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Event Management
For Tourism, Cultural, Business, and Sporting Events

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Lynn Van Der Wagen

Brenda R. Carlos
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 Event Management
for 'Tourism, Cultural,
business, and Sporting Events

LYNN VAN DERWAGEN

BRENDA R. CARLOS

PEARSON
Prentice
Hall

Upper Saddle River, New Jersey 07458

Library of Congress Cataloging-in-Publication Data

Van der Wagen, Lynn.

Event management for tourism, cultural, business, and sporting events /
by Lynn Van der Wagen and Brenda R. Carlos.
p. cm.
Includes bibliographical references and index.
ISBN 0-13-114938-5
1. Special events —Planning. 2. Special events —Management.
I. Carlos, Brenda R. II. Title.

GT3403.V38 2005
394.2—dc22
2004010178

Executive Editor: Vernon R. Anthony Manufacturing Manager: Ilene Sanford

Editorial Assistant: Beth Dyke Manufacturing Buyer: Cathleen Petersen
Senior Marketing Manager: Ryan DeGrote Creative Director: Cheryl Asherman
Senior Marketing Coordinator: Elizabeth Farrell Senior Design Coordinator: Mary E. Siener
Marketing Assistant: Les Roberts Cover Designer: Michael L. Ginsberg
Director of Manufacturing and Production: Cover Illustration/Photograph: Getty Images
Bruce Johnson Composition: Pine Tree Composition
Managing Editor: Mary Carnis
Production Editor Bruce Hobart,
Pine Tee Composition

Copyright © 2005, by Pearson Education, Inc., Upper Saddle River, New Jersey 07458.
Adapted from Events Management by Lynn Van Der Wagen, first published 2001 by Pearson Australia.
All rights reserved. Printed in the United States of America. This publication is protected by copyright
and permission should be obtained from the publisher prior to any prohibited reproduction, storage
in a retrieval system, or transmission in any form or by any means, electronic, mechanical,
photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and
Permissions Department.

Pearson Prentice Hall™ is a trademark of Pearson Education, Inc.

Pearson® is a registered trademark of Pearson pic
Prentice Hall® is a registered trademark of Pearson Education, Inc.

Pearson Education LTD.

Pearson Education Australia PTY, Limited
Pearson Education Singapore, Pte. Ltd.
Pearson Education North Asia Ltd.
Pearson Education Canada, Ltd.
Pearson Education de Mexico, SA. de C.V.
Pearson Education — Japan
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Pearson Education, Upper Saddle River, New Jersey

PEARSON
Prentice 10 9 8 7 6 5
Hall ISBN Q-13-imT3A-5
 To Rudy, Chad, Clint, and Melissa
for your encouragement, love, and devotion
 Contents

Preface ix

Chapter 1 Introduction to Event Management 1

Size of Events 4
Types of Events 10
The Event Team 16
Code of Ethics 17

Chapter 2 Concept and Design 19

Developing the Concept 20
Analyzing the Concept 26
Designing the Event 28
Logistics of the Concept 31

Chapter 3 Feasibility 35
Keys to Success 35
The SWOT Analysis 45

Chapter 4 Legal Compliance 47

Relevant Legislation 48
Liquor Licensing 50
Federal Trade Commission Act 50
Stakeholders and Official Bodies 55
Contracts 56

Chapter 5 Marketing 59
Nature of Event Marketing 60
Process of Event Marketing 61
The Marketing Mix 66
Sponsorship 68

Chapter 6 Promotion 73
Image / Branding 74
Advertising 74
Publicity 76
Public relations 79

Chapter 7 Financial Mangement 85

The Budget 87
 2
1

V>i Contents

Break-Even Point 92
Cash-Flow Analysis 93
Profit and Loss Statement 94
Balance Sheet 95
Financial Control Systems 95
Panic Payments 96

Chapter 8 Risk Management 99

Process of Risk Management 104
Incident Reporting 108
Emergency Response Plans 108
Standards for Risk Management 108

Chapter 9 Planning 113

Develop a Mission /Purpose Statement 114
Establish the Aims of the Event 115
Establish the Objectives 117
Prepare an Event Proposal 118
Make Use of Planning Tools 118

Chapter 10 Protocol 131

Titles 131
Dress for Formal Occasions 137
Protocol for Speakers 137
Religious and Cultural Protocol 139
Protocol for Sporting Ceremonies 141
Preparing for Dignitaries 142
Rules of Flag Flying 142

Chapter 1 Staging 147

Choosing the Event Site 148
Developing the Theme 150
Conducting Rehearsals 157
Providing Services 159
Arranging Catering 160
Organizing Accommodations 162
Managing the Environment 162

Chapter 1 Staffing 165

Developing Organization Charts 165
Preparing Job Descriptions 167
Recruitment and Selection 169
Drawing Up Rosters 170
Training 172
Briefing Staff 177
Managing Legal Requirements 177
Developing Recognition Strategies 179
Managing Volunteers 180
 7
6
3

Contents Vll

Chapter 1 Leadership 185

Developing Leadership Skills 186
Managing Temporary and Diverse Teams 191
Group Development 191
Improving Communication 194
Time Management 195
Planning and Managing Meetings 196

Chapter 14 Operations and Logistics 199

Logistics 200
Policies 203
Procedures 204
Performance Standards 204
Functional Areas 205
Leadership and Staff Motivation 209

Chapter 15 Safety and Security 213

Security 215
Occupational Safety and Health 217
Incident Reporting 225

Chapter 1 Crowd Management and Evacuation 229

The Crowd Management Plan 230
Major Risks 232
Crowd Management 233
Emergency Planning 234
Implementing Emergency Procedures 237

Chapter 1 Monitoring, Control, and Evaluation 243

Monitoring and Control Systems 244
Operational Monitoring and Control 246
Evaluation 248
The Broader Impact of Events 253

Chapter 18 Careers in a Changing Environment 257

Job Opportunities 257
Keeping Up-to-Date 261

Appendix 1 Supplemental Internet Links 267

Appendix 2 Event Proposal 271

Appendix 3 Professional Associations 277

Appendix 4 Event Management Programs 279
Bibliography 283
Index 285
 Preface

Atlanta Success Story

By, /lb so h telyjltla
i / 1 ta

The Project
Deliver a Powerful Presentation
Create an Environment of Celebration
Transform an Active Aircraft Paint Hangar into a Beautiful
Ballroom
Reveal the Stunning New Paint Scheme of the Boeing 777 to
7,000 Members of the Press and Employees of a Major Airline

The Challenge
Only 3 Weeks Lead-Time until the Event
Secure FAA Permits for Our Crew
to Enter a Highly Secured
Area of Atlanta's Hartfield International Airport
Hide a 250-foot-long by 220-foot-wide Commercial Aircraft
Create Hanging Points for Lighting and Sound Equipment in
a Hangar with 5 Hard Slick Metal Walls
Cover 54 Feet of Paint-Splattered Walls

The Experience
Magical Wonderment!
Soft Lighting
Beautiful Fabric Draped Along the Wall
Time-Lapse Video Showing the Evolution of the Aircraft's
Interior and Paint Scheme
Confetti Cannons Dramatically Explode
Blinding Light Pours into the Hangar as the Door Quickly
Draws Back.
The Striking New Boeing 777 Gleaming in the Sun!
ix
X Preface

The Results
An Amazing Success!
A Dramatic Introduction to the Transformed Brand Identity
A Bridge into the Future
A Lasting Impression on the Press and Employees
Corporate and Brand Enthusiasm

Used with permission Global Events

Whether you're involved in creating an event such as the one listed

above, which introduced over 7,000 members of the press and em-
ployees of a major airline to a new product, organizing a walk /run
for a charitable event, or working on a local blues festival, the event
management industry is full of excitement. Certainly no one day in
the life of an event manager is ever alike. The event business is a dy-
—
namic one that is not free from frustration but in the end, most
event managers believe that they have the best job on earth.
The event and convention industry is a $100 billion industry
and currently employs 1.5 million people. This has precipitated the
increase in the popularity of studies of event management. For
those who are looking for an exciting career, where their organiza-
tional skills and attention to detail along with their creativity can be
fully utilized, this is an industry that is attracting many of the coun-
try's brightest students.
As an author who has written about the hospitality and event
industry for the past decade, it has been my privilege to be able to

compile this text. have many people to thank. First and foremost I
I

would like to thank Lynn Van Der Wagen. It has been a rewarding
experience to adapt her original text, which was published in Aus-
tralia. Thanks goes to Lynn for providing a number of photos that

were used in this text. To Vern Anthony my Prentice Hall /Pearson

editor and his staff who have shown tremendous interest and sup-
port for this work. To Ed Sanders, my mentor, who has always be-
lieved in me and helped me to grow in the industry. To the many
associations, organizations and professionals that freely shared
their data and ideas with me. Their examples are what make this
text come alive and truly represent the U.S. market.
Most of all I must thank my dear family, who are the reason
that I want to work hard and improve myself. Rudy, you're the best.
Chad, Clint, and Melissa I appreciate your support. Mom and dad
too, you taught me that I can accomplish anything I set my mind on
as long as I'm willing to put in the required work.
And finally, a special thanks to all the students and educators
who will turn to this book. I have kept you in mind during every
 Preface xi

phase of writing this manuscript. It is my hope that this book will

become a great resource to you. May all your events be successful!

Brenda R. Carlos

The event planning and management industry has an extremely

positive future. In addition to the usual corporate meetings, trade
shows, and conferences, the event planning industry has also gotten
involved in the advertising and branding efforts of their clientele.
The usual methods of "interruption marketing" that advertisers use
such as television commercials and also direct e-mail marketing are
all being tuned out by savvy consumers. Devices such as "TWO"
wipe out commercials entirely. A new form of entertainment market-
ing called advertainment' has emerged. This highly interactive form
'

of marketing blends the branding element of traditional advertising

with live, interactive events that are extremely virile, extremely tar-
geted, extremely economical, and best of all extremely measurable.
Event Planners who can identify their clients branding strategies
and can bring their expertise of running the logistics of live events
have a very positive future. Any marketing majors who are looking
for a growing and lucrative niche should definitely consider a career
in event branding and experiential marketing."

Larry Jaeger
President
Events Xtraordinaire (www.eventsx.com)
 Chapter One «H

Introduction to
Event Management

y During his speech at the closing ceremonies Sunday, he said that the
y "people of America, Utah and Salt Lake City, you have given the
y world superb Games." Earlier in the day, IOC President Jacques On completion
y Rogge told reporters that the Salt Lake Organizing Committee "has
of this chapter, you
y done a superb job," citing success in transportation, technology, se-
will be able to
y
y curity and even the weather.
y Ratings for television coverage around the world of the Games
explain the unique
y "have exploded," Rogge said, citing as an example the seven million an
y viewers a day in Germany tuning on to the curling competitions.
characteristics of

y event;
y Rogge comments about the 1996
zvasn't so generous in his classify and describe
y Summer Games in Atlanta, the last American city to host the events according to
y Olympics. "The last Games in Atlanta were not good Games bad — size;
y organization. This has been corrected here." classify events ac-
y
v cording to type;
Deseret News, February 25, 2002
discuss relationships
V between event man-
agers and other
stakeholders; and
discuss some of the
£T^he aim of this book is to assist you in your training to become an ethical issues relevant
_/. event manager of the highest caliber. Many of us have observed to event management.
events, most have participated in events, but few of us have
of us
managed events. As an event manager, you are there to do far more
than just observe. You are there to ensure the smooth running of the
event, to minimize the risks, and to maximize the enjoyment of the
event audience. The demands on an event manager are far greater
than one would expect.
The preceding example focuses on the importance of sound
management and the complexities of organizing an event. In most
cases, careful attention must be given to transportation, technology
and security, and a host of other elements. Whereas the Games in
Utah will go down in history as a success, the Games in Atlanta will
be remembered by some as less than perfect, because of the "bad"
(according to IOC President, Jacques Rogge) organization of the man-
agement team.
Chapter One

Financial risk is also an important concern of the event man-

ager.Events are generally extremely expensive, with high expenditure
required over a very short period of time, and there are far higher
levels of uncertainty about revenue and profit than there are with the
average business.
In the case of voluntary and charitable events, of which there
are many in every community, the risk is that the time invested by in-
dividuals will be wasted and that their objectives will not be achieved.
one of the most important things about an event is that
Finally,
it is life. This occasion is not to be taken
often a highlight of a person's
lightly. A significant birthday, a wedding, or an anniversary is so im-
portant to the main participants that nothing must go wrong. If some-
thing does go wrong, it cannot be easily rectified. For instance, a
wedding at which the power fails because of overloading of the elec-
trical supply cannot be repeated. The offer to "come back again at our

expense" just doesn't work! Events are often a "once in a lifetime"

experience. The event manager therefore carries enormous responsi-
ensuring that the event, however large or small, is a success
bility for
because there is often only one chance to get it right.
From what we have discussed so far, events are characterized by
the following:

• They are often "once in a lifetime" experiences for the participants.

• They are generally expensive to stage.
• They usually take place over a short time span.
• They require long and careful planning.
• They generally take place only once. (However, many are held
annually, usually at the same time every year.)
• They carry a high level of risk, including financial risk and
safety risk.
• There is often a lot at stake for those involved, including the
event management team.

This last characteristic is every performer, whether ath-

crucial, since
lete or entertainer, wants to deliver his or her best performance. The
bride wants the day to be perfect in every way. The marketing man-
ager and the design team want the new product to be seen in the best
possible light. Consider for a moment how much easier it is to run a
restaurant (where risk over a number of days and a
you spread your
number of customers) than run a one-time, big-budget prod-
it is to

—
uct launch particularly if this launch has 500 key industry players
and the media are in attendance, and if it is taking place at a unique
location with unusual demands for logistics, lighting, sound, and spe-
cial effects.
 Introduction to Event Management

The 2002 Winter Olympics held in Salt Lake City, Utah, were certainly a
once-in-a-lifetime experience.
Source: Used with permission of IOC/Olympic Museum Collections.

Having pointed out the level of demand for the event manger
and thus the possible downside of the profession, it is important also
to point out that the event industry is one in which people (the event
audience) tend to have the time of their lives. Making this outcome
possible and sharing this with them is extremely gratifying. The work
is demanding, exciting, and challenging, and it requires a fine-tuned

balance between task management and people management. As the

newspaper article illustrates, an event manager must bring together
a team with clearly defined responsibilities for all aspects of the event,
including unexpected crises. The team needs to be both organized
and flexible. Events can be unpredictable and do require quick think-
ing that is based on a sound knowledge of procedures and alterna-
tives. Decision making is one of the most important skills of the event
manager, and those with first-class analytical skills are highly sought
after by most industries.
Professor Donald Getz (1997), a well-known writer in the field
of event management, defines special events from two perspectives,
that of the customer and that of the event manager, as follows:
 8

Chapter One

Y • A special event is a one-time or infrequently occurring event

V outside normal programs or activities of the sponsoring or orga-
^ nizing body.
y • To the customer or guest, a special event is an opportunity for
Y leisure, social or cultural experience outside the normal range of
V choices or beyond everyday experience.

Another well-known author, Dr. J. Goldblatt (1997), defines special

events as"A unique moment in time celebrated with ceremony and
ritual to satisfy specific needs."
In this book, the emphasis is on a wide range of events, includ-
ing "special events," as defined before, and more common events
such as sporting events, corporate meetings, conventions, expositions,
and prize-giving ceremonies, which may
parties, festivals, carnivals,
not meet the definition "outside the normal range of choices."
Classification of events can be done on the basis of size or type,
as shown in the following sections.

ffize of vents

In terms of size, events may be categorized as follows.

Mega-events

The largest events are called mega-events, which are generally tar-
geted at international markets. The Olympic Games, World Cup Soc-
cer, and the Superbowl are good examples. The Superbowl, for which,
in 1967, there were 30,000 tickets unsold, now sells out before the tick-
ets have been printed and also accounts for the sale of 30,000 hotel
rooms. It is televised to an audience of 800 million and adds $300 mil-
lion to the local economy. All such events have a specific yield in terms
of increased tourism, media coverage, and economic impact. Some
cities are continuing to meet a legacy of debt after hosting an Olympic

Games. Salt Lake City, Utah, was fortunate, however, as with all
events of this size, it is difficult to calculate the costs accurately with
so many stakeholders (mainly government) involved.

Y Relief was not the emotion that pervaded State House chambers
V Tuesday when the Salt Lake Organizing Committee paid off its $99
^ million obligation to Utahns.

\g Pride emanated from the packed room. But even more preva-
y lent was a sense of thanks. In fulfilling the promises of three genera-
tions of Olympic leaders that the 2002 Winter Games would not
leave taxpayers in debt but would leave a legacy, Romney reserved
special praise for the volunteers.

Mike Gorrell, The Salt Lake Tribune

 Introduction to Event Management

Although the size of the Olympic Games in terms of expendi-

ture, sponsorship, economic impact, and worldwide audience would
undoubtedly put it in the category of mega-event, it is worth com-
paring its size with, for example, that of the Maha Kumbh Mela
(which translated means the "Great Urn Fair"), the largest religious
gathering in history. During the 2001 event, approximately 70 million
Hindu pilgrims converged on the Ganges and Yumana Rivers in Al-
lahabad, India, for a sacred bathing ritual that devotees believe will
purify and break the cycle of reincarnation. The gathering takes place
every 12 years. The 2001 festival, described as the "Greatest Show
on Earth," was arguably the largest gathering of humanity ever for
a single event.

Regional Events

Regional events are designed to increase the appeal of a specific

tourism destination or region. FAN Fair, the world's biggest country
music festival, held annually in Nashville, Tennessee, the Kentucky
Derby, and Arts in the Park, a Memphis art festival, are all examples
of tourist destinations achieving market positioning for both domes-
tic and international tourism markets through their annual events.

Although Mardi Gras is celebrated in cities around the world, it's

hard to imagine the annual celebration not being held in New Or-
leans, since it has been historically based there. This event attracts
local and international visitors to New Orleans and has a significant
positive financial impact on the city. The annual National Cherry Blos-
som Festival in Washington, D.C., is another good example of a re-
gional event.

Major Events
These events attract significant local interest and large numbers of
participants, as well as generating significant tourism revenue. As an
example, Chinese New Year celebrations are held in many capital
cities. In Honolulu, the event includes many festivals and traditions

for the New Year, including the Lion Dance, Lantern Festival, parades,
and Dragon Boat races. Friends and relatives of the Chinese commu-
nity often visit at this time.
Most major have a convention center capable of holding
cities
large meetings, trade shows, and conventions. Chicago's McCormick
Place is known as North America's premier convention facility and at-
tracts more than 4 million trade and public show visitors annually.
The McCormick Place Complex comprises three state-of-the-art build-
ings and has a combined total of more than 2.2 million square feet of
exhibit space, 1.6 million square feet all on one level, making it the na-
convention center.
tion's largest
Following is a listing of some of the shows scheduled in 2003,
which gives an idea of the magnitude of the large meeting and
Chapter One

convention industry business. An asterisk before an entry indicates

that the event was open to the public.

Chicago Boat, RV & Outdoor Show

The International Housewares Show
International Air-Conditioning, Heating & Refrigeration Show
'Carquest World of Wheels '03

ProMat
Aventis Awards, Launch Meeting
'The New Super Sale
'Chicago Automobile Show
'World Discount ClubShow & Sale
Customer Relationship Management
'International Cluster of Dogs
'Supercycle Show & Parts Expo
Chicago Dental Society's Midwinter Meeting
National Manufacturing Week
Building Service Contractors Association International
'Chicago Chevy Vette Fest
Global Shop
Association of Perioperative Registered Nurses
American College of Cardiology (Heart House)
Voll Expo
'An Expo for Today's Black Woman
Risk and Insurance Management Society
CSI at Construct America
Import Revolution
CMM International
American Urological Association, Inc., Annual Meeting
The 2003 Supermarket Industry Convention & Education Ex-
position
International Fancy Food & Confection Show 2003
Digital Solutions Forum
All Candy Expo
Annual Restaurant, Hotel-Motel Show
The ASI Show
American Society of Clinical Oncology
AAVS/SVS 2003 Joint Vascular Meeting
NCTA National Show
Retail Systems /VICS Collaborative Commerce
 Introduction to Event Management 7

National Plastics Exposition

John Hancock All Star Week Fan Fest
Institute of Food Technologists
Kehe Food Distributors, Inc.

'Hot Import Nights

The National Hardware Show Building Products Exposition
'Extreme Autofest
ICCMCRM/Field Solutions
Islamic Society of North America
Life@50+: A Celebration of You
National Safety Council
Interscience Conference of Antimicrobial Agents of Chemo-
therapy
The Motivation Show
Frontline Solutions
PPAI Business Forum & Marketplace
Import Xpression Showcase Tour
Council of Logistics Management
Graph Expo
Club Industry
National Association of Convenience Stores
International Sanitary Supply Association
American College of Surgeons
National Minority Supplier Development Council
American Meat Expo
World Wide Food Expo
National Association for the Education of Young Children
American Speech Language Hearing Association
Fabtech
Workers Compensation & Disability Conference & Exhibit
Annual Meeting of Radiological Society of North America

Minor Events
Most events fall into this last category and it is here that most event
managers gain their experience. Almost every town, city country, and
state in the United States host annual events. For example, Rhode Is-
land, our smallest state geographically speaking, lists on www
.visitrhodeisland.com 234 annual festivals including the Newport
Winter Festival and the Miller Lite Hall of Fame Tennis Championship,
as well as the Wickford Cup Race (a race for plastic sailboats). In the
category of agricultural fairs and expos, there are literally thousands of
 1

s Chapter One

Anchorage appeals to every taste and every style. Fur Rendezvous Winter Carnival
From festivals and arts activities, to sporting events, February 20-March 7, 2004
theatrical and musical performances, visitors will al- It's wild. It's wacky. Lefs Rondy! The sixteen-day win-
ways find something exciting to experience in An- ter festival features many favorite activities such as
chorage, Alaska. The list below highlights a few of the the FurRondy Grand Parade, Snowshoe Softball, Ice
many activities taking place throughout the next year. Bowling, Fur Rondy Melodrama, Snow Sculpture
competitions, and the Miners and Trappers Ball just
OCTOBER 2003 to name a few! For more information, please call
Johnson/Nissan Hockey Classic (907) 274-1 77 or visit www.furrondy.net or email
October 17-18, 2003 info@furrondy.net
See four top-ranked college teams compete in this
fast-paced hockey tournament. For more informa- MARCH 2004
tion, please call (907) 786-1 230 or explore online at Iditarod Trail Sled Dog Race
www.goseawo I ves .com March 6, 2004
More than 1,000 dogs line up on Fourth Avenue in
NOVEMBER 2003 Anchorage to start the world's most famous dog race.
Carrs/Safeway Great Alaska Shootout Mushers trek 1 ,049 miles by dog sled following old
November 28-30, 2003 (Thanksgiving weekend) gold rush trails in what is known as "The Last Great
Famous basketball tournament featuring some of the Race On Earth" from Anchorage to Nome. For more
finest college teams in the United States. The information, please call (907) 376-5155 or visit
women's tournament features University of Alaska, www.iditarod.com or email iditarod@iditarod.com
Brigham Young University, Clemson, and Mount St.
Mary's. The men's tournament features University of Tour of Anchorage
Alaska, Duke, Houston, Liberty, Pacific, Purdue March 7, 2004
Seaton Hall, and Southwest Texas State. For more Glide along the city's many downtown ski trails dur-
information, please call (907) 786-1 230 or look on- ing this annual race —
a premier marathon that is part
line at www.shootout.net of the American Ski Marathon series. For more in-

formation, please call (907) 561-0949.

JANUARY 2004
APRIL 2004
WinterFest at Alyeska Resort
January 30-February 1, 2004 Alyeska Resort Spring Carnival
Alyeska Resort hosts the annual outdoor celebration April 17-18, 2004

of winter with fun activities for all ages including The Alyeska Spring Carnival celebrates its 27 ,h year,
snowboard competitions, the
the Polar Bear Plunge, which wildly welcomes spring with great skiing,
Mountain Bike Slalom, wine tasting, evening zany events like the "Slush Cup," prizes and activi-
parties and kid's games and activities. For more ties, a beach party, food, drinks and fun. For more in-

information, please call (907) 754-1111 or visit formation, please call (907) 754-1111 or visit
www.alyeskaresort.com or email info@alyeskaresort www.alyeskaresort.com or email info@alyeska
.com resort.com

FEBRUARY 2004 Native Youth Olympics

April 24-26, 2004
Symphony of Seafood
More than 00 young people from across the state
1
February 7, 2004
Experience a showcase of new
of Alaska come
together in Anchorage to demon-
Get a taste of Alaska!
strate and compete in their favorite Native games.
products made from wild Alaskan salmon and other
The Native Youth Olympics is an amazing demon-
delectable seafood, and vote for the People's Choice
stration of Alaska Native tradition. For information,
Award during the public tasting. Creative seafood
call (907) 265-5986.
dishes are featured throughout January at many local
Anchorage more information, please
restaurants. For
call (907) 276-7315 or visit www.symphonyofsea (continued)
food.com or email afdf@compuserve.com

figiin 1-1 A Selection of Anchorage Events for October 2003-September 2004.

 Introduction to Event Management

JUNE 2004 Bear Paw Festival

IBEW Ship Creek King Salmon Derby July 7-11, 2004
Eagle River hosts the 1 9th Annual Bear Paw Festival.
June (TBA)
Fish for king salmon and win great prizes in down- The celebration features a parade, 5K Fun Run, car-
town Anchorage. For more information, please call nival, classic car show, Miss Bear Paw Pageant, Slip-

(907) 276-6472 or visit www.anchoragederbies pery Salmon Olympics, quilt show, auction and the
.com Teddy Bear Picnic. For more information, please call
(907) 694-4702 or visit www.cer.org
Wild Salmon on Parade
Kicks off with King Salmon Derby AUGUST 2004
Hook into this outrageous school of fish! Twenty- Anchorage Silver Salmon Derby
one wacky, whimsical, and definitely wild, artistic TBD (depending upon Fish and Game)
designs are swimming through downtown Anchor- More than $10,000 in prizes and daily drawings will
age in a sea of culture. Can't wait to glimpse these be given away. Tickets available at CARRSTIX outlet
flashy fish? Virtual tours are available online and during the Derby at the Ship Creek Derby booth
www.anchorage.net between the Comfort Inn and the railroad station. Pro-
ceeds benefit Foster Grandparent and Senior Com-
Alaska Run for Women
panion programs. Catch a big one at Ship Creek in
June 5, 2004
downtown Anchorage. For more information, please
Since it's inception, the Alaska Run for Women has
call (907) 276-6472 or visit www.anchoragederbies
raised more than $1 million to fight breast cancer.
.com
Nearly 5,000 women participate each year in the
five-mile and one-mile runs. Alaska State Fair
Palmer Fairgrounds
Juneteenth
Aug. 26-Sept. 6, 2004
June 11-19, 2004
Enjoy Alaskan food, music and crafts, along with
A celebration of freedom and diversity with three
agricultural contest, concerts, the Alaska State
days of fun for kids and families.
Rodeo, the demolition derby, and much more! For
Mayor's Midnight Sun Marathon more information, please call (907) 745-4827 or

June 22, 2004 visit www.alaskastatefair.org

The Mayor's Midnight Sun Marathon is always held
SEPTEMBER 2003
the Saturday closest to June 30th. Celebrate Solstice th
5 Annual Alyeska Blueberry and Mountain
by taking part in the Mayor's Midnight Sun Marathon
Arts Festival
which features five events: 26.2 marathon, 26.2
September 4, 2004
marathon walk, half marathon, five mile fun run,
Enjoy a weekend full of great food, wine, creative
and the youth cup. For more information, please call
arts and rousing folk music. For more information
(907) 343-4474 or visit www.goseawolves.com or
call (907) 754-1 111, online at www.alyeskaresort.
email mceleaji@ci.anc.ak.us
com or email info@alyeskaresort.com
JULY 2004
Girdwood Forest Faire FOR MORE INFORMATION:
2004
July 4-6, These events are subject to change. Please visit
This annual event features a parade and fun run. Arts www.anchorage.net for a complete event listing or
and crafts booths weave throughout the forest. There call (907) 276-41 18.
are food, games, music and fun for all ages, as well
as the Midnight Sun Paragliding Fly-In and 5K Fun
Run. For more information, please call (907) 566-
9039.

Source: Reproduced with the permission of the Anchorage Convention and Visitors Bureau.
10 Chapter One

county, state, and regional events held each year, the largest being the
Texas State Fair, which draws over 3 million attendees each year. The
Texas State Fair utilizes the services of over 15,000 volunteers and has a
waiting list of thousands of additional eager volunteers. In addition to

annual events, there are many one-time events, including historical, cul-
tural, musical, and dance performances. At one such event, parents were

proudly watching their tap-dancing offspring performing in their ex-

pensive, colorful costumes. Their proud expressions turned to dismay
when several dancers landed on their rear ends, having slipped on a
wet stage. Quick-thinking organizers covered the stage in a mixture of
soft drink and cleaning powder, a solution that enabled the show to go
out without danger of slips and falls to the performers all in a day's —
work for the event team! Meetings, parties, celebrations, conventions,
award ceremonies, exhibitions, sporting events, and many other com-
munity and social events fit into this category. Figure 1-1 gives a sam-
pling of regional events held during a one-year period in Anchorage,
Alaska.

^upes of Events
In terms of type, events may be categorized as follows.

Sporting

The United States recently hosted one of the world's largest sporting
events, the 2002 Winter Olympics, with people around the globe tun-
ing in to watch. The opening ceremonies alone were rated 57 percent
higher than NBC had for Sydney's Summer Olympics opening cere-
mony and 49 percent higher than CBS for the winter games in
Nagano, Japan. The success of the 2002 Winter Olympics, held in Salt
Lake City, Utah, can be attributed only to a management team, who
despite a rocky start, laced with controversy, knew how to pull off
such an extravaganza.
Sporting events are held in all towns, cities, counties, and states
throughout the nation. They attract international sports men and
women at the highest levels. Tennis, golf, baseball, football, basketball,
downhill ski racing, and car racing are just a few examples. These
major events are matched at the local level by sporting competitions
for players at all levels. For example, the Pro Am, held annually at
most golf courses, allows members to play with professional golfers.
This event is usually the highlight of the golfing calendar and requires
considerable effort by the team supporting it, including the PGA, the
club committee, the club manager, the club professional, ground staff,
club administration and catering.
 1

Introduction to Event Management 1

Two very different types

of sporting events: the
America'sCup Race
(shown below), which is
a worldwide yacht race
held every four years,
and a Peewee Soccer
Tournament in Austin,
Texas.
Source: Tom
Raymond/Getty Images
Inc./Stone Allstock.

Source: Stephen Dunn/Getty Images, Inc./Allsport

Photography.
12 Chapter One

Entertainment, Arts, and Culture

Entertainment events are well known for their ability to attract large
audiences. In some cases, the concerts are extremely viable from a fi-

nancial point of view; in others, financial problems can quickly esca-

late when ticket sales do not reach Timing and ticket pricing
targets.
are critical to the financial success of such events. According to the
2002 edition of the Statistical Abstract of the United States, published
by the U.S. Census Bureau, 31,700,000 individuals attended Sym-
phony Orchestra Concerts in 2000, the latest year that data were avail-
able. Also, 11,700,000 people attended Broadway Show Road Tour
performances, and 6,700,000 attended the opera. In fact, 9.4 billion
was spent on attending cultural events. Many U.S. art galleries and
museums hold special exhibitions that meet the earlier definition of an
event. The American Association of Museums reported that
865,000,000 people visit U.S. museums each year. These statistics don't
even touch on the thousands of local art fairs and music festivals held
in every corner of the country each year.

Commercial Marketing and Promotional Events

Promotional events tend to have high budgets and high profiles. Most
frequently they involve product launches, often for computer hard-
ware or software, perfume, alcohol, or motor cars. One such market-
ing activity dazzled attendees with its new launch motorbikes riding
overhead on tightropes, with special-effect lighting.
The aim of promotional events is generally to differentiate the
product from its competitors and to ensure that it is memorable. The
audience for a promotional activity might be sales staff, such as travel
agents, who would promote the tour to their clients or potential pur-
chasers. The media are usually invited to these events so that both
the impact and the risk are high. Success is vital.

Meetings and Exhibitions

The meetings and conventions industry is highly competitive. Many

conventions attract thousands of people, whereas some meetings in-

clude only a handful of high-profile participants.

Festivals

Wine and food festivals are increasingly popular, providing a partic-

ular region the opportunity to showcase its products. Small towns
such as Kenniwick in Washington state and Mountain View in Cali-
fornia attract interest with their food and wine festivals. Many wine
regions hold festivals, often in combination with musical events, such
as the Portland Jazz Festival. Religious festivals fall into this category,
too, and the United States' multicultural community provides rich
 Introduction to Event Management 13

IL

1 ' "• - ^tt^r

JM
^^k
Sslb^^^^^^ k ^ ^d/Er
41
"
KlK^t.
A balloon artist captivat-
ing a child at an Irish
Festival.

opportunities for a wide range of festivals. Chinese New Year and

Championship Native American Pow Wow at Traders Village, Texas,
are good examples.

Family

Weddings, anniversaries, bar mitzvahs, and nowadays, divorces and

funerals all provide opportunities for families to gather. Funerals are
increasingly becoming big events with nontraditional coffins,
speeches, and even entertainment. It is important for the event

Even a small garden

wedding must run
smoothly to be a suc-
cess.
14 Chapter One

manager to keep track of these changing social trends. For example,

Asian tourists are a big market for the wedding industry, with many
couples having a traditional ceremony at home and a Western wed-
ding overseas. Hawaii competes with many other international des-
tinations for this market.

Fundraising

Fairs, which are common most communities, are frequently run by

in
enthusiastic local committees. The effort and the organization required
for these events are often underestimated. As their general aim is rais-
ing funds, it is important that children's rides and other such con-
tracted activities contribute to, rather than reduce, revenue. Sometimes
the revenue gained from these operations is limited. There is also the
risk that attendees will spend all their money on these activities and
ignore those that are more profitable to the charitable cause. A num-
ber of legal requirements must be met by the charitable fundraiser,
and these are covered in Chapter 4.

Miscellaneous Events

Some events defy categorization. Potatoes, walnuts, wildflowers,

roses, dogs, horses,teddy bears, and ducks all provide the focus for
an event somewhere in the United States. The following list shows
some of the events held in Texas each year and demonstrate how var-
ied these can be in terms of size and type:

Nolan River Dog Show

Annual Southwestern Exposition and Livestock Show & Rodeo
Martin Luther King Parade
Frontier Days
The Annual Texas Cowboy Poetry Gathering
Mardi Gras of Southeast Texas
Parade of Quilts
Annual North Texas Irish Festival

Annual Redbud Day & Romp

Annual Joy Ride Rod Run
Tons of Suds for Scleroderma
Springfest —Wine, Art and Food Festival—Texas Style
Annual Texas Storytelling Festival
Bayou City Art Festival
Annual Azalea Festival

Annual Bluegrass Jamboree

 Introduction to Event Management 15

RioFest
Houston: Texas Hot and Spicy Festival
Scarborough Faire, the Renaissance Festival
Rio Grande Valley Onion Festival
Kerrville Easter Festival and Chili Classic

LBJ Ranch Roundup

Spring Gardening Festival
Windfest
Poteet Strawberry Festival
Great Texas Binding Classic
Texas State Championship Fiddlers Frolics
Arbor Daze
Freer Rattlesnake Round Up
Annual Bluebird Festival
Texas Crawfish Festival
Denton Cinco de Mayo
Annual National Polka Festival
Rockport Festival of Wines
Stockdale Annual Watermelon Jubilee
Annual Fishing Fiesta

Parker County Peach Festival

Annual Great Texas Mosquito Festival
Sahawe Indian Dancer's Summer Ceremonials
International Apple Festival
Ballinger's Annual Tractor Pull
Annual State Fair
Muzikfest
Annual Official Shrimporee of Texas
Fredricksburg Oktoberfest
Marshall Fire Ant Festival
McKinney Dickens of a Christmas

Ithas to be said that the most common events are community related
and that they are run on a fairly small scale with voluntary support
and sponsorship. These events provide the potential event manager
with invaluable experience, as well as the opportunity to contribute
to their community. Every event has a purpose, and the theme is gen-
erally linked to the purpose. Analysis of even the smallest event can
provide valuable insight into the general principles that apply to man-
aging all events.
16 Chapter One

*Jhe Event Team

<

An event manager is generally supported by a team that grows enor-

mously as the event draws near. A planning team of 12 that works
together for a year can explode into a team of five-hundred for the
short period of the event. This phenomenon has been termed the
"pulsing organization" by A. Toffler, who coined the term to describe
organizations that expand and contract in size. This is particularly
appropriate for organizations such as the U.S. Open Tennis Champi-
onships, since they surge in numbers for a short period every year. The
second example comes from the 2002 Olympic Winter Games where
the head of catering had a small team working with him to negotiate
contracts with caterers in the lead-up to the Games, with his team ex-
panding to over 200 (including volunteers) in the month before the
Games. And there was only one opportunity for the whole group to
be together for a training session!
Having just mentioned contractors, it is important to note that
the event manager typically works with a number of contractors.
These could include any or all of the following:

venue managers
stage managers
lighting, audio, and video companies
decorators and florists
entertainers
employment agencies
rental companies
public relations and marketing consultants
security companies
catering companies
cleaning companies
ticketing operations
printers

For some events, the manager is also required to become a liai-

son with government agencies at a range of levels, from local gov-
ernment through to federal government. Local councils deal with
event planning and approval; state governments sometimes provide
approvals for traffic and policing; and the federal government gives
advice on protocol for international dignitaries. These relationships
will be explored further when looking in more detail at the planning
and staging of an event (Chapters 9 and 11).
 Introduction to Event Management 17

(jode of Ethics

As with all modern professions, the presence of a code of ethics can

enhance the reputations of those involved and can assist customers to

feel confident in their choice of event manager, supplier, or contractor.
The International Special Events Society (ISES) has the follow-
ing code of ethics:

y • Promote and encourage the highest level of ethics within the pro-
fession of the special events industry while maintaining the high-
est standards of professional conduct.
\f • Strive for excellence in all aspects of our profession by performing

y consistently at or above acceptable industry standards.

y Use only legal and ethical means in all industry negotiations and
y activities.

it Protect the public against fraud and unfair practices and promote
y all practices which bring credit to the profession.

y Maintain adequate and appropriate insurance coverage for all

y business activities.
y Maintain industry standard of safety and sanitation.
y • Provide truthful and accurate information with respect to the per-

formance of duties. Use a written contract stating all changes, ser-

vices, products, performance expectations and other essential

information.
• Commit to increase professional growth and knowledge, to attend
educational programs and to personally contribute expertise to
meetings and journals.
• Strive to cooperate with colleagues, suppliers, employees/employ-
ers and all persons supervised, in order to provide the highest
quality service at every level.
• Subscribe to the ISES Principles of Professional Conduct and
Ethics, and abide by ISES By-laws and Policies.

yjcise Study

A group of university students decided to hold a rock concert in the

mountains in June and advertised the concert on the Internet. Three
bands attended the three-day concert, and there was twenty-four-
hour music. One young girl described the entire situation as living
hell, although why she stayed is unfathomable. "The dance area was
in a valley and to get a drink of water you had to climb a steep hill.
Even then, the water was dirty and brown. The restrooms were so far
away that nobody bothered to use them. The music pounded all night
18 Chapter One

and the floor in the cabin we were in vibrated so you couldn't sleep.
8
Mimniary My friend got sick
didn't have a clue.
and there was no medical help. The organizers
They just wanted to make a fast buck."
In this chapter we have
introduced you to some • What are some of the things that could go wrong, or have gone
of the unique character-
wrong, at similar events?
istics of events, one
being that they are often
• List three ways in which the organizers were negligent.

one-off or annual occur- • List three ways in which the event could have been improved.
rences, thus creating a • This event was described to the authorities as a cultural festi-
high level of risk. This
val. Do you think it belongs in that category?
characteristic means that
• The legal compliance issues of such an event will be covered in
the event team has only
one opportunity to get
a later chapter. However, what are some of the ethical issues in-

everything right. Most volved in this event and in others?

events take months or
even years to plan, de-
pending on the type and ctivity
size of the event.
their focus varies,
And
from
<&
Investigate two events (ideally two that are quite different from each
the strictly commercial
other),and describe them in detail. You might like to do your research
product launch to
on the Internet, starting with one of the state tourism Web pages such
school sporting and art
as www.travelsd.com (South Dakota's tourism Web site),
competitions that aim to
raise funds with the help
www.chicago.il.org (the city of Chicago's Web site), or www
of the local community. .visitrhodeisland.com (Rhode Island's Tourism Web site); or you could
visit your local council.

& inks

www.kumbhallahabad.com/ (Maha Kumbh Mela Festival)

www.ises.com (International Special Event Society)
www.bigtex.com (Texas State Fair)
www.travelsd.com
www.chicago.il.org
www.visitrhodeisland.com
 Chapter Two
Concept and Design

The Daddy of 'em All™ is the World's Largest Rodeo & Western
y Cheyenne Frontier Days was established 1897
V Celebration. in in
On completion
y Cheyenne, Wyoming and will attract over 1,800 contestants, com-
you
y peting in nine performances for $1 million in total prize money in
of this chapter,
will he ahle to
2004. Since its inception Frontier Days has focused on volun-
teerism, civic participation, attracting visitors to Cheyenne, WY,
providing a festive spirit for all involved and running a stellar
y rodeo.
establish the purpose
y of an event;
y The rodeo's history dates back to the late 1800's when the develop a theme and
y country was trying to recover from tough economic times. decor that is consis-
y Cheyenne's Mayor William Schnitger was looking for some way to tent with the pur-
y stimulate the economy of his dusty little town in the high-plains pose;
About that time a passenger agent with the Union analyze the needs of
y desert. Pacific
the event audience;
y Railroad Company came through town and encouraged both the
y mayor and the editor of the local newspaper to put on a festival or review financial and
y fair. The railroad employee thought this would make Cheyenne a
other resources;
identify an appropri-
destination and increase traffic on the railroad.
atevenue to suit the
Not only has Cheyenne Frontier Days helped to put the town
purpose of an event;
on the map, it continues to stimulate the local economy and has be- establish the timing
come the world's largest outdoor rodeo. and duration of an
event; and
www.cfdrodeo.com
review the logistical
requirements of an
event.

TO olunteerism and community support are the backbone of

V Cheyenne Frontier Days that injects millions of dollars into the
region's economy. The rodeo is held the last week of July each year
and includes 40 bull rides, 28 bareback rides, 28 saddle bronc rides,
15 rookie saddle bronc rides, a wild horse race involving 16 three-
man teams, among other events. The support of more than 2,500 vol-
unteers contributes to the execution of this event and its long-standing
success. It is an excellent example of a concept that has worked and
continues to work.
19
20 Chapter Two

Steer wrestling at the

rodeo.
Source: Reproduced with
the permission of Cheyenne
Frontier Days.

In this chapter we will look at event concept and design — the

creative element that inspires many to embark on careers in event
management. Although it is absolutely essential to be creatively in-
spired, it is likewise essential to understand that innovative ideas
must also be reasonably practical owing to the limitations of cost,
venue, and safety. The other limitation on creativity is the taste of the
client. In some needs to be carefully guided in his or
cases, the client
her choice of venue and theme, and both the event organizer and the
client must have a clear idea of the event's purpose.
Let's look first at the elements of an event that have an impact
on the development of the overall concept.

(£)([ doping th( Concept

There are numerous elements that need to be considered in develop-

ing an event concept. They include the purpose of the event, the event
theme, the venue, the audience, available resources, the timing of the
event, and the skills of the team. The most important of these ele-
ments is the purpose, although the purpose is strongly linked to the
theme and the venue.
 Concept and Design 21

Purpose of the Event

The purpose of the event should drive all the planning. For example,
if you were running a conference for financial planners, there could

be two quite different purposes:

1. To an exchange of information, bringing participants

facilitate
up-to-date with the latest changes in financial planning soft-
ware products.
2. To achieve a memorable out-of-body experience for financial
planners in order to develop a positive association with a new
software product.

To achieve the purpose would be quite straightforward, as this

first

would require a fairly standard meeting or convention. Fulfilling the

second purpose, however, would be more difficult. For this unfor-
gettable experience, you would need a unique venue and carefully
planned activities that the participants would enjoy. At the same time,
the product would need to be reinforced constantly so that attendees
would leave with an inescapable association with it. To have the fun
without the positive association would defeat the purpose.
The focus of the first of these purposes is information, whereas
that of the second is entertainment.
Although for many events the main purpose is making a profit,
for many it is not. The Bix Beiderbecke Memorial Jazz Festival held
in Davenport, Iowa, has been an annual event for over thirty years.
Its purpose is to keep alive the memory and musical accomplishments

of the city's native son, Bix, who was a cornetist, a pianist, and a com-
poser. This festival is an excellent example of an event with a
community purpose.

Theme of the Event

The theme of the event should be linked to the purpose. Moreover, it

should be completely compatible with guest needs and consistent in
all respects. Most events adopt a color scheme that is repeated on all

items produced for the event, such as tickets, programs, uniforms,

decor, posters, and merchandise. This technique helps attendees to
identify with the theme.
The 2002 U.S. Open was an example of a fully integrated event
venue and theme. The Open adopted the theme of "Heroes," since it
took place within days of the first anniversary of the 9/11 tragedy.
All marketing materials incorporated the theme. The U.S. Open is the
largest annually attended sporting event in the world and includes
five major championships —men's and women's singles, men's and
women's doubles, and mixed doubles.
22 Chapter Two

Bix Beiderbecke Memorial Jazz Festival

HISTORY thousands of fans from throughout the United

States and even foreign countries where Bix was
The Bix Beiderbecke Memorial Society was
known and revered as a jazz legend. It is gener-
founded in 1972, in Leon Bismark (Bix) Beider-
ally held over a four-day period in late July.
becke's hometown of Davenport, Iowa. The pur-
Davenport, Iowa, on the banks of the Mis-
pose of the Society is to help keep alive the
sissippi River, is part of the Quad-Cities, a met-
memory of this musical genius alive. Bix received
ropolitan complex of about 350,000 with ample
lasting worldwide fame as a cornetist, pianist, and
hotels, motels, and venue sites as well as air
composer. The Society also believes that jazz is a
transportation (Moline, Illinois, International Air-
national treasure and that it should be preserved.
The area goes
port). all out to make visitors feel
Many have called Bix "an enigma." After all,
welcome.
how probable was it that a mostly self-taught
There are always at least nine bands alter-
young man from the mid-sized Iowa town on the
nating between various venues, and concert
Mississippi River would ever play and compose
prices are extremely reasonable. Board members
such incomparable music?
and over three hundred volunteers donate their
Bixwas born on March 1 0, 903, blazed like
1
time and energies to make the "Bix Bash" bigger
a jazz comet through the "Roaring 20's," and
and better every year. Board members see the So-
died, worn out and deathly ill on August 6, 1931,
ciety's goals, in addition to paying tribute to the
at the age of only 28.
genius of Bix, as including educating young peo-
How likely was it that he would be little
ple to the traditions of jazz through lectures and
more than an asterisk to the Jazz Age, if that, or
seminars and by actually learning and playing the
that in more recent years he would be the sub-
music. The Bix Beiderbecke Youth Band is made
ject of three films, at least five books, countless
up young musicians selected from area high
of
magazine and newspaper articles, and conversa-
schools and is always on hand to demonstrate its
tionwherever jazz fans and musicians gather?
proficiency at the festival.
In his biography Sometimes I Wonder, friend

and fellow musician Hoagy Carmichael wrote, "He

FUNDING
was our golden boy, doomed to an untimely end."
Hoagy also said, "In Harlem, in Hollywood, in the Putting on an annual festival the size of this mu-
Chicago South Side, in Le Jazz Hot joints in Paris sical tribute to Bix is tremendously expensive, and
where the city folk come to listen to his records, ticket fees alone cannot begin to sustain it. The

they still talk of Bix Beiderbecke." An unknown jazz festival's success dependent upon grants, spon-
is

musician perhaps summed up the essence of Bix: sors, and donations large and small from Bix fans
"Once you hear him blow four notes on that horn, and supporters, www.bixsociety.org
your life will never be the same."

ANNUAL FESTIVAL

The first Bix Beiderbecke Memorial Jazz Festival

was held in 1972. Each year the festival, fondly
referred to by many as the "Bix Bash," draws
 Concept and Design 23

There are an endless number of potential themes, limited only

by your imagination and the size of the customer's pocket. Some ex-
amples include the following:

• historical
• geographical and cultural
• sporting
• film, music, and entertainment
• artistic

• food
• objects (i.e., flowers, animals, boats)

When coming up with ideas for a theme, it is most important to con-

sider the range of suitable venues available, keeping in mind the
constraints of budget and other considerations.

A hall transformed into a

jungle theme complete
with a carved ice bar.
Source: Reproduced with
the permission of
IceCulture.
24 Chapter Two

Venue for the Event

The event manager needs to carefully consider the planning impli-

cations of choosing an unusual venue in preference to a standard
venue requiring decoration only to match the theme. Lighting, sound,
and catering also provide challenges in unusual settings. This treat-
ment will become more evident in the logistics section later in this
chapter and in Chapter 3. The following are examples of unusual
venues:

demolition site

parking lot

tunnel
museum
research facility
amusement park
orchard
vineyard
aquarium

There are over six hundred convention centers located through-

out the United States. (See the Internet address in the Links section at
the end of this chapter.) In addition, in most cities there is a host of
meeting rooms available for events. Many of these venues provide
enormous flexibility and can be readily transformed to meet the re-
—
quirements of the theme. The range is extremely wide from hotel
banquet rooms to theaters to sporting venues. When considering the
choice of venue, the event organizer needs to look at a number of fac-
tors, including the following:

potential to fulfill the purpose of the event

ambience
location
access by public transportation
parking
seating capacity
features (such as stages)
cost of decoration, sound, and lighting

cost of labor
logistics of setting up
food and beverage facilities

safety
 Concept and Design 25

There are many, many factors that need to be taken into account in se-
lecting an event venue, but the overall strategy should be to aim for the
best possible fit with the client's and the audience's needs at the low-
est possible cost. If all stages, props, carpets, seating, portable kitchens
and refrigerators, and so on have to be procured, the cost will be very
hard to justify —even if the venue seems perfect in other ways.

Event Audience

When organizing an event, must be con-

the needs of all participants
sidered before finalizing the concept. At a recent event,
well-known
a
wheelchair athlete was invited to give a presentation attended by sev-
eral thousand people. The event center was unable to provide a ramp
to the stage for her wheelchair and wanted to compromise by asking
members of the audience to lift her chair onto the stage. This treatment
was clearly unacceptable. In the example of the entertainment-based
event held for the financial planners (conservative stereotype!), an or-
ganizer would be wise to challenge normal behavior and to encourage
participation in unusual activities. However, great care would need to
be taken to ensure that such an audience was not pushed beyond its
conservative limits. At a similar event, an event coordinator found that
persuading the audience members to wear unusual hats was all that it
took to break them out of their normal patterns of interaction. Of course,
every audience is different, and the event manager needs to go with
the flow and to direct the event to meet audience response. This method
can involve sudden changes in plan.

Financial Considerations

The management will be covered in detail in Chap-

topic of financial
ter 7.However, it is an important consideration at this early stage of
event concept and design. Initial financial estimates can get out of
control very easily, and the choice of event concept can certainly con-
tribute to this problem. Otherwise good ideas should be knocked on
the head at an early stage if they do not appear financially viable, be-
cause it is possible to come up with concepts that are startling in their
simplicity and where the creative
that are also cost effective. This is

and the rational aspects of the event manager's abilities can come into
conflict. Very often the creative aspect wins —
sometimes at the ex-
pense of the company's profit on the event.

Timing of the Event

The timing of an event is often linked to the season or weather. For

example, a food-and-wine festival would be better programmed
for early autumn than for mid-summer when the heat would be
26 Chapter Two

intolerable for both the audience and the vendors. And mid-winter is
certainly not the time to hold a flower show. Although this might
seem obvious, it is surprising how often events are programmed to

occur at very unsuitable times. The timing of sporting events is, of

course, limited by the sporting season and their traditional competi-
tions.Broadcasting the event to international audiences is another
consideration. Evaluation of an event concept must take into account
the following four time-related factors:

1. season
2. day of the week
3. rime of dav
4. duration

Generally, the weather does affect an event. Depending on the

type of event, too much snow or not enough snow in the case of an
outdoor winter festival could determine the success of an event. Rain
or high temperatures can affect summer festivals. Events that are
scheduled too close to holidays or to other community events may
have poor attendance. Certain times of the year seem to have an over-
supply of events. Wise event planners take into consideration the time
of year, normal weather patterns, and already scheduled events that
may draw attendees away.

Event Team, Contractors, and Other Stakeholders

The skills of the event team and, just as importantly, the contractors,
such as lighting technicians and catering staff, are an important con-
sideration in terms of concept development. Because staff who are
working at most events have very limited opportunity for training, job
breakdowns and task sheets become essential aspects of planning. In
addition, stakeholders such as the police, emergency services, and
the Environmental Protection Agency, as well as the local transit au-
thority, have all sorts of requirements that could challenge the feasi-
bility of an event, and these must be investigated.

$ nalyzing the Concept

The following elements will be covered only briefly here, since they
are revisited in a number of later chapters. The aim of introducing
them awareness of the problems and pitfalls
in this chapter is to raise
that can occur if they are not considered at this early stage of concept
development. In addition, if not dealt with, they can have a negative
impact on the event manager's creativity.
 Concept and Design 27

Competition

Prior to involvement in any event, it is essential to conduct an analy-

sis of your competition. This involves looking at the timing and du-
ration of other events, even if they are unrelated. Because people have
limited disposable income, festivals and events tend to be nonessen-
tial items in most family and tourist budgets.

Regulations

A wide range of laws and regulations have an impact on the staging

of events, and these can severely limit creativity. As a simple exam-
ple, releasing balloons into the atmosphere is considered environ-
mentally unfriendly. Parking, traffic, and neighborhood impact,
especially in terms of timing and noise, are all aspects that require
the event manager's liaison with local or state government.

Marketing

How to sell an event is a very important part of the initial planning,

the timing of your marketing efforts being crucial. Do you advertise
months beforehand, or the day or the week before? Will the audience
turn up on the day? How can you encourage them to do so? What
medium should be used for advertising the event (local TV, radio,
magazines, newspapers, direct mail, etc.)? The key is to know your au-
dience and to become visible to them. Should you sell tickets in ad-
vance? (Many events actually have no advance ticket sales.) All these
questions require the decision-making skills of the event manager or
the event management team.

Community Impact
The impact of an event on the local or wider community and others
is a major consideration of the planning stage. Because local lobby

groups can create extreme difficulties for the unprepared event

organizer, it is absolutely essential that community benefits are ex-
plained and that other impacts are considered as part of the event
proposal.

Risk

At this point you must be aware that for most events, the weather is

the greatest risk to attendance and enjoyment. (You will be reminded

of this fact at several points throughout this book.) Measures to coun-
teract the impact of weather are essential aspects of event feasibility
planning. You must also be aware that insurance premiums will be
linked to the perceived risk to the safety of participants.
28 Chapter Two

Revenue and Expenditure

Finally, losing money is the fastest way to get out of the event busi-
ness. For this reason, the event concept (and the investment in event
design) needs very careful analysis.

(Resigning the £vent

Consistency and links to the purpose of the event are all essential
parts of the creative process in designing an event. The following are
the main creative elements that must be considered.

