evoke enterprise
DESCRIPTION
internship report on evoke enterpriseTRANSCRIPT
Acknowledgement
In performing my assignment, it's a successful one I had to take the help and guideline
of some respected persons. First of all I am grateful to Allah who gives me sound
mind & sound health to accomplish my assignment. The completion of the report gives
me much Pleasure. But it is not my credit in this endeavor. I would like to thank my
gratitude Prof.Muhammad Akram, Prof.Hafiz Abdur Rashid Course Instructor, Punjab
University, Pakistan for giving me a good guideline for assignment.
I would like to thank Hailey College Of Commerce, Punjab Universty for providing a
good education in Pakistan. Lastly I would like to deliver my whole hearted thanks to
all the M.A and M.Com students, Punjab University for their cordial cooperation.
Actually it was not possible for me to complete a severe task without such help. So I
pray the long life and good health for all the persons who have helped and co-
operated me in my assignment.
Executive Summary
The Evoke Enterprises is an event planning company specializing in corporate
customers. Evoke Enterprises will offer many types of services, these services are
provided on different events.The Evoke company also provide training, training
services will be either leadership development training or teaming skills training.
Evoke can take care of the planning of the event, as well as actually hosting the
training through the use of one of Evoke strategic business partners.
The corporate market for event planning is steady and profitable. For some large
companies, economic downturns mean cuts in events planning. This is, however, only
the case for shortsighted companies. The benchmark companies may trim down the
workforce during a downturn, but they do not cut Providing their services. They
recognize that investing in human resources is always a good investment. Evoke
intends to profit nicely from this.Additionally, even in economic downturns, companies
still have backbone to continue the bussines and will still need someone to organize
these events. In short, the need for corporate event planning/hosting services rarely
diminishes, it is a steadily increasing demand that Evoke will capitalize on.
TABLE OF CONTENTS
INTRODUCTION.........................................................................................................................….
EVENT PLAN...................................................................................................................................
1. EVENT DETAILS....................................................................................................................…
1.1. Event Place & Time............................................................................................................
1.2. Contact During Event.........................................................................................................
2. ORGANISING COMMITTEE.....................................................................................................
2.1. Roles and Responsibilities.................................................................................................
3. FINANCIAL PLANNING.............................................................................................................
3.1. Financial Statements..........................................................................................................
3.2. Ratio Analysis……………………………………………………………………………………..
3.3. Financial Support...............................................................................................................
4. INSURANCE..............................................................................................................................
3. THE VENUE..............................................................................................................................
3.1. Potential Hazards...............................................................................................................
3.2. Site Plan.............................................................................................................................
3.3. Site Plan Checklist.............................................................................................................
3.4. Contingency Plan...............................................................................................................
4. TRAFFIC AND PEDESTRIAN MANAGEMENT........................................................................
4.1. Traffic Management Plan...................................................................................................
4.2. Road Closures...................................................................................................................
4.3. Adjoining Properties...........................................................................................................
5. INCIDENT MANAGEMENT PLAN.............................................................................................
5.1. Event / Incident Control Centre..........................................................................................
5.2. Incident Management Plan including First Aid Arrangements...........................................
5.3. Incident Management Contact Details...............................................................................
5.4. Fire Fighting Equipment.....................................................................................................
5.5. Lost and Stolen Property / Lost Children...........................................................................
5.6. Incident Reports.................................................................................................................
6. PUBLIC HEALTH.......................................................................................................................
6.1. Temporary Food Stalls.......................................................................................................
6.2. Alcohol................................................................................................................................
6.3. Toilets.................................................................................................................................
6.4. Water..................................................................................................................................
6.5. Shelter................................................................................................................................
6.1. Waste Management...........................................................................................................
6.2. Noise..................................................................................................................................
7. PUBLIC SAFETY.......................................................................................................................
7.1. Security & Crowd Control...................................................................................................
7.2. Place of Public Assembly...................................................................................................
7.3. Lighting and Power.............................................................................................................
7.4. Temporary Structures.........................................................................................................
7.6. Fireworks and Pyrotechnics...............................................................................................
8. EVENT PROMOTION AND MARKETING.................................................................................
8.1. Ticketing.............................................................................................................................
8.2. Signage..............................................................................................................................
8.3. Health Promotion................................................................................................................
8.4. Advertising..........................................................................................................................
9. USEFUL CONTACT NUMBERS...............................................................................................
10. EVALUATION..........................................................................................................................
REFERENCES................................................................................................................................
Event Management Plan Proforma..................................................................................................
Useful Links ...................................................................................................................................
ANNEXURE B..................................................................................................................................
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INTRODUCTION
Zulfiqar arshad is Founder & Chief Execute Officer (CEO) of Evoke Enterprise Event
Planners & Organiser and has a wealth of experience in the event planning field. He is
passionate about creating magnificent, one of a kind & unforgettable celebrations for
his clients. His dedication to his work and very kindly nature has helped his gain the
trust of all our clients who keep coming back to us for more events. He believes in the
importance of celebrating life's special occasions, & he is dedicated to giving each one
of his clients the utmost personal attention so that they can relax & thoroughly enjoy
the planning process.This Evoke Enterprise head Office is located in the ISLAMABAD
region who currently organise festivals and events. Festivals and events are very
important to the Region as they showcase the unique aspects of the Region's culture
and promote positive messages to our visitors. They also contribute to local
communities by providing opportunities for economic growth and fostering community
spirit.
He loves working with people & he relishes the opportunity to be creative through every
event that he plans. His mission is to ensure that each event is unbelievably fun, has a
distinctive ambiance, is spectacularly elegant.
Included in this toolkit are practical guides and resources to help plan, promote, and
stage a successful festival or event. As well as providing clear guidance on how to go
about each stage of the process, there are also links to other useful information and
templates that can be adapted to suit an individual event.
Event management:
Pre Planning:
The success of any event is always dependant upon adequate pre planning and it is
essential that you allow enough lead-time to ensure that your event is a success. By
addressing the why, what, where, when and who early in your planning process, it will
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help you to make informed decisions during the event planning process.
Why – it really is worth asking this question at the very beginning, sometimes you may
find that the answer is not immediately obvious. By addressing the why it will help your
organising committee establish the core values of your event. Establishing the core
values will help you design your event and develop the ‘who’ and therefore ‘what’
elements you should include as part of your event programme.
What – you need to decide what it is that you will present at your event. Your core
values will provide direction here. Knowing who your target audience is will help you
identify what elements should be at your event. Try to put yourself in the shoes of
someone from your target audience, what are there interests, what will attract and
excite them at your event.
Where – some things that should be considered when deciding on your event venue
include: site area, access, community impact, transport, car parking, ground
conditions and existing facilities such as toilets. It is also worth considering your venue
in terms of your target audience, is the location accessible to your main target
audience?
When – consider your event date in terms of some of the following: other events, day
of the week, do your opening times suit your audience and the likely weather
conditions at that time of the year.
Who – this is one of the most important points to consider in your pre planning
process. Identifying the ‘who’ will come from your ‘why’ and the identification of the
core values. Your ‘who’ may also mean you need to give special consideration for
facilities such as young children, teenagers, the elderly or disabled.
services in major cities:
Our expertise covers all the aspects of Events: Planning, Management & Coordination
and Execution. We deliver cost effective events without compromising on the final output
Event is the best event management company in Islamabad, Pakistan. Thank you for
taking time to visit Evoke Event Management, Planning & Caterers website. We are
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pleased you are here and hope that you will take a few minutes to learn about us and
our dedicated service in the field of event management in Lahore.
Event management is the process of project management to the creation and expansion
of festivals, corporate event, conferences, weddings, parties & functions. Evoke Event
Planners and Caterers have been in the business of event management, after
achieving milestones in the city of Lahore now we move ourselves in Islamabad. We
are highly experienced event management company in Pakistan offering services in
major cities like Lahore, Islamabad, Rawalpindi, Peshawar, Multan, Gujranwala, and
Gujrat etc.
We have been an established and popular company with an excellent track record for
the best customer satisfaction. We have never compromised on the quality and the
services provided to the customer. We believe in keeping the customers happy and
providing them with services at a very competent price. We have an excellent staffs
who will guide you their best ideas by keeping in constant touch with your company
and informing about the market trends.
We have a team of dedicated & professional event managers can manage diverse
corporate events, such as new product launches, corporate anniversary functions,
business meetings, conferences, and marketing programs such as road shows and
opening events. In addition, we can coordinate personal events such as weddings,
birthday parties, and decoration services etc. We can handle a variety of specific
event related services, which can range from a few select services with limited
budgets, to handling all creative, technical and logistical aspects of an event or
function.
Mission Statement:
To provide complete services.
To provide standard & quality.
To provide fantastic events.
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To provide beautiful events.
Satisfaction of our clients.
We have a very flexible approach.
We save your time & money.
Depth and breadth of expertise.
We Provide Unrivalled customer service.
Working with specialists
EVENT PLAN
Good planning is a continuous process and good plans should be adaptable and flexible
– they require a solid foundation and a straightforward structure. This first section is a
step-by-step guide, designed to help you get started in the initial stages of event
planning.
Areas covered in this section include: 1) the event concept; 2) defining and
communicating the event’s vision and mission; 3) setting objectives; 4) the SWOT
analysis; 5) deciding on event dates and venues and; 6) the ‘Event Action Plan’.
We’ve suggested a range of exercises that you might undertake – the point is to get
your plans on paper, look at the timeline available, the resources required and what
needs to be achieved in order to deliver your event
Planning is the most important part of running a successful event, and this means
starting well in advance. The best way to approach planning is to develop a detailed
management plan, which includes a timetable of what needs to be done and when.
Crucial elements of the planning for the event, such as fundraising, booking performers
and advertising need to happen well in advance of the date of your event so a timeline
schedule is essential.
Developing an Event Plan is critical to ensure your events success. The information
provided in this document is designed to walk you through each step involved in
organising a festival or event, and can be used as a checklist. The information will
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hopefully assist you to develop an Event Plan for your festival or event.
