Post Games Report Volume 4

Post Games Report Team:

Director: David Leather (DCEO) Senior Editor: Belinda White Information & Statistics: James Dobinson Sub Editors: Bob Rutt, Debbie Gallagher, Sonia Stewart, Jane McKeown, Nigel Bodman and Maria Carvath Compilation Assistance: Mike Gouldin A1 Foreword

Complementing the 10 days of Sport and Competition of the 2002 were the Events, Communication and Public Relations activities that are all key elements contributing to the success of an event. In this volume, the spectacular, creative and public communication activities are discussed in detail, providing an insight into how ’s Games were unique and special to the North West region of .

This volume focuses on the Communication elements of the Games - spreading the Games word through the communication channels of the web, the volunteer city guides offering tourist information for visitors, the call centre and customer service relations, the Festivals launched around the city and the numerous community events and Games parties bringing together the communities of Manchester and the North West.

The colourful spectacles of the Opening and Closing Ceremonies and the involvement of local performers, dancers, singers and stage designs showcasing Manchester as the host city is given an in-depth and interesting account.

Events including the international and national legs of The Queen’s Jubilee Baton Relay; the Spirit of Friendship Festival celebrating sport, cultural diversity and the Jubilee; Festival LIVE! sites engendering a spirit of excitement in predominant areas of the city; Games time public information services the Public Relations Games time services including the Media Information Group that informed the public and wrote colourful stories for the web and the enormous effort involved in welcoming and providing services for the thousands of media that visited the city of Manchester.

The integration of the community and ensuring that vital information was communicated to the various public and social services and local businesses was of paramount importance to the Organising Committee and is discussed in detail, in particular the work of the Speakers Bureau, who were the vehicle to ensure that the community at large were informed of Games activities.

In summary, it is without question that the world has seen the outstanding and impressive impact Manchester has made on the Commonwealth community and it is this volume that provides an insight into how M2002 achieved this and what the critical elements are for success.

Again the depth of this volume is significant, for this reason the sections are colour coded to distinctively mark each section and assist the reader in navigating to the appropriate area. All acronyms mentioned have been listed in full to complement the text. The appendix supporting this volume includes examples of activities used to promote and communicate the profile of the Games and provide a look and feel unique to Manchester.

2 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 A2 List of Contents

A Foreword/Contents

A1 Foreword ...... 2

A2 List of Contents ...... 3

A3 Acronyms and General Terms ...... 4

B Ceremonies and Events

B1 Promotional and Corporate Events ...... 8

B2 The Queen’s Jubilee Baton Relay ...... 10

B3 Opening and Closing Ceremonies ...... 28

B4 Spirit of Friendship Festival ...... 38

B5 Festival Live ...... 43

C Communications

C1 Public Relations ...... 46

C2 Media Services (including Main Press Centre) ...... 56

C2.1 Media Accreditation Centre ...... 67

C3 Marketing and Brand Development ...... 68

C3.1 Integrated Marketing Strategy ...... 71

C3.2 Public Information Strategy ...... 77

C3.3 Speakers’ Bureau ...... 83

C3.4 Commonwealth Games Website ...... 85

C3.5 Call Centre ...... 87

C3.6 City Guides ...... 91

D Appendix

D1 Corporate Events Listing ...... 94

D2 Summary of Activities undertaken by the Press Office in the year before the Games ...... 95

D3 Summary of Activities undertaken by the Press Office during the Games ...... 98

D4 Media Accreditation Centre Summary ...... 100

D5 Print and Publications Listing ...... 101

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 3 VOLUME 4 A3 Acronyms and General Terms

The following are all the acronyms that appear in the report. For a full definition of each acronym please refer to the Glossary of Terms in Volume 1.

General Acronyms Acronym Description Section Reference ACC Accommodation Village Volume 2 ACD Automatic Call Distribution Technology Volume 3 ACP Accreditation Check Point Accreditation Volume 3 ACR Accreditation Accreditation Volume 3 A&D Arrivals and Departures Transport Volume 3 AGMA Assoc of Authorities General Volume 1 ASFGB Amateur Federation of Great Britain Sport Volume 2 AVM Athlete Venue Meal Catering Volume 2 BBC British Broadcasting Corporation Broadcast Volume 3 BJA British Judo Association Sport Volume 2 BOA British Olympic Association Sport Volume 2 BOH Back of House Venues Volume 2 BSV Bisley Shooting Village Villages Volume 2 BTA British Tourist Authority General Volume 1 CATV Cable Access Television Technology Volume 3 CCCN Contract Change Control Note Finance Volume 1 CCTV Closed Circuit Television Villages Volume 2 CC&W Catering Cleaning and Waste CC&W Volume 1 CEO Chief Executive Officer CEO Volume 1 CGA Commonwealth Games Association CGA Relations Volume 1 CGCE Commonwealth Games Council For England CGA Relations Volume 1 CGF Commonwealth Games Federation CGA Relations Volume 1 CGV Commonwealth Games Village Villages Volume 2 CIS Commentator Information System Technology Volume 3 CHOGM Commonwealth Heads of Government Meeting Executive Volume 1 CMS City of Manchester Stadium Venues Volume 2 COMBO Commonwealth Games Broadcasting Organisation Broadcast Volume 3 CRC Crew Resource Centre Village Volume 2 CRS Central Results System Technology Volume 3 CSC Contemporary Services Corporation Workforce Volume 3 CSF Critical Success Factor General Volume 1 CSV Commonwealth Shooting Village Village Volume 2 CWG Commonwealth Games Family CGA Relations Volume 1 DCMS Dept for Culture, Media and Sport General Volume 1 DDI Direct Dial In Technology Volume 3 DRM Delegation Registration Meeting CGA Relations Volume 1 EAD Elite Athletes with a Disability Sport Volume 2 EBA English Bowls Association Sport Volume 2 ENG Electronic News Gathering Broadcast Volume 3 ETC English Tourism Council General Volume 1 EU European Union General Volume 3 EVS Event Services Event Services Volume 3 FA Functional Area General Volume 1 FACC Functional Area Crew Coordinator Workforce Volume 3 FACT Functional Area Core Team General Volume 1 FCO Foreign and Commonwealth Office Protocol Volume 3 FDG Fleet Depot G-Mex Transport Volume 2 FF&E Fittings, Furniture & Equipment Procurement Volume 3 FOH Front of House Venues Volume 2 FON Flags of Nations Look Volume 3 FOP Field of Play Sport Volume 2 GCC Games Coordination Centre Venues Volume 2

4 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 GEMS Games Event Management System Workforce Volume 1 GFIS Games Family Information System Technology Volume 3 GMAS Greater Manchester Ambulance Service General Volume 1 GMCC Greater Manchester Coordinating Committee General Volume 1 GMCFS Greater Manchester County Fire Service General Volume 1 GMG Queen’s Baton Volume 3 GMLO Greater Manchester Lieutenancy Office Protocol Volume 3 GMP Greater Manchester Police General Volume 1 GMPTE Greater Manchester Passenger Transport Executive General Volume 1 GONW Government Office North West General Volume 1 GRE Games Readiness Exercise Games Control Volume 1 GSSS Games Strategic Sports Squad Sport Volume 2 GVN Games Voice Network Technology Volume 3 HM Her Majesty Protocol Volume 3 HoG Heads of Government Protocol Volume 3 HoS Heads of State Protocol Volume 3 HMA Honorary Medical Advisor Medical Volume 2 HRP Human Resources Professional Workforce Volume 1 IBC International Broadcast Centre Broadcast Volume 3 ICC International Convention Centre Venues Volume 2 IDR Intermediate Distribution Rack Technology Volume 3 IF International Federation Sport Volume 2 IFTD International Federation Technical Delegate Sport Volume 2 &I Inspections and Inventories Villages Volume 2 IOC International Olympic Committee General Volume 1 IOC Integrated Operations Contingencies Games Control Volume 1 IP Intellectual Property Brand Protection Volume 3 IPC International Paralympic Committee General Volume 1 IPR Intellectual Property Rights Brand Protection Volume 3 ISO Independent Sampling Officer Anti-Doping Volume 2 ITO International Technical Official Sport Volume 2 LAN Local Area Network Technology Volume 3 LRC Local Relay Committees Queen’s Baton Volume 3 LRS Local Results System Technology Volume 3 LTV Long Term Volunteer Workforce Volume 3 M2002 Manchester 2002 Limited General Volume 1 MAC Manchester Aquatics Centre Sport/Venues Volume 2 MAUC Main Accreditation and Uniform Centre Accreditation Volume 3 MCC Manchester City Council General Volume 1 MCGL Manchester Commonwealth Games Limited General Volume 1 MDS Master Delivery Schedule Procurement Volume 3 MHE Materials Handling Equipment Procurement Volume 3 MIDAS Manchester Investment & Development Agency Service Events/Legacy Volume 1 MPC Main Press Centre Media/Venues Volume 2 MWG Management Working Group General Volume 1 NEM New East Manchester General Volume 1 NGB National Governing Body Sport Volume 2 NPC National Paralympic Committee Sport Volume 2 NSC Venues Volume 2 NSF National Sport Federation Sport Volume 2 NTO National Technical Official Sport Volume 2 NWDA North West Development Agency General Volume 1 NVP Non-Valid Pass Accreditation Volume 3 OB Outside Broadcast Media Volume 3 OC Organising Committee General Volume 1 OGKS Olympic Games Knowledge Service General Volume 1 PABX Private Automatic Branch Exchange Technology Volume 3 PAG Policy Approvals Group General Volume 1

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 5 VOLUME 4 PIMS Protocol Information Management System Protocol Volume 3 PMR Private Mobile Radio Technology Volume 3 PP Presenting Partner Queen’s Baton Volume 3 PS Private Secretaries Protocol Volume 3 PSTN Public Switched Telephone Network Technology Volume 3 RENOAC Registered Not Accredited Accreditation Volume 3 RFU Rugby Football Union Sport Volume 2 SCG Strategic Commercial Group General Volume 1 SCommsG Strategic Communications Group General Volume 1 SE Sport England General Volume 1 SEC Security Security Volume 1 SIC Sports Information Centre Villages Volume 2 SMG Sport Management Group Venues Volume 3 SMT Strategic Management Team General Volume 1 SNG Satellite News Gathering Broadcast Volume 3 SOC Support Operations Centre Village Volume 2 SOCOG Organising Committee for the Olympic Games Sport Volume 2 SRB Single Regeneration Budget General Volume 1 TER Technology Equipment Room Technology Volume 3 TOC Technology Operations Centre Technology Volume 3 TOR Technology Operations Room Technology Volume 3 TOV Technical Officials Village Village Volume 2 TPT Transport Transport Volume 1 TTC Table Tennis Centre Venues Volume 2 TVA Team Vehicle Areas Village Volume 2 UCI Union Cycliste Internationale Sport Volume 2 UoS University of Surrey Villages Volume 2 UPS Uninterruptible Power Supply Technology Volume 3 VAHO Venue Accreditation Help Office Accreditation Volume 3 VCC Venue Communications Centre Venue Comms Volume 2 VCP Vehicle Check Point Security Volume 3 VGM Venue General Manager Venues Volume 2 VIK Value In Kind Sponsor Services Volume 1 & 3 VIL Villages Village Volume 2 VIP Very Important Person Protocol Volume 3 VOC Village Operations Centre Village Volume 2 VOE Venue Operations Exercises Games Control Volume 3 VOM Venue Operations Manager Venues Volume 1 VOSA Village Operations Support Area Village Volume 2 VPC Venue Press Centre Media Services Volume 3 VSD Volunteer Services Department Workforce Volume 1 VTM Venue Transport Manager Transport Volume 2 VXM Venue Technology Manager Technology Volume 3 WACWorld Athletics Championships Sport Volume 2 WADA World Anti Doping Agency Sport Volume 2 WIG Workforce Integration Group Workforce Volume 3

6 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 2 Section B Ceremonies & Events

B1 Promotional and Corporate Events B2 The Queen’s Jubilee Baton Relay B3 Opening and Closing Ceremonies B4 Spirit of Friendship Festival B5 Festival Live B1 Corporate Events

Overview The Corporate Events team was established in January 2000 and supported the sponsorship drive through a series of corporate events. These included ministerial events at Downing Street to which potential sponsors were invited. There were other similar occasions hosted by The Duke of Westminster and The Earl of Wessex. In addition, the team was responsible for the organisation of a range of profile-raising events, including: Public information forums around the North West. The Royal Opening of the Aquatics Centre. -based events aimed at senior media representatives. Dinners hosted by MCC and M2002 during the Commonwealth Games Federation’s General Assembly in July 2001. M2002’s presence at the Commonwealth Heads of Government Meeting (CHOGM) in Brisbane, Australia. Sponsor-driven events associated with The Queen’s Jubilee Baton Relay (including The Baton’s arrival into on the eve of the Games). Sponsor Workshops. Celebrate Crew 2002 – a large scale, multi-media, arena-based orientation event for the Games Crew in April 2002. Thank Crew – held 12 days after the Games, an event attracting 20,000 Crew members and their guests as a final thank you.

8 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 A full list of Corporate Events can be found in the appendix to this volume. Following the integration of the MCC Events Team with M2002’s Event Team in March 2002, the delivery of MCC events such as: the BBC Summer Screens showing the World Cup, The Queen’s Golden Jubilee activity, BBC Music Live events and the Mela, became an additional part of the work programme. In the run-up to the Games, these events were important in building awareness. In addition three key members of the Corporate Events team supported the Protocol team at the Opening and Closing Ceremony VIP Receptions.

The Team Between January 2000 and September 2001 there were three members in the team: a Corporate Relations Manager, an Event Manager and a Secretary, all of whom were seconded from MCC. By February 2002, the Festival Live project was implemented and the team increased to 15 people including the seven members of MCC’s Events Team.

Key FA Partners and Contacts M2002 Creative Division M2002 Commercial Division (including Sponsors) M2002 Venue Teams The Queen’s Jubilee Baton Relay Team Boards of Manchester 2002 Limited and Manchester Commonwealth Games Limited Manchester City Council (Lord Mayor, Leader, Chief Executive) Commonwealth Games Federation Commonwealth Games Council for England Foreign & Commonwealth Office The Prime Minister’s Office The Earl of Wessex’s Office

Legacy Work is ongoing with MCC on the development of an event strategy for Manchester which capitalises on the success of the Games and in particular looks at how private sector interest might be maximised to support future activity.

Key Lessons and Recommendations The Ambassador Programme worked well in the latter stages and early implementation is advised to ensure success. To be successful, fundraising through corporate events needs to have a significant lead-time of up to 12 months. Sponsor support and a local enthusiasm for the project is critical to the generation of income from fundraising activities. The Events team should be established as an integrated element of the marketing, PR and communications effort to maximise use of compatible skills.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 9 VOLUME 4 B2 The Queen’s Jubilee Baton Relay

Overview The Queen’s Jubilee Baton Relay (Baton Relay) Team was responsible for managing the delivery of the Baton Relay event throughout the United Kingdom (UK) and supporting the CGF in delivering an international itinerary incorporating Commonwealth nations. The corporate mission for the Baton Relay was to deliver a national road event that raised media and community support for the Manchester . By the end of the Baton Relay the event was recognised as one of the largest community based road events of its kind in the UK visiting over 500 towns and covering 5,000 miles. The scope of the Baton Relay included:

The Queen’s Jubilee Baton Relay departed Buckingham Palace 11 March 2002 The Relay visited 23 Commonwealth nations 11 March to 6 June 2002 The Relay travelled around the United Kingdom for 50 days 6 June to 25 July 2002 The Baton was delivered to the Opening Ceremony in Manchester 25 July 2002

The objectives of the Baton Relay included: Securing the involvement of people across Britain, engaging them in the spirit of the Manchester 2002 Commonwealth Games. Generating excitement and support for the Manchester 2002 Commonwealth Games. Ensuring crowd attendance along the Baton Relay event route. Showcasing the rich diversity of the nation at home and around the world. Delivering a pre-Games publicity programme that generated positive media coverage and community awareness and support for the Games by promoting an inclusive Games across the UK, leveraging the association in The Queen’s Golden Jubilee Year and leaving a legacy for future Baton Relays.

The Team The Event Director was appointed in November 2000 to establish the parameters for the event and bring together a core planning team. In December 2000 a major scope and policy paper was endorsed by M2002. This document became the key planning framework setting out the broad scope, policies and milestones within which the detailed planning for the Baton Relay was to proceed. The scope of the Relay was outlined in broad terms as to number of days it would travel, number of runners and breadth of location and a series of timelines were identified which provided the central focus for the planning effort throughout 2001.

Event Director

PA to Event Director Finance Manager

Event Operation General Manager

Event Operation General Manager Operations Support General Manager Commercial/Media General Manager

Baton Security Rest Overnight Media Production

Advance Runner Programme Media Relations

Convoy Command Centre Public Relations

Medical Product Management Photography

Celebrations Technology Legal/Risk

Merchandise

Broadcast

10 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Major policies detailed in the document included: alternative modes of transport, Baton design and manufacture, budget, command centre, communications, collateral material, community celebrations, rest overnight, convoy vehicles and operations, government relations, legal/risk management, logistics, logo and look, licensee merchandise, commercial/media relations/ communications/media operations, management, security, sponsors/supporters/suppliers, technology, runner selection, uniforms and volunteers. The planning structure for the Baton Relay team was marshalled into three functional areas each headed by a General Manager. The organisational structure reflects the responsibilities of each General Manager during the planning and operational stages of the Relay. A summary of the number of staff employed (paid, contractors and volunteers) for the duration of the project included: 2000 – Director from November 2001 – 10 2002 – 18 until June 2002 – 10 in Command Centre and 95 on the road from June The staffing levels described above are an outline only and historically up to three years planning effort have been required to stage events of this scale. For Manchester, only half of the core management team was in place nine months prior to the event. The remainder hit the ground running less than six months prior to the commencement of the event. By drawing upon lessons from previous events, M2002 were able to accelerate much of the planning. Once the Relay started, the Event Director maintained the overall operational responsibility for the control of the Relay, reporting directly to the GCC and the COO. On a daily basis, event management was deployed to three operational managers as follows: Event Operations General Manager – positioned in the command vehicle and responsible for the immediate operational management of the Relay as it travelled nationally. Operations Support General Manager – responsible for the Baton runner transportation system nationally, distribution, rest overnight and the command centre. Commercial/Media General Manager – responsible for managing the marketing, media, broadcast, photographic and merchandising operations.

Key Partners Sponsors M2002 contracted with a group of Games Sponsors and Media Partners who contributed funding or goods and/or services to assist in the staging of the Relay in excess of their Games involvement. In return, the Relay Partners received commercial and marketing rights to assist in gaining commercial leverage from the Relay.

Cadbury Presenting Partner Guardian Media Group Official Media Partner BBC Official Broadcast Partner First Official Supporter – provision of shuttle buses Minor Planet Supporter – provision of global positioning system

Other Partners CGF Coordination of international route FCO Sponsor of international route CGAs Liaison on both international and national route Local Councils Liaison on national route IDEO Design of Baton Mappin & Webb Design of coins incorporated into Baton PR Marketing and PR management

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 11 VOLUME 4 The Baton The design and the physical nature of the Baton became a high priority; a visual significance of what the Baton represented had to be developed to attract attention and provide the public with a point of reference for the Games. The Baton was designed to personify the philosophy of the Commonwealth Games and the people of the UK and also to link The Queen’s Golden Jubilee celebrations to the journey. The vision of a Baton for the 21st Century became a reality after viewing the concepts from a selection of UK design companies. The concept was selected from a design company called IDEO, who displayed a broad set of skills and creative flair that was harmonious with the overall vision for the Baton. The Baton was made of refined aluminium, with the handle plated for conductivity; it weighed 1.69 kg and measured over 710mm in height and from 42.5mm to 85mm in diameter. The Queen’s message was held in an aluminium capsule inserted into the top of the Baton. Inside the Baton, sensors detected and monitored the runner’s pulse rate, conveying it to a series of Light Emitting Diodes (LEDs), via a light behaviour module. The lens transformed the LEDs into a dramatic blade of pulsating light in rhythm with the runner’s heartbeat. Two sterling silver coins, designed by Mappin & Webb, The Queen’s jeweller, were incorporated into the design, one on either side of the Baton, to reflect the contribution of the City of Manchester as host of the Games. The Baton was first unveiled in October 2001 and started its journey when Her Majesty The Queen handed it to the first Relay runner at Buckingham Palace on , 11 March 2002. The Baton completed its journey on 25 July 2002, when it reached the City of Manchester Stadium for the start of the XVII Commonwealth Games. The final runner, Kirsty Howard, a brave young Mancunian girl suffering from a life threatening disease, assisted by Manchester United’s Captain , handed the Baton to The Queen, who read the message to the Commonwealth Nations and the rest of the watching world.

Operation International Route In accordance with the CGF Constitution, the CGF took responsibility for the coordination of the international leg of the Baton Relay. The Baton Relay team assisted the CGF with event management over 87 days. The international sector of the Baton Relay was sponsored by the FCO, recognising the unifying value of sport and the importance of the Games to the Commonwealth. British High Commissions in the nations visited, worked closely with local CGAs to promote the Baton Relay through events and local publicity, thereby raising the profile of the Games. The Official Broadcast Partner of the Baton Relay and the Host Broadcaster for the Games, the BBC, travelled with the Baton on its journey through the Commonwealth, sending images back to the UK for inclusion in their programming both on domestic and international networks, as did the dedicated photographer and M2002 event coordinator. In various nations, this team was enhanced by a representative from the CGF travelling with the Baton. The Baton travelled approximately 64,000 miles across the Commonwealth visiting 23 nations over 87 days including; , , Barbados, Dominica, St Lucia, Trinidad and Tobago, Ghana, Sierra Leone, Nigeria, , Uganda, Tanzania, South Africa, Australia, New Zealand, Fiji, Tonga, Brunei Darussalam, , Singapore, Sri Lanka, India and Malta. National Route In May 2001 the route selection process commenced with the

12 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 appointment of two Advance Managers. The preliminary route was divided into regions with one Manager per region. This structure was later revised with the appointment of two Assistant Managers with one Advance Manager assuming the role of a Senior Advance Manager in September 2001. The route was designed to ensure that as many people in the UK as possible were able to see the Baton Relay prior to its conclusion in Manchester. It was planned using route selection criteria endorsed by an executive panel from M2002, including population, scenic attributes, historical attributes, existing events, alternative modes of transport, The Queen’s Golden Jubilee Programme, climate, accommodation, route modelling, communications and security. The allocation of days per region was based on the total population distribution across the UK ( – two days; – five days; / / – total one day; – three days; England – 39 days). M2002 consulted with each CGA within the UK to assist in identifying locations of cultural and sporting significance across the region. These consultations and the route calculations from the international road events provided the basis for an initial route plan which was then validated during a hard drive (detailed later) across the UK. A more detailed route was then developed confirming daily timings, runner estimates, evening celebration locations and overnight stops. The route was recorded on a spreadsheet with the name of towns passed through, accumulated mileage and estimated event times calculated. The route was endorsed by M2002 in September 2001 and approval was given for the team to approach the 49 local councils where celebrations would take place. Negotiations with these councils commenced in October 2001 and formal agreements were reached over the following months for the provision of venues, stage performers and support services at no cost to M2002.

Hard Drive and Route Profiling The hard drive of the 5,000 mile UK route was conducted from January to April 2002, in consultation with local councils and Police forces along the route. The hard drive was undertaken using a vehicle fitted with an odometer capable of measuring the route in 0.01 mile segments. The route was documented on paper using proven techniques adapted from previous, similar events, recording running and convoy segments as hard data in a spreadsheet during the drive to be entered into a customised database in Manchester. Running segments (legs) were identified for individual runners along the entire route and direction routes, convoy segments and shuttle bus logistics were recorded in the database allowing an automated runner selection process.

The Daybook The early work of the Advance Team in accurately compiling the hard drive data paid dividends for the way in which the on-road event was staged. The timing estimates used during the hard drive meant that event daybooks provided an accurate account of event timings throughout the full 50 days. As the hard drive commenced, the Command Centre began putting the finishing touches to the daybook format. Daybooks contained detailed route information, road maps, runner segment details, shuttle bus schedules and overnight accommodation details. A total of 110 daybooks per day were printed for the 50 day event schedule. The daybooks provided valuable guidance to the core convoy of the type of area that they would be travelling through and became the working log for staff to use during the Relay. Each evening the Pilot Teams provided details of any inaccuracies to directions or changes to road systems. On average, three to four directional changes were recorded in daybooks per day.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 13 VOLUME 4 Test Event and Team Training A major training session for core crew and test event was held from 9 to 12 May 2002. On 11 May a test Relay was conducted between Lincoln and Grimsby covering 101.3 miles, involving 107 volunteer runners and with support from the local councils and the Police. The actual Relay vehicles were used together with communications, uniforms and technology. This test event was a critical milestone for the team providing a valuable opportunity to test equipment and procedures.

Convoy Operations A Convoy Manager was appointed in late 2001 and assumed responsibility for: Managing all transport operations for the Baton Relay including sourcing vehicles and liaising with managers regarding vehicle requirements. Managing fitout and decommissioning of vehicles to Relay specifications including installing communications, branding of vehicles, racking, camera platforms, etc. Managing all vehicle maintenance, refresh, fuelling and scheduling arrangements, also including rotations and breakdown rescue. Working with all suppliers of vehicles to the convoy. Sourcing suitable drivers for Baton Relay vehicles, providing training and rostering in accordance with DVLA Driver Regulations. Determining and sourcing equipment and consumable items for the Baton Relay. Providing advice to the Finance Manager on the convoy budget. Up to two years’ preparation work is normally required in preparing a Relay’s convoy. The fact that the convoy team was able to deliver a professional result in less than nine months is a testimony to the team’s flexible approach and commitment.

The Event Alternative Modes of Transport In addition to the 5,000 Relay runners, a variety of transport modes were used to carry the Baton on its journeys around the UK. These included: riverboat (Loch Ness), the London Eye, power boat (Brighton), steam train from Ffestiniog to Porthmadog (Wales), double decker bus (London), row boat (Henley-on- Thames), tram (Blackpool), TT motorcycle (Isle of Man), rickshaw (Oldham), transporter bridge (Middlesbrough), plane (Jersey), horse drawn tram (Isle of Man), canal boat (Wales), ferry (Liverpool), horse and carriage (York), black cab (London) and steamboat (Lake Windermere). The use of alternative modes of transport during the Relay provided a valuable break to the normal daily routines for the core convoy crew and media travelling with the event. Media interest and coverage of alternative modes of transport was considerable.

Core Convoy Operations The core convoy was the most visual component of the Baton Relay for the media and the millions of spectators watching. It provided on-road support to each runner carrying the Baton. One day ahead of the convoy, a route-marking team marked runner exchange points with stickers, usually on telegraph poles. The core convoy cluster (with the runners) consisted of a lead Police vehicle, media vehicle, command car, security vehicle, pickup shuttle and tail Police vehicle. In addition approximately 11 Police escort motorcyclists protected the convoy as it travelled along the route.

