Event Organizing For Upcat

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LINKING ADMINISTRATION, COORDINATION, MARKETING & RISK MANAGEMENT A Taste of Event Organizing Management Jonam TabuzoValeza

EXPECTATIONS

“If we don’t live together, we’re gonna die alone. If we want to survive, we better start organizing!” -Jack (LOST)

 People

are turning to event management because it allows them to combine PEOPLE, TRAVEL, CREATIVITY AND IN/TANGIBLE REWARD of seeing a project through completion into a satisfying and rewarding career.

DEFINITIONS

DEFINITION  Profession

that requires public assembly for the purpose of celebration, education, marketing and reunion. – (Goldblatt, JJ)  Phenomenon arising from those non-routine occasions w/c have leisure, cultural, personal or organizational objectives set apart from the normal activity of daily life whose purpose is to enlighten, celebrate, entertain or challenge the experience of a group of people. – (Shone & Bryn Pery)

STAKEHOLDERS  Individuals

or organizations financially, politically, emotionally, or personally invested in an event.

–Gold Blatt

KINDS OF EVENTS

KINDS OF EVENTS  VERNACULAR

 THEMED

TYPES OF EVENTS

TYPES OF EVENTS  LEISURE

– leisure, sports, recreation  PERSONAL – weddings, birthdays, anniversaries  CULTURAL – ceremonial, sacred, heritage, art, folklore  ORGANIZATIONAL – commercial, political, charitable, sales

TOOLS  PEN  MOBILEPHONES  TELEFAX  TWO-WAY

RADIO

 INTERNET  MICROSOFT

PROJECT  MICROSOFT OFFICE OUTLOOK

4 Pillars

Foundation for Success

FOUR PILLARS EVENT MANAGEMENT T

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FOUR PILLARS OF E.M. EVENT MANAGEMENT T I M E

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FOUR PILLARS OF E.M. 

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Budget your time and relate this budget directly to your financial and personal priorities. Determine by analysis or your overhead what your time is worth hourly. Make a list of tasks to complete the next day before you leave the workplace or go to bed. Determine whether are meetings are essential and the best method of communicating information.

FOUR PILLARS OF E.M. 5. When receiving phone calls, determine if you are the most appropriate person to respond to the caller. 6. Upon opening mail of facsimiles, handle each time only once. 7.Prepare a written agenda for every meeting, no matter how brief. 8.Establish a comprehensive calendar that includes the contact info. 9.Delegate non-essential tasks to capable assistant. Clone yourself.

Overv iew

3 MAJOR STAGES OF EVENTS RESEARCH

PRE-EVENT

DESIGN

PLANNING

EVENT PROPER POST-EVENT

COORDINATION

CLOSEDOWN

EVENT MANAGEMENT PROCESS

OVERVIEW

DESIGN RESEARCH

PLANNING

CLOSEDOWN

COORDINATION

Resea rch

RESEARCH RESEARCH

PRE-EVENT

DESIGN

PLANNING

EVENT PROPER POST-EVENT

COORDINATION

CLOSEDOWN

EVENT MANAGEMENT PROCESS

RESEARCH 1. 2. 3.

QUALITATIVE QUANTITATIVE MIXED

RESEARCH  2. 3. 4. 5. 6. 7. 8.

7 W’S WHAT WHY HOW MUCH WHO HOW WHEN WHERE

RESEARCH SWOT ANALYSIS

S 2. 3. 4.

= Strength

Strong Funding Well-trained staff Event is well respected by media

RESEARCH SWOT ANALYSIS

W 2. 3. 4.

= Weakness

Weak funding Small human resource Poor public relation history

RESEARCH SWOT ANALYSIS

O

= Opportunities

 Simultaneous

celebration of a congruent

event  Timing of event congruent w/ future budget allocation

RESEARCH SWOT ANALYSIS

T 2. 3.

= Threats

Weather New board of directors leading an event

*Tip: Identify each factor if external or internal.

Desig

DESIGN RESEARCH

PRE-EVENT

DESIGN

PLANNING

EVENT PROPER POST-EVENT

COORDINATION

CLOSEDOWN

EVENT MANAGEMENT PROCESS

DESIGN BLUEPRINT TO SUCCESS BRAINSTORMING & MIND MAPPING Rules: 1.There are no bad ideas. 2. Go back and reread Rule # 1.

