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Planning and Managing Planning and Managing Events Events
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Page 1: Special Events Management

Planning and Managing Planning and Managing EventsEvents

Page 2: Special Events Management

Special EventsSpecial Events……it takes a villageit takes a village

Take timeTake time

Take laborTake labor

Take you away from other workTake you away from other work

Take, take, takeTake, take, take……what do they give?what do they give?

Page 3: Special Events Management

Why do we do Special Events?Why do we do Special Events?

Page 4: Special Events Management

Special Event Benefits to InstitutionSpecial Event Benefits to Institution

DollarsDollarsDonorsDonorsPublic relationsPublic relationsRecognitionRecognitionCultivation of donorsCultivation of donorsCultivation of volunteersCultivation of volunteersPipeline Pipeline Major gift prospects selfMajor gift prospects self--identifyidentify

Page 5: Special Events Management

Define EventDefine Event

PurposePurposeTimeframeTimeframeLocationLocationAttendeesAttendeesActivity at eventActivity at eventMarketingMarketingVolunteers, Staff, Students, Board Volunteers, Staff, Students, Board –– who who

does the work?does the work?

Page 6: Special Events Management

STOPSTOP

Does this definition match your office Does this definition match your office purpose?purpose?

If so, how does it further office goals?If so, how does it further office goals?

Page 7: Special Events Management

So who does the work?So who does the work?

Page 8: Special Events Management

Institutional CultureInstitutional Culture

How does your institutionHow does your institution’’s culture s culture make fundmake fund--raising decisions?raising decisions?

In the past, was there lots of volunteer In the past, was there lots of volunteer involvement?involvement?

Or have all event decisions been staff Or have all event decisions been staff driven?driven?

Page 9: Special Events Management

Staff History or Volunteer HistoryStaff History or Volunteer History

Staff driven: what control to give up to Staff driven: what control to give up to get volunteer involvement?get volunteer involvement?

Volunteer driven: administration to assert Volunteer driven: administration to assert staff rolestaff role

Page 10: Special Events Management

One Man BandOne Man BandUnderstaffed? Set clear limits: amount of Understaffed? Set clear limits: amount of

your time, responsibilities, goals, set your time, responsibilities, goals, set realistic expectations on dollars and realistic expectations on dollars and donorsdonors

Tell administration the consequences of Tell administration the consequences of understaffingunderstaffing

Other staff to involve? If other offices Other staff to involve? If other offices benefit from this event, get thembenefit from this event, get theminvolved and coordinateinvolved and coordinate

Page 11: Special Events Management

StaffStaff——why do you need volunteer why do you need volunteer involvement?involvement?

Cultivation of volunteerCultivation of volunteerCommunity voiceCommunity voiceVolunteer contactsVolunteer contactsInvolve nonInvolve non--staff culture in tone of staff culture in tone of

eventeventPolitical buyPolitical buy--ininDollars and donorsDollars and donors

Page 12: Special Events Management

What should be decided by staff?What should be decided by staff?

Bigger budget decisionsBigger budget decisionsKeeping event focused on goalsKeeping event focused on goalsAdministrationAdministration’’s priorities & policiess priorities & policiesElements that affect your staff/time: Elements that affect your staff/time:

stuffing envelopes, marketingstuffing envelopes, marketing

Page 13: Special Events Management

Managing volunteersManaging volunteers

Fairness countsFairness countsPolitics can prevailPolitics can prevailUse executive committee structureUse executive committee structurePlan meetings: have your advocates Plan meetings: have your advocates

bring your issues to meetingsbring your issues to meetings

Page 14: Special Events Management

Staff conflicts with volunteersStaff conflicts with volunteers

““OverOver--involved Volunteerinvolved Volunteer””““DoesnDoesn’’t Follow Through Volunteert Follow Through Volunteer””““Goes Over My Head VolunteerGoes Over My Head Volunteer””““Makes Decisions Without Me VolunteerMakes Decisions Without Me Volunteer””

Page 15: Special Events Management

How to avoid conflict about How to avoid conflict about Control and Communication?Control and Communication?

