Event Manual Georgina Final Doc

Georgina Best Q10860207/ Becky Gayler Q10167854/ Lara Abirached Q10831622/ Robbie Christou Q10225552/ Gemma Craggs Q10935169 /Ieva Ziaugaite Q12081787/ Level 5/ LEI 451

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TO BE COMPLETED BY STUDENT

By electronically submitting this work, I certify that:

This assignment is my own work

It has not previously been submitted for assessment

Where material from other sources has been used it has been acknowledged properly

This work meets the requirement of the University’s ethics policy

Student Name: Georgina Best, Becky Gayler, Lara Abirached, Robbie Christou,

Gemma Craggs, Ieva Ziaugaite

Student Number: Q10860207, Q10167854, Q10831622, Q10225552, Q10935169,

Q12081787

Faculty: Business, Sport and Enterprise

Level of study: 5

Course title: BA Events Management

Unit title: Applied Events Management

Assignment title: Event Manual

Assignment tutor: Liam Higgins

Word count:

Learner request for feedback:

Important – choose one of the following statements (DELETE TWO THAT DO NOT APPLY):

This is my FINAL submission for this assignment.


TO BE COMPLETED BY STAFF

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3

Event Manual

Multi Arts Exhibition ‘Showcasing Solent’s Talent’

Friday 13th March 2015

Fantasy Events:

Georgina Best

Becky Gayler Lara Abirached

Robbie Christou

Gemma Craggs Ieva Ziaugaite


1

Contents Page

Page Title Produced By Page Number

Contents Page ALL 1a

Table of Figures ALL 3a

Introduction Becky Gayler 4a

Fantasy Events Organisation Structure

Lara Abirached 1

Signed Group Ground Rules Georgina Best 2

Roles and Responsibilities Georgina Best 3

Record of Attendance Lara Abirached 6

Feasibility Study (5 w’s, operations,

marketing, financial and marketing screening)

Robert Christou 7

Contact List Georgina Best 15

Gantt Chart Lara Abirached 17

SWOT Analysis

Becky Gayler and Ieva Ziaugaite

31

Pre- Event Marketing/Promotional Plan

Becky Gayler 33

Artwork

(ticketing, posters, flyers, Fantasy events logo)

Georgina Best 38

Production Schedule Becky Gayler 40

Risk Assessment and

Contingency Plan Gemma Craggs 45

Risk Communication Plan Gemma Craggs 51

1A


2

Emergency Action Plan (includes a pre-release for

an emergency and a pre-determined evacuation

announcement)

Gemma Craggs 53

Crowd Management Plan Gemma Craggs 56

Cash Flow Statement Robert Christou 57

Budget sheets Robert Christou 61

Petty Cash System Robert Christou 63

Confirmation of Opening of Bank Account

Robert Christou 64

Sponsorship Lara Abirached and Robert Christou

65

Confirmation of Venue Gemma Craggs 67

Venue Site Map

Robert Christou and

Georgina Best

68

Venue Floor Plan including tables

Robert Christou and Georgina Best

69

Venue Site Map Legend Robert Christou and Georgina Best

70

Contracts Georgina Best 72

Contract for Venue Georgina Best 73

Contract for Charity Georgina Best 74

Contract for MBE Georgina Best 75

Contract for Band Georgina Best 76

Contract for DJ Georgina Best 77

Contract for Students Georgina Best 78

2A


3

Thank you Letters Lara Abirached 79

Feedback Survey Georgina Best and Ieva Ziaugaite

80

Group Self-Evaluation

Ieva Ziaugaite 81

References ALL 83

Table of Figures

Figure Number

Title Page Number

Fig.1 Fantasy Events Organisation Structure Chart

Page

Fig. 2

Picture of a circle

communication network.

Page

3A


4

Introduction (Produced by Becky Gayler)

An event manual consists of the required deliverables to produce the event; these

deliverables include schedules, financial plans, risk management plans, check lists

and much more (Bowdin et al, 2010). This event manual encompasses the planning

documentation for the multi-arts exhibition, ‘Showcasing Solent’s Talents’ organised

by Fantasy Events taking place Friday 13th March 2015. The documentation

provided within this manual incorporates the required deliverables, including written

contracts, signed ground rules, the event feasibility study, a promotional plan and

other necessities that ensure the success of the event.

4A


1

Organisation Structure - Fantasy Events (Produced by Lara Abirached)

According to Buchanan and Huczynski (2013) an organisation chart is used to outline the various positions within an organisations

structure as well as displaying the relations between them. The organisation structure of Fantasy Events can be considered to be a

simple flat structure, which has a low level of complexity, broader spans of control, seeks to maximize potential of all staff and

decision making is centralised (Bowdin et al, 2011). The organisation chart below shows a clear structure as well as clearly

depicting the roles of the all the group members.

Georgina Best

Co-ordinator

Becky Gayler Deputy

Co-ordinator/

Marketing Manager

Robbie Christou

Finance Manager

Lara Abirached

Administrator

Gemma Craggs Risk/Operations

Manager

Ieva Ziaugaite Deputy Risk

Manager Fig.1 – Fantasy Events Organisation Structure Chart

Georgina Best Q10860207/ Becky Gayler Q10167854/ Lara Abirached Q10831622/ Robbie Christou Q10225552/ Gemma

Craggs Q10935169 /Ieva Ziaugaite Q12081787/ Level 5/ LEI 451

2

Signed Group Ground Rules (Produced by Georgina Best)

It could be said that ground rules are vital to running an efficient team and that when

they are implemented correctly the team can make more informed decisions

resulting in less time wasted implementing them. Because of this, morale within the

team will likely be improved and therefore working relationships will be improved

(Schwartz, 2015).



3

Roles and Responsibilities (Produced by Georgina Best)

Similar to ground rules, having defined roles and responsibilities within an

organisation will help to effectively manage employees and in this case, the event

team. By providing the team with clear definitions they will be able to understand

their role and responsibilities. They should clearly understand where they sit within

the team and whom they should report to and confer with about their matters; this

should help to avoid miscommunication (Toolkit.smallbiz.nsw.gov.au, 2015).

“People should be appropriately selected to serve on a team. Care

and attention should be paid to selecting people with the right combination

of skills, personality, communication styles and ability to perform,

thereby improving the chances of the team being successful”

(Nancy McDuff, 1995:208, cited within Bowdin et al, 2011).

For these reasons, through working with the individuals in the event group, and

knowing each others strengths and weaknesses, the roles that the below persons

have been assigned have been formed via group decision. The decisions have been

based on how these elements can be applied to the roles the event team have

chosen as essential. The event team, minus Ieva, all completed ‘Belbin’s Team

Roles’ (Belbin, 2010) during level four of university and the results of this have been

used to help define the roles that the individuals of the event group fall into. All roles

and responsibilities have been centred around the Event Manual requirements.

N.B. Refer to production schedule for on the day responsibilities for each member.



4

Georgina Best – Event Co-Ordinator

Georgina’s responsibilities are to manage the group by delegating tasks to the rest of

the team and clarifying any queries that the group may have whilst also completing

her own tasks. Georgina will be in contact via email with SMILEfest managers,

exhibitors, sponsors, assessors and so on. It is also Georgina’s responsibility to keep

Liam Higgins (tutor and assessor) well informed about the progress of the event

team, and likewise to feedback to the event team any comments or information.

Becky Gayler – Deputy Co-Ordinator and Marketing Manager

Becky has two roles. As deputy co-ordinator her role is to support Georgina, this can

be through passing information down to other members of the event group, emailing

the team’s chosen charity and generally supporting Georgina in various tasks

throughout the process. As marketing manager Becky’s role is to carry out market

research to aid the event team in making informed decisions based on consumer

needs. Becky will also be giving general marketing assistance, for example informing

the team of the necessary promotional material to ensure ‘Showcasing Solent’s

Talent’ is seen and heard by as many people as possible.

Robert Christou – Finance Manager

Robert will be in charge of creating the necessary financial documentation for the

event itself. This will include such things as budget sheets, cash flow statements and

so on. Robert will provide the event group with guidance as to what is achievable

with the budget that has been allowed and decided as a whole group. The bank

account will also be Robert’s responsibility along with Georgina and Lara who will

assist in making sure that the correct procedures are met when extracting money.



5

Lara Abirached – Administrator

Lara’s role consists of making sure that everything the event team does is

documented. This includes preparing documentation related to meetings – agenda’s

and action notes, and confirming with Georgina that these are correct. Lara will also

be assisting other team members with their work when they are struggling to have it

done in time for set deadlines.

Gemma Craggs – Risk Manager

Gemma will also be taking on two roles. As risk manager her role is to identify

possible risk and create contingency plans for these with assistance from Ieva. She

will ensure that all documentation is completed and confirmed with the rest of the

event group. If any matters arise Gemma must inform the group immediately to give

time for an effective solution. Gemma will also ensure that any equipment or

documentation (such as certificates) that has been outsourced, for example from

suppliers or sponsors, is safety checked and correct.

Ieva – Deputy Risk Manager

Ieva’s role is to support and assist Gemma with risk management involving

identifying possible risks and subsequently contingencies to deal with them.



