MOD 3_ PPT 1-12.pptx

EVENT PLANNING & MANAGEMENT MODULE 3 LESSON OBJECTIVES Define and event, their classifications and categories Put an event plan into motion Select a venue Develop an event program and content Understand site planning essentials for an even...

EVENT PLANNING & MANAGEMENT MODULE 3 LESSON OBJECTIVES Define and event, their classifications and categories Put an event plan into motion Select a venue Develop an event program and content Understand site planning essentials for an event Understand site safety and logistics How to build and develop an events team How to promote and publicize an event Understand budgeting, finances and procurement for events management Understand how to execute and manage an event on the day of How to conduct post-event evaluations, measure success and gain insights How to future-proof events EVENT PLANNING & MANAGEMENT LESSON 1  Defining an Event IS MEMORABLE AND SPECIAL IS AN ORGANIZED TEMPORARY OCCASION IS A PLANNED GATHERING WITH A PURPOSE All of the Above Defining an Event What is Event Management? Introduction to Event Management  TYPES OF EVENTS CATEGORIZATION BY TYPE CATEGORIZATION BY SIZE & IMPACT: 4 categories of events – local, major, hallmark and mega – identified by Bowdin et al (2012). FREQUENCY: Christmas and New Year celebrations are obvious examples of events that occur annually. Business events such as half- yearly sales meetings, monthly staff awards and prize-givings as well as daily team meetings are also events that can be categorized by their frequency. GEOGRAPHY: Sporting competitions are a good example of events that can easily be categorized by geography. In the sport of athletics there are World and European Championships, with each event occurring every two years. Many countries around the world also host both  TYPES OF EVENTS SECTOR: When asked ‘what do you do?’ an events professional might explain that they manage events in a particular sector, such as the corporate, public or charitable sector. INTERNAL OR EXTERNAL: Examples of internal events include staff team-building events and staff meetings. These events are usually only attended by employees working within a particular organization and are often referred to as ‘in-house’ events. External events, on the other hand, are used by an organization to engage with people from outside the company. These include events such as product launches and media events. CATEGORIZATION BY SIZE & IMPACT: 4 categories of events – local CATEGORIZATION BY SIZE & IMPACT: 4 categories of events – local CATEGORIZATION BY SIZE & IMPACT: 4 categories of events – major “Cultural Festivals” CATEGORIZATION BY SIZE & IMPACT: 4 categories of events – Hallmark “Wimbledon Tennis Championships” CATEGORIZATION BY SIZE & IMPACT: 4 categories of events – Hallmark “Wimbledon Tennis Championships” CATEGORIZATION BY SIZE & IMPACT: 4 categories of events – Hallmark “The Glastonbury Festival” CATEGORIZATION BY SIZE & IMPACT: 4 categories of events – Mega-Events “The Olympic Games”  Categorization of Events by Type Events are most often categorized according to their type. So, for example, although a family birthday and wedding might be very different, they can both be grouped as private events. Similarly, a business meeting or trade show can be grouped under the category of business events. Getz’ typology of events is the most commonly used method of categorizing events by type. Table 1.1 shows the eight different types of events as categorized by Getz (2012) and includes examples of each. Categorization of Events by Type Table 1.1 Getz typology of events  Categorization of Events by Type Table 1.1 Getz typology of events Cultural celebrations Business and trade Arts and Educational and entertainment scientific Festivals Meetings Concerts Conferences Carnivals Product launches Performances Seminars Religious events Trade shows Awards ceremonies Training  Categorization of Events by Type Table 1.1 Getz typology of events “Continued” Political & state Private events Recreational Sport competition Political summits Parties Games Individual/Team Royal occasions Weddings Outdoor activities Amateur/Professional State visits Family occasions Adventure activities Local/International SIZE AND STRUCTURE OF THE INDUSTRY SIZE FRAGMENTED NUMBERS STRUCTURE EVENT CLIENTS EVENT ORGANIZERS EVENT SUPPLIERS Structure We have seen that the very nature of an event brings people together (attendees), but an event also brings together a range of individuals and organizations whose involvement and interaction is necessary to ensure the smooth running of an event. It is possible to group these into three categories: 1. Event clients 2. Event organizers 3. Event suppliers Structure  Structure Event clients: Events clients are the buyers of events, who hire or employ event organizers to plan, organize and run the events on their behalf. Typically, it is corporate companies who have a budget to hire professional event organizers, although private individuals hosting elaborate parties and weddings may also require the expertise of a professional event organizer.  Structure Event organizers Event organizers are professional individuals and groups who plan, organize and run an event on behalf of their clients. An event organizer acts as liaison between their client and suppliers and is ultimately responsible for the smooth running of the event. An event organizer can be tasked with running an event on behalf of their own organization as well as being hired by an external client. For example, in larger companies, events such as Annual General Meetings (AGMs) and annual conferences are often run by an in-house event organizer.  Structure Event suppliers Event suppliers constitute a wide range of specialist organizations providing elements of the goods and services needed by the professional event organizer to ensure the success of an event. The larger the event, the greater the need for goods and services, and the more complex the event, the greater the need for increased technical and specialist support, for example sound and lighting engineers or pyrotechnics operators.  Who Typically Holds an Event? “Event Clients” Government Organizations Individuals Corporations Charitable and Non-Profit Organizations (NGOs) All of the Above RELATIONSHIPS WITH OTHER INDUSTRY SECTORS TOURISM HOSPITALITY MARKETING TRADE SHOWS CLIENT NETWORKING EVENTS CHARITY FUNDRAISING EVENTS EXPERIENTIAL EVENTS SPORT Tradeshows - IPW Las Vegas 2021, international inbound travel trade show Product Launch - Samsung Galaxy Note 8 Presentation in NYC Top 10 Music Festivals Around the World Worth Traveling To 10 Best Carnivals in the World Religious Festivals Political Summit (G20 Summit) Royal Occasions Music Concerts Award Ceremony (OSCARS 2022) Conference Events (World Artificial Intelligence Conference 2019 ) Conference Events (World Artificial Intelligence Conference 2019 ) RELATIONSHIPS WITH OTHER INDUSTRY SECTORS MARKETING EXPERIENTIAL EVENTS RELATIONSHIPS WITH OTHER INDUSTRY SECTORS MARKETING EXPERIENTIAL EVENTS EVENT PLANNING & MANAGEMENT LESSON 2  Chapter Outline By the end of this chapter you will be able to: Explain the importance of adopting a systematic approach to event planning Describe the distinct phases of the event planning process Give an accurate snapshot of all the key planning tasks and activities to be carried out at each distinct phase  Why do they wish to organize this event (Objectives) Who is coming to this event? Post Event (Audience and Evaluation their demographics) Client + Other Stakeholders How much money does Event the client Production/ have for this Execution event? Building Event (Budget) Elements (Theme/Venue/ Design/Vendors/ Marketing) Event Planning Checklist  Putting Event Planning Into Motion Planning an event can be great fun —it unleashes the creative side in us (even those of us who don’t consider ourselves to be particularly creative). It gives us the opportunity to dream up unique and unusual venues to host an event, to conjure up new and exciting activities for event attendees to enjoy, and to create weird and wonderful menus for guests to sample. But planning an event is no easy task and, with much to do, it can prove quite stressful. Featured Event Theme: Four Elements (fire, water, earth and air)  Putting Event Planning Into Motion As an event organizer, you are only too aware that much of the success of the event will be down to how well you plan it and so it’s not uncommon to find yourself worrying about things you might have forgotten or overlooked. Indeed, it is often said that what makes the difference between a good event organizer and a great event organizer is an exceptional eye for detail.  Putting Event Planning Into Motion Fortunately the process of planning an event becomes a little easier with experience. This is because planning any event involves a certain amount of repetition because there are specific key tasks that you will carry out for most events. We call these the essential planning tasks. For example, no matter whether an event planner is tasked with organizing a local village fete or a national sports tournament, many of the essential tasks, such as drawing up a detailed site map, creating a schedule for the event, or promoting the event to the target audience, will  Event Planning Process we have already noted, that there are certain essential tasks an event organizer will be required to carry out for any event. Depending on the size, type and format of an event, an event organizer will prioritize different planning tasks and allocate different amounts of time to these tasks. But the tasks will be carried out in a similar sequence because, for example, it is very difficult to choose a suitable venue or choose a menu until you have a clear idea of what the budget will allow.  