2016

CO-ORDINATE AN EVENT
UNIT STANDARD ID: 13482
NQF LEVEL: 5
CREDITS: 12
NOTIONAL HOURS: 120

LEARNER GUIDE

Name
Contact Address
Telephone (H)
Telephone (W)
Facsimile
Cellular
E-mail

1|Page US 13482 Co-ordinate an

event
Table of Contents
HOW TO USE THIS GUIDE...........................................................................................................3
ICONS.............................................................................................................................................3
PROGRAMME OVERVIEW............................................................................................................3
PURPOSE......................................................................................................................................4
HOW YOU WILL LEARN................................................................................................................4
HOW YOU WILL BE ASSESSED...................................................................................................4
FORMATIVE ASSESSMENT.........................................................................................................5
SUMMATIVE ASSESSMENT.........................................................................................................5

SECTION 1: EXECUTION OF AN EVENT PLANNING SCHEDULE, A LOGISTICS AND

OPERATIONAL PLAN...........................................................................................................................8
1. INTRODUCTION.........................................................................................................................9
1.1 PHASES OF EVENT MANAGEMENT AND CO-ORDINATION...........................................11
1.2 IMPLEMENTING TIMELINES AND PRODUCTION SCHEDULES......................................13
1.3 SEQUENCE OF EVENT ACTIVITIES..................................................................................17
1.4 COMPLIANCE WITH LEGAL REQUIREMENTS..................................................................19

SECTION 2: CONTROL AN EVENT BUDGET....................................................................................22

2. INTRODUCTION.......................................................................................................................24
2.1 FINANCIAL PRINCIPLES...........................................................................................................26

SECTION 3: CO-ORDINATION OF THE REGISTRATION, ADMISSION AND SEATING

PROCEDURES.....................................................................................................................................33
3. INTRODUCTION.......................................................................................................................34
3.1 AUDIENCE/SPECTATORS..................................................................................................34
3.2 CROWD CONTROL..............................................................................................................36

SECTION 4: OVERSEEING RESOURCES........................................................................................40

4. INTRODUCTION.......................................................................................................................41
4.1 ROLE-PLAYERS...................................................................................................................41
4.2 STAFF PERFORMANCE......................................................................................................43
4.3 FUNDING..............................................................................................................................44
4.4 SERVICE PROVIDERS........................................................................................................47

SECTION 5: CONDUCTING MID-EVENT EVALUATIONS................................................................49

5. INTRODUCTION.......................................................................................................................50
5.1 MONITORING AND EVALUATION PROCEDURES............................................................50
5.2 QUALITY AND HIGH STANDARD PERFORMANCE..........................................................51
SAMPLE EVENT PLANNING CHECKLIST..................................................................................54
REFERENCE LIST.......................................................................................................................57

2|Page US 13482 Co-ordinate an

event
3|Page US 13482 Co-ordinate an
event
HOW TO USE THIS GUIDE

This workbook belongs to you. It is designed to serve as a guide for the duration of your training
programme and as a resource for after the time. It contains readings, activities, and application aids
that will assist you in developing the knowledge and skills stipulated in the specific outcomes and
assessment criteria. Follow along in the guide as the facilitator takes you through the material, and
feel free to make notes and diagrams that will help you to clarify or retain information. Jot down
things that work well or ideas that come from the group. Also, note any points you would like to
explore further. Participate actively in the skill practice activities, as they will give you an opportunity
to gain insights from other people’s experiences and to practice the skills. Do not forget to share your
own experiences so that others can learn from you too.

ICONS

For ease of reference, an icon will indicate different activities. The following icons indicate different
activities in the manual.

Outcomes Individual activity

Assessment Criteria Note!

Practical activity Reflection

Notes (Blank) Group Discussion

Definition Summaries

Additional Reading Example

4|Page US 13482 Co-ordinate an

event
PROGRAMME OVERVIEW

PURPOSE

The learner achieving this unit standard in combination with context expertise standard(s) will be able
to co-ordinate an event which meets the expectations of the client. They will demonstrate an
understanding of all the elements of the event and the inter-relatedness of the elements, events,
context and external factors which might influence the event and the impact there-of. They will
demonstrate an ability to supply appropriate alternatives to problems, constraints and risks. They will
monitor and improve the event based on critical reviews of evaluation. Learners competent in event
co-ordination will deliver a professional, feasible and creative event.

In addition, they will be well positioned to extend their learning and practice into other areas of
hospitality or tourism industry, or to strive towards professional standards and practices at higher
levels.

LEARNING ASSUMPTIONS

It is assumed that the learner has workplace communication and workplace numeracy either at NQF
5, or is currently obtaining these standards. The learner should be competent in, or concurrently
complete the unit standard "Understand the inter-relatedness of Event Elements".

HOW YOU WILL LEARN

The programme methodology includes facilitator presentations, readings, individual activities, group
discussions, and skill application exercises.

HOW YOU WILL BE ASSESSED

This programme has been aligned to registered unit standards. You will be assessed against the
outcomes of this unit standard by completing self-tests, group exercises, quizzes, assignments, on
the job tasks and theoretical tests that covers all specific outcomes, assessment criteria and the
essential embedded knowledge stipulated in the unit standard. You will be required to collect and
keep all evidence of assessments until you are done and then submit them in the format of a Portfolio
of Evidence which will have to be signed off by your manager. When you are assessed as competent
against the unit standard, you will receive a certificate of competence and you will be registered on
the NLRD (National Learner Record Database) as having achieved 12 credits.

ASSESSMENT INFORMATION

5|Page US 13482 Co-ordinate an

event
In order to be declared competent for this learning programme the following is required of you:
a. Ensure that you attend all training sessions for the full duration.
b. Ensure that all tasks are completed as they are being done in the training session and if not,
then it must be completed as homework.
c. Ensure that all on the job assessments are completed under the supervision of your manager
and are signed off by the same manager.
d. Ensure that all assessments, be they formative, summative, theory or practical are completed
and submitted as part of your POE.
e. Work smart, not hard!!!

FORMATIVE ASSESSMENT

In each Learner Guide, several activities are spaced within the content to assist you in understanding
the material through application. Activities in the learner manual are not for assessments. Formative
assessments are in a separate module written formative assessment. Please make sure that you
complete ALL activities in the Formative Assessment Guide, Formative activities must be completed
at the end of each section.

SUMMATIVE ASSESSMENT

You will be required to complete a Portfolio of Evidence for summative assessment purposes. A
portfolio is a collection of different types of evidence relating to the work being assessed. It can
include a variety of work samples. The Portfolio Guide will assist you in identifying the portfolio and
evidence requirements for final assessment purposes. You will be required to complete Portfolio
activities on your own time, using real life projects in your workplace environment in preparing
evidence towards your portfolio.

Being Declared Competent Entails:

Competence is the ability to perform whole work roles, to the standards expected in employment, in a
real working environment. There are three levels of competence:

 Foundational competence: an understanding of what you do and why.

 Practical competence: the ability to perform a set of tasks in an authentic context.

 Reflexive competence: the ability to adapt to changed circumstances appropriately and

responsibly, and to explain the reason behind the action.

6|Page US 13482 Co-ordinate an

event
To receive a certificate of competence and be awarded credits, you are required to provide evidence
of your competence by compiling a portfolio of evidence, which will be assessed by a relevant SETA
accredited assessor.

You Have to Submit a Portfolio of Evidence

A portfolio of evidence is a structured collection of evidence that reflects your efforts, progress and
achievement in a specific learning area, and demonstrates your competence.

The Assessment of Your Competence

Assessment of competence is a process of making judgments about an individual's competence
through matching evidence collected to the appropriate national standards. The evidence in your
portfolio should closely reflect the outcomes and assessment criteria of the unit standards of the
learning programme for which you are being assessed. To determine a candidate’s knowledge and
ability to apply the skills before and during the learning programme, formative assessments are done
to determine the learner’s progress towards full competence. This normally guides the learner
towards a successful summative (final) assessment to which both the assessor and the candidate
only agree when they both feel the candidate is ready.

Should it happen that a candidate is deemed not yet competent upon a summative assessment, that
candidate will be allowed to be re-assessed. The candidate can, however, only be allowed two
reassessments.