6

Record of Attendance (Produced by Lara Abirached)

The table below shows the attendance record for all members of Fantasy Events

including how many meetings missed and the total number of meetings. From the

table you can see that in general attendance has been excellent for the meetings,

with only a few members missing meetings, due to valid reasons of absence given to

the coordinator prior to the meeting.

Communication between all individuals within the group is vital in order to plan,

organise and hold a successful event (Bowdin, 2011). Therefore it is essential that

group members communicate any absents prior to any meetings in accordance to

the group ground rules.

Name

Number of Meetings

Missed

Total Attendance (as of week 15)

Georgina Best

0

21/21

Becky Gayler

1

20/21

Lara Abirached

0

21/21

Robbie Christou

0

21/21

Gemma Craggs

5

16/21

Ieva Ziaugaite

1

20/21



7

Feasibility Study (Produced by Robert Christou) SMART objectives

Using Goldblatt’s (cited Bowdin, 2011) ‘five W’s‘ the event team considered the

points to identify the feasibility, concept and aims of the proposed event concept and

aims of our event. With this identification, we could prepare the necessary

measures/resources required to provide this experience.

Why:

As part of the Event Management course at Southampton Solent University,

students must organise and execute an assessed event. The event team originally

considered an Alice in Wonderland themed club night. It was believed the concept

was unique and would interest students however, the team faced a number of

drawbacks.

- After weeks of idea exchange on entertainment, the event team could not

pinpoint enough ideas to satisfy customer needs and more specifically how to

attract sufficient male customers.

- The results of a questionnaire designed to assess student interest in the event

concept showed only a small percentage of positive response.

- Based on this information and consideration of the competition, (other event

groups from course and external competition such as clubs) a unique concept

needed to be formed in which would entice students. This is shown by Burek

(2014) suggesting there has been a drop on student spending when going out

due to higher fees and the current economic climate (Burek, 2014).

The event concept finally decided on is a multi-arts exhibition. The exhibitions main

aim is to showcase Southampton Solent Students’ talent in various categories

including:

- Photography

- Music



8

- Illustration

- Fine art

- Makeup and hair design

The feasibility of this event idea is based on a number of points.

- The team believe it is a unique idea our main competition (other event

students) would not have considered.

- Based on Tony rogers conference & event services., (2014:7),

“Major cultural events are recognised as significant drivers of national

and regional performance of physical and social regeneration and

of cultural development.”

By applying this concept on a smaller scale, it is hoped to showcase students’ talent

to other students, lecturers and members of the public. Additionally it intended to

culturally enrich the customers and provide for Southampton’s community by

donating the profits to a charity based in the city.

Who:

One of the advantages of this event is the opportunity to involve multiple

stakeholders. Leopkey and Parent (2009), comment on how stakeholders for

sporting events have different concepts on which risk is more important towards their

organisation. With this, having various stakeholders can provide us with information

and opinions on different aspects of our event including risks and the event concept.

Stakeholders:

- Partnering with Smile Fest, a Festival in March organised by students and

staff of Southampton Solent University, it was possible to turn a major

competitor into a stakeholder who can provide advice and support for the

event.



9

- By changing the event concept to the Multi Art Festival, the team aim to

attract a range of customers (stakeholders). According to The Independent

(2014), Southampton Solent has 10,155 full time students and 1,500 staff.

- It is expected students showcasing their art will attract their course lecturers

and friends to attend the event. This should help increase customer

attendance and result in greater profit to donate to the charity.

- Potential stakeholders will be approached to provide sponsored gifts for a

raffle at the event.

- The final stakeholder, Southampton Solent University will provide the venue, a

fifty pound loan as well as students and staff to help with/at the event. In

reciprocation a successful event will enhance both interdepartmental links and

the university’s reputation.

When:

Date

The date set for the event is the 13th of March 2015. Having researched possible

venues and deciding on the most suitable one (conference room on ground floor of

the Sir James Matthews building of Southampton Solent University), the only day

that was available during that week between 9th- 15th March 2015, was Friday.

Although a Friday could expose the event to other competing events in

Southampton, it is believed booking the specific venue is more important.

Time

The event team believed a time in the evening (18:00- 21:00) would be appropriate

due to:

- Most students/lecturers (targeted customers) would have lectures during the

morning and afternoon.

- Any other customers working nine to five jobs would be available to attend our

event in the evening.



10

However, after compiling a questionnaire and asking a sample of twenty students,

results showed that 61% of those wanting to attend believed a time from 15:00-18:00

was appropriate. Although this time is favored, a key variable will be assessing the

most convenient time for the artists showcasing their work.

The timing of the event needs carefully monitoring since a balance of the resources,

Gantt chart, production schedule and stakeholders must be considered. This is

discussed in Operational Screening section.

Where:

Looking for a location for this event consists of multiple variables.

- One main venue criteria is if it is free of charge allowing for the budget to be

invested in other elements of the events. After looking at potential venues it

was decided the ground floor conference room of the Sir James Matthews

building of Southampton Solent University was the most appropriate.

- Known location to students/staff and its proximity to students’

accommodation would be ideal.

- The venue can provide backboards to showcase students’ art limiting the

need to hire such equipment.

- Opportunity to expand (on approval) into the art installation room depending

on how much exhibition space is needed.

A list taken from O’Toole’s (2011:37) has be used to further see its feasibility as a

venue. This list includes:

First Aid facilities

Power – twelve 13 amp plug sockets

Lighting (organised by the event team)

Capacity

Toilets (yes)

Food and Drink facilities (provided by event team)

Disabled access – on ground floor

PA Systems for live music and announcements: organised by event team)

Fire Alarms: two fire/smoke detectors and fire alarm button



11

What:

The content of the event is comprised of multiple elements.

- Displays of artwork (makeup, fine art, illustration photography) which the

artists will present to the customers.

- At allocated time slots, there will be a ‘live’ art show which may include, live

music performances, live painting installation and makeup session.

With this combination of static art along with ‘live’ art it is hoped the customer’s

senses are constantly engaged occupied.

- As a main source of income and to enhance the event, a raffle including

sponsored prizes based on the theme of the event will also take place.

- A representative from the chosen charity will showcase the work of the

charity. Knowing where profits from the event are being donated may entice

customers to give more.

All these ideas are aimed at providing the customer with:

- A culturally enriching experience

- To showcase students talent

- Raise money for a charitable cause.

- Create interdepartmental bonds which shall allow for future cooperation and

events to be organised.

Operations Screen:

For the ‘Multi-arts’ event, many operational aspects and the relative resources

needed for it have been considered. As Bowdin et al (2011) suggests, special

technical skills and resources may be needed when organising an event.

- In this event, lighting equipment to set the mood and light up the art

installations / stage will be used. Using an external company (Matt Bunday

Events) to provide free lighting equipment along with the expertise to set it up

will allow team members to concentrate on other aspects of the event. Any

necessary paperwork needed from Matt Bunday Events, including insurance



12

and PAT Tested equipment, will be required so maximum safety and legal

issues are covered.

- Due to lack of experience in the event team, a mixing desk and speakers

along with qualified staff to achieve the best sound quality for the live

performances will also be used.

Shone and Parry (2004) comment, aspects of an event from a resource perspective

must be closely compared to the timescale given to the event. One such resource is

the actual students showcasing their work.

- Students will need to be informed as soon as possible on what is expected

from them so there are no misunderstandings and the best possible exhibits

are shown.

When looking at staffing requirements for the various operations on the day, it has

been decided that external stewards or staff will not be needed for the running of the

event.

- Assistance from the students showcasing their work, due to their experience

on how to maximize the artwork at the exhibition, may be needed.

- Volunteers for crowd management during the events will not be needed due

to the nature of the event and the limited crowds expected. The flow of people

will be handled by members of the event team with prior crowd management

experience.

- Other jobs including serving refreshments and providing assistance to

customers can all be achieved by the event team rather than using volunteer

or paid staff.

Financial Screen:

As discussed by Shone and Parry (2004), a financial screen is used in the decision

making process of an event. Originally, with the Alice in Wonderland theme, costs

were not fully considered when organising such an event. One of the main ‘wow’



13

factors of it would have been the appropriate decorations to set the scene for the

event. Due to the large size of the considered venue many decorations would be

needed to create the desired atmosphere. The cost of achieving this would not be

within budget and so a change of event concept to something financially viable was

made. Bladen et al (2012) describe how an organisation needs to decide on what is

the financial aim including if it is a profit or break- even event and depending on the

financial aim, how this can be achieved.

The financial aim of the event is to achieve a minimum £100 profit to donate to

charity. Achieving this is possible by keeping costs limited. This means various

aspects of the event will need to be completed using sponsored equipment and

services from various companies including

- Matt Bunday Events provide free lighting and setup

- Sponsored company give mixing desk and speakers

- Venue is provided free of charge

- Reducing these costs allows for money to be invested towards the main profit

maker which is the raffle. Although the aim is to have sponsored gifts, a 40

pound budget has been set as a contingency.

- Other costs including fliers and posters are also covered by the university

Since all the money will be made on the event day, each team member will

provide 10 pounds as an appropriate budget. Additionally, 50 pounds provided by

Southampton Solent University may be used towards the event. Therefore, with

an almost cost free event, the £100 profit is highly plausible.

