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

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 official position of the European Commission.
Photo credit: Austria - Salzburg Festival, Spain - Barcelona Forum 2004, France Quiksilver, Greece - Thessaloniki International Film Festival, Hungry - Szigeti Festival, Italy - 2006 Torino Winter Olympic Games, Portugal - 2004 European Nations Football Championship, Czech Republic - Prague Spring Festival, Slovakia Vychodna, Sweden Malm turism/ City of Malm.

More information on European Commissions Tourism activities can be found on its website: http://ec.europa.eu/enterprise/services/tourism/index_en.htm European Communities, 2007

SUMMARY

Introduction
Cultural and sport events, a potential for tourism development in Europe

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1

A practical guide for optimising CSE impacts on the development of tourist destinations 5

Stage I: The local CSE organisation partnership

Factor 1. Building a local partnership Factor 2. Define the CSE project and it's relation to regional development

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Stage II: The action programme promoting the regional tourism assets
Factor 3. Create a diversified offer of services Factor 4. Define the impacts targeted by the CSE and enable SME to anticipate Factor 5. Answer the needs of all public concerned by the CSE Factor 6. Define a communication plan

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28 33 39 45

Stage III: The CSE realisation.

Factor 7. Carry out the preparatory work for the CSE Factor 8. Keep up-to-date the CSE monitoring chart

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52 55

Stage IV: CSE assessment and the promotion of assets

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Factor 9. Carry out a shared evaluation of the durable benefits for the tourist destination58 Factor 10. Consolidate the local partnerships in order to develop sustainable tourism in the region 69

Conclusion: The importance of events for regional development

Appendix I. Glossary - definition of the main key concepts Appendix II. Monograph synthesis for 10 cultural and sporting events Appendix III. Debate conference programme and practical guide finalisation

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75 81 102

Introduction

C u l t u r a l a n d s p or t e v e n t s , a p o t e n t i a l f or t o u r i sm d e v el o pm e n t i n E ur op e
Improving the competitiveness of the European tourism industry constitutes an important stake for the economic growth of Europe and the creation of long term jobs Tourism is one of the most promising sectors for European economy. Europe is well positioned in the world economy of tourism: it represents 58,2% of world tourism and is the first tourist destination in the world. The sector employs around 9 million people in 2 million enterprises, mainly small and medium size companies1.Tourism represents more than 4% of the European Union GDP. But if we consider the links with other sectors2, tourisms contribution to GDP is estimated at nearly 11% and generates 24 million employments (12% of the European work force). In 2006, economical growth for tourism in Europe reached 4%. The volume of tourism in Europe should double from now to 2025 and Europe will remain one of the main tourist destinations. However, according to UNWTO forecasts, the growth of tourism in Europe is likely to be lower than the growth of other tourist destinations: while the annual average growth of tourism in Europe, during the next twenty years, should be 3,1%, it could reach 7,5% per year in East Asia/Pacific, 5,3% in Africa, 6,2% in South Asia and 3,9% for The Americas. Thus, Europe is slowly loosing market parts in world tourism. Accounting for 58% of world tourism in 2000, the European market share could drop to 45% in 2020. During the conference for European Tourist Ministers in Vienne on the 21-Mar-2006, the European Commission Vice-president Gnter Verheugen declared: "Europe is the first tourist destination in the world. We must however, do more in order to preserve this advantage.

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Including hotels, restaurants, coffee shops, bars, travel agencies and tour operators. Sectors connate to tourism, such as transport or construction

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The European Commission committed itself to designing a new European policy for tourism 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 resources without 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 major action principal. To reinforce this policy, the European Commission has defined a certain number of priority orientations, all aiming to promote sustainable tourism: Creation of a work group "Tourism sustainability", commissioned to favour synergy between the different participators, and provide the information necessary for the elaboration process of the Agenda 21 for European tourism sustainability. Support for SME whose activities are related to tourism and exchange of best practices. Tourism access for all. Professionalising of the sector.

The promotion of the European tourist destinations represents a particularly important stake for this new policy. The Commission has financed the creation of a portal 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. events which can play a major part in promoting the image of the event destination, during and after the event itself. All local actors, and specially SME for whose activities are related to tourism, can greatly benefit from such events.

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

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Indeed, cultural or sporting activities constitute one of the main motivations in the choice of the tourist destinations. The empowerment of the civilisation of leisure contributes to the development of this leisure tourism (increase in spare time, increase in purchasing power). Approximately four fifths of European tourism would be of leisure type. In the current context of competition between tourist destinations, the hotel and catering offer (hardware), is no longer enough to provide a sufficient competing advantage. The tourism competitiveness of a destination relies strongly on its offer in leisure, culture, sport, and environment (software). This leisure offer makes it possible to better develop the regional natural and cultural inheritance. The tourism offers must thus be more imaginative to bring something extra compared to the other destinations. The expectations as regards to tourism have changed: holidays are more and more supposed to be a moment of discovery (cultural, environmental), of acculturation, informal education, and maintenance of good health (in particular in relation to the ageing of populations) Therefore it is logical that that cultural and natural heritage tourism will experience the most significant growth. The cultural inheritance of Europe is one of the richest and most diversified. Consequently, it is a great tourist attraction. The UNESCO list of world inheritance sites, confirms the richness of Europe. This inheritance was promoted by the European council campaign "Europe, a common inheritance" (European days of inheritance, European Association of historical cities, decorative art workshops, Networks of natural inheritance, etc.) and by the European Union which defines each year, one or several "European Capitals of Culture" (Lille and Genova in 2004, Cork in 2005, Patras in 2006, Luxembourg and Sibiu in 2007, Liverpool and Stavanger in 2008). Sporting events, and more particularly sporting competitions, also generate important flows of population, and constitute a vector of regional promotion. In this respect, the European Economic and Social Committee recently affirmed that sport and tourism constitute a "means of exchange of positive values" and are likely to contribute to achieving Lisbons aims. The Committee thus formulated various proposals for better tourism and sport association and development: the creation of a common European observatory and a data bank gathering the best practices, the promotion of studies and research, and the creation of a European tourism agency.

See COM (2006) 665 final, related to the development of a cooperative approach, for the future of European tourism.

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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 of sustainable development. For example, certain events need large and expensive infrastructures, which are not profitable, due to lack of planning concerning their future use. The SCE generate a concentration of activities over a given time and in a defined area. It is advised, from the start, to consider the impact of these activities on local development and the creation of employments.

SCE organisers must increase the association for all regional actors, for the conception and the organisation of the event. Indeed, local authorities, inhabitants, SME, tourism representatives, economic development agencies, consular chambers constitute incontrovertible actors for fully achieving CSE integration in a regional development strategy. In other words, it is a question of better combining, associating and integrating cultural, sporting and tourism policies, helping towards the same regional development strategy. It is in this context that the European Commission, Enterprise and Industry General Management - Tourism Unit, launched a survey in order to elaborate a Practical Guide to help maximise sustainable impacts for SCE, on the growth and competiviness of tourism.

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A pr a c ti c a l g u i d e f or o p t i m i s i n g C S E i m pa c ts o n t he d e v el o pm e n t o f t o ur i s t d e s t i n a t i o n s

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 a destination, strongly depends on the quality of the partnerships set up before, during and after the event. The partnerships must be at the heart of the action, on all levels. They must strongly integrate the different actors throughout the process. It is for this reason that a Practical Guide is necessary for: Defining the key factors for the success of a CSE, so it can participate to the development of the destination. Formalise the different steps of its elaboration. Define and improve the coordination of each actors 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 the potential 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 these companies: Chambers of Commerce and Industry, Company Clubs, Trade Unions, Professional Branches There are two groups of SME:
o

Companies whose activity is directly linked to tourism, for example: accommodation, restaurants, cafs, bars, travel agencies, tour operators as well as the cultural or sporting companies. Companies indirectly linked to tourism, for example suppliers and subcontractors as well as all activities generated by the tourism development. These activities constitute, in many cases, the framework of regional economical development and create a large amount of jobs. This is why tourism development and regional development are strongly linked.

The local authorities: regions, communes, communal groups, social State services These local decisionmakers represent the political voice for the destination. They are elected representatives and technicians with an active role in the region holding the CSE. CSE organisers: cultural or sporting associations, event organisation companies, federations They are specialised associations or professionals for cultural or sporting event organisation. This guide is also addressed to local residents or resident associations. They are usually considered as event receivers. But they can also participate in the event organisation: volunteers, local organisation Committee participation

In most cases, these four categories of actors have preoccupations and play highly different roles: the CSE organisers tend to favour the cultural or sporting quality of the event, while the local authorities help with the CSE organising and financing process without knowing how to include it in a stronger strategy for economical and tourism 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 work methods, teamwork, define a shared project conduct, so that the hosting destination can fully benefit from all the impacts generated by the CSE.

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The four categories of participating actors for a cultural and sporting event (CSE)

How was this practical Guide elaborated? This practical Guide was elaborated within a participative action framework in four work steps: 1. Detailed analysis of a diversified panel composed of 10 cultural and sporting events (see schema below). The proposed SCE have been selected according to certain criteria in order to obtain the most representative sample possible (the size of the events, their perceived impact, their image...). These analyses were gathered in monographs of case studies whose synthesis is in the guides appendix 2. Locating of the key factors allows maximisation of the event impacts on the sustainable development of the tourist destinations. Compared the analysis of the 10 events made it possible to extract the good transferable practices and the most effective methods. 3. The definition of directives and practical tools for tourism orientated SME and other actors involved in CSE organisation. 4. The debate and finalisation of the Guide within the framework of a European Conference, held in Angoulme France on the 22-Mar-2007 (See. schema on next page).

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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 European Conference. The Conference gathered nearly 300 participants, representing the transversal character of the CSE: Local authorities: local and inter-communal groups, state services (in charge of sport or tourism) Tourism representatives: departmental and regional tourism authorities, Ministry of tourism, European Academy of tourism Companies and company representatives: Chamber of commerce, company trade unions (UEAPME, CEEP) CSE organisation professionals: national and international sport federations, the IOC, 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 and leisure 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 for Enterprise and industry Tourism Unit, the Education and Culture Directorate Sport Unit. The numerous participant contributions have enabled the testing of the orientation relevance of the Guide's content and to finalise the orientations and tools in order to improve 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 and enterprises. 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 tourist assets. 3. The CSE realisation and accounting of the sustainable benefits. 4. The CSE assessment and valorisation of its assets for the regional tourist development.

Each of the four stages is divided into a number of success key factors (see. graph below). 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 studies are extracts from 10 studied events5. 3. The proposal of tools and an organisation method.

A synthesis for each of the 10 events is offered in the appendix, on page 52. A detailed monograph (around 10 pages) has been formalised in addition. These monographs are available on the European Commission internet site (http://ec.europa.eu/enterprise/services/tourism/studies_and_publications.htm) as well as on request at the AMNYOS Consultant cabinet (info@amnyos.com).

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Four stages and ten key factors for maximising CSE sustainable benefits

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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 the consideration for the impact of benefits generated for all regions. A four step and ten key factor methodology has in this way been formalised in order to optimise the sustainable impacts of an event. Nevertheless, European Hosting destinations are extremely diverse. The CSE are also extremely diverse: what do the Torino Olympic Games (Italy) and Vychodna dance and tradition festival (Slovakia) have in common? The tools in this Guide are not aimed at modelling or fixing methods. They are more, for helping with reflection and enabling each person to adapt the tools to real situations and their extreme diversity. The guide is mainly a tool for raising the consciousness of actors.

