SUMMARY OF COMPETENCY-BASED LEARNING MATERIALS

NUMBER UNIT OF COMPETENCY MODULE TITLE CODE

1 Plan and develop event Planning and developing TRS342315

proposal or bid event proposal or bid

2 Develop an event concept Developing an event concept TRS342316

3 Develop event program Developing event program TRS342317

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

5 Develop and update event Developing and updating event TRS342319

industry knowledge industry knowledge

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

management services management services

7 Manage contractors for indoor Managing contractors for TRS342321

events indoor events

8 Develop and update Developing and updating TRS342322

knowledge on protocol knowledge on protocol

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 HOW TO USE THIS MODULE

Welcome to the Module “Planning and Developing Event Proposal or

Bid”. This module contains training materials and activities for you to complete.

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

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

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

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

Recognition of Prior Learning (RPL)

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

If you can demonstrate to your teacher that you are competent in a

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

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

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

UNIT OF COMPETENCY: Plan and develop event proposal or bid

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

SUMMARY OF LEARNING OUTCOMES:

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

LO1. Interpret event brief

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

ASSESSMENT CRITERIA:
 The contents of the event brief are accurately interpreted and the company’s
capacity to meet stated requirements is assessed.
 Action required for the development of the proposal or bid is identified and
planned.
 Liaison with customer is undertaken to clarify requirements when
appropriate
 Details for inclusion in the proposal/bid are developed after consultation
with suppliers and other relevant agencies.
 Options to meet and where possible, exceed the expectations of the customer
are developed including integration of current and emerging technology.
 Possible competitors are evaluated and strategies to address competitive
issues are developed.
 The proposal/bidding process for a specific meeting/event, including
effective assessment of the event brief, coordination of all details and
resources to meet the bid
 Requirements and professional presentation of bid materials and documents
 Typical bid/proposal requirements and formats.

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 Industry practices relevant to event management
 Organizational skills in terms of event planning
 The proposal/bid is delivered within the prescribed time line.
 Proposal/bid presentation is conducted with maximum visual/retention
impact.

LEARNING OUTCOME SUMMARY

LEARNING OUTCOME 1 LO1. Interpret event brief

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

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

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

Learning Experiences
LO1. LO1. Interpret event brief
Read Information Sheet 1.1-1 Event If you have some problem on the content of the
Marketing information sheet don’t hesitate to approach
your facilitator

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

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

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

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

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

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

Do Study Questions 1.1-4 Detailed Present your work to your Trainer for evaluation
Project Planning and discussion

Do Work Related Project 1.1-1 Present your work to your Trainer for evaluation
Interpreting Event Brief and discussion

Information Sheet 1.1-1:

Event Marketing

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

The marketing environment surrounds and impacts upon the organization.

There are three key perspectives on the marketing environment, namely the
'macroenvironment,' the 'microenvironment' and the 'internal environment'.

The micro-environment.
This environment influences the organization directly. It
includes suppliers that deal directly or indirectly,
consumers and customers, and other local
stakeholders. Micro tends to suggest small, but this can be
misleading. In this context, micro describes the relationship
between firms and the driving forces that control this relationship. It is a

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more local relationship, and the firm may exercise a degree of influence.
Micro environmental factors – These are internal factors, which the
organization can control.
The macro-environment.
This includes all factors that can influence and organization, but that are
out of their direct control. A company does not generally influence any laws
(although it is acepted that they could lobby or be part of a trade
organization). It is continuously changing, and the company needs to be
flexible to adapt. There may be aggressive competition and rivalry in a
market. Globalization means that there is always the threat of substitute
products and new entrants. The wider environment is also ever changing,
and the marketer needs to compensate for changes in culture, politics,
economics and technology.
Pest Factors – These are external forces which the organization does not have
direct control over these factors. PEST is an acronym and each letter
represents a type of factor (Political, Economical Social and Technological).
The internal environment.
All factors that are internal to the organization are known as the 'internal
environment'.
They are generally audited by applying the 'Five Ms' which are Men, Money,
Machinery, Materials and Markets. The internal environment is as important
for managing change as the external So, types of marketing environment could
be: micro and macro.

