Administrator’s note: A great deal of insight into how the Gay Games have evolved over the years and what their intent is can be gleaned from a document prepared in 2003: The Image of the Gay Games. The emphasis on sports over parties and conferences, a source of debate among FGG members at the time, was backed up by a poll of participants from the 2002 Sydney Gay Games, which indicated in essence that the athletes who had trained for the event were not inclined to spend their time at conferences or parties while they had competition on their minds.
After noting the responsibilities and opportunities of being an LGBT event uniquely focused on sports and identifying a great portion of its mission as being to dispel stereotypes of the queer community, the paper notes in its marketing section:
The image and message of the Gay Games (the most largely attended non AIDS-related LGBT event), and consequently the expectations of our constituency, are different from those of other organizations and events within the LGBT community at large. We believe that for the Gay Games to survive the current organizational and financial crises that are affecting other local, national and international events, we need to take into consideration that many of our participants are repeat attendees. We do, therefore, have a distinctly identified constituency. It is important that we cherish and nurture this constituency and ensure that we produce and market an event that our constituents will appreciate so that they will continue returning many times in the future and bring new friends along as well thus making the constituency itself grow.
The image and message of the Gay Games is also quite distinct from other gay-related events, such as large dance parties, gay-themed festivals, etc. Therefore, it is important for each host city to focus its image and message in advertising and marketing for the Gay Games: on sport and culture; on the Federation’s principles of inclusion, participation, and achievement of personal best; on showcasing the diversity of the LGBT community – as opposed to just those facets that attract and receive the attention of the media – and on fostering respect both within and outside of the LGBT community.
Below is an HTML version of the PDF document that was produced by the FGG:
FEDERATION OF GAY GAMES
Strategic Planning Committee
Chicago, November 2003
IMAGE OF THE GAY GAMES
The following document is a reflection of the Image of the Gay Games. The creation of this
document is a result of the Federation’s work with the Strategic Planning Committee, the Executive
Committee and the Sydney Liaison Task Force as well as many conversations with Federation
directors and delegates who bring years of experience in the planning and management of the Gay
Games. The Image Paper is a reflection of the experience, learning and thoughts concerning some
of the core issues the Federation has faced in the past and continues to encounter presently as
expressed over several years by a committed group of Federation directors, delegates and
volunteers; by key stakeholders in the Gay Games movement – including sponsors, supporters and
participants and the board and staff of Sydney 2002.
The goal of the Image Paper is to stimulate creative thinking and dialogue, serve as a guide for the
Federation in identifying and addressing core and important issues and provide the following
guidelines to host organizations and to organizations bidding for future Gay Games:
Guidelines that address the “image” of the event, which are intended to help host and
bidding organizations to better distinguish the components of the event that the Federation
considers as core components (this is where the emphasis, focus and most of the resources
of a host is primarily directed) from those that are referred in this document as “ancillary”;
Guidelines that address the “size and scope” of the event, which are intended to help host
and bidding organizations to determine a prudent allocation of their resources.
It is expected that this document will go through periodic revision as the Federation continues to
meet the challenges of today, prepare for the future and address concerns and fulfill our mission to
make the Gay Games a stronger and more meaningful event.
THE GAY GAMES – THE BEGINNING OF A DREAM
Dr. Tom Waddell, a 1968 Olympian in the decathlon, envisioned the dream of a Gay Games. Tom
shared this dream with others in the San Francisco Bay area and in 1981 led a group of committed
lesbian and gay sports people to hold the first “Gay Olympics” in San Francisco in 1982.
Waddell had the idea to create Gay Games to:
Break down stereotypes around the notion of gays and lesbians in sports;
Build bridges between the mainstream (heterosexual) and LGBT sports community; and
Foster the creation, both locally and internationally, of a context and a movement in which
an increasing number of inclusive sports activities would be available for gays and lesbians.
Dr. Waddell’s dream was originally fulfilled by San Francisco Arts & Athletics, a local
organization that in 1989 legally changed itself into an international governing body, the Federation
of Gay Games.
The Federation’s mission is to foster and augment the self-respect of the LGBT community
throughout the world, primarily through an organized, international athletic and cultural event held
every four years commonly known as the “Gay Games.” The Federation of Gay Games exists to
safeguard the spirit, integrity and quality of the Gay Games so that the Games can assist in the full
emancipation of lesbians, gay men, bisexuals, transgender throughout the world. To this end, the
Federation values inclusion, participation and attainment of personal best (the Federation’s
Principles), as well as celebration, emancipation, respect and honesty. In order to maintain its
activities and sustain the organization for the future, the Federation operates as a fiscally
responsible non-profit community enterprise that invests in the strengthening and development of
the lesbian and gay communities through sport and culture.
