Organisational Profile and

Scenario
 Table of Contents

TABLE OF CONTENTS .......................................................................................................................... 2

OUR COMPANY HISTORY ................................................................................................................... 3

WHAT WE DO ........................................................................................................................................ 3

OUR MISSION, VISION & VALUES ................................................................................................... 4

FÁILTE EVENTS ORGANISATIONAL CHART .................................................................................... 5

FÁILTE EVENTS DEPARTMENTS ........................................................................................................ 5

FÁILTE TEAMS AND ROLES PROFILES ............................................................................................. 8

SCENARIO TO DEVELOP THE PROGRAM ....................................................................................... 17

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 2 | 20

 Our Company History
XYZ Pty Ltd trading as Failte.

The story of Fáilte Events starts in January 2001 in Australia’s events capital of Melbourne,
Victoria, when two friends Ava Walsh and Aurnia O’Sullivan sat down in Ava’s kitchen for a
round of tea and a long overdue catch up. With more than twenty years’ combined
experience in events management between them, The A-Team (as the duo are fondly
nicknamed) began discussing the growing demand for a unique and innovative, quality-
focussed events management approach in the burgeoning events industry in Australia.

In the Irish language the word Fáilte (pronounced fall-cha) means ‘Welcome’, and the
cultural habits of welcoming visitors are so deeply ingrained they can be found in Irish
homes and businesses across the world. Both Irish emigrants, Ava and Aurnia felt that the
hospitable mindset of their homeland could offer that extra element of personalised care
and needs management their clients were looking for, and so in late 2001, Fáilte Events was
born.

Since then the organisation has grown and expanded, providing perfectly tailored events
services ranging from wedding packages to corporate exhibitions and training events, to
concerts, festivals and other large events. We continue to focus on delivering that warm
Irish welcome to all our clients, and our extended business and community networks, from
initial contact with a prospective client until the last guest leaves our expertly delivered
events.

Due to the growth of the company, in 2017 we moved our base of operations to our new
custom-built site in Alphington, comprising of our warehouse and offices.

From effective client consultation and collaborative events planning, to thoughtful and
attentive management and delivery, we support our clients, guests, artists and exhibitors,
and collaborate effectively with suppliers, contractors, and our own colleagues and
volunteers, ensuring the feel that welcoming, caring culture at every step of the way.

What We Do

At Failte Events we provide the following first-class event management services to our clients:

• Corporate Events

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 3 | 20

 o Meetings

o Networking

o Conference

• Weddings

• Large Events

o Concerts

o Sports events

o Exhibitions

o Community events

Our mission, vision & values

Mission Statement:

Failte Events mission is to create meaningful experiences for our clients; a mesmerising, flawless
and fresh experience for their guests and building long term relationships.

Vision Statement:

Our aim is to be:

• Be leader in the event industry for providing first class services

• Be renown for our creativity, innovation and perfect execution

Values:
• Creativity

• Think outside the box

• Quality first

• Respect

• Responsive

• Engaging

• Attention to detail

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 4 | 20

 • Integrity

• Diversity

Fáilte Events Organisational Chart

Fáilte Events Departments

Board of Directors

• Ava Walsh – Chairman

• Claire Fourine – Executive Director
• Jacob Lane – Non-executive Director
• Diane Nun – Non-executive Director

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 5 | 20

 • Aurnia O’Sullivan – CEO
• Lambert Gosling – CFO

Finance Department

• Chief Financial Officer

o 2 x Financial Officers

Duties include strategic financial management, risk management, accounts receivable,

accounts payable, invoicing, payroll, financial record keeping and reporting, preparation and
payment of taxes/fees, cash flow management, external contract management and all
elements of financial and legal compliance.

Human Resources Department

• 2 x HR Officer (part time)

o IT technician (contractor)
o Maintenance Officer (contractor)

Duties include strategic HR planning, recruitment and selection, compensation and benefits,
employee relations and support, training and development, internal communications
management, performance management support, termination of employment, record
keeping and reporting, safety including OHNS and fair work law compliance, facilities and
maintenance management, procurement, stock control/warehousing, legal compliance,
industrial relations, policies and procedures management, and IT contract management and
support.

IT services (contracted)

• Managed by HR department, outsourced to Thornbury IT Solutions

IT services include server hosting, network installation and management, provision,

maintenance and update of all software and licenses, database administration (inventory
and staff files), data management, data protection compliance and systems security, and
technical support and maintenance/repair of software and hardware.

