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Event Management Notes

Event Management (University of Technology Sydney)

Studocu is not sponsored or endorsed by any college or university

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Event Management
Grading of Assignments
HD: 85-100%
D: 75-85%
C: 65 – 74%
P: 50-64%

Assignments
Assessment Task 1: Critical Review Paper (Individual)
Weight: 20%
Due: 5:00pm Tuesday 31 August
Assessment Task 2: Event Management Plan (Group)
Weight: 30%
Due: 5:00pm Monday 25 October
Assessment Task 3: Exam (Individual)
Weight: 50%
Due: Exam Period

Lecture 1: Introduction to Events

Textbook Chapters 1 & 2

Event Definitions

Defining an Event
 “Events are temporary and purposive gatherings of people” (Bladen et al., 2018, p. 3).
 “To the customer or guest, a special event is an opportunity for an experience outside the normal
range of choices or beyond everyday experience” (Getz, 2005, p. 16).
 “A special event is defined as “those non-routine occasions which have leisure, cultural, personal or
organisational 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 & Parry,
2004, p. 3).

Special Events
 A special event is a one time or infrequently occurring event that provides an opportunity for a
leisure, social or cultural experience outside the normal range of choices (Getz, 2005)
 Special events are always planned, always arouse expectations, and always motivate by providing a
reason for celebration (Goldblatt, 1997)
 Special events are that phenomenon arising from those non-routine occasions which have leisure,
cultural, personal or organisational 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 and Parry 2004, p.3)

Events Play a Role in Society

 Events are central to our culture
 Increased leisure time
 Increased discretionary spending money
 Leads to spread of public events, celebrations and entertainment
 Government’s support and promote events as part of strategies
 Corporates & business embrace events
 Community groups

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 Individuals and families

Players in the Events Industry

Who Organises Events?

 Corporate/Business
 Professional Associations
 Education/Uni/Schools
 Media/Advertising
 Cultural institutions
 Community/NGOs/Associations
 Special Interest Groups (sports, outdoors, religion, political, environmental)

Key Industry Players

 Event organisations
 Event management companies
 Suppliers
 Venues
 Industry associations
 Governments

Event Industry Associations

 Meetings & Events Australia (MEA) www.mea.org.au
 Exhibition & Event Association of Australasia (EEAA) www.eeaa.com.au
 International Festivals & Events Association (IFEA) www.ifea.com
 International Live Event Association ( ILEA) www.ileahub.com
 Australian Festival Association www.australianfestivalassociation.com

Event Typologies

Categorising Events
There are various ways to conceptualise the events industry:
 Event size: e.g. local/community events, major public events, mega events
 Event themes: e.g. sporting, business, cultural/arts/music
 Audience: e.g. B2C or B2B
 By profit vs. not for profit

Mega-Events
 A “must see” event
 Volume exceeds 1 million visitors
 Capital costs exceed $500 mil
 Extraordinary high levels of tourism particularly international tourism, media / coverage, prestige
and economic impact
 Usually undertaken via a bidding process/moves around
 Examples: Olympics, Rugby World Cup, FIFA World Cup Qatar

Hallmark Events
 Hallmark events become synonymous with a place, city or region (would not be the same if they
moved to/or were replicated in another place)
 Closely linked to the spirit or ethos of a place
 Success relies on uniqueness, status, tradition, or timely significance

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 Developed primarily to enhance the awareness, appeal and profitability of a tourism destination in
the short/long term
 “Widespread recognition and awareness”
 Examples: Sydney Mardi Gras, Sydney Hobart Yacht Race, Wimbledon, Octoberfest

Major Events
 Significant national and international visitor numbers
 Significant national media coverage, may have reduced media coverage in other countries
 Significant economic benefits
 Examples: Sydney Royal Easter Show, Sydney Festival

Minor Event, Local/Community Events

 Are held for social and fun, entertainment objectives
 Found in most localities
 Generally produced in local communities and are targeted at local audiences
 Community benefits, thus often supported by local government
 Raise participation in sporting, cultural or artistic activities
 Examples: Newtown festival, Oyster Bay Art & Craft Festival

Lecture 2: Event Context and Initiation (1)

Overview of Event Planning Process

Event Planning Process

Contextual Factors Impacting the Planning and Delivery of Events

External contextual Factors

1. Legal/regulatory factors
o General Data Protection Regulation (GDPR)
 In 2018, data protection legislation came into force an it affects everyone hosting events
and collecting the personal information of EU citizens
o Anti-discrimination Legislation
2. Political factors
o Example: Logies move to Gold Coast after VIC gov. pulls funding for tv awards
3. Physical/environmental factors

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o Example: South Korea aims to host the most eco-friendly Winter Olympics ever (being
powered by wind)
4. Social factors
o Example: Gender diversity bathrooms at events for all forms of gender
5. Technological factors
o Example: Woodford Folk Festival bracelet issued on entry containing a chip to load money
for use around the site
o Example: LED wristband at Coldplay concer
6. Economic factors
7. Organisational factors

Determining the Concept & Scope of an Event

Event Conceptualisation
In creating an event concept or proposal, we need to ask:
 WHY - is the event being held?
 WHO - is the event directed at?
 WHAT - idea will best achieve the goal?
 WHERE – what venue will best support the event?
 WHEN – what is the best season, day and time?

They WHY
 Identifying a purpose
 Purpose, vision, missions, goals and objectives to achieve desired outcomes
= guide subsequent management decisions regarding the event
 Strategic Management section of this lecture

The WHO
The intended audience:
 Tourists; members of a local community; members of a particular industry/profession; individuals
with a special interest; etc.
 Event managers need to understand the needs of whatever
markets they are targeting
o Social motives
o Personal motives
o Organisational motives
o Physiological motives
 Previous event audience research can condition future event
design decisions
 Understanding your customers: what’s important and what’s
not – Top Reasons for Visiting the Sydney Royal Easter Show

Event stakeholders define as those who:

 Have an interest in an event and/or
 Are involved in the actual planning and organisation of an event and/or
 Are financially responsible for an event or have made a significant financial contribution to ensure
the event occurs and/or
 Derive a benefit from an event and/or
 Are the community, because they are impacted by the event being located within their region
Identifying Stakeholders
Directly Involved Indirectly involved
 Event organisers  Governments: national, state, local

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 Facility managers  Consultants

 Participants  Communities
 Spectators  Corporate Sector
 Officials  Tax Payers
 Sponsors
 The media
Example: Sydney NYE Stakeholders

