Festival and Special Event Management, 5th Edition William O'Toole , Johnny Allen, Robert Harris So

Festival and Special Event Management, 5th By WilliamEdition O'Toole , Johnny Allen , Robert Harris

Email: Richard@qwconsultancy.com

Solution Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 1 - An overview of the event field Questions 1. Why are special events created? What purpose do they serve in society?

Special events are created in response to a number of basic human needs and goals including: • Affiliation and bonding • Expression of shared cultural meaning, of commonly held values and ideals • Identification with a particular cultural group or tribe • Expression of pride in a culture or sub-group • Marking special occasions • Commemoration of historical anniversaries and events • Encouragement of tolerance and diversity • Education • Expression and enjoyment of creativity and the arts • Testing of sporting prowess and enjoyment of competition • Creation of economic benefits through tourism • Corporate goals of the promotion of goods and services • Individual entrepreneurial goals • Communication • Having fun.

2. Why have special events emerged so strongly in recent years in Australia?

Special events have emerged strongly in recent years in Australia in response to a number of factors including: • The increased affluence of some sections of Australian society, that has led to increased resources available to events • The growth of the leisure concept, that has stimulated the market for entertainment and events • Increased leisure time, along with an interest in unique, quality leisure experiences, and the willingness to pay for them • The acceptance of events as part of the 'marketing mix' along with advertising and public relations, that has led to expanded corporate involvement in events • Growth in sponsorship, that has led to increased corporate support for events • The growth of tourism, and the resulting awareness of the ability of events to attract tourists and extend their length of stay • Awareness of the ability of events to enhance the profile of destinations • Awareness of the ability of events to generate economic benefits and create jobs © John Wiley & Sons Australia, Ltd 2010 2

Chapter 1: An overview of the event field

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Increased national and state government support for and involvement in events, as demonstrated by the formation of government based event corporations in most Australian states Increased local government involvement in events, as demonstrated by the creation of event strategies, employment of event staff and funding of events in many local government areas Increased media interest in and coverage of events The televising and widespread popularity of events such as the Olympics, World Cup Soccer, national and international championships that have given major events enormous exposure and profile The development of social media such as YouTube, Facebook and Twitter, which have in turn spawned new events in the cyber sphere.

3. What are the key political, cultural and social trends that determine the current climate of events in Australia?

Key political, cultural and social trends that determine the current climate of events in Australia include: • The state of the economy, which may affect the future level of resources available for the staging of events • The growth of an 'events culture' with audiences increasingly aware of, and interested in events • Increasing media coverage and involvement in events • More varied events catering for special interest groups as the Internet, websites and database marketing enable events to reach niche audiences cheaply and effectively • The impact of social media such as YouTube, Facebook and Twitter on both the concept and delivery of events • The large demographic of young singles and couples, who have a relatively high disposable income and who value novel entertainment experiences • The gradual ageing of the population, resulting in an increase in cashed-up seniors with the time and resources to attend events which meet their needs and interests • Increasing stress and time pressures on workers and families, leading to the need for structured, high quality leisure experiences • The change and breakdown of family structures contributing to the increased isolation of some individuals, leading to a need for events that provide a sense of community and a nourishing environment • The collapse of many traditional authority structures leading to a search for meaning, and the need for events that provide a sense of belonging and purpose • Increased awareness of environmental issues, leading to a need for events that demonstrate and promote sustainable management practices and a concern for the natural and built environment • The competition among Australian states for tourism visitors, that is likely to lead to the continued use of events to promote tourism destinations and to enhance the image of cities.

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Solution Manual to accompany Festival and Special Event Management 5e

4.

What do you perceive as the major challenges currently facing event managers in Australia?

Among the challenges currently facing event managers in Australia are: • The increasing number of events on offer in the market place, making it harder to differentiate them from competitors and to attract sufficient participants. This is seen clearly in the area of rock music festivals, where fierce competition now exists for both bands and customers • The increasing sophistication of event audiences, who can become jaded and demanding in their expectations of events • The increasing demand of audiences that they be involved in the creation and development of events through the social media, and that events will be tailored to meet their individual needs and expectations • An increasingly complex legislative environment, making it more difficult and expensive to stage major events • The continued professionalisation of events, requiring event managers to be aware of and implement best practice in areas such as event project management and risk management • The increasing government and public awareness of environmental sustainability, requiring event managers to take the green agenda into account in the staging and promotion of events • The fragility of international finance markets, contributing to a degree of uncertainty in local markets and the requirement in corporate events to deliver more with less.

5. Identify an event in your city or region that has the capacity to be a hallmark event.

Give your reasons for placing it in this category.

The event identified by students in this question should demonstrate characteristics such as: • A good fit with the unique characteristics of the location such that the event has the capacity to become identified with the image of the city or region • A high profile and capacity to generate wide media coverage and interest • The capacity to generate substantial tourism visitation resulting in economic benefits to the community • The major commitment and support of government • Strong corporate sponsorship and support • An adequate administrative structure to support the organisation and delivery of the event • Appropriate marketing and promotional strategies to grow the event and increase profile and attendance

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Chapter 1: An overview of the event field

6. Examine the structure of the event industry in your area and identify local examples of the components outlined in this chapter.

The structure of the event industry will vary in different locations, but students should be able to identify local components through the use of the Internet and the Yellow Pages telephone directory. Websites and publications of organisations such as the local convention and visitors’ bureau and local industry associations may also be of assistance, many of these having membership directories which list event organisers, venues and suppliers. In their answers, students should demonstrate an understanding of the multifaceted nature of the industry, and of the networks and interaction between event agencies, organisations and suppliers.

7. Do you agree with the attributes and knowledge areas required by event managers identified by the studies in this chapter? Create a list of your own attributes and skills based on these listings.

The attributes and knowledge areas listed for event managers generally correspond to those identified in a range of surveys and course outlines for events management training.

Reviewing their own knowledge and skills development against this checklist should provide students with an insight into their own current levels of development as event managers, and enable them to benchmark themselves and identify areas for further development.

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Solution Manual to accompany Festival and Special Event Management 5e

Case Study Questions RSVP: The event for the events industry 1. What are the two main stakeholder groups in an exhibition? Identify a large exhibition in your city, and describe the two major stakeholder groups for this exhibition.

The two main stakeholder groups in an exhibition are sellers (exhibitors) and buyers (visitors and attendees). Students should be able to apply this analysis to their chosen event, e.g. the two major stakeholders for a Motor Show would be the exhibiting car companies and suppliers, and the members of the public interested in purchasing a vehicle and wanting to compare new models and learn of latest developments in the industry. For a Holiday and Travel Show, the major stakeholders would be the travel industry (travel agencies, airlines, tourism bodies) and members of the public interested in taking a vacation and wanting to explore and compare a range of travel options in one location.

2. Summarise the main reasons for co-location of the two exhibitions in the case study.

The main reasons for Co-location of the two exhibitions were: • Co-location would considerably reduce the cost of exhibitors participating in both exhibitions • It provides a greater incentive for companies not yet exhibiting at either event • For attendees, Co-location means that they need to visit only one exhibition per year, reducing non-attendance due to their being 'time poor' • A more comprehensive event should attract new buyers • Stakeholders such as Events, Media and Industry Associations are able to focus on one major event in the Sydney marketplace.

3. What was the overall outcome of co-locating the two exhibitions during an economic downturn in the market?

The economic downturn resulted in a reduction in budgets and the number of events, and in some companies taking the opportunity to lower the expectations of their staff and clients. The Co-location strategy shifted from increasing attendance to minimising a reduction in participation, as only one event rather than two needed to be conducted. The case study emphasised the importance of exhibitions in difficult economic times in identifying those companies still in the buying cycle, and as an active indicator of buying intention.

© John Wiley & Sons Australia, Ltd 2010 6

Solution Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 2 - Perspectives on events Questions 1. Does local government in your area have an event strategy? Analyse the roles that your local government plays in the regulation and coordination of events.

Students should be able to ascertain by direct inquiry whether or not their local council has an event strategy, and if so may be able to obtain a copy. The roles that local governments play in the regulation and coordination of events will vary, but most should be encompassed by the list in ‘The role of government in events’ on pages 33-35.

2. Can you identify a dedicated celebration space in your city or region? How is the space managed, and what role does it play in the life of the community?

Dedicated celebration spaces are becoming common in major cities and towns, and vary from major public spaces such as Darling Harbour and The Rocks in Sydney, South Bank in Brisbane and the riverside South Bank precinct and Federation Square in Melbourne, to dedicated town squares, city malls, showgrounds and public parks in many suburbs and country towns. Forms of management will vary from state authorities such as the Sydney Harbour Foreshores Authority (SHFA) in Sydney, to local councils managing town squares and parks, shopping centre organisations managing malls and showground trusts managing showgrounds.

Roles that these spaces play in their communities will include: • venues for festivals and celebrations • entertainment precincts, particularly for families and young people • social gathering places • leisure spaces where people enjoy outdoor walks and activities • venues for fundraising and recruitment for local clubs and societies • areas for special promotions by commercial, charity and community groups.

3. Identify a corporate event in your city or region. What were the objectives of the event, and how did it fit with the overall marketing strategy of the company?

Students should be readily able to identify a local corporate event, and with the cooperation of the event manager should be able to identify its purpose and objectives.

The range of purposes is described and listed in Table 2.3 ‘Corporate use of events’ on page 44, and the descriptions of internal and external corporate events on pages 44 - 45.

Using these as a starting point, discussions with the event manager should enable the student to identify the specific objectives of the event, and how these fit with the overall marketing strategy of the company. If it is not possible to gain access to the event manager, it may be possible to make some assumptions from observation of the event and its context, e.g. a product launch may be part of a strategy to introduce a new product onto © John Wiley & Sons Australia, Ltd 2010 2

Chapter 2: Perspectives on events

the market, with the event objective being to increase consumer awareness of the product or brand.

4. Analyse the corporate sponsorship of an event and identify the main benefits that were obtained.

With the cooperation of event managers, students should be able to obtain copies of sponsorship proposals/agreements, and from these identify the main benefits that were obtained. These might include: • naming rights • exclusivity • acknowledgement in signage, stage banners, advertising, event programs, stage announcements, etc • endorsement by prominent sports people or artists involved in the event • involvement of senior staff in the event presentation on stage • corporate hosting • opportunities for networking, and to meet VIP guests such as local dignitaries and politicians • complimentary tickets for staff and associates • staff involvement used as incentive or reward • product demonstration and promotion, e.g. sampling • merchandising rights to sell product at the event • database of attendees • access to specific niche markets • building brand awareness • brand enhancement • influencing community attitudes towards their products or services • community goodwill.

For a full discussion of sponsor benefits, see also the chapter on sponsorship. Students should be encouraged to identify innovative and unusual benefits that might arise from the interaction between event managers and sponsors.

5. Choose a community event with which you are familiar, and identify the benefits to individuals and to the community from the staging of the event.

This question will ideally involve a combination of direct observation and interviews with the event management and participants. Common benefits might include: The individual • fun • entertainment • family outing opportunity • expression of creativity • testing of sporting prowess through competition • participation • learning new skills © John Wiley & Sons Australia, Ltd 2011 3

Solution Manual to accompany Festival and Special Event Management 5e

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exposure to new ideas, values and experiences meeting new people furthering of individual entrepreneurial goals

The community • increased pride • marking of special occasions or anniversaries • expression of shared cultural meaning • encouragement of tolerance and diversity • development of a sense of place • increased social capital • enhanced reputation • participation of local clubs and societies • promotion of local goods and services • additional income for local traders.

Students should be encouraged to identify innovative and unique benefits that arise from particular celebrations and events.

6. Identify a local community event that you are familiar with. Analyse and describe any strategies that the event has for engagement with the local community, and how it contributes to community building.

Direct observation and a detailed interview with the event manager should reveal the community engagement strategies of the event. A comprehensive list of such strategies can be found in ‘Strategies for community engagement’ beginning on page 49. Among the more common strategies typically encountered are: • involvement of the community in the conception and management of the event • open town meetings to discuss event purpose and strategies • ‘shopfront’ style opportunities to interact with the event staff and program • volunteer programs for local residents to participate/assist in the management and staging of the event • competitions for local people to be involved in event poster design etc.

• special programs, activities or concessions designed to involve specific groups in the community such as schoolchildren, seniors and people with disabilities • involvement of locally based artists and performers in the event program • participation of local businesses through sponsorships and provision of goods and services to the event • participation and fund raising by community based clubs and societies • ‘community chest’ donations to local charities and groups • surveys of local attitudes, perceptions and reactions to the event • local newspaper and talkback radio opportunities for discussion and feedback regarding event programs and activities.

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Chapter 2: Perspectives on events

7. Discuss the implications for event managers that arise from the analysis of the government, corporate and community perspectives on events.

The implications for event managers that arise from the analysis of the main perspectives on events are complex and varied, and students’ answers to the question should reflect this complexity. Some of the key points that may arise in discussion are the need to: • Identify carefully the purpose and objectives of the event • Analyse the context of the event, and how this will impact on the event concept, management and evaluation. A good SWAT analysis will be a valuable tool for this analysis • Note how the culture of the host organisation will influence the context, style and ground rules for the event • Identify the range of stakeholders and their objectives • Observe the regulatory environment of the event, and ensure that all legal and regulatory obligations are fulfilled.

Case Study Questions Townsville City Council: Creating and events strategy for Queensland's biggest regional city council 1.

From the description of the Event Strategy outlined in the case study, list the roles that Townsville City Council plays in events.

The roles that Townsville City Council plays in events include: • Developing events strategically for the region • Delivery of events as part of the strategy • Advising on funding applications for externally run events for the city • Consulting with external groups on the management, scheduling and delivery of events • Developing relationships across the region in relation to tourism, economic development and event industry identities.

2.

What do you think were the main outcomes of merging the event teams of the two Council areas?

The Events and Protocol Unit has successfully merged programs, established combined management systems, delivered a wide array of events and established Townsville as a regional leader for staging events. The transition is considered successful, having created an events program that is balanced, responsive to community needs and expectations, financially responsible and an example of best practice standards in event management.

The merging of the two councils has resulted in the following achievements: • Program - Council now has an eighteen month program including externally run events, which is reviewed and added to every six months, ensuring that a program with events scheduled a minimum of twelve months in advance is confirmed and active

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Solution Manual to accompany Festival and Special Event Management 5e

• • •

3.

Budget - Council has achieved progressive budget savings, with budget reviews ensuring that adequate funds are available for large scale, high-profile events, and with a more competitive process in place for suppliers Culture - A high level of trust has been built between the Events and Protocol Unit and Council departments, based on the delivery of a large number of high quality Council events with increased public and corporate participation Delivery - Townsville can now boast the effective delivery of a varied program of over 100 events per year, resulting in an expanding positive relationship with all stakeholders, recognition as an 'events city' in regional Australia, and an increased interest in external events coming to the region.

What were the main challenges in merging the event teams, and how were they resolved?

The main challenges in merging the event teams included: • Program - Some events such as Australia Day, New Year's Eve celebrations, Pioneer's Lunch and Carols by Candlelight were able to be combined into single larger events serving the whole of the new city. Combining other events proved more problematic, such as Anzac Day because of the different histories and situations of the two separate sub-branches of the Returned Services League; Neighbourhood Fun Days, which had been phased out by Thuringowa City Council; and three environmental festivals, which had to be combined into one substantial event for the city • Budget - it was assumed that the merger would reduce costs and increase the quality of event delivery. However, this proved impossible without major changes to the event program and delivery method • Culture - the merging of different cultures, management structures, policies and processes meant that new relationships and trust had to be developed between the Events and Protocol Unit and different Council departments • Delivery - event delivery procedures had to be studied so that a consistent project management methodology was applied to all internally managed events. Emphasis was placed on researching similar events, staff training and reviewing of all events, with committees and groups outside the Events and Protocol Unit presented with full event reports and given the opportunity to comment on the program and delivery of events.

© John Wiley & Sons Australia, Ltd 2010 6

Solution Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 3 - Event impacts and legacies Questions 1. Describe an examples of an event whose needs have been perceived to conflict with those of the host community. As the event manager, how would you have resolved these conflicting needs?

There are many well-documented occasions when the needs of events have been in conflict with those of some sections of the host community. Some very public examples have been the debate over the alienation of public parkland caused by the staging of the Australian Formula One Grand Prix in Melbourne, and public disturbance caused by the behaviour of participants in Schoolies' Week on the Gold Coast in Queensland. In their answers students should identify events that exhibit this conflict of interest, and describe the nature and source of the conflict.

Examples of some of the issues likely to cause conflict can be drawn from the Negative Impacts listed in Table 3.1 on page 61. They include social and cultural impacts such as community alienation, bad behaviour, substance abuse and loss of amenity; physical and environmental impacts such as environmental damage, pollution, noise disturbance and traffic congestion; political impacts such as the risk of event failure, lack of accountability, and loss of community ownership and control; and tourism and economic impacts such as community resistance to tourism, loss of authenticity and inflated prices.

Students should also suggest means of resolving these conflicting needs including: • consultation with key community representatives at all stages of the event to ensure that their concerns are listened to and addressed • identification of possible sources of conflict in the planning stages, and the development of strategies to address them before they become critical • negotiation between conflicting parties with the intent to achieve a win-win resolution of the conflict • counteracting and minimising negative impacts with appropriate response strategies • maintaining good community liaison and public relations programs.

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Chapter 3: Event impacts and legacies

2. Identify an event that you know has been marred by social problems or bad crowd behaviour. As the event manager, what would you have done to manage the situation and improve the outcomes of the event? In your answer, discuss both the planning of the event and possible on-the-spot responses.

In describing an event that gave rise to social problems or bad crowd behaviour, students should identify the causes and suggest ways that the event manager might have planned and managed the event to improve outcomes. These might include: • the planning of site design and programming of the event to moderate crowd behaviour e.g. design of spectator areas to prevent overcrowding, dispersal of food and liquor outlets to spread crowds, choice of entertainment to calm the crowd or attract a broader, more family oriented audience • the adoption of a public health approach emphasising harm minimisation in relation to alcohol consumption, substance abuse and health related issues • devising and implementation of a crowd management strategy aimed at the prevention of violence through community and self-policing policies • promotion of these policies through the marketing of the event in order to influence an expectation of orderly and non-violent crowd behaviour.

Students' comments should include both the planning and operational stages of the event.

Operational issues might include: • monitoring by crowd management staff to identify potential problems at an early stage, and respond before they are able to escalate • training in negotiation skills to defuse potentially difficult situations • provision for appropriate response to persons behaving in a disruptive manner, including the provision of back-up support if necessary to render the situation harmless.

3. Describe an event that you believe was not sufficiently responsive to community attitudes and values. What steps could the community take to improve the situation?

Options available to the community would include direct protest, such as that undertaken

by Albert Park residents in Melbourne in response to the perceived negative impacts of the Melbourne Grand Prix on their residential environment and amenity; an appeal to the local council to cancel or amend the event through its influence and by-laws; and interaction with the event manager to reduce the negative impacts of the event.

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Solution Manual to accompany Festival and Special Event Management 5e

4. Select a major event that has been held in your region. Identify and describe the environmental strategies that were employed by the event, and evaluate the overall outcome of these strategies.

The physical and environmental impacts listed in Table 3.1 may be taken as a starting point in identifying the environmental impacts of an event. In recommending steps that can be taken to improve the balance between positive and negative impacts, the following measures to reduce negative impacts might be included: Environmental damage • proper consideration of environmental impacts through environmental impact studies • adoption of ecologically sustainable development policies for the event • enforcement of environmental guidelines on suppliers and contractors • use of energy efficient design and materials • maximum use of renewable sources of energy • water conservation and recycling Pollution • use of recyclable packaging and non-disposable crockery and cutlery at food outlets where possible • use of environmentally friendly products and materials • best practice in waste reduction and recycling • development of public awareness of these strategies Destruction of heritage • identification of cultural and built heritage and development of protection strategies • use of events to promote awareness of heritage issues • use of events to promote urban re-generation and renewal Noise disturbance • sound monitoring and control • sound curfews • sound-proofing Traffic congestion • improved traffic planning • "park and ride" schemes • better promotion of public transport access.

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Chapter 3: Event impacts and legacies

5. Select an event that you have been involved in as a participant or close observer.

Identify as many impacts of the event as you can, both positive and negative, and then answer the following questions. (a) Did the positive impacts outweigh the negative? (b) What measures did the organisers have in place to maximise positive impacts and minimise negative impacts? (c) As the event manager, what other steps could you have taken to balance the impacts and improve the outcomes of the event?

