Module 7-12: Working on Event Budgets and Timelines PDF

# Chapter 7: Working on Event Budgets and Timelines ## Chapter Objectives This chapter will help students: 1. Identify variable and fixed event costs, and how to budget them. 2. Estimate event revenues and expenses. 3. Develop a system to monitor the event budget. 4. Draft an event timeline,...

# Chapter 7: Working on Event Budgets and Timelines ## Chapter Objectives This chapter will help students: 1. Identify variable and fixed event costs, and how to budget them. 2. Estimate event revenues and expenses. 3. Develop a system to monitor the event budget. 4. Draft an event timeline, and monitor accomplishments. ## Event Management Resources An event manager works with two very important resources: money and time. Both seem scarce, no matter how one attempts to stretch them. This chapter discusses how to set financial budgets for events and how to budget the time available for planning the event. ## The Event Budget Budgets are plans in numeric form that put the event plans into action. A very creative event plan is reduced to scratch paper without a budget to bring it to life. This chapter teaches the event manager how to put the event budget together by understanding the various budgetary items and how revenues, expenses, and profits are accounted for. A checklist for budget monitoring is also recommended. Discussion of the event budget started in Chapter 4 was part of the WWWWWHow questions. With the event plan already having taken flesh and a clear vision of the event has been made, it is now time to revisit the preliminary budget and make the necessary adjustments to it. ## Budgets Budgets stem from funds that have been earmarked for the event or simply how much the host (or client) intends to spend for this event. Look back on the event objectives, and see how these impact the budget. It is also possible to have separate financial objectives for the event. There are events that expect achievement of a sales target, or require a return on investment (ROI) for either its financiers or the attendees. As you were putting together the event vision, the budget would have been based on either one of these: how much was spent on previous or similar events; marketing projections and estimates; the general economic forecast; the expected return on investment; or the type of financing used for the event (borrowed funds, prepayment, existing funds) and expected financial recovery. But at this point wherein the event vision, event concept and contingency plans are already known, a more realistic event budget must be drawn up. ### Budget Components Budgets are made up of three basic parts: revenues, expenses, and profits. The basic formula to remember is: $Revenue - Expenses = Profits$ ### Financial Objectives The importance of each element in this equation depends on what the event's financial objective is. For hosted events, the event manager's objective is to maximize the budget to cover all expenses and achieve event objectives. For break-even events, aim to recover all expenses thru revenues generated. Lastly, for profit-oriented events (commercially- produced concerts, fund-raisers), the object is to increase revenues to levels much higher than expenses. ## Understanding Event Expenses Going through the event plan, identify expenses in each element of the plan. List and estimate all probable expenses. Classify the expenses you have listed either as a fixed cost or a variable cost: * **Fixed costs** are expenses incurred in the staging and management of an event that are not likely to change as the number of attendees change. * **Variable costs** – expenses that vary depending on how many people attend the event. This may be computed on a per capita basis, i.e., variable cost per participant. It is important to understand fixed vs. variable costs so that event managers can draw up a workable budget. The total cost of producing the event is computed by applying this formula: $(Variable Cost per participant \times the number of participants) + Fixed Costs = Total Cost of Production$ ## Event Toolbox A memory jogger for every element of your planned event experience is provided here to help you think through the expenses likely to be incurred in producing an event: ### Invitation * Ads: Print, Radio, TV * Advertising Novelty Items * Brochures * Business Cards * Directional Signs * Graphic Artist * Invitations, Tickets, and Programme * Letterhead/Envelopes * Maps * Media Kit * Photocopies * Postage/Courier Service * Posters, Flyers * Pre-registration Forms, Services * Radio/TV/Video Production * Show Signs * Street Signs ### Registration * Airport Greeters * Hotel Accommodations for Participants, Guests, and Staff * Limousine/Car Rental * Name Tags/Holders * Permit(s)/License * Place Cards * Registration Equipment * Registration Packets * Registration Services * Shuttle * Special Reception Area * Sponsor Signs * Staff Travel * Valet Service * Venue Rental * Venue Service and Surcharges * VIP Area * VIP Travel ### Atmosphere * Additional Air-conditioning * Balloons * Candles * Carpeting/Flooring * Centerpieces/Table Decor * Chairs and Chair Covers * Drapes, Curtains, Specialty