For managing an events and services.

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Free Powerpoint Templates
Events
Management
Services

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This unit applies to individuals
managing events in any industry
context, but it is particularly relevant to
the cultural, community, hospitality,
sporting and tourism sectors.

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Prepare For On-Site Management
It involves meeting the needs of the event
participants or performers. These may be
exhibitors, athletes, speakers, players or
talent. The customers may include the
audience, spectators, visitors, ticket holders,
delegates or media.
The organizer needs to develop plans and
procedures for on-site management based on
an assessment of overall event requirements
and to collate materials to facilitate effective
on-site management.

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Travel and Accommodation Arrangements
Speakers, athletes and entertainers sometimes come from
distant locations and their travel arrangements need to be
organized, allowing for sufficient time for delays or missed
connections. It would be most embarrassing for the event
manager if the star of the show was still at the airport
once the audience was seated. Accommodation bookings
during a peak festival period are hard to come by and the
performers need the best of these offerings, as close to the
event venue as possible. Most major performers and
players travel with a lot of equipment, some of which is
potentially unsuitable for use with local electrical and
other services, thus presenting further logistical
challenges.

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Technical Requirement
Meeting technical specifications for technological and
other equipment is another aspects of services
management. The event manager generally has the role
of organizing all technical elements, including design,
scheduling, staging, sound, lighting, audio visual,
entertainment and décor for the production aspects of
the event. The stage is replaced by the field of play for a
sporting competition and there are quite different
specifications for the preparation of football fields and
race tracks. In most cases, sporting venues are
specialists in this area. The bigger challenges occur
when a sporting stadium is used for a music event or
other untested event.

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Accreditation
Accreditation badges limit access to various
parts of an event site. For major events it is
quite common for staff to undergo police
security checks and for them to wear photo
identification on the lanyard. Once the
system is in place, it is then necessary to post
a security guard or volunteer at each entry to
a zone.

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Bump – In and Rehearsal
The bump-in and rehearsal process for performers
(singers, speakers) or participants (athletes, cheerleader,
etc.) needs to be as smooth as possible, so that these
participants can give their best performance. This is
scheduled and run by the production team. All
participants need to be briefed on their rehearsal
schedules and the event program. The event is usually
“called” by the event producer and the stage manager
executes these instructions, making sure people appear
on stage at a correct time. All production elements need to
be run on cue, including lighting, sound and visuals. A
green room or change room should be provided for the
performers.

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Security
Security staff play a role in both areas of the event,
behind the stage area and on front house (FOH).
Protecting talent, sponsors, VIPs and dignitaries is
essential and once again accreditation processes
come into play. Security also acts at the interface
between the stage or field and the audience,
watching for crowd-related problems. A security
plan, which links with an emergency plan, is
developed by the event manager in conjunction with
venue/site management, security management and
local authorities such as police, fire brigade and
ambulance services.

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Booking and Ticketing
Most tickets to larger events are
sold on the internet or through
ticketing agencies, bringing a whole
range of efficiencies to booking and
allocating. A streamlined booking
process is absolutely essential for
all events, both commercial and
not-for-profit.

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Registration/ Entry
With the advent of remote scanning devices,
runners can now wear microchips that have their
identity code and finishing time recorded as they
pass the start and finish line.
For events such as exhibitions where visitors either
register to pay, this process must be carefully
planned to avoid delays and frustration. Where
visitors register, the data to be collected must be
agreed with the client.

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USHERING
Security staff, volunteers and ushers
all have the role of greeting visitors to
an event, and they play an important
role in customer service.

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FUNCTIONAL AREAS
While the division of responsibilities, into
different functional area has been
discussed in previous chapter, it is
useful to review the roles of these area,
know in most other businesses as
department. Each of these functional
areas develops its own policies,
procedures and performance standards.

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PROCUREMENT AND STORES
• This area is responsible for purchasing, storage
and distribution of all products required for the
event. Such item may include radios,
computers, sound equipment and drapes, and
these are often hired from specialist suppliers.
• One of the main roles for this functional area
during an event is the supply of event
merchandise to the sales outlets.

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MARKETING
• In the lead-up to an event, this
functional area is responsible for the
overall strategy for product, pricing
and promotion. As the event draws
near, image, sponsor liaison and sales
promotion become priorities.

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TICKETING
• The ticketing area looks after ticketing in
the lead-up 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 organization. For most profit
making events, the ticketing function is
managed wholly by a major ticketing
organization.