Theme
As Goldblatt theme should ideally appeal to all
(1997) points out, the
and auditory. If the aim of the event
senses: tactile, smell, taste, visual,
is to create a unique and memorable experience for the audience, then
appealing to all the senses will contribute positively to the outcome.

Keep mind; once again, the needs of the audience when planning,
in
for example, what music will be played. As we all know, taste in music
and desirable sound level vary enormously from one audience to
another.

Layout

This creative element is so often given far too little consideration.

Consider events that you have attended in which you have felt so-
cially uncomfortable. Your discomfort was generally the result of
being in too much open space or of being in a cramped space, having
too much light or not enough light, or having just a limited opportu-
nity for people to mix. The worse scenario is being seated at a long,
wide table where you are too far away to talk to those opposite and
are stuck with people you have little in common
with on your left
and right. And to add insult to injury, the venue is ablaze with bright
lights. Worse still is the cocktail party in a huge ballroom where a
—
small circle develops in the center not small enough, though, for
everyone to talk. The audience needs to comfortably fill the venue to
create a positive ambience.

Decor
Fabrics, decorative items, stage props, drapes, and table settings can
allbe rented; moreover, it is generally worthwhile investigating these
options before deciding on the event theme, since renting items can
 Concept and Design 29

reduce costs enormously. Floral arrangements need to be ordered

from florists experienced in larger events. In many ballrooms, floral
arrangements are elevated above the table, on tall stands, so that they
can be seen across the floor. Careful placement of floral arrangements
should be made when being used to decorate the tables, so that guests
can talk to each other more easily. Floral arrangements provide a dra-
matic effect.

Suppliers

Good relationships with suppliers of all commodities will ensure that

only quality products will be received, including the freshest flowers
and the best produce that the markets can supply. During most large
events, suppliers are pressed for the best quality from all their cus-
tomers at a time when volumes are much larger than usual. This is a
situation in which a good long-standing relationship with a supplier
is invaluable. It was reported that in Atlanta during the 1996 Olympic

Games, people could not buy tissues or towels anywhere. The plan-
ners of the Olympic Games in Australia planned early (especially the
menus), allowing farmers and other suppliers to sign contracts well
in advance. According to a report in Hospitality News, The Compass
Group (official catering services supplier) for the 2002 Winter
Olympics held Lake City had the job of feeding over 125,000
in Salt
people daily, including the athletes, members of the worldwide media,
judges, and officials. In anticipation of the large crowds, Compass
Foods ordered 400,000 hot dogs, 275,000 pounds of Certified Angus
Beef, 275,000 bottles of water, 30,000 pounds of cheese, 18,000 pounds
of pasta to be consumed, and so on.

The decor has to be carefully

considered for a special dinner
event.
30 Chapter Two

Technical Requirements

Few people would have attended an event or a meeting where there

wasn't a single technical glitch. Speakers put their notes on their lap-
top, and the screen starts changing at a phenomenal rate. Screensavers
come on when the speaker goes on too long, the presentation is halted,
and file names appear on the screen. Although none of these problems
are caused by technical support, there are ways in which they can be
reduced. Technical glitches by the contracted company are unaccept-
able. Microphones must have backups, the power supply must be as-
sured, and stages and video screens must be visible to all in the
audience. There is no substitute for wide-ranging experience, and this

is kev attribute that should be sought when choosing technical con-

a
tractors. New technology, especially anything used to demonstrate
new products, needs to be tested thoroughly, through many re-
hearsals. A backup system is essential.
There are times when a particular event concept should remain
just that and be carried no further, because it is technically impossible.

Entertainment

For some events, entertainment is central; for others, it is peripheral.

The most important thing is that the entertainment should suit the
purpose of the event, not detract from it. The needs of the event au-
dience must be carefully considered when making this decision. A
clown creating balloon art is something one would consider for a chil-
dren's party. However, the same idea (with different designs) could
also work extremely well at a product launch while attendees are
waiting in line for breakout sessions.

Catering

Nothing makes participants at an event more frustrated than delays

in service and poor quality food —
except, perhaps, lack of restroom
facilities! Whereas guests may have patience with other delays, they

will become verv agitated if hours are spent in long lines, especially
if these are away from the action. Food quality and selection are no-

toriously bad, as well as outrageously expensive, at many events, and

planning must take this factor into account. These days an espresso
coffee cart can be found every few yards at most events, reflecting
changes in the expectations of the audience and event managers' re-
sponse to this change. Creative event planning frequently requires
unique or unusual food and beverage products, and these can take
time to find. They may even need to be imported. Time means money,
as does importing, and both can contribute to an escalation in costs.
 Concept and Design SI

jFbgistics of the Concept

The following logistical elements must be taken into account when

considering an event concept:

• Access to the site (For example, can vehicles come close enough
for off-loading or to park?)
• Physical limitations (For example, will the size or shape of the
stairs make it impossible to move heavy equipment?)
• Dimensions of site (Is it too high, too low, too narrow?)
• Refrigerated storage (Is it sufficient?)

• Physical space for food preparation (Is it too small?)

• Restroom facilities (Are they fixed or portable?)
• Cleaning (Is it contracted?)
• Catering (Will there be any physical problems with transporting,
storing, and serving food?)
• Safety (Are emergency services, exits, fire procedures, first aid,

and so on, all in place?)

• Potential damage to the site (Is there a danger of flowerbeds
being trampled?)
• Provision of basic services (Are water and electricity turned
on?)

This chapter illustrates the careful balance required between the

creative and rational aspects of decision making when considering
an event concept. Brainstorming by the planning team will generate
ideas, but these then need to be considered as to their feasibility in
terms of the issues raised in this and subsequent chapters.

(jase Study

One event planner was asked to plan a woman's fortieth birthday

party. The woman's husband wanted a party that would be unique
and memorable not only for his wife but also for all who attended. He
was thrilled with the idea of a luncheon harbor cruise. The planner
was to arrange for the boat rental and catering and to decorate the
boat on the morning of the party.
As it turned out, there were three complications. The first was
the weather. It rained, and they could not use the top deck of the boat,
which was wonderful, but only on a sunny day. This limitation meant
32 Chapter Two

that the downstairs area became quite crowded. The harbor was also
quite choppy, and a few^ people felt seasick because of the small swell.
The thing that the planner really hadn't thought through care-
fully enough was the needs of the children who accompanied their
parents. The older ones were just bored and not difficult to manage.
The toddlers were a disaster. Mothers were on the run all afternoon
keeping up with their toddlers, who wanted nothing more than to
climb over the rails. But by the end of the afternoon, it was the mothers
who were ready to throw themselves over!
Finallv, the cruise lasted too long —
long enough for some of the
party to drink too much and long enough for others to get desperate
for dry land and peace and quiet.
The outcome of this event was a real lesson to the event planner
in planning for the audience (everyone who came), in selecting the
venue, and in timing. An evening party would have ensured that at
least the toddlers would have been left at home.

What were the three complications?

How could these problems have been avoided?
What would you suggest for a family party for a fortieth birth-
day?
List the types of events affected by weather.
What are some general suggestions for avoiding weather
problems?
How can you keep young children amused when they are part
of an event?
What would have happened if one of the guests invited to the

cruise had been in a wheelchair and there was no access ramp

to the boat? (What about accessibility on the boat? Would the
guest be able to move the wheelchair freely around the boat?
What about the bathrooms; would they be wheelchair accessi-
ble?) The ADA's Web site (Americans with Disabilities Act)
may be helpful; see www.usdoj.gov/crt/ada.

Q^ctivity

images that will inspire future event designs.

Start a collection of
These may come from a range of sources, including magazines, gift
wrap, table napkins, cards, and posters. All will give you ideas for
themes and color schemes. You may also like to begin to investigate
colors and textures by looking at fabric samples.
 Concept and Design 33

pinks
&umnmru
www.cfdrodeo.com (Cheyenne Frontier Day Rodeo) In this chapter we have
www.bixsociety.org (Bix Beiderbecke Memorial Jazz Festival) looked in detail at the

www.usdoj.gov/crt./ada (Americans with Disabilities Act-ADA event concept because it

is essential that this be

Homepage)
workable right from the
www.specialevents.com (Buyer's guide provides links to florists, en-
start. We have stressed
tertainers, fireworks, furniture, etc.)
the importance of deter-
www. conventioncenter s .us mining the purpose of
the event in conjunction
with all stakeholders.
Early in the process it is

also necessary to iden-

tify the potential audi-
ence as well as the
financial and other re-

sources required to sup-

port the event. The event
concept can then be fur-
ther developed to in-
clude the theme and the
decor, and a suitable
venue can be selected.
We also pointed out that
any logistical require-
ments of the event must
be identified early in the
planning process. The
purpose, theme, audi-
ence, and venue need to
be compatible elements
for the event concept to
be successful.
 Chapter Three
Feasibility

y The 2001 London New Year's Eve celebration was cancelled due to
y transportation and security concerns. The organizers of the event,
police and the mayor's office couldn't reach final agreements. Lon- On completion
y of this chapter, you
y don has had the reputation of hosting one of the world's largest and
will be able to
y grandest New Year's Eve celebration in the world. But there were
y too many unanswered questions left during the final planning
stages, so London's Lord Mayor cancelled the event. • discuss the feasibility
v of event concepts;
• analyze the factors
that contribute to
feasibility;
• look at infrastructure
and other event
requirements that
have an impact on
(^T^his article clearly illustrates the issues associated with feasibil- feasibility;
• look at a range of
_L ity and risk. There are many events worldwide that are cancelled
risk factors that
as a result of risk, and financial risk not the least. Careful analysis of
could have an impact
feasibilityand detailed analysis of potential risks are essential when
on feasibility; and
looking at the feasibility of an event. Anticipating risk and planning • identify ways in
preventive measures can reduce the liability of the event manage- which can be
risk
ment company. In the end, however, the event should not go ahead minimized.
unless there is an unequivocal "Yes" to the question "Is this event
feasible?"

rJQcys to Success

The following keys to success were developed by Ernst and Young,

advisers to the Olympic Games, the Emmy Awards, and the PGA
Tours (adapted from Catherwood and Kirk, 1992):

• Is the event a good idea?

• Do we have the skills required to plan and run the event?
35
36 Chapter Three

• Is the host community supportive?

• Do we have the infrastructure in the community?
• Can we get a venue at a price we can afford?
• Will the event attract an audience?
• Will it attract media support?
• Is it financially viable?
• Are the success criteria reasonable?

These questions will be used in this chapter to look at the topic of fea-
sibility. In addition to the nine questions listed, we will ask one final
question, "What are the risks?" Risk management is one of the most
important concerns for the event manager. As mentioned in the first
chapter, events can go spectacularly
but they can also go spec-
right,
tacularly wrong. For an event manager
be involved in an event
to
that goes wrong is not only career limiting but also catastrophic. The
opportunity to run another event will not occur, and thus an alterna-
tive, vastly different career will need to be considered. This is partic-
ularly the case if people are injured or if the event proves to be a
financial failure. As mentioned earlier, risk for most business opera-
tions is spread more evenly than it is for the event manager or the
event management organization. A bad day's trading for a company
that trades all year is not as problematic as a bad day's trading for a
one-day event! In order to consider the questions posed by Ernst and
Young, we will focus on two very different examples: the issues that
were raised prior to the 2002 Winter Olympic Games and a proposal
for a very small local event, a weekly farmers' market.

Is the Event a Good Idea?

Although this question appears quite simple, there are many event
management teams more and more frequently
that ask this question
as the event drawsThe measure of public support for the 2002
near.
Olympic Games far exceeded the organizers' expectations as evi-
denced by robust ticket sales. After only a few days into the games,
officials from SLOC (Salt Lake Olympic Committee) announced that
they had already passed their $180 million goal for ticket revenue,
selling 94 percent of 1.6 million tickets. By the end of the games, re-
ports were given that ticket sales far exceeded all expectations. No
doubt the organizers had asked the preceding question many times
in the months leading up to the event —
and hopefully before they
—
made the bid only to have their doubts resolved at the last minute
when record ticket sales were reported. It is a major question for any
city bidding for the Olympic Games, and one that needs to be care-
fully considered at an early stage of the process.
 Feasibility 37

In the case of the farmers' market, the organizers must first de-
termine the purpose of the event. Is it to raise the profile of the area
and its products? Perhaps the purpose is to raise funds for charity? Or
is it a straightforward commercial venture? No matter what the an-

swer, the organizing committee must then consider carefully if it is a

good idea by asking the questions that follow.

Do We Have the Skills?

Criticism of the Salt Lake Organizing Committee for the 2002 Olympic
Games and related stakeholders was well documented in the press in
the years leading up to the games. However, any doubts were quickly
resolved when the games proved to be an outstanding success, demon-
strating that the wide range of skills required did exist. The skills re-
quired to run a farmers' market are largely administrative. If, however,
the concept was developed as a charitable fund-raising event, it would
be necessary to carefully consider the ongoing time and commitment
required by the volunteers to sustain the event on a weekly basis.

Is the Host Community Supportive?

Some cities and states tend to feel ambivalent about hosting an
Olympic Games. The citizens of Colorado voted against holding the
Winter Olympic Games in 1976. The people as a whole must commit

The farmers' market got it together, but there were a few obstacles along the way.
38 Chapter Three

to significant expenditures and inconvenience, and some business

and residents undoubtedly experience negative consequences. For
example, there were constant complaints about the roadwork being
done leading up to the 2002 Olympic Games. With a new light-rail
system being added and improvements being made to highways that
feed into downtown Salt Lake City, the roads were in turmoil for a
number of years leading up to the Olympics. There was the belief
among some that the funds could have been better spent on schools
and hospitals with urgent problems. However, those with an interest
in the tourism industry and an understanding of the economic po-
tential of the games were far more positive. An analysis of community
support must take the opinions of all such stakeholders into account.
A weekly farmers' market would probably generate little op-
position from residents unless vendors were noisy when setting up
early in the morning. However, local food retail stores might be quite
antagonistic, since the farmers' market would not be faced with the
same overheads and could thus provide competition through lower
pricing. On the other hand, the market could attract visitors from out-
lying areas and a few an outcome that could lead to increased
tourists,
trade for the retail outlets. Most studies show, however, that tourists
visiting festivals and markets tend to do so on impulse, so it would
not make sense to base planning on the tourism potential of such
markets.

Do We Have the Infrastructure in the Community?

The infrastructure required for anOlympic Games is enormous, air-
port facilities being a good example. Although Cape Town in South
Africa put in a bid for the 2000 Olympics, most agreed that the infra-
structure would never have been able to cope with an event of such
size. Bid cities generally have to make a commitment to infrastructure
development in order to win the games and are then faced with the
issue of the viability of these venues after the games have left town.
Transportation and parking are generally important considera-
tions. However, in the case of the farmers' market, these would not be
problems if the market was held in a country town where open spaces
are in abundance.

Can We Get a Venue at a Price We Can Afford?

For most event organizers, the cost of the venue rental is a key con-
sideration. Many are tempted to save money by renting tents or
canopies and using temporary accommodations, but this method can
prove a false saving, since the decor, lighting, electricity, and cater-
ing are generally more expensive and more risky.The benefits of func-
tion rooms include tried and tested facilities, safety plans and
 Feasibility 39

insurance, as well as numerous other features. The expertise of venue

managers cannot be underestimated, and that expertise can contribute
to the technical success of an event. With an entertainment event, the
location and the cost of the venue can have a critical impact on pric-
ing and promotion.
The cost of the venue is also dependent on the time for which it
is required. In some cases, the time needed for setup and dismantling

is quite long, necessitating higher than expected rental costs. Car and

boat shows are good examples, with huge demands on the logistics
of setting up. Goldblatt (1997) refers to these as time /space /temp
laws, pointing out that the actual physical space governs the time re-
quired. He cites the examples of a Superbowl at which 88 pianos had
to be moved onto the field during half-time. Loading area access and
storage are other considerations. And security is of particular con-
cern because high-priced items can turn up missing; it was reported
that a new model car disappeared from the floor of an Australian car
show and was taken for a 375-mile joyride!
The costs incurred by a farmers' market for its venue would be
minimal compared with the enormous cost of the purpose-built
venues suitable for events 2002 Winter Olympics. Neverthe-
like the
less, these costs are just as important a consideration for the market

as they are for organizers of any Olympic Games. Despite the fact
that such venues remain a lasting legacy for the host city, their long-
term financial viability is always an issue of concern.

Will the Event Attract an Audience?

The location of the event venue or site is crucial for attracting the
numbers you require to make the event successful. In the case study
at the end of this chapter, you are given a list of potential events, and
then you are asked to rank them in terms of their feasibility. All are lo-
cated in different towns and cities, and a study will have to be made
of the local population, as well as of the domestic and international
visitors who may be attracted to the event. Identifying the audience
is a key issue for event managers in planning an event.
Market research into current trends is essential for event feasi-
bility planning. An extensive range of reports is available from
tourism commissions at both city, state, and federal levels. For ex-
ample, findings from a report on the seniors market show that this age
group is a tourism market segment with significant potential. These
statistics, combined with data from the U.S. Census Bureau, report

on the changing demographics (including age groups) of the U.S.

population, and clearly point to the size of this market now and its po-
tential in the future. Seniors are living longer than ever before. They
are staying healthier longer and are pursuing active lifestyles.
40 Chapter Three

Returning to the example of the farmers' market, this concept

could be expanded to include the whole spectrum of organic foods
and health products and so become a highly feasible event targeted
specifically at seniors.The location would need to be in an area in
which the demographic group is large and continues to grow, and
the venue would need to have facilities that cater for seniors, such as
easy parking, not many stairs, and so on.
Figures 3-1, 3-2, and 3-3 illustrate the demographics of four
randomly selected cities in Los Angeles County. As is apparent from
Figure 3-1, West Hollywood's population is aging in comparison with
that of the broader areas of Los Angeles, Torrence, and San Fernando.
It has a higher than average number of people in the age 65 and over

demographic. At the other end of the age scale (Figures 3-2 and 3-3),
the percentage of people in the 0-9 and 10-19 year demographics in
West Hollywood is lower than those of the other areas compared.
In view of these statistics, a strategic ten-year plan for an an-
nual event would target the age group showing the highest growth
rate in West Hollywood, in this case people aged 65 and over. Tar-
geting a declining age group would reduce the feasibility of the event
in thelong term.
Figure 3-4 shows the population distribution by suburbs in
twenty randomly selected cities in Los Angeles County, and this in-
formation could be used effectively to indicate the feasibility of an
event designed to attract a large local audience. Of the suburbs shown,
Torrance,Downey, and West Covina are the most populous suburbs
and would thus appear to be the best locations for an event of this
nature.

Will the Event Attract Media Support?

Media support is essential. Whether the event will attract national
and international attention, as in the Olympics, or a local radio station
or a hometown newspaper depends on the type of event. Smart or-
ganizers take a look at the different media outlets that are available.

20 JugiireS-1 Percentage of
6,088 (17%) Senior Citizens (over 65

15 _ 19,427 (14%) Years) in the Population of

the City of LA Compared
357,129(9%) with Three Suburbs
10
MM 1 550 (7%) Source: Data from the U.S.

,
mm Census Bureau (2000 Census).
5 Iapl.org (go to databases; statis-
- tics; Databook for LA county

L.A. Torrance W. Hollywood San Fernando

 Feasibility 41

4,690 (20%)
20
583,813(16%)
15 -
16,896(12%)
•Figure 3-2 Percentage
10 -
of Children (0-9 Years) in
the Population of the City
5 - of LA Compared with Three
Suburbs
Source: Data from the U.S.
Torrance W. Hollywood San Fernando Census Bureau (2000 Census).

They try to determine which outlets their possible attendees use to get
their news. For example, if the event is a children's fair, then the or-
ganizers should try to determine which television stations, radio
shows, newspapers, and magazines the parents are most likely to use
in that community. Press releases, guest appearances, and even ad-
vertisements should then be targeted at those media outlets.
In the case of the farmer's market, it would be best to approach
local newspapers to seek their support. Stories and images, with a
focus on the value to the community, the local farmers, and the man-
agement of risks, would need to be provided to stimulate both media
and community interest in the event. A special feature, including ad-
vertisements by exhibitors, would be the type of proposal that would
be well received at the local level.

Is the Event Financially Viable?

An event that is financially viable and that brings benefits to the com-
munity can outweigh most objections. One that is not viable will have
a short life span. The farmer's market would be unlikely to make
huge profits or generate substantial charitable funds, but it might con-
tribute to community spirit and provide intangible benefits to the
local population. For example, it might enhance the reputation of local

20 r 4,199(18%) Figure 3-3 Percentage of

Young PeopleATeens (10-19
15 " 507,236(14%) Years) in the Population of
17i791(13%)
the City of LA Compared
with Three Suburbs
10
Source: Data from the U.S.
Census Bureau (2000 Census).
5

Torrance W. Hollywood San Fernando

42 Chapter Three

150000 — 137,946

120000 — 107,323 105,080

84,084 83,680
90000 75,837 63,428
62,150 I
60000 46,837
41,063 28,063
34,980
30000 — 20,537 20,033
855
|
16,033 1,446
1 1.875 |
u
20,046
^

1,871 I

^«?V c <<> ^ ^ <N°

<^ ^
figure 3-4 Population Distribution with Selected Cities in Los Angeles County
Source: Data from the U.S. Census Bureau (2000 Census).

agricultural products, thus attracting investment in the farm-grown

concept. Fees charged to the vendors would need to cover all expenses
associated with the event, since there would be no charge to visitors.
The Olympic Games held in Montreal in 1976 left a lasting debt
for theCanadian people. What began as a glorious vision turned into
a financial disaster, and one that took the people of Quebec almost
twenty years to pay off. Through planning errors, misjudgments, and
strikes, as well as suspected corruption, the estimated cost of $124
million rose to an incredible $1.5 billion. In contrast, in Australia, the
New South Wales taxpayer was free of debt after the Sydney 2000
Olympic Games, which also reaped additional benefits for the people
of Australia. As reported in the Salt Lake Tribune soon after the 2002
Winter Olympics, Mitt Romney, president of SLOC (Salt Lake Orga-
nizing Committee), appeared before the Utah House of Representa-
tives and paid off its $99 million obligations to the state of Utah,
"fulfilling the promises of three generations of Olympic leaders that
the 2002 Winter Games would not leave taxpayers in debt but would
leave a legacy."
For most events, the decision as to what price is to be charged
to visitors or spectators, and when the decision is made, is critical.
Tickets cannot go on sale the day after an event is over, nor can the
merchandise that was produced for the event. The failure to sell
T-shirts, caps, and CDs will mean lost revenue for the event. Even the
concession outlets that sell food and beverages do not get a second
chance at sales. For these reasons, both the decision on price and the
timing of this decision are extremely important in ensuring that the
event audience reaches a viable level.
In Chapter 7, on financial management, the concept of a
break-even point will be discussed. For the event manager, careful
 Feasibility 43

attention to budgeting will provide a reasonably accurate idea of the

costs involved in running the event, and this is essential in making a
decision as to what to charge for tickets. Before ticket prices can be de-
termined, it is helpful to understand the local market and the con-
sumer's perceptions regarding value for money.
However, not all events are ticketed: an exhibition, for example,
involves renting booths to exhibitors, and the price charged for ex-
hibiting is based on the cost of staging the exhibition and the likely
number of exhibitors. For nonprofit events, financial decisions in-
volve keeping within the budget, which may be established by an-
other body (for example, the nonprofit organization's board of
directors). When a client is paying for the staging of an event, the
event management company would develop a budget for the event
based on very clear expectations from the client as to the benefits ex-
pected from the event. Often the event management company earns
a fee and the client is ultimately responsible for the cost of the bud-
geted items and any variations.

Are the Success Criteria Reasonable?

The criteria on which the success of events is judged vary widely. The
Olympic Games is generally judged on feedback from the interna-
tional audience. Although feedback from the athletes on accommo-
dation and sporting facilities is important, the continuing sponsorship
of the games is the result of the response of the world television au-
dience. This is clearly one of the most relevant criteria for the contin-
ued success of this mega-event.
The farmers' market could encourage local growers to develop
entrepreneurial skills and to produce and market a differentiated
product. This has already been done by many regional wine growers,
such as the wine growers from Wenatchee, Washington, who partic-
ipate in the WAWGG (Washington Wine Grape Growers) Annual
Meeting, Convention, and Trade Show held in Yakima, Washington.
Wines from Wenatchee that used to be considered a regional choice
are now being marketed and served throughout the country and
abroad. Change in consumers' perception of a region's products is
difficult tomeasure, as is the increased confidence of the local pro-
ducers. These are known as intangible outcomes and seldom form
part of the success criteria, which tend to be more tangible results,
such as improved sales. Increased exposure to Utah was one of the in-
tangible outcomes of the 2002 Winter Olympic Games.
A wedding is an interesting event to analyze in terms of suc-
cess. Should its success be judged on the criteria of the bride, the
groom, the parents, or the guests? Were there elements of the wedding
(such as lack of compatibility between the bride's and the groom's
44 Chapter Three

Like many other cities,

San Francisco's local

farmers come together
every Saturday for a
farmers' market. Despite
the event's low-key ap-
pearance, it takes a host
of volunteers to keep the
market going on a
weekly basis.
Source: AP/Wide World
Photos.

families) that could not be managed? And just about everyone at-
tending has a point of view about the decor and color scheme.
The criteria for success need to be established before the event
takes place, as it is against these that the feasibility of the event is
analyzed.

What Are the Risks?

This final question is the most important of all, because failures, and
even fiasco, are always possible.
Brainstorming, in order to reveal all of the possible risks asso-
ciated with an event, and then ranking them, is the first step. Risks
may include the following:

• heavy weather, wind, and /or rain

• flooding
• fire

• collapse of buildings or temporary structures

• accidents involving workers and/or the event audience
• crowd control
• security of participants and VIPs
• food poisoning
• breakdown in water supply or power supply
 Feasibility 45

Contingency planning, with potential risks, is the next

in order to deal
step. And the third step is and procedures must be put
that policies
in place to deal with every possible eventuality. In Chapter 8, we will
discuss risk management in more detail, with particular focus on pri-
orities and operational plans designed to minimize risk.
The IACC (International Association of Conference Centers) has
set international standards for operations, facilities, equipment, and
management for small- to medium-sized conference centers (20 to 50
people), and many conference venues around the country are adopt-
ing these as a benchmark. This type of accreditation is reassuring for
the event organizer and an excellent method of reducing many of the
most common risks. Links to this association are listed at the end of
the chapter.
To briefly summarize, the aim of the event organizer is to im-
prove feasibility and to reduce risk (see Figure 3-5).

2> SWOTjlnalysis
It is traditional, and important, to do a SWOT analysis for every event.
This involves analyzing the strengths, weaknesses, opportunities, and
threats of the event or event concept.

S Strengths are the internal strengths of the organization,

for example, the enthusiasm and commitment of volun-
teers, the specialist knowledge of the lighting engineer, or
the wide range of products available for planning themes
and decor.
W Weaknesses are the internal weaknesses of the organiza-
example, the skills and knowledge of the man-
tion, for
agement committee or their lack of availability for
meetings.
O Opportunities are the external favorable things that may
new sponsorships or unexpected positive
occur, such as
publicity.
T Threats are also external: competition, poor publicity,
and poor crowd behavior would all be classified as
threats.

•figure 3—5 Aim of the Event Organizer.

Improve feasibility Reduce risk

46 Chapter Three

Essentially, the idea of improving the feasibility of an event is to

jyxmmarii improve the strengths of the organization (and the concept) and to
maximize the opportunities. Likewise, acknowledging potential
In this chapter we have weaknesses and dealing with them will minimize the risks. Assessing
compared two very dif-
potential threats and introducing contingency plans to circumvent
ferent types of events
them will also improve the feasibility of the event.
and in the process have
shown that asking sim-
ple questions can help (jase Study
you to determine the
feasibility of an event
Use the questions provided in this chapter and any other relevant
concept. Questions
ideas or information to discuss the feasibility of the following event
need to be asked about
concepts. Then rank them in order, from most to least feasible.
the financial viability of
the concept, the demo-
Show in December in Lawrence, Kansas
Agricultural
graphics of the audi-
ence, the infrastructure Flower Show in Pasadena, California, in February
required to stage the Wedding on an island off San Francisco Bay in July (with tents)
event, and, of great im-
Red Earth Native American Arts Festival in Oklahoma City,
portance, the potential
Oklahoma, in May
risks. We have also dis-

cussed the contribution

Creole Dance Festival in New Orleans in July
of community and Marathon in Denver, Colorado, in January
media support to the Food and Wine Festival in Napa Valley, California, in December
success of an event. An
Wildflower Show in Tucson, Arizona, over the Easter weekend
evaluation of an event's
success or otherwise, Spring Break Celebration at Virginia Beach, Virginia, in April

based on criteria estab-

lished in the planning

stages, should be carried
out after the event.
Some events are mea-
& ctiv ity

List the advantages and disadvantages (and thus the feasibility) of

sured by profits, others the following event durations:

by the level of commu-
nity support they attract. • one session on one day
• sessions on multiple days
• annual session on multiple days

Use an example for each in your discussion, which should be based

on some of the concepts in this chapter and in Chapter 2.

Jzikks
www.lapl.org (go to databases; statistics; Databook for LA county
Table II for the statistics used in Figures 3-1, 3-2, 3-3, and 3-4)
www.iacconline.com (International Association of Conference Centers)
www.icca.nl/index.htm (larger exhibition centers)
 Chapter J^our
Legal Compliance

y While the press reported that the party was a disorganized, wild
y bunch of teenagers running an illegal rave party at which drug
dealing was rampant, this was not the case. The party had been On completion
y carefidly planned with approvals sought from the police and local
of this chapter, you
will be able to
z authoritiesand had met requirements for liquor licensing, security
v and amenities. Showers, water and first aid were all provided. The
event was supported by a range of sponsors and had taken two years
explain the laws and
y of planning. regulations that may
V Event Organizer have an impact on
event planning;
identify the bodies
from w hom
T
approval
is required or sup-
port is needed, to
stage a particular
event;
explain the legal
compliance require-
ments of an event;
(^T^his case study clearly illustrates the dilemmas faced by event identify insurance
_£. organizers of rock concerts. In this case, the organizers not only premiums and fees
had sought all approvals but also had the support of the police and that need to be paid;
the city where it was to be held. It is easy to see, then, why event or- and
ganizers must ensure that they comply with the relevant legislation. describe the contracts
For example, if you were organizing a music event, it would be nec- required between

essary, among other things, to obtain permission in compliance with event organizers and
other parties, includ-
the Federal CopyrightLaws and to pay fees to satisfy copyright agree-
ing subcontractors.
ments with song writers and publishers.
This chapter will cover all the necessary requirements, such as
music licensing, food safety plans, the building of temporary struc-
tures, entertainment in public places, and road closures.
There are three levels of government in the United States fed- —
eral, state, —
and local and there are laws and regulations at each of
these levels that may require compliance (see Figure 4-1). For exam-
ple, federal law gives the legal drinking age as 21 years of age. When
47
48 Chapter Four

Federal Government (Federal Law)

I
State Government (Laws of States)

I
Local Government (Regulations)
(Counties, Cities, Jfym 4-1 Levels of Government
Towns) and Sources of Law

serving alcoholic beverages at the event, you must comply with that
federal law. If you're holding your event in a park, then the permis-
sion from the local (city /town or sometimes the county) would need
to be sought. Generally, the first place to start is at the local level. Call
the local mayor's office, and describe the event. The office will gen-
erally give advice on all legal compliance and will direct the event
management team as to what other departments within the city must
be notified, such as the police, the Environmental Protection Agency,
if applicable, park's department, and so on. Some cities have event

planning policies that include all relevant regulations, as well as

higher-level legal compliance requirements.
In Appendix 2 the outline for an event proposal provides
,

prompts for a range of legal requirements, some of which may not be

applicable, for example, to the organization of an indoor event. How-
ever, this general outline gives you the main cues for event planning
and for meeting legal obligations.

% eleven it /'lisisldlion

The principles of the major acts and regulations relevant to event

management are covered below in the next sections, in general terms.

Local Government Acts and Regulations

There are a number of local government regulations that may apply
to events. These vary considerably from one area to another. Some
city councils have detailed guidelines, whereas others have less for-
mal requirements. The size of the event largely determines the detail
required in the submission, since smaller events tend to have a lower
impact on the community.
If an event has already been held in one area, with approval, it

may still be necessary to obtain approval for a second similar event

in another location. Likewise, if the event covers more than one
jurisdiction, additional proposals may need to be submitted.
 Legal Compliance 49

If the event requires the building of permanent structures, all

necessary building permits would be required. Application for the
use of the premises and property for entertainment may also be nec-
essary. Plans would need to be developed for the erection of tempo-
rary structures, and approval would need to be sought for them.
Approvals are required by most cities for the following:

• using loudspeakers or amplifiers in public spaces

• installing amusement devices
• singing or providing entertainment in public places (fees would
also apply)
• using a building or structure for entertainment
• building a temporary structure

City councils are also very concerned about cleaning programs dur-
ing and after the event, noise and disturbance of local residents, and
traffic management.

Business Registration

Each state has different requirements for registering a business. Most

states do require that every business be registered, whether you're a
corporation, partnership, limited liability company, limited liability
partnership, or an association. Small business development is en-
couraged, and there are agencies such as the SBA (Small Business
Administration) that will provide advice and assist with the formal-
ities in all states.

Entertainment Industry Legislation

Licenses for the entertainment industry cover agents, managers, and

venue consultants. The disbursements of fees, as well as trust accounts
for performers, are covered by this type of legislation. There is also a
code of ethics. Entertainment industry legislation allows for com-
plaints to be heard and resolved regarding payments to performers,
agents, managers, and venue consultants.

Music Copyright
The right to use music in business or commercial operation as well as
in a public setting requires permission according to U.S. copyright
law. There are two ways to obtain permission. The first and easiest
way is go through a performing rights organization. These orga-
to
nizations represent songwriters and publishers and their right to be
compensated for having their music performed in public. There are
three performing rights organizations in the United States: ASCAP,
oO Chapter Four

BMI, or SESAC. By obtaining a license from these companies for the

songwriters and performers whom they represent, music users can
legally play any song from their repertory. Without a license, music
users would be in danger of copyright infringement. Since an artist or
publisher can be represented only by one performing rights organi-
zation, it is generally important to obtain licenses from all three or-
ganizations if a variety of music is to be used at the function. The fees,
although nominal, recognize the copyright and commercial value of
music. The fees vary according to the use of the music (from back-
ground music, live performances, music played at free or benefit con-
certs, etc.). The other way to obtain permission is to go directly to the
owner of the copyright for each specific piece of music. Although it
is fully permissible, most event managers would find that method to

be very expensive and time consuming.

jTiquor Jjcensing

In general, this legislation covers the age of drinkers, the venues, and
the situations (for example, with meals) in which alcoholic drinks can
be served, as well as the legal hours of alcohol service. Liquor must
be correctly labeled and sold in legal measures. A sign must be dis-
played to say that it is an offense to sell or supply liquor to, or obtain
liquor on behalf of, a person under the age of 21 years. The licensee
must be able to show that reasonable steps (including requests for
identification) have been taken to ensure that minors have not been
served alcohol.

^J-Kckral Track Commissioujlct

The Federal Trade Commission Act aims to ensure that advertised

goods and services are provided in accordance with the advertising.
This act protects the consumer against misleading advertising and
deceptive conduct. A consumer (or a client) can sue under this law;
that is, one cannot engage in conduct that is mislead the pub-
liable to
lic as to the nature, the characteristics, and the suitability for the pur-
pose or the quality of any services. The contract for services to be
provided in the organization of an event thus needs to be extremely
explicit.

Federal Equal Employment Opportunity Laws

These laws protect employees and customers from discrimination on
the basis of factors such as race, color, religion, sex, age, or national ori-
gin. They also prohibit employment discrimination against qualified
 Legal Compliance 51

A liquor license is required to serve alcoholic bever-

^3 ages. New York Food Fair.

Source: Rafael Macia/Photo Researchers, Inc.

individuals with disabilities in the private sector, as well as in state

and local governments.

Clean Air Act

Under the watch of the Environmental Protection Agency (EPA),

which develops and enforces regulations, this legislation allows pros-
ecution for those contributing to the pollution of the air.

Noise Control

Noise is a troublesome problem for festivals and events, since by their

very nature they attract crowds, with entertainment events being par-
ticularly problematic. It is therefore essential to check noise limita-
tions in terms of allowable decibels and the times during which loud
music is permitted. (Check with the local jurisdiction.)

Clean Water Act

Discharge of sewage, oil, and other waste into water systems is ille-
gal, and our waterways are protected by the Federal Water Pollution
Control Act.
 Chapter Four

Safe Food Handling

Under the direction of the FDA, National Food Safety Programs pro-
vide guidelines for safe food handling (www.foodsafety.gov). Con-
tract caterers should be required to develop a food safety plan
covering food safety at all stages of delivery, preparation, and ser-
vice. This step is necessary to guard against bacteria that may develop
if food is left standing after delivery, or during preparation and ser-

vice, and not kept at an appropriate temperature. Buffets where food

is left unrefrigerated are notorious for high bacteria levels. Generally,

food needs either to be kept cool or to be heated to a hot tempera-

ture. The mid-temperature range is the most dangerous. A qualified
caterer and his or her employees should know all about food hygiene
and should follow correct procedures to avoid contamination. A food
safety plan should be part of any catering contract, which should also
include menus and prices.

Safe plating of food. Charitable Fundraising

These carts are designed
to be stored in refrig- Some states have a set of registration forms, requirements, and pro-
erators. cedures for fund-raising. These regulations are needed to

1. promote proper management of fund-raising appeals for char-

itable purposes;
2. ensure proper record-keeping and auditing; and
3. prevent deception of members of the public who desire to sup-
port worthy causes.

A person who participates in a fundraising appeal that is conducted

unlawfully is an offense. Authority is required to conduct a
guilty of
fund-raising appeal, and this is obtained by applying to the relevant

body in your state. Fund-Raising Regulation: A State-by-State Handbook

of Registration Forms, Requirements and Procedures, by Seth Perlman
and Betsy Hills Bush, is a good resource for event managers. Another
source for a state-by-state listing of requirements can be found by
going to www.raffa.com. See Figure 4-2, which offers suggestions for
documenting contributions given to nonprofit organizations.

Insurance

The most important insurance required by an event management

company is general and product liability insurance. Claims against
this insurance can be reduced by careful risk analysis and prevention
strategies. Cities often require a certain level of insurance for minor
events and another level of insurance for major events. As with most
other local government requirements, these may change from one
 . .

Legal Compliance 53

Charities must send written acknowledgements acknowledgement must include a descrip-

of donations and contributed property worth tion plus a good faith estimate of the value
$250 or more. Nonprofits should send a written of the good or service exchanged.
document and retain a copy for its records. The 4. Additionally, if goods or services were pro-
acknowledgement must include: vided in exchange for the contribution, the
acknowledgement must include a descrip-
1. Amount of cash contributed (or descrip-
tion plus a good faith estimate of the value
tion, but not the value of property other
of the goods and/or services provided.
than cash).
5. Acknowledgement of an "intangible reli-
2. Whether or not the organization provided
gious benefit" if true of the goods or ser-
goods or services in exchange for the con-
vices provided. An example of this would
tribution. An exchange of goods or services
include admission to a religious event.
reduces the tax deductible amount by the
retail value of the good or service ex- Excerpted from Handbook for Starting a Successful

changed. Nonprofit. Used with the permission of the Minnesota

3. Additionally, goods or services were pro-
if
Council of Nonprofits 2001 (www.mncn.org).

vided in exchange for the contribution, the

•figure 4-2 Documenting Contributions

city or municipality to another. Assets and motor vehicles also need

to be insured. See Figure 4-3, which shows a disclaimer that could be
used by the organizers of a race event.
Essentially the person who signs this disclaimer is taking re-
sponsibility for his or her actions. However, from a legal point of view,
there is nothing to stop the contestant from making a case for negli-
gence against the race organizer. Clearly, it would have to be shown
that this negligence led directly to the injury, and the extent and im-
pact of the negligence would then be investigated. In other words, an
event organizer cannot avoid liability for negligence by having par-
ticipants sign a disclaimer. The person has the right to sue in any cir-
cumstances, and the case would be judged on its merit.

The following disclaimer is aimed at reducing the 3 / hereby attest and verify that am physically fit
I

liability of a race organizer: and have sufficiently trained for this event. I agree
to be bound by the official rules and regulations
1 /, the undersigned, hereby waive any claim that
of the event.
Imight have arising out of my participation in this
4. / hereby consent to receive medical treatment
event and fully accept all the risks involved.
that may be deemed advisable in the event of in-
2. This waiver shall operate separately in favor of
jury or accident.
all bodies involved in promoting or staging the
event.

figure 4-3
54 Chapter Four

In addition to public liability insurance that must be taken out

by the event management organization, all contracts signed with sub-
contractors, such as a company that erects scaffolding, should also
include a clause requiring the subcontractor to hold a current policy
covering them against liability for incidents that may occur. As you
can see, there are a number of different stakeholders who are poten-
tially liable, and the event organizer therefore needs to limit his or
her own liability by managing risk and ensuring that subcontractors
are also insured. In the following article, the honorary vice president
of Clowns International advised 70 members to take out insurance
against potential claims for custard pie injuries!

Clowns gathered at a special Big Top conference last week — to dis-

cuss the legal risks of chucking pies. They got serious as they dis-
y cussed whether circus audiences sitting in the front row were
V willfully placing themselves in the line offire. Clowns fear they
V could he liable for compensation if a member of the public got it in

y the face.

V International Express, April 10, 2001

Other insurance policies that should be considered are errors

and omissions policies (for any claim for breach of professional duty
through any act, error, or omission by you, your company, or your
employees) and climate insurance against rain and other climatic oc-
currences that might have an impact on the event. Clearly, climate in-
surance is extremely expensive, and the process of demonstrating the
impact of climatic conditions on attendance is quite onerous.
Since insurance is a key issue these days, it is wise to exchange
copies of insurance policies with the venue managers. When you pick
a site for your event that is not normally used for entertaining, be
clear on who is responsible for the insurance. Be sure that you haven't
exposed yourself and your volunteers to lawsuits by choosing an un-
protected site. In the case of sporting events, it is important that par-
ticipants sign a liability waiver form.

Security Legislation

This legislation provides for the licensing and regulation of persons

in the security industry, such as crowd controllers, bouncers, guards,
and operators of security equipment. In general, most states license
security personnel through the Department of Public Safety. At this
point, there is not a nationwide standardization, and each state has its
own requirements for training.
 Legal Compliance 55

Occupational Safety and Health Act

This legislation designed to save lives and to prevent workplace

is

accidents and injuries in order to protect the health of America's

workers. The legislation has specific requirements for employers to
provide safe workplaces and safe work practices. This topic will be
covered in detail in Chapter 15.

Workers Compensation Insurance

Workers compensation insurance, which is obligatory, covers treat-
ment and rehabilitation of injured workers. Volunteers and specta-
tors are not covered, since they are not paid workers. Instead, they
would be covered under the organization's general liability insurance.

Taxation

For anyone running a commercial business (fee for service), compli-

ance with taxation rules is essential. Most states require businesses
to be registered. Go to www.sba.gov/hotlist/license.html for a listing
of where to go Most counties maintain an
to obtain a business license.
office for licensing issuing officers and on all types of
will give advice
taxation applicable, including all payroll deductions that need to be
held for paid employees. Qualified charitable bodies and some
educational institutions may have tax-exempt status. It's always
best to consult with an accountant as you set up your business or
organization.

Stakeholders and Official Bodies

Some of the following bodies may require detailed plans or briefings,

depending on the extent of their involvement in an event.

Police

Oftentimes the venue or site officials will demand that a certain num-
ber of police officers be present during your event. In some areas, the
city will dictate the number of officers that you will need to have on
hand, often depending on the crowd expected. It is wise to contact the
local police if you are collecting large sums of cash or expect more than
a couple hundred people. Some venues will have their own security
staff or may even contract with a security force. In that case, the secu-
rity coverage would be part of your contract with the venue. It is a good
idea to send a packet of event information to the local police chief, in-
cluding schedules, maps, contact numbers, press releases, and so on.
56 Chapter Four

Any impact on traffic because of an event must be discussed

with the police in advance. The staging of an important event in Wash-
ington, D.C., proved problematic when most of the guests arrived in
limousines. The driveway was too small to accommodate them, and
the traffic backed up for miles, resulting in the event program being
delayed. This disruption had implications for the VIPs invited, in-
cluding senior members of local and foreign governments, who
missed flights and other engagements.

Emergency Services
Inmost cities, an event organizer should alert the fire chief ten days
totwo weeks prior to the event. Depending on the size of the esti-
mated crowd, the local department will determine how many para-
medics and other employees need to be on hand to assist in the case
of an emergency. If the general public is invited to your event, then the
emergency services are generally covered by the city's budget. Those
services may need to be contracted out for private events.
If you plan to host athletic activities at your event, it might be

wise also to contact your local hospital and Red Cross. Ask these or-
ganizations for safety instructions and required items to have on hand,
such as strip bandages, stretch and gauze bandages, ice packs, and the
like. It is best if paramedics or health personnel be in attendance at ath-
letic events.

o 'on tracts

This final topic most important in this chapter and could be-
is the
come a book own
right. The effectiveness of the contracts be-
in its
tween the parties involved in an event is crucial. Specifications need
to be incredibly detailed in order to avoid disputes. Clarity and agree-
ment between all parties is essential. The contract provides the basis
for variation in price every time the customer has new demands. For
this reason, time invested in the writing of the contract will reap re-
wards and often resolve legal disputes. Professional legal advice is
essential for anew event management business. (See Figure 4-4.)
Many events involve a range of contractors for sendees such as
catering, cleaning, sound, lighting, and security. While it is tempting
for an event organizer to take on all roles, employing
the benefits of
contractors are many Specialist organizations generally have more
expertise and better equipment, they generally carry their own in-
surance, and they have a lot of experience in their particular field. By
dealing with a range of contractors and using professionally prepared,
well-negotiated contracts, the event organizer can dramatically re-
duce risk and liabilitv. On the dav of the event, the main role of the
 Legal Compliance 57

• parties to contract • termination/nonperformance

• deadline and deposit • contingency
• specifications (for example, space booked, tim- • consumption
ing, food and beverage, accommodation) • confidentiality

• services to be provided • arbitration

• special requirements • warranties

• schedule of payments • signatories

• insurance • date
• cancellation

figure 4-4 Content of Contract/Agreement

event organizer is to monitor the implementation of the agreed

contracts.

(jcise -Study

You and your friends are planning to have a party to celebrate the
end of the college year. Your plan is to hold the party at the parking
lot of the school's football stadium, but if it rains, you will hold it in
your garage. Invitation has been informal, and you aren't sure how
many students have actually been invited. Everyone will bring his or
her own alcohol, although a few of the people will be under twenty-
one. A friend with a sound system is bringing it along, and you have
decided to charge everyone who attends $5 to cover your costs. An-
other friend who runs a catering company will provide munchies and
will charge $2 per plate.

• Is permission required to use the parking lot, and if so, from

whom?
• What are the implications of charging an entry fee? Would you
recommend this?
• Should the police be told about the party? (Is there any chance
that uninvited people may turn up?)
• Do you need a liquor license if alcohol is not sold?
• Who is responsible for underage drinking?
• What would happen if a fault in the wiring caused someone to
be electrocuted?
• What are the limitations on the use of a sound system, either at
home or at the parking lot?
58 Chapter Four

\um mary cm<.ctiv it ij

This chapter dealt with Investigate two venues that offer weddings, and compare their ad-
legal and related issues vertised services /products, contracts, and from the point of
checklists
that must be considered view of the customer and the owner of the business. In addition, com-
during the planning of
pare the contracts of the two venues in terms of the potential for mis-
an event, including li-
understandings to develop and legal disputes to follow.
censing and approvals.
Legal compliance is one
of the major risk issues
for organizers of
event,
an
and research into
J&inks
these requirements is es- www.sba.gov (Small Business Administration)
sential. Tight contractual www.epa.gov (Environmental Protection Agency)
arrangements with the www.ftc.gov (Federal Trade Commission)
client and subcontrac- www.nal.usda.gov/foodborne (Foodborne Illness Education Infor-
tors are equally impor- mation Center)
tant, since these can
www.foodsafety.gov (Government food safety information)
ensure the financial via-
www.fstea.gov (Food Safety Training & Education Alliance)
bility of an event or can
www.raffa.com (Lists fundraising requirements for each state)
completely derail it. In-

surances of various
www.mncn.org (Minnesota Council of Nonprofits)
types are also required,
including workers com-
pensation and public li-

ability; moreover,
workplace health and
safety should be a major
consideration of any
event organizer.
 Chapter Mve •«*>

Marketing

y Fan Fair 2002 was bigger and better than ever with an aggregate at-
y tendance of more than 126,500, making it the biggest crowd in Fan
V Fair's 31-year history. Enlarging the event and improving on the On completion
y successes of Fan Fair's move to Downtown Nashville in 2001, "The
of this chapter, you
y will be able to
y World's Biggest Country Music Festival" provided more activities,
y more stars and more music for the fans to enjoy. More than 40
y
\i
artists participated in the star-studded, nightly concerts at Adelphia
describe the features
Coliseum during the four days.
y of event marketing,
y www. fanf air. com including intangibil-
ity, variability, insep-
arability, and
perishability;
establish the features
ofan event product;
understand market
segmentation;
analyze consumer
decision-making
processes;
establish ticketing
/'Tyan Fair one of America's best examples of an event that grows
is
programs where re-
tjr from strength to strength, gaining in popularity from year to
quired;
year. It continues to enhance Nashville's image as a tourist destination.
promote and publi-
There are many music festivals in the United States, but few have had
cize an event;
as much impact as this one. The reason for its success has a lot to do
attract sponsorship
with marketing and what is known as the marketing mix the com- — foran event; and
bination of product (country music festival as opposed to rock festi- evaluate the market-
val), price, promotion, and place. The choice of messages and the ing effort.
channels of communication with the event audience are also impor-
tant, and together these factors form part of the marketing strategy.
Marketing is important because it helps to attract an audience
without which any event will turn out to be a nonevent! The event au-
dience makes decisions about cost and effort to attend, and the audi-
ence weighs these against the benefits of attending. An understanding
of the decision-making processes of the audience is therefore essen-
tial for anyone planning and promoting an event.
59
60 Chapter Five

^JSjature of£v>ent Marketing

Event products generally include a combination of goods and ser-

vices, and so provide a challenge for those involved in event mar-
keting. Some industries market products without a service
component, for example, soft drinks where the focus would be on the
product. In marketing computer equipment, however, there would
be goods and services aspects of the product that might include hard-
ware and backup service. On the other hand, when marketing some-
thing purely intangible, such as "Come for the atmosphere" or "Do
you just want to have fun?" there is a large service component. In
some respects it is far more difficult to market something that the cus-
tomer cannot take home or physically consume.
The first feature of services marketing that makes it challeng-
ing, then, is its intangibility. Another feature of services marketing is
that there is a higher degree of variability in the service provided, as
well as in the response to the service provided. The sendee and the ser-
vice provider are also distinguished by their inseparability. In other
words, as an event organizer, you are very reliant on your staff, per-
formers, and athletes to meet the needs of the audience. You have far
less quality control than you would over tangible goods (such as soft
—
drinks) unless your training is first-rate.
In summary, the three features of services marketing are the
following:

• Intangibility (such as fun, entertainment, information)

• Inseparability (such as the usher's service approach to the cus-
tomer when product and provider are inseparable)
• Variability (such as different levels of service provided by dif-
ferent ushers or different responses from two or more cus-
tomers to the same experience)

Some goods and services components of a conference are illus-

trated in Figure 5-1.
There is one important consideration for the event mar-
final
keter. A restaurant in alocation can rely on a level of passing
good
trade. So, too, can a general store. This is not the case with an event,
as the decision to attend or not attend is generally made shortly be-
fore the event and is irrevocable. If a customer decides not to attend,
revenue to the event organizer is completely lost. This is not the case
for the restaurant owner or shopkeeper, who may see the customer at
a later date. An event, whether it is a one-time or an annual event, is
highly perishable. Unsold tickets cannot be put out on a rack at a re-
duced price!
 Marketing 61

SERVICES GOODS
(intangible) (tangible)

conference planning room set-up

food quality
conference support services
and presentation

information, advice
temperature, lighting
and problem solving

general ambience audio-visual systems

figure 5-1 Goods and Services Components of a Conference (Product)

Services provided at events, then, are intangible, inseparable,

variable, and perishable, presenting a number of marketing chal-
lenges, since value for money is generally an issue for the consumer.

(proc ess of Event Marketing

The event marketing process is summarized in Figure 5-2. Ultimately

the aims are to enhance the profile of the event (and associated spon-
sors), to meet the needs of the event audience, and, in most cases, to

establish the features of the product -figure o-2 Event Marketing Process

i
identify customers (segmentation)

I
plan to meet audience needs

I
analyse consumer decision-making processes

I
establish price and ticket program

I
promote the event

I
evaluate marketing efforts
62 Chapter Five

generate revenue. Some festivals are fully funded by government

bodies, and although they are not expected to raise revenue, they
aim to attract a high level of attendance or interest as a minimum
expectation.

Establish the Features of the Product

Each event offers a range of potential benefits to the event audience.

These may include one or more of the following:

a novel experience
entertainment
a learning experience
an exciting result

an opportunity to meet others

a chance to purchase items
dining and drinking
an inexpensive way to get out of the house
a chance to see something unique

Many marketing experts are unable to see past the main motivating
factor for the event, which may be the opportunity to watch a pro-
fessional tennis match. There may, however, be some members of the
audience who have little interest in tennis but who are motivated by
some of the other features of the product, such as the opportunity to
see and be seen. Generally, people attending an event see the product
as a package of benefits. Convenience and good weather, for example,
could be benefits associated with an event product.
When marketing an event, therefore, alignment between the
product benefits and the needs of the audience is necessary to guide
the design of the event and the promotional effort. Pregame and half-
time entertainment are good examples of adding value to the main
benefit offered by a sporting event product.

Identify Customers
Market segmentation is the process of analyzing your customers in
groups. Some groups may enjoy a particular type of country-and-
western music. Others may enjoy line dancing. Yet others might visit
just for the excitement and the atmosphere. It is absolutely essential
to analyze the different motivations of the event audience and to de-
velop a profile for each of these groups.
 Marketing 63

Having fun and meeting

friends are all part of the
enjoyment of attending
an event like the Indy
500 in Indianapolis.
Source: William H. Edwards/
Getty Images, Inc./lmage
Bank.

Plan to Meet Audience Needs

Once you have identified your customer groupings, it is then neces-
sary to ensure that needs are met. With the Fan Fair example,
all their

there may be a generation of older music enthusiasts who are look-

ing for a certain type of entertainment, as well as a younger group
(say aged 10 to 14) who need to be entertained, too, so that they can
gain something from the experience. As another example, a "Sym-
phony under the Stars" concert would attract many fans of classical
music. However, many others would come for the atmosphere, and
some just for the fireworks at the end. None of these customer seg-
ments' needs can be ignored. All audiences need food and facilities,
but food and beverage may or may not be a high priority of a partic-
ular event audience. For some, the music is the highlight; for others,
it is the hype of the event; and for still others, it is the food that is

important.

Analyze Consumer Decision-Making

The next step is to analyze the customer's decision-making process.

Research conducted in this area will produce information that is very

useful in guiding promotional efforts.

