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LINKING ADMINISTRATION,

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COORDINATION, MARKETING &
RISK MANAGEMENT

A Taste of Event Organizing

Management Jonam Tabuzo-
Valeza
EXPECTATIONS
“If we don’t live together, we’re
gonna die alone. If we want to
survive, we better start
organizing!”
-Jack (LOST)
 People are turning to event
management because it allows them
to combine PEOPLE, TRAVEL,
CREATIVITY AND IN/TANGIBLE
REWARD of seeing a project through
completion into a satisfying and
rewarding career.
DEFINITIONS
 DEFINITION
 Profession that requires public assembly for
the purpose of celebration, education,
marketing and reunion. – (Goldblatt, JJ)
 Phenomenon arising from those non-routine
occasions w/c have leisure, cultural,
personal or organizational objectives set
apart from the normal activity of daily life
whose purpose is to enlighten, celebrate,
entertain or challenge the experience of a
group of people. – (Shone & Bryn Pery)
STAKEHOLDERS
 Individuals or organizations financially,
politically, emotionally, or personally
invested in an event.

–Gold Blatt
KINDS OF
EVENTS
KINDS OF EVENTS

 VERNACULAR

 THEMED
TYPES OF
EVENTS
 TYPES OF EVENTS
 LEISURE– leisure, sports, recreation
 PERSONAL – weddings, birthdays,
anniversaries
 CULTURAL – ceremonial, sacred,
heritage, art, folklore
 ORGANIZATIONAL – commercial,
political, charitable, sales
TOOLS
 PEN

 MOBILEPHONES

 TELEFAX

 TWO-WAY RADIO
 INTERNET

 MICROSOFT PROJECT
 MICROSOFT OFFICE OUTLOOK
4
Foundation for Success

Pillars
FOUR PILLARS
EVENT MANAGEMENT

T F T H
E
I U
I C
N M
M H
A N A
E
N O N
L
C
O RESOURCE
E
G
FOUR PILLARS OF E.M.

EVENT MANAGEMENT
T F T H
E
I I U
C
N M
M H
A N A
E O
N N
L
C
O RESOURCE
E G
FOUR PILLARS OF E.M.
 Budget your time and relate this budget
directly to your financial and personal
priorities.
 Determine by analysis or your overhead
what your time is worth hourly.
 Make a list of tasks to complete the next
day before you leave the workplace or go to
bed.
 Determine whether are meetings are
essential and the best method of
communicating information.
FOUR PILLARS OF E.M.
5. When receiving phone calls, determine if
you are the most appropriate person to
respond to the caller.
6. Upon opening mail of facsimiles, handle
each time only once.
7.Prepare a written agenda for every meeting,
no matter how brief.
8.Establish a comprehensive calendar that
includes the contact info.
9.Delegate non-essential tasks to capable
assistant. Clone yourself.
Overv
iew
3 MAJOR STAGES OF EVENTS
RESEARCH

PRE-EVENT DESIGN

PLANNING

EVENT PROPER COORDINATION

POST-EVENT CLOSEDOWN

EVENT MANAGEMENT PROCESS

OVERVIEW

DESIGN
RESEARCH

PLANNING

CLOSEDOWN
COORDINATION
Resea
rch
RESEARCH
RESEARCH

PRE-EVENT DESIGN

PLANNING

EVENT PROPER COORDINATION

POST-EVENT CLOSEDOWN

EVENT MANAGEMENT PROCESS

RESEARCH

1. QUALITATIVE
2. QUANTITATIVE
3. MIXED
RESEARCH
 7 W’S
2. WHAT
3. WHY
4. HOW MUCH
5. WHO
6. HOW
7. WHEN
8. WHERE
RESEARCH
SWOT ANALYSIS

S = Strength
2. Strong Funding
3. Well-trained staff
4. Event is well respected by media
RESEARCH
SWOT ANALYSIS

W = Weakness
2. Weak funding
3. Small human resource
4. Poor public relation history
RESEARCH
SWOT ANALYSIS

O = Opportunities
 Simultaneous celebration of a congruent
event
 Timing of event congruent w/ future
budget allocation
RESEARCH
SWOT ANALYSIS

T = Threats
2. Weather
3. New board of directors leading an event

*Tip:
Identify each factor if external or
internal.
Desig
DESIGN
RESEARCH

PRE-EVENT DESIGN

PLANNING

EVENT PROPER COORDINATION

POST-EVENT CLOSEDOWN

EVENT MANAGEMENT PROCESS

DESIGN
BLUEPRINT TO SUCCESS
BRAINSTORMING & MIND MAPPING
Rules:
1.There are no bad ideas.
2. Go back and reread Rule # 1.

