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EVENTS BEYOND 2000: SETTING THE AGENDA P R O C E E D I N G S O F CONF E RE NCE ON E VE NT E VA L U AT I O N , R ES E ARCH AND E DUCAT I ON S Y D N E Y J U LY 2 0 0 0 Edited by John Allen, Robert Harris, Leo K Jago and A J Veal AUSTRALIAN CENTRE FOR EVENT MANAGEMENT SCHOOL OF LEISURE, SPORT AND TOURISM UNIVERSITY OF TECHNOLOGY, SYDNEY First published in 2000 by the Australian Centre for Event Management Cover Design: Lightstorm Graphics ISBN: 186365562X  Copyright Australian Centre for Event Management, 2000 This work is copyright. Apart from any use as permitted under the Copyright Act, no part may be reproduced without the written permission of the Australian Centre for Event Management. Australian Centre for Event Management. (2000) Events Beyond 2000: Setting the Agenda Proceedings of Conference on Event Evaluation, Research and Education Views expressed in this publication are those of the authors and do not necessarily represent those of the Australian Centre for Event Management Australian Centre for Event Management School of Leisure, Sport and Tourism University of Technology, Sydney P.O. Box 222, Lindfield NSW 2070 Tel: 61 2 9514 5156 Fax: 61 2 9514 5195 http://www.business.uts.edu.au/leisure/ACEM/website/index.htm Events Beyond 2000 P REFACE The global telecast of the celebrations of New Year's Eve of the new millennium bore witness to two significant trends of the last decade - the increasing number and status of events, and the increasing ability of television to bring major events to an unprecedented global audience. In Australia, the decade has seen the emergence of an event industry, with the beginnings of an identifiable body of knowledge, formalised training and recognised career paths for professional event managers. Yet, as Donald Getz reveals in his keynote address to this conference, events are still a relatively new area of academic study and research, and this conference appears to be the first anywhere to focus on the education, research and evaluation issues facing the emerging events field. What better time and place to stage such a conference than in the host city on the eve of the world's largest peacetime event, the Summer Olympic Games? The staging of the Games has placed Sydney on a steep learning-curve, a legacy of which will be a large body of event knowledge and experience. This conference aims to provide an overview of the knowledge and skills of event management, and to provide a platform for the consideration of a future research agenda for the industry. The conference is fortunate to have as its keynote speakers two great pioneers of the event industry. As founding director of the Event Management Program at George Washington University and founding President of the International Special Events Society (ISES), perhaps no-one is better placed than Joe Jeff Goldblatt to provide an overview of the trends impacting the profession. Similarly, as co-founder and Editorin-Chief of the international research journal Event Management and a prolific researcher and writer on events, few could be more able than Donald Getz to summarise the current state of event research, and to consider its future needs and directions. The Conference Editorial Committee also considered it appropriate to overview event research and education in the Australian context, and for this purpose has drawn on the co-ordinators of the first dedicated event courses in Australia at the University of Technology, Sydney, and Victoria University, for the third keynote presentation. One area where considerable research has been done, particularly in Australia, is in the field of economic evaluation of events. Papers are presented at this conference by many of the significant researchers in this field, including Barry Burgan, Jack Carlsen, Larry Dwyer, Bill Faulkner, Donald Getz and Trevor Mules. A workshop session will also be conducted by Jack Carlsen and his colleagues examining the potential for a standardised approach to event evaluation. It would be difficult to stage a conference in Sydney at this time without considering the impacts of the Sydney Olympic Games, and Bill Faulkner, Laurence Chalip, Ray Spurr and Graham Brown summarise a major study on this topic being undertaken for the Co-operative Research Centre (CRC) for Sustainable Tourism. Andrew Woodward outlines the tourism significance of the Games on behalf of the Australian Tourist Commission, and Brian Mihalik and Siva Muthaly and his colleagues outline some of the lessons to be learnt from the Atlanta Olympics. In the field of event management and operations, Bill O'Toole makes a case for the emerging discipline of Event Project Management, Clare Hanlon and Leo Jago look at human resource issues, Je'Anna Abbott and Steven Abbott at crowd management i Events Beyond 2000 and crowd control, and Ros Derrett at the perspectives of community cultural development and cultural tourism. In the field of event marketing Richard Gitelson examines the decision-making process of arts festival patrons, Glenn Bowdin and Ivor Church look at customer satisfaction and quality costs, and James Paterson and Ian McDonnell each examine important aspects of sponsorship. In the area of