Sandeep parmar

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STUDENT NAME: - SANDEEP KISHOR PARMAR

STUDENT NUMBER: - M00334424

SUBJECT : - EVENT MANAGEMENT

COURSE CODE : - TOU3925

SECTION INSTRUCTOR: - THUSHEL JAYAWEERA

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Title: The implications of the use of the Triple Bottom Line approach in the
events industry: A case study of the Commonwealth Games 2010, in Delhi.

For the past decade or so, many companies have jumped on the “Go Green”
bandwagon to attract media attention, while others have been pushing the “health
and wellness” envelop to leverage organisational growth (Dhiman 2008). In order to
survive and grow, many companies have followed different measures to control the
triple bottom line- the economic, social and environment aspects of their operations.
The Triple bottom line concept is originally accounting concept which is now being
adopted in the field of special events management, to assess the impact that events
have on a host country and to leverage their social, economic & environmental gains
(Ma, Egan, Rotherham & Ma 2011). This essay focuses on the Triple Bottom Line
assessment of the Commonwealth Games 2010, Delhi and will evaluate the
outcomes of the Games against the Game objectives.

In broader sense, the triple bottom line firstly consists of the economic or financial
aspect which is measured. In addition to this, it also consists of the environmental
bottom line which measures the impact of operations on air, water, land and global
climate. Lastly and more importantly, the social bottom line which measures the
impact of operations on a people, their happiness, health and productivity (Faloon
2008).

The most common question raised is, what motivates organising committees or
organisations to embrace sustainability given that such measures usually lead to
escalating costs (Dixon & Clifford 2007). Although research shows that the
motivations that drive an organisation to engage in such an activity remains unclear
(Archel 2008), many businesses and organisations continue to adapt measures to
make a good difference to society, unaware of the benefits that may or may not
accrue from the adoption of these practices (Darcy, Cameron & Pegg 2010). It is
also almost true that event management companies will not be successful in the long
run if they consistently disregard the interests of key stakeholders (Norman &
Macdonald 2004). It is therefore important to prepare a triple bottom line report as
accurately as possible as it enables stakeholders to assess and weigh out the long
term benefits that can be gained from organising a sport mega event (Archel 2008).

More systematic event planning is required to achieve desired results with the use of
the triple bottom line concept, as research since the 1970’s shows the existence of a
gap between optimistic forecasts of benefits and serious underestimation of real
costs, in hosting big sports events (Ma, Egan, Rotherham & Ma 2011).The most
common methods of evaluating the impacts are with the use of methods which
assess the attitudes of host residents, through interviews, document collection and
observation. Sport event stakeholders are increasingly looking at a more strategic

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approach to generate longer-term benefits for host communities and not just
temporary event related benefits for the visitors (O’ Brien & Chalip 2007).

Some of the definite benefits that can arise from the effective utilisation of funds for a
major sport event and from proper triple bottom line reporting are as follows: (a)To
increase tourism, to maximise total trade & revenue from the event (O’ Brien &
Chalip 2007). (b)The organisers claim for support from the public for hosting of future
events will be better justified if the host country benefitted economically, socially and
environmentally from the hosting of the previous sport event (O’ Brien & Chalip
2007).

Unfortunately, the triple bottom line concept has its own limitations. (a)Triple bottom
line reporting only represents an approximate sustainability report. The quality of
Triple bottom line reports remains poor as a result of its voluntary nature (Archel
2008). Reports are inaccurate as some negative and positive aspects of the
company’s operations are not disclosed. For instance, information relating to
increased rates of homeless people as a result of road widening projects by
demolishing their homes would be omitted from the report, so as to not destroy the
image of the company. (b) It is impossible to find a common scale to weigh all of
social “good” and “bad” caused by a firm (Norman & Macdonald 2004).

Bearing in mind the concept of Triple Bottom Line reporting in the event
management industry, this essay evaluates the immediate and lasting benefits, of
hosting the Commonwealth Games in Delhi, India. In 2003, Delhi won its bid to host
the Games, by defeating the city of Hamilton in Canada (Menon- Sen 2010).
Research shows that this was the first major “hallmark event” to be hosted by New
Delhi since the Asian Games in 1982 (Uppal 2009). An event like this makes way for
the transformation of a city’s urban landscape. Since a major portion of the funds
spent on hosting a sports event such as the Commonwealth Games, belongs to the
public, it must benefit the society at large and not just the middle and upper class
families.

