COMPETENCY BASED

LEARNING MATERIALS

Sector:
TOURISM
Qualification:
EVENTS MANAGEMENT NC III
Unit of Competency:
PLAN AND DEVELOP EVENT PROPOSAL OR BID
Module Title:
PLANING AND DEVELOPING EVENT PROPOSAL OR BID
A C L C A M A C O M P U T E R L E A R N I N G C E N T E R
 SUMMARY OF COMPETENCY-BASED LEARNING MATERIALS

NUMBER UNIT OF COMPETENCY MODULE TITLE CODE

1 Plan and develop event pro- Planning and developing TRS342315

posal or bid event proposal or bid

2 Develop an event concept Developing an event concept TRS342316

3 Develop event program Developing event program TRS342317

4 Select event venue and site Selecting event venue and site TRS34231

5 Develop and update event in- Developing and updating event TRS342319
dustry knowledge industry knowledge

6 Provide on-site event manage- Providing on-site event TRS342320

ment services management services

7 Manage contractors for indoor Managing contractors for TRS342321

events indoor events

8 Develop and update Developing and updating TRS342322

knowledge on protocol knowledge on protocol
 HOW TO USE THIS MODULE
Welcome to the Module “Planning and Developing Event Proposal or
Bid”. This module contains training materials and activities for you to complete.

The unit of competency “Plan and develop event proposal or bid” covers
the knowledge, skills, behavior and motivations required to plan and develop pro-
posals and bids for the staging of meetings and events. Depending on the context,
this role could be performed by a wide range of individuals including event man-
agers, local or regional tourism managers, venue managers and marketing manag-
ers

You are required to go through a series of learning activities in order to com-

plete each of the learning outcomes of the module. In each learning outcome there
are Information Sheets, Operation Sheets, and Activity Sheets. Follow these
activities on your own and answer the Self-Check at the end of each learning ac-
tivity.

If you have questions, don’t hesitate to ask your teacher for assistance.

Recognition of Prior Learning (RPL)

You may already have some of the knowledge and skills covered in this
module because you have:
been working for some time
already have completed training in this area.

If you can demonstrate to your teacher that you are competent in a particu-
lar skill or skills, talk to him/her about having them formally recognized so you
don’t have to do he same training again. If you have a qualification or Certificate of
Competency from previous trainings show it to your teacher. If the skills you ac-
quired are still current and relevant to this module, they may become part of the
evidence you can present for RPL. If you are not sure about the currency of your
skills, discuss it with your teacher.

After completing this module ask your teacher to assess your competency.
Result of your assessment will be recorded in your competency profile. All the
learning activities are designed for you to complete at your own pace.

Inside this module you will find the activities for you to complete followed by
relevant information sheets for each learning outcome. Each learning outcome
may have more than one learning activity.
 MODULE CONTENT

UNIT OF COMPETENCY : Plan and develop event proposal or bid

MODULE TITLE : Planning and developing event proposal or bid
INTRODUCTION : This module covers the knowledge, skills, behavior and moti-
vations required to plan and develop proposals and bids for
the staging of meetings and events. Depending on the con-
text, this role could be performed by a wide range of individu-
als including event managers, local or regional tourism man-
agers, venue managers and marketing managers

SUMMARY OF LEARNING OUTCOMES:

Upon completion of this module the trainee/student must be able to:

LO1. Interpret event brief

LO2. Develop proposal and bid details
LO3. Develop bid materials
LO4. Submit or present the bid or proposal on time

ASSESSMENT CRITERIA:
 The contents of the event brief are accurately interpreted and the company’s ca-
pacity to meet stated requirements is assessed.
 Action required for the development of the proposal or bid is identified and
planned.
 Liaison with customer is undertaken to clarify requirements when appropriate
 Details for inclusion in the proposal/bid are developed after consultation with sup-
pliers and other relevant agencies.
 Options to meet and where possible, exceed the expectations of the customer are
developed including integration of current and emerging technology.
 Possible competitors are evaluated and strategies to address competitive issues are
developed.
 The proposal/bidding process for a specific meeting/event, including effective as-
sessment of the event brief, coordination of all details and resources to meet the
bid
 Requirements and professional presentation of bid materials and documents
 Typical bid/proposal requirements and formats.
 Industry practices relevant to event management
 Organizational skills in terms of event planning
 The proposal/bid is delivered within the prescribed time line.
 Proposal/bid presentation is conducted with maximum visual/retention impact.
 LEARNING OUTCOME SUMMARY

LEARNING OUTCOME 1 LO1. Interpret event brief

CONTENTS:
 The proposal/bidding process for a specific meeting/event, including effective
assessment of the event brief, coordination of all details and resources to meet
the bid
 Requirements and professional presentation of bid materials and documents
 Typical bid/proposal requirements and formats.
 Industry practices relevant to event management
 Organizational skills in terms of event planning
 Communication skills to be able to present proposal or bid

CONDITION:
 LCD Projector (optional)  Sample proposal
 Overhead Projector (optional)  Sample brochures and other perti-
nent document relating to proposal
 Computer
writing
 Printer
 Books relating to business proposal
 Software for presentation skills writing

ASSESSMENT METHOD
 Project to bid for a meeting or event being staged within a college or local
community
 Case studies to assess knowledge of the components required for inclusion in
different types of bids
 Review of portfolios of evidence and third party workplace reports of on-the-job
 Learning Experiences

LO1. LO1. Interpret event brief

Read Information Sheet 1.1-1 Event If you have some problem on the content of the
Marketing information sheet don’t hesitate to approach
your facilitator

Do Self Check 1.1-1: Event Marketing After completing the Self Check, discuss your
answer with your Trainer for evaluation

Read Information Sheet 1.1-2: Event If you have some problem on the content of the
Marketing Mix information sheet don’t hesitate to approach
your facilitator

Do Self Check 1.1-2: Event Marketing After completing the Self Check, discuss your
Mix answer with your Trainer for evaluation

Read Information Sheet 1.1-3 Marketing If you have some problem on the content of the
Strategy information sheet don’t hesitate to approach
your facilitator

Do Self Check 1.1-3 Marketing Strategy After completing the Self Check, discuss your
answer with your Trainer for evaluation

Read Information Sheet 1.1-4 Detailed If you have some problem on the content of the
Project Planning information sheet don’t hesitate to approach
your facilitator

Do Study Questions 1.1-4 Detailed Pro- Present your work to your Trainer for evalua-
ject Planning tion and discussion

Do Work Related Project 1.1-1 Interpret- Present your work to your Trainer for evalua-
ing Event Brief tion and discussion
 Information Sheet 1.1-1:

Event Marketing

INTRODUCTION:
An organization’s success is influenced by factors operating in it’s internal and
external environment; an organization can increase it’s success by adopting strategies
which manipulate these factors to it’s advantage. A successful organization will not on-
ly understand existing factors but also forecast change, so that it can take advantage of
change within the environments in which it operates.

The marketing environment surrounds and impacts upon the organization. There
are three key perspectives on the marketing environment, namely the 'macro-
environment,' the 'microenvironment' and the 'internal environment'.

The micro-environment.
This environment influences the organization directly. It includes
suppliers that deal directly or indirectly, consumers and customers, and
other local stakeholders. Micro tends to suggest small, but this can be
misleading. In this context, micro describes the relationship between
firms and the driving forces that control this relationship. It is a more local relation-
ship, and the firm may exercise a degree of influence. Micro environmental factors –
These are internal factors, which the organization can control.
The macro-environment.
This includes all factors that can influence and organization, but that are out of their
direct control. A company does not generally influence any laws (although it is acept-
ed that they could lobby or be part of a trade organization). It is continuously chang-
ing, and the company needs to be flexible to adapt. There may be aggressive competi-
tion and rivalry in a market. Globalization means that there is always the threat of
substitute products and new entrants. The wider environment is also ever changing,
and the marketer needs to compensate for changes in culture, politics, economics
and technology.
Pest Factors – These are external forces which the organization does not have direct
control over these factors. PEST is an acronym and each letter represents a type of
factor (Political, Economical Social and Technological).
The internal environment.
All factors that are internal to the organization are known as the 'internal environment'.
They are generally audited by applying the 'Five Ms' which are Men, Money, Machinery,
Materials and Markets. The internal environment is as important for managing change
as the external So, types of marketing environment could be: micro and macro.
 SELF CHECK 1.1-1:

Event Marketing

Activity - Time 10-60 Minutes

1. If we have little control over the macro environment, why should we be

concerned with it?
2. Why would two event organizations, one quasi-governmental, the other private,
be influenced in different ways by the political environment?
3. Make a PEST analyze of free taken services organization by free levels, local,
national and global.