Event Planning Process Many authors have attempted to outline the specific steps or stages in the event planning process and we are no different. The Dowson and Bassett (2015) Event planning Model includes all of the tasks we consider to be essential when planning an event and these are grouped into three distinct phases. Figure 2.1 includes all that we consider to be the essential planning tasks carried out by an event organizer when putting on an event. THE EVENT PLANNING PROCESS DOWSON & BASSET MODEL The 3 Phases of the Dowson and Bassett Model PHASE 1 – PREPARATION PHASE 2 - DETAILED PLANNING PHASE 3 - POST-EVENT  Phase 1: Preparation The preparation phase is about the event organizer getting themselves properly prepared. There is always the temptation to rush this stage but you do so at your peril (own risk)! Once the detailed planning is under way, an event organizer rarely gets the opportunity to pause and reflect. An experienced event organizer will tell you how important it is that you have taken preparations seriously and pre-empted (anticipated) as many of the potential issues as possible.  Phase 2: Detailed planning The detailed planning phase can feel like a whirlwind of activity for an event organizer as they race against the clock to be ready for the big day. With lots to do at this stage (and sometimes not a lot of time to do it) the likelihood is that, certainly for larger events, you will carry out some tasks yourself, while others will be shared within the team, and some tasks may require the help of a specialist. Typically the larger and more elaborate an event, then the greater the need for specialist expertise from outside the team (it may be helpful to refer back to the Chapter 1 Checklist: Event suppliers and support services).  Phase 3: Post-event It may seem a little strange to talk about planning activities occurring after the event has finished. There are, however, some extremely important actions to be undertaken post- event, and none more so than completing a thorough event evaluation. Indeed we dedicate an entire chapter to event evaluation later in the book (Chapter 11). Carrying out a thorough event evaluation enables an organizer to assess what worked well and what didn’t work well, providing them with useful lessons for planning future events.  Phase 1: Preparation Developing the Event Concept The initial idea for an event will usually come from the client, and can sometimes be a little vague or ambiguous. For example, a client may approach an event organizer to ‘put on a huge event’ which is held ‘somewhere amazing’ with ‘lots of fun activities’ taking place during the event. While this sounds like a great client to work for (already thinking of big ideas for their event), as an event professional it is important to work with the client to develop a clearer concept of the event from the outset. The clearer the initial concept of the event, then the less likely the event organizer will spend time, effort and resources (including money) focusing on the wrong things. It is equally important that the client has both a clear and realistic idea of the event so that they are not ultimately disappointed that the event did not meet their initial ideas or expectations.  PHASE 1 - PREPARATION A simple but effective way of conceptualizing an event is to use the 5Ws: DEVELOPING THE CONCEPT - THE 5 W’S 1. WHY - are you putting on the event? 2. WHO - is coming to the event? 3. WHAT - is happening at the event? 4. WHEN - is the event taking place? 5. WHERE - is the event taking place?  PHASE 1 - PREPARATION DEVELOPING THE CONCEPT - THE 5 W’S WHY? PURPOSE MOTIVES OBJECTIVES WHO? TARGET AUDIENCE CUSTOMER/CLIENT PROFILE ATTENDEE NUMBERS WHAT? ACTIVITIES PROGRAMME FORMAT WHEN? DATE & TIME SEASON OCCASION WHERE? LOCATION VENUE SURROUNDINGS HOW? DETERMINING THE BUDGET ESTABLISHING OBJECTIVES  Phase 1: Preparation Developing the Event Concept Having worked with your client to develop a clearer idea of the event concept (the who, what, where, when and why of your event) it is a good idea to condense this into a one-page event brief. This one-page brief, containing all of the important information, can easily be shared with members of your event organizing team as well as any external suppliers and contractors to help give them a clearer picture of the event that your client has in their mind. Developing the event concept is often an enjoyable part of the planning process, with the opportunity for the event organizer (as well as the client) to explore new and different ways of doing things. Even those of us who might not consider ourselves to be a creative person can still enjoy the process of generating new ideas. Creating a concept or mood board for your event is a lot of fun.  Phase 1: Preparation Developing the Event Concept Mood boards are collages of items such as photographs, clippings, drawings and fabrics which are created to capture or convey the concept of the event. The client can view the mood board and decide whether or not they like the main ideas the board represents. Figure 2.4 shows an example of a mood board capturing a wedding planner’s ideas for using black and white polka dots for a wedding theme. Event Mood Board  Phase 1: Preparation Determining the Budget Even the most creative and resourceful event organizer is going to incur costs putting on an event. There are examples of events, most notably, charitable fundraisers, where financial goodwill and donations from charitable supporters mean that no financial commitment is needed to deliver the event. But it generally costs money to hire venues, book rooms, feed guests and entertain people at an event. It is important for an event organizer to know how much money the client is prepared to spend. Because if you don’t achieve this, you are likely to find yourself spending time, effort and resources planning and organizing what is not realistic within the given budget.  Phase 1: Preparation Establishing the Event Objectives Working with the client to clarify the event concept certainly helps to steer an event organizer in the right direction but it is equally important (if not more so) to work with the client to establish the primary event objectives. These will subsequently help to guide the event organizer throughout the process of planning and organizing the event. When establishing the event objectives, it’s a good idea to involve not only the client but other key individuals (stakeholders). Any good wedding planner, for example, will tell you how important it is to make sure the mother of the bride is on side with the plans for the big day. There are different ways of thinking about the objectives for an event and while there is no magic formula, here are some suggestions that will help: The 5E’s Establishing the Event Objectives 1. Entertain 2. Engage 3. Educate 4. Enlighten 5. Energize Establishing the event objectives using the Five Es Five Es is a simple approach to understanding more easily the emotions that event attendees will experience which in turn will help the event organizer to establish appropriate and relevant event objectives. Establishing the event objectives using the Five Es Educate - training workshops are elements of an event programme that are primarily intended to educate attendees. Enlighten – a guest speaker could be invited to speak to event attendees, enlightening them about future issues and trends. Engage – motivational speakers can be used to engage attendees. Energize – icebreaker activities can be used to energize attendees. Entertain – don’t forget to include time for social  Hierarchy of objectives A hierarchy means that different elements are organized in order of importance (in this case the objectives). As an event organizer, you must understand the most important objectives for the client for an event. It is important to prioritize the objectives for an event because there is rarely the luxury of infinite resources (namely time and money) to put on an event and so the event organizer must understand where to focus their time and effort. Hierarchy of objectives THE HIERARCHY OF OBJECTIVES LEGACY OBJECTIVES WHAT ARE THE LASTING BENEFITS/OUTCOMES AS A RESULT OF HOSTING AN EVENT? ○ ACHIEVE LONG TERM OBJECTIVES/ROI’S ○ CAPITALIZE ON UNIQUE OPPORTUNITIES ○ PROMOTE SUSTAINABLE PRACTICES ○ INCREASE REPUTATION & VALUE ○ TO INSPIRE FUTURE HOSTS AND ORGANIZERS TO DO MORE  SMART objectives It is important to ensure that your event objectives are SMART, an acronym for Specific, Measurable, Agreed, Realistic and Time-bound objectives. SMART is one of the most commonly used methods for developing well- written objectives but, at least in our own experience of working with event clients and event organizers, it is not always used correctly. S.M.A.R.T. OBJECTIVES S.M.A.R.T. OBJECTIVES SPECIFIC MEASURABLE AGREED REALISTIC TIME-BOUND SPECIFIC OBJECTIVES SHOULD CLEARLY STATE WHAT YOU ARE EXPECTED TO ACHIEVE, USING ACTION VERBS TO DESCRIBE WHAT HAS TO BE DONE MEASURABLE OBJECTIVES SHOULD EACH INCLUDE A TARGET OR MILESTONE SO THAT YOU CAN MEASURE WHETHER OR NOT YOU HAVE ACHIEVED THEM AGREED OBJECTIVES PROVIDE A DEFINITION OF SUCCESS AND IT IS THEREFORE IMPORTANT THAT THE INTENDED OUTCOMES SHOULD BE AGREED UPON WITH THE CLIENT REALISTIC OBJECTIVES SHOULD BE CHALLENGING BUT NOT UNREALISTIC. OBJECTIVES SHOULD TAKE ACCOUNT OF THE SKILLS, KNOWLEDGE AND RESOURCES OF THE EVENT TEAM TIME-BOUND OBJECTIVES WITHOUT A TIME FRAME IS LIKE TRYING TO CATCH THE OCEAN IN A PAPER CUP Define Event Goals & Objectives: 4 Essential Steps Icebreaker activities Boomwhacker Icebreaker activities Incentive Travel - Reward your Employees Incentive Travel - Reward your Employees Virtual Reality “VR” Virtual Reality “VR”  Phase 1: Preparation Legacy objectives Finally, when thinking about the event objectives it is easy to focus on the immediate (short-term) outcomes for an event. Take the Five Es for example (educate, enlighten, engage, energize, entertain), where the focus is on the feelings and emotions that event attendees will experience during or immediately after the event. But the outcomes can also be much longer term as well. A phrase that is often associated with larger events is the event legacy, which means the lasting benefits/outcomes as a result of hosting the event.  Phase 1: Preparation Legacy objectives For example, the legacy objectives associated with hosting a major sporting tournament typically include increasing participation in sport as well as promoting the social and health benefits of playing sport regularly. Indeed, promoting the legacy objectives for a major sporting event has become an important factor in the decision to award a particular event to a host city or nation and is a critical part of the bidding process (more about the bid process shortly).  