Marketing Screen:

According to Shone and Parry (2004) and Bowdin et al (2011), a marketing screen is

the analysis of an event concept based on its suitability towards the target market.

Shone and Parry (2004) recommend two methods for this screening process.



14

- Analyse the results of the original event team brainstorming session to assess

the event market feasibility.

- Second step is to research (via questionnaire) the potential customer market

reaction to the concept.

As included in the financial screening process and SMART objectives above, the

original event idea (Alice in Wonderland event), did not pass the feasibility

requirements. In both the team’s brainstorming sessions and after completing the

questionnaire it was decided to consider another event theme. This theme (Multi -

Arts Exhibition) and most of the elements included in the event (raffle, performance

slots for exhibitors) was approved by the team and by the target market. Therefore, a

solid decision based on customer and team opinions was made.



15

Contact List (Produced by Georgina Best)

A contact is “an individual’s private or personal information by which another person,

business, or entity can use to reach the individual” (Business Dictionary, 2015). A

contact list is therefore a way in which you have a detailed documentation of this

information in order to revisit when necessary and communicate with the contacts

within. In a business situation it is vitally important to have a contact list in order to

keep track of employees, contractors and businesses you have networked with.

Without one it would be impossible to be organised and well equipped in order to

move forward as a company (Skylightit.com, 2015).

Event Co-ordinator Georgina

Best

07917006214 [email protected]

Sub Co-Ordinator Rebecca

Gayler


Finance Manager Robert

Christou


Secretary Lara

Abirached


Risk

Manager/Operations

Gemma

Craggs


Deputy Risk Manager Ieva

Ziaugaite




16

Senior Lecturer in

Popular Music and Co-executive of SMILEfest

Martin James 02380319488 [email protected]

Director of Solent

Music and Co-executive of SMILEfest

Chris

Anderton


Assessor Liam Higgins 02382013984 [email protected]

Assessor Lynsey

Melhuish


Venue Manager Laura Smith 02382012039 [email protected]

Venue Manager Laura King 02382012038 [email protected]

MBE Matt Bunday 07730604869 [email protected]

Rose Road Association

Beth Rogers 02380721202 [email protected]

Exhibitors TBC TBC TBC

Musical Performers TBC TBC TBC

Venue Security TBC TBC TBC

Emergency Services 999 N/A N/A



17

Gantt Chart (Produced by Lara Abirached)

Gantt charts are a form of project management, which are used when developing

and creating events to help aid the planning process. Project management can be

defined as “… the application of knowledge, skills, tools and techniques to project

activities in order to meet stakeholder’s needs and expectations for a project” (Burke,

1999:3). A Gantt chart is a very useful tool when it comes to planning any event.

Shone and Parry (2013) state that a Gantt chart is a clear and easy way to show the

various tasks that need to be completed in a time-sequence order, how long they

should take and when they should be completed.

Bowdin (2011) highlights the following steps in creating a Gantt chart:-

Tasks – break down the work involved into manageable tasks or activities.

Timelines – set the time scale for each task

Priority – the priority of the task needs to be set, for example, what tasks need

to be completed before a another can begin

Grid – create a table with the days leading up to the event across the top and

the tasks down the left hand side. The horizontal filled bars indicate the tasks

which have been completed and the unfilled boxes show the tasks that still

need to be finished

Milestones – tasks of particular importance are designated as milestones and

are marked on the Gantt chart

Key All

Georgina

Becky

Lara

Robbie

Gemma

Ieva


18

Task/Activities Week 1

(29th – 5th October)

Week 2 (6th – 12th

October)

Week 3 (13th – 19th October)


Week 5 (27th – 2nd

November) Establish and confirm group members

Decide on Group name

Create group ground rules

Elect individual roles within group

Confirm Week of Event

Receive Barclays setting up group bank account packs

Book meeting with Barclays Bank

Brainstorm event ideas

Research events occurring during week 20

Suggest potential charities

List everyone’s top four favourite ideas

Carry out research on venues (email) for top choices

Brainstorm for event –the majority of groups favourite idea is Alice in Wonderland

Pitch new idea to Liam


19

Task/Activities Week 1 (29th – 5th October)


October)




November) Confirm Alice in Wonderland as our event Idea

Carry out more research on the Alice in Wonderland theme

Research potential venues

Fill in all the documents needed for the opening of group bank account (Georgina, Robbie & Lara)

Change Event group name

Create a list of possible fundraising ideas for leading up to the event and during the event

Contact Ninety Degrees as the venue for our event

Create a list of the various attractions/games to have at the event

Research candyfloss companies and email for quotes


20

Task/Activities Week 6 (3rd – 9th

November)

Week 7 (10th – 16th November)

Week 8 (17th – 23rd November)


Week 10 (1st – 7th

December) Go to Ninety Degrees to book a meeting with Paul the manager

Create a list of Alice in Wonderland themed cocktail names

Create a list of questions to ask Paul

Meet with Richard from ‘candyflossking’ in university – he quoted £100 for four hours

Create a list documents that need to be included within the event manual

Create a survey on ‘Survey Monkey’ about aspects of our event – what do people want from the event

Research ideas for games at the event

Contact magician (details given to us from Paul – Ninety’s manager)


21


November)





December) Agree on Charity

Contact Ben Martin (SU) as a potential sponsor for our event

Discuss Results from Survey Monkey questionnaire

Discuss who we will need to create contracts for

Some members of group are not happy with event idea – decide if anyone wants to pitch a new idea or improve on current one

Discuss new ideas for Alice in Wonderland - (cocktail masterclass, giant chess, riddles, treasure hunt, playing cards on tables with ‘play me’ attached, rabbit foot prints on floor and toilet seat) from Georgina, Lara and Becky

Discuss new event ideas from Robbie and Ieva: International Exhibition and Arts Exhibition


22


November)





December) Vote on preferred idea

Email various creative arts faculties/departments of university with the proposed arts exhibition idea

Pitch new idea to Liam (seminar tutor)

Finalise Event Idea Arts Exhibition idea – ‘Showcasing Solents Talent’

Discuss email responses from departments/faculties

Discuss if we want to change charity after presentation from Beth Rodgers – Rose Road Association

Email Chris Anderton (SMILEfest) with pitch for event idea

Discuss preferred dates for new event: Evening of the 9th, 10th, 11th or 13th

Arrange a meeting with Martin James (co-founder of SMILEfest)


23

Task/Activities Week 11 (8th – 14th

December)

CHRISTMAS BREAK

(15th – 21st December)

CHRISTMAS BREAK

(22nd – 28th December)

CHRISTMAS BREAK

(29th – 4th January)

Week 12 (5th – 9th January)

Have a meeting with Martin James (SMILEfest) for Tuesday 9th at 11am

Discuss event idea and confirm if he is happy with us to go ahead with the event idea

Email Beth Rodgers (Representative from Rose Road Association) stating we want to support the charity for our event

Contact/email potential venues for the event

Devise a list of the roles/tasks individuals within in the group need to complete for the Event Manual


24

Task/Activities Week 11 (8th – 14th

December)

CHRISTMAS BREAK

(15th – 21st December)

CHRISTMAS BREAK

(22nd – 28th December)

CHRISTMAS BREAK

(29th – 4th January)


Email Conference Centre in SM building to see if venue is available

Drafts of event manual documents to be shown to Group

Set deadline for event manual documents

Discuss sponsors

Task/Activities Week 13 (12th – 18th January)


Week 15 (26th – 1st January/ February)

Week 16 (2nd – 8th

February)

Week 17 (9th – 15th February)

Meet with Chris Anderton to discuss event

Meet with Liam to discuss his availability for Friday 13th March

Create a list of items that need to be completed for the event

Create a list of documents that could be added to the event manual (additional to set list created previously)


25





February)


Email conference centre to check if catering requirements are included in the venue hire

Need to send Liam account number and sort code

Book the pod in the library for next Thursday to start to put event manual together

Create list of potential raffle prizes

Book the pod in the library for next Thursday in order to finalise the event manual and upload it to turnitin

Confirm with Liam that he had received bank account details

Collect venue booking form from Laura Smith

Give booking form to Liam so he can sign it


26





February)


Discuss catering options for the event – decided on hot drinks or cold drinks and snacks

Create a brief for students Send brief to departments Start to put event manual together on Thursday 22nd March in the Pod

Meet with Matt Bunday to discuss if he is able to provide us with lighting for the event

Hand in booking form to Laura in the conference centre

Contact Groove Room to see if they will be able to perform at our event

Create artwork for the event

Create Facebook event page, twitter page and Fantasy Events email address

Put together Event Manual – Check everyone’s work

Show Event Manual draft to Liam


27





February)


Finalise Event Manual

Upload Event Manual to Turnitin

Create contracts for venue, charity, band, students and MBE (supplier)

Contact Beth (Rose Road Association) to give details of event and arrange a meeting

Confirm the students showcasing in the event

Meet with students showcasing and get them to sign contracts

Buy Raffle Prizes Buy Raffle Book Receive Feedback of Event Manual

Discuss Feedback of Event Manual

Update Event Manual Print all artwork (posters, flyers, tickets)

Contact sound technicians


28

Task/Activities Week 18 (16th – 22nd February)

Week 19 (23rd – 1st February/

March)

Week 20 (2nd – 8th March)