The Host Organisation The Community

 Governments  Overall Population
 Corporate Sector  Interest Groups
 Community Sector  Minority Groups
 Activity, Entertainment, Socialising
 Economic, Social, Cultural Interests  Celebration of Identity
 Sport Promotion – Health Issues
 Promotional, Image, Branding…  Representation: being part of it?!
The Sponsors The Media
 Sponsors as partners  Media as contractors, partners, or sponsors
 The FIT  Events with ‘virtual existence’
 Reciprocal engagement  Home experiences vs live experiences
 Increasing brand awareness  The ‘Global Village’
 Driving sales  Power of media in sports (starting times,
 Relationship building between partners and favourable broadcasting…)
clients
The Co-Workers Participants & Spectators
 Managers, stage managers, crew,  Need for entertainment, physical needs,
gatekeepers, cleaners, volunteers etc. seating quality, amenities, hospitality,
 If they are only “doing their job”, they need comfort, safety, security, mixing with the
to be motivated, feel valued and be part of stars… emotions!
the team. Knowledge…HR  Meaningful, magical, memorable
 A group that event managers have direct experience
influence on  ROI – Positive experiences outweigh
negative experiences

The WHAT
 Experience design elements need to be linked with the organisation’s
vision/mission/goals/objectives and an understanding of its audience and their needs
 Design Elements

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o Theme
o Atmosphere
o Emotional ‘flow’
o Entertainment
o Program activity mix
o Duration/timing
o Level of attendee involvement
o Audience characteristics

The WHERE
 Venue choices should be matched with:
o The purpose
o Event theme – atmosphere/style
o Market needs, e.g. comfort, accessibility
o Operational concerns, e.g., catering, staging, power facilities, budget

The WHEN
 Key consideration in deciding on the duration and timing/date of the event:
o Nature of audience e.g., senior executives vs. sales staff
o Audience access e.g., holiday periods
o Weather
o Timing of competing events
o Destination’s capacity to ‘absorb’ the event (seasonality)

One more W… The ‘WOW’ Factor

 Consider how to give your event a USP (Unique Selling Proposition) or ‘wow’ factor
 This is a special feature that attracts attention to your event and makes ut both memorable and
unique
 Any of the elements of your event have the potential to become a ‘wow’ factor as long as they are
able to surprise and delight your audience

Event Scope
 Scope: a concise and accurate description of the event that is to be created and delivered that
reflects the specified requirement as agreed between the event’s stakeholder(s) e.g.
o Client
o Event management company
o Sponsors
o Funding bodies
 EXAMPLE:
An exhibition of between 170-200 exhibitors
Duration- two days (8am-8pm)
Program – Exhibition plus four seminars per day (x30 minutes)
Proposed attendance 2500 – 3000 per day
Market:
o Exhibitors – franchise companies
o Attendees – small independent business owners; individuals seeking to move out of
employment into their own businesses; existing businesses seeking diversity
 Issues in Scoping
o Need for stakeholder involvement
o Scope creep
o Scoping as the basis for creating a ‘statement of work

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Lecture 3: Event Context and Initiation (2)

New Events
 Concept development and feasibility study
 Concept development and pitch based on client brief
 Tender response to organisations seeking to create new events

Existing Events
 Review, refine or modify existing event
 Bid for an event
 Respond to tender/client brief for delivery of existing event

Tenders and Client Briefs

Tender and Client Briefs

 Tender: inviting parties to submit an offer  evaluation of offers  selection
 Client brief: documents developed by organisations  seeking responses as to how a particular
event (e.g. product launch) would be produced by a specialist event management company

Common Requirements for Tender Submissions

 Description of the proposed work to be undertaken, including work plan/activity schedule, key
dates and deliverables
 Breakdown of costs for services to be provided
 Assessment of the risks associated with the work and how these will be managed
 Evidence of undertaking similar projects
 Skills/experience of staff
 Appendices: e.g. references and examples of similar events that have been undertaken

Tender Example (New Event): The Royal Parks

 The Royal Parks (TRP) is inviting event organisers to submit proposals to operate a commercial event
on a green field site in Regent’s Park during the four-year period 2013 to 2016. We expect to let
either one or two contracts to professional event management companies to plan, promote and
produce their event annually during the summer months.
 The successful company will take all financial risk for their event and will benefit from the
commercial rights, in return for which they will pay agreed fees to The Royal Parks. Bidders must be
able to demonstrate their ability to underwrite the proposed event for the duration of the contract.
Evidence of the financial viability of the event proposed will be a key factor in our evaluation of each
proposal
 This opportunity is not appropriate for outdoor music concerts or outdoor music festivals, business
to business events, private events or stand-alone funfairs

Tender Example (Old Event): City of Sydney

 The City of Sydney invited quotations from suitably qualified and experienced organisation for the
management of City’s NAIDOC Week Event in Hyde Park.
 The bidder will be required to manage all assets of the event including planning, creative content,
community engagement, event operations, booking of vendors and entertainers and event
marketing. The bidder will be required to Liaise with City staff as required

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 Bidders are required to demonstrate their capacity, financial and technical capability for completing
the project within the required timeframe, have had previous experience on similar sized projects
and demonstrate a commitment to WHS and environmentally sound principles.

Client Brief Example: Brown brothers

The Client: Brown Brothers
The Client Brief: To create a sophisticated and glamorous signature Summer event in a surprise inner city
Melbourne location and engage existing and potential Brown Brothers customers in a memorable way that
will foster positive and lasting relationships with the iconic Australian brand.

What did the awarded company do?....