This question requires the student to identify and analyse the range of impacts of an event and to make a value judgment as to the overall outcome. Benchmarks that might be used in this evaluation include: • The general level of satisfaction of participants and stakeholders, as judged by observation and participant response surveys • Feedback from stakeholders at debrief meetings • Overall tone of media coverage, and media management of the event • The creation of a "balance sheet" of impacts, based on those listed in Table 3.1 that are relevant to the context of the chosen event.

The student should review the full range of impacts of the event, and provide an insight into the planning and response procedures employed by the organisers in their conduct of the event. From the knowledge gained in the chapter, the students should be able to compare the implementation of the event with theoretical best practice in order to provide recommendations for improved outcomes of the event.

6. List and describe what you consider to be the main reasons why governments support events.

The main reasons why governments support events include the creation of: • Economic benefits, including spillover effects in industry sectors such as travel, accommodation, restaurants, hirers and suppliers of equipment • Tourism benefits, including the ability of events to attract visitors in the low and shoulder seasons, thus countering the impact of seasonality on local tourism • Employment, including full time, part time and casual jobs generated by events • Social, cultural and sporting benefits and opportunities • Improved quality of life and increased entertainment options for their constituents • Government profile and support.

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Solution Manual to accompany Festival and Special Event Management 5e

7. Obtain three event reports that have been compiled on events in your area or state.

Compare and contrast these reports in terms of (a) the methods used to compile them and (b) how they have been used to communicate and promote the outcomes of the event.

In comparing the methods used to compile the reports, students might note aspects such as: • Whether the reports were conducted in-house, or outsourced to other organisations • The scope of the reports, e.g. whether the primary focus was on economic impacts, social/cultural outcomes etc • The type of evidence used to support the report, e.g. participant feedback, statistics, media reports, visual documentation • Methods used to gather report data, e.g. direct observation, surveys etc • Whether the methods used appear to be professional and objective Ways that event reports might be used to communicate and promote the outcomes of the event include: • Distribution of the report to key stakeholders of the event • Issue of a media release summarising the event outcomes • Use of the event report as the basis for the organisation’s annual report • Use of the event report as the basis for submissions for awards, e.g. Best Tourism Event • Incorporation of event report statistics in future proposals for funding and sponsorship.

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Chapter 3: Event impacts and legacies

Case Study Questions The Australian Formula One Grand Prix 1. Why was the Victorian 'Auditor-General's Report' undertaken, and what did it set out to achieve?

The Auditor General's Report was undertaken in order to verify whether the State of Victoria was getting an appropriate return on the substantial investment that the government was making in order to attract events to the state. Objectives of the Report were: • to examine: - the soundness of pre-event assessments leading to the recommendation to financially support a major event - the management of funding agreements and contract requirements with major event organisers - the post-event evaluation of the economic value derived from major events • to provide independent assessments of the level of economic value derived to Victoria from the 2005 Australian Formula 1 Grand Prix.

2. From the information provided in the case study, what are the comparative advantages and disadvantages of cost-benefit analysis and computable general equilibrium (CGE) modelling?

The cost benefit analysis (CBA) approach addresses the net benefit of the event to Victoria, but cannot measure the level of economic activity or the wider flow-on effects generated by the event.

Computable general equilibrium (CGE) modelling measures the level of economic activity by a sophisticated and comprehensive modelling of the Victorian and national economies, but cannot address the issue of whether the event is worth proceeding with.

For the above reasons, it was decided to use a combination of the two methodologies in the Report.

3. What are the implications of the Victorian 'Auditor-General's Report' for the evaluation of other major events in Australia?

The implications of the Victorian Auditor General's Report can be summed up by the key recommendations of the Report: • evaluations should move towards a triple bottom line approach incorporating social, economic and environmental factors • cost benefit analysis should be used at the pre-event stage in order to determine the net benefits of the funding sought • computable general equilibrium (CGE) modelling should be used for larger events at the post-event stage in order to assess their impact on the economy • a range of key performance indicators based on expenditure of interstate and international visitors should be used to evaluate the performance of all but the very largest events.

The report also recommended that research should be taken into the induced tourism effects of events if these are to be included in the assessment of major events. © John Wiley & Sons Australia, Ltd 2010 7

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Solution Manual to accompany Festival and Special Event Management 5e

Chapter 4 - The Strategic Planning Function Questions 1. Briefly discuss the value of setting vision/mission/purpose statements for events.

Responses to this question should centre upon the role of such statements in providing a clear purpose and direction for an event. By acting in this way they serve to focus the attention of the event manager on what the event is seeking to achieve, and in so doing shape its design and program.

2. Choose a particular event type (for example, festivals), identify four events that have established mission statements and compare these to the criteria given in this chapter.

Answers to this question will vary depending upon the event chosen. Nonetheless, in discussing each of the selected event mission statements, reference must be made to the following criteria: 1. event purpose; 2. major event beneficiaries and customer groups; 3. broad nature/characteristics of the event itself; 4. overall operating philosophy, or values, of the organisation conducting the event (e.g. to conform to best business practice; to operate within a context of equal opportunity; to adopt environmentally sustainable practices).

Students can be offered the option of basing their responses on the mission statements provided in the text (see figure 4.8) or sourcing new statements.

3. Conduct an interview with the manager of a particular event with a view to identifying the key external environmental factors that are impacting upon their event.

Answers to this question will obviously vary. Key external environments are briefly discussed on pages 108 – 109, but are dealt with in more depth in Chapter 9, pages 266 – 270. If further direction is thought necessary for students answering this question, teachers might consider requiring students to address major environments of possible concern to the practicing event manager, specifically: competitive; political; sociocultural; technological; economic; physical; and entertainment. Students should be advised to prepare questions relating to each of the environments prior to interviewing their selected event manager.

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Chapter 4: The strategic planning function

4. When might an event employ a retrenchment strategy or a growth strategy? Can you identify any specific event where one of these specific strategies is in evidence?

Responses to this question will draw upon the discussion provided on page 109.

Retrenchment strategies might be appropriate when the operating environment for an event changes and it is deemed appropriate to ‘downscale’. In the case of growth strategies, students may indicate such an approach is appropriate if market demand exists for the event product that is not presently being satisfied and/or it is desirable to increase revenue/profit. The second part of the question will require students to identify an event that has/is engaging in one of these strategies by using their own event industry networks or via such means as the world wide web.

5. Select a hallmark or mega-event and discuss the ways in which the event plans for legacy outcomes.

Answers to this question may identify legacy outcomes such as infrastructure improvements, increases in tourism visitation, enhanced industry capacities and workforce skills, environmental improvements and improved general economic conditions. Students might, as part of their response to this question, be asked to focus upon a specific event for which substantial literature on the issue of legacy exists, such as an Olympic Games, World Exposition or Commonwealth Games.

6. Select an event with a functional organisational structure, and another with a network structure. Describe each of these structures, and discuss why you believe each event chose the organisational structure it used.

Responses to this question should demonstrate a clear understanding of the distinction between a functional and a network organisational structure. Functional structures are based upon the main tasks, or functions, which an organisation needs to perform in order to fulfil its mission. Such tasks commonly emerge from the work breakdown structure process discussed in Chapter 6, and will vary from event to event. Network structures involve an event management firm enlisting the services of a variety of other firms, in effect creating ‘virtual’ organisations which come together quickly and are disbanded shortly after an event is concluded. Issues that students might address in discussing why a particular event chose to use a particular structure might relate to event scale, planning time frame, access to human resources, and cost.

7. Explain the difference between a strategic plan and an operational plan, and between a policy and a procedure.

Strategic plans involve identifying the purpose (vision/mission) of an organisation and creating plans, and undertaking actions, to achieve that purpose. Operational plans are a component of strategic plans and essentially seek to deliver on the events overall strategic vision. As such they are created in areas such as s finance, marketing, administration, staging, research and evaluation, security and risk management, sponsorship, environmental management, programming, transportation, merchandising © John Wiley & Sons Australia, Ltd 2010 3

Solution Manual to accompany Festival and Special Event Management 5e

and staffing (paid and volunteer). Policies are guidelines for decision making while procedures are detailed instructions as to how a policy is to be implemented (see chapter 8, p. 224-226).

8. What control systems can be established for an operational plan? What response should there be if the key objectives are not met?

Responses to this question should discuss the use of key performance indicators (KPIs) and deadlines as moments in time of the operational plan when an objective must be met or an action completed. Any operational plan should be flexible enough to deal with unavoidable change, but there must be recognition of those moments in time where change cannot be accommodated and the decision needs to be made whether the event can proceed or should be postponed or cancelled altogether.

9. Explain why stakeholders are significant from the perspective of establishing vision and mission statements.

The needs of stakeholders (e.g. the local community) need to be taken into account when establishing vision and mission statements as the ultimate success or otherwise of an event will depend on its ability to produce positive outcomes for those groups with a vested interest in it.

10. Critically examine the strategic planning process of a particular event in the light of the processes discussed in this chapter.

The strategic planning process for events is given on page 92. Responses to this question should employ this sequential series of steps as the basis for any analysis. The complex nature of this question is such that it is more appropriate as an assignment topic rather than as a tutorial discussion question or similar.

© John Wiley & Sons Australia, Ltd 2010 4

Chapter 4: The strategic planning function

Case study questions Operational planning and the Rugby World Cup 1.

Why do event organisational structures evolve over time?

Responses to this question should focus on the increasing task requirements as events move from their planning to their operational phase, and on the need to ‘collapse’ the event organisational structure once an event has taken place. Students should be encouraged to use examples from the case study to support their response.

2.

What issues arise as event organisational structures develop?

Key issues students should note concern: coordination and integration of planning efforts; creating evolving and workable organisational structures; communication; staff recruitment and training; and effective leadership.

3.

What benefits are there in developing centrally a core team of staff that is later deployed in key venue management and other roles?

Answers to this question should focus on the value of having key, appropriately trained staff, with an understanding of the event’s operational requirements in positions as close as possible to where operational decisions need to be made. In this way decisions can be made quickly and in the context of broader operational planning.

4.

What function do ‘test’ events play from an event operations perspective?

Test events allow those responsible for the operational aspects of an event to assess the effectiveness of their systems, procedures, policies, and training. Based on the feedback received from test events, modifications can then be made, as appropriate, in these areas.

5.

What function can computer aided design and drafting software play in event operations?

Computer aided design and drafting software serve to allow an event organiser to create detailed event venue drawings and plans which in turn facilitate the overall venue planning process.

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Solution Manual to accompany Festival and Special Event Management 5e

6.

What role does staff training play in event operations? What types of training are evident in this case study?

Staff training ensures paid and volunteer staff have the appropriate level of knowledge/skills to undertake the task(s) for which they have been given responsibility.

In this case training was provided ‘on-the –job’ for volunteers and staff via trial events and via formal training sessions.

7.

What issues might have arisen if the ARU had decided to try to use a centralised organisational structure to conduct the RWC 2003 rather than devolve responsibility to individual venues?

Responses to this question should focus on problems of communication, and related to this, the ability to make decisions in a timely manner such that matters of operational importance could be dealt with quickly and efficiently.

© John Wiley & Sons Australia, Ltd 2010 6

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 5 - Conceptualising the Event Questions 1. Who are the most important stakeholders in an event, and why?

From their reading of Chapter 5, students should be able to identify the most important stakeholders in an event and the reasons for their importance as: Host Organisation • provides basic organisational and financial framework for the event • provides or sources event management • gives the event its basic rationale and objectives • takes a leading and / or support role in event creation and implementation • bears ultimate responsibility for the event Host Community • provides a context and physical setting for the event • contributes to the event’s participants and spectators • is an important component in judging the ultimate success of the event • is subject to a range of impacts of the event Sponsors • provide financial, marketing and / or in-kind support • extend the reach of the event in the marketplace • can often be essential to the on-going financial viability of the event • have agendas that must be met if the event is to succeed in their terms Media • are often the prime means by which an event is communicated to its audience • can influence the format and presentation of an event, e.g. One Day Cricket format devised to suit media needs • can provide valuable resources to the event, e.g. comperes, news angles • increase the reach and value of some events through direct coverage of the event • can add value to the event and help attract commercial sponsors Co-workers • provide the basic labour and skills to implement the event • can make or break the event by their commitment and attention to detail • need to take ownership and responsibility for the event Participants and Spectators • their attendance is a vital ingredient and often a major financial factor in the event • focus on the event experience and their enjoyment of the entertainment, competition, etc.

• can be identified through market research, and targeted through promotional strategies. © John Wiley & Sons Australia, Ltd 2010 2

Chapter 05: Conceptualising the event

2. Give examples of different events staged by government, corporate and community groups in your region and discuss their reasons for putting on these events.

Table 5.1 (page 128) in Chapter 5 provides an overview of event generators and types of events. In their answers to this question, students should demonstrate their understanding of the reasons why the government, corporate and community sectors put on events, and be able to apply this to their own local region. Some of the reasons that these sectors become involved in events can be summarised as follows: Government • perceived social, cultural, tourism and economic benefits • fulfilment of their charter for delivery of services • achievement of related objectives • promotion of specific goods and services • enhancement of profile Corporate • promotion of goods and services • launch of new products • increase in sales • staff motivation and incentives • entertainment of customers and clients • enhancement of corporate image • creation of profit through entrepreneuring events Community • leisure and enjoyment • affiliation and communal activity • participation • self expression • fundraising

3. Name a major event that you have attended or in which you have been involved, and identify the prime stakeholders and their objectives.

While stakeholders will vary with different events, the categories outlined in Figure 5.1 (page 127) 'The relationship of stakeholders to events' should provide students with a framework to identify the prime stakeholders of an event and their objectives. These might be summarised as: STAKEHOLDER Host Organisation Host Community Sponsors Media Co-workers Participants and Spectators

OBJECTIVES Profile, profits, fulfilment of charter Social, cultural, environmental and economic benefits Increased profile, business and sales Editorial, advertising and audience Payment and job satisfaction Entertainment, enjoyment and participation

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Solution Manual to accompany Festival and Special Event Management 5e

4. Focusing on an event that you have experienced first-hand, list the benefits that the event could offer a sponsor or partner.

Whilst the profile and benefits of events vary, the benefits that an event might offer a sponsor include: • perceived association with the event • community credibility with event participants and supporters • access to identified target markets • enhanced profile and public awareness • co-branding and marketing opportunities • media exposure • vehicle for promotions and advertising • increased sales and product distribution • opportunity for cross promotions with other sponsors and media • hosting opportunities • opportunity to build client relationships • complimentary tickets for staff and associates • incentive rewards for staff • opportunity to meet politicians and leaders in a relaxed atmosphere • logo recognition and exposure at event and on all promotional material associated with the event • opportunity to officiate at the event • opportunity to demonstrate good corporate citizenship

5. Identify an event that uses the social media to engage participants in the event. List the media that it uses, and describe how they are utilised in the event.

Students will find that the majority of events are now using social media to complement their marketing efforts, often using a number of different social media in tandem. The landscape of social media is constantly changing and evolving. However, among the most common forms are: • Facebook - often more interactive and informal in style than the event's website, providing for continuous engagement of customers through regular news items, twoway dialogue, job opportunities, competitions, give-aways, post event photos and videos, etc.

• Twitter - enables a short, sharp and regular flow of information to be established with customers who sign on as twitter followers of the event. It is often used to provide updates on the event such as new program elements, e.g. additional speakers or performers, or to enable live online feedback from event audiences. Twitter can also be used as a marketing device to provide alerts on upcoming events, offer last minute discount tickets, etc.

• YouTube - short videos relating to the event are often placed on YouTube, which can result in word of mouth or viral marketing as these are shared by event participants.

YouTube is also used increasingly in the creation and extension of the event concept and program, e.g. short film festivals or event exhibition components made available through YouTube, and even a scratch symphony orchestra auditioned on YouTube © John Wiley & Sons Australia, Ltd 2010 4

Chapter 05: Conceptualising the event

• • • •

before performing at Carnegie Hall in New York Flickr - used to distribute and make available photos of events Blogs - used to build networks around an event by providing current information and announcements, a platform for participants' comments, sharing of videos, photos etc.

Linked In - often used for professional networks Phone Apps - it is becoming increasingly common for events to provide mobile phone apps which distribute information about the event including program, bookings, transport etc. The Youth Olympics in Singapore in 2010 provided each of the competitors with a Digital Concierge - a free mobile telephone with a special application that provided Games information, together with a one-shop social network feature that connected to Twitter and Facebook.

Students might observe that once a social media policy is in place and the appropriate types of social media have been selected by the event serious effort is required to service the social media sites and keep them up to date. However, the rewards are considerable in terms of reaching networks of people, building relationships, market research, feedback and continuous engagement with customers.

6. What are the means by which an event creates an emotional relationship with its participants and spectators?

The means by which an event can create an emotional relationship with its spectators and participants might include: • tapping a sense of community or national pride • appealing to a sense of belonging or affiliation • creating empathy with performers • appealing to the senses through visual presentation and music • appealing to the spirit of competition in sporting events - barracking for the home team • appealing for assistance for the needy or disadvantaged e.g., benefit concerts • demonstrating personal courage and triumph over adversity e.g., events involving people with a disability.

7. What events can you think of that demonstrate a unique event concept or idea?

What are the aspects or qualities that you consider to be unique?

The range of events that demonstrate a unique vision or idea is many and varied, and might include events that: • encapsulate a particular area of interest, e.g., Womadelaide World Music Festival or the Big Day Out rock festivals • embrace a grand challenge, e.g., Clean Up Australia • demonstrate frontier technologies or ideas, e.g., solar powered car race, internet art • explore new and unusual venues, e.g., Opera in the Outback, Symphony on the Beach • express powerful convictions, e.g., Aboriginal Survival Day Concerts on Australia Day, Harmony Day • use innovative concepts, e.g., The Festival of Dangerous Ideas held at the Sydney Opera House © John Wiley & Sons Australia, Ltd 2010 5

Solution Manual to accompany Festival and Special Event Management 5e

•

capture strong current trends, e.g., Tropfest Short Film Festival

Students should analyse their choice of events to identify the elements and techniques that make them unique.

8. Choose one of the events that you identified in the previous question, and discuss how the design process has been applied to choosing and implementing all aspects of the event.

Once students have chosen an event that demonstrates a unique concept or idea, they should be able to analyse how the design process has been applied to the planning and delivery of the event. This might include aspects such as the choice of venue, performers, program, invitation or promotional material, theming, decoration and decor, staging, sound, lighting, special effects, etc. Students should be able to analyse and discuss how the various choices made by the event manager have contributed to the unique nature of the event, and to the overall design of the event experience offered to the event attendees.

9. Imagine you are planning a tourism event in the area where you live in order to promote the area as a tourism destination. What are the unique characteristics of the area, and how might these be expressed in the event?

The unique characteristics of a place might be identified in areas such as: • local icons, history and tradition • local identities and achievements • geographic or environmental features • produce and industry • Aboriginal stories and legends • particular ethnic groups that have settled in the area.

Students should demonstrate how the local characteristics that they identify are expressed in the content, style and promotion of the event.

© John Wiley & Sons Australia, Ltd 2010 6

Chapter 05: Conceptualising the event

Case Study Questions Seven Deadly Sins Corporate Events 1.

What do you think were some of the challenges in producing a similar event experience in six different event locations simultaneously? How did Theme Traders overcome these challenges?

Challenges in producing a similar event experience in six different locations simultaneously included: • event delivery - a core team of an executive event producer and two assistants oversaw the whole of the event, with a senior project manager and project manager assigned to each venue • decoration and entertainment - Theme Traders ensured that the venues would be identically decorated and would offer the same entertainment, which had to be booked months in advance in order to ensure the availability of suitable performers • props - additional props had to be constructed so that identical props were allocated to each venue • catering - food tastings were arranged for each venue, and photographs were taken to ensure that the food provided on the night matched the quality of the tastings • light and sound - some venues had in-house technicians and equipment, whilst these had to be hired externally at other venues • logistics - Theme Traders operations department coordinated the planning of trucking and crew for the job, in addition to five other large events that were scheduled at the same time • health and safety - risk assessments and method statements were provided for each venue, as well as for all performers and suppliers • address by managing director - Theme Traders arranged for a pre-recorded message by the managing director to be played simultaneously on large screens at each venue, rather than the expensive alternative of a live satellite link-up.

2. What main elements were used to create and embellish the theme of 'The Seven Deadly Sins'?

The main elements used to create and embellish the theme included: • props and decoration e.g. giant ice cream statues for Gluttony, decorated double beds, giant floor cushions and cherub statues for Lust and Sloth • colour, e.g. green for Envy, gold for Greed • performers, e.g. green painted stilt walkers for Envy • food, e.g. buffet stations and chocolate fountains for Gluttony • special effects, e.g. moving lightning bolts and thunder sound effects for Wrath • interactive activities, e.g. casino tables for Greed, head massages and temporary tattoos for Lust and Sloth.

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Solution Manual to accompany Festival and Special Event Management 5e

3.

