Cultural and sporting events.pdf

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CULTURAL AND SPORTING EVENTS: AN

OPPORTUNITY FOR DEVELOPING TOURIST

DESTINATIONS AND THE TOURIST INDUSTRY

A Guide for maximising the durable impacts of cultural and

sporting events on tourist destinations

and the tourist industry


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This publication has been prepared in the framework of a study contract with:

Groupe AMNYOS Consultants, France

The views expressed may not in any circumstances be regarded as stating an officialposition of the European Commission.

Photo credit: Austria - Salzburg Festival, Spain - Barcelona Forum 2004, France – Quiksilver,

Greece - Thessaloniki International Film Festival, Hungry - Szigeti Festival, Italy - 2006Torino Winter Olympic Games, Portugal - 2004 European Nations Football Championship,Czech Republic - Prague Spring Festival, Slovakia – Vychodna, Sweden – Malmö turism/City of Malmö.

More information on European Commission’s Tourism activities can be found on it’swebsite:http://ec.europa.eu/enterprise/services/tourism/index_en.htm

© European Communities, 2007


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The European Commission committed itself to designing a “new European policy fortourism” in order to “reinforce the partnership for tourism in Europe3”.

This policy aims at promoting the development of "sustainable tourism", meaning

tourism which relies on human activities using natural, cultural and historic resourceswithout limiting the use for future generations.

Sustainable tourism relies on the balance of three main poles:

- Economic sustainability, to encourage job creation and increase global turn over,- Environmental sustainability, to guarantee the protection of natural resources,- Socio-cultural sustainability which underlines the importance of respecting values,

traditions and maintaining social balances.

Sustainable tourism can only exist with the participation of all actors: economic,

environmental, socio-cultural. The partnership in tourism projects, constitutes a majoraction principal.

To reinforce this policy, the European Commission has defined a certain number ofpriority orientations, all aiming to promote sustainable tourism:

- Creation of a work group "Tourism sustainability", commissioned to favoursynergy between the different participators, and provide the informationnecessary for the elaboration process of the Agenda 21 for European tourismsustainability.

- Support for SME whose activities are related to tourism and exchange of bestpractices.

- Tourism access for all.

- Professionalising of the sector.

The promotion of the European tourist destinations represents a particularlyimportant stake for this new policy. The Commission has financed the creation of aportal for tourism destinations in Europe (www.visiteurope.com).

Cultural and sport events can constitute a lever for increasing the development

of tourism in Europe

European cities and areas accommodate many cultural or sporting events, i.e. eventswhich can play a major part in promoting the image of the event destination, duringand after the event itself. All local actors, and specially SME for whose activities arerelated to tourism, can greatly benefit from such events.

3 COM (2006) 134 final, "A new European policy for tourism: reinforce the partnership for tourismin Europe".


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Cultural and sporting events are not always conceived and organised in order

to benefit sustainable regional tourism development

The CSE are often organised as isolated actions, unrelated to regional economics

and tourism development:- They are not designed as opportunities for reinforcing partnerships between

local actors, particularly with the SME. This CSE conception uses a“parachuting” logic which can cause event rejection by the regional actors.

- The CSE are not always organised in a way that respects the aims ofsustainable development. For example, certain events need large andexpensive infrastructures, which are not profitable, due to lack of planningconcerning their future use.

- The SCE generate a concentration of activities over a given time and in adefined area. It is advised, from the start, to consider the impact of theseactivities on local development and the creation of employments.

SCE organisers must increase the association for all regional actors, for theconception and the organisation of the event. Indeed, local authorities, inhabitants,SME, tourism representatives, economic development agencies, consularchambers… constitute incontrovertible actors for fully achieving CSE integration in aregional development strategy. In other words, it is a question of better combining,

associating and integrating cultural, sporting and tourism policies, helping towardsthe same regional development strategy.

It is in this context that the European Commission, Enterprise and Industry GeneralManagement - Tourism Unit, launched a survey in order to elaborate a PracticalGuide to help maximise sustainable impacts for SCE, on the growth andcompetiviness of tourism.


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A practical guide for optimising CSE impacts on the

development of tourist destinations

The conception and organisation of CSE should use better tools to make "Win

- Win" partnerships, associating local authorities, SCE organisers and local

SME

The impact of a cultural or sporting event on sustainable tourism development of adestination, strongly depends on the quality of the partnerships set up before, duringand after the event.

The partnerships must be at the heart of the action, on all levels. They must stronglyintegrate the different actors throughout the process. It is for this reason that aPractical Guide is necessary for:

- Defining the key factors for the success of a CSE, so it can participate to thedevelopment of the destination.

- Formalise the different steps of its elaboration.

- Define and improve the coordination of each actor’s role (public and private),associated to the conception and organisation of the CSE.

The Practical guide presented in this document answers to three main requirements:

1. Organise the awareness and mobilisation of all actors concerning thepotential represented by the CSE and the need of partnerships.

2. Present the key factors allowing optimisation of the CSE impact, socially,economically, environmentally and on tourism.

3. Improve role definition for actors involved in the organisation of CSE: local

authorities, CSE organisers, tourism orientated SME and the local population.


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Who is this practical guide for?

The practical Guide is aimed at four categories of actors:

- Tourism orientated SME as well as associations representing thesecompanies: Chambers of Commerce and Industry, Company Clubs, TradeUnions, Professional Branches…

There are two groups of SME:

o Companies whose activity is directly linked to tourism, for example:accommodation, restaurants, cafés, bars, travel agencies, touroperators as well as the cultural or sporting companies.

o Companies indirectly linked to tourism, for example suppliers and sub-contractors as well as all activities generated by the tourismdevelopment. These activities constitute, in many cases, the frameworkof regional economical development and create a large amount of jobs.This is why tourism development and regional development are stronglylinked.

- The local authorities: regions, communes, communal groups, social Stateservices… These local decisionmakers represent the political voice for thedestination. They are elected representatives and technicians with an activerole in the region holding the CSE.

- CSE organisers: cultural or sporting associations, event organisationcompanies, federations… They are specialised associations or professionalsfor cultural or sporting event organisation.

- This guide is also addressed to local residents or resident associations. Theyare usually considered as event receivers. But they can also participate in theevent organisation: volunteers, local organisation Committee participation …

In most cases, these four categories of actors have preoccupations and play highlydifferent roles: the CSE organisers tend to favour the cultural or sporting quality ofthe event, while the local authorities help with the CSE organising and financingprocess without knowing how to include it in a stronger strategy for economical andtourism development for the hosting region. The SME, are often detached from any

kind of participation in the organisation of a CSE.

This Guide should enable all actors to improve the rationalisation of their workmethods, teamwork, define a shared project conduct, so that the hosting destinationcan fully benefit from all the impacts generated by the CSE.


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The 10 cultural and sporting events

used for elaborating of the practical guide

The geographical distribution of the 10 events studied


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The participants of the European Conference

practical guide finalisation

The Practical Guide was presented during a EuropeanConference. The Conference gathered nearly 300participants, representing the transversal character of theCSE:

– Local authorities: local and inter-communal groups, state services (in charge ofsport or tourism)…

– Tourism representatives: departmental and regional tourism authorities, Ministryof tourism, European Academy of tourism…

– Companies and company representatives: Chamber of commerce, companytrade unions (UEAPME, CEEP)…

– CSE organisation professionals: national and international sport federations, theIOC, ministries in charge of sport, event organisation candidates…

– Various researchers and consultants on events: advanced studies institute,Centre of law and economy for sport, masters in management of events andleisure sport activities…

In all, 16 European Union countries were represented: Germany, Austria, Belgium,

Republic of Czech, Finland, France (including over seas), Spain, Greece, Hungry, Italy,Poland, Portugal, United Kingdom, Slovakia, Slovenia, and Switzerland.