BLUEPRINTING OF THE EVENT  

incorporate W’s PERFECTLY matching the goals and objectives of the event

DESIGN CREATIVE INFLUENCES Caterer Marketer

Financial Manager

Decorator

Graphic Artist

Event Manager

Musical Contractor

Writer

Entertainment Manager

DESIGN FINANCIAL OBJECTIVE 2. 3. 4.

Profit-oriented Break-even Loss

DESIGN BUDGET IS BASED ON:  





Marketing projections General history of previous identical or similar events General economy and your forecast for the future Income expenses you reasonably believe you can expect with the resources available (+ ROI)

DESIGN BUDGET IS BASED ON: 5. Type of Financing: A. GOVERNMENT B. PRIVATE/PUBLIC SPONSORSHIP f. Borrowed g. Prepayments h. Existing i. Sponsorship

DESIGN SOURCES OF INCOME 2. 3. 4. 5. 6. 7. 8.

Advertising Concession sales Donations Booth rental fees (exhibit/exposition) Gifts in kind Sponsorship Vendor commissions

DESIGN SOURCES OF INCOME 8. Grants and contracts 9. Interest incomes from investments 10. Merchandise fees 11.Registration fees 12. Ticket sales

DESIGN EXPENSES 2. 3. 4. 5. 6. 7. 8. 9. 10.

Advertising AVP Labor fee/salary Reimbursements Rentals Marketing collaterals Decorations Food and beverage transportation

DESIGN FINANCE  ADDITIONAL

 FUNDING

REVENUE

DESIGN COMMON BUDGETTING MISTAKES  Ignoring

objectives of the event when setting the budget  Plucking figures out of the air before finding out how much the event is going to cost  Not involving everyone concerned in the budget preparation and failing to identify the full range of costs accurately  Being over-optimistic about the demand for the event or failing to find a venue with enough capacity

DESIGN COMMON BUDGETTING MISTAKES  Overlooking

subsidiary issues such as costs of ensuring safety & security, tax, etc  Not having enough capital or start-up funds to get the event off the ground, given the need for deposits or advance payments of various kinds  People spending money but not getting receipts or invoices so the money is unchecked & have no control evidence that they actually spent it

DESIGN LOGISTICS SIZING THE EVENT 2. Total # of persons X Sq. Feet required Ex: 50 couples X 10 sq. ft. per couple 500 sq. ft.

DESIGN LOGISTICS SIZING THE EVENT 2. Subtract total # of Sq. Feet required from total space available Ex: 1,000 sq. ft. available for dance floor 500 sq. ft. required by couple 500 sq. ft. available for props, tables, chairs, equipments DO NOT do in ESREVER!!

DESIGN LOGISTICS 

DETERMINE IN ADVANCE THE GOALS & OBJECTIVES OF THE EVENT & MATCH THE LOGISTICAL REQUIREMENTS TO THESE OBJECTIVES



DETERMINE DEMOGRAPHICS

DESIGN LOGISTICS SECURITY TRANSPORTATION & PARKING EVENT PROPER ENTRANCES & RECEPTION AREA FUNCTION AREAS INNOVATIVE SITES Ex: Amenities & furnishings Edible centerpiece and displays

DESIGN The HUMAN DIMENSION  must

not only know where your human resources will come from but how they will be rewarded (financially or through intangibles such as awards & recognition).  Most importantly, know how much they will work as an efficient team.

DESIGN The HUMAN DIMENSION EVENT ADMINISTRATION  DEVELOPMENT OF POLICIES & PROCEDURES  DEVELOPMENT & IMPLEMENTATION THE EVENT PLAN  MANAGEMENT OF TIME & HUMAN RESOURCE  MANAGEMENT OF FINANCES  EVENT LEADERSHIP

DESIGN DEV’T OF ORG STRUCTURE ORIGIN OF THE EVENT IDEA CREATION OF INFORMAL ORG/COMMITTEE EMERGENCE OF LEADERSHIP STRUCTURE

ESTABLISHMENT OF FORMAL ORG/COMMITTEE

PROFESSIONALIZATION

DESIGN ORGANIZATIONAL CHART EVENT MANAGER ASSISTANT EVENT MANAGER

MARKETING

FINANCE

HUMAN

SECRETARIAT

OFFICER

OFFICER

RESOURCE

OFFICER

OFFICER

DESIGN LEADERSHIP STYLE 

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DEMOCRATIC – effective during Design to Coordination excellent approach for facilitating discussions, conducting focus groups & building consensus as you assemble your stakeholders

Listening and facilitation are hallmarks of democratic event leadership.