Linen * Event Decor * Extension Cords * Flowers/Plants * Furniture * General Lighting * Miscellaneous Charges * Paper Supplies * Power Generator * Props * Risers * Stage Decor (stage, backdrop, skirting, stairs) * Stanchions/Ropes * Tables * Tents/Canopies ### Activities * Blackboards * CCTV Cameras * Celebrity Talent Fees * Computer Interfaces * Computers * Disc Players * Flip Charts * LCD/LED Projectors * Lecterns/Podiums * Microphones * Models * Music * Pointers/Marking Pens * Recorders * Screens * Sound System * Speaker's Fees * Special Lighting * Talent * Technical Staff * Television Monitors * Teleprompter * Video Players/Recorders * Walkie-Talkies ### Treats * Awards, Recognitions * Bartender Fees * Beverage * Catering Equipment * Catering Fees * Certificates * China, Glasses, Utensils * Engraving * Event Photographer * Event Videographer * Food * Frames * Gratuities * Printed Photos * Prizes * Promotional Items * Supplies-Linens, Tables/Chairs * Thank-You Cards * Volunteer (Appreciation Activity/Gifts) ### Operations Support * Event Manager * Show Technical Staff * Additional Staff * Overtime Expenses * Ushers/Usherettes * Consultants * Public Relations * Truck/Van Rental * Carts/Hand Trucks * Special Vehicles * Gasoline * Pre-event Expenses * Accounting * Legal Counsel * Office Supplies * Office Equipment * Communication Expenses * Ticket Sales Fees * Warehouse * Parking * Extra Supplies ### Safety * Insurance Premiums * Specialized Insurance * Medical/First-aid Team * Ambulance Service * "Rain Plan" Cost ### Security * Bouncers * Facility Security Fees * Private Security Team * Kg Unit * Security Equipment Rental ### Sanitation * Water Supply * Restrooms/Portalets * Trash/Dumpsters/Receptacles * Waste Disposal Service * Cleanup Crew ## Exercise Box Classify the expenses listed in the preceding tables as to whether they are variable or fixed cost: <br> | Variable Costs | Fixed Costs | | :-------------------------------------------------------------------------- | :------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | | | | | | ## Sources of Revenues Events intended for profit or break-even may consider these sources of revenues: * Ticket Sales or Admission Fees * Registration Fees * Donations and Grants * Gifts in Kind * Sponsorship and Advertising Fees * Exhibit or Exposition Booth Rental Fees * Concession Sales * Merchandise Sales * Supplier Discounts ## Setting Ticket Prices, Admission or Registration Fees There are different ways by which ticket prices are set. Most common of these is to compute for all costs related to staging the event. A formula for this is: $Ticket Price, Admission, or Registration Fee = variable cost per attendee + the cost for event promotion per attendee + a targeted profit percentage from the ticket price + applicable sales taxes$ In the Philippines, aside from the mandatory 12% value-added tax, there may be other sales taxes applicable as required by local government ordinances. Another way to set the price is for the event organizers to set a variable cost percentage applicable to the event. $Variable Cost Percentage = \frac{Total Variable Cost}{Total Revenues}$ Perhaps, the questions to ask are: "Of the ticket price, what percentage will actual variable costs account for?" and "What percentage will cover fixed costs?" The answers depend on how much profit the organizers mean to earn. If the ticket price accounts for 100%, what are the percentage allocations for variable costs, fixed costs and the desired profit? Keep this illustration in mind: <br> ## Sponsorship and Advertising Revenues Sponsors and event partners provide incremental revenues. Sponsors are an additional source of funds in exchange for promotional mileage or advertising exposure. These companies can help raise funds to cover event expenses, or can also be the main source of revenues (in the case of fund-raising activities). Before sending out letters requesting for sponsorship, decide on these: 1. How much must be raised thru sponsorships? This will dictate the extent of solicitation efforts necessary. 2. Identify possible sponsors. * Select sponsors whose product or brand image match that of the event * Check your connection network-among the people you know, who could help you? 3. What benefits can the event organizers give the sponsors? * Media mileage - airtime or exposure on TV, radio, print, publicity, outdoor advertisements * Inclusion in event merchandising materials like posters, tickets, banners * Website ads - this could be banner ads, links, or mentions; know the number of hits expected for the site and communicate this to the prospective sponsor * On-premise inerchandising during the event-banners, flyers, sampling, display booth, games or interactive activities, and video presentations before or during the event * Promotional activities within the event * Product/brand mentions or acknowledgements within the event or by the event hosts * Access to participants' information - this could be attractive to some companies that actively do direct mail efforts. * Competitive lock-out - meaning, direct competitors of the company will not be taken in as sponsors for the event; this could be a desirable benefit particularly if the targeted event audience is hotly contested among the competing companies. 