Hospitality Event Management

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ISQ Certificate in Hospitality

Management
Hospitality Event Management

Unit 1 Plan Event
Lesson Objectives
At the end of the unit, students should be able to:
1 Define MICE and differentiate among the MICE events

2 Identify the national organisations which regulate and promote the
development of the MICE industry
3 Describe the overview of MICE in Singapore
4 Describe the types of MICE services offered by different types of companies
5 Explain the purpose and application of events in different settings
6 Explain the concept of a theme event
7 Explain the process of managing an event
8 State the deposit, payment and credit policies for different events
9 Identify the difficulties and risks encountered when managing an event
10 Describe the concept of risk in event planning
11 Explain the importance of developing a contingency plan for an event
12 Identify the types of crisis that can affect an event
13 Identify the issues to consider when organising an event
14 Identify the stakeholders involved in the event
Copyright, ITE Education Services 1 ITEES Skills Qualification

1. Define MICE and differentiate among the MICE events
MICE
MICE is an acronym for the Meetings, Incentives, Conventions and Exhibitions. It is used to
refer to a particular type of tourism in which large groups, usually planned well in
advance, are brought together for a particular purpose.
MICE tourism usually consists of a well planned agenda centered around a particular
theme, such as a hobby, a profession, or an educational topic.
Different types of MICE events
Meeting
A formally arranged gathering of people to
present or exchange information (usually on a
predetermined topic), plan joint activities, make
decision, or carry out actions already agreed
upon. There isn’t a fix frequency: can be on an ad
hoc basis or according to a set pattern such as
Annual General Meetings.
Example: The APEC Singapore 2009 focused
on overcoming the economic crisis and positioning member economies for a sustainable
recovery in the post-crisis world.

Incentive Travel
It is a trip that is planned by a company to reward
their employees for outstanding service,
productivity or sales performance.
Convention
A large gathering of people (often international),
who share a common interest or profession. They
meet and discuss similar issues and activities in a
large setting
Example: Water Convention 2009 held in Singapore,

where delegates will have opportunities to
exchange valuable knowledge and experiences in
the latest water and wastewater technology and infrastructure advances.
Exhibition
An event designed to bring together people in the specific industry or closely related
industry to come together to showcase their products and/or service to a group of
attendees.
Example: Singapore Airshow 2010 serves as

a global marketplace and networking
powerhouse for the world aviation
community.

2. Identify the national organisation which regulate and promote the development of
the MICE industry
The Singapore Tourism Board (STB) was first established in 1964 with the
mandate to promote Singapore as a tourist destination. The thinking of
the government then was that an organisation was needed to
coordinate the efforts of hotels, airlines and travel agents in promoting
the overall image of the destination.
Today, STB is a leading economic development agency in tourism, one of Singapore’s key
service sectors. Known for partnership, innovation and excellence, the Board champions
tourism and builds it into a key economic driver for Singapore.
To do so, STB has identified three key areas of focus:

1. strengthening Singapore’s position as a Leading Convention and Exhibition City in
Asia,
2. developing Singapore as a leading Asian leisure destination, and
3. establishing Singapore as the Services Centre of Asia.
To achieve these targets, STB will revitalise traditional segments such as attractions and
shopping, as well as continue to grow the food and beverage, cruise, events and
Meetings, Incentive Travel, Conventions and Exhibitions (MICE) segments. It will also
actively tap into emerging and high yield segments such as healthcare and education
services.

STB's goal is to create exciting and innovative experiences for visitors, in close partnership
with the trade industry, thus etching forever in visitors' minds an image of Singapore as a
unique and compelling destination.
Address: Singapore Tourism Board
Tourism Court
1 Orchard Spring Lane Singapore 247729
Tel: (65) 6736 6622
Fax: (65) 6736 9423
Tourist Information: 1800-736 2000 (toll free in Singapore only)
Destination Website: http://visitsingapore.com

STB Organisation Chart

Singapore Exhibition & Convention Bureau (SECB)
The Singapore Exhibition & Convention Bureau (SECB) is a group of

the Singapore Tourism Board (STB) that aims to establish Singapore as
a dynamic business events destination where people, technology
and ideas converge to create great value for customers.
As the lead government agency for the business events sector in Singapore, SECB assists
business event organisers, corporations and associations by providing comprehensive and
impartial information on Singapore’s meeting and exhibition facilities, incentive venues
and industry partners.
They help to set up and facilitate arrangements with industry partners, including
coordinating site inspections and making special arrangements for technical visits and
special-interest study programmes. SECB works with organisers and other government
agencies to ensure the successful staging of business events. They provide publicity
support and offer brochures, visitor guides, maps, blank shells and posters for overprinting
of meeting announcements.
When a convention is confirmed to be staged in Singapore, SECB assists organisers in

attendance-building by providing promotional booths, decorative items and collateral
such as marketing videos and mass giveaways at related overseas conferences prior to
the actual conference in Singapore. Arrangements could also be made for SECB staff to
be present to promote Singapore and field questions on Singapore as a destination.
To create extra value, SECB offers customised financial support to business event
organisers, corporations and associations to stage or expand their business event in
Singapore. SECB also supports International Organisations who wish to establish a
presence in Singapore as part of their expansion into the Asia-Pacific region

3. Describe the overview of MICE in Singapore
Singapore is a dynamic, pulsating and vibrant global city which constantly re-invents itself
and it is a premier business travel, meetings, incentive travel, conventions and exhibitions
(BTMICE) destination with a conducive business environment that provides rewarding and
unique personal experiences for business travellers.
Singapore’s reputation for efficiency, excellent infrastructure and solid track record have
enabled it to attract a series of high-profile global gatherings and international events,
including the Annual Meetings of the International Monetary Fund and World Bank Group
in 2006 and the Asia-Pacific Economic Cooperation (APEC) meetings in 2009. In 2010,
Singapore hosed t the first-ever summer Youth Olympic Games which will reinforce its
position as a premier destination for hosting high-profile and large-scale events.
For the third consecutive year since 2007, Singapore has come up tops in the Union of
International Associations’ (UIA) ranking on International Meetings City. Singapore’s
progress in UIA’s ranking is impressive; it rose from the 10th spot in 2004 to the 1st in 2007,
and maintaining that pole position for three years in a row, affirming its standing as a
leading business events destination, ahead of some 1,700 cities.
Top international meeting cities in 2009 (http://www.uia.be/stats)
City Number of meetings Percentage of all meetings

1. Singapore 689 6.0%
2. Brussels 395 3.4%
3. Paris 316 2.8%
4. Vienna 311 2.7%
5. Geneva 183 1.6%
6. Berlin 171 1.5%
7. Prague 170 1.5%
8. Stockholm 159 1.4%

9. Seoul 151 1.3%
10. Barcelona 148 1.3%
Why Singapore?
Pro-business and dynamic environment
The presence of more than 7,000 multinational companies in Singapore, together with a
government supportive of nurturing businesses, contributes to a dynamic business
environment.
Strategic location and accessibility

Business travellers and business events delegates can easily convene in Singapore, with
over 4,600 flights to more than 190 cities worldwide weekly with a travelling time of 6 hours
between most Asian cities and 3.5 hours from ASEAN capitals.
More choice in venues

Singapore offers an excellent range of state-of-the-art convention centres, exhibition halls
and meeting venues to suit a variety of needs and budgets. The Sands Expo and
Convention Centre at the Marina Bay Sands is one of the largest venues in the region. It
can accommodate 2,000 exhibition booths and 250 meeting rooms capable of holding
up to 45,000 delegates. The Suntec Singapore International Convention & Exhibition
Centre and the Singapore Expo are also suitable for largescale international l exhibitions
and conferences. Together with the Raffles City Convention Centre and Waterfront
Conference Centre, these venues not only offer state-of-the-art conference and meeting
facilities, but also the convenience of nearby accommodation and dining.
Extensive choice in accommodation

With 100 hotels and over 37,000 rooms, it caters to every budget and preference. Most
hotels offer fully-equipped business centres, meeting facilities, broadband Internet access
and other conveniences for business travellers.

Professionalism and experience
Singapore prides itself on its efficiency as well as the professional services that the local
industry can provide to business events organised here. SECB, together with industry
partners work jointly to provide a customised solution for each particular event. Coupled
with Singapore’s reputation for its excellent infrastructure and efficiency, event organisers
can be assured of a successful event.
Exhilarating mix of business and leisure activities

Constantly re-inventing itself with its vibrant, cosmopolitan landscape and exciting new
developments, Singapore offers an exhilarating mix of business and leisure activities for the
BTMICE visitor.

