AVP Goes Green_Sydney Lindblad

The AVP Goes Green
A Sustainable Sport and Event Tool Kit for the
Association of Volleyball Professionals
Prepared by: Sydney Lindblad
Master of Science: Sport Management
Drexel University
August 24, 2015

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Sustainable Sport and Event Toolkit
Objective
The Association of Volleyball Professionals (AVP) produces, markets, and distributes
volleyball events worldwide, including the popular AVP Pro Beach Volleyball Tour (AVP,
2015). AVP is best known for promoting family-oriented events, supporting a healthy lifestyle,
and for its world-class athletes who have won numerous Gold, Silver and Bronze medals in the
Olympic Games.
The Sustainable Sport and Event Toolkit (SSET) is for event organizers to utilize in an
effort to decrease environmental impacts on host cities. This toolkit is specifically designed for
the AVP to implement for their Pro Beach Tour. Creating eco-friendly events not only positively
impacts host cities but creates socially responsible staff, players, sponsors, spectators, and
stakeholders.
Purpose
The purpose of the Sustainable Sport and Event Toolkit is to incorporate sustainable
values, policies, strategies, operational systems, goals, and marketing strategies. The toolkit will
promote and integrate positive impacts on the host cities’ economic, environmental, and social
surroundings.

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Background
Sporting events have been recognized as promoters of national identity, social unity, and
communal pride (Chappelet, 2012). Through the years, national and international sporting
competitions have grown into mega- events. Mega-events have historically been seen as a
catalyst for creation or redevelopment of facilities, enhancing transportation systems, and
improving economic development. After the 1984 Summer Olympic Games in Los Angeles
sport institutions saw the need to further examine the economic and environmental impacts of
sporting events (Collins, Jones, & Munday, 2009). The construction and production of these
events were heavily analyzed to determine if the benefits were outweighing the costs on host
cities. In particular the impacts to environmental externalities were being researched including
the increase release of carbon emissions, depletion of natural resources, and increase in waste
resulting from hosting a mega-event.
Environmental issues formally moved into political mainstream after the 1992 United
Nations Conference of Environmental Development (International Olympic Committee, 2015).
The conference developed Agenda 21, a plan to approach environmental and development issues
moving into the 21st
century. Shortly after, the International Olympic Committee (IOC) adopted
this framework of thinking and amended the Olympic Charter to address sustainable
development issues. The amendment extended the IOC’s role to “encourage and support a
responsible concern for environmental issues, to promote sustainable development in sport and
to require that the Olympic Games and held accordingly” and “to promote a positive legacy from
the Olympic Games to the host cities and host countries” (International Olympic Committee,

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2015). In 1994 the Centennial Olympic Congress created the third pillar of Olympism to include
respect for the environment (Collins, Jones, & Munday, 2009).
The attention and coverage of environmental governance provided a unique platform for
sport organizations to test sustainable strategies and spread awareness for wider implementation
(Collins, Jones, & Munday, 2009). The IOC has been leading the sustainable movement in the
sport industry with the creation and implementation of several environmental management
systems including design and construction, energy and waste management, preservation of
natural resources, transportation, and ethical supply chains (International Olympic Committee,
2015). These strategies have been adopted and executed by numerous sport institutions creating
and developing sporting events.
In 2008 the Olympic Organizing Committee for the Vancouver 2010 Olympic Games in
partnership with International Academy of Sports Science and Technology (AISTS) developed
the Sustainable Sport and Event Toolkit (SSET) (Olympic movement, 2015). This toolkit
provided sport institutions with instruments to make their event truly sustainable. The Vancouver
Games were the first games to include sustainability in their mission statement and fully
incorporate green strategies to their planning and operations of the 2010 Winter Games. The
SSET identifies environmental, social and economic issues and opportunities in venue and site
selection, construction, venue and office management, community and supply chain
involvement, transport and accommodation, catering, food and beverage, and marketing and
communications. This toolkit was fully supported by the IOC and became the Principal
Supporting Partner. These guidelines were quickly being applied by International Sports
Federations, National Olympic Committees, and National and International sporting events.

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Professional sport leagues in the United States have made their commitment and efforts
to the greening movement, making socially responsible changes for several reasons
(Anonymous, 2012). Whether to save money, create less waste, enhance public relations, or just
because it was the right thing to do, these teams and venues have collectively saved billions of
dollars to reduce their environmental impacts. NASCAR’s Pocono Raceway new solar power
system offsets 3.100 metric tons of carbon dioxide each year, providing enough electricity to run
the raceway and one thousand nearby homes. The Minnesota Timberwolves constructed a two
and half acre green roof which prevents a million gallons of storm water from spilling into the
Mississippi River annually.
The Natural Resources Defense Council (NRDC), a leading environmental non-profit,
has worked with several professional sport teams and leagues to create sustainable operations
(Annonymus, 2012). In 2010 the NRDC partnered with Vulcan Inc. to launch the Green Sports
Alliance. This alliance brings together venue operators, team executives and scientists to
exchange information, solutions, and strategies to bring about environmental change in the
sporting industry. Additionally the NRDC created a Greening Advisor program where leagues
can find sustainability tips and green inspiration while saving money.
The Ecological Footprint Analysis and the Environmental Input-Output Model are two
strategies which explore the environmental impacts of sporting events (Collins, Jones, &
Munday, 2009). The Cardiff’s Ecological Footprint Analysis was applied to the 2004 Football
Association Cup Final to measure visitors’ physical consumption. Spectator consumption
included travel to and from the event, food and drink consumed at the event, infrastructure of the
event venue, and waste generated from the event. The study found the overall footprint effects of

