Competency Based Learning Materials

Competency Based
Learning Materials
Sector : TOURISM SECTOR
Qualification Title : EVENTS MANAGEMENT SERVICES NC III
Unit of Competency : PROVIDE ON-SITE EVENT

MANAGEMENT SERVICES
Module Title : PROVIDE ON-SITE EVENT

MANAGEMENT SERVICES
HOW TO USE THIS COMPETENCY BASED LEARNING

MATERIAL
Welcome!
The unit of competency, “Provide On-Site Event Management Services” is one of
the competencies of “Events Management Services NC III, a course which
comprises the knowledge, skills and attitudes required for this qualification.
The module, “Provide On-Site Event Management services”, covers the
knowledge, skills and attitude required to be able to prepare and produce a
range of high-quality bakery products in commercial food production
environments and hospitality establishments
Recognition of Prior Learning (RPL)
You may already have some or most of the knowledge and skills covered in this
learner's guide because you have already completed training in this area.
If you can demonstrate to your trainer that you are competent in a particular
skill or skills, talk to him/her about having them formally recognized so you
don't have to do the same training again. If you have a qualification or
Certificate of Competency from previous trainings, show it to your trainer. If
EVENTS MANAGEMENT Date Developed: Document No.

SERVICES NC III October 26, 2020 VECCCBLM-EVMNCIII-
02-2020
Developed by: Issued by:
Develop An Event
Lucille Aramburo Victory Elijah Christian
Concept College Inc.
the skills you acquired are still current and relevant to the unit/s of
competency they may become part of the evidence you can present for RPL. If
you are not sure about the currency of your skills, discuss this with your
trainer.
At the end of this module is a Learner’s Diary. Use this diary to record
important dates, jobs undertaken and other workplace events that will assist
you in providing further details to your trainer or assessor. A Record of
Achievement is also provided for your trainer to complete once you complete
the module.
This module was prepared to help you achieve the required competency in
Developing Event Concept. This will be the source of information for you to
acquire knowledge and skills in this particular trade independently and at your
own pace, with minimum supervision or help from your instructor.
 Talk to your trainer and agree on how you will both organize the Training
of this unit. Read through the module carefully. It is divided into
sections, which cover all the skills, and knowledge you need to
successfully complete this module.
 Work through all the information and complete the activities in each
section. Read information sheets and complete the self-check. Suggested
references are included to supplement the materials provided in this
module.
 Most probably your trainer will also be your supervisor or manager.
He/she is there to support you and show you the correct way to do
things.
 Your trainer will tell you about the important things you need to consider
when you are completing activities and it is important that you listen and
take notes.
 You will be given plenty of opportunity to ask questions and practice on

the job. Make sure you practice your new skills during regular work
shifts. This way you will improve both your speed and memory and also
your confidence.

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EVENTS MANAGEMENT SERVICES NC III
COMPETENCY-BASED LEARNING MATERIALS
List of Competencies
No Unit of Competency Module Title

Code
.
EVENT PLANNING SERVICES
Plan and develop event Planning and developing event TRS342315

1.
proposal or bid proposal or bid
2. Develop an event concept Developing event concept TRS342316
3. Develop event program Developing event program TRS342317
4 Select event venue and site Selecting event venue and site TRS342318
Develop and update event Developing and update event TRS342319

5
industry knowledge industry knowledge
ON-SITE EVENT MANAGEMENT SERVICES
Provide on-site event Providing on-site event TRS342320

1.
management services management services
Manage contractors for Managing contractors for TRS342321

2.
indoor events indoor events
Develop and update Developing and updating TRS342322

3.
knowledge on protocol knowledge on protocol
MODULE CONTENT

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UNIT OF COMPETENCY: PROVIDE ON-SITE EVENT MANAGEMENT
SERVICES
MODULE TITLE : PROVIDE ON-SITE EVENT MANAGEMENT

SERVICES
MODULE DESCRIPTOR: This unit covers the knowledge, skills, behavior and
motivations required to coordinate the final preparation and set-up of a major
event comprising multiple components and to manage all aspects of the on-site
operation.
NOMINAL DURATION: 8 hours
LEARNING OUTCOME:
At the end of this module you MUST be able to:
LO1. Prepare for on-site management
LO2. Oversee meeting/event setup
LO3. Monitor meeting/event operation
LO4. Oversee meeting/event breakdown
ASSESSMENT CRITERIA:
1. Prepare for on-site management.