Singapore’s MICE space and facilities
Orchard Road, Singapore and Asia’s premier shopping street

Enjoying a well-established reputation as a premier shopping district in the region and
consistently ranked among the most popular sites by visitors to Singapore, Orchard Road
has recently undergone a revamp to offer a more engaging experience with an endless
array of unforgettable shopping, dining and entertainment experiences for visitors and
locals alike.
Marina Bay, the centrepiece of a vibrant Global City

At the southern tip of Singapore, construction is underway
to develop Singapore’s new downtown financial district –
Marina Bay. Marina Bay will integrate residential, business
and entertainment facilities, offering a modern, seamless
environment to work, live and play.
The Marina Bay attractions will create a unique MICE

cluster not found elsewhere in Asia with MICE facilities, hotel rooms and a range of lifestyle
offerings all within close proximity and walking distance.
Marina Bay SandsTM

The Marina Bay SandsTM integrated resort, opened mid of 2010, is the centrepiece in the
Marina Bay “necklace of attractions”. It adds more than 120,000 square metres of MICE
space including a grand ballroom of more than 8,000 square metres that can hold at least
6,600 people and which is one of the largest in Asia; an exhibition hall which can
accommodate approximately 2,000 exhibition booths; and a flexible convention centre
comprising more than 250 meeting rooms with capacity for over 45,000 delegates.
MICE facilities in Marina Bay, such as Marina Bay SandsTM and Suntec Singapore
International Convention and Exhibition Centre, are collective enablers to help us realize

our larger vision of transforming Marina Bay into an integrated Convention and Exhibition
cluster.
Singapore Flyer
Standing at 165 metres, the Singapore Flyer offers
breathtaking and unobstructed views of Singapore’s skyline,
the Marina Bay and environs. The Singapore Flyer can be
hired for both exclusive group and private bookings tailored
to specific clients’ needs, such as provision of canapés, drinks
and themed decorations for cocktail functions, breakfast
meetings, product launches and providing special
arrangements such as food and wine for seminars, meetings and networking events in the
28 fully air-conditioned and UV protected capsules that can carry up to 35 people each.
Gardens by the Bay

Located in the Marina Bay area, Gardens by the Bay is a project that aims to realise the
vision of transforming Singapore into a City in a Garden. Gardens by the Bay comprises
three distinctive waterfront gardens – Gardens at Marina South, Gardens at Marina East
and Gardens at Marina Centre. The 54-hectares Gardens at Marina South will be the
largest and the first to open in 2011.
Sentosa, Singapore’s island resort

Singapore’s island resort, Sentosa, continues to undergo a transformation as part of a 10-
year masterplan to turn the island into a destination of choice for families. Sentosa has
seen many new developments in recent years, including a new nightly laser show, Songs
of the Sea, a recently revamped Palawan Beach, the myriad of family attractions at
Imbiah Lookout, the exciting Café del Mar on Siloso Beach and new hotels such as the
Siloso Beach Resort, the Amara Sanctuary Resort and the exclusive Capella Singapore,
slated to open in 2009.

Resorts World at Sentosa
Resorts World at Sentosa, opened in 2010, is a large-scale integrated resort that will bill
Singapore as a fun and exciting family and incentive travel destination. Resorts World at
Sentosa consists of the largest Universal Studios in Southeast Asia, a Marine Life Park, an
Equarius Water Park, as well as six hotels and various retail and entertainment options
which are also available for meetings and incentive programmes.
Universal Studios Singapore® will offer 24 attractions, of which 18 will be specially designed
for Singapore, including "Transformers" and “Journey to Madagascar”, both debuting in
Singapore.

4. Describe the types of MICE services offered by different types of companies
Professional Conference Organisers (PCOs)

PCOs work as consultants for academic and professional associations. They usually
provide full service management for conferences including but not limited to conference
design, registration, site and venue selection and booking, audiovisuals, IT support,
logistics, leisure management, marketing, printing and web services, sourcing speakers,
funding and sponsorship, financial management and budget control.
Professional Exhibition Organisers (PEOs)

Professional Exhibition Organisers are responsible for all components of a trade show or
exhibition. This comprises the exhibitors, programs, facilities, association, attendees and
exhibition service companies. Think of it as the “systems integrator” responsible for
implementing the show, marketing it to buyers and sellers and gathering together all the
resources needed for success.
Buyers and sellers are the attendees of the exhibition. For success, the correct buyers must
attend the exhibition and bring sufficient business to the exhibitors. Service contractors
supply personnel, materials and appropriate services to the organisers, buyers and sellers.
Facilities needed are lodging and entertainment facilities that are used by the exhibitors
and visitors.
Convention and Visitor Bureau (CVB)

Like the Singapore Exhibition & Convention Bureau (SECB), a Convention and Visitor
Bureau (CVB) is a not-for-profit organization supported by transient room tax, government
budget allocations, private membership or a combination of all three.
The bureau has three prime responsibilities. Firstly, to encourage groups to hold meetings,
conventions and trade shows in their country. Secondly, assist these groups with meeting
preparations. Thirdly, to encourage delegates to visit and enjoy the historic, cultural and
recreational opportunities the destination offers.

A CVB does not actually organize meetings and conventions. It does, however, help
meeting planners and visitors learn about the destination and area attractions and make
the best possible use of all the services and facilities the destination has to offer.
Destination Management Companies (DMCs)

A Destination Management Company is a professional management company
specializing in the design and delivery of events, activities, tours, staffing and
transportation utilizing extensive local knowledge, expertise and resources.
DMCs offer a critical layer of management and are hired by meeting planners to provide
local knowledge, experience and resources to important corporate and association
gatherings. DMCs work cooperatively with airlines, hotels and resorts, convention centres
and other service suppliers in the delivery and implementation of MICE. Successful MICE
events require comprehensive local knowledge of destination infrastructure, local laws
and statutes and regulations. Each destination is unique and only an extensive and
ongoing experience in that particular destination, gained through actual project work
can ensure a successful event.
Venues
Meeting planners work in a variety of facilities and venues. These facilities range in size
from small areas that hold a handful of people to major centres and outdoor festival sites
that hold tens of thousands of people. Anyplace where two or more people gather is a
meeting site. Whether this meeting site is a multimillion-square-foot convention centre or a
street corner under a light pole, people will find a place to gather. The meeting planner’s
job is to match the meeting and the venue. Venues available are hotels, convention
centres, conference centres, retreat facilities, cruise ships, colleges and universities,
stadiums, city parks and remote islands.

Hotels
Hotels generally provide a variety of meeting spaces. They typically include a large
carpeted ballroom with some sort of themed décor. These ballrooms are generally
planned as part of the initial construction of the facility. They are typically divisible by the
use of movable air walls.
Virtually all hotels with any meeting space have at least one small boardroom. These
boardrooms typically seat fewer than a dozen people and the more elegant of them
have permanent large tables and furniture that would be appropriate in the conference
rooms of any major corporation.
Break-out rooms tend to be decorated and equipped like smaller versions of the ballrooms
and serve identical functions for smaller numbers of people.
5. Explain the purpose and application of events in different settings
Events can be classified into four broad categories based on their purpose and objective,
but it is crucial to understand, when considering this categorization, there are frequent
overlaps.
Leisure
Leisure events include leisure, sport, music and recreation, and are a means of attracting
people to the country or city during the off-season and weekends to fill up the hotel
rooms. Examples are: Formula One and Arts Festival, other events that last anywhere from
one to ten days.

Personal
Personal events comprise of weddings, anniversaries and birthday. Such events are often
celebratory. As age rises due to improvements in health care, there will be many more
opportunities to celebrate. Only a few years ago, a fiftieth wedding anniversary was a rare
event.
In the wedding industry, it is not uncommon to host an event that lasts three or more days,
including the actual ceremony. This is due to the great distances that families must travel
to get together for these celebrations. Social life-cycle events are growing in both length
of days and size of budgets.
Organisational
Organisational events are often commercial, political, and charitable in nature. Examples
are: dinner & dance, and product launches. From the earliest days of the markets of
ancient times, sellers have used promotions and events to attract buyers and drive sales.
Today, retailers are savvier and rely on marketing research to design long-range
promotional events that use an integrated approach, combining a live event with
advertising, publicity and promotions.
Cultural
Cultural events are those with ceremonial, religious, art, heritage, or folklore purposes.
Examples are: Songkran Fesitval in Thailand and Thaipusam in Singapore. These festivals
and fairs have shown tremendous growth as small and large towns seek tourism revenue
through such short-term events. Fairs and festivals provide unlimited opportunities for
organizations to celebrate their culture while providing deep meaning for those who
participate and attend.

