Technical Manual On Digital Media

TECHNICAL MANUAL ON
DIGITAL MEDIA
5TH update cycle – post Vancouver Winter Games
Technical Manual on Digital Media
5th Update Cycle – Post Vancouver Winter Games
Contractual Requirements and other Information

This Manual is an integral part of the IOC Host City Contract. The main contractual requirements found within
this document are clearly marked with a triangle icon and indicated with a grey background. This Manual also
contains key recommendations and educational information. It often refers to other IOC documents and
Manuals.
Evolution of Contents
As stated in the IOC Host City Contract, the City, the National Olympic Committee (NOC) and the Organising
Committee for the Olympic Games (OCOG) recognise that, while the content of the Technical Manuals
represents the current position of the IOC on such matters, its content may evolve as a result of technological
and other changes, some of which may be beyond the control of the parties to the Host City Contract. The IOC
reserves the right to amend the Technical Manuals and it is the responsibility of the City, the NOC and the
OCOG to adapt to such amendments so that the Games are organised in the best possible manner, as stated
in further detail in the Host City Contract.
Disclosure
The material and the information contained herein are provided by the IOC to be used for the purpose of
planning, organising and staging an edition of the Olympic Games. This material and information is the
property of the IOC and may not be disclosed to third parties or the general public, whether in whole or in
part, without the prior written approval of the IOC.
Sharing of such material and information is only permitted, under the condition of strict confidentiality, with
third parties assisting in the planning, organisation and staging of an edition of the Olympic Games provided
that such third parties agree to abide by the terms of this Paragraph.
Photographic Credits
All images found within Technical Manuals are copyright of the IOC or licensed for use by the IOC, and may
not be re-used without the consent of the IOC.
© IOC ALL RIGHTS RESERVED

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www.olympic.org
Table of Contents
Foreword.................................................................................................................. 5
The Olympic Games Experience ................................................................................ 6
The IOC Games Management Approach .................................................................... 8
Key considerations ................................................................................................. 12
Paralympic Games .................................................................................................. 14
About Technical Manuals ........................................................................................ 15
I. Executive Summary .................................................................................... 18
II. Changes from Previous Version .................................................................. 19
III. Cross-referenced Documents ..................................................................... 20
IV. Contractual Requirements List .................................................................... 21
V. Glossary of Terms ...................................................................................... 22
VI. Games Readiness Integrated Plan ............................................................... 23
1 Brand Guidelines .........................................................................26
2 Communications .........................................................................28
3 Marketing and Revenue ...............................................................34
4 Legal Aspects .............................................................................35
5 Information Management ............................................................37
6 Technology .................................................................................38
Appendix I: Organisational Structure .................................................42

OCOG Digital Media Stakeholders ..................................................................................... 42
Potential Organisational Structure..................................................................................... 43
Potential Roles and Responsibilities for this example ........................................................ 44
Appendix II: Phases of Implementation ..............................................46

Foundation Phase (G-84 to G-36) ..................................................................................... 46
Consumer Engagement Phase (G-36 to G-6) .................................................................... 47
Games-Time Phase (G-6 to G+2) ..................................................................................... 50
Dissolution Phase (Dissolution) ......................................................................................... 52

Appendix III: Budget .........................................................................53

Foreword
Introduction The Olympic Games symbolise a unique venture as it has the power to deliver a
significant experience which can considerably change a community, its image, and its
infrastructure. The IOC recognises that the Games can be used as a tool to deliver a
vision, in which the universal values of Olympism are promoted.
Seen as an integrated event, the Olympic Games are above all about Sport, Culture,
and Sustainability. It is crucial to reassess the vision and spirit of what should be the
ultimate delivery of the Games: an event combining Sport and Ceremonies geared
toward delivering a unique experience to each and every client of the Olympic Games,
as well as a long-lasting legacy for the host city and host communities. The technical
manuals should be read keeping in mind this spirit, while simultaneously providing
information about specific functions which are at the service of the Games‘ vision.
In order to maximise the opportunities and minimise the risks associated with
organising such a large and complex event, the IOC provides guidelines and
assistance to Olympic Games organisers. In this context, the Technical Manuals are
created to serve as the guide to Games organisers in specific areas of Games
management, while maintaining the spirit of the Olympics into the future and
maximizing the opportunities to leave a lasting legacy.
The Olympic Games Experience
The Olympic Olympic Games clients wish to have a unique experience, one that merges concrete
Games factors such as sporting competitions with other more intangible aspects such as a
Experience 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 and Optimization 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 stakeholders, and the Organisers.
Continued on next page

The Olympic Games Experience, Continued
The Olympic  The Organisers must have integrated management mechanisms linking the
Games OCOG, National Olympic Committee and Public Authorities. Integration is
Experience critical in areas such as Operation / Function, Commercial, Client /
(continued) Stakeholder, Product, Brand, Communication and Security. 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 / agreed requirements are built into the
foundation.
 It is essential for Organisers to adopt a client-orientated culture; it is this
culture that enables differentiation between technically successful Games and
an all-encompassing 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.
The IOC Games Management Approach
Introduction The IOC developed a Games Management approach around 4 core activities which are
all integrated and run in a continuous cycle
 Define the framework
 Assists the organizers
 Monitor the Games preparation
 Evaluate the Games
This approach integrates transfer of knowledge tools, services and activities, as well
as a 360 Games management approach. It ultimately supports the coordination of the
Games preparation and the evolution of the Games‘ product ahd experience.
Transfer of Underpinning the transfer of knowledge approach and fulfilling its role as a
knowledge 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.
It features extensive educational material and service offers for OCOGs. From on-
going Transfer of Knowledge with the building knowledge capability methodology,
ad-hoc workshops, the observer program during Games time or the debriefing post-
Games – just to name a few – transfer of knowledge activities led by the IOC support
the OCOG during its entire lifecycle from bid to dissolution. Technical Manuals are
another integral part of this approach of knowledge transfer by providing users with
educational information alongside contractual requirements. OCOGs are expected to
fully participate in the IOC‘s transfer of knowledge activities; first by benefiting and
learning, and then by contributing new and updated information and knowledge.
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 collaborative program of
knowledge creation, capture and sharing.

The IOC Games Management Approach, Continued
Games The OCOG Games Management Team is the team responsible for leading the
Coordination development and implementation of the tools and processes required to deliver the
GRIP. These processes and tools should be endorsed and supported by the OCOG
senior management. It consists of the planning and coordination team and of
representatives of a number of relevant OCOG Functions, according to the phase of
OCOG evolution. In order to ensure that the framework agreed between the IOC and
the OCOG to implement the GRIP is respected, the OCOG Games Management Team
must work closely with IOC Games Coordination team. This close collaboration
should be supported by integrated tools and processes between the OCOG, the IOC
and relevant stakeholders and delivery partners.
About the Games The IOC recommends a planning framework that can be applied by Organisers to
Readiness deliver the Games. This is called the Games Readiness Integrated Plan (GRIP).
Integrated Plan Organisers review the IOC-recommended framework, adjust it if necessary to fit their
 own context and agree to the revised framework with the IOC. The GRIP is an
evolutionary planning framework in that each phase and output is a further evolution
of the previous phase and output, starting from the Candidature File. Progressive
learning, development and detailed planning over the lifecycle of the Organisers
allow this evolution. See Technical Manual on Games Management for additional
details.
A graphical illustration of the GRIP is found on the next page.

