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The FIFA World Cup 2006™ Lessons Learnt The Perspective of the Local Organising Committee. Goethe-Institut Johannesburg, 7th November 2006. Dr. Stefan Schmidt, LL.M. Head of Legal and Human Resources. Main Topics. 1. Organisational Structure 2006 FIFA World Cup Organising Committee Germany

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the fifa world cup 2006 lessons learnt the perspective of the local organising committee

The FIFA World Cup 2006™Lessons LearntThe Perspective of the Local Organising Committee

Goethe-Institut Johannesburg, 7th November 2006

main topics
Main Topics

1. Organisational Structure 2006 FIFA World Cup Organising Committee Germany

  • Key Learnings

2. Relationship with FIFA

  • Key Learnings

3. Ticketing

  • Key Learnings
structure of the loc fifa world cup 2006
Structure of the LOC FIFA World Cup 2006™

FIFA

LOC

LOC

Supervisory Board

Board of Directors

of

LOC Curatorship Board

LOC

Headquarters

Frankfurt

Venue Office

Venue Office

Venue Office

Venue Office

Munich

Frankfurt

Gelsenkirchen

Hannover

Venue Office

Venue Office

Venue Office

Venue Office

Dortmund

Stuttgart

Kaiserslautern

Berlin

Venue Office

Venue Office

Venue Office

Venue Office

Hamburg

Leipzig

Nuremberg

Köln

slide7

LOC 2006 FIFA World Cup – Venue Office

Chairman

Closing ceremony

(only Berlin)

Assistant

Venue Manager

Stadium-/Facility Manager(Stadium Operator)

Opening ceremony

(only Munich)

Trainee

Deputy Venue Manager

Full time

Volunteer Manager Personnel

Volunteer Manager Organisation

Assistant

Volunteer Manager

Trainee

Volunteer Manager

Support Visitor

& Observer

Temporary: 01.01.2006

Protocol Manager

Full time: 01.04.2006

Accommodation Manager

Full time: 01.05.2006

Infotainment Manager

Temporary during comeptition

Media Officer

Temporary: 01.02.2006

Full time: 01.05.2006

Assistant

Media Officer

Full time: 15.03.2006

Medical Officer

Temporary: 01.03.2006

Full time: 01.06.2006

Logistic Manager

Full time: 01.03.2006

Venue Construction Manager

Full time: 01.03.2006

Hospitality Manager

from: 01.01.2006

(varies depending on venue)

FIFA IT Venue Manager

Full time: 19.09.2005

Technical Venue

Coordinator (Media)

Full time: 01.04.2006

Doping Control Officer

Temporary: 01.06.2006

Additionally / Complementary

Referee Liaison Officer

Temporary: 01.04.2006

Catering Manager

from: 01.03.2006

(varies depending on venue)