SPORTS AND ITS PARTICIPANTS – THE CORE
AND SOUL OF THE GAY GAMES
The element that makes the Gay Games unique with respect to other LGBT events of comparable
size is the sports component. The Gay Games sports program has proven, over time, to be the
foundation for the components of the event and the other ancillary activities.
The Sports Program of each Gay Games includes:
Core Sports: The core sports of the Gay Games consist of twenty (20) sports selected by
the Federation to represent the Federation’s Principles of inclusion, participation and
attainment of personal best.
Additional Sports: In addition to the core sports, each Gay Games Host may choose up to
eight (8) sports to make up the sports program for that particular Gay Games.
All sports are conducted in accordance with the Federation of Gay Games Red Book. Specifically,
the sports must:
Conform to international rules set forth by the approved international amateur sporting
body applicable to the particular Core or Additional Sport.
Conform to and be consistent with the Federation’s Principles.
Permit participation regardless of gender and age;
Permit sanctioning of a sport, if the Federation determines that sanctioning a given sport
enhances the Federation’s Principles and enhances safety or reduces potential liability for
the Host or the Federation.
Foster the participation of casual participants in sanctioned sports, without significant cost
Advocate a safe, appropriate and accessible venue.
Recognize that such rules, policies and procedures may be affected by and must conform to
the Federation of Gay Games Ergogenic Substances Policy.
Sports being considered for inclusion or retention in the Gay Games sports program should adhere
to the following criteria:
Provide for continuity from one Gay Games to the next.
Allow for the broadest representation of the LGBT sporting community.
Enhance contact with and develop relationships with international governing/organizing
Provide a forum in which to create our own international governing/organizing body where
necessary. Examples of this include the International Gay and Lesbian Figure Skating
Union and the International Association of Gay and Lesbian Martial Artists.
Must be played internationally.
Have diversity of participant types (for example, team and individual participants).
Foster diversity of skill type (for example, figure skating, wrestling, martial arts and track
and field all require different motor skills).
Encourage the participation regardless of gender and age.
Include categories or divisions that appeal to or are open to a broad range of:
Experience or skill levels, where applicable;
Recreational and elite levels.
Be cost effective or cost neutral for the Host.
Previous host cities have tried to propose and institute a complementary program of exhibition
sports, which are sports not included in the official sports program. In many cases, the sports
selected are indigenous to the geographical region of the host. However, prior history and
experience demonstrate that the inclusion of exhibition sports diverts certain and sometimes
significant resources from the Host for a program that is usually significantly reduced or eliminated
altogether. As such, it is the Federation’s position that the host should not divert resources for the
organization of exhibition sports. The Host may propose to add exhibition sports only when and if
their feasibility is indisputably determined. The Federation will have the right to approve or
disapprove such additions.
Guidelines with respect to the size and scope of the sports program are addressed in the Red Book
and a separate document defining the size of the minimal plan that must constitute the host’s initial
plan of implementation of the event. Among other things, those documents define the total number
of participants to be used by the Host in developing in the Initial Plan for the production of the
event. The Federation does not define caps for the number of participants per sport, because such
caps depend on too many specific factors that are particularly host-related, such as the venues
proposed by the host or the duration of a specific tournament. Whenever possible, however, the
Federation Sports Committee will provide formulae permitting the hosts to determine the optimal
utilization of their venues, including the computation of the maximum number of participants that a
given tournament may include, based on those aforementioned specific factors.
Additionally, in order to ensure that the Gay Games sport program is financially viable, hosts
should carefully conceive their participation fee table, especially for registrants entering multiple
sports. Previous hosts have found that participants who registered in multiple sports represented a
significant financial loss due to the lack of an appropriate fee structure for multiple sport applicants.
Therefore, the Federation will encourage future hosts to consider implementation of a multi-priced
participant fee structure, specific per sport – that is, a higher participation fee may be applied to
sports that are more costly to produce
CULTURE – PAST, PRESENT AND FUTURE
One of the key reasons a cultural component was initially included in the Gay Games was
administrative. U.S. law did not permit 501(c)(3) nonprofit status for sports-only organizations at
the time San Francisco Arts and Athletics applied for the designation with the U.S. Internal
Revenue Service. Consequently, the cultural component was necessary to qualify as a 501(c)(3)
corporation. Although U.S. tax legislation was later amended and, today, sports-only organizations
are eligible for U.S. tax-exempt recognition, the cultural events have now undeniably become a
traditional component of the Gay Games. There is also a belief, deservedly so, that artistic and
cultural expressions are manifestations of the diversity of the GLBT community.
