2016

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

FACILITATOR GUIDE

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

US 13842 Co-ordinate an event 1

PREPARING FOR THE SESSION

 Use the Session Preparation Checklist (see Addendums) as a guideline to ensure that all
required resources and materials are available prior to the training session.
 The lesson plan will also assist in preparing for the session.

NOTE:
 The Attendance Register should be completed by all candidates attending the training session.
 The pre and post assessment results must be filled in by the facilitator at the end of the training
session.

Introduction

Welcome everyone to the session. Give a general overview of the training modules you will cover
during the entire training process.

Confirm the training session by showing the OHT.

Exercise - Ice Breaker

To help set the atmosphere and put delegates at ease use one of the following ice breakers.

Explain how you would like delegates to introduce themselves.

Write the following on the flip chart:

 Who are you?
 What is your current job?
 Share some personal information about yourself.
 How many employees' performance will you be reviewing?
 Suggest a ground rule for the day.
 What are your expectations and/or reservations for this session?

Explain what you mean by ground rules. They should think about likes/dislikes about training, i.e.
confidentiality, cell phones off, no interruptions, keep to agreed breaks, etc.

Explain that unless people have thought about what they want to get out of a training session, they
rarely achieve anything of value from the session. Expectations include getting answers to questions,
learning new skills, hearing different opinions etc.
Model how long you want delegates to take by introducing yourself using the questions on the flip chart.
Explain that introductions should not take much longer than one to two minutes. These introductions
can be carried out in a variety of ways.

Trainer Tip: It is possible that delegates have attended training courses together and know each other
well. Here are a few variations that you can use for the ice breakers.

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Option One: Divide the group into pairs. Request the individuals to introduce themselves to their
partners. Ask their partners to introduce them to the group.

Option Two: Ask each individual to introduce themselves to the group.

Option Three: Non-verbal introduction. This icebreaker can be used very effectively if the delegates
know each other very well and do not want to do the usual introductions. Divide them into pairs.
Demonstrate the introduction to them by doing a non-verbal introduction of yourself and asking them to
tell you what you have “told” them about yourself. Give them two minutes each to introduce themselves.
When you have returned to the larger group get the partner to introduce the individual while the
individual evaluates how accurately the partner introduces himself/herself. You can use this as a short
discussion on the importance of non-verbal communication.

Option Four: Unprepared introduction. This introduction may be used to demonstrate that even if we
work with people day after day, we don’t often get to ‘really’ know them. Change the list on the flip chart
to read: Name of person, what is their current job, some personal information about their family, their
hobbies, and their favourite possession. Ask a delegate to introduce another delegate by using the
above topics. The only rule is that they may not ask the delegate the information, they simply have to
guess. Once the delegate has completed the introduction, ask the person he/she was introducing to
supply the correct information where applicable. Also ask them to share a ground rule and their
expectations and capture this on the flip chart. Debrief by explaining how important it is to get to know
your employees in order to manage their performance effectively.

Review the ground rules you’ve captured on the flip chart to ensure that everyone agrees with them.
They can be added onto as needed. Place flip chart on wall.

Summarise the expectations and reservations. If there are any expectations that will not be covered in
the session, highlight them and discuss with the group how best to deal with it, i.e. build it in, discuss in
with the particular delegate, send them follow up information, etc.

Administrative Arrangements

Explain the administrative arrangements with the group in terms of:

 Smoking arrangements;
 Breaks;
 Meals and refreshments;
 Starting and finishing times; and
 The importance of attending the full session.

Elicit whether any special arrangements need to be made regarding times, special meals, etc.

Training Methodology

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Explain the training methodology of the session, i.e. that the session is practical and experiential:

 Minimal theory just enough to cover principles, models and processes;

 Experiential by learning as much as possible through participation as individuals (sharing their
experiences in group discussions).

Explain that this session belongs to the delegates and that they should feel free to question, argue
constructively and ensure that they understand the process by the end of the session.