When learners have to undergo re-assessment, the following conditions will apply:

 Specific feedback will be given so that candidates can concentrate on only those areas in
which they were assessed as not yet competent.

 Re-assessment will take place in the same situation or context and under the same conditions
as the original assessment.

 Only the specific outcomes that were not achieved will be re-assessed.

 Candidates who are repeatedly unsuccessful will be given guidance on other possible and
more suitable learning avenues.

In order for your assessor to assess your competence, your portfolio should provide evidence of both
your knowledge and skills, and of how you applied your knowledge and skills in a variety of contexts.
The POE guide directs you in the activities that need to be completed so that your competence can
be assessed and so that you can be awarded the credits attached to the programme.

7|Page US 13482 Co-ordinate an

event
 NOTE YOUR POE GUIDE HAS MORE INFORMATION ON THE ASSESSMENT PROCESS

8|Page US 13482 Co-ordinate an

event
Assessment Process Flow

C Assessment Plan Observation

A agreed by candidate Knowledge conducted as per
N & completed by the Questionnaire the Assessment
D assessor before the conducted as per the Plan
I actual assessment Assessment Plan
D
A
T
E
A
S Portfolio of
Evidence Portfolio of
S
A detailed Assessor submitted to Evidence
E
Report compiled & service provider compiled as per
S
forwarded for as per the the Assessment
S
Moderation Assessment Plan Plan
M
E
N
T

Feedback Report
Completed by Appeal form
Assessment Assessor &
completed by Record of
Results individual
the candidate in Learning
Moderated feedback given to
the event of Updated
the candidate
dispute

Completed Assessor S
Report / Moderator Report / E All records & Action Plan
Record of Learning T evidence Completed by
A filed Assessor

Certificate of Register
Competencies candidates on the
Approval & Learner Record
issued to
Certification Database
successful
obtained candidates

9|Page US 13482 Co-ordinate an

event
SECTION 1: EXECUTION OF AN EVENT PLANNING
SCHEDULE, A LOGISTICS AND
OPERATIONAL PLAN

Specific Outcome
On completion of this section you will be able to execute an event
planning schedule as well as a logistics and operational plan.

Assessment Criteria
This specific outcome shall cover the following:

 Implement timelines and production schedules.

 Sequence event activities properly.

 Comply with legal requirements.

10 | P a g e U S 13482 Co-ordinate an
event
1. INTRODUCTION

Event planners coordinate and manage conferences, meetings and parties. Some planners
exclusively organise a specific type of event, such as those who specialise in wedding planning.
Others may work with large corporate clients or smaller private groups. Many planners run their own
businesses, while others may work for event planning agencies. Due to the nature of the work, many
planners work long and irregular hours.

An event can be described as a public assembly for the purpose of celebration, education, marketing
or reunion. Events can be classified on the basis of their size, type and context.

An event can be:

1) Social / life–cycle events

Events like Birthday party, Hen/Stag party, Graduation day, Bachelor's party, Engagement, Wedding,
Anniversary, Retirement day, Funeral etc.

2) Education and career events

Events like education fair, job fair, workshop, seminar, debate, contest, competition etc.

3) Sports events
Events like Olympics, World Cup, marathons, Wimbledon, wrestling matches etc.

4) Entertainment events
Events like music concerts, fairs, festivals, fashion shows, award functions, celebrity nights, beauty
pageants, flash mob, jewellery shows, stage shows etc.

5) Political events
Events like political procession, demonstration, rally, political functions etc.

6) Corporate events
Events like MICE (meetings, incentives, conferences, exhibitions), product launches, road shows,
buyer-seller meet etc.

7) Religious events

11 | P a g e U S 13482 Co-ordinate an
event
Events like religious festivals / fairs, religious procession, Katha, Diwali fair, Dusherra fair etc.

8) Fund raising/ cause related events

Any event can be turned into a fund raising or cause related event e.g. auctions.

Events, like any other special project, can be exciting, challenging and rewarding. A successful event
does not depend on spending lots of money but on originality, creativity and meticulous planning.
Since events are demanding on staff and budget resources, you must carefully assess the reasons
for hosting an event and answer a number of questions before you make the decision to proceed.
Here are a few key factors to consider:

Who?
 Who is your target audience in terms of attending the event?
 How easily will you be able to promote the event to your target audience?
 Will they need to pay to attend your event and if so, is the price affordable?

What?
 What will the event parameters look like? Will it cover the span of a couple of hours or be a full
day/multiday event?
 How easy will it be to build the program and secure the necessary participants such as
speakers and dignitaries?
 What type of event activities will be involved?

When?
 When would be the best time of year to hold the event and how does this
fit in with other things happening at the workplace or in the community?
 How much planning time will you need based on the date you have selected?

Where?
 What is the best location for the event? Should it be held at the workplace or at another
location?
 What is the availability of the site?
 What is the cost of the site and is this within your budget?

Why?
 Why are you holding an event? What is the objective and purpose? Is the event intended to
be a fundraiser, an awareness builder or a celebration?
 Is there another way to meet the same objective?
12 | P a g e U S 13482 Co-ordinate an
event
  Does the event fit with the strategic mission and goals of your group and the organisation?

Apart from these questions, there are other important considerations.

 What budget will you need for this event? How accessible is this money?
 Do you have the necessary staff and/or volunteer resources to plan and manage the event?
 Do you have the appropriate planning time available to ensure the event is a success?

These questions should become part of your feasibility plan, and will assist you in deciding whether to
proceed with the event or not. Remember it is always better to pull out of an event than to host a
failure.

Event planning requires creativity, organisation and flexibility. You will need to work well under
pressure to meet deadlines and be able to multi-task as you juggle multiple projects. You need to be
assertive when dealing with a crisis yet patient with your client. Strong written and verbal
communication skills allow you to negotiate well with your client and vendors and an understanding of
budgeting will help you stay on target with your expenses.

1.1 PHASES OF EVENT MANAGEMENT AND CO-ORDINATION

Events should engage and entice attendees while fulfilling the goals of the presenting organisation. A
thorough planning process should result in the creation of events that are powerful, meaningful and
memorable. Before becoming immersed in the details and the creative process, it is important, and
quite necessary, to review the basics. It is highly recommended to use the Five Phases of Event
Management, a concept outlined by Joe Goldblatt, as the basis for planning and executing effective
events.

Phase 1: Research
This is the time for exploration, when planners should continually ask the question “Why?” in regard to
venue, goals and so on. Research allows planners to dig deeply into the client's goals from both an
emotional and pragmatic vantage point. If overt and covert goals are not clearly identified, then they
cannot be met, and attendees could leave the event feeling dissatisfied, confused and possibly
disgusted because they wasted time and money to attend.

Phase 2: Design
This is the time to brainstorm, dream and look at things from the client's perspective. Early theme
development will help focus the event and all tasks associated with the execution, while
socioeconomic and geopolitical influences must be considered to ensure sensitivity and good protocol

13 | P a g e U S 13482 Co-ordinate an
event
practices. Its recommended to step away during the design phase to gather new thoughts while never
losing sight of the things that will allow you to achieve your goals.

Phase 3: Planning
The planning phase should be used to solidify factors like budget, venue and important timelines. So
often, meeting and event planners try to find the venue, the food, the schedule and the speakers
without any sense of cohesiveness and respect for the client's goals. This can be avoided if research
and design are thorough.

Phase 4: Coordination
By this time in the process, the production schedule should be officially complete (although it should
be started during the research phase). Part of coordinating any event is making sure logistics,
contracts and personnel are finalised. This is the phase when all the project management elements
should be completed. This way, if any changes or problems arise, they can be easily resolved.

Phase 5: Evaluation
During this phase, the professional is tasked with determining whether the goals and objectives of the
event have been met. This ties back to the research phase and should occur throughout the event,
14 | P a g e U S 13482 Co-ordinate an
event
from the inception, to objectively monitor the implementation of the event. Both qualitative and
quantitative information should be gathered for both the client and for the growth of the industry
professional.

Explore the phases of event management and coordination with examples.