The IOC Games Management Approach, Continued

The 360° Games Games Organisers have a joint responsibility to ensure the Olympic Games are
Management relevant and correctly positioned according to the local and international context in
Philosophy 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.
Key considerations
Games Size, Cost Since the original Games Study Commission report was published in 2003, the
and Complexity 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

Key considerations, Continued
Sustainable As societies around the world have become increasingly conscious of environmental
Development 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.
Use of the The Olympic symbol is unique. It is the visual representation of Olympism and its use
Olympic symbol is both a privilege and a responsibility. Clear guidelines for its use have been
designed by the IOC to ensure that its integrity is maintained in every way and in
every place it is used, while ensuring its visibility and inclusiveness. The ―Olympism
and the Olympic Symbol – Principles and Usage Guidelines‖ provide direction for the
use of the Olympic symbol by the Olympic Movement and its authorised
stakeholders. All rights to the Olympic symbol and other Olympic properties belong
exclusively to the IOC and may be used only with the express prior written consent of
the IOC.
Paralympic Games
Paralympic In order to provide Games organisers with a complete picture of a given Games
Games subject and to promote an integrated planning approach, both Olympic Games and
 Paralympic Games information is integrated within most of the Technical Manuals.
General information may apply to both Olympic and Paralympic Games even though
not explicitly mentioned, while Paralympic-specific information is identified as such,
usually at the end of each main chapter or through the IPC reference symbol. All
other information concerning the Paralympic Games can be found in the Technical
Manual on Paralympic Games and its attached appendixes or directly through the IPC.
About Technical Manuals
Presentation The IOC shares with OCOGs contractual requirements and educational information

that can be described as follows:
OLYMPIC CHARTER
The Olympic Charter represents the permanent

f undamental ref erence document f or all parties of
the Olympic Movement and it governs the
organisation action and operation of the Olympic
Movement and stipulates the conditions f or the
celebration of the Olympic Games.
HOST CITY CONTRACT
The Host City Contract sets out the legal,

commercial and f inancial rights and obligations of
the IOC, the Host City and the NOC of the host
country in relation to their specif ic Olympic Games
(it is theref ore dif f erent f rom Games to Games). In
case of conf lict between provisions of the Host
City Contract and the Charter, the Host City
Contract shall take precedence.
OLYMPIC GAMES KNOWLEDGE
MASTER SCHEDULE TECHNICAL MANUALS
MANAGEMENT
All planning requirements (deliverables IOC Technical Manuals are documents that Inf ormation f rom the IOC’s Olympic
and milestones) are marked in a contain key educational inf ormation on a specif ic Games Knowledge Management
Generic Master Schedule, an subject (Games f unction or theme), related to the (OGKM) Programme is f ound on a
executive road map used by the IOC to organisation of the Olympic Games and the specif ic extranet
outline the key Games deliverables Paralympic Games: f unctional requirements, (http://extranet.olympic.org), which
and to monitor the Games constituent perspective, planning inf ormation, contains reports, examples and data
preparations. The Generic Master current practices. Technical Manuals are also f rom previous Games experiences.
Schedule when delivered to OCOG is annexes to the Host City Contract, and theref ore More inf ormation on this Programme
then adapted per Organising contain contractual requirements, which are can be f ound in the Technical Manual
Committee into a Specif ic Master identif ied as such. Technical Manuals can be on Games Management and in the
Schedule, ref lecting organisers’ f ound in e-version only on the OGKM Extranet Technical Manual on Inf ormation and
planning evolution. This inf ormation is (http://extranet.olympic.org). Knowledge Management.
the necessary planning complement to
the Technical Manuals, and available GUIDES
through the IOC Games Dept.
Guides are documents that contain key
educational inf ormation on a specif ic 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 and key recommendations in their
respective f ields, which are recommended to be
integrated in the planning and staging of the
Olympic and Paralympic Games. The Guides can
be f ound in e-version only on the OGKM Extranet
(http://extranet.olympic.org ).

About Technical Manuals, Continued
Spirit of The content found within the Manuals represents the IOC and its partners‘ best
Technical understanding of the specific theme at a given moment in time, and must always be
Manuals 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.
How to read a Technical Manuals are intended to be read as reference documents, such that a user
Technical does not need to read from front to back, instead being able to go directly to specific
Manual pieces of information found within the document. The beginning of each Technical
Manual contains generic sections summarising key information from that Manual.
The detailed content begins with chapter (or part) one. Each chapter also begins with
a summary of its content that should allow easy identification of useful information
for a user.
An executive summary has been written for each Technical Manual, to allow a high
level and quick understanding of the key issues each manual is addressing. All the
executive summaries are compiled into one single document. This document can be
found in e-version only on the OGKM Extranet.
Supporting information such as data, statistics and case studies are now found on the
OGKM Extranet. This platform is to be seen as complementary to the Technical
Manuals, providing with more details and complementing information.
Updates to Technical Manuals are updated as part of the post-Games evaluation process,
Technical following each edition of an Olympic Games. This process includes the official
Manuals Debriefing as well as meetings with and reports from all stakeholders, 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 edition number
(currently 5th Edition). All changes are outlined in the ―Changes from Previous
Version‖ chapter, found at the beginning of each Manual.

About Technical Manuals, Continued
Presentation Specific information is marked in the Manual using icons and grey backgrounds. The
following table gives a description of their signification:
Description Type Presentation

Requirement that has to be fulfilled by the OCOG as
Contractual
part of the Host City Contract or the Marketing Plan 
Requirement
Agreement
Reference to information (generally rules) that is not Third-party

available directly through the IOC reference
Reference to IPC information or requirements IPC reference IPC
Reference to another IOC document Cross-

reference
I. Executive Summary
Introduction Digital Media is one of the OCOG‘s most important direct communications and
marketing channels for engaging and conducting business with its public and
partners. Vancouver2010.com received 347 million visits from 101 million unique
visitors and facilitated hundreds of millions of dollars in ticket and merchandise
sales during the 12 months leading up to and including the Vancouver Olympic
Games. The adoption, importance, and corresponding risk associated with OCOG
Digital Media are growing significantly with each Games.
All means by which the public interacts with the OCOG digitally are considered
within the scope of Digital Media. This includes all OCOG public-facing Internet
and mobile properties, applications, and activations, also on Social Media
platforms. Digital Media is inherently cross-functional and requires strong
representation and leadership in the areas of branding, communications,
marketing, legal, information management, and technology.
OCOG Digital Media initiatives play a critical role in a broad and complex Olympic
digital ecosystem that includes amongst others, the IOC, NOCs, sponsors,
partners, rights holders, and non-rights holders. Strategic alignment is required
between OCOG Digital Media initiatives and the broader IOC Digital Media
Strategy. OCOG Digital Media initiatives cannot be looked at in isolation of this
broader ecosystem. The design, content, features, usability, accessibility,
availability, performance, security, and consistency of OCOG Digital Media directly
impact the Olympic brand. Coordination with the IOC on these qualities is
required.
OCOG coordination with the IOC for the full scope of Digital Media needs to be
coordinated through a single resource. To ensure quality and accountability
across all OCOG-branded Digital Media, no public-facing Internet or mobile
property, application, or activation should be launched to the public without
formal sign-off from the designated OCOG Digital Media representative.
II. Changes from Previous Version
Presentation There are no changes from previous version as this is the first edition of this
Technical Manual.
III. Cross-referenced Documents
Presentation This section lists all cross-referenced documents within this Technical Manual.
List of Cross- Document name

References Olympic Charter
Host City Contract
Technical Manual on Accommodation
Technical Manual on Brand Protection
Technical Manual on Communication
Technical Manual on Games Management
Technical Manual on Information and Knowledge Management
Technical Manual on Media
Technical Manual on OCOG Marketing
Technical Manual on Sport
Technical Manual on Ticketing
IOC Marketing Plan Agreement
IV. Contractual Requirements List
Presentation This Manual is an integral part of the Host City Contract and therefore contains
contractual requirements that are required to be fulfilled. This section lists the main
contractual requirements contained within this Technical Manual and includes the
page in which to find them in context.
List of Title of the Contractual Requirement Page

