Event Wales: A Major Events Strategy For Wales 2010 2020
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Event Wales: A Major Events Strategy For Wales 2010 – 2020
2010 Ryder Cup, Celtic Manor, Newport
The 2020 Vision for Wales
Wales recognised as a consistently outstanding destination for major events.
Mission Statement
Developing a balanced and sustainable
portfolio of major events which enhances ISBN 978 0 7504 5718 7
WAG10-10116
Wales’ international reputation and the G/MH/3821/09-10
September
wellbeing of its people and communities. Typeset in 12pt
© Crown copyright 2010
Ministerial Foreword
The cherished milestones in all our England and the cricketing world in its and cultural legacy for Wales. To position
individual lives are marked by events. They greatest showpiece occasion, an Ashes Test ourselves astutely so that we can continue
are the moments that shape our destinies Match, where the remarkable capacity of to stand out amongst the global crowd is
and remain etched in the memory. There is events to make statements that resonate what this Major Events Strategy sets out to
a similar dynamic involved in the evolution so spectacularly beyond the field of play achieve. While events by themselves do not
of communities and of nations. Events was so thunderously demonstrated. With define our ambition they can make a real
bring us together. Major events have a perfect timing, Wales played an exquisite impact on prosperity and well being in all
powerful, almost indefinable quality to cover drive that crossed many boundaries. its integrated dimensions. On behalf of the
capture the essence of both individual With a Welsh flourish a new player had Welsh Assembly Government we commend
and collective expression. They connect us announced an arrival on the international it to you and endorse it wholeheartedly.
with our past and point to the future. They stage.
are a mirror in whose reflection we learn
As our nation now hosts the Ryder Cup
something about ourselves as a people.
for the first time we do so with a new
They are also a prism through which other
found sense of confidence that has been
nations and peoples in these islands and
forged in our most recent history. We
around the world see us, recognise us and Ieuan Wyn Jones
know the eyes of the world are upon us
engage with us.
and that many tens of thousands will cross Deputy First Minister &
A decade and more has now passed since the Severn Bridge to visit us. We do not Minister for the Economy
the historic devolution settlement for underestimate the enormous challenges & Transport
Wales. Nation building is a process not an past, present and future and what has and
event. But events illustrate and illuminate will be required to meet them. But Wales
that journey as it is mapped into the does not doubt its ability to deliver.
future. At their best they are not simply
In these difficult times there is an even
a barometer of progress. They accelerate
greater responsibility on Government to
it: delivering and demonstrating what
clearly articulate its strategic priorities
is possible; challenging and changing Alun Ffred Jones
and to work in a smart, proactive and
perceptions; opening up new possibilities. Minister for Heritage
cost-effective way with our many partners
Some may register more than a twinge of
both within our borders and without to
ironic pleasure in the fact that it is arguably
deliver the best possible economic, social
a cricket match where Wales hosted
Event Wales: A Major Events Strategy For Wales 2010 – 2020 1
1. Introduction
Wales Millennium Centre, Cardiff
2
1.1 The 1999 Rugby World Cup, six FA 1.3 We now have a sound platform on forward with the establishment of a
Cup Finals, the 2009 Ashes Test, the which to build Wales’ position in a dedicated Major Events Unit (MEU)
2010 Ryder Cup, the Hay Festival and fiercely competitive global market. located in the Assembly Government
the Llangollen International Musical The 2010 Ryder Cup will put Wales to lead the drive for a more coherent
Eisteddfod have earned Wales a under a global spotlight as never and strategic Welsh approach.
growing reputation as a world class before, and the London 2012 Olympic
1.5 The global recession does of course
major events destination. It is no and Paralympic Games will have a
present a major challenge to
accident that this has occurred during similar effect for the UK as a whole.
achieving our vision. While we must
the historic decade in which Wales New opportunities will be created as a
be ambitious, we also have to be
has taken control of its own Devolved result. This integrated strategy, aligned
realistic about what can be achieved
affairs and where government in to the Welsh Assembly Government’s
particularly with regard to potential
Wales has acquired a new capacity to One Wales agenda, sets out how we
bids for Mega Events as defined in the
react effectively to opportunities. will work more proactively to achieve
next section. In the current financial
our potential. It describes how we
1.2 Major international events influence climate, where budgets are under
will lead a more co-ordinated and
the way we see Wales and the world, intense scrutiny, it is important that
coherent approach, by putting in place
and how the world sees Wales. this strategy sets out the framework
a robust strategic framework which
Building a positive external reputation that will enable us to work smarter
will harness and develop the skills,
and brand image for Wales is an in ensuring that our investments in
knowledge and expertise of all the
important challenge recognised by major events are targeted effectively
individuals, groups and organisations
the Welsh Assembly Government. to help to increase the prosperity and
involved in major events delivery
A successful strategy for building a long term well being of the people
across the nation.
