|
 |
NSC Home Page > EUAS Contents > 18 Industry activities - practical guidelines: Part 2
Appendices
18 Industry activities - practical guidelines
This Appendix comprises two points: the first describes educational audits/plans for three contracting sites (Part 1), the second details steps in organising a site open day, many of which can be applied on a smaller scale, to preparing the ground for regular group visits (Part 2).
Part 2: Planning an open day
These guidelines may also be applicable to other events, and in part, to hosting regular group visits.
Why have an Open Day?
Open days provide an opportunity for a company/unit to showcase themselves to the local community and special interest groups:
- for developing a sense of purpose; team and morale building on site (particularly relevant where much work is now contracted out)
- building trust with the local community - "the company has nothing to hide"
- for training, developing communications skills and confidence of employees
- increasing pride in the site by employees
- give a focus for major housekeeping improvement on site - tidying scrap materials, attending to long standing safety or environmental issues
- improving awareness of the community and employees of why the operation exists where it is
- to satisfy inquisitiveness - people love to watch people work or "be let in on the act". They are also fascinated by scale or anything which is normally "out of sight".
Strategic Timing
Although open days are often tied in with a programme for making planning proposals, it is important to avoid the criticism, "they would do that wouldn't they". To some extent, an open day at that stage is too late. At a typical site, having an open day every say 3 to 5 years is probably more fruitful. Other factors which may influence timing are often related to celebrating a particular event, e.g.
- a new engineering development on site e.g. Cliffe Hill marked the opening and naming of a tunnel between Old and New Cliffe Hill quarries. A new addition to plant, or site or product may be relevant.
- completion of an environmental activity e.g. tree planting, nature reserve, site trail, realigned footpath, viewpoint panel, restoration feature, handover of refurbished building to the community
- to support other local community initiatives (without upstaging it!) e.g. environment week, science festival, local carnival/fete, or local custom (e.g. well dressing in the Peak District)
- as part of an industry or company-wide initiative or strategy e.g. Minerals '98, rebranding of the company, roll out of a corporate educational programme
- to mark an anniversary e.g. Dow Low and Lynclys celebrated centenary and 150th anniversaries respectively; Mountsorrel quarry is due to mark 200 years; Tarmac Ltd's its centenary.
Alternatively the timing may be determined by a company strategy that all operations of a certain size, type, location, etc, should hold open days in summer/every X years, etc.
Perhaps the most important timing feature is the period needed for planning and organising the event. This should not be underestimated, even if it has become almost a matter of routine. Built into this must be the time taken to obtain any official clearances in or outside the company and, in particular, with the local community - e.g. to ensure that dates don't clash with other local or major national events.
Preparation
The steps involved in organising an open day will vary from site to site and company to company. The following is a checklist (but is not exhaustive):
1. Seek corporate authority/support of management at appropriate level - you will almost certainly need to know beforehand if it complies with general company policy and ideas for a theme or reason(s).
2. Set up a co-ordinating team headed by someone with sufficient authority to carry it through to carry it through. Members might include unit-area manager, people representing operations, estates, marketing/PR/HR, major contractors or other partners (e.g. a key equipment supplier wanting to promote new kit)
- Team needs to establish/agree key aims of the event and to keep them to the fore, in planning, implementing and follow-up to the event (review the make-up of the team to fit these objectives
- Establish the key audiences and plan accordingly; you may chose to split the timings over say two/three days to present the site to (a) local decision makers, councillors, officials (don't forget your landlord/agent) (b) customers/suppliers/specifiers (c) schools and colleges (d) local community.
- Detailed timing - make sure that the timetable fits your audience groupings - school groups will not come on a Saturday; the public are often not available until at least 4.00 p.m. on weekdays. Check the potential for clashing or collaborative events. Decide whether resources/staff/finance/space are adequate for one, two or three day event. Work out timings for the period. Check major sporting or cultural events - you don't want to be waiting for visitors while they are all watching a World Cup final. Check key local events - e.g. with local tourist information centre/council offices/library and finally check with schools likely to participate - will they be in the middle of exams/SATS/school inspections/half term holidays.Once the day(s) is fixed, be prepared to make minor timing changes to avoid clashes up until the stage at which publicity goes out.
- Capacity/resources - work out what resources are available - staff, finance, vehicles, ground conditions, safe space - outdoor and undercover. What may need to be hired-in vehicles, marquees, first aid, catering, activity provider, entertainers, power, water supply. toilets, etc - at what cost. Will all visitors be pre-booked?
- Budgeting - this has to be an iterative process - the baseline is determined by the source - central funding and or unit budget plus any funding levied from supporters/partners. What are the direct costs attributable to the event; what are related to other works which should be/need to be/would have been done anyway e.g. removal of rubbish? Can the event be used to bring forward other programmed work? How much of the expenditure is overheads/fixed cost and how much related to numbers attending?
- Authorisations - do your insurance terms, planning permission, fire regulations, police requirements, first aid cover, lease terms, other legal obligations etc, cover such an event?; who needs to be informed?
