building suburbia essays

building suburbia essays Building Suburbia: Green fields and Urban Growth, 1820-2000 Since World War Two, American cities have gone through enormous changes. Industrial decline, crumbling homes and schools, overcrowded neighborhoods, rigid segregation and racial trauma, rising crime and violence and an alarming revenues have all contributed to a troubled urban landscape. For a short period of time in American developments, large scale government interventions seemed to point the way to urban salvation. But in the wake of massive urban renewal, expressway construction, and public housing projects, cities seem worse off than ever. Meanwhile, many sought refuge in the supposed safety of the vast new suburbs that encircled the old cities. But many found that suburban life brought new kinds of problems, such as auto dependency, increased pollution, and a loss of public life. Today, scholars, journalists, and citizens increasingly realize that urban issues are not confined to inner cities, but are broadly metropolitan and national because they involve everyone in an u rban region and the nation. Growing Suburbia is an excellent historical analysis book about suburbs in America. Dolores Hayden, author and a professor at Yale, clearly demonstrates the origin of the suburb and emphasizes the role of the federal government played in building suburbia in America. Examples Hayden uses in the book include policies to subsidizing suburbia by massively funding highways or providing many generous tax benefits to homeowners. Upon reading various chapters, Hayden gives me the impression that she is not very happy about the overly developments and the increasing social crime rates in the urban region. However, Hayden still holds an optimist mind that many issues concerning various urban experiences will improve over time. It is not surprise to find plenty of women and ethnic issues in the book. She points out many controversial topics such as womens role, class...

Zero Plural Definition and Examples in English Grammar

Zero Plural Definition and Examples in English Grammar In grammar, the zero plural is a  plural form of a count noun that is identical to the singular form. Also called zero [or null] morpheme. In English,  zero plural marking refers to the absence of the plural markers -s and -es. Several animal names (sheep, deer, cod) and certain nationalities (Japanese, Sioux, Taiwanese) take the zero plural in English. Examples and Observations Here are some examples from famous works: This week the debate is on an idea to let everyone fish a few cod just for food. (Mark Kurlansky, Cod: A Biography Of The Fish That Changed The World. Walker Publishing, 1997)We herd sheep, we drive cattle, we lead people. Lead me, follow me, or get out of my way. -General George S. PattonIn English, plurals of nouns are normally indicated by the ending –s or –es, or in a few cases by –en, as in children and oxen. Some vernacular varieties of English do not use plural endings in measurement phrases such as three mile and ten pound. This zero plural has a long history and was not formerly as socially stigmatized as it is today... In adjectival constructions even Standard English has no –s plural: a five-pound box of candy is acceptable, whereas a five-pounds box is not. These adjective phrases derive from an –a suffix in Old English that marked plural adjectives. This ending has long since fallen away, leaving behind the unmarked root forms. The abse nce of –s in the plural form of animal names (hunting for bear, a herd of buffalo) probably arose by analogy with animals like deer and sheep whose plurals have been unmarked since the earliest beginnings of the English language. (plural, The American Heritage Dictionary of the English Language, 2000 Im horrified of lobsters. And shrimp and lobsters are the cockroaches of the ocean. -Brooke BurkeBluefin tuna contain higher levels of mercury than other species of tuna because they live longer and, like humans, accumulate more mercury in their body tissues. (The New York Times, January 24, 2008) Zero Plurals With Numerals, Quantifiers, and Nouns of Measure [Zero plurals] include the names of some animals, particularly cod, deer, sheep; nouns denoting quantity when they are premodified by a numeral or other quantifier and particularly when they are attached to a noun head: two hundred (people), three dozen (plants), several thousand (dollars). The measure nouns foot (length unit), pound (unit of weight or of British currency), and stone (British weight unit) optionally take zero plurals: six foot two, twenty pound, fifteen stone. (Sidney Greenbaum, Oxford English Grammar. Oxford University Press, 1996)His hat, I reckon, weighed ten poundTo say the least, and Ill say, shore,His overcoat weighed fifty more. (James Whitcomb Riley, Squire Hawkinss Story)I have known when he would have walked ten mile afoot to see a good armour. (Much Ado About Nothing, Act Two, scene 3 )The foggers and cooling fans were going full blast in Jims twin five-hundred-foot-long chicken houses. (Baxter Black, Chicken House Attack. Horseshoes, Cowsocks Duckfeet. C rown Publishers, 2002)

Practicing I Messages Coursework Example | Topics and Well Written Essays - 750 words