Phase 1: Preparation Stakeholder mapping Perhaps with the exception of a birthday party, there is usually more than one person to consider when it comes to putting on an event. For most events there are a number of parties interested in the outcome of the event (the stakeholders). As the event organizer, it is important to consider what each stakeholder expects you to accomplish. The key stakeholders will also have a major influence on the outcome of the event (i.e. making it a success or making sure it’s unsuccessful). With this in mind, it is essential to manage stakeholder relationships carefully to make sure that all of the important stakeholders are willing to work towards making the  Phase 1: Preparation Stakeholders Mapping For example, a large event such as a music festival will have a long list of stakeholders with both an interest in what is happening, and an influence on making the festival a success. As can be seen from the diagram in Figure 2.7, we have grouped the different stakeholders as either internal or external —that is, whether they are from inside the client’s organization (internal) or from outside the client’s organization (external).  Phase 1: Preparation Stakeholders Mapping Different stakeholders will have different priorities for the same event, and it is not unusual for the interests of stakeholders to conflict with each other. A good question to ask is: How would each of the stakeholders like to see the largest portion of the budget spent? For the stakeholders for a music festival, the attendees will be delighted if the organizers ‘blow’ the biggest part of the budget by booking headline artists and performers, or upgrading camping, car parking or the food and drink area. The artists and performers would like to see the largest part of the budget spent on booking fees, with decent dressing rooms and other backstage facilities. The local community might want to see a portion of the budget allocated to upgrading facilities and amenities in the local area.  Phase 1: Preparation Stakeholders Mapping For an event organizer, keeping all of the various internal and external stakeholders satisfied is not always easy. In fact, it isn’t always possible. As an event organizer, the key to putting on a successful event is being able to prioritize stakeholders (who are the most important) and to make sure that nobody significant gets upset or overlooked. A helpful model for prioritizing (mapping) stakeholders is the Power and Interest Matrix shown in Figure 2.8. STAKEHOLDER MAPPING STAKEHOLDER MAPPING  Phase 1: Preparation Stakeholders Mapping This Power and Interest Matrix model groups each of the stakeholders based on their power and interest in the event. It allocates the stakeholders to one of four quadrants/categories: Promoters (high power/high interest) Latents (high power/low interest) Defenders (low power/high interest) Apathetics (low power/low interest) Depending on the category, the model suggests different strategies for the proper communication approach to each category of stakeholders. Stakeholders with high power and low interest need to be kept satisfied. Those with low interest and low power should be only monitored with minimum effort. A stakeholder with low power and high interest in the event should be kept informed and finally the high power, high interest stakeholders should be closely monitored and informed.  Phase 1: Preparation Stakeholders Mapping Once the various stakeholders have been mapped (prioritized) using the Power and Interest Matrix then a plan can be devised for a proper communications strategy for each stakeholder, eg manage closely, keep informed. Going back once again to the example of a music festival, if the festival organizers do not properly communicate and collaborate with the local community (including the local authority) then they are likely to find that, once detailed planning is under way, the objections to hosting the event begin and, in the worst case scenario, may mean they are not granted a licence or the permission needed to put on the festival.  Phase 1: Preparation Preparing the proposal It is often the case that a potential client will shop around to find the best event organizer to run their event. In this instance, a proposal is commonly prepared by an event organizer in order to persuade the client to hire them. The likelihood is that the client will have invited proposals from several professional event organizers and will ultimately choose which one to hire based on their assessment of the proposal. Therefore the art of proposal writing is extremely important for a professional event organizer as this can often be how they secure most of their paid work.  Phase 1: Preparation Preparing the proposal It is equally important for an in-house event organizer to pull together a convincing proposal that demonstrates the return on investment for their company in order to gain the support and financial resources needed to put on the event. While they may not be competing with other event organizers to put on the function, they are competing with other internal departments and projects to secure funding. The return on investment might be not only financial but it could also be how the event will contribute to the company’s mission, vision and values.  Phase 1: Preparation Preparing the proposal Top Tip You should do everything possible to improve the quality of your proposal writing. The cheapest way to do this is simply to make time to review it. It sounds obvious but ask yourself —how often do you review an important written document a matter of hours before the deadline? There are some excellent proposal and bid writing courses and workshops that you can attend. These vary from short online instructional courses to more comprehensive training programmes delivered by professional bid-writers. You should also always ask the recipients for feedback on your proposals (especially for proposals which are unsuccessful). Sending a polite email that says, ‘May | ask why my proposal was rejected?’ might just help you to go on to win  Phase 1: Preparation Preparing the proposal The proposal itself could be anything from a simple one-pager, a detailed report or even a verbal presentation (more commonly referred to as a pitch). Whatever the Putting event planning into motion form of the proposal, the purpose is the same: to sell your event concept (why, where, when, what and who) to a potential client and to sell yourself as a professional event organizer with the right skills and experience to stage the event. A checklist of what should be included in a proposal for a potential client is outlined below.  PREPARING THE PROPOSAL EVENT 04 OTHER DETAILS CONSIDERATIONS 01 03 EVENT EVENT CONCEPT IMPLEMENTATION 02  Phase 1: Preparation Preparing the proposal Event proposal template Event details:  Event title  Reasons for the event  Objectives of the event  Brief description of the event  Event organizer details (including awards and accolades)  Key members of the organizing team (including skills and experience)  Phase 1: Preparation Preparing the proposal Event proposal template Event concept: Why is the event happening?  purpose  goals and objectives  key messages  Phase 1: Preparation Preparing the proposal Event proposal template Event concept: Who is the event for?  target audience  profile (e.g.: demographics)  estimate of numbers  Phase 1: Preparation Preparing the proposal Event proposal template Event concept: What will happen at the event?  main activities  event programme  event format (eg: reception, dinner, concert, lecture) When and Where is the event taking place?  date and time  preferred location, surroundings  Phase 1: Preparation Preparing the proposal Event proposal template Event implementation (making it happen)  physical resource (venue, equipment, technology)  financial resource (budget, cash flow, ROI)  human resource (staff, volunteers, suppliers, contractors)  Phase 1: Preparation Preparing the proposal Event proposal template Other considerations  Promotion and publicity  Sponsorship  Security  Contingency plan (like backup in case of bad weather if your event is outdoor are you going to have a tents or a covered area? Heating/cooling depending on the season, for overcrowding consider the security to manage your crowd, think of parking arrangement, any technical issues)  CARRY OUT A FEASIBILITY STUDY IS THE PROPOSED EVENT THE BEST SOLUTION? IS THE PROPOSE EVENT LIKELY TO SUCCEED? 75 83 42 17 % % % % PURPOSE BUDGET VS. TIME DEMAND ROI  Phase 1: Preparation Carry out a feasibility study A formal feasibility study is usually carried out for larger, more complex, more elaborate events, which in turn usually means that the hosting of the event is more costly. With a greater financial investment needed as well as more time and effort to organize the event, the feasibility study focuses on helping to decide whether to proceed with the proposed event. In determining the feasibility of an event there are two essential questions: ○ Is the proposed event the best solution? ○ Is the proposed event likely to succeed?  Phase 1: Preparation Carry out a feasibility study Important questions to determine the feasibility of an event: ○ Is there enough time to organize the event? ○ Is there enough time to secure a suitable location/venue? ○ Is there enough time to promote the event to the target audience? ○ Does the target audience have sufficient time to make arrangements to attend (e.g. book travel and accommodation)? ○ Is there enough time to book guest speakers, artists, performers, entertainers and so on?  