- Safety provision - preparation/implementation of safety and emergency plans - identification of hazards, purchase/place equipment; safety barriers; safety warning tape, fencing/ personal protection equipment (ppe) lifebelts and lines, fire extinguishers, visitor supervision, contact points and routing for contacting, first aid cover.
- Security and control of people and visitor vehicles - visitor supervision, entrance control, signing and directions, radio links, reporting points, lost children cover, parking areas, identification for company staff (clothing/badging/identification) and visitors/types of visitor (possibly colour coded?) Arrange extra overnight security cover on night before event with the team and/or security company.
- Staffing - training, marshalling, guiding, supervising, reporting and "line of command", drivers, back-up-support e.g. to pick-up additional materials at short notice on the day, appoint controller(s)
- Provision for people with disabilities
- Adverse weather plan - to cover extremely hot, cold, wet conditions.
Support Information
Publicity material, safety/directional/information signing, briefing notes for staff/for visitors, display panels/exhibition material, exhibits and supporting graphics/captions e.g. to cover the quarry, planned workings, geological background, processing and plant, products, restoration/after uses, restoration, environmental measures (including indicators of the plant performance), wildlife, fossils/minerals/rocks/ archaeological finds, land management, public access areas, badging/labelling, viewpoint panels/explanations. Other media support (video/DVD/ CD/ projector/monitors) promotional material/give aways/banners/posters/prizes/raffle goods. NB: some of these items have long lead times and may already have been booked by others. Tidiness - a clear-up plan before/during/after the event, waste bins/removal.
Media/PR coverage - make sure that roles and authority for PR and media contact are fully understood by all concerned, timing and methods are agreed - is this to be handed centrally within the company at area level or by outside agency/consultant? - for local publicity, invitations, recording responses, issuing passes, press releases, interviews, TV/local radio recording, on-site photographic/video arrangements for recording the event, invitation lists (divided into audience groups noted earlier), media compaign.
Vehicles - ensure that vehicles are all legally and practically appropriate for the visitors concerned (inc. school children - see Logistics Section and people with disabilities); select parking areas, routing (including one way systems, barriers/control points etc), security, surfacing, key paths/roads especially for visitors, additional wheel washers.
Activities - devise programme, carry out time checking, costing materials, cover, etc., possible activities might include exhibitions/displays (see subjects listed earlier), childrens' activities (which may include a) learning/educational activities b) activities relevant to the site/company/industry c) fun activities - same activities can combine all three for example fossil casting/hunting, quizzes, puzzles etc. (eg. based upon vehicles/loads/journeys) demonstrations eg. of equipment, falconry. - think about involving a celebrity or special feature related to your theme e.g. David Bellamy has long been associated with one company's ecological achievements - but celebrities are rarely inexpensive and need to be booked early. If you are raising money for a charity as part of the event, maybe their patron(s) are willing to oblige.
Partnering - establish what links/involvement might be worthwhile with partners e.g. local wildlife trust, Rockwatchs volunteers, museum, groundwork trust, BTCV, local civil society, local artists, local outreach - once PR responsibilities are agreed, consider the best ways of reaching the local community - insert in local free or community newspaper, house-to-house delivery by company staff/local newsagent/milk delivery/Royal Mail/Scout group, adverts in local press/parish magazine, posters in supermarket/post office/cornershop/petrol station. Does the event have a particularly appealing news or promotional angle? Other possible partners who may display or provide appropriate activities might include statutory bodies, such as fire, police, planning authority, English Nature, British Geological Survey, Water companies, English Heritage, National Trust or other local attractions e.g. show caves/mines; or equipment suppliers. Displays of model railways (which might include mineral workings), collections of model quarry/constitution equipment, vintage commercial vehicles, fossils or minerals.
Points to watch - public measure success of events often by practical experience of often quite mundane aspects - length of queues (fun activities, transport, parking, catering, toilets), tidyness/cleanliness (of footways, toilets, site generally, catering area. Failure to get such things right can completely outweigh the intended main experience. Give supervision of toilets and catering very high priority - consider ways of gauging visitor perceptions of the site/company/industry - before, and after the visit/e.g. ask visitors to complete a short numbered questionnaire on their way in, - e.g. as they wait their turn for the car park, transport or activity - on exit, distribute another to ask what they felt about the visit - encourage quick responses by offering draw prizes.
Ground rules - establish visitor ground rules as early as possible and at least in advance of any publicity e.g. minimum age limit, pushchairs/prams, dogs, people with disabilities (but remember you will have to comply with the Disability Discrimination Act); wherever possible, avoid blanket restrictions, even if it becomes necessary to limit access to certain areas by certain groups - many successful open days have been able to accommodate all these categories.
Weather - probably the least predictable aspect and one for which it is now virtually impossible to insure against. Remember that heat and brightness can be almost as much a problem as torrential rain. Have contingency plans for each eventuality, particularly for rescuing visitor's cars from muddy car parks and duckboards/additional free draining materials for instant paths/plastic sheeting, etc. - a free cooled water/peaked cardboard hats - and liaise with first aiders accordingly.