sustainable and balanced portfolio of of Wales.
major events will contribute directly to 1.4 The overarching aim is to create a
achieving this outcome and deliver a systematic, balanced and sustainable
series of economic, social, cultural and portfolio of world class events that
legacy benefits to Wales1. deliver a long term economic, social
and cultural legacy for the people
1 Economic Renewal: a new direction of Wales, as well as ensuring best
(July 2010), Welsh Assembly value for the Welsh public pound. We
Government. have already taken a significant step
Event Wales: A Major Events Strategy For Wales 2010 – 2020 3
2. What do we mean by major events?
National Eisteddfod
4
2.1 It is important to be clear about the 2.3 Similarly conferences, exhibitions and Cup Final and the MOBO (Music of
purpose and scope of this strategy. trade fairs are also valuable, but are Black Origin) Awards.
Its aim is the development and outside the scope of this strategy.
• Signature Events – these events can
exploitation of a portfolio of events Typically, these commercial events
also have a strong international
designed to achieve positive outcomes are unlikely to make a significant
dimension but unlike the category
for Wales in improving the wellbeing contribution to the delivery the
of major events described above
of its people. Supported events wider economic, social and cultural
they are recurring. They are
should ‘run with the grain’ of our objectives of this strategy.
also either unique to Wales or
communities, making connections
2.4 There are four categories of event distinctively Welsh in flavour, and
with the needs and aspirations of the
which will be supported through reflect our culture, traditions and
people of Wales in the twenty first
this strategy. values. They enhance the image
century. That will mean assimilating
and cultural identity of Wales and
the best of our cultural heritage and • Major Events – these are peripatetic
provide a high quality experience
traditions in a vibrant, contemporary events defined by their scale and
for visitors. Successful Signature
outlook balanced with the need appeal to attract and influence
Events continuously re-invigorate and
to support the innovative, the large scale international audiences
replenish their audiences. Examples
experimental and the quirky. and extensive media coverage, and
include established events such as
to deliver economic impact and
2.2 We recognise that there are hundreds the Hay Festival, the National and
significant visitor numbers for the
of small events and festivals which Urdd Eisteddfodau, the Llangollen
host destination. They can command
make a valuable contribution to local International Musical Eisteddfod and
global TV audiences and involve major
communities and local economies the Royal Welsh Show, as well as
international sponsors. They can have
across Wales2. However, they are not newer events like the Green Man and
a positive impact in influencing specific
the focus of this strategy because they Wakestock festivals.
market segments and in changing
are unlikely to have wider economic
attitudes and behaviours. These • ega Events – like major events, these
M
and socio-cultural impact at an all-
international events are not “owned” are peripatetic events with a global
Wales level.
by Wales and would have to choose reach. They are distinguished by the
Wales in the face of international fact that they are normally preceded
2 Making Fun (2009): Welsh Enterprise
competition. Examples include an by large scale capital projects, often
Institute and Welsh Assembly
Ashes Test Match, rugby’s Heineken involving building new venues and
Government.
Event Wales: A Major Events Strategy For Wales 2010 – 2020 5
Ashes Test, SWALEC Stadium, Cardiff 6
supporting infrastructure. They involve 2.5 The specific role of the MEU in
a major bidding effort and demand supporting these events is described
a high level of government resource more fully later in section 6, but it is
and support at all stages from bidding clear that the MEU must operate as a
to delivery. Typically, this means the time – limited strategic investor, not
creation of a stand-alone organisation as a recurring grant giving body or
with a dedicated budget to manage sponsor. The financial support which
the entire process from start to finish. it provides cannot be a substitute
Examples include the Commonwealth for core funding provided by other
Games and the Ryder Cup. public bodies such as the Arts Council
of Wales, Sport Wales and the Welsh
• rowth Events – these are smaller
G
Language Board.
events, often new, with a footprint
and focus that is regional, local or 2.6 Any financial support provided by the
sector led and which demonstrate the MEU will be limited to that which is
ambition and potential to evolve and necessary to achieve the specific major
grow to become Major or Signature event-related objectives set out in
Events for Wales. These events can this strategy.
also act as milestones in growing the
capacity, experience and credibility
of destination Wales, acting as a
necessary precursor to the hosting
of targeted major events. These
will be considered for support. An
important dimension of this ‘added
value investment’ is in creating and
nurturing home grown events, thereby
supporting efforts to build a strong
and sustainable events industry in
Wales. Examples include the Cardiff
Half Marathon.