LOCAL NATIONAL GLOBAL

Political factors

Economic factors

Technological factors

Social-cultural factor
 INFORMATION SHEET 1.1-2

Event Marketing Mix

The service marketing mix comprises off the 7’p’s. These include:
 Product ;
 Price;
 Place;
 Promotion;
 People;
 Process;
 Physical evidence.

Event Marketing Mix

Source: www.smartdraw.com
Event Product - It must provide value to a customer but does not have to be tangible at
the same time. Basically, it involves introducing new products or improvising the exist-
ing products. Product Elements Managers must select the features of both the core
product and the bundle of supplementary service elements surrounding it, with refer-
ence to the benefits desired by customers and how well competing products perform.
product elements: all components of the service performance that create value for cus-
tomers. It could be event programme, transport, accommodation, meetings …

Price - Pricing must be competitive and must entail profit. The pricing strategy can com-
prise discounts, offers and the like. Event service managers recognize and, where practi-
cal, seek to minimize other costs and burdens that customers may bear in purchasing
and using a service, including additional financial expenditures, time, mental and physi-
cal effort, and negative sensory experiences.

Place - It refers to the place where the customers can buy the product and how the prod-
uct reaches out to that place. This is done through different channels, like Internet,
wholesalers and retailers. Place: management decisions about when, where, and how to
deliver services to customers. Customer expectations of speed and convenience are be-
coming important determinants in service delivery strategy. Places of events could be
public non public, mass, individual, in the open air and in the building.

Promotion - No marketing program can succeed without an effective communication pro-

gram. This component plays three vital roles: providing needed information and advice,
persuading target customers of the merits of a specific product, and encouraging them to
take action at specific times. In service marketing, much communication is educational in
nature, especially for new customers. Companies may need to teach these customers
about the benefits of the service, where and when to obtain it, and how to participate ef-
fectively in service processes. Communications can be delivered by individuals, such as
salespeople and trainers, or through such media as TV, radio, newspapers, magazines,
billboards, brochures, and Web sites ( http://www.upas.lt/ ; http://www.jurossvente.lt/ )
People - People refer to the customers, employees, management and everybody else in-
volved in it. It is essential for everyone to realize that the reputation of the brand that
you are involved with is in the people’s hands. Many services depend on direct, personal
interaction between customers and a firm's employees (like getting a haircut or eating at
a restaurant). The nature of these interactions strongly influences the customer's percep-
tions of service quality. Customers often judge the quality of the event service they re-
ceive largely on their assessment of the people providing the service. Successful event
service firms devote significant effort to recruiting, training, and motivating their person-
nel, especially - but not exclusively - those who are in direct contact with customers.

Process - It refers to the methods and process of providing a service and is hence essen-
tial to have a thorough knowledge on whether the services are helpful to the customers,
if they are provided in time, if the customers are informed in hand about the services
and many such things. Creating and delivering product elements to customers requires
the design and implementation of effective processes. A process describes the method
and sequence in which service operating systems work. Badly designed processes are
likely to annoy customers because of slow, bureaucratic, and ineffective service delivery.
Similarly, poor processes make it difficult for front-line staff to do their jobs well, result
in low productivity, and increase the likelihood of service failures.

Physical (evidence) - It refers to the experience of using a product or service. When a

service goes out to the customer, it is essential that you help him see what he is buying
or not. For example brochures, pamphlets etc serve this purpose. The appearance of
buildings, landscaping, vehicles, interior furnishing, equipment, staff members, signs,
printed materials, and other visible cues all provide tangible evidence of a firm's service
style and quality. Service firms need to provide evidence of service manage physical evi-
dence carefully because it can have a profound impact on quality, customers' impres-
sions. In services with few tangible elements, such as insurance, advertising is often em-
ployed to create meaningful symbols. For instance, an umbrella may symbolize protec-
tion, and a fortress, security. (Lovelock Ch.., Wright L., 1999).
 SELF CHECK 1.1-2:

Event Marketing Mix

Activity - Time 10-60 Minutes

1. Choose event service company you are familiar with and show how
each of the seventh elements (7Ps) of integrated service manage-
ment applies to the company.
2. Give examples of how computer and telecommunications technolo-
gies have changed services that you use in your professional or
personal life.
3. Why is time so important in event services?
4. Create event service product for sport or cultural festival.
 Information Sheet 1.1-3
Marketing Strategy

INTRODUCTION:
Market research. We learned earlier that a key component of the sevens Ps of marketing
is market research and analysis. Before one can effectively design and market an event,
there is the need to determine the desires, expectations, and anticipations of the audi-
ence to whom that marketing will be directed. The event may be an original production—
or a historic, traditional annual meeting— but research must be ongoing. By researching
markets in depth, the event marketer will be able to spot trends in time to respond to
changing needs as well as to resolve small problems before they become major ones. As
demographics, desires, and issues change, marketing must be on pace with change to
address those market fluctuations in all available promotional media and marketing ve-
hicles.

Quantitative/qualitative research. There are two basic categories of research instru-

ments with which we should be familiar: quantitative and qualitative surveys. Either
can be considered for both prevent and post event research. And qualitative methodolo-
gy is extremely effective during the event itself.

The major difference between the two is this: Quantitative research allows little room for
interpretation; it is a snapshot of attitude or opinion based on numerical or analytical
ratings systems. It is typically faster because it is easy to execute and tabulate, less ex-
pensive, and not as open to conjecture as qualitative research instruments.

On the other hand, qualitative research is more in depth, a study of opinions, objectives,
visions, and experiential and performance observations. It is more time consuming, of-
ten more expensive, and more interpretive than the quantitative approach.

Again, both are often used simultaneously, as well as separately, and can be effective
for prevent marketing and planning strategies as well as postevent evaluations. You will
need to determine which may be the best method, given your timing, group characteris-
tics, and type of information needed. (Guy Masterman, 2006 ).
Quantitative research (hard data). In most cases, this research is conducted on paper,
electronically such as Internet applications, or through telemarketing. For example, as-
sume you are considering two keynote speakers for your Mid-Year Event. In your prevent
quantitative research instrument, you ask your potential audience to rate which speaker
they wish to hear, on a scale of 1 to 10 (1 being the lowest desirability; 10, the highest).
Speaker A receives an average of 5.6 in your responses. Speaker B nails a 9.3. This result
needs little interpretation. The data are ―hard.‖ Go for speaker B, or be ready to explain
the alternative! This system works well for all aspects of event marketing and evaluation,
including the ratings of multiple educational programs, social events, and overall experi-
ential responses. Quantitative research instruments are objective. Questions may be de-
veloped in two different styles: In picture 4, you will find a model of a typical quantitative
prevent survey.