Two European Commission Directorates were represented: the Directorate-General forEnterprise and industry – Tourism Unit, the Education and Culture Directorate– SportUnit.

The numerous participant contributions have enabled the testing of the orientationrelevance of the Guide's content and to finalise the orientations and tools in order toimprove efficiency.

You will find in appendix the Conference Programme (page 102).


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Plan and contents of the practical Guide

The Guide is organised in order to recall the organisation methodology, of cultural or

sport events integrated in the development strategy of the tourism destination andenterprises.

The guide is structured around 4 stages:

1. The construction of the local CSE organisation partnership.

2. The definition of the action plan valorising the durable regional touristassets.

3. The CSE realisation and accounting of the sustainable benefits.

4. The CSE assessment and valorisation of its assets for the regional touristdevelopment.

Each of the four stages is divided into a number of success key factors (see. graphbelow).

On the whole, 10 success key factors were identified.

For each of the 10 key factors, the Practical guide describes:

1. The aims.

2. One or more case studies illustrating the key factor. These case studiesare extracts from 10 studied events5.

3. The proposal of tools and an organisation method.

5 A synthesis for each of the 10 events is offered in the appendix, on page 52. A detailedmonograph (around 10 pages) has been formalised in addition. These monographs are availableon the European Commission internet site

(http://ec.europa.eu/enterprise/services/tourism/studies_and_publications.htm) as well as onrequest at the AMNYOS Consultant cabinet ([email protected]).


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F o u r s t a g e s a n d t e n k e y f a c t o r s f o r m a x i m i s i n g C S E s u s

t a i n a b l e b e n e f i t s


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A flexible Guide for adapting to the diversity of local context and CSE

Analysing CSE reveals the existence of invariants which improve theconsideration for the impact of benefits generated for all regions. A four step andten key factor methodology has in this way been formalised in order to optimisethe sustainable impacts of an event.

Nevertheless, European Hosting destinations are extremely diverse. The CSEare also extremely diverse: what do the Torino Olympic Games (Italy) andVychodna dance and tradition festival (Slovakia) have in common?

The tools in this Guide are not aimed at modelling or fixing methods. They aremore, for helping with reflection and enabling each person to adapt the tools toreal situations and their extreme diversity . The guide is mainly a tool for raisingthe consciousness of actors.


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Stage I :

The local CSE organisat ionpartnership

Factor 1. Bui lding a local partnership

The local partnership is without a doubt, the most important factor to achieve theintegration of a cultural or sporting event, with the largest dynamic for local andtourism development. Without a large local partnership, the event may have agood cultural or sporting quality but may struggle to reach a local developmentaim.

Particular attention must be paid to the first factor. Even more so, due to the factthat partnerships between cultural or sporting actors, local authorities andenterprises (notably tourism enterprises) are not made in a natural and

spontaneous way.

In certain cases, event organisers find it difficult to be recognised as potentialtourism development levers. In other cases, it is the event organisers themselveswho refuse the company offers, for fear of denaturing their events. In the end, thelocal authorities or CSE organisers, are too often closed in isolatedrepresentations, with insufficient space for regional socioeconomic actors.

Analysing CSE shows that their organisation is often reduced to specialisedtechnical partners, who tend to forget the region where the event is held. It is

suggested to distinguish two types of partnerships:- Technical partnerships, essentially for service and material

exchanges: servicing, security, maintenance…

- Strategic partnerships, for a true event co-production between thedifferent participators: joint elaboration of a CSE project andobjectives, identification of shared interests, installation of "win-win"relationships…

Each type of partnership has its own added value. Strategic partnerships are

meanwhile to be promoted, in order to favour relationships with stronger synergybetween the actors.


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Elsewhere, the quality of the local partnership and the way that it integrates theregion, are not without consequences on the way the population "lives" the event:they can feel little concerned by the CSE, and may even reject it, creating aunfavourable atmosphere for welcoming tourists coming from outside the region.It is for this reason that all CSE must be prepared with prior mobilisation and

information for all regional inhabitants: youths, scholars, employees…

Aims

Turning the event into a regional development tool for the economy, needs thecreation of an Event Organisation Committee, gathering organisers, localauthorities, the company tourism representatives. According to local

configurations, the local resident representatives may also find their place in thiskind of Committee.

The Event organisation Committee can only be installed with the followingconditions:

Mobilise the region's socioeconomic actors: local authorities,enterprises, tourism represents… At this stage, very diverse enterprises canbe mobilised: tourism enterprises of course but also, transport, advertisingand communication…

It is vital to inform local actors on the benefits of partnership, notably byshowing the numerous experiences over Europe (See case studies on nextpage), but also by identifying dialog and conversation themes between localauthorities, economic actors and cultural and sport actors. The "Lille 2004,European Capital of culture" event was only possible with the directimplication of the regional company club.

These actors must federate to the event, make it "their own affair" and fullyparticipate to the dynamic of regional and tourism development.

Mobilise the local population. Accommodating an event must be precededby a time of mobilisation of local actors and population: it is about makingthe event, a federating event .

It is interesting to note that the 2004 European Football Championship 2004,in Portugal, was subject to a vast mobilisation campaign, prior to the event:school and university operations, call for voluntary participation, informationon the importance of receiving external publics … So, even for a sport aspopular as football, it is important to stimulate the mobilisation of localpopulations.


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In addition, cultural or sporting events should not be addressed exclusivelyto a specialised public, but also to a larger public. A larger public must beconcerned, representing the whole of the local population.

The economical success of the CSE, directly associated to its social

success: without a social cohesion it is not possible to articulate asustainable tourism policy because in term, it will be rejected by a part of thepopulation and will not have the necessary drive and anchorage. It is thusadvisable to ensure that the local community has privileged access to theevent. The analysis reveals that “good practice” consists of grantingpreferential rates for the local population. In the same way, it is advisable toset up a specific information centre aimed at the local population: targetedinformation in schools, universities, explaining the interest of the event butalso what it represents for regional promotion.

The Committee must be activated as soon as possible and in all cases, wellbefore the organisation of the event.

The Committee's contribution will nourish the CSE project (see Factor 2).

Case study

Malmö – Skåne, "Louis Vuitton, Acts 6&7 of the 32

nd

America’s Cup"(Sweden): a partnership open to dialogue with the companies

The town of Malmö, organiser of an America's Cup stage, installed a closepartnership with the Skäne region whichaims at building a common marketingposition for water sport. A brand strategywas developed around the “SailingRegion”.

In addition, the organisation of an America’s cup stage was subject to discussion with the companies within theframework of the three informal platforms: accommodation, restaurants, andtown centre shops.

Moreover, 3 series of qualitative and quantitative surveys were conducted withthe companies: before, during and after the event.

These three surveys made it possible to collect the suggestions andexpectations of the companies:

- Develop a long term offer of regional services for the sailing activity.


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2. It leads associative structures to developing the professionalism of their organisation and communication tools. It also enables them to beconfronted with other economic models.

To finish, this partnership enables to highly improve mobilisation of the local

population as well as the potential consequences for the companies.

