Pre-Event Planning

A successful event begins with comprehensive planning, a concrete understanding of your event’s goals, and the identification of resources needed to make things happen. Setting aside time for pre-event planning allows you to be one step ahead in the event process.

Set Event Objectives

Clear objectives are the guiding force behind every decision related to your event, as they help ensure the following:

  • Alignment among the themes, design, content, and other important parts of the event.
  • Agreement among the members of your planning team.
  • A cohesive and powerful message that will resonate with your audience.

To help set clear objectives, ask yourself these questions:

  • Why are you holding this event and what is its purpose?
  • What goals do you hope to achieve by the end of the event?
  • What key messages do you want to communicate to your audience?
  • What should attendees take away from the event?
birds eye view of students working on a wooden desk

Form a Planning Committee

Creating the right team is essential for the success of your event. Recruit people with the knowledge and skills to create a strong, well-rounded committee.

Committees should establish clear roles and responsibilities for each member to ensure that all efforts are coordinated and aligned with the event objectives. Roles can include:

  • Leader(s) who will take ownership of making final decisions and guiding the event planning process.
  • Day-of-event point person(s) who coordinate all event aspects and handle unexpected situations.

Outline a decision-making structure to help your committee understand how decisions will be made. This will help move the planning process along and will help the committee be as efficient as possible.

Determine the Budget

A budget serves as the financial blueprint for your event. Establishing a clear and realistic budget is one of the cornerstones of successful event planning. By allocating funds appropriately, you can ensure a smooth operation, reduce unforeseen costs, and maximize the impact of your event.

Periodically re-evaluate your budget estimates against actual expenditures. If certain costs are running higher than anticipated, adjust other areas of the budget or find alternatives to stay on track.

Begin by listing all potential sources of funds. This could be funds from the university, college, or department, external sponsorships, and registration fees/ticket sales.

Be sure to account for all event expenses, including:

Fixed Costs

Costs that won’t change regardless of the number of attendees (e.g., venue and equipment rental). 

Variable Costs

Costs that fluctuate based on the number of attendees (e.g., catering, swag bags, and printing costs for brochures or badges).

Unexpected Expenses

Expenses that may arise from last-minute changes or unexpected requirements.

If your event requires registration fees/ticket sales (e.g., academic conference or fundraising event), determine prices based on your total costs and anticipated revenue. Consider early bird rates or group discounts to incentivize attendees.

Decide what accounts will be charged and who will handle payment. Note that 51³Ô¹ÏºÚÁÏ departments should establish tax-exempt status before making purchases. Read more about 51³Ô¹ÏºÚÁÏ’s tax-exempt status and university department purchaser responsibilities.

Once you've gathered all information and are satisfied with your budget document, get it approved by any necessary decision-makers or stakeholders.

Using Campus-Contracted Suppliers

The university contracts suppliers that have a high level of spending on campus for products and services that the whole campus uses, sometimes on a daily basis. Campus-contracted suppliers have undergone and been selected through a formal solicitation, meaning that terms, conditions, and pricing have been negotiated and insurance is already on file.

Campus-contracted suppliers should be contacted first for specific commodities before seeking out other suppliers, as they have current contracts with 51³Ô¹ÏºÚÁÏ. However, other companies can be utilized if you have a need for a service or product that a current campus contract does not supply.

For a list of 51³Ô¹ÏºÚÁÏ-contracted suppliers, visit the Campus Contracts webpage.

Using Non-Campus-Contracted Suppliers

If there is a need for a service or product that a current campus contract does not supply, other companies can then be utilized. An example would be a balloon company. A balloon company would not be needed on campus every day, so typically there is not enough business generated on campus to warrant a negotiated campus-wide contract with 51³Ô¹ÏºÚÁÏ for this type of service.

Process to Contract a Non-Campus-Contracted Supplier
  1. The company must begin the process by . You can search for current suppliers on the site under "Find Supplier." If they are listed in an "Accepted" status, you can proceed with step two.
  2. A purchase requisition must be submitted in Workday by the 51³Ô¹ÏºÚÁÏ entity looking to do business with the specified company, along with quote requirements based on the purchase amount thresholds.
  3. Once your purchasing buyer receives the requisition, they will work with the company and acquire all necessary documentation to do business with 51³Ô¹ÏºÚÁÏ (i.e., business license, insurance, etc.). For any purchase with a contract, they will review and redline the contract in coordination with 51³Ô¹ÏºÚÁÏ General Counsel, Risk Management if applicable, and the supplier.
  4. The purchasing department will be in contact with any questions they may have about the requisition. If and once all questions and documentation requirements have been satisfied, a purchase order will be issued in Workday based on the quote provided.
Requirements for All Supplier Types
  • Written quotes are required for all purchase requests. Competitive threshold requirements apply to single or conglomerate purchases within a 12-month period.
  • If the purchase is very nuanced and above the $25,000 threshold, and you are unable to receive comparable quotes to perform the same services/goods, the competitive exception form should be utilized.
  • It is best to consult with your assigned Purchasing Analyst when making purchases over $25,000 well in advance of the event. They can assist with the best course of action to move forward with the purchase.

Adhere to the requirements of the university’s hosting policy. A Host Explanation Form will be required when submitting payment.

Frogs eye view of flags hung in the air in between palm trees

Select a Date

Picking the right date sets the stage for everything else. Carefully plan and consider options for the event date to ensure alignment with other organizational events, public holidays, and participant availability.

Plan Ahead

Start planning in advance to secure the best facilities and services. Be sure that the event does not conflict with events from other units, universities, and even local events.

Consider the Impacts of Scheduling Near Holidays

While it is often best to avoid scheduling near holidays for better event attendance, scheduling an event near the holidays can sometimes be a strategic move depending on your audience. For example, an academic conference that’s scheduled over a holiday could give out-of-town attendees additional flexibility in their calendar.

Ensure Availability of Key Speakers and Guests

Keep in mind that there are processes in place for booking specific key speakers and guests.

Remain Flexible

Keep alternate dates in mind in case you run into obstacles or situations that affect your preferred event date.