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Evaluation of professional events management skills developed (written in the first person)

I (Warren) feel that through this module and producing the Superbasket event for its completion has taught me the skills needed to pursue a career in curating live events, much like I anticipated from the course (Sheffield Hallam University, 2014). I also feel that this module, by being set the task to curate, manage and market our own event has significantly increased my employability (National Union of Students & CBI, 2014, p. 13). Especially as I learnt knew not only new event management skills, but skills which are transferable to many areas of business, including: teamwork, problem-solving and communication.

The national careers website which is run by the government lists Event Manager as a career with the following skills required: “excellent organisation, good communication and budget awareness” (National Careers Service, 2014); all three are practises which I developed during the execution of Superbasket.

During the module; I felt that my organisation skills greatly increased. Working with a live event enlightened me of the importance of being prepared for an event. The more organized one is prior to an event, decreases the level of uncertainty and likelihood of discrepancies at the live event (Shone & Parry, 2004, p. 191). This was applied to Superbasket during the final days before the day of the event when we had finalized minor details which brought about stability to the event.

Finally I believe that through hosting Superbasket my programme-budgeting skills have greatly improved. Working towards the budget parameters set by the client/money assigned for the project is in-demand as clients are often reluctant to commit more fiscal assets than originally planned (Allen, 2002, p. 53). This came to light during Superbasket during the phase where ticket sales were zero; and realized that we were spending money we didn’t have for the project. It was at this moment that we decided we required to generate income to pay the costs. We stripped back the costs and hosted the aforementioned stalls where we sold raffle tickets and confectionary items. This created a cash flow for the project.

This method of learning is a pro-active example of experiential learning, where the learning is generated by experience of executing a specific action (Itin, 1999, p. 91). Beard and Wilson describe that experiential learning in management disciplines is an immersion in the subject matter in which the learner reflectively engages (2010, pp. 16-17). Throughout the live event module, we, the students were exposed to real world event management as we conducted our own event.

References

Allen, J. (2002). The Business of Event Planning . Ontario: Wiley.

Beard, C. (2010). The Experiential Learning Toolkit: Blending Practise with Concepts. Sheffield: Kogan Page.

Itin, C. (1999). Reasserting the Philosophy of Experiential Education as a Vehicle for Change in the 21st Century. The Journal of Experiential Education, 22(2), 91-98.

National Careers Service. (2014). Events Manager. Retrieved from National Careers Service: https://nationalcareersservice.direct.gov.uk/advice/planning/jobprofiles/Pages/eventsmanager.aspx

National Union of Students & CBI. (2014). Making the most of your time in higher education. Working towards your future.

Sheffield Hallam University. (2014). BSc (Honours) Events Management. Retrieved April 27, 2014, from Sheffield Hallam: http://www.shu.ac.uk/prospectus/course/648/

Shone, A., & Parry, B. (2004). Successful Event Management (2nd ed.). London: Thomson.

Critical analysis of event design using models and relevant literature / industry examples

When criticizing Superbasket it is helpful to compare it to other similar events; to contrast both events successes; and set new objectives so that Superbasket can strive to the echelons that other events and businesses have reached.

To the author, Soccer Aid is the leading competitive sports for charity event in the world. In 2012 the event raised £4million for UNICEF, which works towards saving and improving the lives of children from disadvantaged backgrounds/countries (UNICEF, 2012).

Slam Dunk Events believe that the work of soccer aid is the gold standard in the third-sector sports industry. Needless to say; SDE is currently so way off of this level of work. However Soccer Aid can work as a prime target to emulate for future development. When reaching this level of success the event can pull in the resources of high profile celebrities to participate within the event, which generates interest and intrigue from the general public (Deans, 2012).

More comparable examples include charity basketball events organized for Southampton Hospital and Comic Relief. Both of which raised in excess of £1,500 (each) for their selected charities (Guymon, 2013; Ireland, 2014). Figures astronomically higher than the first Superbasket had raised for its charities. Herewith the first noticeable difference between the two example events and Superbasket. They had raised for one charity, exclusively.

