DorlandHealth

Planning a successful event can be an overwhelming experience. Where do I start? How do I budget? What type of location? The list goes on and on. Whether you are charged with developing an event independently or with a committee, consider these items to help you navigate through the initial development process.

What is the reason for the event?

Do you want to discuss workflows, a common topic, or diverse areas? Does your audience have learning needs? Or is it a combination of various items? Answering these questions will help you develop a good base to move through the process. If the reason for the event is not clear, readdress those who are requesting an event. Without direction, planning and marketing the event will be a ponderous ordeal.

Who is the audience?

• Who should come to the event and how many?
• Do they need continuing education hours?
• If so, what certifications apply to them?
• Where is most of the audience traveling from?
• What type of travel issues could they encounter?

Determining your audience will set the stage for the type of venue needed, the registration fees that may apply, the marketing strategy, catering, continuing education needs, and many other aspects of planning.

Where should the venue be located? Determining the foremost reason for the event and the aspects of travel can help narrow down the best location. As other planning processes unfold, the additional criteria will help you successfully determine the most appropriate venue for your event.

Meetings
Two to 30 people who have business items to discuss. Discussion may center around strategies, workflows and ideas. The meeting takes place in one room and can last any amount of time.

Seminars
Thirty or more people who have one major content item. Commonly held for training purposes. Can last two to four hours. RETREATS Thirty to 100 people who generally meet in a location away from the work site. Discussion is business-development related.

Summits
From 100 to 400 people. These events focus on idea-sharing and networking with exposure to learning opportunities. Attendance is typically management- level. One to two days in length. May utilize an exhibit hall.

Conferences
Upward of 100 people. Duration can range from a day to a week. They are developed for people with a similar interest (i.e., a case management conference). They tend to offer many sessions during the event with several facilitators. May utilize an exhibit hall.

Why develop a theme?

A theme is the title of the event. It typically is developed to support the reason for the event. Sometimes themes are developed from the message a CEO, executive or board president would like to portray a particular charge. Keeping the theme short helps people remember it. You may choose words that help attendees visualize the event’s concept (for example, Bridging the Gap as a theme for an event regarding communication styles between management and staff).

Why develop event objectives?

Objectives support the need for the event. Three to five objectives are sufficient for the event overall (if applying for continuing education hours, each session will need objectives in addition to the overall event objectives). Objectives should be action verbs that support what the participants should be able to do once that event has concluded. For example, such words include “understand,” “list” or “describe.”

• What is your budget?
• What determines your budget?
• Is there a pool of money available?
• Is the budget decided once every year?
• Will revenues gathered from the event pay for the expenses?

Once these areas are investigated, assess the financial abilities for other entities to assist you. Determine appropriate sponsors (for example, a medical device company is a candidate to provide sponsorship for sessions that address paraplegics).

Whatever your budget, you will need to sit down and calculate all of the expenses to help determine what revenue means you need for the event. Items to take into consideration are: Audio visual equipment needs, Catering (food, drinks, service charge, tax), Continuing education application fees, Electrical needs, Entertainment, Exhibit hall (design, booth fees, decorations, etc.), Hotel rooms, Internet usage, Location/meeting space fees, Marketing (promos and email), Printing (handouts, agendas, etc), Speakers (honorariums and reimbursements), Staff travel, and Technician and labor charges.

Or seek sponsorships that can enhance the participants’ experience at your event and allow logo and company name exposure to your audience (a sponsor for the breaks, for example).

Once you have determined the diverse factors above, you are well underway to the makings of a successful event.

Denise Flake, the director of education and events for Case Management Inc. (CMI), has more than 20 years of meeting and event-planning experience. At CMI she coordinates and oversees more than 50 national events annually, with audience ranging from 30–2,700 people for health care associations and companies. [ This e-mail address is being protected from spambots. You need JavaScript enabled to view it ]