delivering an annual, world-class, international football tournament for national teams of men and women who are homeless that takes place in a different every year. 3.2 How does football help homeless people? Homelessness forces people into isolation, which affects their ability to share, communicate their thoughts, and work with others. Sport can be used as a tool to help build relationships, to engage isolated individuals who become teammates and learn to trust and share. They have a responsibility to attend training sessions and games, to be on time, and to be prepared to participate. They feel that they are part of something larger than themselves. The sense of empowerment that comes from participating in team sport helps people who are homeless see that they can change their lives.

Street football – a 4-a-side version of the most popular game in the world - is the medium of choice due to its accessibility: it requires little kit and limited space, it is fast and exciting and it provides a very easy, instantly recognisable means of striking up a positive relationship with people.

Street football also improves other aspects of the life of a person who is experiencing homelessness, such as physical health and self-esteem, and experience has shown that it is an effective way of engaging homeless people who have not responded to other methods of intervention.

2 3.3 Why hold a Homeless World Cup tournament? Hosting the Homeless World Cup provides an opportunity to raise awareness of homelessness and initiatives to tackle it, garner global media exposure and recognition, prove capability and expertise for hosting major events and to create a lasting legacy in the host city and country. The event focuses attention both on the issues of homelessness and the steps that can be taken, addressing preconceptions of people who are homeless and opening minds. The host city takes a visible stand in the most positive of ways.

The Homeless World Cup is the highlight of the year for our National Partners and provides an aspirational goal for players. The experience is transformational for both participants and spectators and challenges attitudes towards homelessness. Players represent their country in front of a supportive audience when previously they were alienated from mainstream society. They are given the opportunity to travel as well as meet people who have faced similar challenges. The tournament is designed to be competitive, but its special structure and emphasis on fair play mean that everyone plays until the last day. There are several levels of competition and trophies to win, providing a sense of achievement for teams of all skill levels.

The Homeless World Cup also challenges societal attitudes towards homeless people. Research by La Trobe University has shown that it significantly improves attitudes towards people who are homeless among members of the audience. With the right broadcast partner and strategy, it is possible to generate significant coverage and interest: it is estimated that content generated during the seven days of the 2016 Homeless World Cup was accessed by over 3.3 million unique viewers across all platforms (Source: QTV Sports).

National Partners integrate football with other approaches locally. When players return from the tournament, a significant percentage of them improve their lives through education, employment, substance abuse rehabilitation and supported housing. An amazing 94% of players consistently say that the Homeless World Cup has had a positive impact on their lives. The feeling of belonging, the challenge of working in a team, regaining a health-oriented attitude towards life, visibly improved self-esteem and importantly the experience of representing one’s country are all factors that combine to provide a catalysing effect on the players.

In addition to helping change the lives of players and perceptions of homelessness worldwide, the Homeless World Cup generates a significant social return on investment (SROI). A study performed by Pro Social Valuation, which covers the 2016 impact of both the Homeless World Foundation and the Glasgow 2016 Homeless World Cup, tells a powerful story of the organisation’s social impact. The Homeless World Cup Foundation created $364+ million in social capital through the year round, worldwide programmes of its National Partners. The Glasgow 2016 Homeless World Cup created $13 million in social capital, a SROI of $8.62 for every dollar invested.

The host to date have been: , (2003); , (2004); Edinburgh, (2005), , (2006), , (2007), , (2008); , (2009); , (2010); , (2011); City, Mexico (2012); Poznan, (2013); , (2014); , (2015), Glasgow, Scotland (2016) and , (2017).

