A Suggested Business Plan Template


The principles highlighted can be used as a basis for creating a bid document or a separate business plan for organisations other than UK Sport. //04 SECTION 2: BACKGROUND & HISTORY This section should put the event in context, describe its history, and provide an introduction to the proposed event, including relevant facts and figures.

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In narrative terms this section should contain: > the proposed event’s size and structure including: • event duration; • number of competitors and disciplines; • number of spectators and other venues, • details of the relevant governing bodies; > the event’s history and background, including relevant facts and figures from previous events and their locations/dates; > the strategic implications for the event with reference to: • local, regional and national government; • national and international governing bodies, and; • other sporting bodies as applicable; • commercial opportunities.

SECTION 1: EXECUTIVE SUMMARY This should provide a concise overview of the proposals. The executive summary should indicate why this application deserves funding assistance. Ideally, it should be one or two pages long and never more than three. In narrative terms, the executive summary should include, as a minimum: > the purpose of writing the business plan; > aims and objectives in hosting the event, including > > > > > > ates and location; how much money is required and for what; your experience as bid organisers or event hosts; the management structure and support network relevant to the proposal; a brief description of the event and the benefits likely to accrue to the host; the implications of hosting the event and/or winning the bid; critical time lines/milestones. SECTION 3: AIMS & OBJECTIVES FOR THE BID/EVENT This section should present the overall aims and objectives for the bid/event and should contain the following: > the core strategic aim(s); > key objectives from the viewpoint of the

In numerical terms, the executive summary should include, as a minimum: > the Overall Event Finances – headline figures as to stakeholders, including the bid organiser/event host, governing body, and local government; > benefits of hosting the event, including economic impact, sporting impact and impact at the local, regional and national level. In numerical terms, you should supplement this section with headline volume numbers to illustrate key objectives – spectator numbers, media exposure, etc.

CONTINUED estimated income and expenditure involved. UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005 17 A SUGGESTED BUSINESS PLAN TEMPLATE A SUGGESTED BUSINESS PLAN TEMPLATE SECTION 4: EVENT REQUIREMENTS & FACILITIES International Federations will normally stipulate minimum hosting requirements covering all aspects of the event. The level of detail given varies, but can be reasonably in-depth. This section should set out how the bid organiser intends to satisfy the stipulated key requirements.

At the very least, it should address the following areas: > Facilities – what are the minimum standards //04 SECTION 5: DEVELOPMENT OF SPORT INCLUDING ELITE PERFORMANCE Consideration should be given to the wider implications of the event on the sport itself, and the development of elite performance. The narrative of this section should include: > Analysis of elite performance including: > This should include plans prior to, during and post event. > SECTION 6: ETHICS & GOOD PRACTICE

The business plan should contain a section on the ethical framework in which the event is set, particularly if there are guidelines laid down for the event by any national and/or international governing body. You should highlight the number of anti-doping tests required by the International Federation (if appropriate), along with any other technical or support issues associated with this area. Issues such as working practice, child protection and environmental issues should also be addressed. > gt; Results, timing facilities and other technology required – what experience do you have in this field? Who are your likely partners? > Volunteers – how many will be required, and what strategy do you have for recruitment and training? > Media coverage, facilities – what will be the demands, do you have the capacity to deliver? CONTINUED UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005 18 A SUGGESTED BUSINESS PLAN TEMPLATE > required? Will any improvements be necessary to meet them – what are the capital cost implications?

Accommodation – how does the type, volume and standard of accommodation that will be needed compare with what is available locally, including costs? If there is a discrepancy between the two, what is your strategy for bridging this gap, and what will it cost? Communication infrastructure – what are the likely requirements and projected costs, including demands from television, radio and print media? Transportation – what systems will be required – locally, nationally and internationally – and at what projected cost? Security – this will be strongly linked to the profile of the event and its attendees.

You should include details of your security plan, incorporating anticipated insurance and police resources if required. the opportunities for athletes; the potential for UK success at the event/sport and; • participation of elite athletes. > Analysis of broader developmental aspects, including: • public participation through a sports development plan; • officials’ training; • coaching opportunities; • volunteer recruitment; • any other related activities (congress, seminars etc. ). • • A SUGGESTED BUSINESS PLAN TEMPLATE SECTION 7: STRUCTURE & MANAGEMENT

A high level illustration of the overall structure will enable an assessment to be made of how you intend to allocate and delegate responsibilities. This section will also allow a view to be taken on the intricacy of any planned partnerships for the bid or the staging of the event. In narrative terms this section should include: > the structure of your partnership with the other //04 SECTION 9: EVENT MANAGEMENT & SUPPORT Overall, the business plan must communicate the management’s capabilities and demonstrate that it has established appropriate objectives and can deliver them.

In narrative terms, this section should: > summarise the key personnel within the > Organisational charts should be used to depict the structure and the lines of responsibility. > > SECTION 8: STRATEGIC ISSUES (BID ORGANISERS ONLY) This section details the strategic issues that the bid organiser must take into account and address effectively. In narrative terms this section should include: > an explanation of how the bid will be funded, the > > > > > > > > > > > roportions of private and public funds, and the relationship of the bid organiser with the funders; a bid submission timetable and all required supporting documentation; the voting system which will be used by the International Federation; an analysis of support/potential support on the committee; an outline of the communication campaign, target audience, dates and events, including the monitoring mechanism; your venues strategy, including costs, planning and legacy issues; detailed budget of bid costs and event costs if the bid was successful; the strengths and weaknesses of the bid; risk assessment; key influencers/influencing bodies.