This can be said to be a criticism of Superbasket; that not focusing on the one charity – it had a saturated and muddled vision. The three aforementioned which raised significantly more were clear and concise with only one charity benefitting from the proceeds. The singularity of the charity will have allowed the event to become more connected and associated with the event; henceforth exposing the attendees in greater fashion to the event and its work.

It is also a criticism of Superbasket that its scheduling clashed when the desired demographic of student basketball players (based in Sheffield) were away in London playing at a BUCS tournament; as all four university teams (both genders from both universities) had qualified during the regular season.

References

Deans, J. (2012, May 28). Soccer Aid tackles Baftas with 4.5m viewers. Retrieved 30 March, 2014, from The Guardian: http://www.theguardian.com/media/2012/may/28/soccer-aid-baftas

Guymon, B. (2013, September 14). Charity Basketball Event's fundraising page. Retrieved March 29, 2014, from Virgin Money Giving: http://uk.virginmoneygiving.com/fundraiser-web/fundraiser/showFundraiserProfilePage.action?userUrl=charitybasketballevent&isTeam=true

Ireland, B. (2014, March 14). Staff take on students in charity basketball game for Sport Relief. Retrieved April 22, 2014, from Nottingham Post: http://www.nottinghampost.com/Staff-students-charity-basketball-game-Sport/story-20812415-detail/story.html

UNICEF. (2012, May 28). England wins Soccer Aid. Retrieved March 30, 2014, from UNICEF: http://www.unicef.org.uk/Latest/News/england-win-soccer-aid/

Meaningful use of empirical evidence from various stakeholders

Superbasket was experienced by a multitude of different stakeholders including: players, spectators, sponsors, venue-officials and of course the organizers. All of which had different expectations of the event and more than likely all took away different experiences (Getz, 2012, p. 209).

After and during the event, the Slam Dunk team conducted market research with a manner of different stakeholders. Unfortunately no official records of these conversations survives; however serving from memory of the team – herewith the general concepts of these conversations; which serves as empirical evidence.

When speaking to the venue manager, Loraine Gayle after the event, Loraine praised the event – and stated that she would “do business with Slam Dunk Events again” and generally honoured our business etiquette.

When speaking to attendees, they generally valued the individuality of the event and enjoyed watching basketball as entertainment – something a few attendees had not done until Superbasket.

When in discourse with players; they praised the light-hearted nature of the event; exclaiming that other basketball events can be “too serious” and that Superbasket was a fun concept; which enabled them to “have fun and do something good” for the respective charities.

Other feedback from stakeholders was accumulated through the post-event evaluation study. When asked what they enjoyed about the event, the study received such answers as: “able to get a good competitive, but friendly game” and “it was unique, something I wouldn’t normally do”.

References

Getz, D. (2012). Event Studies (2nd ed.). New York: Routledge.

Particular strengths of the event realistically identified

After the event was conducted SDE can identify the strengths of the event:

The strong social media campaign which generated interest in the event.

Non-admission sales were particularly strong generating £100+ in revenue.

Strong atmosphere created by passionate basketball players and enthusiastic crowd.

Successful in several of the objectives set.

#strengths

Financial aspects are clearly analysed

In this post, the author will run down the financial aspects of the event to his understanding. Throughout the project all of the team members realized the importance of working to budgets; and careful planning should be used when allocating financial resources (Allen, 2000, p. 14).

From the table displayed above; it is apparent that venue was the biggest cost to the Superbasket event. Whilst Sheffield has a love for Basketball (proved by market research) this is not married with the amount of sport-specific venues within the city. Therefore choices were limited to a few options.