DESIGN LEADERSHIP STYLE 2.

AUTOCRATIC – should only be used sparingly and when time is of essence 3. LAISSEZ-FAIRE – least use because it requires a team with skills in equal levels therefore the event manager does not have to facilitate to ensure that the goals are being achieved. Beware the laissez-faire event manager!! S/He may be unskilled and is trying to transfer his/her incompetence to the entire event team.

DESIGN POLITICS As Usual  It

is essential that you carefully research the permit process to determine if the event you have designed is feasible according to the code within the jurisdiction where the event will be held.

DESIGN DEVELOPING SPONSORS 

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DETERMINE A FINANCIAL LEVEL OF SPONSORSHIP REQUIRED REVIEW TRADE JOURNALS REVIEW LOCAL BUSINESS TABLOID IN THE AREA NETWORK WITH ADVERTISING & PUBLIC RELATIONS OFFICERS CONDUCT FOCUS GROUP WITH PROSPECT SPONSORS

SELLING SPONSORSHIP 1. Describe the history of the event 2. Include the capability statement about your organization’s resources 3. Incorporate testimonials & references from other sponsors 4. Describe the benefits & features that sponsor will receive 5. List all financial responsibilities that the sponsor must accept

SELLING SPONSORSHIP 6. Describe any additional responsibilities that the sponsor must accept 7. Describe how you will chronicle the sponsorship activity 8. Include a time and date for acceptance of offer 9. Include a provision for renewal of sponsorship 10. Include an arbitration clause in case you and the sponsor disagree regarding sponsorship activities

DESIGN FEASIBLE?  Feasibility

– you have looked at the event design objectively to determine if what you propose is feasible given the resources available.

 This

is the final checkpoint before the actual planning begins therefore must be given adequate time for review.

DESIGN APPROVAL PHASE  The

approval process may be as simple as an acceptance by the client or as complex as requiring dozens of signatures from various city agencies that will interact with the event.  View it as a milestone that once crossed assures you that the plan has been reviewed and deemed reasonable, feasible and has high likelihood-to-succeed ratio.

Planni ng

PLANNING RESEARCH

PRE-EVENT

DESIGN

PLANNING

EVENT PROPER POST-EVENT

COORDINATION

CLOSEDOWN

EVENT MANAGEMENT PROCESS

EVENT STRATEGIC PLANNING  Provides

definition for event stakeholders of steps, people, time frame and other critical elements needed to ensure that event reaches a successful outcome.

PLANNING  Longest

period of time in the event management process  Disorganization is best describe by frequent changes resulting from substitutions, additions or even deletions due to poor research and design

PLANNING TIMING  EVENT

TIMELINE – tracks that your Event Train will travel to reach its successful destination. This also includes the written major decisions that will be included in the event from the beginning of research to final tasks involved in the evaluation.

EVENT TIMELINE SUMMARY PHASE RESEARCH

DESIGN

TASKS Collect & analyze 3 years of event history. Review comparable events. Brainstorming and designing

RESPONS START END IBLE DATE DATE & PERSONS & TIME TIME

EVENT TIMELINE SUMMARY PLANNING

Meeting Meeting Meeting Meeting COORDINATION Distribute final production schedule EVALUATION Analyze survey results Report Recommend

PLANNING SPACE  Refers

to both physical space where the event will be held and the time between critical decisions pertaining to the event

PLANNING TEMPO  The

rate at which events take place during both production planning and the event itself.  Establishing the proper tempo is not an exact science. Rather, like a conductor of an orchestra, you must allow your personal taste, energy and experience to guide you as you speed up or slow down the tempo as required

PLANNING GAP ANALYSIS  This

involves taking a long, hard look at event elements and identifying significant gaps in the planning that could weaken the overall progression of the plan.

 Ex.

Outdoor event in Miami beach in September. September is a month for hurricane season.

