event management chapter.pdf

7/25/2019 Event Management Chapter.pdf

http://slidepdf.com/reader/full/event-management-chapterpdf 1/24

Events are major occasions for organisations

wanting to promote their brand, launch new

products into the marketplace, improve recognition

of their core business activities or draw together a

range of expertise for the purpose of exchanging

knowledge or information. Events can be highlycompetitive occasions and a great deal of pre-

planning and organisation is required as well as

precise management on the day for the event to be

successful. Varying risks that can have an impact

on the occasion are always faced by organisations,

and the event organisers must be able to identify

and manage any eventuality that can reduce the

success of the occasion.

Event planners, whether within the

organisation or outsourced, need to focus

on details, be well prepared and able to rally

resources of all kinds to ensure a successful event.

10

KEY TOPICS

• Event fundamentals

• Event organisation

•Event logistics

EVENT

MANAGEMENT

ISBN: 9781107688056 © Rasmussen, Mylonas, Beck 2012 Cambridge University Press

Photocopying is restricted under law and this material must not be transferred to another party.



300 | Investigating Business Communication and Technologies

EVENT FUNDAMENTALSEvent management refers to the planning,preparation, monitoring and management of alltypes of events such as seminars, trade shows,conferences, product launches, team-buildingevents, awards, festivals, concerts, exhibitionsand sporting events.

ACTION TASK

With a partner, brainstorm the different types of eventsyou can think of and suggest why these events maybe held.

Select one event on your list, and discuss whatwould be involved in planning and implementing that

type of event. Turn your ideas into a checklist for anevent organiser and add to this list as you progressthrough this chapter.

Events can be:• one-off special events (such as the University

of Queensland’s Centenary celebrations in2010)

• recurring events (such as the State TourismAwards)

• short events (such as a business lunch ordinner function)

• lengthy events (such as a week-long trade

show).Events can be organised in-house. For

example, your own school stages numerousevents each year, which are managed bystaff, students and/or parents. However, ifan organisation does not have the necessaryexpertise or resources to plan and implementtheir events, they can outsource to a businessspecialising in event management. Either way, a great deal of strategic management,planning, preparation and monitoring must beundertaken to not only ensure the success of

events but also maximise potential benefits andminimise costs.

ACTION TASK

Access the Consult Australia website at www.cambridge.edu.au/bct1weblinks and select ‘Education/ Events’ to view the types of industry events promotedby Consult Australia. As you browse through their list ofevents, note:• the types of events held• how many events are held throughout the year• how frequently these occur• where the events are held• costs (if any) for participants to attend•

any other interesting points to share with your peers.

One of the first aspects of staging anyevent is to undertake a cost/benefit analysisto carefully examine whether the expectedoutcomes are worth the costs involved. Onceit is agreed that the event will proceed, theorganisers will be briefed by managementon the objectives, the event concept andtheme, key stakeholders (such as sponsors,beneficiaries and management) and likelyattendees (the market for the event).

EVENT OBJECTIVES

A well-run event can achieve a number ofpositive benefits for an organisation, such asincreased sales, brand awareness, prestigeand strategic networking opportunities. Tomaximise these benefits, objectives must beclearly stated, such as:• promote the organisation with a view to

attracting new business• launch a new product to the marketplace• improve recognition of the brand and its core

business activities• draw together a range of expertise for

the purpose of exchanging knowledge orinformation

• educate or disseminate information to arange of people

• award prizes to staff and colleagues based onoutstanding performance

• highlight a cause or raise funds for a charityor non-profit organisation

• celebrate a special occasion or recognisesignificant achievements.

ACTION TASK

In pairs, find two events in a magazine, newspaper or

online. For each, outline the possible objectives (thepurpose) for each. Compare with another pair.

The stated event objectives will dictate thetype of event held; for example, a seminaror conference would be an appropriate typeof event for disseminating or exchanginginformation, while a dinner function wouldbe appropriate for an award/presentationceremony. The available budget will alsoinfluence the type of event staged.

For more information on

outsourcing, see page 37.

For more information on

event budgeting,

see page 310.



http://www.cambridge.edu.au/bct1weblinks






10Event Management | 301

CONCEPT

The whole concept (or strategy) of an event is

influenced by the answers to several questions,including:• What type of event will be held?• What is its purpose?• What level of participation is expected (e.g.

will the event attract 50 people or 2000)?• What facilities and equipment are needed to

stage the event?• How important is the event to the business

and its community?These answers impact on many decisions

such as choice of venue, facilities needed,

targeted guest list and many other areas of theevent planning.

One person working alone is unlikely to havethe expertise to determine the concept for theevent, and so it is useful to brainstorm with anumber of people involved in the event and/or with those who have organised similar eventsin the past. Brainstorming can provide some

useful ideas that can then be taken to the nextlevel of organisation (e.g. for approval by keystakeholders). The event organiser will need toask many questions to get this critical part ofthe planning correct before moving ahead.

It is also useful to examine possiblealternatives to the type of event being planned,and whether or not the timing is ideal toachieve the desired outcomes; for example,instead of a single product launch in April, itmight be better to launch the product at thenext major trade show in July, which manypeople are known to attend.

ACTION TASK

Research newspapers and magazines ( The Australian Business pages, Brisbane News etc.) and collectinvitations and social pages that give a broad range oftypes of business events. Note the types of sponsorsof these events. Select two invitations or events andanalyse why this type of event may have been selectedto meet the objectives of the organisation, then write a300-word essay justifying your opinions and suggestingwhat other concept may have been successful.






THEMES

Themes should be carefully chosen to support

the objectives of the event. For example, isthe focus of the event to celebrate success,communicate positive messages, launchimaginative ideas or raise awareness abouta particular cause? Once this is decided,the theme should be incorporated intothe decorative, catering, entertainmentand promotional aspects of the event,and should be applied to all stationery,decorations, audiovisual materials, programs,correspondence and activities.

Some events benefit from having a consistent

theme, such as colours, styles, decorationsor motifs. Themes may be sporting, musical,garden, Christmas, Olympics, theatrical andso on. (The theme below is Mexican.) Forexample, a season launch for a local clubmay use its home team’s colours for napkins,balloons, tickets and tablecloths, whereasa ‘Black & White’ ball would dictate thedominant use of black and white decorations as well as an expectation that attendees will dressin black and/or white.

The theme chosen to promote the eventshould not be so lavish that other importantfeatures, such as catering, suffer budgetarypruning.

If an organisation holds regular functions, forexample, monthly or quarterly, it is a good idea

to vary the theme without losing the corporateidentity. This ‘keeps things fresh’ for regularattendees, and avoids that ‘same old’ feelingthat might otherwise pervade these events.

ACTION TASK

In pairs, brainstorm a suitable theme for a major schoolevent, making a list of every item that will be affectedby your theme.

Search ‘Event themes’ at the Shutterstock websiteon www.cambridge.edu.au/bct1weblinks.

