Event Management Chapter PDF

EVENT
MANAGEMENT
Key Topics
Event fundamentals
Event organisation
Event logistics
Events are major occasions for organisations

wanting to promote their brand, launch new
products into the marketplace, improve recognition
of their core business activities or draw together a
range of expertise for the purpose of exchanging
knowledge or information. Events can be highly
competitive occasions and a great deal of preplanning and organisation is required as well as
precise management on the day for the event to be
successful. Varying risks that can have an impact
on the occasion are always faced by organisations,
and the event organisers must be able to identify
and manage any eventuality that can reduce the
success of the occasion.
Event planners, whether within the
organisation or outsourced, need to focus
on details, be well prepared and able to rally
resources of all kinds to ensure a successful event.
10
ISBN: 9781107688056
Rasmussen, Mylonas, Beck 2012
Cambridge University Press
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| Investigating Business Communication and Technologies
EVENT FUNDAMENTALS
Event management refers to the planning,
preparation, monitoring and management of all
types of events such as seminars, trade shows,
conferences, product launches, team-building
events, awards, festivals, concerts, exhibitions
and sporting events.
ACTION TASK
With a partner, brainstorm the different types of events

you can think of and suggest why these events may
be held.
Select one event on your list, and discuss what
would be involved in planning and implementing that
type of event. Turn your ideas into a checklist for an
event organiser and add to this list as you progress
through this chapter.
For more information on

outsourcing, see page 37.
Events can be:

one-off special events (such as the University
of Queenslands Centenary celebrations in
2010)
recurring events (such as the State Tourism
Awards)
short events (such as a business lunch or
dinner function)
lengthy events (such as a week-long trade
show).
Events can be organised in-house. For
example, your own school stages numerous
events each year, which are managed by
staff, students and/or parents. However, if
an organisation does not have the necessary
expertise or resources to plan and implement
their events, they can outsource to a business
specialising in event management. Either
way, a great deal of strategic management,
planning, preparation and monitoring must be
undertaken to not only ensure the success of
events but also maximise potential benefits and
minimise costs.
ACTION TASK
For more information on

event budgeting,
see page 310.
Access the Consult Australia website at www.

cambridge.edu.au/bct1weblinks and select Education/
Events to view the types of industry events promoted
by Consult Australia. As you browse through their list of
events, note:
the types of events held
how many events are held throughout the year
how frequently these occur
where the events are held
costs (if any) for participants to attend
any other interesting points to share with your peers.
One of the first aspects of staging any

event is to undertake a cost/benefit analysis
to carefully examine whether the expected
outcomes are worth the costs involved. Once
it is agreed that the event will proceed, the
organisers will be briefed by management
on the objectives, the event concept and
theme, key stakeholders (such as sponsors,
beneficiaries and management) and likely
attendees (the market for the event).
EVENT OBJECTIVES
A well-run event can achieve a number of
positive benefits for an organisation, such as
increased sales, brand awareness, prestige
and strategic networking opportunities. To
maximise these benefits, objectives must be
clearly stated, such as:
promote the organisation with a view to
attracting new business
launch a new product to the marketplace
improve recognition of the brand and its core
business activities
draw together a range of expertise for
the purpose of exchanging knowledge or
information
educate or disseminate information to a
range of people
award prizes to staff and colleagues based on
outstanding performance
highlight a cause or raise funds for a charity
or non-profit organisation
celebrate a special occasion or recognise
significant achievements.
ACTION TASK
In pairs, find two events in a magazine, newspaper or

online. For each, outline the possible objectives (the
purpose) for each. Compare with another pair.
The stated event objectives will dictate the

type of event held; for example, a seminar
or conference would be an appropriate type
of event for disseminating or exchanging
information, while a dinner function would
be appropriate for an award/presentation
ceremony. The available budget will also
influence the type of event staged.
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Event Management |
CONCEPT
The whole concept (or strategy) of an event is
influenced by the answers to several questions,
including:
What type of event will be held?
What is its purpose?
What level of participation is expected (e.g.
will the event attract 50 people or 2000)?
What facilities and equipment are needed to
stage the event?
How important is the event to the business
and its community?
These answers impact on many decisions
such as choice of venue, facilities needed,
targeted guest list and many other areas of the
event planning.
One person working alone is unlikely to have
the expertise to determine the concept for the
event, and so it is useful to brainstorm with a
number of people involved in the event and/or
with those who have organised similar events
in the past. Brainstorming can provide some
301
useful ideas that can then be taken to the next

level of organisation (e.g. for approval by key
stakeholders). The event organiser will need to
ask many questions to get this critical part of
the planning correct before moving ahead.
It is also useful to examine possible
alternatives to the type of event being planned,
and whether or not the timing is ideal to
achieve the desired outcomes; for example,
instead of a single product launch in April, it
might be better to launch the product at the
next major trade show in July, which many
people are known to attend.
ACTION TASK
Research newspapers and magazines (The Australian

Business pages, Brisbane News etc.) and collect
invitations and social pages that give a broad range of
types of business events. Note the types of sponsors
of these events. Select two invitations or events and
analyse why this type of event may have been selected
to meet the objectives of the organisation, then write a
300-word essay justifying your opinions and suggesting
what other concept may have been successful.
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THEMES
Themes should be carefully chosen to support
the objectives of the event. For example, is
the focus of the event to celebrate success,
communicate positive messages, launch
imaginative ideas or raise awareness about
a particular cause? Once this is decided,
the theme should be incorporated into
the decorative, catering, entertainment
and promotional aspects of the event,
and should be applied to all stationery,
decorations, audiovisual materials, programs,
correspondence and activities.
Some events benefit from having a consistent
theme, such as colours, styles, decorations
or motifs. Themes may be sporting, musical,
garden, Christmas, Olympics, theatrical and
so on. (The theme below is Mexican.) For
example, a season launch for a local club
may use its home teams colours for napkins,
balloons, tickets and tablecloths, whereas
a Black & White ball would dictate the
dominant use of black and white decorations as
well as an expectation that attendees will dress
in black and/or white.
The theme chosen to promote the event
should not be so lavish that other important
features, such as catering, suffer budgetary
pruning.
If an organisation holds regular functions, for
example, monthly or quarterly, it is a good idea
to vary the theme without losing the corporate

identity. This keeps things fresh for regular
attendees, and avoids that same old feeling
that might otherwise pervade these events.
ACTION TASK
In pairs, brainstorm a suitable theme for a major school

event, making a list of every item that will be affected
by your theme.
Search Event themes at the Shutterstock website
on www.cambridge.edu.au/bct1weblinks.
STAKEHOLDERS
When planning any event, the organiser
will be in constant communication with the
different parties who influence the success
of the event, such as managers, co-workers,
the event organisation team, venue staff,
caterers, suppliers, attendees, guest speakers,
and travel and accommodation providers. A
communication plan should be completed once
all stakeholders (those involved directly or
indirectly in the event) are identified.
ACTION TASK
What is the next event being planned at your school? In

table format, prepare a list of key stakeholders showing
contact details, tasks and level of authority. Think about
who you will need to consult with to find out these
details.
Stakeholders may be grouped according to

their level of authority and involvement, with
their contact details easily accessible as shown
in Figure 10.1 on the following page.
Communication between stakeholders

