Cover -- Title -- Copyright -- CONTENTS -- List of contributors -- Preface to the third edition -- Acknowledgements -- 1 TRADITIONAL AND NICHE EVENTS IN SPORT, RECREATION AND TOURISM -- Traditional events -- Traditional event characteristic: a governing body -- Traditional event characteristic: a recognizable and time-honoured activity -- Niche events -- Niche event characteristic: event is created or adapted for a particular audience -- Niche event characteristic: no traditional governing body -- Niche event characteristic: an unconventional form -- Niche events can evolve into traditional events -- Design a niche event -- Why are contemporary niche events arising? -- A need for skilled traditional and niche event managers -- Conclusion -- Chapter questions -- 2 THE CONCEPT OF KNOWLEDGE IN EVENT MANAGEMENT -- The concept of knowledge -- Defining knowledge -- Common knowledge -- Common knowledge means acquiring systemic knowledge in event management -- Common knowledge means understanding of what one does in event management -- Common knowledge means "know how," including knowing theories and their application to practice, processes and procedures in event management -- Common knowledge involves understanding the basics of culture, politics and personalities in event management -- Common knowledge includes basic conceptual understandings in event management -- Common knowledge means having common sense for the event management industry -- Advancement knowledge -- Advancement knowledge involves an in-depth understanding of event management routines gained through practice -- Advancement knowledge includes "enbrained" knowledge gained through practice in event management -- Advancement knowledge involves "encultured" knowledge gained through practice in event management.

Advancement knowledge is foundational for the generation of your new knowledge -- The value of being able to define knowledge is that it can guide you in seeking and acquiring the knowledge you need for successful event management -- A unique definition of knowledge to guide you in the context of event management -- The advantage of your "flexibility effect" or personalized knowledge -- You need to continuously develop knowledge -- You need a knowledge development and a knowledge transfer strategy: a plan to guide you to acquire the common and advancement knowledge for a successful career in event management -- Social networks support the knowledge transfer strategy -- Conclusion -- Chapter questions -- 3 THE ROLE OF THE EVENT MANAGER: TO BE A FACILITATOR -- Facilitation -- What is facilitation? -- Role of an event facilitator -- Facilitating the communication requirements -- Facilitating knowledge transfer -- Facilitating event structures for governance -- Event structures -- Theoretical dimensions of event structures -- Principles in event structures -- Application of theory and principles in event structures -- Conclusion -- Chapter questions -- 4 THE EVENT PLANNING MODEL: THE DEVELOPMENT PHASE -- Facilitating the elements in the development phase -- Facilitating the development of event goals and objectives -- Facilitating event policy development -- Facilitating policy congruence -- Example: policy becomes praxis -- Facilitating event volunteer management -- A volunteer management program -- Facilitating event social responsibility -- Chapter questions -- 5 THE EVENT PLANNING MODEL: THE EVENT OPERATIONAL PLANNING PHASE -- Mechanism 1: the cultivation of the operational planning network -- Application of contingency theory and dissipative structures -- Application of complexity theory -- Application of agency theory.

Mechanism 2: generating written operational plans -- The written event operational plan: establishing a design format -- Logical operational planning -- Sequential operational planning -- Detailed operational planning -- Integrated operational planning -- Mechanism 3: establishing meeting agendas -- Mechanism 4: the inclusion of contingency plans -- Mechanism 5: event emergency planning -- Mechanism 6: planning for event politics or the "game-within-the-game" -- Mechanism 7: the activation of production meetings to refine and communicate the planned activities -- Practice to advance your operational skill development -- Practise operational planning -- Conclusion -- Chapter questions -- 6 THE EVENT PLANNING MODEL: THE EVENT IMPLEMENTATION, MONITORING AND MANAGEMENT PHASE -- Implementation: executing the plan -- Disseminating implementation requirements and holding production meetings -- Monitoring the dynamic and fluid operational environment -- Managing operational plan implementation -- Overcome foreseeable failure when managing deviations from the plan -- Predetermine the decision-making team and process -- Programmed and non-programmed decisions -- Inherent implementation, monitoring and management issues in operational network practice -- Issue: operational plan detail and implementation performance -- Issue: implementation knowledge and performance -- Issue: deviations from the plan -- Issue: implementation conflict -- Issue: implementation communication -- Conclusion -- Chapter questions -- 7 EVENT OPERATIONAL PLANNING ISSUES AND STRATEGIES -- Issues management -- Best practices -- Events as legacies -- Event issues and management strategies -- Chapter summary -- Chapter questions -- 8 THE EVENT PLANNING MODEL: THE EVENT EVALUATION AND RENEWAL PHASE -- Background knowledge for the event manager -- Evaluation considerations.