Other than the theme elements referred to in Question 2, what other major elements of the event would Theme Traders have had to design?

Theme traders would have had to design all of the elements of the event, including the choice and layout of venues; decoration including sets, costumes and props; staging including lighting, sound and special effects; program and entertainment including MCs, musicians and specialty acts; catering including food and beverages; and promotional material including invitations, tickets, etc.

© John Wiley & Sons Australia, Ltd 2010 8

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

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Solution Manual to accompany Festival and Special Event Management 5e

Chapter 6 - Project Management for Events Questions 1.

Construct a work breakdown structure for these events a. rose festival b. computer gaming competition c. wedding d. product launch e. graduation ceremony f. welcome ceremony for a royal visit The aim of this question is to introduce the concept of analysis to any seemingly complex situation. Although the students will not have experience of managing these areas, they will tend to think of the management of each event as being 'what the event manager does at the event'. This Question should make them realise that there are many months of work before any event.

The students can compare the WBS of each event, they will see the commonalties of the management system.

You can achieve this by asking the students what is involved in an event and then aggregating the results under key headings. For example the welcome ceremony for a royal visit will involve: • Sound and lights • Accounts • Legal • Risk • Scheduling • Promotion • Contracting • Hiring security • Plus more...

These can be placed under a number of headings such as • Marketing • Logistics • On site • Risk • Administration • Accounts

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 6: Project management for events

2.

Construct a schedule of key tasks for the events listed in question 1 The best way to approach this question is to work back from the date of the event. Each task must relate to the WBS. You can do this by creating a code. For example the code for marketing is M. The code for a group of tasks in marketing such as Promotion could be Mp. Then each task has a number such as Mp05.

3.

List the milestones for the events listed in question 1 Identifying and celebrating milestones are an important communication and team building technique Milestones for the wedding could be: • securing (i.e. contracting) the main performing group • deciding on the date • gaining the venue

4.

What are examples of tasks that can clash? What techniques can be put in place to recognise these clashes in time to enable the event management to fix them?

If question 2 is completed, it can be used in this question. This question emphasises the overriding importance of the deadline in event management.

A common clash of tasks occurs when the tasks use the same resource or interfere with requirements. An example is the rehearsal of the band at the same time and in the same room as the caterers are briefing their staff. This is not obvious until you observe it happening.

5.

List the types of events and their characteristics that would suit the project management approach.

This is an advanced question as it relates to the very nature of events, in particular the changing nature of the event environment. One observation that will help you formulate this is the use of project management software. Certain events are well suited to this type of software. Repeat exhibitions and conferences are an example.

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Solution Manual to accompany Festival and Special Event Management 5e

Case Study Questions Using spreadsheets to plan an event 1.

Considering the scope of work illustrated in this case, discuss the changes to this scope if the opening event took place in western Europe.

The reason for this question is to illustrate that culture and regional difference make a difference to both the scope and the way it is described. However the project system is invariant. One of the differences will be found in the risk management such as legal issues. The safety codes vary significantly from region to region. The compliance issues - such as permissions and licences – and the time to obtain them is a significant actor.

Cultural issues are found in all areas such as the most obvious of hospitality and protocol and not-so-obvious cash flow and payment methods.

The date of the event will de different.

It is a common mistake made by successful event companies in one country to assume that the elements of the scope of work are the same in different regions of the world.

Cultural differences alone will affect every element of the scope from catering to entertainment to finance.

2.

Estimate how many people would comprise the event team. Which tasks and responsibilities would be outsourced? What are the problems outsourcing poses?

The method do this is to map the work breakdown structure to the team members and ascertain the amount of work that has to be performed.

The core team would comprise a Producer, Project Director, Finance Director and Creative/Design Director and Operations/logistics Manager. This enables the team to expand as the event gets closer. The key roles of the Project Director are to develop the project plan, integrate all the plans and tasks and lead in the risk management.

This core team decides on the outsourcing which would initially be the responsibility of the Project Director and then the Operations/logistics Manager. Most of the onsite elements would be outsourced.

Most of the internal problems with outsourcing will come from the new companies and the new relationships needed for the special event. Outsourcing issues will be covered by the risk management plan.

3.

How would you deal with the last minute cancellation of the main entertainment act?

This is a risk management issue and not uncommon in the event world. The some of the tactics are: 1. Make sure you always have a back up and this is a good reason to get quotes for any outsourced supplies.

2. Make sure you have a professional MC. The MC can cover many issues and they are often quite adequate at filling in or coming up with last minute ideas to fill the time.

3. Communicate with the client so there is no misunderstanding.

There are many other tactics that should be discussed. Most people have been to events when the main act has cancelled and therefore can shed some light on the tactics. © John Wiley & Sons Australia, Ltd 2010 4

Chapter 6: Project management for events

Case Study Questions Ha’il Desert Festival 1.

Research the world’s desert festivals, such as those in Australia, Morocco and Tunisia. Compare the program for each and discuss how the differences reflect the cultures of the host country.

Some of the festivals use the desert as a theme or an aspect of the desert. An interesting use of an aspect of the desert is found in the Henley-On-Todd Regatta in Alice Springs. http://www.henleyontodd.com.au/ Some other festivals include Mali : http://www.festival-au-desert.org/ Tunisia: Festival of the Sahara in Douz India: Rajasthan, Jaisalmer Desert Festival Deserts are a perfect place for a modern music - rock, hip hop, festival and there are many of these around the world. Why is a desert a good venue for this?

2.

Select a desert festival and discuss whether the event would have worked better if the organisers had started with a small program and allowed it to grow.

The discussion should look at the history of the festivals. Unfortunately many events do not keep record their history or compare their development to other events.

3.

List the stakeholders for the festival you chose in question 2.

It is important that the stakeholder list is comprehensive. The best process is to use the work breakdown structure and ask what stakeholders have an interest in each of the management areas.

For the Ha'il Desert festival the stakeholders include: • Ha'il University • Locals • Ha'il Local Government • UNESCO • Event team • Competing events • Government services: police

© John Wiley & Sons Australia, Ltd 2010 5

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

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Solution Manual to accompany Festival and Special Event Management 5e

Chapter 7 - Financial Management and Events Questions 1.

The budget is often perceived as the most important part of event management.

What are the limitations of running an event by the budget? Do many events such as the arts festivals always come in under budget? What can lead to drastic changes in the budget?

The major limitation stems from the fact that the items in the work breakdown structure that do not cost much money are overlooked. Focusing on the budget, may miss compliance issues - such as licences, or protocol. Neither of these would be important in the budget but they may result in the closure of the event.

The history of the Sydney Festival provides an example of over/under budget swings in events. There are many factors that could lead to drastic changes including a change in the overseas exchange rate and a sponsor withdrawing.

2.

It is said that the cost of a public festival divided by the number of attendees is approximately the cost of a cinema ticket in that country. Is this true? Is this an example of the consumer comparing how they will spend their money? Using a local festival or sports event, test this hypothesis The problem with costing public events is that many of the costs are hidden. The costs of the police and other public services are rarely taken into account. Although with the international financial crisis many cities are now reconsidering these hidden costs.

The cinema ticket concept was originated by the author (O’Toole) as a comparison to the famous Big Mac index of economies. Whereas the Big Mac index is based on cost pricing, the cinema ticket is market pricing - i.e. what the consumer is used to paying.

3.

Identify the cost centres and revenue sources for: (a) a celebrity poetry reading for a charity (b) a rural car auction with antique cars (c) a corporate Christmas party (d) a hot air balloon festival.

The best way to approach this question is to create a table with each of these events as a heading. It is surprising how many items each event has in common. Beware of the answer “financial sponsorship from the suppliers”. A common mistake made by novice event managers. The suppliers make their livelihood suppling events. If they sponsor the event they have diminished their livelihood with no return.

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 7:

4.

Financial management and events

Why is cash flow of such importance to event management? Can an event be run on credit?

Cash has a time value. Cash that is available at a certain time will pay a supplier and can increase goodwill. Goodwill is a value that can be exchanged for cash such as discounts at another time.

Events are often financed through loans, such as credit facilities. The risk is the ability of the event to create enough profit in time to repay the loan. This is a further example of the time value of money.

5.

Using the event break-even chart in this chapter (figure 7.5 on page 197), explore other options to increase the ticket sales. Include the element of time, such as the timing of decisions and when the effects of decisions are felt. Discuss how problems of control and information of the ticket sales in the lead up to an event will affect the chart and therefore the decisions?

Some of the tactics to increase ticket sales under the constraint of time are: 1. Bundling - add an extra incentive such as another music group 2. Search for another market 3. Find another communication channel such as a web group (for example, Facebook).

The sale of tickets for these types of events is a prime concern for the event producer or owner. For major concerts such as Akon, where the outlay may be measured in millions of dollars and many of the costs are fixed, the promoter may have on-the-hour reports on ticket sales. This aspect of time and sales is a common problem for people who are new to the industry.

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Case Study Questions Pricing event management service: the importance of 'pricing right'

1.

Analyse the risk of underpricing.

Using chapter on risk management, the analysis first concerns the environment of the event. This is the political, social and economic background. There are external, internal risks and risks in combination. For example underpricing may become a major risk if combined with a change in the exchange rate or a star performer cancelling. Underpricing makes the event management far more sensitive or exposed to other risks.

2.

Is there an ethical problem with overpricing? Discuss the long term implications of overcharging for the event industry and the event company.

This is a vital question to discuss as over pricing has lead to a number of disasters. It comes under the general term of unjust enrichment.

The group can discuss the general moral of this and they can discuss the consequences.

3.

Can there be a standard price for event management services? Could this be set by government? What would be the implications?

One of the problems in this area is the intangible nature of the outcomes of an event and the inability to measure these in a way that is agreed by the industry and government.

However within government services - such as the local council - there are standard levels of payment and event management sits on one of those levels.

© John Wiley & Sons Australia, Ltd 2010 4

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

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Solution Manual to accompany Festival and Special Event Management 5e

Chapter 8 - Human Resource Management and Events Questions 1. Interview the organiser of an event of your choice and ask him or her what legal/statutory requirements have an impact on human resource management processes and practices.

Before undertaking this exercise, students should be encouraged to develop a basic understanding of the legal obligations of event managers by contacting the organisations given on page 249. Armed with this information, a series of open-ended questions regarding the application of various statutes and laws to the events area can then be developed to guide the interview process. In particular questions relating to laws in the areas of occupational health and safety, industrial relations/working conditions and discrimination should feature in any interview.

2. In the context of a specific event, identify the policies and procedures regarding human resource management. Collect examples of forms and other material that support them.

Areas where policies and procedures might be developed for a given event are provided on page 224-6. In particular such policies and procedures might deal with recruitment and selection; training and professional development; supervision and evaluation; termination, outplacement, reemployment; and evaluation

3. Develop a job specification for a management position within a special event of your choice.

The components of a job specification are given on page 223 along with an example.

These specifications concern experience, qualifications, skills, abilities, knowledge and personal characteristics needed to perform a given job.

4. Construct an interview checklist for candidates seeking a management position within a special event of your choice.

Responses to this question should include the key elements of the checklist given on page 232 (Figure 8.7), specifically: 1.

2.

3.

4.

5.

Qualifications held Employment history Extent to which applicant meets essential criteria for the position Extent to which applicant meets desirable criteria for the position Organisational fit (a) To what extent will the position result in personal satisfaction for the © John Wiley & Sons Australia, Ltd 2010 2

Chapter 8: Human resource management and events

applicant? (b) To what extent does the applicant identify with the organisation’s values and culture? (c) Can the applicant’s remuneration expectations be met?

5. Discuss two theories of motivation and indicate how an event manager might draw on these theories to motivate their paid and volunteer staff.

Responses to this question should reflect an understanding of process and content theories of motivation. An overview of these two theories is given on pages 243 - 246. The two examples given in the text in the context of process theory are equity and expectancy theory. The former is based on the premise that all employees expect to be treated fairly, while the latter holds that an individual’s motivation to act in a particular way comes from a belief that a particular outcome will result from doing something. Content theories concentrate on the things that motivate people to act in a certain way.

Content theories of motivation provide event managers with some understanding of workrelated factors that initiate motivation; they also focus attention on the importance of employee needs and their satisfaction. In specific terms they may result in: ensuring individual needs are understood in designing jobs; instituting processes of recognising achievement; empowering staff so they can take responsibility for the outcomes of their part of the event; and providing opportunities for them to grow in skills, experience and expertise.

Process theories highlight the need for event managers to ensure they maintain a sense of fairness in the workplace. This can be done via the development of policies that apply to all staff, and the development of appropriate reward systems.

6. Identify an event that makes significant use of volunteers and critically assess its approach to recruiting, selecting, managing and motivating this component of its workforce.

This question requires students to refer to the process given in figure 8.5 (page 227), along with the associated discussion on pages 227 – 246. Responses therefore should address in turn each of the key areas noted in the question. In discussing recruitment, emphasis should be placed on the various ways volunteers can be accessed by events, particularly: using stakeholders; sponsor engagement; identifying key sources of potential volunteers in a community e.g. schools; seconding staff; utilising existing programs for the unemployed; gaining the assistance of local and specialist media; targeting specific groups/individuals with specialist skills; registering with volunteer agencies; and conducting social functions. Mention should be made of the value of policies and interviews in the context of the volunteer selection process, before students go on to discuss approaches to managing volunteers. In this regard they should note that volunteers can be managed in similar ways to that of full time staff by establishing goals, undertaking performance appraisal and providing rewards, and engaging in performance review and discussion. Motivation of volunteers can be achieved through drawing upon the insights provided by context and process theories (see question 5).

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Solution Manual to accompany Festival and Special Event Management 5e

7. Propose an induction program for paid staff entering into the employ of a large-scale sports event.

The elements of an effective induction program are given on page 235. Specifically these are: • • • • •

Provide basic information about the event (mission, objectives, stakeholders, budget, locations, and program details).

Conduct tours of venues, suppliers, offices and any other relevant locations.

Make introductions to other staff and volunteers.

Give an introduction to the organisational culture, history and working arrangements.

Overview training programs (both general and position specific).

In responding to this question students will likely draw upon these elements as the basis of their proposed induction program.

8.

Identify a post event volunteer survey that has been conducted for an event, and discuss how the results of the survey might help to improve the future volunteer policies and processes of the event..

In responding to this question, students can use the example provided in Figure 8.13 as their starting point or can search for other volunteer surveys on the world wide web. A good example can be found here: http://treeday.planetark.org/documents/doc-196-ntd08-volunteer-survey-summary.pdf Students should look at section header, Motivating staff and vounteers and Maslow's Hierarchy of needs as a guide when answering this question.

9.

Interview the members of an event team, and compare the characteristics of the team with McDuff’s 14 point formula for effective team building and maintenance described in the chapter.

The formula referred to here is given on page 247. Students can use the case study found at the end of the chapter to answer this question, "The people Matrix of the Woodford Fold Festival", or alternatively can choose an event team of their own.

10. In general terms, what responsibilities does an event organisation have to its employees under occupational health and safety legislation?

Students should be requested to consult Worksafe Victoria’s website: http://www.worksafe.vic.gov.au/wps/wcm/connect/wsinternet/WorkSafe/Home/Laws+an d+Regulations/Employer+Rights+and+Responsibilities/ At this site the general OH&S requirements of employers are listed.

© John Wiley & Sons Australia, Ltd 2010 4

Chapter 8: Human resource management and events

Case Study Questions 1. What do you think are the main reasons for the success of the human resources strategy of the Woodford Festival?

The main reasons for the success of the human resources strategy of the Woodford Festival are summarised on page 251 - engaging passionate people, empowering them, and recognising, rewarding and maintaining their energy. The festival organisers have identified seven critical areas in striving for high levels of volunteer satisfaction and retention: • recruitment - ensuring that the volunteer has been correctly selected for the position • communication - ensuring that the person knows exactly what the job entails • resourcing - ensuring that the person is given the relevant resources to undertake the role • training - ensuring that appropriate training is delivered for the position • motivation - ensuring that the volunteer is motivated to do well • supervision - ensuring that the person is given supervision and feedback on their work and has a clear communication path for problem solving • recognition - ensuring that people are appropriately recognised for their contributions.

2. What are some of the advantages of the flat management style employed by the festival?

Advantages of the flat management style employed by the festival include: • Departments are autonomous, with department heads given the independence to plan and carry out their work, enabling them to build a team and create a culture within their department • Individuals are able to engage their personal management attributes in order to achieve greater department success and job fulfilment • Succession planning is facilitated, with department heads empowered to appoint their own key offsiders and encouraged to appoint and train their replacement • There is a consistent preservation of corporate knowledge through very high staff retention.

3.

What are some of the ways in which the festival motivates and rewards its volunteers?

Woodford Festival volunteers receive a free entry ticket, a distinctive handmade volunteer medallion, an invitation to the volunteers' party, access during the Festival to a volunteers' lounge with complimentary facilities, and a certificate of appreciation.

© John Wiley & Sons Australia, Ltd 2010 5

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 9 – Marketing planning for events Questions 1.

Do you agree with the definition of marketing used in this chapter? How can it be improved?

The definitions of marketing shown in the text encompass most views on what marketing is.

The key point to reinforce is that marketing activities are designed to satisfy identified consumer needs, which all definitions include

2.

Why should an event manager segment a market? What are the advantages?

The point to stress here is that as the definition of marketing used suggests that it focuses on satisfying target market segments’ needs, but different segments have different needs.

Therefore the product offering is different for different market segment as different needs are to be satisfied. For example different products at different products are offered at a cricket test match for different market segments at different prices – young men; families; members; older people with higher comfort needs.

3.

Outline five key motives for attending a community festival. Why should event managers focus on these motives, rather than the motives of the festival organisers?

Motives are: • socialisation or external interaction — meeting new people, being with friends and socialising in a known group • family togetherness — seeking the opportunity to be with friends and relatives and doing things together to create greater family cohesion • escape from everyday life, as well as recovering equilibrium — getting away from the usual demands of life, having a change from daily routine and recovering from life’s stresses • learning about or exploring other cultures — gaining knowledge about different cultural practices and celebrations • excitement/thrills — doing something because it is stimulating and exciting • event novelty/ability to regress — experiencing new and different things and/or attending a festival that is unique.

Motives are similar to needs, and the role of the event marketer is to establish what each segments’ needs are and then to produce a product that satisfies those needs.

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 9: Marketing planning for events

4.

Identify the key steps in the consumer decision process. Offer examples of how each step affects the event consumer.

•

• • • •

5.

problem recognition — the difference between someone’s existing state and their desired state relative to leisure consumption: the potential consumer is dissatisfied with some aspect of their life and realises that attendance at a special event can rectify this information search — an internal and/or external search; limited or extensive search processes for leisure (including event) solutions: provided the event’s promotion is effective, the potential consumer will place an event on the consideration list evaluation and selection of leisure alternatives: provided the marketer knows the needs of the target market, effective promotion will usually result in the event being selected choosing whether to attend an event and which optional purchases to make at the event or festival evaluation of the post-event experience: was it all worth the costs (financial, temporal, physic) will establish if the consumer will choose this event again

Given that the Manly Musical Society (see event profile on page 293) does not wish to make enormous profits and their cast and musicians are not paid, what do you think would be a fair price to pay for a ticket to one of their productions, which covers their costs and produces a surplus to fund their next production? Five shows including a matinee would be scheduled.

This is a fairly simple calculation based on this formula, which can establish an appropriate price: Number of seats available for sale x anticipated %age of seats sold x average ticket price – all forecast costs = net revenue. For example if there are 100 seats available for sale for each performance multiplied by 5, divided by 80% (anticipated occupancy rate), and total anticipated costs for the production are $4500, the unknown variable is the ticket price.

So 500 X 80% x n – 4500 = surplus. Give n a value of $20 and the equation becomes 400 x 20 =8000 – 4500 = 3500. If $3500 is an adequate surplus, and $20 meets all the other criteria for a price, then that can be suitable

6.

What are the advantages of conducting research into event consumers? Are there any negatives in this process?

It is a major precept of marketing that the activity endeavours to satisfy identified consumer need. Therefore the more marketers know about their target market, the better the marketing mix will satisfy consumer needs. If done by market research companies cost can be a factor, but there are other cheaper methods of research.

© John Wiley & Sons Australia, Ltd 2010 3

Solution Manual to accompany Festival and Special Event Management 5e

7.

Give three examples of product development that the Manly Musical Society could effectively undertake.

Venue change; add different types of musicals to their repertoire (Operetta for example); offer a show and dinner package with local restaurants

8.

Compare and contrast the distribution tactics of the Port Fairy Folk Festival and the Manly Musical Society. Why do you think the Port Fairy Folk Festival uses these distribution methods? Could they make their distribution more effective and efficient? What would be the obstacles to this?