The hosting of a major event can also impose additional strains on an organisation’s ability to carry out its existing day-to-day commitments. Arguably, it is more important than ever in the lead up to a major event that these commitments are met, or much of the benefit of hosting the event may be lost. The business plan, therefore, should also detail how the organiser intends to safeguard existing operations, including details of any additional support that may need to be provided. CONTINUED

UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005 19 A SUGGESTED BUSINESS PLAN TEMPLATE stakeholders in the bid/event, and any contractual arrangements that are required; > the organisational structure for both the bid and the event, including the separation of responsibilities between, for instance, general management and committees; > key supporters and additional partners of the bid/event; > role and position of commercial sponsors. > > > > > organisational structure, including experience and expertise, past track ecord and achievements; detail key roles and responsibilities; explain the relationship between management and reporting lines; outline remuneration policies and performance related packages; include an organisation chart showing the position pre, during and post event, if necessary; detail the number of people each manager is responsible for; explain the role of non-executive directors if the project has any; identify vacant or weak positions and set out plans to rectify the situation; present management information systems and document any planned changes for the run-up to the event; provide a timetable to event delivery; confirm the support of the venue(s) where the event will be held. A SUGGESTED BUSINESS PLAN TEMPLATE SECTION 10: COMMUNICATION PLAN & EVENT EXPOSURE This section should show how the profile of the event is to be addressed, highlighting marketing and public relations plans, and offering a projection of how the revenue figures will be achieved. The narrative of the section should provide information about: > the “market” for the event, i. . the nature of the //04 SECTION 11: FINANCIAL CONSIDERATIONS This section is likely to revolve around the description of the financial figures extracted from the budget. It is likely that the narrative will contain: > detailed income and expenditure for the bid and/or event; > strategy and identified sources of funding for the bid target audience; > the profile of this target audience and of potential > > > > > > attendees. Are they already dedicated fans, enthusiasts, casual participants or newcomers to the sport? the geographical elements of the target audience. Are they local, regional, national or international? marketing plan outlining the objectives on pricing policy, advertising and promotion for the event and how to reach those highlighted in the above points; a public relations plan for raising the profile of the event locally, regionally, nationally and internationally as applicable; the image of the event that is to be portrayed to the public; the communication campaign; how public awareness will be monitored and evaluated. > > > > > and/or event, including partnership funding analysis highlighting confirmed and anticipated monies; cash flow analysis for the bid and/or event; reporting procedure for budgetary control; value for money assessment; economic impact estimation; contingency sum and logic behind these. In terms of statistical information, the section should contain: > the high level figures from the Overall Event A SUGGESTED BUSINESS PLAN TEMPLATE Finances sheet; > key revenue and expenditure figures extracted from the Summarised Level; > cash flow analysis.

SECTION 12: RISK FACTORS Highlighting the risks is a vital part of event planning and crucial for the business plan. You should anticipate the risks and give thought to how they could be overcome, or at least indicate actions as to how to minimise their effect. Examination of risks should include the following areas as a minimum: > > > > > > > > > The narrative of this section should also include a summary of any potential media opportunities, and the anticipated exposure from all media outlets – television, radio and press. In particular, you should give details of the following: > National broadcasters. Will there be a provider (host roadcaster), and if so what will be the extent of coverage (incorporating any minimum requirements, such as free-to-air exposure/peak time programming etc. )? > Overseas broadcasters: • What is your source? • What guarantees are to be (or have already been) made to the International Federation and/or host? • Who will co-ordinate their needs? > Requirements for broadcasting sponsorship rights, including the impact on event exposure and other anticipated partners. Organisational; Operational; Security; Reputational; Legal; Third party; Financial; To human life; Post event. Indications of what contingency planning will be incorporated should also be included. The risks inherent in each part of the business plan should be stated, and an opinion given as to the likelihood of their occurrence.

The proposed steps to be taken toward minimising the impact of the risks should then be shown and an indication given of the residual risk present. CONTINUED UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005 20 A SUGGESTED BUSINESS PLAN TEMPLATE An analysis of the effect on both the profit/loss and cash flow should also be provided. Incorporating a sensitivity analysis and a summary of the results could show this. It is vital is to keep a sense of proportion in discussing the risks. A useful way of balancing the risks is to include them as part of a SWOT analysis. //04 SECTION 14: IMPLICATIONS FOR A SUCCESSFUL EVENT The final section of the business plan should contain some analysis of how the different stakeholders in the event will benefit from its success.

The stakeholders may include: > bid organiser/event host; > the sport in general; > the sport’s governing body SECTION 13: PERFORMANCE MONITORING It will be important for the assessment team to know that performance criteria have been set, so that the success of the bid/event can be measured. The targets and performance criteria should be SMART (Specific, Measurable, Achievable, Realistic and Timely). The narrative for this section should contain: > key performance criteria; > action programmes in place for monitoring the (national and/or international); > local authorities; > the national government; > UK Sport. APPENDICES

The following would be typical items to include in the appendices to the business plan: > A glossary of terms used; > governing body strategy document (if applicable); > event guidelines (if applicable), event/international > > > > > > A SUGGESTED BUSINESS PLAN TEMPLATE achievement of the desired outcome; > a list of those responsible for monitoring performance; > financial targets that have been set, and the deadlines for these targets; > operational targets that have been set, and the deadlines for these targets; > capital project targets that have been set, and the deadlines for these targets. federation staging contracts; organisation charts; full budget; marketing plan; economic impact study (if applicable); sports development plan; environmental strategy. UK SPORT > STAGING MAJOR SPORTS EVENTS: THE GUIDE > 2005 21



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