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a typical visitor attending the event was seven times greater than if the person had stayed at
home going about their normal every day activities. Spectators are engaged in a very different
and high pattern of consumption compared to their daily habits. Travel was found to represent
fifty four percent of the total footprint.
The Input-Output analysis is the most common method of estimating overall (direct and
indirect) economic consequences of events (Collins, Jones, & Munday, 2009). It examines the
economic impacts of visitors at events. The model provides an estimate of how production
processes affect environmental indicators. For example, it looks at the ratio of water used at the
event compared to water consumed without the event. One of the most valuable advantages in
using this analysis is it can identify the highest environmental impacts specific to an industry.
The model was used with the 2004 World Rally Championships to analyze the carbon-equivalent
impacts. It was found the highest impacts were due to spectator travel, second being agriculture,
forestry, and extraction sector due to the level of preparation and works needed on forestry roads
specifically for the event.
The single largest industry in the world is tourism, with sport tourism being the fastest
growing segment (Roche, Spake, & Mathew, 2013). Sport tourism is defined as “travel to
participate in a sport activity, travel to observe a sport, and travel to visit a sport attraction”.
Sport tourism can be divided into three segments to better understand and identify user groups’
wants, needs, and motivation for travel. The first segment is spectators, with the game or event
being the top motivation for travel. The second, sport attraction visitors are traveling to
experience celebrity and nostalgia events or opportunities. These tourists are interested in the
chance to see sport legends, meet a player or coach, or to visit famous sport facilities and venues.

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Finally, the third category includes the active participants. These individuals are traveling to
compete formally or informally in a sport. Sustainability in event tourism requires a process that
captures positive host community involvement to enable and maintain the event experience and
the destination’s attractiveness (Musgrave, 2011).
All sporting events, no matter the scale, size, or scope, have the same responsibility to
make environmental concerns a top priority (Ahmad, Rashid, Razak, Yusof, & Shah, 2013).
Successful greening events start at the inception of the project and involve all stakeholders
throughout the planning and production of the event. Key characteristics of sustainable events
include energy management, waste minimization, water consumption, eco-procurement,
communication, awareness, and sustainable development.
Paul Bush, Chief Operating Officer of EventScotland stated “Social and environmental
sustainability are two of the biggest issues facing the global events industry today and the
Sustainable Sport and Event Toolkit is a massive development in the field”. The SSET was
created for the Vancouver 2010 Olympic Games with the goal of limiting the environmental and
social impact on the host cities. Although the kit was created initially for the Vancouver Games,
it now is a guideline and toolkit for all event organizers to utilize in producing sustainable and
responsible events.
Sport organizations have a unique forum to communicate the importance and value of
environmental sustainability (Ahmad, Rashid, Razak, Yusof, & Shah, 2013). The greening of the
event should not only reduce the environmental impacts but to also leave a positive legacy for
the host city. This toolkit provides the AVP with sustainable strategies and opportunities to leave
a positive legacy at each event.

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Table of Contents:
Section 1- Sustainable Commitment and Strategy pg. 9
Section 2- Management pg. 13
Section 3- Event Site, Venue and Office Management pg. 21
Section 4- Community and Supply Chain pg. 27
Section 5- Marketing and Communications pg. 31
Section 6- Conclusion pg. 38

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Sustainable Commitment and Strategy
Objectives:
I. Create the commitment statement of AVP’s intentions to create and implement
sustainable events.
II. Determine the stakeholders who will be impacted by this sustainable commitment. These
stakeholders should include sponsors, host cities, players, employees, spectators and
volunteers. All stakeholders are encouraged to also commit to the sustainable movement.
III. Define the scope including time span, location(s), event(s) and activities to be addressed
by the commitment statement and strategy.
IV. Identify the top three goals to be accomplished with this sustainable commitment.

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Sustainable Commitment and Strategy
Methodology:
I. Commitment Statement:
“We, The Association of Volleyball Professionals (AVP), recognize our personal and
social responsibility to preserve and protect our natural resources. AVP commits to create and
implement sustainable initiatives within all of our programs and events. Working together with
our partners, sponsors, athletes, and host cities we promise to leave a positive legacy in the
environment, economy, and community.”
II. Stakeholder Benefit Chart:
This pledge to be socially responsible not only affects the organization and their
operations but will also have an impact on the stakeholders. The following chart identifies the
AVP’s stakeholders, their specific interests, and the benefits each can anticipate by making their
pledge to the AVP’s sustainable commitment.

