Events

Management
Services

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This unit applies to individuals
managing events in any industry
context, but it is particularly relevant to
the cultural, community, hospitality,
sporting and tourism sectors.

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Prepare For On-Site Management
It involves meeting the needs of the event
participants or performers. These may be
exhibitors, athletes, speakers, players or
talent. The customers may include the
audience, spectators, visitors, ticket holders,
delegates or media.
The organizer needs to develop plans and
procedures for on-site management based on
an assessment of overall event requirements
and to collate materials to facilitate effective
on-site management.

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Travel and Accommodation Arrangements
Speakers, athletes and entertainers sometimes come from
distant locations and their travel arrangements need to
be organized, allowing for sufficient time for delays or
missed connections. It would be most embarrassing for
the event manager if the star of the show was still at the
airport once the audience was seated. Accommodation
bookings during a peak festival period are hard to come
by and the performers need the best of these offerings, as
close to the event venue as possible. Most major
performers and players travel with a lot of equipment,
some of which is potentially unsuitable for use with local
electrical and other services, thus presenting further
logistical challenges.

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 Technical Requirement
Meeting technical specifications for technological and
other equipment is another aspects of services
management. The event manager generally has the role
of organizing all technical elements, including design,
scheduling, staging, sound, lighting, audio visual,
entertainment and décor for the production aspects of
the event. The stage is replaced by the field of play for a
sporting competition and there are quite different
specifications for the preparation of football fields and
race tracks. In most cases, sporting venues are
specialists in this area. The bigger challenges occur
when a sporting stadium is used for a music event or
other untested event.

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 Accreditation
Accreditation badges limit access to various
parts of an event site. For major events it is
quite common for staff to undergo police
security checks and for them to wear photo
identification on the lanyard. Once the
system is in place, it is then necessary to post
a security guard or volunteer at each entry to
a zone.

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 Bump – In and Rehearsal
The bump-in and rehearsal process for performers
(singers, speakers) or participants (athletes, cheerleader,
etc.) needs to be as smooth as possible, so that these
participants can give their best performance. This is
scheduled and run by the production team. All
participants need to be briefed on their rehearsal
schedules and the event program. The event is usually
“called” by the event producer and the stage manager
executes these instructions, making sure people appear
on stage at a correct time. All production elements need to
be run on cue, including lighting, sound and visuals. A
green room or change room should be provided for the
performers.

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 Security
Security staff play a role in both areas of the event,
behind the stage area and on front house (FOH).
Protecting talent, sponsors, VIPs and dignitaries is
essential and once again accreditation processes
come into play. Security also acts at the interface
between the stage or field and the audience,
watching for crowd-related problems. A security
plan, which links with an emergency plan, is
developed by the event manager in conjunction with
venue/site management, security management and
local authorities such as police, fire brigade and
ambulance services.

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 Booking and Ticketing

Most tickets to larger events are

sold on the internet or through
ticketing agencies, bringing a whole
range of efficiencies to booking
and allocating. A streamlined
booking process is absolutely
essential for all events, both
commercial and not-for-profit.

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 Registration/ Entry
With the advent of remote scanning devices,
runners can now wear microchips that have their
identity code and finishing time recorded as they
pass the start and finish line.
For events such as exhibitions where visitors either
register to pay, this process must be carefully
planned to avoid delays and frustration. Where
visitors register, the data to be collected must be
agreed with the client.

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 USHERING

Security staff, volunteers and ushers

all have the role of greeting visitors
to an event, and they play an
important role in customer service.

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 FUNCTIONAL AREAS

While the division of responsibilities, into

different functional area has been
discussed in previous chapter, it is
useful to review the roles of these area,
know in most other businesses as
department. Each of these functional
areas develops its own policies,
procedures and performance standards.

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PROCUREMENT AND STORES
• This area is responsible for purchasing, storage
and distribution of all products required for
the event. Such item may include radios,
computers, sound equipment and drapes, and
these are often hired from specialist suppliers.
• One of the main roles for this functional area
during an event is the supply of event
merchandise to the sales outlets.

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 MARKETING

• In the lead-up to an event, this

functional area is responsible for the
overall strategy for product, pricing
and promotion. As the event draws
near, image, sponsor liaison and sales
promotion become priorities.

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 TICKETING
• The ticketing area looks after ticketing in
the lead-up to an event and during the
event. In some cases this function is
managed by the local tourism information
office in other cases, tickets are sold by
charitable organization. For most profit
making events, the ticketing function is
managed wholly by a major ticketing
organization.

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 REGISTRATION

• Most sporting events and exhibitions,

particularly those with large numbers
of participants or visitors, need a
functional area to manage the
registration of participants in the race
or other event. This involves
completion and processing of relevant
forms by participants, as well as
acknowledgement that participation is
at their own risk.
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 MERCHANDISING

• The merchandising area is responsible

for the sale of merchandise, ranging
from caps and posters to CDs and
DVDs. The range is frequently
extensive and is sometimes advertised
on the internet. Merchandising is
usually subcontracted to one or more
firms.

