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2020 candidature acceptance procedure games of the xxxii olympiad

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2020 candidature acceptance procedure table of contents table of contents 3 i related documents 5 ii ioc tools and information 7 iii olympic games study 9 iv olympic games impact ogi 10 v the olympic games experience 11 vi the 360 games management philosophy 13 vii sustainable development 14 viii document presentation 15 ix glossary 16 x icons 17 part 1 1.1 1.2 1.3 1.3.1 1.3.2 1.3.3 1.3.4 1.3.5 1.3.6 1.3.7 1.4 candidature acceptance procedure 19 introduction 21 extract from the olympic charter 23 phase 1 bid process 27 noc submission of application 28 deadlines 29 signature of candidature acceptance procedure 30 assessment and acceptance of applications 31 payment of candidature acceptance fee 32 ioc services provided to applicant cities 33 applicant city logo 34 rules 35 2020 candidature acceptance procedure signature page 51 part 2 1 2 3 4 ioc questionnaire 53 vision concept and legacy 55 sport and venues 57 environment and meteorology 69 accommodation 73 continued on next page 3_111

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2020 candidature acceptance procedure table of contents 5 6 7 8 9 10 11 continued transport 78 medical services and doping control 84 safety and security 87 technology energy 89 legal aspects and customs and immigration formalities 93 government and public support 96 finance and marketing 99 part 3 3.1 instructions 103 application file instructions 105 3.1.1 general presentation and layout 106 3.1.2 maps 107 3.1.3 cd rom instructions 110 3.2 checklist 111 checklist of documents to be submitted to the ioc 111 4_111

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2020 candidature acceptance procedure i related documents list here is a list of all documents linked to the bid process olympic charter host city contract technical manuals · accreditation and entries at the olympic games users guide · technical manual on design standards for competition venues · technical manual on sport · technical manual on olympic village · technical manual on accommodation · technical manual on transport · technical manual on media broadcasting press · technical manual on ticketing · technical manual on brand protection · technical manual on marketing partner services · technical manual on protocol and ioc protocol guide · technical manual on workforce · technical manual on medical services · technical manual on ceremonies · technical manual on communications · technical manual on games management · technical manual on paralympic games · technical manual on organising an ioc session and related meetings · technical manual on arrivals and departures · technical manual on city activities · technical manual on finance · technical manual on food beverage services · technical manual on information and knowledge management · technical manual on noc services continued on next page 5_111

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2020 candidature acceptance procedure i related documents continued · technical manual on olympic games impact ogi · technical manual on olympic torch relay · technical manual on signage · technical manual on venues · technical manuel on ocog marketing · technical manuel on olympic hospitality centre · technical manuel on brand identity and look of the games · technical manual on digital media other documents · olympic games study report · guide on olympic legacy · ipc accessibility guide · guide on spectator experience · guide on environmental management · guide to the cultural olympiad · london pictogrammes 6_111

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2020 candidature acceptance procedure ii ioc tools and information presentation the ioc distributes contractual requirements and educational information that can be described as follows olympic charter the olympic charter represents the permanent fundamental reference document for all parties of the olympic movement and it governs the organisation action and operation of the olympic movement and stipulates the conditions for the celebration of the olympic games host city contract the host city contract sets out the legal commercial and financial rights and obligations of the ioc the host city and the noc of the host country in relation to their specific olympic games it is therefore different from games to games in case of conflict between provisions of the host city contract and the charter the host city contract shall take precedence master schedule ii technical manuals ioc technical manuals are documents that contain key educational information on a specific subject games function or theme related to the organisation of the olympic games and the paralympic games functional requirements constituent perspective planning information current practices technical manuals are also annexes to the host city contract and therefore contain contractual requirements which are identified as such technical manuals can be found in e-version only on the ogkm extranet http extranet.olympic.org guiding principles guiding principles are documents that contain key educational information on a specific subject related to the organization of the olympic and paralympic games unlike the technical manual these documents do not contain any contractual requirements they are positioned as best practices in their respective fields recommended to be integrated in the planning and staging of the olympic and paralympic games the guiding principles can be found in e-version only on the ogkm extranet http extranet.olympic.org olympic games knowledge management information from the ioc s olympic games knowledge management ogkm programme is found on a specific extranet http extranet.olympic.org which contains reports examples and data from previous games experiences more information on this programme can be found in the technical manuals on games management and information management all planning requirements deliverables and milestones are marked in a generic master schedule an executive road map used by the ioc to outline the key games deliverables and to monitor the games preparations the generic master schedule is then adapted per organising committee into a specific master schedule reflecting organisers planning evolution this information is the necessary planning complement to the technical manuals and available through the ioc games dept updates to technical manuals technical manuals are updated as part of the post-games evaluation process following each edition of an olympic games this process includes the official debriefing as well as meetings with and reports from all clients in which changes to policies working practices and recommendations are set these changes are subsequently formalized within the technical manuals which are republished with the updates therefore all manuals are published with the same publication date all changes are outlined in the changes from previous version chapter found at the beginning of each manual continued on next page 7_111

