Professional Documents
Culture Documents
In performing my assignment, it's a successful one I had to take the help and guideline
of some respected persons. First of all I am grateful to Allah who gives me sound mind
& sound health to accomplish my assignment. The completion of the report gives me
much Pleasure. But it is not my credit in this endeavor. I would like to thank my
gratitude Prof.Muhammad Akram, Prof.Hafiz Abdur Rashid Course Instructor, Punjab
University, Pakistan for giving me a good guideline for assignment.
I would like to thank Hailey College Of Commerce, Punjab Universty for providing a
good education in Pakistan. Lastly I would like to deliver my whole hearted thanks to
all the M.A and M.Com students, Punjab University for their cordial cooperation.
Actually it was not possible for me to complete a severe task without such help. So I
pray the long life and good health for all the persons who have helped and cooperated me in my assignment.
Executive Summary
The Evoke Enterprises is an event planning company specializing in corporate
customers. Evoke Enterprises will offer many types of services, these services are
provided on different events.The Evoke company also provide training, training
services will be either leadership development training or teaming skills training.
Evoke can take care of the planning of the event, as well as actually hosting the
training through the use of one of Evoke strategic business partners.
The corporate market for event planning is steady and profitable. For some large
companies, economic downturns mean cuts in events planning. This is, however, only
the case for shortsighted companies. The benchmark companies may trim down the
workforce during a downturn, but they do not cut Providing their services. They
recognize that investing in human resources is always a good investment. Evoke
intends to profit nicely from this.Additionally, even in economic downturns, companies
still have backbone to continue the bussines and will still need someone to organize
these events. In short, the need for corporate event planning/hosting services rarely
diminishes, it is a steadily increasing demand that Evoke will capitalize on.
TABLE OF CONTENTS
INTRODUCTION....................................................................................................................... .
EVENT PLAN............................................................................................................................. ....
1. EVENT DETAILS............................................................................................................
1.1.
1.2.
2.1.
3.1.
Financial Statements........................................................................................................
3.2.
Ratio Analysis..
3.3.
Financial Support.............................................................................................................
4. INSURANCE......................................................................................................................
3. THE VENUE......................................................................................................................
3.1.
Potential Hazards.............................................................................................................
3.2.
Site Plan...........................................................................................................................
3.3.
3.4.
Contingency Plan.............................................................................................................
4. TRAFFIC AND PEDESTRIAN MANAGEMENT.................................................................
4.1.
4.2.
Road Closures..................................................................................................................
4.3.
Adjoining Properties.........................................................................................................
5. INCIDENT MANAGEMENT PLAN......................................................................................
5.1.
5.2.
5.3.
5.4.
5.5.
5.6.
Incident Reports...............................................................................................................
6. PUBLIC HEALTH...............................................................................................................
6.1.
6.2.
Alcohol.............................................................................................................................
6.3.
Toilets...............................................................................................................................
6.4.
Water................................................................................................................................
6.5.
Shelter..............................................................................................................................
6.1.
Waste Management.........................................................................................................
6.2.
Noise................................................................................................................................
7. PUBLIC SAFETY...............................................................................................................
7.1.
7.2.
7.3.
7.4.
Temporary Structures.......................................................................................................
7.6.
8.1.
Ticketing...........................................................................................................................
8.2.
Signage............................................................................................................................
8.3.
Health Promotion..............................................................................................................
8.4.
Advertising........................................................................................................................
9. USEFUL CONTACT NUMBERS.........................................................................................
10. EVALUATION.....................................................................................................................
REFERENCES..............................................................................................................................
Event Management Plan Proforma................................................................................................
Useful Links .................................................................................................................................
ANNEXURE B...............................................................................................................................
INTRODUCTION
Zulfiqar arshad is Founder & Chief Execute Officer (CEO) of Evoke Enterprise Event
Planners & Organiser and has a wealth of experience in the event planning field. He is
passionate about creating magnificent, one of a kind & unforgettable celebrations for
his clients. His dedication to his work and very kindly nature has helped his gain the
trust of all our clients who keep coming back to us for more events. He believes in the
importance of celebrating life's special occasions, & he is dedicated to giving each one
of his clients the utmost personal attention so that they can relax & thoroughly enjoy
the planning process.This Evoke Enterprise head Office is located in the ISLAMABAD
region who currently organise festivals and events. Festivals and events are very
important to the Region as they showcase the unique aspects of the Region's culture
and promote positive messages to our visitors. They also contribute to local
communities by providing opportunities for economic growth and fostering community
spirit.
He loves working with people & he relishes the opportunity to be creative through every
event that he plans. His mission is to ensure that each event is unbelievably fun, has a
distinctive ambiance, is spectacularly elegant.
Included in this toolkit are practical guides and resources to help plan, promote, and
stage a successful festival or event. As well as providing clear guidance on how to go
about each stage of the process, there are also links to other useful information and
templates that can be adapted to suit an individual event.
Event management:
Pre Planning:
The success of any event is always dependant upon adequate pre planning and it is
essential that you allow enough lead-time to ensure that your event is a success. By
addressing the why, what, where, when and who early in your planning process, it will
|
Page
help you to make informed decisions during the event planning process.
Why it really is worth asking this question at the very beginning, sometimes you may
find that the answer is not immediately obvious. By addressing the why it will help your
organising committee establish the core values of your event. Establishing the core
values will help you design your event and develop the who and therefore what
elements you should include as part of your event programme.
What you need to decide what it is that you will present at your event. Your core
values will provide direction here. Knowing who your target audience is will help you
identify what elements should be at your event. Try to put yourself in the shoes of
someone from your target audience, what are there interests, what will attract and
excite them at your event.
Where some things that should be considered when deciding on your event venue
include: site area, access, community impact, transport, car parking, ground
conditions and existing facilities such as toilets. It is also worth considering your venue
in terms of your target audience, is the location accessible to your main target
audience?
When consider your event date in terms of some of the following: other events, day
of the week, do your opening times suit your audience and the likely weather
conditions at that time of the year.
Who this is one of the most important points to consider in your pre planning
process. Identifying the who will come from your why and the identification of the
core values. Your who may also mean you need to give special consideration for
facilities such as young children, teenagers, the elderly or disabled.
|
Page
Event is the best event management company in Islamabad, Pakistan. Thank you for
taking time to visit Evoke Event Management, Planning & Caterers website. We are
pleased you are here and hope that you will take a few minutes to learn about us and
our dedicated service in the field of event management in Lahore.
Event management is the process of project management to the creation and expansion
of festivals, corporate event, conferences, weddings, parties & functions. Evoke Event
Planners and Caterers have been in the business of event management, after
achieving milestones in the city of Lahore now we move ourselves in Islamabad. We
are highly experienced event management company in Pakistan offering services in
major cities like Lahore, Islamabad, Rawalpindi, Peshawar, Multan, Gujranwala, and
Gujrat etc.
We have been an established and popular company with an excellent track record for
the best customer satisfaction. We have never compromised on the quality and the
services provided to the customer. We believe in keeping the customers happy and
providing them with services at a very competent price. We have an excellent staffs
who will guide you their best ideas by keeping in constant touch with your company
and informing about the market trends.
We have a team of dedicated & professional event managers can manage diverse
corporate events, such as new product launches, corporate anniversary functions,
business meetings, conferences, and marketing programs such as road shows and
opening events. In addition, we can coordinate personal events such as weddings,
birthday parties, and decoration services etc. We can handle a variety of specific
event related services, which can range from a few select services with limited
budgets, to handling all creative, technical and logistical aspects of an event or
function.
