SPM 4104 Exam 2

Types of Contracts

-Facility -Game -Sponsorship -Waivers and releases

Risk Management Plan

-Identify -Assess and Classify -Treat and Manage -Developing the plan -Implementation

Legal Considerations

-Insurance -Weather -Employment -Regulations, licenses, and permits -Food Handling -Liquor

Debriefing

o A debriefing with the most important stakeholders involved in planning the event is an important opportunity for event planners to gain feedback about the event. • Event planners may ask the various stakeholders to complete a report that highlights findings from the event and provides recommendations for improving future events. • Event planners can also use a survey during this phase.

Risk Management

o A process for managing the risks that you can identify and insuring those you can't manage. • There are many definitions but nearly all suggest it is necessary to aggressively identify potential hazards. o To spectators, the processes of forming a risk management plan is often invisible, but that does not make it any less important. o A risk management plan contains all the necessary elements of a crisis management plan, emergency action plan, and communication plan. o Process should happen in the following way: • Identify risks, project potential issues related to risk, identify remedies, do what is necessary to prevent injuries, anticipate reaction to crisis, and create a plan for both the crisis and how it will be communicated to the public.

Event Timeline

o A sequential listing of all the tasks associated with the event. It is divided into four phases. • Event research: Gather data that will assist with the planning of the event. • Event planning: Start with a meeting of all key stakeholders. • Event coordination: Synchronize and integrate activities, responsibilities, and organizational structures to ensure that organizational resources are used efficiently. • Event evaluation: Prepare and distribute surveys and questionnaires and collect, tabulate, and analyze the data.

Cleanup and Breakdown

o After every event there is some cleanup to restore the facility to working order. • If a vendor is allowed to operate in the sport facility, standards of cleanliness should be set and clearly communicated along with a deposit in the event you need to pay a third party to clean the area. • During breakdown, rental equipment will need to be delivered to the rental agency. • The setup and breakdown portion of any event can be chaotic, and valuable items are susceptible to theft or loss.

Contracts

o Agreements between events and facilities, events and vendors, and events and ancillary contractors must be negotiated and formalized. o A contract is a promise that requires that an offer be presented, considered, and accepted and the parties will enter into a legal relationship. o Two types of contracts: • Bilateral involves two parties engaging in a promise. • Unilateral is one direction; an offer is made but not accepted.

Ticket Collection

o Although it seems simple, if it is not planned out, collecting tickets and moving customers into the facility can be problematic. o Technology is increasing the efficiency of event operations through specialized software and applications that assist in ticketing operations. o VIPs may have higher expectations for their experience, and not meeting these needs can be disastrous. o Ensure that every benefit promised has been delivered, and be prepared to deliver additional service above and beyond what is promised.

Managing Staff

o Arrival and check-in: Staff should be scheduled to allow plenty of time for them to receive duties and prepare for work. o Staff briefing: Review organizational or operational issues. Also address event considerations, facility considerations, and chain of command. o Responsibility overview: Specific duties and expectations should be reviewed. o Breaks and rotations: Communicate the break schedule. o Problem resolution: Staff should be briefed on typical problems they may encounter and how to deal with them. o Positional assignments: Find the ideal person for a specific job. o Postevent debriefing and staff evaluation: Review the event and evaluate.

Participants

o Arrival of participants • The first opportunity to create an impression, positive or negative, of the event. Greet participants as they arrive. o Logistics of participant area • Depending on event, participants have varying needs: locker and shower facilities, meeting rooms, hospitality, equipment storage, and warm-up areas. o Communication with participants • Keep coaches and participants up to date. o Participant liaisons • Communication tools are integral to the satisfaction of participants. Be prepared to answer questions. o Officials • Separate locker room from players. o Locker facilities • Typical changing rooms include lockers and showers, but many participants may require additional amenities. o Participant departure • Have plans for exits, transportation, and safety. This includes participants' equipment. o Participant evaluation of event • A participant's final evaluation of the event is often the determining factor about whether they intend to participate in future events. • Create a postevent participant survey to collect ideas about how the event can be improved. This will help planners evaluate how participants will respond to proposed changes to an event.

Budget and Evaluation Tool

o Budgets need to be updated each time you receive new costs or make adjustments or changes. • Look at the return on investment, which compares the cost of the event to the usefulness (value) measured in monetary benefits. • Return on event is used to identify the percentage of earnings returned to an event organization sponsoring the event based on marketing efforts. • Successful budgeting is dependent on the amount of detail put into the budget.