Week 21 (9th – 15th March)


March)

Sign contract for venue Meet with Beth (Rose Road Association) and sign contract

Event will be advertised on solent creative website

Solent Creatives

Display posters around university, halls, Bedford place, SM building, conference room

Print feedback survey x40 copies

Buy pens for the feedback survey

Create drinks price list

Create table names Sell raffle tickets in foyer ALL meet band performing in the venue to discuss arrangements

Meet with sound technician at venue

Purchase refreshments and snacks (all packaged)

Broadcast event on solent TV and radio


29



March)


Week 21 (9th – 15th March)

Week 21 EVENT DAY FRIDAY 13th

MARCH

Hand out flyers for event

All group members meet at venue

Matt to deliver lighting to conference centre

MATT BUNDAY

Set up lighting Matt Bunday

Students to arrive and set up their work

STUDENTS

Arrange tables and chairs Decorate venue Raffle gift table set up Band to set up in conference centre

BAND

DJ to arrive DJ Refreshment delivery & set up DJ Sound technician to arrive SOUND TECHS Charity representative to arrive and set up table

CHARITY

Carry out safety checks Give assessor event manual on day of event (Liam/Lynsey)

Oversee the event Load out


30



March)



March)


March)

Carry out a group evaluation of the event



31

SWOT Analysis (Produced by Becky Gayler and Ieva Ziaugaite)

Organisers of any event are advised to assess its internal and external environment;

a common way of doing so is to carry out a SWOT analysis considering the

strengths, weaknesses, opportunities and threats of the event (Bowdin et al,

2010:206). The strengths and weakness within the analysis are ‘internal’ factors

which can help determine feasibility as well as indicating where action may need to

be taken; the opportunities and threats of the analysis are the ‘external’ factors within

the analysis which exhibit how the organization/event may be affected by the

external factors (Tum et al, 2006:37).

Strengths

Unique theme

Strong team of people working

together

Easily accessible venue as it is

on University grounds

Distinctive activities and

‘extras’ within the event

Charity based; raising money for Rose Road

Support from other courses within the university

Interest from students to attend due to many courses

showcasing their talents

Partnering with SMILEfest

eliminated threat of competition, empowering the event idea

External marketing through SMILEfest increased

promotion opportunities

Weaknesses

Competition from other student led events held over the same

period of time

No event to compare it to

Have not organised this type of event before which could be

considered a risk

The successful running of the event is dependent upon

various parties; showcasing students, course leaders and

SMILEfest representatives



32

Opportunities

Raising money for charity

Demonstrate our knowledge

and skills of the event industry

Host a fun and unique event for students

Gain knowledge and learn from our experience of

planning and organising an event

Diversifying our event experience

Added to our CV’s and

LinkedIn profile for future opportunities

Building a relationship with other courses within the

university

Broadening our target audience

Networking with customers attending

Threats

People may not turn up due to the event being at university

Could jeopardise our grade as the event is a risk due to uniqueness of the event

Effect our reputation as a group

Effect our reputation as a course

Effect our reputation as a university

Students may not be interested

in the events itself as it may be unbeneficial

Students may not attend to showcase their skills on the

day of the event



33

Pre- Event Marketing and Promotional Plan (Produced by Becky Gayler)

Marketing is managing an exchange. It is concerned with satisfying customer needs

and wants through exchanging a product or service to gain something in return. The

initial purpose of it is to attract and retain customers at a profit (Bowdin et al, 2011;

Jobber, 2010). Within events, customers are buying an experience, therefore the

exchange may not always be profitable - the attendance of the consumer may be

valued higher than profit depending on the organisation’s objectives (Bowdin et al,

2011). The objectives for Fantasy events ‘Showcasing Solent’s Talents’ refer to

creating an event that gives students across various arts courses an opportunity to

illustrate their work, to be enjoyed amongst students, lecturers and the general

public, where proceeds are given to charity.

It is important to create a marketing plan to coordinate the marketing activities of the

event. The primary function of a marketing plan is to identify the current situation of

the organisation, to then map out a path for the event team to follow. To set goals,

creating a marketing strategy to ‘allocate marketing resources and to monitor and

evaluate the plan’ (Bladen et al, 2012:165).

Methods of promotion:

Word of mouth

Social media

Visual images

Solent creative

Raffle

Radio / Television

SMILEfest

Word of mouth

Stakeholders

Friends of friends

Various courses creates broader interest



34

Social media

Facebook

Twitter

Fantasy events will create a ‘Showcasing Solent’s Talents’ Facebook event page

which people can be invited to, reaching out to potential attendees. The page will

explain what the event consists of, including:

Event date and timings

Location

Who will be there (course title, what they will be showcasing)

SMILEfest event

Rose Road charity

Refreshments

To entice attendees there will be:

A large image of the raffle prizes

Images of previous work from students that will be showcasing

The layout of the event page on Facebook can be seen on page 37.

Twitter account for the event consisting of:

Tweets regarding the event

‘Retweeting’

Using #showcasingsolent to create a trend

Visual images

Posters

Flyers

The posters for the event will be advertised around the university:

Conference entre window

SM

JM



35

RM

HC

Posters will also be placed within the reception area of the university halls:

Deanery

Chantry

Lucia Foster

Kimber

Hamwic

Emily Davies

Liberty Keys

The poster for the event can be seen on page 38.

Solent Creatives

Solent Creatives website

Raffle

Gaining interest while selling tickets

Radio / Television

Southampton Solent radio station

Scott Mills (Honorary for Southampton Solent) – Special guest

Sonar TV

SMILEfest

The event will not individually be promoted through SMILEfest, however their logo

will be recognised. SMILEfest itself will be promoted through:

SMILE website

SMILE twitter and facebook

SMILE official programme

SMILE posters/fkyers

Solent Music website



36

SSU Student Portal banners/stories

SSU Press Office (local and national media, supported by Solent Music)

SSU Internal email

Local radio / Radio Sonar

Ticketing

As the event is a non-profit arts exhibition the event will be ticketed at no cost. This is

to manage numbers of those attending and provide further information on the event

prior to day. The tickets include:

Location and timings

A map of the venue

Contact details

Logos

- The ticket for the event can be seen on page 39.

- The budget for the marketing methods can be seen on in the finance budget on

page 61.

- The schedule for when each of these methods will be completed can be seen

within the Gantt chart on page 17.



37

Showcasing Solent’s Talent: Facebook page layout

Fantasy events logo

Date/timings

Location

Event description

Updated information can be posted, including raffle prizes image

Fantasy event members

How to invite potential attendees

Knowing who will be attending – contacting them for tickets

Make the event public



38

Artwork

Event Poster

(Produced by Georgina – altered with feedback from group)



39

Event ticket (Produced by Georgina – altered with feedback from group)



40

Production schedule

(Produced by Becky Gayler)

The production schedule of an event is the main staging documentation consisting of

time, activity, location and responsibility. Goldblatt (cited in Bowdin et al, 2011:513)

referred to it, “as the minute-by-minute running order of the event”. The more

detailed the production schedule, the more the event organisers can ensure the

event relies on tight programming (Bowdin et al, 2011).

Production Schedule: Fantasy Events – 13th March 2015 – Meon Suite, SM

Conference Centre

When What Who Where

12:30 Arrive at venue All group members Meon Suite

12:40 Meeting Matt

Bunday

Gemma, Georgina

and Robbie

Meon Suite

LOAD IN

12:45 Loading in lighting Robbie, Georgina

and Matt

Meon Suite

12:45 Manage van (guard

equipment)

Gemma Above Bar Street

12:45 Re-arrange table

and chair layout in

relation to site plan

and decorate (for

students

showcasing,

refreshments and

charity – place name

cards on each table)

Becky, Lara and

Ieva

Meon Suite

12:55 Decorate venue Becky, Lara, Ieva Meon Suite



41

and Gemma

13:00 Lighting set up Matt, Georgina and

Robbie

Meon Suite

13:00 Band and sound

technician arrive -

load in

Band (to be

confirmed) and

sound technician (to

be confirmed)

Meon Suite

13:10 Band set up Band (to be

confirmed)

Meon Suite

13:10 DJ equipment and

refreshment delivery

- load in

Stjohn Krog Meon Suite

13:15 Safety checks

(assessing the

venue: clear exits

and signage, toilet

cleanliness, fire

extinguishers check,

working plugs etc)

Gemma and Ieva Meon Suite

13:30 Exhibitors arrive Exhibitors Meon Suite

13:30 Greet exhibitors

(give briefing – event

plans and

procedures)

Lara and Becky Meon Suite

13:40 Manage exhibitors

(take to their

stations, check they

have everything they

need)

Gemma and Ieva Meon Suite

13:40 Sound check for

band

Band and sound

technician

Meon Suite

13:45 Exhibitors set up Exhibitors Meon Suite



42

13:45 Set up refreshment

table (table cloth,

float kitty, price list

etc)