Carry out a feasibility study Important questions to determine the feasibility of an event “Continued”: ○ Is the budget sufficient to put on the event? ○ What is the likelihood of a favourable financial outcome (eg profit, break-even)? ○ What if the event is delayed, postponed or cancelled? ○ Are there enough people willing to help organize the event? ○ Is it likely there will be enough people to assist on the day of the event? ○ Is support from participants, officials, media and other interested  Carry out a feasibility study Important questions to determine the feasibility of an event “Continued”: ○ Is there enough support and interest from the target audience? ○ Do we require specialist expertise and support to put on the event? ○ Are the experts available/affordable? PHASE 2 - DETAILED PLANNING SELECTING THE LOCATION/VENUE PLANNING THE PROGRAMME PLANNING THE SITE LAYOUT LOGISTICS PLANNING RECRUITING THE EVENT TEAM SOURCING SUPPLIERS & CONTRACTORS PROMOTION & PUBLICITY FINANCIAL PLANNING  Phase 2: Detailed Planning Selecting the location/venue When choosing the event location (whether it be country, city or town), one of the most important factors is to consider the target audience. An event organizer needs to be confident that enough people will want to attend the event and so this involves thinking about how far people are willing to travel and also how accessible the location is by car or public transport as well as the cost of travel to and from the event. For example, an invitation to an event in an exotic location is likely to generate a lot of interest from the target audience but only if the time and cost of travel is affordable and available. You need to be confident that enough people will travel to attend the event.  Phase 2: Detailed Planning Selecting the location/venue When choosing a venue there are obvious factors to consider like the availability of the venue, and the price and capacity of the venue. Depending upon the type of event, there will be other factors to consider which could include proximity to accommodation, availability of car parking at the venue or availability of free internet and so on. The image of a venue is another important factor to consider and whether this fits with the style of a particular event or the expectations of the event attendees.  Phase 2: Detailed Planning Planning the programme Having already developed a clear idea of who will be attending the event (during the preparation phase), the next step is to create a programme of activities to meet the tastes of the target audience. For example, a music festival organizer will book headline acts that meet the musical tastes of festival- goers, or a charitable fundraiser arranging a black tie dinner will select a menu which satisfies the culinary tastes of the guests.  Phase 2: Detailed Planning Planning the programme The type of event and its main purpose will also influence the nature of the programme or schedule. A team-building event, for instance, will probably include activities such as raft- building and orienteering, whereas a staff Christmas party is more likely to include a line-up of singers, dancers and performers. The chosen location will often influence the programme of activities. For example, if a location is famous for a scenic view, a place of interest or even a popular night spot, it is likely that this will be incorporated into the event programme as part of the social activities.  Phase 2: Detailed Planning Planning the programme The event programme is likely to include a combination of both formal and informal activities. A wedding service, the cutting of the ribbon at a shop launch, an opening address from a company owner are all likely to be considered as formal proceedings in an event programme whereas the informal event will include social activities such as day trips and visits, music and entertainment, dinner, drinks and dancing. The event organizer needs to pull all of the various activities together into an event programme (or schedule) which clearly shows when everything is taking place. There is always the temptation to cram in lots of activities but be sure to give attendees the time to relax too, particularly if the event is being held over a number of days.  Phase 2: Detailed Planning Planning the site layout Once you have chosen a venue and the event programme has started to take shape, you can then start to plan the event layout. Wherever the event is taking place (indoor or outdoor), a proper plan of the layout of the venue/site needs to be prepared. One of the first considerations is creating the right environment for the attendees. What is right (or wrong) will depend upon the type of event. For example, the ambiance in a classical concert is very different from a rock concert. Despite the difference between classical and rock concerts, there are certain fundamentals that apply when planning the venue/site layout, such as: ensure that attendees can easily enter and exit the event, provide attendees with a focal point (in this case a stage) and ensure that facilities, such as toilets and food and drink outlets, can be easily located and are not too far to walk to. Site Layout – Social Tabls  Phase 2: Detailed Planning Logistical Planning Logistics planning at an event is primarily about ensuring the smooth flow and movement of people on to an event site, around the site and finally off it. Event logistics planning is not only concerned with the flow and movement of the event attendees but also ensuring that suppliers, contractors and support services are all in the right place ahead of the event. A good logistical plan should also clearly set out communication protocol for staff and key personnel. Event Layout  Phase 2: Detailed Planning Recruiting the event team It may be that an event organizing team is already in place. This is often the case with larger, more complex events where the volume of the workload requires a team effort. Whoever forms the organizing team, it is important to make sure that all agree upon their roles and responsibilities early on as, ultimately, the effectiveness of the organizing team can have a significant bearing on the success of the event. The key is to ensure that each member of the team has the role to which they are best suited. As the event date draws closer, it is likely that additional team members will be recruited to help with arrangements  Phase 2: Detailed Planning Sourcing suppliers and contractors The more complex or more elaborate an event, the greater will be the need for specialist goods and services (eg increased technical support). There are quite literally thousands of specialist suppliers who can provide elements of the goods and services needed by an event organizer, ranging from providing additional staff, to marquee tents and furniture, to flowers and gifts. Indeed, there is a supplier for just about any item or service you could possible imagine.  Phase 2: Detailed Planning Sourcing suppliers and contractors For the event organizer, the challenge is in selecting the right suppliers who will provide excellent service and support. While there is clearly much to consider when selecting suppliers, there are two simple factors which should always be a high priority.  Phase 2: Detailed Planning Sourcing suppliers and contractors Firstly, it is important to know the past experience of a potential supplier. Have they done this type of work before? Do they have a proven track record? In some cases, it might be beneficial to select a new fledgling company, as the supplier will be keen and eager to impress (and more often than not cheaper too). Secondly, it is important to look into the reputation of a potential supplier. In most cases suppliers who have a good reputation in the industry do so because they are well-established and have been in the business for a long time. Where possible, event organizers should stick with suppliers with a proven track record (prior experience) and who come highly recommended.  Phase 2: Detailed Planning Promotion and publicity The methods used to promote an event will depend primarily on the target audience and the best ways to reach that audience within the allocated promotional budget. By now, the event organizer should already have a clear idea of the profile of the target customer. The next step in developing an effective promotional plan is to determine the best way to communicate information about the event to the target audience. The event organizer has a variety of promotional tools at their disposal including sending personal invitations, putting up posters and leaflets about the event or placing an advert in a newspaper or magazine. Generally speaking the most effective promotional methods are those that communicate directly with the target audience, eg a personal letter of invitation to the event or a telephone call to recommend that people  Phase 2: Detailed Planning Promotion and publicity As any business owner will tell you, cash is king. Cash flow is the life supply of any organization with more businesses going under because of cash flow problems than because of anything else. If an event organizer doesn’t have the money to pay the staff wages then things are likely to go rapidly downhill. The basic principle of good cash flow management is to make sure that there is more money coming in to the business than going out of it. But good cash flow management is also about making sure that the money comes in on time and this is where it can become problematic for some events.  Phase 2: Detailed Planning Promotion and publicity While it would obviously be good for an event organizer to have all the money they need to put on the event, they may need to raise additional funds. Traditionally, events have been quite successful at attracting sponsors. Contra-deals are also commonplace in the events industry where, unlike a sponsorship deal, no money exchanges hands; instead there is a trade of mutually beneficial goods or services. PHASE 3 - POST-EVENT EVALUATION DEBRIEF FOLLOW-UP EVALUATION DID YOU ACHIEVE YOUR INTENDED AIMS AND OBJECTIVES? WHAT DID THE ATTENDEES THINK OF THE EVENT EXPERIENCE? WHAT DID THE PARTICIPANTS THINK? WHAT DID THE CLIENT/STAKEHOLDERS THINK? WHAT DID YOU THINK OF THE EVENT?  Phase 3: Post Event Evaluation An evaluation after the event allows the event organizer to find out if they achieved their intended aims and objectives. A proper event evaluation will also help the organizer to assess what worked well and what didn’t work well, providing them with useful lessons for planning future events. Evaluation can also be a good way of showing others (eg clients, sponsors and partners) that the event was a success, which can ultimately help to justify future events. An important part of the evaluation will involve finding out the event attendees’ opinions. One of the myths about evaluation is that it is extremely complicated and time-consuming but it doesn’t have to be. For example, creating an evaluation survey is an easy way to gather valuable feedback from attendees (eg What did they most enjoy? What did they least enjoy?).  