6. Explain the concept of a theme event
The theme party or theme event originated from the masquerade, where guests would
dress in elaborate costumes to hide their identity. From these masquerade events a variety
of themes were born. Themes can be built on just about any item you can think of. Themes
usually are derived from one of three sources:
• First, the destination will strongly influence the theme. Eg. Singapore multi-racial
theme, Hollywood Night
• The second source is popular culture, including books, movies and television. Eg.
Lord of the Ring, Harry Porter, Wild Wild West, Retro Night
• The third source is historical and current events. Eg. World War II.
An important consideration when planning theme parties is to understand the history of

the group. When selecting a theme, make sure you are certain that the theme can be
communicated easily and effectively through décor, entertainment, food and beverage,
invitation and program design.

7. Explain the process of managing an event
The process of managing an event involves planning, execution, monitoring and
evaluation.
Planning
For the inexperienced, setting up an event would seem simple enough. Find a place,
invite the people, and have great time! But of course this is not the case.
Careful planning is the secret of a successful event, and this means starting well in
advance - whether months ahead or even years. Remember you may be in competition
with other events for visitors, preferred dates, facility hire, etc, so the sooner you book your
requirements the sooner you can relax and start planning the details. There are three key
decisions to make during planning:
A) What?
Having an idea is the start of the planning process. Big ideas often start small - some of the
biggest established festivals started as modest, one-off events - so if you think you have a
good idea for a special event, research it further and test it on other people. It is often
useful to carry out a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis to
help you consider all possible aspects. You also need to check that the idea is financially
viable.
B) When?
What is the best time for the event? Try to avoid clashes with similar events and work with
other organisers to realise the benefits of joint planning and promotion. Never
underestimate how long it takes to plan an event and don't leave anything to the last
minute. You need time to put together teams of staff and volunteers; time to raise funds;
time to involve all the necessary community, council and other bodies; time to obtain
permissions and licences; and time to publicise and promote the event.

C) Where?
Choosing the right venue is very important. What is the best location for the event? It is
accessible by public transportation? Estimating the numbers of anticipated visitors is an
essential part of determining where your event will happen - buildings will often have
maximum numbers imposed by fire regulations, and limits will be imposed on outside areas
by local authorities or the police for health and safety reasons.
Other key areas to consider during planning are:

• Establish a Committee – One of the first tasks is to enlist people to help. Form a
committee where tasks can be delegated. Divide the big task into smaller areas of
responsibility and then assign individuals to these categories.
• Develop a timeline – Timing is often crucial in event planning. The event is the deadline
– it’s no good finishing off tasks after this date! The best way to approach planning is to
draw up a timeline of what needs to be done when: fix the dates as soon as possible,
so the event can be advertised at an early stage; draw up the budget and start
fundraising as most funding bodies take several weeks or months to consider your
application. When planning the publicity campaign, remember that some magazines
have very long lead times. (See chapter 3 on Prepare Timeline Chart)
• Prepare event budget – Every conference has a budget. The budget is based upon
how much income is expected from all sources set against the expenses that are
anticipated. In most cases you will need to be realistic about what is affordable within
the limits of your budget income. You will find that some things that you want will not
be affordable and must be scrapped. Always bear in mind that the price for services
can almost always be negotiated. (See chapter 4 on Prepare Event Budget).

Execution and Monitoring
As the pace of event planning accelerates, you are now faced with coordinating the
minute-by-minute activities of the event itself. During the course of coordinating an event
you will be required to make not dozens but hundreds of decisions. A competent event
manager has the ability to make good decisions. Your ability to use your professional
training and experience to make the correct decision will affect the outcome of the entire
event. While it is true that event managers should maintain a positive attitude and see
problems as challenges in search of the right solution, it is also important that you apply
critical analysis to every challenge that comes your way.
Following is a simple but effective way to make these decisions:

1. Collect all the information. Most problems have many sides to review.
2. Consider the pros and cons of your decision in terms of who will be affected.
3. Consider the financial implications of your decisions.
4. Consider the moral and ethical implications of your decisions.
5. Make a decision and do not look back.

Evaluation
Evaluation is an important component of any event. You have spent countless hours
planning your event and ensuring it was a success on the day. But do you really know
what people who attended the event thought? By evaluating your event, you can reflect
on the positives and the not so positive elements and consider changes for future events.
The most common form of event evaluation is the written survey. The survey is conducted
immediately following the event, to collect the satisfaction level of the participants and
spectators.
Another form of evaluation is the telephone or mail survey conducted after the event. The
event manager surveys the spectators and participants after the event through either a
mail or a telephone survey. By waiting a few days after the event to collect these data,
the event manager is able to glean from the respondents how their attitudes have
changed and developed after some time has passed since participating in the event.
(See chapter 8 on Post Event Evaluation)
8. State the deposit, payment and credit policies for different events
There are basically three different types of policies for collecting payments:
• Require a deposit of 50 percent (or any other amount) of the final contracted cost as a
deposit and receive full balance plus any additional agreed upon charges
immediately following the event.
• Require full payment (100%) in the form of a certified cheque prior to the start of an
event. Celebrities and entertainers usually request for full payment before event starts.
• Extend credit to the organisation, allowing them to authorise purchases and be

invoiced at a later date by the suppliers. Most accounts are due within 30 days of the
date of the invoice.

9. Identify the difficulties and risks encountered when managing an event
There are many different types of difficulties and risks encountered when managing an
event. This section focuses only on cancellation and postponement of event. Events are
always subject to cancellation and postponement. Therefore, it is important to provide for
this contingency legally with a detailed cancellation clause. Usually, the cancellation
clause defines under what circumstances either party may cancel or postpone, how
notification must be provided (usually in writing) and what penalties may be required in
the event of cancellation.
10. Describe the concept of risk in event planning
Risk is the probability that a hazard will turn into a disaster. The success of event is
measured in many ways and safety is one of them. As part of any good planning process,
hazards should be identified, and risks assessed and controlled to minimise the potential
for injury or harm. Events vary in size, nature and type, but all events require assessment,
control and monitoring of risks.
1. Risk Identification
Risk identification is the process of recognising risks associated with an event, i.e. what are
the risks that could realistically occur during the event? It is helpful to identify risks by
considering the people involved and their roles to ensure their safety at all times. Risks can
be grouped in categories to make the process simpler:
• environmental risks (cyclone, flood, rain)

• technology risks (power cuts, cancelled flights)
• political risks (terrorism, protests)
• personnel risks (illness, non-attendance)

2. Risk Assessment
Risk assessment is the process of estimating the potential effects or harm of a risk to
determine its risk rating. By determining the level of risk, event planners can prioritise risks to
ensure systematic elimination or minimisation. In order to determine a risk rating considers:
• the likelihood - chances or possibility of it occurring.
• the consequence - what will happen, the extent of harm; and
LIKELIHOOD
How likely is it to occur?
Level Descriptor Example Detail Description
A Almost certain Is expected to occur in most circumstances
B Likely Will probably occur in most circumstances

C Possible Might occur at some time
D Unlikely Could occur at some time
E Rare May occur but only in exceptional circumstances

CONSEQUENCE
What is likely to be the impact?
Level Descriptor Example Detail Description

• No injuries
1 Insignificant
• Low financial loss
• First aid treatment
2 Minor • Temporary halt of event
• Medium financial loss
• Medical treatment required
• Temporary halt of event requiring outside assistance (e.g.
3 Moderate
specialized maintenance, fire, police)
• High financial loss
• Extensive injuries
• Loss of production capability
4 Major • Halt of event requiring investigation and outside
assistance (e.g. fire, police, ambulance)
• Major financial loss
• Death
• Halt of production with investigation and potential
5 Catastrophe
prosecution (e.g. fire, police, ambulance)
• Catastrophic financial loss
3. Risk Control
In order to control the risk we need to work out the best method of handling the risk.
Following are techniques used to manage the risks:
• Avoidance – Some risks can be avoided. For example, not holding the conference in
Haiti.
• Mitigation – Some risks can be reduced, For example, ensure safe operating
procedures are in place, staff are effectively trained, and monitoring is available to all
when the event takes place.
• Transference - Some risks can be transferred to another party. For example, suppliers
may be required to share the liability of an event, usually stated in the contract signed.
• Acceptance – Not all risks can be avoided, reduced or transferred. Risk acceptance is
the process of accepting the consequence or impact of a risk if it occurs. Some

companies will set aside a fund to compensate for the potential loss. For example,
accidents or staff illness.
It is vital to ensure that risk assessment covers the entire event – from set up to dismantling,
not just during the event itself. Most importantly, consult with those involved.