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 SELF CHECK 1.1-1:

Event Marketing

Activity - Time 10-60 Minutes

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

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

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 Political factors

Economic factors

Technological factors

Social-cultural factor

INFORMATION SHEET 1.1-2

Event Marketing Mix

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

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

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

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

Promotion - No marketing program can succeed without an effective

communication program. This component plays three vital roles: providing
needed information and advice, persuading target customers of the merits of a
specific product, and encouraging them to take action at specific times. In
service marketing, much communication is educational in nature, especially for
new customers. Companies may need to teach these customers about the
benefits of the service, where and when to obtain it, and how to participate
effectively in service processes. Communications can be delivered by individuals,
such as salespeople and trainers, or through such media as TV, radio,
newspapers, magazines, billboards, brochures, and Web sites (
http://www.upas.lt/ ; http://www.jurossvente.lt/ ) People - People refer to the
customers, employees, management and everybody else involved in it. It is
essential for everyone to realize that the reputation of the brand that you are
involved with is in the people’s hands. Many services depend on direct, personal
interaction between customers and a firm's employees (like getting a haircut or
eating at a restaurant). The nature of these interactions strongly influences the
customer's perceptions of service quality. Customers often judge the quality of
the event service they receive largely on their assessment of the people providing
the service. Successful event service firms devote significant effort to recruiting,

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training, and motivating their personnel, especially - but not exclusively - those
who are in direct contact with customers.

Process - It refers to the methods and process of providing a service and is

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

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

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

SELF CHECK 1.1-2:

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 Event Marketing Mix

Activity - Time 10-60 Minutes

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

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 Information Sheet 1.1-3
Marketing Strategy

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

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

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

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

On the other hand, qualitative research is more in depth, a study of opinions,

objectives, visions, and experiential and performance observations. It is more

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time consuming, often more expensive, and more interpretive than the
quantitative approach.

Again, both are often used simultaneously, as well as separately, and can be
effective for prevent marketing and planning strategies as well as postevent
evaluations. You will need to determine which may be the best method, given
your timing, group characteristics, and type of information needed. (Guy
Masterman, 2006 ).

Quantitative research (hard data). In most cases, this research is conducted

on paper, electronically such as Internet applications, or through telemarketing.
For example, assume you are considering two keynote speakers for your Mid-
Year Event. In your prevent quantitative research instrument, you ask your
potential audience to rate which speaker they wish to hear, on a scale of 1 to 10
(1 being the lowest desirability; 10, the highest). Speaker A receives an average
of 5.6 in your responses. Speaker B nails a 9.3. This result needs little
interpretation. The data are ―hard.‖ Go for speaker B, or be ready to explain the
alternative! This system works well for all aspects of event marketing and
evaluation, including the ratings of multiple educational programs, social
events, and overall experiential responses. Quantitative research instruments
are objective. Questions may be developed in two different styles: In picture 4,
you will find a model of a typical quantitative prevent survey.

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

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Quantitative Prevent Survey Model

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

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

Observation/Participation. This research strategy requires alertness,

consumption of time, and human interaction. For example, as a marketer of an
event, you may want to visit the prospective venue to get a ―feel for the place ‖
in order to more graphically describe it in your marketing materials. Casual
discussions with employees or locals will be effective gauges of the degree of
interest in your event. Simply observing the levels of service being provided
may directly improve the planning process by identifying potential problems
that may be avoided for your event.
How long is the line at the registration desk? How easy, or difficult, is it to park
a car? How crowded is the coffee shop at the height of the breakfast hour?
What are the general attitudinal levels of the staff and the quality of their
service? What are the standards of housekeeping and the condition of the
physical plant and surroundings? Become the detective.
Scrutinize everything. Copious note taking and laser alertness are essential
during this process. While managing and marketing a major national
convention, I would take time to visit every seminar room, a total of 65

