Upon approval of the bid for the London 2012 Olympic Games and Paralympic Games, the London Organizing Committee for the Olympic Games and Paralympic Games (LOCOG), was assigned the duty to strategically devise the plans for executing “the world’s largest peace-time event” (“The Times100, 2012). Tremendous efforts go into the planning and development of a mega event such as the Olympic Games. The vision for the London 2012 Olympic and Paralympic Games could potentially facilitate a substantial opportunity that will realize vast outcomes socially, culturally, economically and environmentally for the country beyond 2012 (“Times 100,”2012). However there are underlying concerns present that could potentially impact the local community, outweighing the benefits and the LOCOG’s efforts to achieve this vision. I will provide brief background information on the London 2012’s Olympic aspirations, and analyze the opportunities and debunk the concerns for the social, cultural, economic, and environmental aspects involved in delivering favorable results, according to the vision goals. I will follow with a discussion and analysis of the London 2012’s values and their effect on the goals of the Games. Then I will apply SMART methodology as a framework for measuring the London 2012 sustainability objectives. Finally I will evaluate opportunities for the local schools to become involved in the objective goals for London 2012.
London 2012’s Vision Beyond the Olympic and Paralympic Games An established vision is of major significance in guiding the planning and organizing of the Olympic Games. The vision or “idealized” concept for the London 2012 Olympic and Paralympic Games has created a model framework for all of the strategic planning to take place, with the aim “to use the power of the Games to inspire change” (The Times 100, 2012). This vision aspires to realize progressive opportunities in the social, cultural, economic, and environmental facets of the Games. The LOCOG’s goal is to be the leading sponsor to ever initiate a “sustainable Olympics” and “legacy” (Supple, 2010 p.62). In order to manage the success of achieving this vision, the LOCOG must ensure the comprehensive benefits of hosting the games are evenly distributed in the strategic development and post impact of the Games. As Lee, Lee, and Lee’s work (as citied in Chengli, Huai-Chun, & Hsiou-Wei, 2011) suggest that, “successful events not only improve earnings, employment opportunities, and government revenues, but also raise awareness and knowledge of the country or region involved” ( p.13). Opportunities for Inspiring Social and Cultural Transformation Social and Economic Transformation Large sporting events, such as the Olympics, have been known to typically place emphasis only on the fiscal rewards, rather than the communal rewards of hosting these events (Cleeve, Ritchie, & Shipway, 2009 p.144). Governments typically seek to become Olympic sponsors in hopes to boost economic gains and notoriety on the national stage (Auruskeviciene, Pundziene, Skudiene, Gripsrud, Nes, & Olsson, 2010 p.53-54). However LOCOG’s planning activities for the London 2012 Games intend to not just only attract new revenues from investments, but also integrate the local public interest in the planning and benefits of the Games (The Times 100, 2012). The vision is fashioned with a tone that targets gaining significant support and participation for the local community, promising benefits such as, new schools and affordable housing opportunities, resulting from the Olympic infrastructure; employment and business opportunities deriving from the building projects, and increased need for services during the Games; and improvements to the local transit system (The Times 100, 2012). The opportunities for transformation that can stem from the regeneration of the urban space of East London due to the London 2012 Games, seem to be promising in sparking economic growth and a new environment for the once desolate community (Timms, 2008 p 315). Cultural and Environmental Transformation According to Amanda Keily, the sustainability projects manager for the LOCOG, “this will be the first time that an Olympic host city has adopted a fully integrated approach, bringing together the goals and planning processes for the environmental, social, and economic programs”(Supple, 2010 p.61). The cultural legacy for the London 2012 Games lies at the forefront of this approach, having an immense capacity to promote unity amongst participating groups from diverse backgrounds. It also conveys a sentiment of country and community pride in displaying the achievements of producing this grand event (The Times 100, 2012). The efforts of about 70,000 volunteers referred to as “Dream Makers” will ensure the success of the Game events, and the local youth will be encouraged to increase sport participation through local programs (“Dream-makers,”2012). Furrer concluded (as cited in Chengli et al., 2011) that sustainable development is, “a path of socio-economic development that is financially balanced, socially equitable, ethically responsible, and adequately integrated in the long-term ecological balance”(p.12).With the driving forces behind the cultural and environmental initiatives well on their way for the London 2012 Games, a wonderful opportunity is created for transformation and legacy for the London community, hopefully well beyond the games. Efforts to Remedy Concerns Although the Olympic events are highly publicized to drive awareness and support for the vision set for the Games, the local population may have mixed views on the impact the Games may have on the community (Chonas as cited in Konstantaki & Wickens, 2010, p.339). Some of the chaos and restraints imposed on local residents can foster negative attitudes towards the effects of hosting the Olympic Games, diminishes the limelight from the expected benefits from the Games. As with most 21st century mega-events, wherever massive crowds are anticipated, heightened levels of security are inevitable due to the potential for increases in crime rate and threats of terrorism. Several measures have been organized to ensure safety at the London 2012 Games, including finances of $1.4 billion dollars used to deter security threats (Benner, K., Konrad, Keating, Roberts, & O Rosenblum, 2012, para. 2). London is infamous for its overcrowding, which has posed a withstanding pollution problem from the congestion. Some residents fear that the large tourist population for the Games will interfere with their business as usual (Roan, 2011 p. 51). One of the LOCOG’s sustainable goals is to minimize congestion problems with additional railway transit and 100% of spectators traveling only by transit, cycling, or foot during the Games. Studies confirm that several businesses have yet to prepare for employees lack of attendance, and delay in supply transport, even though the Olympic Delivery Authority (ODA), who is responsible for managing the congestion issues during the Games, has advised local businesses to keep track of the scheduled times for road closures due to minimize the impact of delivery delays (Roan, 2011 p. 51). Another recognizable concern for local businesses, residents, and the country as a whole is the inflation of goods and services. Due to the sizable cost involved in producing the Olympic Games, increased tax revenues are unavoidable for tax-payers throughout the country (Barclay, 2009 p.64). The financial burden would be amplified if the funds are not acquired from the anticipated contributions from the private sector, partners, and sponsorships (The Times 100). These are just only a few external caveats that can potentially impact the games, prompting the LOCOG to put forth their best effort to hold firm to the London 2012 vision. But this vision does not lie alone in the feat. The London 2012 values are also needed to help with yielding the most favorable outcomes for all of the Games and its stakeholders.
