Реферат по менеджменту физкультуры и спорта на тему Анализ моделей управления наследием спортивных объектов для совершенствования механизмов эксплуатации городской спортивной инфраструктуры

ПРЕДИСЛОВИЕ

Summary: The present report presents a translation and analysis of the research article by Milena M. Parent and Benoit Séguin titled «Towards a model of governance for sport event legacies». The primary goal of the study is to explore conceptual models that ensure the sustainable use and long-term management of sports facilities after major international events. The authors argue that moving from simple legacy planning to a comprehensive governance framework is essential for achieving lasting social and economic benefits for the host city. The research identifies key stakeholders, governance structures, and the critical transition phases from event-time operations to post-event facility management. Practical application of the proposed model can significantly improve the efficiency of urban sports infrastructure and prevent the emergence of underutilized «white elephant» venues. The report also includes a specialized glossary of 100 terms to facilitate understanding of sports management and economic terminology. These findings provide valuable insights for urban planners and administrators involved in the development of modern sports infrastructure.

Аннотация: Реферат представляет собой перевод и аналитический обзор научной статьи Милены М. Парент и Бенуа Сегуина «К модели управления наследием спортивных мероприятий». Основной целью работы является изучение концептуальных моделей, обеспечивающих устойчивое использование и долгосрочную эксплуатацию спортивных объектов после завершения крупных международных соревнований. Авторы обосновывают необходимость перехода от простого планирования наследия к комплексной системе стратегического управления для достижения стабильного социально-экономического эффекта. В исследовании определяются ключевые участники процесса, структуры управления и критические фазы перехода объектов от соревновательного режима к повседневному городскому использованию. Применение предложенной модели позволяет существенно повысить эффективность механизмов эксплуатации городской спортивной инфраструктуры и избежать проблемы появления невостребованных объектов. Реферат также содержит специализированный глоссарий из 100 терминов, способствующий освоению профессиональной лексики в области спортивного менеджмента и экономики. Результаты исследования представляют значительный интерес для специалистов в области городского планирования и администраторов, занимающихся развитием современной спортивной среды.
 
TOWARDS A MODEL OF GOVERNANCE FOR SPORT EVENT LEGACIES

Abstract. The purpose of this paper is to explore the concept of legacy in the context of major sporting events and to propose a model of governance for these legacies. Despite the growing importance of legacy in the bidding and hosting process, there is a lack of clear understanding and systematic approach to its management. The paper analyzes the transition from event-hosting to long-term facility usage. We argue that a successful legacy requires a move from simple planning to a comprehensive governance framework involving multiple stakeholders. The proposed model identifies key phases and actors involved in the governance process.
1. Introduction. Major sports events, such as the Olympic Games or FIFA World Cups, are often justified by the host cities through the promise of lasting benefits, known as legacy. These legacies can be tangible, such as new stadiums and improved transportation systems, or intangible, like increased national pride, social cohesion, or international prestige. However, the reality often falls short of the initial promises, leading to underutilized facilities and significant financial burdens for the local community.
The challenge of legacy management lies in the fact that organizing committees are temporary organizations, whereas the management of infrastructure is a long-term responsibility of the city or private entities. This gap between the event-time operations and the post-event reality creates what authors call a «governance vacuum». To address this, we propose a conceptual model that identifies the roles and responsibilities of stakeholders across three key phases: pre-event planning, the event implementation, and the post-event legacy period.
2. Defining Legacy and Governance. Before developing a model, it is essential to define the core concepts. Legacy is traditionally defined as all planned and unplanned, positive and negative, tangible and intangible structures created for and by a sporting event that remain longer than the event itself. It is a multi-dimensional concept that affects the economic, social, and environmental landscape of the host region.
Governance, on the other hand, involves the structures and processes by which an organization or a system is directed and controlled. In the context of sport event legacies, governance refers to the institutional arrangements that ensure the legacy is delivered as promised. Unlike simple management, governance involves high-level decision-making, accountability, and the coordination of multiple independent actors, including governments, sports federations, and the private sector.
3. The Governance Challenge. The main issue in legacy governance is the diversity of stakeholders. Each group has different interests and timelines. For example, the International Olympic Committee (IOC) focuses on the successful delivery of the games, while local municipal governments are concerned with long-term urban development and maintenance costs.
Another problem is the «temporary vs. permanent» paradox. Organizing Committees for the Olympic Games (OCOGs) are created with a specific end-date. Once the closing ceremony is over, the OCOG dissolves, often leaving no clear authority in charge of the legacy assets. This often results in «white elephants» — expensive facilities that have no clear purpose or funding for maintenance after the event concludes.
4. Stakeholder Involvement. Effective governance requires the early involvement of all key stakeholders. This includes:
Public Authorities: Local, regional, and national governments who provide funding and regulatory support.
Sport Organizations: International and national federations who define the technical requirements for the venues.
Private Sector: Developers and sponsors who may take over the commercial operation of facilities.
The Community: Local residents who are the ultimate users of the urban sports infrastructure.
The coordination between these groups is the foundation of the proposed governance model. Without a collaborative approach, the transition from «event mode» to «legacy mode» is likely to fail, resulting in wasted public resources.
5. The Proposed Governance Model Phases. The proposed model suggests that legacy governance should be viewed as a continuous process rather than a final outcome. We identify three distinct phases:
Phase 1: Pre-event (Conceptualization and Planning). This phase starts during the bidding process. Governance here involves setting a clear vision for the legacy and ensuring that the design of sports objects meets future urban needs. It is crucial to determine who will own and operate the facilities after the event before the construction even begins.
Phase 2: The Event (Implementation and Integration). During the event, the focus is on operational success. However, governance must ensure that short-term operational decisions do not compromise long-term legacy goals. For example, temporary seating can be used to avoid building over-capacity permanent structures.
Phase 3: Post-event (Transition and Evolution). This is the most critical stage. Governance involves the formal transfer of assets and responsibilities from the organizing committee to permanent managers. This phase requires a dedicated budget for the reconfiguration of venues for community or commercial use.