Initially SDE were involved in talks with the Ponds Forge organization and flirted with the idea of hosting the event there; however these talks came to an abrupt end when the venue prompted the figure of: £1,700 for venue hire – which was astronomically out of the project’s financial parameters.

Primarily the firm did not want to pay for the venue; and did not anticipate doing so as the board felt that any venue organization would want the prestige and good press of donating its venue for free for the benefit of charity. This proved to not be the case as All Saints Sports centre instead charged SDE a ‘reduced rate’.

The first batch of posters were printed at Mail Boxes etc., where the printers were printed professionally on a glossy style paper. This practise proved to be too expensive; and further posters were printed using a Sheffield Hallam University resource which was free of charge.

TPG-Films charged SDE £25.00 for the film created. The film can be found on this site.

Miscellaneous costs contains such sundries as bus fare tickets to the event venue, petrol costs, ingredient costs for the cakes created especially for the experiential marketing stands.

6 teams entered the event, generating £30.00 for the event. Whilst teams entering and competing was supposed to be the main focal point of the event, it was actually joint last in the income streams behind raffle ticket sales and spectator entries for income generation.

The raffle ticket sales were the most popular source of income selling around 80 tickets, generating over £100 towards the event.

*these are approximated and averaged figures, as cakes and raffle tickets were not sold at uniform prices.

Herewith the result of the total standings. Overall the event was in profit by £59.65; which was donated between both charities.

The author however feels that this figure could have been higher; and significantly so – whilst not blaming any member specifically; it is a belief between some group members that the miscellaneous costs were needlessly high due to one group member claiming a lot of expenses from the business; including a £10+ receipt for confectionary items.

References

Allen, J. (2000). Event Planning. Ontario: Canadian Cataloguing.

Clear definition of roles within the team

Teams operate where each member has set responsibilities and roles; whilst the individual prowess of each player is important – however it is how the team members gel and work together which is of paramount importance to the success of any team-based project (Belbin, 2010, p. 97). Throughout the duration of conducting Superbasket, Slam Dunk Events remembered this concept by Belbin – and made it a maxim that was worked towards.

Working towards this concept, each member had their own roles – however reported back to the group with their progress. Using theories constructed about teamwork each member was assigned a tasks that played to strengthens of the individual to capitalize efficiency and maximize the success of the group (Ross, 2012).

Warren, announcing at Superbasket on the microphone.

The author, Warren Smith was primarily the marketer of the group. Warren generated a lot of the marketing resources; this included designing the poster and all other artwork associated with the brand and the event. Warren also created and managed the social media sites including the Facebook, Twitter and Eventbrite webpages.

Warren also used is charisma and natural exuberance to host the live event, making announcements of the fixtures, drawing the raffle and verbally delivering information about the two charities. Warren was also present at one of the experiential marketing events.

The initial idea of a basketball-themed event was prompted by Warren as he had watched the 1996-Looney Tunes motion picture, Space Jam the night before a group meeting. Warren also took the lead in the early developments of the event, securing the All Saints Sport Centre as a venue.

Warren also held the most communication with both charities, conducting on-site visits to both offices of TCHC and CCC.

In addition to these facets, Warren also secured the services of TPG-Films who created the video footage which can be found on this website.

William Mooring created the event design; and the league and scheduling system. William secured sponsorship from Decathlon. The sponsorship from Decathlon provided Basketballs to be used at the event. William also procured the disc jockeys who featured at the event.

William (at the table, middle) keeping score of the game in progress at Superbasket.

It however must be noted that William was not a team player within group. William missed several meetings, did not reply to any correspondence for around 11 days; and generally was hard to motivate to work at a proficient level.

During the event William served as the time and scorekeeper of the games whilst they were taking place.

Pawel Blaszczyk was the official Slam Dunk Event accountant. Pawel looked after the budget; and continually created budget forecasts as new financial information about the project emerged. This allowed the whole team to see the break-even point; and speculate how we would achieve it.

Pawel (at table) registering a team into the Superbasket at the entrance of the venue.