The Manly Musical Society and the PFFF now have similar distribution strategies; i.e. electronic distribution using the WWW. Up until the 2011 festival they used a postal system in which consumers had to write requesting tickets and then pay by cheque. They have also changed to email for all of their newsletters – much more efficient and effective.

© John Wiley & Sons Australia, Ltd 2010 4

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 10 - Promotion: Integrated Marketing Communication for Events Questions 1. Give an example of an event’s marketing communications. Place it on the Intefrag continuum and explain why it is at that position.

Students will chose from a wide range of events. The relevant aspect is that if the event’s communications are at the integrated end of the continuum they will have a consistent message using the same imagery, fonts, colours and spokespeople even though different media is used. Or they may choose an event that does not have these characteristics, and is at the fragmented end of the continuum. A topical example of integrated marketing communications is the Big day Out (at http://www.bigdayout.com/ ) which may well serve as a tutorial discussion point

2.

Give an example of an event that uses an integrated website in its operations.

Describe how, by using a website, this event achieved marketing efficiencies and increased its effectiveness.

There are many for students chose from, and the marketing efficiencies come from greatly reduced promotion and distribution costs. An apposite example is the Port Fairy Folk Festival, which for many years had an antediluvian attitude to the use of the Internet in its marketing. It now has a most effective and efficient site at http://www.portfairyfolkfestival.com. Though way they charge a $.60c booking fee could be discussed, and why they still have a postal mail booking method It is also of interest that PFFF have decided to use the Trybooking.com application (hence the .60c fee)

3.

What is the major difficulty in using an email campaign to promote a new event?

How can this problem be rectified?

Obtaining an effective list of email addresses is always the tricky thing in direct e marketing. Email lists can be bought from firms such as www.datajet.com.au though how effective the data are may be difficult to establish. The most effective way is to build a list from on or offline advertising by asking respondents to supply their email address when buying tickets

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 10: Promotion: integrated marketing communication for events

4.

Using the format of table 10.3 construct a promotional plan for an event of your choice.

This is an interesting exercise for students to complete, as it brings something quite theoretical to life. If students are completing a marketing plan for an assignment, this is an excellent way for them to start work on their promotional plan. It also shows how the objective and task method of promotion budget calculation can be done

5.

Explain how personal selling would or would not be used in an event of your choice.

The key point to be made with this question is that personal selling is very time consuming and manpower intensive. Examples of where personal selling is appropriate are an Event Manager selling the benefits of an event to a potential sponsor or an Event Manager joining a radio program to explain to listeners the benefits of the event.

CASE STUDY QUESTIONS 1. How can the media release from the Royal Agricultural Society be improved?

The essence of an effective promotional press release is that it contains something that is new, and is therefore news. The ‘new’ element that the show offered in 2007 was the return of the freak show – The Psycho Sideshow of Anarchy. Instead of merely listing all the entertainment the media release could have focussed on this element, which would probably have resulted in more media coverage. It is interesting to note that the Sydney Morning Herald journalist (Lewis, 2007) focussed on this aspect in the story written for the paper as a result of the media release

2. Why does the release mention the name of Mr Aitken, who is not the author of the release? What are the advantages of doing this?

He is the event’s General Manager Events and Marketing and is therefore a figure of authority in the organisation that a journalist can quote with impunity. The author was probably a public relations staffer working in Mr Atkins’ department.

By quoting Atkins, the media release and its consequent use in the media achieves greater credibility.

© John Wiley & Sons Australia, Ltd 2010 3

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 11 - Sponsorship of Special Events Questions 1.

What is the difference between looking at event sponsorships as philanthropy rather than as a business relationship?

Philanthropy is the giving of resources to a person or organisation without any thought of a return or reward (for the love of humankind, the origin of the word) whereas sponsorship is a reciprocal business relationship where the sponsor and the sponsee want a) a return on their investment, or b) recompense for a benefit provided by the event.

They are in an equal business relationship, not a philanthropic one.

2.

What is the significance of understanding Crompton’s exchange relationship model for effective sponsorship management.

This model explains graphically how sponsorship is a mutually dependent phenomenon.

Students must be able to articulate the importance of the sponsor receiving something of value in return for their sponsorship investment. It is the essential difference between sponsorship and either grants (usually for some level of government) or philanthropy.

3.

Describe the benefits sponsorship can offer a potential sponsor in contrast to other forms of marketing communications.

The key point is that it can be more effective and efficient way of spending promotional funds as long as the target market of the event and the sponsor are congruent.

4.

Sponsorship may not be appropriate for all events. Why is this?

Students will identify any number and type of events that they believe should not be sponsored based on their personal belief systems. While just about every type of event that is publicly staged is now sponsored in some way, those events that attract sponsorship need to be able to develop a business partnership with the sponsor. If an event/festival does not have the resources/personnel to effectively service a sponsorship (this may be the case with very small, not-for-profit events), then a different form of support such as philanthropy (donations) or grants (one-off forms of assistance to build an event) may be more appropriate for the event. Apart from this ability to service a sponsorship, in some cases, the stakeholders of events are against commercial sponsorship e.g., some conservation groups and some cultural groups. Thus, event organisers need to be cognisant of the beliefs of their members/stakeholders.

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 11: Sponsorship of special events

5.

Why are precise details of the property’s target market important, if not vital, for a sponsorship proposal?

The various methods of describing an audience for an event are usually based on market segmentation, for example demographic or psychographic segmentation. The key to a successful sponsorship proposal is to highlight that the target market for the event is congruent with the event’s. This will show the potential sponsor that the market for the event is the sponsor’s market and the sponsorship will be an effective method of communication with their customers

6.

Identify a festival or event of interest to you and state the steps that you would follow in identifying potential sponsors for this event.

The process of identifying the saleable assets of the event or festival and matching those assets with potential sponsors is central in answering this question. In particular, potential sponsors must want to gain access to those audiences that the event will attract. A wide range of research tools is available to the event’s marketer in locating suitable sponsors e.g., newsletters of industry associations, business and financial media and the worldwide web. Recommendations from previous or existing sponsors of the event and word-ofmouth among colleagues and associates can also be very useful to marketers in their quest for well matched, event sponsors.

An example of this would be the agricultural shows that are held in every Australian capital city. The major saleable asset is that they appeal to a large mass market, across most demographics and socio-economic status (SES). Therefore, the event should target those firms that market products to a mass audience. http://www.eastershow.com.au/sponsors/index.html shows the sponsors of the Sydney Show, all of whose markets are mass.

7.

What methods are available for calculating the price to charge for a particular sponsorship proposal?

One method is to establish the cost of reaching a similar target market using other media (press or electronic) and then charging slightly less than this price. Another is one of comparative pricing – establish what similar events charge for sponsorship and charge a similar amount. Another is to calculate the total of benefits available in the sponsorship – hospitality for sponsor’s clients, staff etc; media exposure to a target market; merchandising opportunities; product demonstration opportunities

8.

Select an event and establish the actions it takes to manage the sponsorships associated with the event.

Students need to conduct an interview with the person responsible for managing sponsorships of an event and establish their sponsorship management methodology, then compare the answers with what the text says on the topic. Alternatively they could contact a firm that sponsors events of any type and interrogate the responsible person on © John Wiley & Sons Australia, Ltd 2010 3

Solution Manual to accompany Festival and Special Event Management 5e

how they choose sponsorships. In other words conduct a sponsorship management analysis. They would then need to explain any differences between what the text says and what the practitioner does.

This is an interesting exercise for students as it encourages them to gather data, then engage in critical thinking on the analysis of that data, as they are comparing the theory (what the text says) and reality (their observations). It could also encourage vibrant debate in the tutorial class

9.

What sorts of additional benefits could a three-day rock festival property offer potential sponsors in addition to the standard naming rights and brand exposure?

Musical concerts can offer varied benefits including: • Free tickets for sponsor’s customers and distributors; • Entre to the after party for sponsor’s guests; • Back stage passes to sponsor’s VIPs • Opportunities for sponsor’s guests to meet the acts; • Merchandising opportunities at the festival; • Product demonstrations at the festival; • Venue signage

© John Wiley & Sons Australia, Ltd 2010 4

Chapter 11: Sponsorship of special events

CASE STUDY QUESTIONS 1. Explain the Pillar & Beam concept of brand partnership in your own words.

Students should answer in these terms: the beam is the fit between the sponsor and the event that creates synergies for both parties. The pillars are the tools used by both sponsor and sponsee to communicate to the target market the benefits offered by the sponsor’s products.

2. How can this concept be helpful in applying sponsorship to an event?

The merging of two brands creates synergies for both. For example a major sporting organization such as the A League of Football Australia has very strong brand recognition and identification with a particular market as does its sponsor, Hyundai Australia. The Pillar & Beam concept postulates that these two brands are both strengthened by their relationship with each other.

3. How does this brand partnership with the Fire Brigades of NSW help McDonald’s?

The McDonald’s brand is enhanced by its association with a well known and respected community service such as the NSW Fire Brigade (now called Fire and Rescue NSW, by the way).

4.

How can the Pillar & Beam concept be applied to the sponsorship of a major sporting event?

By understanding that the brand identity of the sponsor must fit with the brand identity of the asset, which will result

© John Wiley & Sons Australia, Ltd 2010 5

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 12 - Sustainable Event Management Questions 1.

How can the concept of sustainable development be applied to the event industry?

The industry as a whole can engage in sustainable development by adopting the upcoming ISO 20121 standard and implementing events sustainability management systems. The first step is for the organisation to define the sustainable development principles to which it adheres. These should be written as a statement of purposes for the organisation. Next the event should look at the sustainable development issues that apply to its unique circumstances. Each event will have different issues and issues of varying significants. Issues that the event has control or influence over and which will cause a significant impact, or issues which will have a significant impact but the event cannot completely control or influence should be addressed.

2.

Briefly discuss the path followed by the Olympic Games in its efforts to engage with the concept of sustainable development.

The evolution of the Olympic Movement’s engagement with the concept of sustainable development involved: • Signing of the Earth Pledge in 1992. This document required that signatories both acknowledge the importance of the environment to humanity’s future and committed them to act in ways that would protect it; • Signing of a cooperation agreement with the United Nations Environment Program (UNEP) in 1994 designed to facilitate the leveraging of future Games for environmental awareness raising and education purposes; in later years this relationship progressed to providing assistance to bidding cities in completing the environmental aspect of their bid documents, and memorandums of understanding between the UNEP and Olympic host cities (commencing with Athens in 2004); • Proposal (in 1994) and later adoption of the environment as the third pillar of Olympism; • Conduct (in 1994), in association with the UNEP, of the first World Conference on Sport and the Environment (WCSE), an event that has been conducted biannually since. At this event a number of actions were taken, including the endorsement of the Congress’s decision to make the environment the third pillar of Olympism and its recommendation to create a Sport and Environment Commission (SEC); • Amendment (in 1996) of the Charter of the Olympic Movement to recognise the greater emphasis that the Olympic Movement was placing on the environment; • Incorporation of environmental criteria into the bidding criteria for Olympic bidding cities such that candidates for the 2002 winter Olympic Games were the first cities to respond to such criteria in their bids; • Adoption by the IOC of its own version of Agenda 21 (in 1999); and © John Wiley & Sons Australia, Ltd 2010 2

Chapter 12: Sustainable event management

• Increasing desire, independent of the IOC’s sustainable development agenda, by most Olympic most cities, such as Sydney in 2000, to minimise environmental impacts of the event and to generate a positive environmental legacy from it.

3.

How has increasing consumer awareness of environmental issues impacted upon the conduct of events?

The trend towards increasing consumer awareness of environmental issues is well established. In the context of events, however, there is little substantive research to indicate whether people are influenced by environmental concerns in their decisions to participate in or attend them. Nonetheless, some writers believe that this influence exists, and that event organisers need to ensure that they reflect their market’s concerns in this area if they are not to experience a consumer ‘backlash’. In support of this contention, it can be observed that many events now have stated environmental policies and/or information concerning how they are managing their environmental impacts included on their websites.

4.

What types of solutions might be available to events seeking to reduce their environmental impact?

Environmental impacts centre on resource consumption/use and waste creation and disposal. Purchasing sustainably (materials, supplies, products, services, etc.) is a major way to reduce impacts. Designing in waste reduction to the event plan, and having identified end-of-life for every possible area of waste generation is also important; managing water, and conserving its use, ensuring no toxic emissions to waterways is another way and reducing energy consumption and using sustainable and zero emissions energy options. Encouraging increased use of public transport, walking and cycling to an event will significantly reduce GHG emissions as a result of transporting people to the event.

5. Briefly discuss how waste associated with food preparation and consumption at events can be minimised.

Use reusable crockery and cutlery rather than disposable serviceware. If you have to use disposables make sure you are going to be able to either recycle or compost the waste. If you do decide to go for recyclables, ensure you check that the MRF can process ‘dirty’ plastics. (food contaminated). Also, make sure you don’t over cater. Any leftover food can be donated to a social welfare organisation or use a service such as Oz Harvest.

© John Wiley & Sons Australia, Ltd 2011 3

Solution Manual to accompany Festival and Special Event Management 5e

6.

Select an event that has made a significant effort to engage with the concept of sustainable development and identify and discuss the practices it has employed for this purpose.

A number of large scale events are now making significant efforts to engage with the concept of sustainable development. Students should be encouraged to search the internet for such events. Any recent/planned Olympic Games (summer or winter) or FIFA World Cup website should provide sufficient information to answer this question. Students should be encouraged to join the Sustainable Event Alliance (www.sustainable-eventalliance.com) to keep up to date on this every changing industry.

7.

Identify two non-sporting events that have developed environmental policies. Briefly indicate the core aspects of these policies.

An example of an environmental policy has been provided in the text (Woodford Folk Festival - Figure 12.2, page 401-2). Students should be encouraged to seek out at least one other Australian or international example (e.g. Roskilde Music Festival, Denmark) when answering this question. Responses to this question should also make clear the relationship between an event’s environmental objectives and its associated environmental strategies. In this regard, the Woodford Folk Festival provides a clear example of this linkage.

8.

The Sydney 2000 Olympic Games is still thought by many to be the ‘greenest’ Olympic Games yet to take place, even though several summer and winter games have been conducted since. Why do you think this might be the case?

The key issue to be identified in response to this question is the level of prior support for, and engagement with, the concept of sustainable development within an events host community.

9.

What role does the United Nations Environment Program now play in the delivery of environmentally friendly events?

Responses to this question should focus upon the UNEP’s decision to form partnerships with large scale sporting events in order to leverage them for environmental awareness raising and education purposes.

10. Access the Sustainable Event Alliance website, www.sustainable-event-alliance. com, and briefly state the types of information available on it that might assist an event manager in producing events that are more environmentally friendly.

This site provides information concerning how environmentally efficient methods are currently being employed at music and arts festivals and how the impact of festivals on the environment can be limited. Key areas addressed here include: traffic, waste, CO2 emissions, noise, water, land damage. www.sustainable-event-alliance.com

© John Wiley & Sons Australia, Ltd 2010 4

Chapter 12: Sustainable event management

Case Study Questions WOMADelaide Questions for this case will be inserted into the text upon reprint.

1.

Identify and briefly discuss each of the initiatives employed at WOMADelaide to minimise waste generated by event visitors.

Major initiatives included: visitor education designed to result in higher levels of recycling; briefings given to sponsors, artists, stallholders and staff on waste minimisation initiatives; requirements on food venders to provide only biodegradable crockery and cutlery and clear cornstarch glasses; prohibition on the giving out of plastic bags and promotional items such as balloons; provision in the catering area of bins for biodegradable waste; and collection of cardboard and paper for recycling.

2.

In general terms, what were the key outcomes of WOMADelaide’s waste minimisation efforts?

Discussion here should centre on the diversion from landfill of significant quantities of waste through recycling and composting.

3.

What areas of their waste management practices have WOMADelaide identified where improvements might be made?

Key areas identified in the case were: improved recycling facilities in the catering areas, with dedicated personnel provided to assist; provision of cardboard and paper skips backstage; and the banning of non-complying vendors.

1. Identify and briefly discuss each of the initiatives employed at WOMADelaide to minimise waste generated by event visitors.

2. In general terms, what were the key outcomes of WOMADelaide’s waste minimisation efforts?

3. What areas of their waste management practices have WOMADelaide identified where improvements might be made?

© John Wiley & Sons Australia, Ltd 2011 5

Solution’s Manual to accompany

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Prepared by Steve Brown

Flinders University

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Solution Manual to accompany Festival and Special Event Management 5e

Chapter 13 - Event Tourism Planning Questions 1. Discuss the value of having a clear understanding of a destination’s overall tourism strategy before embarking on the process of creating an event tourism strategy.

An understanding of this strategy might provide the basis for establishing event tourism visitation targets, as well as providing insights into destination branding and positioning efforts that an event tourism strategy might be required to support.

2. List and discuss three goals that a destination may seek to progress through the development of an event tourism strategy.

Responses to this question might note leveraging events for economic gain; geographic dispersal of economic benefits flowing from tourism; destination branding; destination marketing; creating off-season demand for tourism; enhancing visitor experiences; expansion/improvement of destination infrastructure and tourism infrastructure; and progression of a destination’s social, cultural and/or environmental agenda.

3. What types of non-tourism goals might a destination seek to achieve by expanding its focus on event tourism?

Discussion here should centre on the use of events to achieve social, cultural or environmental objectives. A well developed answer will draw upon selected events such as the 2010 World Cup in South Africa or the Beijing Olympic Games to support any discussion.

4. In the absence of a single body with responsibility for directing a destination’s event tourism efforts, what approaches might be used to ensure a coordinated response to this task?

Approaches that can be used for this purpose include shared board memberships, clearly defined organisational missions, regular ‘round table’ meetings, and conditions attached to organisational funding.

5. Briefly discuss the three broad strategic options available to destinations seeking to expand visitation through the use of events.

The three options that this question refers to are: existing event development, bidding and new event creation.

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 13: Event tourism planning

6. Briefly explain the strategic value to destinations of establishing objective criteria upon which to rate their events.

Discussion should initially focus on what event ‘mix’ is likely to be most appropriate to a specific destination's event tourism strategy and then discuss what criteria can be used to evaluate the success or otherwise of those events in helping to achieve the destination’s strategic goals.

7. What types of action might bodies with a major involvement in event tourism consider taking to develop the event sector in their destination?

Responses to this question should note the following actions: financial support; ownership; bid development and bid support services; event sector development services; coordination; and event/destination promotion services. Other actions may also be noted including providing advice on the negotiation of television rights and merchandising strategies, lobbying on behalf of the sector, and assistance with the development of risk management, marketing and business plans.

8. Briefly discuss how events can play a role in branding a destination.

Discussion here should centre upon the capacity of events to reinforce, change or create a brand for a destination. Examples cited in the text, such as the Australian Country Music Festival, may feature in supporting discussion here. This event has been extremely successful in branding an otherwise average regional centre as the centre of country music in Australia.

9. Draw a basic event tourism strategic planning model. Briefly describe each step in this model.

Responses to this question require the replication of a diagram similar to that provided in Figure 13.1 (page 389) along with a brief discussion of each of the linked steps in such a model. The key steps given in this model are: situation analysis; development of event tourism goals; creation of event tourism organisational structure; development of event tourism strategy; implementation of event tourism strategy; and evaluation of event tourism strategy.

10. Discuss the various forms that grants from event tourism bodies can take.

Grants may take a variety of forms including: grants based on potential/actual tourism benefits identified as flowing from the event; seed funds to assist in the establishment of an event; and grants designed as incentives for the owners of an event to conduct it in a specific destination.

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Solution Manual to accompany Festival and Special Event Management 5e

Case Study Questions Barossa Under the Stars music concert 1. Undertake a situational analysis for the event and identify the goals that could be set for the event based on your analysis.

Responses should build on the original situational analysis (page 414) taking into account contemporary issues of relevance (e.g. new competitors like Day on the Green) using the format detailed in Figure 13.2 (page 392). Goals set should follow the follow the broad categories detailed in Development of Event Tourism Goals (pages 393-398).

2. Identify the ways in which the Barossa Under The Stars event could be used to generate positive outcomes for the Barossan community.

Discussion should be based on the original four goals detailed (page 415) and then on what further positive outcomes might be generated. Reference should then be made as to how some or all of the goals outlined on pages 393-398 might be achieved for the Barossan community.

3. Describe how you would evaluate the event to provide evidence of its contribution to the positive outcomes identified in question 2.

Reference should be made to the discussion on pages 398, 411-12 as well as discussion of what the appropriate evaluation methodology might be for each of the measurable outcomes identified. The evaluation could, for example, provide evidence of real measures such as dollar amounts (tourism income generated), numbers (of event visitors), or column centimetres (of event media coverage).