The film festival in Thessaloniki: the creation of a local organisation

Council.

The Thessaloniki film festivaladministration Council (Greece) is locatedin Athens, around 400km away from thefestival (Thessaloniki).

It is more and more important for theadministration Council to create a Localorganisation Council in order to:

Ensure a closer proximity betweenthe organisers and all local actors.

Favour local appropriation for the event: through the socioeconomicactors and local population.

Reinforce the relations between the companies and tourism actors ofThessaloniki: travel agencies, SME…

The creation of such a local organisation Council is for the moment at a projectstage and not all of the administration council members federate to the project.

Tools and method

Mobilising the regional actors and building local organisation partnershipsrequires three actions:

A. Identify the various interested parties of the “Event OrganisationCommittee" and their respective role.

B. Mobilise all participants in order to generate partnerships.


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C. Congregate the different participants with a SCE organisation Committeeand define the commitments for each person during the conception andorganisation of the CSE.

The following tools structure each one of these steps, and allow the cultural or

sporting event organisers to discuss the mobilisation periods and structuring ofthe local partnership.

A. The destination of the various interested parties of a CSE

and their respective contributions.

Members of the Event

Organisation Committee Respective role

Event organisers, sport orculture professionals

Guarantee the sporting or cultural quality of theevent (quality of the speakers, the setting inscene…).

Local decision makers(elected representatives andand local groups: community,

region…)

Ensure integration of the event in a multidisciplinarydynamic: social, educative, economic, tourism,environmental, cultural…

Constitute a project team associating variousadministrative services and techniques: tourism,sport, culture…

Regional SME(association of retailers, hotel and

restaurant trade unions…)

Give the event an identity, link to the region,develop creativity and the innovation, provideentrepreneurship to the project.

Develop the tourism potential of the event.

Promote activities, products and local services.

The actors andrepresentatives of tourism

(travel agencies, initiativesyndicates)

Develop the tourism potential of the event. Includeand develop the regional tourist assets within theevent framework. Equip the Event OrganisationCommittee with tourist industry expertise.

Communityand local associations

(sport and cultural associations andarea associations…)

To relay the event to the population. To appeal forand develop voluntary help. To develop theparticipative democracy within the eventorganisation and develop creativity (constitute thestrength of offer).

Inform residents on long term returns from theevent and on the importance for the region.

Economic developmentagencies, Consular

Chambers, economic andsocial partners

Company mobilisation. Including the event within alogic of local development.

Economic observation, impact monitoring


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B. Mobilise all participants

to create partnerships

Targets Mobilisation levers

Socioeconomic

actors7

Organisation of a lunch/debate with the company clubs,retailer associations, consular chambers.

Presentation of positive CSE experiences throughoutEurope: positive impacts for the region and theenterprises, the factors for achieving…

Conception, beyond the main activity, complementaryactivities may interest other types of public.

Definition of the event returns for the region. Definition of activities and services which could be

maintained after the event.

…

The local

population

Operations in schools and universities.

Campaign for social and professional insertionassociations.

Information for residents on the event returns for global

regional development (life style, fame, attractiveness,economical development…).

…

Socioeconomic actors

and local population

Invitation for enterprises and groups to assist the sportor cultural preparation work.

…

7 On a technical level, it is sometimes difficult to organise the representation of SME (dispersion,weak participation of the representative authorities, backing out in front of large sponsors…). It ishowever advisable to take care of the balance between SME representation, and that of the large

companies. The organisers will be able to rely on company associations, i.e. Consular Chambers,trade unions, associations of retailers…


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C. Congregate the different participants with a SCE organisation

Committee, and define the commitments for each person during the

conception and organisation of the CSE.

The SCE

organisation

steps

The different

organisation

Committee actors

The CSE actionprogramme and

promotion ofregional tourist

assets

The running ofpreparatory actions

and the CSErealisation

The CSEassessment andthe promotion of

assets

Event organisers, sport

or culture professionals

To be informed on

the region’s tourism

offer. …

Local decision makers(elected representatives

andlocal community services)

Prepare a

decoration for the

town in function with

the MCS thematic.

…

Regional SME (retailerassociation, hotel and

restaurant tradeunions…)

Identify

collectively the

products, activities

and services that

represent the most

the region.

…

The actors andrepresentatives of

tourism(travel agencies, initiative

syndicates)

Setup a welcome

and information desk

at the airport and

train station.

…

Economical actors( Agency of development,

Consular Chambers,economic and social

partners )

Conduct a

financial balance for

activity made duringthe CSE. Measure

the rise of activity.

…

Local associations(sport and cultural

associations and areaassociations…)

Install peripheral

animations to the

MCS

…

Etc.


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Factor 2. Define the CSE project and i t 's relation to

regional development

Constructing a local partnership, enables to identify finalities and the main linesfor the CSE, as well as the level of federation for the different actors. It is nowadvisable to formalise these finalities and main lines in a "CSE project ". Theregional companies and tourism do not benefit from a cultural and sporting event,

just because it is a success: the CSE project must clearly show its link to theregional development.

The CSE project must in fact be able to answer the two following questions:

- What are the regional objectives that the event could contribute to (socialcohesion, tourist development, fame, image…)?

- How can we adapt the event to the region's social and economicalcontext? In other words, how can we give the event a real " regionalanchoring "?

In practice, the assessment of cultural and sporting events often shows a gapbetween the event and the socioeconomic configuration of the accommodationdestination. The risk of having a gap is increased when the organisers arelocated at a distance from the event destination. It can be called the “parachutingeffect ".

In addition, it can be observed, in Europe, that new regions are structuringthemselves around strategic development projects: competiveness poles,regional charters, rural excellence poles… The European Commissionencourages local partnerships and the regional dynamics which are linked.

The cultural and sporting events should be seen more as contributors better

identified with these regional development dynamics. They must be firmly placedas a more articulated link, more readable, better assured with the localpartnerships in charge of regional development where cultural or sporting events

are held.

The CSE project must be inscribed, as from the elaboration stage, all the

regional objectives as a vital part for the success of the event .


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Aims

The CSE project should be formalised in order to clearly show:

The "technical" aims of the event: reach a regional/national orinternational level of recognition, attract renowned artists, produce aquality sport performance, beat records…

It's link to the regional development strategy. The event project mustidentify, with the economic actors, the returns and benefits that the eventcan bring to regional development.

The benefits for local actors through their participation to the event:reinforce the regions fame, raise out of season tourism…

To do so, the following are to by systemised:

1. Include the CSE not only as a specialised event but also as an eventadding value to the regional economic development.

2. Identify, through analysing the regional socio economic diagnosis, theelements which can be brought by the cultural or sporting event thereforecontributing more effectively to regional development.

3. Locate the way the event can contribute to developing the regional tourist

potential by relying, as of the event conception, on the actors responsiblefor tourism as well as the sector’s companies. The CSE should be adevelopment element for the regional tourism strategy. Beyond its culturalor sporting aims, the event must comprise a clearly defined aim within theregional tourism development plan. It is this aim, which will have to bemore specifically worked with the tourism actors and companies, becauseit will favour their full and complete federation to the project and theOrganisation Committee.

4. Obviously, this complementary work to economical and tourism addedvalue should not denature the sporting or cultural quality of the event

(quality of the artistic programming or the capacity to produce a sportingperformance…). On the contrary, this quality is the first and essentialcondition for the event to become a genuine lever, serving other stakessuch as regional development and its tourism strategy.


