INTRODUCTION TO EVENT MANAGEMENT

EVENT MANAGEMENT
SMG251

HAJAR ASMIDAR SAMAT

DEFINITION OF EVENT
• An event is anything that is organized by individual or
group of individuals that cause other individual or group of
individuals to gather at specific time and place normally
based on common interest

organizer participants
DEFINITION OF EVENT
activity that requires you to make
• An event is any
arrangements before the program can actually
take place.
• It may be anything from an introductory meeting or
study break to a concert, film, conference, or
dramatic performance.
• But keep in mind that no matter how small or easy
an event may seem, some forethought is still
required.
EVENT MANAGEMENT
• A process that involved 3 important functions of planning,
implementing and evaluating, and using of all available
resources to reach the organizational goals
FOUR DISTINCT STAGES IN EVENT PLANNING
4. Evaluation
1. Planning
10%
3. Presentation
25%
10% At least 80% of the work is
done in the PLANNING
EVENT and PREPARATION stage.

2. Preparation
55%
EVENT MANAGER RESPONSIBILITIES
• Planning, planning, planning!
• Most event managers have a schedule that the event
follows
• Contingency plans are in-place
• Event managers spend time working with the promotions
and marketing on coordinating in-game promotional
activities
EVENT MANAGER RESPONSIBILITIES

• Working with community groups and leaders is another

responsibility
• Weekly staff meetings for preparation and additions
• The event management team must work with emergency
personnel
• The event managers have a responsibility to risk
management
• Booking and training staff may or may not be a responsibility
EVENT MANAGER RESPONSIBILITIES
• Sometimes parking procedures need to be reassessed
due to other promotional activities for the event

• May or may not have crowd control responsibilities

EVENT MANAGER AS A CAREER
• Event managers are found at many sporting events

• These personnel may or may not have an advanced degree

• Also could be titled Director of Game Operations

• Usually begin a career as an event manager as an assistant, or

student intern
TYPES OF EVENT

•Mega Event
•Hallmark Event
•Major Event
•Minor Event
TYPES OF EVENT
• Mega Event
– Mega event which targeting international group
– Wide coverage, prestige, have economical impact to the host or
destination
– Examples:
• Olympic Games
• Commonwealth Games
• World Cups
TYPES OF EVENT
• Hallmark Event
– Introducing the country as tourist destination
– Have effect on traditional value, image and publicity
– Examples:
• Citrawarna Malaysia
TYPES OF EVENT
• Major Event
– Able to attract big crowds
– Income to tourism industry
– Examples:
• M-League, Piala Malaysia
• Konsert Muzikal
• Pameran MAHA
CHARACTERISTICS OF MAJOR EVENT

1. Perceive as something special

2. Opportunities to improve programming and management
3. Conform to regulations
4. Pose many problems
5. Poses certain management styles and methods
CHARACTERISTICS OF MAJOR EVENT
1. Perceive as something special
– Have starting and finishing point
– Tightly bound in time and space
– Fixed dateline
2. Opportunities to improve programming and management
– Can capture the imagination of sellers and buyers
– Can be means of promoting and creation favorable images
– Can call upon all resources of an organization, test them and reveal strength and
weaknesses
3. Conform to regulations
– Aspect of health and safety
– Police matters
– Licensing issues (obtain license to hold large events)
CHARACTERISTICS OF MAJOR EVENT
4. Pose many problems
– Cannot depend on established routines
– Dangers in date slipping by in preparation
– Targets not being met
– Budgets overspent
– Lack of coordination
– Bringing inadequate linkages
– Miscommunications
– Omissions
– Duplications and wasted efforts
– Inadequate control
CHARACTERISTICS OF MAJOR EVENT

5. Poses certain management styles and methods

– Need coordinator
– Need precision, deadline and fast decisions
– Tight administration
– Task oriented, need more authoritarian style of leadership
towards late stage of detailed preparation
– Autocratic management style of leadership hours before curtain
goes up
TYPES OF EVENT
• Minor Event
– Most event falls into this category
– Platform for most event managers to gain experiences
– Examples:
• Meetings, Functions, Sport Events, other community events
WHY PLANNING
• Important to avoid:
– Conflict
– Overlapping
– Public relation problems
SEVEN STAGES OF EVENT PLANNING
• Idea
• Feasibility
• Planning Strategy
• Structure: Units /Teams/ Responsibilities
• Detailed Preparation
• Event
• Evaluation
ORGANIZATIONAL STRUCTURE
Concept
• The management of successful event is dependent upon three
factors:
– Definitions of the task and responsibilities
• Administrative
needs of the event
• technical
– Assigning those defined tasks and responsibilities
• individuals
• groups
– Providing a format, workable structure and a planning process
•STRUCTURE???
FINANCIAL PLANNING
EVENT MANAGEMENT
SMG251

HAJAR ASMIDAR SAMAT

OVERVIEW OF THE CHAPTER
THREE TYPES
QUESTIONS TO ASK IN
OF EVENT BUDGETS
BUDGETING AN EVENT

TWO TYPES
FINANCIAL
OF INCOME PLANNING BUDGETING
PROCESS

FINANCIAL CONTROL
SYSTEM PREPARE A
BUDGET
FINANCIAL PLANNING

Committed Funds Potential Funds

TWO TYPES OF
Definition
Definition INCOME
•Good monetary prospects not
All the funds that you know are yet locked up
available to you for the event
•Require additional steps to
obtain it
Examples Examples
• Budgeted funds by your • Sponsorships
organization • Admission fees
• Registration fees • Donations
• Sponsorship • Fundraising events
• Food sales
FINANCIAL PHILOSOPHY OF AN EVENT
• According to Goldblatt (2002) there are
three types of event budget:

THREE TYPES
OF EVENTS
Loss
Profit- Leaders or
Oriented Hosted
Events Break- Event
even
Events
FINANCIAL PHILOSOPHY OF AN EVENT

Profit-Oriented Events
Revenue exceeds expenses

Example: Event produced by corporations for the

purpose of generating new sales
FINANCIAL PHILOSOPHY OF AN EVENT

Break-even Events
Revenue is equal to expenses

Example: An association conference

• When designing budget, keep the break-even assumption in mind
• Admission fees should be calculated at the rate that will cover all
expenses and break even
FINANCIAL PHILOSOPHY OF AN EVENT

Loss Leaders or Hosted Event

Revenue is less than expenses
OR
These events are designed from the very beginning to lose
money.

Example: university graduation or governmental celebration

Are organized for the promoting a cause or agenda and not designed for
break even or profit
QUESTION TO ASK
• Is the aim to make profit
• How the event will cost
• What are the revenue cost
• How many ticket must be sold to break even
• What is the flow situation
• What control system to avoid fraud
• How will legal and taxation obligation be met.
BUDGETING PROCESS
Analyze Information
1. DRAFT THE
EVENT BUDGET Ensure Income & Expenditure

Internal & External

2. ANALYZE
Impact on Budget ENVIRONMENT

3. ALTERNATIVE Assess
BUDGET Present
BUDGETING PROCESS
Reflect Event Objectives
4. ENSURE BUDGET
Accurate Budget ACCURACY

Comment
5. CIRCULATE
THE DRAFT BUDGET Discussion

Client 6. NEGOTIATE
With Relevant BUDGET
Stakeholder
BUDGETING PROCESS
Agree
7. BUDGET
MODIFICATION Incorporate

Designated Time
8. COMPLETE FINAL
Required Format BUDGET

Final Budget Decision

9. INFORM BUDGET
Ramifications
BUDGETING PROCESS
Assess Performance
against estimates
10. REVIEW BUDGET
Regularly

Analyse 11. CHECK FOR

Investigate DEVIATIONS

Relevant
12. COLLECTING Information
INFORMATION Future budget
preparation
FINANCIAL CONTROL SYSTEM
• Financial Control System is a system created to
ensure check and balance against fraud, and will
ensure control on:
1. Purchase and other expenses are approved
2. Good and service meet specification
3. Payment is approved
4. Accounts are paid
5. Incoming revenue checked and banked
6. All transaction are recorded and balanced
7. Financial matters are correctly reported to stakeholder
EVENT PROJECT MANAGEMENT
EVENT MANAGEMENT
SMG251

HAJAR ASMIDAR SAMAT

OVERVIEW OF THE CHAPTER
PURPOSE AND
AIMS OBJECTIVES

EVENT PROJECT
MANAGEMENT PLANNING
EVENT
CONCEPT TOOLS

CONSTRAINTS
DEVELOP EVENT CONCEPT
Event’s purpose and
aims
Event Concept involves
Defining
Specific Objectives

• Event concept is a simple statement that can explain the

whole operations of the event especially to provide a good
understanding of the event concept to all the stakeholders
before proceed further.
• eg. Sponsors, community, athletes, tourists, staffs
DEVELOP EVENT CONCEPT
Eg. 1;
“to commemorate the history of our town in an historically authentic parade
that involves the community and is supported by the community”.