1.2 IMPLEMENTING TIMELINES AND PRODUCTION SCHEDULES

To someone attending your event, an interesting, thoughtful agenda is the mark of a professionally
planned and managed event. However, there is also another schedule of events that runs in the
background and in parallel to that agenda, which helps make an event planner a true professional.
That is your event logistics schedule. This is where the best event planners shine, as this aspect of
managing the event allows them to put their superior ability to focus on timing to the best use.

With that covered, here are the steps to mastering this timeline and ensuring a smother path to event
success. Consider the following:

 Spare no detail: Everything from turning on the music to tipping the food delivery staff should
be accounted for in the timeline. The point of this detail is to ensure that during the high-stress
of event day, nothing slips through the cracks. Consider everything that could go wrong with
part of an event and account for it in this document. Could a speaker's microphone fail to
work? Carve time out of the schedule to test the microphone.

 Plan in advance: It is critical that you put thought into the Event Logistics Timeline on the
front end of your process. If you wait until later to put this document together, it becomes and
overwhelming chore and you will likely miss details. Rather, draft and update the document as
you work through every step of the event planning process. You can always edit the document
down as the event approaches. And it's much easier to edit-out details last-minute than to add-
in details last-minute.

 Involve the entire staff: The document also serves as a task list helps you and the event staff
get on the same page… literally, if you all print it out. Don't leave your staff guessing about

15 | P a g e U S 13482 Co-ordinate an
event
 what they should be doing or give them the opportunity to assume that someone else is doing
the job. Call-out a staff members and assign them a specific task to make it abundantly clear
to each of them what they have to do, where they have to do it and when they have to do it.
Where possible, assign staff members to tasks that are similar in specialty or in location. You
may want to have the same staff member checking all the microphones. But if your venue is
large, with multiple breakout sessions, that may not be possible.

 Make it portable: It may go without saying, but you will most likely not be at your desktop and
logged into your organisation's computer network the day of the event. Make your Event
Logistics Timeline portable. Ideally you and your staff might carry tablets or smart phones with
copies of the document on them. If you use a document sharing tool, such as DropBox or
Google Docs you may even be able to make changes to the document as you need to.

That is an ideal scenario. It is wise to also print-out and distribute hard copies of the document to your
staff. There is a good chance someone will misplace the document or the version they have is no
longer up to date. Establish a pick up location where staff can go to get additional or updated copies
of the document.

 Track as you go: Treat your Event Logistics Timeline as not only a schedule, but also as a
checklist and mark off each successfully completed item. This will help you document items
that were either not completed on time or not completed at all. In turn, after the event, you can
use this to determine what went wrong, or who did something wrong, so you can fix it before
your next event.

On the positive side, as you check-off each item that has been completed on your event planning
timeline, you will gain a sense of satisfaction and confidence your ability to plan and manage a
successful event.

FOUR TO SIX MONTHS TO A YEAR AHEAD

 Determine the purpose, format and target audience for event

16 | P a g e U S 13482 Co-ordinate an
event
  Create an estimated budget and get approval if necessary
 Select the date, but before confirming it clear the date with calendars; double-check for
conflicts with other major functions
 Gather committee/event team (please include Event coordinator)
 Draw up preliminary guest list categories. Begin collecting addresses for save-the-date
mailing, if needed
 Select a name or theme
 Select and reserve a facility
 Develop a rain plan if the event is to be held outdoors
 Reserve a block of hotel rooms, if necessary
 Choose a caterer
 Select and order recognition items (award, honour, citation)
 Order favors, souvenirs, printed folders, and other give-away items
 Reserve rental equipment such as vans, buses, tables, chairs, tents, podiums, etc.
 Confirm program speakers
 Plan presentations
 Get all necessary administrative approvals
 Plan promotion and publicity of event to internal and external audiences

TWO TO THREE MONTHS AHEAD

 Write copy, design and get approval of printed invitations and all other printed materials
 Finalise and get approval of the guest list
 Contact Mail Services to coordinate the printed materials mailing (if large quantity mailing)
 Send save-the-date announcements to guests (3-5 months prior to the event)
 Contact program participants
 Supply suggestions for their remarks
 Gather their biographical information
 Request a photo of each participant for publicity and programs
 Keep administrative officers informed
 Meet or contact Parking services to discuss parking/shuttle if needed
 Decide on music, book entertainers and talent
 Plan the decorations and colour scheme
 Order prizes, novelties, foods, or other special needs
 Contact and/or meet with the florist
 Update security on your plans. Advise Special Events and Protocol if dignitaries will be
invited.
 Begin publicity
 Contact Creative Media Group and photographer or videographer if needed
 Begin creating a logistical outline to document all arrangements as they are decided on and

17 | P a g e U S 13482 Co-ordinate an
event
 confirmed.

TWO MONTHS AHEAD

 Select menus and confirm contract with outside vendor or own caterer
 Prepare mailing labels for invitation mailing
 Send out invitations 4 -6 weeks prior to event (depending on event)
 Finalise decor and facility arrangements
 Make hotel and transportation arrangements for out-of-town dignitaries and guests
 Mail an itinerary to dignitaries
 Prepare, write and print the program
 Finalise the audio-visual presentations
 Order any ceremonial items needed
 Inspect the facility – make sure there are no safety hazards.
 Recruit volunteers to staff registration if needed, such as greeters, etc.

TWO TO FOUR WEEKS AHEAD

 Meet with Event coordinator to go over logistics
 Record and acknowledge RSVPs as they are received
 Mail out confirmations tickets, parking permits, to attendees if necessary
 Ask Facilities for building requests: unlock rooms and floors for date and times.
 Send detailed instructions to all staff and participants (including tickets, parking permits, and
maps)
 Finalise details with caterer, rental company, and all vendors
 Write speeches and introductions, if necessary.
 Do a diagram of the room/building to be used as a seating chart or for set-up

ONE WEEK AHEAD

 Create a Management “day of” schedule outlining all deliveries, etc., and timing for the
event
 Print out the guest list in alphabetical order
 Finish place cards, table cards, and/or name tags
 Create the seating chart, if needed.
 Plan a meeting or contact all staff, greeters, ambassadors and volunteers on their duties
 Gather all presentation items such as gifts, plaques, trophies. Collect ceremonial items.
 Prepare the briefing packet and send along with the guest list to VIPs and supervisors (with
full names, titles, business and professional affiliations, and other specific interests),
biographies, and the final schedule of events to administrative leadership or host
 Deliver prepared introductions, citations, and speeches to those who will read them
 Contact catering with RSVPs and guarantees
 Prepare event box with any supplies, such as tape, string, zip ties, staplers, clip boards,

18 | P a g e U S 13482 Co-ordinate an
event
 baskets, etc. you may need

THE BIG DAY

 Arrive early
 Bring the logistical outline, production schedule, directions, phone numbers, food orders,
seating charts, name tags, table assignments, guest lists, and the event supply box with you
 Check all facilities
 Set up event venue with tables, signs, awards, etc.
 Conduct sound, computer checks.
 Set up registration. Be sure it is ready no later than 45 minutes prior to the start of your
event.
 Relax and smile!!!!!!!!!

AFTER THE EVENT

 Send thank you notes to staff, volunteers and vendors
 Finalise billing and prepare final budget, if necessary.
 Conduct event meeting to discuss success or ways to improve in the future
 Survey attendees, if appropriate.

Discuss the importance of meeting/implementing event timelines and production schedules.

1.3 SEQUENCE OF EVENT ACTIVITIES

Planning a formal or informal event is never complete without informing those attending the order of
happenings. It helps to prepare them psychologically and they can also be able to put things they will
need during the occasion in place. A sequence of events is a powerful administrative tool.

19 | P a g e U S 13482 Co-ordinate an
event
An example of a sequence of events

A schedule or a timetable, as a basic time-management tool, consists of a list of times at which

possible tasks, events, or actions are intended to take place, or of a sequence of events in the
chronological order in which such things are intended to take place.

One of the best ways to manage time during an event is to have activities of the event sequenced
according to time. This will inform participants and the event Coordinator of how much time resources
they have, and it will also prepare the participants to live through the event without losing their
attention.
20 | P a g e U S 13482 Co-ordinate an
event
 What is the importance of sequencing event activities?

