MODULE- 3

EVENT PLANNING & ORGANIZING

Event management is the process by which an event is planned,
prepared and produced. As with any other form of management, it
encompasses the acquisition, allocation, direction and control of
resources to achieve one or more objectives. An event manager‘s job
is to oversee and arrange every aspect of an event, including
researching, planning, organizing, implementing, controlling, and
evaluating.

Event Planning is a process of creating, communicating and

implementing a more operational roadmap to guide the actions,
policies and decision-making. It should align with the strategic plan and
assist in its implementation .

The plan of an event management company is simply the document

which lays out the resulting directions, actions and implementation
schedule. It is typically focussed on the short term operational horizon
generally one to three year . These Plans are typically created to guide
the internal operations of an enterprise, and summarise its operational
and financial objectives for the near future and to indicate how these
objectives will be achieved and monitored.

It provides a roadmap to guide actions and is continually modified as

conditions change and new opportunities or threats emerge. While it
should be fundamentally targeted at guiding regular operations, it
should also be adaptable to account for new opportunities and
challenges
 Benefits of Event Planning
 To define and practically apply good event
planning and financial management practices in
annual planning and day-to-day work.
 To provide logic and justification for prioritising
different tasks and decisions over others.
 To systematically define tasks, logic, roles and
responsibilities, strategic alignments (internally
and externally), timetables, and budgets.
 To provide an opportunity for key players such
as boards, staff, stakeholders, and partners to
be consulted when setting key objectives and
methods.
 To provide frameworks for developing
strategies related to manpower management,
marketing, competitor analysis and
stakeholders.

Event Planning help us to Help to Eliminate

Help us to think ahead and overambitious projects
prepare for the future clarify unsustainable projects
goals and develop a vision undefined problems
identify issues that will need unstructured project work
to be addressed choose plans
between options consider
whether a project is possible
make the best use of
resources motivate staff and
the community assign
resources and responsibilities
achieve the best results
 FORCES AFFECTING EVENT PLANNING

It is important for every event organization to interact and transact

with its environment as the business environment has direct
relationship with the organization. The success or failure of an
organization is primarily established by the effectiveness of its
interaction with its environment. The enterprise has little influence
on the environment and therefore, it is important for the company to
identify with the environment of its operation and devise its policies
in relation to the forces in that environment. The forces affecting
external environment of business are as follows:
The political environment of any region or state influences the event
to a larger extent. This environment is influenced by the political
organization, philosophy, government ideology, nature and extent of
bureaucracy and political stability. Event organizer may get various
concessions and benefits in hosting the event as per the local
government policies.

In today’s competitive world the majority of people have an urbanized

approach towards celebration. There are many community events
and festivals in the urbanised world, celebrating their character of life.
In India many festivals such as Durga Puja, Ganesh Chatutri and
Dusshera are celebrated with enthusiasm and local participation. This
leads to emergence of event management companies at local levels
who promote organization of events with a professional approach.

Technology is an important aspect in the world of special events, as

everything from planning to programming to great extents relies on
technological solutions. Internet provides new possibilities for
communication, information resources, and is an efficient marketing
tool. Staying current with technology is important for event managers
as consumers expect quick feedback from the organizers of events.
Changing generations and cultural diversity in many communities has
resulted in a shift of values, which implies both opportunities and
challenges for events. Diversity, unity, and equality is emphasised.
Environmental and globalisation awareness and quality are emerging
as important values for event management companies. In India various
events such as Jaipur Literature festival , various trade fairs and travel
marts promote the spirit of cultural synthesis.

Stakeholders are groups, organisations, and individuals who

have invested or keep an interest in the successfulness of an event.
Typical stakeholders of events are the organisers, sponsors, partners,
customers and the community Sponsors and partners supporting an
event, either by contributing financially or by providing in-kind support,
are also stakeholders. Guests and customers are stakeholders because
an event is organised for providing them a particular product, which is
commonly leisure, education, or other service. The local community
provides many resources for events, such as businesses, hospitality
services and public places, staff and volunteers.

The other forces affecting Event management are the people

interested in participating in certain events as performers, the media,
local tourism bodies, or providers of facilities and infrastructure for
instance. Moreover there can be local firms and businesses looking to
improve revenue through events.