The support of key stakeholders is vital to the
success of the event, so regular communication
with them is essential before, during and
after the event. Depending on the timeline,
weekly or monthly meetings may be held but
communication and regular updates can also be
achieved through the use of email, telephone,
Skype or even informal chats in the tea room
(e.g. if colleagues work together in the same
office).
ACTION TASK
Why do you think communication between stakeholders

is important? Have you been at a function that did not
run smoothly? Can you think of possible reasons for
this?
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Event Management |
Organisation
Contact name
Telephone
Manager
Suzi Forbes
0410 678 300
Function team
John
Uma
Jasmine
Sarji
Ext 345
Ext 355
Ext 356
Ext 365
As per work
breakdown
structure
High
High
Med
Med
Central Functions
Bronwyn Jones
3388 00xx
Venue hire
Low
Brodies
Michael Ho
1415 000 222
Catering
Low
St Johns Amb.
Capt J. Russell
3344 5566
First Aid
Low
Detailed records of all meetings and agreed

actions must be kept, with regular progress
reports provided regarding the preparations
being undertaken for the event.
A communication plan (see Table 10.1
below) is a useful tool as it highlights who
to communicate with, when and how. This
should be consulted regularly to ensure
timely communication with all stakeholders is
continuing as planned.
One of the most effective ways to
communicate an event is through social media,
as outlined in the article on the following page.
Task
303
Authority
10
Figure 10.1 Contact
list key stakeholders
High
ATTENDEES
For an event to be successful, organisers need
to attract the right people. For example,
a trade show demonstrating new promotional
products will only be attractive to suppliers and
distributors involved within this area it is not
an event that would be marketed to the general
public.
Revisiting the event objectives will help
determine potential attendees. Questions to
be considered when determining possible
attendees can include:
Do they have an interest in the area?
Table 10.1 A sample communication plan
Stakeholder group
Purpose
Process
Outcome
Management committee
Provide status reports on

the progress of the event
against timelines and
budget.
Written and verbal reports

at regular meetings of the
committee.
Decision on the event

proceeding as is,
proceeding in a modified
form or being terminated.
Event management group
Report on event activities

and receive feedback.
Obtain information on
alternatives to contain
budget.
Written quotes and verbal

feedback at regular
meetings.
Identification of problems
for the event and/or
refining existing strategies
to ensure success and to
contain budget.
Sponsorship partners
Report on progress of the

event (particularly long
lead time events).
Email updates.
Formal report at
conclusion.
Reinforce the value to the

sponsor of being involved
in event.
Ensure consideration for
future events.
Attendees
Engage, inform and

encourage attendance.
Invitations, advertisements,
lead piece on professional
affiliation website.
Ensure maximum
attendance of specific
interest groups.
ISBN: 9781107688056
For information on
meetings, see page 191.
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Using social media

to plan events
Evenbrite to allow purchases to be

shared on Facebook. This is a great way to
increase the notice for your event and can
be utilised as a very powerful tool.
Even smarter again, developing special
offers for those that share with their
friends in the same manner as group
buying sites do, through linking to others
profiles can mean huge exposure and an
increase in sales of tickets.
By Cormac Reynolds
Many of our clients plan events from time
to time and it is good to know how to
utilise all our means of communication to
get the word out there when they do. One
of the priorities when organising events is
getting the mix between balancing time
and the exposure you achieve that time,
right. Facebook has become one of the
most important tools of the trade in this
area and we have created a number of tips
so you can aid your event with the power
of social media marketing.
Ideas
Out with the old and in with the new,
thats the only way to keep ahead in the
events management game and Facebook
is a central tool in this. Using Facebook to
browse through profiles and pages makes
it a lot easier to come up with innovative
ideas and new visions for your events or
business that will look good and also save
on time.
Connections
Planning updates are of premium
importance in events management and a
closed Facebook group allows for easy and
yet private collaboration between a group
of people. This means you dont have to
shoot emails back and forth and it is a far
more collaborative and open environment.
Share ideas, delegate tasks and sell tickets

through Facebook, you can even look for
sponsors and do post marketing analysis
on the social media platform.
Link it up with Twitter and host talks
and chats before events. This allows you
to really interact with your audience and
organise a great event very easily. You can
also share real time updates, post photos
or video and stream the event easily online
and through social networks, a great
advertising option.
Sellers
If youve got an event going on youll
need caterers, photographers and an
array of other professionals. Look at their
profiles for information and keep an
eye out for bad feedback or unsatisfied
customers the social web offers amazing
opportunities for transparency, so utilise
them.
Numbers
Increasing numbers can be easily done
through Facebook. You can set up
Are they current or potential customers?

Will they learn something or be entertained?
Will their attendance lead to them buying our
product, joining our group, etc?
Will they leave with a positive message or
inspiration?
Attending an event can also represent a
significant commitment time and money for
the participant, taking into consideration costs
of flights, accommodation, parking, entry ticket
and time away from work/home. Therefore an
event organiser, through careful planning and
targeted marketing, must convince potential
attendees that this particular event is the one
that must be attended.
Sponsors
If you are fortunate enough to have
sponsors at your event then use Facebook
as a carrot. Team it up with the above
sharing idea for maximum interest.
Sponsors will love the idea of being
plastered around every social media page
in an area or for a certain industry use
your loaf here.
All you have to do to increase sponsor
exposure is tag updates with their
names
Create an album with sponsors logos
making it easy to see who is sponsoring
your event
Invite them to write on your page
Post video with sponsors
representatives at the event, share their
updates on your page.
Following these guidelines should
see a rapid increase in the willingness of
organisations to sponsor your event and all
it takes is a little social media marketing
knowledge.
Source: www.mysocialagency.com/social-media/
using-social-media-to-plan-events.
Attendees can be grouped according to their

interests:
Audiences are passive observers who want to
be entertained and impressed; for example,
attendees at a school concert will want to
be entertained, while those entertaining the
audience will want to be appreciated and
perhaps be asked to perform again in the
future. Their school will hope to showcase
their teaching talents through the students
performance.
Delegates are representatives either
disseminating or collecting information
usually at a meeting, a seminar or conference.
They will expect to learn something new,
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Event Management |
present information to other delegates,

reinforce ideas, listen to learned speakers and
network.
Participants are people who are involved
in doing something at an event. They may
engage in many ways from purchasing food
and merchandise, to joining in dancing or
musical performances; for example, the
Brisbane French Festival.
Spectators are passive observers at a
sporting event. They come to be enthralled,
entertained and excited!
ACTIVITY
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Visitors are people who come to view a