After Warren had initially made contact and secured the venue, Pawel became the new contact conducting discourse between Slam Dunk Events and All Saints.

Pawel also conducted the post-event evaluation study; which provided information on how the event was perceived.

During all of the meeting, pre and post event – Pawel was the team member taking down the minutes; therewith constructing the agenda for the next meeting. During the event Pawel was the first contact for attendees as they entered the venue; registering teams and collecting payment.

After the event, Pawel assumed the financial responsibilities – of paying the stakeholders and donating the remaining money to the two charities.

Zeana McDonald was the primary team member conducting discourse with corporate sponsors who supplied prize items for Superbasket. Zeana secured a working relationship with several businesses.

Zeana (right) during the shutdown of Superbasket in the main hallway of the venue.

Zeana also played a major role in the generation of the experiential marketing stalls, promoting the event to people; as well as baking confectionary goods to be sold at the stalls.

Zeana also completed the risk assessment for the event; which detailed the action to be taken if anyone injure themselves during the event. In addition to this, Zeana was also the recognized first aider at the event.

References

Belbin, M. (2010). Team Roles at Work (2nd ed.). Oxford: Elsevier.

Ross, J. (2012). The Legends of Wrestling. (G. Okerland, Interviewer) WWE. USA Network. Retrieved from http://www.youtube.com/watch?v=vIJtBZyYcdY

#team roles

Inviting, professional overview of the event

Herewith an inviting & professional overview of Superbasket.

6 teams participated in the inaugural Superbasket event.

Around 15-20 spectators attended the Superbasket event.

Each team played two games in a miniature league; culminating in a grand finale – where the best two placed teams played off for the title of Superbasket winners and the grand prize.

As well as the event, there were two mini-events which worked as promotional drives (experiential marketing) for the event. These were hosted by two members of Slam Dunk Events. These mini events ran throughout the working day on campus at Sheffield Hallam University. These miniature events took the form of a stall located within the Stoddart Building (Sheffield Hallam City Campus).

The stalls had information about the Superbasket event; and the human resources on-site at the stall were available to answer any question(s) potential attendees. The stalls also had forms where people could register their interest in attending the event.

The event experience itself recreated an American sports tournament. Featuring a disc jockey whom created an atmosphere whilst the games were being played; the event was hosted by a compère who was part of the Slam Dunk team.

Video footage was recorded by TPG-Films (video embedded on the blog)

The primary objective (all of which are listed below in full detail) was to fundraise for the charity. The income generation to fundraise for the event was initially from the sales of admission to Superbasket.

However funds were also raised at the aforementioned stalls through sales of confectionary items, donations and selling raffle tickets. (The raffle was drawn at the Superbasket event)

The event received sponsorship from several companies as they donated items for Slam Dunk Events to use as prizes for the event. Such companies included: Lush, Bloo 88 and Cuba de Revolucion. It is also noteworthy that the event was sponsored by Decathlon whom provided the balls for the event.

#overview #showcase #event

Realistic critical analysis of the level of achievement

When discussing achievement of the event; Slam Dunk Events believe it is necessary to refer back to the four primary objectives; and critically assess the achievement of Superbasket through the progress of these objectives.

Objective 1: Raise at least £25 for each charity through conducting the Superbasket event.

This objective (noun) is the most objective (adjective) of the four, as it can measured in a black and white fashion of success or failure. After the event was conducted and all the creditors were reimbursed and overheads paid, the event had raised a grand total of £59.65 to share out between both charities (roughly: £29.82 each). Therefore the event had been successful in this objective. The event had overachieved as it exceeded its financial target by 19%.

Objective 2: Increase awareness throughout the Sheffield Basketball scene about the work of both charities; by informative materials being presented throughout the course of the event lead-up and execution.

After studying the results from the post-event evaluation study, the awareness of the charities can be measured.

