It remains the only textbook that defines the concept of knowledge in the context of event management and places it at the center of professional practice, focusing on the role of the event manager and his varied responsibilities at each stage of the event planning process. Triple Top and Triple Bottom Line 169 7 EVENT PLANNING MODEL: EVENT.
CONTRIBUTORS
PREFACE TO THE SECOND EDITION
This text focuses on sport, recreation and tourism event management and emphasizes the complex role of an event manager as a facilitator. An event manager's training must therefore be diverse and extend to areas that are outside the focus of this text.
ACKNOWLEDGEMENTS
TRADITIONAL AND NICHE EVENTS IN SPORT, RECREATION AND TOURISM
Many special events are progressive hybrid events that generally derive from the roots of a traditional event. However, a general estimate is that millions of traditional and special events are organized each year around the world.
CHAPTER QUESTIONS
4 Describe three niche events that you host in your area and explain the characteristics that make them niche events rather than traditional events. 7 What the double growth of traditional and niche events means for the field of event management.
THE CONCEPT OF KNOWLEDGE IN EVENT MANAGEMENT
Apply your definition of knowledge to any of the areas of sports, recreation or tourism event management. Event Management Knowledge = The synergy of general knowledge and advancing knowledge in the sports, leisure and tourism events industry leading to acumen (quick insights and understanding) to competence (in actions and ability).
THE EVENT PLANNING MODEL
THE EVENT DEVELOPMENT PHASE, PART I
Facilitating communication within the group process can therefore be seen as one of the event manager's most important roles. We have discussed the role of the event manager as a facilitator and what this entails during group processes in the organization of an event.
THE EVENT DEVELOPMENT PHASE, PART II
It is up to you (and me) to be aware of the forces, values and beliefs that guide our actions;. Another important area to consider in the planning model development phase is volunteer management. Regardless of the venue, it's worth looking into your volunteer experience.
Quirk (2009) raised questions about the need and value of developing a volunteer management program. A volunteer management program should be established with the full support of the organization, including the board of directors and executive committee (Quirk, 2009). It is imperative that all volunteers involved in the event participate in the introduction of CSR activities to help make the program a success.
This topic will be fully covered in the next main section of this chapter. Should the situation arise, it is imperative that protocol is applied and that the dignity of the individual is respected.
THE EVENT PLANNING MODEL: THE EVENT OPERATIONAL PLANNING PHASE
THE CULTIVATION OF THE OPERATIONAL PLANNING NETWORK
It is important for an event manager to develop an understanding and sensitivity to the elements of assigning individual members of the network according to the specific context. Each linkage is part of the structural design that creates a network alliance that can be unique in its application. The design of the network alliance is crucial to the effectiveness of developing successful operational plans.
This structure defines the expected behavior of members of the event operational network and the event planners who lead the planning of the network. This means that the event manager must be sensitive to the context of the event in order to effectively configure the multilateral positions—member roles, power, approvals, distributions, and overall autonomy—required for the operational planning of the event. Applying the characteristics of complexity theory shows that the event manager must effectively plan the operational network connection to be adaptable to changing conditions.
Understanding that change is expected means that once a network alliance is designed and established, the planner's work is not over. The first question involves “the opposing desires or objectives of principal and agent [as].
GENERATING WRITTEN OPERATIONAL PLANS The event operational network members are assigned the task of generating
When creating written operational plans for an event, all members of the operational planning network must learn to identify and record the individual activities or tasks required to carry out each component. The information is tied to the operational network structure, components and detailed actions designed for this event. The reference material does not replace the event manager's responsibility to think through each activity and develop advanced knowledge for the specific facility and activities of the current event.
Weaving involves thinking conceptually about all the requirements for one element of an event at a time. Consequently, level 1 planning is open to the interpretations of those who complete the implementation of the plans, and these interpretations can modify the planned activities. An event manager must provide members of the operational planning network with an understanding of the sensitivities of the details required for a particular event.