display; for example, a car show. They want to
be enlightened, entertained or informed.
For events staged over several days,
particularly those that attract national/
international delegates, some attendees may
opt to bring others with them such as a family
member. Event organisers, therefore, should
also plan or provide suggested activities for
delegates travelling companions. This could
include visits to popular tourist sites and
shopping trips.
10.1
1 a In pairs, correctly match the type of event with the

most suitable purpose.
Type of Event
Purpose
conference
team building activity
football match
showcase new
product
product launch
entertainment
cocktail party
marketing and
promotion
school music concert
disseminate/gather
information
formal lunch
christmas for kids
book launch
team building activity
family barbeque
award presentation
retreat
publicity of business
activities
b List two or three objectives for each of the above

events.
2 Prepare a series of three- to five-minute podcast/
webcasts or brochures on Events Fundamentals.
3 Using appropriate software, prepare a
communication plan for an event that is coming up
in the school.
4 Prepare a table that accurately describes the types of

attendees at events. Headings could include name,
organisation, etc.
5 Imagine that your town/city is planning to host an
event next year that is expected to attract delegates
from around Australia. What useful information about
your town (or region) could you provide to these
attendees and their companions? Design a brochure,
web page or YouTube video highlighting interesting
things to do and tourist attractions.
6 You are in the process of establishing your own event
management business. Select an appropriate name for
your business. Then, use the internet to find examples
of templates for documents that will help you to plan,
track and organise events (no matter what the scale
of event). Adapt these templates to design your own
portfolio of event documentation.
7 Design a spreadsheet outlining the following:
school events planned for the next 12 months
objectives of each event
budget for each event
concepts/themes
person/s most likely to be given responsibility for
organising these events
key stakeholders
the potential attendees (including special guests).
You will need to add to or modify your table over the
remainder of this chapter as information is gathered
or changed.
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EVENT ORGANISATION
Having considered the fundamentals of event
planning, the actual organisation of the event
can now get underway. And while there are
numerous aspects of event organisation, key
decision-making and organising activities will
naturally evolve through consideration of the
following:
timing the event
keynote speakers
timelines
budget
venue
catering
marketing and promotion.
TIMING
One of the very first duties of an events
manager will be to lock down the date of an
event, including its time duration (e.g. hours
or days). This will involve researching relevant
information about other events likely to clash
with the proposed dates. For example, school
holidays, common times of annual leave (such
as Christmas/New Year) and statutory holidays
(such as Easter) can be a problem for some
organisers, but are preferred by others.
ACTION TASK
In Australia, there are two major sporting events that are

occasionally staged the same weekend: AFL Grand Final
(a Saturday afternoon, Melbourne) and the NRL Grand
Final (a Sunday afternoon, Sydney). Imagine if these two
events were held at the same time on the same day.
Would this change to timing have any impact on either
event? As a class group, discuss potential outcomes,
positive and negative. (HINT: Consider all stakeholders
for each of these events.)
Seasonal weather can also affect the

timing of events. For example, tropical North
Queensland is cooler and less humid during the
winter months and therefore more pleasant to
visit at that time of the year, whereas southern
Australian regions might be more appealing
to international delegates during spring and
summer.
Large public events usually have a recurring
date so that people associate that time of the
year with the specific event; for example, the
Australian Open is always held in January
and the Melbourne Cup in early November.

Knowing the timing of potentially conflicting
events enables organisers to plan for, or around,
such events. This is not such a problem, or
consideration, with one-off events planned by
an organisation.
In other events, the timing of combined
activities can be a great drawcard for
participants. For example, a dinner function
held to launch a new product may work well
if it is timed with the staging of a big-screen
viewing of a major sporting event, and with the
addition of a nationally renowned sports star
guest appearance at the function.
ACTION TASK
From the article below, analyse how food, opera and

wine have been combined to create one harmonious
event. Consider other combinations that might work
for an event you have previously attended or would like
to plan.
Food, opera and

wine join in
perfect harmony
David Kidd from the Ten Tenors and soprano
Leslie Martin will attend an Opera Luncheon at
Dell ugo South Bank.
Winemaker Greg Cooley will showcase 11 of
his wines from his vineyard in Clare Valley along
with a five-course Italian Luncheon July 17 with
a midday start.
Featuring great opera, food and wine, bookings
can be made now.
A variety of canaps will be served along with
two different entrees including scallops cooked
with olive oil and garlic, and mushroom and
rocket risotto in white wine sauce; the main will
be veal shank served on a bed of mash potato and
baby carrots finished with taleggio and pecorino
romano cheese with crackers, fresh fruit and
home-made jam.
Greg Cooley Wines recently received the
James Halliday five-start winery award.
Source: City News, Brisbane, 14 July 2011.
Timing can also be affected by the

availability of a desired venue or guest speaker,
so alternatives always need to be considered.
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However, the budget may be impacted by these

alternatives so care should always be exercised
when making changes.
When deciding on a date to hold the event,
a checklist, like the one below, can help.
Lead time required to produce

the event
Timing that best suits potential attendees
Conflicting activities that may clash with
this events timing
Availability of desired venue
Availability of special guests, performers or
sponsors
If required, availability of volunteers
Appropriate duration of event (i.e. for
concluding business and achieving
objectives)
SPEAKERS
Events are hugely competitive and their success
demands the best speakers the budget can
afford. An astute choice of speaker/s can boost
attendance at an event, highlight key messages,
and improve a businesss brand awareness
and activities. When selecting a speaker, the
audience must be kept in mind and the speaker
briefed thoroughly on the objectives of the
event and the message to be conveyed.
Keynote speakers
Obtaining high-calibre keynote speakers,
such as the speakers booked for the Business
Leaders Hall of Fame (see following page), is
quite often difficult. Professional speakers onthe-circuit are not available free of charge
the more popular and experienced the speaker,
the more expensive it will be. Booking one of
these speakers should be done as soon as the
fundamentals have been completed. Event
organisers will shortlist two or three potential
guest speakers, just in case the first choice is
not available.
307
When deciding upon a keynote speaker, the

following questions should be considered:
Does the speaker need to be an industry
expert or leader?
Does the speaker need to motivate the
attendees?
How will this speaker add value to the event?
Will the speaker be able to personalise/tailor
a speech to suit the event theme?
Will a touch of humour be appropriate?
And finally, what will the speaker cost?
XYZ Company tried for six years to attract
Andrew Twiggy Forrest as a speaker at a major
business event. Mr Forrest, a billionaire resources
entrepreneur, announced a plan to promote
jobs for 50 000 Aboriginal workers in Western
Australian mining and XYZ Company took the
opportunity to invite him to speak about this
topical subject at its business luncheon. The event
was a sell-out success because so many people
were attracted by the calibre and reputation of
the guest speaker. The speaker accepted the
engagement because he was keen to publicise his
plan for Aboriginal workers.
Most professional speakers operate through