Core Cultural Activities are participatory events requiring registration. Examples include choir and
band performances (see more detail below). These activities are addressed by the License
Agreement and in the cultural Red Book. The Core Cultural Activities are open to anyone
regardless of their artistic skills or of their amateur/professional status.
Starting in 1986, in addition to the Core Cultural Activities, each Gay Games host attempted to
create a comprehensive Cultural Festival, including non-participatory special cultural performances
by individuals or artistic groups with wide-ranging degrees of professionalism.
Unfortunately, the Cultural Festivals have developed into a series of events that each host city has
increased in size and scope without sufficient consideration of budget impact or volunteer
resources. Consequently, Gay Games III, Gay Games IV, Gay Games V and Gay Games VI have
all faced budget deficits to which the Cultural Festivals have significantly contributed.
Reasons are varied for failures of Gay Games Cultural Festivals, including:
Past lack of definition between the Core Cultural Activities and ancillary cultural events.
Significant expenditures (money, host staff, volunteer, advertising and marketing resources)
not balanced by the final income generated by the events, resulting in a financial shortfall.
Ambitious programming and budgeting, together with ticket sales that have not kept pace
with such ambitious programming.
Lack of focus on Core Cultural Activities.
Significant time, expertise and resources needed to produce an ambitious, large Cultural
Festival, with little to show in the way of results.
Incomplete financial records in connection with organizational planning of a large Cultural
Downturn in the international economy.
Lack of a sponsorship program to offset costs of ancillary cultural events.
Varying commitment by LGBT cultural organizations themselves.
Repeated cultural component management turnover at Gay Games IV, V and VI.
Significant increase since 1982 in the number of organizations whose core mission is to
produce cultural and pride festivals and the consequent increase in the number of these
It should be noted that both Stichting GGV (the Host Organization of GGV) and Sydney 2002 (the
Host Organization of GGVI) indicated in their post-event reports that their Cultural Festivals took
too much time and effort on their parts to produce too few positive results. In view of these facts,
the size and scope of cultural components at the Gay Games have been and are still being evaluated
by the Federation.
The Federation has determined that realistic and financially responsible cultural components of a
Gay Games include:
The traditional, participatory Core Cultural Activities (Bands and Chorus events, and the
Rainbow Run) and one visual art event (e.g. a painting, sculpture, photo or poster exhibit),
which themselves merit a careful analysis as to size, income generated, and local and/or
Possibly, a set of additional participatory activities, which are open to everyone regardless
of their artistic skills (in line with FGG fundamental principles). Hosts may propose the
addition of such events when income and resources are secured and/or guaranteed in excess
of those necessary for the implementation of the core components of the Gay Games. Such
proposals are subject to the Federation’s approval.
All participatory cultural events should be conducted in an integrated manner with the sports events
(e.g., cultural events can be conducted at sports venues during the breaks of a sports event). The
costs to organize, promote and produce them should be as close as possible to being completely
covered by the income generated.
The Federation has also determined that non participatory cultural activities may be offered only if
they can be outsourced to the event partners that agree to promote the image and message of the
Gay Games as defined by the Federation; these events must enhance and complement the image and
message of the Games, they must not use financial or volunteer resources of the Sports Program,
Core Cultural Activities, and Ceremonies and they must be subject to the Federation’s approval.
OPENING AND CLOSING CEREMONIES
The Gay Games is an Olympic-like event and as such, the Opening and Closing Ceremonies
have become a traditional part of the Gay Games event. However, our image and message –
based on our principles of participation, inclusion and attainment of personal best – are very
different from the Olympics. The FGG strives for and takes pride in these differences that make
our event so unique.
One important difference is that the Ceremonies evoke the spirit of the Gay Games, focusing on the
history and accomplishments of its participants as well as reflecting the cultural history and
diversity of the host community. The Federation supports the position that the Parade of
Participants should occur as early in the Ceremony as possible, so that the participants, who are the
real focus of the Gay Games mission, can enjoy as much of the entertainment as possible that is
included in the Ceremonies. The Federation recognizes that the host organization may depend on
ticket sales as an important source of income. However, whenever possible participants should be
seated in the spectators area.
