Written evidence submitted by the UK Centre for Events Management, Beckett University

DCMS call for evidence: Major cultural and sporting events.

Evidence from Leeds Beckett University, School of Events, Tourism and Hospitality Management, UK Centre for Events Management.

Bernadette Albert (formerly Theodore), Reverend Ruth Dowson, Dr Thomas Fletcher, Dr Ian Lamond, Lucy McCombes, Professor Jim McKenna and Dr Neil Ormerod.

The School of Events Tourism and Hospitality Management

The School’s mission is to inspire and educate the events, tourism and hospitality leaders of tomorrow so that they can make a positive difference in the world. This guides everything that we do: what we teach, how we teach it, what we research and the kinds of stakeholders we work with.

At the heart of our approach is a fundamental belief in the importance of providing a high-quality educational experience as judged by our students. The official National Student Survey (NSS) ‘overall satisfaction with your course’ score for 2020 was 94%, with two courses scoring 100%. Our postgraduate courses received similar endorsement in the Postgraduate Taught Experience Survey (PTES).

We also emphasise the importance of working with employers and other stakeholders. Both the Institute of Travel and Tourism (ITT) and the Association of British Professional Conference organisers (ABPCO) deem us to be a Centre of Excellence. We are an affiliate member of the UNWTO and are one of only two universities in the UK to have their courses recognised by them via their TEDQual scheme. Research plays a pivotal role in the education of students and enables us to contribute insights relevant to the sector. International recognition of our standing in this respect is exemplified by our being ranked in the top 50 schools globally according to the subject rankings of the Academic Ranking of World Universities (ARWU) 2020 and in the top 100 by QS, another influential ranking system. We have a substantial Professoriate (including a UNWTO Ulysses Award winner) who have realigned research priorities in light of the Covid-19 pandemic and its impact on events, tourism and hospitality sectors.

The UK Centre for Events Management

The UK Centre for Events Management has been producing world class events research and educating global leaders in events management for 25 years. The Centre comprises a dedicated team of over 20 multi-disciplinary and experienced academic staff. We have a global reputation as a market leader in events management education, delivering stimulating courses across the breadth of events management - from festivals and cultural events, to international sport events and corporate launches.

We produce award winning students and alumni with an international reach. Our links with industry partners and associations open up a world of opportunities for our students during their studies and following graduation. We focus on linking education with employment and inspire future leaders to transform practice, encourage critical thinking and make a positive contribution to the Events Industry.

Submission rationale

This document is submitted to inform discussion around the challenges facing the delivery of major cultural and sporting events in 2022, and the bid to host the World Cup 2030. Our submission draws on current empirical evidence regarding how social impacts can be maximised through large-scale events, and importantly, how richness and diversity can be celebrated through events by careful management of ‘cultural risks’.

Sport, events and (national) identity Sport and sports events are popularly believed to have positive integrative functions and are thought therefore, to be able to galvanise different, and sometimes divided, communities through a shared sporting interest. UK Government and policy rhetoric over the last two decades has consistently emphasised the positive role sport can play in building more cohesive, empowered and active communities (Meir and Fletcher, 2019). The belief is that sport can contribute towards wider social objectives and can build bridges between people, help overcome cultural differences and spread an atmosphere of tolerance. Sport and sports events also continue to be an important means through which notions of Englishness and Britishness are constructed, contested, and resisted (Fletcher and Lusted, 2017). For most, these identities are taken for granted and part of everyday life. Because our sense of nationhood seems so obvious and natural, it is often difficult to conceptualise our sense of self without reference to some idea of national identity. However, the very ‘essence’ of national identity has at its heart the demarcation of boundaries, between ‘us’ and ‘them.’ Being seen to belong to a national collective, therefore, privileges some groups at the expense of others (Black, Fletcher and Lake, 2020). While particular national signifiers, such as places, people, events, or symbols (like sport), may be viewed by a substantial majority as largely self-evident, the questions of ‘who’ or ‘what’ belongs to the nation and ‘why’ are always part of an ongoing process of contestation (Fletcher and Spracklen, 2014).

The following sections draw on evidence from our longitudinal social impact research of large- scale sports events in partnership with Council and Sport England (2018-present), and our contribution to BRIC-19 (an Arts and Humanities Research Council (AHRC) funded research project examining how British faith communities are adapting to the pandemic). These studies articulate the nuanced relationship between sports events, community and cultural identities, and notions of diversity, equity and inclusion.

Maximising event benefits requires a decentred approach

At Leeds Beckett University we have trialled and adopted a new and novel approach to maximising positive event impacts, which we term ‘event decentring’. To benefit fully from an event - whether that be a major sporting event or local community event - we advocate the need to think about what the event does rather than solely what the event is. We call this event decentring. Event decentring means viewing the event as a spark or catalyst for starting conversations between different stakeholders and community groups about broader issues, inequalities, priorities, policies, and strategies.