BLUEPRINTING OF THE EVENT

 incorporate W’s
 PERFECTLY matching the goals and objectives
of the event
DESIGN
CREATIVE INFLUENCES
Caterer
Financial Marketer
Manager

Event
Decorator Manager Writer

Graphic Entertainment
Artist Manager
Musical
Contractor
DESIGN
FINANCIAL OBJECTIVE

2. Profit-oriented
3. Break-even
4. Loss
DESIGN
BUDGET IS BASED ON:
 Marketing projections
 General history of previous identical or
similar events
 General economy and your forecast for
the future
 Income expenses you reasonably believe
you can expect with the resources
available (+ ROI)
DESIGN
BUDGET IS BASED ON:
5. Type of Financing:

A. GOVERNMENT
B. PRIVATE/PUBLIC SPONSORSHIP
f. Borrowed
g. Prepayments

h. Existing

i. Sponsorship
 DESIGN
SOURCES OF INCOME
2. Advertising
3. Concession sales
4. Donations
5. Booth rental fees (exhibit/exposition)
6. Gifts in kind
7. Sponsorship
8. Vendor commissions
DESIGN
SOURCES OF INCOME
8. Grants and contracts
9. Interest incomes from investments
10. Merchandise fees
11.Registration fees
12. Ticket sales
 DESIGN
EXPENSES
2. Advertising
3. AVP
4. Labor fee/salary
5. Reimbursements
6. Rentals
7. Marketing collaterals
8. Decorations
9. Food and beverage
10. transportation
DESIGN
FINANCE
 ADDITIONAL REVENUE

 FUNDING
DESIGN
COMMON BUDGETTING MISTAKES
 Ignoring objectives of the event when
setting the budget
 Plucking figures out of the air before
finding out how much the event is going to
cost
 Not involving everyone concerned in the
budget preparation and failing to identify
the full range of costs accurately
 Being over-optimistic about the demand for
the event or failing to find a venue with
enough capacity
DESIGN
COMMON BUDGETTING MISTAKES
 Overlooking subsidiary issues such as
costs of ensuring safety & security, tax, etc
 Not having enough capital or start-up funds
to get the event off the ground, given the
need for deposits or advance payments of
various kinds
 People spending money but not getting
receipts or invoices so the money is
unchecked & have no control evidence that
they actually spent it
DESIGN
LOGISTICS
SIZING THE EVENT
2. Total # of persons X Sq. Feet required

Ex: 50 couples
X 10 sq. ft. per couple
500 sq. ft.
DESIGN
LOGISTICS
SIZING THE EVENT
2. Subtract total # of Sq. Feet required from
total space available

Ex: 1,000 sq. ft. available for dance floor

- 500 sq. ft. required by couple
500 sq. ft. available for props, tables,
chairs, equipments
DO NOT do in ESREVER!!
DESIGN
LOGISTICS
 DETERMINE IN ADVANCE THE GOALS &
OBJECTIVES OF THE EVENT & MATCH
THE LOGISTICAL REQUIREMENTS TO
THESE OBJECTIVES

 DETERMINE DEMOGRAPHICS
DESIGN
LOGISTICS
SECURITY
TRANSPORTATION & PARKING

EVENT PROPER
ENTRANCES & RECEPTION AREA
FUNCTION AREAS
INNOVATIVE SITES
Ex: Amenities & furnishings
Edible centerpiece and displays
DESIGN
The HUMAN DIMENSION
 must not only know where your human
resources will come from but how they
will be rewarded (financially or through
intangibles such as awards &
recognition).
 Most importantly, know how much they
will work as an efficient team.
DESIGN
The HUMAN DIMENSION
EVENT ADMINISTRATION
 DEVELOPMENT OF POLICIES &
PROCEDURES
 DEVELOPMENT & IMPLEMENTATION THE
EVENT PLAN
 MANAGEMENT OF TIME & HUMAN
RESOURCE
 MANAGEMENT OF FINANCES

 EVENT LEADERSHIP
DESIGN
DEV’T OF ORG STRUCTURE
ORIGIN OF THE EVENT IDEA

CREATION OF INFORMAL ORG/COMMITTEE

EMERGENCE OF LEADERSHIP STRUCTURE

ESTABLISHMENT OF FORMAL ORG/COMMITTEE

PROFESSIONALIZATION
 DESIGN
ORGANIZATIONAL CHART
EVENT MANAGER

ASSISTANT
EVENT MANAGER

MARKETING FINANCE HUMAN SECRETARIAT

OFFICER OFFICER RESOURCE OFFICER
OFFICER
DESIGN
LEADERSHIP STYLE
 DEMOCRATIC – effective during Design
to Coordination
- excellent approach for facilitating
discussions, conducting focus groups &
building consensus as you assemble
your stakeholders

Listening and facilitation are hallmarks of

democratic event leadership.
 DESIGN
LEADERSHIP STYLE
2. AUTOCRATIC – should only be used
sparingly and when time is of essence
3. LAISSEZ-FAIRE – least use because it
requires a team with skills in equal levels
therefore the event manager does not have
to facilitate to ensure that the goals are
being achieved.

