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5 days ago

Reviving the Flame

Travail de Master de Tiffany Duc

7.1.2. During

7.1.2. During the Candidacy The next phase is the risk not to become host city during the IOC voting. What Sion 2006 did not understand by the time, was how crucial political alliances were within the organisation. While it is important for the committee to maintain good relationships with the IOC members, one will also keep in mind that “alliances” can quickly be seen as collusion or corruption. Therefore, it is here up to the IOC to prove their organisation is changing, and must therefore favour the project’s quality rather than internal or personal alliances and preferences. Such concern is capital if the organisation wants to modify people’s opinion of their work. Though it is up to the various committees to remind the IOC of this through good collaboration and dialogues. 7.2. Future Planning Here, the main recommendations are focusing on this thesis’ topic: the legacies and their leverages. The above researches point out five themes: tourism, environment, national identity, human capital, and sport & youth. All of these are part of the heritages desired by the COJO of Sion 2026, and all fit in the communities’ legacies targeted by the author. If Sion becomes host city for the Winter Games 2026, the committee will have to insure the promised legacies are actually designed, managed, and implemented. To do so, the Sion 2026’ committee is already creating a legacy organisation that will be in charge of this tedious work. In this optic, the author proposes the below recommendations. 7.2.1. The Legacy Organisation One of the main problem linked to the legacies is the lack of managerial skills, knowledge on leveraging and team building. During many Olympiads, the Organising Committees planned on achieving heritages. However, most expected legacies to arise from the Games. London 2012 is one of the COGO that created a legacy association to manage and monitor the heritages, which proved successful in some ways (Felli, 2017). The Legacy Organisation Sion 2026 is the key actor to assume heritages, from their design to their implementation and monitoring. To avoid issues, the OCOG must support this organisation through knowledge transfer. Case studies on previous legacy organisations need to be studied, which will help Sion 2026 to avoid mismanagement. In example, in some cases, the heritage teams were the same than the committee’s. Such structure renders the task more difficult: people tend to delay legacies’ planning and favour the Games’ organisation, given deadlines must be respected (Felli, 2017). Though, this thesis explains that legacies require upstream strategies in order for them to optimise opportunities and achieve heritages. Recommendation 39

Another problem is the focus on heritages. To be considered as an Olympic legacy, outcomes must somehow be related to the event. If a project is already planned in the city development, it will be a “placebo legacy” (Preuss, 2015, p. 2). To optimise positive impacts, the organisation must insure their budget is invested in ideas and programs related to the Games. Last management issue is also the need to carefully consider local needs and wants by involving all stakeholders including inhabitants. Every project must fit within the local context and benefit as many people as possible. As proposed by Mr. Crettenand (2017), creating a participative platform for people to propose their ideas can ease some processes such as data collection (preferences, fears, etc.). For these reasons, it is recommended for the Legacy Organisation Sion 2026 to be independent from the COGO, but work in close collaboration to enshrine the legacies in the Games. This will allow the legacy team to freely design and organise heritages’ planning, without being under pressure for Games’ deadlines. As well, both the committee and organisation should base their team on a shared authority model, to gather a maximum of knowledge from experts in various related domains, which can lead to a budget optimisation, create more profitable project through better planning and implementation. Finally, the author suggests for the COGO and the legacy team to organise new workshops if Sion becomes host city. The goal of these workshop will be twofold: o First, it will allow both teams to establish their own schedules, while synchronising certain key milestones that are capital for the Games and the legacies. o Second, the workshops must help frame what heritage can really be considered an OG legacy, and that these are feasible. To do so, the author explicitly recommend for each potential outcome to have SMART objectives: a legacy project should be specific, measurable, applicable, realistic, and time limited (see details in appendix XII). The author can give further suggestions to the OCOG and Legacy Organisation based on this study’s themes key aspects, resumed below. Tourism The Swiss tourism market is mature and may require renewal on certain levels. In this optic, the Games can be used to boost refurbishing of local infrastructures such as hotels, cable cars, restaurants, etc. Building for activities can also be improved to become adaptable to a four-season strategy. The Games can also be a great moment to entirely reshape the Swiss’ tourism marketing strategies, thanks to the worldwide exposure the SME offers. Recommendation 40