Events Management: a practical guide - A reference for event planning and production in Scotland

This guide has been compiled to assist in the efficient management of events across Scotland. Applicants to the Regional Opportunities Program are eligible to receive a free copy of this guide (while supplies last).

Quick Find

It includes general advice on how to approach event insurance, a checklist of the type of information an insurer is likely to request, an outline of the type of event cover they are likely to request, and advice on claims management. The purpose of this chapter is to provide those new to event marketing and communications (or those who simply need inspiration) a basic guide to assist them in the planning process. It includes: 1) where to start, 2) who should create a marketing plan, 3) resources, 4) identifying your target market, 5) creating marketing objectives, 6) developing a marketing strategy, 7) marketing tools, 8) media relations, 9 ) marketing plan template.

The planning process is one of the most important aspects in successful Event

The Event Concept

Always Review and Revise

Communicating the Vision and the Mission

If you don't have an articulated vision and mission statement for your event, you may be unsure or confused about what having one actually means. Our advice is quite straightforward in this regard: by defining the vision and mission (or purpose) of the event at this stage, you will be able to communicate more clearly to others what you hope to achieve, thus providing focus and direction for all. involved (including potential funders).

Setting SMART Objectives

Deliver an annual visual arts festival with a program of quality events, exhibitions and community activities that showcase the work of local artists and engage with the wider visual arts scene in Scotland, while attracting visitors and media interest from outside the region for the cultural, social and economic benefit of artists and the wider community . As a guide, event goals often relate to the following types of goals, but your SMART should be tailored to your specific circumstances: .. gt; Event Growth > Economic Benefit .. gt; Event quality > Tourism development .. gt; Sustainability of events > Social benefit .. gt; Sector Development > Education Development .. gt; Audience/Participant Satisfaction > Community Development.

SWOT Analysis: Strengths, Weaknesses, Opportunities and Threats

For example, if the main driver for the event is to encourage community activity – do you really need to attract tourists as a priority? In the initial stages of your planning process, it can be helpful to list the Strengths, Weaknesses, Opportunities and Threats relevant to your event in a template similar to the one below.

SWOT Template Guide

Other Initial Considerations

Choosing the Date and Venue

Lead Time

For new events, understanding the required lead time should influence the selection of the event date. So if you anticipate that something may hold up the planning process - extend the lead time if possible.

The Date

It's worth talking to your local authority, VisitScotland network office and other relevant organizations to see what else is planned for your area at the time. Is there room for your event in the market at your chosen time of year.

Shoulder Periods

You should also check if your event conflicts with any similar events further afield that may also attract your target audience or attendees. Also think about the potential of your event to compete with other wider issues and stories for media interest.

The Venue

TOP TIP

Deciding on the right venue for your event can be a long process that requires a lot of investigation. You will have consolidated your thoughts and have a clearer vision of how you want your event to unfold.

The Event Action Plan

It's really up to you how you outline your Event Action Plan as appropriate for your event, but it can be helpful to lay out the plan on a month-to-month basis to help create a chronological calendar of tasks to build leading to the event. In this chapter we have outlined the broad key stages in the initial planning of an event and we have suggested some exercises to help you start planning your event effectively.

TOP TIPS

An event Business Plan serves to

The scale and complexity of the event determine the size of the plan, so don't be alarmed if your final document seems too short or very long. As long as the key issues related to your event are thoroughly addressed and written in plain English, it will be a very useful document that will give you and others the confidence to move the event forward.

BUSINESS PLAN GUIDE

Background & History
Development Plan – Going Forward
Event Requirements
Marketing & Communications Plan
Financial Plan & Considerations
Management & Business Controls

Describe how you will research and monitor your audiences/participants (further guidance is provided in Chapter 12). Show how you will manage and mitigate risks and provide an initial risk assessment (see Chapter 9).

How should the Business Plan be presented?