STAKEHOLDERS

When planning any event, the organiser

will be in constant communication with thedifferent parties who influence the successof the event, such as managers, co-workers,the event organisation team, venue staff,caterers, suppliers, attendees, guest speakers,and travel and accommodation providers. Acommunication plan should be completed onceall stakeholders (those involved directly orindirectly in the event) are identified.

ACTION TASK

What is the next event being planned at your school? Intable format, prepare a list of key stakeholders showing

contact details, tasks and level of authority. Think aboutwho you will need to consult with to find out thesedetails.

Stakeholders may be grouped according totheir level of authority and involvement, withtheir contact details easily accessible as shownin Figure 10.1 on the following page.

Communication between stakeholdersThe support of key stakeholders is vital to thesuccess of the event, so regular communication with them is essential before, during and

after the event. Depending on the timeline, weekly or monthly meetings may be held butcommunication and regular updates can also beachieved through the use of email, telephone,Skype or even informal chats in the tea room(e.g. if colleagues work together in the sameoffice).

ACTION TASK

Why do you think communication between stakeholdersis important? Have you been at a function that did notrun smoothly? Can you think of possible reasons forthis?








Detailed records of all meetings and agreedactions must be kept, with regular progressreports provided regarding the preparationsbeing undertaken for the event.

A communication plan (see Table 10.1below) is a useful tool as it highlights whoto communicate with, when and how. Thisshould be consulted regularly to ensuretimely communication with all stakeholders iscontinuing as planned.

One of the most effective ways to

communicate an event is through social media,as outlined in the article on the following page.

ATTENDEES

For an event to be successful, organisers needto attract the ‘right’ people. For example,a trade show demonstrating new promotionalproducts will only be attractive to suppliers anddistributors involved within this area – it is notan event that would be marketed to the generalpublic.

Revisiting the event objectives will helpdetermine potential attendees. Questions to

be considered when determining possibleattendees can include:• Do they have an interest in the area?

Figure 10.1 Contactlist – key stakeholders

Organisation Contact name Telephone Task Authority

Manager Suzi Forbes 0410 678 300 High

Function team JohnUmaJasmineSarji

Ext 345Ext 355Ext 356Ext 365

As per workbreakdownstructure

HighHighMedMed

Central Functions Bronwyn Jones 3388 00xx Venue hire Low

Brodies Michael Ho 1415 000 222 Catering Low

St Johns Amb. Capt J. Russell 3344 5566 First Aid Low

Table 10.1 A sample communication plan

Stakeholder group Purpose Process Outcome

Management committee Provide status reports onthe progress of the eventagainst timelines andbudget.

Written and verbal reportsat regular meetings of thecommittee.

Decision on the eventproceeding as is,proceeding in a modifiedform or being terminated.

Event management group Report on event activities

and receive feedback.Obtain information onalternatives to containbudget.

Written quotes and verbal

feedback at regularmeetings.

Identification of problems

for the event and/orrefining existing strategiesto ensure success and tocontain budget.

Sponsorship partners Report on progress of theevent (particularly longlead time events).

Email updates.Formal report atconclusion.

Reinforce the value to thesponsor of being involvedin event.Ensure consideration forfuture events.

Attendees Engage, inform andencourage attendance.

Invitations, advertisements,lead piece on professionalaffiliation website.

Ensure maximumattendance of specificinterest groups.

For information on

meetings, see page 191.






• Are they current or potential customers?• Will they learn something or be entertained?• Will their attendance lead to them buying our

product, joining our group, etc?• Will they leave with a positive message or

inspiration?Attending an event can also represent a

significant commitment – time and money – forthe participant, taking into consideration costsof flights, accommodation, parking, entry ticketand time away from work/home. Therefore anevent organiser, through careful planning andtargeted marketing, must ‘convince’ potentialattendees that this particular event is the onethat must be attended.

Attendees can be grouped according to theirinterests:• Audiences are passive observers who want to

be entertained and impressed; for example,attendees at a school concert will want tobe entertained, while those entertaining theaudience will want to be appreciated andperhaps be asked to perform again in thefuture. Their school will hope to showcasetheir teaching talents through the students’performance.

• Delegates are representatives eitherdisseminating or collecting informationusually at a meeting, a seminar or conference.They will expect to learn something new,

Using social media

to plan eventsBy Cormac Reynolds

Many of our clients plan events from timeto time and it is good to know how toutilise all our means of communication toget the word out there when they do. Oneof the priorities when organising events isgetting the mix between balancing timeand the exposure you achieve that time,right. Facebook has become one of themost important tools of the trade in thisarea and we have created a number of tipsso you can aid your event with the power

of social media marketing.

Ideas

Out with the old and in with the new,that’s the only way to keep ahead in theevents management game and Facebookis a central tool in this. Using Facebook tobrowse through profiles and pages makesit a lot easier to come up with ‘innovative’ideas and new visions for your events orbusiness that will look good and also saveon time.

Connections

Planning updates are of premiumimportance in events management and aclosed Facebook group allows for easy and yet private collaboration between a groupof people. This means you don’t have toshoot emails back and forth and it is a farmore collaborative and open environment.

Share ideas, delegate tasks and sell ticketsthrough Facebook, you can even look forsponsors and do post marketing analysison the social media platform.

Link it up with Twitter and host talks

and chats before events. This allows youto really interact with your audience andorganise a great event very easily. You canalso share real time updates, post photosor video and stream the event easily onlineand through social networks, a greatadvertising option.

Sellers

If you’ve got an event going on you’llneed caterers, photographers and anarray of other professionals. Look at theirprofiles for information and keep aneye out for bad feedback or unsatisfied

customers – the social web offers amazingopportunities for transparency, so utilisethem.

Numbers

Increasing numbers can be easily donethrough Facebook. You can set up

Evenbrite to allow purchases to beshared on Facebook. This is a great way to

increase the notice for your event and canbe utilised as a very powerful tool.Even smarter again, developing special

offers for those that share with theirfriends in the same manner as groupbuying sites do, through linking to othersprofiles can mean huge exposure and anincrease in sales of tickets.

Sponsors

If you are fortunate enough to havesponsors at your event then use Facebookas a carrot. Team it up with the abovesharing idea for maximum interest.

Sponsors will love the idea of beingplastered around every social media pagein an area or for a certain industry – use your loaf here.• All you have to do to increase sponsor

exposure is tag updates with theirnames

• Create an album with sponsors’ logosmaking it easy to see who is sponsoring your event

• Invite them to write on your page• Post video with sponsors’

representatives at the event, share theirupdates on your page.

Following these guidelines shouldsee a rapid increase in the willingness oforganisations to sponsor your event and allit takes is a little social media marketingknowledge.

Source: www.mysocialagency.com/social-media/ using-social-media-to-plan-events.



http://www.mysocialagency.com/social-media/

http://www.mysocialagency.com/social-media/




present information to other delegates,reinforce ideas, listen to learned speakers andnetwork.

