21959 Event Evaluation, Impact and Legacies


21959 Event Evaluation, Impact and Legacies

Course area     UTS: Business

Delivery       Autumn 2021; standard mode; City

Credit points   6cp

Result type      Grade and marks

Subject coordinator

Dr. Katie Schlenker

Associate Professor

Program Director, Master of Event Management

Subject description

This subject provides an overview of the events sector, along with the functions, impacts and legacies that events have from the perspective of various groups and organisations within society. The subject examines the political, economic, tourism, social and environmental impacts and legacies of events. Key tools that can be employed in assessing event impacts and legacies are examined, with best practice methodologies identified. Issues associated with the evaluation of event impacts and legacies are examined, often through the vehicle of case studies. Principles of stakeholder management and the sustainability of events underpin this subject.

Subject learning objectives (SLOs)

Upon successful completion of this subject students should be able to:

  1. Assess the varying contexts, rationale and functions events perform from the perspective of the communities, groups, and public and private organisations that conduct them
  2. Appraise the range of potential impacts and legacies generated by events of various types and sizes
  3. Review methods for evaluating economic and non-economic impacts and legacies of events
  4. Formulate an event evaluation plan for a specific event

Contribution to the development of graduate attributes

This subject is aligned with the graduate attributes of business knowledge and concepts and business practice-oriented skills. The subject equips students with a broad perspective on, and an understanding of, the events sector, and the roles, impacts and legacies of events from the perspective of various groups and organisations within a society. Additionally, it seeks to equip students with an understanding of best practice approaches to the evaluation of event impacts and legacies. Students apply this knowledge in the development of an event evaluation plan for a specific event. As such, the skills and competencies gained in this subject provide a foundation for professional practice in the event industry.

This subject also contributes to the development of following program learning objective(s) for the Master of Event Management courses:

Integrate advanced knowledge of complex event management concepts and practices, including Indigenous perspectives, to inform professional practice in local and international contexts (1.1)

Evaluate and apply principles of law, ethics, sustainability and Indigenous values as event managers (4.1)

Teaching and learning strategies

This subject involves a variety of teaching and learning activities, which may include lectures, case studies, collaborative group work, student presentations and invited guest speakers. Students should come to class prepared to actively participate in the learning process. Prior to each class students are expected to read and reflect upon assigned materials including videos and reading material provided via the learning management system so that they are prepared to participate in class discussion and problem-solving exercises. Class time is designed to offer active learning experiences, where students can work collaboratively on tasks including problem-based scenarios and case study analyses. There will be opportunities for collaborative discussions of key concepts and case studies, as well as sharing of knowledge and experience with peers. In-class feedback on learning activities will be provided by the lecturer from week 2 onwards, allowing students the opportunity to gain early formative feedback.

Content (topics)

The nature and roles to be played by events from the perspective of the communities, groups, and organisations that hold them

Event stakeholders and the process of stakeholder management

Economic, political, social, tourism and environmental impacts of events

Best practice methods for evaluating economic and non-economic impacts of events Event leveraging

Event legacy domains and a strategic approach to delivering legacy outcomes


Week/Session      Dates       Description

1 25 Feb MODULE 1: Event Stakeholders and Evaluation

Subject introduction; Why, for what, and for whom are events held? The relevance of event evaluation

2 4 Mar MODULE 1: Event Stakeholders and Evaluation

Event impacts and stakeholder theory

3 11 Mar MODULE 2: Triple Bottom Line Event Impact Dimensions

Economic consequences of events

4 18 Mar MODULE 2: Triple Bottom Line Event Impact Dimensions

The social dimension of events

5 25 Mar MODULE 2: Triple Bottom Line Event Impact Dimensions

Environmental impacts and event sustainability

6 1 Apr MODULE 3: Other Impact Dimensions

Events and tourism

StuVac 8 Apr NO CLASS

Assessment 1 (40%): Mandatory attendance

8 22 Apr MODULE 3: Other Impact Dimensions

The political dimension of events

9 29 Apr MODULE 4: Legacy and Leverage

Strategies for leverage and delivering legacy outcomes

10 6 May Collaborative session on group case study assignments
  • 13 May Case study presentations 1
  • 20 May Case study presentations 2; and Subject wrap up

Additional information

Subject Delivery in Autumn 2021

For Autumn 2021, this subject will be delivered online.

Most lectures will be pre-recorded, however, we might have a few live lecture/Q&A sessions. Tutorials will be a combination of synchronous and asynchronous activities, including collaborative group work, case study presentations, small group and whole of class discussions, and scheduled consultation sessions.