Eg. 2;
“ to attract both loyal team supporters and first-time spectators (potential
regulars) in an effort to improve ticket sales and thus the viability of the
competition and venue”.

The mission statement should ensure that planning and implementation do not go off the rails and
that the initial intent is realized.
PURPOSE AND AIMS
Establishing AIMS of the event
The purpose can be broken down further into general aims and
specific measurable objectives. Examples:
Improving community attitudes to health and fitness through participation in sporting
activities
Injecting funds into the local economy
Raising funds for a charitable cause
Raising revenue through ticket sales
Enhancing the reputation of the organizer/venue
Providing unique experience
Promoting the educational well being of the faculty
PURPOSE AND AIMS

Aims varies from one event to another, either have social

impact or profit oriented.
Aims provide the foundation for many aspects of the planning
process – avoid conflict between organizing committee and
other stakeholders.

The aims need to be shown in a measureable way, whether the aims have
been achieved or not.
ESTABLISH THE OBJECTIVES
FSR SPORT CARNIVAL

Aims
To increase the participation level in the FSR community, including
students and as well as staffs.

Objectives
To increase the participation level in the FSR community to 1000
peoples, including students from all programs from Year 1 to Final Year,
and as well as lecturers and administrative staffs.
ESTABLISH THE OBJECTIVES
FSR SPORT CARNIVAL

Aims
To increase the participation level in the FSR community, including
students and as well as staffs.

Objectives
To increase the participation level in the FSR community to 1000
peoples, including students from all programs from Year 1 to Final Year,
and as well as lecturers and administrative staffs.
ESTABLISH THE OBJECTIVES
EVENT SPONSOR

Aims
Attract a new major sponsor with naming rights

Objectives
Attract a new major sponsor with naming rights for a five-year contract
to 2018.
ESTABLISH THE OBJECTIVES
MAJOR ELEMENTS THAT USED TO EVALUATE EVENT OBJECTIVES
An objective is a specific and measureable target for achieving event
outcomes.

Objectives are generally evaluated by measures such as;

size of audience
demographics (age, country, gender)
average expenditure of audience
sponsor recognition levels
sales of sponsor products
economic impact of event (sport, tourism)
profit
ESTABLISH THE OBJECTIVES
SMART objectives are specific, measurable, achievable, realistic and
time related;

Specific So that, know what to be achieved

Measurable So that, know how success will be judged
Achievable So that, know what the result will be
Results oriented So that, know what the result/outcome will be
Time oriented So that, know how to plan when have target date(s)
PLANNING TOOLS
Tools are useful in presenting and providing essential
material and information of the event.
Useful to be access by
• Clients
• Member of Staff
• Stakeholders
• Part-time or Volunteer staff
TYPE OF PLANNING TOOLS

Maps and Model

Gantt Charts
PERT Chart (Program Evaluation Review Technique)
Run Sheet
Organization Chart
Checklist
TYPE OF PLANNING TOOLS
Site Map
TYPE OF PLANNING TOOLS
ID EVENT PLAN DURATION MAY JUN JULY AUG SEPT OCT NOV

1 EVENT PLAN 8 days

2 Event description 3 days

Gantt Chart 3

4
Physical Requirement

Impacts
8 days

4 days

5 Audience 4 days

6 Approvals 52 days

7 Council 52 days

8 Transport/Roads/Police 22 days

9 Marketing 93 days

10 Advertising and Promotion 32 days

11 Marketing Evaluation 10 days

12 FINANCIAL MANAGEMENT 92 days

13 Budget 38 days

14 Develop Control System 38 days

15 Manage finances 55 days

16 Profit and loss statement 7 days

17 STAFFING 47 days

18 Recruitment 28 days

19 Training 19 days

20 OPERATIONAL PLANS 57 days

21 Contractor appointments 19 days

22 Policy/procedure planning 44 days

23 Contigency planning 28 days

24 EVENT DAY 1 day

25 EVALUATION 12 days
TYPE OF PLANNING TOOLS
PERT Chart
(Program
Evaluation Review
Technique)
PROJECT MANAGEMENT PRINCIPLES
Known as PMBOK (Project Management body of Knowledge).
It is the entire collection of processes, best practices, terminologies, and
guidelines that are accepted as standards within the project management
industry.

Concepts and terms used in this system:

• Feasibility
• Stakeholder analysis
• Scope
• Risk Management
• Deliverables
• Milestones
CONSTRAINTS WHICH MIGHT AFFECT EVENTS

Constraints – the limitations or problems which restrict what can

be achieved.
Organizer event have to bear in mind a range of constraints which
might affect their success.

Organizer need to ask:

• What constraints are there on the event?
• How might they affect the event’s success?
• How could they be overcome?
• If they can be overcome, how much will it cost in time, money
and resources?
POSSIBLE CONSTRAINTS

LEGAL
 Licensing requirements for alcohol and entertainments.
 Use of premises for different purposes.
 Insurance regulations.
 Trading regulations
POSSIBLE CONSTRAINTS

HEALTH AND SAFETY

 staff & customer & people.
 Fire regulations
 Facility capacity
 Food preparation
 Hazard and risks
 Safety standards for equipment
POSSIBLE CONSTRAINTS

SECURITY
 Property
 Information
 Money
 Security for people/spectators
POSSIBLE CONSTRAINTS

RESOURCES
 Finances
 Materials
 Equipment
 Availability of staff
POSSIBLE CONSTRAINTS

CUSTOMERS

 Who they are

 How much money they have to spend for special
needs: (car parking, disabled access and toilets,
baby changing facilities etc.)
 How they will get to the event
POSSIBLE CONSTRAINTS

ENVIRONMENTAL
 Potential damage
 Potential dangers
 Pollution
 Noise
DISRUPTION TO OTHERS ACTIVITIES

 Disturbance for near-by residents.

 Disruption of everyday work
activities etc.
EVENT PROPOSAL & BID
EVENT MANAGEMENT
SMG251

HAJAR ASMIDAR SAMAT

1. AN EVENT PROPOSAL
Purpose and aim and objective

Details of organization
COMPLETE OUTLINE
Physical layout

Social impact
2. EVENT CONCEPT
Describe event concept – should have clear picture of event before
move to event details.