Mission Statement:
|
Page
EVENT PLAN
Good planning is a continuous process and good plans should be adaptable and flexible
they require a solid foundation and a straightforward structure. This first section is a
step-by-step guide, designed to help you get started in the initial stages of event
planning.
Areas covered in this section include: 1) the event concept; 2) defining and
communicating the events vision and mission; 3) setting objectives; 4) the SWOT
analysis; 5) deciding on event dates and venues and; 6) the Event Action Plan.
Weve suggested a range of exercises that you might undertake the point is to get
your plans on paper, look at the timeline available, the resources required and what
needs to be achieved in order to deliver your event
Planning is the most important part of running a successful event, and this means
starting well in advance. The best way to approach planning is to develop a detailed
management plan, which includes a timetable of what needs to be done and when.
Crucial elements of the planning for the event, such as fundraising, booking performers
and advertising need to happen well in advance of the date of your event so a timeline
schedule is essential.
|
Page
Developing an Event Plan is critical to ensure your events success. The information
provided in this document is designed to walk you through each step involved in
organising a festival or event, and can be used as a checklist. The information will
hopefully assist you to develop an Event Plan for your festival or event.
The Event Concept
Successful events are usually based on a strong concept and purpose. Ideas for
holding events arise from a multitude of reasons. For example your idea may have
come from a need or desire to:
> Celebrate a unique aspect associated with your town or area
> Showcase or develop a particular cultural or sporting activity
> Mark an historic occasion, national day or local holiday
> Host or create a competitive or mass participation sporting event
> Encourage more visitors to come and spend time (and money) in the town/area
> Improve or refocus the image of your town/area
> Encourage and celebrate community activity
> Mark an opening or launch
> Etc.
Setting SMART Objectives
You should also be able to define and communicate your events objectives. Your
objectives should help deliver your vision and mission. Objectives need to be clearly
set out and should follow the SMART principle: Specific, Measurable, Achievable,
Relevant and Time-Based:
> Specific: Be specific about what is to be achieved. For instance, if an objective is
to attract tourists to the event, be specific about where they will be coming from,
how many you hope to attract, etc.
> Measurable: A system, method or procedure is required to allow the tracking
and recording of the action upon which the objective is focused. For instance,
10
|
Page
a monitoring system should be put in place to record how many tourists came to
the event, where they came from, etc. This could be done through visitor research
and/or ticket data capture for example.
> Achievable: The objectives that are set need to be capable of being reached never
overstate your objectives. If targets are unrealistic, all you will be doing is setting
yourself up for a fall. For instance, dont set the target of attracting 1,000 tourists
from North America when you only have a short period of time to market an event
that, realistically, will only achieve 500 day-trippers from neighbouring regions.
chapter onewhere to start general planning7
> Relevant: Is the objective important to the event? For instance, if the main driver
for the event is to encourage community activity do you really need to attract
tourists as a priority?
> Time-Based: There must be a clearly stated start and completion date for each
objective.
As a guide, event objectives often concern themselves with the following types of goals,
but yours should be SMART in accordance with your own particular circumstances:
> Event Growth > Economic Benefit
> Event Quality > Tourism Development
> Event Sustainability > Social Benefit
> Sector Development > Educational Development
11
|
Page
12
|
Page
EVENT DETAILS:
1.1. Event Place Time & Date
In this section you should provide a general overview of your event and be as specific as
possible about the activities you are proposing to conduct at the event.
When selecting the dates for your event it is a good idea to check whether there are any
other events already planned to avoid clashes in events. The timing of your event is
also important to consider. Try not to plan your event during known quite periods when
many people are out of town. Consider planning your event during the peak season to
increase your target audience and capitalize on the opportunity to promote your area.
It is important to provide details of your set up and dismantling period as well as the
actual times for your event to assist with the scheduling of works in the area.
13
|
Page
and remembered. La Celebrators consciously prioritizes the precious values that are
instilled in a wedding and therefore lays great emphasis and effort on ensuring that the
entire event is organized and executed in perfect fashion. From the minutest of details
to the grandest of issues that surround a particular wedding, Zoreed takes great care
with service that ensures a glitch-free event. What happens if it rains or the
entertainment gets stuck in traffic.Hiring a wedding planner does not mean that you
are pushed into a corner whilst someone else makes all the decisions for you. We can coordinate you with every detail you make all the decisions and our recommendations are simply
that - ensuring that every detail of your wedding is exactly as you dream.
The Date
The choice of date for your event can have a major impact on its success. Careful
consideration should be given to the range of risk factors involved in selecting the
best date. Consider:
> Nature
season; is its location intrinsic to its success ( i.e. does it have to be in a particular
venue, city/town, location, etc)
> Weather what
will inclement weather affect the event; are there contingency opportunities available?
> Target
Audience who are you hoping to attract to the event: is this more achievable
if it is staged at a particular time of year, holiday time, at the weekend, mid-week, etc?
> Clash
diary overly busy? Its worth talking to your local authority, VisitScotland network
office and other appropriate organisations to check what else is planned for your
area at the time. You should also check to see if your event clashes with any similar
events further afield that may also attract your target audience or participants.
A good place to start are the events diaries on www.visitscotland.com,
www.eventscotland.org, www.sportscotland.org.uk, www.scottisharts.org.uk and
your local authority website. Also think about the potential of your event competing
with other wider issues and stories for media interest.
> Complementary
place at the same time that could assist your event? Could you work together for
mutual benefits?
14
|
Page
>
Competition are there other similar themed or scaled events taking place that are
targeted at the same audience? Is there room for your event in the marketplace at
your chosen time of year?
> Resources are
at the same time that will impact on the resources required to stage your event
(i.e. the availability of accommodation, staff and volunteers, hired equipment and
facilities, venues, support from emergency services, local authority, etc)?
> Other
Factors dont forget to check out any other influencing or relevant issues
e.g. road or building works planned in the vicinity at the same time as your event.
Shoulder Periods
It is also important to consider the value of placing your event in shoulder periods
(i.e. times of the year outwith the main tourism season). Placing events at these offpeak times
may address issues regarding the lack of resources and conflicting events,
as well as introducing additional economic benefits to communities by attracting new
activity and visitors in an otherwise quiet time.
1may well be prioritised for support from public bodies; however you must be confident
that you can attract the necessary level of audiences/spectators/participants when
considering this option.
Services:
We listen to you and what you really want for your wedding.
We secure you the best services at negotiated prices through our reliable and
highly experienced suppliers.
15
Venue Booking
|
Page
Birthday Event:
Are you planning a Birthday Party for your son or daughter and can't decide what to do?
Should you have a party at home or at some unique location? Want to make your next
birthday party extraordinary? How about throwing a party with your own professional
DJ! Music, dancing, karaoke. we can provide everything you need to make it
awesome and fun.
Birthday Gifts:
16
|
Page
Magic Show / Puppet Show / Cartoon Clone / Kids Train / Jumping Castle / Face
painting and more...
Exciting Lighting and effect arrangements that make your place like dreams.
Karaoke Junction for kids, friends and family to make more fun together.
Whether you are child, a young person, or a family holder, A suitable decorated birthday
party will surely applaud up your guests and will make them remember it everlastingly.
The spirit of festivity should be there.