Contractual Graphic Design 26
Requirements Sponsor and non Sponsor Brands 27
Digital Media Strategic Plans 28
Digital Media Operational Plans 28
Content and Initiatives Approvals 29
Public Website 30
Alignment of Digital Media Initiatives 30
Social Media 31
Cross-Linking 32
KPI Reporting 33
OCOG Digital Media Sponsors Recognition Plan Approval 34
Intellectual Property 35
Privacy Policy 35
Prime Website Address Ownership 36
Contracts 36
Digital Media Legacy 37
Personal User Data 39
Mobile Devices 41
V.Glossary of Terms
Terms and In this section you will find all terms relevant to this specific Technical Manual.
Abbreviations Please note that these definitions are used for information and educational
purposes only to assist with the reading of this Technical Manual.
For more terms, you can access the online Olympic Terminology.
Term Definition
All public-facing Internet and mobile properties, applications, and
Digital Media
activations
All Digital Media initiatives and projects undertaken by the OCOG including
OCOG Digital Media
all content and functionality specified in the Phases of Implementation
Initiatives
section of this Technical Manual
Official Olympic All official public-facing Internet and mobile properties controlled by the
Digital Media Network IOC, OCOGs, and NOCs
Olympic Digital Media Includes the Official Olympic Digital Media Network, Digital Media rights-
Ecosystem holders, and unofficial earned media
Digital Media Rights- Any organisation that has been licensed Digital Media rights, including
holders rights-holding broadcasters
Unofficial Earned Media about the Olympic Games that is not controlled by an IOC, OCOG,
Media NOC, or Digital Media rights-holder
VI. Games Readiness Integrated Plan
Outputs The Games Readiness Integrated Plan (GRIP) key outputs and their content for this
Technical Manual are described below. Further information on the elements of the
GRIP can be found in the Technical Manual on Games Management.
Candidature File As referenced in the Host City Contract all representations, statements and other
 commitments contained in the City‘s application or candidature file as well as
other commitments made, either in writing or orally, the City‘s application or
Candidature Committee, the City, the national, regional or local authorities or the
NOC to the IOC, shall be binding upon the City, the NOC and the OCOG, as the
case may be, unless agreed otherwise by the IOC in writing.
Games The Games Foundation Plan is the first formal update of the Candidature File with a
Foundation Plan much more detailed understanding of the task ahead and an emphasis on how the
Organisers intend to organise and stage the Games. The Games Foundation Plan has
a Games-wide focus.
The document sets the overall vision, objectives and strategies for hosting the
Games, puts forth how the Organisers intend to structure themselves and work
together, and provides an overall planning roadmap for the preparations.
Operating Plans The Technical Manual on Games Management provides detail with respect to the
Content evolution of the functional operating plan.
This Manual addresses content that should be developed for BIL and thus appear in
the respective versions of the BIL Operating Plan e.g.:
G-48 Monthly KPI reporting and bimonthly coordination meetings with IOC
commence
G-36 OCOG Digital Media Strategic Plan
 OCOG Digital Media Content and Initiatives Plan

 OCOG Digital Media Promotional Plan (including SEO)
 OCOG Digital Media Content Seeding Plan
 OCOG Social Media Plan
 OCOG Digital Media Sponsor Recognition Plan
 OCOG Digital Media Technology Management Plan
 OCOG Digital Media Organisational Structure and Stakeholder Management
Plan

Games Readiness Integrated Plan, Continued
Operating Plans  OCOG Digital Media Legacy and Transfer of Intellectual Property Plan
Content  OCOG Digital Media Milestones (Master Plan/Schedule)
Operating Plans  OCOG Digital Media Budget
Content(continue  OCOG Digital Media Results Integration Plan
d)
G-18 Monthly coordination meetings with IOC commence
G-18 OCOG Games-Time Digital Media Operational Plan
 OCOG Games-Time Operational Concept

 OCOG Digital Media Content and Initiatives Plan
 OCOG Digital Media Organisational Structure and Stakeholder Management
Plan
 OCOG Digital Media Legacy and Transfer of Intellectual Property Plan
 OCOG Digital Media Milestones (Master Plan/Schedule)
 OCOG Digital Media Budget

 OCOG Digital Media Results Integration Plan
G-6 IOC and OCOG agreement on the homepage section dedicated to IOC
communications
G+12 Full transfer of Digital Media intellectual property to the IOC including domain
name

Games Readiness Integrated Plan, Continued
Model Venue The Model Venue Operating Plan takes the generic competition venue operations
Operating Plan information provided by the IOC and applies these standard venue concepts to a
specific Games venue. The OCOG produces one Model Venue Operating Plan
integrating the planning of all functions involved in venue operations.
The venue selected by the organisers is deemed as appropriate for modeling

operations for other venues. As such, it should be a venue that includes all typical
venue operations and has both Olympic and Paralympic phases of operation.
Venue Operating Venue Operating Plans are developed for each venue, both competition and non-
Plans competition, by applying the standards developed in the Model Venue Operating
Plan. Each plan outlines how a specific venue will operate at Games-time, identifies
policies and procedures, explains the venue layout and the resources required to run
the venue, defines who is responsible for what in and around the venue, explains how
the venue team will interact and how it will fit within the Games Command and
Control structure.
It should be noted that Venue Operating Plans are developed in stages. A first draft is
developed and then amended for application to test events. Lessons learned from
the test events are then integrated into the plans and additional detail is developed
before Games-time.
1 Brand Guidelines
Introduction Digital Media is increasingly one of the most important channels for promoting
and engaging fans in the OCOG brand.
Graphic Design Careful planning is required to ensure a consistent application of graphic design

and user experience across all OCOG Digital Media. Prior to finalising the graphic
design (and any subsequent significant redesign) of the OCOG‘s official website,
the OCOG must submit the new design of the homepage and other key pages to
the IOC Communication department for approval. The same procedure must be
applied for any OCOG presence on Social Media platforms.
Graphic Design OCOG brands usually evolve during the lead-up to the Games and it is important
changes that all Digital Media platforms have the flexibility to easily and quickly
accommodate graphic design changes. The OCOG Brand, Identity and Look of the
Games (BIL) team will provide input into the graphic design (to ensure coherence
with the OCOG brand and identity), user experience, and launch timing
requirements for all Digital Media initiatives.
User Experience The quality and ease of the user experience with OCOG Digital Media directly
impacts OCOG and Olympic brands. It also has the potential to directly or
indirectly impact sponsors‘ and/or partners‘ brands. OCOG Digital Media is one
of the OCOG‘s most visible public touch points and needs to be managed with
the same level of care as other public-facing services such as broadcast and
spectator services.
Sponsor and The OCOG Digital Media Sponsor Recognition Plan needs to be submitted to the
Non-sponsor IOC thirty (30) months prior to Games-Time for approval. This plan and
Brands accompanying screenshots need to specify how sponsors will be recognised in
official OCOG Digital Media. It is important that such sponsor recognition is
consistent and in coherence with that of other stakeholders including rights-
holding broadcasters, sponsors, and the IOC.
It is also important that OCOG Digital Media be protected from ambush

marketing. The use of non-sponsor brands in association with official OCOG
Digital Media is prohibited. The use of non-Olympic photos including non-
Olympic brands should be avoided (e.g., IF competitions).