Practicing I Messages - Coursework Example As such, I would ensure that the following responses and actions would be implemented to effect a needed change in the manifested behavior of Harry R.: (1) I would call in Harry R. on a one-on-one confrontation in my office to call his attention on his behavior; that is, upon observation and as disclosed by other employees, his long-winded talks on the phone contributes to low job productivity and low performance outcome as more time is recorded to be spent talking on the phone rather than complying with the expected job responsibilities; (2) I would relay how his behavior makes me feel: â€Å"I feel that your long talks over the phone are not serving the best interests and goals of the organization†; (3) I would seek a response from Harry R. on the rationale for his long talks over the phone, as needed; (4) I would enjoin Harry R. ... In this scenario, the â€Å"I† messages should focus on making Harry R. aware that his behavior makes his colleagues in the organization feel disrespected and bypassed and that he needs to change this behavior to serve the best interests of the organization’s stakeholders, more than his own personal interests (Mosley, Mosley, & Pietri, 2008). Situation 2: It is a requirement that waiters at the upscale restaurant you manage to wear white shirts and ties. One waiter has been loosening his tie, dropping the knot about two inches, and unbuttoning his shirt collar. Pursuant to the chapter on Coaching for Higher Performance (Mosley, Mosley, & Pietri, 2008), â€Å"I† messages would be applicable in this scenario in terms of identifying the expected or identified behavior within the organizational environment (upscale restaurant) and the particular deviant behavior that the specific waiter has been exhibiting (loosening his tie). In this scenario, the following response is proposed: (1) I will seek the attendance of the waiter in my office for a one-on-one confrontation for the aim of clearly relaying and stipulating the dress code or conformity to the manner by which waiters are expected to be dressed within the restaurant; (2) I will seek the waiter’s response as to his rationale for loosing this tie and dropping the knot to about two inches while also unbuttoning his shirt collar; (3) I would clearly indicate the following: â€Å"I am hereby making it clear to you, that pursuant to the policies of the restaurant regarding dress codes, each and every waiter is expected to adhere to uniform conformity to wearing white shirts buttoned to the top of the shirt collar and wearing the tie appropriately. This is explicitly

Strategic Management and Strategic Competitiveness Essay - 2

Strategic Management and Strategic Competitiveness - Essay Example Here it has to be mentioned that the organization chosen happens to be Wal-Mart. Wal-Mart is a publicly traded company since 1971 and the largest retailer in the country of U.S. Effect of Globalization and Technology Wal-Mart was founded by Sam Fulton in the year 1950 and in the year 1971 the company was listed as a publicly traded company. By 1990 the company had exhibited phenomenal success in the domestic market as it became the largest retailer in the nation. Wal-Mart went global for the first time in the year 1994 when the company decided to enter Canada and since then there has been no turning back. Today Wal-Mart has total of nine thousand and seven hundred units. Out of this more than five thousand units are international units. Globalization presented Wal-Mart the challenge of entering into new countries like China and Brazil having diverse cross cultural differences. But it also presented the opportunity to generate a lot more revenue and reach economies of scale. From the performance of the company it can be easily seen that the company has nullified the risks and utilized the opportunities to the fullest extent. The statistics speak for themselves. Today Wal-Mart is the largest retailer in the world. Globalization has helped the company to enter emerging markets like China, Brazil, etc. and take control of the untapped market. In short globalization has been one of the key reasons for the phenomenal success of the company (Wenderoth, 2009). Position Retailer Name 1 Wal-Mart 2 Carrefour 3 Tesco 4 Metro 5 Kroger Source: Deloitte Touche Tohmatsu Limited and STORES Media Another major change in the modus operand of the company has been the embracement of technology. It is quite needless to say that with the rise in the usage of energy round the globe, the world is likely to go through the phase of power shortage. Therefore, a lot of companies are looking to use renewable energy resources. This is also potential branding activity. Wal-Mart has been a pio neer in the usage of the modern day technology to take advantage of the use of renewable energy resources. Wal-Mart uses HVACS to reflect sunlight that reduces heat to cool the buildings. Another major change has been use of the internet. Due to rise of the use of internet, it has also become a potential marketing and sales channel. Wal-Mart has been able to develop strong digital presence both in terms of the website and social media platform. The company also provides opportunity for the customers to buy products online. Industrial organization and Resource Based model for Wal-Mart Industrial organization Model The industrial organization adds to the competitive model real life frictions such as the limited information, transaction cost and barrier to entry. Wal-Mart has been able to achieve economies of scale through the everyday low price model which has in turn acted as the potential barriers to entry. Also the globalization has helped the company a lot in becoming a market lea der. The Wal-Mart stores are also geared towards the low income customer groups (Henry, 2008). Resource Based model The resource based model of the company can be analyzed through the resource capability analysis using the VRINE model. The company has decided to focus on some capabilities such as international acquisitions, store design, supply chain and the introduction of analytics to create value for the customers. The

How Has Information Bout Neptune Been Gatheres Essay Example for Free

