1. Event Staging and Venues
Chapter Sixteen
Event Staging
and Venues

2. Chapter learning objectives
16.1 Managing operational plans
16.2 Monitoring workplace operations
16.3 Analyse venue or site requirements and source venues or sites
16.4 Confirm venue or site requirements
16.5 Understand event staging processes
16.6 Source contractors and evaluate occupational health and safety requirements
16.7 Understand how the run sheet assists with the smooth running of an event

3. Chapter learning objectives
Understand venue or site requirements
16.9 Understand registration and VIP access requirements and riders
Manage front and back of house
16.11 Prepare and implement a catering plan for an event or function
Identify the range of logistical and operational issues associated with staging events
Finalise and evaluate the event.

4. Units of Competency and Elements
SITXEVT502 Select event venues and sites
1. Determine venue or site requirements
2. Source event venues and sites
3. Confirm venue or site bookings
SITXEVT503 Manage event staging components
1. Analyse staging requirements
2. Source and organise staging contractors
3. Monitor staging preparations
4. Evaluate staging components

5. Units of Competency and Elements
SITXEVT304 Provide event staging support
1. Prepare for event staging
2. Provide on site staging assistance
3. Provide feedback on event operations
SITHKOP404 Plan catering for events or functions
1. Identify purpose and scope of the event
2. Prepare catering proposal for event or function
3. Prepare and implement operational plan for the catering of an event or function

6. Introduction As the event gets closer, resource needs will increase.
Logistics require close monitoring and control.
Event managers may provide all supplies, or may subcontract some services.
Planning, and attention to detail, is essential.
Must cover all aspects – bump in, event and bump out.
Staging can be the most satisfying part of event management.

7. Managing operational plans
The operational viability of event concepts and ideas needs to be considered before significant resources are devoted to the event.
This screening process takes account of key operational elements to avoid expending significant time, energy and money on an event that is not viable.
The screening process requires attention to detail and generally involves walking through the whole event process and critically examining all operational elements.

8. Managing operational plans
Key operational issues include:
Road closures and the need to run newspaper advertisements
Noise levels and the potential need to implement measures aimed at noise mitigation
Liquor licencing for any event which involves the consumption or sale of alcohol
Ensuring the prevention of the sale of liquor to minors
Minimising the possibility of attendees becoming intoxicated, disorderly or violent
Operational signage directing people to amenities and various site services

9. Managing operational plans
When events are conducted in parks:
All structures less than 100 square metres must be pegged
Efforts must be made to ensure that native animals and fauna are protected
Measures must be put in place to avoid water damage to event equipment
Dial before you dig
Protective measures must be taken to avoid lawn damage
Weight loading capacities must be observed
Access to the event and the erection of structures must be possible without damaging trees

10. Managing operational plans
Other operational requirements are:
Preparation of a Site Plan that factors in access and egress for emergency services
Development of a Transport and Transport Management Plan
Letterbox drops to advise the local community of forthcoming events of scale
Adherence to essential food safety standards
Compliance with fire safety measures
Submission of applications for POPE (Places of Public Entertainment) approvals, 15 days prior to the event

11. Monitoring workplace operations
An essential element in the quality control process for events is the on-going monitoring of workplace operations
Post-event surveys and focus groups can be effective mechanisms for gaining useful information about event quality
Surveys and focus groups should be designed in a manner that:
Solicits useful information
Makes comparisons over time possible
Leads to corrective action when problems are identified

12. Benchmarking
Benchmarking assists the monitoring process by constantly comparing key elements of the event with other events that represent ‘best industry practice’
Benchmarking for an event is an on-going process that generally involves:
Breaking the event down into discrete processes
Identifying other events that provide a benchmark for best industry practice of those discrete processes
Continuously comparing each aspect of the event with best industry practice, and identifying gaps
Continuously working towards closing those gaps

13. Selecting an event venue or site
Venue – generally built structures.
Site – generally outdoor spaces.
Evaluating suitability
Functionality and safety
Match of venue type of venue/site
Attendance and audience composition
Staging and general requirements – in-house vs outsource
Budget
Location and accessibility
Availability/limitations
Statutory requirements.
Suitability – All of these factors and more need to be considered when looking at a venue or site. It is best to draw up a checklist prioritising the most desirable attributes required in the venue/site.
 Activity: Split the class into groups and allocate different event types, for both indoor venues and outdoor sites. Have students create a checklist of attributes the venue should have to successfully accommodate their event, and list them in order of priority. Compare results for different indoor and outdoor events.

