The document outlines an event planning model consisting of 4 phases: development, operational planning, implementation and management, and evaluation and renewal. It then provides details on each phase. The operational planning phase involves creating logical, sequential and detailed written plans along with contingencies. In the implementation phase, the plans are executed and monitored for deviations which are managed. Finally, the evaluation phase assesses components to improve future events.

2. Part 1

3. Event deveploment phase
Event operational planning
phase
Event implementation,
monitoring and management
phase
Event evaluation and
renewal phase

4. Event development phase
The event manager facilitates the
development of event structures for
governance(tadbir urus), event
networks, policies, volunteer
practice, and participation in a
corporate social responsibility
program
Event operational planning phase
The event manager creates and facilitates
the development of written operational plans
that are logical, sequential, detailed and
integrated, along with contingency plans
and the activations of a plan refining process
Event implementation,
monitoring and
management phase
The event manager facilitates the
implementation of the written
operational plans, monitors
activities looking for deviations and
manage all deviations from the plans
Event evaluation and
renewal phase
The event manager facilitates the
selection of event components to be
evaluated, the completions of the
evaluations tasks and the
implementation of the evaluation
recommendations
An event planning model

5.  The event need a facilitator to guide the knowledge sharing process between
members
 Bens (2000) facilitation as a way of providing leadership without taking the
reigns(memerintah)
 Facilitation Theory assumes that learning will occur with the aid of one facilitates
the process of learning as opposed to one who simply provides knowledge to group
 Style of leadership encourage the development of empowered learners and
contributors to group processes, where the creation and dissemination
(penyebaran) of knowledge are dependent on all members of the group.

6.  Effective facilitator and supporter of the theory one must subscribe to certain
assumption
 People are intelligent, capable and want to do the right thing
 Groups can make better decisions than any one person can make alone
 Everyone’s opinion is of equal value, regardless of rank or position
 People are committed to the ideas and plans that they have helped to create
 Participants can and will act responsibility in assuming true accountability for their
decisions
 Groups can manage their own conflicts, behaviours and relationships if they are given
the right tools and training
 There are many specific skill, experience, and knowledge – event manager must posses
to facilitated an event – advanced knowledge involves intuition about the processes
which there are guiding.
 A good facilitator empowers the group and individual potential

7.  Facilitating the communication requirements – difficult to facilitate – various
members of team – make sure communication lines are open – depending on the
design of the organisation
 Facilitating group communication requirements: the case of group rhythm and
facilitation.
 Facilitating knowledge transfer
 Facilitating event structure for governance (tadbir urus)
 Facilitating event management using the network perspective
 Facilitating volunteer management practices

8.  Two types of volunteers - different roles within the even organisation
 Upper planning tier – executive and managerial volunteers
 Tier one executive volunteer – develop a mission and vision for the host – serve on
the Board of Directors – involved from the time bid to host the event is awarded.
 Tier two managerial volunteers – serve on the executive committee and usually
plan and manage the major the major component within the host society – ex vice
president and associate vice-president for each functional area such a Vice-
Presidents of Athlete service or venue – usually join the organisation between 5
and 2 years prior to the start of major event – actively involved in development
phase and beyond.
 Tier tree staging volunteer – involved in the operational functions and primarily
stage the events and fulfil short-term pre-event preparation or during-event
servicing ex venue team to organize sport-specific competition (multi sport event)
 Tier four game-time volunteers – start duties when the event begins.

9. Tier 1
Tier 2
Tier 3
Tier 4
Planning
tiers
Executive volunteers –
leadership and vision
Managerial volunteers –
managing and
empowerment
Operating
tiers
Staging volunteers –
organizing and staging
Games – time volunteers
- servicing
Volunteer tiers within a sport event organization

10. recruitment registratio
n
screening
Orientation
and training
assingment
accreditation
Volunteer life cycles for events

11. what
• Are the responsibilities of the volunteer (job description)?
• Type of work is needed (short or long time)
when
• Will we need the volunteers (long-term commitment, one-time
commitment, day, evening)?
When and
how
• Wil the organisation benefit from using the volunteer?
where
• Is the volunteer needed?