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Case study

The Torino Olympic Games (Italy): the integration of local micro-projects in

the event's global project

The Olympic Games, is without a doubt, one of the most mediatised andrenowned events in the world. We could then think that for this type of "megaevent", subject to precise specification sheetsand constraints can be considered in a regionalanchorage logic.

But, concerning the Torino Olympic Games, theevent project was nourished with 180 micro- projects.

These micro-projects had very diverse natures,linked to economical, social, tourism, cultural,environmental, and architectural development…This organisation method enabled the whole region to be considered.

From the very start, the region’s objectives were retained as vital parts for thesuccess of the event.

The “Quiksilver Pro France”: a lever for the regional economic and tourist

development through the Economical Pole of Competitiveness “ski

sports".

The professional surfing world championship is highly complementary with theregion’s identity. The region is characterised by a truly economic branchevolving around the surfing activity:

- The activity comprises numerous derived products: surfing school,

surfing trips, surf board textile conception, production,commercialisation, sale and exportation of these products…

- This industry comprises mainly activities with high added value:European decision centres, concept and design centres, marketingmanagement…

- This branch represents around 800 employments in the region.

- It concerns a sector which is growing strongly, about 10 to 20% peryear, over the ten last years.

- Today, the Aquitaine area is the first European area for ski sports: itaccounts for 34% of the European ski sport market (385 companies,


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3.200 jobs, 1,1 billion euros of annualturnover) and 50% of the surf market(800 million euros turnover in 2005).

- A competiviness pole project should be

activated to favour the company synergyin the branch: develop a commonstrategy (notably for obtaining newmarkets), improve the combination ofindustrial and scientific competences,underline research and development, aswell as innovation.

The "Quiksilver Pro" professional worldchampionship solidifies the branch:

- It ensures a close articulation between the event and the region,notably in terms of communication (See factor linked tocommunication, page 1).

- It ensures regional promotion and visibility for the surf industry,notably by hosting the European Conference, gathering the mainrepresentatives from the surf industry (the "Eurosima Summit"), whichis held at the same time as the surfing championship. This coupling ofthe event and conference enables to combine and link the industrial

and sporting approach for surf.

- It ensures an active international promotion for the region, mainlythrough live broadcasting of the event on internet. This strategypromotes the region to tourist destinations where it is unknown:United Sates, Australia, Brazil, Japan…

Tools and method

To define the CSE project, it is advisable to proceed in three steps:

A. Nourish the CSE project with local contributions.

B. Construct regional anchoring for the CSE and its tourism impact.

C. Formalise the CSE project, by showing the associated tourismstrategy.


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A. Nourish the CSE project with local contributions.

Targets Ways for collecting local contributions

Socioeconomic actors

Workshops on the regional tourism objectives and thepotential links to the CSE.

Permanent idea box.

…

The local

authorities

Analysis of regional orientation and general policy

documents. In depth meetings on the diagnostic and regional

project

…

Local population

Participative internet site, blog.

Participative council, area council.

Contests awarding the most innovative projects for cultural and sporting events.

…

All local actors and

local population

Newsletters providing regular information concerningthe progression of the event organisation.

Calls for contributions in the local newspapers. Forexample: "your ideas can come to life during the event,send your suggestions to…".

…

N.B. To create local partnership (Factor 1), it is strongly recommended to conduct

different kinds of actions for mobilising local actors. These actions create as many local

contribution collection occasions.


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B. Contract regional anchorage for the CSE

and its impact on tourism

Standard questions

Lead a wide regional

socioeconomic and geo-strategic diagnosis

What are the strengths and weaknesses of theregion?

§What are the specific regional assets that needdeveloping, compared to other tourist destinations?

§ What are expectations and requirements for theenterprises?

…

Collectively validate

the regional tourism

strategy

What are the activities, services and products withthe strongest regional identity?

What is the main target public: geographical origin,social and cultural standing …?

Does one aim a “top-of-the-range” public, with strongpurchasing power, or wish to attract “low cost "clients? What are the needs for this public and whatis the service offer currently suggested? What are the

complementary service offers that could be proposedto this public?

…

Define the message the

event should

communicate and ensure

that is cohesive with the

tourist strategy

What is the event's specific added value for regionaltourism development?

Who are the key actors that the event should includeto ensure it corresponds the regional tourism project?

What are the leverage effects created by the event

that will value the tourism potential of the region?

How can the event contribute to sustainabledevelopment for companies working in the tourismsector?

…


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C. Formalise the CSE project

Architecture of the

CSE project

Information

to be displayed

Chapter 1/

The technical objectives

of the CSE

Qualify CSE: scope, periodicity, duration,organiser status, targeted public…

Provisional programme for the CSE.

Chapter 2/

The CSE link with the

regional development

strategy

The way that the CSE considers the region: itseconomical, social, environmental, urban,

historical specifics…

The way that the CSE is inscribed in a regionalprospective vision.

Precise objective that the CSE gives itself 8. TheCSE cannot achieve all of the regions objectives,it is therefore advised to make precise decisions.

CSE specific objectives for developing tourism.

Chapter 3/

The benefits for local

actors through event

participation

Scheduled impacts for the region (localinheritance).

Scheduled returns for the enterprises.

Local actor commitments for the conception andrunning of the CSE.

8

The quality of the assessment depends on the quality and precision of the objectives (See.factor 9 on page 1).


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Stage I I :

The act ion programme promotingthe regional tourism as sets

Factor 3. Create a diversif ied offer of services

Accommodating a CSE boosts activity for the destination. If the public restrictsitself to the event, meaning only the purchase of tickets, the regional returns willbe very limited. The rise of activity related to the CSE will only benefit the region,if we can provide the public with an interesting offer of diverse services.

Event analysis reveal that all too often, the event organisers do not think (or donot know how) to provide a larger range of services for the public, which wouldencourage them to stay longer in the region, discover other aspects, or evenreturn for reasons other than the initial one (i.e. the cultural or sporting event).

More over, by comparing the European tourist expense analysis, to the American, we can see that tourists spend a lot less in Europe. The gap can beexplained mainly by a less interesting service offer in Europe.

The CSE organisation committee should dispose of the experience and knowhow, to differentiate different public segments and "sell" composite offers whichinclude the event: other cultural visits or sport activities, tourist trips, regionalproduct promotion…

This globalisation of offered services, benefits not only the region but the culturalor sporting event as well, which will find new sources for continuation anddevelopment, or even a demarcation element compared to other similar events.


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Aims

The event should be the occasion for structuring derived service offers,peripherals, service offer combinations ("packaging").

Event analysis shows four main groups of services which are advised to beinstalled around the CSE:

1. The tourist offers directly resulting from the CSE and which oftenrequire better structuring. They are activities generated by the event,i.e. accommodation, catering and transport offers.

2. Event related activities: derived products, sale of theme related

products (musical instruments, sport equipment …), training related tothe event theme …

3. The regional tourism offers, which may benefit from the event: trips,tour operators, receptive agencies …

4. The offers linked to the regions assets: craftwork, regional products,leisure activities, local heritage, discovery related trips and thedifferent products and services…

It is advices to correctly decline the event according to each of the fourmentioned components (See following chart).

Installing this offer of services provides the following benefits:

Better anchoring of the CSE in the region: satisfaction of the differentpartners from the local organisation Committee, help the local populationfeel more concerned…

Federate an important offer of services.

Promote regional assets.