The Concept: Brown Brothers Summer of Prosecco Pop-Up Beach Bar

Event Planet created the ultimate summer experience. The floor was covered in over three tons of sand
and a feature DJ desk was built as a sandcastle. On arrival, guests were invited to go barefoot by removing
their shoes at a special check in

Bids and the Bidding Process

Bidding
 Event that are ‘mobile’
 Organisations/countries/cities/towns can seek to attract these ‘mobile’ events through making a
formal bid
 Bidding bodies respond to a given set of criteria outlined in the Candidature document
 Will facilitate a site inspection as part of the process

Key Organisations Involved in the Bidding Process

 Owners of the event (e.g. sporting body, professional association, corporation) and their local
chapter(s)/representatives/offices
 Destination bidding agencies (e.g. state/national governments, major event agencies, convention
and visitor bureaus, tourism bodies)
 Tourism and/or event industry suppliers (e.g. conference organising firms, airlines, hotels)

Stages in the Bid Planning Process

1. Identification of events for which bids can be made and their degree of compatibility with bidding
location
2. Identification of host association or society
3. Identification of bid funding sources
4. Development of a critical path for the preparation of the bid
5. Development of an in-depth understanding of the organisation holding the event, the event itself
and the bidding process associated with it
6. Determination of the make-up of the past successful bids and identification of what other
destination/chapters/bodies are bidding for the event
7. Preparation of the bid document (based on criteria, if supplied)
8. Conduct of site inspections
9. Presentation of the bid
10. Lobbying/recruitment of advocated/development of supporting promotional material
Bid Phases and Timeline for a Conference
The bid was for a 3 day medical conference to be held in Sydney, estimated to attract 8, 000 delegates
 2004 – it is determined the next opportunity for Sydney to host the conference (based on rotation)
is 2013
 Mid 2006 – investigating stakeholder support and potential interest in forming a bid team

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 February 2007 – Bid committee formed

 December 2007 – bid document and video submitted
 February 2008 – receive notification that Sydney has been shortlisted from 5 Asia Pacific cities
 April 2008 – Sydney hosts 7 members of the international committee for a one-day site inspection
 June 2008 – bid presentation in Chicago. Sydney awarded the rights to host the 2013 conference

Example: Bidding for Olympic Game

What costs do cities incur for hosting the game?
Cities must first invest millions of dollars in evaluating, preparing, and submitting a bid to the IOC. The cost
of planning, hiring consultants, organizing events, and the necessary travel consistently falls between $50
million and $100 million. Tokyo spent as much as $150 million on its failed 2016 bid, and about half that
much for its successful 2020 bid, while Toronto decided it could not afford the $60 million it would have
needed for 2024 bid.

Key Background Data for Developing Bid Documents

 An understanding of the event owner or sanctioning body
 The proposed objectives for the event
 The bid criteria
 Whether there is a set pattern for the rotation of the event
 Who commonly attends the event
 How many people attend
 What sates/countries attendees are likely to come from
 The proposed event dates
 Whether the dates are flexible or clash with other events in the bidding city
 The nature and characteristics of the event
 Competitor analysis

Common Components of a Conference Bid

 Personalised letter to the client, or sanctioning body
 Letters of support
 Profile of the group making the bid – bid committee/host organisation(s)
 Support already obtained for the bid
 Advantages over competitors
 Summary of the event concept
 Details of city’s track record in hosting events/conferences
 Details of the plan: venue, facilities, investments, timing, scheduling, programming etc
 Forecast of attendance
 Promotional plan
 Assertion of financial feasibility and budget
 Forecast of impact and contingency plans

Common Reasons Bids Fail

 Failure to address the bid criteria provided by the organisation
 Lack of research concerning key success factors
 Key decision makers not identified and lobbied
 Bid failed to enthuse and inspire confidence
 Bid document too complex or technical, or did not present well

Event Feasibility

New Events
 Concept development and feasibility study

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 Concept development and pitch based on client brief

 Tender response to organisations seeking to create new events

Existing Events
 Review, refine or modify existing event
 Bid for an event
 Respond to tender/client brief for delivery of existing event

Functions of an Event Feasibility Study

 Helps to analyse the event concept in more depth, providing greater clarity, defined objectives and
key stakeholders
 Allows for better, more informed decisions on the event concept at a logistical, financial, resources
and marketing level
 Reduces the risk of a wasted investment in – time, resources and money
 Helps reduce the event project planning time for the event – should it go ahead
 Provides a platform for seeking financial support

What a Feasibility Study is NOT:

 Intended to identify new ideas or concepts for an event
 A business plans
 To be conducted to support a desire that an event to be successful; rather it should be an objective
evaluation of an events chance for success
 Determining if an event should proceed, instead it provides the basis for such a decision
o Will the benefits justify the risks?

What does a Feasibility Analysis Involve? (1)

What does a Feasibility Analysis Involve? (2)

Considers:
 Financial requirements
 Venue requirements and capacities
 Managerial and employee skill needs
 Availability of volunteers
 Economic impact on the local region
 Environmental impact
 Infrastructure requirements
 Legal requirements and potential legal problems
 Political support or opposition

An Event Feasibility Study Addresses:

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 Market feasibility: projected demands (no. of attendees based on analysis of the market),
competition (number, quality differences, customer loyalty), market trends affecting demand
 Financial feasibility: estimated costs vs projected return, sources of revenue/budget, financing
model, available financial support (grants, sponsorship)
 Operational feasibility: HR needs vs availability at given time/place (skills, quantity), venue
requirements & capacity, infrastructure/ accessibility, equipment/services (e.g. F&B, outsourcing)
 +Scheduling feasibility: is there sufficient time to plan and implement the event
 Other: political, economic, social/cultural, technological, environmental, legal/regulatory contect;
e.g. sensitivity of concept to change in any exchange rates

PESTLIED Model
Political C-PESTEL
Economic Competitive
Social Political
Technological Economic
Legal Sociocultural
International Technological
Environmental Environmental
Demographic Legal

Where do I find information to help me prepare a feasibility analysis?

 Websites, reports and other publications by similar events (your competitors)
 Generic data on population (and subgroups), economy, workforce
 Industry publications, newsletters, websites, reports on market trends, competition, HR situation
 Other news sources focussing on issues related to your type of event
 Potential sponsors’ websites
 Government websites on various levels (e.g. council) to check for grant schemes, legal
requirements, transport infrastructure
 Venue website to check for services, equipment, accessibility

Existing Events: Combining SWOT & C-PESTEL

 SWOT includes internal elements (strengths & weaknesses) and external elements (opportunities
and threats).
 C-PESTEL identifies and analyses the competitive, political, economic, socio-cultural, technological,
environmental and legal climate around an event (external).
1. Establish SWs to clarify your own position
2. Conduct C-PESTEL to screen/research the environment
3. Identify specific OTs taking into account the external climate
4. Develop strategies to address OTs

Existing Events: Example

 Analysing opportunities and threats in the competitive, political, economic, socio-cultural,
technological, environmental and legal environment
 Examples for the HappyTown Culture Festival are:
o Multicultural and vibrant place; many film makers and writers live in area; among the
wealthier post codes in the city; wealthy surrounding area; young beach culture; council
supportive of festivals; lots of restaurants and clubs; experience with beach events and
markets.
o Anti-event approach of some residents; parking issues; no large companies headquartered in
area; lack of potential sponsors; legal and environmental issues when operating at the
beach.
 Strengths