11. Explain the importance of developing a contingency plan for an event
Unfortunately, not every event runs smoothly. Often, incidents occur that are beyond the
control of the planning team. Therefore, contingency plans for every event should be in
place.
Contingency plans protect and prepare companies in the event of disasters, such as
earthquakes, floods, fires, vandalism and civil unrest. The goals of contingency planning
include addressing the damage, continuing critical business functions and recreating the
organization.
Developing a contingency plan for an event is important for the following reasons:
a. Contingency planning helps companies get into a better position to cope with
unexpected developments. It helps companies to avoid the shock of complete
surprise and respond rationally. For example, safety marshals are trained and ready to
evacuate guests in the event of fire.
b. Contingency planning also reduces indecision, uncertainty and delays when

something unusual happens. Operations can halt or at least be impaired during
emergencies. Thinking ahead and preparing for events that may follow a tragedy
allow a company to remain in forward motion.
c. Contingency planning forces managers to think in terms of all possible outcomes,

rather than just the most likely outcome. The contingency planning process allows
managers to brainstorm and come up with many possible outcomes, preparing for the
worst.
d. Contingency plans help minimize business disruption, which reduce loss.

12. Identify the types of crisis that can affect an event
Crisis is defined as a substantial, unforeseen circumstance that can potentially jeopardize
a company's employees, customers, products, services, financial situation, or reputation. A
crisis contains an element of urgency that requires immediate decisions and actions from
people involved.
A crisis is different from a risk in that it poses a critical situation that may cause danger and
threat to visitors or exhibitors. The type of crisis that can affect an event includes:
• The pandemic outbreak – swine flu, SARs
• Terrorism – Bomb threats, gas attack
• Confrontation – protests, boycott, blockade, sit-ins,
• Natural disasters – earthquake, torrential rain, hurricane, fire

13. Identify the issues to consider when organising an event
Legal and licensing requirements

A license is granted by either a governmental institution, a private organization (as in
music licensing) or a public entity to allow you to conduct a specific activity. The
difference between a permit and a license may be slight in some jurisdictions. Usually the
requirements for obtaining a license are much more stringent and require due diligence
(evidence or worthiness) prior to issuance.
Indemnity
Indemnity is protection from loss and damage claims filed by another person. For
example, whenever a ticket is purchased for a sporting event or concert, part of the
condition of admission is an indemnity agreement between the ticketholder and the
venue itself. If an errant baseball strikes a fan or a faulty pyrotechnic display burns a
concert-goer, the indemnity agreement protects the stadium or hall from a major lawsuit.
Staffing
Ensure there is adequate staffing for all areas when organising an event, such as
administrative, marketing, accounting, communications, and on-site staff. Usually
temporarily or part-time staff is required to fill in the on-site positions. Appropriate training
will provide that staff manning the counters or areas with the relevant knowledge,
confident and problem-solving skills. Other things to consider in area of staffing are:
working hours, dress code, verbal & non-verbal communications, F&B provisions.
Insurance
While not all risks can be insured against, there are several types of insurance policies
available to minimize the company’s liability.
• Comprehensive general liability policy – this policy protects the organization against
personal injury claims and loss (including theft) or damage to the insured’s property as
well as the property of others.

• Meeting cancellation policy - this policy provides coverage for the cancellation of
events due to such unforeseen circumstances such as inclement weather conditions or
non-appearance of entertainers or damage to the meeting facility
• Association professional liability policy – this policy protects the organization and its
officers, directors, staff and volunteers against personal liability arising from their official
actions or decisions.
• Exhibitors liability policy – this policy provides protection to the organization for
damage caused by exhibitors.
Safety and Security

A safe event environment implies that it is free from hazards. A secure environment is one
that is protected from future harm. The event manager is responsible for constructing a
safe, secure environment and sustaining it during the course of the event. This could be
managed by the organisation’s security department or a local security company.
Logistics (accessibility or transportation)

Location has a major effect on attendance. Organisations and exhibition management
companies often survey their potential attendees to assess their preference of location.
Appropriate maps are provided for easy access to the location. Event managers have to
consider local ground transportation to assist attendees and exhibitors in getting from their
hotels to the meeting venue.
Publicity
Publicity events include press releases and holding press conference. A well-planned
publicity campaign should run alongside any advertising campaign. Ideally this drive
should be spread over a period of months, building up to a peak shortly before the event.
Early publicity allows potential participants and spectators to book the event into their
dairies and prevent potential clash with rival events.

14. Identify the stakeholders involved in the event
People and organizations with a legitimate interest in the outcomes of an event are
known as stakeholders. A successful event manager must be able to identify the range of
stakeholders in an event and manage their individual needs.
Client
Clients are those who organise meetings, exhibitions, events, conventions and incentive
travel programs. The client is the representative of the company or organization who
makes the decision to hire the services of the professional meeting company (e.g PCO).
The client will then be the person that the professional meeting company works directly
with on programs and events.
Suppliers
Suppliers are companies that provide services in transportation, audio visual equipment,
props, floral, lighting, venues, accommodation, entertainers and etc. The professional
meeting company is expected to have an inventory of competent, high-quality suppliers
and maintain a good relationship with them, who become partners in delivering the final
program content.
Public
Public includes the local community, residents, lobby groups, and public authorities such
as transport, police, fire and ambulance services. The event manager should aim at
identify some of these public representatives and consult them when planning an event.
For large-scale event, local authorities will generally call a meeting to include emergency
services, transportation, environmental health and the event team to discuss matters such
as street closures, special access and parking arrangements. Consultation with the public
will ensure that event is supported and its impact minimized.

Media
It is important for event mangers to consider the needs of different media groups and
consult them as important stakeholders in the event. A good media representative is
always in search of good ideas. They might just dream up the unique approach that
increases the profile of the event. For example, the print media might agree to publish the
event programme as editorial or as a special insert or might run a series of lead-in stories.
Radio or television stations might provide an outside broadcast. The integration of the
event with media provides a greater reach and exposure to the event.
Invitees
The invitees, whom the event is intended for, are the people that will ultimately vote for
the success or failure of the event. Therefore event managers must be mindful of the
needs of the invitees. These include their physical needs, as well as their needs for comfort,
safety and security.
Guest of Honour, speakers

The professional speaker is a relatively new phenomenon. Only a few decades ago a
speaker was a politician, scholar, clergyman or entertainer who received an honorarium.
When contracting a professional speaker for an event, first identify the needs, wants and
desires of your audience. Next, identify how you will use the speaker from a marketing
perspective. Will the speaker’s name or subject matter help increase attendance? Finally
determine what you expect to happen as a result of the speaker’s appearance. The
outcome of the event is paramount to every other decision.
Staff
For an event to be truly successful, the vision and philosophy of the event must be shared
by all the staff - from key managers right through to the cleaners. No matter how big or
small, the event team is the face of the event, and each staff is a contributor to its success
or failures.

Unit 2 Prepare for Event
Lesson Objectives:
1. Explain the importance of preparing the event order in

accordance to the guest’s requirements
2. Explain the purpose of an event order and the details specified
in it
3. List the contents found in a banquet event order
4. Identify the seating arrangements

1. Explain the importance of preparing the event order in accordance to the guest’s
requirements
An Event Order (or commonly known as BEO) is a document outlining all event details and instructions a
venue would need to successfully execute an event. It is usually prepared by the venue’s Event
Manager, who would translate the guest’s requirements or requests clearly and accurately into the BEO.
This document is then distributed around the venue to all other departments and personnel involved for
their necessary actions. Any incorrect information written in the BEO would result in mistakes on the
actual event. Hence it is important to prepare the BEO in accordance to guest’s requirements or requests
and is constantly updated as the event gets closer.
2. Explain the purpose of an event order and the details specified in it

BEO serves as a communication tool between the Event Manager (who liaise with clients) and all other
departments and personnel within the venue. About two weeks prior to the event, the BEOs are copied
and sent out to the relevant departments. In most venues, the BEOs form the basis for all activities
concerned with the event. They are used for confirmation between client and venue, for general
reference, for accounting purpose, for management auditing, for post-conference evaluation and to
ensure that those intimately involved with the event carry out their duties according to the agreed
program.
The BEOs will serve different purposes for different departments. Such as:
Banquet Service
For venue set up, equipment preparation, staff schedule and casual workers hiring.
Western and Chinese Kitchen

For food preparation, staff schedule and casual workers hiring.
Beverage Department
For bar set up, beverage preparation, bartenders schedule.
Purchasing
For all food and beverage purchase, delivery and receive prior to the function according to Chef’s
request.