12.  Act as a recruitment agency for volunteer positions
 Find suitable candidates for the job roles including the process of creating job
descriptions
 Set up interview areas within the Volunteer Centre and manage all
administration surrounding the interview (including the database placement,
paper work, and so forth (sebagainya)
 Select volunteer leaders best placed to conduct volunteer interviews on behalf of
the program
 Create database profile against job description
 Develop a system for interviewing – questions, forms, exceptional issue resolution
 Provide training on interview process for all interviews
 Continually recruit volunteers with targeted skills for shortfails
 Assist with reassigning any candidates unsuitable for their proposed role and
managing problematic issues

13. Four function of policy
1. Policy as a statement of belief, position or value
2. Policy as a method of risk management
3. Policy as a rule
4. Policy as an aid to program effectiveness

14.  Have you identified and analyzed the issues your policy need to
address?
 Are your policy goals resonable and your policy objectives
measurable?
 Does your policy goals resonable, and your policy objectives
measurable?
 Have you identified the barriers to implementation you are likely to
encounter?
 Do you have a plan for dealing with barriers?

15.  “being a responsible corporate citizen in today’s sport marketplace mean being a
vigilant steward of the emotional and financial investment made by individuals,
companies, and community groups into your sports organization. It is recognizing,
valuing and nurturing the partnership that is fundamental to that investment”
(Sport Executive, Maple Leaf Sports and Entertainment, 2005)
 CSR is re-emergent and important strategic concept for modern managers and
professionals – “giving back” through their respective organizations and event.
 Charitable links, employee wellness program, or even international outreach

16. Involves the creation of written operational plans
Each component establish in the event structure – ex
accommodation, accreditation, ceremonies,
communication, drug testing or doping control, food and
beverage service, hospitality service, media management
Assignment off the staff (volunteers or paid employees)

17. Cultivation of the operational planning network
The creation of logical, sequential, detailed and integrated
plans
The inclusion of contingency plans
The activation of the refining process

18. Assignment of the best possible number and combination
of individuals with planning expertise to meet the event
operational planning requirements.
Each component requires and intricate combination of
talented planners

19.  The written event operational plan: establishing a design format – guide laid out –
all requirements of the plan can be expressed.
 Logical operational planning – individual activities or task necessary to complete
their particular component.
 Sequential operational planning – itemize the event task in an ordered and
reasoned sequence – concept of time
 Detailed operational planning –
 Level 1 – minimal level detail to explain – not provide step by step list of direction
 Level 2 – medium amount of planning detail – more detail step by step directions to
enact (sahkan) the plan
 level 3 – highest level of detail – clear instructions and includes intimate requirements
to complete the task
 Integrated operational planing

20.  Operational plan must be refined for use
 Review the integrated plans and refine the detail into a coordinated and efficient
effort
 Intended to add detail to the plan and eliminate any questions that may arise if
the plan is implemented
 Last step in the operational planning phase

21.  Time
 Communication
 An environment of cooperation for coordinating operational plans
 Cooperation – variety of personalities involved
 Coordination – skills, abilities and knowledge of network members
 practicing planning – individual planning, a small team planning
exercise and changing team format scenario.

23.  Execution of the plan by moving the planned operational concepts and processes
from members who completed the planning to a myriad (pelbagai) of event staff
and volunteers who tasked with executing the plan (Bowen, 2006)
 The first step entails coordinating and getting all the people implementing the
plan on the same page.

24.  Group or team opportunity (production meeting) to hear, understand and
assimilate the plan in their unique area of responsibility and the large context of
the overall plan.
 several key element required when host the production meeting
 Invitees
 Agenda
 Supplementary material
 Ensuring understanding of goal, objective, roles and responsibility
 Facility tours

25. Timing and progress
Scope control
Network autonomy
Important that you see and been seen by network
members

26.  Even manager – responsibility to facilitate the management of deviations
(sisihan) from the operational plan that may happen for any reason.
 Tips aid to keep implementation on track;
 Determine deviation from the operational plans through a variety of mechanism such a
periodic progress review, anecdotal reports and direct observation.
 Create a climate in which people are not afraid to report implementations in a timely
way, including arising problems and issues.
 Do not wait for progress report, be out on the front lines of implementation, observing
and asking questions.
 Every implementation plan contains risk, some unforeseeable. Create a contingency plan
for all foreseeable issues and be prepared with a strategy to asses and manage
unforeseeable issues
 Overcome foreseeable failure when managing deviations from plan
 Predetermine the decision-making team and process
 Preprogrammed and not preprogrammed decisions