14 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Three to five minutes ahead of the core cluster a pilot vehicle, runner shuttle and Police vehicle positioned runners. The pilot car guided the drop off shuttle to exchange points and advised the Command Car of issues directly in front of the convoy. The runner drop off shuttle consisted of shuttle buses dropping off Baton runners along the route. The Police vehicle assisted by providing protection at the rear of the shuttle buses. The lead Police vehicle provided protection to the convoy and alerted pedestrians and motorists to the slow moving convoy. The Police vehicle travelled 50 to 500 yards ahead of the runner to allow the media vehicle to move ahead of the runner once key footage was secured and to allow improved visibility of the runner. The media vehicle was a customised vehicle containing a viewing area at the rear, which provided a clear shot of the runner. The team Medical Officer was also present in this vehicle. The Baton runner was accompanied by a security escort runner (a plain clothes Police officer) who was dressed in a similar uniform. The Command Car was positioned directly behind the runner, all movement and command decisions for the convoy were made from this vehicle and radio communications were maintained with all other convoy vehicles and with the Event Director. Radio communications were also maintained with the Security Manager and the National Escort Group Commander. From time to time a guest relations vehicle was placed behind the Command Car. The convoy services vehicle, dedicated to the security contingent travelling with the Relay, travelled behind the Command Car. A runner pickup shuttle travelled behind the Convoy Services Vehicle retrieving runners after they completed their segment and a tail Police vehicle then protected the rear of the convoy. Generally, the convoy travelled between 30 and 50 miles per hour in convoy mode and 5mph in runner mode. The daybook for each day specified the estimated time the convoy was to arrive at a specific location along the route. The Command Car regulated the speed of the convoy and the runner throughout the day. Minor breakdowns for the security motor home and a number of shuttle buses were the only challenges presented to the core convoy.

Overall Security Operation In terms of security, the Baton Relay was successful, with the Baton being compromised on only one occasion by a local prankster during World Cup celebrations. In policing terms, the UK Police services provided sufficient resources to police the event. In escort terms, the National Escort Group delivered a highly professional service to the Baton Relay.

Timings and Calculations M2002 adopted timings validated from similar road events with runners expected to travel at 5mph throughout each day. In major metropolitan areas such as London and Manchester, the speed assumption was reduced to 4mph. The lower speed assumption provided a 20% contingency for timing for every hour travelled which provided the core convoy crew with short rest breaks during the demanding metropolitan routes. Morning and afternoon crew breaks were scheduled each day to provide a rest period for the core crew. These ranged from 15 to 30 minutes each. A one hour lunch break was also scheduled each day. Conservative convoy speed assumptions allowed the convoy to make up lost time and commence runner operations on time. A five minute time adjustment allocation was incorporated into daily timings in the last 120 minutes of each day to compensate for slower runners. These allocations and calculations resulted in the Relay being ‘on time’ for the vast majority of the 50 day event programme and for evening celebrations. For future event planners, it is recommended that the last 60 minutes of running prior to a major celebration is reduced to a 4mph estimation to provide a further contingency for arrival times.

Traffic Management Road closures and the use of barricades along the route depended upon local conditions, it was necessary to close very few streets along the route therefore all road closure decisions were made at a local level depending on the density of the area and local advice. Local communities

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 15 VOLUME 4 were free to use temporary barricades, roping, tape and marshals to temporarily close roads. Traffic management and control was the responsibility of each individual Police force, Highways Authority and local council. Prior to the event, the Advance Team met with every council along the route and explained in detail the size of the convoy. The Police were pivotal in providing the convoy with an uninhibited passage along the route. The core convoy was escorted by the Association of Chief Police Officers’ National Motorcycle Escort Group (ACPO NEG) comprising two Police vehicles and 11 Police motorcycles. The NEG accompanied the Relay throughout the 50-day period. Eight Police motorcycles worked immediately in front of the core convoy, slowing down and stopping traffic, securing road junctions etc to allow the uninterrupted passage of the convoy. The NEG response for the Relay was outstanding with no serious motor vehicle accidents or life threatening situations occurring. One NEG motorcyclist was involved in a low speed accident with a London Metropolitan Police motorcyclist but apart from this minor accident, the Relay was safely escorted across the UK.

Evening Celebrations Evening celebrations were staged on 49 occasions across the UK during the Relay. These free evening celebrations generally lasted two hours and the purpose was to give the entire local community the opportunity to experience and celebrate The Queen’s Jubilee Baton Relay and share the excitement and spirit of the Games. The last evening celebration was the Opening Ceremony of the Commonwealth Games on 25 July 2002.

16 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Starting at around 17:30, the centrepiece of all major celebrations was the arrival of the Baton at 18:55 each evening. M2002 provided a programme for the arrival ceremony portion. In most cases, the final runner arrived on stage and placed the Baton in the ceremonial pedestal where it remained for approximately 30 minutes. The Baton was then removed in preparation for the following day. All communities selected to host evening celebrations were required to sign agreements specifying arrangements for cooperation and assistance between a council (and/or landowner) and M2002. At a community level, the support of local councils included: The provision of permits and approvals. Road closures. Waste management services. Provision of venues for celebrations. Promotion of the event. Provision of barricades. Coordination of community involvement. Developing celebration formats. Consulting with surrounding councils in planning. Providing security/emergency services. Supplying stage performers throughout the celebrations at no cost to M2002. M2002’s primary aspirations for the hosting of a community celebration were community safety, free access for community members, eliminating ambush marketing and minimising costs to the community. A staging company was contracted by M2002 to provide a large evening celebration stage, which travelled to each evening celebration location. A stage production team of 10 professionals assisted communities in delivering each event.

Runner Operations Runners gathered at pre-determined collection points along the route, such as office car parks, churches, schools, halls, sponsor locations or other designated locations and the shuttle bus collected them from these points. The shuttle team arrived at the collection point 30 minutes before the scheduled runner time of arrival. Runners were told to arrive at the collection point, in the uniform provided, approximately 45-75 minutes prior to the scheduled running time for the first runner on the shuttle bus. After checking in, runners received a 45 minute briefing from operations staff on various aspects of the Relay including their role, logistics, safety information, Sponsors of the Relay and carrying the Baton. Participants were reminded of their running segment number and given a sticker with the number to be worn during the Relay. When runners boarded the shuttle bus they were taken to an ‘insertion point’ where the pilot vehicle and Police vehicle met them. The shuttle bus generally arrived 15 minutes ahead of its scheduled insertion time. The shuttle bus drivers were sourced by Adecco and the accompanying hosts of the bus were volunteers for the 50 day period.

Rest Overnight Operations A Rest Overnight (RON) Manager was appointed in late 2001 to manage all aspects of on road accommodation for the 50 day event. The immediate priority was to secure hotel accommodation to support the crew. The following criteria was used to select hotels across the UK: The majority if not all of the crew could be accommodated within the same hotel. Breakfast and dinner could be provided at off-peak times and in the format required. Enough space could be provided at the same hotel for convoy vehicles to be parked safely and with sufficient room for wash and refresh.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 17 VOLUME 4 The location was suitable in terms of distance from the finish point of the evening celebration and the start point for the following day. The process of visiting 192 hotels was time consuming but the benefits were huge, in particular the relationship with each hotel operator and the excellent working knowledge of the facilities within. An Event Document was provided to each hotel giving detailed information about the Relay team and any special requirements; this allowed the hotel to be prepared for their arrival. The on-road RON team consisted of two volunteers, two Advance RON Coordinators and the RON Manager. The Finance Manager doubled as one of the two RON Coordinators and coordinated all on road finance issues. One team member arrived at each hotel one day before the rest of the crew to ensure that the team office could be set up efficiently. It was imperative that the RON team maintained three cars, two of which stayed with the alternating Advance Coordinators and one remaining core RON team. The RON team assumed responsibility for crew lunches, laundry and all meals whilst on the road. Lunches worked well in conjunction with the locations chosen by the Advance team for lunch stops, quite often schools were more than happy to participate in the Relay and provide lunches where convenient. Standards at the hotels varied as expected, however buffet dinners generally worked well with a good variety of different foods available. The laundry service worked adequately within the expectations set out in the crew handbook and within the timescales involved with all crew having clean clothes to wear for the 50 days. Inevitably a number of items went missing, predominantly due to crew failing to mark their items however this was at their own risk.

Marketing & Media From a marketing viewpoint, the planning and preparation of the Relay fell into three phases. Phase 1 – June to December 2001: Awareness/Invitation/Anticipation Phase 2 – January to April 2002 : Excitement Phase 3 – May to July 2002 : Participation and Commemoration A number of significant milestones provided platforms for media launches during the first and second stages. Capital PR were retained by the Relay to drive editorial coverage. The BBC and GMG played vital roles during the first and second phases with both organisations making important contributions towards raising awareness of the Relay and promoting the Jubilee Runner nomination process, motivating the public to become directly involved in the Relay as runners. The BBC promoted Jubilee Runner nominations nationally through trails shown in all television regions and on all local radio stations. Further awareness was raised through a national competition on Blue Peter, a leading children’s national television programme. Guardian Media Group published runner nomination forms in its local, regional and national titles and published the names of all nominees in , its national daily title, on 7 February 2002. Cadbury greatly added to the stature of the Relay with a significant branding presence at all evening celebration sites including the travelling Cadbury Café offering a range of Cadbury products to audiences. Many evening celebration sites were also used as hospitality events for Cadbury trade partners. Cadbury also provided thousands of branded flags to the local communities to line the route. During the Relay, the BBC facilitated the daily distribution of a daily video highlights package to broadcasters in the UK and throughout the Commonwealth. The arrival of the Baton at many of the evening celebrations was transmitted live in the BBC’s local news programmes and BBC presenters often hosted these events. GMG’s local and regional titles provided extensive coverage in particular on the Relay’s return to the Greater Manchester area.

18 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 All partners and supporters benefited with various quantities of Baton runner positions and from branding presence on the road (First in particular on the buses) and on the celebration stage, utilising the composite logo and look of the Relay with short video clips explaining their involvement with the Relay, providing a good platform for exposure. Cadbury achieved significant branding presence on the road by means of the vehicle branding and at celebration sites through the Cadbury Café and other merchandising and selling outlets. GMG also received consistent exposure through the display of banners at most celebration sites. Fortnightly progress meetings were held with all partners and supporters explaining and confirming their level of coverage until just after the test event. The test event then provided a forum for any issues to be raised and resolved prior to the Relay departing for the road. Communication channels between the partners and the Relay’s commercial staff were agreed prior to the start of the UK sector. M2002’s Brand Protection team provided guidance on the identification of ambush marketing and the appropriate guidance for dealing with such incidents. The contracts agreed between M2002 and the councils on the route clarified the responsibility of the councils to protect the interests of the Relay’s commercial partners. On the road, PR staff supported media travelling on the media motor home, managed media at celebration sites and undertook briefings two days in advance of the Relay’s arrival. The Commercial/Media General Manager travelled in parallel with the convoy identifying photo and video opportunities ahead of the Relay and providing roadside support to media. The Commercial Manager established working relationships with partners at celebration sites and monitored ambush marketing activity.

Press Coverage BBC TV Weather was broadcast live from departure points on Mondays, Wednesdays and Fridays and for the last week in its national breakfast television programme. The Relay was also regularly referenced in the weather bulletin following the main evening news at 22:30. The Relay received extensive, daily television coverage on BBC1 and ITV (Granada) in the North West. In addition, BBC Radio 2002 and Greater Manchester Radio both followed the progress of the Relay very closely, taking regular reports and interviews from the road. In addition to the coverage at the start of the Relay at Buckingham Palace on 11 March, BBC News 24 also covered segments of the evening celebrations in Leeds and Manchester. BBC local radio stations covered the Relay extensively through live broadcasts, as did some commercial stations. To promote to a younger and larger audience, commercial stations should be approached to attract more attention for future Relays. Local newspapers provided good coverage of the Relay with many leading regional daily newspapers running full-page reports and featuring photographs of their own local runners. Exeter, Southend-on-Sea, Norwich, Leeds, Liverpool and Manchester were definitely the highlights of the evening celebrations with each boasting good crowds and entertaining stage shows. The morning departure from Rochdale was a welcome surprise with 2,000 people lining the streets at 06:00, which demonstrated the public enthusiasm for the Relay as it neared its climax.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 19 VOLUME 4 Crowd Building M2002’s strategy for crowd building was to use localised media campaigns. The 270 councils on the route and 49 celebration councils were provided with local media kits to assist with crowd building media activity from the announcement of the detailed route from five weeks prior to the Relay entering a region. These kits contained pro-forma media releases, detailed route information relevant to each council and window timing posters and national route maps for the council to distribute to retail premises along the route. Each council was asked to release their directional route five weeks out followed by media follow-ups and crowd building announcements the day before the Relay. This strategy of entrusting local councils to build momentum for the Relay proved to be extremely successful. In addition, Cadbury distributed 36,000 timing posters to its own retail partners while a number of Games’ Sponsors including Adecco, BUPA, ASDA, Rover, Addleshaw Booth and Boddingtons also distributed Relay materials to their own outlets, branch offices and dealerships. Cadbury distributed an education pack including a Relay poster map to schools along the route, specifically targeting schools which had provided runners for the Relay to encourage them to line the route.

Media Operations Media operations for the Relay involved a team of four media personnel on the road supported by a team of three people running the Relay Media Hotline based in Manchester. On the road, an Advance PR person travelled two days ahead of the Relay to brief media of the imminent arrival in order to establish large crowds and to accredit any additional media. In general, accreditation was not required for access to evening celebration sites. Exceptions included the celebrations in Leeds, where the visit of HM The Queen necessitated greater control and the final celebration in Manchester where accreditation was used to manage access to privileged positions. The On The Road team was managed by the Commercial/Media General Manager. The Commercial/Media General Manager also managed two other resources recruited to provide timely material to broadcast and print media: A host broadcast crew were retained to capture footage which was distributed to UK and international rights-holding broadcasters with local BBC resources providing vision highlights to the large screen attached to the stage. The Relay’s official photographer distributed photos throughout the day to print media through national news agencies and the M2002 website. The media motor home, a vehicle with a customised viewing platform at the rear, provided a stable filming and viewing platform in front of the runner and provided local, national and international media with an opportunity to cover the Relay. As Official Broadcast Partner of the Relay and Host Broadcaster for the Games, the BBC was granted exclusive access to the motor home throughout the Relay. An accreditation process was established, independent of the Games’ systems, to manage access to the media motor home and to protect the rights of the BBC. A Media Manager travelled in the media motor home to provide the media with the latest daily updates on runners, community celebrations and the route and to facilitate media personnel pickups and drops offs.

Guest Relations At each of the evening celebrations a representative from M2002 attended to present a miniature replica pewter Baton to the local council to thank them for their hospitality. Key stakeholders were often invited to attend to represent M2002 and this provided an ideal opportunity for them to be involved in the Relay and experience some of the goodwill received throughout the UK. Organisations invited to participate included MCC, Sport England, UK Sport, CGF, CGA, Government officials and Directors from M2002. Each invited speaker thoroughly enjoyed their time with the

20 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Relay and were impressed with the scale and complexity of the operation. Although some were only able to attend at the celebration sites, many were able to participate fully by viewing the convoy whilst in operation, travelling in the media motor home and the Guest Relations vehicle. Many of the speakers were selected to run with the Baton, giving them first hand experience to describe during evening celebrations. The Guest Relations team were responsible for ensuring that the speaker received a personalised itinerary and relevant paperwork to give them the opportunity to fully experience the Relay. The Guest Relations team developed an in depth knowledge of the operation to allow the full package to be promoted to influential figures in the UK.

Gift Packs Each VIP who joined the Relay on the road received a VIP pack, consisting of a Relay information pack, a QJBR pin badge and a T-shirt. If the VIP was of a higher status, or was spending a greater amount of time with the Relay they were presented with a gift pack which included rucksack, Kit mascot, T-shirt, pin and information pack.

Key Facts and Statistics On the international leg of the Relay, the Baton: Travelled to five continents: Africa, the Americas, Europe, Oceania and Asia on 69 separate air legs. Visited the smallest nation per square mile in the Commonwealth, Malta and the largest, Canada. Visited numerous famous landmarks, areas of great beauty and places of historical significance. Visited nations with a total population of more than 1.39 billion – (approximately one fifth of the global population). Was received by Heads of State, international athletes and dignitaries. Was welcomed into many different cultures and communities, celebrating diversity and calling all competing athletes to participate in the 2002 Commonwealth Games in Manchester.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 21 VOLUME 4 During the UK leg (50 days), the Baton: Travelled to the four corners of the United Kingdom. Passed famous landmarks and visited areas of great natural beauty and places of historical significance. Travelled within one hour’s drive of 95% of the UK population. Spent approximately 65% of its time travelling through non-metropolitan areas. Travelled around 5,000 miles by road. Was welcomed at 49 evening community celebrations in the UK’s major towns and cities. Was carried by 5,000 runners, averaging 100 runners per day. Was carried by each runner for an average of 500 yards. Travelled on approximately 30 alternative modes of transport including steam train, double- decker bus and a ferry across the Mersey. Was supported by up to 33 convoy vehicles. Required a 100 person support crew throughout the 50 day event. Was ‘on show’ for about 10-12 hours each day.

Key Lessons and Recommendations Management It is recommended that the OC defines the size and scope of the Relay at least three years out from its commencement. The placement of the Relay team within the organisation needs consideration. At first much interaction occurs with Commercial/Media/Creative areas such as Sponsorship, Look, Media Relations etc, but from one year out, it best fits within the operational stream of the organisation usually reporting to the COO or the CEO. Advance Team The most important factor of this is council and community support. Depending on the scope of the Relay, it is recommended that a single manager heads up the Advance team followed by at least two regional managers. The lead manager should work on the scope of the event and the flow of the route with the regional managers being employed to negotiate and present to celebration councils. This would be followed by two coordinators being employed to negotiate with town councils on the route. In addition to the liaison with councils, advance regional managers and coordinators should have additional responsibilities, including staging, contracts, alternate modes of transport, Sponsor consultation, logistics, preparation of detailed collateral material for councils/ authorities, negotiation regarding time adjustment breaks, lunch stops, start points and collection points. Route Development Initially a concept for route establishment should be scoped, covering start point, number of days, hours of operation, rest days, break down of days per region/state. To complement this, major sporting events, music and other festivals should be overlaid into each region so that they can be worked into the overall plan. Each region should be strategically separated to reflect the events in the area. School, public and local holidays should be noted, as this will have an impact on crowds and operational issues. From the experience of the Relay, holding lunch breaks at large schools proved highly successful with large crowds of cheering children lining the route. Cultural and scenic attributes should also be overlaid, firstly the ‘must sees’ so that these are included in the first draft and then the local town/city attributes should be included when completing street level routes. Major alternate modes of transport should also be overlaid onto a map. If these maps are broken down into regional/state maps this will aid planning. It is important to investigate whether any government or organisation stakeholders have any pre-conceived ideas about the route. If this is raised at a late stage, it could cause operational issues. It is imperative to source sponsor needs early to ensure they are incorporated into the overall plan.

22 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 When all the route factors are overlaid a clear picture of the route can be established and identification of the celebration sites can take place. A daily town-to-town route can then be developed working within the given parameters. Hard Drive To consistently establish route detailing and street level documentation, it is recommended that three hard drives are conducted, as follows: First Drive: To create the town to town route. Second Drive: To present to councils/police/authorities regarding their celebrations and approval regarding street level route. Third Drive: To measure all segments for running and collection points to complete daybooks. In terms of equipment, it is advisable to have ‘Terra-Trips’ or similar rally computers installed in the hard drive vehicles prior to the first hard drive. The installation of GPS systems in advance vehicles during the initial stages adds to the accuracy of information when completing the Relay itself. Alternate Modes of Transport The selection of alternate modes of transport worked well with route logistics. Contracts for some modes of transports need to be simplified into a one-page contract with specific details relevant to that transport mode. Staging Operations The staging company should be selected prior to finalising celebration sites to take into account the variation in site sizes and locations. Due to the transient nature of the staging operations, accommodation and staging requirements for the next day should be made progressively as more information comes to light, as opposed to setting all processes in place prior to going on the road. The staging crew should include a Production Manager to manage the set-up and dismantling of the stage as well as the day to day activities of the team. A dedicated person with the Relay team should be nominated as a contact point for the staging crew.

Liaison with Councils Ensure close coordination with councils (county, district and town) on the Relay route as well as at celebration sites, including the completion and return of contracts. Sufficient resources must be deployed to this task in order to properly manage the system, including the planning of time adjustment breaks, lunch stops, commencement and collection points. It is imperative that a good relationship is built up with the various councils and interested parties to ensure that no barriers are faced during the event. It is recommended that a legal representative is allocated to assist the Relay team in getting council contracts signed and amendments made, as this can be a time consuming operation.

Staffing The use of four Site Managers worked well on a four day rotational roster (Day 1: Rest and Travel, Day 2: Meetings, Day 3: Meetings and phone calls, Day 4: Event). It was observed that four days was not required for this process and that all meetings could have taken place the day before the event. Scheduling meetings the day before the event would release more resources to focus on the Relay. The Advance Managers as members of the Relay team felt that they had little interaction and were utilised solely as a staging crew. It is recommended that on a rotational basis two Day Advance Managers work on the road and are involved in the weekly crew nights.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 23 VOLUME 4 On many occasions one representative working alone can undertake the 2 Hour Advance role. This needs to be increased to two representatives when there is an alternative mode of transport or runner/convoy split. A dedicated driver or assistant could be employed to do this role rather then two managers. It is recommended that Pilot/Pace teams have a public address system playing music and instructions to encourage the public to come out and cheer on the runners ahead of the Relay.

Staff Operating Hours and Breaks To operate the Relay between the hours of 07:00 and 09:00 requires a greater number of staff to allow most, if not all staff, to change over half way through each day. Media photo shoots, crew breaks and lunch breaks can benefit from: -Timing: breaks should ‘split’ the working day into roughly equal hours. There were occasions when the crew breaks and lunch breaks were within a few hours of each other and on some crew breaks after 17:00 hours. From experience, it is recognised that this is not always possible, taking into account the distance between media highlights or appropriate break locations. - The public interest in seeing, touching and being photographed with the Baton was extremely high. Whilst this is welcoming in marketing terms, separate security arrangements should be made to enable the Baton to be on display during breaks.

Convoy Operations It is recommended to utilise a bus accommodating approximately 15 passengers with wheelchair access. This gives more flexibility both with shuttle bus operations and recruitment of drivers.

Rest Overnight (RON) Pre-Relay resources should be increased for Rest Overnight operations. It is imperative that sufficient hotels are visited to source the most suitable hotel. Rest Overnight is more suited to sit under the Event Operations umbrella as locations and timing details impact RON for every booking. Operations Support has little operational interaction with RON which was identified as a weakness. It is imperative to roster the staff one day off in seven, to combat fatigue and move staff ahead each evening after their meal and allocate only one to a room for that evening.

Runner Operations The wheelchair attachment plate under the seat was not feasible for every wheelchair. As the design of each chair is different the attachment connection needs to be adjusted per chair. The only recommendation to overcome this issue would be to design a lighter weight Baton, so the attachment can be attached to the base of the seat. The allocation of 1,000 runner positions to the Presenting Partner was a large process within the timelines. If a sponsor takes on this role they should be allocated a greater amount of time to process positions and have a dedicated resource to complete the runner process.

Jubilee Runner Judging Process Primarily due to the support and enthusiasm of The Duke of ’s Award Scheme, the runner judging process was a complete success. Where issues arose, as with offshore islands, these were quickly and amicably resolved. If a community merit system is being used, a respected third party should be nominated for the judging process.

Town and Street Level Positioning Processes These processes would have benefited from greater timelines or Command Centre resources to allow more focus

24 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 on positioning runners geographically nearer to their homes. The British culture viewed the Relay very much as a local event within a national event and expected their heroes to be local people. This would have the added benefit of additional local media coverage.

Uniforms – Staff Ensure that the material and colour composition of uniforms is checked for washability and quality. The trousers should be the same design as general Games uniform trousers for ease of sizing and management of stock. Ensure the Police on the Relay are informed of their obligations to wear the uniforms and have an understanding of sponsor constraints.

Uniforms – Runners A professional despatch company should be used to issue runners’ uniforms. They need to be flexible enough to deal with last minute distribution requirements and have a compatible electronic information exchange facility to accelerate the process. An alternative uniform option should be offered, e.g. long trousers as opposed to shorts may be necessary due to special needs or religious beliefs.

Technology The technology required for a Relay is a basic and standard process, with most areas directly overlapping with the Convoy division. It is recommended that the Convoy Manager position should be responsible for technology. The Convoy Coordinator should also have ‘basic’ computer engineering qualifications to assist in any problems that occur on the road. During a slow day on the Relay, there are opportunities to complete a large amount of work. Having the facility of a laptop and email would assist the RON and Command Centre.

Recruitment The Relay’s specific requirements did not match the general Volunteer Programme and limited progress in several areas, from the sourcing process itself through to accreditation, training and Games time catering. Volunteers were sourced in-house, via the Relay website. Ideally, the requirements for the Relay need to be planned for and operated within the Games Volunteer Programme itself. It would be beneficial for one person to be appointed to handle all personnel matters for The Relay and to be involved in the recruitment process for all staff.

Media The Relay’s relationship was with BBC Regional News which gave access to the regional news programmes, however, there was limited success in securing coverage on national news programmes. Greater national coverage would have been achieved if the relationship had been with the BBC nationally. Encourage the media to make good use of the motor home to produce their own coverage rather than relying on the daily video feed. With the exception of BBC local radio, the media didn’t normally arrive at evening celebration sites until just prior to the Baton arrival. The celebration PR personnel should work throughout the day attending collection points to support the media wishing to interview or photograph runners. This approach would still allow the celebration PR personnel to be at the celebration site prior to the arrival of local media. Ensure that radio is given a high level of priority, a significant level of promotion can be secured through radio interviews. The recruitment of a freelance radio journalist as part of the media team would allow radio to be served more proactively through the creation of radio

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 25 VOLUME 4 packages. This person could also be multi-skilled and utilised as a celebration site MC. Having a radio journalist not linked to a broadcast partner, would allow the Relay to be more proactive with non-partner radio outlets. Advances in portable technology probably justify investigating the use of portable satellite links for future Relays. Anything that shortens the shooting day for the video crew is recommended.

Photography Before sponsorship relationships are confirmed, particularly with a media partner, a photographic news agency should be commissioned to support and promote the event. By allowing an agency to sell news photographs at a nominal rate that competes with the cost to a newspaper, the agency would be more proactive in marketing its images. The runner photography collection would provide a second revenue stream and a royalty element could be incorporated into both sources of revenue. Encourage the photographers to travel on the motor home to capture news and runner action shots. The third team member could travel with the celebration PR person to capture posed shots of runners at collection points.

Route Planning While route planning is driven by the need to cover certain distances and include the necessary number of runners, regular early starts place unwarranted strains on the Relay crew. In order to maximise media coverage, compromising the number of miles or runners would probably benefit overall awareness of the Relay especially those that are scheduled to run early in the morning. Where a relationship can be established with a national broadcaster to follow the Relay, as happened with BBC Breakfast TV weather, a regular start time would make the morning start a more marketable commodity and encourage large crowds early in the day. Recruitment of an appropriate celebrity ambassador(s) for the Relay would assist with the promotion of the Relay. The ambassador could be used for interview and photo opportunities at key milestones such as the launch of the runner programme, prior to the close of the runner programme, runner announcement and Relay start.

26 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Adopting a charity could assist in the recruitment of celebrity runners by making them feel that by supporting the Relay they would be supporting a good cause and the Relay could benefit from an additional strand of promotion.

Relay Branding The public and those unfamiliar with the event commented on the extensive level of Cadbury branding appearing on all vehicles and uniforms. In some cases there was a need to explain that the Relay was part of the Commonwealth Games and not solely a specialised Cadbury event. Presenting Partners and Sponsors’ branding needs to be handled very carefully to ensure that it is not overly dominant.

Alternative Modes of Transport Hospitality events during alternative modes of transport were originally planned as opportunities for Sponsors to join the Relay. The complimentary nature of the events resulted in an uptake of around 50 guests at each hospitality event. However, at some of the events, uptake was low and as time progressed many of the Sponsors declined to attend. This resulted in low numbers on a couple of the events. In order to ensure a good attendance at hospitality events, the Guest Relations team sourced guests from alternative organisations. Contact was made with local charitable organisations such as Red Cross, The Samaritans, Barnardos and local hospices like Cancercare. The response received from such organisations was considerable and if the invitations had been extended with advance notice these organisations could have filled the spots twice over. This offer was found to be far more rewarding as recipients had put considerable time and effort into their local community voluntarily.