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Stakeholder Interest Benefits from new campaign:
Athletes -Improve volleyball skills and
abilities
-Compete and win tournaments
-Increase image and awareness
-Build fan base
- Gain or strengthen a positive public image
- Increase news and media coverage
- Increase fan base
- New sponsor and endorsement
opportunities
Sponsors - Brand awareness and image
- Community relations
- Reach target market
- Product recognition and purchase
frequency
- Improve corporate social responsibility
- Increase media coverage
- New sponsorship level opportunities
Spectators - Event atmosphere
- Social engagement
- Team spirit
- Live experience
- Gain awareness of sustainable options
- Experience green venues and events
- New promotions and incentives
- Opportunities to make sustainable life
choices
Host Cities - Economic impact
- Reputation and image
- Increase awareness of City
- Increase tourism
- Platform to showcase community groups
and city
- Minimal impact to event site and
community
Employees - Produce a quality product
- Increase brand and image
- Develop and grow career
- Gain experience and knowledge
- Gain knowledge of sustainable efforts
- Career development
- Gain experience in producing sustainable
events
- Opportunities to make sustainable life
choices

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Stakeholder Interest Benefits from new campaign:
Volunteers - To give back to the community
- Connect with the sport and AVP
- Enjoy the competition while
volunteering
- Civic responsibility
- Positive feeling and conscious
- Feel a part of the sustainable movement
-Opportunities to make sustainable life
choices
- Opportunities to become socially
responsible
Vendors - Generate revenue at tournaments
- Increase product image and
awareness
- Produce a quality product
- Minimize expenses
- Gain or strengthen positive public image
- Reach a new market demographic
- Develop social responsibility
III. Scope:
This campaign will be launched for the 2016 Pro Beach Tour and will include each host
cities. Announcing the association's commitment statement will be launched three months prior
to the first tournament and marketing strategies will include press releases, press conferences,
and athlete appearances. The full marketing plan is outlined in Section 5- Marketing and
Communications.
IV. Goals for leaving a positive legacy:
1. Produce sustainable events and create minimal impact on event site and host city.
2. Spread awareness and promote change for living a sustainable lifestyle.
3. Support and contribute to event greening within the sporting industry.

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Management
Objectives:
I. Designate a Green Team to oversee the implantation of the sustainable commitment.
II. Determine team member’s tasks, responsibilities, and establish a way to work together.
III. Set measurable objectives and target goals.
IV. Address the significant environmental, social, and economical concerns for all
stakeholders.
V. Determine the method to check and review the objectives and target goals.
VI. Determine the form for reporting and documenting the sustainability policy progress.

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Management
Methodology:
I. Green Team:
The first step in forming the Green Team will be to create a Sustainability Division
within AVP. This division will oversee the full execution of the sustainability commitment.
However, success will be achieved through collaboration with multiple different employees,
divisions, and representatives. Other members of the Green Team will include AVP’s Marketing
and Communications Department, Event Management Department, Sponsorship Department,
and representatives from each of the host cities. The Sustainability Division will be responsible
for creating and implementing strategies to fulfill the commitment statement. This includes
forming their team, creating and assigning tasks, budgets, and executing the sustainable
components of the event. It is key to stay in constant contact and communication with all
Sustainability
Division
Marketing &
Communications
Host City
Representatives
Event
Management
Sponsorship

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members of the Green Team. Each member will be responsible for green initiatives in their
respected division, although some tasks will overlap and involve teamwork with multiple
members.
 Sponsorship: This division will be responsible for securing Green Sponsorships, preferred
transportation and accommodation vendors, and sponsorship activation. Working with the
Sustainable Division, they will identify companies who would be a “good fit” as a Green
Sponsor. These would include current sponsors, local sustainable companies in each host
city, sustainable corporations and companies that have shown an interest in committing to
adopting eco-friendly operations. These partnerships need to be in line with the sustainability
commitment to protect the credibility of AVP. Once the sponsorship deals have been
finalized, this division is also responsible for sponsorship activation. The green campaign
offers unique opportunity for activation through game day promotions, giveaways,
community involvement, exhibits and social media. Below are new sponsorship categories
available through the Green Campaign.

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Sponsorship Category Description Company Profiles:
Accommodation and
Transportation
- AVP’s preferred vendors
- Non-exclusive
- List will be specific to each host
city
- Are located near the event site in each
host city
- Current public transportation options
- Recognized as a green/sustainable
company
Green Supporter - Current sponsors have the option
to pay an additional fee to be
recognized as a supporting sponsor
of the commitment
-A Green leaf will be added to the
right top side of their logo in all
future marketing strategies
- Current sponsors of the tour who want
to pledge to the commitment
Reduce. Reuse. Recycle. - Official Waste Management
Sponsor
- Exclusive
- Experience in waste removal at large
scale sporting events
- Ability to commit to each host city
location and has the feasibility to do so
Uniform/Bathing Suits - Official Bathing Suit Sponsor –
- Exclusive
- Fair trade organization
- Uses recycled and eco-friendly
material
- Made in the U.S., supporting domestic
businesses
Green Lounge - Title sponsor
- Exclusive
- Lounge seating section with
refreshments, food, bar, seating
areas
- Separate from the premium
seating areas and offers admission
for a fee to any spectator
- The lounge will incorporate
sustainable living options including
lighting, seating options, tables
- Offer sustainable living solutions
- Produce Sustainable/Eco-friendly
household products
- Internal operations are socially
responsible

