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This presentation was given at the APM South Wales and West of England branch AGM on 21st May 2014, in Bristol. The chairman introduced Ben Hardy of the Bristol International Balloon Fiesta. Ben explained that he has been involved with the fiesta since 2000, and the full time event director since 2010. The Bristol International Balloon Fiesta was started in 1979 by Don Cameron. It is run as a not for profit company with a board of 8 trustees, Don being the Chairman. Its constitution requires it to be a credit to Bristol, promote employment in the area and be free from admission charges. It is known worldwide and attracts some 500,000 visitors each year. Ben outlined the organisational structure and his team’s role in project managing the event each year. The fiesta costs £596K per year, with an income of £600K which is weather dependent, and so represents a considerable financial risk. The fiesta is good for the local economy, for every £1 in costs, it is estimated that £15 is spent in the local economy by visitors from outside the local area. The fiesta has huge media impact, with 1.891 billion circulation figures worth nearly £2M in marketing value. Before the recession, the event was supported by key sponsors who underpinned the financial risk, but this is no longer the case. Some sponsorship is gained via the ‘100 Club’ of local Bristol firms, but the financial risk is clear and the event has needed ever tighter planning and management. Ben explained some of the challenges he has had to deal with, including improving crowd safety, establishing a value for money focussed procurement strategy, getting the ballooning community re-engaged, and attracting visitors for the whole day to help increase foot-fall for the traders. Ben described his role as multidisciplinary. A lot of time is spent on managing the stakeholders, the local councils and residents. The fiesta is seen as Bristol’s event, but Ashton Court is actually in North Somerset, and so the stakeholders have not always been easy to align. There is now an operations planning group with key stakeholders to coordinate and direct the planning. For the future, a strategic risk register has been developed, which includes plans for alternative venues. This, and the creation of a financial reserve, will help manage the financial risk. Ben has found the Podio collaborative tool ideal for project managing the fiesta.
Citation preview
36th Bristol International Balloon Fiesta Thursday 7th to Sunday 10th August 2014
Contents
Context and Background
Key Functions
Key Challenges
A Personal Perspective
The Fiesta Project Manager!
2000 – worked as a member of the Event Team
2003 – invited to join the Organising Committee
2009 – Deputy Chairman of the Organising Committee
2010 – Event Director
About the Fiesta
Founded in 1979
Non-profit making company
Constitution states:
Fiesta should be a credit to the City of Bristol
No admission charge to the public
Fiesta will promote employment in the local area
Structure
Finances - Income The Fiesta is self funding, generating c. £600k per annum
25%
20% 35%
13%
7%
Car Parking
Catering
Trade Stands
Sponsors
Other
Finances - Expenditure The Fiesta costs c. £595k per annum
14%
8%
75%
3%
Overheads
Ballooning
Event Services
Entertainment
50% of our visitors travel 50 miles or further
Destination Bristol assessment in 2011 concluded a total value of
£15 million is spent by non-local people who would not have
otherwise been to the city
In other words, for every £1 the Fiesta costs, £15 is spent in the
local economy by its visitors
Economic Impact
Media Impact
2013 circulation figures: 1,891,012,415
Direct media value: £646,179
CIPR approved value: £1,938,539
Massive social media increase:
18,930 Facebook likes (doubled in 2013) reaching 257,554 in a single day
and over 1 million people during the event weekend
Film
Our Plans for 2014 One of the most exciting years yet
Commemoration of World War One
World famous displays from the RAF
Seven Mass Ascents featuring 150 hot air balloons
Two Nightglows featuring 30 choreographed balloons
The Fiesta – 2010 onwards Dis-engaged private sector
Significant concerns from Responsible Authorities
No procurement strategy – value for money v. quality of
product/service
Ballooning community unmotivated
My role – mutli-disciplined Event Management
Emergency Planning
Marketing
Brand Manager
Media
Exhibition Sales
Site Management
Retail
Accountant
Board level to toilet cleaner……..!
Understanding our Functions
Reporting structure back to Organising Committee and Board –
templates and time scales
Creating teams/departments and identifying their challenges
Mapping key stakeholdes and how to communicate with them
Delivery: Project Management
Site Management:
Procurement Strategy in place
Understanding the outputs – site plans, productions
schedules, purchase orders
Operational Management
Engage all partners
Clear Meeting schedule and deadlines
Delivery
Understanding our Functions
Social Media – gaining commercial value
Commercial Opportunities
Protecting the environment and event sustainability
Creating a reserve
The Future
Communicate – and use the right communication at the right time
Efficiency – email!
Technology
Tools for the job
Project Management – a personal
perspective
cid:B8098F41-1DA2-403A-8A9C-
CE81D2D073D3@public
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