Postevent Promotions

o By reaching out to user groups through postevent promotions, the event planner stays in touch with the primary consumers of the event. • Promotions can take many forms: newsletters, follow-ups on contests or sweepstakes, posting of photos and videos. • Aftermarketing is the process of providing continuing satisfaction and reinforcement to individuals who are past or current customers, which helps to create lasting relationships.

Crises Management

o Crisis planning • The crisis plan examines what internal, external, or technology threats can harm a facility. o Emergency action plan • An EAP can be mandated by the OSHA to give employees and consumers the means to get out of a facility alive. o Continuity management • How can a facility stay open or recover after a major disaster such as a fire, earthquake, or terrorist attack?

Crowd Management

o Crowd expectations • Patrons expect the environment they are entering has been prepared for the event and is safe and secure. o Crowd dynamics and demographics • Each crowd has unique qualities. Demographics plays a role in dynamics. o Movement theory • How people move in and around a facility relates to pedestrian traffic. • Movement theory takes into account the speed at which a crowd moves multiplied by density and width of crowd, which indicates flow. o Evacuation procedures • Max exodus of crowds requires that adequate exits be available, unlocked, and ready to use. o Fan education and alcohol policy • If the venue decides to sell alcohol, an alcohol policy must be in place. o Training • Properly trained staff is the first and most important ingredient in a CMP. o Crowd control • Crowd control relates to the actions that are implemented once a crowd begins to act in a way that was not planned. o Signage • Adequate signage in and outside the facility is important for crowd control. • Two typical signs are directional signs and informational signs.

Postevent Media

o Depending on the type and impact of the event, securing some form of postevent media coverage may or may not be necessary. • Media relations programs maximize favorable publicity and minimize unfavorable publicity for the sport organization. • Postevent media coverage often takes the form of a quick interview of players and coaches.

Working with Vendors

o Developing strong relationships with vendors is a factor in event management. Continually work to cultivate the relationship with vendors. o Using outside vendors can reduce but not totally eliminate an organization's legal responsibilities. o Event planners should be careful when selecting vendors because the reputation of the event will be affected by the products and services provided by the vendor.

Revisiting Planning

o Do you have the right people to host an event? o Do you have the resources to hold an event? o Who is supporting your cause? o Who are your employees and volunteers? o Are policies and procedures in place? o Can the event make money? o Do you have all the contracts? o What government regulations apply? o Risk management o Insurance o Advertising and promotion o Sponsorship o Booking process

Security Preparedness

o Emergency Contact List o Hazard Vulnerability analysis o Weather (Thunderstorms, high winds, lightning) o Permit requirements o Evacuation procedures o Notification o Committee (Special Events o Medical Checklist o Extended Power Loss o Application to host a special event o Description of staff duties/responsibilities o Shelter o Maps of the facility/blueprints o Bomb Threat o Crowd Control o Structure Climbing o Event staff jargon o Disability Stadium

Property and Constitutional Law

o Eminent domain • Taking property for the public good • Paying "fair" value for the land o Nuisance: Noise or light o Zoning: What the local government will allow to be built o State Actor: Who owns the facility? o First Amendment: Free speech (protest v. John 3:16) o Fourth Amendment • Search of a locker room • Search of guests coming into a facility o Fourteenth Amendment: Allowing female reporters into men's locker rooms

Staff Evaluations

o Evaluating the staff maintains control over the success of the event and is helpful for professional development. • Benchmarking is a search for the best practices that will lead to exceptional performance through implementation of practices. • Use management by wandering around (MBWA). This is the business of staying in touch. • Event managers should be critically involved in the operations of the event. • Another way to evaluate the staff is to send out surveys to the consumer.

Registration and Ticket Sales

o Events catering to active participants are more likely to have some type of registration process in comparison to a regular-season contest attracting passive spectators. o Sports fans have a variety of choice in terms of tickets: • general admission • reserved and box seating • club seats • luxury suites. o Take time to research the various options for the types of ticket that will be used to sell the event. o Outsourcing ticket sales

Federal Legislation

o Events must follow the rules and restrictions of the facility where they operate. o Americans with Disabilities Act (ADA) • Formed in 1990, this act aimed at mainstreaming people with disabilities into all aspects of society. • Facilities are required to provide barrier-free accommodations that could require modifications to current layouts. • Everything such as event forms and hotel accommodations need to be taken into consideration by the event planner. o Occupational Safety and Health Administration (OSHA) • The primary goal is to reduce the number of job-related illnesses, injuries, and deaths in the United States. • The tragedy of the Indiana Sate Fair in August 2011 is an example of why laws like OSHA are needed. • This shows why event managers must perform due diligence in hiring qualified staff and subcontractors.

