A holistic approach to event portfolios: towards achieving strategic leveraging objectives DR J HEMMONSBEY PROF TM TICHAAWA COLLEGE OF BUSINESS AND ECONOMICS, SCHOOL OF TOURISM AND HOSPITALITY, UNIVERSITY OF JOHANNESBURG NDT research seminar_ Pretoria 20 March 2020
Introduction & Background 1/2 Burgeoning amount of literature on the utilisation of event portfolios. Mostly large focus on studying single, mega-event types (O’Brien 2006; Grix 2012; Gibson, Kaplanidou & Kang 2012; Brittian & Beacom 2016). Leveraging mega-events: Huge economic impacts (Rolfe, 2019) Leveraging small-scale events: Secure long-term sustainable impacts (Gibson et al., 2012) Portfolio of events integrate mega-, small-scale and community events. Advanced theory of event portfolios emerged due to symbiosis of event benefits (Ziakas 2013, 2014)
Introduction & Background 2/2 Edinburgh in Scotland: Festivals Gold coast in Australia: variety of events Innsbruck in Austria: Special events
Problem statement While event portfolios are gaining significant attention from theoretical and practical standpoint, ill-defined and specialised event portfolios may lead to: Fragmented theorisation of event portfolios Conceptualisation of holistic portfolios Practical implications for host destinations This may influence the planning and managing of event portfolios by city authorities which carries adverse consequences for achieving leveraging objectives. This study thus investigates an integrated events portfolio of the Western Cape in South Africa i.o.t explore consideration to all-inclusive events to achieve leveraging objectives.
Leveraging theory “Leveraging is the collection of strategies and tactics employed to enable the generation of desired legacies” (Chalip, 2014:6). Lui (2016) suggests leveraging to be articulated and applied in the context of a portfolio of events, including once-off and recurring ones. Event leveraging objectives are guided by wide-ranging benefits: i.e., economic & business, social & community, sport participation, tourism, nation building (Kellet, et al., 2018; Misener 2015; Weed, et al., 2015; Knott et al., 2017). The application of leveraging theories still remains skewed to the mega-event, regardless of the suggestion of Lui (2016)- to include a range of different events. This leaves much room for disputing the extant conceptual models of event leveraging that focus on single event types.
Strategic planning of event portfolios Ziakas (2013; 2014) explicitly investigates and advances the theory and praxis of event portfolios by underpinning a holistic approach to strategic event planning and manging. Event portfolios integrate contextual, operational and socio-cultural dimensions; as well as reach a diverse set of markets (Getz, 2013; Ziakas, 2014). Portfolios that encompass critical considerations will maximise cumulative and long-term value for host destinations (Anderson et al., 2017). Due to the ability of event portfolios to attain sustainable leveraging objectives, it is argued that leveraging objectives should be embedded into a broader sustainable development agenda (Ziakas, 2014).
A policy perspective… To achieve leveraging objectives, event mangers, together with local authorities, should carefully coordinate events in conjunction with existing policy goals (Smith 2014). Suggested pre- event design, implementation and evaluation strategies aim to address the commonly neglected vision of a formal integrated events strategy that encompass clear goals, methods and metrics (Getz & Page, 2016; Valdimir, 2017). Challenges of noncompliance between political actors & agencies exist due to varied strategic visions/ objectives (Hanrahan & Maguire, 2015; Hemmonsbey & Tichaawa 2018). Event portfolios should therefore contain a mixture of events that meet various leveraging objectives to deliver positive outcomes and assure all joint policy objectives are met, at both national and local levels (Getz, 2013).
Methodology Research approach Sample size & selection Interview protocol Data coding & analysis 24 key industry Semi-structured Atlas. ti coding Qualitative stakeholders In-depth, Semi- Display, reduce & Open-ended questions Purposive sampling structured interviews inductively coded All-inclusive events? & Primary documentary Directors & senior Development of themes Event planning and sources management guided the discussion management? Objectives of portfolio?
Findings & discussions 1/3 1. Strategic approach to event hosting Events (sporting or otherwise) viewed by respondents beyond the immediate attraction of tourism markets towards long-term potential. Mega-events are viewed as a starting point for event leveraging but the importance of major, recurring events are key to “meet the demand for tourism” (R4) and to “fill the calendar of events”(R6). “As a result of events such as the [Cape] Epic, [sport] tourists are understood to extend their stays with their families beyond the event” (R6).
Findings & discussions 2/3 2. Integrated Events Strategy: a sustainable agenda While the portfolio of events of the WC supports community events, it aligns with advanced theories and event leveraging by Chalip (2004), O’Brien (2006), Ziakas (2013, 2014) and Kelly and Fairly (2018). Jewel events Incubator (Signature events) (Brewing events) Annual events, associated with the area’s identity, that “It is important for us to support Relatively small events that show potential for provide the area with competitive advantage developing into jewels community events, like the Nelson Mandela Race, to celebrate the life and EVENTS PORTFOLIO Local community events Local community events release of Nelson Mandela by us contributing financially, we then make it possible that those races take place” Bidding events Leverage (Major events or mega-events) (R12). Events that occur outside the destination, but which Once-off large, compelling, major market events, provide a platform for the promotion of tourism, trade whose privilege of hosting is acquired through and investment within the destination participation in a bidding process
Findings & discussions 3/3 3. Stakeholder roles and responsibilities & policy insights Respondents in government believed that their responsibility to leverage events of all types should intensify. The adoption of the IES has led to development, “We benefit immensely from events, so we have a huge changes and updates of a number of policy changes responsibility to leverage for National Tourism Sector strategy, 2017 further benefits” R(12). DEDAT: five year strategic plan 2015-2020 Domestic Tourism Growth Strategy 2012-2020 While this is good policy practices, key informant of “It will take a while to realise the provincial government believed that, synergies between sport event organisers and government, as they push different agendas and have very different objectives” (R11)
Conclusions & implications All-inclusive events (sport or otherwise) are critical for developing balanced portfolios. Careful consideration should be given to objective setting for all parties involved in event planning, managing and hosting. Each portfolio is unique to the needs and fit of the host destination albeit the theoretical and practical underpinnings of planning and managing portfolios are the same. Examining of holistic portfolios is significant as it’s focus remains on single events. Sound event portfolios implicate stakeholder policy development.
Future recommendations While this study has investigated a portfolio of events of one municipality and region in South Africa, it is worth exploring how sustainability frameworks have influenced other major South African cities to develop designs towards portfolio development strategies. It would also be useful to measure the progress and success of integrated event strategies in terms of their deliverables and strategic goals, since its inception.
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