Finance The interaction and communication with the Finance division of the OC and the Relay was critical to its successful operation. The Relay is seen to be self-sufficient yet has some key interactions with other parts of the OC, in particular Finance. The Relay needs to meet reporting requirements and follow policies, processes and systems established by Finance. The Relay needs access to the organisation’s financial system and input into the accounting structure. Interaction with the Finance division was improved by developing monthly project planning and budget review meetings with a dedicated member of Finance. The project timelines for deliverables from the Finance division to the Relay need to be clearly detailed and agreed with Finance. There needs to be an understanding of the time constraints of the Relay within other parts of the OC. Examples of how to enhance the relationship with Finance are as follows: - Deliverables by the Relay to Finance should be clearly defined, including formats, details and timings. - Financial procedures, contractual payments, invoice tracking, purchase order processing and tender procedures should be streamlined to maximise time efficiency. - The Convoy Manager of the Relay acts as the procurer of all small consumables for Relay operations. It is recommended that a credit card be issued to this Manager. - Maintaining financial records is time consuming and cannot be maintained by a Manager with shared RON responsibilities. Finance assistance for one to two days per week during the Relay and four to six weeks for financial wrap-up is recommended. - Cash accessibility from the draw down on the credit card account worked well. The volume of petty cash transactions was higher than expected and reimbursement was manageable. Fuel cards are critical because of the number of vehicles and the volume of transactions. - Chequebooks were critical to pay small businesses and laundry bills and pay expenses. - Drivers being paid directly by their employer was well administered and eased Head office processing. It is critical to agree the process with all contractors whereby they pay their own employees and invoice the Relay team in bulk.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 27 VOLUME 4 B3 Opening and Closing Ceremonies

Overview Opening and Closing Ceremonies have become essential to the overall success of major sporting events in recent times – from the Olympics (Summer and Winter) to the US Super Bowl, The World Cup, World Championships and other international sporting and cultural events. The Ceremonies that open and close such sporting extravaganzas go beyond sport and entertainment and provide unique opportunities to make global statements reflecting the capacities and culture of host cities and nations. The Opening Ceremony, in particular, plays a key role in forming the first impressions about the Host City and Nation for visitors and media and sets the stage for the events that follow. It provides the essential context around which the sporting event is assessed and judged by media in the vital first hours and days of competition. This was perhaps most vividly demonstrated through the international acclaim for the Opening Ceremonies of the Barcelona and Sydney Olympics. Following the success of previous Games, the primary objective for M2002 was to provide an inspirational welcome to the athletes of the Games and to welcome worldwide TV audiences on behalf of Manchester and its communities, through a highly successful Opening Ceremony that reflected key messages about the Host City and the quality of the Games that Manchester had organised. The Opening Ceremony was the culmination of four years of planning when, in on the night of the Closing Ceremony, Manchester (with a live video link to the city) announced itself to the world as the next Host City and England as Host Nation. By introducing the Mascot and Manchester image to the world, Manchester continued a precedent first set in 1990 whereby the next Host City had a presence at the Closing Ceremony. The Ceremony was also designed to convey key images of the contemporary culture and energy of Manchester to the world by showcasing ‘Made in Manchester’ moments that had the ‘Wow’ factor and portrayed Manchester as a city of regeneration and renewal for the new millennium. In essence, demonstrating that Manchester and Britain could produce an acclaimed, world-class ceremony in association with a world-class sporting event.

28 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 The Opening and Closing Ceremonies were held on 25 July and 4 August at the City of Manchester Stadium. The event company hired to deliver the shows was secured through a tender process and worked under the creative guidance of the M2002 Creative Director. Each Ceremony was broadcast by the BBC to a domestic UK audience and a world audience. Both Ceremonies were broadcast live at 21:00 and lasted two and a quarter hours. The City of Manchester Stadium hosted a live audience for each Ceremony of 38,000 people including Her Majesty The Queen, The Prime Minister and Heads of States from across the Commonwealth. 18 million people across the UK watched the Opening and Closing coverage on the BBC domestic UK broadcast. A further one billion people watched both Ceremonies on the worldwide BBC output to other rights-holders. There were over 10,000 cast members in the Ceremonies – with an additional 5,000 athletes and technical officials in the Opening Ceremony.

The Team Originally, the team was led by the Director of Special Projects, however in March 2001, a new post of Creative Director was created and the team was restructured. A new internal management team was put in place with specific responsibilities for the delivery of Ceremonies: To manage the production contract with . To deliver the M2002 obligations under the contract working as the interface with other FAs across M2002, e.g. Transport/Fitout/Catering/Logistics. To coordinate the vast numbers of volunteers required for cast and ancillary roles within the Ceremonies. To ensure a robust financial reporting structure was delivered in accordance with the DCMS Memorandum of Understanding, as well as the internal reporting systems of M2002 and the overall creative concept for both Ceremonies.

Roles within the Team Creative Director The Creative Director was seconded from Granada Television for a period of one year to head up the Creative division – a newly established division, which included Marketing, Press and Publicity, the Spirit of Friendship Festival, The Queen’s Jubilee Baton Relay and Ceremonies. As a member of the M2002 Board, the Director had responsibility for preparing reports on the finance and creative position of the JMW contract. As M2002’s ‘Executive Producer’ of both Ceremonies, the main role was to ensure that the quality, content and entertainment value of the Ceremonies met the expectations of the Palace, CGF, DCMS, MCC and Sport England, in terms of the ethos of the Games, and of the BBC, in terms of the delivery of two productions worthy of being broadcast under the brand of the BBC as an international TV event. All creative elements had to be signed off by the Director including selection of artists, music and performance. Ceremonies Operations Director A key member of the team, the role of the Operations Director was to take a proactive lead in strategic operational and contractual issues, acting as the interface between the M2002 Directors and JMW’s senior management team. All legal matters in particular contract negotiations with JMW, 2006, the Performing Rights Society and the MOD were negotiated by the Operations Director in conjunction with Addleshaw Booth & Co. The role was required to overview all operational matters relating to the use of the Stadium as a venue, across a diverse range of issues including the management of the Stadium, its fitout for Ceremonies and its use as a base for the JMW team comprising over 100 people. The role also acted as a deputy to the Creative Director in creative concept meetings using TV production and broadcast management experience.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 29 VOLUME 4 Ceremonies Operations Manager Working with the Ceremonies Operations Director, this individual was responsible for the delivery of the strategic plan. Six months were spent in detailed pre-planning and scoping of the event with JMW and the M2002 team before the Creative Director and Operations Director were employed by M2002. This role was the direct interface between JMW’s operational team and the internal operations teams across all FAs within M2002. In May 2002, the Manager moved from the planning side of the Operations team to be physically based at the Stadium with the Fitout team. On call 24 hours a day to help JMW deliver their overall operations plans – including the setting up their office space, their compound (a self-contained operational area that accommodated the cast, set construction, radio distribution and feeding stations), the Ceremonies Operations Manager significantly helped to deliver the transition of the Stadium from a construction site to a rehearsal and performance venue, in addition to managing the delivery of all first aid and medical provision for Ceremonies. Finance Manager The scope of the Finance Manager was to develop and deliver a set of financial systems in line with the JMW budget and track day-to-day expenditure incurred by JMW to report to the M2002 Board. The position also ensured that the £10.5 million DCMS grant was administered correctly as per Government guidelines. Fitout Manager The Fitout Manager was responsible for tracking the third party construction contractors’ responsibilities for fitout and construction of the Ceremonies offices and compounds. The manager took the lead role in planning and delivering the transitions between the Opening Ceremony and first day sport schedule, the final day sport schedule and the Closing Ceremony. Volunteer Coordinators Two Volunteer Coordinators were responsible for the recruitment, training and day-to-day management of over 900 Ceremonies volunteers. These included the volunteer cast of Athlete Marshals, Placard Bearers, Props and Costume Assistants, Registration Assistants and Runners. The Ceremonies volunteers were recruited both from the Games-wide Volunteer Programme and at specific auditions and recruitment days held out of office hours and at weekends between November 2001 and April 2002. From May 2002, they were responsible for the day-to-day management of the Ceremonies volunteers, involving the allocation and development of work rosters and dealing with ad-hoc queries. Although most volunteer roles took place at Games time, the Ceremonies requirements were different due to the need to support the intensive rehearsal schedule and to make props and costumes required for the Ceremonies.

Key Partners Jack Morton Worldwide was appointed via a tender process to deliver the Ceremonies productions. Discussions and presentations to the Games Sponsors resulted in the following benefits to Ceremonies: Guardian Media Group held a competition and the winners were team escorts for the Athletes’ Parade in the Opening Ceremony. Cadbury provided snack foods for the cast. They also provided 38,000 mini replica Batons, which were given to the audience at the Opening Ceremony, for use during the arrival of the Baton. ASDA provided bottled water for the cast. BUPA provided 12,000 ponchos for the spectators in the uncovered North Stand. Virgin Rail tickets were provided for the JMW team’s use.

30 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Although JMW was the only third party contractor used by Ceremonies, they in turn used M2002 suppliers to provide services: Sportsworld for accommodation; Sodexho for catering; and M2002 Procurement department for the acquisition and hiring of equipment and services.

Ministry of Defence (MOD) In 1999, a scoping exercise to assess both formal and logistical assistance needed from the military was undertaken. A detailed brief was prepared identifying the ceremonial requirements i.e. Guard of Honour, saluting battery and flag parties, as per the CGF Constitution. Negotiations with the MOD via the DCMS were opened early in 2000, the major ongoing issue being the funding of any support offered. The funding issue was not finally resolved until 2001, when it was agreed that all logistical costs associated with MOD support would be borne by the MOD. The MOD declined to provide a ‘Flag Party’ and this element of the Ceremonies was provided by the Manchester Regiment.

Commonwealth Games Federation (CGF) Ongoing consultation took place with the CGF regarding the running order and content of both the Opening and Closing Ceremonies. The main issues were: Protocol issues regarding the raising of CGF flag, speeches, HM The Queen’s participation. The presentation of the inaugural in the Closing Ceremony. Non seating of athletes in the Opening Parade.

Royal Protocol In April 2000, initial approaches were made to the Palace via the CGF to secure HM The Queen’s attendance at both the Opening and Closing Ceremonies. At previous Games, The Queen had only ever attended either the Opening or the Closing Ceremony however it was felt appropriate that in Her Jubilee year, The Queen should attend both. Approval had to be sought from the Palace about all aspects of The Queen’s involvement in both Ceremonies, including: Guard of Honour – whether The Queen would inspect or not. Firing of Royal Salute – number of salutes, 17 as per the CGF Constitution or 21 as per Royal protocol. Royal box – seating numbers and positioning. Baton arrival. Speeches for both Opening and Closing the Games. Arrival into the Stadium and departure at the end of the evening.

Education An early approach was made to the Director of the Manchester Education Authority to enlist support for child casting for the Opening and Closing Ceremonies. For Health & Safety and logistical reasons, a decision was made to only use secondary schoolchildren between 12 and 16 years of age. Coordinators were appointed for each Manchester Education Authority ‘cluster’ and this enabled children representing every High School in the city of Manchester to take part in the Ceremonies. Directors of Education for the Greater Manchester region were approached for performers for the massed choir for the Closing Ceremony and a ‘Body of Persons Licence’ was agreed with the City of Manchester Education Welfare Service to cover the performance of children in the Opening and Closing Ceremonies. The Licence detailed the provisions to be made for the care and welfare of child performers.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 31 VOLUME 4 Melbourne 2006 Traditionally the next Host Nation performs a segment in the Closing Ceremony. Manchester invited Melbourne to perform a live segment built into the overall performance at the Closing Ceremony and a contract was drawn up between M2002 and Melbourne 2006 regarding this segment.

Background and Planning In April 1999, a detailed study was undertaken to evaluate the funding needed from non-M2002 resources in order to deliver world-class Opening and Closing Ceremonies. Eight independent production companies, plus a representative from the Host Broadcaster, were asked to evaluate the budget required for this standard of Ceremonies by assessing costs of producing similar international events e.g. Kuala Lumpur, Hong Kong Handover, World Student Games and the 1992 and 1996 Olympics. This resulted in the recommendation that further substantial funding was necessary. The funding report was submitted to the DCMS and negotiations resulted in a £10.5 million grant being awarded by the Government early in 2000 towards the cost of the Opening and Closing Ceremonies. This, together with £1.5 million from M2002, created an overall budget for the Ceremonies of £12 million. A selection panel was then appointed to draw up a brief in order to engage interested event companies in the tender process and advertisements were placed in the national press asking for expressions of interest in the project. The panel assessed the first phase bids of the nine companies who made the original tender list, identifying three for the final short-list. In June 2000, the panel drew up a further and more detailed brief for these short-listed companies in order for them to present their creative ideas and a working budget in more detail. They were asked to include plans for both the Opening and Closing Ceremonies and to work to a maximum combined budget of £12 million. Caribiner International was identified as the preferred producer, subject to contract negotiations. Shortly afterwards, Caribiner was incorporated within the company known as Jack Morton Worldwide (JMW), a subsidiary of the Inter-Public Group (IPG) of companies. A detailed analysis of the Jack Morton plan and budget was then carried out and it was decided to enter into a development agreement with JMW to fine-tune the creative content, the logistical plans and, in particular, the budget in order to deliver a substantiated production plan for the panel to approve in February 2001. It also allowed time to negotiate the other aspects of the main contract, in particular the management fee. The contract was finally signed in June 2001.

DCMS Funding A ‘Memorandum of Understanding’ was negotiated with the DCMS to cover the terms and conditions of the £10.5m Government grant. It contained the conditions of the grant, monitoring and reporting, asset management and cash flow.

Venue Involvement Ceremonies (via JMW) was one of the primary users of the Stadium site, occupying office space and costume/prop construction and storage within the site from April 2001 until 10 August 2002. The extensive compound was operational from June 2002. Rehearsals were carried out at the Stadium, both on the warm-up track and in the central bowl of the Stadium itself, from May 2002 until the Opening Ceremony. As the Stadium became operational as a sports venue, rehearsals moved off-site to a local high school. The Stadium compound and office was operational from 08:00 to 00:00 during the early weeks of rehearsals, then moved to a 24 hour operation from 1 July 2002 during the technical rig and rehearsals.

32 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Legacy DCMS awarded a grant to the Manchester Museum of Science and Industry to display items from the Opening Ceremony after the Games. The ‘Spirit of the Games’ featured highlights from the Opening Ceremony and opened on 12 August 2002. A running track led visitors into the Museum’s own mini Stadium, where the themes and the theatre of the Opening Ceremony were displayed. It was a chance to see the extraordinary costumes and The Queen’s Golden Jubilee Baton, footage of volunteers in action and the Baton Relay, as well as all the colour, music and fantasy of the Opening Ceremony. Feather dusters, rubber gloves and newspapers were some of the ordinary items that were incorporated into flamboyant costumes. The props used in the Closing Ceremony for the Commonwealth segment, which were designed by a multitude of faith groups, were handed back to those groups as a permanent legacy of their involvement. All the cast were allowed to take away their own costumes and smaller props used in their own indigenous sections, as a souvenir of their remarkable involvement. The permanent legacy is the opportunity given to 10,000 members of the volunteer cast, who were trained by the world’s leading choreographers and directors. Their direct involvement with the Ceremonies helped raise aspirations and ambitions, particularly for those children drawn from all the secondary schools in Greater Manchester.

Ceremonies Media Strategy The pre-Ceremony media strategy provided media with information about the key aims, themes and segments of the Ceremony so that key moments and messages would be reflected in reports of the event. It was designed to help the media understand and capture the sweeping scope of the Opening Ceremony as a reflection of Manchester, its spirit and personality. M2002 aimed to create a sense of occasion and expectation amongst the media in advance in order to focus attention on the Ceremony as a major news event to cover. A multi-layered media strategy was devised by M2002 and Capital PR to communicate key Opening Ceremony themes and messages to the media in the final week of the countdown to the Opening Ceremony. The key aspects were:

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 33 VOLUME 4 A Ceremonies background document was included in Games information kits given to media on arrival at the MPC. Key moments and messages were also included in a detailed outline of the Opening Ceremony in the Media Guide which was made available to all accredited media on an embargoed basis on the afternoon of the Ceremony. This helped the media to plan their coverage in advance and avoided any last minute rush to seek background information on the night of the event. This also avoided any confusion amongst media as to the themes of the Ceremony and intentions of the producers and organisers. An unprecedented decision was made to show the media a video of highlights from the final dress rehearsal of the Ceremony, in order to give a sense of the scale and grandeur and heighten media interest. A pre-Ceremony announcement was made to inform local media that local Manchester ‘Hero Girl’ Kirsty Howard would help The Queen to open the Games during the Ceremony. This was done in order to give the media time to reflect upon the special qualities of courage and inspiration that Kirsty, who is terminally ill, would bring to the Opening Ceremony as a symbol of Manchester’s fighting spirit. High impact photos of the final dress rehearsal were also made available to newspapers in order to help identify likely best images from the Ceremony and to help photo editors and sub editors to plan page lay-outs for their coverage. Due to the Ceremony’s late starting time of 21:00, a mid-afternoon briefing for key national newspapers and wire service journalists was organised. This briefing provided journalists with highly detailed information about the upcoming Ceremony and its key segments. It also provided journalists with the opportunity to question the key people involved in putting the Ceremony together about those aspects they were most interested in or elements about which they felt they needed further background and detail.

34 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 News of David Beckham’s role in the Ceremony was confirmed with journalists in the CMS Press Centre and in the press tribune about one hour before the start of the Ceremony – again to allow the media time to factor this into their coverage. There was a heightened media interest in the Closing Ceremony following the success of the Opening Ceremony. Again coverage was most detailed in the national daily newspapers, several of which included references to the Closing Ceremony as part of news feature stories reviewing the success of the Games. Many of the details, interpretations and impressions in the media relating to the Closing Ceremony were formed from information and key messages contained in the Closing Ceremony Media Guide, from individual pre-Ceremony media briefings and a briefing of a small but influential number of journalists on the afternoon of the media conference. This included representatives from , The Mirror, the British Press Association and The Independent. The attendance of the British Press Association at both pre-Ceremony media briefings was important, as the PA is the primary source of news and information to major national and regional newspapers, TV and radio.

Event Highlights Some examples of the extensive and positive press coverage of the Ceremonies is summarised below: National Media “Manchester’s big moment, and didn’t they rise to the occasion.” “The atmosphere was as tearful as it was euphoric.” “A for Kirsty: Beckham’s gesture sets the Games alight.” (Front page picture of Kirsty and Beckham with Baton) The Times The article also picked up on key messages about the spirit of Mancunians from media briefings and says that “…before a worldwide television audience of one billion, they (Mancunians) tore up tradition and replaced it with fun, fantasy and fireworks.” “Manchester Invites One Billion Viewers to Its Club” – a reference to Ceremony’s night club atmosphere. Daily Telegraph Page 1 big picture of Kirsty, Beckham and The Queen Caption refers to spectacular Opening Ceremony; also 1 billion viewers. Page 6 story and pictures: Sir , aerialist handing Baton to and Kirsty and Beckham. “Manchester’s Big Parade” The Guardian The article refers to “spectacular Ceremony”; “dancing and loud noise”; “the theatre –style ceremony”; with a focus on the Baton’s arrival; Beckham and Kirsty Howard.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 35 VOLUME 4 “Give City a Medal” Daily Star “Manchester’s success opens the door to Olympic bid” The Times Refers to Closing Ceremony as: “the spectacular extravaganza that brought the 17th Commonwealth Games to a close… (and) celebrated not only the superb athletics, good humour and relaxed sportsmanship, the fountain of enthusiasm and goodwill from the people of Manchester that has won the admiration of athletes.” “Manchester’s triumph spurs London bid for Olympics.” Daily Telegraph The article refers to Closing Ceremony while discussing how Games have transformed Manchester’s civic pride and self esteem and restored Britain’s reputation as an international sporting location and organiser… “Splash, Banger, Wallop – Fireworks finale in the rain”… (Picture of The Queen, Prince Philip and Prince Edward and Sophie). “City of Light; Manchester defies rain for farewell spectacular”. Front page picture of lanterns and symbols of faith. The Guardian Article says that while the theme of the Opening Ceremony was Manchester and its people, the message in the Closing was of friendship and brotherhood… The Guardian’s inside story …says “The Commonwealth Games end on a vibrant note with the closing ceremony at the City of Manchester Stadium”. International Media The involvement of Kirsty Howard, the world famous footballer from Manchester United and The Queen also helped to generate highly positive international media coverage. The media coverage regularly reflected many of the themes included in the British press and in the M2002 media strategy for the Opening Ceremony. “Becks and Susie help in Celebrating ordinary people – and the extraordinary.” (Susie O’Neil – five times Olympic Gold medallist and QJBR runner.) The Sydney Morning Herald

36 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Key Lessons and Recommendations JMW initially operated as an independent contractor without the ubiquitous links back into M2002. A greater involvement in the logistical planning of the Ceremonies from other M2002 divisions, at a much earlier stage, would have alleviated many of the operational difficulties in the staging of the Ceremonies. This highlights the need for transparency and openness in the planning process without invalidating the need for creative confidentiality. There were difficulties in the basic principle of using a third party contractor to deliver the production of the Ceremonies. Although the M2002 Ceremonies Management team effectively managed the contract process and the creative content, they had to spend a significant amount of time liaising between M2002 FAs and JMW in order to aid JMW in the delivery of their contract obligations. This could have been streamlined by the production teams if they had been directly employed and line managed by M2002. With a budget of this scale, and the external and specialist nature of the funding of the Ceremonies, it was imperative that this was handled by an individual working to the Creative Director with strong links back to the M2002 Finance Director. This joint role was undertaken by a specialist with experience in handling large scale broadcast production budgets and is recommended for future events. There was no plan for contingent rehearsal space/or wet weather rehearsal space. This became a major issue after heavy storms precluded the use of two on-site rehearsal spaces at the Stadium. It is recommended that future OCs ensure there are several other locations available to conduct rehearsals. OCs should consider directly employing an experienced Creative Director and Executive Producer with proven track records. They in turn have the option either to employ an in-house production team or appoint and manage an external production company on the basis that the creative concept is defined and remains under the overall control of the Creative Director and Executive Producer. If an external production team is appointed, they should be fully integrated within the Games organisation from the outset. The appointment of a Creative Director and an Executive Producer should be seen as a priority and should be made at least two years before the Opening Ceremony. This would ensure that the organisation secures the appropriate creative and technical teams and most importantly, artists for the Ceremonies. Operational difficulties would be alleviated if sport events did not directly follow or precede the Opening or Closing Ceremonies on the same site; however this is difficult to achieve in practice as a city will generally use the main Stadium for Opening and Closing Ceremonies and Athletics. In Manchester’s case the main Stadium also hosted the Rugby 7s competition. There needs to be a clear and unambiguous client-manager relationship within the Ceremonies venue, which establishes where ultimate responsibility and sanction lines lie for the fitout and adaptation of the venue into a performance area. Careful assessment should be made of the overall organisational benefits of holding the Ceremonies rehearsals on-site or at off-site venues. Where possible, it is recommended that rehearsals should be held at the performance venue from an early point in the rehearsal schedule. This enables early familiarisation with the venue and avoids the incurrence of additional costs of duplicating the infrastructure. Both Ceremonies require two full dress rehearsals at the Ceremonies venue in order to make changes to suit the space or which need further work. M2002 had two dress rehearsals for the Opening Ceremony but only one for Closing Ceremony due to the restrictions of the competition schedule. Extreme weather contingencies should be contained in the preliminary strategy for Ceremonies, and budgeted at this stage.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 37 VOLUME 4 B4 Spirit Of Friendship Festival

Overview The Spirit of Friendship Festival (SoFF) generated a level of cultural activity unprecedented in the UK. Over 2,000 events around the country celebrated the festival of the Games leaving a cultural legacy that will remain in the minds and imaginations of children for many years to come. Four distinct strands were created underneath the umbrella of Festival: Sport Culture Education Community Schools, local community groups and local festivals joined Commonwealth icons in literature, film and music to create one the most vibrant displays of Commonwealth culture ever held as part of a Commonwealth Games. Sport – 10,000 talented young athletes on the path to the world- class sporting arena were involved in Active Sports Talent Camps. Education – 33,000 schools received a Spirit of Friendship Education Pack, an interactive and stimulating resource linking the themes of Commonwealth with citizenship. Also 750 mini Commonwealth Games took place over the summer term with secondary school students organising sporting events for their feeder primary schools. Community and Jubilee – Community groups across the country themed events at a local level with a link to the Commonwealth Games. Some of the largest events included a National Waterways Festival, a wide ranging programme with English Heritage and a Commonwealth float in The Queen’s Jubilee Parade. Arts and Culture – an unparalleled fusion of dance, music, literature, film, visual art and carnival with performers from all corners of the Commonwealth creating a multi-cultural atmosphere at arts venues throughout the entire country. The Spirit of Friendship Festival ran from Commonwealth Day on 11 March until 10 August 2002 and embraced the key values of the modern Commonwealth – fairness and inclusivity – and extended enthusiasm for the Games nationwide and beyond 10 days of sport. The Festival enabled people across the UK to celebrate who they are as a nation and how they have, through their Commonwealth ties, become one of the most diverse nations in the world. The carnival atmosphere burned brightest in and around Manchester in the lead up to the Games; however, the party spirit reached out and embraced all areas of the UK communicating the ideals of the Games and the modern Commonwealth; ideals of friendship, diversity and equality, linking Manchester to other UK regions and Commonwealth nations. A great many projects explored the cultures and traditions of the 72 competing nations and have created legacy links with those nations and those communities within the UK. The bulk of activity was generated with the practical support and funding of a range of agencies with whom M2002 established very effective partnerships. The Festival contributed a very significant, positive PR profile and climate for Games related stories and helped to raise the fact that the Commonwealth Games is more than just a 10 day sporting event. It was a popular ‘hook’ catalysing £10 million of activity and 2,000 events over a five month period leading up to the Games. With over 1,200 press articles, the coverage of the Festival was overwhelmingly positive. This was in addition to the significant broadcast exposure regionally, nationally and internationally.

38 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 The Team The team operated within the Creative division and worked closely with the following FAs: Marketing and Communications Look of the Games Sponsorship Festival Live and Events team Government Relations and MCC’s Chief Executive’s department – lobbying and briefing key audiences across a number of sectors, for example MPs, Government Ministers, opinion formers, ethnic minorities and, social and economic regeneration groups. The focus was geared primarily towards: Building external links to secure ‘product’ and ensuring its compatibility with M2002’s aims and objectives. Producing printed collateral, banners and signage. Regularly updating the Games website. Circulating a weekly digest of events to a broad spectrum of media to meet obligations to Sponsors and delivery partners. The core team comprised of: Festival Director – employed as a direct hire on a two year contract. The Festival Director was redeployed at Games time to the Protocol team. General Manager, Marketing – employed as a contractor. Head of Operations – employed as a direct hire eight months prior to the Games and re-deployed to the Protocol team at Games time. Creative Assistant and Education & Sport Co-ordinator – employed as a direct hire in June 2001 and redeployed to the Event Services team in May 2002. Information Officer – employed between February and August 2002. Community and Jubilee Co-ordinator – seconded from the DfES who was employed between November 2001 until August 2002 and redeployed to the Protocol team at Games time. Marketing Manager of Cultureshock. The above were supported through by four university and post graduate placements and an administration team of two people. Three long-term volunteers worked on one day a week from January until July 2002, playing a vital role in maintaining systems, logging and processing registrations and handling inquiries. A Sponsor Liaison Manager was also employed for two days per week. Capital PR were hired in March 2002 as an external communications agency. Capital developed a communications strategy and implemented a strong media relations for the Festival which generated a significant amount of media coverage. The company worked closely with the Festival team and the Media Relations department on key activities.