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o Competent and educated General Manager – MM Event Mgt

o Positive cash balance from last year’s festival
o Access to large number of enthusiastic volunteers
o Professional relationships with many local event and cultural organisation and individuals
o Supportive Council
 Weaknesses
o Concentrated on Northern Beaches
o Lack of public transport
o No resource input from the local council
o Parking options
 Opportunities
o Include emerging community groups in event to showcase their activity and provide
additional attractions for community
o Extend to include some local restaurants and food outlets to increase attraction and local
/social dimension to event
 Threats
o Vibrant town activities provide alternate options for community
o Weather (nature of event does not easily allow for rescheduling)
o Local community complaining about drunken clients, parking, congestion and noise

Lecture 4: Event Planning (1)

Strategic Planning

Strategic Planning
 Vision: What the event aspires to be
 Mission: Describes the event’s purpose
 Goals: The strategic plans, the things the event would like to achieve
 Objectives: The way to obtain your gaols

Characteristics of Vision Statements

 Long term
 Describes a desired future outcome/state
 Serves as a wider focus
 Motivational
 Need not be written, must be understood and shared

Sample Vision Statements

 Adelaide Fringe Festival – To be the leading open-access fringe festival in the world
 Freeze Frame (Film Festival) – strives to be an international leader in providing enriching cinematic
experience through the delivery of diverse and innovative programming that educates, insires and
empowers children and youth.
 Colorado Dragon Boat Festival – will be recognised throughout Colorado as the state’s premier
organisation celebrating and promoting the culture, contributions and accomplishments of Asian
Pacific American communities

Characteristics of a Mission Statement

= Event’s purpose and answers the question: What do we stand for and what are we trying to achieve?
Key aspects:
 State the event’s purpose
 Identify its beneficiaries and/or customer groups’

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 Indicate the broad nature of the event;

 State the overall philosophy/values of the organisation conducting the event;
 Be motivational and achievable

Sample Mission Statement

 Freeze Frame (Film Festival) – provides educational opportunities for children and youth to explore
the art of filmmaking through screenings of international film and video and hands-on workshops in
a multilingual environment

Value Statements
= Event’s core beliefs
Stand alone or included in mission

 Connect with the event’s audience

 Make stakeholders aware of the priorities
 Guide decision making

Sample Value Statement:

The Oregon Shakespeare Festival:
1. Excellence
We believe in constantly seeking to present work of the highest quality, expecting excellence from
all company members
2. Inclusion
We believe the inclusion of a diversity of people, ideas and cultures enriches both our insights into
the work we present on stage and our relationships with each other
3. Learning
We believe in offering company members, audiences, teachers and students the richest possible
learning experiences.

Purpose Statements
For events that are:
 Straightforward/non-complex
 Have a small number of stakeholders and/or
 Are one-off events

Examples:
 University Open Day – Grow student enrolments by engaging, informing and exciting potential
students (and their families) regarding the university’s capacity to meet their ‘whole of person’
needs
 Brain Awareness Week – Brain Awareness Week is an international effort organised by the Dana
Alliance for Brain Initiatives to advance public awareness about the progress, promise, and benefits
of brain
Goals
 Goals provide direction to those engaged in the event
 They expand on the mission statement
 For some events, the step of creating goals prior to setting objectives might not be considered
necessary

Sample Goals
 Blues at Bridgetown (Blues Music Festival, Western Australia)
o Bring recognised national & international artists to perform and conduct workshops;
o Conduct workshops for local, regional and WA artists;

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o Provide a diverse range of Blues styles;

o Operate the activities in a business like manner;
o Maximise funding opportunities;
o Maintain local community and business involvement

Objectives
 Quantify the progress towards an event’s goals
 They set performance benchmarks
 They should be SMART:
o Specific
o Measurable
o Achievable / Agreeable
o Realistic / Relevant
o Time-specific

Types of event objectives

 Attendance/participation
 Program
 Economic
 Quality

Organisational Structures

Organisational Structures
 Indicate power and communication channels
 Establish formal relations between departments/ committees/individuals
 Impact on efficiency
 Provide a visual representation of how tasks will be groups
 Are expanding and shrinking rapidly in event management

Example: Australian University Games

 Two managers are initially employed to plan the Games
 In the lead up to the Games, the structure expands to include five additional functional managers
 Nine other full time staff are later appointed to assist these managers
 Four hundred volunteers are appointed as the event approaches

Organisational structures for events

 Choice of structures:
o Simple Organisational structure
o Network
o Functional
o Program-based matrix

Simple Organisational Structure

1. Low level complexity
2. Decision making centralised
3. Event manager has total control

Multiorganizational Approach: Network Structure

 Multi-Organisational Approach – Outsourcing
 Focus on ‘Management and Coordination’

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 Advantages: small amount of full-time staff; external expert knowledge; accuracy in costing; “quick”
decision making
 Important: quality control issues; team-feeling; admin work

Functional Structure
 Departmentalise tasks
 Opportunity to specialise
 Can be added to as event/organisation develops
 Can be problematic for coordination
 Establishes ‘territorialism’

Tennis Tournament

2003 Rugby World Cup

Matrix Structure
 Program-based; Breakdown into projects and functions
 Mainly used at large-scale major / hallmark / mega events
 Advantages: functional expertise across the venues; less decision-making bottlenecks /
communication issues; allows groups to engage directly with tasks
 Important: focus on good coordination across venues by
senior management

Symptoms on Ineffective Structures

 Too many management levels = high costs; complexity;
inflexibility
 Too many coordination and committee meetings

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 Too many unresolved or unresolvable conflicts

 Non-achievable of reasonable objectives
 Inability to respond/adapt to changes un environments

Events as Projects

Events as projects
A project is a temporary group activity designed to produce a unique product, service or result.
- A project is temporary in that it has a defined beginning and end time, and therefore defined scope
and resources.
- A project is unique in that it is not a routine operation, but a specific set of operations desined to
accomplish a singular goal

Projects can be defined similarly to events as:

‘A temporary endeavour undertaken t create a unique product or service’