How Has Information Bout Neptune Been Gatheres Essay How has information about Neptune been gathered? When Neptune was first seen by Galileo Galilei it was thought to be just a star. Neptune was first observed by Johann Galle and Heinrich D’Arrest on the 23rd of September inn 1846. On August 25 1989 the Voyager 2 flew by the planet and it got thousands of pictures which gave us most of the information we have about Neptune today. The thousands of pictures that the Voyager 2 took were pictures of Neptune’s moons and rings. This flyby by the Voyager 2 gave us most of the information we have about Neptune today. The Voyager is the only spacecraft which has flown by Neptune and has gotten information. In 1998 scientists used telescopes on earth as well as telescopes in space to see Neptune’s ring arcs (the ring arcs are the rings of Neptune but at this point they were thought to be sort of like half rings around Neptune. The rings appeared to be a half shaped because of Neptune’s moons) as well as its rings. Neptune has been studied from the ground but it is a very challenging task due to the fact that the planet is a small disk shaped object and also because Neptune’s images are very blurred because of the distance between Earth and Neptune, Earth’s atmosphere also causes the images to be blurred. The Hubble spacecraft has also been used to find information about the planet Neptune. The Hubble spacecraft is a device which has been sent into space by NASA. Neptune’s position in our solar system Neptune is the 8th planet from our sun and the 5th farthest planet from our Earth. It is also the last gas planet in our solar system. The distance between our sun and Neptune is 30.06 AU (astronomical units).Neptune’s distance from our earth is 29.06 AU (astronomical units). Neptune’s orbit around the Sun Neptune revolves/orbits around the Sun once every 164.79 Earth years or once every 60.190 Earth days. Neptune travels at an average speed of 12,253 miles/hour or 19,720 km per hour in its orbit around the sun.

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Early life and military career[edit] Born in Tampa, Florida, Kittinger was educated at the Bolles School in Jacksonville, Florida, and the University of Florida. After racing speedboats as a teenager, he entered the U.S. Air Force in March 1949. On completion of aviation cadet training in March 1950, he received a USAF Pilot rating and a commission as a Second Lieutenant. He was subsequently assigned to the 86th Fighter-Bomber Wing based at Ramstein Air Base in West Germany, flying the F-84 Thunderjet and F-86 Sabre. In 1954 Kittinger was transferred to Holloman AFB, New Mexico, and the Air Force Missile Development Center (AFMDC). He flew the observation/chase plane that monitored flight surgeon Colonel John Stapp's rocket sled run of 632 mph (1,017 km/h) in 1955. Kittinger was impressed by Stapp's dedication and leadership as a pioneer in aerospace medicine. Stapp, in turn, was impressed with Kittinger's skillful jet piloting, later recommending him for space-related aviation research work. Stapp was to foster the high-altitude balloon tests that would later lead to Kittinger's record-setting leap from over 102,800 feet (31,300 m). In 1957, as part of Project Manhigh, Kittinger set an interim balloon altitude record of 96,760 feet (29,490 m) in Manhigh I, for which he was awarded his first Distinguished Flying Cross. Project Excelsior[edit] Kittinger next to the Excelsior gondola Main article: Project Excelsior Captain Kittinger was next assigned to the Aerospace Medical Research Laboratories at Wright-Patterson AFB in Dayton, Ohio. For Project Excelsior (meaning "ever upward"), a name given to the project by Colonel Stapp as part of research into high altitude bailouts,[2][3] he made a series of three extreme altitude parac... ...4-mph wind blowing on you. I could only hear myself breathing in the helmet."[12] Kittinger set historical numbers for highest balloon ascent, highest parachute jump, longest drogue-fall (four minutes), and fastest speed by a human being through the atmosphere.[13] These were the USAF records, but were not submitted for aerospace world records to the Fà ©dà ©ration Aà ©ronautique Internationale (FAI).[14] Kittinger's records for the highest ascent, highest parachute jump, and fastest velocity stood for 52 years, until they were broken in 2012 by Felix Baumgartner. For this series of jumps, Kittinger was decorated with a second Distinguished Flying Cross, and he was awarded the Harmon Trophy by President Dwight D. Eisenhower.[15] The Stargazer gondola on display at the National Museum of the U.S. Air Force at Wright-Patterson AFB in Dayton, Ohio. Project Stargazer[edit]

Events Planning and Management Essay

What is an EventSpecial or spectacular occasions where people gather together for a purpose whether they be to celebrate, educate, promote or commemorate. They are not the usual and ordinary activities that one engages in as part of his daily life Who is an Event PlannerAn event planner is, quite simply someone who organizes events. He is the person behind the scenes who gets the job done and make sure everything is done and done flawlessly to ensure successful staging of the event. He must be well versed and trained on the communication and organization aspects and requirements of the job. Event planners usually get their start doing, supplying or providing services in one or two particular aspect of an special events such as catering, floral arranging, entertaining and talent agents eg before they decide to plan entire events. Or they may also have started planning and coordinating events for companies they were employed with before deciding to go into the business for themselves Since events may vary in size, scope and complexity, it may require an event planner to do any number of different task but all with the end result of achieving a successful event Categories of EventsSocial Events- more on a local level, attendees are usually related and/or know each other on a more personal level. Care and caution must be taken as the event planner may find himself in the storm of a family event , as emotions often run high on these special occasions. Make sure everyone knows their role and exactly what’s expected of them. List of common social events: weddings, reunions, housewarming/blessings/holiday parties and dinners/birthday parties/bar or bat