An event management company‘s stability and profitability are

interdependent on its ability to quickly identify and respond to
changes in the external environment. Change is inevitable and having
the flexibility to deal with unexpected market mutations can mean the
difference between survival and extinction for an organization.
Organizing Events

Starting Point

Some questions that should be asked before embarking on any event

was suggested earlier, but this is an informal way of assessment. A much
more detailed investigation should be carried out for any large or high
budget events.

Step 1
The aims and objectives of staging the particular event must be
clearly identified and stated. Objectives should be SMART:

➢ Specific to the event.

➢ Measurable in statistical terms.
➢ Agreed (or achievable) by those involved.
➢ Realistic (or relevant) to the resources available.
➢ Timed around the event the event schedule.
Step 2
A feasibility study should be undertaken, asking questions (like those
earlier) in a much more factual way. It should examine the exact
methods of achieving the event and it should definitively identify any
possible sources of funding.
Depending on the level of the event, these two steps can be performed
in a variety of ways, ranging from consideration by a small informal
group to the engagement of specialist consultants. Investigations into an
event often have to be carried out over a short timescale. If the event is
found to be justifiable and worthwhile, the investigation should go on to
suggest how it can be achieved.
Feasibility (possibility)
What are you trying to do and for whom?
What benefits to the participants can
we build into our concept?
What are the various plans to achieve
this?
What are the pros and con‘s of each concept?
What is the best concept and how will you get there?

1. Finance and Budget

It is essential that all team members are awareness of what has to be
spent financially for planning and managing event. For a public event,
the financial matters become more complex the larger it is, involving
studies on financial feasibility based on various financial techniques
.Regardless of the complexity level, the financial plans need to match
the objectives of the event.
Budget items to consider:
 Staff time

 Marketing expenses (design fees,

printing, postage, etc.)Transportation
 Venue
 Guest accommodations (if applicable)
 Food and beverage
 Entertainment and recreation
 Audiovisual equipment and
production cost
  Security (Police) etc.
 Special needs (interpreters, etc.)
 Taxes and gratuities, service charges,
etc.
 Contingency fund for unanticipated,
last minute expenses

2. Sponsorships
Special events may attract sponsors if they have target
markets in common. Sponsorship is an effective tool
for promotion of products or services for businesses,
and they may get opportunity to be exposed in media.
Continuation grants from private foundations:
Funding from private foundations can be used to
support ongoing projects and programs.
 State funds
 Colleges/Universities
 Partnerships

3. Blueprint of function area

Finding the location and venue is important for the
development of the event. There may be several
attractive choices of venue, in which case the
organisers need to check each venue and spot which
of them matches the requirements of the event best,
is best priced, and is professionally managed.
Attention is to be paid to appearance and aesthetics,
sound, smell, and cleanliness of facilities and
equipment‘s.

 all entrances and exits

 Information centre
 paths used by vehicles
 paths for pedestrians only
 food and other stall holder locations
 stage and temporary structure locations
  seating arrangements
 shade and/or shelter
 emergency access routes
 entertainment sites ie rides, jumping castle
 toilet facilities
 waste bins/refuse sites
 first aid posts
 drinking water sites
 approved liquor consumption areas
 non-alcohol (dry) areas
 Security checkposts
 Power and lighting
 Sanitary facilities

Problem Solving and crisis management

How to Become a Better Event Problem Solver
1. Understand the issue. Whether it’s an attendee or supplier bringing up the issue,
make sure you fully understand it and all the ramifications before jumping in to solve
it.
2. Create a plan. Make sure everyone understands their role and deliverables in the
plan.
3. If you’re at fault, admit it. Don’t place blame or make excuses. Admit fault and
explain how it will be righted.
4. Implement and follow up. Not only do you want to solve the problem at that
moment but make a note to follow up. That makes an impression.
5. Becoming a Problem Solver by Deciding to Do So.

You’ll often hear people claiming to be ‘born problem solvers’. And it’s true,
some of us have a quick creative mind like that. They needn’t develop it or
change anything. It’s simply how their brain works. For the rest of us, we need
to cultivate a problem-solving mindset.
It’s like shopping in a large store and asking a clerk where an item is. Some
simply give you an aisle number while others take you there. The people who
take you there have to decide to get up from what they’re doing and help you.
Problem-solving at an event is the same way.
Becoming a problem solver doesn’t require you to jump into the middle of any
disgruntled situation, but it does mean finding solutions and giving up the shrug
of the shoulders.
 People who are good problem solvers:
 Understand the difference between fires and infernos when it comes to problems
and they address them accordingly.
 Are patient and creative.
 Enjoy helping and NEGOTIATING a good puzzle.
 Are naturally curious.
 Know what they’re doing.
 Tie all the laces so no one trips.