Key Partners and Contacts The Festival’s success was, to a very great extent, dependent on a wide range of contributors, who were persuaded to adopt the themes of Youth, Diversity and Inclusion within their own existing programmes, develop new vehicles and invest in the Festival ideals. Examples of the main delivery partners include: Department for Education and Skills (DfES) – funded a £2 million education programme in all UK schools with materials devised by the Commonwealth Institute and a further programme of 817 mini Commonwealth Games led by pupils in association with the Youth Sport Trust. The pack carried full Games’ Sponsor branding and worked with the Festival to deliver key messages.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 39 VOLUME 4 Foreign and Commonwealth Office – advice and funding. Royal Commonwealth Society. British Council/Visiting Arts. Sport England – fast-tracked their £3 million Active Talent Camp programme to coincide with the Commonwealth Games and agreed to co-brand their programme with Festival, Games and Sponsor branding. British Waterways. Arts Council of England – £2.5 million Lottery funding helped to finance six ‘beacon projects’ including the first Commonwealth Film Festival, a Jazz tour, Literary Festival, a two week long International Rhythm Festival and 26 projects around the country. North West Arts – £1 million Regional Lottery funding. Cultureshock – the agency tasked with delivery of North West cultural programme coordinated by a steering group. NW Regional Cultural Consortium. North West Development Agency. Local Authorities around the country, with the closest links naturally being in the North West. BBC. DCMS. Golden Jubilee Office – various elements of support including £200k investment to create a sculpture dedicated to the Festival, the Games and the Golden Jubilee erected at .

Legacy Several prestigious inaugural events were launched, for example, Commonwealth Film and Literature Festivals. The latter has also initiated an overseas student bursary which is likely to continue as an annual event in the future. Wider knowledge and appreciation had been cultivated among schoolchildren and others of the cultures and traditions of the 72 competing nations and the contribution of Commonwealth originating communities in the UK. The Festival contributed to new patterns of working, collaborations between arts organisations at home, internationally and with sporting events. This is likely to result in subsequent activity in support of cultural industries/ tourism especially in the region. Extended awareness and exposure has been generated for youth legacy programmes such as TOPLink and Active Talent Camps, building the next generation of sports leaders and athletes around the interest in the Games and Festival. Alongside Courtney Pine’s “ON TRACK” concert tour, musicians worked to develop skills among disadvantaged children and a subsidised ticket scheme gave young people access to concert venues, for example, Royal Festival Hall, London and Bridgewater Hall, Manchester. This was modelled on an award-winning social inclusion programme. An art legacy exhibition and large scale new public artwork were initiated to commemorate the Festival, the Games and the Jubilee. Additional profile was generated for the Commission for Racial Equality with a poster campaign encouraging tolerance, 5,000 posters were distributed. The Festival became the central theme for ’s main outdoor summer Festival ‘Spirit’ attracting crowds in excess of 20,000.

40 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Some key milestone dates for the SOFF include: September 2000 – Festival Director appointed. Although development work had taken place prior to this date, strategic lobbying for funding commended in parallel with a series of briefings and process of ‘shaping’ content. April 2001 – Creative Producers of Cultureshock appointed. October 2001 – Arts Council funding secured. January 2002 – launch of Guiding Association’s Spirit of Friendship Badge engaging all Brownie groups across the UK. January 2002 – Educational launches in Lancashire, London, and Edinburgh to coincide with 33,000 packs into schools. 11 March 2002 – Main launch across all four strands. This coincided with Commonwealth Day, events in London and Manchester and the start of the sell-out concert tour to five cities by Courtney Pine alongside 20 leading Commonwealth musicians. March – August 2002 – activity ongoing through the appointment of Capital PR in March. April 2002 – Launch of nine Active Sports Talent Camps with Sport England based in Eastbourne and the North West. May 2002 – Appointment of Artists in Residence. June 2002 – Inaugural Commonwealth Film Festival with 300 screenings. Late June 2002 – Weeklong Literatures of the Commonwealth Festival attended by the Prime Minister’s wife Cherie Booth QC and involving 60 leading writers. 13 – 26 July 2002 – ‘Pulse’ International Festival of Rhythm at Manchester’s flagship concert hall with world-class performers. On the final night there was a Royal Gala performance with Dame Kiri te Kanawa, Evelyn Glennie and the Hallé Orchestra and a world premier of a piece by New Zealand composer John Psathas. 20 July 2002 – ‘Spirit’ a major free outdoor extravaganza in Birmingham attracting crowds in excess of 20,000 people. June/July 2002 – 75,000 children participated in ‘mini Commonwealth Games’ around the country as an extension to the Youth Sport Trust TOPLink programme. For additional information and statistical data on the SOFF, please refer to the Statistics Pack (volume 5). Overall 1,445 events were formally registered. This was broken down as follows: 233 Arts and Cultural events 171 Jubilee and Community events 1,041 Sport and Education events

Summary of Press Coverage From March 2002 a weekly ‘Events Digest’ was issued to a broad spectrum of the media. Details were posted to the Games and SoFF website, and the BBC’s website, with relevant events featured on partners’ websites and printed materials. SoFF’s media plan naturally included press releases issued for principal events. Radio and television played an important part of the media campaign with media interviews held on all major radio and television networks in the run up to the Games. The Festival enabled the Games and Commonwealth message to extend beyond the sports pages, featuring in a range of titles including: The Guardian, The Times, The Independent, The Telegraph, The Stage, Music Week, Times Education Supplement, Manchester Evening News, The Voice, Asian Times, City Life, Big Issue, Yorkshire Post, Leicester Mercury, Bristol Evening Post, Jewish Chronicle. The Festival featured daily on BBC 2002 Radio, it had a weekly slot on BBC Radio Lancashire and was frequently mentioned on other local radio stations.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 41 VOLUME 4 Key Lessons and Recommendations A long lead time is required to coordinate such a wide- ranging festival. A recommendation is that funding is committed upon the award of Games to next Host City to allow baseline programming to commence. Major artists tend to be booked up to three, possibly four years in advance and planning/budgetary cycles of Lottery funders and other relevant parties do not necessarily mirror those of the OC. While making no actual investment in a programme, partners and third parties will need convincing of the need to carry Games’ Sponsor recognition, especially where this might displace relationships with their own commercial partners. Unless a project is 100% funded from the outset there is inevitable risk of introducing commercial conflict. Once agreement to carry Games’ Sponsor recognition on any given activity is secured, simple approvals processes should be introduced. Celebrity ambassadors are a huge asset to media exposure. Regardless of pressure, separate brands should not be created underneath the Festival umbrella (i.e. Cultureshock). Messages become too diluted and difficult for the public and the media to understand. Consider solus association offered at a premium, this avoids dilution and gives a major sponsor a point of distinction. Also, incorporating large numbers of sponsors on print (especially where this needs policing in third party items) is problematic and time-consuming. Community and voluntary groups are not always fully appreciative of commercial restrictions. The Festival successfully introduced a ‘Fact Pack’ and registration process for smaller-scale events allowing access to the Festival logo and with no requirement to carry Sponsor recognition. Ensure Games time Festival Live programmes are in place to support and promote Festival branding to create greater legacy within the brand. Aim to have the main Festival programme in place with one year to go, consider cross-marketing it as a package using sport and complementary cultural events when tickets go on sale. Look for synergies, M2002 gained much by dove-tailing their programme with, for instance, the British Government’s priorities on citizenship. Invest in the brand created, in Manchester’s case ‘The Spirit of Friendship Festival’. This in itself can be a legacy, particularly for host cities or regions. When producing supporting literature, for example fact packs and guidelines, produce copies in braille, large print and audio tape. Consider operating as an independent unit, for example, under a ‘Trust’ annexed to the Games delivery. This may enable projects with legacy potential to roll forward to Games.

42 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 B5 Festival Live

Overview Festival Live was the programme of street entertainment and large screen sport and Ceremonies coverage which took place in Manchester city centre, on the Sportcity Plaza and in the CGV during the 10 days of the Games. Entertainment at the Village started on 20 July to coincide with the athletes’ arrival. Festival Live also encompassed an Athletes’ Club which ran for six days during the Games and community activities in East Manchester. It was a collaborative project between Manchester 2002 and MCC and was co-funded by both parties. BBC Live Events were appointed to project manage the entertainment and they in turn sub-contracted Manchester International Arts to programme the entertainment. It was hailed as a success, both anecdotally and through independent research, for creating a welcoming and fun atmosphere for visitors to the city. The use of the screens to show live action in the city centre, at Piccadilly Gardens and Exchange Square, effectively turned these locations into venues in their own right and they were used extensively by the public for watching the Opening and Closing Ceremonies as well as the sporting action.

The Team 15 members of the team were assigned to Festival Live, although many had dual responsibilities for the QJBR event, the VIP Opening and Closing Ceremony Receptions and the Thank Crew 2002 party. The team included the following key positions: Executive Producer and Producer with responsibilities for external liaison, overview, staff rostering, media and public relations. Associate Producers supported by Event Assistants with dedicated responsibilities for each location – CGV, Sportcity Plaza, city centre. Administrative support was retained in the office throughout as a central point of contact. The team worked well with agency partners such as the Police and security personnel in providing a safe, clean and enjoyable atmosphere.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 43 VOLUME 4 Venue Involvement The team worked closely with other M2002 divisions including the Villages and Stadium teams and had dedicated Associate Producers assigned to each location to ensure consistency of approach. This was invaluable in respect of accreditation for artistes and navigating the MDS with props, which ranged from musical instruments to a mobile gondola.

Legacy In addition to the development of an event strategy for Manchester, the BBC has expressed an interest in positioning a screen permanently in the city centre. The event related activity in public spaces in Manchester has changed the dynamics of their use.

Key Lessons and Recommendations A long lead-in period should be introduced to capitalise on marketing and sponsor involvement opportunities. The rigidity of the MDS and accreditation systems did not always provide for the sort of props used by street theatre artistes. Consideration should be given to entertaining the athletes waiting to enter the Stadium for the Opening Ceremony Parade. The extra entertainment in the city centre, at the CGV and Sportcity worked well in terms of being cost effective and keeping the programme refreshed. It might have been extended and proved more economical to have incorporated the Sponsor Hospitality Village and other key points such as VIPs queuing for shuttle buses on Opening and Closing Ceremonies. Incorporate planning for any complementary festival programme into resource allocation. The screens do not have to be at every public open space (M2002 had a ratio of two screens to six city centre sites) but they did command a public sense of involvement in the Games. Work with city centre venues to provide inclement weather cover for street performances.

44 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Section C Communications

C1 Public Relations C2 Media Services (including Main Press Centre) C2.1 Media Accreditation Centre C3 Marketing and Brand Development C3.1 Integrated Marketing Strategy C3.2 Public Information Strategy C3.3 Speakers’ Bureau C3.4 Commonwealth Games Website C3.5 Call Centre C3.6 City Guides C1 Public Relations

Overview Very few sporting events in the world can claim the outstanding headlines and media comment that the Manchester 2002 Commonwealth Games attracted. The media accolades were even more rewarding in the wake of the cynicism that permeated the media coverage of the Games in the early days after the KL handover. “The city that led Britain into the industrial revolution thus led the country out of the organisational dark ages in sport, in the rain, with a spirit that even the Olympics should envy.” Paul Hayward, Daily Telegraph “Hail Our Golden Games. They will be remembered for their perfect organisation and fun atmosphere” – “Roaring Success… The Commonwealth Games were as much a triumph for the city of Manchester as they were for the medallists” – David Walsh, “Games Strikes Gold … Carnival city puts doubters to shame as 900m watch closing ceremony” – Daily Express “Manchester’s civic leaders, much mocked for their persistence in making two failed Olympic bids, have finally delivered.” – “Give ‘em a medal…. Cynics don’t come much bigger than me. So when I doff my flat cap to Manchester and give the city three hearty cheers it really IS an accolade. I’ve now covered five Commonwealth Games and just as many Olympics and I had grave fears about Manchester’s ability to successfully host the event. But the city proved me completely wrong by putting on a showpiece event that put the Wembley fiasco and Picketts Lock affair in focus” – Kevin Francis, Daily Star As with all media comment it is important to note the environment within which the Games were held. “After the debacles of Wembley and Picketts Lock, and the failure to stage the 2005 World Athletics Championships, these Games were important for International prestige. Manchester demonstrated how the birthplace of so many sports can successfully put on a multi-event competition” – John Goodbody, The Times In addition, in the two months leading into the Games the country was swept up in football fever, as the World Cup was contested in Japan and Korea; Wimbledon took its usual pride of place on the summer sports calendar and The Queen’s Golden Jubilee Celebrations came to a spectacular crescendo over a four day weekend at the beginning of June. The fear that the UK would collectively reach the end of its sport, celebration and party spirit after such an intensive period just as the Games began was laid to rest as 18 million people around the country tuned in to the Opening Ceremony on 25 July.

The Team The first full time Press Officer was appointed in March 1999 and was supported by part-time and freelance assistance throughout that year. A second Press Officer was appointed in January 2002 with additional support being supplied by freelance assistance and personnel from the Marketing department for major events such as milestone date activities, Sponsor announcements, venue unveilings and general updates on progress. The Press Office team continued to build during 2001 as major media events were put together for the launch of the Volunteers Programme, ‘one year to go’ activities and the launch of the ticket marketing programme.

46 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Additional resources were secured in early 2002 which resulted in the following structure: M2002 Staff Communications Director - Developed and executed detailed marketing and communications operating plans. - Led M2002’s Public Relations activity. - Managed marketing, publications, website, press office and call centre teams, (approximately 40 people), set goals and assisted managers to plan. - Developed and implemented the Sports Ambassador Programme. PR and Media Manager - Reported to the Communications Director. - Managed the implementation of the publicity and PR plan. - Managed issues and resources. - External agency liaison. - Prepared Communication reports for the Board. Senior Press Officer - Managed daily queries and priorities for News Desk team. - Key liaison with external partners e.g. MCC, Marketing Manchester, the emergency services, GMPTE. - Managed PR for ticket marketing and the Athletes’ Village. National News Press Officer -Identified and executed national news and feature opportunities including selling in key athlete stories to lifestyle magazines. - Managed PR for volunteers, uniforms and legacy. Regional News Press Officer - Identified and executed regional news and news feature opportunities including regional athlete profiles. - Managed PR for SoFF, merchandise and corporate hospitality. Assistant Press Officer/News - Supported both News Press Officers and Senior Press Officer. Duties included press release distribution and sell-in, event organisation and event media services. National Sports News Press Officer -Identified and executed national sports news and sports news feature opportunities. - Managed a comprehensive media venue tour programme for international broadcasters and sports editors/senior sports correspondents. Trade and Online Sports Press Officer - Identified and executed sports news and features for trade journals and online sport websites. - Managed the ambassador and athlete database for biographies, event performances and attendances. Sports Assistant Press Officer - Supported both Sports Press Officers. Duties included press release distribution and sell-in, event organisation and event media services. Press Office Assistant - Managed the press database, clippings and progress reports. - Supported the PR and Media Manager activities including Sponsor PR workshops and press enquiries. Sponsorship Liaison Manager - Reported directly to Communications Director. - Communicated regularly with all Sponsors including approval of press releases and assistance with announcements. - Liaison with the M2002 Sponsorship team.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 47 VOLUME 4 External Consultants and Agencies Capital PR were contracted to devise, direct and manage the media relations strategy and implementation plan for The Relay, SoFF and the Opening and Closing Ceremonies. A freelance sports writer for was contracted for two days a week to write athlete stories for the Press Association and sports features for internal magazines and publications. A freelance sports editor was employed for two days a week to liaise with all London print editorial offices, identifying targets for one-to-one briefings or venue tours. Matchtight Media Ltd – contracted to provide all Media Services to M2002. See section C2 of this volume for further information. A Manchester-based photographic agency was contracted to undertake photography at Games time. Six photographers worked on a shift basis to capture images of the Games. The agency also covered a number of key events and announcements in the lead up to the Games.

Key FA Partners and Contacts The department worked closely with all partner organisations as it was critical that communication and messages from all sources were consistent. Regular meetings and communications were held with the following partner organisations: MCC Sport England GMP GMPTE Department for Culture, Media and Sport Government News Network Marketing Manchester British Tourist Authority North West Development Agency Manchester Airport Chamber Business Enterprises CGF UK Sport

Sponsors A resource within the press office held responsibility for sponsorship liaison. A dedicated Sponsorship Liaison Manager was hired to manage Sponsors during the Games period. The department held monthly workshops with Sponsors in association with Sponsor Services. The aim was to share information and ensure that media relations activities within the Games Family did not conflict. Sponsors’ communication efforts were critical in diversifying the Games awareness in mediums that were non-sport related.

48 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Media Print: - National - National tabloid - Major regional - NW local - Long-lead magazines - Sport publications including event programmes - Agencies Television and Radio: - National - Regional - News - Sport - Breakfast programmes - Lifestyle programmes - Drive time programmes - Others e.g. Satellite and international Wire Services/New agencies/Photographic Agencies: - International - National - Regional Online: - Commonwealth Games website - Sport Governing Bodies websites - General sport websites/portals - BBC Online and Ceefax websites - Sponsors’ websites - Manchester regional - Tourism/travel/entertainment

Venue Involvement All media announcements on new venues (such as the Stadium) were jointly managed by MCC and M2002 during the planning phase. M2002 worked in consultation with the venue management of existing venues (such as G-Mex and the Aquatics Centre) during the lead up to the Games. The Press Office and the Venue Press Managers handled all media announcements and enquiries during the Games period. The Stadium was a large draw to all media during its various phases of construction. However, due to construction restrictions, at times it was difficult to allow the media access to the Stadium. Other venues, such as the Velodrome and the Aquatics Centre, were far more accessible. With Bisley being so far away from Manchester is was not possible to organise media tours of Manchester venues and Bisley together. Although arrangements were made for some national media to visit Bisley prior to the Games, many media did not and media interest tended to be focused on Manchester. Through Media Services (Matchtight), Venue Press Managers were appointed to all venues and a communication flow of information was agreed with all Venue Press Managers during the Games. Essentially the process was that all communication from venues, proactive and reactive, during the Games went through to Matchtight and then to the Director of Communications or the GCC. The exceptions to the rule were sport specific statements where small incidents occurred such as disqualifications. However, all statements given to the media were immediately communicated to the Director of Communications and the GCC. This process worked well during the Games and enabled the team to manage issues and media communication effectively.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 49 VOLUME 4 The MPC housed a News Desk during the Games that worked in tandem with the Press Office based at Heron House. Proactive press releases and reactive statements were compiled by the Press Office and forwarded to the News Desk at the MPC for distribution to the media. The News Desk had a dedicated resource that forwarded all information to the IBC, which meant that information was delivered fast and accurately.

Pre-Games Operations The Communications department/Press Office reported into the Director of Communications who was also responsible for Marketing, Print and Publications, Website and the Call Centre. The first full time Press Officer was appointed in March 1999 and key activities undertaken in that first year included venue announcements, Sponsor announcements, media partner announcements and milestone dates.

Turning the Tide of Public Opinion It is fair to say that media, particularly those not based in the North West, viewed Manchester’s hosting of the Games with some cynicism and an expectation that the Games would not be a total success. There were five key events during 2001 that helped to change the way the media and the public (particularly in the North West) viewed the Games and ultimately encouraged them to come forward to support them and make them the most successful Commonwealth Games ever. These were: The launch of the Volunteer Programme in May 2001 which was an instant success and demonstrated a level of interest in the Games not seen before. The announcement in June 2001 of additional funding for the Games. A high profile event took place in London in July 2001 to mark the one year to go milestone and this captured the attention of the sports writers on key national newspapers and national TV and radio and put the Games on the sports writers’ agenda. The announcement in August 2001 of an affordable ticket policy which was instrumental in winning the hearts and minds of people within the North West, as demonstrated by the extraordinary number of ticket applications during the first six week lottery phase. The launch in October 2001 of the high-tech Baton for The Queen’s Jubilee Baton Relay which took the Games out of the sports sections and into the news sections of the national newspapers. Essentially these events changed the media mood and resulted in generally positive news stories.

Driving the Communications Agenda The change in media perceptions and the additional funding helped to build confidence and was reflected in a new publicity structure and proactive news and sport centred publicity plan. The objectives of the new publicity plan were designed to: Communicate as widely and as frequently as possible ‘top line’ key messages: - The biggest multi-sport event ever to be held in the UK. - Once in a lifetime opportunity. - The affordable Games. - Lasting legacy through sport and culture. - Regeneration for Manchester. - 10 days of fun, festivals and sport. Extend coverage via Sponsor and Partner organisations: - To maximise coverage across diverse trade, lifestyle and regional media to maximise awareness. - To maximise non sport messages to attract non-sport audiences to the city. - To coordinate, share and control messages for maximum impact.

50 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 - To achieve greater added value return from initial PR planning activity e.g. more coverage but not at M2002’s expense. - To fill in the gaps in the PR timeline to provide regular and consistent communication. Provide support to internal communications and marketing initiatives with a framework of core messages in the form of a public information strategy. Generate awareness of each stage in the ticketing sales campaign and provide updates on ticket sales. Excellent ticket sales removed the anticipated need to support the programme with added publicity. Competitions for sports events tickets in trade sport magazines were implemented to ‘cement’ key Games messages and encourage further editorial coverage and buy-in. Promote the SoFF and QJBR – events that heralded in the Games and provided an opportunity to promote the Games. Together, the two events had a significant impact on the profile of the Games and ticket sales.

Key Departmental Activities The key tasks were devised to incorporate external partner activity where possible. Input was via the Sponsor PR workshops and liaison meetings with key partners such as GMPTE, GMP, MCC, NWTB, Marketing Manchester, SoFF and QJBR. The levels of activity were as follows: Minimum of one Games ‘news’ release per week rising to a minimum of one per day from June. Minimum of one written piece for the Press Association wire service per week from January 2002. Minimum of one sports release per week rising to minimum of one per day from the beginning of June 2002. Regional coverage of SoFF. Stunts/events to target the tabloids/TV/radio. Minimum of one venue tour for national sports editors/senior sports writers per two weeks rising to a minimum of two per week from March 2002. Minimum of one news feature in and mid-market sport per month from October 2001. Continued at that rate through Christmas and early in 2002 – rising to two a month. By April one a week and, from late June, daily. Corporate features and background briefing e.g. Chairman meeting selected press once a month. Senior management briefings for interviews. A core team of spokespeople with specific expertise were trained to deal with both newspaper and broadcast media and used throughout the lead up to and during the Games. Minimum of two BBC Blue Peter (children’s TV) features. BBC Grandstand features increasing in frequency from Athletics Focus to the Games as a whole in 2002. BBC North West: monthly Commonwealth Games news desk, building to fortnightly in 2002, then weekly and daily. Heavy BBC Radio 5 Live coverage and promotion. BBC dedicated radio reporter for network and local outlets nationwide. Two BBC NW dedicated TV reporters. BBC Online – dedicated Games site linked to M2002’s site. A summary of the key activities undertaken by the Press Office in the year before the Games can be found in the appendix to this volume.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 51 VOLUME 4 Games Time The Communications structure and tasks were reworked a month before the Games to reflect the changing nature of the work required in managing the media and communication flow during the Games. The key elements of the communications team were:

Press Office A Press Office of four people based at Heron House comprising the following staff: Press Office Manager, two Press Officers, Press Officer and PR Assistant. As additional support, two senior consultants were drafted in as volunteers at key times and to relieve key staff as required. The Press Office was further strengthened with the specialist media skills of a contractor from Capital PR who developed and implemented the media strategy for the Ceremonies and assisted in the Daily Media Conference Q&A sessions and briefings. The Press Office was staffed from 07:00–22:00 daily from 19 July until 7 August. A rota system was used to avoid staff fatigue and allow staff to experience the Games. The Press Office undertook the following activities: Issued statements. Drafted press releases. Organised the daily 11:00 press conferences hosted by M2002 in the MPC. Managed the interview diary. Organised TV and radio interviews with key spokespeople from the OC.

News Desk at the Main Press Centre (MPC) The News Desk at the MPC was staff by three existing members of the team: News Desk Manager, Press Officer and PR Assistant. Additional support was provided by two contractors from Capital PR whose experience included the operation of the News Desk at the MPC for the Sydney and Salt Lake Olympics. The News Desk was operational from 07:00-19:00 daily from 19 July to 7 August. The role of the News Desk was to be the first contact point for all media enquiries. The main media hotline was diverted from the Press Office to the News Desk. It was important to have only one main communication channel for enquiries to come through as this also acted as an early warning system for potential issues. The News Desk also circulated all press releases and statements and informed the media of the press conferences taking place that day. Each morning the News Desk also compiled sporting highlights for the day.

Media Information Group (MIG) The MIG was based at Heron House and operated from 22 July until 6 August. Chaired by a PR consultant formerly with the Millennium Commission, the group was set up to share information and provide a cohesive and consistent voice during Games time as part of the issues response team. The group comprised representatives from M2002, MCC, GMP, DCMS, Government News Network, GMPTE and Sport England. Representatives of these organisations provided a continuous presence through a rota system so that the group could be operational from 06:00 until 23:00 every day. The CGF and Buckingham Palace were invited to join the group but declined. However, it should be noted that the CGF’s press manager (from Capital PR) was based at Heron House and worked with M2002’s press team. Four update meetings were held each day, as follows: 07:30 to review morning news bulletins 13:45 following lunch time bulletins 19:15 following early evening news 23:15 to review the next day’s papers

52 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 At weekends only two meetings took place at 10:15 and 19:30. Representatives of the Public Information Group, the MPC and Sponsor PR also attended these meetings to update on any issues involving the public, venue press operations or Sponsors respectively. Administrative support was provided by two members of staff between 05:00 and 00:00 on a split shift. They produced bulletins following the meetings which were circulated to partner organisations and interested parties. The group was very effective in sharing information, as any issue, release or statement would be passed from the relevant press office to their representative in MIG. A bank of televisions and video recorders were installed in the MIG and all key terrestrial and satellite broadcast media were monitored for Games related news 18 hours per day. The first editions of several national newspapers were collected at 23:00 by MIG Admin and distributed to MIG Chair and the Director of Communications. GNN assisted by faxing over relevant cuttings from other newspapers whose North West bases were outside of Manchester’s boundaries. A wide spectrum of the next day’s print media was available in advance which helped with preparations for media activities the f ollowing day. MIG Admin also monitored the international media on a daily basis via an internet-based service provided by Spotter which covered all relevant Games related articles in each of the major Commonwealth nations. The Director of Communications compiled a summary of international coverage from the site at 06:00 each morning which was relayed to the GCC at the 06:30 daily meeting. Any negative articles throughout the day were immediately brought to the attention of the Director of Communications. Additionally, a dedicated senior media resource was based at the GCC to advise on the media impact of any issues as they arose. All functions reported directly to the Director of Communications at Games time.

Key Messages In addition to revising the resources and roles, it was imperative to identify clear messages that the OC wanted the world to remember about the Games. These messages led the communication strategy during the Games. A series of proactive media activities was designed to deliver these messages and any requested activity was measured against them. The key messages agreed by the M2002 Directors and the Chairman were: The legacy – the Manchester Games will leave a lasting legacy for sport, regeneration and culture in Manchester, the North West and the UK. The biggest and best Commonwealth Games ever with more tickets sold than ever before. The inclusive Games – the first multi-sport event to be fully inclusive. Developing sport for disabled athletes in the Commonwealth is Manchester’s legacy to the Commonwealth . World class venues for world class sport with new world records set. The Mancunian way – fun, friendly, warm, slightly irreverent, homely – specifically volunteers and village.