Event Wales: A Major Events Strategy For Wales 2010 – 2020 7
3. Why invest in major events?
Heineken Cup Final, Cardiff
83.1 Major events capture the imagination and give people real life experiences the environment for developing the
of people around the world, while that encourage healthier lifestyles. skills to support a modern, creative
research has shown that they can For example, mass participation economy.
provide significant economic benefits sporting events can help to raise
• Fair and Just Society – successful
A
and improve the international public awareness of the importance of
major events can help people
reputation and profile of the host regular exercise.
and communities to achieve their
country and venue3. There is also
• Prosperous Society – major events
A full potential, including outreach
growing recognition that major events
can stimulate new enterprise and programmes targeted at hard to reach
have the power to inspire and engage
business growth, leading to the and minority groups.
diverse individuals and communities
creation of quality, long – term jobs.
and to thereby enhance social, • Sustainable Environment – major
A
They also help to showcase and
environmental and cultural wellbeing, events that proactively embrace
promote tourism in key markets,
including an enhanced sense of place. the sustainable event management
and can support diversification of
agenda can help to raise awareness
3.2 The Welsh Assembly Government’s the rural economy.
of sustainability, and showcase
vision is for a prosperous, confident
• Living Communities – successful major good practice such as in the use
and outward looking Wales. Our
events engage communities through of renewable energy , integrated
programme for delivering that vision is
local voluntary action, through transport, waste recycling and the
set out in One Wales. Major events can
participation and through the live procurement of local goods and
make a significant positive contribution
spectator experience in particular services.
to achieving that vision, delivering
as well as through various media
benefits across a range of policy areas. • Rich and Diverse Culture – major
A
platforms.
events showcase Wales’ unique
• Healthy Future – major events
A
• L earning for Life – major events cultural identity and heritage, are a
can provide a high profile platform
is a dynamic, knowledge-based catalyst for cultural innovation and
to communicate positive messages
creative industry, which requires expression and provide valuable
a range of high quality skills, opportunities for our leading artists
3 Millennium Stadium, Cardiff and from project management and and athletes to display their talents on
Wales: The Economic Impact finance to marketing, media and the world stage.
(November 2007). Econactive Ltd communications. Events can enhance
and Strategic Marketing
Event Wales: A Major Events Strategy For Wales 2010 – 2020 94. Guiding Principles
Wakestock Festival, Abersoch, Gwynedd / © Sim Bradley
104.1 This strategy is based on a set of basic • s trike a balance between attracting
principles that the portfolio of major one-off international events; nurturing
events to be supported by the MEU and growing existing events; and
will, collectively: stimulating and creating new events;
• eliver clear and measurable benefits
d • ake effective and efficient use of
m
to Wales in line with One Wales and Wales’ resources, including built
complementary Assembly Government facilities and our outstanding natural
strategies and priorities; environment;
• eliver a demonstrable return on
d • e soundly based on the principles
b
public sector investment; of sustainable development, in
line with British Standard 8901:
• nhance the recognition and
e
Sustainability Management Systems
reputation of Wales in the World;
for Events, including deliverability
• c reate a strong sense of place based on robust business planning
which celebrates the diversity and underpinned by sound governance
distinctiveness of Welsh culture and and management structures; and
enhances the use and profile of the
• xploit opportunities for developing
e
Welsh language inside and outside
new strategic alliances, new
Wales;
partnerships and new forms of
• s upport the development of a strong collaboration and ensure that
and sustainable events industry in the major events agenda is fully
Wales; considered where appropriate in
capital expenditure programmes.
• ncourage a fair and equitable spread
e
of opportunities across Wales, and 4.2 These guiding principles will underpin
an even spread of events across the the clear and transparent assessment
framework for selecting events to be Cardiff Half Marathon
calendar;
supported set out in the next section.
Event Wales: A Major Events Strategy For Wales 2010 – 2020 11Glanusk International Horse Trials, Crickhowell, Powys
5. How will we decide
which major events
to support?
125.1 The first step in the decision making 5.3 For example, Major Events would 5.6 Events must be affordable and as
process, will be to assess each event be expected to deliver significant demand for funding will almost
against criteria aligned to One Wales. benefits to the Welsh economy and inevitably exceed supply, it will not be
An appropriate selection of the to raise Wales’ profile in the world. possible to provide financial support
criteria set out in the following table Growth Events on the other hand for all events.