an agency. When contacting these agencies,
they will want to know about the event the
date/s, its objectives, the type of audience
expected to attend, how you see them fitting
into the events theme and any other relevant
details to help the speaker make a decision. In
these early stages, it is good to have a flexible
date until the keynote speaker is confirmed.
Because of the difficulties in obtaining these
speakers, it is also worthwhile to have the
names of a few possible speakers.
Other speakers
Many conferences may require a number of
speakers who are renowned experts in their
field. Speakers are invited to submit written
abstracts initially and then full papers to be
included in the conference proceedings, which
are usually available to participants. These
speakers would then present their papers in
timed sessions that are grouped together in like
subjects. Conference delegates attend these
sessions depending on their interest in the
topics discussed, and often use the event as a
networking opportunity to meet like-minded
people.
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10
Lead time is the
time it takes to plan
and prepare the
whole event.
308
QUEENSLAND
Business Leaders
Hall of Fame
2012 Induction Dinner
Ticket sales closing soon
Tickets for the Queensland Business Leaders Hall of Fame 2012

Induction Dinner will close on Sunday 22 July. If you are yet to
secure your tickets for this special event, please do so before
you miss out!
Join special guests, Her Excellency Ms Penelope Wensley AC,
Governor of Queensland, and Master of Ceremonies,
Sharyn Ghidella from Channel 7, on Thursday 2 August
for a night of celebration and entertainment.
Date
Time
Venue
Dress
Tickets
Tickets can be purchased by clicking here.

To view the highlights from the 2011 Induction Dinner and for
more information visit the website, www.halloffame.slq.qld.gov.au
or contact qldhalloffame@qut.edu.au or 07 3138 2532.
ENTERTAINMENT
The entertainment selected for an event must
be compatible with the theme of the event. For
example, while a magician might be suitable
for a fundraising event promising an evening
of fun and light entertainment, this may not
be appropriate for a work-focused conference;
or imagine a school formal with only classical
or operatic music! Like catering, the choice of
entertainment can have a huge impact on the
success of the event.
An MC is a Master
of Ceremonies who
comperes the event,
making sure the
run sheet has been
followed on time.
Thursday 2 August 2012

7pm for 7.30pm til late
Plaza Ballroom, Brisbane Convention &
Exhibition Centre, Grey St, South Bank
Black tie
$ 149 per person (incl. GST)
$ 1390 per table of 10 (incl. GST)
ACTION TASK
Common choices of entertainment at events include

keynote speakers, a Master of Ceremony (MC)
and background music. In groups of three or four,
brainstorm other types of entertainment suitable for
a range of events. (Consider events you and/or family
members have attended as well as those your school
has staged.) Once you have your list, nominate the
best event/theme to suit each type of entertainment
suggested.
TIMELINES
Careful planning over weeks, months, or even
years in some cases, is required to ensure
that every aspect of an event is identified and
attended to at the right time. Therefore, event

organisers use tools, such as timelines and
work breakdown structures, to plan for and
keep track of each step requiring attention and
completion before, during and post-event.
So that timelines are accurate, a
brainstorming meeting early in the planning
stage will help identify all event-related tasks.
Organisers can then:
decide what resources are required (human,
financial, etc.)
calculate the start and finish date for each
task
allocate tasks to co-workers
establish a reporting system to monitor
progress
create timelines for each task
create a Work Breakdown Structure.
The use of a Work Breakdown Structure
(Figure 10.2 on next page) can assist in
determining when tasks need to be done,
who will do them and the allocated budget
for their completion. This strategy can serve
as a memory aid to remind everyone of their
obligations in the progress of the event. It is
also a check for the organiser to ensure all
items have been attended to in a timely way,
and provides a follow-up list for reporting and
discussing progress at meetings.
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Task
Budget
Resources
By whom
Timing
Book venue
$12 000
Co-sponsorship XYZ Co. $1000
Sue Smith
6 June
Catering quote
$7000
Brainstorm list of options, special

dietary requirements
John Nguyen
20 June
Printing
$1500
Draft posters, etc.

Draft program
Marty John
18 July
20 July
Event managers can also use spreadsheet

programs and project-management software to
help them produce timelines that illustrate key
activities and deliverables (see Figure 10.3).
Timelines are best created by working
backwards from the date of the event, carefully
309
10
Figure 10.2 Work
Breakdown Structure
judging how long each task will take, and

entering every item. It is always good practice
to leave a few extra days for completion prior
to the event as this takes into account the
possibility of any unforeseen delays. Aspects
of the timeline that are non-negotiable (e.g.
Figure 10.3 Projectmanagement software
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310
when a deposit must be paid to secure a venue

or speaker) must be clearly highlighted and
communicated to the relevant stakeholders.
Grouping tasks by colours to quickly identify
related items is also a useful strategy to adopt,
as illustrated in Figure 10.4 below.
Figure 10.4 Example

of timeline
At times there may be a need to consider

changes to some aspect of the planning.
However, no change should be implemented
until full consideration is given to the impact of
this action on other planned activities as well as
the budget.
TIMELINES FOR AWARDS PRESENTATION 25 July

Item
6-Jun
13-Jun
20-Jun
27-Jun
4-Jul
11-Jul
18-Jul
25-Jul
Book venue
Pay venue deposit
Confirm venue booking
Prepare budget
Price trophies
Compile guest list
Awards recipients list
Send invitations
Order trophies
Get trophies engraved
Check trophies for accuracy
Check budget
Rehearsal for event
BUDGET
A budget blowout means that the

budgeted amount
has been exceeded.
For information on
sponsors, see page 311.
The budget is a forecast of expenses that the

event will incur, along with potential income
such as registration fees and sponsorship
contributions. Management will normally
provide the event planner with an estimated
budget figure to work within, or they may ask
the event organiser for a projected budget
that includes all estimated costs and revenue.
Where events are co-sponsored (e.g. a major
bank sponsoring a sporting event or a national
supplier co-sponsoring a trade show for
industry distributors), these funds are included
as income in the budget. For this reason, it
is important to attract sponsors as quickly as
possible.
Depending on the event staged, budget
items will vary. For example, a short day-time
event might involve budgeting for room and

equipment hire, a guest presenter as well as
catering for morning tea/lunch while a weekend
music festival would require much more; for
example, insurance, tickets, marketing, security,
entertainment, venue hire, seating, catering,
merchandise, accommodation, first aid station,
cleaners, volunteer or paid helpers, and so on.
Staging an event without blowing the
budget is a key challenge, particularly where
an event manager is reliant on cost-recovery,
for example, through ticket sales, food, drinks
and merchandise. The projected sale of
these items must meet planned budgetary
expectations to ensure the success of the event.
Any organisation staging a paid event will
always hope to make a profit or, at the very
least, break even (i.e. making neither a profit
nor a loss).
ISBN: 9781107688056
Event Management |
ACTION TASK
Design a spreadsheet template that will enable you