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 Marketing & Communications: The Green Campaign will need to be incorporated in all
aspects of marketing. From the launch of the campaign throughout the beach tour, the
sustainable initiatives should be highlighted. The marketing strategies should also be eco-
conscious, by not creating waste or depleting natural resources. Other efforts will need to be
coordinated with the Host City representatives to announce promotions, player appearances,
press conferences, and the featured community group for each city. The full marketing plan
is outlined in Section 5: Marketing and Communications.
 Event Management: The Sustainability Division will assist the Event Management
Department to incorporate sustainable options during the normal stages of planning. This
includes site selection, venue selection/construction, food and beverage vendors, on site
office management, and event day logistics. The two divisions will need to work together to
create and implement the sustainable strategies. For example, the Sustainable Division could
decide to implement plastic free tournaments. The Event Management Department will need
to be aware of this commitment and implement it into the logistics of the event and forward
the information to the food and beverage vendors, production, and sponsors.
 Host City Representatives: With the AVP’s headquarters located in Huntington Beach,
California, employees do not have in-depth knowledge of the surrounding communities of
each tour city. These representatives, living in the host cities, will be able to provide
invaluable information for the planning and production of the event. They will be most
helpful in identifying preferred green accommodation companies and local transportation
options.

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II. Measurable Objectives and Target Goals:
The environmental, social, economic impacts and opportunities that are significant to the
organization and stakeholders need to be identified. These will be the driving force behind the
implementations and strategies. The measurable objectives and target goals are also derived
from which factors are relevant. By making them measurable the sustainable strategies can be
determined to be successful or in need of revision to be more effective. For the first year in
launching the green campaign, AVP will set the following measurable objectives and target
goals:
1. Remove 100,000 cigarette butts and 100 pounds of trash through beach clean ups.
2. Feature a local community group and donate 5% of the tournament’s proceeds.
3. Encourage a plastic free event, decreasing the recycling waste by 25%.
4. Implement electronic ticket admissions, decreasing paper waste by 30%.
5. Secure $100,000 additional sponsorship dollars through the “Green Categories”.
6. Decrease CO2 emissions offering incentives for using sustainable transportation.

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Significant Factor Objective Measurement
Preserve natural resources - Beaches and waters - Record number of Cigarette butts
and pounds of trash removed off of
the beach
- Hold beach clean ups at the end of
each tournament
Give back to local
community groups
-Feature a community group in
each of the host cities at the
tournament
- Donate 5% of the proceeds from the
tournament to each group
Reduce plastic waste - Encourage a plastic free event
- Replace plastic with an
ecofriendly version (i.e. Use corn
based cups instead of plastic cups
for water
- Eliminate products packaged in
plastic
- Weigh recycling waste
- With less plastic the amount will
decrease
Reduce paper waste - Eliminate paper tickets
- Admission through e-tickets
-Offer electronic game day
programs and brochures
- Compare previous ticket entries with
admissions with new e-ticket program
- Reduce paper waste by the number
of programs not being printed and
only offered electronically
Engage stakeholders to
make a sustainable
commitment
- Secure additional sponsorship
dollars with the new Green
Sponsorship Categories
Sponsor agreements will recognize
companies as sustainable
supporters
- Previous sponsors have the
opportunity upgrade their category
to being recognized as a
sustainable supporter
- Amount of money secured with new
sponsorship categories
- Number of current sponsors that
upgrade to a sustainable supporter
- Green Initiatives taken on by
sponsoring organizations
Reduce CO2 Emissions - Offer initiatives for spectators to
arrive to the event in a non-
motorized vehicle
- Encourage spectators to sue
public transportation if available
- Record number of spectators that
arrive on a non-motorized vehicle
(walk, bike, skateboard, etc.)
- Survey spectators and see how they
arrived to the event

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III. Sustainable Performance Reporting
The sustainable performance of AVP will be documented through an annual report. This
reporting will provide the organization and stake holders a representation of the performance
both positive and negative contributions. This practice measures, discloses, and accountability
for AVP while working towards satisfying their sustainability commitment. The annual report
will summarize the company’s goals, strategies, and outcomes as they relate to the sustainable
commitment.
The report not only will be available for the public and stakeholders but will be
instrumental for the organization. By documenting the outcomes of the strategies put in place
for the past year, AVP will be able to adjust or make changes necessary to be more successful in
their efforts in the upcoming year. This reporting will be the responsibility of the Sustainability
Division.