In question 3, participants were asked whether they had prior knowledge about the two charities.

The findings illuminate that 40% of the attendees didn’t know about either charity; whilst 60% did know about them however only knew ‘a little’ about them and the work they do.

However after the event awareness had increased:

After the event 40% of the attendees felt that they knew ‘a lot’ about the charities; a dramatic increase from the 0% prior to the event. Another 20% felt that still knew ‘a little’ about the charities and desired to learn more; whilst 40% still felt they did not know, or learn about the charities whilst at the event.

The results from this are inconclusive; whilst awareness amongst those whom already knew about the charities may have increased; still 40% of attendees felt they didn’t learn anything about the charities.

It is the belief of the author; that technically the objective was achieved but in a shallow fashion and awareness could have been raised much more dramatically.

Objective 3: Promote the popularity of Basketball amongst the contemporary Sheffield student demographic.

Unfortunately during the planning process of Superbasket, it was announced that pre-existing student Basketball following would not be local to Sheffield on the date of the event. This was due to both Sheffield Hallam’s and Sheffield University’s basketball teams (of both genders) participating in a BUCS tournament in London on March 15th, the same date as Superbasket. This took away the opportunity to collaborate with the current Sheffield-student populous which play basketball to develop and build on the following.

After finding out that all four teas would be absent for the duration of the event, the physical marketing became more student targeted. Posters advertising the event were predominantly placed within University buildings.

This objective level of success is inconclusive. Directly after the event, interviews took place between the organizers and some of the participants at the event. A group of Sheffield Hallam students said that the event and the charitable causes had encouraged them to play Basketball again. This suggests that the event had a positive impact of the popularity of Basketball within the Sheffield student demographic. (Transcript found within the appendix). However one set of students does not constitute sufficient evidence to make such conclusions.

Objective 4: To engage the charities in new and innovative fundraising events; atypical to the status quo of their usual techniques.

Studying websites of both charities, specifically their fundraising pages; the charities curate several events including book signings, bake sales and art galleries (Cavendish Cancer Care, 2014; The Children's Hospital Charity, 2014). Both are quite distant from Slam Dunk Event’s event. Whilst CCC hosts a multitude sports-themed fundraising activities (Cavendish Cancer Care, 2014), most of which fall short of a competitive element. TCHC plan to hold a charity golf competition in the near future with a slight level of competitive nature; however entry to the event this exclusive as the cost of admission is the bold figure of £220 (The Children's Hospital Charity, 2014).

It is therefore the opinion of the author that the Slam Dunk Events were successful in creating a new, unique and innovative event to fundraise for the charities. This is ratified by the charities current event remit. Superbasket stands alone as the only competitive, accessible and urban sports-led event that either charity execute.

Critique of evaluation study.

Using meta-analysis, the author can critique the construction of the evaluation study. Let it firstly be known that the evaluation study was in no way generated by the author and instead was the work of a colleague.

The respondent rate is incredibly low; with only five respondents for the whole survey. This prompts the notion that the post evaluation survey is of limited use; and cannot be used comprehend any judgements of the evaluation of the event with any jurisdiction.

The author also believes that the questionnaire is of poor quality and made completely wrong. The questions are phrased in an informal and unprofessional manner. Some of the questions could be considered leading; and most of which do not generate enough data. There is also a spelling mistake; which continues the unprofessional theme throughout.

All of which culminate in a poor questionnaire; which is highly inefficient. Whilst research argues that questionnaires are indeed effective when collecting data based around sporting events (Jørgensen, et. al., 2013, p. 655); however this research complies with the brusque and sarcastic article: “How to complete bad research in 10 steps”, the questionnaire seemingly has no set motives and had specific driven ambition to attain any precise information, is arduous and long which more than likely dissuaded people to complete the questionnaire (resulting in the high attrition rate) and the research only uses the questionnaire method; which predominantly only generates quantitative data. When it is well established by research industry figureheads that having a plethora of both types of data (qualitative and quantitative) complements and greatly strengthens the research and of the validity of it (Veal, 2011; Libresco, 1988, p. 4).