Competitive Pressure (Positioning)

Competition from other forms of entertainment for a person's dis-

posable income would need to be considered. The economic envi-
ronment would also need to be scanned in order to understand factors
64 Chapter Five

Decisions, decisions,
decisions.
Source: Steve Mason/Getty
Images Inc./Photodisc.

that might have an impact on discretionary spending on tickets, as

well as possibly on travel and accommodations.

Motivation

Customer motivation has already been mentioned under market seg-

mentation. Potential customers may have positive responses to some
aspects of an event and negative responses to others, such as the dis-
tance to be traveled, crowding, and the risk of bad weather. Customers
can be divided into decision makers, followers, influencers, and pur-
chasers. Although in most cases the person who decides to attend
(and perhaps take his or her family or friends) is the one who makes
the purchase, there are situations in which the decision to spend
money on an event is influenced by others. For example, if a teenager
wished to go to a concert, the teen might exert pressure on his or her
parents to make the purchase on his or her behalf. In this case, both
the needs of the teenager and those of the parents would need to be
met. Since teenagers would generally discourage their parents from
attending, promotional efforts would need to ensure that parents per-
ceived the concert to be a 'safe' environment. Those who tag along to
—
an event are the followers. Each of these the influences the decision
—
maker, the follower, and the purchaser would generally have dif-
ferent expectations of the event and would evaluate it differently.

Timing

This is the most important aspect of consumer decision-making since

ithas implications for the promotions budget. The issue is this: when
does the consumer make the decision to attend? If the decision will
 Marketing 65

be made two months before the event, you need to deploy all mar-
If, on the other hand, the decision will
keting initiatives at that time.
be made the week, or the day, before the event, this timing will have
important implications as to how and when the advertising and pro-
motions dollar will be spent.

Purchase or Attendance

Finally, the desire to attend needs to be translated into a purchase ac-

tion. If it is perceived that getting good tickets is going to be difficult,

some consumers might not make the effort. In fact, for some festivals,
there are no advance sales of tickets. This restriction means that the
decision to attend is considered impulsive and that it would generally
be made on the day of the event. Clearly, advance ticket selling means
a better opportunity to plan for an event as well as a substantial boost
to cash flow.

Establish the Price and the Ticket Program

Sale and distribution of tickets has been mentioned briefly before.
Now it is necessary to consider that event attendance could be tied in
to tourist travel to a destination. If this were the case, it would in-
volve negotiations with a tour wholesaler, extending the time line for
planning. Plans would need
be finalized long before the event, with
to
price determined, brochures printed, and advertising done (some-
times overseas) well in advance. This package tour might also include
airfare and accommodations.

The decision to attend

any event is often impul-
sive and made on the
day of the event.
Source: Bruna Stude/Omni
Photo Communications,
Inc.
66 Chapter Five

Promote the Event

Having made the decision as to when it is best to promote the event,
the next question is how to promote it.

Differentiation

Organizers must demonstrate the difference between an event,

whether it is a concert, festival, street fair, or charity fun run, from
other related leisure options. The consumer needs to know why this
event is special.

Packaging for Effective Communication

The messages used to promote an event are extremely important.

Usually there is only limited advertorial space for convincing all mar-
ket segments to attend. Thus, the combination of text and images re-
quires a lot of creative effort. If there is time and sufficient budget
available, utilizing these communication messages with consumers is
recommended.
There are many forms of promotion, including brochures;
posters; banners; Internet advertising; news, radio, and television ad-
vertising; and press releases, to name a few types or marketing tools.
Balloons and crowd-pleasers (people balloons with moving arms) are
examples of eye-catching promotional strategies that you can use.

Evaluate Marketing Efforts

The effectiveness of promotional efforts needs to be carefully mon-

all

itored. With an annual event, for example, customer responses to the

various types of promotions will guide promotional efforts in future
years. Evaluation needs to be done systematically by asking ques-
tions such as "Where did you find out about the event?" or "When did
you decide to attend this event?"
There are three stages at which research can be conducted: prior
to the event, during the event, and after the event. The research can
be qualitative, such as focus groups and case studies, or quantitative.
In the latter case, the research generates statistics such as customers'
expenditure at the event.

ffiie Marketing Mix

In the final analysis, themarketing efforts need to be analyzed in

terms of the marketing mix (see Figure 5-3). In other words, was the
event positioned well, priced well, promoted effectively, and distrib-
 Marketing 67

PRODUCT/SERVICE PLACE

event venue ticket sellers

quality of food tour wholesalers

quality of entertainment tourist information offices

cleanliness of venue I venue

MARKETING
ETII MIX

PRICE PROMOTION
t
cost of ticket advertising

cost of travel public relations

time taken to travel sales promotion

other inconvenience

figure 5-3 The Marketing Mix

uted through different channels efficiently? All these factors must

work together if success is to be the outcome.

Positioning

The questions to ask are "Was the choice of event appropriate?" and
"Was it positioned correctly in terms of competition?" For example,
one would hesitate to run a food and wine festival in a small town
when there was already an Oktoberfest at a larger town nearby.

Price

Pricing for an entertainment event is very tricky. It depends on the

size of the potential audience and the selected venue. If the ticket
price is too high and if the featured artist is not as popular as expected,
then the half-empty venue will result in a dismal financial outcome.
Pricing of food and beverage items is also an important considera-
tion, because customers become annoyed if markups are excessive.

Promotion
Promotional activities need to be chosen carefully and timed effec-
tively. Promotion is a costly exercise, radio and television advertis-
ing being two of the most expensive. Overall, the most cost-effective
methods of promotion are feature articles in local newspapers and
banners.Many events are promoted by tourism bodies and by tourism
information offices at minimal cost. And increasingly, the Internet is
being used as a source of information by the event audience.
68 Chapter Five

Distribution

Tickets can be distributed as part of package tours, through ticket sell-

ers (who take commission), or at the venue. In many cases, the event
product is produced, distributed, and consumed at the venue. This
arrangement contrasts, for example, with goods that are imported for
sale and are ultimately consumed by the customer at home. The ef-
fectiveness of the channels through which an event is promoted and
sold is a crucial aspect of its success.

Sponsorship

Sponsorship is one of the most common funding sources for staging

an event. In some cases, the sponsor is happy to provide cash to sup-
port the event in exchange for increased profile and sales of the spon-
sor's products. In other cases, the sponsor provides "value in kind";
that is, the sponsor will provide free goods and services, again with
the expectation that this arrangement will have a bottom-line bene-
fit. For example, a newspaper sponsor may provide free advertising

space. Some sponsors use an event to promote a new product, and, in

this case, the whole event is aimed at developing customer aware-
ness and loyalty. In all of these situations, the marketing messages
must be consistent with the event and must be clear to the audience.
An expensive party to celebrate the release of a new product is a waste
of money if the audience cannot recall the name of the product a few
weeks later, or worse, fails to purchase it.
Essentially, the sponsor identifies with the event, mainly through
the use of his or her name and logo, and expects a return on the in-
vestment. It is thus essential to evaluate both the sponsor profile and
the sponsor's sales, or any other sponsorship objectives, after the
event to ensure that the sponsorship has been successful and that the
sponsor's relationship with the event will continue.
There are a number of questions to ask before approaching a
potential sponsor.

What Are the Benefits?

Can the sponsor's involvement lead to some benefit for the organi-
zation in terms of increased profile or increased sales? What other
benefits are there? At what cost? Will it be time-consuming for their
staff?

How Long Will the Association Last?

Is it possible to build a long-term alliance with the sponsor? Can an

agreement be reached for perhaps a five-year sponsorship?
 Marketing 69

Gordon celebrates at Daytona International

Jeff

Speedway with Pepsi, Gatorade, and Dupont com-

pany logos visible. Many companies seek opportu-
nities to have their name and logos seen at major
events.
Source: David Taylor/Getty Images, Inc./Allsport
Photography.

How Much Exposure will the Sponsor Achieve?

Will the sponsor's logo appear on all advertising? Will the sponsor
have naming rights to the event, or will specific prizes be awarded for
particular events by the senior staff? Will the winning athlete wear
one the sponsor's caps when interviewed by television crews? Will the
sponsor be named in the prize-giving ceremony?

Will the Sponsorship Be Exclusive?

Will this sponsor be the only one and thus clearly associated with the
event? Or will there be a large number of sponsors?

Is There Compatibility?

Have the potential sponsor's competitors agreed to provide spon-

sorship, and arrangement lead to a conflict of interest? Is
will this
there compatibility between the sponsor's product and the event pur-
pose (for example, if the purpose of the event was promoting a healthy
lifestyle)?
70 Chapter Five

Will There Be Ambush Marketing?

Are there organizations that will attempt to gain advertising mileage
and sales from the event, despite their lack of sponsorship or other
commitment? Will competitors' products be on sale at the event or in
a nearby area?
Ultimately, the most important question of aD concerns the spon-
sor 's benefit from his or her involvement in the event. This consider-
ation needs to be negotiated early in the arrangement, and a process
for measuring sponsor objectives, such as recognition or purchase of
the sponsor's products, needs to be put in place prior to, during, and
after the event. When clearly audited records or professional surveys
can demonstrate sponsorship outcomes, renegotiating sponsorship
arrangements for subsequent events or for different events will be
much easier, since success has been demonstrated in a tangible way.
At the end of the day, the sponsor needs a report detailing all pro-
motional efforts and the ensuing benefits, as well as photographs and
success stories for postevent publicity.

Cjcixc Study

Using the concepts in this chapter, develop a very brief marketing

proposal for five of the following events. When the proposal is com-
plete, analyze the differences in the approaches you have suggested.

1. Newport Winter With over one hundred and fifty

Festival.
grown to become "New England's
individual events, this Festival has
largest winter extravaganza." Alive with sparkle and excitement, the
Winter Festival offers a unique winter experience combining food,
music, and entertainment, with fun for all ages, www.newportevents
.com
2. Frederick Festival of the Arts. The Frederick Festival of the

Arts presents a dynamic exhibition and shopping experience at a

juried fine arts and fine craft market. The Festival also presents con-
tinuous live entertainment of music, dance and theater on three stages,
a film festival and literary activities in Frederick, MD. www
.frederickarts.org
3. The Las Vegas Comedy Festival.Whether you're an aspir-
ing comedian, a fan of comedy, or someone who'd like to infuse
humor communication skills, the Las Vegas Comedy Fes-
into their
Whatever your ambitions, the 4-day festival is jam
tival is for you!
packed with seminars, events and discussion groups that will help
you tap into your comedic voice and get more laughs out of your
ideas, www.lasvegascomedyfestival.com
 Marketing 71

4. The James River Writers Festival. The James River Writers

Festival
link
(JRWF) is an initiative begun by Richmond-area writers to
our city's professional writing ranks with accomplished and as-
Su miliary
piring writers from Richmond, VA, as well as the rest of our state and In this chapter we have
discussed the marketing
nation, www.jrwf.org
mix for event marketing,
5. The Palm Springs International Film Festival. Located in
including product,
the beautiful Coachella Valley desert at the base of Mt. San Jacinto in
price, promotion, and
southern California, the Nortel Networks Palm Springs International
place (distribution).
Film Festival is one of the largest film festivals in the country, screen- Identification of con-
ing over 180 films from more than 55 countries to an audience of over sumer interest in the
70,000 from around the world. The festival also features cultural product and their
events, filmmaker tributes, industry seminars and an annual black-tie decision-making
gala award presentation, www.psfilmfest.org processes form a key
6. Diabetes Run. The Sheridan Community Diabetes Educa- part of the planning of

tion Committee (SCDEC) and the Sundowner's Lion's Club are spon- promotional efforts.

Since most promotional

soring the Fifth Annual Diabetes Run on Saturday, May 31st at
budgets are limited, the
Kendrick Park in Sheridan, WY. After the run, a special treat is
expenditure must be
planned in conjunction with SmithKline Beecham pharmaceuticals,
timed carefully to en-
Coca Cola, and many of Sheridan's local physicians. They will be sure maximum impact.
teaming up to provide the runners and their families a grilled lunch Sponsorship is one way
and cold refreshments, http://mhsc.surfcommunications.net/news/ of attracting funding or
releases / may272003.htm "value in kind," and this
7. National Restaurant Association, Hotel & Motel Show. This is an important element
annual trade show brings together over 76,000 foodservice and hos- of the marketing strat-

pitality professionalsfrom across the nation and around the world to egy. Evaluating the mar-
see and taste the newest products, equipment and services and to keting effort is essential,

hear industry leaders share their insight. Educational seminars coin- because it will facilitate
planning of future
cide with the trade show, www.restaurant.org
events.
8. Virginia City Camel Races. What started as a hoax is now
NV. This is the 44th year that jockeys will
a tradition in Virginia City,
mount high-spirited dromedaries for the Virginia City International
Camel Races and the fun will begin again, www.renolaketahoe
.com

finks

www. fanfair. com

www.newportevents.com
www.frederickarts.org
www.lasvegascomedyfestival.com
www.jrwf.org
www.psfilmfest.org
www.restaurant.org
www. renolaketahoe .com
 Chapter Six w

Promotion

y It's not too early to "saddle up" for the 97th anniversary National
y Western Stock Show Rodeo & Horse Show, fan. 11-26, 2003.
y The National Western will kick off with a pair of Mexican On completion
y of this chapter, you
y Rodeo Extravaganzas in the Coliseum on Jan. 11 and Jan. 12, fol-
will be able to
y lowed on Jan. 13, 14 and 15 with three Professional Bull Rider
y performances in the same venue at 7:30 p.m.
PRCA ProRodeo action follows in the Coliseum with 22
V performances from Jan. 16 through Jan. 22.
• plan the promotional
y strategy for an event;
y Ticketed presentations in the Events Center include Wild West • develop a brand or
y Shows on and 19, the $15,000 Invitational Preestyle Reining
Jan. 18 an image for the
y Competition and Grand Prix on Jan. 20. Evenings of Dancing event based on the
y Horses will be held on Jan 22 and 23 and four Coors Draft Horse theme;
y Shows will take place on Jan. 24, 25 and 26. • develop advertising
y and place
y All tickets also include free daily grounds admission for the materials
them appropriately;
livestock and horse judging and sales. Children's Ranchland, Barn
• manage publicity;
*
Tours, commercial and education exhibits, the Coors Western Art
y
v Exhibit and much more are available with tickets.
and
• manage public
Y The Western Stock Show Association continues to focus on its
relations.
y mission, which educate the general public of the agricultural
is to

y industry, to provide agricultural marketing opportunities and to

y preserve the western lifestyle.

Reproduced with the permission of Western Stock

v Show Association (www.nationalwestern.com)

CJ^he National Western Stock Show Rodeo & Horse Show, held in
_£. Denver, Colorado, is an example of an annual event similar to
other annual events held in major cities. Agricultural shows continue
to appeal to a wide audience ranging from rural farmers to city
dwellers. For young children, the baby animal area is always popu-
lar, while sideshows and exhibits are perennial favorites. For rural

exhibitors, these events provide the opportunity to have their live-

stock judged, thus increasing exposure and prices for breeding.
73
74 Chapter Six

Promotion and public relations are a crucial part of the market-

ing of any event, as we have mentioned in previous chapters, and
they will be discussed later in some detail. As part of the marketing
strategy, event promotion involves communicating the image and
content of the event program to the potential audience. Broadly, the
aim of a promotional strategy is to ensure that the consumer makes
a decision to purchase and follows up with the action of actually mak-
ing the purchase. It is essential to turn intention into action, and this
step is often the biggest obstacle of a promotional campaign.
There are a number of elements involved in promotion, includ-
ing the following:

• image /branding
• advertising
• publicity
• public relations

Jniagt Branding

The first step for most events

development of a name, a logo,
is the
and an image scheme and graph-
for the event. This includes the color
ics that will appear on all event material ranging from registration
forms to tickets to merchandise. Image and logo are closely linked
and need to be agreed on well in advance. Together they are referred
to as "branding." Where sponsors are involved, it is essential to ob-
tain theirapproval of the branding; otherwise, there could be conflict
over the use of color or the positioning and size of logos. The design
must meet the needs of all stakeholders, as well as appealing to the
event audience, particularly if the design forms the basis for mer-
chandise such as T-shirts and hats. A slogan is sometimes developed
as part of the image for an event and is incorporated wherever pos-
sible. The result should be a consistency in theme and color scheme
for all promotional materials. In most cases, the color scheme is also
carried through to the decor, including signs, fencing, flags, table set-
tings, banners, and posters.

dvertising
,//<
Advertising is the second element of the promotional strategy. It may
take many forms, the following being some of the options:

• print
• radio
 Promotion 75

• television
• direct mail
• outdoor advertising/billboards
• brochures
• Internet

As part of the marketing plan, it is necessary to identify the mar-

ket to be reached and then to establish where the people in the mar-
ket live and which of the media would be most likely to reach them.
When selecting the most appropriate media, cost is generally the
biggest issue. Then you need to decide when to advertise a month —
before, a week before, or the day before? Faced with budget limits
and potentially expensive advertising, these are all crucial decisions.
When preparing an advertising budget, you should be aware
that different time slots on radio and television cost vastly different
amounts, as do different positions on the pages of print media. Local
newspapers and local radio stations are always more cost-effective
than national ones and are generally a more effective way to reach a
local audience. Larger events may aim to attract international audi-
ences, and if this is the case, you will need to clearly identify the po-
tential overseas audience and perhaps develop a tourist package to
include accommodations and other attractions. Partnership arrange-
ments can often be reached with travel agencies, airlines, and hotels,
as well as with stateand national tourism boards that have agreed to
support and promote the event.
The content of advertisements must be informative, and of most
importance, it must inspire decision making and action to attend or
purchase. Let's look at the following advertisement by an event com-
pany for its wedding rental products and services:

\f We provide six-arm gold candelabra in the Victorian style, silk flowers,

y tea lights, fairy lights, table overlays (in organza, Jacquard and cotton),
chair covers with sashes and ceiling drapes. We set up for you.
V
In this advertisement there is a lot of information but absolutelyno in-
spiration. A number of descriptive adjectives would have
certainly
enhanced the text, as well as the possibility of customers' buying their
sendees!
In contrast, the advertisement for an unusual event following
is much more creative. would be very difficult to attract an event au-
It

dience if only the facts of a blood donation were presented and if the
promotional team has realized this by making this event into some-
thing not to be missed.
76 Chapter Six

WE WANT YOUR BLOOD!

Millard Clinic Blood Drive Week

August 10-15 with the grand on August 15 (10 a.m.

finale (don't miss this)
to 9 p.m.) Creendale Clinic's was a huge success. This year our
last drive

target is 3,000 units of blood. Sponsors have donated ten major prizes as
well as minor prizes for all other donors. Our top prize, a trip for two to
Hawaii, will be presented at the grand finale. We will have a health ad-
vice booth, a complimentary espresso kiosk, food booths, a craft fair,
children's entertainment, local celebrities, and a jazz band in the late

afternoon. Attendance is free and all donors will receive a sponsor prize,
and will be entered into the drawing for the major prizes. Parking is avail-
able on Grant St.

J iirun d-l Advertising brings excitement to an otherwise boring event.

The advertising message needs to meet the motivational needs

of the audience at thesame time that it assists the decision-making
process by supplying the necessary facts.

(Publicity

Free publicity for an event can be secured by running a careful pub-

licity campaign with the media. This involves developing and dis-
seminating press releases to journalists and then following up by
telephone. Sometimes interviews with journalists will also be neces-
sary. There are several points of contact. In the print media, these in-
clude the editor, the feature writers, and the editors responsible for
individual sections of the newspaper or magazine. In the broadcast
media, the people to contact include the station manager, the news an-
nouncers, and the radio personalities. For television, contact the pro-
gram producer or director. In each case, the first question to be asked
will be "What makes this event newsworthy?" and the answer to this
must be clear.
The aim of a press release is to stimulate media interest in the
event and thus achieve positive and cost-effective publicity. Many
large event organizers post their press releases on their Web pages
(see as an example the press release on page 82 of this chapter for the
Susan G. Komen Breast Cancer Foundation Komen Race for the
Cure®). For mega-events and regional events, a launch is usually held
prior to the event to which the media and the stars of the show are in-
vited. These occasions are used to distribute the press release. It is
 Promotion 77

Having your product

name and logo visible at

events is one very impor-

tant form of advertising.
Source: Bob Daemmrich/
The Image Works.

essential that a launch be well attended and that the media report the
event in a positive way; otherwise, the effort will be counterproduc-
tive. In the case of smaller events, sending a press release to a local

paper and to the local radio stations is generally the best option. Since
the staff working on these smaller publications are extremely busy, it
is advisable to provide them with a ready-to-go article, including

photos, logos and quotations when possible. The following is an ex-

ample of the sort of press release /article that would draw the atten-
tion of a local newspaper:

The Longest, Largest and Oldest Touring Bicycle Ride

in the World
y
y RAGBRAI®, The Register's Annual Great Bicycle Ride Across
y Iowa™, is an annual seven-day bicycle ride across the state. RAG-
y
\r BRAI is the longest, largest and oldest touring bicycle ride in the

y world.It started in 1973 as a six-day ride across the state of Iowa by

two Des Moines Register columnists who invited a few readers

along. It attracts 10,000 participants from every state in the country
and many foreign countries. The RAGBRAI route averages 470
y miles and is not necessarily flat. It traditionally begins along Iowa's
y
y western border on the Missouri River and ends somewhere along the
y eastern border on the Mississippi River. The starting and ending
y towns and the route across the state are changed each year and an-
y
\i nounced in early February in The Des Moines Register and on the
Y
v
website at www.ragbrai.org. Application materials will be available
online November 15, 2003 for RAGBRAI XXXII which takes place
V July 25-31, 2004.
78 Chapter Six

v The people of Iowa truly make RAGBRAI the special event it

V is their towns and communities to the ride partici-
by opening up
y pants. The Iowa hospitality, the beautiful countryside, and the
chance to get away from it all for a week make this bicycle tour the
V most memorable experience of a lifetime. To learn more about the
v event, visit the website, or call the RAGBRAI hotline at 800-1 RIDE
5 IA (800.474.3342).
y RAGBRAI® and
y Annual Great Bicycle Ride
the Register's
y Across Iowa™ are registered trademarks of the Des Moines Register
V & Tribune Company. Used with permission.

The following guidelines for preparing a press release will help

to ensure that the reader sits up and takes notice:

• There must be something to appeal to the reader in the first two

sentences: he or she must be motivated to read the whole press
release.
• must be covered: what, when, why, and how. This
All the facts
is The reader wants
particularly the case for negative incidents.
to know what happened, when it happened, why it happened,

and how things will be resolved. When something goes wrong,

the facts are important because unsubstantiated opinion is dan-
gerous. If the press release is promoting an event, all informa-
tion such as the venue, date, time, and so on should be included:
• The press release should be short and to the point (no longer
than one to two pages).
• Layout is extremely important.
• Contact details should be provided.
• Photographs should be captioned.
• Quotes from senior staff and stakeholders (including spon-
sors) may be included.
• If the press release is promoting an event, it should describe
all potential benefits for the audience.
• An action ending for booking or registering should include
all necessary information.

Apart from free media publicity, it is also possible to obtain free

exposure through a number of official tourism organizations, many
of which are listed at the end of this book. They provide tourist in-
formation to visitors through tourist information offices or their Web
sites at the state or national level. Brochures distributed to such offices
or listings on their event calendars can provide valuable information
to the potential (and sometimes very hard to reach) event audience.
 Promotion 79

Every effort should be made to ensure that the event is listed as widely
as possible.

(public Relations

The manage the organization's and the

role of public relations is to
event'simage in the mind of the audience and the public. This un-
dertaking is mainly done through press releases as described in the
previous section. These up-to-date information sources, together with
photographs, provide the media with the background information
they need to develop stories about the event. Media briefings can also
be conducted before and during the event, particularly if high-profile
people such as celebrities, entertainers and athletes can enhance the
publicity.
One of the most critical public relations roles is to inform the
media whether there is a negative incident of any description. For
this reason, an incident-reporting system needs to be in place so that
senior members of the event management team are fully informed, in-
cluding the public relations manager, if this is a separate role. It may
be necessary to write a press release or to appear in an interview if
such an incident occurs. In some situations it is essential to obtain
legal advice regarding the wording used in the press release. The pub-
lic relations role can be a highly sensitive one, and in some situations,

words need to be chosen carefully. A simple expression of regret, for

example, would be more tactful than suggesting the cause of an
accident.
Another, more positive public relations role is the entertainment
of guests and VIPs attending the event, in some cases from other coun-
tries. In this public relations role, you need to be the following:

• attentive to the needs and expectations of your guests;

• mindful of their cultural expectations;
• flexible in your responses to their behaviors;
• informative and helpful as a host;
• proactive in designing hosting situations to meet the required
protocol; and
• able to make easy conversation.

Particularly with overseas guests or guests of event sponsors,

you need to know in advance who they are (official titles, correct
names, and correct pronunciation) and where they come from. Of
most importance, you need to know the reason why your company
is acting as host to these guests, because often business objectives,
80 Chapter Six

such as sponsor product awareness or negotiations, are involved. Re-

search is therefore essential to determine how to meet the needs of
the guests and the expectations of, for example, the sponsors. Ac-
cording to Roger Axtell (1990), the effective multicultural host has the
following attributes:

• being respectful
• tolerating ambiguity
• relating well to people
• being nonjudgmental
• personalizing one's observations (not making global assertions
about people or places)
• showing empathy
• being patient and persistent

As you can see from the preceding, there are a number of roles
for the public relations manager, or indeed for any member of the
event team. The opportunity to sell an event occurs every time the
telephone is answered or an inquiry is made by a potential customer.
Because customer relations becomes the role of everyone involved in
an event, training in this area is recommended. This training should
focus in particular on the event information likely to be requested by
the customer, a task that is more difficult than it sounds since plans
are often not finalized until very close to the event. Training ties in
closely with the planning process, and the distribution of informa-
tion to all concerned right up until the last minute is very important.
There are a number of situations in which an event manager
might become involved in public relations, including the following:

• making travel arrangements by telephone or e-mail

• meeting and greeting at the airport

• providing transportation
• running meetings
• entertaining at meals
• entertaining at events
• providing tours and commentary

If you have to lead a small group around the venue or the event,
there are a number of additional recommendations:

• Plan the tour so that enough time is allocated to see everything.

• Advise your guests of your plan, however informal the group.
• Make sure that there is time for a break and refreshments.
 Promotion 81

• Provide maps so that people can get their bearings.

• Pause frequently so that the guests can ask questions.
• Be gracious — questions are never trivial or stupid.

• Make sure that everyone can see and hear.

• Treat everyone as equals.
• Speak slowly and at an appropriate volume.
• Be patient, and speak positively.
• Be flexible, and change plans if necessary.
• Be attentive to fatigue or boredom, and accelerate the tour if

necessary.

In promoting an event, it is and understand

essential to analyze
the needs of the target market or markets. example, one of the
If, for
target markets is children aged 8 to 12, it is necessary to understand
the motivations of this group and to match the product to these mo-
tivational needs. It is also necessary to keep in mind that the person
purchasing the product may not be the consumer in this case, it may —
—
be the parent and promotional efforts need to assist with decision-
making processes within the family. Likewise, a sponsor may be mak-
ing a substantial investment in the event, and may have general, as
well as specific, expectations of the event, which may or may not be
consistent with those of the event audience.
To summarize, the task of promoting an event to the optimal
audience at the most beneficial time is the first challenge. The second
is to meet the needs of all stakeholders and to maximize public rela-

tions benefits to the satisfaction of customers at all levels.

(jase Study

Using the press release in Figure 6-3 and any materials you can find
on the history of the Lewis and Clark expedition, prepare one or more
of the following promotional materials:

• a travelbrochure attracting families to spend their vacations

along the expedition sites
• a Web page (home page only) promoting the commemoration
• a press release listing some of the activities that are planned in
conjunction with this bicentennial event

Links to tourism and other Web sites provided in the Links sec-
tion that follows and in Appendix 1 will assist with your research.
82 Chapter Six

For Immediate Release that early detection provides a greater chance of

The Susan G. Komen Breast Cancer Foundation survival and more treatment options," Brinker
Celebrates the Komen Race for the Cure®'s said. "Still, the Komen Race Series' anniversary

20th Anniversary reminds us that, despite these great successes,

there is still work to do as many research and
World's Largest 5K Race Series Kicks Off community grants go unfunded."
2003 Season With New Sponsor, Sets Course Funds raised by the Komen Race Series sup-
for Future Progress port non-duplicative breast cancer education,
screening and treatment projects for the medically
Dallas-March 20, 2003— The Susan G. Komen underserved in more than 100 communities
Breast Cancer Foundation kicks off the 2003 around the world. In addition, the Komen Race
Komen Race for the Cure® Series this month, Series is a major contributor to the renowned
marking the 20th Anniversary of the Foundation's Komen Foundation Award and Research Grant
signature awareness and fundraising program. Program, which has supported a number of the
Through Komen Race for the Cure* events, the most significant medical and scientific milestones

Komen Foundation supports outreach programs of the last 20 years. The Komen Foundation was
to help women facing breast cancer today and an original funder of V. Craig Jordan, Ph.D., the
invests in research that will one day find a cure for scientist whose work resulted in the development
the disease. of tamoxifen for the treatment of breast cancer,
The first event of its kind, the Komen Race as well as Mary-Claire King, Ph.D., the researcher
for the Cure® was created in 1983 by Nancy whose work led to the discovery of the first breast
Brinker, who established the Komen Foundation cancer gene mutation.
to honor the memory of her sister, Susan G. Thanks network of 75,000 volunteers
to a
Komen, who died from breast cancer at the age across the country, the Komen Race Series
of 36. In 20 years, the Komen Race for the Cure" touches people of all ages, races and backgrounds
has grown from one local race in Dallas, Texas, with life-saving messages about early detection
with 800 participants to an international series and other breast health educational information.
with 1.5 million people expected to participate Race participants wear "In Memory of" and "In
in 2003. Today, with more than 100 race events Celebration of" back signs to honor breast cancer
in Rome, Italy, and Frankfurt,
the U.S. as well as survivors and those who have lost their battle with
Germany, the Komen Race for the Cure® Series is the disease. At each Komen Race event, breast
the largest series of 5K runs/fitness walks in the cancer survivors wearing pink caps and T-shirts
world. are celebrated for their strength and courage.
"Through the Komen Race Series during the "The Komen Race for the Cure® is sponsored
20 years, we have made great strides funding
last nationally by ten corporate and organizational
community programs and innovative research partners. Their contributions ensure that the ma-
grants that might otherwise be overlooked. And jority of the funds raised support breast cancer
these events educate the public with a message programs, services and research.

Jugure 6-2 Outstanding Example of a Press Release

Source: For more information, contact, www.komen.org. Used with permission from the Susan C. Komen Breast Can-
cer Foundation.
 Promotion 83

For Immediate Release

Office of the Press Secretary

Presidential Proclamation

July 1, 2002 Nearly 200 years ago, President Thomas Jefferson sent an expedition westward to find

and map a transcontinental water route to the Pacific Ocean. With approval from the Congress,
Captains Meriwether Lewis and William Clark embarked on their legendary 3-year journey to ex-
plore the uncharted West. The expedition included 33 permanent party members, known as the Corps
of Discovery.
Their effort to chart the area between the Missouri River and the Pacific Coast set these coura-
geous Americans on a remarkable scientific voyage that changed our Nation. In successfully com-
pleting the overland journey between the Missouri and Columbia River systems, they opened the
unknown West for future development. During their exploration, Lewis and Clark collected plant
and animal specimens, studied Indian cultures, conducted diplomatic councils, established trading
relationships with tribes, and recorded weather data. To accomplish their goals, the Corps of Discovery
relied on the assistance and guidance of Sakajawea, a Shoshone Indian woman.
As we approach the 200th anniversary of Lewis and Clark's expedition, we commend their re-
sourcefulness, determination, and bravery. This Bicentennial should also serve to remind us of our
Nation's outstanding natural resources. Many of these treasures first detailed by Lewis and Clark are
available today for people to visit, study, and enjoy. As the commemoration of this journey begins in
2003, encourage all Americans to celebrate the accomplishments of Lewis and Clark and to recog-
I

nize their contributions to our history.

NOW, THEREFORE, GEORGE W. BUSH, President of the United States of America, by virtue
I,

of the authority vested in me by the Constitution and laws of the United States, do hereby designate
2003 through 2006 as the Lewis and Clark Bicentennial. I ask all Americans to observe this event with
appropriate activities that honor the achievements of the Lewis and Clark Expedition. I also direct Fed-
eral agencies to work in cooperation with each other, States, tribes, communities, and the National
Council of the Lewis and Clark Bicentennial to promote educational, cultural, and interpretive op-
and visitors to learn more about the natural, historical, and cultural resources
portunities for citizens
components of the Lewis and Clark story.
that are significant
IN WITNESS WHEREOF, have hereunto set my hand this twenty-eighth day of June, in the year
I

of our Lord two thousand two, and of the Independence of the United States of America the two hun-
dred and twenty-sixth.

GEORGE W. BUSH

figure 6-3 Lewis & Clark Bicentennial by the President of the United States of America
Source: Office of the Press Secretary of the United States of America.
84 Chapter Six

&ummaru
In this chapter
dealt with event
we
promo-
have
& ctivitij

Select five advertisements for events, and analyze the differences, de-
ciding which has the most audience appeal in terms of the following:
tion in more detail and
have seen that branding • attraction
or image is linked to the
event purpose and
• development of interest

theme, and that all of • assistance in decision making

these aspects must be • ability to lead to action /attendance
consistent and compati-
ble in order to create the
on the
greatest impact
consumer or event audi-
ence. There are many
media options for adver-
and these are
tising,
G inks

www.nationalwestern.com
often determined by the www.ragbrai.org
promotional budget www.komen.org
available. Advertising www.lewisandclarkexhibit.org
and publicity need to be www.lewisandclark200.org
carefully planned to en-
sure the highest possible
level of attendance at an
event. We have also
discussed the public re-

lations role, communi-

cation with the media
and other stakeholders
being important during
the planning phases and
equally important when
there are problems or in-
cidents that threaten the
success or reputation of
an event. A more posi-
tive public relations role

is the entertainment of
guestsand VI Ps for
which certain attributes
are essential, including
tolerance, patience, per-
sistence, respectfulness,
and an ability to relate
well to people of all cul-
tures.
 Chapter Seven
Financial Management

y The Miami International Film Festival is just one example of an

event that has experienced some financial woes. As reported in the
y Miami Today News, the festival sponsored by Florida Interna- On completion
y tional University experienced a $220,000 deficit in 2002. The festi-
of this chapter, you
y added screenings and venues but saw a decrease
will be able to
y val in ticket sales.

y Despite the bad press, the organizers feel secure that they can
y recover and carry on in future years. Part of their optimism is that
develop an event
y they have risen from a deficit situation in the past. When the univer-
•

y sity first took over the festival in 1999 was $100,000 in debt, but
budget, including
y the university was pay
it
income and
able to off the debt three years earlier than expenditure;
planned. • identify the break-
even point in order
to make pricing
decisions;
• review and manage
cash flow;
• produce a simple
profit and loss ac-
count; and
/^ong-term financial an important consideration in event
results are
• develop control sys-
tems for managing
c/^management. In the preceding case, part of the shortfall for the
finances within
2002 festival is being amortized (spread) across future festivals; how-
budget.
ever, in general, the aim of financial management is for all expenses
to be recouped at the time of the event.
Not all events are profit oriented. For example, a promotion for
a new product, such as a new brand of perfume, would be part of a
major marketing initiative, with the expectation being long-term re-
turn through sales. The perfume company would meet the expenses
associated with staging the event. Similarly, a party or celebration is
usually paid for by the client. Good financial management by
the event company will ensure that the quote given to the client at
the beginning will at least cover the expenses incurred in staging the
party —and hopefully make a profitfor the company! In other cases,
ticket revenue and other sales (such as from merchandising) are

So
86 Chapter Seven

expected to exceed the expenses, thus delivering a profit to the orga-

nizers or investors.
The first step in the financial management of an event is to ask
the questions that follow.

Is the Aim to Make a Profit?

There are many events that have a range of objectives that do not in-
clude making a profit. For example, street parades or music festivals
may be offered to the public free of charge, the expenses being met by
government agencies and/or sponsors. Often, goods and services are
provided by businesses and individuals to assist in the running of an
event, thus making it difficult to accurately estimate the actual costs.
However, it is still essential that all other expenses are properly ap-
proved and documented.
When the objective of an event is raising money for charity, a
target be set, and, once again, both the expenses and the
needs to
funds raised need to be accounted for correctly.

How Much Will the Event Cost?

In the example of the fund-raising event described before, as indeed

for any nonprofit event, it is important to estimate how much the
event will cost as well as to keep track of the actual expenses incurred.
With every event, money changing hands must be properly docu-
mented, and, in most cases, the financial records should be audited.
Expenses, or costs, include fees, equipment and venue rental costs,
advertising, insurance, and so on.

What Are the Revenue Sources?

Generally, revenue is raised by selling tickets or charging admission

fees.Merchandise sales also contribute to revenue. Merchandising

items, such as T-shirts and caps, may be sold by the event organizer
or under arrangement with the retailer whereby the event organizer
earns a percentage of any sales. The same arrangement may occur
with food and beverage sales.

How Many Tickets Must Be Sold to Break Even?

This is a critical question. In essence, it whether you decide
relates to
on a large venue, large audience, and low on a small venue,
price, or
small audience, and high price. This question will be discussed in
more detail later in this chapter.
 Financial Management 87

What Is the Cash-Flow Situation?

Events are fairly unique revenue comes in only on

in that, for most,
the day of the event. This arrangement means that all costs, such as
salaries, office expenses, and fees, have to be met up front from ex-
isting funds. When ticket sales occur long before an event is staged,
as they do with major concerts, this arrangement puts the company
in the enviable position of being able to pay for its expenses from rev-
enue while also earning interest on this money until the remaining
bills become due. Very few events fit this category. Cash-flow planning

is an essential part of the event planning process for the previously

mentioned reasons.

What Control Systems Are Needed to Avoid Fraud?

All businesses are accountable,and systems need to be put in place

toensure that moneys are accounted for. Systems and procedures are
needed so that every transaction will be recorded and all expendi-
tures approved, including payment of invoices, handling of cash, pay-
ing of taxes, and so on. Cash management systems for the day of the
event are often lacking, and it is not uncommon for registers to be left
open, for staff to take handfuls of change without substituting notes
and for bags of cash to be left lying around. This situation is clearly
unsatisfactory.

How Will Legal and Taxation Obligations Be Met?

Employing the services of a properly qualified accountant will en-
sure that your organization maintains accurate records and meets its

legal obligations.

T he Budget
1

Preparing a budget is part of the initial planning stage. A budget in-

cludes projected revenue and expenditure from which an estimate of
the net profit (or sometimes net loss) from the proposed event can be
ascertained.It is a plan based on accurate quotes from all contractors

and suppliers and on careful research to ensure that no expenses have

been overlooked. It provides guidelines for approving expenditure
and ensuring that the financial aspects of the event remain on track.
The budget is part of the event proposal or the basis of the quote by
the event management company to the client.
Several sample budgets are provided in Figures 7-1 to 7-4. As
you will see, they vary considerably in the number and
of expense
revenue items, though the general principles remain the same. Note
88 Chapter Seven

Fixed Costs Freight and travel

Band Labor
Dancers Setup
MC Dismantle
Stage crew Management fee
Costumes Creation, production, supervision
Theme Management of evening
Decoration
Total fixed costs
Sashes
Signage
Variable Costs (based on 200 guests/pax)
Entrance
Graphics Table decoration, say 21 @ $
Animation logo Food @ $ per head
Artwork and printing Beverage @$ per head
200 programs Band/entertainer meals 15 @$ per head
Lighting Total Variable Costs
Sound
Vision Contingency
Rear projection
4.2 x 3 m screen
GRAND TOTAL
Data projection

figure 7-1 Budget Items forThemed Dinner

Source: Reproduced with permission of Events Unlimited, International.

Income 1 site office

Entry —corporate 40@ $ 1 children's sign

Booth rental 1 64 ft. of synthetic turf

Merchandising Allowance for under panels for turf

Raffle Ticket box
Entry donations 3 flag poles
Other donations 2000 Paper cups
Total Income 3 fold-out tables
2 water thermoses
Expenditure 2 transport carts
Fixed Costs Portable Restrooms
Rentals 20 dual sex portable restroom
Structures 1 handicapped portable restroom

50 team tents 5 portable hand-washing basins

5 booths (food) 1 attendant
3 booths (merchandize) Equipment
1 official's booth Portable stage
6 security/first aid stations Stage roof
1 information booth Lectern

figure 7-2 Budget Items for Relay Race Event

Source: Reproduced with permission of Events Unlimited, International. (continued)
 Financial Management 8.9

Stage skirting 50 competitors' entry kit preparation

10 rolls marking tape Stationery
Transport carts 1 500 "show bags"
Control Signage
Scoreboard 2 banners
Timekeeping devices 20 directional signs
Rental of public address equipment including 5 sponsor signs
microphones, cords and stands 50 team names for tents
500 coded wristbands Advertising
Rental of 2 bar code readers Marketing
1 walkie talkie radio sets Media Launch
4 phone lines Administration
50 x 10 team numbers Postage
70 vests for security officials Phone, fax, e-mail
Start/finish air horn Insurance
1 winner's shield Permits
10 winners' medals Children's amusements
500 competitors' ribbons Raffle prizes
Staff Management Fees
MC/announcer team monies and database
For collection of
Security management; media coordination; coordinat-
20 parking lot attendants ing and running the event, including budget
Labor for set up and tear down development
50 race officials/including relief Total Fixed Costs
2 emergency first aid staff Variable Costs (based on 40 teams)
Photographer Food & Beverage
Logistics Catering 1200® $
Garbage bins Buffet tables set-up
Clean up and garbage removal Beverage (4 hour package) 1200 @ $
Power Wait staff 40 @ $
Water Health drink for athletes
2 Gators for quick transport Ice water for athletes
Promotion Health food snack for athletes
Printing Total Variable Costs
Design/artwork Contingency
500 entry forms Sub-Total
10,000 flyers Total Expenditure
2000 programs Profit

50 corporate prospectus

•figure 7-2 continued

90 Chapter Seven

Fixed Costs Liability insurance

Venue rental Included in general event insurance
Costs included in rental budget Printing
Signage Exhibitor manual — 100 copies
Directional Exhibitor guide — 000 copies
1

Large banner with rotating globe Exhibitor lists and floor plan, large layouts
50 national flags Miscellaneous
Lighting Consumables
On banners, globe and flags Estimate: postage, phone, e-mail, etc.
Name tags Storage area
Exhibitors 300 @ $ Internet cafe —stand only with furniture
Visitors and other delegates 500 @ $ Internet cafe — equipment
IT

Welcome display Internet cafe — coffee bar estimate includes

Estimate: operators at reception and info desk espresso machine
Exhibitor manual Additional supervisory/security 36 hours @ $
Placed on website Cost of stand
Preparation of Intranet site info Travel, accommodations for exhibition and at-

Marketing tendance at 8 meetings

To previous showcase exhibitors Total Fixed Costs
Promotion to new database in conjunction Variable Costs (based on 20 booths)
with promo Basic booth construction
Setup/Teardown 10X10 per concept description @$
Rental of scissor lift Catering
Exhibition function 2 days x 6 per booth @$
Wine and cheese evening sponsored by Total Variable Costs
Onsite staff Contingency
14 @ $ Total Costs

Jugiire 7-3 Budget Items for Exhibition

Source: Reproduced with permission of Events Unlimited, International.

the differences between fixed costs (these do not alter) and variable
costs (these vary in accordance with the size of the event audience).

Management Fees

In many cases, an event organizer charges a management fee to over-

see an event. As a ballpark figure for planning purposes, this is gen-
erally in the region of 10 to 15 percent of total costs. According to
Larry Jaeger, president of Events Xtraordinaire, the industry has got-
ten a bit more competitive, so there are situations in which an event
planner may look at business as an opportunity and get more ag-
gressive on fees. Jaeger also reports that any fees in addition to what
is specified in the project or any projects that are smaller in nature are
billed on a per-hour consulting fee, which can be $125 or more per
 Financial Management 91

Fixed Costs Programs (shell plus inset)

Venue rental Reviews

Artists Onsite staff
MC Catering
Actor/scriptwriter Other rentals
Singer/composer Catering
Choreographer Gifts for special guests
Technical director Photography
Set designer Digital camera
Makeup designer Video recording
Props designer Video camera rental
Production team Tapes
Stage manager Setup/Teardown
Asst. stage manager Freight
Asst. technical director Airfares
Costumes Ground transportation for guests and dignitaries
T-shirts @ $ (+ 10% for extreme sizes) Accommodations and meals (2 days) for guests
Sound and dignitaries
Copyright fees Miscellaneous
Equipment rental Phone, fax estimate
Lights Contingency
Visual effects (for presentation and speaker) Management Fee
Based on PowerPoint presentation and video Total Fixed Costs
Preparation of visual effects Variable Costs
Staging Catering
Preparation of production detail Coffee on arrival @ $
Set backdrop, paints etc. Mid-morning snack break @ $
Props materials —
Lunch sack lunches @ $
Expenditures Afternoon beverage service @ $
Posters for theater Pre-show canape and buffet dinner @ $
Props Total S per head
Laptop and printer Second day breakfast @ $
Printing Total Variable Costs
Individual group labels Total Each Location
Invitations Grand Total

trigone 7-4 Budget Items for Music Event

Source: Reproduced with permission of Events Unlimited, International.

hour, depending on the region of the country. Although an event

might have a low budget, it might still require considerable time and
effort in its organization, and thus the lower end of the range, 10 per-
cent, would simply not cover management costs. In that case, an event
planner may opt for the hourly consulting fee.
Prior to contracts being signed, the event organizer should work
out the tasks involved in the event, allocate staff to the various roles,
92 Chapter Seven

and determine pay rates in order to come up with a more accu-

their
rate estimate ofmanagement costs and, therefore, the management fee
to be charged. In some situations, the event organizer might wish to
involve himself or herself in a collaborative entrepreneurial arrange-
ment with the client whereby the management fee is based on income
earned or sponsorship raised.
If a management fee is charged, the client is usually responsible
payments to venues and subcontractors. The fee is for
for all pre-event
the management and the coordination of the event by the event or-
ganizers, and for their expertise, from concept through to execution.

Contingencies

Most event budgets include a contingency for unexpected expenses.

This ranges from 5 percent of the costs (if the event organizer is con-
fident that the costs are controllable) to 10 percent (if there are a num-
ber of unknown variables or the costs are uncertain).

(preak-8ven Point

To work out the break-even point, the event organizer has to estimate
the number of tickets that need to be sold in order to meet expenses
(see Figure 7-5). These expenses include both fixed costs and vari-
able costs. Fixed costs, such as licensing fees, insurance, administra-
tive costs, rent of office space, advertising costs, and fees paid to
artists, generally do not vary if the size of the event audience increases;
these costs are often called overheads. Variable costs increase as the
size of the audience increases. If food and beverage were part of, say,

jfigwv 7-5 Break-Even Point

BREAK EVEN POINT

*&/ PROFIT
o
>
Z r
s^~-
LJJ
> o
UJ

Fixed cost

SIZE OF EVENT (AUDIENCE)

 Financial Management 93

a conference package, clearly these costs would escalate if the num-

bers attending the conference increased. Once the total revenue is the
same as the total expenditure (fixed and variable), then the break-
even point has been reached. Beyond it, the event is profitable.
In the case of an exhibition, the organizer would be using the
budget to establish how many exhibitors were needed to break even.
The price charged for exhibiting could clearly be quite low if there
were a lot of exhibitors; the price charged would have to be high if
there were few exhibitors and if the aim were to meet the budget (par-
ticularly for fixed costs). However, this is not an altogether feasible
way of setting prices or fees, since there is a maximum price that the
market will bear and a minimum level at which the event becomes
viable. This iterative process of analyzing ticket prices or fees charged
and the break-even point is part of the financial decision-making
process.

(^ash-Mow. (Analysis

Capital is required to set up any and even more so in the

business,
event business, since the planning phase is and the period
often long
for capturing revenue very short. For example, an event team may
spend a year planning an event during which period costs will be in-
curred, all of which have to be paid long before there is an opportu-
nity to recoup any money. After having spent a year planning, it is
possible that tickets will be sold at the venue and that all revenue will
be collected on the one day This outcome is in contrast to an every-
day business in which there is a more even cash flow.
In instances in which the client is paying for the event, a deposit
is generally negotiated. However, payment of the balance may not

be paid to the event management company until at least a month after

the event. Ideally, complete up-front payment, or a significant estab-
lishment fee, should be negotiated to alleviate cash-flow problems.
In summary, monthly expenses and projected revenue need to
be entered into a spreadsheet to establish how cash flow can best be
managed. A funding crisis, just days before an event, is not uncom-
mon in this industry.
The an example of an event
illustration in Figure 7-6 provides
held in March, generating very little income until the month and days
before the event. Only small amounts in the form of grants and spon-
sorships are shown as income during the planning phase in October,
November, and December. Meanwhile, expenses were incurred from
the beginning of the planning process, peaking in January and Feb-
ruary when suppliers were becoming demanding. Expenses include
salaries for staff, office expenses, deposits, and up-front payments to
94 Chapter Seven

Cash flow analysis

Sept. Oct. Nov. Dec. Jan. Feb.

-figure 7-6 Cash-Flow
Analysis EXPENDITURE - INCOME

subcontractors for catering and equipment rental. The gap between

expenditure and income is the cash shortfall, which in this example
was particularly problematic in January and February.

(profi t and JCqss Statement

The profit and loss statement is a list of an organization's revenue,
expenditure, and net profit (or net loss) for a specific period. In many
cases, the profit and loss statement (or income statement) is prepared
after the event.
and loss statement would match the
In a perfect world, the profit
budget. The budget is and if everything went according to
the plan,
plan, this outcome would be reflected in the profit and loss statement.
In the event industry, the budget is generally prepared before the
event and the profit and loss statement afterward, whereas in most on-
going business operations, budgets and profit and loss statements are
done regularly and routinely. In an event management company, a
profit and loss statement would be done for each event, as well as for
the ongoing concern, the company itself. Alternatively, each event
could be shown as a different cost center.
On the profit and loss statement, the most important source of
revenue, such as sales of tickets, appears as the first item. If the event
is paid for by a single client, this payment will be the first item, since
it isthe predominant source of revenue. Gross revenue is the total
revenue before any costs have been deducted. This is a similar con-
cept to gross wages, the amount you would receive if there weren't all
sorts of deductions such as tax, worker's compensation, and the like
before it reached your pocket.
If you deduct the cost of goods sold (also known as direct costs)

from the gross revenue, you get the gross profit. If the gross revenue
from an event were $750,000 and if the direct costs of $520,000 were
 Financial Management 95

deducted, the result would be a gross profit of $230,000. The cost of

goods sold are those that relate directly to the revenue earned. They
could include cost of venue rental, labor, and equipment rental. After
calculating the gross profit, you would then deduct your overhead
costs, such as administration costs and rent, of $165,000, and you
would be left with an operating profit of $65,000. Finally, your net
profit is your profit after all other costs and taxes have been deducted,
in this case $41,000. This procedure is illustrated in Figure 7-7.

j^alance Sheet

Whereas the profit and loss statement captures results for a given pe-
riod, such as a financial year, the balance sheet gives you an idea of
what a businessworth at a certain point in time. When the owners
is

of the business have acquired assets, such as sound and lighting

equipment, the acquisition becomes very relevant, and likewise, if
there were outstanding bills to be paid. The balance sheet shows what
the result would be if all bills were paid and everything were sold (the
assets minus the liabilities). This result is the owner's equity in the
business. The problem for many event management companies is that
their assets, such as their reputation, are intangible!

(financial Control Systems

All purchases must be approved, and usually a requisition form is

used for this purpose, meaning that the manager has the opportunity
to approve costs incurred by employees. Once goods are ordered or

Profit and Loss Statement as at June 30 2004 figure 7-7 Profit and
Loss Statement

Gross revenue $750,000.00

Less cost of goods sold $520,000.00

Gross profit 5230,000.00

Less administrative and other overhead costs $165,000.00

Operating profit $65,000.00

Less other income expenses (such as interest) $6,000.00

Profit before tax $59,000.00

Less tax $18,000.00

Net profit for the year/event $41,000.00

96 Chapter Seven

services provided, checks must be made that they meet specifications

before the bills are paid. Fraud could occur if an employee had au-
thority to make purchases,
to record and physically handle the goods,
and to pay theFor that reason, these roles are usually carried
bills.

out by different people. In any case, the system should have checks
and balances to make sure that

purchases or other expenses are approved;

goods and services meet specifications;

payment is approved;
accounts are paid;
incoming revenue is checked and banked;
revenue totals are recorded correctly;
debts are met;
all transactions are recorded and balanced;
taxation requirements are met; and
financial matters are correctly reported to stakeholders.

In an article appearing on July 20, 2003, in the Milwaukee Journal

Sentinel the four-day Jewel-Osco RiverFest was described as follows:

Entering ninth year, the free four-day festival offers a lineup of

its
y musical entertainment and food that organizers hope will bring back
y
y the more than 55,000 who attended last year.
y Dave Burch of the Rotary Club of Waukesha, which produces
y the festival, said the key elements for a financially successful event
y are in place.
y More than 700 volunteers are available to help and corporate
V sponsors pledged about $160,000 to finance this year's festival.

This good example of a major community-wide event with sev-

is a
which was being successfully staged and financially
eral objectives
well managed.

(panic Pa yments

This unusual accounting term is not exclusive to the event industry,

but this industry is one in which inflated panic prices are often paid.
In an ideal world, the event manager has all quotes sewn up and the
budget locked in long before the event. There should be few unfore-
—
seen contingencies but don't forget this line in your budgets!
In reality, Murphy 's Law dictates that something will always go
wrong. And the closer it is to the event, the more difficult it is to ne-
 Financial Management 97

Event Planning

Budget

Expenditure Income
$ $

Cash Flow Analysis

Profit and Loss Account Balance Sheet

Event Evaluation Report

figure 7-8 Planning, Budgeting, and Reporting Process

what you require to put it right. In fact,

gotiate a reasonable price for
if it is could easily lead to a price with a high
a last-minute crisis, it

—
premium a panic payment. Essentially, the supplier has the event
manager over a barrel. Careful planning and detailed contracts ne-
gotiated well in advance can prevent this situation from occurring.