1.4 COMPLIANCE WITH LEGAL REQUIREMENTS

Running an event can be a difficult and complex task which can be influenced by a multitude of
factors. Whether it’s a small scale or a major event, the process followed to plan and manage the
event will directly influence how well the Health and Safety issues are managed and ultimately how
successful it will be. Appropriate planning and management of an event is a Legal Requirement and
in cases of serious incidents it could have major consequences for the Event Organisers / Partners.

Exact event legal requirements vary from place to place and the rules that apply depend on the type
of event.

The list below points out the major issues you need to think about, but you should also take advice
from the administrator of the organisation(s) involved in your event. If you are not sure about any of
these items you can discuss them with the venue owners, as they should have experience with them.

 Premises Licence: If you are going to invite the public to see a play, watch a film, or listen to
live or recorded music, or something similar, you need to do so in premises that are correctly
licensed. The licence will determine exactly what activities are permitted and between what
hours. Don't assume you can have a concert run beyond 11 pm without checking the licence
permits it. If the premises don't have the correct licence you can get what's called a Temporary
Event Notice, which is effectively a short-term licence. For more information, contact your local
council.

 Serving Alcohol: Selling or supplying alcohol is also regulated by the premises license. Not
only do you need to have the correct license arrangement in place, you also need to ensure
someone present is a Personal Licence Holder. The penalties for breaking the rules around
the supply of alcohol can be very severe so take great care in this area.

 Health and Safety Requirements: It's essential to understand who is responsible for health
and safety matters and to perform the correct risk assessments. The venue will be responsible
for premises-related health and safety, such as trip hazards from worn flooring, or emergency

21 | P a g e U S 13482 Co-ordinate an
event
 evacuation. But event organisers take responsibility for event equipment, such as trip hazards
from power cables for speakers or other equipment brought into the venue. You will need to
perform risk assessments and document them. Think about what sort of things might go wrong
and the possible outcomes.

 Public Liability Insurance: You need to have public liability insurance in place for your event.
What happens if an elderly visitor to your event slips in the car park and breaks their leg? Or if
a piece of equipment falls on someone and injures them?
These things do happen so you need to have the right insurance in place. Liaise with your
venue to see what is covered by their insurance, and what isn't.

 Noise Levels: Usually you will only have issues with volume if your event features a
particularly loud band or will take place late in the evening. Some premises are subject to
noise abatement orders, meaning they're legally obliged to measure noise and keep it below a
certain level. Other premises need to give due care and attention to their neighbours.

 Disabled Access: All newer premises are required to provide full access and facilities for
disabled people, but older premises are not. Event organisers do not have to ensure access
for disabled people, but its good practice to do so wherever possible. Where it's not possible
the publicity should point this out.

 Food Hygiene: If you are serving food to the public it needs to have been prepared and
stored in accordance with food hygiene regulations. Someone with a food hygiene certificate
should take responsibility for managing the catering. Premises that are regularly used for food
preparation are inspected by the local council from time to time.

 Parking: If you are planning a major event and do expect to have enough car parking space it
is wise to talk to the Police about what other arrangements might be possible. If you need to
keep kerbsides clear on certain roads you can hire traffic cones from the Police for this
purpose.

 Child Protection: Your organisation should have a Child Protection Policy and your event
should comply with this. If it does not, or if this is a privately organised function, you need to be
aware of child protection issues. At the very least any volunteers working with children must
have had a criminal records check.

22 | P a g e U S 13482 Co-ordinate an
event
 1. What is the importance of confirming all necessary legal requirements before booking an
event?

2. What are the consequences of ignoring legal requirements such as premise licences?

3. Identify at least five legal requirements for hosting a charity event at a community hall in your
area.

Summary

Synopsis

In this section you executed an event planning schedule as well as a logistics and operational plan.

Notes

---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
23 | P a g e U S 13482 Co-ordinate an
event
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
24 | P a g e U S 13482 Co-ordinate an
event
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------

25 | P a g e U S 13482 Co-ordinate an
event
SECTION 2: CONTROL AN EVENT BUDGET

Specific Outcome

On completion of this section you will be able to control an event

budget.

Assessment Criteria

This specific outcome shall cover the following outcome notes:

Apply sound financial principles.

26 | P a g e U S 13482 Co-ordinate an
event
2. INTRODUCTION

Budgeting is a critical part of the event planning process. It is important to develop an effective budget
from which you can rely so appropriate decisions and adjustments, if necessary, can be made. As the
event sponsor, you will be expected to manage the finances of the event and communicate with
members of your planning group so that everyone understands what expenditures can and cannot be
made. After the event, compare your budget outline with the actual expenses incurred. Before making
a commitment to plan an event, examine the financial elements involved, considering cost and the
funds you have on hand for this event. If there is a shortage of funds, revisit your expectations and
determine whether you wish to scale down and change the overall approach. You may also wish to
consider whether financial assistance can be obtained from other sources (for example, ticketing or
registration fees).

The event budget is a projection (forecast) of the income and expenditure that the event will incur
based on plans made and information gathered.

Basic event budgeting rules

Although the budget takes time to develop, there are some basic rules that should be followed from
the outset:
 Budget to avoid making a loss: If an event looks likely to make a loss, it calls into question
whether the event should go ahead according to the existing plan. If it is not to late, plans
should be changed so that the event will at least break-even.

 Be realistic about event incomes: Far too often, event plans are far too optimistic about the
amount of sponsorship to ge gained, or the number of people who will attend as spectators or
participants. Over optimistic predictions are often a cause for financial loss as a result of
staging an event.

 Have a contingency plan: In thinking through what could possibly go wrong with an event, it
is a good idea to determine what must be done if something does go wrong. For example,
what happens if the sponsorship pull out, or there is very bad weather?

Typical event expenditure

27 | P a g e U S 13482 Co-ordinate an
event
Events costs will depend on the scale and type of event. Not all the categories stated in the table
below will apply to every event.

Travel and Costs associated with officials needed to run the event may have to be borne
Accommodation by the event organisers. Event participants are generally responsible for their
own travel and accommodation costs. In minor or local events travel and
accommodation costs are unlikely.
Trophies, The cost of medals, trophies and other awards requires detailed knowledge
Awards about the number of competitors, the categories of divisions of the competition
and the format of the competition.
Salaries Applies only events are organised by professional staff.
Postage and Events usually require considerable communications with participants and the
telephone event management team.
Stationery and Special event stationery may be printed but otherwise there is always a lot of
Photocopying photocopying and usage of organisation letterheads to write correspondence.
Medical Fees Events require persons with at least First Aid training to be in attendance.
Larger events may also warrant the employment of a doctor and
physiotherapists.
Venue Hire A critically important aspect of the budget. Information about the probable cost
of the venue needs to be obtained as early as possible. Beware that there
some hidden costs such as security and supervision costs, and heating and
lighting costs.
Insurance Additional insurance can be taken out to cover risks of injury and/or financial
losses associated with events.
Printing Event programmes, posters, fliers and other promotional documents may need
to be printed - especially where quality and colour is required.
Promotion Expenditure on promotion may be considerable where a significant proportion
of the event revenue is likely to be earned through spectators. Promotion
covers items such as advertising, give-aways, costs associated with
promotional events and sponsors' signage.
Equipment Hire Includes equipment directly used by participants in the event and also any
equipment used by the event management staff including sound systems,
computers, mobile phones, two way radios, etc.
Transport Includes costs of transporting equipment and hire of buses.

Summary
You may not need all of the following and may have others you wish to incorporate into your budget:
 Printing (brochures, invitations, handouts, registration materials)

28 | P a g e U S 13482 Co-ordinate an
event
  Postage, assembly and mailing fees (through mail house and post office)
 Other signage (banners, fliers, posters)
 Catering (food, staff, and all related equipment)
 Rental items (chairs, tables, etc.)
 Audio/visual equipment
 Janitorial labor and maintenance fees
 Recycling
 Facilities usage fee(s)
 Permits and licenses
 Honoraria for guest speakers
 Other special guest arrangements
 Travel, hotel and transportation
 Photography
 Video, filming, itunes, etc.
 Copying
 Entertainment
 Office and staff assistance
 Gifts, plaques, awards
 Registration (staffing and setup)
 Nametags, badges, place cards, table number cards,
 Security and traffic control
 First aid and ambulance
 Parking

2.1 FINANCIAL PRINCIPLES

Many organisations have run into severe financial difficulty and even bankruptcy as a result of staging
events. The budget therefore enables the Event Coordinator to make sound financial decisions about
the choice of venue, and expenditure on a whole range of things including promotion, equipment and
staffing. The process of budgeting also enables the Event Coordinator to calculate how much revenue
is needed to stage the event in accordance with the planned level of expenditure.