Phase 3: Post Event Evaluation As well as finding out the opinions of the event attendees, a proper event evaluation will take into account the opinions of the event participants (eg performers, artists, speakers) and also the event organizing team, as well as the thoughts of key suppliers, contractors and partner organizations. This leads us on to the importance of planning a proper event debrief. DEBRIEF HOLD A DEBRIEF MEETING WITH KEY INDIVIDUALS INTERNALLY AND EXTERNALLY NOT EVERYTHING WILL HAVE GONE TO PLAN, THIS FEEDBACK WILL BE INVALUABLE TO YOU MOVING FORWARD  Phase 3: Post Event Debrief An important part of the post-event evaluation is a debrief meeting with key individuals from the event organizing team as well as key suppliers and partner organizations. The debrief meeting is an important part of the overall event evaluation as it looks at the event from the perspective of those experts involved in putting it on.  Phase 3: Post Event Debrief The very nature of the events industry means that immediately after an event the majority of the event organizing team as well as the wider team (suppliers, contractors and so on) will head off in separate directions, most likely en route to their next event. With this in mind, it is a good idea to carry out some sort of a debrief immediately Putting event planning into motion at the end of the event while everyone is still on- site —this is often referred to as a hot debrief.  Phase 3: Post Event Debrief In addition, scheduling a debrief meeting not too long after the event is also important. A cold debrief gives everybody time for reflection and allows enough time for the evaluation data gathered from the attendees to be processed. While scheduling a cold debrief with busy events professionals after the event has finished can prove extremely problematic, don’t underestimate the importance of gaining valuable feedback from the experts. FOLLOW-UP SEPARATE FROM DEBRIEFING COMMUNICATIONS OPPORTUNITY TO PERSONALLY SAY “THANK YOU” TO CLIENTS, STAKEHOLDERS, PARTICIPANTS, SUPPLIERS AND ATTENDEES AND TO INFORM THEM ABOUT FUTURE EVENTS  Phase 3: Post Event Follow Up Event follow-up often involves sending out a personal communication to event participants (eg a thank you for their involvement). It can also involve sending out promotional materials that you did not give out at the event (eg sending a heavy brochure to an interested client) as well as distributing invites and information about upcoming events. It is easy to bombard people with mail-outs and emails so be sure to plan your follow-up campaign carefully to avoid this.  THERE IS NO ONE A FINAL “RIGHT” WAY WHEN WORD IN COMES TO EVENT … PLANNING. THERE ARE ONLY THINGS THAT “WORK” AND THINGS THAT “DON’T WORK”, BOTH OF WHICH CAN, AND WILL, CHANGE WITH EACH EVENT PLANNING & MANAGEMENT LESSON 3 LOCATION, LOCATION, LOCATION DESTINATION AND VENUE SELECTION FACTORS TO CONSIDER SAFETY & SECURITY CONSIDERATIONS THE “IMAGE” OF THE LOCATION TRANSPORT ACCESSIBILITY PARTICIPANT TRAVEL TIMES  Selecting the Destination Destination marketing organizations (DMOs) and venue search agencies are on hand to help in the search for a location or venue. DMOs may operate on behalf of a country, region or city, to promote the benefits of a specific geographic area, and may provide resources to support you in bringing your event to that destination, including a list of venues from within their membership. https://www.visitmalta.com/en/  Selecting the Destination Destination marketing organizations (DMOs) and venue search agencies A destination marketing organization (DMO) is an organisation which promotes a location as an attractive travel destination. DMOs are known as tourist boards, tourism authorities or "Convention and Visitors Bureaus". They primarily exist to provide information to leisure travellers. Additionally, where a suitable infrastructure exists, they encourage event organisers to choose their location for meetings, incentives, conferences, and exhibitions, collectively abbreviated as MICE. DMOs are generally tied to the local government infrastructure. MALTA: As a destination for events: Mediterranean flair with European efficiency MALTA: AN AMAZING ALL-YEAR ROUND DESTINATION  Factors to consider when selecting the destination Safety and security considerations: The environment in which we live today means that nowhere is immune from threats to the security and safety of members of the public, including event participants and staff. For some destinations, it is worthwhile considering their appropriateness in light of this – think about what are the no-go places for your event participants, as well as identifying the practicalities of travelling to less secure destinations.  Factors to consider when selecting the destination The image of the location as it relates to the client organization and to the event: Many events managers spend their time seeking out the most amazing and wonderful locations – yet, perhaps surprisingly, some events are better held in less exotic locations. In this era when corporate governance is increasingly important, there may be valid reasons why you don’t want to draw attention to your event, or to your client.  Factors to consider when selecting the destination The image of the location as it relates to the client organization and to the event: More and more companies are considering the views of their stakeholders when selecting event venues and taking decisions that fit with the corporate values they publicly espouse and, increasingly, based on a reaction to: ‘What would this look like as a story in the Daily Mail?’ On the other hand, it may be the most important factor to wow your client and attendees with an exciting and unusual location or venue. And it’s about what image the location or venue appears to have – despite any cost implications.  Factors to consider when selecting the destination Accessibility on public transport and by road: For an event to work, it’s important to consider where you want the event to be: easily reached – or out of the way. So if your event is for a global audience that requires an atmosphere of calm and tranquility, there’s no point looking at venues in the area surrounding Heathrow airport, however convenient that seems. Instead, you need to research venues far from traffic and noise, where participants can wander around undisturbed. 7 Steps to Choosing an Event Venue  Factors to consider when selecting the destination Accessibility on public transport and by road: Understanding the purpose of the event is vital even at this point. Make sure you’re clear about that purpose, and identify what you want to achieve and what kind of environment and atmosphere you want to create. And here, transport links are vital – especially for one-day events where participants may be travelling for several hours to attend. The last thing you want is for them to arrive frazzled and stressed, so it helps to choose a venue that is easy to reach. Public transport links are also important considerations for event sustainability and you can  Factors to consider when selecting the destination Travel time for potential participants: In the UK, a ‘central location’ for an event is often considered to be London, especially because of the excellent rail and air links into the capital. However, it’s important to work out where your event participants are coming from and reconsider any ‘southern-centric’ views you may have. The time it takes for residents and visitors to travel across London once they have arrived in the capital can often make other locations, such as Birmingham, easier to get to, especially for a larger group of people.  Factors to consider when selecting the destination Travel time for potential participants: Alternatively, if your event attendees are travelling from across a wide area, it may be worthwhile considering holding several smaller events in different geographic regions.  VENUE SELECTION PROCESS TYPES OF VENUES VENUE SEARCH AND SELECTION FIGURE 3.2 PAGE 82 FIGURE 3.3 PAGE 84  Different Venue Types The range of venues is wider today than ever before, as organizations seek to maximize their income by hiring out their facilities when they are not being used for their primary purpose. So no longer is the only consideration which hotel or conference centre to use for your event – the world is your oyster.  Different Venue Types You could end up holding your event outdoors or indoors, in a field, in a public park, or on a boat, in a church or a castle, a museum or sports stadium, in a university or even in a hospital or an aircraft hangar (with built-in aircraft). All these are potential venues and will all be vying to provide you with event space. Remember, for outdoor venues, you will need to provide all the infrastructure that more traditional venues already have, from toilets to electricity, lighting and rubbish disposal, as well as temporary demountable structures. https://white-rhino.co.uk/day-delegate-rate-and-24-hour-delegate- rate-explained/ https://emlteam.com/what-is-a-day-delegate-rate-ddr-in-the-event s-industry/  Venue selection process The search for an appropriate venue for the event, whether indoors or outdoors, begins with the completion of a briefing document. Part of this process of agreeing a venue search brief is to identify the fit between the overall event objectives and ‘must-haves’, and the venue selection ‘must-haves’, which could include:  Venue selection process Geographical location Transportation links Image, style, or reputation of the venue or location and fit with corporate culture Type of venue Venue atmosphere Relative size of the venue compared to your event Room capacities and layout Suitable facilities available on-site or potential to bring them in, including technology and accessibility (Functionality) Cost/value for money Proximity, quality and cost of accommodation (for the event team and for delegates)  VENUE SELECTION PROCESS DIFFERENT VENUE TYPES VENUE SEARCH & SELECTION EVENT VENUE SEARCH BRIEF AND SAMPLE STANDARD REQUIREMENTS SPECIFIC CRITERIA FOR VENUE SELECTION VENUE SEARCH OPTIONS  VENUE SELECTION PROCESS FACTORS TO CONSIDER WHEN SELECTING THE DESTINATION FUNCTIONALITY (the venue needs to have appropriate facilities and access to technology required by the client, whether these are in place as a matter of course, or whether you need to bring them in) CREATIVITY SAFETY AND SECURITY IMAGE ACCESSIBILITY  Specific criteria for venue selection Creating a unique event may involve the use of an iconic venue, a modern, historical, or more traditional venue. It may mean the client has exclusive access, or shares with other groups. But the venue needs to have appropriate facilities and access to technology required by the client, whether these are in place as a matter of course, or whether you need to bring them in. However, it’s all too easy to get carried away by your own views and aspirations, rather than looking objectively at criteria.  