to categorise and track expense items (projected and
actual) for a carnival being held at your school. Interview
the committee responsible for organising these types
of events within your school to make sure you have
included all the necessary expenses and projected
income. Once designed, provide a copy of your budget
template to the committee.
Depending on the type of event, examples of

other expenses requiring attention in a budget
include:
insurance to cover loss of any kind, such as
loss of revenue and personal injury risk
printing and stationery costs such as
brochures, programs, posters, flyers, tickets,
photocopying, letterhead and envelopes
postage
name badges
materials for attendees, such as a satchel with
notebook and pen
promotion costs for advertising, corporate
give-away promotional items and signage
equipment hire such as sound systems, twoway radios and event staff
guest speaker fees
transport, travel and accommodation for
invited guest speakers or VIPs
trophies or awards
lucky door prizes
table centrepieces/decorations
salaries of event organisers
medical expenses such as a First Aid Officer
miscellaneous items anything that needs to
be bought for the event must be costed and
included in the budget, even balloons and
serviettes!
Quotes should be obtained for all expenses
so that costing is accurate. Because it is not
possible to know with absolute certainty
the final cost of every budgeted item, there
should be some room in the budget to allow
for adjustment and refinement. For example,
costs may escalate over the course of organising
an event, particularly those that have a long
lead time such as international conferences,
Olympic Games and centenary celebrations
for large institutions. In spite of this, events
can remain within budget limits if a weighting
is applied to the costings, that is, a margin
of 5 per cent or 10 per cent can be added
311
to compensate for the likely rise in prices of

various items. Some planners also allow for a
discretionary or contingency amount in
the budget to cover overlooked or unplanned
items as well as unforeseen circumstances that
were not budgeted for but which may benefit
the event.
Sponsorship
ACTION TASK
Divide the class in half. One half will be organising a

school sporting event and the other a cultural event.
Brainstorm the types of expenses you would expect and
compare with the other group. Who do you think you
could approach to sponsor your events? Why would you
choose those organisations? Share your ideas.
Sponsorship has many benefits, including the

potential to enrich and raise the profile of the
event as well as attract more attendees. Of
course, the sponsor will expect a return on
investment (ROI), such as increased brand
awareness and their logo prominently displayed
in event marketing campaigns. Sometimes, a
sponsor may want a list of attendees so they
can assess the impact of their sponsorship
dollars. For privacy reasons, this would be
communicated to the sponsors without names
but would include the position of the person
attending and the organisation represented.
Sponsorship dollars are more likely to be
forthcoming if the sponsor can envisage the
target audience being turned into clients. As
part of the deal, attendees should be made
aware of the sponsors and encouraged to use
them.
ISBN: 9781107688056
10
Discretionary
budgets allow a
certain amount
for items that are
not itemised in the
budget but which
may be purchased/
included at the
discretion of the
organisers.
Contingency
means planning as a
fallback position for
something that could
happen, in this case
unforeseen items,
and having set aside
a certain amount to
cover them.
312
ACTION TASK
As well as the obvious financial gain from having

sponsors, what other benefits can you think of in having
sponsors for your event? What do you think a sponsor
would expect in return for their participation?
Diminishing
balance means
that as each item is
accounted for, the
balance available
(unspent) reduces or
diminishes.
Opportunities for sponsorship are packaged

and advertised by event organisers. For
example, different levels of sponsorship can
be offered (such as platinum, gold, silver and
bronze), with corresponding benefits according
to how much money is committed.
At conferences, sponsors are often allocated
areas in the best venue locations to enable them
to set up displays of their products or services.
They may be promoting specialist tools and
equipment, textbooks or other merchandise to
what is regarded as captive audiences (those
who would already be interested). These booths
are regarded as good marketing and promotion
opportunities by sponsors.
As well as business sponsorship, sometimes
government grants may be available to assist
in covering costs of major events, particularly
those involving the community such as a
cultural or heritage events.
For information on
controlling cash,
see page 247.
Budget control
Once the budget is prepared and approved, it
must be controlled appropriately. Any proposed
expense must be examined to determine that
it fits within budget and, if not, it may be
Figure 10.5 Budget

spreadsheet
rejected or offset against discretionary budget

allowances if the expense has recognised
benefits to the delivery of the event.
One excellent strategy for controlling budget
expenses is to set up a spreadsheet (Figure 10.5
below) showing diminishing balances, which
shows at a quick glance how much remains
unspent in each category. Simple formulae
show how the budgeted amount for each
category is diminished each time there is an
expense in that category.
In this example, $8000 is available for the
venue hire, and when the deposit of $1000
was paid on 3 May, it is clear to see that $7000
remains.
Each expense should be entered into
the budget expenses spreadsheet as soon as
possible so that nothing is overlooked. It is
then a simple matter of using auto fill in the
spreadsheet application to determine the
diminishing balance. This shows how much has
been spent and what remains in each category
at all times. If there is a budgeted amount left
over, it can be re-allocated to another area, if
necessary.
At all times, strict cash control measures
such as evidence of receipts, accurate records
and two people responsible for approving
payments should be implemented so that the
budget is not compromised.
PERFORMANCE AWARDS PRESENTATIONS

3 December 2014
Venue
Marketing
Guest
Speaker
Theme
Printing
Travel
Amount
$8000.00
$2000.00
$3000.00
$2000.00
$2000.00
$1000.00
1000.00
7000.00
BUDGET EXPENSES
Date
Particulars
3-May
Deposit
17-Jun
Invitations
23-Jun
Speakers Corner:
Deposit
1-Jul
Brochures
14-Jul
Taxi to venue
24.50
27-Jul
Printing balloons
89.35
485.00
1515.00
1000.00
500.00
2000.00
1500.00
975.50
1910.65
ISBN: 9781107688056
Event Management |
VENUE
The selection of venue must be appropriate
for the type and size of occasion, and is one of
the first considerations in planning an event. It
should be neither too large nor too small.
ACTION TASK
Think about your final year celebrations at your

graduation. At what venue would you like to hold your
function? Outline your reasons for the venue you select.
Brainstorm all the different places people have chosen
and then try to come to a consensus on the best place.
When selecting a suitable venue, factors to

consider include:
type of event, timing and duration
anticipated number of attendees
size and location of the event area
room set-up
facilities available, e.g.:
accommodation near or on-site
designated registration area
food services and catering
toilet facilities
car parking and traffic flow
if event is outdoors, availability of shelter
disability access
security arrangements.
environmental factors, e.g.:
seasonal weather
pollution
environmental impacts
noise levels in residential areas.
vehicle access to site for suppliers, and
service and emergency vehicles
potential hazards.
Well-organised event personnel will have a
file containing brochures and photographs with
additional information about:
venue location, e.g. city, beach, country, etc.
number of people it can comfortably cater for
layout of the venue with various options for
different sized or themed events
facilities and equipment available
cost of venue hire
catering packages and costs
contact details of the venues host
previous experiences, e.g. Food was not
up to standard, Lovely area and everyone
enjoyed the atmosphere
venue staff who were particularly helpful
during previous events staged at this venue.
313
Room layout is another consideration at the