Qualitative research (soft data). What’s the hidden meaning? What are the objectives of
this event? What are the ranges of interests in the markets we are trying to attract? These
are the kinds of questions that compel qualitative research, the probing inspection of atti-
tudes, opinions, interests, and organizational directions. By its nature, this type of re-
search is more time consuming and expensive, as well as more open to varied and some-
times conflicting interpretation by analysts. Qualitative research instruments are subjec-
tive. But qualitative research can be much more exciting! It’s the ―risk-taker research‖ if
you are not afraid of what the answers may be. In other words, the results of qualitative
techniques can take you to places you may not have thought of, lead you to fresh new
concepts, perhaps all the way to the ―Field of Dreams.‖ There are several favored ways to
conduct qualitative research.
The following survey will enable the organizers of ABC event to determine the feasibility
of producing the following event. Your participation is important in this effort. Answer
all questions by checking the appropriate box. Return this survey by January 1, 2014
1. Gender? ■ Male ■ Female
2. Age? ■ Under 25 ■ 26–34 ■ 35–44 ■ 45–60 ■ 61 and over
3. Income? ■ Under Php 24,999 ■ Php 25,000–34,999 ■ Over Php 35,000
4. If the event held during the summer I would: (Likert scale)
■ Not Attend ■ Maybe Attend ■ No Opinion ■ Probably Attend Positively Attend
5. If the event were held during the Christmas Vacation I would: (semantic differential
scale)
Not Attend ■ 1 ■ 2 ■ 3 ■ 4 ■ 5 Positively Attend
6. If you checked number 1 above please describe your reasons for non-attendance in
the space below: (Open-ended question)
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
_______________________________________
Return this survey by January 1, 2014 to:
Mr. Juan Dela Cruz
P.O. Box..........
To receive a free copy of the survey results please include your business card.

Quantitative Prevent Survey Model

Source: According Leonard F. Holey, CAE, CMP (2002).

P.S. The survey model in picture 4 is primarily quantitative. However, question 6 adds
the possibility for a qualitative interpretation of an expanded response. you to places
you may not have thought of, lead you to fresh new concepts, perhaps all the way to the
―Field of Dreams.‖ There are several favored ways to conduct qualitative research.
Focus Group. This is a small group of participants who are interested in the subject
but who represent disparate representations of your market or constituency. They
should have knowledge of the subject under guidance of a facilitator.
The facilitator must also have knowledge of the topic in question, but should enter
without a preconceived agenda or objective. Rather, the facilitator is responsible for
keeping the discussions on , topic, maintaining order, and deriving conclusions, what-
ever they may be. Recording of the discussions is often done with videotapes, audi-
otapes, or, at the very least, written transcriptions and flipchart notes. The focus group
deliberations may take an hour or a day, depending on the extent and complexity of the
issues. The important point here is that plenty of time should be allowed for the objec-
tives to be accomplished. The pressure of the clock is the greatest threat to generating
thoughtful deliberations and meaningful consensus.

Observation/Participation. This research strategy requires alertness, consumption of

time, and human interaction. For example, as a marketer of an event, you may want to
visit the prospective venue to get a ―feel for the place‖ in order to more graphically de-
scribe it in your marketing materials. Casual discussions with employees or locals will
be effective gauges of the degree of interest in your event. Simply observing the levels of
service being provided may directly improve the planning process by identifying poten-
tial problems that may be avoided for your event.
How long is the line at the registration desk? How easy, or difficult, is it to park a car?
How crowded is the coffee shop at the height of the breakfast hour? What are the gen-
eral attitudinal levels of the staff and the quality of their service? What are the stand-
ards of housekeeping and the condition of the physical plant and surroundings? Be-
come the detective.
Scrutinize everything. Copious note taking and laser alertness are essential during this
process. While managing and marketing a major national convention, I would take time
to visit every seminar room, a total of 65 seminars during a three-day period. I would
count heads and compare the total to the total room capacity. I would observe the body
language of the students and the teachers. Hands in the air were good. Heads on the
table were bad. After a few informal exit interviews, I took my notes. This was not rock-
et science, but it was an incredible asset when selecting topics, teachers, and room siz-
es the following year, making the adjustments mandated by my notes and marketing a
more memorable event next time. This was the observation/participation technique at
its most basic and most effective level.
 SELF CHECK 1.1-3:

Marketing Strategy

Activity - Time 10-60 Minutes

1. Which type of research would be most appropriate in the following sit-

uations, and why?
a) a event organization company wants to investigate the effect
that seiors have on the purchase of its service products.
b) a conference hotel wants to gather some preliminary infor-
mation on how clients feel about service in conference halls,
menu variety, food in restaurant …
2. Focus-group interviewing is both a widely used and widely criticized
research technique in marketing. What are the advantages and disad-
vantages of focus groups? What are some kinds of question that are
appropriate for focus groups to investigate?
 Information Sheet 1.1-4
Detailed Project Planning

INTRODUCTION:

When the detailed event project planning begins, a task analysis and work plan must be
developed, leading to precise scheduling and a final budget. Readily available software
includes Microsoft‟s Project, and a number of websites provide detailed advice on project
planning including the various scheduling tools, Critical Path Analysis and PERT (e.g.,
www.mindtools.com). Be sure to visit William O‟Toole‟s website, which is specific to
events, at www-personal.usyd.edu.au/~wotoole/.

Task Analysis and The Work Plan

One of the most difficult aspects of project planning is the detailed breakdown of work
into discrete but inter-dependent ―tasks‖. Later, a critical path analysis will determine
the sequencing of these tasks. A work plan can proceed from two starting points:
(a) an a priori description of the event, where its detailed elements are known in ad-
vance (for example, a sport event or function that has a standard structure)
(b) a statement of goals and objectives leading to development of the
final structure of the event (for example, planning a celebration with a known
theme but yet-to-be-developed program and setting) The basic unit in the work plan,
called a ―task‖, must be a discrete activity that can be performed by one or more people
with known resources, preferably within a defined period of time. For events, a specified
place is also often part of a task. From the onset of this procedure it must be remem-
bered that eventually all tasks have to be integrated and scheduled, and resources and
costs will have to be assigned to each.
Tasks will have to be assigned to various managers, subcontractors, or work groups, so
some form of geographical clusters (e.g., the stage, the exhibition floor, the food court),
technical (audio-visual; lighting) or functional groupings (marketing; human resources)
have to be established at the beginning. Computer software available for project plan-
ning/management makes it possible to start with a general definition of work clusters,
then proceed to more and more detailed tasks under each heading. Where uncertainty
exists on any of these points, as it often will, project planners have to consult with ex-
perienced event managers to determine the details and their interconnections.
The nature of an event will largely determine the shape of the task breakdown. Venues
are a good starting point, because there are huge differences between, for example, sport
venues and convention centers. Programming is the next big factor.
Third, the people element has to be considered in more detail: will there be large
audiences, many participants, or a few party-goers? Then management systems have to
be examined. What are the staffing and volunteer requirements, will sub-contractors be
involved, etc.? In some events the essential services such as food and beverages are a
lesser consideration, being standardized within a facility, while in others they are of pri-
mary importance - as in a food or wine festival. These considerations help shape the task
analysis and scheduling.
Figure 3-2 illustrates task analysis for an event. It shows six functional groupings
that have to be planned in detail, with the focus on No. 6, logistics. The first level of lo-
gistic tasks to consider includes ticketing/cash, performers and participants, supplies,
public transport and parking for guests. Focusing on 6.1, parking, the next level of tasks
includes the police presence (necessary for highway traffic control), staffing (probably a
volunteer crew to be trained), signs and barriers (what types, where to get them, and
where to place them), and site preparation (are there suitable spaces, do they need grad-
ing or paving). And so it goes, with ever-more detail. This task analysis is also vital for
human resource planning (how many staff, volunteers, contractors, etc. are needed to
complete each task, and to manage the function when the event is held).
Scheduling
Even while task analysis proceeds to greater levels of detail, scheduling can begin. The
crucial point about timing in project planning is the fact that in most cases the date is
fixed and there is no choice but to meet the deadline! Critical path analysis is therefore
vital, and for major events will require computer software. A small meeting or function
can be handled on paper.
Critical Path Analysis
"Critical path analysis" is a planning and scheduling tool that can help streamline the
process and avoid costly miscalculations. It examines inter-relationships among all the
players and activities needed to deliver the event as and when intended. All tasks are ar-
ranged in chronological order, working BACK from the event dates so that each prerequi-
site activity gets scheduled in proper sequence. The resultant schedule is a network of
interconnected tasks and the actual "critical path" in the network is the shortest possi-
ble sequence of events needed to get the job accomplished. When all the tasks are linked
and critical dates established (i.e., those dates by which tasks must be finished), a line
can be drawn to make it clear how long at a minimum the process will take and how var-
ious pieces fit together
Steps in critical path analysis are as follows:
(1) identify all crucial tasks and the ultimate shape of the project (i.e., venues, facilities,
infrastructure, management systems)
(2) set and prioritize goals and objectives (consider if all tasks are equally important)
(3) determine time lines and critical dates (how long does each task take?; by when must
each be completed? by whom?)
(4) establish the critical path (in what sequence must tasks be completed? what is the
shortest path connecting all the critical tasks?)
(5) control the process to stay on schedule
Separate exercises could be undertaken for the different program areas, venues or specif-
ic activities related to the event, and then brought together at key points in the network
diagram. Computerized scheduling will be essential for tasks this complex.
Program Evaluation and Review Technique (PERT)
PERT is similar to critical path analysis, but instead of working back from a fixed date it
is based on identification of minimum, most likely, and maximum projected time lines.
This approach is obviously suited to events which do not have to be produced on a specif-
ic schedule. It allows estimation of the final completion date, or of milestones along the
way to a fixed event date.
Both CPA and PERT have several crucial planning applications. The first is to impose log-
ic on the planning process, as drawing the network will quickly reveal gaps and illogical
thinking. The question: ―how do we get there from here?‖ requires a detailed task analy-
sis. Second, scheduling follows from the plan – especially identification of the absolutely
critical steps and sequencing. The next section covers other scheduling issues. Third, re-
source allocation is partially based on knowing the project‟s sequencing and when the
really big tasks have to start and finish. For mega events this often means the large facili-
ty construction projects.
Control also follows the CPA or PERT. Progress is checked continuously against the
schedule and network, as well as the costs. Variances will become clear sooner, and cor-
rective action is therefore more effective. Also, if the project is lagging (i.e. behind sched-
ule) some activities might be identified as ―compressible‖ to make up time. Lastly, com-
munications are improved by using CPA and PERT networks. Everyone sees the project
in its entirety and can monitor progress or shortfalls. Teamwork should be greatly en-
hanced, as even the value of the smallest unit or task can be seen by all.
Drawing the Network
Figure 3.3 is a simple illustration of a Critical Path Network. Computer software is avail-
able, but a basic diagram for a small project can be done manually. It starts with identi-
fication of activities necessary to plan and produce the event, and each activity is given a
discrete code letter or number. Interdependencies are determined, showing what activity
must be completed first. When the network is finalized, the software can calculate the
estimated minimum completion time for each activity (in units of hours, days, weeks,
months, or years).
There are a number of rules to follow:

only from left to right

and finish dates (the left and tight-side numbers), and each event itself is numbered at
the top

ples of five, thereby allowing insertion of new activities and events later)

other, but they are in different paths and not otherwise linked

tivities that otherwise would have received the same event numbers because of sequenc-
ing

depend on a later one

this violates the dependency rule, namely that all activities depend on a preceding one.
Overlapping can occur in critical path sequencing, when activities can be started before
the previous one actual ends. For example, the interior finishing of a building can start
before all aspects of the exterior work are completed, but only an expert can plan this.
The network diagram can handle this by showing parallel activities and using ―real-time
dummies‖ to indicate the overlap.
Time Analysis
Once the network is complete and tested for sequencing and dependency logic, the sched-
ule and critical path can be determined. A second diagram is developed, showing the fol-
lowing:

stant units -days, years, etc.); estimating duration might require considerable analysis or
judgment, and even negotiation with those responsible for its completion
-side of the event circle
(the start point is zero, and each event after that is zero plus the duration of intervening
activities – using the longest cumulative duration for calculating ―earliest time‖; this is
called the ―forward pass‖ calculation)

date by which all activities arriving at the event can be completed before delaying the pro-
ject; by implication it is also the latest possible date for starting subsequent, dependent
activities (use the ―backward pass‖ calculation, starting with the earliest possible date for
the end event and subtracting duration times for each activity from its latest finishing
time)

of potential spare time – called the ―float‖ - can be assessed (of course, its existence de-
pends on the accuracy of all previous estimates)
The ―critical path‖ emerges from this timing exercise. It is the earliest possible date for the
completion, given the cumulative durations of all necessary activities and taking into ac-
count the ―float‖ (i.e., the critical path is the one taken where there is no spare time in the
connecting activities). Following this analysis the truly critical activities become clear, as
these must be completed on time or the entire project suffers a delay. Knowing those ac-
tivities allows the manager to decide if it is worth extra money to accelerate them or to
overcome forecast delays. There might also be political and legal implications arising,
such as imposition of no-strike rules on workers or severe penalties on sub-contractors.
Resource Analysis
A third diagram can be developed showing the costs of each activity in dollars or hours of
labor. Daily, weekly or other periodic estimates of resource commitment can be calculated
from this information and it can be used to amend the start or finish dates of non-critical
activities by assigning more or fewer resources. And if one assumes that the entire critical
path leads to an unacceptable completion date (for an event, this means to miss the
scheduled date!), the analysis can be used to determine how much it will cost to reach
the deadline - assuming that extra resources will be able to accelerate the project. In
some instances, no amount of money or planning will overcome some of the obstacles.
Calendars
Most working people use calendars or date books to record important meetings and to jot
down reminders of things to do. The operations of an event organization over the year, or
the actions for each program committee or operational area, can also be written down on
a calendar. The appropriate unit of time must first be specified: weeks or months for all-
year schedules; days, hours or minutes for event programming. Within each cell can be
written specific to-do actions, some of which will run across a number of cells. Start and
end points can be specified with symbols, as can other critical dates. One benefit of cal-
endars is that they can be designed at a large scale and posted for everyone to see at
meetings, and reduced so that everyone has a personal copy.
Gantt Charts
These graphs are a simple, visual way to schedule event planning over any period of time,
or to schedule the event program when it contains multiple, non-sequential elements.
The unit of time must be specified, and a decision must also be taken on whether the
scheduling applies to individual persons, programs, or team/committee work.
Figure 3-4 is an example which shows that program elements or assignments are some-
times sequential (e.g., one can only begin when another is finished), while others are
overlapping (e.g., at different venues). Some program elements or management actions
are intermittent. The entire planning period or event must be scheduled, so some activi-
ties must start at the beginning and some must run until the end. These start and end
points can be determined in advance, or be determined after all the activities have been
scheduled.
Gantt charts are also very useful in scheduling an event program, at least at the general
level.
Decision Points and “Decision Trees”
Where uncertainty exists over the feasibility of the project, whether or not a bid will be
won, or a political decision is needed, specific decision points should be predetermined to
force "go, no-go decisions". Unless these are scheduled, work might plod on without ap-
propriate reference to the project's ultimate viability. In the case of committed events, the
decision points might apply to specific elements such as programs or facilities, with the
event itself being a given.
Some events and projects will incorporate a "drop-dead" point in the planning schedule at
which time certain predefined conditions must be fulfilled or the event is cancelled. These
criteria could be:

In other circumstances critical decisions will have to be made in the absence of predeter-
mined criteria. In such cases the use of a ―decision tree‖ is helpful. For each key decision
that has to be made along the way to producing an event, ask the following questions:

(for example, does this decision to proceed commit us to more spending?)

The ―decision tree‖ combines elements of critical path analysis, feasibility and impact
evaluation, risk assessment and scheduling.
Working Under Time Pressure
For one-time events it might prove difficult to anticipate the full number of tasks and the
likely schedule. PERT can then be used to estimate project time lines and determine if the
event even looks feasible. In most cases, however, once a commitment has been given the
project team must get it done on time, no matter what. This pressure leads to several pos-
sible issues:

regulations to ensure completion

than was budgeted, such as for overtime payments to workers)

and quality reduced)

pacts

forces, such as labor disputes

is being reduced in quality or scope
Scheduling and controlling of the project are therefore critical management responsibili-
ties, and no doubt many project managers have worked under considerable stress to de-
liver the event as planned.