• Participants are people who are involvedin doing something at an event. They mayengage in many ways from purchasing foodand merchandise, to joining in dancing ormusical performances; for example, theBrisbane French Festival.

• Spectators are passive observers at asporting event. They come to be enthralled,entertained and excited!

• Visitors are people who come to view adisplay; for example, a car show. They want tobe enlightened, entertained or informed.For events staged over several days,

particularly those that attract national/ international delegates, some attendees mayopt to bring others with them such as a familymember. Event organisers, therefore, shouldalso plan or provide suggested activities fordelegates’ travelling companions. This couldinclude visits to popular tourist sites andshopping trips.

1 a In pairs, correctly match the type of event with themost suitable purpose.

Type of Event Purpose

conference team building activity

football match showcase newproduct

product launch entertainment

cocktail party marketing andpromotion

school music concert disseminate/gatherinformation

formal lunch christmas for kids

book launch team building activity

family barbeque award presentation

retreat publicity of businessactivities

b List two or three objectives for each of the aboveevents.

2 Prepare a series of three- to five-minute podcast/

webcasts or brochures on Events Fundamentals.3 Using appropriate software, prepare a

communication plan for an event that is coming upin the school.

ACTIVITY

10.14 Prepare a table that accurately describes the types of

attendees at events. Headings could include name,organisation, etc.

5 Imagine that your town/city is planning to host anevent next year that is expected to attract delegatesfrom around Australia. What useful information aboutyour town (or region) could you provide to theseattendees and their companions? Design a brochure,web page or YouTube video highlighting interesting‘things to do’ and tourist attractions.

6 You are in the process of establishing your own eventmanagement business. Select an appropriate name for

your business. Then, use the internet to find examplesof templates for documents that will help you to plan,track and organise events (no matter what the scaleof event). Adapt these templates to design your ownportfolio of event documentation.

7 Design a spreadsheet outlining the following:• school events planned for the next 12 months• objectives of each event• budget for each event• concepts/themes• person/s most likely to be given responsibility for

organising these events• key stakeholders•

the potential attendees (including special guests). You will need to add to or modify your table over theremainder of this chapter as information is gatheredor changed.






EVENT ORGANISATIONHaving considered the fundamentals of eventplanning, the actual organisation of the eventcan now get underway. And while there arenumerous aspects of event organisation, keydecision-making and organising activities willnaturally evolve through consideration of thefollowing:• timing the event• keynote speakers• timelines• budget•

venue• catering• marketing and promotion.

TIMING

One of the very first duties of an eventsmanager will be to ‘lock down’ the date of anevent, including its time duration (e.g. hoursor days). This will involve researching relevantinformation about other events likely to clash with the proposed dates. For example, schoolholidays, common times of annual leave (such

as Christmas/New Year) and statutory holidays(such as Easter) can be a problem for someorganisers, but are preferred by others.

ACTION TASK

In Australia, there are two major sporting events that areoccasionally staged the same weekend: AFL Grand Final(a Saturday afternoon, Melbourne) and the NRL GrandFinal (a Sunday afternoon, Sydney). Imagine if these twoevents were held at the same time on the same day.Would this change to timing have any impact on eitherevent? As a class group, discuss potential outcomes,positive and negative. ( HINT: Consider all stakeholdersfor each of these events.)

Seasonal weather can also affect thetiming of events. For example, tropical NorthQueensland is cooler and less humid during the winter months and therefore more pleasant to visit at that time of the year, whereas southernAustralian regions might be more appealingto international delegates during spring andsummer.

Large public events usually have a recurringdate so that people associate that time of the year with the specific event; for example, the

Australian Open is always held in January

and the Melbourne Cup in early November.Knowing the timing of potentially conflictingevents enables organisers to plan for, or around,such events. This is not such a problem, orconsideration, with ‘one-off’ events planned byan organisation.

In other events, the timing of combinedactivities can be a great drawcard forparticipants. For example, a dinner functionheld to launch a new product may work wellif it is timed with the staging of a ‘big-screen’

viewing of a major sporting event, and with theaddition of a nationally renowned sports starguest appearance at the function.

ACTION TASK

From the article below, analyse how food, opera andwine have been combined to create one harmoniousevent. Consider other ‘combinations’ that might workfor an event you have previously attended or would liketo plan.

Timing can also be affected by theavailability of a desired venue or guest speaker,

so alternatives always need to be considered.

Food, opera and

wine join inperfect harmonyDavid Kidd from the Ten Tenors and sopranoLeslie Martin will attend an Opera Luncheon atDell ugo South Bank.

Winemaker Greg Cooley will showcase 11 ofhis wines from his vineyard in Clare Valley along with a five-course Italian Luncheon July 17 witha midday start.

Featuring great opera, food and wine, bookingscan be made now.

A variety of canapés will be served along withtwo different entrees including scallops cooked

with olive oil and garlic, and mushroom androcket risotto in white wine sauce; the main willbe veal shank served on a bed of mash potato andbaby carrots finished with taleggio and pecorinoromano cheese with crackers, fresh fruit andhome-made jam.

Greg Cooley Wines recently received theJames Halliday five-start winery award.

Source: City News, Brisbane, 14 July 2011.






However, the budget may be impacted by thesealternatives so care should always be exercised

when making changes. When deciding on a date to hold the event,a checklist, like the one below, can help.

When deciding upon a keynote speaker, thefollowing questions should be considered:• Does the speaker need to be an industry

expert or leader?• Does the speaker need to motivate the

attendees?• How will this speaker add value to the event?• Will the speaker be able to personalise/tailor

a speech to suit the event theme?• Will a touch of humour be appropriate?• And finally, what will the speaker cost?

XYZ Company tried for six years to attractAndrew ‘Twiggy’ Forrest as a speaker at a majorbusiness event. Mr Forrest, a billionaire resourcesentrepreneur, announced a plan to promote

jobs for 50 000 Aboriginal workers in WesternAustralian mining and XYZ Company took theopportunity to invite him to speak about thistopical subject at its business luncheon. The event was a sell-out success because so many people were attracted by the calibre and reputation ofthe guest speaker. The speaker accepted theengagement because he was keen to publicise hisplan for Aboriginal workers.

Most professional speakers operate throughan agency. When contacting these agencies,they will want to know about the event – the

date/s, its objectives, the type of audienceexpected to attend, how you see them ‘fitting’into the event’s theme and any other relevantdetails to help the speaker make a decision. Inthese early stages, it is good to have a flexibledate until the keynote speaker is confirmed.Because of the difficulties in obtaining thesespeakers, it is also worthwhile to have thenames of a few possible speakers.

Other speakers

Many conferences may require a number ofspeakers who are renowned experts in theirfield. Speakers are invited to submit writtenabstracts initially and then full papers to beincluded in the conference proceedings, whichare usually available to participants. Thesespeakers would then present their papers intimed sessions that are grouped together in likesubjects. Conference delegates attend thesesessions depending on their interest in thetopics discussed, and often use the event as anetworking opportunity to meet like-mindedpeople.