Transportation

o Events that involve moving guests from one location to another can be a challenge and may require various modes of transportation: planes, automobiles, boats, and trains. o There can be hidden transportation costs that are absorbed during the event. o One key factor is that transportation is often the first point of contact with the event for many attendees.

- Recent Changes in Security

o Facility security has changed drastically post - 9/11 o In recent years, there is more focus on proactively preventing people from entering the facility with weapons and/or other banned items o Security became more of a focal point following the Boston Marathon Bombing o NFL Implemented a new "Clear Bag" Policy • Women's Purses? • Customer Satisfaction or customer safety? o Start off with a little fun...

Food and Beverage

o Food and beverage operations at an event are vital. Considerations for event planners: • Providing meals for participants: Many sporting events have meal functions for the participants, which may take place at the host hotel or sport venue. • Concession operations: The need and sophistication of concession operations will vary based on the type of event being planned. Another important aspect of concession operations is determining whether the venue will serve alcohol. • Hospitality: This involves the relationship between a host and a guest. Many venues now sell hospitality suites as part of their luxury ticketing inventory. • Pre-event and post-event hospitality/banquets

Attendance as an Evaluation Tool

o For a single event, compare attendance year to year. Multiple events can be compared to one another. • Two ways to count attendance at a sport event: paid attendance and turnstile counts. This is how many people bought tickets vs. how many people actually came to the event. • Control the announcement of the attendance. • There is no industry standard for the correct way to count the attendance. • Simply calculating attendance without taking into account other relevant factors can be misleading when evaluating.

Crowd Control

o Good crowd planning and management improves the public's enjoyment of events and encourages attendance. o It also reduces crowd-related accidents, associated liability claims, and the possibility of more serious and costly incidents. o Crowd management is the measures taken to facilitate movement and enjoyment of people. o A good plan includes • Number of people • Behavior of Spectators • Layout of facility • Movement of guests • Emergencies • Customer Service

Customer Service

o Good customer service increases positive word of mouth and can distinguish your event from the competition. o Management must understand customers' needs and expectations, make meeting those needs a priority, and demonstrate a commitment to providing good service. o Newer technologies assist in providing a high level of customer service with applications designed to provide information through PDAs, expedite concessions and merchandise purchases, and collect spectator feedback. o Five-point method for dealing with an upset customer: listen, apologize, empathize, explain, act o Gift compensation or discount for upset consumers.

Customer Service

o Higher-quality service produces more satisfied customers who return to the event in subsequent years. o The service experience for the active participant begins the minute they depart from home and lasts until they arrive back home. o During planning stages, consider possible areas where the event process may suffer a service failure. o Customer service must be a primary initiative of everyone involved in planning a sporting event. o Communicate expectations of what constitutes quality service to everyone involved in the planning process.

Sponsors

o Hospitality • Exceed expectations. Catering, facilities, and special functions should provide a unique experience. o Signage • The manager needs to choose the best possible location of signage. o Public address announcements • This is a good way to acknowledge and thank sponsors. o Promotions • Timing and execution ensure all activities meet sponsors' expectations. o Sponsor liaisons • One person from the organization should be the sponsor liaison, who serves as the sponsor's primary contact.

Communication

o Information flow may be one of the most important factors in managing the day of the event. o A communication plan maximizes the efficiency with which people communicate while minimizing unnecessary clutter. o Each unit needs to plan how they will communicate within their unit and between units. o Management and staff need to understand what needs to be communicated, who needs to be informed, and by what means they should be informed.