Online classes will be run using Zoom. You will find links to these online classes in Canvas.

You are expected to attend and to participate in all scheduled classes and complete the prescribed online activities.


Various resources will be made available through Canvas including the subject outline, lecture notes and recordings, readings, pre-class preparation tasks, announcements and any supplementary resources.

You are expected to log into your Canvas portal a few times a week to check in with any updates. Each week’s topic is structured in the same way to guide your preparation and participation:

  • An ‘Overview’ page gives a full overview of the week’s topic and links to all relevant resources and activities
  • The ‘Before Class’ page details the activities and readings for you to complete in advance of class
  • Weekly lecture and tutorial resources are located in the ‘Class Materials’ page
  • The ‘After Class’ page details any after class activities or reflection on your learning

Management Department Compulsory Attendance Policy

This subject enforces a compulsory attendance requirement. This includes active online attendance where face to face classes are suspended. Students who miss more than three tutorials without approved consent from the Subject Coordinator will be deemed as not meeting the compulsory attendance requirement for this subject. The Management Department attendance policy is in accordance with university policy on attendance and/or participation requirements as per UTS Student Rule Section 3.8


Assignments must conform to the UTS:Business Guide to Writing Assignments, available from https://www.uts.edu.au/sites/default/files/2018-07/UTS-Business-School-Writing-Guide.pdf

The Guide to Writing Assignments gives information and advice on:

  • writing of reports and essays
  • references and referencing
  • plagiarism
  • the grading system and its interpretation
  • Faculty research ethics guidelines

All assignments must have an Assignment Cover Sheet attached. These are available on Canvas.

All assignments must use at least 1.5 line spacing; 12 point font; and have as a minimum, 3cm left and right margins.

APA Referencing should be used in all assignments in this subject. See: https://www.lib.uts.edu.au/referencing/apa

Note: Computer Problems and Backup Copy of Assignments

Computer failures are not a legitimate excuse for late assignments as all responsible students keep at least one extra backup copy of work being prepared. This is your responsibility. Note: a backup copy of assignments must always be kept to protect the interests of all parties in the event of the submitted copies becoming misplaced. It is your responsibility to comply with this condition.

Special Consideration

Special consideration consists of the exercise of academic discretion to provide equitable treatment to students whose performance in an assessment item or items has been affected by extenuating or special circumstances beyond their control.

You should not apply for special consideration if you:

Are requesting an extension of one week or less to submit an assignment. Instead, you should contact your Subject Coordinator to apply for an extension.

Are experiencing ongoing illnesses or disabilities. Instead, contact UTS: Special Needs, as you may be eligible for alternative assessment arrangements.

For more information on eligibility for special consideration, submission deadlines and how to apply, see:


Grading of Assignments

All assignments will be graded according to the following scale and are usually marked and returned within a 2 week period:

High Distinction (H) 85-100%

Distinction (D) 75-85%

Credit (C) 65-74%

Pass (P) 50-64%

Fail (Z) 0-49%

A (+) or (-) may indicate that you are at the upper or lower end of the grade.

Late Penalties

The Management Department has the following policy regarding the late submission of assessments WITHOUT an approved extension:

Late assignments submitted without an extension will accrue a penalty of 10% per day, based on the total value of the assignment. For example, if an assignment is worth 40%, the late penalty will result in a deduction of 4 marks per day the assignment is late. Marks will be deducted as full points off the awarded mark. Late penalties are applied up to a maximum of five (5) days after the due date (i.e. the maximum late penalty is 50%). Assignments submitted more than 5 days late will receive a mark of zero (0).

Assessment task 1: In-class test (Individual)

Objective(s):   This addresses subject learning objective(s):

1, 2 and 3

Weight:             40%

Task: An in-class test will take place in Week 7. The test is case study based, incorporating a combination

of short answer questions and extended responses.

This assessment is designed to test your knowledge of the topics covered in Weeks 1-6.

Length:   The in-class test will be 2hrs duration.

Due: The in-class test will take place during the usual class time in Week 7 (Thursday 15th April).

Assessment task 2: Event Evaluation Report (Individual and Group) Objective(s): This addresses subject learning objective(s):

1, 2, 3 and 4

Weight:            60%

Task:     At the beginning of semester, students will form into groups of 4-5 people. The project will involve

each group collaborating to produce an evaluative case study of an event in relation to its impacts

and legacies. A group report (worth 30%) will be due in Week 11 and across weeks 11 and 12, each

group will deliver a 15 minute presentation (worth 30%) on their event case study. Whilst presenting

as a group, students will be individually assessed on this presentation.