(jcise Study

Your event business, Rave Reviews, has the opportunity to quote for
two major parties. Having experienced some financial difficulties in
your first year of operation, you want to ensure that you choose the
most feasible of these for which to prepare a proposal and produce the
winning quote.
The first party is for a top celebrity and will be held at her beach-
front mansion. The party will be outdoors, and the goal is to transform
the garden area through the use of a spectacular theme. The party
will be attended by 350 guests, and a lavish dinner is expected.
98 Chapter Seven

The second party is much larger, since 500 to 600 people will be
&
^Summary invited. The company is giving the party to celebrate its fiftieth year
of tractor and farming equipment operations. The party will be held
This chapter has covered in a large airport hangar out in the country. Food will be pretty basic,
the important subject of
and alcohol will be very plentiful. Decor is not important, but the en-
financial management.
tertainment will be the focal point of the event.
We have learned that
Discuss which of these two events you would choose in terms
the budget developed
prior to an event must
of its ease of financial management and its potential profitability.

anticipate all revenues

and expenditures and
that steps should be
taken to finalize con-
Ah ctivitij

tracts as early as possi- Prepare a budget for the promotion of a local fund-raising event. You
ble to ensure that can use any number of promotional strategies, including various
expenses do not exceed forms of advertising. Make sure that you include the time taken to
budget forecasts. The prepare the communication messages and designs for these materi-
event manager also
als. In the case of brochures, there may be design and print costs as
needs to take into ac-
well as distribution costs. Your budget should comprehensively cover
count the cash-flow situ-
all activities and expenses associated with promotion, including any
ation in the lead-up to
an event, since most ex- salaries or wages involved.
penses occur early in

the planning process

whereas the bulk of the
-Ginks
;

revenue is generally col-

lected close to, or dur- www.eventsx.com (Events Xtraordinaire)
ing, the event. We have
touched on profit and
loss statements and bal-
ance sheets, and have
emphasized the impor-
tance of financial con-
trol systems for
managing expenditure
and revenue from sales.
Reporting systems need
tobe in place so that
complete and accurate
records are available for
the final postevent
report.
 Chapter Sight
Risk Management

began back in the late 1970s when someone wondered who was the
y It

best all-around motorcycle racer and from which discipline would he

come. Would it be a road racer, an off-road racer or perhaps aflat track On completion
of this chapter, you
pilot? From that was born the notion of a new type of motorcycle race.
y It was first called Superbikers and it blended on- and off-road racing
will be able to
y by featuring a track comprised of both pavement and dirt. Motocross
y
y
v
bikes proved to be the best choice for this new form of racing and with
identify the risks as-
minimal modifications a racer could easily build a competitive mount. sociated with an
V The discipline prospered in the United States for awhile and then dis-
y appeared, perhaps because of the trend towards specialization. It found
event;
assess the risks and
a home in Europe and grew modestly. Stateside, local clubs began to prioritize the risks;
emerge as interest returned. Now, in a big way, Supermoto returns to manage the risks by
where it all started in the form of and all new national series called the prevention or contin-
y AMA Red Bull Supermoto Oiampionship. gency planning; and
develop a risk man-
Reproduced with permission of AMA ProRacing agement plan.
(www.amaproracing.com)

"lthough not everyone's choice of event, the Supermoto is ex-

tremely popular, attracting crowds of enthusiastic fans. Crowds
lit events such as the Supermoto have been described as highly spir-
ited, so that the event's organizer often insists on rules in an effort to
minirnize risk. Typical rules state that the following cannot be brought
in: alcohol, glass bottles; pets, fireworks, weapons, and drugs. See
Figure 8-1.
and in this chapter we
All event organizers face a range of risks,
will look at ways
which these risks can be identified, analyzed,
in
prioritized, minimized, and monitored. First, however, it is essential
to define risk management.
Risk is the chance that something will go wrong. Event orga-
nizers often think of risk in terms of safety and security, but risk is

much broader than that concept. It may include a cash-flow crisis, a

staff strike, poor publicity or, of course, bad weather. The last of these

99
100 Chapter Eight

Rules of Road America 4.1 Spectators may only consume alcoholic

beverages in the North Paddock, and
1 .0 All persons entering the Road America Race
other spectator areas.
Track will have one of the following:
5.0 Race engines may not be run without Road
1 .1 A current —Valid spectator ticket.
America permission:
1 .1 .1 . A ticket with stub(s) upon entering.
5.1 Before 8:00 am weekends/8:30 am
1.1.2 A ticket and a valid "Pass-Out"
weekdays.
upon re-entering.
5.2 After 6:00 pm weekends/5:00 weekdays.
1.2 A Valid credential (accompanied by a
5.3 Car Clubs must vacate property by 7:00
signed insurance-waiver witness by Road
pm each day.
America/Club Staff personnel (Partici-
5.4 On-Track Operations 8:00 am to 6:00 pm
pants only).
weekends/ 8:30 am to 5:00 pm week-
1.2.1 Road America credential.
days.
1.2.2 Event sponsoring club credential,
6.0 All vehicles or tents remaining overnight on
properly validated.
Road America property must have:
1 .2.3 Appropriate weekend wrist band.
6.1 A valid Road America overnight camp-
2.0 Unlicensed vehicles are not allowed to be op-
ing permit properly displayed.
erated on Road America property, with the
6.2 Overnight stays are not permitted with-
following exceptions:
out formal tent or motorhome equip-
2.1 Race Vehicles being used in the race
ment.
event.
7.0 No pets are allowed on the Road America
2.2 Authorized Road America Vehicles with
property without Road America permission.
a current year sticker.
Pets allowed on the property must either be:
2.3 Participants may use light vehicles.
7.1 Kept within the vehicle with adequate
2.3.1 Furnish proof of vehicle insurance,
ventilation and fresh drinking water.
if requested.
7.2 Kept under control of a leash.
2.3.2 Wisconsin State Law requires that
8.0 Fires, when conditions permit, must:
all ATVs must be licensed.
8.1 Be used for cooking only.
2.4 Rollerblades, skate boards, non-motor-
8.2 Be contained within a device designed
ized scooters and roller skates are not
for containing a fire.
permitted on Road America property.
8.3 Be completely extinguished before the
2.5 Riding bicycles in the competition pad-
coals, ashes and remains are discarded.
dock area is prohibited with the excep-
8.4 Not be within 10 feet of spectator con-
tion of race crew and race officials.
tainment fence.
3.0 All operators of any motor vehicles (including
8.5 Not be within 100 feet of an occupied
golf carts) on Road America property must
Road America concession stand.
posses a valid state-issued driver's license.
8.6 Not be near competitor's gasoline stor-
3.1 At no time in anyone allowed to park in
age areas.
fire lanes. Violators will be towed.
9.0 At no time shall a vehicle be permitted to
4.0 Consumption of alcoholic beverages is pro-
travel counter clockwise on the track.
hibited within the competition paddock until
after all race events have concluded for the
day.

figure S-/ Elkhart Lake's Road America

Source: Reproduced with permission from Road America.
 Risk Management 101

is the event manager's greatest risk. Even

does not have a direct
if it

impact on the event, poor weather will reduce the number of people
attending an event unless adequate weather protection is provided.
Rainy or stormy weather also has an impact on people's mood and
motivation, making it a serious concern for which careful planning is
required. Risk management is the process of identifying such risks,
assessing these risks, and managing these risks.
In the case of the Supermoto, the potential for bad crowd be-
havior, the negative publicity that could result, as well as the liability
involved, is no doubt the reason for the organizers to have established
strict rules of entry to this event. At a broader level, any negative be-
havior and publicity could have a negative impact on AMA Pro Rac-
ing (American Motorcycle Association) as well as on the host cities
where the Supermoto is being held. (The Supermoto's rounds are held
in various cities across the country.)
The following risks need to be considered if relevant to the event
you are planning.

Natural Disasters

Heavy rain is a disaster for an outdoor event, as too are hail, snow, and
extreme heat. Freak acts of nature such as hurricanes and tornadoes
can land smack in the middle of an event such as the one that hit Salt
Lake City on August 11, 1999. According to a report in USA Today, "A
rare tornado touched down without warning Wednesday in down-
town Salt Lake City, killing one person and injuring more than 100.
The black, swirling cloud struck about 1 p.m., uprooting trees and
temporary buildings set up for a retailer's convention." Flooding can
affect event venues, particularly temporary ones, and it can also cause

—
damage to electrical wiring potentially a very serious risk. Of course,
fire is one of the risks that most venue managers fear and must plan

for, since evacuation of large crowds is extremely difficult.

Financial Risk

Financial risk may involve unforeseen costs, lower than expected rev-
enue, high exchange rates, general decline in economic circumstances
and disposable income, fraud, fines, and cash-flow problems.

Legal Risk

Legal risks include disputes over contracts between the event orga-
nizer and the client and /or between the event organizer and a sub-
contractor. These can occur if expectations are unrealistic or if a gap
develops between what the client had in mind and the product that
the event organizer can produce for the price negotiated. Disputes
can also occur if the venue does not meet the required standards in
102 Chapter Eight

terms of such things as reliable electricity supply and suitable access

for deliver}' vehicles. Breach of legal requirements is another form of
legal risk, an example being a venue losing its liquor license for a
violation of the liquor laws, such as selling alcohol to underage
drinkers.

Technology-Related Risks

Technological failure is an increasing risk for high-profile events that

are extremely reliant on computer programming and computer net-
works operating successfullv. For example, a problem with guest reg-
istration at a trade exhibition would prevent the successful capture of
attendee data, which are essential information for all exhibitors. For
the exhibition organizer, the attendance list (generated during regis-
tration) is his or hermost valuable asset. It would be made available
to current exhibitors wanting to follow up on contacts, as well as being
used by the event organizer in the advertising drive for the next event
of a similar nature.
New Year's Eve and Fourth of July fireworks displays are two
events nationwide that are most reliant on highly sophisticated tech-
nology'. No doubt the pvrotechnics planners for the New Year's Eve
fireworks displays scheduled throughout the world on December 31,
1999, had a number of backup systems in place for the Y2K situation
that could have left the millennial celebrations in darkness.

Technology-related risks of this magnitude are of increasing concern for the event management team.
Source: EveWire Collection/Photodisc.
 Risk Management 103

Mismanagement
A successful event requires good management, detailed planning,
and sound interpersonal relationships at all levels. Mismanagement
can prevent an event from reaching its objectives; so, too, can people-
related problems, such as disputes at the top management levels, lead-
ing to the dismissal of key personnel. Both are potentially serious
risks.

Safety and Security Risk

Accidents, riots, terrorism, and sabotage are all safety and security
risks. Safety and security measures will be described in Chapter 15 in
more detail.

Risk at Sporting Events

The risks associated with most community, commercial, and enter-

tainment events are largely financial; however, with sporting events,
there is the additional risk of danger to the participants and, in some
cases, to the audience. For example, most bike and car races carry the
risk of injury to both drivers and spectators, whether on the track or
off-road. Bike races and even fun runs, such as the Nationwide
Insurance Hood to Coast Relay, the largest relay race in North Amer-
ica, stretching 195 miles from the top of Oregon's Mt. Hood down

to the Pacific Ocean, generally experience a number of medical

emergencies and the occasional fatal heart attack. The challenge for

Bike races carry risk for

both the competitors

and the audience.
Source: Gary Conner/
PhotoEdit.
104 Chapter Eight

organizers of such events is to reduce the risk to an acceptable level

by and by introducing new procedures and tech-
careful planning
nologies when available, since safety standards change over time.
Working out the safety standards for a particular sporting event at a
particular time involves looking at a number of factors:

• perceived level of acceptable risk of participants and audience

• current legislation and legal precedents
• availability of risk management solutions
• development and implementation of plans, procedures, and
control mechanisms

The last of these is extremely important for event organizers, for if

they can show that their procedures for managing risk were well con-
sidered and well implemented, this preplanning would stand them in
good stead if a charge of negligence were laid.
From the www.roadatlanta.com Web site we find evidence that
the issue of risk always on the agenda for the organizers of this race
is

and that change is something that they have to deal with.

y Road Atlanta has taken proactive steps to increase rider safety dur-
V ing its professional and amateur motorcycle races by re-designing
V the Turn 3-4 complex of its 2.54-mile Grand Prix course.

^ "Responding to concerns of riders and AMA Pro Racing,

v Road Atlanta has taken these proactive steps to increase safety and
y provide the riders a more exciting venue," says Mike Swaine, presi-
V dent and general manager of Road Atlanta.

Another important risk issue for event organizers concerns tem-

porary fencing, staging, and seating. There have been numerous ac-
cidents where temporary seating stands have collapsed at special
events, resulting in injury to participants and the audience. When
temporary fencing, staging, or seating is used, a structural engineer
should be consulted, and steps must be in place to ensure that correct
safety standards are met.

(Process of^jisk Management

Risk management involves a three-step process:

1. Identify risks and hazards.

2. Assess the risks and hazards.
3. Manage the risks and hazards.
 Risk Management 105

This sporting venue is well designed, not only for the comfort and convenience of the audience and the
sportspeople, but also for the excellent facilities provided for the organizers and contractors. First-class
facilities help to improve safety.
Source: AP/Wide World Photos.

This process allows the event organizer to establish and prioritize the
risks, to take steps to prevent problems from occurring, and to make
contingency plans if problems do occur.

Identifying Risks and Hazards

The first step is identifying the risk or hazard and ascertaining when
and how a problem might occur. It is important to view risks broadly,
in terms of the risk factors listed at the beginning of this chapter. The
next step is to analyze the likelihood of problems arising, as well as
the resulting consequences. As an example, mismanagement by a
senior staff member, such as the person responsible for sponsorship,
could have dire financial repercussions; on the other hand, poor per-
formance by a junior member of the event team could probably be
managed and resolved without serious consequence.
106 Chapter Eight

In terms of hazards that represent potential risk, these include

the following:

fire

plant and equipment

hazardous substances
electrical equipment
spills

stacking of unbalanced heavy items

temporary fencing, staging, seating, and other venue features
moving vehicles

Brainstorming bv the event management team will help enor-

mously in identifying potential risks. Research of written material
and Web site information, such as current legislative requirements,
as well as conversations with organizers and managers of similar
events, will also contribute to a detailed list of possible problems. For
major events, a risk management consultant is recommended.

Assessing the Risks and Hazards

Once potential risks and hazards have been identified, their likeli-
hood of occurring needs to be evaluated. This process allows the team
to prioritize the issues for attention. It is a good idea to set up a com-
mittee to manage risk, safety, and security issues, and to establish op-
erational guidelines for operating equipment, testing schedules, and
the like. The following questions need to be asked (vou might wish
to consider hea\-v rain as an example of a risk factor when looking at
each of these questions):

• What is the likelihood of this risk happening?

• Who will be exposed to the risk?
• What impact has this risk had in similar circumstances?
• How will people react to this risk /hazard?
With hazards that might pose a risk to health and safety, the follow-
ing three classifications are recommended:

Class A hazard. Exists when a risk of death or grievous injury

or illness is likelv or verv likelv, or serious injur)' or illness is

verv likelv.

Class B hazard. Exists when a risk of death or grievous injur) or

illness is not likelv to occur but is possible, or when serious in-

jurv or illness is likelv, or moderate injurv or illness is very likely.

 Risk Management 107

Class C hazard. Exists when a risk of serious injury or illness is

not likely, but is possible, or when moderate injury or illness is
or is not likely, but is possible.

(From the Corrective Action Handbook, 2002, U.S. Consumer Product Safety
Commission)

Although this classification refers mainly to injury, the principle of

looking at potential consequences is well illustrated. The potential
consequences of fire, flooding, bombs, and computer failure can be
evaluated in the same way.

Managing the Risks and Hazards

Once the risks and hazards have been prioritized, the final step is to
look at the most effective ways of managing them. Control measures
include the following:

1. Elimination plans to eliminate the risk altogether (for example,

erecting covered walkways to protect spectators from rain).

2. Substitution plans (such as looking for a better-designed

grandstand).
3. Isolation plans (for example, isolating dangerous or noisy
equipment).
4. Engineering controls (for example, using safety barriers and
fences to limit access and to control crowds).

5. Administrative controls (for example, erecting warning signs

and training staff well in procedures).
6. Contingency plans example, developing evacuation plans
(for
for situations in which risk cannot be completely avoided).

Here, fencing has been erected

to limit access to machinery and
equipment.
108 Chapter Eight

Jncident Sporting

Incident reporting is an important and it is es-

risk control process,
sential that every member team is familiar with this
of the event
process. An incident report card similar to the one included in Figure
8-2 should be completed for every problem that occurs, from cus-
tomer complaints to slips and falls. On receipt of the incident report
cards, management staff can look for patterns in the incidents and for
ways in which these risks can be better managed.
There are several reasons for maintaining all documentation re-
lating to risk:

• to demonstrate that an appropriate process was in place

• to provide a record of incidents and responses
• to allow for monitoring, review, and improvement

The results of such an approach include the following:

• reduction in problems, accidents, and incidents

• improved legislative compliance
• decrease in potential liability

• improved workplace performance

• customer satisfaction
• avoidance of controversial issues and negative media exposure

Emergency <f(esponse flans

Every event or venue should have an emergency response plan, which

is usually referred to by the acronym ERR It is usually developed in

conjunction with professional consultants who also train staff on pro-

cedures, such as evacuation and the roles of everyone involved. This
plan will be discussed in more detail in Chapter 16, "Crowd Man-
agement and Evacuation."
An example of a simple risk management plan is shown in
Figure 8-3. This plan shows the risks anticipated by the event orga-
nizer, the potential impact of such risks, and management strategies
and contingency plans put in place to control them.

£ta dards for Risk Management

) i

Risk management is recognized as an integral part of good manage-

ment practice. It is an iterative process consisting of steps that, when
undertaken in sequence, enable continual improvement in decision
 Risk Management 109

tePOftf
C^°
T
\MC\0^

Dave

^figure 8-2 Sample Incident Report Card

110 Chapter Eight

Priority Identification: Assessment: Management: Management:

Nature of Risk Impact of Risk Control Contingency Planning

1 Weather: rain or Rain will result Monitor weather reports. Roving staff sell
extreme heat in poor attend- Provide cover (also ponchos if it is wet
ance and low at entrance) for or drinks and water
on-site sales; spectators. if it is very hot.
problems with Needs to be part of Provide staff with
long lines; po- event promotional free wet weather
tential electrical material. gear or water, as
and other equip- Electrical hazards must appropriate.
ment failure. be avoided through Establish task force
careful planning, com- to maintain electrical
petent subcontractors, supply and backup
control systems for systems.
safety and continuous
supply.

2 Fire and Impact would Establish ERP. ERP to identify clear

evacuation be extremely Continuously monitor communication with
serious; however and control, using emergency services.
risk is not high checklists (e.g., fire Senior staff appro-
due to venue equipment, access and priately deployed.
design. exits).

Staff training

3 Crowd control Biggest potential Use promotional material The ticketed patrons
impact ison and ticketing process will be allowed

entry to venue to advise audience on into the venue

due to traffic transportation options and once game has
delays. parking. Provide ushers, started without
signage and crowd con- ticket checking
trol barriers to avoid through turnstiles.

congestion. Senior staff deployed

to deal with resulting
problems of gate
crashers.

4 Financial Financial failure Financial control systems: Limited. Short-term

management for event orga- limited authority for money market.
nizer, bank- purchasing and expendi- Sponsorship with
ruptcy or breach ture. Contract and cash VIPs.
of contract. flow management by
finance committee. Con-
trol of ticket revenue

Jugiire 8-3 Risk Management Plan

 Risk Management 111

and revenue from pro-

grams and catering.
Security provided for
transporting cash. Staff
training on procedures.

5 Staff manage- Poor staff selec- Development of job Agency staff. Pay
ment tionand training descriptions and speci- for volunteers. Work
which would fications, recruitment experience student
have impact on drive, training and sup- group. Loyalty
level of service port materials provided. payment on
and satisfaction. Leadership and control completion.
Impact on event systems training for Certificate of
ambience. supervisors. Performance participation.
appraisal system for
senior staff. Policies and
procedures for staffing,
performance manage-
ment, dismissal, health
and safety.

6 Occupational Costs of litigation, Development of policies Reporting and

health and poor publicity, and procedures to reduce documentation sys-
safety fines. risk as part of workplace tem for recording
practice. This includes the incidents relating
use of licensed subcon- to health and
tractors, fulfilling require- safety, including
ments for equipment witnesses to any
maintenance, and build- incidents. Emergency
ing temporary structures response plan.
that meet required stan- Legal advice.
dards. Documentation
and regular reviews, in-

cluding inspections.

figure 8-3 Continued

making. Risk management is the term applied to a logical and sys-

tematic method of identifying, analyzing, evaluating, treating, mon-

itoring, and communicating risks associated with any activity,
function, or process in a way that will enable organizations to mini-
mize losses and maximize opportunities. Risk management is as
much about identifying opportunities as avoiding or mitigating
losses.
112 Chapter Eight

Nonprofit Organizations
fSummary
Many people who work or volunteer for a nonprofit agency believe
This chapter has looked under some form of charitable immunity. This
that nonprofits operate

in detail at some of the misconception and others about nonprofit liability may jeopardize
risks associated with the the success of nonprofits that fail to take appropriate steps to protect

staging of events. The themselves and their stakeholders from harm. Dispelling the myths
weather is often a signif- about liability is a first step in managing risk in a nonprofit organi-
icant risk, since it can zation. The Risk Management Resource Center provides information
reduce attendance, even to help local government; nonprofit organizations and small busi-
at indoor events. More
nesses manage risks effectively. It is a collaborative effort of the Pub-
serious risks include fire
lic Risk Management Association (PRIMA), the Nonprofit Risk
and accidents. Failure of
any key system, such as
Management Center (NRMC), and the Public Entity Risk Institute
event registration, ticket- (PERI). For more information, go to www.eriskcenter.org.

ing, scoring, or sound,

can have a major impact
and can lead ultimately (jase Study
The de-
to financial ruin.
velopment of a risk Conduct a risk management analysis using a table format and ap-
management plan that propriate headings (see Figure 8-2 as an example) for at least two of
anticipates and priori- the following events:
tizes all of the major risk
factors is essential. With
• Outdoor launch of a soft drink product, with entertainment, for
this as a guide, risks can
a target audience of children aged nine to fourteen.
be managed and contin-
gency plans developed • Minor/local golf tournament for all age groups, with a handi-
to deal with almost capping system based on heat times.
every issue that occurs. • Wedding ceremony on the beach followed by a reception at a
local Country Club.
• Citywide swimming competition for high school students.

^/[ctivitu

Consider some of the social and legal issues relating to the use and
abuse of alcohol and drugs at events. Identify some of the factors that
increase the level of this risk for the event organizer. Identify ways in
which this risk can be minimized and managed.

inks
-0*
www. amaproracing .com
www.roadatlanta.com
www.eriskcenter.org
www.crowdsafe.com
 Chapter j{ine
Planning

Special events are public events, solicitation or assembly held on

y property under the jurisdiction of the Department of Recreation and
y On
y Parks, such as public parks and/or plazas. Private events with an ex- completion

y pected attendance of'350 or more are also classified as special events.

of this chapter, you

y Special Events Permits are not issued to private companies or indi-

will be able to

y viduals when the event activities include, selling, vending, or the

y
y operation of a business for self-gain. Special Event Permits are is-
identify the purpose,
y sued to NONPROFIT ORGANIZATIONS for the purpose offund aims, and objectives
y
v raising (e.g., concerts, festivals, fairs, flea markets, etc.), and/or of an event;
soliciation (e.g., free will donations of money, food, clothing, etc.). develop an event
y Special Event Applications must be submitted by the nonprofit orga- proposal or outline;
y
v nization. Special Events cannot promote a business or product in identify the team and
y any manner (e.g., signs, banners, displays, giveaways, etc.). All the stakeholders in-
y events activities must be restricted to the location stated on the volved in staging an
y issued permit.
event;
y
\f Special Event Applicationsmust be submitted at least eight
plan the location and
layout of an event
XT weeks prior to the requested event date, with a $35 non-refundable
using maps /illustra-
y application fee (for a ONE (1) day event) clarify information, work
tions;
y out proposed changes, reimbursement costs or other fees associated
use charts and run
with using the site requested. These fees may include per day fee sheets to develop
i ($10 per day for each additional event date), and area/pavilion fee timelines; and
y ($75 to $300 per day), solid waste removal, traffic security deposit, develop manage-
y
v and/or $1,000,000 liability insurance. ment control sys-
tems, such as
Reproduced with permission of the City of Baltimore,
checklists.
v Department of Recreation and Parks.

/Ts this statement from a department of recreation and park's

C/x manual so clearly illustrates, planning and organization are the
Key elements that determine the success of an event. For most event
organizers, the first stop is the local government. The local govern-
ment will provide guidelines on the possible impact of your event,
113
114 Chapter Nine

such as the impact of noise. This may be a factor even if your event
is not being held at a public venue. Another useful contact is the local

tourism office. This office, with links to corporate offices in each state,
plays an important part in the strategic management of events and,
in many cases, provides support in a number of other ways, such as
listing events on their Web However, before making these con-
site.

tacts, you need develop the event concept. As we discussed in

to
Chapter 2, this involves defining the event's purpose and aims, as
well as the specific objectives on which the success of the event will
be measured. Funding for your event may come from grants or from
sponsors, but all stakeholders have to be provided with a good un-
derstanding of the event concept before you proceed further. If your
client is the one funding the event, the provision of a clearly developed
concept, plan, and evaluation strategy will generally avoid problems
down the line, including legal ones.

Jj( velop a Mission Purpose Statement

The first step is to develop a simple statement that summarizes the

purpose or mission of the event. Too often, the purpose of the event
becomes less and less clear as the event approaches. Different stake-
holders have different interests, and this situation can sometimes lead
to a change of focus of which most stakeholders are unaware. The
purpose of an event could be, for example, "to commemorate the his-
tory of our town in a historically authentic parade that involves the
community and is supported by the community." In contrast, a sport-
ing event may have as its mission statement "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."

Effective planning ensures the provision of all necessary services and amenities at an event.
 Planning 115

The mission statement should ensure that planning and imple-

mentation do not get off track and that the initial intent is realized.

Establish the.rfims of the 8vent

The purpose can be broken down further into general aims and spe-
cific measurable objectives. An event could have any one, or more,
of the following aims:

• improving community attitudes to health and fitness through

participation in sporting activities
increasing civic pride
injecting funds into the local economy
raising funds for a charitable cause
increasing tourist numbers to a specific destination

extending the tourist season

launching a new product
raising revenue through ticket sales
providing entertainment
building team loyalty
raising the profile of the town or city
celebrating a historical event
enhancing the reputation of a convention organizer /venue
conducting an inspirational ceremony
providing a unique experience
increasing product sales
acknowledging award winners (for example, tourism awards
or staff awards)
producing media coverage
highlighting the main point of a conference
raising awareness of a charitable or political campaign

Aims vary widely from one event to another, and this is one of
the challenges for the event manager. One event might have a social
impact focus, whereas another might be profit-oriented. It cannot be
stressed enough that everything to do with the event must reinforce
the purpose and the goals. Choice of colors, entertainment, presenta-
tions, and so on must all work together in order to fulfill the purpose
and goals of the event. A client may arrive at a meeting with an event
organizer and say, "I want a banquet for 200 people with a celebrity
entertainer," and it may emerge only through questioning that the
116 Chapter Nine

aim of the event is to recognize key staff, to present awards, and to re-
inforce success. The recognition of the aim must be established early
in the negotiation process and remembered during all the planning
stages.

It has been said by many that the Gathering of Nations Powwow is

the Mecca of Indian Country: while others have said that there is a

v magic about the "GatJiering."

y Many people from around the world have made the Gathering of
Y Nations Powwow their travel destination. The Gathering of Nations
• has grown to become more tlian just a "Powwow," it's an experience!
^g At the University of New Mexico Arena, the "Pit," the
v Gathering of Nations has had the opportunity to blossom into the
Y most enjoyable, cultural, and entertaining Native festival in North
Y America.

The Gathering of Nations Powwow

an event with predomi-
is

nately social impact aims, starting as it did as a way to promote the

traditions and culture of the American Indian people in the most pos-
itive manner possible. Today this event attracts visitors from across the
nation and around the world. With the proceeds of this event, the
nonprofit organization has been able to establish a scholarship foun-
dation, camp fund, and Toys for Tots program, and has helped with
tornado relief and a host of other charitable causes. However, al-
though the organization has been able to achieve significant charita-
ble and economic impact, this is not its primary aim.
In contrast, the Portland Rose Festival aims to enhance the per-
ception of that city as a tourist destination and to achieve targets for
attendance by tourists as part of its more specific objectives. The Port-
land Rose Festival is Oregon's premier civic celebration and has been
a Northwest tradition for 97 years. This unique festival bursts into
bloom each spring to celebrate the City of Roses with events, excite-
ment, and entertainment for all ages. More than two million specta-
tors come to the "City of Roses" annually to participate in the parades
and other involved with this annual event. The goals of an
festivities
event provide the foundation for many aspects of the planning
process. An event organizer who becomes distracted from the stated
goals is likely to clash with the organizing committee and other stake-
holders. When working with clients, it is therefore essential to iden-
tify the goals early and to use them to inform the planning process.

Too often, enthusiasm for the theme or the entertainment overrides the
goals, and planning goes awry. If, for example, the goal were to in-
crease consumer recognition of the main sponsor, it would be neces-
sary to develop specific objectives and to take steps to ensure that
 Planning 117

they were achieved. At the end of the event, there should be one or
more measures in place to indicate the outcomes of the event, in this
case the results of a survey indicating percentage levels of sponsor
recognition by the event audience. As an event manager, you need to
show, in a measurable way, how the goals have been achieved. De-
veloping objectives helps you to do this.

pstablish the Objectives

The goals are used to develop detailed and specific objectives. Ideally,
objectives should be realistic and measurable. Targets, percentages,
and sales are generally the factors used to measure objectives. As an
example, an objective could be "to increase the participation level in
the local community's fun walk to 3,500, including a cross-section of
age groups, ranging from 15 to 60 plus, this target to be reached by the
2005 event." The number of participants and the ages of participants
would be measures of this objective, whereas a survey on training
undertaken in preparation for the walk would indicate less tangible
outcomes such as changes in community exercise patterns and atti-
tudes toward fitness and health. As a second example, one objective
of an event organizer might be to increase awareness of a sponsor's
products, whereas the main objective might be to translate this aware-
ness into sales totaling $3 million, which would be an even more suc-
cessful outcome. Surveys of spectators and television viewers are used
to demonstrate changes in awareness of a sponsor's products.
Evaluation of event outcomes will be covered in more detail in
Chapter 17. However, evaluation is not possible if the aims and ob-
jectives are not clear in the first place.
Objectives are generally evaluated by measures such as the
following:

• size of audience
• demographics (age, country, place of origin, etc.) of audience
• average expenditure of audience
• sponsor recognition levels
• sales of sponsor products
• economic impact of event
• profit

SMART objectives are specific, measurable, achievable, realistic, and

time related.
118 Chapter Nine

(prepare an 8vent 'Proposal

A complete outline for an event proposal is included in Appendix 2.

At this stage of event planning, however, the proposal should include
the purpose and the aims and objectives of the event, as well as de-
tails on organization, physical layout, and the social, environmental,

and economic impact, if applicable. The relevant headings are shown

in the outline included in Figure 9-1. Maps and models are extremely
useful in illustrating the event concept, and more detailed plans will
ensure that the client's expectations are realistic.

fyjake QJse of Planning Tools

Organization charts, maps and models, Gantt charts, run sheets, and
checklists are useful tools for presenting material and information to
your clients, members of your staff, and stakeholders. These are de-
scribed and illustrated in the following sections.

EVENT PROPOSAL

EVENT DESCRIPTION
Event name
Event type
Location, suburb and county
Date(s)
Duration/timing
Overview and purpose/concept
Aims and objectives

EVENT MANAGEMENT
Management responsibility
Major stakeholders and agencies
Physical requirements
Venue
Route for street events
Event map
Event layout (indoor)
Audience
Impact
Social
Environmental
Economic

Jngure 9-1 Example of an Event Proposal

in the Early Planning Stage
 Planning 119

Maps and Models

Maps are a useful way to represent an event, particularly to contrac-
torswho may be required to set up the site. It may be necessary to de-
velop more than one map or plan. Today there are a host of computer
software programs that can be used to generate computer images,
giving the different parties involved in the event a better under-
standing of the facilities. The various people might include the
following:

• builders and designers

• telecommunications and electrical contractors

• emergency response teams

• spectator services hosts
• artists, entertainers, and exhibitors
• event audience

Models are most clients find it dif-

also extremely useful, since
ficult to visualize three-dimensional concepts. A model can also assist
in many aspects of event management, such as crowd control. In this
instance, bottlenecks and other potential problems are likely to emerge
from viewing a three-dimensional illustration. Most software can also
present the information in this way, allowing the event management
team design and implementation issues. Examples
to anticipate all
of maps and models are illustrated in Figures 9-2 and 9-3.

figure 9-2 2-D drawing

of a banquet facility. Com-
puter generated images
like this help event man-

agement teams visualize

the setting even though
they may be miles away
from the actual site.

Source: Reproduced with

permission of Meeting Matrix
International, Inc.
120 Chapter Nine

/ii>ur< 9-3 Sporting

Stadiums are often used as
the venue for a host of
events. This shows the club
level at Coor's Field in
Denver.
Source: Reproduced with per-
mission of Coor's Field.

Aerial photo of Qual-

comm Stadium which is

used for many events in

addition to football.
Source: Reproduced with
permission of Qualcomm
Stadium and the city of

San Diego, CA.

 Planning 121

Gantt Charts

A Gantt chart is generally used in the early planning days and in the
lead-up to an event. In this type of planning sheet, dates are listed
across the top of the chart, and rules (or blocks) are used to illustrate
how long each task (listed at the side of the chart) will take. The ben-
efit of this type of chart is that the interdependence of the tasks can

be clearly seen. For example, once you have plotted the process of re-
cruiting, inducting, training, and rostering staff for an event, you may
realize that the recruitment process needs to start earlier than expected
to enable staff to be completely ready for the big day. Another aspect
of planning is identifying the critical path: those elements of the plan
that are essential to the successful outcome of the event and therefore
high priority. Critical path analysis is beyond the scope of this text;
however, the general principle of identifying planning elements on
which all else is dependent can be done with a Gantt chart.
In the case of arrangements with sponsors, for example, these
need to be finalized before any work can be done on print or promo-
tional material because sponsors need to approve the use of their logos.
If one sponsor pulls out of the arrangement, this change will have an

impact on print production, which will, in turn, affect promotional ac-

tivities and ticket sales. Project planning software, including special-

ized event planning software, is available, whereas for smaller events

a spreadsheet is probably sufficient. The trick is to identify the tasks
that can be clustered together and to choose the ideal level of detail re-
quired in planning the event. At the extreme, the chart can be expanded
to a point where even the smallest task is shown (but at this stage, it will
fill an entire wall and become unmanageable). As with maps, the Gantt

chart must be a user-friendly planning tool in order to be effective.

Another point to take into account is that change is an integral
part of event planning, and it may be necessary to make significant
changes that immediately make all your charts redundant. An expe-
rienced event manager is able to ascertain the level of planning re-
quired to ensure that everyone is clear about his or her roles and
responsibilities, while remaining reasonably open to change.
A high-level planning chart for an event is illustrated in Fig-
ure 9-A. It provides a broad overview of the main event tasks and a
general timeline.
Each of these major tasks could also be used as the basis for a
more detailed plan. This has been done in Figure 9-5, which shows
the planning process for recruiting and training staff for the preced-
ing event. This Gantt chart is clearly an example of a fairly detailed
level of planning although, even here, the training aspect is not cov-
ered fully, because there would be many steps involved, including
writing training materials and seeking approval of the content from
the various functional area managers.
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122
123
124 Chapter Nine

Run Sheets
The run sheet is an indispensable tool for most event managers. It is

the program, or schedule, of events. In the preliminary stages of plan-

ning, the run sheet is quite simple, with times allocated only to spe-

cificelements of the event (see the run sheet for a gala dinner in Fig-
ure 9-6). This overview of proceedings forms part of the event con-
cept briefing.
As planning becomes even
progresses, however, the run sheet
more detailed with, for example, timings for dancers, technicians, and
other staff. This development is illustrated in Figure 9-7, where setup
and teardown are also shown.

7:00 pm Guests arrive. Pre-dinner drinks in foyer.

7:30 pm Doors open. Guests move to tables.

7:35 pm MC welcome.
7:40 pm Entree served.

8:00 pm First Championship (demonstration dance routine).

8:10 pm Main course served.

Band starts playing.

8:50 pm Band stops.

Second Championship (demo dance routine).
Guests drawn onto dance floor at the end.

9:15 pm Dessert served.

Band plays.

9:40 pm Band stops.

ABTA Awards Presentation (1 award, with 2 finalists).

10:25 pm Ms. & Mr. Sparkly awarded.

Dancing for guests starts properly.

11:15 pm MC announces final winners (all!) and last dance.

12:00 pm Guests depart.

figure .9-6' Preliminary Run Sheet for Gala Dinner —Concept Stage
Source: Reproduced with permission of Events Unlimited International.
 Planning 125

8:00 am Lay dance floor and stage, and lower vertical drapes. Scissor lift ready.
Audio subcontractor commences set-up.
Rear projection screen set.

9:00 am Dance floor and stage set.

Stage designer sets up stage decoration.

10:00 am Production meeting.

11:00 am Onstage setup commences (audio and video).

12:30 pm Band set-up.

2:30 pm Technical set-up complete.

Table set-up can commence.

3:00 pm Technical run-through.

5:30 pm All decorations complete.

5:45 pm Rehearsal with MC and SM (probably walk through with music). Band sound
check.

6:30 pm All ready.

6:45 pm External sign turned on.

7:00-7:30 pm Guests arrive. Pre-dinner drinks in foyer.

7:00 pm Dancers arrive. Walk-through and music check.

7:15 pm Pre-set lighting ON.

7:25 pm Walk-in music ON.

7:30 pm Doors open. Guests move to tables.

All dancers ready.

7:35 pm MC welcome.
7:40 pm Salad served.

figure 9-7 Complete Run Sheet for Gala Dinner

Source: Reproduced with permission of Events Unlimited International.
1 26 Chapter Nine

8:00 pm First "Championship" (Demonstration dance routine).

8:10 pm Main course served.

Band starts playing.

8:50 pm Band stops.

Second Championship (Demo dance routine).
Guests drawn onto dance floor at the end.

9:15 pm Dessert enters and is served.

Band plays.

9:40 pm Band stops.

Awards presentation (1 award, with 2 finalists).

10:25 pm Ms. & Mr. Sparkly awarded.

Dancing for guests starts.

11:55 pm MC announces final winners (all!) and last dance.

12:00 midnight Guests depart. Clean-up commences.

2:30 am All clear.

Jiirun 9-7 Continued

an even more detailed run sheet can be developed (at

Finally,
this stage called the script) to identify each person's role and cues.
This is illustrated in Figure 9-8 in which the riming of meal service and
the cues for recommencement of the "championships" after the main
course are outlined in detail.
Run sheets are an important tool for all stakeholders and par-
ticipants, from the venue management team through to the subcon-
tractors.

Organization Charts

An is another important tool used in planning.

organization chart
Once all have been identified and grouped logically, the staffing
tasks
requirements for an event become much clearer and can be repre-
sented on an organization chart. This concept will be described and
illustrated more fully in Chapter 12. However, we have illustrated an
event committee structure, as an example of an organization chart,
in Figure 9-9.
 Planning 127

8:10 pm When music 2 finished cue music 3.

Main course served.

As main nearly cleared MC: And once again it's a tie, isn't that fantastic!

MC and dancers stand by. Dance 2 music ready. Now knowI that there are some aspiring cham-
When clear pions out there who are probably thinking "I

8:50 pm could never do that!" Well our champions have

Band stops and exits. graciously agreed to teach you some of their
MCmicON. steps, so come on up and join in . . .

Band Off.
MC spot ON. MC somehow coaxes people up. When enough
House down on dance floor he cues music with:
OK. Let's dance!
MC: Welcome to our next champ onshi p, The (About 10 minutes dance coaching)
Self-Booking Samba. Amazingly the >
finalists are MC spot ON.
our previous winners. Please welcome them MC micON.
back.
House UP 1/2.
Vision —Self-Booking Samba
Music 3 ON.
Dance floor ON. MC mic OFF.
Kitchen advised 10 min to dessert.
Dancers run on.
(2nd dance routine 10 min) At end

Dancers pause at end. Dance music 3 OFF.

MC spot OFF. —
Cue march in SB track 14.
Music 2 On. Kitchen 1 min to dessert
MCmicOFF
figure 9-8 Script for Part of Gala Dinner
Source: Reproduced with permission of Events Unlimited International.

Checklists

At the most detailed level of planning, a checklist is indispensable. It

is a control tool that ensures that the individual performing the tasks
has not forgotten a single detail. For example, when checking fire-
fighting equipment and emergency exits, it is imperative that a
specific checklist be followed and that it be signed and dated on com-
pletion. This is part of the record-keeping process, aimed not only at
preventing potential problems but also at reducing the risk of litiga-
tion if anything should go wrong. Detailed and correctly implemented
plans reassure the client, allow the event team to work effectively,
and build confidence in achieving the objectives of the event. A safety
checklist is illustrated in Figure 9-10.
The nature of the event business is that most of the time is spent
in planning and very little is spent in the execution phase. In fact, it
128 Chapter Nine

Finance, Fundraising, Publicityand Sponsorship

Administration Committee Committee

Executive Committee

Facilities and Catering

Operations Committee
and Waste Committee

figure 9-9 Event Committee Entertainment Committee

Structure

often comes as a shock when the event is over so quickly. Things can
go bad in an instant in the event environment, but good planning can
prevent this outcome from happening. In the best cases, the plans
have been so thoughtfully developed that the event manager's role is
simply to ensure that procedures are correctly implemented, result-
ing in minimal incidents and satisfied clients.

DAILY SAFETY CHECKLIST

Name Today's date and time

Task Check Comment Follow up

• X required •
First Aid kit fully equipped

Flammable goods signage correct, storage away

from combustible materials

Extinguisher visible, free of obstruction

Cleaning products labelled and stored correctly

All electrical appliances tested and tagged within

last six months
Extension cords tested and tagged within last
three months
Extension cords not presenting a hazard over
walkways

Boxes, trash, etc. not obstructing exits or fire-

fighting equipment

Gas cut-off valve visible and not obstructed

figure 9-10 Daily Safety Checklist

 Planning 129

(jase -Study \ummary

As the organizer of a product launch for a prestige motor car com- In this chapter we have
explained the differ-
pany, you need to reassure your client of your capacity to plan a suc-
ences among the pur-
cessful event. Develop an overview of the event (event concept), a
pose, the aims, and the
brief run sheet, and a series of illustrations showing the event and
objectives of an event,
staging layout. Finally, prepare a timeline or Gantt chart to show the
and have stressed the
planning process in the lead-up to the event. importance of these
being clearly stated and
adhered to. Using maps,
diagrams, charts, and
ctiv ity checklists, the event

J# manager can show how

the event can be
The concept "chain of events" is very relevant to event planning. Re-
achieved within the al-
view three different types of event (such as a product launch, coun-
located time period. Un-
try arts fair, and sporting competition), and identify potential weak
like most other projects,
links in the planning process that could jeopardize each of the events
deadlines in event man-
if they were not thoroughly considered. For example, the lack of a
agement cannot be post-
backup system for electrical supplies at an outdoor venue could jeop- poned, since the date
ardize the event. must be advertised and
the event venue booked.
The planning tools de-

^ inks

www. ganttcharts .com

scribed and illustrated
this chapter will help to
meet these deadlines,
in

particularly since each

www.eventsunlimited.com.au
aspect of an event is

generally contingent
upon another. Neverthe-
less, planning needs to
remain flexible, since

this is a very dynamic

industry in which
change is inevitable.
 Chapter Ten *»*

Protocol

y We had the entire evening planned, including the seating chart for

y the banquet dinner. About four hours before the event was to begin,
y we got word that the governor was going to be able to make it. Sud- On completion
y denly we were faced with a number of special considerations. How
of this chapter, you
y should we address him? Where should we seat him? Will he have se-
will be able to
y
y curity people with him? Where should we seat his wife? Do we need
y to ask permission before our photographer takes photos? Will he
• explain the concept
want to address the crowd? Our list of questions went on and on. of protocol;
Event Organizer • identify protocol as-
sociated with a range
of events;
• identify sources of
information regard-
ing event protocol;
• avoid a breach of
protocol; and
• use national symbols
correctly.
CJ^he term "protocol" comes from the Greek and means "first glue."

_L It may be said that protocol is the "glue" that holds official life

in our society together.

Protocol is the set of traditional practices that have long been
accepted and used when dealing with and meeting with others. Pro-
tocol reflectsmutual respect and consideration and is especially im-
portant when bringing together dignitaries between nations. It also
encompasses religious and cultural traditions. Protocol includes the
proper way of addressing dignitaries, to the way to dress for an event.
It also includes where to seat your guests at a dinner and how to fly

the flag.

pities

Style guides, available in most public libraries, provide guidelines on

the correct titles for people.

131
132 Chapter Ten

Rolling out the red carpet is usu-

ally associated with formal or
ceremonial events.

If high-ranking overseas visitors were attending an event, an

event organizer would contact the relevant embassy to obtain infor-

mation on the table of precedence and the titles to be used. See Fig-
ure 10-1.
This section provides the correct forms of address for U.S. pub-
lic officials, diplomats, religious leaders, royalty, and military per-
sonnel. For each personage the chart gives the appropriate form or
forms be used in addressing letters, in letter salutations, in direct
to
conversation, and in more formal introductions.
In diplomatic and other public circles, "Sir" is generally con-
sidered an acceptable alternative to the formal address in both writ-
ten and spoken greetings; this rule does not apply to religious or titled
persons. The use of "Madam" or "Ma'am" for a female addressee is
less customary but still acceptable, especially for high officeholders
("Madam Governor"). This rule also holds for high officials of for-
eign countries.
For greetings in which "Mr." is used, the feminine equivalent
may be "Madam" or, less formally, "Mrs.," "Miss," or "Ms." Although
thereis no formal rule for the use of "Ms.," the preference of the ad-

dressee should be respected. Figure 10-1 gives a host of examples for

both written and spoken greetings.
 Spoken Formal
Person Letter Address Letter Greeting
Greeting Introduction

The President
The President or the
President of the The White House Dear Mr. (or Madam) Mr. (or Madam)
President of the
United States Washington, DC President President
United States
20500

The Honorable John

Dear Mr. (Mrs., Ms.) Mr. (Mrs., Ms.) The Honorable John
Former President J.Jones
Jones Jones J. Jones
Current address

The Vice President

Executive Office The Vice President
Dear Mr. (or Madam) Mr. (or Madam)
Vice President Building or the Vice President
Vice President Vice President
Washington, DC of the United States
20501

The Honorable John

(or Jane) Jones
The Secretary of Dear Mr. (or Madam) Mr. (or Madam) The Secretary of
Cabinet members
or Secretary Secretary
The Attorney General
Washington, DC

The Chief Justice Dear Mr. (or Madam)

The Supreme Court Justice or Mr. (or Madam)
Chief Justice The Chief Justice
Washington, DC Dear Mr. (or Madam) Chief Justice
20543 Chief Justice

Mr. Justice Jones or Mr. Justice or

Madam Justice Jones Mr. Justice Jones;
Dear Mr. (or Madam) Mr. Justice Jones;
Associate Justice The Supreme Court Madam Justice or
Justice Madam Justice Jones
Washington, DC Madam Justice
20543 Jones

The Honorable John

(or Jane) Jones
United States Senator Jones from
United States Senate Dear Senator Jones Senator Jones
Senator Nebraska
Washington, DC
20510

The Honorable John

(or Jane) Jones
Speaker of the House
The Speaker of the
Speaker of the of Representatives Dear Mr. (or Madam) Mr. Speaker;
House of
House United States House Speaker Madam Speaker
Representatives
of Representatives
Washington, DC
20515

The Honorable John

(or Jane) Jones
United States United States House Dear Mr. (or Mrs., Ms.) Mr. (or Mrs., Ms.) Representative Jones
Representative of Representatives Jones Jones from New Jersey
Washington, DC
20515

figure 10-1 Spoken and Written Forms of Address for U.S. Government Officials, Military
Personnel, Foreign Officials, Nobility, and Religious Officials
Source: Reproduced with permission ofwww.cftech.com.
(continued)

133
134 Chapter Ten

Spoken Formal
Person Letter Address Letter Greeting
Greeting Introduction

The Honorable John

(or Jane) Jones
The United States
United Nations U.S. Ambassador to Dear (or Madam)
Ambassador to the
Ambassador the United Nations Ambassador
United Nations
United Nations Plaza
New York, NY 10017

The Honorable John

The American
(or Jane) Jones
Ambassador
Ambassador of the Dear Mr. (or Madam) Mr. (or Madam)
Ambassador The Ambassador of
United States Ambassador Ambassador
The United States of
American Embassy
America
Address goes here

The Honorable John

(or Jane) Jones
Dear Mr. (or Mrs., Ms.) Mr. (or Mrs., Ms.) Mr. (or Mrs., Ms.)
Consul-General American Consul
Jones Jones Jones
General
Address goes here

His (or Her)

Excellency John (or
Excellency or Dear Excellency; or
Jean) Johnson The Ambassador of
Foreign Ambassador Mr. (or Madam) Mr. (or Madam)
The Ambassador of
Ambassador Ambassador

Address goes here

His (or Her)

Excellency Milo (or
Mara) Jones The Secretary-
Secretary-General of Dear Mr. (or Madam) Mr. (or Madam)
Secretary-General of General of the
the United Nations Secretary-General Secretary-General
the United Nations United Nations
United Nations Plaza
New York, NY 10017

The Honorable John

(or Jane) Jones
The Governor of
Governor of Governor or
Governor Dear Governor Jones Maine; Governor
Governor Jones
Jones of Maine
State Capitol
Address goes here

The Honorable John

Dear Mr. (or Mrs., Ms.) Mr. (or Mrs., Ms.) Mr. (or Mrs., Ms.)
State legislators (or Jane) Jones
Jones Jones Jones
Address goes here

The Honorable John

The Honorable John
J. Jones Justice,
Justice or Judge (or Jane) Jones; Mr.
Appellate Division
Jones; Madam Justice Jones or
Judges Supreme Court of the Dear Judge Jones
Justice or Judge Judge Jones; Madam
State of
Jones Justice Jones or
Judge Jones
Address goes here

figure 10-1 Continued

 Protocol 135

Spoken Formal
Person Letter Address Letter Greeting
Greeting Introduction

The Honorable John

(or Jane) Jones; His
Mayor Jones; Mr.
(or Her) Honor the Mayor Jones; The
Mayor Dear Mayor Jones (or Madam)
Mayor Mayor
Mayor; Your Honor
City Hall
Address goes here

His Holiness, the

His Holiness, the Holy
Pope or His Holiness, Your Holiness or Most Your Holiness or
The Pope Father; the Pope;
Pope John XII Vatican Holy Father Most Holy Father
the Pontiff
City Rome, Italy

His Eminence, John

Cardinal Jones, Your Eminence or Your Eminence or His Eminence,
Cardinals Archbishop of
Dear Cardinal Jones Cardinal Jones Cardinal Jones

Address goes here

The Most Reverend Your Excellency or

John Jones, Bishop Your Excellency or
Bishop Bishop
Bishops (or Archbishop) of Dear Bishop
(Archbishop) Jones
(Archbishop) Jones
Jones
Address goes here

The Reverend
Monsignor James Reverend Monsignor Monsignor Harding
Monsignor Monsignor Harding
Harding orDear Monsignor or Monsignor

Address goes here

The Reverend John Reverend Father or Father or Father

Priest Jones Father Jones
Dear Father Jones Jones
Address goes here

Brother John or Dear Brother John or Brother John

Brother Brother John Jones Brother John
Dear Brother or Brother
Address goes here

Dear Sister Mary Sister Mary

Sister Sister Mary Marshall Sister Mary Marshall
Marshall or Dear Sister Marshall or Sister

The Reverend John Dear Dr. (or Mr., Ms.) Dr. (or Mrs., The Reverend (or Dr.)
Prostestant Clergy
(or Jane) Jones* Jones Ms.) Jones John Jones

The Right Reverend

John Jones* The Right Reverend
Bishop (Episcopal) Bishop of Dear Bishop Jones Bishop Jones John Jones, Bishop
or Detroit
Address goes here

Rabbi Arthur (or

Rabbi Schwartz or Rabbi Arthur
Rabbi Anne) Schwartz Dear Rabbi Schwartz
Rabbi Schwartz
Address goes here

Figure 10-1 Continued

136 Chapter Ten

Spoken Formal
Person Letter Address Letter Greeting
Greeting Introduction

His (Her) Majesty

King (Queen)

Address (letters Varies depending Varies depending

Your Majesty; Sir or
King or Queen traditionally are sent on titles, holdings, on titles, holdings,
Madam
to reigning monarchs etc. etc.
not directly but via
the private secretary)

His (Her) Royal

His (Her) Royal
Highness, the Prince Your Royal
Highness, the Duke
Other royalty (Princess) of Your Royal Highness Highness; Sir or
(Duchess) of
Madam
Gloucester
Address goes here

His/Her Grace, the My Lord Duke/Madam

His/Her Grace, the
D or Dear Duke of Your Grace or
Duke/Duchess Duke/Duchess of
of / Duke/Duchess
Bridgeport
Dear Duchess

The Most Honorable

My Lord/Madam or
Marquess/ theM Lord/Lady
Dear Lord/Lady Lord/Lady Bridgeport
Marchioness Bridgeport
Bridgeport
of Bridgeport

The Right Honorable My Lord or Dear Lord

Earl Lord Franklin Lord Franklin
the Earl of Franklin Franklin

The Right Honorable

Countess (wife of an Madam or Dear Lady
the Countess of Lady Franklin Lady Franklin
earl) Franklin
Franklin

The Right honorable

theV My Lord/Lady or Dear
Viscount/Viscountess Lord/Lady Tyburn Lord/Lady Tyburn
Lord/Lady Tyburn
Tyburn

The Right Honorable My Lord/Madam or

Baron/Baroness Lord/Lady Austin Lord/Lady Austin
Lord/Lady Austin Dear Lord/Lady Austin

Dear Sir or Dear Sir

Baronet Sir John Jones. Bt. Sir John Sir John Jones
John

Dear Madam or Dear

Wife of Baronet Lady Jones Lady Jones Lady Jones
Lady Jones

Dear Sir or Dear Sir

Knight Sir John Jones Sir John Sir John Jones
Jones

Dear Madam or Dear

Wife of Knight Lady Jones Lady Jones Lady Jones
Lady Jones

For commissioned officers in the U.S. Armed services, the full rank is used as a title

only in addressing letters and in formal introductions: one writes to Major General Sarah
Military Personnel Miller, U.S. Army, and introduces her as Major General Miller. In greetings the full rank is

shortened to General: "Dear General Miller." Similar acceptable shortened greetings

follow categorized by full rank then greetings^.

figim 10- 1 Continued

 Protocol 137

. _ Spoken Formal
_ K ..
.

Person Letter Address Letter Greeting

3 Greeting Introduction

General of the Army General

Lieutenant General General
Army, Air Force, Brigadier General General
Marines Lieutenant Colonel Colonel
First Lieutenant Lieutenant
Second Lieutenant Lieutenant

Fleet Admiral Admiral

Vice Admiral Admiral
Navy, Coast Guard Rear Admiral Admiral
Lieutenant Commander Commander
Lieutenant, Junior Grade Lieutenant

For enlisted personnel, a similar principle applies. Sergeants —whether staff sergeants,
gunnery sergeants, or —
sergeants are greeted simply as "Sergeant"; privates first
first

class are referred to as "Private"; and, in the Navy and Coast Guard, chief petty officers
are referred to as "Chief." Other noncommissioned officers are greeted by their ranks,
although, informally, lower grades may be referred to generically as "Soldier" or "Sailor."

The must use when addressing senior

universal terms of respect that lower ranks
officers are "Sir" and "Madam." These terms are not applied to noncommissioned
officers, however: the appropriate affirmative response to a sergeant, for example, is

"Yes, Sergeant."

figwt 10-1 Continued

(Qressjor -fonnal Occasions

The appropriate dress for formal occasions should be included on the

invitation. This might include business attire for formal day functions
or black tie (or sometimes white) for formal evening events. Name
badges should be worn on the right-hand side so that when the hand
is extended for a handshake, the name badge is easily readable.

(pivtocolfor Speakers

Speakers need to be briefed in advance and provided with a list of

the guests to be welcomed, in order of precedence. The timing and the
length of speeches need to be discussed with the speakers before the
event and must also be canvassed with the chef so that food produc-
tion coincides with the event plan and speakers are not disturbed by
food service or clearing of plates.

