INTRODUCTION

1. CREATING, MANAGING,ANDRUNNING EVENTSBYAKIN OKUDEROFNIPR,MNIMZonal Co-ordinator, NIPR Workshop, Lagos.(0803-318-5643, 0805-936-9164)E-mail:akinokudero@pr-primus-ng.comask4akin42116@yahoo.comwww.facebook.com/akinokudero

2. INTRODUCTION • On a daily basis, we are a part of an event either consciously organised or otherwise. Some events occur naturally; some by accident and some deliberate. • For the purpose of this workshop, we would be concerned with those aspects of event management that, according to public relations practice, “are deliberate, planned and sustained to build goodwill and mutual understanding between a person (the organiser) and its publics (individuals, groups, organisations, government, community, etc). • Event is described as a happening usually very important, while Technique is simply put as “method of doing something expertly; method of artistic expression in music, painting etc.

3. PLANNING PROCESS IN EVENT MANAGEMENT • In planning to manage an event, it must be borne in mind that event planning is like performing a high-wire act without a safety net. Once your event starts, there are no second chances. It is all done in one take, and there are no dress rehearsals. You cannot predict how your guests and suppliers will interact and react when you bring them together, but you can organise, plan and be prepared for the unexpected. • According to Judy Allen, an event planner expert, having a good planning helps event planners and their clients produce outstanding events that meet and exceed both client and guest expectations, by going beyond the details of the event itself. • Special events such as schools sports competition, graduation ceremonies, founders’ day, fund raising galas, conferences, and prize/award ceremonies are complicated, fraught with thousands of details, and have to come off without a hitch.

4. The planning process therefore includes: • How to choose the best venue. • Preparing and managing the budget. • Scheduling. • Co-ordinating food and beverages. • Selecting décor. • Themes. • Media. • Staffing (Committees). • Security and transportation. • Use of efficient new technologies. • Designing messages, invitation cards/envelopes • Making up of protocol list. • Technical matters — Public address system, Generator, Music box, etc. • Others. The above listed issues are not exclusive of other items that could be needed in organising a successful event. Events vary in nature; hence a state event may have to accommodate other important materials / resources.

5. The above listed issues are not exclusive of other items that could be needed in organising a successful event. Events vary in nature; hence a state event may have to accommodate other important materials / resources. • Like that ‘blank sheet of paper’, having the desire to plan and organise a successful event is one thing.  Making it happen is another. • Here are three necessities that underpin every successful event. It must be a forum:

6. 3 NECESSITIES OF AN EVENT • To be educated - events offer a chance to learn the latest developments in their field; • To network with their peers - people like to mingle, share ideas and experiences and test ideas with their peers, face to face; • To be entertained - delegates, like all of us, work hard.  A well organised, well run event allows them the opportunity to enjoy themselves, in likeminded company.  

7. TIME AND EVENT MANAGEMENT • For smooth event implementation, and for business success, it is essential that planners know how to manage their own time as well as they manage an event. • Time Management for Event Planners helps to successfully manage their workload, and do what matters most, when it matters most:

8. Analyse and prioritise tasks. • Structure your workload and your day for maximum performance. • Identify red-flag activities that hinder productivity. • Reduce stress-producing time crunches. • Identify when extra help is needed, as well as how to delegate, outsource, and even partner with suppliers in crunch periods. • Work with rather than against deadlines. • Save time using technology. • Manage multiple projects, even in different locations. • Balance your personal and professional life. Whether you are an event planner, a hospitality professional, in public relations or other related fields, good time management will help you get time on your side.

9. HUMAN AND INTERPERSONAL RELATIONSHIPIN EVENT MANAGEMENT • In event management, you need the support of all — the management, your colleagues and your subordinates to succeed in organising a successful event. At every stage/level of project implementation, ensure you get the co-operation of the appropriate personnel. This will lessen your burden and ensure attainment of your goal or organisational goal. • Learn to share credit for accomplishments, ideas and contributions. • Help other employees find their greatness. Every employee in your organisation has talents, skills and experience. If you can help fellow employees harness their best abilities, you benefit the organisation immeasurably. The growth of individual employees benefits the whole. Compliment, recognise, praise, and notice contributions.

10. BUDGETING FOR EVENTS • Budgetingcreates strong views amongst management as to its real value and usefulness. Some management see budgeting as a key discipline without which financial confusion would result. Others see budgeting as out of date — quite unsuitable to the rapidly changing business world of the 21st century when so much business value comes from so-called “intangible” activities of the knowledge age. • Arrangements are within your own organisation. Do they add value, or act more as a tool of constraint and repression? Please also recognise that there is no “one solution fits all” answer to budgeting in the 21st century. Each organisation needs a solution best aligned to its specific requirements and aligned carefully to the other management tools that it uses. Budgeting does not exist in a vacuum, and throughout the programme, I will be aiming to highlight the alignment between budgeting and closely associated financial disciplines.

11. EVENT BUDGETING WORKSHEET • When you are budgeting for an event, don’t forget that there are a lot more costs than just the fee for the speaker/performance. Often, event planners just think about the main cost, but not all of the little ones that can sneak up on you. This worksheet can also be used when you are estimating costs for funding events, e.g. Awards Nite. Most of these items would most likely fall within the entertainment line item. Parts of this workshop won’t apply to every event, but use the parts that are helpful.

12. Event:Date: Time: Location:

13. ASSESSMENT OF EVENTS In assessing how successful the event has been, you may have to check the following to know whether the corporate goal of executing the project has been achieved. They include among others: • Is the venue adequate and conducive for the invited guests / dignitaries? • Are the VIPs seated according to their status and importance to the event? • Is there quality attendance when compared with distributed invitation cards? • Were guests well catered for in terms of distribution of food and drinks? • The media attention before, during and after the event. • The photographs — Did they capture memorable scenes and personalities? • Volume of sales enquiries — Has it increased? • The stakeholders — Were they overjoyed with the execution of the event? • Has the event changed the perception and image of the organisation in the eyes of the people? • The host community — Has there been a more friendly disposition? • What have we learnt from organising the event?

14. CONCLUSION • Events management of today deserves a thorough understanding of the needs, taste, and expectation of the clients, communities, government and international business concerns. An expert planner must be able to introduce a new thing. He must be able to create an environment where people would be thrilled