4. Determine "values" for the benefits lined up. * Radio or TV airtime - determine how many spots will include the sponsor and in what manner they will be included; quantify how much the exposure offered would cost in terms of airtime, reach and frequency. * Print ad space - determine space that will be allocated for each sponsor or sponsor type; quantify how much the exposure would cost in terms of column centimeters and number of print ads. * Poster space - identify space to be allocated for sponsors (this could be above the title, below the title, or at the bottom of the poster text), and determine the value of this exposure times the number of posters to be released. * On-site merchandising - quantify the exposure versus other means of advertising or equivalent costs if the sponsoring company were to do the activity on their own. For example, compare values vs. leafleting fees or booth rental rates charged by the venue. 5. Define sponsorship packages and rank sponsor categories - keep packages simple and easy to understand. Try to limit the number of sponsors to a manageable number so all can enjoy the benefits that are available. * Presentor - enjoys access to all sponsor benefits, and has the most expensive sponsorship package; billed above the event title with the clause "brings you" or "brought to you by"; limit this class to a maximum of two sponsors only. * Major sponsor - this class is given secondary line billing; usually almost same benefits as accorded to presentor except top billing and some merchandising benefits; package cost is around half that of the presentor. * Minor sponsor - gets tertiary billing and the least benefits; package cost is around half the cost of a major sponsor. 6. Match the targets with the sponsorship offers. Approach companies that reach out to the same target audience as those expected to the event, and those who are likely to meet the budget for sponsorship. 7. Send letters. * As in any business correspondence, get the name and designation of addressees right. Never send a "To Whom It May Concern" or blank letter when asking for sponsorship support. The body of the letter opens with a mention of the event organizer (the host). After that, introduce the event and its objectives. State how participation in the event will help the prospect achieve its business objectives. For the reader to better appreciate the event, include audience demographics from the previous year's event. Then proceed to present the sponsorship packages, as well as other opportunities that the prospect can participate in such as breakout sessions, booths, exhibits, etc. In closing, mention date of follow-up, and names of contact persons should the prospect inquires or makes clarifications. * Consider producing a prospectus or brochure or flyer for the event, or ask for a face-to-face presentation. A prospectus is a comprehensive description of the event, including details of the program-speakers, venue, expected audience profile, companion activities, pocket events, and description of the locale or city where the event will be held. * Send out letters well in advance. For big conventions, sponsorship letters are sent out as early as 12 months before the event. A minimum lead time of two months is customary. ## Post-event Reporting After getting the sponsors to agree, have the sponsorship contract signed and make a timetable for deliverables. Make sure to deliver on all your promises. Treat sponsors the way valued clients are treated, and establish long-term relationships with them. They now have the same stake in the event as the event organizers, the event team, and other financers. It is a good gesture to send sponsors a post-event report. The approving party will be required to submit a report on their sponsorships, and your inputs will be much appreciated. Provide sponsors these pieces of information: * Audience size and profile * Actual media mileage * Merchandising mileage * Qualitative evaluation, such as audience feedback * Photos of merchandising activities and materials * Photos/videos of event segments featuring their products ## Donations and Grants For fund-raising events consider soliciting donations from individual and non-corporate givers. Identify individuals and parties who have close affinity or a deep interest in the event and its target audience or the beneficiaries. Unlike corporate sponsors, these donors do not usually need much advertising and merchandising mileage, but find a way to acknowledge them during the event. ## Gifts in Kind Particularly during tough economic times, some event expenses may be covered thru sponsorships or gifts in kind. Among these expenses are: * Food for preparatory meetings, rehearsals, and during the event * Costumes for performers or uniforms for event security * Accommodations for event staff, performers, and guests * Transportation of equipment, staff, and participants * Printing of event collateral * Awards and trophies for competitions, or to commend event volunteers * Giveaways which will help enhance the event experience * Advertising placements in