The Event Concept
Successful events are usually based on a strong concept and purpose. Ideas for
holding events arise from a multitude of reasons. For example your idea may have
come from a need or desire to:
> Celebrate a unique aspect associated with your town or area
> Showcase or develop a particular cultural or sporting activity
> Mark an historic occasion, national day or local holiday
> Host or create a competitive or mass participation sporting event
> Encourage more visitors to come and spend time (and money) in the town/area
> Improve or refocus the image of your town/area
> Encourage and celebrate community activity
> Mark an opening or launch
> Etc.
Setting SMART Objectives
You should also be able to define and communicate your event’s objectives. Your
objectives should help deliver your vision and mission. Objectives need to be clearly
set out and should follow the SMART principle: Specific, Measurable, Achievable,
Relevant and Time-Based:
> Specific: Be specific about what is to be achieved. For instance, if an objective is
to attract tourists to the event, be specific about where they will be coming from,
how many you hope to attract, etc.
> Measurable: A system, method or procedure is required to allow the tracking
and recording of the action upon which the objective is focused. For instance,
a monitoring system should be put in place to record how many tourists came to
the event, where they came from, etc. This could be done through visitor research
and/or ticket data capture for example.
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> Achievable: The objectives that are set need to be capable of being reached – never
overstate your objectives. If targets are unrealistic, all you will be doing is setting
yourself up for a fall. For instance, don’t set the target of attracting 1,000 tourists
from North America when you only have a short period of time to market an event
that, realistically, will only achieve 500 day-trippers from neighbouring regions.
chapter onewhere to start – general planning7
> Relevant: Is the objective important to the event? For instance, if the main driver
for the event is to encourage community activity – do you really need to attract
tourists as a priority?
> Time-Based: There must be a clearly stated start and completion date for each
objective.
As a guide, event objectives often concern themselves with the following types of goals,
but yours should be SMART in accordance with your own particular circumstances:
> Event Growth > Economic Benefit
> Event Quality > Tourism Development
> Event Sustainability > Social Benefit
> Sector Development > Educational Development
SWOT Analysis: Strengths, Weaknesses,
Opportunities and Threats:
At the beginning of the planning process if you undertake a simple ‘SWOT Analysis’ it
will help determine the Strengths, Weaknesses, Opportunities and Threats (SWOT) in
relation to the event. This will help you shape your plans.
Looking at internal and external influences that may have a positive or negative
impact, consider the strengths and weaknesses of the event and how these will affect
your ability to deliver it. Repeat the same exercise for opportunities that the event
can capitalise on, and the threats that could undermine the event or elements of it.
Consider the following points:
> Event Management – experience within the organisation, staffing numbers and
structure, financial stability, viability of planning, confidence of funders, etc
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> Partners/Clients – the support they can/cannot provide: finance, influence,
resources, etc
> Climates – social, economic, cultural and political
8
> Event Benefits – what the event offers, its ‘Unique Selling Point’ (USP)
> Potential to Develop and Grow – factors that will assist or hinder this
> Other Factors – competition, technology, legal, environment.
The Event Action Plan
The next stage is to start formulating an Event Action Plan. This is different (but
works in tandem with) the Business Plan which we will talk about in the next chapter.
To be clear, the Event Action Plan is a live management tool that details key project
milestones and activity against a timeline – it should be continually reviewed and
updated as the event planning and operations progress. The Business Plan, on the
other hand, is a strategic vision and planning document which outlines the event
objectives, states the business case and gives financial projections and information
over a given time period (often 3–5 years). The Business Plan should be reviewed at
key stages as agreed by event partners (most likely at the beginning of each planning
stage). The Event Action Plan should also appear in the body of, or as an appendix to,
the Business Plan (see Chapter 2 for Business Plan guidance).
Although you may have a good idea as to how the event will be developed and
delivered, it is important to commit your thoughts to paper. This is essential in order
to help you understand and share what has to be done, when and by whom. It’s also
a requirement if you are looking to convince others to invest in your event. Putting
together the Event Action Plan is a straightforward task that involves listing key
activities against a timeline and stating who will be responsible for delivering each
element. Critically, it will help you to ensure you have enough time to complete all
necessary tasks and help all involved understand their responsibilities.
Key activities listed in your Event Action Plan may include:
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EVENT DETAILS:
1.1. Event Place Time & Date
In this section you should provide a general overview of your event and be as specific as
possible about the activities you are proposing to conduct at the event.
When selecting the dates for your event it is a good idea to check whether there are any
other events already planned to avoid clashes in events. The timing of your event is
also important to consider. Try not to plan your event during known quite periods
when many people are out of town. Consider planning your event during the peak
season to increase your target audience and capitalize on the opportunity to promote
your area.
It is important to provide details of your set up and dismantling period as well as the
actual times for your event to assist with the scheduling of works in the area.
Activities conduct at the event are as follows:
A wedding is a special moment for families and friends. It is a memory that is treasured
and remembered. La Celebrators consciously prioritizes the precious values that are
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instilled in a wedding and therefore lays great emphasis and effort on ensuring that
the entire event is organized and executed in perfect fashion. From the minutest of
details to the grandest of issues that surround a particular wedding, Zoreed takes
great care with service that ensures a glitch-free event. What happens if it rains or the
entertainment gets stuck in traffic.Hiring a wedding planner does not mean that you
are pushed into a corner whilst someone else makes all the decisions for you. We can co-
ordinate you with every detail you make all the decisions and our recommendations are simply
that - ensuring that every detail of your wedding is exactly as you dream.
The Date
The choice of date for your event can have a major impact on its success. Careful
consideration should be given to the range of risk factors involved in selecting the
best date. Consider:
> Nature of the Event – is it an outdoor event; does it need to be staged in a particular
season; is its location intrinsic to its success ( i.e. does it have to be in a particular
venue, city/town, location, etc)
> Weather – what are the probable weather conditions at your preferred time of year;
will inclement weather affect the event; are there contingency opportunities available?
> Target Audience – who are you hoping to attract to the event: is this more achievable
if it is staged at a particular time of year, holiday time, at the weekend, mid-week, etc?
> Clash Diaries – what else is happening at the chosen location/venue; is the event
diary overly busy? It’s worth talking to your local authority, VisitScotland network
office and other appropriate organisations to check what else is planned for your
area at the time. You should also check to see if your event clashes with any similar
events further afield that may also attract your target audience or participants.
A good place to start are the events diaries on www.visitscotland.com,
www.eventscotland.org, www.sportscotland.org.uk, www.scottisharts.org.uk and
your local authority website. Also think about the potential of your event competing
with other wider issues and stories for media interest.
> Complementary Activity – are there any complementary events or activities taking
place at the same time that could assist your event? Could you work together for
mutual benefits?
> Competition – are there other similar themed or scaled events taking place that are
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targeted at the same audience? Is there room for your event in the marketplace at
your chosen time of year?
> Resources – are other major events (football, concerts, conferences, etc) taking place
at the same time that will impact on the resources required to stage your event
(i.e. the availability of accommodation, staff and volunteers, hired equipment and
facilities, venues, support from emergency services, local authority, etc)?
> Other Factors – don’t forget to check out any other influencing or relevant issues
e.g. road or building works planned in the vicinity at the same time as your event.
Shoulder Periods
It is also important to consider the value of placing your event in ‘shoulder periods’
(i.e. times of the year outwith the main tourism season). Placing events at these offpeak times
may address issues regarding the lack of resources and conflicting events,
as well as introducing additional economic benefits to communities by attracting new
activity and visitors in an otherwise quiet time.
1may well be prioritised for support from public bodies; however you must be confident
that you can attract the necessary level of audiences/spectators/participants when
considering this option.
Services:
We listen to you and what you really want for your wedding.
We secure you the best services at negotiated prices through our reliable and
highly experienced suppliers.
We give you sound advice and experience.
We give you our commitment to your ideas .
Venue Booking
Printing and Designing of Invitation Cards
Planning and Layout of Events
Arrangement and Decoration
Catering and Food Presentation
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Birthday Event:
Are you planning a Birthday Party for your son or daughter and can't decide what to do?
Should you have a party at home or at some unique location? Want to make your next
birthday party extraordinary? How about throwing a party with your own professional
DJ! Music, dancing, karaoke. we can provide everything you need to make it
awesome and fun.
Birthday Gifts:
Mickey Mouse Birthday Theme idea
Dora The Explorer Birthday Theme idea
Disney's Princess Birthday Theme Idea
Spiderman Birthday Theme Idea
Hello kitty Birthday Theme Idea
Minnie Mouse Birthday Theme Idea
Jungle Book Theme Animal Birthday Idea
Cars birthday Theme ideas
Your own Custom Made Birthday Ideas.
Perfect Stage / Dance Floor / Crowd Floor Setup and decoration.
Magic Show / Puppet Show / Cartoon Clone / Kids Train / Jumping Castle / Face painting and more...
Exciting Lighting and effect arrangements that make your place like dreams.
Karaoke Junction for kids, friends and family to make more fun together.
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Unlimited performance time with no extra/ hidden charges.
Whether you are child, a young person, or a family holder, A suitable decorated birthday
party will surely applaud up your guests and will make them remember it everlastingly.
The spirit of festivity should be there.
What happens if it rains or the entertainment gets stuck in traffic.Hiring a wedding
planner does not mean that you are pushed into a corner whilst someone else makes
all the decisions for you. We can co-ordinate you with every detail you make all the
decisions and our recommendations are simply that - ensuring that every detail of
your wedding is exactly as you dream.
Our services are bespoke to suit you and unlike standard packages, we make your
package, you choose what you would like our assistance with. We can be with you
from the first venue viewing through to your final wedding day When planning an
event there are a lot of things to take into consideration and a lot of things that could
go wrong, which could leave you looking more like Basil Fawlty than the organised
professional you had hoped to appear as
Corporate Events:
Is your company thinking of holding an office party? Have you got all your invitations
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sent out? Selected the venue, the entertainment and the food? Will the event be
indoors or outdoors? What happens if it rains or the entertainment gets stuck in
traffic.Hiring a wedding planner does not mean that you are pushed into a corner
whilst someone else makes all the decisions for you. We can co-ordinate you with
every detail you make all the decisions and our recommendations are simply that -
ensuring that every detail of your wedding is exactly as you dream.