Attract a more diverse public.

Develop public loyalty.

And to finish, distinguish the CSE from the other events, hold a CSE whichis unique and singular.


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Include the event in a more global offer:

event organisation according to the four offer types.

Planning and optimising the impacts.

Regional attachment of the event.

Case study

The festival of Salzburg (Austria): exploiting the regional offer during the

festival.The festival of Salzburg is the opportunityto exploit various tourist offers:

Activities directly related to thefestival:

o Presentation of the festivalpalace and the variousdistrict sites (Mönchsberg,old town centre …).


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o Derived products related to Mozart: short films, visits to his nativehouse and his residence, International Mozart Foundation …

Promotion of the regional assets, in particular the tourist assets:

o Opening of the new museum in Salzburg.

o Presentation of the building inheritance, notably the baroque styleedifices and museums.

o Presentation of leisure offers: zoo, mountain trekking andpanoramic sights, nature activities, health, well being …

The festival is in this way clearly positioned as a promotional period for theregional tourism assets, with a view to improving the balance between thewinter and summer seasons.

The festival public has a privileged access to these different offers if the festivalpromotes them as a group, on the internet site. These offers are today so wellimbricated, it is difficult to know if the public comes to Salzburg specifically for thefestival, or if the festival is only an addition to the other offered activities.


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The CSE must have two aims:

- Make the event a success (quality of technical organisation, sportingperformances, cultural programming …).

- Make a success of the event's economic and tourism impact (morevisitors, better destination visibility, company benefits, their satisfaction,regional growth…).

These two objectives must be combined. The CSE must take the particularities ofthe event destination into account and must contribute to the regional economicand tourism development.

Defining the impacts concerned, during CSE planning, makes it possible for the

companies to anticipate them and therefore maximises sustainable regionalbenefits.

Case study

The 2004 European Nations Football Championship (Portugal).

This event was a great popular success. The local population’s passion forfootball generated a great impact for the

event.

The organising body for the eventconsidered that the important financial andhuman investments exploited, fell under thelonger-term aims of the event itself.

In a country with strong tourism assets andstrong development margins, the organisersaimed at using the event as a vector for attracting potential and future tourists.

The following initiatives were taken:

- Creation of a commission of accompaniment for the event, with the“Instituto de Turismo” taking an active part.

- Avoiding the event to disturb the tourists in Portugal, for other reasons.

- Training taxi drivers to welcome the supporters in a way thatcommunicates the regional tourist image, independently from the event.


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However, the analysis reveals two means of progression concerning impactanticipation and company information:

- The steps for making the companies aware and including them in the

event organisation, concerns mainly SME in the hotel and transport trade.Other tourism SME did not highly concern the organisers.

- Certain traditional tourist destinations of the country (Algarve, Madeira,and the Azores) lost a significant share of their usual tourists. From thispoint of view, the Euro 2004 played a rather negative role for these touristdestinations. The organisers did not manage to anticipate these effects.This reinforces this guide’s argument, for the need to build localpartnerships with the tourism companies, in order to combine peripheraloffers with all cultural or sporting events, making it possible to develop theregional tourist offer of the event destination. For example, in this precisecase, the organisers could have imagined preferential rates combiningtourist tripsand access to the sporting events.

Tools and method

It is advised to work in two steps:

A. Define, before the event, the targeted impacts, meaning the returnsthat the CSE should produce.

B. Inform the companies on the targeted impacts so that they cananticipate and maximise.

C. Identify the undesired impacts and associated preventive measure.


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A. Define, before the event, the targeted impacts

of a CSE

Finalities or

targeted goals

Justifying

diagnostic

Estimated means

implemented(organisational, human and

financial means)

The targeted

impacts

Improve the tourist

frequentationbalance throughout

the year,

- Tourist activity

subject to seasonal

effects

- Event held in low

season.

Human and financial

means made available by

the organisers, enablingthe promotion of the

event as a tourist offer.

- Increase of x% of

the tourist

frequentation in low

season.

- Proportion of the

frequentation

directly generated by

the event

Develop emergingtourist activities in

the region

- Tourist activities

presenting

development margins

related to the event.

Ex: horse drawn cart visit of the city during

the music festival.

Stabilising a pole of

competitiveness

around a recurring

event.

- Offering leisure passes

or packages

- Privileged tariffs

- Marketing actions- Forming tourism

settings

- Financing by the local

authorities, thus by the

European structural

funds.

- Improvement of the

tourism offer

catalogue

- Agreementsbetween commercial

operators and public

decision makers

- Rise of daily tourist

consummation rate.

Improve the regionsinternational position

- Activities relying

mainly on close

internal tourism.

- Active communication

campaign in the

neighbour countries

(posters, Internet…)

- Referencing campaign

with the neighbour

countries’ tourism offices

- Increase visitors for

abroad

- Increase the

regions fame in

neighbour countries

Etc. … … …


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B. Inform the companies on the targeted impacts so that they can

anticipate and maximise.

Targeted impact

examples

Structures to be

informedRequired information

Frequentation growth

for the destination

Trade within the

concerned

geographical zone

Hotel and caterers

Other tourism

companies

Number of spectators awaited

Type of participants

Length of stay

Scheduled traffic outlines

…

Structuring Tourism

Competitiveness Poles

SME

Development

agencies

Local authorities

Analysis of SME structure for certainsegments related to the tourist event

Creation or consolidation of groupswith branch logic: water activities,outdoor sports, cultural heritage pole …

…

Job creation and

qualified personnelrequired

Intermediary

structures for joboffers

Anticipating the difficulties ofrecruiting and the qualification of hotel

and catering staff

…

Town centre

Architectural renewal

Building companies

and public works

Scheduled works

Estimated localisation of these works

Estimated budget

Probable start date

Estimated completion date

…Etc. … …


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C. Identify undesired impacts

and the associated preventive measures

Undesired impacts Associated preventive measures

Disturbance of tourists at the

destination for reasons other thanthe CSE

Inform the organisation Committee onthe importance of specific CSEmeasures being sufficiently targeted intime and space so as not to disturb the

other tourists. Protect areas not concerned by the

event.

…

Disturbance of the economic

activity for the regional SME

(stock ruptures…)

Inform personally the regional SME onthe event's scheduled impacts: numberof expected people, duration, type de

tourist, buying capacity… …

Etc. …


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Factor 5. Answer the needs of al l publ ic concerned by

the CSE

Different types of public go to cultural or sport events: people directly concernedby the event (festival goers, supporters, fans, music lovers…), "VIPs" invited bythe sponsors or organisers, youths, people simply passing by…

However, the analysis of certain events reveals the following elements:

- These different kinds of public tend to be treated as one, without makingthe effort to distinguish age, expectations and motivations, geographicalorigins, income…

- Complementary services to the event are not offered to these people

("packaging", See factor 3 – elaborate a diverse offer of services).- In the end, through a lack of information on the service offer proposed by

the accommodating destination, these people tend to visit neighbourregions to find the required services.

During the Hossegor surfing world championship (south-west of France), it hasbeen observed that certain event public (notably professional surfers with theirfamilies) got to Biarritz, situated over 20 kilometres away from Hossegor, eventhough the host destination provides a wide variety of shops and activities (golf,casino, water activities…). The regional returns are for this reason limited.

Aims

The organiser need to professionalise their methods and have different serviceoffer strategies towards the type of public .

It is advised to differentiate at least three types of public, each calling for adapted

service offers:

The "Passionate" (supporters, fans, music lovers…), those who aremainly motivated by the event theme.