radio, television, print or out-of-home media ## Other Sources of Revenues * Exhibit or booth rental fees - Exhibits, booth displays and interactive activity booths add to the event experience and also allow more companies access to the event audience. Determine competitive rental rates. These booths may be offered as part of a sponsorship package or as an independent offer. * Concession fees - As event organizer, identify opportunities for concessionaires who could sell food, souvenirs, and services which complement the event activities and appeal to the event participants. Straight rental fees may be charged, or organizers can collect sales commissions. * Merchandise sales - Souvenir items or mementos to the event may be produced and offered for sale. Study what would appeal to the audience and develop these items to bear the logo of the event or those of its proponents. Merchandise helps sustain the memory of the event experience, and is a potential source of substantial revenues. * Supplier discounts - Negotiate well with suppliers to get the best value for their goods and services. Discounts translate to lower costs, and the potential for higher profits. ## The Revenue Forecast After working on the potential sources of revenues, project how much revenues the event will generate considering all revenue streams. With the ticket price in mind, forecast how many participants are expected to attend the event, particularly if ticket sales or registration fees are the main source of revenues. The maximum of this forecast will be the number of participants that can be accommodated at the event venue, given the intended layout for the event. Clarify with the venue management what seating capacities are. Do not pre-sell more tickets than the number of seats available. If historical data on previous or similar events are available, check if these can be used as sound bases for a forecast. Other factors to consider in making your forecast include the market response to promotional efforts, other events happening on the same day, consumer purchasing power and buying behavior, and even the weather outlook. ## Drafting The Event Budget Determine the budget for your event, keeping in mind its financial objectives: * Hosted: revenues < expenses * Revenue-generating: revenues > expenses * Break-even: revenues = expenses For hosted events, available funds must cover the estimated total cost of production, that is: $Event Budget = Total Cost of Production = (Variable Cost per participant \times the number of participants) + Total Fixed Costs$ For revenue-generating events, proceeds from ticket sales or registration fees and other revenues earned should be able to cover all variable costs, plus all fixed costs, and a substantial surplus for profits. Thus, the applicable formula for revenue-generating events is: $Revenues = Total Cost of Production + Targeted Profit = [(Variable cost per ticket \times No. of Tickets) + Total Fixed Costs] + Targeted Profit$ For break-even events, revenues generated from ticket sales or other sources must cover the total production cost, thus the formula is: $Revenues = Total Cost of Production = (Variable cost per ticket \times No. of Tickets Sold) + Total Fixed Costs$ For an event manager, it is interesting to know at what level of sales will the event be at break-even. To compute for the break-even point, the formula is: $Break-even = \frac{Total Fixed Costs}{(1 - Variable Cost percentage)} = \frac{Total Fixed Costs}{(1- Total Variable Cost)} $ ## Exercise Box ABC Events is the organizer of "Accounting in Simple Terms," a two-day public seminar set four months from now. Because of the nature of the seminar, the class will be open to a maximum of 40 participants. At this point, ABC is deciding on the seminar fee. The event budget lists the following costs: a. Meals per participant per day consisting of two snacks and lunch cost 1,200 inclusive of taxes. b. The seminar room, including rental of audio-visual equipment and classroom set-up, costs 1,600 per day. c. The seminar facilitator charges 32,000 per day. d. A seminar coordinator hired to market the seminar serves a secretariat for the event. He is paid 45,000 for the whole project. e. An assistant will be hired to work on the two-day event at a fixed rate of 1,000. f. The seminar workbook, notepad, and ballpen cost 400 per participant g. 10,000 has been budgeted to promote the event thru posters and e-mail blasts. A local paper is giving three free print ad spaces to announce the event. h. ABC Events always includes a 15,000 management fee for all events it manages to cover administrative and communication (telephone, fax and mobile) expenses. This is in addition to the 15% net income target it projects per seminar. ### Questions: 1. Assuming that the maximum number of participants can be reached, how much should ABC charge as seminar fee (including VAT)? 