Events & projects are both: Events differ from projects in:
- Temporary - Executed and consumed at the same time
- Unique - Co-created with participants and
- Executed by teams adjustments can be made during the
- Outcome based execution
- Time sensitive – executed on specific dates
that cannot be adjusted

Project management
 Project management is the application of knowledge, skills and techniques to execute projects
effectively and efficiently (The Project management Institute, 2015).
 Project management is a system that describes the work “before the event actually starts, the event
itself, and finally the shutdown of the event” (Allen, Ot’Toole, Harris & McDonnell, 2008, p.160)

Benefits of a Project Manager Approach to Events

 Systematic, consistent, transparent
 Ensures systems and processes are independent of any one person
 The approach is recognised and understood
 Documented approach = accountable approach
 Makes work of event team visible and validated

Potential Issues in Project managing Events

 Qualification/forecasting of all the steps involved in project management due to complexity
(particularly with large scale events)
 Multiple venues operating concurrently
 Immovable event date
 Budget certainty (e.g. when sponsorship is involved)
 Procurement – need to identify, source, and ensure timely arrival of goods/services
 Different requirements of stakeholder groups + number of stakeholders involved
 Engagement with requirements of event ‘owner’/compliance with bid document
 Media and community scrutiny associated with planning and delivery

Work Breakdown Structures (WBS)

Work Breakdown Structures

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 Events can be viewed as a series of tasks (or related ‘packages’ of work). A useful method of
organising these tasks is called the Work Breakdown Structure
 A WBS involves breaking an event down into major tasks. These tasks are then further broken down,
a process that continues until a level of detail has been reaches that is deemed appropriate for the
needs of an events organisers.

Example 1: National Athletics Championship

First Level WBS

Second Level WBS

Third Level WBS

Example 2: Balloon Festival

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Benefits of a WBS
 Increases the probability that all tasks are identified
 Assists with work allocation and control of work execution
 Allows for a resource list to be created
 Facilitates decision making i.e. which tasks should be done ‘inhouse’ and which should be
contracted out

Task based resource worksheet

WBS and Statement of Work (SOW)

 WBS’s are key to understanding the scope of what is required to deliver an event and in
constructing a statement of work (SOW)
 A SOW includes:
o Event mission/vision/objectives
o Scope of work
o Stakeholders involved and key responsibilities of each
o Draft schedule
o Draft budget
 The SOW is a baseline document for the planning process

WBS & Task Scheduling

 Following on from WBS
o identifies need to be completed and ordering/priorities of tasks
 Types of Scheduling tools:
o Schedules
o Gantt Charts
o Event Running Sheets

Lecture 5: Event Planning (2)

Event Budgeting

Case Study: Peats Ridge Festival

Case Study Tropfest

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Key Terminology
 Financial accounting vs. Management accounting
 Income statement / Profit and loss account
 Balance sheet
 Cash Flow
 Revenue = Income
 Expenses = Cost = Expenditure

The Roles of Budgets

 Budgets act to forecast event’s financial future and as such influence the decision to proceed or not
to proceed with a given event

 Is the event financially viable? Will the event result in adequate ROI (Return on Investment)?

 Budgets serve to identify expenditure and income sources

 Budgets act to predict a surplus or loss
 Budgets act as a control mechanism
 Budgets are ‘living’ / evolving documents

Steps in Preparing an Event Budget

1. Research and scenario building
2. Determine an appropriate level of budgeting
3. Create a budget and have it approved
4. Monitor expenditure against budget
5. Review budget post event

Case in point: The Blueprint Festival

“We set out to run this festival with the best intentions possible. It wasn’t until after the festival that we
realised we didn’t have enough money to pay everyone”
- Sold tickets cheaper then they should have
- Only made ¼ of what they counted on from food and sales
o Blames lack of security – allowed alcohol to be brought on site
o Some patrons stole alcohol from organisers and tried to sell to market stallholders

1. Research and Scenario Building

Possible sources of information:
o Last year’s budget and associated review outcomes (if the event is a recurring one)
o Budgets of similar events
o Market feedback from previous years
o Quotations from suppliers
o Feasibility studies

Considerations in budget development

 Taxation requirements of country (e.g. GST, VAT)
 Market price sensitivities
 Changes (actual and predicted) in the economic environment, e.g. Exchange rates/inflation
 Period of time to event delivery
 Current and potential revenue streams
 Contingency allocation

Potential event revenue streams

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 Tickets / registration  Broadcast / streaming rights

 Grants / donations  Raffles / competitions / auctions
 In-kind support  Parking
 Merchandise  Food and beverage sales / Stallholder fees
 Advertising  And more….
 Sponsorship

Potential event expenditure

 Food and beverage  Printing
 Administration  Graphic design
 Wages and Salaries, HR training  Decoration
 Insurance  Cleaning
 Permits  Marketing/promotion
 Accounting  Hospitality
 Infrastructure & equipment  Travel & Accommodation
 Venue hire  Security
 Lighting, sound & vision  Risk, emergency services
 Staging  Contingency % or $
 Entertainment  And more..

Understand your Costs

 Fixed vs. variable costs
o Fixed = do not change with the number of people attending an event
o Variable = change with the total number or people attending
o Semi-variable/step-fixed = fixed assuming specific number of attendees, variable if
significantly less/more attendees than expected
 Fixed costs + Variable costs = Total Costs (for a specific number of attendees)
 Direct vs Indirect costs (overhead)
o Direct = costs directly associated with running the event
o Indirect = event support costs e.g. Running of the event organisation (office space rental,
computers & software, etc.)

Break-even Chart

Applied Scenario Building: Considerations for a Music Concert

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 Considerations in estimating demand, costs, pricing levels and extent of risk:

o CD sales / downloads / position in the charts
o Time since artist’s last visit to Australia
o ‘Premium’ status of artist e.g. Pink
o Currency (current and projected AUD)
o Artist(s) fee (fixed, percentage of total income – ticket sales and merchandise, percentage of
net profit)
o Fee payment schedule (e.g. 50% of guaranteed fee on signing)
o Performance results (financial) of artist on recent concert tours
o Size and requirements of production (venue costs, staging, supplier services – prices of these
may rise between signing and delivery)
o Intermediary charges (i.e. ticket agencies)
o Venue configurations by pricing levels (ticket scaling)
o Extent of discounting (e.g. group sales)

2. Establishing an appropriate level of budgeting

 Single budgets vs. Multiple budgets
o If an event has multiple components it may be preferable to treat each event element
separately within an overall master budget
o Each major expenditure area should also have its own sub-budget

Marketing sub-budget components

 Advertising
o Radio
o TV
o Newspaper
o Internet
o Magazines
 Design
 Printing
 Mail outs
 Website/ social media
o Creation
o Maintenance
 Creation/purchase of mailing lists
 Media hospitality
 Media monitoring
 Evaluation
 Other?