Measurable Event
Date objective overview

Event
ELEMENT type

Event
name Location

Duration
Aims
/timing
3. EVENT FEASIBILITY
A brief justification for the event covering the following issues for
reader:
Management responsibilities
Major stakeholder and agencies
Physical requirement
Marketing strategy
Financial strategy
Human resource strategy
Event impacts
Risk management
4. APPROVAL AND CONSULTATION
Describe relevant compliance issues and insurance
requirement
State or federal government Environment
Road and traffic authority Entertainment
Police Music licensing
Building Security
Health Contract and services
Insurance (including
public liability)
5. MARKETING
Marketing the event and product
Competitive analysis
Event promotion (overview)
Market analysis and planning
Customer segmentation
Meeting audience need
Consumer decision making
Price and ticket program
6. SPONSORSHIP AND OTHER FORM OF INCOME

Need to be covered in details:

Sponsorship categories
Grants
Donations
Merchandising
Other
7. FINANCIAL MANAGEMENT

Present your budget model

Justify income and expenditure
Need to provide:
Financial procedure
Source of income – include capital funding requirement, sponsorship,
grants, ticket sales, entry fee, merchandising etc..
Detailed budget with itemized expenses including insurances.
8. RISK MANAGEMENT

STRATEGIC RISK

Establishing the context

Identifying Risk
Analyzing the risk
Evaluating Risk
Treating the risk
9. OPERATIONAL PLANNING
An operational and logistic plan
Detail about the site and service required
Site venue (map and plans)
Logistic and schedules
Service – electricity and water
Transport – road closure, traffic, diversion,
marshalling, parking
Catering-providers, facilities, food safety plan
Waste and environmental management
Cleaning
10. EVENT PROMOTION
Promotional plan – cost, timing and all this strategies need to be
elaborated

Developing website
Advertising
Public relations
Event program design and printing
11. EVENT STAGING
Covers the performance, entertainment or competition part
Need to show how event will be delivered to target audience
Should consider:
Theme
Décor
Layout/setting
Stage/Field of play
Entertainment
Special Effect/Lighting
Production schedule
12. STAFFING
Describe human resource strategy
Include job analysis- vital to provide clear roles
Organization chart
Should consider to include this information:
Organizational Chart (pre, event and post event)
Work breakdown and job description
Selection and recruitment
Rosters
Training
Briefings
Recognition strategies
Workplace relation
Volunteer management
13. SAFETY AND SECURITY
Detailed risk management plan:
Safety of the event audience
Safety and security of performers, VIPs
Health and safety of staff
Security of premises, equipment, cash etc
Emergency access and emergency management
First aid
Communications
Meetings
Reporting relationship
Emergency reporting
Communication method
14. SPECTATOR MANAGEMENT
Emphasis on policy, procedure and contingency
planning
Signage-way finding
Spectator flow planning
Admission control
Policy (Complaint/Lost children/violence)
Contingency plan – weather, fire, accident, crowd rush,
delay or cancelation, bomb, security incident
15. EVENT EVALUATION
Measuring the outcomes against the event objectives
Include all information used in preparation
Include statistical approach of analyzing the information
16. BIDDING
Bidding is the process establishing credibility using
event evaluation report and references to support
the bid
Generally a document covering the event concept
and planning which is submitted to the organizing
committee
Successful of grants fund or sponsor ROI ways to
show solid reputation
Is a well known in the sporting event, meetings and
convention arenas
 Submission sometimes prepared collaboratively by a range
of partners which include:
 Sponsors
 Donors
 Providers of goods and services
 Marketing company
 Venue
 Government bodies
 Convention
 Tourism and hospitality partners
 Voluntary organization
STAGING MANAGEMENT
EVENT MANAGEMENT
SMG251

HAJAR ASMIDAR SAMAT

OVERVIEW OF THE CHAPTER
TOOLS OF
STAGING
CONDUCTING STAGING
REHEARSAL
STAGING
MANAGEMENT SITE
IDENTIFICATION
THEME
DEVELOPMENT
STAKEHOLDERS
EXPECTS
STAGING AN EVENT
.. is the heart of event management – it is basically the ‘show’.
(sports competition, fun run @ performance, etc.)
(all other aspects of event management surround it)

The stage in events is where the ‘show’ happens – in sport this is

called the field of play.

Always relate with theatre staging and event staging.

Always relate with themed areas within a larger event.
EVENT STAGING
SITE IDENTIFICATION
Selection of event site must take the needs of all
stakeholders into account include emergency
services, catering staff, entertainers,
participants, client.

Choosing a venue consistent with the event

purpose and theme.

Lead to cost saving as there is for less expense in

transforming it into what the clients wants.
CONSIDERATIONS FOR SELECTING AN EVENT VENUE

Size of the event

Layout of the site and suitability for the event
Stage, field of play or performance area
Transport and parking
Proximity to accommodations and attractions
Supplies good/services providers
Technical support
Venue management
ASPECTS TO CONSIDER DURING SITE INSPECTION

Compatible with event ‘s theme

Visibility for the audience
Storage areas
Entrances/exits
Stage area
Equipment
Cover/tent (in case poor weather)
Safety & security
Access for emergency vehicles
Evacuation routes
ASPECTS TO CONSIDER DURING SITE INSPECTION

Scale and direction Lost child area

List of symbols used on the map Electricity & water outlets
Entrance & exits Rest room
Roads & parking Food booth
Administration centre Tents/marquees
Information booth Equipment & storage areas
First aid area & emergency road Off-limits areas & danger spots
access Maintenance area
Media area Telephones
Automated teller machine
Note: Corporate Event: Project Management (O’toole,
William)/ John Wiley & Sons
STAKEHOLDERS EXPECTS: PERFORMERS, AUDIENCE
AND ORGANIZERS
Stakeholders perspectives could be different in viewing a potential event site.

Means those in the limelight; whether this

PERFORMERS involves providing an educational talk, dancing
in a parade, presenting an award or etc,.

Focus on to see what is going on.

AUDIENCES Level of lighting/ sound, access to and comfort
of the seating.

Minimize risks (adverse weather, power failure,

ORGANIZERS
accidents & emergencies)
DEVELOPING THE THEME
A theme can be reinforced through such creative elements as;

Color

Landscape
Fantasy
or/and location

Film/theatre/
Humor
art/dance
DEVELOPING THE THEME
APECIAL
The important aspects of the theme need EFFECT/LIGHT
to be considered. ING

The elements of staging revolve around ENTERTAINMENT DÉCOR

the theme. However, the theme has to work
within constraints – available resources, THEME
what the stakeholders (performers, LAYOUT/
VISION
audience and organizers) expects, SETTING
regulation and site constraint.
STAGE/FIELD
SOUND
Careful considerations should be taken in OF PLAY

making decision!
1. ENTERTAINMENT

Wide range of acts - employ interesting

performers such as dancers,
singers/personality, magician, joker.

Closely plan with the event purpose

and event audience.
2. VISION
Incorporates all projected images
(replay of sporting highlights on large
screen @ scoreboards)

Video projectors, slide projectors, data

projectors can project images onto
screens for dramatic effect.
3. DÉCOR
Encompasses many things – colour
scheme to the drapes, props and floral
arrangements.

The challenge is – how to bring them

together into a cohesive theme?
4. LAYOUT/SETTING
Must clearly integrate with each needs,
such as tables/seating layouts (u-
shape, boardroom, cabaret, banquet,
classroom, theatre), audio speakers.

Plan the layout accordingly to scale. It

can be used to calculate the capacity
of the room and the appropriate use of
furnishings.
5. LIGHTING & SPECIAL EFFECT
Lights (follow spot, dimmer board, LED
fixtures) & special effect (laser,
pyrotechnics) :
for more dramatic result
to highlight particular features
(artist/icon, sponsor
logo/advertising)
often synchronized with sound for
special effect at dances, fireworks
displays.
6. SOUND

Can excite or calm an audience.

Professional sound engineers can give
advice on equipment and the acoustic
qualities of a venue (e.g. Negative
effect on sound on a concrete venue)
7. STAGE/FIELD OF PLAY
Stage use for performances, prize-
givings/presentations.

Other equipment (such as screen, backdrop) can be rent

as getting advise on the size & shape of the stage, yet
the line of sight.

The quality of the grassed field is important for most

sports. Poor quality field (grass/turf) might cause
cancellation/delay.