Food and Beverage Controller
For Food and Beverage cost calculation and report.
Credit and Revenue Auditor

For daily revenue report
Steward
For all tableware preparation, cleaning, Dishwasher and cleaners work schedule, casual workers hiring.
Engineering
For audio visual equipment, follow spot lights set up and operation.
Housekeeping
For public area and washrooms cleaning, and washrooms attendants work schedule. For wedding couple
suite and amenities preparation.
Linen Room
For all table clothes, napkins, seat covers and staff uniform preparation.
Front Office
For all enquiries information upon guests arrival. For honey moon suite check in .
Concierge and Valet Parking

For car jockeys and car parks preparation.
Telephone
For calling connection services.
Security
For all casual workers registration upon check in properly. Payment distribution upon check out.
Flower Shop
For all floral arrangement.
Floor plan
A floor plan is a simple line drawing showing rooms as though seen from above. Function room size,
walls, doorways, and pillars are often drawn to scale. Event managers examine the rooms for potential

obstructions or distractions that may affect the activities of the event for example columns, ceiling heights,
and blind corners of the room.
Floor plans are usually accompanied by a capacity chart - a chart with measurements - that indicates the
number of people to fit in comfortably, depending on the type of set-up selected.
Floor plan of the Ballrooms at Four Seasons Hotel
Capacity Chart
Rooms Dimensions Size Height Classroom Hollow U- Theatre Banquet
(ft) (sq.ft.) (ft) square shape rounds
Four 88.5 x 59.7 5,285 16 290 110 90 480 320

Seasons
Ballroom

Seating plan
A seating plan shows the layout of tables, chairs, décor and other equipment such as portable bars,
stages and audiovisuals. The way the room is set up is a critically important area to be familiar with. The
way room is set up can affect the flow of service, or even the mood of the guests.
Example of a seating plan with tables numbered
Guest list
This list indicates the total number of persons attending the event, the Very Important Persons attending
the event, the seating arrangement of all guests and the special requests of guests such as dietary
requirements.
Example of a Guest list
Table 1 (8) Table 2 (9) Table 3 (9) Table 4 (7)

Cousins Groom’s Parents Bride’s Mom Bride’s Dad
Mary Smith-v Mom Mom Dad
Joe Smith Dad Dave(husband) Marie(wife)
Kay Smith-c Grandma Brown Grandma Jones Grandma Smith
John Jones Aunt Sally Grandpa Jones Grandpa Smith
Larry Jones Uncle Jim Uncle Max (3 half siblings)
Tammy Brown Aunt Vera Aunt Fran - Michelle
Cathy Brown Uncle Chuck Uncle Bill - Carrie-c
Cindy Brown Rev. Thomas Gordon Mr. John Wilson - Frank
Mrs. Jamie Gordon Mrs. Kay Wilson

Programme schedule
A programme schedule provides an order to the event, as it shows what takes place by the minute.
Timing is critical in program development. The planner has to orchestrate every minute of the programme
ensure that the event runs smoothly and on time.
Example of a wedding dinner programme:
7:00 pm Arrival of Guest

Mingle in Foyer
Sign in at Reception
Get directed to correct table
Leave presents at table
Receptionist to keep track of gift givers
7:30 pm All floating candles lit

Emcee announcement
Lights off
Entrance music
Entrance of bride and groom
All stand
7:40 pm Welcome speech by emcee

Dinner is served
Dinner music
8:00 pm Emcee announcement

Speech by groom
Speech by Bride
Yam Seng
8:20 pm First dance by Bride and Groom

Bride's parents
Groom's parents
Attendants and partners
Guests
9:00 pm Bride and Groom toasts with the guest
10:30 pm Emcee
Thank guests

3. List the contents found in a banquet event order
c
b
e
d
f
a. Name of organiser – name of the event manager or the company represented.
b. Expected and guaranteed attendance – Expected attendance of persons is when booking for event
is first made. Guaranteed attendance is confirmed seven days prior to the event.
c. Description of event – indicates the type of event being held for eg. Meeting, Theme party, Wedding
or nature of the event
d. F&B menu – the menu selected by the event manager for food and beverage
e. Special requests/VIPs – this indicates who the Very Important Persons are and their special needs
such as airport pick-up, suite room for accommodation etc…
f. Style of service – indicates the food and beverage service required such as buffet, plated service or
cocktails.

j&k
g l
g. Room setup and operating equipment - room is set up

is important for the flow of the event. It includes tables,
chairs, décor and other equipment such as portable
bars, stages and audiovisuals service.
h. Linen / Florist – indicates the colour of linen and flowers
required
i. AV equipment – audio visual equipment required for the
event eg. CD player, LCD projector or whiteboard
j. Room charges – the rate that has been quoted and
confirmed for the rental of the function room or guest
room charges
k. Special instructions – a range of instructions such as
security requirements, entertainment requirements,
h
signage wordings etc….
l. Price list and Billing instructions – the confirmed price
quoted. Clear instructions as to who (name and
designation) will settle the event billing and how the bill
will be paid, for eg. company credit card, cash or by pre-
arranged credit facilities.

4. Identify the seating arrangements
Theatre style
Chairs arranged as in a theatre to face the stage or front of the
meeting/function room. It is appropriate for large sessions and short
lectures that do not require extensive note taking. Set-up is suitable for
seminars, assembly, symposium, shows and entertainment functions.
Classroom
Tables and chairs arranged as in a classroom. This is the most
desirable setup for medium to large-size lectures and workshops.
This configuration requires a relatively large room. Tables provide
attendees with space for spreading out materials and taking notes.
Boardroom
An executive table arranged with chairs around the table making it
possible for attendees to face each other. Many hotels have elegant
boardrooms for 10 to 20 people, equipped with full audiovisual
capabilities, a writing board, and a flip chart. Set-up is suitable for top
executive meetings, summits and teleconferencing meetings.
U-shape
Tables and chairs arranged in a U-shape, facing a screen or a stage.
Set-up is ideal for training purposes.
T-shape
Tables and chairs arranged in a T-shape. Presenters or speakers are
seated at the head of the ‘T’ while the attendees are seated facing each
other. Set-up is suitable for panel discussions.

E-shape
Tables and chairs arranged in an E-shape. All attendees face the
stage or front of the meeting/function room. Set-up is ideal for
training purposes.
Round table
Chairs arranged around the table. Usually eight to ten chairs at a
table. This configuration requires a relatively large room. Tables
provide attendees with space for spreading out materials and taking
notes. Set-up is ideal for breakouts, workshops, teambuilding
activities and dinner functions.

Unit 3 Prepare Timeline Chart
Lesson Objectives:
1. Explain the purpose of preparing the timeline chart

2. Identify the components found in a timeline chart
3. Identify the main factors to consider when preparing the timeline chart
1. Explain the purpose of preparing the timeline chart
In the pre-event planning stage the list of tasks to be undertaken are identified, organised into a
logical and understandable form and then scheduled in a systematic manner into a timeline chart.
The purpose of preparing a timeline chart is to help the management of an event to focus on:
• Planning - break a large project into a series of smaller tasks in an organised way. It
also established a logical progression of tasks, and any illogical thinking is identified
and thus can be dealt with.
• Scheduling – calculate the total time required for the project, highlight critical jobs and indicate
where there is time to spare.
• Allocating – identify any spare time for better control of resources
• Controlling – progress can be checked against the planned timeline chart. If the
timetable gets delayed, the various activities affected can be quickly identified and
dealt with as appropriate
• Communicating – clear and concise information can be communicated to the appropriate people.
Everyone knows their role, what others are doing and progress of the event.

2. Identify the components found in a timeline chart
A timeline chart consists of the following components:
• The list of activities in sequence. Each activity that can be further breakdown into sub- tasks.
• Identify who is responsible for the task or who will do it.
• Time allocated shows the length of time taken to undertake and complete each task is realistic.
• A deadline spells the expected completion time for each activity.
When an unreasonable time frame is allocated to produce an event professionally, the event manager
should seriously consider the consequences of not producing a successful event. In a lot of cases, event
managers have declined to accept the opportunity in order to avoid tarnishing the company’s reputation.
16- 23- 30- 6-

ID Christmas Party for DSA Owner Days Start End 9-Jul Jul Jul Jul Aug
1.1 Invitation Card Ong SC 25 9-Jul 4-Aug
1.1.1 Invite card design Ali 3 9-Jul 12-Jul
1.1.2 Finalise mailing list Khai 5 9-Jul 14-Jul
1.1.3 Send card for printing LKY 10 12-Jul 22-Jul
1.1.4 Prepare postage Khai 1 14-Jul 15-Jul
1.1.5 Label envelope & card LKY 1 23-Jul 24-Jul
1.1.6 Mail out LKY 1 25-Jul 26-Jul
1.1.7 RSVP of invitees LKY 5 29-Jul 4-Aug
1.2 F&B Preparation Marcus 19 19-Jul 7-Aug
1.2.1 Brainstorm on F&B Team 2 19-Jul 21-Jul
1.2.2 Source for caterer Yan Yi 3 22-Jul 25-Jul
1.2.3 Compile quotations Vincent 2 26-Jul 28-Jul
1.2.4 Evaluate quotations Team 4 2-Aug 6-Aug
1.2.5 Select vendor Marcus 1 6-Aug 7-Aug

3. Identify the main factors to consider when preparing the timeline chart
 Activity
All the possible activities should be listed. This includes all activities during research stage,
planning stage, co-ordination stage and evaluation stage event. Examples of some activities
listed below:
Planning stage Co-ordination stage Evaluation stage

• Obtain sponsorship • Check F&B set-up. • Distribute feedback form
• Pre-event client meeting • Check event set-up • Compile results
• Site inspections • Place water at the podium • Prepare report
• Meet with suppliers for speaker. • Post-event budget
• Etc… • Set-up name tags and/or • Etc…
distribute programs.
• Etc…
 Person-in-charge
The person-in-charge varies for each activity, e.g. Sales Managers conduct the pre-event
client meeting; Meeting Planners conduct the site inspection. This would depend on the
job scope of each organisation and department.
 Time allocated
The length of time taken to undertake and complete each task should be estimated.
This would depend on the complexity of the task, the number of staff working on it
and the urgency of the activity. Sometimes the time allocated is affected by the
delay of the suppliers and the lack of equipment available to perform the activity.
 Milestones and Approval points

Milestones mark critical points within the timeline chart. It is usually identified as
a significant accomplishment in the plan and helps to verify that the event
planning is on track and on schedule. Setting a milestone is an essential
component of a good event management.
A milestone should always relate back to your event objectives as it provides an approval point of
work being moved forward.

