RESEARCH AND EVALUATION APPROACHES Objectives Recognise the importance of integrating a research and evaluation component in event management. Understand the different characteristics of impacts in doing an event impact evaluation Objectives Understand the stages of the event evaluation process Describe common research methods and tools used for evaluating events. Describe the evaluation of the different factors that are part of tourism event. RESEARCH AND EVALUATION APPROACHES TECHNIQUES Can be carried out on events, prior to, during and after the event. Important to determine whether an event’s objectives have been reached, and give valuable input to make any necessary amendments to an ongoing event or future ones. IMPORTANCE OF RESEARCH AND EVALAUTION EVENTS MAY OR MAY NOT BE RESEARCHED- if they are, this may yield only partial bits of information.- the event organiser or client may lack a research culture or determine it is better to allocate resources elsewhere.- Not establishing a research agenda can leave outcome gaps and inability to reply specifically to criticism or queries from the client, media, community or other government entities. IMPORTANCE OF RESEARCH AND EVALAUTION EVENTS MAY OR MAY NOT BE RESEARCHED- Not establishing a research agenda can leave outcome gaps and inability to reply specifically to criticism or queries from the client, media, community or other government entities. IMPORTANCE OF RESEARCH AND EVALAUTION Event organiser may conduct research as part of the event brief or as a value-added component. The research must have the purpose of producing results that are usable. IMPORTANCE OF RESEARCH AND EVALAUTION Research on the impacts and effects of the event must be tailored to the specific event. - event tourism evaluation should be focused on the impacts on the destination.- a performer at a series of concerts will judge sales of merchandise, albums or songs from CD purchase or downloads. IMPORTANCE OF RESEARCH AND EVALAUTION Evaluation of an event’s sustainability should focus on a holistic or “processual” evaluation at all stages of the event process, not just the outcome. (Clarke, 2004). - evaluation should take place not only when the event commences, but prior to that-during its initial and formative phrases. IMPACT EVALUATION Impacts differ depending on the event type, offering varying degrees of economic and social benefits. In conducting event impact research, the following information should be considered: Impacts of dynamic Impacts can snowball Impacts can be disproportionate Impacts must be measurable Impacts are political Impacts can be benchmarked Impacts can be long-term Impacts of dynamic Impacts of an event held this year may differ in degree the following year. An event can take some time to plan and stage, and during this impacts could change. Impacts can snowball Viewed in isolation, several families leaving a location to escape

2. Objectives
Recognise the importance of
integrating a research and
evaluation component in event
management.
Understand the different
characteristics of impacts in doing
an event impact evaluation

3. Objectives
Understand the stages of the
event evaluation process
Describe common research
methods and tools used for
evaluating events.
Describe the evaluation of
the different factors that are
part of tourism event.

4. EVALUATION
APPROACHES
TECHNIQUESCan be carried out on events, prior to,
during and after the event.
Important to determine whether an
event’s objectives have been
reached, and give valuable input to
make any necessary amendments to
an ongoing event or future ones.

5. IMPORTANCE OF
RESEARCH AND
EVALAUTION EVENTS MAY OR MAY NOT BE RESEARCHED
- if they are, this may yield only partial bits of
information.
- the event organiser or client may lack a research
culture or determine it is better to allocate
resources elsewhere.
- Not establishing a research agenda can leave
outcome gaps and inability to reply specifically to
criticism or queries from the client, media,
community or other government entities.

6. IMPORTANCE OF
RESEARCH AND
EVALAUTION EVENTS MAY OR MAY NOT BE RESEARCHED
- Not establishing a research agenda can leave
outcome gaps and inability to reply specifically to
criticism or queries from the client, media,
community or other government entities.

7. IMPORTANCE OF
RESEARCH AND
EVALAUTION Event organiser may conduct research as part of
the event brief or as a value-added component.
 The research must have the purpose of producing
results that are usable.

8. IMPORTANCE OF
RESEARCH AND
EVALAUTION Research on the impacts and effects of the event
must be tailored to the specific event.
- event tourism evaluation should be focused on
the impacts on the destination.
- a performer at a series of concerts will judge
sales of merchandise, albums or songs from CD
purchase or downloads.