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2020 candidature acceptance procedure ii ioc tools and information spirit of technical manuals continued the content found within the manuals represents the ioc s best understanding of the specific theme at a given moment in time and must always be put in context for each games edition even a requirement with a distinct objective may vary from games to games and therefore a spirit of partnership should be shared with the games organisers to allow for the evolution of the requirements this is especially true as the manuals are updated following the evaluation phase of each games olympic games knowledge management ogkm underpinning this approach and fulfilling its role as a coordinator and facilitator in the transfer of information from ocog to ocog with the objective of reducing the overall risk of staging a games edition the ioc initiated the olympic games knowledge management ogkm programme the ogkm programme features extensive educational material and service offers for ocogs as well as support processes such as the games debriefing ogkm recently launched the building knowledge capabilities project which sets up the framework of an on-going transfer of knowledge between the ioc and the ocogs during the entire lifecycle of the ocog technical manuals are another integral part of this approach of knowledge transfer by providing to the user educational information alongside the contractual requirements described within all of which are regularly updated with the latest knowledge available for the benefit of all the parties involved in the ogkm program and especially the ocogs it is crucial that each ocog engage in this program of knowledge capture and sharing 8_111

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2020 candidature acceptance procedure iii olympic games study games size cost and complexity the olympic games study commission was established by ioc president jacques rogge to analyse the current scale and scope of the olympic games the commission s mandate was to propose solutions to manage the inherent size complexity and cost of staging the olympic games in the future and to assess how the games can be made more streamlined and efficient in particular the ioc addressed measures to ensure that games host cities do not incur greater expenses than are necessary for the proper organisation of the games the recommendations made by the commission in 2003 have been fully integrated into the technical manuals since the original commission report was published the technical aspects based on the original recommendations have evolved into more of a philosophical approach the spirit of the games study recommendation to better manage the size cost and complexity of the games is now applied by all games organisers in the management of the games supported by effective transfer of knowledge this approach should not undermine the universal appeal of the games nor compromise the conditions which allow athletes to achieve their best sporting performance and which allow the media to transmit the unique atmosphere and celebration of the games to the world the key messages behind this approach are as follows · maintaining the position of the games as an excellent and unique sporting event while balancing the need to keep the investments associated with games organisation under reasonable control · ensuring that host cities and residents are left with the best possible legacy from the games the ioc is currently reviewing the 2003 olympic games study report while some recommendations of the study may be reviewed the overall philosophy of managing the cost size and complexity of the games remains the same 9_111

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2020 candidature acceptance procedure iv olympic games impact ogi presentation hosting an olympic games has a significant impact on the host city and its community from tangible infrastructure construction such as competition venues and transport improvements through to the evolution of the image of the host city the event acts as a vehicle and catalyst which leaves a lasting mark on the city host country and its people through its economic urban social or historic influence the idea for the ogi study was born from this observation and the ioc s desire to measure objectively and scientifically this impact the ogi study proposes a set of indicators to measure the potential impacts of the games for the impact of the games to be captured in a consistent manner from one olympic games edition to the next this procedure is both common to all olympiads and also compatible with the individual nature of each one there are two indicator categories context and event which are grouped into three types mandatory optional and additional as proposed by ocog stakeholders research partner by monitoring the context indicators over time one can understand the general evolution of the host context in which the games impact will be measured by the event indicators the scope of the ogi study covers the three internationally recognised areas of sustainable development economic socio-cultural and environmental three territorial notions are proposed to take into account the different areas affected by the organisation and impact of the olympic games they are the country the region and the city the ogi study covers a period of twelve years this period commences two 2 years prior to the host city election and continues through to three 3 years after having staged the games two ogi reviews are provided to the ioc at g-48 and g-24 the initial conclusions of the ogi study are included within the official report that is submitted to the ioc at g+12 the final report is presented at g+36 the ogi study can be used as a dynamic management tool which allows the organisers and their stakeholders to have an overall vision of the impact of their activities and investments made in the framework of staging the games used actively the ogi study offers the organisers a means of understanding the effects of certain actions undertaken and to make adjustments if necessary it can also be used as a means of demonstrating the positive contribution of holding the games in terms of local and regional development 10_111