Seating Protocol

Correct seating arrangements for occasions such as awards cere-

monies and formal dinners must be observed by the event organizer.
138 Chapter Ten

Knowing who is to sit where can often be a touchy business. Prece-

dence at table can lead to hurt feelings and indignation among fam-
ilies as well as diplomats.
A handbook of precedence and protocol can be a handy tool
when making the determination of who is to sit where if you happen
to be hosting an official state function. Once you have determined
who is of higher rank, then it is just a matter of placing people around
a table. There are a few simple rules that apply to most situations:

V 1. When there is but a single table, the host and hostess usually sit at

y opposite ends, or occasionally in the center of the table facing each

^ other. Wlien multiple tables are needed, the host and hostess may
v be at separate tables in which case you may wish to opt for a co-

y host and cohostess.

V 2. The highest-ranking male generally sits to the right of the hostess.
y The wife of the highest-ranking man, or the highest-ranking
^j woman herself sits to the right of the host. The second ranking
y male will usually sit to the left of the hostess. Nozv the seating

y should be arranged such that no two women set side by side and
y no two men sit side by side. This will prove a difficult feat when
the number of guests is evenly divisible by four, so try to avoid
^ this possibility, but should it happen, it is common to swap the

y spot of the hostess and the highest-ranking male.

y 3. A rule that has all kinds of interesting psychological implications

y says that married people are never seated side by side, but those
•
engaged are seated side by side whenever possible.

\f 4. The ranks for various persons determined by the President of

is

v the United States. The list is fairly long and complex and occa-

V sionally changes. It is kept on file at the State Department.

y 5. If you happen to be in the military, there is a good book to help you
^ sort this kind of thing out, Service Etiquette, by Oretha D.
v Swartz. It also covers other military social relationships. It is a

y handy book to have around when you may be hobnobbing with the
y brass.

^ Try to seat people to best stimulate pleasant conversation and

y to facilitate the feeding of young children. This means not hemming

v young parents into corners where they can't quickly handle the in-

^g evitable emergency created by the three year olds.

y Though appointing the seating for your guests may seem

y stuffy, it generally puts guests at ease. People like to know where the

y host wants them to sit and will often ask before being seated if the

^ place they have chosen is all right. Name cards are not necessary,
but can be fun. If a guest objects to the seating you have chosen,
y
y simply make a quick change.
 Protocol 139

\g Whatever you decide to do, choose your seating arrangement

y with care as at larger dinner parties it can make a difference.
y
V Reprinted with permission of www.liolidaycook.com

<&eligious and Cultural Protocol

Formalities attach to most religious and cultural ceremonies, although
these may or may not be observed by the client. The event organizer
may therefore be required to assist with the protocol for such an event
or to provide adviceif the client wants a more relaxed arrangement.

Following are examples of traditions associated with a number

of wedding ceremonies from around the world.

Scottish Wedding
The stag night is a tradition of Scottish weddings, male friends tak-
ing the groom out to celebrate with lots of drinking and practical jokes
at the expense of the groom. Another old Scottish custom requires the
groom to carry a basket of stones on his back until the bride can be
persuaded to kiss him. The groom and his groomsmen often wear
kilts to the wedding (traditionally with no undergarments), and the
groom may present the bride with an engraved silver teaspoon on
their wedding day as a pledge that they will never go hungry. A
traditional sword dance is sometimes performed at the wedding
reception.

Greek Orthodox Wedding

There are two parts to this service: the betrothal ceremony and the
marriage ceremony. During the marriage ceremony, the priest crowns
both the bride and the groom three times, and all three people pa-
rade around the altar table three times. The entrance of the families
of the bride and the groom to the reception area, as well as the arrival
of the bride and groom at the reception, is greeted with a fanfare.

Japanese Wedding

The wedding gown is often a traditional wedding kimono.

bride's
The of sake drunk by the bride and the groom at the wed-
first sip

ding ceremony symbolizes the official union of marriage. The cere-

mony is generally quite small and is held at a Shinto shrine, Buddhist
temple, or in a chapel. Guests invited to the wedding reception make
gifts of money to the couple, and the guests, in turn, are given a gift
to take home.
140 Chapter Ten

/i'jun 10-2 Seating Plan tor Bridal Table

Macedonian Wedding
Prior to the wedding ceremony, an unmarried relative or friend of the
family makes a loaf of bread and decorates it with sweets. Once the
bread is cooked, the family members dance and sing, and then give
the loaf to the best man, who carries it to the reception. Toward the end
of the reception, the bread is taken apart by all the single males. The
story goes that if they eat some and keep some under their pillow,
they will see their future wife.
The formalities for weddings of different nationalities can often
be found on the Internet (see one such Web site at the end of this
chapter) or from the many books on wedding etiquette available in
bookstores.
For the modern bride and groom, there are many variations on
the old traditions,and these must be discussed with them before the
ceremony. For the organizer of the wedding, the most crucial elements
are the timing of the music, the speeches, and the meal at the recep-
tion. From a planning perspective, there are many details that need to
be agreed upon, including the following:

• decor
• seating plans for the bridal party (see Figure 10-2) and other
guests
• timing and duration of the reception
• menu and special food requirements
• beverages and payment for beverages
• timing of food service, speeches, dancing, and so on
• music, sound system, and microphones for those giving
speeches
• rooms where the bride and groom can change

A run sheet (see Chapter 9) for a wedding reception would need

to include the following steps and the timing of these steps:
 Protocol 141

• music on arrival
• arrival of guests
• drink service commences (generally champagne, wine, beer, and
soft drinks)

• arrival of bride's and groom's families

• guests seated
• entry and introduction of the bridal party approximately half
an hour later

• entree served, starting with the bridal table

• main course served, starting with the bridal table

Approximately two hours after commencement, the following

occur:

• allguests being served champagne in anticipation of the

speeches and toasts
• speeches by father of the bride, the groom, and the best man
(this may vary)
• cutting of the cake
• bridal waltz
• dessert and coffee being served
• dancing
• throwing of garter and bouquet
• farewell of bride and groom through an arch formed by guests
• closing of bar and music stopping
• guests leaving

Note that an open bar (which does not generally include spirits) may
extend only for a number of hours, after which guests pay for their
drinks.

(Protocol for Sporting Ceremonies

There are a number of formalities for sporting events, including the

awarding of trophies or medals at the ceremony held soon after the
event has finished. Traditionally, in team sports, the press interviews
the team captain of the runner-up before the winner is announced.
However, different sports have different conventions. For example, at
motor racing events, champagne is sprayed over spectators by the
winner, and this ritual is followed by a press conference at which the
drivers remain seated. Press interviews for a number of other sports
take place in the locker rooms.
142 Chapter Ten

(f?i'epavii igfor Digt hark .s

i

Since the Revolutionary War, the citizens of Alexandria, Virginia, have

been celebrating the birthday of George Washington. The celebrations
were organized by soldiers and citizens who were volunteers; and
today (although they get terrific support from the Alexandria City
Government) the Celebration is still organized by volunteers. Cul-
minating on the third Monday in February, volunteers put together a
mega-event to honor our first president. The event encompasses a
10-K race, birthday party, "birthnight" ball, and encampment, as well
as a parade, among other activities.
A look at the group's parade logistics shows the provisions that
have been made to accommodate any dignitaries who will be a part
of the event. Study Figure 10-3 to see what steps have been taken.

fiiiles of -/lag -flying

Oftentimes the flag is used in association with an event. It is impor-

tant to understand the proper protocol for displaying the flag.

y How to Display the Flag

y L. When the flag is displayed over the middle of the street, it should
y be suspended vertically with the union to the north in an east and
y
Event managers must
y west street or to the east in a north and south street. (Union refers

y to the stars section of the flag)

know the proper proto-
y The flag of the United States of America, when displayed with
col tor flying the flag. v I.

another flag against a wall from crossed

it is

should be on the
staffs,
Source: Adrian Neal/Cett\ Y own and
Images Inc/Stone Allstock. y right, the flag's right its staff should be in front of the

y staff of the other flag.

y 5. The flag, when flown at half-staff, should be first hoisted to the
peak for an instant and then lowered to the half-staff position.
The flag should be again raised to the peak before it is lowered for
the day. By "half-staff' is meant lowering the flag to one-half the
distance between the top and bottom of the staff. Crepe streamers
may be affixed to spear heads orflagstaffs in a parade only by
order of the President of the United States.
y I. When flags of States, cities, or localities, or pennants of societies
are flown on the same halyard with the flag of the United States,
the latter should always be at the peak. When the flags are flown
from adjacent staffs, the flag of the United States should be hoisted
first and lowered last. No such flag or pennant may be placed
above the flag of the United States or to the right of the flag of the
United States.
 —— — — —— ——— —

Protocol 143

Officials Schedule 1 :00 p.m. Parade Begins.

February 1 7, 2003
Parade Units begin to pass by the Duke Street
Check Point.
9-9:30 a.m. Marshals Meet at American Legion
(400 Cameron Street, Lower Level). 1:15 p.m. Jackie Sings the National Anthem.

10:00 a.m. Parking Restrictions go into effect. 1 :20 p.m. Parade first passes the reviewing stand.

Police Barricades established. 3:00 p.m. Post-Parade & Awards Reception,

Begin Physical set up. American Legion Ballroom.
Reviewing Stand & Start Point Crews start their
Parade Committee
work.
Parade Director
10:30 a.m. Parade Physical set up completed:
Parade Chief Marshals
Information Booth up.
Parade Start-point Control William Snyder &
Reviewing Stand up.
Marvin Heinz
Communications Truck up.
Dignitary Vehicle Coordination Quentin Tab-
Delivery of Vehicle Signs to Dignitary Division.
scott
1 1 :00 a.m. All Parade Officials Brief Meeting at Dignitary Drivers Coordination Sharon Lawler
the Start Point. Parade Route Marshalling Thomas Fulham &
Sharon Lawler
Pick up Division Signs, hat, badge, clipboard,
Parade End-point Disbursement Marvin Heinz
list, and maps.
Marshals Take Assigned Stations and put Divi- Parade Set-up Crew Chiefs
sion Signs in place. Reviewing Stand Thomas Fulham
Dignitary Vehicles arrive for Dignitary Division. Start Point Marvin Heinz

11:30 a.m. Participant check-in begins. Parade Communications

Karen & Richard Bunn
Place all Dignitary Vehicle signs on the appro-
Alexandria Radio Club & Mount Vernon Radio
priate vehicle.
Club
All Division Signs should be in place.
Parade Information
12 noon Marshals begin to put units in Parade
Patches Distribution Lucian Guthrie
Order.
Parade Reviewing Stand
12:30 p.m. Dignitaries arrive in Dignitary Divi-
Announcing Hugh Barton & Janet Barnett
sion.
Postparade Reception Coordination Hugh
All Parade Units should be at their Division sites. Barton
Marshals check every unit against Parade Order.
Parade Awards Judging
12:45 p.m. Marshals Parade Order Report to Marilyn Dean
Communications.
Parade Dignitary Coordination
12:55 p.m. March Order changes sent to Re- Michael Oliver
viewing Stand.

Parade Announcers in Place.

Jlgure 10-3 George Washington Birthday Celebration Parade

Source: Reproduced with permission of the George Washington Birthday Celebration Committee Alexandria, VA.
144 Chapter Ten

y 5. Wlien the flag is suspended over a sidewalk from a rope extending

V from a house to a pole at the edge of the sidewalk, the flag should
•
be hoisted out, union first, from the building.
v 6. When the flag of the United States is displayed from a staff pro-

y jecting horizontally or at an angle from the window sill, balcony,

y or front of a building, the union of the flag should be placed at the
y peak of the staff unless the flag is at half-staff.

^ 7. When the flag is used to cover a casket, it should be so placed that

\g the union is at the head and over the left shoulder. The flag should
y not be lowered into the grave or allowed to touch the ground.
V 8. When the flag is displayed in a manner other than by being flown
•
from a staff, it should be displayed flat, whether indoors or out.
When displayed either horizontally or vertically against a wall,
y
jj the union should be uppermost and to the flag's own right, that is,

^ to the observer's left. When displayed in a window it should be

v displayed in the same way, that is with the union or blue field to

y the left of the observer in the street. When festoons, rosettes or

y drapings are desired, bunting of blue, white and red should be

^ used, but never the flag.

v 9. The flag, when carried in a procession with another flag, or flags,

y should be either on the marching right; that is, the flag's own
y right, or, if there is a line of other flags , in front of the center of
•
that line.

^g 10. The flag of the United States of America should be at the center

y and at the highest point of the group when a number of flags of

y States or localities or pennants of societies are grouped and dis-
y
v/
played from staffs.

11. Wheti flags of two or more nations are displayed, they are to be
V same The flags should be of
flown from separate staffs of the height.
approximately equal size. International usage forbids the display of
-\g the flag of one nation above that of another nation in time of peace.

y 12. When displayed from a staff in a church or public auditorium on or

y off a podium, the United States of America should hold
flag of the
•
the position of superior prominence, in advance of the audience, and

^ in the position of honor at the clergyman 's or speaker's right as he

v faces the audience. Any other flag so displayed should be placed on

y the left of the clergyman or speaker (to the right of the audience).
y 13. When the flag is displayed on a car, the staff shall be fixed firmly

^ to the chassis or clamped to the right fender.

\t 14. When hung in a window, place the blue union in the upper left, as
yf viewed by the street.
y
y This material is copyrighted by, and used with permission of, the Independence Hall

y Association. For further information, visit the Independence Hall Association's Home
y Page at iimiv.ushistory.org
 Protocol 145

r/[cttiity
S
rSSiim mary

You have been asked to run an event with a patriotic theme for a se- This chapter has dealt

nior Japanese executive who is about to return to Japan after working with the topic of event
protocol. Protocol en-
in San Francisco, California, for three years. This event will be held
compasses the traditions
outdoors, and up to 400 staff members will attend. The American pa-
associated with govern-
triotic theme should be evident in all aspects of the event, including
ment functions, official
the decor, music, food, and beverage. Since this is a large multina-
ceremonies, sporting
tional company and the media will no doubt attend the event, you
events, weddings, and
must observe the correct protocol for use of American symbols. You the like. Such rules and
also need to ensure that you do not breach copyright in your use of guidelines assist event
images, music, and so on, and seek permission for usage or pay li- planners in working out
censing fees as necessary. seating arrangements,
making introductions,
• Expand on the approach to the theme of this event. and protecting the pri-
vacy and security of
• Explain how you will use patriotic images and music.
VIPs, such as overseas
• Illustrate your use of the flag of the United States of America. dignitaries. Our national
symbols often form part
of event decor, and an
event manager needs to
jFinks be aware of the rules
pertaining to their use.

www.cftech.com Awareness of the impor-

tance of protocol and
www.holidaycook.com
the ability to locate the
www.chicagomarriage.com/wedding_traditions.htm
relevant information
(wedding tradition)
prior to the event will
www.ushistory.org ensure that the event
www.washingtonbirthday.com runs smoothly.
 Chapter Eleven
Staging

The Annual Community Theatre Drama Testival is held each

y The popular 4-5 day event, with an average of 20 participat-
y spring.
On completion
y ing groups, entertains as well as educates. View a wide range of the-
y atre and learn from professionals who adjudicate the productions
of this chapter, you
y presented.
will be able to

y The Festival highlighted by the Sunday evening Finals ses-

y is

y sion, featuring the top 3-4 (depending on # of participants) produc-

evaluate an event
y tions chosen by the Festival adjudicators, as well as the closing
site to assess its
y awards ceremony, citing groups and individuals in the festival for suitability;
outstanding performance and theatre excellence. Everyone waits select a theme and
V anxiously as the special Finals Guest Adjudicator ultimately an- plan the decor;
y nounces the Best Production Award. plan all staging ele-
y Our community ments, including
y
\i
theatre festival dates back to 1954 and is the
lighting and sound;
oldest and one of the largest state community theatre festivals in the
V United States. Starting with three theatre groups who performed plan all event
Y
v one-act plays, it has broadened to many more participants who per-
services, such as
catering; and
y form not only one-act plays, but scenes, condensations and excerpts
understand the
y from full-length plays and musicals. roles of staging
y This festival also ties into a biennial New England Regional subcontractors.
y Festival (NERF), which features the winning productions of com-
y munity theatre festivals which are held in several of the New
y England states. The winner of the Regional Festival represents New
y
y England in a National Festival of Community Theatres, also held
biennially, sponsored by AACT.
Reprinted with permission of Eastern Massachusetts Association
of Community Theaters (www.emact.org)

Q I he previous example of a drama festival provides an introduc-

-L tion to the issues associated with staging. The staging of an event
incorporates all aspects of the event that enable the performance to go
ahead. Broadly speaking, by performance we mean entertainment:
the sport, the parade, the ceremony. The topics covered in this chapter,

147
148 Chapter Eleven

such as theme, venue, sound and lighting, as well as all the essential
services, are relevant to many free and ticketed events and festivals.
Organizers have to look at issues such as capacity, seating arrange-
ments, emergency access, and stage requirements and staffing. Stag-
ing an ancient concept: the Roman gladiatorial events were staged
is

in spectacular, albeit gruesome, fashion, but these events certainly

had the enthusiastic atmosphere that every modern event organizer
aspires to, although the modern audience would be unlikely to enjoy
the same level of bloodshed.

Cj i oos big the 8v ei it -S 7/ e

Selection of an event venue must take the needs of all stakeholders

into account. Stakeholders include emergency services, catering staff,
entertainers, participants, and clients.
Frequently, the client has an unusual idea for a venue, but how-
ever imaginative this may be, selection of the site must be tempered
with rational decision making. Although a parking lot could be trans-
formed into an interesting place to have a party, it would have no es-
sential services, such as electricity, and would present enormously
expensive logistical problems. An existing event venue, such as a con-
ference center, could more easily lend itself to transformation using
decoration and props. Figure 11-1 and Figure 11-2 illustrate useful
information about the Moscone Center in San Francisco, California,
such as hall size and capacity and the layout of facilities. Most venues
and convention centers offer similar information on their Web sites.
Choosing a venue that is consistent with the event purpose and
theme is essential. It can also lead to cost savings, since there is far less
expense in transforming it into what the client wants.
The major considerations for selecting an event venue include
the following:

• size of the event (including the size of the audience)

• layout of the site and its suitability for the event
• stage, field of play, or performance area
• transport and parking
• proximity to accommodation and attractions
• supply issues for goods and services providers, such as caterers
• technical support
• venue management

An inspection of the site should reveal any limitations, the as-

pects to consider including these:
 Staging 149

Room Square Size Ceiling Theater/ Schoolroom Banquet 10'X10'

Feet Height Reception Booths

Hall A 94,980 275' X 298' 37' 6,758 4,232 3,900 463

HallB 50,500 275' X 180 37' 4,070 2,576 2,600 256

HallC 110,965 275' X 358' 37' 8,580 5,152 4,880 561

Halls A-B 140,890 275' X 478' 37' 9,400 4,000 5,500 719

Halls B-C 152,760 275' X 538' 37' 10,400 4,800 6,200 817

Halls A-C 260,560 275' X 836' 37' 16,200 7,000 9,100 1,305

HallD 138,684 270X514 28' 711

8"
HallE 37,360 188' X 226' 24' 4,924 2,900 2,530 198

Halls D-E 181,440 N/A 24' N/A N/A N/A 976

Halls A-E 442,000 N/A N/A N/A N/A N/A 2281

West Level 1 96,660 290X315' 27' N/A N/A N/A 510

West Level 2 99,716 290 X 305' 27' 7,000 6,780 4,480 532

West Level 3 99,716 290 X 305' 27' N/A N/A N/A 532

figure 11-1 Example of Information, Such as Hall Size and Capacity, Provided by Venue Providers
on the Internet
Source: Reproduced with permission of the Moscone Center.

compatibility with the event theme

audience comfort
visibility for the audience (line of sight)

storage areas
entrances and exits
stage area (where relevant)
equipment
cover in case of poor weather
safety and security
access for emergency vehicles
evacuation routes

In viewing a potential event site, there are three major stake-

holders who need to be considered and whose perspectives could be
quite different: the performers, the audience, and the organizers. By
performers, we mean those in the limelight, whether this involves
providing an educational talk, dancing in a parade, presenting an
award. Performers have specific needs that are fundamental to their
success, such as the level of intimacy with the audience (often the
7-50 Chapter Eleven

Third Street

I Restrooms
"^ Concessions

If Moscone Center Exhibit Floor Level

Fourth Street

fiaun 11-2 Layout of Halls and Facilities of a Convention Center Available on the Internet
Source: Reproduced with permission of the Moscone Center.

result of the distance from the audience) or the volume of the sound.
Secondly, the audience has needs, the primary one being to see what
is going on! An illustration of line of sight is shown in Figure 11-3. The
level of lighting as well as access to and comfort of the
and sound,
audience satisfaction. Catering and facilities
seats, also contributes to
are generally secondary. Finally, from a management perspective, the
venue must help to minimize risks, such as adverse weather, power
failure, accidents, and emergencies.

(£)(V( loping the Thenu

As we have mentioned several times, the theme of an event must be

supported in every aspect, including the decor, lighting, sound, and
special effects. The theme may be quite subtle: for example, in the
case of a high-tech theme for a conference, the audience would be
only subliminally aware of aspects of the theme, such as the color
 Staging lol

Many events involve theatrical presentations.

Source: Andy Crawford/Dorling Kindersley Media Library.

scheme. In more dramatic cases, guests might be asked to support

the theme by dressing appropriately or participating in entertainment
that is consistent with the theme. Themes may be tried and tested, or
unique.
A theme can be reinforced through such creative elements as
the following:

• color
• landscape and /or location
• film/theater/art/dance
• humor
• fantasy

Following are important aspects of the theme that need to be care-

fully considered by the event organizer. As you will see, there are
many decisions to make!

Entertainment

There is a wide range of acts that can be used to enhance the theme
of an event; and corporate events, in particular, often employ inter-
esting performers such as snake charmers, hypnotists, and belly
152 Chapter Eleven

The Moscone Center can

accommodate large
meetings.

dancers. Entertainment companies have a wealth of ideas and these

can be investigated on the Web sites listed at the end of this chapter.
Such companies need to be briefed in the early planning stages so
that they become familiar with the event purpose and the event au-
dience. They can then look at the event theme and come up with a
range of concepts to suit the theme. If a band is recommended, the
specific technical requirements should be discussed at this stage. (One
event organizer illustrated the importance of briefing the entertain-
ment provider by describing her own experience in organizing an
event for a young audience. When the teenager's parents heard that
one of the band members had stripped, they were furious with the
event organizer!)

figure 11-3 Line of sight. Visible area

of screen

Area outside
line of sight range
(obscured by
person in front)
HL HL HL nL
 Staging 153

A large trade show at

the Moscone Center.

Decor
Lena Malouf, the former president of the International Special Events
Society (ISES) and a leading event designer, has recently earned two
awards, the first for Best Event Produced for a Corporation or Asso-
ciation (overall budget $200,000 to $500,000) and the second for Best
Theme Decor (decor budget over $50,000). Her guests were sub-
merged in a magical "underwater" world reminiscent of the fantas-
tical journey in the children's classic Bedknobs and Broomsticks.
Malouf 's events are characterized by extravagant displays, including
imaginative moving art pieces that tie in perfectly with the chosen
theme, her main aim being to surprise and transport the audience.
Her book Behind the Scenes at Special Events (1998) is recommended
for those interested in specializing in event design.
Decor encompasses many things, from the color scheme to the
drapes, props, and floral arrangements. The challenge is to bring them
all together into a cohesive theme. Staging rental companies can be ex-
tremely helpful with this task.

Layout

The layout of the event venue is clearly integral to the success of the
event. Anyone who has worked on conferences and formal dinners
knows that table layout is something that needs to be negotiated with
the client well in advance. With large dinner events in large venues,
1 54 Chapter Eleven

The limited space offered by this

portable tent emphasizes the need
for effective planning of seating.

all too often the audience at the back of the room has very limited vi-
sion of the stage. If this limitation is compounded by poor sound and
too much alcohol, it does not take long before the presenter is

drowned out by the clink of glasses and the hum of conversation.

This situation can be very embarrassing.
When planning an event at which guests are seated around a
table, it is essential to plan the layout according to scale. If the di-
mensions of the tables and chairs are not considered, as well as the
space taken by seated guests, there may prove to be no room for wait-
ers or guests to move around. A number of common table and seat-
ing layouts are illustrated in Figure 11^. For each of these, a scale
drawing would be used to calculate the capacity of the room and the
appropriate use of furnishings.

Lighting and Special Effects

Lighting can be used to spectacular effect, and for this reason, events
held at night provide the opportunity for more dramatic results than
those held during the day. Lighting can be used both to create the
general ambience and to highlight particular features. It is often syn-
chronized with sound for special effect at dances and fireworks dis-
plays, and can also be used to highlight sponsor advertising. As with
sound, lighting is used to create a particular mood, although it is im-
portant to remember that this must be consistent with the event
theme. Subtlety is required, for there has been a tendency recently to
use some of the latest patterning techniques too often. Professional
advice from a lighting designer is recommended because lighting is
more often than not one of the main contributors to staging a suc-
cessful event.
 Staging 155

o o
o°o oooo oooo
o
°°6 °o 6°o Q 00(^0
o ov_yo
0^.00
0°0
oooo
oooo
oooo
oooo
oooo
oooo
oooo
oooo
oooo
oooo
o°6°o °o° ° o o ° oooo oooo
ov_yo oooo oooo
oooooo o o o o ° o o° oooo oooo

u shape boardroom cabaret banquet classroom theatre

figure 11-4 Table and Seating Layouts

Sound
Music is a powerful creator of mood. It can excite or calm an audience;

moreover, particular pieces can be highly emotive. The volume needs

to be pitched at just the right level, and all members of the audience
need to be able to hear clearly, particularly if the event is being staged
in a large stadium. Professional sound engineers can be relied upon
to give advice on equipment and the acoustic qualities of a venue.
For example, a concrete venue with little or no carpeting or curtain-
ing has a negative effect on sound, but this disadvantage can be reme-
died by the incorporation of drapes in the design.

Vision

Vision incorporates all projected images, such as replays of sporting

highlights on large screens or scoreboards. Video projectors, slide pro-
jectors, and data projectors can project images onto screens for dra-
matic effect, and this can be extended to live broadcasts with satellite
links. A wall of monitors can be used to project one large image across
the whole monitor wall, achieving the effect of a large screen. The
splitting of the image between monitors is done by computer
programming.
Backup projectors and duplicate copies of videos, slides, DVDs,
and so on are essential. When using computer-aided programs such
as Microsoft PowerPoint, a test run should be made to make sure all

is working order before it is needed. Most business and academic

in
presentations use computer software packages to improve the visual
quality of the images.
Although computer-generated slide shows such as Microsoft
PowerPoint look highly professional, there is a tendency for some
users to become too excited by the features provided, changing col-
ors and effects all too often. Bullet points coming in from all direc-
tions can distract the audience, while the use of multiple fade-in and
fade-out effects only add to the problem.
Another pitfall in this type of presentation is the lack of spon-
taneity. Presenters are bound by their scripts. Keep in mind that most
7 -56' Chapter Eleven

presenters bring their own laptop computers and need to have ade-
quate time allotted for setup and testing of their equipment. It is
always a good idea to suggest to the presenter that his or her
computer-generated slide show be put onto overhead transparencies
or printed in a booklet form for the audience, just in case of an equip-
ment failure.
There are a number of alternatives to computer-generated slide
shows, such as flip charts and slide shows. In some arenas, these are
returning to favor as the novelty value increases and the "wow" fac-
tor of computer-generated presentations wear off.

Stage

The stage is used for many reasons, including performances, prize-

giving, and presentations. Equipment rental companies can provide
advice on the size and shape of the stage, as well as on screens and
other devices on which to project images from the rear of the stage.
However, the needs of the audience are the most important con-
sideration, particularly the line of sight, which must be considered
when deciding on the size and shape of the stage and the placing of
lecterns or screens.

Set

The on the stage: props, flats, lecterns, stairs,

set includes all objects
curtains,and so on. Sometimes these can be rented; at other times
they must be built.
The cyclorama is the drape at the back of the stage used to cre-
ate a sense of distance, special lighting of the cyclorama providing
different colored backgrounds. Legs (vertical) and teasers (horizon-
tal) are used to mask parts of the rigging system and to trim the sight-
lines so that only the set may be seen by the audience. A traveler is a
type of curtain that moves along Often it is used as the main
a track.
stage curtain, being configured so that one operating line moves cur-
tains from both sides of the stage simultaneously.

Field of Play

Each sporting event has specific requirements. These may include

gymnastics equipment, which must be properly set up to very clear
specifications. Another example is a baseball or softball field, which
must be chalked properly with the batting box outlined in the proper
dimensions. The infield often needs "wetting" down to eliminate the
dust, but not too much to create a muddy situation. The quality of
the grass fieldimportant for many sports. For this reason, sporting
is

covered to protect them when there is inclement

fields are often
weather or when they are used for other events. However, while the
 Staging lo7

cover protects the surface, it also blocks out the light so that damage
can be caused to the field. These days, professional grass spe-
still

cialists can replace an entire field within hours, but that is a very costly

exercise.
Line of sight is clearly important for sporting enthusiasts, and
one cannot afford to sell seats from which visibility is impaired. The
placement of media equipment is often the cause of this type of prob-
lem, and discussions must be held before tickets go on sale to estab-
lish the proposed position of cameras and sound equipment. The
same holds true for processions and parades where an elevated po-
sition is preferable for camera crews. The positioning may require au-
thorization by the local authority, and accreditation may be necessary
for those eligible to enter the media area.
Finally, the use of giant screens with rear screen projectors need
to be considered for large venues where there is a risk that members
of the audience will not be able to readily see the stage or field of play.
Figure 11-5 shows the technical team that is often needed to stage a
large event.

Conducting Rehearsals
The importance of rehearsal cannot be underestimated. This is the
opportunity for all involved to integrate their efforts —everyone from
the stage manager (who calls the shots for the presentation) to the
technical support staff (who follow the appropriate cues for lighting
and sound). A technical run-through allows the staff involved to test
the setup and to make sure that all elements work satisfactorily.

The production, or staging, of an event involves • Sound Designer

many specialists. As an example, members of the • Sound Operator
technical team supporting a performance would • Vision Designer
include the following: • Vision Operator
• Front-of-House Manager
• Artistic Director • Floor Manager
• Production Manager The following staff would support the perfor-
• Technical Director mance indirectly:

• Stage Manager • Venue Manager

• Choreographer • Operations Manager
• Scriptwriter • Logistics Manager
• Lighting Designer • Catering Manager
• Lighting Operator • Cleaning and Waste Manager

figure 11 -o The Technical Team

158 Chapter Eleven

Technical glitches at an event are unprofessional, to say the least, so

a backup plan for all aspects of the presentation is absolutely essen-
tial. This includes two copies of each video or sound clip, slide pre-
sentations in more than one format, and multiple microphones. Every
potential problem should have a ready solution. The final aspect, over
which the event manager has little control, is the quality of the pre-
sentation given by the speaker, particularly at business and academic
conferences. Giving some basic advice and encouragement before-
hand can assist a presenter enormously. If rehearsals have been con-
ducted and everything is under control, speakers are far less nervous
and far less likely to feel uncomfortable under the spotlight. A "ready
room" where the speaker can set up and test the presentation before
going on stage is recommended. See Figure 11-6 for staging terms.

Performance
Management and agent Take care of performers' interests
Talent Person who is not the main performer (demeaning term)
Green room Area where performers wait and watch monitors
Dressing room Area where performers dress and are made up
Wings Area used for assembling performers and props
Stage-in-the-round Circular stage allowing 360 degree views for the audience
Proscenium arch Traditional theater style, curtains at side and above
Thrust Stage projecting into the audience, such as at fashion parades
Tracks Fixed tracks used to move props
Lectern Stand for speaker

Lighting
Light board Where the lighting engineer controls lighting effects, adjusting colors,
brightness and special effects; also where the sound engineer controls
sound, including volume and switchover between music and micro-
phone
Rigging Overhead truss
Light poles Upright stand for lights

Floodlight Wide light

Spotlight Narrow light

Fresnel Circular soft-edged beam (can go from spot to medium flood)

Cyclorama Curved white screen back of the stage for light projections
at the

Parcan Fixed beam with soft edge, cheaper than floodlight, usually above the
front of the stage and usually used in groups of four
Lighting gels Slip-over colors used to change the color of spotlights and parcans
Wash light General area cover
Key light Used for highlighting an object
Back light Rear lighting effect (should use for speakers)

tfflgurell-6 Staging Terms

 Staging 159

House light Lighting provided by venue

Sound
Sound cue sheet Specifies the sound requirements for a particular group or performance
Sound amplifier Used to project the sound (microphones are plugged into amplifiers
which power up the sound and send it to the speakers)
Out-front speakers Speakers which face the audience
Sound monitors Positioned on stage, facing the performers, to help performers hear them-
selves
Microphones Include battery, stage (dynamic voice), headset and lectern

Exhibitions
Floor plan Two-dimensional layout of the venue
CAD drawing Computer-generated, three-dimensional drawing of the design for a stand
Booth Usually 1 ft by 1 ft stand at an exhibition
Corinthian Walling covered with fabric to which Velcro will adhere
Pit Service duct located in the floor, providingpower and telephone cables
(for some indoor and outdoor events, water and compressed air and gas
can also be provided in this way)
Tracker/reader Device for scanning visitor cards to capture their data

General
Pyrotechnics Fireworks

figure- 11-6 Continued

& oviding Seivices

The supply of water, power, and gas; a communications network; and

transport and traffic management is essential to the staging of most
events.

Essential Services

Essential sendees include power, water, and gas. Although the provi-
sion of these may sound simple, various different electrical sources are
often required, including three-phase power for some equipment and
power backup in case of emergency. Providing the venue kitchen with
gas can also be a challenge. The choice of a complex site can add to the

difficulties of providing these essential services to the event venue.

Communications
Many events have particular requirements for communications, which
may even include the installation of a complete telephone and com-
munications network. Where there is a high level of demand on the
160 Chapter Eleven

^ tf .
< ^wj^J^ftaft'^

Rehearsals lead to perfection.

communications network, the issue of bandwidth must be resolved,

particularly if there is a significant amount of data being transmitted.
A stadium often requires its own mobile phone base station owing to
the number of people using mobile telephones, particularly at the end
of an event.

Transportation and Traffic Management

Transportation to the event, including air, rail, bus, train, and taxi, all

need to be considered. So, does the issue of parking and its im-
too,
pact on local traffic. In some cases, streets have to be closed, traffic
diverted, and special permission sought for this purpose, the event
plan being an important part of the submission to the relevant au-
thorities. Thought must also be given to access for people with dis-
abilities, marshaling of crowds, and notifying of businesses affected

by any disruptions.

r/Jrranging Catering

A catering contractor usually does the catering for an event, taking

care of food orders, food production, and sendee staff. These con-

tractors (or the venue catering should provide menus and costs
staff)

relevant to the style of service required. Photographs of previous

catering and food presentation styles can be helpful in making a
decision.
There are many approaches to event catering, the most common
being the following:

set menu, with table service

buffet
 Staging 161

• finger food
• fast food

The cooking and the type of service have the main im-
style of
pact on cost. Food that is prepared off-site and heated or deep-fried

on-site can be very cost effective as long as safe food handling prac-
tices are followed. If fully qualified chefs are to provide quality fresh
food with superb presentation and if the guests are to be served by
silver-service-trained waiting staff, then clearly the costs will escalate
enormously.
When discussing catering contracts, the event organizer needs to
be very explicit about food quantities, speed of service, and type of
food required. Despite expression of interest in healthier food at sport-
ing events, findings show that the old favorites, such as burgers and
French fries, are still popular and that fruit salad and sandwiches do
not sell as well. A food safety plan is another essential item when plan-
ning an event. Food safety involves protecting the customer from food
poisoning by implementing a plan to prevent cross-contamination and
other factors that cause bacterial growth. For example, food needs to
be kept at the correct temperature all the way from the factory/
market to the store, into the kitchen, and onto the buffet. Food safety
plans look at every aspect of food handling and, if well implemented,
ensure the measurement of temperatures at key points in the process
in accordance with the guidelines of the plan. The best kitchens have
refrigerated delivery areas and separate storage for vegetables, meat,
seafood, and other products at the correct temperatures. Planned food
production processes, including plating food in a refrigerated area,
can further reduce the risk of bacterial growth. Finally, it is essential for
the food safety specialist to consider the length of time taken for the
food to reach the customer (perhaps at the other side of the stadium)
and the length of time before it is consumed. Health authorities in the
various states and counties monitor food safety.
Catering for an event extremely demanding for those in the
is

kitchen. Producing several hundred hot meals is not for the faint-
hearted. The chef should be aware of the planned time for service of
all courses, and this should be confirmed at an early stage of the plan-

ning. Most floor managers will ask the chef how much notice is
needed for service of the main course, and they will monitor pro-
ceedings and advise the chef accordingly. Beverage supplied at func-
tions and banquets usually come with a number of options. One
option is a "no-host bar" where both alcoholic and nonalcoholic bev-
erage sendee is available for guests to purchase. Some organizers pre-
fer toprovide complimentary soft drinks, wine, or beer (spirits aren't
generally included). At more formal functions, a hosted full-service
bar is the norm.
162 Chapter Eleven

o rg-ai i iz it } »• /Iccoi
c nn wdations

For many conferences, exhibitions, shows, and sporting events, ac-

commodations are an essential part of the package. The packaging of
air travel and accommodations demand that planning for such events
occur well in advance in order to acquire discounted air fares and at-
tractive room such rate reductions are essential to favorable
rates. If
pricing of the event, preferable to hold the event in an off-peak
it is

season. However, as soon as an event such as the Superbowl reaches

a city, discounted rates are often out of the question, since accommo-
dations in the destination city will be fully booked.
The following extract illustrates the response of many accom-
modation providers as soon as they get wind of an event, although
this approach to pricing is generally counterproductive. The negative
image created by overpricing can have an impact on tourism in the
long term.

\/ The normally sleepy town ofMongu (in Zambia) is about to come

y weekend for the Kuomboka ceremony. The ceremony
alive this
stretches back several centuriesand is about moving Lozi people
from Zambezi Plains to the plateau. Hotel owners in
the flooded

v Mongu say they immediately hiked room rates as soon as the an-
y nouncement of the event was made, by between 600 and even 1000
percent in some cases. They are also quoting their room rates in
y United States dollars as they expect more than 5000 tourists to wit-
y ness Zambia's foremost traditional event.
if
v The holding of the ceremony is dictated by the amount of rain
V that falls in a particular season. So much rain has fallen this year
V that staging the ceremony was never in doubt.

V Sunday Independent, South Africa, March 25, 2001

This is a most unusual event —

most event organizers dread the
prospect of rain, whereas those organizing this event require rain to
ensure its success!

fyjcinagiiig the Environment

Waste management is an important consideration for all event

organizers.
 Staging 163

Pollution

Methods for reducing the

environmental impact of noise, air, and
water pollution should be part of the planning process, and advice on
these can be obtained from the Environmental Protection Agency,
which has offices in each state. Professional contractors can advise
you on the correct disposal of cooking oils and other toxic waste that
could affect our water supply. As we all know, clearly marked bins
should be provided to facilitate recycling of waste products. With re-
gard to air pollution, releasing helium balloons into the atmosphere
has been shown to be environmentally unfriendly and therefore this
practice is slowly dying out around the world.

Restroom Facilities

Restroom facilities include those at the venue and any temporary

facilities required. The number and type of toilets to be provided at
an event, including the number allocated to men, women, and peo-
ple with disabilities, another part of the decision-making process.
is

—
The composition of the event audience the number of men and
—
women attending and the average time taken by each person also
need to be considered! Theater management has been working on
this requirement for years. Every woman has faced the problem of
long lines during intermission and, believe it or not, there is a for-
mula for working out how many toilets are required! (Men have ex-
perienced this problem too, but in most cases the line to the women's
restroom far exceeds the line to the men's room.) Too many events
provide substandard restroom facilities that cannot meet the
demand.
It is essential to discuss the requirements for any event that you
are planning with a restroom facilities rental company, since they are
the experts.

Cleaning

There are a number of cleaning contractors that specialize in events.

In most cases, cleaning is done before and after the event. Maintain-
ing cleanliness during peak times is challenging, particularly if there
is only a short changeover time between event sessions. In that case,

you have to get one audience out, the cleaning and replenishment of
stocks done, and the next audience in on time. The timing of this is
part of logistics planning, which we will cover in detail in Chapter
14. Cleaning staff should be treated as part of the event staff and re-
ceive appropriate training so that they can answer questions from the
people attending the event.
164 Chapter Eleven

As you can see from the above, staging an event involves a myr-
\u miliary iad of tasks for the event organizer. With some events, the staging
process may even include managing the fans that wait in line for days
In this chapter we have before the event for places at the event. At the Academy Awards, for
looked in detail at the
example, the area designated for fans occupied for up to two weeks
is
staging of an event, in-
before the big night, since one of the fans receives a free grandstand
cluding layout, decor,
seat overlooking the red carpet. According to the London Daily Tele-
sound, lighting, and vi-
graph, April 20, 2001, "The commitment of Oscar followers makes
sion. The staff and sub-
contractors have also
Wimbledon campers look like amateurs. A thriving industry has de-
been identified, and the veloped around their needs, from food stands to camping equipment."
services required at an
event, including cater-
Q'a*( Study
ing, cleaning, waste
management, and com-
munications, have been As an introduction to an academic awards ceremony in the Town
discussed. Staging an Hall, you have been asked to organize a performance by contempo-
event is probably the rary or indigenous dancers. Unfortunately, the Town Hall is a large
most creative aspect of space, with limitations in terms of lighting effects. There will also be
event management, and between the requirements of the performance
a significant difference
there enormous scope
is and the requirements of the awards presentation, which is a formal,
for making an event
traditional daytime event. Investigate the options for props and
memorable by using the
drapes, and /or create a model of the stage setup for the dance pro-
best combination of
duction. Remember that the set will have to be easily removed or
staging elements. The se-
lection of the right site
somehow integrated with the awards presentation.
for an event is essential,
since this can have an
ctwities
enormous impact on the •//'
cost of staging the event
Develop a checklist for a venue inspection, and then visit two or three
and the level of creativ-
venues and compare their various merits and limitations. In order to
ity that can be employed
in developing the
do this, you will need to have a specific event in mind, for example,
theme. a sporting event, a party, a conference, or a wedding.
Watch a video of Gladiator, and review the staging and the au-
dience response to the events portrayed.

& 'inks

www.emact.org (Eastern Massachesetts Association of Community

Theaters)
www.aact.org (American Association of Community Theaters)
www.moscone.org (Moscone Convention Center, San Francisco,
California)
www.specialevents.com (online special events magazine)
www.onsiterentals.com (portable restrooms and other rental
equipment)
www.ises.com (International Special Events Society)
 Chapter Twelve
Staffing

There were two training sessions for volunteers. The first was very
y general and did not answer any of my questions. In fact, I was so
y On completion
y confused I almost didn't return for the second session. All I really
of this chapter, you
y wanted was a realistic idea of where I would be and what I would do.
will be able to
y Instead we were told about reporting relationships, incident report-
y ing and emergency evacuation. When they started to talk about the
y ERP (Emergency Response Plan) and the chain of command I was
y develop an event or-
y totally lost. The final straw came when the manager talked about the
ganization chart;
y contractors "attempting to pull back service in response to price write job descrip-
gouging." I had absolutely no idea what he was saying. All I really tions and specifica-
V wanted was a map and my job description. tions;

v Volunteer Event Usher

conduct recruitment
and selection;
plan induction and
training;
manage volunteers;
plan recognition
strategies;
prepare staffing
^T^his comment, made by a new volunteer usher, illustrates the im- policies; and
manage industrial re-
_L portance of effective communication and of understanding the
lations and occupa-
listener's needs and expectations. In this chapter we will look at two
tional health and
important staff planning processes: developing organization charts
safety.
so that people understand their reporting relationships and devel-
oping job descriptions so that people understand their specific roles,
thus avoiding situations such as the one outlined in the quotation.
The human resource functions of recruitment, selection, training, and
performance management will then all fit into place.

(£) eveloping Organization Charts

Organization planning for events can be complex, since generally sev-

eral organization charts are required, one for each different stage or
task.
165
166 Chapter Twelve

Pre-event Charts

Prior to the event, the focus is on planning, and, as we know, this lead
time can be quite long. The charts required during this period show
the following:

• All those responsible for the primary functions during the plan-
ning stage, such as finance, marketing, entertainment, catering,
and human resource management. For example, the core event
team for a local comedy festival includes the Festival Director,
General Manager, Marketing Manager, Development Manager,
Marketing Executive, Marketing Coordinator, Ticketing Man-
ager, Office Manager, Production and Technical Manager, Artist
Coordinator, Senior Producer, and Producer's Assistant.
• Small cross-functional teams that manage specific issues such
as safety and customer service.
• The stakeholders committee (including external contractors,
suppliers, and public bodies).

Charts during the Event

When staffing levels for an event expand to the requirements of a full-

scale operation, the size of the organization generally increases enor-
mously. In some cases, there may be more than one venue involved,
so that each of the functional areas, such as the catering manager for
each event venue, needs to be indicated on the chart. Charts should
show the following:

• Full staff complement, together with reporting relationships for

the overall event operations.
• Emergency reporting relationships (simplified and streamlined
for immediate response).

Post-event Charts

After the event, the team frequently disperses, leaving only a few in-
dividuals and a chart showing key personnel involved with evalua-
tion, financial reporting,and outstanding issues.
An organization chart can also include a brief list of tasks per-
formed by individuals or the people performing each role. This list
clarifies roles and improves communication. An organization chart
for a team involved in a product launch is illustrated in Figure 12-1.
Figure 12-2 is the organization chart for Keep America Beautiful. More
 Staffing 167

Director Research
Event Manager Director Marketing
and Development

Technical Hospitality and Customer Media

Operations Manager Catering Manager Relations Manager Manager

product displays 1

decor invitations • media invitations

1

product kit '

catering service program • media releases
1

tech support speakers • advertising

• media liaison

tech officer tech officer audio-visual admin/sales admin/sales admin

waiters bar person chef
operations support operator support support support

set-up technical 1

lighting • room set-up • bar set-up • hot and cold invitations • program 1

media
manuals rsvp invitations
cabling 1

sound • drink service • bar services • snacks • audio-visual

product guest list presentation products kit
arrange 1

audio-visual • food service • point-of-sale • hot drinks

specifica- production
product greet, seat • greet, seat
tions • cleaning • pastries
display and greet, seat
1

sell products • sell products

operation demo 1

distribute kit

demo

figure 12-1 Organization Chart for a Product Launch

than 2.3 million volunteers turned up for the 2002 Great American
Clean-up™ sponsored by this organization.

(Preparii igjob Deschptioi is

A job description, outlining the tasks that need to be performed, is

required for each role. This document should show the position title,

the reporting relationships, and the duties. A position summary is

optional. In addition to the sections shown in the job description for

a Catering Services Manager in Figure 12-3, there should be a section
showing the terms and conditions of employment. This job descrip-
tion would indicate the salary applicable, whereas those for many
other positions would show the award and the pay rate under the
award. Since this position is likely to be a temporary one, the job de-
scription should also show the start and finish dates.
As you can see from the job description, this person will not
have a direct role in catering. Instead, he or she will be managing
catering subcontractors; therefore, experience in selecting organiza-
tions for the catering contracts and managing the supply of products
promised in the contracts would be essential.
Once the job description is complete, it is necessary to develop
a person specification, as shown in Figure 12-4. This identifies the
168 Chapter Twelve

Keep America Beautiful, Inc.

National Staff 2003

President

Executive Assistant Accountant

& Office Manager Part-Time

Vice President Senior Vice President

Vice President Director
Director, Development & Environmental
Training & Affiliate Services Communications
Great American Cleanup Programming

Administrative Administrative
Vice President Manager of
Program Director Assistant Assistant
Development Communications
Part-Time Part-Time

Associate Director Director Mailroom Supervisor

of Development Affiliate Services Part-Time

Director
Education & Training

Program Director
Cigarette Litter Project

,$igure 1 2-2 Organization Chart for Keep America Beautiful, Inc., National Staff 2003
Source: Reproduced with the permission of Keep America Beautiful, Inc.

skills,knowledge, and experience required for the role, and it is used

to inform the selection process. In this case, experience in a similar
role, particularly in relation to contract management, would be re-
quired. In addition, knowledge of menu planning and costing would
be essential, as would knowledge of food hygiene planning.
Figure 12-5 outlines the volunteers' opportunities associated
with Remember Mama," an annual Boston, Massachusetts, chari-
"I
table event that honors low-income elderly people. As you can see
from the requirements for the position, experience in an event en-
vironment is desirable. However, experience in managing multiple
contracts, such as in a resort, hotel, or catering organization, may
be relevant in the absence of event experience. Figure 12-6 gives
a brief description of the various volunteer responsibilities for the
event.
 Staffing 169

Job Description

Position title: Catering Services Manager

Reports to: Venue Services Manager

Responsible for: Sub-contracts with caterers/concessionaires

Position summary:
To meet the food and beverage needs of all customer groups through the selection and management

of appropriate subcontractors and concessionaires. To ensure compliance with the negotiated agree-
ments regarding menus, pricing, quality and service.

Duties:
• Develop contracts for provision of food and beverage, including bars, fast food, coffee kiosks,
snack bars, VIP and staff catering.
• Select subcontractorsand confirm agreements regarding menus, pricing, staffing and service levels.
• Develop operational procedures with special attention to integration of services, food hygiene
plans, supply and storage of food and beverage, staffing and waste management.
• Work with venue operations on the installation of the required facilities and essential services (in-
cluding power, water and gas) for food and beverage outlets.
• Monitor performance of contractors.
• Deal with daily operational and customer complaint issues.

figure 12-3 Sample Job Description

(Reeniitment and Selection

Once the job description and person specification have been com-
pleted, they can be used to develop advertisements and interview
questions.
The most common approach to recruitment is to advertise the
position in local newspapers or major newspapers, on the Internet
home page for the event or event-related sites, or on notice boards. Ex-
amples of advertisements for positions in the event industry are in-
cluded in Chapter 18. Employment agencies can also provide event
staff —
for a placement fee. This is an attractive method of recruitment
because it cuts down your work by providing you with a short list of
suitable applicants, as well as managing the administrative side of
employment, such as taxes and insurance.
The best places to look for volunteers are volunteer organiza-
tions, schools, colleges, and universities. When selecting paid or vol-
unteer staff, questions should be asked to check the candidates'
suitability for the position. In the case of the position outlined in
Figures 12-3 and 12-4, the recruitment officer could focus on, for
1 70 Chapter Twelve

Job Description

Position title: Catering Services Manager

Reports to: Venue Services Manager

Responsible for: Sub-contracts with caterers/concessionaires

Position summary:
To meet the food and beverage needs of all customer groups through the selection and management

of appropriate subcontractorsand concessionaires. To ensure compliance with the negotiated agree-

ments regarding menus, pricing, quality and service.

Knowledge:
Legal contracts (with professional advice where necessary)
HACCP (food hygiene plans)
Responsible alcohol service
Catering for large numbers
Installation and management of bar and kitchen facilities

Skills:

High level negotiation skills

Verbal and non-verbal communication skills

Preparing budgets and planning

Development of operational procedures
Problem solving

Experience:
Managing large-scale catering subcontracts, multiple subcontractors, concessionaires
Menu planning and catering control systems for large-scale catering
Operational planning for new installations

Desirable:
• Experience in an event environment

'Jigmr 12-4 Sample Person Specification

example, food safety procedures and liquor licensing, since both are
relevant to the position of catering services manager.

(Qrawing Up ({osiers

Staff planning includes the development of work rosters. This can be

quite difficult, particularly if multiple sessions and multiple days are in-
volved and interrelated tasks have to be considered, because sufficient
time needs to be factored in for each task. For example, if the site crew
has not completed the installation of essential equipment for a partic-
ular session, work cannot begin on related tasks. Staff scheduled to be
 Staffing 171

Volunteers of America looks forward to the participation of Fidelity Investments' employees with the
execution of our annual I Remember Mama luncheon event. Our phones are ringing off the hook with
calls from our Metro Boston moms who cannot wait for the event to take place.

Newcomer Information:
Taking place each year on the day before Mother's Day, / Remember Mama is a charitable luncheon
event,which honors low-income isolated elderly women in the greater Boston area who may other-
wise be alone on Mother's Day weekend.

/ Remember Mama is made possible through our lead sponsor Fidelity Investments, additional cor-
porate sponsorships, and individuals who sponsor a mom at the luncheon in tribute to or in memory
of their own mom The proceeds of Remember Mama help cover the costs of hosting
or loved one. /

these low-income seniors on this special day and support Volunteers of America's nine human service
programs throughout the year.

Two Ways You Can Help:

1. Sponsor a Mom
You may sponsor a mom with a donation of a $1 00 or more, with the option to make the gift in trib-
ute to or in memory of a loved one. All sponsorship gifts are highlighted in the Remember Mama
/

program book. To support the Eighth Annual I Remember Mama luncheon please send a check to Vol-
unteers of America, 441 Centre Street, Jamaica Plain, MA, 02130. If your gift is a tribute gift or memo-
rial, please provide the name of your loved one. Credit card users may donate online at

voamass.org/irm. Thank you for your sponsorship!

2. Donate your time as an / Remember Mama Volunteer

WHEN: Saturday, May 10,2003, 10 AM to 2:30 PM

WHERE: Seaport Hotel (Plaza Ballroom) at the World Trade Center, Boston

Volunteer Activities:

As you can help make this day an extra special experience for each of the mothers who
a volunteer,
willbe participating in the event. Your primary role will be to help the moms enjoy themselves at the
—
event talk to them, dance with them, and have fun with them. Additionally, volunteers will assist with
greeting, checking in, and escorting moms to their tables.

You will be assigned to a team based on your interests. Please take a moment to let us know your in-

terests by answering the questions below with a check mark.

Volunteer Name:
Transportation (Bus Captain) Escort
Greeter Coat Check
Information Table Room Set-up
th
Gift Bag Assembly (Friday, May 9 at the Seaport Hotel)

figure 12—5 Volunteers of America Requests Your Support of the Eighth Annual "/ Remember Mama"
Luncheon Event!
Source: Reprinted with the permission of Volunteers of America. (continued)
 .

1 72 Chapter Twelve

For More Information:

We welcome your questions. Please feel free to contact us at 61 7-522-8086 x1 32.

Thank you. . .

This event made possible by the generosity of Fidelity Investments and Fidelity Investments' em-
is

ployees.From all of us at Volunteers of America, thank you for helping us to fulfill our mission to help
those most in need, especially the vulnerable, the hardest to serve, and those facing multiple chal-
lenges through our nine human service programs.

figure 12—5 Continued

on duty will stand idle and become frustrated, knowing that deadlines
are slipping. Having got out of bed at 3:00 a.m. to arrive as scheduled
at 4.30 a.m. to set up for the day will contribute further to their frus-
tration. In the event environment there is often limited time for transi-
tion from one session or show to the next, and there are usually many
interrelated jobs to be done, requiring extremely detailed planning and
scheduling. A staffing crisis in the hours preceding an event can also
contribute to the risk of accidents and poor service, again emphasizing
the importance of effective planning.

'Vraining
Event staff must be trained in three basic areas: the objectives of the
event, the venue, and their specific duties.

General Outline

Staff members need be presented with a general outline of the

to
event, as well as its and organizational structure. They need
objectives
to be motivated to provide outstanding service and reliable informa-
tion to every member of the event audience.