How to Solve Problems Quickly

One of the best things an event planner can do when it comes to problems is to
solve them thoroughly, yet quickly. A problem left unattended becomes a very
large issue because it compounds with the feelings of being ignored. Never let
someone feel ignored if you can help it. But how do you ensure that you handle
the problem with alacrity?

Risk/Crisis Management
Risk is the chance that something will go wrong. Event organizers often
think of risk in terms of safety and security, but risk is much broader than
that concept. It may include a cash-show crisis, a staff strike, poor
publicity or, of course, bad weather. The last of these is the event
manager’s greatest risk.

The following risks need to be considered if relevant to the event you are
planning.

A.) 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 in downtown salt Lake City,
killing one person and injuring more than 100.

The black, swirling cloud struck about 1 p.m. “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.

B) Financial Risk

Financial risk may involve unforeseen costs, lower than expected

revenue, high exchange rates, general decline in economic circumstances
and disposable income, fraud, fines, and cash-flow problems.

C) Legal Risk

Legal risks include disputes over contracts between the event

organizer and the client or between the event organizer and a
subcontractor. 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 terms of such things as reliable electricity supply and suitable
access for delivery 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.

D) Technology-Related Risks

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

are extremely reliant on computer programming and computer
networks operating successfully.For example, a problem with guest
registration 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 registration) is
his or her most 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.

E) Mismanagement

A successful event requires good management, detailed planning,

and soundinterpersonal relationships at all levels. Mismanagement can
prevent an event for reaching its objectives; so, too, can people related
problems, such as disputes at the top management levels, leading to the
dismissal of key personnel. Both are potentially serious risks.

F)Safety and Security Risk

Accidents, riots, terrorism, b o m b s c a r e s , and sabotage are all safety

and security risks.

G) Risk at Sporting Events

The risks associated with most community, commercial, and

entertainment events are largely financial; however, with sporting events,
there is the additional risk of dangers 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.

Leadership and Participant Management

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, facilitating efficient
work, energizing people, and celebrating successes.

The event must be extremely well planned, and the event leader must
concentrate on developing tools for organizing and controlling activities,
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.

Developing Leadership Skills

The two main dimensions of this model are task management and people
management, the basis for many other models used in organizational
behavior.

Task Management

Task management involves the skills of planning, organizing,

coordinating, and con- trolling work processes, using tools such as run
charts, organization charts, and checklists.

A)Plan
Planning is probably the most important aspect of event
management. It encompasses the development of policies and
procedures to cover all situations, from disputes over ticketing/seating to
summary 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 still
under construction, architectural drawings are used in logistics planning
to ensure, for example, that materials and equipment can be unloaded
and set up easily.
 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.

B)Organize

An organization chart enhanced with task lists is a useful tool for

providing everyone with a more accurate idea or roles and responsibilities
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 important
organizational task, particularly where paid or volunteer staffs are
required to man remote locations. Change form one role to another
during a shift can alleviate boredom and reduce feelings of inequity.

3)Control

Checklists are useful control mechanisms. They can be used be

used to check cleanliness, monitor the temperature of food, check for safety
or security risks, and to ensure that procedures are followed for setting up
and shutting down. A completed checklist is also intrinsically satisfying for
the person carrying our 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 everything is safe are invaluable.
Frayed carpets, loose wiring, and chairs stacked in fire exits an all be dealt
with using simple control tools, such as checklists.

People Management

In terms of people management, the three skills are 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 embarking 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 return the following day. Indeed, he or
she may not return from a meal break!

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

A) Information

Briefings before and after shifts provide the opportunity to

advise staff on the order of proceedings as well as to clarify issues of
concern. If a single important piece of information is left out and if
several hundred spectators ask the same question about it, it is frustrating
for everyone involved and a mistake that most event managers make
only once in their career. If staff understand why they are performing 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 customers,
regardless of their role at the event) also respond well to positive
feedback from guests and spectators.
B) Lead

Most event staff expects to have some fun at an event, and most
look forward to joining in the atmosphere. Positive actions on the part of
management (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 tack 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 customer. 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

expectations of his or her role, especially the more mundane tasks.
(Sometimes, jobs will be oversold and under delivered, or undersold
and over delivered.) This circumstance provides the opportunity for
the event manager to encourage the staff member to go beyond initial
expectations 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,
combined with a positive team spirit, are the outcomes of good
leadership.