Appendix:

Interviewer: Hi Guys, I’m reporting for Slam Dunk TV – and I’m currently with team E.M.B. who have just competed in the first ever Superbasket event, how do you guys feel?

JJ: Yeah… Great, exhausted but great.

Interviewer: So how does it feel shooting hoops for charity?

AP: Yeah… like always been into… basketball, but never get much chance to do it, being a student and all. So it was nice to do something I enjoy for charity.

JJ: Totally agree man, like never get the time to do it on a frequent basis anymore – but love playing ball; the fact its for charity; and its open to all abilities is a real cool perk. I’m outta practise!

Interviewer: Cool. Thanks guys; and hope to see you at Superbasket II!

References

Cavendish Cancer Care. (2014). Supporting Cavendish Cancer Care. Retrieved April 20, 2014, from Cavendish Cancer Care: http://www.cavcare.org.uk/get-involved

Jørgensen, M. E., Sørensen, M. R., Ekholm, O., & Rasmussen, K. (2013, October). Importance of questionnaire context for a physical activity question. Scandinavian Journal of Medicine & Science in Sports, 23(5), 651-656.

Libresco, J. D. (1988, January 4). Do bad research, in 10 quick and easy steps. Marketing News, pp. 4-5.

The Children's Hospital Charity. (2014). Hallowes Golf Day 2014. Retrieved April 28, 2014, from The Children's Hospital Charity: http://tchc.org.uk/hallowes-golf-day

The Children's Hospital Charity. (2014). Latest news. Retrieved April 24, 2014, from The Children's Hospital Charity: http://tchc.org.uk/news

Veal, A. J. (2011). Research methods for leisure and tourism: a practical guide (4th ed.). New York: Financial Times Prentice Hall.

#superbasket #objectives

Appropriate event objectives, properly explained

Slam Dunk Events conducted the Superbasket event with the premises of achieving four primary objectives. Herewith the objectives in short, long and an analysed fashions. All of the objectives worked using the SMART technique, ensuring they were specific, measurable, achievable, realistic and timely. These event objectives were set to allow Slam Dunk Events to critically assess whether the event was a success or not after the event (Thomas, 2011). With these objectives in place SDE will be able to clearly see whether the event was successful; by measuring the achievement of its objectives.

Raising at least £25 for each charity through conducting the Superbasket event.

This objective relates directly to the financial assets raised for the two charities. It was the goal of Slam Dunk Events to raise £25.00 for each charity (Sheffield Children’s Hospital and Cavendish Cancer Care), and therefore to generate a total of £50.00 shared between both charitable organizations. This objective was set at this somewhat modest figure after initial low ticket sales; and was a realistic and timely target with the time available.

By setting a specific figure on the monetary goal, it allows the objective to measured and henceforth provide a clear success or failure of this objective.

Originally it was felt that the event could raise more funds for the charity however as time went on, it was apparent that income revenues were not as expected. Therefore the objective-figure was reduced to a more achievable target.

Increase awareness throughout the Sheffield Basketball scene about the work of both charities; by informative materials being presented throughout the course of the event lead-up and execution.

This objective specifically tackles the profile (and alertness) amongst Sheffield Basketball scene about the two chosen charities. The marketing strategy would incorporate the charities at almost every juncture, giving them exposure. This included having the charities branding logos on the posters and present on viral marketing. This objective will be measured through the post-event evaluation survey.

Promote the popularity of Basketball amongst the contemporary Sheffield student demographic.

This objective concerns the popularity of Basketball amongst the student populous of Sheffield. This objective was measured by judging the audience demographic at the live event and within the post-event evaluation survey.

To engage the charities in new and innovative fundraising events; atypical to the status quo of their usual techniques.