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2020 candidature acceptance procedure v the olympic games experience the olympic games experience olympic games clients wish to have a unique experience one that merges concrete factors such as sporting competitions with other more intangible aspects such as a friendly atmosphere and cultural exchanges the power of the games to inspire youth and the world in general requires both excellence and relevance excellence in the quality of the product doing things right preparation staging service levels responsiveness etc and relevance in the way the olympic experience is positioned doing the right thing for example closely considering the context when developing all the elements that eventually make an olympic experience truly unique sports presentation look elements city atmosphere messaging etc innovation is therefore essential at all steps of the games development it allows for preparation and delivery of projects that can be less complex to manage and cheaper to develop or to provide the different stakeholders and the fans with a more stunning experience of the games the following key principles underpin the vision and philosophy of the olympic experience · it is necessary for every party contributing to the games bid and organisation to share a common vision mission and values · all elements of the olympic games must be developed in a coherent and integrated manner with a consistent management and delivery approach among all parties the ioc the clients and the organisers continued on next page 11_111

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2020 candidature acceptance procedure v the olympic games experience continued · the organisers must have integrated management mechanisms linking the ocog national olympic committee and public authorities integration is critical in areas such as operation function commercial client product brand and communication the key success factors of the games do not lie solely within the ocogs hands but depend on a wide and complex network of stakeholders · it is key to address the global picture of client s needs and to ensure that stakeholders obligations requirements are built into foundation · it is essential for organisers to adopt a client-driven culture it is this culture that enables differentiation between technically successful games and an allencompassing successful games experience the olympic experience is not homogeneous and needs to be personalized and adapted to specific context · the client culture is underpinned by the concept of reverse or backward planning starting from a vision of the clients games-time experience based on the client needs and expectations and working backwards to now where now is any specific point in time during the planning phase 12_111

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2020 candidature acceptance procedure vi the 360 games management philosophy the 360 games management philosophy games organisers have a joint responsibility to ensure the olympic games are relevant and correctly positioned according to the local and international context in which they take place in in addition to managing the technical and operational aspects games organisers require a more holistic approach to understand and anticipate the wider macro-environment trends in developing the overall strategy for the games as a compliment to the ioc s existing games management approach the ioc has adopted a `360° framework and philosophy in order to guide the future direction of the games and ensure that olympic stakeholders and delivery partners are aligned with the games long-term success this framework not only encourages innovation and new developments but ensures games functions are integrated and allows for improved understanding of the wider context the games takes place in as well as promoting greater collaboration across games organisers it is important that organising committees also adopt a similar philosophy when defining their own games strategy and ensure this is integrated into their overall games management approach a shared 360° vision across all games organisers enables the creation of compelling and coherent value propositions to all olympic stakeholders and ensures that the games remain as a premier event 13_111

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2020 candidature acceptance procedure vii sustainable development and legacy sustainable development as societies around the world have become increasingly conscious of environmental threats and challenges and the need to shift to more sustainable practices so too has the olympic movement this shift has been gaining momentum since the early 1990s the olympic games are above all about sport and the athletes but they can be a catalyst for change and produce important sustainability outcomes if they are planned managed and conducted in a way which minimizes the adverse environmental impacts and effects the games can also be used to provide sustainable environmental legacies such as rehabilitated and revitalised sites increased environmental awareness and improved environmental policies and practices they can further encourage and facilitate strong environmental actions as well as technology and product development in a city country and beyond through the educational value of good example for more information on sustainable development and the olympic games please refer the guide on environmental management and the guide on olympic legacy legacy legacy is a concept that has gained importance over the past few years today no event whatever its size and complexity can avoid a vision of its legacy the olympic games integrate this concept from the early stages of the bid phase encouraging the bid cities to develop a unique vision for the legacy of their games throughout the lifecycle of the ocog ending up with its dissolution legacy aspects are considered and part of the decision making process the ioc monitors the legacy vision its management and the post-games effectiveness of it for more information on legacy and case studies of past games please refer to the guide on olympic legacy 14_111

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