14. Selecting an event venue or site
Venue safety
Modern venues have safety considerations built in
Sites have a higher level of risk
Relies heavily on temporary infrastructure
Heritage venues were not built for events.
Stage and technical specifications
Venues have highly detailed technical specifications
Access prior to site inspections to assess suitability
Sites will require all staging to be built.
Venues – require emergency procedures, have trained staff, are built to host events.
Sites – may have uneven ground, reduced accessibility. Older venues generally have a number of safety concerns such as ageing infrastructure and lack of fire exits.
Stage and technical – Venues can also provide scale floor plans based on your audience expectations.

15. Event staging (set-up and scheduling)
Bump-in
Construction of the equipment and infrastructure
Requires rational order
Dry hire may assist with tight budgets
Take advice from contractors on timing required
Bump-in schedule
Chronological sequence and timing
Contractors are made aware of obligations.
Rational order – needs to ensure equipment is brought on-site as it is needed – e.g.: do not bring tablecloths in before tables, or before stage is in the room. A schedule should be compiled and all suppliers and contractors made aware of when they need to be on-site, and how long they have.
Dry hire – hire not including delivery or installation. Should only be undertaken with simple equipment or if qualified technicians are already on staff. Full service hire is generally quicker despite seemingly higher costs. If event managers are setting up themselves, they should allow twice as much time as anticipated for contingencies.
Timing – Contractors are professionals and event managers should rely on their expertise when scheduling. This will provide a more accurate picture of how much time is required to complete the bump in than any other method.
Bump in schedule – Timing – must build in realistic time for each activity including contingency for delays.

16. Event staging (set-up and scheduling)
Load-in times and accessibility
Delivery of equipment to venue
Needs to be staggered to increase efficiency
Need understanding of venue accessibility.
The sound check and lighting focus
Sound check occurs before audience arrives
ensures appropriate sound quality and volume
Lighting focus occurs before the event
ensures all lighting is focused on the correct point
takes place in the dark.
Staggered delivery – to ensure each contractor has an opportunity to complete their part of the event before the next part comes in. So contractors are not in each other’s way, which wastes time.
Accessibility – how many lifts are available, access height to car parks/loading docks, ability to get semi-trailers in, loading dock operation times.
Sound check – can be difficult as acoustics often change once an audience is in a venue, so this must be taken into consideration.
Lighting focus – once the angles are set, the lighting operator will adjust intensity and set any cues.

17. Working with contractors
Important to ensure WHS compliance for contractors.
Contractors must provide copy of PLI policy.
Contractor checklist
Written agreements
Insurance and risk plans
WHS responsibilities
Inductions
Use of hazardous materials.
WHS compliance – can be done through mandatory inductions for contractors, specifying safety requirements, agreements between venue and contractors prior to bump in outlining obligations.
Contractor checklist – To ensure compliance of contractors, it is useful to create a checklist. This checklist should detail the flow of information required between the event manager, contractors and venue, and should include gathering insurance information, risk assessments, safety plans, conducting inductions of the venue, outlining use of equipment and materials.

18. The running schedule Run sheets
Activities for an event listed in chronological order
Length of time required for each activity
Should include
all cues for technicians, performers and contractors
notes for stage managers
breaks
bump-in and bump-out instructions.
Run sheets – must be sufficiently detailed to allow all parties to an event to anticipate each activity as it is about to happen. Should include all cues, changes and requirements for the event from a logistical, technical and operational perspective.

19. The running schedule

20. Understanding event venue or site requirements
Entrances and exits
Accessibility and signage
Queues and egress
Security and ID checks
Ticketing and merchandise.
Seating
Event type and guest demographic
Seating ‘classes’.
Available facilities
Encompasses a broad range of provisions
Both legally required and expected.
Entrances and exits – Having large crowds gather outside of a venue can create queues, lengthy waiting times and frustrated guests, resulting in bad behaviour. Entrances need to have clear signage directing people to the right queue. Lanes may be allocated to facilitate different groups of people. Accessibility needs to be considered, with wide entrances and ramps for disabled guests. Ushers should be present to keep crowds moving, stopping egress issues such as large volumes of people gathering. If long queues are anticipated, entertainment and amenities should be provided to cut perceived waiting times. Security should check for prohibited items, and ID checks may need to be conducted for some events. Booths may be required if tickets or merchandise ales are being conduced, for security reasons, and should be located away from the entry point to assist with crowd control.
Seating – The way seating is allocated will depend on the event type, and capacity and layout of the venue. The expected audience will also impact on seating – if many elderly people are expected more seating should be provided. Safety issues such as damage to turf surfaces, line of site, egress, disability access and guest comfort should be considered. General admission vs reserved seating is a big consideration – reserved seating generally reduces risk of antisocial behaviour.
Available facilities – facilities aid the comfort of guests. They provide a service. Some are legally required, such as toilets, and some are expected by guests, such as five star catering at a large chain hotel.
 Activity: Consider two very different events – a jazz festival at a winery in the Hunter Valley, and a motor show at a purpose built convention centre in Sydney. What would students recommend for the entrance and exits at these events. What about seating? What facilities would be legally required and expected at each venue? Do the two lists differ, and if so, why? Discuss the major differences between outdoor and indoor events in this respect.