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 6 | 20

 Note: Ad-hoc IT support including software and hardware maintenance is included
in the role of the Maintenance Officer.

Marketing Department

• Marketing and Communications Manager (FT, ongoing)

o 2 x Marketing Officer (job sharing)
o Social Media Officer (PT ongoing)
o Front Desk Officer (FT ongoing)
o Content Writer (contractor)

Duties include strategic marketing management, external communications management,

graphic design, social media management and content creation, market research and public
relations, customer relationship management, management of office reception and face-to-
face customer service.

Events Department

• Events Manager
o Corporate Events Team Leader (FT ongoing)
▪ 3 x Corporate Events Officers (FT ongoing)
o Weddings Team Leader
▪ 3 x Weddings Events Officers (1 PT ongoing, 2 FT ongoing)
o Large Events Team Leader
▪ 5 x Large Events Officers (4 FT ongoing, 1 casual)
o Catering contract

Duties include events project management, scheduling, client services and relationship
management, procurement and logistics relationship management, supplier and venue
relationship management, artist, exhibitor and special guest management, temporary staff
and volunteer management, management of catering contract.
Note: All three teams use temporary staff and volunteers depending on the needs of the
event.

Catering services

• Managed by Events department, outsourced to Coburg Professional Catering

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 7 | 20

 Fáilte teams and roles profiles

Team: Finance Department

CFO Competency Skills Gaps in competency
and skills
Leadership Analytical Lambert Innovation
Vision Adaptable Gosling Problem
Governance Manage risk solving
Strategic management Manage people Broad
Stakeholder Effective decision technical
Management maker knowledge
Understand business
Staff planning
drivers
Critical thinking
Innovation
Professional ethics
Problem solving
Financial management
Technical knowledge
Audit and taxation
Legal compliance
Finance Competency Skills Gaps in competency
Officer and skills
Knowledge of finance Written and oral FO1 Initiative
regulations communication Work in a
Use of financial software Initiative team
Finance and accounting Problem solving FO2 Written and
procedures Analytical oral
Process financial Work in a team communication
transactions Finance reporting Problem
Prepare BAS, Payroll Attention to detail solving
and Superannuation Cash flow
Reconciliations Accounts payable
Accounts receivable

Team: Marketing
Marketing Competency Skills Gaps in competency
Manager and skills
Leadership Excellent written and M1 Build strategic
Vision oral communication relationships
Strategic Management Manage team Manage teams
Staff planning Organisational and
Stakeholder planning
Management Social media
Sales
Critical thinking
Design
Professional ethics

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 8 | 20

 Team: Marketing
Strategic marketing Creativity
plans Innovation
Develop marketing Build strategic
strategies relationships with
Develop marketing industry agencies,
materials vendors
Manage marketing Up to date with latest
budget trends and best
Measure and report on practice
performance of
campaigns
Manage crisis situations
Marketing Competency Skills Gaps in competency
Officer and skills
Market research Work with various MO Time
Marketing strategies forms of media management
Public relations Work in a team Cost analysis
Leadership Build customer relations
Planning and organising Manage projects
Manage crisis situations Cost analysis
Budgeting and Financial Use social media as a
Management marketing tool
Excellent interpersonal
skills
Time management
Manage project budget
Creativity
Social Competency Skills Gaps in competency
Media and skills
Officer (PT) Develop brand Technical SMO Sales
awareness Social media specialist Analytical
Content management Sales
Identify target markets Tactical execution
Visual design and web Customer service
development focused
Copyright Creativity
Social Media Analytical
Optimisation Resourceful
Identify customer Organised
needs and gaps Efficient
Researching and Collaborate with team
reporting on relevant
industry trends and
best practices
Content Competency Skills Gaps in competency
Writer and skills
(contractor Can work to brief Social media specialist CWO Multitasking
) Different writing styles Excellent written and Time
Content sourcing oral communication management
experience Multitasking

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 9 | 20

 Team: Marketing
Strategic thinking Attention to detail
Digital communication Deliver to deadlines
Analytical Innovative and
engaging content
Listening
Creativity
Original
Writing and editing
Time management

Front Desk Competency Skills Gaps in competency

Officer and skills
Reception/front desk Excellent interpersonal REC1 Excellent
coordination skills interpersonal
Planning and Excellent skills
organisation communication skills REC2 Attention to
Administration support Superior administration detail
Efficiency skills including IT Multitasking
Verbal and written Stock management of
communication office supplies
Stress tolerance Multitasking
Information Support clients,
management suppliers and staff
Excellent customer Courteous
service skills Attentive to enquires
Co-ordinate room
bookings
Organisational diary
management
Attention to detail