What happens if it rains or the entertainment gets stuck in traffic.Hiring a wedding
planner does not mean that you are pushed into a corner whilst someone else makes
all the decisions for you. We can co-ordinate you with every detail you make all the
decisions and our recommendations are simply that - ensuring that every detail of
your wedding is exactly as you dream.
Our services are bespoke to suit you and unlike standard packages, we make your
package, you choose what you would like our assistance with. We can be with you
from the first venue viewing through to your final wedding day When planning an
event there are a lot of things to take into consideration and a lot of things that could
go wrong, which could leave you looking more like Basil Fawlty than the organised
professional you had hoped to appear as
Corporate Events:
17
|
Page
Is your company thinking of holding an office party? Have you got all your invitations
sent out? Selected the venue, the entertainment and the food? Will the event be
indoors or outdoors? What happens if it rains or the entertainment gets stuck in
traffic.Hiring a wedding planner does not mean that you are pushed into a corner
whilst someone else makes all the decisions for you. We can co-ordinate you with
every detail you make all the decisions and our recommendations are simply that ensuring that every detail of your wedding is exactly as you dream.
Our services are bespoke to suit you and unlike standard packages, we make your
package, you choose what you would like our assistance with. We can be with you
from the first venue viewing through to your final wedding day When planning an
event there are a lot of things to take into consideration and a lot of things that could
go wrong, which could leave you looking more like Basil Fawlty than the organised
professional you had hoped to appear as.
Whether you are looking for someone to arrange an entire event or you just need in
house support, we will work to select a company that meets your needs. Our
companies can assist with a range of events including:
Whether you are looking for someone to arrange an entire event or you just need in
house support, we will work to select a company that meets your needs. Our
18
|
Page
Fashion event Having produced over one hundred fashion shows in Lahore and all over
paksitan. we are your perfect event partner for your next show. Whether it is a show
for a collection, to promote an existing designer or a retail launch event we are here to
help.
Services:
Still Photography
Model Hiring
The Management:
Live Shows:
19
|
Page
Types of events:
The Guidelines for Concerts, Events and Organised Gatherings contains guidelines for rave
parties,
concerts and large events.
Services:
Live Jazz Bands Sexophone, Guitars Solos, Swing, Modern & Traditional Jazz Bands
all ideal for background music, dinner, drinks reception, wedding music or for any
other party.
20
|
Page
Live Ghazal & Salsa Bands with spectacular ghazal Singer with tradition musicians like
Tabla, Flute, Harmonium etc. For classical & semi classical family, corporate & private
events the possibility of a fully sophisticated music Listeners.
Live Classical Music - Sitaar a string quartet & a Flute Synthesis - all ideal for
background music, dinner, drinks reception, wedding music or for any other party,
celebration or corporate event.
We can entertain your guests in a style to suit your setting whether it is in an intimate
space, such as a room in your house with perhaps a live jazz or ghazal or classical
music.
Whatever the situation or event - your guests will always remember the music that we
will play.
Live Concert:
background music, dinner, drinks reception, wedding music or for any other party,
celebration or corporate event.
We can entertain your guests in a style to suit your setting whether it is in an intimate
space, such as a room in your house with perhaps a live jazz or ghazal or classical
music.
21
|
Page
The Event Manager is responsible for the overall management of the event. Their role
and responsibility includes organising, resourcing, creative directing, human resource
management, negotiating, financial management, public representation,
troubleshooting and liaison. The event manager must be contactable throughout the
event planning, conducting and evaluation processes.
Specialties
Website
http://www.evoke.pk/
Industry
Events Services
Type
Sole Proprietorship
22
|
Page
Headquarters
First Floor, 91-H, Phase 1 Commercial Area,
DHA Lahore Pakistan.
Email-Zulfiqararshad@evoke.pk
Cell- 024-36138866-77
2. ORGANISING STRUCTURE
However keen you are, it is highly unlikely that you can organise an event on your own you need a group. Groups often form around the desire to run a festival or event with
the celebration of a theme, art form or sport in mind. This usually starts off being an
informal grouping but as soon as the group starts to handle money then a formal
statement of roles and responsibilities and decision-making becomes necessary.
People volunteer for committee work for a wide variety of reasons but primarily they
become involved with an organisation or an event and want to do something
worthwhile towards its future success. Managing committees effectively means
recognising why people became involved, it requires a combination of organisational
skills and an understanding of the members. Leaving everyone to do what they like
doing might feel appropriate when working with volunteers, but it is not necessarily the
way to ensure the group is run efficiently. You need to explore the skills of the people
on the committee and match them to the jobs which need doing within the group.
Remember that the committee members need to get something out of their role in the
committee too, whether it is an increased sense of ownership and belonging to the
organisation, social networking or new skills.
23
|
Page
However your team is set up, you should allocate clear roles to each individual within the
team, so everyone knows what they are doing and what is expected of them. Aim to
choose committee members with a range of expertise, interests, skills and experience
to share the work. Essential roles for an event committee are:
Event Manager
Treasurer
The Event Manager is the one essential position for any event committee organizing an
event. The Event Manager is responsible for:
ensuring that the event complies with all relevant Federal and State laws and
local government policies and regulations.
ensuring that all forms are filled out and details lodged with the relevant authority.
ensuring that appropriate permission is received before the event goes ahead.
ensuring that thank yous are sent to those who have helped in arranging or
sponsoring the event and to any special guests.
24
|
Page
3. FINANCIAL PLANNING
You may have a great idea for an event, but you need to make sure it is financially
viable.
Right from the start, ensure that you set a realistic budget with inbuilt flexibility and
identified contingencies. If you are looking to raise public funds or sponsorship, dont
approach a potential funder until you are able to present a realistic outline budget.
Remember, you need to convince yourself of the events financial viability before you
can convince others.