Our services are bespoke to suit you and unlike standard packages, we make your
package, you choose what you would like our assistance with. We can be with you
from the first venue viewing through to your final wedding day When planning an
event there are a lot of things to take into consideration and a lot of things that could
go wrong, which could leave you looking more like Basil Fawlty than the organised
professional you had hoped to appear as.
Whether you are looking for someone to arrange an entire event or you just need in
house support, we will work to select a company that meets your needs. Our
companies can assist with a range of events including:
Whether you are looking for someone to arrange an entire event or you just need in
house support, we will work to select a company that meets your needs. Our
Fashion Show Services:
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Fashion event Having produced over one hundred fashion shows in Lahore and all over paksitan. we are your perfect event partner for your next show. Whether it is a show for a collection, to promote an existing designer or a retail launch event we are here to help.
Services:
Complete Wooden & Crsytal Glass Event Stage & Ramp
Back Drop Screen Designs
Entrance Screens & backdrops Designs
Special VVVIP Guests Sitting lounges
Perfect Sound System Setup
Complete Floral Arrangements According to Your Theme
Lighting and color effects
Media & Video Coverage
Still Photography
Model Hiring
Cater complete event.. and more…
The Management:
Live Shows:
A gathering of people brought together for a common purpose by some prearrangement.
The guidelines have particular relevance to events that are of a temporary nature but
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they are also
relevant to events that occur regularly.
Is this resource relevant to both big and small events?
These guidelines focus on risk. For example, size and complexity are risk elements
and larger events
tend to be a higher risk.
a considerable amount of information in the guidelines is relevant to major events and
concerts.
However, the document has been arranged so that the pertinent requirements can be easily
defied
for smaller, lower risk events.
Types of events:
The Guidelines for Concerts, Events and Organised Gatherings contains guidelines for rave parties,concerts and large events.
Services:
Live Jazz Bands – Sexophone, Guitars Solos, Swing, Modern & Traditional Jazz Bands
all ideal for background music, dinner, drinks reception, wedding music or for any
other party.
Live Ghazal & Salsa Bands – with spectacular ghazal Singer with tradition musicians like
Tabla, Flute, Harmonium etc. For classical & semi classical family, corporate & private
events the possibility of a fully sophisticated music Listeners.
Live Classical Music - Sitaar a string quartet & a Flute Synthesis - all ideal for
background music, dinner, drinks reception, wedding music or for any other party,
celebration or corporate event.
We can entertain your guests in a style to suit your setting whether it is in an intimate
space, such as a room in your house with perhaps a live jazz or ghazal or classical
music.
Whatever the situation or event - your guests will always remember the music that we
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will play.
Live Concert:
background music, dinner, drinks reception, wedding music or for any other party,
celebration or corporate event.
We can entertain your guests in a style to suit your setting whether it is in an intimate
space, such as a room in your house with perhaps a live jazz or ghazal or classical
music.
1.2. Contact During Event
The Event Manager is responsible for the overall management of the event. Their role
and responsibility includes organising, resourcing, creative directing, human resource
management, negotiating, financial management, public representation,
troubleshooting and liaison. The event manager must be contactable throughout the
event planning, conducting and evaluation processes.
Specialties
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Wedding Planner, Birthday Planner, Stage Designer, Event Planner, Wedding
Designer, Corporate Events Planner, Themed Birthday Planner Sports events
Planner etc…
Website
http://www.evoke.pk/
Industry
Events Services
Type
Sole Proprietorship
Headquarters
First Floor, 91-H, Phase 1 Commercial Area,
DHA Lahore – Pakistan.
Cell- 024-36138866-77
2. ORGANISING STRUCTURE
However keen you are, it is highly unlikely that you can organise an event on your own -
you need a group. Groups often form around the desire to run a festival or event with
the celebration of a theme, art form or sport in mind. This usually starts off being an
informal grouping but as soon as the group starts to handle money then a formal
statement of roles and responsibilities and decision-making becomes necessary.
People volunteer for committee work for a wide variety of reasons but primarily they
become involved with an organisation or an event and want to do something
worthwhile towards its future success. Managing committees effectively means
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recognising why people became involved, it requires a combination of organisational
skills and an understanding of the members. Leaving everyone to do what they like
doing might feel appropriate when working with volunteers, but it is not necessarily the
way to ensure the group is run efficiently. You need to explore the skills of the people
on the committee and match them to the jobs which need doing within the group.
Remember that the committee members need to get something out of their role in the
committee too, whether it is an increased sense of ownership and belonging to the
organisation, social networking or new skills.
2.1. Roles and Responsibilities
However your team is set up, you should allocate clear roles to each individual within the
team, so everyone knows what they are doing and what is expected of them. Aim to
choose committee members with a range of expertise, interests, skills and experience
to share the work. Essential roles for an event committee are:
• Event Manager
• Treasurer
• Other roles such as Promotions and Secretary
• General members with various responsibilities ‘on the ground’
The Event Manager is the one essential position for any event committee organizing an
event. The Event Manager is responsible for:
• the smooth running and coordination of the event.
• the inclusive and welcoming nature of the event for all.
• ensuring that the event complies with all relevant Federal and State laws and
local government policies and regulations.
• ensuring that all forms are filled out and details lodged with the relevant authority.
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• ensuring that appropriate permission is received before the event goes ahead.
• recording details of invitees and attendees.
• ensuring that thank yous are sent to those who have helped in arranging or
sponsoring the event and to any special guests.
• ensuring sponsors are publically acknowledged where relevant, including at the
event and in promotional material.
• advertising the event.
• budget forecasting and financial control.
3. FINANCIAL PLANNING
You may have a great idea for an event, but you need to make sure it is financially
viable.
Right from the start, ensure that you set a realistic budget with inbuilt flexibility and
identified contingencies. If you are looking to raise public funds or sponsorship, don’t
approach a potential funder until you are able to present a realistic outline budget.
Remember, you need to convince yourself of the event’s financial viability before you
can convince others.
Those applying for (and in receipt of) public funds will be required to provide detailed
financial information about the event and wider company finances. For management
and reporting purposes ensure that you keep separate, or are able to separate, all
financial information to do with the event. Never try to ‘fudge’ figures or provide
misleading information. Funders will often require sight of your annual accounts and
may well reserve the right to carry out an audit to ensure their funds have been used
in the agreed manner. Aside from funders’ requirements it is best practice to present
and keep transparent account
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Financial Statements
Statement of Financial Position as at 31st December 2013
Notes 2013 2012
ASSETS
Non-current assetsProperty, plant & equipment 9 130,000 120,000Goodwill 10 30,000 30,000Intangible assets 11 60,000 50,000
220,000 200,000
Current assetsInventories 12 12,000 10,000Trade receivables 13 25,000 30,000Cash and cash equivalents 14 8,000 10,000
45,000 50,000TOTAL ASSETS 265,000 250,000
EQUITY AND LIABILITIES
EquityShare capital 4 100,000 100,000Retained earnings 50,000 40,000Revaluation reserve 5 15,000 10,000Total equity 165,000 150,000
Non-current liabilitiesLong term borrowings 6 35,000 50,000
Current liabilitiesTrade and other payables 7 35,000 25,000Short-term borrowings 8 10,000 8,000Current portion of long-term borrowings 6 15,000 15,000Current tax payable 9 5,000 2,000
Total current liabilities 65,000 50,000Total liabilities 100,000 100,000TATAL EQUITY AND LIABILITIES 265,000 250,000
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Income Statement for the Year Ended 31st December 2013
Income Statement for the Year Ended 31st December 2013
Notes 2013 2012
Revenue 16 120,000 100,000Cost of Sales 17 (65,000) (55,000)
Gross Profit 55,000 45,000
Other Income 18 17,000 12,000Distribution Cost 19 (10,000) (8,000)Administrative Expenses 20 (18,000) (16,000)Other Expenses 21 (3,000) (2,000)Finance Charges 22 (1,000) (1,000)
(15,000) (15,000)Profit before tax 40,000 30,000
Income tax 23 (12,000) (9,000)
Net Profit 28,000 21,000
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Evoke EnterpriseStatement of Cash Flows for the year ended 31 December 2013
Notes 2013 2012
Cash flows from operating activities
Profit before tax 40,000 35,000
Adjustments for:Depreciation 4 10,000 8,000Amortization 4 8,000 7,500Impairment losses 5 12,000 3,000Bad debts written off 14 500 -Interest expense 16 800 1,000Gain on revaluation of investments (21,000) -Interest income 15 (11,000) (9,500)Dividend income (3,000) (2,500)Gain on disposal of fixed assets (1,200) (1,850)
35,100 40,650
Working Capital Changes:
Movement in current assets: (Increase) / Decrease in inventory (1,000) 550Decrease in trade receivables 3,000 1,400
Movement in current liabilities: Increase / (Decrease) in trade payables 2,500 (1,300)
Cash generated from operations 39,600 41,300
Dividend paid (8,000) (6,000)Income tax paid (12,000) (10,000)
Net cash from operating activities (A) 19,600 25,300
Cash flows from investing activities
Capital expenditure 4 (100,000) (85,000)Purchase of investments 11 (25,000) -Dividend received 5,000 3,000Interest received 3,500 1,000Proceeds from disposal of fixed assets 18,000 5,500Proceeds from disposal of investments 2,500 2,200
Net cash used in investing activities (B) (96,000) (73,300)
Cash flows from financing activities
Issuance of share capital 6 1000,000 -Bank loan received - 100,000Repayment of bank loan (100,000) -Interest expense (3,600) (7,400)
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Net cash from financing activities (C) 896,400 92,600
Net increase in cash & cash equivalents (A+B+C) 820,000 44,600Cash and cash equivalents at start of the
year77,600 33,000
Cash and cash equivalents at end of the year
24 897,600 77,600
Evoke Enterprises
Statement of changes in equity for the year ended 31st December 2012
Share Capital
Retained Earnin
gs
Revaluation Surplus
Total Equit
y
Balance at 1 January 2011 100,000
30,000 - 130,000
Changes in accounting policy - - - -Correction of prior period error - - - -
Restated balance 100,000
30,000 - 130,000
Changes in equity for the year 2011
Issue of share capital - - - -Income for the year - 25,000 - 25,000Revaluation gain - - 10,000 10,000Dividends - (15,000) - (15,000)
Balance at 31 December 2011 100,000
40,000 10,000 150,000
Changes in equity for the year 2012
Issue of share capital - - - -Income for the year - 30,000 - 30,000Revaluation gain - - 5,000 5,000Dividends - (20,000) - (20,000)
Balance at 31 December 2012 100,000
50,000 15,000 165,000
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Ratio Analysis
DefinitionCurrent ratio, also known as liquidity ratio and working capital ratio, shows the proportion of current assets
of a business in relation to its current liabilities.