This objective’s cause was to charter the charities fundraising with innovation and deliver an event which differs from the current remit of the charities activities. This objective encouraged the team to be innovative as well as creative in the event design. This event objective will be measured by researching the charities existing fundraising activities.

References

Thomas, J. (2011, March 1). Events must set clear objectives. Conference and incentive travel, p. 16.

#objectives

Herewith the video footage as created by TPG films.

#Showcase

I have just secured some video footage coverage for our event!

The group meeting got a little bit heated yesterday. A bit like the video with this post. Basically one member hasn't been listening to the rest of the group and hasn't grasped the concept of the event. That's really really annoying. I hope they havn't been listening, because if they have - they are just stupid. Got quite heated. Although, generally I think this group member is incompatible with the rest of the group. I would say I'm an ENFJ (personality type)... and I would say the disruptive group member is a ISTP. The complete opposite. Heads clash. Especially when lines like: "It was your guys idea, I don't know about basketball"... How about saying something then, when we made the decision then? Useless. Other than that, we've started marketing. The poster is designed, the Facebook is running and the twitter is tweeting. Isn't that grand? We're printing posters later this week. Unfortunately nobody has bought a ticket yet... Marketing might have to step up.

26.01.2013 - Slow, Arduous and ... another synonym.

This entry describes how The Warren feels about the current progress and the change in concept to the event.

Well... Two teams out. The Hatters won't do it and the SHU team won't do it. Isn't that a royal pain! However, this is why we have contingency plans in the events industry. Now, instead of having one game, we are going to host a tournament for 3-a-side teams.

People will be able to sign up - and it'll be great; they'll be a prize and such.

Initially I wasn't keen on the idea - but I guess after sleeping on it, I warmed to it. The thing is, we could of probably got another two teams in, alas - they would of been lower calibre to the ones we had. Therefore wouldn;t be able to attract the same sort of audience figures.

SO this way, our audience = participants, they are the same entity. They will pay to take part. It'll be grand. I'm currently designing all the graphics for it. It'll be sweet.

20.01.2013

This entry looks at the reaction of The Warren at the day's events concerning the development of the event.

Today was alright. As a matter of FACT: today was great. Yesterday sucked for this project, the event manager was unhelpful - and generally negative. Today we spoke and found that she had doubled her price as The Hatters would not be involved. Which kind of sucks, that your rates are so favourable just because we wanted to use your favourite team.

Although after discussion at length with the group we decided that we could still make the money for the venue costs through ticket sales and prior fundraising.

FUNDRAISING. Now that's a topic that we've shied away from until now. It was only today that we went into several venues and asked them about putting on some fundraising type events. We visited 4 venues, 3 of which were very keen on the idea - and told us to mail in with a proposal. So I will be doing that tomorrow. Oh yes, how silly of me. We are planning to host several pub quizzes. Provisional idea of a free drink(s) for the winners and around 50p / £1 entry for each team/person. It may be small but it soon amounts.

If we have 10 people entering the quiz at a pound each for every quiz, and perform the quiz ten times between now and the event, we'll have £100 for the venue costs. We can also sell tickets for the event at the quiz!

It's a working progress, but it's progress.

19.01.2013.

This entry deals and discusses a lot of the frustration that the Warren is dealing with on this project.

In preparation for tomorrow's meeting with the group, I thought I would do a little bit of work to follow up some leads. Emailing the venue's event manager whom I have been corresponding with.

The discourse was largely annoying. I asked whether we needed to put a deposit down on the venue as we only verbally secured the venue. To which she went on a tangent about how, 'teams are unavailable'; and seems to think that we need those teams. Being very difficult.

I can probably source two alternative teams to play; through a contact I have who is part of the Sheffield basketball scene. Should be OK.

YET however the frustration doesn't end. Having originally agreed a price of £27.00 p/h for the use of the court, I was ASTOUNDED by the event manager proclaiming that the venue now costs double that figure at £54.00 p/h. What?! I don't think we can afford that.