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 FINANCE

• As the event draws near, the main

concern of this functional area is to
maintain control processes, minimize
expenditure and manage cash
during the event.

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 LEGAL

• In most cases, legal advice is sought

before the event and it is only with
very large events that a specific
functional area is established to cover
this role

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 TECHNOLOGY

• Networks linking different reporting

systems can be developed to include
those for sales of tickets and
merchandise, registration of attendees
and athletes, and recording of
results, as well managing rosters and
payroll

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 MEDIA

• This function area deals directly with

the media, and during an event it
needs to be constantly informed of
progress. If a negative incident should
occur, it is the unit the writes the
press releases and briefs the press. it
also manages media interviews
with the stars or athletes.

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 Community Relations

This functional area is only represented

when there is significant community
involvement, for example, at non-profit
events or those with a social or
environmental impact.

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 Staffing

• As the event approaches, the

staffing area looks after training,
uniforms, rosters and other
schedules, and staff meal vouchers.
Recognition of their efforts is needed
to ensure that all are retained to the
end of the event, particularly if the
event runs over several days and
fatigue is factor.
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 Services & Information
• The provision of the guest services &
information to the event audience is
obviously at its peak during the event,
requiring staff to be extremely
knowledgeable and resourceful. Most large
event venues and sites can be confusing to
the audience, so a clear traffic flow for
ingress and egress, as well as routes, areas
and facilities, should be planned with
clear sign-posting.
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 Cleaning & Waste
Management
• Very often this function rests with
venue staff who undertake cleaning as
a routine operation before, during
and after an event. For larger events,
such as street festivals, the local
council may ask current contractors
to expand their role for the period of
the festival.

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 Catering
• Venue catering is outsourced to a catering
company and there are is generally a long-
standing contract in place with that company.
Sometimes, however, a decision needs to be
made as to whether to employ one caterer to
take on this role of several caterers, each
offering different types of cuisine or beverages.
Most often organizers leave this area to
catering professionals. A food and beverage
manager is often employed to oversee this
aspect for complex events.
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 Venue Operations

• The management of the venue, in

particular the operation of facilities
and equipment, maintenance and the
like, is the responsibility of the
venue team. Health, safety and
emergencies are the key areas of
concern of this functional area.

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 Production
• Matthews (2008) points out that the term
‘event producer’ can be used
interchangeably with a ‘event manager’;
however, ‘producer’ generally refers to the
role of coordinating and executing the
technical side of the event: the production.
This team usually comprises several
specialist staging contractors.

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 Sports Operations

• All aspects of a sporting competition,

including results management and
award ceremonies are managed by
sports operations.

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 Medical

• The medical functional area provides

first aid to both attendees/spectators
and performers/athletes. In some
cases, this area is responsible for drug
testing.

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 Monitor Event Operations

Murphy’s laws says that if something

can go wrong it will! Here are some
things that can go wrong, and have gone
wrong, in the event business:

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 All volunteer contact details & rosters are accidentally
deleted two days before the event.
 The sprinkler come on during an outdoor cocktail
 party.
The speaker is so short she cannot be seen behind the
 lectern.
 There is no accessible toilet for someone in a wheelchair.
 Fans find their way into the VIP area.
 Beer runs out.
 Children vomit in public.
 The ATM is stolen.
 The seat numbers are so faint they can’t be read.
 The prawns are left out overnight.
The toilets get blocked.
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• The event manager’s role is to monitor
event operations through observation and
appropriate communication and control
mechanism and to identify and analyze
operational problems, such as the need
for additional services, as they arise and
take prompt action to address them.

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If all reasonable ‘what if’ questions have been
answered, then there will be fewer problems to deal
with. Common deficiencies and discrepancies for
business events may include:
 incorrect room set-ups
 incorrect staging
 faulty or unavailable technical equipment
 lack of equipment to manage displays
and signage
 shortage of food and beverage
 insufficient or dirty toilets
 inappropriate space in registration areas.
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Of these, the importance of sufficient
food and beverage promptly served
cannot be overstated. Nothing upsets a
business client more than a long
queue that leads to an almost empty
banquet table.

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 Oversee Event Breakdown
When the event is over, the event manager has to ensure that
event breakdown (bump-out) is completed according to
contractual arrangements. This may involve supervising
packing and removal of items (not before the audience leaves)
and liaising with venue and site personnel to check the site
before leaving, particularly making sure that everything has
been turned off, lost property logged and a full inspection of
any damage conducted. It may be necessary to debrief
operational staff and contractors, with a view to future
operational and service improvements. For major events, the
legal team is the last to leave the building as they have to deal
with outstanding issues such as claims for compensation.

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