TH1905

Phases of the Event Close-Down

The close-down of an event should be approached in much the same structured way as it is set-up. An event
close-down refers to the final phase of an event which includes the following elements: administrative duties,
physical close-down, and evaluation and recording. At the end of a long event, despite the tiredness, the event
organizers must still be able to handle the event close-down and clear up the event site properly and carefully.
A. Administrative duties. These can be anything from filing to sorting out the accounts, paying the bills,
collecting feedback forms, creating and sending Thank-You letters, and conducting final marketing
activities, such as closure press releases, contract acquittal, and preparation of the final financial
statement by the finance committee or event treasurer and auditor. The final administrative details
need to be completed, and the event – especially if it is to happen again in the future – should be
properly evaluated to see what can be learned from it and what could be done better next time, not
only from the attendees’ point of view, but also from the class organization’s point of view. It is valuable
to look back and assess the outcome of the event held.
There will also be various personnel issues to complete, specifically the final payments to all staff
(especially the on-call ones), the updating of staff records for future references, together with the need
to do some evaluation of the event.
B. Physical close-down. This is the most obvious event close-down activity. It refers to the big clear-up
once the doors have closed and the last visitor has gone. A reversed work breakdown schedule can be
created, based on the last program activities leading up to the opening. Understanding that there is a
sequence to follow for physical close-down is important; otherwise, people will make inappropriate
attempts to get their gear out before it is safe to do so. Everyone must know how to set up and how to
break down. This information can be handed out in a summary sheet to events staff during the event,
and in a debriefing given over a meal immediately following the public’s departure; otherwise, the
physical close-down will be overrun with tired and frustrated people wanting to throw their stuff in a
truck.
Sequence of Physical Close-Down
1. Cleaning begins – Litter picking, bagging, washing up (or removal), deal with laundry and linen,
move items to a central collection point
2. Clearing down small items – Stocking and boxing up of consumables and small items, loading of
transport for small items (may include removal of trash/rubbish)
3. “Bumping out” equipment and furniture – Technicians, caterers, and media crew to remove their
equipment, furniture, and/or materials
4. Cleaning and disposal of waste – Collection of solid waste, collection of recycled waste, and
emptying of tanks/bins
5. Removal of utilities – Stripping out of telecoms, electricity/gas (not at the same time), removal of
temporary water supplies/lines, temporary sewage, and generators, etc.
6. Removal of structures – Removal of rope-work and crowd barriers, removal of large items, tents,
portacabins, mobile refrigeration units, etc.
7. Handover and site restoration – Removal of final waste skips, wash downs, check course for
damage, green-keepers begin work on areas damaged by heavy use, and wear and tear from
public trampling
C. Evaluation. A short period after the physical close-down of the event, certainly within a week or two
(2), there should be a meeting of the various stakeholders to evaluate the event. The evaluation should
also use all the various sources of information available and consider not only the visitor’s perception of

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 TH1905

the event, but also that of the organizers, because lessons may need to be learned from all points of
view. However, events must evaluate two (2) type of information: quantitative and qualitative.
o Quantitative information – This includes visitor and attendee data or sales, target market profiles,
attendance statistics, financial reports, balance sheets, economic impact analysis, etc.
o Qualitative information – This includes visitor perceptions and answered feedback forms, exit
surveys, recorded chats or interviews, staff feedback, management notes, social impact analysis,
etc.
Sources of Information for Evaluation
 Visitor observation – Questionnaires, visitor perceptions
 Sponsors – View of publicity, level of awareness
 Staff and volunteers – Views, comments, and logbooks
 Mystery guests – Observation and questionnaires
 Security/police – Reports about the crowd, traffic, and other incidents
 Working committee heads – Observation and comments
 Executive committee – Parking, access, observations, weather, views of the community
Monitoring and Feedback
Monitoring refers to the act of ensuring that things happen according to plan. Monitoring, therefore, happens
as things happen. One way to monitor progress is through holding monitoring or coordination meetings, with
attendance sheets, and minutes or records of the things discussed. Briefing should also be noted for inclusion
in the monitoring report.
A class directory must be prepared early on, arranged into a calling tree following the event organizational
chart (event committees), such that members of a particular committee must first send their concerns to their
respective committee heads before elevating them to the overall chairperson or event head. Emergency lines
and contact details of the course instructor or adviser must also be indicated in the directory. This is an internal
document and must be handled with confidentiality.
Make room for improvements and adjustments. Hold coordination meetings regularly (for safety reasons,
these must be held within the school premises), and record the minutes of the meetings. Make sure that
everyone is well informed and feedback is communicated properly.
General Reminders on Monitoring Activities Organized in a Classroom Setting:
• It is important to assign one (1) easily reachable address and contact details intended solely for the event.
This is particularly useful if requests for sponsorship are issued. Since students will not be at the exact
address all the time, the owner/s of that address must be properly informed that it is being used for the
class event to avoid confusion.
• Neither the overall chairperson nor any member of the class may sign any document without the
knowledge of the course instructor or adviser, even if the student is of legal age. Any untoward incident
caused by the staging of Introduction to MICE (Events Planning and Organizing) course’s event is still the
responsibility of the school and course instructor.
• The course instructor or adviser must not take charge of the finances. The class must coordinate with the
treasurer, auditor, or finance committee head for safekeeping and tracking of their event organization’s
finances for the event. A bank account may also be designated or opened if needed.

References:
EventScotland. (2006). Events management: A practical guide. Edinburgh, UK: Author.
Shone, A. & Parry, B. (2010). Successful event management: A practical handbook (3rd ed.). Hampshire, UK: Cengage Learning, EMEA.

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