Beware the laissez-faire event manager!!

S/He may be unskilled and is trying to transfer
his/her incompetence to the entire event team.
DESIGN
POLITICS As Usual
 Itis essential that you carefully research
the permit process to determine if the
event you have designed is feasible
according to the code within the
jurisdiction where the event will be held.
DESIGN
DEVELOPING SPONSORS
 DETERMINE A FINANCIAL LEVEL OF
SPONSORSHIP REQUIRED
 REVIEW TRADE JOURNALS
 REVIEW LOCAL BUSINESS TABLOID IN
THE AREA
 NETWORK WITH ADVERTISING &
PUBLIC RELATIONS OFFICERS
 CONDUCT FOCUS GROUP WITH
PROSPECT SPONSORS
 SELLING SPONSORSHIP
1. Describe the history of the event
2. Include the capability statement about
your organization’s resources
3. Incorporate testimonials & references
from other sponsors
4. Describe the benefits & features that
sponsor will receive
5. List all financial responsibilities that the
sponsor must accept
 SELLING SPONSORSHIP
6. Describe any additional responsibilities
that the sponsor must accept
7. Describe how you will chronicle the
sponsorship activity
8. Include a time and date for acceptance of
offer
9. Include a provision for renewal of
sponsorship
10. Include an arbitration clause in case you
and the sponsor disagree regarding
sponsorship activities
DESIGN
FEASIBLE?
 Feasibility
– you have looked at the event
design objectively to determine if what
you propose is feasible given the
resources available.

 This is the final checkpoint before the

actual planning begins therefore must be
given adequate time for review.
DESIGN
APPROVAL PHASE
 The approval process may be as simple
as an acceptance by the client or as
complex as requiring dozens of
signatures from various city agencies that
will interact with the event.
 View it as a milestone that once crossed
assures you that the plan has been
reviewed and deemed reasonable, feasible
and has high likelihood-to-succeed ratio.
Planni
ng
PLANNING
RESEARCH

PRE-EVENT DESIGN

PLANNING

EVENT PROPER COORDINATION

POST-EVENT CLOSEDOWN

EVENT MANAGEMENT PROCESS

EVENT STRATEGIC PLANNING
 Provides definition for event stakeholders
of steps, people, time frame and other
critical elements needed to ensure that
event reaches a successful outcome.
PLANNING
 Longest period of time in the event
management process
 Disorganization is best describe by
frequent changes resulting from
substitutions, additions or even
deletions due to poor research and
design
PLANNING
TIMING
 EVENT TIMELINE – tracks that your Event
Train will travel to reach its successful
destination. This also includes the written
major decisions that will be included in
the event from the beginning of research
to final tasks involved in the evaluation.
 EVENT TIMELINE SUMMARY

PHASE TASKS RESPONS START END

IBLE DATE DATE &
PERSONS & TIME TIME

RESEARCH Collect & analyze

3 years of event
history.
Review
comparable
events.
DESIGN Brainstorming
and designing
 EVENT TIMELINE SUMMARY
PLANNING Meeting
Meeting
Meeting
Meeting
COORDINATION Distribute final
production
schedule
EVALUATION Analyze survey
results
Report
Recommend
PLANNING
SPACE
 Refers to both physical space where
the event will be held and the time
between critical decisions pertaining
to the event
PLANNING
TEMPO
 The rate at which events take place during
both production planning and the event
itself.
 Establishing the proper tempo is not an
exact science. Rather, like a conductor of
an orchestra, you must allow your
personal taste, energy and experience to
guide you as you speed up or slow down
the tempo as required
PLANNING
GAP ANALYSIS
 Thisinvolves taking a long, hard look at
event elements and identifying significant
gaps in the planning that could weaken
the overall progression of the plan.