All events have impacts; some positive and some less so. These impacts can be economic, social, cultural, political, spiritual, and environmental. It is tempting to examine these benefits individually but examining how they can contribute to one another - i.e., holistically - is better practice. This is known as the triple-bottom-line approach. However, in adopting the triple bottom line approach it can also be tempting to try to get events to be all things to all people and solve all problems. This is not possible, and organisers should prioritise the needs of specific communities and groups.

We have identified two very distinct ways in which event organisers work towards delivering social impacts:

1. Event Plus is primarily focussed on event delivery, in the belief that event hosting will automatically lead to lasting and positive social impacts.

2. Plus Event, on the other hand, focuses on development first, with the event then contributing to this. Our event decentring model requires a Plus Event approach.

To achieve lasting and positive impact, event decentring brings far more benefits than the traditional Event Plus approach, because it ensures social impact is built into event planning from the start. This is important as, for most people, an event is like a tree - they only see what is visible above the surface. Event decentring appreciates that the majority of impact work takes place below the surface, in the soil. The roots nurture and feed the tree, while creating widespread networks. Similarly, social impact interventions rely on a network of individuals, groups, businesses, and other organisations working together and towards shared goals.

Event decentring has been trialled successfully as a model for maximising social impact within local communities during several high-profile events in Doncaster including: the 2018 and 2019 cycle races, UCI Road World Cycling Championships, and the Women’s Rugby League Roses World Cup. This work has focused on how events can improve personal wellbeing, civic pride, community cohesion, and physical activity levels. As part of our research, we have developed and applied innovative co-creative approaches to quantifying and evaluating social impacts which are often intangible. Working in partnership with local people we have successfully collected data to create visual barometers of social impacts. When combined with individual and collective event stories (to understand in detail how local people perceive and experience large-scale events), a comprehensive picture of social impact can be captured.

Our research has found that social impacts can be maximised by focusing on human-centred and place-based approaches to community engagement through large-scale events. Decentring makes sense when one considers the temporary nature of large-scale events and celebrations compared with the permanence of communities. By addressing community needs through an event the community and social impact becomes central to event delivery, helping support lasting benefit. We have learned from our work in Doncaster that to do things better we need to do things differently. For large-scale cultural and sporting events to bring sustainable benefits to all communities, we advocate that community engagement through a plus event model is embedded within event planning and delivery.

Further information about our work in Doncaster can be found via the links below:  2019 Tour de Yorkshire social impact assessment executive summary: https://getdoncastermoving.org/uploads/social-impact-research-executive-summary- 2019-tdy.pdf?v=1576668007

social impact assessment report: https://getdoncastermoving.org/uploads/the-social-and-economic-impact-of-events- report-5-8-5.pdf

Celebrating richness and diversity requires careful management of cultural risks Large-scale cultural and sporting events provide opportunities to celebrate the richness and distinctive diversity of the peoples of the UK. They also offer a platform for the many voices that have contributed, and will continue to contribute, to the variety that the UK has to offer. Nations, however, are not entities with a single voice. Their vibrancy comes from the combination of diverse voices that, with understanding, form multiple harmonics and tonalities. There is a significant quotation from the film Amadeus that makes this point well. Mozart is talking to the Emperor about opera and says: “Sire…in a play if more than one person speaks at the same time, it's just noise, no one can understand a word. But with opera, with music... with music you can have twenty individuals all talking at the same time, and it's not noise, it's a perfect harmony!” (Shaffer, 1984).

Importantly, that harmony comes from the singers singing different tunes. Harmony requires diversity and a valuing of difference, where each component is not lost but contributes meaningfully to a complex whole. It does not flatten diversity into unison. Major cultural and sporting events need to celebrate the harmonies that constitute the UK, in its multiplicity. It is, however, also important to acknowledge past and present disharmonies. Tools such as cultural risk assessments provide an operational framework for identifying points of resonance as well as those of contestation. Informed interventions can then be made to the event design and delivery to address identified risks.

Cultural risks In every event there are risks that need to be addressed. In professional event management, the planning process (Dowson and Bassett, 2018) includes undertaking a detailed risk assessment to identify potential risks at the event, and to enhance and protect the event and public safety. An event organiser is responsible for many event aspects, but none more vitally important than meeting the obligations to provide a safe event. There will always be risks associated with events, and what is important is for the event organiser to put the risk into some sort of context. Carrying out a risk assessment will enable the event organiser to identify potential risks and decide what measures need to be put in place or what actions need to be taken to reduce the risk.

There are three basic steps involved in carrying out a risk assessment, which is considered a ‘living’ document, as it continues through pre-event planning throughout the event itself and beyond. These steps are:

1. Look for the hazards i.e., anything that can cause harm. 2. Decide who might be impacted/harmed and how. 3. Evaluate the risks and decide what needs to be done first (if anything). Theodore (2018) has developed a specialist approach to risk assessments in religious event spaces. It identifies the risk factors in logistics, operations and event administration which are impacted when in a religious context. Theodore suggests that these are general risk factors. In addition to the usual risk considerations around people, property, finances, systems, environment and image, events and venues or venuefied spaces (Dowson and Lamond, 2017) should also include an assessment of cultural, historical and religious values which may impact on the planning, implementation, delivery and evaluation of an event.