© John Wiley & Sons Australia, Ltd 2010 4

Solution’s Manual to accompany

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Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 14 - Staging events Questions 1.

Discuss the relationship between the staging of a theatrical play and the staging of a special event. What are the similarities? What are the differences?

Although both have similarities, in reality the event has far more pressure to be right the first time. Some of the differences are: 1. Theatre production takes place in a highly controlled environment compared to many events. The lighting, sound, internal climate, the number and seating of the audience, the expectations of the audience are variables that become fixed in a theatre.

2. Due to its ‘one off’ nature, many events have a mixture of suppliers who are unfamiliar with the venue, the event and each other.

3. The audience is often very familiar with the story performed in the theatre and therefore the art of the theatre production is interpretation.

2.

Many corporate events use a classic film, such as The Godfather , a book or a TV series as the theme for the event. Decide on five themes and list the elements of staging — venue, food, design, program, props, sound system, and entertainment — and their relationship to the theme.

Almost all major films and TV series have been used as a theme for events. The corporate party event organisers often ‘borrows’ these. The legal position on this concerns intellectual property. However it is instructive to use these as an exercise as all the students would be familiar with them. Moulin Rouge was a common theme for years after it was released. The music, entertainment and costumes were easy to copy. However it was the venue, sound system, lights and catering that were difficult. This question also concerns how far to go with the replication. Should a Gladiator themed party use a sound system?

3.

The elements of the staging of an event vary in importance according to the type of events. Discuss this in relation to the events held at a university.

First list the types of events that occur at the University such as seminars, conferences, gala dinners, award ceremonies, sports meets and graduations. Also many Universities hire out their venue for other events such as the Olympics, religious gatherings, charity nights, fashion shows and exhibitions.

Once the list is compiled use the elements of staging as column headings and fill in the table. This can be done by different groups of students.

The aim is to make sure that the students understand: 1. Universities, like many venues, organise and host a large variety of events 2. Each of these types of events has a different combination and importance of the element of staging.

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 14: Staging events

4.

Using the list of event sites in figure 14.3 (page 425), produce a spreadsheet with the opportunities and risks each site would contain. Caves, for example, would have decoration opportunities and risks in the sound production, such as echo or a dead sound.

The student can use this as a discussion point. Another technique is to give the students an event - such as a wedding and let them find the opportunities and risks with each of these venues. Note that all of these venues have been used by the author (O’Toole) for events. If you would like to discuss this with the author please contact him via his website www.epms.net

5.

Compile a stage plan, contact responsibility list and production schedule with the relevant run sheets for: (a) a corporate party for the clients, staff and customers of a company (b) a fun run with entertainment (c) a large wedding (d) one of the stages for a city arts festival.

The students can also choose an event that they have attended. They will tend to choose an event that they liked. But it is important that the teacher uses the opportunity to explain that event management is about managing all types of events – not just enjoyable ones. This question can be used to teach the students the use of spreadsheets in event management. All the above tools can be set out in a single spreadsheet, using the worksheets.

6.

Discuss the constraints on programming the following events: (a) a large musical concert in a disused open-cut mine (b) an association award dinner (c) a multi-stage arts festival (d) a rough-water swim (e) a mining exhibition conference (f) an air show (g) a tax seminar for accountants.

This question provides an opportunity for students to list the origin of the constraints as well. Weather, for example, is a major constraint for a rough water swim and an air show but is of little importance to a tax seminar.

7.

What are the advantages for contracting one supplier for all the staging elements?

What are the disadvantages?

This is a very important question in the subject of procurement and contracts. It can lead into a discussion of the advantages and disadvantages of the ‘three tender’ approach.

© John Wiley & Sons Australia, Ltd 2010 3

Solution Manual to accompany Festival and Special Event Management 5e

8.

Develop a program for a battle of the bands concert appealing to 18 year olds. Be aware of the artistic content, time between performers for setting up, stage placement of the bands, audience responses and the flow of the program.

This is an excellent exercise in developing risk thinking. It is well to start with a draft program and then ask the students what can go wrong. The expectations of the audience are paramount to this. Delays in the program may be tolerated by this audience that would be unthinkable for an Opera for VIPs, for example.

Discuss the advantages of having two stages - Stage A has the band playing while stage B is being set up. Once the band on Stage A has finished, the audience turns to Stage B. Then it is reversed.

9.

Discuss whether the event manager needs to know the terminology of staging. What depth of technical knowledge should the event manager have?

There are two lessons involved in these questions: 1. find out the terminology of the specialists and this will assist the communication 2. the event manager needs to know a “little about a lot” Specialists all have their own terminology. Part of “being an expert” is being able to exactly describe aspects of your work. If the event manager wants to use experts then it is mandatory to understand some of the basic terminology.

© John Wiley & Sons Australia, Ltd 2010 4

Chapter 14: Staging events

Case Study Questions Festival of the Olive 1.

What are the characteristics of the theme of this event?

Heritage, environment and quality Mediterranean food.

2.

How does the theme reflect the requirements of the stakeholders and how did this change?

The purpose of this question is to illustrate that events develop. A festival will change year by year. In this case the uniqueness of the event was compromised and the loss of community support. However it provided an opportunity to re – theme the event. It therefore introduced a new community to the event.

3.

List the elements of staging.

Use figure 14.1 to do this. The students can be placed in small groups to make their list.

The results of each group can be compared and discussed

4.

Referring to chapter 6, what project management tools were used and why?

Although only one project tool – the Gantt Chart – is mentioned by name - the other tools such as work breakdown structure, the stakeholder analysis and risk management can be inferred from the description.

© John Wiley & Sons Australia, Ltd 2010 5

Solution Manual to accompany Festival and Special Event Management 5e

Case Study Questions Al Mahabba Awards Festival 2008 Abu Dhabi, UAE 1.

The case study uses the term ‘Islamic theme’. Discuss what this means and how it frames the staging elements.

This is an excellent opportunity for the students to research this important part of the world of events. Many Islamic countries are developing rapidly and increasing the number of public and corporate events. The oil rich Gulf, as illustrated in this case study, has numerous events. Some of the countries are more devote than others. For example in Saudi Arabia, all business must cease during prayer times. This has an enormous affect on events. A separate area for prayer must be set aside - one for men and another for women

2.

The program included many components such as poetry, film and music. Discuss why other aspects of events were not included — such as sport and product exhibitions.

The event was a social and culture event that promoted artistic expression.

3.

Using a table with the elements of staging, compare this event to other events with a religious theme such as World Youth Day in Sydney, Australia, and the Indian Kumbh Mela festival on the Ganges.

Each of these events can be researched on the internet. In particular the staging of the event can be seen on YouTube.

The Kumbh Mela is the largest event in the world in terms of numbers of participants. It is thought to be over 2000 years old.

World Youth Day was started in 1985. Interestingly the Patron Saint of World Youth Days is Blessed Mother Teresa of Calcutta.

4.

Explain how the elements of staging — such as the program, lighting and stage setup — would be reconfigured to enable the broadcast of the event.

There are two very different broadcasts of an event - live and recorded.

Live broadcast requires exact timing of all the production. Recorded broadcast allows far more leeway with the times and the program.

In both cases the lighting and sound has to be of broadcast quality. This can often interfere with the audience’s experience of the event on the night.

© John Wiley & Sons Australia, Ltd 2010 6

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 15 - Logistics Questions 1.

Logistics and operation are two terms that are often used together with reference to special events. Discuss the difference between them.

The use of the terms often reflects the type of event. A special event on an unusual site will be concerned with the flow of people, goods and services and therefore tend towards Logistics. A purpose built venue with most of the event elements already in place, such as a conference centre, event precinct or a theatre, will be more concerned with how the goods and services operate on site. Hence they will talk about operations.

Operations stress the onsite day to day running of the event. Logistics often includes operation as well as supply.

2.

Checklists are used by most event teams. Compile a checklist for the following aspects of event management (the best way to do this is to imagine that someone else will be undertaking each task using the checklist): • registration • power • lighting • advertising • volunteers • site inspection (on the day of the event) • equipment needed (by the event organiser, on the day of the event) • parking • artists needs (such as accommodation and transport).

This is best accomplished through group discussion. Many of the checklists can be sourced from the web. Some textbooks have these lists, such as Events Feasibility and Development by W O’Toole Elsevier 2011.

3.

Set out an emergency plan for a small event.

The students need to consider an actual event and work on an emergency plan. To do this it is best to start with a risk management meeting to discover what the risks are that require an emergency plan. Use Figure 15.14 as a guide.

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 12: Sustainable event management

4.

List the logistics tasks for: (a) a graduation ceremony for 2000 people (b) the launch of a new property development in a foreign country (c) an environmental awareness concert.

One way to accomplish this is to draw a logistics mud map. This is a hand drawn map that lists all the goods and services coming into the site and those going out of the site (a full explanation is found on the www.epms.net website). By using a project plan as set out in this text, the resource analysis and the work breakdown structure will assist in this process.

5.

Discuss the significance of a service road or cleared pathway at a public festival.

The service road is essential for events (such as public festivals) that take place over a number of days. It is used to supply the goods that are needed for the stalls and allows the waste to be removed without disturbing the attendee’s experience. It is a requirement for many public events to have an emergency pathway. Stadiums often have a peri track system of underground pathways to supply the field of play. This is an ancient system and can be seen in the film Gladiator. There are many safety risks when vehicles and people share the same pathway.

6.

It is often remarked that the best logistics staff come from the military. What are the differences in military logistics and event logistics? What are the advantages of hiring staff with military experience?

It is a good idea here to look up ‘military logistics’ on the web. Military logistics is concerned with top down decision making and following orders. This can be a limitation when dealing with celebrating crowds.

© John Wiley & Sons Australia, Ltd 2010 3

Solution Manual to accompany Festival and Special Event Management 5e

Case Study Questions Breakfast on the Bridge: on-the-day logistics 1.

Why were the toilets painted grey?

This is to keep with the theme of the event. The toilets are often meant to stand out so people can find them easily – hence their yellow colour. However at this event the style was very important and therefore they need to fit the overall design. The Bridge is grey.

2.

Why were the volunteers and marshals dressed in cricket uniforms?

The event was designed to be very Australian therefore, the event and all aspects of the event were designed to fit in with the theme (cricket and lawn grass go together).

3.

Why were machines used to lay the turf and people for the rolling up of the turf?

It was a decision on the logistics of using machinery at the end of the event.

4.

What other techniques could be use to move the crowd off the site?

The type of crowd meant that they were willing to leave. Other techniques could be off site events that would attract the crowd. Also transport timetables could changes so that leaving times coincide with the end of the event. Clowns can be used very effectively in crowd control – particularly when there are children.

© John Wiley & Sons Australia, Ltd 2010 4

Instructor’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 16 - Event Evaluation and Research Questions 1.

Identify a major event in your area with which you are familiar. Identify and list the purposes that the event might have in undertaking a post-event evaluation.

An interview with the event manager should help to clarify the post-event evaluation objectives of the event. Common objectives might include: • Measure the outcomes of the event in relation to its objectives • Evaluate the effectiveness and efficiency of the event management process • Quantify attendance from the major target market segments of the event, and identify their levels of satisfaction • Identify areas for future improvement of the event • Report to the host organisation on the achievements of the event • Report to sponsors on their specific objectives and secure their on-going commitment to the event • Report to other stakeholders on event outcomes in relation to their needs and expectations • Acquit accounting responsibilities to government funding bodies • Enhance the future reputation of the event by the promotion of event outcomes to the public via the media • Calculate and report on the profit or loss and the economic impact of the event.

2.

Identify a major event and then design an evaluation plan that will provide a profile of the event and form the basis of a report to key stakeholders.

In designing an evaluation plan intended to provide a profile of an event, students should address some of the following issues: • the purpose of the evaluation: - what is it seeking to achieve?

- who are its likely users?

- what does it need to cover?

• data collection sources, e.g.: - participant entry forms - information provided by ticketing agency - parking and public transport figures - police estimates of attendance • staff observation including: - attendance figures - weather conditions - performance standards - audience reaction - crowd flow - adequacy of catering and toilet facilities © John Wiley & Sons Australia, Ltd 2010 2

Chapter 16: Event evaluation and research

•

•

• •

•

•

•

3.

crowd management reports including: - crowd size - crowd behaviour - incidents - disturbances or injuries other stakeholder observations, e.g.: - sponsors - local council or community - tourism organisations debrief meetings questionnaires and surveys, including issues such as: - survey design - size of sample - randomness - necessary support data areas to be explored by questionnaires and surveys, including - audience profile - audience reaction - visitor patterns and expenditure - impact on local businesses - impact on local accommodation providers evaluation format - written report - financial statement - visual or other documentation - summary of media coverage distribution - host organisation - sponsors - media - other partners and stakeholders

Imagine that you are employing staff to work on a particular event. Design a report sheet for them to record their observations of the event. Decide what aspects you want them to observe and what benchmarks you want them to use.

A report sheet designed for staff observation should be tailored to match the profile of the event, and might include the following: • name of the event • date • time • weather conditions • crowd estimate • incident report - comment on any disturbance or injury • the action taken and by whom • comment on aspects of the event - these might be graded, e.g., poor, average, good, excellent, and might include: © John Wiley & Sons Australia, Ltd 2010 3

Solution Manual to accompany Festival and Special Event Management 5e

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overall evaluation of the event the look of the event parking and access ticketing and entry quality of performance quality of staging and presentation crowd response crowd management stage management catering merchandising waste management and cleaning adequacy of toilet facilities information communications

Space should be provided for any other observations that the staff member might wish to make on the event, and their name and role in the event.

4.

Select an event that you are familiar with, and identify the stakeholders that you would invite to a final evaluation meeting. Write an agenda for the meeting that will encourage well-organised feedback on the event.

The range of stakeholders will vary with the size and nature of the event. Stakeholders invited to a final evaluation meeting might be selected from the following: • host organisation - representative of host organisation, probably the event manager's employer • host community - council representative - any key community groups involved in or affected by the event - police, fire and ambulance representatives • sponsors - major or naming rights sponsor - support sponsors - in kind sponsors • media - media sponsor - representatives of media partners directly involved in, or contributing to the event • co-workers - administrative staff - publicity officer - operations manager - stage manager - ticketing and gate staff - crowd management officer - volunteer coordinator - caterer - cleaning contractor © John Wiley & Sons Australia, Ltd 2010 4

Chapter 16: Event evaluation and research

- contract suppliers • participants and spectators - representatives of any participants, e.g., sports people, community groups - performers representative An agenda for a meeting designed to encourage feedback on the event might contain the following points: • welcome and introduction • overview by event manager • treasurer's financial statement • publicity and promotion report • operational reports by: - operations manager - stage manager - ticketing and gate staff - crowd management officer - volunteer coordinator - caterer - cleaning contractor - contract suppliers • logistics reports by police, fire and ambulance representatives • other reports • general observations and recommendations for future event • summary and thank you by event manager or representative of host organisation • future communication.

5.

Source three corporate event survey forms from the internet. Compare and contrast these to decide which one you think is the best designed and why.

A Google search should readily produce examples of event survey forms, as it has become common practice for many events to place these on the internet in order to encourage event participants to fill in and return them after the event.

In analysing them, students might identify some of the following factors: • length - surveys should be compact and not overly demanding on participants' time • overall design - surveys should be clearly laid out and easy to read • content - it should be clear and obvious what information the event is seeking to find out • the framing of the questions - care should be taken so that they can be clearly understood and are not ambiguous • the mix of 'open' and 'closed' questions - too many open questions will make the survey difficult and time-consuming to collate.

© John Wiley & Sons Australia, Ltd 2010 5

Solution Manual to accompany Festival and Special Event Management 5e

6.

Obtain copies of three evaluation reports from libraries, event organisations or the internet. Compare and contrast the methodology, style and format of these reports.

Students should readily be able to identify event evaluation reports from the sources listed in the question. In evaluating them, students might consider the following issues: • methodology - is there evidence of clear objectives for the evaluation, and of a planned and orderly approach • suitability of style - what is the likely or intended audience for the evaluation, and is the style of writing appropriate to this audience • format - is the report clearly laid out and easy to follow • content - does the evaluation 'tell the story' of the event in a satisfactory manner • supporting evidence - are any assertions made in the report backed up by statistics, and are they convincing • general appearance - is the report visually appealing and pleasing to the eye.

7.

Choose one of the three evaluation reports that you have identified for the previous question, and, using the information contained in the report, draft a media release that outlines the outcomes of the event and the benefits to the local community.

In drafting a media release based on an evaluation report, students should address the following points: • identify key points regarding the event to be communicated in the release, e.g.

- successful crown reaction to the event - attendance figures - economic impact • include key profile of the event, e.g.

- name - brief description - venue - date • incorporate key highlights, e.g. featured performer, visiting dignitary etc • keep the release short and pithy - usually no longer than a single page • ensure that writing style is clear and well organised, and that sentences are not overly long or complex • consider using a quote from a participant or observer • consider whether visuals can be included, e.g. pictures of the event • ensure that the author's name, position and contact details are included.

© John Wiley & Sons Australia, Ltd 2010 6

Chapter 16: Event evaluation and research

8.

Identify a high-profile event in your region and monitor as closely as you can the media coverage of the event, including print, radio and television coverage. Make a list of all of the media items that you were able to identify.

Students should be able to assemble a package of media reports on the festival, including copies of print media reports and a log and précis of electronic media coverage.

Media reports might be analysed in terms of: • overall response to the event • accuracy of information • promotional value to the event • any negative aspects of the coverage

Case Study Questions Triple-bottom-line event evaluation and the 2010 countrylink Parkes Elvis Festival 1.

What is meant by 'triple bottom line evaluation', and why is it recommended that festivals adopt this approach?

Triple bottom line evaluation is understood to encompass the economic, social and environmental impacts, both positive and negative, of an event. It facilitates a holistic evaluation of a festival or event, enabling the economic impacts to be considered alongside the social and environmental aspects, and a comprehensive picture to be formed of the overall impact on the community.

2.

What benefits might be obtained by the festival from the surveys conducted?

The surveys conducted enabled the organisers to gain a comprehensive understanding of the impacts of the festival, allowing direct inscope expenditure to be assessed alongside the impacts on the host community and the environment. They also confirmed the overwhelmingly positive assessment of the festival by visitors and residents alike, enabling the organisers to continue to develop a festival that provides positive social impacts.

The knowledge gained through the surveys of negative impacts has provided valuable information for future planning of the festival in order to minimise or avoid them.

The environmental impact survey has provided recommendations for initiatives that can further reduce the environmental impacts of the event.

Importantly, the surveys have provided an important baseline to adopt a longitudinal perspective for the future, using similar methods and survey instruments to track changes in the economic, social and environmental impacts of the festival over time.

© John Wiley & Sons Australia, Ltd 2010 7

Solution Manual to accompany Festival and Special Event Management 5e

3.

Why were two separate surveys needed in order to calculate the economic impacts of the festival?

Two separate surveys were needed in order to give a complete picture of the economic impacts of the festival on the Parkes community.

The first survey, undertaken as part of a wider attendee survey, aimed to determine the average expenditure of visitors to the festival on items including tickets, accommodation, meals, food and drinks, other entertainment costs, transport, personal services and any other expenditure. By multiplying this average expenditure by the estimated number of visitors to the festival, organisers were able to calculate the overall expenditure of visitors from outside the region.

The second survey, completed by the organisers, gathered data on income and expenditure resulting from the festival including the percentage in each category from outside the Parkes region.

By putting the results of these two surveys together, the festival organisers were able to form a complete picture of the income to the Parkes community from outside the region, or 'new' money to the town, as the basis for an economic impact assessment of the festival.

© John Wiley & Sons Australia, Ltd 2010 8

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 17 - Legal issues of event management Questions 1.

What are the ramifications of the duty of care concept for event managers?

Event managers must ensure that policies and procedures are in place that ensures that the chance of harm or damage to guests, spectators, employees and performers is minimized at all times.

2.

How would an event manager ensure that no duty of care breaches occurred?

First to carry out a through risk management assessment o f all the event’s venues and activities, and then to

3.

Why do organisations such as APRA and PPCA exist?

Such organisations exist to protect the interests and the copyright of performers and composers. Intellectual property rights are an essential ingredient of a developed economy.

4.

What are the elements that should be found in a contract for the supply of entertainment at a celebratory dinner for 500 people?

Usually it would contain these elements: • Price agreed for the entertainments • Duration and specification of entertainment • Deposit and payment terms • Access times for rehearsal and bump in to venue • Provision of technical equipment required • Any riders to contract regarding special requirements of entertainers

5.

Why should a community festival that takes place in a public park take out public liability insurance?

To avoid potentially financially crippling legal action from any attendee that may suffer any sort of physical or physcological damage from their attendance at the festival.

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 17: Legal issues of event management

6.