The use of giant screen (and layout of screen projectors)

might give a risk to the audience will not be able to see
the stage/field of play.
TOOLS OF STAGING

These are the documents use to organize

and control the staging.
TOOLS OF STAGING

Each element of staging has a timeline for

set up (need to be collated so that there is
no interference).

Hiring a sound system entails more than

just set up of the equipment.

Example: Flowchart/run sheet for sound system

TYPE OF EVENT/AUDIENCE VS. STAGING ELEMENT

The efficient management of events is

dependent on deciding what is most
important in the given time span – give
priority.

Different types of events place different

emphasis on the staging elements.
CONDUCTING REHEARSALS

A rehearsal is a preparatory event in music,

theatre (and other contexts) that is performed
before the official performance; and to ensure
that all details of the performance are
adequately prepared and coordinated.

Why so important? – is the opportunity for

everyone for all involved to integrate their
effort; either the organizer or the performers.
CONDUCTING REHEARSALS

A rehearsal is a preparatory event in music,

theatre (and other contexts) that is performed
before the official performance; and to ensure
that all details of the performance are
adequately prepared and coordinated.

Why so important? – is the opportunity for

everyone for all involved to integrate their
effort; either the organizer or the performers.
 Group Discussion

• Based on the pictures, explain the requirement of the

event and review the element in the event staging:
– Entertainment
– Vision
– Décor
– Layout/setting
– Lighting and special effect
– Sound
CONCERT HALL/SPACE GLADIATOR ARENA CONFERENCE HALL

JOUSTING ARENA VELODROME CURLING ARENA

STAFFING AND VOLUNTEER
MANAGEMENT
EVENT MANAGEMENT
SMG251

HAJAR ASMIDAR SAMAT

OVERVIEW OF THE CHAPTER
STAFFING
STAFFING AN EVENT
PLANS

STAFFING AND
VOLUNTEER
MANAGEMENT

RESPONSIBILITY & GUIDE ON

ACCOUNTABILITY STAFFING PLANS
STAFFING PLANS
• Common mistake made by event directors – FAILING to staff
adequately and being reluctant to ask others for help, leaving an
inordinate work load for themselves.

Why this happen?

So busy performing various functions that they neglect their major
responsibility – THE COORDINATING AND SUPERVISING OF THE
OTHER STAFF.
STAFFING PLANS
STAFFING is NOT ONLY recruiting
the right people but also ;

Training
Communicating with
Motivating
Supervising
Evaluating
Paying
Recognizing

.. those who work with to conduct

the event.
STAFFING AN EVENT

Source: Shone, A., Parry,

B. (2004). Successful
Event Management (2nd.
Ed). Thompson.
GUIDE ON STAFFING PLANS
1. Determine the staff requires to conduct the event
2. Recruit the volunteers needed
3. Hire the employees needed
4. Make assignments to all staff
5. Provide orientation and training
6. Plan the communication system with staff
7. Plan for supervision of staff
8. Plan for payment and/or recognition of your staff
GUIDE ON STAFFING PLANS
1. Determine the staff requires to conduct the event
• Indicate who would responsible for each of the
tasks in conducting an event.
(refer to the next slides)
Source: American Sport Education Program: Event Management for Sport Directors (1996).
Human
Kinetics.
ISSUE ON STAFFING AND VOLUNTEERS
Pengenalan ringkas

Hidup akan menjadi amat beerti sekiranya kita memberikan

sumbangan dan sokongan kepada negara dan "sukarela" itu menjadi
penawar kepada segala penyakit. Lantaran itu kesediaan 52,831 orang
mendaftarkan diri sebagai Sukarelawan SUKOM amat bermakna
sekali . Daripada jumlah itu, seramai 16, 585 orang telah terpilih.
Kumpulan ini telah dinamakan 'Nadi of the Games" . Tanpa denyutan
NADI maka Kuala Lumpur 98 Commonwealth Games tidak semeriah
ini.
Sekelompok kecil daripada NADI ini ialah Sukarelawan IT dan RMS
yang berpusat di Stadium Nasional Bukit Jalil bagi membantu
kerajaan menjayakan Sukan Komanwel ini. Ternyata kehadiran 170
Sukarelawan IT dan RMS ini cukup terasa. Sebagai Sukarelawan yang
berkaitan dengan komputer dan pelbagai teknologi moden,
Sukarelawan IT dan RMS amat berkait rapat dengan pihak SUKOM
BERHAD dan CONTECH Sdn Bhd.
Kehadiran Sukarelawan ini terasa dari Bilik Teknologi, Timing, Bilik
Keputusan, peralatan padang, Bilik Audio, kawasan media dan
pemberita dan pengulas sukan. Tenaga sukarelawan amat diperlukan
dan atas keperluan itu, kami para sukarelawan memberikan komitmen
yang penuh.

Mejar Roslan bin Ahmad

Venue Technology Manager
GUIDE ON STAFFING PLANS
2. Recruit the volunteers needed
Develop a plan and time line for recruiting a pool of
candidates to volunteer in areas that need help.
(even with superb planning, if you do not have good people to carry out
the plans the event will be less than satisfactory!)

Once you’ve obtained a pool, select and assign

individuals to tasks.

(refer to the next slide)

Source: McDonnell, I., Allen, J., O’Toole, W. – Festival and Special Event Management.
Berita Harian, 23 September 1998
Hashim mohon maaf kepada Nadi 98
Pengerusi Eksekutif Sukom Ninety Eight Berhad ( Sukom 98) Jen (B) Tan Sri Hashim Mohd Ali ,memohon maaf
kepada sejumlah besar sukarelawan Nadi 98 yang tidak dibenarkan menyertai perarakan dalam upacara penutup,
malam kelmarin.
Hashim menjelaskan bahawa pihaknya memutuskan hanya 1000 sukarelawan boleh mengambil bahagian
dalam perarakan itu berbanding 15,000 yang dipersetujui sebelumnya.
Pada mulanya , kami bersetuju untuk membenarkan 15,000 sukarelawan untuk berarak dalam upacara penutup
tetapi kami mendapati ia akan mengambil masa yang agak lama serta ruang yang cukup besar.
Sebagai contoh, ketika upacara pembukaan, Australia yang menghantar lebih 300 atlit dan berjalan dalam
kedudukan 10 anggota setiap baris, memanjang hingga 100 meter.
Bayangkan jika 15,000 sukarelawan. Dengan itu, kami memutuskan untuk membenarkan hanya 1000 sukarelawan
daripada pelbagai jawatankuasa untuk berarak serta sudah memaklumkan kepada sukarelawan yang lain.
Bagaimanapun, maklumat itu tidak dapat sampai kepada beberapa sukarelawan. Saya berasa sedih dan
meminta maaaf atas insiden yang berlaku., kata Hashim dalam sidang akhbar di Pusat Akhbar Utama (MPC) ,
semalam.
Beribu-ribu anggota Nadi 98 memprotes di luar pintu masuk Stadium Nasional Bukit Jalil malam kelmarin kerana
tidak dibenarkan masuk untuk menyertai perarakan upacara penutup Sukan Komanwel.
Ia membawa kepada insiden kurang menyenangkan apabila ada antara sukarelawan itu cuba juga untuk masuk ke
stadium tetapi dihalang oleh anggota polis yang mententeramkan mereka.
Saya tahu bagaimana perasan mereka, tetapi saya rasa mereka berjaya melaksanakan tugas dengan baik serta
gembira menyertai temasya ini, kata Hashim.
GUIDE ON STAFFING PLANS
3. Hire the employees needed
Develop a plan and time line for hiring the
employees required.
Establish specific procedures regarding the hiring
of these individuals (e.g., qualifications, payment
procedures, expectations, etc.).

(refer to the next slide)

Sample 1: Job description form and contract.

Source: McDonnell, I., Allen, J., O’Toole, W. – Festival and Special Event Management.
Sample 2: Job
description
and contract.

