Event Planning

Agreements

Organiser Agreement

The most important agreement for any European Athletics event, the first one to be signed and the one to have always as the main reference, is the Organiser Agreement. The Organiser Agreement is a contractual and binding document, which includes the obligations and responsibilities of an Organiser (LOC/Member Federation/City).

It will have been signed by the Member Federation, and normally also by a local authority, at the time the European Athletics event was awarded. To have a local authority such as the host city co-signing the contract gives a visible sign of its commitment to and support of the event. For all the Major European Athletics events, the co-signature of the City is mandatory.

Other Agreements

Within the organisation of an event there are many agreements to be made, mainly during the preparation period and arising from the different functional areas of the organisation. A legal expert in the local law which applies should always be involved to review these agreements before they are signed.

Laws are different in every country and may be changed during the period of organising an event. Although legal advice can be expensive, it is advisable to create a budget for it as this can prevent major problems, disputes and money loss later.

A legally approved agreement is particularly important when the services provided to the organisation have a high financial impact.

Nothing is certain until an agreement is put in writing and signed and it is, therefore, important to keep a record of all provisional agreements, to get advice and finalise them as soon as possible.

Please refer to the “Types of contractual agreements” that gives an overview of the most common agreements normally required.

Planning an Event

The Master Plan

Society is evolving very quickly and our stakeholders are each time more demanding; which requires more professionalism in the organisation of European Athletics events.  In order to compete successfully with other sport events, the target should always be to stage the best ever event, regardless of which category of European Athletics event it is.

When planning an event the LOC should always keep in mind the following three main phases: 

Each of these is related to the others. A good preparation will enable an easier execution, and a good execution will smooth the post-event work. The following chapters will provide the details for these three different phases.

Once an event has been assigned, one of the first steps in the preparation phase is to create a master plan. A Master Plan is absolutely essential and is the “spine” of the event organisation, analysing all the needs, purposes and objectives of each area of the organisation. This plan will communicate the strategic plan and set out the basis of all further stages.

The master plan should be developed by the person who will be in overall executive charge of the organisation – the coordinator of the LOC. He/she must have a complete overview of the organisation and its plans, as well as the necessary capabilities and authority.

The Master Plan is an essential tool that will:

• Communicate the vision, objectives and benefits of the event, externally and internally
• Provide a focus on the event’s potential to develop and grow
• Illustrate and help secure the event’s viability and sustainability in the longer term
• Provide the structure of the event in its different tasks
• Help to plan the required resources, operating structure and delivery
• Explain how the budget will be used
• Help fund-raising
• Be the basis of team work
• Help with coordination between the functional areas
• Help measure success

No matter how careful the planning is, something unexpected can always happen. Through the act of creating a written document, the Master Plan will help to organise thoughts, share them with others and limit. A Master Plan must be kept simple, logical and realistic. By using the LOC’s own resources and inviting key members of the team, as well as event partners (as appropriate) to contribute to its development, the plan will be ‘owned’ by the team.

Key areas to be addressed in an event Master Plan include:

• The event’s vision and mission
• Who are the key stakeholders, what benefits they will derive and how the event fits with their strategies
• The event’s background and an overview of plans for the current year and the future
• Key objectives and the strategy to achieve them for the current year and the future
• The SWOT analysis ( to identify Strengths, Weaknesses, Opportunities and Threats)
• The audience/spectator/participant profiles (existing and targets)
• Event requirements – finances, staffing (structure and numbers), facilities, venues, accommodation, transport, competition, technology, protocol, volunteers, security, etc.
• Marketing and communications planning
• How much the event will cost – budget projections over the foreseen period (allowing for exchange rates, inflation and time lapse differences if using previous events as points of reference)
• How will it be paid for – identifying income streams
• Management and business controls
• Risk management and contingency plans
• Future considerations

Once the Master Plan has been completed and approved by the appropriate authorities, those responsible of each area must read it and develop a detailed subsidiary master plan for each particular area. It is always important to share the plans and documents among all responsible parties involved, including European Athletics. This will help to create synergies between everybody and enhance the chances of success.

Maintaining good records, documenting activities and producing plans within an appropriate timescale is not just about keeping funders and stakeholders happy. It is to operate more efficiently, keep an overview, communicate what has to be achieved, and avoid the need to constantly ‘re-invent the wheel’. The Master Plan must be kept as a ‘living document’, regularly updated. Significant changes to the Master Plan must, however, be properly documented and formally approved.