Reviewing the Plan

There are no ‘off the peg’ organisational structures that can be employed to deliver

The Event Team

Be sure to always use referrals for any new members of your event team. Work experience staff: If you offer students the opportunity to gain work experience on the event, make sure you are equipped and able to teach/mentor/supervise them and provide feedback.

The Wider Team

In addition to the above, the services of additional staff, contractors and suppliers are usually required. Ultimately, the success of your event will be directly related to the effectiveness of your team and overall structure – so take the time to plan and execute properly in the early stages.

Good financial management is fundamental to the delivery of successful events. Our

Transparency

Preparing your Budget

Budget Preparation Tips

To prevent your in-kind values from getting mixed up with the actual money you have available, it is recommended that you record your in-kind support separately. If you choose to show in-kind amounts in your budget, make sure you enter the value as both revenue and expense and mark both entries as "in-kind."

Control Mechanisms

When issuing change in advance, be sure to do so in exchange for a signed change card (you can make it yourself or buy it from stations). Note: Once you have received a complete petty cash register, exchange it with the associated petty cash sheet(s) to keep your records in order.

Things to Remember on Site

Cash

Fees

Security

Other Financial Issues

Annual Accounts

VAT – should you be registered?

Gift Aid

Keep a Record of your Assets

Future Planning

If you lose control of the budget, you've effectively lost control of the event.

When predicting the likelihood of an event’s success, two important

Is it financially viable?

Is it sustainable? (if it’s not a one-off proposition)

What is a Revenue Plan?

Potential Funding and Income Sources

Ticket Sales

Entry Fees

Public Funds

EventScotland

For more information on EventScotland's activities and to view the criteria for the support programs, please visit www.eventscotland.org.

Commercial Sponsorship

Charitable Trusts and Foundations

Insist on non-cooperation and ask bidders to state their proposed product price structure to be used for the arrangement. If you plan to hold a funfair at your event, consult with The Showmen's Guild in the first instance.

Merchandising

Food and beverage rights are the most obvious, but you may want to include other products that fit the ethos, the program or the audience profile of your event. If there is no history of a fair at your event, put this element out to tender, but remember that the successful operator may have the rights to operate the fair at the event in the future and may not offer you a larger fee if it has to offer what was offered in year one.

Showcase, Demonstration and Information Stands

Advertising

If you have sponsors, make sure no competing companies advertise on your publications unless you have your sponsor's agreement. If you have a commercial sponsor, they may also have sister brands that may be interested in advertising with you.

In-Kind Sponsorship

Other advertising opportunities could include selling banner positions at the event and/or on the event website.

Licensing & Broadcasting Rights

Other Activities

How Long Does the Fundraising Process Take?

Please note: if you apply for several funds to one authority, please list each fund separately.

RAISING COMMERCIAL SPONSORSHIP

By answering all of these questions fully and truthfully, you have articulated what you have to offer a sponsor. This insight helps you focus on who to target, what you have to offer and what you can potentially gain.

What Do Sponsors Look For?

At the outset, outline what you are willing to pay for and what the sponsor has the opportunity to provide, and present it all in an agreed branding plan or schedule. If you have more than one sponsor, make sure that the key sponsor – usually the one who invests the most money – receives the most benefits.

Working out a Value

Approaching Sponsors

Some companies have specific criteria for sponsorship seekers and they will be happy to send out this information if you ask. Follow up with a polite call a week or so later if you haven't heard back.

The Sponsorship Proposal

The Opportunity

Follow-up

Confirmation

On-going Relations

Maximising the Benefits

Branding Plan

Evaluation

The Tendering Process

Ask them to agree to the terms and conditions by signing the appropriate box on the return. The last step is to inform all bidders about your decision and conclude a contract with the successful bidder based on the terms and conditions of the tender documents.

Events take many different forms but are likely to fall into one of these

A mid-scale multi-arts festival 2) An athletics/running festival

Once you've identified the different program elements you need, you can focus on the specific acts/shows/features, etc. that are appropriate for the event.

