ABSTRACT
There is a multitude of reports that are written after a major sports event is hosted. For OCOGs, the IOC now requires a final report to be submitted; however, it also requires the OCOG to participate in a transfer of knowledge process where reports are written by different sports and different divisions or FAs and presented during a debriefing session to the next Host City. The more detailed and the higher the quality of the report, the better and more useful the transfer of knowledge can be. Stakeholders often also write reports to determine key learnings for the next time (if there is one) the given organization will be involved in the endeavour. For example, the marketing departments of Games sponsors often prepare reports for the rest of the organization and other interested parties (e.g. stockholders). Governments also prepare reports and usually undertake audits on spending and outcomes. For example, the Office of the Commissioner of Official Languages prepared a report of the 2010 Olympic Winter Games in Vancouver on the OCOG’s and Canadian federal government departments’ French/ English language efforts (see Office of the Commissioner of Official Languages, 2010). As well, for the 2010 Delhi CWG, the Indian federal government auditor’s report revealed that the final Games budget was 16 times higher than initial estimates, going from US$270 million to US$4.1 billion; yet only US$35 million were generated as revenues. The report also revealed that the organizing committee was rife with favouritism, bias, and flaws, especially regarding authority, decision-making delays, accountability, procurement/tender decisions, and unity of command (Cutler, 2011f ).