Specific criteria for venue selection One company had a client who expressed a wish to hold the next event in a castle. The event company researched the options but they soon concluded that a castle really wasn’t a suitable venue for this event; and they realized that the organizer just wanted to spend some time in a castle. So they arranged a trip for the client to stay in a castle, and booked the event into a more appropriate venue. (Consider the ethical aspects of such actions!) But two-way communication with the client is key to understanding their event requirements and developing an accurate and realistic brief to enable you to find the venue of their dreams. VENUE SELECTION PROCESS VENUE SELECTION PROCESS 7. COORDINATE 1. RESEARCH VENUES 6. ASSESS THE NEED MULTIPLE SITE & VENUE AND SITES USING FOR TENTATIVE SELECTIONS WHEN APPROPRIATE BOOKINGS AND TAKE REQUIRED IN A LOGICAL INFORMATION SOURCES PROMPT ACTION MANNER 2. COMPARE 5. IDENTIFY RISK 8. PROVIDE CLEAR AND ENVIRONMENT AND MANAGEMENT ISSUES ACCURATE BRIEFING, SERVICES OFFERED ASSOCIATED WITH THE RECOMMENDATIONS AND WITH EVENT SITES RATIONALE ON VENUE OR SPECIFICATIONS SITE OPTIONS TO KEY STAKEHOLDERS 3. EVALUATE VENUE 4. NEGOTIATE AND 9. GAIN APPROPRIATE AND SITE CAPACITY TO LIAISE WITH VENUE APPROVAL AND CONFIRM DELIVER A RANGE OF AND SITE PERSONNEL AGREEMENTS QUALITY OUTCOMES MANAGING THE VENUE SEARCH TABLE 3.1 PAGE 72 PROCESS TABLE 3.4 PAGE 73 *ALWAYS HAVE A PHYSICAL ONSITE INSPECTION UNLESS IT IS ABSOLUTELY IMPOSSIBLE TO DO SO Venue selection decision matrix Site visit template Site visit template Dietary Restrictions - Kosher Dietary Restrictions - Halal THE MOST IMPORTANT LESSON OF EVENT PLANNING… IF IT’S NOT IN WRITING… IT’S NOT REAL. THIS APPLIES TO YOUR CONTRACTS, AGREEMENTS, SERVICES, VENDORS, CONTRACTORS, EMPLOYEES, EVERYTHING! GET EVERYTHING IN WRITING, DOWN TO THE LAST EXACT DETAIL OR DON’T EXPECT TO GET IT ALL. IT’S REALLY NICE THAT YOUR BROTHER’S FRIEND’S VETERINARIAN’S COUSIN WHO HAS A TENT BUSINESS IS A SUPER NICE AND RELIABLE GUY, BUT HANDSHAKES WERE OUT BEFORE COVID WHEN IT COMES TO SERVICE OR PRODUCT AGREEMENTS. DON’T TRUST PEOPLE WHO SAY “TRUST ME”, TRUST PEOPLE WHO SIGN ON THE DOTTED LINE. PEOPLE ALSO MAKE MISTAKES. WITHOUT A SIGNED AGREEMENT OF DETAILED TERMS, IT BECOMES HE- SAID/SHE-SAID/THEY-SAID AND ALL IT LEADS TO IS PLAUSIBLE DENIABILITY AND YOUR PROBLEMS STAY YOUR PROBLEM.  ANALYSING VENUE SEARCH RESULTS AND NEGOTIATIONS COMMUNICATIONS ABOUT THE VENUE WORKING WITH VENUE OPERATIONS *CONSISTENT, TRACKABLE COMMUNICATION WITH KEY PLAYERS IS IMPERATIVE VENUE FIGURE 3.5 PAGE 78 INFORMATION AND FIGURE 3.6 PAGE 79 FUNCTION SHEET TEMPLATES *ALWAYS CONDUCT A PHYSICAL ONSITE INSPECTION UNLESS IT IS ABSOLUTELY IMPOSSIBLE TO DO SO EVENT PLANNING & MANAGEMENT LESSON 4  DEVELOPING YOUR EVENTS PROGRAMME & CONTENT EVENT PROGRAMME OPTIONS CORPORATE PARTIES CHARITABLE SEMINARS & SOCIAL HOSPITALITY & WORKSHOPS ACTIVITIES COMMUNITY ACTIVITIES Event programme options The following is a (non-exhaustive) list of different event options that might be considered; these may be stand-alone events in their own right, or contribute towards a multifaceted event, held over a longer period of time. The groupings below are discussed in the following sections, suggesting questions to reflect on when making your considerations about the type of event that is most suitable to fit your purpose: Event programme options Corporate hospitality at existing events Parties, including celebrity guests, visiting notables, dinners with or without guest speakers, private viewings and art exhibition launches Press briefings, new product launches, speaking opportunities for key individuals at external events Charitable and community activities, events and sponsorship Seminars, workshops, conferences, roadshows, exhibitions, team building Social activities and refreshments (F&B). CONSIDERATIONS ORGANIZATIONAL FIT AUDIENCE FIT DIY OR EXISTING EVENTS? BUDGET AND RESOURCES VENUE AND LOCATION FINANCIAL AND ETHICAL ASPECTS EVENT CONTENT OBJECTIVES - GOING DEEPER FOOD AND BEVERAGE (F&B) COMPLEX EVENT DELIVERY FIGURE 4.1 EVENT CONTENT - DEVELOPING INITIAL PLANNING DOCUMENTATION FIGURE 4.2 EVENT AIM SUGGESTED OUTCOMES/OBJECTIVE FIGURE 4.3 - PROJECT PROPOSAL TABLE 4.2 EVENT APPROVAL DETAILS TABLE 4.3 CONTENT DETAILS TABLE 4.4 EVENT PLANNING DOCUMENT: CONTENT EVENT CONTENT - DEVELOPING INITIAL PLANNING DOCUMENTATION LAYOUT - FIGURES 4.4 TO 4.15 CABARET-STYLE THEATRE STYLE CLASSROOM STYLE BOARDROOM STYLE FIXED SEATING FLOWING LAYOUT Seating Layouts OUTSOURCING CONTENT DEVELOPMENT ACCOUNTABILITY TRACKING DELIVERABLES GOVERNANCE ISSUES SUPPLIER RELATIONSHIP MANAGEMENT THE CHALLENGING NATURE OF SOME ORGANIZATIONS ACCURATE REPORTING EXPLICIT COSTS  Outsourcing content development  Blurred lines of accountability – a specific in-house delivery model ensures transparent lines of internal organizational accountability and enables the building of consistent processes within established procurement guidelines.  Tracking and management of event deliverables – both past and future – become more difficult if events are delivered by external suppliers not operating within mandated internal corporate guidelines and policies.  Governance issues – each organization holds detailed knowledge in-house, and the use of an external company adds a level of complexity that risks any existing accountability and robustness. (It may, however, provide professional events management expertise that is not otherwise available within  Outsourcing content development  Supplier relationships require close management that take up time as well as financial costs.  Recognition that the challenging nature of some client organizations or the high-profile nature of their organization impacts on every aspect of communication, including events.  In-house events management systems can only be used by trained personnel within the organization. As a result of outsourcing, reporting functions would not cover events run by external suppliers; the provision of real-time details of every event enables immediate responses to requests for information from senior management that would not otherwise be provided.  Explicit costs incurred in employing an external resource EVENT PLANNING & MANAGEMENT LESSON 5 UNDERSTANDING SITE PLANNING ESSENTIALS FOR EVENTS PLANNING THE SITE LAYOUT 1. DETERMINE THE SPACE AND RESOURCE REQUIREMENTS 2. CAREFULLY DESIGN THE SITE LAYOUT (MEASURE TWICE, CUT ONCE) 3. PRODUCE A MAP OF THE SITE  Planning the Site Layout Whatever the type of event, the nature of activities, the chosen location or venue, it is always necessary to think carefully about the layout and create some sort of site plan. For smaller events, planning the event layout is unlikely to be an onerous task. For example, if a family birthday party is being held at a local restaurant, a simple hand-drawn sketch of the desired layout is all that is needed to show how the tables will be set out, who is sitting where and if any decorations or props are needed (eg a cake table). As a general rule, however, the larger and more complex the event, then the more important it is to plan the layout of the site.  Planning the Site Layout There is no exact science involved with planning the site layout (indeed it is often referred to as the art of site planning) but the following three stages are recommended: 1. Determine the space and resource requirements 2. Carefully design the site layout 3. Produce a map of the site. See the Future of Event Diagramming & Seating with Social Tables Site Layout – Social Tabls The new version of Social Tables diagramming Social Table Example Site Layout Sample https://abbymitchellevents.blogspot.com/2014/03/behin d-scenes-reception-layouts.html  Site Layout Sample Site Layout Sample Site Layout Sample 1: SPACESTAGE AND RESOURCE REQUIREMENTS SPACE REQUIREMENTS RESOURCE REQUIREMENTS CHECKLIST: EVENT EQUIPMENT, FACILITIES & INFRASTRUCTURE DETERMINING SPACE & RESOURCE REQUIREMENTS  Space requirements Regardless of the type of event you are planning, it’s important to understand how much space will be required for the type of activities that are planned. Specific types of events inevitably have different space requirements. If you’re planning a business conference then space must be allowed for meeting rooms and hospitality areas, whereas if you’re planning an outdoor festival site then allocating sufficient space for camping and car parking is essential.  