Only answer the 3 question below the case study, every question around 400 words. The answer of the question should based on the theories concept which has pasted under each question. 2-3 references for each question,
The aim Analysing a case study and developing answers to the case questions provides a learning opportunity for students to demonstrate critical thinking and analysis, problem-solving and decision-making skills. Thus you will be demonstrating the application of discipline knowledge and skills that you have learned throughout the unit, demonstrate evidence of research skills, the ability to contextualise your learning and the ability to work independently. The Task Students are required to read the case and answer the following 3 questions. Students will need to further expand their knowledge and understanding of the case through research and reading of theoretical and current sources to provide context and content to assist in the development of the answers to the case questions. In summary, you should be able to demonstrate the application of academic learning from your studies to real life events making learning clearly relevant to real-world situations within the event industry through learning from the past, considering the present and planning for the future. The Case: A Case of 21 Years of Learning with 11 Years to Plan A Case of 21 Years of Learning with 11 Years to Plan Since the turn of this millennium, the world has delivered six Olympic and Paralympic Summer Games, five Olympic and Paralympic Winter Games and six Olympic Youth games. (https://olympics.com/ioc/celebrate-olympic-games , https://olympics.com/ioc/youth-olympic- games ) “The modern Olympic Games are the world’s foremost multi-sports event. They are the largest sporting celebration in terms of the number of sports on the programme, the number of athletes present and the number of people from different nations gathered together at the same time, in the same place, in the spirit of friendly competition. Organised every four years, they include a summer and a winter edition. Athletes from all 206 National Olympic Committees and the IOC Olympic Refugee Team are eligible to compete in a wide range of sporting disciplines and events, watched by a worldwide audience. The first edition of the modern Olympic Games was staged in Athens, Greece, in 1896, while the first winter edition was held in Chamonix, France, in 1924. Since 1994, the Olympic Games have alternated between a summer and winter edition every two years within the four-year period of each Olympiad” (https://olympics.com/ioc/celebrate-olympic-games , 2021). “Once the host is chosen, years of work go into the preparation of the Olympic Games. Each edition of the Olympic Games is organised by a different host. Hosting duties are entrusted in principle to a city. However, in the interests of sustainability and to prioritise the use of existing or temporary venues and infrastructure, some hosting duties may take place outside the region or even the country. The host is usually designated by the name of the city or region where the Olympic Games will take place to which the year of the event is added. The Host + Year designation is trademarked” (https://olympics.com/ioc/celebrate-olympic-games , 2021). In 2012, the Olympic Games were held in London, UK. As part of their bidding process, the organisers promised the most sustainable and inclusive Games ever. The International Olympic Committee considers that there are three pillars to the Olympic movement - sport, culture and the environment. The London Organising Committee for the Olympic Games (LOCOG) worked hard to include both the socio-cultural and environmental dimensions of the Olympics in their planning and management of the event, as well as delivering an economically successful Games. The London Olympic Games set out to leave a positive economic legacy for the United Kingdom. A report by Lloyds Banking Group and Oxford Economics into the economic impact of the Games suggested that the total economic impact was significant (Lloyds Banking and Oxford Economics, 2012): 1. Contribution to UK GDP. This report estimates that the 2012 Games will support a GBP16.5 billion contribution to the UK's GDP, spread over 12 years. Of this, 82 per cent is expected to result from the pre-Games and legacy construction activity, 12 per cent from tourism and 6 per cent from the infra-structure required to stage the Games. Games-related construction activity therefore makes a very significant contribution, with an estimated spend of GBP11.9 billion. This construction activity is expected to support 267,000 employment years in the UK between 2005 and 2017. 2. Contribution to tourism. The Games are also expected to attraction many tourists, with a net increase in visitors of 10.8 million between 2005 and 2017, which is anticipated to generate over GBP2 billion in tourist spend, and support over 61,000.additional years of employment. 3. Contribution to the labour force. There is also expected to be an important labour force legacy - the training undertaken by those employed directly and indirectly by the Games is estimated to be worth over GBPS00 million in future income over the working lives of those employed. There were also over 3,000 formerly jobless people employed by the Games, and this work experience is expected to earn these people on average an extra GBP40,000 over their working lives. 