A mid-scale multi-arts festival FIGURE 6.1

An athletics/running festival FIGURE 6.2

When programming shows, acts or entertainers always try to see the work for themselves before making a booking.

Understanding your responsibilities under law is an essential part of effective event

At the outset you need to define the legal responsibilities associated with running

Organisational Structure and Legal Status

Unincorporated Association

However, as the organization does not have any separate legal identity from its members, it is worth bearing in mind the potential pitfalls when organizing events through this model. The Constitution: To provide clarity of purpose and direction, it is advisable for unincorporated organizations to draw up an agreed written constitution that outlines what the organization does and how it is run.

Sole Trader

For example, committee members have unlimited joint personal liability for any debt or action the organization may have brought against them. For all of the above reasons, unincorporated associations may find it more difficult to attract funding from third parties.

Parent Organisation

Limited Company

Charitable Status

Clarify whether you have the right to enter into any contracts with third parties on behalf of the event. Please note, EventScotland and other funders are unlikely to enter into a funding relationship with anyone other than the event owner.

Sanctioning

At the beginning, you need to find out who actually owns the event and therefore has various rights and obligations related to it.

Copyright

Contracts & Agreements

Agreements with Key Partners

Issuing Your Own Contracts

Finally, always ask an attorney (perhaps one on your board or committee) to look over any documents you are unsure about.

Quotes and Purchase Orders

Licences and Permissions

The main purpose of entertainment licensing is to enable the local authority to ensure the health, safety and welfare of members of the public. If neither applies, you should investigate whether you are able to apply to your local authority for a casual licence.

Disability Issues

Equal Opportunities

Data Protection

Child Protection

Organising the appropriate insurance for your event is essential. Attention to detail is

If the event has not made any insurance claims so far, make sure you highlight this very clearly. It is also unlikely to cover occasional staff, crew and volunteers working at the event.

Claims Management

If this service is not provided or if you choose not to take cover with you, it is imperative that you insure any rental equipment from the time of delivery until collection after the event. If you decide not to take out this coverage, make sure you have a contingency plan if your event is canceled.

This chapter is intended to help you start thinking about how to safely deliver your

This chapter is intended to help you start thinking about how to deliver yourself safely.

Production Equipment – Sample Checklist

Types of Facilities & Services – Sample Checklist

Capacity
Access, Egress & Flow
Sterile Areas
Surface and Underground Conditions
Existing Site Features
Placement of Equipment and Services
Sanitary Facilities
Local Residents (Commercial and Domestic)
Signage
Facilities for People with Disabilities
Litter & Waste

The location of entertainment should encourage a steady movement of the audience around the event site/venue. If the event is indoors, make sure the floor can support the weight of the equipment being used.

Site/Venue Plans

If the site is extensive with multiple entertainment locations, it would be advisable to include a very basic plan in the printed event program and display it on the site itself with a clearly displayed "you are here" marker. This allows for easy reference when communicating with others – especially emergency services and event security during a live event.

Health & Safety

Safety Officer/Co-ordinator

Health & Safety Policy

Event Safety Memo

Reporting Procedures

Normal Operating Procedures

Monitoring & Inspections

Plans and Drawings

Communications

Communication between all parties involved in the event planning

Establish in advance any codes or jargon that will be used in the event of an incident or emergency and make sure everyone knows what they mean. Supply all staff with easy-to-read laminated cards containing the contact numbers of all key individuals involved in organizing the event along with radio channels.

Communication with the public at the event

Document this in the Event Manual and Event Safety Memo. gt; Make sure all key staff have mobile phones, but don't rely on them for essential communications – especially if network coverage isn't strong. gt;. It should cover introductions so that everyone is aware of lines of command and responsibility, health and safety, communications and all procedures, practices and regulations that dictate the behavior of staff while working on the event.

Emergency Services

Medical Provision

Welfare Services

Agree a plan/policy before the event that addresses the process of receiving, caring for and returning children to their parents/guardians. Agree a procedure in advance with those who staff the area to ensure that the property is reunited with the rightful owner.