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seminars during a three-day period. I would count heads and compare the total
to the total room capacity. I would observe the body language of the students
and the teachers. Hands in the air were good. Heads on the table were bad.
After a few informal exit interviews, I took my notes. This was not rocket
science, but it was an incredible asset when selecting topics, teachers, and
room sizes the following year, making the adjustments mandated by my notes
and marketing a more memorable event next time. This was the
observation/participation technique at its most basic and most effective level.
SELF CHECK 1.1-3:

Marketing Strategy

Activity - Time 10-60 Minutes

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

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

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 Information Sheet 1.1-4
Detailed Project Planning

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

Task Analysis and The Work Plan

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

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Control also follows the CPA or PERT. Progress is checked continuously against
the schedule and network, as well as the costs. Variances will become clear
sooner, and corrective action is therefore more effective. Also, if the project is
lagging (i.e. behind schedule) some activities might be identified as
―compressible‖ to make up time. Lastly, communications are improved by using
CPA and PERT networks. Everyone sees the project in its entirety and can
monitor progress or shortfalls. Teamwork should be greatly enhanced, as even
the value of the smallest unit or task can be seen by all.
Drawing the Network
Figure 3.3 is a simple illustration of a Critical Path Network. Computer software
is available, but a basic diagram for a small project can be done manually. It
starts with identification of activities necessary to plan and produce the event,
and each activity is given a discrete code letter or number. Interdependencies
are determined, showing what activity must be completed first. When the
network is finalized, the software can calculate the estimated minimum
completion time for each activity (in units of hours, days, weeks, months, or
years).
There are a number of rules to follow:

only from left to right

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

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

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

tivities that otherwise would have received the same event numbers because of
sequencing

depend on a later one

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

stant units -days, years, etc.); estimating duration might require considerable
analysis or judgment, and even negotiation with those responsible for its
completion

-side of the
event circle (the start point is zero, and each event after that is zero plus the
duration of intervening activities – using the longest cumulative duration for
calculating ―earliest time‖; this is called the ―forward pass ‖ calculation)

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

of potential spare time – called the ―float‖ - can be assessed (of course, its
existence depends on the accuracy of all previous estimates)
The ―critical path‖ emerges from this timing exercise. It is the earliest possible
date for the completion, given the cumulative durations of all necessary
activities and taking into account the ―float‖ (i.e., the critical path is the one
taken where there is no spare time in the connecting activities). Following this
analysis the truly critical activities become clear, as these must be completed on
time or the entire project suffers a delay. Knowing those activities allows the
manager to decide if it is worth extra money to accelerate them or to overcome
forecast delays. There might also be political and legal implications arising, such
as imposition of no-strike rules on workers or severe penalties on sub-
contractors.
Resource Analysis
A third diagram can be developed showing the costs of each activity in dollars or
hours of labor. Daily, weekly or other periodic estimates of resource commitment

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can be calculated from this information and it can be used to amend the start or
finish dates of non-critical activities by assigning more or fewer resources. And if
one assumes that the entire critical path leads to an unacceptable completion
date (for an event, this means to miss the scheduled date!), the analysis can be
used to determine how much it will cost to reach the deadline - assuming that
extra resources will be able to accelerate the project. In some instances, no
amount of money or planning will overcome some of the obstacles.