1.1 Plans for on-site management are developed in accordance with
agreed procedures for the meeting or event.
1.2 Final arrangements for all aspects of the meeting or event are checked
and any discrepancies are attended to.
1.3 Materials are created and collated to facilitate effective on-site
management.
1.4 Accurate briefing is provided to operational staff and contractors prior
to the meeting or event in an appropriate format including
clarification of roles and responsibilities
2. Oversee meeting/event setup

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2.1 Contact with the nominated contractor personnel is established at the
appropriate time and all requirements are reconfirmed and agreed to.
2.2 Necessary adjustments are made and agreed to with the contractors
2.3 All aspects of the event or meeting set up are checked against the pre-
arranged agreements.
2.4 Venue space and set up of equipment are checked to allow for easy
access, especially for those with disabilities, and to avoid risk of injury
to guests, delegates and colleagues.
2.5 Any deficiencies and discrepancies are identified and prompt action is
taken to rectify the situation.
2.6 Additional on-site staff are briefed on the full details of the meeting or
event operation including communication and control mechanisms
3. Monitor meeting/event operation

3.1 Sessions and activities are monitored throughout the meeting or event
through observation and appropriate reporting processes.
3.2 Problems are identified as they arise and prompt action is taken to
resolve the situation.
3.3 Additional requirements are identified and promptly organized.
3.4 Customer is liaised with throughout the meeting or event to ensure it
is progressing to his/her satisfaction.
3.5 All contractors are liaised with on an ongoing basis to ensure effective
delivery of services.
4. Oversee meeting/event breakdown

4.1 Breakdown of the meeting or event is checked to ensure it is
completed in accordance with agreements.
4.2 The packing and removal of all materials and equipment are
coordinated in accordance with pre-arranged details.
4.3 Venue is checked to ensure items and belongings are not left behind.
4.4 Debriefing is conducted with contractors and staff, if necessary, to
discuss any difficulties or suggestions for future improvements.
4.5 Accounts are checked and signed in accordance with contractor
agreements.
4.6 Outstanding items requiring post-event action are noted.
Learning Outcome Summary
LEARNING OUTCOME NO.1: Prepare for on-site management

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Contents:
1. Prepare for on-site management
2. Oversee meeting/event setup
3. Monitor meeting/event operation
4. Oversee meeting/event breakdown
Assessment Criteria
1. Plans for on-site management are developed in accordance with agreed

procedures for the meeting or event.
2. Final arrangements for all aspects of the meeting or event are checked
and any discrepancies are attended to.
3. Materials are created and collated to facilitate effective on-site
management.
4. Accurate briefing is provided to operational staff and contractors prior to
the meeting or event in an appropriate format including clarification of
roles and responsibilities.
Conditions:
The following resources MUST be provided:
1. Project or work activities that allow the candidate to

manage the on-site aspects of a meeting or event within an
appropriate venue on more than one occasion to ensure
that skills in dealing with a range of circumstances are
demonstrated
2. Involvement of a team of operational staff involved in
delivering a meeting or event
3. Involvement of suppliers of equipment and services
4. Realistic ratios of operational staff to delegates and guests
5. Presence of commercially-realistic time pressures related
to the operation of an event
6. Use of meeting and event operational documents and
equipment
Methodology:
 Lecture
 Discussion
 Demonstration
 Practical Exercises

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Assessment Method:
 Oral or written test
 Direct observation
 Practical test
 Evaluation of work done by learner
LEARNING EXPERIENCES
Learning Outcome 1 – Prepare for on-site management
Learning activities Special instructions

INDEPENDENT LEARNING Be able to illustrate the distinction
1. Read information Sheet #2.1-1 between Accounting and
Identifying overall event objectives Bookkeeping
and scope
Make a list of a detailed account
2. Answer Self-Check #2.1-1 titles in the chart of account that
will serve as a guideline on how
3. Compare answers with answer key accounting information will be
#2.1-1 shown in the financial statements.
Read information Sheet 1.1-3

Analyzing Transactions and the
account titles used answer self
check 1.1-3 Compare answers with
answer key 1.1-3
Read information Sheet 1.1-4
The Basic Financial Statements
answer Self-Check 1.1-4
Compare answers with answer key
1.1-4
Perform Task Sheet 1.1-1

Evaluate Performance using
performance Criteria Checklist no
1.1-1

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INFORMATION SHEET 1.1-1
PREPARE FOR ON-SITE MANAGEMENT
Learning Objectives:
After reading this information sheet you must be able to:
1. Define on site management
2. Discuss the preparation for on site management
On-Site Management
An onsite event management tool is any type of facility that

is used for registration setup, attendees engagement and enhancing
personalized experiences at events.
How to choose the best onsite event management tool
The abundance of online event management tools are available for

the event industry members today. Still, the event planners often
find it hard getting an all-in-one platform, which would help adjust
different kinds of tools to excellent onsite expertise. Here are three
“considers” that will help you choose the right tool for your master
plan:
1. Consider the crowd. You have to understand what the
attendance at your event is going to be in order to build a
strategy for time-efficient check-in. Determine which types of
hardware you’ll need to guarantee queue-free experiences. Will
you require personnel manning? If yes, how many team
members should take charge of registration assistance? The
answers to all these questions will depend on the event
attendees number.
2. Consider the experience. Based on what you’ve learned from
your last event, try to make the next experience much better.
Use analytics to track the behavior of attendees at events. This
is the best instrument that can be used to evaluate your onsite
event performance.
3. Consider the backup. Even if your onsite setup is perfectly
adjusted to handle the whole self-registration and badge

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printing, you should always have a backup team that can help
out if some difficulties appear.
Why do you need an onsite event management tool?
Depending on what your event goals are and how large your event
is, you’ll need event management tools for onsite use on several
stages.
In terms of getting your event attendees through the door, you can
use tech solutions for barcode or QR code scanning and on-demand
printing facilities. These instruments can help you decrease
personnel manning, receive real-time attendance information, speed
up the check-in processes, and reduce waste.
As an event manager, you may also consider using onsite tools to

make your event attendees feel more independent. Consider setting
up self-registration counters and add value to the check-in
flexibility. Aside from that, onsite tools can be helpful in lead
attraction: you can employ hardware and software integration to
implement QR-reuse solutions and use them at booths.
Last but not least, onsite event management solutions help elevate
personalization experiences at events. Here are some suggestions
on how you can keep people engaged with the help of onsite
management tools:
 customize personalized messages to deliver information about
attendee IDs, table numbers, and payment statuses;
 implement some gamification elements to create extra
interaction opportunities;
 use automated check-in notifications;
 enable easy edits solutions.