21. Registration, accreditation and riders
Registration procedures will depend on event type.
Smooth process will require trained staff, appropriate facilities and a systematic approach.
Security may add complexity to the process
VIP and featured guest access
Featured guests and VIP liaison
Hospitality riders
Production riders.
Registration procedures – will be different for different events. Corporate conferences will generally require pre-registration online with a registration area on-site to pick up name tags and conference materials. Large music festivals will require pre-purchase of tickets through an outlet which are presented at gates. Sporting events with guest participation will require an online registration well in advance and no on-site allowances. Registration will require adequate time prior to the event, registration facilities (online database and purchase), physical facilities such as tables, chairs, computers, etc. for on-site registrations and staff who are able to handle the volume of people and who have the skills to use the systems. Security issues, such as the inclusion of a well known performer, will ensure that accreditation processes have to be built in to the registration process.
VIP/Featured guests access – more streamlined process as fewer guests to register. Usually provide accreditation prior to event and have express registration areas and/or different entrances. They receive packs on arrival with details of all facilities, lanyards and laminates.
Featured guests / VIP liaison – Liaising with these people and providing hospitality is a critical part of event management. Green rooms are provided backstage for featured guests and will have accreditation requirements. VIPS are generally housed close to the stage or event, separate to featured guests. Both areas should be fully stocked with food and beverage and required amenities
Hospitality riders – the requirements of artists and guests are spelled out in these arrangements, which are made prior to confirmation of the booking. They include food and beverage requests, accommodation and flight requirements etc. All are provided by the event manager.
Production riders – These list the technical requirements of the artists, such as sound and lighting, that must be provided as part of their agreement.

22. Front and back of house Front of House (FOH) Back of House (BOH)
Public access areas
FOH staff must be polite and provide superior service
Many technicians operate FOH to get a clear view.
Back of House (BOH)
Restricted access areas for staff and performers
VIPs may get access as part of tickets or sponsorships
Consideration should be given before allowing access.
FOH – Staff generally include food service, registration, hosts, ticket sellers, merchandise, etc. These staff are required to display excellent customer service skills.
BOH – Staff are generally stage and event managers, stage crew, performers, etc. Access should only be given after serious consideration because this area is generally very small, and additional people can create a crowded area. The extras may stop event managers being as efficient – they are not concentrating on the event if they are showing people around or entertaining them. It also raises safety concerns as BOH areas need to be kept clear in case of emergency.

23. Planning catering Catering provision will be dependent on venue.
Issues such as theme, numbers, serving style, budget and dietary requirements need addressing.
The audience needs are of primary concern.
Service styles may require space or facilities.
Final catering numbers are not always equal to the number of guests expected.
Responsible Service of Alcohol (RSA)
Food Safety
Catering provision – may be provided by venue, provided by a contractor through the venue, or not provided at all, in which case an event manager needs to contract someone. This needs to be negotiated through the venue as restrictions may apply.
Issues – also include regulatory licenses such as RSA and FSS, sustainability concerns, service times, facilities at the venue.
Audience needs – Must provide catering that the audience want to eat. It needs to be of certain standard, may need to reflect value for money if people are purchasing, needs to be different if the patrons attend many events.
Service styles – Buffet requires extra tables and space for people to move around. Adequate signage should identify meals, direct crowds and assist with flow.
Final catering numbers – usually put in numbers two weeks out and confirm two days out. Some events require extra portions or larger meals (i.e.: when primarily male audience) and others may include people bringing part of their meal themselves (i.e.: at family days or community events).
RSA – Legal requirement for venues and caterers serving alcohol. Limits the service to inebriated patrons. All servers must hold an RSA Certificate.
Food safety – An understanding of compliance issues for food safety is essential, as well as ‘danger zones’ for food temperatures, cross contamination and hygiene. FSS compliance is now law for all food handlers and forms the basis of compliance requirements for permits for temporary stallholders.