Remember

Consider all age groups

Think about your audience

Traffic & Transport Management

Security and Stewarding

Risk Management

Identify the area of risk and related hazards 2. Decide who or what is at risk

Decide what measures will be put in place to control the risk 4. Evaluate the level of risk

If your risk assessment is to be distributed to partners/authorities independently of the event manual, you should add the various information that will support your risk assessment. Event Risk Assessment Template This template provides an indication of the type of approach that is acceptable when carrying out a risk assessment for an event.

This section describes two operational communication tools: 1) The Event Manual

The Event Manual

What is an Event Manual?

Need an Event Manual?

Who writes the Event Manual?

Who should receive an Event Manual?

What’s in the Event Manual?

A copy of event permits and passes (ie parking passes, access to all areas, staff etc.) could go in this section to inform everyone of what they look like and what they mean - but make sure the information cannot be duplicated. If the size or complexity of the event requires a joint agency control room, an explanation of its function and identification of those who will be present may be included in this section.

How detailed should the Event Manual be?

Risk assessments, site rules, safety memos, staff briefing document, pre-event controls, statements of intent from outside agencies, etc. may all be included here as appropriate.

When to write the Event Manual

When to distribute the Event Manual

Staff Briefing Document

What is a Staff Briefing Document?

Who should receive a Staff Briefing Document?

What is in a Staff Briefing Document?

Make sure the completion, reporting and investment process is clearly stated at the beginning of this section and on each individual report.

This section aims to give those who are new to event marketing and communications

Resources; 4) Identifying your target market; 5) Forming the marketing objectives;
Developing the marketing strategy; 7) Marketing tools; 8) Media relations;
A marketing plan template
Where to start: the situational analysis
Who should devise the Marketing Plan?
Resources
Identifying Target Markets
Forming the Marketing Objectives

This involves working as part of the wider event team and ensuring that the marketing plan is structured yet flexible enough to respond as the event evolves. The situational analysis should have broadly identified the type of person the opportunity is likely to attract and if there is a perceived demand or gap in the market for the opportunity.

Where do you want to go?

Developing the Marketing Strategy

How are you going to get there?

Positioning

Marketing Mix: What makes people attend events?

Marketing Tools

Once you have undertaken the activity above, you should be in a better position to decide on the kind of 'tools' (materials and actions) you will use to most effectively reach your target audience. There is a whole range of options available and the tools you choose will depend on all of the above factors along with the resources (time, money and staff) available to you.

Developing the Brand

Working with Graphic Designers

Make sure you agree and understand which party owns the rights to the design. You don't want to go back to a designer every time there is a request or need for your logo or brand image.

Print

It is likely that they will only be produced when the full program is confirmed and they should serve as a guide to the event. Ok, so you may have already 'caught' the customer, but tickets can still work for the event in other ways.

Other Print/Design Items

For example, it is appropriate to include a tear-off "special offer coupon" or a "prize draw".

Printing

If you don’t understand

Standard full color prints are achieved using a mixture of four inks – Cyan, Magenta, Yellow and Black (CMYK). If you don't understand something, ask your designer or printer to explain.

Media Advertising

If you plan to run mono ads, make sure your designer is informed to provide mono versions of the design. If the publication has made a mistake and the advertisement does not appear or is incomplete, negotiate a refund or an appropriate alternative placement.

Print Distribution

Specialist outdoor advertising companies own and sell space on a variety of platforms, including transport networks, billboards and large city center screens. Identify different outdoor advertising opportunities; determine who is responsible for them and what are the costs involved (production and exposure).

Mailing Lists

With your target audience in mind, think about areas that might be willing to display or distribute free print for you. For example, are there opportunities to put flyers in sponsor mailings or do they have a public space where you can create a display or distribute flyers, etc.

Direct Mail

All data capture forms will include a sentence along the lines of "Your information will be used for the purposes of (company name) to notify you of future events. Always include a 'return address' with each email mail and delete all contacts whose email has been bounced.

Email

Internet