ExplanationCurrent ratio expresses the extent to which the current liabilities of a business (i.e. liabilities due to be
settled within 12 months) are covered by its current assets (i.e. assets expected to be realized within 12 months). A current ratio of 2 would mean that current assets are sufficient to cover for twice the amount of a company's short term liabilities.
Ratio Analysis as at 31st December 2012 & 2013
Current Ratio =Current Assets
Current Liabilities
Current Ratio =Current Assets
Current Liabilities1. DefinitionQuick Ratio, also known as Acid Test Ratio, shows the ratio of cash and other liquid resources of an
organization in comparison to its current liabilities.
Quick Ratio=Cash in hand + Cash at Bank + Receivables + Marketable SecuritiesCurrent Liabilities
2012
2013
Definition:
Interest Coverage Ratio, also known as Times Interest Earned Ratio (TIE), states the number of times a company is capable of bearing its interest expense obligation out of the operating profits earned during a period.
Interest Coverage may be calculated as follows:
=2400000
=4.8500000
=2530000
=3.965000
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Interest Coverage =Profit before interest & tax
=30000
= 30 timesInterest expense 1000
Interest Coverage =Profit before interest & tax
=40000
= 50 timesInterest expense 800
Gross Profit Margin Ratio:
1. DefinitionGross Profit Margin Ratio is the percentage of gross profit relative to the revenue earned during a period.Gross Profit Margin Ratio is also known as Gross Margin Percentage and GP Margin Ratio.Topic Contents:
Gross Profit % =Gross Profit
x 100%Revenue
=Revenue - Cost of sales
x 100%Revenue
=$100,000 – 55,000
x 100% $100,000
=50%
=$120,000 - $65,000
x 100%$120,000
=46%
Operating Profit Margin Ratio
DefinitionOperating Profit Margin Ratio is the percentage of operating profit (i.e. profit before interest and tax) relative to the
revenue earned during a period.Operating Profit Margin Ratio is also known as Operating Income Percentage and Operating Margin Ratio.Topic Contents:
Operating Profit Margin Ratio will be calculated as follows:
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Operating Profit %
=
Net Profit + Interest expense + Tax expense - Other Income x 100%
Revenue
Net Profit Margin Ratio:
Definition
Operating Profit % =Operating Profit
x 100%Revenue
=$21000 + $1000 + $9000 - $12000
x 100%$100,000
=
19%
$28000 + $800 + $12000 - $17000 x 100%
$120,000
20%
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Net Profit Margin Ratio is the percentage of net profit relative to the revenue earned during a period.Net Profit Margin Ratio is also known as Net Profit Margin Percentage and NP Margin.
Net Profit Margin Ratio will be calculated as follows:
NP Margin % =Net Profit
x 100%Revenue
=$21,000
x 100%$100,000
= 21%
=$28000
x 100%$120,000
= 23%
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EVOKEStatement of Financial Position as at 31st December 2014
2014USD
ASSETS
Non-current assetsProperty, plant & equipment 130,000Goodwill 30,000Intangible assets 60,000
220,000
Current assetsInventories 12,000Trade receivables 25,000Cash and cash equivalents 8,000
45,000TOTAL ASSETS 265,000
EQUITY AND LIABILITIES
EquityShare capital 100,000Retained earnings 50,000Revaluation reserve 15,000Total equity 165,000
Non-current liabilitiesLong term Loan 15,000Deferred tax 8,000Finance Lease Obligation 15,000
Current liabilitiesTrade and other payables 35,000Short-term borrowings 10,000Current portion of long-term borrowings 15,000Current tax payable 5,000
Total current liabilities 65,000Total liabilities 100,000TATAL EQUITY AND LIABILITIES 265,000
Calculate debt-to-equity ratio of EVOKE.
Debt-Equity Ratio1 = Debt = 52,000 (W1)
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= 0.32Equity
165,000
Debt-Equity Ratio2 = Long-Term Debt = 42,000 (W2) = 0.25Equity 165,000
Debt-Equity Ratio3 = Long-Term Debt = 42,000 (W2) = 0.20Equity + Long-Term
Debt165,000 + 42,000
Working 1: DebtNon-Current portion of long-term loan 15,000Current portion of long-term loan 15,000Deferred Tax -Finance Lease Obligation 12,000Trade and other payables -Short-term borrowings 10,000Current tax payable -
52,000
Working 2: Long-Term DebtNon-Current portion of long-term loan 15,000Current portion of long-term loan 15,000Deferred Tax -Finance Lease Obligation 12,000
42,000
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DefinitionDays Sales Outstanding (DSO) is the average number of days that a business takes to collect
revenue in respect of its credit sales..Formula = Days Sales Outstanding
Average Debtors x Days in accounting periodCredit Sales
Where:
Average Debtors represent the average of gross trade receivable balances at the beginning and end of the accounting period.
Credit Sales represent the net credit sales earned during an accounting period as reported in the income statement.
ExampleExtracts from the financial statement of HIJ PLC for the year ended 30 June 20X5 are as follow:
30 June 20X5$
Current AssetsCash and bank 15,000Trade Receivable 50,000Inventory 80,000Credit Sales 1,200,000
Calculate Days Sales Outstanding for the year ended 30 June 20X5.
DSO = 50,000 + 70,0002
x 365 = 18.25 days
1,200,000
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Budget Preparation Tips
> Ensure that you build appropriate contingencies into your budget.
> Present your budget clearly and make sure it is easy to read and interpret.
> Be realistic. Never include funding sources that are unlikely to materialise.
> If relevant – for example, if the event finances are processed through a parent
organisation – ensure the cost centres you set up in your event budget
(i.e. marketing, production, etc) integrate with the ‘parent’ accounts system.
> Each and every item of event income and expenditure should be recorded in your
event budget.
> The complexity of your budget will depend on the size or nature of your event.
If the budget is extensive, and you are employing a software package such as
Microsoft Excel, it’s a useful approach to link worksheets to the front page ‘budget
summary’ in order to keep a detailed breakdown of each line in the budget.
> State clearly if your budget is presented as NET (it does not include VAT) or GROSS
(it does include VAT). Broadly speaking, if you are VAT registered and able to reclaim
the VAT keep a NET event budget. If you are not VAT registered and therefore
unable to reclaim the VAT keep a GROSS event budget. If in doubt, seek the advice
of your/an accountant.
> Be aware of the VAT status of any income that you receive. For example, grants are
generally not subject to VAT but commercial sponsorship is likely to be. Errors or
misunderstandings can be costly.
> Ensure you understand your liability to pay VAT on ticket income and other sales.
> Be conservative with regards to ticket income targets. When entering a projected
ticket income, ensure that you have worked out exactly how many tickets you would
have to sell to achieve it. Remember to take into account any tax deductions,
concession rates, group bookings or special offers and their likely impact on your target.
48
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> It is important that you record the value of any ‘in-kind’ support you receive. However,
to avoid getting your ‘in-kind’ values mixed up with the actual cash at your disposal,
it’s advisable to keep a note of your in-kind support separately. If you do choose to.
Income
Sources of income fall into 2 main categories:
a) Earned income: ticket sales, merchandising, catering etc
b) Unearned income: public sector grants, donations from individuals or
trusts/foundations etc.
c) When predicting the likelihood of
an event’s success, two important
questions have to be asked:
1) Is it financially viable?
2) Is it sustainable? (if it’s not a one-off proposition)
Putting aesthetics and the quality of the programme to one side, if an event is not
financially viable then its success will be greatly diminished and it will not be
sustainable.
Therefore, it may be harder to secure future financial support.
In recent years, the cost of staging events has increased and it has become
necessary
for event organisers to look to a wide range of sources in order to raise the required
income. When preparing the Business Plan and the Event Budget, it’s a good
approach
to draw up a Revenue Plan to help you plan your fundraising.
What is a Revenue Plan?
A Revenue Plan will help you assess all the fundraising options that have potential to
raise income for the event. It will give confidence to existing partners and stakeholders
that additional finances to meet the budget aspiration will actively be sought. By
identifying income sources and deadlines, should the anticipated targets not be met,
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the identified contingencies should be put into action. A Revenue Plan Template is
shown towards the end of this section.
Potential Funding and Income Sources
Fundraising often has to be a particularly inventive process. Depending on the type of
event, it is likely that a combination of some or all of the following income streams will
be required to realise your funding objective:
> Ticket Sales ( i.e. audiences, spectators)
> Participant Entry Fees ( i.e. sports events)
> Public Funds
> Commercial Sponsorship
> Trusts and Foundations
> Concessions & Franchises
> Merchandising
> Showcase, Demonstration and Information Stands
> Advertising
> In-Kind Support
> Other Activities
Public FundsEvents supported by local authorities are usually prioritised for support by
EventScotland.
The reason for this is that events supported locally are more likely to be sustainable in
the long-term as they fit with local strategies. It is possible that your local authority
operates an events fund or that funds may be available through departments such as
‘economic development’, ‘culture and leisure services’ or through sources such as a
local ‘common good fund’. Increasingly local authorities are developing events
strategies
and employing events officers to co-ordinate their involvement and support. When
enquiring about the potential of support from your local authority, the best place to
start is by asking if there is an events officer or other appropriate (culture or sports)
contact that can help route your enquiry. Aside from financial support, the local
39 | P a g e
authority may also be able to provide assistance with aspects of the event
organisation
by supplying services in-kind, advice, inclusion in ‘What’s On’ guides, etc. The contact
details for all Scottish local authorities can be found at www.cosla.gov.uk
As well as your local authority, there are a range of other organisations and funding
bodies that may be able to offer financial and/or ‘in-kind’ assistance. These include the
Scottish Arts Council, sportscotland, Scottish Enterprise, Arts & Business,
VisitScotland
When filling in application forms, make sure you:
> Fully understand the guidelines and eligibility criteria. If you don’t understand
something, don’t be afraid to phone up the fund manager to seek advice.