Lara and Becky Meon Suite

14:00 Lighting angled in

accordance to

exhibitors work

Matt and Robbie Meon Suite

14:00 Rose Road charity

representative

arrives – greeted

and taken to station

to set up

Becky and Georgina Meon Suite

14:00 Check exhibitor

stations – ensure

everyone has arrived

and are where they

should be, do they

need anything

Gemma Meon Suite

14:00 Raffle table set up

and decorate

Ieva and Lara Meon Suite

14:05 Sound check for DJ Stjohn Krog and

sound technician

Meon Suite

14:10 Venue check –

ensure there is

enough area for

attendees to

manoeuvre with

exhibit stations

ready

Becky and Georgina Meon Suite

14:20 General ground

checks – exhibitors,

safety, timings, etc

Anyone who is free Meon Suite

14:40 Event briefing to all Robbie Meon Suite



43

involved

15:00 Guests begin to

arrive – greeted and

welcomed

Becky Meon Suite

15:05 Opening speech

(welcoming and

safety checks)

Georgina Meon Suite

15:30 To be continued Meon Suite




17:25 Raffle prize drawer

(numbers

announced and

winners revealed)

Robbie Meon Suite

17:50 Closing speech

(thanking exhibitors,

guests, sponsors,

charity etc)

Georgina Meon Suite

18:00 Guests leave Guests Meon Suite

LOAD OUT

18:10 Exhibitors load out Exhibitors Meon Suite

18:15 Band and DJ load

out

Band and Stjohn

Krog

Meon Suite

18:15 Charity load out Charity Meon Suite

18:15 Decoration removed Becky, Ieva,

Gemma and Lara

Meon Suite

18:30 Lighting removed

and load out

Matt, Robbie and

Georgina

Meon Suite

18:30 Any refreshments

left over loaded out

Becky and Lara Meon Suite

18:30 Table clothes Ieva and Gemma Meon Suite



44

removed

18:45 Venue tidied

(rubbish removed,

checked for any

leftover art work)

Becky, Lara, Ieva

and Gemma

Meon Suite



19:30 Matt Bunday leaves Matt Meon Suite

19:35 Final venue check

(tidy, everything left

how it should be)

All group members Meon Suite

19:40 Fantasy event group

members leave

All group members Meon Suite

Production schedule subject to change due to stakeholders timings.



45

Risk Assessment and Contingency Plan

(Produced by Gemma Craggs)

“Events are particularly susceptible to risks. A unique venue, large crowds, new staff

and volunteers, movement of equipment and general excitement are all a recipe for

potential hazards” (Bowdin, 2011:594). According to the Health and Safety

Executive, risks can be defined as “the likelihood that harm from a hazard is realised

and the extent of it” (Health and Safety Executive, cited in Bowdin, 2011:594).

The Health and Safety at Work Act 1974 is the principal piece of legislation covering

occupational health and safety in Great Britain. The Health and Safety Executive is

responsible for enforcing the Act and a number of other Acts relevant to the working

environment (HSE, 2015). Everyone has a duty to comply with the Act, including

employers, employees, trainees, self-employed, manufacturers, suppliers, designers,

importers of work equipment.

The Act places a general duty to ensure the health, safety and welfare at work of

their employees. In complying with the Act they must:

Provide and maintain safety equipment and safe systems of work

Ensure materials used are properly stored, handled, used and transported

Provide information, training, instruction and supervision - ensure staff are

aware of instructions provided by manufacturers and suppliers of equipment

Provide a safe place of employment

Provide a safe working environment

Provide a written safety policy/risk assessment

Look after the health and safety of others, for example the public

Talk to safety representatives

(The Royal Borough of Kensington and Chelsea, 1998-2015)

In order to manage the health and safety for an event, it is essential to control any

risks. In order to do this, any potential cause of harm must be thought about and

decided whether reasonable steps need to be taken in order to prevent it. This is

known as a risk assessment and is a legal requirement in any event (HSE, 2015). “A

Risk Assessment is a systematic method of looking at work activities, considering

what could go wrong, and deciding on suitable control measures to prevent loss,



46

damage or injury in the workplace. The Assessment should include the controls

required to eliminate, reduce or minimise the risks” (Healthy Working Lives, 2014).

Steps to approach to risk assessment:

- Identifying hazards and those at risk

- Evaluating and prioritising risks

- Deciding on preventive action

- Taking action

- Monitoring and reviewing

(European Agency for Safety and Health at Work, 2015).



47

No: Hazard Controls already in place

Severity code /5

Likelihood code /5

Risk rating (SxL)

Contingency Plan

1 Fire from faulty electrics.

Potential injuries from smoke inhalation or burns

- Fire risk assessment

- Regular checks to make sure all control measures

5 1 5 - Carry out emergency

evacuation plan - Call emergency services



48

are in place

- Fire action plan

2 Tripping over stairs, cables, equipment

- Cable covers are used for all electrical cables

3 3 9 - Ensure first aid carried out should it be required

3 Electrical

equipment and installation of sound systems and lighting.

Potential shocks or burns from faulty electrical equipment,

which can also lead to fires

- Equipment is

provided by and checked by professionals

- Any defective equipment, plugs, damaged cables or

switches are reported (PAT tested)

5 1 5 - Carry out

emergency evacuation plan - Call emergency

services if major incidents occur - First Aid available

if minor incidents occur

4 Temperature may

cause dehydration or fainting if it is too hot from overcrowding or

set temperature levels

- There is a

ventilation system that supplies fresh air

- An air conditioning system is used in

hot temperatures - Drinks are served, which

prevent dehydration

2 2 4 - Ensure there is

easy access to an exit - Open windows or

doors for more ventilation

5 Financial risks, not enough income is

made to cover costs of running the event, meaning we make a

loss

- Money is budgeted so we

don’t spend money we don’t have - We are using

volunteers and sponsors to keep costs low

- Two members of the event team have to sign to

withdraw money - We have a set financial manager

4 2 8 - Members of the event team agree

that should we create a loss, all money made will

still go to charity Financial risk is a

“qualitative measure in monetary terms of

the uncertainty in an entity’s financial performance” this

may include economic value change or earnings

flows over a time period, with in accordance to

various risk factors (Ong, M. 2006:608)

6 Overcrowding as the event will be held

in one room and there will be multiple change overs of

equipment and people

- We will ensure we do not exceed

the limit for the number of people in the venue

- Manage any crowds and have a crowd

management plan

3 2 6 - An emergency evacuation plan is

carried out to ensure nobody is injured or crushed

7 Marketing, risk of - We will produce 4 3 12 - Promote the event



49

people not knowing

about the event

flyers, posters and

ensure the event is well marketed - We will try to

target people who would most likely be interested in

this type of event

to more members

of the public to ensure a bigger turnout

- Send representitives on the street

8 Income and expenses are not recorded properly

causing cash to be lost

- Valid receipts, income and expenditure forms

and money will be kept and managed by our finance

manager - Pictures are to be taken of the valid

receipts

3 2 6 - Refer to pictures taken of valid receipts

9 Damage to facilities due to mess caused by people or displays

- Ensure all displays are set up and put down with

care and awareness of surroundings

- Be careful when loading in and out

4 2 8 - Have at least two members of the event team oversee

and manage all load ins and outs

10 Reputation of event team, charity, venue,

University and sponsors is damaged

- Ensure event is well organised so

runs smoothly to reduce the risk of poor reputation

4 2 8 - Provide compensation for

any damage caused

11 Poor

communication between event team members.

- Ensure everyone

in the team is aware of how the event will be run

and the timings of the event - Have a set

communication plan

4 2 8 - Use

communication plan and emergency contact

numbers if required According to

Bowdin, a standard yet customised reporting procedure

can reduce the risk of ineffective communication

(Bowdin, 2011:613).

12 Manual Handling involving moving

equipment such as tables, chairs and poster boards could

cause damage to others and facilities

- Care will be taken when

moving, loading-in and loading-out equipment and

displays

3 2 6 - Provide compensation

should any damage be caused to venue or other facilities

13 Violence between customers or

exhibitors attending the event

- Have members of the team supervise

customers - Have members of the team report

any suspected

4 1 4 - Have at least one member of the

event team attempt to control the situation

- Call the police if



50

violence

immediately

violence is serious

14 Unreliability of venue - Have the venue sign a written contract

- Have regular contact with the venue managers

so they are aware of our plans

4 2 8 - Have a classroom available to hold the exhibition in

- Emergency signage in place to indicate the change

in venue - Have stewards from the event

team at the venue telling customers about the change in

venue

15 Insurance required for sub-contractors

- Sub-contractor has insurance in place

3 2 6 - Provide compensation for any damage

caused

16 Unreliability of exhibitors and performers

- Have exhibitors sign a contract prior to the event

- Ensure there are back up exhibitors available

3 2 6 - Contact back up exhibitors and ask if they are still

available to exhibit their work

17 Radiators may be

on and could potentially cause burns or harm if

touched. Displays and equipment may be a fire hazard if put

in contact with radiators

- Ensure

equipment and displays are not in contact with

radiators - Ask exhibitors and customers not

to sit or stand in between radiators

3 2 6 - Carry out

emergency evacuation plan - Call emergency

services if major incidents occur - First Aid available

if minor incidents occur



51

Risk Communication Plan (Produced by Gemma Craggs)

Why should you develop a plan for communication?

A plan will make it possible to target your communication accurately. It gives

you a structure to determine whom you need to reach and how.

A plan can be long-term, helping you map out how to raise your profile and

refine your image in the community over time.