Opening ceremonies should:
Reflect the Games’ sport and cultural constituency;
Emphasize sport and culture;
Embrace the variety of the LGBT experience;
Assist the community in presenting a broader representation of the global LGBT
community (i.e., there is more to the LGBT community beyond the typical media-glorified
images of the leather community, dykes on bikes, men in drag, etc. The Hosts should assist
the Federation in our effort to present a broader diversity of our community); and
Assist the community to evolve new paradigms by showing the true diversity of the global
LGBT community, thus breaking down the barriers to freedom and respect and
demonstrating that our community cannot be defined by or limited to stereotypes.
We know that our participants enjoy a concert featuring an internationally recognized gay icon
singer or an internationally acclaimed artist as part of the Opening or Closing Ceremonies. We
recognize that budget issues may determine if such entertainment is feasible, but such headliners
assist ticket sales and can serve as income generating events. For example, Gay Games I and II,
featured well-known artists such as Rita Mae Brown and Tina Turner. The Closing Ceremonies for
Gay Games IV, which was held at Yankee Stadium, featured an appearance by Patti LaBelle
(believed to be a primary reason the event was sold out). The addition of k.d. lang and of Jimmy
Somerville undoubtedly contributed to the success of Opening Ceremonies for Gay Games VI.
The Opening and Closing Ceremonies are, however, not without its own set of financial and
organizational issues. Past problems include:
Lower than projected ticket sales for the Opening Ceremony to Gay Games III, IV, V and
Significant venue rental cost and union fees for Yankee Stadium as well as a change in the
mayoral administration in New York;
Lack of a recognized headline entertainer at Gay Games V;
Lack of differentiation between the Opening and Closing Ceremony (for example, Gay
Games V offered a Closing Ceremony that was basically a repeat of the opening
An inability to actualize forecasted income and lack of planning that undermined the
Closing Ceremony in Sydney.
It is our belief that sound organization and financial planning of our ceremonies would result in an
event that is both satisfying and does not present a financial handicap in the overall budget of the
Games. The FGG is not opposed to continuing the tradition of having two stadium-like events for
the ceremonies. However, we urge hosts to select such venues using conservative estimates in the
number of ticket sales and thus, the total capacity of spectators. Bidding organizations should also
analyze their resources and present their respective positions regarding the ceremonies during the
bidding process. Emphasis on the use of cost-prohibitive venues must not be the core of ceremony
As previously stated, the inclusion of headliner entertainment may certainly turn out to be a major
highlight of the ceremony. However, the hiring costs of these entertainers should be given careful
consideration in the ceremonies planning and budgeting. The inclusion of spectacular sport/athletic
performances would focus on the mission and purpose of the Gay Games at a much lower cost and
certainly be generally much appreciated by the participants as well.
ANCILLARY EVENTS DURING THE GAY GAMES
AND THEIR IMPORTANCE
Some hosts have previously proposed and added conferences to the Gay Games program.
Conferences organized during past Gay Games have covered topics such as human rights,
homosexuality in general, or homosexuality in relationship with various aspects of our society such
as labor relations. These topics are important but are not a primary part of the Gay Games mission.
The Federation is not opposed to the inclusion of conferences. However, since they are not a core
component of the Gay Games event, host organization resources cannot be allocated to organizing,
promoting and delivering such events. Additionally, if a host decides to include conferences in the
Gay Games program, the topics of these conferences must be related to the mission, image and
vision of the FGG and Gay Games movement (e.g., homosexuality and sports/art, integration
through sports/art, self esteem and empowerment through sports/art, etc.). The FGG must be a
more visible part of any such events under the Gay Games brand and should retain approval rights
over the topics of any conference associated with our event.
Over the past few years, there has been an increase in organizations whose mission is to promote
academic conferences around or related to LGBT issues, some including sport (e.g., the U.S.-based
Gay and Lesbian Athletics Foundation. It is the FGG’s position, therefore, that hosts should
explore opportunities to partner with such organizations so that conferences are organized,
promoted and produced by external groups with requisite expertise, independent of the host
organization’s financial, staff, volunteer or other core event resources.
The Federation acknowledges that parties can be an important source of revenue that can
significantly contribute to ensuring that a Gay Games budget remains balanced and successful.
However, the core image and message of the FGG and the Gay Games movement is not about
parties. Hosts should ensure that their Gay Games promotion to sponsors, in advertising and in the
media is focused on the core mission of sport and cultural events and that parties do not overshadow
that vision. The image and message of the Gay Games must focus on its being the largest
international amateur sports and cultural event based on the principles of inclusion, participation
and attainment of personal best.