Creating a budget should always be the first step when planning an event. The hardest part about
staying in the budget is to be sure to include a line item for everything you will need. This is an
important step in order to stay on track of creating a realistic budget for your event.

29 | P a g e U S 13482 Co-ordinate an
event
In the initial planning phase, the development of a budget helps to establish whether the event will be
viable that is whether total revenues will cover total costs. Firm commitments to run an event should
not be made until sufficient budgeting has been undertaken to establish viability.

Principle 1: A budget must be established to provide a tool to:

 project resources necessary to achieve a unit's goals and objectives,

 measure current financial performance,

 discover significant transaction errors, and

 detect substantial changes in circumstances or business conditions.

Principle 2: A budget must be realistic, reasonable and attainable.

Principle 3: A budget must be based on a thorough analysis that includes:

 a clear identification of the budget's purpose to the mission, goals and objectives of the event,

 a comprehensive assessment of the event's financial needs in order to fulfill its goals, and

 a plan to increase resources or modify goals and objectives, if current resources fall short of
meeting an event's needs.

Principle 4: Actual financial results must be compared to the budget on a regular basis to:

 detect changes in circumstances or the business environment,

 discover transaction errors,

 measure financial performance,

 ensure unnecessary costs are being avoided,

 ensure that expenditures are reasonable and necessary to accomplish the unit's goals, and,

 transactions are adequately supported.

Principle 5: When actual financial results vary significantly from the budget, an event manager must:
 determine the cause,
 evaluate the activity, and
 take corrective action.

30 | P a g e U S 13482 Co-ordinate an
event
Principle 6: The event must operate within the budget. Where expenditures exceed budget,
justification for such excess must be provided. Additionally, the event manager must develop a formal
plan to eliminate deficits generated.

Principle 7: All expenditures must be agreed with event sponsors and all necessary expenditures.

Below are some things to keep in mind while building your next budget

 Some venues require specific permits to host an event. Make sure that you have included a
line item that covers permits such as fire, street closures, alcohol and sound.

 For any event to be successful, the proper amount of power must be allocated and of course,
this does not come free. Always over-allocate funds for power, you never know if a vendor will
need more than anticipated!

 Make sure you calculate the number of staff needed based on the highest expected
attendance! You can always cut this number down when the event gets closer.

 Tax is the easiest cost to be overlooked. Make sure that all of the estimates you receive from
your vendors include tax. And remember, some vendors in certain cities can have a higher tax
rate than yours!

At what stage in the planning process is it ideal to draw up a budget? Is a budget necessary for a
sponsored event? How will budgeting affect a paid entertainment event?

The budgeting process starts immediately when planning an event. It's a case of making a start
somehow, anyhow, by getting some rough estimates down on paper.

Then day by day, week by week, your task is to refine your rough estimates by seeking information
through a number of ways by researching and talking to staff, contractors, and stakeholders.

As planning continues, and more information comes to hand, your budget will hopefully become
increasingly accurate.

31 | P a g e U S 13482 Co-ordinate an
event
Probably a good place to start in the budgeting process is to consider where the money will be
coming from to pay for the costs of the event. You will need to consult with anyone who has
knowledge of similar events or can assist you to make realistic estimates.

Typically, the principle sources of event income are:

 Money paid by event participants (e.g. registration fees)

 Money paid by event spectators (e.g. entry fees, food/drink sales)

 Government Funding

 Sponsorship

 Money paid by a parent organisation (e.g. state association)

Importantly, all sources of income must be estimated realistically. Overestimating income is a sure
way to run into financial difficulty

2.1.1 ESTIMATING EVENT COSTS

After estimating event income, you will need to identify the costs that the event will incur. Again you
will need to consult with people who have experience of similar events, or can help you identify types
of expenditures and workout probable costs. There is always the probability that something will be
missed if you fail to consult.

32 | P a g e U S 13482 Co-ordinate an
event
You will need to obtain accurate costing from potential suppliers. Make some telephone calls!

 Call the newspaper and gets some quotes on advertising space.

 How many programmes do you need, do you want colour? Call the printer and gets some
quotes

 How many officials will you need to provide accommodation? Call some local motels and get
some quotes

 Do you need to provide any catering (e.g. finger food and drinks) for the dignitaries and
officials for after the opening ceremony? Call some caterers and get some prices.

 How many trophies do you think will be needed? Call the trophy shop and get some idea of
prices.

2.1.2 CREATING AN INCOME AND EXPENDITURE BUDGET

As you identify income and expenditure, you will be able to create a summary that predicts the
financial viability of the event. There is always great temptation to alter the figures if your research
efforts indicate a possible loss. An event budget must at least show a break-even situation. But you
should resist boosting figures for income or decreasing project event costs. Instead, a strategy you
might try to improve your event's financial profitability is to redesign the event. This might include
changing:
 the duration of the event
33 | P a g e U S 13482 Co-ordinate an
event
  the participant groups
 the venue or facility
 the scale of the event in terms of participant numbers
 the type of event or program of event

34 | P a g e U S 13482 Co-ordinate an
event
35 | P a g e U S 13482 Co-ordinate an event
 Why is budgeting a necessary part of event planning and why should it follow sound financial
principles?

Summary

Synopsis

In this section you controlled an event budget.

Notes

---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------

36 | P a g e U S 13482 Co-ordinate an
event
37 | P a g e U S 13482 Co-ordinate an
event
SECTION 3: CO-ORDINATION OF THE
REGISTRATION, ADMISSION AND
SEATING PROCEDURES

Specific Outcome
On completion of this section you will be able to co-ordinate the
registration, admission and seating procedures.

Assessment Criteria
This specific outcome shall cover the following:

 Audiences/spectators

 Crowd control.

38 | P a g e U S 13482 Co-ordinate an
event
3. INTRODUCTION

As the day of the event approaches, event managers must be ready to administer registrations,
admissions and seating arrangements. These tasks can be made easier if planned from the
beginning. For some events, the invitations send out can actually including where they will be seating
during the event. This does not have to be one person’s work; it can be shared among many other
people. One can do registrations, another admission on the day of the event and another works on
the seating arrangements. Registrations may be done prior to the event, at a dedicated office or
online. Registration can either be free or paid. Registering for events will help the planner to anticipate
more accurately on numbers and accommodation needs.

3.1 AUDIENCE/SPECTATORS

When the day of the event has finally arrived your audience will come expecting flawless entry. They
may not come as you may have imagined. If registrations were done prior to the event, on the day
you will only need to worry about admissions.

3.1.1 ADMISSIONS
Events with free admission pause a relatively higher security risk and as such caution should be taken
on who attends the event. Security personnel may be required to do spot searches to ascertain that
there are no dangerous people, items or objects allowed into the event. Paid admission events should
make sure that guests are assisted into the event without unnecessary delays. Generally, people
believe that if they have paid for something then they are the most important ones at that event so
respect their paid time and make sure they are where they need to be quickly.

Registered guests can be asked to bring proof of registration as their ticket into the event. It is
advisable to set up multiple entry points if the event has a high number of guests attending. You
would not want to upset your audience by delaying them to enter.

Consider a paid charity soccer match which is billed to start at 3 pm and the queues are long, patrons
may become agitated as the time for the event to start approaches. This may lead to riots.

3.1.2 SEATING ARRANGEMENTS

When planning your event be it a Gala, Charity Dinner, Fundraiser or Wedding, table arrangements
with specified seating is always a great idea. Table seating are best created once a final diagram of
the venue is created.
39 | P a g e U S 13482 Co-ordinate an
event
To stay ahead of the game, if you are aware that a set number of guests are a definitive ‘yes’ then it’s
a great idea to begin your table arrangements with those guests and soon follow with the RSVP’s that
begin to come in.