Calendars
Most working people use calendars or date books to record important meetings
and to jot down reminders of things to do. The operations of an event
organization over the year, or the actions for each program committee or
operational area, can also be written down on a calendar. The appropriate unit of
time must first be specified: weeks or months for allyear schedules; days, hours
or minutes for event programming. Within each cell can be written specific to-do
actions, some of which will run across a number of cells. Start and end points
can be specified with symbols, as can other critical dates. One benefit of
calendars is that they can be designed at a large scale and posted for everyone to
see at meetings, and reduced so that everyone has a personal copy.
Gantt Charts
These graphs are a simple, visual way to schedule event planning over any
period of time, or to schedule the event program when it contains multiple, non-
sequential elements. The unit of time must be specified, and a decision must
also be taken on whether the scheduling applies to individual persons,
programs, or team/committee work.
Figure 3-4 is an example which shows that program elements or assignments
are sometimes sequential (e.g., one can only begin when another is finished),
while others are overlapping (e.g., at different venues). Some program elements
or management actions are intermittent. The entire planning period or event
must be scheduled, so some activities must start at the beginning and some
must run until the end. These start and end points can be determined in
advance, or be determined after all the activities have been scheduled.
Gantt charts are also very useful in scheduling an event program, at least at the
general level.
Decision Points and “Decision Trees”
Where uncertainty exists over the feasibility of the project, whether or not a bid
will be won, or a political decision is needed, specific decision points should be
predetermined to force "go, no-go decisions". Unless these are scheduled, work

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might plod on without appropriate reference to the project's ultimate viability. In
the case of committed events, the decision points might apply to specific
elements such as programs or facilities, with the event itself being a given.
Some events and projects will incorporate a "drop-dead" point in the planning
schedule at which time certain predefined conditions must be fulfilled or the
event is cancelled. These criteria could be:

In other circumstances critical decisions will have to be made in the absence of

predetermined criteria. In such cases the use of a ―decision tree ‖ is helpful. For
each key decision that has to be made along the way to producing an event, ask
the following questions:

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

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

regulations to ensure completion

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

and quality reduced)

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pacts

forces, such as labor disputes

is being reduced in quality or scope

Scheduling and controlling of the project are therefore critical management
responsibilities, and no doubt many project managers have worked under
considerable stress to deliver the event as planned.

Implementation of the Plan

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

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

organizations

teers

authorities

accounts; closing offices)

The Project Management Team and Organization

Given the nature of one-time event projects, a number of special circumstances
apply. First and foremost is the highly political nature of mega-event projects,
usually resulting in some form of direct governmental representation on a
specially-created governing board. It might also prove desirable to separate the
political processes, especially the lobbying that goes on during the bid stage,

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from the project management team. Hence a spokesperson, champion or
"ambassador" can be appointed to handle political tasks.
The project management team itself will consist of a general manager (or
executive director) and a range of professions and functional area managers
reflecting the nature of the project. For a world's fair or the Olympics, the need
for infrastructural development will figure prominently in shaping the team. For
less ambitious events, programmers and marketers might dominate.

Study Questions 1.1-4

Detailed Project Planning

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

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 Work Related Project 1.1-1
INTERPRET EVENT BRIEF

Work Related Project 1.1-1

Title : INTERPRETING EVENT BRIEF

Performance Objective : Provided with the needed tools, supplies, and

material; you must be able to interpret event brief

Supplies, Tools & Equipment :

 Learning Materials 
Access to internet

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

Assessment Method:
 Work Related Project
 Interview

Performance Criteria Checklist 1.1-1

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CRITERIA
Yes No
Did you….

1. Interpret the contents of the event brief

2. Assessed company’s capacity to meet stated requirements

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

proposal or bid

4. Undertake liaison with customer to clarify requirements when

appropriate.

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 Learning Outcome Summary

LO2. DEVELOP PROPOSAL AND BID DETAILS

CONTENTS:

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

CONDITIONS/RESOURCES:

The students/trainees must be provided with the following:

TOOLS AND SUPPLIES & LEARNING

EQUIPMENT
ACCESSORIES MATERIALS MATERIALS

LCD Projector Software for Sample proposal Books relating to

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

ASSESSMENT METHODS:

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

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 Learning Experiences

LO2. DEVELOP PROPOSAL AND BID DETAILS

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

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

bidding process

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

4. Read Information Sheet: 1.2-2: Typical

bid/proposal requirements and
formats

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

proposal requirements and formats

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

5. Do Work Related Project 1.2-1: After completing the tasks; see your
Developing proposal and bid details Trainer for evaluation

INFORMATION SHEET 1.2-1: PROPOSAL/BIDDING PROCESS

THE BID

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

Steps in bidding:
1. Before the bid presentation
First come the identification of a call for proposal or opportunity to bid,
after which a preliminary study must follow. The preliminary study for a bid
is akin to an event concept and feasibility study. Hence the format can be
used paying a close attention to the following:
 Historical information related to previous events such as dates,
venues, and attendance - since most events up for bidding have
been staged in the past.