Functions of onsite event management tool
Onsite event manager tools differ, according to functionality load,

efficiency, and other relevant factors. In general, the core solutions
that an event planner can gain by using onsite tools include:

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 Checking-in attendees on multiple devices. There are several
types of hardware sets that can be used for e-ticket scanning
and self-registration.
 Flexibility in setup installing. Thanks to the smart functions of
onsite tools, it’s possible to adjust your event setups to the
specific number of attendees.
 Catering self-check-in capabilities. A no-queue experience is a
new reality, even for large-scale events, due to the range of
possibilities for self-registration.
 Extending the opportunities for networking. You can magnify
interactions at your events if you use onsite tools that enable
personalized name badge customization.
 Tracking engagement. Onsite tools enable the use of analytics,
which can help explore the check-in preferences, see which
event sessions are the most popular for attendees, and adjust
the flow of events accordingly.
Pros & cons of using onsite event management tools
Although online event management complemented by onsite

technology can automate many processes, some questions remain.
Let’s go through the basic “yes’s” and “no’s” of onsite management.
 Simplicity in use
 High interaction capabilities
 Time optimization
 Data collection and analysis
 Lack of awareness about onsite registration
 Exclusion for those who don’t use networking apps at events
 The absence of human touch in self-registration
Although the mentioned disadvantages can cause some

misunderstandings at events, there is a good way we can avoid
them by raising awareness about onsite management capabilities.
TOP 5 onsite event management tools
Check out these top 5 event management platforms that offer

advanced solutions for onsite optimization.
Event leaf. The free event management service that provides

solutions for badge printing, onsite registration for attendees inflow,

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and e-ticket scanning. The essential benefit: Event leaf supports a
kiosk mode, which offers an on-screen keyboard and eliminates the
need to use any hardware.
idloom Events. The onsite event check-in system offered by this
platform has only a QR scanning option. However, the service has
an option to register the inflow visitors, without any pre-
registration.
Events Case. A great platform in terms of data syncing. The
Android-based app syncs the data with the contact database and is
used by the onsite team for onsite check-in. Guess what, the
system works offline, which means you don’t have to be afraid of
Internet breaches.
Event brite. An all-in-one platform that delivers a number of
solutions for event planning and hosting. The core benefit in terms
of onsite experiences: advanced real-time tracking and a well-
integrated system for centralized reporting, which captures all
kinds of data: from payment statuses to session ratings.
GEVME Onsite. The platform belongs to the suite of GEVME apps,
which provide advanced services for all event cycles. This is a
helpful one-stop solution for those who are looking for a smart
integration of hardware setup, name badge printing, and
networking onsite.

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Self – Check no. 1.2-1
Answer the following statement. Write True or False on the space

provided.
________1. In considering the crowd. You have to understand what

the attendance at your event is going to be in order to build a
strategy for time-efficient check-in.
________2. Using barcode or QR code scanning and on-demand
printing facilities can help you decrease personnel manning, receive
real-time attendance information, speed up the check-in processes,
and reduce waste.
________3. Consider the backup. Even if your onsite setup is perfectly
adjusted to handle the whole self-registration and badge printing,
you should always have a backup team that can help out if some
difficulties appear.
________4. An onsite event management tool is any type of facility
that is used for registration setup, attendees engagement and
enhancing personalized experiences at events.
________5. Using onsite tools to make your event attendees feel more
independent.

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ANSWER KEY 1.2-1
1.T
2.T
3.T
4.T
5.T

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Learning Outcome 2 – Oversee meeting/event setup

Read Information Sheet 2.1-1 Bring used official receipts, sales
Analyzing the Different Types of
invoices, checks, purchase orders,
Documents etc. Analyze the different types of
the source documents. Analyze
Answer Self-Check 2.1-1 (Analyzing each transaction with the use of
the Different Types of Documents) each source document and how it
Compare answers with Answer Key affects the accounting equation.
2.1-1