venue:
Should there be tables or rows of chairs?
Should you have tables of eight or 10?
Should tables be round or square?
How far apart will tables be positioned?
What happens if attendance numbers change
(e.g. room to expand)?
Where will the speaker/s stand stage area?
Will there be guest names at each table
place?
Where will the VIP guests be seated?
How will the room be rearranged if
attendance is low?
If your venue is appropriate and the theme
well chosen, there will be a palpable WOW!
factor when your guests arrive that will ensure
the success of the event.
CATERING
Catering the provision of food and drinks
must be appropriate for the particular type of
event. Attendees are usually most critical of
the standard of food served at large gatherings
and the lack of quality (and quantity) can mar
an otherwise successful event. Therefore the
quality of catering should not be sacrificed
for short-term budgetary gains, as this will
jeopardise not only the success of the event but
also the reputation of the business. It may be
preferable, for example, to offer fewer courses
or less-expensive items (e.g. chicken instead of
seafood) rather than to suffer inferior quality.
ISBN: 9781107688056
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FACT!
Hiring the venue
is usually the most
expensive item in
the budget. Besides
paying for the venue
hire, the event
planner may also
need to budget for
add-on costs such
as fees for providing
sound recordings,
requests for specific
equipment in rooms
and including special
items on the tables.
A list of additional
costs from the venue
should always be
obtained never
assume that it is all
included in the venue
hire.
314
MARKETING AND PROMOTION

There is no guarantee that any event will be
well attended, so effective marketing and
promotion is crucial to attracting the target
audience. There are many tools available to
reach potential markets, including email,
websites, traditional media and social media
(including blogs, Twitter, Facebook and
LinkedIn).
The method chosen to advertise the
event is very important to capture interest
from the right people. The event should
always be advertised prominently on the host
organisations homepage with direct links to the
registration page. This area should be bright
and eye-catching, maintaining the look and
feel of the theme selected for the event. When
planning this page, appropriate key words that
are easily searchable should be used.
ACTION TASK
ACTION TASK
Debate the following statement:

Catering choices are critical to the success of any
event.
Access the OLGR website

at www.cambridge.edu.au/
bct1weblinks.
Some people have special dietary

requirements that must be considered as part
of the catering process. Making provision for
this item on invitations is essential, so that
attendees can make their special requirements
known to the organiser. Requests for glutenfree and vegetarian food items are common,
and food allergies (with the allergy specified)
should always be considered.
If the event is to occur on business premises,
there may be conflict between the service of
alcohol and company policy. Licensing laws
must be strictly adhered to, with information
about these laws available through the Office
of Liquor and Gaming Regulation (OLGR).
Public events also need to hold a permit
from the OLGR to sell alcohol at an event
and organisers must ensure that those serving
alcohol are trained in the Responsible Service
of Alcohol (RSA Certificate).
ACTION TASK
Research the requirements of a RSA Certificate. If

you were under the age of 18, would holding a RSA
Certificate enable you to serve alcohol at a catered
event? Explain why or why not.
Study the following advertisement and critique its merits

and faults. Redesign the advertisement to improve its
impact.
Come to Perth for
AF RI CA DO W N UN DE R
29-31 August 2014
Further information:
wnunderconference.com
cado
.afri
www
Invitations
Invitations must be appealing to maximise
interest and attendance, and should contain
correct details of the following:
date and time of the event
type of event, e.g. business breakfast, dinner
dance, fundraiser, etc.
location information including venue room/
floor and address
theme (if applicable)
guest speaker or other entertainment
RSVP information, e.g. to whom the RSVP
should be sent and the closing date for
responses (usually a week or more prior to
the date of the event)
sponsors (if applicable).
ISBN: 9781107688056
Event Management |
Invitations may be sent by mail, email or

social media, and may be advertised in journals,
distributed by brochures, via professional
organisations, flagged on web pages and so on.
The invitation below for the launch of a
newly published book was circulated by email.
It provides all the required detail plus an
interesting tempter regarding the contents of
the book that draws the reader in and creates a
sense of curiosity.
ACTION TASK
How would you redesign the invitation below to make

it more appealing? What audience would you envisage
and how would you distribute this invitation?
315
10
Name tags
When all RSVPs have been received a guest list
should be prepared that also includes special
guests, guest speakers, MC and staff. This list
can then be used a few days prior to the event
to prepare name tags (use mail merge), which
should show, in an easily read font, the first and
second names of the guest and their company
or organisation affiliation.
Name tags should be displayed in
alphabetical order on a table near the entrance
to the venue and staff member(s) assigned to
greet guests and give them
their name tags.
XYZ Safety
In the early planning
stages, a decision will be
made on what to give each
Miles Dutton
attendee upon arrival and/
or departure. For example,
Brisbane City Council
for lengthy industry
conferences, attendees can
expect to receive some type
of bag/satchel printed with
the event name/theme and major sponsors.
These bags will normally contain:
a notebook and pen both printed with the
conference details and/or name of a sponsor
or venue host
brochures
sponsor-related marketing materials
printed conference program
evaluation sheets
conference sessions (if applicable)
other promotional materials.
Quite often, sponsors will provide most of
the promotional material for the satchels as it is
a means of advertising for them.
ACTION TASK
Undertake a Google search using the words,

promotional products Australia. How many results
were returned? Click and browse through the first
few results (which are sites for promotional product
businesses). What are the most common promotional
products that appear on these websites? In your
opinion, which of these products would make suitable
gifts for a variety of events, and why?
ISBN: 9781107688056
316
ACTIVITY
10.2
1 Access the websites of Aim Events or Brisbane

Woman at www.cambridge.edu.au/bct1weblinks
and, using dot points, summarise the advantages of
using this type of promotion for events.
2 Read the scenario below, and analyse Yuans actions
and reactions. Suggest any improvements for Yuans
event organisation. Justify your suggestions.
Yuan was asked to organise a seminar with staff
and a well-known, highly regarded professor
as guest speaker. He timed the event to suit his
manager and the availability of the guest speaker
(even though it was during a school holiday
period). He hired the best room available, which
had a beautiful outlook over the river and seated
70 people. It also had an anteroom that was ideal
for presenting the lunch and provided ample
space for people to mingle and chat.
Type of event
Yuan entered the appointment date in

each staff members online calendar but was
disappointed to only receive 11 acceptances. He
was sure that more people would be interested
because of the appealing guest speaker. If he still
had more time available, he would ring staff to tell
them what the seminar was about and encourage
more interest (and confirmed attendees).
3 Access appropriate websites to learn about business
and tourist events that might help or hinder the one
you are planning for your town/community. (HINT: Your
local council, chamber of commerce and conference
centre/facility, along with any region-specific websites
for tourists, are good places to start.)
4 Complete the table below with the appropriate
marketing and advertising strategy:
Marketing strategy
Advertising
School social event