mitzvahs/baby showers/anniversary parties/bridal showers/stag parties, et al. Corporate Events- the term â€Å"corporate† includes not only companies but also charities and nonprofit organizations. Charities and nonprofit organizations host gala fundraisers, receptions and athletic competitions, among other events, to expand their public support base and raise funds. Companies host trade shows, conventions, company outings, holiday parties and meetings for their employees, staff, board members and stock holders. Some types of corporate events: Annual shareholder meetings, board meetings, client appreciation events, company socials (such as holiday parties, intramurals and sports events, company outings), groundbreaking ceremonies, incentive travel, open houses, new product launch, press briefings, staff training, union events/meetings et al Industry Events – Industry events today are sophisticated affairs designed to inform, influence and form consensus on a specific issue or common topic. Industry specific events include: Conventions, association meetings, conferences, industry tradeshows, public exhibitions(bridal fairs, auto shows, home shows), symposiums et al Special Events – The term â€Å"special events† can describe a broad range of affairs which are big, national or local in scope such as major sporting events (palarong pambansa), major public events (EDSA Day celebration), major cultural and religious affairs ( Baguio mayflower festival, dinagyang, ati-atihan, sinulog festival), However special events may also be much smaller, specific and more private in scope. List of special events include the following: Award events, book launching, signing/author reading, CD release parties, charity fund raisers, children’s festival, ethnic celebrations, fashion shows, holiday special events, inauguration ball, music festival, parades, political forums or debates, restaurant openings, sporting event-car races, store grand openings STEPS IN EVENTS PLANNING 1. Client Consultation Whether you have your own event planning business or work full time planning events for one company you will work with clients. As a corporate events planner your internal clients will be other departments (HRD, Marketing, Operations etc). on the other hand if you are doing events planning independently you will be dealing with company representatives or in some cases the company officials themselves. In each case consultation will be of primary importance as these will determine the direction, objective and purpose and vision of the event. At the initial meeting do more listening than talking, pay careful attention to everything the client says, make notes or record the meeting(with clients permission), bring an assistant to make notes for you. When its your turn, ask the client to describe their vision for the event. Then from broad ideas, you will refine the vision as you move through the planning process. Questions such as those below will help the events planner to begin to visualize the event and serve as the foundation for all the work to come. Things to discus with the client: What kind of event do you want What do you hope to accomplish When is the event to be held Who are expected to attend What is the budget At the end of the consultation you should have a clear picture of what your client envisions for their event and be able to form a clear, concise â€Å"mission statement† or objective. Other things to discus: who will be involved in the planning process, who will be the key decision makers, and how information should flow during the planning stage. This is precisely to anticipate and eliminate possible roadblocks as you can before you reach them since as the events planner it is your responsibility to take charge of planning. After the initial meeting and while it is still fresh on the mind of both parties (planner and client) summarize the discussion in writing and send a copy to the client if possible on the same day or soon after. 2. Set Objectives The best and most successful events have a clear purpose or objective. Event planners can avail of the SMART method for setting strategic objectives: Specific- What is the specific result of you event Measurable- Outcome should be measurable accurately Attainable- Given the existing budget and resources and constraint, is the objective attainable Relevant- Do the people involved have the authority, the skill and the resources needed to meet the objective? Is the objective important to the organization or individual? Time- Based- Is there a start and end point to the objective? Setting smart objectives will not only make the planning easier but will help measure the success of the event and create a positive experience for all involved. 3. Choose a Date and a Location At this planning stage, preferred date should be decided upon. Client will often but not always come with a date in mind for the event. If they don’t, it will be your job to help pick a suitable date. But whether you do the setting of the date or not you need to consider the following before choosing the date or accepting the client. Things to consider when choosing a date: Consider your availability Consider other events in the area Consider the season and usual weather in the chosen location Consider your suppliers Consider other related events Consider other holidays Consider your time needs 4. Decide Who to Invite Your client needs to give you an idea of who they want to attend their event before you can begin to formulate a plan to attract the target audience or plan activities. The following data or information are required (depending on the type of event) How many people are to be invited Will spouses or children also attend Demographics of the target audience (eg. Gender, median age, ethnic background, income bracket) Common or shared interest What payback does the client expect Where are the attendees coming from (travel arrangement, customs and traditions) 5. Create Your Theme