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  Hosting requirements, for example number of meeting rooms to be
used, meeting room set-up and technical requirements, number of
days, number and profile of guests, lodging requirements, air and land
transportation requirements, social functions, meals, among others.
 Financial responsibilities between the international and host organization.
 Competing countries that have signified interest tobid for the same event.
 Bid presentation procedure, such as date, venue, method of
presentation, and the like.
The bid paper itself contains all the terms of the proposal such as the
services to be provided by the host, the cost the unique selling point. The major
parts of a bid include the following:
 Formal letter of invitation/ proposal to host the event, highlighting the
proponent’s hosting capabilities and unique selling point.
 Package details for hosting requirements - a listing of facilities
and services which will be made available to delegates together with
corresponding rates.*  Endorsement from concerned government
agencies  Information and promotional materials.
* The proponent may seek the assistance of a CVB or tour operator to
securing advance rates from hotels, airlines, transport operators and other
suppliers, especially for events slated five to 10 years from the time of bidding.
2. Presenting the bid
After drawing up the bid proposal, it is then presented to the committee in
charge of the event, the board of directors or at the general assembly of an
international organization.
Do follow up after the presentation
3. After the bid presentation
Upon winning the bid, draw a contract or a memorandum of agreement
defining the areas of responsibilities between the bid proponent (i.e. the local
association) and the international organization: or upon losing the bid, evaluate
re-bidding possibilities and revise the bid.

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SAMPLE LETTER
11 Jun 2014
Marketing Manager
X Corporation
Address, Makati City

Dear Me. Dela Cruz,

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

Our Events management Class at the ABC University is organizing a Nihongo

Festival that is expected to attract 500 students from other participating schools, in
addition to the 20,000 students enrolled in our university this semester.

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

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

We will be glad to meet with you to discuss our proposal further. Our marketing
Committee Head, Ms. Maricel Alano, will call your office to follow up on our request.
Ms. Alano may be reached through her mobile 09xx-xxx-xxxx and email
[email protected].

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

Very Truly Yours,

Bernice McFlurry
Bernice McFlurry
Class Chairman

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Noted:
Bernette H. Bogsiwara
Class Adviser

EVENT BID ANALYSIS CHECKLIST

Should you bid for an event?

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

and organize, a special event e.g. a state or national
championships, the following questions may assist in
making the decision.
1. Is the organization of this event by your organization
justified on the basis that it is highly likely to provide
a substantial profit and thereby significantly help
your organization's finances?
2. Can you identify any significant risk of the following:
 Key organization personnel are already at ―burn out‖ and this
event may be too much
 The success of this event depends on winning a government
grant or sponsorship, which might NOT be forthcoming, or is
difficult to obtain?
 Your facilities cannot be improved sufficiently to meet the
probable expectations of event participants
3. How will the event improve your organization’s future
income? Is it likely that:
 Your organization will earn more income through increased
membership due to the promotional value of this event?
 Your organization will earn more income by being able to run
similar events or better events in the future?
 This event will enable your organization to improve facilities
and this will lead to a long-term improvement of the capacity of
your organization i.e. your organization can offer more
programs, better services, etc?
 This event will provide a long-term improvement in your
organization’s ability to gain sponsorship?