Your task:

Select an event that interests you, or an event you may have attended previously. This can be an

event held in Australia or internationally. Your report should:

  1. Introduce the chosen event;
  2. For two chosen impact dimensions (e.g. social, environmental, economic, political or tourism),

discuss, with specific evidence and examples, the event’s positive and/or negative impacts;

strategies that have been used to manage the impacts; and explore the connection between the

event’s impacts and its various stakeholders groups.

  1. Identify and discuss examples of the event’s legacies, and if none exist, make recommendations

for how the event could deliver positive legacies.

Your case study must be supported by both relevant theory and evidence from the chosen event.

Note: While the required readings throughout the session will serve as a starting point for informing

your work, you nonetheless need to read widely around your selected impact/legacy dimensions.

Your report should draw on a minimum of 10 references from academic sources (journals, textbooks

etc.) to substantiate your discussion. Additionally, it will be necessary to obtain and examine relevant

material concerning your selected event (e.g. from the event website, event evaluation reports, media

articles etc.). You should consider the availability of relevant event information in selecting your event.

The presentation must involve all group members and groups are encouraged to think creatively

about ways to make their presentations interesting and informative.

Issues associated with the non-performance of individual group members must be drawn to the

attention of the Subject Coordinator prior to the due date of this assessment item. The Subject

Coordinator reserves the right to deduct marks from individual students who are not fulfilling their role

as a contributing group member.

A marking guide for this assignment is available on Canvas.

Length:   Group report: 3,000 words (excluding references)

Presentation: 15 mins

Due:         Presentations: will take place in class during weeks 11 and 12. Report: regardless of your assigned

presentation week, the group report must be submitted in Week 11 (Thursday 13th May). Submit as

a single word document to Canvas (via the Assignments tab) by 5pm on (or before) the due date. A

signed Group Assignment Cover Sheet must be included in your submission.

Use of plagiarism detection software

As a quality check for written assessment items, students are required to utilise the plagiarism detection software Turnitin, which compares submitted assignments with documents located on the Internet and a database of published material; and all assignments previously submitted to Turnitin. The results are compiled into an originality report that generates an index of similarity with other documents. For example, a similarity index of 10% indicates that 10% of an assignment matches material that Turnitin has located electronically. Students should check the report carefully prior to submission of their assessment item for marking to ensure that material that is not original is appropriately referenced. Students should ensure enough time is left for the software to generate an originality report before the assessment item due date.

Moderation of marks

Moderation is a quality assurance process that ensures appropriate standards. It is a process for ensuring that marks or grades are awarded appropriately and consistently. The Subject Coordinator reserves the right to moderate student marks during or at the end of semester to account for variations in standards between different markers. This is in accordance with the UTS Policy for the Assessment of Coursework Subjects.

Minimum requirements

Students must achieve at least 50% of the subject’s total marks.

Required texts

There is no prescribed text for this subject. Prescribed readings are made available through Canvas under each week’s subject topic.

It will be assumed that students, on a progressive basis, have undertaken the readings for each topic area.

This subject assumes that students will have a comprehensive understanding of the contents of the UTS:Business Guide to Writing Assignments, available at:



Allen, J., Harris, R., & Jago, L. (2021). Festival and special event management essentials. Milton, Queensland: John Wiley and Sons

Brown, G., Chalip, L., Jago, L. & Mules, T. 2004, ‘Developing Brand Australia: examining the role of events’, in N. Morgan, A. Pritchard & R. Pride (eds.), Destination Branding: Creating the Unique Destination Proposition, 2nd edn, Elsevier Butterworth-Heinemann, Jordan Hill, Oxford, pp. 279-305.

Chalip, L. 2006, ‘Towards Social Leverage of Sport Events’, Journal of Sport & Tourism, vol. 11, no. 2, pp. 109-127.

Edwards, D., Foley, C., Dwyer, L., Schlenker, K., & Hergesell, A. 2014, ‘Evaluating the economic contribution of a large indoor entertainment venue: an inscope expenditure study’, Event Management: An International Journal, vol. 18, no. 4, pp. 407-420.

Foley, C., Schlenker, K., Edwards, D., & Lewis-Smith, L. 2013, ‘Determining Business Event Legacies Beyond the Tourism Spend: An Australian Case Study Approach’, Event Management: An International Journal, vol. 17, pp.311–322.