Staff Briefing Document

The purpose of a Staff Briefing Document (which sometimes is referred to as a Code of Practice) is to provide a firm set of principles, practices and instructions to help guide event staff in their operational roles. This document can be very useful to communicate vital information in a succinct manner. In doing so, it can ensure continuity, reduce the amounts of briefing time needed and provide practical information useful for the daily work. All event staff should receive this document. It should include all procedures, practices and regulations that dictate the conduct of staff, along with general information about the event. Here some of the topics it should include:

• Who’s Who? – a list of the event staff, their roles, responsibilities and chains of command.
• Event Description – including the timetable, location maps showing the venue layouts, where various activities will take place.
• Administrative procedures, practices and regulations that staff will be required to follow in their daily duties.
• Health & Safety Guidance – event safety information and procedures to deal with health and safety issues (e.g. accidents, fire, evacuation, etc.)
• Pro Forma Reports – reports that staff may be required to complete. These could be time sheets, event property (uniforms, equipment, etc.) sign in/out sheets, accident and/or incident report, etc.
• Additional benefits and services available to staff members (e.g. canteens, kitchen use, coffee & tea, gym membership, transport tickets, drinking water, etc.).

LOC Structure & Personnel

Constitution of the LOC & Executive Board

Legal & Formal Aspects

The LOC’s structure should, in principle, be as proposed during the bidding phase, and should include the Host City and other relevant authorities. Usually the LOC is created by the Member Federation either alone or jointly with the Host City. European Athletics prefers the Host City to be a party to the Organiser Agreement as this is a visible sign of its commitment to and support of the event. European Athletics also regards it of particular importance (and it is a condition of the Organiser Agreement) that the Host Broadcaster is fully integrated in the LOC from its beginning. The establishment of an LOC at the time of the bid will have made it possible for basic issues to be resolved prior to the allocation of the event But, if it was not possible to form the LOC during the bid, a deadline will have been included in the Organiser Agreement.

The party(ies) who  sign the Organiser Agreement with European Athletics will establish the LOC, which needs to be a legal entity to enable it to enter into legal contracts.

As a part of establishing the LOC, the organisers should clarify (in writing) all legal and taxation requirements with the relevant authorities. The following matters need to be considered:

• The appointment of appropriate legal, taxation and other professional advisors
•  The expected costs of such professional services
•  The person or persons who will have the authority to sign key documents
•  Options for legal structure and taxation

It is important to understand the implications of the relevant taxation regulations (income tax, corporate tax, employee tax and VAT) and differences between non-profit and commercial activities. The aim should be to find the most cost efficient system of dealing with large amounts of income and expenses within the LOC budget.

Strategic Aspects

In parallel with the operational work that will be executed by the LOC, the strategic objectives should be developed with the sporting, political and institutional entities supporting the event. This can be done by constituting a “political” Executive Board that should be responsible for leading the strategic aims agreed by the stakeholders.

The LOC needs to involve national, regional and local institutions, as well as other relevant organisations, to ensure that the event is successful. Besides the possible economical support (including services and other value in kind), these entities have the power to open important doors that might otherwise not be available to the LOC. The composition of an Executive Board needs careful consideration so that those entities which would be important to be involved and could help to steer the boat in the right direction are included.

It is important that the overall strategy is created by the Executive Board and not by the LOC staff; which should concentrate on and not lose sight of their own responsibilities to execute the strategy once it is decided. It is important to define the responsibilities and powers of the members of the Executive Board as well as to agree the tasks, duties, meeting schedule, etc. of the Board. The Executive Board should be the political representative of the whole LOC.

The importance of the establishment of an Executive Board and an operating LOC is that they will enable the Member Federation to give its normal attention to its day by day activities and obligations. The organisation of an event needs a lot of dedication and human resources to make it happen and it is therefore highly desirable to separate the daily work of the event organisation from that of the Federation.

The Local Organising Committee (LOC)

People Make an Event

An event is not the work of one person but of a team. Team Work and team spirit are essential. As in sport itself, a team without team spirit is just a group of individuals that can merely hope to be successful. Teamwork enables ordinary people to achieve extraordinary results and should be part of everybody’s working approach throughout the time prior to, during and after the event. Top-quality committed personnel, willing to “go the step beyond”, are needed. An atmosphere of unity, focus, hard work, humour and enthusiasm needs to be established. Putting the right team together is essential to achieve the common goals.