The Guests invited by the professionals contributing to theorganisation of the event: “VIP”, media, sportspeople and artists… This isa captive public and they can represent privileged ambassadors for theregional tourism offer.

Non captive publics, more or less attracted by the event but who canfind an additional interest if other associated tourism offers are offered. A


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qualitative analysis of this public must be carried out according to age,income, average duration of stay… It is then advisable to proposespecific segments of service offers for each category of public.

A good knowledge of these three types of public, with high quantity and quality, isa vital condition for obtaining a regular public and turning them into regionalambassadors: they might come back or advice others to come, in the event ofanother CSE or simply for the beauty of the region.

The fine knowledge of the public constitutes an important element for mobilisingthe events sponsors and partners. Sponsors and partners are developing moreand more precise marketing strategies. They often require characteristicknowledge on the event spectators in order to analyse their equation with theproposed products.

Case study

The Szigeti festival (Hungary).

The Szigeti festival in Hungary has rapidlyturned into a festival not to miss,

becoming a massive event gathering over100.000 spectators. It is mainly a youngpublic.

The organisers carried out aninvestigation on festival-goers, making itpossible to identify the main

characteristics for this public: geographical origins, motivations for coming to theevent, numbers of nights spent…

The knowledge of the public made it possible to identify that only a small minorityof the festival-goers use a hotel room. There is not much organisation for theaccommodation of the festival goers: organised or wild camping, commonlodgings…

These accommodation modes are part of the festival's general ambiance but interm create sanitary and security problems.

For this reason, the Organisation Committee is thinking about developing a newaccommodation offer, taking into consideration the needs and constraints for thispublic. It is essential for the Szigeti Festival in order to progress in quality and

attract a larger public.


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The Salzburg festival (Austria).

In partnership with the Chamber of commerce, the Salzburg Festival often carries

out a survey on festival goers. The survey questionnaire used by the festival canbe seen on the following page (see tool A).

This survey enables a better understanding of the public's main characteristics:number, age, sex, geographical origin, length of stay, consummation habits…

The results are used in two ways:

- The festival's internal piloting: follow the public's evolution from one yearto another, orient communication towards target regions or public…

- Festival promotion with the partners and sponsors.

The survey results are meanwhile little used for defining public typologies forelaborating activity offers, adapted service and products for these profiles.

Partners and sponsors, as well as certain local companies use the data to directtheir offers. But these initiatives are not monitored or capitalised by theOrganisation Committee.

Tools and method

Two tools are proposed:

A. Obtain better knowledge on the event’s public, with a surveyquestionnaire (level of loyalty, consummation, satisfaction…).

B. Class collected information according to public typology.


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A. Know better event public with a survey questionnaire

(example from the Salzburg Chamber of Commerce).

1. How many times have you attended the Salzburg festival?

• each year since… • up to now… times since... • for the first time in 2002

2. Are you visiting Salzburg during the festival?

• only or mainly because of the festival? • for other reasons (holidays, health, business)?

3. What type of transport did you use to come to Salzburg?

• car • coach • train • plane

4. Where are you staying in Salzburg?

• in the town of Salzburg• in Salzburg provinces, I.E. in...

• or in............................................

• with my main home in...• in my holiday home

5. Where is your main home located?

Country.................................................. City................................................

6. During your stay, you’re staying:

• at the hotel• in a bed and breakfast• in a private room

• in a holiday home• free accommodation (for example with friends)

7. How long are you staying for the festival?

..........full days ..................nights

8. How many people are accompanying you during your stay in Salzburg?

• 1 person • .......persons

9. How many festival shows will you attend this year?

........................................show (S)

10. How many people come with you to attend the shows?

• Nobody • ... .. .person (S) • a group of...... . people (> 6 people)

11. How much did you spend during your stay at the festival (approximately)?

Amount in Euros: …... of which:Lodging per person and night...

Meal per person and day...

Taxi, hired car, bus (total)...

Tickets for the festival (total)...

Shopping (total)...

Other expenditures (total)...

12. Do you go, in an irregular or regular way, to other festivals?

• If yes, which ones ................................... ...................................... ............................................. ............................................................................................................................................................

Survey continued

on following page


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13. Please indicate some personal information:

You areborn

in 19….

Occupation• employee (executive? • yes • no)

• contractor / liberal profession• scholar/student• retired• unemployed

14. Your opinion on(Please use the following: 1=very good, 2=good, 3=poor, 4=very poor)

Infrastructure (buildings, transport, seating, toilets etc) :

Organisation (cloakrooms, stewards, safety etc) :

Information (festival programme, show programmes, general information etc)

Ticket service (choice, correspondence, cashier desk etc)

Staff (presentation, assistance, competences etc)

…….

…….

…….

…….

…….15. Suggestions for improving the Salzburg festival?

…………………………………………………………………………………………………………………………….…………………………………………………………………………………………………………………………….…………………………………………………………………………………………………………………………….…………………………………………………………………………………………………………………………….…………………………………………………………………………………………………………………………….…………………………………………………………………………………………………………………………….…………………………………………………………………………………………………………………………….…………………………………………………………………………………………………………………………….


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More precisely, the communication plan should be able to expertly promote fourdimensions (See graph below).

1. Characteristic elements of the cultural or sporting event (quality of the

artists and sportspersons…).2. Regional tourism offers proposed in a related or peripheral way to the

event (hotels, catering, local inheritance, sporting and cultural activities…).

3. The regional assets and specificities (regional image, craftwork, localproduce, economic activities …).

4. The local partnership set up at the time of the event (to describe thedynamics of the partnership, the values of this partnership, the dynamicsof social cohesion related to the event …).

Integrate the event into the heart of various

tourist destination components.

With the multiplication of CSE, it is becoming essential to adopt a strategy inorder to differentiate with other events. Promoting the region within thecommunication plan is good way of distinguishing the event, and a competitiveasset.


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Case study

The "Quiksilver Pro France": synergy between event communication and

tourism communication

The town of Hossegor is a renowned seaside resort, on a national andinternational level, traditionally directed towards “luxury tourism". A modestlysized commune in winter (3.400 inhabitants), the population is multiplied by 10during the summer season (approximately 40.000 inhabitants).

In addition, various indicators show a positioning, tending towards luxury

tourism:1. The tourism communication of the commune, marked by the adage

“ocean elegance".2. The presence of a characteristic leisure activity offer: casino, golf and

lake, allowing various nautical activities.3. The number of classed hotels and residences: 14 hotels (including one

4*, two 3*, and eight 2*) and a 2* residence, with nearly 300 rooms.4. The important volume of holiday homes.5. A town centre, well provided with shops, restaurants, bars, pubs and

discotheques (approximately 130 brands), an “open air shoppingcentre".

The installation of surfing events, makes it possible to instigate and renovatethe image of Hossegor. The surfing activity is relatively new and mainlypractised by a younger public.

The communication strategy should permanently combine and balance differentregional vocations (See following illustrations):

a "Luxury" vocation (symbolised by the golf course and the casino) and ayounger, more dynamic vocation (symbolised by surfing).

the promotion of the coastline (with the waves and surfing) andpromotion of the country side and traditions (by staging stilt walkers andthe beret wearers).