It is noted that all events should have a well-prepared and executed risk assessment document prepared by a competent person with expertise in not only health and safety matters, but also familiarity with cultural, historical and religious capital. These will never completely remove risks from impacting an event, festival or celebration, but will enable the event manager to address cultural, historic and religious issues as and when they arise, with a well-considered plan in place. To facilitate diverse, inclusive, equal and equitable events, a Cultural Risk Assessment needs to be undertaken to enable spaces to cater for the diverse nature of the audience, and to facilitate inclusive spaces that support the navigation of the event space and enhance engagement of event participants and staff from diverse backgrounds.

Cultural risk assessment

An innovative Cultural Risk Assessment model (Dowson, in press) has been developed by Dowson and Albert, which supports the identification and management of cultural risks in an event. This proactive approach is especially important in the context of events, festivals and celebrations to ensure inclusivity for groups and individuals. The role of the event manager is to identify and acknowledge any issues concerning values, rituals, behaviours and diverse practices, and respect them, working towards providing and supporting an inclusive environment in which the event festival or celebration takes place. This is especially relevant in the context of major sporting events, such as a Football World Cup, which inevitably leads to the influx of significant and diverse supporter and tourist groups.

Dowson and Albert’s Cultural Risk Assessment suggests specific areas to consider in planning an event, proposing actions to manage the risks. The rationale for this approach is on moral, ethical and legal grounds. The outcome of undertaking such an assessment as part of the ongoing event planning process is to enhance the event experience for participants, reducing the potential for damage or negative impacts that might arise, and to operate within the legal framework of the Equality Act (2010).

Key areas for consideration include: demographic contexts; gender and sexuality orientation contexts; mental health awareness, including impacts of anxiety and depression on individual and crowd behaviours; ensuring accessibility to the event, and that the event space and venue are accessible for those with a variety of visible and non-visible disabilities; awareness of sensitivities around race and ethnicity with inclusive practice e.g., use of imagery, portrayal, stereotypes, bias and implicit / unconscious bias impacts; language barriers and communication styles; specific religious protocols and religious considerations; event timing to take account of religious practices; dietary requirements and alcohol sensitivities; understanding different cultures; intersectionality; and enhancing the development of cultural capital.

The Cultural Risk Assessment model is currently being applied by Albert and Dowson in the context of an AHRC-funded research programme, BRIC-19. The intended outcomes for our contribution to this project are:

1. To present processes that support policy, procedures and guidelines for faith organisations to apply a practical cultural risk assessment tool to their physical and virtual spaces, events and rituals. 2. To support diversity, equality, equity and inclusion planning and provision and to deracialise majority religious and faith related spaces, whether static, virtual or those created by venuefication. 3. To develop a deeper understanding of people’s lived experiences of navigating cultural spaces.

The Cultural Risk Assessment is a valuable tool in any diverse context, where inclusivity, equity and equality are fundamental to delivery. Although there are many potential applications across a broad spectrum of organisations, institutions and sectors, major cultural and sporting events can benefit greatly from the Cultural Risk Assessment as it provides tangible actions that support policy and procedure delivery.

If the Committee would like to discuss anything contained in this evidence document, please do not hesitate to contact any one of the submission team.

References Black, J., Fletcher, T. and Lake, R. (2020) ‘Success in Britain comes with an awful lot of small print’: Greg Rusedski and the precarious performance of national identity. Nations and Nationalism, 26: 1104-1123. BRIC-19 https://bric19.mmu.ac.uk/ Dowson, R. (in press) Managing complex issues in religious and spiritual events, festivals and celebrations. In Olsen, D. and Timothy, D. (eds), Routledge handbook of religious and spiritual tourism. Abingdon: Routledge. Dowson, R. and Bassett, D. (2018) Event planning and management: Principles, planning and practice. (2nd ed.). London: Kogan Page. Dowson, R. and Lamond, I. (2017) Religion and politics - Event, authenticity and meaning: A dialogical approach. Facilitated by Prof Karl Spracklen. In Jepson, A. and Clarke, A. (eds), Power, construction and meaning in festivals. Abingdon: Routledge. Fletcher, T. and Lusted, J. (2017) Connecting ‘Englishness’, Black and minoritised ethnic communities and sport: A conceptual framework. In Gibbons, T. and Malcolm, D. (eds), Sport and English national identity in a 'disunited Kingdom'. Abingdon: Routledge, pp.95–109. Fletcher, T. and Spracklen, K. (2014) Cricket, drinking and exclusion of British Muslims? Ethnic and Racial Studies, 37(8): 1310–1327. Meir, D. and Fletcher, T. (2019) The transformative potential of using participatory community sport initiatives to promote social cohesion in divided community contexts. International Review for the Sociology of Sport, 54(2): 218-238. Theodore, B. (now Albert) (2018) Risk assessing and the religious event space. In Korstanje, M., Raj, R. and Griffin, K. (eds), Risk and safety challenges for religious tourism and events. Abingdon: CABI. 13/05/2021