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 4. How will your event develop the people of your
organization? Is it likely that:
 This event will encourage your own members to raise their
sport performance level?
 This event will be a long-term benefit to the organization
because it will provide an opportunity for members to develop
skills in event management, sport administration, club
administration, officiating and/or coaching?
5. How will the event improve the profile of your
organization in the community? Is it likely that?
 This event will create an impact politically i.e. members of
parliament, local councilors and this may have an effect on
future funding possibilities?
 This event will foster closer relations with other community
organizations such as schools, other organizations in the
same sport, and other organizations in different sports.
 This event will improve the awareness of the community about
your organization and/or your sport.
 This event will provide an opportunity to demonstrate your
organization’s capability and therefore your ability to bid for
and win future events of even greater magnitude.
Self Check 1.2-1
PROPOSAL/BIDDING
PROCESS

1. Discuss the three stages of the bidding process.

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 Answer Key 1.2-1
PROPOSAL/BIDDING
PROCESS

1. Before the bid presentation

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

Date Developed: Document No. DHS TD-007-24

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 2. Presenting the bid
After drawing up the bid proposal, it is then presented to the committee in
charge of the event, the board of directors or at the general assembly of an
international organization.
Do follow up after the presentation
Answer Key 1.2-1:
PROPOSAL/BIDDING
PROCESS

3. After the bid presentation

Upon winning the bid, draw a contract or a memorandum of agreement
defining the areas of responsibilities between the bid proponent (i.e. the local
association) and the international organization: or upon losing the bid, evaluate
re-bidding possibilities and revise the bid.

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INFORMATION SHEET: 1.2-2 TYPICAL BID/PROPOSAL
REQUIREMENTS AND FORMATS

Event Proposal Template

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

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The legacy that special events leave includes:
• Raising performance standards
• Raising the profile of the organisation in the community
• Providing promotional opportunities for sponsors
• Improving facilities
• Upskilling volunteers

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

Selecting the Venue

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

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

Step 2: Investigate possible venue

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

Step 3: Make site visits

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

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

Environment  The venue needs to be appealing to all participants. The venue should appear to be well
maintained and clean.

 Indoor venues - consideration needs to be given to lighting and air temperature control.
Seating needs to be comfortable and in good view of the performance area. Places to
relax away from the performance area also a beneficial feature.

 Outdoor venues - advantageous elements include sufficient drainage, lighting, shading and
protection from wind.

Facilities  Sufficient changing areas, showers, sauna, etc

 Kitchens, canteens and food serving areas

 Offices or meeting rooms for Media and the Event Staff

 Telecommunication facilities - telephone, fax, Internet

 Public address system is available

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Position  Can be accessed by public transport

 Nearness to majority of participants

 Sufficient accommodation within reasonable distance

 Shops in close proximity

Cost  The cost of the venue need to be within the realistic limitations of the event budget.

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

Step 4: Agree on price and terms

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

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

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Step 5: Make a booking and confirm
When you have selected which venue is the best for your event, it is time to
make a booking. Although the venue will take a booking over the phone, it is
likely that you will be sent within a few days a contract that states:
 Facilities booked
 Dates and times booked
 Payments required e.g. deposit and final payments
 Other contractual obligations e.g. cleaning
 Your contact details
After you have signed and returned the contract together with a cheque deposit,
you should never assume that your booking is safe and forget about it until the
last week before the event. It is well worth your while to keep lines of
communication open with the venue manager and to keep checking that you
booking is safe (i.e. does not get double booked).
Step 6: Make further site visits

The purpose of making further site visits is to assure yourself that nothing has
changed, or at least that any changes that do occur will not affect your event.
Changes that could occur include lighting, fixtures removed, equipment and
decor.
Further site visits are useful also to plan your event e.g. shipping in equipment.

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 SELF CHECK 1.2-2 TYPICAL BID/PROPOSAL REQUIREMENTS
AND FORMATS

1. Identifies and explains five facets of suitability when

conducting a site visit.

