Creating an Events Strategy for Queenslands Biggest Regional City Council - Case Study Example

EVENT MANAGEMENT Student Name Course Code: Subject Date (June 14, 2012) Case Study 1: Townsville City Council: Creating an Events Strategy for Queensland’s Biggest Regional City Council The Roles of Townsville City Council in Events Townsville City Council (TCC) plays several roles in the management of events. According to Allen, et al (2011), the council, amongst other roles, decides on the appropriate events management structure. For instance, before the amalgamation, TCC had a different event management structure from the one after the amalgamation. The council, after the amalgamation had to reconfigure the events structure to be inclusive of Thuringowa City Council. Other roles include offering advice on applications for funding for the city’s externally run events, collaborating with external groups in deciding event scheduling, management and delivery. And through its Event and Protocol Unit, the council develops a balanced program of events that is inclusive of both internal and external events, and oversees as well as control the environmental effects of the events run by the council, among others. The Outcomes of Merging the Event Teams of the Two Council Areas So far, the merge or amalgamation has been considered a success. The two councils have effectively merged their programs effectively and have developed a working management structure that has seen a number of successful events in Townsville City. This success is also visible in a number of outcomes- in relation to the challenges faced during the merging process- that the merge has resulted in. The post-amalgamation Townsville City Council operates an 18-month running events program in response to and including its events run externally. Every six months the program is reviewed and new changes added to it. This is to ensure that scheduled events are confirmed and activated twelve months ahead (Allen et al 2011). As was reflected in the budget-related expectations of the both the community and the councils, Townsville City Council has enjoyed savings in the costs of event programs. In the 2008-2009 financial year, the council saved 15 percent, and 10 percent in the 2009-2010 financial year. This is as a result of the council’s budget reviews that assign funds to events appropriately based on size. Also, the council has put in place a quotation process that ensures competitiveness among suppliers. By becoming directly involved in managing events, rather than hiring specialist event management companies, the departments and event teams from both councils work together based on mutual trust. Ultimately, event delivery has also improved. The council conducts about 100 internal events, and hosts other external events. The Main Challenges in Merging the Two Teams and How They Were Resolved Merging the event teams of both councils was not without its challenges. Allen et al (2011) review these challenges. First, the councils did share certain events, e.g. Australia Day, Pioneer’s Lunch, New Year’s Eve and Carols by candlelight. While merging these shared events was easy, some of the events were not as easy to merge. For example, while it would be financially and logistically simpler to conduct a single set of Anzac Day Services, it was not politically possible to achieve this objective. This difficulty was mainly attributed to the event’s conflicting timetable for different people in different regions and at different times of the day. At the time of the amalgamation, the Thuringowa City Clouncil had phased out the Neighbourhood Fun Days program. But these events were still held by the TCC. Another challenge was in relation to the budget. It was the expectation of both the council and the community it served that the amalgamation would mean substantial saving of costs in all the sectors of council business, e.g. event delivery. But even with reduced costs, the Townsville community expected the quality of delivered events would improve. In order to achieve these two expectations, the council had to review and implement key changes to the event structure, program and even method of delivery. Cultural differences presented another challenge. Naturally, the communities under both councils had different cultures in addition to differing management structures and policies, and processes. This meant that for the amalgamation to work, the two councils together had to develop and establish new relationships between their various departments, Events and Protocol Units. In order to build trust upon which this hoped-for new relationship could be based, the councils opted to deliver the bigger events directly rather than contracting the task(s) to specialist event management companies. Smaller events were assigned to Events and Protocol Unit which worked in conjunction with the relevant departments. The council also faced challenges in the delivery of events. The amalgamation had broadened the number of stakeholders in relation to several factors of management. For the events to be well delivered in a way that considered the various stakeholder groups, the council had to study its procedures for event delivery to ensure that principles and practices of project management were utilized fully for the sake of all the events managed internally. Alongside stakeholder analysis, this study focused on milestones, risk management and budget control