> Read each question thoroughly and answer it specifically.
> Give yourself enough time to complete your application and to assemble all the
required supporting documents. A shoddily presented or incomplete submission
will not do you any favours.62
> Don’t miss anything out that you feel may be of importance, but equally don’t
supply irrelevant information – remember someone has to assess your application
in detail and will not appreciate excess or repeated information.
> Don’t leave any questions blank and always present your application in the format
that is requested.
Expenditure
You should list each item of expenditure for your project - grouping them together under
headings will help. Examples include:
• Overheads - administration costs, office rental, telephone
• Festival/Event site costs - hire of land, marquee, catering equipment, staging
• Artistic costs - performers' fees, accommodation, travel, hire of instruments
• Marketing costs - print of leaflets/flyers/programs, sub contractors, launch event
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When balancing your budget the total of your income should be equal to or greater than
the total of your expenditure. If your expenditure is higher, you need to look at cutting
some of your costs, or finding additional sources of income until they balance.
3. THE VENUE
The aim of this section is to help you formulate a comprehensive map or plan of the site.
You will need to consider potential hazards, access and egress of emergency
services, and other needs such as pedestrians, traffic and shelter.
Some considerations to get you on the right track include:
• Where are the designated evacuation points?
• Take note of where the fire extinguishers are located - take note also of their
tags and when they were last tested (note they should be tested every 6
months).
• Are gas bottles tagged appropriately and when were they last serviced?
Site/Venue Layout
Site or Venue Layout is very important to the health, safety and comfort of everybody
attending and taking part in your event. A well considered layout can significantly
influence an event’s success. An event site or venue should be an effective space
that
suits the type of event being staged. When beginning to plan the layout, assess all
the factors and risks associated with the following points: 1) Capacity; 2) Access,
Egress and Flow; 3) Sterile Areas; 4) Surface and Underground Conditions; 5)
Existing
Site Features; 6) Placement of Equipment and Services; 7) Sanitary Facilities; 8)
Local
Residents; 9) Signage; 10) Facilities for People with Disabilities; 11) Litter and
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Waste.
As you do this, you will be able to plot the various elements of the event to achieve
maximum site efficiency and safety.
1) Capacity
The capacity of your site/venue is calculated based on the available audience space,
the number of emergency exits (see Access, Egress & Flow) and the risk
assessment for
the venue and the event. Site Layout is therefore particularly important if you need to
maximise the audience potential. Keep in mind:
> For outdoor events where a standing crowd gathers in a defined space to watch
the
entertainment (such as at a street theatre or a music event) the general acceptance
for a clear, flat, open space with a reasonable view of the performance is 2 people
per 1m 2. However the figure should not be applied to all of the available space.
3.2. Site Plan
A site plan is a map of the event and is essential for event planning and management.
All key stakeholders can use it as part of the planning process, with consultation as to
its final layout. The site plan must be easy to interpret and be posted strategically
around the site for use by patrons. The site plan can be distributed for setting up the
event and is also invaluable in an emergency.
Site (or venue) plans or maps are necessary for any event. They serve as a tool to help
calculate the capacity and maximise the effectiveness of the site/venue in the planning
stages. They also act as a communication tool between everyone involved during
build-up
and the live event. A copy of the plan(s) should be included in the Event Manual and
larger versions should be given to all the managers, appropriate
contractors and agencies working at the event for quick and easy reference.
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If you are using an existing venue, it is likely a floor plan will already be in existence
which you can get a hold of and add your information to. If you are working outdoors,
it is likely you may have to start your plan from scratch. Ask the land owner or the
local authority if they can provide you with a blank map of the area, showing existing
site features such as hills, walls, trees, paths, roads, etc. You can then start to add in
your particular information.
Use the checklist below to determine what must be shown on the site map. Use a simple
grid format and include surrounding streets and landmarks. Entrances, exits, Event
Coordination Centre, Emergency Coordination Centre, vendor locations, first aid
posts, toilets, phones, security and licensed areas should be highlighted.
Production Equipment – Sample Checklist
Staging and associated structures – disabled platforms, sound delay towers, etc
Lighting, audio and visual equipment
Power – generators and distribution cables
Electrical supplies
Fuel
Cable covers and ramps
Plumbing supplies
Joinery supplies
Barriers, ropes & stakes, etc – front of stage, perimeter, no-go areas,
queuing systems, etc
Portacabins, tents, marquees, etc – dressing rooms, production and site offices,
first aid points, catering, storage, baby change, etc
Ballast – for staging, tents and other structures
Temporary tracking & ground cover – trackway, blaze, hard core, sand, bark chips, etc
Transport & vehicles – forklift, cherry picker, crane, off-road vehicles, flat bed trucks,
vans, cars, etc
Fire fighting equipment – fire extinguishers, blankets, etc
Sports specific equipment – timing equipment, photo finish, hurdles, batons, etc
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Refuse disposal – bins, skips, etc
Other plant hire
On site office equipment – computer, printer, admin supplies, etc
114
Site Plan Checklist
Event and Incident Coordination centre
First Aid posts Non-alcohol areas
Non smoking areas - around food stalls etc
Licensed liquor consumption areas
Picnic/quiet areas Entrances & exits
Main Power/water/gas control Taxi & Bus stops Entertainment sites
Toilets and Toilet Blocks - state whether mobile
Stage location Pedestrian route including emergency egress routes
Restricted Areas Liquor outlets Lost kids/property
Public telephones Rubbish bins Security locations
Seating Drainage pits Food/vendors/stalls
Media Sharps Containers Drinking water sites
Vehicle access routes
Emergency access & egress routes - emergency vehicles
Parking
Firefighting equipment
• Fire Extinguishers
• Fire Blankets
• Flose Reels
• Flydrants
Information centre
Attach a copy of your site plan.
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3.3. Contingency Plan
Has a contingency plan been considered in the event say of an outside activity if it
rains? To prepare your contingency plan you need to first identify all the possibilities
that could occur that would have a negative impact on your event. Once these have
been identified, your contingency plan should include a set of specific actions that can
be implemented to reduce these anticipated negative impacts on the event if/when
challenges arise.
4. TRAFFIC AND PEDESTRIAN MANAGEMENT
3.1. Traffic Management Plan
Good traffic and transport management is a key issue for events. Poor planning can lead
to unnecessary disruption for those involved in or attending the event as well as the
normal day-to-day traffic. Consider this aspect in detail when selecting your venue. As
appropriate, include the local authority, Police and transport providers at the earliest
stage possible to help you make arrangements. For large events it may be necessary
to
form a Transport Management Sub-Group to consider all issues surrounding this topic
and to formulate effective plans for transport, traffic and parking Patron access must
be planned to ensure there is no disruption to neighbouring businesses or homes and
to ensure clear access by emergency services and event staff.
Event organisers must make arrangements for the following:
• Adequate car parking space, including over-flow parking
• Access for people with disabilities
• Preferred access routes to the venue
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• Adequate lighting
• Shuttle buses where venue/activity covers a large area
The event type, audience size and profile
> The anticipated number of vehicles (audience, staff, contractors, etc)
Crowd safety:
Crowd safety at an event is related to space, the attractions on offer, the environment,
surroundings and effective management of human behaviour. Compliance with
regulations and the application of standards of best practice can go a long way to
ensuring safe venues and activities, but the most diffiult factor to manage at events is
human behaviour. This section
addresses how event staff can manage the behaviour of the attendance at the event
to prevent as far as possible crowd related accidents/incidents and ensure
enjoyment of the event. When we think of events and managing peoples behaviour we
tend to think of large gatherings, but poor management and a poorly designed layout
can cause injury and unsafe behaviour irrespective of the numbers in attendance. For
example allowing twenty people into a room designed for ten, adding extra chairs and
tables to the space and placing obstructions at entrances and exits will result in an
overcrowded space. Making no effort to alleviate the situation will have a negative
effect on peoples behaviour with the net result of
compromising the safety of the people in the room. It is important at this stage to
make a distinction between crowd management and crowd control. If you take the
word ‘crowd’ out there is a distinct difference between ‘management’ and ‘control’,
crowd management is proactive while crowd control is reactive. Crowd control will only
be required when problems are encountered. Most problems with crowds can be
prevented or quickly resolved when all aspects
of crowd management are well organised. People attend an event for a specifi
purpose, effective crowd management adds to the enjoyment of the event and can
reduce risk of injury. The key components of a crowd management system are:
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• Clear directions, facilitated by steward’sinstructions, signage and way marking.
• Ease of movement, facilitated by allowing sufficient space per person and active
monitoring of bottlenecks and areas where congestion could occur.
• Ease of escape, ensuring there are suffiient exits leading to a place of safety and
training stewards in evacuation procedures. Generally people attending an event are
not familiar with the venue or the type of event may be different from others they have
attended at the same venue. Road Closures Will there be any road closures for the
event? What roads will be closed for the event?
If so, the development of a traffic management plan, application to your local
government authority, local Police and/or Main Roads Department, approval and
advertising may be essential well in advance of your event - at least three months
prior to the event. Check with your local government authority for the requirements in
your town.
On lodgment of the information, Council officers will inspect the area for the proposed
temporary street closure and advise the applicant if it is practical and safe to do so
for the purpose of conducting the event.
All costs associated with advertising, development of the traffic management plan and
staffing closures will be the responsibility of the event organizers so ensure you
consider this when preparing your budget.
3.2. Adjoining Properties
In the interest of amenability with adjoining and/or property owners affected by the
staging of your event, it is beneficial to inform them of the proposed event and
activities. This may be a requirement of approval for the event.
Risk Management
No matter the type and size of your event, risk management is a critical issue in the
planning process. Simply put, risk management is about foreseeing and identifying
47 | P a g e
potential risks, evaluating them and putting in place a plan, control measure or
contingency to reduce or neutralise the level of risk. A good event manager will
incorporate risk management at all stages of the planning process. In terms of event
production, the issue of risk management is of the utmost importance when making
decisions that impact on those who have a chance of being affected or harmed by
any aspect of the event. They could be:
> Event staff and crew
> Audience and others attending the event
> Performers/competitors and their entourages
> People/residents in the vicinity of the event
The event manager has a duty to identify and minimise these risks. The best way to
do this is to undertake an effective risk assessment.