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Event Site, Venue and Office Management
Objectives:
I. Select site and venue with a minimal ecological footprint.
II. Choose centrally located sites and venues.
III. Select or build venue sites with efficient energy sources.
IV. Offer public transportation services with low emission technologies.
V. Support and promote sustainable accommodations in close proximity to the event site.
VI. Provide trainings and information on sustainable travel to stakeholders.
VII. Implement responsible energy and waste management practices.
VIII. Ensure clean air by avoiding pollution.
IX. Implement a site restoration plan.
.

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Event Site, Venue, & Office Management
Methodology:
I. Site and Venue Selection:
The tour encompasses seven cities across the nation. There are several components to
consider when choosing locations to create a sustainable event and have a minimal ecological
footprint. When possible choose locations that already have existing courts, facilities, parking
locations, or share a venue with other events. If a host city location requires building
infrastructures, it should leave a positive legacy for the community. This would include
constructing infrastructures in a way that can be utilized by the community after the tournament
has left. During construction host city representatives should be consulted as they will be
responsible for the operations and maintenance of these structures. Their time, budget and staff
should be considered during the construction planning phases. Secondly, sites should be centrally
located, reducing the negative environmental impacts. Having the event site in a convenient area
for spectators, athletes, and officials the transportation pollution will be minimal. It also
increases the activity for local establishments in the area including hotels, restaurants, bars,
shopping and other leisure activities. The event site needs to be barrier free allowing access for
all and being handicap accessible.
After break down, the event site’s footprint needs to be untraceable. All structures, waste,
trash/recycling, and signage related to the tournament needs to be completely removed. This
campaign also incorporates beach clean ups after the tournament where players, employees,
spectators and the community come together to clean the event site and surrounding area. This
will leave the site in a better condition than before the event.

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II. Transportation:
Transportation is an important component to evaluate when choosing an event site. The
site needs to be easily accessible for multiple modes of transportation. Being close to public
forms of transportation satisfies the commitment statement and the goal to reduce CO2
emissions. Instead of each spectator, employee, official and athlete driving their vehicle to the
site, utilizing public modes of transportation will reduce air pollution. Ideally these modes of
public transportation are operating with low emission technology. Working with preferred hotel
vendors, shuttles can be arranged to take mass groups to and from the venue including
employees, spectators, officials, and athletes. Marketing strategies should be used to encourage
and support spectators arriving to the event in non-motorized forms of transportation. These can
include walking, bikes, skateboarding, rollerblading, and Pedi-cabs. Soliciting a bike vendor in
the city is great way to incorporate local businesses which also support sustainability. To
increase the use of these types of transportation systems will be done by reaching spectators with
social media and listing the preferred transportation vendors on the website in an easy accessible
manner. Offering incentives to those who do chose to travel to the event in an eco-friendly way
is another way to increase engagement.
The athletes, staff, and officials need to be educated in addition to spectators and fans.
Before travel AVP should provide transportation guidelines with how to reduce their
environmental impacts to stakeholders. Provide smart-driving guidelines, education, and training
for all event workforce operating vehicles on items such as no-idling policy, maintenance of
vehicles and other fuel saving measures. Having tour locations across the country, environmental
impacts through transportation are one of the top sustainable concerns for the AVP. As the sport
tourism industry continues to grow with travel being the largest component of the ecological

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footprint, these sustainable strategies will greatly reduce the negative impacts from
transportation.
III. Accommodations:
Choosing centrally located event sites allows for accommodations to be in close
proximity and a reduction in transportation pollution. Hotels that have been identified as
sustainable and socially responsible should be found close to the site. Green hotels operate with
efficient energy management systems, water-saving equipment, and waste management
operations just as AVP has committed to. Forming a partnership with the hotels will allow both
parties to benefit by carrying out their sustainable commitment and increasing awareness of
sustainable options. In exchange for becoming an AVP preferred vendor and gaining increased
exposure the hotel could offer special rates for those attending the event.
There are several different avenues to find sustainable accommodation companies.
Working with host city representatives and tourism offices are valuable resources to identify
green accommodation options. Additionally, there are databases available listing approved
sustainable hotel organizations. A preferred AVP vendor list of accommodation options should
be created and provided to the athletes, spectators, officials, sponsors, and employees well in
advance of the event date.
IV. Energy and Waste Management:
Efficient energy and waste management policies need to be implemented at the events.
Energy management policies would include having the venue’s light, heating, and cooling
operating optimally. As the AVP’s events are held outdoors their energy management is already

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operating in a sustainable manner, but there are a few ways for it to be enhanced. The tour should
commit to only having play during sun rise to sun set. This would eliminate the need for lighting
at all events. Also, office equipment purchased and used at event sites need to be low-energy and
eco-friendly. The organization should also purchase green electricity. The Green Power Network
provides news and information on green power markets (About the green power network , 2015).
This organization offers information on green power providers by state, product offerings,
consumer protection issues and policies affecting green power markets. Green Power Network is
operated and maintained by the National Renewable Energy Laboratory for the United States
Department of Energy.
Through implementing a waste management plan, the AVP will be committing to
keeping the site and venue litter-free will help decrease the events’ environmental impacts. As
discussed earlier in the Management Section, waste management is being offered as a new green
sponsorship category. This company will be responsible for the collection and removal of trash
and recycling through the set-up, the duration of the event, and break down. The contract should
stipulate the number of receptacles placed throughout the venue site, the location of the
receptacles, and the disposal of the waste. AVP can also implement other strategies to reduce
waste throughout the venue. Introducing incentives for spectators to do their part can help reduce
the amount of waste created at the events. For example, if fans bring their own cup they will
receive discounts on beverages and receive water for free reducing the amount of cups given out
for these orders. Also, implementing the paperless ticket program will reduce the amount of
paper waste. Most often these tickets and programs become litter as people discard them around
the venue. Both tickets and event program/brochures will be offered electronically through this
campaign.