Team: HR
HR Officer Competency Skills Gaps in competency
Report to and skills
CEO Strategic HR planning Influencer HRO1 Assist in
Analytical Attention to detail interview
Review training needs Discretion process
Problem solving Multitasking Attention to
Stakeholder Excellent detail
Management communication HRO2 Read and
Ethical Assist in interview interpret
Compiling reports process information
Preparing spreadsheets Answer payroll Answer payroll
Process payroll questions questions
Perform audits Maintain current HR
Compliance files and databases
Risk Management Prioritise and plan
Organised and accurate

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 10 | 20

 Team: HR
Professional Read and interpret
development and information
training strategies
Confidentiality and
discretion
Budgeting and Financial
Management
Maintenanc Competency Skills Gaps in competency
e Officer and skills
Warehouse Arrange maintenance, MO Invigorated by
management servicing, delivery and learning and
Up to date knowledge pick up continuous
of building practices Undertake building improvement
Up to date knowledge repair work Risk
of property Assist in ongoing assessment
maintenance security
Hazard identification Stock-take of assets
and problem-solving IT troubleshooting
Up to date knowledge Implement preventative
in all OHNS legislative measures
requirements Adaptable
Build productive Planning and
relationships organisational skills
Evacuation and Flexible to changing
emergency procedures environment
IT support Invigorated by learning
and continuous
improvement
Risk assessment

Team: Events
Events Competency Skills Gaps in competency
Manager and skills
Stakeholder Excellent Written and E1 Assist in
Management Verbal Communication interview
Strategic Skills process
organisational High level negotiation Attention to
planning skills detail
In-depth Sound decision-making
understanding of and problem solving
event/project Multi-tasking
management Highly developed
principles interpersonal skills
In-depth Superior time
understanding of risk management and
management organisational skills
procedures Ability to use initiative
Stakeholder Conceptual and Analytical
Management Skills

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 11 | 20

 Team: Events
Client Management
Budgeting and
Financial Management
Excellent Customer
Service
Ability to lead and
motivate a team
Attention to detail
Relationship Building
Assist in interview
process
Team Competency Skills Gaps in competency
Leader and skills
(Corporate Understanding of Highly developed TLCo Highly
Events) event/project interpersonal skills developed
management Ability to lead and interpersonal
principles and motivate a team skills
differing requirements Excellent Written and Written and
for small, medium and Verbal Verbal
large events Communication Skills Communication
Understanding of risk Time management Skills
management and organisational
procedures skills
Client Management Ability to use
Team management initiative
Budgeting and Sound decision
Financial Management making under
Stakeholder pressure
Management Excellent Customer
Understanding of the Service
Corporate Problem solving
environment and Negotiation skills
specific challenges
Attention to detail
Team Competency Skills Gaps in competency
Leader and skills
(Weddings) Understanding of Highly developed TLW Stakeholder
event/project interpersonal skills management
management Ability to lead and Ability to use
principles and motivate a team initiative
differing requirements Excellent Written and
for small, medium and Verbal
large events Communication Skills
Understanding of risk Time management
management and organisational
procedures skills
Stakeholder Ability to use
Management initiative
Client Management
Team management

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 12 | 20

 Team: Events
Understanding of Sound decision
professional making under
development and pressure
training methods Excellent Customer
Budgeting and Service
Financial Management Problem solving
Stakeholder Negotiation skills
Management
Understanding of the
Wedding industry and
specific challenges
Attention to detail

Team Competency Skills Gaps in competency

Leader and skills
(Large Understanding of Highly developed TLlg Written and
Events) event/project interpersonal skills Verbal
management Ability to lead and Communication
principles and motivate a team Ability to lead
differing requirements Excellent Written and and motivate a
for small, medium and Verbal team
large events Communication Skills
Understanding of risk Time management
management and organisational
procedures skills Ability to
Client Management use initiative
Team management Sound decision
Understanding of making under
professional pressure Excellent
development and Customer Service
training methods Problem solving
Budgeting and Negotiation skills
Financial Management
Stakeholder
Management
Understanding of
large/major events
and specific
challenges
Attention to detail

Events Competency Skills Gaps in competency

Officer and skills
(Corporate Stakeholder Highly developed EOCo Time
Events) management interpersonal skills 1 management
Understanding of Superior time and
Event Management management and organisational
principles and organisational skills skills

