Event governance
Who may commission, above which amount who has a say, and on what basis the agency is selected
Almost every company has a policy for business travel. Most have none for events, even though that is where the larger individual amounts are spent. A meeting is often commissioned by someone who does so twice a year.
Why a travel policy does not help here
The travel policy governs recurring individual cases with small amounts. Events are the opposite: rare, large and tailored differently each time. Value thresholds from the travel policy do not apply there, and an approval route built for a flight will not stop a conference.
What is missing is not a second set of rules. A minimum model of three steps is enough, with named responsibilities behind it.
Who this is for
Companies that know what they are dealing with and now want to put responsibilities in order. The counterparts are the commercial management and procurement. The business units join the table because they will apply the model afterwards.
What you receive
- A minimum model of approval, commissioning and invoicing, on two pages
- Value thresholds above which procurement or management have a say
- Named responsibilities between business unit, procurement and travel management
- A statement of work for agencies ready for tender, with evaluation criteria that make offers comparable
- The link to the travel programme for participant travel, hotel allotments and duty of care
- The decision paper for management
What I need in advance
The result of the event spend diagnosis or your own overview of last year's events. In addition, your procurement policy, the existing agency contracts and your travel policy.
How it runs
Introductory call
Thirty minutes, free of charge. We clarify your situation.
Preparation
I review the documents. Without a prior diagnosis, this part is charged separately.
Day one
Conversations with business units, procurement, marketing and travel management. I establish where your organisation wants to keep freedom and where it needs control.
Day two
Model, value thresholds, statement of work and evaluation criteria are drawn up. The day ends with the decision paper.
Handover
I present the model to management.
What the governance does not deliver
ExpenSight does not plan or produce events. The tender itself, meaning dispatch, question rounds, bidder meetings and evaluation, does not fit into two days. It is a project in its own right and runs as Project leadership if you wish. Questions of public procurement law belong with your legal department.
Independent
I receive no commission or other remuneration from any agency, hotel or venue. The evaluation criteria are set before the tender, not after the offers are on the table.
Where my experience comes from
From both sides of the table. My own travel agency had a department that organised meetings and events for corporate clients. Later, as a client at an automotive supplier, I regularly dealt with the people who organise internally and with the agencies that had been commissioned.
Terms
Terms for the fixed daily fee are available on request. The governance covers two full or four half consulting days. Without a prior event spend diagnosis, preparation is added. Travel costs are charged separately. Your documents are covered by the confidentiality commitment.
The event spend diagnosis tells you what you are dealing with. The governance sets out who decides what in future. If a tender follows, I take it on as Project leadership.
If someone has commissioned an agency and afterwards nobody can say who approved it, write me a line about it.
The first step is a thirty-minute introductory call, free of charge and without obligation.
Arrange an introductory call