education and training, Rob Harris and Leo Jago survey the Australian situation, Charles Arcodia and Alastair Robb make an important contribution to event terminology, Jenny Davies and Lorraine Brown describe the formation of an event course in the unique tourism and cultural context of South Australia, and Shayne Quick and Tracy Taylor evaluate an educational project aimed at the transfer of knowledge from Sydney to the 2004 Athens Summer Olympics. In a new area of research such as events, describing and defining the field is an important first step, and thus case studies have an important role to play in a conference such as this. Graham Brown contributes a case study of New Year's Eve of the new millennium at Cape Byron in New South Wales, Ian Chaplin and Carlos Costa of the Portuguese Handover of Macau to China, Margaret Tyce and Kay Dimmock of the Nimbin Mardi Grass in New South Wales, and Lynne Dore and Elspeth Frew of the Avenel Farmers' Market in Victoria. The keynote presentations by Joe Jeff Goldblatt and Donald Getz are invited papers. Those by Mike Rees, Andrew Woodward, Bill Faulkner et al., Hans Westerbeek et al., James Paterson, Ian McDonnell and Rob Harris and Leo Jago are presented as working papers. All other papers presented at the conference have been subjected to a double blind referee process, and subsequently revised by their authors. In view of the referees' comments, the editorial committee has recommended that certain of these papers, marked with an asterisk in the table of contents, also be presented as working papers. Australian spelling conventions have been adopted for all papers included in these proceedings. The Conference Editorial Committee consisted of Robert Harris, Leo Jago, Tony Veal and myself. On behalf of the Committee I would like to thank all of the referees who gave so generously of their time in reviewing papers for the conference. I would also like to thank my co-editors for their assistance in editing the manuscript, Warwick Powell for book design and proofreading, and Lightstorm Graphics for the cover design. Not the least, I would like to thank Rob Lynch, Dean Faculty of Business, and Bruce Haylar, Head School of Leisure, Sport and Tourism at the University of Technology, Sydney; our sponsors the New South Wales Department of State and Regional Development, Tourism New South Wales, Visy Special Events and SpecialEvents.com; Rod Hill and John Rose for their support; and Phyllis Agius, Bill O'Toole, Trevor Connell and their volunteer assistants from the UTS Executive Certificate in Event Management Course, whose generosity and support assisted so greatly in staging the conference. Johnny Allen Conference Co-ordinator ACEM, UTS, June 2000 ii Events Beyond 2000 CONTENTS KEYNOTE PRESENTATIONS A Future for Event Management: The Analysis of Major Trends Impacting the Emerging Profession Joe Jeff Goldblatt 1 Developing a Research Agenda for the Event Management Field Donald Getz 9 A Rearview Mirror and a Crystal Ball: Past, Present and Future Perspectives on Event Research in Australia Robert Harris, Leo Jago, John Allen and Monique Huyskens 21 EVENT EVALUATION A Framework for Evaluating and Forecasting the Economic Impacts of Special Events Larry Dwyer, Robert Mellor, Nina Mistilis, and Trevor Mules 31 Event Analysis – Understanding the Divide Between Cost Benefit and Economic Impact Assessment Barry Burgan and Trevor Mules 46 Estimating the Impact of Events – Sampling Frame Issues in Identifying Event Related Expenditure Barry Burgan and Trevor Mules 52 Community Perceptions of the Impacts of Events Elizabeth Fredline and Bill Faulkner 60 Issues in Evaluation: EventsCorp’s Perspective* Mike Rees 75 Pre- and Post-Event Evaluation Criterion Research Jack Carlsen, Geoff Soutar and Donald Getz 76 EVENT MANAGEMENT AND OPERATIONS Towards the Integration of Event Management Best Practice by the Project Management Process William O’Toole 86 Pulsating Sporting Events: An Organisation Structure to Optimise Performance Clare Hanlon and Leo K Jago 93 The Importance of Proper Crowd Management and Crowd Control in the Special Events Industry: Legal Analysis Je'Anna Lanza Abbott and Steven M Abbott 105 Can Festivals Brand Community Cultural Development and Cultural Tourism Simultaneously?* Ros Derrett 120 THE OLYMPIC GAMES Australian Tourism Benefiting from a Mega Event. The Sydney 2000 Olympic Games in Australia* Andrew Woodward 131 Sydney 2000 Olympics Tourism Impacts Study* Bill Faulkner, Laurence Chalip, Ray Spurr and Graham Brown 132 Host Population Perceptions of the 1996 Atlanta Olympics: Support, Benefits and Liabilities Brian J Mihalik 134 The Atlanta Olympics and its Impact on Sydney 2000 Organisational Strategies Janek Ratnatunga, Siva K Muthaly, Gary B Roberts and Carlotta D Roberts 141 Key Success Factors in the Bidding for Hallmark Sporting Events: Different Perspectives* Hans Westerbeek and Lynley Ingerson 150 Cultural Diversity and Event Management: The Sydney 2000 Olympic Games* Jock Collins and Wally Lalich 151 iii Events Beyond 2000 EDUCATION AND TRAINING Event Education in Australia: Supply and Market Perspectives Robert Harris and Leo K Jago 153 A Taxonomy of Event Management Terms Charles Arcodia and Alastair Robb 154 Tourism: Food, Wine and Festivals – A Delectable Mix Jenny Davies and Lorraine Brown 161 Transferring Knowledge from One Big Event to the Next: The Greek Olympic Educational Experience* Shayne Quick and Tracy Taylor 171 EVENT MARKETING A New Perspective on the Decision-making Process of Arts Festival Visitors Richard Gitelson 179 Customer Satisfaction and Quality Costs: Towards a Pragmatic Approach for Event Management Glenn A J Bowdin and Ivor J Church 186 Event Sponsorship and Evaluation: A Practitioner's Perspective* James Paterson 201 The ‘Fit’ Between Event and Sponsor* Ian McDonnell 202 EVENT CASE STUDIES Breakfast at the Cape: Event Planning at a Unique Place and Time* Graham Brown Milestone or Millstone? Commemorating the Portuguese Handover of Macau – A Case for Event Management Studies Ian Chaplin and Carlos M M Costa 204 Nimbin Mardi Grass Festival: the Impacts* Margaret Tiyce and Kay Dimmock 222 Farmers’ Markets as Special Events: A Case Study of Avenel Farmers’ Market Lynne Dore and Elspeth Frew 231 * Denotes Working Paper iv 212 Events Beyond 2000 KEYNOTE PRESENTATIONS 1 Events Beyond 2000 A FUTURE FOR EVENT MANAGEMENT: THE ANALYSIS OF MAJOR TRENDS IMPACTING THE EMERGING PROFESSION Joe Goldblatt Dr Joe Goldblatt, CSEP is the founding director of The Event Management Program at George Washington University, USA, where he has created a one-of-a-kind Event Management Certificate Program and Masters Concentration that has been eagerly embraced by students nationally and internationally. Goldblatt was founding president of the International Special Events Society (ISES), a vital organisation composed of the top professionals in special events. He has authored several field related books, including The Dictionary of Event Management with Carol F. McKibben, and was executive producer of his own special events firm in Washington D.C. where he created such events as presidential inaugurations and galas for foreign governments. ABSTRACT years of development within this profession. And the investigator will seek to achieve this within the context of one brief paper. Although this attempt may seem doomed to failure at the outset, the paper mirrors the nature of modern events themselves in which the event organiser continually attempts to achieve the impossible using scarce resources. Indeed, this investigator will use this historic conference as an opportunity to explore three central and interrelated theories impacting this profession. This analysis of the leading trends in the emerging profession of Event Management provides both quantitative and qualitative evidence of the growth of this field. A careful analysis of the economic, educational, and sociological changes within the profession and society in general provides evidence that the profession is growing and the prospects for long-term health are excellent. The paper also provides a new model for the evaluation of events to offer a universal standardised tool that enables event organisers to compare and contrast event performance. Finally, the paper a forecast for the next twenty-five years in the event profession, in five year increments. First, the profession is growing and transitioning from growth into maturity. This places the profession at a critical crossroads that, through thoughtful examination, may develop the navigational skills of the stakeholders. 'The trouble with the future is it is not what it is supposed to be.' - Paul Valery Second, the profession lacks the standardisation tools and reporting procedures needed to provide empirical data to enable event stakeholders to make informed decisions. The absence of this standardisation promotes speciousness, distrust, and lack of credibility on the part of governments, the private sector, and others whose support is critical to the long term health of the profession. INTRODUCTION During the recent century beginning with numerous world fairs and major sport events and concluding with the ubiquitous millennium festivities, the tourism industry has seen a significant increase in the size, scope, length, and visibility of these unique ventures known as hallmark or mega-events. However, there continues to be little empirical evidence that validates the social, political, ecological, and economic benefits of these projects. Furthermore, the rapid growth of the event management profession has produced a climate that is confusing, lacking in credibility as compared to other professions, and perhaps detrimental to its future long term health. Third, the profession operates from a reactionary mode that is ironic given the central skill of strategic planning that is required for most events. Without the ability to forecast and plan for the short term, mid-term, and long term trends potentially affecting the profession, this field becomes a rudderless ship subject to the winds of change but unable to correct its course to reach a safe harbor. The investigator believes there is much that can be learned from established professions such as medicine, law, accounting, and even the closely related field of public relations. The challenges these professions faced and overcame may be used as a model for the emerging profession of event management. Therefore, in this paper the