Games Time Operations There was a considerable increase in media enquiries from the beginning of June, in particular from the UK national media. The media started arriving in Manchester the weekend before the Games (19 to 21 July) and in the days leading into the start of the Games they required a lot of information.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 53 VOLUME 4 The Opening Ceremony media strategy meant that this was the busiest day during the entire Games. Although a media guide had been prepared there were still numerous enquiries about the final QJBR runners and accreditation issues. Although the first days of the Games were significantly busier for the News Desk at the MPC, the Press Office at Heron House was consistently busy, generating daily news stories, photocalls and responding to telephone enquiries. M2002’s daily press conference meant the busiest period was the couple of hours leading up to this event as the media team put together press releases, updates and responses to any issues from the media reports of the day. A summary of the key activities undertaken by the Press Office during the Games can be found in the appendix to this volume.

Summary of Press Coverage Number of Articles/Broadcast Mentions per Quarter in 2002

Jan – March April – June July – August National Print 450 480 600 Regional Print & Consumer Magazines 7,200 10,500 37,200 Broadcast 650 500 1000 TOTAL 8,300 11,480 38,800

Regional Dailies/Weeklies News Coverage Dec 01 Jan 02 Feb 02 Mar 02 Apr 02 May 02 June 02 July 02 Aug 02 No. articles 1,600 2,600 2,300 2,300 2,700 3,300 4,500 13,000 11,200 Circulation (million) 86m 146m 131m 143m 167m 178m 270m 800m 626m

Legacy One of the department’s key objectives was to promote the key legacy platforms of: Regeneration Volunteering Sport Culture Tourism Economy This was particularly prevalent in the lead up to the Games when legacy became one of the key messages that M2002 wanted the world to remember about the Commonwealth Games in Manchester. It was the subject of two press conferences during the Games. It is fair to say that the Manchester 2002 Commonwealth Games delivered one of the most successful legacy programmes of any multi-sport event. The regeneration benefits to the city of Manchester are undeniable and the subject of a number of favourable media reports. The sport legacy, particularly in terms of repairing the UK’s reputation as a country able to host a major multi-sport event, received significant positive media comment and applause. The legacy benefits to tourism and the economy will come to fruition over time, however, the cultural legacy had some immediate impact with over 57 million people having had the opportunity to read, listen or watch media generated stories about the Spirit of Friendship Festival. With regard to Communications, the media strategy for handling issues during the Games and the media strategy for the Opening and Closing Ceremonies were the subject of case study articles in the PR trade press. For sporting and other large scale events around the UK a new benchmark has been set in terms of event time media facilities and services, media management and media information.

54 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Key Lessons and Recommendations Set out a clear communications strategy from the outset with timelines set against key goals, milestones and deliverables. The Games time Public Relations team (not Media Services) should be in place at least 18 months from the start of the Games and must remain as a team during Games time supervising and integrating with Media Services. It should be noted that a multi-sport event communications team goes through three major phases: - Pre-Games planning - Pre-Games implementation (18 months – one year out from Games) - Games time communications (three months out from Games until the end). Resources should be hired and trained to facilitate these phases as needs, requirements and levels of staffing are very different. Consideration should be given to separate News and Sports Press Officers within the team so that a full service can be offered to all media. This worked extremely well with the M2002 Communications team. Never underestimate the value of external PR agency support to supplement internal resources at critical times. Ensure all key messages are clearly communicated inside the organisation so they can be incorporated in each FA’s day-to-day communication with stakeholders. Ensure that all policy decisions made by any FA concerning media of any kind are signed off by the Director of Communications. The CGF Constitution currently allows for competitors withdrawals or additions at late notice. In such an environment it is essential that guidelines are put in place which ensure that Venue Sports Managers communicate changes to the media as and when changes affect their events and sessions. Establish clear working guidelines and cultivate working relationships with Sponsors to fully maximise the communication potential for both Sponsors and the OC. Work closely and share risk and issues management plans with stakeholder groups, Sponsors and Partners. Remember any negative activity and media coverage surrounding Sponsors and Partners will impact on the Games. It is important to remember that partners and stakeholders are an additional support and resource to the communications effort of the OC. The relationship and support that the department received from key partner organisations was invaluable. Ensure a good media database for local, national and international media. This needs to be accessible to all team members. Ensure a good media enquiry system is established so all media calls and responses are logged for future reference and for sharing with key partners. Clearly identify in consultation with key partners and FAs well in advance of the Games the statistics and key information that will be required from the Games. This will allow monitoring and information gathering systems to be put in place in plenty of time and solid evaluation to take place post Games. Hire a number of photographers with specific and clear briefs on pictures that will best show the Games and the efforts of the OC. Recommendations would include at least one photographer dedicated to taking pictures around the Host City, at the people and the branding as well as shots of volunteers, transport, venues (inside and outside), media related areas such as mixed zones, and press conferences. At least one paid member of staff, or part-time contractor, should have previous media relations experience in multi-sport events within the Press Office. Consider linking up with a University or other educational facilities that specialise in communications, media and journalism. By working with students, OCs get cost effective labour (often free of charge), fresh ideas and are able to leave a legacy to a group of people who would benefit enormously from the experience.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 55 VOLUME 4 C2 Media Services & Main Press Centre

Overview Media Services was responsible for the provision of facilities and services to all the written, photographic and non rights- holding broadcast media attending the Games. The aim was to provide the most efficient and effective media services and facilities ever seen at a Commonwealth Games. In September 2000, Matchtight Ltd were contracted to provide these services, responsible for the following: Operation of a practical and efficient Main Press Centre (MPC) and Venue Press Centres (VPC) and scoping of the requirements for these venues. Provision of trained staff to operate the facilities and media services. Delivery of efficient Media Services operations during Games. Provision of a Games time news and information service. Development of Media Services related policies and procedures to ensure smooth and effective service delivery throughout the lifetime of the Games. Development of Media Services Guides and other relevant publications. Provision of pre-Games advice, support and administrative back up to Accreditation. Input into the scoping of the media’s needs on transport, accommodation and catering. Feedback from the client group shows that this was achieved. The following is a digest of comments made during the course of the Games: “You always know within 24 hours whether a major event is going to be a success for the media. This one is”. Neil Wilson, Daily Mail “Thanks for all your help in the lead up and during the Games. As you may have noticed from our Australia wide coverage, the view of our papers was that Manchester did a tremendous job of hosting the Games”. Tom Salom, News Ltd “I’ve travelled to many Games and major sports events over the past 30 years as a journalist and I have never been treated with such courtesy, efficiency and understanding as here. Matchtight should be proud of its team”. The Times of India “The Main Press Centre is great. This is better than the World Cup”. Gordon Farquahar, BBC Radio Sports News Correspondent “You’ve done an amazing job. The MPC and all the venues are efficient and practical. What’s more you’ve got some of the best people in the world working for the team and the volunteers are all well trained and extremely willing. Well done”. John Goodbody, The Times The services to various client groups were as follows:

Client Group Description of Service Media (Non rights-holding broadcast, All media services and facilities including efficient written and photographic) work areas, FOP views and all relevant information Information systems/ technology To provide news and information to the information systems during the Games operating phase only Accreditation Advice on validity of accreditation requests, compilation of an ‘Expression of Interest’ database, on-going support for accreditation and interface with CGA press officers Broadcast Provision and operation of venue mixed zones Games Family Delivery of Games time information services, Village newspaper etc

56 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 The Team The Media Services team consisted of 81 paid staff and 323 volunteers. A tier of operational contact points was established between Matchtight and M2002, including the PR/Media Manager and, at Games time, the Communications Director. These relationships worked extremely well in a pressurised Games time environment. In order to fulfil pre-Games planning requirements and Games time operations, Matchtight made the following appointments: Media Services Managers x 2 Games Photo Manager Senior Venue Press Managers x 3 MPC Manager Games News Service Manager Operations Manager Accreditation and Ticketing Manager (Games time only) Accreditation Coordinator Venue Press Managers Info Editors Assistant Venue Press Managers x 2 Administrators x 2 Matchtight also used its contacts to enlist a number of experienced personnel free of charge from national and international sports federations and umbrella sports agencies. This was part of the legacy programme for the UK which Matchtight had promised in its original tender. The opportunities to bring the team together pre-Games were used to maximum benefit to create a good team spirit. Briefing documents and key facts folders were produced to enable Venue Press Managers and Info Editors to ‘hit the ground running’ on arrival in Manchester. Once Media Services volunteers were identified, job specific training was carried out and regular contact was maintained with them in the lead-up to the Games. Once in Games time mode, the central team based at the MPC had a daily management meeting and information was relayed by e-mail or phone call to the relevant personnel. In addition, all Venue Press Managers completed a daily written report. The key elements from this were acted upon by M2002. More urgent material was relayed by telephone to the central management team, via the GCC, for action and vice-versa. Operationally, all Venue Press Managers also reported to their Venue Manager. The addition, at a late stage, of a small news team based in the MPC and managed by the Communications Director, plus the effective operation of the MIG at Heron House greatly enhanced the internal cohesion of the Communications team and the delivery of news to the media.

Key FA Partners and Contacts Matchtight sub-contracted all photographic processing services to Colourpoint Ltd, a locally-based provider. The following organisations seconded staff to the Games media services operations: UK Sport Sport England The British Olympic Association The All England Netball Association The British Amateur Gymnastics Association The British Canoe Union Sport Cymru (Wales) The International Badminton Federation

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 57 VOLUME 4 Venue Involvement Media Services provided some or all of the scope of service at the following locations: Main Press Centre All Venue Press Centres All venue press tribunes, work areas, photographic positions, press conference rooms and mixed zones Media Accreditation Centre at Heron House Help Desk at the Jury’s Inn, Premier Lodge and UMIST CGV Press Centre Pre-Games planning at Commonwealth House Media Services was present during Games time at the above locations when full operations were in effect and the core team was also in place to assist in the early access, bump-in and bump-out phases at these venues.

Venue Press Centres The Venue Press Centres were operational (with a few exceptions such as the MEN Arena which opened later) from 18 July to 4 August inclusive. On pre-competition days the operating hours were 08:00 to 20:00 and on competition days, the Venue Press Centres were open two hours before the start of the event and until a minimum of two hours after the event had finished. Staff and volunteers were rostered to work from an hour before Venue Press Centres opened and for up to an hour after closing. This resulted in extremely long days for some Venue Press Managers who were working with sports like Table Tennis, Squash and Badminton. Fortunately, they were well supported by venue core management and Assistant Venue Press Managers. The Venue Press Centres were similarly configured at every venue so that journalists could orientate themselves quickly on arrival. The general layout included a welcome/help desk near the entrance point, common work areas incorporating technology and telephones, a results distribution and information display area including pigeon-holes and notice-boards, a catering area and lockers/storage area.

Venue Press Tribunes The Games used the press tribune desk and seating model developed for the 2001 World Athletics Championships. These desks were well-designed and functional. Each media tribune was appropriately sited for a good view of the FOP and these were well received by the media. At the MEN Arena, additional seating was provided on the floor during the Boxing competition to enable journalists to be closer to the action. There was tribune supervisor at each venue and a system linking the tribune with results/scoring and technology to ensured swift distribution of hard copy results/start lists/statistics and flash quotes.

Venue Mixed Zones Venue mixed zones opened prior to the first athlete entering the FOP and closed once the last athlete had left the FOP and passed through the zone. The mixed zones were established at the exit from the FOP and as close as was feasible to the tribunes/Venue Sub-Press Centres. A pathway from the tribune seating to the mixed zones was provided at many venues.

58 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Venue Media Conference Facilities Media conference rooms were provided at all venues and a standard format was used for the management of press conferences, each venue had a press conference supervisor. This system worked well at most venues, however some difficulties were experienced at the Aquatics Centre where some athletes competed in multiple events making it difficult to provide a complete schedule of medallist press conferences.

Main Press Centre (G-Mex) For a description of how the MPC related to the G-Mex and MICC venues, see also volume 2, section D8.

Accreditation and Registration at MPC All members of the media accredited for the Games at the Media Accreditation Centre in Heron House had access to the MPC via the code on their accreditation pass. Other groups who had automatic access to the MPC included all VIPs and FA staff that had an operational role at the venue. In total, 1,192 media registered at the MPC (866 journalists and 326 photographers). This compared with 1,461 total media accredited for the Games. See Section D2.1 of this volume for further information on the Media Accreditation Centre.

Guest Passes Throughout the operational period of the MPC (29 days) a total of 551 Guest Passes were issued. A further 64 applications (both written and verbal) were denied. The breakdown of Guest Passes issued is as follows:

Access to Press Conferences (Athletes, Team Officials, etc) 19% Access to Press Conferences (Sponsors, Media, M2002 staff) 27% Emergency Guest Passes (Maintenance Work, etc) 11% Observer Programme 24% Accreditation Pass Forgotten 3% Others 16%

Members of the media who had not been accredited for the Games made a lot of applications for Guest Passes. Those making this request were re-directed to the Media Accreditation Centre and asked to go through the late accreditation process. Over 20 members of the media who had been previously denied accreditation attempted to gain access to the MPC via the Guest Pass system.

Fitout and Logistics Fitout were responsible for converting the existing areas of G-Mex as per the venue plans and for de-rigging the venue at the close of the Games. This included all electrical work, construction of temporary walls for the Private Agency Offices and the Results Printing Area, fitout of the Press Conference Room, construction of the Results Distribution pigeon hole system and erection of the temporary curtain between the Weightlifting warm-up area and the MPC. Access to the MPC was available from 12 July for the major organisations who needed to fitout their own private offices.

Staffing The following staff were housed within the MPC which was part of a complex of venues including G-Mex and the MICC. Media Services Core Management – 10 paid staff, 3 seconded staff Venue Press Management (G-Mex and MICC) – 3 paid staff, 3 seconded staff Info News Office – 5 paid staff, 6 volunteers Games Web Office – 4 paid staff, 5 volunteers General MPC Areas – 4 paid staff, 68 volunteers

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 59 VOLUME 4 Rate Card Rate Card Services were responsible for the planning and management of all services available to media organisations via the Press Rate Card catalogue. These services included the renting of Private Office space as well as the associated FF&E and the renting of phone lines at tribune locations.

Technology As with any media facility, the availability of the right kind of technology, with appropriate back-up, was vital to its success. In order to address this the MPC had an experienced Technology Manager who understood the needs of the media. Pre-testing of the technology at the venue did not take place sufficiently far enough in advance of the Games which led to some minor problems relating to GFIS and printing. Once these were resolved, the on-site Games time service provided by Technology and its partners was excellent. The number of Internet terminals needed in the MPC was initially underestimated and demand soon exceeded supply, however this was rectified as soon as the problem was logged and additional terminals supplied.

Media Transport The media transportation system was centred around the MPC. All services arrived and departed from the transport load zones, staffed by volunteers and First (the transport provider) staff, at the rear of the G-Mex complex. Services commenced on 19 July and ended on 6 August. Media bus timetables were distributed to all media on arrival at the MPC. There were additional services for the Opening and Closing Ceremonies, combined bus/rail transportation to Bisley from Piccadilly Station and a departure service from city centre hotels to the Airport and Piccadilly Train Station. It should be noted that the MPC was located within a short walking distance from the main media hotels which was a huge advantage to media.

Venue Operations At the venue level, MPC management reported directly to the Cluster General Manager. There was also a ‘sideways’ reporting level to the Venue Operations Manager. The existing G-Mex staff proved to be invaluable members of the MPC team. Their specific role was to provide ongoing maintenance service, however, they were always willing to assist in any way to ensure the smooth operation of the venue.

60 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Main Help Desk The Main Help Desk was the focal point of the MPC. It was where the Media registered on arrival and received their Media Packs and the central source of information for the MPC and the Games. Some of the other key services provided included: Transport and competition schedule enquiries Information on facilities and services at Games venues. Fax and photocopy service (approximately 680 faxes were sent during the operational period of the MPC). Sale of Rate Card consumable items (phone cards) when the Rate Card Desk was unattended. Allocation of lockers. Handling all telephone enquiries and redirecting them as necessary. Taking requests for Press Conferences. Distributing ticket information for high demand events when the Ticket Desk was closed. Providing general information ranging from accommodation requests to the location of local amenities. The Help Desk staff provided an invaluable service which was much appreciated by all representatives of the media. Continuous praise from the media right through until the MPC closed its doors on 6 August is evidence of this. The Help Desk staff also worked closely with staff from the Press Office and from the organisations that were in attendance in adjacent booths (NWDA and Sport England). The Help Desk was continuously busy from 07:00 until approximately 23:00 every day. The number of staff servicing the area during these times ranged from two up to eight depending on the volume of enquiries. In instances where staff at the Help Desk could not provide immediate answers to enquiries, staff members would find the answer and report back to the journalist in question. This level of service was praised many times by members of the media. Staff from the Main Help Desk were also staffed temporary Help Desks at three of the media hotels (up until July 26) and this proved to be a very worthwhile service.

General Media Work Area The General Media Work Area of the MPC consisted of the following: 256 workstations 28 GFIS terminals 9 JSA terminals (internet access) Video wall 120 lockers 85 Smart phones The workstations consisted of a standard table and chair arrangement with each workstation having access to power (1.5 outlets per workstation) and a ‘Smart’ phone (one phone per three workstations). The ratio of power and phones per workstation appears to have been sufficient as at no stage during the operational period of the MPC did demand exceed supply. Each workstation had an unhindered view of the video wall which consisted of 20 plasma TV screens and one projector screen TV. The video wall was capable of taking the live feed from every competition venue and was controlled by staff from the Help Desk. The majority of workstations in the General Work Area were available to all members of the media on a ‘first come, first served’ basis. 13 workstations were dedicated to certain organisations who had pre-purchased phone lines or ISDN lines via the Rate Card system. The take up of dedicated workstations was less than anticipated. The workstations in the General Work Area were in use constantly between 06:00 and 02:00 every day with occasional use outside these hours.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 61 VOLUME 4 The busiest periods during the day in the General Work Area were between 08:00-11:00 and 17:00-23:00. The two busiest days were Thursday July 25 and Monday 29 July with the workstations being 95 -98% occupied. The GFIS workstations in the General Work Area were used extensively and despite very early problems with some of the information and the printing of information, the feedback from the media was positive. Despite the fact that more and more reliance is being placed on Info systems as a source of information for the media, 28 terminals were sufficient number to cater for the number of media using the General Work Area. GFIS and the hard copy results service complemented each other well. The General Work Area proved to be a very popular area for the media to work in. Comments were made about how comfortable it was and about how efficient the workspace was. This was as a direct result of early planning and the management of the space to ensure that it retained a comfortable feel through until the end of the operational period of the MPC.

Results Printing and Distribution The reliance on ‘hard copy’ results is decreasing as Info systems are improved and as the media become more comfortable in using these Info systems. There is, however, a need for the production and distribution of ‘hard copy’ results as they are still used exclusively by some members of the media and they are also used to complement electronic data and for archival purposes. The Results team initially produced 200 copies of each document, however, as competition progressed this reduced gradually as demand dropped. The Results Area was managed by two staff, supported by volunteers as required. In addition, two Xerox technicians were based in this area from 08:00 to 20:00 every day.

Private Agency Offices Private Agency Office space was available to rent via the Press Rate Card in modules of 20 square metres. Each office consisted of a solid modular wall system, lockable door and basic FF&E, which could be supplemented through the Press Rate Card. The following organisations rented private Office space at the MPC:

Organisation Office Size (sqm) Agence France-Presse (AFP) 20 Press Association 60 GMG 20 News Text 20 News Limited 20 Australian Associated Press (AAP) 40 Associated Press (AP) 80 John Fairfax Holdings 20 BBC Sports Online 20 BBC Ceefax 20 Getty Images (Allsport) 20 Reuters News Pictures 20 Canadian CGA 40 Total 400

62 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Private Office space was available from 12 July and all but two organisations had moved in by 19 July and commenced operations. The number of organisations renting Private Office space was below expectations. This was partly due to the number of British press organisations who felt they did not require office space as they could work from their Manchester or London offices with some staff based in the General Work Area. All organisations that rented Private Office space at the MPC were very complimentary of the facilities that were provided.

Other Organisations NWDA and Sport England had desk space in the MPC. An area within the press release distribution system was also made available for Sponsor press material.

Press Office News Desk The News Desk, which was separate from the Help Desk, proved to be an important part of the MPC. In essence, the News Desk provided a media relations service and was able to provide the ‘common message’ on all Games-related issues in addition to answering general Games enquiries.

Media Lounge A variety of catering was available in the Media Lounge, including a food service serving breakfast, lunch and dinner; a full bar service; and an Espresso cart coffee service. All services were provided by the incumbent caterer on a user-pay system. A basic service began on 15 July with a full service from 23 July between 07:00 and 01:00. The Media Lounge was also used on occasion as an informal press conference area for one-to-one interviews and photo shoots. These were coordinated with the Press Conference Room Supervisor.

Press Conference Room Press conferences at the MPC were generally held in the existing Porters Suite of the G-Mex complex. Press Conferences at the MPC included the M2002 Daily Press Briefing, Team Press Conferences and Medallist Press Conferences and a total of 70 were held. A ‘Green Room’ was situated adjacent to the Press Conference Room for speakers to be pre-briefed and for small media interviews. A video and audio link between the Press Conference Room and the General Work Area was provided should the demand on the Press Conference Room exceed its capacity of 140, however this was not required. A camera platform was provided at the rear of the room allowing any broadcaster (including non rights-holders) to film press conferences. The Host Broadcaster permanently set up a camera here from 22 July. On some occasions, two press conferences were scheduled at the same time and the Media Lounge was used. With more space, an additional smaller press conference room would have been a great asset.

MPC Operating Hours 12 to 14 July: 10:00–17:00 (access for agencies to private offices) 15 July: 10:00–20:00 16 to 18 July: 08:00–20:00 19 to 23 July: 07:00–22:00 24 July to 4 August: 24 hour 5 August: 00:00–22:00 6 August: 06:00–12:00

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 63 VOLUME 4 Photographic Services The service was managed by the Photo Manager and the Assistant Photo Manager. A dedicated Photographers’ Workspace was provided on the first floor of the MPC, although in retrospect this would have been better accommodated on the ground floor due to the amount of heavy equipment used by photographers. The area included a reception and enquiry desk, where the photographers registered and were provided with their media guides. The area provided the same facilities and services as the General Work Area including 120 workstations, 8 GFIS terminals, 130 lockers, a photographic services desk and a dedicated help desk. There were also three agency offices, booked via the Press Rate Card, housing Getty News and Images, Reuters and the Canadian CGA. The size and layout of the room was ideal and allowed photographers to work, obtain information and socialise in an informal but professional atmosphere. Over 300 photographers and 30 photo technicians attended the Games.

Allocation of Bibs Individually numbered bibs were allocated to photographers at the reception desk at the Photo Centre. Upon receipt of their bib, photographers were required to sign a code of conduct and give an undertaking that they would not swap their bib with anyone else. It should be noted that Broadcasters on the FOP wore identical bibs except for the word ‘Broadcaster’. This did lead to some occasions where broadcast staff tried to access areas posing as photographers and it is recommended that different coloured bibs should be used in future.

Notification Forms Photographers were required to fill in forms to notify venues 24 hours in advance of their attendance at a particular event, however many did not follow this procedure.

Ticketing Access to the Opening and Closing Ceremonies and Swimming events was strictly by ticket only and photographers had to apply for tickets at the Photo Centre. For Swimming, photographers applied for a position via an application form and the forms were collected at the agreed cut-off time each evening by the Ticketing Manager. A report was then

64 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 produced for the Media Services Manager who allocated tickets. This process was time consuming, however it worked well and all photographers were able to attend Swimming events. A ticketing procedure was also put in place for photographers at both the Opening and Closing Ceremonies. For the Opening Ceremony, various appropriate locations were identified around the stadium and photographers indicated where they wanted to be. All photographers who requested a ticket were allocated one and almost all were put in the positions they requested. For the Closing Ceremony, it was decided to issue tickets to all applicants and to allocate the positions on a ‘first come first served’ basis on the night. A rotation system for ringside was used at Boxing and for in-field at Athletics.

Processing Colourpoint Ltd provided all peripheral services to photographers. They were based in the Photo Centre and ran a dual operation from their offices/labs about a mile from the MPC. They were able to work with little supervision and were an integral part of the Photo Centre. Colourpoint provided film processing for the 20 or so photographers who were not using digital cameras and sold digital cards, film and other photographic consumables. They also provided a motorcycle courier service from venues for photographers using conventional film.

Camera Repair and Loan M2002 provided details of photographic suppliers in Manchester city centre as an alternative to providing a loan and repair service on site.

Photographers working at Venues Although each Venue Press Manager (VPM) was principally responsible for photographers in their own venue, at larger venues there was a need for closer management. The Deputy Photo Manager was responsible for all city centre venues. The Athletics Photo Manager was responsible for the City of Manchester Stadium and the Aquatics Centre also had its own Photo Manager, due to the fact that it was potentially a difficult venue. Photographers had few issues or complaints and generally regarded positions provided as entirely satisfactory. One recurring issue was the implementation of the Empty Seat Policy. Security staff were often not fully briefed that the policy existed and often tried to prevent photographers from working in empty seats. However, in all cases, the VPM managed to sort out any disputes quickly and efficiently.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 65 VOLUME 4 Commonwealth Games Village The Media Services team were determined to make the Village Press Centre a well-located, equipped and staffed facility. The location was carefully chosen to avoid the necessity of going through the day pass procedure and a good press conference facility was developed. The media were very appreciative of the set-up. The non rights-holding media are notoriously a problem client group at the Athletes’ Village and Manchester proved no exception with the Village Transport Zone a potential flashpoint as media crews waited for athletes returning from competition. On average, during opening hours, between 20 and 30 media personnel used the Village Press Centre. Between 40 and 50 telephone calls per day were handled by the Help Desk and press conferences generally occurred during the morning. Special media tours took place on 12 and 29 July. Liaison with the teams was an ongoing and often tricky task as many teams did not have a dedicated official to work with the media.

Commonwealth Shooting Village The Commonwealth Shooting Village at Bisley was covered by the Venue Press team based at the NSC.

Legacy In February 2002, Matchtight pledged to make the Games experience a legacy for the media services skills base and knowledge of sport in the UK. Its recruitment drive was based on this principle with UK personnel teamed with existing experts in the field in order to learn from the Games operations. In addition, Matchtight negotiated secondments, mainly free of charge or on a reduced cost basis, from UK-based sports federations in order to provide personal training and development to key personnel within those organisations. The Media Services team also offered Games time experience to various MCC staff.

Key Lessons and Recommendations Media Services should have very clear reporting arrangements within the OC’s organisational structure, ideally to the same person with responsibility for overseeing the OC’s communications strategy. Detailed consideration should be given to the media’s requirements at a major multi-sport event, especially their technology requirements. Where possible the media should be involved in the scoping of this. Put arrangements in place for appropriate pre-Games training and contact time with all key staff, especially, Venue Press Managers and Information Editors, contractors and volunteers. Begin to develop working relationships between Media Services and Press Office personnel as early as possible as these relationships are crucial to the smooth running of the OC’s media management arrangements. The Results Area is an extremely difficult area to manage and it is such a specialised area that it could warrant someone being employed at least two to three weeks prior to the Games. This would allow early exposure to the results system and also involvement in the planning of the number and type of reports that would be produced. Early testing of the results system should also be carried out to ensure that any problems could be resolved prior to the start of the Games. Venue mixed zones should be carefully managed in order to allow adequate time for media interviews with competitors and to minimise the potential for friction between the photographic press and broadcasters. Ideally, general media work areas and press conference facilities should be kept quite separate, although co-located. Media accreditation should be available at points of arrival in the Host City, such as airports and main railway stations, and at media hotels as well as at the MAC. Carefully consider the specification of any catering service at the MPC. This must be as flexible as possible in order to reflect the fact that many media personnel do not necessarily eat at regular meal times.