Brand Guidelines, continued
Sponsor and Any use of non-sponsor brands on Official OCOG Digital Media must be
Non-sponsor submitted to the IOC along with accompanying screenshots for approval prior to
Brands  being launched publicly.
Brand Protection It is strongly recommended that the OCOG contract an independent company to
and Takedowns pursue and take down any digital media that infringes on OCOG trademarks or
other intellectual property. Coordination with the IOC in contracting and drafting
the terms and scope of work for this company is recommended. The IOC will also
be running its own brand protection programme on digital platforms and
coordination with the OCOG is important.
2 Communications
Digital media Digital Media is one of the most important direct communications and marketing
strategic and channels available to an OCOG in order to engage and conduct business with its
operational public and partners. All official OCOG communications should be made
plans immediately available through Digital Media. Whenever possible the OCOG‘s URL
should be prominently displayed and reinforced as the official source of
information with respect to the referenced Games. All Digital Media services
should be available in English, French, and if applicable, in the local language(s).
While it is impossible to isolate the two domains in the digital sphere, the IOC will
concentrate on international communication, whereas the OCOG will emphasize
the communication to the national market.
Digital Media The OCOG Digital Media Strategic Plan must be submitted to the IOC for approval
Strategic Plans approximately thirty (30) months prior to Games-Time.
submission 
Plans overview  OCOG Digital Media Content and Initiatives Plan

 OCOG Digital Media Organisational Structure and Stakeholder
Management Plan
 OCOG Digital Media Legacy and Transfer of Intellectual Property Plan
 OCOG Digital Media Milestones (Master Plan/Schedule)
 OCOG Digital Media Budget
 OCOG Digital Media Results Integration Plan
Digital Media The OCOG Games-Time Digital Media Operational Plan must be submitted to the
Operational IOC no later than eighteen (18) months prior to Games-Time.
Plans submission


Communications, continued
Digital Media This plan needs to include an update to the OCOG Digital Media Strategic Plan
Strategic and and the addition of a new section for the OCOG Games-Time Operational
Operational Concept.
Plans content The OCOG Digital Media Strategic and Operational plans must be organised in
accordance with the Olympic Charter, the Host City Contract (and technical
manuals), the IOC Marketing Plan Agreement, and other IOC agreements that may
refer to Digital Media.
Content and The OCOG Digital Media Content and Initiatives Plan should contain all planned
Initiatives initiatives with their corresponding objectives, target audiences, primary use
cases, integration points, KPI, stakeholders, management structures, and key
content and features. This plan also needs to include details on the IOC‘s use of
content (and ultimate transferability to the IOC), features, and other intellectual
property for each initiative contemplated.
Wherever possible, the IOC requires that the OCOG exploit content and features
already developed by the IOC. This is particularly important for content and
features related to the Olympic Data Feed (ODF) as well as other IOC content and
features pertaining to Olympic sports, the Olympic Games, and the Olympic
Movement. The OCOG is also required to seek approval from the IOC prior to
entering into any agreements that could limit the IOC‘s ability to use OCOG
content or intellectual property on the IOC website prior to, during, or after the
Games.
The OCOGs‘ Paralympic website section positioning should be distinctive and

take into consideration the general philosophy of the Paralympic Movement and
the specific values behind the Paralympic brand. Wherever possible, the IPC
requires that the OCOG exploits content and features already developed by the
IPC, in particular content related to Paralympic sports, athletes, the Paralympic
Games and the Paralympic Movement (institutional).
Content and The OCOG must seek approval from the IOC if any of the initiatives or content
Initiatives described in the Phases of Implementation section of this Technical Manual are not
approval  pursued.
The OCOG Digital Media Content and Initiatives Plan is to be provided to the IOC
approximately thirty (30) months prior to Games-Time.

Public Website  The OCOG is required to operate an informative, engaging, high-quality, high-
availability, highly secure, and highly accessible official website covering the
Olympic Games and the Paralympic Games from shortly after it is awarded the
Games until twelve (12) months post-Games.
The official website is required to deliver all initiatives, content, features, and
functionality outlined in the Phases of Implementation section of this Technical
Manual. IOC approval must be sought if the OCOG does not intend to launch these
initiatives as contemplated.
Positioning OCOG Digital Media initiatives play an important role in a broad and complex
Olympic digital media ecosystem that includes the IOC, OCOGs, IFs, NOCs, Digital
Media rights-holders, and non-rights holders. OCOG Digital Media initiatives
need to strengthen and not undermine the business and communication
objectives of the broader ecosystem. OCOG positioning should take into
consideration the general philosophy of the Olympic Movement and the specific
values behind the Olympic brand.
In addition to being one of the most important communications and marketing

channels, Digital Media is also critical to OCOG planning and operations. Digital
Media directly facilitates many of the OCOG‘s most critical functions including
staff recruitment, volunteer recruitment, procurement, ticket sales, transportation
planning, merchandise sales, and dissemination of real-time sport competition
results.
In determining the positioning and overall strategy for OCOG Digital Media, it is
strongly recommended that the OCOG pursue a user-centric design process that
both identifies the key user personas and use cases, and appropriately positions
OCOG Digital Media to provide maximum utility and the best possible end-user
experience.
Alignment of Strategic alignment is required between OCOG Digital Media initiatives and the
digital media broader IOC Digital Media Strategy
initiatives 

Social Media Advertising by non-approved brands in association with the OCOG‘s official
presence on social media platforms is strictly forbidden and special contractual
arrangements are required with social media providers to ensure this. The IOC,
thanks to its existing partnership and special relations with social media
providers, can assist in setting up those contractual arrangements.
The OCOG Social Media Strategies should be developed in close collaboration
with the IOC and respectively other concerned stakeholders, taking into
consideration the IOC‘s existing social media assets and contractual
arrangements and those of other concerned stakeholders. Potential synergies and
conflicts with existing initiatives need to be evaluated along with legacy strategies
for these activations post-Games.
Social Media IOC approval is required for all officially branded OCOG social media channels or

initiatives and IOC needs to have full administration rights on all OCOG‘s social
media assets.
The OCOG Social Media Strategy must also evaluate the brand and reputational
risks in connection with a presence on social media platforms, especially in
connection with user-generated content, and include measures to monitor and
eventually take down any content that might harm the brand and the reputation
of the OCOG and/or the IOC.
OCOG use of Olympic and Paralympic archive material is also not permitted on
social media platforms without the IOC‘s prior written consent. For any approved
OCOG social media channels or initiatives, the OCOG is also responsible for
monitoring user-generated content and forums.
Usability It is strongly recommended that the OCOG undertake independent usability

testing during any significant re-launch of the official website to ensure a very
high level of utility. In addition to achieving communications and marketing
objectives, it is critical that the website be designed to deliver services efficiently
and effectively.

Promotion The OCOG website address should be prominently displayed on all

communications and promotional material (e.g., letterheads, business cards,
publications, advertisements). The official nature of the OCOG website should be
clearly communicated and its address should be visible within the viewing screen
for all press conferences. Collaboration with the IOC is strongly encouraged to
establish the best cross-promotion strategy and cross-linking policy.
The OCOG Digital Media Promotional Plan should include specific tactics for
building the digital brand and driving traffic including, not limited to search
engine optimisations, search advertising, social media presence, display
advertising, link building, embeddable HTML components, and prominence and
visibility of the domain name on all official communication.
Cross-linking  Outgoing links—prominent and permanent followed links (emblem + text) to the
IOC website (www.olympic.org), the IPC website (www.paralympic.org), and other
OCOG and YOGOCs websites—must be placed on the homepage.
Outgoing links to organisations and associations recognised by the IOC and
OCOG as partners are permitted and encouraged. From one month prior to the
Olympic Games (G-1) to one month after the Olympic Games conclude (G+1),
prominent links to rights-holding broadcasters‘ websites must be provided to
guide OCOG website visitors looking for video coverage of the Olympic Games.
Cross-linking Incoming links are generally accepted as long as the link to the OCOG website is
exclusively text based. Only members of the Olympic family—IOC, NOCs, IFs, and
other OCOGs), rights-holding broadcasters, TOP and OCOG sponsors (as
applicable)—and official venue cities can use the OCOG emblem to create the link.
Only members of the of the Olympic family and the Paralympic family— among
others IPC, NPCs, rights-holding broadcasters, TOP and OCOG sponsors (as
applicable)—and official venue cities can use the OCOG emblem of the Paralympic
Games to create the link.
The IOC is planning to launch an Olympic Network global navigation bar to be
placed at the top of all IOC, OCOG, and NOC websites. The IOC will consult and
coordinate with the OCOG and NOC on this initiative. In addition to unifying
Olympic properties, this global navigation will provide a consistent and easy way
for users to navigate the official network.

