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3. How to draw up an outline budget It is essential to draw up a budgeted model of the project. As we have seen, the project management approach is based around the preparation of an outline budget. The terminology of the budget should be based on the technical structure of the project. 4 Experience shows that the most effective way of drawing up a reliable budget is to identify and calculate all the receipts the event is capable of generating and that are authorised by the rights holder. The value of these receipts, together with any financial contribution from the local authorities (either in cash or in kind), will determine the global amount of the budget. The expenditure and the content of the project must correspond to the available income. Uncertainties and potential risks must be included. In the absence of guaranteed income, prudence must be the watchword. Income Content Contract with rights holder Expenditure Figure 8: Drawing up the budget, an interaction between income, expenditure and content (Source: Algoe) 4. Available income Rights holders are becoming more professional and, by managing all the commercial rights, they are exerting tighter control over event organisers. Medium and long-term commercial programmes covering several consecutive editions of an event can only be developed by the rights holder. Organising committees are formally forbidden from generating income from the commercial rights. In exchange, rights holders “subsidise” organising committees to cover some of their expenses. Apart from this limit, sports events can generate income in a number of different ways: public subsidies, inscription fees, ticket sales, television rights, contributions from commercial partners, derivative products and concessions (snack bars, transport). 4. For more on this subject, see Chapter 4. SENTEDALPS 21
Ticketing must be taken into account when sizing the services to be supplied to spectators. Ticket sales can generate a certain amount of income, but the ticketing policy must be coherent and it must serve the marketing position of the event. Objective of the organiser Find a partner to cover some of the expenses Expenditure by the organisers Income for the organisers Objective of the partner Reinforce its image Increase name recognition Create commercial opportunities Expenditure by the parner Income for the partner Data transmission Telephony Mobile telephony Wiring Special lines Value of the services in kind and cash provided by the technology partner Services in kind and cash provided by the partner - Personnel - Equipment - Planning - Cash Public relations programme Partner public relations Rental of equipment and services Internal mobilisation Organiser's budget Partner's budget Figure 9 – The principle of the partner contract (Source: Algoe) The partner undertakes to cover some of the expenses connected with the event in the form of services in kind. In exchange, the association of the partner’s name with the event can consolidate its image, increase public awareness or generate commercial opportunities. 22 SENTEDALPS
Page 1 and 2: Sports Event Network for Tourism an
Page 3 and 4: GUIDE TO THE ORGANISATION OF SPORTS
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Page 7 and 8: What types of event does the guide
Page 9 and 10: Sportsperson Manager Politician Fig
Page 11 and 12: • Choosing a team and an organisa
Page 13 and 14: Technical structure of the project
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Page 21: Budget management allows decisions
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Page 29 and 30: 2. Preliminary guidelines for each
Page 31 and 32: f. Ticketing Ticketing is one of th
Page 33 and 34: Project management chart at D -365
Page 35 and 36: Amongst other things, it is necessa
Page 37 and 38: Without necessarily using the full
Page 39 and 40: e reactive and pro-active and to de
Page 41 and 42: Local finances • Will the finance
Page 45 and 46: CASE STUDIES 2004 MOUNTAIN BIKE WOR
Page 47 and 48: Contractual relationship with the I
Page 49 and 50: Systems used for information manage
Page 51 and 52: • The Association was organised i
Page 55 and 56: • The entire Organisation Committ
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Page 59 and 60: Sport Sports organisation 480 Sport
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Page 63 and 64: Staff A-4 A-3 A-2 A-1 Service provi
Page 65: Budget • The budget was 1.3 milli

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