Cricket social
Small business awards
French Festival
Business lunch
Book launch
Scientific conference
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317
10
EVENT LOGISTICS
Event logistics refers to the management of the
event on the day. This can be a very stressful
time for event organisers, but less so when
everything is well organised in advance and
all contingencies considered. Experienced
event organisers will be confident before the
event that everything has been done to ensure
success and will have considered run sheets,
staff briefings and rehearsal.
RUN SHEETS
Experienced event managers never assume
helpers, volunteers and venue staff will know
what to do and when to do it. Run sheets such
as that for a lunch function (Figure 10.6 on
the following page) are lists of the timings of
everything during the event, from switching
on the lights, ensuring technology is working
and staffing the registration desk, to concluding
the proceedings and closing the door after the
event.
While each event is unique, there will be run
sheets for every person tasked with supervising
a key aspect of the event, such as the:
event manager overview of all planned
activities and timings for these
venue manager overview of planned
activities involving venue personnel, and
timings for these
registration staff roster of those who will be
staffing the desk, and when
audio-visual staff cues for turning the lights
up or down, turning microphones on, playing
music, etc.
food and beverage staff when to serve food
and refreshments, times to clear tables
Master of Ceremony (MC) order of the day,
who to introduce and when
entertainment acts overview of the program
and clear indication of when each act will
begin and end
trade display personnel when attendees
will break for morning tea and lunch, which
will be the busiest times for those staffing the
displays.
BRIEFING STAFF
All event staff, including caterers, must be
briefed about their responsibilities, that is, what
to do and when, and where they should be
located during the event. For events involving
a large area (such as multiple conference
rooms split over two levels of a venue), a plan
of the venues layout and the location/timing of
scheduled activities should be provided as part
of the briefing document for staff.
REHEARSAL
Depending on the nature of the event, the
organiser may schedule a rehearsal prior to the
start of the event using the prepared run sheet.
A rehearsal will highlight potential problems,
such as timing of audio with AV equipment,
positioning of speakers and attendees, etc.
RISK ANALYSIS
One important responsibility for the events
manager is to recognise and plan for what
could go wrong prior to and during an event.
The types of issues identified can be the
result of past experience and feedback sheets.
To assist with this aspect of planning, event
organisers are required by law to undertake
a risk management strategy to identify and
assess potential risks. The management of these
risks must follow the Hierarchy of Control as
outlined in the WHS legislation.
ISBN: 9781107688056
For information about risk

assessment and hierarchy
of control, see page 134.
318
Figure 10.6 Run Sheet

for lunch function
Time
Task
11.00 am
Arrive at venue and ensure all event staff are present

Distribute run sheets to all staff involved
Ensure all staff know where they are to be and are at their stations
Check that air-conditioning is functioning
Check with catering manager that all is in order
Ensure tables are correctly placed and the correct number of tables/places has been set up
11.10 am
Check audiovisual equipment is set up and operator present

Check location of microphone
11.20 am
Ensure registration desk is placed at door for name tags and sponsor bags (if applicable)
Set out name tags in alphabetical order
Place banners or other advertising materials
11.30 am
Guest speaker to arrive

Run sheet to guest speaker
Check speech notes and answer any queries
12.00 noon
Guests arrive
Guests have drinks and chat
12.20 pm
Guests requested to be seated as per seating plan
12.30 pm
First course to be served
12.45 pm
Clear away first course dishes
12.50-1.00 pm
Main course served
1.10 pm
MC to begin proceedings by welcoming everyone

Housekeeping issues as required
1.15 pm
MC introduces guest speaker
1.15-1.40 pm
Guest speaker gives address
1.40-1.50 pm
Questions
Coffee/tea to be served
1.50 pm
Thanks to guest speaker

Roll sponsor tape
2.00 pm
Conclude event (be specific)
2.10 pm
Discuss with catering manager the food service and quality

Highlight any problems
2.15 pm
Debrief staff
Collect name tags and undistributed sponsor bags, banners or other advertising materials
If AV equipment hired outside venue, ensure you have made arrangements for it to be collected after event
2.30 pm
Exit
ISBN: 9781107688056
Event Management |
IDENTIFYING RISKS
ACTION TASK
A major annual event was planned at the Stalton

Hotel, Brisbane, and the return rate of RSVPs held
promise of another successful event this year. The
event organiser noticed during a pre-event visit to
the venue that there was major renovation work
being undertaken following recent flooding. The
event organiser asked for, and received, assurance
from the venue manager that the renovation work
would not occur during the event because of the
likelihood of noise and power outages. During
the event, in the middle of the keynote speech,
the venue lost all power, leaving 250 paid guests
sitting in the dark with no sound system or airconditioning.
How would you handle the risk of this occurring, and its
consequences? Discuss with your class.
319
Identifying risks involves analysing the source,

cause and potential consequences of internal
and external risks that could impact on the
success of an event.
To help identify and manage risks, the
following questions can be asked:
What could affect achieving the objectives of
the event?
What is likely to cause this?
What could the source of this risk be?
What will be the effect of this risk on the
event?
Once the risk is identified, the likelihood
of it occurring can be ranked, with effective
controls put in place to minimise or eliminate
the risk. Some potential risks and controls
to minimise them are outlined in Table 10.2
below.
Table 10.2 Potential risks and controls
Natural events
Use stand-by marquees (budget for these), undercover areas or an

alternative wet-weather venue as advertised.
Management controls
Develop a sound understanding with management and keep them informed

throughout the planning for the event.
Staff sickness and absenteeism
Ensure additional staff are on hand to handle minor absenteeism.
Unreliable volunteers
Additional volunteers can be mobilised at no cost so ensure ample are

sought when planning the event.
Business relationships (such as

difficulties with venue personnel,
suppliers or a member of the event
team)
Identify problems quickly, discuss these openly, and implement appropriate

and fair solutions. For example, a difficult relationship with a venue
representative could be solved by requesting that the venue assign
someone else to help coordinate the event. If a supplier has proven to be
unreliable in the past, source and change suppliers prior to the next event.
Security of information/records
Ensure there is adequate security around information, and records are