66 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 C2.1 Media Accreditation Centre

Overview The Media Accreditation Centre (MAC) was situated at Heron House and the venue was operational between 1 July and 4 August. The opening hours were as follows:

1 – 5 July 09:00-17:00 8 – 27 July 08:00-20:00 28 July – 3 August 09:00-17:00 4 August 09:00-13:00

The space occupied was ideal for the function as it was centrally located and easily accessible in the city centre. The MAC was the only location where M2002 printed media were accredited, apart from those located at Bisley and those broadcasters who chose to be accredited at MAUC (co-located with the IBC). It formed part of the integrated system of accreditation for the Commonwealth Games. The facility provided the same infrastructure and services offered at the Main Accreditation and Uniform Centre, but was specifically designed to service the Games media with: Check-in and accreditation validation process Help desk Real time badging process

The Team The MAC, unlike other non-Sport venues was operated by the Accreditation division although the Non-Sport venue team carried out the planning and facilitated all team meetings, in the lead-up to the ‘live’ operation. Venue and job specific training was conducted on 29 June and focused on customer service with assistance provided by Media Services in providing information on the proclivities of the client group. A small Media Services team was on site to assist in the accreditation of the written, photographic and non rights- holding broadcasters. A breakdown of the number of accreditations by day and type can be found in the appendix to this volume.

Key Lessons and Recommendations Restrictions on signage put in place by the venue operator made it difficult for the client group to identify the venue entry-point. It is important to involve the venue operators at an earlier stage as to the customer expectations for a facility such as the MAC.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 67 VOLUME 4 C3 Marketing & Brand Development

Overview The Marketing department was part of the Marketing and Communications division and worked across all FAs delivering marketing solutions for requirements. This included: Events. Brand visibility. Support to revenue generation (ticketing, hospitality and sponsorship). Internal communications. Public information. Constitutional commitments. In essence, the Marketing department functioned as an internal consultancy, where expertise and capacity was available in-house and as a project management group when external expertise and/or capacity was required. The key to the success of the marketing campaign was drawing together all interested parties and working together in close partnership. This meant recognising each client group’s objectives and ensuring that their own messages were promoted under the umbrella of the 2002 Commonwealth Games. Key achievements of the marketing campaign included: The development of the brand was a major achievement in that it was acknowledged and accepted locally, nationally and internationally. On 21 September 1998, 8,000 people gathered for a huge party in Albert Square to watch the handover ceremony from Kuala Lumpur to Manchester via a satellite link between the two cities. This was a watershed moment for M2002 as the Games officially became Manchester’s from that point. The ‘one year to go’ event was a huge success both on the day itself and long term. The event had an impact with London based media as M2002 took the Games to them showing that it was no longer just a Northern event. The launch of the Games website on Commonwealth Day, 12 March 2001, was a major challenge and success as the site moved from being a very simple reference source to being a truly dynamic site that would hold the key to the huge ticket sales (up to 60% of all tickets). The final consumer research carried out after the Games in Manchester showed that the Manchester Commonwealth Games: ‘Made me feel more positively about the city’ – 54% agree. ‘Will encourage people and businesses to move there’ – 61% agree. ‘Have improved its standing as a world class city’ – 81% agree. ‘Showed the world the UK can stage the big events’ – 90% agree. Following the success of the Games, The Daily Telegraph newspaper commented: “Behind the scenes there was some exceptionally savvy marketing which exploited Manchester’s reputation as a city that thinks a table is for dancing on.”

68 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 The Team

Marketing Manager

Advertising & Brand PA to Marketing Manager Manager

Print & Publications Public Information Web Editor Copywriter Manager Manager

Print & Publications Public Information Marketing Project Senior Mac Designer Web Sub-Editor Assistant Assistant Manager

Marketing Project Mac Designer Technical Support Technical Support Manager

Stock & Distribution Technical Support

Speakers Bureau Speakers Bureau Admin Assistant Coordinator Coordinator (4x Volunteers)

Key FA Partners and Contacts Media Agency: Manning Gottlieb Media (London), appointed 1998 TBWA/MGM were appointed following the original pitch for a communications agency in 1998. The cost of retaining TBWA proved prohibitive and they were held as a sleeping consultancy but the need for a media agency to plan, buy, evaluate and advise on media issues was vital and MGM were retained initially for no fee but later a monthly fee was agreed. Advertising Agency: Love (Manchester), appointed 2001 Love was the final agency used by the Games and they were responsible for the main ticketing/awareness campaign around the ticket launch in October 2001. Design Consultancies: Race (formerly Drawing Board, Manchester): 1998-1999 Access Advertising – lead agency (Manchester): 1999-2002 Madhouse and Media Mission support agencies (Manchester): 2001-2002 In the early stages of the marketing function there was no design team and this meant that an external resource was required for the development of the brand and execution of any design work. Race were appointed following a tendering process and developed the first manifestation of the Games identity. Access Advertising assumed the role of preferred design consultancy in 1999 and their role extended when they secured the redesign of the Games Identity and Look programme (see volume 3, section B2.3 for more detail). The support of Access in tandem with the in-house design team allowed the Marketing team to deliver even during the heaviest workload periods. Print Provider: Pindar and AlphaGraphics, 2001 The volume and the diversity of print meant that extra resources were required in addition to the VIK provided by Xerox. After a thorough selection process, Pindar and AlphaGraphics were contracted. Pindar also provided assistance to the in-house design team by providing Mac equipment and scanners. Research (Qualitative Brand Development Study): Nick Blake Associates The development of a brand positioning was vital to the future revenue generation of the Games. To ensure the correct route and process was chosen, a consultant was engaged for a period of

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 69 VOLUME 4 five months to facilitate qualitative research to develop the brief for design consultancies and subsequent analysis of designs. Research (Tracking Study): Simpson Carpenter Ltd, Manchester Following the launch of the brand, a regular research programme (or tracking study) was established using Omnimas survey, the objective being to monitor the change/shifts in awareness and attitude to the Games over the build-up period. The research was conducted nationally on a periodic basis with sample sizes, of either 2,000 or 1,000 adults (aged 16+) with a representative sample across the UK. Research (Website): WebTrends Ltd A research package was used to electronically monitor how the M2002 website delivered against specific measurements. Traffic to the website peaked on 31 July 2002 with 8,613,429 hits, 1,916,000 page views and 129,000 site visits. See separate Website report in section C3.4 of this volume. Photo Library: Allsport A contract agreed in 1999 allowed M2002 to use the entire Allsport picture library at a discounted rate in all but revenue generating environments.

Marketing Manchester Responsible for the marketing of Manchester nationally and internationally, the Games was a major element in their promotional programme. The Games featured heavily within their literature and generally at such as Travelex, World Travel Market, conferences, FAM trips aiding the awareness campaign in areas where M2002 did not have the budget. MCC Marketing, PR and Special Projects MCC were a valuable resource and cost saving partner, through the existing functions, they helped M2002 deliver many events, exhibitions and marketing presence, particularly in the early days. Their help continued through the four years to the Games with events at the Manchester Aquatics Centre, City of Manchester Stadium, Albert Square, etc and all the related PR/marketing assistance that ensued. The Marketing team also had working relationship with many of the agencies responsible for tourism and development in the North West, including England’s North Country, BTA, NWTB and NWDA. Joint marketing was also carried out with Games Sponsors and Partners, Sport England and the BBC.

70 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Development of the Games Brand In 1997 M2002 were still working with the brand identity that had been devised for the Bid. Although the identity had been used in the successful bid process and embraced many of the characteristics of the Games and the city of Manchester, it lacked commercial stature. As the Games is dependent on the generation of revenue through commercial activity built around the strength of the brand, it was agreed that a process of brand and mascot development should be undertaken. This process included a brand development seminar, creative development and qualitative research.

Print and Publications The Print and Publications team was set up to provide a design and print facility for over 500 publications across the whole of the Games. These publications ranged in page count from one to 600 pages, in print runs from one to five million and in materials from standard 80g copy paper to photographers’ bibs, wristbands, stickers, invitations and supplementary accreditation passes. This meant every type of print method was utilised to achieve cost-effective production of each job to the highest standard. The design work was done either in-house by two Apple Mac designers or by trusted external agencies. The Games branding had to be maintained across a broad spectrum of work and included Sponsor and Partner logos on as many publications as possible from the start. Printing was carried out by a local company which took on the whole schedule of publications ensuring a consistent level of customer service across the Games for a discounted price. There was very little job specific training necessary due to the specialist nature of the work. A list of the print and publications produced by the team can be found in the appendix to this volume.

Advertising Though a high monetary cost, this area didn’t require a large M2002 resource, as it was largely operated by two agencies: Love, responsible for creative work; and Manning Gottlieb Media (MGM), who planned and booked media airtime and space. During the build up to the event, advertising was broken down into three distinctive areas: Recruitment – mainly senior and technology positions. Brand awareness – ad hoc opportunistic ads, looking to gain impact from associated events, for example, a series of ‘See you in 2002’ ads were run in The Guardian and Manchester Evening News following the Sydney Olympics. Ticket sales – the bulk of the spend was on a vigorous sales push. As with all brand activity, the Games identity appeared prominently on all ads to ensure recognition. An Advertising Manager was appointed with the specific responsibility of working with key FAs relating to these three types of advertising.

Types of Advertisement Recruitment In the initial stages of the Games organisation, this was the most visible advertising taking place. The extensive recruitment programmes demanded frequent and rapid response and templates were set up for both colour and black/white advertisements to ensure consistency and quality. Brand Awareness With only a small budget available, it was agreed that brand building would be carried out through means other than advertising. However, where the opportunity arose, small-scale tactical advertising was undertaken. An example of this is when a full page ad was used at the end of the Sydney Olympics and using the names of all the Commonwealth athletes who had participated to create an ad promoting the UK as the venue for the next great multi-sport event and emphasising the world-class credentials of the competitors.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 71 VOLUME 4 Ticket Sales The largest component of the advertising programme was to deliver a £1.5 million advertising campaign to launch ticket sales on 15 November 2001, and to satisfy the aspirations of the external marketing board and key stakeholders. This involved print, poster and TV and radio campaigns. Initial advertising for Games tickets used the Games icons (, Denise Lewis, Jonah Lomu) plus an unknown athlete, Willy Kirui, in a series of advertisements showing the athletes making their way to Manchester for the Games. This was complemented by a similar campaign run by Interbrew, one of the Games Sponsors. Additionally, all the Games Sponsors and Partners were encouraged to include the ticketing message in their own marketing activity, correspondence and websites. The ticket launch was hugely successful. The message was simple: Manchester was the destination in 2002 to see the biggest ever multi sport event in Britain. Manchester was the party city in Britain. A ticket to the Games was the invitation you needed to be at the party. As the Games drew closer, ticket advertising concentrated on informing the public about ticket availability.

Venue Involvement During Games time, the Print and Design team moved to the Athletes’ Village to produce Village Voice – the official daily newspaper of the Village. The Website team moved into office space in the MPC and members of the team who had not been deployed to other Games time roles also moved to G-Mex to work on the daily results at the MPC.

Key Lessons and Recommendations Build a marketing plan early, with one person steering the plan to keep the objectives clear and focused. The marketing strategy should be flexible to allow for change. It is imperative that the PR function works closely with the Marketing group to ensure priorities are leveraged to full effect. Manage expectations with partner organisations, using the CEO to aid in this process. Don’t allow fragmentation of Marketing function as this dilutes the impact and focus. Ensure adequate warehousing/storage is available to the department before and throughout the Games, together with distribution support. The warehouse must be safe, secure and watertight with 24 hour access. Ensure that a Director has responsibility for sign off through the publication stages and for everyone to understand the constraints of print turnaround. Sponsor and Partner logos change constantly. It is important to set a regular logo review to avoid outdated logos being printed. Keep a single print and publications budget with one budget holder. Ensure the team is fully equipped with the necessary technology to maximise its use and therefore potential savings that could be made. Additionally, the technology network should be compatible with artwork and design software. This should be fully integrated with the network together with ISDN and back-up. Secure a full set of publications from the previous Games to scope all the work clearly and identify further improvements. Ensure all Directors are aware of Print and Publications and ensure all publications are commissioned through one source. Set up regular meetings with any Division requiring a great deal of print to keep track of print deadlines. Contracts for marketing, print and publications and website staff need to be carefully thought through as there are significant roles for each of these functions post-Games.

72 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 C3.1 Integrated Marketing Strategy

Overview The purpose of developing an integrated marketing strategy was to achieve the most cost effective means of promoting the Commonwealth Games to the largest possible target audience. This was achieved by bringing together all of the organisations planning to invest in Commonwealth Games-related marketing, thereby ensuring both cost-efficiency and synergy. The overall aim was to ensure best value from the considerable amount of public money invested from a variety of different sources in order to ensure that the Commonwealth Games would be a commercial and critical success, but also that this unique opportunity would be maximised in terms of legacy impact for the people of Manchester.

Key Partners and Contacts Partners included those organisations with a vested interest in the success of the Games within the city and others for whom a longer term legacy opportunity existed such as tourism and inward investment agencies. The list below is not exhaustive, however it represents those organisations directly involved in the funding of Commonwealth Games marketing, on four levels: Those offering opportunities within their broader remit to market the Games and who were core funders and stakeholders of the Games: - MCC - GMPTE - Sport England - DCMS - Sponsors Those playing a major role in marketing the Games: - M2002 - Marketing Manchester Those who offered opportunities within their broader remit to market the Games: - North West Tourist Board (NWTB) - North West Development Agency (NWDA) - England’s North Country - Cumbria Tourist Board - British Tourist Authority (BTA) Those whose marketing activities contributed to Games awareness amongst more specific local markets: - Manchester City Centre Management Company - Local and regional businesses, inward investment and other organisations, such as GMP

Critical Success Factors There were three factors critical to the successful marketing of the Games: A comprehensive management communications and information strategy. A fully integrated marketing communications strategy. An integrated product strategy (the brand and the look of the city).

Management Communications Strategy The primary objectives of an integrated approach were: To ensure that potential and actual visitors received the necessary information at the right time to service their needs, this maximised ticket sales and other associated revenue. To maximise consumer impact and cost efficiency through marketing synergy. To effectively manage the promotional and public informational requirements of diverse partner and customer needs. Refer to section C3.2 for additional information on the public information process.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 73 VOLUME 4 A Marketing Operations Board was established which included city wide, regional and national partner organisations. The purpose of the group was to address all major issues and ensure an effective communications flow between those responsible for different critical areas. This structure allowed opportunities to be reviewed and delivery planned jointly. In order to retain appropriate focus whilst maintaining the correct level of communication flow, there were two sets of groups split according to their city and regional focus, with cross membership. In the case of the city this comprised of a network of issue focused groups reporting to a Marketing Operations Board; with regard to regional marketing the BTA, Marketing Manchester and NWTB developed a mirrored structure of relevant groups focusing on specific tourism related opportunities. The issue and functional related groups were integrated teams with broad membership representative of key functions across the city and region having impact on visitors and residents in connection with the Games. The groups covered issues such as: Marketing strategy. PR. Media handling. Non sporting events (City and Festival Live events). Public information.

Marketing Communications Strategy There were three main elements in the delivery: The Brand and positioning of the city during Games time. Ticket sales. Information provision. The delivery methods included: Advertising. Branding. Consumer Information. Exhibitions and Trade Fairs. Public Relations. Promotion by third party organisations, for example, Sponsors.

Advertising Whilst in the run up to Games time this method was used primarily to sell tickets, it was crucially used to promote the destination of Manchester. This was one undeniable Unique Selling Point (USP) of the Games. In addition it was also recognised that the local community was an undeniably important audience. Without their buy-in, the successful build-up of anticipation, excitement and city pride required for a hugely successful event would prove beyond the reach of the organisers. The Marketing Operations Board agreed that there were five broad target market segments (these were also geographically defined in marketing plans with an estimated 70% living within two hours drive time). Hardcore sports enthusiasts – these were the people to whom the first wave of tickets would be sold. They were individuals with an interest in a reasonably wide range of sports and major events; motivated by a passion for sport as well as a sense of occasion. Single sport aficionados – these were people with a keen interest in their chosen sport as participants or spectators.

74 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Short breakers and event-takers – these were keen to attend events that were not specifically sporting. They needed a package of appeals with a mix of destination attractions. Games extenders – these were identified as ticket holders who may be persuaded to purchase tickets for other events and stay longer in the city or the North West. It was fair to assume that the first wave of tickets were sold to a hardcore sports enthusiasts for whom the Games were the primary, and in many cases the sole, motivator. In order to sell tickets to slower selling events a highly segmented approach was required and implemented by the Commercial team utilising direct marketing methods and latterly a specific advertising campaign aimed at selling those tickets as yet unsold. The trigger for others was recognised as a ‘once in a lifetime’ event (rather than the promotion of a single sport) and the destination. It was agreed that these people would be motivated primarily by the overall experience within which the Games is a considerable, but by no means exclusive motivating factor. Local community – This consisted of the residents, businesses, commuters and others with an involvement in Manchester. It was recognised that whilst this group may not choose to become involved in the sporting events, they could contribute (if sufficiently and appropriately informed, motivated and excited by the communication) to the overall success of the Games and help leave a lasting impression of a lively, vibrant, friendly and exciting city. It was recognised that: The Games ‘product’ could be extended into the city to provide ticket holders and non-ticket holders with a wider experience. Examples of this included large screens relaying sporting action, Festival Live, city dressing and city guides. There were additional benefits to businesses, residents and visitors in extending the Games product into the city via extending the opening hours of shops, restaurants, bars and Games related promotions. Engendering a feel of excitement, pride and being an important part of the success of the Games was vital to the level of success desired. To summarise, the advertising campaigns around the city and around the main arterial routes into the city focused on three key messages that were executed appropriately relating to the media and audience targeted. The proposition was: Once-in-a-lifetime event – for Manchester – for us – for you, be a part of it. Festival Live (summer in the city, fun in the city, be a part of it). City Pride – Manchester needs you. Branding and Positioning All key stakeholders agreed core brand values for the city and wider region. These were then reflected in appropriate partner communications. For example, NWTB implemented an extensive short break campaign underlining the party and event theme which was centred around the proposition ‘Fun and Games’. Style guidelines for communications were also drawn up reflecting the brand values and utilising a common font, tone and style which was also used by partner organisations. Consumer Information High quality, relevant and timely information provisions targeting visitors and other communities before and during Games time was deemed as critical. A specific public information group was established in order to achieve best value and synergistic impact between the various partner organisations. A listing of all planned and current print was completed and updated by all partners. Also a listing of all planned communications was completed, and a Marketing Opportunities Matrix utilised as a tool to identify synergistic opportunities for communication and avoidance of duplication, confusion and a common map template was agreed to be used.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 75 VOLUME 4 A core listing of partner websites and help-lines on all appropriate communications was agreed. Various publications were jointly produced including: The City Guide Accommodation Guide Food and Drink Guide The Pocket Guide The Events Guide

Also, a broad range of 13 publications were produced by tourism partners featuring Manchester and the Games messages. Exhibitions and Trade Fairs The Commonwealth Games was extensively featured in events and exhibitions in the years, months and weeks prior to and during the Games. This was particularly well exploited in tourism and destination sell arenas. This enabled a consistent and long term platform for the city and the Games to be continually and cost effectively utilised. It also ensured that partners exploited the long term legacy opportunity that the Games offered the city, region and UK as a whole. Public Relations The teams worked extensively to capitalise on the legacy impact of the Games, and to create a positive attitude towards Manchester and the Games. In addition to the prior media interest, the thousands of accredited and non-accredited journalists expected to visit represented one of the greatest legacy opportunities to raise awareness of the ‘new Manchester’. Many overseas journalist trips were arranged in six months alone prior to the Games, and during Games time hospitality venues were extensively utilised to promote the city, the North West region and the UK. Product Strategy In order to maximise the opportunity that the Games presented in terms of awareness, revenue and to ensure that they were perceived as an event of national impact it was imperative that Manchester presented itself to visitors at every opportunity in its best light. It was important to ensure that Manchester was perceived to be, and critically was in reality, a place where there was plenty to see and do and that it was a vibrant and ‘happening’ place during the Games – the creation of a Games Festival was necessary. This required a strategy for events throughout the city working with city partners and stakeholders. This was termed as Festival Live, which is described in more detail in section B5 of this volume. It also required a ‘look’ strategy which tackled issues such as dressing of the city, for example, banners, building wraps hoardings, horticulture and other devices which could be used to embody the vibrancy of the brand. A dedicated working group was established with the Games Look team and city planners and an integrated approach was adopted. Refer to volume 3 for more information on the physical Look Of the City.

Legacy The main legacy of the Integrated Strategy has been the communications, systems and processes which are now in place and will continue to be effectively utilised by all. The legacy relating to city pride and buy-in from all stakeholders and the community of Manchester (that is, the businesses, residents and commuters) is one directly in proportion of the success of the Games and a model which will be utilised for further events on large or small scale.

76 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 C3.2 Public Information Strategy

Overview The Public Information Strategy was developed to ensure there was an integrated umbrella strategy for all partners. The Strategy provided a robust structure for the effective: Delivery of key messages. Provision of appropriate and timely information. Exploitation of communication and promotional opportunities. It was recognised that the delivery of a successful integrated programme would enable: The actual and perceived success of the Commonwealth Games. Optimisations of revenue. The delivery of added value to the Games experience. Countering of potential negative media coverage. Effective legacy development. The programme was developed to fulfil the needs of stakeholder organisations, internal FAs and specific target audiences. Stakeholder organisations had a requirement both to: Provide relevant, accessible and timely communications which satisfied the target audience requirements. Proactively communicate key messages, which would influence target audience behaviour, for example, the use of public transport.

Key Partners and Contacts The key partners included: MCC City Centre Management Company GMPTE GMP

Key Messages The proposition consistently used was: The 2002 Commonwealth Games in Manchester are the biggest multi-sport event ever held in the United Kingdom and the most successful Games in Commonwealth History. For the people of Manchester and the North West the Games represent an once-in-a-lifetime opportunity to host a world-class event, which focuses the attention of up to one billion people on the city. The key communications priorities adopted in three key constituencies (tailored to their respective audiences) were: Transport Plan ahead – arrive early. Book early for Park and Ride for Games ticket holders. Use buses, trams and trains. Parking available for disabled people at Manchester venues. Enjoy the Games. Commerce and Community Manchester will be much busier. Adapt your routine. Visitors bring opportunities. Information will be freely available. Enjoy the Games. City Pride Make a difference for Manchester. Use public transport – leave your car at home. Help keep the city clean.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 77 VOLUME 4 Welcome our visitors. Smile – these are the happy Games. Whilst the communications priorities were consistent, the message was couched in a manner appropriate to each target audience ensuring a positive rather than a negative communication. Target audiences covered a broad range and included: City centre residents. Commuters. Visitors. City centre businesses. Greater Manchester residents. Ticket holders. Transport operators. Taxi drivers. The media used to deliver the messages was also diverse including print, broadcast, PR, websites, direct mail and radio. Timing and reinforcement of messages was crucial to ensure all messages including potentially negative ones were well received.

Target Audiences Three broad groupings were identified under which many more specific audiences existed: Manchester City Community (residents, businesses and commuters)

Key concern How will I be affected by the Games? Objective/need Provide reassurance that business as usual will continue with some modifications, focus on shared ownership and involvement. Key elements Road closures, parking, public transport, events, deliveries, customers, access. Critical Success Factors Clear, concise, accessible and up to date information. Media Press, radio, broadcast, limited print, websites, hotlines

Commonwealth Games Ticket Holders

Key concern How do I get the best out of the Games? Objective/need Directional information to and from venues and information on Games related events and city attractions, experience of Manchester. Key elements Events listings, transport, city attractions. Critical Success Factors Directing to information sources. Ensuring visitors enjoy the full Manchester experience. Media TICs, print, volunteers, city rangers and guides.

Visitors

Key concern What can I do in Manchester during the Games? Objective/need How do I find out how things will change during the Games? Key elements City centre attractions, events listings, transport, newly opened attractions, food and drink. Critical Success Factors Directing of visitors to information sources. Ensuring visitors enjoy the full Manchester experience. Media TICs, print, volunteers, city rangers and guides.

78 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Pre-Games Public Information The public information strand of the Communications division worked with all areas of M2002 to ensure that the organisation was aware of all information being issued to the press and the public. The key areas involved included: Call Centre Speakers’ Bureau Ticketing Volunteers Public Relations/Press Office Merchandising Brand Management Sponsorship Spirit of Friendship The Queen’s Jubilee Baton Relay Chief Executive’s Office Road Events Sport A set of Frequently Asked Questions (FAQs) were compiled with contributions from all of the FAs. Each FA nominated a contact representative who was responsible for updating the FAQs on a two weekly basis. All the FAQs were published on the staff Intranet with amended FAQs placed on the website for the general public. Many external organisations helped promote the Games (major Games marketers and also broader opportunistic marketers) and it was essential that good contacts were made with them so that all published information was consistent. These organisations included: MCC (including Marketing and Visitor Services, City Centre Management Company and Chief Executive’s Office) Marketing Manchester Manchester Chamber of Commerce and Industry (MCCI) North West Business Club (MIDAS) Cultureshock NWTB BTA NWDA Greater Manchester Local Authorities Sport England GMPTE GMP NHS AA RAC Printed literature and regular email updates were sent to key contacts at all the above for their distribution. The public information side of communications was also an integral contact for all the above in terms of signposting to other M2002 divisions (e.g. Sponsorship, Merchandising, Commercial, Brand Management) and also for the approval of Games literature to be published in print and on the website.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 79 VOLUME 4 Other distribution outlets of Games related literature included: Arts About Manchester – regular distribution to all art galleries, museums, attractions, information points, shopping centres, café bars and leisure centres. Local Authorities – Commonwealth Games Coordinators ensured that information was regularly distributed to leisure centres, libraries, schools and community groups. Manchester Evening News – inserts were placed in the Metro Newspaper, distributed to over 150,000 households. Electoral Services (MCC) – used to deliver last minute information to Manchester residents regarding events, road closures, how the Games will affect them. Sponsors – for their own staff and clients. Games Information Call Centre – responding to ad hoc requests for printed literature. Partner Organisations – usually for information packs to clients and exhibitions and events. Organisations included BTA, Marketing Manchester and MCC. Speakers Bureau – for distribution to client groups.

Specific Literature produced for Public Information A range of specific public information literature was produced. These publications were not planned in the overall print and publication plan but were necessary to inform certain target audiences. A3 Wall planner – showing programme of events, useful telephone numbers and websites. This was used as an internal document for staff but also for distribution to all aforementioned areas. It was easy to read and extract information from and also in terms of creating awareness. Bookmarks – these were in full colour and distributed to all Greater Manchester libraries for insertion into issued books. Sponsored by the NWDA, these were produced to raise awareness, support the ticketing campaign (Ticketmaster number printed with message ‘Great tickets still available’) and the legacy of the Games (England’s North West website address included).

80 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Display cards for hotels – These were business card size publications for display in hotels. The card was used to advise the public where to get information (Call Centre, Ticketmaster, Manchester Visitor Information, England’s North West). Contact Us! Posters and Flyers – A3 posters and A5 flyers were produced promoting the Games Information Line. Primarily used to raise awareness of the Games Call Centre when it first opened.

Alternative Formats All printed literature was produced in alternative formats including audio tape, large print and in braille at advertised outlets. Tactile maps of all Games venues were also produced.

Public Information in the Games Environment A dedicated delivery group was established with an initial task of establishing and assessing the full extent of printed matter and other communications by partner organisations. The group ensured strategic decision making and implementation with regard to the challenging business of communicating a complex suite of messages succinctly, to a wide audience. This ensured that in a rapidly changing environment, all partner organisations were coordinated and that both primary and secondary messages were appropriately balanced in all communications pieces. In addition an operational team was established to ensure effective tactical delivery and coordination of activity. The strategy groups met on a weekly basis in order to ensure total integration with communications, and the group agreed and endorsed the communications being published. Named individuals were responsible for communicating to specific target audiences and into the group. They had a clear remit to ensure that the dissemination process continued as required within each of the partner organisations. Signposting to a common agreed list of websites and telephone contact lines was implemented and a comprehensive control and checking mechanism to ensure up to date information was updated instantly. The strategy group was responsible as a ‘clearing house’ for the approval of copy, content and signposting for all communications pieces (proactive and reactive). Feedback to and from the GCC and the Media Information Group was ongoing.