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

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

Environment  The venue needs to be appealing to all participants. The venue

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

Facilities  Sufficient changing areas, showers, sauna, etc

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

Position  Can be accessed by public transport

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

Cost  The cost of the venue need to be within the realistic limitations of
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 the
event budget.

Process of Strategy Making

The event strategy in its implementation comprises all factors that determine the
success of the event. In organizing any event five main strategy making steps
should be followed:

1. The aim of a MISSION STATEMENT is to specify the purpose of the events,

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

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2. Two types of objectives: financial & strategic
3. Crafting a Strategy to achieve performances: 5 approaches
Macroeconomic Analysis
Industry Analysis
Game Theory
Capabilities-Based-Strategy formulation
Dynamic capabilities and evolutionary thinking
4. Strategy implementation is fundamentally an administrative activity and
includes the following components:
building an organization capable of carrying out the strategy
successfully establishing a Strategy-supportive budget
installing internal administrative support systems devising rewards
and incentives that are linked to objectives and strategy shaping
the corporate culture to fit the strategy exercising strategic
leadership
5. Doing the tasks of strategic management is an ongoing responsibility.
Managers must constantly evaluate performance, monitor the situation, and
decide how well things are going
Altering the organization's long-term direction
Redefining the business
Raising or lowering performance objectives
Modifying the strategy
Improving strategy execution
Work Related Project 1.2-1 INTERPRET EVENT BRIEF

Work Related Project 1.2-1

Title : Developing proposal and bid details

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

Supplies, Tools & Equipment :

 Learning Materials 
Access to internet

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

Assessment Method:
 portfolio
 Interview

LO3. DEVELOP BID MATERIALS

CONTENTS:

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

effective assessment of the event brief, coordination of all details and
resources to meet the bid  Requirements and professional presentation
of bid materials and documents  Typical bid/proposal requirements and
formats.
 Industry practices relevant to event management

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  Organizational skills in terms of event planning

CONDITIONS/RESOURCES:

The students/trainees must be provided with the following:

TOOLS AND SUPPLIES & LEARNING

EQUIPMENT
ACCESSORIES MATERIALS MATERIALS

 LCD Projector  Softwarefor  Sample proposal  Books relating

(optional) presentation  Sample brochures to business
 Overhead Pro- skills and other proposal writing
jector (optional) pertinent
document relating
 Computer
to proposal writing
 Printer

ASSESSMENT METHODS:

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

Learning Experiences
LO3. DEVELOP BID MATERIALS
1. Information Sheet 1.3-1: Preparing If you have problems with the content of your
and presenting event plan learning materials don’t hesitate to ask
assistance from your Trainer

2. Do assignment sheet 1.3-1

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3. Secure a specific instructions of this Have your Trainer evaluates your work.
activity from your Trainer before
attempting this task

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 INFORMATION SHEET 1.3-1 PREPARING AND PRESENTING
EVENT PLAN

INTRODUCTION fter working on a event plan for many days (or

A
probable nights), the hurdle is to present the plan to

the approving committee - usually a panel of event

stakeholders. Of all stakeholders, the event manager must have

the cleared vision of the coming event. He/ She has to share the
vision in one make-or-break presentation. This Information Sheet prepares
you to clear the hurdle and get the show on the road!

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

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

S Specific

Measur

able A

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 Attainab

le

R Realistic

T Time-bounded E Exciting

R Responsible
 The Event Vision - a brief description of the event being planned
and the expectations from this in one or two sentences. Remember
to reiterate the purpose, objectives, and the target audience; and
make mention of the total budget and how success will be
measured.
 Format - what kind of event will best deliver the stated objectives?
Discuss how this format will achieve the client’s objectives. A
lengthier discussion might be needed if the proposed format is
different from previous events held or deviates from ―the usual ‖.
 Venue - discuss why specific venues or destinations are selected.
Rationalize the choice of venue, particularly if it is controversial or
not a usual choice of the client, or unusual for the chosen event
format. Emphasize the significance of the venue in the
achievement of event objectives. At this point, the following may be
discussed.
 Details on accommodations for participants, guests, VIPs,
and
staff
 Details about the locale, and nearby places of interest, if
the venue is out of town
 Contingency plans should there be safety and security
issues concerning the venue.
 The Experience - give the intricate details of the event, but stick to
those that will be of interest to the stakeholders, or the approving
committee. Take the approving committee through the event
experience as it will eventually unfold for the target audience. This
is the show-and-tell part of the presentation; be ready with
photographs, samples, and props that will help create a vivid
picture of the event.