Performance Criteria Checklist no.
1.2-1

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OVERSEE MEETING/EVENT SET UP
1. Discuss the oversee meeting and event set up
2. Identify the concept of oversee meeting set up
Introduction
An event manager oversees the design, set-up, and
execution of events that bring people together. These events can
run from small networking meetings with a few dozen guests to
large-scale conferences with thousands of attendees over several
days—and everything in between. No matter their scope, managing
events is always a people-centric endeavor. Your goal is ensuring
people get the most from a given event, and you work closely with
people to achieve that goal.
An event planner (Also known as a meeting and/or convention
planner) is someone who coordinates all aspects of professional
meetings and events. They often choose meeting locations, arrange
transportation, and coordinate other details. Setup Guide is
designed to provide users with basic information about event
setups.
CHEVRON SETUP
Chairs are arranged in rows slanted in a V shape and separated
by a center aisle. They face the head table or speaker.
 Benefits: A more productive large group setup than the
classroom style with the speaker as the focal point. More eye
contact between the group and the speaker than the
classroom setup, forming unity and more effective
participation.
THEATER SETUP

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Seats are in rows facing the stage area, no tables.
 Benefits: Perfect for shorter presentations, seminars, lectures
and Q&As that require the attendee to focus on looking and
listening. Best suited for presentations that require more
elaborate audiovisual technology without needing note taking
or laptop usage.
U-SHAPE SETUP
Series of tables set up in the shape of the letter U with chairs set all
around on one or both sides.
 Benefits: Ideal set-up to promote an open forum for smaller
groups of up to 40 people. All participants are able to make
direct eye contact with one another enabling a lively
discussion of ideas in this structured setting.
BANQUET SETUP / CLASSIC BANQUET SETUP
Round tables arranged to maximize seating requirements for a
variety of purposes.
 Benefits: Ideal set-up for meal centered meetings and
banquets encouraging business and socialization for any size
group. Typically 6, 8 or 10 people are seated per table.
Sometimes configured as crescents, where no back is facing
the speaker. Less elbow room than a Cluster.
HOLLOW SQUARE SETUP
Groups of interconnected rectangular tables. Also known as pods or
team tables.
 Benefits: Groups of three rectangular tables, configured to
maximize working sessions, collaboration and group
participation with the facilitator(s). Tables are set at angles so
that no back is facing the main speaker. Fosters creativity and
team building.
CONFERENCE SETUP
Rectangle or oval shaped tables are set up with chairs on both sides
and ends.

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 Benefits: A formal executive level set-up designed for meeting
with one primary facilitator. Good space for a comfortable
working session, as well as food and beverages. Ample room
for teleconferencing and visual presentations
AUDITORIUM SETUP
Series of tables set up in the shape of the letter U with chairs set all
around on one or both sides.
 Benefits: Meeting room set-up in which no tables are used and
chairs are set in rows facing forward towards one point of
interest, usually a stage or podium
Identify the following Event set up. Write your answer on the space provided.
Choose your answer on the box below.
a. Hollow square set up b. Conference set p

c.Theatre set up d. Banquet set up
e. Cheuron set up f. U-shape set up
______1. It is a rectangle or oval shaped tables are set up with

chairs on both sides and ends.
______2. It is groups of interconnected rectangular tables. Also
known as pods or team tables.
______3. Seats are in rows facing the stage area, no tables.
______4. Round tables arranged to maximize seating requirements
for a variety of purposes.
______5. Chairs are arranged in rows slanted in a V shape and separated by a
center aisle. They face the head table or speaker

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Key Answers:
1. B
2. A
3. C
4. D
5. E

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Learning Outcome 3 – Monitor meeting/event operation

Understanding the Basic Principles of
Accounting etc. Analyze the different types of
Answer Self Check 1.2-1 each transaction with the use of
(Understanding the Basic Principles) each source document and how it
Compare answers with Answer key affects the accounting equation.
1.2-1
Read Information Sheet 1.2-2

The Accounting Equation and the
Principles of Debit and Credit
Answer Self-check 1.2-2
Compare answers with Answer Key
1.2-2
Read Information Sheet 1.2-3

Answer Self-check 1.2-3
Compare answers with Answer key
1.2-3.
Journalizing
Performing Task sheet 1.2-3

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MONITOR MEETING/EVENT OPERATION
1. Identify on how to conduct event operation
2. Discuss the steps on how to be successful in any event.
What is event operations?

Event operation is the department responsible for coordinating and
integrating all other operations within an event and its associated
venues. Our event operations managers are given the job to assist
event organizers, host cities and organizing committees to plan and
deliver your successful event and it requires knowledge, expertise
and a sound understanding of all functional areas of the event. All
of our event operations managers have come from the coalface of
event operations and their passion is the key to our success. They
understand what works and what doesn’t whilst still remaining
flexible and adaptable to accept new innovations and
methodologies.
In addition to leading cross functional venue teams and event
operations during all phases of the event lifecycle, our event
operations managers are also responsible for ensuring the events
comply with the safety regulations and licensable activities within
event venues.
Event operations in focus
Successful event operations delivery is a mix of both personnel and
service delivery.
Event operations responsibilities
At Event Planning Group we provide all levels of experience event
operations staff to support organizing committees and event