Space requirements As well as allocating space for public areas, it is necessary to allocate space for ‘back of house’ areas, including: ○ Administration/offices ○ Changing facilities ○ Crew catering ○ Equipment storage ○ Green room ○ Media facilities ○ Staff rooms CHECKLIST: event equipment, facilities and infrastructure Temporary structures ○ Staging ○ Stage backdrop ○ Towers ○ Temporary seating ○ Hospitality marquees/tents ○ Grandstands ○ Canopies and coverings ○ Stalls ○ Cabins CHECKLIST: event equipment, facilities and infrastructure Crowd Management ○ Crowd barriers ○ Temporary fencing ○ Ropes and stakes ○ Floor coverings ○ Temporary walkways ○ Entranceway features ○ Directional signage ○ Information points  CHECKLIST: event equipment, facilities and infrastructure Furniture ○ Reception and registration desks ○ Dining tables ○ Chairs ○ Sofas ○ Cocktail tables CHECKLIST: event equipment, facilities and infrastructure Hospitality and catering ○ Catering units ○ Mobile bars ○ Catering equipment ○ Catering storage CHECKLIST: event equipment, facilities and infrastructure Administration ○ Computer ○ Printer ○ Photocopier ○ Telephones ○ Phone lines ○ Communications equipment CHECKLIST: event equipment, facilities and infrastructure Health, safety and welfare ○ First-aid tent ○ Medical supplies ○ Drinking water taps ○ Meeting points ○ Lost and found tents ○ Fire-fighting equipment ○ Health and safety signage  CHECKLIST: event equipment, facilities and infrastructure Technical equipment ○ Lighting ○ Speakers ○ Special effects Lighting rigs ○ Video projection ○ Lighting rigs ○ Public address system ○ Power supply truss stage lighting ○ Mixing/control desks https://www.table-art.co.uk/art-deco-2/ CHECKLIST: event equipment, facilities and infrastructure Transport and vehicles ○ Forklift ○ Cherry picker ○ Crane ○ Off-road vehicles ○ Vans ○ Cars ○ Buggies CHECKLIST: event equipment, facilities and infrastructure Public facilities ○ Toilets ○ Hand-washing ○ Showers ○ Disabled facilities ○ Recycling points ○ Waste bins  CHECKLIST: event equipment, facilities and infrastructure Decorative ○ Scenery ○ Theming props ○ Decoration and dressing ○ Floral and landscaping Determine Space and Resource Requirements: Three factors to consider that will have a direct bearing on the space and resource requirements for each event:  Profile of the Attendees  Event Program and the Content  Nature of the Event Site  Determining space and resource requirements Three factors to consider that will have a direct bearing on the space and resource requirements for each event: Event programme and content: This will vary depending on the type of event. Having a clear idea of the different elements of the programme is essential in order to allocate space requirements as well as drawing up a list of the physical resources required (ie equipment, facilities and infrastructure).  Determining space and resource requirements Three factors to consider that will have a direct bearing on the space and resource requirements for each event “Continued”: Profile of the attendees: The people attending will also be a factor in determining both space and resource requirements. Take, for example, an international conference where several delegates have travelled from overseas to attend. After a long journey, a comfortable environment for them to relax and refresh before the conference gets under way is sure to be appreciated along with a secure facility to store their luggage.  Determining space and resource requirements Three factors to consider that will have a direct bearing on the space and resource requirements for each event “Continued”: Nature of the event site: The site itself is an important factor in determining what additional equipment, facilities and infrastructure are needed. If a conference is taking place at a large convention centre, for example, then it can be expected that the venue already has staging, seating, sound and lighting as well as facilities such as public cafés and toilets. STAGE 2: DESIGN THE SITE LAYOUT STEP 1 - OBTAIN A DETAILED PLAN OF THE SITE STEP 2 - DETERMINE THE LAYOUT OF THE EVENT STEP 3 - SEEK FEEDBACK ON THE PROPOSED LAYOUT STAGE 3: PRODUCE A MAP OF THE SITE CHECKLIST TABLE 5.1 ○ FORMAT ○ PURPOSE  Exercise: PRODUCE YOUR OWN SITE MAP STEP 1 - CHOOSE A TYPE OF EVENT & EVENT PROGRAM STEP 2 - CHOOSE A SUITABLE VENUE FOR WHICH YOU CAN GET OBTAIN A BLUEPRINT STEP 3 - CREATE A SITE MAP OF YOUR EVENT INCLUDING MEASUREMENTS & LEGEND EVENT PLANNING & MANAGEMENT LESSON 6 How Crowd can Kill You CROWD CONTROL MANAGEMENT: HANDLING BIG CROWD  People and Crowd Management Planning Safety & Security for Meetings & Events Dynamics of Crowd  SITE SAFETY AND LOGISTICS EVENT AND PUBLIC SAFETY SAFETY CONCERNS CROWD CONTROL https://www.eventplanner.net/tv/374_everything-you-nee d-to-know-about-crowd-management.html TRAFFIC MANAGEMENT WAYFINDING TEMPORARY STRUCTURES ELECTRICAL SAFETY ADVERSE WEATHER  Crowd control One of the most effective crowd control techniques is the use of temporary fencing and crowd control barriers as well as stewarding and security personnel. If you are anticipating a large number of attendees, barriers that cannot be moved easily will prove to be useful. It is crucial that you choose the right type of barrier (ie difficult to topple over) so that it doesn’t present greater risks than those it is intended to control. SAFETY CONCERNS MEDICAL & WELFARE ○ WHAT IS YOUR LEGAL RESPONSIBILITY? ○ WHAT TYPES OF MEDICAL TRAINING DO DIFFERENT EMERGENCY SERVICES GET? ○ CPR & FIRST AID TRAINING ○ SIGNS OF COMMON AILMENTS ○ HOW TO RESPOND TO A MEDICAL EMERGENCY CLEANLINESS & HYGIENE ○ GUIDELINES & STANDARDS SAFETY CONCERNS FIRE SAFETY YOUR FIRE SAFETY PLAN TYPES OF EXTINGUISHERS & WHEN THEY ARE REQUIRED SAFETY CONCERNS SECURITY PUBLIC VS. PRIVATE SECURITY THE REALITY OF SECURITY COMPANIES & THE TRAINING & LIMITATIONS OF THEIR GUARDS  Security Event organizers must work closely with the police force and specialist security firms to determine whether security measures, such as the use of protective barriers to guard against unauthorized access, security searches on entry as well as the siting of surveillance cameras is needed. The duty of a Security Guard is to: Observe and Report MAJOR INCIDENTS MAJOR INCIDENT PLAN 1. INITIAL RESPONSE 2. CONSOLIDATION PHASE 3. RECOVERY PHASE 4. RESTORATION OF NORMALITY  Risk Assessment Carrying out a risk assessment will enable you to identify potential risks and decide what measures need to be put in place or what actions need to be taken to reduce the risk. The three basic steps involved in carrying out a risk assessment are as follows: ○ Look for the hazards i.e. anything that can cause harm. (An outdoor festival site, for example, could be divided into the following sectors: ticket office; wristband exchange; car parking; main stage; main arena; arena entrance; individual marquees; camping field.) ○ Decide who might be harmed and how. (festival-goers; employees; temporary workers; volunteers; members of the public; contractors; suppliers.) RISK ASSESSMENT STEP 1: LOOK FOR HAZARDS STEP 2: DECIDE WHO MIGHT BE HARMED STEP 3: EVALUATING THE RISK RISK = PROBABILITY x SEVERITY  RISK ASSESSMENT To help evaluate the risks, a scoring system can be used. Numerical scores are given to the Probability (P) and Severity (S) of risks and these scores are multiplied to get a rating for the risk. Risk = Probability x Severity The amount of risk is usually categorized into a small number of levels because neither the Probability (P) nor harm Severity (S) can typically be estimated with accuracy and precision. An example is shown in Table 6.1. By multiplying the scores for the Probability (P) and Severity (S), the risk is given a rating ranging from 1 (no severity and unlikely to happen) to 25 (just waiting to happen with disastrous and widespread results). This is not intended to be a scientific process but helps to determine the level of risks, priority of risks and the urgency to act on them. An example is shown in Table 6.2. RISK ASSESSMENT Sample Risk Assessment 248  Risk Assessment Identify the hazards All hazards should be identified including those relating to the individual activities and any equipment. A hazard is something with the potential to cause harm.  Fireworks  Accidents including tripping & falling  Bouncy castles  Vehicles and Structures  Machinery  People including crowd control  Fuel, chemicals, generators  Activities  Electrical equipment  Lighting, heating, ventilation  Fire  Noise  Risk Assessment Who is at risk and how might they be harmed For each hazard identified, list all those who may be affected. Do not list individuals by name, just list groups of people. The following should be taken into account: Stewards Members of the public Employees Disabled persons Contractors Children & elderly persons Vendors, exhibitors and performers Potential trespassers Local Residents Expectant mothers  Risk Assessment Areas to consider The following are examples of areas to consider: Type of event Types of attendees (children, elderly, disabled) Potential major incidents Crowd control. capacity, access, egress, Site hazards including car parking stewarding Provision of emergency services Toilet facilities & welfare First aid, fire, event security Health & safety issues Cash collection Exhibitors and demonstrations Amusements and attractions Structures Waste management Animals Food hygiene Working at height Manual handling  Functions Logistics Planning Serve at An Event  Logistics is considered to have originated in the military where the ability to supply troops with weapons, ammunition and rations, before and during the battle, can make the difference between victory and defeat. As Sun Tzu, the Chinese military strategist of 2,500 years ago famously said: ‘Every battle is won before it is even fought.’ More recently, logistics planning has been applied to other specialisms, such as organizing large-scale events.  Functions Logistics Planning Serve at An Event  Logistics planning for events requires you to ensure that all the people, equipment and goods (rather than weapons!) are moved to the right place at the right time. Think about a live concert performance; it’s no good having the staging, sound and lighting equipment, musical instruments, special effects, camera crews and even the crowd in place, if the star performers are nowhere to be seen. Because of what happens at an event, there are always going to be logistical challenges for events managers to contend with. Certainly for larger, more complex events which take place over multiple sites (venues or stages), multiple days and involving multiple roles (staff, volunteers and participants, as well as attendees), dealing with the logistical challenges is a key part of the job. Unlike a logistics manager in a generic business operation, there is no second chance for an event manager to get it right. Hence the need for a sound logistical plan.  