Those applying for (and in receipt of) public funds will be required to provide detailed
financial information about the event and wider company finances. For management
and reporting purposes ensure that you keep separate, or are able to separate, all
financial information to do with the event. Never try to fudge figures or provide
misleading information. Funders will often require sight of your annual accounts and
may well reserve the right to carry out an audit to ensure their funds have been used
in the agreed manner. Aside from funders requirements it is best practice to present
and keep transparent account
Financial Statements
2012
ASSETS
Non-current assets
Property, plant & equipment
Goodwill
Intangible assets
25
|
Page
9
10
11
130,000
30,000
60,000
120,000
30,000
50,000
Current assets
Inventories
Trade receivables
Cash and cash equivalents
220,000
200,000
12
13
14
12,000
25,000
8,000
45,000
265,000
10,000
30,000
10,000
50,000
250,000
100,000
50,000
15,000
165,000
100,000
40,000
10,000
150,000
TOTAL ASSETS
EQUITY AND LIABILITIES
Equity
Share capital
Retained earnings
Revaluation reserve
Total equity
Non-current liabilities
Long term borrowings
35,000
50,000
Current liabilities
Trade and other payables
Short-term borrowings
Current portion of long-term borrowings
Current tax payable
7
8
6
9
35,000
10,000
15,000
5,000
25,000
8,000
15,000
2,000
65,000
100,000
265,000
50,000
100,000
250,000
Revenue
Cost of Sales
16
17
Gross Profit
Other Income
Distribution Cost
Administrative Expenses
Other Expenses
Finance Charges
18
19
20
21
22
26 | tax
Income
Page
Net Profit
23
2012
120,000
(65,000)
100,000
(55,000)
55,000
45,000
17,000
(10,000)
(18,000)
(3,000)
(1,000)
12,000
(8,000)
(16,000)
(2,000)
(1,000)
(15,000)
40,000
(15,000)
30,000
(12,000)
(9,000)
28,000
21,000
Income
Statement
for the
Year Ended
31st Decem
ber 2013
Evoke Enterprise
Statement of Cash Flows for the year ended 31 December 2013
Notes
2013
2012
4
4
5
14
16
15
40,000
35,000
10,000
8,000
12,000
500
800
(21,000)
(11,000)
(3,000)
(1,200)
8,000
7,500
3,000
1,000
(9,500)
(2,500)
(1,850)
35,100
40,650
(1,000)
3,000
550
1,400
27
|
Page
2,500
(1,300)
39,600
41,300
(8,000)
(12,000)
(6,000)
(10,000)
19,600
25,300
(100,000)
(25,000)
5,000
3,500
18,000
2,500
(85,000)
3,000
1,000
5,500
2,200
4
11
Evoke(B)
Enterprises
Net cash used in investing activities
(96,000)
(73,300)
Statement of changes in equity for the year ended 31 st December 2012
Cash flows from financing activities
Issuance of share capital
Bank loan received
Repayment of bank loan
Interest expense
Share
Capi
tal
6
Retained
Earnin
gs
1000,000
Revaluation
Surplus
(100,000)
(3,600)
Total 100,000
Equit
y (7,400)
896,400
92,600
year
Restated balance
130,000
897,600 -
44,600
33,000
77,600-
820,000
77,600
100,00
0
30,000
130,000
25,000
(15,000)
10,000
-
25,000
10,000
(15,000)
100,00
0
40,000
10,000
150,000
30,000
(20,000)
5,000
-
30,000
5,000
(20,000)
100,00
0
50,000
15,000
165,000
28
|
Page
Ratio Analysis
Definition
Current ratio, also known as liquidity ratio and working capital ratio, shows the proportion of current assets
of a business in relation to its current liabilities.
Explanation
Current ratio expresses the extent to which the current liabilities of a business (i.e. liabilities due to be
settled within 12 months) are covered by its current assets (i.e. assets expected to be realized within 12
months). A current ratio of 2 would mean that current assets are sufficient to cover for twice the amount
of a company's short term liabilities.
Curre
nt
Rati
o
Curre
nt
Ass
ets
250,00
0
=5
Curren
t
Rati
o
Curren
t
Asse
ts
265,00
0
Current Liabilities
29
|
Page
=4.08
65,000
1. Definition
Quick Ratio, also known as Acid Test Ratio, shows the ratio of cash and other liquid resources of an
organization in comparison to its current liabilities.
Quick Ratio
=
Current Liabilities
30
|
Page
2012
31
|
Page
2530000
=
65000
=2
3.9
2013
= 4.8
50
0
0
0
0
Definition:
Interest Coverage Ratio, also known as Times Interest Earned Ratio (TIE),
states the number of times a company is capable of bearing its interest expense
obligation out of the operating profits earned during a period.
Interest Coverage
Interest Coverage
30000
1000
40000
800
= 30 times
= 50 times
32
|
Page
Gross Profit %
Gross Profit
Revenue
100%
Revenue
=
$100,000 55,000
$100,000
100%
50%
100%
$120,000 - $65,000
$120,000
100%
46%
Operating Profit Margin Ratio is the percentage of operating profit (i.e. profit before interest
and tax) relative to the revenue earned during a period.
Operating Profit Margin Ratio is also known as Operating Income Percentage and Operating
Margin Ratio.
Topic Contents:
33
|
Page
Operating Profit %
Revenue
100%
100%
19%
$120,000
20%
34
|
Page
x 100%
Net Profit Margin Ratio is the percentage of net profit relative to the revenue earned
during a period.
Net Profit Margin Ratio is also known as Net Profit Margin Percentage and NP Margin.
NP Margin %
=
=
$21,000
$100,000
Net Profit
Revenue
100%
100%
100%
= 21%
35
|
Page
$28000
$120,000
= 23%
EVOKE
Statement of Financial Position as at 31st December 2014
2014
USD
ASSETS
Non-current assets
Property, plant & equipment
Goodwill
Intangible assets
Current assets
Inventories
Trade receivables
Cash and cash equivalents
TOTAL ASSETS
EQUITY AND LIABILITIES
36
|
Page
130,000
30,000
60,000
220,000
12,000
25,000
8,000
45,000
265,000
Equity
Share capital
Retained earnings
Revaluation reserve
Total equity
100,000
50,000
15,000
165,000
Non-current liabilities
Long term Loan
Deferred tax
Finance Lease Obligation
15,000
8,000
15,000
Current liabilities
Trade and other payables
Short-term borrowings
Current portion of long-term borrowings
Current tax payable
35,000
10,000
15,000
5,000
65,000
100,000
265,000
Debt-Equity Ratio2
Debt-Equity Ratio3
Debt
Equity
Long-Term Debt
Equity
Long-Term Debt
Equity + Long-Term Debt
52,000 (W1)
165,000
42,000 (W2)
165,000
42,000 (W2)
165,000 + 42,000
Working 1: Debt
Non-Current portion of long-term loan
Current portion of long-term loan
Deferred Tax
Finance Lease Obligation
Trade and other payables
Short-term borrowings
Current tax payable
37
|
Page
15,000
15,000
12,000
10,000
52,000
= 0.32
= 0.25
= 0.20
15,000
15,000
12,000
42,000
Definition
Days Sales Outstanding (DSO) is the average number of days that a business takes to
collect revenue in respect of its credit sales..
Formula
=Days Sales Outstanding
Average Debtors
Credit Sales
Where:
Average Debtors represent the average of gross trade receivable balances at the beginning and
end of the accounting period.
Credit Sales represent the net credit sales earned during an accounting period as reported in the
income statement.
Example
Extracts from the financial statement of HIJ PLC for the year ended 30 June 20X5 are as
follow:
30 June 20X5
$
Current Assets
15,000
50,000
80,000
Credit Sales
1,200,000
Calculate Days Sales Outstanding for the year ended 30 June 20X5.
DSO =
38
|
Page
50,000 + 70,000
2
1,200,000
39
|
Page
> Be aware of the VAT status of any income that you receive. For example, grants are
generally not subject to VAT but commercial sponsorship is likely to be. Errors or
misunderstandings can be costly.
> Ensure you understand your liability to pay VAT on ticket income and other sales.
> Be conservative with regards to ticket income targets. When entering a projected
ticket income, ensure that you have worked out exactly how many tickets you would
have to sell to achieve it. Remember to take into account any tax deductions,
concession rates, group bookings or special offers and their likely impact on your target.
48
> It is important that you record the value of any in-kind support you receive. However,
to avoid getting your in-kind values mixed up with the actual cash at your disposal,
its advisable to keep a note of your in-kind support separately. If you do choose to.
Income
Sources of income fall into 2 main categories:
a) Earned income: ticket sales, merchandising, catering etc
b) Unearned income: public sector grants, donations from individuals or
trusts/foundations etc.
40
|
Page
for event organisers to look to a wide range of sources in order to raise the required
income. When preparing the Business Plan and the Event Budget, its a good
approach
to draw up a Revenue Plan to help you plan your fundraising.