The most memorable events have a cohesive theme that runs through-out, from initial publicity to printed invitations to decor and right through to the entertainment and final applause. One of the biggest advantages of a strong theme is its usefulness in helping you make decisions throughout the event process. Once a theme has been decided on, print materials such as invitations, banners, place cards, brochures, advertising and websites can be designed. Where to get ideas for a great theme Brainstorm Events Industry Current Events and Trends Adding a Musical Touch 6. Set the Event Agenda After the date, guest list, the theme and setting of the smart objectives , its time to set the agenda for the event. Whether its a simple house blessing or a three day corporate event, its important to layout the entire schedule. Include adequate time for arrival, socializing, speeches, awards/games, food, etc. â€Å"Visualize† the event and run through the entire program from start to finish. Make notes of all you might need such as materials, services, special arrangements, eg. Create a list of vendors and suppliers to contact and task to be done. GETTING ORGANIZED As an event planner, you will need a variety of organizational tools that will help you keep track of all the many details involved in organizing the event and ensuring an orderly and systematic execution of plans aimed towards making the event successful 1. Establish an Event Committee Although it is a given that you will do all the planning and planning of the event yourself, in most cases, you will work with a group of people who are expected to make the event successful Choose a select group of key people to form an Events Committee Assign specific task to each committee member Regular committee meeting Document everything 2. Create a Timeline Schedule Base your timeline on factors such as The size of the event The location The time of year The number of people involved in the planning Develop an outline of specific tasks, deadlines and responsibilities 3. Adding Detail As you start developing your checklist, add as much detail as possible for each item. For example under the â€Å"Assigned tasks for day of event† list the specific task that needs to be assigned such driving to airport pick up, supervising set up, leading briefing sessions with speakers, seating, greeting, supervising set up of luncheon, etc. Once you have develop the checklist, assign target dates to each item, It is a good idea to work backwards from your event date 4. Critical Path ( Assignment of Task) A critical path lists each of the tasks that needs to be accomplished; who is responsible for it and the deadline by which it will be done. It is used as a guide map for the event to assist when delegating responsibilities and show whether you are on track. 5. Budgets Creating a budget is an important ingredient in a successful event. Once you have created a timeline schedule and critical path, you can come up with a list of estimated expenses such as venue rental, food, transportation, accommodations, audio-visual equipment, printed materials and gifts. Get price quotations from your suppliers to find out how much a particular item costs You will also need to include your own fee and corporate clients may want to include any staff time they spend on the event as an expense. When planning a budget, include your potential revenue to offset the cost. For example, is the event a fundraiser? Is it a conference or convention that should aim to cover its own expenses? Attendance fees, sales of related materials, donations, ticket sales and sponsorships can all be good ways to raise revenues. After the event you should compare actual expenses and revenues to your budgeted amounts. This will help you determine if your objectives were met and it may assist in budgeting for future events. PREPARATION TIME FOR VARIOUS EVENTS TIMELINE SCHEDULE EVENT TYPE Recommended Preparation Time Wedding 3-6 months Parties (birthdays/anniversaries/debut) 1-3 months Seminars/Meetings 1-3 months Conference / Convention ~ Domestic ~ International 6months – 1year 1-2years Organized Tours / Field Trips 1-3 months Concerts 6months and above Festivals 6month-1year Exhibitions / Expositions ~ Domestic ~ International 6months-1year 1-2years Sales Bazaar (â€Å"tiange†, night market) 6months Competition / Contests 6months-1year Sport Festivals 6months-1year SAMPLE TIME ALLOCATION (More Than A Year Pre-planning Activity) Activity Period Announcement date & location 52weeks before the event First press date 24-36weeks Publication 24th week Mailing of brochures 14-18th week Mailing of 2nd reminder 14th week Mailing of final reminder 8-12th week Mailing of final program 2-6 weeks Sample Budget Groundbreaking Ceremony Estimated Expenses Groundbreaking Site Tent 1,200. 00 Chairs600. 00 Banner600. 00 Podium Sign150. 00 Lights150. 00 Flowers600. 00 Shovels200. 00 Subtotal 3, 500. 00 Luncheon Expenses Lunch 12,000. 00 Rental of Civic Center 1,500. 00 Floral centerpieces600. 00 Gifts for dignitaries (6plaques) 2,000. 00 Gifts for guests (60 mini shovels) 1,600. 00 Information kit folders 1,500. 00 Printing of Fact Sheet 650. 00 Podium Sign 150. 00 Subtotal20, 000. 00 Other Expenses Services of Event Planner 10,000. 00 Long distance / Phone300. 00 Printing of Invitations 1,200. 00 Courier charges for invitations500. 00 Delivery of boxes to site500. 00 Photographer800. 00 Sound system 1,500. 00 Event Planner’s transportation600. 00 Rental of van/minibus 2,500. 00 News release 1,000. 00 Subtotal18,900 . 00 TOTAL ESTIMATED EXPENSES42, 400. 