Implementation of the Plan

Producing the event is the target, and all planning and implementation processes work
back from the event's set dates. If the dates are flexible, so too can be the planning pro-
cess. However, much of the infrastructure, financing, staffing and other actions must be
in place before the event, so a great deal of scheduling and controlling are necessary.
For major events, financing the planning and construction can become a major issue, es-
pecially if money has to be raised along the way. The construction of new infrastructure,
such as public transport, and the event venues, can easily be delayed. Marketing must
gear up potentially years before the mega event. Finally, a new organization will have to
be established to manage the event, and a lengthy transition period will be needed. This
organization will have to test venues, programs and systems, including the recruitment
and training of numerous staff and volunteers.
Vital systems that must be put in place prior to the event opening in order to facilitate
problem solving and refinements:

Producing and Terminating the Event

During the event, refinements and problem-solving are usually necessary, but the man-
ager's ability to act depends in part on the effectiveness of planning and on the event's
duration. Also, can its program and scheduling be altered if, at the least minute, the
preparations are incomplete?
Afterwards, the event and its organization must be terminated or adapted.
Catherwood and Van Kirk (1992:185) noted that it can take years to wind down a major
event. Major investments have been made, infrastructure has been built, numerous staff
and volunteers have been employed, and the sponsors and various authorities expect ac-
counting and reports to be completed. The main wind-down tasks are:

ganizations

teers

thorities

accounts; closing offices)

The Project Management Team and Organization

Given the nature of one-time event projects, a number of special circumstances apply.
First and foremost is the highly political nature of mega-event projects, usually resulting
in some form of direct governmental representation on a specially-created governing
board. It might also prove desirable to separate the political processes, especially the lob-
bying that goes on during the bid stage, from the project management team. Hence a
spokesperson, champion or "ambassador" can be appointed to handle political tasks.
The project management team itself will consist of a general manager (or executive direc-
tor) and a range of professions and functional area managers reflecting the nature of the
project. For a world's fair or the Olympics, the need for infrastructural development will
figure prominently in shaping the team. For less ambitious events, programmers and mar-
keters might dominate.
 Study Questions 1.1-4
Detailed Project Planning

Study Questions
-Define the main elements of the event management system and explain how inputs be-
come either desired outcomes or unintended impacts.
-Why is event management an emerging profession?
-What is the importance of ethics in professional practice?
-Compare major career paths in event management with regard to the types of jobs per-
formed, typical employment opportunities, and related professional associations.
-Why do events fail? Refer to stakeholders, collaboration/partnerships, resource de-
pendency and population ecology.
-How do required skills and responsibilities change as one becomes a senior event man-
ager?
-What are the various leadership styles found in event management?
Advanced Study Questions
-Use the event management system model to conduct a diagnostic audit of an event, fo-
cusing on stakeholder relations and the flow of resources.
-Interview and profile event professionals in different organizations, with the purpose of
comparing them on the skills and knowledge required, their career paths or business
development, and challenges they have faced.
-Through interviews with professionals, analyze one or more ethical issues in event
management. Describe the issue and how it was resolved. Discuss the implications and
lessons learned.
 Work Related Project 1.1-1
INTERPRET EVENT BRIEF

Work Related Project 1.1-1

Title : INTERPRETING EVENT BRIEF

Performance Objective : Provided with the needed tools, supplies, and materi-
al; you must be able to interpret event brief

Supplies, Tools & Equipment :

 Learning Materials
 Access to internet

Steps/ Procedure:
1. Interpret the contents of the event brief
2. Assessed company’s capacity to meet stated requirements
3. Identify and plan action required for the development of the proposal or bid
4. Undertake liaison with customer to clarify requirements when appropriate.

Assessment Method:
 Work Related Project
 Interview
Performance Criteria Checklist 1.1-1

CRITERIA
Yes No
Did you….

1. Interpret the contents of the event brief

2. Assessed company’s capacity to meet stated requirements

3. Identify and plan action required for the development of the

proposal or bid

4. Undertake liaison with customer to clarify requirements when

appropriate.
 Learning Outcome Summary

LO2. DEVELOP PROPOSAL AND BID DETAILS

CONTENTS:

 Proposal/bidding process
 Event Bid Analysis
 Typical bid/proposal requirements and formats
 Developing proposal and bid details


CONDITIONS/RESOURCES:

The students/trainees must be provided with the following:

TOOLS AND SUPPLIES & LEARNING

EQUIPMENT
ACCESSORIES MATERIALS MATERIALS

LCD Projector Software for Sample proposal Books relating to

(optional) presentation skills business proposal
Sample brochures
writing
Overhead Projector and other pertinent
(optional) document relating to
proposal writing
Computer
Printer

ASSESSMENT METHODS:

 Project to bid for a meeting or event being staged within a college or local com-
munity
 Case studies to assess knowledge of the components required for inclusion in
different types of bids
 Review of portfolios of evidence and third party workplace reports of on-the-job
 Learning Experiences

LO2. DEVELOP PROPOSAL AND BID DETAILS

1. Read Information Sheet 1.2-1: Pro- If you have some problem on the content
posal/bidding process of the information sheet don’t hesitate to
approach your facilitator

2. Do Self Check: 1.2-1: Proposal/

bidding process

3. Compare answers with Answer Key: If you got 100% correct, you can now
1.2-1: Proposal/bidding process move to the next information sheet. If
not review the information sheet and go
over the self-check again.

4. Read Information Sheet: 1.2-2: Typical

bid/proposal requirements and for-
mats

2. Do Self Check: 1.2-2: Typical bid/

proposal requirements and formats

3. Compare answers with Answer Key: If you got 100% correct, you can now
1.2-2: Typical bid/proposal require- move to the next information sheet. If
ments and formats not review the information sheet and go
over the self-check again.

5. Do Work Related Project 1.2-1: Devel- After completing the tasks; see your
oping proposal and bid details Trainer for evaluation
INFORMATION SHEET 1.2-1: PROPOSAL/BIDDING PROCESS

THE BID
In events management, the bid is the proposal to host an event. The bid submitted
by a proponent, which can be a supplier/PCO, a destination management organiza-
tion/CVB or tourism board or the local chapter of an international organization. The
proponent submits a bid to the owner of the show, wishing to assume the gains and
responsibilities of the event host.
Why would anyone want to assume such responsibility? The primary reason
for bidding for an international event is profit, which can be monetary or non-
monetary. A tourism board - which is usually a government agency — for instance,
bids for assists for bidding for an international event for the tourism receipts, the
resulting multiplier effect and infrastructure development that the event brings to
the destination. Local chapters invite their mother organizations to hold an event in
their locality for prestige, technology transfer and, sometimes, for monetary profit,
too. For example, the local chapter of an international association of dentists can
bid to host the organization’s annual world congress, which is expected to give the
members of the local chapter better access to new techniques and technologies in
the practice of dentistry among other benefits.
The most prestigious international events like the Olympics , World Expo and
World Youth Day are up for bidding as well. Imagine the publicity, income and de-
velopments that these events can bring to the host destination.
There are three stages in the bidding process: before, during, and after bid presenta-
tion of the bid proposal. The next stage is the submission and presentation of the
bid to the organization. The final stage involves the course of actions undertaken
upon winning or losing a bid, such as visitor campaign and preparations for a won
bid or bidding again at the next call for proposal for a lost bid.