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 13 | 20

 Team: Events
differing requirements Sound decision making EOCo Budgeting and
for small, medium and under pressure Ability to 2 Financial
large events use initiative Problem Management
Excellent Customer solving Excellent Written Problem
Service and Verbal Communication Solving
Understanding of Skills Presentation and EOCo Presentation
corporate adherence to social 3 and adherence
environment and convention to social
specific challenges convention
Team Management
Budgeting and
Financial Management
Project management
Events Competency Skills Gaps in competency
Officer and skills
(Weddings)
Stakeholder Highly developed EOW1 Interpersonal
management interpersonal skills skills
Understanding of Superior time Communication
Event Management management and EOW2 Stakeholder
principles and organisational skills management
differing requirements Sound decision making Problem
for small, medium and under pressure Solving
large events Ability to use initiative EOW3 Understanding
Excellent Customer Problem solving of the Wedding
Service Excellent Written and industry and
Understanding of the Verbal Communication specific
Wedding industry and Skills challenges
specific challenges Presentation and Team
Team Management adherence to social Management
Budgeting and convention
Financial Management
Project management
Events Competency Skills Gaps in competency
Officer and skills
(Large Stakeholder Highly developed EOlg1 Event
Events) management interpersonal skills Management
Understanding of Superior time principles and
Event Management management and differing
principles and organisational skills requirements
differing requirements Sound decision for small,
for small, medium and making under medium and
large events pressure large events
Excellent Customer Ability to use Time
Service initiative Management
Understanding of Problem solving and
large events and Excellent Written and organisation
specific challenges Verbal EOlg2 Problem solving
Team Management Communication Skills Decision
Budgeting and making under
Financial Management pressure

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 14 | 20

 Team: Events
Project management Presentation and EOlg3 Customer
adherence to social Service
convention Written
Communication
EOlg4 Financial
Management
and Budgeting
EOlg5 Event
Management
principles and
differing
requirements
for small,
medium and
large events

Temp Teams Competency Skills

Catering – FoH Previous FoH experience Communication
Wait staff Customer Service High Energy
Food preparation Professional
RSA Multi-tasking
Bartending experience Positive
Well-presented
Catering – BOH Dependent on event but at Customer service
Head Chef minimum: Works well under pressure
Written recommendation from Problem solving
Catering agency or previous Personable
employer Positive
Previous event experience Creative
Previous experience in head chef Well-presented
role Good hygiene
Team Management
Ability to design on menu
Budget management
Food preparation and RSA
certification
Catering – BoH Food preparation including Customer service
Kitchen Hand sandwich making Works well under pressure
Maintenance of service areas and Problem solving
general cleaning Personable
Understanding of OHS & food Positive
hygiene Well-presented
Ability to take direction & work Good hygiene
unsupervised
RSA
FoH experience
Security – Dependent on event but at Customer service
Security Officer minimum: Works well under pressure
Problem solving

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 15 | 20

 Temp Teams Competency Skills
Previous experience in crowd Personable
control/security Positive
New South Wales Security/Crowd Well-presented
Control licence Excellent Verbal Communication
Certificate II in Security De-escalation
Operations (at a minimum)
Current First Aid certificate
Working with Children Check
Production – AV Dependent on event but at Customer service
Technician minimum: Works well under pressure
Certification in AV, electrics or Problem solving
entertainment activities Personable
Experience in light stage Positive
direction (traditional or
automatic)
Knowledge in sound engineering
a plus
Production – Dependent on event but at Customer service
Stage Manager minimum: Works well under pressure
Associates or BA in Theatre Problem solving
Management, Theatre Arts, Personable
Event Management or equivalent Positive
professional experience
Proven supervisory stage
management skills
Strong communication skills
Production – Dependent on specific event/role Customer service
Events Relevant certification & licences Works well under pressure
Construction Previous experience in event set Problem solving
construction Personable
Positive
Production – DJ Dependent on specific event/role Customer service
Works well under pressure
Problem solving
Personable
Positive
Volunteers Dependent on specific event/role Customer service
Works well under pressure
Problem solving
Personable
Positive

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 16 | 20

 Scenario to develop the program

Failte Events has hired you as a Program Manager to help them achieve their strategic goals
through the planning and implementation of a Program.