What is a Revenue Plan?
A Revenue Plan will help you assess all the fundraising options that have potential to
raise income for the event. It will give confidence to existing partners and stakeholders
that additional finances to meet the budget aspiration will actively be sought. By
identifying income sources and deadlines, should the anticipated targets not be met,
the identified contingencies should be put into action. A Revenue Plan Template is
shown towards the end of this section.
Potential Funding and Income Sources
Fundraising often has to be a particularly inventive process. Depending on the type of
event, it is likely that a combination of some or all of the following income streams will
be required to realise your funding objective:
> Ticket Sales ( i.e. audiences, spectators)
> Participant Entry Fees ( i.e. sports events)
> Public Funds
> Commercial Sponsorship
> Trusts and Foundations
> Concessions & Franchises
> Merchandising
> Showcase, Demonstration and Information Stands
> Advertising
> In-Kind Support
> Other Activities
Public Funds
Events supported by local authorities are usually prioritised for support by
EventScotland.
The reason for this is that events supported locally are more likely to be sustainable in
41
|
Page
the long-term as they fit with local strategies. It is possible that your local authority
operates an events fund or that funds may be available through departments such as
economic development, culture and leisure services or through sources such as a
local common good fund. Increasingly local authorities are developing events
strategies
and employing events officers to co-ordinate their involvement and support. When
enquiring about the potential of support from your local authority, the best place to
start is by asking if there is an events officer or other appropriate (culture or sports)
contact that can help route your enquiry. Aside from financial support, the local
authority may also be able to provide assistance with aspects of the event
organisation
by supplying services in-kind, advice, inclusion in Whats On guides, etc. The contact
details for all Scottish local authorities can be found at www.cosla.gov.uk
As well as your local authority, there are a range of other organisations and funding
bodies that may be able to offer financial and/or in-kind assistance. These include the
Scottish Arts Council, sportscotland, Scottish Enterprise, Arts & Business,
VisitScotland
When filling in application forms, make sure you:
> Fully understand the guidelines and eligibility criteria. If you dont understand
something, dont be afraid to phone up the fund manager to seek advice.
> Read each question thoroughly and answer it specifically.
> Give yourself enough time to complete your application and to assemble all the
required supporting documents. A shoddily presented or incomplete submission
will not do you any favours.62
> Dont miss anything out that you feel may be of importance, but equally dont
supply irrelevant information remember someone has to assess your application
in detail and will not appreciate excess or repeated information.
> Dont leave any questions blank and always present your application in the format
that is requested.
Expenditure
42
|
Page
You should list each item of expenditure for your project - grouping them together under
headings will help. Examples include:
When balancing your budget the total of your income should be equal to or greater than
the total of your expenditure. If your expenditure is higher, you need to look at cutting
some of your costs, or finding additional sources of income until they balance.
3. THE VENUE
The aim of this section is to help you formulate a comprehensive map or plan of the site.
You will need to consider potential hazards, access and egress of emergency
services, and other needs such as pedestrians, traffic and shelter.
Some considerations to get you on the right track include:
Take note of where the fire extinguishers are located - take note also of their
tags and when they were last tested (note they should be tested every 6
months).
Are gas bottles tagged appropriately and when were they last serviced?
Site/Venue Layout
Site or Venue Layout is very important to the health, safety and comfort of everybody
attending and taking part in your event. A well considered layout can significantly
influence an events success. An event site or venue should be an effective space
43
|
Page
that
suits the type of event being staged. When beginning to plan the layout, assess all
the factors and risks associated with the following points: 1) Capacity; 2) Access,
Egress and Flow; 3) Sterile Areas; 4) Surface and Underground Conditions; 5)
Existing
Site Features; 6) Placement of Equipment and Services; 7) Sanitary Facilities; 8)
Local
Residents; 9) Signage; 10) Facilities for People with Disabilities; 11) Litter and
Waste.
As you do this, you will be able to plot the various elements of the event to achieve
maximum site efficiency and safety.
1) Capacity
The capacity of your site/venue is calculated based on the available audience space,
the number of emergency exits (see Access, Egress & Flow) and the risk
assessment for
the venue and the event. Site Layout is therefore particularly important if you need to
maximise the audience potential. Keep in mind:
> For outdoor events where a standing crowd gathers in a defined space to watch
the
entertainment (such as at a street theatre or a music event) the general acceptance
for a clear, flat, open space with a reasonable view of the performance is 2 people
per 1m 2. However the figure should not be applied to all of the available space.
3.2.
Site Plan
A site plan is a map of the event and is essential for event planning and management.
All key stakeholders can use it as part of the planning process, with consultation as to
its final layout. The site plan must be easy to interpret and be posted strategically
around the site for use by patrons. The site plan can be distributed for setting up the
event and is also invaluable in an emergency.
44
|
Page
Site (or venue) plans or maps are necessary for any event. They serve as a tool to help
calculate the capacity and maximise the effectiveness of the site/venue in the planning
stages. They also act as a communication tool between everyone involved during
build-up
and the live event. A copy of the plan(s) should be included in the Event Manual and
larger versions should be given to all the managers, appropriate
contractors and agencies working at the event for quick and easy reference.
If you are using an existing venue, it is likely a floor plan will already be in existence
which you can get a hold of and add your information to. If you are working outdoors,
it is likely you may have to start your plan from scratch. Ask the land owner or the
local authority if they can provide you with a blank map of the area, showing existing
site features such as hills, walls, trees, paths, roads, etc. You can then start to add in
your particular information.
Use the checklist below to determine what must be shown on the site map. Use a simple
grid format and include surrounding streets and landmarks. Entrances, exits, Event
Coordination Centre, Emergency Coordination Centre, vendor locations, first aid
posts, toilets, phones, security and licensed areas should be highlighted.
Production Equipment Sample Checklist
Staging and associated structures disabled platforms, sound delay towers, etc
Lighting, audio and visual equipment
Power generators and distribution cables
Electrical supplies
Fuel
Cable covers and ramps
Plumbing supplies
Joinery supplies
Barriers, ropes & stakes, etc front of stage, perimeter, no-go areas,
queuing systems, etc
Portacabins, tents, marquees, etc dressing rooms, production and site offices,
45
|
Page
46
|
Page
Non-alcohol areas
Non smoking areas - around
food stalls etc
Picnic/quiet areas
Entertainment sites
Stage location
Restricted Areas
Liquor outlets
Lost kids/property
Public telephones
Rubbish bins
Security locations
Seating
Drainage pits
Food/vendors/stalls
Media
Sharps Containers
Firefighting equipment
Information centre
Fire Extinguishers
Fire Blankets
Flose Reels
Flydrants
3.3.
Contingency Plan
Has a contingency plan been considered in the event say of an outside activity if it
rains? To prepare your contingency plan you need to first identify all the possibilities
that could occur that would have a negative impact on your event. Once these have
been identified, your contingency plan should include a set of specific actions that can
be implemented to reduce these anticipated negative impacts on the event if/when
challenges arise.
47
|
Page
Good traffic and transport management is a key issue for events. Poor planning can lead
to unnecessary disruption for those involved in or attending the event as well as the
normal day-to-day traffic. Consider this aspect in detail when selecting your venue. As
appropriate, include the local authority, Police and transport providers at the earliest
stage possible to help you make arrangements. For large events it may be necessary
to
form a Transport Management Sub-Group to consider all issues surrounding this topic
and to formulate effective plans for transport, traffic and parking Patron access must
be planned to ensure there is no disruption to neighbouring businesses or homes and
to ensure clear access by emergency services and event staff.