Steps in bidding:
1. Before the bid presentation
First come the identification of a call for proposal or opportunity to bid, after
which a preliminary study must follow. The preliminary study for a bid is akin to an
event concept and feasibility study. Hence the format can be used paying a close at-
tention to the following:
 Historical information related to previous events such as dates, venues,
and attendance - since most events up for bidding have been staged in the
past.
  Hosting requirements, for example number of meeting rooms to be used, meet-
ing room set-up and technical requirements, number of days, number and pro-
file of guests, lodging requirements, air and land transportation requirements,
social functions, meals, among others.
 Financial responsibilities between the international and host organization.
 Competing countries that have signified interest tobid for the same event.
 Bid presentation procedure, such as date, venue, method of presentation, and
the like.
The bid paper itself contains all the terms of the proposal such as the services to
be provided by the host, the cost the unique selling point. The major parts of a bid in-
clude the following:
 Formal letter of invitation/ proposal to host the event, highlighting the propo-
nent’s hosting capabilities and unique selling point.
 Package details for hosting requirements - a listing of facilities and services
which will be made available to delegates together with corresponding rates.*
 Endorsement from concerned government agencies
 Information and promotional materials.
* The proponent may seek the assistance of a CVB or tour operator to securing ad-
vance rates from hotels, airlines, transport operators and other suppliers, especially for
events slated five to 10 years from the time of bidding.
2. Presenting the bid
After drawing up the bid proposal, it is then presented to the committee in charge
of the event, the board of directors or at the general assembly of an international organi-
zation.
Do follow up after the presentation
3. After the bid presentation
Upon winning the bid, draw a contract or a memorandum of agreement defining
the areas of responsibilities between the bid proponent (i.e. the local association) and the
international organization: or upon losing the bid, evaluate re-bidding possibilities and
revise the bid.
SAMPLE LETTER
11 Jun 2014
Marketing Manager
X Corporation
Address, Makati City

Dear Me. Dela Cruz,

Are students a major part of your target market? Looking for an event where you can
promote your products?

Our Events management Class at the ABC University is organizing a Nihongo Festival
that is expected to attract 500 students from other participating schools, in addition to the
20,000 students enrolled in our university this semester.

The event will be held on October 30, 2014 (Friday) at our university’s ABC Theater. The
university’s strategic location at the heart of Manila’s university belt will provide our sponsors
with the needed exposure aimed at the student market.

We invite you to take advantage of this opportunity and be one of our partners. We have
attached the details of the program and the sponsorship package, for your reference.

We will be glad to meet with you to discuss our proposal further. Our marketing Com-
mittee Head, Ms. Maricel Alano, will call your office to follow up on our request. Ms. Alano may
be reached through her mobile 09xx-xxx-xxxx and email maricelalano@info.com.

Thank you and we look forward to your most favorable response.

Very Truly Yours,

Bernice McFlurry
Bernice McFlurry
Class Chairman

Noted:
Bernette H. Bogsiwara
Class Adviser
EVENT BID ANALYSIS CHECKLIST

Should you bid for an event?

If your committee has a task to decide whether to bid for, and

organize, a special event e.g. a state or national championships,
the following questions may assist in making the decision.
1. Is the organization of this event by your organization justi-
fied on the basis that it is highly likely to provide a substan-
tial profit and thereby significantly help your organizations
finances?
2. Can you identify any significant risk of the following:
 Key organization personnel are already at ―burn out‖ and
this event may be too much
 The success of this event depends on winning a govern-
ment grant or sponsorship, which might NOT be forth-
coming, or is difficult to obtain?
 Your facilities cannot be improved sufficiently to meet the
probable expectations of event participants
3. How will the event improve your organization’s future in-
come? Is it likely that:
 Your organization will earn more income through in-
creased membership due to the promotional value of this
event?
 Your organization will earn more income by being able to
run similar events or better events in the future?
 This event will enable your organization to improve facili-
ties and this will lead to a long-term improvement of the
capacity of your organization i.e. your organization can
offer more programs, better services, etc?
 This event will provide a long-term improvement in your
organization’s ability to gain sponsorship?
4. How will your event develop the people of your organiza-
tion? Is it likely that:
 This event will encourage your own members to raise
their sport performance level?
 This event will be a long-term benefit to the organiza-
tion because it will provide an opportunity for mem-
bers to develop skills in event management, sport ad-
ministration, club administration, officiating and/or
coaching?
5. How will the event improve the profile of your organiza-
tion in the community? Is it likely that?
 This event will create an impact politically i.e. mem-
bers of parliament, local councilors and this may
have an effect on future funding possibilities?
 This event will foster closer relations with other com-
munity organizations such as schools, other organi-
zations in the same sport, and other organizations in
different sports.
 This event will improve the awareness of the commu-
nity about your organization and/or your sport.
 This event will provide an opportunity to demonstrate
your organization’s capability and therefore your
ability to bid for and win future events of even greater
magnitude.
 Self Check 1.2-1
PROPOSAL/BIDDING PROCESS

1. Discuss the three stages of the bidding process.

 Answer Key 1.2-1
PROPOSAL/BIDDING PROCESS

1. Before the bid presentation

First come the identification of a call for proposal or opportunity to bid, after which
a preliminary study must follow. The preliminary study for a bid is akin to an event con-
cept and feasibility study. Hence the format can be used paying a close attention to the
following:
 Historical information related to previous events such as dates, venues, and
attendance - since most events up for bidding have been staged in the past.
 Hosting requirements, for example number of meeting rooms to be used, meet-
ing room set-up and technical requirements, number of days, number and pro-
file of guests, lodging requirements, air and land transportation requirements,
social functions, meals, among others.
 Financial responsibilities between the international and host organization.
 Competing countries that have signified interest tobid for the same event.
 Bid presentation procedure, such as date, venue, method of presentation, and
the like.
The bid paper itself contains all the terms of the proposal such as the services to
be provided by the host, the cost the unique selling point. The major parts of a bid in-
clude the following:
 Formal letter of invitation/ proposal to host the event, highlighting the propo-
nent’s hosting capabilities and unique selling point.
 Package details for hosting requirements - a listing of facilities and services
which will be made available to delegates together with corresponding rates.*
 Endorsement from concerned government agencies
 Information and promotional materials.
* The proponent may seek the assistance of a CVB or tour operator to securing ad-
vance rates from hotels, airlines, transport operators and other suppliers, especially for
events slated five to 10 years from the time of bidding.
2. Presenting the bid
After drawing up the bid proposal, it is then presented to the committee in charge
of the event, the board of directors or at the general assembly of an international organi-
zation.
Do follow up after the presentation
 Answer Key 1.2-1:
PROPOSAL/BIDDING PROCESS

3. After the bid presentation

Upon winning the bid, draw a contract or a memorandum of agreement defining
the areas of responsibilities between the bid proponent (i.e. the local association) and the
international organization: or upon losing the bid, evaluate re-bidding possibilities and
revise the bid.
INFORMATION SHEET: 1.2-2
TYPICAL BID/PROPOSAL REQUIREMENTS AND FORMATS

Event Proposal Template

If you are about to write an Event Proposal, a template may save you hours of work and
provide greater assurance of completing the task successfully.
An event proposal template in Microsoft Word format is available on this website that
has sections for the following:
 Event details
 Event description
 Proposed event program
 Human resource
 The venue
 Equipment
 Scope of work
 Budget
 Evaluation
 Risk management
The template provides examples and guidance on how to fill out each of the above sec-
tions. Not all sections will be needed for every event and much depends on the scale
and purpose of your event.
This template will be useful in a variety of contexts including:
 key personnel in an organization are putting an event proposal together for con-
sideration by the committee or board of directors
 your organization is proposing a special event which involves other community
organizations
 your organization is bidding for a special event and you are competing against
other bidders
 you are applying for government funding or seeking commercial sponsorship
The legacy that special events leave includes:
 Raising performance standards
 Raising the profile of the organisation in the community
 Providing promotional opportunities for sponsors
 Improving facilities
 Upskilling volunteers

Sometimes is not easy to make a decision on whether to bid for, and then organise, a
major event. People will have differing views dependant often on how comfortable they
are with the extent of work that is involved.

Selecting the Venue

Step 1: Analyze the event's need for a venue

It is necessary to ask many questions about what sort of venue is needed. Here are just
a few of the questions that should be considered.
 Do we need an indoor or outdoor venue?
 What audience capacity does the event require?
 How long do we need the venue for, including setup and takedown?
 Is it necessary to select a venue with good public transport access?