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1) Plan all communications and 1) Plan all communications and decisiondecision--making procedures: making procedures:

OvercommunicateOvercommunicate

Job descriptionsJob descriptionsCommittee nomination guidelinesCommittee nomination guidelinesBudget and expense approval processBudget and expense approval processEvent Fact SheetEvent Fact SheetPress ReleasePress Release

Page 17: Special Events Management

OvercommunicateOvercommunicate moremore

Timeline (abbreviated for volunteers)Timeline (abbreviated for volunteers)Marketing CopyMarketing CopyContact Sheet (with volunteer titles)Contact Sheet (with volunteer titles)Sponsor CopySponsor CopyMeeting DatesMeeting DatesMeeting MinutesMeeting Minutes

Page 18: Special Events Management

Underscore Underscore OvercommunicateOvercommunicate

Provide written materials in advanceProvide written materials in advanceProvide hard copy at meetingsProvide hard copy at meetingsReview verbally at meetingsReview verbally at meetingsNote agreement/changes in meeting Note agreement/changes in meeting minutesminutes

Page 19: Special Events Management

Event Job Descriptions for Every Event Job Descriptions for Every VolunteerVolunteer

Event ChairEvent ChairEvent Vice ChairEvent Vice ChairAuction ChairAuction ChairSponsorship Committee MemberSponsorship Committee Member

Page 20: Special Events Management

Event Job Descriptions for StaffEvent Job Descriptions for Staff

DirectorDirector’’s roles roleEvent ManagerEvent Manager’’s roles roleCoordinatorCoordinator’’s roles role

Page 21: Special Events Management

Timeline BreakdownTimeline Breakdown

Every other month:Every other month:12 months to 6 months out12 months to 6 months out

Monthly:Monthly:6 months to 2 months out6 months to 2 months out

Weekly:Weekly:2 months to 1 week out2 months to 1 week out

Daily:Daily:Last 7 days outLast 7 days out

Page 22: Special Events Management

Include in TimelineInclude in Timeline

Date to be accomplishedDate to be accomplishedAction StepAction StepWhoWho’’s responsible for completings responsible for completingCompletion dateCompletion date

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Detail in TimelineDetail in Timeline

Not just:Not just:10/2110/21…….Address invitation envelopes.Address invitation envelopes……RWRW

Rather:Rather:9/209/20 Updates in database completeUpdates in database complete JPJP9/219/21 Order data/setup spreadsheet Order data/setup spreadsheet MCMC9/259/25 Print invitation list for committee review RWPrint invitation list for committee review RW10/14 Changes to invitation list entered MC 10/14 Changes to invitation list entered MC 10/15 Re10/15 Re--print list and proof RWprint list and proof RW10/1910/19 Revise and run merge for envelopes MCRevise and run merge for envelopes MC10/2110/21 Address invitation envelopesAddress invitation envelopes RWRW

Page 24: Special Events Management

2) Plan in advance how decisions 2) Plan in advance how decisions will get madewill get made

What needs vote by volunteers (like job What needs vote by volunteers (like job descriptions)?descriptions)?Variable decisions that have low effect on Variable decisions that have low effect on budgetbudgetCultural decisions that effect tone of eventCultural decisions that effect tone of eventKeep politics in mindKeep politics in mind

Page 25: Special Events Management

3) Plan in advance how volunteers 3) Plan in advance how volunteers are invited to join committeeare invited to join committee

Document qualities of candidates: skills, Document qualities of candidates: skills, contacts, wealth, occupationcontacts, wealth, occupation

Beware of volunteer nominated strictly for Beware of volunteer nominated strictly for major gift reasonsmajor gift reasons

Page 26: Special Events Management

4) Plan should include ways of 4) Plan should include ways of addressing challenges from last eventaddressing challenges from last event

Review last eventReview last event’’s des de--briefing briefing

Many challenges will stem from issues of Many challenges will stem from issues of control and communicationcontrol and communication

Page 27: Special Events Management

What are key elements of great What are key elements of great events?events?

Page 28: Special Events Management

The DetailsThe Details

PersonalPersonalConsistency and coordinationConsistency and coordinationStyleStyleSurpriseSurpriseCourtesiesCourtesies

Page 29: Special Events Management

Keep Focus on Purpose of EventKeep Focus on Purpose of Event

cure for cancercure for cancer

scholarshipsscholarships

study abroadstudy abroad

Page 30: Special Events Management

Entertain and EngageEntertain and Engage

time for chit chattime for chit chatpull heartpull heart--stringsstringsexplode misconceptionsexplode misconceptionsenrich mind and spiritenrich mind and spiritthank and recognize thank and recognize

Page 31: Special Events Management

Energized team of volunteersEnergized team of volunteers

Word of mouth Word of mouth