Give three examples of how the Trade Practices Act can impact on the management of special events.

Firstly, the benefits of the event cannot be exaggerated or misrepresented in any way.

Secondly, symbols or logos cannot be used that may be confused with another organization’s symbols. Thirdly, the TPA forbids any act that could be misleading or deceptive

7.

What permits and licenses would be required for a country music festival held in a recreation reserve that featured local amateur talent performing many cover versions, and at which food and alcoholic beverages would be served?

This depends on the local government area and the body that owns or controls the public park, and whether food and drink is served. At a minimum a license from APRA and PPCA is required for the music that is performed, and appropriate permissions from the local government authority. Additionally, a licence would be required to sell alcoholic beverages, and health regulations on the serving of food be adhered to.

Case Study Questions 1.

Was this, in effect, a successful attempt at ambush marketing by CUB? Explain your reasoning.

Most students will say yes, as CUB successfully used the interest in and promotion of the ‘Showdown’ matches to promote their product to probably the detriment of SAB. However, as the judgement makes clear, CUB was perfectly within their rights to promote their product in this way.

2.

What, if anything, could you, as an event manager, have done to prevent the ‘ambush’?

One complex method is to attempt to copyright such terms as the “Showdown Match’, but that may well be expensive and not succeed. Another method is to gain brand ownership of the event so any attempt at ambush marketing will be seen by the target market as just that, and the ambusher’s attempts will be fruitless

3.

When organising an event, what intellectual property should you protect? How would you do it?

All logos, symbols, and slogans associated with an event can be legally protected by registering these with Intellectual Property Australia. http://www.ipaustralia.gov.au/trademarks/what_index.shtml gives details about how to do this.

© John Wiley & Sons Australia, Ltd 2010 3

Solution’s Manual to accompany

Festival and Special Event Management 5th Edition

Prepared by Johnny Allen, William O’Toole, Robert Harris & Ian McDonnell

John Wiley & Sons Australia, Ltd 2010

Solution Manual to accompany Festival and Special Event Management 5e

Chapter 18 - Risk Management Questions 1.

List the risks to a regional festival arising from these areas: (a) local organising committee (b) sponsorship (c) volunteers (d) council politics (e) participants in a parade (f) computers (g) experience of organising group.

There are a multitude of risks in these areas. However it is important to ‘brainstorm’ this, as the analysis of the risks occur in question 2.

Using ‘Local Organising Committee’ as an example. A selection of the risks could be: • Lack of experience in festivals • Not enough members or too many • Not understanding roles and responsibilities • No team skills • Dominated by one personality • Not representative or inclusive of local organisations

2.

Are corporate special events covered by the risk policy of the venue or the client?

Why? The answer to this will be different in different countries. It is important that the teacher and student research this. Generally, it will depend on the type of risk. However, the principle of duty of care means that the event company must have the risk policy of the venue as part of the event risk management.

In many countries this comes under the requirement to consult with all the stakeholders

3.

In the example of the China Mao’s parade what other risks can you identify? How can you prepare for unforeseen risks?

Students should go online and find the following article, "Hu'll stop the rain on Mao parade, http://www.theaustralian.com.au/news/world/hull-stop-the-rain-on-maoparade/story-e6frg6so-1225778949936 Students should use this as a discussion starter on potential risks to large-scale events.

(Note: This question will be removed for future reprints of this text.)

© John Wiley & Sons Australia, Ltd 2010 2

Chapter 18: Risk management

4.

Event management has been described as ‘just solving problems’. Can risk management replace all the other methods of management, such as marketing, logistics and project management, to create an event?

Repeat events do not use risk management as much as unique or special events. A large part of the annual festival is a repeat of the previous years festival. Therefore the risk management is only a part of the management of repeated events.

5.

Contrast the risks involved in staging an outdoor concert and those involved in producing an indoor food fair. What risk management strategy could be used to reduce or eliminate these risks?

The best method to answer this is to use a comparison table with headings such as Administrations, Promotion, OHS, Attendees and Venue.

6.

What is the OHS Act in your state? What organisation penalises the event for not following the OHS Act? This question requires online research. Most states have a Workcover that contains the act and the penalties. For the students to enter the event industry it is essential that they are familiar with the OHS in each state.

© John Wiley & Sons Australia, Ltd 2010 3

Solution Manual to accompany Festival and Special Event Management 5e

Case Study Questions The Hajj of 2009 and the H1N1 Virus 1.

List the risk identified in the case study and analyse them using likelihood and consequence.

Although most of the risks identified are medical there are other risks such as diminishing the reputation of the government and goodwill. Taking one of the medical risks - risk of Hep B, to assess the likelihood, the number of cases divided by the number of Hajjes would give an indicative figure. However, to gain a more accurate assessment the spread of the cases of Hep B would need to be investigated as it may be a result of a group of barbers. In the case of the polio outbreak, the likelihood was narrowed down to the cause - a group from Nigeria. The consequence of the Hep B outbreak is wide and varied - and includes the way the government of Saudi Arabia would be seen by other nations as custodians of the two Holy Mosques.

2.

The World Cup is another event that attracts large numbers of people from around the world. Which of the risks outlined in the case study would be prevalent at the World Cup? Discuss the difference using the measurement of the risks into their likelihood and consequence.

The World Cup is a highly varied event compared to the Hajj in terms of the spread of the venues, food and travel. The close proximity of people and accommodation of the Hajj is not found in the World Cup. Hence the spread of disease would be less likely.

Taking one risk, the violence of the attendees, it has a term ‘football hooliganism’ and is a major concern for the World Cup organisers and FIFA. Numerous preventative measures are undertaking to reduce it. The likelihood of this type of violence at the Hajj is very low.

3.

Of all the risks identified in the case study, which ones are a result of crowding and which ones are a result of people arriving from countries without a comprehensive vaccination system?

Polio is perhaps the most obvious of these diseases. Note that the crowding amplifies the risks.

4.

Discuss which of the risks can be minimised through education. How would demographic factors (such as language and country-of-origin) affect the success of such an education program?

This question examines the role of the World Health Organisation and the UN. It illustrates that the risks at international events are amplified because of the number of people involved in the one place and the fact they are from around the world. The advantage of the Hajj in informing event management practice is that it draws the attendees from various economic levels, age groups and social levels around the world.

The target market is only defined by their religion and not the highly defined market of, for example, the Grand Prix or the Kumbh Mela. © John Wiley & Sons Australia, Ltd 2010 4

CHAPTER 01 An Overview of the Event Field

Prepared by Thomas Keily

Learning Objectives Define special events ⚫ Demonstrate an awareness of why special events have evolved in human society ⚫ Describe the role of special events in Australia and the Australian tradition of special events ⚫

Learning Objectives Discuss the growth of state event corporations and the emergence of an event industry ⚫ Distinguish between different types of special event ⚫ List and describe the components of the event industry ⚫

Learning Objectives List and describe the main professional associations in the event industry ⚫ Discuss the attributes and knowledge requirements of a special event manager ⚫ List the types of organisation involved in the delivery of event management training ⚫

Special events as benchmarks for our lives • Historical examples – harvest rituals, Christmas, new year

• Private events – births, christenings, coming of age celebrations, marriages, deaths

• Public events – the Depression, world wars, Australia’s Bicentenary, the Sydney Olympics, the New Millennium, Centenary of Federation

The modern Australian tradition of celebrations • The arrival of the First Fleet • Anniversary Day • Federation • 19th-century agricultural shows and picnics • Post-war city and town festivals

• The community arts movement • Multiculturalism

The birth of an event industry • Commonwealth Games in Brisbane 1982 • America’s Cup Defence in Perth and Fremantle 1986–87 • Formation of state event corporations • Australia’s Bicentenary/Expo 88 • Increasing government involvement and state rivalry in the 1990s • Sydney Olympics and corporate involvement in 2000

Challenges • Upheaval in the Insurance industry • Environmental sustainability • Global Financial Crisis

What are special events?

• ‘Special events’ has been coined to describe specific rituals, presentations, performances or celebrations that are consciously planned and created to mark special occasions and/or to achieve particular social, cultural or corporate goals and objectives

Types of events Size

• Mega-events • Hallmark events

• Major events • Local or community events

Types of events

Figure 1.2 Categorisation of events

Types of events Form or content • Festivals • Sports events • Business events – Business or trade focus – Value of the industry - $17.3 billion – Meetings – Incentive travel – Exhibitions

The structure of the event industry • Event organisations • Event management companies • Event industry suppliers • Venues • Industry associations – ISES (Int'l Special Events Society) – MEA (Meetings & Events Australia) – EEAA (Exhibition & Event Assoc. of Australia)

• External Regulatory bodies

Event management, education and training • Identifying the knowledge and skills required by event managers • Training delivery – Industry associations – Universities/tertiary education institutions

Career opportunities in events

Table 1.1 Roles in the event industry

CHAPTER 02 Perspectives on Events

Prepared by Thomas Keily

Learning Objectives • List the range of roles that governments

play in events • Describe the nature and function of government event strategies • Discuss the use of events by governments as tools for economic regeneration and development • Discuss the use of events by the corporate sector

Learning Objectives • Describe the role that events play in

integrated marketing strategies • List and describe methods used by the corporate sector in measuring the return on investment (ROI) of events • Discuss the benefits that can result to communities from the staging of events

Learning Objectives • List the range of strategies available to

event managers to promote community engagement in events • Discuss the implications for event managers of differing perspectives on events in the event planning process

The government perspective National government • Major celebrations of national significance • Major international political/economic events – e.g. Copenhagen, APEC

• Promote trade through foreign affairs departments

The government perspective State government • Bidding and staging of major events • Events fall under individual portfolios – e.g. sports competitions under sport ministries

Local government • Involvement in events is increasing • Recent focus on business events

The government perspective The role of government in events • Venue owner/manager • Consent authority and regulatory body • Service provider • Funding body

• Event organiser • Event/destination marketer

The government perspective Event strategies • Delineate government objectives in events • Identify appropriate policies, infrastructure, resources, staffing and programs • Provide a framework for the appraisal of proposed events to determine fit with strategic objectives

The government perspective Creating celebration spaces and precincts

• 1988 Bicentenary - Darling Harbour • World Expo ’88 – South Bank Parklands

The government perspective Events and urban development • Governments see events as tools for urban regeneration • Can provide impetus for development, bringing new life to communities

The corporate perspective Corporate use of events

• Can be focused: – Internally – aimed at the business and staff – Externally – aimed at customers/clients

The corporate perspective

Table 2.1 Corporate use of events

The corporate perspective Association conferences • Meetings, congresses and conferences Return on investment • Five levels of evaluation: – Reaction and planned action – Learning – Job applications – Business results – Return on investment

The community perspective The individual perspective • Community members want to participate and be entertained Major events and the community • Community members are more concerned with the wider impacts of the event • Less direct relationship

The community perspective Strategies for community engagement • Outreach • Community development and capacity building • Friends of the event • Local business engagement

The community perspective Strategies for community engagement • Participation facilitation • Community input and feedback facilitation • Inclusive programming • Incentives

CHAPTER 03 Event Impacts and Legacies

Prepared by Thomas Keily

Learning Objectives • Explain the role of the event manager in

balancing the impacts of events • Identify the major impacts that events have on their stakeholders and host communities • Describe the social and cultural impacts of events and plan for positive outcomes • Discuss the political context of events

Learning Objectives • Describe the environmental impacts of events

• Discuss the tourism and economic impacts

of events • Discuss why governments become involved in events • Describe the use of economic impact studies in measuring event outcomes • Discuss methods for identifying community perceptions of the impacts of events

Balancing the impact of events • Events have both positive and negative impacts • Positive impacts must be developed and maximised • Negative impacts need to be addressed through awareness and intervention • The task of the event manager is to balance the impacts of events in the interests of all stakeholders

Balancing the impact of events Social and cultural impacts POSITIVE

NEGATIVE

• Shared experience • Revitalising traditions • Building pride • Validation of community groups • Increased participation • Introducing new ideas • Expanding perspectives

• Community alienation • Manipulation of community • Negative image • Bad behaviour • Substance abuse • Social dislocation • Loss of amenity

Balancing the impact of events Political impacts POSITIVE

NEGATIVE

• International prestige • Improved profile • Promotion of investment • Social cohesion • Development of administrative skills

• Risk of event failure • Misallocation of funds • Lack of accountability • Propaganda • Loss of community ownership and control • Legitimation of ideology

Balancing the impact of events Environmental impacts POSITIVE • Showcasing of the environment • Providing best practice models • Increasing awareness • Infrastructure legacy • Improved transport and communication • Urban renewal

NEGATIVE • Environmental damage • Pollution • Destruction of heritage • Noise disturbance • Traffic congestion

Balancing the impact of events Tourism and economical impacts POSITIVE

NEGATIVE

• Destination promotion and increased tourist visits • Extended length of stay • Higher yield • Increased tax revenue • Business opportunities • Commercial activity • Job creation

• Community resistance to tourism • Loss of authenticity • Damage to reputation • Exploitation • Inflated prices • Opportunity costs • Financial mismanagement and loss

Economic impacts and the role of the government • State governments became aware of the economic benefits of staging events after the Commonwealth Games in Brisbane, 1982 • Governments pursue events because of the ‘spillover effects’ for related industries: – travel, restaurants, etc.

• Also because of long-term benefits – increased tourism spending

Economic impact studies • Identify all expenditure involved in the staging of an event • Determine their impacts on the wider economy • Expenditure from events can be direct, indirect or induced

CHAPTER 04 The Strategic Planning Function

Prepared by Thomas Keily

Learning Objectives ⚫

⚫

⚫

Discuss the nature of the strategic planning process Describe the various stages in the strategic planning process within an event context Undertake a SWOT or situational analysis and identify the appropriate strategy for a given event

Learning Objectives ⚫

⚫

Identify an appropriate organisational structure through which to conduct a given event Identify a basic strategic plan for a given event

What is strategic planning?

• A process that involves determining where an organisation is at present, deciding where it should be positioned to progress its mission, and the strategies and tactics needed to achieve that position

Strategic planning and event organisation

Figure 4.1

Strategic planning and event organisation Concept or intent to bid • Preliminary stage Feasibility study • Formal analysis of the event’s potential • Crucial for public funding (grants)

Decision to proceed or cease • Directly determined by feasibility study

Strategic planning and event organisation Forming a bidding body and bid preparation • Developing a timeline for the bid document • Responding to each of the bid criteria

• Identifying key elements of past successful bids • Preparing the bid document • Presenting the bid • Lobbying in support of the bid • Evaluating reasons for a bid failure

Strategic planning and event organisation Establishment of an organisational structure • Functional structures • Program-based matrix structures

• Multi-organisational or network structures

Strategic planning and event organisation Figure 4.4 The functional organisational structure of the Rosklide Festival

Strategic planning and event organisation Figure 4.5 2006 Commonwealth Games organisational structure

Strategic planning and event organisation

Figure 4.6 Sydney 2000 Olympic Games matrix organisational structure

Strategic planning and event organisation

Figure 4.7 A network structure

Strategic planning and event organisation Strategic plan • Purpose, vision and mission statements

Table 4.1 Sample event mission statements

Strategic planning and event organisation Strategic plan • Goals and objectives – economic – attendance/participation – quality – awareness/knowledge/attitudes – human resources

Strategic planning and event organisation Goals

Table 4.2 Stated goals for selected events

Strategic planning and event organisation Strategic plan • Situation analysis • Identification of strategy options • Strategy evaluation and selection • Operational planning

Strategic planning and event organisation Legacy • Legacy outcomes can include infrastructure improvements, increases in tourism, enhanced workforce skills, etc.

Strategic planning for existing events • For recurring events (e.g. annual concerts), organisers: – conduct an appraisal of current situation faced by the event – review the organisational structure and previous strategic plan and make minor or major changes where needed

CHAPTER 05 Conceptualising the Event

Prepared by Thomas Keily

Learning Objectives ⚫

⚫

⚫

⚫

⚫

Identify the range of stakeholders in an event Describe and balance the overlapping and sometimes conflicting needs of stakeholders Describe the different types of host organisations for events Discuss trends and issues in Australian society that affect events Understand how to engage sponsors as partners in events

Learning Objectives ⚫

⚫

⚫

⚫

⚫

Understand the role of the media in events Identify the unique elements and resources of an event Understand the process of developing an event concept Understand the importance of designing the event experience Apply the screening process to evaluate the feasibility of an event concept

Stakeholders in events • People and organisations with a legitimate interest in the outcomes of the event are called stakeholders • An event manager must be able to identify the range of stakeholders • An event’s success depends on the event manager balancing the expectations and needs of the various stakeholders

Stakeholders in events Figure 5.1 The relationship of stakeholders to events

The host organisation • Government sector – event corporations, public space authorities and government departments involved in the promotion and delivery of services • Corporate sector - companies and corporations promoting goods and services • Community sector - special interest clubs and societies

The host community • Current social trends and issues • Climate change and sustainability • Globalisation and events • The impact of technology and the Internet

Involving the host community • Public authorities and their role • Managing word of mouth

Sponsors • Enormous increase in sponsorship in recent decades • Sponsorship is now viewed as primary promotional tool in an event’s marketing mix • Successful events can increase brand awareness and sales for sponsors

Sponsors as partners in events • Creating win/win marketing campaigns

The Media • The impact of new technologies on the media • The globalisation of the media

• The impact of the media on events • Increased audience reach through the media • Working in partnership with the media

Co-workers • Sharing the vision of an event • Forming and managing event teams • The importance of the event team

Participants and Spectators • The importance of participants and spectators to an event

• Connecting with the emotions of the audience • The criteria by which spectators judge events

Sourcing Events • In-house events • Pitching and tendering for events

• Bidding for events • Franchising events

Creating the Event Concept • Defining the purpose of the event • Identifying the event audience • Deciding the timing of the event • Choosing the event venue

• Choosing the event concept • Summarising the event creation process

• Designing the event experience

Evaluating the Event Concept • The marketing screen • The operations screen • The financial screen

CHAPTER 06 Project Management for Events

Prepared by Thomas Keily

Learning Objectives • Discuss project management as an approach to the management of festivals and events • Describe the phases of event management • Discuss the knowledge areas involved in conducting an event using project management techniques

Learning Objectives • Describe the project manager’s place in the event management structure and the competencies they require • Use the fundamental techniques of project management • Comment on the limitations of the project management approach in event management

Project management Events and festivals are projects • They are non-routine and occur at, or over a specified period • They are limited by time, budget and scope • They produce an outcome designed to meet a client’s need

Project management • Project management is a system that describes the work before the event happens, the event itself, and the shutdown of the event • Project management is called ‘overlay’ – it integrates all the tasks of management so they work towards the event objectives

Phases of the project management of events

Figure 6.1 The phases of project management

Phases of the project management of events Initiation • Feasibility study Planning • Project management’s role is to integrate the plans of the knowledge management areas

Phases of the project management of events Implementation • Application of all the plans • Monitoring and controlling • Making decisions • Reporting to stakeholders on work in progress • Active risk management

Phases of the project management of events The event • Management cannot rely on the same management techniques used during the lead up to the event Shutdown • Event Manager responsible • On-site shutdown and management closure

Phases of the project management of events Knowledge areas • Scope • Marketing • Finance • Time management • Design

• Risk Management • Procurement • Human resources • Stakeholder management • Communication

Phases of the project management of events Role of the project manager • The collection of skills and knowledge that allows the integration of various contractors to deliver the project Key competencies of a project manager in events • A move towards a competency approach to training and employment

Project management techniques Figure 6.2 Project management cascade

Project management techniques Defining the project and scope of work • Initiation stage Creating a work breakdown structure (WBS) • Categorising the work scope into task groups and headings or management units

Project management techniques Creating a work breakdown structure Figure 6.3 Plans and documents created from the WBS

Project management techniques Analysing the resources • Outsourced to suppliers • Sourced from the client or sponsor • Specially created for the event Identifying tasks and responsibilities • WBS often mapped onto organisational structure

Project management techniques Scheduling – Gantt Charts

Figure 6.4 Simplified Gantt chart of a small festival

Project management techniques Scheduling – Network Analysis

Figure 6.4 Gantt chart represented as a network

Project management techniques Project Management Triangle

Figure 6.4 Gantt chart represented as a network

Project management techniques Responsibilities – from documents to deliverables • Communicating to the management team and stakeholders when tasks are completed

Project management techniques Payback Period and ROI • Payback period is the length of time needed to pay all the costs of the event • After the payback period, the consequences of the event produce a surplus

Project management techniques Monitoring the project • Establishing standards of performance • Identifying deviations from standards of performance • Correcting deviations • Reports and meetings

Project management techniques Delegation and Control • Sub-committees

Project management techniques Quality • Gaining and responding to customer feedback • Personnel delivering quality service Work in Progress Report • A snapshot of the project’s progress, including a risk register • Earned value