Source: Shone, A.,

Parry, B. (2004).
Successful Event
Management (2nd.
Ed). Thompson.
GUIDE ON STAFFING PLANS
4. Make assignments to all staff
Determine job functions for the event.
Appoint directors/heads/coordinators to head
up the various committees you need such as
finance, facilities, promotion, etc.
Working with the director and select
committees members, create job responsibility
checklists for all personnel.
(checklists? – can include schedules and
timetables of work to be completed).
GUIDE ON STAFFING PLANS
5. Provide orientation and training

Determine who needs orientation and training and

then provide it.
Prepare written procedures for duties that the
staff does not know, that are difficult to
remember, and that are important to do correctly!
GUIDE ON STAFFING PLANS
6. Plan the communication system with staff
Sustain a clear communication network
before, during, and after the event.
All involved should know to whom to talk
about what.
For large event, designate a continually
staffed headquarters to serve as the hub
of the communication network.
GUIDE ON STAFFING PLANS
7. Plan for supervision of staff
 COMMON MISTAKE – of inexperienced directors/managers is to fail to supervise.
 Supervision is the essential step to insuring that your plans are followed by those to
whom you have delegated responsibilities.
overseeing, guiding, and directing
Supervision others as they perform their duties.

duties not looking for mistakes/problems to

criticize, but seeking ways to facilitate
staff to achieve the goal.
–GOOD SUPERVISION involved 3 steps:
1. Establishing clear expectations or standards regarding the duties assigned to a
person.
2. Evaluating the person’s performance against these standards.
3. Taking steps to correct performances that are not reaching these standards.
ORGANIZATIONAL STRUCTURE

A simple organizational
structure
 • What is my
These questions need to refer position?
to the organizational
structure, relationship • What is my role?
diagram and job description,
for each individual or group.
• What are my
objectives?
• What are my tasks?
• To whom am I
accountable?
• Who is accountable
to me?
RESPONSIBILITY AND ACCOUNTABILITY
RESPONSIBILITY AND ACCOUNTABILITY
RESPONSIBILITY AND ACCOUNTABILITY
RESPONSIBILITY AND ACCOUNTABILITY
RESPONSIBILITY AND ACCOUNTABILITY

Source: Watt, D.C.(1998). Event Management in Leisure and Tourism. Addison Wesley
Longman.
GUIDE ON STAFFING PLANS
8. Plan for payment and/or recognition of your staff
Prompt payment of hired personnel is very important.
Be sure to pay temporary employees by the time you’ve agrees upon.
Officials often expect to be given a check immediately before or after the
event.
Make plans to recognize volunteers include giving them t-shirts,hats,etc.
that show they are involved; putting their names/photos in the program
book or on a bulletin board; or having them step forward at an award
ceremony.
After the event, send thank you notes to all involved.
CERTIFICATE OF RECOGNITIONS
CONCLUSION

• The organization and staffing of an event, its co-

ordination and management, are all factors
integral to its success, and it is arguable that for
certain kinds of events as much can be achieved
with talented amateurs and enthusiastic
volunteers as with professional paid staff.
• However, there is a place for both professional and
volunteer staff in the event business.
• Events are varied and diverse – and their
organization and staffing reflect this.
EVENT MARKETING AND PROMOTION
SMG251

HAJAR ASMIDAR SAMAT

OVERVIEW OF THE CHAPTER

PUBLIC RELATION DEFINITION

EVENT MARKETING
AND PROMOTION

THE MARKETING MIX

DEFINITION OF MARKETING
Phillip Kotler

The marketing concept holds that the key to achieving organizational

goals consists of determining the needs and wants of target markets
(defines as the set of actual and potential buyers of product) and
delivering the desired satisfactions more effectively and efficiently
than competitors.

Michael Hall

The function of event management that can keep in touch the event’s
participants and visitors (consumer), read their needs and motivations,
develop products that meet these needs, and build a communication
programme which expresses the event’s purpose and objectives.
NATURE OF EVENT MARKETING

The fundamental principle is that the CUSTOMER IS ALL-IMPORTANT!

Everything from conception → conclusion must be performs with

CUSTOMERS in mind!

Marketing has traditionally been applied to products, but it has

recently become a recognized tool of the service industries.

When marketing something purely intangible, e.g. performance,

show, festival/contest, there is a large service component. In some
respects it is far more DIFFICULT TO MARKET SOMETHING THAT THE
CUSTOMER CANNOT TAKE HOME OR PHYSICALLY CONSUME!
NATURE OF EVENT MARKETING
EVENTS are like services; they are distinctly different from industrial product’s.
Some features of service marketing :

INTANGIBILITY INSEPARABILITY VARIABILITY

- Customers feel the benefits and – Customers associate one event – There is a little consistency since
the enjoyment, but they can’t touch with the next; they identify with the the service performance is
the event. organizing agency’s reputation for delivered by different people
quality. whose performance can vary from
– Such as fun, entertainment, day to day, and from customer to
information. – Such as the usher’s service customer.
approach to the customer, where
product and provider are – Such as different levels of service
inseparable. provided by different ushers or
different responses from two or
more customers (sophisticated
background) to the same
experience.
PROXIMITY BASED MARKETING
Proximity based marketing (aka proximity marketing) is a catch-all term used to describe any use
of location technologies to directly communicate with customers through their mobile devices
THE MARKETING MIX
THE MARKETING MIX
The marketing effort need to be analyzed in terms of the marketing mix.
The consideration given to each factor will vary from one event to another but need to be balanced.

Product Price Promotion Place/ distribution

- This is the end result! - Can the event be - This has several - This has several
–the tournament, provided at a price aspects; advertising, aspects; venue,
exhibition, seminar, acceptable to media relations, publicity, accommodation, ancillary
show. customers? merchandising, facilities, maps, car
- also involves other - Can price packages be pamphlets, posters, logo, parking, catering location,
contributions like put together to support displays. transport, emergency
programs, group attendance or access, host town,
presentation, customer tourist rates? environment conditions,
care. - Also involves other geographical location,
contributions like etc.
programmes,
presentation, customer
care.
MARKETING PLAN DEVELOPMENT

THE MARKETING PLAN – like the operational plan and the financial
budget , will be developed from the EVENT OBJECTIVE, in a number of
stages (McDonald, 1995).

The last step in the MARKETING PLANNING PROCESS is to

incorporate marketing objectives and strategies into the strategic
plan for the event.

THE MARKETING PLAN is not separate from the strategic plan but
part of it.
Incorporating marketing into the strategic planning
Macro
Analysis: Political
Economic
Where are
we now Social
What is our Event mission/ The external Technological
business? corporate strategy environment Strategic
options
Micro
Event
Control:
How do we spot •responsibilities Customer
•time scales Competitor
what is going
wrong •budgets
•outcomes

Implementation:
Action plans How do we get Strategic decisions
Monitoring key •product there?
Marketing ▪ target market
performance area •price objectives ▪ positioning
•feedback •place ▪ competitive strategy
• modify plans •promotion
PROMOTIONAL ACTIVITIES

ADVERTISING
(Promotions that cost you money to deliver the message)
newspaper and newsletter ads.
radio and television ads.
magazine ads.
brochures and flyers mailed directly to audience, including all the
previous year’s participants
billboards
PROMOTIONAL ACTIVITIES

PUBLICITY
(basically, free advertising, but some incurred cost)
announcement (during meetings in schools/office)
press or news releases for newspapers, radio and television
interviews on radio and television talk shows
public service announcements in newspaper, radio and television
a press briefing for the media immediately before the event
flyers and brochures distributed door-to-door and through retail
outlets and various public agencies
posters placed in prominent locations in schools, universities, retail
outlets, and other public places
PROMOTIONAL ACTIVITIES

PERSONAL CONTACT
speaking at places where the audience meets (e.g. schools,
universities, clubs, professional societies)
initiating telephone contact
asking current participants to contact a certain number of
people directly
PROMOTIONAL ACTIVITIES
SPECIAL METHODS
Advertising a door prize to be given away during event

piggybacking your message with advertising and promotion by

others or mailings done for another purpose (e.g. insert message in
the local cable TV weekly/monthly statements)

promoting the event at local exhibits, fairs, and displays

asking organizers of other event with the same target audience if

you can stuff a flyers in their registration packets

attending similar events and hand distributing information about

your event or placing flyers on car windshields
PUBLIC RELATION

PUBLIC RELATIONS?
Is managing the image of the event.
Especially important that you address PUBLIC RELATIONS for events
in which you want the teams, players, parents, coaches, and other
volunteers to participate again.
For a large event, consider developing a MEDIA AND PUBLIC
RELATIONS committee to oversee all aspects of this activities.
PUBLIC RELATION
Public Relations Plans can consists of;

PR WITH PARENTS
- communicating with parents about their son’s/daughter’s participation
in the event.
- develop a system for responding promptly to and documenting
complaints.