A plan will make your communication efforts more efficient, effective, and

lasting.

A plan makes everything easier. If you spend some time planning at the

beginning of an effort, you can save a great deal of time later on, because you

know exactly what you should be doing at any point in the process.

(Community Tool Box, 2014)

Job Role: Name: Contact Number:

Event Co-ordinator Georgina Best 07917006214

Sub Co-ordinator & Marketing Manager

Becky Gayler 07500337501

Administrator Lara Abirached 07731399700

Finance Manager Robbie Christou 07423612830

Risk Manager and Operations Gemma Craggs 07730778713

Deputy Risk Manager Ieva Ziaugaite 07453300671

Conference and Events Organiser

Laura Smith 02382012039

Conference and Events

Organiser

Laura King 02382012038

Emergency Services Emergency Services 999

Non-Emergency Services Non-Emergency Services

101

Light Technician Matt Bunday 07730604869

Assessor Liam Higgins 02382013984

Assessor Lynsey Melluish 02382013266

Sound Technician TBC TBC

Senior Lecturer in Popular

Music and Co-Executive of SMILEfest

Martin James 02380319488

Director of Solent Music and

Co-Executive of SMILEfest

Chris Anderton 02382016349

DJ StJohn Krog 07540813721

Exhibitors TBC TBC

Musical Performers TBC TBC



52

Communication Network:

We will communicate using a circle network, which is where all information is shared

between all members of the team equally. According to Business Case Studies

(2015), members feel the most satisfaction when working using this communication

network.

(Figure 2: Picture of a circle communication network. Zhantingwei, 2012).

We are using the circle network during our event so all people of the event team

have equal communication opportunities; each member of the group can

communicate with everyone resulting in less restricted communication. This gives

every member the ability to make decisions if necessary (Lunenburg, 2011:2).



53

Emergency Action Plan (Produced by Gemma Craggs)

The purpose of an Emergency Action Plan is to facilitate and organise actions during

workplace emergencies. A well developed emergency plan will result in fewer and

potentially less severe injuries and less structural damage to the facility during

emergencies. A poorly prepared plan, is more likely to result in a disorganised

evacuation or emergency response, involving confusion, injury, and property

damage. An Emergency Action Plan must include the following aspects:

Means of reporting fires and other emergencies

Evacuation procedures and emergency escape route assignments

Procedures to be followed by employees who remain to operate critical plant

operations before they evacuate

Procedures to account for all employees after an emergency evacuation has

been completed

Rescue and medical duties for those employees who are to perform them

Names or job titles of persons who can be contacted for further information or

explanation of duties under the plan

(Occupational Safety & Health Administration, 2015).

The Event Co-ordinator will make any decisions to whether the emergency

plan is used.

Staff are to be alert at all times to any potential problems.

Members of the event group are aware that there is a potential problem and to

put into effect the operational action plan.

All staff are to conduct the emergency action plan and carry out any

instructions given by The Event Co-ordinator.

The authority to change the status shall rest at all times with The Event Organiser or

deputy unless assumption of control has been handed over then the emergency

services.

Emergency Action Plan for event.

The general responsibilities in case of a major incident include:

Alerting emergency services



54

Managing the scene until the emergency services arrive

Providing accurate information to the emergency services

Liaising with the emergency services

Assisting in a major evacuation if called to under the direction of the police

Continuing to provide stewarding staff after the evacuation under the

command of the police

Ensuring that all staff are aware of the emergency vehicle routes

Ensuring that all staff are aware of the location of the evacuation area and

escape routes

Emergency Evacuation Procedures

At the beginning of the event a spokesperson from Fantasy Events will identify fire

exits and meeting points to customers in case of an emergency. There will be

appropriate and visible signage indicating where the fire exits are and stating

courses of action in case of emergency evacuation. All fire signs, notices and

graphic symbols should conform to the Health and Safety (Safety Signs and Signals)

Regulations 1996. In the occurrence of an emergency we have identified a meeting

point at the Guildhall Square. The largest door width used for emergency evacuation

is 162cm and the narrowest door width is 124cm. There will be an estimated 50

people at the event at any one time so we aim to evacuate the Meon Suite within 5

minutes.

First Aid

Four members of the event team have a valid qualification in Emergency First Aid so

have knowledge of what to do if first aid is required. These members should be able

to handle a minor incident requiring first aid and are expected to carry out First Aid

procedures. Should a major incident occur, these members are expected to be able

to handle the situation until the emergency services arrive. An awareness of the

most accessible emergency services is essential for event management (Bowdin,

2011).



55

Stewards and Security

Stewards are primarily responsible for crowd management whereas security is

responsible for the protection and safety of equipment, performers, customers and

venue (Health and Safety Executive, cited in Bowdin, 2011:613). We do not require

hired security however members of our event team will act as stewards throughout

the event and will direct and assist customers and exhibitors. All members of our

event team will supervise customers and ensure there are no problems. Members of

the team will report any suspected violence immediately so any issues can be dealt

with effectively. Should any major issues arise the emergency services will be

contacted.

Exhibitors

There are 3-5 people exhibiting from each of the seven courses; Hair and Make-up,

Fashion, Popular Music, Illustration, Fine Art, Media Culture and Production and

Photography. Each exhibitor will sign a contract stating that they show showcase

their own work throughout the event and will give at least 72 hours’ notice should

they not be able to attend. If exhibitors are unable to attend we will ensure there are

back up exhibitors available.

Load-in and Load-out

“The Load In refers to the time when the necessary infrastructure can be brought in,

unloaded and set up. The Load-out time refers to the time when the equipment can

be dismantled and removed” (Bowdin, 2011:513). The load in process will start at

12:45 and the load out process at 18:10. All members will oversee various aspects of

this process and will ensure all equipment and displays are set up and put down with

care and awareness of the venue and surroundings. Should an incident occur during

the Load-in or Load-out process it will be dealt with immediately by members of the

event team.



56

Crowd management plan including signage.


According to the Health and Safety Executive (HSE, 2015), “as an organiser you

must as far as reasonably practicable ensure the safety of visiting crowds”. Although

certain aspects of crowd safety can be managed by others, for instance contractors,

the event manager will have overall responsibility for ensuring the safety of the public

(HSE, 2015).

The capacity of the venue is 100 people at any one time

The audience is predominantly students of Southampton Solent University

and the local public

There are no expected crowd risks such as sudden crowd movements as the

atmosphere of the event is relatively relaxed and there are no high profile

artists attending

There is a risk of overcrowding due to the potential number of people

attending and the size of the venue after load-in

There will be members of the event team available for public safety and

information announcements as well as appropriate signage around the venue

which will direct movement around the venue

Signage

Welcome signs which are used predominately to greet customers and

introduce the event

Directional signs and route markers which show instructions and guide

customers throughout the event

Informational signs which provide customers with information about the

event and the venue

Posters which provide customers with details about the event

Safety signs which help prevent injury and promote awareness of potential

hazards (Work Safely, 2014)



57

Income and cash flow statement

(Produced by Robert Christou)

- The Following Cash Flow Statements and Income Statements have been

formed using information from Goldblatt (2011).The Income and Cash flow

statements have been combined so the Cash flow and funds received/ paid

can be monitored on a weekly basis.

- Goldblatt (2011 ) emphasises the importance of a cash flow system to avoid

situations such as insolvency.

- Based on Averkamp ( 2015), the Income Statement is an important part of a

company’s financial statement since it shows the profitability during the

allocated time interval.

The combination of the Budget, Petty Cash system, Income and Cash flow

statements allow for the tracking of financial activities for the event, avoiding

misunderstandings and mistakes and reaching the desired 100 pound profit planned.



58

Income and Cash flow Statements

Date valid: 01/02/2015 - 28/02/2015

Revenue (£) Date ( Received) Description 1. 60* 03/02/2015* Contribution by event team*

2.

3.

4.

5.

6.

7.

8.

9.

Date (Paid)

Expenses (£)

1. 20* 06/02/2015* Bottle of wine for raffle prize*

2.

3.

4.

5.

6.

7.

8.

9.

Date: Weekly Cash Balance:

01/02/2015 -

07/02/2015 (£) 40*

08/02/2015 - 14/02/2015 (£)

15/02/2014 -

21/02/2015 (£)

22/02/2015 - 28/02/2015 (£)

Total Revenue:

Total Expenses:

Gross Profit:

* Theoretical example of how the Income and Cash flow work



59

Income and Cash flow Statement 01/03/2015 – 14/03/2015

Date valid: 01/03/2015 - 13/03/2015

Revenue (£) Date ( Received) Description 1.

2.

3.

4.

5.

6.

7.

8.

9.

Date (Paid)

Expenses (£)

1.

2.

3.

4.

5.

6.

7.

8.

9.

Date: Weekly Cash Balance:

01/03/2015 - 07/03/2015 (£)

08/03/2015 -

14/03/2015 (£)

Gross Profit:

Total Revenue:

Total Expenses:

Gross Profit:



60

Income and Cash flow Statement 01/02/2015 – 14/03/2015

Total Income/ Expendutre Statement from 01/02/2015 - 14/03/2015

Total Revenue:

Total Expenses:

Gross Profit:



61

Budget sheets


The budget, stated by van der Wagen and White (2010), is a projection on the revenue and expenses so that accurate financial decisions are made. With the event’s financial aim being to make a profit of 100 pounds, a budget for this has

been made based on information in van der Wagen and White’s (2010) book.