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Sta g e I : The local CSE organisation pa r t n e r s h i p

F a c t o r 1 . B u i l di n g a l o c a l p a r t n e r s h i p
The local partnership is without a doubt, the most important factor to achieve the integration of a cultural or sporting event, with the largest dynamic for local and tourism development. Without a large local partnership, the event may have a good cultural or sporting quality but may struggle to reach a local development aim. Particular attention must be paid to the first factor. Even more so, due to the fact that partnerships between cultural or sporting actors, local authorities and enterprises (notably tourism enterprises) are not made in a natural and spontaneous way. In certain cases, event organisers find it difficult to be recognised as potential tourism development levers. In other cases, it is the event organisers themselves who refuse the company offers, for fear of denaturing their events. In the end, the local authorities or CSE organisers, are too often closed in isolated representations, with insufficient space for regional socioeconomic actors. Analysing CSE shows that their organisation is often reduced to specialised technical 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 exchanges: servicing, security, maintenance and material

Strategic partnerships, for a true event co-production between the different participators: joint elaboration of a CSE project and objectives, 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 synergy between the actors.

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Elsewhere, the quality of the local partnership and the way that it integrates the region, 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 a unfavourable 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 the creation of an Event Organisation Committee, gathering organisers, local authorities, the company tourism representatives. According to local configurations, the local resident representatives may also find their place in this kind of Committee. The Event organisation Committee can only be installed with the following conditions: Mobilise the region's socioeconomic actors: local authorities, enterprises, tourism represents At this stage, very diverse enterprises can be mobilised: tourism enterprises of course but also, transport, advertising and communication It is vital to inform local actors on the benefits of partnership, notably by showing the numerous experiences over Europe (See case studies on next page), but also by identifying dialog and conversation themes between local authorities, economic actors and cultural and sport actors. The "Lille 2004, European Capital of culture" event was only possible with the direct implication of the regional company club. These actors must federate to the event, make it "their own affair" and fully participate to the dynamic of regional and tourism development. Mobilise the local population. Accommodating an event must be preceded by a time of mobilisation of local actors and population: it is about making the 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, information on the importance of receiving external publics So, even for a sport as popular as football, it is important to stimulate the mobilisation of local populations.

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In addition, cultural or sporting events should not be addressed exclusively to a specialised public, but also to a larger public. A larger public must be concerned, 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 a sustainable tourism policy because in term, it will be rejected by a part of the population and will not have the necessary drive and anchorage. It is thus advisable to ensure that the local community has privileged access to the event. The analysis reveals that good practice consists of granting preferential rates for the local population. In the same way, it is advisable to set up a specific information centre aimed at the local population: targeted information in schools, universities, explaining the interest of the event but also what it represents for regional promotion. The Committee must be activated as soon as possible and in all cases, well before the organisation of the event. The Committee's contribution will nourish the CSE project (see Factor 2).

Case study Malm Skne, "Louis Vuitton, Acts 6&7 of the 32nd Americas Cup" (Sweden): a partnership open to dialogue with the companies The town of Malm, organiser of an America's Cup stage, installed a close partnership with the Skne region which aims at building a common marketing position for water sport. A brand strategy was developed around the Sailing Region. In addition, the organisation of an Americas cup stage was subject to discussion with the companies within the framework of the three informal platforms: accommodation, restaurants, and town centre shops. Moreover, 3 series of qualitative and quantitative surveys were conducted with the companies: before, during and after the event. These three surveys made it possible to collect the suggestions and expectations of the companies: Develop a long term offer of regional services for the sailing activity.

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Develop an offer for sustainable services in the region, for tourism in general and "Mega events". Include in the communication, the promotion of the companies luxury products. Anticipate the investment of a part of the benefits made by the event to finish the town centre refurbishing, mainly for the marina. Ensure the regular organisation of water sport events and associate company representatives. Ensure partnership improvement between companies and local public authorities, notably for future event candidates and organisation.

The "Quiksilver Pro France" (Hossegor Seignosse): a productive partnership between the company and associative sector The event is organised with a close partnership between the Quiksilver Europe Company 6 and two associative structures: A local surfing association (Hossegor Surfing Club). The association intervenes on two levels: it has an active part for the technical organisation of the competition; it also takes part in the local attachment of the event. On this second level, Hossegor Surf Club is particularly in charge of municipal relationships. The club also has also taken part in mobilising certain surfing schools. The French Federation of Surfing - FFS. The federation can present and promote the various federal products thanks to the provision of certain sites: promotion of the added value to the community life and the federal licence, promotion of social integration actions, accessibility for the handicapped and environmental awareness. The partnership between a company and an associative structure is of great value. It is a "win - win" partnership: 1. It enables the event to integrate a socio-educative added value: promotion of associative value, environmental awareness

Quiksilver is an international company, intervening mainly in the conception and sale of material and textiles related to surf ware .

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2. It leads associative structures to developing the professionalism of their organisation and communication tools. It also enables them to be confronted 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 festival administration Council (Greece) is located in Athens, around 400km away from the festival (Thessaloniki). It is more and more important for the administration Council to create a Local organisation Council in order to: Ensure a closer proximity between the organisers and all local actors. Favour local appropriation for the event: through the socioeconomic actors and local population. Reinforce the relations between the companies and tourism actors of Thessaloniki: travel agencies, SME The creation of such a local organisation Council is for the moment at a project stage and not all of the administration council members federate to the project.

Tools and method

Mobilising the regional actors and building local organisation partnerships requires three actions: A. Identify the various interested parties of the Event Organisation Committee" 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 Committee and define the commitments for each person during the conception and organisation 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 of the local partnership. A. The destination of the various interested parties of a CSE and their respective contributions. Members of the Event Organisation Committee Event organisers, sport or culture professionals Respective role
Guarantee the sporting or cultural quality of the event (quality of the speakers, the setting in scene). Ensure integration of the event in a multidisciplinary dynamic: social, educative, economic, tourism, environmental, cultural Constitute a project team associating various administrative services and techniques: tourism, sport, culture Give the event an identity, link to the region, develop creativity and the innovation, provide entrepreneurship to the project. Develop the tourism potential of the event. Promote activities, products and local services.

Local decision makers

(elected representatives and and local groups: community, region)

Regional SME
(association of retailers, hotel and restaurant trade unions)

The actors and representatives of tourism

(travel agencies, initiative syndicates)

Develop the tourism potential of the event. Include and develop the regional tourist assets within the event framework. Equip the Event Organisation Committee with tourist industry expertise. To relay the event to the population. To appeal for and develop voluntary help. To develop the participative democracy within the event organisation and develop creativity (constitute the strength of offer). Inform residents on long term returns from the event and on the importance for the region.

Community and local associations

(sport and cultural associations and area associations)

Economic development agencies, Consular Chambers, economic and social partners

Company mobilisation. Including the event within a logic of local development. Economic observation, impact monitoring

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B. Mobilise all participants to create partnerships Targets Mobilisation levers Organisation of a lunch/debate with the company clubs, retailer associations, consular chambers. Presentation of positive CSE experiences throughout Europe: positive impacts for the region and the enterprises, the factors for achieving Socioeconomic actors7 Conception, beyond the main activity, complementary activities 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. Operations in schools and universities. Campaign for associations. social and professional insertion

The local population

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 sport or cultural preparation work.

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 is however 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 action programme and promotion of regional tourist assets

To be informed on the regions tourism offer.

The running of preparatory actions and the CSE realisation

The CSE assessment and the promotion of assets

Event organisers, sport or culture professionals

Local decision makers

(elected representatives and local community services)

Prepare a decoration for the town in function with the MCS thematic. Identify collectively the products, activities and services that represent the most the region. Setup a welcome and information desk at the airport and train station. Conduct a financial balance for activity made during the CSE. Measure the rise of activity. Install peripheral animations to the MCS

Regional SME (retailer

association, hotel and restaurant trade unions) The actors and representatives of tourism
(travel agencies, initiative syndicates)

Economical actors (Agency of development,

Consular Chambers, economic and social partners )

Local associations
(sport and cultural associations and area associations)

Etc.

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F a c t or 2 . D e f i n e t he C S E pr o j e c t a n d i t ' s r e l a t i on t o r e gi o n a l d e v e l o p m e n t
Constructing a local partnership, enables to identify finalities and the main lines for the CSE, as well as the level of federation for the different actors. It is now advisable to formalise these finalities and main lines in a "CSE project". The regional 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 the regional 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 (social cohesion, tourist development, fame, image)? How can we adapt the event to the region's social and economical context? In other words, how can we give the event a real "regional anchoring"?

In practice, the assessment of cultural and sporting events often shows a gap between the event and the socioeconomic configuration of the accommodation destination. The risk of having a gap is increased when the organisers are located at a distance from the event destination. It can be called the parachuting effect ". In addition, it can be observed, in Europe, that new regions are structuring themselves around strategic development projects: competiveness poles, regional charters, rural excellence poles The European Commission encourages 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 placed as a more articulated link, more readable, better assured with the local partnerships 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 or international level of recognition, attract renowned artists, produce a quality sport performance, beat records It's link to the regional development strategy. The event project must identify, with the economic actors, the returns and benefits that the event can 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 event adding value to the regional economic development. 2. Identify, through analysing the regional socio economic diagnosis, the elements which can be brought by the cultural or sporting event therefore contributing 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 responsible for tourism as well as the sectors companies. The CSE should be a development element for the regional tourism strategy. Beyond its cultural or sporting aims, the event must comprise a clearly defined aim within the regional tourism development plan. It is this aim, which will have to be more specifically worked with the tourism actors and companies, because it will favour their full and complete federation to the project and the Organisation Committee. 4. Obviously, this complementary work to economical and tourism added value should not denature the sporting or cultural quality of the event (quality of the artistic programming or the capacity to produce a sporting performance). On the contrary, this quality is the first and essential condition for the event to become a genuine lever, serving other stakes such 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 and renowned events in the world. We could then think that for this type of "mega event", subject to precise specification sheets and constraints can be considered in a regional anchorage logic. But, concerning the Torino Olympic Games, the event project was nourished with 180 microprojects. 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 regions objectives were retained as vital parts for the success 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 the regions identity. The region is characterised by a truly economic branch evolving 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, marketing management This branch represents around 800 employments in the region. It concerns a sector which is growing strongly, about 10 to 20% per year, over the ten last years. Today, the Aquitaine area is the first European area for ski sports: it accounts for 34% of the European ski sport market (385 companies,

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3.200 jobs, 1,1 billion euros of annual turnover) and 50% of the surf market (800 million euros turnover in 2005). A competiviness pole project should be activated to favour the company synergy in the branch: develop a common strategy (notably for obtaining new markets), improve the combination of industrial and scientific competences, underline research and development, as well as innovation. world

The "Quiksilver Pro" professional championship solidifies the branch: -

It ensures a close articulation between the event and the region, notably in terms of communication (See factor linked to communication, page 1). It ensures regional promotion and visibility for the surf industry, notably by hosting the European Conference, gathering the main representatives from the surf industry (the "Eurosima Summit"), which is held at the same time as the surfing championship. This coupling of the event and conference enables to combine and link the industrial and sporting approach for surf. It ensures an active international promotion for the region, mainly through live broadcasting of the event on internet. This strategy promotes 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 tourism strategy.

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A.

Nourish the CSE project with local contributions.

Targets

Ways for collecting local contributions Workshops on the regional tourism objectives and the potential links to the CSE.