PR WITH COACHES, OFFICIALS AND OTHER VOLUNTEERS HELP

- Keeping them informed about developments that effect them.
- Most people do not respond well when they are surprised to learn
about changes in an event!
PUBLIC RELATION

PR WITH THE MEDIA

- invite the media to a news briefing before the event, accommodate
them at the event, and be sure to follow up by providing them with the
results (if competition) after the event.
- invite sponsors and/or community leaders to the event to talk to the
media also.
- having a hospitality tent or room with refreshments when media and
other VIPs can congregate.
SPECTATOR MANAGEMENT
SMG251

HAJAR ASMIDAR SAMAT

OVERVIEW OF THE CHAPTER
RISK
MANAGEMENT
SPECTATOR
MANAGEMENT PLAN
GOVERNMENT
SPECTATOR REGULATION &
MANAGEMENT
POLICY

EMERGENCY
PLANNING FIRST AID
SERVICES
SPECTATOR MANAGEMENT PLAN
KEY TO CONSIDER

Number of people Likely behavior Timing of the event Layout of the venue
at venue of spectators

Security service Legal Requirement and

general guideline
SPECTATOR MANAGEMENT PLAN

• The level of attendance for specific days

• Number of people using specific
entrances, aisle, public corridor, sating at
ESTIMATE one time
• Number of usher and service and security
personnel needed for spectator
management
SPECTATOR MANAGEMENT PLAN

• Requirement for crowd control measure

such as barriers
ESTABLISH • Mean of communications for all staff
working on site
• Chain of command for incident reporting
SPECTATOR MANAGEMENT PLAN

• Areas that need to remain restricted

• Particular hazard example scaffolding, temporary
structures
• Routes by which emergencies personnel will enter
IDENTIFY
and leave the site
• Safety needs for specific group of people (people
with disabilities, children and player/performers)
• First aid requirement and provision
SPECTATOR MANAGEMENT PLAN

• Accreditation plans for restricted access

by specific staff
DEVELOP • Emergency response plan (ERP)
• Evacuation Plan and initiate training for
staff concerned
SPECTATOR MANAGEMENT PLAN

• Safety equipment for example numbers

of fire extinguisher and also that
CHECK inspections have been carried out
according to legal requirement
RISK MANAGEMENT
• Definition
Minimizing the possible occurrence of an injury, damage or
loss

• It is a planning process:
– Identifying risk -What are the risks?
– Measuring risk - how great are they?
– Controlling risk- what can I do about them?
RISK MANAGEMENT – IDENTIFYING RISK

• FIVE areas: MURPHY’S LAW OF IDENTIFYING RISKS

1. Facilities • Anything low children will climb on
• Anything high children will swing from
2. Equipment • If it was constructed, it can break
3. Personnel • If it’s up, it can fall
• If it moves, it will collide with something
4. Activity • If it’s alive & under 10 years old, it will be
5. Participants curious & adventurous
Source: Corbett & Findlay (1993, p16)
RISK MANAGEMENT – MEASURING RISK
Measuring Risks
• The magnitude of a risk can be measured by 2 elements:

Seriousness of the injury, damage or

1. Severity (keterukan)
loss

Likelihood of the injury, damage or loss

2. Frequency (kekerapan)
occurring
RISK MANAGEMENT -CONTROLLING RISKS
4 STRATEGIES TO CONTROL THE RISKS:

RETAIN Absorb them in your budget

REDUCE Change environment, behaviour

TRANSFER Insurance, waivers

ELIMINATE Discontinue activity, close facility

GOVERNMENT REGULATION & POLICY

Garis Panduan Perancangan Bangunan (Unit Perancang

Ekonomi Negara) – GP/JKPK/89
OSHA Act 514 (1994) –
Uniform Building Law -1984
Town and country planning act 1976 – Act 172
Persons with disabilities act 2008-Act 685
FIRST AID SERVICES

1) The mission of Event First Aid & Safety Services is to provide quality CPR
and First Aid training & to provide top quality on site Event Medical
Services for your special Event.

2) Training from Event First Aid prepares you, so that you know what to do in
an emergency. A person's first response to a medical emergency in the home
or workplace can have a significant impact on the outcome of the victim's
condition.
EMERGENCY PLANNING

• Emergency planning is the discipline of dealing with and

avoiding risks.
• It is a discipline that involves preparing for disaster before it
occurs, disaster response (e.g., emergency evacuation,
quarantine, mass decontamination, etc.), and supporting,
and rebuilding society after natural or human-made
disasters have occurred.
THE END
 SPONSORSHIP
EVENT MANAGEMENT
SMG251

HAJAR ASMIDAR SAMAT

OVERVIEW OF THE CHAPTER
DEFINITION OF
SPONSORSHIP
SPONSORSHIP
PROCESS SPONSORSHIP
MARKETPLACE
SPONSORSHIP

SPONSORSHIP
PACKAGE
SPONSORSHIP
CATEGORIES
DEFINITION OF SPONSORSHIP
(eg. money, people, (eg. sport personality, sporting
equipment) the sponsor authority or sport body or code)

The provision of resources by an organization directly to a sponsee to enable

the sponsee to pursue some activity in return for rights (as expressed by
Mullin et al (2000); and….

to be included in a
(eg. participation by the sponsorship agreement
individual or event management
by the authority or sport body or
code);
ORGANIZATION SPONSEE
DEFINITION OF SPONSORSHIP

…..contemplated in terms of the sponsor’s marketing

communication strategy.
• Cross-impact and leverage between sponsorship and other marketing
communication variables employed before, during, and after the sponsorship
campaign;

• Which can be expressed in term of corporate, marketing, sales and/or media

objectives; and

• Measured in terms of linking the objectives to the desired outcome in terms

of return on investment in monetary and non-monetary terms.
WHY SPONSORING
 Here are a few of the most common objectives that companies seek from a sponsorship
program:

Media Coverage Corporate hospitality To increase sales Develop customer Heighten brand Develop new
loyalty awareness markets

To change or revitalize Develop business-to- Launch new Broaden customer Develop community
brand image business relationships products base relations
THE SPONSORSHIP MARKETPLACE
Government agencies
Individuals
Private companies
Industry
• Automotive
• Consumer electronics
• Clothing
• Information technology
• Fast moving consumer goods (FMCG)
• Tobacco
• Alcohol
• Financial services
• Educational Institution
SPONSORSHIP CATEGORIES

