Events Planning and Organisation Anton Shone Visiting Lecturer Swiss Hotel Management School, Leysin

The effective planning and management of events Today’s lecture will consider: The planning process for events Mechanisms for the effective management of events

The planning process Considerations of feasibility Key issues in planning: –Operations and the project –Finance and financial activities –Marketing and promotion BACKGROUND READING: Shone, A Successful Event Management: London, Thompson Publishing, pages

Feasibility Get organised: New event or repeat? Find and test some ideas Screen your ideas –The marketing screen –The operations screen –The financial screen Environmental Search Information about local events can be found by looking at the local newspaper as well as via the local tourist office, also internet listings in the subject area (e.g. athletic competitions)

Key issues in planning Set the objectives clearly Prepare the draft outline plan Undertake systematic detailed planning Organise and prepare the event Implement the event Closedown and divest the event

Some issues in outline planning Gather information and expertise Carry out an environmental search –Competition / problems / precedents –Stakeholders Carry out basic information gathering –Dates / Costs and revenue / venues / staffing

Details of planning The Operational Plan –Locations / resources (staff/equipment/limitations) / date(s) / logistics / production schedule / health & safety The Financial plan –Budget and costs / price of tickets / capital investment, equipment, facilities The Marketing plan –Research / schedule / promotion / public relations

Operational Timing How long will your event take? –Planning – Operation - Closedown BACKGROUND READING. Project Management textbooks often give useful techniques for looking at how long things will take, especially for major international type events. JanFebMarAprMayJunJulySepOctNovDec Phase 1 Phase 2 Phase 3

Managing the Event Legalities check –Insurance / licenses / risk analysis Set up –Load in / security / the media / rehearsal / briefings and safety talk Communications –Organisation structure / contacts / Management By Walking Around Closedown –Load out / administrative completions / event history / legacies

Final thoughts and summary Not all events will be a success Not everyone does what you want If you have to do a job yourself – you may have failed as a manager If someone says they can do it better – let them! Always remember to rest, eat and drink The unexpected may be your greatest challenge

Case Study Teddy Bears Day A small local event run at a tourist railway: Organised by volunteers. The feasibility in this case is about what the volunteers can organise with modest resources of money, time and their own expertise.

Objectives The objectives are: 1. To make money for the tourist railway 2. To provide an enjoyable event for families and children

Draft Plan Activities: Trains for children Treasure hunt Name the bear competition Storytelling Drawing and painting Stalls, stands, gingerbread bears

Issues in draft planning Date – must coincide with School Holidays Resources – must use items and equipment which the railway already has to keep costs down Special concerns: First aid cover and how to deal with lost children

Detailed Plans Organisation Structure Staff Rosters Publicity Arrangements, times Prices Safety Issues Train Timetable

Organisation Is specified in a document called the “Operational Order”, which includes all the details of what is happening, who is involved, and is a bit like a Production Schedule. One person is in charge of the event on the day. The Order is issued 10 days in advance to give enough time for small changes and the ordering of food, equipment etc.

On the day Staff are briefed 1 hour before doors open Last minute checks are carried out – e.g. to ensure signs are in place, the site and toilets are clean, that everyone on the roster is present The event opens – children have fun and we hope everyone goes home happy.

Closedown Doors close. Equipment is removed, facilities locked up, signs taken down The till is cashed up and money sent to the bank or put in the safe The staff have dinner Tidying up takes place, but full cleaning is done the day after There are no legacies