Socioeconomic actors

Permanent idea box. Analysis of regional orientation and general policy documents.

The local authorities

In depth meetings on the diagnostic and regional project Participative internet site, blog. Participative council, area council.

Local population

Contests awarding the most innovative projects for cultural and sporting events. Newsletters providing regular information concerning the progression of the event organisation.

All local actors and local population

Calls for contributions in the local newspapers. For example: "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 What are the strengths and weaknesses of the region? Lead a wide regional socioeconomic and geostrategic diagnosis What are the specific regional assets that need developing, compared to other tourist destinations? What are expectations and requirements for the enterprises? What are the activities, services and products with the strongest regional identity? What is the main target public: geographical origin, social and cultural standing ? Collectively validate the regional tourism strategy Does one aim a top-of-the-range public, with strong purchasing power, or wish to attract low cost " clients? What are the needs for this public and what is the service offer currently suggested? What are the complementary service offers that could be proposed to this public? What is the event's specific added value for regional tourism development? Define the message the event should communicate and ensure that is cohesive with the tourist strategy Who are the key actors that the event should include to 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 sustainable development for companies working in the tourism sector?

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C. Formalise the CSE project

Architecture of the CSE project Chapter 1/ The technical objectives of the CSE

Information to be displayed Qualify CSE: scope, periodicity, organiser status, targeted public Provisional programme for the CSE. The way that the CSE considers the region: its economical, social, environmental, urban, historical specifics duration,

Chapter 2/ The CSE link with the regional development strategy

The way that the CSE is inscribed in a regional prospective vision. Precise objective that the CSE gives itself8. The CSE cannot achieve all of the regions objectives, it is therefore advised to make precise decisions. CSE specific objectives for developing tourism. Scheduled impacts inheritance). for the region (local

Chapter 3/ The benefits for local actors through event participation

Scheduled returns for the enterprises. Local actor commitments for the conception and running of the CSE.

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

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S ta g e I I : The action programme promoting t h e r e g i o n a l t o u r i s m a s s e ts

F a c t or 3 . C r e a t e a d i v e r s i f i e d o f f e r o f s e r v i c e s
Accommodating a CSE boosts activity for the destination. If the public restricts itself to the event, meaning only the purchase of tickets, the regional returns will be 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 do not know how) to provide a larger range of services for the public, which would encourage them to stay longer in the region, discover other aspects, or even return 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 be explained mainly by a less interesting service offer in Europe. The CSE organisation committee should dispose of the experience and know how, to differentiate different public segments and "sell" composite offers which include the event: other cultural visits or sport activities, tourist trips, regional product promotion This globalisation of offered services, benefits not only the region but the cultural or sporting event as well, which will find new sources for continuation and development, 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 be installed around the CSE: 1. The tourist offers directly resulting from the CSE and which often require 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 to the 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 the different products and services It is advices to correctly decline the event according to each of the four mentioned components (See following chart). Installing this offer of services provides the following benefits: Better anchoring of the CSE in the region: satisfaction of the different partners from the local organisation Committee, help the local population feel 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 which is 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 opportunity to exploit various tourist offers: Activities directly related to the festival: o Presentation of the festival palace and the various district sites (Mnchsberg, old town centre ).

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o Derived products related to Mozart: short films, visits to his native house 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 style edifices and museums. o Presentation of leisure offers: zoo, mountain trekking and panoramic sights, nature activities, health, well being The festival is in this way clearly positioned as a promotional period for the regional tourism assets, with a view to improving the balance between the winter and summer seasons. The festival public has a privileged access to these different offers if the festival promotes them as a group, on the internet site. These offers are today so well imbricated, it is difficult to know if the public comes to Salzburg specifically for the festival, or if the festival is only an addition to the other offered activities.

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Tools and method

1/ To plan and optimize the CSE tourism impacts How many participants are expected? 1.1/ What activities are directly generated by the CSE? How long does the CSE last? What accommodation is available? What catering is available? What means of transport are offered? Will the event theme generate sales (musical works, musical instruments)? Will the event themes generate service offers such as apprenticeships related to the activity? Are there derived products related to the CSE theme?

1.2/ What are the deriving activities related to the CSE?

2/ / To ensure regional attachment of the CSE Can the CSE be paired with certain regional tourist trips? Which regional tour operators and receptive agencies can be associated to the CSE? Can certain regional products (agriculture, breeding, gastronomy, craft industry) be developed during the CSE? Can the CSE be an occasion for promoting certain regional equipment and works (building heritage, nature spots) ?

2.1/ How to develop the regional tourist offers during the CSE?

2.2/ How can we promote the regional products during the CSE?

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F a c t o r 4 . D e fi n e t h e i m p a c t s t a r ge t e d b y t h e C S E a n d e n a b l e S M E t o a n ti c i p at e
The analysis of the cultural and sporting events, reveals that socio-economic impacts are always generated. (increase of activity, realisation of certain installations). The socio-economic impacts of a CSE are indeed often related to the size of the initial investment: the greater the initial investment, the greater the impact will be9. However, these impacts are often noted after the event and not planned beforehand. The consequence is a low economical and tourism added value produced in an empirical way, making it difficult to evaluate the events cause and effect ratio. Moreover, due to lack of communication with the companies, the event can have a negative effect. We have seen security services imposing the closure of commerce because of to many people coming to the event. We have also seen events attracting publics, which are not really targeted or expected by the destinations tourism companies. It is for this reason advised to favour close communication with the companies in order to anticipate the impacts: maximise positive returns and limit negative effects.

Aims

The Local CSE Organisation Committee should define beforehand, the targeted impacts. This enables the inscription of the event in a true economic and tourism development strategy for the accommodating destination.

The methodology proposed in this Guide should enable to change the linear and mechanical relation between investments and returns: with the methodology, a modest size event should be able to generate important impacts (by promoting the region's assets, diversifying the offer of proposed services, improving the consideration for different types of public by raising the consummation rates

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The CSE must have two aims: Make the event a success (quality of technical organisation, sporting performances, cultural programming ). Make a success of the event's economic and tourism impact (more visitors, better destination visibility, company benefits, their satisfaction, regional growth).

These two objectives must be combined. The CSE must take the particularities of the event destination into account and must contribute to the regional economic and tourism development. Defining the impacts concerned, during CSE planning, makes it possible for the companies to anticipate them and therefore maximises sustainable regional benefits. Case study The 2004 European Nations Football Championship (Portugal). This event was a great popular success. The local populations passion for football generated a great impact for the event. The organising body for the event considered that the important financial and human investments exploited, fell under the longer-term aims of the event itself. In a country with strong tourism assets and strong development margins, the organisers aimed 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 that communicates the regional tourist image, independently from the event.

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However, the analysis reveals two means of progression concerning impact anticipation 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 this point of view, the Euro 2004 played a rather negative role for these tourist destinations. The organisers did not manage to anticipate these effects. This reinforces this guides argument, for the need to build local partnerships with the tourism companies, in order to combine peripheral offers with all cultural or sporting events, making it possible to develop the regional tourist offer of the event destination. For example, in this precise case, the organisers could have imagined preferential rates combining tourist 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 returns that the CSE should produce. B. Inform the companies on the targeted impacts so that they can anticipate 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

Estimated means implemented
(organisational, human and financial means)

Finalities or targeted goals

Justifying diagnostic

The targeted impacts

Improve the tourist frequentation balance throughout the year,

- Tourist activity subject to seasonal effects - Event held in low season.

Human and financial means made available by the organisers, enabling the 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

- Tourist activities presenting development margins related to the event. Develop emerging tourist activities in the region 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. - Active communication campaign in the neighbour countries (posters, Internet) - Referencing campaign with the neighbour countries tourism offices

- Improvement of the tourism offer catalogue - Agreements between commercial operators and public decision makers - Rise of daily tourist consummation rate.

Improve the regions international position

- Activities relying mainly on close internal tourism.

- 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 informed
Trade within the concerned geographical zone Hotel and caterers Other tourism companies SME

Required information
Number of spectators awaited Type of participants Length of stay Scheduled traffic outlines Analysis of SME structure for certain segments related to the tourist event Creation or consolidation of groups with branch logic: water activities, outdoor sports, cultural heritage pole

Frequentation growth for the destination

Structuring Tourism Competitiveness Poles

Development agencies Local authorities

Job creation and qualified personnel required

Intermediary structures for job offers

Anticipating the difficulties of recruiting and the qualification of hotel and catering staff Scheduled works Estimated localisation of these works

Town centre Architectural renewal

Building companies and public 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 than the CSE

Inform the organisation Committee on the importance of specific CSE measures being sufficiently targeted in time 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 on the event's scheduled impacts: number of expected people, duration, type de tourist, buying capacity

Etc.

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F a c t or 5 . A n s w e r t h e n e e d s o f a l l p u b l i c c o n c e r ne d b y the CSE
Different types of public go to cultural or sport events: people directly concerned by the event (festival goers, supporters, fans, music lovers), "VIPs" invited by the 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 making the effort to distinguish age, expectations and motivations, geographical origins, 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 neighbour regions to find the required services.

During the Hossegor surfing world championship (south-west of France), it has been observed that certain event public (notably professional surfers with their families) got to Biarritz, situated over 20 kilometres away from Hossegor, even though 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 service offer 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 are mainly motivated by the event theme. The Guests invited by the professionals contributing to the organisation of the event: VIP, media, sportspeople and artists This is a captive public and they can represent privileged ambassadors for the regional tourism offer. Non captive publics, more or less attracted by the event but who can find 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 propose specific segments of service offers for each category of public. A good knowledge of these three types of public, with high quantity and quality, is a vital condition for obtaining a regular public and turning them into regional ambassadors: they might come back or advice others to come, in the event of another CSE or simply for the beauty of the region. The fine knowledge of the public constitutes an important element for mobilising the events sponsors and partners. Sponsors and partners are developing more and more precise marketing strategies. They often require characteristic knowledge on the event spectators in order to analyse their equation with the proposed products.

Case study

The Szigeti festival (Hungary). The Szigeti festival in Hungary has rapidly turned into a festival not to miss, becoming a massive event gathering over 100.000 spectators. It is mainly a young public. The organisers carried out an investigation on festival-goers, making it possible to identify the main characteristics for this public: geographical origins, motivations for coming to the event, numbers of nights spent The knowledge of the public made it possible to identify that only a small minority of the festival-goers use a hotel room. There is not much organisation for the accommodation of the festival goers: organised or wild camping, common lodgings These accommodation modes are part of the festival's general ambiance but in term create sanitary and security problems. For this reason, the Organisation Committee is thinking about developing a new accommodation offer, taking into consideration the needs and constraints for this public. 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 can be 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 year to 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 typ ologies for elaborating activity offers, adapted service and products for these profiles. Partners and sponsors, as well as certain local companies use the data to direct their offers. But these initiatives are not monitored or capitalised by the Organisation Committee.

Tools and method Two tools are proposed: A. Obtain better knowledge on the events public, with a survey questionnaire (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............................................ 5. Where is your main home located? Country.................................................. 6. During your stay, youre staying: at the hotel in a bed and breakfast in a private room 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 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) .......persons in a holiday home free accommodation (for example with friends) City................................................ with my main home in... in my holiday home

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 are born 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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B.