Event organisers must make arrangements for the following:
Adequate lighting
Crowd safety:
Crowd safety at an event is related to space, the attractions on offer, the environment,
surroundings and effective management of human behaviour. Compliance with
48
|
Page
regulations and the application of standards of best practice can go a long way to
ensuring safe venues and activities, but the most diffiult factor to manage at events is
human behaviour. This section
addresses how event staff can manage the behaviour of the attendance at the event
to prevent as far as possible crowd related accidents/incidents and ensure
enjoyment of the event. When we think of events and managing peoples behaviour we
tend to think of large gatherings, but poor management and a poorly designed layout
can cause injury and unsafe behaviour irrespective of the numbers in attendance. For
example allowing twenty people into a room designed for ten, adding extra chairs and
tables to the space and placing obstructions at entrances and exits will result in an
overcrowded space. Making no effort to alleviate the situation will have a negative
effect on peoples behaviour with the net result of
compromising the safety of the people in the room. It is important at this stage to
make a distinction between crowd management and crowd control. If you take the
word crowd out there is a distinct difference between management and control,
crowd management is proactive while crowd control is reactive. Crowd control will only
be required when problems are encountered. Most problems with crowds can be
prevented or quickly resolved when all aspects
of crowd management are well organised. People attend an event for a specifi
purpose, effective crowd management adds to the enjoyment of the event and can
reduce risk of injury. The key components of a crowd management system are:
Clear directions, facilitated by stewardsinstructions, signage and way marking.
Ease of movement, facilitated by allowing sufficient space per person and active
monitoring of bottlenecks and areas where congestion could occur.
Ease of escape, ensuring there are suffiient exits leading to a place of safety and
training stewards in evacuation procedures. Generally people attending an event are
not familiar with the venue or the type of event may be different from others they have
attended at the same venue. Road Closures Will there be any road closures for the
event? What roads will be closed for the event?
If so, the development of a traffic management plan, application to your local
49
|
Page
government authority, local Police and/or Main Roads Department, approval and
advertising may be essential well in advance of your event - at least three months
prior to the event. Check with your local government authority for the requirements in
your town.
On lodgment of the information, Council officers will inspect the area for the proposed
temporary street closure and advise the applicant if it is practical and safe to do so
for the purpose of conducting the event.
All costs associated with advertising, development of the traffic management plan and
staffing closures will be the responsibility of the event organizers so ensure you
consider this when preparing your budget.
In the interest of amenability with adjoining and/or property owners affected by the
staging of your event, it is beneficial to inform them of the proposed event and
activities. This may be a requirement of approval for the event.
Risk Management
No matter the type and size of your event, risk management is a critical issue in the
planning process. Simply put, risk management is about foreseeing and identifying
potential risks, evaluating them and putting in place a plan, control measure or
contingency to reduce or neutralise the level of risk. A good event manager will
incorporate risk management at all stages of the planning process. In terms of event
production, the issue of risk management is of the utmost importance when making
decisions that impact on those who have a chance of being affected or harmed by
any aspect of the event. They could be:
> Event staff and crew
> Audience and others attending the event
> Performers/competitors and their entourages
50
|
Page
51
|
Page
Risk Assessment. The nature of these will be dependent on the type of event you are
producing. These appendices may include:
> Event Safety Memo
> Production Schedule (a detailed plan of how the site will be prepared and de-rigged)
> Site Maps
> Contractor Risk Assessments/Licences/Fire Certificates, etc
> Where venues are hired rather than created, you may find it appropriate to append
the Normal Operating Procedures (NOPs)
> You could also discuss with your risk assessor and/or health and safety sub-group
whether your event warrants an emergency scenario planning session
All event organisers and staff need to be in contact throughout the event through the
Event/Incident Control Centre. Organisers may have a representative at the Event /
Incident Control Centre to facilitate the provision and dissemination of information.
Event organisers must be able to communicate with the crowd both for public
announcements and in emergencies.
These areas must be accessible to ambulances and other Emergency Service vehicles.
The event must have a formal, written Incident Management Plan. The plan should be
provided to all event organisers, key stakeholders, police and emergency service
personnel. Local Emergency Service personnel should be contacted at least two
months prior to the event.
52
|
Page
Your contact with the Emergency Services will depend on the type, scale and complexity
of your event. If you are planning a medium-scale, indoor event in an established
venue,
you may not require the assistance of the Emergency Services during the planning
and
operation of the event. However, for larger and more complex events it will be
necessary to seek their advice, assistance and co-operation. Each service usually has
its
own planning and special projects departments which deal with events. If appropriate
to the nature of your event, you may wish to invite one or more people from the
following agencies onto your Health and Safety Sub-Group:
> Police the Police may advise on many safety aspects such as audience numbers,
crowd control, emergency procedures, communications, traffic management and
emergency services access, etc. Their presence at a live event will depend on the
nature of the entertainment, the scale of the event and the level of stewarding.
> Fire Brigade the Fire Brigade may advise on occupant capacity, potential fire
hazards, fire fighting equipment required, equipment locations, emergency access,
means of escape, signage, lighting, rendezvous points, pyrotechnic elements such
as fireworks, fire sculptures or bonfires and other emergency procedures.
Will portable fire protection equipment be strategically located throughout the venue for
initial attack of the fire by the public and/or safety officers?
53
|
Page
What arrangements have been made for lost or stolen property and lost children? Show
location on site map.
You must ensure that you develop a lost childrens policy and make all event staff and
volunteers familiar with the procedures and policy. Some important points to consider
when developing your policy are:
Identify arrangements for the safe care of children until such time that they can be
reunited with their parent/s or guardian
There should be a clearly advertised point for information on lost children
Lost children should never be left in the care of a sole adult, always ensure that there
are at least two adults that have the appropriate CRB (Criminal Records Bureau)
checks in place. More information on CRB can be found
If a lost child is found and reported to one of the event staff a message should be
communicated to all event staff as per the communication plan (radio, phone, in
person to event control point) that a code word at location. Two staff should then
remain with the child at this point for a period of 10 minutes to allow for a possible
quick reunification.
If after 10 minutes there has been no reunification then the child should be taken to
the designated lost childrens point by two members of staff. If possible this point
should be adjacent to your event control point or the first aid/medical area.
All incidents need be logged, ensuring all details are recorded.
The CRB checked staff should try to ascertain a description of the childs guardian,
their name, mobile number if known and a description.
The child and the parent/s guardian should not be reunited until a match has been
established. To this if a parent comes to the lost childrens point claiming they have a
54
|
Page
lost child they must provide a signature and identification along with a description of
their child, this could include age, clothing, hair colour, height etc.
If there is any reluctance from the child to go with the adult then you should inform the
police.
Once a lost child incident has been resolved you must inform all staff that the code
has been resolved. Complete the report and log.
Further information on lost children and general welfare of children at events is available
from the.The LBH events team can forward this information upon request.
Event Manager:
55
|
Page
6. PUBLIC HEALTH
6.1. Temporary Food Stalls
The provision of a variety of high quality, affordable food at public events contributes to
the comfort of patrons, reduces effects of alcohol consumption and can increase
revenue. Selling food at or near liquor sale points is essential.