9. IMPORTANCE OF
RESEARCH AND
EVALAUTION Evaluation of an event’s sustainability should
focus on a holistic or “processual” evaluation at all
stages of the event process, not just the outcome.
(Clarke, 2004).
- evaluation should take place not only when the
event commences, but prior to that-during its initial
and formative phrases.

10. IMPACT
EVALUATION Impacts differ depending on the event type,
offering varying degrees of economic and social
benefits.
 In conducting event impact research, the following
information should be considered:
- Impacts of dynamic
- Impacts can snowball
- Impacts can be disproportionate
- Impacts must be measurable
- Impacts are political
- Impacts can be benchmarked
- Impacts can be long-term

11. Impacts of dynamic
 Impacts of an event held this year may differ in
degree the following year.
 An event can take some time to plan and stage,
and during this impacts could change.

12. Impacts can snowball
 Viewed in isolation, several families leaving a
location to escape the noise of the event may not
have any major impact.
 But adding on destruction to the environment,
pollution, leakages through importing event
infrastructure and negative media reporting can
swell the impacts.
 What these critical levels are will depend on the
event venue setting and environment.

13. Impacts can be disproportionate
 The nearest that one community neighbourhood
gets to being part of the event may be viewing a
poster or advertisement, while another
neighbourhood may have the most volunteers and
feature in part of the event.
 Impacts may not be equally distributed throughout
the destination.
-one participant might spend a day visiting a
museum or local shopping district, while another
participant remains in the hotel.

14. Impacts can be disproportionate
 Therefore, there are problems calculating direct
and indirect economic impacts as a result of the
event.

15. Impacts must be measurable
 Being able to measure event impacts is critical in
the evaluation process, yet there can be problems
in measurement criteria.
 The interpretation and prioritisation of the various
quantitative and qualitative data sets will be
important in understanding the degree of overall
event success and as decision-making criteria in
future events.

16. Impacts are political
 Objectives of governments when investing in an
event strategy are often destination image
enhancement and tourism and trade development.
 Impacts can be open to interpretation as a result
of a limited policy on what should be measured
and the criteria that should be used.

17. Impacts can be benchmarked
 Limits of acceptable change (LAC) acknowledge
that human-induced changes will occur but set out
standards on how much change is acceptable and
what actions should be taken to control changes if
these capacities are exceeded. (Stankey and
McCool, 1984).
 What is acceptable, how to measure the changes,
and what measurement system to use would have
to be determined.

18. Impacts can be benchmarked
 These benchmarks can be politically determined
or lack general consensus from the event
stakeholders.

19. Impacts can be long-term
 Event impacts that are measured are
predominantly immediate impacts.
-this may be due to cost and complexity research.
- calculation is done on spending on
accommodation, tickets, restaurants,
transportation, souvenirs, entertainment and retail.
 Evaluation reports must be presented in the most
measurable and relevant terms possible

20. EVENT EVALUATION PROCESS
 Evaluation of event outcomes should be “fit for
purpose”.
 An economic figure of the net revenues generated
solely from the event could reveal limited
information on the overall success of the event.
 To have a sustainable event strategy,
environmental and social impacts should be
factored in.

21. EVENT EVALUATION PROCESS
 The limitations to event evaluation are that they
are outcome-based rather than process-oriented,
looking at short-term economic benefits rather
than long-term temporal impacts ( Carslen, 2004).
 Key questions need to be asked prior to an event,
including questions on the possible risks that
could result from failure.

22. EVENT EVALUATION PROCESS
 Event or its repackaging and repositioning should
have a purpose.
 A feasibility study will determine whether the event
is the right one and has adequate resources to
achieve its objective.
 Feasibility study should question the additional
use of resources required for taking the event to
this new level of magnitude.