Class collected information according to public typology. Useful information Number: Duration of stay: Daily expenses: Specific expectations: Service and products to offer

Public typology examples The "passionate" (supporters, fans, music lovers) External spectators indirectly interested by the event (non captive) Spectators from outside the region The event organisation team
(technical team, stage management)

Artists or sportsmen carrying out the event Public invited by the sponsors Personnel linked to the sponsors (animators, reception, receptionist) Accredited Media Disabled public

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F a c t o r 6 . D e f i n e a c om m u n i c a ti o n p l a n
By nature, an event is a distinct communication period. All event organisers plan communication in order to promote the event: the destination, date, programme, main artists or sport persons Event organisers have extended experience in communication. They are able to mobilise a variety of tools to ensure the event's visibility: posters, newspapers, radio, television, and also live internet broadcasting, information with SMS, fax But this communication does not does not always fully integrate the region. Sometimes it is hardly even mentioned! SCE analysis have been able to identify that the more we move away from the region holding the event, the more the public retains the thematic or activity of the event rather than the region itself. It is as if the region was absorbed by the event! An event can be a powerful marketing tool for promoting the region: its sociocultural identity, economic assets, as well as the geographical, nature and tourism specifics Different experiences show how an event can be used for renewing the image of an event. The most recent example is the Torino Olympic Games (Italy): the Olympic Games enabled to erase an industrial image lacking modernity, and promote a town of culture, tourism and trade.

Aims

The local organisation Committee should for this reason, define a communication plan which makes the link between the CSE and the event destination. This communication plan must clearly show: the message content to display throughout the event, the targets to reach, the communication channels used. The message content, the targets as well as the communication channels should be in ad equation with the regional tourism objectives.

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More precisely, the communication plan should be able to expertly promote four dimensions (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, local produce, economic activities ). 4. The local partnership set up at the time of the event (to describe the dynamics of the partnership, the values of this partnership, the dynamics of 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 in order to differentiate with other events. Promoting the region within the communication plan is good way of distinguishing the event, and a competitive asset.

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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 and international level, traditionally directed towards luxury tourism". A modestly sized commune in winter (3.400 inhabitants), the population is multiplied by 10 during 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 shopping centre". The installation of surfing events, makes it possible to instigate and renovate the image of Hossegor. The surfing activity is relatively new and mainly practised by a younger public. The communication strategy should permanently combine and balance different regional vocations (See following illustrations): a "Luxury" vocation (symbolised by the golf course and the casino) and a younger, more dynamic vocation (symbolised by surfing). the promotion of the coastline (with the waves and surfing) and promotion of the country side and traditions (by staging stilt walkers and the 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 Quiksilver Pro France organisers mobilise a large variety of communication tools ("mixed media"), with a strong international orientation: Live internet broadcasting of the event. The whole of the event was diffused on internet. 200.000 internet users saw the final. The internet users 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 is as 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, giant screen on the main site In this communication strategy, we can see that international visibility is as important as local visibility, if not more. One of the challenges for the local Organisation 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 Characteristic elements of the CSE
What is the thematic, the place, the date and the duration of the CSE? What are the CSE access conditions?

What is the CSE activity programme

Who are the artists, sportspersons or personalities taking part in the event?

Regional tourism offers proposed in a related or peripheral way to the event Regional assets and specificities

What is the tourism programme related to CSE?

What is the offer for accommodation, catering and transport?

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 and level of local partnership

Who are the various people and institutions represented in the CSE local partnership organisation? Who is the spokesperson for the Organisation Committee? What is the origin of this partnership? What are the prospects?

Communication plan targets The targets linked to the CSE theme (the
"passionate", spectators) other

The socioeconomic companies, associations

local actors:

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Targets identified within the framework of the regional tourism strategy10 Local population Communication and diffusion plan supports11 Press Radio Television Internet Posters

This is the public targeted by the regional tourism strategy. The public can be defined in different ways: where they come from, age, buying power and social status In the diffusion plan, it is adviced to at least indicate the referee contact and provisional diffusion date.
11

10

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S ta g e I I I : The CSE realisation.

F a c t o r 7 . C a r r y o u t t h e pr e p a r at o r y w or k for t h e C S E
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 to fully feel part of the event: its thematic, history, philosophy of action, organisation methods 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, in relation with the CSE thematic. For example, the comic strip festival in Angoulme, is preceded by plastic art works in the schools and by the installation of 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 Organisation Committee, gathering CSE organisers, local authorities and companies. Aims Imagine and put into action, a few months before the event, CSE preparatory actions. The different types of preparatory actions can be put into four groups: 1. Information and awareness actions targeting different types of local public. These kind of actions may correspond to all or a part of the following 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 in order 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 the preparatory action returns . 2. Training and professionalising actions. All actors should be prepared for the arrival of the event. Thus, prior to the 2004 European Nation Football Championships in Portugal, training was given to taxi drivers in order to improve their greeting and pick up skills. 3. Actions aimed at developing, prior to the event, initiatives for local development or tourism development. This type of action is particularly well adapted for recurring festivals. In certain cases, one could note that, a few months before the festival, tourism initiatives can be conceived in order to drain the public wishing to avoid crowds due to the event. 4. Actions aiming to structure competitiveness branches or poles. The event can be a good occasion to encourage a certain number of companies to value regional potential. The aim consists in identifying the possibilities of working jointly to set up complementary service offers in specific areas. We have noted, for example, that in the sporting environment, certain events 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 people full-time. The Organisation Committee develops a permanent animation leading up to the festival aiming to involve the civil company in the organisation, but also the installation of a permanent musical animation 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 are concerned by the festival. It is largely thanks to these preceding operations, led by the Organisation Committee, that Prague is visited as a musical city outside the festival period. The event thus represents the summit of the cultural season, which tends to gradually exist throughout the year.

Tools and method

Define and plan the CSE preparatory actions More precise definition of the action
Precise sequence of operations: Aims and targets: Necessary methods:

Preparatory action types

Installation modalities
Referee on the Local Organisation Committee level: Installation date:

Information and awareness actions targeting different types of public. Training and professionalising actions Local development or tourism development actions Actions aiming to structure competitiveness branches or poles.

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F a c t o r 8. K e e p u p - t o -d a t e th e C S E m o ni t or i n g c h a r t
The organisation of a CSE has a true project conduct approach. This step is expressed through the definition of aims in order to improve the defining of foreseeable and desired event impacts (See factor 4 on page 1). During the running of the CSE, the Local Organisation Committee should monitor the level reached for the aims targeted. To do this, it is advised to keep daily a monitor chart for obtained impacts and gap measures for the targeted aims. Polls and surveys will be needed for the chart during the event. Indeed, certain information 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 continuous reorientation 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 of Culture 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 realistic and 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 for regional development.

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Case study

The Salzburg festival (Austria). The Salzburg festival worked with the Salzburg Chamber of Commerce to carry out 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 Salzburg festival compared to the other numerous regional culture event s. - They make it possible to ensure a longitudinal frequentation monitoring, concerning quality and quantity. In this way, they support the orientation or reorientation of event decisions, to the benefit of the type public. - They make it possible to prove to the local economy the contribution of the event (in particular at the beginning of the year 1990 when the utility of the event was argued).

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

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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). Evaluation methods for measuring the impacts Reporting of the investigation results and observations

Finalities or targeted aims

Targeted impacts

Improve the tourist frequentation balance throughout the year,

- Increase of x% of the tourist frequentation in low season. - Proportion of the frequentation directly generated by the event - Improvement of the tourist offer catalogue

Survey on spectators during and after the event.

Develop emerging tourist activities in the region

- Agreements between company operators and local authorities - Increase of tourists daily consummation rate

Company survey

Key steps for conducting a survey with a questionnaire 1. 2. 3. 4. 5. 6. 7. 8. Determine, within the guide lines of a work group, the desired information to collect. Elaborate the questionnaire: formulate the questions and the answer items. Use straight forward, simple vocabulary and formulations. Test the questionnaire with certain publics. Validate the questionnaire within the work group. Train the surveyors, responsible for administering the questionnaire to the public and recording results. Administer the questionnaire. If necessary, follow-up those who didn't answer. Collect the answers and produce statistics. 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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S ta g e I V: CSE assessment a n d t h e p r o m o t i o n o f a s s e ts

F a c t o r 9 . C a r r y o u t a s h a r e d e v a l u a t i o n of t h e d u r a b l e b e n e f i t s f o r t h e t o u r i s t d e st i n a t i o n
Once the event is over, the evaluation period is capital. The evaluation must be carried out associating the whole Organisation Committee. It must lead to one shared event evaluation, identifying the strong and weak points in relation with all of the goals fixed. All events, what ever their size, should use evaluation methods. Indeed, the CSE analysis 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 to regional 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 the econometric model offered by the British government (based essentially on economic 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 French governments INSEE method (consisting in measuring the economic impact generated in a given region and compared with a pilot region to identify the differences and evaluate the activitys specific impact). Beyond these methods, the analysis of cultural or sport events has encouraged the proposition of a global, easy to use evaluation methodology, which can be combined 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 the CSE 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-ante evaluation made it possible to justify the opportunity of holding such an event by considering the foreseeable repercussions. Technically, this ex-ante evaluation was based primarily on comparative data with the preceding European football Championship or World cup accommodating countries. Concerning the ex-post evaluation, it helped measure the following economical impacts (there has not been a more global evaluation for identifying areas for improvement): Investments in infrastructures, stadiums and car parks: 650,5 M , 105,1 M from the government, 241,3 M from the municipalities and 304,2 M from football clubs. 4,7% of the investment corresponds to support from the EU through ERDF. Other investments close to the stadiums come to 156,2 M , in particular for facilitating access. Other economic impacts related to the investment:
o o o o o o o o o Production 1.900 M Employment 39.363 Added value 700 M Wages 400 M Revenues from taxes 57,5 M Production 183,8 M Employment 4.547 Added value 81 M Wages 41 M

Impacts related to the tourism sector:

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Impact on the growth of the GDP:

o o o 2002: 0,11% 2003: 0,32% 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 the objectives. This is the gap measurement between the targeted impacts 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.

Obtained CSE impacts PROGRESS AXIS enables sustainable CSE benefit maximisation

Targeted CSE impacts

The areas of progress result from the differences between the targeted and the obtained CSE impacts. The question grid for below makes it possible to seek areas of progress on two levels: 1/ CSE benefit for the event destination development. 2/ CSE benefit for tourism based SME development.

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Question grid for localising areas of progress.

3 analysis times Was the organisation of the CSE subject to an integrated approach? What impacts were obtained by the CSE?

2 evaluation levels

What are the potential impacts that have not been obtained? Where are the areas of progress? What are the foreseeable unfulfilled impacts? In what way could the CSE have produced additional impacts for the event destination? What are the foreseeable unfulfilled impacts?

1/ CSE benefit for event destination development.

Is the CSE integrated from the very start, in an attraction strategy for regional global development?

What were the real impacts of the CSE on the event destination, on a social level, economic and environmental, and in terms of image?

2/ CSE benefit for tourism based SME development

Were the tourism based SME implied in the organisation of the CSE?

Which were the real impacts of the CSE on tourism based SME?

In what way could the CSE have produced additional impacts for tourism based SME?

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Indicators concerning the CSE benefits for the development of the event destination.

Evaluative questions

Indicators

1/ Is the CSE integrated from the start, in an attraction strategy for sustainable regional development?

Analysis level on the local situation: resource collection (strategic orientation document, regional project), specific diagnosis realisation. Consideration level on the local situation in the organisation of the CSE (CSE regional attachment): coherence level between the CSE goals and the nature of the local situation. Composition of the CSE project organiser group: multi-field competences (social, economic, environmental, tourism), level of diversity and transversality. Association methods for the civil company: information on needs, punctual consultation, regular consultation, representative integration in the project group. CSE evaluation criteria setting articulated around the regional development aims.