24. Planning catering Style of service Method of service Silver service
General restaurant service
Counter service
Cafeteria service
Method of service
Banquette
À la carte
Buffet
Canapés
Silver Service – food served at the table. Synonymous with fine dining.
General restaurant service – plated food is brought from the kitchen.
Counter service – Order meals at counter and food is brought out to the table.
Cafeteria service – Order meals at counter which is served to them on the spot or they return to pick it up
Banquette service – Set menu with a 50/50 or alternate drop where people swap among themselves if they do not want what they get.
A la carte – ‘from the menu’. Patrons can choose whatever meal they like from the menu. Can be complex and costly for many people.
Buffet – Patrons serve themselves or are served from buffet tables. Good option for many people. Can be seated or standing dependent on food options.
Canapés – generally for cocktail parties. Also use of grazing stations for more substantial items.

25. General event staging considerations
Waste management
Plans created in advance
Recycling and sustainability now standard practice.
Security
Hired to ensure safety before, during and after the event
Asset protection
Accreditation and ticketing
Assist emergency service workers
Monitor safety and security of all attendees and staff.
Waste management – often required in order to attain permits to run events, particularly those through local councils. Most venues now require a certain level of waste minimisation as well.
Security – Specialised security staff should be hired for major events where crowd control, risk of theft or damage or protection are required. They will undertake duties such as keeping valuables safe, checking accreditation and tickets for restricted access areas, helping emergency service workers gain access to the site and restricted areas as required, and keeping patrons safe. They may be required to deal with badly behaved patrons, stop non-ticketed guests from accessing the event and providing protective services for VIPs and dignitaries.

26. General event staging considerations
Freight and logistics
Use of specialist freight companies
air freight
carnets
customs clearance
road freight
tour trucking
Event signage
Effective source of information on a large scale
Should be consistent with event theme
Need to consider clarity, distance and height.
Freight and logistics – With major loads of equipment moving interstate or overseas it is best to use freight companies who specialise in events. Risks are greatly reduced, and timeframes are understood.
Air freight – required when equipment is required in a hurry, such as with roadshows.
Carnets – ‘visas’ for cargo that assist with customs clearance procedures.
Customs clearance – Specialists freight providers can organise customs clearance on behalf of event managers, making it faster.
Road freight – use of established networks for faster delivery.
Tour trucking – Fleets organised by providers know the importance of timing, number of trucks required and packaging of equipment for fast movement and set up.

27. General event staging considerations
Evacuation and emergency procedures
Duty of care to ensure procedures are in place
Need to comply with existing venue policies
Fire authorities need to be consulted
Compliance requirements cover issues such as adequate exits, extinguishers and evacuation plans
It is important to communicate plans to staff and contractors
Fire wardens need to be aware of emergency coding.
Contingency plans
Prepare to minimise the impact of potential problems
Includes wet weather, power failure, non-appearance.
Compliance requirements – include provision of extinguishers, extinguisher training, evacuation plan, emergency vehicle access, signage showing extinguisher locations and prohibited fire danger behaviour, adequate number of exits, illuminated exit signs, access to mains water, management strategy for flammable materials, adequate layout to allow easy egress, treatment of items with flam retardant.
Emergency Coding:
Blue = medical emergency
Red = fire/smoke-related emergency
Orange = need to evacuate (power failure, structural collapse, gas leak)
Purple = bomb threat
Yellow = internal emergency (systems failure)
Brown = emergency offsite (fire, crash, earthquake)
Black = personal threat (armed hold up, assault, hostage)
Contingencies – should also be created to cover poor tickets presales and extreme heat.

28. After the event Bump-out procedures Event evaluation and debriefing
Physical removal of all equipment and infrastructure
Starts after the guests have left the venue
Takes less time than bump in
A clear bump out schedule is required.
Event evaluation and debriefing
This process is often overlooked
It is essential to identify areas to improve for future events
Informal debriefs can be a rich source of information
A full review of all aspects of the event should be covered.
Clear bump out schedule – needs to be done in a rational order, same as during bump in. Generally clear equipment, tables and waste from the floor, then the stage, then the rigging, lighting and AV.
WHS requirements are still very important given that heavy lifting may be required, and that equipment is being moved around.
Informal debriefs – should include contractors, events employees and volunteers, venue representatives and possibly clients and other stakeholders.
The debrief should cover – successful parts of the event, review of the objectives and whether they were achieved, feedback from stakeholders, incidents that occurred, feedback from statutory authorities, areas where improvements can be made, WHS aspects requiring improvement, logistical issues and best practice models.

29. Chapter summary Venue selection is based on many factors.
Event bump in and bump out require tight scheduling in a rational manner.
When dealing with contractors, WHS compliance and insurance issues are important.
Catering, logistics and other contracted services have multiple effects on events.
Running schedules assist with effective planning.
Front of house and back of house have different requirements that must be planned for.