The document discusses the process of planning event infrastructure which includes identifying requirements, obtaining approvals, establishing contractors, and overseeing setup and breakdown. Key steps involve coordinating with authorities, analyzing facility needs, developing infrastructure lists, discussing with venues, issuing tenders, and monitoring construction. Policies, procedures, and performance standards help ensure safety, quality, and on-time completion.

2. Identify event
infrastructure
The first stage of event operational planning
involves establishing the event
infrastructure requirements.
These requirements could be for an indoor
venue, such as sports centre, community
hall or an exhibition centre.
They could also be for an outdoor site.

3. Identify event infrastructure
The first step is to coordinate with
relevant authorities at the
commencement of the management
cycle to ensure regulatory requirements
are integrated into planning process.

4. Identify event infrastructure
The second step is to identify and
analyse infrastructure and facility
requirements based on detailed review
of all aspects of the proposed event and
venue.

5. These requirement includes:
 Staging
 Power supply
 Water supply
 Heating or air-
conditioning
 Public toilets
 Erection of temporary
structures (in addition to
staging)
 Scaffolding
 Emergency services
 Car and coach parking
 Transport systems
 Contractor access
 Camping sites or other
temporary accommodation
 Signage
 Technology requirements
 Disabled access
 Waste management
 Security
 Any environmental or
heritage requirements

6.  Once detailed list of the infrastructure
requirements has been developed, it needs to be
discussed with the approving authority or venue
management.
 At all stages it is necessary to incorporate safety,
security and risk management issues into all
planning documentation and processes as safety
aspects are the most likely to lead to rejection of
event plans.

7. Establish and organise event
infrastructure
Following approval from the relevant
authorities , site or venue manager, steps
can be taken to establish and organise event
infrastructure and contractors.
It requires accurate request for tenders or
detailed briefing of contractors so that
quotes can be obtained from suppliers of
equipment and services.

8. Establish and organise event
infrastructure
Licences may be required for:
 Building work
 Electrical work
 Gas fitting
 Handling hazardous materials
 Forklift operations
 Stage sets(e.g. Fire retardant certification)
 Rigging
 Pyrotechnics and special effects
 security

9. Establish and organise event
infrastructure
The logistics of event management
planning involves:
 getting things organised
 getting things in the right place at
the right time
pulling everything down.

10. Establish and organise event
infrastructure
Running an outdoor event:
Each element of the proposed infrastructure
must be discussed with key stakeholders
and suppliers.
Careful coordination and monitoring is
essential particularly during the bump-in
phase when several contractors will be
working simultaneously.

11. Bump-in (or set-up)
 Setting up can be a time-consuming process and a run-
through must be built into planning
 It is absolutely essential as it is imperative that all facilities
and equipment work.
 For outdoor sites:
-an all-terrain vehicle may be needed to avoid damage to
grass.
-Perimeter fencing is required
- Computer network and other cables are laid along the fence
line and these must be covered for safety reasons and tested
to ensure that the network is up and running.

12. Bump-in (or set-up)
Most infrastructure is installed on the day
before the event and there are safety issues
with this if members of the public,
including children, have access to the site.

13. Over seeing event set up
Establish contact with the nominated contractor
personnel at the appropriate time and reconfirm
and agree all requirements
Agree to and make any necessary adjustments
with the contractor
Check all aspects of the event set-up against the pre-arranged agreements
(materials and equipment, room set up, staging, technical equipment, display
and signage, food and beverage facilities, registration areas)
Check all areas of the venue and
equipment are accessible and safe
Identify any deficiencies and discrepancies
and take prompt action to rectify the
situation
Iillustrates the level of checking that needs to be done to ensure that the set-up of an event
will run smoothly.

14. Bump-out (or Breakdown)
 It is the reverse of the bump-in
 A detailed schedule needs to be developed and agreed with
contractors.
 All temporary structures and equipment need to be
dismantled.
 This has to happen immediately after the audience has left,
sufficient staff will be required because at this stage everyone
is generally exhausted, which itself presents a safety risk.

15. Bump-out (or Breakdown)
If bump-out does not occur immediately,
security staff will be needed to monitor the
site until all equipment and materials have
been remove.

16. Over seeing event breakdown
Oversee the breakdown
of the event to ensure it
is completed in
accordance with
agreements
Co-ordinate the
packing and removal of
all materials and
equipment
Check the venue to ensure
items and belongings are
not left behind
Debrief with contractors
to discuss any difficulties
or suggestions for future
improvements
Check and sign accounts in
accordance with contractor
agreements
Note any outstanding
items requiring post-
event action

17. Monitor Build of event
infrastructure
During the bump-in process the event
organiser needs to monitor progress with
infrastructure build.
Specific times are allocated to this process
in the exhibition industry and, for safety
reasons exhibitors are no allowed to
access to their stands until the build is
complete.

18. Monitor Build of event
infrastructure
Sharing information with
stakeholders, contractors and other
staff is essential.
Keeping all plans in your head is not
advisable.

19. Monitoring progress, by itself, may
not be enough.
A good event manager anticipates
possible changes that might be
required and develops positive action
plans to keep progress on time and
on budget.

20. Policies, procedures and
performance standards
Every event requires policies
For example:
Policies may be drawn up to prevent
accidents, avoid theft, or prioritise access to
the site by emergency service crews.
Policy connects to “what is to be done” and
the procedure to “how it is to be done”.

21. Policies, procedures and performance standards
A procedure can take the form of list of
tasks or a checklist.
Once it has been developed and integrated ,
all pieces begin to fit together.
Procedure

22. Policies, procedures and performance standards
Establishing this and inspection schedules,
the operational success of an event can be
more confidently assured.
Example:
Case of contract with a cleaning company.
With clear expectations on both sides the
result should be excellent customer service.
Performance standard

23. Policies, procedures and performance standards
Example:
Case of contract with a cleaning company.
With clear expectations on both sides the
result should be excellent customer service.
Performance standard

24. Policies, procedures and performance standards
Example:
Case of contract with a cleaning company.
Specific details about the level of service
required:
-- pre-event cleaning
-- pre-event day cleaning
-- during session cleaning
-- between sessions(turnover cleaning)
-- post event cleaning
-- removal of waste material
Performance standard

25. Policies, procedures and performance standards
Efficiency- example speed of set-up and
breakdown
Accuracy – example are checklist 100%
Revenue – dollar sales per outlet
Courtesy – customer feedback
Criteria for performance
standard

26. Summary
 The task of identifying resources and equipment
needed, bringing them on site and setting up in
the required time takes careful planning.
 The development of policies and procedures can
assist in the fulfilment of this goal by outlining
the interrelationship between functional areas
and will also help to ensure that the event
performance standards and objectives was
successfully achieved.