Social level. Integration of the population for running the CSE (voluntary work). Level and methods for CSE appropriation by local populations (pride, sense of membership, collective identity). CSE educational value for local populations: knowledge contribution, skills, etiquette (informal education). Creation of new associative activities. Number of participants (geographical source, proportion of women, young people, over 55 years old, handicapped people). The companies social engagement.

What were the real impacts of the CSE on the event destination, on a social level, economic and environmental, and in terms of image?

Economic level. Volume of the initial economic injection (public, private). Investments related to the CSE. - Peripheral investments to the CSE. Creation of new economic activities: craftwork, artist workshops Job creation (realisation jobs/long term employment; proportion of women, part time, low level of qualification). Tax revenue evolution. Estimation of the repercussions in terms of communication and fame: media exposure, international press Use of the TIC (mainly for communication). Environmental level. Integration methods of services and associations related to environmental protection: consultation, integration in the project group.

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Nature and amounts of installations: modernisation of what already exists. - CSE installations. - CSE peripheral installations.

creation

of

new installations,

Standards respected in the realisation of installations. Particular efforts made in favour: - Of the landscape and architectural insertion of installations. - Of the long term for equipment usage (installation integration in a long term strategy, re-conversion, modularity). Environmental Management System. Non CSE period installation usage type and volume. Image and fame Edition and diffusion of communication documents Strategy and total communication plan and articulation with the operators, event staging Number of spectators and television viewers Press and the media presence Direct and indirect returns press and media Analyses of the results in terms of fame for the destination

3/ What are the foreseeable impacts unfulfilled? In what way could the CSE have produced additional impacts for the event destination?

Location of the impacts lower than the initial forecasts and reasons why. Location of the impacts not obtained and reasons why. Search for progress area, in terms of: - CSE conception: initial diagnosis, regional attachment, partnership, integration of the civil company - project control: partnerships, communication, installations

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Indicators concerning the CSE benefit on the development of tourism based SME.

Evaluative questions

Indicators

1/ Have the tourism based SME been integrated in the CSE organisation?

Analysis level on the tourism based SME network: resource collection (strategic orientation document, regional project ), specific diagnosis realisation. Consideration level for the tourism based SME network in the CSE organisation: coherence level between the CSE aims and the nature of economic network. Composition of the CSE project organiser group: integration level of the tourism based SME representatives. CSE evaluation criteria setting articulated around the development aims for tourism based SME.

Image and fame level Exploitation of the event for the communication of the city, trade and services Fame increase and image improvement for the tourist clients Identification of new prestigious places to visit Social level. Tourism based SME integration in the running of the CSE. Level and methods for CSE appropriation by tourism based SME (pride, sense of membership, collective identity). CSE educational value for tourism based SME: knowledge contribution, skills, etiquette (informal education).

2/ What were the real CSE impacts on the tourism based SME?

Social commitment of tourism based SME. Economic level. Tourist activity evolution indicators for the region (ad hoc local indicators): Tourist frequentation evolution. - Evolution of the activities directly related to tourism: hotel trade, catering, leisure activities - Evolution of the subsidiary activities: craftwork, industry Creation of new tourist activities: craftwork, leisure activities Job creation (realisation jobs/sustainable employments; percentage of women, part time, low level of qualification). Taxes revenue evolution. Estimation of the repercussions in terms of communication and fame: media exposure, international press Use of the IC (mainly for communication).

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Environmental level Nature and amount of installations: modernisation of what already exists. creation of new installations,

Standards respected in the realisation of installations. Particular efforts made in favour of: - the landscape and architectural insertion of installations. - the lifespan of equipment (installation integration in a sustainable strategy, reconversion, modularity). Environmental Management System. Non CSE period installation usage type and volume.

3/ What are the foreseeable impacts unfulfilled? In what way could the CSE have produced additional impacts on the tourism based SME?

Location of the impacts lower than the initial forecast and reasons why. Location of the impacts not obtained and reasons why. Search for progress areas, in terms of: - CSE conception: initial diagnosis, regional attachment, partnership, integration of the civil company - project control: partnerships, communication, installations - activity creation and/or peripheral products.

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B. The evaluation of economic returns

Starting from the compared analysis of the methodologies used by the various events, we propose the following methodology (summarised in the chart above). It is a simple 5 step methodology, usable by the local actors. Prior : delimit the evaluation subject. Before starting the evaluation, it is advisable to delimit the geographical territory and the time scale that one wishes to evaluate. 1. Measure the brut economic injection. The first step is to evaluate the money flow generated by the event. Two main money flows are to be measured and added: The expenditure directly related to the event. Isolate the different expenditure areas once the organiser accounts have been stopped. Festival-goer expenditures, taking part in the event. These expenditures can be appreciated in two ways: Directly with the visitors. By questioning a sample of visitors about their direct expenditures (tickets, derived products) and indirect (transport, accommodation, catering, activities). Knowing the total number visitors will

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make it possible to carry out projections and to know their total expenditure. To obtain precise results, information of the highest quality is needed for each type of public (see. page 40 and the example of the questionnaire for festivalgoers): if they are on their own or with groups, where they come from, the length of stay With the companies. It is also possible to question the companies on the takings generated by the event, either with a questionnaire or by analysing their accounts. It is preferable to target the type of companies and the activities who potentially will benefit the most from the event in order to obtain convincing results. However, this method has limits. If the region accommodates many events; it will be difficult to isolate the specific effects for one event.

2. Estimate leakage and crowding out effects . The second stage consists in evaluating all money flows which do not profit directly to the region. This work can be completed in a relatively approximate way. One distinguishes: Leakage effects. It is, for example all purchases made outside the region: wages, material, but also, all subcontracting outside the region Crowding out effects. It concerns expenditures generally made during the period corresponding to the event but which, due to the event, were cancelled. We have already seen the example of the European Nations Football Championship which had a dissuasive effect on certain tourists who feared massive frequentation due to the event. 3. Calculate the net economic injection . It is the brut economic injection (see 1st step) with the leakage and crowding effects subtracted. At this stage, knowing the net economic injection constitutes an important data for the region, enabling a first estimation for the differences between the investments and the takings.

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4. Define the economic coefficient multiplier . The coefficient multiplier is an econometric formula reflecting the capacity to redistribute locally the financial flows. This coefficient corresponds to the capacity of the region to capture expenditures. The calculation of this coefficient is relatively complex; it is therefore advisable to refer to the predefined coefficient which corresponds to the region (the demographic and economic density in particular). A region with a strong demographic and economic density can have a coefficient closer to 1,9. In France, the average multiplying coef ficient is 1,4. The Chamber of commerce or services in charge of economical development are liable to provide the most adapted multiplier coefficient for the concerned region. It is to be noted that it is possible to add to the calculation, a second multiplying coefficient corresponding to the resulted social impact. This impact corresponds to the employment generated by the employee expenditure in their accommodation area. 5. Calculate the total impact of the event. It is the result of the net economic injection multiplied by the economic multiplying coefficient.

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F a c t o r 1 0 . C o ns o l i d a t e t h e l o c a l p ar t n er s h i p s i n o r d er t o d e v el o p s u s ta i na b l e t o ur i s m i n t h e r e gi o n

The local partnership, made during the first step (see page 15) and formalised within the framework of an Organisation Committee, is an invaluable resource to sustain after the event. The partnership made for the CSE is indeed a fundamental asset for other regional territorial and tourism development projects. The CSE feed back shows the following main assets: A opening for economic, tourism, social, environmental, urban, and communication An opening for public, trade, associative actors. The installation of common work methods between actors. The "project team" notions and networking are integrated. The capacity to forget one's own personal interests in order to serve a global regional development strategy. A common culture for big projects, a certain "organisational intelligence" that should be capitalised. cultural, sportive,

The local partnership installed and tested for a CSE can be formalised with a "Sustainable Regional Development Pole" or a "Regional Development Agency". The example of the International Comic Strip Festival, more than 30 years old in Angoulme, shows how the partnership formed for the event, favoured the creation of the "Ple Image" gathering 40 regional companies, 600 employments, a European School of Art, a national comic strip centre The partnership also made it easier to bring to life the painted wall circuit, a real regional tourist attraction.

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Aims

The partnership may indeed, have several levels of added value after the CSE: Continuous improvement of the event, within the framework of a sustainable development strategy for the event and region. The installation of an event strategy, aiming to accommodate and/or create in a recurring way cultural or sport events. The analysis showed that several cities were based on the partnership made up on the occasion of an event to facilitate the organisation or to obtain new events. It is the case of Barcelona who, following the 1992 Olympic Games, wished to position themselves as an international capital through the accommodation of events like the 2004 Universal Forum. It is also the case of the town of Malm (Sweden), Torino (Italy) The definition of an economic and tourist development strategy transcending the framework of cultural or sport events. The event becomes the starting point for new regional collective development dynamics and the definition of an elaborated strategy, as can be seen, in a particularly bright way, the example of Torino after the 2006 Olympic Games.

Case study

2006 Torino Olympic Games (Italy). The experience of Torino constitutes a typical good practice example, with regards to the perpetuation of the local partnership made during the organisation of the event. One of the reasons of the sustainability of the partnership is that it was conceived from the start to be prolonged beyond the Olympic Games and wider range dynamics were discussed during its constitution. The event was deliberately prefigured as a lever servicing the regional economic and tourist development. The conclusions reached the aimed targets. The local partnership made it possible to perpetuate and transfer an Olympic heritage which currently represents indisputably one of the regions economic and tourism strengths.

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The following levels could be implemented thanks to the sustainability of the local partnership: The valorisation of voluntary workers, who today are trained and motivated for the promotion of their city. New institutional governorship issued from team work and joined together today with a common goal: to promote Torino and Piedmont as a new international tourist pole. The capacity to ensure a sustainable heritage in the long run, by foreseeing the conversion of certain structures for other uses, and envisaging, as from the conception, the creation of one or several organisations for after games management, to attract new important international events. A strategic environmental evaluation (SEE) was installed for the first time in Italy. An urban re-qualification process aiming to recover districts and industrial waste lands was engaged as well as the promotion and the reinforcement of the infrastructures in order to be able to secure the attribution of other international events which would have been difficult to accommodate before Torino 2006. The local partnership and its dynamic made it possible to consolidate and develop a request for tourism well beyond the Olympic Games. During the Easter 2006 festivals, Torino doubled the numbers of nights spent by tourists with the, 50% Italians and 50% foreigners. The request for tourism was maintained during June and May whereas this season is traditionally less developed for this area. Ultimately, the studies revealed that the regional tourism development was also largely due to the fact that the OG constituted a means for developing an ethic and a territorial social cohesion approach making it possible to portrait a positive image in an artistic, cultural, social and environmental way.