C) Reinforce (making our team strong )

Positive reinforcement of key messages can enhance safety and
service, two essential responsibilities of the whole events team. 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. (REPEAT
BUSINESS)
In summary, event leadership is about the following;

➢ Planning for short-term assignments

➢ Organizing and simplifying work processes
➢ Developing checklists and of the control processes

Communication Strategies (of a Manager)

Verbal Visual Written Behavioral

(acting)
Briefings Photographs Training Material Videos
Meetings Displays Memos Working
practices
(demos)
Radio Conversations Models Letters Role Modeling
Whatsapp voice (Live shows)
messages
One-to one Demonstrations E-mail Nonverbal
discussion Mimes
Instruction Printed slogans Handbooks
Telephone Posters Staff
Conversations Videos Reports
Training Internet Information
bulletins
Source: Adapted from 5. 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
traditional 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(office)
➢ Busy, pressured, and high-stress roles in the midst

of the action And the team itself may include all of

the following:

➢ Contractors
➢ Volunteers
➢ Temporary workers/ students
➢ Committee members
➢ Police and other stakeholders
Differences between long-Term and short-term teams

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
Good satisfaction Tangible rewards
Empowerment Limited responsibility
Lifelong learning Limited

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 temporary teams. The differences are summarized in.
Not only is the event team temporary, but in is also, as a rule, extremely diverse.
The general approach to managing a diverse workforce is to assimilate everyone
into a strong organizational culture. When individuals share common codes of
behavior and communication, and when they solve problems in routine ways,
the positive benefit is consistency, and this can be achieved in the normal
organizational lifecycle. However, this is hard to achieve in the dynamic event
environment where there tends to be more 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 assimilate the team into a strong organizational, or group,
culture. Working with a diverse range of people with wide-ranging needs and
interests in inevitable.
Time 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 benefit
from the planning phases. An ability to develop instant rapport with new
people is also essential when time is limited.

Site and Infrastucture Management

Choosing the Event Site

Selection of an event venue must take the needs of all stakeholders

into account. Stakeholders include emergency service, 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 transformed into an interesting

place to have a party, it would have no essential services, such as electricity,
and would present enormously expensive logistical problems. An existing
event venue, such as a conference center, could more easily lend itself
to transformation using decoration and props.
Most venues and convention centers offer similar information on their
Web sites. Choose 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 and 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 service providers, such as caterers
➢ Technical support
➢ Venue management

An inspection of the site should reveal any limitations, the aspects

to consider including these Such as Hall Size and Capacity, Provided by
Venue Providers on the Internet

➢ Source
➢ 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 stakeholders

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 need that are fundamental to their success,
such as the level of intimacy with the audience (often the 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 level of lighting
and sound, as well as access. Catering and facilities are generally
secondary. Finally, from a management perspective, the venue must help to
minimize risks, such as an adverse weather, power failure, accidents, and
emergencies.

Infrastructure in the Community

For an organization’s information technology, infrastructure

management (IM) is the management of essential operation components,
such as policies, processes, equipment, data, human resources, and
external contacts, for overall effectiveness.

Infrastructure management is sometimes divided into categories of

systems management, network management, and storage management.
Infrastructure management products are available from a number of
vendors including Hewlett-Packard, IBM, and Microsoft.

Among other purposes, infrastructure management seeks to:

➢ Reduce duplication of effort

➢ Ensure adherence to standards
➢ Enhance the flow of information throughout an information system
➢ Promote adaptability necessary for a changeable environment
➢ Ensure interoperability among organizational and external entities
➢ Maintain effective
➢ Change management policies and practices

Although all business activities depend upon the infrastructure,

planning and projects to ensure its effective management are typically
undervalued to the detriment of the organization. According to IDC, a
prominent research firm (cited in an article in DMReview),
investments in infrastructure management have the largest single
impacton an organization’s revenue.

The infrastructure required for an Olympic Games if enormous,

airport facilities being a good example. Although Cape Town in South
Africa put in a bid for the 2000 Olympics, most agreed that the
infrastructure 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 or 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 considerations. 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.