2. If the seminar fee is pegged at 6,500, what is the minimum number of participants needed for the event to break-even? 3. What is the minimum number of participants needed for the event to generate a profit equivalent to at least 10% of revenues? ## The Next Step The next move is to put all information together and draft the event budget. Itemize sources of revenues. Carefully go over the event plan and identify both variable and fixed expenses. Provide the best estimates available. There might be a need to scout for other suppliers, or to change the requirement into something more affordable and practical. Make preliminary computations before finalizing the budget. Contingency costs are those that will be incurred only if the contingency plan is put into action. There is a high probability that these costs will not be incurred, except for set-up costs, such as purchase of first-aid kits. From the event budget drafted, determine whether the event's financial objectives are being met. If so, then pat yourself on the back for you've done well. If not, then review the plan and the budget again. Oftentimes, event planners get disappointed when the event concept could not be executed as planned because of budget constraints. A savvy event manager rises to the challenge, draws out the event plan, goes over all the elements, and examines each by asking these important questions: * How much does it cost? * How much can we afford? * Is it worth it? If yes, then what must be done to be able to afford it? An event manager gets event objectives done through the effective and efficient use of resources. Seemingly, resources will never be enough. It takes a frugal but creative event manager to balance revenues, costs, and profits. ## The Event Timeline Time is one other resource that the event team has to make optimum use of. Always be conscious of how much time you have to organize and implement your plan before the day of the event. Determine the activities that must be completed before the actual event, the chronological sequence of these activities, and how much time is needed to complete each task (consider supplier lead times, too). The next step is to organize and allocate time for the work involved, keeping in mind the time available to plan the event. The timeline identifies what activities must be completed by a certain date. Use this to check on the team's progress in putting the event together. The list of tasks to be done will vary depending on the type of event, resources, and manpower available. But typical activities done in preparing for an event will include the list drawn in the following tool: ## Event Toolbox - Planning Timeline As in a Gantt chart, list the activities or tasks in the event planning process on the first column, identify the person/s responsible for each, and then fill in the number of days (or the inclusive dates) needed to complete the task: <br> | Day | Day | Day | Day | Day | Day | Day | Day | Day | Day | | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ## The Event Toolbox - Event Timeline As in a Gantt chart, list the activities or tasks in the event planning process on the first column, identify the person/s responsible for each, and then fill in the number of days (or the inclusive dates) needed to complete the task: <br> | Day | Day | Day | Day | Day | Day | Day | Day | Day | Day | | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ## Review Box * Budgets are made up of three basic parts: revenues, expenses and profits. * For hosted events, the event manager's objective is to maximize the budget to cover all expenses and achieve event objectives. For break-even events, aim to recover all expenses thru revenues generated. Lastly, for profit-oriented events the object is to increase revenues to levels much higher than expenses. * Identify expenses in each element of the plan, and classify these expenses as either fixed or variable costs. Fixed costs are expenses incurred in the staging and management of an event that are not likely to change as the number of attendees change. Variable costs are expenses that vary depending on how many people attend the event. * There are different ways by which ticket prices are set. The most common is to compute for all costs related to staging the event; determine the variable cost percentage applicable and aim to recover costs; research on the going rate for similar events; and research the target audience's value perception of the event. Whatever the pricing approach, it is important that the organizers consider the return on the audience's investment. The experience that the event, as well as the value of the other tangible and intangible benefits that the audience will get must be greater than the amount they give to be at the event. * Aside from ticket sales or admission fees, there are other sources of event revenues: sponsors, exhibit or booth rental fees, concession fees, merchandise sales, and supplier discounts. After working on the potential sources of revenues, project how much earnings the event will generate considering all revenue streams. * Time is one other resource that the event manager must learn to optimize. Determine the activities that must be completed before the actual event, the chronological sequence of these activities, and how much time is needed to complete each task. The next step is to organize and allocate time for the work involved, keeping in mind the time available to plan the event. Prepare security plans and policies including how to: (1) observe the crowd; (2) conduct searches; (3) raise emergency alarms; (4) report incidents; (5) request assistance from team members; (6) evacuate in case of fire, earthquake or some other incident; (7) deactivate utilities and equipment; and (8) inform members of the S&S team regarding these eventualities. * Other than safety and security, also plan for other event elements. Go over the event plan, visualize what will happen on the day of the event, and identify: (1) potential problems; (2) preventive action; and (3) contingent action. # Chapter 8: Presenting the Event Plan ## Chapter Objectives This chapter will help students: 1. Organize information for the presentation of the event plan. 2. Get ready for the presentation. 