3 3.4 Key Objectives Our eight key objectives for the event are as follows:

• To provide the very best environment for the participating teams and players on and off the pitch; • To ensure the highest possible awareness, interest and involvement within the host country; • To ensure that the event is extensively positively reported and promoted throughout the host country and the world by key media outlets; • To maximise the number of spectators at all games in a safe and suitable environment; • To ensure that the event is a success from a financial point of view and that all parties are satisfied; • To ensure that the event is as environmentally and socially responsible as feasible; • To stage a world class sporting event that will bring global prestige and credit to the host country, the host city, the LOC and HWCF; • To ensure a positive, lasting, legacy in the host city. 4. THE HOSTING PACKAGE AND FEE Hosting the Homeless World Cup brings with it a series of rights and opportunities. The host organisation pays a fee to HWCF in relations to these rights, for expert support and advice and the provision of essential equipment and services as listed below. Details of the fee are provided when organisations are invited to submit a formal bid. 4.1 Event Rights granted to the Host Organisation • The right to host the Homeless World Cup in a specific year • The rights to use the Homeless World Cup name and marks for a specific year • The rights to sell Homeless World Cup official merchandise for a period of 12 months • The rights to sell the official programme and advertising space within • The rights to sell specific pitch side and big screen advertising space • The rights to brand the venue with your official logo and logos of partners and sponsors

HWCF will require pitch side and big screen advertising space for existing and long-term partners e.g. UEFA.

4.2 Provided by HWCF 4.2.1 Event • Experienced HWCF event management team • Project management software platform • File sharing system • Accreditation software platform • Detailed event manual and other essential documents • Event delivery guidance • Venue design • Management team recruitment guidance • Volunteer recruitment and training support • Management of event ceremonies & protocol • Legacy advice • Attendance at meetings with national and local government, sponsors, etc as required • Site visits to host city and venue

4 4.2.2 Tournament • Experienced international volunteers, including 12 international referees • International team selection (between 64 and 72 teams as agreed with hosts) • Supporting the international teams in their preparations for the event, including visa applications, international travel arrangements • Tournament structure delivery and match scheduling including bespoke tournament engine • Bespoke street soccer courts (up to 3) for the duration of the event • Goals, goal nets, safety netting for (up to 3) street soccer courts • Artificial turf for (up to 3) street soccer pitches for the duration of the event • Assistance in purchasing discounted street soccer courts to keep as part of legacy • Official anthems • Official flags • Official referee uniforms • Official match balls

4.2.3 Marketing, Communications & PR • International communications and PR generating positive global coverage • Support on marketing, communications and PR in in country • Support from HWCF Communications for a period of 12 months • Promotion of event via HWCF official accounts and website, including a dedicated tournament page • Experienced videographer and photographers • Experienced commentators • Management of official broadcaster and assistance in selection of same 5. THE BID PROCESS 5.1 Eligibility The event is organised on a not-for-profit basis an in keeping with the guiding principles of HWCF. Bids are welcome from both private organisations and public bodies. HWCF has an ethical policy of non-engagement with organisations or brands in the alcohol, gambling and tobacco industries for the protection of players battling with addiction.

Bids may include – but need not be coordinated by - a HWCF national partner programme; if there is no HWCF national partner programme in your country then setting up a national homeless football programme could be considered as one of the official legacies of hosting the event.

The bid must be co-ordinated by personnel or an organisation that can demonstrate extensive relevant experience in managing complex projects with significant budgets. In addition, it is preferable to link up with other stakeholders and backers to be part of the bid. You may like to include letters of support from the national government, potential media partners, ambassadors, high-profile influencers and football clubs who would be involved in making the event successful. 5.2 Expression of Interest (EOI) A written, non-binding expression of interest should be submitted to HWCF. This provides HWCF with a direct contact to whom advice and support can be provided. Following the EOI and initial discussions on likely structure and support, HWCF may issue an invitation to submit a formal bid.