KPI Reporting
Detailed statistics should be communicated to the IOC monthly for all OCOG Digital
Media initiatives and respectively to the IPC. We recommend selecting a Web-based
analytics service that supports automated monthly reporting.
KPI Reporting  The following information elements represent the minimum requirements for the
IOC
KPI Reporting  Monthly visits (total and by geography)

 Monthly unique visitors (total and by geography)
 Monthly page views
 Bounce rate
 Most visited content and used features
 Language split
 Average session (visit) duration
 Monthly visits by keyword for top 100 keywords
 Application and other software downloads
 Other usage and demographic data, if available
IOC and OCOG Bimonthly Digital Media coordination meetings between the IOC and OCOG
Coordination should commence at forty-eight (48) months prior to Games-Time. These
meetings should move from every two months to monthly at eighteen (18)
months prior to the Games.
3 Marketing and Revenue

OCOG Digital The OCOG Digital Media Sponsor Recognition Plan must be submitted to the IOC
Media Sponsor for approval thirty (30) months prior to Games-Time as part of the OCOG Digital
Recognition Plan Media Strategic Plan.
approval

Advertising and The following requirements should be addressed by the plan.

Sponsorship  The approach and accompanying screenshots specifying the full extent of
sponsor recognition to be included in OCOG Digital Media initiatives;
 The approach and solution to ensure that sponsorship levels and
geographic marketing rights are respected for all OCOG Digital Media
initiatives;
 The approach to ensure that any paid sponsor recognition or advertising
program offered by the OCOG does not adversely impact the advertising
sales efforts of rights-holding broadcasters; and
 Any OCOG plans to cooperate with local broadcasters to jointly monetise
Digital Media.
Non-sponsor advertising on the official OCOG website is strictly prohibited.

Direct sponsorship and advertising associated with Olympic archive footage is
strictly prohibited.
Any plans to use non-sponsor brands or marks on the official OCOG website
must be submitted to the IOC along with accompanying screenshots for approval.
4 Legal Aspects
Intellectual The obligations regarding assignment of IP rights as described in the Olympic
Property  Charter and the Host City Contract apply to all OCOG Digital Media initiatives.
Intellectual The transfer of Digital Media intellectual property to the IOC must be clearly
Property specified in the OCOG Digital Media Legacy and Transfer of Intellectual Property
Plan. All software, applications, content, and user databases used in the delivery
of OCOG Digital Media initiatives need to be covered by this plan. This should
include user-generated content wherever possible, at least for use by the IOC for
the purpose of promoting the Olympic Movement. Prior to entering into any
agreements that could limit either IOC use or the transfer of this intellectual
property, the OCOG must seek approval from the IOC.
Intellectual property provided by the IOC to the OCOG, including content, must
include the IOC copyright (e.g. ―Copyright © [year] International Olympic
Committee – All rights reserved‖) or any other notice as communicated from time
to time by the IOC. More information on brand protection can be found in the
Technical Manual on Brand Protection. Atos and Omega have also been provided
with specific rights to recognition for their intellectual property related to the
content that they provide. These sponsorship agreements need to be reviewed by
the OCOG to ensure that obligations are fulfilled.
The OCOG Digital Media Legacy and Transfer of Intellectual Property Plan should
comply with the local legal requirements, if any, regarding archiving of the OCOG
website by local entities. To the fullest extent permitted by law, such archiving
will be subject to prior written authorisation of the IOC for use of any IP asset
owned by or assigned to the IOC in accordance with the Olympic Charter, the
Host City Contract, or any technical manual. Legacy operations shall be managed
in accordance with the Technical Manual on Information and Knowledge
Management.
Privacy Policy  It is important that the OCOG Digital Media Privacy Policy be drafted such that it
permits full access and ultimate transferability to the IOC of all dates stored by
the OCOG related to Digital Media including—to the fullest extent permitted by
law—personal data, users‘ profiles, etc.

Legal Aspects, continued
Site Address, The OCOG‘s prime website address (or domain name) should be structured as
Domain Names, follows: [Host City][Year].com (e.g., Vancouver2010.com).
and E-mail Ownership of the domain name may initially reside with the IOC. If this is the
Addresses case, the IOC will transfer ownership of this domain name to the OCOG for the
period of G-84 to G+12.
Other related domain names should be purchased or retrieved by the OCOG.

These include: ―.org‖; ‖.net‖; ―.biz‖; ―.co‖; ―.tv‖; ―.info‖; the relevant two-letter
country code (e.g., ―.ca‖ for Canada); and other domain names of interest to the
OCOG (e.g., Volunteers[Year of the Olympic Games] or Torchbearer[Year of the
Olympic Games]). These ―secondary‖ domain names should be activated and
redirected to the prime domain name using a 301 permanent redirect.
Prime website Ownership of the prime website address (or domain name) will be assigned to the
address IOC within twelve (12) months following the end of the Olympic Closing
ownership Ceremonies.

Site Address, The prime website address (or domain name) should also be used for the OCOG‘s
Domain Names, e-mail addresses (ex: firstname.lastname@vancouver2010.com).
and E-mail
Addresses
Suppliers Contracts with third-party Digital Media providers should include requirements
for performance, capacity, security, usability, accessibility, privacy, search engine
optimisation, and general standards compliance. Responsibility for testing,
incident response, and service levels should be clearly defined.
Provisions should also be included in third-party Digital Media supplier contracts
regarding participation in the transfer of knowledge process and debriefing
sessions.
Contracts  The OCOG is required to send a final copy of all contracts involving Digital Media
to the IOC within thirty (30) days of finalising the contract.
Other For all other issues, and where applicable, the rules and recommendations
Obligations mentioned in the IOC Digital Media Guidelines for Rights-holding Broadcasters
apply. For more information on rights-holding broadcasters, please consult the
Technical Manual on Media.
5 Information Management
Information Effective information management for Digital Media is critical to ensure that the
Management OCOG is fully compliant with local and international legislation for data
management. It is also critical to ensure that content, knowledge, and other
intellectual property is shared and used to the maximum benefit of key
stakeholders of the Olympic Movement.
Digital Media The OCOG Digital Media Legacy and Transfer of Intellectual Property Plan must
Legacy  include the full scope of software, applications, content, and user databases to be
transferred to the IOC post-Games.
Transfer of The IOC‘s ability to use content, features, and other intellectual property related
Knowledge and to OCOG Digital Media needs to be assessed and communicated to the IOC for all
Intellectual OCOG Digital Media initiatives. IOC approval on the scope of data to be collected
Property and the format for sharing and transferring the data to the IOC is required.
Legacy The OCOG Digital Media Legacy and Transfer of Intellectual Property Plan should
Operations also define how the official website and other Digital Media will transition from
Games-Time operations and platforms to legacy operations and platforms.
Details on the legacy platform, support, and escalation model (along with
timeframes for dissolution) should be clearly defined in the plan. Ownership of
the prime website address (domain name) will transfer to the IOC within twelve
(12) months following the end of the Olympic Closing Ceremonies. At this point
the IOC will direct the domain name at a section on Olympic.org dedicated to the
Games. This should be the final step in the full transition of Digital Medial
intellectual property from the OCOG to the IOC.
Within the OCOG Digital Media Legacy and Transfer of Intellectual Property Plan,
the OCOG should also address how they plan to promote the idea of a living
digital legacy and to allow for ongoing activation and engagement with the
public.
Any such legacy initiative should be aligned with the overall IOC legacy approach
and must be submitted to the IOC for approval
6 Technology
Technology With hundreds of millions of people using OCOG Digital Media, it is one of the
most visible touch points that the general public has with OCOG technology. It is
critical that the technology team be involved in all aspects of Digital Media system
planning, architecture, operations, and third-party supplier procurement.
The technology team must work closely with the legal team to define
requirements for performance, capacity, security, usability, accessibility, privacy,
search engine optimisation, testing, incident response, service levels, and general
standards compliance to be incorporated into all third-party supplier contracts
related to Digital Media.
The OCOG Digital Media Technology Management Plan should address each of
the sections below as well as other Digital Media management responsibilities.
Traffic Modelling Hundreds of millions of users will access OCOG Digital Media during the Olympic
Games. Traffic to the official website during Games-Time for updates on live
results, photos, and athlete information is enormous. It is therefore crucial to set
up the Internet hosting and distribution infrastructure accordingly, and especially
to test the infrastructure capacity to manage peak traffic.
This applies to all aspects of the official website; however, it is particularly