amongst others. The council also conducted research on other related events to inform its own practices and held staff training for effective delivery. To accompany this, the council ensured post-event delivery of complete event reports. These were accompanied by feedbacks from committees and groups, as well as Event and Protocol Unit on the program and event delivery to help improve delivery. Case Study 2: Seven Deadly Sins Challenges of Producing a Similar Event Experience in Six Different Locations Simultaneously and How Theme Traders Dealt With Them Theme Traders faced a number of challenges in the process of running the event. One obvious challenge was budget. Before fighting for the chance to run the event, Theme Traders had to review the budget projected by the shipping and distribution company (100 pounds per head) to ascertain the feasibility of the event in relation to the requirements of the company. Fortunately, the Theme Traders found that the total budget of 400,000 pounds (100 pounds for 4000 people) would meet the client’s expectations and more. Another challenge was in choosing locations and venues. The client company had employees from various parts of England. Infact it is partly for this reason that the company could probably not hold the event in one place but in several places. And at the same time, the event could not be held in every place where the client company’s employee lived and worked. In addition to this was the problem of transportation. It was therefore the role of Theme Traders to pick strategic locations that would serve best. To deal with this problem, Theme Traders studied and analyzed the client-company’s map of employee location to mark the locations with high residency of employees as well as close to transport links for the employees who came from further away. The company finally settled on London, Blackburn, Birmingham, Leeds, Liverpool and Edinburgh. Then Theme Traders suggested a number of venues for the client-company’s approval. Food and delivery also presented a challenge. Because of the number of people to attend the party, and the inherent diversity of tastes and expectations providing a menu that would suit every head presented another major challenge. Theme Traders recognized the fact failing to handle this issue with care would lead to some people not getting what they need and some food going to waste for not being preferred by many. To resolve this problem, therefore, Theme Traders decided they would arrange tastings at certain venues so the client could pick the menu. Another challenging factor had to do with the theme. Despite the several event sites, the fact was that it was one event, held by the company for its employees. In other words, Theme Traders realized that all the events had to have a sense of unity, i.e. togetherness despite the geographical distance. Thus, Theme Traders picked on a single theme for the party(ies) at different sites. Besides a unifying theme, Theme Traders had to consider the request for satellite link-up to ‘join’ the parties. Unfortunately, the cost of a live-link up was too high for the projected budget. In other words, Theme Traders could not meet this requirement. Still, it opted for an alternative, i.e. playing the company managing director’s pre-recorded speech at all the events simultaneously. Also, the Theme Traders opted for power point visuals. Main Elements Used to Create and Embellish the Theme of ‘Seven Deadly Sins’ Theme Traders brainstormed on the perfect theme for the event. It considered ‘007’ but decided against it, arguing it was not predictable or unique enough after guessing other companies might also consider it. Finally it settled on ‘Seven Deadly Sins’ (Allen et al 2011). This apparent fascination with number seven (7) was obviously a need to align the theme with the dominant seven (7) in the date for the event, 07/07/07 (i.e. 7th of July, 2007). This theme emphasized the need to not only entertain, but also ‘spoil’ the party-goers, as is characteristic parties. The ‘Seven Sins’ described the indulgences the party would permit those attending to get themselves into. a) Envy: Every venues entrance would be lit in green (‘green with envy’). Perhaps this would be aimed at pointing out the envy of those not attending. b) Gluttony: This was in reference to buffet stations that would also serve chocolate fountains and giant statues of ice cream. c) Greed: This would emphasize the allowance for people to indulge in ‘greedy’ ways of making money, e.g. casino tables. d) Pride: This referred to giant medals, trophies and podiums representing inflated egos of winners. e) Lust and Sloth: This was symbolized by big floor cushions and decorated double beds where those who wished could get temporary tattoos or head massage f) Wrath: This would be represented by lightening bolts moving on the dance floor accompanied by loud thunder sound effects. As part of unifying the events, the venues were also arranged and decorated the same. Ultimately, Theme Trade managed to meet the requirements of the client-company, especially in relation to unifying the event despite the distances between the spots and venues. Other Major Event Elements Besides the elements of the theme, Theme Traders also had to design other elements. These include the technical drawings, power point visuals, theme colors and banners, amongst others. Case Study 3: Ha’il Desert Festival World’s Desert Festivals and How