TIMELINE FOR LARGE MEETINGS
18 Months Out
• Set meeting and exhibit dates, location, theme, and format.
• Conduct site visit.
• Set preliminary budget.
• Select Freight Company.
• Negotiate hotel rates and blocks; sign hotel contracts.
• Negotiate fares with official airline(s).
• Select ground operator and/or DMC.
• Select official car rental agency.
• Assemble exhibitor prospect lists.
• Set registration fees and policy.
• Define promotional strategy.
• Prepare first calendar notices and press releases.
16 Months Out
• Arrange insurance coverage.
• Develop logo and graphic theme.
• Establish exhibit space rates.
• Produce tentative exhibit floor plan.
14 – 15 Months Out
• Invite and confirm key speakers.
• Determine preliminary food and beverage requirements.
• Negotiate menus and prices.
• Select translation equipment or company.
• Mail first exhibitor promotion.
• Adjust exhibitor floor plan (ongoing).
• Prepare and mail first meeting announcements and promotion to prospective attendees.
13 Months Out
• Request AV from speakers.

6 – 7 Months Out
• Produce and mail second promotion to prospective attendees.
• Begin processing registration forms.
4 – 5 Months Out
• Prepare and mail third promotion.
• Adjust budget.
• Confirm AV and translation needs.
• Assign speaker locations and times.
2 – 3 Months Out
• Adjust budget.
• Finalize session schedule.
• Select and contract with AV supplier.
• Produce and mail exhibitor service kits, including AV order form.
• Finalize F&B schedule.
• Finalize translation personnel and equipment.
• Determine on-site staff needs.
• Determine security needs.
• Determine needs for office and communications equipment and order.
• Determine signage needs and order.
• Compile exhibitor directory.
• Finalize on-site computer requirements for registration.
• Review processing and billing activity with hotels.
1 Month – 6 Weeks Out

• Print conference guide.
• Print workbooks.
• Give daily schedule to hotels.
• Produce badges and ticket stocks.

3 weeks Out to Day of Meeting
• Set up on-site office.
• Pack and inventory materials.
• Assemble registration packets.
• Finalize F&B guarantees.
• Begin pre-event preparation on site.
• Set up on-site supervision of meeting.
Day of the Meeting

• Arrive early. Double check that tables, chairs, a/v equipment, food, signage, etc. are as required.
• Notify event manager immediately of any changes in the plans or requirements.
• Meet caterer or set-up refreshments.
• Place water at the podium for each speaker.
• Set-up name tags and/or distribute programs.
• Sign banquet checks each day and keep an ongoing record of your on-site expenses.
Post-Meeting
• Pack and inventory materials.
• Send speakers thank-you notes.
• Finalize financial reconciliation.
• Pay vendors. Submit original receipts for payment/reimbursement
• Compile a list of all expenses incurred for the event.
• Conduct post-budget performance review.
• Debrief with planning team. Discuss and document possible improvements in the process.
• Document all event details, so that future groups may benefit from the experience.

Unit 3 Make Bookings for an Event
Lesson Objectives:
1. Identify the different types of suppliers for an event

2. Identify the criteria for selecting a supplier
3. Identify the considerations for selecting an event site

1. Identify the different types of suppliers for an event
A professional conference organiser is expected to have an inventory of competent, high-quality

suppliers who become partners in delivering and executing a complete event. It is important to
establish good rapport with all suppliers, as one will never know when a special favour or extra help is
needed.
Suppliers range from venue/site, accommodation, transportation, food & beverage, entertainment and
recreation, travel agent, decoration and design and audio/visual equipment.
Venue/site
Venue/site is any place where two or more people gather. It can range in size from small areas that
hold a handful of people to major centres and outdoor sites that hold tens of thousands of people.
Selecting an appropriate venue/site is the most important activity involving space. The elements of a
site inspection are as varied as the parties seeking meeting locations. The issues to which the
potential client pays most attention are those directly related to the particular needs of that meeting.
Using a comprehensive, customized checklist will make this task efficient and thorough. The
venue/site inspection is usually conducted by the manager of the site, for example, the Sales and
Marketing manager or the meeting planner for events. It involves viewing the function room,
surrounding areas, parking facilities, waiting area, food & beverage areas, breakout rooms and guest
rooms.
Accommodation
Accommodation includes hotels, resorts and serviced apartments. The meeting
planner needs to observe the condition of the guestrooms as well as variations in
levels of luxury, location accessibility and cleanliness. The meeting planners
usually have contractual and policy obligations that require them to book a certain
number of guestrooms on a contractual basis. The complimentary room is always
determined during the discussion and the negotiation part. The number, length of stay and the types
of complimentary rooms are determined on the basis of room nights.

Transportation
Transportation consideration is important and it includes both ground and air
arrangement. The meeting planner should have detailed information about the
transportation facilities in the area as much as possible. Information should include
hotel route maps, shuttle bus arrangement, parking facility and airlines schedule. Meeting planners
are also responsible for making air and ground transportation arrangements for attendees such as:
booking of airline tickets, airport transfers, multiple-property shuttles, VIP transportation, pre-and
post-conference tours, local tours and staff transportation.
Food & beverage

Food and beverage component of meetings play an important part in the overall success of an event.
Attendees often remember more about the food and beverage activities than the programme
elements. Due of the fluctuation in food prices, it is difficult for facilities to quote fixed prices more
than six months before an event. It is possible to agree upon price ranges that will not exceed a
certain percentage of current prices. It represents one of the leading expense categories for meeting
budgets, besides accommodation. Negotiations for food and beverage events are often very
competitive.
Entertainment and recreation

Entertainment is any kind of activity that provides amusement for people in a passive
way; other entertaining activities that involve participating are considered recreation.
There are many different types of entertainers available through entertainment agencies,
ranging from children’s entertainers such as clowns, magicians, puppets, balloonists,
jugglers to adult entertainers such as singers, jazz bands, comedians, famous look-alikes, fortune
teller, and caricaturists. The type of entertainer you choose will depend on the type of event you are
organising, and it is also worth noting that not all entertainment agencies offer all types of
entertainers, so you may need to contact two or three agencies to find the exact entertainment you
are looking for.
Travel agent
Many events organizers will incorporate tours of the destination and its attractions to provide guests
with added value. Some also offer special tours for accompanying persons such as spouses. Very
often travel agent services are engaged for such tours and off-site visits to expand the educational
value of the conference program. The arrangement and organization of tours is a critical component
of events.

Decoration and design
All events would require some decoration and design to enhance the ambience. Appropriate
decoration can spice up the event, making it unique, personalized and classy. This can be achieved
through the services of landscape companies, florists, balloon suppliers, ice-carving suppliers or
banner.
Audio/visual equipment
The audio/visual company will provide sound and light for the event. The supplier will need to know
sound and lighting needs for each venue and the type of production for the general session, opening
reception and awards dinner.
2. Identify the criteria for selecting a supplier

Suppliers are an essential component in the provision of a quality event. The right supplier should
provide the right product, the right quality, on time, at the right price with the right level of service.
Selecting the right supplier is often challenging and should not be based on price alone. Some other
criteria for selecting a supplier include quality of the goods, delivery date and importantly, reputation
and references.
Price quoted
A good supplier offers products or services of a specified quality at fair and competitive prices. To
determine on what is fair and competitive price, you can conduct a comparison study of other
suppliers offering similar products or services.
Quality of the goods

A good supplier provides reliable goods or equipment that is of consistent good quality, well
maintained and in some cases state-of-the-art, depending on the requirements of the events.
Delivery date
A good supplier will ensure their goods or services are always delivered on time without
compromising the quality or price. Suppliers should not accept the order if they are not
confident of delivering on time. If for whatever reason, the original promised delivery date or time
cannot be met, they should warn the organizers as early as possible.
Reputation and references

The key asset for any supplier is the track record of customer satisfaction. Service being the
supplier’s primary product, client satisfaction is the best indicator of a supplier’s reputation in the
destination. It is critical for suppliers to earn a reputation as a quality, professional company with
which to do business.