investigator examines the current landscape of the event management profession, provides a new model for standardising the quantitative and qualitative benefits of events, and issues a forecast for the next twenty-five 2 Events Beyond 2000 Lofgren asks (1999) 'Do we live in an age obsessed by having great experiences? An age in which places like Freemont Street in Las Vegas are malled and re-designed as 'the Freemont Street Experience,' following the popular trend of tourist architecture as event?' managers now use to attract tourist dollars by making a trip downtown to Cleveland a more memorable night time experience.' (Pine and Gilmore, 1999) The second highly noticeable change is the shift toward technology both in work and leisure. John Naisbitt, in his book 'Megatrends 2000' (1990) describes a high tech and high touch world and it appears that as individuals in developed and developing countries rush toward a virtual world (the Internet) they collectively wish to preserve their humanness through personal interaction through live events. America On Line (AOL) has stated that while trial members initially connected for the purposes of accessing free information (such as travel education, and entertainment), they agreed to pay for their membership when they discovered people of similar interests within the seemingly infinite number of chat rooms and discussion areas. The on-line introduction and connection with people of similar interests may have forged the creation of numerous live face-to-face events. In fact in recent years one could reasonably argue that the term 'event' has been used to define that which is extraordinary in popular culture. For example, the popular U.S. television program entitled 'Who Wants to be a Millionaire' has been labelled by the popular media as ‘event’ television. Robert F. Jani, the first director of public relations at Disneyland described the Main Street Electric Parade as 'a special event' in 1954, and pressed for a definition by the media, he further explained, 'I suppose it is that which is different from a normal day of living.' (Goldblatt, 1990). Regardless of what definition you accept, it is a reasonable assumption that planned events have significantly changed in volume, size, scope, and quality during the past half century since Jani issued this definition. A third shift that may have fuelled the demand for bigger and better events in the USA is the growth in the economy, especially in the leisure and recreation sector. According to the Travel Industry Association in Washington, DC (TIA 2000) over one fifth of the U.S. adult population attended a festival while on a trip of 100 or more miles away from home in 1998. Nearly one third of this group attend arts or music festival events. According to the International Festivals and Events Association, there are approximately 40,000 festivals held annually in the United States. These events range from food festivals to those for religious purposes. In other studies, festival-goers have repeatedly identified 'value' as the primary reason for motivating their attendance at the event. Live events serve as a value-added investment for individuals and couples as well as families with children, as evidenced by TIA in their 1998 study. WHY THE EVENT SECTOR IS GROWING The event sector is actually not one but many sectors. Brian Losourdo (1997) conducted a study of two dozen professional trade associations whose members derive revenue from professional events. According to Losourdo, the aggregate revenue derived from these sectors exceeds $800 billion per year. Supporting this statistic is evidence from the International Events Group in Chicago stating that commercial sponsorship has grown globally from $6.5 billion in 1996 to over $9 billion in 1998. What has fuelled this rapid growth? The first theory I will advance is that as the earth’s population ages there is significantly more to celebrate and events provide the forum for these celebrations. For example, during the next decade in the United States, over 70 million people will turn fifty years of age. Few will mark this personal milestone quietly. Rather, they will organise events (or events will be organised on their behalf) to chronicle this 'day that is different from a normal day of living'. The fourth and final change was first identified by Faith Popcorn in her book 'The Popcorn Report'. She reported that Americans are increasingly time poor and will make time and financial investments based upon the need for convenience, accessibility, and ego satiation. In fact, what has occurred, is time shifting wherein individuals actually blur the distinction between work and leisure. Historically leisure activities have been defined as that which is the absence of work. However, in recent years this clear definition has changed as more and more individuals work harder and play harder. Evidence of this shift is best documented in the reduction in the length of vacations as more and more individuals opt for shorter and more frequent holidays versus the annual two week grand tour that was popular in previous years. Another theory is that with the advance of technology individuals are seeking more 'high touch' experiences to balance the high tech influences