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Articulate event and regional tourist asset communication

(example of the “Quiksilver Pro France")

In addition, completing these visual supports used by the region, the QuiksilverPro France organisers mobilise a large variety of communication tools ("mixedmedia"), with a strong international orientation:

Live internet broadcasting of the event . The whole of the event wasdiffused on internet. 200.000 internet users saw the final. The internetusers geographical origin, showed a planetary visibility for the event:


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Geographical origin of the 200.000 internet users

United States 24.95%France 13.87% Australia 11.76%

Brazil 8.94%Great Britain 7.03%Spain 5.48%Japan 5.22%Germany 1.99%Portugal 1.83%Canada 1.75%Italy 1.42%Netherlands 1.33%New Zealand 1.22%Israel 0.94%

Rest of the World - under 1% per country

11h23 of television diffusion. High definition video sequences were made("superloupe" image capture, 1000 images/sec). Television exposure isas follows:

– 2h on world channels ( TV coverage diffused in 86 countries), – 1h20 on European channels. – 7 hours on French national channels,

Installation of a Hotline telephone line,

2.000 SMS subscribers, enabling direct information on the events.

100 local and national press citations, 80 international press citations.

Important radio diffusion.

Information by fax with the "Ocean surf report".

Live coverage in 150 Quiksilver stores.

A local communication campaign: posters, information booth, giantscreen on the main site…

In this communication strategy, we can see that international visibility is asimportant as local visibility, if not more. One of the challenges for the localOrganisation Committee is to get the local authorities to play a bigger role in this

communication, in order to favour local population mobilisation, and not only for

the surf initiated public This enables to maximise at the same time, the event's

success and the returns for the region.


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Tools and method

B. Elaborate a CSE communication plan.

Communication Plan Content:

the message we want to communicate

Characteristicelementsof the CSE

What is the thematic, the place, the date and the duration ofthe CSE?

What are the CSE access conditions?

What is the CSE activity programme

Who are the artists, sportspersons or personalities taking partin the event?

…

Regional tourismoffers proposed in arelated or peripheralway to the event

What is the tourism programme related to CSE?

What is the offer for accommodation, catering andtransport?

…

Regional assets and

specificities

What image emerges from the region? How is it different from

other regions? What makes it particular? What are the regional values to be put forward?

…

The composition andlevel of localpartnership

Who are the various people and institutions represented in theCSE local partnership organisation? Who is the spokespersonfor the Organisation Committee?

What is the origin of this partnership? What are the prospects?

…

Communication plan targets

The targets linked tothe CSE theme (the"passionate", otherspectators…)

The localsocioeconomic actors:companies,associations


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Targets identifiedwithin the frameworkof the regional tourism

strategy10

Local population

Communication and diffusion

plan supports11

Press

Radio

Television

Internet

Posters

…

10 This is the public targeted by the regional tourism strategy. The public can be defined indifferent ways: where they come from, age, buying power and social status…

11

In the diffusion plan, it is adviced to at least indicate the referee contact and provisionaldiffusion date.


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Stage I I I :

The CSE real isat ion.

Factor 7. Carry out the preparator y work for the CSE

A CSE is a punctual event, isolated in time: an evening, a few days, a week…

Due to this punctual character, does not enable the local actors and population tofully feel part of the event: its thematic, history, philosophy of action, organisationmethods…

To prepare the arrival of the CSE and favour the implication of all the local actors,the event must be preceded by publicity campaigns and mini local events, inrelation with the CSE thematic. For example, the comic strip festival in

Angoulême, is preceded by plastic art works in the schools and by the installationof synergy between editors, libraries, producers, visual art companies…

The conception of these preparatory actions requires creativity and imagination.It is a new occasion for using the advantages of having a Local OrganisationCommittee, gathering CSE organisers, local authorities and companies.

Aims

Imagine and put into action, a few months before the event, CSE preparatoryactions.

The different types of preparatory actions can be put into four groups:

1. Information and awareness actions targeting different types of localpublic. These kind of actions may correspond to all or a part of thefollowing aims:

Inform and arouse public awareness for welcoming the CSE.Prepare the population for welcoming the CSE and the

spectators. The organisation for the 2012 London Olympic


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Games is coupled with actions aimed at the local population inorder to favour a "welcome attitude".

Create a movement, a desire, for the CSE thematic (music,drawing, football, swimming…). It is also about creating a feeling

of pride and belonging concerning the event. Promote the different Local Organisation Committee members,

particularly the companies who may already benefit from thepreparatory action returns .

2. Training and professionalising actions. All actors should be prepared forthe arrival of the event. Thus, prior to the 2004 European Nation FootballChampionships in Portugal, training was given to taxi drivers in order toimprove their greeting and pick up skills.

3. Actions aimed at developing, prior to the event, initiatives for localdevelopment or tourism development. This type of action is particularlywell adapted for recurring festivals. In certain cases, one could note that,a few months before the festival, tourism initiatives can be conceived inorder to drain the public wishing to avoid crowds due to the event.

4. Actions aiming to structure competitiveness branches or poles. The eventcan be a good occasion to encourage a certain number of companies tovalue regional potential. The aim consists in identifying the possibilities ofworking jointly to set up complementary service offers in specific areas.

We have noted, for example, that in the sporting environment, certainevents created the grouping of sport companies by families of activity(nautical activities, air activities…).

Case study

The Prague Spring festival (Republic of Czech).

The festival, created in 1946, is organised by the “Spring of Prague” company,transformed in the year 2000 into a public utility company employing 10 peoplefull-time.

The Organisation Committee developsa permanent animation leading up tothe festival aiming to involve the civilcompany in the organisation, but alsothe installation of a permanent musicalanimation before the main event:bands, parades, folkloric animations,

guided tours...


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Surveys reveal, that the two thirds of the population over 15 years of age areconcerned by the festival.

It is largely thanks to these preceding operations, led by the OrganisationCommittee, that Prague is visited as a musical city outside the festival period.

The event thus represents the summit of the cultural season, which tends togradually exist throughout the year.

Tools and method

Define and plan the CSE preparatory actions

Preparatory action typesMore precise definition

of the actionInstallation modalities

Information and

awareness actions

targeting different types

of public.

Precise sequence ofoperations:

Aims and targets:

Necessary methods:

…

Referee on the LocalOrganisation Committee level:

Installation date:

Training and professionalising

actions

Local development or

tourism development

actions

Actions aiming to

structure

competitivenessbranches or poles.


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Factor 8. Keep up-to-date the CSE monitoring chart

The organisation of a CSE has a true project conduct approach. This step isexpressed through the definition of aims in order to improve the defining offoreseeable and desired event impacts (See factor 4 on page 1).

During the running of the CSE, the Local Organisation Committee should monitorthe level reached for the aims targeted. To do this, it is advised to keep daily amonitor chart for obtained impacts and gap measures for the targeted aims.

Polls and surveys will be needed for the chart during the event. Indeed, certaininformation can only be collected during the event. Particularly the surveys on the

events spectators (See tool proposed for factor 5 on page 1).

For long running events, the chart may be used for piloting and continuousreorientation of the event. It is the case for the "European Capitals of Culture",which run for a whole year. The town of Turku (Finland), European Capital ofCulture candidate for 2011, plans to elaborate one of these charts.

Aims

The monitor chart show how the aims were really reached.

This follow-up will allow:

1. To check if the aims have been reached, if they were realisticand identified, if not, the reasons why they were not reached(gap measures of and reasons).

2. Use the results to reorient the approach for a forthcoming event.

3. Identify what the event brought to the tourism strategy and forregional development.


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Case study

The Salzburg festival (Austria).