I am prepared to change course. This is fruitless. It might be time out for Superbasket.

08.01.13

This entry shows "The Warren's" thoughts on the limited progress (since the last entry), and his overall thoughts about the project.

Well. There isn't much to document. I tried to schedule a meeting, however it seems as if the rest of the group arn't even back in Sheffield! I understand some may want to spend some time back home with their families after Christmas, and even spend time with their friends from home for NYEs, but it's more than a week into the new year! Surely, work must resume! These people must be able to get through life with only 3 hours sleep, because they must be having social lives and doing they're work, before waking up 3 hours later to do the process all over again!

Anyway, less about other people. I should concentrate on my own work ethic. Sometimes, I do have to tear myself away from the treat that is back-to-back Star Trek episodes.

I thought I would use the rest of this entry to talk about the inception of the idea. We were struggling to come up with a concrete idea everybody liked. We debated the ideas of a 1950s themed night, or a film exhibition; both of which were ideas I enjoyed: one I didn't was a St. Patrick's. Simply looking at the time frame we have to deliver the event will give the generic idea of opting for a unimaginative theme which is produced by Greeting Card Companies.

We're not even Irish. We're British. Plus, all the best things about Ireland, are Northern. Then again, it's not my place to comment, I am visiting Dublin in less than a week!

So yes, with a general hatred of one idea and non-conformity of my group amongst the other ideas, I suggested a basketball themed event. I displayed both my passion and the Steel City's passion for the sport: and I won them over. And to think, I wasn't event wearing my Brooklyn Nets cap!

Then again, once we submitted our idea: we came up against some struggles. Mainly in the form of the venue. Do you know how many indoor basketball venues there are in Sheffield? Not a lot. For awhile we foolishly thought the University would have a court worthy of our event.

Well it has a court. But not one you could comfortably fit an audience in, if you wanted to host a charity exhibition match, like we do. So, we went around as mentioned before, we found All Saints. Yadda, yaddah, snooze!

Right, that concludes another journal entry. With the ugly ducklings coming back to mother hen / idea generator / event facilitator next week, I guess we'll be having a meeting. Where undoubtedly we'll talk, talk, someone will need to leave early, etc. etc. etc.

Progress to Date (04.01.2013)

This entry shows The Warren's thoughts on the current progress of the live event.

We pitched to the charities. Initially, I don't think one of the guys liked it. In total truth, I think he was a bit rude. We are students trying to help his organization (albeit not by choice) and rips our idea to a thousand pieces. However, I did speak to him much later in the day though and he was much more positive - I can't remember his name. I think it was Reginald. I have it written down... somewhere. In the time between our pitch and the end of the presentation he spoke at; we had secured the venue.

A facet which really does the underpin how far you can plan ahead. The four walls of any operation are of great importance. With this, 'Reginald' had much more constructive feedback for us, I say us, I was the only one representative of the group within the conversation.

Before Christmas, me and my colleague Pawel went to see the venue. The All Saints Sports Centre (Catholic School premises, not endorsed/opened by the late 90s pop act). Where we met Loraine Gayle, who is the event manager down there. After a quick chat and tour of the premises: me and Pawel concluded we wanted the venue.

We did however want the venue for free. That's not exactly the deal we got. We owe the venue £81.00. Which is bargain considering other venues wanted to charge us... wait for it. £1,400. I won't name any names, but some people need to wake up and smell the coffee! Court hire shouldn't be that expensive, now I don't have an exhaustive list of their expenses, but I'll put my head on the line and say that those people are making QUITE A PROFIT when they charge that amount for venue hire.

That's the long and short of it. We have the venue, we have to a pay a somewhat nominal fee (compared to others) and we're pencilled in for the 15th of March.

We really need another group meeting. I think I will organize that now.

Keep it real.

THE WARREN

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