Issues Which May Arise

o Injury to fans o Parking problems o Protests o Crowd rushes o Failure of employees to follow policies and procedures o Accumulating trash o Malfunctioning computers o Inaccurate tickets o Malfunctioning lights and sound equipment o Participants or personnel unable to attend o Injury to fans o Parking problems o Protests o Crowd rushes o Failure of employees to follow policies and procedures o Accumulating trash o Malfunctioning computers o Inaccurate tickets o Malfunctioning lights and sound equipment o Participants or personnel unable to attend

Tort Law

o Intentional • Assault/Battery • Defamation o Unintentional • Negligence • Duty - reasonable person standard, industry standards • Breach of Duty • Proximate Cause • Injury o Defenses • Assumption of Risk • Immunity

Levels of Event Organization

o Level 0: Statistics, scope, and volume; collects data such as the scope and volume of attendance, press coverage, and website traffic. o Level 1: Reaction, satisfaction, and planned action; gathers information on what stakeholders thought of the planning process, marketing efforts, and facilities. o Level 2: Learning evaluation measures the extent to which principles, facts, techniques, skills, and professional contact have been acquired during the sporting event. o Level 3: Application measures the extent to which skills, knowledge, and professional contacts learned at the meeting were applied on the job. o Level 4: Business impacts monitors organizational improvements of business measures such as sales, cost savings, work output, and quality changes. o Level 5: Return on investment (ROI) for the various stakeholders of the meeting is calculated as the ratio of benefits to costs.

Seating

o Many stadiums have been built in the past decade. Seating is an important factor in these new stadiums, providing fans with chair backs, wider seats, and drink holders. o There are also many seating options for luxury and club seating with upscale amenities such as bars, private restrooms, and TVs. o The Americans with Disabilities Act requires new stadiums to be accessible to people with disabilities so they, their families, and their friends can enjoy equal access to entertainment, recreation, and leisure.

Threats to Events

o Medical attention • Staff should be CPR, first aid, and AED certified. Event personnel should carry cell phones if they need to call 911. o Heat-related illness • Heat is the most common weather-related killer. Someone from event management should be responsible for checking the extended forecast. o Lightning safety • Consult the various organizations that address lightning. o Equipment and supervision • Equipment is essential in sport for protection of the participants. • Safety inspections need to be performed regularly to ensure the equipment is maintained and in working

Conditions for a Contract

o Offer: The initial promise that one party gives to another to either do something or not do something. There is usually a price tag included. o Acceptance: When the person being offered something accepts the conditions. o Consideration: Something of value offered by one person in exchange for something of value from the other person. o Capacity: Being of legal age and mentally capable of understanding the conditions of the promise. o Legality: The promise must be based on a legal transaction.

Waste Management and Custodial Services

o One of the key factors to servicing an event is a sustainable program for waste management. • Managing waste systems is an important factor not only from an environmental perspective but also in terms of service quality of the venue. • Cleaning before and after a sporting event is a critical service factor. o Depending on the type of event, custodial services may be outsourced or event planners may use staff or volunteers.

In-Game and Management Evaluation

o Participants or spectators can provide feedback using a street intercept methodology where people are surveyed as they enter or exit a sport venue. • Ensure these are brief because spectators are there to watch the event, not do a survey. o Use both qualitative and quantitative types of research. o Individual interviews and small focus groups can be conducted at events. o Management should also be evaluated on how effective they are at managing the staff.

Signage

o Proper signage at entry points reduces back-ups at ticket lines, directs spectators to the correct entry points, and reduces spectator confusion. o Informed spectators are more likely to enjoy their experiences and less likely to encounter frustration. o Plans must be developed for how organizers can communicate with spectators during a crisis or emergency.

Evaluating Outcomes and Objectives

o Return on objective is seen as a more comprehensive measure when compared to ROI. o Some guidelines for measuring ROI: • Talk with key stakeholders and ask them questions. • Take that conversation and come up with a few objectives. • Determine how your objectives turn into monetary deliverables. • Factor in that every dollar spent should be tied to the objectives. • Set up a simple and consistent way of measuring success based on your objectives.

Sound

o Some sounds can be controlled by the facility manager, but others cannot. o Often times in sports, music is used by marketers to enhance the atmosphere of the stadium or arena and excite the crowd. o Meet with facility mangers during the initial planning stages for the event and provide details concerning needs for each facility space.

What is Security?

o The key to security is foreseeability. Could you have prevented a foreseeable occurrence? o To ensure employees are capable of implementing a security plan, you need the following: • A plan • A facility that meets all applicable building codes and statutes • Use of appropriate technology • Sufficient staff • Properly trained staff o Metal Detectors at MLB Games (Implemented 2015 season) o Metal Detectors at NFL Games (Necessary starting in 2017 season o Metal Detectors at NHL Games (Implemented 2015 season)

Hotels

o The merger of sport and tourism is a considerable factor in the industry. As more events travel between destinations, participants and spectators follow along and need a place to stay. o Negotiating hotel contracts and room blocks is an important duty for sport event planners during site selection. o One of the toughest challenges is estimating the number of hotel rooms required for an event.