Risk Assessment
No one knows your event better than you and your key team. From this point of view,
as the event management, you are best placed to undertake the assessment and
each
‘department’ should carry out their own assessment to be consolidated into the final
version. For larger or more complicated events, you may wish to seek the assistance
of an
independent risk assessor who is knowledgeable on your type of event. If appropriate,
the event’s Health and Safety Sub-Group should take an active role in the risk
assessment
process, agree to the control measures and take steps to implement any aspects for
which they as individuals or their organisations have responsibility.
The Risk Assessment should be completed well in advance of the event. You should
provide a copy to your insurance broker or underwriter and include a copy of it in the
Event Manual. Ensure that all key staff and personnel are familiar with it and all safety
measures are implemented before the event starts. Should any additional risks be
identified prior to the event, a specific assessment should be carried out for each
new risk.
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chapter nineevent production: operations, equipment, facilities, health &
safety143
At the end of this chapter there is a template to help you complete a Risk Assessment.
In doing so, you will undertake the following steps:
144
Appendices
If your Risk Assessment has to be distributed to partners/authorities independently of
the event manual, you should append the various information that will support your
Risk Assessment. The nature of these will be dependent on the type of event you are
producing. These appendices may include:
> Event Safety Memo
> Production Schedule (a detailed plan of how the site will be prepared and de-rigged)
> Site Maps
> Contractor Risk Assessments/Licences/Fire Certificates, etc
> Where venues are hired rather than created, you may find it appropriate to append
the Normal Operating Procedures (NOPs)
> You could also discuss with your risk assessor and/or health and safety sub-group
whether your event warrants an emergency scenario planning session
5. INCIDENT MANAGEMENT PLAN
5.1. Event / Incident Control Centre
All event organisers and staff need to be in contact throughout the event through the
Event/Incident Control Centre. Organisers may have a representative at the Event /
Incident Control Centre to facilitate the provision and dissemination of information.
Event organisers must be able to communicate with the crowd both for public
announcements and in emergencies.
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These areas must be accessible to ambulances and other Emergency Service vehicles.
5.2. Incident Management Plan including First Aid Arrangements
The event must have a formal, written Incident Management Plan. The plan should be
provided to all event organisers, key stakeholders, police and emergency service
personnel. Local Emergency Service personnel should be contacted at least two
months prior to the event.
Your contact with the Emergency Services will depend on the type, scale and complexity
of your event. If you are planning a medium-scale, indoor event in an established
venue,
you may not require the assistance of the Emergency Services during the planning
and
operation of the event. However, for larger and more complex events it will be
necessary to seek their advice, assistance and co-operation. Each service usually has
its
own planning and special projects departments which deal with events. If appropriate
to the nature of your event, you may wish to invite one or more people from the
following agencies onto your Health and Safety Sub-Group:
> Police – the Police may advise on many safety aspects such as audience numbers,
crowd control, emergency procedures, communications, traffic management and
emergency services access, etc. Their presence at a live event will depend on the
nature of the entertainment, the scale of the event and the level of stewarding.
> Fire Brigade – the Fire Brigade may advise on occupant capacity, potential fire
hazards, fire fighting equipment required, equipment locations, emergency access,
means of escape, signage, lighting, rendezvous points, pyrotechnic elements such
as fireworks, fire sculptures or bonfires and other emergency procedures.
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5.3. Incident Management Contact Details
Who will be the designated contact people for any incident?
5.4. Fire Fighting Equipment
Will portable fire protection equipment be strategically located throughout the venue for
initial attack of the fire by the public and/or safety officers?
5.5. Lost and Stolen Property / Lost Children
What arrangements have been made for lost or stolen property and lost children? Show
location on site map.
You must ensure that you develop a lost children’s policy and make all event staff and
volunteers familiar with the procedures and policy. Some important points to consider
when developing your policy are:
Identify arrangements for the ‘safe’ care of children until such time that they can be
reunited with their parent/s or guardian
There should be a clearly advertised point for information on lost children
Lost children should never be left in the care of a sole adult, always ensure that there
are at least two adults that have the appropriate CRB (Criminal Records Bureau)
checks in place. More information on CRB can be found
If a lost child is found and reported to one of the event staff a message should be
communicated to all event staff as per the communication plan (radio, phone, in
person to event control point) that a ‘code word’ at ‘location’. Two staff should then
remain with the child at this point for a period of 10 minutes to allow for a possible
quick reunification.
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If after 10 minutes there has been no reunification then the child should be taken to
the designated lost children’s point by two members of staff. If possible this point
should be adjacent to your event control point or the first aid/medical area.
All incidents need be logged, ensuring all details are recorded.
The CRB checked staff should try to ascertain a description of the child’s guardian,
their name, mobile number if known and a description.
The child and the parent/s guardian should not be reunited until a match has been
established. To this if a parent comes to the lost children’s point claiming they have a
lost child they must provide a signature and identification along with a description of
their child, this could include age, clothing, hair colour, height etc.
If there is any reluctance from the child to go with the adult then you should inform the
police.
Once a lost child incident has been resolved you must inform all staff that the ‘code’
has been resolved. Complete the report and log.
Further information on lost children and general welfare of children at events is available
from the.The LBH events team can forward this information upon request.
5.6. Incident Reports
All incidents are to be recorded in the following format:
Name of Event:
Event Manager:
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6. PUBLIC HEALTH
6.1. Temporary Food Stalls
The provision of a variety of high quality, affordable food at public events contributes to
the comfort of patrons, reduces effects of alcohol consumption and can increase
revenue. Selling food at or near liquor sale points is essential.
The event organizer is required to advise their local government authority when
temporary food stalls will be utilized. Food stall operators are likely to require
individual approval from their local government authority, so it is a good idea for event
organizers to be aware of the requirements in their town.
Details of the food businesses and type of food being provided at the event is essential.
6.2. Alcohol
Prevention of alcohol-related issues:
Background:
alcohol signifiantly increases the Department of Health risk rating of an event.
Excessive alcohol consumption is regularly associated with verbal and physical abuse,
violence
and property damage (Allsop et al, 2005).
Date and Time of Incident
Description of Incident Persons involved Name, address, phone
Action taken
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The service and supply of alcohol at an event has a direct effect on the ability of patrons
to get
drunk. The responsible service of alcohol is the key to preventing and minimising alcohol-
related
problems at your event.
Long trading hours and late night trading are linked with alcohol-related problems
(Chikritzhs &
Stockwell 2002).
It has been identifid that the consumption of regular strength beer has an association
with shortterm alcohol-related harm such as injuries and assault (Allsop et al 2005).
glass containers are often used as weapons and broken glass can lead to serious,
avoidable
injury.
Alcohol combined with the type of entertainment will inflence a person’s mood and may
encourage violence (Allsop et al 2005).
If you intend selling or supplying alcohol at the event a liquor licence must be
obtained from the Department of Racing, Gaming and Liquor and approval will
also be required from your local government authority at least two months prior to
the event.
Event organizers will be required to provide adequately segregated areas for the
sale and consumption of alcohol if it is an all age’s event. This should be clearly
marked on your site plan.
Responsible Service of alcohol:
Including circumstances where the event organiser is not the licensee of the event, the
event
organiser has a duty of care to ensure the sale and supply of alcohol does not cause
harm. In this
regard, the event organiser should ensure that the prevention of alcohol-related
problems
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is a priority which is incorporated into the event planning process.
Bar staff should receive a briefig on responsible service expectations prior to the event
or
immediately prior to their shift commencing. At a minimum, the briefig should include:
– Under the Liquor Control Act, all employees of the licensee are considered to be
‘authorised
persons’. The Liquor Control Act gives ‘authorised persons’ certain powers that
support
responsible service. being an ‘authorised person’ also means they can be held
accountable
for their actions if they do not serve alcohol responsibly.
– bar staff are legally not permitted to serve alcohol to anyone who they think is drunk,
or to
anyone who is under 18 years of age. All bar staff should be aware of the defiition of
drunk
under section 3A(1).
– Recommended approach for refusing service.
– Acceptable forms of proof-of-age identifiation as per the Liquor Control Act.
The consumption of non-alcoholic and low alcohol beverages should be promoted.
Supplying only
low alcohol beverages is encouraged as this will signifiantly reduce the likelihood of
injuries and
assault at the event.
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G u i d e l i n e s f o r c o n c e r t s, e ve n t s a n d o r ga n i s e d gat h e r i n g s
The event organiser and licensee are responsible for adequate measures to ensure
that trading is
not conducted in a manner which is detrimental to the public interest, including (but
not limited to):
– adequate control over the sale of alcohol.
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– Alcohol only to be sold to bona fie persons attending the function/event.
– No alcohol to be sold to juveniles.
– alcohol not to be sold for consumption off the premises, unless otherwise permitted.
Licensed documents are clearly displayed and made available upon the request of an
authorised
offier. Where the proposed event will have an anticipated attendance greater than 500
people,
Tobacco and smoking:
In Western australia, there are strict legal controls on the sale and promotion of tobacco
products.
There are also laws that cover smoking in enclosed public places. These laws are
designed to
protect the health and wellbeing of all Western australians.
Organisers or promoters of events have important responsibilities under these laws,
and must
ensure compliance at any event where tobacco will be sold or smoked. Failure to do
so may result
in prosecution.
Department of Health investigators monitor events to ensure compliance with Wa
tobacco control
laws and local government offiers may also monitor compliance with smoking bans in
enclosed
public places. Police offiers may also enforce tobacco control laws.
It is an offence for anyone to sell tobacco products without a licence. a licence will not
be issued
to allow the sale of tobacco products from temporary premises at an event at which a
signifiant
number of people under 18 are expected to attend.
NOTE: This information is only intended to alert you to some of the possible legal
responsibilities
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that you may need to consider if tobacco is being sold or consumed at your event.
You may
wish to seek your own independent legal advice to ensure you fully understand your
legal
obligations.