 Ex. Outdoor event in Miami beach in

September. September is a month for
hurricane season.
PLANNING
EFFECTIVE EVENTS
 Timing – how much time you have on
which time to act or react
 Space – both physical space where
event will be held and the time between
critical decisions pertaining to the event
 Tempo – rate at which event take place
during both production planning and the
event itself
PLANNING
PLANNING PROCESS
1.OBJECTIVES
2.DRAFT OUTLINE
A. ENVIRONMENTAL SCANNING
a. competition
b. problems
c. precedents/similarities
d. stakeholders
PLANNING
PLANNING PROCESS
2.DRAFT OUTLINE
A. ENVIRONMENTAL SCANNING
B. INFO GATHERING
a. dates
b. cost & revenue
c. venue
d. staffing
 PLANNING
PLANNING PROCESS
3.SYSTEMATIC DETAILED PLANNING
A. FINANCIAL PLAN
B. OPERATIONAL PLAN
C. MARKETING PLAN
4.REFLECTION – discussions of plans
5.ORGANIZING & PLANNING OF EVENT
6.COORDINATION - operation, control & action
7.DIVESTMENT/LEGACY – evaluation & hand-
over
PLANNING
IN A MEETING
 Welcome & introduction of members
 Review goals & objectives
 Review critical dates
 Reports from team members from pre-
work
 Discussion of event pre-production
schedules
 Consensus regarding preproduction
schedules
 Discussion of event production
PLANNING
IN A MEETING
8.Consensus regarding production
schedules
9.Final review of plan to check for any
illogical elements, gaps, oversights, etc
10. Adjournment
CONFIRMING VALIDITY,
RELIABILITY & SECURITY
 GRANDMOTHER TEST – show the plan to
those stakeholders who were not directly
involved in the planning process
Coordina
tion
COORDINATION
RESEARCH

PRE-EVENT DESIGN

PLANNING

EVENT PROPER COORDINATION

POST-EVENT CLOSEDOWN

EVENT MANAGEMENT PROCESS

COORDINATION
SYNERGY
Caterer
Financial Marketer
Manager

Event
Decorator Manager Writer

Graphic Entertainment
Artist Manager
Musical
Contractor
COORDINATION
TIME ELEMENT
 EVENT TIMELINE

 PRODUCTION SCHEDULE
IMPORTANCE OF TIMELINE –
PRODUCTIVITY TOOL
 Requires the event manager to schedule
every element involved in an event
systematically and logically
 Provides a unique, comprehensive
communication tool for the use of other
team members
 Enables external stakeholders such as
police, fire, security & medical to stay
informed regarding event operations
IMPORTANCE OF TIMELINE –
PRODUCTIVITY TOOL
 Easily distributed to internal and external
stakeholders via computer modem for
quick updates
 Provides as accurate historical
accounting of the entire
COORDINATION
EVENT ENVIRONMENT
 HUMAN RESOURCES
 TECHNICAL RESOURCES

 SUPPLIERS

 ATMOSPHERE

 PARTICIPANTS

 SPECTATORS
COORDINATION
VENUE/SITE
RE-INSPECTION

 Rechecking the list

 Remapping

 Site Analysis
COORDINATION-THE LIST
5 square feet per person

G – Guest
 C – Control

 P – Professional Greeters
COORDINATION-THE LIST
AMENITIES
 BANNERS

 LIMOUSINE SERVICE FOR VIPs

 UPGRADE TO SUITES AVAILABLE

 VIP FLOORS OR CONCIERGE

 DELIVERIES FOR GUESTS

 PAGING SYSTEM

 OFFICE OF ORGANIZERS & STAFF

COORDINATION-THE LIST
PHYICALLY-CHALLENGED
GUESTS
 SPECIALFACILITATORS
 STRATEGIC SEATS & WAYS
COORDINATION-THE LIST
CAPACITY
 FIREMARSHAL APPROVED
 PARKING

 EXPOSITION BOOTHS

 STORAGE

 TRUCKS & VEHICLES

 RESTROOMS
COORDINATION-THE LIST
CATERING
 W’S
COORDINATION-THE LIST
EQUIPMENTS
 TECHNICAL RESOURCES
 TABLES, SEATS

 COLOR OF VENUE & SKITTING COLOR

 LIFTS
COORDINATION-THE LIST
FINANCE
 COMPLIMENTARY RATIO
 GUARANTEE POLICY

 REVIEW OF FOLIO
COORDINATION-THE LIST
VENUE LOCATION
 DISTANCE TO NEAREST TRANSPO
 WEATHER

 DISTANCE TO NEAREST RESCUE

 DISTANCE TO SHOPPING &
RECREATIONAL ACTIVITIES
COORDINATION-THE LIST
ACCOMMODATIONS
 ENOUGH SLEEPING ROOMS
 IF THERE ARE NONE, THEN VENUE MUST
BE NEAR LODGING ESTABLISHMENTS
WITH SHUTTLE SERVICE
COORDINATION-THE LIST
MEDICAL ASSISTANCE
# OF STAFF TRAINED IN FIRST AID/CPR
 FIRST-AID AREA

