EM-LESSON 2
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Transcript of EM-LESSON 2
8/6/2019 EM-LESSON 2
http://slidepdf.com/reader/full/em-lesson-2 1/18
EVENT
MANAGEMENT
Lesson 2
8/6/2019 EM-LESSON 2
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EXERCISE 1
EVENT
DEVELOPMENT
REPORT
8/6/2019 EM-LESSON 2
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LESSON 2
TYPES OF
EVENTS
8/6/2019 EM-LESSON 2
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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
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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
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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.
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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.
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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
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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
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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
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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.
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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.
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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
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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
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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
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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.
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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
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