Delivery Methods All information available was required to be easily accessible by each target audience. It was vital not only to produce the information in the relevant format, but also to direct each audience effectively to the source of the information. Existing channels of distribution were used where possible to ensure maximum use of resources and cost minimisation. A mix of channels was used in order to reinforce communications, and various organisations used to process and disseminate further. It was recognised that timing of communications would vary depending on audience, message and location.

Additional Focused Activity Tourist Information Centres (TICs) During Games time there were additional information points throughout the city in key areas including main transport gateways. The existing city rangers were supplemented by 300+ volunteers (City Guides) who were vital in providing face to face contact, advice and information to the public and spectators. Staffing levels and the opening hours of the TICs and call centres were reviewed. Information gathering for monitoring the service provision in all centres and information points was initiated. All points for information dispersement (existing and newly identified virtual information points) were provided with consistent information and messages.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 81 VOLUME 4 PR A comprehensive PR campaign implemented by M2002’s Media team and Capital PR generated extensive coverage, this was programmed to increase exponentially in the weeks before Games time. Communications A specific advertising campaign and bespoke leaflets covering the Once-in-a-Lifetime and City Pride messages were implemented. Bespoke print was produced which encompassed key messages, including: ‘A Guide to enjoying your Games’ covering some of the disruption factors identified. A to Z Guide of the Games (residents and businesses). Festival Live Guide. QJBR Guide. Walking Route Map to the Stadium. City Rangers Map. Transport Information. MEN supplements and special features. In addition, all partner organisations had comprehensive communications plans to address specific and detailed informational requirements. A complete distribution plan was implemented for pre and during Games time in order to ensure that all information points had access to the relevant print to both actual and virtual information points. In addition a poster campaign utilising 96 sheet, 48 sheet and poster sites around the city targeting the Manchester community and visitors was implemented the first week of July 2002. This ensured messages relating to vibrancy, excitement, inclusiveness and city pride were relayed effectively

Games Time At Games time the Public Information Group moved into tactical delivery mode. Communications were initiated and monitored from: Tourist Information points Call Centres City Centre Management City Guides Websites Meetings were held twice daily to allow reporting and feedback. Public Information was also represented in the Media Information Group which ensured synergy, timeliness and accurate information provision to all.

82 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 C3.3 Speakers’ Bureau

Overview The Speakers’ Bureau was established in 1999 and was initially set up to: Inform and create awareness of the Games. Educate audiences in the social and economic benefits of holding the largest multi-sport event held in England. Its specific objectives were: To promote the message the Commonwealth Games as a world-class event and the benefits to all the residents of Greater Manchester. To use presentation opportunities both locally and regionally via word-of-mouth advertising, to inform and shape opinion of the stature benefits of the Games. To encourage all attendees of the presentations to feel positive about the Games and become ambassadors. To encourage audiences to ‘count themselves in’ and be part of this once-in-a-lifetime experience. To promote M2002 as a well organised and professional company. During 1999, over 40 presentations were made by M2002 staff until interest grew and support was needed to accommodate the amount of presentations being requested. The role of delivering the presentation was assigned to a group of LTVs in early 2000. In the 15 months leading up to the Games, over 160 presentations were delivered to a total audience in excess of 10,500 people. Audience sizes varied between 15 and 300 plus people. The Speakers’ Bureau supported business seminars locally and also featured at a number of corporate functions.

The Audience The following target audiences were identified when setting up the Bureau: Sponsor categories as defined by the Commercial Department. Schools (primary 8-11yrs, secondary 12-16yrs). Rotary Clubs. Existing Sponsors and Partners. Service providers (hotels, taxis, public transport).

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 83 VOLUME 4 Each presentation invariably generated further requests and additional audiences covered included university students, women’s institutes, city centre businesses, sports groups, local authorities and tourism agencies. With only a few notable exceptions, presentations were restricted to a radius of approximately 50 miles from the city centre. In 2002 the Bureau were invited to address a number of business seminars and featured in corporate customer relations meetings. In the run up to the Games, the Bureau received a large number of requests to visit schools where the audiences tended to be much larger.

The Presentation The presentation was Powerpoint-based and visually very powerful. This enabled the presentation to be updated on a regular basis and the provision of speakers enabled a video clip to be inserted. The quality of the presentation never failed to excite or enthuse the audience. The basic presentation remained unchanged for the first 18 months and contained material common to all other Games presentations. For the 12 months prior to the Games, the presentation was updated on a regular basis as further information and new material became available, for example, new Sponsor or Partner logos were incorporated immediately they were announced. For the last six months, presentations became bespoke to address the specific need of the attendees.

Promoting the Speakers’ Bureau Once the Bureau was operational, the service was promoted internally so that M2002 staff could forward enquiries. A leaflet was also produced highlighting the service of the bureau with a tear- off request form for interested parties to fill in and send directly to M2002. Promotional articles were also placed in community literature. The popularity of the Bureau was at its highest at the beginning of 2002 when awareness in the region had grown, with the majority of requests for presentations being by word of mouth from people who had already attended.

Finance A basic charge of £50 was levied for each presentation, mainly to offset travelling costs. Outside the North West region and for commercial organisations higher rates were charged. This enabled M2002 to present to schools and the disadvantaged at no cost. Many of the Bureau’s volunteer members absorbed all or most of their own travelling costs. The Speakers’ Bureau made in excess of 300 presentations, and addressed in excess of 15,000 people.

84 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 C3.4 Website

Overview The M2002 website, www.commonwealthgames.com, had three main purposes: To promote the Games. To convey information. To sell tickets and merchandise. The Website team was located within the Marketing and Communications division. Although a Games website had been in operation for some time it wasn’t until a full-time dedicated Website Editor was appointed in April 2001 that its profile was raised and relevant activity took place. The website contained information on the following: Spectator information. Community information. Spirit of Friendship Festival/Festival Live. The Queen’s Jubilee Baton Relay. Manchester 2002 publications. Links to other useful websites (Sponsors, tourism, travel). Frequently asked questions and answers. Press releases. Background information on the Commonwealth Games history. Participating nations. Sports and Venues (Sport and non-Sport). Information on Manchester. Kids zone. Results and Medals table. The Games website generally received praise for clear navigability and quick downloading times, many emails were received from members of the public commenting on the efficiency, functionality and content of the website. In August 2002, the website also won the Internet Magazine site of the month.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 85 VOLUME 4 The Team The team originally comprised an Editor and a Sub Editor. This grew to a team of four prior to the Games and during Games time there was a total of nine staff, four of whom were student volunteers. All staff had previous experience in editing and web technology. The four volunteers were recruited from the local Manchester Universities rather than from the volunteer pool as specific writing skills and technology knowledge were required. This was a total success and proved to be an excellent decision. Their training was conducted within the FA as there were specific and unique requirements based on written house style and the content management system. At Games time the team were based at the Main Press Centre.

Key FA Partners and Contacts Most relationships occurred within M2002, primarily with the Commercial and Technology divisions. External relationships included: Kids Zone Area – developed from a delivered brief by Madhouse Design Agency of Manchester. Weather forecasts – An XML feed solution was purchased from the Meteorological Office.

Legacy Volunteers were given the option to register on-line as a volunteer, 70% of those under 25 years of age registered this way. The key legacy of the website is one of awareness and is testimony to the power of the Internet. A frozen version of the Games website has been uploaded onto the CGF site – www.thecgf.com.

Key Lessons and Recommendations Ensure the website content team is in close proximity to the website development team. Recruit a technology specialist who is based to ensure all the requirements for the website are fully delivered and there are excellent communication links in place between the website team and the Technology division. The website results service did not always function correctly and could have been improved by better testing and communication with the Technology division. Involve the website team in developing the marketing strategy for on-line ticket and merchandise sales. Despite 60% of all tickets being sold on-line there was little involvement from the website team to utilise their knowledge of the market to increase revenues and yields. Ensure any commercial arrangements are agreed on the basis of technological fit as well as commercial benefit and involve the website team in these negotiations. For a detailed statistical analysis of the website please refer to the Statistics Pack (volume 5).

86 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 C3.5 Call Centre

Overview The Commonwealth Games Call Centre was designed as the central source of communication with the general public aiming to: Provide a consistent, efficient and friendly source of information for the public on Games wide issues. Support FAs by proactively contacting volunteers regarding training etc. Manage the calls received via the Games Information Line and the Volunteer Hotline. Respond to queries received via the ‘Information@M2002’ email facility. The Call Centre was officially opened on 17 May 2001 and closed on 23 August 2002. The opening hours were 09:00–19:00 Monday to Friday and 10:00–14:00 on Saturday. At Games time the opening hours were 08:00–22:00 on a seven day basis. The majority of queries were about ticketing, event times and journey planning. Positive feedback was received from the general public on how wonderful the Games had been and the effectiveness of the public transport system.

The Team The Call Centre team consisted of a Manager, Supervisor and a team of 10 Operators. Staffing was based on opening times (mentioned above) on a seven hour shift pattern to cover the operating hours. At Games time a split shift system with seven hour shifts operated on a seven day a week basis. The operators did not require use of any technology i.e. computers to answer incoming calls, however a high level of knowledge and training was required to ensure operators understood a broad spectrum of Games information. Much of the call information required for tracking was collected manually and then logged after the call. The Call Centre solely utilised PCs for responding to e-mail requests via the website.

Key FA Partners and Contacts Links with key FAs and the Communications department were developed over a 16 month period of operation. A number of FAs worked closely with the Call Centre to communicate public relations or training activities with the public. These included Ticketing, The Queen’s Jubilee Baton Relay, Spirit of Friendship Festival, Media and Volunteer Services. There were some calls fielded regarding the services supplied by Ticketmaster as some customers were unable to make contact via their enquiry telephone number. A high number of calls were received from members of the public requiring confirmation of easy access or wheelchair seats.

Publications The Call Centre Manager liaised directly with the Publications department in order to establish what information was being disseminated to the public. This enabled the Call Centre Operators to stay abreast of the material being circulated to the public regarding any upcoming events. Examples included: The quarterly newsletter ‘Our Games’. Spectator guides. General literature issued to Tourist Information Offices, libraries and community centres.

The Queen’s Jubilee Baton Relay The Call Centre provided great assistance to The Queen’s Jubilee Baton Relay team particularly during the period in the run-up to the start of the UK leg. The general public awareness started to increase when Cadbury was announced as the Presenting Partner of the Relay in July 2001. The Call Centre was able to provide information on key dates and activity relating to the event and the runner nomination process.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 87 VOLUME 4 The Spirit of Friendship Festival The Spirit of Friendship Festival (SoFF) was a six month Festival of sport, arts, culture and education which extended enthusiasm for the Games’ experience nationwide and beyond the 10 days of sport. It proved difficult to predict the volume of calls that would be generated by the Festival as part of the Games Information line. Due to its uniqueness there were no data to benchmark against in order to accurately predict anticipated call volume. Throughout the life of the Call Centre, the volume of calls received regarding the Festival was generally low.

Volunteer Department The Call Centre was operational from 17 May 2001 in order to support the Volunteer Centre opening and distribution of volunteer application forms. It was imperative that the Call Centre Operators were fully briefed to deal with both general and specific enquiries from prospective volunteers. Volunteer Services staff trained the operators and provided detailed ‘frequently asked questions’ to assist them with queries. When the Call Centre had slow periods the team supported the Volunteer department by inputting data from volunteer applications and preparing mailshots etc.

FA Training The Call Centre provided support to specific FAs, one area in particular was Transport where the Call Centre took responsibility for coordinating the training schedule of the 1,500 fleet volunteer drivers. Each driver was required to attend four training sessions and the training was conducted between March and June 2002.

GamesMobility at Sportcity All venues used for the Games were accessible for disabled spectators. GamesMobility provided a booking service that arranged the use of parking permits, loan of power scooters, electric wheelchairs and self-propelled manual wheelchairs and the provision of an escort service for spectators with a visual impairment. These details were provided in the Spectator Guide and spectators were asked to ring the GamesMobility Line to book the service they required. This line was operational from 24 June to 12 July 2002 and the Call Centre Operators were trained on the services available, the procedures to follow and provided with FAQs. The service worked very well and the Operators were able to successfully support the GamesMobility Access team by: Providing an excellent service to disabled spectators. Alleviating pressure on the GamesMobility Access team by handling spectator requirements and giving them the opportunity to focus on the final stages of operational planning.

Operation Planning for the Call Centre started early in 2001. Options for operating the Call Centre via a sponsorship, VIK or outsourcing opportunity were considered. However, as M2002 had very little information on anticipated call demand these options were not pursued. Due to the Call Centre having a short-life of 16 months, a strategic decision was made to keep the functionality simple. A two-phase implementation approach was taken and delivered.

88 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Phase 1 – delivered a Volunteer Hotline for 17 May 2001 in conjunction with the opening of the Volunteer Centre at Heron House. The telephone number for the Volunteer Hotline was restricted to publication on the volunteer application form only. This was to encourage postal and web- based applications and to reduce the demand on the Call Centre. Phase 2 – delivered a Games Information Line for 25 July 2001 in conjunction with the ‘One Year To Go’ celebrations. This system provided a fully integrated Automatic Call Distribution (ACD) system with real time and limited historic management information. After 25 July 2001, the two numbers ran in tandem with priority given to calls received via the Games Information Line. For people with a hearing impairment, a minicom (text phone) service was available and for people who were visually impaired, audio and braille information about the Games was available via the Call Centre. To assist with the planning and training, each FA was asked to produce a basic set of FAQs in order to assist the Operators. During the initial stages, callers asked a variety of questions that could not be answered by the Call Centre staff and on these occasions the questions were documented on a referral sheet that was forwarded back to the FA for a response. The caller was then called back with the correct information. These referrals were updated into the FAQ lists on a monthly basis. Apart from the Games time period, the demand by the public for the Call Centre was lower than anticipated. In conjunction with raising the public’s awareness of the Commonwealth Games, steps were taken to raise the profile of the Games Information Line through flyers and posters sent to libraries, community centres, education packs and the contact numbers were published on websites and M2002 literature. To maintain morale and operator effectiveness, additional duties were given to the operators, these included: Providing assistance to the Volunteer Centre. Handling public enquiries received via the Games website. Making outgoing calls to volunteers regarding training. Handling incoming calls from volunteers specific to FA training and rostering. This resulted in the Call Centre providing a greater service than anticipated to the FAs and providing a more diverse scope than dealing with simple queries from the general public.

Call Centre Design and Technology A 32 channel Phillips Sofo ACD system was installed in the Call Centre. This gave a welcome message to the caller and then connected to a platform that allowed the user to select options as to the nature of their call. The selection options were: 1. Ticketing information. 2. The Queen’s Jubilee Baton Relay. 3. Volunteer information. 4. Spirit of Friendship Festival. 5. Tourism information. All these options, excluding QJBR and Volunteers, were recorded messages giving relevant information, but with the option to stay on the line to speak to an operator. QJBR and volunteer calls were dropped straight into the Call Centre via an operator. This system was also used to monitor operators’ log-on times, average call duration and service levels. Other lines that were fed into this system included the Volunteer Hotline and the GamesMobility Line, primarily focused on Games time operational planning. This proved very effective and gave the public general information with the option to speak to an operator if they required specific information. Please refer to the Statistics Pack (volume 5) for information on the quantity of calls received and most frequently used selection options.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 89 VOLUME 4 Initial training and ongoing support were provided to the call centre by M2002’s IT Support team and Phillips engineers on a call-out basis, however this was basic and minimal and was supplemented by the manager researching the functionality of the ACD system and undertaking self-training. It is worth noting that call-outs could incur a significant cost and if a similar system is utilised, dedicated technology staff should be up-skilled to maintain the system.

Peak Activity As indicated by the call chart statistics in the Statistics Pack (volume 5), the highest call statistics showed the peak demand was in October 2001 when ticket information was released to the public. A similar increase in call volume was seen in April and May 2002 when volunteer training sessions were organised. On an average day, call rates were higher in the early morning or early evening. In order to successfully handle the calls received when there was high media activity and during busy periods, the public were asked to ring in between 10:00-16:00 so that operators were available during these times. Media releases and large mail-outs generally had an effect on incoming call rates. Therefore, it was imperative that all FAs provided the Call Centre with the correct information in good time.

Legacy The Call Centre team were recruited from MCC, Long Term Volunteers and young people recruited through an unemployment initiative ‘New Deal Job Scheme’. Operators were trained in all aspects of call centre operations and absorbed a wide range of skills whilst working for the Games. These individuals will more than likely use their experience to find employment in the call centre industry giving those who have been long-term unemployed the appropriate skills to seek new work. The Operators and Supervisor returning to MCC will take back observations and new practices on how to operate call centres, hands-on Games knowledge and detailed operational experience.

Key Lessons and Recommendations The ACD system used requires the ability to record or monitor calls to enhance the service provided to callers. It also needs to provide data on call length, service level, abandonment rate, what stage callers were abandoning and trunked out volumes i.e. when all lines are busy and callers experiencing engaged tones. Early recruitment of the Implementation Manager and Call Centre Manager will accelerate the rate and availability to train staff and implement the telephony. These two positions can also assist in the choice of equipment and the scope requirements for the telephony system. The Call Centre must be kept informed by FAs and Commercial/Communications of all the publicity plans and events that may increase the volume of calls in order to roster staff accordingly. Be mindful that the attrition levels for staff are quite high in a call centre environment. Attempt to have some contingencies built into the planning to counter this. Ensure there is flexibility within the opening hours and the rostering of operators fits the pattern of call volume and call length. This needs to be finely balanced with the communications strategy. As the Call Centre only has a short-life, consideration should be given to sponsorship/VIK opportunities within existing call centres to manage the operation. Ensure the Call Centre has sufficient incoming lines to manage anticipated workloads (especially during Games time). Adequate alternative work should be available to occupy operators during periods of low call demand. It is recommended that a customer services line is set up by the ticketing agent and consequently this should be negotiated into the contract to deal with Games related requests.

90 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 C3.6 City Guides

Overview The City Guides were part of the Games volunteer workforce. They provided information, assistance and a warm welcome to Games spectators and visitors to the city centre. They also encouraged tens of thousands of spectators to use the Citylink walk route between the city centre and Sportcity. The Guides were organised into teams and equipped with information signboards and individual map pouches containing special A4 maps for distribution to visitors. The service provided by the Guides and the literature they distributed proved to be enormously popular with the public. A total of 316 volunteers were recruited and 281 successfully completed the training. The training involved extensive walking tours of the city centre, supported by packs of material for reference and useful information.

The Team The City Guides management team consisted of four staff seconded from MCC, who began recruiting and training volunteers in early June. This team supported up to 21 senior guides, who in turn supervised groups of between eight and 10 volunteers. On a typical day this involved five shifts, operating from two bases and covering a total of eight zones which equated to a total of 175 volunteers a day. Key partnerships with Groundwork Manchester and the City Centre Management Company, managing agents of the City Centre Rangers, were crucial to the success. When the project was initially scoped it was hoped to draw most of the senior guides from the Rangers. However, because of the number of senior guides required and training requirements, an additional 12 senior guides were recruited from MCC and a further 33 from amongst the volunteers. The city centre was split into five zones with three shifts of volunteers working to cover 09:00 to 21:00 (total 15 groups per day). Piccadilly Train Station/Citylink also had two shifts covering from 08:30 to 18:30. These City Guides travelled on trains between Macclesfield and Manchester (a 20 minute journey) and serviced the train station and Citylink according to the sport programme at Sportcity.

Key Lessons and Recommendations Do not underestimate the amount of management time required during the Games. The physical distances involved, the range of questions from the public and providing motivation and support to senior guides, took a lot more time than originally anticipated.

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 91 VOLUME 4

Section D Appendices

D1 Corporate Events Listing D2 Summary of Activities undertaken by the Press Office in the year before the Games D3 Summary of Activities undertaken by the Press Office during the Games D4 Media Accreditation Centre Summary D5 Print and Publications Listing D1 Corporate Events Listing

2000 4 April Evening reception and Sponsor announcement at Downing Street, hosted by The Prime Minister 15 June United Utilities Information Forum at Granada Television 16 November Fundraising Dinner hosted by Duke of Westminster at Eaton Hall attended by TRH The Earl and Countess of Wessex

2001 12 February United Utilities Information Forum at Zinc Bar & Grill 2 March First Combined Sponsor Workshop at Midland Hotel 17 May Lunch hosted by M2002 and BBC for sports media in London 1 June Evening Reception for potential sponsors at Grosvenor House hosted by the Duke of Westminster 2 July Commonwealth All Party Group of MPs reception at House of Commons 2 July Second Combined Sponsor Workshop/Executive Forum in London 12 July United Utilities Information Forum at Chester 27 July Dinner at Tatton Park to welcome CGF General Assembly Delegates 28 July Civic Dinner at Town Hall for CGF General Assembly Delegates 1 October Breakfast for potential Sponsors at Downing Street 1 October Reception at the Design Council in London to launch Baton design 7 October Commonwealth Heads of Government Meeting, Brisbane 16/17 October Third Combined Sponsor Workshop at Commonwealth House 22 November Fourth Combined Sponsor Workshop at Commonwealth House 22 November Lord Mayor of Manchester's Reception for Commonwealth Games 26 November QJBR UK Route Announcement at St James Palace, London 4 December Spirit of Friendship Festival Arts Launch at BAFTA, London 5 December QJBR International Route Announcement at Commonwealth Institute, London

2002 22 January Breakfast for potential Sponsors at Downing Street 30 January Fifth Combined Sponsor Workshop at Microsoft, Reading 2 March Commonwealth Heads of Government Meeting, Coolum, Australia 11 March QJBR start of International Leg at Buckingham Palace 27 March Sixth Combined Sponsor Workshop with Addleshaw Booth at Velodrome 22 April Celebrate Crew 2002 at MEN Arena 1 May United Utilities Information Forum at City of Manchester Stadium 3 May Sponsor Signage Draw at Lowry Centre 31 May Sponsor Venue Tour 25 July Opening Ceremony VIP Reception at City of Manchester Stadium 4 August Closing Ceremony VIP Reception at City of Manchester Stadium 16 August ‘Thank Crew 2002’ at Platt Fields

94 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 D2 Pre Games Activity undertaken by the Press Office

The following outlines the key activities undertaken by the Press Banners on Bolton Arena, Manchester Airport Office from one year out. Manchester building banners Target taxis/ restaurants for information/ stickers/badges July 2001 Licensing and volunteer programme support Events One year to go – sports in Trafalgar Square December 2001 Stories Events Announcement of £105 million extra funding Dec 11, Jonah Lomu/ 100 metre road Jason Queally rides into town race to deliver first tickets; tickets as Xmas presents; Games will be affordable success of first stage ticket sales. Targeted at all media Count yourself in (volunteers) nationally. Cadbury announces sponsorship Jonah Lomu appearances Games roadshow hits Manchester Stories Granada’s Jonah Lomu poster Tessa Jowell launches UK’s biggest festival – SoFF Guilbert announces sponsorship Local Hockey heroes up for selection Planning/sell-ins August 2001 Games information to Marketing Manchester for Stories New Year ‘2002 travel preview’ features. Rugby’s best to train in Manchester Information for M2002 website preview of Jan 6 phase 2 Xerox to provide support ticket availability (phone and internet). First section of stadium track goes in Info to sports bodies websites and programmes September 2001 Sell-in of Jonah Lomu interviews Stories Games secondment programme January 2002 Games merchandise store opens Events (inc. Releases) ASDA announces sponsorship Ticketing sales story Claremont announces sponsorship Photocall with Jo Johnson and Baton with England Cussons announces sponsorship Footballers during training session Cultureshock & SoFF NW launch October 2001 Weightlifting test event Events Badminton test event Ticket application form launch with Roy Keane SOFF education pack launch – England & Scotland and Tanni Grey-Thompson SOFF arts and culture launch at BAFTA Tracy Nevill (England netball) photocall PVP UN recognition Sport England chief visits facilities Stories Joint MCC & M2002 meet the press evening Games launches marketing campaign The Queen unveils Baton for the first time Briefings Legacy conference takes place with CEO and DCEO re: funding Showsec as the preferred security provider Mirror – northern correspondent Paddy Mulcrane Preliminary Hockey draw announced with Mike Hales for Games update November 2001 Stories Phase 2 ticket sales (phone and internet) Stories First 24 hour ticket sales results (phone and internet) Nov 16 Ticket Lottery process begins New Games partner Boddingtons Ceremony dancers sought Games selects chaplain Call for Surrey volunteers Local schools in team welcome ceremonies Briefings Volunteer John Mockler aged 79 becomes first long Charles Allen lunch with Mihir Bose, Daily Telegraph term volunteer to do 1,000 hours Planning Key National/Lifestyle Features Ticketing countdown information to sports bodies for Guardian Education supplement – SoFF education websites, programmes etc programme National newspaper venue and director visit Several mentions in New Year ‘Big events planning continued for 2002’ preview features Planning meeting with BBC NW Games newsdesk report Manchester United Review Long-lead movie magazines for SoFF movie festival

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 95 VOLUME 4 Planning/sell-in Stories Training final new team members Bisley seeks additional volunteers Ticket sales phase 3 Commonwealth Heads of Government Meeting Launch of United Utilities Community Awards February 2002 Addleshaw Booth upgrades to Sponsor Events (inc. Releases) Business Club launch Crew uniform launch with stars Rugby 7s contest hots up M2002 stadium press conference Netball stars put Games venue through its paces Photocall for MEN: Tessa Jowell launches business Games generates £600m in region community ticketing packages Photocall with , British Open Squash April 2002 Champion visits new National Squash Centre. Events (inc. Releases) Interviews with: BBC Radio, MEN, PA, Yorkshire Post. Swimming test event Photos on website. National squash centre opening Royal Mint announces Games £2 coin 100 days to go Jack Morton Worldwide launch Briefings/venue tours Crew orientation day With MCC, travel writers visit to Manchester EnglandNorthWest Portland Street Visitor Centre opening Carlton TV venue tour Launch of the athletics test event with Fast Track VOICE Magazine venue tour SoFF Active Talent camps launch in MEN – News team venue tour Eastbourne and Preston MEN – sports and graphics team venue tour Stadia Magazine venue tour Briefings/venue tours Simon Hart, senior sports writer– Stories Sunday Telegraph venue tour NW schools in Sport England road shows Martin Smith, senior sports writer – SoFF Sport England roadshows Daily Telegraph venue tour Games announces 18,000 crew Squash history Stories Pupils to sing at welcome ceremony 100 days to go/100 facts Games Trafford Centre partnership England stars take up the Baton Volunteers to make ceremonies costumes SoFF advertising campaign starts March 2002 SoFF Commonwealth Film Festival Events (inc. Releases) BUPA sponsorship CGF evaluation visit English swimming team announcement Crew uniform press launch BT supplies Games telecommunications CEO and M2002 female staff photo exclusive for Mountain bike course The Times to tie in with International Women’s Day Start of weekly SoFF digests MCC & Marketing Manchester Gala Dinner for overseas £600m investment thanks to the Games press Businesses to showcase during Games Commonwealth Day celebrations in Albert Square 7 schools for welcome ceremonies QJBR launch at Buckingham Palace on Rugby festival to christen Games turf Commonwealth Day Key National/Lifestyle Features Ian Thorpe visits Aquatic Centre and Independent – Stadium handover London press briefings Grandstand/Newsround/BBC Breakfast– Ian Thorpe Prime Minister visits Stadium PR Week – M2002 press office profile Briefings Grandstand/Mail on Sunday – wheelchair race with With MCC, Commonwealth correspondents visit to EAD Tanni Grey-Thompson, Steve Cram and Manchester journalist Ian Stafford Times – Alison Kervin venue tour Guardian – volunteer John Mockler profile Athletics Weekly venue tour Observer sports team venue tour Rugby World venue tour New Zealand TV venue tour