important for volunteer recruitment, ticketing, and the online store leading up to
Games-Time—and photos, athlete information, and updates to live results during
Games-Time.
The model used for analysing peak traffic and testing potential system
bottlenecks must be included in the OCOG Digital Media Management Plan.
Architecture, Defining and deploying appropriate architecture, infrastructure, and content

Infrastructure, distribution for the OCOG‘s official website is of critical importance. It is
and Content imperative that there are no single points of failure at any point in the end-to-
Distribution end environment. The environment needs to be sized appropriately and
contingency plans need to be in place to rapidly deploy additional capacity if
traffic significantly exceeds expectations.

Technology, continued
Personal User databases must be managed with the upmost care and in accordance with
Information and local and international legislation. Privacy and security for Digital Media
User Databases properties, applications, and activations containing personal information are
critical.
Personal user All plans to capture or store personal user data in any form require IOC approval.
data

Performance, It is strongly recommended that the OCOG contract an independent company to

Endurance, complete performance, endurance, stress, and failover testing during any
Stress, and significant application or infrastructure change to the official website. It is critical
Failover Testing that the OCOG website deliver a very high level of availability.
Security Testing It is strongly recommended that the OCOG contract an independent company to
complete quarterly Internet security testing for Digital Media initiatives.
It is also strongly recommended that a very senior, dedicated, and hands-on

Internet security specialist be staffed by the OCOG to focus exclusively on
Internet-based Digital Media initiatives.
This resource should have a programming background with specialisation in

security and ethical hacking. He or she should also be involved in Internet
architecture and security planning for the end-to-end environment. This resource
would work with the lead Internet architect to assess any security issues prior to
proceeding with any initiative. It is critical that OCOG Digital Media initiatives not
be compromised from a security perspective.
Integration The integration of operationally critical Internet systems has the potential to
Methods improve the end-user experience but can also create significant risk. The OCOG
should be very careful when creating system dependencies through integration.
All points of integration between critical systems such as Volunteer Recruitment,
Employee Recruitment, Online Store, Ticketing, Transportation, the Olympic Data
Feed (ODF), and Results Distribution should be planned early.

Integration These integration points must be extensively tested under an extreme load. Many
Methods of the most visible availability issues with previous OCOG websites were the
(continued) result of poorly planned and implemented integration points. If dependencies
between critical systems are being created, consultation with the IOC is
recommended.
Integration of Integration of the Olympic Data Feed (ODF) into a compelling user experience on
the Olympic Data the official website is one of the most challenging, high-risk, and resource-
Feed (ODF) intensive OCOG Digital Media initiatives. Live updates on competition results and
athlete information during the Olympic Games will drive the majority of visits to
OCOG Digital Media.
The success of the OCOG Games-Time website is critically dependent on the

successful integration of the ODF. The public‘s expectation is that live
competition results will be available within seconds everywhere in the world
through the official website. The successful integration of the ODF into a
compelling Games-Time experience on the official website requires extensive
collaboration between the OCOG Sport, Results, Communications, and
Technology functions.
With each Games the IOC further refines and improves the ODF. OCOGs are
encouraged to make use of the latest technology, tools, and data provided by the
IOC and partners to support results dissemination.
Standards The OCOG website should be developed using commonly recognised standards,
Compliance as specified by the World Wide Web Consortium (W3C: www.w3c.org).
Accessibility The OCOG website must be developed with a high degree of usability for people
Requirements with disabilities. The OCOG should make its best efforts to comply with the W3C-
Web Accessibility Initiative (WAI), as defined by the W3C (www.w3c.org/WAI/). Use
of technology and proprietary plug-ins that reduce availability or accessibility
should only be deployed if a better alternative is not available. For example, until
HTML 5 becomes mainstream, Macromedia Flash may be the best option for
streaming video even though it is a proprietary technology. Flash however would
not be the best option for website navigation as it does not provide the same
level of availability or accessibility as HTML.

Quality Control The OCOG should implement firm procedures on both content and technical
developments to ensure the most accurate online results. The IOC strongly
recommends separate environments for development, pre-production, and
production. All content and features should be tested extensively in pre-
production prior to going live. Pre-production and production environments
should be logically identical, enabling identical patches to be applied to both
environments.
Search Engine All OCOG Internet initiatives should be fully optimised for search engines.
Optimisation Ranking well in searches is not only important for maximising user engagement,
but it is also one of the most effective strategies for preventing online ambush
marketing and several very common search-based security attacks.
Mobile devices OCOG Technology and IOC Technology must approve all initiatives that involve

the delivery of Digital Media to mobile devices.
Mobility Mobile digital media is evolving quickly and the delivery of mobile services may
have implications for other sponsors (e.g., telecommunications providers, digital
media services providers, mobile device providers, computer hardware providers).
Technical The full participation of the Digital Media team and all third-party providers of
Rehearsals services critical to the operations on the OCOG Games-Time website is required
for the Technical Rehearsals. These exercises help test the readiness of the
systems, policies, procedures, and people critical to the operations of the Games-
Time website.
Appendix I: Organisational
Structure
OCOG Digital Media Stakeholders
OCOG Digital A servicing model for the following stakeholders should be included in the OCOG
Media Digital Media Organisational Structure and Stakeholder Management Plan:
Stakeholders  The general public
 The Media
 IOC Digital Media
 IPC Digital Media
 International Federations
 National Olympic committees
 Rights Holding Broadcasters
 TOP and domestic sponsors
 OCOG Marketing/Brand
 OCOG Communications
 OCOG Technology
 Other OCOG functional stakeholders including, Culture, Education,
Licensing, Merchandising, Sport, Sustainability, Ticketing, Torch, and
Transportation
Potential Organisational Structure
Potential There are many ways to organise Digital Media within an OCOG; the structure and
Organisational the number of human resources will evolve significantly over the eight years of
Structure operations (G-84 to G+12). Digital Media has impact on a number of
departments within the OCOG, and while it is important to have a transversal
approach, it is decisive that the Communications department plays the leading
role. When setting up an organisational structure, OCOGs must avoid that the
medium takes the lead over the message.
Outlined below is an example of one of the potential organisational structures for