3. Identify the considerations for selecting an event site
Location
Location sets the tone for the entire event. It implies the taste or style of the event and selection of
location should be aligned with the objectives of the event. Location of the event may ultimately affect
no. of attendees, determine the marketing efforts one must exude to drive sales and the type of
companies that will be persuaded to sponsor the event. Some common questions to ask are:
• How far is the venue from public transportation?
• Is it located in a "safe" area?
• Are there other hotels located nearby?
• Does the appearance of the venue look pleasing?
• Is the venue attached to a shopping mall?
• Is the venue located "downtown" or “rural”?
Size of venue
Size of the venue would clearly depend on the total number of persons attending the event and the
volume of equipment being used for the event. Calculating size of venue required:
1. Identify the total number of persons and multiply the square feet (or meters) required for each
person. Eg.
50 couples
X 10 square feet per couple
= 500 square feet
2. Subtract the total number of square feet required for the couples from the total space available.
Eg.
1000 square feet available
- 500 square feet required by 50 couples
= 500 square feet available for props, tables, chairs and other equipment
Do not do this in reverse. Some event managers create a lavish design first, only to find later that the
number of guests will not allow them to install this design. Some common questions to ask are:
• How many participants anticipated?

• What’s the layout requirement of the event?
• Is there an exhibition associated with the event?
• Is there enough space for networking or social programme?

Easy accessibility
The accessibility to the site is another important factor. Attendees would not enjoy spending many
hours traveling to the event site. How the attendees will get to the location is also a crucial factor, for
example, by road, rail, air or sea. Event organizers have to consider all the following factors when
selecting a site:
 Ease and cost

 Proximity to airport
 Permits access by people with disabilities
 Loading & unloading bays
 Adequate taxi service
 Easy access to public transport
Parking facilities
Transportation and parking facilities can leave the first and last impressions for an event. Venue with
ample parking as well as a clean and safe parking facility is important to attendees. If attendees have
to park on the street, security must be considered. Well-lit, fenced-in areas are best for parking rather
than street parking.

Unit 5 Coordinate Set-up of Event
Lesson Objectives:
1. List the common audio visual aids and equipment

2. Identify factors to consider when creating the right ambience for an
event
While most hotels and meeting facilities provide a basic range of audiovisual equipment free of charge,
the current trend is to charge clients a fee for ‘extra’ equipment such as LCD projectors and microphones.
The rental service of equipment is a huge revenue stream for hotels and meeting facilities. Audiovisual
equipment are also expensive to rent, therefore controlling the cost is very important. Most times, meeting
planners or clients are encouraged to bring their own audiovisual equipment to the meetings and events.
Listed below are the common audiovisual equipment used:

 LCD Projector and screen
 Flip chart stand and paper
 Whiteboard and markers
 Television
 DVD player
 Microphones
 Sound system
 Lightings
2. Identify factors to consider when creating the right ambience for an event
When attempting to create the right ambience for an event, remember that the five senses are very
powerful tools. Combining the five senses – visual (sight), auditory (sound), olfactory (smell), tactile
(touch) and gustatory (taste) – to satisfy the need of a guest is a primary consideration when creating the
right ambience of an event

Light
In almost every event environment, lighting improves the atmosphere because it
symbolizes safety, mood, transition, the time of day and location. It may be used to focus
attention on the speaker and to enhance the look of décor and food as well as to change
the mood dramatically from one scene to another.
Sound
To communicate with guests at an event, you must design a sound system and effects that are unique
and powerful enough to capture their attention. Do not confuse powerful with loud. Sound by itself is a
powerful sensation. It unlocks our imagination and allows us to visualize images buried in our
subconscious.
Consider the theme of your event and devise ways in which sound can be used to convey
that theme to the guests. For example, if you are planning a Polynesian theme, the use of
recorded island-type music at the entrance will help communicate that theme.
Sense
The olfactory system (relating to the sense of smell) creates an instant emotional and creative reaction
within the guests. Have you ever walked into a spa and noticed the place is scented with the aroma of
lemon grass or lavender and feel relaxed instantly? Smell is the most powerful sense because of the
memories it produces. In fact, smell may be the strongest sense in generating an emotional response;
however this will vary among individual guest.
Consider if you are planning a Garden theme. When you add a light flowery scent, the
event will become a total sensory experience.
Touch
Whether you are considering the cloth that will dress the banquet table, the napkins or the printed
program, touch will immediately convey the quality of the event environment. To establish this sense, use
several different textures to determine what feelings are promoted. Depending on the prestige of the
event, the choice of the right fabric, paper or product will properly communicate the precise sense of
touch you desire.

Unit 6 Execute Theme Event
Lesson Objectives:
1. Identify the possible last minute requests made by guests

2. Explain the need for service recovery
3. State the importance of obtaining guest feedback
1. Identify the possible last minute requests made by guests

Expert event planning and event management requires a keen sense of detail. It's important to consider
all of the elements of your entire event and how it will flow. However, even with the highest attention to
detail, many last minute requests may arise that need to be addressed. One should be prepared to
handle anything – that's the nature of event planning.
Often, these last minute challenges are the result of changes requested by the guests, such as:
• Menu changes
• Seating arrangements
• Programme schedule
• Service sequence
Menu changes
In the past, menus rarely changed. Today, change is necessary to keep pace with the changing tastes of
the public. Some guests may request for menu change due to health reasons, religious restriction or
personal preference.
Some common requests are:

• vegetarian items to exclude onion, garlic, butter and dairy
• change of cooking style, e.g. change from grilled to oven baked
• preference for healthier food, e.g. sliced fruits for dessert

Seating arrangements
Changes to seating arrangements are common. It often occurs due to changes in the number of
attendees, display, presentation requirements or nature of meeting. E.g. the original seating arrangement
for a training session could be an E-shape seating but due to a decrease in numbers, it is changed to a
U-shape seating. If the nature of the meeting was a lecture, the seating arrangement would be theatre or
classroom style. However, if the meeting planner decides to include a teambuilding activity in the
meeting, then the set-up would change to a round table set-up.
Programme schedule
Changes in the programme schedule are also common due to many factors. Speakers or performers
didn’t show up or attendees request to include recreational activities into meeting agenda. E.g. Client
could decide to change a meeting session on the afternoon of the second day to a golf session instead.
Service sequence
Service sequence can change due to limited time for the meal or changes in programme. E.g client may
request to present the bread rolls in a basket on table, instead of serving individually to speed up the
service.
2. Explain the need for service recovery

It is critical to handle customers’ dissatisfaction professionally because it is vital for the survival of the
organisation’s business. According to statistics found on businesscoach.com, it states that:
• In the average business, for every customer who bothers to complain, there are 26 other who
remain silent.
• The average dissatisfied customer will tell 8 to 16 people (about 10 percent will tell more than 20
people).
• 91 percent of unhappy customers will never purchase goods or services from you again.
• It costs about 5 times as much to attract a new customer as it does to keep an existing one.
• If you make an effort to perform service recovery, 82 to 95 percent of them will stay with you.
Service recovery techniques can range from apologizing, listening or empathizing to monetary
compensation. Whichever techniques used, it is important that we handle our customers’
complains well and ensure satisfaction is restored.
3. State the importance of obtaining guest feedback

Obtaining guests’ feedback is important to ensure that the entire event is executed according to their
expectation. It provides an opportunity to rectify any situations that are below guests’ expectation.
If a negative feedback is received during the event, the event manager must respond in a timely manner
to restore the confidence. This can prevent the need for major service recovery at a later stage.
Guests’ feedback should be valued. It gives an indication of the areas that need improvement or
introduction of new products and services.

