In the academic year 2015-2016, as new unit leader, I decided to change the format of the delivery of the “Event Management” (Level 5, BAEM, FOM) unit’s main outcome – holding a live event. While many Events Management courses have a practical element, in which students plan and execute a live event (Beaven & Wright, 2006; Finkel, 2010), the Event Management live events traditionally took place over three weeks across venues in Dorset. The live event, worth 50% of the final grade, enables students to apply principles of events management to a practical situation.
I organized a session in which all stakeholders were invited (estates, marketing, events teams, SUBU, Legal and SportBU) to discuss a proposition I developed to build upon students’ skills in the principles of events management and develop their knowledge and application of management processes within events. I proposed a format that offered a progression for a very valuable component of the Event Management Degree programme, and that also responded to a number of significant KPI areas for the University. While the new format was designed to work well for department (DEL), its staff, students, as well as the wider Faculty (and University wide) framework, the main focus remained an improvement in the student experience. The proposal also ensured that the assessment was tightly linked to aims and leaning objectives, and also clarifying a path for auditable activity. The suggested structure also harmonized with core elements of the university fusion model.
The 21 student run-events became part of a five day on-campus festival. Branded the “Fusion Festival,” it took place between the 25-29 of April, 2017 in owned, leased, associated campus locations such as playing fields, student centers and lecture halls, as well as outdoor areas. The unit changes were developed to maximize effectiveness, value and safety of this vital component of the degree programme. The unit offered an extremely valuable learning environment for the students, and enhanced the potential for ongoing assessment and support from academic staff. Importantly, the architecture of live events was well suited to being hosted within the university campus sites and buildings. The overarching theme of the festival in 2016 was ‘Wellbeing’, as it gives the programme a narrative that is symbiotic with DELs own, and that of the university. The creative capacity of the student groups was not hindered by the “Fusion” brand, and the concentrated nature of the festival. Rather (as with other ‘real world’ situations), it tested their creativity and challenged them throughout the unit. It also provide for some inter-group competition, and co-ordination. It allowed more focused mentoring from staff and partners.
Figure 1: 2016 Festival Poster
Reflection and Moving Forward
Overall, the week was a success, with support across the campus population. From staff who volunteered to assess the events, to buy-in from estates, student services BU events and marketing. The local press even picked up a story and gave the programme some excellent media exposure such as a local Bournemouth Echo story (Winter, 2016). Tutors felt strongly the festival was a success due to the diversity of events organized and that the students had to be creative and design their events from scratch. The students had total responsibility for the planning and execution with the support of various internal departments.
Figure 2: 2017 Festival Poster
Moving forward for 2018.
As with any live event unit, experiences have led to some modifications. In 2018, so as to improve visibility for the events, a 6m by 9m marquee is planned for the main campus courtyard. We have also modified the marking rubric after consolation with stakeholders, so as to improve co-creation with partners (charities, University clubs and societies). In 2018, we have allowed students to target external audiences, but up to students to target, communicate with them. We will evaluate the success/failure of opening to the public this year, and whether students took action to reach out beyond campus. The tutors still need to ensure they have executive control of the festival but more responsibility is been passed to students. We have also improved branding over the festival identity. Post-event activities, such as collation of feedback, evaluation and consideration of legacy have also been improved.
References
Beaven, Z., & Wright, R. (2006). Experience! Experience! Experience! Employer attitudes to arts & event management graduate employability. International Journal of Event Management Research, 2(1), 17-24.
Finkel, R. (2010). Resource Guide: Principles and Practices of Events Management – Planning and Operations. HEA. https://www.heacademy.ac.uk/system/files/events_management.pdf
Fusion Festival (2017). https://www1.bournemouth.ac.uk/about/our-faculties/faculty-management/our-departments/department-events-leisure/fusion-festival
Winter, A. (2016). “Big Issue vendors aren’t beggars, we’re selling a magazine.” Bournemouth Echo. http://www.bournemouthecho.co.uk/news/14472398.___Big_Issue_vendors_aren___t_beggars__we___re_selling_a_magazine___/