Getz, D. 2005, Event Management and Event Tourism (2nd ed.), Cognizant Communication Corporation, New York. Jones, M. 2014, Sustainable Event Management: A Practical Guide (2nd ed.), Routledge, Abingdon, Oxon.

Jonson, P., Small, J., Foley, C., & Schlenker, K. 2015, ‘All Shook Up at the Parkes Elvis Festival: The Role of Play in Events’. Event Management: An International Journal, vol.19, no. 4, pp. 479–493.

Kim, S. S. & Petrick, J. F. 2005, ‘Residents’ perceptions on impacts of the FIFA 2002 World Cup: the case of Seoul as host city’, Tourism Management, vol. 26, pp. 25-38.

Schlenker, K., Foley, C.T. & Carroll-Dwyer, E. 2016, ‘The Parkes Elvis Festival: Attendee and host community perspectives’ in Newbold, C. & Jordan, J. (eds), Focus on World Festivals Contemporary Case Studies and Perspectives, Goodfellow, Oxford, pp. 299-308.

Perspectives, Goodfellow, Oxford, pp. 299-308.

Schlenker, K., Foley, C., & Getz, D. 2010, Encore Festival and Event Evaluation Kit: Review and Redevelopment, Gold Coast, CRC for Sustainable Tourism Pty Ltd.

Schulenkorf, N. & Schlenker, K. In press, 2016, ‘Leveraging Sport Events to Maximize Community Benefit in Low- and Middle-Income Countries’. Event Management: An International Journal.

Schulenkorf, N., Schlenker, K. & Thomson, A. 2017, ‘Event Leverage and Sport Mega-Events’ in Managing Sport Mega-Events, Routledge, Abingdon, pp. 139-149.

Schulenkorf, N., Thomson, A. & Schlenker, K. 2011, ‘Intercommunity Sport Events: Vehicles and Catalysts for Social Capital in Divided Societies’, Event Management: An International Journal, vol. 15, no. 2, pp. 105-119.

Small, K. 2007, ‘Social dimensions of community festivals: an application of factor analysis in the development of the Social Impact Perception (SIP) scale’, Event Management: An International Journal, vol. 11, no. 1-2, pp.45-55.

Small, K., Edwards, D. & Sheridan, L. 2005, ‘A flexible framework for evaluating the socio-cultural impacts of a small festival’, International Journal of Event Management Research, vol. 1, no. 1, pp. 66-77.

Thomson, A., Schlenker, K., & Schulenkorf, N. 2013, ‘Conceptualising Sport Event Legacy’, Event Management: An International Journal, vol. 17, no. 2, 111-122.

Thomson, A., Schlenker, K., Schulenkorf, N. & Brooking, E. 2017, ‘The Social and Environmental Consequences of Hosting Mega-Sport Events’ in Frawley, S. (ed), Managing Sport Mega-Events, Routledge, Abingdon, pp. 150-164.

Yeoman, I., Robertson, M., Ali-Knight, J., Drummond, S. & McMahon-Beattie, U. (eds) 2004, Festivals and Events Management: An International Arts and Culture Perspective, Elsevier Butterworth-Heinemann, Oxford.

Other resources


Event Management (Formerly Festival Management and Event Tourism)

International Journal of Event Management Research

Journal of Convention and Exhibition Management

Journal of Sport Tourism

Tourism Management SELECTED WEB SITES www.ifea.com www.ises.org.au www.SpecialEvents.com.au


Queensland Events: http://www.qldevents.com.au/

Victorian Major Events Company: http://www.vmec.com.au/

Destination NSW: http://www.destinationnsw.com.au/events

Events South Australia: http://tourism.sa.gov.au/events.aspx

Events Tasmania: http://www.eventstasmania.com/

EventsCorp (WA): http://www.tourism.wa.gov.au/Events/Pages/Major_Events.aspx

NT Major Events Company: https://www.ntmajorevents.com.au/

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Associate Professor Nico Schulenkorf, Management Discipline Group, telephone 9514 5368 Any arrangements should be negotiated within the first six weeks of session.


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At UTS, plagiarism is defined in rule 16.2.1(4) as: ‘taking and using someone else’s ideas or manner of expressing them and passing them off as his or her own by failing to give appropriate acknowledgement of the source to seek to gain an advantage by unfair means’.

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Avoiding plagiarism is one of the main reasons why the UTS Business School is insistent on the thorough and appropriate referencing of all written work. Students may seek assistance regarding appropriate referencing through


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