Mitt Romney - 2002 Winter Olympics

2002 Winter Olympics

For more details on this topic, see 2002 Winter Olympics.

In 1998, Ann Romney learned that she had multiple sclerosis; Mitt described watching her fail a series of neurological tests as the worst day of his life. After experiencing two years of severe difficulties with the disease, she found – while living in Park City, Utah, where the couple had built a vacation home – a combination of mainstream, alternative, and equestrian therapies that enabled her to lead a lifestyle mostly without limitations. When her husband received a job offer to take over the troubled organization responsible for the 2002 Winter Olympics and Paralympics, to be held in Salt Lake City in Utah, she urged him to accept it; eager for a new challenge, as well as another chance to prove himself in public life, he did. On February 11, 1999, the Salt Lake Organizing Committee for the Olympic and Paralympic Winter Games of 2002 hired Romney as their president and CEO.

Before Romney took the position, the event was running $379 million short of its revenue goals. Officials had made plans to scale back the Games to compensate for the fiscal crisis, and there were fears it might be moved away entirely. Additionally, the image of the Games had been damaged by allegations of bribery against top officials including prior committee president and CEO Frank Joklik. The Salt Lake Organizing Committee forced Joklik and committee vice president Dave Johnson to resign. Utah power brokers, including Governor Mike Leavitt, searched for someone with a scandal-free reputation to take charge of the Olympics, and chose Romney based on his business and legal expertise as well as his connections to both the LDS Church and the state. The appointment faced some initial criticism from non-Mormons, and fears from Mormons, that it represented cronyism or made the Games seem too Mormon-dominated. Romney donated to charity the $1.4 million in salary and severance payments he received for his three years as president and CEO, and also contributed $1 million to the Olympics.

Romney restructured the organization's leadership and policies. He reduced budgets and boosted fundraising, alleviating the concerns of corporate sponsors while recruiting new ones. Romney worked to ensure the safety of the Games following the September 11, 2001, terrorist attacks by coordinating a $300 million security budget. He oversaw a $1.32 billion total budget, 700 employees, and 26,000 volunteers. The federal government provided approximately $400 million to $600 million of that budget, much of it a result of Romney's having aggressively lobbied Congress and federal agencies. It was a record level of federal funding for the staging of a U.S. Olympics. An additional $1.1 billion of indirect federal funding came to the state in the form of highway and transit projects.

Romney emerged as the local public face of the Olympic effort, appearing in photographs, in news stories, on collectible Olympics pins depicting Romney wrapped by an American flag, and on buttons carrying phrases like "Hey, Mitt, we love you!" Robert H. Garff, the chair of the organizing committee, later said "It was obvious that he had an agenda larger than just the Olympics," and that Romney wanted to use the Olympics to propel himself into the national spotlight and a political career. Garff believed the initial budget situation was not as bad as Romney portrayed, given there were still three years to reorganize. Utah Senator Bob Bennett said that much of the needed federal money was already in place. An analysis by The Boston Globe later stated that the committee had nearly $1 billion in committed revenues at that time. Olympics critic Steve Pace, who led Utahns for Responsible Public Spending, thought Romney exaggerated the initial fiscal state to lay the groundwork for a well-publicized rescue. Kenneth Bullock, another board member of the organizing committee and also head of the Utah League of Cities and Towns, often clashed with Romney at the time, and later said that Romney deserved some credit for the turnaround but not as much as he claimed. Bullock said: "He tried very hard to build an image of himself as a savior, the great white hope. He was very good at characterizing and castigating people and putting himself on a pedestal."

Despite the initial fiscal shortfall, the Games ended up with a surplus of $100 million. President George W. Bush praised Romney's efforts and 87 percent of Utahns approved of his performance as Olympics head. It solidified his reputation as a "turnaround artist", and Harvard Business School taught a case study based around his actions. U.S. Olympic Committee head William Hybl credited Romney with an extraordinary effort in overcoming a difficult time for the Olympics, culminating in "the greatest Winter Games I have ever seen". Romney wrote a book about his experience titled Turnaround: Crisis, Leadership, and the Olympic Games, published in 2004. The role gave Romney experience in dealing with federal, state, and local entities, a public persona he had previously lacked, and the chance to relaunch his political aspirations.