Venue Information
A tour of the venue enables staff to become familiar with the location of
all facilities, functional areas and departments, and the spectator ser-
vices provided. This is all emergency procedures.
the ideal time to cover

Specific Job Information

Event staff members need to know what their duties are and how to
perform them. Maps and checklists can be extremely useful for this
purpose, whereas rehearsals and role-playing help to familiarize staff
with their roles before the onslaught of the event audience.
 Staffing 173

• TRANSPORTATION GREETERS:

When the moms arrive they are going to be greeted by our transportation greeters. 2 People per trol-
ley will physically help the moms get off the trolley. You will stand on each side of the trolley door.
1-2 people can lead the group inside the main doors.
If it appears that the moms do not have nametags, direct them to the INFORMATION booth.
There are extra nametags there.
Entertainment and VIPs also need to be directed to the Information Table.
If the moms are wearing nametags, you can direct them inside and hand them off to an ESCORT.
Or, if they have a coat to the COAT CHECK.
There will also be some individual moms who transported themselves. Greeters can assist them.

• DOOR HOLDERS:
The volunteers assigned to DOORS will actually hold the main doors open for the moms. There can
be two people on each door.

• ESCORTS:
Escorts will be inside the main doors. You can line up on each side of the doors. On each mom's
nametag will be: the mom's name, the housing complex, the table #, and the door ft. The Escort's job
will be to make sure that the moms get to the appropriate door (A, B right, B left, and C).

• CROWNERS:
Going along with our "crown her queen for a day" theme, at each of the four doorways to the ball-
room, there will be volunteers who will crown each mom with a tiara and serve as the link between
the moms and the usher.

• USHERS:
There will be approximately 4 ushers at each doorway who will be responsible for ushering each
housing complex to their appropriate table. (Table # is —
on the mom's nametag they should already
be at the appropriate door).

• INFORMATION:
Information will be sitting at a table just inside of the main entrance. You will be equipped with extra
nametags, a listing of housing complexes and which table each housing complex is located and a list-

ing of the individuals. You will be responsible for guiding the VIPs to the VIP room. Additionally, in-

formation volunteers will direct all questions to the appropriate person.

• COAT CHECK:
Coat Check volunteers will assist The Seaport Hotel's coat check staff. You will stand outside of the
Coat Check and help the moms remove their coats and give them to the Seaport Staff.

• TABLE HOST:
Every table has a TABLE HOST. If you look at your note card, you will see a star next to the table num-
ber that you were assigned. During the luncheon, Table Hosts will be responsible for giving out the
gift When Maria Capone Goodwin completes her speech, table hosts can go to the
bags to the moms.
specific alcoveswhere the gift bags are stored and bring them to the moms at their tables. There will
be also disposable cameras on each table. Please be sure to take pictures of the moms on your table
and give the camera to the housing coordinator at the end of the luncheon.

figure 12-6 Volunteer Responsibilities —Volunteers of America Annual "I Remember Mama" Event
Source: Used by permission of Volunteers of America.
1 74 Chapter Twelve

^^ 1

Volunteer training ses-

sion during the 2002
Winter Olympics.
Source: Used with permis-
sion IOC/Olympic Museum
Collections.

Most trainees would rather move from the specific, which is

more personally relevant, to the general. However, in some cases, ac-
cess to the venue is permitted only at the very last minute, and train-
ing has to focus on the more general aspects first. Training days
provide an ideal opportunity for team building. Team-building ac-
tivities, such as quizzes, games, and competitions, should be included

in all training so that comfortable relationships will develop. Such ac-

tivities should be relevant to particular tasks. Event leaders need to
accelerate all processes as much as possible in order to hold the at-
tention of the trainee group and to develop team spirit.
Reinforcement is essential, and at the end of training, the event
manager should be confident that all staff members have achieved the
training objectives for knowledge, attitudes, and skills. Too often these
sessions are a one-way process, trainees becoming bogged down with
an overload of information. Training materials need to be prepared in
a user-friendly, jargon-free format for participants to take home. An
illustration of how to use a stopwatch is provided in Figure 12-7 to
show how effectively simple training aids can support learning. A hot-
line staffed by volunteers who answer staff questions about rosters,
roles,and transportation information, as well as site directions,
is also

a good idea. The following checklist covers the type of information

that might be included in training manuals and training sessions.

Shift Routine and Specific Tasks

• location of check-in area and check-in procedure

• reporting for shift and briefing
 Staffing 175

Stepl
Press A to reset to zero

Step 2
Press B to start

A B

Step 3
Press A for split —time
time for lap
(race time continues)

A B
1
Step 4
Press A to unlock split hold

A B
I
Step 5
Press B to stop (final race time)

I <$igure 12-7 A Simple Training Aid to Assist Learning

• uniforms and equipment

• incident reporting system
• supervision
• specific roles
• breaks and meals
• debriefing and check-out

Venue Operations
• venue organization and support operations
• staffing policies /rules
• emergency procedures
• radio procedures
• other relevant procedures

General Event Information

• event outline and objectives
• event audience expectations
176 Chapter Twelve

Moving stock quickly and safely

from one area to another is an
important task for event staff.

• transportation
• related local services information
• contingency planning

Customer-service training is a key component of all event train-

ing. As the general principles of quality service are well-known, the
focus should be on specific information required by staff in order to

Volunteers at the 2002

Winter Olympic Games
were clearly identifiable
by the event audience
through their distinctive
uniform.
Source: Used with permis-
sion IOC/Olympic Museum
Collections.

A volunteer with the Salt Lake Olympic Games

helps out fellow volunteer at the Olympic Village
in Salt Lake The volunteers came from
City.

around the world to help in making the Olympic

Games go off smoothly.
Source: AP/Wide World Photos.
 Staffing 177

Customers will see us

as PROFESSIONAL
if we are:

figure 12-8 Key Aspects of Professional Customer Service

properly assist customers rather than on general skills (such as the

five steps of complaint handling). Most event staff rate training on
specific event information for the event audience as being the most rel-

evant to their training needs. Staff, however well intentioned, find

themselves helpless and frustrated when asked questions that they
cannot answer. Figure 12-8 shows the attributes of staff that event
customers value.

j5' 'icfing Staff

Briefing staff prior to every shiftis essential. It is an extension of the

training sessions and allows the venue or event manager to impart

important, relevant information to staff before they commence work.
Some information may be new, such as changes to spectator trans-
portation arrangements, whereas other elements may be a reinforce-
ment of key information, such as incident reporting or emergency
procedures.

fyjanaging JCegal Requirements

Managers in charge of staffing need to be aware of the legal require-
ments of employing staff. The two main areas of concern are payroll
deductions and occupational health and safety.
1 78 Chapter Twelve

Payroll Deductions

Employers must complete a range of payroll deductions for each em-

ployee. Employers withhold and pay for their employees FICA (so-
cial security and Medicare), as well as a federal, state, and where
applicable, local income taxes. In addition, employers must match
the amount that employees pay for FICA and pay all federal and state
unemployment insurance fees. The employer is responsible for col-
lecting and remitting the respective fees and taxes and for filing them
on a quarterly basis.
In addition, employers must keep a record of these payments and
must supply the employee w ith an accounting for any payments filed
r

during each year. Employers must supply an appropriate IRS form

(W2) to each employee. For that reason, many employers enlist the help
of a payroll service or accounting firm to handle all payroll deductions.

Occupational Safety and Health

The topic of occupational safetyand health is covered in detail in

Chapter The most important element of this legislation is the re-
15.
sponsibility it places on the event organizer for training and super-
vision of staff.

Employers have duty of care for the health and safety of em-
a
ployees. Any employees in the workplace at risk
issue that places
should be considered a duty of care issue, including matters not typ-
ically seen as OSHA (Occupational Safety and Health Administra-
tion) issues, such as aggression from customers, working alone at
night, or working long hours with limited rest periods. An employer's
responsibilities include the provision of a safe place of work and train-
ing in safe systems of work.
A five-step approach is recommended in implementing an
OSHA system. The five steps are as follows:
1. Develop OSHA policies.
2. Set up consultation meetings with employees.
3. Establish training programs and communication plans (includ-
ing posters).
4. Establish a hazard identification process.
5. Develop, implement, and continuously improve risk control
strategies.

Preparing Staffing Policies

developed as part of any human resource

Staffing policies should be
planning strategy and should cover such aspects as health and safety,
misconduct, poor performance, sexual harassment, and violation of
 Staffing 179

safety procedures. These policies are then simplified and summarized

as rules for all paid and volunteer staff:

1. Work in a safe manner.

2. Do not endanger the health and safety of others.
3. Report all accidents and incidents.
4. Protect the confidentiality of the event organization and
sponsors.
5. Do not say anything derogatory about any aspect of, or person
involved in, the event.
6. Refer media questions to the correct person.
7. Look after equipment, uniforms, and other assets.

8. Act in a polite and courteous way to spectators and team members.

9. Use and abuse of alcohol or drugs while on duty is prohibited.
10. Act in a financially responsible manner.
11. Follow reasonable instructions of supervisors and senior event
staff.

(£)eveloping Recognition Strategies

Recognition of the work of both paid and volunteer staff can have a
huge impact on motivation. One of the most effective strategies is the
development of realistic goals for staff because this allows individu-
als to see that their work has contributed to the success of the event.
Intangible rewards include the following:

• goal achievement through individual and team targets and

competitions
• job rotation
• job enrichment
• meeting athletes, stars, musicians, and artists

• working with people from overseas

• providing service and information and performing other mean-
ingful tasks
• praise and verbal recognition
• training and skill development
• opportunities for building relationships and friendships
• media recognition

Tangible rewards include these:

• merchandise
• tickets
1 80 Chapter Twelve

• postevent parties
• recognition certificates
• statement of duties performed
• meals and uniforms of a high standard
• badges, memorabilia

Linking performance to individual or team goals should be con-

sidered carefully by those in charge of motivating staff. When recog-
nition isgiven to individuals, it needs to be done with caution;
otherwise, it can lead to accusations of inequity. Team targets are more
likely to improve team performance and to develop camaraderie.

jS^Jcu icigii ig X olan teers

Volunteer management is particularly relevant to the event business,

since many events are staffed by volunteers. The following list offers
suggestions for training and treating volunteers:

• Volunteers have the right to be treated as coworkers.

• They should be allocated a suitable assignment, task, or job.
• They should know the purpose and ground rules of the orga-
nization.
• Volunteers should receive continuing education on the job, as
well as sound guidance and direction.
• They should be allocated a place to work and suitable tools and
materials.
• They should be offered promotion and a variety of experience.
• Volunteers should be heard and allowed to make suggestions.
• They must be adequately insured.
• They should be given a reference at the end of the event.

In return, the event organization can expect the following:

• as much effort and service from a volunteer as a paid worker,

even on a short-term basis
• conscientiouswork performance, punctuality, and reliability
• enthusiasm and belief in the work of the organization
• loyalty to the organization and constructive criticism only
• clear and open communication from the volunteer

The organization has the right to decideon the best placement of a vol-
unteer, to express opinions about poor volunteer performance in a
diplomatic way, and to release an inappropriate volunteer.
 Staffing 181

The roles most commonly performed by volunteers include

these:

usher
timekeeper
results co-coordinator

referee

administrator
media co-coordinator
protocol/public relations assistant
logistics co-coordinator

traffic and parking control

information officer
customer relations officer

first aid officer

medical assistance (professional health-care providers)
access monitor /security officer
shift co-coordinator
uniform /accreditation officer

safety officer

The personal benefits, as perceived by volunteers, were the

following:

• personal satisfaction
• social contact
• helping others in the community
• doing something worthwhile
• personal or family involvement
• learning new skills

• using skills and experience

• being active.

A number of the benefits listed are often given as the reasons

volunteers give freely of their time and efforts. In some cases, volun-
teering offers the opportunity for social contact and being active. In
other cases, volunteers also receive rewards in the form of merchan-
dise and meeting musicians or other interesting people associated
with the event. Still others believe in the cause and want to be a part
of it. Intangible rewards, such as achievement of specific service tar-
gets, should therefore form part of the motivation strategy for both
182 Chapter Twelve

The 2003 Great American Cleanup™ was the variety of community improvement projects in
most successful program in its eighteen-year his- over 14,000 communities. An estimated 30,000
tory. We're proud that President George W. Bush events were produced during the program period.
served as our Honorary Chair, and that he en- The Stateand local activities focusedon areas of
dorsed our mission of individual responsibility. greatest need in each participating community,
The President's call for involvement in the Great including: Litter Cleanups; Reduce, Reuse,
American Cleanup helped to motivate millions Recycle (e.g., clothes collection programs);
of volunteers nationwide to become stewards of Community Improvement and Beautification
the environment in communities across America. (e.g., Adopt-A-Spot, tree & flower planting, etc.);

The program was recently executed in all 50 Playground, Park & Recreational Area Cleanup
states, plus Puerto Rico, District of Columbia, and Renewal; Roadway Cleanup and Beautifica-
Winnipeg, Canada and St. John, U.S. V.I. We had tion; Tire and Battery Recycling; River, Lake and
continued, enthusiastic participation by a large Seashore Cleanups; Youth Education/Community
number of National/State Parks, Monuments and Educational Workshops; Litter-Free Events; Spe-
Historic Sites, including: Katmai (AK), Crater Lake cial Promotions, Tours, Concerts and Parades, etc.

(OR), Craters of the Moon

Acadia (ME), St.
(ID), Coordinated through our National Office, over
Gaudins (NH), Yellowstone (WY), Lake Mead 30,000 Great American Cleanup events were pro-
(NV), Mt. Rushmore (SD) and Yosemite (CA). fessionallyproduced by a network of State and
The 2003 Great American Cleanup mobilized local organizations across the country that knew
over 2.3 million volunteers from all walks of life what the communities needed and how to get it

to do litter cleanups, beautification and a large done.

J^igiire 12-9 The Great American Cleanup

Source: Used with permission of the The 2003 Great American Cleanup 1

paid and volunteer staff. (Figure 12-9 shows an example of the in-
valuable service given through volunteers).
The 2002 Winter Olympics was a monumental attempt to bring
together volunteers to assist in running a mega-event. Salt Lake
Olympic Committee's volunteer program had three phases with ap-
proximately 8,000 volunteers for pregame activities, 18,000 core vol-
unteers for the Olympic Winter Games, and 6,000 volunteers for the
Paralympic Winter Games. Almost every reporter commented on the
amazing strength of the volunteer effort associated with the games.

(^ase study

You have been asked to run a tourism destination promotional forum.

The aims are to do the following:

1. raise the profile of your region as a tourist destination;

2. provide a platform for the public and private sectors of the local
tourism industry to gather, discuss, and address regional
tourism issues; and
 Staffing 183

3. assist in the expansion of marketing networks and opportuni-

ties to promote local tourism destinations and events.
swnmary
The Buyers and Sellers Business Session will enable delegates to Staffing is a very impor-

network and conduct business with high-level government officials man-

tant part of event
agement and crucial to
and representatives of the national, state, and local tourism organi-
the smooth running of
zations, as well as entrepreneurs, hoteliers, travel agents, tour oper-
an event. In order to
ators, and the media. Breakout sessions, at which all delegates will
cover this adequately,
be invited to voice their opinions, will aim to generate ideas and so- we have discussed many
lutions. Also on the discussion table will be issues such as standards, topics ranging from the
product ranges, joint promotional efforts, and marketing opportuni- preparation of organiza-
ties and strategies. tion charts, which allow
You are to invite the following: employees to under-
stand their reporting re-
• tourism representatives and tourism information officers lationships, to the
importance of writing
• investors and financiers seeking new opportunities and busi-
clear job descriptions.
ness partners
Recruitment and selec-
• hoteliers, tour operators, ground transport providers, and tion help to bring staff
tourism facility operators online, whereas induc-
• transport operators serving the area tion and training prepare
them for their event
• buyers and tourism suppliers
roles. These topics, too,
• media representatives have been covered, and
we have also looked at
You have two major tasks: the management of vol-
unteers and the develop-
• Develop an organizational chart similar to the one illustrated in ment of recognition

Figure 12-1 in this chapter. strategies for paid, vol-

unteer, and contract
• Develop your own job description as "Tourism Forum Event
staff. Finally, the event
Manager." manager needs be
to
able to manage indus-
trial relations and occu-
ctiv ity pational health and
•fl safety issues, as well as
Become familiar with the Occupational Safety and Health Adminis- to prepare human re-

tration's Web site. In the process of this investigation, identify some source policies.
potential problems related to workplace health and safety that are
facing employees and their employers in the event industry.

inks
=&'
www.osha.gov
www.kab.org (Keep America Beautiful /Great American Cleanup)
www.voamass.org (Volunteers of America, MA)
 Chapter Thirteen
Leadership

The volunteer took one look at the uniform, refused to wear it and
y walked off the job. Of the twenty people I had in my team on the first
y On completion
y day, only six remained by day five. Three of my best people were re-
you
y assigned to another team on the second day. Some of those who re-
of this chapter,

y mained beyond the secondday found the work too hard; others found
will be able to

too boring. People assume that when they work at a major event
y it

We were long gone by

y they will be directly involved in the action.
• understand the time
y the time the bike race began each morning, rushing ahead to set
pressures that have
y up the next night's camp. In reality most event employees work be- an impact on event
hind the scenes, handling difficult situations such as spectators leaders and their
trying to gain access to secure areas. In our case drunkenness, leadership style;

y aggression and general horseplay by both riders and spectators were • manage staff by
y hard to handle. The work was physically hard too. Holding a team planning, organizing,
y together is a real challenge, especially when there are many other and controlling work
y
\f opportunities for them, or nothing to hold them.
processes;
• manage staff by
y Cycling Event Manager informing, leading,
and reinforcing
outstanding

£T"^his story is many event man-

indicative of the problems that face performance;
• accelerate group de-
-L agers. Staff are often hard to come by owing to the short-term or
velopment processes;
unpaid nature of the work. In the preceding scenario, the event man-
• manage diverse and
ager was struggling to keep the event team together for the duration
temporary teams;
of a six-day, long-distance bike race. Even though her team may have • manage communica-
been enthusiastic to support the charity involved in the race, as well tion effectively; and
as excited to be on the road with the cyclists, the harsh realities are • plan and manage
often quite different from the team's expectations. meetings.
Although the event planning team may work together for
months or even years, the bulk of the event team works together for
an extremely short period, ranging from one day to about one month.
Staff expectations are hard to manage under these conditions, and
there is little time for building relationships and skills. Therefore, the
focus of the event leader should be on giving clear guidelines, facili-
tating efficient work, energizing people, and celebrating successes.

185
186 Chapter Thirteen

The event must be extremely well planned, and the event leader must
concentrate on developing tools for organizing and controlling ac-
tivities, as well as on innovative ways to inform, lead, and motivate

employees and volunteers who may need to reach job maturity within
minutes or hours.

(£)evelopmg Jfeadership Skills

The leadership model on which this chapter is based is shown in

Figure 13-1. The two main dimensions of this model are task man-
agement and people management, the basis for many other models
used in organizational behavior.

Task Management
Task management involves the skills of planning, organizing, coor-
dinating, and controlling work processes, using tools such as run
charts, organization charts, and checklists.

Plan

Planning is probably the most important aspect of event manage-

ment. It encompasses the development of policies and procedures to
cover all situations, from disputes over ticketing /seating to summary

figiin 13-1 Leadership Model tor Tempo- TASK PEOPLE

rary Teams MANAGEMENT MANAGEMENT
 Leadership 187

dismissal of alcohol-affected employees. Planning is necessary for the

development of staff rosters and the provision of meals for paid and
volunteer staff, as well as for restocking, the careful scheduling of
stock being most important for multisession events.When a venue is
under construction, architectural drawings are used in logistics
still

planning to ensure, for example, that materials and equipment can

be unloaded and set up easily.
There are a number of useful tools that can facilitate the planning
process. A simplified version of a run chart (see Chapter 9) is helpful
for all team members, and charts and maps should be displayed and
discussed during training. Sometimes it is necessary to modify them
so that they can be easily understood by all event staff. Although the
event management team needs to focus on the macro level of the event
(the big picture), the micro level must not be ignored. It is essential
that all members of the team be clear about the specific jobs that they
are expected to do; otherwise, they will become frustrated, and their
performance will deteriorate.

Organize
Organization charts have been covered in Chapter 9 on planning and
in Chapter 12 on staffing. You will notice that including the main tasks
of those involved has enhanced the chart illustrated in Figure 12—1. An
organization chart enhanced with task lists is a useful tool for pro-
viding everyone with a more accurate idea of roles and responsibili-
ties at a glance. There should be no ambiguity as to who is responsible

for what. In addition to the organization chart, every person should

have a job description listing his or her duties. Job rotation is an im-
portant organizational task, particularly where paid or volunteer staff
are required to man remote locations. Change from one role to an-
other during a shift can alleviate boredom and reduce feelings of
inequity.

Control

Checklists are useful control mechanisms. They can be used to check

cleanliness, monitor the temperature of food, check for safety or se-
curity risks, and to ensure that procedures are followed for setting
up and shutting down. A completed checklist is also intrinsically sat-
isfying for the person carrying out tasks, especially if that person's
job has no visible output. Most events are high-risk, making control
measures absolutely essential for risk and hazard minimization. Tours
of the venue (both front- and back-of-the-house) to check that every-
thing is safe are invaluable. Frayed carpets, loose wiring, and chairs
stacked in fire exits can all be dealt with using simple control tools,
such as checklists.
188 Chapter Thirteen

People Management
In terms of people management, the three skills shown in the model
in Figure 13-1 include informing, leading, and reinforcing. Briefings,
energizing strategies, and celebratory activities can achieve closure
on short-term targets and are necessary for keeping staff interested
and motivated.
People management is one of the most significant challenges
for the event manager. Because of the short-term nature of events, the
frontline staff does not have the commitment of employees embark-
ing on careers with traditional organizations. A volunteer or casual
employee who finds the work boring, the location unappealing, the
weather unpleasant, or the food unsatisfactory may simply not re-
turn the following day Indeed, he or she may not return from a meal
break!
One college senior majoring in Japanese, volunteered to help
translate at the 2002 Winter Olympics. When he found out that he
would be stationed inside a small cubicle translating written docu-
ments during the entire Olympic Games, he opted out of the oppor-
tunity. He admitted that he would have continued had he been
later
given even one chance to catch a glimpse of the Olympic activities.
The ability to keep people informed, to inspire and motivate
them through positive leadership, and to reinforce the attainment of
specific results, is the key to successful people management in this
fast-paced environment.

Inform

Briefings before and after shifts provide the opportunity to advise

staff on the order of proceedings as well as to clarify issues of con-
cern. If a single important piece of information is left out and if sev-

eral hundred spectators ask the same question about it, it is frustrating
for everyone involved and a mistake that most event managers make

One-on-one computer demon-

strations are very useful tor rein-
forcing core messages.
 Leadership 189

only once in their career. understand why they are performing

If staff

what appear to be unnecessary tasks, such as checking accreditation

or photocopying results, they are far more likely to understand how
they fit into the big picture. Well-informed staff members (including
all uniformed staff who are always the target for questions from cus-

tomers, regardless of their role at the event) also respond well to pos-
itive feedback from guests and spectators.

Lead

Most event staff expect to have some fun at an event, and most look for-
ward to joining in the atmosphere. Positive actions on the part of man-
agement (including good verbal and nonverbal communication and
the initiation of a range of activities to energize the team) can help to
create positive staff morale. Event managers who are burned out before
an event begins are unlikely to provide inspired leadership or to solve
problems with tact and diplomacy. Time and stress management are
vital for everyone involved. As role models, event leaders demonstrate
to their staff how to provide quality service to customers. Depending
on the level of formality of the event, the service provided will vary in
subtle ways. Staff members look to management for these cues.
Finally, it is important that each staff member have accurate ex-
pectations of his or her role, especially the more mundane tasks. (Some-
times, jobs will be oversold and underdelivered, or undersold and
overdelivered.) This circumstance provides the opportunity for the
event manager to encourage the staff member to go beyond initial ex-
pectations by introducing motivational strategies such as job rotation,
viewing the performance, meeting the stars and athletes, or assisting the
public. Accurate expectations of the less exciting parts of the job, com-
bined with a positive team spirit, are the outcomes of good leadership.

Reinforce

Positive reinforcement of key messages can enhance safety and ser-

vice, two essential responsibilities of the whole event team. The range
of ways in which core messages can be reinforced are outlined in
Figure 13-2. Because event staff are well-known for their capacity to
celebrate success at every stage of a project, recognition strategies for
individuals and groups, including parties and prizes, are essential in
this industry in which people work under tremendous pressure to
pull off an event.
In summary, event leadership is about the following:

• planning for short-term assignments

• organizing and simplifying work processes
• developing checklists and other control processes
190 Chapter Thirteen

Verbal Visual Written Behavioral

Briefings Photographs Training Material Videos

Meetings Displays Memos Working practices
Radio conversations Models Letters Role modeling
One-to-one discussion Demonstrations E-mail Nonverbal
Instruction Printed slogans Handbooks communication

Telephone Posters Staff newsletters

conversations Videos Reports
Training
Internet Information bulletins
Word-of-mouth Checklists
messages

figwi Vi-2 Communication Strategies

Adapted from S. Cook, Customer Care, 1997.

It is also about these:

• briefing and communicating with the team

• motivating and energizing on an hourly or a daily basis
• reinforcing key messages and targets
• celebrating success

The work of the event leader may extend to some or all of the
following challenging contexts that are quite unlike those of the tra-
ditional business environment:

• one shift for one day

• single or multiple venues
• single or multiple session times
• a team separated by physical distance
• routine and dull jobs away from the action
• busy, pressured, and high-stress roles in the midst of the action

And the team itself may include all or any of the following:

• contractors
• volunteers
• temporary workers
• students
• committee members
• police and other stakeholders
 Leadership 191

Long-term teams Temporary teams

Commitment to organization's mission Commitment to task

Decisions by consensus Leader solves problems and makes decisions

Group cohesion over time Limited relationship building

Career development within organization No career/organization orientation

Intrinsic satisfaction Tangible rewards

Empowerment Limited responsibility

Lifelong learning Limited learning

Positive performance management Positive reference

figure 13-3 Differences between Long-Term and Short-Term Teams

J^Jcinaging Temporaiy and Diverse Teams

The characteristics of temporary groups differ dramatically from those

of long-term groups. Long-term groups are able to focus on quality
improvement initiatives, with quality teams contributing to ongoing
improvements over a period of time. This is seldom the case for tem-
porary teams. The differences are summarized in Figure 13-3. Not
only is the event team temporary but it is also, as a rule, extremely di-
verse. The general approach to managing a diverse workforce is to
assimilate everyone into a strong organizational culture. When indi-
viduals share common codes of behavior and communication, and
when they solve problems in routine ways, the positive benefit is con-
sistency, and this can be achieved in the normal organizational life
cycle. However, this is hard to achieve in the dynamic event envi-
ronment where there tends to be more on-the-spot decision making
and a wider acceptance of diverse standards of behavior. With limited
time, an event leader simply does not have the opportunity to as-
similate the team into a strong organizational, or group, culture. Work-
ing with a diverse range of people with wide-ranging needs and
interests is inevitable.

Qroup Development

Studies by B. W. Tuckman as far back as 1965, and still applicable

today, have shown that groups tend to go through five defined stages
in their development:

1. Forming. This is the period during which members grow used

to one another and tentatively formulate goals and behaviors
that are acceptable.
192 Chapter Thirteen

2. Storming. In this stage there is generally some conflict over

control and leadership, including informal leadership, known as
sorting out "the pecking order."
3. Norming. Once the hierarchy and the roles of all mem-
group
bers have been defined, the group tends to adopt a common set
of behavioral expectations.
4. Performing. During this productive stage, members focus on
performance within the framework of the team.
5. Adjourning. Faced with disbandment, successful teams share
a sense of loss. In this stage, feelings of achievement are tem-
pered by sadness that the group will be disbanding.

This analysis of group development is useful to those of us who are

in the event management business, because the process of group
formation does require special attention in this environment. Some-
times, the early stages of group development can be accelerated so
that the performing, or productive, stage is reached quite quickly.
This step can be done effectively by using icebreakers in team train-
ing sessions.
When group members exhibit a wide range of individual dif-
ferences, particularly in language or culture, the following strategies
can help to develop effective communication between them:

1. Identify specific information needs of group members.

2. Use plain English.

Teen volunteers hear

final instructions before
the event begins.
Source: Mark
Richards/PhotoEdit.
 Leadership 193

3. Allocate buddies or develop subteams.

4. Use graphics to impart information.
5. Rotate roles.
6. Provide all members with opportunities to participate in the
group.
7. Develop group rituals and a group identity.

Geert Hofstede (1980), well-known for his work in cross-cultural com-

munication, has identified the following value dimensions in
communication.
The first power distance, which in-
value dimension he termed
dicates the extent towhich a society accepts differences in power and
authority. In some cultures, employees show a great deal of respect for
authority, so Hofstede suggests that these employees have a high
power distance. They would find it difficult to bring problems out
into the open and to discuss them with senior staff. The low power
distance prevalent in other cultures encourages closer relationships at
all levels,and questions and criticism from employees are more read-
ily accepted. As you can imagine, if employees in an event team were

to come from both high power and low power distance backgrounds,
the first group would be aghast at the audacity of the second group
when they brazenly pointed out problems, and the low power dis-
tance employees would find it difficult to understand why the others
did not speak up.
The second value dimension by Hofstede was
identified
individualism/collectivism. Some
have a strong sense of
societies
family, and behavioral practices are based on loyalty to others. Such
societies display higher conformity to group norms, and it follows
that employees of these cultural backgrounds would feel comfortable
in a group. In contrast, employees from highly individualistic societies
would defend their own interests and show individual (as opposed
to group) initiative.
These are just two cultural dimensions. There are many other
variations in people's responses to situations, for example, their dif-
ferent attitudes towards punctuality. Hofstede suggests that the main
cross-cultural skills involve the capacity to do the following:

1. communicate respect
2. be nonjudgmental
3. accept the relativity of one's own knowledge and perceptions
4. display empathy
5. be flexible
6. take turns (allow everyone to take turns in a discussion)
194 Chapter Thirteen

In most event situations you are running on

adrenalin from the start. Thereis never enough

time. You have to deliberately stop yourself, focus

on the person, look them in the eye and use their
name. It is so easy to forget to do this when you
have a hundred unsolved problems and the urge
is to be short with them. Something as simple as

using the person's name makes the difference be-

tween a good event leader and a mediocre one.
The worst event leaders are so stressed they can't
remember their own names!
Event Staffing Manager

fhjun 13-4 Statement by Event Staffing Manager

7. tolerate ambiguity (accept different interpretations of what has

been said)

Jmproving Communication
Although the topic of event briefings has already been covered briefly,
here are some additional guidelines for improved communication in
the event team.

Establish the Level of Priority

important to establish the level of priority immediately. Emer-

It is

gency situations are of course the highest risk for any event, and
communication about an incident or potential incident should be
given top priority.

Identify the Receiver

By identifying the receiver, you will be able to match your message

to the receiver's needs, thus demonstrating empathy. Your message
will also reach the correct target.

Know Your Objective

Clarity in communication is often linked to the development of an

action objective.If you know what you want to achieve, you will be

able to express yourself more easily and clearly. Stating a problem

and its ramifications is often only the first stage. By indicating what
needs to be done, you can more easily achieve your objective and
reach an agreed outcome.
 Leadership 195

Review the Message in Your Head

In preparing to send a message, you should structure your commu-

nication effectively. It is also useful to review the receiver's likely
response.

Communicate in the Language of the Other Person

If you use examples and illustrations that the receiver will under-
stand, your message will be more easily comprehended.

Clarify the Message

If the receiver appears from his or her nonverbal behavior not to un-
derstand your message, clarification is essential.

Do Not React Defensively to a Critical Response

Asking questions can help you to understand why your receiver has
responded defensively and probably can diffuse the situation. By
seeking feedback, you can ensure that you have reached a common
understanding.

ffime Management
To work effectively with event teams, which may be together for a
very short period of time, an event manager needs to do the following:

plan effectively
identify critical issues and tasks
analyze and allocate tasks
manage work priorities
make quick but informed decisions
build relationships quickly
provide timely information
remove barriers
simplify processes
solve problems immediately
manage stress for self and others
develop creative and flexible solutions

constantly monitor performance

reward the achievement of outcomes

From this list, it is clear that outstanding time management skills (on
a personal and a group level) are required in order to gain maximum
196 Chapter Thirteen

benefit from the planning phases. An ability to develop instant rap-

port with new people is also essential when time is limited.

(planning and Managing Meetings

Meetings are an important feature of the management of events, start-

ing in the early planning phases and building to pre-event briefings
and post-event evaluations. Meetings can be highly productive, or
they can waste an incredible amount of time. In fact, a poorly focused,
poorly managed meeting will simply confuse and frustrate everyone.
One event management company introduced the idea of a standing
meeting to curtail the length of their meetings.
Timelines should be set and an agenda for discussion distrib-
uted beforehand with all relevant material so that everyone is pre-
pared. During meetings a chairperson should manage the pace and
outcomes of the meeting, and someone should be designated to keep
notes for the record. The most important aspect of note taking is the
recording of actions and deadlines for those attending. Documenta-
tion from the meeting should be distributed and actions identified,
prioritized, and included in the planning process.
In addition to focusing on tasks at event meetings, focusing on
people should be a priority. Meetings can be an excellent venue for re-
lieving stress, building team spirit, and motivating all involved.

(jase Study

V / knew what I had to do. I had to stand at an access gate all day on
y my own and check staff passes. I was prepared for the boredom but I
'
didn't bring a water bottle. Can you believe it? 1 wasn't given a

V break for six hours! By then I was really looking forward to some re-
if lief You would think that these managers would learn something
V about people's basic needs. In this situation I needed to keep warm
y and dry. A folding chair would have made all the difference.

^ A drink and an opportunity to go to the bathroom would have been

V welcome! In terms of the hierarchy of needs, I wasn't expecting self-
V was hoping to have my physical needs met by
actualization but I
M being given scheduled breaks and possibly having my job rotated. In

^ fact by the time my shift was over for the day, my supervisor had
v long left the scene.

Event Volunteer

How could this person's needs be better catered for?

Are there any strategies for helping to motivate this volunteer?
 Leadership 197

What leadership approach would you take to managing your

event team? \ummary
Is a different approach needed for managing paid staff and vol-
In this chapter we have
unteer staff? Explain.
discussed the time con-
Explain one way in which you would energize your staff or straints in staging an
celebrate success. event and the temporary
nature of the event
workforce, both of
ctwitij which have a major im-
J# pact on event leader-
ship. The event staff
Select an event, and develop a list of pros and cons of working in
manager must be able to
three different roles at the event. Describe the leadership challenges
plan, organize, and con-
and your solutions for the management team of this event.
trol tasks in such a way
that all concerned are
able to see their contri-
bution to the aims and
objectives of the event.
In managing these tem-
porary, and often di-
verse, teams, the event
manager needs to accel-
erate group develop-
ment processes,
communicate effec-
tively, lead construc-
and develop
tively,

recognition and reward

programs.
 Chapter fourteen
Operations and Logistics

The Western Open, sponsored by the Western Golf Association, is

y one of the best known golf tournaments in the US and is the third
y oldest golf championship in the world behind only the British Open On completion
of this chapter, you
and the US Open. Since its inception in 1899, the event has at-
will be able to
tracted many of the world's top golfers including, Walter Hagen,
y Byron Nelson, Ben Hogan, Arnold Palmer, Jack Nicklaus, Tom Wat-
y son, Nick Priceand Tiger Woods. Television coverage of the Western
y plan the logistics of
y Open which has been held in the Chicago vicinity since 1962 is
an event, bringing all
y broadcast to millions of viewers around the world. This glimpse of equipment and other
y Chicago's lush green hillsides and booming metropolis has promoted resources on board at
y the city of Chicago as a popular tourist destination. the right time;
•
plan setup and tear-
www.westerngolfassociation.com
down procedures;
develop policies and
procedures for the
smooth operation of
an event;
develop performance
standards to measure
success against objec-
/Tn event such as the Western Open has many operational de-
tives;
C/jl mands. First, a logistical plan would need to be developed to en-
clarify the roles of
sure that all competing golfers (and their entourage of managers,
the various func-
caddies, etc.) arrive as scheduled, that they are settled into the correct
tional areas during
accommodations, and that all their golfing equipment is accounted for the operation of an
and secure. Second, there would be the whole process of preparing the event; and
course, which the greenskeepers would start many months before the motivate staff to ef-
competition. This would also involve setting up spectator stands, fectivelyimplement
scoreboards, and crowd barriers closer to the actual time of the event plans and to follow
(this could be done overnight, and adequate time would need to be through to event op-
allowed for this process). Finally, at the end of the competition, every- eration and tear-

thing would need to be dismantled and stored, since most items down.
would be valuable assets, and the course would be restored to its orig-
inal state for normal operation. In between the setup and teardown,
there is an event to run. (Naturally, with all events, the cost for the
facility needs to include the time required for setup and teardown.)
199
200 Chapter Fourteen

Setting up crowd barri-

ers is justone of the op-
erational procedures for
a major golf tournament
such as the Western
Open.
Source: Used with permis-
sion of Western Golf Asso-
ciation.

The focus of this chapter is the operation of an event, which is

the culmination of many months, at least, of careful planning.

jTogistics

Simply put, logistics is about getting things organized, getting things

(and people) in the right place, and tearing everything down. Rock
concerts and entertainment events featuring international artists pre-
sent many logistical problems, particularly if the group is on a tour of
several cities. Sometimes a complex array of musical equipment, some

of which might have been transported to the country only days, or

even hours, before the event, has to be set up. However, in most cases,
the team supporting the artists would have identified specific re-
quirements, sometimes down to the last detail, to be met locally.
(These might even include requests for exotic foods and special di-
etary items.) Arranging accommodation has been known to be com-
plicated by the inclusion of a weird range of pets, not commonly cared
for in five-star hotels, in the entourage.
The most amusing example of a logistical dilemma was reported
by the organizers of an equestrian cross-country event. A decision
had to be made as to how to manage "restroom breaks" for volun-
teers deployed over an enormous open venue. Should a small utility
vehicle such as a "gator" be used to pick up the staff member and
take him or her to the restroom facilities? No, it was decided that a
roving porta-potty on the back of a small truck was the answer. Take
 Operations and Logistics 201

Operations staff is busy

at the Seattle Marathon.
Source: Used with permis-
sion of the Seattle
Marathon.

the toilet to the staff member, not the staff member to the toilet! This
method avoided redeployment or replacement staff.
In most cases, however, logistics planning focuses on setting up
and changing sets. Athletics events are particularly challenging, since
there are often several concurrent and consecutive events requiring
different equipment. An event that involves catering also presents
enormous demands when the product has to be served hot, often to
hundreds of people in a very short time. One event co-coordinator
describes an event in which there was only one set of plates for each
guest so that the plates had to be washed between the entree and the
main course. "This process involved a trip up and down lots of stairs

mm
and a very tiny washing-up area with a single cold tap, placing

Adequate sanitation facilities are

essential to the smooth running
of an event. Water had to be
transported to this event.
202 Chapter Fourteen

enormous pressure on the kitchen to plate the main course and serve
it at the correct time. Cutlery (teaspoons in particular) is one of the
biggest setbacks of the banquet department, because a search for
matching cutlery can delay a room setup by an hour or more. Some
chair covers take so long to stretch and position correctly that signif-
icant time can be lost carrying out this task (and significant labor costs
incurred)."The logistics manager needs to be one of the most effi-
cientand organized people on the event team. With event operations,
work-flow planning becomes a fine art.

Setup

The process of setting up involves the installation of structures and

readying the facilities for the event. For some tasks, such as installing
sound and lighting equipment, the services of specialist engineers are
needed. Setting up can be a time-consuming process, and a run-
through must be built into planning. This step is absolutely essential,
since it is imperative that all facilities and equipment work. Consider,
for example, the event illustrated, which was attended by over 250
networked game players. The technical demands of this event, par-
ticularly the networking arrangements, defy description. Just for a
start, each of the 250 computers required a network cable and at least

two power sockets!

Teardown
The process of tearing down involves dismantling and organizing
everything used in the event. If this needs to happen immediately

Networked game-playing event.

A high-tech event involving
numerous computers could
become a logistics nightmare
without proper planning.
 Operations and Logistics 203

after the audience has left, sufficient staff will be required because, at
this stage, everyone is generally exhausted, thereby presenting a safety
risk. If teardown does not occur immediately, security staff will be
needed to monitor the site until all materials and equipment have
been removed. Some items are particularly expensive, and if they are
lost, stolen, or damaged, this outcome can have a dramatic effect on
the bottom line of an otherwise successful event.
In most other industries, logistics involves managing the
processes of manufacture, supply, and distribution (including stor-
age and transport) of the product to the ultimate consumer. The same
general principles apply in event management, requiring an orga-
nized and structured alignment of key logistics functions. Procure-
ment, transportation, storage, inventory management, customer
service, and database management are all examples of logistical as-
pects of event merchandise sales, such as T-shirts, caps, CDs, and pro-
grams. In the same way, the supply of food and beverage to the event
audience starts right back with the producer of the food and bever-
age product. For most events, food supply is unproblematic. How-
ever, in the case of a very large event, provision of sufficient stock of
potatoes for fries may require importation of frozen fries, while en-
suring an adequate supply of lettuce may require the sourcing of this
with a local produce company. For events that run over multiple days,
food storage is also an issue, as is the logistics of fresh supplies need-
ing to be delivered overnight, which has ramifications for staffing
rosters and security. The disposal or distribution of leftover food is
also an issue that needs carefully scrutiny.

(policies

Every event requires policies, which describe the general principles,

or "what is to be done." For example, policies may be drawn up to
prevent fraud, to limit misrepresentation, to manage the performance
of staff, and to promote the right image for the event. Having pre-
pared the policies, the procedures for implementing the policies are
then developed. For example, there may be a policy for customer com-
plaints and a procedure to follow in the event of a complaint. There
may be a policy on the recruitment and training of time-keepers, and
a procedure for reporting and recording performance times for ath-
letes. The policy equates to "what is to be done," and the procedure

equates to "how is it to be done."

A uniform policy would say that event staff are to wear specific
shirt colors, that they are supplied and laundered by the event
company, and that staff who lose their uniforms have to pay for
204 Chapter Fourteen

replacements. The policy might also list the personal items that staff
are not allowed to wear and might recommend a certain type of
footwear. Uniform procedures would cover the steps involved in is-
suing uniforms to staff at the first training session, the steps involved
inhanding in and retrieving uniforms from the laundry using a ticket
system, and the steps to take if a uniform were lost.

(procedures

A procedure can take the form of a list of tasks or a checklist. Once pro-
cedures have been developed and integrated across the event func-
tions, all the pieces begin to fit together. Sometimes, the timing of a
procedure needs to be modified to meet the needs of another func-
tional area. For example, if the grass surrounding the greens of a golf
course were scheduled to be mowed the day before a golfing com-
petition, it would not be possible to erect the crowd control fencing
until the moving had been done. A procedure for entertaining spon-
sors for a full day is illustrated in Figure 14-1 in the form of a run
sheet. A procedure for checking the safety of a kitchen could be out-
lined in a checklist, as shown in Figure 14-2. This procedure could
also be shown as a flowchart, or it could be based on a logical tour of
the kitchen, with items reordered to match the kitchen setup.

(Performance Standards

By establishing performance standards and inspection schedules, the

operational success of an event can be more confidently assured. For
example, in the case of a contract with a cleaning company, there will
be clear expectations on both sides, the result generally being excel-
lent customer sendee. In the case of the cleaning contractor, specific
details about the level of service required would be outlined for the
following:

preevent cleaning
preevent day cleaning
during session cleaning
turnover cleaning (between sessions)
postevent cleaning
removal of waste materials
 Operations and Logistics 20-5

Start Finish Tasks

7.00 am Security hand-over to Assistant Operations Manager.

7.00 am 7.30 am Venue opened and checklists completed for safety, cleaning, layout and
supplies and inventory ready.

8.00 am 8.30 am Staff check- in and briefing.

8.30 am Staff commence first shift. Hospitality area opened for light meals/
coffee/breakfast.

10.00 am 7.00 pm Staff break area open.

11.00 am Entertainment staff arrive. Acts as per daily schedule held by Operations
Manager.

1 1 .00 am 3.00 pm Lunch service.

2.00 pm Hand-over from Assistant to Operations Manager.

Meal numbers for following day confirmed.

3.00 pm Second shift commences, staff briefing.

Catering staff meeting —Operations and Kitchen production.

3.30 pm Deadline for lunch cash reconciliation.

4.00 pm 10.00 pm Dinner service.

1 1 .00 pm 12.00 mid Setup for following day service.

12.00 mid 1.00 am Cleaning all areas, kitchen, dining area, and facilities.

2.00 am Security lockup.

Jlgure 14-1 Daily Run Sheet — Sponsor Hospitality

The criteria for performance standards may include efficiency (i.e.,

speed of setup), accuracy (i.e., checklist 100 percent), revenue (dollar
sales per outlet), or courtesy (customer feedback).

(functional precis

Although the division of responsibilities into different functional areas has

already been discussed in previous chapters, it is useful to review the
known in most other businesses as "departments."
roles of these areas,
Each of these functional areas develops its own policies, procedures,
and performance standards. Where there is more than one venue, a
functional area, such as medical, may be represented at each venue.
206 Chapter Fourteen

Kitchen Safety Checklist

1 Food contact surfaces are clean and clear.

2 Chopping boards for meat, chicken, vegetables are color coded.

3 Nonfood surfaces clean and clear.

4 Floors are clean and not slippery.

5 Equipment is correctly cleaned and stored.

6 Wiping cloths and cleaning equipment for different purposes correctly color coded.

7 Plumbing is functional.

8 Refrigerator and freezer temperatures meet standards.

9 Hand-washing facilities meet standards.

1 Garbage disposal containers are labeled and covered. D

1 1 Storage areas are clean and clear.

1 2 No evidence of insects or rodents.

1 3 Lighting and ventilation is adequate.

14 Gas supply is checked.

1 5 All cooking equipment is functional. D

1 6 First aid box is fully equipped.

Jigwc 14-2 Checklist for Kitchen Safety Procedure

Procurement and Stores

This area is responsible for purchasing, storage, and distribution of all

products required for the event. Such items may include radios, com-
puters, sound equipment, and drapes, and are often rented or leased
from specialist suppliers.
If catering, for example, were contracted out to a subcontractor,
the subcontractor would be responsible for food purchasing and stor-
age, and the same would apply to other subcontractors. They, too,
would be responsible for their product or equipment procurement
and storage.
One of the main roles for this functional area during an event is
the supply of event merchandise to the sales outlets.

Marketing

In the time leading up to an event, this functional area is responsible

and promotion. As the
for the overall strategy for product, pricing,
event draws near, image, sponsor liaison, and sales promotion be-
come priorities.
 Operations and Logistics 207

Ticketing

The ticketing area looks after ticketing prior to an event and during
the event. In some cases this function is managed by the local tourism
information office; in other cases, tickets are sold by charitable orga-
most profit-making events, the ticketing function
nizations. For is

managed wholly by a major ticketing organization.

Registration

Most sporting events, particularly those with large numbers of par-

ticipants, need a functional area to manage the registration of partic-
ipants in the race or the event. This requirement involves completion
of relevant forms by participants as well as the signatures of partici-
pants to acknowledge that participation is at their own risk.

Merchandising

The merchandising area is responsible for the sale of merchandise,

ranging from caps and posters to CDs and videos. The range is fre-
quently extensive and is sometimes advertised on the Internet.

Finance

As the event draws near, the main concern of this functional area is
to maintain control processes, minimize expenditure and manage
cash during the event.

Legal

In most cases, legal advice is sought before the event, and it is only
with very large events that a specific functional area is established to
cover this role.

Technology

Networks linking different reporting systems can be developed to

include those for sales of tickets and merchandise, registration of
athletes and recording of results, and managing rosters and
payroll.

Media
This functional area deals directly with the media, and during an
event it needs to be constantly informed of progress. If a negative in-
cident should occur, it is the media unit that writes the press releases
and briefs the press. It also manages media interviews with the stars
or athletes.
208 Chapter Fourteen

Community Relations

Generally speaking, this functional area is represented only when

there is a significant community role, for example, at nonprofit events.

Staffing

As the event approaches, the staffing area looks after training, uni-
forms, rosters and other schedules, and staff meal vouchers.

Services and Information

The provision and information to the event audience is

of services
obviously at peak during the event, which requires the staff to be
its

extremely knowledgeable and resourceful.

Cleaning and Waste Management

Very often this function rests with venue staff who undertake clean-
ing as a routine operation before, during, and after an event. For larger
events, such as street festivals, the local government may ask current
contractors to expand their role for the period of the festival. For major
sporting events, contract cleaners are often called in to manage this
functional area.

Catering

Inmost cases, venue catering is outsourced to a catering company,

and there is generally a long-standing contract in place with that com-
pany. Sometimes, however, a decision needs to be made as to whether
to employ one caterer to take on this role or several caterers, each of-
fering different types of cuisine. Most event organizers leave this area
to catering professionals.

All staff need to be able to

provide event information to
attendees.
 Operations and Logistics 209

Venue Operations
The management of the venue, in particular the operation of facilities
and equipment, maintenance, and the like, is the responsibility of the
venue team. Health, safety, and emergencies are the key areas of con-
cern of this functional area.

Sport Associations

All aspects of a sporting competition, including results management

and award ceremonies, are generally managed by the sport's associ-
ation involved in the event. (For instance, a Little League state tour-
nament would be under the direction of the state-chartered Little
League officials.)

Medical

The medical functional area provides first aid to both spectators and
athletes. In some cases, this area is responsible for drug testing.
A first aid station is one
Security of the most functional
areas. If there is more
Access to the event site by accredited personnel is managed by secu- than one event venue,
rity, which also plays an important role in crowd management. medical facilities need
tobe available at all of
them.
leadership and Staff '_">
lotnation

In addition to organizing the tasks that need to be performed, an event

organizer needs to focus on managing staff, volunteers, and contrac-
tors during the operational phase of the event. Since there are few

Catering for both take-out and

fine dining at event venues is

mostly outsourced, so that this

functional area is generally man-

aged by contractors.
210 Chapter Fourteen

long-term job prospects for most of the frontline staff working at an

event, there is a higher than average chance that they might not return
the next day, or that they might disappear during a break or simply
walk off the job. Some of the reasons they might give include the
following:

My skills are being wasted.

I am not suited to this job.
I feel as if am being used and abused.
I

I feel as if my time is being wasted.

My help is not appreciated.

There is a lack of support.
I don't understand how I fit in.

The work is boring.

I don't have all the information I need.
I don't have the equipment I need to do the job.
The procedures are not clear.
I feel unwelcome and ignored.
I don't like it.

I got a better offer.

I didn't expect to be doing this.

Getting here was too difficult.

Unhappy staff say things such as the following:

"My supervisor arrived two hours late and I was kept waiting
after getting up at 5 am."
"Why can't we be given more information so that we can an-
swer questions?"
"Somebody has to keep their head and be patient."

So you can see why good

leadership and an ability to motivate staff
smooth running of an event. Some experienced event
are crucial to the
managers have made the following remarks and suggestions about
staff management during the pressured moments of an event:

"Success is linked to goals, large ones and small ones. Be pre-

pared to make the goals explicit and share achievement of these
goals with your staff. This will motivate everyone."
 Operations and Logistics 211

"Give the team an identity. Establish team roles and build co-
hesiveness. Games and fun are essential."
"One of the most difficult things is assigning jobs. All staff want
to be able to see the show."
"A plan is a good thing, but be prepared to deviate from it."

"Nothing can prepare you for it. Being faced with huge numbers
of people descending on you, filling a venue within minutes is
incredible. Nothing can prepare you for the time-consuming na-
ture of it. There are so many conflicting demands. You have to
keep focused."
"There is no quicker way to destroy team morale than for the
manager to complain about the situation."
"Facial messages are really important. You can ruin someone's
day with the wrong expression."
"Take the time to use the person's name and give clear and con-
cise directions."

"Once they are committed and settled, they will do anything. If

you manage well, your team will walk over hot coals for you."
"Information is provided to team leaders to pass on. They need
to recognize the value of getting the information to the staff at
the briefing; otherwise their radio will run hot all day answer-
ing the same question."
"Sometimes it is difficult. You have a well-meaning staff mem-
ber who comes to you with a suggestion. You are in the middle
of doing a thousand critical things and they want your atten-
tion. You have to make time to talk to them later and explain
why you can't listen right away. And you can't afford to forget
to go back! If you don't, they will feel undervalued."

"Remember to be fair with recognition —you don't want to cre-

ate a nasty competitive spirit in your team, especially in rela-
tion to giveaways."
"Most of the organizing committee was burnt out before the
event began. Look after your physical health. It is like running
a marathon. Prepare for it. Your tolerance for stress needs to be
high."
"Crack a few jokes when the going gets tough; initiate a dy-
namic and energetic team spirit."
"Think about appreciation strategies beforehand you have to —
plan celebrations for reaching milestones. This takes time and
you won't have the time during the event."
"People working at events expect to enjoy themselves; if they
don't, the customers won't."
212 Chapter Fourteen

\ummaiy (jase Study

This chapter has looked You are organizing a race for 20,000 runners. The biggest logistical
in more detail at logis- problem you will face will be at the end of the race. At this time, run-
tics, including the often ners crossing the finish line are exhausted and don't want to run or
problematic setup and
walk another step. Media members wanting to take photographs and
teardown phases of an
to interview front runners compounds this problem. Enthusiastic sup-
event. The task of identi-
porters wishing to congratulate those who finish only add to it. All
fying resources and
equipment needed,
runners need to get across the line without hold-ups; otherwise, their
bringing them on-site, times will be affected.
and setting up in the re- You need to make plans to ensure that all runners cross the line,
quired time takes careful that they are advised of their times, and that they receive free spon-
planning. The emphasis sor products, retrieve, their belongings, and attend the prize-giving
in this chapter has there- ceremony. Some participants and spectators will not wait for the final
fore been on organiza- ceremony and will wish to take the transportation provided back to
tion and coordination to the race starting point and go home.
ensure that all func-
Develop detailed operational plans for the end of the race, using
tional areaswork to-
estimates of finish times and crowd-flow patterns for participants and
gether smoothly and
spectators.
cooperatively through
all phases of the event.
The development of
policies and procedures
can
ment
assist in the fulfill-

of this goal by
& ctwities

Draw up an operational timetable for a wedding. This should include

outlining the interrela- rental of all plates, silverware and glasses, table linen, candlesticks,
tionship between func- and chair covers. It should also include organizing the ordering of
tional areas and will and entertainment. The
the cake, car rentals, floral arrangements,
also help to ensure that
focus of this activity is and every-
the logistics of getting everything
the event performance
one into place at the right time for the reception party.
standards and objectives
Develop a midevent appreciation strategy and a plan for a post-
are successfully
achieved.
event party in order to celebrate the success of the event with your
staff.
 Chapter fifteen
Safety and Security

y In 1979, 11 fans were crushed to death at the Who's concert in

y Cincinnati, OH. That event is widely regarded as one of the worst
y concert tragedies. On completion
y happened again on Friday, June 31, 2000. Nine people
of this chapter, you
y It
will be able to
y were trampled to death at a Pearl Jam concert near Copenhagen,

Denmark. Another 26 were seriously injured during a rock concert

y that drew 25,000 fans.
• identify situations
in which police or
security staff are
required;
• comply with laws,
regulations, and
standards relating to
occupational health
and safety;
• develop procedures
to meet safety
standards;
• train staff to prevent

(^y'here exists a Rock and Roll Wall of Shame that lists the names of risks to health and
safety;
_L 293 individuals who were killed since 1990 at rock concerts be-
• use systems that
cause of a lack of crowd management (www.crowdsafe.com/
limit safety risks; and
thewall.html). In the management of this type of event, careful analy-
• establish a system of
sis of crowd behavior and the methods proposed for controlling communication for
crowds are required. Crowd management encompasses the steps reporting incidents
taken to organize and manage crowds, whereas crowd control is the and emergencies.
term used for dealing with crowds that are out of control. Security
staff and security organizations play a major role in crowd control,
particularly in events of this nature. First aid is also a necessity.
Other events report that hundreds of thousands of people gather
for celebrations throughout the U.S. with only a few minor incidents,
none relating to crowd management. The behavior of event visitors
thus has an important role to play in the level of potential risk at a par-
ticular event and should form part of the analysis that begins with

213
214 Chapter Fifteen

• "V

4 *> * X
m
, a

*lai'^^L A ^ rjr
A well-behaved crowd
at a Puerto Rican parade
in New York City.
Source: © Alan Schein/
Corbis/Stock Market.

management plan discussed in Chapter 8 and follows through

the risk
contingency plans for safety and security discussed in detail in
to the
Chapter 16.
Safety of the event audience, staff, and subcontractors should
be of paramount concern for every event manager, since all events
carry safety risks that may result in anything from accidents to the
evacuation of a venue. In this and the following chapter, we will look
more closely at risks associated with the safety of the audience and
staff, as well as the security procedures used to manage such risks. In

addition, we will look at the potential for injury being caused by fixed
or temporary structures, which may in turn be subjected to damage.
Another issue for consideration for most events is that of line
management. Lines can be managed very well or very badly. The de-
lays getting into events, such as many sporting events or concerts,
are sometimes so bad that the event manager has to direct staff to
stop taking tickets and simply open the gates. Clearly this situation
can lead to problems inside the venue if nonticketed people manage
to find their way in. On the other hand, if the sporting event has com-
menced, and perhaps points having been scored while the spectators
remain outside, there w ould be little else that could be done. However,
r

if there were a number of people without rickets outside the venue,

this would not be a viable option.