in their lives. Events remain the single most effective means of providing a high touch experience. Pine and Gilmore (1999) acknowledge this trend in their book 'The Experience Economy.' They cite numerous examples of corporations and other organisations that have used events to heighten the experience of the moment. Describing a bi-centennial celebration, they write 'The Cleveland Bicentennial Commission spent $4 million to illuminate eight automobile and railroad bridges over the Cuyahoga River near a nightspot called the Flats. No one pays a toll to view or even cross these illuminated bridges, but the dramatically lighted structures are a prop that city These four changes: aging, technology, income, and time have dramatically increased the demand for a wide variety of events both in the U.S. and throughout the world. These factors are summarised in the model shown in Table 1. 3 Events Beyond 2000 Table 1. The Four Factors Affecting Event Growth SHIFT FROM TO Demographic Young Old Technological Low tech High tech Disposable income shifts Limited Limitless Time Shifts Defined time Undefined time The second finding concerns technology and accessibility. The rate of usage of the Internet increased between 1996 and 1998 by 30%. Increasingly event managers are using the World Wide Web to handle many of the functions of event research, design, planning, management, and even large evaluation. A majority of event managers (as compared to the general population of most countries) use personal computers, cell phones, and the Internet as primary tools in conducting their business activities. Therefore, event management organisations must be prepared to provide the technological tools that event managers will need to compete effectively. Furthermore, these same organisations, regardless of size, must anticipate future advances in technology and be prepared to make appropriate investments to satisfy the needs of their increasingly technologically 'savvy' event professionals. EMPIRICAL DATA In 1994 the investigator began collecting data for a biennial research project entitled The Profile of Event Management. Funded by grants from the International Special Events Society, the study has collected data from event management professionals world wide for the past six years. In 1996 and 1998 the investigator was able to correlate and compare the previous data to draw conclusions about the growth of the event management profession. Methodology A convenience sample survey of all members of the International Special Events Society (ISES) is conducted every two years. ISES members are individuals responsible for over two dozen functions within the special events industry. While some of the members may be directly involved in event activities, at one time or another each survey respondent has the potential of being directly or indirectly engaged in an event activity. The third finding is directly related to the growth in event management education and research. The 1996 and 1998 studies both confirm that the majority of event professionals plan to continue their education throughout their career with 85% of 1998 respondents indicating this intention. What is impressive about this finding is that there is no licensing or other mandatory regulatory requirement for continuing education within the event management industry. Although numerous professional organisations offer voluntary certification programs, despite this absence of a formal or legal requirement for continuing education, the majority of event managers believe that the field is so dynamic that it requires constant training to remain current in the profession. The response rate to the survey has varied. In 1994 the response rate was 40% while in 1996 only 10% of those surveyed responded. In both cases a non-response technique was used to increase the rate of response. In the most recent study, 1998, nearly 30% participated in the survey. However, over a period of six years nearly 1300 individuals throughout the world have completed and returned usable questionnaires. General demographic and economic data is collected and analysed to identify patterns or trends that may impact the industry in the future. The fourth finding concerns the serious deficiency in knowledge of regulations and laws pertinent to events. As more and more events intersect with regulations and laws it is essential that event tourism professionals become more knowledgeable about their legal responsibilities when organising or coordinating event programs. Findings from the Profile of Event Management The first finding concerns the large number of females that are responsible for the function of event tourism. Although females now comprise 50% of the U.S. workforce they dominate only a few industry sectors. Since females dominate the field of event management, they may require additional benefit considerations such as child-care and/or job sharing to enable tourism employers to recruit the most qualified workers. The fifth and final finding from this study relates to the type of event produced most frequently by event professionals in 1996. Unlike the previous study, event professionals reported that the corporate human resource and marketing events was the type 4