EXCLUSIVE PRIMARY
SPONSORSHIP SPONSORSHIP

OFFICIAL SUBSIDIARY
SUPPLIER SPONSORSHIP
EXCLUSIVE SPONSORSHIP
only sponsor associated with the athletic platform component
can generally negotiate its name within the event title
team name can attach its name to trophies
sole use of the platform component for promotional purposes
may add value to the sponsor's product
only source of funding for the platform component
you must rely on your exclusive sponsor to increase its financial
commitment
PRIMARY SPONSORSHIP

several sponsors share the event expenses

can enter at various financial levels upper end of the financial commitment
scale
have the opportunity to maximize their exposure with minimal effort
generally negotiate its name within the event title
name is usually mentioned in a newspaper write up
shares the financial risk of the event with several other sponsors
when a primary sponsor withdraws from the sponsorship program, causes
considerable disruption to the financial stability of the event
SUBSIDIARY SPONSORSHIP
second level of sponsorship involving several companies
divided into product categories
usually have exclusivity of sponsorship within their own product
category
can achieve the same promotional capacity as a primary sponsor
sometimes difficult to retain
because they can generally withdraw from a sponsorship program
without serious disruptions
subsidiary's products are frequently crucial to the competition
OFFICIAL SUPPLIER

special case of subsidiary sponsorship

frequently have exclusivity in their product category
an official supplier's products have little obvious connection
to the event
is not essential to the survival of any platform component
SPONSORSHIP PACKAGES
 Official Status
▪ What is the sponsorship category?
▪ Are there veto rights with this category-That is can a sponsor
dictate who else can be a sponsor?
 Sponsorship Fee
▪ What is the fee?
▪ How and when does a sponsor pay the fee?
▪ Is the fee refundable for any reason
 Title Right
 Signage
▪ How many banners, athlete patches, placards, arena board, or
flag can the sponsor use? What size?
▪ Where can the sponsor place the banner.
SPONSORSHIP PACKAGES
 Advertising rights
▪ In what manner can the sponsor use the platform
component for advertising component.
▪ Will the sponsor name be on stationary or in the program
▪ Can the sponsor use every photograph for product promotion
and general merchandising
▪ Who give permission to use the photographs in advertising
▪ Are there limitation on the use of photographs
▪ Will the sponsor's name appear in little?
▪ How will you name the trophies?
▪ Who will present the trophy or prizes?
SPONSORSHIP PACKAGES
 Television exposure
▪ Who owns and controls TV rights?
▪ Does the sponsor have rights of first refusal on television
advertising spots?
▪ Is there a ratings guarantee ill there be a rebate if ratings fall
below this guarantee.
▪ Can the sponsor use TV video footage in its regular advertising
▪ Does the sponsor need to obtain permission prior to using video
clips for commercial reasons?
▪ Who is responsible for negotiating television time?
SPONSORSHIP PACKAGES

 Public Relation and media exposure

▪ Will the key athletes mention the sponsors
name when press interviews them?
▪ Will media releases include the sponsor's name
▪ Who is responsible for media releases
▪ Can the sponsor develop its own media
marketing campaign?
SPONSORSHIP PACKAGES
 Logo Use
▪ Under what conditions can the sponsor use. athletic platform
logo trademark
▪ Who owns special logos
▪ Can the sponsor use the logo to promote its own images and
products?
▪ Does the sponsor have merchandising rights-that is can it
make and sell souvenir items

 Athlete use
▪ Will athlete make personal appearance on behalf of sponsors
▪ Will key athlete wear the sponsor name during event
SPONSORSHIP PACKAGES
 Hospitality rights

▪ Access to hospitality
▪ Where can they can place their tent
▪ Do they get free tickets for tie-in contest, to give clients or for
other use.

 Point of Sale Promotion

▪ Can they sell product on site.

▪ What type?
▪ Who get the profit for on-site sale
▪ Can they do on site promotion associated with the sponsorship
▪ Can they team up with other companies to form cooperative
promotions
SPONSORSHIP PACKAGES
 Direct mail list
▪ Will mailing list of ticket holder or athlete be made available to
sponsor.
▪ What form of promotion that can be done by mailing list

 Product Sampling
▪ Will there be product display and sampling station
▪ What type of products can a sponsor display?

 Legal Liabilities
▪ Who responsible of injuries to spectators, participants or
officials.
▪ What if it rains or there are TV problems? Who Pay existing
expenses
SPONSORSHIP PACKAGES

 Future Option

▪ How many years does the sponsorship last?

▪ Does the sponsor have renewal options.
▪ How many years does the option last
▪ How do you determine the sponsorship fee in
the future.
SPONSORSHIP PROCESS
 What Companies look for in
a good sponsorship proposal
THE END
EVENT IMPACT & TRENDS
EVENT MANAGEMENT
SMG251

HAJAR ASMIDAR SAMAT

OVERVIEW OF THE CHAPTER
MONITORING &
CONTROL AND
CONTROL SYSTEMS
EVALUATION SYSTEM
BROADER IMPACT EVALUATION
OF EVENTS METHODS

EVENT EVALUATION
EVENT IMPACT &
OPERATIONAL TRENDS
MONITORING & REASONS OF
CONTROLS EVENTS FAILURE

SUGGESTION FOR
PREVENTATIVE CONTROLS & MONITORING & CONTROLLING
FEEDBACK CONTROLS EVENT OPERATIONS.
CONTROL AND EVALUATION SYSTEM
In this topic we look at two aspects of event management:-

Control Evaluation
Control system are essential in Evaluation is the process of
ensuring that procedures are measuring the success of
followed (for cash handling, an event against its
recording entrants etc.) objectives.
 If FAILURE to control & evaluation?
e.g. Event ‘Blood Donation’

• Control system would ensure that all participants were registered.

• Evaluation would involve an analysis of the question on the registration
form and feedback after the event.

# If significant number participants without registering….it would indicate

a lack of control measures, and would naturally have an impact on the
evaluation findings.
MONITORING & CONTROL SYSTEMS
The Challenge for the event manager :-
- To delegate and monitor effectively and not to micromanage
(become too involve with detail
– attention to detail is positive
but this should be left to event
managers team).

- Successful event manager needs to be aware during peak time.

Need to be place before the event.
- Control system ensure that information filtering to the top of the
event organization. Will prompt management to make decision, if
things are not going according to plan.
MONITORING & CONTROL SYSTEMS

Event environment – described as being ‘dynamic and organic’ –

requiring a great deal of flexibility in the planning stages.

Systematic approach is needed to balance creative input in order to

ensure event achieves its objectives and has a positive impacts.
REASONS OF EVENTS FAILURE
Getz (2002) - reasons that events failed, include problems associated with:
lack of research/strategic planning,
Marketing/planning inadequate promotion

weather, competition, regulations, community

External forces
opposition

incompetent managers or staff, high turnover

Human resources
staff of staff and volunteers

lack of income, poor control of costs, cash

Financial resources flow problems

Organization culture lack of leadership and structure

PREVENTATIVE CONTROLS & FEEDBACK CONTROLS

PREVENTATIVE CONTROLS FEEDBACKS CONTROLS

Established early in the planning To put in place to assist with decision
process. during an event.

e.g. checking the quality of incoming e.g. feedback to would be required to

food for a banquet (food testing – list decide…which event merchandise should
of menu), signed requisition form or be discounted to avoid having stock left
another preventative measure over…….if you discount too early, you
designed to curtail unauthorized lose revenue, if you discount to
spending and budget blow-outs. late…..stock with no sale value after the
event.
OPERATIONAL MONITORING & CONTROLS
Issue in relation to operational procedures that need to be
addressed before and event begins.

Include:
1. Implementation of priority or high risk procedures
2. Delegation of decision-making
3. Flexibility in operational procedures
4. Assuring customer satisfaction
5. Controlling finance
IMPLEMENTATION OF PRIORITY OR HIGH RISK PROCEDURES

➢ If the procedures is one that involves high risk, it must be fixed,

detailed and well documented.

➢ There can be no deviation from this type of procedure.

➢ It must be part of training and readily available to those who

needs to use it.
➢ e.g. emergency evacuations – posters & signs must be
erected to assist staff….checking emergency systems…exits
fire fighting equip, crowd management equip (loud hailers)
access for emergency vehicles etc….
DELEGATION OF DECISION-MAKING
➢ A flat organizational structure is essential for the successful
operation of an event.