The orderly management of spectators leaving the venue is just
as important, with clear directions and signage necessary to guide
them to public transportation and parking. Sometimes spectators
enjoy themselves so much at have to be marched
the event that they
out by security staff.
 —

Safety and Security 21 -5

In this chapter we will deal with general security issues, occu-

pational safety and health, first aid,and effective communication of
incidents. The topics of crowd control and emergency evacuation will
be covered in more detail in the next chapter.

Security

Security is generally required for premises, equipment, cash, and other

valuables, but the predominant role of most event security staff is to
ensure that the correct people have access to specific areas and to act
responsibly in case of accident or emergency. Identification badges
(generally a tag hanging around the neck, showing the areas to which
staff,media, and spectators have access) allow security staff to mon-
itor access. Ejection of people who are behaving inappropriately
sometimes in cooperation with police personnel is occasionally —
necessary.

Police officer visits with this friendly, wel -behaved

crowd at a Martin Luther King parade.
Source: A. Ramey/PhotoEdit.
216 Chapter Fifteen

There are several considerations in the organization of security

for an event. First, it is necessary to calculate the number of trained
staff required for the security role. If the venue covers a large area,
vehicles and equipment may also be required. (Four-wheeled gators
are usually used to deploy staff to outlying areas.) And finally, the
level of threat will determine whether firearms are needed.
In all cases, security staff should be appropriately licensed, and
the security company should carry the appropriate insurance.

Police Service

Local police departments often provide some of the required secu-

rity services, generally at limited orno cost for community events.
However, with the growth of the event industry and the increased
demands on police for spectator control, charges are now being levied
by some police departments for every officer attending an event. The
number of police required is negotiated by the police and the event
manager, the number being determined by the history of incidents
associated with similar events and the availability of alcohol.

Mounted police often attend large street festivals

and processions.
Source: Dorling Kindersley Media Library.
 7

Safety and Security 21

Security Services

Laws and security

exist in relation to security service organizations
personnel. The industry is regulated, and an event company must en-
sure that the appropriate licenses are secured. There are various
classes of licensing requirements (commonly called Guard Cards in
the industry) for the individual security officers in most but not all 50
states. All security officers are required to undergo a criminal record
check.
The roles of security officers in relations to the event manage-
ment industry include the following:

• acting as a bodyguard, bouncer, or crowd controller

• patrolling or protecting premises
• installing and maintaining security equipment
• providing advice on security equipment and procedures
• training staff in security procedures

Security service organizations must hold appropriate general

liability insurance coverage. General liability insurance coverage is,

in fact, a requirement of almost all contracts between event organiz-

ers and subcontractors. Subcontractors, including security service or-
ganizations, also need to cover their staff for work-related health and
safety incidents.

(^Occupational Safety and fiealth

Employer Responsibilities

OSHA stands for the Occupational Safety and Health Administra-

tion,an agency of the U.S. Deparment of Labor. In 1970, the U.S. Con-
gress passed the Occupational Safety and Health Act of 1970, known as
the OSH Act, to assure so far as possible that every working man and
woman in the nation has safe and healthful working conditions and
to preserve our human resources. OSHA uses three basic strategies au-
thorized by the OSH Act, to help employers and employees reduce in-
juries, illnesses, and deaths on the job:

• Strong, fair, and effective enforcement;

• Outreach, education, and compliance assistance; and
• Partnerships and other cooperative programs.
218 Chapter Fifteen

The OSH Act covers employers and employees either directly through
federal OSHA or through an OSHA-approved state program.
Under the OSH Act, if you are an employer, you must

Meet your general duty responsibility to provide a workplace

free from recognized hazards;
Keep workers informed about OSHA and safety and health mat-
ters with which they are involved;

Comply, in a responsible manner, with standards, rules, and reg-

ulations issued under the OSH Act;
Be familiar with mandatory OSHA standards;
Make copies of standards available to employees for review
upon request-
Evaluate workplace conditions;
Minimize or eliminate potential hazards;
Provide employees safe, properly maintained tools and equip-
ment, including appropriate personal protective equipment, and
ensure that they use it;
Warn employees of potential hazards;
Establish or update operating procedures and communicate
them to employees;
Provide medical examinations when required;
Provide training required by OSHA standards;
Report within eight hours any accident that results in a fatality
more employees;
or the hospitalization of three or
Keep OSHA-required records of work-related injuries and
illnesses;

Post a copy of OSHA 300A, Summary of Work-Related Injuries

and Illnesses, for the previous year from February 1 to April 30;

Post, at aprominent location within the workplace, the OSHA

"It's the poster (OSHA 3165) informing employees of their
Law"
rights and responsibilities;

Provide employees, former employees, and their representa-

tives access to the Log of Work-Related Occupational Injuries
and Illnesses (OSHA 300) at a reasonable time and in a reason-
able manner;
Provide access to employee medical records and exposure
records to the employee and others as required by law;
Cooperate with OSHA compliance officers;
Not discriminate against employees who properly exercise their
rights under the OSH Act;
 Safety and Security 219

• Post OSHA citations and abatement verification notices at or

near the worksite involved; and
• Abate cited violations within the prescribed period.

Employee Rights
If you are an employee, you have the right to

Review copies of appropriate OSHA standards, rules, regula-

tions, and requirements that the employer should have avail-
able at the workplace;
Request information from your employer on safety and health
hazards, precautions, and emergency procedures;
Receive adequate training and information;
Request that OSHA investigate if you believe that hazardous
conditions or violations of standards exist in your workplace;
Have your name withheld from your employer if you file a
complaint;
Be advised of OSHA actions regarding your complaint and have
an informal review of any decision not to inspect or to issue a
citation;

Have your authorized employee representative accompany the

OSHA compliance office;
Respond to questions from the OSHA compliance offer;
Observe any monitoring or measuring of hazardous materials
and see any related monitoring or medical records;
Review the Log and Summary of Work-Related Injuries and Ill-
nesses (OSHA 300 and 300A) at a reasonable time and in a rea-
sonable manner;
Request a closing discussion following an inspection;
Submit a written request to the National Institute for Occupa-
tional Safety and Health for information on whether any sub-
stance in your workplace has potentially toxic effects in the
concentrations being used and have your name withheld from
your employer;
Object to the abatement period set in a citation issued to your
employer;
Participate in hearings conducted by the Occupational Safety
and Health Review Commission;
Be notified by your employer if he or she applies for a variance
and testify at a variance hearing and appeal the final decision;
and
220 Chapter Fifteen

• Submit information or comments to OSHA on the issuance,

modification, or revocation of OSHA standards and request a
public hearing.

OSHA Acts include legislations related to clean air, safe drinking

water, water pollution, toxic substances, and solid waste, to name a
few topics covered.

Insurance

All employers must take out worker's compensation insurance. This

covers all staff for work-related accident or injury, including their

medical expenses, payment for time off work, and rehabilitation. Vol-
unteers are not covered by this insurance because they are not, by de-
finition, "paid workers." Volunteers are typically covered under
general liability insurance for medical expenses. (Check your provider
to verify.) The most important element of worker's compensation is
the responsibility placed on supervisors and managers for ensuring
that employees have a safe place to work and safe systems of work.
Note: Each state has its own laws regarding worker's compensa-
tion. Check with your state.
Policies and procedures in relation to safety are essential, and
these procedures need to be part of all employee training. In the fol-
lowing sections we will discuss the safe handling of items and the
safe performance of certain activities that otherwise may be a threat
to the safety of workers in the event environment.

Safe Lifting Techniques

Lifting techniques are generally part of training for anyone involved

in lifting, carrying, or moving heavy objects, such as sporting equip-
ment or display stands. Two useful training aids for this purpose are
illustrated in Figure 15-1 and Figure 15-2.
The correct way to lift a heavy object is
to squat close to the load,
keeping your back straight. Do not stoop over the load to get a grip
and pick it up. Test the weight of the object before attempting to lift
it. Lift using your knees and legs (not your back) as leverage. Keep

figwx tS-1 Lifting

Technique

RIGHT WRONG
 Safety and Security 221

Avoid Common Causes of Injury Common Solutions

Lifting and moving Liftingboxes from the floor Do not store items on the floor.
Carrying boxes or equipment Use proper lifting techniques.
Pushing carts Get help or use a lifting aid.
Use a cart.
Avoid overreaching, twisting, or lifting

overhead.
Maintain casters in clean, operating con-
dition.
Match the casters to the floor type.

figure t5-2 How to Prevent Injuries Caused by Lifting and Moving Heavy Objects

your back straight, not bent forwards or backwards. Do not twist or

turn your body while carrying the object or putting it down.
From OSHA (Occupational Safety and Health Administration)
come the following guidelines for the handling of heavy objects.

Lifting Heavy Loads

Some loads are too heavy for most of the population to lift, even if all
lifting conditions are ideal. Extensive studies have shown that even
under ideal conditions, loads heavier than about 50 to 60 pounds will
increase the risk of injury. The following factors will further reduce the
amount of weight that can safely be lifted:

• Bending the torso forward moves the load away from the body
and forces the back to support the weight of the upper body.
• Reaching to access and lift a load also moves the load away from
the body.
• Frequent repetition of lifting motions leads to poor lifting tech-
niques and muscle fatigue.
• Twisting while lifting places the back in a less stable posture.
• Lifting for long periods of time leads to fatigue.
• Previous back injury.

Possible Solutions

• Evaluate lifting tasks to determine the maximum weight that

can safely be lifted. A variety of assessment tools can be utilized
to make this determination.

• Do not manually lift heavy loads. For most people loads heav-
ier than about 50 to 60 pounds should be considered heavy.
222 Chapter Fifteen

Situations that involve awkward postures such as bending,

reaching, twisting, or repetitive lifting will greatly reduce this
weight.
• Use lifting assist devices to lift loads that are determined to be
excessive. These devices allow loads to be lifted by mechanical
means rather than forcing employees to support the weight.
Some of the examples of such devices include:
1. Powered barrel dumpers eliminate heavy lifting. Employees

use a hand truck to load a heavily loaded barrel onto the de-
vice. It then automatically lifts the barrel and dumps the
contents.
2. A counterweighted device, such as a vacuum hoist, allows
employees to lift significant weight. Employees must exert
only a few pounds of force to guide the load around the work-
space while mechanical means support most of the weight.
3. Conveyor systems or carts allow employees to transport
items around the workstation without repeated lifting and
carrying.

In conclusion, OSHA suggests that a definitive, absolute safe lift-

ing weight isnot possible to determine and that a commonsense ap-
proach is required for assessing manual handling tasks. Weight should
be considered, along with all other factors in the context of the task, in-
cluding actions or postures, other load characteristics, the work envi-
ronment, and human characteristics. (See Figures 15-1 and 15-2.)

Safety Steps for Electrical Equipment

Electrical equipment is a significant hazard in the event environment,

particularly in wet weather. All safety steps must be taken to prevent
accidents involving electrical equipment, including routine tagging
and inspection of equipment. Many venues are extremely rigorous
in their demands for documentation that demonstrates correct li-

censing and inspection.

The following information on workplace electrical safety was
found on the National Electrical Safety Foundation's Web site at
www.nesf.org and reprinted here with the organization's permission.
(The organization has just been renamed the Electrical Safety Foun-
dation International.)

Workplace Electrical Safety Tips

Adapt this list of reminders to your working environment. Be sure to

consider company policies and local, state, and federal codes before
establishing a written electrical safety program.
 Safety and Security 223

• Plan every job, and think about what could go wrong.

• Use the right tools for the job.
• Use procedures, drawings, and other documents to do the job.
• Isolate equipment from energy sources.
• Identify the electric shock and arc flash, as well as other haz-
ards that may be present.
• Minimize hazards by guarding or establishing approach
limitations.
• Test every circuit and every conductor every time before you
touch it.

• Use personal protective equipment (PPE) as a last line of de-

fense in case something goes wrong.
• Be sure you are properly trained and qualified for the job.
• Work on equipment and conductors only when de-
electrical
energized, unless procedures and safeguards have been estab-
lished to ensure zero exposure for the worker and other people
in the area.
• Lockout/tagout and ground (where appropriate) before work-
ing on equipment.
• Treat de-energized electrical equipment and conductors as
energized until lockout/tagout, test, and ground procedures
(where appropriate) are implemented.
• Wear protective clothing and equipment, and use insulated tools
in areas where there are possible electrical hazards.
• De-energize and visibly guard (where possible) whenever con-
tact with uninsulated overhead power lines is possible.

• Check and double-check safety regulations when a ladder or

parts of any vehicle or mechanical equipment structure will be
elevated near energized overhead power lines. Call your local
electric utility for assistance. People standing on the ground
may be particularly vulnerable to possible injury.

Cords, Equipment, and Tool Grounding

• Make sure all equipment and extension cords bear the mark of
an independent testing laboratory such as UL, CSA, ETL, or
MET labs.
• Protect flexible cords and cables from physical damage. Check
cords for cut, broken, or cracked insulation.
• Keep slack in flexible cords to prevent tension on electrical
terminals.
• Make sure the insulating qualities of a splice are equal to or
greater than the original cord.
224 Chapter Fifteen

• Extension cords are for temporary use. Install permanent wiring

when use is no longer temporary.
• Verify that all three-wire tools and equipment are grounded.
• Water, electrical equipment, andpower cords do no mix! Use
GFCI protection in wet or damp environments.
• Ground exposed parts of fixed equipment that could be
energized.
• Use nonconductive tools whenever possible.
• Always double-check the operation of your voltage testers by
testing a live circuit.

Other Considerations
• Verify location of all buried or embedded electrical circuits be-
fore digging or cutting.
• Determine the reason that a fuse operated or circuit breaker
tripped before replacing or resetting.
• Know where your overcurrent devices are (i.e., circuit breakers
and fuses) so they can be easily and quickly reached in case of
an emergency.
• When replacing lamps and bulbs, verify that the replacement
matches fixture requirements.

Safe Use of Machinery

Each year the use of machinery results in a number of serious injuries

and fatalities. There are numerous machinery hazards such as trap-
ping between revolving control handles and fixed part; entanglement
from revolving shafts, spindles, and bars; friction or cutting from abra-
sive wheels; flying objects resulting from breakage of high-speed cut-
ting tools; noise; and hot metal parts and radiation.
Many factors can cause or increase the risk, such as using the
wrong machinery for the job, poor machinery maintenance, and in-
adequate training in the use of machinery. There are several control
measures to ensure the safe use of machinery. They range from using
the right equipment for the job, providing machinery guards where
possible, providing maintenance and cleaning, and training and su-
pervision of machine operators.

Safe Handling of Hazardous Substances

Because different chemicals have different safe use requirements, it is

important for staff to know as much about hazardous substances used
in the workplace as possible. Material Safety Data Sheets should be
 Safety and Security 225

used to provide to staff members the following advice on these

substances:

• ingredients of a product
• health effects and first-aid instructions
• precautions for use
• safe handling and storage information
• emergency procedures

Safety Signs

Safety signs are particularly important in the event workplace, since

staff are generally only at the venue for a very short period. This does
not allow much time for reinforcement of safety issues; however, these
can be stressed during briefing sessions. Posters and safety signs can
be used to reinforce key messages, helping to prevent many accidents. These cylinders contain
a hazardous substance,

First Aid requiring clear instruc-

tions for safe handling
In mostcases, event managers need to alert local authorities (police, and storage.
fire department, ambulance services) of a planned event, although
venue and event staff should also be trained in first-aid procedures.
Some of these procedures will be specific to the event in question. For
example, at a marathon race, common first-aid emergencies occur, in-
cluding exhaustion, collapse, dehydration, road burns, and bone and
muscle injuries, and therefore procedures should be in place for deal-
ing with them. In addition, participants in races such as these some-
times do not wish to accept help, and staff would need to be trained
in the correct procedure for dealing with such an occurrence.

Jncident deponing

For any event there are standard reporting relationships on all oper-
ational issues. On the whole, these reporting relationships concur
with the organization chart. However, there are many instances when
communication is less formal and less structured, no less in the case
of the event working environment where "mayhem" or "controlled
chaos" may best describe it.
Despite some tolerance of rather haphazard communication be-
fore and during the event, any communication relating to an incident
or emergency needs to be very clear. It must also follow a short and
specific chain of command. The chain of command, or organization
chart, for an emergency is seldom the same as the organization chart
for the event as a whole. Emergency reporting tends to go through
226 Chapter Fifteen

very few levels, and must be trained in emergency reporting.

all staff

Many stakeholders may —

be involved general staff, security staff,
first-aid personnel, police, emergency services —
but absolute clarity
is needed as to who makes key decisions and how they are to be con-

tacted. These lines of reporting and responsibility will be reviewed

in the next chapter.

Communication Methods
Most event teams use radios, since they are the most effective tool for
maintaining communication. Different channels are used for different
purposes, and it is essential that the correct radio procedures be fol-
lowed. In Figure 15-3, radio links to the Event Operations Center are
illustrated, with "Control" serving as the link to the decision makers.
For example, in response to a request to remove a hazard, Control
would ensure that the Site team responded to the call. If a spill were
reported, Control would report to Cleaning, requesting that the spill
be cleaned up. The Operations Center also has links to emergency
services that can be called if required.
At some events, cell phones are used, but the drawback of this
method of communication is that the information transmitted can be
overheard. Networks can also become overloaded if spectators are
using their cell phones too, particularly during intermission and at
the end of a match or concert. This possibility is especially likely if a
major emergency arises. During the "Blackout of August 2003," most

ttfigun 15-3 Channels of Communication for

Event Operations Center Radio Incident Reporting
• Site/venue
• Medical
• Security
• Transportation
• Cleaning

Talk Group: Talk Group: Talk Group:

Staffing Cleaning Security
(e.g., Staffing 1) (e.g., Cleaning 3) (e.g., Security 2)
 Safety and Security 227

A security guard in radio contact with Operations

crew.
Source: Mary Kate Denny/PhotoEdit.

cell phone users in the eastern cities found that their phones quit
working.

(jase Study 1

The Gold Mining Company is a nightclub venue that is popular dur-

ing the months of November, December, and January for its Friday
night dance events. The staff working at this venue are all temporary
workers, and the turnover is high. During a conversation, two of the
staff, Jason and Mark, find out that they have both been mugged on
228 Chapter Fifteen

their way home from work in the early hours of the morning, but on
^summary different Friday nights. In both cases, the perpetrators waited in a
nearby alley and threatened them with knives. Jason lost his wallet
The health, safety, and and $200, and Mark broke his ankle trying to run away. Candice, an-
security of staff and the other employee, has been harassed by patrons and was once burned
event audience are very
deliberately with a cigarette by a particularly drunk and obnoxious
important concerns of
customer. Management gave her some cash to get medical attention.
the event management
Discuss the occupational safety and health issues of the staff
team. In this chapter we
have discussed many
concerned. What are the responsibilities of the management in each
measures for ensuring of these cases? What are some solutions?
that these goals are
achieved, including the
heavy
(jase Studu 2
safe handling of
objects and hazardous
substances and the safe
The 2004 exhibition of Designer Jewelry — Artists of the South Pacific is

use of electrical equip- being held in the foyer of a large Honolulu, Hawaii, hotel. The gov-
ment and machinery. ernor will open the exhibition, and a number of dignitaries from
Safety and security are Tahiti, Guam, Tonga, and Samoa will be in attendance. There will be
risks that need to be some security risks associated with the visiting guests, as well as with
dealt with by assessing the items on display. Threats and protests could also disrupt the open-
the managing the
risk,
ing. Discuss the following issues:
risk, and developing
contingency plans for • Who will be responsible for security (probably more than one
dealing with the risk. body)?
Not only people but • What are some of the potential security problems?
also assets must be pro-
• What are the occupational health and safety issues?
tected,and security per-
sonnel and the police • What steps can be taken to prevent a security incident?
are there to assist the • What plans should be in place should an incident occur?
event manager in man-
aging these risks. Of
Ct IV
most importance, an
fective system of com-
ef-
<# it LI

munication for reporting Identify some of the security issues at the following events, and pre-
incidents will prevent pare plans to prevent or deal with these issues:
the escalation of a situa-
tion and will help staff
• dance party with mosh pit

to deal promptly with • street festival

any emergency. • private party for a celebrity
• product launch
• 15 K marathon race

^ inks

www.crowdsafe.com
www.osha.org
www.nesf.org
 Chapter Sixteen
Crowd Management
and Evacuation
In Rhode Island, a rock band's pyrotechnic display turned into a
y nightmare, killing at least 95 people and injuring 180 as a frantic
mob rushed to escape. This was the deadliest US nightclub fire since On completion
y 164 people were killed at the Beverly Hills Supper Club in 1977.
of this chapter, you
y It
will be able to
y came less than a week after 21 people were killed in a stampede at a
y Chicago nightspot after Mace or pepper spray was sprayed into the
y crowd to quell a fight. The worst nightclub fire in theUS was on
y November 28, 1942, when 492 people died at Boston's Coconut
identify the types of

y events and situations

y Grove. that might give rise
The Rock band "Great White" had just started playing
y at the to crowd manage-
y Station Concert Club in West Warwick, RI, when giant pyrotechnic ment problems;
y sparklers began shootittg up and set fire to the ceiling. The entire develop crowd man-
building was inflames within three minutes. The building was not agement and crowd
v control systems and
required to have a sprinkler system because of its size. One of the
y procedures;
y band members was reported as a casualty of the terrible accident.
identify the types of
y No license was sought for the pyrotechnic display. There were
may
y inadequate exits, in fact the only exit swung inward. The club had
occurrences that
y been cited with a safety violation for inadequate exits, but no repair
require evacuation;
y and
y had been made. According most of the bodies were found
to reports
develop procedures
near the entrance and some appeared to have been trampled. for evacuation.

Z Adapted by author from KOMO 4 News report 2-24-03; CBS News

y report from correspondent Lee Cowan; The Boston Phoenix 2-27-03;
Fox News report 3-02-03; CBC News 2-22-03; and a report
found on NFPA.org (National Fire Protection Association
V "Fire Safety in Assembly Occupancies")

"s these reports illustrate, contingency plans need to be in place

in case of emergencies at an event and, clearly, easy access for
"emergency services is one of the first aspects that needs to be consid-
ered. Evacuation and crowd management are others. In this chapter
we will deal with all three.
229
230 Chapter Sixteen

The initial task of the event manager is to develop a crowd man-

agement plan.

'•pie Crowd Management Plan

The following are the key things to consider when developing this
type of plan:

• the number of people at the venue (the event audience, staff,

and contractors)
• the likely behavior of spectators (especially for events with a
history of crowd behavior problems)
• the timing of the event, including session times and peak periods
• the layout of the venue and /or other facilities

• the security services to be provided or contracted

• the legal requirements and general guidelines

The last of and

these items requires adherence to occupational health
safety legislationand the laws relating to exits, as well as to a num-
ber of guidelines provided by various agencies, if applicable to the
event, such as the following:

• NFPA Standard 126 — Pyrotechnics. The National Fire Protec-

tion Association, Standard forUse of Pyrotechnics before a Prox-
imate Audience, is the national consensus code applicable to
both indoor pvrotechnics as well as outdoor displays. Although
the NFPA 1120 has not been adopted in every state, the APA
deems this standard to be the prudent operator's definitive
guide, and urges members of the industry to strictly comply
with the standard. (For more information about safety standards
for all aspects of pyrotechnics, go to www.nfpa.org or to the
American Pyrotechnics Association's Web site at www
.americanpyro.com.)

• Code 5.02 (Outdoor Lighting Code Handbook) Outdoor —

Sports Lighting. From the International Dark-Sky Association's
handbook come outdoor lighting codes, including the require-
ments for lighting levels used for training, competition, and
spectator viewing for outdoor night sports. (See www.dark
sky.org.)

• ANSI/IES RO-1-1993 (American National Standard Practice

for Office Lighting). This sets forth the minimum requirements
 Crowd Management and Evacuation 231

for electric lighting systems within office buildings in order to

provide visual conditions that facilitate for safe working condi-
tions as well as safe movement of people in the normal use of the
building. (See www.globalihs.com.)

• OSHA Code 1910.37 (Occupational Safety and Health Ad-

ministration). This code states that each exit route must be ad-
equately lighted so that a person with normal vision can see
along the exit route. Each exit must be clearly visible and marked
by a sign reading "Exit." Each exit route door must be free of
decorations or signs that obscure the visibility of the exit route
door. It also states that each exit sign must be illuminated to a
surface value of at least five foot-candles (54 lux) by a reliable
light source and be distinctive in color. (For the entire code, go
to www.osha.gov.)

All of the preceding standards, as well as many more that are rel-
evant to building permanent and temporary structures, are available
on the Web sites listed at the end of this chapter. The crowd manage-
ment plan covers readily available information, such as the dimen-
sions of the venue or site, but it also goes further to encompass the
probable number of spectators at particular times of the event and
their flow through the site. Clearly the peaks are the most problem-
atic from a crowd management perspective, and the plan needs to
address this and other challenges by covering the following:

Estimate the level of attendance for specific days and times.

Estimate the number of people using public corridors, specific
entrances, and specific aisles and seating at particular times.

Estimate the number of ushers and service and security per-

sonnel needed for crowd management.
Establish the requirements for crowd control measures, such as
barriers.

Identify the areas that need to remain restricted.

Develop an identification process for restricted access by spe-

cific staff.

Identify particular hazards (for example, scaffolding and tem-

porary structures).
Identify routes by which emergency services personnel will
enter and leave the site.

Establish the means of communication for all staff working on

the site.

Establish a chain of command for incident reporting.

232 Chapter Sixteen

• Check safety equipment (for example, the number of fire extin-

guishers, and check to see that inspections have been carried
out according to legal requirements).
• Identify the safety needs of specific groups of people, such as
people with disabilities, children, and players /performers.
• Identify first-aid requirements and provision.
• Develop an emergency response plan (ERP).
• Develop an evacuation plan, and initiate training and drills for
the staff concerned.

As we know, there are many different types of event venue, each

having specific features and some being safer than others. They range
from outdoor environments, such as streets and parks, to aquatic cen-
ters, indoor facilities, and purpose-built venues. The last of these is

generally the safest, since crowd management and evacuation would

generally have been considered at the time these structures were built
and would have been rehearsed again and again by the venue team.
However, a crowd management and evacuation plan would still need
to be developed for each event held at the venue, because factors such
as crowd numbers and movement would generally be different.

J\Jcijor Risks

The major incidents that need to be considered in relation to crowd

management and evacuation include the following:

fire, smoke
bomb threat, terrorism, threats to VIPs
flood, earthquake, or other natural disasters

heat, failure of air-conditioning or lighting

gas leaks or biological hazards

crowd crush, overcrowding, congestion
riots, protests
vehicle accidents
collapsing fences or other structures

For each of the above, the response of the public to the emergency
should be evaluated so that the emergency team has procedures in
place for preventing panic. Reassuring messages on the public ad-
dress system is one way of reducing panic and ensuring orderly
evacuation.
 Crowd Management and Evacuation 233

The density of this event

audience illustrates the
importance of appropri-
ate crowd control
measures.

crow d Ma 1 1 agei nent

Once a range of risks has been identified —in such as

particular, risks
congestion, overcrowding, and crowd crush —the circumstances that
may lead to bad or destructive behavior in these contexts needs to be
analyzed. The risks then need to be prioritized and plans put in place
to avoid them (known as preventative measures) or to deal with them
should they occur (known as contingency measures). An example of a
preventative measure for reducing congestion at turnstiles is to em-
ploy staff to assist spectators and to monitor the area. Impatient crowds,
however, might simply jump over the turnstile or knock it down. There
would thus need to be a contingency plan in place for dealing with this
situation. Property damage by spectators would also need to be cov-
ered, and procedures would be required for ejecting the offending spec-
tators. At worst, the police may charge them. (Streakers who disrupt
play during sports matches come to mind in this instance.) The more
serious risk, however, are nonticketed spectators who gain illegal entry.
The following strategies (adapted from the Web site at the end
of this chapter) may help to prevent deaths and injuries suffered by
fans at rock concerts and other large events:

• Review the behavior of crowds attending similar past events.

• Review crowd responses to specific bands and performers at
past rock concerts.
234 Chapter Sixteen

• Conduct an evaluation of all structures available for mosh pit

management.
• Obtain engineering and specialist advice.
• Isolate themosh pit from the general audience.
• Limit mosh pit capacity and density.
• Provide easy exits from the mosh pit area.
• Ban alcohol and cigarettes from the mosh pit.
• Station special first-aid assistance near the mosh pit.
• Ban stage diving, body surfing/ swimming.
• Provide specially trained private security and "peer security."
• Provide special ventilation and drinking fountains for moshers.
• Pad the floor and all hard surfaces, including barriers and
railings.

• Ban certain types of clothes and accessories worn by moshers in

the pit.

• Introduce mosh pit safety announcements in advance of the

show and during shows.
• Seek assistance from the performers in managing or prevent-
ing moshing.

Figure 16-1 lists a number of soccer disasters that have occurred

in the past, all related to crowd management.

ffinei 'g( ncy Plan nil ig

Every business needs to have guidelines for emergencies that impact

normal workplace operations. The guidelines should include com-
munication protocols and evacuation procedures. The U.S. Depart-
ment of Justice offers a sample plan. By studying this sample plan, an
event management team may get ideas that will help them in for-
mulating their own emergency plan. Following are some of the high-
lights of their plan.
A Crisis Management Plan (CMP) is a detailed guide outlining
and procedures to be followed in case there is an emer-
the policies
gency The plan suggests that a Crisis Management Team
situation.
(CMT) and an Evacuation Team be assembled.
The goals of the CMP are to do the following:

• Provide guidance to managers regarding appropriate proce-

dures and resources
• Protect the safety and well-being of all employees
• Provide for the care of employees and their families through
personnel services
 Crowd Management and Evacuation 23d

1 971 Glasgow, Scotland. Sixty-six people were crushed to death in what became known as the
Ibrox disaster when Glasgow Rangers and Celtic fans clashed after a late goal.
1976 Yaounde, Cameroon. A fight broke out between the two teams, and the president of
Cameroon sent in paratroopers by helicopter. Two bystanders were killed.
1982 Moscow, Russia. Police herded a group of fans into one section of the stadium during a Eu-
ropean Cup match between Spartak Moscow and Haarlem. They were crushed by fans re-
turning to the ground after a late goal. Official reports say that 60 people died, but the
actual number was reportedly closer to 340.
1985 Brussels, Belgium. Drunken British Liverpool fans attacked rival Italian Juventus support-
ers during a European Champions Cup at the Heysel Stadium. Thirty-nine people were
crushed or trampled to death after a concrete wall collapsed. More than 400 were injured.
1 986 Guatemala City, Guatemala. At least 82 people died and about 1 50 were injured by stam-
peding fans prior to a 1998 World Cup qualifying match between Guatemala and Costa
Rica.
1 989 Hillsborough Stadium, Sheffield, England. Ninety-six fans died, many by crushing and as-
phyxiation.Over 300 people were injured during an FA Cup semi-final.
1 991 Orkney, South Africa. At least 40 people were killed when fans panicked after brawls broke
out.
1996 Lusaka, Zambia. Nine fans were crushed to death, and 78 other were injured during a
stampede following Zambia's victory over Sudan in a World Cup qualifying game.
1996 Guatemala. Ninety people were killed and 150 injured in a crush during a World Cup
qualifier.

2000 Harare, Zimbabwe. Violence broke out during a World Cup qualifier between South Africa
and Zimbabwe after a late goal. Thirteen people were trampled to death when riot police
fired tear gas.
2001 Johannesburg, South Africa. Forty-three people were crushed to death, and many hundreds
were injured when excited fans tried to get into a capacity stadium. Some died outside, and
others died inside, crushed against barricades at the side of the field.
2001 Accra, Ghana. A stampede triggered by police antiriot tactics at a soccer match left over
120 people dead. Police responded to the disruption by firing tear gas into the stands.
Thousands of fans then fled the gas attack by rushing to a pedestrian tunnel. A horrible
crush resulted, according to reports from the scene.

figure 16-1 Soccer Disasters

• Minimize posttraumatic stress reaction among employees

• Ensure that accurate and appropriate information about the in-
cidentis conveyed to appropriate audiences

• Plan the orderly return of the workplace to a normal mode of

operation
• Outline preventative measures that should be taken in advance

The CrisisManagement Team is the team responsible for responding

to the emergency. This team could include the following personnel:

• Crises Manager
• Administrative Coordinator
236 Chapter Sixteen

• Operations Coordinator
• Employee Support Coordinator
• Technical Support Coordinator

These individuals should generally be in attendance during the hours

of operation, should show leadership qualities and sound judgment
under pressure, and should be able to communicate clearly. The first
of these attributes is the most problematic in the event business. For
leased premises, the venue team is generally limited in number, and
few work for the full duration of the event. The question of avail-
ability during an event, especially one with multiple sessions, is a key
consideration for the committee. There is no point in having a well-
trained CMT who is not in attendance! Following are the chief roles
of each person in the CMT.

Crisis Manager
During normal operations, the Crisis Manager will have the respon-
sibility of managing the crisis on-site. The CMT will assist with the de-

cision-making processes. The duties of the manager include

crisis
ascertaining the nature and location of the emergency and determin-
ing the appropriate action; ensuring that emergency services and the
Evacuation Team members are advised concerning evacuation; and
briefing emergency personnel on their arrival.

Administrative Coordinator

The Administrative Coordinator is responsible for all administrative

support needs of the CMT and works closely with the Crisis Man-
ager. This person will assist with notifications and mobilizing re-
sources; tracking the situation; and collecting, organizing, and
distributing documentation. The Administrative Coordinator locates,
procures, and stores items listed in the emergency equipment and
supplies list before any crisis.

Operations Coordinator

The Operations Coordinator acts as a liaison between the CMT and

operations staff to maintain operational efficiency. In addition, this
person would assess and identify the operational needs, establish
alternate sites as needed, coordinate transportation, and assist in the
return to normal operations.

Employee Support Coordinator

This individual would coordinate psychological services, family sup-
port, and trauma recovery. These services should be available to all
victims, families, and coworkers.
 Crowd Management and Evacuation 237

Technical Support Coordinator

The Technical Support Coordinator is responsible for setting up equip-

ment for the command center and any other areas needed. He or she
would oversee the setup of computer systems; ensure that proper
telecommunication lines are available; set up monitors for televised
newscasts; and troubleshoot any problems with either the comput-
ers or phone lines.
In addition, a separate Evacuation Team might be implemented
with the following personnel:

• Floor Monitor
• Stairwell Monitors
• Handicapped Persons Monitor

Floor Monitor

The Floor Monitor is responsible for supervising and expediting the

planned and controlled movement of individuals on his or her as-
signed floor in an emergency. The Floor Monitor must stay in con-
stant communication with the Stairwell Monitor through the use of
2-way radios.

Stairwell Monitor
The Stairwell Monitor is responsible for control and movement of
personnel from the floor via the designated evacuation stairway. The
Stairwell Monitor will be identifiable by an orange vest. This person
will stay in constant communication with the Floor Monitor. This per-
son is the last person out and will close the door upon leaving.

Handicapped Persons Monitor

Under the direction of the Floor Monitor, this person assists physi-
persons needing assistance during
cally challenged, injured, or other
the building evacuation process. He
or she reports the status of the
handicapped or injured persons to the Floor Monitor.

Jmplementing Emergency j^ocedures

In order to effectively implement emergency procedures, the follow-

ing steps should be taken:

• Review implementation issues, and integrate them with all other

event operational plans.
238 Chapter Sixteen

• Ensure broad awareness of the procedures through wide dis-

semination of information and consultation with all concerned.
• Use signage and well-designed communication materials in a
simple format to provide information.
• Train all staff.

• Test the procedures by conducting evacuation exercises.

• Review procedures to check effectiveness.

Fire Procedures

There are four major steps that ideally should be initiated concur-
rently:

1. Ensure the safety of everyone within the vicinity of the fire.

2. Call the fire department in any circumstance in which there is

suspicion of fire.

3. Conduct evacuation.
4. Fight the fire with appropriate equipment, or retreat and close
all doors.

Note that there is no need for anyone to give permission for a call to
the fire department. This call can be initiated by anyone.

Evacuation Procedures

All staff should be trained in their specific roles in this situation. In the
event of an evacuation, it is important for staff to do the following:

• remain calm
• be observant
• listen to and follow instructions
• provide information and instructions to staff and spectators
when advised to do so
• maintain radio protocol (do not block channels)
• follow all safety precautions (such as not using elevators in
case of fire)

A crisis management plan is reliant on the chain of command. Early

warning means fast intervention. The U.S. Department of Justice offers
this sample plan (Figure 16-2).

Bomb Threat Procedures

As with fire and evacuation procedures, there is a recommended pro-

cedure for dealing with bomb threats. Details are available from the
FBI Bomb Data Center, which publishes a handbook giving standard
 .. ..
.

Crowd Management and Evacuation 239

EMERGENCY INSTRUCTIONS FOR ALL EMPLOYEES

To Report Other than reporting

FIRE FIRE
If you discover a fire or smoke: All employees should:
1 Sound the building alarm 1 . Close windows and leave doors open and
2. Call 91 1 *, Building Mgt. 662-1 200* and the unlocked
Crisis Mgr. 2. Evacuate** the building in accordance with the
3. Follow instructions for all employees emergency evacuation plan for the area in
which you are located at the time of the alarm
3. Proceed to primary staging area at the
BOMB THREAT
Columbia Square corner of 12 th and F Sts.,
If you receive a bomb threat:
NW.
1 Record information on FBI Data card 4. Standby for further instructions
(Appendix E)
2. Call 91 1 *, the Crisis Mgr and Building Mgt. BOMB THREAT
662-1200 All employees should:
3. Follow instructions for all employees 1 If - search immediate area
directed for
suspicious object (voluntary basis only)
CHEMICAL OR BIOLOGICAL THREAT a. If package found - do not touch
Ifyou receive a suspicious package/item b. Call Bomb Squad -911*
containing a powdery substance, has c. Evacuate area.
strange odors, stains or leaks: 2. If evacuation** of the building is required follow
the evacuation plan
1. Do not handle.
3. Proceed to primary staging area at Columbia
2. Isolate the package and cordon off the area
Square
closing all doors leading to the area.
4. Standby for further instructions
3. Ifyou handled the item, wash exposed skin
areas for at least three minutes with soap and
CHEMICAL OR BIOLOGICAL THREAT
water and rinse for one minute.
All employees should:
4. Notify SEPS and the Crisis Manager.
1 Stay away from the suspected area and from
5. Avoid coworkers.
anyone potentially exposed.
6. Wait for Hazmat team for possible
2. If an evacuation is ordered, follow normal
decontamination procedure
evacuation procedures.

MEDICAL EMERGENCY EARTHQUAKE

If you have, or see someone with, a medical All employees should:
emergency: 1 Take cover under table, desk, or in doorway.
1. Call 911* 2. Do not run outdoors.
2. Administer first aid or request assistance.
3. Call Crisis Manager SEVERE WEATHER
All employees should:
*
You must dial "9" for
an outside line. 1 Prepare to move to a place of safety.
**
In case of evacuation no beverages, food or 2. Stay away from large windows.
bulky items are to be carried into the stairwells 3. Standby for further instructions.

*
You must dial "9" for an outside line.
**
In case of evacuation no beverages, food or

bulky items are to be carried into the stairwells 2

Tigiire 16-2 Emergency Instructions to All Employees

240 Chapter Sixteen

Available from the Bomb Data Center upon request.

Bomb Scene Card

Bomb Threat Cards

in Spanish

figiin 16-3 Bomb Threat Checklist

Source: Reprinted with the permission of the FBI Bomb Threat Division.
 Crowd Management and Evacuation 241

guidelines that can be kept near all telephones. These include the
following:
& iitninaiy

• evaluation (deciding whether or not to take action, and whether In this chapter we have
to search, with or without evacuation) dealt with one of the

• notification (police should be advised) most problematic issues

forevent managers:
• search (the aim is identification of the suspicious object, which crowd control. Unfortu-
should not be touched or moved) nately, there are many
examples of events at
In Figure 16-3 there is which should also be kept near the
a checklist,
which people have lost
telephone, outlining the questions to ask and information to secure their lives through fire or
about the caller. riot,and there are many
examples of near-misses.
For every event, emer-
(j,ctse Study gency response plans for
crowd control and evac-
You are going to rent a venue for a fashion show. The venue you have uation in case of fire or
in mind is an old theater that lends itself well to the event, with ex- other major risk must be
cellent sight lines for the audience. However, the decor and lighting developed. These plans
planned by your artistic director for your fashion parade may com- must comply with the
promise safety. Drapes over the ceiling area will obscure the normal relevant legislation and
standards, and must be
lighting and will prevent the fire sensors and sprinklers from work-
properly implemented.
ing correctly. Also, there are a number of props that may hinder ac-
All possible preventative
cess into and out of the venue. On the other hand, the audience
measures need to be put
expected is quite small. Answer the following questions: in place prior to the
event. Staff training and
• What are some of the safety risks associated with this event? contingency planning
are other key aspects of
• Who is responsible for the safety of the venue and the audience?
the emergency response
• With whom should you discuss the risks associated with your plan.
event concept?
• How could the risks be reduced?
• What sorts of contingency plans could be developed?
• What should the evacuation plan include?

•# ctiv ities

1. Visitwww.crowdsafe.com, and list five major crowd control

problems that have led to significant numbers of casualties at
rock concerts.
2. Visit an event venue, and evaluate the emergency plan in terms
of the following:

the venue's physical features and likely emergency risks

242 Chapter Sixteen

the venue map, emergency equipment, and access for emer-

gency services
entrances and exits for the event audience
the clarity of roles for staff involv ed
reporting relationships
communication technologies
record keeping
other legal compliance or adherence to standards

hnks
www.crowdsafe.com/mosh.html (strategies for ensuring crowd
safety)
www.osha.org
www.usdoj.gov
 Chapter Seventeen
Monitoring, Control,
and Evaluation
The Sole Burner is an annual event for the American Cancer Society
and has become the largest run/walk of its kind in Appleton,
y On
y Wisconsin. It first began in 1983 with 40 participants raising completion

y $4,000.00. Throughout the years, the event has grown to be the

of this chapter, you
y Society's largest event of its kind in Wisconsin, with a goal of rais-
will be able to

y ing $255,000 for 2003. The Sole Burner and social

both a serious
y is

y event. The event is designed to rally community support for the

develop and imple-
y American Cancer Society and recognize Cancer survivors as well as
ment preventative
y promoting the value of a 5K run or walk. and feedback control
y It is also designed to raise money for American Cancer Society
y systems;

y programs of research, education, advocacy, patient, and family plan an evaluation

services. strategy;
y And lastly, it is an event that is organized and staged by vol- use research ap-
unteers. Sponsor donations help cover expenses. proaches to identify
the composition of
Reproduced with permission of Sole Burner, www.soleburner.org an event audience;
use research ap-
proaches to evaluate
the success of an
event from the cus-
Q f'his is an outstanding example of event evaluation in that it
tomer, staff, and
A. demonstrates the association's achievement of its objectives,
management view-
which were to raise awareness of the work of the American Cancer So-
points; and
ciety and also to raise awareness of walking and running as a viable
write an event evalu-
form of exercise and to provide a motivational goal for commitment ation report.
to regular exercise as an integral part of a healthy lifestyle. However,
in addition to the findings that supported the health-related objec-
tives, it was found that many of the participants were from outside the
Appleton area, resulting in a positive economic impact from tourism
on the region. Many of the participants saw the walk as a family out-
ing, demonstrating a positive social impact as well.
In this chapter we will look at two aspects of event manage-
ment: control and evaluation. Control systems are essential in ensur-
ing that procedures are followed (for cash handling and recording
entrants, for example) and that performance measures are achieved.

243
244 Chapter Seventeen

Evaluation is the process of measuring the success of an event against

its The data from performance measures are used in this
objectives.
analysis. Using the example of the preceding run /walk, control sys-
tems would ensure that all participants were registered, whereas eval-
uation would involve an analysis of the questions on the registration
form and feedback after the event. If a significant number of local res-
idents joined the walk without registering, this outcome would indi-
cate a lack of control measures and would naturally have an impact
on the evaluation findings.

fyjonitoiing and Control Systems

The challenge for the event manager is to delegate and monitor ef-
fectively and not to micromanage (become too involved with detail).
While attention to detail is positive, this should be left to the event
manager's team. A successful event manager needs to be aware that
during the peak time of an event, nonstandard situations and inci-
dents will require his or her time, meaning that all routine procedures
and control systems need to be in place before the event. Such control
systems ensure that information filtering to the top of the event or-
ganization will prompt management to make decisions to intervene
only if things are not going according to plan.
Take, for example, the simple situation of T-shirts and caps being
sold through an outlet at an event. How would an event manager
know whether the cash passed over the counter were reaching the till
or whether all the merchandise were reaching the outlet? A simple

procedure for recording the number of boxes of stock issued and an

hourly check of stock and cash levels would immediately show any
shortfall.

Preventative Controls and Feedback Controls

There are two types of controls: preventative and feedback. A pre-

ventative control is established early in the planning process. For ex-
ample, checking the quality of incoming food for a banquet is a
preventative control measure, as is monitoring food temperatures to
avoid food poisoning. Signed requisition forms are another preven-
tative measure that is designed to curtail unauthorized spending and
not meeting the budget. A checklist for setting up sporting equipment
before an international gymnastics event is another example of a pre-
ventative control measure. This would need to be designed to ensure
that setup would meet international specifications: if measurements
were inaccurate, injury could be caused to an athlete or an athlete
could be disqualified. In Figure 17-1 we have included an example of
a site inspection checklist.
 Monitoring, Control, and Evaluation 245

Venue Checklist D
Plans to scale (all venue dimensions) D
Disability access
Capacity for seating and standing
Sight lines for event audience
(no pillars, obstructions)
Capacity for storage D
Appropriate number of toilets, suitable

locations
Suitability of food and beverage
preparation and service areas
Accessibility for delivery and installation D
of equipment, food, etc.
Correct number of tables, chairs, plates,
glasses, etc.
Emergency evacuation plan
Safety ofvenue (fire equipment, entrances D
and exits)
Preferred contractors (e.g. security,
catering)
Fixed and rental equipment requirements D
Electrical supply
Water supply (especially for temporary D
kitchens)
Venue limitations D
Outstanding issues/actions

J i'jurc 17-1 Site Inspection Checklist

Feedback controls are put with decisions dur-

in place to assist
ing an event. For example, feedback would be required
to decide on
the point at which event merchandise should be discounted to avoid
having stock left over. If you discount too early, you lose revenue. If
you discount too late, you find yourself with stock that has no sale
value. Incident reporting is another form of feedback control: if a se-
ries of similar incidents have occurred, preventative measures need
to be implemented. As an example, the reporting of a number of slips
and falls in the kitchen over a period of days would require the im-
plementation of a preventative measure, which might be thorough
overnight cleaning, sandpapering the floor, and painting it with a
nonstick surface or providing mats to cover the slippery areas.
In most industries, information from point-of-sale and stock
control systems is the feedback used for measuring and managing
sales and profit levels over a particular period. However, in the event
industry, decisions about price and other product features are made
246' Chapter Seventeen

before the event, with sales occurring over a very short time period,
allowing little opportunity to respond to financial information during

an event. For that reason, it is very important to collect and store in-
formation on aspects of an event, such as merchandise sales, for use
as a precedent for the next event of a similar nature.

(/)p( rational Monitoring and Control

There are a number of issues in relation to operational procedures
that need to be addressed before the event begins. These include the
necessity for delegation of responsibility and flexibility in carrying
out procedures, the effect of control systems on customers, and the im-
portance of financial controls.

Implementation of Priority or High-Risk Procedures

If is one that involves high risk, it must be fixed, de-

the procedure
tailed,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 need to use it. The procedure for emergency evacuation is
a good example. Posters and signs must be erected to assist staff in re-
membering their training on evacuation, and controls must be put in
place for checking on emergency systems, such as exits, firefighting
equipment, announcement and crowd management equipment (for
example, loudspeakers), and access for emergency vehicles.

Delegation of Decision Making

A flat organizational structure is essential for the successful opera-

tion of an event, so that some parts of the event manager's role must
be delegated. At most events, the pace is so fast that it is crucial that
staff be in a position to make decisions on the spot. This is particularly
important for volunteers (many of whom are well qualified in other
roles) who generally need to know have a part to play in
that they
the problem-solving process. Only decisions on such important mat-
ters as evacuation need to be referred to the more senior staff on duty.
Event staff need to be trained to make decisions when minor inci-
dents occur, and each of these incidents needs to be recorded in a log
book for analysis at the end of the shift or at the end of the day. Checks
and monitors will ensure that delegation is managed well, that qual-
ity service is provided, and that costs are contained.

Flexibility in Operational Procedures

is required in many aspects of event management,

Since flexibility
most particularly in the operational phase, it is important that the de-
sired outcomes are fully understood by all staff. Staff, too, need to be
 Monitoring, Control, and Evaluation 247

able to think on their feetand make quick decisions about changing

noncritical procedures where circumstances demand it. This ability is,
in fact, one of the most desirable attributes of event operations staff.

Assuring Customer Satisfaction

In some systems can serve to frustrate customers, and

cases, control
at times,customers will endeavor to circumvent the system by trying,
for example, to do the following:

• enter areas without accreditation

• purchase alcohol for underage drinkers
• change their seating to a better area
• break the rules for rides (about height, attire, or use of safety
equipment, for example)
• cut across crowd control barriers
• stand or sit in the aisles

In each of these cases, a decision needs to be made by event staff as

to what customer is refusing to wear safety equipment for
to do. If a
a ride, for example, customer safety considerations should come be-
fore customer satisfaction. On the other hand, if you were confronted
by customers frustrated by having to walk an extra distance as a re-
sult of crowd control barriers when there are clearly no crowds, you
may decide to move the barriers to allow them through.

Controlling Finances

Financial control can be assured by the following:

• using a requisition system for purchases /expenditure that lim-

its those people authorized to spend over a certain dollar limit

• ensuring that all expenditure is accounted for and documented

• checking goods against requisition and order forms
• checking stock levels
• using financial systems that maintain up-to-date information
on income and expenditure
• using financial systems to forecast cash flow
• ensuring that everyone understands the budget and current fi-

nancial position

Control of point-of-sale systems, or registers, can be achieved

by these measures:

• checking and securing seed money

• checking that cash received is accurately recorded and /or
processed through the point-of-sale system /register
248 Chapter Seventeen

• checking that point-of-sale terminal/register printouts have

been balanced against cash takings (after removing the initial
seed money)
• checking that cash and documents have been securely trans-
ported and stored
• checking that banking documentation has been retained and
balanced against statements issued by the bank

The following suggestions for monitoring and controlling event

operations have been provided by experienced event organizers:

Check everything, over and over.

Write everything down, including promises made by your con-

tractors and requests made by your client.

Develop checklists for everything possible.

Check the venue before you move in, and note any existing
damage.
Never leave the venue until the last staff member has finished.
Check the venue before leaving — some things may have been ac-
cidentally left on (gas) or left behind (including people).

Pay attention to detail at every stage.

Schedule carefully, since the audience has little patience with
long-winded speeches, for example.
Maintain a contingency fund for unexpected expenses.
Involve the sponsor at every stage.
Get approvals for use of logos before printing.

Don't take safety knowledge for granted; repeat often.

Train staff to be observant.
Check everything, over and over.

facilitation

Evaluation is an area that is frequently neglected following an event.

This neglect is unfortunate, because there are many benefits to be
gained from a critique of the event. From a quality viewpoint, it allows
those involved to learn from their experience and to improve opera-
tions. For those not involved, it provides a body of information for fu-
ture planning of events. If you can't learn from your own experience,
at least you can learn from someone else's.
Evaluation needs to be planned before the event, the event ob-
jectives generally guiding the evaluation process. In Chapter 9 on
 1

Monitoring, Control, and Evaluation 249

planning, the concept of developing event aims and objectives was in-
troduced; and in Chapter 5 on marketing, the importance of under-
standing the target audience was discussed, together with the
consumer's decision-making process. Now we will highlight the ben-
efits of evaluation by sharing the objectives about The Oregon Shake-

speare Festival as well as an economic impact study for the region

where the festival is held (see Figures 17-2 and 17-3). Annual research
into the demographics and behavior of the attendees has been a con-
tributing factor to this outcome, allowing the event organizers to plan
for the following event and to improve the figures every year.

Evaluation Methods
When planning evaluation, it is very important to work out what in-
formation you require. For example, participants entering a cycling
race may be asked for their age and address, which would allow an
analysis in terms of their general demographics. What a pity if they
were not asked whether they had participated before, how they had
heard about the event, and when they had made the decision to take
part. This information would greatly assist the organizers of the next
event.