Lead time required to producethe event

Timing that best suits potential attendees

Conflicting activities that may clash withthis event’s timing

Availability of desired venue

Availability of special guests, performers orsponsors

If required, availability of volunteers

Appropriate duration of event (i.e. forconcluding business and achievingobjectives)

Lead time is the

time it takes to plan

and prepare the

whole event.

SPEAKERSEvents are hugely competitive and their successdemands the best speakers the budget canafford. An astute choice of speaker/s can boostattendance at an event, highlight key messages,and improve a business’s brand awarenessand activities. When selecting a speaker, theaudience must be kept in mind and the speakerbriefed thoroughly on the objectives of theevent and the message to be conveyed.

Keynote speakers

Obtaining high-calibre keynote speakers,such as the speakers booked for the BusinessLeaders Hall of Fame (see following page), isquite often difficult. Professional speakers ‘on-the-circuit’ are not available free of charge –the more popular and experienced the speaker,the more expensive it will be. Booking one ofthese speakers should be done as soon as thefundamentals have been completed. Eventorganisers will shortlist two or three potentialguest speakers, just in case the first choice isnot available.






ENTERTAINMENT

The entertainment selected for an event mustbe compatible with the theme of the event. For

example, while a magician might be suitablefor a fundraising event promising an eveningof fun and light entertainment, this may notbe appropriate for a work-focused conference;or imagine a school formal with only classicalor operatic music! Like catering, the choice ofentertainment can have a huge impact on thesuccess of the event.

ACTION TASK

Common choices of entertainment at events includekeynote speakers, a Master of Ceremony ( MC )and background music. In groups of three or four,brainstorm other types of entertainment suitable fora range of events. (Consider events you and/or familymembers have attended as well as those your schoolhas staged.) Once you have your list, nominate the‘best’ event/theme to suit each type of entertainmentsuggested.

TIMELINES

Careful planning over weeks, months, or even years in some cases, is required to ensurethat every aspect of an event is identified and

attended to at the right time. Therefore, eventorganisers use tools, such as timelines and work breakdown structures, to plan for andkeep track of each step requiring attention and

completion before, during and post-event.So that timelines are accurate, a

brainstorming meeting early in the planningstage will help identify all event-related tasks.Organisers can then:• decide what resources are required (human,

financial, etc.)• calculate the start and finish date for each

task• allocate tasks to co-workers• establish a reporting system to monitor

progress•

create timelines for each task• create a Work Breakdown Structure.

The use of a Work Breakdown Structure(Figure 10.2 on next page) can assist indetermining when tasks need to be done, who will do them and the allocated budgetfor their completion. This strategy can serveas a memory aid to remind everyone of theirobligations in the progress of the event. It isalso a check for the organiser to ensure allitems have been attended to in a timely way,and provides a follow-up list for reporting anddiscussing progress at meetings.

An MC is a Master

of Ceremonies who

comperes the event,

making sure the

run sheet has been

followed on time.

Tickets for the Queensland Business Leaders Hall of Fame 2012Induction Dinner will close on Sunday 22 July. If you are yet tosecure your tickets for this special event, please do so beforeyou miss out!

Join special guests, Her Excellency Ms Penelope Wensley AC,Governor of Queensland, and Master of Ceremonies,Sharyn Ghidella from Channel 7, on Thursday 2 Augustfor a night of celebration and entertainment.

Date Thursday 2 August 2012Time 7pm for 7.30pm til late Venue Plaza Ballroom, Brisbane Convention &

Exhibition Centre, Grey St, South BankDress Black tieTickets $ 149 per person (incl. GST) $ 1390 per table of 10 (incl. GST)

Tickets can be purchased by clicking here.To view the highlights from the 2011 Induction Dinner and formore information visit the website, www.halloffame.slq.qld.gov.au or contact [email protected] or 07 3138 2532.

2012 Induction Dinner Ticket sales closing soon

Hall of Fame Business LeadersQ U E E N S L A N D



http://www.halloffame.slq.qld.gov.au/


mailto:[email protected]







Event managers can also use spreadsheetprograms and project-management software tohelp them produce timelines that illustrate keyactivities and deliverables (see Figure 10.3).

Timelines are best created by workingbackwards from the date of the event, carefully

judging how long each task will take, andentering every item. It is always good practiceto leave a few extra days for completion priorto the event as this takes into account thepossibility of any unforeseen delays. Aspectsof the timeline that are non-negotiable (e.g.

Task Budget Resources By whom Timing

Book venue $12 000 Co-sponsorship XYZ Co. $1000 Sue Smith 6 June

Catering quote $7000 Brainstorm list of options, specialdietary requirements

John Nguyen 20 June

Printing $1500 Draft posters, etc.Draft program

Marty John 18 July20 July

Figure 10.2 WorkBreakdown Structure

Figure 10.3 Project-management software






when a deposit must be paid to secure a venueor speaker) must be clearly highlighted andcommunicated to the relevant stakeholders.

Grouping tasks by colours to quickly identifyrelated items is also a useful strategy to adopt,as illustrated in Figure 10.4 below.

At times there may be a need to considerchanges to some aspect of the planning.However, no change should be implementeduntil full consideration is given to the impact ofthis action on other planned activities as well asthe budget.

TIMELINES FOR AWARDS PRESENTATION – 25 July

Item 6-Jun 13-Jun 20-Jun 27-Jun 4-Jul 11-Jul 18-Jul 25-Jul

Book venue

Pay venue deposit

Confirm venue booking

Prepare budget

Price trophies

Compile guest list

Awards recipients list

Send invitations

Order trophies

Get trophies engraved

Check trophies for accuracy

Check budgetRehearsal for event

Figure 10.4 Exampleof timeline

For information on

sponsors, see page 311.

A budget ‘blow-

out’ means that the

budgeted amount

has been exceeded.

BUDGET

The budget is a forecast of expenses that theevent will incur, along with potential incomesuch as registration fees and sponsorshipcontributions. Management will normally

provide the event planner with an estimatedbudget figure to work within, or they may askthe event organiser for a projected budgetthat includes all estimated costs and revenue. Where events are co-sponsored (e.g. a majorbank sponsoring a sporting event or a nationalsupplier co-sponsoring a trade show forindustry distributors), these funds are includedas income in the budget. For this reason, itis important to attract sponsors as quickly aspossible.

Depending on the event staged, budgetitems will vary. For example, a short day-time

event might involve budgeting for room andequipment hire, a guest presenter as well ascatering for morning tea/lunch while a weekendmusic festival would require much more; forexample, insurance, tickets, marketing, security,entertainment, venue hire, seating, catering,

merchandise, accommodation, first aid station,cleaners, volunteer or paid helpers, and so on.Staging an event without ‘blowing the

budget’ is a key challenge, particularly wherean event manager is reliant on cost-recovery,for example, through ticket sales, food, drinksand merchandise. The projected sale ofthese items must meet planned budgetaryexpectations to ensure the success of the event.Any organisation staging a paid event willalways hope to make a profit or, at the veryleast, break even (i.e. making neither a profitnor a loss).