PLANNING EFFECTIVE EVENTS 



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Timing – how much time you have on which time to act or react Space – both physical space where event will be held and the time between critical decisions pertaining to the event Tempo – rate at which event take place during both production planning and the event itself

PLANNING PLANNING PROCESS 1.OBJECTIVES 2.DRAFT OUTLINE A. ENVIRONMENTAL SCANNING a. competition b. problems c. precedents/similarities d. stakeholders

PLANNING PLANNING PROCESS 2.DRAFT OUTLINE A. ENVIRONMENTAL SCANNING B. INFO GATHERING a. dates b. cost & revenue c. venue d. staffing

PLANNING PLANNING PROCESS 3.SYSTEMATIC DETAILED PLANNING A. FINANCIAL PLAN B. OPERATIONAL PLAN C. MARKETING PLAN 4.REFLECTION – discussions of plans 5.ORGANIZING & PLANNING OF EVENT 6.COORDINATION - operation, control & action 7.DIVESTMENT/LEGACY – evaluation & handover

PLANNING IN A MEETING       

Welcome & introduction of members Review goals & objectives Review critical dates Reports from team members from prework Discussion of event pre-production schedules Consensus regarding preproduction schedules Discussion of event production

PLANNING IN A MEETING 8.Consensus regarding production schedules 9.Final review of plan to check for any illogical elements, gaps, oversights, etc 10. Adjournment

CONFIRMING VALIDITY, RELIABILITY & SECURITY  GRANDMOTHER

TEST – show the plan to those stakeholders who were not directly involved in the planning process

Coordina tion

COORDINATION RESEARCH

PRE-EVENT

DESIGN

PLANNING

EVENT PROPER POST-EVENT

COORDINATION

CLOSEDOWN

EVENT MANAGEMENT PROCESS

COORDINATION SYNERGY Caterer Marketer

Financial Manager

Decorator

Graphic Artist

Event Manager

Musical Contractor

Writer

Entertainment Manager

COORDINATION TIME ELEMENT  EVENT

TIMELINE

 PRODUCTION

SCHEDULE

IMPORTANCE OF TIMELINE – PRODUCTIVITY TOOL  Requires

the event manager to schedule every element involved in an event systematically and logically  Provides a unique, comprehensive communication tool for the use of other team members  Enables external stakeholders such as police, fire, security & medical to stay informed regarding event operations

IMPORTANCE OF TIMELINE – PRODUCTIVITY TOOL  Easily

distributed to internal and external stakeholders via computer modem for quick updates  Provides as accurate historical accounting of the entire

COORDINATION EVENT ENVIRONMENT  HUMAN

RESOURCES  TECHNICAL RESOURCES  SUPPLIERS  ATMOSPHERE  PARTICIPANTS  SPECTATORS

COORDINATION VENUE/SITE RE-INSPECTION  Rechecking

the list

 Remapping  Site

Analysis

COORDINATION-THE LIST 5

G

square feet per person

– Guest  C – Control  P – Professional Greeters

COORDINATION-THE LIST AMENITIES  BANNERS  LIMOUSINE

SERVICE FOR VIPs  UPGRADE TO SUITES AVAILABLE  VIP FLOORS OR CONCIERGE  DELIVERIES FOR GUESTS  PAGING SYSTEM  OFFICE OF ORGANIZERS & STAFF