The Salzburg festival worked with the Salzburg Chamber of Commerce to carryout three successive studies on festival-goers (2 in 1990 and the latest in 2002).

These direct surveys with the festival goers have the following advantages:

- They enable the isolation of specific impacts from the Salzburgfestival compared to the other numerous regional culture events.

- They make it possible to ensure a longitudinal frequentationmonitoring, concerning quality and quantity. In this way, they supportthe orientation or reorientation of event decisions, to the benefit of thetype public.

- They make it possible to prove to the local economy the contribution ofthe event (in particular at the beginning of the year 1990 when the utilityof the event was argued).

The last investigation carried out in 2002 made it possible to estimate thefinancial effects of the festival at 168 million euros. The revenues from taxesgenerated by the festival for the State, the Land and the City are higher than thesubventions.


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Tools and method

The follow-up chart must be made in coherence with the formalisation matrix for

the targeted goals and the foreseeable impacts (See page 36).

Finalities or

targeted aims

Targeted

impacts

Evaluation

methods for

measuring the

impacts

Reporting of the

investigation

results and

observations

Improve the tourist

frequentationbalance throughout

the year,

- Increase of x% of the

tourist frequentation in low

season.

- Proportion of the

frequentation directly

generated by the event

Survey on

spectators duringand after the

event.

Develop emerging

tourist activities in

the region

- Improvement of the

tourist offer catalogue

- Agreements between

company operators and

local authorities

- Increase of tourist’s daily

consummation rate

Company survey

… … …

Key steps for conducting a survey with a questionnaire

1. Determine, within the guide lines of a work group, the desired information to collect.

2. Elaborate the questionnaire: formulate the questions and the answer items. Usestraight forward, simple vocabulary and formulations.

3. Test the questionnaire with certain publics.

4. Validate the questionnaire within the work group.

5. Train the surveyors, responsible for administering the questionnaire to the public andrecording results.

6. Administer the questionnaire. If necessary, follow-up those who didn't answer.

7. Collect the answers and produce statistics.

8. Present the results to the work group to generate a debate on the interpretation of

these results and conclusions to be made.


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Stage IV:

CSE assessmentand the promotion of a ssets

Factor 9. Carry out a shared evaluation of the durable

benefi ts for the tourist destination

Once the event is over, the evaluation period is capital. The evaluation must becarried out associating the whole Organisation Committee. It must lead to oneshared event evaluation, identifying the strong and weak points in relation with allof the goals fixed.

All events, what ever their size, should use evaluation methods. Indeed, the CSEanalysis reveals that it is only “mega events”, like World cups and Olympic

Games, which carry out ex post evaluations.

Aims

The final evaluation (or ex post) of the impacts produced by the event, obeys toregional project evaluation rules12.

Concerning sport and culture events, we distinguish two evaluation levels:

- The global evaluation of the event's success, regarding the objectives.

- The returns more specifically economic and tourism for the region.

Each country has it's own CSE impact evaluation methods, such as theeconometric model offered by the British government (based essentially oneconomic flow measures), or the Swiss "score card" methodology (combining

12 Cf. "Evaluation of Socio-Economic Development" - http://www.evalsed.info


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economic approaches, as well as social and environmental) or the Frenchgovernments INSEE method (consisting in measuring the economic impactgenerated in a given region and compared with a pilot region to identify thedifferences and evaluate the activity’s specific impact).

Beyond these methods, the analysis of cultural or sport events has encouragedthe proposition of a global, easy to use evaluation methodology, which can becombined with other methods previously announced.

In any case, an evaluation is always a rich period in the life of an event:

- It enables to show objectively the obtained impacts and, promote them to theCSE partners.

- It enable to identify progress areas, for improving the events to come.

Case study

The 2004 European Nations Football Championship (Portugal).

The Portuguese Federation of football led several evaluations. A first ex-anteevaluation made it possible to justify the opportunity of holding such an event byconsidering the foreseeable repercussions. Technically, this ex-ante evaluation

was based primarily on comparative data with the preceding European footballChampionship or World cup accommodating countries.

Concerning the ex-post evaluation, it helped measure the following economicalimpacts (there has not been a more global evaluation for identifying areas forimprovement):

• Investments in infrastructures, stadiums and car parks: 650,5 M €,105,1 M € from the government, 241,3 M € from the municipalities and304,2 M € from football clubs. 4,7% of the investment corresponds tosupport from the EU through ERDF. Other investments close to thestadiums come to 156,2 M €, in particular for facilitating access.

• Other economic impacts related to the investment:o Production 1.900 M €o Employment 39.363o Added value 700 M €o Wages 400 M €o Revenues from taxes 57,5 M €

• Impacts related to the tourism sector :o Production 183,8 M €o Employment 4.547o Added value 81 M €o Wages 41 M €


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• Impact on the growth of the GDP:o 2002: 0,11%o 2003: 0,32%o 2004: 0,11%

Tools and method

Two levels of evaluation need to be clearly distinguished:

A. The global evaluation of the event's success, regarding theobjectives. This is the gap measurement between the targetedimpacts and those finally obtained.

B. The evaluation of more specifically economic returns.

A. Measure the gap between the targeted impacts and those finally

obtained, and search for areas of progress.

The areas of progress result from the differences between the targeted and theobtained CSE impacts. The question grid for below makes it possible to seekareas of progress on two levels:

1/ CSE benefit for the event destination development.

2/ CSE benefit for tourism based SME development.

Targeted CSE impacts

Obtained CSEimpacts

PROGRESS AXIS

enables sustainable

CSE benefit

maximisation


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Q u e s t i o n g r i d f o r

l o c a l i s i n g a r e a s o f p r o g r e s s .

3 a n a l y s i s

t i m e s

2 e v a l u a t i o n

l e v e l s

W a s t h e o r g a n i s a t i o n o f t h e

C S E s u b j e c t t o a n i n t e g r a

t e d

a p p r o a c h ?

W h a t i m p a c t s w e r e o

b t a i n e d

b y t h e C S E ?

W h a t a r e t h e

p o t e n t i a l

i m p a c t s t h a t h a

v e n o t b e e n

o b t a i n e d ?

W h e r e a r e t h

e a r e a s o f

p r o g r e

s s ?

1 / C S E b e n e f i t f o r e v e n t

d e s t i n

a t i o n d e v e l o p m e n t .

I s t h e C S E i n t e g r a t e d f r o m t h e

v e r y s t a r t ,

i n a n a t t r a c t i o n

s t r a t e g y f o r r e g i o n a l g l o b a l

d e v e l o p m e n t ?

W h a t w e r e t h e r e a l i m p a c t s o f

t h e C S E o n t h e e v e n t

d e s t i n a t i o n , o n a s o c i a

l l e v e l ,

e c o n o m i c a n d e n v i r o n m e n t a l ,

a n d i n t e r m s o f i m a g e ?

W h a t a r e t h e f o r e

s e e a b l e

u n f u l f i l l e d i m p a c t s ?

I n w h a t w a y c o u l d t h e C S E

h a v e p r o d u c e d a d d i t i o n a l

i m p a c t s f o r t h e e v e n t

d e s t i n a t i o n ?

2 / C S E b e n e f i t f o r t o u r i s m

b a s e d

S M E d e v e l o p m e n t

W e r e t h e t o u r i s m b a s e d S M

E

i m p l i e d i n t h e o r g a n i s a t i o n o f

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