Signage Manager

Full time: 01.03.2006

LOC IT Venue Coordinator

Full time: 01.01.2006

Accreditation Manager

Full time: 01.02.2006

Venue Security Officer

Temporary: 01.11.2004

Full time: 01.01.2006

Marketing Manager

Temporary: 01.11.2005

Full time: 01.06.2006

Transportation Manager

Temporary: 01.01.2006

Full time: 01.04.2006

Ticketing Manager

Temporary: 01.12.2005

Full time: 01.05.2006

Assistant

Accretitation Manager

Full time: 01.04.2006

Assistant Security Officer

Full from: 01.03.2005

Fan Delegate

Temporary from: 01.05.2005

human resources
Human Resources
  • Start: 12 full-time employees in Jan. 2001
  • Installation of departmental heads in late 2002 (25 full-time employees)
  • Establishment of the 12 LOC Venue Offices in mid-2004 (75 full-time employees); thereof 24 Volunteer Managers
  • Increasing staff levels in preparation for the FIFA ConfedCup 2005 and immediately after: 200
  • Total number of employees during World Cup tournament: over 250
  • 15.000 Volunteers during the World Cup
key learnings i
Key Learnings (I)
  • Lean structure enabling LOC to organise a successful World Cup (allowing outsourcing for ticketing, accommodation and transportation-related issues)
  • Continual adjustment of organizational structure: even until one year prior to start of tournament => alignment of LOC venue offices to tournament organisation; independent Volunteers department; independent Logistics department assigned to Finance department.
  • Confed Cup best source of experience/know-how for all LOC staff
key learnings ii
Key Learnings (II)
  • Integration/Incorporation of existing German football entities e.g. DFB, Regional Associations, Bundesliga-clubs, stadium operators. Problem: Clubs tend to follow their own interests
  • Delegation of responsibilities + knowledge transfer from LOC headquarter to venues as soon as possible
  • Effectiveness: handling by external service providers such as ticketing, transportation and hostesses
relationship with fifa i
Relationship with FIFA (I)
  • Regular high level meetings (FIFA/LOC-President, GS/Vice-Presidents) discussing topics of major concern (Finance, Ticketing, Accommodation, …)
  • FIFA Ticketing Sub-Committee (executive oversight in all ticketing matters)
  • Working level meetings (FIFA World Cup Office with LOC Departments)
relationship with fifa ii
Relationship with FIFA (II)
  • FIFA defines format which limits the organisers' scope for independence to a few areas:
  • The organisers are left to develop an overall technical stadium infrastructure taking into account the minimum seating requirements and predefined media and VIP facility requirements pursuant to the List of Requirements.
  • Organisers are free to develop the stadia's infrastructure, in particular the traffic infrastructure close to the stadia and the security organisation.
key learnings
Key Learnings
  • Necessity to understand FIFAs area of competence (i.e. FIFAs Marketing rights )
  • Much coordination required between FIFA Legal and LOC Legal
  • Forge close links between FIFA/LOC at an early stage of World Cup preparations
ticketing objectives
Ticketing Objectives
  • Maximum availability of tickets to a worldwide audiance
  • Safe, efficient distribution of tickets
  • Security through personalisation of tickets
  • Prevention of blackmarket
  • Reasonable prices
customer groups
Customer Groups
  • Most tickets were sold in public sales (1,353k tickets)
  • The Participating Member Associations were given 571k Tickets
  • The “deutsche Fußballfamilie” incl. clubs, regional associations of the DFB were given 283k tickets
  • FIFA and it’s Official Partners hold 851k tickets
  • 90k tickets were distributed by the National Suppliers
  • 174k tickets belong to special areas and groups such as media, VIP, complimentary tickets, etc.
key learnings ticketing
Key Learnings Ticketing
  • High complexity in the ticketing business (interests of customer groups, technology, legal restrictions, …)
  • Difficult split of responsibilities between LOC (FWCTC)/FIFA (FTO) in the ticket distribution process
  • Stadiums sold out – no empty seats due to LOCs Conditional Ticket Program
  • Security through personalisation and RFID-Technology
main topics1
Main Topics

1. Stadia

  • Key Learnings

2. Media

  • Key Learnings

3. Campaigns

  • Key Learnings
stadia
Stadia
  • Twelve Venues (Berlin, München, Dortmund, Stuttgart, Hamburg, Hannover, Leipzig, Gelsenkirchen, Köln, Kaiserslautern, Frankfurt, Nürnberg)
  • each five matches at minimum, Berlin, München, Dortmund, Stuttgart got six
  • Mostly used in Bundesliga (Exception: Leipzig)
stadia1
Stadia

Challenges:

Provision of Space

FIFA & LOC Offices, Media, Hospitality

Reconciliation of different interest groups, i.e. LOC, Owner of Stadia, Venues, Construction Authorities, Host Broadcast Services (TV), iSe (Hospitality), FIFA Marketing

stadia2
Stadia

Lessons learnt:

• A World Cup cannot be compared to a regular domestic league season or even one-off international fixtures.

  • Site use and staffing requirements are considerably in excess of regular operations.
  • Any planning must leave enough room for improvisation
media
Media

Challenges:

  • Changed working methods of the media
  • Site requirements
  • Provision of state-of-the-art technology and telecommunication facilities
  • Accreditation
  • Portrayal of the World Cup in the media and the public
media1
Media

Lessons learnt:

  • To achieve a positive public image, clear and previously defined communication channels are an absolute must.
  • All communications media (press releases, newsletters, internet, etc.) must be set up at a very early stage.
  • Early implementation of a media info distribution system.
  • Clear distinction between Media Operations and Media Information.
media2
Media

Lessons learnt:

  • There is a finite capacity that can be realistically deployed with respect to
  • number of media representatives
  • assistance provided to media reps during the tournament
  • size of media stands
campaigns
Campaigns

Challenges:

  • The whole world expected Germany to organise the perfect event/The whole world expected Germany to be the perfect organisers. We aimed at surprising the world by going the extra mile.
  • A time to make friends
  • Get the population into the right mood for their role as host
campaigns1
Campaigns
  • Steps taken:
  • Public relations
  • Campaigns
  • Talent 2006: The World Cup at school
  • Club 2006: The World Cup at your club
  • Trophy Tour and a tour through Germany in honour of the many voluntary workers involved in the World Cup
  • Green Goal
  • Arts and Cultural Programme of the Federal Government
campaigns2
Campaigns
  • Procedure:
  • Take early decision in favour of campaigns and their implementation
  • Talent 2006 and Club 2006 were launched already in 2002
  • Campaigns were brought in line with LOC's corporate identity (both in terms of media representation and visual communication).
campaigns3
Campaigns

Results:

16.000 schools took part in two periods

40.000 pupils joined the Talente-Festival 2006 in Mai 2006 in Berlin (amongst them a school from South Africa)

4.650 clubs participated in the club-campaign Klub 2006