3. Budget establishment and approval

 Once steps 2 and 2 have been completed, formal budget(s) need to be prepared
 Once a budget has been prepared it is approved by whomever has overall responsibility
 Changes made to the budget may also need approval

Sample Budget
Music Festival – Musica Viva

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4. Monitoring Expenditure

Various approaches can be employed for this purpose, including:

 Monthly statements of income and expenditure
 Purchase orders
 Regular budget meetings
 Restrictions on expenditure and over budget
 Comparisons with previous years

Monitoring Ticket Sales

5. Budget Review

 An evaluation of the budget post event allows an event manger/organising body to see:
o Areas where under-spending/overspending took place
o Areas where income was up/down
o Overall, how accurate the projection process was
o Performance against previous years
o Overall financial position of event going forward
 Information from the review process can be used to:
o Alter future budget projections to make them more ‘realistic’ or redirect financial resources

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o Make the argument for tighter expenditure controls & identify in which costs must be
contained

Example: Mardi Gras Financial Reports

Issues in Event Financial Management

Cash flow – Example (cash inflow)

Cash flow: Approaches to managing cash flow

 Encouraging early registration/ticket purchase via means such as discounts
 Ensuring monthly expenditure and income is identified in a cash flow statement
 Negotiating deposits
 Monitoring accounts receivable
 Requesting extended payment terms from suppliers
 Requesting early drawn down of any funds raised from external sources e.g. grants
 Having the event underwritten by another organisation
 Loan(s)

Transparency
 Reporting requirements to public funding bodies

Budget Blowouts
 Reducing the risk of budget blowouts
o Regularly update the budget to act as true record of the financial ‘status’ of the event
o Lock suppliers into contracts
o Include suppliers into contacts
o Include an amount for contingencies
o Beware of the disconnect between ‘creatives’ and budgets/financial matters

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 Responding to budget blowouts

o Avoid reducing costs by targeting ‘core’ event elements (e.g. venue, food/beverage). Instead,
identify items that will not directly impact the core event experience
o Transfer costs to other organisations e.g. sponsorship arrangements; use of volunteers

Looking back and looking forward

 Budgeting is a process involving a number of key steps
 A key driver of event success is the ability to monitor and control the event budget
 Remember it is easy to end up with a small fortune from running events if you start off with a large
one
 Risk management is important

Lecture 6: Event Planning (3)

Managing and Developing the Event Workforce

What is the primary function of event HR planning and management?

To ensure an event “is adequately staffed with the right people, who are appropriately trained and
motivated to meet its objectives” (Bowdin, Allen, O’Toole, Harris & McDonnell, 2012, p.323)

Defining HRM
 HRM – the process of matching people to jobs and developing a satisfied and effective workforce
 HRM is central to planning – high costs
 HRM has a direct impact on organisational performance

“People decisions are the ultimate – perhaps the only – control of an organisation. People determine the
capacity of an organisation. No organisation can do better than the people it has.” (Peter Drucker, 1990).

Who is the Event Workforce?

It is the task of the event/HR manager to manage all the people involved in the event= the event workforce
This includes people involved at all stages of the event planning process

Human resource challenges specific to events (1)

 Pressure associated with fixed delivery dates
 Pulsating nature of organisational structures
o Quick growth and contraction
o Difficulty in attracting paid staff for short periods – job insecurity
o Short time line for staff hiring and training
o Need to shed staff quickly

Event staffing – “Pulsating”

Pulsating nature of event recruitment – Commonwealth

Games Melbourne

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Human resource challenges specific to events (2)

 Involvement of volunteers
o Sourcing
o Quality control and supervision
o Training and motivation
 Wide range of skill/knowledge requirements
 Need for teamwork

Human Resource Planning Process

Human Resource Planning process

1. Establish Objectives & Strategies

o Human resource management strategy for an event should seek to achieve specific
outcomes, for example:
 Growth
 Cost containment
 Improved quality – e.g. reduction in queuing times
 Improved organisational effectiveness – e.g. through cross training
 Enhanced performance as regards legal/environmental/safety responsibilities
2. Staffing
o Identify all tasks (WBS) and estimate number of people required
o Job analysis – what skills/knowledge/experience will be required to perform the job?; How
will the job be related to other jobs?; and what training will be required?
o Job description & specification – title of job; duties/responsibilities/authority of position;
skills/knowledge/experience/personal attributes; full/part-time; volunteer/ contractor;
salary/rewards; relationships with other positions; and how will performance in the position
be assessed.
o Estimating the number of staff/ volunteers needed for an event
 WBS
 Number of venues/scale of event
 Outsourcing levels

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 Skills/expertise needed
 Reference to similar events
 Human resource strategies adopted
 Industry norms (e.g. 1-100 patrons for security staff)
 Use of technology e.g. electronic ticketing
 Service levels (e.g. desired queuing times)

3. Establish policies & procedures

o Policies and procedures provide a framework for action/decision making
o They serve to:
 Provide guidelines for managers/supervisors
 Assure staff/volunteers they will be treated fairly
 Provide a basis for decisions (‘manuals’)
 Serve as a reference point for problem solving

4. Recruitment, Selection & Induction

o Is about attracting the ‘right’ potential candidates to the ‘right’ job offerings:
o Communication with target groups:
 Advertising; employment agencies; word of mouth; social functions; stakeholders;
educational institutions
o Sources of staff:
 Other events, consultants, secondments, educational institutions, government
programs, sponsors
o From applicant pool
o Systematic – using appropriate tools and guidelines
 Screening e.g. job applications; resume; volunteer registration
 Selection policy – how will candidates be assessed? Who will decide? What selection
techniques will be employed?
 Interview – checklists based on job criteria
o Aim to avoid the costs associated with poor selection
o Appointment – contracts; letter of appointment; volunteer statement of rights and
obligations
o Make new employees welcomed and values
o Induction program should provide:
 Event information; organisational culture, history and working arrangements
 Introductions; tours
 Overview of training programs
 Induction kit (welcome kit) – which might include:
 Annual report; organisational chart; venue map and program; a staff list with
key contracts; list of sponsors; list of stakeholders; name badge; uniform