(overleaf) will be used at an early will be expected to deliver outputs
5.7 It is appropriate that this Major Events
stage of discussions with event owners linked to community engagement, the
Strategy for Wales acknowledges
to determine the strategic case for development of skills and improving
the important role which our Capital
investment. This will ensure that full access and participation.
City Cardiff plays in building Wales’
consideration of the impact and legacy
5.4 While the balanced portfolio of reputation as an international
of the event is an integral part of the
supported events will be expected to location for major events. We must
planning process from the outset.
generate a positive economic return recognise that event owners will
5.2 This assessment framework will not for Wales, we will seek an appropriate often prioritise Cardiff as a host
simply be a tool against which req uests mix of investments between those destination. Appropriate investments
for funding are assessed. It will also be which generate substantial economic in events which showcase Cardiff as
used proactively to research and identify benefits and those which deliver wider an exceptional capital city will be a
events which Wales can develop, attract socio – cultural benefits. A range of key feature going forward. However,
or bid for. It will enable us to assess quantitative and qualitative measures we will also encourage an equitable
the value of events in an objective and will provide the degree of flexibility spread of opportunities across Wales.
equitable way. It is not a checklist – needed to effectively respond to The strength of commitment from
events seeking MEU support will not different types of events in different local and regional partners throughout
have to ‘tick all the boxes’. Given the locations at different times of the year. the country will be a key factor in all
different characteristics which define our investment decisions.
5.5 We will publish more detailed
the various categories of events, and
guidelines for event owners and
the variety of impacts which they will
organisers setting out clearly
have in delivering outputs aligned to
and concisely how we will assess
One Wales, we will adopt a balanced
applications for funding and our
portfolio approach which can mean
decision making processes.
applying different sets of criteria to the
different categories of events.
Event Wales: A Major Events Strategy For Wales 2010 – 2020 13World Championship Sailing, Pwllheli, Gwynedd / © Paul Todd www.outsideimages.com 14
One Wales Policy Area Assessment criteria
A Healthy Future • S upports social and physical environments that encourage health and wellbeing
A Prosperous Society • Supports long-term high quality jobs
• Stimulates new enterprise and business growth
• Promotes tourism in key markets
• Supports diversification of the rural economy
Living Communities • Supports local voluntary action and volunteering
• Promotes and supports social or community businesses
Learning for Life • Enables people to develop the life skills to support a modern, creative economy
A Fair and Just Society • Supports outreach programmes targeted at hard to reach and minority groups
A Sustainable • Raises awareness of sustainability issues
Environment • Contributes to a reduction in ecological footprint
• Minimises waste through reduction, reuse and provision of onsite recycling facilities at the event venue
• Makes a neutral or positive impact on the environment
• Demonstrates progress towards achieving BS8901: Sustainability Management Systems for Events
A Rich & Diverse Culture • Promotes, supports and makes use of the Welsh language
• Widens access to, and encourages sustainable participation in, the arts, sport or phy sical activity.
• Supports the development of a high quality arts sector in Wales
• Gives Welsh artists and athletes high profile opportunities to perform and to compete on home soil
• Promotes Welsh arts and artists on the UK and world stage
• Supports Welsh sporting success on the World stage
• Promotes the Wales brand in key overseas target markets
• Provides Welsh audiences with world class experiences
Event Wales: A Major Events Strategy For Wales 2010 – 2020 156. Working together for Wales 16
6.1 There are many distinct advantages in 6.3 The development of strong external • llocate funding in an open and
a
being a ‘smaller’ nation in population (to Wales) relationships and transparent manner using criteria-
terms, not least the ability to move partnerships will also be critical to the based assessment and evaluation;
quickly and effectively to establish successful delivery of this strategy.
• arness existing expertise in Wales
h
‘Team Wales’ partnerships either led or Those partners need to be confident
to develop a more professional
closely supported by Government. Agile, that a ‘Team Wales’ effort, guided
and systematic approach to event
cohesive and decisive partnerships are by this strategy and supported
planning, management and delivery,
essential in the delivery of major events by Government is a consistently
helping to create an environment that
and are attractive to event owners as outstanding proposition.
encourages the sharing of skills and
they seek to locate. The demonstrable
6.4 The primary role of the MEU will be specialist knowledge;
success of ‘Team Wales’ partnerships in
to lead and co-ordinate the delivery
the delivery of events such as the 2009 • s upport the development of specialist
of this strategy. It will not be directly
Ashes Test Match and the 2010 Ryder major event skills, knowledge and
involved in the delivery of major
Cup are models upon which to build experience;
events, but will support and add value
a more systematic and strategic
to those organisations which do. The • xploit leverage opportunities that
e
approach to partnership working in
main functions of the MEU are to: maximise the benefits to Wales
the years ahead.
