SPOR 7933 SPORT EVENT MANAGEMENT LECTURE 4 ROLES AND RESPONSIBILITIES STRATEGY
Event Briefs 2013
Special Olympics North Harbour Secondary Schools Event Waitakere BMX Open Day Interschool Skate / Scooter / BMX Comp Sport Waitakere 2km Fun Run
Areas of responsibility
Strategy and Evaluation
Operations
Sponsorship
Promotion
Risk Management
Balance of event components
Operations
Strategy and Evaluation
Promotion Sponsorship Risk Management
The Big Splash…how will your event have impact?
Event failure… Two commonly sited reasons:
Lack of strategic planning
Inadequate marketing or promotion
Strategy, planning and events
What is a strategy?
“…an integrated set of policies and programmes intended to achieve the vision and goals of the organisation” (Getz, 2005, p. 81)
… the strategy is used to ‘channel’ and ‘guide’ the action SPARC, 2005
Strategic Planning
The strategic planning process is about: Identifying
the purpose/mission the event organisation is seeking to fulfil. A staged process involving determination of current situation (strategic awareness), strategic options available (strategic choices) and the mechanisms for implementing, monitoring and evaluating strategies (strategy implementation). Additionally legacy outcomes are an aspect of strategy.
Strategic Planning Process
Concept or intent to bid Feasibility analysis Decision to proceed or cease Formation of a bidding body and bid preparation Establishment of an organisational structure Strategic plan Operational planning Legacy
Concept
Preliminary stage in the strategic process
Consultation with stakeholders
Conceptualisation and decision making
Establishment of bid preparation team
Once the concept is developed it can then be subjected to more detailed analysis
Creating the event concept in detail…
Defining the purpose Identifying the event audience Event timing Event venue Choosing the event concept Brainstorm
options Establish context and parameters of event Review evaluate and prioritise ideas Theme
Event Design Principles (Allen et al., 2008)
The elements The essentials The environment The energy The emotion www.winterfestival.co.nz/galleries/photo-gallery-2013/10-coolest-days-of-winter/
Feasibility analysis Decision to proceed or cease
Bid preparation
Establishment of team to formulate bid Preparation of timeline Establishment of bid criteria Past research Preparation of a bid Presents/submit bid
Establishment of an organisational structure
Functional structures
Programme based matrix structures
Multi-organisational or network structures
Strategic Plan Situational Analysis Environmental scanning Internal
environment External environment
SWOT PEST
Strategic Plan
Identification of strategy options
Growth Consolidation/stability Retrenchment Combination
Strategy evaluation and selection Consistency with mission and objectives Suitability Validity Feasibility of options Business risk Attractiveness to stakeholders
Purpose, Vision and Mission
Purpose, vision and mission statements At
a minimum a clear statement of purpose should underpin every event Vision statements describe what the organisation is seeking to achieve in the long term through conducting the event A mission statement relates to the event and seeks to define its purpose and fulfil the vision
Goals and objectives
Operational planning 
To be covered next lecture
Legacy 
Has become central to the decision making of hosting events

Outcomes can include: infrastructure improvements, increased visitation, enhanced industry capacity and environmental improvement

Seen as an important part of the strategic planning process
Evaluating the strategy…checklist
To determine the success of the strategy (prior to implementation) check:
✓Consistency with vision/mission ✓Suitability ✓Viability ✓Resourcing risks
Strategy for existing events? Appraisal of current situation Review of previous strategic plan Review of organisational structure
www.stuff.co.nz
Strategy and Evaluation
Evaluation is “…the process of critically observing, measuring and monitoring the implementation of an event in order to assess its outcomes accurately” (Allen, O’Toole, Harris & McDonnell, 2008, p. 530)
When to evaluate? Pre-event (strategy formulation) Monitoring and control
Control systems (Enable comparison of performance to objectives)
Post-event
Internal and External
Strategy – for your events Situational analysis/strategic planning Establish feasibility Determine event purpose/ team objectives (purpose, vision, mission) Determine organisational objectives (document) Determine goals/strategic objectives for each area (collate)
Define and collate roles and requirements for each ‘AOR’s’ Structural charts and overview of roles individual team members will describe actual tasks/nature of role in detail
Explore responsibility for timelining/milestones (Strat or Ops)
Include evaluation – strategy itself and event ( internal & external)
Balance of event components
Operations
Strategy
Promotion Sponsorship Risk Management
PAPER Test
P romotion A udience P artnerships E nvironment R evenue
(Supovitz, 2005)
Guidelines for Operation  
Anything to add? Increased emphasis on anything?