Step 2: Investigate possible venue

In a large metropolitan area there may be a great variety of venues from which to
choose. However, outside of the metropolitan areas choice may be extremely limited.
On the assumption that your organization does not own and operate a perfect venue for
their event, event organizers should research possible venues by:
 Contacting government agencies who may maintain and publish a database of
sporting, cultural and educational venues
 Consulting industry peak bodies that represent organizations in the sport and rec-
reation industry and/or the entertainment industry
 Searching the "Yellow Pages" Directory or the "Yellow Pages" Internet web site
  Utilizing one of the CD ROM products on the market to search an electronic data-
base of telephone numbers by name field or business category field
 Contacting schools, colleges and universities individually
 Telephoning a venue and asking for assistance, if they cannot help they will more
than likely refer you to someone who can
 Telephoning experience event managers and/or sports administrators.
All information, even subjective comments, found as a result of researching venues
should be retained for future use. Event managers should create their own database

Step 3: Make site visits

Once some possible venues have been identified, it is important to make a site visit.
Venue staff are usually only too pleased to show prospective customer's around. The
purpose a site visit is to determine the suitability of the venue. The table below identifies
and explains five facets of suitability.

Venue suitability
Dimensions  Area must be appropriate to cater for the event i.e. abide by rules (if a sport). For indoor
venues, ceiling height must be sufficient.

Environment  The venue needs to be appealing to all participants. The venue should appear to be well main-
tained and clean.
 Indoor venues - consideration needs to be given to lighting and air temperature control. Seating
needs to be comfortable and in good view of the performance area. Places to relax away from
the performance area also a beneficial feature.
 Outdoor venues - advantageous elements include sufficient drainage, lighting, shading and pro-
tection from wind.

Facilities  Sufficient changing areas, showers, sauna, etc

 Kitchens, canteens and food serving areas
 Offices or meeting rooms for Media and the Event Staff
 Telecommunication facilities - telephone, fax, Internet
 Public address system is available

Position  Can be accessed by public transport

 Nearness to majority of participants
 Sufficient accommodation within reasonable distance
 Shops in close proximity

Cost  The cost of the venue need to be within the realistic limitations of the event budget.
Equipment has been left out of the above list. Organisations booking venues can be rea-
sonably expected to supply and transport to the venue the equipment that their event
needs. Some exceptions to this rule may be items related to popular indoor sports such
as basketball hoops and backboards, indoor soccer goals, volleyball nets, etc. However
this may only apply if the venue being sought is an indoor sports centre. Clearly if a cul-
tural venue such as a theater is being sought for a sport such as Olympic Weightlifting,
venue managers cannot be expected to provide equipment.

Step 4: Agree on price and terms

Once you have identified some possibly suitable venues, your next step is to enter into
negotiations with venue managers to get the best possible deal that you can. Although
venue managers will have standard prices you should not think there is no chance of bar-
gaining the price down, or alternatively, bargaining for extra services.

If it proves to be difficult to get a reduced hourly rate, you may be able to get some free
time, or use of an additional part of the facility free, or obtain access to sound equipment
at no cost, or even get some additional personnel at a reduced price e.g. security.

Step 5: Make a booking and confirm

When you have selected which venue is the best for your event, it is time to make a book-
ing. Although the venue will take a booking over the phone, it is likely that you will be
sent within a few days a contract that states:
 Facilities booked
 Dates and times booked
 Payments required e.g. deposit and final payments
 Other contractual obligations e.g. cleaning
 Your contact details
After you have signed and returned the contract together with a cheque deposit, you
should never assume that your booking is safe and forget about it until the last week be-
fore the event. It is well worth your while to keep lines of communication open with the
venue manager and to keep checking that you booking is safe (i.e. does not get double
booked).
Step 6: Make further site visits

The purpose of making further site visits is to assure yourself that nothing has changed,
or at least that any changes that do occur will not affect your event. Changes that could
occur include lighting, fixtures removed, equipment and decor.
Further site visits are useful also to plan your event e.g. shipping in equipment.
 SELF CHECK 1.2-2 TYPICAL BID/PROPOSAL REQUIREMENTS
AND FORMATS

1. Identifies and explains five facets of suitability when conducting a

site visit.
 ANSWER KEY 1.2-2 TYPICAL BID/PROPOSAL REQUIREMENTS
AND FORMATS

Venue suitability
Dimensions  Area must be appropriate to cater for the event i.e. abide by rules (if a
sport). For indoor venues, ceiling height must be sufficient.

Environment  The venue needs to be appealing to all participants. The venue should
appear to be well maintained and clean.
 Indoor venues - consideration needs to be given to lighting and air tem-
perature control. Seating needs to be comfortable and in good view of the
performance area. Places to relax away from the performance area also a
beneficial feature.
 Outdoor venues - advantageous elements include sufficient drainage,
lighting, shading and protection from wind.

Facilities  Sufficient changing areas, showers, sauna, etc

 Kitchens, canteens and food serving areas
 Offices or meeting rooms for Media and the Event Staff
 Telecommunication facilities - telephone, fax, Internet
 Public address system is available

Position  Can be accessed by public transport

 Nearness to majority of participants
 Sufficient accommodation within reasonable distance
 Shops in close proximity

Cost  The cost of the venue need to be within the realistic limitations of the
event budget.
Process of Strategy Making
The event strategy in its implementation comprises all factors that determine the suc-
cess of the event. In organizing any event five main strategy making steps should be
followed:

1. The aim of a MISSION STATEMENT is to specify the purpose of the events, the
phylosophy and values that guide it, and the scope of the business.
A mission statement must be:
short, clear, understandable
goal-oriented, provides direction and focus
defines firm's domains of operation and criteria for success
inspiring and motivational, gives employees a sense of belonging
reflects the company's strategy

Example : Events of the „Sea festival“ in Klaipėda.

Mission: „to present to people of different ages and cultural demands an interesting
and colourful pastime, offering them events on marine topics.
Vision: „to enhance by means of the popular festival the exclusive image of the port
town of Klaipėda within Lithuania and abroad“.
2. Two types of objectives: financial & strategic
3. Crafting a Strategy to achieve performances: 5 approaches
Macroeconomic Analysis
Industry Analysis
Game Theory
Capabilities-Based-Strategy formulation
Dynamic capabilities and evolutionary thinking
4. Strategy implementation is fundamentally an administrative activity and includes
the following components:
building an organization capable of carrying out the strategy successfully
establishing a Strategy-supportive budget
installing internal administrative support systems
devising rewards and incentives that are linked to objectives and strategy
shaping the corporate culture to fit the strategy
exercising strategic leadership
5. Doing the tasks of strategic management is an ongoing responsibility. Managers
must constantly evaluate performance, monitor the situation, and decide how well
things are going
Altering the organization's long-term direction
Redefining the business
Raising or lowering performance objectives
Modifying the strategy
Improving strategy execution
 Work Related Project 1.2-1
INTERPRET EVENT BRIEF

Work Related Project 1.2-1

Title : Developing proposal and bid details

Performance Objective : After studying and completing all the activities in this
learning outcome, develop a proposal and bid de-
tails based on appropriate format.

Supplies, Tools & Equipment :

 Learning Materials
 Access to internet

Steps/ Procedure:
1. Develop details for inclusion in the proposal/bid after consultation with sup-
pliers and other relevant agencies.
2. Develop options to meet and where possible, exceed the expectations of the
customer including integration of current and emerging technology.
3. Evaluate possible competitors and develop strategies to address competitive
issues

Assessment Method:
 portfolio
 Interview
LO3. DEVELOP BID MATERIALS

CONTENTS:

 The proposal/bidding process for a specific meeting/event, including effective as-

sessment of the event brief, coordination of all details and resources to meet the bid
 Requirements and professional presentation of bid materials and documents
 Typical bid/proposal requirements and formats.
 Industry practices relevant to event management
 Organizational skills in terms of event planning

CONDITIONS/RESOURCES:

The students/trainees must be provided with the following:

TOOLS AND SUPPLIES & LEARNING

EQUIPMENT
ACCESSORIES MATERIALS MATERIALS

 LCD Projector  Software for  Sample proposal  Books relating

(optional) presentation to business
 Sample bro-
skills proposal writ-
 Overhead Pro- chures and other
ing
jector (optional) pertinent docu-
ment relating to
 Computer
proposal writing
 Printer

ASSESSMENT METHODS:

 Project to bid for a meeting or event being staged within a college or local com-
munity
 Case studies to assess knowledge of the components required for inclusion in
different types of bids
 Review of portfolios of evidence and third party workplace reports of on-the-job
 Learning Experiences

LO3. DEVELOP BID MATERIALS

1. Information Sheet 1.3-1: Preparing If you have problems with the content of your
and presenting event plan learning materials don’t hesitate to ask assis-
tance from your Trainer

2. Do assignment sheet 1.3-1

3. Secure a specific instructions of this Have your Trainer evaluates your work.
activity from your Trainer before at-
tempting this task
 INFORMATION SHEET 1.3-1
PREPARING AND PRESENTING EVENT PLAN

INTRODUCTION

A fter working on a event plan for many days (or probable nights), the hurdle
is to present the plan to the approving committee - usually a panel of event
stakeholders. Of all stakeholders, the event manager must have the cleared vision of
the coming event. He/ She has to share the vision in one make-or-break presentation.
This Information Sheet prepares you to clear the hurdle and get the show on the road!