Project evaluation • Comparing task descriptions and planned timelines with actual performance • Assessing system flexibility • Evaluating the timeliness of reports • Assessing the effectiveness of management decisions • Comparing planned milestones with the reality

Project management systems and software Systems • Kepner-tregoe • Prince 2 • Templates Software • Microsoft Project • OpenProj

Limitations of the project management approach • Definition • Flexibility • Using volunteers

• Stakeholder numbers • Marketing

Limitations of the project management approach • Finance • Event Design

• Infrastructure and resources • Creativity

Convergence • Agile Project Management • Stresses the human interaction involved in the project and the need for adaptability

CHAPTER 07 Financial Management and Events

Prepared by Thomas Keily

Learning Objectives Understand the role of financial management in the overall management of an event ⚫ Create an event budget ⚫ Understand the methods of event costing and ticket pricing ⚫ Monitor and control the event spending and incoming finances ⚫

Learning Objectives Identify the key elements of budgetary control and explain the relationship between them ⚫ Understand the advantages and shortcomings of using a budget ⚫

Forecasting finance and ROI • Finance for events can come from: – sponsorship – ticket sales (e.g. concerts) – sales on the day of the event – money made after the event has taken place (e.g. product launches)

• ROI can be different for each of the stakeholders • Can be hard to express ROI in purely financial terms (e.g. community happiness)

The budget • An event budget is used to compare actual costs and revenues with projected costs and revenues • Cash flow is important as most aspects of an event require expenditure before revenue is obtained

• Funding or sponsorship bodies need to see a budget before committing to the event

The budget Constructing the budget

• Two types of budget process used for events: – line-item budget: focuses on each cost and revenue item of the total event

– program budget: constructed for a specific program element

• A budget imposes financial discipline and can be used for review post-event

The budget Constructing the budget

Figure 7.3 The budget process

The budget Income Table 7.1 Generic budget – first level Grants

Amount

Expenditures Grants

Donations

Publicity

Sponsorship

Venue costs

Ticket sales

Equipment

Fees

Salaries

Special programs

Insurance

Concessions

Permits

TOTAL

Security Accounting Cleaning Travel Accommodation Documentation

Hospitality Community groups Volunteers

Contingencies TOTAL

Amount

The budget

Figure 7.4 Festival expenditure template

The budget

Figure 7.4 Festival expenditure template cont’d

Control and financial ratios • Establish standards of performance – the budget, indicator ratios, success factors, milestones

• Identify deviations from the standards of performance – comparison of budget to actual spend

• Correct deviations – by cutting costs, finding more money, or shifting resources

Control and financial ratios The break-even chart

Figure 7.5

Control and financial ratios The event break-even chart

Figure 7.6

Control and financial ratios Ratio analysis Current assets = Financial strength Current liabilites Net revenue = Return on investment Investment Percieved value Cost pax = Value for money

Control and financial ratios Cash flow • Importance to event management • Tips in dealing with suppliers – background information – flexibility – proper documentation – full description of goods or services

• Change is more costly the closer to the event date

Control and financial ratios Cash flow

Figure 7.7 Control, cost and time

Costing and estimating • Classification of costs – fixed costs, overheads

– variable costs • Estimating – top-down estimating – bottom-up estimating – parametric estimating

Costing and estimating • Costing time: – a percentage of the overall event budget – a fixed fee as a lump sum or per hour rate

– an incentive fee – a mixture of all three

• Sensitivity analysis: – the degree of influence the changes in costs have on the event and its management

Costing and estimating Tips on reducing costs • Publicity • Equipment • In-kind gifts • Hiring charges • Priorities cost centres

• Volunteers

Costing and estimating Revenue • Various revenue sources including: – ticket sales – Sponsorship – merchandising – grants and fundraising

• Ticket pricing – covering costs – market demand – perceived value

Costing and estimating Tips for increasing projected income • Ticket scaling • In-kind support • Merchandising • Broadcast rights • Sponsorship leverage

• Special features

Costing and estimating Financial reporting • Report guidelines – relevant – brief and clear – comparable – remedial action

• Budget blow-out • Budget limitation • Need for staff consultation

CHAPTER 08 Human Resource Management and Events

Prepared by Thomas Keily

Learning Objectives Describe the human resource management challenges posed by events ⚫ List and describe the key steps in the human resource planning process for events ⚫ Discuss approaches that can be employed to motivate event staff and volunteers ⚫ Describe techniques that can be used for event staff and volunteer team building ⚫ State general legal considerations associated with human resource management in an event context ⚫

Considerations associated with HR planning for events • ‘Pulsating’ organisational structures: – short-term nature of employment – short timelines for hiring/selecting/training staff – need to shed staff quickly

• Use of volunteers – sourcing – quality control – supervision – training and motivation

The HR planning process for events

Figure 8.1

The HR planning process for events Human resource strategy and objectives • Strategy – cost containment – improved quality – improved organisational effectiveness – enhanced performance (social and legal)

• Staffing – how many staff and volunteers – skills/qualification mix – what stage are they required

The HR planning process for events Human resource strategy and objectives • Job analysis – what tasks should be grouped to form a job – what should be looked for in applicants – what should the organisational structure be – what tasks should form a performance appraisal – what training and development is required

The HR planning process for events Human resource strategy and objectives • Job descriptions – job title and commitment required – salary/rewards/incentives – job summary – duties and responsibilities – relationships – know-how/skills/knowledge etc.

– authority – performance standards

The HR planning process for events Human resource strategy and objectives • Job specification – derived from the job description – identifies the experience, qualifications,

skills, abilities, knowledge and personal characteristics needed for the job

The HR planning process for events Policies and procedures • Reassure staff of fairness

• Help managers make quick and consistent decisions • Give managers the confidence to resolve problems

The HR planning process for events Recruitment, selection and induction

Figure 8.5 The recruitment, selection and induction process for paid and voluntary employees

The HR planning process for events Recruitment, selection and induction • Recruitment process: – use stakeholders – write sponsorship agreements – identify potential sources of volunteers – second staff – utilise programs for the unemployed – gain assistance of media

– register with volunteer agencies

The HR planning process for events Recruitment, selection and induction • Selection policy: – how will the suitability of candidates be measured?

– how will the people be sourced?

– who will be the decision makers?

– what selection techniques will be used?

– organisational objectives – equal employment policies

The HR planning process for events Recruitment, selection and induction • Induction: – basic information about the event – tours of venues and relevant locations – introductions to other staff and volunteers – introduction to the organisational culture, history and working arrangement – overview of training programs

The HR planning process for events Training and professional development • Training provides specific job skills/knowledge to perform a job or improve • Professional development is the acquisition of new skills, knowledge and attitudes for future job responsibilities • A training needs assessment determines the gap between current performance of staff and their desired performance

The HR planning process for events • Supervision and evaluation

Figure 8.12 Dynamic performance appraisal program

The HR planning process for events Termination, outplacement and re-enlistment • Legal issues surround termination – Fair Work Act – various state acts

• Outplacement is the process of assisting terminated employees (or those who choose to leave) to find other employment • Re-enlisting by staff for recurring events

Motivating staff and volunteers Content theories • Concerned with identifying people’s needs and relative strengths, and the goals they pursue in order to satisfy these needs

• Maslow’s hierarchy of needs • Hertzberg’s two-factor theory

Motivating staff and volunteers Content theories

Figure 8.14 The basis of content theories of motivation

Motivating staff and volunteers Content theories Figure 8.15 Maslow’s hierarchy of needs

Motivating staff and volunteers Content theories

Figure 8.16 Herzberg’s two-factor theory of motivation

Motivating staff and volunteers Process theories • Equity theory – based on the premise that all employees/volunteers expect to be treated fairly

• Expectancy theory – based on the belief that by acting in a particular way a particular outcome will result

Building effective staff and volunteer teams • McDuff’s formula for effective team building and maintenance: – teams are a manageable size – people are appropriately selected – teams leaders are trained – teams are trained to execute their tasks – volunteers and staff are supported – teams have objectives – volunteers and staff trust and support one another

Building effective staff and volunteer teams • McDuff’s formula for effective team building and maintenance: – communication is vertical and horizontal – organisational structure promotes communication between volunteers and staff – volunteers and staff have real responsibility – volunteers and staff have fun – recognition is given for contributions made – volunteers and staff celebrate their success – organisation promotes and encourages the wellbeing of volunteer teams

Legal obligations • Occupational health and safety • Discrimination • Employee dismissal • Salaries/wages • Working conditions

• Superannuation • Workers compensation

CHAPTER 09 Marketing Planning for Events

Prepared by Thomas Keily

Learning Objectives Describe how the marketing concept can be applied to festivals and special events ⚫ Understand how event consumers can be segmented into markets ⚫ Understand the consumer decision process for festivals and events ⚫ Apply the principles of services marketing in creating marketing strategies and tactics for events and festivals ⚫

Learning Objectives Plan the event ‘service–product’ experience, including its programming and packaging ⚫ Develop event pricing strategies or other entry options for special events ⚫ Create strategies for place/distribution, physical setting and event processes that respond to consumer needs ⚫ Apply the knowledge generated into an effective and efficient marketing plan ⚫

What is marketing?

• Marketing is concerned with satisfying consumer needs and wants by exchanging goods, services or ideas for something of value

• Event marketing is the process by which event managers and marketers gain an understanding of their potential consumers’ characteristics and needs in order to produce, price, promote and distribute an event experience that meets those needs, and the objectives of the event

What is marketing?

The need for marketing • Marketing principles and techniques provide a framework for decision making • Sponsoring bodies need reassurance that their sponsorship is linking their brand with their target markets • All levels of government require a demonstration of marketing expertise before committing funding • Events must compete against other leisure activities

What is marketing?

Events as ‘service experiences’ • The delivery and consumption of an event are inseparable • Because of the immediacy of service consumption, event experiences can have variations in quality each time it is held • Events are intangible • Events have credence qualities – characteristics that consumers aren’t able to understand or evaluate • The event experience is perishable

What is marketing?

Event marketing and management

Figure 9.1 The event services trinity

What is marketing?

The role of strategic marketing planning • Strategies are: – longer term rather than short term – not another word for tactics – based on careful analysis of internal resources and external environments – essential to survival

What is marketing?

The role of strategic marketing planning

Figure 9.2 Constructing the mission

What is marketing?

Figure 9.3 The strategic event marketing process

Event marketing research • Research is usually conducted at two levels: – macro level – to understand external forces that may affect the event and its markets

– micro level – to gain insight into the event’s resources and strategic capability

Event marketing research Analysing event environments • The C-PEST analysis (see diagram next slide) • Marketing internal resource analysis – human resources – physical resources – financial resources

• The SWOT analysis

Event marketing research Analysing event environments

Figure 9.4 Components of the environment analysis

Event marketing research The event consumer’s decision-making process (P.I.E.C.E) • Problem recognition • Information search

• Evaluation and selection • Choosing whether to attend • Evaluation

Event marketing research Event satisfaction, service quality, repeat visits • Understanding perceived service quality is a primary goal of marketers • Perceptions of the event are based on technical and functional qualities • Five main dimensions of service quality: – assurance – empathy – responsiveness – reliability – tangibles

Event marketing research Event satisfaction, service quality, repeat visits • Event satisfaction is related to perceived service quality • This is experience dependent • Dissatisfaction can occur based on perceived gap in event quality

Event marketing research Figure 9.6 Quality – the fit between customer expectations and perceptions

Event marketing research

Table 9.1 Event consumer decision-making process and the implications for marketing planning

Steps in the marketing planning process Segmenting and targeting the event market • Geographic segmentation • Demographic segmentation – age – gender – occupation – Income – education – cultural group

Steps in the marketing planning process Positioning the event 1.

2.

3.

4.

5.

6.

7.

8.

9.

Existing reputation or image Charisma of director Focus on event programming Focus on performers Emphasis on location or facilities Event users Price or quality Purpose or application Event category

Steps in the marketing planning process Developing event marketing objectives • Profit orientated – maximise ROI

• Market orientated – increase market share

• Must be measurable

Steps in the marketing planning process Choosing generic marketing strategies and tactics for events

Table 9.7 Ansoff’s product-market matrix

Steps in the marketing planning process Selecting the event’s ‘services marketing’ mix • Event product experience – the core service

• Programming – event components, their quality or style

• Packaging of opportunities within the event or packaging the event with external elements – attractions, transport, accommodation

Steps in the marketing planning process Selecting the event’s ‘services marketing’ mix • Place – where the event is held and tickets are distributed

• Physical setting – venue layout to satisfy visitor needs

• Processes – on-site queuing, etc

• People – cast, audience, hosts and guests

• Partnerships – sponsors, media, etc

• Price – or exchange of value

• Integrated marketing communication – the strategic mix of media and messages to address markets

Planning event ‘product’ experiences • Events contain three elements: – the core service and benefits that the customer experiences – the tangible ‘expected’ product (e.g. venue) – the augmented product – what differentiates it from other events

Planning event ‘product’ experiences • Interactions with people are also part of the product, so marketers need to: – ensure visitor segments within audience are compatible – ensure an ease of interaction at the event

Planning event ‘product’ experiences Developing the event • Major ‘event’ innovations • Major process innovations • Product (event) line extensions • Process (event delivery) extensions • Supplementary service innovations • Service improvements • Style changes

Planning event ‘product’ experiences Programming the event • Have a distinguishing core concept • Marry the event program with its site or environment • Note the role of directors as program ‘gatekeepers’ and talent ‘poachers’

Planning event ‘product’ experiences Programming the event (cont’d) • Establish criteria for program content: – compatibility of performers or exhibits to the event market – success of the performer or exhibit being considered – ratio of innovation and tradition in the event program

Planning event ‘product’ experiences Packaging the event • Strategies to package different types of entertainment, food and beverage, and merchandise as a single market offer (a service bundle) • Strategies to package the event with accommodation, transport and other attractions in the vicinity

People and partnerships • Sense of sharing a common vision pervades the team of staff, volunteers and sponsors behind successful events • Principles of relationship marketing and management may be applied with a range of event or festival stakeholders • The people element in marketing events extends to building relationships with the residents where an event is staged

Pricing Non-cash costs for consumer • Time – opportunity to do other things with that leisure time • Psychic costs – social and emotional costs of attendance, mental effort to engage in the social interaction required • Physical efforts – effort to travel to and then consume the leisure experience • Sensory costs – unpleasant environment, unnecessary loud noise

Pricing • ‘Net value’ = the sum of all perceived benefits minus the sum of all perceived costs • The greater the positive difference between the two, the greater the net value to the consumer

Pricing • Event managers should account for two cost categories when setting the price strategy for the event: 1. Fixed costs (those that do not vary with volume of visitors, i.e. venue rental, power costs) 2. Variable costs (those that do vary with volume of visitors, i.e. catering costs, staffing costs)

Pricing • Event managers should also consider competitive leisure experiences when establishing a pricing strategy • For similar experiences, there are three choices: 1. Match the price 2. Adopt a cost leadership strategy – charge the same less 25% 3. Adopt a differentiation strategy – increase the price but use marketing to promote the value of the event

Pricing • Pricing strategies can be: – revenue orientated: maximises revenue by charging the highest price – operations orientated: balances supply and demand by adjusting price in relation to low or high demand periods – market based: uses differential pricing, may be linked to alternate event packages

Event ‘place’, physical setting and processes • ‘Place’ refers to both the site(s) where the event takes place (the venue) and the place(s) where event goers can purchase tickets (ticket outlets) • The physical setting is crucial for consumer satisfaction • Processes of service delivery is also an important element of the marketing mix

Event ‘place’, physical setting and processes • Ticketing distribution is a marketing element in itself, but it is also a process of interaction with consumers that deserves careful planning – ticketing agency – internet

• Other operational processes like security checks, entry/exit procedures, the ability to readily access ATMs or toilets can also ‘make or break’ market satisfaction

The marketing plan Figure 9.10

CHAPTER 10 Promotion: Integrated Marketing Communication for Events

Prepared by Thomas Keily

Learning Objectives ⚫

⚫

⚫

⚫

Define integrated marketing communications Describe the purpose of integrated marketing communications for event management Describe the constituent elements of these communications

Apply these concepts to the promotion of special events

Application of IMC Another view of IMC … considers ‘all sources of contact that a consumer has [with the event] as potential delivery channels for messages and makes use of all communication methods that are relevant to consumers’.

(Shimp, 2003)

Application of IMC

Table 10.1 Comparing traditional and integrated marketing communications mix

Application of IMC • Four sources of brand messages: 1. Planned messages – media releases, personal selling via a box office, ads, the event website 2. Unplanned messages – positive or negative impressions from WOM, media coverage, complaints 3. Product messages – implied messages created by program, pricing, venue choices 4. Service messages – nature of contact and support offered through staff, volunteers, quality of event transport

Application of IMC

Figure 10.2 Event message objectives and strategies

Establishing the IMC budget • What the event can afford • Percentage of sales method • Competitive parity method • Objective and task method – establish IMC objectives – determine specific tasks to achieve these objectives – calculate approximate cost of tasks

Elements of IMC • Advertising • Public relations • Sales promotion – direct marketing – online presence

Elements of IMC

Table 10.2 Metrics for electronic and postal mail

Personal selling ⚫

⚫

⚫

Direct face-to-face communication Between a seller and a potential consumer Most expensive promotional activity

CHAPTER 11 Sponsorship of Special Events

Prepared by Thomas Keily

Learning Objectives Understand the use of sponsorship in the context of festivals and events ⚫ Describe trends that have led to the growth of sponsorship as a marketing communication medium in the private and public sectors ⚫ Summarise the benefits that event managers can attract from reciprocal partnerships with sponsors ⚫

Learning Objectives Identify the key sponsorship benefits sought by events and sponsoring bodies ⚫ Explain the importance of sponsorship ‘leveraging’ ⚫ Understand the need for sponsorship policies to guide decision making by events and their sponsors ⚫

Learning Objectives Outline the sequential stages in developing and implementing an event sponsorship strategy ⚫ Develop strategies and tactics to manage event–sponsor relationships and achieve positive and enduring relationships with sponsors ⚫

What is sponsorship?

• The purchase (either with cash or in-kind support) of exploitable rights and marketing benefits (tangible and intangible) that arise from direct involvement with a personality/player, special event, program, club, or agency

What is sponsorship?

Figure 11.1 The trinity of sponsors, event and audiences

Trends influencing the growth of sponsorship?

• A growth in the popularity of events and festivals as leisure experiences has led to sponsorship opportunities while people are having a ‘good time’ • Fans ‘attach’ themselves to brands that support their interest – e.g. Billabong surf competitions, Virgin mobile music festival sponsor

• Corporate sector now getting into the act – e.g. Telstra stadium

Trends influencing the growth of sponsorship?

• Increase in international companies sponsoring Australian event – e.g. Australian Open is sponsored by Kia Motors, Garnier, GE Money

• Companies expanding internationally use sponsorship to create brand awareness in these new markets • Relationship marketing

Trends influencing the growth of sponsorship?

• Sponsorship perceived to be more effective and efficient than traditional advertising methods – seen as less manipulative – rising cost of media space – growth in number of media outlets has led to clutter – increased exposure of sporting events through pay TV channels

Trends influencing the growth of sponsorship?

• (cont’d) – the globalisation and commercialisation of sport – companies are choosing to improve distributor’s relationships with event-related entertainment – sponsorships viewed as more targeted promotion than mass media

Sponsorship benefits for events and sponsors

Figure 11.2 Exchange relationship in event sponsorship

Sponsorship benefits for events and sponsors How events can benefit from sponsorship

• Does the event have sufficient rights or benefits that can be offered to sponsors?

• Are the event’s stakeholders likely to approve of commercial responsibility?

• Is the target market of the event congruent with the target market of the sponsor?

• Are there some companies that are simply not suitable as sponsors?

• Does the event have the resources to market and manage sponsorship?