• c o-ordinate major events activity • evelop effective UK wide and
d
6.2 A clear sense of unity of purpose
across Wales, from identifying international relationships with
and structure is vital to the successful
opportunities through to delivery and major event owners, influencers and
delivery of this strategy. There is
post-event evaluation, acting as a focal stakeholders;
necessarily a diverse and complex
point for event owners looking to hold
range of organisations involved in • rovide strategic advice and guidance
p
major events in Wales;
supporting and delivering events to event owners and organisers;
in Wales. It is important that all • identify local and regional events with
organisations involved in the events growth potential; • c hampion the importance of major
industry in Wales have a shared vision events and Wales’ hosting capacity
and a clear sense of ownership in, and • identify major international events to internal and external audiences;
a shared responsibility for, delivering which Wales can bid for or attract; this will include researching and
a national strategy that works for disseminating international best
people and communities across Wales. practice;
Event Wales: A Major Events Strategy For Wales 2010 – 2020 17• nsure that public funding for events
e and local authorities have a leadership • rofessional, voluntary and community
P
is conditional upon a reciprocal role in engaging positively with their arts organisations
commitment by event organisers communities to secure the local and
• Sport Wales
in specific areas such as the use, regional support that is vital for a
integration and profile of the Welsh successful event. They also provide • Police and emergency services
language and in sustainable event key support services such as health
management; and and safety, transport and waste • ransport and accommodation
T
management. In delivering this providers
• r egularly review the strategic context
strategy, we will explore opportunities • ales, UK and international sports
W
for supporting and investing in major
for a consortium led approach to federations and governing bodies
events.
working with local government
6.5 In carrying out these functions, wherever appropriate. • UK Sport
the MEU will seek to build strong • isit Wales and Regional Tourism
V
6.7 Other key partners will include:
and effective partnerships across Partnerships
geographic, organisational and • Arts Council of Wales
sectoral boundaries. We will work • Welsh Language Board
• ommercial (and other where
C
closely with a range of partners and
appropriate) event owners and 6.8 We have actively engaged many of
stakeholder groups in the public,
organisers in Wales, across the UK these organisations and groups in
private and third sectors.
and internationally the development of this strategy. It is
6.6 Local government and planning now vital that they take account of
• ommercial venue owners and
C this document in shaping their own
authorities are key strategic partners.
operators strategic and financial approach to
Much of the event management
experience in Wales resides in local • Countryside Council for Wales major events.
authorities, and many of the venues
• The economic fora in Wales 6.9 Where bringing an event to Wales
suitable for hosting major events
involves a competitive bid process,
are owned or managed by local • Environment Agency Wales the MEU will lead and support
authorities. Major events have the
partners (for example, local authorities
power to instil a strong sense of place • Forestry Commission Wales
and sports governing bodies) in
and civic pride in local communities
• National Park authorities securing new events. This will involve
18identifying those major international
events which Wales should bid
for; building the most appropriate
partnerships to bid successfully; and
building strong working relationships
with event owners to bring these
events to Wales. In the majority of
cases, the MEU will support its partners
rather than lead the bid itself. The
role of the MEU in respect of potential
bids for Mega Events (as defined in
Section 2 of this strategy), will be
to manage the preliminary work
including the preparation of advice
to Ministers on feasibility, cost/benefit
analysis and a prior assessment of
legacy impact.
BBC Radio One Big Weekend, Bangor, Gwynedd
Event Wales: A Major Events Strategy For Wales 2010 – 2020 197. How will we measure success?
Green Man Festival, Crickhowell, Powys
207.1 The MEU’s investments in major principles and core methodologies definitions, methods and costs. It is
events need to be carefully monitored used to develop the framework will, as likely that emerging methodologies
and evaluated, not only in order to far as possible, be applied consistently will comprise both primary data
measure the impact of the events across all events in the portfolio, collection and modeling techniques for
themselves, but also to assess the while maintaining a focus on national larger events.
effectiveness of our support for events priorities.