6.3. Toilets
The number of toilets to be provided will depend on a number of factors including:
• anticipated crowd numbers
• the sex of patrons (women require more facilities than men)
• if alcohol will be available and
• the duration of the event.
Adequate toilet facilities should also be provided for people with disabilities.
The calculation of the level of sanitary facilities required at events is based on a range of
factors including the audience capacity, audience profile, location, duration and
existing
facilities. General guides exist but it is best to seek the advice of an experienced
contractor
and the local authority (Environmental Health) to ensure your estimate is neither too
high nor too low. When planning these facilities, keep in mind the following points:
> Toilet ‘clusters’ are best placed in various locations throughout an outdoor site.
They should be clearly signposted, adequately lit and positioned away from food
preparation areas. These facilities should be cleaned and re-stocked regularly
throughout the day and, depending on the length of the event and the type of
unit used, they may require to be emptied during the course of the event. If this
is the case, ensure that the siting of them allows for vehicle access.
> Everyone using the toilet should be able to wash their hands with warm water
(ideally) and soap. Again, these areas should be kept clean and restocked regularly.
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If wash facilities have to be separate from the toilets, ensure that you leave enough
room when planning the site and ensure that appropriate drainage is possible to
avoid unsanitary or flooded conditions. Again, your contractor and local authority
can advise on this matter.
> Ensure there are sanitary facilities in the vicinity of first aid and baby change areas
and don’t forget about the artists, participants, employees and concessionaires that
will require appropriate facilities too. If there are camping opportunities at the event,
you will also need to supply washing and toilet facilities for this group.
> If you have an area set aside for people with disabilities, appropriate sanitary
facilities
should be placed in the vicinity and clearly signposted.
6.4. Water
Events must have sufficient supply of freely available, or at a nominal charge, potable
water, and clear directional signage to water. Outdoor events that expose patrons to
the elements must take due care for their health and comfort. A wash basin does not
constitute a drinking fountain or tap. The provision of free drinking water is of
particular importance at concert type events where the audience may assemble in
cramped or hot conditions. At more lengthy concerts/festivals conditions such as
dehydration can be a serious problem, and can result in people fainting with the
subsequent risk of being trampled. A minimum of one drinking water point per 1,000
persons must be provided, drinking water where possible should be supplied from the
rising main and should be dispensed through spring loaded standpipes.
A suitable non-slip surface adequately drained must be provided to all drinking water
supply areas. If the use of a mains supply for drinking water is impracticable, the event
organiser must advise the Environmental Health Offiers section of the location, date
and time of the filing of any tankers to ensure the water in question (via the
appropriate tanker) remains of safe and potable quality. The event organisers must
confim the precautions to be taken to ensure that the water supply in any tankers is
and remains fi for human consumption throughout the event.All taps must be
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adequately sanitised/cleaned prior to the event, each tap must be run for at least
minutes prior to the commencement of the event, this is to ensure that any stagnant
water is run out of the system. Disinfectant flids such as ‘Milton’ or other such food
grade solutions are acceptable for the purpose of sanitising taps.
How will extra water be supplied to patrons on very hot days if needed?
What is the source of water?
6.5. Shelter
Shelter and shaded areas should be available wherever patrons or staff and volunteers
(including First Aiders) may be located for an extended period of time and where
weather conditions dictate that it is required.
This may include:
• transport pick up and set down areas;
• spectator and official viewing areas;
• seated eating areas;
• pedestrian thoroughfares;
• First Aid areas and Event management centre;
• competitor and officials marshalling areas;
• entrances and ticketing areas; and
• optional area for patrons when needed.
6.1. Waste Management
Waste management should be considered.
What arrangements have been made for extra bins for the event?
What arrangements have been made for rubbish to be appropriately removed?
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6.2. Noise
Events can create noise levels much higher than normal. Music amplifiers, refrigerators,
generators, and crowds are all contributing factors. It is important to monitor the level
of noise produced by the event to minimise disruption to local residents and
businesses.
Events are required to comply with the provisions of the Environmental Protection
(Noise) Regulations 1997, and may require local government approval.PUBLIC
SAFETY
6.6. Security & Crowd Control
Choosing appropriate security is essential to the success of an event and the safety of
the public. Different types of events require different types or combinations of security.
The event organising committee needs to examine the risks involved with the event by
asking for example, "What could happen?” or "What if?” The answers will determine
whether police, private uniformed security or peer security is required.
6.7. Place of Public Assembly
For outdoor events held in fenced or enclosed areas, adequate entry and exit points
must be provided. Exits and paths of travel to exits are to be kept clear of
obstructions. Specific requirements may vary according to the nature of the event.
Entry, exit and assembly points should be clearly marked on your site plan.
6.8. Lighting and Power
Even in venues darkened for the performance, lighting should always be adequate to
identify exits as well as corridors and aisles leading to them. Auxiliary battery power or
generators should be installed to provide light in a power outage and to power the
public address system. The latter may permit directions to be given to spectators in a
power failure, thereby alleviating panic.
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As many concerts are performed with only stage lighting, access to the main lighting or
house lights is essential in case of an emergency. The location of the controls for
these lights, and the operation of the controls, must be known to those on-site
responsible for emergencies.
For outdoor events, any electrical installation needs to be certified by an electrical
contractor as complying with the provisions of the Health (Public Buildings)
Regulations 1992.
Do you have emergency power & lighting?
Describe emergency power and lighting systems.
With the current trend for more outdoor events there is an increased threat of lightning affecting
events.
In Pakistan deaths by lightning are considered relatively rare with approximately six (6) deaths
per
year, but given that there are often large numbers of people in exposed locations the chances
of an
incident with multiple deaths and permanent disabling injuries cannot be ignored if there were
to be
a strike within a crowded area.
74
a plan for lightning needs to be prepared in advance and not left until a threat is on the
horizon.
It is generally recognised that it is not safe to be on open ground such as a festival site or
beneath
trees. It is safer within a building or even a vehicle. The preparations will rely on what is
available and
how feasible it is to abandon the event or delay until the danger has passed. In addition to a
direct
strike there may also be devastating effects on anyone in close proximity to the strike or to a
structure
that has been struck.
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australian Standard 1768, Lightning Protection sets out guidelines for protection of people
outdoors
and recognises that:
1. an approaching thunderstorm is treated as local when the time interval
between seeing a lightning flsh and hearing the thunder is less than 30 seconds.
2. When moderate to loud thunder is heard within 15 seconds of a lightning flsh
(corresponding
to a distance of less than 5km), persons out of doors should avoid exposed locations and
seek
adequate shelter.
Simple precautions such as earthing prominent structures should be taken if lightning is
forecast
and once a threat becomes imminent patrons should be moved away from prominent
structures and
associated metallic components to reduce the risk of an associated electrical shock caused by
a rise
in potential.
AS 1768 has specifi recommendations for large tents and marquees, seating stands and
metal
scaffold structures.
The following information has been extracted from aS 1768.
Small tents:
For small tents, no specifi recommendations can be given.
metal scaffolding and similar structures, including overbridges:
Where metal scaffolding is readily accessible to the general public, particularly when it is
erected
over and on part of the common highway or may be used in the construction of public seating
accommodation, it should be effiiently bonded to earth.
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G u i d e l i n e s f o r c o n c e r t s, e ve n t s a n d o r ga n i s e d gat h e r i n g s
a simple method of bonding such structures consists of running a strip of metal other than
aluminium,
20mm × 3mm size, underneath and in contact with the base plates carrying the vertical
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members
of the scaffolding and earthing it at intervals not exceeding 20m.
With public seating accommodation only the peripheral members of the structure need
bonding to earth.
Other steel structures, such as those used for pedestrian bridges over main trunk roads, are
frequently
sited in isolated situations where they may be prone to lightning strikes and should therefore
be
bonded to earth, particularly at the approach points
It is recommended that an electrician be available for the event.
6.9. Temporary Structures
Temporary Structures include -
• a stage or platform
• a tent, marquee or booth
Where large temporary structures of this type are used for such purposes as
exhibitions and
entertainments involving large numbers of people, consideration should be given to
their protection
against lightning.
In general such structures are manufactured from non-metallic materials and the
simplest form
of protection will usually consist of one or more horizontal air terminals suspended
above them
and connected solidly to earth.
a non-metallic extension of the vertical supports provided for such structures may, if
convenient and
practicable, be used for supporting a network of horizontal air terminals but a
clearance of not less
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than 1.5 m should be maintained between the conductor and the fabric of the
enclosure.
Down-conductors should be arranged outside the structure away from exits and
entrances and be
connected to earthing rods that, in turn, should be connected to a ring conductor in
such a manner
as to be inaccessible to the general public. Those types of tented structure that have
metal
frameworks should have these effiiently bonded to earth at intervals of not more than
20m of
perimeter.
• a seating stand
• a prefabricated building
A Structural Engineer’s Certificate of Compliance for any temporary structures may be
required. Event organizers should consult with their local government authority when
temporary structures are required.
7.6. Fireworks and Pyrotechnics
The use of pyrotechnics and fireworks must have the approval of your local government
authority and the Police.
Scheduled pyrotechnic displays will only be permitted to proceed where conditions
regarding parameters such as wind strength, wind direction, fire warnings and
exclusion zones can be met.
7. EVENT PROMOTION AND MARKETING
Event promotion and marketing is one of the most important aspects of planning your
event. You want as many people as possible to attend your event so it is important
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to get the information out to your target audience well in advance of your event.
You will need to consider the best and most cost effective way of advertising and
promoting your event to keep with your event budget. The common forms of media
are the local newspaper, posters, flyers, mail drops, radio, television, websites and
email. For effective promotion utilizing a combination of these media forms is the best
option.
Get your message out early. If you have set a date for your event and the location is
decided, send a ‘remember this date’ email to your email distribution list so people are
aware that the event will be happening. You may also like to establish a promotion
schedule which outlines the dates, cost and type of media promotion you will carry out
and when. This will help with ensuring you stay within your budget and the information
necessary for a successful event is distributed to your target market at the right time in
the lead up to your event.