ACTION TASK

Design a spreadsheet template that will enable you

to categorise and track expense items (projected andactual) for a carnival being held at your school. Interviewthe committee responsible for organising these typesof events within your school to make sure you haveincluded all the necessary expenses and projectedincome. Once designed, provide a copy of your budgettemplate to the committee.

Depending on the type of event, examples ofother expenses requiring attention in a budgetinclude:• insurance to cover loss of any kind, such as

loss of revenue and personal injury risk•

printing and stationery costs such asbrochures, programs, posters, flyers, tickets,photocopying, letterhead and envelopes

• postage• name badges• materials for attendees, such as a satchel with

notebook and pen• promotion costs for advertising, corporate

give-away promotional items and signage• equipment hire such as sound systems, two-

way radios and event staff• guest speaker fees• transport, travel and accommodation for

invited guest speakers or VIPs• trophies or awards• lucky door prizes• table centrepieces/decorations• salaries of event organisers• medical expenses such as a First Aid Officer• miscellaneous items – anything that needs to

be bought for the event must be costed andincluded in the budget, even balloons andserviettes!Quotes should be obtained for all expenses

so that costing is accurate. Because it is not

possible to know with absolute certaintythe final cost of every budgeted item, thereshould be some room in the budget to allowfor adjustment and refinement. For example,costs may escalate over the course of organisingan event, particularly those that have a longlead time such as international conferences,Olympic Games and centenary celebrationsfor large institutions. In spite of this, eventscan remain within budget limits if a weightingis applied to the costings, that is, a marginof 5 per cent or 10 per cent can be added

to compensate for the likely rise in prices of various items. Some planners also allow for a‘discretionary’ or ‘contingency’ amount inthe budget to cover overlooked or unplanneditems as well as unforeseen circumstances that were not budgeted for but which may benefitthe event.

Sponsorship

ACTION TASK

Divide the class in half. One half will be organising aschool sporting event and the other a cultural event.Brainstorm the types of expenses you would expect andcompare with the other group. Who do you think youcould approach to sponsor your events? Why would you

choose those organisations? Share your ideas.

Sponsorship has many benefits, including thepotential to enrich and raise the profile of theevent as well as attract more attendees. Ofcourse, the sponsor will expect a return oninvestment (ROI), such as increased brandawareness and their logo prominently displayedin event marketing campaigns. Sometimes, asponsor may want a list of attendees so theycan assess the impact of their sponsorshipdollars. For privacy reasons, this would be

communicated to the sponsors without namesbut would include the position of the personattending and the organisation represented.

Sponsorship dollars are more likely to beforthcoming if the sponsor can envisage thetarget audience being turned into clients. Aspart of the deal, attendees should be madeaware of the sponsors and encouraged to usethem.

Discretionary

budgets allow a

certain amount

for items that arenot itemised in the

budget but which

may be purchased/

included at the

discretion of the

organisers.

Contingency

means planning as a

fallback position for

something that could

happen, in this case

unforeseen items,

and having set aside

a certain amount to

cover them.






ACTION TASK

As well as the obvious financial gain from having

sponsors, what other benefits can you think of in havingsponsors for your event? What do you think a sponsorwould expect in return for their participation?

Opportunities for sponsorship are packagedand advertised by event organisers. Forexample, different levels of sponsorship canbe offered (such as platinum, gold, silver andbronze), with corresponding benefits accordingto how much money is committed.

At conferences, sponsors are often allocatedareas in the best venue locations to enable themto set up displays of their products or services.

They may be promoting specialist tools andequipment, textbooks or other merchandise to what is regarded as ‘captive’ audiences (those who would already be interested). These boothsare regarded as good marketing and promotionopportunities by sponsors.

As well as business sponsorship, sometimesgovernment grants may be available to assistin covering costs of major events, particularlythose involving the community such as acultural or heritage events.

Budget controlOnce the budget is prepared and approved, itmust be controlled appropriately. Any proposedexpense must be examined to determine thatit fits ‘within budget’ and, if not, it may be

rejected or offset against discretionary budgetallowances if the expense has recognisedbenefits to the delivery of the event.

One excellent strategy for controlling budgetexpenses is to set up a spreadsheet (Figure 10.5below) showing diminishing balances, whichshows at a quick glance how much remainsunspent in each category. Simple formulaeshow how the budgeted amount for eachcategory is diminished each time there is anexpense in that category.

In this example, $8000 is available for the venue hire, and when the deposit of $1000 was paid on 3 May, it is clear to see that $7000remains.

Each expense should be entered intothe budget expenses spreadsheet as soon aspossible so that nothing is overlooked. It isthen a simple matter of using auto fill in thespreadsheet application to determine thediminishing balance. This shows how much hasbeen spent and what remains in each categoryat all times. If there is a budgeted amount leftover, it can be re-allocated to another area, ifnecessary.

At all times, strict cash control measuressuch as evidence of receipts, accurate records

and two people responsible for approvingpayments should be implemented so that thebudget is not compromised.

PERFORMANCE AWARDS PRESENTATIONS

3 December 2014

BUDGET EXPENSES Venue Marketing

Guest

Speaker Theme Printing Travel

Date Particulars Amount $8000.00 $2000.00 $3000.00 $2000.00 $2000.00 $1000.00

3-May Deposit 1000.00 7000.00

17-Jun Invitations 485.00 1515.00

23-Jun Speakers Corner:Deposit

1000.00 2000.00

1-Jul Brochures 500.00 1500.00

14-Jul Taxi to venue 24.50 975.50

27-Jul Printing balloons 89.35 1910.65

Figure 10.5 Budgetspreadsheet

Diminishingbalance means

that as each item is

accounted for, the

balance available

(unspent) reduces or

diminishes.

For information on

controlling cash,

see page 247.






VENUE

The selection of venue must be appropriate

for the type and size of occasion, and is one ofthe first considerations in planning an event. Itshould be neither too large nor too small.

ACTION TASK

Think about your final year celebrations at yourgraduation. At what venue would you like to hold yourfunction? Outline your reasons for the venue you select.Brainstorm all the different places people have chosenand then try to come to a consensus on the best place.

When selecting a suitable venue, factors toconsider include:•

type of event, timing and duration• anticipated number of attendees• size and location of the event area• room set-up• facilities available, e.g.:

– accommodation near or on-site – designated registration area – food services and catering – toilet facilities – car parking and traffic flow – if event is outdoors, availability of shelter – disability access – security arrangements.

• environmental factors, e.g.: – seasonal weather – pollution – environmental impacts – noise levels in residential areas.