00 (taxes not included) Event Planning Budget Form EXPENSES Estimated Actual Site Venue or tent rental______________________ Tables and chairs______________________ Meals and beverages ______________________ Tableware rental______________________ Staging______________________ Audiovisual equipment______________________ Decorations______________________ Flowers______________________ Other: ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ Program Musicians______________________ Speakers______________________ Celebrities______________________ Entertainers______________________ Gifts______________________ Award______________________ Activities (e. g. golf)______________________ Other: ____________________________________________ ____________________________________________ Event Planning Budget Form (continued) EXPENSES Estimated Actual Printing and Promotion Printing invitations______________________ Mailing invitations______________________ Banners and signs ______________________ Printing tickets______________________ Event programs______________________ Name tags______________________ Shipping materials to venue______________________ Advertising______________________ Distribution of news release______________________ Media kits______________________ Long distance telephone______________________ Other: ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ Personnel Event Planner______________________ Staff salaries and benefits______________________ Registration______________________ Photographer______________________ Bartenders______________________ Security staff______________________ Set-up and tear down______________________ Other: ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ ____________________________________________ Event Planning Budget Form (continued) EXPENSES Estimated Actual Travel Airline tickets______________________ Hotel rooms______________________ Ground transportation ______________________ Other: ____________________________________________ ____________________________________________ ____________________________________________ Other Expenses Registration fees______________________ Ticket sales______________________ Sponsorships______________________ Advertising in event program______________________ Other: ____________________________________________ ____________________________________________ ____________________________________________ REVENUE Estimated Actual Registration fees______________________ Ticket sales______________________ Donations______________________ Sponsorships______________________ Advertising in event program ______________________ Other: ____________________________________________ ____________________________________________ ____________________________________________ COSTING OF A BIRTHDAY EVENT Profile: No. of Persons: 50 Time: 7pm-12mn (5hours) Site: Function Rooms 3 – Globe Telecom Plaza AT COST 1. Venue a. Function room rate †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2,300. 00 b. Electricity for 5hours†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 500. 00 c. Parking for ingress and egress†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 100. 00 d. Move-in (refundable)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1,500. 00 4,400. 00 2. Decor a. Balloons and Arrangement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2,500. 00 (free 50balloons/arched shape/2tower) b. Flowers and Arrangement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1, 250. 00 (centerpiece for guests tables & buffet table)3,750. 00 3. Invitations & Giveaways a. Invitations (P25. 00 x 50)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1,250. 00 b. Angels (70 pcs at P23. 00 each)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1,610. 00 2,860. 00 4. Tables and Chairs a. Rent for 6rounds tables†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 270. 00 (for 8persons at 45. 00 each table) b. Rent of chairs (5. 00 x 50)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 250. 00 c. Rent of buffet table (100. 00 x 5)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 500. 00 d. Table Napkin (5. 00 x 50)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 250. 00 e. Chair cover with ribbon (15. 00 x 50) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 750. 00 2,020. 00 5. Audio Equipment a. Rental†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5,000. 00 5,000. 00 6. Food (2 appetizers/ 5 courses / 2desserts/ bottomless drinks-tea/ softdrinks) a. Cost Breakdown 250. 00 rate per person 25. 00 10% service fee 275. 00 x 50 persons†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13,750. 00 13,750. 00 TOTAL 31,780. 00 YOUR COSTS CHECKLIST TYPE OF COST Details Examples FIXED COST Projection Screens, Video projectors, slide projector/OHP, video players(back-up player), preview monitor, LCD for Power point presentation, laser pointer, lectern monitors Sound Speakers, lectern microphones, tie-microphones, CD player, talkback system, mixer cabling, adaptors, music copyright or creation fees Speaker support Design, image production, print proofs, scriptwriting, speaker training, rehearsals Staging Design lecterns, backdrop, steps, dais, furnishings, graphics, carpeting, seating area, special construction, drop banners, room decorations, floor plan, revised lay-outs. Lighting Design, equipment hire, installation, crew, freight and transportation, rigging and de-rigging costs Crew/Staff Get-in crew, on-site crew, De-rigging crew, transportation per diems (allowance for sustenance) for each member, show caller, script assistant, live video crew, lighting director, sound technician, vision technician Fees and Insurance ‘Procedure’s fee, Project fee, contingency for administration cost, equipment insurance Invitations process Cost of advertising, posters, and follow-up activity, flyers, direct mail costs Function Rooms and Contracts VARIABLE COSTS Banqueting Food and Beverages Accommodation Types of accommodations and, inclusions Travel Types of transportations and inclusions Fees Porterage fees, gratuity fees, parking fees, service charges Decors/Giveaways Flowers, candles, souvenir items Insurance Surety bonds, cash bonds, personal accident insurance, travel insurance CONTIGENCY COSTS Contingency for direct costs Contingency for currency fluctuations Peso-dollar exchange