COORDINATION-THE LIST PHYICALLY-CHALLENGED GUESTS  SPECIAL

FACILITATORS  STRATEGIC SEATS & WAYS

COORDINATION-THE LIST CAPACITY  FIRE

MARSHAL APPROVED  PARKING  EXPOSITION BOOTHS  STORAGE  TRUCKS & VEHICLES  RESTROOMS

COORDINATION-THE LIST CATERING  W’S

COORDINATION-THE LIST EQUIPMENTS  TECHNICAL

RESOURCES  TABLES, SEATS  COLOR OF VENUE & SKITTING COLOR  LIFTS

COORDINATION-THE LIST FINANCE  COMPLIMENTARY

RATIO  GUARANTEE POLICY  REVIEW OF FOLIO

COORDINATION-THE LIST VENUE LOCATION  DISTANCE

TO NEAREST TRANSPO

 WEATHER  DISTANCE

TO NEAREST RESCUE  DISTANCE TO SHOPPING RECREATIONAL ACTIVITIES

&

COORDINATION-THE LIST ACCOMMODATIONS  ENOUGH

SLEEPING ROOMS  IF THERE ARE NONE, THEN VENUE MUST BE NEAR LODGING ESTABLISHMENTS WITH SHUTTLE SERVICE

COORDINATION-THE LIST MEDICAL ASSISTANCE #

OF STAFF TRAINED IN FIRST AID/CPR  FIRST-AID AREA  AMBULANCE SERVICE  FIRE EXITS

COORDINATION-THE LIST UTILITIES  ELECTICAL

POWER CAPACITY  POWER DISTRIBUTION  WATER SOURCE  WATER & ELECTRICITY BILLING

COORDINATION-THE LIST REGISTRATION  EVENT

MATERIALS  EXPRESS LANE FOR VIPs  DIRECTORY

COORDINATION-THE LIST REGULATIONS  CIVIL

DEFENSE VENUE  PROHIBITED SUBSTANCES & WEAPONS  PERMITS & DOCUMENTS

COORDINATION-THE LIST SECURITY & SAFETY  WELL-LIT

EXTERIOR & INTERIOR AREAS  FULL-TIME SECURITY TEAM  COMMUNICATION SYSTEM  FIRE SPRINKLERS  ALARM SYSTEM  CONDITION OF FLOORS

COORDINATION OPERATIONAL CONFLICTS  LATE

ARRIVAL – maintain cellphone numbers & determine their location

 MULTIPLE

VENDORS ARRIVING SIMULTANEOUSLY – sequence arrivals in logical order

Closedo wn

CLOSEDOWN RESEARCH

PRE-EVENT

DESIGN

PLANNING

EVENT PROPER POST-EVENT

COORDINATION

CLOSEDOWN

EVENT MANAGEMENT PROCESS

CLOSEDOWN EVALUATION & LEGACY EVENT CLOSEDOWN

ADMINISTRATIVE

PHYSICAL

COMPLETION

CLOSEDOWN

EVALUATION & RECOMMENDATION

CLOSEDOWN PHYSICAL CLOSEDOWN  EVENT

FINISHES  PUBLIC LEAVE  CASH UP begins • Removal of Structures  Boxing • Site Restoration  Bumpout Equipment/Utilities  Waste Disposal  Cleaning

EVALUATION TYPES  QUANTITATIVE    

Scales Target market profiles Attendance statistics Financial report & accounting

 QUALITATIVE    

Visitor perceptions Questionnaires (exit survey) Chats & interviews Social impact analysis

PURPOSE OF EVALUATION

PURPOSE OF EVALUATION  There

might be activities that went well but could be strengthened further.

 There

are activities that went well in such a way that they are best left untouched.

 There

are activities went badly and that need sorting out.

TOOLS FOR EVALUATION  WRITTEN

SURVEY –  Monitor – a trained person who will observe an element of the event and provide both written and verbal feedback to the event manager  Phone or mail survey –  Pre and Post Event Survey-

EVALUATION MOST STATED PROBLEMS  EXIT

CONGESTION  GENERAL CONGESTION  PARKING  CATERING  SEATING  PRINTED PROGRAMME

s Laws Ethics

EVALUATION MORALS, LAWS & ETHICS  BREACH

OF CONFIDENTIALITY  GIFTS VS. BRIBES  SEXUAL HARASSMENT  STAFF MEMBERS SOLICITING CLIENTS FROM PREVIOUS EMPLOYMENT AT NEW PLACE OF EMPLOYMENT  TAKING CREDIT FOR OTHER’S WORK  THEFT OF IDEAS BY CLIENTS’ OR COMPETITORS  SUPPLIERS ACCEPTING WORK FROM CLIENTS

EVALUATION MORALS, LAWS & ETHICS  UNDERGOUND

WORK  UNDOCUMENTED AGREEMENT  IMPROPER PROMOTION OF SERVICES  SUBMITTING PHOTOS OF EVENTS AS EXAMPLE OF YOUR WORK

SOURCES  Catherwood,

Dwight. Complete Guide to Special Event Management  Goldblatt, Joe Jeff. Special Events: 21st Century  Shone, Anton. Successful Event Management  Supovitz, Frank. Sports Management & Marketing  Tarlow, Peter. Event Risk Management & Safety

E – EXTRACT V – VALUE with E – EVERY N – NEW T – THRUST

Every decision you make must provide greater value for the overall event outcome.

Make your every day an “event” day! Jonam TabuzoValeza

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DIOS MABALOS!