Grouping your guests in general groups will help lighten the stress that table arrangements may
cause. Use your diagram to guide you so that you know where to place your guests appropriately
throughout the venue. Once all the RSVP’s have arrived and all the groupings have been made, it’s
time to finalize the exact arrangement so that you can make your seating cards.

When planning to do table arrangements for large parties it is always advisable to work in a group so
that you have optimized the best table arrangements. Of course if your event is selling tables then be
sure to set aside the best seats in the house for those VIP paying guests, so that they are taken care
of. Other guests can then be arranged by your criteria throughout the space you have created too.

Assigning your guests to tables, but not to specific seats at those tables is going to be fine-with the
exception of a multi-course, plated meal with multiple selections for each course. If you do assign
seats, you are going to need both escort cards (which get picked up at the entry and tell you your
table number) and place cards, which are on the table and tell you which seat is yours. With assigned
tables you only need escort cards, or you can make things even easier, and scrap the escort cards for
a seating chart (which is really just a big poster with a list of people’s names and table numbers on it.
A chart also has the bonus benefit of not being able to get lost, which somehow always happens with
escort cards even when no one is leaving the room).
40 | P a g e U S 13482 Co-ordinate an
event
 I. Identify and research on at least two application software that help in event registrations.
II. Design a seating chart that may be used for seating guests at a 200 pax (capacity guests)
function.

3.2 CROWD CONTROL

Crowd control can involve privately hired security guards as well as police officers. Crowd control is
often used at large, public gatherings like street fairs, music festivals, stadiums and public rallies. At
some events, security guards and police use metal detectors and sniffer dogs to prevent weapons
and drugs being brought into a venue.

Crowd control is a public security practise where large crowds are managed to prevent the outbreak
of crowd crushes, affray, and fights involving drunk and disorderly people or riots. Crowd crushes in
particular can cause many hundreds of fatalities.

Materials such as stanchions, crowd control barriers, fences and decals painted on the ground can be
used to direct a crowd. Keeping the crowd comfortable and relaxed is also essential, so things
like awnings, cooling fans (in hot weather), and entertainment are sometimes used as well. For
controlling riots and demonstrations.

Specific products that are used to implement line management and public guidance in high traffic
areas include retractable belt systems (which incorporate a stanchion post and the retractable tape)
and wall mount systems (also incorporating a retractable belt but are surface mounted). Post and
rope systems are also popular, especially in banks and theatres.

Crowd management must take into account all the elements of an event especially,
 the type of event (circus, sporting, theatrical, concert, rally, parade, etc.)
 characteristics of the facility

41 | P a g e U S 13482 Co-ordinate an
event
  size and demeanour of the crowd
 methods of entrance
 communications
 crowd control, and
 queueing.

As in all management, it must include planning, organizing, staffing, directing and evaluating.
Particularly critical to crowd management is defining the roles of parties involved in an event, the
quality of the advance intelligence, and the effectiveness of the planning process.

3.2.1 CROWD CONTROL TECHNIQUES

Whenever large numbers of people come together to watch an event, there is potential for major
disasters. For example, no one ever suspects that day watching a sport event is a major risk to life
and health but history proves otherwise. Sport administrators are required to conduct risk auditing for
all types of events, large and small. Any failure to do this can result in law suits for negligence. One
important aspect of risk auditing is to examine all possible risks associated with spectators. Risks
associated with spectators can arise as a result of the behaviour of spectators and in particular when
spectators begin to take on a crowd mentality.

Risk associated with physical arrangements, dimensions and layout of the venue must also be
examined. Administrators or organisers really need to know Murphy's Law (anything that can go
wrong, will go wrong).

There is a necessity to make a careful estimation of the number of staff

 Manage entry and exits
 Control / patrol all areas of the ground / facility
 Control an evacuation should it prove to be necessary
 Raise the alarm and liaise with emergency services

Having sufficient staff to manage an emergency is a "Duty of Care". It would be therefore prudent to
consult appropriate emergency authorities (police, fire service, etc) in this matter. Other strategies
include:
 Observation: Observation consists of the deployment of individuals or teams to the outermost
region of a crowd for the purpose of monitoring the crowd's activity. It includes gathering
information on crowd size, location, and mood, and reporting on the developing situation.

42 | P a g e U S 13482 Co-ordinate an
event
 Communication of interest and intent: In certain situations, effective communication with crowd
leaders and participants may enable the force to control the situation without resorting to more
severe actions.

a) Explain the importance of crowd control during an event.

b) Identify and describe crowd control techniques that can be used by event organisers.

Summary

Synopsis

In this section you coordinated the registration, admission and seating procedures.

Notes

---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
43 | P a g e U S 13482 Co-ordinate an
event
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
44 | P a g e U S 13482 Co-ordinate an
event
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------

SECTION 4: OVERSEEING RESOURCES

Specific Outcome
On completion of this section you will be able to oversee resources.

Assessment Criteria
This specific outcome shall cover the following:

 Role-players

 Staff performance

 Funding such as donors and sponsorships

 Service providers.

45 | P a g e U S 13482 Co-ordinate an
event
4. INTRODUCTION

Event management could be viewed as the planning, organising, directing and controlling of event
resources for a relatively short-term objective that has been established to complete specific goals
and objectives. In addition, event management utilises the systems approach to management by
functional personnel (the vertical hierarchy) assigned to a specific event project (horizontal hierarchy).
Kerzner, 1998:4. Therefore, event management is designed to manage or control event resources on
a given activity, within time, cost and performance requirements. Event management according to
Rutherford Silvers (2004), as with any other form of management, “encompasses the assessment,
definition, acquisition, allocation, direction, control and analysis of time, finances, people, products,
services and other resources to achieve objectives. An event manager’s job is to oversee and arrange
every aspect of an event, including researching, planning, organising, implementing, controlling and
evaluating an event’s design, activities and production”.

4.1 ROLE-PLAYERS

The event industry is highly complex, comprising a multiplicity of buyer and supplier organisational
role players, sponsors and event audiences. For many event organisers- the so called “buyers” – the
organisation of events is only part of their function. On the other hand, the “suppliers” include the
providers of meeting venues, destinations and accommodation, transport companies, agencies and
specialist contractors. The suppliers and buyers are linked together and supported by national and
international associations and bodies, the trade press, educational institutions, each making a
contribution to this industry.

No event takes place in isolation and each event involves a set of interdependent and interacting
elements within a system: the event product with event participants, the audience or customer, and
the sponsors. Events benefit from administrative support, planning and marketing, indicating a
financial link between the event, its audience and its sponsors. This interdependent relationship is
shown in the diagram below:

Schaaf (1995:53) identified three underlying principles that interact in the event triangle model:
 Event management requires sponsors for financial subsidy and publicity
 Event performers solicit compensation from their time and talents
 Sponsors need events for promotional exposure and opportunities in their target market.

The financial success of events lies within the framework of this triangle. Each event, performer,
audience and sponsor has goals that are satisfied by the other groups. If events maintain their
audience, sponsors invest billions to communicate through them (Schaaf 1995:71).

46 | P a g e U S 13482 Co-ordinate an
event
The event audience or tourists according to Schaaf (1995:49), can have a physical presence at the
event venue and an electronic presence via radio and television. The event audience can also be
represented through the print media such as newspapers, magazines and journals. Sponsorships
provide companies access to a variety of promotional packages, including all forms of
 media advertising
 licensing rights
 event promotions featuring giveaways
 sampling
 signage
 billboards
 VIP receptions, and
 merchandising sales opportunities (Schaaf, 1995:50).

It is very important to ensure that the goals of all role-players are met. Effective communication should
be maintained with role-players.

a) Identify different types of event role-players clearly outlining their roles.

b) Discuss ways that can be used to oversee event role-players.