rate TYPE OF COST DESCRIPTION LIKELY PERCENTAGE F I X E D C O S T S Production, staging & outside speakers Invitation process, marketing, design Venue Agency fees Signage Security, car parking set-up Cabaret, entertainment Registration costs Utilities (telephone, faxes, e-mail) We weather back-up 35% Production Costs could be as much as 25% of direct costs V A R I A B L E C O S T S Meals, breaks Beverages Accommodation Travel Delegate print Table/room gifts Porterage, car parking per person Late bar drinks Insurance, purchase tax Gratuity Fees 50% CONTINGENCY 10% to cover all contingencies for direct costs Allowance for currency movements (for abroad) 15% TOTAL BUDGET 100% 6. Crisis and Back Up Planning Disasters and crises can range from relatively small (the guest of honor’s plane is delayed due to bad weather) to huge and seemingly insurmountable, like the heavy rains and flooding that tropical storm Ondoy brought in Sept. 2009 . A good event planner will be able to think on his or her feet for the small stuff, and have a solid crisis plan in place for dealing with the biggies. You can’t possibly expect to plan for every type of crisis, but a little advance planning will go along way to ensure that you can handle whatever comes your way. a. Maintenance Emergencies If your event takes place in hotel or convention facility you should discuss emergency plans with the Director of Sales and Maintenance Engineer. They should provide you with a contact at the site who will take care of any emergency or maintenance issues. If your event is being held in a private hall, find out who in their organization is responsible for facility maintenance and ask for someone to be available during your event. In your contact list, keep numbers of 24-hour locksmiths, plumbers and electricians. b. Medical Emergencies When planning a large outdoor festival or sporting event, it is advisable to have first aid personnel on hand for emergencies. Festival-goers may suffer from heat stroke (or hypothermia in a cold location), minor or major cuts, sunburn or food poisoning. It’s a good idea to include in your rental items a tent that can be used to shelter people fro the sun or cold while receiving treatment for minor injuries. Discuss option and get advice from your local ambulance volunteer force or contracted service providers. Be sure to include the local hospital, emergency line and non-emergency police number in your list of contacts. Organizing the Team for the Event Most events are organized through good team (2 or more persons working together) work. It is important that when tasks are allocated within a team the strengths of its members are put to good use. For example, it is no good asking someone to be the secretary who is has little skills in oral communications. The following are the roles that can be adopted in any event: Coordinator Secretary Treasurer Marketing/Promotion **The Number in the Team and their responsibilities will vary according to the scale of the event. It is important that all team members fully understand what their jobs entail and are aware of all the schedules and deadlines that have been agreed. It is much better to have someone in your team who is reliable rather than a â€Å"prima donna† who promises everything and delivers nothing. Planning Contributions to A Team Event Most events are not the result of one person’s work alone. Events are made through the concerted efforts of a group of people or a team who are working for the same general objective ~ to achieve a successful event. Within this team there will be a number of weakness in their areas of work. These skills, strengths and weaknesses should considered carefully when the various jobs within the team are allocated. Each team member will plan their own contribution to the event to be staged. The following details have to be considered: How one’s role in an event can support another’s and can support the objectives of the event How by adopting certain methods the resources available can be used to their maximum benefit What a person should do when something happens and their role does not go to plan Problems that may occur and how they could be handled effectively to try to reduce their impact on the event How staff and customers can be informed promptly and clearly of any changes which may affect them General guidelines for undertaking a role in an event Roles and Responsibilities of the Team The Coordinator (Chairperson) Overseas the Event Liaising with other members of the team Ensures that deadlines are met Raises any problems that may be occurring and finding solutions Chairs meetings of the event committee Ensures that everyone has a fair share of time to raise issues. Voice opinions etc. at meeting discuss issues Makes sure that the agenda for the meeting is covered Resolves any disagreements in the team regarding issues concerning the event through voting The Administrator Deals with correspondence, letters and other forms of communications Produces minutes of committee meetings Assist other members of the team with administrator The Financial Controller (Treasurer) Overseas all financial transactions Records financial transactions Holds the cheque book Sets-up a secure system using money available Produces income/expenditure accounts with receipts and others clearly documented Designs procedures for the secure holding of income before, during and after the event Ensures that the event meets the budget set The Publicity Officer Promotes the event Organizes promotional materials (ads, leaf- lets, brochures, flyers, etc) according to the scale of the event Liaising with outside agencies (eg. Local newspaper companies, radio/TV stations, etc. ) Organizes press coverage of the event The Facility Officer Finds and organizes the venue Organizes special tools and equipment needed in the event such as lighting fixtures, sound system etc Arranges for security Arranges for parking Arranges toilet facilities