Expressions of Interest may be offered at any time prior to the bid dossier submission date, however sufficient time should be allowed for compiling the information and support required to submit your

5 strongest possible bid. You should maintain a regular dialogue during the period prior to the submission of your bid dossier, informing HWCF of your progress and raising any queries you may have. 5.3 Submission of Bid Dossier Two hard copies and/or an electronic copy of the bid dossier detailing the bid elements (see below) should be submitted to HWCF at the earliest opportunity. The bid dossier should be the strongest statement you can deliver for hosting the event. The bid dossier comprises the following:

• completed bid questionnaire • proposed event budget • relevant maps and images • supporting letters and documents, which may include materials which demonstrate or expand on your vision for hosting

Section 6 below expands on the bid dossier elements. 5.4 Evaluation Period and Site Visit A shortlist of bids will be selected and the locations visited and reviewed by HWCF. Each bid should budget for funding a site visit (including flights and accommodation) by a team of two to three assessors from HWCF. The site visit may last between one and three days depending on what you wish to show and the distance of travel required. The financial viability of the bid will be closely scrutinised to ensure potential hosts have the resources necessary for putting on the event. HWCF may ask for additional supporting information to be filed during this period. All shortlisted bids will be supplied with a copy of the hosting agreement. 5.5 Preferred Bidder Contacted and Contract Agreed HWCF will notify the preferred bidder of the aspects of the bid that are accepted and any that need to be revised. There will then be a short period of no more than 30 days where the final rights and obligations are agreed and the official hosting agreement is signed by both parties. Should the hosting agreement fail to be agreed within this time then HWCF reserves the right to select another preferred bidder from the shortlist and is in no way obligated to the initial preferred bidder. 5.6 Award Announced HWCF and the host agree a suitable time and format to announce the award of the event. 5.7 Bid Timeline Summary

Date Bid Stage 20 November 2017 Open for Expressions of Interest 29 June 2018 Bids received 9 July – 27 July 2018 Site visits to shortlisted Bids 30 July – 3 August 2018 Preferred Bidder selected 6 - 31 August 2018 Contract signed 1-30 September 2018 Host city announced

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6. BID DOSSIER Your bid should be as comprehensive as possible and demonstrate a clearly laid out plan for a successful event. Bids should be financially stable, with a clear management structure and strong private sector and governmental support. Each bid should complete the questionnaire provided as fully as possible. Details on what information to include in each answer are supplied in Appendix A; a clean copy of the bid questionnaire is available as Appendix B. These are the minimum criteria and should be seen as the starting point for putting together a strong case for hosting the Homeless World Cup in 2019 or 2020. Bidders shall ensure that all information provided during the bid process is true, accurate and not misleading.

6.1 Bid Questionnaire The bid questionnaire is divided into the following sections:

• Vision • Support • Visas • Legacy and Sustainability • Finances and Budgeting • Marketing and Communications • Broadcast • Security • Accommodation • Transport • Catering

There is also a section for any concluding remarks, where you can add any other information or statements not included above.

7 6.2 Event Budget An event budget template is provided as Appendix C. You may use this template or submit one of your own so long as all costs are detailed. If you have received a single quote that covers multiple budget lines then mark this clearly. Please provide costs in British Pounds (GBP £) and include the conversion rate used if the original quotes or estimates were in another currency.

It is understood that it may not be possible to have exact figures for all costs at this stage but it is important to ensure that the overall budget is accurate as can be. A Value in Kind column (VIK) is provided for items that are provided partially or totally free of charge but that still contribute to the overall budget. 6.3 Maps and Images Please provide any additional maps and images that you feel would strengthen your bid or provide additional context. 6.3 Supporting Documents Please provide any letters of support or documents that further outline your vision for hosting the event. Supporting documents can help to give your vision for hosting a wider context and story. 7. SUMMARY Hosting the Homeless World Cup is a major undertaking, with numerous responsibilities. Together with these responsibilities comes significant opportunity in the lead in, during and after the event. It is a fantastic opportunity to take positive action and to provide a catalyst for last change in the host city, country and around the world. The bid dossier should reflect an understanding of this and highlight how the event can have a major, positive impact in the proposed city and nation. It is understood that it may not be possible to generate highly detailed plans for all the above bid elements at this early stage, however you should endeavour to submit the most considered and comprehensive bid dossier that you can. HWCF is available to provide information and guidance throughout this process to help you make the strongest case possible for hosting the Homeless World Cup.

For further information or enquiries contact [email protected]

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