• vehicle access to site for suppliers, andservice and emergency vehicles

• potential hazards. Well-organised event personnel will have a

file containing brochures and photographs withadditional information about:• venue location, e.g. city, beach, country, etc.

• number of people it can comfortably cater for• layout of the venue with various options for

different sized or themed events• facilities and equipment available• cost of venue hire• catering packages and costs• contact details of the venue’s host• previous experiences, e.g. ‘Food was not

up to standard’, ‘Lovely area and everyoneenjoyed the atmosphere’

• venue staff who were particularly helpfulduring previous events staged at this venue.

Room layout is another consideration at the venue:• Should there be tables or rows of chairs?• Should you have tables of eight or 10?• Should tables be round or square?• How far apart will tables be positioned?• What happens if attendance numbers change

(e.g. room to expand)?• Where will the speaker/s stand – stage area?• Will there be guest names at each table

place?• Where will the VIP guests be seated?• How will the room be rearranged if

attendance is low?If your venue is appropriate and the theme

well chosen, there will be a palpable ‘WOW!’factor when your guests arrive that will ensurethe success of the event.

CATERING

Catering – the provision of food and drinks –must be appropriate for the particular type ofevent. Attendees are usually most critical ofthe standard of food served at large gatheringsand the lack of quality (and quantity) can maran otherwise successful event. Therefore the

quality of catering should not be sacrificedfor short-term budgetary gains, as this will jeopardise not only the success of the event butalso the reputation of the business. It may bepreferable, for example, to offer fewer coursesor less-expensive items (e.g. chicken instead ofseafood) rather than to suffer inferior quality.

FACT!

Hiring the venueis usually the most

expensive item in

the budget. Besides

paying for the venue

hire, the event

planner may also

need to budget for

‘add-on’ costs such

as fees for providing

sound recordings,

requests for specific

equipment in rooms

and including special

items on the tables.

A list of additionalcosts from the venue

should always be

obtained – never

assume that it is all

included in the venue

hire.






ACTION TASK

Debate the following statement:

Catering choices are critical to the success of any

event.

Some people have special dietaryrequirements that must be considered as partof the catering process. Making provision forthis item on invitations is essential, so thatattendees can make their special requirementsknown to the organiser. Requests for gluten-free and vegetarian food items are common,and food allergies (with the allergy specified)should always be considered.

If the event is to occur on business premises,there may be conflict between the service ofalcohol and company policy. Licensing lawsmust be strictly adhered to, with information

about these laws available through the Officeof Liquor and Gaming Regulation (OLGR).

Public events also need to hold a permitfrom the OLGR to sell alcohol at an eventand organisers must ensure that those servingalcohol are trained in the Responsible Serviceof Alcohol (RSA Certificate).

ACTION TASK

Research the requirements of a RSA Certificate. Ifyou were under the age of 18, would holding a RSACertificate enable you to serve alcohol at a cateredevent? Explain why or why not.

MARKETING AND PROMOTION

There is no guarantee that any event will be

well attended, so effective marketing andpromotion is crucial to attracting the targetaudience. There are many tools available toreach potential markets, including email, websites, traditional media and social media(including blogs, Twitter, Facebook andLinkedIn).

The method chosen to advertise theevent is very important to capture interestfrom the right people. The event shouldalways be advertised prominently on the hostorganisation’s homepage with direct links to the

registration page. This area should be brightand eye-catching, maintaining the ‘look andfeel’ of the theme selected for the event. Whenplanning this page, appropriate key words thatare easily searchable should be used.

ACTION TASK

Study the following advertisement and critique its meritsand faults. Redesign the advertisement to improve itsimpact.

InvitationsInvitations must be appealing to maximiseinterest and attendance, and should containcorrect details of the following:• date and time of the event• type of event, e.g. business breakfast, dinner

dance, fundraiser, etc.• location information including venue room/

floor and address• theme (if applicable)• guest speaker or other entertainment• RSVP information, e.g. to whom the RSVP

should be sent and the closing date forresponses (usually a week or more prior tothe date of the event)

• sponsors (if applicable).

Come to Per th for

AFRICA DO WN UNDER

2 9-31 Augus t 2014

Fur ther in forma tion:

w w w.a fricado wnundercon ference.com

Acc ess the O LGR webs iteat www.cambridge.edu.au/

bct1weblinks.



http://www.africadownunderconference.com/

































http://www.cambridge.edu.au/

http://www.cambridge.edu.au/







Invitations may be sent by mail, email orsocial media, and may be advertised in journals,distributed by brochures, via professionalorganisations, flagged on web pages and so on.

The invitation below for the launch of anewly published book was circulated by email.It provides all the required detail plus aninteresting ‘tempter’ regarding the contents ofthe book that draws the reader in and creates asense of curiosity.

ACTION TASK

How would you redesign the invitation below to makeit more appealing? What audience would you envisageand how would you distribute this invitation?

Name tags When all RSVPs have been received a guest list

should be prepared that also includes specialguests, guest speakers, MC and staff. This listcan then be used a few days prior to the eventto prepare name tags (use mail merge), whichshould show, in an easily read font, the first andsecond names of the guest and their companyor organisation affiliation.

Name tags should be displayed inalphabetical order on a table near the entranceto the venue and staff member(s) assigned togreet guests and give themtheir name tags.

In the early planningstages, a decision will bemade on what to give eachattendee upon arrival and/ or departure. For example,for lengthy industryconferences, attendees canexpect to receive some typeof bag/satchel printed withthe event name/theme and major sponsors.These bags will normally contain:• a notebook and pen both printed with the

conference details and/or name of a sponsor

or venue host• brochures• sponsor-related marketing materials• printed conference program• evaluation sheets• conference sessions (if applicable)• other promotional materials.

Quite often, sponsors will provide most ofthe promotional material for the satchels as it isa means of advertising for them.

ACTION TASK

Undertake a Google search using the words,

‘promotional products Australia’. How many resultswere returned? Click and browse through the firstfew results (which are sites for promotional productbusinesses). What are the most common promotionalproducts that appear on these websites? In youropinion, which of these products would make suitablegifts for a variety of events, and why?

X Y Z Sa f ety

Miles DuttonBr isba ne Cit y Council






1 Access the websites of Aim Events or BrisbaneWoman at www.cambridge.edu.au/bct1weblinksand, using dot points, summarise the advantages ofusing this type of promotion for events.

2 Read the scenario below, and analyse Yuan’s actionsand reactions. Suggest any improvements for Yuan’s

event organisation. Justify your suggestions. Yuan was asked to organise a seminar with staff

and a well-known, highly regarded professoras guest speaker. He timed the event to suit hismanager and the availability of the guest speaker

(even though it was during a school holidayperiod). He hired the best room available, whichhad a beautiful outlook over the river and seated

70 people. It also had an anteroom that was idealfor presenting the lunch and provided amplespace for people to mingle and chat.