Sponsorship benefits for events and sponsors Links with the consumer response

Figure 11.3 The sponsorship effects process

Sponsorship benefits for events and sponsors Sponsor’s benefits – links with the consumer response • Access to specific niche-target markets • Corporate brand image creation/enhancement • Building brand awareness • Influencing consumer attitudes about a brand • Associating a product or service with a lifestyle • Improving relationships with distribution channel members

Sponsorship benefits for events and sponsors Sponsor’s benefits – links with the consumer response • Achieving product sales and merchandising opportunities • Demonstrating product attributes • Providing employee rewards and recognition • Creating goodwill for an organisation’s activities • Entertaining key clients with corporate hospitality

Sponsorship benefits for events and sponsors Sponsorship leverage – adding value to the investment • Leveraging an event or festival sponsorship involves the development of a range of marketing activities that extend the sponsorship benefits well beyond the event or festival’s promised offer

Sponsorship benefits for events and sponsors The fit between the sponsor and the sponsored

Figure 11.4 The effect of excellent sponsor fit

Developing the event sponsorship strategy • Profiling the event audience • Establishing what the event can offer • Building the event sponsorship list • Matching event benefits with potential sponsors • The sponsorship pitch – preparing and presenting sponsorship proposals – undertaking the sponsorship screening process – negotiating event sponsorship contracts

Managing sponsorships Techniques for effective sponsorship management • One contact • Understand the sponsor • Motivate staff about sponsorship • Use of celebrities • Acknowledge the sponsor at every opportunity • Sponsorship launch

Managing sponsorships Techniques for effective sponsorship management • Media monitoring • Principle sponsor • Naming rights • Professionalism • Undersell and over-deliver • Protection from ambush marketing

Managing sponsorships Sponsorship management plans to service sponsors • What objectives the sponsorship will achieve for the sponsor • The benefits that have been promised • The costs associated with those benefits • Review and evaluation approaches • Timeline for activities

Measuring and evaluating sponsorships • Is a shared responsibility between sponsor and the event or festival • Two components: – evaluation of the effectiveness of the partnership and how the sponsor and event have contributed to it – measurement of the consumer-related marketing objectives set by the sponsor

CHAPTER 12 Sustainable Event Management

Prepared by Thomas Keily

Learning Objectives ⚫

⚫

⚫

Define the term sustainable development and its relevance to event production Discuss strategies and practical responses that events have employed and can employ in their efforts to become more environmentally sustainable Source information concerning the environmental management of events

Environmental impacts of events Fossil fuel use due to transport and energy production ⚫ Emissions to air (greenhouse gases, pollution, particulates) ⚫ Water use, waste water production and chemical emissions to water ⚫ Materials and supplies purchasing, and consumption of non-renewable resources ⚫

Environmental impacts of events • Solid waste creation and disposal • Chemical use and disposal • Noise and light pollution • Habitat, biodiversity, and ecological

impacts from activities in both the immediate surroundings and along the supply chain

Environmental impacts of events Purchasing considerations • The product’s life cycle from extraction or growing of raw materials through to manufacture • The impact on the community of growing, extraction and manufacture (social, economic and environmental) • The distance raw materials and products travel to get to the end user • Fair payment and conditions for workers and producers

Environmental impacts of events Purchasing considerations • If purchases for the event will

unnecessarily deplete natural resources and cause pollution • ‘Green-washing’. Investigate claims such

as ‘eco’, ‘natural’, ‘biological’ and ‘green’ • Ask questions if claims are vague or

have no certification

Environmental impacts of events Sustainable Energy Use in Events • Sustainable mobile power supply • Zero emissions power supply

Environmental impacts of events Sustainable Waste Management • Waste prevention

• Bin logistics and signage • Recycling • Biodegradable waste • Salvage and repurposing • Recycle stations and incentives

Environmental impacts of events Sustainable Transport Solutions • Transport has the largest carbon impact • Transporting participants usually the

biggest contributor • Encouraging public transport use

Environmental impacts of events Sustainable Water and Sanitation ⚫

Water conservation

⚫

Emissions to water

⚫

Waste water management

Sustainability policy for events management A sustainability policy should include a discussion of: • The commitment of the event to

sustainability, resourcing and staff • The consultation process, training of

staff and education of key stakeholders • The statement of objectives • The key sustainability indicators

Best practice, certification and measurement • Key Sustainability Indicators • Sustainable event industry

organisations • Green event certification and

guidelines

Sustainable Events • FIFA World Cup • Commonwealth Games • Olympic Games

CHAPTER 14 Staging Events

Prepared by Thomas Keily

Learning Objectives Analyse the staging of an event according to its constituent elements • Demonstrate how these elements relate to each other and to the theme of the event • Understand the safety elements of each aspect of staging • Identify the relative importance of each aspect of staging • Use the tools of staging •

Theming and event design • The theme is the major artistic and creative decision to be made • Once the theme is set, all elements of the event must fit in

Theming and event design

Figure 14.1 The elements of staging revolve around the theme

Programming • The event experience for the attendee and sponsor rests on the success of the program • The program depends on: – audience expectations – constraints of the venue – the culture of the client and sponsors – the availability of elements of the staging – the logistics – the creative intent of the event team

Choice of venue • Crucial decision • Factors in venue selection – size of event – location and history

– Infrastructure – access

Audience and guests • Staging issues: – position of entrances and exits

– arrival times – dump or trickle – seating and site lines

– facilities

The stage • Different for a theatre stage • Stage plan • Stage manager

• Stage safety issues

Figure 14.4 An example of a stage plan

The stage

Figure 14.5 The relationship between types of event and the relative importance of the staging elements

Power • The type of power – three phase or single • The amount of power needed • Emergency power • Position and number of power outlets • The types of lead • Wiring • The incoming equipment’s volt/amp rating • Safety factors • Local and state regulations

Lights • Two functions – practical

– artistic

• Lighting design

• Lighting plot – placement, type, focus, colours

Sound • Main reason for sound equipment is so that all audience members can clearly hear music, speeches and audio effects • Many factors are considered in design • The choice of size, type and location of sound speakers can affect audience’s experience of the sound

• Schedule for set up – sound engineer • Sound leakage

Sound

Figure 14.7 Two examples of audio speaker layout

Sound

Figure 14.8 A simple flow chart for sound systems

Audiovisual and special effects • An event producer is used when many different specialists are involved in the event • A decision to use an AV company is based on: – how the audiovisual presentation fits in with the overall event design – the budget – the skills of the audiovisual company

Audiovisual and special effects • Special effects are used to attract attention, generate excitement and sustain interest

• Audiovisual and special effects technology is often pre-programmed

Props and decorations • Some events use scenery, stage properties (props) and decoration to make the audience feel they are in an imaginary world • The way these stage elements are combined often reflects the personal style of the event company

Catering • In-house or contracted • Quality • Costs

• Waste management • Alcohol

Performers • Contact • Staging requirements – spec sheet • Availability • Accompanying personnel • Contracts and legal requirements • Payment • Cultural background

The crew • Professionalism is essential • Roadies and specialists • Briefing • The crew can provide valuable input

Hospitality • Hospitality is a major part of the package offered to sponsors and may include tickets, food and beverages, souvenirs and gifts • The invitation is important and needs to convey the theme of the event • Networking opportunities • Corporate events – the hospitality experience is fundamental to the event experience

The production schedule • Rehearsal • Production meeting • The production schedule is the master document for staging – run sheets and prompt sheets are created from this

• Bump-in and bump-out times

Recording the event • A recording can be used for – future promotion – evaluation – liability issues

• Visual recording of events requires planning

Contingency • ‘What if’ sessions • Contingency plan and risk management

CHAPTER 15 Logistics

Prepared by Thomas Keily

Learning Objectives Define logistics management and describe its evolution ⚫ Understand the concept of logistics management and its place in event management ⚫ Construct a logistics plan for the supply of customers, event products and event facilities ⚫ Use event logistics techniques and tools ⚫

What are logistics?

• Logistics assist the event manager to identify the elements of special event and festival operations • Logistics is an analysis tool to manage as aspect of an event by subdividing the work into categories • The value of a company’s products or services can be improved by efficient logistics • In Australia, logistics is more important because of our special conditions

The elements of event logistics

Figure 15.1 Elements of the logistics systems

The elements of event logistics • Supply • Transport

• Linking all the parts • Flow control • Information networks

Supply of the customer • Links with marketing and promotion • Ticketing • Queuing

• Customer transport • Transport

Supply of the customer Figure 15.5 A sample of the special event transport management planning process

Supply of product – product portfolio • Transport – local and overseas

• Accommodation

• Artist’s needs on site

Supply of facilities • The storage of consumables and equipment • Sourcing the facilities – availability – cost – lead times

On-site logistics

Figure 15.8 Some traffic patterns at a multi-staged music festival to be considered when planning

On-site logistics Communication • Two-way radios • Mobile phones and text messages • Signage • Runners / news sheets • Loud hailer / sound system • Flags / visual and audio cues • CCTV and webcams • Short-range FM radios • WiFi and Bluetooth • Bulletin boards

On-site logistics Figure 15.10 Deni – Play on the Plains Festival and World Record Ute Muster logistics site map.

On-site logistics Consumables – food and beverage • Storage and distribution

• Sale of alcoholic beverages • Pre-sale tickets for purchase of food and drink • Catering for sponsors and VIPs

• Food Standards Code & HACCP

On-site logistics VIP and media requirements • Media coverage of events can disrupt live performances – use of separate microphones and cameras – short timelines

• However, benefits justify giving media logistics precedence • VIPs can require special security

On-site logistics Emergency procedures • Local councils can shut down an event that does not comply with emergency regulations • Emergency response plans – can affect the design of the site

Shutdown • Proportional to size of event • Event project plan – work breakdown structure – task/responsibility list – schedule with a critical path

• Crowd management • Security • Shutdown checklist • Acquitting large event capital assets

Techniques of logistics management • The event logistics manager

Figure 15.16 The lines of communication between the logistics manager and other managers for a multi-venue event

Techniques of logistics management Site or venue map • A necessary communication tool for the logistics manager • The three features of maps: – scale – projection – the key (showing the symbols used)

Negotiation and assessment • One-off events • Events as a dynamic system – reassessing decisions

• Gap analysis

Control of event logistics • Monitoring the plan • Identification of milestones • Gantt chart • The aim of the logistics manager is to create a plan to enable the logistics to flow without the need for active control

Evaluation of logistics • Quantitative

• Qualitative • Logistics audit – including whether audience expectations were met

The logistics operation plan • For a large event, this would contain: – a general contact list – a site map – schedules, including timelines and bar charts – the emergency plan – subcontractor details, including all time constraints – on-site contacts, including security and volunteers – evaluation sheets (sample questionnaires)

CHAPTER 16 Event Evaluation and Research

Prepared by Thomas Keily

Learning Objectives • Describe the role of evaluation in the event management process • Discuss the nature and purpose of post-event evaluation • Understand and discuss the evaluation needs of event stakeholders • Identify and use a range of sources of data on events • Create an evaluation plan for an event

Learning Objectives • Apply a range of techniques, including the design of questionnaires and the conduct of surveys, in evaluating events • Understand how to analyse data on events • Prepare a final evaluation report • Use event profiles to promote the outcomes of events • Apply the knowledge gained by the postevent evaluation process to the planning of a future event

What is event evaluation • Event evaluation is the process of critically observing, measuring and monitoring the implementation of an event in order to assess its outcomes accurately • It has three key phases: – pre-event evaluation (feasibility study) – monitoring and control process (during the implementation of the event) – post-event evaluation (measurement of the event outcomes)

Event impacts and evaluation • Impacts of events are of particular concern to governments:

– evaluation of economic impacts – cost benefit analysis

– prioritisation of which events to support

Post-event evaluation • Measurement of event outcomes • Creation of a demographic profile of the event audience • Identification of how the event can be improved • Enhancement of event reputation • Evaluation of event management process

Knowledge management Figure 16.1 Evaluation and the management process

The event evaluation process Planning and identification of data required • Different stakeholders agendas – the host organisation – event outcomes, achievements and future planning lessons – sponsors – levels of awareness, sales, market penetration and advertising coverage

The event evaluation process Planning and identification of data required • Different stakeholders agendas (cont’d) – funding bodies – grant acquittal, summary of event outcomes and financial statement – councils and government departments – social, economic and job creation impacts – tourism bodies – visitor impact and spending

The event evaluation process Planning and identification of data required

• Qualitative data – based on perceptions and responses

– interviews, focus groups, observation

• Quantitative data – measurable and subject to statistical analysis – box office receipts, surveys

The event evaluation process Data collection • Event documentation – e.g. ticket sales, car park and sales figures

• Media monitoring – newspaper, radio and news coverage – professional media-monitoring organisations for large events – monetary value of media coverage can be estimated by comparing with value of equivalent editorial coverage

The event evaluation process Data collection • Event observation – management observation – staff observation

– stakeholder observation

• De-briefing meetings • Focus groups

The event evaluation process Data collection • Surveys – collecting the opinions and responses of a representative sample of total attendees to obtain vital and accurate data on the event – reliable statistical information on audience profiles and visitor patterns – can be face-to-face, by telephone, mail or email

The event evaluation process Data collection • Surveys – purpose – survey design – language – open versus closed questions – size of sample – randomness – support data

The event evaluation process Data collection • Secondary data – research bureaus – web searches

– journal databases

The event evaluation process Data analysis • Data from surveys will need to be analysed to reveal useful statistics and trends – excel or SPSS – calculation of frequencies – means or averages – graphical representation

The event evaluation process Reporting • For whom is the report intended?

• Narrative function: tells the story of the event and its achievements – media reports, photographs, quotes from attendees

• Record function: a formal and definitive account of the event process and outcomes – statistics (tables, graphs) help to support the record

The event evaluation process Dissemination • The final step of post-event evaluation • Disseminate reports to all key event stakeholders • Report outcomes can be presented in dynamic form, e.g. event profile, media release, PowerPoint • The event report can be a tool to enhance the future prospects of the event

The event evaluation process Encore festival and event evaluation kit • Demographic module • Economic module • Marketing module • Additional questions module • Tools within Encore – survey instrument to collect data from attendees – calculation of the level of in-scope expenditure – reporting tool

The event evaluation process Encore festival and event evaluation kit

Figure 16.3 The festival/event evaluation process

CHAPTER 17 Legal Issues of Event Management

Prepared by Thomas Keily

Learning Objectives • Explain the central role of event ownership in event management • Identify and construct the necessary contracts for events and their components • Understand and be able to comply with the variety of laws, licenses and regulations governing event production • Describe the necessity for and the process of insuring an event

Contracts • A contract contains: – an offer – an acceptance of that offer – a promise to perform – a valuable consideration – a time or event when performance must be made – terms and conditions – performance

• Event management companies may need many contracts

Contracts Figure 17.2 Contracts required by an event management organisation

Contracts The contract management process Figure 17.3

Contracts Entertainment • A ‘rider’ clause (amendment or addendum to the main contract) • Exclusivity clause (details that performers cannot perform nearby for a specified time period to help maintain uniqueness of the event) • Stipulation that the signatories have the right to sign on behalf of the contracting parties

Contracts Venue • Security deposit • Cancellation • Access • Late inclusion • House seats • Additions or alterations • Signage • Cost

Contracts Sponsor • Naming rights • Signage • Celebrity involvement • Media • Fee and how the payment is to be made • Level of sponsor exclusivity • Hospitality rights • Interaction rights

Contracts Broadcast • Territory or region • Guarantees • Sponsorship • Repeats, extracts and sub-licences • Merchandising • Access • Credits

Constructing a contract • Intention • Negotiation • Initial acceptance

• Agreement on terms • Signing

Trademarks and logos

• Trade Practices Act • Misrepresentation

Duty of care • For event management, duty of care means taking actions that will prevent all foreseeable risk of injury to other people who are directly affected, or involved in, the event – event staff and volunteers – performers – the audience or spectators – the public in the surrounding areas

• Also relates to noise levels (EPA)

Legal issues with marketing events • Hyperbole is not illegal • 'Misleading representations' are illegal – misleading or deceptive conduct – quality

– sponsorship – approval – gifts or prizes ⚫

Covered by the Trade Practices Act

Insurance • Checklist – time

– full coverage – suppliers cover

– complete disclosure – records

– change in stakeholders

Regulations, licences and permits • Regulations vary from state to state, and even between council areas • Responsibility of event management

• Need for thorough research and/or legal advice to ensure compliance • Long lead time for obtaining permits and licences

CHAPTER 18 Risk Management

Prepared by Thomas Keily

Learning Objectives • Define risk and its relationship to the management of festivals and special events • Understand the context of risk • Use the tools of risk identification and identify the risks specific to events • Understand the latest methodologies of risk management • Understand the core concepts of occupational health and safety

Risk management process • Every part of event management has potential risks – administration – marketing and public relations – health and safety – crowd management

– security – transport

Risk management process

Figure 18.1

Risk management process Understanding context • Type of event • Management structure • Stakeholder analysis • General risk environment

Risk management process Analysis and evaluation of the risk • The dimensions of risk – the likelihood of them occurring – the consequences if they do occur

Risk management process Control • After risk evaluation, the event management team needs to create control mechanisms • The decisions include: – changing the likelihood that a problem will occur – changing the consequence if the problem does occur – accepting the risk – transferring the risk to another party

Risk management process Mitigating actions • Unattended packages – who will respond?

– are dogs available who are trained to identify explosives?

– will the area be evacuated?

• Risk communication – understanding the terminology of risk – open communication channels – informal methods of communication

Risk management process Further risk management methodologies

• Principle of safe design – person with control

– product lifecycle – systematic risk management – safe design knowledge and capability – information transfer

• Hazard analysis and critical control points (HACCP)

Risk management process Figure 18.4 the risk management process from the design perspective

Risk management process Specific event risks • Volunteers • Crowd management

• Alcohol and drugs • Communication

• Environment • Emergency

• Preparing the attendee

Risk management process Review • Evaluation of the risk control strategy • The event company must be a 'learning organisation'

OH&S and events Consultation

• Differs between states • The event team must consult with the event stakeholders on event health and safety • It is mandatory for the event team to understand their state’s legislation

CHAPTER 13 Event Tourism Planning

Prepared by Thomas Keily

Learning Objectives Describe ‘event tourism’ and the destination approach to event tourism planning ⚫ Conduct an event tourism situational analysis to create a foundation for goal setting and strategic decision making ⚫ Describe the range of goals that a destination might seek to progress through an event tourism strategy ⚫ List and describe organisations that might play a role in a destination’s efforts at event tourism development ⚫

Learning Objectives Describe generic strategy options available to organisations seeking to develop event tourism to a destination ⚫ List and discuss approaches to the implementation and evaluation of event tourism strategies ⚫ Discuss the potential event tourism has to generate positive outcomes in small communities and how event managers can remove or mitigate any negative impacts that occur ⚫

Destination-based event tourism strategies • Government support – creation of specialist event tourism development bodies – funding of infrastructure, e.g. stadiums

Event tourism strategic planning

Figure 13.1 Event tourism strategic planning process

Situational analysis • This should reflect the perspectives of the stakeholders of the event: – tourism bodies – community

– government agencies

• SWOT analysis

Development event tourism goals • Leveraging events for economic gain • Geographic dispersal of economic benefits flowing from tourism • Destination branding

• Destination marketing • Creating off-season demand for tourism industry services

Development event tourism goals • Enhancing visitor experiences • Catalyst for expansion and/or improvement of infrastructure • Progression of a destination’s social, cultural and/or environmental agenda

An event tourism organisational structure • To progress a destination’s event tourism goals, responsibility is handed to one or more organisations • For cities, these organisations could encompass bodies responsible for: – festivals – business tourism – major events – overall tourism development

Development of an event tourism strategy Existing event development • Use ‘hallmark’ events as the foundation for image-building efforts • Merge several smaller events to create one larger event • Develop hallmark events, but maintain a mix of small-scale events throughout the year for year-long appeal for a destination

Development of an event tourism strategy Event bidding • ‘Mobile’ events (sporting or business events) New event creation

• Should be integrated into the overall tourism product mix of a destination • Must be adequately resourced to ensure long-term survival

Development of an event tourism strategy General considerations in event tourism strategy selection • To decide what event tourism strategy to pursue, it is useful to consider what ‘portfolio’ of events will deliver the required benefits • Events can be rated on a numerical scale, or on a hierarchical model

Development of an event tourism strategy General considerations in event tourism strategy selection

Figure 13.4 Event rating scale

Development of an event tourism strategy General considerations in event tourism strategy selection Figure 13.5

ESS/ERS support Funding programs • Strategic planning and marketing • Research and evaluation • Targeting funds/grants – agreements, performance bench marking • Event experience design and event programming • Resource leverage – sponsorship, industry • Facilitate linkages Local community special interest events Regional events coordinators • Forums, training • Resources • Website references and research information • Training opportunities

Implementation of an event tourism strategy • Financial support – grants – sponsorship – equity

• Ownership • Bid development and bid support services • Event sector development services – research – training and education – partnerships and networks

Implementation of an event tourism strategy • Coordination • Event/destination promotion services – marketing collateral – promotional plans

– hosting tours and site visits – assistance with event programs

– liaison between government and civic authorities

Evaluation of an event tourism strategy • Evaluation is fundamental to the success of any strategy • Collection and interpretation of information – especially data on visitor flows

• Whole-of-destination assessments of event tourism performance • Each organisation involved in an area’s event tourism development should have own goals • All goals should link to the destination’s overall event tourism goals

Tourism events and regional development • Regional areas acknowledge benefits that can flow from event tourism • Local government is now actively supporting event tourism in regional areas – tourism event grants