It is fundamental that from the beginning a General Coordinator is appointed as a leader; with decision-making power. He/she needs to keep the team members fully informed, create efficient communication lines and oversee the whole organisation, ensuring that all tasks and targets are achieved.

Working and behaving collaboratively are the keys to building up and maintaining a motivated and effective team. With hard work, imagination, people management and planning, success is achievable.

Forming a Team

The process of putting the team together starts with defining the job descriptions for the various roles needed to be created. These should state simply and clearly what each person is expected to do and the skills required. The next stage is to decide the nature of each agreement: are you seeking a freelancer, short-term contractor or permanent member of staff? Will you pay weekly or monthly? Will you pay overtime? How many hours a week will the person be expected to work? How many days of holiday? Will any bonuses be paid? The aim is to provide the right conditions to attract the kind of staff required within the available budget.

It is important to plan each recruitment activity well in advance. If the position is being advertised, ensure that enough time is allowed for placing the advertisement, planning interviews and necessary notice periods.

What can also be considered is to seek recommendations from other event managers as many event professionals are freelancers and move from event to event. When doing so it is advisable to take up references on potential members of the LOC. Getting the right balance in the team is a key consideration – event staff must often work very closely together for long hours and under pressure, so it is crucial that team members complement each other.

A job description and formalisation of the appointment must always be in the form of a written agreement; in order that all conditions are clearly understood and accepted.

All members of the team should have a clear understanding of what their and their team mates’ roles entail, what is expected of them and to whom they are responsible.

If students are being offered the opportunity to gain work experience on the event, they must be accompanied by a mentor and be supported in the execution of their tasks. Their appointments should be confirmed in writing, to ensure that the scope of their work, status and conditions are clear.

In the same way, volunteers will also be part of the LOC team and they should feel part of it. More details about these human resources, essential for the organisation of any sporting event, will be dealt in the Volunteer Section.

LOC Structures

Once the various roles have been decided, an organisational chart can be drawn, setting out the structure of the LOC. This will help to describe and establish the chains of responsibility. An example of how it could look like will be shown in the next pages; with the key areas and responsibilities that need to be considered and covered by experts forming the LOC team.

Nevertheless it should be kept in mind that the structure and composition of each LOC can be different from event to event.

Once the team is established, it is essential that a good internal communication system is created. It is important to get to know each team member individually (talk and listen), and to delegate work fairly. This will create incentive and provide more time for management.

A clear decision making process must be established.

Meetings, Site Visits & Reports

Meetings

It is of great importance to provide regular information and updates to all the event stakeholders in order to keep them involved and motivated. They need to be familiar with and understand the issues and challenges of the organisation. Therefore, during the preparation and execution of the event, internal and external meetings will be needed. Good planning of these is essential and they will also help to set the timing of milestones and targets.

To be effective, meetings (at all levels of the organisation) must be held regularly, well prepared and short. As time is money, therefore the meetings need to be structured, inspiring and productive. This includes ensuring that the team has a clear mandate, with strategic directions and all relevant information, making participants feel motivated and respected.

Keys for running a successful meeting are:

• Clearly define its purpose
• Set a firm agenda
• Set the goals to be reached after the meeting
• Decide those relevant team members who should attend the meeting
• Prepare notes and documentation
• Send documentation as early as possible but no later than 48h in advance
• Assign topics to be prepared by individual participants
• Assign a note-taker
• Remember that specific bilateral meetings should be arranged separately
• Keep to the clock and wrap-up at the end

Meetings will only be important and productive for the team if these matters are considered.

The meetings are also opportunities for team members to raise their own points and to share knowledge and experience.

Meetings with European Athletics

During the preparation, execution and post event review of an event the LOC will have several multilateral and bilateral meetings with European Athletics, and can participate in relevant European Athletics activities. Within the next paragraphs these and the LOC’s involvement will be briefly described.

Preparation Meeting

Preparation Meetings are held following the allocation of the event and the appointment of the General Coordinator. This meeting is organised via video-conference or at the European Athletics headquarters and is to prepare for the first Event Coordination Meeting and for European Athletics and the LOC to meet and understand each other.

Event Co-ordination Meeting

For the major events, Event Co-ordination Meetings are held whenever European Athletics or the LOC requires (usually one per year). For other events a site visit by the relevant Council Delegate and Project Leader will take place when needed. The senior responsible persons of the operational areas of the LOC should take part.

The aims of this meeting include: a review of the planning, preparation and organisation of the operational areas, receiving reports and discussing all other relevant matters.

