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CONCLUSION A sports event organising body is a complex system of people, resources and actions. The objectives of this system go much further than the staging of a competition to encompass the creation of an event that will attract a national or international audience. The greater the interest generated by the event, the easier it is to attract public and private partners. It is also a temporary system, an organisation that must bring together practical and abstract elements and whose demise is programmed in advance. This organisation must incorporate extremely severe constraints, not least of which is the need to deliver the event on time - the watch cannot be stopped! It must guarantee results not resources. Even though the organising body may not have any previous experience in the field, mistakes are not permissible. Therefore, it must focus on the essential and draw-up a risk management strategy. It must also be capable of evolving. The planning stage is very different from the organisation phase, so the relationships between tasks and people must be continuously reviewed: “people must change, or change the people” must be the organiser’s constant watchword. Given the competition between events and between regions, the organisers must be highly professional. The organising body should use project management tools to ensure the terms of the rights holder’s specification are met and that the interests of the event’s public and private partners are respected in terms of quality and budget management. The organising structure should take into account both the conceptual and the concrete aspects of the event, as the quality of the result depends on achieving a judicial blend of the two. The organisers must be capable of channelling local energies, whether they come from sporting, economic or political circles. This is why it is important to give a physical shape to the event, right from the preliminary ideas stage. An event’s values, “basic concept” and links with the region should be used to give it a personality and make it unique. An event is much more than a sporting competition. A major event can forge an identity and create solidarity, bringing people together, giving them a sense of belonging and reducing parochialism. Somewhat paradoxically, the years of preparation required to produce a few days of sporting celebration can have effects that continue for more than a generation. The work carried out by the Sentedalps network has revealed the existence of a pool of expertise and a common approach to the organisation of sports events within the Alpine space. This approach is based on tried and tested planning, management and mobilisation techniques that never loose sight of one essential factor: the organisation of a sports event is first and foremost a human adventure. Every event-driven project is, at least partially, built upon a dream and the energy that comes from the pleasure of creating something together. For all the people who contribute to the project, this adventure should be one of their greatest memories. It is in this way that an event’s success will be measured. SENTEDALPS 43
CASE STUDIES 2004 MOUNTAIN BIKE WORLD CHAMPIONSHIPS - Les Gets, France.......................................................................................................45 2002 CANOE/KAYAK SLALOM WORLD CHAMPIONSHIPS - Bourg Saint Maurice, France................................................................................47 2002 CANOE/KAYAK WILDWATER WORLD CHAMPIONSHIPS - Valsesia, Italy...........................................................................................................49 ANNUAL GRAND RAID CRISTALP - Valais, Switzerland..................................................................................................51 2003 STREET HOCKEY WORLD CHAMPIONSHIPS - Sierre, Switzerland ..................................................................................................53 2004 JUNIOR AND YOUTH BIATHLON WORLD CHAMPIONSHIPS - Haute Maurienne, France......................................................................................55 2005 WINTER UNIVERSIADE - Innsbruck/Seefeld, Austria ..................................................................................57 2005 JUNIOR ALPINE SKIING WORLD CHAMPIONSHIPS - Bardoneccia, Italy...................................................................................................59 2005 CROSS COUNTRY WORLD CHAMPIONSHIPS - Saint Galmier, France .............................................................................................61 2005 ALPINE SKIING WORLD CUP EVENT - Kranjska Gora, Slovenia ........................................................................................63 44 SENTEDALPS
Page 1 and 2: Sports Event Network for Tourism an
Page 3 and 4: GUIDE TO THE ORGANISATION OF SPORTS
Page 5 and 6: 4 SENTEDALPS
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
Page 17 and 18: marketing rights, partnerships with
Page 21 and 22: Budget management allows decisions
Page 23 and 24: Ticketing must be taken into accoun
Page 25 and 26: 2. Model the project around its tec
Page 27 and 28: For complex projects that require m
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 43: 42 SENTEDALPS
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
Page 57 and 58: • A monitoring committee was set
Page 59 and 60: Sport Sports organisation 480 Sport
Page 61 and 62: • General management meetings inv
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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