4. Contribution to physical legacy. The provision of 3,850 new affordable homes as a physical legacy of the Games is likely to deliver benefits in relation to better health, fewer lost working days, lower National Health Service costs, and reduced costs of crime. The Sydney 2000 Olympic Games also had legacy plans, however these have been criticised as being too vague. The plans for the Sydney Olympic Park (SOP) in particular were not well articulated. The park was envisioned as becoming a super sports precinct, a series of parklands for recreation and leisure and an environmental show-case. Yet after the event, the SOP was frequently empty, was only served by public transport to the specially constructed train station during a major event and was losing money. Recreation and leisure use of the SOP did not generate an income, which was needed to maintain the facility. The legacy plan had been vague and assumed rather than planned out (Cashman, 2009). The SOP needed a plan and nine months after the games closed, the Sydney Olympic Park Authority was formed, with responsibility for developing a master- plan for the SOP's future. The masterplan included mixed-use developments next to the train station such as office space and residential units. This created an in situ community, making use of the facilities as well as a source of income for the longer-term sustainability of the SOP. The 2004 Athens Olympic Games have become synonymous with the words 'failed legacy'. The event is most famous for creating white elephants, with new, state of the art sports venues left empty after the event. Post-event, media headlines at significant anniversary dates such as 2008 (the Beijing Olympics) and 2012 (the London Olympics) have focused on the empty venues rather than the success of the event itself. The cost of the Athens Olympics is debated, varying from 6 billion to 9 billion euros (although according to the official report, 8.6 billion euros) and estimated to have overrun by 60 per cent, although this is not unusual for a summer Olympic Games (Flyvbjerg and Stewart, 2012). Since the event, many of the venues have been left decaying and unused. Preparation for the event included construction and refurbishment of 36 venues; a 10,000 capacity Olympic village; the media centre; and a sea-facing restaurant. Some venues are being used, such as the main stadium, which is used by football teams but many are empty. Those that have found uses, did so a number of years after the event took place. Empty venues still incur considerable costs. The post-event maintenance of the venues and security at the site has been estimated at between 15 million and 74 million euros (Kissoudi, 2008). The event itself was hailed as a success. Early media reports suggested that the venues would never be ready and the International Olympic Committee issued a warning to the organising committee in 2000, leading to claims that the organising committee had wasted three years of their seven year lead-in time. However, in spite of negative media reports leading up to the event, all the venues were ready on time for the games to return to the home of the Olympics. Although the last minute construction meant they had to pay workers for three shifts a day. As evidenced in the Athens Olympics, increased employment is frequently cited as an economic benefit of hosting an event. While events often do create jobs, these may not be ongoing, skilled or highly paid work in events is casual and episodic. An event’s staffing needs change between the life cycle phases of the event. The Vancouver Organising Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) was established on 30 September, 2003, four months after the event had been awarded to Vancouver. A not-for- profit organisation, VANOC had responsibility for planning, organising, financing and staging the 2010 Winter Olympics. The organisation grew from an initial 100 employees to 2,500 by the staging of the event, with 500 of these recruited just for the actual year of the Games. Managing such a large, complex and short term organisation is a challenge and posts to the online job reviews site Glassdoor (2014) reveal particular problems with the organisation. These include the need to hire people who are both good in planning and operational roles, the long hours involved and the lack of any subsequent employment plan once the event was over. In spite of the negative comments, all posters commented that working at VANOC was a once in a lifetime opportunity and that they were able to work with amazing people. The London Olympic Games also developed an Employment and Skills Strategy, with commitments in three main areas (LOCOG, 2012a): 1. Creating employment opportunities. LOCOG directly employed 8,000 workers in the run-up to, and during the Games (Games-time workforce), as well as indirectly providing work for another 100,000 employed by contractors. Twenty-three per cent of their Games-time workforce lived in the six London boroughs local to the Games, and 39 per cent of their directly employed Games-time workforce was previously unemployed. 2. Experience and skills development. LOCOG claims that they provided tens of thousands of opportunities for individuals to gain new skills and experience while working for the Games (LOCOG, 2012a). 3. Developing young people. This was primarily addressed though a range of programmes set up by LOCOG, including the Get Ahead apprenticeship schemes, a range of internships and work experience placements, and the Young Games Makers volunteer workforce. LOCOG set out eight key attributes of sustainable event delivery, and following the Games, they measured their achievements in all eight attributes in a post-Games sustainability report entitled 'Legacy for Change' (LOCOG, 2012b). 1. Provide an accessible and inclusive setting for all. The venues and services were designed to be accessible as possible, with food services catering for diverse dietary,