 AMBULANCE SERVICE

 FIRE EXITS
COORDINATION-THE LIST
UTILITIES
 ELECTICALPOWER CAPACITY
 POWER DISTRIBUTION

 WATER SOURCE

 WATER & ELECTRICITY BILLING

COORDINATION-THE LIST
REGISTRATION
 EVENT MATERIALS
 EXPRESS LANE FOR VIPs

 DIRECTORY
COORDINATION-THE LIST
REGULATIONS
 CIVIL
DEFENSE VENUE
 PROHIBITED SUBSTANCES & WEAPONS

 PERMITS & DOCUMENTS

COORDINATION-THE LIST
SECURITY & SAFETY
 WELL-LIT EXTERIOR & INTERIOR AREAS
 FULL-TIME SECURITY TEAM

 COMMUNICATION SYSTEM

 FIRE SPRINKLERS

 ALARM SYSTEM

 CONDITION OF FLOORS
COORDINATION
OPERATIONAL CONFLICTS
 LATE ARRIVAL – maintain cellphone
numbers & determine their location

 MULTIPLE VENDORS ARRIVING

SIMULTANEOUSLY – sequence arrivals in
logical order
Closedo
wn
CLOSEDOWN
RESEARCH

PRE-EVENT DESIGN

PLANNING

EVENT PROPER COORDINATION

POST-EVENT CLOSEDOWN

EVENT MANAGEMENT PROCESS

 CLOSEDOWN
EVALUATION & LEGACY
EVENT CLOSEDOWN

ADMINISTRATIVE PHYSICAL EVALUATION &

COMPLETION CLOSEDOWN RECOMMENDATION
CLOSEDOWN
PHYSICAL CLOSEDOWN
 EVENT FINISHES
 PUBLIC LEAVE

 CASH UP

 Cleaning begins • Removal of

Structures
 Boxing • Site Restoration
 Bumpout Equipment/Utilities

 Waste Disposal
EVALUATION
TYPES
 QUANTITATIVE
 Scales
 Target market profiles
 Attendance statistics
 Financial report & accounting

 QUALITATIVE
 Visitor perceptions
 Questionnaires (exit survey)
 Chats & interviews
 Social impact analysis
PURPOSE OF
EVALUATION
PURPOSE OF EVALUATION
 Theremight be activities that went well
but could be strengthened further.

 Thereare activities that went well in such

a way that they are best left untouched.

 Thereare activities went badly and that

need sorting out.
TOOLS FOR EVALUATION
 WRITTEN SURVEY –
 Monitor – a trained person who will
observe an element of the event and
provide both written and verbal feedback
to the event manager
 Phone or mail survey –

 Pre and Post Event Survey-

EVALUATION
MOST STATED PROBLEMS
 EXITCONGESTION
 GENERAL CONGESTION

 PARKING

 CATERING

 SEATING

 PRINTED PROGRAMME
s
Laws
Ethics
 EVALUATION
MORALS, LAWS & ETHICS
 BREACH OF CONFIDENTIALITY
 GIFTS VS. BRIBES
 SEXUAL HARASSMENT
 STAFF MEMBERS SOLICITING CLIENTS
FROM PREVIOUS EMPLOYMENT AT NEW
PLACE OF EMPLOYMENT
 TAKING CREDIT FOR OTHER’S WORK
 THEFT OF IDEAS BY CLIENTS’ OR
COMPETITORS
 SUPPLIERS ACCEPTING WORK FROM
CLIENTS
EVALUATION
MORALS, LAWS & ETHICS
 UNDERGOUND WORK
 UNDOCUMENTED AGREEMENT

 IMPROPER PROMOTION OF SERVICES

 SUBMITTING PHOTOS OF EVENTS AS

EXAMPLE OF YOUR WORK
SOURCES
 Catherwood, Dwight. Complete Guide to
Special Event Management
 Goldblatt, Joe Jeff. Special Events: 21st

Century
 Shone, Anton. Successful Event Management

 Supovitz, Frank. Sports Management &

Marketing
 Tarlow, Peter. Event Risk Management &

Safety
E – EXTRACT
V – VALUE with Every decision
you make must
E – EVERY provide greater
value for the
N – NEW overall event
outcome.
T – THRUST
Make your
every day an
“event” day!
Jonam Tabuzo-
Valeza
~ DIOS MABALOS!