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owners, from executive to co-ordinator levels. These roles oversee all
aspects of strategic and operational planning and involve
considerable liaison with all relevant authorities and other
stakeholders in relation to your venue precinct and venue
management operational matters.
Ten Steps to Plan any Event
1. Develop your event goal and objectives
Establish a tangible goal and objectives. If you know your
organization’s key goals before planning, you can ensure that
every part of your event is optimized for success.
2. Organize your Team
Any event takes a concerted team effort to handle all the
details. Consider identifying one key event manager or event
chair as well as individual chairperson for subcommittees,
such as:
 Venue management
 Speakers
 Entertainment
 Publicity
 Sponsors
 Volunteer management
Assigning individual roles to team members creates a system of
accountability.
3. Establish your budget
Establish your event’s budget is one of the most important
parts of planning an event. Some of the critical expenses you
need to include in your budget are:
 Venue- This cost should encompass the rentals as well
as any insurance you need to purchase.
 Food and drink- This field is pretty self-explanatory.
However, remember that the amount you can afford here
might also dictate the number of tickets you’re able to
sell
 Entertainment- This field can be customized however you
need it to be – whether its allocated for speakers, a DJ, or
even a talking pig, make sure you have wiggle room for

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travel and accommodation costs as well as any
compensation.
 Décor- Establishing the costs upfront will help you
determine which one you afford.
 Staff- Key to account for the transportation and lodging
costs of your staff.
 Marketing- Whether you decide to promote your event
through facebook or go old school by putting flyers up all
over town,
 Audio Visuals- from projectors to wi-fi to speakers, this
category encompasses a wide variety of costs.
 Miscellaneous- even the best planned event will have
some additional costs come up. Accounting for them in
your budget will ensure you’re not caught unawares.
4. Set the Date
The date might already be pre-set for a recurring event, but if
this is a new event, be sure to consider the following before
firming up your date:
5. Create an events master plan
6. Book your venue
7. Brand your event
8. Identify and establish Partnerships and sponsors
Seeking corporate sponsors and partnering with community
organizations
9. Create a Publicity plan
Some components you might want to include in your plan are:
 Web page announcement
 Social media
 Email blasts
 Press and media connections
 Printed materials
10. Determine day-of process
To ensure you’re prepared for anything, prepare an agenda
that will walk you through the whole day from setup to
cleanup.

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Identify the following. Draw  if the statement is true and  if the

statement is false. Write your answer on the space provided.
______1. To ensure you’re prepared for anything, prepare an agenda

that will walk you through the whole day from setup to cleanup.
_____2. Establish your event’s budget is one of the most important
parts of planning an event.
_____3. Establish a tangible goal and objectives.
_____4. Successful event operations delivery is a mix of both
personnel and service delivery.
_____5. Event operation is the department responsible for
coordinating and integrating all other operations within an event
and its associated venues.

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Key Answers:
1. 
2. 
3. 
4. 
5. 

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Learning Outcome 4 – Oversee meeting/event breakdown

Analyzing the Different Types of
Documents etc. Analyze the different types of
Answer Self-Check 2.1-1 (Analyzing each transaction with the use of
the Different Types of Documents) each source document and how it
Compare answers with Answer Key affects the accounting equation.
2.1-1

Performance Criteria Checklist no.
1.2-1

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MONITOR OVERSEE MEETING/EVENT BREAKDOWN
1.

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Information Sheet 1.2-1
The Different Types of Documents
The source document is essential to the bookkeeping and accounting
process. It is the evidence that a financial transaction occurred. If a company is
audited, source documents back up the accounting journal general ledger as
an indisputable audit trail.
Official receipt – is hard copies of financial transactions used by

businesses for tax and accounting purposes. These documents include the
vendor’s name, gold sold, purchase price, the date, receipt number and other
pertinent information. Official receipts may be printed or handwritten as long
as all information is included.
Sales invoice – is a tool that a company uses to communicate to clients

about the sums that are due in exchange for goods to have been sold. A sales
invoice should include information about which items the customer has
purchased, the quantities he has bought, discounts he has received, and the
total amount he owes. In addition, a sales invoice should contain a brief
summary of the terms of the transaction, such as the acceptable lag time
between the sale and the payment.
Purchase order (PO) – is a commercial document and first official offer

issued by a buyer to a seller,indicating types, quantities, and agreed prices for
product or services. Acceptance of a purchase order by a seller forms a
contract between the buyer and seller, so no contract exists until the purchase
order is accepted. It is used to control the purchasing of products and services
from external suppliers.
Deliver receipt – a document stating the type and quantity of goods that
have arrived at a place, which the buyer signs to show that they have received
the goods.

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A deposit receipt – is a form supplied by a bank for a depositor to fill out
to document in categories the items included in the deposit transaction. The
categories include type of item, and if it’s a check / cheque, where it is from
such as local bank or a state if the bank is not local. The teller keeps the
deposit slip along with the deposit ( money and checks for money), and
provides the depositor a receipt. Pay-in slips encourage the sorting of cash and
coins , are filled in and signed by who deposited the money, and some tear off
from a record that is also filled in by the depositor. Deposit slips are also called
deposit tickets and they are not all the same. They are signed by the depositor
if the depositor is cashing some of the accompanying check and depositing the
rest.
Payroll register – is the record for a pay period that lists employee hours
worked, gross pay, net pay, deduction, and payroll date . in other words, a
apayroll register is the document that records all of the details about
employees’ payroll during period. You can think of it as a summary of all the
payroll activity during a period.
Promissory note – is a legal instrument ( more particularly, a financial

instrument), in which one party ( the maker or issuer ) promises in writing to
pay a determinate sum of money to the other ( the payee ), either at a fixed or
determinable future time or on demand of the payee, under specific terms. If
the promissory note is unconditional and readily salable, it is called a
negotiable instruments.