Restrooms and Traffic Flow

o The number of restrooms and hand washing stations required for an event will vary according to local and state sanitary codes based on attendance levels. Additional portable restrooms may be required. o Traffic flow can be seen from two standpoints: • As attendees enter the event in passenger cars, how will traffic flow in and out of the sport venue? • How will you set up the sport venue or points of purchase within the venue for the flow of spectators or participants? o Signage is an important safety tool and should be readily visible and legible.

- Event Day Preparation

o The number of tasks that need to be accomplished can be overwhelming. • Plan: Detailed plans of action need to be in place to address how everything will be accomplished throughout the day. • Anticipate: Put substantial thought into what could happen during the course of an event. • Delegate: Know you cannot do everything yourself. • Communicate: Coordinate with multiple staff to ensure everyone knows what is happening and when things need to happen. • Things to consider: • Facilities • Sanitation • Emergency Planning • Equipment • Media • Technology • Security (Traffic, Staff, Checkpoints, Cameras) • Parking and Transportation • Concessions (Order food, supplies, etc.) • Staff Training/Scheduling • Alcohol (certified servers, policies) • Emergency Services • Set up gates, fields, concession stands, press boxes, etc. • Check audio/visual equipment • Prepare ticket office • Set up any necessary vendor tables or sponsorship locations

Sponsor Followup

o The relationship with corporate sponsors does not end once the event is complete. • Shortly after the event, the sponsor should be contacted and a meeting should be scheduled. During the meeting, the sponsor representative should be provided with metrics that measure the success of the sponsorship. • It is hard to quantify some parts of a sponsorship agreement because emotion can play a large role.

Identify

• A legal audit allows the identification of deficiencies that need to be addressed or corrected during the planning process.

Liquor

• Alcohol is a great source of revenue, but if you serve alcohol you incur risks. • Develop a comprehensive alcohol management plan that is part of your overall risk management plan.

Facility

• Because most facilities do not put on their own events, they look to lease the use of their facility. • When renting out a facility, the facility manager and event manager often have to come to an agreement and sign a contract.

Weather

• Cancellation insurance can ultimately save an event from bankruptcy before it has a chance to happen. • Cancellations can occur because of weather, power outages, flu outbreaks, and other unforeseen circumstances.

Assess and Classify

• Documentation of previous incidents is a resource when assessing issues and attempting to classify them.

Developing a Plan

• During this stage, attempts to determine the potential risks that could be associated with an event are expressed. You can collect this information in a variety of ways, including talking to fans and walking through the venue. • Once the risks are identified, they must be classified. Classification of potential risks places them in a hierarchical order that provides understanding of the frequency and seriousness of the risks.

Sponsorship

• Formed to protect the best interests of the parties involved. • Expectations, rights, benefits, fees, terms, governing laws, marks, logo usage, and duties should be discussed in the contract.

Employment

• Hiring adequate and trained staff protects event/facility • Employers must comply with federal and state laws.

Waivers and Releases

• If the event is participatory (e.g., a sport competition), use waivers. • A waiver releases the organization from liability should the participant become injured during the event.

Implementation

• Successful implementation requires all involved to understand the expectations the plan has established and their role in ensuring they are maintained. • A key to the facilitation of a risk management plan is the effectiveness of the communication plan. • Handbooks, e-mails, posters, fliers, and other forms of communication are essential to maintaining consistency in expectation and open lines of communication.

Treat and Manage

• The four options for treating risks are retain, reduce, avoid, and transfer. • Requires generating standard operating procedures (SOPs).

Game

• These contracts are formed so there are no discrepancies in the terms of the agreement between the teams participating. • The date, time, location, compensation for playing, any travel reimbursement, rules, and regulations are always included in the contract.

Insurance

• These needs are determined by the type and location of your event. • Liability insurance is necessary no matter what because a facility owner will require you to purchase it to protect their interest in the event.

Regulations, Licenses, and Permits

• What you offer during your event will dictate the types of regulations, licenses, and permits you need. • Common regulations are the use of loudspeakers in public areas, performing in a public area, and building permits.

Food Handling

• When food is improperly handled, it leads to illnesses of guests. • Hiring a food service manager with experience and proper training will ensure you have taken the necessary steps to offer quality food service.