The event organizer is required to advise their local government authority when
temporary food stalls will be utilized. Food stall operators are likely to require
individual approval from their local government authority, so it is a good idea for event
organizers to be aware of the requirements in their town.
Details of the food businesses and type of food being provided at the event is essential.
6.2. Alcohol
Prevention of alcohol-related issues:
Background:
alcohol signifiantly increases the Department of Health risk rating of an event.
Excessive alcohol consumption is regularly associated with verbal and physical abuse,
violence
and property damage (Allsop et al, 2005).
The service and supply of alcohol at an event has a direct effect on the ability of patrons
to get
drunk. The responsible service of alcohol is the key to preventing and minimising alcoholrelated
problems at your event.
Long trading hours and late night trading are linked with alcohol-related problems
(Chikritzhs &
Stockwell 2002).
It has been identifid that the consumption of regular strength beer has an association
56
|
Page
with shortterm alcohol-related harm such as injuries and assault (Allsop et al 2005).
glass containers are often used as weapons and broken glass can lead to serious,
avoidable
injury.
Alcohol combined with the type of entertainment will inflence a persons mood and may
encourage violence (Allsop et al 2005).
If you intend selling or supplying alcohol at the event a liquor licence must be
obtained from the Department of Racing, Gaming and Liquor and approval will
also be required from your local government authority at least two months prior to
the event.
Event organizers will be required to provide adequately segregated areas for the
sale and consumption of alcohol if it is an all ages event. This should be clearly
marked on your site plan.
Responsible Service of alcohol:
Including circumstances where the event organiser is not the licensee of the event, the
event
organiser has a duty of care to ensure the sale and supply of alcohol does not cause
harm. In this
regard, the event organiser should ensure that the prevention of alcohol-related
problems
is a priority which is incorporated into the event planning process.
Bar staff should receive a briefig on responsible service expectations prior to the event
or
immediately prior to their shift commencing. At a minimum, the briefig should include:
Under the Liquor Control Act, all employees of the licensee are considered to be
authorised
persons. The Liquor Control Act gives authorised persons certain powers that
support
57
|
Page
responsible service. being an authorised person also means they can be held
accountable
for their actions if they do not serve alcohol responsibly.
bar staff are legally not permitted to serve alcohol to anyone who they think is drunk,
or to
anyone who is under 18 years of age. All bar staff should be aware of the defiition of
drunk
under section 3A(1).
Recommended approach for refusing service.
Acceptable forms of proof-of-age identifiation as per the Liquor Control Act.
The consumption of non-alcoholic and low alcohol beverages should be promoted.
Supplying only
low alcohol beverages is encouraged as this will signifiantly reduce the likelihood of
injuries and
assault at the event.
65
G u i d e l i n e s f o r c o n c e r t s, e ve n t s a n d o r ga n i s e d gat h e r i n g s
The event organiser and licensee are responsible for adequate measures to ensure
that trading is
not conducted in a manner which is detrimental to the public interest, including (but
not limited to):
adequate control over the sale of alcohol.
Alcohol only to be sold to bona fie persons attending the function/event.
No alcohol to be sold to juveniles.
alcohol not to be sold for consumption off the premises, unless otherwise permitted.
Licensed documents are clearly displayed and made available upon the request of an
authorised
offier. Where the proposed event will have an anticipated attendance greater than 500
people,
Tobacco and smoking:
58
|
Page
In Western australia, there are strict legal controls on the sale and promotion of tobacco
products.
There are also laws that cover smoking in enclosed public places. These laws are
designed to
protect the health and wellbeing of all Western australians.
Organisers or promoters of events have important responsibilities under these laws,
and must
ensure compliance at any event where tobacco will be sold or smoked. Failure to do
so may result
in prosecution.
Department of Health investigators monitor events to ensure compliance with Wa
tobacco control
laws and local government offiers may also monitor compliance with smoking bans in
enclosed
public places. Police offiers may also enforce tobacco control laws.
It is an offence for anyone to sell tobacco products without a licence. a licence will not
be issued
to allow the sale of tobacco products from temporary premises at an event at which a
signifiant
number of people under 18 are expected to attend.
NOTE: This information is only intended to alert you to some of the possible legal
responsibilities
that you may need to consider if tobacco is being sold or consumed at your event. You
may
wish to seek your own independent legal advice to ensure you fully understand your
legal
obligations.
6.3.
Toilets
59
|
Page
Adequate toilet facilities should also be provided for people with disabilities.
The calculation of the level of sanitary facilities required at events is based on a range of
factors including the audience capacity, audience profile, location, duration and
existing
facilities. General guides exist but it is best to seek the advice of an experienced
contractor
and the local authority (Environmental Health) to ensure your estimate is neither too
high nor too low. When planning these facilities, keep in mind the following points:
> Toilet clusters are best placed in various locations throughout an outdoor site.
They should be clearly signposted, adequately lit and positioned away from food
preparation areas. These facilities should be cleaned and re-stocked regularly
throughout the day and, depending on the length of the event and the type of
unit used, they may require to be emptied during the course of the event. If this
is the case, ensure that the siting of them allows for vehicle access.
> Everyone using the toilet should be able to wash their hands with warm water
(ideally) and soap. Again, these areas should be kept clean and restocked regularly.
If wash facilities have to be separate from the toilets, ensure that you leave enough
room when planning the site and ensure that appropriate drainage is possible to
avoid unsanitary or flooded conditions. Again, your contractor and local authority
can advise on this matter.
> Ensure there are sanitary facilities in the vicinity of first aid and baby change areas
and dont forget about the artists, participants, employees and concessionaires that
will require appropriate facilities too. If there are camping opportunities at the event,
you will also need to supply washing and toilet facilities for this group.
> If you have an area set aside for people with disabilities, appropriate sanitary
60
|
Page
facilities
should be placed in the vicinity and clearly signposted.
6.4.
Water
Events must have sufficient supply of freely available, or at a nominal charge, potable
water, and clear directional signage to water. Outdoor events that expose patrons to
the elements must take due care for their health and comfort. A wash basin does not
constitute a drinking fountain or tap. The provision of free drinking water is of particular
importance at concert type events where the audience may assemble in cramped or
hot conditions. At more lengthy concerts/festivals conditions such as dehydration can
be a serious problem, and can result in people fainting with the subsequent risk of
being trampled. A minimum of one drinking water point per 1,000 persons must be
provided, drinking water where possible should be supplied from the rising main and
should be dispensed through spring loaded standpipes.
A suitable non-slip surface adequately drained must be provided to all drinking water
supply areas. If the use of a mains supply for drinking water is impracticable, the event
organiser must advise the Environmental Health Offiers section of the location, date
and time of the filing of any tankers to ensure the water in question (via the
appropriate tanker) remains of safe and potable quality. The event organisers must
confim the precautions to be taken to ensure that the water supply in any tankers is
and remains fi for human consumption throughout the event.All taps must be
adequately sanitised/cleaned prior to the event, each tap must be run for at least
minutes prior to the commencement of the event, this is to ensure that any stagnant
water is run out of the system. Disinfectant flids such as Milton or other such food
grade solutions are acceptable for the purpose of sanitising taps.
How will extra water be supplied to patrons on very hot days if needed?
What is the source of water?
61
|
Page
6.5. Shelter
Shelter and shaded areas should be available wherever patrons or staff and volunteers
(including First Aiders) may be located for an extended period of time and where
weather conditions dictate that it is required.