As for the number of such parties, experience has shown that a total of two or three large parties
over a Gay Games week are sufficient and feasible. Any parties beyond those numbers, such as the
five parties organized during Sydney 2002, are too numerous to ensure sufficient attendance and
cover requisite costs.
Given past experience with competitive promoters, hosts should be aware that independent party
organizers will attempt to hold their own events by taking advantage of the Gay Games brand to
profit from the participants and tourists in that city for the Gay Games. To the extent possible,
hosts should explore means to secure venues in order to prevent independent promoters from
hosting competitive events that offer no profit or benefit to the host organization and quite possibly
damage the Gay Games brand and image. It is up to the host to determine whether, given the reality
of their city, it is preferable to manage the parties directly or to outsource any parties to external
promoters who, in exchange, pay a license fee to the host.
MARKETING, ADVERTISING AND MEDIA
STRATEGY AND OUTREACH FOR GAY GAMES
The image and message of the Gay Games (the most largely attended non AIDS-related LGBT event),
and consequently the expectations of our constituency, are different from those of other organizations
and events within the LGBT community at large. We believe that for the Gay Games to survive the
current organizational and financial crises that are affecting other local, national and international
events, we need to take into consideration that many of our participants are repeat attendees. We do,
therefore, have a distinctly identified constituency. It is important that we cherish and nurture this
constituency and ensure that we produce and market an event that our constituents will appreciate so
that they will continue returning many times in the future and bring new friends along as well thus
making the constituency itself grow.
The image and message of the Gay Games is also quite distinct from other gay-related events, such as
large dance parties, gay-themed festivals, etc. Therefore, it is important for each host city to focus its
image and message in advertising and marketing for the Gay Games: on sport and culture; on the
Federation’s principles of inclusion, participation, and achievement of personal best; on showcasing
the diversity of the LGBT community – as opposed to just those facets that attract and receive the
attention of the media – and on fostering respect both within and outside of the LGBT community.
This also includes: the choice of media through which the host city decides to advertise the event; the
sponsors that are chosen to financially support the event; and the choice of messages and images
conveyed to the media and public at large.
Corporate sponsorship of the Gay Games has varied over the last 20 years, with New York setting the
standard in 1994. Amsterdam in 1998 also managed to secure significant sponsorships from several
well-known companies. Sydney’s corporate sponsorship opportunities were uniquely challenging due
to several factors, including global recession, global increase in insurance costs, the consequent effects
of international terrorism as well as by its geographic location in the Southern Hemisphere.
The development of sponsorship protocol for the host city continues to evolve. Ongoing challenges
that the host city and Federation must address in the development of such protocol include:
Sponsorships for the event vs. sponsorships for the Federation.
Cash vs. in-kind contributions.
Defining the sponsorship opportunity keeping in mind the differences between the Gay Games
and other events of comparable size (i.e., generally little or no television exposure, limited
knowledge of the Gay Games logo or product worldwide, etc.).
Lack of appropriate images.
No prior history of target marketing data that can be used to entice sponsors at this stage.
Image of the Gay Games in relation to its proposed dates and
concurrent events in the host city
The integrity of the event is a priority for the FGG. We have a philosophical preference that hosts do
not associate the Gay Games with another event taking place at a similar time in the host city so that
the image of our event is not confused by or diluted by such events (examples include a host city’s
annual LGBT pride observance or gay/lesbian film festival). Additionally, our experience has proven
that, contrary to common belief, events that occur simultaneously do not create a better synergy,
thereby increasing their chances for success. In fact, the opposite is typically true, with both events
competing with each other in securing available funding, sponsorships, volunteers, etc.
In light of these issues, the FGG remains open to discuss compelling reasons for bidding or host
organizations to propose partnering with such independent organizations and/or planning the Gay
Games event in concurrence with other events. The FGG’s guiding principle is that such reasons must
clearly demonstrate that the proposal will result in a positive impact for the Gay Games.
Outreach is an important goal for the FGG and the Gay Games movement. By including new
countries, communities, under-represented constituencies and individuals into the Gay Games
movement, we spread the Gay Games ideals and sow the social and political seeds for a better society.
This is especially significant for those regions of the world where widespread discrimination occurs,
and where not only is acceptance far from being achieved but to be an open and proud member of the
LGBT community is indeed life threatening.
Gay Games hosts serve as key players in the achievement of this goal. In particular, the scholarship
program instituted by each Gay Games host offers opportunities to experience the spirit and
community of the Gay Games to individuals who would not otherwise be able to attend the event.