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

control measures.
Unforeseen event conflicts
Manage marketing and promotion to maximise attendance numbers.
Financial
Strict adherence to the approved budget is essential; regular financial

reports keep the information flowing and help in the quick identification of
problems.
Environmental
Check thoroughly prior to the event for any activity going on around the
venue that might impact on the occasion.
ISBN: 9781107688056
10
For further information on
hazards and risks,
see page 131.
320
ACTION TASK
With a partner, consider other types of events and

circumstances that might cause an organiser to cancel
an event.
Brainstorm a list of actions that would result from
a decision to cancel an event. (For the purpose of this
activity, assume the event involved pre-sold tickets.)
A risk calculator like the one in Figure 10.7

below can help determine the degree of risk
and the likelihood of the risk occurring.
ACTION TASK
Invite your schools WHS officer to show you some of

the risk assessment forms completed for events at
your school. Create a risk assessment template then,
in pairs, complete a risk assessment form for the next
planned event. Compare with others. Send to the WHS
officer for critiquing. Then, using the risk calculator in
Figure 10.7, rate the likelihood of any risks occurring.
What controls will you put in place to minimise these
risks?
Figure 10.7 Risk

calculator
CONSEQUENCES: How severely will it hurt someone (if it happens)?
Insignificant
(no injuries, no
damage)
Minor
(first aid treatment
only; damage /
spillage contained
at site)
Moderate
(medical treatment;
damage / spillage
contained but with
outside help)
Major
(extensive injuries;
loss of production;
significant impact)
Catastrophic
(death; toxic release
of chemicals;
extensive damage)
Almost certain expected to

occur in most circumstances
3
H
3
H
4
A
4
A
4
A
Likely occurs frequently in

most circumstances
2
M
3
H
3
H
4
A
4
A
Possible has been known to

occur in certain circumstances
1
L
2
M
3
H
4
A
4
A
Unlikely could occur at some

time but improbable
1
L
1
L
2
M
3
H
4
A
Rare may occur but only in

exceptional circumstances
1
L
1
L
2
M
3
H
3
H
Score and Statement
Action
4
A: Acute
ACT NOW to eliminate or reduce risk URGENT do something about the risks immediately. Refer to
management if outside your scope to control. Proceed only with the greatest caution.
3
H: High
Implement controls to remove or reduce the risk before proceeding. Refer to management if outside your scope to
control. Seek advice, stay focused and remain aware.
2
M: Moderate
Proceed with caution and monitor progress closely. Follow safe work procedures. Stay focused and remain aware.
1
L: Low
Proceed with activity. Record and review if any equipment/ people/ materials/ work processes or procedures
change. Remain aware.
LIKELIHOOD:
How likely is it to happen?
How do you assess the level of risk using this calculator?

1 Consider the possible consequences should the risk eventuate (How
severely could it hurt someone; how much damage could it cause if it happens?)
2 Consider the likelihood of risk eventuating under the stated circumstances
(Apply knowledge and experience of the risk and/or obtain advice from someone
who knows)
3 Marry the two to arrive at the Risk Level
What do you do about it?

1. If this is your Initial Risk Level, apply existing controls or develop controls
to eliminate or reduce the Risk Level (Refer Hierarchy of Controls)
2. Re-assess what the Risk Level will be after the controls are applied (Residual Risk
Level)
3. Carry out the Action Required for the Residual Risk Level as per the table above
Source: Queensland University of Technology, Brisbane.
ISBN: 9781107688056
Event Management |
DEALING WITH CHANGES

Event organisers always consider situations that
could impact on an events planned activities,
and prepare contingency plans accordingly. For
example, the threat of heavy rain on the day
of an outdoor festival would certainly threaten
attendance figures. However, organisers can
plan to minimise the impact of rain by erecting
marquees and covered viewing/eating areas,
and providing umbrellas and raincoats for
attendees to purchase.
The sudden illness or delayed arrival of a
special guest can also present challenges for
an events manager. If the guest wasnt critical
to the events success (i.e. the guest was one of
many scheduled to attend), this non-attendance
can easily be communicated to attendees on
the day of the event. However, if the guest was
a major star attraction for the event, and the
events financial success was dependant on this
guest, then the organisers will need to consider
how best to deal with this unexpected change
in the events proceedings.
As part of their contingency plans in the
early stages, alternative speakers should have
been arranged so it may be possible to obtain
the services of one of those. However, if no-one
of a similar calibre is available, other options
would need to be considered such as cancelling
or postponing the event.
If the date needs to be changed, there will
most likely be charges imposed by the venue.
Therefore a cost/benefit analysis would need to
be undertaken by key stakeholders and event
organisers.
EVALUATION
Post-event, there are several tasks that require
attention as part of the process of evaluation
(often referred to as closing the loop). These
include:
sending letters of thanks to guest speakers,
sponsors, helpers and volunteers
finalising the finances and reconciling the
budget (i.e. comparing actual expenses
against budgeted expenses)
321
10
capturing and summarising data from

attendees evaluation forms/online surveys
scheduling and facilitating a debriefing
meeting to discuss the success (or otherwise)
of the event, review evaluation data, and
record suggested changes and ideas for the
next event (if similar in nature to the one that
has just been staged)
preparing formal reports to management,
sponsors and other key stakeholders.
To conduct a meaningful evaluation, the
success of the event must be measured against
the objectives. Some questions to help with this
include those in the box below.
The answers to all these questions should be
recorded in the event file for future reference.
In this way, event organisers can build expertise
and gain confidence in their skills, which will
directly impact on the success of future events.
Was the potential of the event realised in terms of the event objectives?
Did the event meet all its objectives? If not, why not?
Were the objectives too optimistic? Realistic?
How can the success of the event be measured, e.g. impact on sales,
increased number of registered members, more donations, etc?
Was a successful rate of attendance achieved? If so, what worked to
attract attendees? If not, what could be changed for the next event?
Was budget expenditure contained? If not, why not?
Did the attendees enjoy the catered food?
Is the caterer suitable for another event? Why/why not?
Did the guest speaker add impact and value to the event? If not, why not?
What went well on the day of the event?
Were the run sheets accurate?
What went wrong on the day of the event? Could this have been avoided
and, if so, how?
What can be done next time to stage an even better event?
ISBN: 9781107688056
322
ACTIVITY
10.3
1 Using a mindmapping software application or the

diagram feature in Word, prepare a graphic outline
of the major points throughout this chapter to gain
an overall picture of the requirements of organising
an event.
2 a In 10 words or fewer, describe the purpose of a
risk assessment.
b List and describe in your own words the types of
potential risks faced by event organisers. Invite the
WHS officer/events coordinator at your school to
discuss these risks.
3 From information in this chapter and further research,

use Survey Monkey (or other free survey software)
to design an online evaluation form for attendees to
provide feedback. Consider how you can maximise
feedback using this format.
4 Volunteer to assist with the organisation of an event
outside the school. It could be a club you are involved
in. After attending the event, prepare a 5001000
word review article about the event for the local
newspaper. Include an evaluation of the events
success as well as personal reflections about your
event experience.
An activity on event management is available at

www.cambridge.edu.au/bct1weblinks.
ISBN: 9781107688056

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EVENT

Events are major occasions for organisations

| Investigating Business Communication and Technologies

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