Legal Obligations
 Event managers must be aware of their legal obligations to employees:
o Salary and conditions (state/territory depts, of industrial relations)
o Equal Employment Opportunity (Australian Human Rights and Equal Opportunity
Commission)
o Dismissal (Australian Industrial Relations Commission)
o Safety in the Workplace (Workplace Safety Australia)

5. Training and Professional Development

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o Training: provision of specific job skills or knowledge that allow people to perform or
improve current job performance
Vs.
o Professional Development: the acquisition of new skills or knowledge that prepares
someone for future job responsibilities
o What training is needed?
 Training needs assessment
 Identify gapes between current performance and desired performance
 Look at job description; performance appraisal results; staff feedback
o Training options include:
 Existing staff/volunteers as trainers – in house
 Sending staff/volunteers to outside bodies for training
 Commissioning outside bodies to provide training

6. Supervision & Evaluation

o Key task of a supervisor is performance appraisal
o Evaluating performance in relation to set goals
 What does the job require?
 What does the employee need to do to achieve job requirements?
 Is there evidence of this achievement?
o Policies & procedures can guide practice in this area
o Techniques:
 Self-appraisal in conjunction with manager appraisal
 Rating scales – set criteria relating to job description
o (Motivation) Rewards for Staff
 Pai Staff:
 Salaries, bonuses, profit sharing, incentives
 Equity (a share of ownership)
 Promotion to other jobs or events
 Perks (use of car, equipment, trips etc.)
 Volunteer Staff:
 Free admission to event, food & beverages
 Souvenirs of event
 Social occasions e.g. closing day parties
 Certificates of appreciation & public acknowledgment
 Moving up volunteer hierarchy
 Meeting celebrities/performers
 Personal thanks from managers, directors, sponsors & VIPs
 Professional development in new skills

7. Termination, Outplacement and Reenlistment

o Termination – legal issues such as laws against unfair dismissal
 Fixed term appointments for staff/volunteers with a need to reapply each time an
event is conducted
 Use of job descriptions / performance appraisals
o Outplacement – provision of assistance to staff/volunteers seeking new positions
o Re-enlistment – maintenance of contract with past staff/volunteers and provision of
incentives (e.g. opportunities for volunteers to progress to more interesting roles with
greater responsibility); recognition (e.g. certificates for appreciation, parade of volunteers,
after parties)
o Surveys / debriefs to establish why staff / volunteers leave

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8. Evaluation & Feedback

o Periodic review is required to determine the effectiveness of HR process – time should be
allocated for this task and feedback sought from appropriate staff/volunteers/ committee
members

Event Volunteer Management

Who are volunteers?

 ‘One who offers their services to the organisation of their own free will and without expecting
remuneration. Has personal goals that can be attained through volunteering’ (Getz, 1997, p. 198)
 Volunteer traits:
o Usually enthusiastic about event itself
o Often lack experience & specific training (not always)
o Prefer short term responsibilities
o Many are artistically creative rather than technically oriented and want to have fun
o Are not economically dependent on the event, therefore easier for them to quit

Benefits for events

 A more personal approach to customer service
 Team of people passionate about your event
 Organisation can develop skills in the community
 Frequently saving costs
 Give back to the community
 Connect with the local community

Why volunteer?

Reasons why volunteers leave events

 Workload
 Lack of appreciation of contribution
 Problems with overall event organisation
 Disagreement with changing goals/ideology of event
 Lack of sense of community amongst volunteers
 Family responsibilities
 Event becoming too large
 Inability to make decisions regarding their own position
 Dislike of responsibilities

Motivation
 Motivation is key

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 Motivated staff are committed, enthusiastic, energetic and dedicated to achieve goals
 Differences in motivation:
o Intrinsic factors
o Extrinsic factors
 What are people’s needs, strengths and goals

Herzberg’s To-Factor Theory

Rewards, recognition & retention

 Rewards and recognition crucial to maintain volunteer commitment
 Staff losses mean knowledge and skills are lost – costly to replace
 Rewards are a nice way to end an event – and they can provide motivation for others

Lecture 7: Event Planning (4)

Venue Selection, Layout and Design

Supplier Selection, Contracting and Management

Traffic and Transport Planning

Lecture 8: Event Delivery & Shutdown

Event Control & Monitoring

Event Scheduling Tools

Site and Event Shutdown

Knowledge Management

Event Evaluation

Lecture 9: Critical Issues in Event Management (1): Risk & Crisis Management

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Risk Management

Why do we need Risk Management in events?

 For clients
o Clients want to know that event managers are able of exercising appropriate level of due
diligence
o If a client hires a degree qualified event manager they expect they are aware of risks
involved and control risks on behalf of them and justify decisions with documented evidence
 For coroners
o Have access to historical data regarding fatal incidents
o Have begun to publicly note where recommendations have not been followed
o Are recommending criminal prosecution where a Person Conducting a Business or
Undertaking (PCBU, i.e. An event manager) fails to learn from past incidents

Risk Management AS/NZS ISO 31000:2018

 An Australian and International Standard recognised by the courts as legitimate process to analyse,
make defensible decisions and deal with risk.
 Key objectives of industry standard are:
o Provide a tool to reduce likelihood of significant incidents
o Provide demonstration of logical and systematic decision making
o Provide documentation as supporting evidence
o Ensure the events industry takes a leadership position to avoid outside parties imposing
inappropriate regulations or legislation

Integrating Risk Management

 ‘Risk management must be integrated into the culture of the organisation and evident in all aspects,
if all risks are to be well managed.’ (HB246:2004 p29), by
o Establishing a philosophy and creating the right culture
o Integrating risk management into planning at all levels
o Feedback and improvement

Responsibility of Event Managers

 The decisions you make must follow a process that is recognised as best practice – the Australian
Standard
 Casual decision making is not appropriate for event organisations. You must manage:
o Time pressures
o Financial pressures
o Ethics and emotions
 Risk assessment is a cost benefit analysis. It considers costs as well as unrealised liabilities

Why document?
 To provide evidence of a systematic approach to risk identification and analysis
 To provide a record of risks and to develop the organisations knowledge and database;
 To provide an accountability mechanism and tool
 To provide the relevant duty holders – decision makers with a risk management plan for approval
and subsequent implementation
 To facilitate continuing monitoring and review
 To provide an audit trail and
 To share and communicate information