Why is evaluation necessary? -- Key evaluation questions -- Facilitating the process of evaluating the event -- Key questions to ask -- Decisions required by the event manager before evaluating -- Role of theory in evaluating events -- What to evaluate? -- Approaches to event evaluation -- Goal-based approach -- Goal-free approach -- Responsive approach -- Empowerment evaluation -- The content, input, process and product (CIPP) model: a systems approach to evaluation -- Professional judgment approach -- Which approach to use -- Event renewal: the three horizons -- Chapter summary -- Chapter questions -- 9 SAFEGUARDING THE NATURAL ENVIRONMENT IN EVENT MANAGEMENT -- What is environmental sustainability? -- Environmental change, vulnerability, and the need for resilience and adaptation for sport, recreation and tourism events -- The triple top line and the triple bottom line -- Why is environmental sustainability important in event management? -- Roles and responsibilities for environmental sustainability in event management -- Measuring to manage: integrating environmental impact assessment of events -- Life cycle assessment -- Carbon footprint -- Ecological footprint -- Chapter summary -- Chapter questions -- 10 FACILITATING QUALITY IN EVENT MANAGEMENT -- Can an event manager meet all of the requirements for quality? -- What is quality? -- Quality is defined as ruggedness and longevity in the manufacturing industry -- Definitions for quality in the service industry -- Expanded meanings of quality -- Quality is conformance to specifications -- Quality is excellence -- Quality is value -- Quality is meeting and/or exceeding customers' expectations -- Aesthetic quality -- Functional quality -- Technical quality -- A lack of guidance for quality in event management -- Issues in creating quality statements and defining quality in event management.

Conflicting stakeholder expectations influence quality perceptions -- Limited control over inputs influences quality -- Financial constraints influence quality -- Contingency plans influence quality -- Generate your quality statement in event management -- A sample quality statement -- Chapter summary -- Chapter questions -- 11 EVENT BIDDING -- What is a feasibility study? -- What is a candidature document? -- What is a bid questionnaire? -- What is a bid dossier? -- What is a bid tour? -- What are the critical factors in a successful bid? -- What is the one critical factor for bid success? -- Conclusion -- Chapter questions -- 12 POLITICS IN EVENT BIDDING AND HOSTING -- What is meant by the "politics of events"? -- Politics in the decision to bid or not to bid -- Politics in the event bid phase: the committee -- Politics in the event bid phase: the proposal -- Politics in the event bid phase: the decision makers -- Politics in the event bid transition and review phase -- Politics in the event hosting phase -- Overcoming politics in event bidding -- A key factor in managing event politics: consistent communication messaging -- A key factor in managing event politics: establishing core values -- Chapter summary -- Chapter questions -- 13 ETHICAL DECISION MAKING IN EVENT MANAGEMENT -- Framework for ethical event issue/problem decision making -- The utilitarian ethical approach -- An adaptation of the International Association of Facilitators' Statement of Values and Code of Ethics for event management -- A compendium of ethical issues/problems in event management -- Ethical issue/problem 1: ensuring that event staff/volunteers' behaviour meets the standard of conduct -- Ethical issue/problem 2: inclusiveness in event management operational planning networks -- Ethical issue/problem 3: transparency in event management.

Ethical issue/problem 4: safety of the participants in niche events.