During the period of the event preparation, other meetings will be held, as described below.

Convention

The purpose of the European Athletics Convention is to support Member Federations, offering opportunities for education, networking and socialising, along with meetings and calendar planning activities. Therefore, it is a good opportunity for an LOC to meet the Member Federations and inform them about their event, distribute updated information, such as bulletins or newsletters, and to promote it.

Council Meeting

A Council Meeting is held twice a year and ECH & EICH LOCs will be requested to make a presentation to the Council of progress or, as appropriate, a final report. Council members will have the opportunity to ask questions of the LOC.

Preparatory Meetings & Site Visits

Individual bilateral meetings are arranged to deal with specific operational matters. The meeting schedule is agreed between European Athletics and the LOC whenever it is considered necessary. Among the most important bilateral meetings to be held are the followings:

• Competition timetable Meeting
• TV & Technology & Technical Partners Meeting
• Media Operations Meeting
• Event Presentation Meeting
• Hospitality Meeting
• Logistics Meeting
• Marketing & International Partners Meeting, Sponsor Workshop
• Promotion Meeting
• Medical & Doping Control Meeting
• Signage Partner Meeting
• etc.

These meetings take place during the preparation period and their aims are to provide progress reports and deal with problems and/or other issues.

The bilateral meetings are often incorporated into site visits by European Athletics staff and Delegate(s). The LOC must prepare thoroughly for these visits, including arranging site visits as necessary.

Among the most important Site Visits are the following:

• Accommodation Site Visit (all Hotels need to be visited to check, especially, the distances from venues, available welcome areas, rooms, dining facilities, additional room needs, etc.), unless hotels have been formally approved by European Athletics 
• Technical Partners Site Visit (to visit all competition and warm-up facilities and check the structures, required working rooms, power facilities, video board characteristics, internet supply, etc.) 
• Team Leaders Site Visit (to visit all training, warm-up and competition facilities and all Team Hotels: to understand distances, room conditions, additional room needs, etc.)
• World Broadcaster Meeting
• etc.

LOCs are recommended to visit (with a small delegation) other European Athletics Events, to study and learn from the facilities and characteristics of those organisations. This is also a good opportunity to meet and become familiar with the European Athletics Family (incl. International Sponsors).

Debrief Meeting & Transfer of Knowledge (ECH & EICH only)

The post-event debrief meeting is very important and must firstly be carried out with the LOC team, as soon as possible after the event, and then also with European Athletics. All principle topics should be covered openly and honestly as one of the purposes of this debrief is the transfer of knowledge to a future organiser.

Progress Reports & Final Reports

During the period prior to the event the LOC will need to produce several progress reports for the European Athletics Office, Executive Board or Council. Therefore it is important always to have up-to-date information from all areas in order to be able to provide information to the stakeholders (with both documents and presentations).

After the event a final report will need to be prepared. The local authorities, sponsors and of course European Athletics are very much interested to have a full report on the event as a whole as well as the individual organisational areas. This information is very important for the authorities, to show what has been achieved and also to offer recommendations to future organisers.

European Athletics has event statistics forms that will need to be filled out by the respective areas of the organisation and these can be used by the LOC in its Final Report. This work can be carried out by the LOC and European Athletics together. Some of the data that the LOC should be compiling from the beginning and which will be needed for the reports are:

• Competition (entries, starts, implements statistics, facilities usage, etc.)
• Accommodation (room-nights, hotel rooms and types etc.)
• Transport (cars & buses used, drivers, etc.)
• Media representatives (international, local etc.)
• Volunteers (international, local etc.)
• Ticketing & spectators attendance (per category, day, session, etc.)
• Merchandising (per items, total volume, etc.)
• Accreditation (per category)
• Catering (meal voucher figures, lunch bags, VIP catering etc.)
• Uniforms (per category)
• Etc.

Economical & Media Impact Studies

The best way to demonstrate the impact of the event is by means of an economical and/or media impact study. These kinds of studies need to be planned well in advance. On one hand because usually some budget needs to be foreseen and, secondly, because the study centres will need specific data that needs to be gathered throughout both the preparation and event periods. It is therefore important to know in advance which information will be needed in order that it can be compiled correctly and within the set parameters. It is also important to engage a study centre that is unbiased and with good references, taking into consideration that not only private agencies do this kind of work but also tourism boards, universities, city councils, etc.

The result of these studies is very valuable for all stakeholders involved and will provide reliable and relevant information for reference in the future.