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  Invitation - How will people know of the event? How will
they be invited? Present sample/s of the invitation.
 Registration - How will the participants sign up or
confirm attendance to the event? What will happen
when arrive at the event? Samples to show: pre-
registration procedures, forms needed for on-site
registration, etc. Take the stakeholders through the
process of pre-registration, transportation, and arrival
at the event.
 Atmosphere - What will be the overall look and feel of
the event? How will this be executed thru décor, room
layout, sounds, lights, table scape, and even small?
Show sample photos or idea pegs.
 Program - Present the day-to-day or hourly program
for the event and detail each of the activities,
particularly those which some of the stakeholders will
participate in. Highlight how each activity links with
other activities in the program.
 Treats - State other elements of the event: food and
beverage, gifts, recreational activities, companion
programs, pocket events, etc. Show the stakeholders
how these treats tie in with the program and enhance
the total event experience.

 Budget - The approving committee will be interested in knowing

whether your plan can be implemented on a budget originally
earmarked for the event. Report on this aspect first, and then supply
the details if the panel appears to be interested in knowing the
details. Be ready to provide all information that the clients need to
know particularly those that will affect the final budget. Importantly,
have a clear and concise list of what is not included in your program
and cost summary. If the budget is beyond the original amount
allotted for the event, defend why more funds have to be spent and
for what expenses. Show how well the event team will be handling
the client’s resources.
 Summary - Wrap up the presentation by homing in on why the
proposal event plan will work to achieve the objectives set, and how
the staging of the event will be meaningful and memorable to all
stakeholders.
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 The amount of time that the presentation will take depends on how complex
the event plan is, the completeness of details to be presented for approval,
how well prepared the presentor is in answering questions to support
his/her own claims with information, and how many questions the
approvers will ask. Aside from the presentation you have prepared, bring
other materials you need during the presentation meeting are:

 References - data gathered about previous events (for example, the

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

THE PRESENTATION
Be punctual and very well prepared when coming to the meeting. Wear
clothes that enhance your self-confidence, and give you an air of authority.
Take at least one of another member of the event team to the presentation.
As you do the presentation, the other member takes notes of the ensuing
discussion. If there are a number of visual aids, that will be shown, a third
team member must be on hand to assist in the presentation.

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 Have only one person doing the presentation. This makes for a quicker
presentation with less transitions. However, if there are parts of the
presentation that require an expert on the topic, then bring one on. For
example, someone from the accounting department will be a good resource
person when it comes to the discussion of the event budget.
Master the presentation. The best way to this is to write the presentation
yourself. Avoid presentation materials that are too cluttered or confusing.
Allow the panelists to focus on the plan. Provide copies of the plan or its
salient elements for the panelists to study individually. Also practice how to
answer tough questions from the stakeholders. You may set the rules early
on: Will questions be entertained only after the whole presentation is over? Or
can the panelists asks questions anytime?
Give the presentation your best shot. The sooner you get approval, the
sooner you can start executing the plan—and that’s where most of the work is
done.

ASSIGNMENT SHEET 1.3-1 PREPARING AND PRESENTING EVENT

PLAN

1. Interview a creative director of an advertising agency. Ask him/her how the

agency presents its plans for proposed advertisements. What tips can
he/she give on presenting event plans?
2. Research on storyboarding. Present a sample event concept using a
storyboard.
3. Research on how to make effective presentations. Share tips on this topic
with the class.

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