Three-four months ahead of a planned event - divide up the site into:
(a) public routes
(b) other areas in the proposed public domain
(c) other open day operational areas (i.e. for staff/contractor side only)
(d) other off limits areasThen, with the team/representatives of all key interests walk (a), then (b/c). Make someone responsible for producing action notes. These should include any gaps in procedure/safety/hygiene/eyesores visible from public areas/logistical aspects/weather-proofing/power/water supply. All relevant vehicular routes (including emergency routes) should also be driven in the type of vehicles to be used on the day. Check gradients and surfaces - are they suitable for all relevant users?
Double check all equipment and services, in particular, all bookings/print/design work/staff leave and that all will arrive in good time in the week before the event.
Remember that some publicity e.g. monthly publications require material 6-8 weeks ahead of publication date.
Six weeks ahead:
Plan in detail the delivery times/logistics covering the final week in the run up. Double check bookings especially of designwork, printing, staff availability.Hold weekly meetings of team to track progress or actions in last 4-5 weeks; daily in last week.
Begin to implement main marketing plan e.g. book adverts in weekly press for printing 2-3 weeks ahead of the date; house-to-house leaflets 2 weeks beforehand; specific invitations to individuals/organisations 6 weeks beforehand.
Run a "mock open day" with all key staff concerned three weeks beforehand. Double check detailed timings. Give out general briefing notes to all concerned directly (including alternative/substitute staff) and all other staff on site.
One week beforehand:
Give detailed briefing to all staff concerned a week beforehand: check the weather forecast with Met Office Service - take decision on likelihood of necessity to implement contingency plans. Hold daily team meetings to check progress.Implement reception of services/equipment/placement on site. Make sure all except vulnerable items e.g. food, valuables, are in place by end of day prior to open day. Carry out another "dry run" on day beforehand including checking any electronics. Ensure that all overnight security is in place. Remember at each stage in the process to involve where appropriate, contractors working on site, relevant company staff off-site, partners (e.g. having stands/stalls, activities at the event).
Other considerations
Consult fire and police authorities, depending on the scale of the event, liaison with these could influence routing on and to the site, access points, etc.
What provision is being made for VIPs - e.g. reception, escorting on site by senior staff, special tours. What follow-up will be undertaken.
First aid - does company have sufficient trained staff or will the event require services of St John's Ambulance?
Measuring success - this could be gauged by counting numbers attending in whole or in categories; consider ways of measuring public perceptions about the unit/company/industry before and afterwards.
Have you visited a quarry before? If so, which one ________________
What are your first thoughts about quarrying? ___________________
What do you think about quarrying now? _______________________
Contingency planning - weather might be the greatest indeterminable (see separate section). In addition, consider and take appropriate advice on other eventualities e.g. fire, vandalism/criminal damage, rowdism, protest groups. Knowing how many people, and who and where they are, helps. If the location or thing is particuarly sensitive, consider ticketing/invitation only arrangements, CCTV, segregating particular areas, an alcohol/smoking ban on site or in specific areas.
Lighting - make sure that lighting is adequate.
Food regulations - check local requirements.
Give each member of the team a specific cluster of tasks and ensure that they report back action, costs and any snags.
When drawing up rostas for staff cover, allow for unexpected absentees, illness, staff breaks and sufficient flexibility to enable staff to show off the unit to their friends and family.
Successful events = 5% hard work; 15% perspiration and 80% publicity.
On the Big Day
Make sure key staff are on hand at least an hour before the generally planned setting up times - you probably have one chance to get it right. Otherwise if you have done your planning properly, keep to the plan as closely as possible. If things go over time e.g. queue for popular activities (e.g. minibus trips) look like becoming unmanageable, always have a contingency plan which ensures visitors are not disappointed, but above all keep to certain "landmark times" in the day, especially those involving VIPs or single activities for all present - formal openings, etc.
The end of the day - ideally have a number of controlled exit points (which are clearly marked as far as on-going public routes are concerned - even local roads may appear unfamiliar if the exit is not well known).
Have a plan for checking systematically that everyone is off site.
Remove as much rubbish as possible ongoing/at the end of the day.
Dismount, clean up and pack away all signs, displays exhibits and return hired items to appropriate stores/owners or have ready for earliest possible collection.
Where money has been taken, collect, check, record (with two people present and put into safe/bank).
If possible have a short celebration of the event food/drink/rewards as appropriate and very brief feedback.
Next day produce and distribute photographs plus captions to press, colleagues, etc.
Send out letters of thanks as appropriate to supporters, VIPs/key visitors, setting out key results.
Main debriefing meeting
- what went particularly well?
- what could have been improved?
- what were visitor reactions?
- feedback to senior management and all key participants
- new ideasFinalise/circulate press reports
See also: Part 1: Summary examples of educational strategy processes