The development of each part of the operational plan begins as a separate entity, but the key to successful event management is the integration of the multiple detailed plans. The flow of operational planning knowledge depends on the structure and strategies established to distribute the transfer.
THE INCLUSION OF CONTINGENCY PLANS
Each contingency issue can be integrated within the operational plan or can be added as a supplementary or contingency operational plan.
THE ACTIVATION OF A PLAN-REFINING PROCESS WITH PRODUCTION MEETINGS
4 Develop contingency plans (for a minimum of five emergencies) and place them at the end of the operational plan. Make sure each of the volunteer booths can communicate easily (i.e. via walkie-talkies) and that the volunteers are trained in the. Up-to-date copies of the accredited persons authorized to operate the shuttle must be provided to each location.
Determine the number of volunteer employees required to fulfill the duties in the hospitality areas. Conduct a review of the host hotel's hospitality areas and ensure that all are properly set up and signage is in place. Review the hospitality areas for the competition venue to ensure all areas are configured correctly.
Walk through the venue to ensure the coordinator has properly set up all hospitality areas. 8:30am– – Keep changing room coolers stocked Volunteer E 9:30pm with fresh ice throughout the day. However, if the product is running low, please contact the coordinator or one of the food service staff.
However, if the product is running low, please contact the coordinator or one of the food service staff.
THE EVENT PLANNING MODEL: THE EVENT IMPLEMENTATION, MONITORING AND
MANAGEMENT PHASE
Production meetings provide opportunities to ensure that each member executing the plan understands the goals and objectives of the event. Decisions about how to deal with issues should be aligned with the overall objectives and priorities of the event. In addition, the members of the operational network adapting the plan need a good understanding of the objectives of the event and the expected results.
We now move on to the next phase of the event planning model, the evaluation phase. This meeting can be offered at the end of the event day or held in the early hours of each morning of the event. It is important for an event manager to facilitate the handling of common situations that arise due to the personalities of the members within the operational network.
It is important that the event manager facilitates the implementation, monitoring and management activities of the event to ensure the vision of the event. The way an event manager behaves greatly influences the operational network members and ultimately the outcome of the event.
THE EVENT PLANNING MODEL: THE EVENT EVALUATION AND RENEWAL PHASE
Identifying the purpose of the evaluation involves setting evaluation questions that define the framework in which the event will be evaluated. Events can be evaluated in terms of whether or not the goals and objectives of the event have been met. That information can then be used in the update phase of the event planning model.
Evaluating the effectiveness of an event involves examining the benefits of the event in relation to the costs incurred as a result of the event. What type of event is it and where is the event in relation to the life cycle of the program. They further suggest that programs can be evaluated based on the inputs, activities or outcomes of the event.
The overall purpose of the approach is to find out what is happening with the event. Subsequently, judgments regarding the value or worth of the event must be linked back to the purpose of the evaluation and supported by data.
SAFEGUARDING THE NATURAL
ENVIRONMENT IN EVENT MANAGEMENT
Robinson suggests that sustainability is seen more as a "value change" and sustainable development as a "technical solution." Although the terms sustainability and sustainable development are often used synonymously in practice, along with other common references such as "corporate social responsibility" and "triple bottom line", the philosophical distinctions are important. Event managers must be aware of the challenge of achieving economic growth on the one hand and improving the quality of life through lower resource consumption and lower environmental impacts on the other. Similarly, the Triple Top Line moves “accountability to the beginning of the design process” (McDonough & Braungart, 2002, p. 252) by including economic, social and environmental considerations.
For example, the environment is now recognized as the 'third pillar' of the Olympic Movement, alongside sport and culture (Cantelon & Letters, 2000). Indeed, the Olympic Movement's Agenda 21 report highlights the organization's commitment to environmental sustainability. Define the inventory of data, environmental inputs (resources) and outputs (emissions, wastes) of the system under study, and the methods of data collection and analysis.
Explanation: The importance of the results of the inventory and assessment of environmental impacts in relation to the objectives of the study. The ecological footprint method developed by Wackernagel and Rees (1996) focuses on the carrying capacity of the soil.