PREPARATION
Gather all the bits and pieces of the plan together in an organized and comprehen-
sive file, and then create a cohesive presentation. While the use of one’s creativity is
highly recommended, there are certain elements which the presentation must have:

 The Rationale: Why must this event be held? - state how the event will help
the client solve a problem or take advantage of an opportunity thru the
event. This is a good opener that anchors the listeners firmly on the purpose
of the event.
 Audience Profile - briefly describe the target audience, the interests, and
what they would like to get out of the event, or what they will benefit, from
it.
 Find Objectives - state the S.M.A.R.T.E.R. EVENT objectives that you have
previously drafted.

S Specific

M Measurable

A Attainable

R Realistic

T Time-bounded

E Exciting

R Responsible
 The Event Vision - a brief description of the event being planned and the
expectations from this in one or two sentences. Remember to reiterate the
purpose, objectives, and the target audience; and make mention of the to-
tal budget and how success will be measured.
 Format - what kind of event will best deliver the stated objectives? Discuss
how this format will achieve the client’s objectives. A lengthier discussion
might be needed if the proposed format is different from previous events
held or deviates from ―the usual‖.
 Venue - discuss why specific venues or destinations are selected. Ration-
alize the choice of venue, particularly if it is controversial or not a usual
choice of the client, or unusual for the chosen event format. Emphasize the
significance of the venue in the achievement of event objectives. At this
point, the following may be discussed.
 Details on accommodations for participants, guests, VIPs, and
staff
 Details about the locale, and nearby places of interest, if the
venue is out of town
 Contingency plans should there be safety and security issues
concerning the venue.
 The Experience - give the intricate details of the event, but stick to those
that will be of interest to the stakeholders, or the approving committee.
Take the approving committee through the event experience as it will even-
tually unfold for the target audience. This is the show-and-tell part of the
presentation; be ready with photographs, samples, and props that will help
create a vivid picture of the event.
 Invitation - How will people know of the event? How will they be
invited? Present sample/s of the invitation.
 Registration - How will the participants sign up or confirm at-
tendance to the event? What will happen when arrive at the
event? Samples to show: pre-registration procedures, forms
needed for on-site registration, etc. Take the stakeholders
through the process of pre-registration, transportation, and
arrival at the event.
 Atmosphere - What will be the overall look and feel of the
event? How will this be executed thru décor, room layout,
sounds, lights, table scape, and even small? Show sample pho-
tos or idea pegs.
  Program - Present the day-to-day or hourly program for the
event and detail each of the activities, particularly those which
some of the stakeholders will participate in. Highlight how
each activity links with other activities in the program.
 Treats - State other elements of the event: food and beverage,
gifts, recreational activities, companion programs, pocket
events, etc. Show the stakeholders how these treats tie in with
the program and enhance the total event experience.

 Budget - The approving committee will be interested in knowing whether your

plan can be implemented on a budget originally earmarked for the event. Re-
port on this aspect first, and then supply the details if the panel appears to be
interested in knowing the details. Be ready to provide all information that the
clients need to know particularly those that will affect the final budget. Im-
portantly, have a clear and concise list of what is not included in your pro-
gram and cost summary. If the budget is beyond the original amount allotted
for the event, defend why more funds have to be spent and for what expenses.
Show how well the event team will be handling the client’s resources.
 Summary - Wrap up the presentation by homing in on why the proposal
event plan will work to achieve the objectives set, and how the staging of the
event will be meaningful and memorable to all stakeholders.

The amount of time that the presentation will take depends on how complex the
event plan is, the completeness of details to be presented for approval, how well pre-
pared the presentor is in answering questions to support his/her own claims with
information, and how many questions the approvers will ask. Aside from the presen-
tation you have prepared, bring other materials you need during the presentation
meeting are:

 References - data gathered about previous events (for example, the previous
year’s budget, attendance statistics); information on the chosen theme for the
event; audience profile; other data.
 Back-up materials
 Destination brochures
 Hotel brochure
 Hotel layout
 Meeting room specifications
 Brochures from restaurants, caterers’ menus venues, activities men-
tioned in the proposal
 Promotional materials
 Sample gifts and giveaways
 And for the event management companies bidding for an event, the com-
pany profile, including a list of clients and a creative reel ( a video show-
ing previous events handled).

TIP BOX

Program Options
Show off your creativity! What else can be done during the event
that will enhance the experience? Get the client to be part of the
event plan by allowing them to decide on some events elements.
Present to them alternative ways of executing the program, or
make them select some of the treats.
THE PRESENTATION
Be punctual and very well prepared when coming to the meeting. Wear clothes
that enhance your self-confidence, and give you an air of authority. Take at least one
of other member of the event team to the presentation. As you do the presentation,
the other member takes notes of the ensuing discussion. If there are a number of vis-
ual aids, that will be shown, a third team member must be on hand to assist in the
presentation.
Have only one person doing the presentation. This makes for a quicker presen-
tation with less transitions. However, if there are parts of the presentation that re-
quire an expert on the topic, then bring one on. For example, someone from the ac-
counting department will be a good resource person when it comes to the discussion
of the event budget.
Master the presentation. The best way to this is to write the presentation your-
self. Avoid presentation materials that are too cluttered or confusing. Allow the panel-
ists to focus on the plan. Provide copies of the plan or its salient elements for the
panelists to study individually. Also practice how to answer tough questions from the
stakeholders. You may set the rules early on: Will questions be entertained only after
the whole presentation is over? Or can the panelists asks questions anytime?
Give the presentation your best shot. The sooner you get approval, the sooner
you can start executing the plan—and that’s where most of the work is done.

REVIEW BOX

 The event plan presentation is the events manager’s opportunity to present an or-
ganized and cohesive plan to the approving committee, composed of stakeholders
in authority.
 The presentation must include rationale, target audience, event objectives, event
vision, format, venue, elements that will build the experience, and the budget.
 Aside from the presentation you have prepared, bring other materials and data that
will substantiate the plan.
 Be punctual and very well prepared when coming to the meeting. Wear clothes that
enhance your self confidence, and give you an air of authority. Master the presenta-
tion. Take at least one other member of the event team to take note during the en-
suing discussion.
 ASSIGNMENT SHEET 1.3-1
PREPARING AND PRESENTING EVENT PLAN

1. Interview a creative director of an advertising agency. Ask him/her how the agency
presents its plans for proposed advertisements. What tips can he/she give on pre-
senting event plans?
2. Research on storyboarding. Present a sample event concept using a storyboard.
3. Research on how to make effective presentations. Share tips on this topic with the
class.
 Further Reading

1. Events Management Handbook, Eloisa A. Romero

2. Fisher, J.G. (2000).How to Run a Successful Conference (2nd ed.) London:

Kogan Page Ltd.

3. Silvers, J.R. (2004). Professional Event Coordination, New Jersey: John Wiley

and Sons, Inc.

LEARNER’S DIARY