3. Deliver the presentation. After working on the event plan for many days (and probably nights), the next hurdle is to present the plan to the approving committee-usually a panel of event stakeholders. Of all stakeholders, the event manager must have the clearest vision of the coming event. He/She has to share this vision in one make-or-break presentation. This chapter prepares the event manager to clear this hurdle and get the show on the road! ## The Preparation Gather all the bits and pieces of the plan together in an organized and comprehensive file, and then create a cohesive presentation. While the use of one's creativity is highly recommended, there are certain elements which the presentation must have: * **The Rationale**: Why must this event be held? - state how the event will help the client solve a problem or take advantage of an opportunity thru the event. This is a good opener that anchors the listeners firmly on the purpose of the event. * **Audience Profile**: Briefly describe the target audience, their interests, and what they would like to get out of the event, or what they will benefit from it. * **Event Objectives**: State the S.M.A.R.T.E.R. event objectives that you have previously drafted. * **The Event Vision**: A brief description of the event being planned and the expectations from this in one or two sentences. Remember to reiterate the purpose, objectives, and the target audience; and make mention of the total budget and how success will be measured (refer to Chapter 4). * **Format**: What kind of event will best deliver the stated objectives? Discuss how this format will help achieve the client's objectives. A lengthier discussion might be needed if the proposed format is different from previous events held or deviates from "the usual." * **Venue**: Discuss why specific venues or destinations are selected. Rationalize the choice of venue, particularly if it is controversial, or not a usual choice of the client, or unusual for the chosen event format. Emphasize the significance of the venue in the achievement of event objectives. At this point, the following may be discussed: * Details on accommodations for participants, guests, VIPs, and staff * Details about the locale, and nearby places of interest, if the venue is out of town. * Contingency plans should there be safety and security issues concerning the venue. * **The Experience**: Give the intricate details of the event, but stick to those that will be of interest to the stakeholders, or the approving committee. Take the approving committee through the event experience as it will eventually unfold for the target audience. This is the show-and-tell part of the presentation; be ready with photographs, samples, and props that will help create a vivid picture of the event. * **Invitation**: How will people know of the event? How will they be invited? Present samples of the invitation/s. * **Registration**: How will the participants sign up or confirm attendance to the event? How will they get to the event? What will happen when they arrive at the event? Samples to show: pre-registration procedures, forms needed for on-site registration, etc. Take the stakeholders through the process of pre-registration, transportation, and arrival at the event. * **Atmosphere**: What will be the overall look and feel of the event? How will this be executed thru décor, room layout, sounds, lights, tablescapes, and even smell? Show sample photos or idea pegs. * **Program**: Present the day-to-day or hourly program for the event and detail each of the activities, particularly those which some of the stakeholders will participate in. Highlight how each activity links with other activities in the program. * **Treats**: State other elements of the event: food and beverage, gifts, recreational activities, companion programs, pocket events, etc. Show the stakeholders how these treats tie in with the program and enhance the total event experience. * **Budget**: The approving committee will be interested in knowing whether your plan can be implemented on a budget originally earmarked for the event. Report on this aspect first, and then supply the details if the panel appears to be interested in knowing the details. Be ready to provide all information that the client needs to know particularly those that will affect the final budget. Importantly, have a clear and concise list of what is not included in your program and