The Universal Culture Forum Forum Barcelona 2004 (Spain): an event imagined due to the assets gained with the 1992 Olympic Games Barcelona is one of those town which considers events as a vital part of its global development strategy. The organisation of the 1992 Olympic Games was a great lever, contributing to Barcelona being today a European and International capital. The Universal Culture Forum is part of the continuity of this event strategy. It is from the experience and know how gained during the games that the town of Barcelona was able to accommodate other events, and in 1996, create the

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Universal Culture Forum concept to celebrate the 10th anniversary of the nomination for the games. The chosen concept aims at improving the balance between seaside resort and culture tourism. The continuity between the 1992 games and the Universal Culture Forum is stipulated by: 1. An optimised management of the 1992 games' organisational and decisional heritage for installing the Forum. 2. A continuity of institutional support. 3. A clear global development project, to which the event participates. Tools and method

Define the future activities that will enable to install and promote local partnership Action typology Actions for sustaining local partnerships Favour optimal usage for the equipment created for the event. Maximise the impact for the next edition. Apply for bigger events. Installation of an event strategy Invent new CSE. Organise CSE on a more regular basis. Increase the regional tourism accommodation capacity (hotel creation, camping sites). The definition of an economic and tourism development strategy transcending the scope of events Improve transport. Create a regional development agency. Create a competiviness pole, associating more and more the training organisms.

Continuous improvement for the event

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Conclusion: T h e i m p o r ta n c e o f e ve n ts for regional development

Cultural and sport events can no doubt, constitute a powerful lever for regional development and tourism based companies. But, the practical guide reveals that this can only be achieved under certain conditions, in particular: 1. Integrate approaches, by articulating the event's technical organisation, so cial cohesion, improvement of lifestyle, local and tourism development of the accommodation sites. 2. Resolutely integrate organisers into the regional projects and change the vision of cultural and sport events which is too elitist or specialised. Join the actors with a network - within the framework of partnerships and shared strategies - sporting and cultural organisations, company representatives, social partners, public communities and, more largely, regional inhabitants. 3. Have a rigorous project control methodology by identifying the most federating impacts, those which exceed the strict framework of the CSE organisation to place it in a more supple perspective of regional valorisation and sustainable tourist assets. Integrate in this methodology a prospective vision for the regions future, with a long term optic. This methodology for conducting projects must enable anticipation for targeted impacts and reaction if they are not reached. 4. Evaluate, objectively and continuously, the impacts really produced by the event in order to re-orientate the steps and professionalise the project control methods. The training of actors and the installation of common and participative measures are essential for uniting these different conditions.

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The Practical Guide, and its adaptation to the specific situations of the accommodation destinations, may also support networking and exchanges between cultural and sporting event organisers in Europe. During the European Conference in Angoulme (22/03/07), many participants proposed the creation of a European Platform for exchange and capitalisation between local authorities, CSE organiser and company networks. The main objectives for this platform have been defined as follows: Formalise criteria and a label for "CSE maximising their sustainable impacts for the region and the companies". Define an evaluation reference for this label. Continuously evolve the Practical Guide's orientations. Exchange best practices and develop innovation. Inform the actors concerned by MCS on the event potential as a sustainable development tool for the hosting destinations.

The installation of this European platform for exchange and capitalisation, and the realisation of the mentioned aims, are with no doubt a solid step ahead for making cultural and sport events a real opportunity for the development of the tourist destinations and companies.

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A p p e n d i x I . G l o s s a r y - d e fi n i t i o n o f t h e m a i n k e y c o n c e pt s

1/ The terms related to TOURISM Tourism Activity involving moving from ones usual environment*. The reasons for moving are various: leisure, affairs or reasons not related to a paid activity during the visit. Tourism corresponds to trips not exceeding one year. Tourism does not have a minimum time factor. For example, public attending cultural and sporting events, even for a short time, are considered as tourists (See below "Event tourism"). We can see different ways of limiting the tourism sector: A strict conception: hotels, accommodation centres, travel agencies, tours operators, cafs and restaurants, etc. An extensive conception, integrating other activities directly or indirectly related to tourism: transport, marine companies, pharmaceutical cosmetic industry, clothing industry, etc.

Sustainable tourism

Tourism relies on human activities using natural cultural and historical resources, without limiting their use for the future generations. This kind of tourism integrates search for improvement in its activities for the management of these resources. Sustainable tourism relies on the balance of three main axes: - Economic sustainability to encourage job creation and increase global turn over, - Environmental sustainability to encourage the protection of natural resources, - Socio-cultural sustainability underlines the importance of respecting values, traditions and maintaining social balances. Sustainable tourism implies the participation of all actors (economical, environmental, socio-cultural) as well as a political implication.

The usual environment often means the main residence including regular journeys (work, leisure activities).

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Event Tourism

Activities involving trips away from the usual environment to go to an event, no matter the size. Activity involving moving from one usual environment for cultural activities, no matter the motivation (leisure/entertainment or to acquire new knowledge/development of intellectual capacities). A few examples of cultural tourism: - Trips for studies, - Site seeing, - Trips to festivals or other artistic events, - Trips to study art, folklore, nature, etc.

Cultural Tourism

Sport tourism

These are activities that evolve moving from ones normal environment to do sport, attend sport events or visit sport museums or complexes. A few examples of sport tourism: Mountain, nautical, snow, etc.

Tourism or accommodating destination

Territorial zones capable of attracting more or less constant tourism flows. We generally observe two ways of limiting a tourism zone: - According to the geographical area (mountains, seaside) and/or institutional (region, commune). - According to the image that the tourists have of the destination. With a statistical and quantitative approach for impact evaluations, it is important to limit precisely the accommodating zone. For the approach chosen in this study, that aims to identify recommendations for improving the impact of events on the accommodating destinations, the zones will be limited by the actors (local authorities and organisers). The analysis will use the Nomenclature of Territorial Units for Statistics NUTS (Nuts 1 to 3, favouring Nuts 2 corresponding to regions).

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2/ EVENTS OR SHOWS Events or shows Actions capable of attracting public flows. These events or shows can under certain conditions be tourism development levers for the concerned destinations. The events may be classed according to certain criteria: The periodicity: punctual or permanent. The nature of the event: - Cultural events: events based on an artistic production (festival, carnival, concert, exposition, show). - Sport events: shows based on a competition, tournament, championship with one or several sports. - Religious events The level of the event (only the two first levels are concerned by this study): - The "Mega events". They have a national impact and receive global media coverage (international trade fairs, Football World Cup, Olympic Games, etc). - The "Hallmark" events. These events have an impact on the region; they are mainly developed to increase or improve attractiveness, profitability and help the destination be known. - The "micro events". They have an impact on a local level (commune, areas). The planning document for an event (event planning) describes the events organisation, aims and means (notably the local authoritys level of contribution). It can also contain, if necessary, an ex-ante evaluation of the expected impacts. When it exists, this document is a vital part of the current study.

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3/ IMPACTS Impact Effect or consequence of a decision, an activity or a given event. The evaluation of an impact generally implies defining indicators that enable to compare with a reference situation (counterfactual situation) We can distinguish two types of impacts according to their temporality: Short term impact: immediate impacts, generally lasting less than a year. Long term impacts: impacts lasting more than a year. The notions of short and long term impacts according to the frequency of the event. Economical impact Effect or consequence of a decision, activity or event on the national, regional or local economy, on a sector or an economical activity. A few examples of economical impacts: Direct takings from the activity or event Direct or indirect government taxes, Employment creation The participation to regional development Social Impact Effect or consequence of a decision, activity or an event on human life, the behaviour and interactions between the individual of a destination. These impacts can modify the intellectual development process, morale and material of a given population. A few examples for social impacts: Better knowledge of foreign languages for the community Improvement of the destination's health equipment and increase of the community's life expectancy Creation of new sport and culture activities. Change of religious traditions. Increase in prostitution and delinquency. Environmental Impact Effect or consequence of a decision, activity or an event on the natural or cultural conditions surrounding humans: the land, wild life, water, historical monuments, architectural sites A few examples of environmental impacts: Preservation or deterioration of large nature zones,

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Preservation or deterioration of archaeological and historical sites, Improvement of air quality, Improvement of infrastructures, Pollution (visual, sound, water, air), Modification of nature cycles, Overcrowding, Saturation of town services and equipment. Cultural Impact Effect or consequence of a decision, activity or event on the acquisition or possession of knowledge that enriches the mind. A few examples of cultural impacts: Intercultural Communication. The feeling of belonging to the destination is reinforced, increase of the communitys confidence and pride. Higher level of culture and elimination of illiteracy for the local community. Loss of particularities and distinction elements for a destination. Sport Impact Effect or consequence of a decision, activity or event on the human physical condition or on public interest for sport. A few examples of sport impacts: Increase of the sport offer (associations, companies, equipment). Reduction of addictions (alcohol, drug). Increase of the sport level.

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4/ THE CONCERNED ACTORS Target The practical Guide is aimed at four categories of actors: Tourism orientated SME The local authorities CSE organisers Local residents Public authorities Designate legal persons or public law organisms: State services, regional authorities and national and local public establishments, independent public authorities and public interest groups. The European Commission defines a company as being "any entity, with an economic activity independent to its legal form *. A SME is defined as a company employing less than 250 employees. One differentiates three types of SME according to the number of employees. The European Commission recently introduced a financial criteria to refine this typology. Medium size companies: entities with 50 to 249 people and a yearly turn over below 50 million euros, for which the total yearly balance does no exceed 43 million euros. Small size companies: entities with 10 to 49 people and a yearly turn over or total balance inferior to 10 million euros. Micro-enterprises: entities with less than 10 people and a turnover or total balance below 2 million euros.

Small and medium size enterprises (SME)

CSE organisers

They are the professionals carrying out the operational plan for Culture and Sport events

Recommendation of the Commission on the 06-May-2003 concerning the definition of micro, small and medium size companies [notified under number C(2003) 1422].

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A p p e n d i x I I . M o no gr a p h s yn t h e s i s f or 1 0 c u l t u r a l a n d s p or t i n g e v e n t s

A diverse panel of 10 events, spread over ten European Union countries, in order to nourish the work from the conference and formalise the key factors for success of an event (See as follows). The 10 events studied
1. Austria Salzburg Festival 2. Spain. Universal Forum of Cultures Barcelona Forum 2004 3. France Hossegor - Seignosse. Quiksilver Pro France. 4. Greece. Thessaloniki International Film Festival. 5. Hungry. Szigeti Festival, in Budapest
Event organised each year since 1920, 23 June to 31 August. Itinerant event organised in Barcelona from 9 May to 26 September 2004. The next step. Next edition scheduled Monterrey (Mexico) 2007 Event organised every other year, 22 June to 02 October 2006. Event organised every year from 17 November to 26 November 2006 Event organised every year in Budapest. 9 to16Aug-2006 Itinerant event organised every 4 years. From 10

6. Italy. 2006 Torino Winter Olympic Games to 26 February 2006 in Torino. Next edition
Vancouver 2010 Itinerant event organised every 4 years. 12 June to 04 July 2004 (8 towns). 2008 edition in Germany. Event organised every year from 11 May to 03Jun-2006 Event organised every year from 2 to 03 July 2006

7. Portugal. 2004 European Nations Football Championship 8. Czech Republic. Prague Spring Festival 9. Slovakia. Vychodna. International Festival, for popular music, dance and traditions 10. Sweden. Malm Skane. Louis Vuitton, Acts 6&7 of the 32nd Americas Cup

Itinerant event. From 25 August to 04 September 2005

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The diversity of the studied events Illustration of corresponding events among the panel of studied events

Main variants

Mega events, such as the Torino Olympic Games (Italy), representing a budget of almost 2 billion euros and more than one million visitors.