This may include:
pedestrian thoroughfares;
6.1.
Waste Management
6.2.
Noise
Events can create noise levels much higher than normal. Music amplifiers, refrigerators,
generators, and crowds are all contributing factors. It is important to monitor the level
of noise produced by the event to minimise disruption to local residents and
businesses.
Events are required to comply with the provisions of the Environmental Protection
(Noise) Regulations 1997, and may require local government approval.PUBLIC
62
|
Page
SAFETY
63
|
Page
64
|
Page
forecast
and once a threat becomes imminent patrons should be moved away from prominent
structures and
associated metallic components to reduce the risk of an associated electrical shock caused by
a rise
in potential.
AS 1768 has specifi recommendations for large tents and marquees, seating stands and
metal
scaffold structures.
The following information has been extracted from aS 1768.
Small tents:
For small tents, no specifi recommendations can be given.
65
|
Page
a stage or platform
66
|
Page
perimeter.
a seating stand
a prefabricated building
7.6.
The use of pyrotechnics and fireworks must have the approval of your local government
authority and the Police.
Scheduled pyrotechnic displays will only be permitted to proceed where conditions
regarding parameters such as wind strength, wind direction, fire warnings and
exclusion zones can be met.
67
|
Page
aware that the event will be happening. You may also like to establish a promotion
schedule which outlines the dates, cost and type of media promotion you will carry out
and when. This will help with ensuring you stay within your budget and the information
necessary for a successful event is distributed to your target market at the right time in
the lead up to your event.
7.1. Ticketing
This is important in achieving crowd control. Will there be advanced ticketing or tickets
purchased at the event or both? Advanced tickets can provide:
Event details
Entry details
Transport arrangements
68
|
Page
8.2.
Signage
Clear appropriate signage is essential. You will need to liaise with your local government
about when and where signage can be placed. Examples of signage required include:
Parking
Toilets
Security
8.3.
Health Promotion
8.4.
Advertising
What information is important to promote the event? When? Where? What times? Etc
Name of Event:
Address of Event:
Details of Venue:
Details of how your event will run, including details of all activities:'Estimated Number of
People expected to attend:
Event Manager:
Address:
Phone (Work):..................................... Phone (Home):
Fax:...................................................
Email:..........................................................................
Contact During Event:
Phone:..............................................Mobile:..............
2. INSURANCE
2.1.
Insurance Details
A copy of your Certificate of Currency is required to be included with this form. Name of
Insurer:
Address:
Phone:..........................................................
Fax:...............................................................
Email:....................................................................
4. THE VENUE
4.1. Potential Hazards
List the identified hazards at the selected site and the action taken to minimise the risk.
Hazards Identified For Each Activity
4.3.
Contingency Plan
Contingency details:
5.2.
Road Closures
YES
NO
YES NO
N/A
Emergency
Vehicles
Key Stakeholders
Disabled Patrons
General Parking
Overspill
Buses
Taxis
YES NO
6.2.
Will portable fire protection equipment be strategically located throughout the venue for initial
attack of the fire by the public and/or safety officers?
YES NO
Mark their location on the site map.
6.3.
Has a day of total fire ban or fire danger period been considered?
YES NO
YES NO
6.4.
What arrangements have been made for lost or stolen property and lost children? Show
location on site map.
6.5.
Incident Reports
7. PUBLIC HEALTH
7.1.
List of Vendors
Will you or other vendors at your event be selling any article of food? YES NO
List of the food businesses and type of food being provided at the event:
Business/Vendor Name
Contact
Phone Type of Food
during event
Council Permit
1
2
3
4
5
6
7
8
9
You will need to provide evidence of the vendors Council permit for the operation of their stall.
7.2.
Alcohol
YES NO
BYO
Local council permission has given received
YES NO
Toilets
7.4.
Water
Is the location of water clearly signposted and marked on the site plan?
YES NO
How will extra water be supplied to patrons on very hot days if needed?
7.5.
YES NO
Waste Management
What arrangements have you made for extra bins to be provided for the day?What
arrangements have you made for the rubbish to be removed appropriately on the
day?
Noise
Describe the activities/mechanisms likely to create higher noise levels at
your event.Describe how you will monitor and minimise noise levels.
8. PUBLIC SAFETY
8.1.
Licence Details:
Contact Details:
Phone/Mobile:
Number of Security Personnel at Event:
Who is the police contact?
Name:
Station:
Phone:
Mobile:
Fax:
Email:
8.2.
Public Assembly
Will you be fencing off the boundary of your event, restricting access and egress?
YES NO
If yes, you will need approval from your local government authority.
8.3.
YES NO
8.4.
Temporary Structures
YES NO
Details
Stages & Platforms
YES /NO
YES /NO
Seating
YES /NO
Marquees/Tents
YES /NO
Has a permit or permits been sought or sighted for temporary structures? YES NO Permit
Name:
Permit Number:.............
Permit Date:...................
Description of Structure:
Building Surveyor:.........
Contact details:..............
Mobile:..................................................................................
Ensure restricted zones are marked on site plan
9. EVENT PROMOTION
9.1.
Ticketing
Pre-sold
At the Gate
Both
YES NO
YES NO
9.2.
Signage
Phones
Entrances
No Smoking
Rules relating to
consumption
Lost and Found
Public Transport
down
Security
9.3.
alcohol
pick up/set
Health Promotion
Useful Links
www.evoke.com.pk
Shire of Carnarvon Francis Street CARNARVON WA 6701 Ph: 08 9941 0000 Fax: 08
9941 0099
www.carnarvon.wa.gov.au
Shire of Exmouth 22 Maidstone Crescent EXMOUTH WA 6707 Ph: 08 9949 3000 Fax:
08 9949 3050
www.exmouth.wa.gov.au
Shire of Shark Bay 65 Knight Terrace DENHAM WA 6537 Ph: 08 9948 1218 Fax: 08
9948 1237
www.sharkbay.wa.gov.au
Shire of Upper Gascoyne 4 Scott Street GASCOYNE JUNCTION WA 6705 Ph: 08 9943
0988 Fax: 08 9943 0507
www.uppergascoyne.wa.gov.au
Western Australian Council of Social Services Inc City West Lotteries House 2 Delhi
Street WEST PERTH WA 6005
www.wacoss.org.au
Gascoyne Development Commission 15 Stuart Street CARNARVON WA 6701 Ph: 08
9941 7000 Fax: 08 9941 2576
www.gdc.wa.gov.au
Lotterywest 74 Walters Drive OSBORNE PARK WA 6017 Ph: 08 9340 5200 Fax: 08 9242
2577
www.lotterywest.wa.gov.au
Eventscorp Level 9, 2 Mill St PERTH WA 6000 Ph: 08 9262 1700 Fax: 08 9262 1702
www.tourism.wa.gov.au
Country Arts WA Level 1 , King Street Arts Centre 357 Murray Street PERTH WA 6000
Ph: 08 9200 6200 Fax: 08 9200 6201
www.countryartswa.asn.au
Department for Communities Level 7, Dumas House 2 Havelock Street WEST PERTH
WA 6005 Ph: 08 6217 8700
www.communities.wa.gov.au
ANNEXURE B
Task Scheduling Example
Activity
84
|
Page
85
|
Page
By using a colour scheme you can see which activities are interdependent. You can also use colours to indicate when particular staff
are needed, or for tasks delegated to specific people, for example;
86
|
Page
87
|
Page