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Develop An Event
Identify the following sources of documents:
1.A is a legal instrument ( more particularly, a financial instrument), in which

one party ( the maker or issuer ) promises in writing to pay a determinate sum
of money to the other ( the payee ), either at a fixed or determinable future time
or on demand of the payee, under specific terms. If the promissory note is
unconditional and readily salable, it is called a negotiable instruments.
2. Form supplied by a bank for a depositor to fill out to document in categories

the items included in the deposit transaction.
3. A document stating the type and quantity of goods that have arrived at a
place, which the buyer signs to show that they have received the goods.
4. Commercial document and first official offer issued by a buyer to a

seller,indicating types, quantities, and agreed prices for product or services.
Acceptance of a purchase order by a seller forms a contract between the buyer
and seller, so no contract exists until the purchase order is accepted.
5. Hard copies of financial transactions used by businesses for tax and

accounting purposes. These documents include the vendor’s name, gold sold,
purchase price, the date, receipt number and other pertinent information.

02-2020
Develop An Event
Answer Key 1.2-1
Sources of Documents
1. Official Receipt
2. Sales Invoice
3. Purchase Order
4. Deposit Slip
5. Promissory Note

02-2020
Develop An Event
Information Sheet no. 1.2-2
This is a partial listing of another sample chart of accounts. Note that

each of account is assigned a three- digit number followed by the account
name. The first digit of the number signifies if it is an asset, liability, etc. For
example, if the first digit is a “1” it is an asset if the first digit is a “ 3” it is a
revenue account.
Assets
011 Cash in Bank

012 Cash on Hand
013 Notes Receivable
014 Interest Receivable
015 Accounts Receivable
016 Land
017 Builing
018 Equipment
Liabilities
111 Notes Payable

112 Account Payable
113 Interest Payable
114 Taxes Payable
115 Salaries Payable
Proprietorship
212 Drawing
211 Capital
213 Revenue and Expense
Summary
Expenses
511 Salary Expense

512 Supply Expense
513 Rent Expense
514 Advertising Expense
515 Depreciation Expense
516 Utilities Expense
517 Taxes and Licenses
518 Miscellaneous Expense

02-2020
Develop An Event
ASSETS
No. Account Title To Description / Explanation of Account

Increase
Checking account balance (as shown in
101 Cash Debit company records), currency, coins, checks
received from customers but not yet deposited.
Amounts owed to the company for services
120 Accounts Debit performed or products sold but not yet paid
Receivable for.
140 Merchandise Debit Cost of merchandise purchased but has not yet
Inventory been sold.
Cost of supplies that have not yet been used.
150 Supplies Debit Supplies that have been used are recorded in
supplies expense.
160 Prepaid Debit Cost of insurance that is paid in advance and

Insurance includes a future accounting period
170 Land Debit Cost to acquire and prepare land for use by the
company.
175 Buildings Debit Cost to purchase or construct buildings for use

by the company.
Accumulated Amount of building’s cost taht has been
178 Depreciation Credit allocated to Depreciation Expense since the
- Buildings time the building was acquired.
180 Equipment Debit Cost to acquire and prepare equipment for use
by the company.
Accumulated Amount of equipment’s cost that has been
188 Depreciation Credit allocated Depreciation Expense since the time
- the equipment was acquired.
Equipment
LIABILITIES
Increase
The amount of principal due on a formal
210 Notes Credit written promise to pay. Loans from banks
Payable are included in this account.
Amount owed to suppliers who provided
215 Accounts Credit goods and services to the company but did
Payable not require immediate payment in cash
Wages Amount Owed to employees for hours
220 Payable Credit worked but not yet paid.
Amount owed for interest on Notes Payable
up until the date of the balance sheet. This
230 Interest Credit is computed by multiplying the amount of
Payable the note times the effective interest rate
times the time period.
Amounts received in advance of delivering
240 Unearned Credit goods or providing services. When the goods
Revenues are delivered or services are provided, this
liability amount decreases.
Mortgage A formal loan that involves a lien on real
250 Loan Payable Credit estate until the loan is repaid.
REVENUE

Increase
Amount the owner invested in the company
290 Mary Smith Credit (through cash or other assets) plus earnings
Capital of the company not withdrawn by the owner.
Amount that the owner of the sole
Mary Smith, proprietorship has withdrawn for personal
Drawing Debit use during the current year. At the end of
the year, the amount in this account will bw
transferred into Mary Smith, Capital
(account 290)
Amounts earned from providing services to
clients, either for cash or on credit. When a
service is provided on credit, both this
account and Accounts Receivable will
increase. When a service is provided for
immediate cash, both thsi account and Cash
will increase.
EXPENSES