On the other hand, it is vitally important to ensure that each Gay Games is financially successful and
that each host organization and community is safeguarded from the past history of fiscally
unsuccessful events. A legacy of sound fiscal management and solvency is crucial for the future of the
Gay Games movement. Hosts are therefore presented with the following recommendations:
Ensure that the Scholarship program is proportionate to the overall budget and that it does not
divert resources from other more important departments, such as Sports, Culture, Ceremonies
The actual money funding the scholarship program should not come directly from the host’s
assets. The host has the responsibility to leverage funds earmarked for scholarships from
philanthropic organizations, corporations, governments or private individuals.
Each host has the freedom to select the criteria (geography, financial need, etc.) to allocate
scholarships, provided that a significant allotment of those scholarships goes only to
participants registered in sports and cultural events. Scholarships should be shared between
these two groups in a percentage similar to the percentage of total registrations in these two
areas (at past Gay Games, this percentage is approximately 80 – 85% for Sports and 15 – 20%
Host should work with the FGG’s Scholarship Task Force to ensure the best possible
coordination and minimum duplication of resources and energy regarding the respective
targeted scholarship programs.
The Federation also believes that outreach to professional athletes (gay or non-gay), important
as role models, is a component that has never been sufficiently pursued. The same applies to
entertainers with a certain international celebrity.
FISCAL MANAGEMENT AND RESPONSIBILITY
Each Gay Games since 1990 has operated at a deficit for a variety of reasons. The Federation has
reviewed the various assumptions, planning strategies and unique factors associated with the
respective host organizations. In that light, we have also examined the increasing size and scope of
the Gay Games, evaluated the impact of the continuing global downturn and its effect on all levels
of society, considered the lessons of Vancouver, New York, Amsterdam and Sydney as well as the
impact of terrorism and international events.
As the governing body of the Gay Games, it is the primary responsibility and goal of the FGG
Board of Directors to determine and implement remedies to resolve these issues and to ensure that
our event is financially successful so that the Gay Games mission continues into the future. We
have a good faith obligation to our participants and to all Gay Games stakeholders to give direction
and provide oversight to ensure that host organizations clearly understand our history and do not
repeat past mistakes or misstate the image and message of the Gay Games.
As the governing body of the Gay Games movement, it is our duty to our event and to our
constituents to leave a legacy for the future that is better than we found it.
Therefore, the Federation will:
Continually address and manage the issues that arise in connection with fiscal and other
problems associated with the organization of the Gay Games;
Refocus emphasis of our core components, image and message of our event;
Establish a financial model that emphasizes prudent fiscal management in relation to a predetermined
number of total participants and based upon a conservative Initial Plan and
budget. Such Initial Plan incorporates defined benchmarks that can trigger an increase in
size and scope of the Plan if and when actual income is realized;
Ensure that the Federation and our host organization adhere to such model;
Ensure that we clearly communicate to future bidding organizations and to our current host
which areas of the host’s financial resources should be allocated in priority; and
Protect the future of our event, our brand and our mission by effectively managing and
participating in an open and transparent partnership with the host organization.
Our years of experience have taught the FGG that financially prudent planning and implementation
of the Gay Games event is essential. Administrative costs are an integral part of that fiscally
responsible planning and we believe it is important to address some relevant issues.
Past hosts have under-budgeted and overspent for staffing and administrative costs, especially in the
earlier stages of the production of the event. Such expenditures are directly related to the number of
paid staff and respective salaries, taxes and insurance; to fees for services of independent
contractors and professional experts (e.g., legal, public relations); to perks offered to key staff such
as cars, personal assistants, travel stipends, etc. Too late, host organizations realized that they were
living beyond their means and that they could not afford it – but the money was already spent.
It is true that some of the administrative costs were beyond the host’s control, such as key staff
turnover and legal costs for lawsuits. On the other hand, past host organizations had not reasonably
and realistically factored such contingencies into the budget. The FGG’s position is that prudent
and responsible financial planning (including staffing), beginning with a conservative spending
policy and a more conservative plan, will provide protection and stability for the host organization
and the Gay Games event.
ROLES AND RESPONSIBILITIES OF THE FGG
• Ensure that the FGG name and logo is used in a manner that reflects the quality and the
image of the organization and brand;
• Work with the Host Organisation to ensure prudent fiscal management of the Gay Games;
• Protect the future of the Gay Games event and brand by managing the event in partnership
with the Host Organization
• Participate in an open and transparent