Event Budget for Arts Exhibition

Expenditure Budget Actual

(£) (£)

Item

Venue Hire (1) £ 0.00 £ 0.00

Gifts for raffle £ 40.00

Lighting Equipment (2) £ 0.00

Audio Equipment (3) £ 0.00

Decorations £ 20.00

University Loan £ 50.00

£

50.00

Posters/ flyers (4) £ 0.00

Total Expenses £110.00

(1) Venue provided free of charge by Southampton Solent University

(2) Provided for free by Matt Bunday Events

(3) Audio equipment expected to be provided for free by Southampton

Solent University

(4) Provided by Southampton Solent University at a limit of 150

Tickets , 300 A5 Flyers and 20 A3 Posters



62

Income Budget Actual

(£) (£)

Item

Pre-event Income:

Team contribution £60.00 £60.00

University loan £50.00 £50.00

Total pre-event income £110.00 £110.00

During event Income:

Charity donations by customers £45.00

Raffle tickets sold £55.00

Total income during event £100.00

Total Income £210.00



63

Petty cash system


A petty cash system according to Accounting Tools (2014) is a set of controls and procedures used by a company to control / monitor the cash being distributed for various needs.

- For the finance of this event a Petty Cash Slip (below) will be used

whenever money is needed from the bank account or the day’s

petty cash transactions.

- Each transaction will be recorded in the cash flow system

providing information on the item/purchase, amount, member who

requested it and members approving it.

- Another safety measure to limit misunderstandings and smooth

running of the cash is the use of a twin signature bank withdrawal

system. This requires two signatures (Accounts Manager Robert

Christou and Event Coordinator Georgina Best) to withdraw money

from the bank.

Petty Cash Slip

Slip Number:

Date:

Description of item/service purchased

Amount:

1*

Purchase of raffle prize (bottle

of wine) * 12/03/2015* (£) 20.00*

(£)

(£)

(£)

(£)

Total: Requested from:

Approved by (Signature)

Name: Becky

Gayler*

Account Manager Robert

Christou

Signature:

Event Coordinator

Georgina Best

Theoretical example of how the Petty Cash slip works



64

Confirmation of opening bank account




65

Sponsorship

(Produced by Lara Abirached and Robert Christou)

What is event sponsorship?

Sponsorship is a form of marketing and promotional activity, which Grey and Skildum

(cited in Bowdin 2011) recognise that sponsorship is one of the most powerful media

tools that are used to boost communication and create relationships with target

markets and stakeholders.

Benefits of sponsorships

It can be argued that obtaining a sponsorship will bring in numerous benefits for the

event as well as for the sponsor. Bowdin (2011) and Bladen (2012) suggest the

following as examples of the benefits of sponsorships:-

Potential alternative income source for an event

Raise brand awareness

Creates positive PR for organisation and the sponsor

Raise awareness of the organisation

To improve the organisation’s image

Sponsor can have the naming rights of the event

Sponsor can provide signage at the event

Financial support from the sponsor

Sponsors for the event

Due to the expertise and costs, the event team decided a company needed to

sponsor the event providing and setting up lighting equipment. The sponsor for this

will be Matt Bunday Events. This was achieved as several of the event team

members had worked for free over the summer months so subsequently it was made

easier to approach the company. In exchange for the sponsorship deal, the

company’s logo will be displayed on the event’s posters, tickets and flyers as well as

being mentioned in the closing speech of the event. For the raffle prizes, other



66

companies such as Perrys (art store) will be approached. In using sponsors, costs

will be reduced and allow for the team to concentrate on other aspects of the event.

However, as Goldblatt (2011) comments, analysing the potential sponsors’

requirements in exchange for the sponsorship will need to be made. A set contract

could be used to limit misunderstandings and disappointment.



67

Confirmation of Venue




68

Venue Site Map

(Produced by Robert Christou and Georgina Best)

24.3cm



69

Venue site map with tables

(Produced by Robert Christou and Georgina Best)

24.3cm



70

Venue site map legend.

The long side dimension where 23.4cm is illustrated on the above site plans can be used as a reference for both floor plans should the image be resized.

Door.

Column.

Room Divider

Window.

Fire/Smoke Detector.

Speaker.

Projector Screen.

Fire Alarm Button.

Table.

SCALE = 1cm : 60cm


71

Meon Suite – Plug Socket Floor Plan

4.3

0m

16.10m

8.4

0m

15.20m

0.90m

4.1

0m

P P P P P

PP

P

P P

PP

PP



72

Contracts

(Produced by Georgina Best)

According to The Business Dictionary (2015), a contract is “A voluntary, deliberate,

and legally binding agreement between two or more competent parties”. Fantasy

Events have created written contracts between themselves and the relevant parties

that will be providing resources for ‘Showcasing Solent’s Talent’, whether it be

equipment or physical services. Having a contract is necessary to ensure that people

cannot go back on their word and claim that they have not agreed to a statement, for

example, that they will provide ‘X’ amount of equipment and then not following

through.

http://www.businessdictionary.com/definition/legally-binding.html

http://www.businessdictionary.com/definition/agreement.html

http://www.businessdictionary.com/definition/competent-party.html



73

Contract between Fantasy Events and the Management Team of

Meon Suite.


The management team of the conference centre within the Sir James Matthews

building of the Southampton Solent University Campus, from now on referred to as

“managers” hereby agree to the terms below which have been set by Fantasy

Events. The agreement is based on the following statements:

1. The managers agree to let out the Meon Suite situated within the conference

centre to Fantasy Events on the 13th March between twelve-thirty pm until

eight pm.

A. The managers have agreed to let the venue free of charge.

2. Fantasy Events have accepted that they must have vacated the premises by

nine pm at the very latest having completed a full load-out.

3. The managers have arranged to lend Fantasy Events eighteen tables, ten

poster boards, and six flip charts.

4. The managers have agreed that Fantasy Events are able to outsource

suppliers.

A. Fantasy Events have confirmed with the managers that any appliances

and equipment have been PAT tested and are cleared for usage.

By signing this contract the exhibitor agrees to abide by the statements listed above.

Signed:

______________________________________ ____________________________________________

(Representative from managers) (Date) (Fantasy Events Representative) (Date)



74

Contract between Fantasy Events and The Rose Road Association. (Produced by Georgina Best)

The Rose Road Association, from now on referred to as “the charity” hereby agrees

to the terms below which have been set by Fantasy Events. The agreement is based

on the following statements:

1. The charity has agreed to be part of, and attend Fantasy Events event,

Showcasing Solent’s Talent on the 13th of March 2015 within the Meon Suite.

2. The charity accepts that Fantasy Events event “Showcasing Solent’s Talent”

is non-profit making and all that proceedings will go towards their cause.

3. The charity has agreed that a representative from the association will attend

the event and promote their charity from within.

4. The charity has agreed to bring balloons, t-shirts, charity box to display on

their assigned table at the event.

5. The charity has agreed to be present for the entirety of the event with enough

time to set up before doors open.

A. The charity will be at the event from two pm.

6. The charity will have a float that they will be solely responsible for. Fantasy

Events will not be liable.

A. The charity agrees that all money will be returned to Fantasy Events in

order for them to count and this will then be transferred to the charity at a

later date

By signing this contract the charity agrees to abide by the statements listed above.

Signed:

_________________________________ _________________________________

(Representative from the charity) (Date) (Fantasy Events Representative) (Date)



75

Contract between Fantasy Events and MBE.


MBE from now on referred to as “the supplier” hereby agrees to the terms below

which have been set by Fantasy Events. The agreement is based on the following

statements:

1.The managers agree to let out the Meon Suite situated within the conference centre to Fantasy Events on the 13th March between twelve-thirty pm until eight pm.

2. The supplier agrees to lend their equipment to Fantasy Events on the 13th of March for their event, Showcasing Solent’s Talent between three and six pm.

A. The supplier agrees to be at the event at twelve forty to load-in the

equipment.

B. The supplier agrees to load-out the equipment at six thirty and to have this

completed by seven thirty.

3.The supplier agrees to lend Fantasy Events two T-bar lighting facilities and their

supply of LED lights. 4.The supplier accepts that Fantasy Events will be assisting with the load-in and

load-out of the equipment. 5. The supplier has agreed that there will be no fee for Fantasy Events to pay towards the usage of the equipment.

6.The supplier has agreed that Fantasy Events is able to use their logo in their promotional material.

7.The supplier agrees to inform Fantasy Events of any cancellation 72 hours prior to the start of the event. 8.The supplier confirms that all equipment has been PAT tested and is safe for

usage.

By signing this contract the supplier agrees to abide by the statements listed above.

Signed:

_____________________________________ _______________________________________

(The Supplier) (Date) (Fantasy Events Representative) (Date)



76

Contract between Fantasy Events and Musical performers.


The musical act from now on referred to as “performers” hereby agree to the terms below which have been set by Fantasy Events. The agreement is based on the following statements:

1. The performers agree to take part in the event, ‘Showcasing Solent’s Talent’ on the 13th March at the Meon Suite situated within the Sir James Matthew building on the Southampton Solent University campus between three and six

pm. 2. The performers will provide their own kit and technology for the event

A. If the performers need any extra equipment this will be pre-arranged and stated in a rider that will be agreed and signed by both parties.