Most organising committees are now practising the concept of ‘event leveraging’,
which is the strategic planning of the short term and long term outcomes of an event
(O’ Brien & Chalip 2007). This involves forming and implementing strategies to
capitalise on the opportunities that arise from the event, as it is no longer effective to
organise an event in hopes that a desired outcome may come of it (Chalip 2007).
During the planning stages of an event such as The Commonwealth Games, it is
essential to chalk out the key objectives to be achieved from the event. Some of the
key objectives of the event were: (a) To host a great event, that would put India on
the world- sporting map (Bobb 2010) (b)To stimulate economic growth and
development (Uppal 2009) (c)To improve the overall city infrastructure and ensure
safety.

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The implementation phase follows the planning stages of organising this event. The
signing of the host city contract set the clock ticking for the games since 2003 and
therefore the organising committee had seven years to develop infrastructure, to
prepare for the games in terms of accommodating all the athletes, hosting the events
and to ensure that the city is tourist friend (Srivastava 2009). This stage involved the
hiring of contractors to work on the construction and renovation of sports venues for
the Commonwealth Games. In terms of the expanding road infrastructure, various
contractors were hired to work towards road widening projects, building flyovers and
bridges to improve traffic flow.

Budgets were also allocated for the purchase of new environmentally friendly buses
to replace the existing public buses. Working with various consultants also becomes
essential in this stage, as different teams will need to work on several aspects such
as ticket sales, broadcasting, transport, catering, clearing wastes, ceremonies,
award presentation, conducting each event, bringing together volunteers who will
contribute to the smooth running of the games and so on. Safety precautions were in
place and checked before the arrival of the athletes at the games village as well as
at each venue. The planning and implementation phase is followed by the staging of
the games.

Despite some the negative feedback seen in the news relating to the organising of
the games, The Queen’s Baton Relay for the Commonwealth Games 2010, began at
The Buckingham Palace in October 2009 and was present at the opening ceremony
of the Commonwealth Games 2010 on 3 rd October 2010 (Coholan 2010). The
opening ceremony was held at the Jawaharlal Nehru Stadium in New Delhi, India
and to the surprise of many, the Commonwealth Games kicked off in style, depicting
aspects of India’s Heritage and culture at the opening ceremony (McEvoy 2010).

The triple bottom line assessment of the Commonwealth Games 2010 firstly
evaluates the outcomes against the Games objectives. Unfortunately various reports
on the overall assessment of the Commonwealth Games 2010, exposed the many
deficiencies that existed as a result of high levels of corruption amongst the
stakeholders particularly the Organising Committee and the Government of Delhi.
The budget was overshot by nearly 40 percent (NDTV 2010). All projects from
renovating of sports venues, construction of the Games Village to developing the
infrastructure of the city, were delayed. There were at least half a dozen cases of
contractors pocketing money and abandoning projects, resulting in new contractors
being hired to finish the job. There were several concerns raise relating to the
possibilities of floods due to heavy rains, inability to attract spectators for the events
due to low security issues, poor living conditions at the Games village, possible
terrorist attack and poor construction standards. For Instance, The collapsing of the
foot bridge near the main stadium, injuring several people and the filthy conditions of
the rooms in the games village.

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The economic impacts of the Commonwealth Games 2010 were more negative than
positive. In terms of direct impact, the overall cost of the Commonwealth Games
2010 was US 15$ Billion (Rs. 70,000 Crore) which was considered as a huge waste
of money to a country that is still developing. The Games is said to have added USD
5 billion to the Indian economy and will generate close to 24.7 Lakh employment
opportunities in the future (Thakkar 2010). While the new roads and better
transportation system will definitely benefit the city, the people argue that the
stadiums built and the funds spent to renovate old stadiums are a waste in the
absence of sporting events (India Knowledge @ Wharton 2010). On the bright side,
the hospitality, transport and tourism sector is said to grow rapidly as a result of
beautifying the city and improving the transportation system (Uppal 2009). Other
negative economic impacts include rapid price inflation of primary products and fuel
(Assocham Research 2010).