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V. Clean air:
Clean air policies should in place through the set-up, duration of the event, and
breakdown of the site to avoid pollution. If the site requires venue construction, environmentally
sustainable construction materials need to be used so pollutants or allergens are not set off.
Additionally, the construction of a venue site should not be done with toxin materials, disturb or
destroy environmentally sensitive ecosystems.
Strategies to ensure clean air during the events include offering incentives for spectators
to use public transportation or arrive at the event site other than by a motorized vehicle.
Promotions can be given to those that arrive to the site on a bike, skateboard, by walking or
showing their bus or metro ticket. Choosing a centrally located site will offer a shorter commute
to and from the event site. Finally making the event site tobacco free with signage throughout the
venue will promote clean air.
Another way to ensure clean air is through implementing a restoration plan. In addition to
the beach clean ups, AVP can commit to planting or landscaping an area or park near the event
site. Players can make appearances at these events and local community groups should be invited
to participate as well. The restoration plan is also a way for the organization to leave the venue
site in a better condition than it was when AVP arrived.

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Community and Supply Chain
Objectives:
I. Create and implement a sustainable purchasing policy.
II. Recruit from the local host city’s community for part time employment.
III. Engage vendors to adopt sustainable operations.
IV. Seek support of the host city’s tourism office, city and regional authorities.
V. Donate equipment to local sport and community organizations.
VI. Reduce ecological footprint of food with sourcing fair-trade, organic, seasonal, local and
regional sources when possible.
VI. Promote healthy diets through the food and beverage options.
VII. Minimize food waste and maximize composting and recycling.
IV. Reduce food packaging waste.
V. Contribute to the host city’s community.

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Community and Supply Chain
Methodology:
I. Sustainable Purchasing Policy:
This policy will include contracting procedures and a code of conduct to source products
and services that are both sustainable and ethical. The sustainable purchasing policy will outline
the AVP’s environmentally and socially conscious purchasing practices (Green Plus The
Redwoods Group Foundation). Purchasing practices will include buying from local vendors,
transporting of products via ground rather than air, and choosing products made from recycled
materials. The benefits of adopting a sustainable purchasing policy will reach far beyond just the
AVP. With implementing these purchasing policies, suppliers will follow suit benefiting not only
the businesses but the earth as well. Requiring purchases to be made with local organizations and
vendors the AVP will have a direct positive impact by supporting the local economy in each host
city. It reduces the amount of items needing to be shipped to each location, reducing money
spent and pollution in return.
The purpose of the AVP’s sustainable purchasing policy is to ensure products and
services purchased or contracted for the AVP will be environmentally and socially responsible
(Front Office > Purchasing Policy, 2015). The AVP will strive to make eco-conscious products
and services that meet the organization’s needs. This purchase policy is part of the AVP’s long-
term sustainability commitment to fans, employees, and the environment. By sending a clear
message to producers and suppliers, the AVP hopes for a wider adoption of environmentally
preferable products and practices.

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Purchasing decisions will favor products which:
 Contain the highest percentage of post-consumer recycled content possible.
 Reduce greenhouse gas emissions or are made with renewable energy.
 Use green-energy.
 Are reusable, recyclable or bio-based/compostable.
 Eliminate or reduce the use of chemicals hazardous to the environment and public health.
 Reduce air and water pollution.
 Are packaged with minimal materials.
 The suppliers can document the supply-chain impacts of their efforts.
 Serve several functions and reduce the overall number of products purchased.
 Are produced locally and domestically.
II. Recruit the local community:
The community at each tour location has valuable resources the AVP can utilize in efforts
to reduce their environmental impacts. The organization needs to seek and engage the support of
the city’s tourism office, city and regional authorities, and local organizations. These offices can
provide knowledge and information on site selections or opportunities, hotels and
accommodations, transportation options, and have media and publicity connections.
When possible, recruit from local enterprises for volunteer and part time employment.
Even though the tour will only be in the city for a short time period the AVP will be
incorporating and supporting the community. To further show support for the host city, AVP will
feature a community group at each tour location. By hosting the group at the tournament, the
group will also gain exposure and awareness through media and tour announcements. Other
ways to give back to the community include beach clean ups, restoration plan, donating used
equipment, left over food, beverages, and products to community groups in need.