➢ So some parts of the event manager’s role must be delegated.

➢ At most events, the pace is so fast, crucial to that staff to make

decision on the spot.

➢ Its important (even volunteers) to know that they have a part to

play in the problem-solving process.

➢ Only decisions on important matters need to be referred to the

more senior staff on duty.
FLEXIBILITY IN OPERATIONAL PROCEDURES
➢ Required in many aspects of event management (operational phase).

➢ All staff must fully understood the desire outcomes.

➢ Staff too, need to be able to think on their feet and make quick
decisions about changing non-critical procedures where circumstances
demand it.

➢ One of the most desirable attributes of event operations staff.

ASSURING CUSTOMER SATISFACTION
In some cases, control system can serve to frustrate
customers.
Customers will endeavour to circumvent the system
by trying:
Enter areas without accreditation
Change their seating to better area
Cut across crowd control barriers
e.g. In each of the cases, a decision have to be made by event staff
as to what to do. If customer refusing to wear safety equip for a
ride, safety consideration should come before customer
satisfaction.
CONTROLLING FINANCE
Financial control can be assured by:
Using requisition system for purchases/expenditure that limits
those authorized to spend over
Ensuring all expenditure is accounted and documented
Checking goods against requisition n order form
Checking stock levels
Using financial system that maintain up-to-date information on
income and expenditure..
Using financial system to forecast cash flow
Ensuring that everyone understands the budget n current financial
positions
CONTROLLING FINANCE
Control of point-of-sale system, or registers can be achieved by:
Checking and securing cash floats
Checking that cash received is accurately recorded
Checking that p.o.s terminal/register print-outs have been balanced
against cash taking…
Checking that cash and documents have been securely transported
and store..
Checking that banking documentation has been retained and
balanced against statement issued by bank…
CONTROLLING FINANCE
Control of point-of-sale system, or registers can be achieved by:
Checking and securing cash floats
Checking that cash received is accurately recorded
Checking that p.o.s terminal/register print-outs have been balanced
against cash taking…
Checking that cash and documents have been securely transported
and store..
Checking that banking documentation has been retained and
balanced against statement issued by bank…
SUGGESTION FOR MONITORING & CONTROLLING EVENT OPERATIONS.

• CHECK everything over and over…

1. Write everything down, including promises made by contractors and request
made by clients…
2. Develop checklists for everything possible..
3. Check the venue before you move in n note any existing damage..
4. Never leave the venue until the last staff member has finished..
5. Check the venue leaving – something maybe left/people..
6. Pay attention to detail at every stage..
7. Schedule carefully as audience has little patience…long-winded speeches…
8. Maintain a contingency fund for unexpected expenses..
9. Involve the sponsor at every stage..
10. Get approvals for use of logos before printing..
11. Don’t take safety knowledge for granted, repeat often..
12. Trains staff to be observant..
• CHECK everything over and over….
EVENT EVALUATION

• Evaluation is an area which is frequently neglected following

an event.
(Unfortunately, there are many benefits to be gained from
critique and comments)
• Evaluation needs to be planned before the event.
• Event objectives generally guiding the evaluation process.
EVALUATION METHODS
➢ When planning evaluation, it is very important to work out
what information you that you required
e.g. question age, address etc, analysis their general
demographics, the info would greatly assist organizer of the
next event.
➢ Info can be obtained from surveys conducted before, during
and after the event by completion of forms or through
personal interviews….
EVALUATION METHODS
• Examples of question for customer survey for an informal post-evaluation report.
• To obtain more reliable report, the survey need to be designed and analyzed by a market
research company…
i. How did you find out about this event?
ii. Why did you decide to come to the event?
iii. When did you decide to come to the event?
iv. Did you come to the event with other people?
v. Who was the main decision-maker?
vi. How did this event meet your expectations?
vii. Was the transport/parking adequate?
viii. Did you get value for money?
ix. Was the food and beverage adequate?
x. Were the seating, sound and vision adequate?
xi. Would you attend this event again?
xii. Why would you recommend/not recommend the event to others?
xiii. How could the event be improved?
EVALUATION METHODS
• Examples of question…in the case of exhibition…
i. Why did you come to the exhibition?
ii. Do you have the authority to purchase at this exhibitions?
iii. Did you place any orders at this exhibitions?
iv. Do you plan to place any orders as a direct result of the
exhibitions?
v. Did you come to this exhibition last year?
vi. When did you decide to come to the exhibitions?
vii. Have you travelled interstate to visit the exhibitions?
viii. What were the best features of the exhibitions?
ix. How could the exhibitions be improved?
DEBRIEFING/POST MORTEM
• Meetings of event staff & stakeholders can generate valuable info for
the evaluation report…..Some question addressed in the meeting….
i. What went well and why?
ii. What went badly and why?
iii. How could operations be improved?
iv. Were there any significant risk factors that we did not anticipate?
v. Was there a pattern to any of the incidents reported.
vi. Are there any outstanding legal issues….injuries or accidents?
vii. Are there any implications for staff recruitment and training?
viii. How would you describe the organization and mgmt of the event
(planning and operational phase)?
ix. What can we learn from this event?
FINANCIAL RECORDS
• Audited financial records, together with number of planning and other
documents…essential component of post-event analysis and reporting….

✓ Audited financial statements. ✓ Asset register.

✓ Revenue, banking n account details. ✓ Promotional materials.
✓ Operations plans.
✓ Point-of-sale reconciliation.
✓ Policies and procedures.
✓ Payroll records. ✓ Training materials.
✓ The risk mgmt plan. ✓ Database of attendances/participants if
✓ Incident reports possible.
✓ Minutes of meetings. ✓ Record of results of competitions.
✓ Event evaluation an statistics…
✓ Insurance policies.
✓ Event or sponsor report.
✓ Contracts with other agencies….
SPONSORSHIP EVALUATION
Evaluation of sponsorship outcomes is required in order to provide accountability to sponsor in
relation to their investment.
❑ Sponsors want more than intangible benefits: they want evidence…sponsorship dollar has
achieved a ROI.
❑ Several number of measures that can be used:-
i. demographics (event attendees & tv viewers).
ii. Signage ( range of exposure…poster, websites, t-shirts, screen displays, directional signs,
logo appears etc…)
iii. Audience response (product sample….)
iv. Surveys (audience opinion…)
v. Publicity (number of time sponsor was name in…)
vi. Image (survey can be undertaken…non-attending public)
vii. Sales (analysis of pre and post event sales….)
viii. Employee benefits (identify employee benefits accrued to the sponsors organisation).
ix. Corporate hospitality (identify business networks and the value of new alliances…)
BROADER IMPACT OF EVENTS

❑Often evaluated in terms of ‘triple

bottom line’, economic, social and
environmental impacts.
ECONOMIC IMPACTS
Generally evaluated for most major events in which governments
have an investment.
• EG. AUSTRALIAN OPEN 2005…
• Attracte 500 thousand spectators, worth $209 million
economic impacts, 36 thousand extra inter state visitors, 8000
more overseas visitors.
• Visitors went shopping and took trips to regional destinations.
• Indirect impacts on other sectors…flowers, food etc…
SOCIAL IMPACTS
There are lots of events all over the world bring social
impacts…

• EG. WAVE AID……

• Held as benefits for tsunami victims….handed over

million dollar of money…..
• Most community events have social impacts as their
aim….raise funs for charities and social causes….
ENVIRONMENTAL IMPACTS
More and more often events are demonstrating their
environmental awareness, particularly those taking place in
remote areas.
• The physical impacts of events in the constructions of new
infrastructure, such as roads, railways and sporting venues
(golf courses etc).
• Can have a negative environmental impact by causing
damage and creating offensive noise.
• Positive environmental impact…….give examples…..?