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REGISTRATION
• Most sporting events and exhibitions,
particularly those with large numbers
of participants or visitors, need a
functional area to manage the
registration of participants in the race
or other event. This involves completion
and processing of relevant forms by
participants, as well as
acknowledgement that participation is
at their own risk.

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MERCHANDISING
• The merchandising area is responsible
for the sale of merchandise, ranging
from caps and posters to CDs and
DVDs. The range is frequently
extensive and is sometimes advertised
on the internet. Merchandising is
usually subcontracted to one or more
firms.

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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.

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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

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TECHNOLOGY
• Networks linking different reporting
systems can be developed to include
those for sales of tickets and
merchandise, registration of attendees
and athletes, and recording of results,
as well managing rosters and payroll

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MEDIA
• This function area deals directly with
the media, and during an event it
needs to be constantly informed of
progress. If a negative incident should
occur, it is the unit the writes the
press releases and briefs the press. it
also manages media interviews with
the stars or athletes.

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Community Relations
This functional area is only represented
when there is significant community
involvement, for example, at non-profit
events or those with a social or
environmental impact.

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Staffing
• As the event approaches, the staffing
area looks after training, uniforms,
rosters and other schedules, and staff
meal vouchers. Recognition of their
efforts is needed to ensure that all are
retained to the end of the event,
particularly if the event runs over
several days and fatigue is factor.

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Services & Information
• The provision of the guest services &
information to the event audience is
obviously at its peak during the event,
requiring staff to be extremely
knowledgeable and resourceful. Most large
event venues and sites can be confusing to
the audience, so a clear traffic flow for
ingress and egress, as well as routes, areas
and facilities, should be planned with clear
sign-posting.

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Cleaning & Waste
Management
• Very often this function rests with
venue staff who undertake cleaning as
a routine operation before, during and
after an event. For larger events, such
as street festivals, the local council
may ask current contractors to
expand their role for the period of the
festival.

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Catering
• Venue catering is outsourced to a catering
company and there are is generally a long-
standing contract in place with that company.
Sometimes, however, a decision needs to be
made as to whether to employ one caterer to
take on this role of several caterers, each
offering different types of cuisine or beverages.
Most often organizers leave this area to
catering professionals. A food and beverage
manager is often employed to oversee this
aspect for complex events.

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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 concern of this
functional area.

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Production
• Matthews (2008) points out that the term
‘event producer’ can be used
interchangeably with a ‘event manager’;
however, ‘producer’ generally refers to the
role of coordinating and executing the
technical side of the event: the production.
This team usually comprises several
specialist staging contractors.

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Sports Operations
• All aspects of a sporting competition,
including results management and
award ceremonies are managed by
sports operations.

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Medical
• The medical functional area provides
first aid to both attendees/spectators
and performers/athletes. In some
cases, this area is responsible for drug
testing.

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Monitor Event Operations
Murphy’s laws says that if something
can go wrong it will! Here are some
things that can go wrong, and have gone
wrong, in the event business:

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 All volunteer contact details & rosters are accidentally
deleted two days before the event.
 The sprinkler come on during an outdoor cocktail party.
 The speaker is so short she cannot be seen behind the
lectern.
 There is no accessible toilet for someone in a wheelchair.
 Fans find their way into the VIP area.
 Beer runs out.
 Children vomit in public.
 The ATM is stolen.
 The seat numbers are so faint they can’t be read.
 The prawns are left out overnight.
 The toilets get blocked.

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• The event manager’s role is to monitor
event operations through observation and
appropriate communication and control
mechanism and to identify and analyze
operational problems, such as the need
for additional services, as they arise and
take prompt action to address them.

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If all reasonable ‘what if’ questions have been
answered, then there will be fewer problems to deal
with. Common deficiencies and discrepancies for
business events may include:
 incorrect room set-ups
 incorrect staging
 faulty or unavailable technical equipment
 lack of equipment to manage displays and
signage
 shortage of food and beverage
 insufficient or dirty toilets
 inappropriate space in registration areas.

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Of these, the importance of sufficient
food and beverage promptly served
cannot be overstated. Nothing upsets a
business client more than a long queue
that leads to an almost empty banquet
table.

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Oversee Event Breakdown
When the event is over, the event manager has to ensure that
event breakdown (bump-out) is completed according to
contractual arrangements. This may involve supervising
packing and removal of items (not before the audience leaves)
and liaising with venue and site personnel to check the site
before leaving, particularly making sure that everything has
been turned off, lost property logged and a full inspection of
any damage conducted. It may be necessary to debrief
operational staff and contractors, with a view to future
operational and service improvements. For major events, the
legal team is the last to leave the building as they have to deal
with outstanding issues such as claims for compensation.