ACTIVITY 10.2 Yuan entered the appointment date in

each staff member’s online calendar but wasdisappointed to only receive 11 acceptances. He

was sure that more people would be interestedbecause of the appealing guest speaker. If he stillhad more time available, he would ring staff to tell

them what the seminar was about and encouragemore interest (and confirmed attendees).

3 Access appropriate websites to learn about businessand tourist events that might help or hinder the oneyou are planning for your town/community. ( HINT: Yourlocal council, chamber of commerce and conferencecentre/facility, along with any region-specific websitesfor tourists, are good places to start.)

4 Complete the table below with the appropriatemarketing and advertising strategy:

Type of event Marketing strategy Advertising

School social event

Cricket social

Small business awards

French Festival

Business lunch

Book launch

Scientific conference








EVENT LOGISTICSEvent logistics refers to the management of theevent on the day. This can be a very stressfultime for event organisers, but less so wheneverything is well organised in advance andall contingencies considered. Experiencedevent organisers will be confident before theevent that everything has been done to ensuresuccess and will have considered run sheets,staff briefings and rehearsal.

RUN SHEETS

Experienced event managers never assumehelpers, volunteers and venue staff will know what to do and when to do it. Run sheets suchas that for a lunch function (Figure 10.6 onthe following page) are lists of the timings ofeverything during the event, from switchingon the lights, ensuring technology is workingand staffing the registration desk, to concludingthe proceedings and closing the door after theevent.

While each event is unique, there will be runsheets for every person tasked with supervising

a key aspect of the event, such as the:• event manager – overview of all planned

activities and timings for these• venue manager – overview of planned

activities involving venue personnel, andtimings for these

• registration staff – roster of those who will bestaffing the desk, and when

• audio-visual staff – cues for turning the lightsup or down, turning microphones on, playingmusic, etc.

• food and beverage staff – when to serve food

and refreshments, times to clear tables• Master of Ceremony (MC) – order of the day,

who to introduce and when• entertainment acts – overview of the program

and clear indication of when each act willbegin and end

• trade display personnel – when attendees will break for morning tea and lunch, which will be the busiest times for those staffing thedisplays.

BRIEFING STAFF

All event staff, including caterers, must bebriefed about their responsibilities, that is, whatto do and when, and where they should belocated during the event. For events involvinga large area (such as multiple conferencerooms split over two levels of a venue), a planof the venue’s layout and the location/timing ofscheduled activities should be provided as partof the briefing document for staff.

REHEARSAL

Depending on the nature of the event, theorganiser may schedule a rehearsal prior to thestart of the event using the prepared run sheet.A rehearsal will highlight potential problems,such as timing of audio with AV equipment,positioning of speakers and attendees, etc.

RISK ANALYSIS

One important responsibility for the events

manager is to recognise and plan for whatcould go wrong prior to and during an event.The types of issues identified can be theresult of past experience and feedback sheets.To assist with this aspect of planning, eventorganisers are required by law to undertakea risk management strategy to identify andassess potential risks. The management of theserisks must follow the Hierarchy of Control asoutlined in the WHS legislation.

For information about risk

assessment and hierarchy

of control, see page 134.






Figure 10.6 Run Sheetfor lunch function

Time Task

11.00 am Arrive at venue and ensure all event staff are present

Distribute run sheets to all staff involved

Ensure all staff know where they are to be and are at their stations

Check that air-conditioning is functioning

Check with catering manager that all is in order

Ensure tables are correctly placed and the correct number of tables/places has been set up

11.10 am Check audiovisual equipment is set up and operator present

Check location of microphone

11.20 am Ensure registration desk is placed at door for name tags and sponsor bags (if applicable)

Set out name tags in alphabetical order

Place banners or other advertising materials

11.30 am Guest speaker to arrive

Run sheet to guest speaker

Check speech notes and answer any queries

12.00 noon Guests arrive

Guests have drinks and chat

12.20 pm Guests requested to be seated as per seating plan

12.30 pm First course to be served

12.45 pm Clear away first course dishes

12.50-1.00 pm Main course served

1.10 pm MC to begin proceedings by welcoming everyone

Housekeeping issues as required

1.15 pm MC introduces guest speaker

1.15-1.40 pm Guest speaker gives address

1.40-1.50 pm Questions

Coffee/tea to be served

1.50 pm Thanks to guest speaker

Roll sponsor tape

2.00 pm Conclude event (be specific)

2.10 pm Discuss with catering manager the food service and quality

Highlight any problems

2.15 pm Debrief staff

Collect name tags and undistributed sponsor bags, banners or other advertising materials

If AV equipment hired outside venue, ensure you have made arrangements for it to be collected after event

2.30 pm Exit






IDENTIFYING RISKS

ACTION TASK A major annual event was planned at the Stalton

Hotel, Brisbane, and the return rate of RSVPs heldpromise of another successful event this year. Theevent organiser noticed during a pre-event visit to

the venue that there was major renovation workbeing undertaken following recent flooding. Theevent organiser asked for, and received, assurance

from the venue manager that the renovation workwould not occur during the event because of thelikelihood of noise and power outages. During

the event, in the middle of the keynote speech,the venue lost all power, leaving 250 paid guestssitting in the dark with no sound system or air-

conditioning. How would you handle the risk of this occurring, and itsconsequences? Discuss with your class.

Identifying risks involves analysing the source,cause and potential consequences of internaland external risks that could impact on thesuccess of an event.

To help identify and manage risks, thefollowing questions can be asked:• What could affect achieving the objectives of

the event?• What is likely to cause this?• What could the source of this risk be?• What will be the effect of this risk on the

event?Once the risk is identified, the likelihood

of it occurring can be ranked, with effectivecontrols put in place to minimise or eliminate

the risk. Some potential risks and controlsto minimise them are outlined in Table 10.2below.

Table 10.2 Potential risks and controls

Natural events Use stand-by marquees (budget for these), undercover areas or analternative wet-weather venue as advertised.

Management controls Develop a sound understanding with management and keep them informedthroughout the planning for the event.

Staff sickness and absenteeism Ensure additional staff are on hand to handle minor absenteeism.

Unreliable volunteers Additional volunteers can be mobilised at no cost so ensure ample aresought when planning the event.

Business relationships (such asdifficulties with venue personnel,suppliers or a member of the eventteam)

Identify problems quickly, discuss these openly, and implement appropriateand fair solutions. For example, a difficult relationship with a venuerepresentative could be solved by requesting that the venue assignsomeone else to help coordinate the event. If a supplier has proven to beunreliable in the past, source and change suppliers prior to the next event.

Security of information/records Ensure there is adequate security around information, and records aremeticulously maintained.

WHS risk of injury or harm Complete risk assessment to identify hazards and risks, and implement

control measures.

Unforeseen event conflicts Manage marketing and promotion to maximise attendance numbers.

Financial Strict adherence to the approved budget is essential; regular financialreports keep the information flowing and help in the quick identification ofproblems.