Event size

Events of more modest size such as the festival of popular traditions in Vychodna (Slovakia), representing a budget of a little more than 100.000 euros and approximately 40.000 spectators. Events that have been organised for several decades such as the festival of Salzburg (Austria) which has been running for 75 years. More recent events such as the universal Forum of the cultures of Barcelona (Spain) created in 2004. Events organised every year in the same destination such as the festival of Prague (Czech Republic). Itinerant events such as the European Nations Football Championship. Events organised over a short period of time such as the festival of popular traditions in Vychodna (Slovakia), which lasts 3 days. Events organised over a long period of time, such as the universal Forum of the cultures of Barcelona (Spain), which lasts 141 days. Events organised by a public body such as the stage of Americas Cup organised in Malm (Sweden). Events organised by a commercial body such as the festival of Szigeti (Budapest - Hungary). Target public with strong purchase power, such as the festival of Salzburg (Austria) Target public with a more limited purchase power, such as the festival of Szigeti (Hungary).

Event age

Event periodicity

Event duration

The status of the event organiser

Target public for the event

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Each study has been formalised with a monograph enabling to analyse the impact of events on the region and the companies and to identify key factors for success (See typical plan for monographs on following page). These monographs, from ten to 15 pages each, are available on the European Commission or AMNYOS Consultant Cabinet internet site. A synthesis for each monograph has been carried out in order to integrate in the guide.

Typical plan for monographs

a) Presentation of the event and territorial context b) Evaluation of the CSE impact on the accommodating destination, referring to the key indicators 1. Integration level for the CSE in a regional global development strategy. 2. Real CSE impacts on the destination. 3. Potential impacts not obtained, the reasons why and progress areas. c) Impact evaluation of the CSE on the development of tourism based SME 1. Integration level of tourism based SME in the organisation of the CSE. 2. Real CSE impact on the tourism based SME. 3. Potential impacts not obtained, reasons and progress areas. d) Preconisation for developing: 1. The link between CSE and regional development. 2. The link between CSE and the development of tourism based SME 3. The partnerships between local authorities and tourism based SME. e) Conclusions of the monograph: main key factors enabling to maximise the tourism impact of the CSE. f) Appendix: list of actors met (individual interviews, collective meetings), main documents used. Total number of pages: around 10 pages, not including the appendix.

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1/ Austria-Salzburg Salzburg Festival 2005

Identity card for the event

Festival over a month old. 2005: organised from the end of July to the end of August. Around 170 events take place each year during the festival. Festival organised by the Salzburg festival funds: the Land, the town, the Salzburg promotion for tourism funds, the Mozart International Foundation, the federal theatres holding. The festival has a 43.7 million Euro budget (2005). The festival benefits from public and private partnerships, strategic co-piloting, sponsors, patrons and donators. Salzburg, also called Rome of the north, has a great cultural heritage, and is classed at the Unesco. The construction of a festival hall in 1925 and 1927 and by the using the Felsenreitschule in 1926, offer professional conditions for organising a cultural event and widen the programme. The towns tourism is very diverse. As for culture, Salzburg offers each year, more than 4000 theatre and musical events. As well as the main events, such as the Summer Festival, the Jazz Festival in November or the Mozart week in January, there is a large number of orchestras or chamber music concerts, serenades, solo concerts and other concerts in the most beautiful rooms of the Salzburg Castle (i.e. the famous concerts at the Palace in the Mirabell Castle's marble room), rock and pop concerts, Landestheater representations, the Kammerspiele, the Puppet Theatre, the numerous private stages, cabaret evenings, religious music representations. The global data for tourist affluence in August 2006 seams to give credit to the idea that cultural tourism in Salzburg concerns the better off population.

Main information on the event's impacts

More than 220 000 visitors. They are better off people coming from all over the . world. The organisation of the event does not favour the feeling of belonging for the local population. It is limited to an initiated public. Environmental management does not seem to be a priority for the event's organisers. The tourism strategy around the festival is little defined but according to different studies, the Salzburg Festival can be considered as a cultural tourism enterprise with an international dimension. The festival-goers spend their money mainly on accommodation, food and beverage and shopping . However the economical returns remain diffused and for this reason are difficult to identify for the region economic actors.

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The key factors of the event's success for the region and the tourism based companies
1. Historical local anchorage (due to history). 2. Positive image portrayed by Salzburg 3. Quality of the programming. 4. Specially targeted public. A few progress areas to maximise the benefits of the event for the region: 1. Installation of a yearly cultural offer to reinforce the destination's attractiveness. 2. Professionalise even more the actors. 3. Vary the public. 4. Identify the employments created (direct, indirect, inferred). 5. Reinforce the partnership with the local economic actors.

Your contact to find out more: Dr Christian PILLER, Special Project Manager Tourism Salzburg Ltd Mail: piller@salzburg.info

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2/ Spain - Barcelona. Universal Forum of Cultures - Barcelona Forum 2004

Identity card for the event

Itinerant event of 141 days spread over 5 months, organised in Barcelona from 9 May to 26 September 2004. Next edition scheduled Monterrey (Mexico) 2007 Event organised by the Universal Forum of Cultures Barcelona 2004, and the del Llevant of Barcelona, Ltd with a budget of around 323 million euros. The event benefits from private support, Unesco and N.G.O. The definition of the event's content was subject to a participative process. The towns growth is historical linked to the organisation of big events (Universal Expositions, Olympic Games).

Main information on the event's impacts

Over 3 millions visitors, 40 % from Barcelona, 30 % from Catalogne, 21% for the rest of Spain. Permanent increase in the number of tourists, notably due to the cultural assets. Positive effect on tourism, especially for the SME. The Forum has motivated an investment in the hotel sector which was similar to the Olympic Games. The event as a social cohesion element and a vector of vitality. High media exposure. The environment is one of the three axes of the event. Environmental quality in urban conversion serving local development (no effect on private projects) High level of integration of the event in the tourism strategy. Company satisfaction. Development of the accommodation capacity.

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The key factors of the event's success for the region and the tourism based companies
1/ Optimal management of the Olympic Games' organisational and decisional inheritance for installing this event. 2/ Devoted support from the institutions. 3/ Efficient informal partnership between the organisers and private operators (for 1 public, 1.40 private; tax benefits) 4/ Clear development project to which the event participates. 5/ Thematic choice to fix the event at the heart of the population's current preoccupations. A few progress areas to maximise the benefits of the event for the region: 1. Refine the cultural project and structure the event's calendar. 2. Develop the international communication plan. 3. Articulate the event's cultural offer with the current offer. 4. Develop an evaluation philosophy to provide a stronger promotion of the event's summary.

Your contact to find out more: Josef ROCA, Consultant Universal Forum of Cultures Mail : jrocaroca@gmail.com

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3/ France. Hossegor - Seignosse. Quiksilver Pro France. Professional Surf World Championship Identity card for the event
Event organised every other year. 2006: from the 22nd of September to 02 October (5th edition). It is a WCT (Word Champion Tour) stage, gathering the best surfers in the world. Event organised by the "Quiksilver" company, with a budget of around 1 milion euros. A local surfing association as well as the French Surfing Federation, are associated with the event's organisation. The different local authorities support the events organisation, providing grants and services (site layout, maintenance). The region is considered as a first class seaside resort, on a national and international level, with a "luxury tourism" reputation (14 classed hotels, with one 4*, two 3*, eight 2*; one 2* residence). A modestly sized commune in winter (3.400 inhabitants), the population is multiplied by 10 during the summer season (approximately 40.000 inhabitants). The tourism activity is subject to strong seasonal effects. It is important to underline the importance of the surfing activity for the region, as an economical branch and a regional identity vector: around 800 employments, a sector with a very high growth rate, activities with strong added value, regional marketing integrating the surfing activity A competiveness pole is now needed to consolidate the development of the surfing activity in the region.

Main information on the event's impacts

Activity: 4 to 10.000 people / day of competition (event with free access). Mobilisation actions for the local population are organised: mini concerts, school trips, environmental awareness stand The Tourism Committee plans to conduct surveys in order to have a better understanding of the public's profile. High media coverage: live Internet broadcasting enabling over 200.000 internet users throughout the world to follow the event. Mobilisation in addition to the Medias (television, radio, press, posters, Hotline, 2000 SMS subscribers). Taking place at the end of September, after the summer season, the event generates an increase in activity, thus limiting seasonal effects. Environmental impact under control: total assembly/disassembly of the site, selecting sorting .

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The key factors of the event's success for the region and the tourism based companies
1. An event coherent with the regions identity and development dynamics. 2. A partnership with the local association network, making it easier to anchor the CSE to the region. 3. A positioning on sporting excellence (higher level), enabling to distinguish from other sport events. 4. An investment in the diversity of ICT (Information and Communication Technologies), enabling a more efficient communication. A few progress areas to maximise the benefits of the event for the region: 1. Provide the local authorities readability on how the CSE contributes to the development of their region. 2. Install a collegial approach for the conception of the CSE between local authorities, associations and companies (retailer associations). 3. Have a better understanding of the different types of public and propose personalised service offers.

Your contact to find out more: Mathieu DARRIGRAND, Event Manager Quiksilver Europe. Mail : mathieu.darrigrand@quiksilver-europe.com

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4/ Greece - Thessaloniki Thessaloniki International Film Festival.

Identity card for the event

Event organised every year in November. 2006: 17 of November to 26 November. Event organised with a yearly budget of 6 million euros. The event is supported by public partners: ERT (Helleniki radio and television) and the European Union, through the MEDIA programme. The private partners are more and more present. Thessaloniki is a town of around 1 million inhabitants, situated on the Balkan frontier. The Greeks consider Thessaloniki as the birth place of their intellectuals and artists. It is a university town, with important institutions for research, art, music. Thessaloniki was elected European City of Culture in 1997. Thanks to the airport (Macedonia International Airport), Thessaloniki is a transit town for seaside tourism, especially in the summer In addition to the traditional markets (Germany for example), we observe a flow growth coming from the northeast of Europe, for example the Baltic countries, Russia (+16%), Ukraine (+100%), and Slovaquia (regular Skyeurope flights as from 2007).

Main information on the event's impacts

More than 1800 guests (of which 25% are foreigners), nearly 4000 accredited (of which 10% are foreigners), and a total of more than 150 000 spectators (2006 edition). A feeling of belonging to this event still needs to be developed with the town represents and local community. This is in part explained due to the fact that the event is organised by Athens. The environment is not subject to specific measures on behalf of the event organisers The festival seems to be integrated in an urban development strategy. As much the Thessaloniki municipality, as the organisers of the regions key event, the Thessaloniki International Exposition, are represented in the festival's administration council. Nevertheless, the cooperation needs to be improved. Low level of SME integration from the tourism sector, which are limited to an indirect collaboration. However, the impact on their activity is fairly important (extension of the main season in the hotel and restaurant sector for example).

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The key factors of the event's success for the region and tourism based companies
1. It's accessibility to the main public (conferences held by a Director commenting a film, pedagogic sessions for children, student tariffs, attribution of a publics award for a film from the international selection). 2. A festival which runs all year (climaxing in November) with punctual events or more specialised events (documentary films, experimental films). 3. A growing support from private partners. A few progress areas to maximise the benefits of the event for the region: 1. Develop private/public partnership. 2. Improve the distribution of the events throughout the year. 3. Link the organisation location to the event. 4. Improve cooperation between the different actors. 5. Find a good balance between an ambitious programming and one which is to everyones taste. 6. Develop a coherent development strategy on an international level.

