EM-LESSON 2

8/6/2019 EM-LESSON 2

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EVENT

MANAGEMENT

Lesson 2



EXERCISE 1

EVENT

DEVELOPMENT

REPORT



LESSON 2

TYPES OF

EVENTS



DIFFERENT TYPES OF EVENTSDIFFERENT TYPES OF EVENTS

CONDUCTED BY AN ORGANIZATION.CONDUCTED BY AN ORGANIZATION.

1.1. COMPETITIVE OR NONCOMPETITIVE OR NON--COMPETITIVECOMPETITIVE

SPORT/ RECREATION EVENTS.SPORT/ RECREATION EVENTS.2.2. PROMOTIONAL EVENTSPROMOTIONAL EVENTS

3.3. CONFERENCES / SEMINARSCONFERENCES / SEMINARS

4.4. FUND RAISING EVENTSFUND RAISING EVENTS

5.5. RELIGIOUS EVENTSRELIGIOUS EVENTS6.6. SOCIAL EVENTSSOCIAL EVENTS



Irrespective of the type of event,

the skills required to manage anevent are much the same and only

the magnitude and complexity

differs.

Persons who are called

upon to manage an event

may acquire many titlesbut in this text for the sake

of simplicity they will be

called the Event Director



RISK ASSOCIATED

WITH EVENTS

An Event Director should engage in a continual

process of examination and review of their

existing events to ensure that the environmentis safe for participants, officials, volunteers

and spectators.

This process of examination becomes even more

important in the planning process for new

events.



A failure to assess the risks involved in

events can be disastrous as a result of:

1. Loss of reputation

2. Financial loss

3. Damage to facilities

4. Injury to players

5. Over-stressed workers

6. Loss of equipment7. Over-resourcing of one objective

leading to under resourcing of other

objectives.



The feasibility analysis should aim to

identify any risks such as:

� The sufficiency of lead time (years, months, weeks) to organize

the event

� The date of the event and whether it clashes with any other events that

may significantly effect the success of the event

� The budget and whether the event can be run without incurring a loss� The degree of support that can be gained from the community,

government and parent bodies.

� The sufficiency of resources such as equipment, manpower, finances

and facilities.

� The environmental impact and whether the event may cause a

disturbance to surrounding community, and cause traffic congestion,

waste, noise and lighting spillage

� The legal considerations such as permits, landholders permission,

alcohol licensing and fundraising regulations



It is the first and foremost duty of all EVENT

DIRECTORS to implement strategies to ensure thesafety and well-being of all event goers. This

responsibility even extends to a consideration of

the risks involved if parents who are spectator fail

to keep control of small children.

F or example: Small children may be injured in the

spectator stands by running and jumping from aisle

to aisle, step to step and seat to seat.

Therefore, it is necessary that an Event Director

should form a Health and Safety Committee/Group



Risks to health and safety

associated with events includes:

1. Surfaces that are not even, slippery, or have

potholes, and which may cause participants

or spectators to trip, slip and fall.

2. Projectiles that are used during an event

including balls, pucks, discuss, javelins

3. Obstructions that people may run into or hit

the head on

4. Food hygiene

5. Competitive violence resulting to fight,

abuse, harassment



Accidents resulting in injury are frequentin events. Event Director will not be

held responsible provided that a

reasonable attempt to identify risks hasbeen made, and strategies have been

put in place to mitigate these risks.

In short, the Event Organizing Committeeneeds to be seen to have done a

reasonable job in risk management.



CONTINGENCIES

Contingency Planning is a vital aspect of any

event management. Even the best made

plans are unlikely to ensure that nothing

goes wrong. When a major problem doesoccur event organizers are expected to be

able to react quickly and appropriately.

This ability to react stems from anticipatingemergencies, accidents and problems,

formulating plans and training staff in what

must be done.



Common problems in eventsProblem Cause / Contingency Plan

Failure of

publicaddresssoundsystems

May be caused by people tripping over wires, faultyequipment, faulty electrical connections, missingcomponents.

Contingency plans:yHave a back up sound systemyInclude people with skills to fix such equipment inevent management team



Failure of VIP's toarrive ontime

Visiting dignitaries often have multipleresponsibilities most of which are far moreimportant than their appearance at an event tomake a speech or presentation. They may cancel atthe last moment.

Contingency plans:

yMake plans and instruct staff to continue theevent programme rather than delay it

yIdentify and use other people in the eventmanagement team or other guests who can stepinto to make a presentation if necessary



Inclementweather

Particularly affects outdoor events.

Contingency plans:

yIn the event of a sudden downpour ensure there isadequate shelter for all otherwise people will start

going home and won't come back even if the skiesclear

yMake plans to relocate activities to sheltered areas orto alter the event program to salvage the day if possibleyHave contingency insurance for your event if there is

much at stake financially



Eventstaff whogomissing

There is always likely to be occurrences of event staff that go missing temporarily from their station. Causesmight include a chance meeting with an old friend,treatment of an injury, confusion over times and placeswhere they are supposed to be, and toilet andrefreshment breaks.

Contingency plans:Have a person designated in the event managementteam as a "Troubleshooter" whose job is to continuallymove about the venue looking for such problems.

Roster more staff than are actually needed so thatthere are a few "spares" that can be assigned topositions anywhere.



Breakagesand otherlosses

Breakages and losses could include competitionequipment, electrical equipment and lighting,trophies, event paperwork, canteen equipment andsupplies, keys, money and many other items.

Contingency plans:yKeep spares and back-up systems

yRoster on a "troubleshooter" who detect theseproblems as early as possible

yRoster on other surplus staff whose job it is tocontact supplies, run out to stores and/or moveabout the venue to find items

EM-LESSON 2

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Transcript of EM-LESSON 2