Le Grand Départ Tour the France 2015 took place in Utrecht on the 4th and 5th of July 2015. In advance to the first two stages a major side-event program is carried out which started a 100 days before the 4th of July. Utrecht University, School of Governance carried out a research to the legacy of Le Grand Départ Tour the France in Utrecht in cooperation with Utrecht University of Applied sciences, Hanze University of Applied sciences and the Mulier Institute. This research is commissioned by the local organizing committee of Le Grand Départ in Utrecht and is based on the project plan in which several legacy goals are mentioned. In this abstract we focus us on two types of legacy: 1) organizational legacy; what is the experienced cooperation between the several governmental and commercial organizations before, during and after Le Grand Départ? To what extend do organizations in Utrecht cooperate to create any social legacy and to what extend are the organizations focusing on creating leverage? 2) The social legacy; to what extend do the residents of Utrecht experience the side-event program which is carried out before and during Le Grand Départ.A link between the elite sport event and the legacy goals is created by organizing an ambitious side-event program, leveraging existing local government policies and programs. The aim of this study is to evaluate the effectiveness of the side-event program and gain insight in how a major elite sport event can be socially leveraged through a side-event program.
Digital transformation has been recognized for its potential to contribute to sustainability goals. It requires companies to develop their Data Analytic Capability (DAC), defined as their ability to collect, manage and analyze data effectively. Despite the governmental efforts to promote digitalization, there seems to be a knowledge gap on how to proceed, with 37% of Dutch SMEs reporting a lack of knowledge, and 33% reporting a lack of support in developing DAC. Participants in the interviews that we organized preparing this proposal indicated a need for guidance on how to develop DAC within their organization given their unique context (e.g. age and experience of the workforce, presence of legacy systems, high daily workload, lack of knowledge of digitalization). While a lot of attention has been given to the technological aspects of DAC, the people, process, and organizational culture aspects are as important, requiring a comprehensive approach and thus a bundling of knowledge from different expertise. Therefore, the objective of this KIEM proposal is to identify organizational enablers and inhibitors of DAC through a series of interviews and case studies, and use these to formulate a preliminary roadmap to DAC. From a structure perspective, the objective of the KIEM proposal will be to explore and solidify the partnership between Breda University of Applied Sciences (BUas), Avans University of Applied Sciences (Avans), Logistics Community Brabant (LCB), van Berkel Logistics BV, Smink Group BV, and iValueImprovement BV. This partnership will be used to develop the preliminary roadmap and pre-test it using action methodology. The action research protocol and preliminary roadmap thereby developed in this KIEM project will form the basis for a subsequent RAAK proposal.
Uiteindelijk bleek er nipt onvoldoende politiek draagvlak om het traject tot uitvoering te brengen. De aanpak 'vanuit maatschappelijke waarde naar het ontwerp van een vernieuwend evenement' heeft wel veel positieve reacties opgeleverd.Als kennispartner van het WK Wielrennen 2020 initiatief is het lectoraat Praktijkgerichte Sportwetenschap betrokken geweest vanaf de eerste business case, via het haalbaarheidsonderzoek tot een bijdrage aan het op een rijtje zetten van feiten voor het lobby traject.
Sportevenementen worden veelal mede mogelijk gemaakt door bijdragen vanuit de lokale, regionale of nationale overheid. Er mag van een sportevenement dan ook worden verwacht dat het een bijdrage levert aan de lokale gemeenschap, stad, of land (Gratton, Shibli & Coleman, 2005; Dickson, Benson, & Blackman, 2011; Hiller, 2000). Steeds vaker wordt er kritisch gekeken naar de maatschappelijke bijdrage die een sportevenement genereerd. Weegt deze wel op tegen de publieke kosten? De afgelopen 30 jaar wordt er dan ook steeds meer onderzoek gedaan naar de effecten die evenementen hebben op de lokale gemeenschap (Cashman, Toohey, Darcy, Symons & Stewert, 2004). Hierbij was de focus in het verleden vooral gericht op de bijdrage aan de lokale economie, maar steeds meer worden ook de maatschappelijke bijdragen geëvalueerd (Preuss, 2007). Maar wat is de sociaal-maatschappelijke impact van evenementen en hoe kan deze optimaal worden benut, bestendigd en geëvalueerd?