96 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 May 2002 Events (inc. Releases) Rover sponsorship First Buses Games fleet Judo test event Hockey test event Jonah Lomu visit to the Games Virgin partnership launch Tessa Jowell visit to the Games Games transportation strategy NW sports and news press and media Stadium tour and press conference with United Utilities update on community ticketing programme Fast Track photocall for athletics test event Stories North of England under 20s athletics championship as first track event in the Stadium England’s top rugby try scorer backs Games Commonwealth Games Rose of the Year Wrestling medal hopefuls Games breaks new ground for disability sport

June 2002 Events (inc. Releases) Baton Relay arrives in Northern Ireland and starts its 50 day journey around the UK Chester Zoo becomes Commonwealth Zoo Gymnastics trials Mountain biking test event Bowling test event Rail Mail stamp launch Stories Additional volunteer roles Wrestlers urge fans to come to the Games Tickets on sale at box offices English athletes gear up for Games Games boss hits the airwaves England’s Rugby 7s team ready Adult disability survey Go for Gold interactive CD Rom Enjoy the Games leaflet Extra long stamp launch with sports stars

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 97 VOLUME 4 D3 Games Time Activity undertaken by Press Office

Summary of Activities undertaken by the Press Office at Games Time

Date Media Releases Media Conferences Photocalls Key Interviews 20 July Ticketing Update BBC Radio Wales Century FM Channel 9 (Aus) 21 July Setting the Scene background to the ABC Radio (Aus) Manchester 2002 Games 2UE Radio (Aus) 22 July Street Stars line up for Baton Relay arrival in Virgin Pendalino train ABC TV (Aus) Final Countdown Manchester preview arriving Channel 7 (Aus) Gambian Cyclists CGF Anti-doping Coronation Street BBC World Service Plaza Tickets announcement Opening Ceremony Century FM Games Website tickets photocall Granada Reports Asian News Radio 5 Live

23 July Volunteers Volunteers arriving ITN Tickets in venues CGF General Assembly in Manchester AP TV Channel 10 (Aus) Radio 4 News 24 Asian Network Century FM BBC Radio Suffolk The Guardian

24 July Festival Live Opening Ceremony Cathy Freeman at Urbis GMR Tapestry of Hope Preview Festival Live BBC TV EAD Inclusive Games EAD Inclusive Games Tapestry of Hope Business Opening Ceremony SOFF Briefing ABC Radio (Aus) Preview Oldest Volunteer BBC Radio Leeds ABC Radio (Aus) Sport Radio (NZ)

25 July Merchandise Release Ticketing BBC Breakfast Schools in Ceremonies Radio 5 Live Tickets GMR Media Guide to Opening BBC Scotland Ceremony made Radio 4 available to media Canadian TV Century FM Granada TV ITN Radio BBC Radio Wales BBC News 24

26 July Merchandise Opening Ceremony Star FM Bristol SOFF Gala Event Review All FM BBC viewing figs for BBC Radio Cambs Opening Ceremony Century FM University Honorary NW Tonight Degrees

27 July Counterfeit Programmes Observers Programme Moses Kiptanui at Rail Strike Interviews Cancelled Rail Strike Merchandise Store

28 July Crowds Flock to Athletes Experience of Cathy Freeman Radio 5 Live Manchester the Games – with Kim Volunteers Award Collins (100m Gold Medallist) Australian Swim Team arrive

29 July Ticket up-date Aerialist from Opening and NW Today Ceremony (England Jonathan Edwards Talk Sport Team gymnast pulled Channel 5 out at the last minute) Linford Christie at GMR merchandise store Key 103

Roger Bannister University honorary degree

30 July Sponsorship Success Sponsorship Success Debbie Ferguson in NW Tonight (attended by all Merchandise Store MEN sponsors except Virgin The Times and Rover) GMR Radio One

98 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Date Media Releases Media Conferences Photocalls Key Interviews 31 July Clean Water for Tourism and Leisure England Rugby Team at BBC Six O’Clock News Triathlon Boom Village Granada Reports Tourism & Leisure Boom 1 August Rugby 7s Tickets EAD Inclusive Games Canadian Rugby Team BBC Breakfast Release Talk Sport EAD Release Chris Rawlinson at MEN Merchandise Store

2 August 10 Best Magical Sports Update Pin Fever with Kit and Century FM Moments Closing Ceremony Mad Ferret Bloomberg Press Preview Radio 5 Live Pin Fever GMR

3 August One Day to Go One Day to Go – Key Herald Sun (Aus) Successes to Date Partners discussing BBC World Service progress and success to News 24 date 4 August Volunteers and Volunteers and Volunteers with Medal Radio 5 Live Commemorative Medal Commemorative Medal BBC Radio Wales Presentation Closing Ceremony Interviews

5 August Legacy Lessons and Legacy Ian Thorpe Wrap up Interviews with Ian Thorpe Nationals and Internationals

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 99 VOLUME 4 D4 Media Accreditation Centre Summary Media Accreditation Centre – Summary Number of accreditations by day and type DATE E Ec Enr EP Eps Es ET TOTAL 26/06/02 10 10 01/07/02 0 02/07/02 2 1 3 03/07/02 2 2 4 04/07/02 2 1 3 05/07/02 9 1 2 12 06/07/02 closed closed closed closed closed closed closed closed 07/07/02 closed closed closed closed closed closed closed closed 08/07/02 9 6 15 09/07/02 4 1 3 1 9 10/07/02 11 3 6 1 1 22 11/07/02 3 5 7 15 12/07/02 10 1 3 1 2 17 13/07/02 1 2 3 14/07/02 3 1 1 2 7 15/07/02 9 2 5 1 2 1 20 16/07/02 7 3 5 1 1 17 17/07/02 11 5 3 2 3 24 18/07/02 10 1 8 2 1 1 23 19/07/02 18 4 11 33 20/07/02 13 1 6 1 21 21/07/02 12 7 12 1 1 33 22/07/02 55 1 23 21 5 8 2 115 23/07/02 55 1 27 41 3 6 4 137 24/07/02 91 25 53 3 10 3 185 25/07/02 98 3 23 37 10 22 3 196 26/07/02 44 1 11 12 6 22 96 27/07/02 50 1 5 8 3 5 72 28/07/02 13 1 2 4 2 4 26 29/07/02 19 1 7 9 2 8 46 30/07/02 25 7 9 5 12 58 31/07/02 24 6 8 2 7 47 01/08/02 3 1 3 1 2 6 16 02/08/02 19 2 2 5 10 1 39 03/08/02 14 3 4 2 7 30 04/08/02 1 2 1 2 1 7

Totals 657 14 179 291 57 138 25 1,461

Key: E = Journalist Ec = Support personnel assigned to MPC Enr = Electronic Press personnel of non rights holding broadcasters EP = Photographer Eps = Sport Specific Journalist Es = Sport Specific Journalist ET = Technician

100 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 D5 Print and Publications Listing

Summary of Print and Publications produced by M2002

Title Dept Quantity Accreditation Application Forms CG Family x44 Accreditation 35,000 + 5,800 reprint Accreditation Application Forms Workforce x3 Accreditation 110,000 Accreditation Guide (z-fold) Accreditation 75,000 Accreditation Manual - Broadcasters Accreditation 75 Accreditation Manual - CG Family Accreditation 225 Accreditation Manual - Contractors Accreditation 400 Accreditation Manual - Internet Application Accreditation 200 Accreditation Manual - Media Accreditation 200 Accreditation Manual - Sports Entries Accreditation 200 Accreditation Manual - Workforce Accreditation 200 Additional Posters/Brochures Accreditation 500 calendars / various posters Authorised Camera Sticker Accreditation 6,000 Broadcaster Unilateral Zone Armband Accreditation 1,000 Broadcaster/Photographer Bib Accreditation 800 Competitors Declaration Form Accreditation 8,000 Doping Control Access Pass Accreditation 2,000 Front of House Aides x 2 (MAUC colour slips) Accreditation 30,000 IBC Escorted Guest Pass Accreditation 2,000 IBC Guest Passes Accreditation 2,000 Lost/Stolen/Forgotten Pass Form Accreditation Manual Holders Accreditation 2,000 Media Accreditation Centre Posters Accreditation design only MPC Guest Passes Accreditation 7,500 NVP Mail Out Boxes Accreditation 350/2500 NVP Pouches Accreditation 40,000 (20k O/seas + 20k UK) Off Hours Pass Accreditation 5,000 Open/Close Ceremonies Sticker Accreditation 30,000 Phase Passes Bump-in x 7 Accreditation 40,000 Phase Passes Bump-out x 4 Accreditation 40,000 Self Paced Training Manual Accreditation 1,500 + 300 Sponsor Hospitality x4 Accreditation 15,000 Temp Aquatics Pass Accreditation 10,000 Temporary Access Pass Accreditation 50,000 Training Venue Guest Passes Accreditation 5,000 Vehicle Access Passes x 10 types Accreditation 23,000 (1k to 10k of each) Village Passes x 11 types Accreditation 23,200 (500 to 4.5k of each) Wristbands - FOP/Contingency/Ceremonies/Schools Accreditation 54,000 CAD sets x 2 CAD 33,440 A3 pages As Provided Meal Voucher Cater/Clean/Waste 15,000 Athlete Venue Meal Order form Cater/Clean/Waste 5,000 AVM Meal Vouchers Cater/Clean/Waste 25,000 Bisley Village Athlete Meal Voucher Cater/Clean/Waste 50,000 CCW Instruction Book Cater/Clean/Waste 75 books CGA Guest Meal Vouchers Cater/Clean/Waste 15,000 Cleaning & Waste Audit Book Cater/Clean/Waste 30 books Venue Contractor Meal Vouchers Cater/Clean/Waste 70,000 Venue Workforce Meal Vouchers Cater/Clean/Waste 210,000 Village Contractor Meal Voucher Cater/Clean/Waste 40,000 Village Workforce Meal Voucher Cater/Clean/Waste 55,000 VIP Guest Meal Vouchers Cater/Clean/Waste 7,500 Waste Signage Sticker (Bulk Bins) Cater/Clean/Waste 1,000 Waste Signage Sticker (Posters) Cater/Clean/Waste 1,000 Waste Signage Sticker (Wheelie Bins) Cater/Clean/Waste 1,000 Community Factpack CEO 10,000

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 101 VOLUME 4 Title Dept Quantity A5 official aquatics invite CEO 400 All Party/media updates x 3 CEO 1,000 x 3 CGF Annual Report 1999 CEO 300 CGF Annual Report 2000 CEO 300 Corporate Plan x 2 CEO 3,000 Invites for Earl of Wessex gala event CEO 300 Mansion House Invite and programme CEO 300 Name badge sheets CEO 1,000 Photomounts CEO 100 Xmas cards x 3 CEO 1,000 x 3 Games Final Report CEO 500 Welcome Ceremony Certificate Ceremonies 2,000 CGA Asst Training Manual CGA/CGF 350 CGF A4 Invite CGA/CGF 100 CGF Annual Report 2001 CGA/CGF 400 Chef de Mission Dossier CGA/CGF 300 Chef de Mission Manual CGA/CGF 300 Chef de Mission Report CGF/CGA 300 Friends of the Games Guidelines Commercial 100 Hospitality Village Folders Commercial 1,000 Official Friends Folders and Inserts Commercial Official Provider Guidelines Commercial 100 Art Pack for Licensees Commercial 100 Info Booth Guide Event Services 50 Pushchair/Wheelchair tickets Event Services 20,000 Training Manuals (Team Leader & Asst) Event Services 720 & 2,400 Posters Festival Live 6,000/20,000 Health & Safety Handbook H&S Team 250 Bolton Arena Newsletter HR design only Certificate of Service HR design only Crew 2002 Unifom Invitation HR 12,500 Crew 2002 Uniform Office Map HR n/a Guidelines for Contracting Organisations HR 200 + 225 Newsletter HR design only Heaton Park Res information HR design only Logistics Job Specific Training Handbook HR 160 REPRINT - Secondment Programme HR 50 Staff Crew party invitation HR design only Team of the month certificate HR design only 500 days to go promotional leaflet Marcomms 100,000 A5 12 page logo usage brochure Marcomms 10,000 A5 Guidelines mini booklet Marcomms 52 Aquatics banner Marcomms 4 Athletes 10pp 'magazine' Marcomms 2,000 Banners Marcomms 10 Business cards (inc overprints and reprints) Marcomms 200,000 Copier header sheets (generic) Marcomms 10,000 Corporate Guidelines plastic binder & inserts Marcomms 300 Designs/guidelines for Look of the Games Marcomms 50 Exhibition stands and panels Marcomms 20 sets Games 12pp mini guide Marcomms 100,000 General report covers Marcomms 2,000 Generic folder and dividers (Running man) Marcomms 5,000 Generic folders Marcomms 10,000 Header sheet with logos Marcomms 2,000 Hockey event banner Marcomms 1 Media Backdrop Marcomms 1

102 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Title Dept Quantity Media Services guide Marcomms 100 Mega image Bolton Arena Marcomms 1 New Look business cards Marcomms 55,000 New Look stationery Marcomms Various New M2002 stationery Marcomms M2002 New swimming poster Marcomms 1,000 Opinion formers brochure Marcomms 2,000 Our Games magazine - 6 issues Marcomms 200,000 Report covers Marcomms 50,000 Sails' Manchester Airport Marcomms 1 set Science of Sport 6 page leaflet Marcomms 400 Signage guidelines Marcomms 50 Souvenir brochure Marcomms 250,000 Speaker's Bureau 6 page leaflets Marcomms 5,000 Spectator Guide Marcomms 300,000 Taxi wrap Marcomms 1 Trafalgar Square banners Marcomms 4 Vertical banners Badminton event Marcomms 10 A2 Wall Chart/Planner Marcomms 50,000 Bisley Flyer (Spec Guide) Marcomms 10000 Company certificate Marcomms design only Contact Posters & Flyers Marcomms 5,000 / 20,000 Dump Bin Stickers & Placards Marcomms 50 of each Enjoy the Games Marcomms 200,000 Games Maps Marcomms 20 Games soft presentation folders Marcomms 10,000 Generic Games report covers x 4 types Marcomms 2,500 x 4 kinds Heaton Park Flyer Marcomms 1000 Letterheads and Comp Slips Marcomms 250,000 Manchester 2002 Fact packs Marcomms 5,000 MEN Supplement artwork 1 Marcomms One Game One Chance Poster Marcomms 10,000 (5 * 2,000) Our Games 5 Magazine - Oct 01 Marcomms 300,000 Our Games Magazine - 4 editions (2 in 2001) Marcomms up to 350k each Our Games Magazine - Feb 02 Marcomms 300,000 Our Games Magazine - May 02 Marcomms 300k + 200k of centre SOFF section Park and Ride Launch Banner Marcomms 1 Parking advice postcard (Spectator Guide) Marcomms 100,000 Perforated Access Passes Marcomms 9,000 (9 per sheet) Press Release - Template Marcomms 20,000 Results Book on CD Marcomms 5,030CDs & 344/514 books per sport Road Closure Leaflet 1 Marcomms 10,000 Road Closure Leaflet 2 Marcomms 4,000 Road Closure Leaflet 3 Marcomms 10,000 Road Closure Leaflet 4 Marcomms 4,000 South Stand Hospitality Box direct mail Marcomms 2,000 The Road To Manchester Marcomms 100,000 Ticketing Direct leaflets/posters Marcomms 133,000 x 6 Games News Service Waistcoats Media/PR 1,000 GCC issue log books Media/PR 30 * 100 NCR pads Media Accred Posters Media/PR 9 Media Handbook Media/PR 7,000 Media Services Guide Media/PR 3,500 Media/Commentator Guides for Opening/Closing Media/PR Doping Control Handbook Medical 400 Medical Handbook Medical 250

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 103 VOLUME 4 Title Dept Quantity Medical Services Guide Medical 500 Medicine Formulary Medical 250 Prescription Pads Medical 500 Commonwealth Trials accredited car park flyer Operations 3,500 Entry forms and guides * 50 types Operations 55000 (10 to 30k of each type) Hockey Test Event flyer Operations 5,000 Sports and Venue Fact file No. 1 Operations 350 Sports and Venue Fact file No. 2 Operations 550 Sports information forms Operations design only Team Technical Handbook Operations 300 Technical Handbook - Packaging Operations 300/100 Technical Handbook for x17 Sports Operations 500 x 17 Technical Officials Certificate Operations 1,250 Asset Tracking NCR Sets Proc & Log's 3,000 x 2 sets Contract Change Control NCR Proc & Log's 4,000 Delivery Vehicle Access Guides Proc & Log's 20 Industry Guidelines for Venues Proc & Log's 20 Rate card covers and spine Proc & Log's 120 Rate Card Manual CGA/CGF Proc & Log's 150 REPRINTS - Asset Tracking NCR Sets Proc & Log's 3,000 x 2 sets CGF Identification Protocol 2,500 Closing Ceremony schedule Protocol 2,500 Closing Ceremony VIP invitations Protocol 2,500 Protocol business/contact cards Protocol 3,000 Protocol Guide for Staff/Volunteers Protocol 600 Protocol News Protocol 900 Royal Gala programme cover Protocol 2,500 Royal Gala ticket holder Protocol 2,500 Victory Ceremony Invitations Protocol 2,500 VIP Baggage Labels Protocol 7,000 VIP Gift Labels Protocol 2,500 x 2 VIP Gift Labels on a roll Protocol 10,000 VIP Handbook Confidential (filofax) Protocol 2,500 VIP invitations - Open/Closing Ceremonies Protocol 11,000 total A1 PVP poster PVP 2,000 A4 Certificate PVP 500 A5 'East Manchester' flyer (volunteers) PVP 20,000 New PVP binder PVP 140 PVP 6 page leaflet PVP 5,000 PVP 6 page leaflet reprint PVP 5,000 PVP 6 page leaflets-various languages PVP 200 x 11 kinds PVP binder/case PVP 100 PVP invites (Progress Trust) PVP 80 PVP postcards PVP 2,500x 2 PVP successful completion certificate PVP 1,000 Accreditation Passes - Community Volunteers QJBR 1,500 Accreditation Passes - Crew QJBR 300 Accreditation Passes - Guest QJBR 500 Accreditation Passes - Media QJBR 1,600 Certificates for Crew QJBR 250 Certificates for Runners QJBR 5500 Daybooks QJBR 5,610 Fact Sheet - A Day in the Life of a Runner QJBR 5,500 Fact Sheet - Design of The Queen's Baton QJBR 2,300 Flyer - International Route QJBR 5,000 Flyer - National Route (A3) QJBR 6,000

104 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Title Dept Quantity Folder (Soft) - QJBR double pockets QJBR 7,000 + 3,320 Form - Media Accreditation Appl QJBR 1,600 Form - Runner Information QJBR 6500 + 3000 Form - Runner Nomination QJBR 80,000 Form - Runner Nomination - LARGE PRINT/Braille QJBR 10 L/print + 5braille + 5 audio Handbook - Crew QJBR 200 Posters Window QJBR 70,000 + 1,000 QJBR invitation QJBR 300 QJBR accreditation form QJBR design only QJBR banner QJBR design only QJBR bus display QJBR design only QJBR Image Guidelines QJBR 50 QJBR M/c road closures QJBR design only QJBR Media Kits QJBR 6900/3 kinds QJBR MEN advert QJBR design only QJBR presentation folders QJBR 5,000 QJBR Recognition Cert. QJBR 50 QJBR Thank you QJBR design only QJBR Transport launch QJBR design only REPRINT - International Route QJBR 3,000 + 10,000 REPRINT - National Route (A3) QJBR 150,000 Runner Forfeit Form QJBR 2,700 Runner Q&A QJBR 2,000 Stickers - Exchange Point Markers QJBR 6000 Stickers - Runner QJBR 7,000 / 400 sets Accident form Risk Management design only Crew 2002 Incident Cards Risk Management 30,000 B/W copies of each SMG handbook SMG 500 of each Bomb Threat Sheet SMG SMG 250 Evacuation Plan Handbook SMG SMG 100 + 200 reprints Incident Log Sheet Pads (SMG) SMG 17 x 100 Laminated Poster Sports City Regulations (SMG) SMG 100 Stewards Training Manual (SMG) SMG 4,000 Supervisors Operation Handbook SMG SMG 2,000 Festival back drop SOF Festival - Festival name badge sheets SOF Festival 1,000 Festival poster SOF Festival design only Festival t shirts SOF Festival 300 Jubilee Brochure SOF Festival 500,000 Launch+D488 Brochure SOF Festival 1,000 + 1,000 School Mini-Games Poster SOF Festival 3,000 SOFF banner SOF Festival design only Soff Fact Pack SOF Festival 10,000 SOFF Sponsorship banner SOF Festival design only 8 page Sponsor Update Sponsorship - Friends Additional Page Sponsorship 500 Friends folder and inserts Sponsorship 2,000 REPRINT - Friends folder and inserts Sponsorship 1,000 Sport England banner Sponsorship design only Thank you to the sponsor Sponsorship design only VIK Leaflets Sponsorship 10,000 Fact file sports and venues Sport 350 National Squash Championships banner Sport design only Rivington 6 pp cycling leaflet Sport 2,000 Swim test event letterhead Swiss Timing 3,000 Plug & Play Newsletter x 2 Technology 1200

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 105 VOLUME 4 Title Dept Quantity Technology Volunteers (User Guides) Technology 500 1/3rd A4 leaflet for Ticket application forms Ticketing 2,000,000 A1 Ticket Poster, Badminton Ticketing 500 A1 Ticket Posters, Squash Ticketing 500/1,000 A2 Poster for Ticket application form Ticketing 60,000 A4 Parking Advice Leaflet Ticketing 8,000 A5 Parking Advice Postcard Ticketing 50,000 Badminton banner All England event Ticketing design only Club Direct Mail Ticket App. Form Ticketing 30,000 Direct Mail Hospitality Ticketing 1000 Dress Rehearsal Flyer Ticketing 12,500 General Tickets & Opening /Closing Ceremony Ticketing design only Generic Leaflet Ticketing 1,000,000 Group Ticket Order Form Ticketing 10,000 Koka Kids Kit Advert Ticketing n/a Lawn bowls ticketing sales Ticketing 37,000 Mailer letter sheet for tickets Ticketing 150,000 Netball Test Event Flyer Ticketing 5,000 REPRINT Dress Rehearsal A4 Flyer Ticketing 13,000 School Deal Advert for Sports Teacher Ticketing 10,000 School Discount Application Form Ticketing 35,000 School Discount Poster Ticketing 35,000 School Discount presentation mailer Ticketing 35,000 Spectator Guide CW Trials Maps Ticketing 10,000 Ticket Order Form Ticketing 5,000,000 Banner for MEN Ticketing design only Banner for MEN - Rugby Ticketing design only Belle Vue advert Ticketing design only Big banners Ticketing design only Business Host Community Programme Ticketing design only Buy Now! Ticketing design only Games advertorial Ticketing design only Jonah/Denise hoarding Ticketing design only MEN banner Ticketing design only Netball club application Ticketing design only Netball tickets Ticketing design only Rugby 7s Ticketing design only Rugby 7s - version 2 Ticketing design only Running lanes Ticketing design only Running track advert Ticketing design only Sportcity Ticketing design only Ticket Guide Ticketing design only Ticket terms and conditions Ticketing design only Trafford Centre advert Ticketing design only Triumph banner Ticketing design only Fleet and Bus Training Manuals Transport 1,700 A5 & 1,700 A4 respectively Opening/ Closing Ceremony Vehicle I.D. sticker Transport 6,000 T2/T3/T4 Workforce pass Transport design only Transport I.D. Numbers Transport 5 X 500 A1 Village Posters Villages 1,000 x 6 types Bag check Villages design only Bisley Village Guide Villages 600 Bisley Village Maps Villages 200 Bump in/out stickers for passes Villages 1,000M / 5,000V DO NOT DISTURB signs Villages 6,000 post it / 6,000 sticky vinyls Events Posters/Tickets/Flyers (daily from 15/7/02) Villages 500

106 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4 Title Dept Quantity Games Village ( Audio tapes & Braille copies) Villages 25 + 12 Games Village Guide Villages 8,000 Games Village Maps Villages 3,500 Technical Officials Guide Villages 1,300 Technical Officials Village Maps Villages 200 Village Directory Villages 300 Village training packs with maps Villages 4,000 Village Vine Villages design only Village Vine 2 Villages design only Villages leaflet Villages 1,000 Accreditation Entitlement Letter Volunteers 15,000 Application Form Volunteers 30,000 Aquatics newsletter Volunteers design only Aquatics test event maps Volunteers design only Bisley volunteer advert Volunteers design only Commemorative Binder Volunteers 15,000 Confirmation Cards Volunteers 11,000 Coupons Volunteers 5,000 Crew Countdown Newsletter - 5 issues Volunteers 20,000 Crew Leadership handbook Volunteers 20,000 Decaux Posters Volunteers 20 Discount Scheme Information Booklet Volunteers 15,000 End of Games Thank-you Letter Volunteers 15,000 Invitation to Dress Rehearse Volunteers 15,000 Invitation to Leadership Volunteers 1,000 Invitation to Orientation Volunteers 12,500 Invitation to P/Games Party Volunteers 15,000 Invitation to Venue Volunteers 15,000 Leadership Handbook Volunteers 2,500 LTV Recognition Certificates Volunteers 200 Maps - for Venue Pocket Guide Volunteers 15,000 Orientation Handbook Volunteers 12,500 Recognition Certificates Volunteers 20,000 Recruitment Flyers Volunteers 35,000 Recruitment Flyers - reprints Volunteers 45,000 Recruitment Posters Volunteers 15,000 Recruitment Posters - reprints Volunteers 8,000 References Volunteers 15000 REPRINT Reply Paid Envelopes Volunteers 3,000 Reprint volunteers A5 flyer Volunteers 35,000 Reprint Volunteers Application Form Volunteers 20,000 Reprint Volunteers C4 envelopes Volunteers 10,000 Roadshow Info Packs Volunteers 5,000 Roadshow Info Packs - reprints Volunteers 25,000 Test Event Guidelines Volunteers 1,000 Uniform Washing Instructions Volunteers 15,000 Uniforming Entitlement Docket Volunteers 15,000 Venue Pocket Guide Volunteers 12,000 Volunteer 6 sheet poster Volunteers 100 Volunteer After Games certificate Volunteers 20,000 Volunteer application form and envelope Volunteers 30,000 Volunteer Cards Volunteers 3,800 x 2 & 1,900 x 1 Volunteer Cards (new) Volunteers 20,000 Volunteer Security Training Pack Volunteers 1,000 Volunteers 12 sheet Decaux poster Volunteers 200 Volunteers 14pp mini booklet Volunteers 25,000

MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT 107 VOLUME 4 Title Dept Quantity Volunteers A2 poster Volunteers 2,000 Volunteers A3 poster Volunteers 2,000 Volunteers A4 confirmation card Volunteers 40,000 Volunteers A5 flyer Volunteers 15,000 Volunteers A5 postcard Volunteers 100,000 Volunteers After Games A2 poster Volunteers 500 Volunteers After Games invite Volunteers 22,000 Volunteers After Games postcards Volunteers 12,000 x 4 Volunteers 'contact us' poster Volunteers 10,000 Volunteers folder Volunteers 1,000 Volunteers launch invite cards 4 kinds Volunteers 20,000 Volunteers Letterheads Volunteers 120,000 Volunteers next step postcards and comp slips Volunteers 2,000 Volunteers Orientation handbook Volunteers 20,000 Volunteers Photomounts Volunteers 20,000 Volunteers pocket Guide Volunteers 20,000 Volunteers VIP Orientation invites Volunteers 11,000

108 MANCHESTER 2002 THE XVII COMMONWEALTH GAMES • POST GAMES REPORT VOLUME 4