7.7 The following table (overleaf) provides
in delivering outputs linked to One
7.5 It will also be important to develop a summary of the high level key
Wales.
this framework as a resource tool for performance indicators that will be
7.2 The diversity of the events industry in event owners, organisers and sponsors, used in measuring the success of this
nature, content and scope calls for a providing them with practical strategy.
framework approach to monitoring guidelines in respect of key data
7.8 This suite of key performance
and evaluation. This will ensure that required as input and, where required,
indicators will be further developed
events are assessed in a consistent on the most effective methods of
and refined over time.
and relevant manner and also that gathering data.
the scale of research and evaluation is 7.9 This strategy will be reviewed in 2015
7.6 Broadly similar frameworks have
appropriate to the scale of individual and every five years thereafter.
been developed in other parts of the
events in the portfolio.
UK. For example, the eventIMPACTS
7.3 The framework will effectively toolkit developed by UK Sport and
comprise a suite of research and a range of partners involved in the
evaluation methods in order to events industry across the UK4. We will
assess economic, socio-cultural, work collaboratively with the relevant
environmental and media impacts in organisations in order to ensure
a holistic fashion. maximum compatibility between
approaches, and, to establish, as far
7.4 Very large events may well require
as possible, a consistent approach and
specific research and evaluation
methodology. In this way, there are
studies to be commissioned; smaller
likely synergies in terms of common
events are unlikely to require such
detailed work. Nevertheless, the
4 www.eventimpacts.com
Event Wales: A Major Events Strategy For Wales 2010 – 2020 21Impact Area Key Performance Indicators
Economic • N umber of new FTE jobs created in Wales
• Number of visitors from outside Wales, and outside peak
season
• Net additional contribution to the Welsh economy
• Other public and private sector investment leveraged
• Use of local (Welsh) products and services
Socio-cultural • Number and diversity of people attending
• Number and diversity of participants
• Number and diversity of volunteers from Wales recruited/
trained/deployed
• Provision of core activities in Welsh. Performances in
Welsh. Use of bilingual promotional materials, ticketing,
signage etc
• Outreach programmes and linked mass participation
events
Environmental • Carbon dioxide emissions
• Amount of waste produced, amount of waste recycled
• Environmental awareness raised
• Achieves accreditation under BS 8901
• Environmental impact assessment
Media • National and international TV coverage
• National and international print media coverage
• National and international internet coverage
22Llangollen International Musical Eisteddfod Event Wales: A Major Events Strategy For Wales 2010 – 2020 23
8. Putting strategy into action 24
8.1 The previous sections of this strategy production capacity, from trainee to 8.2 Given the exceptional financial
provide the events industry in Wales graduate level. challenges which we face in the
with a guide to action. This section coming years and the need to build
• stablish a Growth Fund with a ring
E
outlines what the MEU will do to Wales’ event management and
fenced budget to create or nurture
build Wales’ position as a World class production capacity, the focus of our
events outside Cardiff.
major events destination. Working investment over the first five years of
collaboratively with partners and • xamine the potential for developing
E the lifetime of this strategy will be to:
stakeholders across the entire the concept of a ‘Green’ event ticket,
• s upport a programme of Growth
spectrum of the events industry, the building on the innovative approach
Events which creates the environment
MEU will: of the ‘Cardiff Connection’ initiative.
for developing specialist skills,
• evelop and launch an ‘Event
D • In partnership with the Welsh knowledge and experience as the
Wales’ operational identity and Language Board, provide a foundation for growing a strong and
communications plan which will consultancy service delivering practical sustainable events industry in Wales;
incorporate: advice free of charge to supported
• ork strategically with the owners
w
events to improve outcomes for
a Major Events website and organisers of our Signature Events
enhanced profile and usage of the
a national calendar of major events to identify new and innovative ways
Welsh language at supported major
a database of event owners and
of extending their reach to new
and signature events.
organisers, venues and locations audiences both inside and outside
• stablish a biennial International
E Wales; and
a database of research into the
Events Conference to promote and
impact of major events • ttract major international events
a
market Wales as a major events
an online toolkit for self assessment
which enhance the recognition and
destination.
and evaluation of future events reputation of Wales.
• S upport events that build on and
• o-ordinate, in association with the
C connect to the opportunity presented
appropriate Sector Skills Councils by the London 2012 Olympic Games
the education sector and training and Paralympic Games and to the Pre
providers, the development of a skills Games Training Camps established in
action plan to strengthen Wales’ Wales for international teams.
professional event management and
Event Wales: A Major Events Strategy For Wales 2010 – 2020 25Heineken Cup Final, Cardiff 26
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