47 | P a g e U S 13482 Co-ordinate an
event
4.2 STAFF PERFORMANCE

The success of the event will be very largely determined by how well event staff carry out their
allocated tasks before and during the event. Without the contribution of both paid and volunteer staff,
your event would not be successful. When recruiting staff with the desired skills and personal
qualities, it is important to clearly define roles and responsibilities so that potential workers can be
matched with appropriate duties. Likely roles required at events include:
 Publicity and promotions
 Catering coordinator
 Performers and staging
 Safety and emergency services
 Admission and ticketing
 Information services
 Car parking
 Administration; and
 Crowd control.

Ensure that you have adequate staff to manage the event. Often local service clubs and community
groups are happy to assist.

Recruiting Volunteers
the recruitment of volunteers can be vital to the success of your event. If your volunteers will be
working with children at the event in a one-on-one environment (for example, supervising children’s
art activities), they will also be required to obtain a Working with Children’s Check. You may consider
police clearance for volunteers over 18 years.

Although the event plan may stipulate and provide details of every task that needs to be completed, it
is still necessary for the Event Coordinator to ensure that every task is completed by the required
date and time. It is the nature of event management that one small task, if not completed, can have a
major effect on the success of the event. Supposing that someone forgets to pick up the trophies the
day before the event and now the trophy shop is shut for the weekend. Perhaps, no-one checks the
electronic scoreboard before the start of the event and it fails to work.

Although the Event Coordinator has ultimate responsibility for all matters concerning the event they
cannot and should not try to be in all places at the same time.

48 | P a g e U S 13482 Co-ordinate an
event
Instead the Event Coordinator must devise systems that result in:
a) Recruitment of suitable people for the event team who may be all volunteer, all paid or a mixture
of both.

b) The provision of job descriptions for all event staff. In many cases, job descriptions need to be
created before advertising positions.

c) The provision of training to all members of the event team as may be required. This includes
general induction training as well as training specific to team position. The extent of training
depends on many factors such as position, level of experience and scale of event.

d) The creation and use of systems of control that:

i. identify all tasks that must be completed
ii. allocate tasks to individual staff
iii. enable staff to self-check the completion of tasks
iv. provide feedback to the event Coordinator when tasks are completed
v. provide feedback if there is any problem that prevents a task from being completed

e) The organisation of meetings between the event management team and the event Coordinator.
Meetings are crucial to ensure the Event Coordinator is across any issue that may impact on the
event, as early as possible.

Why should event coordinators oversee staff performance? How can they achieve this?

4.3 FUNDING

The table below provides common sources of event revenue. Some differences exist between
organisations that run events for profit motives and those that are not-for-profit oriented.

Categories of Event Income

Government Government grants to assist with the running of events are not easy to
Grants obtain. To be successful, applicant organisations need to demonstrate that
the event has strategic regional importance. For example, it may increase

49 | P a g e U S 13482 Co-ordinate an
event
 overseas tourists to the region.

Sponsorship Despite the prevalence of event sponsorship in the sport and recreation
marketplace is increasing, many organisations have great difficulty in
achieving a significant amount of sponsorship. Competition between sport
and recreation organisations for sponsorship is intense. Organisations need
to be very professional in their approach to sponsorship and to be able to
offer sponsoring companies outstanding value in promotional services.
Event Coordinators need to exercise some realism and caution in relying to
heavily on sponsorship.

Merchandising The term merchandising applies to the sale of a range of products that may
Sales be strongly identified with the event or the organisation hosting the event. A
common example of merchandising is the production and sale of T-shirts,
polo shirts, caps and other forms of clothing that are screen printed or
embroidered with a design or trademark of the event. Participants tend to
purchase such articles for their commemorative value. Other typical forms of
merchandise include glassware, pens, dish cloths, drink bottles and badges.
Merchandising may be a form of income suitable for events that have larger
numbers of either players or participants.

Participant Fees The charging of fees to participate in the event is perhaps the most common
form of event revenue. Sport and recreation events are a service provided
and it is reasonable to suggest therefore that all basic costs of the event
should be covered by participant fees. These "basics" include the hire of the
venue, provision of appropriate equipment and the administration of the
event.

Sponsorship and government funding, if it can be achieved, allows the

organisation of the event to go beyond the basics. The event budget should
be set so that if sponsorship and/or government funding is not forthcoming
the event does not have to be cancelled.

Raffles It is common to find that recreation organisations employ "on-the-day"

fundraising strategies. The most common example is the raffle and a small
amount of income can be achieved this way. Whereas it is difficult to
achieve cash sponsorships, it is easier to obtain goods from sponsors which
can be raffled.
Event organisers should identify and research legislation in their own nation
that pertains to raffles and other similar forms of fundraising. Raffles are
often regulated by governments because of the potential for fraud and

50 | P a g e U S 13482 Co-ordinate an
event
 misrepresentation.

Spectator Fees In some cases, events are sufficiently popular and entertaining to attract
paying spectators. However, it can be difficult to obtain money from
spectators in circumstances where there no restriction of access (for
example an outdoor event with no perimeter fence). If this is the case it may
be better to make off-street parking for a fee.

One of the common misconceptions in event coordination is the view that an event will easily attract
sponsorship. In practice the attractiveness of any given event to potential sponsors is very limited.
The time and effort the organisers might waste trying to get (elusive) sponsorship could well be better
used elsewhere, perhaps in developing secondary income streams for the event, such as catering or
retailing (Hall 1997). The most important aspect of sponsorship is for the event organisers to
remember that potential sponsors have to get something out of the event, and are extremely unlikely
to provide money for nothing. It is therefore very important to keep in mind what the event would do
for a potential sponsor (Watt 1998). There are several aspects to this.

 First, the event and potential sponsors should be looking at the same target market. It is no good
trying to get a hearing aid manufacturer to sponsor an annual student ball.

 Second, the issue of media exposure: what are the publicity and public relations plans for you
event, and will the sponsor benefit from them?

 Thirdly, will the sponsor get some direct benefit besides media coverage. For example, some
places at a table in the gala dinner; free admission to the event for the sponsor and a colleague or
partner complimentary VIP seats in the hospitality box.

Without some or other of these benefits to give to potential sponsors, event organisers have
significant problems attracting sponsors. Sponsors will be looking not only for hospitality opportunities,
but also for events that raise their image for example, as an organisation that actively supports its
local community or supports some other marketing objective. In simple terms, to get sponsorship an
event coordinator must fit (conveniently) into the sponsor’s own plans, as well as matching the event’s
objectives.

In cases where an event is sufficiently attractive to sponsors that it obtains one or more of them, the
job is not over. An event organiser having succeeded in getting the desired sponsorship, must then be
able to service the sponsor, that is to fulfil the sponsor’s expectations of the event and its outcomes
for the sponsor’s business or brand. To do this a Sponsorship Agreement is needed. Event

51 | P a g e U S 13482 Co-ordinate an
event
coordinators should obtain enough funding to host the event and the funds should be used effectively
in order to meet the objectives of the event and sponsors or donors.

1. Identify and describe various sources of event revenue/funding.

2. Explain the importance of overseeing the funding of an event.

4.4 SERVICE PROVIDERS

What is a service provider?

_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________

Give examples of service providers an event coordinator should oversee. Explain.

_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
52 | P a g e U S 13482 Co-ordinate an
event
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________

A service provider (SP) is a company that provides organisations with consulting, events and many
other services. An events coordinator should solicit the services of various service providers and
select the best from the list. In addition, it is very much important to confirm that the service provider
will be able to deliver. The event coordinator should maintain a list of reliable service providers he/she
can contact just in case the other one is unable to provide services to the company last minute.

Summary

Synopsis

In this section you supervised the use of resources.

Notes

---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------

53 | P a g e U S 13482 Co-ordinate an
event
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------

SECTION 5: CONDUCTING MID-EVENT

EVALUATIONS

Specific Outcome
On completion of this section you will be able to conduct mid-event
evaluations.

Assessment Criteria

This specific outcome shall cover the following:

 Monitoring and evaluation procedures

 Quality and high standard performance.

54 | P a g e U S 13482 Co-ordinate an
event
5. INTRODUCTION

One of the final important responsibilities for your event is to conclude with an evaluation. Evaluation
reviews of your event can help with future planning, changes and improvements. Evaluations may be
completed by people in attendance at the event, as well as the individuals who coordinated the event.
By distributing evaluations to all involved, you will be able to collect a more precise and accurate
assessment of your event.

