If one were to count the number of activities involved in the preparation of an event even before the event occurs, it wouldn’t be anywhere near infinity.
There are only so many limited activities, of course, the pre-event activities overshadow the during and post-event activities in terms of both importance and quantum. We have identified more than fifty such tangible, discernible steps and these are discussed here in this section.
Events typically have a team based work environment and a project type of organization structure. Thus, responsibilities are assigned to the relevant staff members in the team for the event.
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Coordination of the arrangements required is divided among the team members. Once the preliminary discussions are over, and the final concept sold to the client, the very first step begins when the creative conceptualize works on the brief (A brief is a detailed list of input and specific instructions from the client for the event) with the creative team.
Then the project manager prepares a thorough schedule after understanding the critical steps and issues involved in that particular event.
External agencies such as architects and engineering contractors may be consulted at this stage to understand feasibility of planned concepts. Most event management companies have experienced production managers who understand the feasibility of a concept with sheer practical experience and they need not necessarily have had exposure to specialist education.
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Then the project manager draws up a cash flow statement, a budget statement and arranges budget allocation for the event. A bit of enquiry and information update then facilitates accurate budget forecasts for venue hire, construction of sets, special effects, lighting and sound, etc.
It is essential that in the absence of rate contracts with other networking elements, the event management company updates itself with the current market rates of the aforementioned essential components prior to committing on any specific creative.
Based upon the project requirements critical dates or deadlines are drawn up and the best possible solution among alternatives to achieve these deadlines is chosen.
As a fall out of the deadlines coordination of responsibilities is once again evaluated with due consideration for contingency situations it is essential that at this point, the overall coordinator liaisons with the client for reassurances on the progress of the project dispelling doubts, explaining patiently and sharing views on the event.
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The overall coordinator along with the sales and marketing team should ensure the completion of overall designs, models of stage, visuals, etc. with graphics included by the creative team within the prescribed deadlines and make a=researched concept presentation to the client.
At this stage, the legalities of drawing up the contract, agreements and finalization by signing of contracts between the event managers and clients becomes a necessity. Contracts with clients and suppliers including penalty clauses and deadlines are then mutually confirmed by signing relevant agreements.
Ongoing budget control and supervision is carried out to monitor deviations from the budget. Authorization of payments to the suppliers as per the cash flow and contracts signed is the logical next step once the event is legally bound.
Committing to suppliers and then delaying payments is a sure way to kill the company given that the dependence on external agencies is extremely high in the events industry.
Simultaneously, working drawings need to be completed and printed for quotation from suppliers. Special effects are decided and briefs prepared for execution. Keeping the feasibility aspect in mind, the finalization of decisions regarding special effects is taken with the main contractors so that there is no communication gap and to ensure exact practical outputs that can be expected.
Physical designs are then finalized and contractors begin work. Acquisition of event production material either on hire or loan is a common phenomenon as mentioned above. Fire, safety and insurance issues need to be taken care of.
The coordinators and sales and marketing team are then kept busy keeping track of the progress made till date and arranging for catch-up plans. At the same time, event coordinators need to carry out general supervision of contractors to ensure that they are working with attention to detail for mounting special effects.
Supervision of contractors in workshops with visits, graphic designer for finalizing illustrations and photographs and liaison with client or clients’ ad- agency on production of advertising promotions, support literature, brochures, posters, etc. are all important recurring activities that the event coordinators need to track constantly.
Logistics is another important area that needs to be given priority attention by event coordinators. Logistics in events essentially involves booking of hotels, air, road, and rail transport for the participants and event managers, arranging transportation of material which most of the times weighs in tones and dealing with tax, octroi and other government departments.
It is very important at this stage again to keep the clients informed on the developments and progress to dispel apprehensions, if nothing else. Fire and safety measures to be double- checked and progress tracking and reassessing catch-up plans are some midway activities which may not be of any tangible value addition but ensure that small sparks don’t catch fire.
A joint team of the concept creation team and the main contractors then need to check out the special-effects equipment and arrangements. It is now important to maintain liaison with and supervise the special effects and electrical contractors. Day-by-day tracking of timing and finance with a feedback on possible changes i.e., increase or decrease in expenditure on various items.
A constant surveillance of the cash flow is justified as liquidity requirements are high and an expense once incurred is money expensed. And since events are mostly one- off in nature and one of a kind, it is imperative that investments in assets be scrutinized.
On the production front again, finished art works by graphic designer are to be obtained and stored with care. Also, the production manager has to liaison with specialist producers, screen printers and colour processors for print media campaign and audio/video pictures for TV and radio promotions.
Finalization of cleaning, security, furniture (tables, seating, barricading etc.), decor (flowers), communication (telephones), and other service hire contracts (couriers) also take up the production manager’s time at this stage. The project manager handles the progress reporting and gets contingency plans drawn up.
The overall coordinator has to continue liaison with the client with reference to the PR, publicity, press releases, and promotions on TV, and radio along with the public relations team.
Arranging for a press conference for the clients and artists, giving out invitations, passes and tickets to the event, organizing the reception for the press with uniforms for the hospitality hostesses/hosts or staff at the reception is also a major responsibility for the PR team in the preparatory stages leading up to the event.
Damage control due to artists’ tantrums is yet another aspect typical of this field that the PR team needs to contend with. These have to be tolerated and controlled to avoid any adverse fallout.
Final visits for quality checks and control need to be made to the networking components to ensure understandings and confirm the same. These typically include inspection of dimensions of stage and other critical near finished models for accuracy by the production manager.
The overall coordinator along with the other team members needs to then arrange for a briefing of site supervising staff depending on category and type of event. It is essential that the entire briefing and interaction take place before the event begins.
Once the event gets started the clients and the contractors’ staff need to be kept away from interfering with the execution by the production manager and the event coordinators. Controlling the panic reactions due to invariable last minute hiccups and final tying up of all loose ends is a very important penultimate task.
Organization of the welcome reception, which is most often a very important part of the event, is dictated by the understanding of the social undercurrents in how this initial part of the event is laid out.
A detail of VIP visits, security, toilets, etc. though seemingly ignorable are nevertheless equally, if not more important than the event itself. This is especially true for political events.
The last stage in the first section involves resolution of on-site wrangles of delivery, permissions, missing orders or items, close attention to construction of sets-asking whether it was done correctly, supervision of installation of special effects, objects, low profile supervision of all site work and any extras agreed on- site and resisting emotional blackmail from the staff in terms of threats of walking out of the project by key personnel.
During-event Activities:
Unlike most other work profiles, events are unique in that most of the activities for an event are pre-event. During the event, softer aspects come into focus. For the overall coordinator, it is important to pass on all credit to supervisors. Event managers should look humble and be available for the client to call on.
The conceptualize efforts should be appreciated it least during the event. The nitty-gritty can be discussed later for improvements. At the same time, there should be a constant surveillance of the special effects, display objects and the food and beverages.
Thus, monitoring is the gist of the during-event execution activity that is involved. Photographs and other multimedia recording arrangements if so desired also need to be taken from strategic locations.