Your contact to find out more: Athena KARTALOU, Communication Advisor Thessaloniki International Film Festival Mail : akartalou@yahoo.com

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5/ Hungry. Budapest Szigeti Festival

Identity card for the event

Event organised each year in Budapest. 2006: 9 to16-AugEvent organised by a limited company (Szigeti kft.), with an 8 million Euro budget The partnerships are private. The Town Hall of Budapest provides the space for organising the festival. Efficient partnerships with big groups (300 commercial partnerships). The event takes place on an island situated in the commune of Budapest: buda Island. This islands environment and nature is important and precious for the town. Budapest favours tourism development and is conscious of the importance of cultural development for its future. Many cultural and sporting activities take place in the town during the summer.

Main information on the event's impacts

Frequentation: 200,398 over 8 days, of which 18.5 % are foreigners; 90% of participants are under 30 years old. A largely appreciated festival. Place of exchange between generations and cultures. High media coverage: intensive 6 month campaign (multilingual brochures) radio spots, newspapers. A specific internet site. Cooperation with international cultural associations and embassies of several countries. Journalists from other countries are invited to the festival. The medias are well represented during the festival (more than 2000 journalists in 2005). The organisers are committed to erasing all traces of the festival on the island. They install rehabilitation activities: road maintenance, sewerage, electricity ducts. The wildlife is very important for the island, restoring the site is a very important task for the organisers.

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The key factors of the event's success for the region and the tourism based companies
1. The professionalism of organisers and actors, enabling the mobilisation of diverse local partnerships as well as important sponsors. 2. The quality of the artistic programming, due to detection work throughout the year. 3. Commercial strategy, enabling to propose a large range of services during the festival (food and beverage, bar, camping). A few progress areas to maximise the benefits of the event for the region:
1. 2. 3. 4. 5. 6.

Provide the festival, which is in full growth, the capacity to increase development and formalisation of the relations between the organisers and local authorities. Develop local anchoring (Eastern Europe programming to attract a larger public, coming for neighbour countries). Develop a tourism offer which relates to the festival. Adapt a pricing policy to the public's sociological characteristics. Professionalising of surrounding actors. Develop relations between generations.

Your contact to find out more: Jozsef KARDOS, Programme Director Szigeti Festival Mail: jozsef@sziget.hu

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6/ Italy. 2006 Winter Olympic Games - Torino Identity card for the event
Itinerant event organised every 4 years. 2006: from 10 to 26 February in Torino. Next edition Vancouver 2010 Event organised by the mixed company TOROC, the organisation's drive, with the Torino 2006 Olympic Agency, and local authorities with the framework of a strategic co-piloting, with a budget of 1.9 billion euros.

Main information on the event's impacts

Over one million visitors. Motivation to create a new identity for a former industrial region. Special programme for informing the population. A very high level of environmental management: environmental quality of projects, register the town in it's environmental context A very high level of integration of the event in a tourism strategy: creation of a Board for post-Olympic promotion (to consolidate and promote Olympic inheritance). Public actors only. Economical development strategy.

The key factors of the event's success for the region and the tourism based companies
1. Awareness programme towards the population and the schools during the five years of preparation for the games. 2. Territorial dynamic. 3. Training and professionalising of voluntary workers who can now use their skills to help the development of Torino. 4. Improvement of organisational and decisional capacities, notably for public/private partnerships. A few progress areas to maximise the benefits of the event for the region: 1. Increase the participation of local SME

Your contact to find out more: Dr Domenico ARCIDIACONO General Manager Agenzia Torino 2006
Mail: irene.tolli@agenziatorino2006.it

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7/ Portugal. 2004 European Nations Football Championship Identity card for the event
Itinerant event lasting one month organised every 4 years. 2004: 12 June to 04 July (8 towns). Event organised by the Euro 2004 Plc. (grouping the UEFA, the FPF, the state, the Instituto do turismo de Portugal) and the public corporation Portugal 2004 Plc. (responsible for the investment) with a budget The organisation was subject to a public/private strategic co-piloting. The organisers have integrated the tourism sector in the participation of the Instituto do Turismo de Portugal support commission for promoting the country. This institution is responsible for Portugal's international promotion campaign.

Main information on the event's impacts

1.165.192 visitors (80% of visitors from other countries: 17% from England, 8% from Germany). Strong adherence of the population thanks to the popularity of football in the Portuguese culture. Very high media coverage with a big success for the internet site. Satisfied SME, notably in the hotel industry

The key factors of the event's success for the region and the tourism based companies
1. Unconditional national adherence. 2. Support for the tourism actors for structuring their service offers and professionalising their domains. 3. A quality work on welcoming (training for taxi drivers) A few progress areas to maximise the benefits of the event for the region: 1. Associate the local economy actors, concerning tourism for elaborating the project. 2. Conciliate different tourisms (ensure that the CSE is focused on the targeted public, but does not forget the region's traditional).

Your contact to find out more: Angelo MONTALVERNE BROU General Secretary - Federao Portuguesa de Futebol Mail: abrou@fpf.pt

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8/ Czech Republic - Prague Prague Spring Festival

Identity card for the event

Yearly event. In 2006 it was scheduled from the 11th of May to the 3rd of June in Prague. It is organised by the town, the Ministry of Culture, sponsors and representatives of the cultural community. The event benefits from public and private partnerships: Prague Spring Festival Fan Club, a participative measure initiated by the town hall. Prague through time (over a thousand years), is becoming the crossroads for diplomatic and commercial paths. The town is a strategic point and a meeting place for people from neighbour and distant countries. It ia one of the oldest political, economical and cultural centres in central Europe. It is one of the continents most dynamic towns. The historical richness (the town centre is inscribed since 1992 as world heritage by the UNESCO) and the strength of traditions motivate the new generations, to maintain and reinforce Prague's position as a central European metropolis. It is not only about preserving monuments and passed traditions, but also about creating the space and conditions for new values, if possible in many artistic and cultural domains. The concerts are held in the town's gardens and parks (morning), in historical edifices such as Palaces (Obecn dom, Rudolfnum) and religious edifices (St. Guy Cathedral, St. Simon and Judas church turned into a concert hall, the St. Vojt ch Church, the Spanish synagogue, etc...).

Main information on the event's impacts

The event attracted around 45,000 spectators over the last years. 85 % of the spectators are Czech and 15 % from abroad (half of which live in Prague. The Czech capital is an appreciated residence for foreigners. The Americans are many). The Japanese tourists come each year to the festival. Many tourists come from the United Kingdom, Germany, as well as neighbour countries. The event is truly a national pride. The festivals promotion uses several channels: the Czech centres abroad, newspapers and more particularly, music magazines with an international dimension. An internet site is also dedicated to the festival. The environmental management is not one of the festival priorities. The organisation integrates a tourism strategy. The tourism based companies are involved in the event's installation, but not in the conception or definition of its programme. There are no specific service offers installed for the event's public.

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The key factors of the event's success for the region and the tourism based companies
1. Historical local anchoring. 2. Positive image portrayed by Prague. 3. Quality of the programming. 4. Commercial strategy. 5. In phase with a specific public. A few progress areas to maximise the benefits of the event for the region: o o o o o o The festivals capacity to innovate while preserving the essential. Develop an opening for local economy actors. Develop a marketing strategy. Increase the professionalising of the organisation actors. Vary the public. Develop partnership (to be defined) with the local economy actors.

Your contact to find out more: Roman BELOR, Public Relations and Marketing Prague Spring Festival Mail: svobodova@festival.cz

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9/ Slovakia - Vychodna. International Festival, for popular music, dance and traditions

Identity card for the event

Event organised every year. 2006: from the 2nd to the 03rd of July. The festival organisation mobilises various partners: the national centre of culture, the town hall, the Festivals Fan Club, the Departmental Centre of Liptov for Culture (Regional council), the Slovakian Folklore Union Association. The festival is directed by the CIOFF (International Council of Organisations of Folklore Festivals gathering 85 countries) and the IOV (international organisation of folk-art gathering 183 countries). Patrons who enable a better balance of the organisation's accounts: Festival Fan Club The budget for 2006 was 125 000 euros. The festival takes place in village with a population of 2.357, situated in valley between the high and low Tatra Mountains. The village is renowned for its architecture and it's traditions. The neighbour towns are at a good distance. There is a strong tradition for breeding in the village.

Main information on the event's impacts

The event attracts 40 000 participants, 85% of which come from Slovakia. The population feels pride for the festival, because it helps the village remain dynamic and conserve traditions which could die. The media coverage is fairly important and ensures recognition for Vychodna on a national and international level. More precise evaluations are nevertheless necessary in order to have a finer appreciation. The festival has enabled the construction of an Auditorium, creating one full time job throughout the year. Other derived activities are linked to the festival: dance school, "talent" workshop.

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The key factors of the event's success for the region and the tourism based companies
1. Organisation locally anchored, with a big local partnership. 2. The event has a friendly atmosphere, which goes with the theme of the festival (popular festival, promoting traditions). 3. Quality of the programming. 4. Targeted public and above all, loyal to the festival. A few progress areas to maximise the benefits of the event for the region: 1. Professionalise the actors to develop the event. 2. Develop accommodation capacity 3. Develop the quality of welcoming and organisation. 4. Establish a communication plan. 5. Think of a tourism strategy to articulate around the festival. 6. Increase the association of the local economy actors.

Your contact to find out more: Jana LEDNICKA, Consultant Agentura RRI STO Mail: rri@slovanet.sk

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10/ Sweden. Malm Skne. Louis Vuitton, Acts 6&7 of the 32nd Americas Cup 2005

Identity card for the event

Itinerant event. 2005: organised in Malm from the 25th of August to the 04th of September Event organised by a public structure: the town of Malm, the region of Skne with around 6 million euros of investment. Co-piloting with AC management (Public/private), regional committee attendance (economical and social council) including company representatives, other partners involved in the preparation and running of the event (work group with tourism based SME). The town of Malm is the third largest town in the south of Sweden with a population of 271,000. The unemployment rate is around 5.8%. The region of Skne has a population of 1,169,000. The population of Malm is multi-ethnic, with 169 different nationalities.

Main information on the event's impacts

Total number of visitors: 113 000 with a visit/visitor rate of 2.7. 54% of visitors come from Malm, 46 % of tourists of which 16 % are from abroad. 31% have a high salary. The appropriation of the event by the local population is very high: communication (posters, publicity insets, newspaper articles), seminars for companies, social gain: different measure levels (event linked with sociologic characteristics; company satisfaction). Very high media coverage: over 2 500 written articles), TV with 60 channels, 388 hours of broadcasting, 206 million television viewers. Very important environmental management: environmental quality is an essential point in all the investment projects, development of renewable energies. Very high level of integration of the event in the tourism strategy. Very high level of SME participation in the event's organisation: positive perception of the event and satisfaction for the companies concerning the economical returns.

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The key factors of the event's success for the region and the tourism based companies
1.

2. 3.

An event that is coherent with the region's and town's tourism and marketing strategy. A mobilisation (on different levels) of the region's economical actors. An open consideration of the event.

A few progress areas to maximise the benefits of the event for the region: 1. Maintain the marketing positioning and above all the use and promotion of the brand Sailing Region . 2. Develop and widen public/private partnership (notably for the event elaboration) to develop confidence and participation of companies. 3. Develop equipment suitable for receiving big events (conferences, business tourism, 4. Develop training related to tourism to answer locally to job creations.

Your contact to find out more:

Monika YNGVESSON

Regional Development Manager for the Region of Skne Mail: monika.yngvesson@skane.se

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A p p e n d i x I I I . D e b a te c o n f e r e n c e pr ogr a m m e a n d pr a c ti c a l g u i de f i n a l i s at i o n

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