7.1. Ticketing
This is important in achieving crowd control. Will there be advanced ticketing or tickets
purchased at the event or both? Advanced tickets can provide:
• Event details
• Event services information
• Entry details
• Transport arrangements
• Health promotion and publicity material
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8.2. Signage
Clear appropriate signage is essential. You will need to liaise with your local government
about when and where signage can be placed. Examples of signage required include:
• Entrances and exits
• Parking
• Toilets
• First aid post
• Security
• Information/Communication/Incident Control Centre
8.3. Health Promotion
Have you considered health promotion material for example:
• Glass containers are not permitted
• Smoke free event
• Bags and Eskies will be searched
• Public Transport will be available
• Don’t drink and drive
• Food and snacks will be available....
8.4. Advertising
What information is important to promote the event? When? Where? What times? Etc
9. USEFUL CONTACT NUMBERS
It may be useful to have a collated list of contact details and to consider some additional
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contacts that may be useful on the day.
Event Management Plan Proforma
1. EVENT DETAILS
1.1. Event Place & Time
Name of Event:
Address of Event:
Details of Venue:
Details of how your event will run, including details of all activities:'Estimated Number of
People expected to attend:
Date and Time Set Up Commences:
Date and Time Event starts or is open to the public:
Date and Time Event Finishes:
Date and Time dismantling commences and anticipation conclusion time:
MULTI-DAY EVENTS ONLY TO COMPLETE THIS SECTION
Day 1 Start:................................................Finish
Day 2 Start:................................................Finish
Day 3 Start:................................................Finish
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Day 4 Start: .....................................................Finish
Day 5 Start:................................................Finish
Day 6 Start: .....................................................Finish
1.2. Event Manager Details:
Event Manager:
Address:
Phone (Work): .....................................Phone (Home):
Fax:..................................................
Email:........................................................................
Contact During Event:
Phone:..............................................Mobile:.............
2. INSURANCE
2.1. Insurance Details
A copy of your Certificate of Currency is required to be included with this form. Name of
Insurer:
Address:
Phone:.........................................................
Fax:..............................................................
Email:...................................................................
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4. THE VENUE4.1. Potential Hazards
List the identified hazards at the selected site and the action taken to minimise the risk.
Hazards Identified For Each Activity Action to Minimise Risk
You may need to add another page
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4.3. Contingency Plan
4.2. Site Plan
Include meeting points for emergency services
5. TRAFFIC AND PEDESTRIAN MANAGEMENT
5.1. Traffic Management Plan
Has a Traffic Management Plan been developed for this event? YES NO
Guidance can be provided by Council with the development of this plan.
Is there car parking for:________________________________________________________YES NO N/A
Emergency
Vehicles
Key Stakeholders
Disabled Patrons
General Parking
Overspill
Buses
Taxis
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Things that can go wrong: Eg
rain....
Contingency details:
5.2. Road Closures
Do you require any roads to be closed for the event: YES NO
6.1. Incident Management Contact Details
First Aid Officer 1
Name........................................................................................................
Contact details..........................................................................................
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First Aid Officer 2
Name ......................................................................................................
Contact details..........................................................................................
Incident Officer
Name........................................................................................................
Contact details ........................................................................................
Police
Name........................................................................................................
Contact details..........................................................................................
Ambulance Service
Name ......................................................................................................
Contact Details.........................................................................................
Fire Service
Name........................................................................................................
Contact details..........................................................................................
Hospital
Name ......................................................................................................
Contact details ........................................................................................
6.2. Fire Fighting Equipment
Will portable fire protection equipment be strategically located throughout the venue for initial attack of the fire by the public and/or safety officers? YES NO
Mark their location on the site map.
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6.3. Fire Danger Period
Has a day of total fire ban or fire danger period been considered? YES NO
Has a plan been submitted to the fire service? YES NO
6.4. Lost and Stolen Property / Lost Children
What arrangements have been made for lost or stolen property and lost children? Show
location on site map.
6.5. Incident Reports
All incidents are to be recorded in the following format:
Name of Event:
Event Manager:
Date and Time of Incident
Description of Incident Persons involved Name, address, phone
Action taken
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7. PUBLIC HEALTH
7.1. List of Vendors
Will you or other vendors at your event be selling any article of food? YES NO
List of the food businesses and type of food being provided at the event:
Business/Vendor Name Contact Phone during event
Type of Food Council Permit
123456789You will need to provide evidence of the vendor’s Council permit for the operation of their stall.
YES NO
YES NO
YES NO
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7.2. Alcohol
Will there be alcohol at the event?
If yes, will alcohol will be sold and consumed or
BYO
Local council permission has given received
Has a Liquor Licence been obtained?
If no, alcohol will be prohibited.
7.3. Toilets
How many toilets will be provided at the event?
Male..........................
Female .............................
Disabled.........................
Who will be responsible for the cleaning of toilets?
Contact details during the event:
Name:
Mobile:
7.4. Water
Is the location of water clearly signposted and marked on the site plan? YES NO
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How will extra water be supplied to patrons on very hot days if needed? YES NO
7.5. Waste Management
What arrangements have you made for extra bins to be provided for the day?What
arrangements have you made for the rubbish to be removed appropriately on the
day?
Noise
Describe the activities/mechanisms likely to create higher noise levels at
your event.Describe how you will monitor and minimise noise levels.
8. PUBLIC SAFETY
8.1. Security & Crowd Control
What type of security has been selected for the event?
If a security firm has been contracted, provide details. Name of
Company:
Licence Details:
Contact Details:
Phone/Mobile:
Number of Security Personnel at Event:
Who is the police contact?
Name:
Station:
Phone:
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Mobile:
Fax:
Email:
8.2. Public Assembly
Will you be fencing off the boundary of your event, restricting access and egress?
YES NO
If yes, you will need approval from your local government authority.
8.3. Lighting and Power
Do you have emergency power & lighting? YES NO
Describe emergency power and lighting systems.
It is recommended that an electrician be available for the event.
Name of Certified Electrician:
Contact Details during the event:...............................
Location of Lighting Control - Mark on site plan
Location of Mains Power Control - Mark on site
plan
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8.4. Temporary Structures
Will there be temporary structures at the event? YES NO
Details
Stages & Platforms YES /NO
Break-away Stage Skirts YES /NO
Seating YES /NO
Marquees/Tents YES /NO
Has a permit or permits been sought or sighted for temporary structures? YES NO Permit
Name:
Permit Number:............
Permit Date: ...................
Description of Structure:
Building Surveyor:.........
Contact details: ..............
Mobile:..................................................................................
Ensure restricted zones are marked on site plan
9. EVENT PROMOTION
9.1. Ticketing
Are there tickets for the event? YES NO
• Pre-sold
• At the Gate
• Both
Will the tickets provide information about the event? YES NO
site plan, at the venue - Parking
Information/Communication/Incident
Control Centre
Exits
Toilets
Water
First aid posts
Camping Areas and Facilities
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9.2. Signage
The following signage will be installed, as per the• Phones •• Entrances •• No Smoking• Rules relating to alcohol •• consumption •• Lost and Found •• Public Transport pick up/set •down• Security •
9.3. Health Promotion
List any messages that will be promoted on the day
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Useful Links
www.evoke.com.pk
Shire of Carnarvon Francis Street CARNARVON WA 6701 Ph: 08 9941 0000 Fax: 08 9941 0099www.carnarvon.wa.gov.au
Shire of Exmouth 22 Maidstone Crescent EXMOUTH WA 6707 Ph: 08 9949 3000 Fax: 08 9949 3050www.exmouth.wa.gov.au Shire of Shark Bay 65 Knight Terrace DENHAM WA 6537 Ph: 08 9948 1218 Fax: 08 9948 1237
www.sharkbay.wa.gov.au Shire of Upper Gascoyne 4 Scott Street GASCOYNE JUNCTION WA 6705 Ph: 08 9943 0988 Fax: 08 9943
0507www.uppergascoyne.wa.gov.au
Western Australian Council of Social Services Inc City West Lotteries House 2 Delhi Street WEST PERTH WA 6005www.wacoss.org.au
Gascoyne Development Commission 15 Stuart Street CARNARVON WA 6701 Ph: 08 9941 7000 Fax: 08 9941 2576www.gdc.wa.gov.au
Lotterywest 74 Walters Drive OSBORNE PARK WA 6017 Ph: 08 9340 5200 Fax: 08 9242 2577www.lotterywest.wa.gov.au
Eventscorp Level 9, 2 Mill St PERTH WA 6000 Ph: 08 9262 1700 Fax: 08 9262 1702www.tourism.wa.gov.au
Country Arts WA Level 1 , King Street Arts Centre 357 Murray Street PERTH WA 6000 Ph: 08 9200 6200 Fax: 08 9200 6201www.countryartswa.asn.au
Department for Communities Level 7, Dumas House 2 Havelock Street WEST PERTH WA 6005 Ph: 08 6217 8700www.communities.wa.gov.au
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ANNEXURE B
Task Scheduling Example
Activity
Appoint Steering Committee Allocate roles and responsibilities Establish type of event Develop an Event Management Plan
Book venue
Establish budget
Apply for funding
Talk to local government authority about licensing/approvals
Organise Insurance
Book equipment - stage, marquee, portable toilets, lighting, sound equipment, etc
Book Performers, Artists, Side Shows, Vendors
Draw up site plan
Draw up PR and advertising schedule, design advert, advertise date of your event
Confirm all funding in place
Organise road closures (if required)
Arrange pyrotechnics and approvals (if required)
Review budget
Inform neighbouring properites of event
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June
Contact Emergency Services required at the event
Apply for liquor licence
Confirm stall holders & permits
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Prepare tickets and publicity material
Book staff for event
Print flyers, posters, promote and advertise your event
Book security
Book services of an electrician for setup and during event _Organise temporary road signage
Coordinate transport of equipmentArrange adequate water provided at venue
Arrange adequate rubbish bins provided at venue
Prepare siteCoordinate deliveries of equipmentStaff briefings
EVENT
Thank everyone involvedEvaluation / feedbackProduce final Income & Expenditure for event
The cycle of tasks then begins again from the top.
By using a colour scheme you can see which activities are interdependent. You can also use colours to indicate when particular staff are needed, or for tasks delegated to specific people, for example;
Event Manager Treasuer
Steering Committee PR Marketing
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Coordinator