The strategic and operational goals for the next 5 years are as follows:

• Become the preferred event company in Victoria and New South Wales (5 years goal)
• Increase corporate events by 45% in the next 5 years
• Open a second site in Sydney which would mirror the one in Melbourne (1.5 years goal):
o The Executive team will remain in Melbourne
o The operational team in Sydney will mirror the Melbourne’s structure
o A General Manager will be appointed in Sydney
o The location of the site (to be leased and refurbished) to be in Sidney CBD and able
to:
✓ Accommodate all staff
✓ Provide event facilities (3 x boardroom; 1 x conference room with 50 seats
capacity; 4 x workshop rooms with 25 seats capacity; kitchenette facilities x 2 to
accommodate catering needs – catering services will be outsourced)
o Agreements with selected event venues in Sydney will have to be sought and signed
o Business networking and promotional activities will have to focus in establishing the
brand and an initial client base prior to opening of the new site
• The web site to be re-designed (to be completed prior the opening of the Sydney’s site),
to:
o Build dedicated areas for Melbourne and Sydney
o Add an online booking system
• Review of the marketing planning activities with a view to decrease promotional costs
(ongoing)
o Focus on digital marketing over printed ads
o Increase in business networking activities
o Use viral marketing strategies
• Develop and implement effective sustainability practices across the business (1-year
goal)
• Decrease operational costs by 15% (5 years goal):
o Using continuous improvement practices for business processes
o Reviewing agreements with suppliers to negotiate better deals
• Evaluate options for strategic alliances to support business growth

Staff feedback-summary

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 17 | 20

 • Induction practices are excellent but not enough time is dedicated to train new
temp and volunteer staff
• Permanent staff feels overworked due to the increasing number of events that the
organisation organises
• Counselling service to support staff are currently not available
• High turnover of temp staff prevents the teams to perform at full potential

Stakeholder – overview
• The Board of directors is committed to sustainable growth and has expressed trust in
the CEO to carry out the strategic plan of the company.
• The CFO is concerned about over-exposing the company to financial loans to fund
the program.
• The IT contracting company has advised to explore new technology (trends) to
implement before competitors do.
• The HR manager has expressed concern about the high turnover of temp staff and
low morale in the teams.
• The Event Manager is concerned about the opening the second site in Sydney as she
has been asked to closely work with the program manager. She feels she would be
overstretched between the two roles (assisting the Program Manager and her role as
Event Manager), also she does not have a former qualification in project
management and never worked on major projects.
• The Marketing Manager is very pleased for the opportunity to improve the marketing
strategy for Failte.

Organisational culture

The organisational culture experienced at Failte is a mix of market and hierarchy culture.

• The Market Culture: This culture is built upon the dynamics of competition and
achieving concrete results. The focus is goal-oriented, with leaders who are tough
and demanding. The organisation is united by a common goal to succeed and beat
all rivals. The main value drivers are market share and profitability.

• The Hierarchy Culture: This culture is founded on structure and control. The work
environment is formal, with strict institutional procedures in place for guidance.
Leadership is based on organised coordination and monitoring, with a culture
emphasising efficiency and predictability. The values include consistency and
uniformity.

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 18 | 20

 (Source: https://popinnow.com/four-types-organizational-culture/ )

• The organisation it top-heavy and there are concerns that this may not suit the
strategic objectives for growth.

• The Board of Directors is invested in the change process; however, intervention is

needed to bring departmental managers and teams on board.

• It is recommended that an organisational culture more suitable for innovation, agility

and sustainable growth is developed and implemented.

Budget

The budget for the program is: $ 8,000,000.00.

Funds have been sourced as followed:

✓ Bank loan 40%

✓ Equity 30%
✓ Silent investor 30%

Funds will be allocated to each program component as follows:

• 30% prior the beginning of a project and the rest allocated progressively at the
achievement of a milestone as per relevant project plan and as approved by the
Program Board
• Other program component will be funded with ongoing allocation of funds
• Wages of Failte current staff that will work on the program will be paid as follows:
30% by the program budget and 70% by Failte

Program Board:

• Claire Fountain
• Jacob Lane
• Lambert Gosling

Program Sponsor:

• Claire Fountain

You should develop a framework for your program so that you can complete all
assessments in a more cohesive way:

➢ Review Failte’s profile and the strategic and operational goals of the company
➢ Determine what program components will be included in the program (at least 4
projects should be included)
➢ Determine what will be excluded from the scope of the program

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 19 | 20

 ➢ Consider when using internal staff and when hiring new staff to work on the
program components
➢ Develop a high-level milestone chart for the program
➢ Once you have developed your framework, make time with the trainer and assessor
to review your work. This will ensure that you are on the right track when working
on your assessment and developing your program plans.

FÁILTE EVENTS ORGANISATIONAL PROFILE V2 2020 P A G E 20 | 20