Background site of the old Chautauqua theatre estab-

lished in 1893.
The Oregon Shakespeare Festival traces its roots
Presents an eight-month season of 1
back to the Chautauqua movement, which
brought culture and entertainment to rural areas
plays —four by Shakespeare and seven by
classic and contemporary playwrights — in
of the country in the late 1 9th century. Ashland's
rotating repertory in three theatres; the out-
first —
Chautauqua building erected in 1893,
door Elizabethan Stage (seats 1,190), the
mostly by townspeople —
saw its first performance
Angus Bowmer Theatre (seats 601 ), and the
on July 5. The Oregon Shakespearean Festival was
intimate New Theatre (seats 270-360).
officially born on July 2, 1 935, with a production
Offers a school visit program which annu-
of Twelfth Night. Reserved seats cost $1, with
ally sends actors to more than 275 schools,
general admission of $.50 for adults and $.25 for
presenting performances and workshops in
children. Even at those prices, the Festival cov-
Shakespeare and modern literature to more
ered its own expenses. It is among the oldest and
than 150,000 students in Alaska, Califor-
largest professional regional repertory theatre
nia, Kansas, Nevada, New
Mexico, Ore-
companies in the United States.
gon and Washington.
Employs approximately 450 theatre pro-
Facts and Figures
fessionals from all over the country.
Has a volunteer staff of nearly 750, which
• The Oregon Shakespeare Festival has the
received the President's Volunteer Action
oldest existing full-scale Elizabethan stage
Award in Washington, DC in 1986.
in the Western Hemisphere, built on the

Jngiire 17-2 The Oregon Shakespeare Festival

Source: Reproduced with the permission of the Oregon Shakespeare Festival.
250 Chapter Seventeen

o Oregon
Shakespeare
Festival

OREGON SHAKESPEARE FESTIVAL

ECONOMIC IMPACT - 2002

Festival Operations

Individual Parties Groups School Groups

Total ticket sales for the year 307,105 77% 14.616 4% 77,889 19% 399,609

% of Visitors Who Come Specifically

to Attend the Plays 257,986 84% 14,616 100% 77,889 100%

Ticket Sales to:

Local Groups 38,695 15% 1,900 13% 7.010 9%

Visiting Groups 219,273 85% 12,716 87% 70.879 91%

Average number of plays seen 3.8 2.8 2.7

Number of Individuals Seeing the Plays is:

Locals 10,183 679 2,596 13,458

Visitors 57,703 4,541 26,251 88,496
101,954
Average Number of Nights Stayed
Visitors 3.7 2.2 1.7

Average Daily Expenditure for Visitors

Excluding Theatre Tickets S 97.39 S 97.39 $ 85.11

Total Expenditures for

Visitors $20,792,715 $972,998 $3,798,336 $25,564,048

Fesitval's Budgeted Expenditures for the Year SI 9,030, 187

Total Direct Impact $44,594,235

Oregon Multiplier x 2.9

Total Economic Impact of Festival Operations SI 29.323.300

figure 17-3 Oregon Shakespeare Festival Economic Impact — 2002

Source: Reproduced with the permission of the Oregon Shakespeare Festival.

The type of information just described can be obtained from sur-

veys conducted before, during, and after an event by completion of
forms or through personal interviews. Alternatively, a small focus
group of participants can provide valuable information through group
discussion.
 Monitoring, Control, and Evaluation 2ol

The following are examples of questions that may be included

in a customer survey for an informal postevaluarion report. However,
to obtain a more reliable report, the survey would need to be designed
and analyzed by a market research company.

How did you find out about this event?

Why did you decide to come to the event?
When did you decide to come to the event?

Did you come to the event with other people?

Who was the main decision maker?
How did this event meet your expectations?
Was the public transportation /parking adequate?
Did you get value for money?
Were the food and beverage adequate?
Were the seating, sound, and vision adequate?
Would you attend this event again?
Why would you recommend /not recommend the event to
others?
• How could the event be improved?
In the case of an exhibition, the questions would be something
like the following:

• Why did you come to this exhibition?

• Do you have the authority to purchase at this exhibition?
• Did you place any orders at this exhibition?

• Do you plan to place any orders as a direct result of the

exhibition?
• Did you come to this exhibition last year?
• When did you decide to come to the exhibition?
• Have you traveled from another state to visit the exhibition?
• What were the best features of the exhibition?
• How could the exhibition be improved?
Staff Debriefings

Meetings of event staff and stakeholders can generate valuable in-

formation for the evaluation report. Some of the questions addressed
in this type of meeting include these:

• What went well, and why?

• What went badly, and why?
252 Chapter Seventeen

How could operations be improved?

Were there any significant risk factors that we did not antici-
pate?
Was there a pattern to any of the incidents reported?
Are there any outstanding legal issues, such as injuries or
accidents?
Are there any implications for staff recruitment and training?
How would you describe the organization and management of
the event —in the planning and the operational phases?
What can we learn from this event?

Financial Records

Audited financial records, together with a number of planning and

other documents, are an essential component of postevent analysis
and reporting. These include the following:

audited financial statements

budgets
revenue, banking, and account details
point-of-sale reconciliation
payroll records
the risk management plan
incident reports
minutes of meetings
insurance policies
and organizations, such as
contracts with other agencies rental
companies and cleaning companies
asset register
promotional materials
operational plans
policies and procedures
training materials
database of attendees /participants if possible
record of results of competitions
event evaluation and statistics (including attendance)
event or sponsor report

one thing to know that you have managed a successful event but
It is

quite another to prove it. The event manager needs more than
 Monitoring, Control, and Evaluation 253

informal feedback from the after-event party. A summary report eval-

uating the event against specific aims and objectives is an absolute
necessity.

^J_he Broader Impact of Events

Events can have an economic, political, physical, and social impact

on the community (Hall, 1992; McDonnell et al., 1999). The economic
impact of an event can be both direct (spending by international vis-
itors) or indirect (the flow that occurs when related businesses bene-
fitfrom the expenditure of event visitors). For example, farmers,
wholesale suppliers of flowers, and food production companies
would benefit from increased sales, and this outcome in turn would
prompt further expenditure on their past as demand for their prod-
ucts increased. Economists and tourism analysts have shown that
events such as the Mardi Gras in New Orleans or the Superbowl have
an impact on the U.S. economy. Tourism, in fact, plays a significant
role in the economy. According to the Travel Industry Association of
America, in 2001, the U.S. travel industry received more than $555
billion,including international passenger fares, from domestic and
international travelers. These travel expenditures, in turn, generated
nearly 7.9 million jobs for Americans, with nearly $174 billion in pay-
roll income. Approximately one out of every eighteen U.S. residents

in the civilian labor force was employed as a result of direct travel

spending in the United States during 2001. Events such as festivals,
meetings, conventions, and exhibitions that increase the level of in-
ternational tourist visitation have a positive economic benefit by in-
creasing export earnings.
Political benefits clearly accrue when events raise the profile of
a town, city or country. When a region enjoys a surge in tourism, in-
creased economic benefits and the associated reduction in unem-
ployment lead to support for politicians at both local and state levels.
Of course the reverse occurs when an event has a negative impact on
the community. Events often increase community spirit, bringing so-
For example, the many multicultural events held
cial benefits as well.
in the United States expand our cultural perspective, whereas rave
parties where drug abuse is prevalent can have a negative impact.
The physical impact of events is evident in the construction of
new infrastructure, such as roads, railways, and sporting venues.
However, events can have a negative environmental impact by caus-
ing damage or creating offensive noise. A good example of an event
with an extremely positive environmental impact on the community
is the Great American Cleanup™, our country's largest annual com-

munity involvement program. In 2002, nearly 2.3 million people

254 Chapter Seventeen

volunteered for the Great American Cleanup™ by renovating play-

J\ummary grounds, cleaning up waterways and seashores, picking up litter,

planting trees, beautifying parks, removing graffiti, and restoring

This chapter has looked buildings.
attwo neglected aspects
of event management:
control and evaluation.
Control systems are nec-
essary to ensure that
(jase Study
plans are carried out, yet
often the event dead- There are 28 college football bowl games held in various cities
lines draw near too soon throughout the United States. From the Rose Bowl to the Fiesta Bowl,
for these systems to be the Gator Bowl to the Liberty Bowl, the ever-increasing list of bowl
developed. Preventative games shows American's passion for football. The bowl games are
controls are established generally held between December 17 and January 3, in an atmosphere
during the early plan- of friendly competition. Many of the bowl games include numerous
ning phase of an event,
events leading up to the game. The Rose Bowl is part of the Tourna-
whereas feedback con-
ment of Roses, which includes one of the country's most beloved pa-
trols help with decisions
rades, The Rose Parade. The Tournament is more than just a parade
during the event. If con-
trol systems meet best
and football game. According to its official Web site, it has become
practice standards, they
"America's New Year Celebration," a greeting to the world on the
will reduce risk and en- first day of the year and a salute to the community spirit and love of

sure that there will be pageantry that have thrived in Pasadena for more than a century.
ample evidence if a More information can be obtained from www.tournamentof
court action should roses.com, or for information about other bowl games, visit
occur. Evaluation is re- www.football.about.com.
quired to ensure that an Take a look at one of the bowl games and some of the events
event meets the aims
held in conjunction with the game. Select one event, and develop a
and objectives identified
range of objectives for that event and a corresponding strategy for
in the planning strategy.
evaluating the success of the event.
The capacity to show
that these objectives (for
example, financial,
safety, customer satisfac-
have been met ctivitu
tion)
one way of guaranteeing
is

<@
that the event manage- Investigate a control system to be put in place at an event, and
ment team is selected evaluate its effectiveness (or lack of it). This system may relate to the
for future events. following:

• registration of participants
• cash handling
• safety
• food hygiene
• purchasing and control
• staff accreditation
 Monitoring, Control, and Evaluation 255

J&inks
www.soleburner.org
www.osfashland.org (Oregon Shakespeare Festival)
www.kab.org (Keep America Beautiful and the Great American
Cleanup™)
www.tournamentofroses.com
www.football.about.com
 —

Chapter Eighteen
Careers in a Changing
Environment

Cultural festivals include arts festivals, popular and classical music

and dance and craft festivals. In addition
festivals, film festivals,
to cultural events, each state hosts numerous sporting events, some On completion
of this chapter, you
with international profiles, such as the U.S. Open Grand Slam Tennis
will be able to:
Tournament. The meetings, incentives, conference, and exhibition in-
dustry also contributes to the totalnumber of events held in the United
States, as do product
all launches and large-scale private parties.
discuss economic, so-
This chapter is about employment prospects and specializations cial and other
for those planning a career in the event industry, which, as you can see changes that will
from the preceding, is a growth area. It also covers the current issues have an impact on
of concern for event organizers, since up-to-date knowledge of the the field of event
industry is essential for everyone involved in it. management;
Crowd management and crowd control are the most problem- discuss the attributes

atic areas. Attending or participating in an event is a risky leisure pur- of a successful event

suit, and event organizers have ethical obligations to ensure that the
manager;
evaluate a range of
latest knowledge and the latest technology are applied to ensuring
career choices in the
the safety of staff, and the participants. Knowledge of
the audience,
area of event man-
audience psychology, as we have seen, can help to more accurately
agement; and
predict crowd behavior and some of the problems that might occur. discuss the similari-
An event manager thus needs to be an expert in psychology, ties and differences
crowd behavior, consumer decision making, financial management, between event man-
human resource management, marketing, safety, and logistics. Legal agement and project
knowledge is also helpful, as is a solid understanding of risk issues. management in other

Nonetheless, the event business provides an adrenalin rush for all industries.

those involved. As happy and excited faces stream out of the venue,
—
the memories of all those planning problems and your tiredness
soon fade. Although the event manager's role is hardly that of party
host and is more about long hours and hard work, it is still fun.

Job Opportunities

Apart from the position of Event Manager for which you would re-
quire education, training, and experience in other roles, there are
many other jobs available in the industry. As someone wishing to
2o?
258 Chapter Eighteen

enter the event industry,you could consider positions in one of the

functional areas described in Chapter 14, such as venue operations,
catering, technology, or registration. These positions include the
following:

Operations and Logistics Manager

Entertainment Manager
Sports Competition Manager
Risk Manager
Tourism Event Coordinator
Security Coordinator
Venue Manager
Catering and Waste Manager
Pyrotechnics Consultant
Administration Co-coordinator
Sponsorship Manager
Lighting /Sound Engineer
Technology Support Officer —Meetings
Technology Support Officer — Exhibitions
Event Designer
Registration Manager
Equipment Rental Sales Manager

The following job descriptions (lists of tasks) provide some insight

into just a few of the just-mentioned positions.

Event Manager

As the overall organizer of an event, the manager performs a large

number of roles. Following are some of the duties you may find in a
job description for Event Manager.

Tasks

1. Develop an event concept, purpose, and objectives.

2. Establish a committee and/or event planning team if not al-

ready in place.
3. Review the feasibility of the event to maximize strengths and
opportunities.
4. Conduct a risk management analysis to minimize weaknesses
and risks.
 Careers in a Changing Environment 259

There are many jobs for catering

staff in the events industry.

5. Develop a marketing plan for the event.

6. Develop budget, break-even, and cash-flow analyses.

7. Prepare detailed event plans, and obtain the support of the
stakeholders, as well all required approvals.
8. Organize specific theme and staging effects.

9. Recruit and select staff, train, and lead staff effectively.

10. Develop detailed plans for event safety and security, including
emergencies.
11. Develop policies and procedures for event logistics and daily
operation.
12. Develop monitoring and control systems, as well as evaluation
procedures.
13. Write a postevent evaluation report to be presented to sponsors/
stakeholders.

Venue Manager
The Venue Manager is generally a permanent employee who is fa-

miliar with all aspects of the venue and provides anyone

a service to
who books the venue. It is essential that the roles of the Venue Man-
ager and the Event Manager are clear, because these two individuals
are often employed by different organizations. For example, a venue
will have preferred security contractors and /or cleaning contractors,
260 Chapter Eighteen

and this arrangement can sometimes lead to conflict with the event or-
ganizing committee if it, too, has preferred suppliers of these services.

Tasks

1. Develop a site diagram, site dimensions, and specifications.

2. Negotiate contracts and deposits /fees.
3. Negotiate organizational structure and staffing with the event
organizer (e.g., responsibility for cleaning and /or security).
4. Discuss site needs for performers.
5. Discuss site needs for the event audience/spectators.
6. Review the feasibility of plans for logistics and operations.
7. Provide support for setup, including signs and crowd manage-
ment facilities.

8. Ensure development and implementation of safety and security

plans.

9. Monitor the site for health, safety, and cleanliness.

10. Work with the event team to ensure that the emergency evacu-
ation plan is in place and that roles are clear.

11. Check entrances, exits, and equipment (i.e., public address sys-
tem, security communication system).
12. Assist with teardown at the end of the event.
13. Check all assets, and monitor security during teardown.
14. Manage payment of fees.

Exhibition Registration Manager

The registration of people visiting an exhibition is a key role, and in
many cases exhibition organizers do their best to register participants
beforehand for two reasons: it saves time on entry to the exhibition,

and it allows for the registration of participants who intend to visit but
do not make it on the day. When completing the registration form,
the person indicates his or her area of interest in the exhibition, and
this information allows exhibitors to target this person for advertis-
ing. The database of visitors to an exhibition is a most valuable asset.
Therefore, technical hitches must be avoided at all cost because they
can cause delays and, at worst, loss of data.(One exhibition manager
reported that the loss of his data resulted from a power surge to his
computer.)

Tasks

1. Meet with the committee /organizer to establish registration re-

quirements, in particular the system for registration and the data
to be captured.
 Careers in a Changing Environment 261

2. Develop a registration plan, including selection of software or

specialist subcontractor, and a schedule for the complete process.

3. Develop an operational plan and diagram for the registration

area, and review feasibility with the venue concerned, with par-
ticular emphasis on network cabling and backup electrical
supply.
4. Recruit, select, and train staff for registration duties.

5. Assist with planning of advance mail-out advertising, including

information on preregistration.
6. Organize name tags, magnetic cards, or other materials for
registration.

7. Set up registration area.

8. Allocate duties to staff, and schedule tasks to suit level of

demand.
9. Manage operational issues, questions, problems, and
complaints.
10. Monitor and manage those waiting in lines.

11. Close registration, and provide required reports to exhibition

managers.

The positions available in the event business are many and var-
ied. Quite often people find themselves working on events, having
come from other fields such as sport administration, entertainment,
television production, and even nursing. This last example is indica-
tive of how a medical background can be highly relevant to other
roles such as first-aid training and occupational health and safety
training, leading ultimately to a role in risk management. Figure 18-1
gives a sampling of actual job openings in the event management
industry.

~J(j(-pu ig Up-to- Datf

Anyone planning a career in events must stay up-to-date with trends.

Fashions change rapidly, and one cannot afford to come up with stale
or outdated ideas. It is thus essential to stay up-to-the-minute with
trends in entertainment and the arts. The Web site for Bizbash pro-
vided end of this chapter is just one site that will stir your imag-
at the
ination. The Web site also lists a number of event fiascos from which
some good lessons can be learned, such as remembering to turn off the
sprinkler system before the guests assemble on the lawn! We've in-
cluded a few of our favorite event bloopers in Figure 18-2. The activity
262 Chapter Eighteen

Events Managers with minimal supervision. You must be a team

player with the ability to perform well under pres-
Expanding trade association seeks organized, cre-
sure due to constant deadlines. Computer liter-
ative manager to plan workshops and special
acy is also a must.
events. Responsibilities include budgeting, sched-
uling, site selection, contract review/negotiations,
Concessions Operations Manager
catering, and all related meeting activities. Can-
didate must have excellent computer/communi- This manager will oversee the food and beverage
cation skills; marketing background a plus. operations on the three levels of general seating
at a major sports arena. Duties include training
Meeting Coordinator of all personnel; assisting the director in all op-
erations; maintaining and
keeping accurate
A pharmaceutical industry association seeks
records; inspect all performance to ensure ser-
meeting coordinator and speaker assistant. Can-
vice standards are being achieved; work with
didate should be highly organized and able to
culinary department to ensure food quantities are
manage multiple tasks. Support a team of meet-
ready for each shift; inspect all areas for cleanli-
ing planners and program managers to provide
ness and possible safety hazards; follow HR and
administrative and logistical support for over 20
Union procedures regarding hiring, discipline,
conferences and seminars ranging in size from
and terminations; prepares weekly schedules. Em-
10-1,000 attendees; creating and distributing
ployee must be available to work evenings, week-
marketing materials; coordinating with staff,
ends, and holidays if necessary.
speakers, hotels, and vendors, managing accounts
receivables.
Event Supervisors

Catering Manager This role involves overseeing the service provided

by ushers and event staff. Employee will manage
Candidate will coordinate catering functions at a
a team for a minimum of three shifts over four
busy convention and event center. Catering man-
days. Previous experience with two-way radio,
ager will work with our catering consultants who
large crowds, and working with volunteers would
will handle all incoming catering inquiries from
be useful. You must have excellent communica-
large conventions to wedding parties up to 3,500
tion and team leadership skills.
guests. Responsibilities include job pricing, cus-
tomer contact, follow up as well as staff training,
Communication Executive
scheduling, and overseeing jobs. Other duties in-
clude rental pricing as well as billing and receiv- We are looking for a special person with strong
ing payments. communication skills to manage the content, pro-
duction, and presentation of all event communi-
Exhibitor Services Manager cation material, whether written, published, or
electronically presented. You will be required to
A business college degree and a minimum of two
manage a comprehensive media program.
years of sales, convention services, or hospitality
experience preferred. Customer service and
Vice President of Banquet Operations
telemarketing experience is paramount. This
challenging position requires extraordinary inter- This senior executive position is to influence re-
personal skills, oral and written communication, structuring of banquet and conference services
and the ability to exercise independent judgment for a major resort. Extensive experience required

flgiin IS-l Employment Opportunities

 Careers in a Changing Environment 263

at premier properties in excess of 1 00,000 square theme nights and special events. The position in-
feet of space. A very unique opportunity with volves organizing promotions from concept de-
major expansion planned. sign to execution for a facility that has a capacity
over 600 people. A marketing or event
to seat
Director of Sales management background would be helpful.
Convention and Visitor's Bureau is seeking a
Entertainment Director
strong director of sales with convention and meet-
ing sales experience a plus. This individual would Guest relations professional with flair, creativity,
understand citywide conventions and have a thor- and initiative is required to take on a new and ex-
ough understanding of vertical and geographic citing opportunity. The position will involve cre-
markets. This director will be required to direct ating and managing entertainment, as well as
and train a strong sales team to shift gears from social activities for guests and assisting the sales
current focus on corporate small business to team in liaising with journalists and photogra-
major group and convention business. phers.

Risk Management Special Events Rental Consultant

Responding appointee
to a senior executive, the The ideal candidate will have a strong knowledge
will be responsible ongoing assessment of
for the of planning and coordinating of special events.
risk exposures, controls, and responses and over- Must be able to travel within the region to con-
seeing compliance. A major focus will be the en- duct site surveys for tent installation, produce ac-
hancement of risk management systems, policies, curate site drawings, and be familiar with rental
and strategies and the analysis and reporting of accessories as well as computer literate. Candi-
risks. date also must be willing to put in long hours dur-
ing the busy season and not be afraid to "roll up
Sponsorship and Events Manager their sleeves" when needed. We offer a base
salary plus end of year bonus based on perfor-
We are a nonprofit organization. Your role would
mance, full health benefits, 401 K, and mileage
involve managing the delivery of all fund-raising
allowance.
activities,developing and maintaining relations
with corporate sponsors, planning and budget-
Sponsorship Executive
ing, as well as management of operational com-

mittees. You must have the ability to communicate In conjunction with our external consultants, you
on a professional level and have experience in will be involved in the development of propos-
business development. als and identification of prospective sponsors. You
will also be responsible for developing and de-
Promotions Coordinator livering all sponsorship benefits to a large spon-
sor base.
Popular bar and nightclub is seeking a creative
and energetic person to develop and promote

Tigiirt 18-1 Continued

suggested at the end of this chapter involving the development of a

portfolio relevant to the event industry is also designed to stimulate
your creativity.
However, in addition to creative ideas, it is also essential to stay
up-to-date with economic trends. Regular visits to tourism Web sites,
 —

264 Chapter Eighteen

A successful event planner not only needs nerves to salvage the sinking event by moving it down
of steel but also the ability to make lemonade out the street to the Russian Vodka Room.
of lemons at a moment's From bizbash
notice.
.com, a Web site for come a few
event planners, Rules of the Game
real-life examples of event faux pas and foibles
and what the quick-thinking planners did to try to An event planner for a software company tells
save the event or what they learned for future about a lesson learned about making rules for
events. event games. "I planned a casino-themed party
for reception during a trade show. The night was
Fishy Thank- You Gift a huge hit and we had thought of almost every-
Karen Loftin sent this blooper from her time as
thing —our own custom chips, decorations, real
casino equipment, professional dealers and the
director of sales for a Texas hotel: "My staff and I

decided an appreciation luncheon

right food, drink and music. Because 90 percent
to put together
of the audience was government employees, the
for our top clients. At each setting we spotlighted
a thank-you gift of a beta fish in a beautiful glass
hardest part was getting the regulations and
guidelines regarding acceptable gifts for them.
vase. My catering director used tap water to fill

the vases, and as we sat down with the clients,

We were able to offer significant prizes by giving
the fish were literally dying before our eyes. was
It
everyone who attended thesame number of chips
took each vase out of the room
at the registration table. Then they could gamble
a lovely time as I

and try to increase their holdings, or just hold

and took out the dead fish. handed guests their
I

them until the end of the night and cash them in

thank-you gifts (the now-empty vases) as they left,
for raffle tickets. (Anyone who lost all their chips
and two women really got upset about the fish
was given a raffle ticket anyway.) When everyone
dying in front of them. Needless to say, a grand
cashed in their chips, we saw that one guy had a
time was had by all."
pretty big stash, but thought nothing of it. It turns

It's Raining Inside

out that some of his co-workers and they
left early
all pooled their chips and left their co-worker to

The venue "Float" had a hard time living up to its collect any winnings. When we had someone
name at a recent Mediabistro cocktail party. After draw the winning tickets, this guy won the second
guests were greeted by no heat in the building time. Then he won the third time. By the fifth
on an already very chilly winter night the club's — time, half of the crowd wanted us to confiscate his
water pipes froze and burst. That caused another remaining tickets; the other half knew him and
problem when droplets of water from the pipes thought it was hilarious. There was nothing we
began to fall on an outdoor heat lamp, which was could do —the rules we posted all around the
set up in an attempt to warm the place up, and room government regulations) didn't men-
(per
puffs of smoke floated upward —
setting off the tion multiple winnings, so we had no way to take
smoke detectors and the sprinkler system. An in- his remaining tickets. He ended up with seven
door rainstorm ensued, and after ten firefighters prizes in all. We learned our lesson: All future
showed up, the venue was evacuated. Party host- contests and events have a clause saying an at-
ess and Mediabistro founder Laurel Touby tried tendee may only win one prize at each event.

Jigun 18-2 Event Bloopers

Source: Reproduced with the permission of BiZBash Media (www.bizbash.com).
 Careers in a Changing Environment 265

particularly to the corporate planning areas, will keep you informed

of the latest in strategic planning for events. Collecting this informa- \ummarii
tion will ensure that you are both informed and creative —an ideal
combination for the rapidly changing event environment. This final chapter has
looked at a range of so-
cial,economic, and
other changes that have
CyisG Study had, and will continue
to have, an impact on
Having read a number of job descriptions for event roles in this chap- the field of event man-
ter, develop a letter of application and resume for two of these jobs at agement in the future.
any event discussed in this book. Note that each time you apply for Staying up-to-date with
a position, you need to modify your resume to stress your relevant fashion, entertainment,
knowledge and experience. For example, one resume might stress tourism trends, and the
your knowledge of marketing principles, and the other might illu- like is A num-
essential.

minate your understanding of operational issues. If your experience ber of employment

choices are available for
is limited, you can fabricate some relevant experience for the purpose
those considering a ca-
of this exercise.
reer in the event indus-
try, and a number of
these positions have
been described in this
JZ* chapter.Of most impor-
Develop a scrapbook of newspaper and magazine articles that are rel- tance, the management
evant to the event industry so that you can remain up-to-date with skills developed by
current trends and issues. event managers are rele-

vant to many other oc-

cupations in which risk

is high, deadlines are

inks
<>& people manage-
tight,

ment skills are a priority,

Imaginative Ideas for Events and there is only one
www.bizbash.com opportunity to get it

Career Resources and Employment Opportunities right.

www.iami.org
www.acmenet.org
www.mpiweb.org
Appendix 1

Supplemental
Internet Links

References were made in the text to the following Web sites.

www.aact.org (American Association of Community Theaters)

www.acmenet.org (Association for Convention Marketing
Executives)
www.alaskastatefair.org (Alaska State Fair)
www.alyeskaresort.com (Winterfest; Springfest; Blueberry &
Mtn. Arts Festival)
www.amaproracing.com (AMA Pro-racing)
www.anchoragederbies.com (King & Silver Salmon Derbies)
www.anchorage.net (Anchorage, Alaska, events)
www.bigtex.com (Texas State Fair)
www.bixsociety.org (Bix Beiderbecke Memorial Jazz Festival)
www.cer.org (Bear Paw Festival)

www.cfdrodeo.com (Cheyenne Frontier Day Rodeo)

www.cftech.com (Titles for dignitaries protocol)

www.chicago.il.org (Chicago, Illinois)

www.chicagomarriage. com / wedding_traditions .htm (wedding

tradition)

www.conventioncenters.us (U.S. Convention Centers)

www.crowdsafe.com (Crowdsafe)
www.crowdsafe.com/mosh.hrml (Strategies for ensuring crowd
safety)

www.emact.org (Eastern Massachusetts Association of Com-

munity Theaters)
www.epa.gov (Environmental Protection Agency)
www.eriskcenter.org (Emergency Risk Center)
www.eventsx.com (Events Xtraordinaire)
www.eventsunlirnited.com.au (Events Unlimited International)
www.fanfair.com (Nashville Country Music Festival)

267
268 Appendix 1

www.foodsafety.gov (Government food safety information)

www.football.about.com (high school, college, and pro football)
www.frederickarts.org (Frederick, Maryland, Arts Festival)
www.fstea.gov (Food Safety Training & Education Alliance)
www.ftc.gov (Federal Trade Commission)
www.furrondy.com (Winter Carnival)
www.ganttcharts.com (Gantt Charts)
www.goseawolves.com (Hockey Classic; Midnight Marthon)
www.holidaycook.com (Seating protocol)
www.iacconline.com (International Association of Conference
Centers)
www.iami.org (International Association Managers, Inc.)

www.icca.nl/index.htm (larger exhibition centers)

www.iditorad.com (Iditorad Trail Sled Dog Race)
www.ises.com (International Special Event Society)
www.jrwf.org (James River Writer's Festival)

www.kab.org (Keep America Beautiful/Great American

Cleanup)
www.komen.org (Susan G. Komen Association)
www.kumbhallahabad.com/ (Maha Kumbh Mela Festival)

www.lapl.org (go to databases; statistics; Databook for LA

county Table II for the statistics used in Figures 3-1, 3-2, 3-3,
and 3-4)
www.lasvegascomedyfestival.com (Las Vegas Comedy Festival)
www.lewisandclark200.org (National Geographic Society)
www.lewisandclarkexhibit.org (Lewis and Clark Exhibit)
www.mncn.org (Minnesota Council of Nonprofits)
www.moscone.org (Moscone Convention Center, San Francisco,
California)
www.mpiweb.org (Meeting Professionals International)
www.nal.usda.gov/foodborne (Foodborne Illness Education In-
formation Center)
www.nationalwestern.com (National Western Stockshow)
www.nesf.org (National Electric Safety Foundation —now Elec-
tric Safety Foundation International, www.esfi.org)

www.newportevents.com (Newport, Rhode Island)

www.onsiterentals.com (portable restrooms and other rental
equipment)
www.osfashland.org (Oregon Shakespeare Festival)
 Supplemental Internet Links 269

www.osha.gov (Occupational Safety and Health Administra-

tion)

www.psfilmfest.org (Palm Springs International Film Festival)

www.raffa.com (Lists fund-raising requirements for each state)

www.ragbrai.org (The Register's Annual Great Bicycle Ride

Across Iowa)
www.renolaketahoe.com (Reno/Lake Tahoe Camel Races)
www.restaurant.org (National Restaurant Association)
www.roadatlanta.com (Road Atlanta)
www.sba.gov (Small Business Administration)
www.shootout.net (Alaska College Basketball Tournament)
www.soleburner.org (Soleburner event)
www.specialevents.com (Online event magazine with buyer's
guide provides links to florists, entertainers, fireworks, furni-
ture, etc.)

www.symphonyofseafood.com (Alaska Seafood Festival)

www.tournamentofroses.com (Tournament of Roses, Pasadena,

California)
www.travelsd.com (Travel South Dakota)
www.usdoj.gov/crt. /ada (Americans with Disabilities Act-
ADA Homepage)
www.ushistory.org (The Independence Hall Association Web
site)

www.visitrhodeisland.com (Rhode Island Tourism)

www.voamass.org (Volunteers of America, Massachusetts)
www.washingtonbirthday.com (George Washington's Birth-
day Celebration; Alexandria, Virginia)
j$ppendix~2 **

Event Proposal

Qyent Description

• Event name
• Event type
• Location
• Date(s)
• Duration /tuning
• Event overview and purpose /concept
• Aims and objectives

Jp£i'-ent Management
• Management responsibility
• Major stakeholders and agencies
• Physical requirements
Venue
Route for street events

Event map
Event layout (indoor)
• Audience
• Impact
Social
Environmental
Economic

yjpprovals and Consultation

• State and federal government

• County city or town 271
272 Appendix 2

Roads and traffic authority

Liquor licensing
Police
Building
Insurance
Health
Environmental
Entertainment
Music licensing
Security

^ Marketing
• Competitive analysis
• Market analysis and planning
Customer segmentation
Meeting audience needs
Consumer decision making
Price and ticket program
• Advertising and promotion
Messages
Media
Budget
• Public relations
Press releases
Media briefing
• Marketing evaluation

iir financial Control

Capital and funding requirements

Fees (police and security, local government, music, etc.)

Costs (including insurance)

Control systems (e.g., cash handling)
Taxation
Profit and loss statement

Cash-flow analysis
 Event Proposal 273

-tt" (Risk Management

• Identification of risks and hazards
• Assessment of risks and hazards
• Management of risks and hazards
• Incident reporting

£}mt Staging
• Theme
• Decor
Layout
Entertainment
Special effects, lighting
Sound
• Services
Electricity

Water
Transportation (including air travel, access to and from venue)
Traffic management
Street closure

Impact on local traffic

Notification of affected businesses, etc.

Diversions
Security
Support vehicles
Parking
Disability access
• Catering
Providers
Facilities

Food safety plans

• Waste and environmental management
Toilets

Waste management, recycling

Noise
Water pollution
• Cleaning
274 Appendix 2

faffing
• Selection and recruitment
• Rosters
• Training
• Briefing
• Recognition strategies
• Industrial relations
• Recruitment of volunteers

^afetu and Security

• Safety of the event audience

• Safety and security of the performers, VIPs, etc.
• Health and safety of the staff

• Security for premises, equipment, cash, etc.

• Communications
Meetings
Reporting relationships
Emergency reporting relationships
Communication methods (radio)
• Emergency access and emergency management
• First aid

(/Operational 'Plans

• Policies, e.g., complaints, crowd control

• Procedures and checklists
• Performance standards (link to objectives)

• Contingency plans
Weather
Electrical supply, lighting

Fire

Accident
Crowd control
Delay or cancellation
Bomb threat or other security incident
 Event Proposal 27-5

Logistics

Setup /teardown
Structures and facilities

Lighting
Sound
Setup / teardown

gmh icition
Postevent evaluation
Objectives
Measures
Analysis
Report
Appendix 3
Professional Associations

Network (Service provider to meetings, con-

Alliance Service
vention,and tradeshow industries) www.allianceservicenet
work.com
American Association of Association Executives www
.asaenet.org
American Exhibition Services, Inc. www.aesmarketing.com
American Hotel & Lodging Association www.ahla.com
American Association of Pyrotechnics www.americanpyro.com
American Society of Association Executives www.asaenet.org
Association for Convention & Marketing Executives www
.acmenet.org
Association for Convention Operations Management www
.acomonline.org
Association for Destination Management Executives www
.adme.org
Club Managers Association of America www.cmaa.org
Council of Protocol Executives
Destinations Unlimited (offers free destination advice to event
organizers) www.dudmc.com
Healthcare Convention & Exhibitors Association www.hcea.org
International Association of Convention & Visitor's Bureaus
www.iacvb.org
International Festivals & Events Association www.ifea.com
International Society of Meeting Planners www.iami.org
International Special Events Society www.ises.com
Meeting Professionals International www.mpiweb.org
National Association of Catering Executives www.nace.net
National Association of Exposition Managers www.iaem.org
National Fireworks Association www.nationalfireworks.org

277
278 Appendix 3

National Restaurant Association www.restaurant.org

National Speaker's Association www.nsaspeaker.org
Professional Convention Management Association www
.pcma.org
Society of Corporate Meeting Professionals www.scmp.org.
^ppendix-4 «*

Event Management
Programs
Following are a number of schools offering programs in meeting and
event management or related disciplines. This is in no way a com-
prehensive listing, but just a sampling. As the industry grows, so does
the education program available. Students should check with any
schools of interest to see whether they also have a program.

Appalachian State University, Boone, NC

(Meeting and Convention Management)
www.appstate.edu

Arizona State University, Tempe, AZ

www.asu.edu
Austin Community College, Austin, TX
(Meeting and Event Planning Certificate; Associates in Hospitality
Management with specialization in Meeting and Event Planning)
www.austincc.edu/hospmgt

Baylor University, Waco, TX

(Tradeshow Marketing)
www.baylor.com

Chemeketa Community College, Salem, OR

(Meeting Planning and Convention Management)
www.hsm.org
Cloud County Community College, Concordia, KS
www.cloudccc.cc.ks.us

College of the Cariboo, Kamloops, BC

(Events and Convention Management)
www. cariboo, be. ca
Columbia College, Columbia, MO
(Meeting and Convention Planning)
www.ccis.edu

279
280 Appendix 4

El Paso Community College, El Paso, TX

www.epcc.edu
Florida International University, North Miami, FL
(Convention and Trade Show Management)
www.hospitality.fiu.edu

George Washington University, Washington, DC

Management
(Event Certificate Program)
www.gwu.edu
Georgia State University, Atlanta, GA
(Convention and Meeting Planning)
www.robinson.gsu.edu/hospitality

Indiana University at Indianapolis, Indianapolis, IN

(Convention and Meeting Planning)
www.iupui.edu

Kansas State University, Manhattan, KS

(Convention Service and Meeting Planning)
www.ksu.edu
Keuka College, Keuka Park, NY
(Meeting and Convention Planning)
www. keuka .edu
Madison Area Technical College, Madison, WI
(Meeting and Event Management Degrees)
www.madison.tec.wi.us

Mercyhurst College, Erie, PA

(Meetings, Convention, and Trade Show Management)
www.mercyhurst.edu

Metropolitan State College, Denver, CO

(Meeting Planning)
www.mscd.edu
Mt. Hood Community College, Portland, OR
(Conventions and Meeting Management; Special Events and At-
tractions Management)
www.mhcc.cc.or.us

New Mexico State University, Las Cruces, NM

(Conventions and Meeting Planning; Special Events Management)
www.nmsu.edu
Niagara University, Niagara Falls, NY
(Convention Operations)
www.niagara.edu/hospitality
 Event Management Programs 281

Northeastern State University, Tahlequah, OK

(Meetings and Destination)
www.nsuok.edu
Northern Virginia Community College, Annandale, VA
www.nv.cc.va.us

Purdue University, Lafayette, IN

(Meeting and Convention Sales and Service)
www.cfs.purdue.edu/htm

Richland College, Dallas, TX

(AAS degree in Exposition and Meeting Management)
www.rlc.dcccd.edu/travel/index.htm

Robert Morris College, Coraopolis, PA

(Convention and Group Operations)
www.robert-morris.edu

Roosevelt University, Chicago, IL

(BS degree with emphasis in Meeting Planning; Certificate
program in Meeting Management)
www.roosevelt.edu

San Jose State University, San Jose, CA

(Conference, Convention, Meeting, and Event Planning)
www.hospitality.edu

Skyline College, San Bruno, CA

www.smcccd.cc.ca.us

Southern Illinois University at Carbondale, Carbondale, IL

(Convention and Meeting Management)
www.siu.edu

Temple University, Philadelphia, PA

(School of Tourism and Hospitality Management)
www.temple.edu/STHM/
University of Central Florida, Orlando, FL
(Event and Meeting Planning)
www.hospitality.ucf.edu

University of Houston, Houston, TX

www.hrm.uh.edu
University of Massachusetts- Amherst, Amherst, MA
(Meeting Planning)
www.umass.edu/hrta
282 Appendix 4

University of Nevada, Las Vegas, Las Vegas, NV

(Undergraduate course in Event and Convention Planning;
Distance Learning Course for Masters Program in Meetings,
Conventions, and Events)
www.unlv.edu
University of New Hampshire, Durham, NH
(Conference and Meeting Planning)
www.fsmgt.unh.edu

University of New Orleans, New Orleans, LA

(Concentration in Conventions and Meeting Planning)
www.uno.edu
University of Phoenix, Online Program
www.uophx.edu
University of South Carolina, Columbia, SC
www.hospitality.sc.edu

University of Southern Mississippi, Long Beach, MS

www.usm.edu
Virginia Polytechnic Institute and State University,
Blacksburg, VA
www.vp.edu
 Bibliography

ADA, Americans with Disabilities Act, www.usdoj.gov/crt/ada.

American Association of Museums, 1575 Eye St. NW, Washington, D.C.,

www.aam-us.org.

Axtell, R. The Do's and Taboos of Hosting International Visitors. John Wiley and
Sons, New York, 1990.

Catherwood, D. W. and Kirk, R. L. The Complete Guide to Special Event Man-

and Sons, New York, 1992.
agement. John Wiley

Cook, S. Customer Care. Kogan Page, London, 1997.

Denvy, D. Organising Special Events and Conferences. Pineapple Press, Sara-

sota, Florida, 1990.

Getz, D. Event Management and Event Tourism. Cognizant Communication

Corporation, New York, 1997.

Goldblatt, J. J. Special Events: Best Practices in Modern Event Management. John

Wiley and Sons, New York, 1997.

Hall, C. Hallmark Tourist Events: Management and Planning. Belhaven Press,

London, 1992.

Handy, Charles. Understanding Organizations. 4th edn. Penguin Books, Lon-

don, 1993.

Hofstede, G. Culture's Consequences: International Differences in Work Related

Values. Sage, Beverly Hills, 1980.

International Special Events Society, Code of Ethics, www.ises.com.

McCaffree, M. and Innis, P. Protocol: The Complete Handbook of Diplomatic, Of-

ficial and Social Usage. Prentice Hall, New York, 1977.

McDonnell, I., Allen, J. and O'Toole, W. Festival & Special Event Management.
John Wiley and Sons, Brisbane, 1999.

McGill, M., Slocum, J. and Lei, D. "Management Practices in Learning Orga-

nizations." Organizational Dynamics, 42, Summer 1992.

OSHA, Occupational Safety & Health Act of 1970, www.osha.gov.

Malouf, L. Behind the Scenes at Special Events. Wiley, Brisbane, 1998.

283
 .

284 Bibliography

Minnesota Council for Nonprofits 2001, Handbook for Starting a Successful Non-
profit, www.mncn.org.

Perlman, S. and Bush, B. Fund-Raising Regulation: A State-by-State Handook of

Registration Forms, Requirements and Procedures. John Wiley and Sons, New
York, 1997.

Robbins, S. P. Organizational Behaviour. 8th international edn. Prentice Hall,

New Jersey, 1998.

Robbins, S. and Coulter, M. Management. 5th edn. Prentice Hall, New Jersey,
1996.

Rocky Mountain States Hospitality News, Utah Gears Up for the Olympics,
February 2002.

Small Business Administration, State Requirements for Business Registration,

www.sba.gov / hotlist / license.html

Swartz, O. D. Service Etiquette. 4th edn. Naval Institute Press, Annapolis,

Maryland, 1988.

Tuckman, B. W. "Developmental Sequence in Small Groups." Psychological

Bulletin, 63, 1965, pp. 384-99.

Toffler, A. Future Shock. Bantam Books, New York, 1990.

U.S. Census Bureau. Demographics, laplorg; databook for LA County Table II.
U.S. Census Bureau. Statistical Abstract of the US, 2002 edn.

U.S. Consumer Product Safety Commission. Corrective Action Handbook, 2002.

Vecchio, R., Hearn, G. and Southey, G. Organizational Behaviour. Harcourt

Brace, Sydney, 1996.

Watt, D. Leisure and Tourism Events Management and Organization Manual.

Longman, London, 1992.

Weaver, D. and Opperman, M. Tourism Management. John Wiley and Sons,

Brisbane, 2000.
 Index

accommodations, organizing, 162

address, forms of, 131-37
Administrative Coordinators, 236
advertising, 74-76
American National Standard Practice for Office Lighting, 230-31
Annual Community Theatre Drama Festival, 147
arts events, 12
audiences, 25. See also customers
attracting, 36, 39^0
marketing to, 62-65
meeting needs of, 63
motivation of, 64
targeting, 39-40, 62
Axtell, Roger, 80

B
balance sheets, 95
Bix Beiderbecke Memorial Jazz Festival, 21, 22
Bizbash, 261, 264
bomb threat procedures, 238, 240-41
branding, 74
break-even point, 92-93
briefing staff, 177, 188-89
budgets, 28, 87-92
business registration, 49

cash flow, 87, 93-94

catering, 30, 160-61
functional area for, 208

285
286 Index

charitable events, 112

documenting contributions to, 52, 53
legislation regarding, 52
charts
Gantt, 121-23
organization, 126, 128, 165-67
postevent, 166-67
pre-event, 166
checklists, 127-28, 187, 244, 245
Cheyenne Frontier Days, 19
Clean Air Act, 51
Clean Water Act, 51
collectivism, 193
commercial marketing events, 12
communication, 159-60, 190
cross-cultural, 193-94
group, 192-93
improving, 194-95
in incident reporting, 226-27
in marketing, 66
communities
impact on, 27
infrastructure in, 36, 38
legalcompliance in, 48-49
support from, 36, 37-38
community events, 21
community relations, 208
competition, 27, 63-64
concept, 19-33
analyzing, 26-28
design and, 28-30
developing, 20-26
logistics of, 31
contingencies, 92, 233
contractors, 26
contracts, 56-57
control systems, 87, 95-96, 187, 243-55
evaluation and, 248-53
operational, 246-^18
preventive and feedback, 244—46
copyright, 49-50
cost of goods sold, 94—95
crisis management plans (CMPs), 234—37
crisis management teams, 234, 235-36
Crisis Managers, 236
 Index 287

crowd management, 213, 229^42

Crisis Management Plans and, 234-37
emergency procedures in, 237^41
plans for, 230-32
risks in, 232
culture events, 12
customers. See also audiences
control systems and, 247
perspective of, 3—4
service to, 175-77
cycloramas, 156

D
debriefing staff, 251-52
decision-making processes, 63, 246
decor, 28-29, 153
design issues, 28-30
differentiation, 66
dignitaries, 142, 143
forms of address for, 131-37
disclaimers, 53
distribution, 68
dress, 137

equipment safety, 222-24

electrical
emergency response plans (ERPs), 108, 234-37
emergency services, 56
Employee Support Coordinators, 236
entertainment
events, 12, 21
selecting, 30
theme support by, 151-52
entertainment industry legislation, 49
Equal Employment Opportunity laws, 50-51
Ernst and Young, 35-36
ethics, 17
evacuation
procedures, 238
teams, 234, 237
evaluations, 248-53
Event Managers, 258-59
288 Index

events
bloopers at, 264
characteristics of, 1-2
definition of, 4
impact of, 253-54
sizes of, 4-10
types of, 10-15
event teams, 16, 26
Exhibition Registration Managers, 260-61

family events, 13-14

Fan Fair, 59
feasibility issues, 35-46
audience identification, 36, 39^40
financial viability, 36, 41^43
good ideas, 35, 36-37
host community support, 36, 37-38
infrastructure, 36, 38
media support, 36, 40-41
risk, 36, 44-45
skill requirements, 35, 37
success criteria, 36, 43-44
SWOT analysis for, 45-46
venue affordability, 36, 38-39
Federal Trade Commission Act, 50-55
feedback systems, 244-46
festivals, 12-13
field of play, 156-57
financial issues, 25, 85-98
balance sheets, 95
break-even point, 92-93
budgets, 28, 87-92
cash-flow analysis, 93-94
control systems, 95-96, 247-48
feasibility, 36, 41^43
functional area for, 207
management fees, 90-92
panic payments, 96-97
payroll deductions, 178
postevent analysis and, 252-53
profit and loss statements, 94-95
questions in, 86-87
risk, 101
fire procedures, 238
 Index 289

first aid, 225

flag flying protocol, 142, 144
Floor Monitors, 237
food, safe handling of, 52. See also catering
functional areas, 205-9
fundraising events, 14
Fund-Raising Regulation: A State-by-State Handbook of Registration
Forms, Requirements and Procedures (Perlman, Bush), 52

Gantt charts, 121-23

Gathering of Nations Powwow, 116
Getz, Donald, 3-4
Goldblatt, J., 4

Great American Cleanup, 182, 253-54

gross profit, 94-95
gross revenue, 94-95
group development, 191-94

H
Handicapped Persons Monitors, 237
hazardous materials, 224-25
Hofstede, Geert, 193

image, 74
incident reporting, 108, 109, 225-27
individualism, 193
information area, 208
information events, 21
infrastructure, 36, 38
inseparability, 60-61
insurance, 52-54
workers compensation, 55, 220
intangibility, 60-61
International Special Events Society (ISES), 17
Internet links, 267-69

Jaeger, Larry, 90-91

job descriptions, 167-69, 258-59
job opportunities, 257-61, 262-63
290 Index

launches, 76-77
layout, 28, 153-54, 155
leadership, 185-97
communication and, 194-95
developing skills in, 186-90
group development and, 191-94
meetings and, 196
staff motivation and, 209-11
team management and, 191
time management and, 195-96
legal issues, 27, 47-58, 87
contracts, 56-57
Federal Trade Commission Act, 50-55
functional area for, 207
legislation, 48-50
liquor licensing, 50
risk, 101-2
security licensing, 217
in staffing, 177-79
stakeholders /official bodies, 55-56
legs, 156
Lewis & Clark Bicentennial, 83
liability issues, 35, 52-54
lifting techniques, 220-22
lighting /special effects, 154, 230
line management, 214
lines of sight, 150, 152
liquor licensing, 50
logistics, 31, 200-203

M
major events, 5-7
Malouf, Lena, 153
management fees, 90-92
maps and models, 119-20
marketing, 59-71
advertising, 74-76
ambush, 70
analyzing, 27
commercial events for, 12
functional area, 206
mix, 66-68
 Index 291

nature of, 60-61

process of, 61-66
sponsorship and, 68-70
media
advertising, 74-76
event support by, 36, 40-41
functional area for, 207
press releases, 76-78, 82
public relations, 79
medical areas, 209
meetings, 12, 196
mega-events, 4-5
merchandising area, 207
minor events, 7-10
mismanagement, 103
mission statements, 114-15
monitoring systems, 243-55
evaluation and, 248-53
event impact and, 253-54
operational, 246-48
multicultural issues, 79-80, 139-41
music, 155
copyright, 49-50

N
National Fire Protection Association Standard for Use
of Pyrotechnics, 230
National Western Stock Show Rodeo & Horse Show, 73
natural disasters, 101
net profit, 95
noise control, 51

o
Occupational Safety and Health Act (OSHA), 55, 178, 217-25,
231
operating profit, 95
operations, 199-212
coordinators, 236
functional areas, 205-9
logistics,200-203
performance standards, 204-5
policies in, 178-79, 203-4
292 Index

operations (cont.)
procedures, 204
staff motivation, 209-11
Oregon Shakespeare Festival, 249-50
organization charts, 126, 128, 165-67, 187
overhead costs, 95

panic payments, 96-97

payroll deductions, 178
people management, 188
performance standards, 204-5
perishability, 60-61
personal titles, 131-37
planning, 113-29
goal setting in, 115-17
leadership and, 186-87
mission/purpose statements in, 114-15
objective setting in, 117
proposals in, 118
tools for, 118-28
police, 55-56, 216
policies, 178-79, 203^
pollution, 51
Portland Rose Festival, 116
positioning, 63-64, 67
power distance, 193
press releases, 76-78, 82, 83
preventive control systems, 2 44 - 4 6
preventive measures, 233
procurement and stores area, 206
professional associations, 277-78
profit and loss statements, 94-95
promotion, 66, 67, 73-84
advertising in, 74-76
image /branding in, 74
publicity in, 76-79
public relations in, 79-81
proposals, 118, 271-75
protocol, 131-45
dignitaries and, 142, 143
dress, 137
flag flying, 142, 144
personal titles, 131-37
 Index 293

religious and cultural, 139—41

seating, 137-39
for speakers, 137-39
in sporting events, 141
pryrotechnics, 230
publicity, 76-79
public relations, 79-81
purpose of events, 21, 114-17

R
RAGBRAI, 77-78
recognition strategies, 179-80
recruitment, staff, 169-70
regional events, 5
registration area, 207
rehearsals, 157-59
reinforcement, positive, 189-90
religious protocol, 139—41
restroom breaks, 200-201
risk management, 27, 99-112. See also crowd management
classification of hazards in, 106-7
definition of, 99, 101
determining risk in, 36, 44-45, 105-6
emergency response plans, 108
process of, 104-7
standards for, 108-12
SWOT analysis in, 45-46
Road America, 100
run sheets, 124-26

safety, 103, 213-28. See also crowd management

equipment and, 222-24
electrical
hazardous materials and, 224-25
incident reporting, 225-27
in lifting, 220-22
OSHA requirements on, 217-25
security and, 215-17
signs, 225
scripts, 126, 127
seating protocol, 137-39
security, 215-17
functional area for, 209
294 Index

security (cont.)
incident reporting, 108, 109, 225-27
legislation on, 54
licensing, 217
risks in, 103
services, 159-60
functional area for, 208
sets, 156
setup, 201
site selection, 148-50
SMART objectives, 117
soccer disasters, 234, 235
Sole Burner, 243
sound, 155
speakers, protocol for, 137-39
spectator management, 214
sponsorship, 68-70
sporting events, 10-11, 103-4
field of play in, 156-57
protocol for, 141
sport associations in, 209
staffing, 165-83
briefings and, 177
crisis management, 235-37
customer relations and, 80
debriefings and, 251-52
Employee Support Coordinators and, 236
event team, 16
functional area 208 for,

job descriptions and, 167-69

legal issues in, 50-51, 177-79
motivation and, 209-11
organization charts in, 165-67
OSHA requirements, 55, 217-25
performance standards and, 204-5
recognition strategies and, 179-80
recruitment /selection in, 169-70
skills, 37

technical teams, 157

training and, 172-77
volunteer, 180-32
work rosters and, 170-72
stages, 156
staging, 147-64
accommodation organization and, 162
 Index 295

catering in, 160-61

environment management and, 162-64
rehearsals and, 157-59
service provision in, 159-60
148-50
site selection in,
terminology in, 158-59
theme and, 150-57
Stairwell Monitors, 237
stakeholders, 26, 55-56
Statistical Abstract of the United States, 11
success criteria, 36, 43-44
Supermoto Championship, 99
suppliers, 29
Susan G. Komen Breast Cancer Foundation, 82
SWOT analysis, 45-46

task management, 186

taxation, 55, 87
teams, managing, 191
teardown, 201-2
teasers, 156
technical requirements, 30
Technical Support Coordinators, 237
technical teams, 157
technology
functional area for, 207
risks, 102
safety and, 222-24
theme, 21-23
design and, 28, 153
developing, 150-57
entertainment and, 151-52
layout and, 153-54
ticketing area, 207
67
ticket price, 65,
time management, 195-96
timing of events, 25-26, 64-65
tourism organizations, 78-79
traffic management, 160
training, 172-77
customer relations, 80
customer service, 175-77
event management programs, 279-82
296' Index

transportation, 160
travelers, 156
trends, staying up-to-date with, 261-65
Tuckman, B. W., 191

Venue Managers, 259-60

venues, 24-25
feasibility of, 36, 38-39
selecting, 148-50
training on, 172, 175
VIP guests, 79-80
visual presentations, 155-56
volunteers
managing, 180-82
recruiting /selecting, 169-70

W
waste management, 162-64, 208
Web sites, 267-69
weddings, 13-14, 139^41
workers compensation, 55, 220
work rosters, 170-72
 Lynn Van Der Wagen Brenda R. Carlos

Event Management
For Tourism, Cultural, Business, and Sporting Events

growing field of event management. Event

This is the book for anyone wishing to enter the rapidly

management is quite different from ordinary business management. Most business managers can
managers realize that special skills are required for
make and learn from mistakes. Successful event

the planning of these expensive and often

one-time occasions.

new product developments now culminate in events, while high-level business

Business projects and
meetings, seminars, conferences and exhibitions are
viewed as events. And, of course, there are
and sporting events
thousands and many thousands of weddings, parties, celebratory
of festivals

every year, all of which require expert management.

market and stage an event. You will learn how to

From this book you will learn how to design, plan,

to ensure the safety of everyone involved.

And, you will
manage staff and staffing problems, and how
legal compliance, risk management, financial control, and how
learn what you need to know about
to evaluate the success of the events you stage.

News Group which publishes

Brenda R. Carlos is publisher and managing editor for the Hospitality

the International Education Guide. She is the author of

Hospitality News for the Western US and
aspects of the hospitality industry. She is a
numerous articles and chapters in books focusing on all

a member of the International Foodservice

graduate of Brigham Young University, Provo, Utah. Brenda
is

Editorial Council.

_ . . .. l i ii n_„-*:«« Unll I In— iMol**-- »«.-«»#•«'««« *nA Tnlinaru Arte titlPS visit:
For information about all Prentice Hall Hospita'
www.prenhall.com/pineapple
Evenl Management

978-0-13-114938-0

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