the Consumer Engagement Phase (G-36 to G-6) based on the model used by
Vancouver 2010. This structure involves establishing an integrated Digital Media
function with strong representation and leadership in the areas of
Communications, Technology, and Marketing/Brand, and Commercial.
This structure could also be implemented using a matrix management structure

where resources have functional as well as operational reporting responsibilities
(for example, Senior Technology manager would functionally report to
Technology but Operationally report to Digital Media). Provided the strategic
importance and general public orientation of OCOG Digital Media it is important
that a client side department assume overall management responsibility for
Digital Media.
 Head of Digital Media (reporting to EVP, Revenue, Communications and
Marketing)
 Senior Communications Manager, Digital Media
 Social Media Manager, Digital Media
 Editorial Manager, Digital Media
 Function and Partner Coordinator, Digital Media
 Senior Technology Manager, Digital Media
 Security Manager, Digital Media
 Technical Architect, Digital Media
 Operations Manager, Digital Media
 Application Development Manager, Digital Media
 Results Integration Manager, Digital Media
 Senior Marketing Manager, Digital Media
 Sponsor Recognition Delivery Coordinator, Digital Media
Potential Roles and Responsibilities for this

example
Head of Digital Responsible for strategic alignment with IOC and overall quality of all OCOG
Media public-facing Internet and mobile properties, applications, and activations. The
guardian of the public‘s experience interacting digitally with the OCOG.
Responsible for ensuring stakeholder satisfaction.
Senior Responsible for communications through Digital Media channels. Digital Media
Communications representative responsible for servicing the Communications function and
Manager, Digital ensuring that its needs are met.
Media
Social Media Responsible for management and communication through social media
Manager, Digital properties.
Media
Editorial Responsible for coordinating, scheduling, and publishing editorial content

Manager, Digital through Digital Media.
Media
Function and Responsible for cross-functional Digital Media stakeholder management within
Partner the OCOG and with the IOC, IFs, NOCs, sponsors, and government partners.
Coordinator,
Digital Media
Senior Responsible for Digital Media technology delivery and operations including
Technology architecture, application development, integration, security, performance, and
Manager, Digital operations. Digital Media representative responsible for servicing the Technology
Media function and ensuring that its needs are met.

Potential Roles and Responsibilities for this example,

continued
Security Responsible for security of all Digital Media including ticketing and the online
Manager, Digital store.
Media
Technical Responsible for the technical architecture of all Digital Media including ticketing
Architect, Digital and the online store.
Media
Operations Responsible for coordinating operations including monitoring and incident

Manager, Digital response across all OCOG and third-party Digital Media operations.
Media
Application Responsible for OCOG Digital Media application development and assuring
Development design, features, usability, accessibility, availability, performance, and security are
Manager, Digital implemented to the appropriate standards
Media
Results Responsible for integration of the Olympic Data Feed (ODF) with OCOG Digital
Integration Media and any OCOG API or widgets developed to disseminate select data. Not
Manager, Digital responsible for the planning, development, delivery, or operations of the ODF.
Media
Senior Marketing Responsible for ensuring consistency and quality across all Digital Media
Manager, Digital commercial projects including ticketing, e-commerce, and sponsor recognition.
Media Digital Media representative responsible for servicing the Marketing, Brand
Protection, Sponsorship, Ticketing, Licensing, and Merchandising functions and
ensuring that their needs are met.
Sponsor Responsible for the delivery of sponsor recognition and advertising across all
Recognition Digital Media. This includes the process for reviewing creative, delivering creative,
Delivery and all internal and client reporting.
Coordinator,
Digital Media
Appendix II: Phases of

Implementation
Foundation Phase (G-84 to G-36)
Olympic and During this period, there should be a strong focus on information about the
Paralympic Olympic Games. This information will consist of elements including Olympic and
Games Paralympic sports, anti-doping, sports heritage, and Olympic heroes in the host
Information country; the proposed venue plan; key dates in the build-up to the Games; and
educational material targeted mainly at those in the host country and city.
Organising Information for the media including image galleries, news releases, media FAQs,
Committee media kits, press operations, and key contacts. Information for the public
Information including the OCOG‘s vision, mission, values, structure, board of directors,
management team, timeline, bid history, employment opportunities, procurement
opportunities, and sponsor and partnership opportunities. No key operational
activities are envisaged at this stage.
Consumer Engagement Phase (G-36 to G-6)
Olympic and Olympic Games information expands to include operational-related information,

Paralympic including regular updates on Olympic Games preparation (e.g., venue
Games construction, competition schedules). This information increasingly targets an
Information international audience.
Organisation Organising Committee information expands to include partners and sponsors,

Committee business plans and budgets, cultural events, and the brand and look of the
Information Games.
Mascot Effective use of Digital Media can significantly extend the reach of the Mascot
program. Engaging kids with the mascots through Digital Media often requires a
significantly different user experience compared to other OCOG Digital Media
initiatives. Consider working with an organisation that has deep experience
delivering Digital Media for children when planning the Digital Media initiatives for
the mascots.
E-Commerce  The complex issues surrounding the development and operations of an e-

commerce system require expertise and experienced professionals. As
such, the IOC recommends that the OCOG partner with an e-commerce
solution provider to provide both the online storefront as well as
inventory and fulfilment management.
 Coordination with the IOC on the OCOG e-commerce commercial and
operational model is strongly recommended.
 One potential commercial model successfully deployed by past OCOGs
involves having the e-commerce partner take full management and
financial responsibility for technology, inventory, operations, and
marketing. The OCOG e-commerce partner agrees to implement and
maintain the design of the online store in accordance with the OCOG‘s
brand and evolution of the brand. The OCOG e-commerce provider agrees
to pay a minimum guarantee and a percentage of top-line revenue to the
OCOG. The minimum guarantee is critical as it provides the e-commerce
partner with sufficient incentive to promote the store and products
through marketing and advertising.

Consumer Engagement Phase (G-36 to G-6), continued
E-commerce  For more information on e-commerce, please refer to the Technical

(continued) Manual on OCOG Marketing.
Workforce  As for ticketing, Digital Media plays a key role in the recruitment,
Recruitment retention, and training of Olympic volunteers and paid workers. Although
(Volunteer and the level of expertise to run an online volunteer and paid workforce
Paid) recruitment programme is not as high as for ticketing, the OCOG should
consider a partnership with a company specialised in recruitment and/or
online community building.
 For more information on Olympic volunteers, please refer to the Technical
Manual section on ―Workforce.‖
Education Effective use of Digital Media can significantly extend the reach of the Education
programme. Engaging kids through Digital Media often requires a significantly
different user experience compared to those of other OCOG Digital Media
initiatives. Consider working with an organisation that has deep experience
delivering Digital Media for children when planning the Educational Digital Media
initiatives.
Culture Digital Media is one of the most important channels for communicating the
Olympic cultural program, initiatives, and events. Spectators will rely on the sports
and cultural information communicated through Digital Media to plan their
Olympic experiences.
Sustainability  Digital Media is one of the most important channels for communicating
Olympic sustainability initiatives. Effective communication through Digital
Media about transportation and accommodation can greatly reduce
single-occupancy vehicle use through the promotion of walking and
public transportation to get around the Games.
 In addition to communications objectives, Digital Media can also
contribute directly through reduced print publishing and reduced
infrastructure. Whenever possible look to leverage virtualisation, cloud,
and content distribution platforms to minimise OCOG-specific Digital
Media infrastructure.