cost summary. If the budget is beyond the original amount allotted for the event, defend why more funds have to be spent and for what expenses. Show how well the event team will be handling the client's resources. * **Summary**: Wrap up the presentation by homing in on why the proposed event plan will work to achieve the objectives set, and how the staging of the event will be meaningful and memorable to all stakeholders. The amount of time that the presentation will take depends on how complex the event plan is, the completeness of the details to be presented for approval, how well prepared the presentor is in answering questions to support his/her own claims with information, and how many questions the approvers will ask. Aside from the presentation you have prepared, bring other materials and data that will substantiate the plan. Among the materials you need during the presentation meeting are: * **References**: Data gathered about previous events (for example, the previous year's budget, attendance statistics); information on the chosen theme for the event; audience profile; other data. * **Back-up Materials**: * Destination brochures * Hotel brochure * Hotel layout * Meeting room specifications * Brochures from restaurants, caterers' menus, venues, activities mentioned in the proposal * Promotional materials * Sample gifts and giveaways * And for the event management companies bidding for an event, the company profile, including a list of clients and a creative reel (a video showing previous events handled). ## The Presentation Be punctual and very well prepared when coming to the meeting. Wear clothes that enhance your self-confidence, and give you an air of authority. Take at least one other member of the event team to the presentation. As you do the presentation, the other member takes notes of the ensuing discussion. If there are a number of visual aids that will be shown, a third team member must be on hand to assist in the presentation. Have only one person doing the presentation. This makes for a quicker presentation with less transitions. However, if there are parts of the presentation that require an expert on the topic, then bring one on. For example, someone from the accounting department will be a good resource person when it comes to the discussion of the event budget. Master the presentation. The best way to do this is write the presentation yourself. Avoid presentation materials that are too cluttered or confusing. Allow the panelists to focus on the plan. Provide copies of the plan or its salient elements for the panelists to study individually. Also practice how to answer tough questions from the stakeholders. You may set the rules early on: Will questions be entertained only after the whole presentation is over? Or can the panelists asks questions anytime? Give the presentation your best shot. The sooner you get approval, the sooner you can start executing the plan and that's where most of the work is done. ## Review Box * The event plan presentation is the event manager's opportunity to present an organized and cohesive plan to the approving committee, composed of stakeholders in authority. * The presentation must include the rationale, target audience, event objectives, event vision, format, venue, elements that will build the experience, and the budget. * Aside from the presentation you have prepared, bring other materials and data that will substantiate the plan. * Be punctual and very well prepared when coming to the meeting. Wear clothes that enhance your self-confidence, and give you an air of authority. Master the presentation. Take at least one other member of the event team to take notes during the ensuing discussion. ## Out Of The Box Topics for further discussion: 1. Interview a creative director of an advertising agency. Ask him/her how the agency present its plans for proposed advertisements. What tips can he/she give on presenting event plans? 2. Research on storyboarding. Present a sample event concept using a storyboard. 3. Research on how to make effective presentations. Share tips on this topic with the class. # Chapter 9: The Event Team ## Chapter Objectives This chapter will help students: 1. Divide the tasks involved in running the event and create an organizational structure for the event team. 2. Define the role of each member of the event team. 3. Decide whether to engage professional help or use in-house talent. 4. Get the team into action. It takes people to get the show on the road. It takes people to put the plan into action and deliver that aspired-for experience meant for the audience. It takes a team to execute an event. Woe to the event manager who has to do all these alone. It is going to be extremely difficult, if not impossible. Lean and mean as it may be, the event team gets the work done. But getting other people involved means more hurdles to clear. Documents and logistics may be shuffled around, but people have to be motivated, inspired, and directed to work towards the common objective. The event manager now has to transform into a master architect, who will create a structure for people to work within, ensuring that each member contributes to the whole, and