Workbooks

Hand out the workbooks and explain how it is designed and how it should be used.

Tell the delegates that the manuals are theirs and that in order to make their learning effective, they
should feel free to make additional notes, jot down questions they have or simply sketch diagrams which
will help them link information.

Discuss how the workbook is designed and meant to be used by talking them through the information in
the workbook.

Course Contents and Outcomes

Explain the course outcomes and contents in context with the Unit Standard and the Index below

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2.2 FORMATIVE ASSESSMENT MARKING MEMO

SECTION A

Answer all questions in this section

Question 1 (SO 1; OR 3; EEK)

a) Discuss the phases of event management and coordination. (12)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following;

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 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.

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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, 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.

b) Give examples of legal requirements an event coordinator should comply with. (10)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following;

 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
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

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 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.

Question 2 (SO 1, OR 1, OR 2; EEK) -group activity

In groups of five or six,

Obtain timelines and production schedules for an event from your facilitator. Using this information, draft
a schedule to sequence event activities properly. Attach evidence in your POE guide. (20)

Model answer guidelines

Facilitator discretion is required. Attached timelines, production schedules and sequenced event
activities should be used to assess the learner.

Question 3 (SO 2, OR 1; EEK)

a) Give eight examples of typical event expenditure that should be incorporated in your event budget.
(8)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following
 Printing (brochures, invitations, handouts, registration materials)

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  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

b) Outline sound financial principles you should follow when preparing event budgets and cash flow
statements. (10)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following
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,

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  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.

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.

Question 4 (SO 3, OR 1, OR 2; EEK)

a) What seating procedures should be followed in order to manage people effectively at a function with
over 200 guests? Explain. (8)

Model answer guidelines

Facilitator discretion is required. Leaner’s answer may include the following:
Whenever large crowds gather for the purpose of peaceably entering an area it is vital that the
processing of those people be organised, orderly and disciplined, and, if ticket taking is going to take
place, that it be coordinated with the queueing of patrons.

 Allocate tables to guests during registration

 Allow entrance into the venue to only registered guests
 Guests should enter in a single file

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a) Identify and describe crowd control techniques that can be used by event organisers. (6)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following;

 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.

 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.

Question 5 (SO 4, OR 1, OR 2; EEK)

a) Identify at least four (4) event role-players and clearly outline their roles. (8)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following
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.

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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.

b) Why should event coordinators oversee staff performance? How can they achieve this? (6)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following
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.

They can achieve this by:

 Recruiting competent staff
 Monitor staff performance
 Conduct performance appraisal
 Assess team performance

Question 6 (SO 4, OR 3, OR 4; EEK)

a) Explain the importance of overseeing the funding of an event. (6)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following
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.
 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.
 Funding is very difficult to get therefore limited funds should be used effectively
 Any valid point or explanation

b) Give examples of service providers an event coordinator should oversee. Explain. (6)

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Model answer guidelines
Facilitator discretion is required.
 Award 1 mark for each correct example
 Award 1 mark for valid explanation

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.

Question 5 (SO 5, OR 1, OR 2; EEK)

a) Outline event monitoring and evaluation procedures that are followed in your organisation. (8)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following
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.

b) Why is quality important in events coordination? (6)

Model answer guidelines

Facilitator discretion is required. Learner’s answer may include the following
The success of the event will be very largely determined by how well quality standards a met. Without
high quality, your event will not be successful. There are thresholds, requirements, or expectations that
must be met to be appraised at a particular level of performance.

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Total marks are

Learner achieved ____________ marks.

Assessor Name: ____________

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2.3 SUMMATIVE ASSESSMENT MARKING MEMO

PRACTICAL TASKS

Work on the following tasks, gathering evidence and attaching all documentation used. Be as
practical as possible and use current and past projects to answer the questions asked.