Values of Achieving the London 2012 Vision
Values That Are Interconnected. As part of the integrated approach to the planning an organization of the games, the values of the London 2012 games are interrelated, and facilitates a seamless relationship between the values and the vision set out by the LOCOG. The values can provide optimum competency in achieving the operative goals for the London 2012 Olympic Games. They influence the relationships and partnerships that the LOCOG pursues, the methods used to execute its actions, and the attitudes and actions of employees (The Times 100).
Partnerships and Stakeholders
While maintaining commitment to the values of the London 2012 games, the LOCOG has to obtain sufficient resources from their partners and stakeholders. As efforts are progressed to deliver profitability and benefits for all partners and stakeholders both during and after the games, maintaining those relationships can become challenging. For example, McDonald’s is one of the official London 2012 partners that have aligned their Olympic strategic goals with the London vision by supporting the legacy of volunteering. It was stated in an official press release how the company “… used its expertise and UK-wide presence to help attract, select and train the volunteers needed to make the Olympic and Paralympic Games a success” (“McDonald’s”, 2012). In retro to that supportive Olympic effort, that same partner imposed a French fry monopoly on food service, labeling exclusive rights for their fries to be the “official” fries served by food service vendors (“Olympic Park,” 2012). The ban was lifted, demonstrating the ethics and fair practices upheld by the LOCOG in their efforts to stay true to the London 2012 values.
A Sustainable SMART Objective The LOCOG utilizes SMART methodology to help them specify and align the realms in which the vision and values operate within (The Times 100). Due to the broad contexts, the LOCOG needs to make sure these strategies are SMART. They need to be implicit, measurable, agreeable, achievable, and focused on meeting specific deadlines (The Times 100). In his article, Rodway (2010) indicates that “part of London’s pledge as host of the first sustainable Games, has meant commitment to several things-combating climate change, reducing waste, enhancing biodiversity, promoting inclusion, and encouraging healthy living”(p.107). This sustainability strategy meets the SMART criteria because it is implicitly related to maximizing economic, social, health, and environmental proportions. It is measurable through ensuring that all actions and infrastructure are consistent with sustainable themes. The LOCOG, Olympic partners, and contract workers, have agreed to it. According to the official London 2010 website “public consultation and active stakeholder engagement have been strong elements of the London 2012 Bid (“Towards A One Planet 2012”p.5). In order to achieve this objective, the management system responsible for each sustainable theme will remain flexible, and monitoring systems will engage the entire process from beginning on to after the games, keeping the sustainable objective at the forefront of every project (“Towards A One Planet 2012”p.5).This makes the sustainability objective achievable in specified time intervals. The SMART objective allows the LOCOG to accomplish the sustainable agenda as well as other directed themes designed to produce the London 2012 legacy. Local School Involvement Opportunity to Embrace Olympic Values Several programs have been set up to allow local youth and young people abroad to engage in the initiatives for the London 2012 Games as well as promote the legacy of sport amongst the youth. The Get Set program, aims to educate the youth on the Olympic and Paralympic values, and encourage youth participation in the planning of the Games (The Times 100, 2012). A World Sport Day established by the Get Set Program, is a day local schools can organize as a creative way to help young people join in the celebrating of the different countries and sports that will be coming to their town for the Games (“Get Set,”2012). Sebastian Coe, Chair of the LOCOG, has even launched and international initiative to encourage legacy of sport among the youth across the world (“International Inspiration,” 2012). Coe stated that “the practice of sport in the community can break down barriers to social isolation and participation, and provide greater social cohesion which can give young people hope and better alternatives. It is the hidden social worker in all our communities” (“International Inspiration reaches six million,” 2012). In addition to the unique opportunities created to get the youth around the world involved in a sustainable sport legacy, local schools can host recycling drives, to encourage the waste reduction initiatives of the London 2012 Games. Schools can also mimic the 100% carbon free travel day after the games are over , in which students are encouraged to walk or ride their bikes to school, with their parents if applicable. Those are just a couple potential ways local schools can become involved in the activities that embrace the Olympic and Paralympic Values. Conclusion After an examination of the London 2012 Olympic and Paralympic Games, and an analysis of their social, cultural, economic, and environmental implications and objectives, it can be seen that the vision, values, and objectives of the London 2012 Games form a distinctive integrated relationship. Strategic implementation of this integrated operation has the potential to yield tremendous benefits for the social, cultural, economic, and environmental facets in the planning phases, during the Olympic events, and after the London 2012 Olympic and Paralympic Games, sustaining the legacy for the country and its youth.

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