Consumer Engagement Phase (G-36 to G-6), Continued
Ticketing  The delivery of a ticketing programme is one of the most critical

areas for the ultimate success of an Olympic Games, and the
Internet is the primary channel for communicating ticket
information and facilitating the sale and management of tickets.
The complex issues surrounding the development of a ticket
management system require expertise and experienced
professionals. As such, the IOC recommends that the OCOG partner
with an online ticketing solution provider.
 Time should be invested early in the process to work with the ticket
solution provider to build a process, controls, and technical
solutions to reduce the ability for scalpers to run automated tools
in order to acquire tickets.
 For more information on ticketing, please refer to the Technical
Manual on Ticketing.
Spectator Guide  Spectators depend on OCOG Digital Media to learn about how to get to
and around the Games. The OCOG is required to maintain accurate
information about ticketing, venues, celebrations and ceremonies,
transportation, accommodation, travelling to the host country, and
accessibility. The IOC recommends providing interactive maps and
downloadable applications for mobile devices to aid spectators prior to
and during the Games.
 The OCOG and/or tourist authorities in the host country and city may put
in place a programme geared toward helping spectators find
accommodations. This programme should be linked to the OCOG website
and reservations should be accepted via the Internet.
 For more information on spectator accommodations, please refer to the
Technical Manual on Accommodation.
Test (Sport)  With the exception of results integration testing in shadow mode, test
Events events have not historically presented a very effective testing ground for
Digital Media readiness.
 OCOG Digital Media should engage early in the planning of test events to
confirm expectations regarding the need to provide the official websites
or other Digital Media for the test events. Leveraging the official Olympic
website or domain for these events can be complicated due to sponsor
conflicts.
Games-Time Phase (G-6 to G+2)
Olympic and The OCOG website is the official and authoritative website for competition results.
Paralympic It is critical that live results be available for all Olympic sports. The OCOG should
Games strive to provide a ―live results‖ experience that is comparable to or better than
Information that provided by each of the International Federations for their most prominent
global competitions.
Organising Organising Committee information should still be available but should not be the
Committee focus of the user experience. It is very important that the Games-Time content,
Information features, and user experience focus on best meeting the needs and interests of
the global Olympic audience.
Athletes‘ Bios Bios are required to be on the OCOG website for all Olympic athletes participating
in the Games.
Competition  The official live results must be made available through the Internet,
Schedule and specifically on the OCOG website utilising the Olympic Data Feed (ODF).
Results Live results should be made available globally within two (2) seconds of
the message being delivered through the ODF.
 Content related to the results (i.e., starting lists, athletes‘ biographies,
competition schedules, and other sporting events–related information)
should also be made available.
 It is important to note that the IOC will continue to promote a strategy of
distributed, non-exclusive results availability via the television rights-
holders, the International Federations‘ sites, and written press agencies‘
sites. The OCOG site, however, should serve as the main conduit for the
general public.
 The Olympic Charter establishes that the OCOG, at its expense, shall
provide each International Federation with the final results immediately
after each event in electronic form, in accordance with guidelines
established by the IOC. The IF has the right to display these competition
results for its own sport on its official website (see the Technical Manual
on Sport for more information).

Games-Time Phase (G-6 to G+2), continued
Cultural Festival Information about all of the cultural events taking place in association with the
Games should be available on the OCOG website.
IOC Website Area A substantial area of the OCOG‘s homepage must be made available to the IOC for
the IOC‘s communications. Details must be agreed upon with the IOC at least six
(6) months prior to the first day of the Olympic Games.
Paralympic A substantial area of the OCOG‘s Paralympic homepage must be made available to
Games the IPC for the IPC‘s communications. Details must be agreed upon with the IPC at
least six (6) months prior to the first day of the Paralympic Games.
If the root domain is redirected to the Paralympic homepage, this should not take
place until a minimum of five (5) days after the end of the Olympic Closing
Ceremonies. A prominent area must be made available on the Paralympic
homepage to easily enable users to navigate back to Olympic information. After
the end of the Paralympic Games, the root domain must be redirected to the
Olympic Games homepage.
Post-Games The OCOG should coordinate with the IOC to fully transition all content,
Phase (G+1 to applications, databases, and social media properties to the IOC in accordance with
G+12) the approved OCOG Digital Media Legacy and Transfer of Intellectual Property
Plan.
The focus of the OCOG Digital Media during the post-Games phase should be to
transition the audience from the OCOG properties and domain to the Olympic.org
properties and domain. At the same time, the OCOG must foresee that certain
contents will have to be published on the OCOG website during this phase and
take the necessary measures to make this possible.
Control and ownership of the DNS should be transferred to the IOC during this
phase.
Dissolution Phase (Dissolution)
Dissolution Dissolution will be fully complete after the IOC points the DNS away from the
Phase OCOG website to the section on Olympic.org dedicated to the event.
(Dissolution)
Appendix III: Budget

Appendix IV The appropriate OCOG Digital Media budget may vary from Games to Games
Budget depending on the scope of OCOG Digital Media initiatives undertaken. Fees for
platform development, hosting, and telecommunications may also vary
significantly by region. Previous OCOGs have budgeted in the range of US$12–20
million for the Winter Games and US$15–25 million for the Summer Games.
The majority of the budget is typically spent in the final two years leading up to
the Games. An indicative breakdown by year would see approximately:
 5 percent of the total budget allocated per year for the first four years (G-
84 to G-36)
 15 percent for year five (G-36 to G-24)
 40 percent for year six (G-24 to G-12)
 20 percent for year seven (G-12 to G-0)
 5 percent for year eight (G-0 to G+12).

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TECHNICAL MANUAL ON

5th Update Cycle – Post Vancouver Winter Games

Contractual Requirements and other Information

© IOC ALL RIGHTS RESERVED

1 Brand Guidelines .........................................................................26

3 Marketing and Revenue ...............................................................34

4 Legal Aspects .............................................................................35

5 Information Management ............................................................37

Appendix I: Organisational Structure .................................................42

Potential Organisational Structure..................................................................................... 43

Potential Roles and Responsibilities for this example ........................................................ 44

Appendix II: Phases of Implementation ..............................................46

Consumer Engagement Phase (G-36 to G-6) .................................................................... 47

Games-Time Phase (G-6 to G+2) ..................................................................................... 50

Dissolution Phase (Dissolution) ......................................................................................... 52

Appendix III: Budget .........................................................................53

The Olympic Games Experience

Continued on next page

The Olympic Games Experience, Continued

The IOC Games Management Approach

Continued on next page

The IOC Games Management Approach, Continued

A graphical illustration of the GRIP is found on the next page.

Continued on next page

The IOC Games Management Approach, Continued

The key messages behind this approach are as follows:

 Maintaining the position of the Games as an excellent and unique sporting

Continued on next page

Key considerations, Continued

About Technical Manuals

The Olympic Charter represents the permanent

HOST CITY CONTRACT

The Host City Contract sets out the legal,

Continued on next page

About Technical Manuals, Continued

Continued on next page

About Technical Manuals, Continued

Description Type Presentation

II. Changes from Previous Version

III. Cross-referenced Documents

List of Cross- Document name

IV. Contractual Requirements List

List of Title of the Contractual Requirement Page

VI. Games Readiness Integrated Plan

G-36 OCOG Digital Media Strategic Plan

 OCOG Digital Media Content and Initiatives Plan

Continued on next page

Games Readiness Integrated Plan, Continued

G-18 Monthly coordination meetings with IOC commence

G-18 OCOG Games-Time Digital Media Operational Plan

 OCOG Games-Time Operational Concept

Continued on next page

Games Readiness Integrated Plan, Continued

The venue selected by the organisers is deemed as appropriate for modeling

It is also important that OCOG Digital Media be protected from ambush

Continued on next page

Brand Guidelines, continued

Plans overview  OCOG Digital Media Content and Initiatives Plan