and waste disposal **Though each team member has his own set of res- ponsibilities, it is imperative that he communicate effectively with the others so that problems (should they arise) can be highlighted and dealt with as effectively as possible. After the Team has been organized, the following details will now be covered: Reason/s for holding the event Objectives to be attained Your target beneficiaries/market Period to hold the event Identifying the best site to hold the event The cost of the event including budget allocation The selling price of the event (per person/ per total package cost) The financial goal of the event ~ To raise money To make a profit To cover costs of the event A time-scale of how different tasks to be planned and implemented The need for good team effort, sticking to budgets and using resources available to their best advantages Efficient uses of communications between members Effective publicity Contingency plans Strategy for dealing with customers A good working environment friendly, support, etc Feedback to all contributions on the outcome of the event 3 PHASES OF EVENT MANAGEMENT 1. Pre~Event Phase (Preparation of Materials) Organization of the Team Venue/Site Selection Food Requirements Equipments & Tools Preparation of Materials Decors/Artwork Communications & Proposal Promotions Schedule of Activities (Program) Costing and Design 2. Actual Event Phase (Implementation & Administrative Stage) Production of Materials Needed for the Event Promotions Rehearsal/ Final Briefing Decorations Registration The Output Security Participant’s Evaluation 3. Post Event Phase (Disposal Stage) Egress Evaluation Profitability of the Event Building your Budget Defining the budget is the first major challenge an event organizer faces as eh plans the event. An experienced organizer will know whether the budget is sufficient to do the job to the standard expected. Depending on the event you are organizing, compile a checklist of all costs that will be incurred in making the event happen. Classify costs accordingly: Fixed Costs Variable Costs Contingency Budget CO-PRENEURS OF AN EVENT ORGANIZER 1. Hotels and Other lodging Facilities 2. Travel Agents/Consultants 3. Caterers/ Food Establishment 4. Airline Companies and Other modes of Transportation 5. Artist 6. Audio/ Visuals Consultants 7. Other events specialist (wedding planner/meeting Planner/tour planner) 8. Entertainers/Talents 9. Professionals and consultants, EVALUATING THE EVENT Evaluation of any event is concerned with the feedback from the event – not just from those who organized or staffed the event but from anyone who played a part in it. This could include: Staff Organizers Clients/Visitors Volunteers Sponsors Officials And other co-preneurs of the event planner When an event is planned the purpose of the event is clearly defined. It is against this that the event should be evaluated. Evaluation does not just take place at the end of an event. It is an ongoing process which occurs throughout the event. During the planning stage everything to do with the event is monitored and if any problems appear, adjustments have to be made. It is through this process that the event is finally stage and organized to meet the objectives of the event. **The opportunity to review and evaluate the event is important as a learning exercise. If the event is to be stage again in the future it is an invaluable help as the thing that went well can be repeated and those things that were not too successful can be changed next time. GENERAL GUIDELINES FOR EVENTS BE PREPARED. As the Scout motto says! Good preparation is the foundation for a good event. If the team as a whole are well prepared this will set the tone for the event. BE CLEAR ABOUT YOUR OBJECTIVES. Make sure that the all team fully understand what is to be achieved by the staging of this event. If all team members are will informed, everyone will be working towards the same goal. WORKS AS A TEAM. Any good team builds on the strength of its members and is supportive and helpful to each other. To operate effectively the team should meet on a regular basis and be able to communicate with each other with relative and be able to communicate with each other with relative ease. A good team has a good team leader at its front. This team leader should be a good motivator who can generate enthusiasm and perseverance. REMEMBER CUSTOMER CARE. A smile of welcome costs nothing and will affect the way visitors feel about the event. Remember, even if your stand/ job in the event isn’t very busy do not sir around looking bored and uninterested – this is sure to put potential clients off. Try to be alert, ready for action and enthusiastic at all times. If clients enjoy the event they will come back and tell their friends. BE RECOGNIZABLE. More and more teams in organizations are adopting their own uniforms. These help the visitors as it makes the staff immediately recognizable from the clients. When you stage an event you should consider adopting a uniform for all the staff involved in the event. This does not have to be complicated or expensive . For example, the team may decide to wear black trousers and a white T-shirt. These are items of clothing that most people have in their wardrobes. Plain colored T-shirts are relatively inexpensive to purchase. You may have the name of your event on the front, or local screen printer would do this at a small cost. This creates a good image for the visitors of the event and is something the rest of the team can keep to remind them of the event in the future. KEEP TO SCHEDULES. Reliability, both within the team and within the event itself, sis important. The team should make sure the all deadlines are met if it is at all possible to do so. Punctuality should be important for all team meetings etc. If someone is always late for a meeting it is unsurprising that other team members act on their knowledge and turn up, not at the start time of befo