Increase
Expenses incurred for the work performed by
Salaries the salaried employees during the
500 Expense Debit accounting period. These employees
normally receive a fixed amount on a
weekly , monthly, or annual basis.
Expenses incurred for the work performed by
510 Wages Debit non-salaried employees during the
Expense accounting period. These employees receive
an hourly rate of pay.
Supplies Cost of supplies used up during the
Expense Debit accounting period.
Rent Cost of occupying rented facilities during the
560 Expense Debit accounting period.
Utilities Cost for electricity, heat, water, and sewer
570 Expense Debit that were used during the accounting period.
Telephone Cost of telephone used during the current
576 Expense Debit accounting period.
Cost s incurred by the company during the
610 Advertising Debit accounting period or ads, promotions, and
Expense other selling and expenses ( other than
salaries)
750 Depreciation Debit Cost of long-term assets allocated to expense

Expense during the current accounting period.
Self-Check no. 1.2-2
Multiple Choices: Select the best answer
1. Coins, currency, and other cash equivalents owned by the business and
not yet deposited in the bank.
a. Cash on Hand b. Cash on Bank c. Debit
2. Cash in bank is the un-withdrawn deposits in the bank. Usually the

name of the bank is used as the account title.
a. Cash on Hand b. Cash on Bank c. Credit
3. Amounts collectible from customers for goods sold and services rendered
on credit or from others for loan granted.
a. Notes receivable b. Debit c. Credit
4. It includes tables, chairs, showcases, counters, and other similar assets

owned and used by the business by in its operation.
a. Furniture & Fixture b. Debit c. Credit
5. It includes typewriters, computers, calculator, cash registers, and other

similar assets.
a. Cash b, Debit c. Equipment
6. Amounts due to creditors for the goods or services bought in credit.

a. Debit b. Credit c. Accounts Payable
7. Amounts of capital contributions of the owner or owners to the business

a. Capital b. Assets c. Liabilities
8. Amount withdrawn by the owner from the assets of the business for
personal use.
a. Capital b. Revenue c. Expenses
9. Amounts earned by professionals such as CPA’s, doctors, lawyers, etc.

For services they render.
a. Capital b. Revenue c. Expenses
10. Amounts of light and water consumed by the business.

a. Utilities Expense b. Salaries Expense c. Rent Expense
Answer Key 1.2-2
1. A
2. B
3. A
4. A
5. C
6. C
7. A
8. C
9. B
10. A
Information Sheet 1.2-3

The Basic Principles of Accounting
Learning Objective:
After reading this INFORMATION SHEET, you must be able to understand the
basic principles of accounting.
1. Going Concern Concept – on the basis that its operations will

continue indefinitely
2. Consistency in accounting practice from period to period –
consistent accounting practices should be followed from one accounting
period to the next.
3. Monetary Unit – the accounts should be stated in terms of peso
amounts.
4. Time Recognition in Accounting Records – transactions should be
recorded on a timely basis so that all material information applicable to
each accounting period will be shown in the records.
5. Materiality – a statement is material if it is of such a nature that its
disclosure or the method treating it would make a diffrence in the
jugdment and conduct of a reasonable person.
6. Full disclosure – the users of the financial statement should be
informed of the material and relevant information about the financial
affairs of the business organization.
7. Conservatism – the business organization should not materially
overstate nor understate its assets, liabilities, revenues or expenses.
8. Objectivity principle – accounting records are based on information
that flows from activities documented by objective evidence.
9. Historical Cost – acquired assets should be recorded at their actual
cost and not at what management thinks they are worth as at reporting
time.
10. Revenue Recognition Principle – revenue is to be recognized when
goods are delivered or services are rendered or performed
11. Accrual – The revenue should be recorded in the period it is earned,
regardless of the time the cash is received
12. Business Entity – A business is considered a separate entity from the
owner(s) and should be treated separately.
Self-Check
True or False: Write True if the Statement is correct, if not write False.
1. The business is separate from the owner’s entity and should be

considered as an another form of entity.
2. Assets are recorded based on their original cost and not on market vale.
3. Not all business resources acquired should be valued and recorded

based on the actual cash equivalent.
4. Financial Transactions are recorded and reported in Monetary unit such
as centavo, ones, tens, hundreds and thousands.
5. Matching principle means the revenue and the expenses recorded should
have an equal amount recorded.
6. This Conservatism principle states that given two options in the amount
of business transactions, the amount recorded should be the lower rather
than the higher value.
7. Accounting Period may be monthly, quarterly or annually. For annual

accounting period, it may follow a Calendar or Fiscal Year.
8. Consistency Principle ensures similar and consistent accounting

procedures is used by the business.
9. Materiality Concept means the business transactions will not affect the
decision of a used considering the material which should not be reported at
all.
10. Accrual means the principle states that the recorded amount should
have some form of documentation.
Identification: Identify what is asked.
1. It is the basis that its operations will continue indefinitely
2. Means consistent accounting practices should be followed from one

accounting period to the next.
3. It means that the accounts should be stated in terms of peso amounts.
4. this principle means transactions should be recorded on a timely basis

so that all material information applicable to each accounting period
will be shown in the records.
5. a statement is material if it is of such a nature that its disclosure or the

method treating it would make a difference in the jugdement and
conduct of a reasonable person.
6. It is a principle that the users of the financial statement should be
informed of the material and relevant information about the financial
affairs of the business organization.
7. the business organization should not materially overstate nor