23. EVENT EVALUATION PROCESS
 Event fit
 Direct and indirect
impacts
 Stakeholder
involvement
 Location and
sufficient supporting
infrastructure
 Legacy planning
 Bid success or failure
 Critical path
 Construction projects
 Contracted services
 Staffing
 Resident involvement
 Client
 Media

24. Event fit
 Given the increasing number of event types,
identifying the right one for the destination or
corporation means focusing on target
audiences.

25. Direct and indirect impacts
 Calculation of overall possible net benefit
through hosting the event should be carried out.
 This include:
-projections on economic incomes based on
visitor numbers and expenditure (and yield per
visitor)
- other resources such as sponsorship
amounts, media coverage, etc.

26. Stakeholder involvement
 Event will often require additional support beyond
just the organisers.
 Several services may need to be contracted or be
in place in the location to support the number of
arriving participants.

27. Location and sufficient supporting
infrastructure
 Venues and infrastructure may already be in place
to host the event, they need to be upgraded, or
the venue may require completely new facilities.
 Having necessary skilled labour and experienced
venue management teams will also be factors.

28. Legacy planning
 Training programs can be developed for
staff and volunteers.
 Based on the resource commitment to
these and their subsequent upkeep or
dismantling, what to do with venues and
infrastructure afterwards should be
factored into a feasibility study.

29. Bid success or failure
 The bid process or pitch could be political
or e based on a rotation of choosing
different venue locations each year.
 Throughout the planning and staging of the
event, feedback system will help monitor
and control the process.

30. Critical path
 Event must follow a critical path, time
frame and systematic sequence tasks.

31. Construction projects
 Venues, hotel, roads and other
supporting infrastructure may need to be
constructed for a particular upcoming
event.
 These projects need to be constantly
reviewed to see whether they are on
schedule and whether further action is
required.

32. Staffing
 The event organiser can have numerous
staff working at the event.
 They will perhaps be front line staff
meeting delegates, spectators,
performer, sponsors and government
officials and they can influence
participant views towards the event.

33. Resident involvement
 Research could be conducted on how
prepared the local trade is to capitalise
on the sudden influx of visitors.
 There will also be interaction between
event visitors and residents that can
influence the success of the event.

34. Client
 The organiser need to communicate
with a committee and will need to
constantly ensure that everybody is kept
happy and understands what is
happening

35. Media
 Can enhance the event image through
publicity generated.
 Involves direct discussion with the
media and doing a content analysis of
media output, whether it be print,
broadcast or online.

36. RESEARCH METHOD
 Poorly conceived research will most likely
produce incorrect findings.
 If these flawed findings are acted on, they
have the potential to greatly harm event
strategy.

37. In writing an event research strategy
there are several factors to consider
 Measurement criteria to be used
- the measurement terms should be
similar.
- mix of qualitative and quantitative data
can give greater insight into responses.
RESEARCH METHOD

38. In writing an event research strategy
there are several factors to consider
 What is considered of value to the
evaluation
-research has limited amount of time to
collect info.
-respondents to questionnaires devote
only a certain amount of time of it
- research should pinpoint those areas
that will answer specific reasearch
objectives.
RESEARCH METHOD

39. In writing an event research strategy
there are several factors to consider
 Where to set benchmarks.
- research needs to predetermine the
level of acceptance and assess whether
these are under or over achieved.
- benchmarks should correlate with
expectations and profile.
RESEARCH METHOD

40. In writing an event research strategy
there are several factors to consider
 When to undertake the research
- time is important
-asking a spectator what they thought of
the event before and on leaving the
venue can yield different responses.
-researcher must establish the optimum
time frame to implement evaluation
RESEARCH METHOD

41. In writing an event research strategy
there are several factors to consider
 Most appropriate research and evaluation
method
- there are several ways to collect data,
such as face to face survey, online, focus
groups and expert panels.
-research does not need to be costly and
lengthy to yield important results.
- research by observation can provide
instant feedback and identify problems
RESEARCH METHOD

42. In writing an event research strategy
there are several factors to consider
 Event concept
- event manager can keep notes and
samples from other events through
collecting eye-catching advertisements,
brochures, souvenirs, etc.
RESEARCH METHOD