Environmental Check thoroughly prior to the event for any activity going on around thevenue that might impact on the occasion.

For further information on

hazards and risks,

see page 131.






ACTION TASK

With a partner, consider other types of events and

circumstances that might cause an organiser to cancelan event.Brainstorm a list of actions that would result from

a decision to cancel an event. (For the purpose of thisactivity, assume the event involved pre-sold tickets.)

A risk calculator like the one in Figure 10.7below can help determine the degree of riskand the likelihood of the risk occurring.

How do you assess the level of risk using this calculator?

1 Consider the possible consequences should the risk eventuate (Howseverely could it hurt someone; how much damage could it cause if it happens?)

2 Consider the likelihood of risk eventuating under the stated circumstances(Apply knowledge and experience of the risk and/or obtain advice from someonewho knows)

3 Marry the two to arrive at the Risk Level

What do you do about it?

1. If this is your Initial Risk Level, apply existing controls or develop controlsto eliminate or reduce the Risk Level (Refer Hierarchy of Controls)

2. Re-assess what the Risk Level will be after the controls are applied (Residual RiskLevel)

3. Carry out the Action Required for the Residual Risk Level as per the table above

Figure 10.7 Riskcalculator

LIKELIHOOD:

How likely is it to happen?

CONSEQUENCES: How severely will it hurt someone (if it happens)?

Insignificant (no injuries, nodamage)

Minor (first aid treatmentonly; damage /spillage containedat site)

Moderate (medical treatment;damage / spillagecontained but withoutside help)

Major (extensive injuries;loss of production;significant impact)

Catastrophic (death; toxic releaseof chemicals;extensive damage)

Almost certain – expected tooccur in most circumstances

3H

3H

4 A

4 A

4 A

Likely – occurs frequently inmost circumstances

2M

3H

3H

4 A

4 A

Possible – has been known tooccur in certain circumstances

1L

2M

3H

4 A

4 A

Unlikely – could occur at sometime but improbable

1L

1L

2M

3H

4 A

Rare – may occur but only inexceptional circumstances

1L

1L

2M

3H

3H

Score and Statement Action

4 A: Acute

ACT NOW to eliminate or reduce risk – URGENT – do something about the risks immediately. Refer tomanagement if outside your scope to control. Proceed only with the greatest caution.

3H: High

Implement controls to remove or reduce the risk before proceeding. Refer to management if outside your scope tocontrol. Seek advice, stay focused and remain aware.

2M: Moderate

Proceed with caution and monitor progress closely. Follow safe work procedures. Stay focused and remain aware.

1L: Low

Proceed with activity. Record and review if any equipment/ people/ materials/ work processes or procedureschange. Remain aware.

Source: Queensland University of Technology, Brisbane.

ACTION TASK

Invite your school’s WHS officer to show you some of

the risk assessment forms completed for events atyour school. Create a risk assessment template then,in pairs, complete a risk assessment form for the nextplanned event. Compare with others. Send to the WHSofficer for critiquing. Then, using the risk calculator inFigure 10.7, rate the likelihood of any risks occurring.What controls will you put in place to minimise theserisks?






DEALING WITH CHANGES

Event organisers always consider situations that

could impact on an event’s planned activities,and prepare contingency plans accordingly. Forexample, the threat of heavy rain on the dayof an outdoor festival would certainly threatenattendance figures. However, organisers canplan to minimise the impact of rain by erectingmarquees and covered viewing/eating areas,and providing umbrellas and raincoats forattendees to purchase.

The sudden illness or delayed arrival of aspecial guest can also present challenges foran events manager. If the guest wasn’t critical

to the event’s success (i.e. the guest was one ofmany scheduled to attend), this non-attendancecan easily be communicated to attendees onthe day of the event. However, if the guest wasa major star attraction for the event, and theevent’s financial success was dependant on thisguest, then the organisers will need to considerhow best to deal with this unexpected changein the event’s proceedings.

As part of their contingency plans in theearly stages, alternative speakers should havebeen arranged so it may be possible to obtainthe services of one of those. However, if no-oneof a similar calibre is available, other options would need to be considered such as cancellingor postponing the event.

If the date needs to be changed, there willmost likely be charges imposed by the venue.Therefore a cost/benefit analysis would need tobe undertaken by key stakeholders and eventorganisers.

EVALUATION

Post-event, there are several tasks that require

attention as part of the process of evaluation(often referred to as ‘closing the loop’). Theseinclude:• sending letters of thanks to guest speakers,

sponsors, helpers and volunteers• finalising the finances and reconciling the

budget (i.e. comparing actual expensesagainst budgeted expenses)

• capturing and summarising data fromattendees’ evaluation forms/online surveys

•

scheduling and facilitating a debriefingmeeting to discuss the success (or otherwise)of the event, review evaluation data, andrecord suggested changes and ideas for thenext event (if similar in nature to the one thathas just been staged)

• preparing formal reports to management,sponsors and other key stakeholders.To conduct a meaningful evaluation, the

success of the event must be measured againstthe objectives. Some questions to help with thisinclude those in the box below.

The answers to all these questions should be

recorded in the event file for future reference.In this way, event organisers can build expertiseand gain confidence in their skills, which willdirectly impact on the success of future events.

Was the potential of the event realised in terms of the event objectives?

Did the event meet all its objectives? If not, why not?

Were the objectives too optimistic? Realistic?

How can the success of the event be measured, e.g. impact on sales,increased number of registered members, more donations, etc?

Was a successful rate of attendance achieved? If so, what worked toattract attendees? If not, what could be changed for the next event?

Was budget expenditure contained? If not, why not?

Did the attendees enjoy the catered food?

Is the caterer suitable for another event? Why/why not?

Did the guest speaker add impact and value to the event? If not, why not?

What went well on the day of the event?

Were the run sheets accurate?

What went wrong on the day of the event? Could this have been avoidedand, if so, how?

What can be done next time to stage an even better event?






An ac ti vit y o n e vent man agement is avai lable a t

www.cambridge.edu.au/bct1weblinks.

1 Using a mindmapping software application or thediagram feature in Word, prepare a graphic outlineof the major points throughout this chapter to gainan overall picture of the requirements of organisingan event.

2 a In 10 words or fewer, describe the purpose of arisk assessment.

b List and describe in your own words the types ofpotential risks faced by event organisers. Invite theWHS officer/events coordinator at your school todiscuss these risks.

ACTIVITY 10.33 From information in this chapter and further research,

use Survey Monkey (or other free survey software)to design an online evaluation form for attendees toprovide feedback. Consider how you can maximisefeedback using this format.

4 Volunteer to assist with the organisation of an eventoutside the school. It could be a club you are involvedin. After attending the event, prepare a 500–1000word review article about the event for the localnewspaper. Include an evaluation of the event’ssuccess as well as personal reflections about yourevent experience.



event management chapter.pdf

Documents