Functions Logistics Planning Serve at An Event  To ensure Suppliers, Contractors, and Support Services are all in the right place ahead of the event  To ensure smooth flow and movement of people onto and off of an event site  To clearly set out the Communication Protocol for Staff and Key Personnel All of the Above  PHASES OF EVENT LOGISTICS DURING THE 1 1 PRE-EVENT 2 2 3 3 POST-EVENT EVENT DELIVERY AND INCLUDE PLANNING DISPERSAL OF INSTALLATION OF EFFECTIVE CROWD CROWDS, REMOVAL EQUIPMENT, MANAGEMENT, OF FACILITIES, AND TRANSPORTATION EQUIPMENT/FACILITIE SERVICES. TIMELY AND COMMUNICATION S/ SERVICES AND ARRIVAL OF PLAN CLEAN-UP ARTISTS/PERFORMERS OPERATIONS AS WELL AS ATTENDEES Phases of Event Logistics A FINAL WORD ON SAFETY… SAFETY IS EVENT-SPECIFIC, MAKE SURE YOUR SAFETY PLANS ARE SUITED FOR EACH INDIVIDUAL EVENT. WHEN IT COMES TO EVENTS, TOO MUCH SAFETY PLANNING IS JUST ENOUGH. EVENT PLANNING & MANAGEMENT LESSON 7 HOW TO BUILD AND DEVELOP AN EVENTS TEAM COMPLEX PEOPLE CONCERNS IN EVENTS COMPLEX TEAM STRUCTURE THE PULSATING EVENTS WORKFORCE DEVELOPING AN OPERATIONAL EVENTS TEAM EVENTS ROLES DEVELOPING ROLE DESCRIPTIONS DIVERSITY & TEAMS RECRUITMENT & TRAINING PRACTICAL IMPLICATIONS: STAFFING LEVELS WIDER TEAM OF TEAMS: INDIVIDUALS WORKING TOGETHER TEAM-BUILDING TOOLS CREATIVES & LOGICS COMPANIES WORKING TOGETHER - CORPORATE PERSONALITY STYLE? UNDERSTANDING COMMUNICATION PREFERENCES COLLABORATIVE & PARTNERSHIP WORKING TABLE 7.1 - BELBIN TEAM ROLES, BENEFITS & LIMITATIONS WHEN IN DOUBT…ASK! DON’T LAUGH…WHAT’S YOUR SIGN? STAFFING - EVENTS TEAM JOB DESCRIPTIONS ROLE SUMMARIES FACILITATORS, HOSTS & OTHER ROLES DEVELOPING AN OPERATIONAL EVENTS TEAM EVENTS ROLES  DEVELOPING AN OPERATIONAL EVENTS TEAM The Events Manager role includes the following responsibilities: Lead strategic planning, management and delivery of national and local events. Manage external resource sourcing, selection and procurement processes, e.g.: venues, AV, personnel. Manage events team.  DEVELOPING AN OPERATIONAL EVENTS TEAM The Events Manager role includes the following responsibilities: Lead coordination of event facilitation, administration and technical support requirements. Manage event evaluation and initiate improvements.  DEVELOPING AN OPERATIONAL EVENTS TEAM The Events Coordinator role includes the following responsibilities: Coordinate and deliver event management, including venue liaison. Coordinate speakers and facilitators. Use online events management tool to deliver high-quality event administration. Organize exhibitions, communications, eg delegate packs, email. DEVELOPING AN OPERATIONAL EVENTS TEAM The Events Coordinator role includes the following responsibilities: Provide on-site event management, including managing relationships with external suppliers. Maintain requisition and ordering processes. DEVELOPING AN OPERATIONAL EVENTS TEAM The Events Administrator role includes the following responsibilities: Deliver all aspects of event administration, including delegate bookings, production of delegate packs and delegate resources where required and provide post-event online access to materials. Use online events management tool to deliver high-quality event administration. Respond to queries; manage team email inbox. Organize team travel and accommodation.  DEVELOPING AN OPERATIONAL EVENTS TEAM Organize team travel and accommodation. Facilitators, hosts and other roles: For events that require facilitators, it is possible to use in-house staff who are trained and experienced facilitators, thereby reducing the need for a large team of permanent staff and developing internal levels of expertise while retaining funding within the organization. In addition, the events team should include staff who can develop event content. Event hosts can be drawn from relevant in-house staff and key local personnel, from a team of freelance staff, or hired in. DEEP DIVE INTO TEAM COMMUNICATIONS & MOTIVATION SPEAKING TO PEOPLE SO THEY CAN LISTEN R-E-S-P-E-C-T FIND OUT WHAT IT MEANS TO THEM BUILDING IN INDEPENDENCE & DISCERNMENT CREATING A SENSE OF PROPRIETORSHIP & PRIDE COMPLIMENTS & REWARDS /BONUSES EVENT PLANNING & MANAGEMENT LESSON 8  The 5 Steps for Developing a DRAWING IN There are many choices regarding how, Promotional Planto promote where, when and to whom THE CROWDS your event. While there is no one right way to create a successful promotional strategy, there are practical steps you should take to give focus and direction TIMING IS to your efforts. Here are five simple EVERYTHIN steps to follow: G MAKE A 1. Set the objectives PROMOTIO 2. Establish your budget N 3. Define your target audience CALENDAR and tailor your message 4. Select the best promotional tools What are the 4 C’s Cost Of Promotional Clout Planning Credibility Control  Cost Clout Credibility Control What are the 4 C’s Of Promotional Planning DEFINE YOUR TARGET MARKET MILLION DOLLAR METHODS IDENTIFYING When Identifying Your YOUR TARGET Target Market, it is AUDIENCE Important to Be:  CLEAR  DETAILED AND PRECISE  YOU WANT TO NARROW DOWN YOUR TARGET MARKET EXACTLY When Identifying Your Target Market, What Does N.D.P. Stands for: N.D.P stands for: 1. NEEDS 2. DESIRES 3. PROBLEMS When Identifying Your Target Market, What Does N.D.P. Stands for When marketing and identifying your target market. Start with the end result you want to create: satisfying customers needs and desires. “Authentic marketing is not the art of selling what you make but knowing what to make,” said marketer Philip Kotler. “It is the art of identifying and understanding customer needs and creating solutions that deliver satisfaction to the customers, profits to the producers and benefits for the stakeholders.” You need to be able to answer these questions very clearly: What problem do you solve? What need do you meet? And what desire do you fulfill https://courses.lumenlearning.com/suny-hccc-introbusiness/chapter/the-role-of-c N.D.P stands for: 1. NEEDS 2. DESIRES 3. PROBLEMS  ADVERTISING SALES PROMOTION PROMOTIONAL PERSONAL SELLING TOOLS MEDIA PUBLICITY DIRECT MARKETING  SOCIAL MEDIA PLATFORMS OVERVIEW EVOLVING LANDSCAPES SOCIAL MEDIA TARGET FOR EVENT MARKET PROMOTION DEPENDENT CONTENT STRATEGIES SOCIAL MEDIA ADVERTISING EVENT PLANNING & MANAGEMENT LESSON 9 BUDGETING, FINANCES AND PROCUREMENT FOR EVENTS MANAGEMENT OUTSOURCE OR IN-HOUSE? OUTSOURCING KEY SUPPLIERS VENUES AUDIO VISUAL (A/V) SERVICES EVENTS MANAGEMENT BOOKING SYSTEM EVENT DESIGN & DEVELOPMENT & FACILITATION SUPPORT CONSULTANCY SUPPORT BUDGETING BUDGETING FOR A SINGLE EVENT BUDGETING FOR A COMPLEX EVENT BUDGETING CONSIDERATIONS FOR EVENT CANCELLATION DECISIONS Why Is It So Important To Determine The Budget At The Outset Of An Event? You can spend time looking at venues you can’t afford It is impossible to be on the same page as the Client without it It will frustrate you and your Client You will spend unnecessary energy and resources only to find out the parameters have changed What Are Some Ways You Can Save On Your Event Budget? Avoid peak times Go for simpler Food options Use what’s included in the Venue hire Find local Sponsors How to Create an Event Budget BUDGETING RESPONSIBLE FINANCES FUNDRAISING ON A LIMITED BUDGET FINANCES: ITEMIZED EXPENDITURE FINANCES: INCOME SOURCES CASHFLOW & BREAKEVEN (DELTA)  Purchasing & Procurement Within events management, organizations rarely have the internal resources to deliver all aspects of the event. As has been said earlier, they often need to outsource (buy in) specialist services, equipment and support from a range of other companies.  Purchasing & Procurement Purchasing and procurement terms Definitions: Definitions: Larger organizations will have specialist functions (even separate departments) to manage the process for outsourcing resources. These may be known as ‘Purchasing’ or ‘Procurement’ teams. Purchasing involves the outright acquisition of services, equipment or other goods for monetary payment. Procurement includes the acquisition of goods or services in any way, which could include leasing, temporary hire, borrowing or contra-deals (swap).  PURCHASING & PROCUREMENT Within the tender process, there are four distinct phases:  PHASE 1: PRE-TENDER  PHASE 2: THE TENDER  PHASE 3: EVALUATING THE RESPONSES  PHASE 4: APPOINT THE SUCCESSFUL SUPPLIER/S DOCUMENTATION TEMPLATES BUDGET HOLDER DETAILS FINANCIAL INFORMATION: DEVELOPING A SERVICE LEVEL AGREEMENT (SLA) TO SUPPORT FINANCIAL PLANNING DOCUMENTATION TEMPLATES THE PROCUREMENT PROCESS - INVITATION TO TENDER EVALUATING TENDER RESPONSES RESPONDING TO SUPPLIERS WITH THE DECISION A FINAL WORD ON EFFECTIVE KEEP PROCUREMENT & COMM GOOD FINANCIAL MANAGEMENT AND FOR EVENTS CARRY ON EVENT PLANNING & MANAGEMENT LESSON 10  DON’T ROLL UP YOUR SLEEVES, YOUR YOUR JOB IS TO RESPONSIBILITIES STAND AND POINT. AS AN ON-SITE EVENT MANAGER YOU ARE THE CALM IN THE STORM.  BEFORE THE EVENT 2 DAYS PRIOR - MENTAL RUN-OF-SHOW & SLEEP SCHEDULE UPON ARRIVAL AT THE VENUE LEAD-UP TO THE EVENT CHECKLIST BRIEFINGS, MEETINGS, COMMUNICATIONS & REHEARSALS  DURING THE EVENT START RIGHT, FUEL UP - BODY, MIND & SOUL KEEP YOUR EVENT ON TRACK DELIVER EXCELLENT CUSTOMER SERVICE BE VISIBLE & AVAILABLE TO STAFF KEEP EVERYTHING FLOWING SMOOTHLY SEIZE THE OPPORTUNITY TO PUBLICIZE YOUR EVENT MAKE SURE YOUR EVENT IS SAFE IF SOMETHING GOES WRONG (AND IT WILL), DON’T LOSE YOUR COOL, IT’S SIMPLY ALL PART OF YOUR “NEW” PLAN! AFTER THE EVENT SMOOTH DISPERSAL OF THE EVENT ATTENDEES SHUTTING DOWN THE SITE CONDUCTING A POST-EVENT DEBRIEF EVENT PLANNING & MANAGEMENT LESSON 11 MEASURING SUCCESS POST-EVENT EVALUATION & INSIGHTS THE PURPOSE OF EVALUATION RATIONALE FOR EVALUATION EVENT OBJECTIVES EVALUATION & THE EVENT TEAMS ROLE CHECKLIST: EVALUATING YOUR TEAM’S ACTIVITIES DEVELOPING AN EVALUATION PLAN PLAN STRUCTURE EVALUATION TIMELINE EVALUATION MODELS WHAT TO EVALUATE IDENTIFYING WHAT WORKS & WHAT DOESN’T WORK WITHIN EVENT-PLANNING & DELIVERY PROCESSES  EVALUATION ISSUES ○ THE TRIPLE BOTTOM ONLINE EVENT LINE: ENVIRONMENTAL, MANAGEMENT SOCIAL & ECONOMIC SUSTAINABILITY SOFTWARE ○ EMERGING EVALUATION TOOLS IMPACTS & ○ ANALYSING & USING THE FINDINGS OF LEGACIES OF YOUR EVALUATIONS EVENTS EVENT PLANNING & MANAGEMENT LESSON 12 FUTURE-PROOFING YOUR EVENTS CREATING BESPOKE EVENTS CUSTOM EVENTS CUSTOMER MADE EVENTS FUTURE-PROOFING YOUR EVENTS TREND-SPOTTING MEGA-TRENDS MICRO-TRENDS INNOVATION AS THE KEY TO FUTURE SUCCESS IMITATE TO INNOVATE COLLABORATE TO INNOVATE CONGRATULATIONS ! YOU HAVE COMPLETED MODULE 1!