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III. Concessions:
The sustainable commitment must also be carried through the food and beverage vendors
contracted for the tour. Decisions made about the types food and beverages available are critical
to the well-being of the spectators, budget, and planet. How the food is served is also important
to consider and making sure it is eco-friendly. The ecological footprint produced through food
can be reduced through sourcing fair-trade, organic, seasonal, and local vendors. Rather than
contracting a corporate business to run the concessions, it would be more sustainable to have
local vendors from the community at each event. There is less impact on travel and shipping of
food and supplies, incorporating the local community, and generating spending in the local
economy.
AVP promotes healthy lifestyle choices and offering healthy food and drink options goes
hand in hand with their mission. The type of vendors should also promote healthy diets through
the food and beverage options available. Before committing to a food contractor the menu should
be reviewed and approved by the Sustainability Division. To reduce the amount of food waste
the AVP can provide relative data to the food vendor. This would include the number of
spectators projected to be in attendance, previous average number of spectators, and previous
dollars spent on concessions at past tournaments. This can help vendors better appropriate the
amount of food to be produced. Any leftover food should be donated to a local food bank.
Reducing food packaging and how the food is served are also key elements to consider with
greening the concessions for the event. Packing and serving options to stay away from would
include plastic, Styrofoam, and any material that is non-recyclable. Instead products that are corn
based, made from recycled materials, and are biodegradable should be used for packaging and
serving food and drinks.

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Marketing and Communications
Objectives:
I. Create and implement a clear sustainable marketing plan to ensure consistent branding.
II. Promote the organization’s image through the sustainable messages and values.
III. Communicate in an environmentally friendly way.
IV. Integrate sponsors and stakeholders.
V. Utilize tour athletes as ambassadors.
VI. Inspire and engage spectators and fans through marketing to adopt the cause.

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Marketing and Communications
Methodology:
I. Marketing Plan:
 Purpose- To launch the “AVP Goes Green Campaign” and to inspire stakeholders to
adopt eco-friendly operations and lifestyles. The goal of this marketing plan is to increase
awareness and enhance the image of AVP. With adopting and committing to sustainable
values and strategies the association will have the opportunity to expand their market and
gain new stakeholders.
 Market- This campaign will offer a different avenue to solicit new companies as
sponsors. By committing to being a partner through this campaign, companies will have
the opportunity to market themselves as a supporter of sustainability. Companies that will
be solicited will be organizations that have made the commitment to operate in an eco-
friendly way, have shown efforts to protect natural resources, and those that have yet to
make a sustainability commitment. No matter the current sustainable commitment of
these companies, each will have the opportunity to continue their support or join the
green movement. Under this new campaign the association will require vendors to adopt
sustainable practices. These vendors will include concession vendors, accommodations
and travel services in each host city. The marketing plan will also incorporate a call to
action of their fans and spectators. During the tournaments, fans will be offered
incentives to make green lifestyle changes. The current demographics of the tour’s
spectators are healthy active people, who enjoy sports and volleyball, between the ages of
20-45 years old, both female and male, and family oriented. The campaign has the
potential to gain attention of new supporters in the sport of beach volleyball. The

33
expansion of the target audience will include those who are eco-conscious and support
events that are making the effort to decrease impacts on the environment.
 Competitors- Competitors of the AVP include other volleyball associations and
events, recreational and leisure activities, and other live events in host cities. The options
for social engagement and attending events are endless. The AVP competes with each of
these events and the consumers’ discretionary income. Additionally the association
competes with other volleyball organizations including USA Volleyball, Premier
Volleyball League, ROX Volleyball, Pro Volleyball League, and EVP Tour.
II. SWOT Analysis:
 Strengths-
o Produce well known and competitive volleyball tournaments.
o Promote healthy lifestyles and family friendly events.
o Tournaments are held across the nation in multiple cities which allow for
extensive exposure.
o Free general admission.
o Strong sponsorship activation.
o Incorporate sponsors through diverse event day activities and promotions.
o Tour athletes are well known and compete in Olympic Games.
o AVPNext- The official development program of the AVP Pro Beach Tour.
o AVPFirst- signature youth volleyball initiative, designed to engage communities
across the nation in the sport of volleyball.
o Host tournaments throughout the nation, constructing a man-made “beach scene”.
o Strong social media presence; 259k Facebook followers, 42.4k Instagram
followers, 17.8k Twitter followers.

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 Weaknesses-
o Tournaments are on a relatively small scale.
o Beach volleyball participation nationwide is not as popular as other sports.
o Traveling events make it difficult to form repeat consumers.
o General admission to tournaments is free leaving a source of revenue untouched.
o Beach volleyball is typically only seen in coastline states, leaving out the majority
of the nation.
 Opportunities-
o Untouched revenue sources (i.e. general admission, enhanced premium seating,
new sponsorship packages).
o To expand their market.
o Increase participation in the sport of beach volleyball.
o New sponsorship opportunities with the green campaign.
 Threats-
o All other sporting events, with discretionary income people will have to choose
with event to attend.
o Other events in the host city on the same tour dates.
o Weather dependent as all events are held outside.