Unit 7 Prepare Post Event Evaluation Report
Lesson Objectives:
1. Outline the objectives of a post event evaluation

2. Describe the format and contents of a post event evaluation report
1. Outline the objectives of a post event evaluation
A post event evaluation review is of great importance. It is necessary to make the events team more
efficient and effective, the next time they organized an event.
Post event evaluation is a review of the performance of various stakeholders such as the
professional conference organizer (PCO), venue and other suppliers involved. It provides
the opportunity to review how everyone perceived the event, the venue’s organization and
the provision of service quality. A review of this kind can provide useful lessons and
constructive suggestions on how such an event might be improved in the future.
Post event evaluation is one of the most important tools for development. Making sure lessons learnt on
what works — and what doesn't — and what needs to improve are feed straight back into the event
management process and guide future events’ effectiveness.
2. Describe the format and contents of a post event evaluation report
Once the opinions and observations from the evaluation forms are organized, next activity is to arrange a
debrief (post-mortem) meeting with team members to discuss the problems which occurred during pre-
event, at-event and post-event. Discuss how the problems can be solved or avoided the next time. At the
same time, also determine the service and reliability of suppliers and the effectiveness of the promotional
campaign.
The next step is to compile all findings into a post event evaluation report. The event evaluation
report is the documentation of the activities carried out during the event evaluation. Whatever

activities done during the event evaluation will be a part of this report. It means this report will include the
actual filled feedback forms from the clients, the participants and any other target audience; problems
identified and discussed during meeting; solutions to various identified problems; performance evaluation
report of the team members and the service providers; promotional campaign analysis report etc.
The post event evaluation report should include the following contents:
i. The event’s objectives – were they met?
ii. Aspect of the events that were successful and not successful (strength & weakness)
iii. Clients’, suppliers’ and stakeholders’ responses (summary of feedback)
iv. Recommendations given to rectify and improve problem areas
v. Reconciled Financial statements
vi. A collection of the media collateral the event attracted – print, radio and TV
vii. Photographs of the event
viii. A copy of the event program and any other promotional material produced
ix. Actual completed evaluation forms
The report should summarize both positive and negative aspects. Remember, this is not designed to be a
public relations piece to promote the handling of the planned special event but a working document to
assist future special event planning.
Strengths and weaknesses of event

Strengths and weaknesses of an event are determined through the responses from the evaluation.
Averages and frequencies of response are the most common outcomes of interest. If, on a scale from 1
to 10, the attendees rated the hotel an average of 9.5, then the planner can demonstrate that the hotel
selection was appropriate. On the other hand, if the attendees rated the quality of the food at the opening
reception as a 3, then the planner needs to address what went wrong and why.
Summary of feedback obtained

Any form of feedback received about the event is a valuable source of information for future improvement.
Feedback can be obtained from clients, suppliers and other stakeholders who are involved in the process
of executing the event. It can come through comments made during the event, or comments made on the
evaluation forms, or discussed during the debrief meeting. A compilation or summary of feedback should
be included in the evaluation report for everyone’s knowledge and clarity.
Recommendations given to rectify and improve problem areas

After identifying the problem areas, the follow-up action to do is to recommend appropriate solutions to
each problem areas. The solutions should aim to rectify the problems at the onset and also to prevent
occurrence of the problems again.

Events & Catering Management
Chapter 4 – Prepare Event Budget
Lesson Objectives:
1. Explain the importance of preparing an event budget

2. Identify the sources of income and expenditure in a budget
3. Identify the cost components in organising an event
1. Explain the importance of preparing an event budget
Budgeting is one of the most crucial aspects of any event management. For any event to work it must be
economically sound; the costs for putting it on (expenditure) must be balanced by the money coming in
(income). If it isn’t then the organisers will be left with a hefty bill to pay, a lot of disgruntled contributors and
a scarring from the whole experience.
Preparing an event budget is an important area as it will help to see where the costs lie, the breakeven point,
and how much profit to make. It is founded on the available sources of income against all possible areas of
expenditure. It therefore may determine quality of the event, what perks is included for participants and the
venue it will takes place. A lavish show would require an equally lavish budget, but if the funds are very
limited then one need to make sure the plans operate within its limits.
The event budget is the most important tool one will use to manage the financial decisions within the event
management business.
2. Identify the sources of income and expenditure in a budget
The process of preparing an event budget involves discussion between the client and the event manager to
decide on the overall budget figure and to identify and established potential areas of income and
expenditure.
Sources of Income
Due to the wide range of events represented by the subfields within the event management
profession, it is difficult to list categorically every type of income. However, there are some
general items that most budgets include:
 Advertising revenues – money from the sale of advertising space, e.g. in the conference
brochures, on clothing, etc
 Registration fees – money from participants registered for the event. This is the most constant
source of revenue for any conference
Chapter 4 – Prepare Event Budget Page 1

 Donations – money receive in form of ‘goodwill’, e,g, donations from Lee Foundation for an arts
performance
 Gifts in kind – ‘in kind’ contribution such as airfares and accommodation
 Grants and contracts – money receive from government, e.g Incentive Scheme from STB
 Merchandise sales – money from the sale of items pertaining to the event, such as books, CDs, t-
shirts, bags, etc
 Special events ticket sales – money from special organised events, e.g. network cocktail parties.
 Sponsorship fees – money from various private organisation
 Exhibition fees – money generated from the sale of exhibition booths and space
Areas of Expenditure
Developing solid, predictable expense category is critical to sound financial management. These expense
items can come from historical data or comparing to those of similar size and scope. The actual amount
budgeted for each expense line item is believed to be reasonable based on the information known at the
time the budget is prepared. The event manager should ensure that all possible expenditures for the event
are included in the budget preparation.
The general expense categories for most events are as follows:
Venue Speakers / Entertainment

 Function Room hire  Speakers fees
 Exhibition Area hire  Performer fees
 Dinner venue hire  Travel costs
Printed materials Administration costs

 Stationery  Staffing
 Promotional material  Photocopying
 Media releases  Postage
 Registration forms/ brochures  Fax / Telephone
 Invitations / tickets  General stationery
 Programme booklet  Transportation
 Name tags  Insurance
 Conference proceedings  Licenses
 Signage / banners

Staging costs Food & Beverage
 Audiovisual equipment  Welcome function
 Lighting  Gala Dinner
 Backdrop  Breakfast / Lunch / Dinner
 Technical operator fees  AM / PM coffee breaks
 Plants & landscaping  Themed events
 Photography

3. Identify the cost components in organising an event
F&B costs
Use of nutritious food and beverages is a trend that will affect both perception
and reality in the catering field. As the world’s population ages, guests will be
more and more concerned with good health and food ingredients must be
carefully considered. More and more people and their hosts will want to know
the ingredients in their foods and beverages to make wise decisions regarding
menu items. Naturally healthier ingredients would carry a higher food and beverage cost as
compared to basic ordinary ingredients.
Set-up costs
These are the costs associated with staging an event. The costs can
vary depending on the type of special event. For example, if the
special event is a large home and garden show, there are costs
associated with the setup of the trade show booth. Costs would
involve labour, landscapes, decorations, electricity, water fees etc…
Other decoration costs include signage or banners for each booth and pipe and drape fees to show
division for the booth and the exhibitor.
Labour costs
Labour is one of the highest costs that would appear in the expenses column of the budget. Every
event will use a mix of full-time, part-time and casual workers. It’s important to allocate labour
resources in the most effective manner considering the right number of suitably qualified people in
the right jobs at the right time. Staff allocation schedule affects the event financially. Therefore, when
using the schedule, one should constantly look for ways to best allocate the event resources in the
most cost-effective manner.
Overhead costs
These costs include rental charges, security costs and marketing costs. Site rental charges are
usually on a daily payment basis or per square footage used. Security costs would depend on the
needs of the organisation, for example, security guards stationed at entrances and the amount of
security needed. Marketing costs are the costs associated with attracting attendees and the best
means of reaching the target audience to an event. These will be elements of advertising, direct
marketing, publicity and promotions and personal selling.

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T raining

ISQ Certificate in Hospitality

At the end of the unit, students should be able to:

1 Define MICE and differentiate among the MICE events

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Different types of MICE events

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Example: Water Convention 2009 held in Singapore,

Example: Singapore Airshow 2010 serves as

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To do so, STB has identified three key areas of focus:

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The Singapore Exhibition & Convention Bureau (SECB) is a group of

When a convention is confirmed to be staged in Singapore, SECB assists organisers in

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Top international meeting cities in 2009 (http://www.uia.be/stats)

City Number of meetings Percentage of all meetings

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Strategic location and accessibility

More choice in venues

Extensive choice in accommodation

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Exhilarating mix of business and leisure activities

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Orchard Road, Singapore and Asia’s premier shopping street

Marina Bay, the centrepiece of a vibrant Global City

The Marina Bay attractions will create a unique MICE

Marina Bay SandsTM

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Gardens by the Bay

Sentosa, Singapore’s island resort

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Professional Conference Organisers (PCOs)

Professional Exhibition Organisers (PEOs)

Convention and Visitor Bureau (CVB)

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Destination Management Companies (DMCs)

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5. Explain the purpose and application of events in different settings

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An important consideration when planning theme parties is to understand the history of

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Other key areas to consider during planning are:

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Following is a simple but effective way to make these decisions:

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• Extend credit to the organisation, allowing them to authorise purchases and be

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10. Describe the concept of risk in event planning

• environmental risks (cyclone, flood, rain)

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Level Descriptor Example Detail Description

A Almost certain Is expected to occur in most circumstances

B Likely Will probably occur in most circumstances

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Level Descriptor Example Detail Description

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