POST GAMES REPORT - Commonwealth Games Federation

Strategic
• It is essential that a clear vision of the scope and scale of
the event is created and shared with all stakeholders and
partners who must buy into the clearly defined objectives
of the Games
• The personal involvement and support of the top
government officials is critical to the credibility and
importance of the event for government, the public and
private sector interests
• Strong support from the CGF is required to obtain
information from CGAs and to raise the profile of the
Games with governments of the Commonwealth and
International Sports Federations
Institutional
• Key stakeholders and delivery partners in Delhi 2010
included GoI and GNTCD, along with a multiplicity of
departments and agencies working under them. This
involved a multitude of organisations in the delivery of
the Games, with no single body armed with the oversight
authority and teeth to push through plan implementation
according to timelines and penalise delays. It may have been
prudent to have one empowered with financial powers to
push through its decisions
• As a result, coordination between the OC CWG Delhi
2010 and government agencies became a monumental
task, often exacerbated by the transfer of key government
officials with knowledge of the Games’ aims and objectives
Financial
• It is essential to accurately plan the budget for the Games taking
all contingencies and market trends into account so that there
is no escalation of funds required as the Games approach
Organisational
• A strong senior management team is critical to success, with
strong leadership, financial, commercial and operational
skills to build a team with a culture of achievement working
to an agreed plan with clear performance standards
• Devolved decision making and accountability is imperative
for the success of the Games
• Policies and procedures need be to evolved and finalised
very early, especially for key functions, in order to avoid
delays
• It is essential to follow organisational procedures and
functional methods that aid streamlined and fast decision
making and implementation
• At senior management level, it is beneficial to appoint a
body without a specific portfolio to provide organisational
cohesion and provide a flexible ‘trouble-shooting’ resource
a year before the Games
• From the outset the organising committee should have
a strong Sport team that can develop relationships
with international and national sport federations and
associations, drawing in expertise and resources as well as
driving sport within the organisation
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