The Social impacts of the Commonwealth Games were nothing but harsh on the
lower class families and people below lower class who are homeless. Firstly, about
300,000 food stalls selling freshly cooked snacks were banned which can be looked
at as loss of income for the vendors. In addition, stray monkeys and dogs were
caught and locked up in cages and stray cows were relocated into a vast dirty
complex enraging many Hindus who worship the cows (The Economist 2007).
Samarthyam in association with the Rajiv Gandhi Foundation and Handicap
International, conceptualized “Accessible Delhi” project mission in 2007, with a view
to formulate and promote, accessible infrastructure and tourism (Agarwal, Agarwal &
Chakravarti 2010). Several people were forced to relocate, and out of 27,000
families who gave up their homes in slum areas, only 6000 families were resettled
(Menon- Sen 2010). Many were left homeless, and were forced to take up rent
based accommodation if they could afford it. To the horror of many, beggars and
other homeless people were taken off the streets of Delhi and moved to the outskirts
of the city and kept in six large holding cells, as a measure to wipe the city of its true
signs of poverty (Menon- Sen 2010). Many citizens argued with the Government of
Delhi, as to why some of the funds were not set aside to provide at least small
homes for the less fortunate Indians. Many agree in saying that if the country was
truly looking for long lasting benefits and prestige, they would focus on investing the
funds available on providing, food, housing, sanitation, education, water and
healthcare for its population rather than hosting the Commonwealth Games
(Chaudhry, Kothari & Mishra 2010).

To gain environmental benefits from the hosting of the Commonwealth Games, India
Joined the United Nations Environment Programme’s Plant for the Planet: Billion
Tree Campaign (BTC), by planting two billion trees since 2007 (Zorba 2010). India
has also resorted to low carbon transport, to align transport growth with the country's
climate change agenda (Turner & White 2010). In addition, India alongside the
United Nations Environment Programme vowed to take the environment into
consideration while developing the infrastructure of the city (Nuttall & Bindra 2010).

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The Delhi Pollution control Commission signed a contract with Ecotech for the supply
of four air quality control monitoring stations to improve and monitor the air quality of
the city five years prior to the 2010 Delhi Commonwealth games.

Based on the triple bottom line assessment of the impacts of organising the
Commonwealth Games in Delhi, the following recommendations can be taken into
consideration for the successful staging of the games as well as for ensuring
increased benefits after the Games.

 To host a great event, being time disciplined is very essential.

 An effective media plan has to be developed for worldwide promotion of the
event, and within India at all levels, to increase ticket sales and to develop the
interest in sports.
 Promoting accessible tourism and making provisions for sports fans with
disabilities to witness and be a part of the sports event.
 The funds could be better utilised for providing basic food, housing, sanitation,
education, water and healthcare to the lower classes of the society, those
who currently earn less that 2$ a day.
 Encourage public participation and create awareness of the event. Spread
awareness in schools and encourage the public to take an interest in sports.
 The Commonwealth Games lacked the involvement of Ex Olympians and
athletes. It is essential to get them involved as they can contribute not only in
terms of training or guiding our athletes, but also consultation for various
venue requirements.
 Maintaining a database with the names and contact details of all the
volunteers, consultants and so on, for future use. Also gaining feedback from
them about what they felt could be improved.
 Efforts to continuously plant more trees, even after the Commonwealth
Games has come to an end, as the responsibility to save our planet still
remains.
 Transform the city into a more tourist friendly place. More sign boards are
required to assist tourists in finding their way, and street maps need to be
updated for their use.
 Better help desk facilities, and customer care help lines.
 Proper utilisation and maintenance of facilities such as the training areas,
swimming pools and the like.

In conclusion, organising an event such as the Commonwealth Games is an honour

for the host country. The key stakeholders are responsible for not only leveraging the
short term gains but also have to take into consideration the various ways by which
long term benefits can be achieved. The Commonwealth Games 2010 definitely
presented India with the opportunity to showcase their potential as an emerging
Asian Power. However, the existence of high corruption rates in the country partially
amongst the key stake holders resulted in the loss of time and the misuse of funds

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available for this event. Due to the media criticism received for the poor planning and
project management and the fact that the budget was over shot more than once,
resulted in the loss of support from the citizens of India. In a nutshell, it is clear that
the country and its people would have benefitted a lot more economically, socially
and environmentally in the absence of corruption.

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