Risk Management Process

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 The AS/NZS ISO 31000 Risk Management Standard states the main elements of risk management
process are as follows:
o Communicate and Consult
o Establish the context
o Identify the risks
o Analyse risks
o Evaluate risks
o Treat risks
o Monitor and review

Risk Identification – Consult & Research

 “typical” risks & unknown risks
 Research should include:
o External research (publications, incident reports of similar
events)
o Documentation review (WBS, past incident reports, etc.)
o Stakeholders (interviews, meetings/consultations,
brainstorming/scenario exercises)
 Research raises awareness

Risk Analysis/Measurement/Assessment
 As risk arises out of uncertainty, when deciding on a particular course of action there is a need to
manage risk by considering its two main elements
 ‘Whatever type of analysis is used some sort of measurement of consequence and likelihood is
necessary.’ (HB436:2004, p.48). Handbook RM Guidelines
o What is the LIKELIHOOD of something happening? And
o What are the CONSEQUENCES if it does eventuate?

Hazpak – The Workcover Matrix

Treating Risk
 The Three basic ways to treat risk:
o ACCEPT the risk
o AVOID the risk
o REDUCE the likelihood or the consequence of the risk

Assess Risk treatment Strategies

 ACCEPT the risk
o Risk levels are insufficient to justify potential treatment options
o It is not possible or is uneconomic to treat the (residual) risk / to eliminate all risk

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o Monitoring may be appropriate and is recommended

 AVOID the risk
o Level of risk is unacceptable and means of control are not viable or not worthwhile
o The risk could be circumvented, e.g. by not proceeding with an activity
o Note: inappropriate risk avoidance can result in
 Significant cost penalties
 Diminished efficiency
 Failure to achieve outcomes
 REDUCE impact (by either)
o Reducing likelihood
 Selecting alternative proposals
 Design and engineering changes
 Quality assurance procedures
 Operations review
 Regular audits and checks
 Preventative maintenance programs
 Education and training
o Mitigating impact (reducing consequences)
 Contingency planning
 Evacuation plans
 Business resumption plans

Create a Risk Action Plan

 Action Plans detail what steps are required to reduce risk
 Provide a check list of things to do to implement risk management
 Provide a wisdom guide for those not so experiences
 Example: https://rockingham.wa.gov.au/forms-and-publications/events-culture-and-tourism/event-
approvals-and-permits/risk-management-plan-guidelines (p. 22)

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Sample Risk Treatment Plan

https://rockingham.wa.gov.au/forms-and-publications/events-culture-and-tourism/event-approvals-and-
permits/risk-management-plan-guidelines

Post Event Analysis

 Incidents, accidents and successes provide a useful occasion to monitor and review risks and
treatments and to gain insight on how the risk management process can be improved
 The intention should be to adopt a systematic approach to review causes of successes, failures and
near misses and to learn useful lessons for the organization. Ideally a systematic analysis process
would be used.

World Health and Safety WHS Compliance

WHS Compliance
 WHS Act (NSW Work Health & Safety Act 20111 No 10) and WHS Regulations 2011 apply in NSW
from 1 Jan 2012
 Clarity around the responsibilities and penalties for failure to discharge duty of care, whether or not
an injury occurs

NSW WHS Act 2011 (section 19)

 A person conducting a business or undertaking (PCBU, e.g. Event Promoter, Event
Organiser/Manger) must ensure as far as REASONABLY PRACTICABLE the health and safety of:
o Workers engages, or caused to be engages by the PCBU and
o Workers whose activities in carrying out work are influenced or directed by the person
 A PCBU must ensure, so far as is reasonably practicable, that the health and safety of other persons
is not put at risk from work carried out as part of the conduct of the business or undertaking

What is ‘Reasonably Practicable’?

 That which is or was at a particular time, reasonably able to be done in relation to ensuring health
and safety, taking into account and weighing up all relevant matters including:
o The LIKELIHOOD, and the DEGREE OF HARM, and
o What the person concerned knows, or ought reasonably to know, about: the hazard or ther
risk, and ways of ELIMINATING or MINIMISING the risk, and
o The availability and suitability of ways to eliminate or minimise the risk, and
o The cost associated with the available ways of eliminating or minimising the risk, including
whether the cost is grossly disproportionate to the risk

Fulfilling Duty of Care for WHS Act

1. There is legal duty of care
2. Reducing risk is key duty embedded by law in the Duty of Care provision
3. The Hierarchy of Controls must be followed
4. Risks should be made As Low As Reasonably Practicable (ALARP)

WHS Hierarchy of Controls

Elimination Get rid of hazards in the workplace., ie. Designing the problem out.
This is the best option, if it can be done.
Substitution Use something less hazardous
Isolation Use barriers to shield or isolate the hazard
Engineering Controls Design and install equipment to counteract the hazard
Administrative Controls Procedures and instructions. Reliant on appropriate behaviour.
Arrange work to reduce the time people are around the hazard

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Personal Protective Equipment Have people wear protective clothing while near the hazard

Fulfil your Duty of Care – Evidence

 Collect contractor engagement agreements noting Health and Safety obligations
 Conduct risk assessments on work practices relevant to tasks
 Document Safe Work Procedures (SWP’s) and training and supervision records

= This acts as evidence that proves you actively fulfilled your Duty of Care

Crisis Communication

Crisis Communication
 Public safety is a number one priority for event managers and arming individuals with information is
essential to avoid panic and useless speculation
 Communicating with your audience, stakeholders & internal team in a crisis cannot be left to the
last minute, or left to chance
 Communication needs to be well-planned, strategic, activity not a reaction to an unplanned
situation

Crisis Communication process

 Identify key ‘audiences’ Who are they? List them
 Identify audience ‘owners’ – this is the basis for your crisis team who will cascade out your pre-
determined communications
 Determine communication platforms – how we will communicate with our audiences. Match
platform to audience
 Devise a communication contents plan. This will be incident specific, and while you cannot cover
every eventuality, you can certainly cover key messages

 It is also necessary to stop and consider who will listen, and respond to enquires as they come in

 This could be things like monitoring social media channels, or answering phone lines

 Safety is our priority, however we also need to ensure we open communication lines so that the
trust in our event, and our organisation is not diminished

Lecture 10: Critical Issues in Event Management (2): Technology &Events

Technology as Event Planning and Delivery Support

Event Design & Technology

Virtual & Hybrid Events

Technology & data

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