3. The performers agree to stay for the entirety of the event and to only start

‘packing down’ once the event is closed to the public. A. The above statement will not be valid if the performers choose to pre-

arrange a safe and efficient load-out time to be confirmed with Fantasy Events prior to the event.

4. The performers agree that they will need to complete a sound check prior to

the opening of the event at a time to be confirmed with Fantasy Events. 5. The performers will have an agreed set time and will be prompted by Fantasy

Events if time runs over or has to be cut short due to unforeseen circumstances.

6. The performers accept that all work/music they display at the event must be

their own. 7. The performers will arrive at the venue two hours prior to the start of the event

(one pm) 8. The performers agree that their equipment must fit within the measurements

that they will be given prior to the event and that they should inform Fantasy

Events if this is not sufficient. 9. The performers must inform Fantasy Events of any required changes or

cancellations 72 hours prior to the start of the event. A. In the case of the above the performers must try to replace their space at

the exhibition and will provide Fantasy Events with the details of this

replacement as soon as they have the information themselves. 10. Should the performers choose to put their work/music up for sale, they must

be solely responsible for any float or monetary dealings. Fantasy Events will not be liable for any losses.

By signing this contract the performers agree to abide by the statements listed above.

Signed:

______________________________ ______________________________ (Performers representative) (Date) (Fantasy Event Representative) (Date)



77

Contract between Fantasy Events and DJ.


The DJ from now on referred to as “performer” hereby agrees to the terms below

which have been set by Fantasy Events. The agreement is based on the following statements:

1. The performer agree to take part in the event, ‘Showcasing Solent’s Talent’ on the 13th March at the Meon Suite situated within the Sir James Matthew

building on the Southampton Solent University campus between three and six pm. 2.The performer will provide their own kit and technology for the event

A. If the performer needs any extra equipment this will be pre-arranged and stated in a rider that will be agreed and signed by both parties.

3.The performer agrees to stay for the entirety of the event and to only start ‘packing down’ once the event is closed to the public.

A. The above statement will not be valid if the performer chooses to pre-

arrange a safe and efficient load-out time to be confirmed with Fantasy Events prior to the event.

4. The performer agrees that they will need to complete a sound check prior to the opening of the event at a time to be confirmed with Fantasy Events. 5. The performer will have an agreed set time and will be prompted by

Fantasy Events if time runs over or has to be cut short due to unforeseen circumstances.

6. The performer accepts that all work/music they display at the event must be their own. 7. The performer will arrive at the venue one hour fifty minutes prior to the

start of the event (ten past one). 8. The performer agrees that their equipment must fit within the

measurements that Fantasy Events will assign them and that they should inform Fantasy Events as soon as possible if this is not sufficient. 9. The performer must inform Fantasy Events of any required changes or

cancellations 72 hours prior to the start of the event. A. In the case of the above the performer must try to replace their space at

the exhibition and will provide Fantasy Events with the details of this replacement as soon as they have the information themselves. 10. Should the performer choose to put their work/music up for sale, they

must be solely responsible for any float or monetary dealings. Fantasy Events will not be liable for any losses.

By signing this contract the performers agree to abide by the statements listed above.

Signed:

_____________________________ ________________________________ (The Performer) (Date) (Fantasy Events Representative) (Date)



78

Contract between Fantasy Events and Exhibitors at Multi-arts exhibition held on 13th of March 2015.


Name from now on referred to as “exhibitor” hereby agrees to the terms below which have been set by Fantasy Events. The agreement is based on the following

statements:

1. The exhibitor agrees to take part in the event, ‘Showcasing Solent’s

Talent’ on the 13th March at the Meon Suite situated within the Sir James Matthew building on the Southampton Solent University campus

between three and six pm. 2. The exhibitor will provide his/her own work to display at the event. A. The exhibitor agrees to stay for the entirety of the event and to only

start ‘packing down’ once the event is closed to the public. 3. The exhibitor accepts that all work they display at the event must be

their own. 4. The exhibitor will arrive at the venue an hour and a half prior to the

start of the event (one thirty pm)

5. The exhibitor agrees that their space will be shared with other students from their course and they should prepare to display their work

accordingly. A. The measurements for the space assigned will be confirmed with the

exhibitor prior to the event and if this is insufficient the exhibitor must

let Fantasy Events know as soon as possible. 6. The exhibitor must inform Fantasy Events of any required changes or

cancellations 72 hours prior to the start of the event. A. In the case of the above the exhibitor must try to replace their space at the exhibition and will provide Fantasy Events with the details of this

replacement as soon as they have the information themselves. 7. Should the exhibitor choose to put their work up for sale, they must be

solely responsible for any float or monetary dealings. Fantasy Events will not be liable for any losses.

By signing this contract the exhibitor agrees to abide by the statements listed above.

Signed:

___________________________________ __________________________________ (Exhibitor) (Date) (Fantasy Events Representative) (Date)



79

MBE thank you letter. (Produced by Lara Abirached)

Monday 16th March 2015

Fantasy Events [email protected]

MBE 02380553736 07730604869 [email protected] Dear Matt Bunday, On behalf of Fantasy Events, we would like to thank you for providing

your services at our ‘Showcasing Solent’s Talent’ event on Friday 13 th

March 2015. We truly appreciated your generosity in providing us with

the lighting and equipment for the venue and look forward to working

with you at future events.

Yours Sincerely, Fantasy Events



80

Rose Road Association thank you letter. (Produced by Lara Abirached)

Friday 13th March 2015

Fantasy Events [email protected]

Rose Road Association Bradbury Centre 300 Aldermoor Road SOUTHAMPTON Hampshire SO16 5NA [email protected]

Dear Beth Rodgers, On behalf of Fantasy Events, we would like to thank you for attending

our ‘Showcasing Solent’s Talent’ event on Friday 13 th March 2015. We

do hope the donations will be beneficial for Rose Road Association and

look forward to working and supporting your cause at future events.

Yours Sincerely, Fantasy Events

mailto:[email protected]

mailto:[email protected]



81

Feedback Survey (Produced by Georgina Best & Ieva Ziaugaite)

We do hope you that you enjoyed our event! We would very much appreciate it if you

could give us some feedback of your experience, as it is a marked event for our

university course. Thank you!

1. Please circle which title do you fall under.

Visitor/Customer Exhibitor Musical Performer Supplier/Sponsor

2. On a scale of 1 to 5, where 1 is dissatisfied and 5 is extremely satisfied, please rate the following by placing a circle around the desired number:

The event 1 2 3 4 5 The charity 1 2 3 4 5

Location 1 2 3 4 5 Access 1 2 3 4 5 Raffle 1 2 3 4 5

Cost 1 2 3 4 5 Helpfulness of Staff 1 2 3 4 5

Variety of refreshments 1 2 3 4 5 Variety of exhibitors/ 1 2 3 4 5 entertainment

3. Are you male or female? Please circle.

Male Female Prefer not to say

4. How old are you? Please circle.

<17 18-22 23-27 28>

5. Did you feel as though you benefited from the exhibition?

Yes No

If answered yes, please explain how/why.



82

6. Are you planning to attend any other Smile Fest events?

Yes I don`t know No

7. Have you heard about our chosen charity, The Rose Road Association prior to the event?

Yes No

If answered yes, how?

8. How did you hear about Showcasing Solent’s Talent?

Word of mouth Poster/Flyer Social Media University (online

sources) Other

If circled other, where?

9. Do you have any other comments to make about the event?

……………………………………………………………………………………………….. ………………………………………………………………………………………………..

……………………………………………………………………………………………….. ………………………………………………………………………………………………..

Thank you very much for joining us!



83

Group Reflection (Produced by Ieva Ziaugaite)

● Comments about yourself as a group member:

My strengths:

My weaknesses:

● Evaluate yourself:

1

Always

2

Sometimes

3

Never

I participate in our meetings

I shared my ideas with my group

I helped others to sort out problems

I create a comfortable atmosphere which allows others to feel comfortable in sharing their

opinions

I agreed with the all ideas

● Group-work evaluation:

Answer 1-bad to 10-good

How efficiently did your group work together?

How efficiently did your group communicate between each

other?

How would you evaluate the preparation for the event?

How prepared did you feel for the event?



84

Suggest one change the group could make to improve its performance

Say one thing what was missing in your meetings

Name one word to express yourself after event



85

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http://www.independent.co.uk/student/into-university/az-uni-colleges/southampton-solent-university-754716.html

http://www.independent.co.uk/student/into-university/az-uni-colleges/southampton-solent-university-754716.html

http://mycourse.solent.ac.uk/pluginfile.php/363936/mod_resource/content/1/events_are_great_report_final_version%5B2%5D.pdf

http://mycourse.solent.ac.uk/pluginfile.php/363936/mod_resource/content/1/events_are_great_report_final_version%5B2%5D.pdf

http://zhantingwei.blogspot.co.uk/2012/10/communication-networks-we-have-learnt.html

http://zhantingwei.blogspot.co.uk/2012/10/communication-networks-we-have-learnt.html

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