They Reflect the Cultures of the Host Country Saudi Arabia’s Ha’il Desert Festival can be likened to other desert festivals in other parts of the world. One such an example is India’s Jaisalmer Desert Festival. This festival is usually held in the sand dunes of Sam, which are about 42 km from Jaisalmer, in February annually and for three days. Naturally, the festival, as seen in its programs and events, showcases elements of desert life, India’s heritage and elements of its culture. In the festival, one meets the local people dressed in brightly colored fancy dresses, and the programs usually include camel races, competitions for turban tying, acrobats, jugglers, men showcasing their long moustaches, puppeteers, etc. And obviously an Indian festival is not complete without snake charmers. The festival also showcases the folk songs and dances of Rajasthani. Notably, the festival climaxes on ‘full moon day’, what the local language calls ‘Purnima’. Thus, the festival attracts tourists to sell the festival characterized by dazzling colors amid sand dunes and under as a full moon (Go for India, n.d.). Indeed, because of cultural differences, this desert festival is different from other desert festivals. For example, California’s Coachella Desert music Festival hardly showcases music as much as the name suggests. Instead, the festival is characterized by celebrity sightings, crazy designs by attending fashionistas, ‘dirty girl’ sets, etc. In other words, the festival is like an unchecked fashion festival. The fashionistas wish to have their designs spotted on celebrities (and give these out for free), hoping that it would make the public buy them (Peters, 2011). This festival can thus be said to reflect the American fascination and obsession with stardom and celebrities, or popular culture as represented by celebrities. This is reflected in the fact that people forget the music, supposedly the primary attraction, and focus on celebrities. Finally, they end up borrowing or copying the designs they see. Small Program Growing Bigger In 2011, the Ha’il Festival was set to attract 400,000 visitors both from across the hosting kingdom and from international countries. The budget for the event was projected at SR 8,000,000, and the event was expected to provide 700 employment opportunities for Saudis (d3ayat Team, 2011). Even more, the event has seen successful events such as Hatem Al-Ta’l literature and poem gathering, Arabian Horse Beauty Contests, International Baloon Competition, etc. Indeed, these factors imply that the festival has had good history and much has gone as was expected. Now, looking at the Ha’il Desert Festival, one is bound to wonder if perhaps the event would have become even much better if it had been started small and allowed to build slowly. Although the answer to this cannot be conclusive, we can make certain assumptions. Firstly, the success of festivals such as these thrives on how much people talk of it. That talking depends entirely on what it has to offer, which is not only in terms of programs, but also in terms of size (which determines the scope of visitors, and thus how fast and far ‘the word’ will go). The kingdom’s main aim for starting the festival was to offer a taste of the desert life. But most importantly, it was meant to be a source of economic gain, which is why it was also meant to attract foreign tourists. Perhaps it is for the awareness of this backdrop that from the onset, the Saudi Arabian government aimed to have both programs and size developed concurrently. With the kingdom’s vision for the festival focusing on the international market, it could not afford to let the festival take its own course and pace. Instead, the kingdom was obliged to build the festival’s reputation fast. This reputation had to depend on expanded programs. So far, this has turned out relatively well for the festival and the government. Thus, to speak of what may have been is perhaps irrelevant. In other words, the festival has gone well and there is hardly need to wonder what ‘may have been’. Festival Stakeholders The Ha’il Desert Festival has several stakeholders. Some of them are major, others are minor. Nonetheless, they are all related to this festival in one or another. Irrespective of their powers, the festival’s stakeholders are related to the festivals one way or another and they include: the Saudi Kingdom’s government (which is responsible or the development and marketing of the festivals; the local Saudis near the site of the festivals who may be direct victims to the unethical activities in the festivals and all other Saudis who may get jobs or perform at the festivals; the visitors to the festivals; and other potential interest groups (e.g. bodies for the protection of the environment, human rights, etc), among others. Bibliography Allen, Jonny, William O’Toole, Ian McDonell, and Robert Harris. Festival and Special Event Management, 5th ed. Australia: John Wiley & Sons, 2011. “Desert Festival of Jaisalmer- The Camel Show,” Go for India, accessed June 14, 2012, http://www.goforindia.com/desert-festival.html. “Ha’il Winter Festivals.” d3ayat.com. Last modified February 13, 2011. www.d3ayat.com/article/detail.php?id=66 - Peters, Shea, “A Coachella Guide : The California Desert Festival For Music, Style, and Events,” Examiner.com. April 13 2011. http://www.examiner.com/article/a-coachella-guide-the-california-desert-festival-for-music-style-and-events Read More