43. In writing an event research strategy
there are several factors to consider
 Event walk through
- means going over what the participant
will experience form the moment they
arrive at the location.
RESEARCH METHOD

44. In writing an event research strategy
there are several factors to consider
 Action research
- researching how participants feel by
taking part in a sporting event can mean
having someone from the event team join a
team or race and experience the event
from the perspective of participant.
- event professional may need to remain
anonymous to receive average spectator
treatment.
-this form of research can add further
insight to formal event evaluation report.
RESEARCH METHOD

45. In writing an event research strategy
there are several factors to consider
 Site inspection
- checklist can be used for the walk
though; at the start of the event to
ensure that this could include a visual
and sound check that all is well
RESEARCH METHOD

46. Evaluation of Tourism
Events
 Event can provide direct and indirect benefits and
costs to the destination in a number of ways.
 Tourism event is an event that can motivate an
increase in the number of visitors to a destination
Reflection on event objectives will provide a
weighing on the significance of each of these
factors and their importance in the destinations
event strategy.

47. Evaluation of Tourism
Events
 One objective within the event marketing
programme can be to heighten destination
awareness and image.

48. DESTINATION AND LEGACY
PLANNING
 To host an event, venues and facilities must be
built, and their continued use after the occasion
will be based on legacy planning.
 An event strategy can act as a catalyst for urban
regeneration and rejuvenation by helping to shift
image perceptions of the city towards the media,
investors, trade and travel segments.

49. DESTINATION AND LEGACY
PLANNING
 Legacy planning will impact beyond venues.
 International companies may invest to support
tourism event development through airline and
other transport presence, hotel structures,
restaurants, colleges, health care, event
companies and production houses.
 There can be substantial knock on effects from
tourism events

51. VISITORS ARRIVALS
 Number of visitors to an event is often
exaggerated.
 Estimate should differentiate between visitors who
are at the destination as a direct consequence of
the event being hosted, and those who upon
arrival at the destination have decided to attend
the event.
 Internal promotion campaigns may persuade
visitors with no intent or awareness of the event to
participate during their stay.

52. Visitor segments, motives and profile
 Feedback from event visitors can be channelled
into the marketing programme and economic
impact assessment.
- the feedback can determine who the event
visitors are, their behaviour, their spending
power, their reason for travelling and their future
intent, as well as give a sense of event loyalty.

53. Service quality
 This will influence participants satisfaction.
 Perceptions and expectations will differ depending on
the event visitors profile and reason for being
involved.
 Is a part managerial responsibilities.
 Event research must understand the reasons for
being involved in an event from the participant’s
viewpoint.
 Morgan2008, found that the key to a successful
festival event was creating a space or event
environment where social interactions with others and
personal experiences could be felt by participants.

54. Benefits for visitors
 Participants look for various meanings,
experiences and self-benefits from attending an
event.
 The outcomes of an assessment of participant
benefits and degree of value participants felt they
received can help the organisers adapt future
event content to better align to participant needs.

55. MARKETING STRATEGY
 Effectiveness of the marketing
communications programme
- during the decision making process,
participants are constantly bombarded by
sources of influence through induced or overt
means.
-This information can be defined as
controllable or uncontrollable media

56. MARKETING STRATEGY

-This information can be defined as
controllable or uncontrollable media
Controllable media include paid broadcasts,
print, etc.
Uncontrollable media is publicity generated
from journalistic reporting or word-of-mouth.

57. ECONOMIC IMPACT
 Economic impact can be calculated based on
ticket receipts and booth incomes.
 This does not does not take into consideration
additional expenses on external items such as
airfare, local transportation, spas, restaurants,
bars, souvenirs and other leisure and sporting
activities that participants might get involved in
during the day.

58. ECONOMIC IMPACT
 There can also be a ripple effect in the economy.
-Local residents may get employment in hotels,
restaurants, the event venues and working on the
actual event.
- further tax revenue can be created through
tourism tax, salaries tax, goods tax or taxes on
other commodities and services.
 A person employed for a short period of time
during the event may earn a lump sum of money,
how this new sum of money is used and its impact
on the local economy also need further analysis.