5.1 MONITORING AND EVALUATION PROCEDURES

Event evaluation is necessary to make you and your team more efficient and effective, the next time
you organise an event. It is all about finding your mistakes and learning from them. Monitoring should
be done throughout the event cycle and event evaluation should be done half way through the cycle
and immediately after the event is over or the next day. Conduct a meeting with your team members
to evaluate your event.

Step 1: Determine the extent to which event objectives have been achieved.
If you are not able to achieve your event objectives through your event, then no matter how much
people enjoyed the event or how much popularity your event got, it is a complete failure on a
commercial.

Step 2: Get feedback from your clients and target audience.

One good way of getting feedback is through feedback form. To make sure that your clients give you
feedback, make the feedback form part of your Exit pass form. The exit pass form is required to get
exit pass for security clearance, to remove exhibits from the facility.

To get feedback from target audience/ guests, make feedback form part of your gift voucher. A guest
can redeem the gift voucher only when he/she fills the feedback form and give it back to an attendant.
These tactics are required to get feedback, as people are generally reluctant to give any feedback in
writing.

You can ask following questions in your feedback form:

Q1) Did you enjoy the event? If no, then please state the reason.

Q2) what do you like most in the event?

Q3) what do you like least in the event?

55 | P a g e U S 13482 Co-ordinate an
event
Q4) what are the problems you faced during the event?

Q5) what could have been done to make this event better?

Q6) How do you rate the various services provided by us (please check one of the option):
Hospitality: Excellent, good, average, poor
Catering: Excellent, good, average, poor
Transportation: Excellent, good, average, poor
Management staff behavior: Excellent, good, average, poor
Management staff services: Excellent, good, average, poor

Q7) Would you like to participate in our next event?

Your questionnaire should not have more than 10 questions. You don't want to irritate your guests.
Ask only relevant questions and keep the questionnaire short to 5-6 questions. Of course the type of
questions you will ask may change from event to event.

And don't forget to mention the following line in your feedback form: "Thank you for taking the time to
complete this feedback form”.

a) Explain the importance of monitoring and evaluating an event.

b) Outline event monitoring and evaluation procedures.

5.2 QUALITY AND HIGH STANDARD PERFORMANCE

An event should be of high standard. There are thresholds, requirements, or expectations that must
be met to be appraised at a particular level of performance. A Fully Successful (or equivalent)

56 | P a g e U S 13482 Co-ordinate an
event
standard must be established for each event to be used for comparison during the mid-event
evaluation.

The evaluation of an event should identify strengths and weaknesses, and effective measures should
be implemented in order to address identified weaknesses. An event should be of high quality all the
time. The results of the evaluation and recommendations for improvement should be recorded to be
used as referral for future events and corrective actions.

Why is quality important in events coordination?

Summary

Synopsis

In this section you conducted mid-event evaluations.

Notes

---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
57 | P a g e U S 13482 Co-ordinate an
event
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------
58 | P a g e U S 13482 Co-ordinate an
event
SAMPLE EVENT PLANNING CHECKLIST

Consider this sample checklist a starting point for planning your own event. Some customisation may
be needed to meet the needs of your unique conference, race, charity event or any other type of
activity you organise.

PRE-EVENT

Local Government Requirements

 Inform local government of event and gain approval (if required)
 Check with your local Visitor Information Centre to see if there are any other events scheduled
for the same date and location

Budget
 Prepare an event budget and monitor your spending

Location
 Select a location or venue for your event
 Transportation- will people travel long distances to your event?
 Is there parking and easy access from mass transit?
 When is your location available?

Event Agenda
 What is the goal of your event?
 Develop event timeline
 Book entertainment and MC if needed
 Collect written confirmation from entertainment or MC
 Submit deposit for their services if needed

Sponsorship
 Create sponsorship proposal
 Identify potential sponsors
 Deliver sponsorship packages and follow up within 1 week
 Use sponsor testimonials and always acknowledge sponsors

Marketing and Promotion

59 | P a g e U S 13482 Co-ordinate an
event
  Develop Marketing / Communication Plan
 Design promotional material, basic text, logo
 Build a website and optimise it for search engines
 Distribution of flyers/posters/email/brochures to community
 Submit event information to local events calendars and websites
 Submit a press release

Participant Registration and Invitations

 Build an online event registration form
 Host your online registration form on your website
 Determine what is included in the cost of registration (event t-shirt, pre-event dinner, etc)
 Deliver an email announcement to your past participants with link to your online registration
form

Permits and Licences

 Apply for any food permits required
 If using music, apply for a noise permit
 Request for approval to erect promotional signage
 Road closures- send applications early

Contractors
 Order equipment e.g. stage, lighting, PA system etc
 Book portable toilets, fireworks, marquee, generators
 Book and confirm all contractors in writing
 Check insurance- public liability, staff, volunteers etc

Risk Management
 Book first aid officers
 Conduct risk assessment involving all key stakeholders
 Create risk management plan
 Obtain relevant insurance and send copy to Council if required
 Contingency Plans- wet weather, low attendance

Security Plan
 Book Security and two way radios
 Crowd control
 Cash security

Essential Services
60 | P a g e U S 13482 Co-ordinate an
event
  Notify Police, Ambulance Service and Fire Brigade

Waste Management
 Develop Waste Management Plan
 Promote reducing waste in marketing material

Traffic Management
 Design traffic plan including:
 Signage, disabled parking, VIP parking, pedestrian access, marshals, car parking area, entry
and exit points, lighting, road closures, promote alternative transport

Food Vendors
 Book Food Vendors and confirm in writing
 Request details of electrical requirements
 Request copy of Health Department Registration Certificate
 Application for temporary food premises permit

Site Preparation and Plan

 Design plan of venue / event site

Cleaning and Maintenance Plan

 Book toilet cleaners and extra paper if appropriate
 Clean up venue/mow lawn/clear area of debris

Other
 Organise volunteers and staff
 Prepare scripts or run sheets for ceremonies
 Organise awards/trophies/certificates and decorations

ON THE DAY
 Gather staff for full briefing
 Organise volunteer registration area and entertainers’ area
 Circulate contact list with mobile numbers to all staff / volunteers
 Review chain of command in case of emergency

AFTER THE EVENT

 Removal of all equipment and rubbish
 Thank you letters to staff, volunteers, performers
 Thank your presentation to sponsors
61 | P a g e U S 13482 Co-ordinate an
event
  Evaluation / debrief with key stakeholders
 Close off budget
 Hold a de-brief session to look at ways of improving the event

62 | P a g e U S 13482 Co-ordinate an
event
REFERENCE LIST

Anton Shone, Bryn Parry (2004), Successful Event Management: A Practical Handbook, Cengage
Learning EMEA

Greg Damster, Dimitri Tassiopoulos (2005), Event Management: A Professional and Developmental
Approach, Juta and Company Ltd

Ramsborg, G.C.; B Miller, D Breiter, BJ Reed & A Rushing (eds), Professional meeting management:
Comprehensive strategies for meetings, conventions and events, 2008, 5th ed, Kendall/Hunt
Publishing, Dubuque, Iowa. ISBN 0-7575-5212-9

Bowdin, Glenn; Johnny Allen, William O'Toole, Rob Harris, Ian McDonnell. Events
Management (Events Management S.) ISBN 0-7506-6533-5

Goldblatt, Joe. Twenty-First Century Global Event Management (The Wiley Event Management
Series) ISBN 0-471-39687-7

University of Victoria Event Handbook

https://www.uvic.ca/ceremonies/assets/docs/EventHandbook2011Final.pdf
(Assessed 15 April 2016)

Legal Considerations When Planning Events

http://EzineArticles.com/expert/Francene_Mullings/84629
(Assessed 15 April 2016)

Budgeting for Events

http://web.stanford.edu/dept/Events/planning/budgeting.html
(Assessed 15 April 2016)

Creating A Seating Chart: Everything You Need To Know

http://apracticalwedding.com/2013/08/wedding-seating-chart-tips/
(Assessed 15 April 2016)

63 | P a g e U S 13482 Co-ordinate an
event
64 | P a g e US 13482 At the end of this training session you will be able to coordinate an event