Though each event is unique, we generally include tasks for each month leading to four months out from the event day. Once inside of four months, we move to weekly tasks until two weeks out from the event. Finally, we list daily tasks through the day of the event and beyond. We meet regularly as a committee to ensure each team member is completing their tasks. We share this time- line with the “client,” who are the partners at our firm, so they know the plan, too.


5. SELECT INVITATION/RESPONSE METHOD


Invitations come in all sorts these days. Internally, sometimes a simple Outlook calendar invite does the job. But, occasionally, we need something more upscale with responses coming from be- yond our internal network. We’ve used online resources and tra- ditional paper invitations. Discuss among your committee which is best for your specific event.


Generally, we go with paper invitations for client events with an electronic RSVP mechanism. For others, we go all electronic. When electronic platforms are used, we generally send two re- minders to non-responders; one is sent seven days before the RSVP date, and one more 48-hours before the RSVP date. With today’s busy schedules and inundated email inboxes, it’s easy to lose an invite in email.


6. BRING ON THE VENDORS


Echoing tip number one, this one is purely for the vendors you absolutely cannot plan an event without. Take recommendations from friends and colleagues, read reviews online, and use Mid- Atlantic Events Magazine as a resource - including contacting publisher, Jim Cohn. He’s helped us with his personal touch and wealth of knowledge several times - and he’s always happy to help.


For venues without catering, you’ll need a food and beverage ven- dor(s). I recommend doing a tasting. The quality of the food makes an event. Don’t leave it to chance. Other vendors may include florists, entertainment, and photographers, car service, etc. Use YouTube and other online resources (when the vendor is not local) for reviews or to see how they work. If they are local, insist on an in-person visit. Knowing what you are getting in advance mini- mizes surprises and eases your team’s stress levels.


7. ASSIGN DAY-OF EVENT RESPONSIBILITIES


Our team subscribes to the divide-and-conquer technique. We give each team member a vendor and/or task to manage the day of the event. For example, I may have the responsibility to make the name badges and to be the caterer’s on-site contact. Another


team member may be the bar staff’s contact and responsible for ensuring all guests get their take-away gifts. These tasks and as- signments are all laid out on our checklist and the team member has been the vendor’s contact from the beginning. Texting each other during the event for frequent check-ins works well instead of cumbersome walkie-talkies or headphones, and it’s much less conspicuous.


8. POST-EVENT ASSESSMENT


The event is over, and all looks like it went well. But it’s not done yet. Now, it’s time for the committee to meet and debrief. Go over what went well and what could have gone better. Use the feed- back to modify your checklist for the next event, change roles of the team, discuss vendor issues (if any), and begin any follow-up activity. Invite the client into the meeting to hear their feedback, as well. Hearing the assessment from the guests’ point-of-view is more valuable than you can imagine. They often can see things you can’t.


LAST, BUT NOT LEAST, GIVE THE PROPER ACKNOWLEDGEMENT TO THOSE WHO HELPED MAKE IT HAPPEN.


Do this in as public a way as possible. It’s very important to rec- ognize them, for if all jobs were done well the guests didn’t even know you were all there behind the scenes making the magic happen.


There you have it; our system for developing and managing events. I’ll circle back to the beginning where I said I am not a meeting planning professional. Like many of you, I am a member of my company’s administrative/operations team who is respon- sible for planning events. My hat is tipped to the certified profes- sionals who do this every day, all day. It’s a monumental undertaking to be responsible for hundreds or thousands of peo- ple to be kept happy and not notice all the behind-the-scenes ac- tivities that make an event a success.


For those without training or certifications, like me, the key is to plan for and anticipate every possible outcome - both good and bad. Having a checklist is a great way to ensure you cover most bases. And, if you feel you can’t pull it off with your own re- sources, you can call a certified event planner to make it happen for you.


Eric R. Elmore is the Marketing Director at Drucker & Scaccetti, a boutique tax consulting firm in Philadelphia and a long-time subscriber to Mid-Atlantic Events Magazine.


Mid-Atlantic­EvEntS Magazine 77


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