You are required to coordinate an event. After the completion of the assessment process you
will be able to:
 Execute an event planning schedule as well as a logistics and operational plan.
 Control an event budget.
 Co-ordinate the registration, admission and seating procedures.
 Oversee resources
 Conduct mid-event evaluations.

Note:
In order to achieve the objectives listed above,
 Select any one of the following events hospitality, corporate meetings and workshops,
social life cycle events, sport events, national conferences
 Coordinate the event under the guidance of an event manager.
 Complete the following tasks and attach all relevant evidence in your POE guide

Task 1 (SO 1, AC 1; Range; EEK; CCFO)

You are required to execute an event planning schedule as well as a logistics and operational
plan. Comply with legal requirements and use the guidelines below.

a) Provide details of your event. (5)

b) Implement timelines and production schedules for your event. (10)

(SO 1, OR 1)

c) Sequence event activities properly (for example, by drafting a schedule). (10)

(SO 1, OR 2)

US 13842 Co-ordinate an event 37

Note:
Attach all relevant evidence in the POE guide.

Assessor discretion is required. Attached relevant evidence should be used to assess the
learner. The learner should:
 Provide details of your event.
 Implement timelines and production schedules for your event.
 Sequence event activities properly (for example, by drafting a schedule).

Task 2 (SO 2, AC 1; Range; EEK; CCFO)

This is a follow up of task 1. You are now required to control an event budget. Follow the
guidelines below.

a) Obtain an events budget from the events manager. Alternatively, draft a budget for the
event. Attach a copy in your POE guide. (20)
(SO 2; OR 1)

b) Revise and comment on the budget by applying sound financial principles. You may
revise the income and expenditure among other things. Attach final budget in your
POE guide. (15)
(SO 2; OR 1)

Note:
Attach all relevant evidence in the POE guide.

Assessor discretion is required. Attached budget and all relevant evidence should be used to
assess the learner.

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,

US 13842 Co-ordinate an event 38

  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.

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.

US 13842 Co-ordinate an event 39

Task 3 (SO 3, AC 1; Range; EEK; CCFO)

This is a follow up of tasks 1 and 2. You are now required to coordinate the registration,
admission and seating procedures. Follow the guidelines below.

a) Outline the registration, admission and seating procedures you shall follow. (15)
(SO 3)

b) Outline how you shall control the audience/spectators or crowd. (15)

(SO 3; OR 1, OR 2)

Note:
Attach all relevant evidence in the POE guide.

Assessor discretion is required. Attached relevant evidence should be used to assess the
learner. The learner should outline:

 the registration, admission and seating procedures the organisation shall follow.
 how he/she shall control the audience/spectators or crowd.

Task 4 (SO 4, AC 1; Range; EEK; CCFO)

This is a follow up of tasks 1, 2 and 3. You are now required to oversee resources. Follow the
guidelines below.

a) Outline how you shall oversee the following:

i. Role-players
ii. Staff performance
iii. Funding such as donors and sponsorships
iv. Service providers. (30)
(SO 4; OR 1, OR 2, OR 3, OR 4)

Note:
Attach all relevant evidence in the POE guide.

US 13842 Co-ordinate an event 40

Assessor discretion is required. Attached relevant evidence should be used to assess the
learner. The learner should outline the procedures for overseeing:
 Role-players
 Staff performance
 Funding such as donors and sponsorships
 Service providers

Task 5 (SO 5, AC 1; Range; EEK; CCFO)

This is a follow up of tasks 1 2, 3 and 4. You are now required conduct mid-event evaluations.
Follow the guidelines below.

a) Conduct mid-event evaluations and present your findings in report format. Ensure that
your evaluations include the following:
i. Monitoring and evaluation procedures
ii. Quality and high standard performance. (30)
(SO 5; OR 1, OR 2)

Note:
Attach all relevant evidence in the POE guide.

Assessor discretion is required. Attached report and all relevant evidence should be used to
assess the learner. The learner should conduct mid-event evaluations and report accordingly.

US 13842 Co-ordinate an event 41