understate its assets, liabilities, revenues or expenses.
8. Accounting records are based on information that flows from activities

documented by objective evidence, what is this principle?
9. It is acquired assets should be recorded at their actual cost and not at

what management thinks they are worth as at reporting time.
10. This principle means revenue is to be recognized when goods are

delivered or services are rendered or performed
11. It is stated that revenue should be recorded in the period it is earned,

regardless of the time the cash is received
12. This principle means business is considered a separate entity from the
owner(s) and should be treated separately.
Answer Key
I.
1. True
2. True
3. False
4. False
5. True
6. True
7. True
8. True
9. False
10. True
II.
1. Going Concern Concept
2. Consistency in accounting practice from period to period
3. Monetary Unit
4. Time Recognition in Accounting Records
5. Materiality
6. Full disclosure
7. Conservatism
8. Objectivity principle
9. Historical Cost
10. Revenue Recognition Principle
11. Accrual
12. Business Entity
TASK SHEET
No. 1.2-5
Title : Journalizing
Task Objective: To prepare journal entries
Materials :
Pen
2 Column Journal Sheets
Calculator
Transaction Sheet
Instructions
1. A Journal Entry will always have the following parts to be followed;

Date, Debit Part, Credit Part, Source Document
2. Prepare the header of the journal sheets.
3. Read and understand the transaction given in the Transaction Sheet
carefully.
4. Put the date of the transaction.
5. Record the debit first, record the title in the account in the account title
column.
6. Record the the amount in the debit column
7. Indent and insert the account title that will be credited
8. Insert the amount in the credit column that will be credited.
9. Indent twice and record the source document that was used to gather
information.
Journalizing
Performance Criteria Checklist
No. 1.2-5
CRITERIA YES NO
Did you…
Followed the parts of Journal entry?
Prepared the header of the Journal Sheet?
Read and understand the transaction given in the transaction

sheet carefully?
Placed the date of transaction?
Recorded the debit first. Record the title in the account in the
account title column.
Recorded the the amount in the debit column
Indented and insert the account title that will be credited
Inserted the amount in the credit column that will be credited.
Indented twice and record the source document that was used
to gather information?

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Sector : TOURISM SECTOR

Qualification Title : EVENTS MANAGEMENT SERVICES NC III

Unit of Competency : PROVIDE ON-SITE EVENT

Module Title : PROVIDE ON-SITE EVENT

HOW TO USE THIS COMPETENCY BASED LEARNING

Recognition of Prior Learning (RPL)

EVENTS MANAGEMENT Date Developed: Document No.

 You will be given plenty of opportunity to ask questions and practice on

EVENTS MANAGEMENT Date Developed: Document No.

No Unit of Competency Module Title

EVENT PLANNING SERVICES

Plan and develop event Planning and developing event TRS342315

2. Develop an event concept Developing event concept TRS342316

3. Develop event program Developing event program TRS342317

Develop and update event Developing and update event TRS342319

ON-SITE EVENT MANAGEMENT SERVICES

Provide on-site event Providing on-site event TRS342320

Manage contractors for Managing contractors for TRS342321

Develop and update Developing and updating TRS342322

EVENTS MANAGEMENT Date Developed: Document No.

MODULE TITLE : PROVIDE ON-SITE EVENT MANAGEMENT

NOMINAL DURATION: 8 hours

1. Prepare for on-site management.

2. Oversee meeting/event setup

EVENTS MANAGEMENT Date Developed: Document No.

3. Monitor meeting/event operation

4. Oversee meeting/event breakdown

Learning Outcome Summary

LEARNING OUTCOME NO.1: Prepare for on-site management

EVENTS MANAGEMENT Date Developed: Document No.

1. Plans for on-site management are developed in accordance with agreed

The following resources MUST be provided:

1. Project or work activities that allow the candidate to

EVENTS MANAGEMENT Date Developed: Document No.

Learning activities Special instructions

Read information Sheet 1.1-3

Perform Task Sheet 1.1-1

EVENTS MANAGEMENT Date Developed: Document No.

An onsite event management tool is any type of facility that

How to choose the best onsite event management tool

The abundance of online event management tools are available for

EVENTS MANAGEMENT Date Developed: Document No.

Why do you need an onsite event management tool?

As an event manager, you may also consider using onsite tools to

Onsite event manager tools differ, according to functionality load,

EVENTS MANAGEMENT Date Developed: Document No.

Pros & cons of using onsite event management tools

Although online event management complemented by onsite

Although the mentioned disadvantages can cause some

TOP 5 onsite event management tools

Check out these top 5 event management platforms that offer

Event leaf. The free event management service that provides

EVENTS MANAGEMENT Date Developed: Document No.

EVENTS MANAGEMENT Date Developed: Document No.

Answer the following statement. Write True or False on the space

________1. In considering the crowd. You have to understand what

EVENTS MANAGEMENT Date Developed: Document No.

EVENTS MANAGEMENT Date Developed: Document No.

Learning Outcome 2 – Oversee meeting/event setup

Learning activities Special instructions

Perform Task Sheet 1.2-1