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Event Planning Essentials

Identifying Key Event Elements

When you’re asked to coordinate an event, the to-do list quickly blossoms. This course will provide you with the essentials for setting up an event of any size. You can use the tools and techniques here to make your event the absolute best it can be, whether you are arranging a meeting for ten people (in which case you can cross some of the tasks off your list quite quickly) or setting up a conference for a thousand delegates.

Your first task will be to start writing an event plan. Depending on the size of your function, this document may be one page or thirty pages. It will function as your planning document and the map that you use as your guide on the day of the event. You may also need to create a short version of the plan in order to keep your manager or client up to date with what’s going on.

Setting Goals and Objectives

One of the first things to consider as you start planning is what the purpose of the event is. You may be told this outright by your boss (“I want you to arrange a quarterly meeting for 10 of our internal staff”), or you might need to do some interviewing and conduct a more formal needs analysis. Whichever approach you take, here are some questions to ask as part of your initial planning. (You can organize these answers into your event plan and into a formal needs analysis if you like.)

  • What is the purpose of the event? (Information sharing, retirement celebration, 30 year work anniversary, annual meeting, trade show, conference, workshop, etc.)
  • Who will attend? (This is your main audience.)
  • What is the budget?
  • How formal is the event: formal, semi-formal, casual, or some other mix?
  • Is there a preferred venue?
  • Is someone leading the event, or do we need a master or mistress of ceremonies (MC)?
  • Are there preferred speakers?
  • Are there any restrictions on food and drink? (Make sure you include thoughts on alcohol)
  • How often does the client want you to provide a status update?

As you have your first planning conversation with your manager or client, other questions will arise. For example, if the event is formal, do they also expect a written invitation or are e-mail invitations suitable? If there is a preferred MC, does your manager wish to ask the person, or do they prefer you to do that?

Following this initial meeting or telephone call, you need to prepare a written document to confirm the decisions that have already been made. This could be in the form of a needs analysis, briefing, or an e-mail, depending on your organization. Whichever format you use, you need to call on your passion for details when preparing the document so that no essential elements are missed.

How to Write a Briefing Note

What is a briefing note?

A briefing note is often used in government as a way to keep senior officials informed about all kinds of topics. They are very handy in business, too, because they are such a concise way to communicate. Briefing notes have many formats, but this section will discuss some essential elements that are always included.

What makes a good briefing note?

A well-written briefing note quickly provides an update on a person, issue, or (in our case) an event. The briefing note is clear, concise, complete, and correct. It should be:

  • Short: One to two pages long. Use headings and sub-headings, lists, bullets, and white space to make reading easy.
  • Clear: Simple and to the point, this is not the time to mystify the reader with your writing skills.
  • Concise: Every word is necessary and used efficiently. Include only the information that matters to the reader.
  • Complete: The reader should not have to come back to you with questions. If there is information missing, point it out.
  • Correct: Make sure that your facts are correct. Don’t make assumptions.

How should your briefing note be formatted?

Include only the sections that are relevant to your reader. There are lots of variations on the format. Your company may have a preferred format to make things simpler. If they don’t, here are your guidelines.

What should be included in your briefing?

The following points are also required in many briefings. Remember, just use the ones that you need.

Background

Details the reader needs to understand how the current situation came about, problems that have been encountered, and history of the topic. Don’t include statements that are repeated in other sections.

Current Status

Describe the current situation, people involved, and the current state of the matter or situation.

Key Considerations

Facts, considerations, and developments go in this section. You need to objectively present the details needed by your reader so that they have all the information required to make a decision. Substantiate anything that you state with evidence. If you think that they may need some more details, you can attach an appendix.

Next Steps or Options

Your thoughts and observations on the key considerations, along with a concise description of the options, pros, and cons, or simply what will happen next.

Conclusions and/or Recommendations

Summarize the essential elements of what the reader needs to know. Busy people skip to this section and read it first and then go back only to read what they need to, so don’t introduce anything new here. If you are making a recommendation, be sure that it is clear, direct, and is the best advice that you can offer.

Getting Organized

Event planners are very detail-oriented and well organized. It helps to take advantage of planning tools to keep track of everything, and there are many options available today. We will use a basic spreadsheet application to set up a table, which is easy to modify and format. You can also look at special event organizing programs or project management software that your organization may already be using.

The image below shows a starting template for you to keep things organized. When you design your sheet, simply add columns and rows that are specific to your event and the things that you need.

About the (GYR) Column

GYR borrows from project management symbols and the green-yellow-red lights of a traffic signal. Green means that this task is on track and will be completed on time and budget. Yellow means caution: there is a risk that this task will be delayed or over budget. Red means that the task is way off track.

As the event planner, your job is to keep everything green. When they do go yellow, you must do what’s needed to get things back on track. You will probably need to speak with your manager or client and the committee so that you can strategize a plan. When things go red, they’re serious. You must react immediately to return the task back to a green state.

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Kieran Graham
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Very professional courses. Great Administration assistance and high quality e-learning service.
Sarah Jennings
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I did forex trading diploma. Very professional and detailed course.
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The course offered is excellent. I am glad to have taken it.