35
III. Marketing Strategies:
The following sustainable outlets will be used to communicate the green campaign and
the AVP’s commitment to leave a positive legacy:
 Ads: Create campaign for local and national publications for campaign.
 Videos: Showcase green campaign using interviews with key executives, managers,
employees, athletes, and sponsors to be used for social media and other applications.
 Press Releases: To announce AVP’s campaign and continued coverage through the tour
(examples below).
 Social Media: Develop social media presence using appropriate channels to communicate
sustainability measures and awareness of any items generated as part of promotions.
 Educational Programs: Presentations and trainings on sustainability for employees.
 Athletes as ambassadors: Through engagements and appearances, utilize players as
spokespersons to endorse sustainable practices.
 Promotions/Incentives: Offer creative ways to engage spectators in making sustainable
decisions. Hold contests through social media outside of events to increase awareness and
to further communicate the importance of the message.
 Sponsorship Activation: During tournaments and outside events allow sponsors to interact
with the organizations audience through demonstrations.
 Press Conferences: Allow the media to ask questions and interview key executives,
employees, and athletes regarding the organization’s new campaign.
 Community Engagement: Involve the host cities’ community groups before, during, and
after the event with promotions, beach clean ups, and post event gatherings.
 Designate a Press Area: At the event site designate space for local, regional, and national
media to cover the tournaments.

36
Press Release-Campaign Announcement
FOR IMMEDIATE RELEASE
The AVP Goes Green
Commits to eco-friendly tournaments
Huntington Beach, CA., (DATE)- The Association of Volleyball Professionals (AVP) produces,
markets and distributes volleyball events worldwide, including the popular AVP Pro Beach
Volleyball Tour. While promoting family-oriented events and supporting a healthy lifestyle, the
AVP is best known for its world-class athletes, who have won numerous Gold, Silver and
Bronze medals in the Olympic games. The organization is launching their new campaign for the
2016 Pro Beach Tour “The AVP Goes Green” with a commitment to produce green, eco-friendly
tournaments. The campaign will implement sustainable strategies to decrease their ecological
impact on each host city.
The campaign will call for action by the host cities, sponsors, athletes and the spectators. Some
of the initiatives will include paperless entry, incentives for fans staying or purchasing items with
their Green sponsors, and discounts for those who travel to the event through low emission
transportation. The organization will engage and coordinate with each host city’s to implement
strategies that will leave a positive impact their community at the conclusion of the tournament.
Some of these strategies will include beach clean ups, donating items to a local charity or service
group and player engagement with community groups.
To stay connected with the AVP’s new green initiatives please visit their website at
www.avp.com and follow their social media accounts on Facebook, Instagram and Twitter with
username: AVP.
###

37
Press Release-Call to Action
FOR IMMEDIATE RELEASE
The AVP Goes Green
Call to Action
Huntington Beach, CA., (DATE)- The Association of Volleyball Professionals (AVP) will be
launching their new campaign for the 2016 Pro Beach Tour “The AVP Goes Green” with a
commitment to produce green, eco-friendly tournaments. AVP would like to encourage you to
make the commitment of living a green lifestyle.
For spectators that ride a bike, skateboard, or any non-motorized vehicle will be entered to win
meet and greet with the champions of the tournament. Simply show your helmet at the entrance
to fill out your entry card. At the end of the tournament five winners will be drawn and will have
the opportunity to meet the champions of the tournament.
While general admission is free, specialty seats can be purchased for the ultimate volleyball
experience. These seats can be purchased on the AVP’s website and while be a “ticketless entry”
on the day of the event. A confirmation of your purchase will be emailed to you with your
electronic ticket. Please show your e-ticket on your smart phone or tablet at the time you enter
the venue. Additionally, all spectators are encouraged to bring your own cup or water bottle to
receive free water and a discount on all other refreshments.
As the AVP tour becomes green we encourage our fans and spectators to make the same pledge
not only at the tournaments but in your daily lives.
To stay connected with the AVP’s new green initiatives please visit their website at
www.avp.com and follow their social media accounts on Facebook, Instagram and Twitter with
username: AVP.
###

38
Sustainable Sport and Event Toolkit
Conclusion
The SSET identifies environmental, social, and economic issues and opportunities to
incorporate when planning and producing special events. Created by the IOC, this toolkit has
been utilized by event organizers across the world. Sport institutions have realized their social
responsibility to operate, promote, and encourage sustainable practices. With committing to the
green movement, several avenues to spread environmental awareness across the nation will
be achievable by bringing together local representatives, community groups, businesses, and
stakeholders. Applying environmental practices and strategies in all aspects of event planning
from venue and site selection, construction, venue and office management, community and
supply chain involvement, transport and accommodation, catering, food and beverage, and
marketing and communications, AVP's tournaments will leave a positive legacy for the local
community and the environment.

39
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bolts-guide/performance-nuts-and-bolts-guide/sustainability-management/sustainable-
purchasing-policies
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movement: http://www.olympic.org/news/how-to-make-sports-events-sustainable/76779
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